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Home My WebLink About05/07/2024 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION May 7, 2024 Tuesday 1:00 PM Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in person at the City & County Building. Learn more at www.slc.gov/council/agendas. Council Work Room 451 South State Street, Room 326 Salt Lake City, UT 84111 SLCCouncil.com 7:00 pm Formal Meeting Room 315 (See separate agenda) Welcome and public meeting rules In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting based on circumstance or availability of speakers. The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will have a webpage for additional information read associated agenda paperwork. Generated: 10:25:55 Note: Dates not identified in the project timeline are either not applicable or not yet determined. Item start times and durations are approximate and are subject to change. Work Session Items 1.Informational: Updates from the Administration ~ 1:00 p.m. 15 min. The Council will receive information from the Administration on major items or projects in progress. Topics may relate to major events or emergencies (if needed), services and resources related to people experiencing homelessness, active public engagement efforts, and projects or staffing updates from City Departments, or other items as appropriate. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Recurring Briefing Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 2.Fiscal Year 2024-25 Proposed Budget: Salt Lake City Public Library System ~ 1:15 p.m. 45 min. The Council will be briefed about the Library Board’s recommended Operations and Capital Budget for Fiscal Year 2024-25. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 3.Fiscal Year 2024-25 Proposed Budget: Department of Airports ~ 2:00 p.m. 45 min. The Council will be briefed about the Mayor’s recommended budget relating to the Department of Airports for Fiscal Year 2024-25. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 4.Fiscal Year 2024-25 Budget: Metropolitan Water District ~ 2:45 p.m. 30 min. The Council will receive a briefing about the proposed budget for the Metropolitan Water District for Fiscal Year 2024-25. The Council does not formally decide on this budget but appoints a majority of the District's Board and receives public input on the budget. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, April 16, 2024 and Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, April 16, 2024 and Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 7, 2024 and Tuesday, May 21, 2024 at 7 p.m. TENTATIVE Council Action - Tuesday, May 21, 2024 5.Informational: Great Salt Lake State Park Request for Water Service ~ 3:15 p.m. 20 min. The Council will receive a briefing about the request made by the Utah Department of Natural Resources (UDNR), Division of State Parks to the Department of Public Utilities to provide water to the Great Salt Lake State Park. The park is situated outside of Salt Lake City’s municipal boundaries and water service area. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 6.Tentative Break ~ 3:35 p.m. 20 min. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Set Public Hearing Date - Hold hearing to accept public comment - TENTATIVE Council Action - 7.Capital City Revitalization Zone Follow-up ~ 3:55 p.m. 40 min. The Council will receive a follow-up briefing about Senate Bill 272, including next steps toward creating a Capital City Revitalization Zone, which could potentially facilitate redevelopment around the Delta Center. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, April 16, 2024 and Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 at 7 p.m. TENTATIVE Council Action - Tuesday, July 2, 2024 8.Ordinance: Budget Amendment No.5 for Fiscal Year 2023-24 Follow-up ~ 4:35 p.m. 30 min. The Council will receive a follow-up briefing about Budget Amendment No.5 for the Fiscal Year 2023-24 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 an infrastructure loan pilot program to upgrade utilities while 2100 South is being reconstructed between 700 East and 1300 East, a State appropriation for Avenues City Cemetery road reconstruction and irrigation system upgrades, and additional funding for one-time police officer new hire bonuses among other items. For more information visit https://tinyurl.com/SLCFY24. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, April 16, 2024 and Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, April 16, 2024 Hold hearing to accept public comment - Tuesday, May 7, 2024 at 7 p.m. TENTATIVE Council Action - TBD 9.Resolution: Authorizing Assistance for Fairmont Heights Senior Housing Development at 2257 South 1100 East ~ 5:05 p.m. 20 min. The Council will receive a briefing about the Administration’s plans for the proposed Fairmont Heights Project at 2257 South 1100 East. The project would provide approximately 110 units of new affordable senior housing on a 0.81-acre property. The Administration intends to use $5.6 million in “dormant” funds from the Community Development Block Grant (CDBG) program and seeks authorization from the Council to negotiate final terms with the Housing Authority of Salt Lake City. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 at 7 p.m. TENTATIVE Council Action - Tuesday, June 4, 2024 10.Fiscal Year 2024-25 Budget: Open Legislative Intents Responses from 2024 ~ 5:25 p.m. 30 min. In preparation for the coming budget discussions, the Council will receive a briefing about the Administration’s responses to the Fiscal Year 2024 adopted legislative intents, as well as responses from the prior fiscal year’s open legislative intents. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 11.Ordinance: Amendments to the Salt Lake City Consolidated Fee Schedule for Fiscal Year 2023-24 Written Briefing - The Council will receive a written briefing about an ordinance that would amend the Salt Lake City Consolidated Fee Schedule to reduce Athletic Facility Reservation and Twilight Golf Green Fees in advance of the FY25 budget. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, May 7, 2024 12.Ordinance: Library Budget Amendment No.3 for Fiscal Year 2023-24 Written Briefing - The Council will receive a written briefing about an ordinance that would amend the budget for the Library Fund for Fiscal Year 2023-24. 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 required annual true-ups of property tax increments that go to the Utah Inland Port Authority, Convention Center Hotel, and the Redevelopment Agency of Salt Lake City. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 7, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 at 7 p.m. TENTATIVE Council Action - TBD Standing Items 13.Report of the Chair and Vice Chair - - Report of Chair and Vice Chair. 14.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: •Legislative Action; and •Scheduling Items. 15.Tentative Closed Session - - The Council will consider a motion to enter into Closed Session. A closed meeting described under Section 52-4-205 may be held for specific purposes including, but not limited to: a. discussion of the character, professional competence, or physical or mental health of an individual; b. strategy sessions to discuss collective bargaining; c. strategy sessions to discuss pending or reasonably imminent litigation; d. strategy sessions to discuss the purchase, exchange, or lease of real property, including any form of a water right or water shares, if public discussion of the transaction would: (i) disclose the appraisal or estimated value of the property under consideration; or (ii) prevent the public body from completing the transaction on the best possible terms; e. strategy sessions to discuss the sale of real property, including any form of a water right or water shares, if: (i) public discussion of the transaction would: (A) disclose the appraisal or estimated value of the property under consideration; or (B) prevent the public body from completing the transaction on the best possible terms; (ii) the public body previously gave public notice that the property would be offered for sale; and (iii) the terms of the sale are publicly disclosed before the public body approves the sale; f. discussion regarding deployment of security personnel, devices, or systems; and g. investigative proceedings regarding allegations of criminal misconduct. A closed meeting may also be held for attorney-client matters that are privileged pursuant to Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open and Public Meetings Act. CERTIFICATE OF POSTING On or before 5:00 p.m. on Friday, May 3, 2024, the undersigned, duly appointed City Recorder, does hereby certify that the above notice and agenda was (1) posted on the Utah Public Notice Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any others who have indicated interest. CINDY LOU TRISHMAN SALT LAKE CITY RECORDER Final action may be taken in relation to any topic listed on the agenda, including but not limited to adoption, rejection, amendment, addition of conditions and variations of options discussed. The City & County Building is an accessible facility. People with disabilities may make requests for reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least two business days in advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay service 711. Administrative Updates May 7, 2024 www.slc.gov/feedback/ Regularly updated with highlighted ways to engage with the City. Community Engagement Highlights Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlacePublic Lands •Glendale Regional Park •Phase 1 of construction May/June •Liberty Park Playground •Phase 2 engagement open •Cottonwood Park & Peace Labyrinth •Phase 1 engagement closed Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlaceArts Council •Site selected for the Iconic Work of Art on the Westside of the City! •Restoration of the Bridges over Barriers Mural •Meet the Artist •May 14-15 from 2-4pm •300 N. 700 West Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlaceSustainability •SLC's FIRST landscaping equipment program •Open now through May 12 •Notification May 17 •slc.gov/sustainability/landscaping/ Public Utilities •Street Lighting Master Plan implementation •Looking for community feedback to guide future prioritization Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlacePothole Palooza! •6,759 potholes repaired! •400 more than last year •61 resident requests from online submissions •slcgov.com/mystreet Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.comThriving in PlaceEvents Primary Start Date Event Location Hosting Organization(s)ACE Funded Ballpark Bites 05/08/24 Jefferson Park Salt Lake City Events No New American Dream Lab 05/08/24 Publik Space International Rescue Committee in Salt Lake City Yes Homeless Resource Fair 05/10/24 Downtown Library SLC Homeless Engagement and Response Team No Kilby Block Party 2024 05/10/24 Utah State Fair Grounds S&S Presents, LLC.Yes Queer Food FEASTival 2024 05/10/24 Mountain West Hard Cider Utah LGBTQ+ Chamber of Commerce Yes Powerful Moms Who Care Mother's Day Block Party 05/11/24 Library Square Powerful Moms Who Care Yes Spring Plant Sale 05/11/24 Rowland Hall Wasatch Community Gardens No Urban Bird Festival 05/11/24 Tracy Aviary at Liberty Park Tracy Aviary Yes Memory Grove Cleanup 05/11/24 Memory Grove Park Greater Avenues Community Council No Spring Dog Training 05/12/24 Memory Grove Park Salt Lake City Corporation No Ballpark Bites 05/15/24 Jefferson Park Salt Lake City Events No Community Conversation Stay Salty: Lakefacing Stories 05/16/24 Salt Lake City Main Public Library Of Salt and Sand Yes Spring Mayor's Bike to Work Day 05/16/24 Wasatch Hollow Preserve Salt Lake City Events No Living Traditions Festival 05/17/24 Washington Square Salt Lake City Arts Council No Queer Spectra Arts Festival 05/17/24 Sorenson Unity Center Queer Spectra Yes Sugar House Rocks May 05/17/24 Monument Plaza (except the Pride event which is across the street behind Locker Room) Sugar House Chamber Yes Rose Park Street Festival 05/18/24 Picture Drive Rose Park Community Council Yes Summer Series Queer Maker Market 05/18/24 Under the Umbrella Bookstore Under the Umbrella Bookstore Yes Spring Dog Training 05/19/24 Memory Grove Park Salt Lake City Corporation No Events are collected from ACE funded events, City sponsored events, and publicly permitted events. This is not meant to be an all -inclusive list of all events going on in the City. Homeless Resource Center Utilization: •86% Full- Base Shelter Capacity + Winter beds (adjustment of winter shelter beds) Encampment Impact Mitigation/ Rapid Intervention: •EIM- Folsom Trail/North Temple •RIT-Cottonwood, Day-Riverside,Ballpark area,Fairmont Park Resource Fair: This Friday @ Library Square Kayak Court:Plans subject to weather MicroShelter Community: •State OHS working with Switchpoint on moving to 700 W 500 S by the end of July Homelessness Update Shelters: 801-990-9999 Additional System Information: Salt Lake Valley Coalition to End Homelessness (SLVCEH) endutahhomelessness.org/ salt-lake-valley Utah Office of Homeless Services (OHS) jobs.utah.gov/homelessness/ index.html Page | 1 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Ben Luedtke, Senior Analyst DATE:May 7, 2024 RE: Fiscal Year (FY) 2025 Library Annual Budget The Library’s staffing details are on PDF pages 11-12 of the proposed budget (Attachment 1), and revenue and expenditure details are on pages 13-17 ISSUE AT-A-GLANCE The Library system provides in-person services at a main library downtown, seven branch libraries around the City, a temporary express location being developed in the Ballpark neighborhood, and a wide variety of digital services online. The Council’s role in the Library budget process is unique to other City enterprise funds. The Library Board sets the policy for Library operations. The Council is tasked with reviewing and approving the overall budget and setting the Library’s tax rate. The Mayor is recommending the Council approve the Board’s proposed budget for FY2025. This staff report provides an overview of the proposed budget (Attachment 1). Library leadership shared the following top priorities that informed the Board’s FY2025 budget proposal: Operational Priorities - Making progress toward optimal staffing levels across the system – ensuring that we are fully equipped to serve all patrons with excellence. - Staff compensation and training – fairly compensating and supporting our staff who serve our residents with deep commitment and care. - Increasing the investment in our collection – extending access to books and other materials for our growing number of residents. Capital Priorities - Improving our safety and security infrastructure – ensuring all patrons feel safe at the Library. - Completing ongoing maintenance projects – maintaining our facilities for effective operations. - Our Library Facilities Plan – building the groundwork for future growth and facilities to better serve city residents. (See Attachment 2 for the 2022-2032 Library Master Facilities Plan) Revenues (Details on pages 13-14 of Attachment 1) The proposed FY2025 total Library budget is $36,446,370 which is $3,434,000 or 10.4% more than the FY2024 adopted budget. Most of the change is due to a proposed $5,289,795 property tax increase and Project Timeline: Set Date & 1st Briefing: May 7, 202 2nd Briefing: in May or June (if needed) Public Hearings: May 21 and June 4, 2024 Potential Action: June 13, 2024 Page | 2 $300,000 of estimated new growth. The tax increase has an estimated impact of $38.76 for an average residential property valued at $572,000, and $123.37 for each $1 million of commercial property valuation (note that the Utah Constitution gives a 45% exemption to primary residential property taxes). The increased property tax revenue is partially offset due to decreases in other revenue categories including not using one-time funding from the Library’s Fund Balance and lower interest income. Note at the time of publishing this staff report a corrected transmittal was being processed to fix errors in the revenues section where the FY25 – FY24 difference column did not correctly total all the revenue subtotal categories and the revised FY24 budget total was incorrect. The budget also includes a required $1,280,000 pass-through of property taxes to the Utah Inland Port Authority and Convention Center Hotel. The vast majority of the pass-through is to the Inland Port; in recent fiscal years 5% went to the Convention Center Hotel. Fund Balance is projected to end FY2024 at approximately 15% of the total budget. The FY2025 budget would result in the Library's estimated Fund Balance to be 15.4%. The Library has a minimum target of keeping Fund Balance at or above 16% which is approximately equivalent to two months of operating expenses. Changes by Expense Category (Details on pages 15-17 of Attachment 1) Expenditure increases are mostly due to personnel costs and to a lesser extent greater investment in collections and services. The budget includes a $873,000 increase for salaries which is a combination of a 4% cost of living adjustment (COLA) or general pay increase and 1.5% longevity adjustment for employees. There is also $818,286 for increases to medical insurance, retiree insurance, and state retirement contributions. Similar to the City’s General Fund, personnel costs are typically around two-thirds of the Library’s ongoing costs. (Staff note: Benefits for Library system employees are not the same as City employees, so cost of living adjustments are frequently different than City employee cost of living adjustments). Other significant changes in expense categories include: - $692,490 or 30.5% increase for collections to a new total of $2,964,600 based on increasing demands and inflation. Over the past several years the Library has increased the budget for e-books and audio books based on increasing demand from patrons. - $648,069 or 51% increase for services to a new total of $1,918,719. This increase reflects continued inflationary impacts on technology contracts and greater use of professional and technical services, as well as increasing staff training and development opportunities. The City’s Information Management Services (IMS) Department is also seeing similar increases for technology contracts. - $126,302 or 26.1% increase for other charges mostly insurance to a new total of $610,802. Note this category of insurance is separate from employee medical insurance and retiree insurance which is covered in the personnel services expense category earlier. Capital Projects and Debt Service (Details on pages 18-19 of Attachment 1) The Library’s Capital Projects Fund is proposed to decrease (-$6,925,855) or (-62.3%) to a new total of $4,194,000. This decrease reflects several large capital improvement projects that used one-time funding in the FY2024 budget and are not requesting funding in the FY2025 budget, especially the Main Library roof renovation project. Debt service is basically flat at $986,000 which covers the annual payment for the two bonds that financed construction of the Glendale and Marmalade branch libraries. The Library covers the annual debt payments for both of those Local Building Authority lease revenue bonds. Other significant capital projects proposed in the budget include $225,000 for a smoke evacuation system, and $150,000 for crash bar and power box cover replacements in public areas. New Employees and Reclassifications (Details on pages 11-12 of Attachment 1) The staffing document changes are a mix of reclassifying existing FTEs to new job titles, removing some positions, and a net increase of 8.425 FTEs. This includes seven new full-time employees and three new part-time employees (titles listed below). If the proposed budget is approved, then the Library would have 249.675 total FTEs. The Library completed a staffing study evaluating current levels, positions, distributions between locations and workgroups which informed the proposed staffing changes in the annual budget. Additional FTEs are anticipated to be needed in future fiscal years to reach optimal staffing levels. The Library’s workforce is almost evenly split Page | 3 between full-time and part-time positions. The proposed new FTEs include: - Four assistant managers full-time - One safety associate full-time - One social worker full-time - One development & donor coordinator full-time - Three part-time library assistants Contingency Based on New Growth and/or Judgment Levy Being More or Less Than Projected (Project list below is ranked in order of priority) In response to the Council’s request, the Library’s proposed budget includes several projects listed below that could be funded if actual revenues are more than projected. New growth property tax revenue is estimated at $300,000 and the judgment levy is estimated at $100,000. Per state law, counties are required to confirm actual new growth and judgment levy amounts by June 8 annually. The Library stated the projects below are in order of priority but that could change depending on how much revenue is available. $1,928,000 is the total cost of the projects listed below which is $50,000 more than the property tax contingency revenue line item. If new growth and the judgment levy are more than the $1,928,000 needed for the below projects, then the amount in excess would go to the Library’s Fund Balance. If new growth and the judgment levy are less than predicted, then the Library would proceed with some of the projects and prioritize maintaining Fund Balance closer to the 16% minimum target (approximately equivalent to two months of operating expenses). - $130,000 for temporary express Ballpark library exterior improvements - $80,000 for Marmalade branch library exterior tiles - $75,000 for emergency exist crash bars (in addition to $150k in designated maintenance) - $50,000 for fire system repairs - $50,000 for Library Master Facilities Plan next steps to hire a consultant for public engagement about what the community wants for a future at the Anderson-Foothill branch, Day-Riverside branch, and the temporary express location in the ballpark neighborhood - $28,000 for creative lab door replacements - $15,000 for upgrading some toilets to full-size in the children's restroom - $1.5 million for crescent wall repairs and improvements to address water drainage and rust issues POLICY QUESTIONS 1.Proposed $5.3 Million Property Tax Increase – Does the Council support the proposed property tax increase or want to explore alternative amounts? The Council may wish to consider the overall proposed cost increases for residents and businesses including the Library’s proposed property tax increase, the Metropolitan Water District of Sandy & Salt Lake City’s property tax increase, property tax stabilization for the General Fund, fee increases for Public Utilities, Waste & Recycling, and consumer price index increases to General Fund fees. 2.Balancing Capital Improvement Needs and Bond Funding – The Council may wish to discuss with the Administration how to balance capital improvement needs between the different libraries. The FY2024 budget included $400,000 for public engagement and concept development of potential capital improvements to the Anderson-Foothill branch and Main Library. Day-Riverside branch is planned to go through a similar process in FY2025. The Master Facilities Plan (Attachment 2) estimates $36 million for major renovations and maintenance at the Main Library over six years, $19.8 million for Anderson- Foothill and $18.9 million for Day-Riverside if those locations were to be rebuilt. Projects at this expense level would likely require bond funding. The Council may also wish to discuss the City’s other competing needs for bond funding in the coming years and when existing bonds are scheduled to be paid off. 3.Status of Temporary Express Library in the Ballpark Neighborhood – The Council may wish to ask the Administration for a status update on establishing a temporary express library in the Ballpark neighborhood. The FY2023 annual budget included $435,000 of full year ongoing operating expenses for 4.8 new employees (came from the property tax increase) and $262,000 of one-time capital expenses (from the Library’s Fund Balance) which were not used in FY2023 and re-appropriated for FY2024. Some of the employees have worked at other branches while the temporary location is being developed. Page | 4 4.Increased Criminal Activity and Behavioral Challenges – The Council may wish to ask the Administration whether resources proposed in the FY2025 budget would fully meet the need to address the increasing number of incidents involving criminal activity and behaviors not appropriate for a Library. Examples from the FY2025 budget include one new safety associate FTE for mobile patrol, a new social worker FTE, and several infrastructure improvements such as elevator access and intrusion detection systems. See additional info section for data on increasing incidents covering 2021 through 2023. 5.Legal Changes to Address Escalating Costs of E-books and Audiobooks – The Council may wish to ask the Library about national and state efforts to address the escalating cost of e-books and audiobooks. Demand for these electronic materials significantly increased during and after the COVID pandemic. Over the same time, media reports indicate some publishers have charged public libraries a higher price than what is available to individual consumers in the market for the same electronic content. ADDITIONIAL & BACKGROUND INFORMATION Budget and Staffing History FY2016 – FY2025 Council staff prepared the below chart and corresponding data table to provide a summary of the Council approved budgets, total staffing, and annual changes from Fiscal Year 2016-2025. The Library currently has a total of 241.25 FTEs which would increase by 8.425 under the proposed budget to 249.675 FTEs. The chart shows that the Library’s budget increased annually over nine years. The largest increases were in 2016-2018 related to ongoing costs for the new Glendale and Marmalade libraries. In particular, the FY2018 budget request and property tax increase was to cover ongoing operating costs at the two new branches and the associated bond payments. The increase also included $900,000 ongoing facilities maintenance and $600,000 ongoing for technology. Fund Balance was used one year and then a property tax increase was approved to provide ongoing funding. The chart also shows a significant budget increase in FY2023 which included a property tax increase for adding 18.3 new FTEs, salary increases based on a compensation study, and establishing a new temporary express library presence in the Ballpark neighborhood. The FY2024 budget also had a significant increase mostly caused by several large capital improvement projects, especially the Main Library roof renovation project. Over the same time, staffing levels increased annually except for a small reduction during the COVID-19 pandemic in 2022. Note: FY2025 is proposed budget figures. The corresponding data table is below. 0 50 100 150 200 250 300 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Salt Lake City Public Library Budget & Staffing Fiscal Years 2016-2025 $ Amount # of FTEs Page | 5 Increasing Criminal and Misbehavior Incidents in the Library System The library provided the below chart and points comparing annual incidents across the library system from 2021 through 2023. The blue columns are violent incidents, red columns are safety incidents, and green columns are medical calls. Note that the red safety incidents include the other two categories. All three categories show year- over-year increases from 2021 through 2023. The library provided the below points summarizing safety incident trends in recent years: - Violent incidents have increased almost 3x since last year. This includes credible threats of violence - verbal and physical, as well as physical altercations. - Medical incidents have increased, that is due to the fact that we have made substantial investments in our safety personnel becoming EMT certified. These can mostly be addressed immediately and prevent the need to call an ambulance or another City Service. - Overall, incidents have increased, and unfortunately this doesn’t appear to be an isolated trend. Initially, we had hoped the spike at the beginning of 2023 was due to a particularly long and harsh winter, but as the year has progressed, the number of incidents has remained high. $ Amount Year Over Year % Change # of FTEs Year Over Year % Change 2016 16,434,464$ -191.5 - 2017 18,280,338$ 11.2%194.775 1.7% 2018 21,864,096$ 19.6%206.55 6.0% 2019 22,286,208$ 1.9%210.425 1.9% 2020 22,371,866$ 0.4%215.7 2.5% 2021 24,224,962$ 8.3%223.85 3.8% 2022 24,548,760$ 1.3%223.15 -0.3% 2023 28,598,885$ 16.5%241.45 8.2% 2024 33,012,370$ 15.4%241.25 -0.1% 2025 36,446,370$ 10.4%249.675 3.5% Fiscal Year Budget Total Staffing Page | 6 ATTACHMENTS 1. Proposed FY2025 Library Budget 2. Library Master Facilities Plan 2022-2032 ACRONYMS COLA – Cost of Living Adjustment or Cost of Labor Adjustment FTE – Full Time Employee FY – Fiscal Year HRIS – Human Resources Information System IMS – Information Management Services Department Proposed BudgetProposed Budget FY2024-2025 Presented byPresented by Library Executive Director, Noah BaskettLibrary Executive Director, Noah Baskett Libary Finance Director, Tyler BahrLibary Finance Director, Tyler Bahr City Council Direction: Contingent-funding Items Long-term Financial Strategy Multi-year Budget Strategy Proposed property tax increase: $5.3M Includes for immediate needs & to ensure viable funding strategy in the next five years. $2.2M $3.1M Key Highlights Impact to taxpayers Commercial: $123.37/yr ($10.28/mo) *Based on $1M valuation Residential: $38.76/yr ($3.23/mo) *Based on $572K valuation ($33.15/yr based on median value of $489K) Fund balance projection: $5.3M increase in FY2025 Long-term Financial Strategy Fund balance projection: No increase in FY2025 Did You Know? The Library has seen approximately patron visits in the past 12 months, which is a increase over the prior year. A typical day sees more than visits across the Library system. Over the past twelve months, patron visit increases have been largest at 1,105,000 6.3% 3,100 Day-Riverside (12.1%), and the Main Library (10.5%). Marmalade (18.7%), Avoid reduction of Library service hours Create a greater sense of safety Improve efficiency (i.e. transition to Workday) Increase availability of materials – especially high demand eBooks & audiobooks Identify alternative funding sources to reduce future tax burden Major Requests: Value Proposition Total Staff Compensation Optimal Staffing Numbers Investment in Collection Major Requests: Operations Total Staff Compensation Optimal Staffing Numbers Investment in Collection Major Requests: Operations $750K investment Significant increase in e-materials to reduce wait times & meet the demand for high interest titles $882K investment 10 backfilled/new positions 15 reclassifications, optimizing capacity in existing positions 5.5% wage increase for staff ($873K) Estimated 10% increase in medical premiums ($200K) Independent, third-party compensation study ($75K) Continue tuition assistance Developing paid parental leave policy Safety & Security Infrastructure Finish & Maintain Existing Projects & Infrastructure Major Requests: Capital Library Facility Plan (LFP) Safety & Security Infrastructure Library Facility Plan (LFP) New Development Director position Included $50K in contingency request, in consideration of other priorities Seeking Mayor’s feedback & alignment with City’s capital plans Major Requests: Capital Finish & Maintain Existing Projects & Infrastructure Smoke evacuation system ($225K) Crash bar & power box cover replacements in public areas ($150K ) Open position reclassifications to better align needs & complete work Various other projects Safety specific IT hardware & equipment ($280K) Intrusion detection system replacement ($30K) Emergency exit door alarm upgrade ($15K) Elevator access system ($42K) Additional Mobile Patrol & Social Services positions City Council Direction: Contingent-funding Items *Order of priority may shift depending on funding availability Another Significant Item to Note Other Considerations Increase in legal expenses anticipating additional work for unionization consideration ($200K ) Ballpark exterior ($130K) Marmalade exterior tiles ($80K) Emergency exit crash bars ($75K , in addition to $150K in designated maint.) Fire system repairs ($50K) Library Facilities Plan ($50K) Creative Lab door replacement ($28K ) Full-sized toilets in Children’s restroom ($15K) Crescent wall ($1.5M) Proposed property tax increase: $5.3M Includes for immediate needs & to ensure viable funding strategy in the next five years. $2.2M $3.1M Key Highlights Impact to taxpayers Commercial: $123.37/yr ($10.28/mo) *Based on $1M valuation Residential: $38.76/yr ($3.23/mo) *Based on $572K valuation ($33.15/yr based on median value of $489K) Thank you! ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer rachel otto (May 6, 2024 10:11 MDT)Date Received: 05/06/2024 Rachel Otto, Chief of Staff Date sent to Council: 05/06/2024 TO:Salt Lake City Council DATE: May 6, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer Noah Baskett, Executive Director SUBJECT:Fiscal Year 2024-25 Salt Lake City Library Budget (Re-Transmittal) SPONSOR:NA STAFF CONTACT: Greg Cleary, City Budget Director (801) 535-6394 or Tyler Bahr, Assistant Director of Finance (801)-322-8162 DOCUMENT TYPE: Annual Budget Ordinance RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the City Council adopt the FY 2024-25 Salt Lake City Library annual budget. April Patterson April Patterson (May 6, 2024 09:55 MDT) 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 BACKGROUND/DISCUSSION: This document is being re-transmitted due to a corrected value for the tax revenue subtotal and overall revenue total presented in the initial budget document. This budget focuses on strengthening the role that the Library plays in our city as a whole, and the unique and distinct neighborhoods served by the eight locations. The Library’s priorities are: • Making progress toward optimal staffing levels across the system – ensuring that we are fully equipped to serve all patrons with excellence. • Staff compensation and training – fairly compensating and supporting our staff who serve our residents with deep commitment and care. • Increasing the investment in our collection – extending access to books and other materials for our growing number of residents. The Library’s capital priorities are: • Improving our safety and security infrastructure – ensuring all patrons feel safe at the Library. • Completing ongoing maintenance projects – maintaining our facilities for effective operations. • Our Library Facilities Plan – building the groundwork for future growth and facilities to better serve city residents. Please see the attached FY25 Proposed Budget Book for additional details. PUBLIC PROCESS: Public Hearing SALT LAKE CITY ORDINANCE No. of 2024 (Adopting the budget for the Library Fund of Salt Lake City, Utah for fiscal year 2024-2025) An ordinance adopting the budget for the library fund of Salt Lake City, Utah for fiscal year 2024-2025. PREAMBLE Pursuant to the provisions of Section 10-6-111 of the Utah Code, the City Budget Officer prepared and filed with the City Council a tentative budget in proper form for all funds for which budgets are required by said law, including the tentative budget for the Library Fund, for fiscal year 2024-2025. The tentative budget was accompanied by a budget message as required by law. The tentative budget, including the tentative budget for the Library Fund, was adopted by the City Council in Resolution No. of 2024, on . Section 10-6-118 of the Utah Code requires that before the 30th day of June of each fiscal year, or before September 1, in case of a property tax increase under Sections 59-2-919 through 59-2-923 of the Utah Code, the governing body shall, by resolution or ordinance, adopt a budget for the ensuing fiscal year for each fund for which a budget is required. The City budget officer has now prepared a budget for the Library Fund, in proper form. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City: SECTION 1. PURPOSE. The purpose of this ordinance is to adopt the budget for the Library Fund, for fiscal year 2024-2025. All conditions precedent to the adoption of the budget for the Library Fund have been accomplished. SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of this Ordinance, shall be, and the same hereby is adopted as the budget for the Library Fund of the City for the fiscal year beginning July 1, 2024 and ending June 30, 2025, in accordance with the requirements of Sections 10-6-105, 10-6-118 and 59-2-923 of the Utah Code. The budget for the Library Fund is subject to the approval of the Mayor and reconsideration of the City Council pursuant to Section 10-3b-204 of the Utah Code. SECTION 3. FILING OF BUDGET. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget with the State Auditor as required by Section 10- 6-118 of the Utah Code. SECTION 4. PUBLIC INSPECTION. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget in the office of said Budget Officer and in the Office of the City Recorder, which budget shall be available for public inspection during regular business hours as required by Section 10-6-119 of the Utah Code. SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1, 2024. Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on . Mayor’s Action: Approved. Vetoed. MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . Salt Lake City Attorney’s Office Approved As To Form By: Kimberly Chytraus Date: April 23, 2024 The City Library Proposed Budget Fiscal Year 2025 2 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Contents Contents and Budget Overview..............................................2 Letter from the Executive Director ...........................................3 Staffing Profiles ...............................................................6-7 General Fund Revenues...................................................8-9 General Fund Expenditures ...........................................10-12 Debt Service Fund.............................................................13 Capital Project Fund...........................................................14 Branch Locations............................................................15 Another happy patron at the Anderson-Foothill Branch. Budget Overview •General Fund Proposed Budget - $36,446,370 •Increase of $3.2M or 9.6% •Higher due to Capital Projects •Debt Service Fund Proposed Budget - $986,000 •Capital Project Fund Proposed Budget - $4,194,000 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 3 Noah Baskett Executive Director Adam Weinacker Library Board President A letter from the Executive Director & Board President April 2024 Mayor Mendenhall, City Council Members, and Residents of Salt Lake City, It is with pride and gratitude that I present this proposed budget for the Salt Lake City Public Library for fiscal year 2025. Having stepped into the role of Executive Director in January 2024, I am humbled by the opportunity to further this 125-year-old institution’s mission alongside a committed team of staff, and the broad trust of our city’s residents. This budget focuses on strengthening the role that the Library plays in our city as a whole, and the unique and distinct neighborhoods served by our eight locations. Our operational priorities are: •Making progress toward optimal staffing levels across the system – ensuring that we are fully equipped to serve all patrons with excellence. •Staff compensation and training – fairly compensating and supporting our staff who serve our residents with deep commitment and care. •Increasing the investment in our collection – extending access to books and other materials for our growing number of residents. Our capital priorities are: •Improving our safety and security infrastructure – ensuring all patrons feel safe at the Library. •Completing ongoing maintenance projects – maintaining our facilities for effective operations. •Our Library Facilities Plan – building the groundwork for future growth and facilities to better serve city residents. We created these priorities in alignment with the City’s Four Pillars, and feel as if we are marching in step toward a brighter future for all of Salt Lake City. This budget will allow us to deepen our connections to the communities we already serve and expand our reach – stepping into the places where there are unmet needs. We’re already deeply embedded in SLC neighborhoods, but as the city grows, we must continue to invest in the Library system so we can be active in contributing to a flourishing Salt Lake City. I’m confident that this budget propels us toward the City’s collective goals. We thank you for your close partnership and continued support! 4 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Seed Libraries are now available at every branch! T-shirt magic is made in the Main Library's Creative Lab. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 5 The City Library's beekeeper examines a honeycomb. Birdwatching with a City Library Binocular Kit. Reading with a child. 6 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Staffing Profile The FY25 Budget adds 8.425 FTE in new positions. Proposed Staffing Additions: •Four Assistant Managers •Three part-time Library Assistants •One Safety Associate •One Social Worker •One Development & Donor Coordinator SLCPL’s social worker Nicole Campolucci. The annual Firefighter Storytime program. Staff Position FY24 FY25 FY25 − FY24 Difference Accountant 1 0 -1 Accountant/Payroll Coordinator 0 1 1 Accounting Specialist 1.45 1.45 — Administrative Assistant 0.475 1 0.525 Administrative Manager 1 3 2 Assistant Director 7 6 -1 Assistant Manager 4 10 6 Associate Librarian 20.8 21.35 0.55 Audio Visual Specialist 1 1 — Cataloger 1 1 — Circulation Supervisor 2 2 — Community Garden Associate 0.45 0.45 — Copy Editor & Public Relations 1 1 — Creative Director 1 1 — Custodial Manager 1 0 -1 Custodial Supervisor 2 2 — Custodian 15.7 13.7 -2 Data Analyst 1 1 — Delivery Driver 1 1 — Deputy Director 1 1 — Development & Donor Director 0 1 1 Equity Coordinator 1 1 — Event Associate 1.45 1.45 — Executive Administrative Assistant 1 1 — Executive Director 1 1 — Facility Manager 0 1 1 Graphic Designer 1 1 — Help Desk Tech 1 1 — Human Resource Associate 3.475 2.475 -1 Human Resource Project Manager 0 1 1 IT Tech 1 0 -1 Junior Designer 1 0 -1 Junior Project/Account Manager 0.475 0 -0.475 Librarian 42 41 -1 Library Aide 19.775 19.325 -0.45 Library Assistant 42.725 42.625 -0.1 Licensed Clinical Social Worker 1 0 -1 Literacy Initiatives Project Manager 0 1 1 Literary Project Specialist 1 0 -1 Logistics Coordinator 1 1 — Maintenance Manager 1 0 -1 Maintenance Technician 5 6 1 Maintenance Supervisor 1 1 — Manager 14 15 1 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 7 Staffing Profile Continued Summertime Gardening Fundamentals workshop. EOD Manager Rita Christensen served on the ALA’s Caldecott Awards committee. The Plot Community Garden at the Main Library. Staff Position FY24 FY25 FY25 − FY24 Difference Marketing & Comm Assistant 0 0.475 0.475 Marketing & Comm Project Manager 1 1 — Network & Systems Engineer 1 1 — Network Administrator I 0 1 1 Organizational Development Coordinator 1 1 — Passport Agent 0.9 1.8 0.9 Passport Supervisor 1 1 — Procurement & Contracts Manager 1 1 — Project Manager/Assistant Facilities Manager 0 1 1 Safety Associate 8.9 10.9 2 Safety Manager 1 0 -1 Safety Supervisor 2 2 — Senior Graphic Designer 0 1 1 Senior Network Support Technician 1 1 — Senior Software Support Engineer 1 1 — Service Coordinator 3 3 — Social Media Manager & Photographer 1 1 — Social Services Coordinator 0 1 1 Social Worker 0 1 1 Staff Development Coordinator 1 1 — Substitute Supervisor 1 0 -1 Tech Services Specialists 2 2 — Technology Assistant 2.25 2.25 — Technology Associate 2.425 1.425 -1 Technology Librarian 1 1 — Technology Maintenance Tech 0 1 1 Technology Coordinator 1 0 -1 Trainer 1 1 — Web Developer 1 1 — Total 241.25 249.675 8.425 8 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Revenue Tax Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Current Year Property Taxes 22,209,135 22,971,395 27,931,859 4,960,464 21.6% Personal Property Taxes 2,465,830 1,944,825 2,284,361 339,536 17.5% Property Taxes – Pass Through 987,705 800,000 1,280,000 480,000 60.0% Delinquent Property Taxes 522,290 450,000 450,000 0 0.0% Motor Vehicle Taxes 834,225 800,000 800,000 0 0.0% Judgment Levy 141,026 293,205 100,000 (193,205)(65.9%) Property Taxes (Contingency)0 0 1,878,000 1,878,000 100.0% Subtotal 27,160,211 27,259,425 34,724,220 7,464,795 27.4% Intergovernmental Revenues Grants - Federal 0 0 400,000 400,000 100.0% Reimbursements - E Rate 21,424 23,700 20,000 (3,700)(15.6%) Grants - State 49,921 47,000 44,000 (3,000)(6.4%) RDA Rebate 849,099 900,000 850,000 (50,000)(5.6%) Subtotal 920,444 970,700 1,314,000 343,300 35.4% Charges for Services Printer Revenues 24,070 25,000 20,000 (5,000)(20.0%) Passport Services 215,571 181,500 145,000 (36,500)(20.1%) Non-Resident Fees 17,179 16,000 16,000 0 0.0% Subtotal 256,820 222,500 181,000 (41,500)(18.7%) Tax Year 2019 Tax Year 2020 Tax Year 2021 Tax Year 2022 Tax Year 2023 Tax Year 2024 est. Certified Tax Rate .000741 .000680 .000649 .000615 .000580 .000710 Residential Property $40.76 $37.40 $35.70 $33.83 $31.90 $39.06 Commercial Property $741.00 $680.00 $649.00 $615.00 $580.00 $710.00 This chart reflects the estimated property tax amount for each $100,000 of residential property value and each $1,000,000 of commercial property value. Tax Year 2024 amounts are based on FY25 budgeted real and personal property tax revenue less estimaged new growth and a five percent increase in 2023 property values. Tax Revenues The Library’s primary source of funding is property taxes. Current Year Property Tax revenue has been budgeted at the amount generated by the 2023 certified tax rate plus an estimated amount for new growth of $300,000 and a proposed increase of $5.3 million. The Library’s current property tax rate is 0.000580, which is 58.0 percent of the ceiling established by the Utah State statute. If the proposed tax rate increase is adopted, the 2024 estimated tax rate would be 0.000710. The Library is also required to budget for property tax revenues collected by Salt Lake County that are paid directly to other government entities without coming directly to the Library. An offsetting transfer from the Library equal to this revenue is reflected in the Transfers from the Library. The amount of this transfer for FY25 is estimated at $1,280,000. General Fund Revenue Overview Revenue categories have been budgeted based on historical trends, current year projections, and economic considerations. The color-coded explanations compare the FY24 and FY25 budgets. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 9 Intergovernmental Revenues Showing love for the Great Salt Lake with a writing and crafting program. Miscellaneous Revenues The FY25 budget for Intergovernmental Revenues is higher because of an anticipated federal grant. Charges for Services Revenues from Charges for Services is anticipated to decrease slightly, leveling off following post-pandemic increases as the Library reopened and demand for services such as passports was temporarily high. Charges for Lost/Damaged Items Revenue from Charges for Lost/Damaged Items is anticipated to remain at consistent levels with FY24. Miscellaneous revenue is budgeted to decrease as interest earnings are projected to decline if interest rates settle and some of the Library’s fund balances being used to fund capital projects. Contributions & Transfers The FY25 budget does not propose using any of the General Fund balance, as projects in recent years have drawn down some of these funds for one-time expenditures and capital projects. Transfers from the General Fund include $3,894,000 for capital projects and $986,000 to make payments on bonds for the Marmalade and Glendale branches. Charges for Lost/Damaged Items FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Charges for Lost/Damaged Items 19,680 20,000 20,000 0 0.0% Subtotal 19,680 20,000 20,000 0 0.0% Miscellaneous Revenues Interest Earnings 644,411 445,000 150,000 (295,000)(66.3%) Rents - Facilities 9,309 9,500 9,500 0 0.0% Rents - Commercial Space 9,910 33,105 30,000 (3,105)(9.4%) Sundry Revenues 14,369 26,000 15,150 (10,850)(41.7%) Subtotal 677,999 513,605 204,650 (308,955)(60.2%) Contributions & Transfers Donations 9,294 2,500 2,500 0 0.0% Subtotal 9,294 2,500 2,500 0 0.0% Fund Balances Appropriated Fund Balance - Appropriated 0 4,023,640 0 (4,023,640)(100.0%) Subtotal 0 4,023,640 0 (4,023,640)(100.0%) Total Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 29,044,448 33,012,370 36,446,370 3,434,000 10.4% 10 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Expenditures Personnel Overview Personnel expenditures account for approximately 70 percent of the Library’s overall operating budget (General fund less Transfers to the Capital and Debt Service funds and Payments to Other Governments), which is consistent with recent fiscal years. The FY25 budget proposes a 5.5 percent salary increase for all Library staff which consists of a 4.0 percent cost of living adjustment and a 1.5 percent longevity adjustment. The City Library will continue to offer a high deductible health plan and a contribution to each employee’s health savings account. The FY25 budget reflects a projected 10 percent increase in premiums. The Library covers 100 percent of employee coverage and 90 percent of employee plus dependent premiums. The Library’s contributions to health savings accounts are as follows: $1,000 for single coverage and $2,000 for employee plus dependent coverage. For details on the Library’s staffing, refer to the Staffing Profile on pages 6- 7. Personnel FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Salaries & Wages - Regular 11,788,485 12,858,000 14,177,986 1,319,986 10.3% Overtime - Regular 26,264 0 15,000 15,000 100.0% Salaries & Wages - Flex 178,385 146,000 155,345 9,345 6.4% Social Security - Regular 880,148 984,900 1,084,616 99,716 10.1% Social Security - Flex 13,615 11,170 11,390 220 2.0% Employee Insurance 1,663,774 2,316,500 2,746,835 430,335 18.6% Retiree Insurance 20,400 20,400 60,020 39,620 194.2% State Retirement 1,653,728 1,777,300 2,125,631 348,331 19.6% Workers Compensation 23,789 38,600 43,073 4,473 11.6% Unemployment Insurance 2,784 3,000 3,000 0 0.0% Other Employee Benefits 83,403 119,065 97,565 (21,500)(18.1%) Employee Appreciation 9,550 13,000 13,400 400 3.1% Subtotal 16,344,325 18,287,935 20,533,861 2,245,926 12.3% Materials & Supplies Subscriptions & Memberships 32,031 45,705 46,063 358 0.8% Publicity 229,540 203,570 249,700 46,130 22.7% Travel & Training 179,258 213,485 221,384 7,899 3.7% Office Supplies & Expense 13,346 14,000 14,000 0 0.0% Postage 29,221 30,500 31,850 1,350 4.4% Special Department Supplies 301,910 402,930 435,476 32,546 8.1% Printer Copier Paper 8,769 8,000 9,000 1,000 12.5% Printer Copier Toner 54,120 57,000 65,000 8,000 14.0% Subtotal 848,195 975,190 1,072,473 97,283 10.0% General Fund Expenditures Overview The color-coded explanations compare the FY24 and FY25 expenditures. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 11 Buildings, Grounds, & Equpipment FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Fuel 10,511 12,000 12,000 0 0.0% Maintenance - Equipment & Furniture 235,281 312,390 360,752 48,362 15.5% Maintenance - Vehicles 8,384 10,500 10,500 0 0.0% Maintenance - Buildings & Grounds 669,670 748,440 729,650 (18,790)(2.5%) Utilities - Boiler Operations 99,643 115,000 115,000 0 0.0% Utilities - Electricity 424,572 439,000 439,000 0 0.0% Utilities - Natural Gas 273,640 199,500 0 0.0% Utilities - City Services 93,827 94,500 0 0.0% Utilities - Garbage 37,829 39,600 0 0.0% Utilities - Telecommunications 94,176 76,855 199,500 94,500 39,600 109,963 33,108 43.1% Subtotal 1,947,533 2,047,785 2,110,465 62,680 3.1% Services Professional & Technical Services 137,352 123,700 451,436 327,736 264.9% Security Contracts 54,066 45,250 53,400 8,150 18.0% Technology Contracts 494,799 592,765 850,202 257,437 43.4% City Administrative Charges 0 30,500 30,500 0 0.0% Cataloging Charges 102,069 102,000 117,000 15,000 14.7% Staff Training & Development 42,200 64,040 98,186 34,146 53.3% Programming 265,557 304,895 307,345 2,450 0.8% Board Development 12,549 7,000 10,000 3,000 42.9% Interlibrary Loans 633 500 650 150 30.0% Subtotal 1,109,225 1,270,650 1,918,719 648,069 51.0% Other Charges Insurance 372,901 439,100 559,572 120,472 27.4% Rents 0 0 0 0 0.0% Sundry Expense 70,600 25,400 31,230 5,830 23.0% Executive Discretion 4,043 20,000 20,000 0 0.0% Staff Innovation 0 0 0 0 0.0% Subtotal 447,544 484,500 610,802 126,302 26.1% Materials & Supplies Overview Funding for publicity, travel and training, and printing supplies are proposed to increase by approximately 10 percent to increase visibility and awareness of library services, provide staff with opportunities for professional development, and adequately meet patron demand for programming and services. Buildings, Grounds, & Equipment Overview This budget category is proposed to increase slightly by three percent to address equipment and furniture maintenance needs. Services Overview Services are budgeted to increase due to the expansion and cost of technology hardware and software service contracts. Other Charges Overview An increase in property and liability insurance is being proposed in this category. 12 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Expenditures Continued Collections & Capital Outlays FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Land 1,279,479 0 0 0 0.0% Buildings 2,710 0 0 0 0.0% Improvements 0 660 0 (660)(100.0%) Equipment 11,737 6,450 0 (6,450)(100.0%) Furnishings 6,645 0 0 0 0.0% Technology 2,499 0 9,600 9,600 100.0% Print Materials 653,608 745,000 885,000 140,000 18.8% Audio Materials 45,176 50,000 95,000 45,000 90.0% Visual Materials 184,455 285,000 325,000 40,000 14.0% Databases 214,589 210,000 250,000 40,000 19.0% E-Books & Audio 814,782 875,000 1,300,000 425,000 48.6% Newspapers & Magazines 89,344 100,000 100,000 0 0.0% Subtotal 3,305,024 2,272,110 2,964,600 692,490 30.5% Transfers, Grants, & Donations Transfer to Capital Project Fund 2,271,500 5,841,700 3,894,000 (1,947,700)(33.3%) Transfer to Debt Service Fund 936,925 985,500 986,000 500 0.1% Payments to Other Governments 987,705 800,000 1,280,000 480,000 60.0% Grants - Federal 0 0 0 0 0.0% Grants - State 50,421 47,000 47,000 0 0.0% Donations 6,202 0 0 0 0.0% Subtotal 4,252,753 7,674,200 6,207,000 (1,467,200)(19.1%) Collections & Other Capital Outlays Overview The collections budget is proposed to increase by $750,000 compared to the prior fiscal year. In addition to other collection items, this allocation will improve the Library’s ability to provide access to popular electronic materials and reduce wait times. Transfers, Grants, & Donations Overview The transfer to the Capital Projects fund consists of the annual transfer of $1,500,000 for designated facilities and technology as well as $2,394,000 for other capital projects. Total Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 28,254,599 33,012,370 35,417,920 2,405,550 7.3% Revenues Over (Under) Expenditures 789,849 0 1,028,450 -- Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 13 Debt Service Fund Budget Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Interest 4,345 0 0 0 0.0% Transfers 936,925 985,500 986,000 500 0.1% Fund Balance - Appropriated 0 1,950 0 (1,950)(100.0%) Subtotal 941,270 987,450 986,000 (1,450)(0.1%) Expenditures Interest Payments 218,708 181,850 176,500 (5,350)(2.9%) Principal Payments 765,000 801,600 805,000 3,400 0.4% Administrative Fees 3,475 4,000 4,500 500 12.5% Fund Balance - Unappropriated 0 0 0 0 0.0% Subtotal 987,183 987,450 986,000 (1,450)(0.1%) Revenues Over (Under) Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal (45,913)0 0 0 - Debt Service Overview Funds necessary to meet the lease payments on the Glendale and Marmalade branches are derived from a portion of the Library’s certified tax rate designated for such. The designated revenues are deposited in the General fund. The amount needed to meet the lease payment is then transferred to the Debt Service fund. The Library is funding the lease payment one year ahead of schedule — the FY25 transfer will cover the payment for FY26. Granite School District’s youth Powwow group Li’l Feathers perform at Main during Native American Heritage Month. 14 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Capital Project Fund Budget Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Interest 277,698 0 0 0 0.0% Sundry Revenues 2,104 0 0 0 0.0% Transfer From General Fund 2,271,500 5,841,700 3,894,000 (1,947,700)(33.3%) Fund Balance - Appropriated 0 5,278,155 300,000 (4,978,155)(94.3%) Subtotal 2,551,302 11,119,855 4,194,000 (6,925,855)(62.3%) Expenditures Cap Outlay - Buildings 913,474 9,200,335 899,000 (8,301,335)(90.2%) Cap Outlay - Improvements 99,544 78,445 470,000 391,555 499.1% Cap Outlay - Equipment 154,620 17,935 0 (17,935)(100.0%) Cap Outlay - Furnishings 18,977 298,910 19,000 (279,910)(93.6%) Cap Outlay - Technology 541,609 1,524,230 900,000 (624,230)(41.0%) Cap Outlay - Foothill Branch Restricted 0 0 0 0 0.0% Cap Outlay (Contingency Projects)5,500 0 1,878,000 1,878,000 100.0% Fund Balance - Unappropriated 0 0 28,000 28,000 0.0% Subtotal 1,733,724 11,119,855 4,194,000 (6,925,855)(62.3%) Revenues Over (Under) Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 817,578 0 0 0 - Revenues Overview Funding for capital projects accounted for in the Capital Projects fund comes from three sources: a transfer from the General fund, interest earnings on the cash balance in the fund, and the Capital Projects fund. The fund balance is a result of unspent money accumulated from prior years. The transfer from the General fund to the Capital Projects fund includes the annual $900,000 of designated facilities maintenance funds and $600,000 of designated technology-related funds. Expenditures Overview Budgeted capital projects are unique from year to year based on needs and requests. The list to the right features of some of the proposed capital projects for FY25: •Smoke evacuation system repairs •Safety IT system updates •Computers, servers, and network equipment •Crash bar replacements •Renovations and improvements to Ballpark location •IT network infrastructure upgrade and data rewiring for branches •Power box cover replacements •HVAC system •Exterior building tile replacement at Marmalade Branch •Tree removal and replacement •Fire system upgrades •Continuation of Library Facilities Plan •Crescent wall light replacement •Exterior paint and stain at Glendale Branch •Sorter upgrades •Repair of gutters and downspouts at Anderson-Foothill Branch •Parking lot refurbishment at Sweet Branch •New self-checkout machines •Intrusion detection system replacement •Door replacement in Creative Lab •Refurbish tenant unit for events •Emergency exit door alarm bar upgrade •Bathroom renovations •Conference room lighting improvement at Day-Riverside Branch •Stairwell and bathroom hallway lighting at Chapman Branch •Bookdrop safety upgrades •Grant-funded projects including tree, garden and shade structures •Elevator access card installation •Crescent wall roof renovations Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 15 1000 N Day-Riverside Branch 600 N 500 N Marmalade Branch Sweet Branch 9th Ave. 500 S Chapman Branch 400 S Main Library 500 S California Ave. Glendale Branch 1300 S Ballpark Branch Foothill Branch 2100 S Sprague Branch The City Library Locations Main Library 210 East 400 South 801-524-8200 Anderson-Foothill Branch 1135 South 2100 East 801-594-8611 Chapman Branch 577 South 900 West 801-594-8623 Day-Riverside Branch 1575 West 1000 North 801-594-8632 Glendale Branch 1375 South Concord 801-594-8660 Marmalade Branch 280 West 500 North 801-594-8680 Sprague Branch 2131 South 1100 East 801-594-8640 Corinne & Jack Sweet Branch 455 F Street 801-594-8651 F o o t h i l l D r . H i g 13 0 0 E 70 0 E F St. 20 0 E 30 0 w 90 0 w Co n c o r d St. ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer rachel otto (Apr 23, 2024 17:12 MDT)Date Received: 4/23/2024 Rachel Otto, Chief of Staff Date sent to Council: 4/23/2024 TO:Salt Lake City Council DATE: April 23, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer Noah Baskett, Executive Director SUBJECT:Fiscal Year 2024-25 Salt Lake City Library Budget SPONSOR:NA STAFF CONTACT: Greg Cleary, City Budget Director (801) 535-6394 or Tyler Bahr, Assistant Director of Finance (801)-322-8162 DOCUMENT TYPE: Annual Budget Ordinance RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the City Council adopt the FY 2024-25 Salt Lake City Library annual budget. 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 BACKGROUND/DISCUSSION: This budget focuses on strengthening the role that the Library plays in our city as a whole, and the unique and distinct neighborhoods served by the eight locations. The Library’s priorities are: • Making progress toward optimal staffing levels across the system – ensuring that we are fully equipped to serve all patrons with excellence. • Staff compensation and training – fairly compensating and supporting our staff who serve our residents with deep commitment and care. • Increasing the investment in our collection – extending access to books and other materials for our growing number of residents. The Library’s capital priorities are: • Improving our safety and security infrastructure – ensuring all patrons feel safe at the Library. • Completing ongoing maintenance projects – maintaining our facilities for effective operations. • Our Library Facilities Plan – building the groundwork for future growth and facilities to better serve city residents. Please see the attached FY25 Proposed Budget Book for additional details. PUBLIC PROCESS: Public Hearing SALT LAKE CITY ORDINANCE No. of 2024 (Adopting the budget for the Library Fund of Salt Lake City, Utah for fiscal year 2024-2025) An ordinance adopting the budget for the library fund of Salt Lake City, Utah for fiscal year 2024-2025. PREAMBLE Pursuant to the provisions of Section 10-6-111 of the Utah Code, the City Budget Officer prepared and filed with the City Council a tentative budget in proper form for all funds for which budgets are required by said law, including the tentative budget for the Library Fund, for fiscal year 2024-2025. The tentative budget was accompanied by a budget message as required by law. The tentative budget, including the tentative budget for the Library Fund, was adopted by the City Council in Resolution No. of 2024, on . Section 10-6-118 of the Utah Code requires that before the 30th day of June of each fiscal year, or before September 1, in case of a property tax increase under Sections 59-2-919 through 59-2-923 of the Utah Code, the governing body shall, by resolution or ordinance, adopt a budget for the ensuing fiscal year for each fund for which a budget is required. The City budget officer has now prepared a budget for the Library Fund, in proper form. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City: SECTION 1. PURPOSE. The purpose of this ordinance is to adopt the budget for the Library Fund, for fiscal year 2024-2025. All conditions precedent to the adoption of the budget for the Library Fund have been accomplished. SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of this Ordinance, shall be, and the same hereby is adopted as the budget for the Library Fund of the City for the fiscal year beginning July 1, 2024 and ending June 30, 2025, in accordance with the requirements of Sections 10-6-105, 10-6-118 and 59-2-923 of the Utah Code. The budget for the Library Fund is subject to the approval of the Mayor and reconsideration of the City Council pursuant to Section 10-3b-204 of the Utah Code. SECTION 3. FILING OF BUDGET. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget with the State Auditor as required by Section 10- 6-118 of the Utah Code. SECTION 4. PUBLIC INSPECTION. The City Budget Officer is hereby authorized and directed to certify and file copies of the budget in the office of said Budget Officer and in the Office of the City Recorder, which budget shall be available for public inspection during regular business hours as required by Section 10-6-119 of the Utah Code. SECTION 5. EFFECTIVE DATE. This Ordinance shall become effective on July 1, 2024. Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on . Mayor’s Action: Approved. Vetoed. MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . Salt Lake City Attorney’s Office Approved As To Form By: Kimberly Chytraus Date: April 23, 2024 The City Library Proposed Budget Fiscal Year 2025 2 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Contents Contents and Budget Overview..............................................2 Letter from the Executive Director ...........................................3 Staffing Profiles ...............................................................6-7 General Fund Revenues...................................................8-9 General Fund Expenditures ...........................................10-12 Debt Service Fund.............................................................13 Capital Project Fund...........................................................14 Branch Locations............................................................15 Another happy patron at the Anderson-Foothill Branch. Budget Overview •General Fund Proposed Budget - $36,446,370 •Increase of $3.2M or 9.6% •Higher due to Capital Projects •Debt Service Fund Proposed Budget - $986,000 •Capital Project Fund Proposed Budget - $4,194,000 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 3 Noah Baskett Executive Director Adam Weinacker Library Board President A letter from the Executive Director & Board President April 2024 Mayor Mendenhall, City Council Members, and Residents of Salt Lake City, It is with pride and gratitude that I present this proposed budget for the Salt Lake City Public Library for fiscal year 2025. Having stepped into the role of Executive Director in January 2024, I am humbled by the opportunity to further this 125-year-old institution’s mission alongside a committed team of staff, and the broad trust of our city’s residents. This budget focuses on strengthening the role that the Library plays in our city as a whole, and the unique and distinct neighborhoods served by our eight locations. Our operational priorities are: •Making progress toward optimal staffing levels across the system – ensuring that we are fully equipped to serve all patrons with excellence. •Staff compensation and training – fairly compensating and supporting our staff who serve our residents with deep commitment and care. •Increasing the investment in our collection – extending access to books and other materials for our growing number of residents. Our capital priorities are: •Improving our safety and security infrastructure – ensuring all patrons feel safe at the Library. •Completing ongoing maintenance projects – maintaining our facilities for effective operations. •Our Library Facilities Plan – building the groundwork for future growth and facilities to better serve city residents. We created these priorities in alignment with the City’s Four Pillars, and feel as if we are marching in step toward a brighter future for all of Salt Lake City. This budget will allow us to deepen our connections to the communities we already serve and expand our reach – stepping into the places where there are unmet needs. We’re already deeply embedded in SLC neighborhoods, but as the city grows, we must continue to invest in the Library system so we can be active in contributing to a flourishing Salt Lake City. I’m confident that this budget propels us toward the City’s collective goals. We thank you for your close partnership and continued support! 4 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Seed Libraries are now available at every branch! T-shirt magic is made in the Main Library's Creative Lab. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 5 The City Library's beekeeper examines a honeycomb. Birdwatching with a City Library Binocular Kit. Reading with a child. 6 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Staffing Profile The FY25 Budget adds 8.425 FTE in new positions. Proposed Staffing Additions: •Four Assistant Managers •Three part-time Library Assistants •One Safety Associate •One Social Worker •One Development & Donor Coordinator SLCPL’s social worker Nicole Campolucci. The annual Firefighter Storytime program. Staff Position FY24 FY25 FY25 − FY24 Difference Accountant 1 0 -1 Accountant/Payroll Coordinator 0 1 1 Accounting Specialist 1.45 1.45 — Administrative Assistant 0.475 1 0.525 Administrative Manager 1 3 2 Assistant Director 7 6 -1 Assistant Manager 4 10 6 Associate Librarian 20.8 21.35 0.55 Audio Visual Specialist 1 1 — Cataloger 1 1 — Circulation Supervisor 2 2 — Community Garden Associate 0.45 0.45 — Copy Editor & Public Relations 1 1 — Creative Director 1 1 — Custodial Manager 1 0 -1 Custodial Supervisor 2 2 — Custodian 15.7 13.7 -2 Data Analyst 1 1 — Delivery Driver 1 1 — Deputy Director 1 1 — Development & Donor Director 0 1 1 Equity Coordinator 1 1 — Event Associate 1.45 1.45 — Executive Administrative Assistant 1 1 — Executive Director 1 1 — Facility Manager 0 1 1 Graphic Designer 1 1 — Help Desk Tech 1 1 — Human Resource Associate 3.475 2.475 -1 Human Resource Project Manager 0 1 1 IT Tech 1 0 -1 Junior Designer 1 0 -1 Junior Project/Account Manager 0.475 0 -0.475 Librarian 42 41 -1 Library Aide 19.775 19.325 -0.45 Library Assistant 42.725 42.625 -0.1 Licensed Clinical Social Worker 1 0 -1 Literacy Initiatives Project Manager 0 1 1 Literary Project Specialist 1 0 -1 Logistics Coordinator 1 1 — Maintenance Manager 1 0 -1 Maintenance Technician 5 6 1 Maintenance Supervisor 1 1 — Manager 14 15 1 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 7 Staffing Profile Continued Summertime Gardening Fundamentals workshop. EOD Manager Rita Christensen served on the ALA’s Caldecott Awards committee. The Plot Community Garden at the Main Library. Staff Position FY24 FY25 FY25 − FY24 Difference Marketing & Comm Assistant 0 0.475 0.475 Marketing & Comm Project Manager 1 1 — Network & Systems Engineer 1 1 — Network Administrator I 0 1 1 Organizational Development Coordinator 1 1 — Passport Agent 0.9 1.8 0.9 Passport Supervisor 1 1 — Procurement & Contracts Manager 1 1 — Project Manager/Assistant Facilities Manager 0 1 1 Safety Associate 8.9 10.9 2 Safety Manager 1 0 -1 Safety Supervisor 2 2 — Senior Graphic Designer 0 1 1 Senior Network Support Technician 1 1 — Senior Software Support Engineer 1 1 — Service Coordinator 3 3 — Social Media Manager & Photographer 1 1 — Social Services Coordinator 0 1 1 Social Worker 0 1 1 Staff Development Coordinator 1 1 — Substitute Supervisor 1 0 -1 Tech Services Specialists 2 2 — Technology Assistant 2.25 2.25 — Technology Associate 2.425 1.425 -1 Technology Librarian 1 1 — Technology Maintenance Tech 0 1 1 Technology Coordinator 1 0 -1 Trainer 1 1 — Web Developer 1 1 — Total 241.25 249.675 8.425 8 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Revenue Tax Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Current Year Property Taxes 22,209,135 22,971,395 27,931,859 4,960,464 21.6% Personal Property Taxes 2,465,830 1,944,825 2,284,361 339,536 17.5% Property Taxes – Pass Through 987,705 800,000 1,280,000 480,000 60.0% Delinquent Property Taxes 522,290 450,000 450,000 0 0.0% Motor Vehicle Taxes 834,225 800,000 800,000 0 0.0% Judgment Levy 141,026 293,205 100,000 (193,205)(65.9%) Property Taxes (Contingency)0 0 1,878,000 1,878,000 100.0% Subtotal 27,160,211 27,259,425 34,724,220 5,586,795 20.5% Intergovernmental Revenues Grants - Federal 0 0 400,000 400,000 100.0% Reimbursements - E Rate 21,424 23,700 20,000 (3,700)(15.6%) Grants - State 49,921 47,000 44,000 (3,000)(6.4%) RDA Rebate 849,099 900,000 850,000 (50,000)(5.6%) Subtotal 920,444 970,700 1,314,000 343,300 35.4% Charges for Services Printer Revenues 24,070 25,000 20,000 (5,000)(20.0%) Passport Services 215,571 181,500 145,000 (36,500)(20.1%) Non-Resident Fees 17,179 16,000 16,000 0 0.0% Subtotal 256,820 222,500 181,000 (41,500)(18.7%) Tax Year 2019 Tax Year 2020 Tax Year 2021 Tax Year 2022 Tax Year 2023 Tax Year 2024 est. Certified Tax Rate .000741 .000680 .000649 .000615 .000580 .000710 Residential Property $40.76 $37.40 $35.70 $33.83 $31.90 $39.06 Commercial Property $741.00 $680.00 $649.00 $615.00 $580.00 $710.00 This chart reflects the estimated property tax amount for each $100,000 of residential property value and each $1,000,000 of commercial property value. Tax Year 2024 amounts are based on FY25 budgeted real and personal property tax revenue less estimaged new growth and a five percent increase in 2023 property values. Tax Revenues The Library’s primary source of funding is property taxes. Current Year Property Tax revenue has been budgeted at the amount generated by the 2023 certified tax rate plus an estimated amount for new growth of $300,000 and a proposed increase of $5.3 million. The Library’s current property tax rate is 0.000580, which is 58.0 percent of the ceiling established by the Utah State statute. If the proposed tax rate increase is adopted, the 2024 estimated tax rate would be 0.000710. The Library is also required to budget for property tax revenues collected by Salt Lake County that are paid directly to other government entities without coming directly to the Library. An offsetting transfer from the Library equal to this revenue is reflected in the Transfers from the Library. The amount of this transfer for FY25 is estimated at $1,280,000. General Fund Revenue Overview Revenue categories have been budgeted based on historical trends, current year projections, and economic considerations. The color-coded explanations compare the FY24 and FY25 budgets. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 9 Intergovernmental Revenues Showing love for the Great Salt Lake with a writing and crafting program. Miscellaneous Revenues The FY25 budget for Intergovernmental Revenues is higher because of an anticipated federal grant. Charges for Services Revenues from Charges for Services is anticipated to decrease slightly, leveling off following post-pandemic increases as the Library reopened and demand for services such as passports was temporarily high. Charges for Lost/Damaged Items Revenue from Charges for Lost/Damaged Items is anticipated to remain at consistent levels with FY24. Miscellaneous revenue is budgeted to decrease as interest earnings are projected to decline if interest rates settle and some of the Library’s fund balances being used to fund capital projects. Contributions & Transfers The FY25 budget does not propose using any of the General Fund balance, as projects in recent years have drawn down some of these funds for one-time expenditures and capital projects. Transfers from the General Fund include $3,894,000 for capital projects and $986,000 to make payments on bonds for the Marmalade and Glendale branches. Charges for Lost/Damaged Items FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Charges for Lost/Damaged Items 19,680 20,000 20,000 0 0.0% Subtotal 19,680 20,000 20,000 0 0.0% Miscellaneous Revenues Interest Earnings 644,411 445,000 150,000 (295,000)(66.3%) Rents - Facilities 9,309 9,500 9,500 0 0.0% Rents - Commercial Space 9,910 33,105 30,000 (3,105)(9.4%) Sundry Revenues 14,369 26,000 15,150 (10,850)(41.7%) Subtotal 677,999 513,605 204,650 (308,955)(60.2%) Contributions & Transfers Donations 9,294 2,500 2,500 0 0.0% Subtotal 9,294 2,500 2,500 0 0.0% Fund Balances Appropriated Fund Balance - Appropriated 0 4,023,640 0 (4,023,640)(100.0%) Subtotal 0 4,023,640 0 (4,023,640)(100.0%) Total Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 29,044,448 33,242,040 36,446,370 3,204,330 9.6% 10 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Expenditures Personnel Overview Personnel expenditures account for approximately 70 percent of the Library’s overall operating budget (General fund less Transfers to the Capital and Debt Service funds and Payments to Other Governments), which is consistent with recent fiscal years. The FY25 budget proposes a 5.5 percent salary increase for all Library staff which consists of a 4.0 percent cost of living adjustment and a 1.5 percent longevity adjustment. The City Library will continue to offer a high deductible health plan and a contribution to each employee’s health savings account. The FY25 budget reflects a projected 10 percent increase in premiums. The Library covers 100 percent of employee coverage and 90 percent of employee plus dependent premiums. The Library’s contributions to health savings accounts are as follows: $1,000 for single coverage and $2,000 for employee plus dependent coverage. For details on the Library’s staffing, refer to the Staffing Profile on pages 6- 7. Personnel FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Salaries & Wages - Regular 11,788,485 12,858,000 14,177,986 1,319,986 10.3% Overtime - Regular 26,264 0 15,000 15,000 100.0% Salaries & Wages - Flex 178,385 146,000 155,345 9,345 6.4% Social Security - Regular 880,148 984,900 1,084,616 99,716 10.1% Social Security - Flex 13,615 11,170 11,390 220 2.0% Employee Insurance 1,663,774 2,316,500 2,746,835 430,335 18.6% Retiree Insurance 20,400 20,400 60,020 39,620 194.2% State Retirement 1,653,728 1,777,300 2,125,631 348,331 19.6% Workers Compensation 23,789 38,600 43,073 4,473 11.6% Unemployment Insurance 2,784 3,000 3,000 0 0.0% Other Employee Benefits 83,403 119,065 97,565 (21,500)(18.1%) Employee Appreciation 9,550 13,000 13,400 400 3.1% Subtotal 16,344,325 18,287,935 20,533,861 2,245,926 12.3% Materials & Supplies Subscriptions & Memberships 32,031 45,705 46,063 358 0.8% Publicity 229,540 203,570 249,700 46,130 22.7% Travel & Training 179,258 213,485 221,384 7,899 3.7% Office Supplies & Expense 13,346 14,000 14,000 0 0.0% Postage 29,221 30,500 31,850 1,350 4.4% Special Department Supplies 301,910 402,930 435,476 32,546 8.1% Printer Copier Paper 8,769 8,000 9,000 1,000 12.5% Printer Copier Toner 54,120 57,000 65,000 8,000 14.0% Subtotal 848,195 975,190 1,072,473 97,283 10.0% General Fund Expenditures Overview The color-coded explanations compare the FY24 and FY25 expenditures. Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 11 Buildings, Grounds, & Equpipment FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Fuel 10,511 12,000 12,000 0 0.0% Maintenance - Equipment & Furniture 235,281 312,390 360,752 48,362 15.5% Maintenance - Vehicles 8,384 10,500 10,500 0 0.0% Maintenance - Buildings & Grounds 669,670 748,440 729,650 (18,790)(2.5%) Utilities - Boiler Operations 99,643 115,000 115,000 0 0.0% Utilities - Electricity 424,572 439,000 439,000 0 0.0% Utilities - Natural Gas 273,640 199,500 0 0.0% Utilities - City Services 93,827 94,500 0 0.0% Utilities - Garbage 37,829 39,600 0 0.0% Utilities - Telecommunications 94,176 76,855 199,500 94,500 39,600 109,963 33,108 43.1% Subtotal 1,947,533 2,047,785 2,110,465 62,680 3.1% Services Professional & Technical Services 137,352 123,700 451,436 327,736 264.9% Security Contracts 54,066 45,250 53,400 8,150 18.0% Technology Contracts 494,799 592,765 850,202 257,437 43.4% City Administrative Charges 0 30,500 30,500 0 0.0% Cataloging Charges 102,069 102,000 117,000 15,000 14.7% Staff Training & Development 42,200 64,040 98,186 34,146 53.3% Programming 265,557 304,895 307,345 2,450 0.8% Board Development 12,549 7,000 10,000 3,000 42.9% Interlibrary Loans 633 500 650 150 30.0% Subtotal 1,109,225 1,270,650 1,918,719 648,069 51.0% Other Charges Insurance 372,901 439,100 559,572 120,472 27.4% Rents 0 0 0 0 0.0% Sundry Expense 70,600 25,400 31,230 5,830 23.0% Executive Discretion 4,043 20,000 20,000 0 0.0% Staff Innovation 0 0 0 0 0.0% Subtotal 447,544 484,500 610,802 126,302 26.1% Materials & Supplies Overview Funding for publicity, travel and training, and printing supplies are proposed to increase by approximately 10 percent to increase visibility and awareness of library services, provide staff with opportunities for professional development, and adequately meet patron demand for programming and services. Buildings, Grounds, & Equipment Overview This budget category is proposed to increase slightly by three percent to address equipment and furniture maintenance needs. Services Overview Services are budgeted to increase due to the expansion and cost of technology hardware and software service contracts. Other Charges Overview An increase in property and liability insurance is being proposed in this category. 12 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 General Fund Expenditures Continued Collections & Capital Outlays FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Land 1,279,479 0 0 0 0.0% Buildings 2,710 0 0 0 0.0% Improvements 0 660 0 (660)(100.0%) Equipment 11,737 6,450 0 (6,450)(100.0%) Furnishings 6,645 0 0 0 0.0% Technology 2,499 0 9,600 9,600 100.0% Print Materials 653,608 745,000 885,000 140,000 18.8% Audio Materials 45,176 50,000 95,000 45,000 90.0% Visual Materials 184,455 285,000 325,000 40,000 14.0% Databases 214,589 210,000 250,000 40,000 19.0% E-Books & Audio 814,782 875,000 1,300,000 425,000 48.6% Newspapers & Magazines 89,344 100,000 100,000 0 0.0% Subtotal 3,305,024 2,272,110 2,964,600 692,490 30.5% Transfers, Grants, & Donations Transfer to Capital Project Fund 2,271,500 5,841,700 3,894,000 (1,947,700)(33.3%) Transfer to Debt Service Fund 936,925 985,500 986,000 500 0.1% Payments to Other Governments 987,705 800,000 1,280,000 480,000 60.0% Grants - Federal 0 0 0 0 0.0% Grants - State 50,421 47,000 47,000 0 0.0% Donations 6,202 0 0 0 0.0% Subtotal 4,252,753 7,674,200 6,207,000 (1,467,200)(19.1%) Collections & Other Capital Outlays Overview The collections budget is proposed to increase by $750,000 compared to the prior fiscal year. In addition to other collection items, this allocation will improve the Library’s ability to provide access to popular electronic materials and reduce wait times. Transfers, Grants, & Donations Overview The transfer to the Capital Projects fund consists of the annual transfer of $1,500,000 for designated facilities and technology as well as $2,394,000 for other capital projects. Total Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 28,254,599 33,012,370 35,417,920 2,405,550 7.3% Revenues Over (Under) Expenditures 789,849 0 1,028,450 -- Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 13 Debt Service Fund Budget Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Interest 4,345 0 0 0 0.0% Transfers 936,925 985,500 986,000 500 0.1% Fund Balance - Appropriated 0 1,950 0 (1,950)(100.0%) Subtotal 941,270 987,450 986,000 (1,450)(0.1%) Expenditures Interest Payments 218,708 181,850 176,500 (5,350)(2.9%) Principal Payments 765,000 801,600 805,000 3,400 0.4% Administrative Fees 3,475 4,000 4,500 500 12.5% Fund Balance - Unappropriated 0 0 0 0 0.0% Subtotal 987,183 987,450 986,000 (1,450)(0.1%) Revenues Over (Under) Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal (45,913)0 0 0 - Debt Service Overview Funds necessary to meet the lease payments on the Glendale and Marmalade branches are derived from a portion of the Library’s certified tax rate designated for such. The designated revenues are deposited in the General fund. The amount needed to meet the lease payment is then transferred to the Debt Service fund. The Library is funding the lease payment one year ahead of schedule — the FY25 transfer will cover the payment for FY26. Granite School District’s youth Powwow group Li’l Feathers perform at Main during Native American Heritage Month. 14 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 Capital Project Fund Budget Revenues FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Interest 277,698 0 0 0 0.0% Sundry Revenues 2,104 0 0 0 0.0% Transfer From General Fund 2,271,500 5,841,700 3,894,000 (1,947,700)(33.3%) Fund Balance - Appropriated 0 5,278,155 300,000 (4,978,155)(94.3%) Subtotal 2,551,302 11,119,855 4,194,000 (6,925,855)(62.3%) Expenditures Cap Outlay - Buildings 913,474 9,200,335 899,000 (8,301,335)(90.2%) Cap Outlay - Improvements 99,544 78,445 470,000 391,555 499.1% Cap Outlay - Equipment 154,620 17,935 0 (17,935)(100.0%) Cap Outlay - Furnishings 18,977 298,910 19,000 (279,910)(93.6%) Cap Outlay - Technology 541,609 1,524,230 900,000 (624,230)(41.0%) Cap Outlay - Foothill Branch Restricted 0 0 0 0 0.0% Cap Outlay (Contingency Projects)5,500 0 1,878,000 1,878,000 100.0% Fund Balance - Unappropriated 0 0 28,000 28,000 0.0% Subtotal 1,733,724 11,119,855 4,194,000 (6,925,855)(62.3%) Revenues Over (Under) Expenditures FY23 Actual FY24 Revised Budget FY25 Proposed Budget FY25 − FY24 Difference Percentage Change Subtotal 817,578 0 0 0 - Revenues Overview Funding for capital projects accounted for in the Capital Projects fund comes from three sources: a transfer from the General fund, interest earnings on the cash balance in the fund, and the Capital Projects fund. The fund balance is a result of unspent money accumulated from prior years. The transfer from the General fund to the Capital Projects fund includes the annual $900,000 of designated facilities maintenance funds and $600,000 of designated technology-related funds. Expenditures Overview Budgeted capital projects are unique from year to year based on needs and requests. The list to the right features of some of the proposed capital projects for FY25: •Smoke evacuation system repairs •Safety IT system updates •Computers, servers, and network equipment •Crash bar replacements •Renovations and improvements to Ballpark location •IT network infrastructure upgrade and data rewiring for branches •Power box cover replacements •HVAC system •Exterior building tile replacement at Marmalade Branch •Tree removal and replacement •Fire system upgrades •Continuation of Library Facilities Plan •Crescent wall light replacement •Exterior paint and stain at Glendale Branch •Sorter upgrades •Repair of gutters and downspouts at Anderson-Foothill Branch •Parking lot refurbishment at Sweet Branch •New self-checkout machines •Intrusion detection system replacement •Door replacement in Creative Lab •Refurbish tenant unit for events •Emergency exit door alarm bar upgrade •Bathroom renovations •Conference room lighting improvement at Day-Riverside Branch •Stairwell and bathroom hallway lighting at Chapman Branch •Bookdrop safety upgrades •Grant-funded projects including tree, garden and shade structures •Elevator access card installation •Crescent wall roof renovations Salt Lake City Public Library Proposed Budget, Fiscal Year 2025 15 1000 N Day-Riverside Branch 600 N 500 N Marmalade Branch Sweet Branch 9th Ave. 500 S Chapman Branch 400 S Main Library 500 S California Ave. Glendale Branch 1300 S Ballpark Branch Foothill Branch 2100 S Sprague Branch The City Library Locations Main Library 210 East 400 South 801-524-8200 Anderson-Foothill Branch 1135 South 2100 East 801-594-8611 Chapman Branch 577 South 900 West 801-594-8623 Day-Riverside Branch 1575 West 1000 North 801-594-8632 Glendale Branch 1375 South Concord 801-594-8660 Marmalade Branch 280 West 500 North 801-594-8680 Sprague Branch 2131 South 1100 East 801-594-8640 Corinne & Jack Sweet Branch 455 F Street 801-594-8651 F o o t h i l l D r . H i g 13 0 0 E 70 0 E F St. 20 0 E 30 0 w 90 0 w Co n c o r d St. April Patterson April Patterson (Apr 23, 2024 17:11 MDT) Email:april.patterson@slcgov.com Signature: Page | 1 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM:Sam Owen, Policy Analyst DATE:May 7, 2024 RE:FISCAL YEAR 2024-25 BUDGET, Department of Airports ISSUE AT-A-GLANCE Salt Lake City Corporation operates the Department of Airports as an enterprise fund. Airline passenger and other concessions-related revenues fund department operations. The airport also receives funding through federal grant programs like the Airport Improvement Program (AIP) via the federal government’s Federal Aviation Administration (FAA). In this way, the airport does not rely on city tax dollars for its expenses, like operations and capital. New terminal space coming online would result in higher revenue for this year; construction and borrowing costs related to terminal space account for higher expenses, including new operating cost. Passenger count at the Airport is projected to increase to 29 million for the year, up from 27.3 million last year. The Airport plans to bring five new gates online, as well as substantially complete and open the central tunnel for travel between concourses. See item #1 under heading B, page 5 of this report. Operating revenue Operating expense Capital expenses Interest expense on borrowing To reserves FY 25 requested $471,440,600 $218,806,300 $167,478,000 $167,043,000 $78,874,100* FY 24 actuals forecast $340,773,400 $184,855,800 $57,977,800 $142,900,000 $80,574,600 FY 24 budget $339,023,100 $195,627,900 $188,100,800 $121,528,000 $185,799,700* Item Schedule: Briefing: May 7, 2024 Public Hearing: May 21 & June 6, 2024 Potential Action: tentative June 11, 2024 Page | 2 FY 25 VARIANCE from FY 24 39.06%11.85%-10.96%37.45%-57.55% Operating revenue Operating expense Capital expenses Interest expense on borrowing To reserves *Budget amounts to reserves depend on completion of construction elements, and subsequent grant reimbursement. So, the amount that actually goes to reserves from a given year is likely to vary from the adopted budget figure, within the timeframe of one fiscal year. KEY ELEMENTS Borrowing and debt The department most recently borrowed $600 million in July 2023, and plans to borrow another $600 million in July 2025. Without these two $600 million figures, the Airport’s total debt load resulting from its decade-long capital expansion is totaled about $3.1 billion. In addition to the total debt, the Airport also intends to use a tool called an “interim credit facility” that would provide project capital before the next planned issuance 2025. The interim credit facility would be in front of the Council for feedback and decision later this year, probably during July and August 2024. This mechanism can provide cash between larger bond issuances. The credit facility would be paid off right away from the 2025 issuance. See item #2 under heading B, page 6 of this report. Debt largely goes to fund construction of the New SLC, the Airport’s redevelopment and campus expansion program. See item #3 under heading B, page 6 of this report. Airline incentive disbursement The airport incentivizes airlines to route passengers through the Salt Lake City International Airport and does this in part by applying a credit of $1.40 per passenger flown through the airport. This is an increase from previous years’ $1 per passenger flown through the Airport. Of the proposed increase, the Airport writes: “The strategy behind increasing the incentive was to give all carriers a financial incentive that would cause them to grow market share and have more passengers in Salt Lake City and get an immediate benefit, in addition to help offset the increased costs with the new Airline Use Agreement that is effective July 1, 2024.” The total budgeted disbursement back to airlines is $20,187,800 for FY25, up from budgeted $13,047,400 last year. Costs per enplaned passenger Costs per enplaned passenger are projected to increase to $17.88 each from last year’s budgeted $9.94. Pandemic-era public support that had contributed to keeping this cost low has now expired. Furthermore, additional terminal space and new airline agreements result in higher costs for airlines. Aviation revenue to the Airport per enplaned passenger is budgeted at $20.56. Employee additions and costs The proposal includes requested funding for 25 additional airport FTEs, as well as 6 new police officers, a 5% cost of living adjustment (COLA) and 6.5% for insurance, contributing to the proposed increase in salaries and benefits of $8,265,400 ongoing, as listed here. Page | 3 Capital improvement program highlights Notably, the FY25 capital improvement program proposal includes a $ 107,045,400 request for design and construction of a new cross field taxiway system. New construction of taxiways U and V would improve aircraft circulation and runway safety. Snow removal operations would also benefit. The appropriation includes planning, design and construction. An estimated completion date is October 2028. Airport Improvement Program funds would cover more of the cost than regular Airport funds, by about three to one. Last year’s appropriation to this project was $83,376,000. Other funding requests for capital projects include general aviation hangar renovation and relocation, $4,483,000, as well as electric vehicle charging stations for passenger vehicles and busses, $2,711,000, and parking lot bus lane improvements, $3,067,000. Previous year parking lot appropriation A previous year capital appropriation for relocation of the Surplus Canal is an early step toward planned construction of a new employee parking lot. The canal spans part of the old golf course land. Last year’s appropriation to the parking project was $62,367,000; approximately $1.8 million has been expended so far. Council Members had raised concerns about adding hardscape over existing permeable open space. Prior to Surplus Canal relocation, the Airport plans to start construction on a south phase of the employee parking lot, comprised of 3,000 parking stalls, to be constructed in 2025. The next phase, in conjunction with the canal relocation, would provide another 4,000 parking stalls, and could be complete in 2o27. Parking area fee increase Daily maximums on some parking are proposed to increase by $5; in one lot from $21 to $26, and for the on-site garage, from $35 to a planned $40. The Airport adds, “The planned increase is $40 on July 1st [2024], and if behavior isn’t changed and there are continued capacity constraints, then the Airport may charge as high as $45.” Estimated grant income The coming year budget anticipates $97,515,600 in federal grants for ongoing capital improvements and other expenses. POLICY QUESTIONS 1. Passenger mobility within and between Airport facilities has been a major point of public feedback in recent years. Would the Council like to ask staff to collect information on policy and budget measures that could be implemented to ensure movement through the Airport is optimal, especially for passengers who experience higher barriers to seamless mobility in public and commercial spaces? 2. Would the Council like to request options for getting to augmented bus service on 5600 West, via the City’s interlocal with UTA? Page | 4 a. The Airport provided this as one possible change that could meaningfully enhance transit access to the Airport at times of day and night when it would be most impactful, especially for employees. 3. Would Council Members like more discussion about expansion of on-demand UTA transit service in the western part of the City and valley? a. This would explore a change to include the Airport, and could open the service to more employees, reducing parking burden on-site. Increasing this service is one option the Airport thought of to advance goals of transit use. This service involves a rideshare-like interface where UTA coordinates individual transportation from one location to another. 4. Would the Council like more discussion about greater coordination with UTA to produce a more user-friendly transit experience at the Airport? For example, a welcome center, transit kiosk or staffing resources could be deployed to encourage passenger transit use from the Airport. 5. The Airport suggested the Council might consider advocating for or funding rideshare discount codes, to provide another transit modality for people going to and from the Airport. Would the Council like to review this option? 6. Would the Council like more information about environmental improvements the Airport could programmatically advance or incentivize among its General Aviation tenants and users? For example, programs or incentives targeting reduction of using fuel types that generate more exhaust than advanced counterparts. 7. Would the Council like to request information on policy and budget measures could be deployed to cap development of surface parking on the Airport campus? 8. The Council might request more regular updates on any Airport initiatives that involve regulatory autonomy, where decisions are made by Airport staff, and then presented to the Council in a consolidated budget proposal. a. For example, are there opportunities for feedback and oversight on the order or sequence of capital improvements proposed, year over year? b. Could certain elements of the capital program be prioritized to meet Council goals? c. Does the Airport implement programming on-site, such as marketing, that the Council could review and provide input on before initiatives move ahead? 9. Would the Council like to review programming and policy decisions the Airport makes that impact interlocal partners, such as the Mosquito Abatement District, or area law enforcement? Policy decisions made regarding partners like these, & their operations at the Airport, can result in general fund and tax-base impacts germane to the Council oversight role in the city and its organization, overall. Page | 5 ADDITIONAL AND BACKGROUND INFORMATION The following question and answer is from staff-level correspondence about the Airport budget proposal for fiscal year 2025. A. Could you discuss any changes to Airport passenger transit patterns anticipated based on new TRAX and other public transit service? According to Utah Transit Authority’s (UTA) most recent Long-Range Transit Plan (LRTP) there are several new and modified transit options planned which may have either a direct or indirect impact on passenger transit patterns when implemented over the next ten years. We have worked closely with UTA and the Salt Lake City Transportation Division to ensure that both passenger and employee data is provided to assist in these projects. Passenger enplanements are forecasted to increase 8% year over year, increasing from 13,413,110 in 2023 to 18,938,214 in 2027, an increase of over 5.5 million passengers. To meet this passenger demand, airlines and new concessionaires will add employees, potentially resulting in some additional 5,000 employees to the over 17,000 current employees. Reliability, frequency and expanded coverage are all key dynamics to ensuring transit utilization by airport passengers. Although some of the projects listed below will not be implemented for several years, during our regular meetings with UTA and the City Transportation Division, we have focused on the following projects, as they may have direct impact to both passengers and employees: 2025-2026: 5600 West Enhanced Bus Service: 15-minute bus service from downtown Salt Lake City to 9000 South o Benefits: Will add bus service to the airport, which is currently only served by TRAX, providing more flexibility to passengers and employees. As currently planned the bus service will mimic TRAX operating hours, therefore the airport is requesting expanded service hours, for the Downtown to West Valley section. 2024-2027: 236 West Valley – Airport Bus Route: 15-minute bus service from West Valley Central Station to the Airport o Benefits: This bus route will be a direct link from the West Valley area, its population and employee base, to the airport with expanded hours. 2042-2050: 710 TRAX Orange Line: Reconfigured TRAX Line– Salt Lake City Airport to University of Utah o Benefits: While this project is still in initial development, the expansion of the Orange Line to the University of Utah/ Research Park will assist in increasing the passenger load on public transit from the University of Utah (student section) of the service area. B. Additional information from Airport staff on budget topics 1. The New SLC project continues to advance and meet scheduling and budget milestones. The Airport is excited that the central tunnel will be open to all passengers connecting to Concourse B on October 22, 2024. Structural steel has started on the final phase of the project that will add 16 additional gates and will be completed in October 2026. Page | 6 2. The Airport plans to issue an interim credit facility up to $300 million dollars to take advantage of higher than expected interest rates in the long term borrowing markets. This will allow the Airport to delay issuing General Airport Revenue Bonds by 12 months at a much lower interest rate and then pay off the interim credit facilities with the planned $600 million dollar issuance in the summer of 2025. The bond issuance in 2025 is the last new money deal required to complete the $5.13 billion dollar New SLC project. 3. The Airport’s Capital Improvement Program is guided by the master plan that identifies projects that will be required within the 5, 10, 15, and 20 year outlook along with the financial feasibility of paying for those projects. Currently everything outside of the New SLC is being cash funded with airport cash reserves although projects on the longer time frame may utilize debt financing. The New SLC was included in the previous master plan and elements of it are included in the recently completed master plan. 1 Airport FY24-25 Budget Presented by Bill Wyatt and Brian Butler 3 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 3 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director FY 2025 Budget Goals & Objectives - Budget Drivers •Forecast revenues and expenses on information known today with reasonable assumptions for the future •Assumptions and actual results will be reviewed in a timely manner and appropriate actions taken •Control costs and look for ways to continue to strengthen non aeronautical revenue growth •Fund major capital improvement projects with funding provided under the Bi-Partisan Infrastructure Law (BIL) Grants •Secure interim credit facility to bridge gap for long term funding expected in FY26 to continue to finance the New SLC AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Overview of Changes 2 Description FY 2024 Budget FY 2024 Forecast FY 2025 Budget Operating Revenue $339,023,100 $ 340,773,400 $471,440,600 Passenger Incentive Rebate (13,047,400)(13,078,500)(20,187,800) Operating Expenses (195,627,900)(184,855,800)(218,806,300) Net Operating Income 130,347,800 142,839,100 232,446,500 AIP and Other Grants 106,290,800 45,870,000 97,515,600 Passenger Facility Charges 52,176,800 51,176,800 55,007,900 Customer Facility Charges 14,320,300 14,756,100 15,125,400 Interest Income 18,619,900 29,137,500 16,099,700 Bond Issuance Costs (2,134,900)(2,327,100)(2,800,000) Interest Expense (121,528,000)(142,900,000)(167,043,000) Non-Operating Income 67,744,900 (4,286,700)13,905,600 Total Sources and Revenues 198,092,700 138,552,400 246,352,100 Capital Projects & Equipment (188,100,800)(57,977,800)(167,478,000) Increase to Airport Reserves $9,991,900 $ 80,574,600 $78,874,100 4 Enplaned Passenger Traffic AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 13,090,133 10,095,732 7,710,353 12,802,218 13,143,110 13,605,238 14,419,842 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 2019 2020 2021 2022 2023 2024 2025 Actuals Actual Forecast/Budget 5 Infrastructure Grants AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Bi-Partisan Infrastructure Law Grants (in millions) Total FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 BIL (Infrastructure) $124.2 $24.8 $24.6 $24.8 $25*$25* ATP (Airport Terminal Program)65 -30 20 15*- Total $189.2 $24.8 $54.6 $44.8 $40 $25 *Anticipated future grant awards 5 Comparison of Airline Revenues AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Revenue Category FY 2024 Budget FY 2024 Forecast FY 2025 Budget Landing Fees $62,515,500 $55,417,400 $90,607,900 Terminal Rents 119,851,300 116,759,200 212,834,900 Airline Revenue Sharing (13,047,400)(13,078,500)(20,187,800) Hardstand 1,831,000 1,123,800 195,600 Support Buildings 3,986,000 6,558,000 6,635,100 Passenger Boarding Bridge 2,031,100 1,979,000 2,151,100 Fuel Farm 2,729,500 2,731,500 3,641,000 Remain Overnight 375,100 426,600 870,200 TOTAL AIRLINE REVENUE $180,272,100 $171,917,000 $296,748,000 5 Comparison of Concession Revenues AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Revenue Category FY 2024 Budget FY 2024 Forecast FY 2025 Budget Auto Parking $61,002,400 $65,504,200 $69,627,800 Car Rental 37,850,200 38,932,700 39,758,300 Ground Transportation Fees 7,371,900 8,247,100 8,137,400 Food & Beverage 15,061,800 15,601,000 16,596,500 Retail 9,134,200 10,213,400 11,301,500 Flight Kitchen 2,930,100 2,984,900 3,134,200 Advertising Media 683,100 589,400 589,400 TOTAL CONCESSION REVENUE $134,033,700 $142,072,700 $149,145,100 5 Comparison of Operating Expenses AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Expense Category FY 2024 Budget FY 2024 Forecast FY 2025 Budget Salaries and Benefits $71,089,300 $68,255,300 $76,520,700 Maintenance Contracts 34,012,200 29,801,600 38,182,700 Services 33,420,300 29,343,000 34,657,500 Materials and Supplies 18,939,600 17,725,800 25,014,000 Intergovernmental Charges 23,501,800 24,312,800 27,974,700 Utilities 7,566,200 8,105,600 8,347,400 Other 7,098,500 7,311,700 8,109,300 TOTAL OPERATING EXPENSES $195,627,900 $184,855,800 $218,806,300 5 Labor and Operating Expense Highlights AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director •25 New Airport Employees $3.2 Million •Police $2.8 million includes 6 new officers •$2.3 million for 5% COLA and 6.5% Insurance for all Airport Employees •$3.1 million for Janitorial increased scope and supplies •$1.8 million for one-time costs to upgrade and purchase radios •$1.6 million for VXS recorders installed in 2020 that have a five year life cycle •$1.6 million in Chemicals and Salt •$1 million in other fuel for SVRA (West Jordan) and TVY (Tooele) Airports •$920k increase to City Data Processing Services •Divisions – 8 Operations, Maintenance, Finance, Design & Construction Management, Communications & Marketing, Commercial & Real Estate, Information Technology, Planning & Sustainability •25 New FTE’s requested and 6 additional police officers Airport 4.3 660 0 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 9 5 Capital Equipment Budget Request AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Replacement Fleet 28% Replacement Other 12% New Fleet 59% New Other 1% FY 2025 Capital Equipment By Type Replacement New Total Fleet $5,395,000 $11,211,600 $16,606,600 Other 2,218,000 176,000 2,394,000 Total $7,613,000 $11,387,600 $19,000,600 FY 2025 Major Capital Equipment Highlights Gillig 40 Foot Electric Shuttle Bus (6) $7,200,000 96 TB Recorders 1,588,500 Boschung Jetbroom 1,150,000 Runway Snow Blower 1,100,000 MB Paint Striper 800,000 Mid-sized Loader (2)700,000 5 Capital Improvement Program AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director AIP / Grants 62.0% Airport Funds 37.8% Projects Fund Airfield 90.6% Auxiliary Airports / GA 1.2% Landside / Roads 4.7% Others 3.5% Source of Funds:Use of funds: AIP / Grants $92,115,600 Airfield $134,548,400 Passenger Facility Charges -Auxiliary Airports / GA 1,760,000 Customer Facility Charges 248,000 Landside / Roads 6,968,000 Airport Funds 56,113,800 Other Projects 5,201,000 Total $148,477,400 Total $148,477,400 5 Capital Projects for FY 2025 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director •Airfield Projects - $134,548,400 - Taxiway V Tunnel & Roadway Realignment - Taxiway G from E to North of Delta Ramp - Taxiway H1 & End Runway 16L34R Repair - Taxiway F Reconstruction F1-F2 - Runway 16L/34R & Taxiway Complex EA - Cargo Utilities and Roadway •Auxiliary Airports - $1,760,000 - SVRA Taxilane & Infrastructure - SVRA Pavement Preservation & Apron Expansion •Landside - $6,968,000 -Bus Plaza EV Stations -EV Charging Stations FY 25 -Landside Pavement Management FY25 -Economy Lot Bus Lane Reconstruction •Other Projects - $5,201,000 -SLC Corporate Hanger Demolition -SLC T-Hanger Demolition -SLC North General Aviation Roadway & Site Improvements 5 The New SLC Phases and Timing AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 The Central Tunnel (River Tunnel) & The Peaks AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 The New SLC AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director THANK YOU Presented Bill Wyatt, Executive Director With support from: Brian Butler, Director Airport Finance ERIN MENDENHALL Mayor ·..........,,I l''-:._ 1 ,=:\ ';·r -:j\.l '""'• ,,..{ ... J ,,,. ""Y OFFICE OF THE MAYOR itU tove jilf love (Apr 9, 202412:39 MDT) CITY COUNCIL TRANSMITTAL Date Received:o 4/o 9/2o24 Jill Love, Chief Administrative Officer Date Sent to Council: 04/09/2024 FROM:Bill Wyatt, Executive Director, Depattment of Arrpq ',..._--""""'IA SUBJECT:Airport FY24-25 Proposed Budget -\ STAFF CONTACTS: Brian Butler, Airport Chief Financial Officer, Department of Airports DOCUMENT TYPE: Budget Briefing RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the GtyCouncil adopt the proposed budget for the Department as part of the FY2024-25 adopted budget. BUDGET IMPACT: This proposed budget will have no impact on the Gtys General Fund budget. No General Fund revenues' or expenditures will be required to finance the budget for the Department because 100% of the capital and operating expenditures will be paid from the various types of revenues generated at Salt Lake Gty International Airport(" Airport"), South Valley Regional Airport, and Tooele Valley Airport (collectively, the "Airport System"). Such revenues include the landing fees, terminal rentals, and other fees paid by the airlines serving the Airport, as well as various revenues generated from sources other than the airlines. Non-airline revenues are derived from sources such as parking, rental cars, food and beverage concessions, news and gift concessions, cargo revenues and various types of rental income. BACKGROUND/DISCUSSION: See Budget Presentation, attached as Exhibit A, and Budget Book, attached as Exhibit B. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 TO:Salt Lake Gty Council Victoria Petro, Chair Exhibit A Airport Budget Presentation Airport FY24-25 Budget Presented by Bill Wyatt and Brian Butler/) 3 0 ll.ilJW,,•tl F•f',c,.ow,llol- 0 i::.. ci..,..... o.•oo, ot M-• .._, 0......l hMI Chnt;wnMfl.......... c-,.. M,.,,.... a-.,.-v........ -Q "-- .... ........... 0 ...... •,......, -- _ ..,... - - - -- ""- .,.._,c..... Altpat'IFnwic:•v-- 0-JC.,-,_... At. ft,.,_.A.,....... lll,W1t1 ... u., r_"".".'.1-c.,,..t .. -MPl!f-lCo,,S-,C,,... _,.HTln.y._ius_0,,-,U.,_, C-toi,5 AfflflANOit . Nanq.,__ ..........l:f'lot[-iJ -""p e -ttS...--.q< AMfc•..-OilHMit ofn.....c..=--a.c,.-_-.n..-,.,_...-C,.-.-•_n•, 0E•ct-,y 0,,KIO<ot lnl"Ol......otl 1 , o.... w ,w,, ""1N!r11n!-- OiN,..:au t)N«c;or .....,., . -.:.- 0Mk!Or r--7 ._-.,, o.u...'.Y..u... ,,. ,., Q !Mf1 v..-,r.c_:• . 'P;H v-.-v•""" L..... ,........ A.t • v- °"'"',Mdc--y- ..._......._,..._.... '-· N-- "'4-1!;.a.'"" .::_..,,d 1,...,..... -- .._..•Uvtn IW.............-,, M.............., - tl O,.yN,-i ..as MiMA:..... lKmoie,ciy I N....... M--""-- t,/M\i!IOlfl" ......,..,.,.._., I ==:::I ·&1•fhan .. rwwu •K•lf),C..-1« --.,,-.,.-...,.,....,,,,o.,..p..".",,"@ •AJi..t H-lch Salt Lake City Department of AirportsAdministrative Leadership 0.H - -_J !il.Cl'Oc.w.tM,cr-ou.--""'°'-Gey Ct:y ttR - p..,.,_ II February 2024 DIPlRIIIINIOf •S:,h LDko City Corpo,auon cmploycas ft.SSIQflOd to lhO SLCOA. AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director AJRPOIIS ....,. OP.l,•.<,,.o,nt- @ _•t i,9.9,1.n.•. c.-,,- oe,,-.. P ....l.l).'H.9.tl.s....E..r-,v.,•.,-·_ .,i. """o''".'"'.-.,... Ml>U8#- AJl- !ltnkh ,.,..,..., I e@_r:,..81••Y ........O...,,.n.o.",D"t'"" M.M•,..,_9•.G,-,°'"'"- Jt-,\SJ:en-A.,pert AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 3 FY 2025 Budget Goals & Objectives - Budget Drivers 0 •Forecast revenues and expenses on information known today with reasonable assumptions for the future •Assumptions and actual results will be reviewed in a timely manner and appropriate actions taken •Control costs and look for ways to continue to strengthen non aeronautical revenue growth •Fund major capital improvement projects with funding provided under the Bi-Partisan Infrastructure Law (BIL} •Secure interim credit facility to bridge gap for long term funding expected in FY26 to continue to finance the New SLC AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 2 Overview of Changes 0 Operating Revenue $339,023,100 $340,773,400 $471,440,600 Passenger Incentive Rebate (13,047,400)(13,078,500)(20,187,800) Operating Expenses (195,627,900}(184,855,800}(218,806,300} Net Operating Income 130,347,800 142,839,100 232,446,500 AIP and Other Grants 106,290,800 45,870,000 97,515,600 Passenger Facility Charges 52,176,800 51,176,800 55,007,900 Customer Facility Charges 14,320,300 14,756,100 15,125,400 Interest Income I 18,619,900 29,137,500 16,099,700 Bond Issuance Costs I (2,134,900)(2,327,100)(2,800,000) Interest Expense (121,528,000}~(142,900,000}(167,043,000} Non-Operating Income 67,744,900 (4,286,700}13,905,600 Total Sources and Revenues 198,092,700 138,552,400 I 246,352,100 Capital Projects & Equipment (188,100,800}(57,977,800}I (167,478,000} Increase to Airport Reserves $9,991,900 I_ -- _$ 80,574,600 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 4 Enplaned Passenger Traffic 16,000,000 14,000,000 e Actual Forecast/Budget 12,000,000 10,000,000 8,000,000 7,710,353 12,802,218 [ 13,143,110 •I - 13,605,238 6,000,000 4,000,000 -Actuals 2019 2020 2021 2022 2023 2024 2025 .. 5 *Anticipated future allocation awards AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Infrastructure FAA Allocations (!) Bi-Partisan Infrastructure Law (in millions) BIL (Infrastructure) $124.2 $24.8 $24.6 $24.8 $25*$25* ATP (Airport Terminal Program)65 30 20 15* Total $189.2 $24.8 $54.6 $44.8 $40 $25 5 Comparison of Airline Revenues eRevenue Category FY 2024 Budget liiill ··-------,-.· .. -·.--.]. FY 2025 .;:' Budget . • \ --• ----··- --- • .,J , Landing Fees $62,515,500 $55,417,400 $90,607,900 Terminal Rents 119,851,300 116,759,200 212,834,900 Airline Revenue Sharing {13,047,400}{13,078,500){20,187,800) Hardstand 1,831,000 1,123,800 195,600 Support Buildings 3,986,000 6,558,000 6,635,100 Passenger Boarding Bridge 2,031,100 1,979,000 2,151,100 Fuel Farm 2,729,500 2,731,500 3,641,000 Remain Overnight 375,100 426,600 870,200 TOTAL AIRLINE REVENUE I $180,272,100 $171,917,000 $296,748,000 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Forecast FY 2024 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 !i? tJI Comparison of Concession Revenues liiilil Revenue Category 11 Budget -------------------------1 FY 2025 1 Budg·et ,; j - -.:...----. --·----·-- ·--'- Jcj FY 2024 Forecast e Auto Parking $61,002,400 $65,504,200 $69,627,800 Car Rental 37,850,200 38,932,700 39,758,300 Ground Transportation Fees 7,371,900 8,247,100 8,137,400 Food & Beverage 15,061,800 15,601,000 16,596,500 Retail 9,134,200 10,213,400 11,301,500 Flight Kitchen 2,930,100 2,984,900 3,134,200 Advertising Media 683,100 589,400 589,400 TOTAL CONCESSION REVENUE $134,033,700 $142,072,700 $149,145,100 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 '· Comparison of Operating Expenses e Salaries and Benefits $71,089,300 $68,255,300 $76,520,700 Maintenance Contracts 34,012,200 29,801,600 38,182,700 Services 33,420,300 29,343,000 34,657,500 18,939,600 17,725,800 25,014,000Materials and Supplies Intergovernmental Charges 23,501,800 24,312,800 27,974,700 Utilities 7,566,200 8,105,600 8,347,400 Other 7,098,500 7,311,700 8,109,300 TOTAL OPERATING EXPENSES $195,627,900 $1s4,sss,soo I $218,806,300 Labor and Operating Expense Highlights •25 New Airport Employees $3.2 Million •Police $2.8 million includes 6 new officers •$2.3 million for 5% COLA and 6.5% Insurance for all Airport Employees •$3.1 million for Janitorial increased scope and supplies •$1.8 million for one-time costs to upgrade and purchase radios •$1.6 million for VXS recorders installed in 2020 that have a five year life cycle •$1.6 million in Chemicals and Salt •$1 million in other fuel for SVRA (West Jordan) and TVY (Tooele) Airports •$920k increase to City Data Processing Services AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director '--·.... 5 e AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 9 Airport •Divisions - 8 Operations, Maintenance, Finance, Design & Construction Management, Communications & Marketing, Commercial & Real Estate, Information Technology, Planning & Sustainability •25 New FTE's requested and 6 additional police officers 0 Full-Time Employees 660 0 Part-Time Employees 4.3 0 Seasonal Employees 0 e AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 Capital Equipment Budget Request FY 2025 Capital Equipment By Type Replacement Fleet 28% New Fleet 59%Replacement Other 12% Replacement New Total Fleet $5,395,000 $11,211,600 $16,606,600 Other 2,218,000 176,000 2,394,000 Total $7,613,000 $11,387,600 $19,000,600 New Other 1% e FY 2025 Major Capital Equipment Highlights Gillig 40 Foot Electric Shuttle Bus (6) $7,200,000 96 TB Recorders 1,588,500 Boschung Jetbroom 1,150,000 Runway Snow Blower 1,100,000 MB Paint Striper 800,000 Mid-sized Loader (2)700,000 4. %._-: _ Capital Improvement Program eAirport Funds 37.8% Projects Fund AIP / Grants 62.0% Landside / Roads Auxiliary Airports/ GA 1.2% Others Airfield 90.6% AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director Source of Funds: AIP / Grants $92,115,600 Passenger Facility Charges Customer Facility Charges 248,000 Airport Funds 56,113,800 Total $148,477,400 Use of funds: Airfield $134,548,400 Auxiliary Airports / GA 1,760,000 Landside / Roads 6,968,000 Other Projects 5,201,000 Total $148,477,400 5 AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 -SLC North Ge Capital Projects for FY 2025 • Airfield Projects - $134,548,400 -Taxiway V Tunnel & Roadway Realignment -Taxiway G from E to North of Delta Ramp -Taxiway Hl & End Runway 16L34R Repair -Taxiway F Reconstruction Fl-F2 -Runway 16L/34R & Taxiway Complex EA -Cargo Utilities and Roadway •Auxiliary Airports - $1,760,000 •Landside - $6,968,000 -SVRA Taxilane & Infrastructure - SVRA Pavement Preservation & Apron Expansion -Bus Plaza EV Stations -EV Charging Stations FY 25 -Landside Pavement Management FY25 -Economy Lot Bus Lane Reconstruction Other Projects - $5,201,000 -SLC Corporate Hanger Demolition -SLC T-Hanger Demolition ----- ---neral Aviation Roadway & Site Improvements () AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 CONCOJl,c:%-..Al;AST ·c=-:- r lHOl;!'..AL T• The New SLC Phases and Timing eCURRENT GATES OP=N Phase 3 GA7ES OPEN OCT OF 2024 Phase 4 GATES OPEN OCT OF 2025 OS Phase 3 GATES OPEN OCT OF 2025 11 Phase ..o GATES OPEN OCT Of 2026 OAL Bagroom Opens 5/17/2024 High Speed BHS Opens 5/17/2024 Central Tunnel --Opens Oct 2024 _....· l ....0Cl'«,;0Uf0t, AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 The Central Tunnel (River Tunnel) & The Peaks (;) The New SLC e AIRPORT FY24-25 BUDGET PROPOSAL Presented by Bill Wyatt, Executive Director 5 With supportfrom: THANKYOU Presented Bill Wyatt, Executive Director Brian Butler, Director Airport Finance Exhibit B Airport Budget Book DEPARTMENT 0 AIRPORTS BUDGET BOOK for FISCAL YEAR 2025 Fiscal Year 2025 Budget Message April 2, 2024 The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive any general fund revenues to support the operation of the City's system of airports. The Department of Airports (the Airport) has 664 employee budgeted positions and is responsible for managing, developing, and promoting airports that provide quality transportation facilities and services, and a convenient travel experience. The Fiscal Year 2025 budget continues to see growth in enplanements, revenues, as well as expenditures. The budget no longer contains Covid-19 relief grants that were used to recover lost revenue as well as subsidize the rates and charges for commercial and cargo carriers. The Salt Lake City International Airport (SLCIA) continues to benefit from the Bipartisan Infrastructure Law (BIL) grants awarded for FY2025. The BIL grants will continue to provide much needed and critical funding for airport capital infrastructure projects that are moving from design into actual construction. The Airport will be bringing on five gates located on Concourse B as well as the opening of the much anticipated central tunnel in October 2024. These openings bring additional staffing and maintenance staff requirements while seeing the complete elimination of the remaining hardstand operations. The developed FY25 budget continues to provide positive financial benefits with increased passengers and revenues that help offset increased operating expenses. The Airport will continue to fund important capital projects. These projects include the Phase Ill and Phase IV of construction of gates on Concourse B. In addition, critical projects found in the airfield, landside, and auxiliary airports will continue to be funded to ensure that all Airport's owned facilities keep up with critical infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into future years. Air Service Served by thirteen airlines, SLCIA provides 321 average daily departures and arrivals to 92 non-stop destinations. The Airport's extensive route network served over 26.4 million passengers in FY23, a new all-time high for SLCIA. Enplaned passengers are estimated to increase by approximately 2.9% from the FY24 budget of 14.1 million enplanements to 14.5 million enplanements for FY25. Economy's Budgetary Impact The airline industry is working through engine and aircraft shortages to meet the demand of travel. Airlines have responded to increased demand in passenger traffic by increasing flight frequencies and up- gauging aircraft size to accommodate more passengers and keep load factors high. An effective partnership between the airlines and the Airport requires a continued focus on operating costs, while maintaining service and safety. During the FY25 budget process, the areas of focus were providing resources to continue implementation of The New SLC, providing staffing for key positions in the new facilities, and aligning the Airport's resources, including people, money, and time. ii To address the economic environment, the goal in FY25 was to recognize increased staffing requirements as well as additional debt service coming online that is causing an increase in terminal rents. The FY25 budget will see significant increases to operating and maintenance expenses due to a new Airline and Use Agreement starting on July 1, 2025, and the Airport no longer having Covid-19 relief grants that were issued by the FAA. The Airport continues to hire employees required for the new facilities as well as address labor wage issues for both airport and contract employees. Many of the increases in operating expenses are directly related to higher wages, but also include increases in operating supplies & vendor contracts to operate the new facilities. Airline revenue requirements have increased due to the increase in operating expenses as well as higher debt service in the current fiscal year. Operating revenues are increasing by 39.1%, and operating expenses increasing by 11.8% over the FY24 budget. Major Capital Projects Guided by the approved Airport Master Plan and the Plan of Execution, an executive management tool, the Airport, with its consultants and the airline representatives, is continuing the design and construction of The New SLC. The Terminal Redevelopment Program budget of $2.86 billion has been budgeted and encumbered in prior fiscal years. Phase II of the program was completed in October 2023 that saw an additional 22 gates being opened on Concourse A east. The NCP budget of $2.27 billion has been budgeted and encumbered in prior fiscal years. During FY24, construction activities continued building out the central tunnel, concourse B central node and concourse Beast. Phase Ill which includes the central tunnel and 5 gates on concourse Beast will open in October of 2024 with Phase IV being programmed to deliver gates in October of 2025 and 2026. The FY25 budget includes $134.5 million for airfield projects with $107 million for a multi-year project to construct taxiways U & V. Remaining projects include the reconstruction of taxiway F (F1 - F2), taxiway H1 & End Runway 16L/ 34R, taxiway G (E to north of the Delta ramp), decommissioning runway 14/32, utilities infrastructure for north cargo expansion and an environmental assessment for the runway 16L / 34R extension program. These airfield improvement projects ensure the safe operation of aircraft and preserve valuable assets, while planning for future development. The FY25 budget includes $6.9 million for landside projects that include additional electric charging stations, reconstruction of the Economy Lot bus lane, replacement of equipment at the OTA facility, and funds for the landside pavement management program. The FY25 budget also includes $5.2 million for the demolition of various hangars on the east side of SLCIA and roadway and site improvements. These projects will aid in the development of corporate hangars on the east side of SLCIA. Funding for the Airport capital improvement program includes reserves generated by the Airport, airport improvement program (AIP) grants from the FAA, passenger facility charges (PFC), customer facility charges (CFC) and general airport revenue bonds (GARBS). The Airport will go to the bonding market for additional funding for the TRP and NCP to provide additional funding for Phase 4 of the project. General Aviation The General Aviation Advisory group continues to provide ongoing review and feedback for the Airport as general aviation facilities are developed. In FY24, $1.7 million has been budgeted for taxilane and infrastructure, pavement preservation, and apron expansion at South Valley Regional Airport (SVRA). Airline Agreement The FY25 budget was prepared based on the airline use agreement dated July 1, 2024. This is a ten-year agreement, with a termination date of June 30, 2034. Delta, Southwest, and Alaska have signed an iii extension through June 30, 2044. Rates and charges consist of a residual rate-setting method for the airfield cost center and compensatory method for the terminals. The Airport is forecasting a $20.1 million revenue share with the airlines which is based on enplaned passenger numbers from the airlines. This will be credited to the air carriers on a monthly basis. Financial Summary The FY25 operating revenues will increase by $132.4 million over the FY24 budget to $471.4 million. This increase is primarily due to increased terminal rents of $85.8 million related to the new airline use agreement, portions of Concourse B and the central tunnel coming online, and additional debt service allocated to those facilities. In addition, enplanements are generating an additional $15 million dollars in non-airline revenue through parking, rental cars, food and beverage, and retail. Operating expenses will increase by $23.1 million over the FY24 budget to $218.8 million. Employee related increases include salary and health care increases. Operating expenses include an increased expense for professional services, consisting of janitorial, window cleaning, baggage handling, and networking contracts, as well as other contracts and CPI increases. Conclusion The Department of Airport's FY25 budget aligns the department's mission of managing, developing, and promoting airports that provide quality transportation facilities and services, and a convenient travel experience. These facilities and services promote economic development by providing business and leisure travelers with access to domestic and international destinations. Below is the summary of the Department of Airport's FY25 Budget Request: Amended Budget Forecast Requested FY 2024 FY 2024 FY 2025 Revenues and Other Sources of Funds: Operating Revenues $ 339,023,100 $340,773,400 $471,440,600 Grants and Reimbursements 45,870,000 45,870,000 97,515,600 Customer Facility Charges 248,000 Interest Income 18,619,900 29,137,500 16,099,700 Airport Improvement Fund 116,926,000 (21,305,300)(8,988,800) Total $ 520,439,000 $394,475,600 $ 576,315,100 iv Amended Budget FY 2024 Forecast FY 2024 Requested FY 2025 Expenses and Other Uses of Funds: Operating Expenses $195,627,900 $184,855,800 $218,806,300 Interest Expense 121,528,000 142,900,000 167,043,000 Bond Issuance Costs 2,134,900 2,327,100 2,800,000 Passenger Incentive Rebate 13,047,400 13,078,500 20,187,800 Capital Equipment 12,107,800 12,107,800 19,000,600 Capital Improvements 175,993,000 39,206,400 148,477,400 Total $ 520,439,000 $394,475,600 $576,315,100 _,/'I /Re,dp Execu SALT LAKE CITY DEPARTMENT OF AIRPORTS BUDGET FY 2024 TABLE OF CONTENTS Page Budgeted Operating Statement 1 Operating Revenues 2 Operating Expenses 3 Organizational Chart 8 Staffing Document 9 Travel Budget 16 Sources and Uses of Funds 20 Capital Equipment 21 Capital Improvement Projects (CIP)23 Capital Improvement Project Descriptions 24 Performance Measures, Charts and Graphs 42 Acronyms 48 1 Description FY24 Amended Budget FY 24 Forecast FY 25 Requested Budget Description Actual FY 23 Budget FY 24 Forecast FY24 Requested Budget FY25 SALT LAKE CITY DEPARTMENT OF AIRPORTS BUDGETED OPERATING STATEMENT FOR FISCAL YEARS ENDED JUNE 30, 2024 AND 2025 Operating Revenue Operating Expense $339,023,100 195,627,900 $340,773,400 184,855,800 $471,440,600 218,806,300 Net Operating Income $143,395,200 $155,917,600 $252,634,300 Other Income I (Expense) Interest Income 18,619,900 29,137,500 16,099,700 Bond Issuance Costs (2,134,900)(2,327,100)(2,800,000) Interest Expense (121,528,000)(142,900,000)(167,043,000) Passenger Incentive Rebate (13,047,400)(13,078,500)(20,187,800) Total Other Income I (Expense)(118,090,400)(129,168,100)(173,931,100) Net Revenues from Operations $25,304,800 $26,749,500 $78,703,200 Other Sources of Funds Grants and Other Funds for Capital Projects 45,870,000 45,870,000 97,515,600 Customer Facility Charges --248,000 Funds from Reserves/Others 142,230,800 5,444,200 69,714,400 Total Other Source of Funds $188,100,800 $51,314,200 $167,478,000 Use of Airport Capital Funds Capital Projects 175,993,000 39,206,400 148,477,400 Capital Equipment 12,107,800 12,107,800 19,000,600 Total Use of Airport Capital Funds $188,100,800 $51,314,200 $167,478,000 Net Airport Reserves $25,304,800 $26,749,500 $78,703,200 BUDGET IMPACT ON TERMINAL RENTS AND LANDING FEES Terminal Rents Landing Fees $166.98 $3.09 $186.44 $3.43 $177.71 $3.25 $309.55 $5.37 Cost per Enplaned Passenger $8.28 $9.94 $9.83 $17.88 SALT LAKE CITY DEPARTMENT OF AIRPORTS 2 Description FY24 Amended Budaet FY 24 Forecast FY 25 Requested Budaet FY 24 Budget to FY 25 Budget Variance COMPARISON OF FY 2024 BUDGETED AND FORECASTED REVENUES TO FY 2025 BUDGETED REVENUES Airline Fees Scheduled Airline Landings Charters I Commuters Cargo Passenger Boarding Bridge Fees Other Buildings Fuel Farm Remain Overnight Hardstand Airline Terminal Rents $57,130,100 $ 51,375,700 $ 84,256,500 423,200 459,400 686,900 4,962,200 3,582,300 5,664,500 2,031,100 1,979,000 2,151,100 3,986,000 6,558,000 6,635,100 2,729,500 2,731,500 3,641,000 375,100 426,600 870,200 1,831,000 1,123,800 195,600 106,804,000 103,680,700 192,647,100 Total Airline Fees $ 180,272,200 $ 171,917,000 $ 296,748,000 Non-Airline Fees Extraordinary Service Charges $76,700 $79,600 $ 84,300 Cargo Ramp Use Fee 347,200 279,700 424,600 International Facility Use Fee 3,089,000 2,972,900 2,978,800 Tenant Telephone Fees 58,600 57,200 57,100 General Aviation Hangars 1,083,500 1,066,900 1,098,900 FBO Hangars 39,000 38,800 39,500 Cargo Buildings 1,669,900 1,658,600 1,686,400 Flight Kitchen 2,930,100 2,984,900 3,134,200 Office Space 2,032,000 1,968,100 1,970,100 Food Service 15,061,800 15,601,000 16,596,500 Vending 178,300 166,500 165,000 News & Gifts 9,134,200 10,213,400 11,301,500 Car Rental Commissions 29,341,400 30,395,600 31,085,200 Car Rental - Fixed Rents 8,508,800 8,537,100 8,673,100 Leased Site Areas 5,622,300 6,618,800 6,167,900 Auto Parking 61,002,400 65,504,200 69,627,800 Ground Transportation 7,371,900 8,247,100 8,137,400 Advertising Media Fees 683,100 589,400 589,400 Security Charges for Screening 340,300 321,200 321,200 State Aviation Fuel Tax 3,161,000 2,855,800 2,913,000 Fuel Revenue 2,031,000 2,397,700 2,389,700 Fuel Oil Royalties 780,500 727,000 741,500 Military 156,800 156,800 156,800 Central Receiving & Distribution 2,325,800 2,376,100 2,633,700 Other Total Non-Airline Fees 1,725,300 3,042,000 1,719,000 $ 158,750,900 $ 168,856,400 $ 174,692,600 Total Operating Revenues $ 339,023,1oo $ 340,113,400 $ 4111440,soo I I $ 132,411,500 39.1% $ 27,126,400 47.5% 263,700 62.3% 702,300 14.2% 120,000 5.9% 2,649,100 66.5% 911,500 33.4% 495,100 132.0% (1,635,400)-89.3% 85,843,100 80.4% $116,475,800 64.6% $7,600 9.9% 77,400 22.3% (110,200)-3.6% (1,500)-2.6% 15,400 1.4% 500 1.3% 16,500 1.0% 204,100 7.0% (61,900)-3.0% 1,534,700 10.2% (13,300)-7.5% 2,167,300 23.7% 1,743,800 5.9% 164,300 1.9% 545,600 9.7% 8,625,400 14.1% 765,500 10.4% (93,700)-13.7% (19,100)-5.6% (248,000)-7.8% 358,700 17.7% (39,000)-5.0% -0.0% 307,900 13.2% (6,300)-0.4% $15,941,700 10.0% SALT LAKE CITY DEPARTMENT OF AIRPORTS COMPARISON OF FY 2024 BUDGETED AND FORECASTED EXPENSES TO FY 2025 BUDGETED EXPENSES 3 Total Materials and Su lies $ 18,939,600 $ 17,725,800 $25,014,000 Salaries and Fringe Benefits Salaries $ 49,727,300 $ 48,496.400 $52,978,900 Uniform and Tool Allowance 19,200 18.700 19,200 FICA/MGR 3,691,100 3.405,700 5,881,700 State Retirement 8,996,500 8,348,500 8,795,800 Health Insurance 8,655,200 7,986,000 8,845,100 Total Salaries and Benefits $71,089,300 $ 68,255,300 $76,520,700 Materials and Supplies Books, References and Periodicals $24,200 $24,200 $24,600 Office Materials and Supplies 162,600 160,800 170,400 Copy Center Charges 5,500 3,500 6,200 Postage 18,000 18,000 18,000 Computer Software and Supplies 1,156,100 1,156,100 1,100,600 Security System Supplies 631,200 699,500 766,600 Gasoline and Oil 697,900 695,500 932,900 Compressed Natural Gas 1,600,000 1,500,000 1,600,000 Other Fuel 1.407,500 1,407,500 2.405,000 Tires and Tubes 100,000 140,000 125,000 Motive Equipment and Supplies 753,500 758,000 853,500 Communication Equipment and Supplies 569,700 528,000 2,336.400 Special Clothing and Supplies - Fire & Police 174,500 172,000 385,500 Paint and Painting Supplies 416,000 400,000 416,000 Construction Materials and Supplies 864,600 855,000 869,600 Electrical Supplies 1,108,300 1,110,000 1,389,300 Road and Runway Supplies 741,000 550,000 761,000 Janitorial Supplies 1.474,800 1,400,000 2,028,700 Laundry and Linen Supplies 265,700 225,000 254,100 Grounds Supplies 79,000 79,000 75,000 Mechanical Systems Supplies 1,974,300 1,828,700 2,128,900 Signage Materials and Supplies 105,000 105,000 105,000 Chemicals and Salt 3,572.400 3,060,000 5,170,500 Safety Equipment 191,900 150,000 197,300 Licenses, Tags and Certificates 40,300 25,000 40,600 Small Tools, Equipment and Furnishings 609,900 525,000 686,600 Material and Supplies 195,700 150,000 166,700 $ 3,251,600 6.5% -0.0% 2,190,600 59.3% (200,700)-2.2% 189,900 2.2% $ 5,431,400 7.6% $400 1.7% 7,800 4.8% 700 12.7% -0.0% (55,500)-4.8% 135,400 21.5% 235,000 33.7% -0.0% 997,500 70.9% 25,000 25.0% 100,000 13.3% 1,766.700 310.1% 211,000 120.9% -0.0% 5,000 0.6% 281,000 25.4% 20,000 2.7% 553,900 37.6% (11,600)-4.4% (4,000)-5.1% 154,600 7.8% -0.0% 1,598,100 44.7% 5,400 2.8% 300 0.7% 76.700 12.6% (29,000)-14.8% $ 6,074,400 32.1% Description FY24 Amended Budget FY24 Forecast FY 25 Requested Budget FY 24 Budget to FY 25 Budget Variance SALT LAKE CITY DEPARTMENT OF AIRPORTS COMPARISON OF FY 2024 BUDGETED AND FORECASTED EXPENSES TO FY 2025 BUDGETED EXPENSES 4 Total Other O eratin Ex enses $7,098,500 $7,311,700 $8,109,300 Services Auditing Fees $68,000 $65,000 $68,000 Legal Fees 450,000 350,000 450,000 Public Relations 836,000 725,000 820,000 Professional and Technical Services 4,320,200 4,000,000 4,615,700 Electrical Power 5,415,600 5,405,600 5,956,800 Natural Gas 854,500 1,500,000 967,800 Water 1,296,100 1,200,000 1,422,800 Telephone 95,400 62,500 96,500 Communications Maintenance Contracts 759,500 584,000 577,700 Office Equipment Maintenance Contracts 282,500 225,000 286,100 Communication Equipment Main!. Contracts 1,171,100 1,000,000 1,620,500 Motive Equipment Maintenance Contracts 80,000 95,000 Janitorial Service Maintenance Contracts 21,630,000 18,510,000 24,175,200 Building Maintenance Contracts 3,163,600 3,078,000 3,930,900 Ground Maintenance Contracts 61,000 55,000 61,000 Maintenance Contracts 2,569,600 2,649,600 2,634,600 Parking 19,386,600 16,733,100 19,649,300 Central Receiving & Distribution Center 2,500,000 2,546,300 2,700,000 Printing Charges 39,600 39,400 69,400 Educational Training 262,000 196,000 232,000 Waste Disposal 1,421,500 672,000 1,002,000 Passenger Boarding Bridge Main!. Contract 1,428,200 1,100,000 1,558,400 Baggage Handling System Main!. Contract 2,866,700 2,600,000 3,243,300 Other Contractual Payments 4,041,000 3,953,700 4,954,600 Total Services $74,998,700 $67,250,200 $81,187,600 Other Operating Expenses Equipment & Building Rental $404,200 $392,000 $404,200 Meals and Entertainment 35,400 40,000 53,500 Employee Meal Allowance 26,500 26,500 27,800 Memberships 348,400 315,000 364,900 Out-Of-Town Travel 758,500 700,000 844,700 Employee Costs 235,300 280,500 584,700 Bad Debts 30,000 30,000 30,000 Liability Insurance Premium 472,000 472,000 492,000 Property Insurance Premium 3,000,000 3,000,000 3,400,000 International Flight Incentive 357,000 700,000 474,000 Unemployment and Workers Compensation 260,000 210,000 260,000 Occupational Health Clinic Charges 11,000 11,900 11,000 Water Stock Assessments 21,100 21,100 23,100 Other Expenses 1,139,100 1,112,700 1,139,400 $-0.0% -0.0% (16,000)-1.9% 295,500 6.8% 541,200 10.0% 113,300 13.3% 126,700 9.8% 1,100 1.2% (181,800)-23.9% 3,600 1.3% 449,400 38.4% 15,000 18.8% 2,545,200 11.8% 767,300 24.3% -0.0% 65,000 2.5% 262,700 1.4% 200,000 8.0% 29,800 75.3% (30,000)-11.5% (419,500)-29.5% 130,200 9.1% 376,600 13.1% 913,600 22.6% $ 6,188,900 8.3% $-0.0% 18,100 51.1% 1,300 4.9% 16,500 4.7% 86,200 11.4% 349,400 148.5% -0.0% 20,000 4.2% 400,000 13.3% 117,000 32.8% -0.0% -0.0% 2,000 9.5% 300 0.0% $ 1,010,800 14.2% Description FY 24 Amended Budget FY24 Forecast FY 25 Requested Budget FY 24 Budget to FY 25 Budget Variance SALT LAKE CITY DEPARTMENT OF AIRPORTS COMPARISON OF FY 2024 BUDGETED AND FORECASTED EXPENSES TO FY 2025 BUDGETED EXPENSES 5 Intergovernmental Charges Administrative Service Fees $1,729,000 $2,040,000 $2,142,000 $413,000 23.9% SLC Police Services 11,673,800 11,673,800 14,460,700 2,786,900 23.9% City Data Processing Services 2,650,000 3,150,000 3,570,000 920,000 34.7% Risk Management Premium 350,000 350,000 350,000 0.0% Aircraft Rescue and Fire Fighting 7,099,000 7,099,000 7,452,000 Total Inter overnmental Char es $23,501,800 $ 24,312,800 $27,974,700 353,000 5.0% $ 4,472,900 19.0% Total Operating Expenses $ 195,627,900 $ 184,855,800 $218,806,300 I $ 23,11s,4oo 11.8% Description FY 24 Amended Budget FY24 Forecast FY 25 Requested Budget FY 24 Budget to FY 25 Budget Variance SALT LAKE CITY DEPARTMENT OF AIRPORTS SUMMARY OF FEES PAID TO SALT LAKE CITY DEPARTMENTS FY 2024 FORECAST AND FY 2025 BUDGET REQUEST 6 188,900 $ 115,700 155,200 23,000 64,100 56,300 474,300 86,800 40,800 432,800 222,900 $ 136,500 183,100 27,100 75,600 66,400 559,600 102,400 48,100 510,800 234,000 143,300 192,300 28,500 79,400 69,700 587,600 107,500 50,500 536,300 FY 24 FY 24 FY 25 Description Amended Forecast Requested Budget Budi:iet Administrative Service Fees Accounting $ Payroll Purchasing Cash Management Budget and Policy Development City Recorder City Attorney City Council Mayor Human Resources Contracts 91,100 107,500 112,900 Total Administrative Service Fees $1,729,000 $2,040,000 $2,142,000 Police Services S.L.C. Police Department $ 11,673,800 $11,673,800 $14,460,700 Information Management System Services Data Processing Division $2,500,000 $ 3,000,000 $3,420,000 OneSolution Finance Software 150,000 150,000 150,000 Risk Management Administration Fees and Premiums $350,000 $350,000 $350,000 Aircraft Rescue Fire Fighting (ARFF) S.L.C. Fire Department $7,099,000 $7,099,000 $7,452,000 Total Fees $23,501,800 $24,312,800 $27,974,700 SALT LAKE CITY DEPARTMENT OF AIRPORTS PERSONNEL COST EXPENSE ANALYSIS FY 2024 FORECAST AND FY 2025 BUDGET REQUEST 7 FY24 (1)(2)(3)(4) Description Amended FY 24 FY 25 FY 25 FY 25 Budget Forecast Base Adjusted Requested Salaries & Benefits Salaries $49,727,300 $48,496,400 $50,007,600 $51,063,400 $52,978,900 Uniform & Tool Allowance 19,200 18,700 19,200 19,200 19,200 FICA/ MCR 3,691,100 3,405,700 5,614,400 5,735,100 5,881,700 State Retirement 8,996,500 8,348,500 8,296,400 8,474,800 8,795,800 Health Insurance 8,655,200 7,986,000 8,367,200 8,547,100 8,845,100 Totals $71,089,300 $68,255,300 $72,304,800 $73,839,600 $76,520,700 FY 24 Amended Budget -3.99%1.71%3.87%7.64% FY 24 Forecast 5.93%8.18%12.11% FY 25 Base 2.12%5.83% FY 25 Adjusted 3.63% Total FTE's 639.3 639.3 639.3 639.3 664.3 Notes/ Assumptions: (1)All FTEs have been funded for FY 24 and FY 25 (2)Base Budget includes salary and benefits costs for current year authorized employees (3)Adjusted Base includes an assumed 5.0% salary increase and a vacancy factor of (-5.0%). Insurance is forecasted to increase 6.5%. --- - Contracts Manager -Technology Finance Manager - Asst. Maintenance - Assistant Director,-Communication - Safety Mgt. System -Operatio,nnns Director - Salt Lake City Erin Mendenhall Salt Lake City Department of Salt Lake City Mayor Airports Advisory Board March 2024 1 1 l_ I I I I I I I I Bill WyattI'"Paul Nielson I I *Megan DePaulis I I •Allen Hatch I Executive Director Brett Christensen Kelly Odermott j Senior City Attorney j I Senior City Attorney j Human Resource I Partner I Executive Assistant Auditor IV L._. 1 L. 1 L I I I I I I co Patty M. Nelis Assistant Director Marketing Bruce Arnold Vacant Natalie Warner Heidi Harward Joel R. Nelson Byron D. Gray Shaun Anderson Asst. Maintenance Robert S. Bailey Senior Employee Safety,Asst. Operations Property Manager Superintendent t-Controller Director - Facility Director, Design & - Communication & t- Engagement and - Dir·ectorectorector Technical Systems Maintenance Project Mgt.Marketing Manager Training Programs Lan,dsiide & Manager Ter-miinals Nathan Dean Warner Dave Korzep Mendenhall --A. Cole Hobbs lnfonmation -Lorin Rollins Dusty Bills Vacant Alison Smith Sumire Spurlock As.siiistttannnttt Information Systems Manager Manager Director - Airfield Project Delivery Manager Manager Security & Control Sean Nelson Brad E. Wolfe Mike Rogers Greg Arslanian Vacant Mat1 Brown -Airport Planning Commercial -Manager Manager lnfonmation Lorilynn Crisp _ Asst. Maintenance Assistant Director,As.sistant Technology Finance Manager Director- Electrical Construction -Operaticins Director Support Manager Support Management A rfield Kevin Staples Nate Lavin Nick Mesker r-·- II •stefh, Airport Air Service &Asst. Maintenance Sue Humphreys n Bennett· -Environmental Business -Director---Pro)jj1ect Controls Police Captain Ij Airport Bureau I Program Manager *Salt Lake City Corporation employees assigned to the Airport Technology I I r-·--·--·, 1 •Kelly Carter Rescue& Firefighting I Battalion Chief L I Manager/AnalystDevelopment Manager Department of Airports - L..i Geographic - Brady Fredrickson Director Planning & Environmental Shane Andreasen Director Real Estate & Commercial Development Edwin M. Cherry Director Information Technology Brian Butler Eddie R. Clayson Chief Financial Director Officer Maintenance Melyssa Trnavskis Director Design & Construction Mgt. Nancy Volmer Peter L. Higgins Director Chief Operating Communication &Officer Treber A,nnndddeeerrrssseeennn Dire,ctor Ope·rraattiions I I I I I I SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST 9 Division FY 24 FTE FY 25 FTE Executive Director's Office 4.50 3.00 Real Estate & Commercial Development 15.00 17.00 Finance & Accounting 15.50 16.50 Information Technology 41.00 43.00 Maintenance 314.50 325.50 Planning & Environmental 15.00 16.00 Design & Construction Management 28.00 29.50 Operations 201.80 209.80 Communication & Marketing 4.00 4.00 Total Positions - Department of Airports 639.30 664.30 Position Title FY 24 FTE FY 25 FTE STAFFING - EXECUTIVE DIRECTOR'S OFFICE DIVISION Executive Director's Office Executive Director 1.00 1.00 Executive Assistant 1.00 1.00 Airport Construction Project Coordinator 1.00 1.00 Director ORAT 1.00 0.00 ORAT Specialist 0.50 0.00 Total Positions - Executive Director's Office 4.50 3.00 STAFFING - REAL ESTATE & COMMERCIAL DEVELOPMENT DIVISION Administration Director of Real Estate & Commercial Development 1.00 1.00 Opertional Readiness & Airport Transfer (ORAT) Manager 0.00 1.00 Air Service & Business Development Manager 1.00 1.00 Air Service Development Manager 0.00 1.00 Special Projects Assistant 1.00 1.00 Commercial Services Commercial Manager 1.00 1.00 Commercial Program Coordinator 1.00 1.00 Contracts & Procurement Contract & Procurement Manager 1.00 1.00 Airport Contract Specialist I / II 3.00 3.00 Airport Property Specialist I / II 2.00 2.00 Property & Real Estate Property & Real Estate Manager 1.00 1.00 Airport Risk Manager 1.00 1.00 Airport Tenant Relations Coordinator 1.00 1.00 Airport Property Specialist I / II 1.00 1.00 Total Positions - Real Estate & Commercial Development 15.00 17.00 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 10 STAFFING - FINANCE & ACCOUNTING DIVISION Administration Chief Financial Officer/ Director of Finance & Accounting 1.00 1.00 Construction Accounting & Funding Construction Finance Manager 1.00 1.00 Financial Analyst Ill/ IV 2.00 1.00 Accountant II / Ill 1.00 3.00 General Accounting & Financial Reporting Controller 1.00 1.00 Accountant I / II / Ill 3.00 3.00 Airport Revenues & Statistics Airport Finance Manager 1.00 1.00 Financial Analyst Ill/ IV 1.00 1.00 Accountant I/ II/ Ill 2.00 2.00 Part-time/Accounting Intern 0.50 0.50 Internal Audit Auditor II/ Ill/ IV 2.00 2.00 Total Positions - Finance & Accounting 15.50 16.50 STAFFING - INFORMATION TECHNOLOGY DIVISION Information Systems Director of Information Technology 1.00 1.00 Cybersecurity Engineer Manager 1.00 1.00 Information Technology Manager 1.00 1.00 Cybersecurity Engineer I 1.00 1.00 Senior Software Engineer 1.00 1.00 Network Engineering Team Manager 1.00 1.00 Network System Engineer I/ II/ Ill 4.00 6.00 Software Support Admin II 1.00 1.00 Network Support Administrator I / II /III 6.00 4.00 Technical Systems Airport Special Systems Manager 1.00 1.00 Information Tech Support Manager 3.00 4.00 Network Support Administrator I/ II/ Ill 12.00 15.00 Technical Systems Analyst I/ II/ Ill/ IV 4.00 2.00 Telecommunications Network Support Team Manager 1.00 1.00 Network Support Administrator Ill 2.00 3.00 Network Systems Engineer II 1.00 0.00 Total Positions - Information Technology 41.00 43.00 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 11 STAFFING - MAINTENANCE DIVISION Maintenance Administration Director of Airport Maintenance 1.00 1.00 Assistant Maintenance Director 4.00 5.00 Airport Maintenance Manager 1.00 1.00 Airport Energy Manager 1.00 0.00 Management Analyst 1.00 1.00 Airport Procurement Specialist 1.00 1.00 Office Facilitator I/ II 1.00 0.00 Intern 0.50 0.50 Fleet Maintenance Airport Fleet Manager 1.00 1.00 Airport Fleet/Warehouse Operations Manager 1.00 1.00 Fleet Management Service Supervisor 5.00 5.00 Facilities Maintenance Coordinator 1.00 1.00 Senior Fleet Mechanic 6.00 6.00 Fleet Body Repair & Painter 1.00 1.00 Fleet Mechanic 20.00 20.00 Fleet Services Worker 1.00 1.00 Airfield & Grounds Maintenance Airport Maintenance Ops Support Manager 1.00 1.00 Senior Airport Grounds Supervisor 4.00 4.00 Facilities Support Coordinator 2.00 2.00 Airfield Maintenance Supervisor 10.00 10.00 Airfield Maintenance Supervisor - Trainer 0.00 2.00 Airfield Maintenance Specialist I / II / Ill 90.00 87.00 Senior Florist 0.00 1.00 Structural Maintenance Airport Facilities Asset Manager 1.00 1.00 Senior Facilities Maintenance Supervisor 1.00 1.00 Facilities Support Coordinator 0.00 0.00 Facilities Maintenance Supervisor 2.00 2.00 Airport Signs Graphic Design Supervisor 1.00 1.00 Airport Lead Sign Technician 3.00 4.00 General Maintenance Worker Ill 4.00 20.00 Carpenter II 8.00 0.00 Painter II 6.00 0.00 Electrical Support Airport Maintenance Manager 1.00 2.00 Energy/Utilities Management Coordinator 0.00 1.00 Airfield Electrical Supervisor 5.00 5.00 Facility Maintenance Supervisor 1.00 1.00 Airport Lighting & Sign Technician 3.00 3.00 Airfield Maintenance Electrician 21.00 22.00 Airport Maintenance Electrician I/ II/ Ill 4.00 2.00 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 12 STAFFING - MAINTENANCE DIVISION - continued South Valley Regional Airport Airfield Maintenance Supervisor 1.00 1.00 Airport Grounds/Pavement Supervisor 1.00 1.00 Preventative Maintenance Airport Facilities Assets Manager 1.00 1.00 Warranty Commissioning Manager 1.00 1.00 Senior Facilities Maintenance Supervisor 0.00 0.00 Facilities Maintenance Coordinator Supervisor 3.00 3.00 Facility Maintenance Supervisor 1.00 1.00 Facility Maintenance Coordinator 25.00 28.00 HVAC Specialist 1.00 1.00 HVAC Technician II 11.00 11.00 General Maintenance Worker Ill 2.00 2.00 Janitorial Contracts Maintenance Aviation Services Manager 2.00 2.00 Aviaiton Services Technical Systems Administrator 1.00 1.00 Facilities Contract Compliance Specialist 6.00 6.00 Glycol Treatment Facility Airport Maintenance Manager 1.00 1.00 Facilities Maintenance Coordinator 6.00 8.00 Electronics Security Hardware Aviation Maintenance Manager 1.00 1.00 Technical Systems Manager 1.00 3.00 Computer Maintenance Management Systems Administrator 4.00 5.00 Senior Facilities Maintenance Supervisor 3.00 1.00 Electronic Security Technician 14.00 15.00 Facilities/ Airlines Services Aviation Services Manager 1.00 1.00 Aviaiton Services Technical Systems Administrator 2.00 3.00 Facilities Maintenance Coordinator 1.00 0.00 Warranty Commissioning Facilities Maintenance Warranty Comm Manager 1.00 2.00 Civil Maintenance Warranty 1.00 1.00 Tech Systems Analyst IV 1.00 0.00 Facilities Support Coordinator 1.00 1.00 Warehouse Warehouse Supervisor 1.00 1.00 Senior Warehouse Operator 5.00 6.00 Total Positions - Maintenance 314.50 325.50 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 13 STAFFING - PLANNING AND ENVIRONMENTAL SERVICES DIVISION Planning Services Director of Airport Planning & Capital Programming 1.00 1.00 Assist Planning, Envrionmental & Capital Programming Director 1.00 1.00 Airport Planning & DBE Manager 1.00 1.00 Airport Senior Planner 0.00 1.00 Airport Principal Planner 2.00 2.00 Office Facilitator I/ II 1.00 1.00 Environmental Services Airport Environmental Program Manager 1.00 1.00 Airport Senior Environmental & Sustainability Coordinator 1.00 1.00 Airport Environmental & Sustainability Coordinator 1.00 1.00 Environmental Specialist I / II 1.00 1.00 DBE Services Airport Planning & DBE Manager 1.00 1.00 Airport Planning & DBE Programs Coordinator 1.00 1.00 G_eographic Information System (GIS) Services GIS Manager 1.00 1.00 Airport Senior Planner 1.00 0.00 GIS Program Analyst 1.00 2.00 Total Positions - Planning and Environmental 15.00 16.00 STAFFING - DESIGN & CONSTRUCTION MANAGEMENT DIVISION Administration Director of Design & Construction Management 1.00 1.00 Airport Tenant Development Manager 0.00 1.00 Management Analyst 1.00 1.00 Project Coordinator II/ Ill 2.00 2.00 Office Facilitator 1.00 1.00 Intern 0.00 0.50 Design & Project Management Assistant Director of Design & Construction Management 0.00 1.00 Engineer VII 2.00 2.00 Engineer VI 2.00 1.00 EngineerV 1.00 0.00 Engineering Technician VI 2.00 2.00 Senior Engineer Project Manager 1.00 0.00 Airport Architect 1.00 1.00 Airport Senior Architectural Manager 1.00 0.00 Senior Architect 1.00 2.00 Architectural Associate IV 1.00 1.00 Contruction Management Assistant Director of Construction Management 0.00 1.00 Airport Construction Manager 3.00 3.00 Engineering Technician V / VI 3.00 2.00 Airport Field Technician 1.00 1.00 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 14 STAFFING - DESIGN & CONSTRUCTION MANAGEMENT DIVISION -continued Project Delivery Assistant Director of Project Delivery 0.00 1.00 Engineering Construction Program Manager 1.00 1.00 Airport Surveyor 1.00 1.00 Engineering Technician IV/ V 1.00 2.00 Engineering Records Program Specialist 1.00 1.00 Total Positions - Design & Construction Management 28.00 29.50 STAFFING -OPERATIONS DIVISION Administration Chief Operating Officer 1.00 1.00 Director of Airport Operations 1.00 1.00 Assistant Operations Director 3.00 4.00 Airport Operations Mgr - Safety Program 1.00 0.00 Airport Operations Management Analyst 1.00 1.00 Office Facilitafor II 1.00 1.00 Operations Intern 1.00 1.00 Airfield Operations Airport Operations Manager -Airfield 14.00 14.00 Airport Operations Specialist - Airfield 22.00 22.00 South Valley Regional Airport FBO Airport Operations Manager - Airfield/FBO 1.00 1.00 Airport Operations Agent - FBO 6.00 7.00 Airport Operations Customer Service Representative 1.00 1.00 Airport Operations Technician 2.50 1.50 Landside / Terminal Operations Airport Operations Parking Manager 1.00 1.00 Airport Operations Manager - Terminal/Landside 0.00 4.00 Airport Operations Manager - Terminals 2.00 0.00 Airport Operations Manager - Landside 1.00 0.00 Airport Operations Supervisor - Terminal/Landside 11.00 12.00 Airport Ops Specialist - Terminals/Landside I / II / Ill 77.00 77.00 Access Control Airport Operations Manager - Access Control 1.00 1.00 Airport Operations Supervisor - Access Control 1.00 1.00 Airport Operations Access Control Coordinator 2.00 2.00 Airport Operations Security Specialist 2.00 2.00 Access Control Specialist 9.00 10.00 Control Center Airport Operations Manager - Communications 1.00 1.00 Airport Operations Supervisor - Communications 5.00 6.00 Airport Operations Training Supervisor - Communications 1.00 1.00 Airport Operations Communications Coordinator I/ II 12.00 12.00 Airport Operations Lead Coordinator 4.00 4.00 Regular Part-Time/Paging Operator 0.30 0.30 SALT LAKE CITY DEPARTMENT OF AIRPORTS STAFFING DOCUMENT FY 2024 BUDGET AND FY 2025 BUDGET REQUEST FY 24 FTE FY 25 FTEPosition Title 15 STAFFING - OPERATIONS DIVISION - continued Safety Program Airport Safety, Engagement & Training Senior Manager 0.00 2.00 Airport Safety, Engagement & Training Manager 0.00 5.00 Airport Training Program Manager 4.00 0.00 Safety Management Systems (SMS) Program Manager 1.00 0.00 Airport Safety Coordinator 0.00 1.00 Airport Employment Services Coordinator 1.00 1.00 Ground Transportation Airport Operations Manager - Ground Transportation 1.00 1.00 Airport Operations Supervisor - Terminal/Landside 1.00 1.00 Airport Operations Specialist - Commercial Vehicle Inspector 4.00 4.00 Airport Volunteer Program Airport Operations Manager - Customer Service 1.00 1.00 Airport Customer Service Supervisor 1.00 1.00 Airport Customer Service Representative 1.00 2.00 Administrative Secretary I 1.00 1.00 Total Positions - Operations 201.80 209.80 STAFFING -COMMUNICATION & MARKETING DIVISION Communication & Markerting Director of Communication & Marketing 1.00 1.00 Air Service Development Manager 1.00 0.00 Airport Communication Manager 1.00 2.00 Airport Communication Coordinator 1.00 1.00 Total Positions - Communication & Marketing 4.00 4.00 SALT LAKE CITY DEPARTMENT OF AIRPORTS FY 2025 TRAVEL BUDGET 16 Description Sponsoring Agency # Attendants FY25 Requested Executive Director and Staff AAAE Annual Aviation Issues Conference AAAE $6,000 AAAE Annual Conference AAAE 4,000 ACI-NA Airports @ Work Conference ACI-NA 4,000 ACI-NA Annual Conference ACI-NA 3,000 ACI-NA Winter Board Meeting & CEO Forum ACI-NA 4,000 IAAP Annual Conference IAAP 4,000 Miscellaneous Bond Travel N/A 6,500 Miscellaneous Travel (ARP, Delta, etc.)N/A 5,000 Passenger Terminal Expo & Conference PTE 7,000 Washington Legislative Conference AAAE / ACI-NA 4,000 Sub-Total $47,500 Design & Construction Management ACRP Airport Conference ACRP 1 $3,600 Airport Planning Design & Construction Symposium AAAE/ACC 6 21,000 Board of Examiners Retreat (2 trips)AAAE 1 1,000 F. Russell Hoyt National Airports Conference AAAE 1 3,500 NW Chapter AAAE Conference AAAE 4 10,000 NW Mountain Region Airports Conference FAA 2 6,400 Sustainability through Technology Conference ISIC 1 2,400 TRB Annual Meeting ACRP 1 3,600 UAPMO Conference UAPMO 3 3,900 Utah Chapter IAEI Annual Meeting IAEI 2 1,600 Sub-Total $57,000 Real Estate & Commercial Development AAAE Annual Conference & Expo AAAE 1 $3,000 AAAE Rental Car Industry & Airports Workshop AAAE 2 6,000 ACI-NA Air Cargo Conference ACI-NA 1 3,000 ACI-NA Annual Conference ACI-NA 1 3,000 ACI-NA Business of Airports Conference ACI-NA 1 3,000 ACI-NA Chief Revenue Officer Forum/ Steering Group Meeting ACI-NA 1 3,000 ACI-NA Risk Management Conference ACI-NA 1 3,000 Airline HQ Meetings N/A 1 11,000 Airport Experience News Annual Conference AXN 3 9,000 IRWA Annual Conference IRWA 1 3,000 JumpStart Annual Conference ACI-NA 1 3,000 Mead & Hunt Conference Mead & Hunt 1 2,000 Misc. Travel (ARP Workshops, Bond/Financing, etc.)N/A 1 12,000 Routes Americas Routes 1 5,000 Routes World Routes 1 10,000 Sales Mission to Mexico/ Airline HQ Meetings Visit Salt Lake 1 5,000 Sales Mission to South Korea/Japan UT Office of Tourism 1 7,000 Western Regional Airport Property Managers Conference WRAPM 5 15,000 Sub-Total $ 106,000 Communication & Marketing Arts in The Airport Conference AAAE 1 $3,500 Marcom Conference ACI-NA 2 4,000 NTSB Crisis Training NTSB 6,000 Public Information Officer Annual Conference UT PIO Assoc 3,000 Utah Tourism Annual Conference UT Tourism Industry Assoc 1,500 Sub-Total $18,000 SALT LAKE CITY DEPARTMENT OF AIRPORTS FY 2025 TRAVEL BUDGET 17 Description Sponsoring Agency # Attendants FY25 Requested Finance & Accounting AAAE Annual Aviation Issues Conference AAAE 1 $6,000 AAAE CIP Workshop AAAE 2 6,000 AAAE Finance and Admin Conference AAAE 1 3,000 AAAE PFC Rates & Charges Workshop AAAE 2 6,000 ACI-NA Annual Conference ACI-NA 1 3,000 ACI-NA Business of Airports Conference ACI-NA 3 9,000 ACI-NA CFO Summit ACI-NA 2 6,000 ACI-NA Finance Steering Group ACI-NA 1 3,000 Association of Internal Auditors Annual Conference AAIA 2 6,000 GFOA Annual Conference GFOA 1 3,000 JP Morgan Aviation & Transportation Conference JP Morgan 1 2,500 Miscellaneous Bond / ARP Travel N/A 1 2,000 Rating agency update NIA 1 2,500 UGFOA Annual Conference UGFOA 2 3,500 Sub-Total $61,500 Information Technology ACI Annual Conference ACI-NA 1 $2,000 Annual end users meeting of Honeywell security systems users Honeywell 2 3,000 Association of Public Safety Communications & Motorola Trunk Users Group APCO/MTUG 1 2,800 BICSI Conference & Exhibition BICSI 1 3,000 Factory Certification - Desiga Siemens 1 3,000 Global Security Exchange GSX 1 1,500 HP / Aruba Conference HP 1 4,500 IED Factory Training IED 2 3,000 International Security Conference & Exposition ISC West 3 2,300 Technical training/ Conference Cisco 1 4,200 Unifier or Maximo Conference Unifier/Maximo 1 2,000 Sub-Total $31,300 Planning and Environmental ACI-NA Airports at Work Conference ACI-NA 1 $3,000 ACI-NA Business Diversity Conference ACI-NA 1 3,000 APA National Planning Conference APA 1 3,000 Airport Business Diversity Conference AMAC 1 3,000 Airport Concessions Conference ACCA 1 3,000 Airport Planning Design & Construction Symposium AAAE/ACC 3 9,000 Airports Going Green Conference AAAE 1 3,000 ESRI User Conference ESRI 1 3,000 Environmental Conference / Workshops TBD 1 3,000 LCP Tracker Training B2Gnow 1 3,000 Miscellaneous Environmental or DBE Conference TBD 1 3,000 Miscellaneous Environmental or Sustainability Conference TBD 1 3,000 Miscellaneous Travel N/A 1 9,000 NWAAAE Annual Conference NWAAAE 1 3,000 National Civil Rights Training Conference FAA 1 3,000 NW Mountain Region Airports Conference FAA 3 9,000 PFAS Conference NIHS 1 3,000 Utah Airport Operators Association Fall Conference UAOA 1 1,000 Utah Airport Operators Association Spring Conference UAOA 1 1,000 Utah Geographic Information Council Conference UGIC 2 3,000 Sub-Total $74,000 SALT LAKE CITY DEPARTMENT OF AIRPORTS FY 2025 TRAVEL BUDGET 18 Description Sponsoring Agency # Attendants FY25 Requested Legal ACI-NA Annual Conference ACI-NA 2 $7,000 AAAE Airport Law Workshop AAAE 1 7,000 ACI-NA Legal Affairs Spring Conference ACI-NA 2 7,000 Sub-Total $21,000 Operations AAAE Annual Conference and Exposition AAAE 3 $8,800 ACI-NA Annual Conference ACI-NA 1 2,600 ACI-NA Fall Public Safety & Security Conference ACI-NA 2 6,200 Aircraft Familiarization Workshop ARFFWG 3 7,300 Airfield Marking Symposium Sightline 1 2,600 Airport Customer Experience Symposium AAAE / ACI-NA 4 10,400 Airport Emergency Managers Symposium AAAE 1 2,100 Airport Facilities Management Conference NWAAAE / AAAE 2 5,200 Airport Ground Transportation Association Annual Conference AGTA 1 2,600 Airports @ Work Conference ACI-NA 1 3,100 American Society of Safety Professionals ASSP 2 4,200 ARFF Chiefs and Leadership School AAAE / ARFFWG 3 7,300 ARFF Working Group Annual Conference ARFFWG 3 7,300 Aviation Issues Conference AAAE 1 3,100 Bird Strike Committee Meeting AAAE 1 2,600 Bureau of Criminal Identification Annual Training BCI 2 2,100 Cornerstone Convergence Conference Cornerstone 1 3,100 F Russell Hoyt National Airports Conference AAAE 2 5,200 Honeywell Connect Annual Conference Honeywell 1 2,600 Hub Airports Winter Operations & Deicing Conference NEAAAE/AAAE 2 4,200 International Association of Administrative Professionals Summit IAAP 1 3,500 International Parking Institute Annual Conference IPI 1 2,600 Initial and Recurrent ARFF Training DFWFTRC 39 112,000 National ADA Symposium ADA National Network 1 2,600 National Civil Rights Training Conference for Airports FAA 1 2,100 National Emergency Number Association Annual Conference NENA 1 3,100 National Parking Association Annual Conference NPA 2 4,200 National Safety Council Congress & Expo NSC 2 5,200 NW Mountain Region Airports Conference FAA 1 2,600 NWAAAE Annual Conference NWAAAE 3 6,300 Open Doors Annual Conference Open Doors 1 2,100 Operations and Technical Affairs Committee Meeting ACI 1 2,600 Parking and Landside Management Workshop AAAE 3 6,300 Peer Reviews NIA 6 9,100 Runway Safety Summit AAAE 1 3,100 Safety Management Systems Conference AAAE 2 4,200 Snow Symposium NEAAAE 1 3,100 Taxi, Limo, Paratransport Association Annual Conference TLPA 1 3,100 Unmanned Aircraft Systems Integration Conference AAAE 1 2,100 Utah Airport Operators Association Fall Conference UAOA 4 4,100 Utah Airport Operators Association Spring Conference UAOA 4 4,100 Utah Aeronautics Conference UT St Div of Aeronautics 4 4,100 Utah Weed Control Association Annual Meeting UWCA 2 2,100 Versaterm Annual Conference Versatern 1 2,100 Sub-Total $ 289,000 SALT LAKE CITY DEPARTMENT OF AIRPORTS FY 2025 TRAVEL BUDGET 19 Description Sponsoring Agency # Attendants FY25 Requested Maintenance AAAE Annual Conference AAAE 1 $3,000 AAAE International Aviation Snow Symposium AAAE 3 5,000 AAAE Large Hub Winter Operations Conference AAAE 2 4,000 ACI-NA Airports @ Work ACI-NA 1 2,500 ACI-NA Annual Conference ACI-NA 1 2,500 ACI-NA Knowledge Transfer Day ACI-NA 4 5,000 ACI-NA Security Tech Conference ACI-NA 1 4,000 ADB Safegate/Electric West Training ADB 2 6,000 Airfield & Facilities Management Conference (AFMC)AAAE 2 4,500 Airport Planning Design & Construction Symposium AAAE/ACC 1 2,000 Clean Fuel/ Charging/ Electric Vehicle Conference TBD 1 3,000 Deice Conference TBD 1 2,000 DormaKABA Factory Training/Certification DormaKABA 2 4,000 Electric Bus Mid-build/ Final Build Inspections TBD 2 2,500 F Russell Hoyt National Airports Conference AAAE 1 2,500 FAA Informational Conferences FAA 1 2,500 IES ALC Aviation Lighting Committee Technology Meeting IES ALC 3 9,000 IFMA Spring Symposium IFMA 2 4,000 IFMA World Workplace IFMA 2 6,000 International Security Conference & Exposition ISCWest 3 4,500 ISSA lnterclean Conference ISSA 2 5,000 MAXIMO Users Group MAXIMO 2 4,200 MAXIMO World 2024 Conference MAXIMO 3 13,700 Miscellaneous Day Trips/ Inspections TBD 3 5,000 NW Chapter AAAE Annual Conference NWAAAE 1 3,000 National Facilities Management Conference NFMT 4 8,000 Sightline Pavement Marking Symposium Sightline 2 3,000 Skyposium 2024 Conference Skyposium 4 9,000 UAOA Fall Conference UAOA 5 5,000 UAOA Spring Conference UAOA 5 5,000 Sub-Total $ 139,400 Salt Lake City Department of Airport Totals $ 844,700 SALT LAKE CITY DEPARTMENT OF AIRPORTS 20 Funds Available as of 7/1/23 Unrestricted Funds Total Funds Available as of 7/1/23 $567,979,400 Sources of Funds SOURCES AND USES OF FUNDS FOR FISCAL YEARS ENDED JUNE 30, 2024 AND 2025 Net Increase to Reserves from Operations 26,749,500 Grants and Other Funds for Capital Projects 45,870,000 72,619,500 Uses of Funds Capital Projects 39,206,400 Capital Equipment 12,107,800 51,314,200 Estimated Funds Available as of 7/1/24 $589,284,700 Sources of Funds Net Decrease to Reserves from Operations $78,703,200 Grants and Other Funds for Capital Projects 97,515,600 Customer Facility Charges 248,000 176,466,800 Uses of Funds Capital Projects 148,477,400 Capital Equipment 19,000,600 167,478,000 Estimated Funds Available as of 7/1/25 $598,273,500 SALT LAKE DEPARMENT OF AIRPORTS CAPITAL EQUIPMENT FY 2025 BUDGET N Description N=New R= Replace Qty FY24 Airport Funds Grants Airfield Terminals Location Landside Roads & Grounds Other Fleet Equipment Air Blower Air Handler Backhoe Boschung Jetbroom Combination HydroNacuum excavator & Sewer Truck 12' Combination Spreader 18' Combination Spreader Electric Sweeper Equipment Transport Trailer Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning Ford F-150 Lightning w/Lighting Package Ford F-150 Responder Ford F-350 Utility Bed Ford Ranger 4 DR with Ladder Rack and bed cover GILLIG 40 Foot Electric Shuttle Bus Henke/Wausau Wing Plows, Left & Right International 5 Axle Dump Truck International 5th Wheel AWD Runway Truck International 5th Wheel AWD Runway Truck International MV Flatbed John Deere 20' Rotary Mower MB Paint Striper MB Ramp Plow MB Runway Broom for Runway Truck Mid-sized Loader Police Interceptor Utility Police Interceptor Utility Police Interceptor Utility Police Interceptor Utility Police Patrol Vehicles Ride-on Electric Floor Scrubbers Roll-off Dumpsters Runway Closure Marker Runway Closure Markers Runway Snow Blower Trailer Mounted Pressure Washer w/ Diesel Heater TYMCO Street Sweeper R R N N R R R N N N R R R R R R R N N R R N N N R R N R R R R N N R R R R N N N R N R N R 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 1 1 1 1 1 1 1 1 1 2 1 1 1 1 4 2 4 1 1 1 1 1 $675,000 75,000 150,000 1,150,000 650,000 50,000 80,000 65,000 105,000 60,000 65,000 65,000 65,000 65,000 60,000 60,000 60,000 60,000 65,000 55,000 65,000 50,000 7,200,000 40,000 275,000 265,000 300,000 100,000 40,000 800,000 60,000 650,000 700,000 55,000 55,000 55,000 55,000 251,600 200,000 40,000 25,000 25,000 1,100,000 35,000 275,000 $675,000 75,000 150,000 1,150,000 650,000 50,000 80,000 65,000 105,000 15,000 20,000 20,000 20,000 20,000 15,000 15,000 15,000 15,000 20,000 55,000 65,000 50,000 2,250,000 40,000 275,000 265,000 300,000 100,000 40,000 800,000 60,000 650,000 700,000 55,000 55,000 55,000 55,000 251,600 200,000 40,000 25,000 25,000 1,100,000 35,000 275,000 - ---- - - -- 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 - - - 4,950,000 - - -- - - --- - ---- - - ---- -- $540,000 75,000 90,000 1,150,000 65,000 - 40,000 - 63,000 - 14,000 14,000 14,000 14,000 - 1,500 3,000 - 4,000 - 13,000 5,000- - 55,000 265,000 300,000 70,000 40,000 640,000 60,000 650,000 420,000 5,500 5,500 5,500 5,500 25,160 - 16,000 25,000 25,000 1,100,000- 55,000 $- - - - 65,000- - 65,000 - -- - - - - 7,500 4,500 - 4,000 16,500 19,500 10,000- -- - ---- - -- 5,500 5,500 5,500 5,500 25,160 200,000 4,000--- 22,750- $- - 15,000- 130,000---- - 2,000 2,000 2,000 2,000 - 1,500 1,500 - - 11,000 6,500 - 2,250,000 24,000 - - - 10,000--- - 70,000-- - - - - - ---- 55,000 $135,000 - 45,000 - 130,000 50,000 24,000 - 31,500 ---- - - - - - - 11,000 - -- 16,000 110,000- - 20,000 - 160,000- - 210,000 11,000 11,000 11,000 11,000 50,320- 8,000--- - 55,000 $- -- - 260,000 - 16,000- 10,500 15,000 4,000 4,000 4,000 4,000 15,000 4,500 6,000 15,000 12,000 16,500 26,000 35,000- - 110,000 -- - -- - - 33,000 33,000 33,000 33,000 150,960 - 12,000 - - - 12,250 110,000 SALT LAKE DEPARMENT OF AIRPORTS CAPITAL EQUIPMENT FY 2025 BUDGET N= New Descri_!l_tion R=Replace O!r FY24 irport Funds Grants Airfield Terminals Location Landside Roads & Grounds Other "' !Total Capital Equipment $ 19,000,625 $ 13,600,625 $ 5,400,000 U $6,420,985 $1,371,610 $3,359,175 $1,242,120 $1,206,735 Fleet Equipment Continued $40,000 40,000 65,000 65,000 $40,000 40,000 65,000 65,000 - -- - $- 8,000 19,500 65,000 $- - - - $-- 13,000 - $40,000 20,000 13,000 - $- 12,000 19,500 - Wausau 5.4 Street Smart Snow plow R 1 Wausau 5.4 Street Smart Snow plow R 1 Wausau BMP2450 Runway Plow R 1 Wausau BMP2450 Runway Plow N 1 Total Fleet Equipment $ 16,606,600 $ 11,206,600 $ 5,400,000 $5,966,160 $465,910 $2,595,500 $1,172,820 $1,006,210 Other Equipment $1,588,500 600,000 100,000 34,000 29,500 42,025 $1,588,500 600,000 100,000 34,000 29,500 42,025 ----- - $317,700 120,000 - 6,800 10,325 - $635,400 120,000 100,000 6,800 1.475 42,025 $635,400 120,000- 6,800 1.475 - $-60,000- 3,400 5,900 - $- 180,000- 10,200 10,325 - 96TB recorders R 25 City wide radio consoles R 8 Explosive Detection Equipment (Hand Held)N 4 Handheld real time analyzer N 1 Trimble RS GPS Receiver w/Controller R 1 Zoll Monitor/Defibrillator & accessories N 1 Total Other Equipment $2,394,025 $2,394,025 $-$454,825 $905,700 $763,675 $69,300 $200,525 SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT PROGRAM FY 2025 BUDGET Anticipated FundinJ-L wN 'J lA Cost Center I Project Title Estimated Completion Estimated Cost at Date Completion AIP Federal Grants PFC Paygo CFC GARBS Other Grants Airport I Tenant TotalFunds Airfield 24 Fed Ex Util es and Road Jun-25 3,935,000 3,935,000 3,935,000 25 Decommission Runway 14132 & Taxiway Improvements (Design Only)Oct-25 3,605,000 2,703,750 901,250 3,605,000 2s Taxiway U & V Proper Design Jun-25 4,725,000 4,725,000 4,725,000 27 Taxiway U & V Proper Construction Dec-28 102,320,400 76,278,600 26,041,800 102,320,400 28 Taxiway G from E to North of Delta Ramp (Design Only)Oct-25 4,000,000 3,000,000 1,000,000 4,000,000 29 Taxiway H1 & End Runway 16U34R Repair (Design Only)Sep-25 4,939,000 3,000,000 1,939,000 4,939,000 30 Taxiway F Reconstruction (F1-F2)Oct-25 9,524,000 5,698,500 3,825,500 9,524,000 31 Runway 16U34R & Taxiway Complex Ext Environment Assessment Sep-25 1,500,000 1,500,000 1,500,000 Subtotal Airfield $134,548,400 $ 90,680,850 $$$$$43,867,550 $ 134,548,400 Auxiliary Airports 32 SVRA Randon Aviation Taxilane & Infrastructure 33 SVRA - Pavement Preservation & ApronExpansion Oct-25 760,000 Oct-25 1,000,000 900,000 760,000 100,000 760,000 1,000,000 Subtotal Auxi/iarv Airoorts $1,760,000 $900,000 $$-$$$860,000.00 $1,760,000 Landside 34 Bus Plaza EV Stations Oct-25 1,162,000 534,750 627,250 1,162,000 35 Economy Lot Bus Lane Reconstruction Oct-25 3,067,000 3,067,000 3,067,000 36 Landside Pavement Management FY25 Oct-25 942,000 942,000 942,000 37 OTA Equipment Replacement Jan-25 248,000 248,000 248,000 38 Electric Vehicle Charging Stations - Phase 4 (FY25)Oct-25 1,549,000 1,549,000 1,549,000 Subtotal Landside $6,968,000 $534,750 $$248,000 $$$6,185,250 $6,968,000 Other Capital Improvements 39 GA Hangar Demo - Hughes & Upper Lim Oct-25 718,000 -718,000 718,000 40 GA Hangar Demo - Rows 6, 7, & 15 and Pavement Restoration Jun-25 1,223,000 1,223,000 1,223,000 41 State of Utah - Sky Harbour Roadway & Site Improvements Jun-25 3,260,000 3,260,000 3,260,000 Subtotal Other Caoilal lmorovements $5,201,000 $-$ $-$-$$5,201,000 $5,201,000 Grand Total Caoital lmorovement Program $148,477,400 $ 92,115,600 . $I $248,000 is -Is $56,113,800 $ 148,477,400 SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:FedEx Utilities and Roadway Project Description: 24 This project is for an access roadway and infrastructure improvements to allow for expansion of the north cargo apron for FedEx. Work includes design and construction of a 1,200-ft roadway including new underground utilities to future cargo facility improvements. Project Justification: In order for the FedEx cargo facility to expand in the north support area of the Airport campus, existing infrastructure and access needs to be developed to accommodate growth in expected air cargo traffic. This project will develop a site that will allow SLCDA to increase its air cargo handling capacity. Design Start Date Construction Start Date Project Completion Date July 2024 November 2024 June 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $3,087,000 $475,000 $62,000 $2,000 $309,000 $3,935,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $3,935,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Decommission R/W 14-32 & T/W Improvements Project Description: 25 This project will remove the asphalt pavement along Runway 14-32 south of Taxiway P and modify the existing taxiway connections at Taxiways J, M, P, and Q. Work includes removal of existing electrical, communication, and stormwater infrastructure. Soil preparation and seeding will also be completed for areas impacted by pavement removal and utility work. Electrical work includes removal of the existing runway visual NAVAIDs and modifications to the existing taxiway lighting and associated infrastructure. Work also includes updates to the Airfield Lighting Control and Monitoring System (ALCMS). Project Justification: This project will remove Runway 14-32 from the runway system as recommended by the SLCIA Master Plan to prevent runway incursions and address numerous non-standard geometry challenges. Project design is currently underway and options to repurpose existing pavement are being evaluated by the FM and SLCDA stakeholders. FAA CATEX required prior to construction/demolition. Design Start Date Construction Start Date Project Completion Date October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $3,053,000 $166,000 $61,000 $20,000 $305,000 $3,605,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $2,703,750 $901,250 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Taxiway U & V Proper Design Project Description: 26 This project is the second of two phases that includes constructing two new parallel Taxiways U and V to connect the west and center runway. The new taxiways will tie into a new structure constructed with Phase 1 of this project that will allow the taxiways to cross over 4000 West. Work includes site preparation, earthwork and excavation, concrete paving, new airfield lighting, drainage systems, utilities, and striping. Project Justification: The recently completed SLCIA master plan identified Taxiways U and Vas a new cross field taxiway system between the north cargo support area and existing concourses. Currently Taxiways E and Fare the only taxiway connections between Runways 16R/34L - 16U34R and the terminal area. The construction of Taxiways U and V will provide alternative taxi routes to improve aircraft circulation and overall airfield efficiency and safety, particularly during snow removal operations on Taxiways E and F. This project will provide an immediate benefit to flow of aircraft on the airfield as well as improving safety by reducing traffic in a very congested area on the airfield. With passenger numbers growing and the airlines expecting to increase operations at SLCIA, there is a need to expand the airfield capacity. Additionally, the new taxiway system will allow for future maintenance to occur on Taxiways E and F as well as provide an enabling project for a future Concourse C. Design Start Date Construction Start Date Project Completion Date July 2024 June 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion -$4,725,000 ---$4,725,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $4,725,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Taxiway U & V Proper Construction Project Description: 27 This project is the second of two phases that includes constructing two new parallel Taxiways U and V to connect the west and center runway. The new taxiways will tie into a new structure constructed with Phase 1 of this project that will allow the taxiways to cross over 4000 West. Work includes site preparation, earthwork and excavation, concrete paving, new airfield lighting, drainage systems, utilities, and striping. Project Justification: The recently completed SLCIA master plan identified Taxiways U and Vas a new cross field taxiway system between the north cargo support area and existing concourses. Currently Taxiways E and Fare the only taxiway connections between Runways 16R/34L - 16U34R and the terminal area. The construction of Taxiways U and V will provide alternative taxi routes to improve aircraft circulation and overall airfield efficiency and safety, particularly during snow removal operations on Taxiways E and F. This project will provide an immediate benefit to flow of aircraft on the airfield as well as improving safety by reducing traffic in a very congested area on the airfield. With passenger numbers growing and the airlines expecting to increase operations at SLCIA, there is a need to expand the airfield capacity. Additionally, the new taxiway system will allow for future maintenance to occur on Taxiways E and F as well as provide an enabling project for a future Concourse C. Design Start Date Construction Start Date Project Completion Date March 2026 October 2028 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $71,957,400 $21,895,000 $1,924,000 $100,000 $6,444,000 $102,320,400 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $76,278,600 $26,041,800 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Taxiway G from E to North of Delta Ramp Project Description: 28 This project is a continuing phase to maintain the Airport's infrastructure. The project is a continuation of rehabilitating the centerline panels on Taxiway G. The work will consist of replacing panels on Taxiway G between the Airport Redevelopment Program (ARP) pavement on the north side of Taxiway E to the last phase of work just north of the Delta ramp. Work will include demolition of existing concrete pavement and econocrete base, unclassified excavation of soft areas, placement of engineered fill, placement of new econocrete base course and portland cement concrete. Also included is pavement marking and reinstalling in-pavement centerline lights complete with new underground cabling and connectors. Project Justification: Taxiway G connects the north cargo area with the terminal area. It has a high volume of aircraft use and serves as a major taxi route for cargo aircraft as well as other aircraft during deicing operations. The taxiway concrete panels are showing signs of pavement distress including spalling, full depth slab cracking, and mild to moderate map cracking. This area has longitudinal cracks that have been filled along the panels, however the cracks are continuing to widen, becoming an ongoing maintenance concern. This project will make a significant contribution to safety and capacity by ensuring that the taxiway pavements integrity is preserved to minimize potential FOO. Design Start Date Construction Start Date Project Completion Date July 2024 April 2025 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $3,124,000 $450,000 $94,000 $20,000 $312,000 $4,000,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $3,000,000 $1,000,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Taxiway H1 & End Runway 16L / 34R Repair Project Description: 29 This project is a continuing phase to maintain the Airport's infrastructure. The project will consist of rehabilitating and/or replacing spalled concrete panels on Taxiway H1 and the concrete panels at the ends of Runway 16L-34R. Work will include diamond grinding, spall repair, and joint repair. This project may include select demolition and replacement of existing concrete panels including econocrete base course and new portland cement concrete placement. Project Justification: Runway 16L-34R is a critical component of our airfield. It serves as one of three runways for arriving and departing aircraft. The runway concrete panels and joints are showing signs of distress including surface spalling, full cracking, and corner breaking. This project will make a significant contribution to safety and capacity by ensuring that the runway pavement integrity is preserved while minimizing FOO. Design Start Date Construction Start Date Project Completion Date July 2024 April 2025 September 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $3,800,000 $663,000 $76,000 $20,000 $380,000 $4,939,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $3,000,000 $1,939,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Taxiway F Reconstruction (F1 - F2) Project Description: 30 This project is the 4th phase to reconstruct the east half of Taxiways E and F and bring the geometry to current FAA standards. This project will consist of replacing the pavement on Taxiway F between Taxiways F1 and F2. Work will include demolition of existing concrete pavement and econocrete base, unclassified excavation, placement of engineered fill, placement of new econocrete base course and new portland cement concrete. Also included is pavement marking and reinstallation of in-pavement centerline and taxiway edge lights complete with new underground cabling and connectors. Project Justification: Taxiway F connects Runway 16R-34L and Runway 16L-34R with the terminal area. It has a high volume of aircraft use because it serves as a major taxi route for arriving and departing aircraft. The taxiway concrete panels are showing signs of pavement distress including surface spalling, full depth slab cracking, and corner breaking. The Pavement Condition Index (PCI) for this section of pavement has a rating ranging from 57 - 66 indicating that the pavement is in fair condition. This area has received multiple patches where the concrete has settled indicating probable base failure. This project will make a significant contribution to safety and capacity by ensuring that the taxiway pavement integrity is preserved and FOD is minimized. Design Start Date Construction Start Date Project Completion Date July 2024 April 2025 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $7,598,000 $994,000 $152,000 $20,000 $760,000 $9,524,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $5,698,500 $3,825,500 PROJECT LOCATION nstructlon F 1-F .•'='c- -r.!.,'!t' ·- •· .- •"•,f .. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET Project Title:Runway 16L / 34R & Taxiway Complex Ext Environment Assessment Project Description: 31 An Environmental Assessment (EA) is required as part of the National Environmental Policy Act (NEPA) process for Runway 16L-34R Extension program. The runway extension program (the proposed action) includes several enabling projects to construct a runway extension to increase the length of Runway 16L-34R to the north from 12,000 feet to a final length of 14,500 feet. Enabling projects potentially include the power line relocation, taxiway extensions to the new runway threshold, and the realignment of 2100 North. The EA will state the purpose and need of the proposed action, identify reasonable alternatives, and assess potential environmental impacts of the project. Project Justification: The EA is required by NEPA and represents the first phase of Runway 16L-34R Extension program which includes several enabling projects. The runway extension project will allow long-haul international commercial operations, as well as provide operational take-off efficiencies to all carriers operating at SLCIA by allowing reduced thrust departures. Design Start Date Construction Start Date Project Completion Date July 2024 April 2025 September 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion --$1,500,000 -$1,500,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $1,500,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 32 Project Description: This project will construct a new taxilane and Infrastructure for a future Randon Aviation Hangar. The work will include the excavation and removal of existing materials, storm drain installation, import of engineered fill, installation of hangar utilities to the lease line of the facility, and construction of a new taxilane.• Project Justification: Randon Aviation is wanting to expand their operations to the South Valley Regional Airport (SVRA). They are currently negotiating their lease and want to break ground on this facility next year. This project will build a taxilane and infrastructure at SVRA that will accommodate the proposed future location of the Randon hangar site. Project Title: SVRA Randon Aviation Taxilane & Infrastructure Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $551,000 $138,000 $11,000 $5,000 $55,000 $760,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $760,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 33 Project Description: This project consist of an asphalt mill and overlay on the north section of apron at the South Valley Regional Airport (SVRA). Work will include removing existing tie down anchors, removing existing asphalt surface by cold milling, placing a new 3-inch thick asphalt surface course, and installing new tie down anchors in their original locations. Project Justification: The apron at South Valley Regional Airport (SVRA) has areas of cracking, rutting, and loose aggregate, creating a foreign object debris (FOO) concern. The surface has also become oxidized and brittle over time. The 2019 Pavement Condition Index (PCI) for this apron has a PCI value ranging from 56 - 69, indicating that the pavement is in fair to poor condition. Over the next 5 years, the apron pavement will further deteriorate to the point of requiring a full replacement. To extend the useful life of the pavement and to reduce FOO, the pavement surface will require rehabilitation. Project Title:SVRA Pavement Preservation & Apron Expansion Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $794,000 $129,000 $12,000 $5,000 $60,000 $1,00,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $900,000 $100,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 34 Project Description: The project for the electrical charging infrastructure involves the design, construction, and management of an electrical charging station to support the Airport's fleet of Electric Shuttle Vehicles (ESV). The infrastructure will include four (4) Level 3 charging stations located at the Airport's bus plaza. Project Justification: AIP funding has secured a portion of the project funding through supplemental awards which significantly reduces the financial burden on the Airport. However, the Airport needs to fund the remaining portion of the project. This project promotes energy efficiency, leading to long-term cost savings in terms of fuel expenses. It also contributes to a reduced carbon footprint, which decreases greenhouse gas emissions, helping the Airport achieve its NetZero carbon goals and improve air quality around the Airport. I Project Title:I Bus Plaza EV Stations Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $860,000 $164,000 $9,000 $43,000 $86,000 $1,162,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $534,750 $627,250 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 35 Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $2,370,000 $393,000 $47,000 $20,000 $237,000 $3,067,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $3,067,000 PROJECT LOCATION Project Title:Economy Lot Bus Lane Reconstruction Project Description: This project will remove approximately 12,000 square yards of failed asphalt pavement along the bus lane in the Economy Parking Lot and construct a new 10" thick Portland Cement Concrete (PCC) heavy-duty pavement section. Work also includes concrete panel replacement and repair, asphalt milling and overlay, and pavement markings. Project Justification: Uninterrupted shuttle service in the Economy Parking Lot is critical for transporting passengers to the Terminal. Portions of the existing bus lane are showing signs of pavement distress including rutting and fatigue cracking indicating the pavement is at the end of its useful service life. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 36 Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $698,000 $140,000 $14,000 $20,000 $70,000 $942,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $942,000 PROJECT LOCATION Project Title:Landside Pavement Management FY25 Project Description: This project is part of the ongoing Pavement Management Program to maintain the Airport's pavement network at an acceptable level of service while minimizing the cost of maintenance and rehabilitation. The project will consist of surface preparation, asphalt milling and overlay, and surface treatment. The primary areas to receive surface treatment are the exit plaza, portions of the economy parking lot, park and wait lot, and the economy lot perimeter road. Project Justification: Various roads and parking lots throughout the Airport campus are showing signs of distress and require corrective action to avoid further aging and deterioration. Maintaining and preserving a pavement in "good" condition versus rehabilitating a pavement in "fair to poor" condition is four to five times less expensive and increases pavement useful life. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 37 Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 January 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $198,000 $23,000 $4,000 $3,000 $20,000 $248,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $248,000 PROJECT LOCATION Project Title:QTA Equipment Replacement Project Description: This project will replace certain equipment along with other facility upgrades that include the following: 1. Repairing and upgrading the existing bay area lighting. 2. Replacing the existing split mechanical systems. 3. Replacing the existing car wash pressure washers. 4. Replacing the existing radiant tube heaters located in the car wash bays. 5. Upgrading the existing vacuum room exhaust systems. Project Justification: Rainwater has leaked through the upper parking deck at some locations in the OTA causing damage to several existing lower-level light fixtures that need to be replaced and sealed to eliminate further damage. Increased lighting at the fuel and vacuum stations is required for work to be efficiently completed at these locations. The split HVAC system units are starting to fail, requiring increased levels of maintenance. The current pressure car wash system located within the car wash bays requires excessive maintenance due to the continual spray of water from the car wash. An alternate system to replace the inside pressure wash system with an exterior water cannon would help reduce the maintenance from water damage, eliminate the need for car wash prep stations, reduce costs of chemical usage, and be more efficient with the reuse of reclaimed water. Additionally, the existing radiant tube heaters within the car wash areas are reaching the end of their life within the next few years and will need to be replaced. The vacuum room exhaust systems are under designed and not adequate to maintain a normal room temperature level for the vacuum motors to operate properly, resulting in considerable additional maintenance problems. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 38 Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $1,291,000 $122,000 $2,000 $5,000 $129,000 $1,549,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $1,549,000 PROJECT LOCATION Project Title:Electrical Vehicle Charging Stations - Phase IV (FY25) Project Description: SLCDA has created a Master Plan for a phased installation program for Electric Vehicle Charging Stations (EVCS) and infrastructure relative to the annual purchase of electric vehicles in Utah. For the past several years, the Airport has received rebates from Rocky Mountain Power and grants from the Utah Clean Air Partnership (UCAIR) which have reimbursed 50% of the cost to purchase and install EVCS on the Airport campus. This year the Airport will apply for funding incentives to install eighteen (18) Level II EVCS in two locations at the Airport. Three (3) EVCS will be installed in Lot 3 and fifteen (15) EVCS in the Economy Parking Lot. Project Justification: Salt Lake City is designated as a Serious Nonattainment Area for EPA's 24-hour standard for particulate matter PM2.5. Fine particulate matter, or PM2.5 is an air pollutant resulting from motor vehicle emissions that contribute to respiratory problems. The project will promote additional options for sustainable transportation and will reduce area emissions that contribute to fine particulate matter. The Airport is proposing to install infrastructure and purchase and install eighteen (18) Level II EVCS at two separate locations at the Airport. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 39 Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 October 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Comoletion $531,000 $121,000 $11,000 $2,000 $53,000 $718,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $718,000 Project Title:GA Hangar Demo - Hughes & Upper Limit Project Description: This project is for site development within General Aviation Zone 3 on the eastside of Salt Lake City International Airport (SLCIA) to support future corporate hangar expansion. Work will include the demolition of the existing GA-35 and GA-36 hangars, the removal and capping of all utilities, and site restoration and preparation to accommodate future development. Hughes will be building a new hangar in Zone 3 immediately east and south of the FAA FMP building with anticipated construction starting late 2023. Upper Limit has plans to relocate to South Valley Regional Airport (SVRA) in the coming year. Both of their current leases are month to month to facilitate the subsequent demolition and move to the new locations. The parcel that exists after the demolition will be redeveloped by AirMed for a new U of U facility allowing demolition of their existing facility upon completion of their new hangar and building. Project Justification: The only remaining undeveloped area in General Aviation Zone 3 on the eastside of SLCIA cannot currently accommodate larger ADG II aircraft for future hangar facility development. This project will demolish existing structures and complete the site work to allow for the construction of infrastructure for future growth. SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 40 Project Description: This project is for site development within General Aviation Zone 1 on the east side of Salt Lake City International Airport (SLCIA) to support future expansion. Work will include demolition of T-hangars (Rows 6, 7 and 15) along with asbestos mitigation, if necessary, and disconnecting existing utilities. Project Justification: This project will further our GA strategy by reducing the number of based general aviation aircraft at SLC, and provide our FBO operators with available sites that are developmental ready for corporate aircraft/large box hangars that will contribute to the Airport's revenue. Rows 6 and 7 are two of the oldest rows the airport has and are almost half vacant due to the aging condition of the hangars, doors, and paneling. This project will demolish facilities that are way past their useful lives and enable the Airport to systematically continue to redevelop the east side for additional corporate general aviation activities and less single engine T-hangar activities. Project Title:GA Hangar Demo - Rows 6, 7, &15 and Pavement Preservation Design Start Date Construction Start Date Project Completion Date July 2024 September 2024 June 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $950,000 $139,000 $19,000 $20,000 $95,000 $1,223,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $1,223,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS CAPITAL IMPROVEMENT FY 2025 BUDGET 41 Project Description: This project is for site development to allow for corporate hangar expansion for the State of Utah's aeronautical activities including the Utah Highway Patrol (UHP}, Civil Air Patrol, and corporate hangar development. Work includes design and construction of a 2,000-ft roadway including new underground utilities to future hangar lease lines and a new taxiway connection. Project Justification: North and west of the Boeing Facility is a tract of land that has been undevelopable for 38 years as Boeing has a right of first refusal (ROFR) to develop it. Airport Properties has negotated a take back of approximately 20 acres immediately west of the Boeing facility. This will accommodate much needed aeronautical development with airfield connectivity. This work is necessary to enable aeronautical developments on property that is unencumbered by agreements and will result in additional revenue to the SLCDA. The project enables the SLCDA to house the State of Utah in one area which will enable the Airport to demolish and redevelop existing State properties. Project Title:State of Utah - Sky Harbour Roadway & Site Improvements Design Start Date Construction Start Date Project Completion Date July 2024 October 2024 June 2025 Construction Cost Design, Construction Admin., & Inspection Testing Expenses Contingency Estimated Cost at Completion $2,525,000 $411,000 $51,000 $20,000 $253,000 $3,260,000 AIP Funds PFC Funds CFC Funds GARBS Airport Funds $3,260,000 PROJECT LOCATION SALT LAKE CITY DEPARTMENT OF AIRPORTS PERFORMANCE MEASURES FY 2021-2025 42 Total Passengers (in millions) 27.3 26.4 29.0 Yield Per Enplaned Passenger □Operating Revenue Per Enplaned Passenger 15.4 25.5 ClOperating Expense Per Enplaned Passenger CTerminal Rents & Landing Fees Per Enplaned Passenger (CPE) $23.95 $24.02 $22.45 2021 2022 2023 2024 2025 Landed Weights (in million pounds) 2021 2022 2023 2024 2025 Total Operations (in thousands) 339.0 312.0 320.0 323.2 326.4 2021 2022 2023 2024 2025 2021 2022 2023 2024 2025 $20.23 16.04 $10.98 $21.56 $13.55 $13.09 $17.88 SALT LAKE CITY DEPARTMENT OF AIRPORTS OPERATING REVENUE COMPARISON FY 2021 - 2025 43 Actual Actual Actual Forecast Budget 2021 2022 2023 2024 2025 Operating Revenue: Airline Revenues $109,691,300 $137,737,000 $ 149,283,900 $186,654,100 $318,622,200 Concessions/Other Rental 80,445,200 131,883,500 144,880,000 151,263,500 149,905,400 State Aviation Fuel Tax 2,257,800 2,890,600 3,007,500 2,855,800 2,913,000 Total Operating Revenue 192,394,300 272,511,100 297,171,400 340,773,400 471,440,600 Less Passenger Rebate (7,710,200)(13,566,100)(13,844,400) (13,078,500)(20,187,800) Total Oper. Revenue less rebate $184,684,100 $ 258,945,000 $ 283,327,000 $ 327,694,900 $ 451,252,800 Total Enplaned Passengers (EP)7,710,400 12,802,200 13,143,100 13,640,700 14,517,000 Operating Revenue / EP $23.95 $20.23 $21.56 $24.02 $31.08 UJ:::>zUJ>UJ0:: (!)z j:: <( 0::UJc.. 0 ...J<(1--01-- $500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 5 YEAR OPERATING REVENUE COMPARISON Airline Revenues c:::=::J Concessions/Other Rental c:::=::J State Aviation Fuel Tax .,._Total Enplaned Passengers (EP)16,000,000 14,000,000 12,000,000 Vl0:: UJ(!)z UJ Vl Vl10,000,000 <(c..aUJz:'.3c..8,000,000 z UJ 6,000,000 4,000,000 2,000,000 0 2021 2022 2023 2024 2025 FISCAL YEAR SALT LAKE CITY DEPARTMENT OF AIRPORTS AIRLINE RENTS, RATES, CHARGES FEES COMPARISON FY 2021 - 2025 44 S YEAR AIRLINE RENTS, RATES, CHARGES AND FEES 16,000,000 14,000,000 12,000,000 er:I.I) UJ10,000,000 (Dz UJ er:: z $190,000,000 $180,000,000 $170,000,000 <C $160,000,000 $150,000,000 $140,000,000 $130,000,000 $120,000,000 $110,000,000 $100,000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 8,000,000 I.I) I.I)<( Cl. 0UJz5Cl.z UJ 6,000,000 4,000,000 2,000,000 0 2021 2022 2023 FISCAL YEAR 2024 2025 Actual Actual Actual Forecast Budget 2021 2022 2023 2024 2025 $ 65,984,900 $ 83,480,000 $ 86,486,800 $117,883,000 $ 213,030,500 35,995,600 45,157,900 53,496,700 55,417,400 90,607,900 4,457,500 5,239,300 5,361,700 8,216,600 &,321,500 1,169,900 1,804,400 1,811,400 2,731,500 3,641,000 1,572,300 1,630,700 1,704,400 1,979,000 2,151,100 511,100 424,700 422,900 426,600 870,200 Aviation Revenue: Terminal Space Landing Fees Support Buildings Fuel Farm Passngr Loading Bridge/400 Hz Remain Overnight Aviation Revenue Less Passenger Rebate Total Aviation Revenue Total Enplaned Passengers (EP) Aviation Revenue/ EP $ 109,691,300 $137,737,000 $149,283,900 $186,654,100 $318,622,200 (7,710,200) (13,566,100) (13,844,400) (13,078,500) (20,187,800) $101,981,100 $124,170,900 $ 135,439,500 $173,575,600 $ 298,434,400 7,710,400 12,802,200 13,143,100 13,640,700 14,517,000 $13.23 $9.70 $10.30 $12.72 $20.56 $320,000,000 c=::::J Aviation Revenue -e-rotal Enplaned Passengers (EP) $310,000,000 $300,000,000 $290,000,000 $280,000,000 $270,000,000 $260,000,000 $250,000,000 $240,000,000 $230,000,000 $220,000,000 $210,000,000 G'.; $200,000,000 SALT LAKE CITY DEPARTMENT OF AIRPORTS CONCESSION AND LANDSIDE REVENUE COMPARISON FY 2021-2025 45 5 YEAR CONCESSION AND LANDSIDE REVENUE COMPARISON $160,000,000 c:::::notal Concession and Landside Revenue ......Enplaned Passengers (EP) 16,000,000 ::,UJ $150,000,000 z >UJ 14,000,000 UJa: UJCiii $140,000,000 $130,000,000 $120,000,000 V,a: UJ Cz 12,000,000 z\!I UJ ::5 V, zC z $110,000,000 <t $100,000,000 10,000,000 V,<t 0.. C UJ 0iii V, uz 0u UJ $90,000,000 $80,000,000 $70,000,000 8,000,000 z::5 0z.. UJ $60,000,000 $50,000,000 $40,000,000 $30,000,000 6,000,000 4,000,000 $20,000,000 2,000,000 $10,000,000 $-0 2021 2022 2023 FISCAL YEAR 2024 2025 Actual Actual Actual Forecast Budget Concessions: 2021 2022 2023 2024 2025 Flight Kitchen $ 1,239,800 $2,209,300 $2,653,600 $2,984,900 $3,134,200 Food Service 6,635,400 11,916,200 8,741,400 15,601,000 16,596,500 Vending 147,700 158,300 54,900 166,500 165,000 News & Gifts 4,395,100 7,764,200 3,319,000 10,213,400 11,301,500 Car Rental Agencies 24,317,300 35,378,400 36,053,300 38,932,700 39,758,300 Advertising 753,600 826,800 574,600 589,400 589,400 Total Concession Revenue 37,488,900 58,253,200 51,396,800 68,487,900 71,544,900 Landside: Auto Parking 23,491,000 48,814,000 60,140,300 65,504,200 69,627,800 Ground Transportation Fees 2,944,400 6,362,200 7,615,800 8,247,100 8,137,400 Total Landside Revenue 26,435,400 55,176,200 67,756,100 73,751,300 77,765,200 Total Concession and Landside Revenue $ 63,924,300 $ 113,429,400 $ 119,152,900 $ 142,239,200 $149,310,100 Enplaned Passengers (EP)7,710,400 12,802,200 13,143,100 13,640,700 14,517,000 Concession Revenue/ EP $8.29 $8.86 $9.07 $10.43 $10.29 SALT LAKE CITY DEPARTMENT OF AIRPORTS OPERATING EXPENSE COMPARISON FY 2021-2025 46 Actual Actual Actual Forecast Budget 2021 2022 2023 2024 2025 Total Operating Expense $123,677,200 $140,619,100 $172,080,400 $184,855,800 $218,806,300 Total Enplaned Passengers (EP)7,710,400 12,802,200 13,143,100 13,640,700 14,517,000 Operating Expense / EP $16.04 $10.98 $13.09 $13.55 $15.07 5 YEAR OPERATING EXPENSE COMPARISON $230,000,000 16,000,000 Total Operating Expense -+-Total Enplaned Passengers {EP) $220,000,000 14,000,000 $210,000,000 $200,000,000 12,000,000 $190,000,000 V,0:: $180,000,000 10,000,000 zUJUJc..V,X V,UJ <($170,000,000 c.. ClUJ8,000,000 0::$160,000,000 c.. z UJ $150,000,000 6,000,000 $140,000,000 4,000,000 $130,000,000 $120,000,000 2,000,000 $110,000,000 $100,000,000 0 2021 2022 2023 2024 2025 FISCAL YEAR SALT LAKE CITY DEPARTMENT OF AIRPORTS OPERATING INCOME COMPARISON FY 2021 - 2025 47 5 YEAR OPERATING INCOME COMPARISON $310,000,000 16,000,000 i::=::JOperating Income Total Enplaned Passengers (EP) 14,000,000 $260,000,000 12,000,000 $210,000,000 LU eVr1: LU 0u lzD ffi $160,000,000 c.. 0 10,000,000 lDz LU V1 V1<(c.. 0 LU 8,000,000 z j z LU c.. 6,000,000 $110,000,000 4,000,000 $60,000,000 2,000,000 $10,000,000 0 2021 2022 2023 2024 2025 FISCAL YEAR Actual Actual Actual Forecast Budget 2021 2022 2023 2024 2025 Operating Income $68,717,100 $131,892,000 $125,091,000 $155,917,600 $252,634,300 Total Enplaned Passengers (EP)7,710,400 12,802,200 13,143,100 13,640,700 14,517,000 Operating Income I EP $8.91 $10.30 $9.52 $11.43 $17.40 48 SALT LAKE CITY DEPARTMENT OF AIRPORTS FY 2024 BUDGET BOOK ACRONYMS AAAE American Association of Airoort Executives ACI-NA Airoorts Council International - North America AIP Airport Improvement Program AMAC Airport Minoritv Advisorv Committee APCO Association of Public Safetv Communications Officials ARFF Aircraft Rescue Fire Fiohtino ARFFWG Aircraft Rescue Fire Fiohtino Workino Group ARP Airoort Redevelopment Prooram AWOS Automated Weather Observinq Svstem BAS Buildinq Automation Svstem CAD Computer Aided Drawing CASS Computer Access Security System CFC Car Rental Facility Charges CIP Capital Improvement Prooram CGMP Component Guaranteed Maximum Price CMAR Construction Manaqer At Risk CPE Cost per Enplaned Passenger CRDC Central Receivinq & Distribution CentercussCommon Use Self Service CUTE Common Use Terminal Equipment DOT Department of Transportation EDI Electronic Data Interchange EDS Explosive Detection System EP Enplaned Passenger EPA Environmental Protection Agency FAA Federal Aviation Administration FBO Fixed Based Operator FICA/MGR Federal Social Securitv Tax FOD Foreion Obiect Debris FTE Full Time Eouivalent FY Fiscal Year GA General Aviation GARB General Airport Revenue Bonds GFOA Government Finance Officers Association GIS Geoqraphic Information System GSE Ground Support Eouipment HVAC Heating Ventilation Air Conditioninq LAHSO Land and Hold Short LAN Local Area Network LOA Letter of Aqreement MEP Mechanical, Electrical, Plumbing MOU Memorandum of Understanding NCP North Concourse Program ORAT Operational Readiness and Transition OSHA Occupational Safety and Health Administration PCC Portland Cement Concrete PCI Pavement Condition Index PCI Payment Card Industry PFC Passenger Facility Charge PM Preventive Maintenance PMSS Program Management Software Svstem QTA Quick Turn Around RCAR Rental Car Access Road RFP Reouest For Prooosal RJ Reoional Jet RMFMA Rocky Mountain Fleet Manaoement Association RSS Remote Service Site SIDA Security Identification Display Area SLCDA Salt Lake Citv Department of Airports SMGCS Surface Movement Guidance and Control System SVRA South Valley Reoional Airport TRP Terminal Redevelopment Program TSA Transportation Security Administration TU1 Terminal Unit 1 TU2 Terminal Unit 2 TVY Tooele Valley Airport UAOA Utah Airport Operators Association UPS Uninterruptible Power Supply UPPS Universal Passemier Processinq SystemvscsVoice Switchinq Communications System XBAR Cross Bound Access Road CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM:Sam Owen, Policy Analyst DATE: May 7, 2024 RE:FISCAL YEAR 2024-25 BUDGET, Metropolitan Water District of Salt Lake & Sandy ISSUE AT-A-GLANCE The Metropolitan Water District of Salt Lake and Sandy stores, treats and conveys culinary water supplies for Salt Lake City and Sandy City. The District is one of the taxing entities that appears as a line on the property tax bill for Salt Lake City property owners. The District is proposing a property tax increase that would generate new property tax revenue from Salt Lake City taxpayers, and net an additional estimated $6.77 million. Cost impact from the tax proposal to a residential property of median value in Salt Lake City ($596,000) would be about $4.10 monthly, or $3.92 based on alternate median valuation of $576,000. Each City Council of the member cities, Salt Lake City and Sandy, must approve the proposal for the tax to increase. If the tax proposal fails, the District could increase water sales costs to member cities to recover the revenue, instead. Property tax makes up about one quarter of the District’s annual revenue. The remainder comes from a regular capital assessment to member cities, as well as water sales, primarily to member cities. The District also proposes bonding revenue of about $24.3 million for the new fiscal year, as well. The District highlights a current grouping of required capital improvements and projects totaling $117.9 million. Anticipated annual fiscal impact is an estimated $9.3 million per year, from these new capital expenses. The Council reviews the rest of the District’s budget, and does not formally adopt it. The Council appoints five of the seven-member Board of Trustees. The total FY25 expenditures and revenues figure is an estimated $100.3 million, up from last year’s total $51,190,072. Budget figures including capital projects could shift, pending outcome of the property tax proposal. Item Schedule: Briefing: May 7, 2024 Public Hearing: May 7 & May 21, 2024 Potential Action: May 21, 2024 (property tax proposal) Page | 2 PROPERTY TAX PROPOSAL: PRIORITY CAPITAL PROJECTS Project description Annual cost Total long-term cost Cottonwoods Connection Project (District/SLC/SC) Purpose: Required project to address aging infrastructure and Salt Lake Aqueduct seismic and other elements of resiliency. $2,276,800 $41.5 Million (repayment of 30 year loan/bond) Deer Creek Dam Intake Project (Provo River Water Users Association costs) Purpose: Required project to replace aging dam infrastructure that delivers 85,000 AF of water (80% of water portfolio) to the Salt Lake Valley. $1,240,000 $37 Million (30 years repayment) Jordan Aqueduct/Jordan Valley Water Treatment Plant Capital and O&M (Jordan Valley Water Conservancy District costs) Purpose: Address aging infrastructure that delivers water to Northwest quadrant of Salt Lake City. $5,023,680 (5 year average) $32.5 Million (10 years of capital projects) Central Utah Project OMR&R (Central Utah Water Conservancy District costs) Purpose: Expenses related to the District’s investment in Central Utah Project water. $1,501,500 $6.9 Million (forecasted target increase) TOTALS $9,371,370 $117.9 Million SELECT BUDGET FIGURES Revenue from water sales Revenue from property tax Revenue from capital assessments to member cities* Total capital projects Regular operations and maintenance Total debt service Budget FY25 $24,493,357 $20,527,935 $26,213,293 $45,966,987 $22,882,120 $15,549,000 Budget FY24 $23,779,958 $12,040,679 $12,930,620 $16,463,660 $21,960,664 $11,865,000 Variance 3.00%70.49%102.72%179.20%4.20%31.05% *(prior financial commitment paid through utilities) Page | 3 KEY ITEMS The district evaluated capital and operational costs and developed a budget proposal for the coming year that would include a property tax rate increase. The annual increase to a median value property owner could be about $49. Salt Lake and Sandy are the only two member cities, so only those residents would pay the tax increase. (It should be noted that residents who are customers in Salt Lake City’s water service area, but are not City residents, would not pay the property tax increase. In the Salt Lake City Public Utilities water rate structure, those water customers pay a “differential” that accounts for this factor, plus others.) In this scenario, rate increases for water sales to member cities would be 3%. The City’s Public Utilities customers pay this increase through the water bill. If the tax proposal fails, the increase on water bills is likely to be an amount corresponding to the revenue that would have been recovered for the District through the tax increase. The total revenue required from an alternate water rate scenario without new property tax would be about $6.2 million from Salt Lake City water customers. A 4% cost of living adjustment (COLA)/merit salary increase for employees is proposed. Full-time equivalent (FTE) count would increase by four. Health insurance premium payment through benefits plan would hold at 5%. District supplies are included in the Public Utilities long-term water source forecast and plan for Salt Lake City and the service area. See the last item in the last section of this report for an image depicting Salt Lake City water supply composition. POLICY QUESTIONS 1.In the Council’s previous discussion related to the tax increase, there seemed to be support to pursue that option for additional revenue. However, the tax increase will not be approved until the Council’s required hearings are held. If the Council would prefer to evaluate other scenarios where some or all of the new property tax revenue is recovered instead through increased water sales rates, additional conversations will be needed. a. This could shift the historical cost burden, and is not the District’s stated preference. b. Because of State law, rejection of the proposal by one member city would automatically mean rejection for the other city, as well. 2.The Central Utah Water Conservancy District (CUWCD) is an entity organized for conveyance, treatment, storage, and capital needs related to water obtained through the Central Utah Project. a. In the future, the Council may wish to explore working with Salt Lake area representatives on the CUWCD Board to encourage budget and policy measures that would continue to address infrastructure and service needs, along with balanced affordability. b. Discussion could also include planning for CUWCD policy decisions that create impacts to City ratepayers. For example, CUCWD water cost continues to increase year-over-year, with a stated goal of reaching $300 per acre foot from the current proposed $75 per acre foot (an 8% increase from last year). Page | 4 OTHER BACKGROUND 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 watershed areas. The district treats and conveys water from the Provo River system and the Central Utah Project, drawing from sources such as the Strawberry Reservoir and Provo and Weber Rivers, among many others. The district is funded primarily through the water sales to its member cities (Salt Lake and Sandy) and other surplus customers. Other revenue sources include property taxes from member city residents, and capital assessments paid by each member city toward costs related to master planned capital improvements. The expenditures include 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 (JVWCD). These relationships allow the District to collect, treat, store and convey water resources throughout the Salt Lake Valley. Water sales revenues collected from sales of surplus water to outside entities (others beside member cities) is placed in an Aquifer Storage and Recovery reserve to help offset member city capital costs. Salt Lake City’s Annual Contributions Each City pays a capital assessment through water rates, this year estimated at $13,254,236, related to current and historical 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, capacity upgrades to Little Cottonwood Water Treatment Plant, and the new Cottonwoods Connection Project. $18,542,410 paid for wholesale water purchased from the district for resale through the Water Utility to customers throughout the SLC system $9,030,509 estimated in property taxes paid by Salt Lake City residents, 2023 (the most recent year with complete data available) Page | 5 Salt Lake City Water Supply Composition, anticipated through 2060 Salt Lake City is no longer considering wastewater reuse as a future water supply source, but has instead dedicated this amount of water to the Great Salt Lake. ATTACHMENTS 1. Metropolitan Water District FY25 proposed budget 2. Property tax proposal and discussion, summary from District staff Overview and Summary of FY25 Budget Salt Lake City Council May 7, 2024 Agenda Overview of the Metropolitan Water District of Salt Lake & Sandy Sources and Uses of Funds Proposed Increase to the Certified Tax Rate Questions Overview of the Metropolitan Water District of Salt Lake & Sandy Salt Lake City appointed trustees. Not pictured: Cindy CromerAnnalee Munsey, GM Joan Degiorgio John Mabey Tom Godfrey Pat Comarell •Salt Lake City •Sandy City •Surplus Customers •Jordan Valley Water Conservancy District •Irrigators •Others Customers of MWDSLS Metro Water Supply Typical Annual Supply (acre-feet) Provo River Project Deer Creek Reservoir 61,900 Central Utah Project –Municipal & Industrial Jordanelle Reservoir 20,000 Central Utah Project –Utah Lake System Strawberry Reservoir, SLC Preferential Right 3,100 Little Cottonwood Creek Salt Lake City and Sandy City Rights 20,000 Ontario Drain Tunnel Sandy City Preferential Right 2,800 Bell Canyon Sandy City Right 900 Total :108,700 Water Treatment Little Cottonwood Water Treatment Plant •Design Capacity: 150 MGD •Constructed: 1960 •Conventional water treatment •Next year will start design for rebuild of plant •Source: Salt Lake Aqueduct, Little Cottonwood Creek Point of the Mountain Water Treatment Plant •Design Capacity: 70 MGD •Constructed: 2007 •Used during peak demand •Source: Provo River Aqueduct, Jordan Aqueduct Water Conveyance Salt Lake Aqueduct •42 miles long –Conveys water from Deer Creek Reservoir •Constructed: 1930-1951 •69 inch inside diameter, 84” outside diameter reinforced concrete pipe •Cross three counties, twelve cities •20 foot sections Point of the Mountain Aqueduct •Constructed 2006-2007 •12 miles of 60 inch diameter welded steel pipe •Design capacity 77 MGD •2.5 miles of 84 inch diameter steel pipe •Design capacity 151 MGC •Connects Point of the Mountain Water Treatment Plant with Little Cottonwood Water Treatment Plan Cottonwoods Connection New pipeline to connect Big Cottonwood Water Treatment Plant with Little Water Treatment Plant Water Storage Point of the Mountain Finished Water Reservoir 9 MG Reservoir 10 MG Reservoir Terminal Reservoir •Rebuilt 2011-2018 •Four Reservoirs, 48 MG •Future expansion, 11 MG Jordan Aqueduct System Facilities Metro Owns 2/7ths of Jordan Aqueduct, JV Water Treatment Plant and Reservoir. 50% owner of 150th South Pipeline. Share in the capital and O&M costs. Sources and Uses of Funds Sources of Funds Sources of Funds Budget FY24 Tentative Budget FY25 $ increase from FY24 budget Water Sales Member Cities $23,779,958 $24,493,357 $ 713,399 Others $ 1,333,278 $ 1,360,478 $ 27,200 Property Taxes $12,040,679 $20,527,935 $8,487,256 Assessments $12,930,620 $26,213,293 $13,282,673 Miscellaneous $ 1,105,537 $ 3,431,384 $2,325,847 Bond Proceeds $0 $ 24,299,083 $24,299,083 TOTAL SOURCES OF FUNDS $51,190,072 $100,325,530 $49,135,458 Uses of Funds Uses of Funds Budget FY24 Tentative Budget FY25 $ increase from FY24 budget Operations & Maintenance $27,170,992 $28,473,960 $1,302,968 Depreciation & Amortization $10,945,164 $10,891,749 $ (53,415) Capital Projects $16,463,660 $45,966,987 $29,503,327 Debt Service Principal $11,865,000 $15,549,000 $3,684,000 Interest $ 5,166,648 $ 6,847,685 $1,681,037 Net Funds To/(From) Reserves $(9,476,228)$ 3,487,898 $12,964,126 TOTAL USES OF FUNDS $51,190,072 $100,325,530 $49,082,043 Operations & Maintenance Key Components Operations & Maintenance Budget Items Budget FY24 Tentative Budget FY25 % increase from FY24 budget $ increase from FY24 budget Total O&M (excluding Depreciation & Amortization) $31,372,204 $33,395,954 6.45%$2,023,750 Salary & Wages $7,252,758 $7,645,697 5.42%$ 392,939 Interest Expense $5,166,648 $5,915,351 14.49%$ 748,703 PRWUA $4,244,885 $4,689,840 10.48%$ 444,955 Employee Benefits $3,148,556 $3,136,377 -0.39%-$ 12,179 Chemicals $3,142,435 $3,055,003 -2.78%-$ 87,432 Contract Services $2,025,666 $2,141,464 5.72%$ 115,798 Utilities $1,963,534 $2,181,220 11.09%$ 217,686 Administrative Fees $1,586,700 $1,702,200 7.28%$ 115,500 General Insurance $ 953,962 $ 990,562 3.84%$ 36,600 Water Sales •3% increase to member cities •Or 39.33% if property tax not approved •3% increase to non-member entities •Water sales to non-member entities on a surplus basis to help offset member city costs •Fixed water rate support conjunctive water use •Utilization of surface water supplies while resting ground water supplies •Provides predictability for Metro and Member Cities WATER RATES Proposed Increase to the Certified Tax Rate Property Tax Re -establishing the certified rate to 0.00035 •District’s last property tax increase occurred in 2008. •Certified tax rate was set at 0.00035. •Rate has eroded as the value of properties has increased. •Salt Lake City current year tax rate is 0.000200. •FY25 Tentative Budget proposes to re-establish (increase) the rate to 0.00035 to generate $8.5 Million Table 1: Annual impact of property tax increase to Property Owner City Median Market Value of Property Taxable Home Value (55% of Median) Current Year Tax Rate Current MWDSLS Tax (Annual) Proposed Next Year Certified Tax Rate Percent Increase MWDSLS Tax (Annual) Net Annual Increase Sandy City $628,000 $345,400 0.000216 $74.61 0.00035 62.04% $120.89 $46.28 Salt Lake City $576,000 $316,000 0.000200 $63.36 0.00035 75.00% $110.88 $47.52 $3.96 increase per month Escalating Costs and Capital Needs for Aging Infrastructure $10M Revenue Needs Required project to address aging infrastructure and Salt Lake Aqueduct seismic and other elements of resiliency. Annual cost: $2,276,800 (and rising) Cost from other agency. Capital projects to address aging infrastructure that treats and delivers water to the Northwest quadrant of Salt Lake City. Annual Cost: $5,023,680 (5 year ave.) Jordan Aqueduct/Jordan Valley Water Treatment Plant Capital and O&M Cost from other agency. Required project to replace aging dam infrastructure that delivers 85,000 AF of water to the Salt Lake Valley. Annual Cost: $1,240,000 Cost from other agency. Expenses related to the District’s investment in Central Utah Project water. Annual Cost: $1,501,500 Central Utah Project OMR&R QUESTIONS WWW.MWDSLS.GOV 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 9, 2024—This is an executive summary of the fiscal year (FY) 2025 tentative budget for the Metropolitan Water District of Salt Lake & Sandy (the “District”). The budget includes total budgeted revenue of $100.3 million. The revenue is based on an increase of the certified property tax rate to 0.00035 and bond revenue proceeds of more than $24 million. Budgeted revenue also include a 3% increase to the member cities water sales fixed charge ($/month). A 3% increase for non-member city water rates is also budgeted. Future water rate increases are anticipated to be 5% in FY26 and 6% through FY 2029. Projected rate increases are shared with member cities. Total budgeted expenditures are $100.3 million. This budget includes more than $27 million for routine non-capacity improvement projects with a significant portion for the SLAR-CC (Salt Lake Aqueduct – Cottonwoods Conduit) project. The Operations and Maintenance (O&M) budget totals $28.4 million (excluding interest, depreciation, and amortization) and includes non- routine O&M costs and all Provo River Water Users Association costs. This represents an 4.87% increase in expenses due to increased chemical costs and employee costs, including the addition of four full-time equivalents (FTEs) for workload 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 significantly increase 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 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 total FY 2025 capital budget is $45.9 million. The total debt service budget is $22.3 million. New debt service activity is anticipated during FY 2025 for the Little Cottonwood Water Treatment Plant Administration campus improvements. An increase in reserves of $3.4 million is projected. As previously noted, the adopted budget includes an increase of four FTEs and a 4% COLA/merit salary increase. The benefits plan includes District employees continuing to pay for 5% of the health insurance premium. The anticipated annual allotment for the Provo River Project water supply is 100%. Annalee Munsey, General Manager/Budget Officer Budget002 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 Budget Summary Last update: 4/9/2024 Actual 2022 Budget 2024 Tentative 202520212023 Sources of Funds Water Sales Member Cities Others Total Water Sales Property Taxes Assessments $21,762,030 $22,414,891 $23,087,338 $23,779,958 $24,493,357 1,360,478 25,853,835 20,527,935 26,213,293 1,396,310 23,158,340 11,978,658 12,054,088 1,290,843 23,705,734 12,283,207 11,386,542 1,206,095 24,293,433 12,249,819 11,857,145 1,333,278 25,113,236 12,040,679 12,930,620 Miscellaneous Interest 369,308 166,362 535,670 - 362,257 200,957 563,214 - 2,446,305 1,563,395 4,009,700 - 866,291 239,246 1,105,537 - 2,061,809 1,369,575 3,431,384 24,299,083 Other Total Miscellaneous Bond Proceeds Total Sources of Funds $47,726,756 $47,938,697 $52,410,097 $51,190,072 $ 100,325,530 Uses of Funds Operations and Maintenance Operations and Maintenance (includes O&M to other agencies; excludes PRWUA O&M, Non- Routine O&M, depreciation/amortization) Provo River Water Users Association O&M Non-Routine O&M $17,003,754 $17,312,794 $19,214,888 $21,960,664 $22,882,120 4,689,840 902,000 3,393,479 3,680,007 4,012,468 842,772 4,244,885 965,443 Total Operations and Maintenance Depreciation/Amortization 20,397,233 9,110,222 20,992,801 9,556,743 24,070,128 10,891,124 27,170,992 10,945,164 28,473,960 10,891,749 Capital Projects Capacity Improvement Projects Non-Capacity Improvement Projects Jordan Aqueduct System & 150th South Pipeline Central Utah Project (CUP) Capital CUP ULS Petition 77,968 1,879,605 608,622 2,971,200 844,223 78,431 2,075,490 1,013,312 2,971,200 844,223 2,944,623 1,578,176 3,681,638 2,971,200 844,223 7,272,721 2,400,873 2,974,643 2,971,200 844,223 13,254,236 27,319,416 1,577,912 2,971,200 844,223 Total Capital Projects (includes capital to other agencies)6,381,619 6,982,656 12,019,860 16,463,660 45,966,987 Debt Service Principal Interest Total Debt Service Total Expenditures Net Funds To/(From) Reserves Total Uses of Funds 10,125,000 5,975,443 16,100,443 42,879,294 4,847,462 10,435,000 5,716,566 16,151,566 44,127,023 3,811,674 11,155,000 5,249,739 16,404,739 52,494,727 (84,630) 11,865,000 5,166,648 17,031,648 60,666,300 (9,476,228) 15,549,000 6,847,685 22,396,685 96,837,632 3,487,898 $47,726,756 $47,938,697 $52,410,097 $51,190,072 $ 100,325,530 Budget003 Budget Budget004 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 TOTAL DISTRICT ROUTINE OPERATIONS AND MAINTENANCE EXPENDITURES Last update: 04/09/24 3-Year Average % Change from Actual FY 2021 Actual FY 2022 Actual FY 2023 (FY 2021- 2023) Budget FY 2024 Budget FY 2025 FY 2024 BudgetAccountDescription 5110 Salary & Wage Exp.4,893,542 5,352,071 5,984,067 5,409,893 111,044 25,516 6,578,927 6,899,733 4.88% 5120 5131 5170 5190 5210 Overtime Premium Sick Leave 105,435 (10,008) 25,550 108,008 10,443 119,688 76,113 120,055 - 153,179 - 27.59% N/A On Call Pay 25,280 28,515 26,448 29,685 39,580 33.33% 0.00%Other 200 -750 317 2,500 2,500 Payroll Taxes 380,508 5,395,227 1,012,250 1,346,027 9,192 421,996 5,917,798 1,105,163 1,376,486 12,506 470,640 6,679,773 1,198,373 1,481,532 16,523 424,381 5,997,599 1,105,262 1,401,348 12,740 521,591 7,252,758 1,355,441 1,706,743 37,000 550,705 7,645,697 1,351,786 1,689,315 40,000 5.58% Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 5.42% -0.27% -1.02% 8.11% 5310 5320 5330 5350 38,903 39,805 43,388 40,699 49,372 55,300 12.01% -0.39% 2.15% 2,406,372 22,199 2,533,960 25,987 2,739,816 41,270 2,560,049 29,819 3,148,556 66,030 3,136,401 67,4485340 5360 -----14,950 N/A 22,199 5,471 25,987 26,387 41,270 52,731 29,819 28,197 66,030 76,430 82,398 103,650 94,514 24.79% 35.61% -1.88% 14.71% 3.60% 5410 5430 50,112 57,432 69,044 58,863 96,329 Transportation Legal 55,583 212,709 37,078 83,819 342,978 47,128 121,775 328,189 56,211 87,060 294,625 46,806 172,759 396,000 53,000 198,164 410,256 61,300 5510 5520 5530 5540 Accounting 15.66% 9.83%Contract Services Other 2,674,763 14,107 1,664,202 28,222 1,490,811 15,232 1,943,258 19,187 2,025,666 29,100 2,224,866 30,650 5.33% Professional Services Telephone 2,938,657 24,635 2,082,530 28,100 1,890,443 31,359 2,303,876 28,031 2,503,766 44,711 2,727,072 46,964 8.92% 5.04%5610 5620 5630 5640 5650 Electricity 1,261,983 239,189 18,281 1,113,183 418,675 7,535 928,338 954,679 14,364 1,101,168 537,514 13,393 1,437,405 450,750 11,810 1,470,778 634,200 10,420 2.32% Natural Gas 40.70% -11.77% 0.00% Radio Communications Water 20,430 13,384 18,030 17,282 18,858 18,858 Utilities 1,564,518 67,778 1,580,877 97,618 1,946,770 124,526 389,338 513,864 21,423 1,697,388 96,641 1,963,534 197,900 429,832 627,732 38,000 2,181,220 189,900 409,738 599,638 42,000 11.09% -4.04% -4.67% -4.48% 10.53% 8.11% 5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies 327,102 394,880 20,654 390,431 488,049 30,043 368,957 465,598 24,0405810 5820 5830 5840 5850 9,555 11,323 12,133 11,003 11,100 12,000 Materials 225,068 1,742,573 119,480 2,117,330 238,305 1,685,474 125,409 2,090,554 298,318 2,085,469 124,848 2,542,191 253,897 1,837,839 123,246 2,250,025 268,556 2,684,779 140,000 3,142,435 302,346 2,548,817 156,020 3,061,183 12.58% -5.06% 11.44% -2.59% Chemicals Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. 5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 637,726 1,035,315 2,072 685,396 5,081,011 1,617 824,142 1,446,026 1,889 715,755 2,520,784 1,859 953,692 1,586,700 22,355 990,562 1,702,200 22,572 3.87% 7.28% 0.97% -5,934 885 2,273 11,700 11,700 0.00% Miscellaneous 72,496 74,781 77,428 74,901 83,329 82,819 -0.61% 0.00%Postage & Freight Exp. Contributions & Events Depreciation Exp. Interest Exp. 3,607 3,197 2,862 3,222 3,600 3,600 262,995 10,915,668 5,975,443 10,668 241,493 11,047,487 5,716,566 14,993 287,867 11,108,203 5,249,739 14,895 264,118 292,800 303,920 3.80% 11,023,786 5,647,249 13,519 11,118,000 5,166,648 16,489 11,361,926 6,847,686 19,200 2.19% 32.54% 16.44% -3.63% 29.31% N/A Laundry Safety 50,065 42,699 45,431 46,065 68,591 66,099 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA 1,992 1,518 2,036 1,849 3,545 4,584 116 --39 -100 31,936 36,588 35,525 34,683 40,300 42,990 6.67% (1,805,446) - (1,490,744) - (217,079) 4,012,468 22,892,317 39,368,219 29,948,630 34,118,480 (1,171,090) 1,337,489 20,516,501 35,907,916 27,350,268 30,260,667 (172,836) 4,244,885 23,439,798 42,317,368 31,916,054 37,150,720 (470,177) 4,689,840 25,679,621 45,311,394 34,529,296 38,463,708 172.04% 10.48% 9.56% 7.08% 8.19% 3.53% Other Expenses 17,194,653 32,089,419 24,287,820 26,113,976 21,462,536 36,266,110 27,814,352 30,549,544 Total Expenses Excluding personnel (P) costs Excluding interest (I) costs Excluding depreciation (D) and amortization (A)21,173,751 25,218,623 28,477,095 26,055,220 31,372,204 34,419,645 9.71% Excluding I, D, and A Excluding P, I, D, and, A 15,198,308 7,396,709 19,502,057 11,050,299 23,227,356 13,807,767 20,407,970 11,850,322 26,205,556 15,804,242 27,571,959 16,789,861 5.21% 6.24% Budget005 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 ADMINISTRATIVE (10) Last Update: 03/26/24 % Change from FY 2024 Budget 3-Year Average (FY 2021-2023) Actual Actual Actual Budget FY 2024 Budget FY 2025Account 5110 Description Salary & Wage Exp. Overtime FY 2021 FY 2022 FY 2023 621,100 650,331 692,175 654,535 921,209 985,668 7.00% 5120 5131 5170 5190 5210 301 337 1,248 629 673 2,134 217.15% N/ASick Leave ------ On Call Pay ------N/A Other ------N/A Payroll Taxes 45,187 47,312 52,894 48,464 68,184 73,831 8.28% 7.23% 2.04% 6.18% N/A Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 666,588 697,980 746,317 703,628 990,066 1,061,633 5310 5320 5330 5350 126,573 133,124 141,986 133,894 186,008 189,806 118,374 118,329 124,220 120,308 156,319 165,985 ------ 5,024 4,143 4,370 4,512 6,320 7,179 13.60% 4.11% 50.05% N/A 249,971 255,596 270,576 258,714 348,647 362,970 5340 5360 4,302 8,563 10,999 7,955 10,400 15,605 -----1,500 4,302 8,563 10,999 7,955 10,400 17,105 64.47% -2.57% 1.75% -2.53% 3.60% 15.66% 79.78% N/A 5410 5430 5,187 18,232 17,223 13,547 31,150 30,350 49 149 375 191 295 300 Transportation Legal 5,236 18,381 17,598 13,738 31,445 30,650 5510 5520 5530 5540 212,709 342,978 328,189 294,625 396,000 410,256 Accounting 37,078 47,128 56,211 46,806 53,000 61,300 Contract Services Other 987,784 133,566 146,950 422,767 171,090 307,594 ------ Professional Services Telephone 1,237,571 523,672 531,350 764,198 620,090 779,150 25.65% 7.14% N/A 5610 5620 5630 5640 5650 2,220 2,700 2,820 2,580 3,360 3,600 Electricity ------ Natural Gas ------N/A Radio Communications Water ------N/A ------N/A Utilities 2,220 2,700 2,820 2,580 3,360 3,600 7.14% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ --935 312 --N/A --935 312 --N/A 5810 5820 5830 5840 5850 1,073 2,776 1,201 1,684 2,500 5,000 100.00% 8.11% N/A 9,484 11,323 11,992 10,933 11,100 12,000 Materials ------ Chemicals ----- - - - N/A Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ----N/A 10,557 14,099 13,193 12,617 13,600 17,000 25.00% 5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------N/A N/A------ ------N/A ------N/A Miscellaneous 29,248 27,574 25,684 27,502 36,625 36,115 -1.39% 0.00% 0.63% N/A Postage & Freight Exp. Contributions and Events Depreciation Exp. Interest Exp. 3,607 3,197 2,862 3,222 3,600 3,600 162,995 126,493 172,867 154,118 177,800 178,920 ------ ------ 1,000 N/A Laundry 982 1,429 3,941 2,118 1,000 0.00% 8.00% 35.59% N/A Safety -36 217 84 125 135 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Expense PRWUA 645 862 1,130 879 1,405 1,905 ----- 2,748 100 2,578 2,498 3,392 2,823 3,598 30.93% N/A- - - - - - - - -- --N/A Other Expenses Total Expenses 200,055 2,376,500 162,089 1,683,080 210,093 1,803,881 Excluding personnel costs 190,746 1,954,488 223,303 2,240,911 902,198 225,373 2,497,481 1,072,878 0.93% 11.45% 18.92% Budget006 2 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Administrative (10) Last Update: 03/26/24 Account Number 5110 Account Name Description Salary and wages (8 FTEs and 1 intern) Submitted by:Units Quantity 26 Unit Price 37,910 Extended Amount 985,668Salary and Wage Expense Pay Period $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 985,668 2,134 2,134 73,831 73,831 189,806 189,806 165,985 165,985 1,895 5,284 7,179 5,200 1,020 1,620 650 Overtime Premium Payroll Taxes Overtime premium Pay Period Pay Period Pay Period Monthly 26 26 26 12 82 2,840 5131 Total 5210 Employer Portion of Payroll Taxes 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and HSA Contribution) 7,300 5310 Total 5320 Medical Insurance Premiums 13,832 5320 Total 5350 Insurance Premiums Insurance Premiums Health Savings Admin Fee Sonya Shepherd Sonya Shepherd Monthly Monthly 12 12 $ $ 158 4405350AD&D, Basic Life, Long Term Disability, etc. 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Administrative Training Annalee Munsey Annalee Munsey Sonya Shepherd Annalee Munsey Wayne Winsor Each Each Each Each Each Each Each Each Each Each Each Each 1 12 12 1 $ $ $ $ $ $ $ $ $ $ $ $ 5,200 855340Meeting Refreshments 5340 Healthy Utah refreshments 135 650 675 375 645 200 1,200 2,500 800 180 5340 Annual Water Summit sponsorship & 3 registrations Utah Water Quality Alliance Annual Watershed Retreat (Host once every 5 yrs) Utah Water Users Workshop sponsorship & 1 registration Utah Water Law Conference 5340 1 675 5340 Annalee Munsey Annalee Munsey Wayne Winsor 1 375 5340 1 645 5340 Mid-Year AWWA Intermountain Section Business Meetings 1 200 5340 Annalee Munsey Annalee Munsey Wayne Winsor 1 1,200 2,500 800 5340 District Lunches 1 5340 Drop of Water Tour 1 5340 Operator Certification Renewals Annalee Munsey 4 720 5340 Total 5360 15,605 1,500 1,500 4,500 3,500 1,000 2,000 2,250 3,600 3,500 7,000 3,000 30,350 300 Leadership Development Leadership Training Annalee Munsey Lump sum 1 $1,500.00 5360 Total 5410 Business Travel Business Travel Business Travel Business Travel Business Travel Business Travel Business Travel Business Travel Business Travel AWWA Intermountain Section Annalee Munsey Annalee Munsey Annalee Munsey Wayne Winsor Each Each Each Each Each Each Each Each Each 3 1 2 1 1 2 1 5 1 $ $ $ $ $ $ $ $ $ 1,500 3,500 500 5410 AWWA Annual Conference 5410 Utah Association of Special Districts National Water Resources Association (NWRA) Western Water Seminar National Water Resources Association (NWRA) Annual Conference Colorado River Water Users Association Water Quality Technology Conference Utah Water Users Workshop 5410 2,000 2,250 1,800 3,500 1,400 3,000 5410 Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey 5410 5410 5410 5410 GFOA Conference 5410 Total 5430 Vehicle O&M Legal Mileage reimbursement General Counsel Annalee Munsey Annalee Munsey Miles 448 12 $ $ 0.67 5430 Total 5510 300 Monthly 34,188 410,256 410,256 21,500 24,000 15,800 61,300 200 5510 Total 5520 Accounting Accounting Accounting Annual audit-contract amount (Year 3 of 5) Payroll & timekeeping outsourcing Wayne Winsor Wayne Winsor Wayne Winsor Lump sum Lump sum Lump sum 1 1 1 $ $ $ 21,500 24,000 15,800 5520 5520 Accountant consultation work (Year 5 of 5) 5520 Total 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Federal Random Consortium Pool Annual Fee (for CDL holders) Drug Screening--random and pre-employment New Hire background checks Sonya Shepherd Sonya Shepherd Sonya Shepherd Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annual Each 1 21 7 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 200.00 50.00 50.00 2,400 1,000 2,100 3,000 3,000 5,000 2,000 8,000 4,200 5,000 100,000 900 5530 1,050 3505530Each 5530 Investment advisor fees (year 4 of 5)Monthly Annual Each 12 1 28,800 1,000 2,100 3,000 3,000 5,000 2,000 96,000 50,400 5,000 100,000 900 5530 Bond post-issue compliance (continuing disclosure) 2015A Bond trustee fee (ends April 2034) 2016A Bond trustee fee (ends May 2031) 2020A Bond trustee fee (ends July 2037) 2021A/B Bond trustee fee (ends July 2036) Arbitrage rebate analysis 5530 1 5530 Each 1 5530 Each 1 5530 Each 1 5530 Lump sum Monthly Lump sum Lump sum Lump sum Lump sum Lump sum 1 5530 Governmental relations/lobbying 12 12 1 5530 Public relations/public involvement consulting services Financial consulting services (year 1 of 5) Alternative funding sources consultant (year 1 of 5) Records management 5530 5530 Annalee Munsey Annalee Munsey 1 5530 1 5530 Safety Data Sheets Online Service (year 2 of 3)Annalee Munsey 1 3,794 3,794 307,594 3,600 3,600 5,000 5,000 12,000 12,000 9,250 1,245 500 5530 Total 5610 Telephone Mobile phone allowances (8) Office furniture Annalee Munsey Annalee Munsey Annalee Munsey Monthly Lump sum Monthly 12 1 $ $ $ 300 5,000 1,000 5610 Total 5810 General Supplies Office Supplies 5810 Total 5820 General office supplies 12 5820 Total 5905 Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Service Awards Sonya Shepherd Sonya Shepherd Sonya Shepherd Sonya Shepherd Sonya Shepherd Annalee Munsey Sonya Shepherd Annalee Munsey Each 10 5 $ $ $ $ $ $ $ $ 925 2495905Job Postings Each 5905 Job Fairs Lump sum Employee Lump sum Lump sum Lump sum Each 1 500 5905 Wellness Program 78 1 240 18,720 1,000 1,300 2,500 1,600 36,115 5905 Employee Appreciation Non-employee gifts (sympathy, retirement, holiday) Management Offsite Meeting Legal Notices 1,000 1,300 2,500 800 5905 1 5905 1 5905 2 5905 Total Budget007 2024.04.09 FY25 Budget Workbook - TENTATIVE.v23 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Administrative (10) Last Update: 03/26/24 Account Number 5906 Account Name Description Postage metering and UPS/FedEx shipping Submitted by:Units Quantity 1 Unit Price 3,600 Extended Amount 3,600Postage & Freight Expense Annalee Munsey Lump sum $$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5906 Total 5907 3,600 10,000 2,520 10,000 36,400 4,000 116,000 178,920 1,000 1,000 135 Contribution & Events Contribution & Events Contribution & Events Contribution & Events Contribution & Events Contribution & Events Employee Summer Party Turkey/ham gift cards at Christmas Employee Winter Party Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 84 1 $ $ $ $ $ $ 10,000 305907 5907 10,000 36,400 4,000 5907 Governor's Water Conservation Team Water Week Activities 1 5907 1 5907 Water Audits 1 116,000 5907 Total 5911 Laundry Safety Uniforms Annalee Munsey Annalee Munsey Lump sum Lump sum 10 $ $ 100 135 5911 Total 5913 Safety shoes and safety glasses 1 5913 Total 5914 135 Subscriptions & Publications Subscriptions & Publications Subscriptions & Publications Subscriptions & Publications Technet (Salary Review Service)Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Lump sum Each 1 3 1 4 $ $ $ $ 600 285 250 50 600 5914 Salary Surveys Kahoot 855 5914 Each 250 5914 Books Each 200 5914 Total 5915 1,905 100Outside Printing Annual Report Annalee Munsey Lump sum 1 $100 5915 Total 5916 100 Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Human Resources Association (World at Work) Employers Council Annalee Munsey Sonya Shepherd Annalee Munsey Sonya Shepherd Wayne Winsor Each 2 1 2 1 1 1 $ $ $ $ $ $ 280 1,800 259 560 5916 Lump sum Each 1,800 5185916Society for Human Resource Management SHRM Certification5340 Lump sum Lump sum Lump sum 335 335 5916 Department of Profesional Licensing (PE) (Year 1 of 3) Government Finance Officers Association 225 225 5916 Annalee Munsey 160 160 5916 Total 3,598 Budget008 2024.04.09 FY25 Budget Workbook - TENTATIVE.v24 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 GENERAL (20) Last Update: 04/09/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 - - - - - - - - - - - - - - - - N/A 5120 5131 5170 5190 5210 N/A N/A(10,008)10,443 76,113 25,516 On Call Pay ----N/A Other 200 -750 317 2,500 2,500 0.00% N/APayroll Taxes ------ Salary and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M (9,808)10,443 76,863 25,833 2,500 2,500 0.00% N/A5310 5320 5330 5350 ------ ------N/A 9,192 12,506 16,523 12,740 37,000 40,000 8.11% N/A------ 9,192 12,506 16,523 12,740 37,000 40,000 8.11% 20.19% N/A 5340 5360 322 1,463 1,949 1,245 2,080 2,500 -----6,000 322 1,463 1,949 1,245 2,080 8,500 308.65% N/A5410 5430 ------ 47,106 54,200 62,546 54,617 56,250 48,750 -13.33% -13.33% N/A Transportation Legal 47,106 54,200 62,546 54,617 56,250 48,750 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Other 806,328 583,933 604,428 664,896 812,133 925,047 13.90% -100.00% 13.07% -8.33% 2.32% 40.70% N/A 234 1,940 3,022 1,732 6,000 - Professional Services Telephone 806,562 585,873 607,450 666,628 818,133 925,047 5610 5620 5630 5640 5650 8,299 8,052 7,612 7,988 9,451 8,664 Electricity 1,261,983 1,113,183 928,338 1,101,168 1,437,405 1,470,778 Natural Gas 239,189 418,675 954,679 537,514 450,750 634,200 Radio Communications Water ------ 20,430 13,384 17,281 17,032 18,858 18,858 0.00% 11.27% N/A Utilities 1,529,901 1,553,294 1,907,910 1,663,702 1,916,464 2,132,500 5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ -1,580 -527 935 935 0.00% 0.00% N/A -1,580 -527 935 935 5810 5820 5830 5840 5850 ----- - - - - - - - - - - - ----N/A Materials --840 280 N/A Chemicals 17 -- - 6 - N/A Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. --N/A 17 637,726 1,035,315 2,072 - 685,396 5,081,011 1,617 840 286 N/A 5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 824,142 1,446,026 1,889 715,755 2,520,784 1,859 953,692 1,586,700 22,355 990,562 1,702,200 22,572 3.87% 7.28% 0.97% N/A------ Miscellaneous 43,247 - 47,207 - 51,743 - 47,399 - 46,704 46,704 0.00% N/APostage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry -- 100,000 10,915,668 5,975,443 - 115,000 11,047,487 5,716,566 - 115,000 11,108,203 5,249,739 - 110,000 11,023,786 5,647,249 - 115,000 11,118,000 5,166,648 - 125,000 11,361,926 6,847,686 - 8.70% 2.19% 32.54% N/A Safety 24,342 945 19,817 251 20,278 841 21,479 679 20,900 23,130 10.67% 72.84% N/A Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA 740 1,279 ------ 27,935 (1,805,446) - 32,849 (1,490,744) - 31,506 (217,079) 4,012,468 22,644,756 25,318,837 30,763 (1,171,090) 1,337,489 20,286,152 22,711,730 35,092 35,855 2.17% 172.04% 10.48% 9.68% 9.87% 9.87% (172,836) 4,244,885 23,137,880 25,971,242 25,931,742 (470,177) 4,689,840 25,376,577 28,534,809 28,492,309 Other Expenses Total Expenses 16,957,247 19,340,539 21,256,457 23,475,816 Excluding personnel costs Budget009 5 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: General (20) Last Update: 04/09/24 Account Number 5190 Account Name Description Employee suggestions (General & Safety) Submitted by:Units Quantity 1 Unit Price 2,500 Extended Amount 2,500OtherAnnalee Munsey Lump sum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5190 Total 5330 2,500 40,000 40,000 1,500 600 Tuition Aid Program Tuition Assistance Sonya Shepherd Lump sum 1 40,000 5330 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars District training Gordon Cook Gordon Cook Gordon Cook Monthly Quarterly Each 12 4 $ $ $ 125 150 200 5340 Safety committee inspections Utah Safety Conference5340 2 400 5340 Total 5360 2,500 2,000 4,000 6,000 41,250 4,500 3,000 48,750 293,291 137,740 306,513 26,900 51,707 12,960 40,530 13,498 6,580 4,500 15,408 7,380 3,216 4,824 925,047 4,800 276 Leadership Development Leadership Development Supervisor Training Annalee Munsey Annalee Munsey Lump sum Lump sum 1 1 $ $ 2,000 4,0005360Management/Leadership Training 5360 Total 5430 Vehicle O&M Vehicle O&M Vehicle O&M Fleet Vehicles (Gasoline) Fleet Vehicles (Diesel) Specialty Vehicles (Diesel) Gordon Cook Gordon Cook Gordon Cook Gallons Gallons Gallons 12500 1500 1000 $ $ $ 3.30 3.00 3.00 5430 5430 5430 Total 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Jordan Aqueduct O&M by JVWCD Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Gordon Cook AF AF 13,572 2,000 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 21.61 68.87 306,513 2.69 5530 JVWTP operations by JVWCD 5530 JVWTP maintenance by JVWCD Lump sum AF5530Jordan Aqueduct Terminal Reservoir operations by JVWCD Jordan Aqueduct Terminal Reservoir maintenance by JVWCD 150th South Pipeline operations by JVWCD 150th South Pipeline maintenance by JVWCD Non-CUP water carriage charge in JA Olmstead power interference charge 10,000 15530Lump sum AF 51,707 1.20553010,800 15530Lump sum AF 40,530 9.0055301,500 280 300 12 5530 AF 23.50 15.00 1,284 615 5530 DACRWTP transfer pump cost AF 5530 Water Softeners/De-ionized Water (service and repair) Garbage Removal Monthly Monthly Monthly Monthly 5530 Gordon Cook 12 5530 Learning Management System online service Safety Training online service Annalee Munsey Annalee Munsey 12 268 5530 1 4,824 5530 Total 5610 Telephone Telephone Telephone Telephone Telephone Telephone T1 PRI for District phone lines Long Distance Services for T1 Phone number DIDs Darin Klemin Darin Klemin Darin Klemin Darin Klemin Darin Klemin Darin Klemin Monthly Monthly Monthly Monthly Monthly Monthly 12 12 12 12 12 12 $ $ $ $ $ $ 400 23 85 85 43 86 5610 5610 1,020 1,020 516 5610 LCWTP Ozone Building phone lines and long distance JNPS phone line5610 5610 POMWTP backup phone lines 1,032 8,664 7,537 18,660 15,789 480,000 446,520 496,272 3,000 3,000 1,470,778 31,500 56,700 540,000 6,000 634,200 1,200 2,400 270 5610 Total 5620 Electricity Electricity Electricity Electricity Electricity Electricity Electricity Electricity Aqueducts Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Monthly Monthly Monthly Monthly Monthly Monthly Gallons Gallons 12 12 $ $ $ $ $ $ $ $ 628.08 1,555.0 1,315.75 80,000 37,210 41,356 3.00 5620 Finished water reservoirs Salt Lake Aqueduct intake Jordan Narrows Pump Station Point of the Mountain site Little Cottonwood site 5620 12 5620 6 5620 12 5620 12 5620 POMWTP Standby Generator (Diesel) LCWTP Standby Generator (Diesel) 1000 10005620 3.00 5620 Total 5630 Natural Gas Natural Gas Natural Gas Natural Gas Dominion - Point of the Mountain Site Dominion - Little Cottonwood Site/Terminal Reservoir BP Gas Gordon Cook Gordon Cook Gordon Cook Gordon Cook Monthly Monthly Monthly Gallons 12 12 $ $ $ $ 2,625 4,725 45,000 2.00 5630 5630 12 5630 LCWTP Boiler (Diesel)3000 5630 Total 5650 Water Water Water Water Water Salt Lake City Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Monthly Quarterly Bi-monthly Monthly 12 4 $ $ $ $ $ 100 600 45 5650 Cottonwood Improvement District Mt. Olympus Improvement District (sanitary sewer @ Terminal Reservoir) Draper City (storm drain fee) 5650 6 5650 12 12 749 500 8,988 6,000 18,858 935 5650 South Valley Sewer Monthly 5650 Total 5720 Machinery & Equipment Machinery & Equipment Fit test annual recalibration Equipment repairs Annalee Munsey Annalee Munsey Lump sum Lump sum 1 0 $ $ 935 -5720 - 5720 Total 935 Liability package (incl.General, Auto, Public Officials/Management, Cyber, Umbrella)5901 5901 General Insurance General Insurance General Insurance General Insurance General Insurance General Insurance Wayne Winsor Wayne Winsor Wayne Winsor Wayne Winsor Wayne Winsor Wayne Winsor Lump sum Lump sum Lump Sum Lump sum Lump sum Lump sum 1 1 1 1 1 0 $ $ $ $ $ $ 100,215 827,978 34,044 24,369 3,956 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 100,215 827,978 34,044 24,369 3,956 - Property 5901 Workers compensation 5901 Pollution/environmental liability Employee dishonesty/Crime and Public officials bond - Treasurer Identity fraud (year 2 of 3) 5901 5901 580 5901 Total 5902 990,562 85,200 1,617,000 1,702,200 20,705 798 Administrative Fees Administrative Fees Utah Lake Water Users Association Central Utah Project Water Annalee Munsey Annalee Munsey Monthly Acre feet 12 $ $ 7,100 70.00590223100 5902 Total 5903 Water Stock Assessment Water Stock Assessment Water Stock Assessment Water Stock Assessment Water Stock Assessment Water Stock Assessment Water Stock Assessment Big Ditch Irrigation Company Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Shares Shares Each 192.6 $ $ $ $ $ $ $ 107.50 395903Big Cottonwood Lower Canal Company State Engineer Little Cottonwood Creek distribution assessment State Engineer Provo River distribution assessment Sandy Irrigation Company 20.64 5903 1 1 2 1 1 80 80 5903 Each 903 8 903 5903 Shares Shares Shares 16 5903 Utah Lake Distributing Company 60 60 5903 Bell Canyon Irrigation Company 10 10 5903 Total 22,572 Budget010 2024.04.09 FY25 Budget Workbook - TENTATIVE.v26 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: General (20) Last Update: 04/09/24 Account Number 5905 Account Name Description Submitted by: Annalee Munsey Annalee Munsey Units Quantity Unit Price 16,000 5,117 Extended Amount 16,000Miscellaneous Miscellaneous Water Quality Incentive Awards Lump sum Per Member 1 6 $ $ $ $ $ 5905 Board Member Pay and retirement contribution 30,704 5905 Total 46,704 Provo River Watershed Council (year 2 of 5 at $100,000 per year; year 1 of 5 $10,000 increase)5907 5907 Contribution & Events Contribution & Events Annalee Munsey Annalee Munsey Lump sum Lump sum 1 1 $ $ 110,000 15,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 110,000 15,000 125,000 11,361,926 11,361,926 146,000 1,762,700 792,795 2,199,001 1,947,190 6,847,686 12,000 2,000 Central Wasatch Commission 5907 Total 5909 Depreciation Expense Depreciation of Capital Assets Josh Croft Monthly 12 $946,827 5909 Total 5910 Interest Expense Interest Expense Interest Expense Interest Expense Interest Expense 2015 bonds Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 $ $ $ $ $ 146,000 1,762,700 792,795 5910 2016A bonds 2020A bonds 2021A/B bonds 2024A/B bonds 5910 5910 2,199,001 1,947,1905910 5910 Total 5913 Safety Safety Safety Safety Safety Safety Safety Safety Safety Safety Safety incentive program Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Gordon Cook Lump sum Each 1 25 12 10 1 $ $ $ $ $ $ 12,000 805913Medical clearance for respirator First Aid supplies5913 Monthly Each 120 1,440 5913 AED battery replacements 150 1,500 5913 Safety supplies (ear plugs, gas cans, eyewash, respirator cleaning wipes) Absorbent materials Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 440 440 5913 1 1,500 1,500 5913 First Aid Trainer recertification (4 trainers) National Safety Month 0 - 5913 1 $ $ $ 2,000 500 2,000 5913 Books & training videos 2 1,000 5913 Unified Fire Authority--hazmat permits 1 1,250 1,250 5913 Total 5914 23,130 400Subscriptions & Publications Subscriptions & Publications Subscriptions & Publications Subscriptions & Publications AWWA Standards Annalee Munsey Gordon Cook Lump sum Lump sum Lump sum Lump sum 1 1 1 1 $ $ $ $ 400 499 80 5914 JJ Keller OSHA 1910 Regulations (Prepaid 3 years - year 1) SL Tribune online subscription 499 5914 Annalee Munsey Gordon Cook 80 5914 National Safety Council Safety Magazine 300 300 5914 Total 5916 1,279 Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Dues & Membership Utah Water Users Association Utah Association of Special Districts Warehouse shopping accounts Amazon business prime membership Partnership for Safe Water Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Annalee Munsey Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ $ 500 13,500 250 500 5916 13,500 2505916 5916 499 499 5916 1,910 549 1,910 5916 National Safety Council 549 5916 Utah Safety Council 250 250 5916 AWWA District Membership Intermountain Section AWWA partnership program Utah Water Conservation Forum Water ISAC 412 412 5916 4,200 300 4,200 5916 300 5916 2,310 11,175 2,310 5916 Water Research Foundation 11,175 35,855 (470,177) (470,177) 1,247,000 1,477,553 1,454,650 360,637 150,000 4,689,840 5916 Total 5917 Amortization Expense Amortization of costs and reoffering premiums associated with bonds Sonya Shepherd Monthly 12 $(39,181) 5917 Total 5918 PRWUA PRWUA PRWUA PRWUA PRWUA Provo River Aqueduct (2020B Bonds) Repayment (capital) PRWUA O&M assessment Wayne Winsor Wayne Winsor Wayne Winsor Wayne Winsor Wayne Winsor Lump sum shares 1 61900 61900 20798 1 $ $ $ $ $ 1,247,000 23.875918 5918 PRWUA capital assessment (capital)shares 23.50 5918 Provo River Aqueduct O&M by PRWUA Deer Creek Intake Station O&M by PRWUA acre feet Lump sum 17.34 5918 150,000 5918 Total Budget011 2024.04.09 FY25 Budget Workbook - TENTATIVE.v27 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 OPERATIONS (22) Last Update: 03/18/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 859,171 929,347 1,038,605 942,374 1,088,397 970,670 -10.82% 27.35% N/A 5120 5131 5170 5190 5210 94,060 97,966 107,440 99,822 103,400 131,684 ------ On Call Pay 5,475 5,310 6,260 5,682 --N/A Other ------N/A Payroll Taxes 73,246 81,771 89,908 81,642 92,920 86,022 -7.42% -7.50% -13.10% -0.23% N/A Salaries and Wages Retirement Plan 1,031,952 1,114,394 1,242,213 1,129,520 1,284,717 1,188,376 5310 5320 5330 5350 197,977 214,402 229,246 213,875 244,652 212,611 Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel 251,409 245,473 245,612 247,498 272,607 271,967 ------ 6,990 7,338 7,745 7,358 8,353 8,440 1.04% -6.20% -1.44% N/A 456,376 467,213 482,603 468,731 525,612 493,018 5340 5360 2,240 744 2,510 1,831 3,475 3,425 -----750 2,240 744 2,510 1,831 3,475 4,175 20.14% 293.10% 2.13% 263.54% N/A 5410 5430 142 -1,574 572 2,900 11,400 Vehicle O & M 2,159 192 -784 328 335 Transportation Legal 2,301 192 1,574 1,356 3,228 11,735 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Leadership Development Professional Services Telephone -65 -22 --N/A -----750 N/A -65 -22 -750 N/A 5610 5620 5630 5640 5650 1,835 1,827 1,827 1,830 3,100 2,780 -10.32% N/AElectricity------ Natural Gas ------N/A Radio Communications Water ------N/A ------N/A Utilities 1,835 1,827 1,827 1,830 3,100 2,780 -10.32% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ 5,789 1,767 658 2,738 6,000 6,339 5.65% 5.65% 0.00% N/A 5,789 1,767 658 2,738 6,000 6,339 5810 5820 5830 5840 5850 -318 867 395 1,500 1,500 ------ Materials 1,305 2,050 1,892 1,749 2,546 2,546 0.00% -5.46% N/A Chemicals 1,661,392 1,585,268 1,975,467 1,740,709 2,585,805 2,444,742 Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ------ 1,662,697 1,587,636 1,978,226 1,742,853 2,589,851 2,448,788 -5.45% N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A ------N/A Miscellaneous ------N/A Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 2,331 1,586 1,863 1,926 2,264 2,400 6.01% 3.71% 0.00% N/A Safety 1,808 2,483 1,672 1,988 3,697 3,834 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA 112 110 -74 300 300 ------ ------N/A - - - - - - - - - - - - N/A N/A Other Expenses Total Expenses 4,251 4,179 3,535 3,988 6,261 6,534 4.36% -5.87% -5.01% 3,167,441 3,178,017 3,713,146 Excluding personnel costs 3,352,869 4,422,244 2,611,915 4,162,495 2,481,101 Budget012 8 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Operations (22) Last Update: 03/18/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity Unit Price 37,333 Extended Amount 970,670Salary and wages (12 FTEs plus skill-based pay)Pay Period 26 26 26 26 12 12 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 970,670 131,684 131,684 86,022 86,022 212,611 212,611 271,967 271,967 8,440 8,440 1,440 360 Overtime Premium Payroll Taxes Overtime premium Pay Period Pay Period Pay Period Monthly 5,065 3,309 8,177 22,664 703 5120 Total 5210 Employer Portion of Payroll Taxes 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 5320 Total 5350 Monthly 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Operator Certification Renewals Operator Certification - new AWWA Intermountain Section - Mid year Local Seminars Each Each 8 2 2 1 1 $ $ $ $ $ 180 180 200 850 375 5340 5340 Each 400 5340 Lump sum Lump sum 850 5340 Meeting refreshments 375 5340 Total 5360 3,425 750Leadership Development Leadership training Lump sum 1 $750 5360 Total 5410 750 Business Travel Business Travel Business Travel Business Travel AWWA Intermountain Section AWWA Annual Conference Each Each Each Each 2 1 1 1 $ $ $ $ 1,500 3,500 1,400 3,500 3,000 3,500 1,400 3,500 11,400 335 5410 5410 Utah Water Users Workshop Water Quality Technology Conference5410 5410 Total 5430 Vehicle O&M Mileage reimbursement Miles 500 $0.67 5430 Total 5610 335 Telephone Telephone Telephone Cellular Phone Monthly Monthly 12 12 1 $ $ $ 55 160 200 660 5610 Mobile phone allowance (4) Allowance for cell phone replacement/parts 1,920 2005610Lump sum 5610 Total 5720 2,780 675Machinery & Equipment Machinery & Equipment DR300 Pocket Colorimeter Lump sum Lump sum 1 1 $ $ 675 5720 Bench Turbidimeter replacement (wet lab)5,664 5,664 6,339 1,000 500 5720 Total 5810 General Supplies General Supplies Chair replacement Each Each 2 1 $ $ 500 5005810Blinds and repairs for LCWTP control room 5810 Total 5830 1,500 300Materials Materials Materials Materials Materials Materials Materials pH probes Each 2 2 2 1 1 2 1 $ $ $ $ $ $ $ 150 222 101 300 600 150 400 5830 Variable volume pipettor DPD Chlorine Dispenser Miscellaneous laboratory supplies Gloves Each 444 5830 Each 202 5830 Lump sum Lump sum Lump sum Lump sum 300 5830 600 5830 Kimwipes 300 5830 Supplies for filter inspections 400 5830 Total 5840 2,546 85,913 153,935 36,000 12,143 540,400 632,006 476,023 201,230 25,928 232,178 24,416 17,020 4,906 788 Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Aluminum Chlorohydrate (POMWTP) C 308P Cat-Floc (LCWTP) - totes C 308P Cat-Floc (POMWTP) - bulk A-6320 Anionic (POMWTP & LCWTP)) - totes Chlorine (LCWTP) Lbs. Lbs. 204,555 194,855 48,000 6,425 386,000 1,915,169 1,150,370 509,442 205,780 32,247 3,200 74 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0.420 0.790 0.750 1.890 1.40000 0.3300 0.4138 0.3950 0.126 7.200 7.63 5840 5840 Lbs. 5840 Lbs. 5840 Lbs. 5840 Ferric Sulfate (LCWTP)Dry lbs. Dry lbs. Wet. Lbs. Dry lbs. 1000FTS Drum Tons 5840 Caustic Soda 50% (LCWTP) Fluoride (LCWTP & POMWTP) Lime, Bulk (LCWTP) 5840 5840 5840 LOX (LCWTP & POMWTP) T-Chlor (LCWTP & POMWTP) Salt (POMWTP) 5840 5840 230.000 0.115 65.690 86.00 70 5840 Salt (TR FWR)Lbs.42,658 125840DPD powder in glass bottles DPD powder packets Each 5840 Each 6 516 5840 pH Buffers Lump sum Each 9 630 5841 Ascorbic Acid Tablets 2 355 710 5840 Total 5911 2,444,742 2,400 2,400 Laundry Uniforms Lump sum 12 $200 5911 Total Budget013 2024.04.09 FY25 Budget Workbook - TENTATIVE.v29 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Operations (22) Last Update: 03/18/24 Account Number 5913 Account Name Description Units Each Quantity Unit Price 135 Extended Amount 1,620Safety Safety Safety Safety Safety Safety Safety Safety Safety Safety Safety Safety Shoes/ Boots Gloves (Neoprene, etc.) Safety glasses (prescription) PVC boots 12 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5913 Lump sum Each 500 200 77 500 400 231 66 5913 2 5913 Each 3 5913 Acid bib overalls Each 2 33 5913 Acid coveralls Each 2 61 122 785913Acid jacket Each 2 39 5913 Safety Harnesses Each 1 170 40 170 480 83 5913 Safety Goggles/glasses PVC Suits (Chemical handling) Respirator Cartridges Lump sum Each 12 15913 83 5913 Each 3 28 84 5913 Total 5914 3,834 300 300 Subscriptions & Publications Subscriptions and Publications Lump sum 1 $300 5914 Total Budget014 2024.04.09 FY25 Budget Workbook - TENTATIVE.v210 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 MAINTENANCE (23) Last Update: 03/14/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 1,130,086 1,188,558 1,462,631 1,260,425 1,564,179 1,579,819 1.00% 5120 5131 5170 5190 5210 3,904 4,371 3,264 3,847 7,500 9,000 20.00% N/A------ On Call Pay 5,475 5,370 6,260 5,702 9,895 9,895 0.00% N/AOther------ Payroll Taxes 87,037 93,306 112,177 97,507 124,264 125,681 1.14% 1.09% -4.27% -12.88% N/A Salaries and Wages Retirement Plan 1,226,502 1,291,605 1,584,332 1,367,481 1,705,838 1,724,395 5310 5320 5330 5350 218,510 230,264 277,571 242,115 308,738 295,553 Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel 407,208 418,975 489,916 438,700 565,032 492,236 ------ 10,435 10,233 11,671 10,780 14,900 16,170 8.53% -9.53% 26.50% N/A 636,153 659,472 779,158 691,595 888,670 803,959 5340 5360 6,015 5,927 5,653 5,865 11,420 14,446 -----750 6,015 5,927 5,653 5,865 11,420 15,196 33.06% N/A5410 5430 -----4,400 Vehicle O & M 584 2,512 5,443 2,846 38,341 43,724 14.04% 25.52% N/A Transportation Legal 584 2,512 5,443 2,846 38,341 48,124 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Other 85,432 89,611 87,500 87,514 163,025 138,625 -14.97% N/A------ Professional Services Telephone 85,432 89,611 87,500 87,514 163,025 138,625 -14.97% 4.17% N/A 5610 5620 5630 5640 5650 1,280 2,845 3,600 2,575 11,520 12,000 Electricity ------ Natural Gas ------N/A Radio Communications Water ------N/A --749 250 --N/A Utilities 1,280 2,845 4,349 2,825 11,520 12,000 4.17% -4.04% -3.18% -3.66% -27.03% N/A 5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies 67,778 97,618 124,526 96,641 197,900 189,900 115,381 166,370 102,910 128,220 155,500 150,550 183,159 263,988 227,436 224,861 353,400 340,450 5810 5820 5830 5840 5850 7,628 10,220 11,404 9,751 18,500 13,500 ------ Materials 136,255 117,060 162,463 138,593 130,000 155,800 19.85% 0.00% N/A Chemicals and Supplies Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. 4,028 6,258 6,048 5,445 6,600 6,600 ------ 147,911 133,538 179,915 153,789 155,100 175,900 13.41% N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A --885 295 4,200 4,200 0.00% N/AMiscellaneous------ Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 3,818 7,035 4,609 5,154 8,000 10,000 25.00% -25.05% N/A Safety 21,707 13,718 15,728 17,051 32,474 24,340 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA ------ ----- 1,165 - 1,165 N/A 52 -52 35 0.00% N/A- - - - - - - - -- --N/A Other Expenses Total Expenses 25,577 2,312,613 20,753 2,470,251 21,274 2,895,060 Excluding personnel costs 22,535 2,559,311 45,839 3,373,153 778,645 39,705 3,298,354 770,000 -13.38% -2.22% -1.11% Budget015 11 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Maintenance (23) Last Update: 03/14/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity 26 Unit Price 60,762 Extended Amount 1,579,819 1,579,819 9,000 Salary and wages (23 FTEs, 1 Seasonal, and skill-based pay)Pay Period $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 Overtime Premium On Call Pay Overtime premium Pay Period Daily 26 365 26 346 27 5120 Total 5170 9,000 On Call Pay 9,895 5170 Total 5210 9,895 Payroll Taxes Employer Portion of Payroll Taxes Pay Period Pay Period Monthly Monthly 4,834 11,367 41,020 1,348 125,681 125,681 295,553 295,553 492,236 492,236 16,170 16,170 1,500 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 26 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 12 5320 Total 5350 12 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Backflow Prevention Seminar & Training (Technician) Backflow Certification (Cross Control Program Administer) Utah APWA Fall Conference Each Each 1 1 $ $ $ $ $ $ $ $ $ 1,500 1,000 200 5340 1,000 5340 Each 2 400 5340 AWWA Intermountain Section - Mid year Local Seminars Each 2 200 400 5340 Each 5 200 1,000 5340 Boiler Operator Training Each 2 1,500 300 3,000 5340 Department meetings Monthly Each 12 9 3,600 5340 Operator Certification Exams 174 1,566 5340 Operator Certification Renewals Each 11 180 1,980 5340 Total 5360 14,446 750Leadership Development AWWA Leadership Forum Each 1 $750 5360 Total 5410 750 Business Travel Business Travel Utah Water User Workshop Each Each 1 2 $ $ 1,400 1,500 1,400 5410 AWWA Intermountain Section 3,000 5410 Total 5430 4,400 Vehicle O & M Vehicle O & M Vehicle O & M Vehicle O & M Mileage reimbursement Emissions and inspections Fleet repair parts Miles Each 2200 15 1 $ $ $ $ 0.67 150 1,474 5430 2,250 5430 Lump sum Lump sum 15,000 25,000 15,000 25,000 43,724 17,500 20,000 20,000 6,000 5430 Fleet lube oil filter and tires 1 5430 Total 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services HVAC Equipment Service Lump sum Lump sum Lump sum Monthly 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 17,500 20,000 20,000 500 5530 Generator Preventative Maintenance Service Asphalt Repair All facilities (Slurry coat/Crack sealant) Elevator Service Contract & State Fees Crane Inspection & Service 5530 1 5530 12 15530Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Each 1,500 2,500 10,000 1,500 10,000 4,000 4,500 4,000 5,000 4,000 15,000 125 1,500 5530 Fire Extinguisher Service (Suppression, Sprinkler, etc.) Boiler Inspection, Repair & Service - LCWTP & POMWTP Misc Contract Services (Geese Relocation, Waste Oil, Pump Sewer, etc.) Pump Repair 1 2,500 5530 1 10,000 1,50055301 5530 1 10,000 4,0005530Hazardous Waste Disposal 1 5530 Ozone Nitrogen Boost Compressor Service - LCWTP & POMWTP Fuel Tank Inspection 2 9,000 5530 Lump sum Lump sum Lump sum Lump sum Each 1 4,000 5530 Underground Storage Tank Program - (UST Fund) Garage door repairs 1 5,000 5530 1 4,000 5530 Machine Repair and Unexpected Service Costs DOT physical exams 1 15,000 1,12555309 5530 Tree removal Lump sum Lump sum 1 5,000 2,500 5,000 5530 Golf Cart Repair 1 2,500 5530 Total 5610 138,625 12,000 12,000 4,400 Telephone Mobile Phone Allowances (24)Monthly 12 $1,000 5610 Total 5710 Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Buildings & Grounds Painting Supplies/paint for basin handrails Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ 4,400 3,0005710Salt (Water Softener, Ice Melt, etc.)3,000 5710 Repair Supplies (concrete repairs etc.)6,000 6,000 5710 Fertilizer/weed killer/gopher bait 3,000 3,000 5710 Sprinkler supplies (controller, pop-up, rain birds, solenoids, misc.) Tools (shovels, rakes, loppers, shears, hand pruners, saws, snow shovels etc.) Equipment supplies (oil, chains, weed trimming line, wasp spray, misc.) Asphalt Crack Sealing Compound 2,500 2,500 5710 2,000 2,000 5710 1,000 1,000 5710 1,000 1,000 5710 Gravel/Landscape Rock/Wood Chip/Fencing Materials Cleaning of Drying Beds 15,000 150,000 2,000 15,000 150,000 2,000 5710 5710 Weed barrier fabric for landscaping 5710 Total 189,900 Budget016 2024.04.09 FY25 Budget Workbook - TENTATIVE.v212 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Maintenance (23) Last Update: 03/14/24 Account Number 5720 Account Name Machinery & Equipment Description Power Tools (Cordless Drill, Drill etc.) Units Lump sum Lump sum Each Quantity Unit Price 3,000 Extended Amount 3,000 2,000 250 1 1 2 1 1 4 1 1 1 1 1 1 3 1 1 2 1 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5720 Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Hand Tools & Bags for Maintenance Tech. II's & III's Ozone corrosion inhibitor monitoring Golf Cart lighting 2,000 1255720 5720 Lump sum Each 1,000 1,200 1,000 1,900 1,250 300 1,000 1,200 4,000 1,900 1,250 300 5720 Pump, Drum 5720 Pump, Sample/replacement and spare Pumps, Submersible (Standard - Small) Pump, Chemical sump Each 5720 Each 5720 Each 5720 Pump Parts, Chemical Resistant Pump, Submersible (Large, two stage) Pipe & Valve - Projects Each 5720 Each 2,750 15,000 11,000 200 2,750 15,000 11,000 600 5720 Lump sum Lump sum Each 5720 Sodium Hypochlorite Parts 5720 Shop vacuum/Upright vacuums Ladders5720 Lump sum Lump sum Each 1,100 15,000 500 1,100 15,000 1,000 15,000 700 5720 HVAC Equipment 5720 Weed trimmer (Heavy duty) 5720 Golf cart (1 new)Each 15,000 7005720Chain saw Each 5720 Sludge draw removal equipment parts (Chains, pins and flights) Equipment tires (Backhoe, forklift, bobcat, etc.) Split Seal - Ozone Feed Pumps Steam system drop legs and line repair implementation/Dehumidifier repair Car wash repair parts Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 30,000 5,000 6,500 15,000 2,000 15,000 30,000 5,000 6,500 15,000 2,000 15,000 150,550 7,500 4,500 1,500 13,500 10,000 2,000 25,000 5,000 2,000 2,500 10,000 2,000 3,100 3,000 1,000 500 5720 5720 5720 5720 5720 Vehicle accessories 5720 Total 5810 General Supplies General Supplies General Supplies Janitorial - Paper Products Janitorial - Cleaning Supplies Flags/Repairs Lump sum Lump sum Lump sum 1 1 1 $ $ $ 7,500 4,500 1,500 5810 5810 5810 Total 5830 Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Materials Hose Supplies (Fire, Peristaltic Pump Hose, etc.) Air System Parts Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,000 2,000 25,000 5,000 2,000 2,500 10,000 2,000 3,100 3,000 1,000 500 5830 5830 Chlorine Parts 5830 Polymer Feeder Parts 5830 Pump, Parts 5830 Pipe, Tubing, Fittings & Valves Ozone Parts5830 5830 Fasteners 5830 Oil Test Kits 5830 Welding Supplies 5830 Irrigation Meter Parts Screen Rake Parts5830 5830 V-belts, HVAC 1,500 6,000 4,000 6,000 25,000 12,000 500 1,500 6,000 4,000 6,000 25,000 12,000 500 5830 Shop Stock Steel (aqueduct gate material) Lubrication Supplies5830 5830 HVAC Filters 5830 Steam Traps & Parts 5830 Light Bulbs 5830 Traveling Screen Parts Golf Cart Maintenance (Tires, Batteries, Repairs, etc.) Miscellaneous batteries Dumping Fees 5830 7,500 1,200 4,000 1,000 8,000 10,500 2,500 7,500 1,200 4,000 1,000 8,000 10,500 2,500 155,800 6,000 600 5830 5830 5830 Concrete repair supplies WWW rebuild kits PMWTP General Expendables (nuts, bolts, saw blades, tape, etc.) Backflow Preventer Repair Parts 5830 5830 5830 5830 Total 5840 Chemicals Chemicals Boiler chemicals Acid, cleaning Lump sum Lump sum 1 1 $ $ 6,000 6005840 5840 Total 5904 6,600 3,450 750 Rent Expense Rent Expense Track hoe Each Each 3 3 $ $ 1,150 2505904Stump grinder 5904 Total 5911 4,200 6,000 1,500 2,000 500 Laundry Laundry Laundry Laundry Uniforms/Coveralls Lump sum Lump sum Lump sum Lump sum 1 1 1 1 $ $ $ $ 6,000 1,500 2,000 500 5911 Uniforms, New employees Cold weather gear (Coat) Cleaning Supplies 5911 5911 5911 Total 5913 10,000 3,240 700 Safety Safety Safety Safety Safety Safety Safety Safety Shoes/Boots Each Each 24 4 $ $ $ $ $ $ $ 135 1755913Safety Shoes/boots - (Muck Boots) Rubber Boot Replacements5913 Each 6 40 240 5913 Safety Glasses, Goggles (Prescriptive) PPE (Personal Protective Equipment) - Miscellaneous Rain Gear Each 6 200 1,200 3,000 960 5913 Lump sum Each 1 3,000 80591312 15913Implementation of Safety Suggestions Lump sum 15,000 15,000 24,340 165 5913 Total 5916 Dues & Membership Dues & Membership Membership Renewals (Backflow Prevention - APWA) CDL Certification Each Each 3 5 $ $ 55 5916 200 1,000 Budget017 2024.04.09 FY25 Budget Workbook - TENTATIVE.v213 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Maintenance (23) Last Update: 03/14/24 Account Number Account Name Description Units Quantity Unit Price Extended Amount 5916 Total $1,165 Budget018 2024.04.09 FY25 Budget Workbook - TENTATIVE.v214 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 INFORMATION TECHNOLOGY (24) Last Update: 03/26/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 622,579 844,498 929,282 798,786 1,115,005 1,195,999 7.26% 5120 5131 5170 5190 5210 ------N/A N/A------ On Call Pay 8,975 9,125 9,745 9,282 9,895 9,895 0.00% N/AOther------ Payroll Taxes 48,322 65,314 69,484 61,040 87,264 93,661 7.33% 7.21% 0.64% -1.36% N/A Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 679,876 918,937 1,008,511 869,108 1,212,164 1,299,555 5310 5320 5330 5350 127,863 167,818 175,653 157,111 229,198 230,670 153,179 186,622 192,578 177,460 226,654 223,580 ------ 3,999 5,363 5,787 5,050 5,660 6,667 17.78% -0.13% 51.64% N/A 285,041 359,803 374,018 339,621 461,512 460,917 5340 5360 5,121 2,309 2,978 3,469 11,250 17,059 ------ 5,121 2,309 2,978 3,469 11,250 17,059 51.64% 3.17% 2.29% 3.15% N/A 5410 5430 --28,356 9,452 34,700 35,800 126 378 625 377 917 938 Transportation Legal 126 378 28,981 9,829 35,617 36,738 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Other 285,288 324,871 305,709 305,290 448,733 439,829 -1.98% 29.44% -0.45% -2.78% N/A 13,873 26,282 12,210 17,455 23,100 29,900 Professional Services Telephone 299,161 351,153 317,919 322,745 471,833 469,729 5610 5620 5630 5640 5650 2,890 3,840 6,780 4,503 8,640 8,400 Electricity ------ Natural Gas ------N/A Radio Communications Water 18,281 7,535 14,364 13,393 11,810 10,420 -11.77% N/A------ Utilities 21,171 11,375 21,144 17,896 20,450 18,820 -7.97% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ ------N/A ------N/A 5810 5820 5830 5840 5850 647 124 262 344 1,000 1,000 0.00% N/A------ Materials --45 15 --N/A Chemicals ------N/A Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. 119,480 125,409 124,848 123,246 140,000 156,020 11.44% 11.36% N/A 120,127 125,533 125,155 123,605 141,000 157,020 5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A ------N/A Miscellaneous ------N/A Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 535 904 864 768 1,350 1,300 -3.70% 13.85% 0.00% N/A Safety 277 625 484 462 1,625 1,850 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA -40 65 35 400 400 ------ 750 750 -500 1,000 800 -20.00% N/A- - - - - - - - - - - -N/A Other Expenses Total Expenses 1,562 2,319 1,413 1,765 4,375 4,350 -0.57% 4.49% 2.80% 1,412,185 1,771,807 1,880,119 Excluding personnel costs 1,688,038 2,358,201 684,525 2,464,188 703,716 Budget019 15 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Information Technology (24) Last Update: 03/26/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity Unit Price 46,000 Extended Amount 1,195,999Salary and wages (10 FTEs plus skill-based pay)Pay Period 26 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5170 1,195,999 9,895 9,895 93,661 93,661 230,670 230,670 223,580 223,580 6,667 6,667 3,700 5,600 1,875 2,600 1,280 2,004 17,059 - On Call Pay On Call Pay Daily 365 26 26 12 12 27 3,602 8,872 18,632 556 5170 Total 5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period Pay Period Monthly 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 5320 Total 5350 Monthly 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars IT Cybersecurity Training Each Each 10 2 $ $ $ $ $ $ 370 2,800 1,875 2,600 1,280 167 5340 SCADA HMI Training 5340 Project Management Training IT Cybersecurity Certification Training Online training subscription Each 1 5340 Each 1 5340 Lump sum Monthly 1 5340 Department Meeting Food & Supplies 12 5340 Total 5360 Leadership Development AWWA leadership Lump sum 0 750 $ 5360 Total 5410 $- Business Travel Business Travel Business Travel Business Travel IT CyberSecurity Training INL SCADA Security Training IT Work Management Training IT Management Training Each Each Each Each 3 7 1 2 $ $ $ $ 5,000 1,900 1,300 3,100 $15,000 13,300 1,300 6,200 35,800 938 5410 $ $ $ $ $ $ $ $ $ 5410 5410 5410 Total 5430 Vehicle O&M Mileage reimbursement Miles 1400 $0.67 5430 Total 5530 938 Contract Services Contract Services Contract Services Disk Recovery Software Renewal Email Services Licensing Each Each 1 100 1 $ $ $ 1,100 72 1,100 7,200 700 5530 5530 Antispam Software Renewal Lump sum 700 5530 5530 5530 Contract Services Contract Services Contract Services Antivirus and Patch Management Software Renewal Web Filtering Server Maintenance Renewal Virtual Machine Server Software Subscription Renewal Lump sum Lump sum Lump sum 1 1 1 $ $ $ 15,833 3,300 34,300 $ $ $ 15,833 3,300 34,300 5530 5530 5530 Contract Services Contract Services Contract Services Virtual Machine Client Software Renewal Data and System Backup Software Renewal Remote Administration Software Renewal Each Lump sum Each 10 1 12 $ $ $ 60 55,000 53 $ $ $ 600 55,000 636 5530 Contract Services Web Development Software Renewal Lump sum 1 $2,000 $2,000 5530 5530 5530 Contract Services Contract Services Contract Services Cybersecurity Analysis and Intrusion Detection Software Purchase PC/S Human Machine Interface (HMI) Software Renewal and Maintenance Enterprise Content Management (ECM) Software Renewal Lump sum Lump sum Lump sum 1 1 1 $ $ $ 18,700 60,000 5,200 $ $ $ 18,700 60,000 5,200 5530 5530 Contract Services Contract Services Financial Information System (FIS) and Fixed Asset Software (FAS) Renewal Laboratory Information Management System (LIMS) Software Renewal Lump sum Lump sum 1 1 $ $ 6,600 24,000 $ $ 6,600 24,000 5530 5530 Contract Services Contract Services Laboratory Information Management System (LIMS) Linking Software Renewal Laboratory Temperature Monitoring Software Renewal Lump sum Lump sum 1 1 $ $ 500 6,500 $ $ 500 6,500 5530 5530 5530 Contract Services Contract Services Contract Services Enterprise Asset Management (EAM) Software Renewal IT Work Management Software Renewal New Server Operating System Licenses & Software Asurance Lump sum Lump sum Lump sum 1 1 1 $ $ $ 28,000 5,500 16,000 $ $ $ 28,000 5,500 16,000 Desktop PC Operating System, Server Client Access Licenses, Office Software License Renewals, Upgrades, and Purchases5530 5530 5530 5530 5530 5530 5530 5530 5530 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ 2,000 1,000 6,000 6,500 2,760 900 $ $ $ $ $ $ $ $ $ $ 2,000 1,000 6,000 6,500 2,760 900 Computer Programming Software Library Renewal Telephone System Maintenance and Support Renewal Mobile Voice and Data Services Emergency Communications Services Project Management Software Maintenance Renewal Collaboration Server Software Support Renewal Collaboration Office Suite Software Support Renewal Network Monitoring Software Maintenance Renewal Document Management Scanner Hardware Maintenance Renewals 8,900 5,500 8,000 900 8,900 5,500 8,000 900 5530 5530 Contract Services Contract Services Enterprise Content Management System--Support Services IT Support/Programming Services Lump sum Lump sum 1 1 $ $ 4,000 25,000 $ $ 4,000 25,000 5530 5530 Contract Services Contract Services Contract Services Contract Services Contract Services ISP and Web Hosting Services Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 $ $ $ $ $ 24,000 23,000 24,000 1,500 $ $ $ $ $ $ 24,000 23,000 24,000 1,500 IT Network Hardware/Software and Cybersecurity Consulting Services Server and PC Hardware Maintenance Renewals Electronics Disposal/Recycling Services Copier Maintenance Contracts 5530 5530 5530 4,200 4,200 5530 Total 439,829 Budget020 2024.04.09 FY25 Budget Workbook - TENTATIVE.v216 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Information Technology (24) Last Update: 03/26/24 Account Number 5540 Account Name Description SCS Maintenance and Support Services Units Each Each Each Each Each Each Quantity Unit Price 150 Extended Amount 6,000Other Other Other Other Other Other 40 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5540 SCS Software Renewal 8,000 800 670 30 8,000 8005540SCS Camera Replacements 1 5540 SCS Camera Additions 20 20 2 13,400 6005540SCS Controller and UPS Battery Replacements SCS controller battery replacements5540 550 1,100 29,900 8,400 8,400 3,120 2,800 1,500 3,000 10,420 1,000 1,000 4,650 10,000 11,000 7,000 9,600 5,500 20,320 5540 Total 5610 Telephone Mobile phone allowances (10)Monthly 12 $700 5610 Total 5640 Radio Communications Radio Communications Radio Communications Radio Communications Voice Radio Repeater Site Lease Fees and FCC Frequency Renewals Utah Communication Agency Network (UCAN) services Radio Accessories Monthly Quarterly Lump sum Each 12 4 $ $ $ $ 260 7005640 5640 1 1,500 1,0005640New Handheld Radios 3 5640 Total 5810 General Supplies Tools and equipment Lump sum 1 $1,000 5810 Total 5850 Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Server Racks/Enclosures, Network Cables, and Related Equipment Desktop PC Replacements Lump sum Each 1 10 5 $ $ $ $ $ $ $ 4,650 1,000 2,200 700 5850 5850 Workstation Replacements Each 5850 Thin Client Computer Replacements Each 10 85850Laptop Replacements Each 1,200 2755850Desktop Computer Monitor Replacements Server Replacement Parts and Upgrades (PC/S, Enterprise, SCS) Each 20 15850Lump sum 20,320 5850 5850 Computer & Instr. Supplies Computer & Instr. Supplies Server Hard Drives (PC/S, Enterprise, SCS)Lump sum Lump sum 1 1 $ $ 17,500 6,100 $ $ 17,500 6,100Computer Replacement Parts and Upgrades (PC/S, Enterprise, SCS) 5850 5850 5850 Computer & Instr. Supplies Computer & Instr. Supplies Computer & Instr. Supplies Network Equipment (PC/S, Enterprise, SCS) Network Security Equipment (PC/S, Enterprise, SCS) UPS Replacements and Batteries Lump sum Lump sum Lump sum 1 1 1 $ $ $ 32,400 8,200 3,600 $ $ $ 32,400 8,200 3,600 5850 Computer & Instr. Supplies Backup System Data Storage Replacement Equipment Lump sum 1 $2,950 $2,950 5850 5850 Computer & Instr. Supplies Computer & Instr. Supplies Copier/Printer Equipment Replacements, Parts, Supplies Phone System Hardware--New and Replacement Equipment Lump sum Lump sum 1 1 $ $ 7,500 9,700 $ $ $ $ $ $ $ $ $ $ $ $ 7,500 9,700 156,020 1,300 1,300 1,350 500 5850 Total 5911 Laundry Uniforms Lump sum 10 $130 5911 Total 5913 Safety Safety Safety shoes Each 10 1 $ $ 135 5005913Personal protective equipment Lump sum 5913 Total 5914 1,850 400Subscriptions & Publications Dues & Membership Information Technology Lump sum Each 1 1 $ $ 400 800 5914 Total 5916 400 Water and Wastewater CIO Forum 800 5916 Total 800 Budget021 2024.04.09 FY25 Budget Workbook - TENTATIVE.v217 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 ENGINEERING (25) Last Update: 03/13/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 680,550 720,659 747,901 716,370 685,929 792,354 15.52% 186.00% N/A 5120 5131 5170 5190 5210 176 62 39 92 1,000 2,860 - - ----- On Call Pay ----9,895 N/A Other -----N/A Payroll Taxes 51,109 53,977 57,366 54,150 53,491 62,719 17.25% 17.21% 11.26% 12.31% N/A Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 731,835 774,698 805,306 770,612 740,420 867,828 5310 5320 5330 5350 141,755 150,477 153,493 148,575 140,806 156,661 190,122 180,953 182,333 184,470 181,373 203,691 ------ 5,150 5,185 5,637 5,324 4,557 5,675 24.52% 12.03% -55.47% N/A 337,027 336,615 341,463 338,369 326,736 366,027 5340 5360 1,399 2,241 10,220 4,620 6,890 3,068 -----2,950 1,399 2,241 10,220 4,620 6,890 6,018 -12.66% 433.33% 269.00% 423.06% N/A 5410 5430 142 3,518 1,589 1,749 1,500 8,000 87 -55 47 100 369 Transportation Legal 229 3,518 1,644 1,796 1,600 8,369 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Other 376,562 401,358 200,916 326,278 239,165 241,165 0.84% N/A------ Professional Services Telephone 376,562 401,358 200,916 326,278 239,165 241,165 0.84% 14.29% N/A 5610 5620 5630 5640 5650 3,840 3,840 3,760 3,813 3,360 3,840 Electricity ------ Natural Gas ------N/A Radio Communications Water ------N/A ------N/A Utilities 3,840 3,840 3,760 3,813 3,360 3,840 14.29% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ -3,886 24,692 9,526 10,000 --100.00% -100.00% 80.00% N/A -3,886 24,692 9,526 10,000 - 5810 5820 5830 5840 5850 4,400 8,184 1,431 4,672 5,000 9,000 ------ Materials -2,335 -778 --N/A Chemicals ------N/A Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ------N/A 4,400 10,519 1,431 5,450 5,000 9,000 80.00% N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A -5,934 -1,978 7,500 7,500 0.00% N/AMiscellaneous------ Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 882 1,449 945 1,092 925 1,200 29.73% 18.42% 0.00% N/A Safety 473 1,500 595 856 1,520 1,800 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA -255 -85 500 500 116 --39 -- 1,072621491576563100 972.00% N/A- - - - - - - - - - - -N/A Other Expenses Total Expenses 2,092 9,629 2,116 4,613 10,545 12,072 1,514,319 280,464 14.48% 12.70% 1.41% 1,457,384 1,546,304 1,391,548 Excluding personnel costs 1,465,077 1,343,716 276,560 Budget022 18 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Engineering (25) Last Update: 03/13/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity Unit Price 30,475.14 Extended Amount 792,354Salary and wages (8 FTEs plus skill-based pay)Pay Period 26 26 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 792,354 2,860 2,860 9,895 9,895 62,719 62,719 156,661 156,661 203,691 203,691 5,675 5,675 900 Overtime Premium On Call Pay Overtime premium Pay Period Daily 110 27 5120 Total 5170 On Call Pay 365 26 26 12 12 5170 Total 5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period Pay Period Monthly Monthly 2,412 6,025 16,974 473 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 5320 Total 5350 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Department Meetings Lump sum Lump Sum Each 1 1 3 2 4 $ $ $ $ $ 900 500 200 174 180 5340 Local Seminars 500 5340 Utah APWA Fall Conference Operator Certification Exam Operator Certification Renewal 600 5340 Each 348 5340 Each 720 5340 Total 5360 3,068 2,200 750 Leadership Development Leadership Development Public Utilities and Waterworks Management Institute AWWA Leadership Forum Each Each 4 1 $ $ 550 7505360 5540 Total 5410 2,950 3,000 2,000 3,000 8,000 369 Business Travel Business Travel Business Travel AWWA Intermountain Each Each Each 2 1 1 $ $ $ 1,500 2,000 3,000 5410 Water and Wastewater CIP Forum Local or National Water Conference5410 5410 Total 5430 Vehicle O&M Mileage reimbursement Miles 550 $0.67 5430 Total 5530 369 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Professional Services - Engineering Professional Services - Survey (ROW, Annexation/De-annexation) Blue Stakes Lump sum Lump sum Monthly Annual 1 1 $ $ $ $ $ $ $ 75,000 150,000 400 75,000 150,000 4,800 2,000 7,500 1,800 65 5530 5530 12 15530Boss811 (Blue Stake ticket management) ESRI GIS License 2,000 7,500 600 5530 Annual 1 5530 Utah Area Reference Network (TURN) Subscription DOT Physical Exam Annual 3 5530 Each 1 65 5530 Total 5610 241,165 3,840 3,840 4,000 5,000 9,000 7,500 7,500 1,200 1,200 1,080 400 Telephone Mobile Phone Allowances (8)Monthly 12 $320 5610 Total 5810 General Supplies General Supplies Aqueduct Inspector Supplies Furniture Lump sum Lump sum 1 1 $ $ 4,000 5,0005810 5810 Total 5904 Rent Expense Laundry Excavator Rental (road maintenance) Uniforms & Supplies Lump sum Lump sum 1 1 $ $ 7,500 1,200 5904 Total 5911 5911 Total 5913 Safety Safety Safety Safety Shoes/Boots Each Each Each 8 2 8 $ $ $ 135 200 40 5913 Safety Glasses, Goggles (Prescription) Safety Glasses, Goggles (Standard)5913 320 5913 Total 5914 1,800 500Subscriptions & Publications Subscriptions & Publications Lump sum 1 $500 5914 Total 5916 500 Dues & Membership Dues & Membership Water and Wastewater CIP Forum PE License Lump sum Each 1 3 $ $ 850 74 850 5916 222 5916 Total 1,072 Budget023 2024.04.09 FY25 Budget Workbook - TENTATIVE.v219 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 INSTRUMENTATION & ELECTRICAL (26) Last Update: 03/08/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 542,315 559,923 614,965 572,401 736,512 885,624 20.25% 0.00% N/A 5120 5131 5170 5190 5210 5,244 3,639 6,452 5,112 6,000 6,000 ------ On Call Pay 5,625 5,475 6,250 5,783 9,895 9,895 0.00% N/AOther------ Payroll Taxes 42,457 44,882 48,897 45,412 58,769 70,376 19.75% 19.81% 14.50% 15.76% N/A Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 595,641 613,919 676,564 628,708 811,176 971,895 5310 5320 5330 5350 110,971 115,837 122,606 116,471 151,454 173,418 140,688 136,244 155,245 144,059 193,548 224,054 ------ 4,087 4,244 4,698 4,343 5,786 7,021 21.35% 15.31% -53.90% N/A 255,746 256,325 282,549 264,873 350,788 404,493 5340 5360 1,244 1,655 5,077 2,659 11,800 5,440 ------ 1,244 1,655 5,077 2,659 11,800 5,440 -53.90% N/A5410 5430 -4,638 -1,546 -7,500 ------N/A Transportation Legal -4,638 -1,546 -7,500 N/A 5510 5520 5530 5540 ------N/A Accounting ------N/A Contract Services Other 75,165 79,029 67,742 73,979 125,098 104,000 -16.87% N/A------ Professional Services Telephone 75,165 79,029 67,742 73,979 125,098 104,000 -16.87% 11.11% N/A 5610 5620 5630 5640 5650 3,191 3,915 3,840 3,649 4,320 4,800 Electricity ------ Natural Gas ------N/A Radio Communications Water ------N/A ------N/A Utilities 3,191 3,915 3,840 3,649 4,320 4,800 11.11% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ 204,657 206,088 258,471 223,072 241,397 235,914 -2.27% -2.27% 33.33% N/A 204,657 206,088 258,471 223,072 241,397 235,914 5810 5820 5830 5840 5850 6,524 7,800 5,759 6,694 7,500 10,000 ------ Materials 54,322 71,662 91,367 72,451 90,010 98,000 8.88% 18.63% N/A Chemicals 13,641 19,930 23,457 19,010 27,374 32,475 Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ------ 74,487 99,392 120,583 98,155 124,884 140,475 12.48% N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A ------N/A Miscellaneous ------N/A Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 931 1,305 1,384 1,206 1,650 2,000 21.21% 38.46% N/A Safety 822 3,984 5,728 3,511 6,500 9,000 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA ------ ------N/A ------N/A - - - - - - - - - - - - N/A N/A Other Expenses Total Expenses 1,753 5,289 7,112 4,717 8,150 11,000 34.97% 12.39% -1.26% 1,211,884 1,270,250 1,421,938 Excluding personnel costs 1,301,358 1,677,613 515,649 1,885,517 509,129 Budget024 20 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Instrumentation & Electrical (26) Last Update: 03/08/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity Unit Price 34,062 Extended Amount 885,624Salary and wages (10 FTEs plus skill-based pay)Pay Period 26 26 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 885,624 6,000 6,000 9,895 9,895 70,376 70,376 173,418 173,418 224,054 224,054 7,021 7,021 4,000 1,440 5,440 - Overtime Premium On Call Pay Overtime premium Pay Period Daily 231 27 5120 Total 5170 On Call Pay 365 26 26 12 12 5170 Total 5210 Payroll Taxes Employer Portion of Payroll Taxes Pay Period Pay Period Monthly Monthly 2,707 6,670 18,671 585 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 5320 Total 5350 5350 Total 5340 Meetings & Seminars Meetings & Seminars Seminars and conferences Each Each 2 8 $ $ 2,000 1805340Operator Certification Renewals 5340 Total 5360 Leadership Development Business Travel Leadership training Lump sum Each 1 1 5360 Total 5410 - Cathodic Protection Training $ $ 7,500 7,500 7,5005410 Total 5530 Contract Services Instrumentation maintenance, consulting, communications, and support services Point of the Mountain Water Treatment Plant (POMWTP) Finished Water Pump Station (FWPS) variable frequency drives--emergency repairs and services Lump sum 1 10,000 $10,000 5530 5530 Contract Services Contract Services Lump sum Lump sum 1 1 $ $ 10,000 6,500 $ $ 10,000 6,500Fire alarm system maintenance and support services Ozone system instrumentation and electrical equipment repair, calibration, and support services5530 5530 5530 5530 5530 5530 5530 Total 5610 5610 Total 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 5720 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 $ $ $ $ $ $ 9,000 20,000 18,000 18,000 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 9,000 20,000 18,000 18,000 - Uninterruptible Power Supply (UPS) service contracts and maintenance Cathodic protection annual survey (aqueducts and water treatment plants) Cathodic protection HD survey (aqueducts and water treatment plants) Ozone, UV programming and troubleshooting services Allen Bradley product support 12,500 12,500 104,000 4,800 4,800 3,500 3,900 3,000 5,000 42,000 11,667 2,500 3,993 3,996 1,200 4,200 1,560 3,050 24,000 2,200 750 Telephone Mobile phone allowances (10)Monthly 12 $400 Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Ultrasonic meter spare parts Lump sum Each 1 3 1 1 7 5 3 11 6 2 1 7 1 1 5 6 4 1 2 3 1 4 2 60 1 0 1 1 3 3 8 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,500 1,300 3,000 5,000 6,000 2,333 833 Ultrasonic meter probes Instrumentation and PLC battery replacements Moore Industries temperature probe Turbidimeter replacement heads Turbidimeter parts and repairs Turbidimeter probe recalibrations/repairs pH meter parts and repairs Lump sum Lump sum Each Each Each Each 363 Fluoride analyzer parts and repairs Chlorine analyzer parts and repairs Chlorine calibration kits Each 666 Each 600 Lump sum Each 4,200 223Chlorine detector parts Ozone analyzer replacement probes Ozone system instrumentation and controls repairs and replacement parts Ozone ambient air detector calibration kits Ozone ambient air sensors Lump sum Lump sum Each 3,050 24,000 440 Each 125 Ozone control boards Each 250 1,000 750Ozone calibration acuvacs Lump sum Each 750 Calibration kits 1,600 500 3,200 1,500 3,050 1,550 1,200 450 Hydrogen Sensors Each Remote site actuator repairs Lump sum Each 3,050 388Actuator contactor replacements Solid state contactor Each 600 UPS and VFD air filters Each 8 Anionic system controls Lump sum Each 1,000 - 1,000 -Confined space monitoring equipment PC/S Filter table cabinet hardware PLC repairs and replacement parts PC/S RTU equipment repairs and replacement parts PC/S RTU equipment cabinet heaters Lump sum Lump sum Each -- 20,000 3,000 666 20,000 9,000 1,998 1,200 Each SLA Provo Canyon RTU overflow batteries Misc. instrument replacement parts (instrument components, fittings, sample line/hose materials, etc.) Each 150 5720 5720 Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Lump sum Each 1 25 10 1 $ $ $ $ $ $ 1,500 320 $ $ $ $ $ $ $ $ $ 1,500 8,000UV lamps 5720 UV boards/ballasts Each 1,250 1,500 3,750 35,000 12,500 1,5005720UV quality transmitter sensors Headloss differential pressure meters for LCWTP filters Instrumentation equipment replacement Lump sum Each5720 4 15,000 35,000 235,914 10,000 10,000 5720 Lump sum 1 5720 Total 5810 General Supplies Tools and equipment Lump sum 1 $10,000 5810 Total Budget025 2024.04.09 FY25 Budget Workbook - TENTATIVE.v221 of 44 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Instrumentation & Electrical (26) Last Update: 03/08/24 Account Number 5830 Account Name Description Electrical materials and supplies (conduit, parts, fuses, etc.) Electrical motor replacements Units Lump sum Lump sum Each Quantity Unit Price 15,000 Extended Amount 15,000Materials Materials Materials Materials Materials Materials Materials Materials 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5830 10,000 200 10,000 2,000 12,000 6,000 2,000 48,000 3,000 98,000 1,000 26,400 450 5830 Emergency lights and batteries (power outages, etc.) LCWTP LED replacement light fixtures Building heater replacements 10 12 2 5830 Each 1,000 3,000 2,000 48,000 750 5830 Each 5830 Fuses for electrical gear Lump sum Lump sum Each 1 5830 UPS battery replacements for LCWTP and POMWTP systems Small UPS replacements 1 5830 4 5830 Total 5840 Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Chemicals Turbidimeter formicin Each Each 5 $ $ $ $ $ $ $ 200 1205840Chlorine analyzer buffer & analyzer solutions Chlorine calibration bottles for chlorine detectors pH # 4, 7, and 10 calibration buffers Chemwipes 220 25840Each 225 5840 Each 3 400 1,200 3255840Lump sum Lump sum Lump sum 1 325 5840 Terminal Reservoir--hardness monitor reagent Confined space monitor calibration gas 1 2,500 600 2,500 60058401 5840 Total 5911 32,475 2,000 2,000 500 Laundry Uniforms Lump sum 1 $2,000 5911 Total 5913 Safety Safety Safety Safety Nitrile gloves Lump sum Lump sum Lump sum Lump sum 1 1 1 1 $ $ $ $ 500 2,000 2,500 4,000 5913 Arcflash electrical safety clothing and protective equipment FR electrical safety clothing 2,000 2,500 4,000 9,000 5913 5913 Personal protective equipment (includes safety shoes) 5913 Total Budget026 2024.04.09 FY25 Budget Workbook - TENTATIVE.v222 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 LAB (50) Last Update: 02/15/24 3-Year Average (FY 2021- 2023) % Change from FY 2024 Budget Actual FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Budget FY 2025AccountDescription Salary & Wage Exp. Overtime Premium Sick Leave 5110 437,741 458,755 498,509 465,001 467,696 489,600 4.68% 5120 5131 5170 5190 5210 1,750 1,633 1,246 1,543 1,482 1,500 1.21% N/A------ On Call Pay ------N/A Other ------N/A Payroll Taxes 33,151 35,435 39,914 36,166 36,699 38,415 4.68% 4.67% -1.61% -3.06% N/A Salaries and Wages Retirement Plan Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel Vehicle O & M 472,642 495,823 539,669 502,710 505,877 529,515 5310 5320 5330 5350 88,601 93,241 97,818 93,220 94,585 93,067 85,048 89,890 91,626 88,855 111,210 107,802 ------ 3,219 3,299 3,480 3,332 3,796 4,148 9.27% -2.18% -32.24% N/A 176,868 186,430 192,924 185,407 209,591 205,017 5340 5360 1,555 3,086 1,885 2,175 8,715 5,905 -----3,000 1,555 3,086 1,885 2,175 8,715 8,905 2.18% 0.32% 0.00% 0.32% N/A 5410 5430 --3,990 1,330 6,180 6,200 ----98 98 Transportation Legal --3,990 1,330 6,278 6,298 5510 5520 5530 5540 ------ Accounting ------N/A Contract Services Other 58,204 51,769 77,566 62,513 66,422 68,606 3.29% N/A------ Professional Services Telephone 58,204 51,769 77,566 62,513 66,422 68,606 3.29% 200.00% N/A 5610 5620 5630 5640 5650 1,080 1,080 1,120 1,093 960 2,880 Electricity ------ Natural Gas ------N/A Radio Communications Water ------N/A ------N/A Utilities 1,080 1,080 1,120 1,093 960 2,880 200.00% N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ------ 1,275 10,739 1,673 4,562 16,000 16,000 0.00% 0.00% 0.00% N/A 1,275 10,739 1,673 4,562 16,000 16,000 5810 5820 5830 5840 5850 382 621 498 500 2,000 2,000 71 -141 71 -- Materials 33,186 45,198 41,711 40,032 46,000 46,000 0.00% 0.00% N/A Chemicals 63,494 74,018 80,497 72,670 65,000 65,000 Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ------ 97,133 119,837 122,847 113,273 113,000 113,000 0.00% N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ------ ------N/A ------N/A ------N/A Miscellaneous ------N/A Postage & Freight Exp. Contributions & Events Depreciation Expense Interest Expense Laundry ------N/A ------N/A ------N/A ------N/A 1,190 1,285 1,290 1,255 1,300 1,300 0.00% 14.86% 0.00% N/A Safety 635 536 729 633 1,750 2,010 Subscriptions & Publications Outside Printing Dues & Memberships Amortization Exp. PRWUA 290 --97 200 200 ------ ----195 - 500 - 156.41% N/A- - - - - - - ---N/A Other Expenses Total Expenses 2,115 810,872 1,821 870,585 2,019 943,693 Excluding personnel costs 1,985 875,048 3,445 930,288 214,820 4,010 954,231 219,699 16.40% 2.57% 2.27% Budget027 23 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2025 General Expenditures Worksheet Cost Center Name: Lab (50) Last Update: 02/15/24 Account Number 5110 Account Name Salary and Wage Expense Description Units Quantity Unit Price 18,831 Extended Amount 489,600Salary and wages (6 FTEs plus skill-based pay)Pay Period 26 26 26 26 12 12 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5110 Total 5120 489,600 1,500 1,500 38,415 38,415 93,067 93,067 107,802 107,802 4,148 4,148 420 Overtime Premium Payroll Taxes Overtime premium Pay Period Pay Period Pay Period Monthly 57 1,478 3,579 8,983 346 5120 Total 5210 Employer Portion of Payroll Taxes 5210 Total 5310 Retirement Plan URS (Utah Retirement Systems) Contribution and Employer Match Insurance premiums (Medical, Dental, Vision, and H.S.A. Contribution) AD&D, Basic Life, Long Term Disability, etc. 5310 Total 5320 Medical Insurance Premiums Insurance Premiums 5320 Total 5350 Monthly 5350 Total 5340 Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars Meetings & Seminars On-line training Lump sum Lump sum Lump sum Each 1 1 1 3 $ $ $ $ 420 3,845 300 5340 Lims training 3,845 3005340Team Building 5340 Operator Certification Renewals Laboratory Certification Training Seminar Refreshments for Lab meetings/Birthday celebrations 180 540 5340 Each - 5340 Lump sum 1 2 $ $ 800 800 5340 Total 5360 5,905 3,000 3,000 2,500 1,500 200 Leadership Development Leadership training Each 1,500 5360 Total 5410 Business Travel Business Travel Business Travel Business Travel Water Quality Technology Conference Each Each Each Each 1 1 1 1 $ $ $ $ 2,500 1,500 200 5410 AWWA Intermountain Section Annual Conference AWWA Intermountain Section Mid-Year Conference Laboratory instrument specific training (ICP MS) 5410 5410 2,000 2,000 6,200 98 5410 Total 5430 Vehicle O&M Mileage Reimbursement Miles 147 1 $ $ 0.67 5430 Total 5530 98 Contract Services Laboratory Information Management System programming Gas Chromatograph Mas Spectrometer Service Contract (THMs only) Expires 6/30/26 Lump sum 8,000 8,000 5530 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 3 2 1 1 1 9 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - Tekmar Lumin (purge&trap)Tekmar AquaTek Service contract 8/30/24-6/30/27 Gas Chromatograph Service Contract (HAAs only) Inductive Couple Plasma/Mass Spectrometer Ion Chromatograph 1 year 8,466 13,169 - 8,466 13,169 - 5530 5530 5530 4,000 2,000 150 4,000 2,000 450 5530 Hazardous waste chemical disposal Data loggers calibrations5530 5530 Turbidimeters calibrations 650 1,300 1,476 250 5530 Weights calibrations 1,476 2505530Thermometer calibration 5530 Laboratory certification 3,700 1,255 4,000 2,000 3,000 500 3,700 11,295 4,000 2,000 3,000 500 5530 Giarda & Crypto monitoring Only POMWTP 2X/month PT Laboratory audits5530 5530 PFAs 1X/QRTR finished only 5530 Miscellaneous testing 5530 Geosmin/MIB monitoring 5530 Lab consulting services 5,000 5,000 68,606 2,880 2,880 6,000 5,000 2,000 - 5530 Total 5610 Telephone Mobile Phone Allowances (6)Monthly 12 $240 5610 Total 5720 Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Lab equipment repair & replacement Replacement Fridge Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 $ $ $ $ $ 6,000 5,000 2,000 - 5720 5720 Turbidimeter 5720 Pilot Plant equipment repair & replacement Spare parts for equipment & instruments5720 3,000 3,000 16,000 2,000 2,000 46,000 46,000 65,000 65,000 1,300 1,300 800 5720 Total 5810 General Supplies Materials General supplies Laboratory materials Laboratory chemicals Uniforms Lump sum Lump sum Lump sum Lump sum 1 1 1 1 $ $ $ $ 2,000 46,000 65,000 1,300 5810 Total 5830 5830 Total 5840 Chemicals Laundry 5840 Total 5911 5911 Total 5913 Safety Safety Safety Lab safety equipment Safety shoes Lump sum Each 1 6 2 $ $ $ 800 135 200 5913 810 5913 Safety prescription glasses Each 400 5913 Total 5914 2,010 200Subscriptions & Publications Dues & Membership Laboratory reference materials NELAC Lump sum Lump sum 1 1 $ $ 200 500 5914 Total 5916 200 500 5916 Total 500 Budget028 2024.04.09 FY25 Budget Workbook - TENTATIVE.v224 of 44 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 TOTAL DISTRICT NON-ROUTINE O&M (60) Last Update: 03/04/24 % Change from FY 2024 Budget 3-Year Average (FY 2021-2023) Actual Actual Actual Budget FY 2024 Budget FY 2025Account 5110 Description Salary & Wage Exp. Overtime FY 2021 FY 2022 FY 2023 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - N/A 5120 5210 -N/A N/APayroll Taxes - Salaries and Wages Retirement Plan -N/A N/A5310 5320 5330 5350 - Medical Insurance Premiums Tuition Aid Program Insurance Premiums Employee Benefits Meetings & Seminars Leadership Development Employee Training Business Travel -N/A -N/A -N/A -N/A N/A5340 5360 - -N/A -N/A N/A5410 5430 - Vehicle O & M 18,173 6,058 N/A Transportation Legal 18,173 6,058 N/A N/A5510 5520 5530 5540 -- Accounting --N/A Contract Services Other 359,495 119,832 475,000 455,000 -4.21% N/A---- Professional Services Telephone 359,495 119,832 475,000 455,000 -4.21% N/A5610 5620 5630 5640 5650 ---- Electricity ----N/A Natural Gas ----N/A Radio Communications Water ----N/A ----N/A Utilities ----N/A N/A5710 5720 Buildings & Grounds Machinery & Equipment Repairs and Maintenance General Supplies Office Supplies ---- 465,104 155,035 490,443 447,000 -8.86% -8.86% N/A 465,104 155,035 490,443 447,000 5810 5820 5830 5840 5850 ---- ----N/A Materials ----N/A Chemicals ----N/A Computer & Instr. Supplies Chemicals and Supplies General Insurance Administrative Fees Water Stock Assessment Rent Exp. ----N/A ----N/A N/A5901 5902 5903 5904 5905 5906 5907 5909 5910 5911 5913 5914 5915 5916 5917 5918 ---- ----N/A ----N/A ----N/A Miscellaneous ----N/A Postage & Freight Exp. Contributions and Events Depreciation Exp. Interest Exp. ----N/A ----N/A ----N/A ----N/A Laundry ----N/A Safety ----N/A Subscriptions & Publications Outside Printing Dues & Memberships Amortization Expense PRWUA ----N/A ----N/A ----N/A ----N/A - - - - - - - - N/A Other Expenses Total Expenses N/A -6.57% -6.57% --842,772 Excluding personnel costs 280,925 965,443 965,443 902,000 902,000 Budget029 25 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Fiscal Year 2024 General Expenditures Worksheet Cost Center Name: Total District Non-Routine O&M (60) Last Update: 03/04/24 Account Number 5530 Account Name Contract Services Description Submitted by: Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Units Quantity Unit Price 75,000 Extended Amount 75,0002025 Master Plan Update WIFIA Application Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum Lump sum 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5530 Contract Services Contract Services Contract Services Contract Services Contract Services Contract Services 100,000 50,000 15,000 65,000 100,000 50,000 100,000 50,000 15,000 65,000 100,000 50,000 455,000 50,000 60,000 15,000 100,000 17,000 115,000 75,000 15,000 447,000 5530 IT Design Guideline 5530 LCWTP Ozone Electrical Components Review MAR Program Management5530 5530 Network Backbone Mapping 5530 POMWTP Automate Backwash 5530 Total 5720 Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Machinery & Equipment Chemical Tank Repair Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Ammon Allen Each Lump sum Each 2 1 2 1 2 1 1 3 $ $ $ $ $ $ $ $ 25,000 60,000 7,500 5720 LCWTP Actuator Spares 5720 LCWTP Ozone Control Valve Replacements Miscellaneous Repairs and Replacements POMFWP Feeder Protection Relays POMWTP HVAC 5720 Lump sum Each 100,000 8,5005720 5720 Lump sum Lump sum Each 115,000 75,000 5,000 5720 Remote Site Radios 5720 UCAN Radios 5720 Total Budget030 2024.04.09 FY25 Budget Workbook - TENTATIVE.v226 of 44 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: March 25, 2024 ROUTINE NON-CAPACITY IMPROVEMENT PROꢀECTS Salt Lake Aqueduct Replacement Reach 1 - Cottonwoods Conduits1 Salt Lake Aqueduct Replacement Reaches 2 and 31 Salt Lake Aqueduct Hardening1 Little Cottonwood Conduit Replacement and Intake Modifications1 $ $ $ $ $ $ $ $ 23,049,083 200,000 1,333,333 1,000,000 250,000Little Cottonwood Water Treatment Plant Administration Campus Improvements1 Fleet Replacement Program 185,000 Little Dell Dam Improvements1 430,000 Repair and Replace 872,000 Subtotal $ 27,319,416 CAPACITY IMPROVEMENT PROꢀECTS Salt Lake Aqueduct Replacement Reach 1 - Cottonwoods Conduits1 Managed Aquifer Recharge $ $ 12,829,236 425,000 Subtotal $ 13,254,236 OTHER CAPITAL IMPROVEMENT PROꢀECTS Jordan Aqueduct System and 150th South Pipeline Central Utah Project (CUP) Capital $ $ 1,577,913 3,815,423 5,393,336Subtotal $ TOTAL PROꢀECTS $ $ 45,966,988 37,157,652 OUTSIDE FUNDING SOURCES Bonds, Grants, Assessments Subtotal $ 37,157,652 NET TOTAL PROꢀECTS $8,809,336 1 Multi-year project; see individual project detail. Budget031 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 2/9/2024 Account No.: Location: 1802B/C-10 Department:Engineering Salt Lake Aqueduct Proꢁect Contact: Kelly Stevens Reꢂuest Type: Non-Cap./Cap. Imp. Project Title:Salt Lake Aqueduct Replacement Reach 1 - Cottonwoods Conduits Description: ꢀustification: New pipeline to connect LCWTP and BCWTP and for Phase 1 of SLAR. The Salt Lake Aqueduct Replacement Reach 1 - Cottonwoods Conduit will install a new pipeline to connect the Big Cottonwood Water Treatment Plant (BCWTP) and Little Cottonwood Water Treatment Plant (LCWTP). Phase 1 will convey raw water from Big Cottonwood Creek to the LCWTP while the BCWTP is rebuilt. At an undetermined time after BCWTP is completed, the pipeline will be converted to a finished water facility as the first part of a parallel SLA for redundancy and reliability; to meet contractual obligations to convey 145 mgd north of the LCWTP; and to resolve hydraulic limitations between the LCWTP and 10 Million Gallon Reservoir. Budget: Description Acct. No. 1802C-10 1802C-10 1802C-10 1802C-10 1802B-10 Extended Amount Construction $29,203,386 857,268Engineering Services During Construction Contingency $ $ $ $ 1,576,241 2,321,424 1,920,000 35,878,319 Design (Reimbursement to SLC) Easement Acquisition Total $ Funding Sources: Description Extended Amount MWDSLS $23,049,083 12,829,236 35,878,319 Salt Lake City $ Total $ Fiscal Year Summary (multi-year proꢁect): Est. Budget (FY2024-)1 Est. Budget Est. Budget (FY2026) Est. Budget (FY2027ꢃ) 773,015 242,126 Source Total Proꢁect(FY2025) 23,049,083 12,829,236 MWDSLS $ $ 1,773,772 8,174,529 $ $ $ $ 27,055,517 8,926,053 $ $ $ $ 52,651,387 30,171,944 82,823,331 Salt Lake City Total $ 1 Assumes construction of the CC-1 in fiscal year 2024. Budget032 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/4/2024 Account No.: 1802D-10 Department:Engineering Location:Salt Lake Aqueduct Proꢁect Contact:Kelly Stevens Reꢂuest Type: Non-Capacity Improvement Project Title:Salt Lake Aqueduct Replacement (SLAR) Reaches 2 and 3 Description:New pipeline to provide resiliency to the SLA and meet contractual delivery obligations. ꢀustification: The Salt Lake Aqueduct Replacement Reaches 2 and 3 will continue the SLAR from Fort Union Boulevard to the Terminal Reservoirs. The pipeline will provide redundancy and reliability to the SLA and allow the District to meet contractual obligations to convey 145 mgd north of the LCWTP. This fiscal year 2025 task is to identify an alignment and pipe size for future design considerations. This project is contingent on award of a BRIC grant, for which the District applied in 2023. Award notices are anticipated in August 2024. Early definition of this project will allow District staff to determine appropriate timing and budget. Budget: Description Acct. No.Extended Amount Engineering 1802D-10 $200,000 200,000Total $ Funding Sources: Description Extended Amount MWDSLS $50,000 150,000 200,000 BRIC Grant $ Total $ Fiscal Year Summary (multi-year proꢁect): Source Est. Budget (FY2025) Est. Budget (FY2026) 75,000 $ Total Proꢁect MWDSLS $ $ 50,000 $ 150,000 $ 125,000 375,000 500,000 BRIC Grant 225,000 $ Total $ Budget033 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/4/2024 Account No.: 1802A-10 Department:Engineering Location:Salt Lake Aqueduct Proꢁect Contact:Kelly Stevens Reꢂuest Type: Non-Capacity Improvement Project Title:Salt Lake Aqueduct Hardening Description:Improvements including replacement and slipline of the SLA for seismic stability. ꢀustification: The 2020 SLA Hazard Mitigation Plan identifies 12 segments of the SLA to replace and 32 segments to slipline with a steel pipe to improve pipeline resiliency. The full replacement and slipline schedules are collectively referred to hardening the SLA. The replacement sections cross and/or closely parallel known fault lines. This project will complete design to harden the finished water SLA, which includes 11 segments, 3 of which are identified for replacement. In October 2023 the District was awarded an aqueduct resiliency grant from the Utah Division of Water Resources which will fund approximately 75% of the project. Budget: Description Acct. No.Extended Amount Engineering 1802A-10 $1,333,333 1,333,333Total $ Funding Sources: Description Extended Amount MWDSLS $354,000 979,333Division of Water Resources Aqueduct Resiliency Grant $ Total $1,333,333 Fiscal Year Summary (multi-year proꢁect): Est. Budget (FY2025) 354,000 $ 979,333 $ Est. Budget (FY2026) 177,000 $ Source Total Proꢁect MWDSLS Division of Water Resources $ $ 531,000 1,469,000 2,000,000 489,667 $ Total $ Budget034 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/21/2024 Account No.: 1827/B-10 Department:Engineering Location:Little Cottonwood Conduit Proꢁect Contact:Gardner Olson Reꢂuest Type: Non-Capacity Improvement Project Title:Little Cottonwood Conduit Replacement and Intake Modifications Description:Replace the raw water Little Cottonwood Conduit and modify the lower intake structure. ꢀustification: In recent years, impacts on the Murray penstock and hydroplant prevented the District from obtaining and treating available Little Cottonwood Creek (LCCr) water. Inspections of the raw water Little Cottonwood Conduit (LCC) in 2011, 2012, and 2015 suggest the pipeline is in poor condition. Hydraulic and operations limitations at the LCCr intake also prevented the District from capturing creek water. The 2023 Multi-hazard Mitigation Plan states the LCC is susceptible to landslides in its current location. This project improves supply reliability from LCCr by replacing the raw water LCC and addressing limitations at the intake structure. Budget: Description Acct. No. 1827-10 Extended Amount Design $615,000 385,000Easement Acquisition 1827B-10 $ Total $1,000,000 Fiscal Year Summary (multi-year proꢁect): Spent (FY2023) Est. Budget (FY2024) Est. Budget (FY2025) Est. Budget (FY2026) Est. Budget (FY2027ꢃ) 3,633,333 $ Total Proꢁect $54,091 $200,000 $1,000,000 $7,266,667 $12,154,091 Budget035 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/4/2024 Account No.: 1812, 1845G/H-10 Location: LCWTP Reꢂuest Type: Non-Capacity Improvement Project Department:Engineering Proꢁect Contact:Ammon Allen Title:Little Cottonwood Water Treatment Plant Administration Campus Improvements Description:Construct a new server room and improve Administration Building landscaping and parking. ꢀustification: The District's server room was constructed in 2001 and has reached its capacity. A new server room will allow the District to receive additional fiber connections from the SLAR- CC, MAR, and LCCr projects and effectively position the District for the eventual LCWTP rebuild. Current deficiencies, such as HVAC, power, and fire suppression will also be resolved. The new server room is anticipated to be an extension of the existing Administration Building. Additionally, construction of the CC-2 pipe south of the Administration Building will disrupt existing landscaping and parking. This project will install waterwise landscaping and improve parking and site accessibility. Budget: Description Acct. No.Extended Amount Design TBD $250,000 250,000Total $ Fiscal Year Summary (multi-year proꢁect): Spent (FY2023) Est. Budget (FY2024) Est. Budget (FY2025) Est. Budget (FY2026) Est. Budget (FY2027ꢃ)Total Proꢁect $- $- $250,000 $2,107,333 $1,053,667 $3,411,000 Budget036 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/11/2024 Account No.: 1848-10 Department:Maintenance Location:District-wide Proꢁect Contact:Michael Carter Reꢂuest Type: Non-Capacity Improvement Project Title:Fleet Replacement Program Replace three pick-ups.Description: ꢀustification: Vehicle #55, a 2012 Dodge RAM 2500, is expected to have over 100,000 miles at replacement. Score: 13.45 (Scale 0-15. The vehicle qualifies for replacement once it reaches 10 points. Points are based on mileage, age, and accumulated maintenance costs). Vehicle #59, a 2015 Chevrolet 2500, is expected to have over 90,000 miles at replacement. Score: 11.00 Vehicle #60, a 2015 Chevrolet 2500, is expected to have over 125,000 miles at replacement. Score: 12.89 Budget: Description Vehicle 82 (3/4 ton - replaces 55) Acct. No. 1848-10 1848-10 1848-10 Extended Amount $75,000 55,000 55,000 185,000 Vehicle 83 (1/2 ton - replaces 59) Vehicle 84 (1/2 ton - replaces 60) $ $ Total $ Budget037 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/21/2024 Account No.: 1840-10 Department:Engineering Location:Little Dell Dam Proꢁect Contact:Ammon Allen Reꢂuest Type: Salt Lake City Public Utilities Title:Little Dell Dam Improvements Description:Improvements as identified by Salt Lake City Department of Public Utilities. ꢀustification: Based upon current request from Salt Lake City Public Utilities. Budget: Description Restore Parley's Diversion Exterior Coating Diversion / Penstock Flowmeter Acct. No.Extended Amount 1840-10 1840-10 1840-10 1840-10 1840-10 $170,000 30,000$ $ $ $ Instrumentation Upgrade 100,000 30,000DOCS and Audit Lighting Rehabilitation Restoration of DOCS Pipe Coating 100,000 430,000Total $ Budget038 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/4/2024 Account No.: Various Location: Various Reꢂuest Type: Non-Capacity Improvement Project Department:Engineering Proꢁect Contact: Ammon Allen Title:Repair and Replace Routine repair and replace non-capacity capital investments.Description: ꢀustification: 1. This is year two of four to replace the LCWTP ozone system control valves. Some of these valves will be replaced and others reconditioned. New valves fall within the capital budget. 2. Parts for the LCWTP chlorinators are no longer available, and staff was unsuccessful in finding compatible replacements. The chlorinators will be replaced two per year for three years. 3. The POMWTP is fenced on the north and east. Security concerns suggest the need to fence the south and west sides of the plant. 4. 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. 5. The uninterruptable power supply in the LCWTP pipe gallery is in need of replacement. 6. The District was approached with the option to purchase property along the SLA Corridor. The property is partially encumbered by District easement. Procurement of this property is advantageous for protecting the SLA and its future refurbishment and/or replacement(s). Budget: Description Acct. No. 1845-10 1845-10 1807-10 1818-10 1845-10 1802-10 1813-10 Extended Amount 1 LCWTP Ozone Control Valve Replacement 2 LCWTP Chlorinators Replacement 3 POMWTP Perimeter Fence $12,000 30,000$ $ $ $ $ $ 160,000 70,0004 Annual Network Server Replacement 5 LCWTP UPS Replacement 100,000 400,000 100,000 872,000 6 Real Property Acquisition - Other Miscellaneous Repairs and Replacements Total $ Budget039 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 2/14/2024 Account No.: 1865-10 Department:Engineering Location:Salt Lake Aqueduct Proꢁect Contact:Ammon Allen Reꢂuest Type: Capacity Improvement Project Title:Managed Aquifer Recharge Design and Construction Construct aquifer recharge facilities at the LCWTP.Description: ꢀustification: The District's 2021 Managed Aquifer Recharge (MAR) Implementation Plan includes a six- phase approach to storing up to 8,790 ac-ft of water annually in the ground. With the help of a grant through the American Rescue Plan Act (ARPA), the District is constructing the first MAR phase, which includes two surface infiltration basins and an injection well at the LCWTP. Budget: Description Acct. No. 1865-10 1865-10 Extended Amount Construction $350,000 75,000Engineering Services During Construction $ Total $425,000 Funding Sources: Description Extended Amount MWDSLS $275,000 150,000 425,000 State Grant through ARPA $ Total $ Fiscal Year Summary (multi-year proꢁect): Spent (FY2022) Spent (FY2023) Est. Budget (FY2024) Est. Budget (FY2025)Source Total Proꢁect ASR Reserve Capital Budget State Grant $ $ 45,461 $1,696,132 $2,373,511 $4,115,104 3,517,363 3,000,000 10,632,467 $3,242,363 $ 1,586,939 $ 275,000 $ 150,000 $ Total $ 32,970 $1,230,091 $ Budget040 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/11/2024 Account No.: 1599-10 Department:Engineering Location:JVWCD System Proꢁect Contact:Ammon Allen Reꢂuest Type: JVWCD Title:Jordan Aqueduct System and 150th South Pipeline Projects for FY2025 are listed below.Description: ꢀustification: MWDSLS is responsible to pay 2/7 of JA system improvements which include Jordan Aqueduct (JA) 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. Budget: Description JVWTP TR Basins 3 and 4 Roof Deck Joint Sealant Replacement JVWTP Replace Filter Media Acct. No. 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 1599-10 Extended Amount $- 144,790 431,210 200,000 5,376 $ $ $ $ $ $ $ $ $ $ JVWTP Filter and Chemical Feed Upgrades JVWTP Floc/Sed Basins 1 and 2 Seismic Upgrade JA Seismic Resiliency Improvements Normal Small Capital Improvements 146,866 330,242 259,429 - JA Normal Maintenance and Replacement JVWTP Normal Maintenance and Replacement TR Normal Maintenance and Replacement 150th South Normal Maintenance and Replacement JVWCD Project Management Expenses 10,000 50,000 1,577,913Total $ Budget041 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 2/14/2024 Account No.: 1853-10 Department:Administration Location:CUP System Proꢁect Contact: Annalee Munsey Reꢂuest Type: CUP System Title:Central Utah Project (CUP) Capital Capital improvements related to the CUP.Description: ꢀustification: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. Budget: Description ꢄuantity (ac-ft) 20000 Unit Price 148.56 $ 272.33 $ Total $ Extended Amount CUP Allotment Payment $ $ 2,971,200 844,223Salt Lake City CUP ULS Petition Payment 3100 3,815,423 Budget042 Metropolitan Water District of Salt Lake & Sandy FY2025 Capital Budget Last Updated: 3/4/2024 Account No.: Location: Various VariousDepartment: Contact: Engineering Ammon Allen Reꢂuest Type: Operation & Maintenance Title:Non-Routine Operation & Maintenance Budget: Description Acct No.Budget POMWTP HVAC: Proprietary controls on the POMWTP HVAC system are no longer supported. This project will replace the controls with a non-proprietary system and install a new rooftop unit for Ozone. 5720-60 $115,000 WIFIA Loan Application: Staff seek to procure WIFIA funding for the 17-year CIP/FW.5530-60 5720-60 $ $ 100,000 100,000Miscellaneous Repairs and Replacements: This budget line is used for unplanned and emergency expenses. Network Backbone Map: Staff is seeking help to document existing network equipment and conduits at the LCWTP. This document will support the future LCWTP rebuild. 5530-60 $100,000 2025 Master Plan Update: The 2020 master plan will be updated to reflect the 2023 hazards assessment.5530-60 5720-60 5530-60 $ $ $ 75,000 75,000 65,000 Remote Site Radios: This is for year one of a two year project to improve the District's remote site radios and associated infrastructure. MAR Program Management: Following construction, the MAR pilot study will run for five years. Consultant experience will support staff. LCWTP Actuators: A variety of spare actuators will be procured in lieu of proactive replacement to respond to unexpected failures.5720-60 5530-60 $ $ 60,000 50,000Chemical Tank Repair: Staff desires to seal leaks in two chemical storage tanks at the LCWTP. IT Design Guideline: The District is updating its Design Engineering Guidelines. Staff seek consultant help to address advancements in IT and cybersecurity. 5530-60 5530-60 5720-60 $ $ $ 50,000 50,000 17,000 POMWTP Automate Backwash: Backwash sequencing at POMWTP is performed manually by operators. Automating the process will improve operational efficiency and consistency. POMFWP Feeder Protection Relays: The feeder protection relays protect switchgear and conductor cabling. The existing relays are in need of replacement. LCWTP Ozone Control Valve Replacement: This is year two of four to replace the LCWTP ozone system control valves. Some of these valves will be replaced and others reconditioned. Reconditioned valves fall within the O&M budget. 5720-60 $15,000 15,000 LCWTP Ozone Electrical Components Review: The LCWTP ozone system was constructed in 2006. Electrical components have a 15 to 20 year life expectancy. A review of the electrical system is timely. 5720-60 5720-60 $ $ UCAN Radios: The District maintains radios compatible with the Utah Communications Agency Network (UCAN). These radios are replaced on a regular interval. 15,000 Total $902,000 Budget043 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 Revenue Proꢁections Last Update: March 21, 2024 Estimated Actuals 6/30/2024 Fiscal Year 2024 Actuals as of Fiscal Year 2025 Tentative BudgetAdopted Budget 12/31/2023 Operating Revenues Water Sales Salt Lake City Sandy City $17,121,570 $6,658,388 $209,081 $714,184 $619,094 $8,560,785 $3,329,194 $111,125 $152,934 $225,841 $17,121,570 $6,658,388 $211,125 $329,926 $355,232 $17,635,217 $6,858,140 $212,352 $721,088 $639,390 Jordanelle Special Service District (JSSD) Raw water sales plus conveyance to non-member entities Treatment charges and conveyance fees for non-member entities Total Operating Revenues $25,322,317 $12,379,879 $24,676,242 $26,066,187 Other Revenues Tax Revenues Salt Lake City Sandy City Fees in Lieu of Taxes Prior Years' Tax Revenue Subtotal Tax Revenues $8,582,737 $2,772,599 $398,436 $286,907 $12,040,679 $8,267,124 $2,589,534 $222,347 $56,048 $11,135,053 $9,477,032 $2,882,137 $421,518 $263,170 $13,043,857 $15,362,200 $4,503,985 $396,511 $265,239 $20,527,935 Capital Assessments Salt Lake City Salt Lake City (SLAR-CC) Sandy City Sandy City Ontario Drain Tunnel Assessment Less: JSSD Revenue (see above) Net Sandy City Ontario Drain Tunnel Assessment Salt Lake City Central Utah Project Utah Lake System Assessment Subtotal Assessment Revenues $7,021,892 $0 $3,510,946 $7,021,892 $7,021,892 $13,254,236 $4,210,322 $882,620 $212,352 $670,268 $4,210,322 $854,183 $209,081 $645,102 $844,223 $12,721,539 $2,105,161 $427,091 $111,125 $315,966 $0 $4,210,322 $854,183 $211,125 $643,058 $844,223 $844,223 $26,000,941$5,932,074 $12,719,495 Interest $866,291 $239,246 $1,105,537 $1,688,432 $70,457 $1,758,889 $3,376,863.50 $1,711,908 $5,088,772 $2,061,809 $25,668,658 $27,730,467 Miscellaneous Revenue (includes bond proceeds) Subtotal Total Other Revenues $25,867,755 $18,826,016 $30,852,124 $74,259,343 Total Revenue $51,190,072 $31,205,895 $55,528,365 $100,325,530 Budget04440 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 Reserve Funds Last Update: March 26, 2024 Approved FY 2024 $6,760,248 $650,000 $44,626 Tentative FY 2025 $7,118,490 $650,000 $46,411 $20,000 $38,073 $10,000,000 $2,000,000 $0 Description Category type Restricted Restricted Restricted Restricted Restricted Assigned Assigned Assigned Assigned Unassigned Required Operations and Maintenance Reserve Required Capital Projects Reserve Jordan Aqueduct Reserve JVWTP O&M Reserve 150th South Pipeline Agreement Capital Projects Reserve Self-Insurance/Contingency Reserve Interest Rate Stabilization Reserve Aquifer Storage and Recovery (ASR) Reserve Unassigned Reserves $20,000 $36,609 $16,444,144 $2,000,000 $3,284,866 $0 $24,847,104 $54,087,597 $0 $41,076,757 $60,949,731Totals Metropolitan Water District of Salt Lake & Sandy Fiscal Year 2025 Debt Service Coverage on Outstanding Bonds Last Update: April 2, 2024 Budgeted O&M Expenses Less: Interest expense, depreciation, and amortization Adjusted O&M Expense $46,213,394 $17,739,435 $28,473,959 Budgeted Revenues Less: adjusted O&M Expense Funds Available for Debt Service Payments $74,662,872 $28,473,959 $46,188,913 Debt Service Payments $22,396,685 Coverage (funds available/debt service payments) Minimum coverage required 2.06 1.15 41 of 44 2024.04.09 FY25 Budget Workbook - T B E u N d T ge A t T 04 IV 5 E.v2 Metropolitan Water District of Salt Lake & Sandy Fee Schedule Fiscal Year 2025 Last update: February 28, 2024 Description FY 2024 Approved FY 2025 Tentative Water charges to Member Cities Total treated water sales/conveyance revenue from member cities To Salt Lake City (72% of total water sales based on period of record; amount not to exceed 65,000 af) To Sandy City (28% of total water sales based on period of record; amount not to exceed 23,846 af) $23,779,958 $17,121,570 $6,658,388 $24,493,357 $17,635,217 $6,858,140 To be billed monthly To Salt Lake City To Sandy City $1,426,797 $554,866 $1,469,601 $571,512 Water rates to non-member entities Conveyance fee (per acre foot)$27 $28 Untreated water (based on availability as determined by GM; per acre foot)$131 $135 Treatment charge (per acre foot) Pumping surcharge if Salt Lake Aqueduct is at capacity (applicable as determined by GM; per acre foot) Pumping surcharge at DACRWTP (applicable as determined by GM; per acre foot) $370 $76 $15 $381 $78 $15 Licensing of Rights-of-Way Temporary Use Agreement (MWDSLS fee title property only; per week) New license agreement residential (approved existing improvements) New license agreement residential (no existing improvements) $50 $0 $50 $0 $0ꢅ$0ꢀ New license agreement (subdivisions, utilities, commercial developments, governmental entities) Renewal license agreement residential (approved existing improvements without changes) Renewal license agreement (subdivisions, utilities, commercial developments, governmental entities) Right of use fee (fee title lands only) as determined by the GM $1,500ꢀ $0ꢀ $1,500ꢅ $0ꢅ $500ꢅ$500ꢀ 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 Reꢂuest 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) Other GRAMA fees as determined by the GM Varies Varies 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. Budget04642 of 44 2024.04.09 FY25 Budget Workbook - TENTATIVE.v2 METROPOLITAN WATER DISTRICT OF SALT LAꢆE & SANDY FY 2025 Provo River Water Users Association Budget Reꢂuest Last Updated: Account No.: 2/28/2024 5918-20 Description: Budget: This budget item reflects all costs paid to Provo River Water Users Association. Description Safety of Dams repayment Provo River Aqueduct (2020B Bonds) Repayment PRWUA O&M assessment PRWUA capital assessment Units shares lump sum shares ꢄuantity 61,900 Unit Price Extended Amount $ $ $ $ -$ $ $ $ - 1,247,000 1,477,553 1,454,650 1 61,900 61,900 1,247,000 23.87 shares 23.50 Provo River Aqueduct O&M by PRWUA Deer Creek Intake Station O&M by PRWUA Total acre feet lump sum 20,798 1 $ $ 17.34 150,000.00 $ $ $ 360,637 150,000 4,689,840 PRWUA total per share assessments--FY 2025 PRWUA total per share assessments--FY 2024 shares shares 61,900 61,900 $ $ 47.37 40.87 $ $ 2,932,203 2,529,853 Percent increase 15.90% PRWUA total overall costs--FY 2025 PRWUA total overall costs--FY 2024 shares shares 61,900 61,900 $ $ 75.76 68.58 $ $ 4,689,840 4,244,885 Percent increase 10.48% Budget047 Metropolitan Water District of Salt Lake & Sandy Proꢁected Cash Floꢇ Last Update: April 9, 2024 $34,066,300 52 REVENUES 14 25 26 51 55 57 71 80 86 Total Expenses (i.e., Revenue Reꢂuirements) (Sum 14,25,51) Fiscal Year Ending ꢀune 30 Escalation factor (inflation, groꢇth, interest) 2024 Total Operating Expenses Total Debt Payments Debt Coverage Ratio Total Capital Expenditures Total MWDSLS Taxes Proposed Water Rate Increase Total Water Sales/Conveyance Revenue Total Assessments Total Miscellaneo Revenues $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 27,040,992 28,473,959 29,591,108 30,201,449 31,129,856 32,320,514 33,215,396 34,515,786 35,615,573 36,753,469 37,929,310 39,145,982 40,403,629 41,703,677 43,049,092 44,440,612 45,880,492 47,370,041 48,912,088 50,507,492 52,159,145 53,868,230 55,638,476 57,470,880 59,368,732 61,333,871 63,369,920 65,478,798 67,663,953 69,927,645 72,274,177 74,706,898 77,228,459 79,843,047 82,553,668 85,365,378 88,282,029 91,307,552 94,447,165 97,705,656 101,086,872 104,597,490 108,242,736 112,028,413 115,959,648 120,043,635 124,286,895 128,696,534 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 17,031,648 22,396,685 23,503,585 23,860,664 23,973,990 24,308,590 24,492,671 29,392,362 33,965,134 34,119,669 34,178,373 29,541,620 29,389,620 25,929,952 28,361,293 28,440,392 28,520,536 30,096,469 30,181,646 30,270,359 30,361,531 29,020,938 29,117,455 29,216,676 29,318,687 27,432,579 27,541,444 27,653,275 27,768,462 27,887,104 28,009,305 15,760,298 N/A 14,829,471 N/A 14,829,471 N/A 14,829,471 N/A 14,821,953 N/A 14,821,953 N/A 14,821,953 N/A 9,476,717 N/A 9,476,717 N/A 9,476,717 N/A 8,488,876 N/A 8,488,876 N/A 8,488,876 N/A 1,492,042 N/A 1,492,042 N/A 1,492,042 N/A 1.42 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 16,463,659 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 60,536,299 96,837,631 111,406,412 76,915,721 74,681,121 148,849,594 164,425,281 174,523,030 135,397,979 81,378,717 90,187,489 88,674,467 89,469,446 146,559,868 153,530,058 113,477,439 125,339,640 103,833,232 103,183,532 100,181,414 102,088,626 102,032,854 103,481,132 105,000,248 106,593,782 106,272,872 108,618,691 111,047,136 113,562,276 116,166,713 118,865,099 109,286,276 111,122,545 113,991,016 116,964,153 120,039,786 123,237,108 126,552,844 124,647,301 128,216,075 131,918,124 134,772,642 138,760,908 142,901,268 140,202,410 144,665,609 149,300,973 151,026,558 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 12,040,679 20,527,935 20,527,935 20,527,935 23,482,361 23,482,361 23,482,361 23,952,009 23,952,009 23,952,009 24,431,049 24,431,049 24,431,049 24,919,670 24,919,670 24,919,670 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 25,418,063 3.0% 3.0% 5.0% 6.0% 6.0% 6.0% 7.0% 7.0% 7.0% 7.0% 8.0% 9.0% 9.0% 9.0% 9.0% 8.0% 4.0% 4.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25,322,316 26,066,187 25,931,748 27,467,302 29,229,314 31,021,068 33,226,412 35,607,745 38,130,722 40,829,240 44,116,991 48,099,362 52,437,172 57,151,322 62,231,917 67,156,073 69,828,535 72,498,113 74,673,056 76,913,248 79,220,646 81,597,265 84,045,182 86,566,537 89,163,533 91,838,439 94,593,592 97,431,400 100,354,341 103,364,972 106,465,920 109,659,898 112,949,695 116,338,185 119,828,331 123,423,181 127,125,876 130,939,652 134,867,841 138,913,877 143,081,293 147,373,732 151,794,944 156,348,792 161,039,257 165,870,434 170,846,547 175,971,944 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 12,721,540 26,000,941 21,786,119 13,169,222 14,840,339 14,819,517 15,329,850 17,505,947 18,982,760 12,260,363 16,216,396 21,388,055 15,378,082 711,290 684,705 657,323 8,652,651 13,945,161 13,338,396 539,329 507,585 474,889 441,213 406,526 370,798 333,998 296,095 257,054 216,843 175,424 132,764 88,823 43,564 (3,052) (51,067) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 239,2 25,668,6 39,192,4 11,782,3 6,176,3 81,098,8 81,225,0 82,310,3 43,824,6 57,0 3,057,0 6,763,3 6,600,6 47,557,0 47,657,0 20,057,0 20,762,8 57,0 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 2.07 1.75 1.40 1.62 1.62 1.69 1.52 1.39 1.22 1.41 1.89 1.82 1.67 1.64 1.73 2.07 2.17 2.18 1.79 1.81 1.92 1.95 1.98 2.01 2.19 2.22 2.26 2.30 2.34 2.39 45,966,987 58,311,719 22,853,608 19,577,275 92,220,490 106,717,214 110,614,882 65,817,272 10,505,578 18,079,805 19,986,865 19,676,197 78,926,239 82,119,672 40,596,435 50,938,612 26,366,721 24,089,798 19,403,563 19,567,950 19,143,686 18,725,202 18,312,693 17,906,363 17,506,422 17,707,327 17,915,063 18,129,862 18,351,964 18,581,617 18,819,079 19,064,615 19,318,498 19,581,014 19,852,455 20,133,126 20,423,339 20,723,419 21,033,702 21,354,534 21,686,275 22,029,296 22,383,978 22,750,720 23,129,932 23,522,036 22,330,024 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 57,0 (100,523) (151,462) (203,929) (257,970) (313,633) (370,965) (430,018) (490,842) (553,490) (618,019) (684,482) (752,940) (2,420,900)-N/A Cash Flow Analysis Assumptions Budget049 METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY CASH FLOW ANALYSIS ASSUMPTIONS April 4, 2024 Fiscal year based on July 1 through June 30 of each year. Fiscal Year (FY) 2025 runs from July 1, 2024 thru June 30, 2025. 1a District Regular Operating Expenses: For FY 2024, the amount shown is the budgeted expenditures expected for June 30, 2024 based on the adopted budget for the period ending June 30, 2024. The amount shown is the budgeted expenditures expected for FY2025. This column does not include Central Utah Project (CUP) costs shown in columns 4 and 10, depreciation, amortization, or interest expense. There is an assumed 3.0% annual increase for future years. This assumed increase is based on a 12-year average of District-controlled expenses. 1b. District Non-Routine Operating Expenses: The amount shown is the budgeted expenditures expected for FY2025. The column includes non-routine projects and those projects that do not qualify as capital budget expenses forecasted for next 4 years. There is a cost escalation of 2.00%, based on previous 5-year average, for future years. 2. CUP M&I System OM&R Cost ($/acre foot): The CUP Operation, Maintenance, and Replacement (OM&R) cost is escalated at the average of 5.53%, based on a 20-year average. 3. CUP M&I System OM&R Reserve Cost ($/acre foot): The CUP Operation, Maintenance, and Replacement (OM&R) reserve cost is escalated at the average of 11.52%. 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 2025: $70.00 (8% increase) b. FY 2026: $75.00 (7% increase) c. 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 $300 per acre foot. d. The escalated percentage in column 3 is based on a five-year average for FY22- FY26. 4. CUP M&I System Water O&M Cost: O&M cost of CUP M&I system water. 5. Total CUP M&I System Water Costs (including capital expenses): Total cost of CUP M&I system water (column 4 plus column 40). 6. CUP M&I System Water Volume: 20,000 acre feet per year. The 20,000 acre feet is subject to the Operations, Maintenance, and Replacement (OM&R) Cost (column 2) and OM&R Reserve Cost (column 3) on a per acre foot basis in perpetuity. In FY 2049, the 40- year petition repayment period will have ended. The subsequent years will be only OM&R costs applied to the total volume of 20,000 acre feet. 7. CUP M&I System Water Unit Cost: Column 5 divided by column 6 ($/acre foot). Budget050 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 ((sum of columns 8 and 9) multiplied by column 12). 11. Total CUP ULS Water Costs (including capital expenses): Total cost of CUP ULS water (sum of column 10 and column 47). 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 (sum of columns 1a, 1b, 4 and 10). 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 2766 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. 2021A/B: Fixed rate debt; all-in interest rate of 3.609%. Original principal amount of $55,580,000. 19. 2015A: Fixed rate debt; all-in interest rate of 2.71%. Original principal amount of $5,975,000. 20. 2016A: Fixed rate debt; all-in interest rate of 2.25%. Original principal amount of $59,200,000. 21. 2020A: Fixed rate debt; all-in interest rate of 1.73%. Original principal amount of $67,415,000. 22. 2024 A/B: Fixed rate debt; Series A interest rate of 1%, Series B interest rate 4.4%, for a blended interest rate of 2.82% for Salt Lake Aqueduct Replacement – Cottonwood Conduit (SLAR-CC) project. Original principal amount of $55,000,000. 23. 2024A Debt Service Reserve Account: Ten (10) annual installments of $199,100 beginning July 1, 2025 (FY2026). Budget051 24. Future Bond (17-year FW-CIP). Anticipate a $480M bond for 17-year Finished Water Capital Improvement Program (FW-CIP). 25. Total Debt Payments: Sum of debt service columns (columns 18-24). 26. 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. 27. 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 made to the Bureau of Reclamation at 0.00% interest. Final payment made in FY24. 28. Provo River Aqueduct (2020B Bonds) Repayment: Actual MWDSLS share of payment for the enclosure costs of the Provo River Aqueduct. 29. PRWUA Assessment (O&M): FY 2025 is forecasted at $23.87 per share for 61,900 shares. There is an assumed 3.00% increase to PRWUA O&M assessment for future years. 30. PRWUA Assessment (Capital): MWDSLS is assessed by PRWUA for capital projects. The FY 2025 capital assessment is forecasted at $23.50 per acre foot for 61,900 acre feet. There is a cost escalation schedule up to $30.00 per acre foot by FY2031. Future costs are escalated at 3.06%, based on the previous 5-year average. 31. Provo River Aqueduct O&M by PRWUA: MWDSLS is assessed by PRWUA for services to operate and maintain the Provo River Aqueduct. Operations costs are assessed based on the volume of water used each year. Maintenance costs are assessed based on the pro-rata share of capacity (187 cfs out of 626 cfs). Based on a previous 3-year average, a 3.09% increase is assumed for future years. 32. Deer Creek Intake Station O&M by PRWUA: MWDSLS reimburses PRWUA for services to operate the Salt Lake Aqueduct Intake at Deer Creek Dam. MWDSLS pays roughly one-third of the costs to operate this station. PRWUA (operation of Deer Creek Dam) and the Bureau of Reclamation (operation of the power plant) share in the remaining two-thirds of the costs. Based on a previous 5-year average, a 2.58% increase is assumed for future years. 33. Total PRWUA Costs: The sum of columns 27 through 32. 34. Total MWDSLS PRWUA Shares: 61,900 shares. 35. PRWUA Water Supply Allocation (Percent): The assumed percentage of PRWUA water available to MWDSLS. Since Jordanelle Reservoir was constructed, the allocation has ranged from 43.5% to 100%. 36. PRWUA Water Supply Volume Available to MWDSLS (AF): 61,900 acre feet at full allocation. 37. PRWUA Water Supply Unit Cost ($/AF): Column 33 divided by column 36 ($/acre foot). Budget052 38. CUP M&I System Water Petition Repayment Volume (AF): 20,000 acre feet. In FY 2045, the first allotment of the 40-year repayment periods begins to be paid off and the repayment amounts for allotment notices will step down by 4000 acre feet each year thereafter. After FY 2048, the costs are OM&R costs only. 39. CUP M&I System Petition Repayment Unit Cost ($/AF): The annual petition repayment cost of CUP M&I system water is $148.56 per acre foot. 40. CUP M&I System Petition Repayment Total Cost: The annual petition repayment cost of CUP M&I system water (column 38 multiplied by column 39). 41. Salt Lake City CUP Utah Lake System (ULS) Water Petition Repayment Volume (AF): MWDSLS’s petition is for 5600 acre feet. This is a reduction of 3000 acre feet from the original petition amount of 8600 acre feet. The reduction is a result of the agreements related to the Provo River Aqueduct. Salt Lake City deliveries and repayment obligations for 3100 acre feet per year began in FY 2021. The repayment will continue until FY 2070. The following years will be OM&R and reserve costs only. 42. Salt Lake City CUP ULS Petition Repayment Unit Cost ($/AF): Based on a 50-year amortization, the annual petition repayment of $272.33 per acre foot began in FY 2021. 43. Salt Lake City CUP ULS Petition Repayment Total Cost: The annual petition repayment cost of Salt Lake City CUP ULS water (column 41 multiplied by column 42). 44. Sandy City CUP ULS Water Petition Repayment Volume (AF): Sandy City deliveries and repayment obligations are for 2500 acre feet per year and will begin in FY 2031. The repayment will continue until FY 2070. The following years will be OM&R and reserve costs only. 45. Sandy City CUP ULS Petition Repayment Unit Cost ($/AF): 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 (column 44 multiplied by column 45). 47. CUP ULS Petition Repayment Total Cost: The annual petition repayment cost of CUP ULS water (sum of columns 43 and 46). 48. Non-Capacity Capital Expenditures: Capital expenditures estimated for 17-years based on current asset management projections. Years 2029 to 2042 are escalated 3% for inflation. For years starting with FY 2043, costs are assumed at $10,000,000. 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 2035, costs are based on the average of the prior years. Thereafter, the amount is escalated at a 3.4% increase each year. Budget053 50. New Capacity Capital Expenditures: The expenses shown in FY2025 to 2027 relate to the Salt Lake Aqueduct Replacement (SLAR) project – new capacity portion. Future years reflect expenses related to additional ASR phases, the 150th South Pump Station, the potential repayment to Central Utah Water Conservancy District for activity related to the Metro Water Project, and other projects associated with the updated Master Plan. 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 or 79). 51. Total Capital Expenditures: Sum of capital expenditures columns (sum of columns 40, 47, 48, 49, and 50). 52. Total Expenses (i.e., Revenue Requirements): Sum of columns 14, 25, and 51. 53. Salt Lake City Taxes: Revenue projections include increasing the certified tax rate to 0.00035. These numbers include prior year tax collections and fees in lieu of taxes. The tax year 2023 certified rate for Salt Lake City is 0.000200. The maximum certified rate that the District is allowed to establish is 0.0005. Future projections has the certified rate maintained every three years beginning in FY2028. 54. Sandy City Taxes: Revenue projections include increasing the certified tax rate to 0.00035. These numbers include prior year tax collections and fees in lieu of taxes. The tax year 2023 certified rate for Sandy City is 0.000216. The maximum certified rate that the District is allowed to establish is 0.0005. Future projections has the certified rate maintained every three years beginning in FY2028. 55. Total MWDSLS Taxes: Sum of tax columns (sum of columns 53 and 54). 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 (sum of columns 59 and 61). 63. Treated Water Rate: Water rates are as shown in the table. The rates escalate as shown in column 57 or at 3% whichever is greater. Budget054 64. Conveyance Fee: Rate ($/AF) to convey water in District pipeline facilities. Rates for FY 2025 escalate at 3%. 65. Non-member Entity Water Volume (AF): The average of the prior three fiscal years is 974 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 2025 escalates at 3%. The raw water rate charge is different from 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), and Southeast Regional Water Treatment Plant (JVWCD)). The average of the prior three fiscal years is 8608 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. Future years are for water sales to WBWCD per the Weber-Provo exchange agreement. 68. Jordanelle Special Services (JSSD) District Use of ODT (Ontario Drain Tunnel) Water (AF): Estimated volume of water to be used by JSSD as per agreement. The ten-year average yield of ODT is 2766 AF. 69. Jordanelle Special Services District Water Rate ($/AF): 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 (not to exceed 3%). 70. Revenue from ODT Water: Anticipated revenue from JSSD. 71. Total Water Sales/Conveyance Revenue: Sum of water sales revenues (sum of columns 56, 67 and 70). 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. Budget055 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 (net of JSSD payments): 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. Salt Lake City SLAR/CC Assessment: Salt Lake City’s financial responsibility for the SLAR/CC project. 80. Total Assessments: Sum of assessments columns 73-79. 81. 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. 82. POMWTP (Point of the Mountain Water Treatment Plant) 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. 83. 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. Budget056 84. LCWTP (Little Cottonwood Water Treatment Plant) 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. 85. Other Miscellaneous Revenues (includes bond proceeds): Licensing program fees (if any), vehicle sales (if any), grants (if any), bond proceeds, and other miscellaneous revenues. 86. Total Miscellaneous Revenues: Sum of miscellaneous revenues. 87. Operations and Maintenance Reserve Account Interest Income: Calculated at 4.00% per annum. The 12-month average for the Public Treasurers Investment Pool is averaging 5.20% 88. Total Revenues: Sum of revenue columns 55, 71, 80, 86, & 87. 89. Net Cash Flow: Total revenues, column 88, minus total expenses, column 52. 90. Total Available Reserves: FY 2024 amount is determined by current balances in the bank and the bond fund accounts as of December 31, 2023, 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. 91. 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. 92. 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. 93. Jordan Aqueduct Reserve Account: Established via agreement (interest bearing). 94. JVWTP Operations and Maintenance Reserve: Established via agreement (not interest bearing). 95. 150th South Pipeline Agreement: Established via agreement (interest bearing). 96. Total Restricted Reserves: Sum of columns 91-95. 97. Total Reserves Available to be Assigned: Total available reserves less total restricted reserves. 98. Capital Projects Reserve: Goal of 15-25% (formula uses 20%) of the sum of the next five years in capital expenditures, but no greater than $10,000,000. 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. Budget057 99. Insurance/Contingency Reserve: Goal of $2,000,000 as established by District policy. 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. Funds were drawn down to pay for ASR pilot testing and phase 1. 101. Total Assigned Reserves: Sum of columns 98-100. 102. Remaining Unassigned Reserves: Remaining reserves. Budget058 Budget Schedule Budget059 Fiscal Year 2025 Budget Schedule Last Updated: April 15, 2024 • February 13 – Deadline for draft budget numbers to be submitted by managers to GM • February 14 – Engineering Committee Meeting (10:00 AM; preliminary discussion related to capital budget) • February 22 - Property tax presentation to Salt Lake City Public Utilities Advisory Committee (7:30 AM) • March 13 – Management Advisory Committee Meeting (8:30 AM; preliminary discussion related to staffing and compensation schedule) • March 21 – Property tax presentation to Sandy City Public Utilities Advisory Board (7:30 AM) • March 25 – Work session – budget discussion • March 26 – Sandy City work session – presentation on District’s proposed property tax increase (5:15 PM; Sandy City Hall) • April 2 – 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 2 – Salt Lake City work session – presentation on District’s proposed property tax increase (4:30 PM; Salt Lake City Hall) • April 15 – Board Meeting – consider adoption of the tentative budget • April 16 – Presentation to Sandy City Council. Council will vote on resolution to approve the District’s property tax increase (5:15 PM; Sandy City Hall) • April 23 – Engineering Committee Meeting (10:00 AM; discussion related to capital budget) • May 7 – Budget presentation to Salt Lake City Council (time TBD PM; Salt Lake City Hall) • May 20 – Board Meeting • May 21 - Presentation to Salt Lake City Council. Council will vote on resolution to approve the District’s property tax increase (time TBD PM; Salt Lake City Hall) • May 21 – Management Advisory and Finance Committee Meetings • May 22 – 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)) • June 10 –Deadline to mail second notice of the public hearing to those within the district who are being charged a fee. • June 17 – Board Meeting – Tentative budget public hearing (6:00 P.M.) • June 17 – Board Meeting - Budget adoption (subject to certified tax rate public hearing if tax rate increase is proposed) • June 17 – 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 and 8b) “On or before June 30, a taxing entity shall annually adopt a tentative budget. If a taxing entity intends to exceed the certified tax rate, the taxing Budget060 entity shall notify the county auditor of: (i) the taxing entity's intent to exceed the certified tax rate; and (ii) the amount by which the taxing entity proposes to exceed the certified tax rate.” • July 29 – First publication of notice of the public hearing • August 5 – Deadline for publishing second notice of public hearing • August 12 – Certified rate tax hearing. Adopt final tax rate and FY25 budget. • September 11– Deadline for submitting copy of the final budget to the State Auditor (required within 30 days of budget adoption- P&P 3-629(7)) Budget061 Staffing and Compensation Schedule Budget062 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 and 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 fair benefits. • Typically, the District believes in giving merit increases and tying COLA to merit. However, due to the current economic state and rate of inflation, the District is recommending a COLA and a merit increase for FY 2025. A 1% merit increase represents about $71,000 (based on FY2025 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 current and projected staffing levels. Cost Center 10 FY2026 FY2027 FY2028DepartmentFY2024 FY2025 (anticipated) (anticipated) (anticipated) Administrative Operations 8 13 24 9 9 9 9 9 22 23 24 25 26 50 12 24 10 8 13 26 10 9 12 26 10 9 12 26 10 9 Maintenance Information Technology Engineering 7 Instrumentation & Electrical Lab 9 10 6 10 6 13 6 13 66 Totals 76 79 83 85 85 The projected staffing levels in FY25 include an increase of four full-time equivalents (FTEs). The increased staffing levels will address workload needs at the District. The Operations department requires 12 FTEs; however, they temporarily had an additional Water System Operator in FY24 to address an anticipated retirement in FY24. In FY25, there are no anticipated retirements so staffing levels for that department have returned to normal. In FY26, there will be a temporary increase for an anticipated retirement. One FTE is being added to the Administrative department as a permanent increase to address administrative and security needs. This FTE would be added midway through the fiscal year. One FTE is being added to the Information Technology department as a permanent increase to manage workload. This FTE would be added midway through the fiscal year. One FTE is being added to the Instrumentation & Electrical department to address SCADA system needs. One FTE is being added to the Last update: 03/21/2024 Budget063 Engineering department as a permanent increase to manage the workload of the right of way license and encroachment program. This FTE would be added at the beginning of the fiscal year. Future anticipated needs of the District are estimated to add four FTEs in FY26, two FTEs in FY27, and maintain staffing levels in FY28. Attachment A represents the proposed staffing levels for FY25. Last update: 03/21/2024 Budget064 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 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 · 13 Paid Holidays · Educational Assistance The District is a member of the Utah Retirement Systems. The URS sets the District’s contribution rate. The Tier I contribution rate for FY25 is 16.97%, a decrease from the prior year. The Tier II contribution rate is 15.19%, a decrease from the prior year. There is an almost even split amongst our employees between Tier I and Tier II. 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 2025. The PWP incentive requires an employee to complete at least four of the nine available options before November 15, 2024. These options include the following: (1) flu shot, (2) preventative exam with personal physician, (3) biometric screening, (4) COVID vaccination/booster, (5) wellness challenge participation, (6) attending a lunch and learn, (7) Dexa Body scan, and (8) age/gender/risk-appropriate screening with a personal physician. Last update: 03/21/2024 Budget066 Staffing and Compensation Schedule IV. Job Grades & Salary Ranges The District 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 2023 HR Metrics Survey by Employers Council and the World at Work 50th Annual Salary Budget Survey. The salary adjustment will be for the non-management and information and operational technology pay structures. The salary adjustment shifts the salary range’s midpoint and helps to maintain the District’s position to provide competitive compensation. The salary structure adjustment does not increase the budget, nor does it offer an automatic 2% raise for any employee. Annually an evaluation of market wage data is conducted to determine if the salary ranges for District positions are competitive with the market and internal equity. This analysis resulted in the following positions being reassigned to a different pay grade: Lab Technician I, Water System Operator, Warehouse Administrator, Executive Administrator, Accountant, Chemist, Water Resources Manager. The reassignment of these positions does not increase the budget. The District is proposing the following new position titles: Administrative Assistant, Maintenance Technician, Senior Maintenance Technician, Fleet Manager, PLC & Controls Specialist, SCADA HMI Administrator, Senior SCADA HMI Administrator, Assistant IT Manager, Right-of-Way Supervisor, and HR Manager/Clerk. Three of these positions represent an increase in FTEs while the remaining are a change in position descriptions. The District is renaming the Information Technology pay structure to Information and Operational Technology pay structure. This pay structure will include positions form our Instrumentation & Electrical and Information Technology departments. V. Skill-Based Pay The District continues to support a skill-based pay program to allow 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 successfully obtained skills. As part of the FY25 budget, the District includes $14,040.00 in salary and wages to support the expansion of the program. The program will be expanded to include compensation for employees performing PCS HMI Administration skills. Implementing this skill will be beneficial to the District because it will allow more employees to focus on the District’s SCADA system temporarily while we build up a group of employees dedicated to this need of the District. This is a temporary skill based pay program that will end within the next few years. Last update: 03/21/2024 Budget067 Staffing and Compensation Schedule VI. Wage and Salary Statistics Historically, the District utilizes a merit pay system or pay-for-performance system to determine wage and salary increases. The District compares wage and salary increases with the member cities and other water districts. The District also evaluates the Consumer Price Index and Employment Cost Index from the U.S. Bureau of Labor Statistics. Wage and salary information are evaluated from the 50th Annual Salary Budget Survey 2023-2024 by World at Work, Employers Council 2023 HR Metrics Survey, and 2023 AWWA Compensation Survey (Large). Based on these data points, the District is proposing a 4% merit increase for FY 2025. This represenets the amount budgeted based on current salaries and wages, but does not necessarily mean an employee would be eligible for a 4% merit increase. The following table details the comparisons with member cities and other water districts: Salary Review Comparison The FY24 budgeted increase details: Entity FY23 FY24 8.50% 7.00% 4.50% 5.00% FY25 Merit 4.00% 0%* COLA 0.00% 5.00% 1.00% 0.00% Comment Proposing Approved Metropolitan Water District of Salt Lake & Sandy Salt Lake City Public Utilities Sandy City 4.00% 5.00% 9.00% 10.50% 4.00%3.00% 4.00% Proposing ApprovedProvo River Water Users Association 8.60% 4.00% 7.00% 6.50% 4.00% 5.00%Jordan Valley Water Conservancy District 5.00%0.00%Preliminary Weber Basin Water Conservancy District Central Utah Water Conservancy District Average 5.00% 8.00% 8.50% 7.00% 7.30% 6.86% 7.00% 6.00% 5.00% 3.00% 3.00% 4.00% 3.00% Approved Preliminary *SLC has provisions for applicable merit increases for eligible employees. Reference Information Consumer Price Index Source (Jan. 1 - Dec 31, 2023)The Consumer Price Index measures change in prices paid by urban consumer for a representative basket of goods and services. U.S. City Average (U.S. Bureau of Labor Statistics) West Region (AK, AZ, CA, CO, HI, ID, MT, NV, NM, OR, UT, WA, WY) 3.4% 3.6% Employment Cost Index for wages and salaries U. S. Bureau of Labor Statistics (Jan. 1 - Dec. 31, 2023) State and local government The Employment Cost Index is a measure in the change in the cost of labor.4.7% 5.0%Mountain-Plains 2024 Projected Salary Budget Increases World at Work 50th Annual Salary Budget Survey Employers Council 2023 HR Metrics Survey 2023 AWWA Compensation Survey The projected Salary Budget Increases are a combination of General, COLA, Merit, and similar increases.4.3% 3.6% 4.0% 2024 Salary Structure Adjustments World at Work 50th Annual Salary Budget Survey Employers Council 2023 HR Metrics Survey 2023 AWWA Compensation Survey 2.7% 2.3% 3.2% 2024 Government COLA Utah Retirement Systems Social Security Administration 4.0% 3.2% Last Updated: 03/04/2024 Budget068 Staffing and Compensation Schedule VII. Conclusion Based on the proposed additional positions, merit increases, retirement increases, payroll tax increases, and projected increases to medical, dental and other benefits, the total District budget increases by $367,889. The various components are broken down as follows: $320,806 $33,124 Salary & Wages Overtime Premium ($17,428) Medical Insurance Premiums (Health, Dental, Vision, Health Savings Account) $5,928 $29,114 Other Insurance (Life, AD&D, LTD, Long Term Care) Payroll Taxes ($3,655) Utah Retirement Based on the above, the net increase in personnel costs to the District is estimated to be 1% of the overall O&M Budget (excluding interest costs). Last update: 03/21/2024 Budget069 Resolution for Budget Approval Budget070 Budget Acronyms Budget071 Budget Acronyms Last update: March 20, 2024 ABPA: American Backflow Prevention Association AD&D: Accidental Death and Dismemberment AED: Automated electronic defibrillator AF: Acre Feet ASR: Aquifer Storage and Recovery APWA: American Public Works Association ARPA: American Rescue Plan Act AWWA: American Water Works Association BCWTP: Big Cottonwood Water Treatment Plant BRIC: Building Resilient Infrastructure and Communities CAD: Computer aided drafting JVWCD: Jordan Valley Water Conservancy District JVWTP: Jordan Valley Water Treatment Plant LCC: Little Cottonwood Conduit 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 MAR: Managed Aquifer Recharge MIB: methylisoborneolCCTV: Closed circuit television CDL: Commercial Driver’s License CFS: Cubic feet per second COLA: Cost of Living Adjustment CIO: Chief Information Officer MG: Million gallons MWDSLS: Metropolitan Water District of Salt Lake & Sandy NFPA: National Fire Protection Association ODT: Ontario Drain TunnelCUP: Central Utah Project CUWCD: Central Utah Water Conservancy District DACRWTP: Don A. Christiansen Regional Water Treatment Plant O&M: Operations and Maintenance OM&R: Operation, Maintenance & Replacement OSHA: Occupational Safety & Health Administration PC: Personal ComputerDIDS: Direct Inbound Dialing DPD: N-diethyl-p-phenylenediamine DOT: Department of Transportation EAM: Enterprise Asset Management ECM: Enterprise Content Management FCC: Federal Communications Commission FAA: Federal Aviation Administration FAS: Fixed Asset Software PC/S: Process Control/SCADA PFA: Polyfluoroalkyl substances pH: Potential of hydrogen PLC: Programmable Logic Controller POMA: Point of the Mountain Aqueduct POMFWP: Point of the Mountain Finished Water Pump POMWTP: Point of the Mountain Water Treatment Plant PPE: Personal Protection Equipment PRA: Provo River Aqueduct FIS: Financial Information System Floc: Flocculation FTE: Full-time Equivalent PRI: Primary Rate Interface FY: Fiscal Year GC: Gas chromatograph PRWUA: Provo River Water Users Association PVC: Poly vinyl chloride GFOA: Government Finance Officers Association GIS: Geographic Information System GM: General Manager PWP: Participatory wellness program ROW: Right-of-way RTU: Remote Terminal Unit GPS: Global Positioning System GRAMA: Government Records and Access Management HAA: Halo acidic acids RVSS: Reduced voltage soft starter SAN: Storage Area Network SCADA: Supervisory Control and Data Acquisition SCS: Security Control SystemHSA: Health Savings Account HMI: Human Machine Interface Sed: Sedimentation HVAC: Heating, ventilation, and air conditioning I&E: Instrumentation & Electrical INL: Idaho National Laboratory ISAC: Information Sharing and Analysis Center ISP: Internet Service Provider SLCPU: Salt Lake City Public Utilities SLA: Salt Lake Aqueduct SLA/FW: Salt Lake Aqueduct finished water SLAR-CC: Salt Lake Aqueduct Replacement – Cottonwood Conduit IT: Information Technology SUV: Sport utility vehicle JA: Jordan Aqueduct TBD: To be determined JNPS: Jordan Narrows Pump Station JSSD: Jordanelle Special Service District THM: Trihalomethanes TOC: Total organic carbon Budget072 T-Chlor: Sodium Hypochlorite UV: Ultraviolet T1 PRI: Phone system internet connection TR: Jordan Aqueduct terminal reservoir UCAN: Utah Communication Agency Network ULS: Utah Lake System UVWTP: Utah Valley Water Treatment Plant UWUA: Utah Water Users Association VoIP: Voice-over Internet Protocol VFD: Variable Frequency Drive UPS: Uninterruptible Power Supply URS: Utah Retirement System WIFIA: Water Infrastructure Finance and Innovation Act WQTC: Water Quality Technology Conference Budget073 Salt Lake County Auditors/State Tax Commission Forms Budget074 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Sam Owen, Policy Analyst DATE: May 7, 2024 RE:Great Salt Lake State Park Request for Water Service PROJECT TIMELINE: Briefing: May 7, 2024 Set Date: n/a Public Hearing: n/a Potential Action: n/a ISSUE AT-A-GLANCE The Utah Department of Natural Resources (UDNR), Division of State Parks, has requested that Salt Lake City Public Utilities serve water to the Great Salt Lake State Park. The park is situated outside of Salt Lake City’s municipal boundaries. Due to the significant precedent the request could set, Public Utilities seeks policy feedback on what would be an administrative decision with regard to enter a service contract, or not. The primary issue is how to balance being a good partner in response to the State’s request in light of established protections the City has maintained over water rights and services. The City has a long- standing policy of not initiating new water service unless the service area is annexed (there is no proposal to annex this area). The Park is outside the historical water service area, established in City Code, that includes areas outside Salt Lake City municipal boundaries. See the last section of this report for map of service area. Another complicating factor is the State constitution prohibits a municipality to divest of water rights or sources of water supply. So, water from a supplier like Salt Lake City will be tied to the jurisdiction. The amendment allows contractual assignment for water service. Furthermore, the amendment has a provision for the exchange of water rights or sources of water supply. See the last section of this report for more on the constitutional amendment. ADDITIONAL INFORMATION Page | 2 The State would be responsible for maintenance of the water line, and treatment of the water on-site. The existing condition of the infrastructure and water service has made improving the water service a priority issue for State Parks. Water providers in the western Salt Lake County and Tooele County areas were consulted as part of a technical feasibility study. Salt Lake City Department of Public Utilities initially declined to participate in the feasibility study, in keeping with the long-standing policy of not initiating contractual water service outside of its service area unless an annexation was considered. State Parks nonetheless evaluated the Salt Lake City water system as a potential water provider, as part of its feasibility study. Salt Lake City is the preferred alternative of State Parks. Other alternatives evaluated in the analysis would cross at least one major transportation corridor and right-of-way. The current water service provider, Stansbury Park Improvement District, is not opposed to continuing to provide service. Complexity of infrastructure upgrades and maintenance, including water tank construction, make this a less preferred option, compared to Salt Lake City. An estimate of the State Parks water usage at the Great Salt Lake Park puts the facilities’ use around .035% of the total peak day demand on the Salt Lake City system. This is like Hogle Zoo and Solitude Ski Resort. POLICY QUESTIONS 1. In order to consider this service request, the City could draft some contract terms. Would the Council recommend any of the following: a. Could the Department pursue an exchange of water right or water supply with Utah Department of Natural Resources or Division of State Parks? If the exchange were not for culinary water, could a water source or right be exchanged for the City’s water service to the lake, that might then be dedicated to flow into the Great Salt Lake itself, or used another way to meet the needs of the City’s designated water service area? b. City ordinances include restrictions related to new water service, to preserve supplies for residents and customers within the designated service area. Could the contract include a term that specifies no other new water service could be assumed based on this agreement? c. As the water service provider, could Salt Lake City provide input and help shape future facility expansion? 3. To protect the impact to City ratepayers, would the Council recommend asking the following questions: Page | 3 a. Cost Reimbursements: i. Would the City be fully compensated for construction of infrastructure and all related costs? The transmittal includes this recommended requirement for entering a service commitment. ii. Would the Park pay a connection fee? iii. Are there any regular fees, costs, or elements of regular customer connection that would be proposed for waiver or reduction? b. Construction & future expansion: i. The State feasibility study mentions future expansion of the Park facilities, including the possible addition of a campground. Would future Park improvements increase the water service demand? ii. As the water service provider, could Salt Lake City shape the construction and location of a water storage tank for fire flow, with the provision the State assumes any obligation for the tank after the City’s interests are met? iii. Does the Department anticipate a circumstance where the City could be obligated to increase the service or improve the infrastructure, beyond the specifications that are now proposed? OTHER BACKGROUND Regarding the proposed water line route and possible tank location, from the transmittal: “The proposed route would connect to a 24-inch water line near the southwest corner of the new State Prison at 1400 North and 8000 West in SLC and continue in a 16-inch pipeline south along 8000 West to the I-80 north frontage road. From this point, the proposed water line would follow the frontage road to GSL State Park. Benefits of this proposed route include the large connection point to the SLC system and a proposed route that is not anticipated to cross any major utilities with less permitting anticipated. In total, the proposed 16-inch diameter extension would be approximately 9 miles in length.” A proposed storage on nearby Kennecott property would allow reduction in the potential line size. Other possible sites for a storage tank include the Park itself, and the State Prison property. Regarding maintenance of the proposed water line and treatment, from the transmittal: State Parks indicated that they would a) take responsibility for additional needed water treatment; b) take responsibility for meeting safe drinking water requirements of the system; and c) assume responsibility for the ownership, maintenance, and operations of the water line and all parts of the water system serving the Park. State Parks further indicated that they have adequate funding to construct and maintain all parts of the water system that would serve the Park. Page | 4 State constitution on municipal water rights and sources: The state constitution was recently amended to include a provision that prohibits a municipality to dispose of water rights or sources of water supply and allows a municipality to contractually commit to supply water outside of our water service area, if the water supplied is in excess of the water needed for the municipality’s designated water service area (Utah Constitution Section Article XI, Section 6). This section of the constitution was voted on by the public in 2020 as an amendment to the constitution. This amendment to the state constitution was one of several state policy changes that followed negotiations post 2018 legislative session where a number of bills were proposed that would have removed Salt Lake City’s extraterritorial jurisdiction, and compelled Salt Lake City to provide water outside of its water service area and into the Cottonwood Canyons. In response to the constitutional amendment, Salt Lake City adopted 17.16.005 establishing our Designated Water Service Area. Extraterritorial jurisdiction is a provision in Utah law and policy through which a municipal water supplier like Salt Lake City exercises certain protective measures to meet drinking water standards. Salt Lake City is required to meet state and federal mandates for water quality within its system. City’s designated water service area, placed in City Code: Page | 5 ATTACHMENTS 1. Administrative transmittal Request for Water Supply Great Salt Lake State Park SALT LAKE CITY DEPARTMENT OF PUBLIC UTILITIES PRESENTATION TO SALT LAKE CITY COUNCIL MAY 7, 2024 Background SALT LAKE CITY DEPARTMENT OF PUBLIC UTILITIES SLCDPU is a Public Water System and Public Water Supplier, per state and federal regulations SLCDPU provides water to more than 365,000 people within a 141 square mile water service area SLCDPU Designated Water Service Area is established by Salt Lake City Code 17.16.005 UTAH DEPARTMENT OF NATURAL RESOURCES, DIVISION OF STATE PARKS UDNR is a state agency tasked with managing and protecting the state’s natural resources SLCDPU has a longstanding collaborative relationship with UDNR The Division of State Parks manages the Great Salt Lake State Park and Marina, located at the western edge of Salt Lake County Great Salt Lake State Park is located outside of SLCDPU’s Designated Water Service Area GSL Marina Water Supply Request State Parks needs new water infrastructure and adequate fire flows to ensure operation of Great Salt Lake State Park and Marina Existing system provided by Stansbury Park Improvement District is difficult to maintain – now crosses beneath UPRR and Highway 80 State Parks conducted a feasibility study of several alternative water systems; SLCDPU’s water system is their preferred alternative Feasibility and Policy Issues FEASIBILITY ISSUES ◦Construction and operation of an 8-10 mile water line ◦Additional water treatment would be needed ◦Water storage to meet fire flow needs ◦Water demand POLICY ISSUES ◦State Constitution -Article XI, Section 6 ◦Salt Lake City Code Chapter 17.16.005 – Designated Water Service Area ◦SLCDPU’s responsibilities pursuant to State and Federal Safe Drinking Water Acts ◦Precedence and pressures related to Salt Lake City’s water supply Potential Responses to Request Accommodate request via contractual agreement, with conditions: ◦State laws and Constitution allow municipalities to contract water service outside of Designated Water Service Areas if there is surplus water ◦Require a water right dedication: the Constitution allows exchanges of water rights and water supply ◦State Parks responsible for meeting all Safe Drinking Water Act requirements ◦State Parks responsible for all obligations associated with building and maintaining water infrastructure serving the Marina ◦No additional or future water connections allowed ◦Compliance with SLC’s Water Shortage Contingency Plan ◦All water rates and fees would apply ◦Require GSL and water conservation education partnership as part of contract Deny request –SLC does not have any obligation to serve water outside Service Area ERIN MENDENHALL MAYOR CITY COUNCIL TRANSMITTAL LAURA BRIEFER, DIRECTOR DEPARTMENT OF PUBLIC UTILITIES Date Received:03/12/2024 Rachel Otto, Chief of Staff Date sent to Council:03/12/2024 TO:Salt Lake City Council DATE: March 12, 2024 Victoria Petro, Chair FROM:Laura Briefer, Director LJB Department of Public Utilities SUBJECT: Great Salt Lake State Park Request for Water Service STAFF CONTACT: Laura Briefer, Director, SLCDPU: 801.483.6741, laura.briefer@slcgov.com. DOCUMENT TYPE: Informational: The goal of this briefing is to alert Salt Lake City officials to a request by the Utah Department of Natural Resources (UDNR), Division of State Parks to Salt Lake City Department of Public Utilities (SLCDPU) to provide water to the Great Salt Lake State Park (the Park), which is situated significantly outside of Salt Lake City’s municipal boundaries and water service area. The Public Utilities Department would like City Council feedback and direction associated with this unique request. RECOMMENDATION: Consider accommodating the UDNR Division of State Parks request that Salt Lake City provide water to the Park via a contract agreement between Salt Lake City and the Division of State Parks that at a minimum specifies: Water quantity limitations based on historical water usage and reasonable future forecasts for the Park; All capital, regulatory, financial, and operational obligations associated with water quality and infrastructure are fully assumed by the Division of State Parks; Infrastructure constructed per Salt Lake City’s standards; Water rates and fees per Salt Lake City’s Consolidated Fee Schedule; No additional or future connections that support other water uses will be allowed; Compliance with Salt Lake City’s drought and water shortage contingency plan requirements; and The contract is contingent upon favorable legal analysis of Article 11, Section 6 of the Utah Constitution (Municipal water rights and sources of water supply) and Utah Code 10-8-22 (Water rates). BUDGET IMPACT: No budget impact has been identified at this time. BACKGROUND/DISCUSSION: rachel otto (Mar 12, 2024 12:40 MDT) 2 SLCDPU is responsible for the provision of drinking water to more than 365,000 people within a 141 square mile water service area. This service area has been established by City Code 17.16.005 and includes all of Salt Lake City and portions of Millcreek, Holladay, Cottonwood Heights, Murray, Midvale, and South Salt Lake Cities. SLCDPU is regulated under state and federal laws as a Public Water System, and under state laws as a Public Water Supplier. Under these regulatory paradigms, SLCDPU is responsible and accountable to provide drinking water that is safe for public consumption, pursuant to the Utah Safe Drinking Water Act (Title 19, Chapter 4 of the Utah Code) and the federal Safe Drinking Water Act. SLCDPU is also required to manage Salt Lake City’s water resources pursuant to various sections of Utah’s Water and Irrigation Code (Title 73 of the Utah Code), including administering Salt Lake City’s water rights. UDNR is a state agency tasked with managing and protecting the state’s natural resources. UDNR includes eight divisions encompassing Wildlife, Water Resources, Water Rights, Mining, Geologic Survey, Outdoor Recreation, State Parks, and Fire, Forestry, and State Lands. SLCDPU has a longstanding collaborative relationship with many of the divisions of UDNR through our management of water resources, administration of water rights, and watershed restoration work. UDNR’s State Parks manages some of the West’s most scenic and recreationally diverse parks throughout the state. State Parks is charged with managing the Great Salt Lake State Park and Marina located within Salt Lake County adjacent to Interstate 80 and the Tooele County border. In 2022, State Parks conducted a feasibility study to improve water service to the Park). Water is currently provided to the Park by the Stansbury Park Improvement District (SPID) via one 6-inch and one 10-inch water line installed prior to 1977. In addition, the Great Saltair is supplied water by SPID via a 2-inch water line. While there are two fire hydrants at the ends of the Park’s marina, the Utah State Fire Marshal has determined that the Park does not have adequate fire flow. According to State Parks, in the early 1980’s, floods resulted in sedimentation on top of the existing pipes causing them to be buried deeply, up to 14 feet. The existing pipes are also now located beneath Interstate 80 and railroad tracks. Maintenance issues and water line breaks have caused State Parks to prioritize replacement of the existing lines as well as to provide adequate fire flow to the park. Fire flow was historically planned to be provided via a water storage tank. In 2022, State Parks published a feasibility study to evaluate various alternatives of providing water supply and fire flow to the Park and Great Saltair. This included improvements to the existing SPID system, as well as evaluating other potential water providers. Other water providers evaluated included Magna Metro Township, Oquirrh Mountain Water Company, and groundwater sources from wells owned by Kennecott. As part of the feasibility study, State Parks contacted SLCDPU to determine whether Salt Lake City would be interested in providing water to the Park. At that time, SLCDPU declined to participate in the feasibility study because the Park is well outside of Salt Lake City’s municipal boundaries and water service area, more than eight miles from the closest portion of SLCDPU’s water system. Furthermore, it was communicated to State Parks that Salt Lake City’s longstanding policy has been to require annexation of areas into Salt Lake City where utilities are served. During the latter part of 2023, State Parks again reached out to SLCDPU to meet about the possibility of providing water to the Park. The alternatives that were evaluated each have engineering and operational complexities, water resource issues, and high cost associated with them due to railroad and highway crossings, private land ownership, water quality, and water quantity. It appears that State Parks’ preferred 3 alternative is to connect to SLCDPU’s water system with a water line that would run roughly from the Northwest Quadrant along the frontage of Interstate 80 to the Park. SLCDPU identified and communicated potential operational and policy issues to State Parks, including: 1. Salt Lake City’s policies regarding extension of its infrastructure outside existing city limits and its designated water service area; 2. The issue of precedence in providing water outside City limits and our designated water service area, and potential pressures from others to do the same; 3. Diminished water quality at the point of use at the Park given the very long distance between the closest point of water treatment and the point of water use at the park, requiring additional treatment to meet drinking water requirements; 4. The increased liability and responsibility that would be required of SLCDPU to maintain an eight- mile water line to drinking water standards; and 5. Additional demand for Salt Lake City’s water resources. In response to items 1 and 2, State Parks indicated an understanding of the need to evaluate the policy and precedential nature of the request. They also indicated that connecting to Salt Lake City’s water system is the most feasible option of the alternatives that were evaluated. In response to items 3 and 4, above, State Parks indicated that they would a) take responsibility for additional needed water treatment; b) take responsibility for meeting safe drinking water requirements of the system; and c) assume responsibility for the ownership, maintenance, and operations of the water line and all parts of the water system serving the Park. State Parks further indicated that they have adequate funding to construct and maintain all parts of the water system that would serve the Park. In response to item 5 concerning additional water demand, State Parks provided an estimate of average annual water usage of 23.94 acre-feet. The average daily water demand is nearly 23,000 gallons, and the peak day demand is over 52,000 gallons. Based on this estimate, Salt Lake City has adequate water supply to meet the demands of the park. This water usage is similar to Hogle Zoo, Solitude Ski Resort, and some multi-family residential developments. For context, the overall annual use of Salt Lake City’s water resources ranges between about 81,000-92,000 acre-feet, and the peak day demand can range from about 150 to 200 million gallons. EXHIBIT: Great Salt Lake State Park Water Line Replacement Feasibility Study prepared for the Utah Division of State Parks by Ensign Engineering February 2022 GREAT SALT LAKE STATE PARK WATER LINE REPLACEMENT FEASIBILITY STUDY Project: Great Salt Lake State Park Water Line Replacement Feasibility Study Magna, Utah Ensign Project Number: 10906 Prepared for: Utah State Parks 1594 W North Temple, Suite 116 Salt Lake City, UT 84116 Date: February 2022 Prepared By: Conor Dunkel, P.E. Joey Krueger, P.E. Reviewed By: Robert Rousselle, P.E. Ensign Engineering 45 West 10000 South, Suite 500 Sandy, Utah 84070 P: (801) 255-0529 F: (801) 255-4449 ensigneng.com 3/31/2023 02/10/2022 2 TABLE OF CONTENTS SECTION 1.0 – INTRODUCTION.................................................................................................................3 1.1 BACKGROUND...............................................................................................................................3 1.2 PURPOSE........................................................................................................................................6 SECTION 2.0 – PROJECT OVERVIEW .......................................................................................................6 2.1 SCOPE............................................................................................................................................6 2.2 METHOD..........................................................................................................................................7 SECTION 3.0 – ALTERNATIVES..................................................................................................................7 3.1 STANSBURY (PWS 23003).............................................................................................................7 3.2 STORAGE TANK.............................................................................................................................8 3.3 MAGNA METRO TOWNSHIP (MMT) (PWS 18014) ........................................................................8 3.4 SALT LAKE CITY (SLC) (PWS 18026) ............................................................................................9 3.5 OQUIRRH MOUNTAIN WATER COMPANY (OMWC) (PWS 23076)............................................10 3.6 KENNECOTT (PWS UNKNOWN) .................................................................................................10 3.7 ONSITE TANK AND BOOSTER PUMP.........................................................................................10 SECTION 4.0 – CONCLUSION...................................................................................................................11 4.1 RECOMMENDATIONS .................................................................................................................11 APPENDIX A: FIGURES OF ALTERNATIVES...........................................................................................12 APPENDIX B: COMMUNICATIONS ...........................................................................................................13 APPENDIX C: COST ESTIMATES .............................................................................................................17 APPENDIX D: METER DATA......................................................................................................................18 TABLE OF TABLES Table 1: GSL State Park and Great Saltair Water Meter Data.......................................................................6 Table 2: Summary Cost Estimates..............................................................................................................11 TABLE OF FIGURES Figure 1: Current GSL State Park Water Line ...............................................................................................3 Figure 2: GSL State Park Existing Structures................................................................................................4 Figure 3: Original Storage Tank and Water Line Concept.............................................................................5 Figure 4: Magna Water 12-inch Connection Point.........................................................................................9 3 Section 1.0 – INTRODUCTION 1.1 BACKGROUND The Great Salt Lake (GSL) State Park is located between Interstate 80 (I-80) and the Great Salt Lake near the northwestern edge of Salt Lake County. The GSL State Park marina currently has a drinking water system supplied by Stansbury Park Improvement District (SPID). The water line servicing the marina is owned by State Parks and maintained by SPID. It begins with a 6-inch transmission water line segment that connects to a 4-inch meter along Clinton Landing Road in front of the TA Truckstop in Tooele County. The 6-inch water line goes north to the end of Clinton Landing Road where it crosses to the north side of I-80 and parallels a Kennecott concrete pipeline generally following the I-80 corridor. Near the intersection where SR-201 connects into I-80 the 6-inch line transitions to 10-inch before crossing the Union Pacific Railroad and continuing to the Great Saltair along the frontage road. The GSL State Park marina is supplied by a 6-inch line and the Great Saltair is supplied by a 2- inch line. An overview of the current layout is shown in Figure 1 with the estimated flows to the GSL State Park and to the Great Saltair. Figure 1: Current GSL State Park Water Line There are two fire hydrants at the ends of the marina but there is not adequate fire flow from SPID which was estimated to provide a maximum of 337 gallons per minute (gpm) at a pressure of 20 pounds per square inch 4 (psi) using the empirical Hazen-Williams head loss formula as shown in the inset table in Figure 1 (above) for head loss calculations (Qmax is maximum flow delivered, CH-W is the roughness factor used in the Hazen-Williams equation, and hL is head loss). There are three structures identified at the GSL State Park marina to be considered for fire flow (Figure 2), with the administration and maintenance building being the most significant and valuable with approximately 3500 square feet of equipment storage. Through correspondence with Coy Porter (Appendix B), the Utah State Fire Marshal, it has been determined that the fire flow required is 1,800 gpm for a duration of 90 minutes for the GSL State Park marina. Coy Porter has since retired so these fire flow requirements may need to be reconfirmed with the current State Fire Marshal. Figure 2: GSL State Park Existing Structures The 6-inch and 10-inch lines that deliver water to the GSL State Park were installed during or before 1977 and were intended to be the initial phase of providing water to the GSL State Park marina and the Great Saltair event 5 center. A subsequent phase was planned to provide a fire flow storage tank on the south side of I-80 on Kennecott land within parcel 13-20-200-001-0000 and section 20 at an elevation of approximately 4460 feet, that would provide adequate pressure. There is an existing 10-inch tee that is capped that would have facilitated connection to the planned future water tank. The conceptual layout of this proposed tank and water line is shown in Figure 3. Figure 3: Original Storage Tank and Water Line Concept In the early 1980s, floods resulted in sedimentation on top of the existing pipe causing it to be buried to a depth of up to 14 feet. Periodic maintenance, including water line breaks due to seismic activity has brought to the forefront the need to replace the existing line as well as to fulfill the original intent to provide adequate fire flow. Meter data for the GSL State Park and the Great Saltair provided by SPID was analyzed to extract the average day demand of 22,704 gallons, the peak day demand of 52,345 gallons, and the annual average usage of 23.94 acre-feet. The annual usage varies from 20.25 acre-feet during 2021 to 29.64 acre-feet during 2020, indicating that the average annual usage is subject to variability depending on both available data and differences in water needs from year to year. The processed water meter data from 2018-2021 is presented in Table 1. 6 Table 1: GSL State Park and Great Saltair Water Meter Data Great Salt Lake State Park Marina and Saltair Analysis by: Water Meter Summary Ensign Engineering July 2018 to July 2021 12/23/2021 Year Avg. Month Peak Month Total System Annual Avg. Day (gal)Peak Day (gal) (acft)(acft)Average (Avg. Month÷30 days)(Peak Month÷30 days) 2018 1.86 2.96 22.34 20,218 32,167 2019 1.96 4.04 23.54 21,309 43,881 2020 2.57 4.82 29.64 27,962 52,345 2021 1.96 3.10 20.25 21,329 33,615 Avg 2.09 23.94 22,704 52,345 MARINA (GSL STATE PARK) 4-inch + 3/4-inch Meters Year Avg. Month (acft) Peak Month (acft) Annual Average Avg. Day (gal) (Avg. Month÷30 days) Peak Day (gal) (Peak Month÷30 days) 2018 1.58 2.28 18.96 17,160 24,777 2019 1.76 3.51 21.13 19,123 38,111 2020 2.34 4.00 28.05 25,386 43,425 2021 1.68 2.49 20.13 18,218 26,999 Avg 1.84 22.07 19,972 Year Avg. Month Peak Month SALTAIR. 2-inch Meter Annual Avg. Day (gal)Peak Day (gal) (acft)(acft)Average (Avg. Month÷30 days)(Peak Month÷30 days) 2018 0.28 0.68 3.38 3,058 7,390 2019 0.20 0.53 2.42 2,187 5,770 2020 0.24 0.82 2.85 2,575 8,920 2021 0.29 0.61 3.44 3,111 6,617 Avg 1.2 PURPOSE 0.25 3.02 2,733 The GSL State Park marina water line was designed to adequately supply the peak day flows from SPID, but is not capable of delivering required fire flow. Since the previously planned water storage tank was never built, State Parks is gathering information to analyze and evaluate potential alternatives to remedy current deficiencies in the system. Potential alternatives that are considered take into account factors including necessary water line size to convey adequate flow, potential water purveyors, and the potential construction of a local storage tank to provide required fire flow in addition to meeting peak day flow requirements. Currently, the system is unable to provide adequate fire flow primarily due to the 6-inch dead end water line that runs from the meter at the TA Truck Stop to the transition to the 10-inch line near the intersection of SR-201 and I-80. Section 2.0 – PROJECT OVERVIEW 2.1 SCOPE Alternatives that provide the marina with adequate fire flow and volume are evaluated based on the approximate pipeline route and associated cost. The water purveyor in each alternative will also need to have source capacity for the annual volume of water, as shown in Table 1. The geographical data gathered and used in this evaluation is open source and the details specific to individual water systems is gathered from system-specific personnel. 7 The fire flow requirements and associated costs for the Great Saltair were not accounted for with the exception of the manufacturer’s budget price for glass-fused to steel bolted storage tanks. With any of the alternatives there would be an overall increase in fire flow delivered to the Great Saltair but may not meet the minimum and will be evaluated separately. As an estimate for the Great Saltair with approximately 44,000 square feet, the values from the 2018 International Fire Code Type, IV building with fire suppression sprinklers were used to determine the fire flow of 3,750x25%=937.5 gpm at a minimum of 1,000 gpm for 3 hours. This results in the fire water storage volume of 180,000 gallons and will be assumed to proportionally increase the cost of the project to be negotiated separately. 2.2 METHOD Alternatives were evaluated on the level of service provided and the ability to meet the demand requirements. Given that any potential purveyors are a substantial distance from GSL State Park, it may be impractical to size the water line for fire flow. The baseline solution is a local storage tank like the original design that can provide the fire flow to the GSL State Park where the larger fire flow pipe can be shorter and thereby limit the head loss. Alternatives were also evaluated on the estimated cost, which accounts for assumed engineering complexity including environmental impacts, permitting, land acquisition, utility and roadway crossings, and other constraints. The system administrator of each alternative considered was engaged to determine willingness to participate as a source solution and ability to fulfill the demands established. Generally, two alternatives were considered for the alternatives where a larger pipe would provide fire flow from the water purveyor to be compared to a local storage tank supplied by a smaller transmission water line with some exceptions including Stansbury that declined providing the storage volume. The tank location and size for each alternative is as described in Section 3.2. SECTION 3.0 – ALTERNATIVES 3.1 STANSBURY (PWS 23003) SPID is the current water provider to the GSL State Park and the Great Saltair and are amenable to continuing to provide water. Representatives of SPID presented two potential solutions that both include local fire water storage that would have to be agreed to by the District’s board. 1.Fulfill the original contract by installing a drinking water storage tank on the Kennecott Property. This would include entering into a new contract where the State would take over maintenance of the 6-inch water transmission line after the meter. 2.Fulfill the original contract by installing a drinking water storage tank on the Kennecott Property and enter into a new contract with the State. The District would continue to maintain the 6-inch water transmission line to the new tank if the State reconstructed portions of the water transmission line, so they could be accessible for maintenance. As described in Section 1.1, the majority of the existing transmission water line from Stansbury to the GSL State Park and the Great Saltair is 6-inch. This water line is deep in places due to significant sedimentation, but the alignment could potentially be salvaged via a process such as pipe bursting and slip-lining to replace or upsize 8 the entire line as needed, depending on whether option 1 or 2 above are chosen. See Section 2.2 for a discussion of the system’s capability to meet fire flow requirements from SPID. Either option would connect to a proposed tank on Kennecott property or a tank and booster pump system onsite, details for which are described in Section 3.2. From a constructability standpoint, both the current transmission line and reconstructed transmission line options would follow the existing pipeline alignment and would result in one railroad crossing, one crossing of I-80, and would cross and parallel a large concrete pipe owned by Kennecott. A detailed figure of the Stansbury connection (including replacement of the existing transmission line) with the Kennecott storage tank is shown in Appendix A. See cost estimates for both options in Appendix C. 3.2 STORAGE TANK As discussed in Section 1.1, a future phase was planned that would have included a gravity storage tank capable of providing the required fire flow to the GSL State Park and to the Great Saltair. The local tank allows for the shortest 10-inch pipe capable of providing the fire flow at approximately 2,269 feet in length from the existing 10- inch tee to the tank on Kennecott property and fed into the 10-inch line that runs to the GSL State Park. The storage tank would need to be sized to store the 162,000 gallons of fire water storage in addition to the average day system flows of nearly 28,000 gallons for a total of 190,000 gallons. The potential downsides to this approach are obtaining necessary easements and access to build the tank and water line on Kennecott property and the fact that average daily and peak daily demand flows would still be supplied by the existing connection with Stansbury. Given the depth of bury and limitations with the existing 6-inch line, further upgrades to the system may be warranted at a future date. Furthermore, the 10-inch line from the proposed tank location would cross two railroads, SR-201, and I-80. It is worth noting that the proposed tank location is in a rocky area, which could increase excavation costs associated with construction. See Appendix A for a figure of this proposed alternative and Appendix C for associated cost estimates. 3.3 MAGNA METRO TOWNSHIP (MMT) (PWS 18014) Per discussion with Trevor Andra at Magna Water District (MWD), Magna Metro Township is willing to participate in this feasibility study and be considered for providing water to the GSL State Park. Per correspondence with MWD, to provide service there would need to be board approval and an interlocal agreement to provide water drafted by the State and reviewed by the attorney for MWD. The likely route for a water line includes the crossing of two railroad tracks, Interstate 80, State Route 201, and two major Kennecott concrete pipelines. An extension from the Magna Water District system would be approximately 7.5 miles of 16-inch pipe. The proposed route is shown in Figure 3. Again, if the storage tank were constructed on Kennecott property, then the connecting pipeline from the MWD system could be reduced to 8-inches. See Appendix A for figures of these proposed alternatives and Appendix C for associated cost estimates. In a video conference call with MWD on October 8, 2021, it was determined that MWD would own and maintain the water line to the meter, after which the water line would be the State’s responsibility. It was suggested that the meter would be located at or near the water district’s boundary which would be around 9180 West before going west along SR-201. Impact fees would be based on demand, and construction would go through a review process 9 similar to that for developments, including the requirement of inspection fees, review fees, and bonds. MWD is capable of providing 76 psi minimum pressure to the proposed connection point near 9180 West and 2600 South about Station 17+24 in Figure 4. Figure 4: Magna Water 12-inch Connection Point Given these parameters and MWD’s willingness to participate in potential solutions, constructability may present the primary challenge to this particular alternative. 3.4 SALT LAKE CITY (SLC) (PWS 18026) Salt Lake City considered the request to participate in the feasibility study and declined participation via an email from Laura Briefer, Director of the Salt Lake City Department of Public Utilities. The reason SLC was unwilling to consider potential water line extensions is that the GSL State Park is outside the SLC municipal boundary and there are concerns with the length of pipe required. Furthermore, SLC typically would require annexation of the area to be serviced to provide water, which is unlikely given the GSL State Park’s remoteness from the SLC system. This correspondence is included in Appendix B. Despite the reluctance from SLC to participate in the feasibility study, Ensign developed an exhibit showing a potential connection point to the SLC system. The proposed route would connect to a 24-inch water line near the southwest corner of the new State Prison at 1400 North and 8000 West in SLC and continue in a 16-inch pipeline 2600 S 10 south along 8000 West to the I-80 north frontage road. From this point, the proposed water line would follow the frontage road to GSL State Park. Benefits of this proposed route include the large connection point to the SLC system and a proposed route that is not anticipated to cross any major utilities with less permitting anticipated. In total, the proposed 16-inch diameter extension would be approximately 9 miles in length. As noted in other sections, if the proposed storage tank were constructed on Kennecott property in conjunction with the SLC tie-in, then the pipeline from the SLC system could be reduced to a 8-inch line. Each SLC option is shown in Appendix A. See associated cost estimates in Appendix C. 3.5 OQUIRRH MOUNTAIN WATER COMPANY (OMWC) (PWS 23076) In feasibility discussions, Chris Robinson with Oquirrh Mountain Water Company expressed concerns with water quantity in Tooele County as a whole and did not participate in this study with regard to providing water. It was discussed that Oquirrh Mountain Water Company would be interested in an aqueduct connecting Salt Lake County to Tooele County via Jordan Valley Water Conservancy District to bring more water into that region, but that type of project is beyond the scope of this study and would likely involve the State Engineer with potential legislative action required. Cost estimates were not developed for this alternative due to its low probability of construction but it is comparable to SPID. 3.6 KENNECOTT (PWS UNKNOWN) Kennecott has wells in township sections 21 and 17 that are the closest in proximity to the GSL State Park. However, the available water is known to have arsenic and perchlorate, among other water quality issues, and there would likely be inconsistencies in the quantity of water provided due to well maintenance cycles. The Section 17 water is the closest water connection location in relation to GSL State Park of the alternatives considered. However, based on these water quality and quantity concerns, Kennecott would be hesitant to be the supplier. Additionally, any potential future well that might be considered would likely have similar contaminants and require construction of a water treatment facility which would likely make the project infeasible due to cost. 3.7 ONSITE TANK AND BOOSTER PUMP With the option to locate a tank on Kennecott property being so high, the option of a tank on State Parks property was considered. The tank would have to be above ground due to the high ground water and floodplain elevation so a steel tank was considered, and a booster pump would be necessary to supply the fire flow water. With the proximity to the Great Salt Lake the steel tank would need to be protected from the elements with the option of a glass-fused to steel bolted tank being considered. There is limited space available on site for a tank and booster pump system, and it would need to be determined if any wetlands can be relocated to accommodate the increase in space inside the compound. These factors contribute to the overall cost and complexity of this alternative. A budgetary costs for glass-fused to steel bolted tanks were solicited from CTS (Shearer Tanks). 12 APPENDIX A: FIGURES FOR ALTERNATIVES © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom GSL SP Marina Existing est.: 337 gpm @ 20 psiRequired: 1,800 gpm @ 20 residual psi for 90 min.10-inch ~2.54 miles total (~1.11 to Marina ~1.43 to GS)SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.2983FOR:CONTACT:PHONE: 6-inch ~3.47 miles Potential Tank Location SPID OMW C 4-inch Meter across from TA Truckstop 6-inch to 10-inch transition and 10-inch tee to future tank Conc e pt route 6" w 6"w SR-202 1 0 " W S a l t L a k e C o u n t y T o o e l e C o u n t y Lake Shore Dr.Clinton Landing Rd6"wI-80 I-806" w 6"w 6"w 6"w 10"w10"w Union Pacifi c 6" w 10" w SR-201 © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTomto future tank PROJECT NUMBERDRAWN BYPROJECT MANAGER PRINT DATECHECKED BY © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTomNOTE: La k e S h o r e Dr. Cli n t o n L a n d i n g Rd I-80 6"w 10" w Great SaltairGSL SP MarinaReplace 2,843 feet of 10-inch onsite 2,181 feet of 10-inchto tank SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.2983Replace 5,867 feet of 10-inch to GSL SP Marina FOR:CONTACT:PHONE:Replace 13,119 feet of 8-inch to 10-inch tee/tank connection Potential Tank Location © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom SPI D OMW C 4-inch Meter across from TA Truckstop 8"W SR-202 10"W S a l t L a k e C o u n t y T o o e l e C o u n t y 10"W La k e S h o r e Dr. 8"W Clin t o n L a n d i n g RdI-80 8"W 8"W Union Pacific 6" w 8" W I-80 8"W 8"W 10"w WI-80 8"W 10"W 10"WSR-201 CONNECTION:6-INCHCLINTON LANDING RD PROJECT NUMBERDRAWN BYPROJECT MANAGER PRINT DATECHECKED BY© 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom8"W ke Shore Dr.n Landing Rd6"w Great SaltairGSL SP MarinaReplace 2,843 feet of 10-inch onsite SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.2983FOR:Replace 18,986 feet of 8-inch to GSL SP Marina Potential TankLocation CONTACT:PHONE: © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom SPI D OMW C 4-inch Meter across from TA Truckstop CONNECTION:6-IN 8"W 8"W 8" W 8"W SR-202 8"W S a l t L a k e C o u n t y T o o e l e C o u n t y La k e S h o r e Dr. k e S h o r e D r . 8"W Clin t o n L a n d i n g Rd n L a n d i n g Rd 6" w I-8 0 8"W 8"W Union Pacific 6" w 8"W I-80 8"W 8"W 10"w W 10"WI-80 W 8"W 8"W W 10"WSR-201 CHCLINTON LANDING RD PROJECT NUMBERDRAWN BYPROJECT MANAGER PRINT DATECHECKED BY© 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.2983Great Saltair7,540 feet to GSL SP Marina CONNECTION:12-INCH2600 S 9180 W FOR:CONTACT:PHONE:GSL SP Marina Replace 2,843 feet onsite © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom 30,035 feet to Great Saltair 16"W SR-201 PROJECT NUMBER PRINT DATE DRAWN BY CHECKED BY PROJECT MANAGER 16" W 16" W SR- 20 2 1 6 " W 16"W S a l t L a k e C o u n t y T o o e l e C o u n t y 16"W16"W16" W Un i o n Pa c i f i c I-80WI-80 SR- 201 Locati on SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.2983Great Saltair7,540 feet to GSL SP Marina CONNECTION:12-INCH2600 S 9180 W FOR:CONTACT:PHONE:GSL SP Marina Replace 2,843 feet onsite 5,867 feet of 10-inch to Tank © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom 30,035 feet to Great Saltair 8"W SR-201 2,269 feet of 10-inch to tank PROJECT NUMBER PRINT DATE DRAWN BY CHECKED BY PROJECT MANAGER Potential Tank 8" W 8"W SR- 20 2 8 " W 1 0 " W 8"W S a l t L a k e C o u n t y T o o e l e C o u n t y 1 0 " W 8"W 8"W8"W8"W 8"W 8"W Un i o n Pa c i f i c I-80W8"W I-80 10" W 10" W 8"W SR- 201 8" W © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom CONNECTION:24-INCH NW CORNER SECTION 28T1NR2W SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.298341,973 feet to Great Saltair FOR:CONTACT:PHONE:16"W 16"W 16"W 16"W I-80 Great Saltair 7,540 feet to GSL SP Marina GSL SP Marina Replace 2,843 feet onsite PROJECT NUMBER PRINT DATE DRAWN BY CHECKED BY PROJECT MANAGER SR- 202 16"W 16"W 16 " W Un i o n Pa c i f i c 16 " W 16 " W I-80 I-80 SR- 201 CONNECTION:24-INCH NW CORNER SECTION 28T1NR2W SALT LAKE CITY45 W. 10000 S., Suite 500Sandy, UT 84070Phone: 801.255.0529LAYTONPhone: 801.547.1100TOOELEPhone: 435.843.3590CEDAR CITYPhone: 435.865.1453RICHFIELDPhone: 435.896.298341,973 feet to Great Saltair FOR:CONTACT:PHONE:8"W 8"W 8"W 8"W 8"W I-80 Great Saltair 7,540 feet to GSL SP Marina 2,269 feet of 10-inch to tank GSL SP Marina Replace 2,843 feet onsite 5,867 feet of 10-inch to Tank Potential Tank Location PROJECT NUMBER PRINT DATE DRAWN BY CHECKED BY 8"W SR- 202 8"W 8"W 8"W 8"W Un i o n Pa c i f i c 8" W 8" W 8" W I-80 8"W 8"W I-80 10" W SR- 201 PROJECT MANAGER© 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS © 2022 TomTom 13 State Fire Marshal July 21, 2021 , Fire Flow for the GSL State Park Line Replacement Feasibility Study Attendees: Coy Porter , David Shearer, Doug Lukes, Jamie Harsh, Jamie Harsh, Lucas Davis, Robert Rousselle, Thomas Peterson Stansbury Park Improvement District Google Meets October 20, 2021 Attendees: Brett Palmer, Jacob Clegg, Robert Rousselle, Conor Dunkel Magna Water District Google Meets October 7, 2021 Attendees: Trevor Andra, Robert Rousselle, Conor Dunkel Salt Lake City Multiple emails and voicemails, final correspondence from Laura Briefer July 28, 2021 Oquirrh Mountain Water Company August 5, 2021 Zoom meeting Attendees: Christopher Robinson, J Lawrence@binghamnet.com, kfryer@lpid.us, nthomas@omwc.us, sdoust@omwc.us, Robert Rousselle Conor Dunkel APPENDIX B: COMMUNICATIONS 14 Conor Dunkel From: Sent To: Cc: Subject: Briefer, Laura <Laura.Brieifer@sllcgov.com> on behalf of Briefer, LaLira Wednesday, July 28, 2021 12:05 PM 'cdunkel@ensignutah.com' Brown, Jla,son; Stewart, Jesse; Hice, Marian; Bullough, Handy FW: (EXTERNAL) G,SL State Park Water Lin,e Replacement Feasibility S'tudy DearConor, Salt Lake Oty Department of Public Utilities has considered this request, and respectfully declines the invitation to be considered as a water provider for thisproject. The locatilon is outside our municipal!boundariesand quite far (over eight miles) from the extents of our water system, Typically Salt Lake City would require anne ation of the area in,order to provide water as well, We wish you the best on complleting this project. Please let me know if you have any additional questions. Thank you, L.:1111ra Briefer, MPA DIRECTOR SA.LT LA E CITY DEl'ARTMIEN'TOF P1U0LICUifll(flES Office: 801.483.6741 Cell: 385.252.9379 www.slc.gov/utilities 15 jkrueger@ensignu1ah.c:om, From: Sent To: Cc: Subject: Conor Dunkel <cdunke'l@ensignutah.com> Tuesday, August 24, 2021 9:12 AM Coy Porter Robert Rous,e'lle; Ted Black Re: GSL State Park Water Line Replacement Feasibility Study - Fire Flow Coy, I wanted to follow up with a question on the fire flow requirements for the Great Salt LaKe State Park marina. If the future storage·tank was to be installl'ed south up the hill on Kennecott Property, what would be the desired ·flow rate and duration so that I can determine the volume of the tank for the marina and Saltair? Thank you. Conor Dunkel I Design Engineer Main 801.255.0529 I Cell 2406.223.5553 cdunkel@ensigneng.com I ensigneng.com On Mon, Aug 2, 2021at 6:36 PM Conor Dunkel <cdunkel@ensignurah com> wrote: Coy, Than you for thisinformation, this helps develop the scope. I did not intend to limit the option to a 10 inch line al,though it will be oonsidered if it meets the flow requlremen.ts. fhe 6 inch !line makes up the majority of the length to the Marina and :if it were replaced then the 10 inch would al:so be consi.dered for upgrade. Magna Water's prel'iminary analysis shows that they would be able to provide approximately 1200 gpm at 20 psi through a 12 inch line and 1800 gpm tnrough a 16 inch. The 12 inch is comparable to the ~1227 gpm that I estimated through the 10 inch from Stansbury. With both of these if I su'btr.ct the peak instantaneous of approxirmtely 150 gpm this leaves 1077 gprn from Stansbury and 1050 gpm from Magna's estimate for fire flow. Would you be comfortable with making 1050 gpm the minimum fire flow requirement o,r 1200 gpm? This would be in oombination with the hydrant location.sand future sprinkler systems. fhank you. Conor Dunkel, PE I Design Engineer Main 801.255.0529 I Cell 406.223.5553 cdunkel@ensigneng.com I ensigneng.com On Mon, Aug 2, 2021 at 9:22 AM Coy Porter <coyporter@utah.goV> wrote: Conor,I 16 Sorry for the delay, we had a public safety summit last week and were out of the office, l'n reviewing your drawings, we feel!that if the l'ines were all 10" and the meteri1ng was placed at or near the individual buildings (rather than metering at the distant beginning which apparently even includes metedng of the hydrants); and if the futu,e Visitor's cente, were, say built as a Type Iii building and had fire sprin'klers as part of that future design,.tha,t would allow for some fire flow trade-offs in this case. The GPM estimates you provided would then be accepta blie. Please let me know if this is sufficient information for you to continue with your study. Thanks, Coy On Mon, Jul 26, 2021at 11:35 AM Conor Du:nkel!<cdunkel@ensignutah.com> wrote: Coy, Attached is an exhibit describing the existing conditions of the Great Salit !La'ke Marina, I!have estimated the peak flows at 20 psi tnat could be expected with the combination of 6 inch and 10 inch that we know are inadequate. Once we establish the fire flow criteria for the existing and concept facilities we will continue with the feasibility study to determi.ne the supplier and sizes of lines/ storage.. If you need additionaIi information or have comments please let me know. Thank you. Conor Dunkel, PE 1 Design Engineer Main 801.255.0529 I Cell 406.223.5553 Gdunkel@ensigneng.com I ensigneng.com Coy D. Porter State Fire Marshal! !Jtah Department of Public Safety 410 West 9800 South,. 3rd Floor Sandy,. Utah 84070 (801) 256-2390 office (801) 718-6268 cell 18 APPENDIX D: METER DATA STANSBURY PARK IMPRVMENT DIST Customer History Page: 1 Report Dates: 07/01/2018 - 07/31/2021 Jul 14, 2021 03:02PM Report Criteria: Customer.Customer number = 5031110,5030710,5043112 50307.10 STATE OF UTAH PARKS& REC-CMP PARK & RECREATION AREA-CMP 4 in. Metered Services: WATER Current Rate: 188 State Park - Out district - 4 Period Date Read Date Meter ID Begin Read End Read Usage Multiplier Amount Status 07/30/2018 07/10/2018 0070147937 1 1,955,796 328,760 10.0000 471.68 08/31/2018 08/10/2018 0070147937 1,955,796 1,988,300 325,040 10.0000 467.96 09/30/2018 09/10/2018 0070147937 1,988,300 2,014,507 262,070 10.0000 404.99 10/31/2018 10/10/2018 0070147937 2,014,507 2,029,840 153,330 10.0000 296.25 11/30/2018 11/09/2018 0070147937 2,029,840 2,037,514 76,740 10.0000 219.66 12/31/2018 12/10/2018 0070147937 2,037,514 2,037,628 1,140 10.0000 144.06 01/31/2019 01/10/2019 0070147937 2,037,628 2,038,777 11,490 10.0000 154.41 02/28/2019 02/11/2019 0070147937 2,038,777 2,040,902 21,250 10.0000 164.17 03/31/2019 03/11/2019 0070147937 2,040,902 2,042,968 20,660 10.0000 163.58 04/30/2019 04/10/2019 0070147937 2,042,968 2,043,344 3,760 10.0000 146.68 05/31/2019 05/10/2019 0070147937 2,043,344 2,046,373 30,290 10.0000 173.21 06/30/2019 06/10/2019 0070147937 2,046,373 2,063,238 168,650 10.0000 311.57 07/31/2019 07/11/2019 0070147937 2,063,238 2,104,596 413,580 10.0000 556.50 08/30/2019 08/12/2019 0070147937 2,104,596 2,150,950 463,540 10.0000 606.46 09/30/2019 09/10/2019 0070147937 2,150,950 2,187,302 363,520 10.0000 506.44 10/31/2019 10/10/2019 0070147937 2,187,302 2,202,575 96,830 10.0000 239.75 11/30/2019 11/19/2019 0070147937 2,202,575 2,208,852 62,770 10.0000 205.69 12/31/2019 12/06/2019 0070147937 2,208,852 2,210,348 14,960 10.0000 157.88 01/31/2020 01/13/2020 0070147937 2,210,348 2,227,324 169,760 10.0000 312.68 02/29/2020 02/11/2020 0070147937 2,227,324 2,253,316 259,920 10.0000 402.84 03/31/2020 03/10/2020 0070147937 2,253,316 2,299,497 461,810 10.0000 604.73 04/30/2020 04/08/2020 0070147937 2,299,497 2,313,635 141,380 10.0000 284.30 05/31/2020 05/11/2020 0070147937 2,313,635 2,313,635 0 10.0000 142.92 06/30/2020 06/09/2020 0070147937 2,313,635 2,313,735 1,000 10.0000 143.92 07/31/2020 07/13/2020 0070147937 2,313,735 2,325,372 116,370 10.0000 259.29 08/31/2020 08/10/2020 0070147937 2,325,372 2,361,611 362,390 10.0000 505.31 09/30/2020 09/10/2020 0070147937 2,361,611 2,389,125 275,140 10.0000 418.06 10/31/2020 10/14/2020 0070147937 2,389,125 2,397,571 84,460 10.0000 227.38 11/30/2020 11/12/2020 0070147937 2,397,571 2,402,974 54,030 10.0000 196.95 12/31/2020 12/09/2020 0070147937 2,402,974 2,403,659 6,850 10.0000 149.77 01/31/2021 01/13/2021 0070147937 2,403,659 2,427,423 237,640 10.0000 380.56 02/28/2021 02/10/2021 0070147937 2,427,423 2,427,423 0 10.0000 142.92 03/31/2021 03/10/2021 0070147937 2,427,423 2,427,423 0 10.0000 142.92 04/30/2021 04/12/2021 0070147937 2,427,423 2,429,482 20,590 10.0000 163.51 05/31/2021 05/12/2021 0070147937 2,429,482 2,439,463 99,810 10.0000 242.73 06/30/2021 06/14/2021 0070147937 2,439,463 2,477,401 379,380 10.0000 522.30 07/31/2021 07/12/2021 0070147937 2,477,401 2,514,423 370,220 10.0000 513.14 Totals:5,859,130 11,147.17 Totals:16,459,862 16,152.78 STANSBURY PARK IMPRVMENT DIST Customer History Page: 2 Report Dates: 07/01/2018 - 07/31/2021 Jul 14, 2021 03:02PM 50311.10 STATE OF UTAH PARKS& REC-CMP PARK&REC AREA-CMP 3/4 Metered Services: WATER Current Rate: 189 State Park - Out dist - 3/4 Period Date Read Date Meter ID Begin Read End Read Usage Multiplier Amount Status 07/30/2018 07/10/2018 0000147937 1 8,552,997 277,507 1.0000 269.21 08/31/2018 08/13/2018 0000147937 8,552,997 9,058,020 326,123 1.0000 317.82 09/30/2018 09/13/2018 0000147937 9,058,020 9,524,822 356,802 1.0000 348.50 10/31/2018 10/15/2018 0000147937 9,524,822 9,943,982 414,560 1.0000 406.26 11/30/2018 11/13/2018 0000147937 9,943,982 285,936 306,754 1.0000 298.45 12/31/2018 12/11/2018 0000147937 285,936 545,985 259,949 1.0000 251.65 01/31/2019 01/18/2019 0000147937 545,985 904,783 342,098 1.0000 333.80 02/28/2019 02/20/2019 0000147937 904,783 1,305,449 370,566 1.0000 362.27 03/31/2019 03/12/2019 0000147937 1,305,449 1,707,780 373,631 1.0000 365.33 04/30/2019 04/12/2019 0000147937 1,707,780 2,151,007 439,627 1.0000 431.33 05/31/2019 05/14/2019 0000147937 2,151,007 2,608,131 442,024 1.0000 433.72 06/30/2019 06/11/2019 0000147937 2,608,131 3,126,925 415,494 1.0000 407.19 07/31/2019 07/12/2019 0000147937 3,126,925 3,726,031 426,006 1.0000 417.71 08/30/2019 08/15/2019 0000147937 3,726,031 4,352,487 460,356 1.0000 452.06 09/30/2019 09/12/2019 0000147937 4,352,487 4,909,975 415,288 1.0000 406.99 10/31/2019 10/09/2019 0000147937 4,909,975 5,421,326 511,351 1.0000 503.05 11/30/2019 11/21/2019 0000147937 5,421,326 6,143,314 679,788 1.0000 671.49 12/31/2019 12/09/2019 0000147937 6,143,314 6,490,194 336,580 1.0000 328.28 01/31/2020 01/15/2020 0000147937 6,490,194 7,339,025 840,931 1.0000 832.63 02/29/2020 02/12/2020 0000147937 7,339,025 8,001,753 653,528 1.0000 645.23 03/31/2020 03/11/2020 0000147937 8,001,753 8,664,768 630,015 1.0000 621.72 04/30/2020 04/09/2020 0000147937 8,664,768 9,173,656 506,988 1.0000 498.69 05/31/2020 05/11/2020 0000147937 9,173,656 9,780,805 607,149 1.0000 598.85 06/30/2020 06/10/2020 0000147937 9,780,805 325,902 542,897 1.0000 534.60 07/31/2020 07/13/2020 0000147937 325,902 1,042,297 716,395 1.0000 708.10 08/31/2020 08/11/2020 0000147937 1,042,297 1,646,616 336,719 1.0000 328.42 09/30/2020 09/14/2020 0000147937 1,646,616 2,278,223 511,407 1.0000 503.11 10/31/2020 10/14/2020 0000147937 2,278,223 2,938,044 641,521 1.0000 633.22 11/30/2020 11/12/2020 0000147937 2,938,044 3,488,178 550,134 1.0000 541.83 12/31/2020 12/09/2020 0000147937 3,488,178 3,980,777 492,599 1.0000 484.30 01/31/2021 01/13/2021 0000147937 3,980,777 4,377,948 397,171 1.0000 388.87 02/28/2021 02/10/2021 0000147937 4,377,948 4,568,518 190,570 1.0000 182.27 03/31/2021 03/10/2021 0000147937 4,568,518 4,805,641 236,123 1.0000 227.82 04/30/2021 04/13/2021 0000147937 4,805,641 5,108,031 285,590 1.0000 277.29 05/31/2021 05/12/2021 0000147937 5,108,031 5,575,342 393,411 1.0000 385.11 06/30/2021 06/10/2021 0000147937 5,575,342 6,182,318 430,576 1.0000 422.28 07/31/2021 07/13/2021 0000147937 6,182,318 6,722,452 341,634 1.0000 333.33 Totals:2,499,700 5,095.03 STANSBURY PARK IMPRVMENT DIST Customer History Page: 3 Report Dates: 07/01/2018 - 07/31/2021 Jul 14, 2021 03:02PM 50431.12 FORSTRY, FIRE, & STATE LAND SALTAIR Metered Services: WATER Current Rate: 183 Com - Out District - 2in Period Date Read Date Meter ID Begin Read End Read Usage Multiplier Amount Status 07/30/2018 07/10/2018 009303624 2,511 174,314 221,700 100.0000 365.74 08/31/2018 08/10/2018 009303624 174,314 176,103 178,900 100.0000 301.54 09/30/2018 09/10/2018 009303624 176,103 177,203 110,000 100.0000 198.19 10/31/2018 10/10/2018 009303624 177,203 177,249 4,600 100.0000 45.64 11/30/2018 11/09/2018 009303624 177,249 177,601 35,200 100.0000 85.99 12/31/2018 12/10/2018 009303624 177,601 177,602 100 100.0000 45.64 01/31/2019 01/10/2019 009303624 177,602 177,769 16,700 100.0000 58.24 02/28/2019 02/11/2019 009303624 177,769 178,070 30,100 100.0000 78.34 03/31/2019 03/11/2019 009303624 178,070 178,357 28,700 100.0000 76.24 04/30/2019 04/10/2019 009303624 178,357 178,393 3,600 100.0000 45.64 05/31/2019 05/10/2019 009303624 178,393 178,544 15,100 100.0000 55.84 06/30/2019 06/10/2019 009303624 178,544 179,577 103,300 100.0000 188.14 07/31/2019 07/11/2019 009303624 179,577 181,308 173,100 100.0000 292.84 08/30/2019 08/12/2019 009303624 181,308 182,969 166,100 100.0000 282.34 09/30/2019 09/10/2019 009303624 182,969 184,391 142,200 100.0000 246.49 10/31/2019 10/09/2019 009303624 184,391 184,950 55,900 100.0000 117.04 11/30/2019 11/20/2019 009303624 184,950 185,372 42,200 100.0000 96.49 12/31/2019 12/06/2019 009303624 185,372 185,475 10,300 100.0000 48.64 01/31/2020 01/13/2020 009303624 185,475 185,554 7,900 100.0000 45.64 02/29/2020 02/11/2020 009303624 185,554 185,646 9,200 100.0000 46.99 03/31/2020 03/10/2020 009303624 185,646 185,976 33,000 100.0000 82.69 04/30/2020 04/08/2020 009303624 185,976 185,995 1,900 100.0000 45.64 05/31/2020 05/11/2020 009303624 185,995 185,995 0 100.0000 45.64 06/30/2020 06/09/2020 009303624 185,995 186,017 2,200 100.0000 45.64 07/31/2020 07/13/2020 009303624 186,017 188,367 235,000 100.0000 385.69 08/31/2020 08/10/2020 009303624 188,367 191,043 267,600 100.0000 434.59 09/30/2020 09/10/2020 009303624 191,043 192,245 120,200 100.0000 213.49 10/31/2020 10/14/2020 009303624 192,245 192,428 18,300 100.0000 60.64 11/30/2020 11/12/2020 009303624 192,428 192,428 0 100.0000 45.64 12/31/2020 12/09/2020 009303624 192,428 192,428 0 100.0000 45.64 01/31/2021 01/13/2021 009303624 192,428 192,428 0 100.0000 45.64 02/28/2021 02/10/2021 009303624 192,428 192,428 0 100.0000 45.64 03/31/2021 03/10/2021 009303624 192,428 192,438 1,000 100.0000 45.64 04/30/2021 04/12/2021 009303624 192,438 192,606 16,800 100.0000 58.39 05/31/2021 05/12/2021 009303624 192,606 193,345 73,900 100.0000 144.04 06/30/2021 06/14/2021 009303624 193,345 195,109 176,400 100.0000 297.79 07/31/2021 07/12/2021 009303624 195,109 197,094 198,500 100.0000 330.94 STANSBURY PARK IMPRVMENT DIST Customer History Page: 4 Report Dates: 07/01/2018 - 07/31/2021 Jul 14, 2021 03:02PM 50431.12 FORSTRY, FIRE, & STATE LAND SALTAIR ( C o n t i n u e d ) Report Criteria: Customer.Customer number = 5031110,5030710,5043112 Economic Impact of Delta Center, Utah Jazz, and NHL t “Sports, arts, and entertainment are driving downtown visitation.” - Downtown Alliance Downtown Alliance Of the Top Visitation Days in Salt Lake City Data For Managing the Future of Downtown Salt Lake City 76% Had Delta Center Events 72% Had Conventions in Town Annual Basis ●2022: $326M Annual Total Economic Impact to Salt Lake City - GSBS Consulting Report: Utah Jazz Economic Impacts April 15, 2022 Peer reviewed by the Kem Gardner Institute Utah Jazz and Delta Center Utah NHL Hockey ●2024: $288M Annual Total Economic Impact to Salt Lake City - DA Davidson & C0, May 6, 2024 Under peer review by the Kem Gardner Institute $294M 2023 NBA All-Star Weekend Total Economic Impact to Salt Lake City $27.9M UFC Total Economic Impact to Salt Lake City July 2023 Event Basis Nihon Matsuri / Japantown Handout Front of Handout: Revitalization of Japantown What Does S.B. 272 Do? • Allows the City to designate up to 100 acres as a “Capital City Revitalization Zone” after a qualified applicant (Smith Entertainment Group - SEG) submits an application and the Council and Revitalization Committee approves a participation agreement. • The zone is required to be around a “currently existing qualified stadium.” (In this case, the Delta Center). • Allows the City to enact a 0.5% sales tax increase City-wide, with the requirement that all funds generated by that tax be spent inside the zone for a period of 30 years. • Allows a qualified applicant to use these funds within that area to reconstruct a stadium, service debt on bonds for a stadium, infrastructure, and/or “associated uses including entertainment and recreational uses…” • Creates a “Capital City Revitalization Zone Committee” made up of state leaders that will receive regular reports from the City and applicant on the plan, including how funds are spent. Note: SB 272 creates an entirely new process and City Attorneys are still working with State Attorneys and the private sector to refine a shared understanding of the required information and steps. Questions? Reach out to City.Council.Liaisons@slcgov.com. Sign up for email updates about Japantown at tinyURL.com/JapantownUpdates. Back of Handout: What is the City’s Role in this Process? City Council: Consider adopting a participation agreement • After a qualified applicant (SEG) submits an application to the City, the City’s Administration negotiates a "participation agreement" based on that application. • SB 272 has a deadline of September 1 for this step, although it may be sooner. City Council: Consider approving a sales tax increase • As a part of the plan above, the participation agreement may identify the tool of increased sales tax revenue to fund the proposed project. • SB 272 has a deadline of December 31 for this step, although it may be sooner, and may be tied to the adoption of the participation agreement. City Attorneys are still working through this. Planning Commission and City Council: Rezoning to facilitate development Nihon Matsuri / Japantown Handout • The City is required to process any zoning adjustments to accommodate the development by September 1. Questions? Reach out to City.Council.Liaisons@slcgov.com. Sign up for email updates about Japantown at tinyURL.com/JapantownUpdates. COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY24 TO:City Council Members FROM: Ben Luedtke, Sylvia Richards, Jennifer Bruno, Kira Luke, and Sam Owen DATE: May 7, 2024 RE: Budget Amendment Number 5 of Fiscal Year (FY) 2024 NEW INFORMATION: The Administration has forwarded a Second Revised Budget Amendment No. 5 transmittal which includes a Fund Balance update and several changes including: - Revised funding requests for two items: o A-3: 2100 South Utility Upgrades between 700 East and 1100 East and o A-8: North Temple Jordan River Bridge Riverbank Deterrent Rock Replacement and Fencing - Two new administrative items: o D-9: Streets Impact Fee Excess Capacity Reimbursement and Funding Source Change, and o E-1 Utah DNR, Division of Forestry, Fire & State Lands Grant - Two new Council-added items, I-1 was requested by the Administration after the second revised transmittal was sent and I-2 is a proposal from Council Member Puy: o I-1: Micro-shelter Community Site Preparation Costs and Electricity through June ($293,791 – One Time from Holding Account) o I-2: Funding to Catchup on Expungement Backlog ($300,000 one-time from General Fund Balance to Non-departmental) Sales Tax Revenue and Fund Balance Update: At the April 16 briefing, the Council received a sales tax revenue update from the Finance Department. To date, overall revenues are trending slightly above budget. Finance staff are projecting revenues to remain consistent with current estimates for the remainder of FY 2024. Modifications have been made primarily to sales tax revenues, resulting in a decrease of approximately (-$2.6 million) to regular sales tax while an increase of $3.7 million is projected for the Funding Our Future additional ½% sales tax. The updated fund balance is estimated to be 25.5% of the FY 2024 adopted budget or $55,558,724 above the 13% minimum target. Three changes resulted in this updated estimate. First, $10 million is no longer anticipated in revenues later this fiscal year largely driven by sales tax projected to be flat instead of growing. Second, the $7 million expenditure in item A-3 for 2100 South utility upgrades is changed to no longer be a loan with time certain repayment to the General Fund. Third, the Council voted on April 16 for the last remaining item in Budget Amendment #3 (downtown parking pay station replacements) to fully fund the $1.612 million cost to avoid $291,895 of interest expense under an alternative seven year debt repayment schedule. Project Timeline: Set Date: April 16, 2024 1st Briefing: April 16, 2024 2nd Briefing: May 7, 2024 Public Hearing: May 7, 2024 3rd Briefing (if necessary): May 14, 2024 Potential Action: (tentative) May 21, 2024 Responses to Council Member Questions about item A-2: Police Recruitment and Retention (Total of $1,423,875 from General Fund Balance of which $1,159,375 one-time and $264,500 ongoing) At the April 16 briefing, Council Members asked several questions about item A-2. The questions and responses from the Police Department are below. - Improving Retention Question: Could the Administration please provide a comparison of police officer retention before and after the $8,500 bonus program began? o Response: The Police Department had a 27% reduction in separations over the last year and a 40% reduction versus the same period 2 years ago. - Comparing Recruitment Bonuses Question: If available, how much do other law enforcement agencies provide for lateral hiring bonuses? It would be helpful to understand how the $8,500 bonuses for lateral police officer hires compare to the City’s major talent competitors. Staff note: this is not a direct apples to apples comparison because of differences between programs such as repayment requirements if an officer leaves before the employment commitment period, whether income taxes and the pensionable portion is paid by the agency or the officer, and whether the bonus is based on performance or years of service. The responses below indicate that Salt Lake City offers the most generous bonus program in the Wasatch Front, which is $3,500 more than the closest competitors based on 18 agencies with whom HR was able to confirm amounts. o Response: HR provided the following local law enforcement agencies comparisons. The following entities have no police officer bonus program: Bountiful City, Davis County, Draper City, Farmington City, Lehi City, Murray City, Orem City, State of Utah Department of Public Safety Highway Patrol, Summit County, Taylorsville City, Unified Police Department, and Utah County. The following entities do offer police officer bonus programs: Layton City: $2,000 if a minimum of one year of uninterrupted full-time experience as a police officer with a similarly sized agency. Increases to $3,000 for two years of experience. Both bonus amounts come with a two-year employment commitment. Leaving employment before the two- years requires full repayment to the City. Salt Lake City’s bonus program only requires repayment of a prorated share of the bonus when the employee leaves before the two-year employment commitment ends. Ogden City: $5,000 is offered only to lateral hires. Provo City: $5,000 is offered only to lateral hires and split into two payments; $2,000 at time of hire and $3,000 at completion of a one-year probationary period. Sandy City: 1% of annual salary bonus depending on performance or 3% for officers at the top out (maximum) pay scale. South Salt Lake City: 4% of annual salary bonus one-time. Weber County: $4,000 split into two payments; $2,000 after first six months and another $2,000 after competing one-year of employment. o Response: The Police Department noted that agencies outside of the Wasatch Front sample listed above offer recruitment bonuses of $5,000 - $10,000 based on a review of 2023 media articles. - Bonus Program Participation Question: It was mentioned during the briefing that approximately 92% of current police officers have participated in the bonus program. Could you please confirm if this percentage is correct? o Response: As of 4/19 the retention participation was at 94.9%. - Need for Ongoing Lateral Hiring after Full Staffing Question: Why is providing bonuses for lateral hires recommended to continue with ongoing funding after the Department reaches full functional staffing levels? o Response: In order to maintain staffing levels, especially as the retention commitments begin to end in June of 2025, the Department needs to continue to be proactive in recruiting top candidates to fill vacancies. Hiring a lateral officer (an officer who already has police certification) is the fastest way to fill the Department’s vacancies. These employees can complete the Department’s in-house academy and be on the street providing services to community members much faster. Recently the Department took steps to expedite lateral officers into the field. - ARPA Dollars Question: Are there any ARPA funds budgeted but not spent that need to be obligated by the end of calendar year 2024 and could be used for the bonuses? o Response: We have $195,325 in ARPA funding that must be spent by June 30, 2024. - Vacancy Savings Question: Could you please share the results of the vacancy savings analysis for the Police Department? o Response: The below charts shows potential vacancy savings are estimated to be $857,669 in the Police Department through the end of the current fiscal year. Policy questions: Use ARPA Dollars to Reduce Drawing Down Fund Balance – The Council may wish to consider using $195,325 of ARPA funding that was previously budgeted but not spent and needs to be obligated this year under the U.S. Treasury’s guidance. This option would reduce the amount of Fund Balance needed by an equivalent amount. Use Vacancy Savings to Reduce Drawing Down Fund Balance – The Council may wish to discuss with the Administration the option of using some vacancy savings in the Police Department. Historically, the Department has considered vacancy savings to be an important part of the budget to cover unexpected overtime in case of major public safety incidents occurring in June when the current fiscal year ends but before the new fiscal year and those budget authorizations begin. The City has not identified an amount of vacancy savings to be available for this potential risk. The Council could ask the Administration to evaluate alternative budget options to address this annual potential need instead of relying upon vacancy savings which fluctuate and are not guaranteed to be available each year. REVISED A-3: 2100 South Utility Upgrades between 700 East and 1100 East Capital Improvement Program Project ($7 Million one-time from General Fund Balance, Transferred to the CIP Fund, Repayments from Property Owners as a Connection Fee at TBD Times) The Administration is requesting a straw poll for this item because of contractor supply ordering constraints A $7 million capital improvement project is proposed to upgrade utilities in tandem with the current street reconstruction of 2100 South from 700 East to 1100 East. Upgrading utilities while the street is already open for reconstruction is expected to reduce disruption to the neighborhood, potentially be lower cost, and better protect the public investment to avoiding new pavement needing to be cut into later. The Administration originally proposed the $7 million as a market-rate loan subject to reaching a loan agreement with The Thackeray Company representing several entities developing adjacent properties. The revised proposal removes the loan and rather treats the project as a General Fund capital improvement project where the property owners would repay the City at a TBD time when the developers are ready to connect to the upgraded utilities. The repayment would be a prorated connection fee with accrued market-rate interest. The obligation could be set in a connection agreement and recording a notice of the agreement against the property. The $7 million and interest could be identified as a receivable owed to the General Fund, however, the timing of repayment is uncertain and not guaranteed. Release of the funds could be contingent on the City negotiating a connection fee agreement with the developers that would include the market rate interest accrual and prorated share for repayments. Policy questions: Timing of Repayments – The Council may wish to ask the Administration about options to require repayments by a certain time, and what is the risk the General Fund would not be repaid if a property owner chose not to proceed with development? Coordinating Utility Upgrades with Street Reconstruction Projects – The Council may wish to ask the Administration to include coordinating street reconstruction project planning and utility upgrade project planning in the upcoming Capital Asset Plan (a 5-year CIP plan). Recently, the City successfully used this approach consolidating 10 projects across five departments along the 900 South corridor. REVISED A-8: North Temple Jordan River Bridges - Riverbank Deterrent Rock Replacement and Temporary Fencing ($320,000 from General Fund Balance) The Administration has updated this request to an increased amount of $320,000, and requests a straw poll to enable timely contract execution. This increase adds $34,500 to extend the rocks 50 feet on either side of the bridge, $60,000 to reflect an updated project scope from the contractor after assessing the site, and another $60,000 for fencing. The fencing is anticipated to be a combination of permanent and temporary, depending on the location. None of the fencing is intended to inhibit access to the Jordan River Trail itself. Permanent: - Area abutting Archuleta Bridge (1206 W 200 S) - replacing existing fencing and adding new - Northeast corner of the North Temple Bridge (approximately 1200 W North Temple) - repair/replacing damaged fencing Temporary (up to 120 days): - West side of the Jordan River Trail between the Archuleta Bridge and North Temple - Gadsby Trailhead (1223 W North Temple). This includes closing the boat ramp during bridge rock installation and another 90 days after for riverbank remediation. Authorized Rocky Mountain Power or City staff will still have access. The Administration reports that Rocky Mountain Power, who owns the parking lot land, is supportive of the closure. The Administration also reports that since the trailhead is not a City park, the City isn't required to undergo the legal process a temporary park closure needs. The City has an easement at the site - Northwest corner of the North Temple Bridge (approximately 1200 W North Temple). This closes access from the sidewalk to the bank adjacent to the bridge, the west bank of the Jordan River from the bridge to the footbridge, and the west bank of the footbridge - West side of the second footbridge (between 180 and 200 N) - South end of Constitution Park (1300 West 300 North) - North side of Folsom Trail (between South Temple and 100 South) between 900 and 1000 West, and the West side of 1000 West. Note: this is not a river-abutting site, but the fencing is intended to limit persistent camping and drug traffic in that area New Policy Questions Area Safety Plan – The Administration's writeup references this proposal as a critical element of the safety plan for this neighborhood. The Council may wish to ask for more details on the safety plan, in closed session if necessary. Permanent vs. Temporary Fencing – Most of the fencing planned is temporary. The Council may wish to hold a policy discussion considering what factors could determine areas that might be candidates for longer-term fencing. Duration of Administrative Closure – The Council may also wish to ask, if parts of the Folsom Trail are being closed with fencing, at what point would that closure require legislative authorization? D-9: Streets Impact Fee Excess Capacity Reimbursement and Funding Source Change ($6,943,500 from Streets Impact Fees to General Fund), and ($7,018,500 from Streets Impact Fees to CIP Fund.) This is a request for excess capacity reimbursement to be paid out of Streets Impact Fees to the General Fund in the amount of $6,943,500. It would also transfer these funds to streets impact fees to change the funding source of existing CIP project appropriations from streets impact funded to General Fund funded CIP Projects. These changes will allow the City to comply with the Impact Fee Act, the Impact Fee Facilities Plan, and to more efficiently utilize restrictive funding sources. The result of the eligibility of these funds has been the need to refund $58,826 plus interest of ~ $16,174 from streets impact fee funds. NEW E-1: Utah DNR, Division of Forestry, Fire & State Lands Grant ($30,000 from Misc. Grants) The Utah Department of Natural Resources; Division of Forestry, Fire & State Lands has rewarded the City with a grant for the Jordan River Water Trail Tree & Debris Removal project, which consists of the removal of certain trees and other organic matter and debris waste from the Jordan River Water Trail corridor to enhance safe and accessible nonmotorized watercraft navigation while minimizing bank erosion and strengthening bank stability. This grant was not acquired through an application but an offer of $30,000 communicated via email as it supported a previously funded project that requires ongoing maintenance. NEW I-1: Micro-shelter Community Site Preparation Costs and Electricity through June ($293,791 – One Time from Holding Account) The Council may consider a straw poll on this item since the micro-shelter community’s operations were extended beyond the expected April 30 end date This item would provide $263,791 for site preparation and private security costs incurred last calendar year by the City for the RDA owned property temporarily hosting the micro-shelter community (note it has also been called a temporary sanctioned campground). It would also provide $30,000 to cover the electricity bills for operating the site through June. On April 16, the Council approved a temporary land use regulation extending operations of the micro-shelter community through July 31. The Administration stated sufficient funding exists to cover July operational expenses so those would not need to be added to the FY2025 annual budget (for July as the first month of the next fiscal year). The monthly electric bills are between $3,200 - $3,800 and may increase during hotter summer months. A breakout of the site preparation costs is listed below: - $188,356 for new electrical service lines to the site - $44,506 for ground preparation - $21,127 for private security during site preparation work - $6,907 for temporary fencing - $1,595 for plumbing - $1,300 for electrical line to a portable restroom trailer The Council put a total of $1.5 million into a holding account for expenses related to the micro-shelter community. On February 6, the Council found that the conditional appropriation was satisfied and approved releasing from a Non- departmental holding account $500,000 one-time in Budget Amendment #3 for a reimbursement to the State for general operating expenses at the temporary sanctioned campground (not reimbursement for specific incurred expenses). At the time, the total estimated cost to operate the campground was $860,000 from December through April. The $860,000 operating cost didn’t include the City’s expenses to prepare the site (itemized above) such as utility upgrades, SLCPD and SLCFD public safety expenses, and the State’s cost to purchase the Foldum micro shelter units. Policy questions: Additional Funding Needs – The Council may wish to ask the Administration whether additional funding requests related to the micro-shelter community are anticipated. The Council could provide additional funding from the holding account (such as $100,000) as part of this budget opening for unexpected costs related to the micro-shelter community and/or homelessness more broadly. The additional funding would provide the Administration flexibility to more quickly respond since Budget Amendment #5 is the last budget opening of FY2024 otherwise responses might need to wait for budget availability in the new fiscal year (July 1). Coordinating Closure of Temporary Site and Opening of Permanent Campground – The Council may wish to ask the Administration what preparations are underway to coordinate tenants moving from the temporary site to the State’s permanent campground. New I-2: Funding to Catchup on Expungement Backlog ($300,000 one-time from General Fund Balance to Non-departmental) This item is proposed by Council Member Puy to provide one-time funding for catching up on an expungement backlog. Recent changes to state law and the courts system processing of expungement requests has significantly increased the number of pending expungements. The funds would be placed in Non-departmental to give the Administration flexibility to determine how best to implement processing the documents. The funds could be used for an outside contract, in-house resources such as overtime, technology improvements, and/or a combination of approaches. Appropriating the funds in Non-departmental recognizes that multiple departments could be involved including the Police Department, IMS, and/or Finance. Some Council Members have mentioned that faster processing of expungements helps people access housing and jobs by removing a criminal record which can be identified during a background / security check. Criminal records can be a barrier to a landlord approving a rental application or a potential employer hiring the job candidate. The funding would need to be used or encumbered under a contract before the end of fiscal year (June 30) otherwise the appropriation would lapse and return to General Fund Balance unless the Council adds it to the FY 25 annual budget in Non-Departmental. Policy questions: Additional Resources Needs – The Council may wish to ask the Administration is the volume of expungement requests anticipated to continue increases and might additional resources be needed in future fiscal years? Information below was provided to the Council at earlier briefings  Item A-3 is a request for $7 million of one-time General Fund monies which would be used to negotiate a loan with the Thackeray Company, representing several businesses, who are or will be developing property adjacent to 2100 South in the Sugar House Business District. A fact sheet and additional info was pending at the time of publishing this report. Tracking New Ongoing General Fund Costs for the Next Annual Budget (See Attachment 1 at the end of this staff report) The chart of potential new ongoing General Fund costs for the FY2025 annual budget is available as Attachment 1 and included at the end of this document. If all the items are adopted as proposed by the Administration, then the FY2025 annual budget could have $380,882 of new ongoing costs. The total new ongoing costs from Budget Amendments 1 through 5 would be $7,568,554. It’s important to note that $3.1 million of that could be covered by the Homeless Shelter Cities Mitigation State Grant assuming the Legislature continues to appropriate sufficient funds under the current formula and law. Fund Balance If all the items are adopted as proposed, then General Fund Balance would be projected at 28.12% which is $67,210,724 above the 13% minimum target of ongoing General Fund revenues. It’s important to note that while Fund Balance at this level is healthy the FY2025 annual budget (like the FY2024 annual budget) is anticipated to have a relatively large structural deficit necessitating use of one-time Fund Balance. The Administration has requested straw polls for the following items: A-3: 2100 South Infrastructure Loan for Utility Upgrades between 700 East and 1100 East ($7 Million one-time from General Fund Balance and Transferred to the Loan Fund) D-5: Housing Authority PILOT (Payment in Lieu of Taxes) Check ($40,000 to General Fund) Revenues Update The Finance Department plans to provide a sales tax revenues update to the Council at the April 16 briefing. Overall revenues have improved since Budget Amendment #4 when total General Fund revenues were forecast to be $1.4 million below budget which was mostly driven by sales tax underperforming. The updated table shows total General Fund revenues are trending slightly above budget partly because of the Funding Our Future 0.5% sales tax coming in higher. The Department provided some additional details on revenue line items with significant changes: -Sales Taxes: The regular sales and use tax is $2.7 million below budget while the local option Funding Our Future (FOF) 0.5% sales tax is $3.7 million above budget. The two sales taxes have different exemptions and percentage splits between which government entities receive the resulting revenue. This is why the two sales tax revenues do not always trend in the same direction at the same time. The City took a conservative approach to budget projections for the FOF sales tax since it was enacted in 2018. The historical is being used to refine FOF sales tax projections for the FY2025 annual budget. -Charges from Services: The $1.2 million (25%) increase from charges for services is caused by police off-duty security (offset by an increase in actual police overtime). Also contributing is an increase in building civil enforcement revenue as those accounts have been turned over to the collections unit. -Franchise Taxes: The $925,203 (7.5%) increase from franchise taxes continues a recent trend after several years of multi-million dollar decreases in this revenue source. The increase is due to water rate increases of about 22% over prior year that are now impacting city revenue. This trend should continue as Public Utilities is requesting another rate increase in FY2025. -Rental and Other Income: The $419,599 (62%) increase is from facility rental revenue due to increased demand for city facilities and increases in city costs for water, gas, and power utilities which are passed through. There is an offsetting increase in these utility expenditures. Fund Balance Chart The Administration’s chart below shows the current General Fund Balance figures. Fund balance has been updated to include proposed changes for Budget Amendment #5. Based on those projections the adjusted fund balance is projected to be at 25.86%. A summary spreadsheet outlining proposed budget changes is attached to the transmittal. The Administration requests that 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 Impact Fees Updates are pending further implementation of the City's new financial system (Workday) and integration with Accela that handles building permit records. The Administration’s transmittal provides an updated summary of impact fee tracking. The information is current as of 7/20/23. The table below has taken into account impact fees appropriated by the Council on August 15 as part of the FY2024 Capital Improvement Program (CIP) . As a result, the City is on-track with impact fee budgeting to have no refunds during all of FY2024 and FY2025. The transportation section of the City’s Impact Fees Plan was updated in October 2020. The Administration is working on updates to the fire, parks, and police sections of the plan. Type Unallocated Cash “Available to Spend”Next Refund Trigger Date Amount of Expiring Impact Fees Fire $273,684 More than two years away - Parks $14,064,637 More than two years away - Police $1,402,656 More than two years away - Transportation $6,064,485 More than two years 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. A-1: Fire Department Public Utilities Cost Increases for Fire Hydrant Rentals ($133,250 one-time from General Fund Balance) The Administration is requesting $133,250 to cover fee increases on maintenance costs on fire hydrants in the City. While Public Utilities refers to this as “rental” fee, it is not renting hydrants in the traditional sense of rent. The fee covers maintenance costs and use of the hydrants. Public Utilities increased this fee in FY 24, but it was overlooked while putting together the Fire Department budget that year. For FY 25, Finance is recommending that this cost be shifted to non- departmental as it is a City-wide expense for a City-wide benefit. A-2: Police Recruitment and Retention (Total of $1,423,875 from General Fund Balance of which $1,159,375 one-time and $264,500 ongoing) In Budget Amendment #5 of FY2023, the Council approved $5.5 million to offer $8,500 one-time bonuses to all police officers, except executive level (e.g., deputy chief and above), with a two-year employment commitment. The bonuses also included the City paying the pensionable cost of approximately $3,000 on average to the Utah Retirement System for the employee’s pension. If an officer left employment with the City before completing the two-year commitment, then they would need to repay a prorated share of the cost to the City. The date of the bonuses are staggered based on an employee’s hiring anniversary date. This item is requesting funding to continue providing bonuses to new hires using this same framework. The Administration is requesting $264,500 to provide 23 lateral hire bonuses. A lateral hire is when a police officer working at another law enforcement agency is hired to work at the Salt Lake City Police Department. A lateral hire is already POST certified and needs significantly less training than a new entry level hire. The estimated cost is $125,000 - $150,000 for a new entry level police officer from date of hire to completion of all trainings so they can fully operate as an officer out on patrol. The funding would be ongoing so bonuses could continue to be provided to lateral hires in future fiscal years. The Administration is also requesting $1,159,375 one-time to provide bonuses to new entry level and lateral hires expected in May and retention bonuses to existing officers that haven’t yet participated in the bonus program. The Department has relied on mandatory overtime to maintain minimum patrol staffing levels at times during recent years. The Police Chief stated this approach helps in the short-term but is unsustainable in the long term. The bonus program was designed to incentivize longer retention of officers and faster hiring of new officers. The program goal was to stabilize staffing levels and help the Police Department reach full staffing within two years. The Department reports a high participation rate by officers in the program and improved staffing levels. In March, 34 funded sworn officer positions were vacant and two additional vacancies were anticipated. Depending upon the completion rate of planned upcoming hiring classes, the Department could reach full functional staffing in 2024. Note that there are many unknowns outside the City’s control when projecting when the Police Department could reach full staffing such as the number of qualified candidates applying, the state of the Wasatch Front metropolitan and national economies, officers on leave, crime rates, etc. Policy questions: 1. Availability of Vacancy Savings is Pending – The Council may wish to ask the Administration for an update on available vacancy savings in the Police Department that could be used instead of General Fund Balance to cover some of the costs for bonuses. An analysis of vacancy savings was pending at the time of publishing this staff report. 2. Limit of One Bonus – The Council may wish to ask the Administration to confirm that only a single bonus is offered. For example, if a sworn employee left, then would they be eligible for a second bonus upon returning in the future? 3. Need to Continue Lateral Hire Bonus Program after Reaching Full Staffing – The Council may wish to ask the Administration why providing bonuses for lateral hires is recommended to continue with ongoing funding after the Department reaches full functional staffing levels? 4. Unused ARPA Funds – The Council may wish to ask the Administration to check if there are any unused ARPA funds that were budgeted but not spent that should be recaptured and obligated for use by the federal deadline at the end of this calendar year. A-3: 2100 South Infrastructure Loan for Utility Upgrades between 700 East and 1100 East ($7 Million one-time from General Fund Balance and Transferred to the Loan Fund) The Administration may be requesting a straw poll for this item (pending the fact sheet and updated info). In order to facilitate a faster, less disruptive, and less costly reconstruction of 2100 S from 700 E to 1100 E, the Administration proposes negotiating a market-rate loan of up to $7 million to The Thackeray Co. as the representative of several entities in the area that are or will be developing property adjacent to 2100 S. This funding would be put toward needed water and sewer upgrades in Sugarhouse and allow the City’s contractor to replace the infrastructure in conjunction with the road upgrades instead of in subsequent phases that would necessitate re-opening the road over the next several years. Release of the funds will be contingent on the City negotiating a loan agreement with the developer that would include a market-rate interest rate and adequate collateral should the development not take place for some reason. Additional information and a fact sheet will be shared with the council in the coming days. At the time of publishing this staff report the fact sheet and additional information was pending. The funding is proposed to be transferred to the Loan Fund for better tracking and so the funds don’t lapse to Fund Balance at the end of the fiscal year recognizing that more time might be needed to negotiate loan agreements. One option the Council could consider is approving the funds contingent upon later approval of the proposed loan terms. A-4: State Funding for Avenues Cemetery Road Reconstruction and Irrigation System Upgrades ($3 Million one-time State Appropriation to the CIP Fund) This budget amendment is requesting approval to receive additional $3,000,000 in State appropriated funds to be spent on the Cemetery Roadways and Irrigation CIP bond project. This request will permit the Summer 2024 bidding and contracting to proceed without delays for the construction of the Cemetery Roadways and Irrigation project. Funding any later than June 30 may delay bidding and contracting or add cost to the project PRJ-230007 8323213 - BD Cemetery. The project is funded by three sources: City's 2022 Sales Tax Revenue Bond (approx.$11,200,000); a state legislative appropriation ($3,000,000, this request); and by a private donor ($1,000,000, received through a donation agreement and budget amendment). Bond and donation amounts are combined in Row 20 of "Grant Information". The legislative appropriation can be given to the City in no fewer than two separate issuances once money is spent down (i.e., a reimbursement). However, the City needs the funds upfront to bid and award the construction contract. This funding will be reimbursed by the State once the City spends it (even partially) and reports on performance outcome measurements (likely FY 26/27). The funding allocation for the $3,000,000 from the state will not be recognized until the contract is complete, which is anticipated to happen by April 16th. The final “Historic Salt Lake City Cemetery Preservation” request for appropriation (RFA) from the legislature is also attached. The request for appropriation states that unused funding should be returned to the State at the end of FY2025 (June 30, 2025). The actual deadline will be determined in the funding agreement between the City and State which could be later. The total available funding for the Avenues City Cemetery road reconstructions and irrigation system upgrades is $15.2 million (from the bond, private donation, and state appropriation). This would significantly improve those aging assets but not fully fund the estimated need of $14.1 million for irrigation system upgrades and $20 million for road reconstructions. A-5: Traffic Signal for 2200 West and 2100 North Intersection ($450,000 one-time from General Fund Balance to the CIP Fund) The Administration is requesting $450,000 to add traffic signals at the 2200 W /2100 N intersection. This is currently a 2-way stop sign controlled intersection in a high growth area of the City. There is a worsening safety concern at this intersection that a traffic signal would address. Traffic at this intersection has increased faster than anticipated in recent years, and drivers turning off 2200 West onto 2100 North are finding it challenging to identify safe gaps in traffic. This has resulted in an increase in traffic accidents at this location including severe injuries. This issue is exacerbated by the relatively high speeds (45 mph) on 2100 North that makes it harder for drivers to accurately judge gaps in traffic. In past CIP discussions, the Council has expressed a willingness to fund capital projects to address legitimate and serious safety issues instead of waiting for the annual CIP process. Some Council Members have also commented that serious and urgent safety issues should not be forced to seek funding through the competitive CIP process. A-6: Police Impact Fee Refunds ($47,592 one-time from Unappropriated Police Impact Fee Balance in CIP) 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. Disencumbering of these funds has resulted in the required refund of impact fees plus actual interest earned on the funds (as required by state law) due to their expiration. This refund will be funded with proceeds from unappropriated Police Impact Fees. $38,464 (principal)+ Approximate Interest $9,128 = Total $47,592. At the time of publishing this staff report, the option of using excess capacity to reimburse the General Fund for past eligible expenses was being explored. A-7: Update of the Transportation Section in the Impact Fees Facilities Plan ($29,817 rescope from last IFFP update and $30,184 from Unappropriated Transportation Impact Fees) The City is in the process of updating the Impact Fee Facilities Plan (IFFP) for Police, Fire and Parks. Updating the Streets IFFP at the same time will not only be cost efficient but is needed for the efficient CIP planning of Streets and Transportation. The Transportation bond is nearly complete and updating the Streets IFFP will aid Capital Asset Planning (CAP) in the preparation of the CAP 10-year Plan. One hundred percent of the cost is impact fee eligible and the scope includes Streets/Transportation Study and Preparation of the IFFP. The full request of $60,000 is to be funded by a rescope of the remaining $29,816.67 from the 2020 IFFP appropriation, with the remainder to come from unallocated Streets Impact Fees. A-8: North Temple Jordan River Bridge - Riverbank Deterrent Rock Replacement ($165,500 one-time from General Fund Balance) The Administration is requesting $165,500 to replace the rocks on the riverbank underneath the North Temple Jordan River Bridge. The project entails removing the existing rocks and replacing them with larger boulders considered uninviting for human activities. The request is framed as a reimbursement, but to date, the project is still in the permitting process and has yet to begin. In addition to discouraging unsanctioned access under the bridge, the rock replacement is anticipated to have a positive environmental impact. The Administration has worked with the State's stream alteration division to ensure that the project follows requirements to improve riverbank erosion control and will reduce scour (soil erosion around bridge supports, which threatens bridge stability). The North Temple Jordan River Bridge is currently the only location prioritized for this type of project. The rock replacement project is one of several complementary approaches to reduce illegal activities in the area. Other efforts include: a nearby trailhead parking lot closure, temporary fencing to limit access off the paved trail, targeted law enforcement and overall increased police presence - including a Mobile Control Center on the Fairgrounds parking lot and addressing limited lighting in the area (some of which is privately-owned). Policy questions: Need at other Bridges over the Jordan River – The Council may wish to ask the Administration how much this approach would cost at other bridges over the Jordan River that are also impacted by illegal activities. For example, public complaints and comments have noted campfires under bridges that caused wooden parts of the bridges to be damaged. Coordinating with the Folsom Trail – The Council may wish to ask the Administration for an update on any impacts this project may have on the planned completion of the western portion of the Folsom Trail from 1000 West to the Jordan River. A-9: Additional Funding for 7 Days a Week Service from Advantage Services’ Mobile Clean Team Contract ($130,649 one-time from General Fund Balance) In the FY2024 annual budget, the Council approved a $598,000 increase to the $802,000 ongoing base budget for Advantage Services’ Mobile Clean Team contract. The new ongoing budget is $1.4 million. The Administration is requesting a one-time increase of $130,649 as a result of two changes that were made this fiscal year. First the Clean Team’s services were made immediately available to requests from the Police Department, and second, those services were expanded from five to seven days a week. These changes were made to reduce duplication of clean up requests, increase response times, and align the services hours with the seven days a week operating hours of the Police Department’s Camp Mitigation Squads. Without the additional funding the Mobile Clean Team would reduce services to five days a week to stay within budget. Services include cleanup of abandoned camp materials, voluntary trash removal from active encampments, and biowaste removal. The mobile clean team works with the City’s Rapid Intervention Team. Services are provided on public property except for biowaste removal which is available on private property. In limited circumstances trash removal is also provided on private property. Policy questions: 1. Clean Team Funding in the FY2025 Budget – The Council may wish to ask the Administration to evaluate whether another ongoing funding increase is needed to meet demand for the Clean Team’s Services. The Administration stated some services are seeing less demand such as the Rio Grande Clean Team and bathroom attendants. The Council may also wish to ask what is reducing demand for those services and if the need actually reduced, moved elsewhere, or perhaps there are opportunities for a more proactive cleaning approach. 2. Metrics – Would the Council like additional information about metrics for the Mobile Clean Team? A-10: Fund Balance Allocation to CIP Holding Account ($15 Million one-time from General Fund Balance to CIP Fund) The Finance Department is requesting a one-time transfer of $15 million from General Fund Balance to a CIP holding account for capital maintenance. This item is to ensure adequate fund balance levels, while also focusing on the financial need for capital maintenance across the city. The Administration is considering reconvening the CIP resident advisory board to help determine how best to use these funds in development of the FY2025 CIP budget. The funding recommendations would come to the Council for approval and release of the funds from the CIP holding account. The Council’s recent deliberations at the annual retreat, financial risks and reserves analysis briefing, and budget letter to the Mayor identified deferred maintenance as a top priority for the one-time Fund Balance tens of millions of dollars over the City’s 13% minimum target. Some specific examples include life and safety projects, energy efficiency, fleet vehicle replacements and maintenance, traffic safety infrastructure and signage, pavement maintenance, and the large 400 South bridge project. This proposal would seem to be in line with the Council’s recent retreat discussions about ways to prioritize one-time money. Policy questions: Council role - The Council may wish to confirm with the Administration that the Council will be involved in decisions about how funds are spent from this account. Prioritizing capital maintenance – The Council may wish to ask the Administration whether other ongoing, underfunded City needs were considered for this transfer, and how the administration arrived at capital maintenance as a priority. The Council may wish to understand further the Administration’s definition of “capital maintenance” to better understand the types of projects this could fund. Section B: Grants for Existing Staff Resources (None) Section C: Grants for New Staff Resources (None) Section D: Housekeeping D-1: Adding Budget for Finance Grant Position – Correction (Transfer of $14,548 from Misc. Grants Fund and $46,643 from CDBG Fund to General Fund, and $3,000 to IMS Fund) In Budget Amendment #3 of this fiscal year, budget was added to CDBG and Miscellaneous Grants funds for a Grants- related position within the Finance department. However, there was a miscommunication, and the budget should not have been added to CDBG and Misc. Grants. Both of those fund classes already have the maximum amount of budget added for personnel at the beginning of each fiscal year. What should have happened is the budget and FTE should have been added within the Finance department as a general fund funded FTE. The expenditures for this position would be periodically reimbursed by the CDBG and Misc Grant funds after a time-tracking report is submitted justifying a reimbursement. D-2: Recognizing Overtime Revenue in Budget ($1,736,505 from General Fund) The Police Department is requesting a budget appropriation for overtime that has associated revenues from special events, overtime staffing, contracts and task force reimbursements. The amount being requested is based on what has been received through February conservatively projected through the remainder of the fiscal year. D-3: Relocate CAN CRAG Funds ($100,000 from General Fund) On March 19, 2024, during their review of the annual HUD grant awards for FY 2025, Council asked the administration to evaluate other existing City rental assistance funding sources and return to the Council with options in relation to a funding gap for Housing Connect's HUD HOPWA program. This item provides recommendations and potential adjustments to reallocate the unused CAN CRAG funds to address Housing Connect's funding gap, and to fund another HUD applicant that was ineligible for FY 2025 HUD funds. - Housing Connect/The Housing Authority of Salt Lake County, HOPWA Program: $27,800 - Neighborhood House, Early Childhood Education Program: $72,200 Both recommendations are eligible activities per City Code 2.20, Community Recovery Committee: Eviction Assistance & Rent Relief and Expanded Educational Opportunities. Note: Per City Code 2.20, Community Recovery Committee, all CAN CRAG funds need to be spent by December 31, 2024. D-4: HOME Dormant Income Transfer (Transfers $3,463,696 from Housing Fund to Misc. Grants Fund) This housekeeping item moves the remaining HUD HOME dormant program income in the amount of $3,463,696.23 to the correct fund. Budget is currently posted to the Housing fund. Due to federal grant tracking purposes, as well as Finance wanting like to consolidate all grants in the grant fund, the department is requesting to move the HOME dormant program funds to the grant fund. This budget amendment would move existing budget/funds and will have a zero-sum budgetary impact. D-5: Housing Authority Payment In Lieu Of Taxes or PILOT Check ($40,000 one-time to and from the General Fund; revenue in and equivalent expenditure out) The Administration requested a straw poll for this item to facilitate affordable housing rental assistance The expenditure budget in the Non-Departmental Housing cost center currently sits at $85,000 while a total of $125,000 in expenditures is expected. This amendment will increase the budget to the appropriate level. D-6: Airport Interest Budget Adjustment ($21,933,876 from Airport Fund) The Airport initially budgeted $121,528,000 in interest expense based on the gross amount rather than the net value. The actual forecast amount of interest expense is $142,900,000. This will adjust the Airport’s interest expense budget to match interest in our debt service schedules rather than net debt service (interest less capitalized interest). This amendment will budget the $21,933,876 difference from the Airport fund. D-7: Open Streets 2024 at TBD Location and Times ($250,288 rescope of unused funds from prior year Downtown Open Main Street events) The Economic Development Department has identified a total of $250,288 available to be rescoped for Open Streets events this year. The location, dates, and times are TBD. The Department stated that a different business district would be selected outside of downtown and the events would likely be held in the fall. The events would be smaller than the downtown Open Main Street events of the past three years and have a lower total cost. The Department anticipates no additional funding will be needed. There are three sources for the funding from the past two fiscal years of Open Main Street events: - $57,000 remaining from $500,000 approved in Budget Amendment #5 of FY 2023 for the 2023 Open Streets program - $69,128 remaining following the completion of the Open Streets 2023 event - $124,159.60 remaining from the $250,000 approved in Budget Amendment #1 of FY 2024 Policy Questions: Plans and Total Budget Need for Summer or Fall 2024 Open Streets – The Council may wish to ask the Administration for an update on plans and total estimated budget needed to operate Open Streets at a new TBD location. In prior years, the summer events would be run for 15 weeks from Memorial Day to Labor Day, on Main Street from South Temple to 400 South, and from Noon to 2am on Fridays and Saturdays. Prior year events had significantly higher costs than $250,000 (double that amount). Summer vs Fall Timing for Open Streets – The Council may wish to discuss with the Administration the pros and cons of holding open streets events in the summer vs the fall. Public feedback from prior years suggested some businesses and attendees preferred summer events over fall events because of the warmer weather such as more comfortable outdoor dining arrangements, and the coordination with the greater number of special events happening at the same time which bring more people (attendees and performers) to the area. Final Report of Pedestrianizing Main Street Downtown – The Council may wish to ask the Administration for an update on when the final report will be available about options and recommendations to permanently pedestrianize parts of Main Street from South Temple to 400 South. The study website is www.mainslc.com Rotating Locations – The Council may wish to discuss with the Administration whether Open Streets events could be rotated around the city at different business districts. D-8: Community Reinvestment Agency Act True Up ($3,675, 752 from General Fund – One-time) In late March, staff received an updated memo from the Salt Lake County Auditor. After receiving this memo (Pursuant to Utah Code Ann. § 17C-1-606 of the “Community Reinvestment Agency Act”) staff are increasing the revenues and expenses by $3,675,752 accordingly to account for the final annual distribution. The corresponding memo is attached for additional detail. Section E: Grants Requiring No Staff Resources (None) Section F: Donations (None) Section G: Grant Consent Agenda No. 4 G-1: Department of Environmental Quality – State of Utah – Service Line Inventory ($100,000 from Misc. Grants Fund) Department of Public Utilities (DPU) received $100,000 to conduct a service line inventory and produce a lead service line replacement (LSLR) plan for an estimated 13,894 water line connections in qualifying disadvantage census blocks meeting the Hardship Funding Criteria of Utah Department of Environmental Quality. On December 16, 2020, the U.S. Environmental Protection Agency adopted the Lead and Copper Rule Revisions (LCRR) Act that went into effect on January 16, 2021, and has a compliance date of October 16, 2024. DPU must complete a service line inventory that includes publicly owned and customer-owned portions of the service line and develop a lead service line replacement plan between 2023 and the LCRR compliance date. A public hearing was held May 16, 2023. Section G: Grant Consent Agenda No. 5 G-1: Safe Streets For All ($953,600 from Misc. Grants Fund) The Office of the Mayor requested $953,600 for the TravelWell Schools demonstration project on behalf of the nonprofit Children’s Media Workshop. The project tests and refines a multi-media and digital mapping tool augmented with an educational campaign to deliver multi-disciplinary messaging aligned with the Safe System Approach targeting underserved populations, citizen behavioral activities, and community engagement and empowerment. The anticipated outcome is transformational change through real-time identification of travel behaviors, problems, and solutions resulting in zero deaths on Salt Lake City roadways. Children’s Media Workshop and Mapps Lab LLC developed the TravelWell Schools digital mapping tool that the project will test on a small-scale to gauge effectiveness and assess for inclusion in the Safe Streets for All Action Plan under development by Wasatch Front Regional Council. Children’s Media Workshop has committed to providing the full $238,400 worth in non-federal match, which is often required for grants. This amount is strictly for the City’s grant match; however, it will not pass through or need to be budgeted for by the City. A public hearing was held November 7, 2023. G-2: Marathon Petroleum – Drone Funding ($4,532 from Misc. Grants Fund) Funding will provide for the purchase of a drone to train first responders and prepare for an emergency response. The public hearing was held January 16, 2024. G-3: Rocky Mountain High Intensity Drug Trafficking Grant ($600,068 from Misc. Grants Fund) This funding is for the Salt Lake Metro Narcotics Task Force. This contract is for salaries and fringe for existing Salt Lake City PD K9 officer and Task Force Finance Manager/Grant Administrator. Funding will also support overtime for outside agencies that participate in the task force. Other expenses: travel, K9 contracts, supplies, equipment and other administrative costs. The public hearing was held March 5, 2024. G-4: Paul Coverdell Forensic Science Improvement Grant ($9,280 from Misc. Grants Fund) The Salt Lake City Police Department is proposed as a sub-awardee in the Utah Department of Public Safety, Bureau of Forensic Services (UBFS) application for the FY 2022 Paul Coverdell Forensic Science Improvement Grant Program. The state’s application includes $9,280 for the Salt Lake City Police Department Crime Lab 2023 Annual Accreditation Fee through ANAB (ANSI National Accreditation Board) under ISO/IEC 17020. The public hearing was held June 6, 2023. Section I: Council-Added Items (None) ATTACHMENTS 1. Potential New Ongoing General Fund Costs Approved in Midyear Budget Amendments (Chart) ACRONYMS ADU – Accessory Dwelling Unit ANAB – ANSI National Accreditation Board CAN – Department of Community and Neighborhoods CDBG – Community Development Block Grant CIP – Capital Improvement Program Fund CRAG – Community Recover Assistance Grants DNR – Division of Forestry, Fire & State Lands DPU – Department of Public Utilities FTE – Full Time Employee FY – Fiscal Year FOF – Funding Our Future GF – General Fund HOPWA – Housing Opportunities for Persons with Aids HUD – Department of Housing & Urban Development IFFP – Impact Fee Facilities Plan IMS – Information Management Services Misc. – Miscellaneous RDA – Redevelopment Agency RFA – Request For Appropriation RFP – Request For Proposal SAA – Special Assessment Area UBFS – Utah Bureau of Forensic Services ATTACHMENT 1 Council Request: Council staff has provided the following list of potential new ongoing costs to the General Fund. Many of these are new FTE’s approved during this fiscal year’s budget amendments, noting that each new FTE increases the City’s annual budget costs if positions are added to the staffing document. Note that some items in the table below are partially or fully funded by grants. If a grant continues to be awarded to the City in future years, then there may not be a cost to the General Fund but grant funding is not guaranteed year-over-year. Budget Amendment Item Potential Cost to FY2025 Annual Budget Full Time Employee (FTEs)Notes #2 Item A-1: Homeless General Fund Reallocation Cost Share for State Homeless Mitigation Grant $53,544 0.5 FTE Community Development Grant Specialist for Homelessness Engagement and Response Team (HEART) This position is proposed to be half funded from the State Homeless Shelter Cities Mitigation Grant and half by the General Fund for FY2024. The $107,088 reflects the fully loaded annual cost for the FTE. #2 Item A-5: Create a Public Lands Planning & Design Division $12,113 Reclassify an existing FTE to a higher pay grade and director of new division. Request position be appointed in a future budget opening. Transfer all four (4) full-time landscape architect positions and associated operating budget ($543,144) from the Engineering Division (Public Services Department) to this new division in the Public Lands Department. Returned as item D-1 in Budget Amendment #4 #2 A-6 Sorenson Janitorial and County Contract - Senior Community Programs Manager Budget Neutral (see note to the right) 1 Senior Community Programs Manager This item requires amending an existing interlocal agreement with the County. At the time of publishing this report, staff is checking whether the amendment could result in additional funding needs to maintain current levels of service. The item might not be budget neutral depending on the agreement changes. #2 A-7: Economic Development Project Manager Position $122,000 1 Economic Development Project Manager Would be focused on the creation of Special Assessment Areas or SAAs for business districts and renewal every three to five years. #2 A-9: Know Your Neighbor Program Expenses $6,500 Program expenses were inadvertently left out of the last annual budget #2 A-10: Love Your Block Program Expenses $55,750 Program expenses were inadvertently left out of the last annual budget Budget Amendment Item Potential Cost to FY2025 Annual Budget Full Time Employee (FTEs)Notes #2 Item E-3: Homeless Shelter Cities Mitigation Grant Award $3,107,201 13 Existing FTEs: - 2 Police sergeants - 10 police officers - 1 Business & community liaison 4.5 New FTEs: - 1 Sequential Intercept Case Manager in the Justice Court - 0.5 Grant Specialist in CAN (half grant funded and half by the General Fund in item above) - 1 Police sergeant - 2 police officers Admin expects to apply for grant funding annually to cover these costs. General Fund would not need to cover costs if the State grant is awarded to the City to fully cover the costs. Note: Justice Court FTE is part of the City’s contribution towards implementation of the “Miami Model” of diversion out of the homelessness system. #2 G-1: Greater Salt Lake Area Clean Energy and Air Roadmap Coordinator Position $482,915 (funding is to cover four years of new FTE) 1 Coordinator Four years of salary and benefits. The position would be responsible for facilitating the sustained involvement of jurisdiction partners, managing consultants, assisting with community engagement, coordinating stakeholder and public engagement activities and presentations, and tracking task completion and achievement. #3 A-1: Fire Department (4 New FTEs)$292,638 4 New Medical Response Paramedic FTEs Annual cost; this assumes the Fire Department requests two new entry level firefighters to replace the two that were converted into civilian paramedics #3 A-4 City Attorney’s Office Legislative Division (4 New FTEs)$594,441 Legislative Affairs Director (E34) • Senior City Attorney (E39) • Special Projects Analyst (E26) • Administrative Assistant (N21) Focus on legislative affairs, with special emphasis on the legislative session Annual cost #3 A-9: Adding Multimodal Specialized Road Markings Maintenance Funding into the Streets Division’s Base Budget $200,000 #3 A-10: Downtown Parking Pay Station Replacements $271,985 Would be paid annually over six fiscal years from FY2025 – FY2030. The Council left Budget Amendment #3 open to consider this item later #4 A-2: Short-term Rental $49,000 Budget Amendment Item Potential Cost to FY2025 Annual Budget Full Time Employee (FTEs)Notes Identification Software #4 A-4: Liberty Park Greenhouses $62,500 #4 A-7: Increase Fleet Maintenance Capacity $312,585 3 New Mechanics 3 new FTE mechanics, education/training, software/hardware, maintenance from outside vendor. Request to finish this fiscal year is $399,909. #4 A-8: Police Officer Overtime $1,829,000 This item would double the annual line item for police officer overtime #5 A-2: Police Recruitment and Retention Ongoing amount of $264,500 #3 & #5 D-1: Adding Budget for Finance Grant Position - Correction $116,382 1 FTE Budget was mistakenly added to CDBG and Misc Grants. The General Fund will front the cost for the FTE and later the grants will reimburse the General Fund for eligible expenses TOTALS $7,568,554 33 FTEs of which 20 are New ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer Date Received: 04/23/2024 Rachel Otto, Chief of Staff Date sent to Council: 04/23/2024 TO:Salt Lake City Council DATE: April 23, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer SUBJECT:FY24 Budget Amendment #5 - Retransmittal SPONSOR:NA STAFF CONTACT: Greg Cleary (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 2024 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $12,456,948.96 $39,800,222.69 AIRPORT FUND 0.00 21,933,876.00 CIP FUND 32,393,500.96 17,546,276.29 IMS FUND 3,000.00 3,000.00 CDBG FUND 0.00 (46,643.00) MISC GRANTS FUND 1,697,480.10 5,146,628.33 TOTAL $46,550,930.02 $84,383,360.31 Gregory Cleary Gregory Cleary (Apr 23, 2024 15:16 MDT) April Patterson April Patterson (Apr 23, 2024 15:20 MDT) DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 rachel otto (Apr 23, 2024 15:24 MDT) BACKGROUND/DISCUSSION: Revenue for FY 2024 Budget Adjustments The chart below presents General Fund Projected Revenues for FY 2024. FY23-24 Amended Amended Variance Revenue FY23-FY24 Annual Budget Budget New Projection Favorable/(Unfavorable) Property Taxes 131,752,713 131,752,713 131,752,713 0 Sales, Use & Excise Taxes 117,129,000 117,129,000 114,465,900 (2,663,100) Franchise Taxes 12,348,127 12,348,127 13,273,330 925,203 Total Taxes 261,229,840 261,229,840 259,491,943 (1,737,897) Charges For Services 4,745,443 4,745,443 5,938,036 1,192,593 Fines & Forfeitures 2,561,547 2,571,547 2,607,446 35,899 Interest Income 8,000,000 8,000,000 8,000,000 0 Interfund Service Charges 26,131,213 26,131,213 26,041,511 (89,702) Intergovernmental Revenue 5,134,621 5,134,621 5,159,621 25,000 Licenses 18,434,301 18,434,301 18,438,665 4,364 Miscellaneous Revenue 2,958,012 2,948,012 2,966,118 18,106 Parking Meter Revenue 2,801,089 2,801,089 2,801,089 0 Parking Tickets 1,500,000 1,500,000 1,499,955 (45) Permits 22,445,026 22,445,026 22,487,608 42,582 Property Sale Proceeds ---0 Rental & Other Income 681,604 681,604 1,101,203 419,599 Gain on Property Dispositions ---0 Operating Transfers In 9,938,944 10,130,410 10,130,410 0 Total W/O Special Tax 105,331,800 105,523,266 107,171,662 1,648,396 Sales Tax Addition 1/2%49,084,479 49,084,479 52,800,000 3,715,521 Total General Fund 415,646,119 415,837,585 419,463,605 3,626,020 To date, revenues are trending slightly above initial budget. At this time, Finance staff are projecting revenues to remaining consistent with current estimates for the remainder of FY 2024. Modifications have been made primarily to Sales Tax, resulting in a decrease of approximately $2.6 million, while an increase in revenue is projected in the Sales Tax Additional ½ % by an estimated $3.7 million. The table below presents updated Fund Balance numbers and percentages, based on the proposed changes included in Budget Amendment #5. Salt Lake City General Fund TOTAL Fund Balance Projections FY2023 Budget Projected FY2024 Budget FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 18,395,660 141,728,022 160,123,682 24,825,461 178,695,454 202,575,741 Budgeted Change in Fund Balance (2,100,608)(20,736,262)(22,836,870)(3,657,641)(29,211,158)(32,868,799) Prior Year Encumbrances (3,162,300)(17,260,909)(20,423,209)(2,592,884)(18,663,765)(21,157,931) Estimated Beginning Fund Balance 13,132,752 103,730,851 116,863,603 18,574,936 130,820,531 148,549,011 Beginning Fund Balance Percent 22.79%25.00%24.85%35.49%33.36%33.42% Year End CAFR Adjustments Revenue Changes ------ Expense Changes (Prepaids, Receivable, Etc.)(2,257,746)(2,257,746)(2,484,423)(2,484,423) Fund Balance w/ CAFR Changes 13,132,752 101,473,105 114,605,857 18,574,936 128,336,108 146,064,588 Final Fund Balance Percent 22.79%24.46%24.37%35.49%32.72%32.86% Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment -(475,000)(475,000)--- BA#1 Expense Adjustment ---(204,200)(204,200) BA#2 Revenue Adjustment ------ BA#2 Expense Adjustment ----763,950 763,950 BA#3 Revenue Adjustment -6,000,000 6,000,000 --- BA#3 Expense Adjustment -(6,538,000)(6,538,000)-(1,434,220)(1,434,220) BA#4 Revenue Adjustment -194,600 194,600 --- BA#4 Expense Adjustment -(7,584,328)(7,584,328)-(2,890,480)(2,890,480) BA#5 Revenue Adjustment -----12,456,949 BA#5 Expense Adjustment -(5,940,349)(5,940,349)--(39,800,223) BA#6 Revenue Adjustment -19,120,198 19,120,198 --- BA#6 Expense Adjustment -(11,719,731)(12,219,731)-- Change in Revenue ---- Change in Expense Fund Balance Budgeted Increase -------- Adjusted Fund Balance 21,928,113 157,840,137 178,933,386 18,574,936 124,571,157 114,956,364 Adjusted Fund Balance Percent 38.05%38.05%38.05%35.49%31.76%25.86% Projected Revenue 57,634,742 414,859,025 470,299,454 52,338,120 392,166,803 444,504,923 With the complete adoption of Budget Amendment #5, the available fund balance will adjust to 25.86 percent of the FY 2024 Adopted Budget. The Administration is requesting a budget amendment totaling $46,550,930.02 in revenue and $84,383,360.31 in expenses. The amendment proposes changes in six (6) funds, with no change to FTEs in the city. The proposal includes ten (10) initiatives for Council review and additional housekeeping and grant related items. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget amendment 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 2024 (Fifth amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2023-2024) An Ordinance Amending Salt Lake City Ordinance No. 29 of 2023 which adopted the Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2023, and Ending June 30, 2024. In June of 2023, 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, 2023, and ending June 30, 2024, in accordance with the requirements of Section 10-6-118 of the Utah Code. The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate any staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 29 of 2023. SECTION 2. Adoption of Amendments. The budget amendments, including any amendments to the employment staffing document necessary to effectuate staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including any amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2023 and ending June 30, 2024, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including any amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . 2 Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Fiscal Year 2023-24 Budget Amendment #5 - Retransmittal Administration Proposed Council Approved Initiative Number/Name Fund Revenue Amount Expenditure Amount Expenditure Revenue Amount Amount Ongoing or One- time FTEs Section A: New Items 1 Fire Department Public Utilities Cost Increases GF -133,250.00 One-time - 2 Police Recruitment and Retention GF -1,423,875.00 One-time - 3 2100 South Infrastructure GF -7,000,000.00 One-time - 3 2100 South Infrastructure CIP 7,000,000.00 7,000,000.00 One-time - 4 State Funding for Cemetery Roads and Irrigation GF -3,000,000.00 One-time - 4 State Funding for Cemetery Roads and Irrigation CIP 3,000,000.00 3,000,000.00 One-time - 5 Traffic Signal Improvement - 2200W/2100 N GF -450,000.00 One-time - 5 Traffic Signal Improvement - 2200W/2100 N CIP 450,000.00 450,000.00 One-time - 6 Police Impact Fee Refunds CIP -47,592.00 One-time - 7 Update of the Streets IFFP CIP -(29,816.67)One-time - 7 Update of the Streets IFFP CIP -29,816.67 One-time - 7 Update of the Streets IFFP CIP -30,183.33 One-time - 8 North Temple Jordan River Bridge - Riverbank Deterrent Rock Replacement GF -205,500.00 One-time - 9 Salt Lake City Public Cleaning Contract GF -130,648.73 One-time - 10 Fund Balance Allocation to CIP GF 15,000,000.00 One-time 10 Fund Balance Allocation to CIP CIP 15,000,000.00 -One-time Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping 1 Adding Budget for Finance Grant Positions -GF Correction 1 Adding Budget for Finance Grant Positions -GF Correction 1 Adding Budget for Finance Grant Positions -IMS Correction 1 Adding Budget for Finance Grant Positions -CDBG Correction 1 Adding Budget for Finance Grant Positions -Misc Grants Correction 2 Recognize Overtime Revenue in Budget GF 3 Reallocate CAN CRAG Funds (Rape Recovery Center)GF 3 Reallocate CAN CRAG Funds (Housing Connect)GF 3 Reallocate CAN CRAG Funds (Neighborhood House)GF 4 HOME Dormant Income Housing 4 HOME Dormant Income Housing 4 HOME Dormant Income Misc Grants 5 Housing Authority PILOT Check GF 6 Airport Interest Budget Adjustment Airport 7 Open Streets Funding Rescope GF 8 Community Reinvestment Agency Act True Up GF 9 Streets Impact Fee Excess Capacity Reimbursement GF and Funding Source Change 9 Streets Impact Fee Excess Capacity Reimbursement CIP and Funding Source Change 61,191.00 - 3,000.00 - - 1,736,505.00 - - - - - - 40,000.00 - - 3,675,752.00 6,943,500.96 6,943,500.96 58,191.00 3,000.00 3,000.00 (46,643.00) (14,548.00) 1,736,505.00 (100,000.00) 27,800.00 72,200.00 (3,463,696.23) 3,463,696.23 3,463,696.23 40,000.00 21,933,876.00 - 3,675,752.00 6,943,500.96 7,018,500.96 Ongoing One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time 1.00 - - - - - - - - - - - - - - - - 1 Fiscal Year 2023-24 Budget Amendment #5 - Retransmittal Section E: Grants Requiring No New Staff Resources 1 Utah DNR, Division of Forestry, Fire & State Lands Grant Misc Grants 30,000.00 30,000.00 One-time - Section F: Donations - Section G: Council Consent Agenda -- Grant Awards Consent Agenda #4 1 Department of Environmental Quality - State of Utah Misc Grants 100,000.00 100,000.00 One-time - Consent Agenda #5 1 2 3 4 Safe Streets for All Marathon Petroleum Rocky Mountain High Intensity Drug Trafficking Paul Coverdell Forensic Science Improvement Grant Misc Grants Misc Grants Misc Grants Misc Grants 953,600.00 4,532.10 600,068.00 9,280.00 953,600.00 4,532.10 600,068.00 9,280.00 One Time One Time One Time One Time - - - - Section I: Council Added Items Total of Budget Amendment Items 46,550,930.02 84,383,360.31 --1.00 Administration Proposed Council Approved 27,343,273.73 Initiative Number/Name Fund Revenue Amount Expenditure Amount Expenditure Revenue Amount Amount Ongoing or One- time FTEs Total by Fund, Budget Amendment #4: General Fund GF 12,456,948.96 39,800,222.69 --1.00 Airport Fund Airport -21,933,876.00 --- CIP Fund CIP 32,393,500.96 17,546,276.29 --- IMS Fund IMS 3,000.00 3,000.00 --- CDBG Fund CDBG -(46,643.00)--- Miscellaneous Grants Fund Misc Grants 1,697,480.10 5,146,628.33 --- Total of Budget Amendment 46,550,930.02 84,383,360.31 --1.00 - - 2 Fiscal Year 2023-24 Budget Amendment #5 - Retransmittal Current Year Budget Summary, provided for information only FY 2023-24 Budget, Including Budget Amendments Revenue FY 2023-24 Adopted Budget - Revenue BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue General Fund (Fund 1000)448,514,918 0.00 0.00 0.00 130,275.00 12,456,948.96 461,102,141.96 Curb and Gutter (FC 20)3,000 3,000.00 DEA Task Force Fund (FC 41)1,397,355 1,397,355.00 Misc Special Service Districts (FC 46)1,700,000 -0.00 1,700,000.00 Street Lighting Enterprise (FC 48)4,681,185 4,681,185.00 Water Fund (FC 51)176,637,288 176,637,288.00 Sewer Fund (FC 52)289,941,178 289,941,178.00 Storm Water Fund (FC 53)19,865,892 19,865,892.00 Airport Fund (FC 54,55,56)403,513,000 403,513,000.00 Refuse Fund (FC 57)25,240,459 230,000.00 25,470,459.00 Golf Fund (FC 59)12,710,067 12,710,067.00 E-911 Fund (FC 60)3,925,000 -3,925,000.00 Fleet Fund (FC 61)32,108,969 36,800.00 975,177.00 732,909.00 33,853,855.00 IMS Fund (FC 65)36,254,357 9,000.00 6,000.00 12,000.00 9,000.00 3,000.00 36,293,357.00 County Quarter Cent Sales Tax for Transportation (FC 69)9,700,000 9,700,000.00 CDBG Operating Fund (FC 71)5,597,763 -5,597,763.00 Miscellaneous Grants (FC 72)8,919,917 16,197,423.00 1,705,700.79 7,349,950.66 1,697,480.10 35,870,471.55 Other Special Revenue (FC 73)400,000 62,416.00 462,416.00 Donation Fund (FC 77)500,000 500,000.00 Housing Loans & Trust (FC 78)14,659,043 14,659,043.00 Debt Service Fund (FC 81)32,341,586 1,100,000.00 33,441,586.00 CIP Fund (FC 83, 84 & 86)30,199,756 218,000.00 25,485,893.25 410,177.00 1,415,400.00 32,393,500.96 90,122,727.21 Governmental Immunity (FC 85)3,888,581 3,888,581.00 Risk Fund (FC 87)60,932,137 60,932,137.00 Total of Budget Amendment Items 1,623,631,451 263,800.00 41,751,732.25 3,103,054.79 10,967,534.66 46,550,930.02 1,726,268,502.72 3 Fiscal Year 2023-24 Budget Amendment #5 - Retransmittal Expenditure FY 2023-24 Adopted Budgetg - Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense General Fund (FC 10)448,514,918 204,200.00 (763,950.00)1,730,731.89 2,890,480.00 39,800,222.69 492,376,602.58 Curb and Gutter (FC 20)3,000 3,000.00 DEA Task Force Fund (FC 41)1,397,355 1,397,355.00 Misc Special Service Districts (FC 46)1,700,000 664,293.70 2,364,293.70 Street Lighting Enterprise (FC 48)6,044,119 6,044,119.00 Water Fund (FC 51)177,953,787 177,953,787.00 Sewer Fund (FC 52)301,832,622 301,832,622.00 Storm Water Fund (FC 53)22,947,474 22,947,474.00 Airport Fund (FC 54,55,56)520,438,997 21,933,876.00 542,372,873.00 Refuse Fund (FC 57)28,263,792 230,000.00 28,493,792.00 Golf Fund (FC 59)17,938,984 17,938,984.00 E-911 Fund (FC 60)3,800,385 165,793.00 3,966,178.00 Fleet Fund (FC 61)32,498,750 14,461,793.00 975,177.00 732,909.00 48,668,629.00 IMS Fund (FC 65)38,702,171 9,000.00 6,000.00 4,531,083.00 406,688.00 3,000.00 43,657,942.00 County Quarter Cent Sales Tax for Transportation (FC 69)9,700,000 (205,177.00)1,100,000.00 10,594,823.00 CDBG Operating Fund (FC 71)5,597,763 46,642.50 (46,643.00)5,597,762.50 Miscellaneous Grants (FC 72)8,919,917 16,197,423.00 2,234,473.29 7,349,950.66 5,146,628.33 39,848,392.28 Other Special Revenue (FC 73)400,000 65,472.00 465,472.00 Donation Fund (FC 77)500,000 500,000.00 Housing Loans & Trust (FC 78)10,212,043 6,133,511.00 16,345,554.00 Debt Service Fund (FC 81)34,894,979 5,777,784.00 1,100,000.00 41,772,763.00 CIP Fund (FC 83, 84 & 86)29,708,286 218,000.00 25,485,893.25 1,545,675.00 17,546,276.29 74,504,130.54 Governmental Immunity (FC 85)3,370,012 3,370,012.00 Risk Fund (FC 87)63,574,655 63,574,655.00 - Total of Budget Amendment Items 1,768,914,009 14,892,993.00 41,655,131.95 15,090,714.68 21,655,006.66 84,383,360.31 1,946,591,215.60 Budget Manager Analyst, City Council Contingent Appropriation 4 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount Section A: New Items A-1: Fire Department Public Utilities Cost Increases – Fire Hydrant Rentals GF One-time $133,250.00 Department: Fire Prepared By: Clint Rasmussen For questions, please include Clint Rasmussen and Chief Karl Lieb Public Utilities has increased the rates the Fire Department and other municipalities must pay for fire hydrant rentals. This increase was overlooked during the annual budget creation cycle. Unfortunately, this adjustment cannot wait or be absorbed in the existing budget because of the size of the increase. Utilizing existing department funds to cover the increase would potentially delay or jeopardize public safety services. The request is for $133,250 to account for the increased expense. As part of the Fiscal Year 2025 Budget, staff will factor in new rates and associated expenses. At this time, the difference between the two required payments is $133,250 for Fiscal Year 2023-24 (One-Time). Public Utilities Costs (FY2023-24) Hydrant Rentals $9,000 per month, or $108,000 annually Public Utilities Costs (FY2024-25) - Ongoing Hydrant Rentals $20,104.18 per month, or $241,250 annually A-2: Police Recruitment and Retention GF One-time $1,423,875.00 Department: Police Prepared By: Shellie Dietrich For questions, please include Shellie Dietrich, Laura Nygaard and Chief Brown In Fiscal Year 2023 the Police Department proposed a multifaceted approach to improving staffing while utilizing overtime to provide and maintain operational readiness, employing a proposed lateral hiring bonus and a retention bonus for current employees. The hiring bonus would provide additional sworn lateral staffing as a compliment to the new hire recruit classes and allow the department to bolster the staffing numbers on an accelerated timeline. Providing a retention bonus to existing sworn employees has provided incentives to retain staff at a higher level than is currently being experienced, while also providing a commitment from the city to the sworn staffing to maintain their pay at a level commensurate with their jobs and surrounding agencies. In March of 2023 the police department had 34 funded vacancies and 2 pending vacancies as well as the 20 unfunded positions. The department currently has a hiring class in May of 20 officers and 10 lateral applicants. It’s estimated that those applicants will fill all funded officer positions as well as hiring 3 officers into unfunded positions by the end of the fiscal year. An ongoing amount of $264,500 is being requested to continue lateral hiring retention bonuses in order to maintain necessary staffing levels. A-3: 2100 South Infrastructure GF One-time $7,000,000.00 CIP One-time $7,000,000.00 Department: Finance Prepared By: Rachel Otto For questions, please include Mary Beth Thompson, Rachel Otto, and Jill Love The Administration proposes moving $7M from General Fund Fund Balance to CIP to perform water and sewer upgrades as part of the street reconstruction project on 2100 S from 700 E to 1100 E. Funding this work would be an investment of City funds that would be reimbursed by property owners when developing the benefitted properties, with reimbursement agreements required as a condition of tying into the new infrastructure. This proposal is intended to provide a substantial public benefit, as the City would be 1 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount performing the street reconstruction and the public utilities upgrades in tandem and avoiding the need to re- open new streets for additional street construction in the next few years, and all the associated disruptions and costs that would entail. A-4: State Funding for Cemetery Roads and Irrigation GF One-time $3,000,0000 CIP One-time $3,000,000 Department: Public Lands Prepared By: Kristin Riker For questions, please include Kristin Riker, Gregg Evans, Amy Dorsey, Mike Atkinson, Jordan Smith, Mary Beth Thompson This budget amendment is requesting approval to receive additional $3,000,000 in State appropriated funds to be spent on the Cemetery Roadways and Irrigation CIP bond project. This request will permit the Summer 2024 bidding and contracting to proceed without delays for the construction of the Cemetery Roadways and Irrigation project. Funding any later than June 30 may delay bidding and contracting or add cost to the project PRJ-230007 8323213 - BD Cemetery. The project is funded by three sources: City's 2022 Sales Tax Revenue Bond (approx.$11,200,000); a state legislative appropriation ($3,000,000, this request); and by a private donor ($1,000,000, received through a donation agreement and budget amendment). Bond and donation amounts are combined in Row 20 of "Grant Information". The legislative appropriation can be given to the City in no fewer than two separate issuances once money is spent down (i.e., a reimbursement). However, the City needs the funds upfront to bid and award the construction contract. This funding will be reimbursed by the State once the City spends it (even partially) and reports on performance outcome measurements (likely FY 26/27). The funding allocation for the $3,000,000 from the state will not be recognized until the contract is complete, which is anticipated to happen by April 16th. The final “Historic Salt Lake City Cemetery Preservation” request for appropriation (RFA) from the legislature is also attached. A-5: Traffic Signal Improvement – 2200 W / 2100 N GF One-time $450,000.00 CIP One-time $450,000.00 Department: CAN Prepared By: Jon Larsen For questions, please include Jon Larsen, Blake Thomas and Brent Beck $450,000 is being requested for a new traffic signal at the 2200 W /2100 N intersection. This is currently a 2-way stop controlled intersection in a high growth area of the City. There is a growing safety concern at this intersection that a traffic signal would address. Traffic at this intersection has increased dramatically in recent years, and drivers turning off 2200 West onto 2100 North are finding it challenging to find safe gaps in traffic. This has resulted in an increase in traffic accidents at this location. This issue is exacerbated by the relatively high speeds on 2100 North, making it harder to judge gaps in traffic, making crashes more severe. A-6: Police Impact Fee Refunds CIP One-time $47,592.00 Department: Finance Prepared By: Mike Atkinson For questions, please include Mike Atkinson, Jordan Smith and Mary Beth Thompson The City Council set aside funding for the purchase of property using Police Impact Fees. The intended property did not work to be used for the police precinct. The ensuing disencumbrance of these funds has resulted in the required refund of 2 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount impact fees plus actual interest earned on the funds due to their expirationThis refund will be funded with proceeds from unappropriated Police Impact Fees. $38,464 (principal)+ Approximate Interest $9,128 = Total $47,592. A-7: Update of the Streets IFFP CIP One-time ($29,816.67) CIP One-time $29,816.67 CIP One-time $30,183.33 Department: Finance Prepared By: Mike Atkinson / Jordan Smith For questions, please include Mike Atkinson, Jordan Smith and Mary Beth Thompson The city is in the process of updating the Impact Fee Facilities Plan (IFFP) for Police, Fire and Parks. Updating the Streets IFFP at the same time will not only be cost efficient but is needed for the efficient CIP planning of Streets and Transportation. The Transportation bond is nearly complete and updating the Streets IFFP will aid Capital Asset Planning (CAP) in the preparation of the CAP 10-year Plan. One hundred percent of the cost is impact fee eligible and the scope includes Streets/Transportation Study and Preparation of the IFFP. The full request of $60,000 is to be funded by a rescope of the remaining $29,816.67 from the 2020 IFFP appropriation, with the remainder to come from unallocated Streets Impact Fees. A-8: North Temple Jordan River Bridge – Riverbank Deterrent Rock Replacement GF One-time $205,500.00 Department: Public Services Prepared By: Andrew Johnston / Mark Stephens For questions, please include Andrew Johnston and Mark Stephens SLC Engineering has been working with the SLC PD, HEART, and the Mayor’s Office to find an intervention to decrease the use of the riverbanks underneath the bridge to use and deal drugs and avoid law enforcement. They have a plan to work with the State and replace the current rocks lining the banks on both sides, underneath the bridge with more deterrent rocks and landscaping to deter use of that location. Due to the limited window of time in the winter to do the work, the mayor’s office has been pulling together existing funds from departments and this budget amendment allocation would mostly function to reimburse those funds. The $205,500 would be to remove silt and existing rocks that allow for the unsheltered population to congregate and camp under the bridge, and to replace with larger rocks/boulders of size and type that are ‘uninviting’ and greatly deter the activities that are currently taking place. This new rock and grading would extend 50 feet out from the edge of the bridge in both directions to assist in further deterrence and erosion control. This is something that is an industry standard for communities across the nation encountering challenges with the unsheltered population under bridges. By excavating down and putting back these new rocks/boulders, the existing cross section of the river and hydraulic capacity remain the same and won’t require extensive hydraulic studies to ensure the hydraulic capacity is not decreased. This has been discussed with the State stream alteration division staff and they are in concurrence with the approach and don’t see any major difficulties getting the permit reviewed and approved. What this also serves as is erosion control on the banks of the Jordan River as well as eliminating scour around the bridge supports. This effort would check a few other boxes in addition to the deterrence of unfavorable activities by the unsheltered population in, under, and around the N. Temple Bridge over the Jordan River. UDOT, as part of their bridge inspections every other year (on even numbered years) measures and monitors scour so this would be an additional measure that would also be beneficial for the bridge structure itself.” A-9: Salt Lake City Public Cleaning Contract GF One-time $130,648.73 Department: CAN Prepared By: Andrew Johnston For questions, please include Andrew Johnston SLC Homeless Engagement and Response Team administers a contract with Advantage Services (AS), a private non- profit, to provide cleaning of public streets, sidewalks and other locations, mostly in response to unsheltered homelessness. Their work includes power washing of hardscapes, cleaning of biowaste, trash pickup, coordinating with 3 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount Police when they are enforcing no camping situations, and working with SL County and on Encampment Impact Mitigations and City Rapid Intervention Team on other cleanings. This fiscal year, a change that was made to the services that Advantage provides the city was to offer the police department immediate access to Clean Team services. Dedicated AS workers now accompany PD's Camp Mitigation squad as they respond to camp locations throughout the city. This change was made because the HEART team was processing an unusually high number of clean-up requests coming from the police department via SLC Mobile. PD would have camps move or would come across an abandoned camp while on patrol and would submit a cleanup request to HEART via the app, creating a duplication of efforts and delay in cleaning time that was remedied quickly by this change. Several months ago, PD requested that AS’s services be expanded to provide 7-day coverage from 5 days, to match the Camp Mitigation squads 7-day coverage. This is a key factor in the rate of spend down outpacing the awarded budget. Without additional funds, AS will need to decrease the frequency of this work from 7 to 4-5 days/week, among other potential changes to their service delivery model. In lieu of reducing service, the total amount is being requested to ensure the current level of services will continue through the end of June. A-10: Fund Balance Allocation to CIP (One Time) GF $15,000,000 Department: Finance Prepared By: Mary Beth Thompson, Greg Cleary For questions, please include Mary Beth Thompson and Greg Cleary The Finance Department is requesting the transfer of $15 million from general fund fund balance to CIP to address capital maintenance. This item is to ensure adequate fund balance levels, while also focusing on the financial need for capital maintenance across the city, as outlined in the City Council and Mayoral goals. As the FY 2025 Capital Plan is developed, staff will return to the City Council with proposed projects and/or funding uses: for authorization of the funds. At this time, no direct expense is identified. Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1: Adding Budget for Finance Grant Position - Correction GF Ongoing $58,191.00 GF One-time $3,000.00 IMS One-time $3,000.00 CDBG One-time ($46,643.00) Misc Grants One-time ($14,548.00) Department: Finance Prepared By: Randy Hillier For questions, please include Randy Hillier, Greg Cleary and Mary Beth Thompson In Budget Amendment #3 of this fiscal year, budget was added to CDBG and Miscellaneous Grants funds for a Grants related position within the Finance department. However, there was a miscommunication, and the budget should not have been added to CDBG and Misc Grants. Both of those fund classes already have the maximum amount of budget added for personnel at the beginning of each fiscal year. What should have happened is the budget and FTE should have been added within the Finance department as a general fund funded FTE. The expenditures for this position would be periodically reimbursed by the CDBG and Misc Grant funds after a time-tracking report is submitted justifying a reimbursement. 4 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount A$3,000 amount has also been included to cover the cost of the position’s technology related needs. D-2: Recognizing Overtime Revenue in Budget GF One-time $1,736,505.00 Department: Police Prepared By: Shellie Dietrich For questions, please include Shellie Dietrich, Laura Nygaard and Chief Brown The Police Department is requesting a budget appropriation for overtime that has associated revenues from special events, overtime staffing, contracts and task force reimbursements. The amount being requested is based on what has been received through February conservatively projected through the remainder of the fiscal year. D-3: Reallocate CAN CRAG Funds GF One-time ($100,000.00) GF One-time $27,800.00 GF One-time $72,200.00 Department: CAN Prepared By: Tony Milner For questions, please include Tony Milner, Brent Beck and Blake Thomas On March 19, 2024, during their review of the annual HUD grant awards for FY 2025, Council asked the administration to evaluate other existing City rental assistance funding sources and return to the Council with options in relation to a funding gap for Housing Connect's HUD HOPWA program. This item provides recommendations and potential adjustments to reallocate the unused CAN CRAG funds to address Housing Connect's funding gap, and to fund another HUD applicant that was ineligible for FY 2025 HUD funds. -Housing Connect/The Housing Authority of Salt Lake County, HOPWA Program: $27,800 -Neighborhood House, Early Childhood Education Program: $72,200 Both recommendations are eligible activities per City Code 2.20, Community Recovery Committee: Eviction Assistance & Rent Relief and Expanded Educational Opportunities. Note: Per City Code 2.20, Community Recovery Committee, all CAN CRAG funds need to be spent by December 31, 2024. D-4: HOME Dormant Income Housing One-time ($3,463,696.23) Housing One-time $3,463,696.23 Misc Grants One-time $3,463,696.23 Department: CAN Prepared By: Tony Milner For questions, please include Tony Milner, Brent Beck and Suzanne Swanson This housekeeping item moves the remaining HUD HOME dormant program income in the amount of $3,463,696.23 to the correct fund. Budget is currently posted to the Housing fund. Due to federal grant tracking purposes, as well as Finance wanting like to consolidate all grants in the grant fund, the department is requesting to move the HOME dormant program funds to the grant fund. This budget amendment would move existing budget/funds and will have a zero-sum budgetary impact. D-5: Housing Authority PILOT Check GF One-time $40,000.00 Department: CAN Prepared By: Suzanne Swanson For question, please contact Tony Milner, Brent Beck and Suzanne Swanson 5 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount The expenditure budget in the Non-Departmental Housing cost center currently sits at $85,000 while a total of $125,000 in expenditures is expected. This amendment will increase the budget to the appropriate level. D-6: Airport Interest Budget Adjustment Airport One-time $21,933,876.00 Department: Airport Prepared by: Shaun Anderson For questions, please include Brian Butler, Shaun Anderson and Lorin Rollins The Airport initially budgeted $121,528,000 in interest expense based on the gross amount rather than the net value. The actual forecast amount of interest expense is $142,900,000. This will adjust the Airport’s interest expense budget to match interest in our debt service schedules rather than net debt service (interest less capitalized interest). This amendment will budget the $21,933,876 difference from the Airport fund. D-7: Open Streets Funding Rescope GF One-time $0.00 Department: Economic Development Prepared By: Lorena Riffo-Jenson For questions, please include Lorena Riffo-Jenson, Roberta Reichgelt and Jacob Maxwell The Department of Economic Development is requesting a rescope of funds totaling $250,287.60 to extend the Open Streets effort into the 2024 season. This amount will be derived from three sources; The first is $57,000 remaining from $500,000 allocated in budget amendment #5 of FY 2023, which was meant for the 2023 Open Streets program. This $57,000 was remaining after the City contracted with the Salt Lake City Downtown Alliance for Open Street 2023. The second source of funding is the $69,128 that remains following the completion of the Open Streets 2023 event. The third source of funds is $124,159.60 that remains from the $250,000 budgeted in budget amendment #1 of FY 2024. The $250,000 budgeted in BA #1 was to cover costs related to the Open Streets 2023 effort. Open Streets will happen in a different business district in Salt Lake City for 2024. D-8: Community Reinvestment Agency Act True Up GF One-time $3,675,752.00 Department: Finance Prepared By: Lisa Hunt / Greg Cleary For questions, please contact Mary Beth Thompson, Greg Cleary, and Danny Walz In late March, staff received an updated memo from the Salt Lake County Auditor. After receiving this memo (Pursuant to Utah Code Ann. § 17C-1-606 of the “Community Reinvestment Agency Act”) staff are increasing the Revenues and Expenses by $3,675,752 accordingly to account for the final annual distribution. The corresponding memo is attached for additional detail. D-9: Streets Impact Fee Excess Capacity Reimbursement and Funding Source Change GF One-time $6,943,500.96 CIP One-time $7,018,500.96 Department: Finance Prepared By: Mike Atkinson For questions, please include Mike Atkinson, Rachel Molinari, Jordan Smith and Mary Beth Thompson This is a request for Excees Capacity Reimbursement to be paid out of Streets Impact Fees to the General Fund in the amount of $6,943,500.96. We are also requesting to transfer these funds to Streets impact Fee to change the funding source of existing CIP project appropriations from Streets Impact funded to General Fund funded CIP Projects. These changes will allow the City to comply with the Impact Fee Act, the Impact Fee Facilities Plan and to more efficiently 6 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount utilize restrictive funding sources. The result of the eligibility of these funds has been the need to refund $58,826 plus interest of ~ $16,174 from Streets Impact Fee Funds. Section E: Grants Requiring No Staff Resources E-1: Utah DNR, Division of Forestry, Fire & State Lands Grant Misc Grants $30,000.00 Department: Public Lands Prepared By: Tyler Fonarow For questions, please include Tyler Fonarow, Aaron Price, Gregg Evans, Tyler Murdock The Utah Department of Natural Resources; Division of Foresetry, Fire& State Lands has rewarded the City with a grant for the Jordan River Water Trail Tree & Debris Removal project, which consists of the removal of certain trees and other organic matter and debris waste from the Jordan River Water Trail corridor to enhance safe and accessible non- motorized watercraft navigation while minimizing bank erosion and strengthening bank stability. This grant was not acquired through an application but an offer of $30,000 communicated via email as it supported a previously funded project that requires ongoing maintenance. Section F: Donations Section G: Consent Agenda Consent Agenda #4 G-1: Department of Environmental Quality – State of Utah Misc Grants $100,000.00 Department: Public Utilities Prepared By: Amy Dorsey / Holly Lopez Department of Public Utilities (DPU) received $100,000 to conduct a service line inventory and produce a lead service line replacement (LSLR) plan for an estimated 13,894 water line connections in qualifying disadvantage census blocks meeting the Hardship Funding Criteria of Utah Department of Environmental Quality. On December 16, 2020, the U.S. Environmental Protection Agency adopted the Lead and Copper Rule Revisions (LCRR) Act that went into effect on January 16, 2021, and has a compliance date of October 16, 2024. DPU must complete a service line inventory that includes publicly owned and customer-owned portions of the service line and develop a lead service line replacement plan between 2023 and the LCRR compliance date. A public hearing was held on May 16, 2023. Consent Agenda #5 G-1: Safe Streets for All Misc Grants $953,600.00 Department: Mayor’s Office Prepared By: Amy Dorsey / Joe Taylor / Jennifer Newell The Office of the Mayor requested $953,600 for the TravelWell Schools demonstration project on behalf of the non- profit Children’s Media Workshop. The project tests and refines a multi-media and digital mapping tool augmented with an educational campaign to deliver multi-disciplinary messaging aligned with the Safe System Approach targeting underserved populations, citizen behavioral activities, and community engagement and empowerment. The anticipated outcome is transformational change through real-time identification of travel behaviors, problems, and solutions resulting in zero deaths on Salt Lake City roadways. 7 Salt Lake City FY 2023-24 Budget Amendment #5 - Retransmittal Initiative Number/Name Fund Amount Children’s Media Workshop and MappsLab LLC developed the TravelWell Schools digital mapping tool that the project will test on a small-scale to gauge effectiveness and assess for inclusion in the Safe Streets for All Action Plan under development by Wasatch Front Regional Council. Children’s Media Workshop has committed to providing the full $238,400 worth in non-federal match, which is often required for grants. This amount is strictly for the City’s grant match, however, it will not pass through or need to be budgeted for by the City. Public Hearing was held November 7, 2023. G-2: Marathon Petroleum Misc Grants $4,532.10 Department: Police Prepared By: Amy Dorsey / Laura Nygaard Funding for a drone to train first responders and prepare for an emergency response. Public hearing was held January 19, 2024. G-3: Rocky Mountain High Intensity Drug Trafficking Misc Grants $600,068.00 Department: Police Prepared By: Amy Dorsey / Laura Nygaard This funding is for the Salt Lake Metro Narcotics Task Force. This contract is for salaries and fringe for existing Salt Lake City PD K9 officer and Task Force Finance Manager/Grant Administrator. Funding will also support overtime for outside agencies that participate in the task force. Other expenses: travel, K9 contracts, supplies, equipment and other administrative costs. Public Hearing is scheduled to be held February 20, 2024. G-4: Paul Coverdell Forensic Science Improvement Grant Misc Grants $9,280.00 Department: Police Prepared By: Amy Dorsey / Laura Nygaard The Salt Lake City Police Department is proposed as a sub-awardee in the Utah Department of Public Safety, Bureau of Forensic Services (UBFS) application for the FY 2022 Paul Coverdell Forensic Science Improvement Grant Program. The state’s application includes $9,280 for the Salt Lake City Police Department Crime Lab 2023 Annual Accreditation Fee through ANAB (ANSI National Accreditation Board) under ISO/IEC 17020. Public Hearing was held June 6, 2023. Section I: Council Added Items 8 Attachments A-4 Historic Salt Lake City Cemetery Preservation Edit Reguest Requester Information Legislator: Weiler, Todd D. Creation Date: 2023-01-23 Submission Date: 2023-01-23 Section 1: Request Details Description: In Utah, the Salt Lake City Cemetery stands alone in the extent of its historic value and is a reminder of the settlement and rural community that was claimed in the 1800's by pioneers of The Church of Jesus Christ of Latter-day Saints. It is a place that reveals information about the state's historic events, religions, lifestyles, and genealogy, more so than any other cemetery in the state. Unfortunately, the cemetery is threatened by natural forces such as weathering, eroding historic retaining walls, an aged irrigation system and roads that have decayed to a point they are becoming inaccessible for families traveling to visit their forefathers. The City is doing everything possible to fund improvements at the Cemetery, including the passage of a sales tax bond that will in part fund road and irrigation repairs, however, support from the State of Utah is also needed to help preserve this invaluable historic resource. Legislative designee contact information: •Name: Keith Van Otten •Organization: Salt Lake City Cemetery •Position: Sexton Section 2: ·Funding Information How will the appropriation be used? One-time Ongoing Personnel Services In-State Travel Out-of-state Travel Supplies and Equipment Technology Purchases Infrastructure/Capital Investments 2024: $0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 3/12/24. 8:01 AM Requttt for Appropri3tions • Requttts Listing Other Charges/Pass Thru 2024: S0.00 2025: S0.00 $0.00 Expenditure Total One-time 2024 $0.00 Funding Sources: General Fund One-time 2025 $0.00 Ongoing 2025 S0.00 •Amount Requested 2024 (One-time) S0.00 •Amount Requested 2025 (One-time) S3,000,000.00 •Amount Requested 2025 (Ongoing) $0.00 Revenue Total One-time 2024 $0.00 One-time 2025 $3,000,000.00 Ongoing 2025 S0.00 Should unused funding be returned to the state at the end of the fiscal year? Yes Is this project scalable if the Legislature does not fund the full requested amount? Yes A short explanation describing how the project might be scaled Salt Lake City has allocated $11.2M toward the replacement of the cemetery irrigation system and roadways and has a S1M donation toward design and construction documents for the roads, irrigation and other projects identified in the master plan. State funding is needed to further work on the estimated $14.1M irrigation project and S20M road project. If partially funded, SLC would prioritize irrigation systems and roadways in greatest need of repairs. Section 3: Agency Information Subjects: Agency: 710 / Cultural and Community Engagement Type of entity to receive pass-through funding •State Government Section 4: Performance Outcome Measurement Who would benefit from this request (who is the target audience)? What is this project or program intended to accomplish? The Salt Lake City Cemetery is the largest municipal cemetery in the United States and covers 122 acres and has 9.5 miles of interior roads. Irrigation replacement will improve water efficiency, and provide better water management in drought conditions. Repairing the roadways will enhance accessibility and improve visitor experience. The SLC Cemetery gives Utah a sense of character and definition. This project is in large part for the benefit of the living, and perpetuates the memories of the deceased. An investment in the SLC Cemetery gives all Utahns a sense of character and definition by protecting our heritage and history. Investments 2025: $0.00 Historic Salt Lake City Cemetery Preservation Edit Reguest Requester Information Legislator: Weiler, Todd D. Creation Date: 2023-01-23 Submission Date: 2023-01-23 Section 1: Request Details Description: In Utah, the Salt Lake City Cemetery stands alone in the extent of its historic value and is a remind the settlement and rural community that was claimed in the 1800's by pioneers of The Church of Je Christ of Latter-day Saints. It is a place that reveals information about the state's historic events, re lifestyles, and genealogy, more so than any other cemetery in the state. Unfortunately, the cemeter threatened by natural forces such as weathering, eroding historic retaining walls, an aged irrigation and roads that have decayed to a point they are becoming inaccessible for families traveling to visi forefathers. The City is doing every1hing possible to fund improvements at the Cemetery, including passage of a sales tax bond that will in part fund road and irrigation repairs, however, support from State of Utah is also needed to help preserve this invaluable historic resource. Legislative designee contact information: •Name: Keith Van Otten •Organization: Salt Lake City Cemetery •Position: Sexton Section 2: Funding Information How will the appropriation be used? One-time Ongoing Personnel Services 2024: $0.00 $0.00 2025: $0.00 In-State Travel 2024: $0.00 $0.00 2025: $0.00 Out-of-state Travel 2024: $0.00 $0.00 2025: $0.00 Supplies and Equipment 2024: $0.00 $0.00 2025: $0.00 Technology Purchases 2024: $0.00 $0.00 2025: $0.00 Infrastructure/Capital 2024: $0.00 $0.00 3/ 2124. 8:01 Request for Appropriations - ◄ Other Charges/Pass Thru 2024: 0.00 2025: 0.00 Expenditure Total One-·me 2024 $0.00 Funding Sources: General Fund One-time 2025 $0.00 Ongoing 20 0.00 ler- of :!:SUS iligiol'ls. yis 1 syst,em •Amount Requested 2024 (One-time) 0.00 •Amount Requested 2025 (One-time) 3,000,000.00 •Amount Requested 2025 (Ongoing) $0.00 Revenue Total it their ttie 11:he One-·me 2024 $0.00 One-time 2025 $3,000,000.00 Ongoing 20 0.00 Should unused funding be returned to the state at the Yes Is this project scalable if the Legislature does not fun Yes A short explanation describing how the Salt Lake City has allocated $11.2M toward the replacement of the road ays and has a 1M dona·on toward design and construe·or other projects iden·fled in the master plan. State funding is needei $14.1 irrigation project and 20 road project. If partially funded and roadways in greatest need of repairs_ Section 3: Agency Information Subjects: Agency: 710 / Cultural and Community Engagement Type of entity to receive pass-through funding •State Government Section 4: Performance Outcome Measu Who would benefit from this request (who is the targE What is this project or program intended to accompli The Salt Lake Ci Cemetery is the largest municipal cemetery in t and has 9.5 miles of interior roads. Irrigation replacement will impri ........ ------------♦·--,I.--. .._....... ------.....1·..; □---·-·--- - ,,a• ._.._... waier managemem in arougm conamons. Kepa1r111g me roaaways visitor experience. The SLC Cemetery gives Utah a sense of char. large part for the benefit of the living, and perpetuates the memori, SLC Cemetery gives all Utahns a sense of character and definitio1 equests Listing $0.00 125 125 ! end of the fiscal year? d the full requested amount? project might be scaled ! cemetery irrigation system and 1 documents for the roads, irrigation and d to further work on the estimated I, SLC would prioritize irrigation systems irement wmennance access10111ry ana improve acter and definition. This project is in es of the deceased. An investment in the , by protecting our heritage and history. Attachments D-8 CHRIS HARDING CPA, CFE, CIA Salt Lake County Auditor RICHARD JAUSSI Chief Deputy Auditor ROSWELL ROGERS Policy Advisor 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 RMarch 31, 2024 Salt Lake City Mary Beth Thompson, Chief Financial Officer 451 South State Street Room 304 Salt Lake City, UT 84114 Dear Mary Beth Thompson, Pursuant to Utah Code Ann. § 17C-1-606 of the “Community Reinvestment Agency Act,” the Office of the Salt Lake County Auditor has prepared the enclosed reports which include: [1] The total assessed property value within each project area for the previous tax year. [2] The base taxable value of each project area for the previous tax year. [3] The tax increment available to be paid to the agency for the previous tax year. [4] The tax increment requested by the agency for the previous tax year. [5] The tax increment paid to the agency for the previous tax year. [6] Sufficient detail on the calculations performed by the county auditor. For any questions or if you require further information, please reach out to Brandon Grable at bgrable@slco.org or call 385-468-7194. Sincerely, Chris Harding, CPA, CFE, CIA Salt Lake County Auditor Enclosures County Auditor Report on Community Reinvestment Agency Act Project Areas Salt Lake County Tax Year 2023 Community Reinvestment Agency Salt Lake City Project Area Assessed Property Value Base Taxable Value Available Tax Increment Tax Increment Estimate on Agency's Annual Report Tax Increment (Entitled Amount) Current Year 1 SLC CBD In 2,919,440,724 136,894,100 27,265,707 24,644,694 27,265,707 2 SLC CBD Out 926,676,340 0 0 0 0 3 Baseball Stadium 6,043,536 0 0 0 0 4 Depot District 867,431,325 27,476,425 6,071,665 5,422,435 6,071,665 5 Depot District - Non Collection Area 54,642,819 0 0 0 0 6 Granary 237,204,525 48,813,397 1,357,286 1,103,309 1,357,286 7 North Temple Viaduct Cmty Dev't 406,039,024 36,499,680 3,058,618 2,774,419 3,058,618 8 North Temple 294,046,112 84,073,572 1,513,475 1,008,715 1,513,475 9 Block 70 Cmty Dev't 329,362,729 58,757,937 2,133,992 1,829,228 2,133,992 10 Stadler Rail Cmty Dev't 59,174,218 3,710 157,991 141,298 157,991 11 State Street CRA 1,999,382,096 889,305,536 5,753,783 4,423,811 5,753,783 12 9 Line CRA 678,478,961 228,048,136 2,971,289 2,653,781 2,971,289 13 Northwest Quadrant CRA 1,104,786,297 735,791 2,451,087 1,398,548 2,451,087 14 Block 67 CRA 120,971,080 11,531,400 358,599 1 358,599 15 16 17 18 19 20 Totals 10,003,679,786 1,522,139,684 53,093,492 45,400,239 53,093,492 Report and Payment Notes: Base taxable values of inactive projects are unavailable or have not been updated Base taxable values of Community Dev't Areas vary for each participating Taxing Entity. Highest base value is shown on this report. If there is no estimated Tax Increment Financing amount for a listed project in the Agency report, $ 1 is placed for an eligible tax area or tax entity Final distributed amount determined by County Treasurer Agency & Tax Entities are responsible for monitoring performance benchmarks & rebate terms Office of the Salt Lake County Auditor 3/18/2024 ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer Date Received: 04/02/2024 Rachel Otto, Chief of Staff Date sent to Council: 04/02/2024 TO:Salt Lake City Council DATE: April 2, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer SUBJECT:FY24 Budget Amendment #5 SPONSOR:NA STAFF CONTACT: Greg Cleary (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 2024 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $5,513,448.00 $32,816,721.73 AIRPORT FUND 0.00 21,933,876.00 CIP FUND 18,450,000.00 3,527,775.33 LOAN FUND 7,000,000.00 7,000,000.00 IMS FUND 3,000.00 3,000.00 CDBG FUND 0.00 (46,643.00) MISC GRANTS FUND 1,667,480.10 5,116,628.33 TOTAL $32,633,928.10 $70,351,358.39 Gregory Cleary Gregory Cleary (Apr 2, 2024 16:31 MDT) April Patterson April Patterson (Apr 2, 2024 17:19 MDT) DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 rachel otto (Apr 2, 2024 17:31 MDT) BACKGROUND/DISCUSSION: Revenue for FY 2024 Budget Adjustments The chart below presents General Fund Projected Revenues for FY 2024. FY23-24 Amended Amended Variance Revenue FY23-FY24 Annual Budget Budget New Projection Favorable/(Unfavorable) Property Taxes 131,752,713 131,752,713 131,752,713 0 Sales, Use & Excise Taxes 117,129,000 117,129,000 114,465,900 (2,663,100) Franchise Taxes 12,348,127 12,348,127 13,273,330 925,203 Total Taxes 261,229,840 261,229,840 259,491,943 (1,737,897) Charges For Services 4,745,443 4,745,443 5,938,036 1,192,593 Fines & Forfeitures 2,561,547 2,571,547 2,607,446 35,899 Interest Income 8,000,000 8,000,000 8,000,000 0 Interfund Service Charges 26,131,213 26,131,213 26,041,511 (89,702) Intergovernmental Revenue 5,134,621 5,134,621 5,159,621 25,000 Licenses 18,434,301 18,434,301 18,438,665 4,364 Miscellaneous Revenue 2,958,012 2,948,012 2,966,118 18,106 Parking Meter Revenue 2,801,089 2,801,089 2,801,089 0 Parking Tickets 1,500,000 1,500,000 1,499,955 (45) Permits 22,445,026 22,445,026 22,487,608 42,582 Property Sale Proceeds ---0 Rental & Other Income 681,604 681,604 1,101,203 419,599 Gain on Property Dispositions ---0 Operating Transfers In 9,938,944 10,130,410 10,130,410 0 Total W/O Special Tax 105,331,800 105,523,266 107,171,662 1,648,396 Sales Tax Addition 1/2%49,084,479 49,084,479 52,800,000 3,715,521 Total General Fund 415,646,119 415,837,585 419,463,605 3,626,020 To date, revenues are trending slightly above initial budget. At this time, Finance staff are projecting revenues to remaining consistent with current estimates for the remainder of FY 2024. Modifications have been made primarily to Sales Tax, resulting in a decrease of approximately $2.6 million, while an increase in revenue is projected in the Sales Tax Additional ½ % by an estimated $3.7 million. The table below presents updated Fund Balance numbers and percentages, based on the proposed changes included in Budget Amendment #5. Salt Lake City General Fund TOTAL Fund Balance Projections FY2023 Budget Projected FY2024 Budget FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 18,395,660 141,728,022 160,123,682 24,825,461 178,695,454 202,575,741 Budgeted Change in Fund Balance (2,100,608)(20,736,262)(22,836,870)(3,657,641)(29,211,158)(32,868,799) Prior Year Encumbrances (3,162,300)(17,260,909)(20,423,209)(2,592,884)(18,663,765)(21,157,931) Estimated Beginning Fund Balance 13,132,752 103,730,851 116,863,603 18,574,936 130,820,531 148,549,011 Beginning Fund Balance Percent 22.79%25.00%24.85%35.49%33.36%33.42% Year End CAFR Adjustments Revenue Changes ------ Expense Changes (Prepaids, Receivable, Etc.)(2,257,746)(2,257,746)(2,484,423)(2,484,423) Fund Balance w/ CAFR Changes 13,132,752 101,473,105 114,605,857 18,574,936 128,336,108 146,064,588 Final Fund Balance Percent 22.79%24.46%24.37%35.49%32.72%32.86% Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment -(475,000)(475,000)--- BA#1 Expense Adjustment ---(204,200)(204,200) BA#2 Revenue Adjustment ------ BA#2 Expense Adjustment ----763,950 763,950 BA#3 Revenue Adjustment -6,000,000 6,000,000 --- BA#3 Expense Adjustment -(6,538,000)(6,538,000)-(1,434,220)(1,434,220) BA#4 Revenue Adjustment -194,600 194,600 --- BA#4 Expense Adjustment -(7,584,328)(7,584,328)-(2,890,480)(2,890,480) BA#5 Revenue Adjustment -----5,513,448 BA#5 Expense Adjustment -(5,940,349)(5,940,349)--(32,816,722) BA#6 Revenue Adjustment -19,120,198 19,120,198 --- BA#6 Expense Adjustment -(11,719,731)(12,219,731)-- Change in Revenue ----10,000,000 Change in Expense Fund Balance Budgeted Increase -------- Adjusted Fund Balance 21,928,113 157,840,137 178,933,386 18,574,936 124,571,157 124,996,364 Adjusted Fund Balance Percent 38.05%38.05%38.05%35.49%31.76%28.12% Projected Revenue 57,634,742 414,859,025 470,299,454 52,338,120 392,166,803 444,504,923 With the complete adoption of Budget Amendment #5, the available fund balance will adjust to 28.12 percent of the FY 2024 Adopted Budget. The Administration is requesting a budget amendment totaling $32,633,928.10 in revenue and $70,351,358.39 in expenses. The amendment proposes changes in seven (7) funds, with no change to FTEs in the city. The proposal includes ten (10) initiatives for Council review and additional housekeeping and grant related items. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget amendment 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 2024 (Fifth amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2023-2024) An Ordinance Amending Salt Lake City Ordinance No. 29 of 2023 which adopted the Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2023, and Ending June 30, 2024. In June of 2023, 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, 2023, and ending June 30, 2024, in accordance with the requirements of Section 10-6-118 of the Utah Code. The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate any staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 29 of 2023. SECTION 2. Adoption of Amendments. The budget amendments, including any amendments to the employment staffing document necessary to effectuate staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including any amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2023 and ending June 30, 2024, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including any amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . 2 Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Fiscal Year 2023-24 Budget Amendment #5 Administration Proposed Council Approved umber/Name Fund Revenue Amount Expenditure Amount Expenditure Revenue Amount Amount Ongoing or One- time FTEs Section A: New Items -133,250.00 One-time - -1,423,875.00 One-time - -7,000,000.00 One-time - 7,000,000.00 7,000,000.00 One-time -3,000,000.00 One-time - 3,000,000.00 3,000,000.00 One-time - -450,000.00 One-time - 450,000.00 450,000.00 One-time - -47,592.00 One-time - -(29,816.67)One-time - -29,816.67 One-time - -30,183.33 One-time - -165,500.00 One-time - -130,648.73 One-time - 15,000,000.00 1 Fire Department Public Utilities Cost Increases 2 Police Recruitment and Retention 3 2100 South Infrastructure Loan 3 2100 South Infrastructure Loan 4 State Funding for Cemetery Roads and Irrigation 4 State Funding for Cemetery Roads and Irrigation 5 Traffic Signal Improvement - 2200W/2100 N 5 Traffic Signal Improvement - 2200W/2100 N 6 Police Impact Fee Refunds 7 Update of the Streets IFFP 7 Update of the Streets IFFP 7 Update of the Streets IFFP 8 North Temple Jordan River Bridge - Riverbank Deterrent Rock Replacement 9 Salt Lake City Public Cleaning Contract 10 Fund Balance Allocation to CIP 10 Fund Balance Allocation to CIP GF GF GF Loan Fund GF CIP GF CIP CIP CIP CIP CIP GF GF GF CIP 15,000,000.00 - Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping 1 Adding Budget for Finance Grant Positions -GF Correction 1 Adding Budget for Finance Grant Positions -GF Correction 1 Adding Budget for Finance Grant Positions -IMS Correction 1 Adding Budget for Finance Grant Positions -CDBG Correction 1 Adding Budget for Finance Grant Positions -Misc Grants Correction 2 Recognize Overtime Revenue in Budget GF 3 Reallocate CAN CRAG Funds (Rape Recovery Center)GF 3 Reallocate CAN CRAG Funds (Housing Connect)GF 3 Reallocate CAN CRAG Funds (Neighborhood House)GF 4 HOME Dormant Income Housing 4 HOME Dormant Income Housing 4 HOME Dormant Income Misc Grants 5 Housing Authority PILOT Check GF 6 Airport Interest Budget Adjustment Airport 7 Open Streets Funding Rescope GF 8 Community Reinvestment Agency Act True Up GF 61,191.00 - 3,000.00 - - 1,736,505.00 - - - - - - 40,000.00 - - 3,675,752.00 58,191.00 3,000.00 3,000.00 (46,643.00) (14,548.00) 1,736,505.00 (100,000.00) 27,800.00 72,200.00 (3,463,696.23) 3,463,696.23 3,463,696.23 40,000.00 21,933,876.00 - 3,675,752.00 Ongoing One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time One-time - - - - - - - - - - - - - - - Section E: Grants Requiring No New Staff Resources Section F: Donations - 1 Fiscal Year 2023-24 Budget Amendment #5 Section G: Council Consent Agenda -- Grant Awards Consent Agenda #4 1 Department of Environmental Quality - State of Utah Misc Grants 100,000.00 100,000.00 One-time - Consent Agenda #5 1 2 3 4 Safe Streets for All Marathon Petroleum Rocky Mountain High Intensity Drug Trafficking Paul Coverdell Forensic Science Improvement Grant Misc Grants Misc Grants Misc Grants Misc Grants 953,600.00 4,532.10 600,068.00 9,280.00 953,600.00 4,532.10 600,068.00 9,280.00 One Time One Time One Time One Time - - - - Section I: Council Added Items Total of Budget Amendment Items 32,633,928.10 70,351,358.39 --- Administration Proposed Council Approved 27,303,273.73 Initiative Number/Name Fund Revenue Amount Expenditure Amount Expenditure Revenue Amount Amount Ongoing or One- time FTEs Total by Fund, Budget Amendment #4: General Fund GF 5,513,448.00 32,816,721.73 --- Airport Fund Airport -21,933,876.00 --- CIP Fund CIP 18,450,000.00 3,527,775.33 --- Loan Fund Loan Fund 7,000,000.00 7,000,000.00 --- IMS Fund IMS 3,000.00 3,000.00 --- CDBG Fund CDBG -(46,643.00)--- Miscellaneous Grants Fund Misc Grants 1,667,480.10 5,116,628.33 --- Total of Budget Amendment 32,633,928.10 70,351,358.39 --- - - 2 Fiscal Year 2023-24 Budget Amendment #5 Current Year Budget Summary, provided for information only FY 2023-24 Budget, Including Budget Amendments Revenue FY 2023-24 Adopted Budget - Revenue BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue General Fund (Fund 1000)448,514,918 0.00 0.00 0.00 130,275.00 5,513,448.00 454,158,641.00 Curb and Gutter (FC 20)3,000 3,000.00 DEA Task Force Fund (FC 41)1,397,355 1,397,355.00 Misc Special Service Districts (FC 46)1,700,000 -0.00 1,700,000.00 Street Lighting Enterprise (FC 48)4,681,185 4,681,185.00 Water Fund (FC 51)176,637,288 176,637,288.00 Sewer Fund (FC 52)289,941,178 289,941,178.00 Storm Water Fund (FC 53)19,865,892 19,865,892.00 Airport Fund (FC 54,55,56)403,513,000 403,513,000.00 Refuse Fund (FC 57)25,240,459 230,000.00 25,470,459.00 Golf Fund (FC 59)12,710,067 12,710,067.00 E-911 Fund (FC 60)3,925,000 -3,925,000.00 Fleet Fund (FC 61)32,108,969 36,800.00 975,177.00 732,909.00 33,853,855.00 IMS Fund (FC 65)36,254,357 9,000.00 6,000.00 12,000.00 9,000.00 3,000.00 36,293,357.00 County Quarter Cent Sales Tax for Transportation (FC 69)9,700,000 9,700,000.00 CDBG Operating Fund (FC 71)5,597,763 -5,597,763.00 Miscellaneous Grants (FC 72)8,919,917 16,197,423.00 1,705,700.79 7,349,950.66 1,667,480.10 35,840,471.55 Other Special Revenue (FC 73)400,000 62,416.00 462,416.00 Donation Fund (FC 77)500,000 500,000.00 Housing Loans & Trust (FC 78)14,659,043 14,659,043.00 Debt Service Fund (FC 81)32,341,586 1,100,000.00 33,441,586.00 CIP Fund (FC 83, 84 & 86)30,199,756 218,000.00 25,485,893.25 410,177.00 1,415,400.00 18,450,000.00 76,179,226.25 Governmental Immunity (FC 85)3,888,581 3,888,581.00 Risk Fund (FC 87)60,932,137 60,932,137.00 Loan Fund -7,000,000.00 7,000,000.00 Total of Budget Amendment Items 1,623,631,451 263,800.00 41,751,732.25 3,103,054.79 10,967,534.66 32,633,928.10 1,712,351,500.80 3 Fiscal Year 2023-24 Budget Amendment #5 Expenditure FY 2023-24 Adopted Budgetg - Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense General Fund (FC 10)448,514,918 204,200.00 (763,950.00)1,730,731.89 2,890,480.00 32,816,721.73 485,393,101.62 Curb and Gutter (FC 20)3,000 3,000.00 DEA Task Force Fund (FC 41)1,397,355 1,397,355.00 Misc Special Service Districts (FC 46)1,700,000 664,293.70 2,364,293.70 Street Lighting Enterprise (FC 48)6,044,119 6,044,119.00 Water Fund (FC 51)177,953,787 177,953,787.00 Sewer Fund (FC 52)301,832,622 301,832,622.00 Storm Water Fund (FC 53)22,947,474 22,947,474.00 Airport Fund (FC 54,55,56)520,438,997 21,933,876.00 542,372,873.00 Refuse Fund (FC 57)28,263,792 230,000.00 28,493,792.00 Golf Fund (FC 59)17,938,984 17,938,984.00 E-911 Fund (FC 60)3,800,385 165,793.00 3,966,178.00 Fleet Fund (FC 61)32,498,750 14,461,793.00 975,177.00 732,909.00 48,668,629.00 IMS Fund (FC 65)38,702,171 9,000.00 6,000.00 4,531,083.00 406,688.00 3,000.00 43,657,942.00 County Quarter Cent Sales Tax for Transportation (FC 69)9,700,000 (205,177.00)1,100,000.00 10,594,823.00 CDBG Operating Fund (FC 71)5,597,763 46,642.50 (46,643.00)5,597,762.50 Miscellaneous Grants (FC 72)8,919,917 16,197,423.00 2,234,473.29 7,349,950.66 5,116,628.33 39,818,392.28 Other Special Revenue (FC 73)400,000 65,472.00 465,472.00 Donation Fund (FC 77)500,000 500,000.00 Housing Loans & Trust (FC 78)10,212,043 6,133,511.00 16,345,554.00 Debt Service Fund (FC 81)34,894,979 5,777,784.00 1,100,000.00 41,772,763.00 CIP Fund (FC 83, 84 & 86)29,708,286 218,000.00 25,485,893.25 1,545,675.00 3,527,775.33 60,485,629.58 Governmental Immunity (FC 85)3,370,012 3,370,012.00 Risk Fund (FC 87)63,574,655 63,574,655.00 Loan Fund -7,000,000.00 7,000,000.00 - Total of Budget Amendment Items 1,768,914,009 14,892,993.00 41,655,131.95 15,090,714.68 21,655,006.66 70,351,358.39 1,932,559,213.68 Budget Manager Analyst, City Council Contingent Appropriation 4 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount Section A: New Items A-1: Fire Department Public Utilities Cost Increases – Fire Hydrant Rentals GF One-time $133,250.00 Department: Fire Prepared By: Clint Rasmussen For questions, please include Clint Rasmussen and Chief Karl Lieb Public Utilities has increased the rates the Fire Department and other municipalities must pay for fire hydrant rentals. This increase was overlooked during the annual budget creation cycle. Unfortunately, this adjustment cannot wait or be absorbed in the existing budget because of the size of the increase. Utilizing existing department funds to cover the increase would potentially delay or jeopardize public safety services. The request is for $133,250 to account for the increased expense. As part of the Fiscal Year 2025 Budget, staff will factor in new rates and associated expenses. At this time, the difference between the two required payments is $133,250 for Fiscal Year 2023-24 (One-Time). Public Utilities Costs (FY2023-24) Hydrant Rentals $9,000 per month, or $108,000 annually Public Utilities Costs (FY2024-25) - Ongoing Hydrant Rentals $20,104.18 per month, or $241,250 annually A-2: Police Recruitment and Retention GF One-time $1,423,875.00 Department: Police Prepared By: Shellie Dietrich For questions, please include Shellie Dietrich, Laura Nygaard and Chief Brown In Fiscal Year 2023 the Police Department proposed a multifaceted approach to improving staffing while utilizing overtime to provide and maintain operational readiness, employing a proposed lateral hiring bonus and a retention bonus for current employees. The hiring bonus would provide additional sworn lateral staffing as a compliment to the new hire recruit classes and allow the department to bolster the staffing numbers on an accelerated timeline. Providing a retention bonus to existing sworn employees has provided incentives to retain staff at a higher level than is currently being experienced, while also providing a commitment from the city to the sworn staffing to maintain their pay at a level commensurate with their jobs and surrounding agencies. In March of 2023 the police department had 34 funded vacancies and 2 pending vacancies as well as the 20 unfunded positions. The department currently has a hiring class in May of 20 officers and 10 lateral applicants. It’s estimated that those applicants will fill all funded officer positions as well as hiring 3 officers into unfunded positions by the end of the fiscal year. An ongoing amount of $264,500 is being requested to continue lateral hiring retention bonuses in order to maintain necessary staffing levels. A-3: 2100 South Infrastructure Loan GF One-time $7,000,000 Department: Finance Prepared By: Rachel Otto For questions, please include Mary Beth Thompson, Rachel Otto, and Jill Love In order to facilitate a faster, less disruptive, and less costly reconstruction of 2100 S from 700 E to 1100 E, the Administration proposes negotiating a market-rate loan of up to $7 million to The Thackeray Co. as the representative of several entities in the area that are or will be developing property adjacent to 2100 S. This funding would be put toward needed water and sewer upgrades in Sugarhouse, and allow the City’s contractor to replace the infrastructure in conjunction with the road upgrades instead of in subsequent phases that would necessitate re-opening the road over the next several years. Release of the funds will be contingent on the City negotiating a loan agreement with the developer that would include a market-rate interest rate and adequate collateral. 1 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount Additional information and a fact sheet will be shared with the council in the coming days. A-4: State Funding for Cemetery Roads and Irrigation GF One-time $3,000,0000 CIP One-time $3,000,000 Department: Public Lands Prepared By: Kristin Riker For questions, please include Kristin Riker, Gregg Evans, Amy Dorsey, Mike Atkinson, Jordan Smith, Mary Beth Thompson This budget amendment is requesting approval to receive additional $3,000,000 in State appropriated funds to be spent on the Cemetery Roadways and Irrigation CIP bond project. This request will permit the Summer 2024 bidding and contracting to proceed without delays for the construction of the Cemetery Roadways and Irrigation project. Funding any later than June 30 may delay bidding and contracting or add cost to the project PRJ-230007 8323213 - BD Cemetery. The project is funded by three sources: City's 2022 Sales Tax Revenue Bond (approx.$11,200,000); a state legislative appropriation ($3,000,000, this request); and by a private donor ($1,000,000, received through a donation agreement and budget amendment). Bond and donation amounts are combined in Row 20 of "Grant Information". The legislative appropriation can be given to the City in no fewer than two separate issuances once money is spent down (i.e., a reimbursement). However, the City needs the funds upfront to bid and award the construction contract. This funding will be reimbursed by the State once the City spends it (even partially) and reports on performance outcome measurements (likely FY 26/27). The funding allocation for the $3,000,000 from the state will not be recognized until the contract is complete, which is anticipated to happen by April 16th. The final “Historic Salt Lake City Cemetery Preservation” request for appropriation (RFA) from the legislature is also attached. A-5: Traffic Signal Improvement – 2200 W / 2100 N GF One-time $450,000.00 CIP One-time $450,000.00 Department: CAN Prepared By: Jon Larsen For questions, please include Jon Larsen, Blake Thomas and Brent Beck $450,000 is being requested for a new traffic signal at the 2200 W /2100 N intersection. This is currently a 2-way stop controlled intersection in a high growth area of the City. There is a growing safety concern at this intersection that a traffic signal would address. Traffic at this intersection has increased dramatically in recent years, and drivers turning off 2200 West onto 2100 North are finding it challenging to find safe gaps in traffic. This has resulted in an increase in traffic accidents at this location. This issue is exacerbated by the relatively high speeds on 2100 North, making it harder to judge gaps in traffic, making crashes more severe. A-6: Police Impact Fee Refunds CIP One-time $47,592.00 Department: Finance Prepared By: Mike Atkinson For questions, please include Mike Atkinson, Jordan Smith and Mary Beth Thompson The City Council set aside funding for the purchase of property using Police Impact Fees. The intended property did not work to be used for the police precinct. The ensuing disencumbrance of these funds has resulted in the required refund of 2 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount impact fees plus actual interest earned on the funds due to their expirationThis refund will be funded with proceeds from unappropriated Police Impact Fees. $38,464 (principal)+ Approximate Interest $9,128 = Total $47,592. A-7: Update of the Streets IFFP CIP One-time ($29,816.67) CIP One-time $29,816.67 CIP One-time $30,183.33 Department: Finance Prepared By: Mike Atkinson For questions, please include Mike Atkinson, Jordan Smith and Mary Beth Thompson The city is in the process of updating the Impact Fee Facilities Plan (IFFP) for Police, Fire and Parks. Updating the Streets IFFP at the same time will not only be cost efficient but is needed for the efficient CIP planning of Streets and Transportation. The Transportation bond is nearly complete and updating the Streets IFFP will aid Capital Asset Planning (CAP) in the preparation of the CAP 10-year Plan. One hundred percent of the cost is impact fee eligible and the scope includes Streets/Transportation Study and Preparation of the IFFP. The full request of $60,000 is to be funded by a rescope of the remaining $29,816.67 from the 2020 IFFP appropriation, with the remainder to come from unallocated Streets Impact Fees. A-8: North Temple Jordan River Bridge – Riverbank Deterrent Rock Replacement GF One-time $165,500.00 Department: Public Services Prepared By: Andrew Johnston / Mark Stephens For questions, please include Andrew Johnston and Mark Stephens SLC Engineering has been working with the SLC PD, HEART, and the Mayor’s Office to find an intervention to decrease the use of the riverbanks underneath the bridge to use and deal drugs and avoid law enforcement. They have a plan to work with the State and replace the current rocks lining the banks on both sides, underneath the bridge with more deterrent rocks and landscaping to deter use of that location. Due to the limited window of time in the winter to do the work, the mayor’s office has been pulling together existing funds from departments and this budget amendment allocation would mostly function to reimburse those funds. The $165,500 would be to remove silt and existing rocks that allow for the unsheltered population to congregate and camp under the bridge, and to replace with larger rocks/boulders of size and type that are ‘uninviting’ and greatly deter the activities that are currently taking place. This is something that is an industry standard for communities across the nation encountering challenges with the unsheltered population under bridges. By excavating down and putting back these new rocks/boulders, the existing cross section of the river and hydraulic capacity remain the same and won’t require extensive hydraulic studies to ensure the hydraulic capacity is not decreased. This has been discussed with the State stream alteration division staff and they are in concurrence with the approach and don’t see any major difficulties getting the permit reviewed and approved. What this also serves as is erosion control on the banks of the Jordan River as well as eliminating scour around the bridge supports. This effort would check a few other boxes in addition to the deterrence of unfavorable activities by the unsheltered population in, under, and around the N. Temple Bridge over the Jordan River. UDOT, as part of their bridge inspections every other year (on even numbered years) measures and monitors scour so this would be an additional measure that would also be beneficial for the bridge structure itself.” A-9: Salt Lake City Public Cleaning Contract GF One-time $130,648.73 Department: CAN Prepared By: Andrew Johnston For questions, please include Andrew Johnston SLC Homeless Engagement and Response Team administers a contract with Advantage Services (AS), a private non- profit, to provide cleaning of public streets, sidewalks and other locations, mostly in response to unsheltered homelessness. Their work includes power washing of hardscapes, cleaning of biowaste, trash pickup, coordinating with 3 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount Police when they are enforcing no camping situations, and working with SL County and on Encampment Impact Mitigations and City Rapid Intervention Team on other cleanings. This fiscal year, a change that was made to the services that Advantage provides the city was to offer the police department immediate access to Clean Team services. Dedicated AS workers now accompany PD's Camp Mitigation squad as they respond to camp locations throughout the city. This change was made because the HEART team was processing an unusually high number of clean-up requests coming from the police department via SLC Mobile. PD would have camps move or would come across an abandoned camp while on patrol and would submit a cleanup request to HEART via the app, creating a duplication of efforts and delay in cleaning time that was remedied quickly by this change. Several months ago, PD requested that AS’s services be expanded to provide 7-day coverage from 5 days, to match the Camp Mitigation squads 7-day coverage. This is a key factor in the rate of spend down outpacing the awarded budget. Without additional funds, AS will need to decrease the frequency of this work from 7 to 4-5 days/week, among other potential changes to their service delivery model. In lieu of reducing service, the total amount is being requested to ensure the current level of services will continue through the end of June. A-10: Fund Balance Allocation to CIP (One Time) GF $15,000,000 CIP $15,000,000 Department: Finance Prepared By: Mary Beth Thompson, Greg Cleary For questions, please include Mary Beth Thompson and Greg Cleary The Finance Department is requesting the transfer of $15 million from general fund fund balance to CIP to address capital maintenance. This item is to ensure adequate fund balance levels, while also focusing on the financial need for capital maintenance across the city, as outlined in the City Council and Mayoral goals. As the FY 2025 Capital Plan is developed, staff will return to the City Council with proposed projects and/or funding uses: for authorization of the funds. At this time, no direct expense is identified. Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1: Adding Budget for Finance Grant Position - Correction GF Ongoing $58,191.00 GF One-time $3,000.00 IMS One-time $3,000.00 CDBG One-time ($46,643.00) Misc Grants One-time ($14,548.00) Department: Finance Prepared By: Randy Hillier For questions, please include Randy Hillier, Greg Cleary and Mary Beth Thompson In Budget Amendment #3 of this fiscal year, budget was added to CDBG and Miscellaneous Grants funds for a Grants related position within the Finance department. However, there was a miscommunication, and the budget should not have been added to CDBG and Misc Grants. Both of those fund classes already have the maximum amount of budget added for personnel at the beginning of each fiscal year. What should have happened is the budget and FTE should have been added within the Finance department as a general fund funded FTE. The expenditures for this position would be periodically reimbursed by the CDBG and Misc Grant funds after a time-tracking report is submitted justifying a reimbursement. 4 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount A$3,000 amount has also been included to cover the cost of the position’s technology related needs. D-2: Recognizing Overtime Revenue in Budget GF One-time $1,736,505.00 Department: Police Prepared By: Shellie Dietrich For questions, please include Shellie Dietrich, Laura Nygaard and Chief Brown The Police Department is requesting a budget appropriation for overtime that has associated revenues from special events, overtime staffing, contracts and task force reimbursements. The amount being requested is based on what has been received through February conservatively projected through the remainder of the fiscal year. D-3: Reallocate CAN CRAG Funds GF One-time ($100,000.00) GF One-time $27,800.00 GF One-time $72,200.00 Department: CAN Prepared By: Tony Milner For questions, please include Tony Milner, Brent Beck and Blake Thomas On March 19, 2024, during their review of the annual HUD grant awards for FY 2025, Council asked the administration to evaluate other existing City rental assistance funding sources and return to the Council with options in relation to a funding gap for Housing Connect's HUD HOPWA program. This item provides recommendations and potential adjustments to reallocate the unused CAN CRAG funds to address Housing Connect's funding gap, and to fund another HUD applicant that was ineligible for FY 2025 HUD funds. -Housing Connect/The Housing Authority of Salt Lake County, HOPWA Program: $27,800 -Neighborhood House, Early Childhood Education Program: $72,200 Both recommendations are eligible activities per City Code 2.20, Community Recovery Committee: Eviction Assistance & Rent Relief and Expanded Educational Opportunities. Note: Per City Code 2.20, Community Recovery Committee, all CAN CRAG funds need to be spent by December 31, 2024. D-4: HOME Dormant Income Housing One-time ($3,463,696.23) Housing One-time $3,463,696.23 Misc Grants One-time $3,463,696.23 Department: CAN Prepared By: Tony Milner For questions, please include Tony Milner, Brent Beck and Suzanne Swanson This housekeeping item moves the remaining HUD HOME dormant program income in the amount of $3,463,696.23 to the correct fund. Budget is currently posted to the Housing fund. Due to federal grant tracking purposes, as well as Finance wanting like to consolidate all grants in the grant fund, the department is requesting to move the HOME dormant program funds to the grant fund. This budget amendment would move existing budget/funds and will have a zero-sum budgetary impact. D-5: Housing Authority PILOT Check GF One-time $40,000.00 Department: CAN Prepared By: Suzanne Swanson 5 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount For question, please contact Tony Milner, Brent Beck and Suzanne Swanson The expenditure budget in the Non-Departmental Housing cost center currently sits at $85,000 while a total of $125,000 in expenditures is expected. This amendment will increase the budget to the appropriate level. D-6: Airport Interest Budget Adjustment Airport One-time $21,933,876.00 Department: Airport Prepared by: Shaun Anderson For questions, please include Brian Butler, Shaun Anderson and Lorin Rollins The Airport initially budgeted $121,528,000 in interest expense based on the gross amount rather than the net value. The actual forecast amount of interest expense is $142,900,000. This will adjust the Airport’s interest expense budget to match interest in our debt service schedules rather than net debt service (interest less capitalized interest). This amendment will budget the $21,933,876 difference from the Airport fund. D-7: Open Streets Funding Rescope GF One-time $0.00 Department: Economic Development Prepared By: Lorena Riffo-Jenson For questions, please include Lorena Riffo-Jenson, Roberta Reichgelt and Jacob Maxwell The Department of Economic Development is requesting a rescope of funds totaling $250,287.60 to extend the Open Streets effort into the 2024 season. This amount will be derived from three sources; The first is $57,000 remaining from $500,000 allocated in budget amendment #5 of FY 2023, which was meant for the 2023 Open Streets program. This $57,000 was remaining after the City contracted with the Salt Lake City Downtown Alliance for Open Street 2023. The second source of funding is the $69,128 that remains following the completion of the Open Streets 2023 event. The third source of funds is $124,159.60 that remains from the $250,000 budgeted in budget amendment #1 of FY 2024. The $250,000 budgeted in BA #1 was to cover costs related to the Open Streets 2023 effort. D-8: Community Reinvestment Agency Act True Up GF One-time $3,675,752.00 Department: Finance Prepared By: Lisa Hunt / Greg Cleary For questions, please contact Mary Beth Thompson, Greg Cleary, and Danny Walz In late March, staff received an updated memo from the Salt Lake County Auditor. After receiving this memo (Pursuant to Utah Code Ann. § 17C-1-606 of the “Community Reinvestment Agency Act”) staff are increasing the Revenues and Expenses by $3,675,752 accordingly to account for the final annual distribution. The corresponding memo is attached for additional detail. Section E: Grants Requiring No Staff Resources Section F: Donations 6 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount Section G: Consent Agenda Consent Agenda #4 G-1: Department of Environmental Quality – State of Utah Misc Grants $100,000.00 Department: Public Utilities Prepared By: Amy Dorsey / Holly Lopez Department of Public Utilities (DPU) received $100,000 to conduct a service line inventory and produce a lead service line replacement (LSLR) plan for an estimated 13,894 water line connections in qualifying disadvantage census blocks meeting the Hardship Funding Criteria of Utah Department of Environmental Quality. On December 16, 2020, the U.S. Environmental Protection Agency adopted the Lead and Copper Rule Revisions (LCRR) Act that went into effect on January 16, 2021, and has a compliance date of October 16, 2024. DPU must complete a service line inventory that includes publicly owned and customer-owned portions of the service line and develop a lead service line replacement plan between 2023 and the LCRR compliance date. A public hearing was held on May 16, 2023. Consent Agenda #5 G-1: Safe Streets for All Misc Grants $953,600.00 Department: Mayor’s Office Prepared By: Amy Dorsey / Joe Taylor / Jennifer Newell The Office of the Mayor requested $953,600 for the TravelWell Schools demonstration project on behalf of the non- profit Children’s Media Workshop. The project tests and refines a multi-media and digital mapping tool augmented with an educational campaign to deliver multi-disciplinary messaging aligned with the Safe System Approach targeting underserved populations, citizen behavioral activities, and community engagement and empowerment. The anticipated outcome is transformational change through real-time identification of travel behaviors, problems, and solutions resulting in zero deaths on Salt Lake City roadways. Children’s Media Workshop and MappsLab LLC developed the TravelWell Schools digital mapping tool that the project will test on a small-scale to gauge effectiveness and assess for inclusion in the Safe Streets for All Action Plan under development by Wasatch Front Regional Council. Children’s Media Workshop has committed to providing the full $238,400 worth in non-federal match, which is often required for grants. This amount is strictly for the City’s grant match, however, it will not pass through or need to be budgeted for by the City. Public Hearing was held November 7, 2023. G-2: Marathon Petroleum Misc Grants $4,532.10 Department: Police Prepared By: Amy Dorsey / Laura Nygaard Funding for a drone to train first responders and prepare for an emergency response. Public hearing was held January 19, 2024. G-3: Rocky Mountain High Intensity Drug Trafficking Misc Grants $600,068.00 Department: Police Prepared By: Amy Dorsey / Laura Nygaard This funding is for the Salt Lake Metro Narcotics Task Force. This contract is for salaries and fringe for existing Salt Lake City PD K9 officer and Task Force Finance Manager/Grant Administrator. Funding will also support overtime for outside agencies that participate in the task force. Other expenses: travel, K9 contracts, supplies, equipment and other administrative costs. Public Hearing is scheduled to be held February 20, 2024. 7 Salt Lake City FY 2023-24 Budget Amendment #5 Initiative Number/Name Fund Amount G-4: Paul Coverdell Forensic Science Improvement Grant Misc Grants $9,280.00 Department: Police Prepared By: Amy Dorsey / Laura Nygaard The Salt Lake City Police Department is proposed as a sub-awardee in the Utah Department of Public Safety, Bureau of Forensic Services (UBFS) application for the FY 2022 Paul Coverdell Forensic Science Improvement Grant Program. The state’s application includes $9,280 for the Salt Lake City Police Department Crime Lab 2023 Annual Accreditation Fee through ANAB (ANSI National Accreditation Board) under ISO/IEC 17020. Public Hearing was held June 6, 2023. Section I: Council Added Items 8 Attachments A-4 Historic Salt Lake City Cemetery Preservation Edit Reguest Requester Information Legislator: Weiler, Todd D. Creation Date: 2023-01-23 Submission Date: 2023-01-23 Section 1: Request Details Description: In Utah, the Salt Lake City Cemetery stands alone in the extent of its historic value and is a reminder of the settlement and rural community that was claimed in the 1800's by pioneers of The Church of Jesus Christ of Latter-day Saints. It is a place that reveals information about the state's historic events, religions, lifestyles, and genealogy, more so than any other cemetery in the state. Unfortunately, the cemetery is threatened by natural forces such as weathering, eroding historic retaining walls, an aged irrigation system and roads that have decayed to a point they are becoming inaccessible for families traveling to visit their forefathers. The City is doing everything possible to fund improvements at the Cemetery, including the passage of a sales tax bond that will in part fund road and irrigation repairs, however, support from the State of Utah is also needed to help preserve this invaluable historic resource. Legislative designee contact information: •Name: Keith Van Otten •Organization: Salt Lake City Cemetery •Position: Sexton Section 2: ·Funding Information How will the appropriation be used? One-time Ongoing Personnel Services In-State Travel Out-of-state Travel Supplies and Equipment Technology Purchases Infrastructure/Capital Investments 2024: $0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 2024: S0.00 2025: S0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 3/12/24. 8:01 AM Requttt for Appropri3tions • Requttts Listing Other Charges/Pass Thru 2024: S0.00 2025: S0.00 $0.00 Expenditure Total One-time 2024 $0.00 Funding Sources: General Fund One-time 2025 $0.00 Ongoing 2025 S0.00 •Amount Requested 2024 (One-time) S0.00 •Amount Requested 2025 (One-time) S3,000,000.00 •Amount Requested 2025 (Ongoing) $0.00 Revenue Total One-time 2024 $0.00 One-time 2025 $3,000,000.00 Ongoing 2025 S0.00 Should unused funding be returned to the state at the end of the fiscal year? Yes Is this project scalable if the Legislature does not fund the full requested amount? Yes A short explanation describing how the project might be scaled Salt Lake City has allocated $11.2M toward the replacement of the cemetery irrigation system and roadways and has a S1M donation toward design and construction documents for the roads, irrigation and other projects identified in the master plan. State funding is needed to further work on the estimated $14.1M irrigation project and S20M road project. If partially funded, SLC would prioritize irrigation systems and roadways in greatest need of repairs. Section 3: Agency Information Subjects: Agency: 710 / Cultural and Community Engagement Type of entity to receive pass-through funding •State Government Section 4: Performance Outcome Measurement Who would benefit from this request (who is the target audience)? What is this project or program intended to accomplish? The Salt Lake City Cemetery is the largest municipal cemetery in the United States and covers 122 acres and has 9.5 miles of interior roads. Irrigation replacement will improve water efficiency, and provide better water management in drought conditions. Repairing the roadways will enhance accessibility and improve visitor experience. The SLC Cemetery gives Utah a sense of character and definition. This project is in large part for the benefit of the living, and perpetuates the memories of the deceased. An investment in the SLC Cemetery gives all Utahns a sense of character and definition by protecting our heritage and history. Attachments D-8 CHRIS HARDING CPA, CFE, CIA Salt Lake County Auditor RICHARD JAUSSI Chief Deputy Auditor ROSWELL ROGERS Policy Advisor 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 RMarch 31, 2024 Salt Lake City Mary Beth Thompson, Chief Financial Officer 451 South State Street Room 304 Salt Lake City, UT 84114 Dear Mary Beth Thompson, Pursuant to Utah Code Ann. § 17C-1-606 of the “Community Reinvestment Agency Act,” the Office of the Salt Lake County Auditor has prepared the enclosed reports which include: [1] The total assessed property value within each project area for the previous tax year. [2] The base taxable value of each project area for the previous tax year. [3] The tax increment available to be paid to the agency for the previous tax year. [4] The tax increment requested by the agency for the previous tax year. [5] The tax increment paid to the agency for the previous tax year. [6] Sufficient detail on the calculations performed by the county auditor. For any questions or if you require further information, please reach out to Brandon Grable at bgrable@slco.org or call 385-468-7194. Sincerely, Chris Harding, CPA, CFE, CIA Salt Lake County Auditor Enclosures County Auditor Report on Community Reinvestment Agency Act Project Areas Salt Lake County Tax Year 2023 Community Reinvestment Agency Salt Lake City Project Area Assessed Property Value Base Taxable Value Available Tax Increment Tax Increment Estimate on Agency's Annual Report Tax Increment (Entitled Amount) Current Year 1 SLC CBD In 2,919,440,724 136,894,100 27,265,707 24,644,694 27,265,707 2 SLC CBD Out 926,676,340 0 0 0 0 3 Baseball Stadium 6,043,536 0 0 0 0 4 Depot District 867,431,325 27,476,425 6,071,665 5,422,435 6,071,665 5 Depot District - Non Collection Area 54,642,819 0 0 0 0 6 Granary 237,204,525 48,813,397 1,357,286 1,103,309 1,357,286 7 North Temple Viaduct Cmty Dev't 406,039,024 36,499,680 3,058,618 2,774,419 3,058,618 8 North Temple 294,046,112 84,073,572 1,513,475 1,008,715 1,513,475 9 Block 70 Cmty Dev't 329,362,729 58,757,937 2,133,992 1,829,228 2,133,992 10 Stadler Rail Cmty Dev't 59,174,218 3,710 157,991 141,298 157,991 11 State Street CRA 1,999,382,096 889,305,536 5,753,783 4,423,811 5,753,783 12 9 Line CRA 678,478,961 228,048,136 2,971,289 2,653,781 2,971,289 13 Northwest Quadrant CRA 1,104,786,297 735,791 2,451,087 1,398,548 2,451,087 14 Block 67 CRA 120,971,080 11,531,400 358,599 1 358,599 15 16 17 18 19 20 Totals 10,003,679,786 1,522,139,684 53,093,492 45,400,239 53,093,492 Report and Payment Notes: Base taxable values of inactive projects are unavailable or have not been updated Base taxable values of Community Dev't Areas vary for each participating Taxing Entity. Highest base value is shown on this report. If there is no estimated Tax Increment Financing amount for a listed project in the Agency report, $ 1 is placed for an eligible tax area or tax entity Final distributed amount determined by County Treasurer Agency & Tax Entities are responsible for monitoring performance benchmarks & rebate terms Office of the Salt Lake County Auditor 3/18/2024 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 7, 2024 RE: RESOLUTION: AUTHORIZING ASSISTANCE FOR FAIRMONT HEIGHTS SENIOR HOUSING DEVELOPMENT AT 2257 SOUTH 1100 EAST ISSUE AT-A-GLANCE The Council will be briefed on an informal public benefits analysis conducted by the Administration to evaluate the possibility of offering either a lease or a loan to a development project called Fairmont Heights, at 2257 South 1100 East. The project would provide approximately 110 units of new affordable senior housing on a 0.81- acre property. The Administration intends to use $5,633,510 in one-time, “dormant” funds from the Community Development Block Grant (CDBG) program, which the Council allocated to an affordable housing use as part of the Fiscal Year 2024 budget. A public hearing is required by City and State code on any public benefits analysis or proposal for below-market-rate assistance. This has been scheduled for May 21, 2024. The Administration also requests formal Council approval to proceed with a ground lease or loan for the Fairmont Heights project, which would allow the developers to meet the application deadline for 9% LIHTC (Low-Income Housing Tax Credits) credits. Council action is tentatively scheduled for June 4, and conducting the straw polls on three questions listed in the Policy Questions section (below) would further facilitate the developers’ application process. The project also was awarded a $1,000,000 loan through the Redevelopment Agency (RDA) Housing Development Loan Program. Goal of the briefing: Review the public benefits analysis and consider straw polling three questions: to approve the public benefits analysis; to determine that City assistance is appropriate; and, to authorize the Administration to negotiate the final terms of the transaction. ADDITIONAL BACKGROUND AND INFORMATION A.Project Overview and City Funding Options. Item Schedule: Briefing: May 7, 2024 Public Hearing: May 21, 2024 Potential Action: June 4, 2024 Page | 2 1.Project Overview. Specifics of the project have not changed from the two proposals submitted for the 2024 Affordable Housing Notice of Funding Availability (NOFA), and the High-Opportunity NOFA. Currently, the Administration plans to purchase a 0.81-acre property at 2257 South 1100 East for the development of a housing project with the following characteristics: Intended for seniors aged 62 and up. Approximately 110 one- and two-bedroom units, in two buildings. About 80% of the units would be affordable to households at 80% or less of area median income (AMI). About 50% of the units would be affordable to 50% or less of AMI. In response to a staff question about the relatively high cost-per-unit of this project (the highest of the 15 applications to the NOFA), HASLC’s executive director noted three factors: High land costs in the heart of Sugarhouse; Dated initial estimates from over a year ago that are now being updated for the much more competitive 2024 construction pricing market; and, The need for a full parking structure underneath one building, which will accommodate both phases of the project. 2.Ownership Structure. The development would be operated directly or indirectly by the Housing Authority of Salt Lake City (HASLC). Ownership would be split in a limited partnership between two entities: Lincoln Avenue Communities, an affordable housing developer which is located in California and part of a Lincoln Avenue Capital, LLC, a private equity company; and Housing Assistance Management Enterprise (HAME), which is a 501(c)(3) affiliated with HASLC. HAME would be the lessee of the ground lease if approved by the City Council, and would entitle, finance, permit, and commence construction on the first phase of the project by June 30, 2026. 3.Previous Funding. In its role as the RDA Board, the Council approved a $1,000,000 loan from the Housing Development Loan Program (HDLP) to Lincoln Avenue Communities for acquisition and construction costs for the project. Preliminary terms for that project were approved at the same time. In response to a Council staff question, CAN clarified the following: “If the Council approves the ground lease structure, HAME/Lincoln may be interested in utilizing the RDA loan as their contribution to the purchase price, which is effectively [equivalent to] their prepayment for the first 20 years of the ground lease. However, we will need to clarify with the RDA to ensure that would be allowed under the current RDA Board approval. This would free up their other capital for predevelopment costs (architecture, engineering, etc.). However, they are prepared to contribute their own capital at closing if this is outside of the RDA Board approved parameters.” B.Options for City Funding. The Administration intends to use $5,633,510 in one-time, “dormant” funds from the CDBG program run by the Housing Stability Division, which is located in the Community and Neighborhoods Department (CAN). By way of reminder, these funds were in unallocated accounts managed by the Housing Stability Division. In order to comply with HUD regulations, the City agreed to prioritize expenditure of these funds in allowable areas, one of which is senior housing. The Council and the Administration agreed to designate these funds to acquire property suitable for an affordable housing development by either the City/RDA or the Housing Authority of Salt Lake City (HASLC). Page | 3 As the Administration negotiates final terms with the developer, it will determine which of the two following two options for making the proposed Fairmont Heights property available for development is more advantageous. 1. The Administration’s preferred option is the below-market ground lease of the property, specifically, in the form of a 99-year below-market ground lease. 2. A second option would be a below-market interest rate on an acquisition loan, which would convert to a permanent loan at below-market interest rate once construction is complete. The Administration plans to determine which of these two options is more advantageous as it negotiates final terms with the developer. Its preference is the below-market ground lease. C.LIHTC Application. The developers intend to apply for 9% LIHTC credits, and applications are due on June 11. Because HAME is a nonprofit entity, the City is allowed to waive the fair-market rental rate ordinarily required for use of City-owned property, after a public hearing about the waiver and Council authorization of the land lease agreement. The land lease structure would make the tax credits more viable. The developer seeks formal approval for the ground lease structure by the City Council prior to this deadline, and Council action is tentatively scheduled for June 4. Straw polls listed in the Policy Questions section would be helpful to provide direction to HAME on how to frame the project in their LIHTC application, that is, as a loan or ground lease. D. The Public Benefits Analysis. 1.Legal Framework. Utah Code requires that a municipal legislative body must receive a public benefits analysis and hold a public hearing before deciding to appropriate any funds to any type of entity or individual other than a nonprofit entity. The public hearing for this item is scheduled for May 21, 2024. 2.Public Benefits Identified. In the informal Public Benefits Analysis, the Administration concluded that “the numerous community benefits provided by the Project justify the use of the City’s resources, and the Ground Lease payments, although below market-rate, will still return the City’s initial capital investment and provide a revenue stream to the City over time.” The PBA identified the following specific public benefits received in exchange for a waiver of fair-market rent for a land lease (see transmittal Attachment B). a. Geographic distribution of affordable housing for seniors near transit, healthcare, socialization opportunities, fitness centers, educational opportunities, fresh food, green space, and essential services. b. Affordable housing promotes healthy aging in communities, especially for older adults who have limited incomes. c. The project would provide rarely-available Federal funding for rental assistance for seniors, in the form of rent subsidy. d. Support for numerous goals and objectives in Housing SLC (the City’s Five-Year Housing Plan) and Thriving in Place (the City’s anti-displacement plan): new units of affordable housing, geographic distribution of affordable housing, partnerships with the HASLC, housing for seniors, long-term affordability, and access to transit. Page | 4 E. Council Priorities. The Fairmont Heights project would match several Council priorities, including transit-accessible affordable housing for seniors, and the geographic distribution of affordable housing development. The project would also apply to goals and objectives listed in Housing SLC and Thriving in Place (see section on Accomplishing Salt Lake City’s Goals in the transmittal). F.Environmental Assessment. To comply with U.S. Department of Housing and Urban Development (HUD) environmental standards the City is in the process of conducting an environmental assessment on the property. This will ensure the correct noticing and mitigation standards are met. POLICY QUESTIONS To facilitate the developers’ application for 9% LITHC consideration, the Council could consider the following straw polls: 1. Does the Council support adopting a resolution which would approve the informal public benefits analysis? 2. Has the Council determined that City assistance is appropriate for this project? 3. Does the Council authorize the Administration to negotiate the final terms of the transaction, including the decision to provide $5,633,510 for this project either through a below-market ground lease or a below-market interest rate on an acquisition loan, which would convert to a permanent loan. FAIRMONT HEIGHTS AFFORDABLE HOUSING PROJECT Financial Assistance Terms //May 7, 2024 PROPERTY •0.81 acres •~$7,000,000 acquisition price •2257 South 1100 East PROJECT •~110 units •Senior housing •Phased development •~80% of units affordable to 80% AMI and below •~50% of units affordable to 50% AMI and below •Developer: Housing Assistance Management Enterprise (a non-profit entity of the Housing Authority of SLC) in partnership with Lincoln Avenue Communities Budget (approved): •$5,600,000, Community Development Block Grant (CDBG) funding Terms of assistance: •Under Utah law, after first holding a public hearing, a municipality may “authorize municipal services or other nonmonetary assistance to be provided to a nonprofit entity, whether or not the municipality receives consideration in return.” Utah Code §10-8- 2(1)(a)(v) •An informal public benefits analysis has been provided for the Council’s consideration •Resolution, if approved, would facilitate either a loan to Developer to acquire the Property or for the City to acquire the Property and issue a below-market ground lease COUNCIL’S ROLE City issues loan for Developer to acquire property and develop the Project Acquisition loan terms: •Deferred payments •0% interest that converts to 3% if the loan has not converted to a permanent loan by 2/2026 •Option to purchase the property if project is not initiated by 7/2026 •Converts to a permanent loan upon receipt of construction financing Permanent loan terms: •Up to a 40-year term •1% interest rate •Interest-only payments from cash flow •Outstanding principal and interest due at loan maturity OPTION #1: ACQUISITION TO PERMANENT LOAN City Acquires Property and Issues a 99-year Ground Lease to Project ~$7,000,000 purchase price: •~$5,600,000 City •~$1,400,000 Developer (applied as the ground lease payment for the first 20 years) Ground lease fee: •Year 0-20: ~$1,400,000 •Year 21-99: o $70,000 in year 21with a 3% annual escalator, compounding annually, applied each year thereafter through the end of the term, payment subject to available cashflow o This could equate to almost $11 million dollars over years 21-99 of the term OPTION #2: CITY ACQUISITION & GROUND LEASE Affordable housing in a high opportunity area •New units of affordable housing •Located near transit, healthcare, opportunities for socializing, fitness centers, continuing education, fresh food, green space, and essential services Senior housing •By 2050, the number of adults aged 65 years and older is expected to double in the U.S. •A key lever to promote healthy aging in communities is affordable housing, especially for older adults with have limited incomes. Rental assistance •HASLC has secured rental assistance for the project Ground lease •City’s land ownership and long-term participation in development projects PUBLIC BENEFIT HIGHLIGHTS: Environmental review: •Currently completing a Phase II environmental assessment •Additional testing is required in order to meet HUD requirements •Impacted the City’s ability to wire funds to an escrow account, as previously planned, in order to expend funds by the CDBG timeliness deadline Tax credit deadline: •9% Low Income Housing Tax Credit (LIHTC) Program application deadline is June 11 OTHER INFO: _________________ ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director CITY COUNCIL TRANSMITTAL jill love jill love (Apr 23, 2024 13:23 MDT)Date Received: 04/23/2024 Jill Remington Love, Chief Administrative Officer Date sent to Council: 04/23/2024 TO:Salt Lake City Council DATE: April 23, 2024 Victoria Petro, Chair FROM: Blake Thomas, Director, Department of Community and Neighborhoods SUBJECT:Informal Public Benefits Analysis for the development of an approximately 110-unit affordable housing project to be located at 2257 S 1100 East in exchange for a below-market ground lease of property or below-market interest rate on an acquisition loan. STAFF CONTACT: Tammy Hunsaker, Deputy Director, Community and Neighborhoods Department, 385-315-3315, tammy.hunsaker@slcgov.com DOCUMENT TYPE: Resolution RECOMMENDATION: Consideration of the attached resolution approving the final terms of the transaction with Housing Assistance Management Enterprise (HAME) in order to facilitate the construction of a ~110-unit affordable housing project. BUDGET IMPACT:N/A BACKGROUND/DISCUSSION: Through the fiscal year 2024 (“FY24”) budget process, the City Council allocated $5,633,510 of dormant Community Development Block Grant (CDBG) program income for either the City, the RDA, and/or the Housing Authority of Salt Lake City (HASLC) to acquire property for the development of affordable housing. Earlier this year, the Administration entered into discussions with the HASLC regarding 0.81 acres of property located at 2257 South 1100 East (“Property”). Acquisition of the Property will facilitate the development of approximately 110 units that are targeted to seniors, and that are a mix of one and two-bedrooms, with approximately 80% of the units affordable to households at 80% of the area median income (AMI) and below and approximately half of the units affordable to 50% AMI and below (“Project”). This transmittal provides an overview of the Administration’s proposed funding commitment for the Project, including the potential for the Property to be acquired by the City and subsequently ground leased to the Project subject to authorization by the City Council of a below-market lease rate. 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 Development Team The Project will be developed by Fairmont Heights Apartments, LP, a Utah Limited Partnership to be owned by HAME, a 501(c)(3) affiliated with HASLC for the purposes of affordable housing development, in Partnership with Lincoln Avenue Communities (collectively the “Developer”). Funding Commitment Structure The Administration intends to contribute the CDBG funds to the Project to facilitate its financial feasibility and timely development. The funding is proposed to be structured as one of the following options: Option 1 – Loan: The City would loan Developer, or its affiliates, the CDBG funds as an acquisition loan that converts to permanent financing. The acquisition loan would be structured with deferred payments, 0% interest that converts to 3% interest on February 1, 2026 if the loan has not converted to permanent financing by that time. Upon receipt of construction financing and tax credits through the Low Income Housing Tax Credit (LIHTC) program, the City’s short- term acquisition loan would convert to permanent financing with a 40-year term, 1% interest rate, and interest-only payments from cash flow, with the outstanding principal and interest due at loan maturity. Option 2 – City Acquisition and Ground Lease: The City would acquire the Property with the CDBG funds and subsequently ground lease the Property to Developer for a below market value (the “Ground Lease”), with the terms as further described in Exhibit A. At this time, the Administration is requesting that the City Council approve the funding assistance terms for the Project. Refer to Exhibit A for the Administration’s proposed terms for the Ground Lease, Exhibit B for an informal public benefits analysis, and Exhibit C for a resolution that, if adopted by the City Council, would approve the funding terms. Note that the project was awarded a $1,000,000 loan through the RDA’s Housing Development Loan Program. To allow for flexibility, the attached resolution would permit the Administration to issue the CDBG funds as either Option 1 or Option 2. Proposed Ground Lease Terms While the Project is viable under Option 1, the Developer’s preference is Option 2 for more competitive financing applications. Since an affordable housing deed restriction will limit the Project’s value and annual generation of cash flow, the lease payment affordable to the Project is much lower than for a market-rate housing project. To balance the viability of the Project and while still providing rental income to the City, including the return of the City’s initial investment of $5,633,510, the acquisition of the Property and Ground Lease is proposed to be structured as follows: City’s acquisition of the Property for $7,040,000 o City contributes $5,633,510 in CDBG funds. o Developer contributes $1,406,490, or the balance of the purchase price plus any closing and escrow fees. Annual Ground Lease payments: o Year 0-20: Developer’s $1,406,490, or the final contribution to the purchase price, is consideration for the first 20 years of the Ground Lease. o Year 21-99: In year 21, the annual Ground Lease payment shall be subject to available cash flow and shall be $70,000 with a 3% escalator, compounding annually, applied each year thereafter through the end of the term. This could equate to almost $11 million dollars over years 21-99 of the term. The term of the Ground Lease shall be the earlier of 99 years or upon discontinuation of the affordable housing use; notwithstanding the affordable housing use shall remain in effect for a minimum of 50 years. Upon such termination, Developer shall have the option of acquiring the Property for the then current fair market value of the land. Reasoning for a Below-Market Ground Lease The high cost of land on the city’s east side is a deterrent to the development of affordable housing, and projects developed on high valued land are less competitive for the 9% LIHTC program or related funding. The acquisition of the Property by the City and the subsequent Ground Lease to the Developer will make the Project more financially viable and its development timelier, as the Project is pursuing a 9% LIHTC award. Projects applying to the 9% LIHTC program are scored competitively, and a lower total development cost (TDC), which is based on land costs, soft costs, and construction costs, receive a higher score. The cost of the land would not be factored into the TDC under the Ground Lease scenario, thereby making the Project more competitive for a LIHTC award. In addition to making the Project more competitive for a LIHTC award, the Ground Lease structure would further the City’s priority of land ownership and long-term participation in development projects. Public Benefits A comprehensive analysis of public benefits is provided as Exhibit B, and a summary is as follows: Affordable housing is the key to reducing intergenerational poverty and increasing economic mobility. An adequate supply of safe and affordable housing is essential in reducing homelessness and the associated public costs. The location of the Project is deemed to be a “high opportunity area,” or a neighborhood that provides economic and social benefits to residents living there. The development of affordable housing is challenging in these areas due to impediments such as high land costs, lack of buildable land, and zoning restrictions. The Project will provide geographic distribution of affordable housing for seniors near transit, healthcare, socialization opportunities, fitness centers, educational opportunities, fresh food, green space, and essential services. Affordable housing is an important social determinant of physical and mental health and well- being. By 2050, the number of adults aged 65 years and older is expected to double in the United States. A key lever to promote healthy aging in communities is affordable housing, especially for older adults who have limited incomes. Rental assistance for seniors in the form of rent subsidy is very rare as federal funding for such is limited. This project brings this very benefit to the public as HASLC has formally allocated and approved such subsidy for at least 15 years. In addition to the public benefits listed above, the Project supports numerous goals and objectives in Housing SLC and Thriving in Place, such as new units of affordable housing, geographic distribution of affordable housing, partnerships with the HASLC, housing for seniors, long-term affordability, and access to transit. Regulations and Environmental Compliance In order to issue the funding for either Option 1 or Option 2, the Administration is required to ensure that City and U.S. Department of Housing and Urban Development (HUD) regulations are met. This includes complying with the federal requirement 24 CFR 58.5 regarding HUD environmental standards. The City is in the process of conducting an environmental assessment process that will inform the correct noticing and mitigation standards are met. PUBLIC PROCESS: Under Utah law, after first holding a public hearing, a municipality may “authorize municipal services or other nonmonetary assistance to be provided to a nonprofit entity, whether or not the municipality receives consideration in return.” Utah Code §10-8- 2(1)(a)(v). Because HASLC is a special purpose government agency and HAME is a nonprofit entity, the City may waive the fair-market rental rates it would ordinarily be required to receive for use of City-owned property so long as the municipal legislative body first holds a public hearing regarding the waiver and authorizes the Administration to enter into the land lease for the below-market lease rates. While a formal public benefits analysis is not required pursuant to Utah law, an informal public benefits analysis is provided as Attachment B to provide an analysis of the public benefits to be received in exchange for a waiver of the fair-market rents for a land lease. EXHIBITS: A. Ground Lease Term Sheet B. Public Benefits Analysis C. Resolution EXHIBIT A GROUND LEASE TERM SHEET FAIRMONT HEIGHTS 2257 South 1100 East GROUND LEASE TERMS Project Description:One or more affordable housing buildings, targeted to seniors, that may be developed in one or more phases, with approximately 110 units, that are a mix of one and two- bedrooms, with approximately 80% of the units affordable to households at 80% of the area median income (AMI) and below and approximately half of the units affordable to 50% AMI and below (“Project”). Lessee:Housing Assistance Management Enterprise (“HAME”) or its affiliates. Term:The earlier of 99 years or upon discontinuation of the affordable housing use; notwithstanding the affordable housing use shall remain in effect for a minimum of 50 years. Upon termination of the affordable housing use at or after 50 years, Lessee shall have the option to maintain ownership of the Project and to acquire the land for the current fair market value of the land, unless a discounted purchase price is approved at that time by the Salt Lake City Council. Term Commencement Date: The ground lease shall be executed upon closing on the City’s acquisition of the property. The City shall acquire the property for a price equal to $7,040,000 plus any applicable closing and escrow costs and fees, which is anticipated to be paid as follows: (i) $5,633,510 shall be paid by the City, and (ii) the balance of the purchase price plus any closing and escrow fees and costs will be paid by Lessee. Ground Lease Payment:Years 0 – 20: The amount paid by Lessee for the purchase of the property shall be credited as compensation for the first 20 years of the term. Years 21 – 99: Beginning in year 21, an annual ground lease payment of $70,000 shall be paid out of surplus cash flow, with a 3% escalator beginning in year 22 through the end of the term. If sufficient surplus cash flow is not available in a particular year, the respective ground lease payment shall be reduced accordingly. Timeliness Requirement: Lessee or an affiliate thereof shall entitle, finance, permit, and commence construction on the first phase of the Project on or before June 30, 2026. If Lessee does not commence construction on the first phase of the Project on or before June 30, 2026, and if the ground lease has been executed as of such date, the City may terminate the ground lease and, upon termination of the ground lease, shall refund Lessee for the remaining years of the term. Termination of the lease by the City shall be subject to budget approval by the Salt Lake City Council to refund any balance due for the remaining years of the term. Subordination:The ground lease may be subordinated to one or more Land Use Regulatory Agreement recorded by Utah Housing Corporation. In addition, the ground lease may be subject to standstill provisions as may be required by the Project’s tax credit investor and lenders. Affordability Requirement: Upon and after commencement of redevelopment of the property, the Project shall be developed and continuously operated as affordable housing, with a majority of the units affordable and restricted to households earning up to 80% of the AMI and below. Over the first 50 years of the term, approximately 80% of the units shall be affordable to households at 80% AMI, with approximately half of the units affordable to 50% AMI and below. After the first 50 years of the term, the affordability levels of the units may be adjusted upon approval by the City notwithstanding at least 80% of the units shall be affordable to 80% AMI and below at all times. Tenant Selection and Fair Housing: Upon and after commencement of redevelopment of the property, the Project shall comply with federal fair housing laws and tenant selection policies pursuant to the low-income housing tax credit (LIHTC) program or its successor. Reporting Requirement:On an annual basis, Lessee will submit to City a report on the project’s financial status, including the submission of audited financial statements, and sufficient information to demonstration compliance with the City’s ground lease, containing such information a reasonably requested by City. Ground Lease Structure:It is the intent of the parties that the ground lease be structured in a manner that results in the Lessee being the owner of any and all improvements on the property for federal income tax purposes during the term of the ground lease. Project Phases If the Project is to be developed in two or more phases, the City may amend the ground lease to incorporate any changes to the development of the Project. Assignment:The ground lease may be assigned by Lessee upon the sale of the Project, provided that such assignee assumes the obligations of Lessee under the ground lease and that the Property is transferred subject to the terms and conditions of the ground lease. Note: A $1,000,000 loan was awarded through the RDA’s 2024 Affordable Housing Notice of Funding Availability to HAME’s development partner, Lincoln Avenue Communities. These funds are intended to be utilized for acquisition and construction costs for the project. EXHIBIT B INFORMAL PUBLIC BENEFITS ANALYSIS MEMORANDUM TO: City Council Members SUBJECT: Informal Analysis of Public Benefits Provided by Fairmont Heights Apartments, LP, a Utah Limited Partnership, in Exchange for a Below-market Ground Lease of Property or Below-market Interest Rate on an Acquisition Loan for the Property. INTRODUCTION Fairmont Heights Apartments, LP (collectively the “Developer”), is a limited partnership between Housing Assistance Management Enterprise (HAME), a 501(c)(3) corporation formed by the Housing Authority of Salt Lake City (HASLC), and Lincoln Avenue Communities. Developer has executed a purchase and sale agreement to acquire 0.81 acres of property located at 2257 South 1100 East in Salt Lake City (“Property”) for the purposes of developing an affordable housing project that will be operated by HASLC or a third party under its control. The development, which may be constructed in multiple phases, will be targeted to seniors, with approximately 110 units, that are a mix of one and two-bedrooms, with approximately 80% of the units affordable to households at 80% of the area median income (AMI) and below and approximately half of the units affordable to 50% AMI and below (“Project”). Through the Fiscal Year 2024 (FY 24) budget, the City Council allocated $5,633,510 of Community Development Block Grant (CDBG) program income (“Affordable Housing Funds”) for the acquisition of property to be used for the development of affordable housing. The City intends to contribute the Affordable Housing Funds to the Project to facilitate its financial feasibility and timely development. The funding is intended to be structured as one of the following: Option 1 – Loan: The City would loan HAME, or its affiliates, the Affordable Housing Funds, with the loan structured as an acquisition loan that converts to permanent financing. The interest rates for the loan are below market interest rates. Option 2 – City Acquisition and Ground Lease: The City would acquire the Property and subsequently ground lease the Property to HAME for a below market lease rate (the “Ground Lease”), with the terms as further described herein. While the Project is viable under Option 1, the Developer’s preference is Option 2 for more competitive financing applications. Under both options, the Administration proposes to provide a loan or lease at a below market rate (the “City Assistance”)and the Administration is requesting that the City Council approve the City Assistance for each option. Though a formal analysis of the benefits to be received by the City in exchange for the benefit provided to HAME is not required under Utah Code ⸹10-8-2 as a non-profit corporation, this informal analysis has been prepared to help assist the City Council’s evaluation of the recommended action. LEGAL FRAMEWORK Under Utah law, after first holding a public hearing, a municipality may “authorize municipal services or other nonmonetary assistance to be provided to a nonprofit entity, whether or not the municipality receives consideration in return.” Utah Code §10-8-2(1)(a)(v). Because HASLC is a federally funded Special Purpose Government Agency and HAME is a non-profit corporation, the City may waive the fair-market rental rates and interest rates it would ordinarily be required to receive for use of the City Property so long as the municipal legislative body first holds a public hearing regarding the waiver and authorizes the Administration to enter into the Ground Lease at the below-market lease rate or the loan at the below market interest rate. Utah Code §10-8-2(3) outlines the purposes for which a municipal body may appropriate funds as “for any purpose that, in the judgment of the municipal legislative body, provides for the safety, health, prosperity, moral well-being, peace, order, comfort, or convenience of the inhabitants of the municipality.” The factors that must be considered in determining the propriety of such an appropriation or waiver if made to any type of entity or individual other than a nonprofit entity as set forth under Utah Code §10-8-2(3)(e). Here, it may be helpful to consider the same factors: (1) The specific benefits (including intangible benefits) to be received by the City in return for the arrangement; (2) The City’s purpose in making the appropriation, including an analysis of how the safety, health, prosperity, moral well-being, peace, order, comfort or convenience of the residents of Salt Lake City will be enhanced; and (3) Whether the appropriation is “necessary and appropriate” to accomplish the reasonable goals and objectives of the City in the area of economic development, job creation, affordable housing, blight elimination, resource center development, job preservation, the preservation of historic structures and property, and any other public purpose. BACKGROUND OF THE PROJECT The high cost of land on the city’s east side is a deterrent to the development of affordable housing, and projects developed on high valued land are less competitive for the 9% LIHTC program or related funding. The acquisition of the Property by the City and the subsequent Ground Lease to the Developer will make the Project more financially viable and its development timelier, as the Project is pursuing a 9% LIHTC award. Projects applying to the 9% LIHTC program are scored competitively, and a lower total development cost (TDC), which is based on land costs, soft costs, and construction costs, receive a higher score. The cost of the land would not be factored into the TDC under the Ground Lease scenario, thereby making the Project more competitive for a LIHTC award. In addition to making the Project more competitive for a LIHTC award, the Ground Lease structure would further the City’s priority of land ownership and long-term participation in development projects. TERMS OF THE TRANSACTIONS AND PUBLIC BENEFITS PROVIDED I. Terms of Ground Lease; Costs to the City Under the Ground Lease scenario, the City collects rent in return for the Developer to develop and operate the Project on the Property. This allows the City to maintain long-term ownership of the land and also receive a stream of rental income. Since affordable housing deed restrictions will limit the Project’s value and annual generation of cash flow, the ground lease payment affordable to the Project is much lower than for a market-rate housing project. To balance the viability of the Project while still providing rental income to the City, including the return of the City’s initial investment of $5,633,510, the acquisition of the Property and Ground Lease is proposed to be structured as follows: City’s acquisition of the Property for $7,040,000 o City contributes $5,633,510 in Affordable Housing Funds o Developer contributes $1,406,490, or the balance of the purchase price plus any closing and escrow fees. If possible, Developer may utilize the proceeds of the loan approved for the Project by the RDA Board to free up other capital for predevelopment costs. Annual Ground Lease payments: o Year 0-20: Developer’s $1,406,490, or the final contribution to the purchase price, is consideration for the first 20 years of the Ground Lease. o Year 21-99: In year 21, the annual Ground Lease payment shall be subject to available cash flow and shall be $70,000 with a 3% escalator, compounding annually, applied each year thereafter through the end of the term. This could equate to almost $11 million dollars over years 21-99 of the term. The term of the Ground Lease shall be the earlier of 99 years or upon discontinuation of the affordable housing use; notwithstanding the affordable housing use shall remain in effect for a minimum of 50 years. Upon such termination, Developer shall have the option of acquiring the Property for the then current fair market value of the land unless a reduced purchase price is approved by the City Council at that time. While the proposed payments for the Ground Lease are below the value of a lease rate for a market-rate housing project, the numerous community benefits provided by the Project justify the use of the City’s resources, and the Ground Lease payments, although below market-rate, will still return the City’s initial capital investment and provide a revenue stream to the City over time. II. Terms of the Loan While not the preferred option, if the City were to provide the loan at a below market interest rate, if the Project is approved for tax credits, the City would receive a return on its investment through interest payments over the life of the loan and the Project would continue to provide public benefits as described herein. With a loan, the Project’s tax credit application is less competitive but still possible to be approved. The acquisition loan would be structured with deferred payments, 0% interest that converts to 3% interest on February 1, 2026 if the loan has not converted to permanent financing by that time. Upon receipt of construction financing and tax credits through the Low Income Housing Tax Credit (LIHTC) program, the City’s short-term acquisition loan would convert to permanent financing with a 40-year term, 1% interest rate, and interest-only payments from cash flow, with the outstanding principal and interest due at loan maturity. III. Public Benefits Provided by the Project The Project as planned will provide approximately 110 units of affordable housing that will be targeted to seniors, with approximately 80% of the units affordable to households at 80% of the area median income (AMI) and below and approximately half of the units affordable to 50% AMI and below. A lack of affordable housing costs the City public resources, and also causes numerous negative social outcomes. Providing City Assistance to facilitate the development of affordable housing will save public resources and provide better outcomes for residents, as follows: Housing is the key to reducing intergenerational poverty and increasing economic mobility. Research shows that increasing access to affordable housing is the most cost-effective strategy for reducing poverty and increasing economic mobility in the United States. Unaffordable housing is the most significant contributor to homelessness. An adequate supply of safe and affordable housing is essential in reducing homelessness and the associated public costs. The location of the Project is deemed to be a “high opportunity area,” or a neighborhood that provides economic and social benefits to residents living there. The development of affordable housing is challenging in these areas due to impediments such as high land costs, lack of buildable land, and zoning restrictions. The Project will provide geographic distribution of affordable housing for seniors near transit, healthcare, socialization opportunities, fitness centers, educational opportunities, fresh food, green space, and essential services. Affordable housing is an important social determinant of physical and mental health and well-being. High-quality housing limits exposure to environmental toxins that impact health. Stable and affordable housing also supports mental health by limiting stressors related to financial burden or frequent moves. By 2050, the number of adults aged 65 years and older is expected to double in the United States. Lower income adults become economically insecure older adults who do not have the resources to pay for a decent quality of life in those remaining years. A key lever to promote healthy aging in communities is affordable housing, especially for older adults who have limited incomes. Rental assistance for seniors in the form of rent subsidy is very rare as federal funding for such is limited. This project brings this very benefit to the public as HASLC has formally allocated and approved such subsidy for at least 15 years. III. Salt Lake City’s Purposes and Enhancing the Quality of Life for Residents. Through the benefits listed above, the Project aims to increase the city’s supply of affordable housing and to provide safe, stable housing for aging residents that are 62 years and older. Further, the Project will provide a high quality of life for residents by being located in a high opportunity area that is adjacent to transit and green space, and in a neighborhood that is walkable with fresh food, essential services, employment opportunities, and entertainment opportunities. Without this type of housing, the city’s senior residents may struggle with homelessness, unsafe housing, unstable housing, overcrowding, and cost burdens. IV. Accomplishing Salt Lake City’s Goals. Once constructed, the Project fulfills several of the Council’s priorities, including transit- accessible affordable housing for seniors, and the geographic distribution of affordable housing development. Specifically, the Project fulfills the following goals and objectives identified in Housing SLC and Thriving in Place: Housing SLC: 2023 - 2027 o Goal 1: Make progress toward closing the housing gap of 5,500 units of deeply affordable housing and increase the supply of housing at all levels of affordability. o Strategy O: Apply for or partner with an entity that applies for state or federal funds or tax incentives to promote the construction of moderate income housing, an entity that applies for programs offered by the Utah Housing Corporation within that agency’s funding capacity, an entity that applies for affordable housing programs administered by the Department of Workforce Services, an entity that applies for affordable housing programs administered by an association of governments established by an interlocal agreement under Title 11, Chapter 13, Interlocal Cooperation Act, an entity that applies for services provided by a public housing authority to preserve and create moderate income housing, or any other entity that applies for programs or services that promote the construction or preservation of moderate income housing. o Strategy T: Ratify a joint acquisition agreement with another local political subdivision for the purpose of combining resources to acquire property for moderate income housing. o Strategy U: Develop a moderate-income housing project for residents who are disabled or 55 years old or older. Thriving in Place: Salt Lake City’s Anti-Displacement Strategy o Guiding Principle 3: Produce more housing, especially affordable housing. o Strategy Priority 3C: Create more diverse housing choices in all areas so that people can find housing that meets their needs in locations that work for them. o Strategy Priority 3D: Utilize publicly owned property to leverage land assets in support of long-term affordability and equitable development. o Strategy Priority 3E: Prioritize long-term affordability, integration of supportive services, and access to transit and other amenities to create stable living environments where lower income families and residents can thrive. The City Assistance is necessary and appropriate to accomplish the reasonable goals and objectives, as outlined above, of the City for the public purpose of affordable housing. CONCLUSION The development of the Project by Developer will be a benefit to the residents of the city. Providing the City Assistance is an appropriate use of City resources to achieve the “reasonable goals and objectives of the City in the area of economic development, job creation, affordable housing, blight elimination, resource center development, job preservation, the preservation of historic structures and property.” The Project helps to achieve the City’s goals by creating a net increase of affordable housing for seniors in a high opportunity area of the city that is near transit, healthcare, socialization opportunities, fitness centers, educational opportunities, fresh food, green space, and essential services. RESOLUTION NO. OF 2024 (Approving the Public Benefit Analysis for the Fairmont Heights Project located at 2257 South 1100 East, Salt Lake City) WHEREAS, Fairmont Heights Apartments, LP, a Utah limited partnership, or another special purpose entity owned or to be owned by Housing Assistance Management Enterprise (“HAME”) in partnership with Lincoln Avenue Communities (the “Developer”), desires to develop an affordable housing project that will be targeted to seniors, with approximately 110 units, that are a mix of one and two-bedrooms, with approximately 80% of the units affordable to households at 80% of the area median income (AMI) and below and approximately half of the units affordable to 50% AMI and below (the “Project”); and WHEREAS, Developer and the City desire to locate the Project on approximately 0.81 acres of the real property that may be acquired by HAME or the City and that is located at 2257 South 1100 East, Salt Lake City (the “Property”); WHEREAS, the primary beneficiaries of the construction of the Project will be low income seniors in an effort to expand the city’s affordable housing stock near transit, green space, healthcare, recreation, and services for economically insecure older adults; and WHEREAS, if the City provides assistance in the form of either a below-market lease rate or a below-market loan interest rate, the City’s assistance will ensure the financial viability and timely development of the Project; and WHEREAS, the City is willing to provide assistance to Developer in either the form of a 99-year below-market ground lease or an acquisition loan converting to a permanent loan at below-market interest rate (individually and together, the “City Assistance”); and WHEREAS, Utah Code Section 10-8-2(1)(a)(i) allows public entities to provide nonmonetary assistance and waive fees to and for nonprofit entities after a public hearing; and WHEREAS, though Utah Code Section 10-8-2 does not require a study for such waiver or assistance, in this case the Administration voluntarily performed an analysis of the nonmonetary assistance to the nonprofit corporation (the “Analysis”); and WHEREAS, the City Council has conducted a public hearing relating to the foregoing, in satisfaction of the requirements of Utah Code Section 10-8-2; and WHEREAS, the Council has reviewed the Analysis, and has fully considered the conclusions set forth therein, and all comments made during the public hearing; NOW, THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City, Utah, as follows: 1. The City Council hereby adopts the conclusions set forth in the Analysis, and hereby finds and determines that, for all the reasons set forth in the Analysis, the City Assistance is appropriate under these circumstances. 2. The City Council hereby authorizes the City administration to negotiate the final terms of the transaction for the purchase and ground lease of the Property or loan secured by the Property, and execute the relevant documents consistent with this Resolution and incorporating such other terms and agreements as recommended by the City Attorney’s office. Passed by the City Council of Salt Lake City, Utah, on , 2024. SALT LAKE CITY COUNCIL By: CHAIRPERSON ATTEST: CITY RECORDER 2 APPROVED AS TO FORM: Salt Lake City Attorney’s Office By: Kimberly Chytraus, Senior City Attorney 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: Allison Rowland Senior Budget & Policy Analyst DATE:May 7, 2024 RE: FISCAL YEAR 2024-25 BUDGET: OPEN LEGISLATIVE INTENTS RESPONSES FROM 2024 ISSUE AT-A-GLANCE In April 2024, the Administration transmitted responses to the Legislative Intents adopted by the Council as part of the Fiscal Year 2024 (FY24) budget, and the Intents outstanding from previous years. The purpose of this update, which is a combination of the typical briefings #2 and #3 (see Attachment C1), is for the Council to raise any pending questions on Legislative Intents adopted previously and consider closing some of them. The responses to the second round of Administration responses to each Legislative Intent were received April 11, 2024 and are summarized below. Potential Council policy questions are noted in the context of each item, along with Council staff recommendations to either leave open, or to close. Recommendations to close (or consider closing) include whether the item would then be considered complete or would continue indefinitely as a policy change. The Council can consider closing any Legislative Intent during this briefing. FY24 Legislative Intents were discussed with the Administration in the Council Work Session on October, 2023. The full text of all open Legislative Intents can be found in Attachment C2, and complete Administration responses from April can be found in the transmittal. Any new information on a particular Intent provided in the Mayor’s FY25 Recommended Budget (MRB) will be included for Council consideration in the discussions of new FY25 Legislative Intents. Goal of the briefing: Review the status of past years’ Legislative Intents, consider options, and potentially straw poll Council support for changing the status on specific items. Note: if Council Members don’t indicate otherwise on a specific intent, staff will proceed according to the recommendations below. Item Schedule: Briefing: May 7, 2024 Set Date: n/a Public Hearing: n/a Potential Action: n/a 2 SUMMARY OF ADMINISTRATION RESPONSES, APRIL 11, 2024 1. Airport Title Staff Status Assessment FY24 - Air Quality and Transit Investment. In the October 10, 2023 briefing, Airport leaders presented a document prepared in response to the Council’s intent (see Attachment C3). An updated document, titled Mid and End of Year Update to Report on Legislative Intent, was included in the Administration’s April 11 transmittal. It begins on page 12 of the transmittal, and the latest updates in red font. Key items addressed include: - The addition of an Airport stop to UTA Route 551. UTA stated that this route is not the best use of capital funds, since 5600 West is already planned. The 5600 West bus route is currently planned to run from the Salt Lake Central Station, through the Airport and along 5600 West, terminating at 9000 South. - The Airport’s request that UTA expand their bus service hours to run from 4:00 am to 1:00 am within the Salt Lake City/West Valley City area, potentially with some City funding through the City and UTA’s current interlocal agreement to augment service. - The Airport’s sign transition program for passengers includes assistance for public transit options. The Department will be having a follow up meeting with UTA customer service to identify other beneficial opportunities to engage passengers. - Discussion of the expansion of the current Salt Lake City-subsidized UTA On- Demand system to cover areas beyond 2200 West for Airport employees only. Close and complete? 2. Attorney’s Office Title Staff Status Assessment FY24 Department Role Clarity in Ordinance. The Attorney’s Office prepared a draft amendment to City Code that identifies the functions and responsibilities of the Sustainability Department. The Council is scheduled to discuss the draft in an upcoming work session in May. Corresponding drafts are pending for the Department of Economic Development, and the Public Lands Department, along with several other City departments. Open. FY24 Pay Parity among Attorneys. The Salt Lake City Prosecutor’s Office has expressed its support for a review process and willingness to participate in further discussions. The Council may wish to request additional information from the Attorney’s Office on their efforts to bring the Salt Lake Legal Defenders and County prosecutors into the discussion. The City Prosecutor’s Office mentioned the need to consider numerous factors that may impact parity among attorneys in different organizations, like constitutional mandates, caseload and types, staff support, and others. Based on the level of complexity this entail, would the Council like to ask the Open. 3 Attorney’s Office whether it would prefer that the Human Resources Department conduct this evaluation? FY23 Boarded Building Fee (with Finance and CAN). The Administration reports that the updated boarded building fee structure proposal received a unanimous positive recommendation from the Planning Commission. The associated changes are scheduled to be transmitted to the City Council but have not yet been received. Open. FY23 Open and Public Meetings Act (OPMA). This response was listed as forthcoming in the April 11 transmittal. Open. FY21 – Decriminalization Review of City Code. The Attorney’s Office reported that its initial review revealed that more attention and expertise will be needed to complete this review. The Attorney’s Office assigned a staff attorney to this project, and the Salt Lake City Prosecutor’s Office has expressed its support for this project and offered some preliminary information. The project will be continued in the coming fiscal year. Open. 3. Community and Neighborhoods Department Title Staff Status Assessment FY24 Options for Citywide Zoning Re-evaluation. The outline of a work plan appears in the transmittal, with options for potential Citywide zoning improvements. It includes: consolidation of all existing mixed use and commercial zoning districts to a much smaller group of form-based districts; options for consolidating the single- family zoning districts; updating the RMF-35, RMF-45, and RMF-75 zoning districts; and, integrating water use, consumption, and conservation with land use planning. Close and complete? FY23 Youth and Family Program Streamlining. The FY24 Mayor’s Recommended Budget proposed $100,000 for a Youth & Family Strategic Plan to help ensure that the City effectively serves local youth and does not duplicate other community programs. CAN reports that it has worked with Procurement on an RFP for a consultant for the Strategic Plan. It is to include analysis of Youth and Family’s programming and consideration of the availability of resources and needs within the community. Would the Council like to confirm with CAN that the RFP explicitly includes review of youth programs in the Fire and Police Departments? Open. 4 FY22 Trips-to-Transit Expansion Evaluation. The Administration responded with three main points: “Additional funding in the fiscal year 2024 budget for the UTA On-Demand program has allowed for the restoration of service to levels that meet the high demand in the Westside service area. Expansion of the current service area and/or the creation of new service areas in other parts of the City can be evaluated in partnership with UTA and the on- demand service provider to determine potential budget implications. Transportation recommends one more year before developing expansion cost estimates to allow for additional data collection and for the ridership trends to stabilize in the current service area.” The Council may wish to request that the Administration carry out an evaluation of potential Expansion in partnership with UTA and the on-demand service provider to determine potential budget implications. Open. 4. Department of Economic Development Title Staff Status Assessment FY15 - Maintenance of Business Districts. See description under Public Services Department. 5. Finance Department Title Staff Status Assessment FY24 - Legal Defenders Association. The Administration responded “The funding for Legal Defenders will be discussed during the Administration’s budget deliberations. Any changes to the funding source will be addressed at that time.” Open. FY23 Consolidated Fee Schedule Holistic Review. In 2024, the Administration reported that the Finance Department is ready and available to respond to any Council recommendations for an evaluation of the Consolidated Fee Schedule. Council staff will follow up with Finance on this effort. Open. FY23 - Grants and Ongoing Programs. The Administration reported in 2024 that the response is forthcoming. In 2023, it reported that the Finance Department is working on a five-year historical trend for grants moving into new programs. Further detail regarding the approach the Finance Department will take, and the information gathered is forthcoming. The Council may wish to inquire about an estimated date that this work will be complete. Open. 5 FY15 Maintenance of Business Districts. See description under Public Services Department. 6. Mayor’s Office Title Staff Status Assessment FY24 Apprenticeship Program Incentives. Among the strategies that the Administration reports using are: Dividing the initial roughly $1 million allocation for these programs among two efforts: to pay salaries for 35 apprentices, and to offset additional costs of four apprenticeship positions that were employed full-time in Public Services. The potential of becoming full-time employees with benefits like healthcare and tuition assistance. Continuing to enjoy the relationships with the mentors and colleagues at the City. The work-life balance encouraged by the City. Close and continue. FY24 Evaluating Efficiencies across Diversified Response Teams. The Administration reported that a response is forthcoming. The Council may wish to inquire with the Administration regarding a timeline for this effort, and what information may be available during budget deliberations. Open. 7. Police Department Title Staff Status Assessment FY21 - Police Department Role. Council staff note: These responses are also related to the evaluation of diversified response, which the Council has requested from the Mayor’s Office. a.Social Workers. The Administration reported, “The Community Connections Team is fully staffed with 3 current vacancies that are in the hiring process. They continue to provide referrals, resources and co-response throughout the City.” Close and complete. b.Internal Affairs Unit. In FY23, the Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for continuity and steady leadership since the position is not subject to rotating assignments. Open 6 c.Police Civilian Response Team (CRT). The Department reports that the name of the team is now the Police Community Response Team. It is comprised of 16 FTEs and 1 Lieutenant and all positions are filled. The CRT has responded to approximately 3,000 calls for service through April 2024. Open. 8. Public Lands Department Title Staff Status Assessment FY24 - Golf Fee Structure. The Golf Division reports that it will incorporate a review of its course inventory and pricing structure “through an affordability lens as requested by the Council” in its annual review of the its fee structure, revenue, and expenses. It also plans to research and interview other municipalities that have discounted rate programs. The Division expects to have recommendation for Council review by the end of June 2024. Open. 9. Public Services Department Title Staff Status Assessment FY24 - Building Security. The Administration hired a Safety and Security Manager in late July 2023. The Manager is developing a security program for City facilities, including a vulnerability assessment tool. Capital needs for future investments will be incorporated into that plan. Close. FY15 – Maintenance of Business Districts. At the time the Council adopted this intent, it wished to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). The Council’s intent also was that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. The Public Services Department’s response notes that: The current maintenance funding for the Central Business District and the Sugar House Central Business District comes from the general fund and covers a variety of basic maintenance items. Additional amenities that have been added over time have increased costs, but the operational budget has not increased at a commensurate rate. There is no mechanism in place to provide funding for any additional services from sources outside the general fund. The Department does respond to demand and new requests as they are added through increased budget asks, but there has been no additional expansion of existing programs. The Council may wish to schedule a briefing with multiple departments, including Economic Development and Finance, to Open 7 discuss this further. Staff note: The Council is scheduled to begin discussions regarding renewal of the Central Business Improvement Area in July. 10. Public Utilities Department Title Staff Status Assessment FY23 Water Usage by the City. a.The report on water usage was released in November 2023. The Executive Report is included in the transmittal as an Attachment B. b.In September 2022, the Council added an analysis of the water fee schedule as part of this intent. Open. 11. Council-Led Intents Title Staff Status Assessment FY23 - Rotating Outside Auditing of Each City Department. In a recent Council discussion, Council Members expressed an interest in starting with the Division of Housing Stability. Staff is working with the Administration on developing a scope and will return to the Council with a draft. Open. FY21 – Police Department Reporting Ordinance. Update: Council staff is working with the Attorney’s Office to determine next steps for this item. Open. ATTACHMENTS Attachment C1. Annual Schedule for Review of Legislative Intents. Attachment C2. Outstanding Legislative Intents FY15 to FY23. Attachment C1. Annual Schedule for Review of Legislative Intents Briefing #1: Post-budget discussion Transmittal: n/a Work Session: September Purpose: o Q & A with department representatives o Workshop to refine the Legislative Intents o Receive information from the departments: what’s been tried and/or whether they would like to propose a better approach, etc. o Early status information, first-round thoughts, feedback Briefing #2: Mid-year status update – Timed to coincide with Budget Amendment 3 or 4 Transmittal: January - February Work Session: March Purpose: o Briefing from department representatives o Mid-year update on progress made, department response, impact to budget, if any, etc. o This is not expected to be a 100% complete report or close-out, but rather a mid-term update Briefing #3: Combined with annual budget report Transmittal: No separate transmittal; information and updates included in annual budget information Work Session: Intents would be discussed as part of department annual budget briefings Purpose: o Continue tracking legislative intents and close out as applicable o Refine status and next steps for the coming fiscal year Exceptions: Some items may have a separate timeline identified and those will be considered separately. Attachment C2. OUTSTANDING LEGISLATIVE INTENTS Updated May 2, 2024 A. Airport FY24 - Air Quality and Transit Investment. The City Council formally requests that the Airport submit a written plan (and funding proposal if needed) to the Council regarding plans to encourage and facilitate transit, ride sharing and other transportation options which do not rely on single- passenger vehicles. The Council requests that the plan include milestones and metrics to measure progress on the Airport's investment in mitigating the air quality impact of private vehicle trips to the airport, the environmental impact of the addition of parking lot impervious surface to accommodate those vehicle trips, and shared advocacy. Efforts to support and encourage transit opportunities for the traveling public are also encouraged by the Council. In making this request the City Council recognizes that the Airport makes strong environmental investments in its construction and operations. B. Attorney’s Office FY24 - Department Role Clarity in Ordinance. It is the intent of the Council to ask the Attorney’s Office to propose updates to the City’s code that define and discuss the respective roles of City departments. This review should include, but not be limited to, the Sustainability, Economic Development, and Public Lands Departments. Per Council discussion, Sustainability is the priority. FY24 - Pay Parity among Attorneys. It is the intent of the Council that the Administration evaluate pay parity among the City Attorney’s Office, Salt Lake Legal Defenders, the City prosecutors, and the County prosecutors. Because this may be a longer-term issue, the Council could ask that the Human Resources Department conduct a more thorough evaluation on this topic and recommend strategies to achieve pay parity over the longer term. First priority is that attorneys on both sides of a courtroom have pay parity; second would be parity among agencies (County, State, Municipal). FY23 - Boarded Building Fee. It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded-building fee, or request that the Attorney’s Office provide a draft directly to the Council Office. FY23 - Open and Public Meetings Act (OPMA). It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney’s Office develop an ordinance more specifically codifying this understanding. FY21 - 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 de-criminalized. 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. C. Community and Neighborhoods Department FY24 - Options for Citywide Zoning Re-evaluation. It is the intent of the Council that the Administration prepare a work plan that outlines options for potential Citywide zoning improvements. FY23 - Youth and Family Program Streamlining. It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City’s role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. Step 1 of this multi-step process was completed in FY23. Other steps involve evaluating potential staffing redundancies and reviewing Fire Department and Police Department programs for potential changes. FY22 - Trips-to-Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to serve Westside neighborhoods in late 2021, to other areas of the City. D. Department of Economic Development FY15 - Maintenance of Business Districts. See description under Public Services Department. E. Finance Department FY24 - Legal Defenders Association. It is the intent of the Council to request the Administration: shift funding for the Legal Defenders contract to Funding Our Future, under the policy umbrella of Public Safety, with the rationale that these attorneys are an integral piece of the criminal justice system and often connect clients to resources and services to help them recover from an addiction or otherwise help them get back on their feet. discuss with Salt Lake County whether it would be more efficient for the County to manage the full contract, with the City contributing funding towards it. FY23 - Consolidated Fee Schedule Holistic Review. It is the intent of the Council to complete a holistic evaluation of the City’s Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY23 - Grants and Ongoing Programs. It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY15 - Maintenance of Business Districts. See description under Public Services Department. F. Mayor’s Office FY24 - Apprenticeship Program Incentives. It is the intent of the Council to ask the Administration to recommend strategies to incentivize an employee who works through the City Apprenticeship program to remain with the City once they are certified. FY24 - Evaluating Efficiencies of All Diversified Response Teams. It is the intent of the Council to ask the Administration to evaluate all response teams that may be considered part of a diversified response to public safety, establish common metrics, and evaluate whether there are opportunities for efficiencies or streamlining, including clarity on dispatch and whether/if the public is intended to contact any teams directly and how resources are deployed. In addition, to clarify roles of each team and how a call for service is routed from one team to another, and how calls from the public are routed. G. Police Department FY21 - 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. Park rangers were shifted to the Public Lands Department in 2021. a.Social Workers. b.Internal Affairs Unit. c.Police Civilian Response Team. H. Public Lands Department FY24 - Golf Fee Structure. It is the intent of the Council to ask the Administration to evaluate developing a program for the Golf Division that could provide discounted rates to reduce financial barriers for City residents, especially those with limited financial resources. I. Public Services Department FY24 - Building Security. It is the intent of the Council that the Administration prioritize hiring the new Safety and Security Manager FTE proposed for the Public Services Department and return to the Council by the end of 2023 with recommendations for how the building security funds could be used. FY15 - Maintenance of Business Districts. It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. This Intent includes SAAs. The work should involve the Department of Economic Development and the Finance Department. J. Public Utilities Department FY23 - Water Usage by the City. It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. K. Council-Led Intents FY23 - Rotating Outside Auditing of Each City Department. It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents’ needs while being fiscally responsible with the taxpayer dollars. FY21 - 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. The Council adopted a body worn camera ordinance in 2020, but not broader reporting metrics. Initially, the Council also intended to create an ordinance that establishes reporting requirements for internal information collected by and related to the PD. The Council’s operational audit of the PD (Matrix Consulting) recommended expanding public reporting, such as metrics related to: o internal affairs, o external complaints, o workforce demographics and vacancies, o body worn cameras (new software to facilitate review was funded), and use of force. ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer jill love 04/12/2024 jill love (Apr 12, 2024 09:50 MDT)Date Received: Jill Love, Chief Administrative Officer Date sent to Council: 04/12/2024 TO:Salt Lake City Council DATE: April 11, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer SUBJECT:FY 2024 Open Legislative Intents Responses SPONSOR:NA STAFF CONTACT: Randy Hillier, (801) 535-6606 or Mary Beth Thompson (801) 535-6403 DOCUMENT TYPE: Legislative Intents RECOMMENDATION: The Administration is forwarding to the City Council responses to the City Council’s FY 2024 adopted legislative intents and further responses from prior fiscal year’s open legislative intents. The Administration’s final responses to the above-mentioned legislative intents will also be contained in the FY 2024-25 Mayor’s Recommended Budget Book. BUDGET IMPACT: None PUBLIC PROCESS: Public Hearing Gregory Cleary Gregory Cleary (Apr 11, 2024 09:37 MDT)Alejandro Sanchez (Apr 11, 2024 10:02 MDT) 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 NEW AND OUTSTANDING LEGISLATIVE INTENTS Updated April 10, 2024 A.Airport FY 2024 - Air Quality and Transit Investment. The City Council formally requests that the Airport submit a written plan (and funding proposal if needed) to the Council regarding plans to encourage and facilitate transit, ride sharing and other transportation options which do not rely on single-passenger vehicles. The Council requests that the plan include milestones and metrics to measure progress on the Airport's investment in mitigating the air quality impact of private vehicle trips to the airport, the environmental impact of the addition of parking lot impervious surface to accommodate those vehicle trips, and shared advocacy. Efforts to support and encourage transit opportunities for the traveling public are also encouraged by the Council. In making this request the City Council recognizes that the Airport makes strong environmental investments in its construction and operations. FY 2024 Administration Response: The Department of Airports is continuing to pursue the projects presented in its briefing to Council last October. An informal transmittal is attached, with updates to specific projects in red font. See Attachment A. B.Attorney’s Office FY 2024 - Department Role Clarity in Ordinance - It is the intent of the Council to ask the Attorney’s Office to propose updates to the City’s code that define and discuss the respective roles of City departments. This review should include, but not be limited to, the Sustainability, Economic Development, and Public Lands Departments. Per Council discussion, Sustainability is the priority. FY 2024 Administration Response: The City Attorney’s Office submitted to the Council proposed ordinance revisions/a transmittal memo on changes to Title 2 related to the Sustainability Department. The Office is currently working on recommendations for other departments, including the Economic Development Department and the Department of Public Lands. FY 2024 - Pay Parity among Attorneys - It is the intent of the Council that the Administration evaluate pay parity among the City Attorney’s Office, Salt Lake Legal Defenders, the City prosecutors, and the County prosecutors. Because this may be a longer-term issue, the Council could ask that the Human Resources Department conduct a more thorough evaluation on this topic and recommend strategies to achieve pay parity over the longer term. First priority is that attorneys on both sides of a courtroom have pay parity; second would be parity among agencies (County, State, Municipal). FY 2024 Administration Response: The Salt Lake City Prosecutor’s Office supports a review process and is willing to participate in any discussions and efforts. This effort addresses two priorities. “The first priority is that attorneys on both sides of a courtroom have pay parity”: Discussion requires definition of terms so that those examining the issue have a base for understanding, and a review of the various factors that may impact parity such as – constitutional mandates, statutory obligations; other legal mandates, rules and requirements; funding sources and budgetary stability, caseloads, case types, workloads, experience levels, trial duties, administrative duties, respective attorney and support staffing levels, physical offices, proximity to courthouses, etc. “Second would be parity among agencies (County, State, Municipal)”: The same factors above that are relevant side-to-side in a courtroom will be relevant to the different levels of government and courts: justice courts, district courts, state appeal courts. For example, recent salary adjustments that began at the state AG level have created improvements in attracting interest and commitments to work for the Salt Lake City Prosecutor’s Office. FY 2023 - Boarded Building Fee – It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded-building fee, or request that the Attorney’s Office provide a draft directly to the Council Office. FY 2024 Administration Response: The updated boarded building fee structure proposal received a unanimous positive recommendation from the Planning Commission. The associated changes will be transmitted to the City Council near the end of this April. Prior Year’s Response - A transmittal will soon be submitted by the department with the requested fee and details regarding the program associated with the fee. FY 2023 - Open and Public Meetings Act (OPMA) – It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney’s Office develop an ordinance more specifically codifying this understanding. FY 2024 Administration Response: Response forthcoming. FY 2021 - Decriminalization Review of City Code - It is the intent of the Council that an in- depth review be conducted of the City Code to consider items that could be de-criminalized. 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. FY 2024 Administration Response: The Salt Lake City Prosecutor’s Office supports a review process for decriminalization efforts and is willing to participate in any discussions and efforts, noting that there are specific city ordinances that are frequently used and some of great utility that should be retained. Examples of city ordinances that should be retained include: city adoption of the Uniform Fire Code (18.44.010), city adoption of county health ordinances (9.02.010); negligent collision (12.52.340), negligent collision causing serious bodily injury or death (12.52.355), improper lookout (12.52.020), failure to supervise a child (11.60.020), battery (11.08.020), incapable driver (12.24.050), incompetent driver (12.24.030), permitting incompetent driver (12.24.040), targeted residential picketing (11.12.120), expectoration and spitting in public places (11.36.150), one arm driving (12.52.060), opening vehicle doors in traffic (12.52.100), backing of vehicles (12.52.120), allowing unlicensed persons to drive (12.52.200), all ordinances related to animal cruelty and animal attacks (Title 8 Animals Chapter 8.04 Animal Control). The charging level of some offenses might be reviewed (city health violations as MC where county are set as MB). Some city offenses may be compared to state offenses for redundancy and necessity (targeted residential picketing as city code 11.12.120 and state code 76-9-109, reckless driving as city code 12.52.360 and state code 41-6a-528 ). Prior Year’s Response - The initial review of City code, which included a law student clerk and the Prosecutor’s Office, revealed that more attention and expertise will be needed to complete this review, including involvement of the Prosecutor’s Office. The project will be continued in the coming fiscal year. C.Community and Neighborhoods Department FY 2024 - Options for Citywide Zoning Re-evaluation – It is the intent of the Council that the Administration prepare a work plan that outlines options for potential Citywide zoning improvements. FY 2024 Administration Response: FY24 zoning: The Planning Division is preparing a proposal to consolidate all of the existing mixed use and commercial zoning districts (as many as 24 existing zoning districts) into a series of 6 or 7 form based districts. The form-based districts would establish a scale of development, ranging from the smaller neighborhood business districts up to the most intense commercial districts that allow buildings up to 125 feet in height. This would establish code language between districts and add clarity to applying the zoning code. This work plan, which would identify the process, resource needs, and tentative timeline is anticipated to be completed by end of February. Simultaneously, the Planning Division is working on options for the City Council to consider related to consolidating the single-family zoning districts. The options include a list of potential modifications related to minimum lot areas and widths, allowed housing types, lot coverage, building height, and flag lot provisions. This report is expected to be completed by the end of January. The Planning Division will also start code amendments to update the RMF-35 and RMF-45 zoning districts to mirror the changes to RMF-30 that were adopted by the city council in 2023. The RMF- 75 zoning district will be included in the proposal to consolidate the mixed use and commercial districts. In addition, each of the above will result in simplifying the chapters of the zoning code that are applicable to all zoning districts, including the land use tables in chapter 21A.33, 21A.36 General Provisions, 21A.37 Design Standards, 21A.44 Off street parking, 21A.46 Signs, and 21A.48 Landscaping and buffers. This proposed work plan is anticipated to be completed by the end of February. Lastly, the division is working with public utilities to update Plan Salt Lake to address a state code requirement to integrate water use, consumption, and conservation with land use planning. State code requires that this be adopted by December 31, 2025. This proposal will include consistent definitions of future land use designations found within the community plans and align those designations with zoning districts based on development potential. The purpose is to improve and simplify forecasting long term water needs and methods to promote water conservation. It is anticipated that these actions will extend into the following year and will likely require some budget allocation to cover the associated costs of completing these tasks, including noticing and potentially an on-call consultant to help with some aspects of the proposal, such as public engagement. FY23 - Youth and Family Program Streamlining – It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City’s role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. Step 1 of this multi-step process was completed in FY23. Other steps involve evaluating potential staffing redundancies and reviewing Fire Department and Police Department programs for potential changes. FY 2024 Administration Response: CAN has coordinated with Procurement on an RFP to obtain a consultant to complete a strategic plan for the Youth and Family Division, utilizing the $100,000 allocated in the FY 2024 budget. The strategic planning process will include analysis of Youth and Family’s programming in consideration of the availability of resources and needs within the community. The RFP will be issued in Q1 of calendar year 2024. Prior Year’s Response - Evaluate whether to consolidate all City youth and family programs into the Youth & Family Division, purpose is to increase efficiency and purpose options for future budget discussions) Some factors to consider: YouthCity provides seamless out of school time programs for youth ages 6-18. Several factors distinguish YC programs from other City, nonprofit and school-based programs and services. YouthCity is offered at a reduced cost to all City residents. This is possible based on our braided funding stream of general fund dollars, grants, foundation dollars, and parent fees while building upon existing City infrastructure in parks and the Sorenson Campus. YouthCity is designed to support and augment school day learning using evidence-based curriculums. All programs undergo a rigorous assessment 4 times per year. There are three additional youth programs offered by the Salt Lake City Police Department and a vocational program offered by the Salt Lake Fire Department. Each of the programs exist under the direction of staff who are experts in their field. What is the City’s role in Youth and Family programs in relation to other community providers. Since inception, YouthCity has actively partnered with other service groups and out of school time providers. In 2005, YouthCity, Salt Lake City School District, and the Utah State Department of Workforce Services jointly submitted and was awarded a Mott Foundation grant to establish the Utah Afterschool Network. UAN sets the standard for quality, staff training requirements and networking for providers locally, regionally, and statewide. All programs receiving federal and state funding participate in a quality out of school time evaluation. Youth and Family staff have maintained an active leadership role in UAN. The most recent data indicates that there are 3 out of school time slots for every 5 youth needing support and or care. FY22 - Trips-to-Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips-to-Transit program, which began to serve Westside neighborhoods in late 2021, to other areas of the City. FY 2024 Administration Response: Additional funding in the fiscal year 2024 budget for the UTA On-Demand program has allowed for the restoration of service to levels that meet the high demand in the Westside service area. Expansion of the current service area and/or the creation of new service areas in other parts of the City can be evaluated in partnership with UTA and the on- demand service provider to determine potential budget implications. Transportation recommends one more year before developing expansion cost estimates to allow for additional data collection and for the ridership trends to stabilize in the current service area. Prior Year’s Response - This program has far exceeded expectations for usage in its first year. While we are pleased with the overwhelming success of the program, there has been some degradation in service as a result of its popularity. We recommend allowing another 1-3 years to figure out the proper funding/service levels for the current service area so that we have a better idea of what it would take to expand to other areas. D.Department of Economic Development FY15 - Maintenance of Business Districts – See description under Public Services Department. E.Finance Department FY24 - Legal Defenders Association - It is the intent of the Council to request the Administration: shift funding for the Legal Defenders contract to Funding Our Future, under the policy umbrella of Public Safety, with the rationale that these attorneys are an integral piece of the criminal justice system and often connect clients to resources and services to help them recover from an addiction or otherwise help them get back on their feet. discuss with Salt Lake County whether it would be more efficient for the County to manage the full contract, with the City contributing funding towards it. FY 2024 Administration Response: The funding for Legal Defenders will be discussed during the Administration’s budget deliberations. Any changes to the funding source will be addressed at that time. FY23 - Consolidated Fee Schedule Holistic Review – It is the intent of the Council to complete a holistic evaluation of the City’s Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY 2024 Administration Response: Finance is ready and available to take any council recommendations for an evaluation of the CFS. Desired changes can potentially be submitted with the FY25 Budget. FY23 - Grants and Ongoing Programs – It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY 2024 Administration Response: Response will be forthcoming. FY15 - Maintenance of Business Districts – See description under Public Services Department. F.Mayor’s Office FY24 - Apprenticeship Program Incentives - It is the intent of the Council to ask the Administration to recommend strategies to incentivize an employee who works through the City Apprenticeship program to remain with the City once they are certified. FY 2024 Administration Response: There are several strategies the Administration, departments and Human Resources have recommended and utilized to have apprentices stay with the City. These are summarized below: 1.The Mayor proposed, and the Council approved, funding of about $1 million to advance the apprenticeship program. This funding has been used in two ways. The funding has been used to pay the salary of thirty-five apprentices this last year while they are working and learning with us. Secondly, the funding has been used to "offset" the cost of four positions in Public Services. In addition to paying the salary of the apprentices while they were learning, funding was transferred to Public Services to help pay the cost of employing them full-time. On the strength of that funding, Public Services requested two new positions in the last budget year. 2.Departments have indicated apprentices are very incentivized by the prospect of becoming full- time employees and receiving City benefits. Many are working to further their education and ok forward to tuition benefits. Many have not had healthcare insurance options which is a significant incentive. 3.The biggest incentive to apprentices is the opportunity to continue to work in a workgroup they know and in which they feel comfortable. They have relationships with their mentors and colleagues. They have developed a sense of friendship and loyalty to them. Additionally, remaining with the City is a known, as opposed to the uncertainty of a new workplace. 4.Department supervisors and mentors have been very flexible with the apprentices. As mentioned, many of them are in school. Departments work with them to adjust schedules and work duties. Apprentices say they appreciate the work-life balance at the City, as opposed to sixteen-hour days in the private sector. FY24 - Evaluating Efficiencies of All Diversified Response Teams – It is the intent of the Council to ask the Administration to evaluate all response teams that may be considered part of a diversified response to public safety, establish common metrics, and evaluate whether there are opportunities for efficiencies or streamlining, including clarity on dispatch and whether/if the public is intended to contact any teams directly and how resources are deployed. In addition, to clarify roles of each team and how a call for service is routed from one team to another, and how calls from the public are routed. FY 2024 Administration Response: Response Forthcoming G.Police Department FY21 - 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. a.Social Workers. FY 2024 Administration Response: The Community Connections Team is fully staffed with 3 current vacancies that are in the hiring process. They continue to provide referrals, resources and co-response throughout the city. Prior Year’s Response: Social Workers - This years’ response- Hiring processes are ongoing to fill vacant positions. The police department is looking into hiring part time social workers to help facilitate shift coverage on evenings and weekends using attrition savings from the vacant positions. b.Internal Affairs Unit. FY 2024 Administration Response: The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for continuity and steady leadership since the position is not subject to rotating assignments. Prior Year’s Response: Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for increased objectivity, as well as for continuity and steady leadership since the position is not subject to rotating assignments. c.Police Civilian Response Team. FY 2024 Administration Response: This team is now termed the Police Community Response Team. This team is comprised of 16 FTE’s and 1 Lieutenant. All positions are filled and the one-year anniversary of the team is 1/9/2023 and have responded to approximately 3,000 calls for service to date. Prior Year’s Response: Police Civilian Response Team - Twelve PCRT (Police Community Response Team) positions and 1 supervisor were funded for 6 months in the FY 2023 budget process. The Police Department steering committee has worked to establish the job descriptions, recruitment process, and address the training needs for these positions. A hiring process was completed in December of 2022 and 10 qualified applicants will fill positions as of 1/8/2023. An additional hiring process will be completed to hire the remaining 2 positions when the program is established, and time allows. The training program is anticipated to take 14 weeks to complete. The PCRT program will go into service when the equipment and training needs have been satisfied. H.Public Lands Department FY24 - Golf Fee Structure - It is the intent of the Council to ask the Administration to evaluate developing a program for the Golf Division that could provide discounted rates to reduce financial barriers for City residents, especially those with limited financial resources. FY 2024 Administration Response: As part of the annual budget process, Golf analyzes its fee structure compared to the projected revenue and operational expenses. This includes revisiting its current programs and offerings. Golf also reviews its course inventory and pricing structure through an affordability lens as requested by the council via the most recent legislative intent. Additionally, Golf will be researching and interviewing other municipalities that may have programs that align with what the council has requested. Recommendations for the Council are anticipated by the end of June 2024. I.Public Services Department FY24 - Building Security – It is the intent of the Council that the Administration prioritize hiring the new Safety and Security Manager FTE proposed for the Public Services Department and return to the Council by the end of 2023 with recommendations for how the building security funds could be used. FY 2024 Administration Response: At the end of July 2023, this position was filled. Since then, this position has been working on developing a security program for our City facilities, including a vulnerability assessment tool that will ultimately provide an outlook of what is needed to enhance security for our employees at our buildings. As these security needs are identified, the capital needs will be incorporated in a plan for funding consideration. A breakdown of the spending of the initial $1.2 million one-time funding has previously been shared with Council staff. FY15 - Maintenance of Business Districts - It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. This Intent includes SAAs. The work should involve the Department of Economic Development and the Finance Department. FY 2024 Administration Response: The topic of funding enhanced services in business districts has been an ongoing discussion for many years. The current funding for Facilities’ CBD and SBD maintenance is provided by the general fund and covers a variety of maintenance items at a basic level of service. Funding for the maintenance of Regent Street improvements is still being subsidized by the RDA and has not been absorbed by the general fund. Additional amenities that have been added over time have increased costs, yet operational budget has not reflected an increase other than inflationary. Currently, the Public Services Department does not have any mechanisms in place that allow for funding of any additional services from sources outside the general fund. The department does respond to demand and new requests as they are added through increased budget asks, but no additional expansion of programs are in place at this time. The Central Business Improvement Assessment Area Management Agreement was renewed last year with Downtown Alliance and the Department of Economic Development, and it does not cover CBD maintenance. The SBD has no agreements in place or an officially defined area. J.Public Utilities Department FY23 - Water Usage by the City – It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. FY 2024 Administration Response: The report on water usage is in final draft form. Once the report is completed it will be presented to the Administration for review and to inform the upcoming budget. The approximate date for Council transmittal is currently unknown. See Attachment B. K.Council-Led Intents FY23 - Rotating Outside Auditing of Each City Department -. It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents’ needs while being fiscally responsible with the taxpayer dollars. FY21 - 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. The Council adopted a body worn camera ordinance in 2020, but not broader reporting metrics. Initially, the Council also intended to create an ordinance that establishes reporting requirements for internal information collected by and related to the PD. The Council’s operational audit of the PD (Matrix Consulting) recommended expanding public reporting, such as metrics related to: o internal affairs, o external complaints, o workforce demographics and vacancies, o body worn cameras (new software to facilitate review was funded), and use of force. Attachment A Air Quality and Transit Investment ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 CITY COUNCIL TRANSMITTAL Jill Love, Chief Administrative Officer Date Received: April , 2024 Date Sent to Council: TO:Salt Lake City Council DATE: April 2024 Victoria Petro, Chair FROM:Bill Wyatt, Executive Director, Department of Airports SUBJECT:Mid and End of Year Update to Report on Legislative Intent STAFF CONTACTS: Brady Fredrickson, Director of Airport Planning and Capital Programming DOCUMENT TYPE: Written Briefing RECOMMENDATION: Consider funding proposals. BUDGET IMPACT: The potential budget impacts to the General Fund are described in more detail for each proposal below. I. BACKGROUND Last October, the Salt Lake City Department of Airports (“Department”) briefed the ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Council on its efforts related to Council’s FY24 legislative intent to increase public transit use and options to the Salt Lake City International Airport (“Airport”). The Council’s legislative intent essentially expresses its desire for the Department to explore, with relevant stakeholders, ways “to encourage and facilitate transit, ride sharing and other transportation options which do not rely on single-passenger vehicles ....and [e]fforts to support and encourage transit opportunities for the traveling public” (the “Legislative Intent”). While the Department has always embraced sustainability as fundamental in operating facilities and conducting business, including embedding sustainability measures in the development of The New SLC, the Department is always looking to expand implementation of its goals and particularly measures that increase positive impacts on our community’s air quality. Some notable achievements include: (1) LEED Gold certification of The New SLC; (2) A linear concourse layout that reduces aircraft idling and taxi time – 15,000 metric tons of GHG annually; (3) Centralized Pre-Condition Air System reduces aircraft gate idling time – 20,000 metric tons of GHG annually; (4) Electrification mandate of core ground support equipment (GSE) – 425 vehicles = 8,000 metric tons of GHG annually; and (5) 30% energy reduction measures implemented in NEW SLC – 5,500 ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 metric tons of GHG Annually. Below is an update on the additional measures the Department presented to Council last October, which the Department remains dedicated to pursuing. II. CURRENT INITIATIVES A. Employee Ridership Concessionaires – 150 employees currently utilize the UTA Eco Pass program, operated through their employers. Airlines – Delta operates a commuter benefit program for their 2,500 employees, offering a discounted UTA transit pass. Airport – The Department participates and encourages City employees to participate in the Clear the Air Challenge and works directly with the Human Resource Division to create SLC360 sustainability challenges encouraging employees to utilize public transit and other alternative modes of travel. B. Passenger Ridership Free Fare February – To improve air quality and increase ridership UTA offered free ridership in 2022 and 2023 during the month of February along all lines of public transit. Ticket as Fare –UTA has offered a promotion for passengers to ride free with an airline ticket during winter months. III. PROPOSED PROJECTS ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 A. Bus Route Service No UTA bus routes currently connect to the Airport. The only public transit connection is the TRAX line, which operates on a limited schedule and limited area due to UTA’s rail-sharing agreements. As part of Salt Lake City’s exiting interlocal agreement with UTA, the City elected to sponsor Route 1. (A map showing Route 1, and the other routes referred to in this briefing are included below.) Route 1 is part of the planned implementation of the City’s Frequent Transit Network (“FTN”) and is designed to provide faster connections and direct east-west service to major destinations and employment centers (University, downtown, and the regional transit system). Route 1 has been extremely successful, and the increased access has elevated ridership along the International Center Bus Route (551) by an average of 28%, with connections both at the stop referred to as the Power Station and the stop at 1940 West. On its western path, Route 551 currently follows the North Temple corridor onto Interstate 80 adjacent to the exit ramp to the Airport Terminal. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Proposal - The Airport proposes adding a dedicated Airport stop along Route 551, which would better connect the Salt Lake community to the Airport, especially Airport employees who live on the west side of Salt Lake City. Along with the additional stop, the Department proposes that Route 551 and Route 1 morning hours be extended to meet the operating times required by the Department and the Airport’s tenants and concessionaires, including airlines. Funding – The Airport is working in collaboration with UTA to understand the economics of the additional bus stop and hourly operation changes. The Airport will report back to the Council when costs have been evaluated. Milestones and Metrics – The Department, UTA, and City Transportation Division will monitor the monthly passenger numbers, including detailed analysis of stops along the west side to the newly created Airport stop. This data will provide information on public transit utilization from the west side communities to the airport and its air quality and environmental justice impacts. January 2024 Update – The Department, UTA, and City Transportation Division have discussed the addition of an Airport stop to Route 551. UTA is unable to provide a cost estimate for the stop at this time but will consider the stop in their next Five-Year Service Plan. UTA utilizes their Five-Year Service Plan Process to ensure proposals are evaluated network wide. UTA wants the Department and the City Council to be aware that the 5600 West/Mountain View Corridor UDOT project will consist of a rapid transit network from South ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Jordan to downtown Salt Lake City, with a stop at the Airport, which could be operational by 2027. April 2024 Update – The Department, UTA, and City Transportation Division discussed the addition of an Airport stop to Route 551. UTA stated that this route is not the best use of capital funds, since 5600 West is already planned. The 5600 West bus route is currently planned to be constructed/designed from the Salt Lake Central Station, through the Airport and along 5600 West terminating at 9000 South. Based upon the current proposal the date of construction will be between the Summer of 2025 and 2026. UTA and their consultants have stated that this bus route will consist of the following elements: 29 miles across four cities in West Salt Lake County 22 new bus stops Provide one-seat ride along 5600 West to SLC International Airport, Downtown SLC and regional job centers 15-minute service Improved travel times ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Route 551 Route 1 Proposed Stop Enhanced stops with shelters, benches and lighting and electronic signs Enhancing existing service on 5600 West The Airport believes the 5600 West bus line will be a great benefit to the community and employees, however it is currently designed to operate at the current UTA Trax hours. The Airport has requested that UTA expand their bus service hours to 4:00 am to 1:00 am, within the Salt Lake City/West Valley City area, and hopes that the City can support this request with funding through the City and UTA’s current interlocal agreement to augment service. UTA Route 1/551 Connections and Proposed Airport stop routing. B. Transit Promotion Program Overall transit ridership to and from the Airport has decreased by approximately 34% since COVID-19. With the single terminal design of the New SLC the Trax station is a short walk for all arriving and departing passengers at the Airport. The TRAX line departs every 15 minutes and is a ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 short 20 minutes to downtown Salt Lake City, or 15 minutes to the north/south FrontRunner Train. Proposal – When TRAX was launched in 2017, UTA constructed a welcome center and also employed a full-time train host to help guide and encourage passengers through the ticket purchase process and route finding. Since the installation of the new platform these customer service options are not operating at the Airport. We propose that the Department work with the customer experience team at UTA to create a more user-friendly experience for the passengers to encourage and navigate the public transit system. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Funding – TBD Milestones and Metrics – The Department, UTA, and City Transportation Division will monitor the monthly passenger numbers as customer service projects are employed to measure their impact. January 2024 Update – The Department recognizes that there are opportunities to promote public transportation to the passengers of the Airport. The Department has scheduled a meeting with the customer service department of UTA as well as with Delta Air Lines to discuss possible promotion opportunities to the traveling public. April 2024 Update – The Department is in the middle of a sign transition program to aid our passengers in the wayfinding process, which includes the assistance of public transit identification. The Department will be having a follow up meeting with UTA customer service to identify other beneficial opportunities to engage passengers. C. On Demand Expansion Salt Lake City and UTA have successfully operated four micro transit programs in the West Side of Salt Lake, Davis County, Tooele County, and Southern Salt Lake County. The current west side on- demand program services an area from 2300 North to 2100 South and 2200 West (eastern boundary of the Airport) to 300 West (Figure below). The system is focused primarily on the westside communities of Rose Park, Fair Park, Poplar Grove, and Glendale. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 Proposal – A large percentage of Airport employees live in the west side communities. With the on-demand system operating outside of the scheduled transit services this would be an exceptional service for the employees of the Airport. The current west side on-demand system is restricted to 2200 West, therefore not accessing the Airport campus. The Airport proposes that an on-demand drop-off area be designed for the new employee lot, along with charging infrastructure for the electric vehicles. In order to ensure that only employees of the Airport are utilizing the system, an airport badged code will be utilized to call for the ride share vehicle. Funding –The Department is working with UTA and the Transportation Division to create a funding proposal. Milestones and Metrics – Through quarterly on-demand evaluation reports the Department, UTA, and City Transportation Division will be able to track the effectiveness of the program, and the resulting environmental mitigation impacts. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 January 2024 Update - The Department, UTA, and City Transportation Division have discussed the expansion of the current Salt Lake City subsidized UTA On-Demand system to cover areas beyond 2200 West for Airport employees only. The UTA On-Demand system has been very successful and further funding by the City Council is key in order to help this program be sustainable and expand to the Airport. The Transportation Division is in the process of working with UTA to get an expansion funding estimate. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114- 5474 WWW.SLCMAYOR.COM TEL 801-535- 7704 West Side On-Demand Service Area Attachment B Water Usage by the City 1 City Property Water Use Efficiency EXECUTIVE REPORT November 2023 SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 2 0F0F0F 1F1F1F Introduction WHY IS WATER EFFICIENCY IMPORTANT? Conservation and efficiency are key considerations for any water supplier, including Salt Lake City Department of Public Utilities (SLCDPU). At SLCDPU we are charged with ensuring a safe and healthy water supply for its service area today and for generations to come. That obligation is magnified by the City’s namesake: Great Salt Lake. The impact the Lake has on the City and its neighbors is of no little significance. Great Salt Lake is the largest saltwater lake in the Western Hemisphere and is estimated to deliver more than $1.3 billion to the local economy. 1 I’m pleased that the region as a whole has also come to recognize the critical role the Lake plays in our overall wellbeing. Its steady decline is an ever-present reminder of the inter-connected nature of the biological world. 2 As the Lake dries, the impacts are felt far and wide. The Lake impacts dust control and related air quality, supports tourism both directly, and indirectly through lake effect snowfall, supports migratory birds and aquatic habitat, and has an impact on humidity and human health. Raising our collective awareness about the Lake’s needs is just the first step toward resolving critical water supply issues. Utah residents know and understand that Lake levels are an indicator of regional water health. Surface water is especially vulnerable to drought and elevated surface temperatures, but the long-term impacts of a changing climate ultimately impact all other sources, including the streams, rivers, wells, and springs on which our community relies. SLC’S WATER EFFICIENCY GOALS For decades SLCDPU has worked to achieve water savings primarily through efforts targeting irrigation and residential customers. Under the leadership of Salt Lake City’s Mayor Erin Mendenhall, we are working toward making our City “more responsive to and resilient in the face of climate change and ongoing drought.” Water conservation is a community issue and I am proud that SLCDPU has provided local residents and business owners a variety of resources to increase the efficiency of their own water usage. However, the future of our region’s water supply cannot rest solely on the conservation efforts of individual community members. Salt Lake City can, and must, lead by example when it comes to conservation. SLCDPU’s 2020 Water Conservation Plan identified goals to reduce outdoor and indoor water use at municipal properties by 14.6% outdoors and 7.7% indoors, respectively. Considering the long-term sustainability of the community and in an effort to meet and ideally exceed these goals, we have begun a broad-based effort to take stock of our own water usage and identify areas for improvement. The information included herein will inform the City’s next steps and enable the SLCDPU to more confidently “do its part” in protecting Great Salt Lake and extending the region’s water supply. It is the priority of the SLCDPU to ensure reliable, high-quality drinking water for the communities we serve. Water conservation is one of the best ways to extend the existing water supply, ensure resiliency during drought, and address declining Lake water levels. We recognize our role as a steward of water resources and the environment, from the Wasatch Mountains to Great Salt Lake. Current and future generations depend on these water supplies, and the water supplies of tomorrow depend on the actions we take today. - Laura Briefer, Director, Department of Public Utilities at Salt Lake City Corporation 1 “Consequences of Drying Lake Systems around the World.” 2019. AECOM. https://documents.deq.utah.gov/water-quality/standards- technical-services/great-salt-lake-advisory-council/activities/DWQ-2019-010002.pdf 2 https://wildlife.utah.gov/gslep/about/water-levels.html SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 3 Project Description SLCDPU3 has been working closely with Utah State University (USU) on outdoor efficiency programs, including Water Checks and WaterMAPS™, to support conservation on residential, commercial, and City landscapes. In 2023, the Department also began working with Maddaus Water Management (MWM) on a more comprehensive assessment of water use at municipal properties. MWM Indoor Assessments In May 2023, the City contracted with MWM and sub-consultant Bowen Collins & Associates (BCA) to lead the assessment effort. Over the summer, staff worked with the MWM project team to craft, distribute, and collect a survey on City properties and to collect and analyze water use data. Over the course of a week in August 2023, MWM staff were joined by SLCDPU and Facilities staff and, on occasion, shadowed by staff from the Utah Department of Water Resources, as they assessed water use at 14 City sites. This latest effort took a step inside, literally, and figuratively, evaluating indoor water use at City-owned facilities. In advance of on-site visits, the project team collected water use data from each City meter, along with information provided by City staff in an online survey, to analyze and categorize each City facility (see Appendix for list). Sites with higher water use, as compared to other sites in their category, and/or sites with a higher savings potential (e.g., older fixtures, documented leaks, specialized high-use equipment) were selected for an onsite assessment. Sites were also chosen based on their accessibility; some facilities were limited due to security or scheduling concerns. Some property categorization is also limited as a result of mixed-use meters, meaning the same meter serves both outdoor irrigation and indoor plumbing fixtures. During these site assessments, only indoor fixtures were evaluated due to the availability of outdoor information from the Water Checks and WaterMAPS™ programs. Outdoor Assessments USU’s Water Management Analysis and Planning Software (WaterMAPS™) program integrates parcel data, land cover data, water meter data, and weather data to calculate what is called the Landscape Irrigation Ratio (LIR). LIR values indicate how efficiently water is being used to maintain a landscape and whether the water use is outpacing the water needs of the landscape. LIRs are calculated on both an annual and a monthly basis. The City has already generated reports for a majority of residential properties, many commercial properties, and more than 60 municipal properties. While some sites present a challenge in linking meter data to where the water is used onsite, and in integrating some Salt Lake County parcel maps, the goal is to eventually assess every site within the SLCDPU service area. https://www.slc.gov/utilities/introducing-watermaps/ Water Checks are offered through Utah State University-Center for Water Efficient Landscaping (USU-CWEL) and paid for by the Metropolitan Water District of Salt Lake & Sandy (MWDSLS). Water Checks are on-site visual and physical irrigation system inspections conducted by USU interns. These assessments are specific to turf areas irrigated with below ground, pressurized systems and include square footage measurements; visual inspection of irrigation spray nozzles to identify mis-matched heads, and sunken, broken, or leaking heads; pressure measurements; distribution uniformity calculations; root depth measurements; inspection of irrigation controllers and scheduling. At least 15 municipal properties received Water Checks as part of this project. https://extension.usu.edu/cwel/watercheck 3 All acronyms used are listed in the appendix. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 4 Summary of Findings SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 5 PROPERTY SURVEY AND SITE SELECTION In 2022, City properties accounted for approximately 4.45% of all water consumption in the service area, just over 1 billion gallons per year (Figure 1). While total City property water use may be a comparatively small portion of the total service area use, it is important to note that this, unlike any other water use, is within the City’s control. Outdoor water use accounts for more than 96% of the City’s consumption, indicating an opportunity for additional assessment and improvement. While residential and commercial incentive programs rely on marketing and property owner buy-in, permissions, and action; repairing and replacing plumbing and irrigation fixtures on City properties requires no marketing and only that the City make the commitment to affect the necessary improvements and changes in practices. An added benefit is that addressing water issues and tracking savings on City properties is easier and provides a case study that can be leveraged in the future to facilitate marketing for other user groups. Figure 1: Average Water Use by Service-wide Customer Type and by City Property Type One of the first steps taken to evaluate water efficiency was conducting property surveys. City staff were sent an online survey and asked to input a number of data points for each City-managed property, including Number of employees and/or visitors Indoor fixture types and quantities Age of the property and hours of operation Cooling tower information Presence and location of leaks or other concerns Landscape type and irrigation controller presence While this data was being collected, the project team also evaluated metered water use for the City properties and categorized them by similar end uses to determine which types had the highest indoor, outdoor, and overall use (Figures 2 and 3). Using a combination of the survey data, metered water use data, and LIR obtained from Water MAPS™ reporting, the project team prioritized those sites for conducting onsite assessments, WaterMAPS™, and Water Checks. The project team considered several factors when selecting sites, including: High water use compared within categories Documented leaks or older fixtures Specialized water use equipment Variety of property types Accessible during the project timeframe SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 6 Figure 2. Outdoor water use at City properties by year and property type Figure 3. Indoor water use at City properties by year and property type Some meters can be categorically defined as outdoor or indoor. Because many meters service both indoor and outdoor uses, known as a mixed-use meter, it can be difficult to fully distinguish how water is being used. In the absence of dedicated irrigation meters, indoor and outdoor use are traditionally calculated by comparing winter and summer water use. As such, BCA developed an analysis in which, for those not already categorically determined to be specifically indoor or outdoor use, if a meter detected water use in the winter, the worksheet formula assumed this would be classified as indoor use. Any water use in the months of April through October that exceeded the average winter months’ “baseline” use, would be assumed to be outdoor use. However, not all water used in excess of indoor use is for landscapes; some of that water may be used for cooling towers, cleaning, and other processes. In addition, some meters that have been categorized as measuring outdoor water use, and therefore would not be expected to show winter water use, may show use from November through March due to leaks or accidental off-season programming. For this reason, a future action item is to further assess properties with mixed-use meters to better determine use and make potential improvements that would allow SLCDPU to better analyze this data. Some meters did not have data over all the assessed years, while other meters appeared to only have recent data. This could be because a meter was turned off, reclassified, or is at a new location. Further inquiry will help to resolve these questions. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 7 INDOOR WATER USE ASSESSMENTS During each indoor water use assessment, the project team looked for leaks or other inefficiencies, measured fixture flow rates, and documented make, model, and manufacturer data for more than 1,000 plumbing fixtures. A list of required equipment to conduct indoor assessments is included in the appendix. All data points were subject to access, time constraints and whether data was legible. For example, not all fixtures had a labelled flow rate, and, in some circumstances, the model number was located in a place that was inaccessible or unclear due to hard water deposits. The following fixtures were measured, evaluated, and tested: 18 tank toilets 281 flush valve toilets 183 showerheads 93 urinals 426 faucets 18 ice machines 12 dishwashers TOP 20 INDOOR USERS 6 pre-rinse spray valves 6 clothes washing machines 22 cooling towers 3 pools 1 large vehicle wash station 6 Other assorted fixtures such as vacuum pumps, coffee machines, soda machines and dental equipment. The top 20 indoor municipal water users account for nearly 90% of the City’s total indoor municipal water use. If the City were to implement all of the recommended best management practices for these 20 sites alone, the estimated savings is just over 5 million gallons. This is calculated as 15% savings of indoor use at the 20 City sites that use the highest volume of water. Savings volumes are extrapolated from savings associated with the Fixture Replacement Guide for Water-Efficient Equipment provided in the appendix. The list of sites is included in Table 1, on page 8. The requisite actions to achieve these estimated savings are further detailed under Conclusion and Next Steps. Checking the refill and overflow tubes in toilet tanks for proper settings. MWM and Facilities Staff measure water quality for a cooling tower. City staff measuring flow rate of shower at Salt Lake City Sports Complex. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 8 Table 1 Top 20 City Properties Sorted by Total Indoor Water Use Top 20 Indoor Users Avg Indoor Use Avg Outdoor UseProperty Title 2018-2022 (Gallons) 1 Water Reclamation Facility 12,888,526 1,008,865 2 Fleet *6,468,667 2,782,747 3 Main Library *2,868,393 3,497,985 4 Fire Station 14 * √ ™1,791,984 248,112 5 Glendale Youth Center *1,746,056 2,977,115 6 Public Safety Building *1,680,045 1,922,622 7 Water Reclamation Influent Pump Station 1,146,534 22,739 8 Plaza 349 *975,242 728,253 9 Public Utilities Shops 797,854 216,583 10 City & County Building * ™748,561 251,964 11 Parks and Public Lands Office *641,971 1,120,467 12 Rose Park Golf Course * √493,231 604,982 13 Fire Station 9 * √ ™375,795 802,454 14 The Leonardo 316,815 237,752 15 Library Square Utility Plant 311,280 2,913,198 16 Fire Station 11 * √ ™260,341 491,847 17 Sorenson Unity Center *252,039 23,674 18 Fire Station 1 * √ ™220,810 532,277 19 Fire Station 5 * √ ™218,977 562,085 20 Public Utilities Leroy Hooton Building * √205,289 1,608,312 Note: For those properties that received an assessment, these have been indicated by the following labels: * indoor √ Water Check TM WaterMAP SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 9 OUTDOOR WATER USE ASSESSMENTS: WATER CHECKS AND WATERMAPS™ Water Checks The Water Check program, operated by USU-CWEL and funded locally by MWDSLS, offers irrigation system assessments to homeowners, as well as commercial and institutional properties. Water Check process consists of five steps: 1. Conducting a site walk-through; 2. Conducting catch cup, pressure, soil/root depth tests; 3. Analyzing site information and test data using a tablet-based application; 4. Preparing a customized watering schedule, and; 5. Explaining and summarizing Water Check results with the participant. A number of sites were selected to receive Water Checks based on water use, visibility, and project timeline. City sites that received a Water Check include: Sweet Library Sprague Library Chapman Library Concord Sewer Lift Station Day-Riverside Library Fire Station 1 Fire Station 2 Fire Station 4 Fire Station 5 Fire Station 7 Fire Station 8 Fire Station 9 Fire Station 10 Pioneer Precinct Public Utilities Leroy Hooton Building Salt Lake City Sports Complex For these 16 sites, findings included widespread sprinkler head issues and problems with the irrigation zones. Identifying a process for inspection, reporting, and repair could help to improve irrigation system efficiency and reduce water waste on these sites, as well as sites not assessed. Also of note, the vast majority of these sites are not considered parks and recreation areas and yet they have a total of: 269,949 square feet of irrigated turf, and 85,624 square feet of irrigated non turf. Given the expectedly high water consumption for turf, and the likelihood that this is largely decorative, the City may want to consider replacing this with a low- water-use lawn species and/or reduce the lawn footprint overall. Lastly, a more regular maintenance schedule for sprinkler heads, irrigation controllers and valves would also contribute to more efficient outdoor water use. Collectively, these actions could result in an outdoor savings of 10-12% on these properties. 269,949 square feet The area of turf measured at non-park sites where landscape transformations could reduce water use by as much as 30 to 50 percent. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 10 Average of SLC Property Landscape Irrigation Ratios 2.5 2 1.5 1 0.5 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 SLC Properties WaterMAPS™ As a reminder, LIR values indicate how efficiently water is being used to maintain a landscape. LIRs of 1 indicates a property is being watered at landscape need; LIRs of 2 indicates a property is being watered twice as much as needed. As illustrated in Figure 4, WaterMAPS™ assessed City properties have demonstrated lower LIRs over the last eight years, a good sign of a trend in more efficient water use. Figure 4 Average Salt Lake City Landscape Irrigation Ratios Similar to the data presented in Figure 4, Figure 5 demonstrates that, each year, a larger proportion of WaterMAPS™ assessed properties are falling into the lower ranges of LIR. More than 70% of SLC accounts now fall within a LIR of 0-1, which means that these properties are watering at, or near, estimated landscape water need. Figure 5 Salt Lake City Properties by Landscape Irrigation Ratio by Year SLC Properties by LIR ranges by year 80 70 60 50 40 30 20 10 0 2014 2015 2016 2017 2018 2019 2020 2021 2022 LIR Ranges 0-1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 9-10 >10 SL C A c c o u n t s La n d S c a p e I r r i g a t i o n R a t i o SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 11 Water Savings Opportunities CASE STUDIES: SALT LAKE CITY PROJECTS As of November 2023, more than 100 City properties have received WaterMAPS™ and/or Water Checks and nearly 30 have received indoor assessments by MWM and/or SLCDPU staff. Select properties from those illustrated in Figure 6 have been chosen as case studies for the purposes of this report to demonstrate the variety and types of water efficiency projects that have either been completed, are in progress, or have been recommended for future consideration. Figure 6 Map of City Property Assessments SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 12 Concord Lift Station Case Study Elevating the landscape while lowering water use OPPORTUNITY The 2020 Water Conservation Plan identified the need to reduce outdoor water use across the service area, including at City facilities. In response, Water Conservation had begun cataloguing and assessing SLCDPU sites to identify opportunities for landscape transformations and irrigation improvements. To support customer efforts in reducing outdoor water use, SLCDPU was preparing to launch the SLC TurfTrade program, offering low-cost, lower-water grass seed to service area customers. These two programs synergized at the Concord Sewer Lift Station (Concord LS), where, in the spring of 2021, the landscape, irrigation system, and lawn received a complete landscape transformation. Concord LS was selected as a demonstration site due to its high visibility, ease of access, large lawn area, and high water use—700,177 gallons in 2020. Landscape transformation included reducing the lawn footprint (while continuing to provide Aerial image of Concord Lift Station after SLC TurfTrade grass seed establishment. access for large equipment); planting lower-water trees, shrubs, and perennials; installing an irrigation system that included hydrozoning, high-efficiency spray nozzles, drip, and a passive magnetic water conditioning fixture; and planting the SLC TurfTrade low-water grass blend. OUTCOMES A comparison of water use data, and pre-and post-transformation Water Check and WaterMAPS™ assessments of Concord LS demonstrate measurable, sustainable water savings and supports continued efforts to identify other SLCDPU and City properties for similar landscape transformation opportunities. Distribution Uniformity (DU) measures how efficiently water is applied to a landscape. The evaluation indicated that there were sunken and tilted spray nozzles, which would lower DU, reducing system efficiency. Scheduling regular irrigation inspections and repairs would improve efficiency, increasing water savings. A DU of 75% for popup spray heads is achievable and considered excellent performance. Pre landscape transformation: Distribution Uniformity: 45% WaterMAPS™ LIR: 2.69 Concord LS Annual Water Use 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 2020 2021 2022 Figure 7 Concord Lift Station Annual Water Use Post landscape transformation: Distribution Uniformity: 58% WaterMAPS™ LIR: 0.66 Improved irrigation system, low-water plants, and SLC Turftrade grass has helped reduce both water use and LIR at Concord Lift Station. The WaterMAPS™ LIR now indicates the landscape receives less than evapotranspiration (Eto) and is thriving due to a more appropriate plant palette, improved irrigation system, and the SLC TurfTrade grass. Vo l u m e i n G a l l o n s SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 13 Water Reclamation Facility Case Study Reclaiming water efficiency 24/7/365 CURRENT WATER USE PATTERNSThe SLCDPU Water Reclamation Facility (WRF) averages the highest culinary water use of all City properties: more than 12 million gallons annually; however, given it treats 12 billion gallons of sewage every year, that’s one gallon of culinary water for every 1,000 gallons of sewage treated. This amount is also well under the maximum annual average daily use adopted by City Council for new or expanded commercial and industrial connections. Additionally, treated sewage including the culinary water used in the treatment process is returned to Great Salt Lake via the Northwest Drain and Farmington Bay. The existing WRF is more than 60 years old and serves around 200,000 people as well as the businesses, industries, and institutions located within the City. As the only wastewater treatment facility in Salt Lake City it operates 24/7/365 without interruption, through power outages and extreme weather events, and even during construction of the New WRF. To minimize the use of culinary water, the WRF utilizes its treated effluent water wherever possible, as will be the case for the new facility. Consequently, most of the water used to process and treat wastewater is treated wastewater effluent. The WRF only uses culinary water in the process of treating wastewater where necessary, for instance for mixing polymers used in the treatment process, cooling water for pump seals, and evaporative coolers. Culinary water is also used in breakrooms and restrooms. Shower and laundry facilities are also provided for more than 60 staff who work in the facility to ensure their health and safety. BEST PRACTICES Construction continues at the SLC Water Reclamation Facility. The new WRF will replace the majority of the existing facility and is one of the largest infrastructure improvements in the history of the City, second only to the expansion of the airport. The WRF is being designed and built as an exemplary facility with advanced treatment of wastewater, a focus on Great Salt Lake sustainability, thoughtful investment of rate payers’ money, public involvement, and inclusion of educational elements to better accommodate the tours provided to school children and the public each year. Traditional culinary uses in bathrooms, kitchen and showers will be designed to optimize efficiency, and the addition of submetering of culinary water lines will ensure timely monitoring and management. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 14 Salt Lake City Golf Case Study CHALLENGES Winning at efficiency without disrupting play Siberian and Snake River Wheatgrass test plot at Glendale Golf Course. Climate change, growth, and drought can make it a challenge to sustain our traditional landscapes, especially in golf course settings where it is imperative to maintain green, actively growing grasses which tolerate traffic and recover from wear. As an enterprise fund, SLC Golf needs to balance the seemingly competing goals of playability and conservation. However, that challenge can be met through innovation, improved best practices, and alternative turf species. Fortunately, SLCDPU and Golf have a long history of collaboration to achieve these goals. Working together with USU-CWEL, the United States Department of Agriculture - Agricultural Research Services Forage and Range Research Laboratory (USDA-ARS/FRRL), and the US Golf Association, research, pilot projects, and programs have been undertaken at each of the six City golf courses. These include: Turf mapping Water Checks WaterMAPS™ Alternative turf trials Research-grade weather stations Geo-located POGO soil moisture data Passive magnetic water conditioning fixtures Indoor facility water assessments Alternative turf trials have been underway for several years, focused on irrigated out-of-bound areas, converting areas of irrigated turf into non-irrigated meadows. However, changing the species or varieties in a turfgrass stand can be an expensive and disruptive process, especially in fairway areas that play a key role in the game. Converting turfgrass areas to new species must be a seamless process or must not otherwise significantly impact the play or visual qualities of the golf course. Identifying varieties and the best methods for transition will be the focus of the next phase of this project. BEST PRACTICES Map of various turf and use areas at Forest Dale Golf Course. SLC Golf has completed GPS-aided play tracking at all courses to help guide the process of locating suitable areas in which to replace irrigated turf with non-irrigated native grasses. The next phase is to contract with a golf course architect to better integrate the plan with existing course features and make irrigation system upgrades to support the redesign. Recently, SLC Golf worked with a local distributor to install a passive magnet water conditioning fixture on the line providing water to the course fairways, greens, tees, and roughs. Pre- and post- magnet installation Water Checks measured an average of 22% improvement in Distribution Uniformity (DU), indicating an improvement in water delivery efficiency. Since installation, the first of July, water use has decreased compared to the previous year and the number of watering days has been reduced. Consideration should be given to extending these programs and implementing similar strategies at other City properties. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 15 At a glance Hoses are left running approximately 150 days per year at a rate of 0.8 gallons per minute. (.8 gallons/minute) x (60 minutes/hour) x (24 hours/1 day) = 1,152 gallons per day per hose (1,152 gallons/day) x (150 days) = 172,800 gallons per hose per season Total water lost = (172,800) x 8 hoses left on = 1,382,400 gallons per winter Fleet Car Wash Case Study Solving the issue of winter water waste Large vehicle wash station CHALLENGES and SOLUTIONS Every day of the year, dozens of large vehicles, including garbage and dump trucks, use the towered wash station located at Fleet. Though equipped with positive pressure nozzles, the extensive hose system is outside, exposing hoses and pipes to freezing winter temperatures. As a result, hoses are left on in a small continuous flow all winter. Flow tests taken at the site estimated a substantial water loss. Facilities staff have tried insulating the pipes, but that doesn't address the hoses, which also freeze. Enclosing and insulating the lower section of the wash tower would help to prevent both the pipes and hoses from freezing. A heated enclosure could result in substantial savings in terms of water, money, and power. Implementing the proposed solution can save 1.38 million gallons of water every year. CHALLENGES and SOLUTIONS Multiple City properties use cooling towers, especially through the summer months. Issues in cooling towers can result in large levels of water loss that are not often apparent because few people have access to the area and the large, complicated, machinery requires extra training to understand and repair. Leaking or potentially problematic cooling towers were found at Fleet (where staff rely on 7 makeup air units, 3 indirect evaporative cooling units, and 10 large portable evaporative coolers), the Main Library (where the cooling tower is slated for replacement in winter 2023/24), Plaza 349 (where continued water indicative of a leak is shown at right), and the Public Safety Building. The Public Safety Building had a leak in the overflow pipe (above) that reportedly “could have been leaking at least a year.” When measured, the leak was 1.875 gallons per minute. At this rate this leak accounted for nearly ONE MILLION GALLONS per year. MWM recommends a comprehensive assessment of City operated cooling towers with regular maintenance, leak repair, and a capital replacement program for those that are not operating at peak efficiency for the intended use. MWM staff inspecting cooling tower at SLC Public Safety Building (with close-up). Cooling Towers Case Study Where Public Safety keeps their cool Cooling tower leak at the Main Library. SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 16 As part of the SLCDPU overall asset management and conservation programs, it is in the process of completing its first American Water Works Association M36 Water Audits and Loss Control Program Manual water audit to determine how much water the system loses due to leakage, meter error, or water theft and the cost of uncaptured revenue from non- revenue water. A validated water audit is the necessary first step in helping determine the magnitude of water loss and the cost to reduce it. Figure 8 illustrates the component volumes of water produced, supplied, delivered, or lost, and how each component nests to create the total volume of water in the system. SLCDPU uses water differently than other City properties. For example, water is used for line flushing of new connections and repairs, water quality flushing, hydrant use and testing, and truck filling stations. Identifying methods of measuring this volume of water will help us understand how to better manage and account for this water. Proactive leak detection and repair helps reduce real water loss; continuation of this program is recommended. Water Exported (WE) (corrected for known errors) Billed Water Exported Revenue Water (Exported) Billed Metered Consumption (BMAC) (water exported is removed)Billed Authorized Consumption Billed Unmetered Consumption (BUAC) Revenue Water Unbilled Metered Consumption (UMAC) Authorized Consumption Unbilled Authorized Consumption Unbilled Unmetered Consumption (UUAC) Systematic Data Handling Errors (SDHE) Customer Metering Inaccuracies (CMI) Volume from Own Sources (VOS) Apparent Losses Unauthorized Consumption (UC) Leakage on Transmission and/or Distribution Mains Leakage and Overflows at Utility's Storage Tanks Water Imported (WI) (corrected for known errors) System Input Volume Water Supplied Water Losses Real Losses Leakage on Service Connections Non-Revenue Water (NRW) Figure 8 AWWA M36 Audit Water Balance AWWA M36 Water Audit and Identifying opportunities at the infrastructure-level Loss Control Assessment Case Study OPPORTUNITY SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 17 Conclusion and Next Steps MWM recommends that the City initiate a five-year action plan to address implementing the Best Management Practices (BMPs) outlined on page 18, at each City property. These best practices were developed as a result of the indoor assessments, Water Checks, and Water MAPS™. If this approach is determined to be too costly for all properties, begin with the top twenty users in each category, indoor and outdoor, and tailor the BMPs based on the type of water use. MWM also recommends that the City investigate funding opportunities with state, federal and private partners. Large projects, such as replacing inefficient evaporative coolers and similar equipment, are prime candidates for these funds as they have an easy to identify start and end date, a single location or facility, and can often result in significant, quantifiable savings. Take advantage of funding partnerships and start with the City staff discuss the irrigation system at the SLC Sports Complex. simplest tasks first. For example, the Central Utah Water Conservancy District confirmed that it provides rebates on toilets for any public facility. Low flow faucet aerators of 0.5 to 1.0 gallons per minute (GPM), can be found in bulk for less than $1 each and can often be installed by hand (while removing old ones may require a wrench). Projects planned in the coming year include: Complete WaterMAPS™ assessments on all City properties Replace poorly functioning toilets and faucets at Pioneer Precinct Replace cooling tower at Main Library Conduct remaining indoor assessments at all branch libraries Identify and prioritize City properties for landscape transformations MWM and City staff at the Public Safety Building. Nearly all City water use is consumed outdoors and the two largest sources for outdoor irrigation are golf and parks. While SLC Park usage is trending down, golf usage was back up in 2022 due to the longer season during which the courses were open. For properties with high outdoor use, investigate sites that have irrigation-only meters, but exhibit consumption outside of the irrigation season. Consider adjusting irrigation timers downward incrementally to refine the lowest threshold of water use that is necessary to maintain plant health; this action coincides with findings from the Water Check reports that indicated, of the sites assessed, most zones ran longer than recommended. Repair and replace any irrigation that is not functioning properly, especially if it results in overspray onto non-irrigable areas such as sidewalks, parking lots, or dirt areas. SLC Parks pose special challenges that could not be fully addressed in the timeline of this report. Parks regularly contain multiple and mixed use meters on each site. One important next step will be to work closely with Parks to link specific meters with their specific irrigation zones to better perform Water Checks and WaterMAPS™. USU-CWEL conducting a Water Check at the SLC Sports Complex. 18 -•••• ---'----------' e ate BMPS PER SITE TYPE Facilities •Inspect for leaks •Investigate where new technology may apply •Install sub-meters wherever there is mixed use (landscaping, process water, office) •Capture and recycle meter testing water ■ Open Space and Landscape •Complete WaterMAPS assessmentslfAU4/Jil<N\l l'D\ilt\l •Schedule Water CheckTAssessments •Inspect, report, and repair irrigation issues in a timely manner •Identify properties for landscape transformations •Improve indoor and outdoor use data •Consider replacing non-recreational turf with a low-water-use Recreation •Inspect/fix pools and pool leaks •Fix or replace leaking showerheads ••• ••••• lawn species and/or reduce the lawn footprint overall •Develop dashboard to access daily AMI meter data _,.. - -'• Inventory raw water sources •Adjust toilet water lines to improve toilet efficiency • Link meters to specific irrigation zones and areas •Replace old/faulty flushometers to improve toilet efficiency •Install faucet aerators where missing (primarily locker rooms) •Ensure hoses are equipped with auto shut-off nozzles ; ,; ,.,,; ;""I \ ;I I I \II,_,,, I Fire •Fix or replace high flow urinals Office •Fix or replace high flow urinals •Fix faulty faucet and toilet sensors •Adjust toilet tank water levels to improve toilet efficiency •Replace old/faulty flushometer toilets to improve efficiency •Inspect ornamental fountain frequently for leaks or other concerns •Replace water-cooled ice machines with air-cooled ice machines •Install a submeter for cooling tower(s) and regularly inspect tower(s) for leaks and stuck valves •Replace tank toilets with EPA WaterSense certified efficient toilets •Adjust toilet tank water levels to improve toilet efficiency •Fix or replace leaking/damaged showerheads •Install faucet aerators where missing (primarily garage hand wash stations) •Inspect/fix pipe fittings and vacuum breakers in cleaning closet(s) •Replace inefficient clothes washer(s) with Energy Star Certified clothes washer(s) •Purchase recycled water training truck - ' Library & Museum •Fix faulty faucet and toilet sensors •Install a submeter on the cooling tower and regularly inspect for leaks and stuck vaIves Install faucet aerators where missing (primarily break rooms) •Adjust toilet tank water levels to improve toilet efficiency 'Fleet I ...\ - - •• Replace rooftop HVAC units .._ J • Use dry broom for floor cleaning •Fix or replace leaking/damaged showerheads •Use pressure washing equipment for all wet-cleaning •Turn off carwash hoses in winter (build insulated/heated enclosure) •Remove/replace trough sinks Fix or replace faucet sensors •Fix or replace high flow urinals •Re-circulate water for washing SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 19 Appendices SALT LAKE CITY WATER EFFICIENCY REPORT ACRONYMS ADVANCED METERING INFRASTRUCTURE AMI ALLIANCE FOR WATER EFFICIENCY AWE AMERICAN WATER WORKS ASSOCIATION MANUAL 36: WATER AUDITS AND LOSS CONTROL PROGRAMS, FOURTH EDITION AWWA M36 BOWEN COLLINS A& ASSOCIATES BCA DISTRIBUTION UNIFORMITY DU EVAPOTRANSPIRATION ET GALLONS GAL GALLONS PER CYCLE GPC GALLONS PER FLUSH GPF GALLONS PER MINUTE GPM GLOBAL POSITIONING SATELLITE GPS HEATING, VENTILATION, AND AIR CONDITIONING HVAC LANDSCAPE IRRIGATION RATIO LIR SEWER LIFT STATION LS MADDAUS WATER MANAGEMENT, INC.MWM METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY MWDSLS ONE-HUNDRED CUBIC FEET CCF REFERENCE EVAPOTRANSPIRATION ETO SALT LAKE CITY DEPARTMENT OF PUBLIC UTILITIES SLCDPU UNITED STATES DEPARTMENT OF AGRICULTURE - AGRICULTURE RESEARCH SERVICES FORAGE AND RANGE RESEARCH LABORATORY USDA-ARS/FRRL UNITED STATES ENVIRONMENTAL PROTECTION AGENCY WATERSENSE EPA WATERSENSE USU WATER MANAGEMENT ANALYSIS AND PLANNING SOFTWARE WATERMAPS™ UTAH STATE UNIVERSITY USU UTAH STATE UNIVERSITY – CENTER FOR WATER EFFICIENT LANDSCAPING USU-CWEL WATER RECLAMATION FACILITY WRF SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 20 Library/ Museum Library Museum Open Space Community Garden Landscape Streetscape Undeveloped Fire Fire Stations Fire Hydrants Fire Lines Office Office Buildings Public Safety Recreation Recreation Park Golf Cemetary Restaurants at Recreation Sites Restrooms at Recreation SItes Water Features Drinking Fountains Facilities Reservoirs Lift Stations Pump Stations Water Reclamation Facility Public Utilities Facilities Fleet Parts Warehouse Carwash Shops CITY PROPERTY TYPE CATEGORIZATIONS In the process of analyzing City water use data the project team developed a system of property type categorizations. As illustrated below, meters were identified then “rolled up” into one of seven categories based on their water use profile. Some sites have widely varied use types, such as the Main Library, where there are restrooms as well as retail and restaurant space, and recreation sites that have landscaping, indoor facilities, and restaurants. Office buildings are those which typically do not have any specialized water using equipment including, but not limited to, Plaza 349, the LeRoy Hooton Building, the City County Building, and Fisher Mansion. Figure 9 City Property Type Categorizations SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 21 WATER EFFICIENCY STANDARDS SHEET Fixture Replacement Guide for Water-Efficient Equipment Note: gal= gallons, gpm= gallons per minute, gpf= gallons per flush, gpc = gallons per cycle Additional Resources: EPA WaterSense, MaP Testing, Alliance for Water Efficiency, Federal Energy Management Program Fixture or Equipment Type Applicable Models Equipment Price (Avg.) Best Practice Efficiency Level for Salt Lake City, Utah Toilet WaterSense Compliant Tank Toilets Flushometer Valve/Tank Combo Toilets $200-400 ≤1.28 gpf 4 2F2F2F Urinal WaterSense Compliant Flush Urinals Non-water Urinals (Waterless)$150-300 ≤0.5 gpf1 Public Bathroom Faucet Aerators are available in a variety of sizes and spray types $1-5 (aerators)Manual or Sensor Faucets: ≤ 0.5 gpm 5 3F3F3F Metering Faucets: ≤ 0.25 gpc2 Residential Bathroom Faucet WaterSense Certified Bathroom Sink Faucets & Faucet Accessories $1-5 (aerators)≤1.5 gpm1 Showerhead WaterSense Certified Showerheads $20-80 ≤2.0 gpm1 Clothes Washer EnergyStar Certified Clothes Washers $500-800 Energy Star clothes washers: ≤ 6.0 gal/ft3 Water Factor/Integrated Water Factor Residential Dishwasher EnergyStar Certified Residential Dishwashers $400-700 Energy Star dish washers: ≤ 3.5 gal/load (standard) ≤ 3.1 gal/load (compact) Kitchen Faucet Aerators are available in a variety of sizes and spray types $1-5 (aerators)≤2.2 gpm2 Pre-rinse Spray Valve WaterSense Certified Pre-Rinse Spray Valves $50-100 ≤1.28 gpm1 Food Steamer Energy Star Certified Commercial Steam Cookers $10,000- 30,000 Use connectionless heat steamers, also called “boilerless steamers” Ice Machine Energy Star Certified Commercial Ice Machines $2,000-5,000 Use recirculating closed-loop chilled water ice machines or Energy Star air-cooled ice machines Commercial Dishwasher Energy Star Certified Commercial Dishwashers $5,000-80,000 Use Energy Star commercial dishwashers meeting the water efficiency requirements Combination Oven Energy Star Certified Commercial Ovens $20,000- 40,000 Use connectionless, boilerless combination ovens or Energy Star combination ovens Dipper Well Replacement technologies include, but are not limited to, scoop showers and heated utensil holders $150-350 Retrofit dipper well with in-line flow restrictor ≤0.3 gpm or install replacement technology 4 EPA WaterSense Standard 5 American Society of Mechanical Engineers (ASME)/American National Standards Institute (ANSI) Standard SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT 22 AUDIT KIT MATERIALS LIST 1.Waterproof backpack – We recommend a quality backpack to house all items in the kit and keep hands free. 2.Stopwatch – to time faucets/showers/toilets. Get one with a strap to be hands-free. 3.One small clear plastic container that can hold 0.25 gallon – to measure faucets. 4.One larger clear plastic container that can hold 1.0 gallon – to measure showers. It needs to have a wide mouth (larger than 3-4-inch opening) to fit under a shower head and be transparent to read volume. 5.Metal tape measure – to be used to measure water depth in tank type toilets. 6.Dye tabs – for testing toilet leaks. 7.Flashlight – makes it easier to see the labels on aerators or showerheads. 8.Cell phone and/or digital camera – for taking pictures of equipment. 9.Business cards – to identify employees while on site. 10.Batteries – for electronic devices as needed. 11.Tablet – for recording data. We recommend a lightweight tablet with a hands-free neck strap and case. 12.Notepad with lined paper and pen/pencil – to be used just in case electronics malfunction. 13.Drip water measuring vial – to estimate water loss from small drip leaks. 14.Selfie stick or telescoping mirror – to view equipment labels that are in hard to see places. 15.Small towel – to dry off in case you get wet. Optional items to bring: 1.TDS meter – (Total Dissolved Solids meter) to be used to measure water quality circulating in cooling tower. 2.EC meter – (Electrical Conductivity meter) – also used to measure water quality of cooling towers. 3.Measuring wheel – used to measure landscaped areas. Item K3 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 MOTION SHEET CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Lehua Weaver DATE:May 7, 2024 RE: FISCAL YEAR 2024-25 BUDGET, Reductions to Consolidated Fee Schedule Athletic Facility Reservations and Twilight Golf Fees MOTION 1 (adopt BOTH youth field fees and golf fees) I move that the Council suspend the rules and adopt the ordinance amending the Consolidated Fee Schedule to modify certain fees related to recreational facilities. MOTION 2 (adopt ONLY youth field fee reduction) I move that the Council suspend the rules and adopt the proposed reduction to youth athletic facility reservation fees. MOTION 2 (adopt ONLY the golf twilight fee) I move that the Council suspend the rules and adopt the proposed reduction to golf green fees for a twilight rate. MOTION 4 (reject) I move that the Council reject the ordinance {and consider at a later 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:Lehua Weaver DATE: May 7, 2024 RE:FISCAL YEAR 2024-25 BUDGET, Reductions to Consolidated Fee Schedule Athletic Facility Reservations and Twilight Golf Fees ISSUE AT-A-GLANCE The Administration has requested that the Council consider a reduction to the athletic field reservation fees and golf “twilight” fees. This request is being considered outside the annual budget process, because adjusting these seasonal fees for field use and golf is helpful for consistency. In addition, the proposal is to reduce these two categories, which can be considered more quickly by the Council without a public hearing. A full update to the Consolidated Fee Schedule will be submitted with the Mayor’s Recommended Budget for the upcoming annual budget discussions. Proposed changes: Create a new category for youth reservations, so the fee would decrease as follows: o Tier B fields from $18.00 to $10.00 per hour o Tier C fields from $14.00 to $8.00 per hour Item Schedule: Briefing: May 7, 2024 Potential Action: May 7, 2024 Page | 2 Reinstate a discounted “twilight” rate to late afternoon/evening rounds of golf: o Average $10 discount off the adult, young adult, and senior golf rates o NOTE: Any changes to green fees other than the twilight rate will be transmitted with the annual budget and are not being considered now. MOUNTAIN DELL GREEN FEES SENIOR RATES YOUNG ADULT RATES POLICY QUESTIONS 1. Proposed Youth reservation changes: a. Does the Council support reducing the rate for youth reservations at City athletic facilities? b. Does the Council support implementing a refund opportunity for leagues that may have already paid the higher rate for youth field reservations? 2. Regarding the twilight golf fee, does the Council support that rate change or have any questions about the proposal? BACKGROUND INFORMATION The Council enacted ordinances in May 2011 creating the consolidated fee schedule (CFS) which organizes fees into one chart and organized by department, function and identifies relevant City ordinances authorizing each fee. Some ordinances designate a specific maximum fee, formula to use or a general authorization to charge a fee for a particular service. The CFS is intended to improve transparency by centralizing fee information into one document and accountability by designating where fees are authorized. The Finance Department coordinates the CFS with other City departments and performs cost justification analysis as needed. The CFS is typically reviewed as a whole during the annual budget process, and then as needed throughout the year. ERIN MENDENHALL MARY BETH THOMPSON Mayor Chief Financial Officer CITY COUNCIL TRANSMITTAL Date Received: 04/30/2024 Rachel Otto, Chief of Staff Date sent to Council: 04/30/2024 TO: Salt Lake City Council DATE: April 26, 2024 Victoria Petro, Chair FROM: Mary Beth Thompson, Chief Financial Officer SUBJECT: Changes to Consolidated Fee Schedule (CFS) STAFF CONTACT: Kristin Riker or Lisa Hunt DOCUMENT TYPE: Consolidated Fee Schedule Ordinance RECOMMENDATION: The Administration recommends that the council adopt changes to Athletic Facility Reservation and Twilight Golf Green Fees in advance of the FY25 budget. BUDGET IMPACT: N/A BACKGROUND/DISCUSSION: Athletic Facility Reservation Fee: In FY23, the City removed all fee reductions for non- profit and charitable organizations to better comply with Utah Code 10-8-2. This change has had a huge impact on the youth leagues and their ability to rent fields. Parks Division would like to reduce the hourly fee for Youth Organized Leagues for use of Tier B and C Fields as follows: Tier B from $18.00 to $10.00 Tier C from $14.00 to $ 8.00 April Patterson April Patterson (Apr 30, 2024 14:00 MDT) DEPARTMENT OF FINANCE 451 SOUTH STATE STREET, ROOM 245 SALT LAKE CITY, UTAH 84114 TEL 801-535-6403 rachel otto (Apr 30, 2024 14:24 MDT) Changes to CFS Transmittal to City Council Twilight Golf Green Fee: The Golf Division would like to reinstate twilight rates for Mountain Dell for the 2024 season in line with other price changes the division has made. Twilight rates had been approved previously by the Council and had appeared in previous versions of the CFS. Twilight rates are designed to keep the golf course full as much as possible to the end of daylight. A discounted rate is offered because the customer may not have enough daylight to complete a full 18 holes. These rates will be posted in the golf shop and on the golf website. This reflects a $10 discount to the Adult, Young Adult, and Senior Public rates and includes a cart rental. New Rates will be as follows: $54 - Adult (Age 26-59) $44 - Young Adult (Age 17 through 25) $48 - Senior Public (Age 60 and older) The golf professional may adjust starting times as needed, but in the past, it has been offered every day after 4:00 p.m. April - September, after 3:00 p.m. in October, and after 2:00 p.m. in November. PUBLIC PROCESS: Public Hearing SALT LAKE CITY ORDINANCE No. of 2024 (An ordinance amending the Salt Lake City Consolidated Fee Schedule to modify certain fees regarding the use of Salt Lake City’s recreational facilities.) WHEREAS, on May 17, 2011 the City Council adopted Ordinances 2011-23, 2011-24 and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and WHEREAS, it is now proposed that the Salt Lake City Consolidated Fee Schedule be amended to modify certain fees regarding the use of specified recreational facilities that Salt Lake City (“City”) makes available to the public, as shown in the attached Exhibit A and Exhibit B; and WHEREAS, the City Council finds (i) the fees set forth in Exhibit A and Exhibit B are necessary, reasonable, and equitable in relation to regulatory and service costs incurred by the City; and (ii) adoption of this ordinance reasonably furthers the welfare of the citizens of Salt Lake City. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to Athletic Facility Reservations set forth in the attached Exhibit A. SECTION 2. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to the implementation of various twilight golf fees as set forth in the attached Exhibit B. SECTION 3. That a copy of the amended Salt Lake City Consolidated Fee Schedule shall be published on the official Salt Lake City website. SECTION 4. That this ordinance shall become effective upon publication. 2 Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Senior City Attorney 3 EXHIBIT A Athletic Facility Reservations Service Fee Additional Information Section Recreational (Non-organized or affiliate group), one-time use Tier B field $23 Per hour/two hour minimum 15.16.010 Recreational (Non-organized or affiliate group), one-time use Tier B field $17 Per hour/two hour minimum 15.16.010 Organized League Use per Hour per Field Tier B Field Tier C Field 15.16.010 Youth $10 $8 15.16.010 Adult $18 $14 15.16.010 Recreational tournaments with season reservations $122 Per Day Recreational tournaments without season reservations $243 Per Day 3.50.080 Any cleaning required after field usage $48 Per Staff Hour 15.16.010 4 EXHIBIT B Green Fees – Tax included in listed green fees General Public Rates Time frame subject to change as needed by Golf Director Courses 9 Holes 18 Holes General Public Rate Time Frame Section Bonneville $21.00 $42.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Bonneville weekend before 2 PM $42.00 $42.00 Sat/Sun before 2PM 16.16.031 Forest Dale $17.00 NA All Day, Every Day 15.16.031 Glendale $18.00 $36.00 All Day, Every Day 15.16.031 Mountain Dell (Mon – Wed) $21.00 $42.00 Mon – Wed, all day 15.16.031 Mountain Dell (Thur – Sun) NA $42.00 Thur – Sun until 4 PM, 18-hole only 15.16.031 Nibley Park $16.00 NA All Day, Every Day 15.16.031 Rose Park $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Twilight Rates Mountain Dell NA $54 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Senior Rates – Age 60 and above See Section 15.16.031.B. Courses 9 Holes 18 Holes Senior Rate Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates Mountain Dell NA $48 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Regular LoyalTee Program Rates 5 Courses 9 Holes 18 Holes Regular LoyalTee Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Senior LoyalTee Program Rates Courses 9 Holes 18 Holes Senior LoyalTee Time Frame Section Bonneville $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $11.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Young Adult Rates – Age 18 – 25 Courses 9 Holes 18 Holes Young Adult Time Frame Section Bonneville $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $12.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates 6 Mountain Dell NA $44 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Junior Rates – Age 6 through Age 17 Courses 9 Holes 18 Holes Junior Rates Time Frame Section Bonneville $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $10.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $10.00 $20.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $9.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $9.00 $18.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 SALT LAKE CITY ORDINANCE No. of 2024 (An ordinance amending the Salt Lake City Consolidated Fee Schedule to modify certain fees regarding the use of Salt Lake City’s recreational facilities.) WHEREAS, on May 17, 2011 the City Council adopted Ordinances 2011-23, 2011-24 and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and WHEREAS, it is now proposed that the Salt Lake City Consolidated Fee Schedule be amended to modify certain fees regarding the use of specified recreational facilities that Salt Lake City (“City”) makes available to the public, as shown in the attached Exhibit A and Exhibit B; and WHEREAS, the City Council finds (i) the fees set forth in Exhibit A and Exhibit B are necessary, reasonable, and equitable in relation to regulatory and service costs incurred by the City; and (ii) adoption of this ordinance reasonably furthers the welfare of the citizens of Salt Lake City. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to Athletic Facility Reservations set forth in the attached Exhibit A. SECTION 2. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to the implementation of various twilight golf fees as set forth in the attached Exhibit B. SECTION 3. That a copy of the amended Salt Lake City Consolidated Fee Schedule shall be published on the official Salt Lake City website. SECTION 4. That this ordinance shall become effective upon publication. 2 Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Senior City Attorney 3 EXHIBIT A Athletic Facility Reservations Service Fee Additional Information Section Recreational (Non-organized or affiliate group), one-time use Tier B field $23 Per hour/two hour minimum 15.16.010 Recreational (Non-organized or affiliate group), one-time use Tier B field $17 Per hour/two hour minimum 15.16.010 Organized League Use per Hour per Field Tier B Field Tier C Field 15.16.010 Youth $10 $8 15.16.010 Adult $18 $14 15.16.010 Recreational tournaments with season reservations $122 Per Day Recreational tournaments without season reservations $243 Per Day 3.50.080 Any cleaning required after field usage $48 Per Staff Hour 15.16.010 4 EXHIBIT B Green Fees – Tax included in listed green fees General Public Rates Time frame subject to change as needed by Golf Director Courses 9 Holes 18 Holes General Public Rate Time Frame Section Bonneville $21.00 $42.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Bonneville weekend before 2 PM $42.00 $42.00 Sat/Sun before 2PM 16.16.031 Forest Dale $17.00 NA All Day, Every Day 15.16.031 Glendale $18.00 $36.00 All Day, Every Day 15.16.031 Mountain Dell (Mon – Wed) $21.00 $42.00 Mon – Wed, all day 15.16.031 Mountain Dell (Thur – Sun) NA $42.00 Thur – Sun until 4 PM, 18-hole only 15.16.031 Nibley Park $16.00 NA All Day, Every Day 15.16.031 Rose Park $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Twilight Rates Mountain Dell NA $54 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Senior Rates – Age 60 and above See Section 15.16.031.B. Courses 9 Holes 18 Holes Senior Rate Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates Mountain Dell NA $48 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Regular LoyalTee Program Rates 5 Courses 9 Holes 18 Holes Regular LoyalTee Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Senior LoyalTee Program Rates Courses 9 Holes 18 Holes Senior LoyalTee Time Frame Section Bonneville $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $11.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Young Adult Rates – Age 18 – 25 Courses 9 Holes 18 Holes Young Adult Time Frame Section Bonneville $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $12.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates 6 Mountain Dell NA $44 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Junior Rates – Age 6 through Age 17 Courses 9 Holes 18 Holes Junior Rates Time Frame Section Bonneville $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $10.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $10.00 $20.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $9.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $9.00 $18.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 SALT LAKE CITY ORDINANCE No. of 2024 (An ordinance amending the Salt Lake City Consolidated Fee Schedule to modify certain fees regarding the use of Salt Lake City’s recreational facilities.) WHEREAS, on May 17, 2011 the City Council adopted Ordinances 2011-23, 2011-24 and 2011-25 to authorize and create the Salt Lake City Consolidated Fee Schedule; and WHEREAS, it is now proposed that the Salt Lake City Consolidated Fee Schedule be amended to modify certain fees regarding the use of specified recreational facilities that Salt Lake City (“City”) makes available to the public, as shown in the attached Exhibit A and Exhibit B; and WHEREAS, the City Council finds (i) the fees set forth in Exhibit A and Exhibit B are necessary, reasonable, and equitable in relation to regulatory and service costs incurred by the City; and (ii) adoption of this ordinance reasonably furthers the welfare of the citizens of Salt Lake City. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to Athletic Facility Reservations set forth in the attached Exhibit A. SECTION 2. That the Salt Lake City Consolidated Fee Schedule shall be, and hereby is, amended, in pertinent part, to reflect the fees, and corresponding fee information, related to the implementation of various twilight golf fees as set forth in the attached Exhibit B. SECTION 3. That a copy of the amended Salt Lake City Consolidated Fee Schedule shall be published on the official Salt Lake City website. SECTION 4. That this ordinance shall become effective upon publication. 2 Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Senior City Attorney 3 EXHIBIT A Athletic Facility Reservations Service Fee Additional Information Section Recreational (Non-organized or affiliate group), one-time use Tier B field $23 Per hour/two hour minimum 15.16.010 Recreational (Non-organized or affiliate group), one-time use Tier B field $17 Per hour/two hour minimum 15.16.010 Organized League Use per Hour per Field Tier B Field Tier C Field 15.16.010 Youth $10 $8 15.16.010 Adult $18 $14 15.16.010 Recreational tournaments with season reservations $122 Per Day Recreational tournaments without season reservations $243 Per Day 3.50.080 Any cleaning required after field usage $48 Per Staff Hour 15.16.010 4 EXHIBIT B Green Fees – Tax included in listed green fees General Public Rates Time frame subject to change as needed by Golf Director Courses 9 Holes 18 Holes General Public Rate Time Frame Section Bonneville $21.00 $42.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Bonneville weekend before 2 PM $42.00 $42.00 Sat/Sun before 2PM 16.16.031 Forest Dale $17.00 NA All Day, Every Day 15.16.031 Glendale $18.00 $36.00 All Day, Every Day 15.16.031 Mountain Dell (Mon – Wed) $21.00 $42.00 Mon – Wed, all day 15.16.031 Mountain Dell (Thur – Sun) NA $42.00 Thur – Sun until 4 PM, 18-hole only 15.16.031 Nibley Park $16.00 NA All Day, Every Day 15.16.031 Rose Park $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Twilight Rates Mountain Dell NA $54 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Senior Rates – Age 60 and above See Section 15.16.031.B. Courses 9 Holes 18 Holes Senior Rate Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates Mountain Dell NA $48 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Regular LoyalTee Program Rates 5 Courses 9 Holes 18 Holes Regular LoyalTee Time Frame Section Bonneville $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $15.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $18.00 $36.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Senior LoyalTee Program Rates Courses 9 Holes 18 Holes Senior LoyalTee Time Frame Section Bonneville $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $13.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $13.00 $26.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $15.00 $30.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $11.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Young Adult Rates – Age 18 – 25 Courses 9 Holes 18 Holes Young Adult Time Frame Section Bonneville $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $14.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $14.00 $28.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $16.00 $32.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $12.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $12.00 $24.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Twilight Rates 6 Mountain Dell NA $44 Time frame to be determined by course and posted in the clubhouse. Cart included 15.16.031 Junior Rates – Age 6 through Age 17 Courses 9 Holes 18 Holes Junior Rates Time Frame Section Bonneville $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Forest Dale $10.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Glendale $10.00 $20.00 Mon – Fri, all day & Sat/Sun after 1 PM 15.16.031 Mountain Dell $11.00 $22.00 Mon – Fri, all day & Sat/Sun after 2 PM 15.16.031 Nibley Park $9.00 NA Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 Rose Park $9.00 $18.00 Mon – Fri, all day & Sat/Sun after 12 PM 15.16.031 ERIN MENDENHALL Mayor CITY COUNCIL TRANSMITTAL MARY BETH THOMPSON Chief Financial Officer rachel otto (Apr 30, 2024 07:53 MDT)Date Received: 4/30/2024 Rachel Otto, Chief of Staff Date sent to Council: 4/30/2024 TO:Salt Lake City Council DATE: April 30, 2024 Victoria Petro, Chair FROM:Mary Beth Thompson, Chief Financial Officer SUBJECT:Salt Lake City Library Budget Amendment #3 SPONSOR:NA STAFF CONTACT: Greg Cleary, 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 2023-24 Library Fund adopted budget. BUDGET IMPACT: REVENUE EXPENSE LIBRARY FUND $ 2,893,769.00 $ 2,893,769.00 TOTAL $ 2,893,769.00 $ 2,893,769.00 April Patterson April Patterson (Apr 30, 2024 06:56 MDT) 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 BACKGROUND/DISCUSSION: Library Administration is requesting a $2,893,769 increase to the FY2023-24 Library budget. This increase is required to budget and account for pass-through property tax revenue collected by Salt Lake County and remitted directly to the Utah Inland Port Authority and the Convention Center Hotel pass through funds. Additional detail is outlined in the attached memo. PUBLIC PROCESS: Public Hearing SALT LAKE CITY ORDINANCE No. of 2024 (Third Amendment to the Final Budget for the Library Fund of Salt Lake City, Utah for Fiscal Year 2023-24) An ordinance amending Salt Lake City Ordinance No. 28 of 2023, which adopted the final budget for the Library fund of Salt Lake City, Utah, for the fiscal year beginning July 1, 2023 and ending June 30, 2024. PREAMBLE On June 13, 2023, the Salt Lake City Council adopted the final budget for the Library fund of Salt Lake City, Utah for the fiscal year beginning July 1, 2023 and ending June 30, 2024, 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, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget 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 for the Library fund of Salt Lake City as approved, ratified and finalized by Salt Lake City Ordinance No. 28 of 2023. SECTION 2. Adoption of Amendments. The budget amendments attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget for the Library fund of Salt Lake City, Utah for the fiscal year beginning July 1, 2023 and ending June 30, 2024, in accordance with the requirements of Section 10-6-128, of the Utah Code. SECTION 3. Certification to Utah State Auditor. The City’s Policy and Budget Director, acting as the City’s Budget Officer, is authorized and directed to certify and file a copy of said budget amendments with the Utah State Auditor. SECTION 4. 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 in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 5. Effective Date. This Ordinance shall take effect on its first publication. Passed by the City Council of Salt Lake City, Utah, this day of , 2024. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor’s Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER (SEAL) Bill No. of 2024. Published: . 2 Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd MEMO | April 22, 2024 To: Salt Lake City Library Board of Directors Salt Lake City Council From: Noah Baskett, Executive Director Re: Library Budget Amendment 3 for FY2023-24 The Library’s FY2023-24 budget includes an estimate of revenue and expenditure accounts for the Inland Port and Convention Center Hotel pass through funds. Along with various other entities, the Library is required by State law to account for these funds that are never actually deposited into the Library’s accounts. The FY23 budget amounts for these offsetting revenues and expenditures were $600,000, while the actual amount of the pass through was $987,705. In FY24, $800,000 was budgeted for the pass through and the Library has now received notice that the actual amount is $1,557,572. In March, the Board of Directors approved a budget amendment to address this Inland Port and Convention Center Hotel pass through. In addition, staff has recently determined that another pass through exists to fund the Community Reinvestment Agency. The revenue and expenditure assessed to the Library for this pass through in FY24 is $2,136,197. These amounts will require a budget amendment increasing the Library’s General Fund budget by $2,893,769, as outlined in the table below: Account Name Current Budget Amount Proposed Budget Amount Difference Funding Source Property Taxes-Pass Through 800,000 3,693,769 2,893,769 Totals $800,000 $3,693,769 $2,893,769 Expenditures Payments to Other Governments 800,000 3,693,769 2,893,769 Totals $800,000 $3,693,769 $2,893,769 The net impact of this adjustment is zero as the expenditure increase is offset by the increase in revenue. Library staff is actively working with the City’s Finance Department to forecast and align our budgets for the pass through revenue in the future. Recommended Motion: Move to approve an increase in the Library’s FY24 General Fund budget of $2,893,769, inclusive of the prior approval for an increase of $757,572. City Council Announcements May 7, 2024 For Your Consideration: A. Legislative Action: Consider Allowing Outdoor Events in The General Commercial Zone. The council will consider adopting a legislative action that would initiate a zoning petition for City staff to research and draft an ordinance that would allow live performance theater use in the CG (General Commercial) zone either indoors or outdoors. Currently they are only allowed indoors. If the Council supports this action, it may consider formally adopting the Legislative Action at the May 7 formal meeting this evening. B. Legislative Action: Amend City Ordinance For The Amount of Time A Reconstructed Historic Building is Protected. The council will consider adopting a legislative action that would initiate a zoning petition for city staff to research and draft an ordinance that would change the years a reconstructed historic building must be protected to 50 years (from 25). On April 16 the Council adopted an ordinance that set the years at 25. It was published before the next formal meeting. Council Member Wharton wanted to change the ordinance to make it 50 years and intended to recall the vote on May 7. However, since the ordinance was published, that is not an option. So, the Council would need to adopt a legislative action initiating the process for this zoning change to be made. If the Council supports this action, it may consider formally adopting the legislative action in the May 7 formal meeting. 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 electronic recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by electronic 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: : Electronic 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 Victoria Petro May 7, 2024 n n n n Victoria Petro җMay р4, 2024 ртѷр7 MҘ 0фҝр4ҝ2024 5-7-14 Work Session Sworn Statement Final Audit Report 2024-05-14 Created:2024-05-14 By:STEPHANIE ELLIOTT (stephanie.elliott@slcgov.com) Status:Signed Transaction ID:CBJCHBCAABAAFiIsID1Qziyrk7pY8YTlU-IjaCtNKmrs "5-7-14 Work Session Sworn Statement" History Document created by STEPHANIE ELLIOTT (stephanie.elliott@slcgov.com) 2024-05-14 - 6:10:30 PM GMT Document emailed to victoria.petro@slcgov.com for signature 2024-05-14 - 6:14:45 PM GMT Email viewed by victoria.petro@slcgov.com 2024-05-14 - 7:16:47 PM GMT Signer victoria.petro@slcgov.com entered name at signing as Victoria Petro 2024-05-14 - 7:17:00 PM GMT Document e-signed by Victoria Petro (victoria.petro@slcgov.com) Signature Date: 2024-05-14 - 7:17:02 PM GMT - Time Source: server Agreement completed. 2024-05-14 - 7:17:02 PM GMT