06/06/2024 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
June 6, 2024 Thursday 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
No Formal Meeting
Please note: A general public comment period will not be held this day. This is the Council's monthly scheduled
briefing meeting.
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: 12:15:36
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
Click Here for the Mayor’s Recommended Budget for Fiscal Year 2024-25
1.Fiscal Year 2024-25 Budget: Sustainability Department and
Refuse Fund ~ 1:00 p.m.
45 min.
The Council will receive a briefing about the proposed Sustainability Department budget
and Refuse Fund 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 - Thursday, June 6, 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
2.Fiscal Year 2024-25 Budget: Department of Economic
Development ~ 1:45 p.m.
45 min.
The Council will receive a briefing about the proposed budget for the Department of
Economic Development 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 - Thursday, June 6, 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 Budget: Governmental Immunity ~ 2:30 p.m.
30 min.
The Council will receive a briefing about the proposed Governmental Immunity budget
for Fiscal Year 2024-25, which is the City's self-insurance fund for liability claims.
For more information visit tinyurl.com/SLCFY25.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, June 6, 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.Tentative Break ~ 3:00 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 -
5.Fiscal Year 2024-25 Budget: Capital Improvement Program
Overview ~ 3:20 p.m.
30 min.
The Council will receive a briefing about the City's Capital Improvement Program (CIP),
which involves the construction, purchase or renovation of buildings, parks, streets or
other city-owned physical structures. Generally, projects have a useful life of at least five
years and cost $50,000 or more. The Council approves debt service and overall CIP
funding in June with the annual budget process, while project-specific funding is
approved by September 1 of the same calendar year.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, June 6, 2024
Set Public Hearing Date - Tuesday, June 11, 2024
Hold hearing to accept public comment - Tuesday, July 9, 2024 at 7 p.m. and Tuesday,
August 13, 2024 at 6 p.m.
TENTATIVE Council Action - Tuesday, August 20, 2024
6.Semiannual Update on Public Lands’ Bond Projects ~ 3:50 p.m.
20 min.
The Council will receive a briefing about updates for several projects managed by the
Public Lands Department and funded by the voter-approved Parks, Trails & Open Space
Bond and the 2022 Sales Tax Revenue Bond.
For more information visit tinyurl.com/SLCBonds.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, June 6, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
7.Fiscal Year 2024-25 Budget: Unresolved Issues Follow-up ~ 4:10 p.m.
45 min.
The Council will receive a follow-up briefing about unresolved issues relating to the
proposed 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, June 4, 2024 and Thursday, June 6, 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
Standing Items
8.Report of the Chair and Vice Chair -
-
Report of Chair and Vice Chair.
9.Report and Announcements from the Executive Director -
-
Report of the Executive Director, including a review of Council information items and
announcements. The Council may give feedback or staff direction on any item related to
City Council business, including but not limited to scheduling items.
10.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 12:00 p.m. on Wednesday, June 5, 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.
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
tinyurl.com/SLCFY25
TO:City Council Members
FROM: Ben Luedtke, Senior Analyst
DATE:June 6, 2024
RE: Proposed FY 2025 Sustainability Department Budget
BUDGET BOOK PAGES: Key Changes 69-70, Department Overview 245-249, Staffing Document 312
ISSUE AT-A-GLANCE
The FY2025 Sustainability Department budget is proposed to be $26,037,892 which is (-$2,225,900) or 8% less than last
fiscal year. The decrease is mostly due to a reduction in capital expenditures for vehicle replacements in the Waste &
Recycling Division. The last two annual budgets re-appropriated prior year funding for new vehicle purchases that
couldn’t be used because of manufacturer supply constraints. Most of those purchases have now been placed. There are no
staffing changes; the total Department staffing level of 65 FTEs would remain the same. There are two divisions in the
Department: Waste & Recycling and Environment & Energy. See Additional Info section for a summary of the
Sustainability Department budgets since it was created in FY2016. Key elements of the FY2025 proposed budget are
grouped below by the two divisions.
The Waste & Recycling Division is an enterprise fund which operates like a business where revenues must cover expenses.
It provides weekly collection of recycling, yard waste, and garbage from residential and some commercial properties as
well as to special events, operates a bulk waste collection program “Call 2 Haul,” supports the municipal landfill (co-owned
by the County and the City), education and permitting, and oversees implementation of city ordinance requirements for
commercial recyclers. This Division is 90% of the Department’s budget and has 57 FTEs.
The Environment & Energy Division is transitioning away from relying on landfill dividends as a revenue source to be
mostly funded by the General Fund. This Division seeks to advance the City’s sustainability and electrified transportation
goals jointly adopted by the Mayor and Council (see Additional Info section for those goals). It assists departments with
environmental assessments typically performed by consultants and compliance, develops strategies to reduce emissions
and improves energy efficiency for City operations and resident’s activities, address food insecurity, and facilitates greater
access to renewable energy. This Division is 11% of the Department’s budget and has eight FTEs.
Continue Title 2 Core Functions & Focus Areas Deliberations (see Attachment 4 for the alignment chart): The Council
may wish to continue the discussion from May 30 about amending Title 2 Chapter 2.08 Administrative Organization of
Salt Lake City Code about the core functions and focus areas of the Sustainability Department. Staff prepared Attachment
4 to show the alignment of the eight focus areas proposed in the ordinance amendment and the FY2025 proposed budget.
The eight focus areas are shown in red on the top and the nine ongoing program budgets are shown in blue on the left. A
green yes box identifies where the program budget advances a focus area. Note that the Waste & Recycling Division is
listed as one ongoing program budget while the other eight ongoing program budgets are from the Environment & Energy
Division. Note that the Waste & Recycling Division above includes personnel costs the other programs in the Environment
& Energy Division do not include personnel costs which are an additional $1.4 million. The alignment chart could be
updated to incorporate those personnel costs. Some FTEs are mostly dedicated to a single program while others support
multiple programs across the department.
Project Timeline:
Briefing: June 6, 2024
Budget Hearings: May 21 and June 4, 2024
Potential Adoption Vote: June 11 or 13, 2024
Page | 2
KEY ELEMENTS OF THE $23.3 MILLION WASTE & RECYCLING DIVISION PROPOSED BUDGET
The total division budget is proposed to be $23,,328,625 which is (-$2,288,537) or -9% less than FY2024.
$1.6 Million from Collection Fee Increases
(10% fee increase proposed)
The budget includes $1,619,837 new revenue from higher refuse collection fees which also covers increased expenses. A
10% fee increase is proposed for FY2025. The table below provides a summary of the fee increases. Last year the fees
increased 12% and by 15% the year before that. The Department projects a 10% fee increase for FY2026, 10% in FY2027,
4% in FY2028, and then 3% annually afterwards. Collection fees were not increased for seven years from FY2015 through
FY2021. Fees have been increased in the last three fiscal years to address inflationary impacts to operating costs and
maintaining sufficient cash reserves (rainy day fund) in case of emergencies. A low-income abatement program is
operated through the Public Utilities Billing System (PUBS) where a resident qualifying for property tax relief programs
administered by the County also receives a discount on their Public Utilities and Refuse fees. (There have been some
concerns that this relief program is not as helpful for people experiencing financial crisis.) There is also an $18,780
increase or 3% increase to contractual fees for the optional glass recycling service which is provided by a contractor. This
cost increase is passed on to customers through PUBS.
$889,104 for Public Utilities Billing System or PUBS Increase
The Waste and Recycling Division within the Sustainability Department uses PUBS to collect service fees. The PUBS cost
of operations has increased and a proportionate share of the higher costs is charged to the Department. IMS is currently
leading the effort to explore replacement options for a new PUBS system.
$323,906 for the 5% general pay increase / cost of living adjustment (COLA) proposed in the Mayor’s
Recommended Budget for all City employees. This item also includes a smaller amount of base-to-base changes such as
when a position is reclassified midyear.
$258,000 for Tipping Fee Increases
There are four fee increases bundled together in this line item. Some of the cost increases are estimates such as the
landfill’s transfer station. Landfill tipping fees are determined by the landfill’s annual budget and the Landfill Council’s
budgeting process which is on a calendar year cycle. The four fee categories are:
- Landfill tipping fees for waste collected in curbside trash containers and Call 2 Haul
- Green waste tipping fees for curbside compost (yard waste)
- Recycling processing fees for material collected in curbside recycling carts
- Recycling fees for tires and electronics collected in Call 2 Haul
$182,406 for vehicle maintenance cost increases which reflects a 10% inflationary impact.
$107,986 for several miscellaneous expense increases including a 3% glass recycling contract, minor building
repairs, equipment, and supplies. Note that the monthly glass recycling 3% cost increase is passed on to customers so
there is a corresponding $18,780 revenue increase for that greater expense.
(-$30,838) for lease debt payment decrease which reflects the reduced new debt financing covered in the (-$4.2
million) reduction above; less lease debt payments are needed because fewer new debt financing is planned in FY2025.
(-$44,700) for reduced fleet fuel and certified natural gas (CNG) costs based on market projections.
(-$4,251,433) Million Debt Financing Revenue Reduction Because Purchasing Fewer New Vehicles
In FY2024, the Division was able to catch up on several large refuse vehicle purchases that were delayed for multiple years
because manufacturers were not accepting orders amidst supply chain constraints. There is a corresponding (-$4 million)
reduction on the expenditure side. The capital expenditure budget is proposed to be $3,710,567. Two flatbed trucks were
unable to be purchased in FY2024 so the FY2025 budget would re-appropriate the funds since those vehicles are still
$%
40 Gallons 19.90$ 2.00$ 10%21.90$ 24.00$ 262.80$
60 Gallons 25.45$ 2.50$ 10%27.95$ 30.00$ 335.40$
90 Gallons 30.20$ 3.00$ 10%33.20$ 36.00$ 398.40$
Total Annual
FeeContainer Size Current
Monthly Fee
FY2025
Monthly Fee
Proposed Increase Annual Cost
Increase
Page | 3
needed. Some vehicles are bought outright and others the Department finances through new debt which is paid back over
several years. There is a corresponding revenue increase in the budget of $2,863,727 to accept the debt proceeds for the
new vehicle purchases. The line item usually also includes some smaller revenue items from the anticipated sale of older
vehicles, interdepartmental refuse billings increasing from higher fees, and more interest income.
KEY ELEMENTS OF THE $2.7 MILLION ENVIRONMENT & ENERGY DIVISION PROPOSED BUDGET
The total division budget is proposed to be $2,709,267 which is $62,637 or 2% more than FY2024. Most of the increase is
personnel services items seen in all departments. See the Additional Info section for status updates on recent projects
and studies.
Last Year in Transition Away from Landfill Dividends to General Fund as Primary Revenue Source
FY2024 was anticipated to be the last year that the E&E Division could rely upon landfill dividends as a significant
revenue source for ongoing operations. The landfill dividends are anticipated to decrease and a corresponding increase in
the transfer from the General Fund would be needed in the FY2026 annual budget. The Department reports that the cash
balance in the fund was enough to keep the General Fund transfer at $1,170,900 which is the same as in FY2024. The
Department provided the below table showing the revenue source breakout for the E&E Division. Identifying how much of
the $1 million cash balance was originally from a General Fund transfer was pending at the time of publishing this report.
The cash balance is like the Division’s Fund Balance where unused appropriations from prior years lapse.
Revenue Source Budget Percent
General Fund Transfer $1,170,900 43%
Landfill Dividend $480,000 18%
Misc Revenue $16,577 1%
Cash Balance $1,090,111 38%
Total Expense Budget $2,709,267
$100,000 in Non-departmental for Environmental Assessments and Remediation
This appropriation is placed in Non-departmental made available to all General Fund Departments. The Sustainability
Department manages the environmental consulting contracts that use these funds. Departments typically use project
budgets to pay for routine environmental assessments and remediation while this $100,000 is for emergencies and
unexpected needs. Examples of when these funds have been or could be used include assessing real property donations
and dedications, The Other Side Village development (the City was later reimbursed), the Fleet Block redevelopment, and
abandoned large vehicles leaking potentially hazardous chemicals in the public right of way. The Department reports
initial Phase 1 assessments cost approximately $3,000 and later follow up sampling and minor remediation could range
from $10,000 to $50,000.
(-$230,000) Non-departmental Transfer Reduction to Discontinue the Expanded Air Quality Incentives
Program for Electric Bike Vouchers and Indoor Air Quality Devices
The proposed budget does not include continuing the $230,000 for the expanded air quality incentives program that
funded e-bike vouchers and indoor air quality devices like HVAC filters, air purifiers, and induction stoves. The Council
put those funds into a holding account as part of the FY2024 annual budget and then released the funds in Budget
Amendment #4 in March. The one-time expanded incentives program is anticipated to launch this summer. See policy
question #3 about requesting a written report on the outcomes of the pilot program.
Eight local bike shops indicated support for partnering with the program and provided feedback on the draft program
design. The rebate amounts are based on a research study of similar programs around the nation and input from local bike
shops. The Department may request funding in the FY2026 annual budget to continue the expanded incentives program
for e-bikes and indoor air quality devices depending on results of the pilot program later this year.
On the indoor air quality portion of the pilot program, the Division has coordinated with the Housing Stability Division to
potentially partner with the existing home repair and rehabilitation programs. If this approach is successful, then it would
begin this summer.
In the FY2024 annual budget the Council approved a new FTE Air Quality Incentives Program Coordinator to handle the
increasing City workload as the State Division of Air Quality or DAQ ended the residential component of the program to
solely focus on commercial landscaping businesses. This FTE remains and is coordinating the base program of residential
gas-powered landscaping equipment exchange and the one-time expanded incentives for e-bikes and indoor air quality
devices.
Page | 4
Base Air Quality Incentives Program for Gas-powered Landscaping Equipment Exchange History FY2021 – FY2024
The Council previously funded $250,000 annually over three years for a gas-powered lawnmower exchange program in
partnership with DAQ. In prior years, the Department estimated approximately 1,000 residents could participate in the
program at the $250,000 funding level. Residents received up to $300 for exchanging a gas-powered lawnmower for an
electric one or $150 off an electric mower without an exchange. Residents can choose to participate in the Call 2 Haul
program for old gas-powered equipment to be picked up and recycled. The gas-powered lawnmower exchange program
received $250,000 from General Fund Balance in Budget Amendment #5 of FY2021 and another appropriation of
$250,000 from General Fund Balance in Budget Amendment #4 of FY2022. The FY2023 and FY2024 annual budgets
included $250,000 to continue the program at the same funding level. The FY2025 budget proposes to continuing this
level of funding again. See the Additional Info section for a status update on the latest round of funding.
Continue $214,000 Ongoing for New Electric Vehicle Charging Stations
The FY2025 budget continues the $214,000 ongoing funding level for new EV charging stations. Note that the ongoing
maintenance and operations budget of $45,000 was transferred to the Public Services Department. The funds are hoped
to be used in partnership with Rocky Mountain Power’s make ready program. Some of the funds would install
infrastructure between the utility grid and the future chargers so the locations are ready for EV charging stations. The
ongoing studies (funded in the last annual budget) evaluating where to place EV charging stations serving the City’s
internal fleet and public facing stations will inform the locations and ownership models of new stations built with these
funds. See the Additional Info section for status updates on those two studies. The Departments states these funds are
helpful as local matching funds for federal grants authorized over the next several years as part of the 2021 Bipartisan
Infrastructure Law and Inflation Reduction Act.
$155,828 for Utah Renewable Communities Program Public Noticing and Mailings
The Department stated this funding will be covered by the ongoing base budget for the renewable energy program. The
public noticing and mailing costs would be 65% of the program’s $239,200 annual budget. Participating municipalities are
required to pay Rocky Mountain Power for mailing and noticing costs after the program has been created. The current
design of the program anticipates automatically entering all property owners into the program unless they opt-out at a to
be determined time. Note that the program rebranded to URC and was previously called Community Renewable Energy
Program. See the Additional Info section below for a program update including a $47.7 million Climate Pollution
Reduction Implementation grant application to the EPA which could provide a significant financial increase for the
program’s implementation.
$62,637 for the 5% general pay increase / cost of living adjustment (COLA) proposed in the Mayor’s Recommended
Budget for all City employees. This item also includes a smaller amount of base-to-base changes such as when a position is
reclassified midyear.
$34,751 miscellaneous revenue increase from the city’s owner’s distribution from the Salt Lake Valley Landfill
estimated at $30,000 and the remaining $4,751 is from interest incomes.
POLICY QUESTIONS
1.Alignment of Proposed Title 2 Department Focus Areas and Program Budgets – The Council may wish
to continue the discussion from May 30 about amending Title 2 Chapter 2.08 Administrative Organization of Salt
Lake City Code about the core functions and focus areas of the Sustainability Department.
2.E&E Division Transition to Rely Upon General Fund Revenue – The Council may wish to ask the
Administration what changes could be expected as landfill dividends and Environment & Energy Fund cash reserves
/ fund balance significantly shrink, and the E&E Division shifts to rely upon the General Fund for most / all revenue
in FY2026. For example, the $1.2 million General Fund transfer may need to double or more to support the E&E
Division’s existing programs and operations.
3.One-time Expanded Air Quality Incentives Pilot Program Outcomes – The Council may wish to request
that the Department provide a written report on the program’s outcomes for the $230,000 of incentives for e-bike
vouchers and indoor air quality devices.
4.Illegal Dumping Role Clarity and Resource Needs – The Council may wish to ask the Administration how
reports of illegal dumping are routed between departments for response and whether more resources are needed to
address the issue. Depending on the location and type of waste, a response could be handled by the departments of
Sustainability, Public Services, and Public Lands, the County Health Department, and/or the Utah Department of
Page | 5
Transportation (e.g. waste on state-owned roads within Salt Lake City). The Call 2 Haul Program in the Waste &
Recycling Division picked up 748 illegal waste piles around the city in FY2022.
5.Electric Vehicle Charging Electricity Subsidies – The Council may wish to continue the policy discussion of
who should pay for electric vehicle charging electricity (City currently subsidizes) and whether to explore privatizing
the chargers. Ongoing maintenance and operations funding of $45,000 for EV chargers is proposed to be
transferred to the Public Services Department. The Sustainability Department would continue to lead on studying
and planning where to install EV chargers, models for ownership, maintenance, and operations.
6.Upcoming Landfill Projects and Potential City Impacts – the Council may wish to ask the Administration
what potential impacts to the City could be expected from major projects planned at the Landfill, and what service
impacts the public should expect. Examples of upcoming projects include constructing a new landfill cell, new
methane gas collection mainline, reconstructing offices, and expanding public unloading facilities. The landfill has
an estimated remaining useful life of 50-60 years.
7.Funding for Periodic Rate Study – The Council may wish to discuss with the Administration how often a rate
study should be conducted to evaluate the structure and amounts for collection fees like how the Public Utilities
Department reviews rates every five years. The Council Office has received public comments suggesting rates should
provide a discount or other incentive for properties that do not need containers picked up every week.
ADDITIONAL AND BACKGROUND INFORMATION
Salt Lake City Renewable Sustainability Goals from July 2016 Joint Council-Mayor Resolution
1. 50% renewable energy for municipal facility operations by 2020
2. 100% renewable energy for municipal facility operations by 2032
a. In August 2019, this goal was updated to be achieved in 2030 as required by the Utah Community
Renewable Energy Act
3. 100% renewable energy for community wide electricity supply by 2032
4. 80% reduction in Salt Lake City’s greenhouse gas emissions by 2040
a. Collaborating with Rocky Mountain Power could significantly move the City toward this energy goal;
however, it is insufficient alone to achieve an 80% reduction in greenhouse gas emissions.
Electrified Transportation Goals (Attachment 3)
In December 2020, the City Council and Mayor jointly adopted a resolution setting out goals to electrify the City’s vehicle
fleet which builds upon the greenhouse gas emissions reduction goal from the 2016 joint resolution. See Attachment 3 for
the resolution and goals.
Falling Renewable Energy Share for Three Years and Anticipated Jump this Year from Elektron Solar Plant
The Department’s performance measures in Attachment 2 show that the percentage of renewable energy for municipal
operations fall from 13% in FY2020 to 10% in FY2023. The Elektron Solar project began operations on April 25, 2024. The
new solar generated power is anticipated to provide the City with 100 million kilowatt-hours of renewable energy
annually. The City’s metered electricity consumption was 127 million kilowatt-hours in 2023 which means the new solar
plant will provide nearly 79% of the City’s municipal electricity need, thus satisfying the first renewable sustainability goal
above and making significant progress toward the second goal above.
Using an EPA model, the Elektron Solar project is estimated to produce local airshed benefits in Salt Lake County
including avoiding 1,397 lbs. of nitrogen oxides (NOx) and 152 lbs. of particulate matter 2.5 micrometers in diameter
(PM2.5). The project website is available at: https://www.slc.gov/sustainability/climate-positive/elektron-solar/
Status Update and Next Steps for the Utah Renewable Communities Program
The Utah Renewable Communities program seeks to reach 100% renewable electricity for participating communities. Note
that a grant application was submitted to the EPA’s Climate Pollution Reduction Implementation program requesting
$47.7 million for electricity subsidies, new renewable energy projects, and related costs for the URC project. If the grant
were awarded, then the funds could reduce customer costs going into the start of the program. The Department provided
the following next steps update:
“The URC board is drafting solicitation procedures and narrative to secure program resources and hope to finalize
this in June. Then Rocky Mountain Power will submit solicitation procedures and narrative to the Public Service
Commission. This solicitation-focused filing will serve as part 1 of the program application filing. Part 2 – which
will include all other items required by state statute and administrative rules – should be finalized and filed by
Page | 6
Rocky Mountain Power with the PSC by the end of this year. The URC Board plans to consider a resolution at its
upcoming meeting to create a pathway that would allow Utah communities served by Rocky Mountain Power to
join the URC. Previously, new communities could not join the URC if they had not adopted a resolution supporting
a net-100% renewable electricity target by the end of 2019. However, Senate Bill 214 (Hinkins) removed that
requirement, opening the door for other communities to join.”
Status Updates for One-time Projects and Studies Funded in FY2023 and FY2024
The Department provided the below quick status updates on several large one-time projects that were funded in the last
annual budget. All the funding is anticipated to be encumbered before the end of the fiscal year.
-$250,000 for the gas-powered lawn mower exchange program which in FY2024 was the first year the Department
fully managed the process as the partnership with the State ended last calendar year. The Department provided
the below table of applications and approved funding by Council District. The total number of approved
applications from City residents was 640. Only City residents are eligible to participate. The total funding
requested was $185,100. Final program numbers are expected to be available later in the summer.
Council District Funding Approved Applications Approved
1 $25,050 84
2 $25,950 85
3 $18,850 64
4 $11,650 38
5 $35,750 129
6 $28,150 96
7 $37,900 138
-$200,000 for a zero waste by 2040 roadmap implementation plan from FY2023 went through an RFP and the
contract process is underway for the selected consultant. Work will start after the contract is signed. The plan is
anticipated to be completed by the end of calendar year 2025.
-$150,000 for a City fleet electric vehicle infrastructure study from FY2023 has a draft report developed by the
selected consultant. A final report is anticipated to be completed in the summer. 42 sites where City owned
vehicles regularly park were evaluated in addition to telematics (GPS) data from 1,270 vehicles in the City’s fleet.
Factors that were considered included daily mileage and usage patterns, suitability of EV replacement options,
charging infrastructure needed and emission reduction estimates. The resulting infrastructure plans for the 42
sites informed a Climate Pollution Reduction Implementation grant application to the EPA for fleet electrification.
-$150,000 for a community electrified transportation study is expected to be completed later in the summer. The
study is described as providing “policy ideas and priorities for consideration, based on best practices nationally
and local challenges and opportunities. The study also includes a charging infrastructure assessment to identify
gaps and recommend priority areas.” A public survey is expected to be released this month in addition to earlier
public engagement including a Westside focus group, electrified transportation forum in February, and individual
stakeholders engagements.
-$125,000 to complete a community food equity assessment is using an on-call contract and the funds are in the
process of being encumbered. The scope of work was finalized in December. The project is expected to be
completed in approximately 20 months.
Sustainability Department Total Budget FY2016 – FY2025
The Department was created in FY2016 from a former division within the Public Services Department. Collection fees are
the largest revenue source for the Department. The Waste & Recycling Division operates as an enterprise fund where
revenues must cover expenses. As a result, collection fees are adjusted based on operating cost changes. Collection fees
were held flat for seven years from FY2015 to FY2021. Fees increased in FY2022 – FY2024 and are proposed to increase
again in FY2025. A few million dollars of the FY2024 budget is a reappropriation of funds to purchase new vehicles to
replace old ones. The funding was unable to be used in FY2023 due to manufacturers experiencing supply chain issues.
The replacement vehicles are still needed. Reappropriating the funds for FY2024 allows the Department to place orders
when manufacturers reopen order windows sometimes at short notice.
Page | 7
Note: FY2024 is the adopted budget and FY2025 is the proposed budget. All others are actual figures.
$4.5 Million Cash Reserves / Rainy Day Fund (separate from General Fund Balance)
The Refuse Fund has a minimum target for cash reserves set at 18% of operating revenue which is approximately
equivalent to two months’ worth of operating expenses. The Finance Department has recommended this target for other
enterprise funds. The projected end of FY2024 cash reserves is just over $2.5 million or 15% of operating revenues.
ATTACHMENTS:
1. Summary Comparison Budget Chart
2. Department Performance Measurements
3. Salt Lake City’s Electrified Transportation Goals (jointly adopted by the Mayor and Council December 2020)
4. Sustainability Program Budgets and Focus Areas Alignment Chart
ACRONYMS
COLA – Cost of Living Adjustment
DAQ – State Division of Air Quality
EV – Electric Vehicle
FY – Fiscal Year
PUBS – Public Utilities Billing System
RFP – Request for Proposals
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Sustainability Department Total Budget Comparison
Environment & Energy Waste & Recycling
Page | 8
ATTACHMENT 1
SUMMARY COMPARISON BUDGET CHART
BY FUNCTION
Note: See Additional Info section above for a summary of the Sustainability Department budgets from when it was created in FY2016
to the proposed FY2025 budget.
FY2022 FY2023 FY2024 FY2025
Actuals Actuals Adopted Proposed Dollars %
Environment &
Energy 8 $ 1,485,545 $ 1,836,297 $ 2,646,630 $ 2,709,267 $ 62,637 2%
Waste & Recycling 57 $ 16,621,689 $ 14,306,302 $ 25,617,162 $ 23,328,625 $ (2,288,537)-9%
Total 65 $ 18,107,234 $ 16,142,599 $ 28,263,792 $ 26,037,892 $ (2,225,900)-8%
Funding Source
Refuse Fund 65 $ 18,107,234 $ 16,142,599 $ 28,263,792 $ 26,037,892 $ (2,225,900)-8%
Department of Sustainability
Division FTEs Difference
FY2022 FY2023 FY2024 FY2025
Actuals Actuals Adopted Proposed Dollars %
Personal Services $ 5,430,578 $ 5,651,014 $ 6,752,544 $ 7,137,658 385,114$ 6%
Operations & Maintenance $ 289,453 $ 427,198 $ 633,100 $ 731,507 98,407$ 16%
Charges & Services $ 7,355,717 $ 7,511,721 $ 9,492,684 $ 11,176,601 1,683,917$ 18%
Capital Expenditures $ 2,775,464 $ 252,030 $ 8,124,067 $ 3,710,567 (4,413,500)$ -54%
Improvements Expense $ - $ - $ - $ 51,000 51,000$ -
Debt Principal $ - $ - $ - $ 2,863,727 2,863,727$ -
Bonding / Debt / Interest Charges $ 1,978,827 $ 59,669 $ 2,986,397 $ 91,832 (2,894,565)$ -97%
Depreciation & Amortization $ - $ 1,968,540 $ - $ - -$ -
Transfers Out $ 277,196 $ 272,427 $ 275,000 $ 275,000 -$ 0%
Total $ 18,107,234 $ 16,142,599 $ 28,263,792 $ 26,037,892 $ (2,225,900)-8%
Operating Budget for Department of Sustainability
Difference
Page | 9
ATTACHMENT 2
DEPARTMENT MEASUREMENTS
Note: the first metric of diverting a percent of the waste stream is calendar year and the rest are fiscal year.
Performance Measure 2020
Actual
2021
Actual
2022
Actual
2023
Actual
2024 & 2025
Target
Increase percent of residential waste stream
diverted from th e landfill through recycling and
composting
39.29%37.20%37.00%36.00%≥40%
50% renewable electricity generation for
municipal operations by 2023
(does not reflect Rocky Mountain Power's
renewable energy generation mix)
13.00%12.00%12.00%10.00%
≥50% in 2024
≥70% in 2025
100% renewable electricity generation for
community by 2030
(reflects Rocky Mountain Power's renewable
energy generation mix)
22.00%30.00%31.00%31.00%≥30%
Reduce community greenhouse gas emissions
80% by 2040
(estimated based on electricity and natural
consumption, air travel, on-road transportation,
and waste and recycling)
4,498,252
MTCO2e
4,720,000
MTCO2e
4,620,000
MTCO2e
4,600,000
MTCO2e
≤4,620,000
MTCO2e in 2024
≤5,000,000
MTCO2e in 2025
SLCGreen Total social media followers
(Instagram, Facebook, and Twitter) 17,624 18,254 18,823 19,205
20,350 in 2024
21,350 in 2025
R 20-1
R 20-16
RESOLUTION NO. 45 OF 2020
A joint resolution of the Salt Lake City Council and Mayor establishing
electrified transportation goals for Salt Lake City
WHEREAS, Salt Lake City municipal government is committed to protecting the public
health and safety of its residents, combating climate change, and ensuring access to clean air,
clean water and a livable environment; and
WHEREAS, Salt Lake City is dedicated to being a leader in the use of clean energy,
establishing policies and programs that conserve energy, promote sustainability, and improve our
air quality; and
WHEREAS, Salt Lake City’s Mayor and City Council adopted a joint resolution in 2016
calling for an 80 percent reduction in community-wide greenhouse gas emissions by 2040; and
WHEREAS, Salt Lake City created an Electrified Transportation Roadmap in 2018 with
strategies and best practices for local governments in Utah to support electrified transportation;
and
WHEREAS, Salt Lake City is committed to fiscal responsibility by reducing fuel
consumption and associated costs for City operations; and
WHEREAS, residents are concerned about air quality and support strong action by
government leaders to reduce pollution; and
WHEREAS, cities along the Wasatch Front, including Salt Lake City, are not in
compliance with federal health-based standards for fine particulate matter and ozone, and vehicle
emissions are the primary source of air pollution; and
WHEREAS, the petroleum-fueled on-road transportation sector accounts for nearly 20%
of energy-related greenhouse gas emissions in Salt Lake City and is a contributing factor to air
pollution and climate change, threatening the health of our citizens and long-term stability and
success of our community; and
WHEREAS, air pollution from vehicle emissions harm public health in the form of
increased cardiovascular disease, asthma, lung cancer, and diabetes, with children and the elderly
at special risk; and
WHEREAS, disadvantaged populations face the biggest impacts from poor air quality,
with higher rates of respiratory illnesses, hospitalizations, and premature death; and
WHEREAS, the transition of the transportation sector to clean energy technologies,
including electric vehicles (EVs), will provide a range of benefits including improved air quality,
enhanced public health, and reduced reliance on finite imported resources; and
WHEREAS, electrification of cars, trucks and buses is needed in order to achieve deep
reductions in greenhouse gas emissions and the benefits grow over time as electricity generation
in Utah gets cleaner and Salt Lake City achieves its net-100% renewable electricity community
goal by 2030; and
WHEREAS, Salt Lake City is responsible for providing infrastructure for safe and
reliable travel options for residents and visitors that support a robust economy and minimize
negative impacts of transportation;
NOW, THEREFORE BE IT RESOLVED by the Salt Lake City Council and Mayor as
follows:
1. Electrified Municipal Fleet Goals: Salt Lake City Corporation will strive to purchase
electric vehicles for its internal fleet, while also considering total cost of ownership, to
ensure progress towards its goal of reducing greenhouse gas emissions 80% by 2040. The
City sets the following targets for purchases within its fleet, including target dates that
may be adjusted to account for market availability and total cost of ownership
considerations:
a. All new sedans purchased will be plug-in vehicles by 2023;
b. All new sports utility vehicles (SUVs) purchased will be plug-in vehicles by
2025;
c. All new pickup trucks purchased will be plug-in vehicles by 2027;
d. All new medium- and heavy-duty vehicles and off-road equipment purchases will
be evaluated for electric options prior to purchase;
e. The City will financially support the charging infrastructure necessary to own and
operate plug-in vehicles within its fleet.
2. Electrified Transit Goals: Salt Lake City Corporation will encourage Utah Transit
Authority (UTA) to implement a sustained transition to electric buses and will collaborate
with UTA on related efforts.
3. Electrified Smart Mobility Goals: Salt Lake City Corporation will collaborate with
providers of smart mobility services such as rideshare, car share and other transportation
options to encourage electrification of their fleets and operations that help achieve local
air quality and community carbon reduction goals. The City will also prioritize equitable
access to smart mobility services to ensure an inclusive development of clean and
affordable transportation options for community members.
4. Electrified Personal Vehicle Goals: Salt Lake City Corporation will support the
development of electric vehicle charging infrastructure, plus other programs, policies and
projects that encourage the purchase and use of electric vehicles by local residents and
non-governmental fleets. The City will strive to accelerate uptake and use of electric
vehicles at rates higher than national averages and in line with achieving local air quality
and community carbon reduction goals.
Passed and adopted by the City Council of Salt Lake City, Utah this 8th day of
December, 2020.
Chris Wharton (Dec 29, 2020 18:55 MST)
Erin J. Mendenhall Chris Warton, Chair
Salt Lake City Mayor Salt Lake City Council Member, District Six
ATTEST AND COUNTERSIGN:Approved As To Form
Salt Lake City Attorney’s Office
Megan DePaulis
Megan DePaulis (Dec 17, 2020 16:52 MST)
CITY RECORDER Megan DePaulis, Senior City Attorney
Erin Mendenhall (Dec 30, 2020 10:21 MST)
Cindy Trishman (Jan 4, 2021 23:24 MST)
Focus Areas →
↓Ongoing Programs
Environmental Climate change Environmental
justice and equity,
local food systems
Greenhouse gas Waste reduction,Energy
efficiency
Renewable
energycompliance of
city operations
mitigation and
adaptation
Air quality emissions
reduction
reuse, and
recycling
Air Quality $544,300
($250k electric yard equipment exchange, $214k EV
installations, professional development and public
engagement)
YES YES
YES
YES
YES
YES
YES
YES YES
Climate $118,000
(consulting, memberships, professional development)
Energy Efficiency $11,000
(support and compliance related to energy benchmarking)
YES
YES
YES YES
YES
Renewable Energy $239,200
(Utah Renewable Communities noticing costs,
communications, and supplies)YES
Food Equity $55,000
(microgrants and related outreach)
YES
Waste & Recycling Division $23.1 Million
(personnel, vehicle replacements, fuel, tipping fees,
maintenance)YES
YES
YES YES
Environmental Assessments & Remediation
$100,000
(funded in Non-departmental)
Outreach $15,460
(general sustainability tabling materials and supplies)
General costs that could support all focus areas
General costs that could support all focus areas
Administration $558,750
(general costs not related to a specific program including
service fees, phones, IMS, travel, memberships)
Note: the Waste & Recycling Division above includes personnel costs the other programs in the Environment & Energy Division do not include personnel costs which are an additional $1.4 million
Sustainability FY24-25 Budget
Presented by Debbie Lyons
1
SUSTAINABILTY
DEPARTMENT
Debbie Lyons
Director
WASTE & RECYCLING
DIVISION
Chris Bell
Division Director
OPERATIONS
Frank Young
Operations Manager
ADMINISTRATION
Cory Young
Special Projects & Safety
Coordinator
OPERATIONS
Cliff Kano
Supervisor
OPERATIONS
Joe Trujillo
Supervisor
ENVIRONMENT & ENERGY
DIVISION
Sophia Nicholas
Deputy Director
FINANCE & ACCOUNTING
Angie Nielsen
Financial Manager
Organizational Chart
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
6 FT Program Staff
2 FT Grant Staff
3 RPT
4 Interns
Air Quality
Environmental Compliance
Climate Change
Energy Efficiency
Renewable Energy
Environmental Justice
Food Equity
Grant Management
Outreach & Engagement
23 FT Operations Staff
Curbside Garbage
Call 2 Haul Bulk Item Collection
Container Maintenance
55 FT Division Employees
Zero Waste Planning and Policy
Landfill Board
Contract Management
Glass Recycling
3 FT Administration Staff
Accounts Payable
Customer Service
Employee Advisory Board
Rewards & Recognition
Safety
25 FT Operations Staff
Curbside Compost
Curbside Recycling
Education & Enforcement
Waste Permits: Special Events and Construction/Demolition
65
3.68
2
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
Refuse Enterprise Fund Overview
Department
FY24
Adopted
FY25
Recommended
FY25
Proposed Change
FY25 EOY Cash
Balance (Proj)
Budget FTE/PTE Budget FTE/PTE Budget FTE/PTE Balance
Total Revenue $25,240,459 $22,662,394 ($2,578,065)
Total Expense $28,263,792 65/3.68 $26,037,893 65/3.68 ($2,225,0/0
Division
Environment & Energy
Revenue $1,632,726 $1,667,477 $34,751 $1,090,111
Expense $2,646,630 8/3.68 $2,709,267 8/3.68 $62,637 0/0
Waste & Recycling
Revenue $23,607,733 $20,994,917 ($2,612,816)$2,260,537
Expense $25,617,162 57/0 $23,328,626 57/0 ($2,288,536)0/0
3
FY25 Expense Budget Decrease: 7.9%
Revenue Insight/Key Changes Summary
Insight Division Description
FY25
Proposed
Change
Dept
Score
1 Environment & Energy Misc Revenue changes – Landfill, Interest $34,751 14
*2 Waste & Recycling Curbside Collection Program Fee Increases $1,619,837 14
*3 Waste & Recycling Glass Recycling Fee Inflationary Increase $18,780 10
*4 Waste & Recycling Debt Financing Proceeds and Misc Revenue ($4,251,433)14
Subtotal ($2,578,065)
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
4
Expense Insight/Key Changes Summary
Insight Division Description FY25 Proposed
Change
Dept
Score
5 Department-wide Personal Services Base-to Base $86,153 14
6 Department-wide Salaries and Benefit Changes $300,390 14
*7 Waste & Recycling Capital Purchase ($4,013,500)14
*8 Waste & Recycling Public Utility Billing System Allocation $889,104 12
9 Waste & Recycling Fleet Fuel and CNG ($44,700)14
10 Waste & Recycling Tipping Fee Increases $258,000 12
11 Waste & Recycling Fleet Maintenance $221,524 12
*12 Waste & Recycling Lease Debt Payment ($30,838)14
13 Waste & Recycling Operating and Administrative $107,968 12
Subtotal ($2,333,867)
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
5
E&E FY25 Proposed Budget by Program*
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
6
Admin, $558,750
Air Quality, $544,300
Climate, $118,000
Energy Efficiency,
$11,000
Food Equity,
$55,000
Outreach, $15,460
Renewable Energy, $239,200
*Program Budget does not include personal services
W&R Insight Highlights
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
7
Capital Equipment Replacement – Revenue and Expense Insights
Service Fee Increase - Revenue
Public Utility Billing System Allocation - Expense
W&R Capital Equipment Insights
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
8
Revenue
Insight Description FY25 Proposed
Change
FY25 Proposed
Budget Total
4 Debt Financing Proceeds and Misc Revenue ($4,251,433)$3,546,567
Expense
7 Capital Purchase ($4,013,500)$4,110,567
12 Lease Debt Payment ($30,838)$2,955,559
Net Change ($207,095)
Revenue Insight #2-3 : W&R Service Fees
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
Item
Current
Monthly Fee
Proposed
Monthly
Fee
Monthly
Impact
Annual
Impact
90-gal garbage $30.20 $33.20 $3.00 $36.00
60-gal garbage $25.45 $27.95 $2.50 $30.00
40-gal garbage $19.90 $21.90 $2.00 $24.00
Multi-Family 90-gal recycle $10.15 $11.15 $1.00 $12.00
Curbside Glass Recycling (voluntary)*$8.00 $8.24 $0.24 $2.88
*Curbside Glass Recycling fee increase of 3% due to contractual increase, pass-through fee
9
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
W&R Operating Revenue & Expense Summary
Assumes Increases: 10% FY25 • 10% FY26 • 10% FY27 • 3-4% FY28+
10
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$20,000,000
$22,000,000
$24,000,000
$26,000,000
2024 Budget 2025 Proj 2026 Proj 2027 Proj 2028 Proj 2029 Proj
W&R Operating Revenues W&R Operating Expenses
W&R Estimate Ending Cash Bal Recommended Cash Reserve
Avg CPI 4.18% Water, Sewer, Trash
*Excluding Financed Capital
W&R Insight #8: Public Utility Billing System
SUSTAINABILITY FY24-25 BUDGET PROPOSAL
Presented by Debbie Lyons, Department Director
Total Increase FY25: $889,104
•$219,104 – Transfer to Public Utilities for billing residential waste and recycling fees
•FY25 Proposed Budget: $1,513,464
•Represents a 17% increase from FY24
•$670,000 ongoing/time limited (3 years) expense – upgrade to billing system
•Refuse Fund cost share allocation is estimated to be $2 Million over the next three
years
•W&R fee increases of 10% per year through FY27 will likely be required
11
THANK YOU
Presented by Debbie Lyons, Department Director
With support from:
Angie Nielsen, Financial Manager
Sophia Nicholas, Deputy Director
Chris Bell, Waste & Recycling Division Director
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO: City Council Members
FROM: Sylvia Richards
Public Policy Analyst
DATE: June 6, 2024
RE: FY2025 BUDGET – DEPARTMENT OF ECONOMIC DEVELOPMENT
MAYOR’S RECOMMENDED BUDGET PAGES:
Key Changes, 56 Department Overview, 177 to 182, Staffing, 267 and 283
OVERVIEW
The Department of Economic Development (DED) functions are split in two, between the Business
Support Division and the Arts Council. This report covers both functions and focuses on the General
Fund revenue and expenses. DED leads Salt Lake City’s efforts to promote local economic
opportunities and business expansion by developing partnerships with communities and businesses,
organizing events, and advocating for small and medium-sized businesses. The Arts Council seeks to
promote, present and support artists and arts organizations to facilitate the development of the arts
and expand awareness, access, and engagement in Salt Lake City.
All funding for both divisions comes from the general fund, apart from the revenue that is received by
the Arts Council Foundation and remains separate from the Department’s general fund allocation. The
total number of FTEs including both divisions is proposed to increase by 1.5 FTEs for FY25 or 23.50
FTEs (note: this includes 1 FTE project manager added in Budget Amendment #2).
The recommended FY25 budget for the Division of Economic Development (combining Economic
Development and Business Development) is $3,106,341 which is an increase of $102,059 or 3.4% as
compared to FY24.
The primary changes to the budget include:
Addition of (.5) FTE Sister Cities Position (10 months $47,000 -- 12 months 56,400)
The Department proposes adding a (.5) FTE which would make a part-time Project Coordinator a full-
time position. The Department indicates it is not able to sustain the program with existing resources.
PROJECT TIMELINE:
Briefing: June 6, 2024
Budget Hearings: May 21 and
June 4, 2024
2
The Department also indicates the Olympic bid is creating additional diplomatic requests and
demands within the City.
Main Street Promenade Economic Analysis (One-time) $115,000
This one-time funding request is a follow up analysis to the Main Street Promenade conceptual
design study. This study will report on key economic indicators such as sales tax, property tax, etc.
that will project the return on investment. It will also identify funding sources to construct the
Promenade.
Construction Mitigation (Continuation of One-time Funding) $100,000
The budget includes additional construction mitigation funding to continue the service provided by
the City starting in FY2022. The funding will be used to provide grants to businesses affected by
construction projects that have caused loss of revenue to promote their businesses. According to the
Administration, the Department already has in its budget for FY25 $400K to support businesses with
Construction Mitigation Grants. This one-time request of $100,000 will provide DED with a total of
$500,000 for Construction Mitigation Grants.
Continue the Economic Development Project Manager Position from Budget Amendment
No. 2 FY 23-24
As approved by the Council, this position will be focused on the creation of Special Assessment Areas for
business districts and renewal every three to five years.
Additional personnel and compensation items
$55,113 Personal Services Base to Base Changes
$292,414 Salary Proposal
$81,596 Insurance Rate Increase of 3.66%
$41,718 Pension/401k Changes
$ 3,751 CCAC Salary Adjustments
$17,500 Health Savings Account
Key Goals/Priorities: The Department of Economic Development (DED) works to bring about
rich culture, economic growth and economic opportunity to Salt Lake City businesses, residents, and
visitors. Our work is executed with a commitment to equity in everything we create to achieve
success for all residents in Salt Lake City.
The Arts Council. The Arts Council’s recommended FY25 budget shows an increase of $232,033 or
19.8% as compared to FY24 which is primarily attributed to the proposed increase in salary,
insurance and other adjustments as detailed above.
1. Public Art Maintenance Update:
The Arts Council is continuing the work that was committed to execute in the transmittal of
August 1, 2023. Due to backlogs and delays out of our control, the Arts Council anticipates this
work to be done August 31, 2024, instead of June 30, 2024.
The initial seed fund of $200,000 in FY20 will be depleted at the culmination of this phase in
August 2024, sans a $20,000 contingency. Going forward the Public Art Program will have up to
20% of the 1.5% funding available for maintenance annually, totaling $33,475, if approved in
FY25. Repairs can range widely, and it is not uncommon for one singular repair to exceed this
amount, so we will continue to prioritize the collection maintenance based on available funds. The
Arts Council plans to send our annual transmittal at the end of August 2024 to outline the
completion of this work, as well as maintenance plans for FY25, as is required by ordinance. The
3
2D collection continues to have no funding eligible for restoration which will need to be a
consideration for a future budget request.
2. Funding Our Future Error
The proposed budget mistakenly showed $200,000 in additional funding for the Arts Council
from Funding Our Future in the Non-Departmental budget. The Administration is recommending
this be funded via the General Fund (fund balance) instead. (This item is also mentioned in the
Unresolved Issues staff report for June 6th.)
Economic Development FY24-25 Budget
Presented by the Department of Economic Development
Organizational Chart
2
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Lorena Riffo-Jenson, Director, Department of Economic Development
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Lorena Riffo-Jenson, Director, Department of Economic Development
Overview of Changes:
General Fund Expenditures
FY24 Expense Budget Proposed Changes FY25 Recommended
$4,425,091 $262,000 $4,687,091
FTEs: 23 / PTE: 1 FTE: +0 / PTE: +1 FTE: 23 / PTE: 2
3
Key Changes/Insights
Insights Description Value ($)One-Time
/ Ongoing Fund Source Department
Scoring
1 Sister Cities Part time staff DED $47,000 Ongoing General Fund 12
2 Construction Mitigation Grant DED $100,000 One time General Fund 8
3
Main Street Promenade Economic
Analysis DED $115,000 One time General Fund 12
1 Arts Council Program Increases Non-Dept $200,000 Ongoing General Fund 16
2 Open Streets Non-Dept $400,000 Ongoing General Fund 10
3 Sister Cities Program Increase Non-Dept $20,000 Ongoing General Fund 12
4
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Lorena Riffo-Jenson, Director, Department of Economic Development
BBEconomic Development FY24-25 BUDGET PROPOSAL
Presented by the Department of Economic Development
5
BB
INSIGHT DESCRIPTIONS: Diplomacy
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Jake Maxwell, Deputy Director; & Katie Matheson, Marketing & Diplomacy Officer
Department of Economic Development
Sister Cities Critical Needs
• The budget for Sister Cities has been $10,000 for at least 15 years, likely longer much longer.
• $6000 of this goes out the door for 2 memberships.DED has demonstrated the value and potential
for program enhancements, but we could not sustain this with existing resources.
• The Olympic bid puts more pressure on diplomatic needs within the city.
• $77,000 Ongoing ($20,000 programmatic, $47,000 for PTE*)
For your information
*The ideal staff person would be a full-time project coordinator.
12
6
BBEconomic Development FY24-25 BUDGET PROPOSAL
Presented by the Department of Economic Development
7
BB
INSIGHT DESCRIPTION: Arts Council
1.Arts Council Program Support Cost Increases
• $80,000 for cost increases to deliver Twilight Concert Series,Living Traditions
Festival,Busker Fest, and Finch Lane Gallery.
• $2,500 will address uncontrollable increases to the Art Barn Utilities (gas, water, &
power),security system contract &cleaning services.
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Jake Maxwell, Deputy Director, Department of Economic Development
2. City Arts Grants Program Increases
•$117,500 increase to City Arts Grants – Artists and arts
organization see up to 30% inflationary costs compared to
standard inflation rates.
•The Arts Council has also designated allowable
expenses in project support grants for murals.
Other Considerations
•The Arts Council experienced a $45,000 funding gap in FY24.
•ZAP grant funds to the Arts Council have decreased by $193,000 since FY18.
•22% increase in attendance from FY22-FY24, approximately 17,500 people.
16
8
Total request: $200,000
BBEconomic Development FY24-25 BUDGET PROPOSAL
Presented by the Department of Economic Development
9
BB
INSIGHT DESCRIPTIONS: Business Development
Open Streets
• The project has been a successful strategy for Downtown recovery through activation and outdoor dining
• The project has proven to bring economic results to the area
• Open Streets has successfully demonstrated what a permanent closure of vehicular traffic could look like
• $400,000 Ongoing
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Roberta Reichgelt, Business Development Director, Department of Economic Development
Main Street Promenade Economic Analysis
• The Main Street Promenade Conceptual Design Study will conclude in March 2024
• NEXT STEPS: The Mayor's Office, City Council and Main Street stakeholders have requested a study to better understand
the return on investment and economic impact for such a monumental project.
•$115,000 One-Time
Construction Mitigation
• DED facilitates this program as part of Funding our Future City construction projects that severely impact the City's small
• business community. Demand has increased considerably.For reference, around $650,000 will be paid out in FY24.
• FY25 construction projects include continued work in heavy commercial corridors.
• $100,000 One-time
8
12
1010
10
Questions?
Economic Development FY24-25 BUDGET PROPOSAL
Presented by Jake Maxwell, Deputy Director, Department of Economic Development
11
Insights Description Value ($)One-Time
/ Ongoing Fund Source Department
Scoring
1 Sister Cities Part time staff DED $47,000 Ongoing General Fund 12
2 Construction Mitigation Grant DED $100,000 One time General Fund 8
3
Main Street Promenade Economic
Analysis DED $115,000 One time General Fund 12
1 Arts Council Program Increases Non-Dept $200,000 Ongoing General Fund 16
2 Open Streets Non-Dept $400,000 Ongoing General Fund 10
3 Sister Cities Program Increase Non-Dept $20,000 Ongoing General Fund 12
THANK YOU
Presented by the Department of Economic Development
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
tinyurl.com/SLCFY25
TO:City Council Members
FROM: Jennifer Bruno
Deputy Director
DATE: June 6, 2024
RE: Fiscal Year 2025 Governmental Immunity Fund Budget
Page 77 of the Mayor’s Recommended Budget
Salt Lake City is self-insured for exposures to liability claims. The Governmental Immunity Fund operates as a
reserve fund managed by the Salt Lake City Attorney’s Office to address those claims and cover employee costs
related to managing the fund and related claims. Having the fund means the City does not buy liability insurance
but each fiscal year, the City shops the insurance market to determine whether it’s financially prudent (because
excess liability insurance is often prohibitively expensive) to purchase excess liability insurance for claims above
a certain amount of liability. .The Attorney’s Office coordinates with Risk Management on matters in litigation
and claims submitted against the City.
The FY 25 budget increases expenses from $3.37 million in FY 24 to $3.9million in FY 25. Increases are largely
due to salary adjustments along with professional development opportunities ($48,000). There are 10 FTEs
associated with the Governmental Immunity Fund. These FTEs are managed by the Attorney’s office. Staffing
costs represent just under half of the Governmental Immunity Fund budget. The increase is covered with fund
balance generated by the dedicated property tax for Governmental Immunity in prior years.
Dedicated property tax for Governmental Immunity - In FY 23 the Mayor proposed and Council
approved shifting the funding for Governmental Immunity to a dedicated property tax, as allowed by Utah State
law. Previous to that, it was funded through a line-item transfer in the Non-Departmental budget (general fund).
Funding it through this mechanism allows the fund to grow a fund balance to potentially handle years where
claims exceed available funds. The FY 25 proposed budget does not increase this tax beyond the amount levied in
FY 23. Revenue generated by this tax is projected to be $4.1 million in FY 25.
Project Timeline:
Briefing: June 6, 2024
Budget Hearings: June 4, 2024
Potential Action: June 11 or 13 TBD
Page | 2
Generally, the fund’s administrators have a goal to maintain a positive fund balance while continuing to cover the
cost of potential claims against the City. A loss reserve analysis is performed each year by an actuary to determine
the reserve level needed to fund the City’s outstanding liability claims.
In FY 24, the City has settled 107 claims totaling just under $400,000. 71 are still open. (Attachment 3). Claims
originated from several departments including Public Utilities, Public Services, Public Lands/Golf, Police, Fire,
Sustainability, and CAN.
The following chart (last updated for FY 24) shows a history of the number of claims settled and settlement
totals. The 10-year average is $797,386 with a high of $1.9 million paid in FY 2018. Note that the Governmental
Immunity fund must pay the staffing expenses ($1.6m in FY 24) regardless of claims paid.
Background Information
1. The Attorneys office has provided Attachment 1 to help the Council understand the mechanics of how
the City Attorney’s office determines when to defend an employee’s action, as outlined by State code.
2. The Attorney’s office has also provided Attachment 2, the Officer Involved Critical Incident (OICI)
flowchart, to help the Council and public understand the various evaluation points as it relates to
criminal charges, civil charges, and employee discipline when an OICI occurs.
3.Employees - The 10 positions associated with the Governmental Immunity Fund are as follows: 1
division chief senior city attorney; 1 deputy Risk Manager, 4 senior city attorneys, 2.50 paralegal
workers, .5 Risk Coordinator.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
0
50
100
150
200
250
300
350
FY 23 FY 22 FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FY 13 FY 12
Claim totals by Fiscal Year
Claim Amount Number of Claims
A GOVERNEMENT ENTITY’S DUTY TO INDEMNIFY AN EMPLOYEE
This is a summary prepared for general informational purposes. This is not legal advice. Anyone wishing to exercise
their rights under these laws should consult with an attorney. Nothing in this document may be construed as a waiver of
any rights or obligations of Salt Lake City as set forth in State or Federal Law.
Duty to Defend a government employee . . .
If an action arises from an act or omission occurring:
during the performance of the employee's duties;
within the scope of the employee's employment;
or
under color of authority.
See Utah Code § 63G-7-902(1).
Options for government entity, if a timely request is made.
. .
Provide defense and pay any damages; or
Provide defense under reservation of rights, i.e.,
provide defense, but do not pay damages if one of
the conditions set forth in Utah Code § 10-9a-
902(3) is subsequently shown.
No Duty to Defend a government employee . . .
If action does not arise from an act or omission
occurring:
during the performance of the employee's duties;
within the scope of the employee's employment;
or
under color of authority.
Or
the injury or damage on which the claim was
based resulted from conditions set forth in
Subsection 63G-7-202(3)(c).
See Utah Code § 63G-7-902(3).
Utah Code § 63G-7-202(3)(c) identifies the following as
conditions under which a government entity has no duty
to defend.
The employee acted or failed to act through
fraud or willful misconduct;
The employee was driving or in physical
control of a vehicle under the influence of
drugs and/or alcohol;
The employee was physically or mentally
impaired from use of a non-prescribed
controlled substance and/or alcohol such that
they could not reasonably perform job
functions;
The employee knowingly or intentionally
gave false testimony on a material issue
under oath in a judicial or administrative
hearing;
The employee knowingly or intentionally
fabricated evidence or under certain
conditions failed to disclose relevant
evidence known to the employee.
Options for government entity, if a timely request is made
. . .
Provide defense and pay any damages;
Decline defense and do not pay damages;
Provide defense under reservation of rights, i.e.,
provide defense, but do not pay damages if one of
the conditions of Utah Code § 10-9a-902(3) is
shown.
This is a summary prepared for general informational purposes. This is not legal advice. Anyone wishing to exercise their rights under the laws governing these processes should consult with an attorney. Nothing in this document may be construed as a waiver of any rights or obligations of
Salt Lake City as set forth in State or Federal Law.
Yes No
Sustained Not Sustained
Yes
No
Informs
Discipline
Decision
Informs Chief’s Decision
CSC
Upholds
CSC
Reverses
Tier 2 Tier 1 Tier 3
Officer Involved Critical Incident
Civil Suit Criminal Charges Employment Discipline
Outside Agency
Conducts Investigation
DA Screens for
Criminal Charges
Criminal
Charges Filed
Criminal Charges
Not Filed
Officer Defends
Criminal Charges
Officer
sentenced and
pays his own
attorneys’ fees
for defense of
criminal case
Charges
Dismissed,
Quashed, or Not
Guilty Verdict
Guilty
State Law requires
the City to pay the
Officer’s attorneys’
fees for defense of
criminal case
Suit Against City Suit Against Officer
Officer
Appeals
to Chief
City Defends
City provides
legal defense for
Officer and pays
any damages
A claim that there is an
unconstitutional policy,
practice, or procedure
-or-
a failure to train that gave rise
to a constitutional violation
A claim that the Officer’s
actions gave rise to a violation
of constitutional rights or other
state civil laws, i.e., negligence
Does Chief Conclude
Differently
Officer may
be required to
obtain own
counsel to
defend case
and pay any
damages
Critical Incident Occurs or a Complaint Initiated
(Complaint can be filed by anyone)
Officer
Disciplined
(By Dept.)
IA Investigation
Opened
CRB
Review
No
Discipline Officer Appeals
through
Arbitration
Officer Appeals
to Civil Service
Comm’n (CSC)
Officer
Appeals to
Court of
Appeals
City
Appeals to
Court of
Appeals
Officer May
File Civil
Action
Against City
re: Discipline
Does state law require the City
to provide a legal defense for
the Officer, i.e. indemnification
Available Defenses include:
Facts do not show a constitutional
violation occurred; or
It is not clearly established that what
occurred was a violation of constitutional
rights i.e., qualified immunity
Governmental Immunity Claim Settlements
YTD FY 24 As of May 24, 2024
Claim Number Claim Type Date of Loss Date Closed Total Paid Department
APD2024010535 Auto Property Damage 8/6/2023 5/6/2024 3,339.90$ Water
ABI2022009884 Auto Bodily Injury 4/20/2022 2/6/2024 25,000.00$ Police
ABI2022010056 Auto Bodily Injury 12/7/2021 7/19/2023 8,000.00$ Police
APD2024010484 Auto Property Damage 1/8/2024 3/15/2024 335.88$ Urban Forestry
APD2022010073 Auto Property Damage 10/13/2023 7/18/2023 8,727.01$ Police
APD2022010079 Auto Property Damage 10/21/2022 10/24/2023 1,200.00$ Police
APD2022010079 Auto Property Damage 10/24/2023 1,000.00$
APD2022010098 Auto Property Damage 11/15/2022 7/18/2023 79.04$ Police
APD2023010157 Auto Property Damage 1/3/2023 10/26/2023 22,250.00$ Police
APD2023010214 Auto Property Damage 4/2/2023 12/12/2023 339.87$ Streets
APD2023010228 Auto Property Damage 4/16/2023 10/24/2023 84.59$ Storm Water
APD2023010276 Auto Property Damage 5/24/2023 7/19/2023 4,439.00$ Streets
APD2023010285 Auto Property Damage 5/3/2023 9/12/2023 1,472.75$ CAN
APD2023010287 Auto Property Damage 6/8/2023 12/12/2023 139.95$ Refuse
APD2023010292 Auto Property Damage 6/2/2023 10/25/2023 740.67$ Streets
APD2023010318 Auto Property Damage 3/16/2023 10/25/2023 2,883.88$ Refuse
APD2023010369 Auto Property Damage 8/23/2023 10/25/2023 2,537.00$ Refuse
APD2023010370 Auto Property Damage 2/22/2023 10/25/2023 2,987.65$ Streets
APD2023010371 Auto Property Damage 8/6/2023 10/25/2023 500.00$ Water
APD2023010372 Auto Property Damage 8/25/2023 9/12/2023 3,010.30$ Streets
APD2023010372 Auto Property Damage 8/25/2023 10/9/2023 1,013.78$ Streets
APD2023010374 Auto Property Damage 8/18/2023 10/2/2023 617.41$ Fire
APD2023010388 Auto Property Damage 9/13/2023 10/25/2023 1,019.59$ Refuse
APD2023010391 Auto Property Damage 1/11/2023 10/25/2023 325.00$ Streets
APD2023010393 Auto Property Damage 8/18/2023 11/6/2023 751.15$ Police
APD2023010397 Auto Property Damage 8/25/2023 11/30/2023 10,558.85$ Police
APD2023010433 Auto Property Damage 10/12/2023 2/21/2024 4,722.57$ Water
APD2023010448 Auto Property Damage 11/28/2023 1/4/2024 1,800.00$ Police
APD2023010449 Auto Property Damage 11/25/2023 5/2/2024 794.51$ Refuse
APD2023010455 Auto Property Damage 12/5/2023 1/22/2024 2,434.21$ Fire
APD2023010462 Auto Property Damage 10/30/2023 5/15/2024 2,075.12$ Refuse
APD2023010465 Auto Property Damage 12/7/2023 1/29/2024 3,196.83$ Airport
APD2023010467 Auto Property Damage 10/11/2023 4/22/2024 3,736.97$ Police
APD2024010476 Auto Property Damage 1/7/2024 1/18/2024 872.11$ Fire
APD2024010484 Auto Property Damage 1/8/2024 1/23/2024 4,032.11$ Urban Forestry
APD2024010484 Auto Property Damage 1/8/2024 3/5/2024 1,030.11$ Urban Forestry
APD2024010489 Auto Property Damage 1/17/2024 2/29/2024 7,879.53$ Streets
APD2024010490 Auto Property Damage 1/17/2024 2/6/2024 2,150.00$ Streets
APD2024010504 Auto Property Damage 9/26/2023 3/4/2024 14,982.69$ Refuse
APD2024010552 Auto Property Damage 3/27/2024 5/14/2024 1,308.31$ Parks
APD2024010557 Auto Property Damage 3/27/2024 5/6/2024 3,845.00$ Refuse
APD2024010564 Auto Property Damage 11/14/2023 4/17/2024 6,735.46$ Refuse
APD2024010601 Auto Property Damage 5/8/2024 5/21/2024 2,351.45$ CAN
IMP2023010240 Impound 3/19/2023 7/18/2023 1,129.91$ Police
IMP2023010432 Impound 10/9/2023 12/18/2023 280.00$ Fire
LAW2023010270 Law Enforcement Liability 5/12/2023 7/18/2023 350.00$ Police
LAW2023010436 Law Enforcement Liability 10/6/2023 1/22/2024 310.00$ Police
NFTG2023010275 No Fault Golf 4/27/2023 7/17/2023 300.00$ Nibley
NFTG2023010281 No Fault Golf 5/9/2023 7/17/2023 250.00$ Nibley
NFTG2023010291 No Fault Golf 6/7/2023 7/17/2023 250.00$ Bonneville
NFTG2023010303 No Fault Golf 5/26/2023 10/24/2023 300.00$ Nibley
NFTG2023010310 No Fault Golf 6/16/2023 7/18/2023 290.00$ Forest Dale
NFTG2023010333 No Fault Golf 5/15/2023 10/24/2023 292.00$ Forest Dale
NFTG2023010344 No Fault Golf 6/28/2023 10/24/2023 100.00$ Rose Park
NFTG2023010353 No Fault Golf 6/17/2023 10/24/2023 300.00$ Forest Dale
NFTG2023010367 No Fault Golf 8/17/2023 10/25/2023 300.00$ Nibley
NFTG2024010472 No Fault Golf 12/12/2023 1/11/2024 300.00$ Bonneville
NFTG2024010524 No Fault Golf 2/14/2024 3/1/2024 290.41$ Rose Park
NFTG2024010554 No Fault Golf 4/1/2024 4/3/2024 300.00$ Glendale
NFTG2024010573 No Fault Golf 4/13/2024 5/7/2024 300.00$ Bonneville
NFTG2024010578 No Fault Golf 4/11/2024 4/19/2024 300.00$ Bonneville
NFTG2024010591 No Fault Golf 4/29/2024 5/6/2024 250.00$ Rose Park
NFTG2024010599 No Fault Golf 5/4/2024 5/13/2024 220.00$ Glendale
NFTP2023010307 No Fault Police 1/13/2023 9/12/2023 1,000.00$ Police
NFTP2023010337 No Fault Police 7/28/2023 10/25/2023 425.00$ Police
NFTP2023010413 No Fault Police 6/17/2023 11/28/2023 310.69$ Police
NFTP2024010519 No Fault Police 1/31/2024 5/13/2024 500.00$ Police
NFTP2024010568 No Fault Police 12/28/2023 5/10/2024 300.00$ Police
NFTW2022009927 No Fault Water 5/3/2022 11/14/2023 39,520.00$ Water
NFTW2023010294 No Fault Water 5/2/2023 11/20/2023 1,978.33$ Water
NFTW2023010328 No Fault Water 7/13/2023 10/25/2023 966.73$ Water
NFTW2023010329 No Fault Water 7/12/2023 10/24/2023 17,594.76$ Water
NFTW2023010346 No Fault Water 7/12/2023 10/25/2023 3,212.51$ Water
NFTW2023010363 No Fault Water 5/2/2023 10/25/2023 3,567.12$ Water
NFTW2023010381 No Fault Water 9/2/2023 11/21/2023 692.31$ Water
NFTW2023010403 No Fault Water 7/14/2023 3/6/2024 2,110.05$ Water
OBI2021009905 Other Bodily Injury 9/20/2021 3/29/2024 15,000.00$ Streets
OBI2021009906 Other Bodily Injury 9/20/2021 3/29/2024 10,000.00$ Streets
OBI2022009759 Other Bodily Injury 10/24/2021 3/11/2024 32,000.00$ Police
OBI2023010288 Other Bodily Injury 3/6/2023 11/27/2023 4,425.86$ Facilities
OBI2024010475 Other Bodily Injury 1/13/2023 5/13/2024 12,239.04$ Water
OPD2023010140 Other Property Damage 1/26/2023 4/24/2024 55,722.02$ Engineering
OPD2023010208 Other Property Damage 3/15/2023 12/19/2023 2,418.70$ Water
OPD2023010220 Other Property Damage 1/20/2023 10/25/2023 2,304.82$ Water
OPD2023010229 Other Property Damage 4/5/2023 10/25/2023 500.00$ Streets
OPD2023010271 Other Property Damage 5/19/2023 10/26/2023 300.00$ Streets
OPD2023010322 Other Property Damage 5/28/2023 10/26/2023 567.00$ Sewer
OPD2023010339 Other Property Damage 7/27/2023 10/24/2023 344.80$ Streets
OPD2023010377 Other Property Damage 8/31/2023 10/25/2023 332.47$ Facilities
OPD2023010390 Other Property Damage 8/17/2023 10/25/2023 322.35$ Streets
OPD2023010392 Other Property Damage 9/12/2023 10/25/2023 1,000.00$ Streets
OPD2023010404 Other Property Damage 8/1/2023 10/25/2023 4,552.98$ Streets
OPD2023010406 Other Property Damage 6/2/2023 10/26/2023 1,800.00$ Refuse
OPD2023010409 Other Property Damage 9/28/2023 10/25/2023 975.27$ Refuse
OPD2023010439 Other Property Damage 11/6/2023 12/4/2023 352.03$ Refuse
OPD2024010499 Other Property Damage 1/8/2024 2/26/2024 350.00$ Refuse
OPD2024010522 Other Property Damage 2/14/2024 4/2/2024 515.75$ Streets
OPD2024010560 Other Property Damage 3/20/2024 4/23/2024 26.00$ Streets
OPD2024010561 Other Property Damage 3/20/2024 4/24/2024 26.00$ Streets
OPD2024010562 Other Property Damage 3/20/2024 4/24/2024 26.00$ Streets
PIP2022010101 Personal Injury Protection 5/11/2022 10/25/2023 648.00$ Water
PIP2023010215 Personal Injury Protection 4/20/2022 7/19/2023 3,000.00$ Police
PIP2023010216 Personal Injury Protection 4/20/2022 7/19/2023 3,000.00$ Police
PIP2023010261 Personal Injury Protection 1/3/2023 10/26/2023 281.07$ Streets
PIP2023010314 Personal Injury Protection 10/13/2022 10/26/2023 305.00$ Police
PIP2024010487 Personal Injury Protection 5/24/2023 3/5/2024 179.00$ Streets
PIP2024010488 Personal Injury Protection 5/24/2023 3/5/2024 179.00$ Streets
Total 399,583.23$
In addition to the 107 claims settled to-date in
FY 24, 71 are still open and 127 claims have
been closed without payment for the following
reasons: denial of claim, judgment for City, or
indemnification from Contractor.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY25CIP
TO:City Council Members
FROM: Ben Luedtke, Senior Analyst
DATE:June 6, 2024
RE:FY2025 Capital Improvement Program (CIP)
CIP BUDGET BOOK PAGES:
-5-13 shows a summary table of proposed projects
and funding sources
-14-15 lists projects not recommended for funding
-19-23 identifies existing bonds paid from CIP (does not include General Obligation bonds) and
other ongoing obligations
-27-61 has project specific pages for the recommended General Fund CIP projects
-65-124 has project specific pages for enterprise fund capital projects (Airport, Golf, Public Utilities, and RDA)
ISSUE AT-A-GLANCE
Each year, the Council appropriates overall funding available for the Capital Improvement Program (CIP) and
approves debt payments and ongoing obligations as part of the annual budget in June. Over the summer, the
Council reviews individual projects and per state law must approve project specific funding by September 1. CIP
is an open and competitive process where residents, local organizations, and City departments submit project
applications. The Community Development and Capital Improvement Program (CDCIP) resident advisory board
reviews the applications in public meetings and makes funding recommendations to the Mayor and Council. The
Mayor provides a second set of funding recommendations which this year includes using $15 million from a
capital maintenance holding account that was created after the CDCIP Board completed their deliberations. The
Council considers both sets of funding recommendations and ultimately decides project specific funding.
Funding for capital improvements sometimes occurs in midyear budget amendments but the annual CIP process
is the Council’s largest annual opportunity to fund large public construction projects. This report provides an
overview of the proposed General Fund CIP budget for FY2025, projects of Council Member interest not
recommended for funding, policy questions, and further details in the Additional Info section and attachments.
Overview of the FY2025 CIP Proposed Budget
The total FY2025 CIP budget is $43.1 million. However, this increases to $58.1 million when including the $15
million capital maintenance holding account that the Council created in FY2024 Budget Amendment #5 and is
being added to the summer CIP deliberations. This is $17.5 million (43%) more than last year. The FY2024 CIP
budget was closer to the City’s typical funding levels in recent years. FY2023 was a record year for CIP with
nearly $47 million total funding plus the $67.5 Million Sales Tax Revenue Bond and voters approved $85 million
for Parks, Trails, and Open Space General Obligation Bonds. The Council approved spending the first $24.6
million issuance of that Parks Bond in October 2023.
The combined $25.2 million from the General Fund + Funding Our Future transfer to CIP (first and third rows
in the table below) is 6.8% of ongoing revenues which is slightly below the 7% seen in most budget years. On
May 7, in Budget Amendment #5 of FY2024, the Council appropriated $15 million to a CIP holding account for
Project Timeline:
Budget Hearings: May 21 & June 4, 2024
1st Briefing: June 6, 2024
2nd Briefing: July 2, 2024
3rd Briefing & Public Hearing: July 9, 2024
4th Briefing & Public Hearing: August 13, 2024
Potential Adoption Vote: August 20, 2024
Note: The Council approves debt service and overall
CIP funding in June with the annual budget. Project
specific funding is approved later by September 1.
Page | 2
capital maintenance projects. Taken together, the $40.2 million from the General Fund ($15 million plus the
$25.2 million) would be equivalent to a 10.8% of ongoing General Fund revenues transfer to CIP which is the
largest percentage for many years. Previous plans identified 7% as a recommended minimum level of investment
and a goal of 9%. The City did reach the 9% funding level in FY2023, although several departments have noted
difficulty with getting projects constructed due to staffing constraints, continued supply chain challenges, and
construction inflation.
A funding log summarizing the CDCIP resident advisory board and mayoral funding recommendations
including the $15 million for capital maintenance is available as Attachment 2. Note that the funding log is not
formatted for printing and is best viewed on an electronic device with a large screen. Updated funding logs
formatted for printing will be available for the July and August deliberations. The table below details funding
sources for CIP by fiscal year. See Attachment 5 for an overview of the major CIP Funding Sources. Other
highlights include:
Comparison of CIP Funding Sources by Fiscal Year
$9.3 Million Unrestricted General Funds – $9,370,549 of the ongoing transfer from the General Fund are
unrestricted funds available for any new projects (the most flexible funding available). This is calculated by
removing the debt service payments on existing bonds and rental payments for properties the City leases long-
term. The Council has restricted Funding Our Future to five critical need areas which is not part of this amount.
$855,950 Increase using Impact Fees – The amount of impact fees in the proposed CIP budget is
$3,824,800 which is entirely parks impact fees. There are over $24.2 million of impact fees available to spend
across the four types: fire, parks, police, and transportation. Most of the available funds are for parks. See the
Additional Info section for details.
$500,000 Increase using County 1/4¢ Sales Tax for Transportation – This became a new funding
source four years ago and is available to transportation projects per state law. As seen in other sales tax revenue
line items, this one has experienced significant growth in recent years. The City has conservatively budgeted for
$ Change % Change
General Fund 15,126,884$ 25,231,431$ 21,189,461$ 21,355,753$ 166,292$ 1%
Capital Maintenance
Holding Account -$ -$ -$ 15,000,000$ 15,000,000$ ONE-TIME
Funding Our Future*3,580,000$ 5,100,000$ 4,271,001$ 3,837,642$ (433,359)$ -10%
Class C 3,021,706$ 3,000,000$ 3,500,000$ 4,250,000$ 750,000$ 21%
Impact Fees**8,276,103$ 4,159,755$ 2,968,850$ 3,824,800$ 855,950$ 29%
CDBG 322,000$ 722,000$ -$ -$ -$ ONE-TIME
Repurpose Old CIP
Accounts***252,271$ 152,660$ 614,689$ PENDING -ONE-TIME
County 1/4¢ Sales Tax 4,900,000$ 8,000,000$ 7,700,000$ 8,200,000$ 500,000$ 6%
Surplus Land Fund 200,000$ -$ -$ -$ -$ ONE-TIME
Smith's Naming Rights
Revenue 154,000$ 154,000$ 150,000$ -$ (150,000)$ -100%
Landfill Revolving Fund -$ -$ -$ 1,500,000$ 1,500,000$ ONE-TIME
SLC Sports Complex ESCO 148,505$ 148,505$ 150,500$ 155,300$ 4,800$ 3%
Memorial House Rent
Revenue 68,554$ 68,554$ 50,000$ 20,000$ (30,000)$ -60%
TOTAL 36,027,131$ 46,736,905$40,594,501$ 58,143,495$ 17,548,994$ 43%
TOTAL without
ONE-TIME 35,252,860$45,862,245$39,979,812$ 41,643,495$ 1,663,683$ 4%
**Th ere are four impact fee types: fire, parks, police and streets
***Includes recaptured funds from multiple funding sources
Note: There's a $22,892 debt service rescope reduction not separated out in th e table above for FY2022
CIP Funding Sources Adopted
2021-22
Adopted
2023-24
Proposed
2024-25
FY2024 to FY2025
*Includes % to CIP "off th e top" available to any project, and funding for transit, and public righ t of way
infrastructure. Also, funding source is ongoing but Council could change th e use categories in th e future
Adopted
2022-23
Page | 3
new sales tax line items until a few years of actual revenues is available on which to base future projects. As a
result, the Quarter-cent Sales Tax for Transportation Fund Balance is estimated to have $6 million available in
addition to the $8.2 million in the FY2025 CIP proposed budget. The Council took a straw pool on June 4 during
the unresolved issues briefing to use $2 million of that Fund Balance for the Livable Streets traffic calming
Program which neither the CDCIP resident advisory board nor the Mayor recommended funding in FY2025.
$750,000 Increase using Class C (gas tax) – The City’s annual CIP budget for Class C funding has been
relatively flat at $3 million - $3.5 million for many years. This year, an additional $750,000 was identified in the
cash reserves / fund balance when incoming revenues exceeded the budget. The Finance Department is
conducting a reconciliation to determine whether additional funds could be available.
$12 Million Debt and Lease Payments – $11,985,204 (48%) of the ongoing General Fund transfer to CIP
(including Funding Our Future dollars) is needed to cover debt and rental payments. This calculation does not
include the $15 million from the capital maintenance holding account because those are one-time dollars from
the General Fund balance.
Recapture Funds from Completed Projects and Unfinished Projects Older than Three Years
(Attachment 6 – Review by Departments was pending at time of publishing this staff report)
The CIP and Debt Management Resolution (Attachment 1) states that remaining funds should be considered for
recapture from completed projects and unfinished projects that are older than three years unless there has been
significant progress. The table in Attachment 6 is the staff’s attempt to follow up on the Council’s policy
guidance for CIP projects. Most of the 128 projects received General Fund dollars or impact fees. Some of this
funding could be recaptured by the Council as one-time revenue for General Fund uses, however, the other
sources like Class C, CDBG, impact fees, and donations have uses limited by law. A response and potential
funding to recapture will be added to one of the Council’s upcoming unresolved issues briefings.
Differences between CDCIP Board and Mayoral Funding Recommendations
The CDCIP Board’s recommendations do not include the $15 million for capital maintenance projects because
the appropriation was made after the Board’s final FY2025 budget meeting. The tables below summarize the
Mayor’s funding recommendations to use the $15 million for capital maintenance projects in three ways. The
Mayor’s recommendations also add $1.5 million of funding on top of the CDCIP Board’s funding levels from
three sources: $84,490 more from the General Fund, $750,000 more from Class C (gas tax), and $678,600
more from parks impact fees.
Mayor recommends additional funding to projects recommended by the CDCIP Board
General
Fund
Class C
(Gax Tax)
Parks
Impact
Fees
Funding Our
Future
Streets
Funding Our
Future
Transit
Transportation
1/4 ¢
Sales Tax
General
Fund
Capital
Maintenance
Holding Account
Complete Streets
Reconstruction 3,500,000$1,000,000$ 4,500,000$
Completes Streets
Overlay 2,750,000$ 750,000$ 3,500,000$
Facilities
Replacement and
Renewal Plan
1,366,350$1,390,150$ 2,756,500$
Sport Courts and
Playgrounds
Replacements
549,150$ 54,490$904,450$ 1,508,090$
Traffic Signal
Replacements &
Upgrades
500,000$ 230,000$ 130,000$ 860,000$
Amplifying Our
Jordan
River Bond
1,300,000$200,000$ 1,500,000$
Project
CDCIP Board Funding Recommendations Mayor Additional
Funding Totals
(Board +
Mayor)
Page | 4
Mayor recommends funding capital maintenance projects without CDCIP Board funding recommendations
Mayor recommends substituting $3.14 million from the capital maintenance holding account for an equivalent
amount of quarter cent sales tax for transportation funding recommended by the CDCIP Board for rebuilding
the 400 South Jordan River Bridge and reallocate the $3.14 million to the Green Loop project for designing
eligible transportation parts of the project.
Budget Cleanup Position & Funding Inadvertently Not in Mayor’s Recommended Budget:
New Financial Analyst IV FTE for Impact Fees Tracking and Compliance
The Administration notified the Council Office earlier this week that a financial analyst IV FTE was
inadvertently not included in the Mayor’s Recommended Budget. The position would be funded for 10 months to
recognize the time to hire at a cost of $143,258 at pay grade 32. The fully loaded annual cost is estimated at
$171,910. The position would be fully funded from impact fees and entirely dedicated to tracking, compliance,
and planning for impact fees. The four types of impact fees could equally split the cost of the position. The
Finance Department provided the below summary of why the position is needed:
"We are requesting the position based on the new requirements from the state auditor. The reporting
and tracking for impact fees has become extremely complex. All impact fees that are budgeted must be
tracked individually. This includes the dedicated revenues that are associated by the building permit as
well as any match. Individual revenues and expenses have to be tied to the individual project. This
tracking is going to take a lot of work for Salt Lake City to ensure that the revenues are being spent in a
timely fashion by project and to update the departments that the timing of the funds needing to be
spent. If we don't do this type of tracking on an ongoing basis, it could result in more refunds that have
to be given." Staff note: state law requires impact fees to be encumbered or spent within six years of
the City receiving them, and a refund of impact fees must be paid with interest to the original payor.
POLICY QUESTIONS
1.$15 Million Capital Maintenance Holding Account – The Council may wish to discuss whether
the funding recommendations for the one-time $15 million capital maintenance holding account align
with the policy goals to catch up on capital renewal and maintenance projects and any potential changes.
Some Council Members expressed interest in adding more funding for street reconstruction and overlay
projects, especially on local streets. The existing Overall Condition Index or OCI for roads that need to
be reconstructed is 83% are local and 17% are arterial (major) roads, and for roads that are eligible for
an asphalt overlay is similar at 83% local, 14% arterial, and 3% collector (in between local and arterial).
General Fund Class C
(Gax Tax)
Parks Impact
Fees
Capital Maintenance
Holding Account Totals
700 South Phase 7 from 4600 West
to 5000 West 4,500,000$ 4,500,000$
Memory Grove Park Urgent
Repairs, Preservation, and
Maintenance Plan
-$ 1,910,000$ 1,910,000$
Art Barn Failing Infrastructure and
ADA Improvements 500,000$ 500,000$
Fairmont Park Basketball Court 678,600$ 75,400$ 754,000$
Alleyway Improvements 500,000$ 500,000$
Historic Signs / Markers 30,000$ 30,000$
Public Way Concrete Replacement
and Repairs 750,000$750,000$
Project
Projects with Funding Only Recommended by the Mayor
1/4 ¢ Sales Tax for
Transportation Totals 1/4 ¢ Sales Tax for
Transportation
Capital Maintenance
Holding Account Totals
400 South Jordan River
Bridge Reconstruction 4,000,000$ 4,000,000$ 860,000$ 3,140,000$ 4,000,000$
Green Loop -$ -$ 3,140,000$ -$ 3,140,000$
Project
MayorCDCIP Board
Page | 5
2.Differences between CDCIP Board and Mayoral Funding Recommendations – The Council
may wish to ask the Administration about the different funding recommendations from the CDCIP
residents advisory board and the Mayor as summarized in the three tables earlier in this report.
3.Livable Streets (Traffic Calming) Program Funding Level – The Council may wish to discuss
the funding level and pace of implementing the Livable Streets Program. See Attachment 9 with
information from the Transportation Division including second year accomplishments and maps of the
highest need zones. The Division anticipates completing 10 zones (neighborhoods) with the additional
$2 million straw polled by the Council at the June 4 meeting. An additional $8 million would be needed
to fully fund the remaining 16 high need zones (red, orange, and yellow on the color-coded map
assuming an average cost of $500,000 per zone).
4.Sidewalk Repair and Replacement Funding – The Council may wish to have a policy discussion
about the City’s overall approach to sidewalk repairs, replacements, and ADA ramps. The Council
discussed these issues in CIP last year such as using a sliding scale based on income for the 50/50 cost
share program, wanting to better understand the citywide sidewalk assessment results, how the separate
cost share program and proactive repair programs are related, and adding sidewalks as an eligible
funding strategy for the new 2025 – 2029 Consolidated Plan for CDBG. The FY2025 CIP budget
includes $750,000 for public right of way sidewalk repairs and replacements, and a separate $500,000
for the Proactive Public Way Concrete Repair Program which is broader to include assets in addition to
sidewalks like retaining walls, curb and gutter. The Council may also wish to consider whether some of
this funding should be moved out of the annual CIP competition and placed in the Engineering
Division’s operational maintenance budget. The Council endorsed this approach for multimodal bike
lane maintenance moving $200,000 from the CIP competition into the Streets Division’s base operating
budget.
5.Placeholder for Reconnecting Communities Implementation Grant Local Matching Funds
– The Council may wish to discuss when to identify local matching funds for anticipated applications to
the federal government to construction improvements addressing the east-west transportation divide.
The City received a $1.97 million grant from the federal reconnecting communities planning grant and
$1.77 million of local matching funds were provided ($1.27 million from the City and $500,000 from the
Utah Transit Authority). Council Members have encouraged the Administration to consider applying for
federal implementation grant funding which may need to be done before the final planning study report
is available. There are limited federal funding opportunities to implement the results of the study but the
largest federal grants are scheduled to only be available for two or three more years. Most of these
construction grants are authorized by the Inflation Reduction Act and Bipartisan Infrastructure Law.
6.Status of 2022 Sales Tax Revenue Bond Projects – The Council may wish to request an update
and next steps for capital projects funded by the 2022 bond which have not spent most of the available
funding in the past two years such as the $6.1 million for westside railroad quiet zones, $7.5 million for
radio tower upgrades, $3 million for Fisher Mansion stabilization and improvements, $2 million for an
urban wood reutilization program, and $3 million for the city owned ballpark (before The Bees
announced a relocation out of the city). Some of these projects are issued by tax-exempt bond funds
which have approaching spending deadlines in the next couple years.
7.Status of $24.6 Million First Issuance of the Parks Bond Projects – The Council may wish to
ask the Administration for next steps to spend these funds that the Council gave final spending approval
for in October 2024. Only $30,169 out of $24.6 million has been spent so far.
8.Capital Asset Plan Early Policy Check-in Briefing – The Council may wish to request a briefing
for an early policy check-in about the guiding priorities and framework for developing the Capital Asset
Plan (five-year CIP plan bridging the City’s 20-year master plans and annual CIP budgets). Some
Council Members have expressed an interest in identifying the Livable Streets Program as a top priority
in the Capital Asset Plan to ensure funding over multiple years. They have also mentioned performance
metrics for CIP such as time from appropriation to completing construction. The FY2024 Non-
departmental budget transferred $350,000 to IMS for Capital Asset Planning software to facilitate
development and periodic updating of the plan. See Attachment 7 for the Council’s potential policy
goals, metrics, and requests from a briefing in 2019.
Page | 6
9.Inflationary Price Increases and the Cost Overrun Account – The Council may wish to ask the
Administration how inflationary price increases have impacted departments utilizing the CIP Cost
Overrun Account, and if additional funding may be needed to avoid project scope reductions. The
Council could also re-evaluate the funding level for the account and/or the formula for the maximum
amounts a project may receive, which hasn’t been updated since 2004 (see section 11 of Attachment 1).
10.Resources to Support Constituent Applications – The Council may wish to discuss with the
Administration the need to address geographic equity issues with additional targeted City resources for
neighborhoods that submit few or no constituent applicants. Some Council Members expressed interest
in being proactive to support constituent applications from neighborhoods with higher poverty rates.
Some constituents and CDCIP Board Members commented at public meetings in recent years that they
felt like some projects get more support from departments than others.
ADDITIONAL & BACKGROUND INFORMATION
Definition of a CIP Project
As defined in the Council-adopted 2017 Capital and Debt Management Guiding Policies Resolution (Attachment
1), a CIP project must “involve the construction, purchase or renovation of buildings, parks, streets or other
physical structures, … have a useful life of five or more years, … have a cost of $50,000 or more, … or significant
functionality can be demonstrated…such as software.” The Council also set a three-year spending deadline as
part of the guiding policies. CIP accounts older than three years are periodically reviewed for recapture from
projects that finished under budget or were not pursued.
Comparison of CIP Project Requests by Year and Type
This chart was prepared by Council staff as a comparison of total project requests on the CIP funding log since
FY2017, and whether the application is from a constituent or internal to a City department. The FY2025 CIP
cycle has 72 project requests which is above average over the time shown in the chart. FY2021 had the fewest
with 19 project requests only from departments (it was intentionally an “abbreviated CIP cycle” per the
Administration at the time). FY2023 had the most with 90 project requests.
Note: this chart only includes funding requested in the competitive portion of CIP so debt service and ongoing
obligations are generally not reflected in the above figures
Cost Estimates for Regular CIP Projects
(Attachment 8)
Cost estimates will be updated over the summer to inform the Council’s project-specific deliberations in July and
August. The current version was last updated in July 2023. Cost estimates for various types of projects are based
on actual costs from recent years. The document was developed by Council staff in collaboration with the
Administration. The three categories of project cost estimates are parks, streets, and transportation. Inflation
10 13 19 14 0
24
41
29
40
67
37 35 40
19
50
49
30
32
0
10
20
30
40
50
60
70
80
90
100
FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2022 FY2024 FY2025
Capital Improvement Program (CIP)
Total Project Requests by Fiscal Year (FY)
Constituent Departmental
Page | 7
and supply chain constraints have continued to impact the City’s capital projects so the costs shown in the
current version are likely more expensive now. Some categories have seen significant increases while others have
closer to typical inflation rate increases. The Engineering Division provided some context that the City doesn’t
know to what extent the larger price increases are temporary (such as related to pandemic caused short-term
supply chain disruptions) or longer-term trends.
Surplus Land Fund
The Administration reports the current available to spend balance is $4,833,240. The Surplus Land Fund
receives proceeds from the sale of real property (land and buildings). According to City policy the Surplus Land
Fund can be spent on purchasing real property. The funds are one-time because the property can only be sold
once. The funds remaining in this special account until used and do not lapse to General Fund Balance.
Cost Overrun Account
The Administration reports the current available to spend balance is $937,233. The FY2025 CIP budget includes
$223,171 of additional funding. If the two appropriations are approved, then the total available balance would be
$1,160,404. The Administration some prior year recaptured funding may also be available and the amount was
being confirmed at the time of publishing this report. The Council established this account for projects that
experience costs slightly higher than budgeted. A formula determines how much additional funding may be
pulled from the Cost Overrun account depending on the total Council-approved budget. See section 11 of
Attachment 1 for the formula. This process allows the Administration to add funding to a project without
returning to the Council in a budget amendment. A written notification to the Council on uses is required. The
purpose is to allow projects to proceed with construction instead of delaying projects until the Council can act on
a budget amendment which typically takes a few months.
1.5% for New Art and Maintenance of Existing Artworks
(New annual report is pending from the Arts Council)
The Administration stated the annual report required by ordinance about maintenance of City artworks in the
past fiscal year and planned for the next will be transmitted to the Council in July or August. This timing is after
the annual budget is adopted so the amount of funding available in CIP overall allows the 1.5% to be calculated
and inform how those funds would be used.
Salt Lake City Code, Chapter 2.30, established the Percent for Art Fund and designates roles for the Art Design
Board and Arts Council related to artist selection, project review and placement. The Public Art Program also
oversees projects with funding from the Airport and RDA. In April 2021 the Council amended Chapter 2.30 to
make several changes to the ordinance including an increase from 1% to 1.5% of ongoing unrestricted CIP
funding for art. There is no ceiling so the Council could approve funding for art above 1.5%. The ordinance also
sets a range of 10%-20% for how much of the resulting annual funding is allocated to maintenance (as opposed
to new artworks). This section of the ordinance also states that before funds are deposited into the separate
public art maintenance fund a report from the Administration will be provided to the Council identifying works
of art that require maintenance and estimated costs. This created the first ongoing dedicated funding for
conservation and maintenance of the City’s public art collection consisting of over 270 pieces and counting.
Impact Fee Unallocated “Available to Spend” Balances and Refund Tracking
The Council approved several million dollars of impact fee projects in the past few years. The table below is
current as of May 1, 2024 and includes a couple adjustments based on Budget Amendment #5 of FY2024 which
was adopted after the Mayor’s Recommended Budget was proposed to the Council on May 7. Available to spend
impact fee balances are bank account balances subtracting encumbrances and expired funds. The Mayor’s
recommended CIP budget proposes using $3,824,800 of parks impact fees. Impact fees must be encumbered or
spent within six years of the City receiving them. Expired impact fees must be returned to the entity who paid
them with interest over the intervening six years.
Type Unallocated Cash
“Available to Spend”Next Refund Trigger Date $ Expiring in
FY2027
Fire $578,695 More than two years away -
Parks $20,931,089 August 2026 $6,893,768
Police $1,553,249 More than two years away -
Transportation $1,154,192 August 2026 $2,691,888
Note: Encumbrances are an administrative function when impact fees are held under a contract
Page | 8
CIP Debt Load Projections through FY2027
The Administration provided the following chart to illustrate the ratio of ongoing commitments to available
funding through FY2027. Pay as you go projects reflect new capital projects. The chart shows relatively stable
debt load projections using approximately 55% of the annual General Fund transfer to CIP. An important caveat
to note is the chart assumes 9% of ongoing General Fund revenues are transferred into CIP annually. The
FY2023 budget hit the 9% transfer goal but the City has typically been closer to 7% over the past 15 years. The
FY2024 budget transferred 7.1% of ongoing General Fund revenues into CIP (after including the Council’s $1.2
million above the Mayor’s Recommended Budget) which means less funding is available to go to new projects.
Most of these commitments are debt payments on existing bonds. Other commitments include, ESCO debt
payments, the Crime Lab lease, capital replacement funding for parks and facilities, contributions to the CIP cost
overrun account and the 1.5% for art fund. The CIP Budget Book includes an overview and details on each of the
ongoing commitments. Note that General Obligation (G.O.) bonds are not paid from CIP because they are
funded through a separate, dedicated voter-approved property tax increase.
An updated version of this chart was pending at the time of publishing this staff report. The below version is
from last year.
Clarifying “Complete Streets” and “Livable Streets” Initiatives
(See Attachment 9 for a Livable Streets Program update from the Transportation Division including second
year accomplishments and maps of the highest need zones)
There are two separate pots of funding – one for “complete streets” and another for “Livable Streets” – which are
both under the CIP umbrella. The “complete streets” funding is intended to be used to ensure that major street
reconstruction projects meet the standards defined in City Code Chapter 14.06, with elements like bike lanes
(Complete Streets). The “Livable Streets” funding is intended to be used for neighborhood scale traffic calming
projects as defined by the Livable Streets program presented to the Council in October 2021. This is separate
from street reconstruction projects. The program ranked all 113 zones citywide across several variables including
crash data, community assets, and resident socioeconomic factors. In August 2022, the Council provided policy
guidance that a citywide needs-based equity approach should be used to prioritize zones based on the ranking.
The program’s website is available at: https://www.slc.gov/transportation/plans-studies/livable-
streets/#LivableStreetsProjects
Public Map of FY2025 CIP Project Applications
The Administration shared the below link to a recently published public map of the FY2025 CIP project
applications which includes an overlay of Council Districts for reference. Note that some projects are a polygon
Page | 9
for a larger area, others are lines such as for alleyway improvements, and some are dots when a project is limited
to a single property.
https://maps.slcgov.com/portal/apps/webappviewer/index.html?id=64074a434d9b4e5f86000306b65813a2
ATTACHMENTS
1. Capital and Debt Management Guiding Policies Resolution 29 of 2017
2. FY2025 CIP Funding Log – Note the spreadsheet from the Administration is not formatted for printing
3. Mayor's Recommended CIP Book FY2025 Including $15 Million for Capital Maintenance
4. FY2025 Simplified CIP Funding Log by CDCIP Board Scores – PENDING
5. Overview of CIP Major Funding Sources
6. List of Completed and Unfinished Projects Older than Three Years – PENDING REVIEW BY
DEPARTMENTS FOR POTENTIAL FUNDING RECAPTURE
7. Capital Asset Plan (CAP) Council Requests from January 2019
8. Regular CIP Projects Cost Estimates (last updated July 2023)
9. Livable Streets Traffic Calming Program First Year Accomplishments Summary and Updated Zone Map
ACRONYMS
CAP – Capital Asset Plan (a five-year CIP plan)
CDBG – Community Development Block Grants
CDC – Centers for Disease Control
CDCIP – Community Development and Capital Improvement Program Advisory Board
CIP – Capital Improvement Program
ESCO – Energy Service Company
FTE – Full-time Employee
FY – Fiscal Year
GO Bond – General Obligation Bond
PSB – Public Safety Building
RESOLUTION NO . _29_0F 2017
(Salt Lake City Council capital and debt management policies.)
R 17-1
R 17-13
WHEREAS, the Salt Lake City Council ("City Council" or "Council") demonstrated its
commitment to improving the City's Capital Improvement Program in order to better address the
deferred and long-term infrastructure needs of Salt Lake City; and
WHEREAS, the analysis of Salt Lake City's General Fund Capital Improvement
Program presented by Citygate Associates in February 1999, recommended that the Council
review and update the capital policies of Salt Lake Corporation ("City") in order to provide
direction to the capital programming and budgeting process and adopt and implement a formal
comprehensive debt policy and management plan; and
WHEREAS, the City's Capital Improvement Program and budgeting practices have
evolved since 1999 and the City Council wishes to update the capital and debt management
policies by updating and restating such policies in their entirety to better reflect current
practices; and
WHEREAS, the City Council desires to improve transparency of funding opportunities
across funding sources including General Fund dollars, impact fees, Class C (gas tax) funds,
Redevelopment Agency funds, Public Utilities funds, repurposing old Capital Improvement
Program funds and other similar funding sources.
NOW THEREFORE, BE IT RESOLVED by the City Council of Salt Lake City,
Utah:
That the City Council has determined that the following capital and debt management
policies shall guide the Council as they continue to address the deferred and long-term
infrastructure needs within Salt Lake City:
Capital Policies
1. Capital Project Definition-The Council intends to define a capital project as follows:
"Capital improvements involve the construction, purchase or renovation of
buildings, parks, streets or other physical structures. A capital improvement must
have a useful life of five or more years. A capital improvement is not a recurring
capital outlay item (such as a motor vehicle or a fire engine) or a maintenance
expense (such as fixing a leaking roof or painting park benches). In order to be
considered a capital project, a capital improvement must also have a cost of
$50,000 or more unless such capital improvement's significant functionality can
be demonstrated to warrant its inclusion as a capital project (such as software).
Acquisition of equipment is not considered part of a capital project unless such
acquisition of equipment is an integral part of the cost of the capital project."
2. Annual Capital Budget Based on 10-Year Capital Facilities Plan-The Council requests that
the Mayor's Recommended Annual Capital Budget be developed based upon the 10-Year
Capital Facilities Plan and be submitted each fiscal year to the City Council for consideration
as part of the Mayor 's Recommended Budget no later than the first Tuesday of May.
3. Multiyear Financial Forecasts-The Council requests that the Administration :
a. Prepare multi-year revenue and expenditure forecasts that correspond to the capital
program period;
b . Prepare an analysis of the City's financial condition , debt service levels within the capital
improvement budget, and capacity to finance future capital projects; and
c . Present this information to the Council in conjunction with the presentation of each one-
year capital budget.
4. Annual General Fund Transfer to CIP Funding Goal-Allocation of General Fund revenues
for capital improvements on an annual basis will be determined as a percentage of General
Fund revenue . The Council has a goal that no less than nine percent (9%) of ongoing General
Fund revenues be invested annually in the Capital Improvement Fund.
5. Maintenance Standard-The Council intends that the City will maintain its physical assets at
a level adequate to protect the City's capital investment and to minimize future maintenance
and replacement costs.
6 . Capital Project Prioritization-The Council intends to give priority consideration to projects
that:
a. Preserve and protect the health and safety of the community;
b. Are mandated by the state and/or federal government; and
c. Provide for the renovation of existing facilities resulting in a preservation of the
community's prior investment, in decreased operating costs or other significant cost
savings , or in improvements to the environmental quality of the City and its
neighborhoods.
7. External Partnerships -All other considerations being equal, the Council intends to give fair
consideration to projects where there is an opportunity to coordinate with other agencies ,
establish a public/ private partnership, or secure grant funding .
8. Aligning Project Cost Estimates and Funding-The Council intends to follow a guideline of
approving construction funding for a capital project in the fiscal year immediately following
the project's design wherever possible. Project costs become less accurate as more time
passes. The City can avoid expenses for re-estimating project costs by funding capital
projects in a timely manner.
9. Advisory Board Funding Recommendations-The Council intends that all capital projects be
evaluated and prioritized by the Community Development and Capital Improvement
Program Advisory Board . The resulting recommendations shall be provided to the Mayor ,
and shall be included along with the Mayor 's funding recommendations in conjunction with
the Annual Capital budget transmittal , as noted in Paragraph two above.
10. Prioritize Funding Projects in the 10-Year Plan-The Council does not intend to fund any
project that has not been included in the 10-Year Capital Facilities Plan for at least one (1)
year prior to proposed funding, unless extenuating circumstances are adequately identified.
11. Cost Overrun Process -The Council requests that any change order to any capital
improvement project follow the criteria established in Resolution No. 65 of2004 which
reads as follows:
a. "The project is under construction and all other funding options and/ or methods
have been considered and it has been determined that additional funding is still
required.
b. Cost overrun funding will be approved based on the following formula:
1. 20% or below of the budget adopted by the City Council for project
budgets of $100,000 or less;
ii. 15% or below of the budget adopted by the City Council for project
budgets between $100,001 and $250,000;
iii. 10% or below of the budget adopted by the City Council for project
budgets over $250,000 with a maximum overrun cost of $1oo,ooo.
c. The funds are not used to pay additional City Engineering fees.
d. The Administration will submit a written notice to the City Council detailing the
additional funding awarded to projects at the time of administrative approval.
e. If a project does not meet the above mentioned criteria the request for additional
funding will be submitted as part of the next scheduled budget opening.
However, if due to timing constraints the cost overrun cannot be reasonably
considered as part of a regularly scheduled budget opening, the Administration
will prepare the necessary paperwork for review by the City Council at its next
regularly scheduled meeting."
12. Recapture Funds from Completed Capital Projects-The Council requests that the
Administration include in the first budget amendment each year those Capital Improvement
Program Fund accounts where the project has been completed and a project balance remains.
It is the Council's intent that all account balances from closed projects be recaptured and
placed in the CIP Cost Overrun Contingency Account for the remainder of the fiscal year, at
which point any remaining amounts will be transferred to augment the following fiscal year's
General Fund ongoing allocation.
13. Recapture Funds from Unfinished Capital Projects-Except for situations in which
significant progress is reported to the Council, it is the Council's intent that all account
balances from unfinished projects older than three years be moved out of the specific project
account to the CIP Fund Balance. Notwithstanding the foregoing, account balances for bond
financed projects and outside restricted funds (which could include grants, SAA or other
restricted funds) shall not be moved out of the specific project account.
14. Surplus Land Fund within CIP Fund Balance -Revenues received from the sale of real
property will go to the unappropriated balance of the Capital Projects Fund and the revenue
will be reserved to purchase real property unless extenuating circumstances warrant a
different use. It is important to note that collateralized land cannot be sold.
15 . Transparency of Ongoing Costs Created by Capital Projects-Any long-term fiscal impact to
the General Fund from a capital project creating ongoing expenses such as maintenance,
changes in electricity /utility usage, or additional personnel will be included in the CIP
funding log and project funding request. Similarly, capital projects that decrease ongoing
expenses will detail potential savings in the CIP funding log.
16. Balance Budget without Defunding or Delaying Capital Projects -Whenever possible,
capital improvement projects should neither be delayed nor eliminated to balance the
General Fund budget.
17. Identify Sources when Repurposing Old Capital Project Funds-Whenever the
Administration proposes repurposing funds from completed capital projects the source(s)
should be identified including the project name, balance of remaining funds, whether the
project scope was reduced, and whether funding needs related to the original project exist.
18. Identify Capital Project Details -For each capital project, the capital improvement projects
funding log should identify:
a. The Community Development and Capital Improvement Program Advisory Board's
funding recommendations,
b. The Administration's funding recommendations,
c. The project name and a brief summary of the project,
d . Percentage of impact fee eligibility and type,
e. The project life expectancy,
f. Whether the project is located in an RDA project area,
g. Total project cost and an indication as to whether a project is one phase of a larger
project,
h. Subtotals where the project contains multiple scope elements that could be funded
separately,
1. Any savings derived from funding multiple projects together,
j. Timing for when a project will come on-line,
k. Whether the project implements a master plan,
1. Whether the project significantly advances the City's renewable energy or
sustainability goals,
m . Ongoing annual operating impact to the General Fund,
n. Any community support for the project -such as community councils or petitions,
o. Communities served,
p. Legal requirements/mandates,
q. Whether public health and safety is affected,
r. Whether the project is included in the 10-Year Capital Facilities Plan,
s. Whether the project leverages external funding sources, and
t. Any partner organizations .
Debt Management Policies
1. Prioritize Debt Service for Projects in the 10 -Year Capital Facilities Plan -The Council
intends to utilize long-term borrowing only for capital improvement projects that are
included in the City's 10-Year Capital Facilities Plan or in order to take advantage of
opportunities to restructure or refund current debt. Short-term borrowing might be utilized in
anticipation of future tax collections to finance working capital needs.
2. Evaluate Existing Debt before Issuing a New Debt-The Council requests that the
Administration provide an analysis of the City's debt capacity, and how each proposal meets
the Council's debt policies, prior to proposing any projects for debt financing. This analysis
should include the effect of the bond issue on the City's debt ratios , the City 's ability to
finance future projects of equal or higher priority , and the City's bond ratings.
3. Identify Repayment Source when Proposing New Debt-The Council requests that the
Administration identify the source of funds to cover the anticipated debt service requirement
whenever the Administration recommends borrowing additional funds.
4. Monitoring Debt Impact to the General Fund-The Council requests that the Administration
analyze the impact of debt-financed capital projects on the City's operating budget and
coordinate this analysis with the budget development process.
5. Disclosure of Bond Feasibility and Challenges -The Council requests that the
Administration provide a statement from the City's financial advisor that each proposed bond
issue appears feasible for bond financing as proposed. Such statement from the City's
financial advisor should also include an indication of requirements or circumstances that the
Council should be aware of when considering the proposed bond issue (such as any net
negative fiscal impacts on the City 's operating budget, debt capacity limits , or rating
implications).
6. A void Use of Financial Derivative Instruments -The Council intends to avoid using interest
rate derivatives or other financial derivatives when considering debt issuance.
7 . Maintain Reasonable Debt Ratios-The Council does not intend to issue debt that would
cause the City's debt ratio benchmarks to exceed moderate ranges as indicated by the
municipal bond rating industry .
8. Maintain High Level Bond Ratings-The Council intends to maintain the highest credit
rating feasible and to adhere to fiscally responsible practices when issuing debt.
9. Consistent Annual Debt Payments Preferred -The Council requests that the Administration
structure debt service payments in level amounts over the useful life of the financed
project(s) unless anticipated revenues dictate otherwise or the useful life of the financed
project(s) suggests a different maturity schedule.
10. Sustainable Debt Burden-The Council intends to combine pay-as-you-go strategy with
long-term financing to keep the debt burden sufficiently low to merit continued AAA general
obligation bond ratings and to provide sufficient available debt capacity in case of
emergency.
11. Lowest Cost Options-The City will seek the least costly financing available when evaluating
debt financing options .
Salt Lake City CIP Funding Log FY25
General Fund Class C Parks Impact Fee FOF Streets FOF Other FOF Transit 1/4 Cent Total General Fund Class C Parks Impact Fee FOF Streets FOF Other FOF Transit 1/4 Cent
Capital
Maintenance Total
Available Funds 7,300,000$ 3,500,000$ 18,000,000$ 1,000,000$ 1,100,000$ 1,000,000$ 8,000,000$ 39,900,000$ Available Funds 7,330,000$ 4,250,000$ 18,000,000$ 1,000,000$ 1,154,490$ 1,000,000$ 8,000,000$ 15,000,000$ 55,734,490$
Recommended Funds 7,300,000$ 3,500,000$ 3,146,200$ 1,000,000$ 1,100,000$ 1,000,000$ 8,000,000$ 25,046,200$ Recommended Funds 7,330,000$ 4,250,000$ 3,824,800$ 1,000,000$ 1,154,490$ 1,000,000$ 8,000,000$ 15,000,000$ 41,559,290$
Remaining Funds -$ -$ 14,853,800$ -$ -$ -$ -$ 14,853,800$ Remaining Funds -$ -$ 14,175,200$ -$ -$ -$ -$ -$ 14,175,200$
1.5% for Art 1.5% for Art 167,378$
Cost Overrun Cost Overrun 223,171$
Dept/Div/Const Application Title
Council
District
Previous Program
Allocations
CAP Committee
ranking Avg CDCIP Score Minimum/Partial Funding Requested Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
Total
Recommeded
Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
Capital
Maintenance
Total
Recommeded
Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
Fire
Stabilize the Fire Training Tower
Deterioration 2 1 76.48 $858,800 $858,800 858,800$ 858,800$ 858,800$ 858,800$ 858,800$ 858,800$
Engineering
400 South Jordan River Bridge
Reconstruction 2 2 74.16 $4,000,000 $4,000,000 4,000,000$ 4,000,000$ 860,000$ 3,140,000$ 4,000,000$ 4,000,000$ 1,000,000$ 1,100,000$ 4,000,000$
C - Public Lands Liberty Park Greenhouse Restoration 5 NA 67.44 No $124,000 124,000$ 124,000$ 124,000$ 124,000$ 124,000$ 124,000$
Engineering Complete Streets Reconstruction 2025 CW
Street
Reconstruction
FY24: $7,793,000
FY23: $9,369,130
FY22: $2,046329
FY21: $2,546,329
FY20: $4,801,400 3 65.09 $4,500,000 $4,500,000 3,500,000$ 3,500,000$ 3,500,000$ 1,000,000$ 4,500,000$ 4,500,000$ 3,500,000$ 1,000,000$ 1,100,000$ 4,500,000$
Public Lands
Liberty Park Greenhouse Design and
Construction Documents 5 9 60.34 See Note $921,700 804,500$ 117,200$ 921,700$ 804,500$ 117,200$ 921,700$ 921,700$ 921,700$
Engineering Complete Streets Overlay 2025 CW
Street Overlay
FY24: $1,250,000
FY22: $175,000
FY20: $1,000,000 5 59.57 $3,500,000 $3,500,000 2,750,000$ 2,750,000$ 2,750,000$ 750,000$ 3,500,000$ 3,500,000$ 3,500,000$ 1,000,000$ 1,100,000$ 3,500,000$
Engineering Public Way Concrete 2025 CW
Public Way Concrete
FY24: 750,000
FY23: 436,281
FY22: $750,000
FY20: $402,443 4 59.49 $750,000 $750,000 500,000$ 500,000$ 500,000$ 500,000$ 750,000$ 750,000$ 750,000$ 750,000$ 750,000$ 750,000$
Public Services Facilities Replacement and Renewal Plan CW
Facilities Asset
Replacement and
Renewal
FY24: $2,848,771
FY23: $1,790,149
FY22: $1,570,509
FY21: $2,503,710
FY20: $1,250,000 11 59.06 $1,366,350 $2,756,500 1,366,350$ 1,366,350$ 1,366,350$ 1,390,150$ 2,756,500$ 2,756,500$
Public Services Plaza 349 HVAC Improvements - Phase I 4 7 57.47 See Note $2,200,000 2,200,000$ 2,200,000$ 2,200,000$ 2,200,000$ 2,200,000$
Transportation
Transit Capital Program / Funding Our Future
Transit CW
Transit Capital
FY24: $1,100,000
FY23: $1,100,000
FY21: $1,067,000
FY20: $1,100,000 15 56.89 $500,000 $1,500,000 750,000$ 750,000$ 750,000$ 750,000$ 1,500,000$ 1,100,000$ 1,000,000$ 1,500,000$
Transportation Safer Crossings Citywide CW
Transportation
Safety
FY24: $1,220,000
FY23: $1,013,313
FY22: $2,178,815
FY21: $2,284,945
FY20: $452,000 12 56.43 $300,000 $600,000 300,000$ 300,000$ 300,000$ 300,000$ 600,000$ 600,000$ 600,000$ 600,000$ 600,000$
Public Lands
Sugar House Park – Two Pavilion
Replacements for the Cost of One 7 13 55.03 $960,000 $960,000 480,000$ 480,000$ 480,000$ 480,000$ 960,000$ 960,000$
Public Lands
Transitioning to Regionally-Appropriate
Landscapes, Adapting Irrigation Systems,
and Reducing Water Use CW
Waterwise
Enhancements
FY20: $419,328 14 54.48 $500,000 $3,250,000 500,000$ 500,000$ 500,000$ 500,000$ 3,250,000$ 1,100,000$
Public Services HVAC Control Replacement at PSB 4 6 53.49 $1,300,000 $1,300,000 1,300,000$ 1,300,000$ 1,300,000$ 1,300,000$ 1,300,000$
C - Public Lands
Citywide Park Restroom Planning
Study/Fairmont Restroom Conceptual
Design CW NA 53.44 Yes $100,000 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$
Transportation Neighborhood Byways Program CW
Neighborhood
Byways
FY24: 800,000
FY22: $1,545,000
FY20: $150,000 17 53.18 $970,000 $1,600,000 20,000$ 950,000$ 970,000$ 20,000$ 950,000$ 970,000$ 1,600,000$ 1,000,000$ 1,100,000$ 1,000,000$ 1,600,000$
Public Lands Courts & Playgrounds CW
Courts and
Playgrounds
FY24: $1,574,000
FY23: $521,564
FY22: $1,113,045 19 52.34
$600,000 for 1 playground
$950,000 for 1 court $3,100,000 549,150$ 549,150$ 549,150$ 54,490$ 904,450$ 1,508,090$ 3,100,000$ 1,100,000$
Engineering
700 South (Phase 7, 4600 West to 5000
West) Additional Funding 2 10 51.54 $4,500,000 $4,500,000 -$ 4,500,000$ 4,500,000$ 4,500,000$ 3,500,000$ 1,000,000$ 1,100,000$ 4,500,000$
Transportation
Traffic Signal Replacement and Upgrades
Program CW
Traffic Signal and
Intersection
Upgrades
FY24: $400,000
FY23: $81,000
FY22: $1,014,450
FY21: $1,800,000
FY20: $700,000 8 51.08 $800,000 $2,700,000 500,000$ 230,000$ 730,000$ 500,000$ 230,000$ 130,000$ 860,000$ 2,700,000$ 1,000,000$ 1,100,000$ 1,000,000$ 2,700,000$
Public Lands
Memory Grove Park Urgent Repairs +
Preservation & Maintenance Plan 3 22 51.04 See Note $1,910,000 -$ 1,910,000$ 1,910,000$ 1,910,000$ 1,100,000$
Fire Fire Training Grounds Site Improvements 2 24 50.13 See Note $1,410,300 -$ -$ 1,410,300$ 1,100,000$
Public Lands
Amplifying Our Jordan River Revitalization:
Doubling Bond Investment 2 18 49.60 See Note $1,500,000 1,300,000$ 1,300,000$ 1,300,000$ 200,000$ 1,500,000$ 1,500,000$ 1,300,000$ 200,000$
Transportation Livable Streets Program CW
Livable Streets
FY24: $1,644,126
FY21: $270,000
FY20: $849,500 21 49.39 $500,000 $3,000,000 -$ -$ 3,000,000$ 1,000,000$ 1,100,000$ 1,000,000$ 1,000,000$
Arts Council
Art Barn Failing Infrastructure and
Accessibility Improvement Request 4 16 48.84 See Note $500,000 -$ 500,000$ 500,000$ 500,000$ 500,000$
C - Public Lands
Jordan River Trail Safer Crossing
Improvements 2 NA 48.13 Yes $200,000 -$ -$ 200,000$ 200,000$ 200,000$ 200,000$
Police Police Department Training Center CW 20 46.46 $75,000 $250,000 -$ -$ 250,000$ 250,000$
C - Transportation
Pedestrian Safety / HAWK at Richmond St.
and Zenith Ave.7 NA 45.56 No $500,000 -$ -$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$
Transportation
Transportation Corridor Transformations
Program CW
Corridor
Transformations
FY22: $2,540,344
FY21: $1,100,000
FY20: $875,000 23 44.58 $560,000 $4,600,000 -$ -$ 4,600,000$ 1,000,000$ 1,100,000$ 1,000,000$ 4,600,000$
C - Public Lands
Jordan River Trail Food Forest + Partner
Garden 1 NA 44.00 Yes $385,000 -$ -$ 385,000$ 385,000$
Transportation Urban Trails Program CW
Urban Trails
FY24: $1,700,000
FY22: $2,231,750
FY21: $3,192,000 26 43.65 $600,000 $1,500,000 -$ -$ 1,500,000$ 1,100,000$ 1,000,000$ 1,000,000$
C - Transportation
Route 209 - Accessibility, Bus Shelters,
Benches, and Trash Cans 3 NA 43.13 Yes $500,000 -$ -$ 500,000$ 500,000$ 500,000$ 500,000$
C - Public Lands Fairmont Park East Enhancement 7 NA 42.38 Yes $1,100,000 -$ -$ 1,100,000$ 1,100,000$
Public Lands Green Loop Implementation CW 27 41.86 See Note $10,000,000 -$ 3,140,000$ 3,140,000$ 10,000,000$ 6,000,000$ 4,000,000$
CDCIP Board Recommendations Funding EligibilityMayor Recommendations
Salt Lake City CIP Funding Log FY25
General Fund Class C Parks Impact Fee FOF Streets FOF Other FOF Transit 1/4 Cent Total General Fund Class C Parks Impact Fee FOF Streets FOF Other FOF Transit 1/4 Cent
Capital
Maintenance Total
Available Funds 7,300,000$ 3,500,000$ 18,000,000$ 1,000,000$ 1,100,000$ 1,000,000$ 8,000,000$ 39,900,000$ Available Funds 7,330,000$ 4,250,000$ 18,000,000$ 1,000,000$ 1,154,490$ 1,000,000$ 8,000,000$ 15,000,000$ 55,734,490$
Recommended Funds 7,300,000$ 3,500,000$ 3,146,200$ 1,000,000$ 1,100,000$ 1,000,000$ 8,000,000$ 25,046,200$ Recommended Funds 7,330,000$ 4,250,000$ 3,824,800$ 1,000,000$ 1,154,490$ 1,000,000$ 8,000,000$ 15,000,000$ 41,559,290$
Remaining Funds -$ -$ 14,853,800$ -$ -$ -$ -$ 14,853,800$ Remaining Funds -$ -$ 14,175,200$ -$ -$ -$ -$ -$ 14,175,200$
1.5% for Art 1.5% for Art 167,378$
Cost Overrun Cost Overrun 223,171$
Dept/Div/Const Application Title
Council
District
Previous Program
Allocations
CAP Committee
ranking Avg CDCIP Score Minimum/Partial Funding Requested Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
Total
Recommeded
Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
Capital
Maintenance
Total
Recommeded
Funding General Fund Class C Parks IF FOF Streets FOF Other FOF Transit 1/4 Cent
CDCIP Board Recommendations Funding EligibilityMayor Recommendations
C - Engineering
Main Street Alley Improvements, from No-
Tell Motel to Utah Pride 5 NA 41.75 Yes $170,000 -$ -$ 170,000$ 170,000$
C - Public Lands Faultline Park Playground 4 NA 41.31 No $337,000 -$ -$ 337,000$ 337,000$
C - Transportation
Guadalupe Neighborhood Streets
Improvement 3 NA 41.19 Yes $2,517,000 -$ -$ 2,517,000$ 1,100,000$
Public Services Plaza 349 EV Charging Phase 1 and 2 4 29 40.72 $601,900 $601,900 -$ -$ 601,900$
C - Transportation 500 East Raised Crosswalk (400 Block)4 NA 40.63 No $115,000 -$ -$ 115,000$ 115,000$ 115,000$ 115,000$
Public Services PSB EV Charging Phase 1 and 2 4 25 40.16 $709,633 $874,400 -$ -$ 874,400$
C - Public Lands Poplar Grove Park Lighting 2 NA 40.13 Yes $620,000 -$ -$ 620,000$
C - Transportation
California Avenue Pedestrian Safety
Improvements Construction 2 NA 40.13 Yes $807,000 -$ -$ 807,000$ 807,000$ 807,000$ 807,000$ 807,000$
C - Transportation 600 South Safety Improvements 4 NA 40.00 Yes $530,000 -$ -$ 530,000$ 530,000$ 530,000$ 530,000$
C - Public Lands Victory Park Tennis Courts 4 NA 39.56 No $52,600 -$ -$ 52,600$ 52,600$
C - Public Lands Riverside Park Pathway Loop 1 NA 38.81 No $530,000 530,000$ 530,000$ 530,000$ 530,000$ 530,000$ 530,000$ 530,000$
C - Public Lands Curtis Park Reimagined 6 NA 38.38 Yes $960,000 -$ -$ 960,000$ 480,000$
C - Transportation
Marmalade-Fairpark East-West Connector
Study 3 NA 38.13 Yes $80,000 -$ -$ 80,000$
C - Public Lands Fairmont Park Basketball Court 7 NA 37.69 Yes $754,000 -$ 678,600$ 75,400$ 754,000$ 754,000$ 678,600$ 754,000$
C - Engineering
Fayette Avenue Improvements between
Washington Street & 200 West 5 NA 37.19 Yes $560,000 -$ -$ 560,000$ 560,000$ 560,000$ 560,000$ 560,000$
Public Lands
“Elevating Access”: The Regional Athletic
Complex’s Blueprint for the Future 1 30 36.68 See Note $6,250,000 -$ -$ 6,250,000$ 3,417,000$ 1,100,000$
Police
SLC Public Safety Building (Police
Occupancy) Remodels 4 31 36.61 $265,745 $650,000 -$ -$ 650,000$ 650,000$
C - Public Lands Street Futsal courts 1:1 Match CW NA 36.31 Yes $350,000 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$
Engineering
Alleyway Improvements and Mitigation
2025 CW
Alleyway
Improvements
FY24: $250,000
FY23: $142,919
FY21: $200,000 28 36.30 $200,000 $500,000 -$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$
C - Public Lands International Peace Gardens 2 NA 35.88 No $512,696 -$ -$ 512,696$ 256,348$ 512,696$
C - Engineering
1200 E Curb/Gutter/Sidewalk and repave
street 7 NA 34.94 No $347,000 -$ -$ 347,000$ 347,000$ 347,000$ 347,000$ 347,000$
C - Transportation 700 East Median Tree Planting Project CW NA 34.88 Yes $2,400,000 -$ -$ 2,400,000$
C - Public Lands Playground Shade CW NA 34.00 Yes $500,000 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$
C - Public Lands First Encampment Park 5 NA 32.44 Yes $145,000 -$ -$ 145,000$ 145,000$
C - Engineering Alley Improvement A798 7 NA 31.63 Yes $69,000 -$ -$ 69,000$ 69,000$ 69,000$
C - Transportation
Westminster Urban Forestry and Traffic
Calming Measures 7 NA 31.56 Yes $477,000 -$ -$ 477,000$ 477,000$
C - Arts Council
Harvey Milk Blvd LGBTQ+ and Neighborhood
Visibility CW NA 31.44 Yes $500,000 -$ -$ 500,000$ 500,000$
C - Arts Council 200 E 1910 S Public Art 5 NA 30.75 No $75,000 -$ -$ 75,000$ 75,000$
C - Engineering
Alleyways between Sherman/Harrison and
Harrison/Browning 5 NA 29.94 No $134,000 -$ -$ 134,000$ 134,000$ 134,000$
C - Arts Council Jackson Park Art 2 NA 29.31 No $75,000 -$ -$ 75,000$ 75,000$
C - Public Lands
Pocket Park Community Space - Jake Garn
Way 2 NA 28.69 Yes $330,000 330,000$ 330,000$ 330,000$ 330,000$ 330,000$ 330,000$ 330,000$
C - Public Lands 800 East Parks and Pathway 4 NA 28.38 Yes $174,000 -$ -$ 174,000$ 174,000$
C - Engineering Fairpark placemaking signage CW NA 27.63 No $55,000 -$ -$ 55,000$
C - Public Lands
Equal Grounds Project (Calisthenics-Fitness
Area)CW NA 26.75 Yes $86,200 86,200$ 86,200$ 86,200$ 86,200$ 86,200$ 86,200$
C - Public Lands Liberty Wells Community Garden 5 NA 26.19 No $280,000 -$ -$ 280,000$
Police
Drop Arm Gate on the Entry to the Rear
Parking Lot 4 32 24.55 $50,000 $50,000 -$ -$ 50,000$
C - Public Lands 5th West Commons Conversation Center(s)2 NA 24.31 No $50,000 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$
C - Transportation
Sugar House Map and Historic Recognition
Project 7 NA 22.75 Yes $95,000 -$ -$ 95,000$
C - Public Lands East Bench H Rock Preserve 6 NA 22.56 No $200,000 -$ -$ 200,000$
Mayor's Office Historic Signs/Markers CW NA NA 30,000$ 30,000$
Engineering Concrete Replacement CW NA NA 750,000$ 750,000$
$90,390,096 7,300,000$ 3,500,000$ 3,146,200$ 1,000,000$ 1,100,000$ 1,000,000$ 8,000,000$ 25,046,200$ 7,330,000$ 4,250,000$ 3,824,800$ 1,000,000$ 1,154,490$ 1,000,000$ 8,000,000$ 15,000,000$ 41,559,290$
Mean 43.00
Median 41.36
Mayor’s
Recommended
Budget FISCAL YEAR 2024-25
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MAYOR AND COUNCIL MESSAGES Page:
MAYOR’S MESSAGE 5
SALT LAKE CITY PROFILE
SALT LAKE CITY CORPORATION ORGANIZATION 9
SALT LAKE CITY AT A GLANCE 11
SALT LAKE COMMUNITY PROFILE 14
SALT LAKE CITY BUDGET-IN-BRIEF 18
MAYOR’S RECOMMENDED BUDGET
BUDGET SUMMARY AND RECOMMENDATIONS 35
FY 2024-25 CAPITAL AND OPERATING BUDGET 41
GENERAL FUND KEY CHANGES 53
OTHER FUND KEY CHANGES 64
LBA KEY CHANGES 79
RDA KEY CHANGES 80
MULTI-AGENCY DRUG TASK FORCE KEY CHANGES 91
FINANCIAL POLICIES
DEBT POLICIES 95
DEBT STRUCTURE 98
REVENUE 102
FY 2023-24 LEGISLATIVE INTENTS 122
CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT OVERVIEW 135
CAPITAL IMPROVEMENT FY 2024-25 PROJECTS LIST 141
DEPARTMENT BUDGETS
OFFICE OF THE CITY COUNCIL 151
OFFICE OF THE MAYOR 155
DEPARTMENT OF AIRPORTS 159
OFFICE OF THE CITY ATTORNEY 165
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS 171
DEPARTMENT OF ECONOMIC DEVELOPMENT 177
DEPARTMENT OF FINANCE 183
FIRE DEPARTMENT 189
DEPARTMENT OF HUMAN RESOURCES 195
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES 201
JUSTICE COURT 209
POLICE DEPARTMENT 214
DEPARTMENT OF PUBLIC LANDS 221
Table of Contents
1 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC SERVICES 227
DEPARTMENT OF PUBLIC UTILITIES 235
REDEVELOPMENT AGENCY 241
DEPARTMENT OF SUSTAINABILITY 245
911 COMMUNICATIONS BUREAU 251
NON-DEPARTMENTAL 255
STAFFING DOCUMENT
STAFFING DOCUMENT INTRODUCTION 265
STAFFING DOCUMENT SUMMARY 267
STAFFING DOCUMENT DETAIL 267
APPENDIX
APPENDIX A: LIBRARY 317
APPENDIX B: HEALTH INSURANCE PREMIUMS & RETIREMENT CONTRIBUTIONS 333
Table of Contents
2 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Mayor’s Message
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Dear Salt Lake City,
I’m excited and grateful to serve as your mayor. Great opportunities continue to
approach us at a quickened pace. The new trail we are breaking will have lasting,
generational impacts on Salt Lakers’ quality of life. It’s an honor to listen to residents
and collaborate with partners to reach promising vistas in our City that we once could
only hope for.
Our highest priorities in the Fiscal Year 2025 budget reflect what we’ve heard residents
need during this period of growth: continuing to bolster our City’s affordable housing
stock, investing in more open space and public lands, improving walkability, and
continuing changes that have made our public spaces and neighborhoods safer for
families.
What follows is a responsible budget that addresses our residents' needs and requests
and paves the way for a future filled with opportunities to benefit all Salt Lakers.
This fiscally responsible budget focuses on my administration’s priorities:
a.Livability for residents and families
b.Resiliency
c.Capital Projects
d.Organizational efficiency and well-being
I must express my appreciation for this year’s budget committee for their diligent work
in producing a budget that reflects our shared goals and the future we envision for Salt
Lake City and is balanced and responsive to your needs.
Thank you, Mary Beth Thompson, Chief Financial Officer, Greg Cleary, Budget
Director, and the entire Finance Department; as well as Chief Equity Officer Damian
Choi; Chief Human Resources Officer Debra Alexander; Community and
Neighborhoods Director Blake Thomas; Chief Mike Brown; Public Utilities Director
Laura Briefer; City Attorney Katie Lewis; Chief Administrative Officer Jill Love; and
Chief Information Officer Aaron Bentley for their collaborative efforts.
Sincerely,
Mayor Erin Mendenhall
Salt Lake City Mayor's Message
5 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Salt Lake City Mayor's Message
6 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Salt Lake City
Profile
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SALT LAKE CITY ELECTED OFFICIALS
Fiscal Year 2024-25
MAYOR
Erin Mendenhall
CITY COUNCIL
Victoria Petro
(Chair)
District 1
Alejandro Puy
District 2
Chris Wharton
(Vice Chair)
District 3
Eva Lopez Chavez
District 4
Darin Mano
District 5
Dan Dugan
District 6
Sarah Young
District 7
Salt Lake City Budget-in-Brief
9 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Salt Lake City Budget-in-Brief
10 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY AT A GLANCE
177 YEARS 173 YEARS
Date Founded
July 24, 1847
Date Incorporated
January 19, 1851
MAYOR COUNCIL 111.1 SQ. MILES
Form of Government Since 1980 Total City Area
204,657 4,327 FT.
2022 Estimated Population Average Elevation (1,319 Meters)
Salt Lake City Budget-in-Brief
11 Mayor’s Recommended Budget FISCAL YEAR 2024-25
52.1˚F
(11.2 C) MEAN
28.2˚F
(-1.6 C) January
77.0˚F
(25.0 C) JULY
Average Daily Temperatures
58.5 INCHES
(1,486 MM)
16.5 INCHES
(419 MM)
Average Annual Snowfall Average Annual Rainfall
Salt Lake City Budget-in-Brief
12 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY COUNCIL DISTRICTS
MAP LEGEND
DISTRICT 1:Victoria Petro DISTRICT 5: Darin Mano
DISTRICT 2: Alejandro Puy DISTRICT 6: Dan Dugan
DISTRICT 3: Chris Wharton DISTRICT 7: Sarah Young
DISTRICT 4: Eva Lopez Chavez
Salt Lake City Budget-in-Brief
13 Mayor’s Recommended Budget FISCAL YEAR 2024-25
BUDGET DEVELOPMENT CALENDAR
Fiscal Year 2024-25
Salt Lake City Budget-in-Brief
14 Mayor’s Recommended Budget FISCAL YEAR 2024-25
$1,973,381,550
RECOMMENDED BUDGET FY 2025
6.6%
INCREASE
* Redevelopment Agency Included in the Other Enterprise Fund Amount.
Salt Lake City Budget-in-Brief
15 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Salt Lake City Budget-in-Brief
16 Mayor’s Recommended Budget FISCAL YEAR 2024-25
$475,245,078
GENERAL FUND EXPENDITURES
6.3%
INCREASE
GENERAL FUND REVENUE BY TYPE FY 2025
24%Property Taxes with
Pilot 6%Interfund
Reimbursement
37%Sales & Use Taxes 1%Intergovernmental
3%Franchise Taxes 1%Charges & Fees
8%Licenses & Permits 1%Fines
Salt Lake City Budget-in-Brief
17 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Budget-in-Brief
Salt Lake City’s budget is comprised of several different types of funds,
including the General Fund, Enterprise Funds, and Internal Service Funds.
Enterprise funds, unlike the General Fund, are not supported by property
or sales taxes. Revenues in these funds come primarily from fees charged
for services provided. For instance, the Airport derives a large portion of its
revenues from landing fees while Public Utilities receives revenue from
water and sewer services.
The City also has a number of internal service funds such as Fleet and
Information Management Services. Internal service funds exist to account
for the financing of goods and services provided by one City agency or
department to another.
Salt Lake City Budget-in-Brief
18 Mayor’s Recommended Budget FISCAL YEAR 2024-25
CITYWIDE EXPENDITURES
Fund Type FY 23 Adopted Budget FY 24 Adopted Budget
FY 25 Recommended Budget
Increase/ Decrease from FY 24 Adopted
Percent Change
General Fund 425,537,407 448,514,917 475,245,078 26,730,161 6.28%
Airport Enterprise Fund 384,681,671 520,438,997 576,395,097 55,956,100 14.55%
Public Utilities Enterprise Funds 413,124,942 508,778,032 553,114,955 44,336,923 10.73%
Other Enterprise Funds 128,758,874 137,218,660 136,574,724 (643,936)(0.50)%
Internal Service Funds 118,806,965 138,145,589 137,517,819 (627,770)(0.53)%
Capital Improvement Program (CIP) Funds 35,460,387 29,708,286 32,322,843 2,614,557 7.37%
All Other Funds 83,363,494 65,516,043 62,211,034 (3,305,009)(3.96)%
Total 1,589,733,740 1,848,320,524 1,973,381,550 125,061,026 7.87%
FY 2023 AND 2024 ADOPTED BUDGETS AND FY 2025 RECOMMENDED BUDGET
FY 23 Adopted Budget FY 24 Adopted Budget FY 25 Recommended Budget
General Fund Airport
Enterprise
Fund
Public
Utilities
Enterprise
Funds
Other
Enterprise
Funds*
Internal
Service Funds
Capital
Improvement
Program (CIP)
Fund
All Other
Funds
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
700,000,000
800,000,000
* Redevelopment Agency Included in the Other Enterprise Fund Amount.
Salt Lake City Budget-in-Brief
19 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND EXPENDITURES
General Fund Departments FY 23 Adopted Budget FY 24 Adopted Budget
FY 25 Recommended Budget
Increase/ Decrease from FY 24 Adopted
Percentage Change
Economic Development 3,695,620 4,425,091 4,809,183 384,092 8.68%
Human Resources 4,236,836 4,659,300 5,059,723 400,423 8.59%
Justice Courts 5,199,660 5,489,720 5,958,110 468,390 8.53%
Council Office 5,387,707 5,610,149 6,289,340 679,191 12.11%
Mayor's Office 6,625,451 6,820,067 7,366,396 546,329 8.01%
Attorney's Office 9,007,633 10,490,844 12,881,528 2,390,684 22.79%
Finance Department 10,709,847 12,168,296 12,963,889 795,593 6.54%
911 Communications Bureau 10,872,140 11,259,756 11,610,306 350,550 3.11%
Public Lands 24,229,676 27,295,271 29,716,013 2,420,742 8.87%
Community & Neighborhoods 29,311,147 33,143,161 34,709,138 1,565,977 4.72%
Public Services 39,398,484 43,449,292 46,261,468 2,812,176 6.47%
Fire Department 48,586,492 52,264,357 54,549,009 2,284,652 4.37%
Police Department 103,977,042 110,976,812.49 120,001,456 9,024,644 8.13%
Non Departmental 124,299,673 120,462,801.4 123,069,522 2,606,721 2.16%
Total 425,537,408 448,514,918 475,245,078 26,730,164 5.96%
Salt Lake City Budget-in-Brief
20 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND EXPENDITURES
4,425,091
4,809,183
4,659,300
5,059,723
5,489,720
5,958,110
5,610,149
6,289,340
6,820,067
7,366,396
10,490,844
12,881,528
12,168,296
12,963,889
11,259,756
11,610,306
27,295,271
29,716,013
33,143,161
34,709,138
43,449,292
46,261,468
52,264,357
54,549,009
110,976,812.49
120,001,456
120,462,801.4
123,069,522
Economic Development
Human Resources
Council Office
Justice Courts
Mayor's Office
Attorney's Office
Finance Department
911 Communications Bureau
Public Lands
Community & Neighborhoods
Public Services
Fire Department
Police Department
Non Departmental
FY
2
4
A
d
o
p
t
e
d
B
u
d
g
e
t
FY
2
5
R
e
c
o
m
m
e
n
d
e
d
B
u
d
g
e
t
—25,000,000 50,000,000 75,000,000 100,000,000 125,000,000
Salt Lake City Budget-in-Brief
21 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND EXPENDITURES
Fiscal Year 2024-25
Salt Lake City Budget-in-Brief
22 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND REVENUES BY TYPE - 2018-2025
FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Actuals FY 2022 Actuals FY 2023 Actuals FY 2024 Budget FY 2025 Budget
Property Taxes w/ PILOT 90,414,308 94,654,243 99,342,715 99,474,985 103,862,288 113,256,864 116,207,713 116,996,349
Sales and Use Taxes 67,940,454 99,403,846 116,199,002 122,654,953 160,262,167 172,197,395 166,213,479 177,400,679
Franchise Taxes 28,418,423 27,238,435 26,863,146 23,952,168 11,750,309 12,756,596 12,348,127 14,450,000
Licenses & Permits 30,608,768 36,960,240 32,637,293 36,428,067 43,313,623 43,946,412 40,878,104 38,989,244
Fines & Forfeitures 5,567,814 3,316,215 3,753,706 3,539,471 3,717,871 3,519,427 4,063,548 4,435,035
Intergovernmental 5,791,774 6,066,496 5,086,254 4,781,753 5,960,591 5,936,546 5,134,621 5,954,017
Charges & Fees 5,671,710 5,573,679 4,283,760 4,842,902 5,840,601 5,811,594 4,881,922 6,886,114
Parking 3,404,582 3,509,898 2,771,331 1,915,888 2,997,333 2,616,322 2,801,089 2,701,331
Other Revenue 39,643,865 38,231,125 49,561,874 51,980,733 91,840,076 135,320,383 95,986,315 107,432,309
Total Operating Revenue 277,461,698 314,954,177 340,499,081 349,570,920 429,544,859 495,361,539 448,514,918 475,245,078
Salt Lake City Budget-in-Brief
23 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND REVENUES BY TYPE
2018–2025
Th
o
u
s
a
n
d
s
Property Taxes w/ PILOT Sales and Use Taxes Franchise Taxes
Licenses & Permits Fines & Forfeitures Intergovernmental
Charges & Fees Parking Other Revenue
FY 2018
Actuals
FY 2019
Actuals
FY 2020
Actuals
FY 2021
Actuals
FY 2022
Actuals
FY 2023
Actuals
FY 2024 Budget FY 2025 Budget
This stacked bar graph depicts the
various types of revenue collected
for the Salt Lake City General Fund
and how some of these revenues
have fluctuated over the years. It
is worth noting that sales tax
revenues have increased markedly
starting in FY 2019 due to the
implementation of Funding Our
Future 0.5% increase in Salt Lake
City’s sales tax rate. The Other
Revenue category has been
impacted by American Recovery
Act grant funds.
Salt Lake City Budget-in-Brief
24 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND REVENUE - FY 2024 ADOPTED V. 2025 REC'D BUDGETS
General Fund Revenue FY 2024 Adopted Budget FY 2025 Rec'd Budget Increase/ Decrease Percentage Change
Property Tax 114,302,140 114,923,082 620,942 0.54%
RDA Related Property Tax 15,545,000 19,220,752 3,675,752 23.65%
Sales and Use Tax 166,213,479 177,400,679 11,187,200 6.73%
Franchise Tax 12,348,127 14,450,000 2,101,873 17.02%
Payment in Lieu of Taxes 1,905,573 2,073,267 167,694 8.80%
Intergovernmental Revenue 5,134,621 5,954,017 819,396 15.96%
Charges, Fees and Rentals 5,690,001 6,886,114 1,196,113 21.02%
Other Revenue 68,375,964 89,562,654 21,186,690 30.99%
Interfund Transfers In 26,131,213 5,495,833 -20,635,380 (78.97)%
Available Fund Balance/Cash Reserves 32,868,799 39,278,680 6,409,881 19.50%
Total 448,514,917 475,245,078 26,730,161 5.96%
FY 2025 GF Revenue
Property Tax
114,923,082
RDA Related Property Tax
19,220,752
Sales and Use Tax
177,400,679
Franchise Tax
14,450,000
Charges for Services
6,886,114
Other Revenue
89,562,654
Available Fund Balance/
Cash Reserves
39,278,680
Salt Lake City Budget-in-Brief
25 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GENERAL FUND REVENUE
Fiscal Year 2025
37%24%14%8%
Sales Use & Taxes Property Taxes Other Revenue Licenses and
Permits
8%4%3%1%
Available Fund
Balance // Cash
Reserves
RDA Related
Property Tax
Franchise Taxes Intergovernmental
1%
Charges for Service
Salt Lake City Budget-in-Brief
26 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Property Tax Rates
in Salt Lake City
According to Utah State Code,
municipalities cannot assess
properties for more property tax
revenue than was generated in the
previous year, with the exception of
new growth. As property values generally
increase or decrease, property tax rates
fluctuate accordingly. The accompanying
graph (on the right) demonstrates how
the boom in property values in the City
affected the property tax rates that were
assessed during the earlier years shown
on the table above. It is also apparent in
recent years as well.
HISTORY OF TOTAL PROPERTY TAX RATE
(2013-2024)
FY
2
0
1
3
FY
2
0
1
4
FY
2
0
1
5
FY
2
0
1
6
FY
2
0
1
7
FY
2
0
1
8
FY
2
0
1
9
FY
2
0
2
0
FY
2
0
2
1
FY
2
0
2
2
FY
2
0
2
3
FY
2
0
2
4
0.0030
0.0035
0.0040
0.0045
0.0050
0.0055
0.0060
General Operations Interest & Sinking Fund Library Total
FY 2013 0.003574 0.001097 0.000846 0.005517
FY 2014 0.003465 0.001064 0.00082 0.005349
FY 2015 0.003787 0.001066 0.000783 0.005636
FY 2016 0.003619 0.000989 0.000747 0.005355
FY 2017 0.003617 0.000941 0.000705 0.005263
FY 2018 0.003482 0.000772 0.00083 0.005084
FY 2019 0.003285 0.000692 0.000791 0.004768
FY 2020 0.003205 0.000648 0.000741 0.004594
FY 2021 0.002942 0.000713 0.000683 0.004338
FY 2022 0.002868 0.000556 0.000652 0.004076
FY 2023 0.002698 0.00046 0.000618 0.003776
FY 2024 0.002456 0.00042 0.00071 0.003586
Salt Lake City Budget-in-Brief
28 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Sales Tax Revenues
in Salt Lake City
The table to the right demonstrates a
steady increase in sales tax revenues
in Salt Lake City over the past several
years. A sharp increase came with
the implementation of the
additional one-half-percent sales
tax increase that is used for
funding our future. The drop in
revenue from FY2020 to FY2021 was
the result of the economic downturn
brought on by the COVID 19
pandemic. In FY2022, sales and use
tax revenues rebounded as the
economy recovered. Further healthy
sales tax growth is expected in
FY2025.
Fiscal Year Sales & Use Tax Receipts % Increase
FY 2014 Actual 55,380,938 2.98%
FY 2015 Actual 57,873,243 4.50%
FY 2016 Actual 59,927,247 3.55%
FY 2017 Actual 62,776,248 4.75%
FY 2018 Actual 67,940,454 8.23%
FY 2019 Actual 99,403,846 46.31%
FY 2020 Actual 116,199,002 16.90%
FY 2021 Actual 122,654,953 5.56%
FY 2022 Actual 160,262,167 30.66%
FY 2023 Actual 172,197,395 (6.77)%
FY 2024 Budget 166,213,479 11.24%
FY 2025 Budget 177,400,679 11.63%
Average Increase 12.41%
Salt Lake City Budget-in-Brief
29 Mayor’s Recommended Budget FISCAL YEAR 2024-25
RELATED ORDINANCE CHANGES AND OTHER BUDGETARY ACTIONS
2024-25
REVENUE RELATED ORDINANCES
Consolidated Fee
Schedule Adoption and
Changes
An ordinance amending the Salt Lake City Consolidated Fee Schedule to
modify various fees included therein in accordance with the changes
presented in the budget. The changes include adjustments to the CPI;
Water, Sewer and Storm Water rates; Amending delivery of Business
Licensing Documents; and change in Refuse rates.
Budget Adoption
An ordinance adopting the City budget, excluding the budget for the
Library Fund which is separately adopted, and the employment staffing
document of Salt Lake City for Fiscal Year 2024-25.
Budget Adoption of
the Salt Lake City
Library
An ordinance adopting the budget and staffing document for the
Library Fund of Salt Lake City for Fiscal Year 2024-25.
Tax Rate of Salt Lake City
and the City Library,
including the Judgement
Levy
An ordinance adopting the rate of tax levy, including the levy for the
Library Fund, upon all real and personal property within Salt Lake City
made taxable by law for Fiscal Year 2024-25.
Adopting the Mayor’s
Recommended Budget as
the Tentative Budget of
Salt Lake City
An ordinance adopting the Tentative Budgets of Salt Lake City, including
the Tentative Budget of the Library Fund, for Fiscal Year 2024-25.
BUDGET RESOLUTIONS
Budget Adoption of the
Local Building Authority
(LBA)
A resolution adopting the final budget for the Capital Projects Fund of
the Local Building Authority of Salt Lake City for Fiscal Year 2024-25.
Adopting the Mayor’s
Recommended Budget
as the Tentative
Budget of the Local
Building Authority
A resolution adopting the Tentative Budgets for the Capital Projects
Fund of the Local Building Authority of Salt Lake City, for Fiscal Year
2024-25.
Salt Lake City Budget-in-Brief
30 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Budget Adoption of
the Redevelopment
Agency (RDA)
A resolution adopting the final budget for the Redevelopment Agency of
Salt Lake City for Fiscal Year 2024-25.
Adopting the Mayor’s
Recommended Budget as
the Tentative Budget of
the Redevelopment
Agency of Salt Lake City
A resolution adopting the Tentative Budgets of the Redevelopment Agency
of Salt Lake City, for Fiscal Year 2024-25.
HUMAN RESOURCES ISSUES
Compensation Plan
Ordinances
Ordinances adopting the compensation plan as ordinance for all
appointed and non-represented employees of Salt Lake City.
Memorandum of
Understanding (MOU)
Adoption Ordinance(s)
Ordinance(s) approving the Memorandum of Understanding(s) and
wage agreements between Salt Lake City Corporation and the American
Federation of State, County, and Municipal Employees, Local 1004; the
International Police Association’s Local 75; and the International
Association of Firefighters Local 81.
Salt Lake City Budget-in-Brief
31 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Mayor’s
Recommended
Budget
This page intentionally left blank
Budget Summary
As the City began planning for fiscal year 2025, a three-year plan was developed to
move the City forward. As part of this three-year plan, the City considered the
influx of one-time funding and the immediate help those funds provided against
the ongoing needs the use of those funds created. The budget would need to plan
not only for ongoing costs to provide services, but for future costs to maintain the
resources and staff paid for with the one-time revenues. Transitioning ongoing
costs paid for with one-time revenues to ongoing revenue streams is the goal of
the three-year plan.
The challenge facing the City was not about immediate funding options but about
creating ongoing revenue streams to meet the future needs of the City.
Salt Lake City has been experiencing strong growth in spite of the challenges of
the past few years. The City needs to continue to build and invest so future growth
will continue.
One positive ongoing revenue stream for the City has been sales tax. Sales tax
revenues over the past few years have performed much better than budget. Those
revenues have allowed the City to add to its fund balance and puts the City in a
sound position for the current year. The question that faced the mayor, her
administrative team, and the City budget committee was how to spend prudently
and continue establishing programs for the future of Salt Lake City.
The Mayor and her team looked at current revenues streams, one-time sources,
including the use of the City’s healthy fund balance, and potential new revenue
streams. The three-year outlook helped to provide a long-term strategy to carry
the City forward. The budget put forth today provides the City with a balance
between each of these options that will move the City forward to meet the
challenges that lie ahead.
The budget committee implemented a decision matrix to assist all departments in
comparing their insights. As the departments reviewed their insights, they were
asked to rate them based on different methods. The matrix looked at each City
service to determine why the City was performing it and whether there were
options to have the program provided through different means. It measured who
benefits from the program, with special consideration for those who have typically
been left behind in the past. It also looked at the process and outcome of adapting
to difficult or challenging incidents based on five criteria. Finally, the committee
considered whether the insight meets other goals as outlined by the Mayor for
2025, as well as the goals of the Council. The matrix allowed the budget committee
and the departments to have a broader view of each proposal and how programs
measured against each other.
Salt Lake City Mayor’s Recommended Budget
35 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Because of this matrix, the initiatives brought forth in this budget have been
carefully weighed against the Mayor’s priorities of:
•Livability for residents and families
•Resiliency
•Capital Projects
•Organizational efficiency and well-being
The Mayor’s recommended budget provides a roadmap for Salt Lake City to
continue to grow and prosper. It has elements to take advantage of the economic
success of today and outlines a course to ensure the financial health of the City
going forward. This includes efforts to meet future needs for service through the
careful addition of needed personnel and the use of one-time funds to build
necessary resources to allow the City to continue to attract business and tourism
and provide services for its citizens.
REVENUES
Salt Lake City revenue across all funds for fiscal year 2025 are $2,045,216,014. This
represents an increase of 19.1% over fiscal year 2024 budgeted revenues. The
increase is the result of several sources. Sales tax revenue is a strong contributor
and the Airport continues to see growth in enplanements as well as retail
concessions. However, in an effort to maintain the continued growth, meet
regulatory requirements and other needs, the City will institute a rate increase at
Public Utilities and Refuse.
The largest contributors to City revenues are the Airport, Public Utilities and the
General Fund. Airport revenues are budgeted at $585.3 million while Public Utilities
total revenue across all funds is $628.3 million. The General Fund fiscal year 2025
budget is $475.2 million, including use of fund balance.
The City uses conservative revenue projections and maintains adequate reserves in
each fund to ensure long-term financial stability. For the general fund, Salt Lake
City creates its annual budget based on historical trend average of on-going
revenues. From these averages the City then projects future growth, one-time
revenues and potential new revenues to establish a final revenue projection. This
projection becomes the basis of the budget for the Mayor and administration to
create a balanced budget.
GENERAL FUND REVENUE
For fiscal year 2025, total general fund revenue increased by 5.96%. The increase is
associated with projected increases in property tax and sales and use tax, and the
use of $39.2 million of fund balance. For fiscal year 2025, the City projected
increases in interfund reimbursements and a slight increase in license revenue.
Salt Lake City Mayor’s Recommended Budget
36 Mayor’s Recommended Budget FISCAL YEAR 2024-25
The City has budgeted to use fund balance reserves to help cover projected
deficits. The budget uses $39.2 million of fund balance representing 8.26% of
General Fund revenue. While fund balance reserves were used, the City will still
maintain at least a projected 13% fund balance for fiscal year 2025.
Sales and use tax is budgeted to increase by $11.1 million. Other notable increases
in revenue are in interfund reimbursement, which is up $5.9 million and license
revenue, notably in airport parking and innkeepers tax, budgeted to increase by
$1.7 million.
There is a noteworthy decrease in permits revenue, which is down $3.6 million
due to high interest rates causing a slow down in construction.
EXPENSES
Total expense for Salt Lake City is budgeted at $1,973,381,550 across all funds. This
represents an increase of $122.1 million from last fiscal year, or a 6.6% increase.
The total budget for the General Fund is $475.2 million. The Airport budget is set at
$576.4 million, while Public Utilities is budgeted at $553.1 million.
The budget includes the addition of 62 full-time positions (FTEs) across all funds.
Staffing in the General Fund will increase by 32.5 FTEs while the Airport (25) and
IMS (1) also see staffing increases. 20 positions were previously added through
budget amendments during fiscal year 2024
GENERAL FUND EXPENSE
General Fund expense increased by $26.7 million an increase of 5.95% from fiscal
year 2024. Major changes to expense include salary, pension and benefit changes
totaling $298.9 million. The budget also includes the addition of 32.5 FTEs at an
anticipated cost of approximately $3.2 million.
Newly proposed positions include 2 FTE's to create an additional Community
Health Access Team. Public Lands staffing increased by 8 FTE's to assist with Parks
bond projects and parks maintenance. Public Services staffing increased by 8 FTEs:
2 FTEs to help with the completion of Parks projects, 3 for a new Rapid Intervention
Team, and 3 FTEs in the Engineering Division. The Police Department increased by
6 FTEs due to the expansion at the Airport. The 2.5 FTEs in Finance meet the
expanded needs as the City continues to grow.
Notable budgetary increases in the General Fund are contractual and inflationary
increases across all City Departments. The budget also includes continuation of
construction mitigation funding to assist businesses affected by City projects.
Funding is also included to ensure City IT resources are protected from external
threats, supporting enhancements to city emergency response dispatch systems.
Salt Lake City Mayor’s Recommended Budget
37 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALARY, BENEFIT AND COMPENSATION COSTS
The largest portion of the general fund budget is personnel costs. The total cost for
compensation included in the general fund budget is $298.9 million. This
represents a 7.2% increase over fiscal year 2024. Personnel costs for the Airport
total $76.5 million, while Public Utilities personnel costs total $58.7 million.
Citywide personnel costs total $475.2 million as part of the Mayor's Recommended
Budget.
The Administration recommends funding for a 5% general base pay increase for all
employees, including AFSCME union. The distribution of actual employee pay
increases is subject to negotiations resulting in either tentative or previously
ratified agreements, according to the City’s Collective Bargaining Resolution. The
projected cost for these pay increases is approximately $8.4 million for the general
fund and $14.4 million across the City.
Although wage negotiations with Police and Fire Unions are on-going at the time,
the fiscal year 2025 recommended budget includes an amount necessary to fund a
5% general increase to the base wages for represented employees.
HEALTH INSURANCE
Salt Lake City continues to offer one medical plan this year: Summit STAR - a High
Deductible Health Plan (HDHP). The medical plan is administered through Public
Employees Health Plan (PEHP). This year the budget includes a small premium
increase of 3.66% to the Summit STAR plan. As before, the city will continue to pay
95% of the total Summit Star medical premium.
The city has realized significant savings - largely because of implementing the high
deductible health plan and front-loading half the annual deductible into a Health
Savings Account (HSA) for employees. The City HSA contribution will fund one-half
of the deductible for the plan - $1000 for singles and $2000 for doubles and
families. This increase is needed to keep up with the cost of medical services, in
additional to federally mandated contribution limits. The implementation of a
single provider network in 2011 has also been a significant source of savings for
employees and the City.
Utah Retirement Systems (URS) requires the city’s medical plan reserve be
maintained at a level to cover claims for a minimum of 55 days and a maximum of
100 days of premiums. The medical plan reserve balance has increased and has
continued to maintain a positive balance since 2011.
Salt Lake City Mayor’s Recommended Budget
38 Mayor’s Recommended Budget FISCAL YEAR 2024-25
MARKET ADJUSTMENTS
As recommended by the Citizens’ Compensation Advisory Committee, the budget
includes market adjustments for certain benchmarked employee groups in the City
who lag either slightly or significantly behind market pay rates by more than 2%.
The projected costs for market adjustments are approximately $563,000 for the
general fund and $358,000 across other funds.
CAPITAL IMPROVEMENT PROGRAM (CIP)
The Capital Improvement Fund is used for payment of sales tax and class B/C
bond debt service and other infrastructure improvements including streets,
sidewalks, city buildings, curb, gutter, street lighting, parks, open space, trails and
bicycle facilities. More information on the specific projects funded this year will be
available in the Capital Improvement Program Budget. A summary of proposed
projects is included later in the budget book.
The budget includes a General Fund contribution to the Capital Improvement Fund
of $25.2 million including funding from the Funding Our Future sales tax. The
contribution for new or maintenance projects totals $10.8 million for fiscal year
2025. This amount will be added to bond funding and other funding to continue to
enhance and maintain capital assets.
The total fiscal year 2025 CIP exceeds $541 million with the inclusion of various
projects funded by the Redevelopment Agency of Salt Lake City, the Department of
Airports, Public Utilities, Sustainability, Golf, federal and state partnerships, Class
“C” Funds, Impact Fees and the General Fund. Most of this funding is from Airport
CIP projects ($148.8 million), Public Utility improvements ($341.6 million) and $8.3
million in golf improvements to improve the golf experience on City owned
courses, and will support the positive trends golf has seen over the past two years.
FUNDING OUR FUTURE
To maintain our commitment to transparency, we have once again separated the
Funding Our Future budget of $57.8 million dollars to show use in the priority
areas of housing, transit, streets,public safety, and parks maintenance. Funding
supports a total of 172 FTE’s as well as setting aside funding for CIP.
Housing - The budget allocates $8 million toward affordable housing through land
discounts and financing, incentivized rent assistance and service to the most
vulnerable.
Salt Lake City Mayor’s Recommended Budget
39 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Transit –$7 million is budgeted for the frequent transit network (FTN), with an
additional $3.3 million in funding for an on-demand ride service to help residents
reach transit networks.
Streets - The budget includes continuing funding for the new streets team funded
last year and additional equipment to expand the reach of that team. Additionally,
the budget includes $2 million for new infrastructure CIP projects.
Public Safety – The budget allocates funding for police officers, a Fire Department
Medical Response Team as well as mental health workers in both the Police and
Fire Departments. This year the expansion of the Rapid Intervention and the
Community Health Access Team are proposed to be funded through Funding Our
Future dollars.
CONCLUSION
The fiscal year 2024-2025 budget was prepared with the intent to maintain Salt
Lake City’s prosperity received over the past couple of years and sets forth a plan
to help the City meet ongoing costs with ongoing revenues. The budget will build
on the solid base the City has experienced and will help lead Salt Lake City into a
continued prosperous future, supporting the core values and services of the City.
This budget will allow City residents to continue to enjoy a safe, healthy, and
vibrant Salt Lake City.
Salt Lake City Mayor’s Recommended Budget
40 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Revenue and Other Sources
GENERAL FUND (FC 100):
Property Taxes 110,885,727 113,861,387 114,923,082
RDA Related Property Tax 16,082,193 15,985,753 19,220,752
Sale and Use Taxes 172,197,395 166,213,479 177,400,679
Franchise Taxes 12,756,596 12,348,127 14,450,000
Payment in Lieu of Taxes 1,833,542 1,905,573 2,073,267
TOTAL TAXES 313,755,453 310,314,319 328,067,780
Intergovernmental Revenue 5,936,546 5,134,621 5,954,017
Charges for Services 5,811,594 4,881,922 6,886,113
Other Revenue 118,937,871 69,184,044 89,562,654
Interfund Transfers In 25,857,508 26,131,213 5,495,833
TOTAL OTHER REVENUES 156,543,519 105,331,800 107,898,617
SUBTOTAL GENERAL FUND REVENUES 470,298,972 415,646,119 435,966,397
Fund Balance/Cash Reserves Used — 32,868,798 39,278,681
TOTAL GENERAL FUND SOURCES 470,298,972 448,514,916 475,245,078
CAPITAL PROJECTS FUND (FC 83, 84 & 86):
Intergovernmental Revenue 7,415,242 — 5,905,300
Sale of Land 23,115 200,000 —
Other Revenue 30,642,279 29,999,756 11,366,200
Bond Proceeds 89,956,695 — —
Interfund Transfers In 41,301,976 — 15,051,343
TOTAL CAPITAL PROJECTS FUND REVENUES 169,339,307 30,199,756 32,322,843
Fund Balance/Cash Reserves Used — — —
TOTAL CAPITAL PROJECTS FUND 169,339,307 30,199,756 32,322,843
ENTERPRISE FUNDS:
AIRPORT (FC 540)
Intergovernmental Revenue 126,422,049 45,870,000 98,016,100
Charges for Services 268,344,801 330,988,600 179,784,800
Other Revenue 47,513,609 26,654,400 307,503,000
TOTAL AIRPORT FUND REVENUES 442,280,459 403,513,001 585,303,900
Fund Balance/Cash Reserves Used 18,374,398 116,925,997 —
TOTAL AIRPORT FUND SOURCES 460,654,856 520,438,997 585,303,900
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
41 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GOLF (FC 680)
Charges for Services 10,644,232 10,550,653 11,286,031
Other Revenue 833,270 72,585 228,169
Interfund Transfers In 2,078,374 2,086,829 2,104,615
TOTAL GOLF FUND REVENUES 13,555,876 12,710,067 13,618,815
Fund Balance/Cash Reserves Used — 5,228,917 6,842,132
TOTAL GOLF FUND SOURCES 13,555,876 17,938,984 20,460,947
RDA (FC 920)
Charges for Services 311,954 1,403,600 —
Property Taxes 32,423,740 — 55,402,839
Other Revenue 7,345,557 47,321,567 8,548,376
Interfund Transfers In 41,165,412 27,037,843 20,705,669
TOTAL RDA FUND REVENUES 81,246,663 75,763,010 84,656,884
Fund Balance/Cash Reserves Used — 5,040,831 —
TOTAL RDA FUND SOURCES 81,246,663 80,803,841 84,656,884
REFUSE COLLECTION (FC 670)
Charges for Services 15,957,440 16,259,733 17,928,350
Other Revenue 2,767,515 8,980,726 4,734,044
TOTAL REFUSE COLLECTION FUND REVENUES 18,724,955 25,240,459 22,662,394
Fund Balance/Cash Reserves Used — 3,023,333 3,375,499
TOTAL REFUSE COLLECTION FUND SOURCES 18,724,955 28,263,792 26,037,893
SEWER UTILITY (FC 410)
Charges for Services 69,038,743 76,387,000 87,999,632
Debt Proceeds — 209,802,000 240,009,000
Other Revenue 18,798,268 3,752,178 3,750,152
TOTAL SEWER UTILITY FUND REVENUES 87,837,011 289,941,178 331,758,784
Fund Balance/Cash Reserves Used — 11,891,444 —
TOTAL SEWER UTILITY FUND SOURCES 87,837,011 301,832,622 331,758,784
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
42 Mayor’s Recommended Budget FISCAL YEAR 2024-25
STORM WATER UTILITY (FC 420)
Charges for Services 13,904,732 13,563,906 14,919,297
Debt Proceeds — 5,028,000 5,028,000
Other Revenue 5,747,159 1,273,986 3,069,901
TOTAL STORM WATER UTILITY FUND REVENUES 19,651,891 19,865,892 23,017,198
Fund Balance/Cash Reserves Used — 3,081,582 5,142,398
TOTAL STORM WATER UTILITY FUND SOURCES 19,651,891 22,947,474 28,159,596
WATER UTILITY (FC 400)
Charges for Services 88,469,344 94,273,390 121,640,205
Debt Proceeds — 62,346,000 100,558,000
Interest Income 4,453,143 — 463,989
Other Revenue 9,045,004 20,017,898 45,749,504
TOTAL WATER UTILITY FUND REVENUES 101,967,491 176,637,288 268,411,698
Fund Balance/Cash Reserves Used — 1,316,499 —
TOTAL WATER UTILITY FUND SOURCES 101,967,491 177,953,787 268,411,698
STREET LIGHTING DISTRICT (FC 430)
Charges for Services 4,288,143 4,592,185 5,051,394
Other Revenue 136,571 89,000 62,594
TOTAL STREET LIGHTING DISTRICT FUND REVENUES 4,424,714 4,681,185 5,113,988
Fund Balance/Cash Reserves Used 630,264 1,362,964 1,662,775
TOTAL STREET LIGHTING DISTRICT FUND SOURCES 5,054,978 6,044,149 6,776,763
HOUSING LOANS & TRUST (FC 690)
Miscellaneous Revenue 358,510 — 4,465,000
Charges for Services 11,119 — —
Other Revenue 1,546,031 13,619,432 954,000
Interfund Transfers In 1,019,188 1,039,611 —
TOTAL HOUSING LOANS & TRUST FUND REVENUES 2,934,848 14,659,043 5,419,000
Fund Balance/Cash Reserves Used — — —
TOTAL HOUSING LOANS & TRUST FUND SOURCES 2,934,848 14,659,043 5,419,000
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
43 Mayor’s Recommended Budget FISCAL YEAR 2024-25
INTERNAL SERVICE FUNDS:
FLEET MANAGEMENT (FC 610)
Interfund Reimbursement 14,404,066 956,503 956,503
Charges for Services 140,279 18,037,796 19,292,645
Other Revenue 169,497 1,343,865 355,150
Interfund Transfers In 12,091,900 11,770,805 5,657,993
TOTAL FLEET MANAGEMENT FUND REVENUES 26,805,742 32,108,969 26,262,291
Fund Balance/Cash Reserves Used — 389,782 1,685,374
TOTAL FLEET MANAGEMENT FUND SOURCES 26,805,742 32,498,751 27,947,665
GOVERNMENTAL IMMUNITY (FC 630)
Property Taxes 3,775,947 3,888,581 3,888,581
Other Revenue 2,000,000 — 200,000
Interfund Transfers In 500,000 — —
TOTAL GOVERNMENTAL IMMUNITY FUND REVENUES 6,275,947 3,888,581 4,088,581
Fund Balance/Cash Reserves Used — — —
TOTAL GOVERNMENTAL IMMUNITY FUND SOURCES 6,275,947 3,888,581 4,088,581
INFORMATION MANAGEMENT SERVICES (FC 650)
Charges for Services 27,373,914 36,254,357 40,526,281
Other Revenue (77,120) — —
Interfund Transfers In — — —
TOTAL INFORMATION MGMT. FUND REVENUES 27,296,794 36,254,357 40,526,282
Fund Balance/Cash Reserves Used 132,827 2,447,814 —
TOTAL INFORMATION MGMT. FUND SOURCES 27,429,621 38,702,171 40,526,282
INSURANCE & RISK MANAGEMENT (FC 620)
Charges for Services 53,080,373 59,482,137 64,949,109
Other Revenue 190,143 1,450,000 200,000
TOTAL INSURANCE AND RISK MGMT. FUND REVENUES 53,270,516 60,932,137 65,149,109
Fund Balance/Cash Reserves Used — 2,642,518 —
TOTAL INSURANCE AND RISK MGMT. FUND SOURCES 53,270,516 63,574,655 65,149,109
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
44 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SPECIAL ASSESSMENT FUNDS:
CURB/GUTTER (FC 150)
Special Assessment Taxes 13,050 3,000 3,000
Other Revenue 412,600 — —
TOTAL CURB /GUTTER S.A. FUND REVENUES 425,650 3,000 3,000
Fund Balance/Cash Reserves Used — — —
TOTAL CURB /GUTTER S.A. FUND SOURCES 425,650 3,000 3,000
SPECIAL REVENUE FUNDS:
CDBG OPERATING (FC 710)
Intergovernmental Revenue 4,074,525 5,597,763 5,485,515
Interfund Transfers In — — —
TOTAL CDBG FUND REVENUES 4,074,525 5,597,763 5,485,515
Fund Balance/Cash Reserves Used — — —
TOTAL CDBG FUND SOURCES 4,074,525 5,597,763 5,485,515
EMERGENCY 911 DISPATCH (FC 750)
E911 Telephone Surcharges — — —
Charges for Services 5,001,226 3,850,000 3,925,000
Other Revenue 215,773 75,000 —
TOTAL E911 FUND REVENUES 5,216,999 3,925,000 3,925,000
Fund Balance/Cash Reserves Used — — —
TOTAL E911 FUND SOURCES 5,216,999 3,925,000 3,925,000
MISC. GRANTS OPERATING (FC 720)
Intergovernmental Revenue 59,362,288 8,919,917 6,644,210
Other Revenue 789,837 — —
TOTAL MISC. GRANTS OPERATING FUND REVENUES 60,152,125 8,919,917 6,644,210
Fund Balance/Cash Reserves Used — — —
TOTAL MISC. GRANTS OPERATING FUND SOURCES 60,152,125 8,919,917 6,644,210
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
45 Mayor’s Recommended Budget FISCAL YEAR 2024-25
MISC. SPEC. SERV. DISTRICTS (FC 760)
Special Assessment Taxes 1,568,910 1,700,000 1,700,000
Other Revenue 3,601 — —
Interfund Transfers In — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND REVENUES 1,572,511 1,700,000 1,700,000
Fund Balance/Cash Reserves Used 96,120 — —
TOTAL MISC. SPEC. SERV. DISTRICTS FUND SOURCES 1,668,631 1,700,000 1,700,000
OTHER SPECIAL REVENUE FUNDS (FC 730)
Miscellaneous Revenue 77,095 300,000 300,000
Charges for Services 212,838 — —
Other Revenue 77,136 — —
Interfund Transfers In 300,000 100,000 100,000
TOTAL OTHER SPECIAL REVENUE FUND REVENUES 667,069 400,000 400,000
Fund Balance/Cash Reserves Used — — —
TOTAL OTHER SPECIAL REVENUE FUND SOURCES 667,069 400,000 400,000
SALT LAKE CITY DONATION FUND (FC 770)
Intergovernmental Revenue 1,611,853 — —
Other Revenue 2,367,766 — —
Miscellaneous Revenue 1,165,184 500,000 500,000
TOTAL DONATION FUND REVENUES 5,144,803 500,000 500,000
Fund Balance/Cash Reserves Used — — —
TOTAL DONATION FUND SOURCES 5,144,803 500,000 500,000
QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 785)
Transfer from Salt Lake County 8,493,478 9,700,000 9,700,000
Other Revenue — — —
TOTAL QUARTER CENT REVENUES 8,493,478 9,700,000 9,700,000
Fund Balance/Cash Reserves Used 1,055,896 — 58,312
TOTAL QUARTER CENT SOURCES 9,549,374 9,700,000 9,758,312
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
46 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEBT SERVICE FUNDS:
DEBT SERVICE (FC 101)
Property Taxes 18,468,652 17,342,055 15,398,389
Intergovernmental Revenue 5,447,064 2,179,461 2,170,324
Bond proceeds 576,108 — —
Other Revenue 478,162 1,746,842 3,280,810
Interfund Transfers In 9,006,627 11,073,228 10,201,562
TOTAL DEBT SERVICE FUND REVENUES 33,976,613 32,341,586 31,051,085
Fund Balance/Cash Reserves Used — 2,553,393 504,949
TOTAL DEBT SERVICE FUND SOURCES 33,976,613 34,894,979 31,556,034
TOTAL REVENUE BUDGET 1,645,634,959 1,665,128,307 2,003,686,974
TOTAL USE OF FUND BALANCE 20,289,505 188,773,872 58,550,120
GRAND TOTAL OF SOURCES 1,665,924,464 1,853,902,179 2,062,237,093
Expenses and Other Uses
GENERAL FUND RESERVES
CITY COUNCIL OFFICE
General Fund 4,725,478 5,960,249 6,289,340
CITY COUNCIL OFFICE TOTAL EXPENDITURES 4,725,478 5,960,249 6,289,340
OFFICE OF THE MAYOR
General Fund 5,119,790 6,820,067 7,366,396
OFFICE OF THE MAYOR TOTAL EXPENDITURES 5,119,790 6,820,067 7,366,396
DEPARTMENT OF AIRPORTS
Airport Fund 460,654,857 520,438,997 576,395,100
Increase Fund Balance/Cash Reserves — — 8,908,800
DEPARTMENT OF AIRPORTS TOTAL EXPENDITURES 460,654,857 520,438,997 585,303,900
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
47 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY ATTORNEY
General Fund 8,683,237 10,490,844 12,881,528
Governmental Immunity Internal Svc. Fund 4,198,907 3,370,012 3,894,763
Increase Fund Balance/Cash Reserves 2,077,040 518,569 193,818
Insurance & Risk Mgmt. Internal Svc. Fund 3,533,343 4,856,345 5,091,906
Increase Fund Balance/Cash Reserves — — —
SALT LAKE CITY ATTORNEY TOTAL EXPENDITURES 16,415,486 18,717,200 21,868,197
DEPT OF COMMUNITY AND NEIGHBORHOODS
General Fund 30,935,445 33,143,161 34,709,138
DEPT OF COMMUNITY AND NEIGHBORHOODS TOTAL EXPENDITURES 30,935,445 33,143,161 34,709,138
DEPARTMENT OF ECONOMIC DEVELOPMENT
General Fund 3,220,049 4,425,091 4,809,183
DEPARTMENT OF ECONOMIC DEVELOPMENT TOTAL EXPENDITURES 3,220,049 4,425,091 4,809,183
DEPARTMENT OF FINANCE
General Fund 10,038,470 12,168,296 12,963,889
IMS - IFAS 4,814,192 5,929,187 —
Increase Fund Balance/Cash Reserves — — —
Risk 35,562 44,741 44,741
Increase Fund Balance/Cash Reserves — — —
DEPARTMENT OF FINANCE TOTAL EXPENDITURES 14,888,224 18,142,224 13,008,630
FIRE DEPARTMENT
General Fund 47,958,375 52,264,357 54,549,009
FIRE DEPARTMENT TOTAL EXPENDITURES 47,958,375 52,264,357 54,549,009
HUMAN RESOURCES
General Fund 3,722,111 4,659,300 5,059,723
Insurance & Risk Mgmt. Internal Svc. Fund 46,899,399 58,673,569 60,012,462
Increase Fund Balance/Cash Reserves 2,802,212 — —
HUMAN RESOURCES TOTAL EXPENDITURES 50,621,510 63,332,869 65,072,185
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
48 Mayor’s Recommended Budget FISCAL YEAR 2024-25
INFORMATION MANAGEMENT SERVICES
Information Management Service Fund 22,615,429 32,772,984 40,526,282
Increase Fund Balance/Cash Reserves — — —
INFO. MGMT. SERVICES INTERNAL SERVICES FUND TOTAL EXPENDITURES 22,615,429 32,772,984 40,526,282
JUSTICE COURT
General Fund 4,928,511 5,489,720 5,958,110
JUSTICE COURT TOTAL EXPENDITURES 4,928,511 5,489,720 5,958,110
POLICE DEPARTMENT
General Fund 103,019,294 110,976,812 120,001,456
POLICE DEPARTMENT TOTAL EXPENDITURES 103,019,294 110,976,812 120,001,456
PUBLIC LANDS
General Fund 24,468,048 27,295,271 29,716,013
Golf Enterprise Fund 10,163,906 17,938,984 20,460,948
Increase Fund Balance/Cash Reserves 3,391,970 — —
PUBLIC LANDS TOTAL EXPENDITURES 34,631,954 45,234,255 50,176,960
PUBLIC SERVICES DEPARTMENT
General Fund 37,330,130 43,449,292 46,261,468
Fleet Management Internal Service Fund 21,787,416 32,498,750 27,947,665
Increase Fund Balance/Cash Reserves 5,018,326 — —
PUBLIC SERVICES DEPARTMENT TOTAL EXPENDITURES 59,117,546 75,948,042 74,209,133
911 COMMUNICATION BUREAU
General Fund 10,109,240 11,259,756 11,610,306
911 COMMUNICATIONS BUREAU TOTAL EXPENDITURES 10,109,240 11,259,756 11,610,306
PUBLIC UTILITIES DEPARTMENT
Sewer Utility Enterprise Fund 48,156,069 301,832,622 311,873,824
Increase Fund Balance/Cash Reserves 39,680,942 — 19,884,960
Storm Water Utility Enterprise Fund 11,019,868 22,947,474 28,159,596
Increase Fund Balance/Cash Reserves 8,632,023 — —
Water Utility Enterprise Fund 82,224,402 177,953,787 206,304,772
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
49 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Increase Fund Balance/Cash Reserves 19,743,089 — 62,106,926
Street Lighting Enterprise Funds 5,054,978 6,044,149 6,776,763
Increase Fund Balance/Cash Reserves — — —
PUBLIC UTILITIES DEPARTMENT TOTAL EXPENDITURES 146,455,317 508,778,032 553,114,955
SUSTAINABILITY DEPARTMENT
Refuse Fund 16,142,599 28,263,792 26,037,893
Increase Fund Balance/Cash Reserves 2,582,356 — —
SUSTAINABILITY DEPARTMENT TOTAL EXPENDITURES 16,142,599 28,263,792 26,037,893
REDEVELOPMENT AGENCY
Redevelopment Agency Fund 68,238,864 80,803,841 84,656,884
Increase Fund Balance/Cash Reserves 13,007,799 — —
REDEVELOPMENT AGENCY TOTAL EXPENDITURES 68,238,864 80,803,841 84,656,884
NON DEPARTMENTAL
General Fund 133,576,286 120,112,701 123,069,522
Curb/Gutter Special Assessment Fund 82 3,000 3,000
Increase Fund Balance/Cash Reserves 425,568 — —
CDBG Operating Special Revenue Fund 4,056,150 5,597,763 5,485,515
Increase Fund Balance/Cash Reserves 18,375 — —
Emergency 911 Dispatch Special Rev. Fund 3,800,385 3,800,385 3,913,585
Increase Fund Balance/Cash Reserves 1,416,614 124,615 11,415
Housing Loans & Trust Special Rev. Fund 1,048,561 10,212,043 5,419,000
Increase Fund Balance/Cash Reserves 1,886,287 4,447,000 —
Misc. Grants Operating Special Rev. Fund 58,621,665 8,919,917 6,644,210
Increase Fund Balance/Cash Reserves 1,530,460 — —
Misc. Spec. Svc. Districts Special Rev. Fund 1,668,631 1,700,000 1,700,000
Increase Fund Balance/Cash Reserves — — —
Quarter Cent Sales Tax for Transportation 9,549,374 9,700,000 9,758,312
Increase Fund Balance/Cash Reserves — — —
Other Special Revenue Funds 325,173 400,000 400,000
Increase Fund Balance/Cash Reserves 341,896 — —
Salt Lake City Donation Fund 3,780,293 500,000 500,000
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
50 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Increase Fund Balance/Cash Reserves 1,364,510 — —
Debt Service Funds 30,343,954 34,894,979 31,556,034
Increase Fund Balance/Cash Reserves 3,632,659 — —
Capital Projects Fund 56,759,529 29,708,286 32,322,843
Increase Fund Balance/Cash Reserves 112,579,778 491,470 —
NON DEPARTMENTAL TOTAL EXPENDITURES 303,530,083 225,549,074 220,772,021
GEN FUND BAL/CASH RESERVES
TOTAL EXPENSE BUDGET 1,403,328,052 1,848,320,524 1,971,131,177
TOTAL INC TO FUND BALANCE 220,131,904 5,581,654 91,105,919
GRAND TOTAL OF USES 1,623,459,956 1,853,902,178 2,062,237,097
NET CHANGE TO FUND BALANCE 199,842,399 (183,192,218) 32,555,800
(USE OF) OR INCREASE TO FUND BALANCE
TOTAL EXPENSES BY FUND TYPE:
Governmental Fund Type:
TOTAL GENERAL FUND: 427,834,464 448,514,918 475,245,078
CITY COUNCIL OFFICE 4,725,478 5,960,249 6,289,340
OFFICE OF THE MAYOR 5,119,790 6,820,067 7,366,396
SALT LAKE CITY ATTORNEY 8,683,237 10,490,844 12,881,528
COMMUNITY AND NEIGHBORHOODS 30,935,445 33,143,161 34,709,138
DEPT OF ECONOMIC DEVELOPMENT 3,220,049 4,425,091 4,809,183
DEPARTMENT OF FINANCE 10,038,470 12,168,296 12,963,889
FIRE DEPARTMENT 47,958,375 52,264,357 54,549,009
HUMAN RESOURCES 3,722,111 4,659,300 5,059,723
JUSTICE COURTS 4,928,511 5,489,720 5,958,110
POLICE DEPARTMENT 103,019,294 110,976,812 120,001,456
PUBLIC LANDS 24,468,048 27,295,271 29,716,013
PUBLIC SERVICES DEPARTMENT 37,330,130 43,449,292 46,261,468
911 COMMUNICATIONS BUREAU 10,109,240 11,259,756 11,610,306
NON DEPARTMENTAL 133,576,286 120,112,701 123,069,522
TOTAL SPECIAL REVENUE FUNDS 81,801,671 30,618,065 28,401,622
TOTAL DEBT SERVICE FUNDS 30,344,036 34,897,979 31,559,034
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
51 Mayor’s Recommended Budget FISCAL YEAR 2024-25
TOTAL CAPITAL PROJECTS FUNDS 56,759,529 29,708,286 32,322,843
Proprietary Fund Type:
TOTAL INTERNAL SERVICE FUNDS 103,884,248 138,145,588 137,517,819
TOTAL ENTERPRISE FUNDS 702,704,104 1,166,435,689 1,266,084,780
TOTAL EXPENSE BUDGET 1,403,328,052 1,848,320,525 1,971,131,180
MAYOR'S RECOMMENDED BUDGET
ANNUAL FISCAL PERIOD 2024-25
MAYORS
ADOPTED RECOMMENDED
ACTUALS BUDGET BUDGET
FY 2022-23 FY 2023-24 FY 2024-25
Salt Lake City Mayor’s Recommended Budget
52 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Prior Year Adopted Budget 395,022,799 53,492,119 448,514,918
Taxes
Property Tax
New Growth 1,000,000 1,000,000
Property Tax Stabilization 1,000,000 1,000,000
Judgment Levy (1,289,025) (1,289,025)
RDA Tax Increment 3,675,752 3,675,752
Inland Port Increment 209,967 209,967
Other anticipated changes (interest, board letters) (300,000) (300,000)
PILOT 167,694 167,694
Sales Tax
General Fund 3,787,200 7,400,000 11,187,200
Franchise Taxes 2,101,873 2,101,873
Licenses and Permits
Licenses 1,744,771 1,744,771
Permits (3,634,854) (3,634,854)
Intergovernmental Revenue 819,396 819,396
Charges for Services (includes CPI increase) 1,100,282 1,100,282
Rental and Other Income 358,785 358,785
Fines 383,488 383,488
Parking Meter Collections (99,758) (99,758)
Interest Income
Miscellaneous Revenue 340,565 340,565
Interfund Reimbursement 4,438,444 4,438,444
Administrative Fees 1,558,810 1,558,810
Other
Transfers (1,139,178) (1,139,178)
Change in One-Time Revenue
FY2025 One-Time Revenues
Use of Fund Balance 36,834,582 662,906 37,497,488
Recapture of REP Funding 1,781,192 1,781,192
Remove FY2024 One-Time Revenues
One Time Use of General Fund Balance (25,867,308) (3,657,641) (29,524,949)
Transfer - Health Insurance Premium Holiday (2 periods) (2,152,284) (2,152,284)
Transfer - ARPA Salary Restoration Removal (792,195) (792,195)
Transfer - Fleet (359,454) (359,454)
Recapture of REP Funding (1,781,192) (1,781,192)
GENERAL FUND REVENUE KEY CHANGES
FY2025
General Fund Funding Our Future TOTAL
Revenue Changes
Salt Lake City Mayor’s Recommended Budget
53 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Recapture of Downtown Summer 2023 Street Activation One-time Funding (500,000) (500,000)
Recapture of City Hall Security Improvements One-time Funding (379,450) (379,450)
Recapture of Downtown Central Precinct Lease and Tenant Improvements One-time Funding (643,208) (643,208)
Recapture of Black Water Tank Disposal Voucher Program One-time Funding (10,000) (10,000)
Recapture of Historic Signs/Markers (one time funding) (30,000) (30,000)
Proposed Revenue 421,343,716 57,897,384 475,245,078
GENERAL FUND REVENUE KEY CHANGES
FY2025
General Fund Funding Our Future TOTAL
Revenue Changes
Department
City Council 5,610,149 39.00
Base to Base (296,864) — — — (296,864) —
Salary Proposal 405,271 — — — 405,271 —
Health Insurance (3.66%) 48,524 — — — 48,524 —
Pension/401k 44,840 — — — 44,840 —
Health Savings Account 19,750 — — — 19,750 —
CCAC Salary Adjustments — — — — — —
Council Member Salary Adjustments 57,570 — — — 57,570 —
Executive Security 50,000 50,000
TOTAL City Council 5,939,240 39.00 — — 5,939,240 39.00
Legislative Non Departmental 350,100
No New Proposals — —
TOTAL Legislative Non Departmental 350,100 — — — 350,100 —
Mayor's Office 6,820,067 34.00
Base to Base 26,915 — — — 26,915 —
Salary Proposal 57,200 — — — 57,200 —
Health Insurance (3.66%) 15,021 — — — 15,021 —
Pension/401k (24,548) — — — (24,548) —
Health Savings Account 17,250 — — — 17,250 —
CCAC Salary Adjustments 53,821 — — — 53,821 —
Budget Amendment #2: Love Your Block 62,250 — — 62,250 —
Office Reconfiguration (25,000) (25,000)
SLC Volunteer Corps expansion (Consultant +OpEx) (Ongoing) 63,000 — — 63,000 —
Love Your Block Program - tools & expansion (One-time) 69,000 — — 69,000 —
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
54 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Senior Advisor to the Mayor (39) - 12 months (Ongoing) 216,420 1.00 — — 216,420 1.00
Community cultural events (supplies) (Ongoing) 15,000 — — — 15,000 —
TOTAL Mayor's Office 7,366,396 35.00 — — 7,366,396 35.00
Attorney's Office 10,490,844 60.50
Base to Base 82,365 — — — 82,365 —
Salary Proposal 1,333,860 — — — 1,333,860 —
Health Insurance (3.66%) 120,416 — — — 120,416 —
Pension/401k 151,306 — — — 151,306 —
Health Savings Account 39,500 — — — 39,500 —
CCAC Salary Adjustments 13,977 — — — 13,977 —
Office Reconfiguration (55,000) (55,000)
Budget Amendment #4: Legislative Affairs Division 250,000 4.00 250,000 4.00
Operating Costs - Leg Affairs (Ongoing) 80,000 — — — 80,000 —
Professional Development (One-time) 49,000 — — 49,000 —
Personnel Adjustments - Leg Affairs (Adjust grade from N21 to E35) (Ongoing) 85,287 85,287
Personnel Adjustments - Recorders (Deputy Recorders from E26 to E31) (Ongoing) 89,710 — — 89,710 —
Special Projects Analyst - Boards Compensation Analyst (E26) - 10 months 89,640 1.00 — — 89,640 1.00
Prosecutors Office - City Prosecutor Assistant (10 months) 60,623 1.00 60,623 1.00
TOTAL Attorney's Office 12,881,528 65.50 — — 12,881,528 66.50
Community and Neighborhoods 28,682,472 187.00 4,460,689 8.00 33,143,161 195.00
Base to Base 1,024,588 — — 1,024,588 —
Salary Proposal 1,312,270 — 64,088 — 1,376,358 —
Health Insurance (3.66%) 262,450 — 36,292 — 298,742 —
Pension/401k 157,347 — 8,514 — 165,861 —
Health Savings Account 95,250 — 5,750 — 101,000 —
CCAC Salary Adjustments 213,920 — — — 213,920 —
Youth & Family 4 FTE - Typically Grant Funded (447,136) (4.00) — — (447,136) (4.00)
Train Crossing Safety Signage — (150,000) — (150,000) —
Budget Amendment: PD Substation TI moved to PS (513,208) — — — (513,208) —
Planning Study (100,000) — — — (100,000) —
Youth & Family Strategic Plan (100,000) — — — (100,000) —
Homeless - Ambassador Expansion Area Increase 197,399 — — — 197,399 —
Homeless - Black Water Tank Disposal Voucher Program (10,000) — — — (10,000) —
Homeless - RV Repairs (100,000) — (100,000)
Homeless - Winter Shelter Overflow (60,000) (60,000)
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
55 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Homeless - United Site Portable Toilet Rental (27,399) (27,399)
Communications & Engagement Manager (Grade 34) (10 Mths) 139,715 1.00 — — 139,715 1.00
Building Inspector III (E27) - (10 Mths) 104,580 1.00 — — 104,580 1.00
Vehicle —
Fleet Fuel Increase 11,557 — — 11,557 —
Consolidation of City Lease Budgets - CIP (560,000) — — (560,000) —
TOTAL Community and Neighborhoods 30,283,806 185.00 4,425,332 8.00 34,709,138 193.00
Economic Development 4,425,091 22.00
Base to Base 55,113 — — — 55,113 —
Salary Proposal 292,414 — — — 292,414 —
Health Insurance (3.66%) 81,596 — — — 81,596 —
Pension/401k 41,718 — — — 41,718 —
Health Savings Account 17,500 — — — 17,500 —
CCAC Salary Adjustments 3,751 — — — 3,751 —
Budget Amendment #2 - Project Manager 1.00 1.00
Construction Mitigation Funding — — — — — —
DED Strategic Plan (One-time) (80,000) (80,000)
Partnerships w./ Nonprofits Servicing Local Small Business (30,000) (30,000)
Granary District Special Assessment Area Study (60,000) — — — (60,000) —
Main Street Promenade Economic Analysis 115,000 — — — 115,000 —
Construction Mitigation Funding (100,000) — — (100,000) —
Sister Cities PT Employee 47,000 0.50 47,000 0.50
TOTAL Economic Development 4,809,183 22.50 — — 4,809,183 23.50
Finance Department 12,168,296 81.70
Base to Base 154,466 — — — 154,466 —
Salary Proposal 276,966 — — — 276,966 —
Health Insurance (3.66%) 66,413 — — — 66,413 —
Pension/401k 18,428 — — — 18,428 —
Health Savings Account 37,600 — — — 37,600 —
CCAC Salary Adjustments — — — — — —
ResourceX Program Based Budgeting 60,000 — — — 60,000 —
Business Systems Analyst (10 Mths) - 2 FTE 126,437 2.00 — — 126,437 2.00
Grant Analyst - PT to FT 55,284 1.00 — — 55,284 1.00
TOTAL Finance Department 12,963,889 84.70 — — 12,963,889 84.70
Fire Department 50,863,404 388.00 1,400,953 14.00
Base to Base 163,859 — — 163,859 —
Salary Proposal 1,660,499 — 69,304 — 1,729,802 —
Health Insurance (3.66%) 488,220 — (15,141) — 473,079 —
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
56 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Pension/401k (414,766) — 9,585 — (405,181) —
Health Savings Account 205,750 — 5,000 — 210,750 —
CCAC Salary Adjustments — — — — —
Chat Program One-time Program Costs — — (2,000) (2,000) —
Fire Captain - Medical Division One-time Program Costs — — (2,500) (2,500) —
SCBA Compressor & Hydrostatic Testing One-time Costs (114,000) — — — (114,000) —
BA3#: Medical Response Paramedics 2.00 — 2.00
Medical Response Paramedics (MRPs) — — 163,727 2.00 163,727 2.00
Contracts/Inflationary Increases 243,365 — — — 243,365 —
Narcotics Tracking System 65,000 — — — 65,000 —
Light Fleet Vehicles — — — — — —
Transfer to Non-Departmental for Fire Hydrant (241,250) — — — (241,250) —
TOTAL Fire 52,920,080 390.00 1,628,928 16.00 54,549,009 406.00
Human Resources Department 4,659,300 33.40
Base to Base 139,302 — — — 139,302 —
Salary Proposal 177,135 — — — 177,135 —
Health Insurance (3.66%) 43,715 — — — 43,715 —
Pension/401k 15,821 — — — 15,821 —
Health Savings Account 24,450 — — — 24,450 —
CCAC Salary Adjustments — — — — — —
TOTAL Human Resources 5,059,723 33.40 — — 5,059,723 33.40
Justice Court 5,489,720 42.00
Base to Base 15,375 — — — 15,375 —
Salary Proposal 251,987 — — — 251,987 —
Health Insurance (3.66%) 90,540 — — — 90,540 —
Pension/401k (3,125) — — — (3,125) —
Health Savings Account 25,250 — — — 25,250 —
CCAC Salary Adjustments — — — — — —
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
57 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Community Outreach Case Manager (Grade 19) (12 Mos) — — 88,363 1.00 1.00
Community Outreach Van — — — — — —
TOTAL Justice Court 5,869,747 42.00 88,363 1.00 5,958,110 43.00
Police Department 97,959,909 672.00 665 13,016,903 89.00
Base to Base (289,598) — — (289,598) —
Non Dept Social Works Transfer
Salary Proposal 824,336 — 2,109,141 — 2,933,477 —
Health Insurance (3.66%) (146,652) — 350,523 — 203,871 —
Pension/401k (1,684,750) — 187,183 — (1,497,567) —
Health Savings Account 292,500 — 67,250 — 359,750 —
CCAC Salary Adjustments 48,464 — — 48,464 —
BA #4: Police Clean Neighborhoods — — 1,829,000 — 1,829,000 —
Increased Airport Operations One-time Expenses (106,680) — — (106,680) —
Increased Civilian Response One-time Equipment Costs — — (74,056) — (74,056) —
Calls for Service: Overtime Staffing — — 0 1,363,461 — 1,363,461 —
Inflationary Costs 199,145 — — — 199,145 —
Inflationary Costs: Fleet 232,399 — — — 232,399 —
Evidence Drying Locker Replacement 60,000 — — — 60,000 —
Contract, Event, Task Force Overtime (Revenue Offset) 1,434,295 — — — 1,434,295 —
Airport Staffing and Equipment (Revenue Offset) 2,328,683 6.00 — — 2,328,683 6.00
TOTAL Police Department 101,152,051 678.00 18,849,405 89.00 120,001,456 767.00
Public Lands 25,446,600 138.35 1,848,671 19.50
Base to Base 126,350 — — 126,350 —
Salary Proposal 298,883 — 278,046 — 576,929 —
Health Insurance (3.66%) 62,939 — 161,011 — 223,950 —
Pension/401k (28,461) — 104,267 — 75,806 —
Health Savings Account 63,175 — 25,250 — 88,425 —
CCAC Salary Adjustments 87,117 — — 87,117 —
T&NL New Properties & Growth and Use Impacts One-time Operational Expenses — — (50,000) — (50,000) —
BA #4: Ongoing Needs at Liberty Park 31,250 — — 31,250 —
BA #2: Planning & Design Division 4.00 4.00
BA #2: Operating Costs - Engineering Staff 12,000 — — 12,000 —
Contractual Increases 796,800 796,800 —
Glendale Park Phase I — — 106,800 106,800 —
Glendale Park Phase I: Maintenance Tech III (Grade 119 Union) (10 Mnths) — — 76,700 1.00 76,700 1.00
Public Lands Project Coordinator (Grade 26) (10 Mnths) — — — 1.00 — 1.00
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
58 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Senior Public Lands Planner (Grade 31) (10 Mnths) 121,979 1.00 — — 121,979 1.00
FTE Operational Budget 4,000 4,000
Senior Landscape Architect (Grade 34) (10 Mnths) 138,636 1.00 — 138,636 1.00
FTE Operational Budget 4,000 4,000
TOTAL Public Lands 27,165,268 144.35 2,550,745 21.50 29,716,013 165.85
Public Services 39,909,574 247.00 3,539,718 26.00
Base to Base 92,358 — — 92,358 —
Salary Proposal 212,849 — — 212,849 —
Health Insurance (3.66%) 145,217 — (10,333) — 134,884 —
Pension/401k (19,122) — 52,203 — 33,080 —
Health Savings Account 117,000 — (3,528) — 113,472 —
CCAC Salary Adjustments 126,436 — 15,500 — 141,936 —
Budget Amendment #3: Road Marking Maintenance (Moved to CIP Maint.) — — 200,000 — 200,000 —
BA #2: Planning & Design Division (4.00) (4.00)
Mill and Overlay Pilot Program — — (130,000) — (130,000) —
Environmental Engineer One-time Expenses (18,000) — — — (18,000) —
Building Administrator One-time Expenses (2,750) — — — (2,750) —
Contractual Increases 603,308 — — — 603,308 —
Inflationary Increases 340,109 — — — 340,109 —
Internal Security Program - Consultant Costs 75,000 — — — 75,000 —
Incentive for RV Removal and Disposal — — 100,000 — 100,000 —
Project Delivery Support for Parks Projects 249,694 2.00 — — 249,694 2.00
Rapid Intervention Team (Following Pilot) — — 253,026 3.00 253,026 3.00
Rapid Intervention Team Vehicles (2) — —
Mill and Overlay Increase — — 296,000 — 296,000 —
Engineer IV (E31) - 10 Months 117,210 1.00 117,210 1.00
Reclass Seasonal to Sign and Markings Technicians — 2.00 — — — 2.00
TOTAL Public Services 41,948,882 248.00 4,312,585 29.00 46,261,468 277.00
911 Dispatch 10,412,910 92.00 846,846 8.00 100.00
Base to Base (113,642) — — (113,642) —
Salary Proposal 171,575 — 35,401 — 206,976 —
Health Insurance (3.66%) 128,127 — 51,935 — 180,061 —
Pension/401k 8,412 — 6,492 — 14,904 —
Health Savings Account 54,000 — 8,250 — 62,250 —
CCAC Salary Adjustments — — — — — —
TOTAL 911 Dispatch 10,661,382 92.00 948,924 8.00 11,610,306 100.00
Departmental Totals 319,371,274 2,059.45 32,804,283 172.50 352,175,556 2,233.95
GENERAL FUND DEPARTMENTAL KEY CHANGES
FY2025
General Fund FTE Funding Our Future FTE TOTAL FTE
Expense Changes
Salt Lake City Mayor’s Recommended Budget
59 Mayor’s Recommended Budget FISCAL YEAR 2024-25
rtar Apprenticeship Program 630,000 (500,000) — — 130,000
Employee Appreciation / CEAB Budget 150,000 — — — 150,000
City Hall Security Improvements (Remove One-Time) 379,450 (379,450) — — —
City Hall Police Presence (Ongoing) 280,350 — — 62,400 342,750
City Hall Security: City Hall Public Order Security (Ongoing) — — — 99,840 99,840
City Hall Security: Protective Detail (Ongoing) — 120,000 — — 120,000
Fire SCBAArt 197,400 — — — 197,400
Police Body Cameras and Vehicle Integration 687,422 — 512,578 — 1,200,000
Axon Body Camera Services Enhancement 349,692 — — 143,280 492,972
City Resident Bus Pass (HIVE) 350,000 — — — 350,000
Free Bus Passes for School Children,Parents,Guardian,Faculty 100,000 — 114,648 214,648
Contract for Animal Services 1,970,648 98,532 — — 2,069,180
Demographic Contract 50,000 — — — 50,000
Jordan River Commission (Membership) 16,000 — — — 16,000
Municipal Elections 20,000 — — —
Election Cost - FY 2025 — 50,000 — — 50,000
Election Cost 294,551 (294,551) — — —
Ranked Choice Voting Awareness 40,000 (40,000) — — —
Oath of Office Event 30,000 (30,000) — — —
Outgoing Elected Official Event 20,000 (20,000) — — —
Retirement Payouts 696,000 — — — 696,000
Sorenson Center with County 1,014,800 — — — 1,014,800
Transportation Utility Fee Consultant [One-Time] 50,000 (50,000) — — —
Tuition Aid program 320,000 — — — 320,000
GENERAL FUND NON-DEPARTMENTAL KEY CHANGES
FY2025
General Fund Change Funding Our Future Change TOTAL
Expense Changes
Salt Lake City Mayor’s Recommended Budget
60 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Capital Improvement Fund:
Debt Service Fund
Debt Service on Bonds 9,540,526 (815,049) — — 8,725,477
Debt Service on ESCO 761,000 162,600 — — 923,600
Debt Service on LBA
Ongoing Commitments
Transfer to CIP for ongoing commitments 600,000 560,000 — — 1,160,000
Facilities Capital Replacement 350,000 — — — 350,000
Parks Capital Replacement 250,000 — — — 250,000
Planning and Design 350,000 350,000
Public Lands Transfer back to CIP for Maintenance — — — 683,152 683,152
Vacant Building Maintenance
CIP Percent for art 167,378 — — 167,378
CIP Contingency 223,171 — — 223,171
New Projects
Capital Improvement Projects Fund 7,300,000 — 3,100,000 54,490 10,454,490
Westside New Project (Art) — 150,000 (150,000) —
Historic Signs/Markers [One Time] 30,000 (30,000) — — —
Historic Signs/Markers [One Time] — 30,000 — — 30,000
Fleet Fund:
Fleet - Replacement Fund 5,000,000 — — — 5,000,000
Streets Fleet Equipment Replacement — — 1,700,000 (1,700,000) —
Public Safety Apparatus/Vehicle Replacement — — 4,000,000 (4,000,000) —
Remove FY2024 Vehicles for New Positions 135,000 908,350 (908,350) —
Vehicles for New Positions in FY2025 — 112,000 — 545,993 657,993
Fleet - Centralized Fleet Maintenance
Parts/Equipment/Labor 717,954 — — — 717,954
Golf Fund:
Golf (Living Wage and CCAC Salary Adjustments Transfer) 370,100 — — — 370,100
Golf ESCO Payment Transfer [One-Time] Prior Year 510,427 (510,427) — — —
Golf ESCO Payment Transfer [One-Time] Current Year — 528,213 — — 528,213
Golf Admin Fee Transfer 356,302 — — — 356,302
Golf IMS Fee Transfer 350,000 — — — 350,000
Rosepark Infrastructure renewal 500,000 — — — 500,000
Information Management Services Fund:
IMS Services 18,881,573 — 430,054 — 19,311,627
IMS Personnel Costs — — — — —
GENERAL FUND NON-DEPARTMENTAL KEY CHANGES
FY2025
General Fund Change Funding Our Future Change TOTAL
Expense Changes
Salt Lake City Mayor’s Recommended Budget
61 Mayor’s Recommended Budget FISCAL YEAR 2024-25
IMS New Personnel 108,000 — — — 108,000
IMS Contractual and Other Increases 1,395,354 — — — 1,395,354
Contractual Increases - Increased Cost of Software 1,018,399 1,018,399
Inflationary Increases (Ongoing) 450,641 — 450,641
Audio Visual Technology (Ongoing) — 127,648 — — 127,648
Reduction Strategy - Legacy Systems and Consulting due to Implementation of Workday — (650,000) — — (650,000)
Spidr Tech Post 911 Call Text (FY 2024 One-time) — (10,000) — — (10,000)
Versaterm (Fire, Police, Attorneys Office) — — 578,975 578,975
Budget Amendment increase 397,688 397,688
Radio System Transfer to IMS from General Fund (Fire, Police, E911, Public Services) 241,645 — — — 241,645
Radio Replacement Program (One-time) — 250,000 — — 250,000
PSB Printer Maintenance Transfer to IMS from General Fund (Police) 55,000 — — — 55,000
New CAP Software ($350,000 one-time) $250,000 on going — 350,000 (100,000) 250,000
AutoCAD 22,000 — — — 22,000
Zoom Enterprise Software 25,000 — — — 25,000
Budget for New Positions — 32,500 — 11,000 43,500
Budget for Prior Year New Positions Remove [One-Time]? 127,750 (127,750) 59,164 (59,164) —
Insurance and Risk Management Fund
Salary Adjustments — — — —
Insurance Premium Increases — 468,171 — — 468,171
Life Savings Account 500,000 (500,000) — — —
Public Utilities Funds:
Public Utilities - HIVE : Pass through expense 61,000 — — — 61,000
Public Utilities - Land Swap payment 200,000 (200,000) — — —
Public Utilities - Assistance 100,000 — — — 100,000
Transfer from Fire for Fire Hydrant Fee — — 241,250 — 241,250
Fire Hydrant Fee (Ongoing) — — — 293,219 293,219
Water Usage Study - Transfer to Public Utilities [One-Time] 100,000 (100,000) — — —
Street Lighting
Street lighting (GF owned properties) 50,000 — — — 50,000
Street Lighting in Enhanced Service Areas (GF owned properties) 54,420 — — — 54,420
SAA Street Lighting 80,000 — — — 80,000
Redevelopment Agency Fund
RDA Tax Increment 15,985,753 3,675,752 — — 19,661,505
GENERAL FUND NON-DEPARTMENTAL KEY CHANGES
FY2025
General Fund Change Funding Our Future Change TOTAL
Expense Changes
Salt Lake City Mayor’s Recommended Budget
62 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Housing Plan - Land Discounts and Financing (transfer to RDA) — — 1,840,000 750,000 2,590,000
Gap Financing for Switchpoints Project on N. Temple (One-time) — 250,000 (250,000) —
Switchpoint and Catalytic Grant Program — 750,000 (750,000) —
Sanctioned Camping Catalytic Grant Prog Holding Account (One-time) — 500,000 (500,000) —
Special Revenue Fund
Environmental Assessment Fund 100,000 — — — 100,000
Sustainability Fund —
GF E&E Operation Funding 1,170,900 — — — 1,170,900
E&E Food Program Funding Reinstatement (One-time) — — — —
Air Quality Incentives Program Expansion 230,000 (230,000)
Misc Program Efficiency Reductions (One-time) — — — —
Police Department and Racial Equity In Policing Funding
Police Officer Training (One-Time) 55,000 (55,000) — — —
Social Worker Program — — 706,553 — 706,553
Increased Mental Health Responders 562,500 — 571,074 — 1,133,574
Commission of Racial Equity & Policing 120,000 — — — 120,000
REP Commission Peer Court Support 20,000 (20,000) — — —
Arbinger Leadership Cohort (REP-C) (Ongoing) — — 74,688 74,688
Leadership in Police Organization (REP-C) (Ongoing) — — 52,500 52,500
School Resource Training (REP-C) (Ongoing) — — 22,775 22,775
Culturally Responsive Therapy for Negative Police Interactions (REP-C) (Ongoing) — — 99,840 99,840
REP FY2021 Holding Account [FY2021 REP Fund Balance] — — 1,531,389 — 1,531,389
Sales Tax Option - Transit Plan —
Transit Plan - Service for Key Routes — — 7,000,000
Transit Plan - On Demand Ride Services (Smaller Service Area) — — 3,000,000 307,807 3,307,807
Transit Plan - UTA Outreach — 100,000 100,000
Municipal Contributions & Civic Support
Mayor - Receptions/Employee Appreciation 20,000 — — — 20,000
ACE Fund 200,000 100,000 — — 300,000
Board and Commissions Honoraria (One-time) 26,000 (26,000) — — —
Diversity Outreach (CoCs, etc.) 3,000 — — — 3,000
Healthcare Innovation - Biohive 100,000 — — — 100,000
Downtown Street Activation One-time for Summer and Fall 2023 (One-time) 500,000 (500,000) — — —
GENERAL FUND NON-DEPARTMENTAL KEY CHANGES
FY2025
General Fund Change Funding Our Future Change TOTAL
Expense Changes
Salt Lake City Mayor’s Recommended Budget
63 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Open Streets-Continuation of Downtown Streets (One-time) — 400,000 — 400,000
Housing Authority Transitional Housing 85,000 — — — 85,000
Legal Defenders 1,645,067 79,750 — 1,724,817
Local Business Marketing Grants 20,000 — — — 20,000
Music Licensing Fees - Moving to IMS 9,000 (9,000) — — —
National League of Cities and Towns 12,797 — 12,797
Rape Recovery Center 30,000 — — — 30,000
Sister Cities 10,000 20,000 — 30,000
Salary Contingency 760,000 (760,000) — — —
Salt Lake City Arts Council 800,000 — 200,000 — 1,000,000
Salt Lake City Foundation 3,000 — — — 3,000
SL Area Chamber of Commerce 55,000 — — — 55,000
Suazo Membership 45,000 — —— 45,000
Sugar House Park Authority 270,251 (33,654) —— 236,597
Tracy Aviary 763,526 50,647 — 814,173
US Conference of Mayors Membership 12,242 2,000 — — 14,242
Utah Economic Development Corporation 108,000 — — — 108,000
Utah League of Cities and Towns Membership 233,474 9,873 — 243,347
Wasatch Community Gardens - Apprentice Gardner (from Apprentice Funding) 50,000 —— 50,000
World Trade Center Membership 50,000 — —— 50,000
PD Expungements 300,000 300,000
VOA-Detox 1,000,000
Salary Contingency 2,131,513
YWCA - FJC Wrap around services 45,000 — — — 45,000
— — — — —
TOTAL Non-Departmental 92,017,346 5,959,074 29,730,657 (4,637,555) 123,069,522
GENERAL FUND NON-DEPARTMENTAL KEY CHANGES
FY2025
General Fund Change Funding Our Future Change TOTAL
Expense Changes
CIP Fund (FC 300)
Revenue and Other Sources
FY24 Beginning Balance 30,199,756
Eliminate FY2024 GF Funding (Including Funding Our Future, less Debt Service)-13478136
Eliminate FY2024 Class C Funding (3,500,000)
Eliminate FY2024 Impact Fees Funding (2,968,850)
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
64 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Eliminate FY2024 funding from ¼¢ Sales Tax (8,191,470)
Eliminate FY2024 Funding from additional sources (2,061,300)
FY2025 GF Funding (Excluding transfer directly to Debt Service) 21,355,753
FY2025 General Fund Funding our Future 4,520,794
FY 2025 Less amount transferred directly to debt service (10,825,204)
FY2025 Class C Funding (Excluding transfer directly to Debt Service) 4,250,000
FY2025 Impact Fee Funding 3,146,200
FY2025 ¼¢ Sales Tax Funding 8,200,000
FY2025 Funding from additional sources 175,300
FY2025 Landfill 1,500,000
Total Revenues and Other Sources Budget 2,123,087 32,322,843
Expenses and Other Uses
FY24 Beginning Balance
30,199,756
Eliminate FY2024 Ongoing Commitment Funding (2,100,000)
Eliminate FY2024 Capital Projects Funding (11,169,047)
Eliminate FY2024 ¼¢ Sales Tax Funding (8,191,470)
Eliminate FY2024 General Fund One Time Sources [Historic Signs/Markers] (30,000)
Eliminate FY2024 Class C Funding (3,500,000)
Eliminate FY2024 Streets Impact Fee Funding (240,000)
Eliminate FY2024 Parks Impact Fee Funding (2,728,850)
Eliminate FY2024 Transfer to LBA Fire Stations #3 & #14 (1,180,800)
Eliminate FY2024 Cost Overrun and Percent for Art (409,089)
Eliminate FY2024 Transfer to Debt Service GF (150,500)
Eliminate FY2024 Funding from additional resources (500,000)
FY2025 Ongoing Commitment Funding 3,513,152
FY2025 Capital Projects Funding 11,137,642
FY2025 Class C Funding (Excluding transfer directly to Debt Service) 4,250,000
FY2025 Parks Impact Fees Funding 3,146,200
FY2025 ¼¢ Sales Tax Funding 8,200,000
Cost Overrun and Percent for art 390,549
Transfer to Debt Service - General Fund 155,300
FY25 Ongoing Landfill 1,500,000
Transfer In for Historic Signs/Markers [One-time] 30,000
Total Expenditures and Other Uses Budget 2,123,087 32,322,843
Budgeted revenues and other sources over — —
(under) expenditures and other uses
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
65 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Curb and Gutter (FC 150)
Revenue and Other Sources
FY2024 Beginning Balance 3,000
No Changes —
Total Revenues and Other Sources Budget — 3,000
Expenses and Other Uses
FY2024 Beginning Balance 3,000
No Changes
Total Expenditures and Other Uses Budget — 3,000
Budgeted revenues and other sources over —
(under) expenditures and other uses
Misc. Special Service Districts (FC 760)
Revenue and Other Sources
FY2024 Beginning Balance 1,700,000
Change in revenue from New Assessment
Total Revenues and Other Sources Budget — 1,700,000
Expenses and Other Uses
FY2024 Beginning Balance 1,700,000
Change in expense from New Assessment
Total Expenditures and Other Uses Budget — 1,700,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Street Lighting Enterprise Fund (FC 430)
Revenue and Other Sources
FY2024 Beginning Balance-base lighting 4,681,185
Street lighting fees 459,209
Change in interest income (1,406)
Grants (25,000)
Transfer from the General Fund —
Total Revenues and Other Sources Budget 432,803 5,113,988
Expenses and Other Uses
FY2024 Beginning Balance-base lighting 6,044,149 2.57
Personnel services -0.22 35,020
Charges for service 447,628
Capital outlay 1,250,000
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
66 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Capital improvements (1,000,000)
Debt services -34
Total Expenditures and Other Uses Budget 2.35 732,614 6,776,763
Budgeted revenues and other sources over (1,662,775)
(under) expenditures and other uses
Water Utility (FC 400)
Revenue and Other Sources
FY2024 Beginning Balance 176,637,288
Change in Metered Water Sales 26,609,260
Change in Interest Income 7,487
Other Revenue 1,180,663
Grants 25,865,000
Impact Fees —
Sale of Equipment —
Transfer from General Fund (100,000)
Bond proceeds 38,212,000
Total Revenues and Other Sources Budget 91,774,410 268,411,698
Expenses and Other Uses
FY2024 Beginning Balance 177,953,787 298.21
Personnel services -2.22 2,718,363
Operating & maintenance 1,208,981
Charges for service 8,695,906
Capital outlay 1,930,477
Capital improvements 11,618,000
Cost of bond issuance 212,000
Debt services 1,967,258
Total Expenditures and Other Uses Budget 295.99 28,350,985 206,304,772
Budgeted revenues and other sources over 62,106,926
(under) expenditures and other uses
Sewer (FC 410)
Revenue and Other Sources
FY2024 Beginning Balance 289,941,178
Change in Sewer Utility Service Revenue 11,612,632
Other Revenues 961,002
Change in Interest Income (64,798)
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
67 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Other sources (898,230)
WIFIA Loan (18,061,000)
Bond Proceeds 48,268,000
Total Revenues and Other Sources Budget 41,817,606 331,758,784
Expenses and Other Uses
FY2024 Beginning Balance 301,832,622 130.8
Personnel Services 0.08 1,261,872
Operating & Maintenance 759,172
Charges for Service 1,652,111
Capital Outlay (647,366)
Capital Improvements 3,033,560
Cost of bond issuance 268,000
Debt Service 3,713,853
Total Expenditures and Other Uses Budget 130.88 10,041,202 311,873,824
Budgeted revenues and other sources over
(under) expenditures and other uses 19,884,960
Storm Water Utility (FC 420)
Revenue and Other Sources
FY2024 Beginning Balance 19,865,892
Change in Stormwater Utility Service Revenue 1,355,391
Change in Interest Income 147,915
Other Operating Revenues 1,648,000
Impact Fees —
Bond Proceeds —
Total Revenues and Other Sources Budget 3,151,306 23,017,198
Expenses and Other Uses
FY2024 Beginning Balance 22,947,474 43.42
Personnel Services 2.36 434,598
Operating & Maintenance 279,400
Charges for Service 510,502
Capital Outlay (699,500)
Capital Improvements 4,749,000
Cost of Bond Issuance —
Debt Service (61,878)
Total Expenditures and Other Uses Budget 45.78 5,212,122 28,159,596
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
68 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Budgeted revenues and other sources over
(under) expenditures and other uses (5,142,398)
Airport Fund (FC 540)
Revenue and Other Sources
FY 23 Beginning Balance 403,513,000
Increase in operating revenues 132,417,500
Increase in passenger facility charges —
Increase in grants and reimbursements 51,645,600
Increase in customer facility charges 248,000
Increase in airport general revenue bonds —
Increase in interest income (2,520,200)
Total Revenues and Other Sources Budget 181,790,900 585,303,900
Expenses and Other Uses
FY 23 Beginning Balance 520,438,997 639.3
Increase in operating expenses 25.00 23,178,400
Decrease in Passenger Incentive Rebate 7,140,400
Decrease in interest expense 45,595,000
Decrease in bond expense 665,100
Increase in capital equipment 6,892,800
Decrease in capital improvements projects (27,515,600)
Total Expenditures and Other Uses Budget 664.3 (553,060,700) 576,395,097
Budgeted revenues and other sources over
(under) expenditures and other uses 8,908,803
Waste and Recycling Fund (FC 670)
Revenue and Other Sources
FY2024 Beginning Balance 23,607,733
Residential Service Fee Increase 1,619,837
Glass Recycling Fee Increase 18,780
Decrease in Debt Financing Proceeds and Misc Revenue (4,251,433)
Total Revenues and Other Sources Budget (2,612,816) 20,994,917
Expenses and Other Uses
FY2024 Beginning Balance 25,617,162 57.00
Salary Changes 323,906
Capital Purchase Decrease (4,013,500)
PUBS Allocation 889,104
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
69 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Fleet Fuel and CNG Decrease (44,700)
Tipping Fee Increase 258,000
Fleet Maintenance Increase 221,524
Lease Debt Payment Decrease (30,838)
Increase in Operating and Admin Expense 107,968 1,380,896
Total Expenditures and Other Uses Budget 57.00 (2,288,536) 23,328,626
Budgeted revenues and other sources over
(under) expenditures and other uses (2,009,429)
Environment and Energy Fund (FC670)
Revenue and Other Sources
FY2024 Beginning Balance 1,632,726
Misc Revenue 34,751
Total Revenues and Other Sources Budget 34,751 1,667,477
Expenses and Other Uses
FY2024 Beginning Balance 2,646,630 8.00
Salary Changes 62,637
Total Expenditures and Other Uses Budget 8.00 62,637 2,709,267
Budgeted revenues and other sources over
(under) expenditures and other uses (1,041,790)
Golf Fund - Operations (FC 680)
Revenue and Other Sources
FY2024 Beginning Balance 10,960,213
Green Fees 631,236
Driving Range 81,416
Cart Rental (18,928)
Retail Sales 36,700
Other 136,636
General Fund Transfer (IMS, Admin Fees) —
Total Revenues and Other Sources Budget 867,060 11,827,273
Expenses and Other Uses
FY2024 Beginning Balance 10,818,337 34.15
Personnel Changes 432,841
Retail Merchandise 36,275
Operating Supplies 63,156
Increase for Utilities 194,767
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
70 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Charges and Services 438,670
Operating Equipment Cash Purchases 239,688
Total Expenditures and Other Uses Budget 34.15 1,405,397 12,223,734
Budgeted revenues and other sources over
(under) expenditures and other uses (396,461)
Golf Fund - CIP Dedicated (FC 680)
Revenue and Other Sources
FY2024 Beginning Balance 1,749,854
Green Fees 38,903
Other (15,000)
Transfer from GF for ESCO 17,786
Total Revenues and Other Sources Budget 41,689 1,791,543
Expenses and Other Uses
FY2024 Beginning Balance 7,120,647
Debt Service Payments (ESCO) 17,786
Capital Expenditures 1,098,780
Total Expenditures and Other Uses Budget 0 1,116,566 8,237,213
Budgeted revenues and other sources over 2,521,963
(under) expenditures and other uses 20,460,947 (6,445,670)
Emergency 911 (FC 750)
Revenue and Other Sources
FY2024 Beginning Balance 3,925,000
No Change —
Total Revenues and Other Sources Budget — 3,925,000
Expenses and Other Uses
FY2024 Beginning Balance 3,800,385
VESTA Analytics Enterprize Contract (Revenue Offset) 113,200
Total Expenditures and Other Uses Budget 113,200 3,913,585
Budgeted revenues and other sources over
(under) expenditures and other uses 11,415
Fleet Management (FC 610) - Maintenance
Revenue and Other Sources
FY2024 Beginning Balance 18,073,651
Fuel revenue impact (546,400)
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
71 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Work Order billings 1,773,794
Total Revenues and Other Sources Budget 1,227,394 19,301,045
Expenses and Other Uses
FY2024 Beginning Balance 18,428,983 46.00
Personnel Changes 311,845
Annualized BA4 FY24 added 3.0 FTE salary 3.00 286,200
On-going BA4 FY24 Fleet Mechanics 3.0 FTE costs 40,800
Fuel impact (533,770)
Combined inflationary factor 1,277,298
Air-time for 500 on-going GPS units 108,000
Life Style Savings Account —
Car wash debris clean out decreased (28,500)
Misc. internal Fleet efficiencies (233,828)
Replacement vehicle prep, parts, outsourced labor & admin (77,647)
Transfer to GF from Fund Class 61 for Non Departmental 1,407,038
Total Expenses and Other Uses Budget 49.00 2,557,436 20,986,419
Budgeted revenues and other sources over
(under) expenditures and other uses (1,685,374)
Fleet Management (FC 610) - Replacement
Revenue and Other Sources
FY2024 Beginning Balance 14,035,318
Transfer from GF for vehicles for new positions 657,993
Reduction of GF for vehicles for new positions (FY 24) (1,043,350)
Reduction of FOF funding (5,700,000)
Reduction of vehicle lease proceeds (1,000,000)
Increase in sale of vehicles (FY 25) 11,285
Total Revenues and Other Sources Budget (7,074,072) 6,961,246
Expenses and Other Uses
FY2024 Beginning Balance 14,069,767
Decrease in debt service (719,170)
Remove one-time funding for cash purchases (FY 24) (1,043,350)
Increase in cash purchases for vehicles 696,006
Reduction of vehicle leases (1,000,000)
New cash purchases for vehicles (5,700,000)
New GF cash purchases for vehicles for new positions 657,993
Total Expenditures and Other Uses Budget 0 (7,108,521) 6,961,246
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
72 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Budgeted revenues and other sources over
(under) expenditures and other uses —
Information Management Services (FC 650)
Revenue and Other Sources
FY2024 Beginning Balance 36,254,357
Change in Transfer from General Fund 4,271,925
Appropriation of Fund Balance —
Total Revenues and Other Sources Budget 4,271,925 40,526,282
Expenses and Other Uses
FY2024 Beginning Balance 38,702,171 100.00
Personnel Changes (Base to Base) — 261,823
Insurance Rate Changes 252,321
Pension Changes 63,923
Annual Salary Proposal (COLA) 528,926
CCAC Study 154,675
One Time Funding from FY23 (2,060,000)
FY24 Ongoing Budget Amendments 397,688
Reduction Strategy (1,000,000)
Contractual Changes 1,566,767
Inflationary Changes 783,293
PSB Improvements 196,382
Radio Replacement 500,000
Computers and Software for New FTE with other departments 43,500
New Positions
Privacy Officer (Grade 34) (10 Months) 1.00 134,813
Total Expenditures and Other Uses Budget 101.00 1,824,111 40,526,282
Budgeted revenues and other sources over
(under) expenditures and other uses 0
County Quarter Cent Sales Tax for Transportation (FC 785)
Revenue and Other Sources
FY2024 Beginning Balance 9,700,000
Remove FY2021 State Initiated County Local Option Sales Tax —
Revenue —
Total Revenues and Other Sources Budget — 9,700,000
Expenses and Other Uses
FY2024 Beginning Balance 9,700,000 0
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
73 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Transfer to General Fund for Personnel 49,782
Remove FY2023 Transfer to CIP (8,191,470)
Remove FY2023 Transfer to Debt Services (1,100,000)
Transfer to CIP - Projects 8,200,000
Transfer to Debt Services 1,100,000
Total Expenditures and Other Uses Budget 0 58,312 9,758,312
Budgeted revenues and other sources over
(under) expenditures and other uses (58,312)
CDBG Operating (FC 710)
Revenue and Other Sources
FY2024 Beginning Balance 5,597,763
Change in Federal Funds (112,248)
Total Revenues and Other Sources Budget (112,248) 5,485,515
Expenses and Other Uses
FY2024 Beginning Balance 5,597,763
Change in Federal Funds (112,248)
Change in Transfer to Housing —
Total Expenditures and Other Uses Budget (112,248) 5,485,515
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Misc. Grants Operating (FC 720)
Revenue and Other Sources
FY2024 Beginning Balance 8,919,917
Change in Federal Grant Revenue —
Change in Program Income —
Change in Appropriation of Cash —
Change in ARPA Funding (4,025,707)
State transportation (HB488) Green Bike 1,750,000
Total Revenues and Other Sources Budget (2,275,707) 6,644,210
Expenses and Other Uses
FY2024 Beginning Balance 8,919,917
Change in Salary and Benefits 0
American Rescue Plan Grant
- Revenue Replacement [Transfer to General Fund] 0
- Salary Restoration 0
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
74 Mayor’s Recommended Budget FISCAL YEAR 2024-25
- Other (4,025,707)
Appropriation of HOME Program Income —
State transportation (HB488) Green Bike 1,750,000
Total Expenditures and Other Uses Budget (2,275,707) 6,644,210
Budgeted revenues and other sources over
(under) expenditures and other uses —
Other Special Revenue Fund (FC730)
Revenue and Other Sources
FY2024 Beginning Balance 400,000
Transfer from GF - Environmental Assessment Fund 100,000
Transfer from GF - Emergency Demolition Revolving Fund (100,000)
Weed Abatement FY2024 Appropriation of Cash
Total Revenues and Other Sources Budget — 400,000
Expenses and Other Uses
FY2024 Beginning Balance 400,000
Environmental Assessment Fund 100,000
Emergency Demolition Revolving Fund [One-Time] (100,000)
Add FY2024 Weed Abatement
Total Expenditures and Other Uses Budget — 400,000
Budgeted revenues and other sources over
(under) expenditures and other uses —
Donation Fund (FC 770)
Revenue and Other Sources
FY2024 Beginning Balance 500,000
Total Revenues and Other Sources Budget — 500,000
Expenses and Other Uses
FY2024 Beginning Balance 500,000
Total Expenditures and Other Uses Budget — 500,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
75 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Housing (FC 690)
Revenue and Other Sources
FY2024 Beginning Balance 14,659,043
Change in Transfer from CDBG —
Change in Program Income —
Change in Interest Income 4,000
Change in Miscellaneous Income/Sale of Property —
Change in Appropriation of Cash (8,217,432)
Change in Loan Principal and Escrow Payments 13,000
Change in Transfer to General Fund (1,039,611)
Total Revenues and Other Sources Budget (9,240,043) 5,419,000
Expenses and Other Uses
FY2024 Beginning Balance 10,212,043
Change in Loan Disbursements and Associated Expenses —
Change in Funding Our Futures Expenses —
Change in Other Expenses (3,828,432)
Change in Interest Expense 5,000
Change in Note Payable & T&I Payments 70,000
Change in Transfer to General Fund —
Change in Transfer to RDA Fund —
Change in Transfer to CDBG Fund (1,039,611)
Appropriation from Program Income —
Total Expenditures and Other Uses Budget (4,793,043) 5,419,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Debt Service (FC 101)
Revenue and Other Sources
FY2024 Beginning Balance 32,341,586
Change in G.O. Property Tax (745,852)
Change in State Reimbursement —
Change in Debt Service from RDA (9,138)
Change in Transfer from Transportation —
Change in Transfer from General Fund (1,435,351)
Change in Transfer from CIP —
Change in Lease Payments 336,154
Change in Transfer from Refuse 272,413
Change in Transfer from Fleet 291,272
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
76 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Total Revenues and Other Sources Budget (1,290,501) 31,051,085
Expenses and Other Uses
FY2024 Beginning Balance 34,894,979
Change in Debt Service Payments and related expenses (536,945)
Remove One-Time Transfer Out from North Temple Viaduct Bond RDA Reimbursement to North Temple Project Area —
Lease Payments (1,102,000)
One-time transfer out from North Temple to Housing (1,700,000)
Total Expenditures and Other Uses Budget (3,338,945) 31,556,034
Budgeted revenues and other sources over
(under) expenditures and other uses (504,949)
Governmental Immunity (FC 630)
Revenue and Other Sources 3,888,581
New Revenue Options
Revenues from other funds 200,000
Total Revenues and Other Sources Budget 200,000 4,088,581
Expenses and Other Uses
FY2023 Beginning Balance 3,370,012 9.00
Salary Changes 476,751
Professional Development 48,000
Total Expenditures and Other Uses Budget 9.00 524,751 3,894,763
Budgeted revenues and other sources over
(under) expenditures and other uses 193,818
Insurance and Risk Fund (FC 620)
Revenue and Other Sources 60,932,137
New Revenue Options
Change in amount from GF 468,171
Change in Amount from Other Funds 3,748,801
Insurance Changes
One-time Health Premiums (3,457,033)
Remove One-Time
Total Revenues and Other Sources Budget 759,939 65,149,109
Expenses and Other Uses
FY2023 Beginning Balance 63,574,655 7.70
Salary Changes 235,194
Personnel Adjustments 25,015
Remove Transfer out of Fund Balance for Premium Holiday FY2024 (3,457,033)
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
77 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Vehicle Purchase 55,000
Fuel 3,500
Insurance Increase 3,212,778
Workers Compensation Change 1,500,000
Total Expenditures and Other Uses Budget 7.70 1,574,454 65,149,109
Budgeted revenues and other sources over
(under) expenditures and other uses —
OTHER FUND KEY CHANGES
Fiscal Year 2025
ISSUE FY2024 Adopted Budget
Full Time Equivalent
Changes from FY2024 Budget
FY2025 Budget
Salt Lake City Mayor’s Recommended Budget
78 Mayor’s Recommended Budget FISCAL YEAR 2024-25
LBA KEY CHANGES
ISSUE FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget FY2025 Budget
Local Building Authority (FC660)
Revenue and Other Sources
FY2024 Beginning Balance 1,517,400
Change in Building Lease Revenue (336,600)
Change in Transfers from General Fund (4,675)
Change in Transfer from CIP Impact Fee
Appropriation of Cash —
Total Revenues and Other Sources Budget (341,275) 1,176,125
Expenses and Other Uses
FY2024 Beginning Balance 1,517,400
Change in Debt Service (341,275)
Change in Project Costs —
Total Expenditures and Other Uses Budget (341,275) 1,176,125
Budgeted revenues and other sources over
(under) expenditures and other uses — —
Salt Lake City Mayor’s Recommended Budget
79 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Central Business District
Revenue and Other Sources
Tax Increment 24,644,694 2,621,013 27,265,707
Interest Income — 1,841,006 1,841,006
Prior Year Transition Holding Account — 786,303 786,303
Total Revenues and Other Sources Budget 24,644,694 5,248,322 29,893,016
Expenses and Other Uses
Taxing Entity Payment 9,621,707 1,572,608 11,194,315
Eccles Debt Service 5,165,109 — 5,165,109
Eccles Debt Service Block 70 RDA Match 3,311,921 — 3,311,921
Transfer to Administration 2,464,469 262,101 2,726,570
TI Reimbursements (Jazz Arena, 222 Main) 1,300,000 — 1,300,000
Property Maintenance & Management 1,000,000 127,250 1,127,250
Gallivan Maintenance 573,975 17,832 591,807
Gallivan Administration 372,775 12,672 385,447
Gallivan Programming 250,000 — 250,000 Parking Ramp Leases (included in Misc Prop Exp) 75,000 (75,000) — Capital Reserves - Strategic Intervention Fund — 2,540,597 2,540,597
PRJ-NEW Capital Project - Gallivan Playground — 500,000 500,000
PRJ-NEW Capital Project - Japantown Art — 300,000 300,000
PRJ-000057 Capital Project - Maintenance & Repairs — 250,000 250,000
PRJ-NEW Capital Project - CBD Public Art — 150,000 150,000
PRJ-NEW Capital Project - Japantown Construction Docs — 100,000 100,000
PRJ-000061 Capital Project - Gallivan Master Planning 509,738 (509,738) —
Total Expenditures and Other Uses Budget 24,644,694 5,248,322 29,893,016
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
West Capitol Hill
Revenue and Other Sources
Interest Income — 384,332 384,332
Total Revenues and Other Sources Budget — 384,332 384,332
Expenses and Other Uses
PRJ-000015 Capital Project - Arctic Court Infill Home Construction — 384,332 384,332
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
80 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Total Expenditures and Other Uses Budget — 384,332 384,332
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
West Temple Gateway
Revenue and Other Sources
Interest Income — — —
Total Revenues and Other Sources Budget — — —
Expenses and Other Uses
Transfer to Administration — — —
Total Expenditures and Other Uses Budget — — —
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Depot District
Revenue and Other Sources
Tax Increment 5,422,435 770,663 6,193,098
Interest Income — 480,304 480,304
Prior Year Transition Holding Account 1,805,473 (1,383,474) 421,999
Total Revenues and Other Sources Budget 7,227,908 (132,507) 7,095,401
Expenses and Other Uses
Transfer to Primary Housing Fund 1,084,487 154,133 1,238,620
Transfer to Administration 813,365 115,600 928,965
Property Maintenance & Management 150,000 22,500 172,500
Charges & Services — 50,000 50,000
TI Reimbursement Gateway — — —
Transfer to Secondary Housing 1,000,000 (1,000,000) —
Capital Reserve - Infrastructure Improvements 3,680,056 25,260 3,705,316
Capital Reserve - Commercial Assistance Program 500,000 — 500,000
PRJ-000064 Capital Project - Home Inn Rio Grande Maintenance — 500,000 500,000
and
Total Expenditures and Other Uses Budget 7,227,908 (132,507) 7,095,401
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
81 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Granary District
Revenue and Other Sources
Tax Increment 1,103,309 281,124 1,384,433
Interest Income — 198,730 198,730
Prior Year Transition Holding Account 291,284 (126,198) 165,086
Total Revenues and Other Sources Budget 1,394,593 353,656 1,748,249
Expenses and Other Uses
Capital Reserve - Commercial Assistance Program 1,003,435 260,262 1,263,697
Transfer to Primary Housing Fund 220,662 56,224 276,886
Transfer to Administration 165,496 42,170 207,666
Property Maintenance & Management 5,000 (5,000) —
Total Expenditures and Other Uses Budget 1,394,593 353,656 1,748,249
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
North Temple
Revenue and Other Sources
Tax Increment 1,008,715 535,030 1,543,745
Prior Year Transition Holding Account 343,277 (93,385) 249,892
Interest Income — 158,829 158,829
Total Revenues and Other Sources Budget 1,351,992 600,474 1,952,466
Expenses and Other Uses
Transfer to Primary Housing Fund 201,743 107,006 308,749
Transfer to Administration 100,872 130,689 231,561
Charges & Services — 50,000 50,000
Property Maintenance & Management — 50,000 50,000
Capital Reserve - Strategic Intervention 285,490 576,322 861,812
PRJ-NEW Capital Project - NT Property Reuse Planning — 300,000 300,000
PRJ-000086 Capital Project - School Construction Fund 70,610 29,734 100,344
PRJ-000022 Capital Project - City Creek Daylighting 50,000 — 50,000
Capital Reserve - Commercial Assistance Program 543,277 (543,277) —
Capital Reserve - Infrastructure Improvements 100,000 (100,000) —
Total Expenditures and Other Uses Budget 1,351,992 600,474 1,952,466
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
82 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
Block 70
Revenue and Other Sources
Transfer From CBD Taxing Entity Payments 5,165,109 — 5,165,109
Transfer From CBD Eccles Debt Service RDA match 3,311,921 — 3,311,921
Tax Increment 1,829,228 304,764 2,133,992
Reserve for Eccles Debt 747,501 (293,359) 454,142
Interest Income — — —
Total Revenues and Other Sources Budget 11,053,759 11,405 11,065,164
Expenses and Other Uses
Regent Street Bond Debt Service 8,071,024 (1,495) 8,069,529
Eccles Theater Debt Service 1,528,967 46,172 1,575,139
Taxing Entity Payments 548,768 11,405 560,173
Regent Street Maintenance 80,000 — 80,000
PRJ-000083 Capital Reserve - Eccles Theater Ancillary Spaces Ops 475,000 — 475,000
PRJ-000082 Capital Reserve - Eccles Fundraising Fulfillment 125,000 — 125,000
PRJ-000084 Capital Reserve - Regent Street Parking Structure 100,000 — 100,000
PRJ-NEW Capital Project - Reinstallation of "The Gulls" — 55,323 55,323
PRJ-000085 Capital Reserve - Regent Street Event Programming 25,000 — 25,000
PRJ-000022 Capital Project - Bennion Jewelers Relocation 100,000 (100,000) —
Total Expenditures and Other Uses Budget 11,053,759 11,405 11,065,164
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
\North Temple Viaduct
Revenue and Other Sources
Tax Increment 2,774,419 345,371 3,119,790
Interest Income — 35,975 35,975
Total Revenues and Other Sources Budget 2,774,419 381,346 3,155,765
Expenses and Other Uses
Debt Service Payment to Salt Lake City 2,732,803 376,166 3,108,969
Transfer to Admin 41,616 5,180 46,796
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
83 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Total Expenditures and Other Uses Budget 2,774,419 381,346 3,155,765
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Northwest Quadrant
Revenue and Other Sources
Tax Increment 1,398,548 1,101,561 2,500,109
Interest Income — 103,889 103,889
Total Revenues and Other Sources Budget 1,398,548 1,205,450 2,603,998
Expenses and Other Uses
TI Reimbursement NWQ Phase I 978,984 771,092 1,750,076
Transfer to Admin 139,855 110,156 250,011
Transfer to Primary Housing 139,855 110,156 250,011
PRJ-000087 Capital Reserve - NWQ Shared Costs 139,854 214,046 353,900
Total Expenditures and Other Uses Budget 1,398,548 1,205,450 2,603,998
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Stadler Rail
Revenue and Other Sources
Tax Increment 141,297 19,854 161,151
Interest Income — 7,593 7,593
Total Revenues and Other Sources Budget 141,297 27,447 168,744
Expenses and Other Uses
TI Reimbursement 120,102 24,469 144,571
Transfer to Primary Housing 14,130 1,985 16,115
Transfer to Admin 7,065 993 8,058
Total Expenditures and Other Uses Budget 141,297 27,447 168,744
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
State Street
Revenue and Other Sources
Tax Increment 4,423,811 1,445,048 5,868,859
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
84 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Prior Year Transition Holding Account 1,364,709 (715,732) 648,977
Interest Income — — —
Total Revenues and Other Sources Budget 5,788,520 729,316 6,517,836
Expenses and Other Uses
Transfer to Secondary Housing — 1,000,000 1,000,000
Transfer to Admin 442,381 43,379 485,760
Taxing Entity Payments — 341,296 341,296
Transfer to Primary Housing 182,405 129,237 311,642
Transfer to Primary Housing - SLCSD HSG 259,976 15,268 275,244
Charges & Services — 50,000 50,000
Property Maintenance & Management — 50,000 50,000
Capital Reserve - Strategic Intervention 3,364,709 639,185 4,003,894
Capital Reserve - Commercial Assistance Programs 1,239,049 (1,239,049) —
PRJ-000051 Capital Project - Ballpark Next Planning 300,000 (300,000) —
Total Expenditures and Other Uses Budget 5,788,520 729,316 6,517,836
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
9 Line
Revenue and Other Sources
Tax Increment 2,653,781 376,934 3,030,715
Prior Year Transition Holding Account 802,208 (525,705) 276,503
Interest Income — — —
Total Revenues and Other Sources Budget 3,455,989 (148,771) 3,307,218
Expenses and Other Uses
Taxing Entity Payments (SLCo.) 295,882 50,086 345,968
Transfer to Admin (City & SLCSD only) 253,543 10,363 263,906
Transfer to Primary Housing 144,592 16,342 160,934
Transfer to Primary Housing - SLCSD HSG 120,786 21,352 142,138
Charges & Services — 50,000 50,000
Property Maintenance & Management — 50,000 50,000
County Administration (now included in Taxing Entity Payments) 35,506 (35,506) —
Capital Reserve - Strategic Intervention 500,000 1,494,272 1,994,272
PRJ-New Capital Project - 9-Line Public Art 150,000 150,000 300,000
Capital Reserve - Commercial Assistance Programs 500,000 (500,000) —
Capital Program - Accessory Dwelling Units 1,455,680 (1,455,680) —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
85 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Total Expenditures and Other Uses Budget 3,455,989 (148,771) 3,307,218
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Block 67 North CRA
Revenue and Other Sources
Tax Increment — 365,771 365,771
Total Revenues and Other Sources Budget — 365,771 365,771
Expenses and Other UsesOperational ExpensesTI Reimbursements — 274,329 274,329
Transfer to Primary Housing — 36,577 36,577
Transfer to Admin — 18,288 18,288
PRJ-New Capital Reserves Project - Japantown Art — 36,577 36,577
Total Expenditures and Other Uses Budget — 365,771 365,771
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Revolving Loan Fund
Revenue and Other Sources
Principal Payments 196,750 55,250 252,000
Interest on Loans 30,000 50,400 80,400
Interest on Investment — — —
Total Revenues and Other Sources Budget 226,750 105,650 332,400
Expenses and Other Uses
Additional Funds Available to Lend 226,750 105,650 332,400
Total Expenditures and Other Uses Budget 226,750 105,650 332,400
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Program Income Fund
Revenue and Other Sources
Parking Structure Income 1,242,336 47,848 1,290,184
Rents 161,264 68,185 229,449
Loan Repayments 38,640 (5,040) 33,600
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
86 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Interest on Loans 7,452 (1,452) 6,000
Interest Income — — —
Total Revenues and Other Sources Budget 1,449,692 109,541 1,559,233
Expenses and Other Uses
Charges & Services 330,000 127,500 457,500
Operating & Maintenance 330,000 33,000 363,000
Marketing and Sales (now included in O & M) 25,000 (25,000) —
PRJ-000078 Capital Reserve - Sugarhouse DI Demolition 550,000 (50,000) 500,000
PRJ-000057 Capital Reserve - Gallivan Maintenance & Repairs 214,692 24,041 238,733
Total Expenditures and Other Uses Budget 1,449,692 109,541 1,559,233
Budgeted revenues and other sources
over/ (under) expenses and other uses — —
Secondary Housing Fund
Revenue and Other Sources
Transfer In from State Street — 1,000,000 1,000,000
Transfer from Depot District 1,000,000 (1,000,000) 0
Total Revenues and Other Sources Budget 1,000,000 — 1,000,000
Expenses and Other Uses
Capital Reserve - Competitive Housing Development (CHD) Loan Pool — 1,000,000 1,000,000
Capital Reserve - Partnership with SLCo. Sunday-Andersron Senior Center Housing Project [One-time] 1,000,000 (1,000,000) 0
Total Expenditures and Other Uses Budget 1,000,000 — 1,000,000
Budgeted revenues and other sources
over/ (under) expenses and other uses — 0
9245 Primary Housing Dev/Loan Fund
Revenue and Other Sources
Loan Payments - Interest 2,379 3,441 5,820
Loan Payments - Principal 23,567 48,433 72,000
Transfer In from 9-Line 265,378 37,694 303,072
Transfer In from Block 67 North — 36,577 36,577
Transfer In from Block 70 — — —
Transfer In from Central Business District — — —
Transfer In from Depot District 1,084,487 154,133 1,238,620
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
87 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Transfer In from Granary District 220,662 56,224 276,886
Transfer In from North Temple 201,743 107,006 308,749
Transfer In from Northwest Quadrant 139,855 110,156 250,011
Transfer In from Stadler Rail 14,130 1,985 16,115
Transfer In from State Street 442,381 144,505 586,886
Transition Holding Account — 507,505 507,505
Total Revenues and Other Sources Budget 2,394,582 1,207,659 3,602,241
Expenses and Other Uses
Capital Reserves Programs & Projects
Capital Reserves Program: HDLP - Competitive - {Holding Account}- 1,000,000 1,684,859 2,684,859
Capital Reserves Program: School District Required Family & Workforce Housing - {Holding Account}- 380,762 36,620 417,382
Captial Reserves Project - Housing Construction & Rehabilitation Program - {PRJ-000015 RDA - Arctic Court Infill Home Construction} -
— 500,000 500,000
Captial Reserves Project - Other Housing Program - {PRJ-000088 Sunday-Anderson Senior Center - SLCO Partnership} - 1,013,820 (1,013,820) —
Total Expenditures and Other Uses Budget 2,394,582 1,207,659 3,602,241
Budgeted revenues and other sources over
(under) expenditures and other uses — —
9248 Westside Community Initative
Revenue and Other Sources
Inland Port Housing 1,401,589 433,880 1,835,469
Transition Holding Account 433,880 (433,880) —
Total Revenues and Other Sources Budget 1,835,469 — 1,835,469
Expenses and Other Uses
Capital Reserves Programs & Projects
Capital Reserves Program: Strategic Intervention - {Holding Account}- — 1,000,000 1,000,000
Capital Reserves Program: Wealth Building Housing Opportunities - {Holding Account}- 1,135,469 (300,000) 835,469
Captial Reserves Project - Wealth Building Housing Opportunities Program - {PRJ-000089 Neighborworks for Shared Equity Workforce} -
700,000 (700,000) —
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
88 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Total Expenditures and Other Uses Budget 1,835,469 — 1,835,469
Budgeted revenues and other sources over
(under) expenditures and other uses — —
9236 Housing Development Fund
Revenue and Other Sources — — —
Funding Our Future 1,840,000 750,000 2,590,000
Interest from Investments — — —
Loan Payments - Interest 76,563 31,437 108,000
Loan Payments - Principal 144,390 59,610 204,000
Transfer In from North Temple Viaduct 1,700,000 (1,700,000) —
Transfer In HOME Dormant Program Income Funds 6,476,014 (6,476,014) —
Total Revenues and Other Sources Budget 10,236,967 (7,334,967) 2,902,000
Expenses and Other Uses
Capital Reserves Programs & Projects
Capital Reserves Program: Accessory Dwelling Unit Program - {Holding Account}- 1,000,000 (1,000,000) —
Capital Reserves Program: HDLP - Competitive - {Holding Account}- 7,836,967 (6,934,967) 902,000
Capital Reserves Program: Wealth Building Housing Opportunities - {Holding Account}- — 2,000,000 2,000,000
Captial Reserves Project - Wealth Building Housing Opportunities Program - {PRJ-000089 Neighborworks for Shared Equity Workforce} -
1,400,000 (1,400,000) —
Total Expenditures and Other Uses Budget 10,236,967 (7,334,967) 2,902,000
Budgeted revenues and other sources over
(under) expenditures and other uses 0 —
9201 Redevelopment Agency Operations
Revenue and Other Sources
Transfer In from 9-Line 253,543 10,363 263,906
Transfer In from Block 67 North — 18,288 18,288
Transfer In from Block 70 — — —
Transfer In from Central Business District 2,464,469 262,101 2,726,570
Transfer In from Depot District 813,365 115,600 928,965
Transfer In from Granary District 165,496 42,170 207,666
Transfer In from North Temple 100,872 130,689 231,561
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
89 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Transfer In from North Temple Viaduct 41,616 5,180 46,796
Transfer In from Northwest Quadrant 139,855 110,156 250,011
Transfer In from Stadler Rail 7,065 993 8,058
Transfer In from State Street 442,381 43,379 485,760
Total Revenues and Other Sources Budget 4,428,662 738,919 5,167,581
Expenses and Other Uses
Operations Programs 35.00
RDA Personnel 2,756,779 413,517 3,170,296
Administrative Fees 1,000,000 — 1,000,000
Charges & Services 296,883 153,117 450,000
Operating & Maintenance 375,000 75,000 450,000
Allocation to Fund Balance — 97,285 97,285
Total Expenditures and Other Uses Budget 4,428,662 35.00 641,634 5,167,581
Budgeted revenues and other sources over
(under) expenditures and other uses — —
GRAND TOTALS
TOTAL Revenue 80,803,841 84,656,884
TOTAL Expense 80,803,841 84,656,884
REDEVELOPMENT AGENCY KEY CHANGES
FUND FY2024 Adopted
Budget
Full Time
Equivalent
Changes from
FY2024 Budget
FY2025
Recommended
Budget
Salt Lake City Mayor’s Recommended Budget
90 Mayor’s Recommended Budget FISCAL YEAR 2024-25
MULTI-AGENCY DRUG TASK FORCE KEY CHANGES
ISSUE FY2024 Adopted Budget Full Time Equivalent Changes from FY2024 Budget FY2025 Budget
Multi-Agency Drug Task Force (FC901)
Revenue and Other Sources
FY2024 Beginning Balance 1,397,355
Remove FY2024 Funding (1,397,335)
Appropriation of Cash Balance from Forfeiture 36,852
Appropriation of Cash Balance from Restitution 1,037,361
Total Revenues and Other Sources Budget (323,122) 1,074,233
Expenses and Other Uses
FY2024 Beginning Balance 1,397,355
Remove FY2023 Expense (1,397,355)
Change in Operating Expense (1,074,233)
Total Expenditures and Other Uses Budget (323,102) 1,074,253
Budgeted revenues and other sources over
(under) expenditures and other uses 0
Salt Lake City Mayor’s Recommended Budget
91 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Financial
Policies
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Debt Policies
The City's debt policy is defined by State statute with the goal of maintaining the
City's “Aaa/AAA” general obligation bond ratings, as rated by Moody's and Fitch
respectively, or other rating agencies. Accordingly, the City will continually monitor
all outstanding debt issues, as well as trends in key economic, demographic and
financial data, including a periodic review of important debt ratios and debt
indicators. The City will make all debt service payments in a timely and accurate
manner. The City will fully comply with all IRS arbitrage rebate requirements and
the bonds’ post issuance compliance regulations. In the preparation of official
statements or other bond related documents, the City will follow a policy of full and
complete disclosure of its financial and legal conditions.
The City's practice is to also adhere to the following guidelines:
1.State law limits general obligation bonded debt use for general
purposes to 4 percent of the adjusted fair market value of the City's
taxable property.
2.State law also limits general obligation bonded debt for water, sewer
and lighting purposes to 4 percent of the adjusted fair market value of
the property plus any unused portion of the amount available for
general purposes.
3.The City combines a pay-as-you-go strategy with long-term financing to
keep the debt burden sufficiently low to merit the “Aaa/AAA” general
obligation bond ratings and to provide sufficient available debt capacity
in an emergency.
4.The City limits debt to projects that cannot be reasonably funded in a
single year and to terms that are consistent with the useful life of the
project being undertaken.
5.The City seeks the least costly financing available. All debt commitments
are reviewed centrally by the City Treasurer who looks for opportunities
to combine issues or for alternative methods that will achieve the lowest
possible interest rates and other borrowing costs.
6.The City will continually analyze whether it would be advantageous to
refund bond issues based on market and budgetary conditions.
7.The City will issue Tax and Revenue Anticipation Notes only for the
purpose of meeting short-term cash flow liquidity needs. In order to
exempt the notes from arbitrage rebate, the sizing of the notes and the
timing of cash flows will meet the “safe harbor” provisions of Federal
Tax Code.
8.The City will invest bond and note proceeds as well as all funds that are
pledged or dedicated to the payment of debt service on those bonds or
notes either in accordance with the terms of the borrowing instruments,
or if silent or less restrictive, then according to the terms and conditions
Salt Lake City Financial Policies
95 Mayor’s Recommended Budget FISCAL YEAR 2024-25
of the Utah State Money Management Act and Rules of the State Money
Management Council.
9.The City will maintain outstanding debt at a level such that revenues are
equal to or greater than 200% of the maximum annual debt service.
10.The City currently has $136,340,000 of outstanding general obligation
debt. This is well below the 4 percent (of fair market value) statutory
limits, which places the City’s general obligation borrowing limit at
$2,461,971,515. The City currently does not use general obligation debt
for water, sewer or lighting purposes. However, the full 8% may be used
for water, sewer and electric purposes but if it is so used, then no general
obligation bonds may be issued in excess of 8% for any purpose.
Legal Debt Margin:General Purposes
4%
Water, sewer, and
lighting
4%
Total
8%
General Obligation
Debt Limit $ 2,461,971,515 $ 2,461,971,515 $ 4,923,943,031
Less Outstanding
General Obligation
Bonds
$ (136,340,000) $ — $ (136,340,000)
Legal Debt Margin $ 2,325,631,515 $ 2,461,971,515 $ 4,787,603,031
2022 Fair market value of property -- $61,549,287,882
Source: Utah State Property Tax Division
SIGNIFICANT FUTURE DEBT PLANS Lease Revenue
Bonds, Sales and Excise Tax Revenue Bonds
The City administration continuously evaluates the City’s funding of its Capital
Improvement Program, and proceeds of sales and excise tax revenue bonds will
be considered as one of the sources for funding the City’s capital infrastructure.
Currently, the City has no short-term plans to issue lease revenue bonds nor sales
and excise tax revenue bonds.
SPECIAL ASSESSMENT AREA (SAA)
The City has no short-term plans to issue assessment area bonds.
GENERAL OBLIGATION BONDS
Currently, the City has no plans to hold a special bond election.
Salt Lake City Financial Policies
96 Mayor’s Recommended Budget FISCAL YEAR 2024-25
MAJOR PROGRAMS AND FUTURE
DEBT CONSIDERATIONS
The City plans to issue an RFP for an interim credit facility not to exceed $300
million in calendar year 2024 related to the $5.13 billion “New SLC” formerly known
as the Airport Redevelopment Program. The interim credit facility is planned to be
refunded with a future general airport revenue bond issuance in the subsequent
year. The program is currently expected to be completed by 2026.
Public Utilities revenue bonds of up to $204 million are expected to be issued in
FY2025 to fund the Department of Public Utilities capital improvement program. A
major focus of the Department’s budget is the rehabilitation and replacement of
aging infrastructure. The largest planned projects are the continued work on the
new water reclamation facility to meet regulatory requirements, capital
construction and improvements to three water treatment plants, improvements
for storage reservoirs, phased construction of a new water conveyance line to
expand service and provide redundancy, and water, sewer, and storm water utility
infrastructure work. The Department will also be utilizing proceeds from a
$348,635,000 Water Infrastructure Finance and Innovation Act (WIFIA) loan secured
to finance the construction of the water reclamation facility. The loan will be
drawn through 2026. The current outlook includes issuance of approximately $254
million in Public Utilities revenue bonds from FY 2026 through FY 2029 to fund
planned capital construction.
Salt Lake City Financial Policies
97 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEBT STRUCTURE
Salt Lake City Outstanding Debt Issues
(RDA bond information has been excluded from this list)
(as of June 30, 2024)
Amount of Final Principal
Original Issue Maturity Date Outstanding
GENERAL OBLIGATION DEBT
Series 2010B (Public Safety Facilities)$ 100,000,000 6/15/2031 $ 39,915,000
Series 2013A (Refunded a portion of Series 2004A) 6,395,000 6/15/2024 —
Series 2015A (Refund 2013B Sports Complex) 14,615,000 6/15/2028 4,655,000
Series 2017B (Refund Portion of 2010A) 12,920,000 6/15/2030 8,410,000
Series 2019 (Streets) (Refund Series 2017A) 22,840,000 6/15/2039 13,475,000
Series 2020 (Streets) 17,745,000 6/15/2040 11,700,000
Series 2021 (Streets) 20,660,000 6/15/2041 15,620,000
Series 2022 (Streets) 21,785,000 6/15/2042 18,715,000
Series 2023 (Parks, Trails & Open Space) 24,765,000 6/15/2043 23,850,000
TOTAL:$ 136,340,000
PUBLIC UTILITIES REVENUE BONDS
Series 2009 (Taxable) 6,300,000 2/1/2031 2,205,000
Series 2010 Revenue Bonds 12,000,000 2/1/2031 4,760,000
Series 2011 Revenue Bonds 8,000,000 2/1/2027 1,705,000
Series 2012 Improvement and Refunding '04 Bonds 28,565,000 2/1/2027 1,745,000
Series 2017 Public Utilities Revenue and Refunding (2008) 72,185,000 2/1/2037 54,445,000
Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000
Series 2020B Improvement Bonds (WIFIA loan) Revenue Bonds 348,635,000 8/1/2058 13,112,998.85
Series 2022 Revenue Bonds 329,025,000 2/1/2052 329,025,000
TOTAL:$ 564,387,998.85
SALES AND EXCISE TAX REVENUE BONDS
Series 2014B (CIP Projects) 10,935,000 10/1/2034 6,945,000
Series 2016A (Refund 2009A) 21,715,000 10/1/2028 11,755,000
Series 2019A (Refund 2007A) 2,620,000 4/1/2027 975,000
Series 2019B (Refund 2013A) (Federally Taxable) 58,540,000 4/1/2038 56,300,000
Series 2021 (Refund 2013B, LBA 2013A & 2014A) 15,045,000 10/1/2034 14,305,000
Series 2022A (Refunding 2012A) 8,900,000 10/1/2032 7,705,000
Series 2022 B 40,015,000 10/1/2042 40,015,000
Series 2022 C (Federally Taxable) 24,240,000 10/1/2032 22,315,000
TOTAL:$ 160,315,000
LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS
Series 2016A (Fire Station #14) 6,755,000 4/15/2037 4,940,000
Series 2017A (Fire Station #3) 8,115,000 4/15/2038 6,630,000
TOTAL:$ 11,570,000
AIRPORT REVENUE BONDS
Series 2017A 826,210,000 7/1/2047 808,925,000
Series 2017B 173,790,000 7/1/2047 169,590,000
Series 2018A 753,855,000 7/1/2048 729,855,000
Series 2018B $ 96,695,000 7/1/2048 $ 96,695,000
Series 2021A 776,925,000 7/1/2051 773,900,000
Series 2021B 127,645,000 7/1/2051 127,280,000
Series 2023 600,000,000 7/1/2053 600,000,000
TOTAL:$ 3,306,245,000
Salt Lake City Financial Policies
98 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2024-25 Revenue
This section includes a general discussion of Salt Lake City's major revenue
sources. The City has eight major funds: General Fund, Golf Fund, Refuse Fund,
Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Airport Fund,
and the Redevelopment Agency (RDA) Fund. These funds and their major revenue
sources are discussed below.
REVENUE POLICIES
1.The City projects its annual revenue through analytical processes and adopts
its budget using conservative estimates and long-term forecasting.
2.The City minimizes using one-time revenue to fund programs incurring
ongoing costs.
3.Once taxes and fees are assessed, the City aggressively collects all revenues
due.
4.The City pursues abatement programs and other ways to reduce the effect of
taxes and fees on those least able to pay.
5.To the extent that the City’s revenue base is insufficient to fund current
services, the City will explore all potential options to reduce the cost of
government services; examine the effect of reducing the level of government
services; and finally, consider new user fees or increases in existing fees.
Should these three alternatives fail to offer a suitable solution, the City may
increase tax rates as a last resort.
6.The City reviews the budget for those programs that user fees can
reasonably fund. This review results in a policy that defines cost, specifies a
percentage of the cost to be offset by a fee, and establishes a rationale for
the percentage. When establishing these programs, the City considers the
following:
a.Market pricing;
b.Increased costs associated with rate changes;
c.The ability of users to pay;
d.The ability of individuals to make choices between using the service
and paying the fee or not using the service;
e.Other policy considerations. (For example, setting fines high enough to
serve as a deterrent; or pricing fees to even out demand for services.)
7.The City adjusts user fee rates annually based on an analysis of the criteria
established in policy six above. The City pursues frequent small increases as
opposed to infrequent large increases.
8.The City considers revenue initiatives consistent with the following:
a.Finding alternatives that address service demands created by the City's
large daytime population;
b.Finding alternatives that allocate an equitable portion of service costs
to tax-exempt institutions;
Salt Lake City Financial Policies
99 Mayor’s Recommended Budget FISCAL YEAR 2024-25
c.Finding alternatives to formulas that use residential population to
distribute key revenues such as sales tax and gasoline tax; and
d.Pursuing opportunities for citizen volunteerism and public/private
partnerships.
FORECASTING METHODOLOGY
Salt Lake City revenue forecasts are compiled using historical, time-series, trend,
and simulation models. These models focus primarily on past experiences and
trends, but modifications are made based on simulations reflecting anticipated
economic activities and proposed initiatives. The projected revenues using these
models are based upon anticipated economic growth, anticipated fee or tax
increases, as well as any new initiatives being proposed.
The City has several financial analysts that regularly track and report on revenue
collections and projections. Projections are monitored for precision, and revisions
are made throughout the year. This information is used to help forecast the
upcoming year’s revenue.
As part of the City’s modeling efforts, year-to-date cumulative revenue collections
are monitored and compared to previous years to identify changes in revenue
streams that may indicate areas of concern.
GENERAL FUND
The General Fund is the principal fund of the City and is used to account for
resources traditionally associated with governments that are not required to be
accounted for in another fund. The General Fund accounts for the normal activities
of the City, such as Police, Fire, Public Works, Parks and Community Development.
These activities are funded through taxes, fees, fines, and charges for services.
The majority of the City’s General Fund revenue comes from three sources - sales
taxes $177,400,679 (37.33%), property taxes $116,996,349 (24.62%), and licenses
and permits $38,989,245 (8.2%). These sources are impacted by local and national
economic trends and activities. Major increases or decreases in any one of these
three taxes can have a significant impact on City operations.
SALES TAX
Sales tax revenue is a principal source of Salt Lake City's General Fund revenue,
providing 37.33% of total projected revenue in FY 24-25. Sales tax revenue is
projected to increase in FY 24-25 as a result of healthy retail spending and an
increase in accommodations and food services spending. Sales tax revenue is
forecast using time series and trend analysis in conjunction with various modeling
scenarios which anticipate economic events that may impact the City. The forecast
Salt Lake City Financial Policies
100 Mayor’s Recommended Budget FISCAL YEAR 2024-25
includes comparing the State of Utah’s projections with the City’s projections to
determine if the City’s projections are reasonable.
PROPERTY TAX
Property tax revenue is a significant source of Salt Lake City’s General Fund
revenue, providing 24.62% of total projected revenue in FY 24-25. Property tax
revenue is projected to increase slightly in FY 24-25.
Salt Lake County calculates the Certified Tax Rate and expected revenue for each
taxing entity. State Tax Code requires taxing entities to adopt the county’s property
tax revenue forecast as their own unless they go through the truth-in-taxation
process and raise the rate above the certified rate.
LICENSES AND PERMITS
License and Permit revenue is another major source of General Fund revenue,
comprising 8.2% of projected General Fund revenue in FY 24-25. This revenue is
forecast using time series and trend analysis, as well as input from business and
construction representatives. License revenue includes various business taxes,
such as airport parking and transient room taxes, that are projected to increase
over the previous year. Permit revenue is expected to decrease in FY 24-25 due to
the slow trend of construction activity in the City.
OTHER GENERAL FUND REVENUE
The remaining General Fund revenues make up 30.16% of the total and are
comprised of the following:
a.Franchise Taxes
b.Intergovernmental Revenue
c.Charges, Fees, and Rentals
d.Fines
e.Parking Meter Collections
f.Interest Income
g.Miscellaneous Revenue, Transfers and Interfund Reimbursements.
Salt Lake City Financial Policies
101 Mayor’s Recommended Budget FISCAL YEAR 2024-25
The following table summarizes total General Fund Revenue by major category.
GENERAL FUND REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Property Taxes 94,654,243 99,342,715 99,474,985 103,862,288 113,256,864 114,514,375 116,996,349
Sales and Use Taxes 99,599,360 116,199,002 122,654,953 160,262,167 172,197,395 166,213,479 177,400,679
Franchise Taxes 27,042,921 26,863,146 23,952,168 11,750,309 12,756,596 12,348,127 14,450,000
Licenses and Permits 36,960,240 32,637,293 36,428,067 43,313,623 43,946,412 40,878,104 38,989,245
Intergovernmental Revenue 6,006,496 5,086,254 4,781,753 5,960,591 5,936,546 5,134,621 5,954,017
Charges, Fees, and Rentals 5,573,679 4,283,760 4,842,902 5,840,601 5,811,594 4,881,922 6,886,113
Fines 5,140,777 3,753,706 3,539,471 3,717,871 3,519,427 4,063,548 4,435,035
Parking Meter Collections 3,509,898 2,771,331 1,915,888 2,997,333 2,616,322 2,801,089 2,701,331
Interest Income 3,904,270 2,910,778 821,887 1,346,160 12,352,554 8,000,000 8,000,000
Miscellaneous Revenue 5,256,974 4,521,107 2,834,061 7,871,697 4,680,506 3,502,359 3,298,277
Interfund Reimbursement 16,363,850 20,574,064 20,971,348 21,717,361 25,857,508 26,131,213 32,128,467
General Fund Revenue 304,012,708 318,943,156 322,217,484 368,640,001 402,931,724 402,931,724 411,239,513
Other Financing Sources:
Transfers 7,564,418 6,800,493 8,447,676 19,920,935 51,822,650 9,938,944 5,495,833
Proceeds from Sale of Property — — — 25,554 10,300
Revenue and Financing Sources 311,577,126 325,743,648 330,665,160 388,560,936 454,779,928 398,407,781 416,745,646
Property Tax for RDA*10,284,464 13,245,339 14,020,140 15,456,918 15,445,980 15,545,000 19,220,752
Available Fund Balance/Cash Reserves 380,025 1,510,094 4,885,620 25,527,005 25,135,631 30,552,142 39,278,680
Total General Fund 322,241,615 340,499,081 349,570,920 429,544,859 495,361,539 444,504,923 475,245,078
Salt Lake City Financial Policies
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GENERAL FUND REVENUE SOURCES
Available Fund Balance/Cash Reserves Property Tax for RDA*
Proceeds from Sale of Property Transfers
Interfund Reimbursement Miscellaneous Revenue
Interest Income Parking Meter Collections
Fines Charges, Fees, and Rentals
Intergovernmental Revenue Licenses and Permits
Franchise Taxes Sales and Use Taxes
Property Taxes
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Salt Lake City Financial Policies
103 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GOLF ENTERPRISE FUND
The Golf Enterprise Fund accounts for the operations at six public golf course
locations; Bonneville, Forest Dale, Glendale, Mountain Dell, Nibley Park, and
Rose Park.
The City’s golf courses are operated as an enterprise fund where revenue
collected at the golf course through user fees supports operational and
maintenance expenses, capital improvement costs, and any debt that the golf
courses may incur.
Revenue in this fund is generated by user fees, including green fees, CIP $2 fees,
cart rental fees, range ball fees, merchandise purchases, lessons, concessionaire
rental fees, etc. Revenue is projected based on historical patterns and forecasts of
trends in the local market area.
The FY 24-25 Golf Fund budget for revenue and expense follows closely with 5-year
historical averages and recent demand for golf rounds and merchandise. In
addition, strategic price increases are being implemented that will have an impact
on revenues for FY 24-25. Driving Range revenue increases will coincide with new
range building for winter use at Glendale.
Salt Lake City Financial Policies
104 Mayor’s Recommended Budget FISCAL YEAR 2024-25
GOLF FUND REVENUE SUMMARY
ActualFY 18-19 ActualFY 19-20 ActualFY 20-21 ActualFY 21-22 ActualFY 22-23 BudgetFY 23-24 Budget FY 24-25
Golf Revenue
Green Fees 3,569,078 4,259,235 5,525,522 5,495,684 5,459,247 5,033,052 5,664,288
Golf Car Rental 1,461,066 1,471,019 2,225,396 1,982,077 2,158,346 2,258,224 2,239,296
Driving Range Fees 322,722 223,848 472,678 460,253 486,405 652,620 734,036
Retail Merchandise Sales 781,478 646,749 827,626 981,853 1,062,790 1,024,000 1,060,700
CIP Fee on rounds, passes 298,724 324,383 395,791 568,048 763,447 724,427 763,330
Miscellaneous 1,038,407 1,417,090 2,235,387 2,807,165 3,625,855 3,017,744 3,157,166
Total Golf Fund 7,471,475 8,342,324 11,682,400 12,295,080 13,556,090 12,710,067 13,618,816
Period Ending
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GOLF FUND REVENUE SUMMARY
Miscellaneous
CIP Fee on rounds, passes
Retail Merchandise Sales
Driving Range Fees
Golf Car Rental
Green Fees
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Salt Lake City Financial Policies
105 Mayor’s Recommended Budget FISCAL YEAR 2024-25
REFUSE ENTERPRISE FUND
The Refuse Enterprise Fund Class consists of two funds:
•Operations Fund
•Environmental & Energy Fund
Revenue for the Operations Fund comes from refuse collection fees, inter-fund
reimbursements, and miscellaneous revenue. City households that receive these
services include most single-family, duplex, and triplex homes. They are charged
refuse collection fees based on the size of their refuse can(s). These fees are
calculated to recover the fund’s operational costs when combined with the other
sources of revenue described above. The Operations Fund revenue is forecasted
based on known factors such as the number of refuse cans in service, along with
scheduled events such as equipment replacement and changes in contractual
agreements.
Voluntary residential curbside glass recycling service, introduced in FY 2012-13,
continues to be offered. Those using this service are charged a separate
monthly fee.
The Environmental & Energy (E&E) Fund receives an owner’s distribution from the
Landfill (Salt Lake Valley Solid Waste Management Facility / SLVSWMF) on an
ongoing basis. This is the primary source of revenue for this fund. As the Landfill
garbage tonnage has decreased in recent years, so has the related dividend to its
partners. Revenues from recycling proceeds have been another source of revenue
in the past for this fund. Recycling proceeds have not been budgeted in FY 2024-25
due to the volatility of global recycling markets. Current, ongoing initiatives and
operational expenses are partially funded by landfill revenue and E&E cash
balance. Beginning in FY 2021-22, the E&E Division also began receiving revenue
from the General Fund. This amount has increased each year with the goal of fully
supporting the E&E Division through the General Fund in FY 2025-26.
In prior years, E&E Fund projects have been funded by one-time distributions from
the landfill. A distribution of $5,500,000 was put into the E&E Division in FY 2010-11
and funded projects on air quality, energy efficiency, sustainable food, and other
projects. In FY 2016-17, $1,500,000 of landfill distribution funds were transferred
from the Waste & Recycling Operations Division to the E&E Division to continue to
fund projects. In FY 2017-18, another one-time landfill distribution of $1,200,000
was received. No other one-time funding distributions from the landfill are
expected.
Salt Lake City Financial Policies
106 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Refuse Fund Revenue Summary
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Refuse Revenue
Landfill / SLVSWMF Dividends 681,152 557,041 558,398 449,013 468,335 450,000 480,000
Refuse Collection Fees 11,397,708 11,223,400 11,209,725 12,580,305 14,445,610 15,809,733 17,448,349
Interfund Reimb. & Misc 1,766,089 1,235,243 639,909 1,711,293 2,877,789 2,210,726 2,087,477
Total Refuse Fund 13,844,949 13,015,684 12,408,032 14,740,611 17,791,734 18,470,459 20,015,826
Period Ending
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REFUSE FUND REVENUE
Interfund Reimb & Misc
Refuse Collection Fees
Landfill / SLVSWMF Dividends
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Salt Lake City Financial Policies
107 Mayor’s Recommended Budget FISCAL YEAR 2024-25
WATER UTILITY FUND
The Water Utility Fund operates as an enterprise fund. The Water Utility exists to
provide treated water to current city residents, maintain the City’s water
infrastructure, and to engage in conservation activities related to the City’s water
supply for future generations. The service area of the fund covers a total of 141
square miles and includes more than 360,000 residents. The service area includes
the geographic area within the Salt Lake City boundaries, as well as the east bench
of the Salt Lake Valley outside Salt Lake City boundaries, including to portions of
the cities of Millcreek, Holladay, Cottonwood Heights, South Salt Lake, Murray, and
Midvale. The Water Utility also has jurisdictional responsibilities to protect about
190 square miles of source water area in the headwaters of the Wasatch
Mountains. The Water Utility provides administrative utility billing services for the
Sewer Utility, the Stormwater Utility, the Street Lighting Utility, the Refuse Fund,
and the Hive Program.
Revenues are forecast by anticipating the necessary billing rates needed to
generate enough revenue to fund the operations of the utility. Independent rate
studies are conducted every several years to gather public input and to structure
rates in accordance with industry standards and community values. Budgeted FY
2024-25 revenues reflect a proposed rate increase of 4% and water use is
anticipated to be similar to the current year. The rate increase is applied to the
current minimum charge and four-tiered, inclining block rate structure. The
proposed budget includes a rate stabilization fee based on meter size.
Revenue received from metered water usage is the Water Utility’s main source of
operating revenue (95%). Other revenue categories include interest income,
miscellaneous revenue, impact fees, and inter-fund reimbursements.
Salt Lake City Financial Policies
108 Mayor’s Recommended Budget FISCAL YEAR 2024-25
WATER FUND REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Water Revenue
Water Sales and Service 75,103,958 81,995,776 84,073,083 74,116,952 84,618,018 94,343,390 121,710,205
Interest Income 1,424,203 970,343 658,820 (340,275) 4,073,479 456,502 463,989
Permits, Fines & Other 523,688 480,673 953,791 423,530 1,124,724 271,000 271,000
Interfund Billing Services 2,394,985 2,370,157 2,921,829 2,972,142 3,177,284 4,215,396 4,638,504
Total Water Fund 79,446,834 85,816,949 88,607,523 77,172,349 92,993,506 99,286,288 127,083,698
Period Ending
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WATER FUND REVENUE SUMMARY
Interfund Billing Services
Permits, Fines & Other
Interest Income
Water Sales and Service
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Salt Lake City Financial Policies
109 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SEWER UTILITY FUND
The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to
manage the collection and treatment of wastewater within Salt Lake City’s
corporate boundaries. The Sewer Utility is increasing capacity and expanding the
service of the sewer collection system to meet growth requirements related to the
new State Correctional Facility, the Airport expansion, and new development
anticipated in the Northwest Quadrant of Salt Lake City. The Sewer Utility operates
the City’s sewer collection and sewer treatment infrastructure which includes 678
miles of pipeline, several pump stations, and a water reclamation facility. The water
reclamation facility is being rebuilt to meet environmental regulations, and
construction is occurring in phases to meet the regulatory compliance deadline of
January 1, 2025. Additional construction will continue past this date. The first
phase of construction began in FY 19-20, and additional construction and design
work for future phases is ongoing.
Revenues are forecast by anticipating the necessary billing rates needed to
generate enough revenue to fund the operations of the utility. The Sewer Utility
charges customers based on average winter water use volume and strength of
produced waste. Independent rate studies are made every several years to gather
public input and to structure rates in accordance with industry standards and
community values. Budgeted FY 24-25 revenues reflect the anticipated impacts of
sewer flows in differing customer classes and a proposed 4% rate increase. The
rate increase is distributed within a seven-tiered block rate structure. The budget
also proposes a rate stabilization fee based on water meter size.
In FY 24-25, the main source of operating revenue for the sewer utility fund will be
charges for sewer services (97%). Other revenue categories include fines, interest
income, survey permits, and miscellaneous revenue.
Salt Lake City Financial Policies
110 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SEWER FUND REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Sewer Revenue
Sewer Services 39,687,904 45,142,610 50,823,100 57,803,567 70,158,295 76,387,000 77,638,369
Interest Income 2,161,835 1,035,061 438,896 (40,179) 7,652,458 849,448 784,650
Permits, Fines, and Other 298,228 285,917 504,477 840,246 920,179 354,500 1,315,502
Total Sewer Fund 42,147,967 46,463,588 51,766,473 58,603,634 78,730,932 77,590,948 79,738,521
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SEWER FUND REVENUE
Permits, Fines, and Other
Interest Income
Sewer Services
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Act
u
a
l
FY2
0
-
2
1
Act
u
a
l
FY2
1
-
2
2
Act
u
a
l
FY2
2
-
2
3
Bud
g
e
t
FY2
3
-
2
4
Bud
g
e
t
F
Y
2
4
-
2
5
0
10,
0
0
0
,
0
0
0
20,
0
0
0
,
0
0
0
30,
0
0
0
,
0
0
0
40,
0
0
0
,
0
0
0
50,
0
0
0
,
0
0
0
60,
0
0
0
,
0
0
0
70,
0
0
0
,
0
0
0
80,
0
0
0
,
0
0
0
Salt Lake City Financial Policies
111 Mayor’s Recommended Budget FISCAL YEAR 2024-25
STORM WATER UTILITY FUND
The Stormwater Utility operates as an enterprise fund. It exists to convey runoff
and stormwater and to maintain the quality of stormwater discharge within Salt
Lake City boundaries. It is also responsible for mitigating flooding caused by
stormwater runoff. The Stormwater Utility operates stormwater collection
infrastructure system which includes 350 miles of drainage pipe and 27 lift
stations.
Revenues are forecast by anticipating the necessary fees needed to generate
enough revenue to fund the operations of the utility. The Utility charges
customers for these services based on units calculated as equivalent residential
units (ERU), or ¼ acre determined by area of the customer’s property that is
impervious. The FY 2024-25 budget includes the 10% rate increase or
approximately $0.76 per equivalent residential (ERU) per month.
Revenues received from stormwater fees are the Utility’s main source of operating
revenue (98%). Other revenue categories include interest income and
miscellaneous revenue.
Salt Lake City Financial Policies
112 Mayor’s Recommended Budget FISCAL YEAR 2024-25
STORM WATER FUND REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Storm Water Revenue
Storm Water Services 9,555,773 10,720,158 10,703,273 11,944,768 13,904,739 13,563,906 14,919,297
Interest Income 184,128 129,047 105,061 32,158 799,872 118,986 266,901
Permits, Fines, & Other 50,687 85,397 94,137 163,559 72,997 53,000 53,000
Total Storm Water Fund 9,790,589 10,934,602 10,902,471 12,140,485 14,777,608 13,735,892 15,239,198
Period Ending
$
(
M
i
l
l
i
o
n
s
)
STORM WATER FUND REVENUE
Permits, Fines, & Other
Interest Income
Storm Water Services
Act
u
a
l
FY1
8
-
1
9
Act
u
a
l
FY1
9
-
2
0
Act
u
a
l
FY2
0
-
2
1
Act
u
a
l
FY2
1
-
2
2
Act
u
a
l
FY2
2
-
2
3
Bud
g
e
t
FY2
3
-
2
4
Bud
g
e
t
F
Y
2
4
-
2
5
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
Salt Lake City Financial Policies
113 Mayor’s Recommended Budget FISCAL YEAR 2024-25
STREET LIGHTING FUND
The Street Lighting Utility operates as an enterprise fund. It exists to manage the
City’s street lighting infrastructure facilitating safer vehicle and pedestrian travel at
night. Streetlights are provided at each intersection on long blocks and as needed
on mid-blocks. SLCDPU provides base-level street lighting service on a city-wide
basis and enhanced street lighting services for decorative lighting to two
residential neighborhoods and to one commercial area. Total system conversion to
high-efficiency lighting remains a high priority of this utility.
Revenues are forecast by anticipating the necessary fees needed to generate
enough revenue to fund the utilities operations. Street lighting fees are based on
units calculated as an equivalent residential unit (ERU) which is determined by
front footage of a property. The base lighting rates were established in 2013 at
$3.73 per month per ERU. The average Salt Lake City residence is one ERU, while
commercial, institutional, and industrial properties vary. (ERU). Rates were also
established in 2015 for each enhanced lighting service area. Street Light Fees
proposed in the FY 2024-25 budget include a rate increase of 10% or $0.41 per
equivalent residential (ERU) per month for the base fee.
Revenue received from street lighting fees are the Utility’s main source of
revenue (99%). Other revenue categories include interest income and
miscellaneous revenue.
Salt Lake City Financial Policies
114 Mayor’s Recommended Budget FISCAL YEAR 2024-25
STREET LIGHTING FUND REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Street Lighting Services 4,207,007 4,301,424 4,230,395 4,264,579 4,361,582 4,592,085 5,051,294
Interest Income 88,339 147,727 38,047 30,215 171,632 44,000 42,594
Other 180,558 300 200 204,751 1,111 100 100
Total Street Lighting Fund 4,475,905 4,449,450 4,268,642 4,499,545 4,534,325 4,636,185 5,093,988
Period Ending
$
(
M
i
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l
i
o
n
s
)
STREET LIGHTING FUND REVENUE
Other
Interest Income
Street Lighting Services
Act
u
a
l
FY1
8
-
1
9
Act
u
a
l
FY1
9
-
2
0
Act
u
a
l
FY2
0
-
2
1
Act
u
a
l
FY2
1
-
2
2
Act
u
a
l
FY2
2
-
2
3
Bud
g
e
t
FY2
3
-
2
4
Bud
g
e
t
F
Y
2
4
-
2
5
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
Salt Lake City Financial Policies
115 Mayor’s Recommended Budget FISCAL YEAR 2024-25
AIRPORT ENTERPRISE FUND
The Salt Lake City Department of Airports manages Salt Lake City International
Airport (SLCIA), Tooele Valley Airport, and South Valley Regional Airport (SRVA).
Salt Lake City International Airport (the Airport) serves a multi-state region and
consists of three air carrier runways and a general aviation runway and is classified
as a large hub airport. The Airport’s extensive route network served over 26.4
million passengers in FY 2022-23. The Airport provides 321 daily departures and
arrivals to 92 non-stop destinations. The New SLC completed phase II of the new
airport with the opening of 22 new gates on Concourse A East in October of 2023.
Phase III will bring an initial 5 gates on Concourse B East in October of 2024 as well
as the opening of the much anticipated Central Tunnel.
Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one
runway, and support services are on-demand only. South Valley Regional Airport is
also a general aviation reliever airport. It also has one runway and is a base for a
Utah National Guard military helicopter unit.
The Department of Airports is an enterprise fund. It is not supported by property
taxes, general funds of local governments, or special district taxes. Capital funding
requirements for FY 2024-25 are met from non-aeronautical revenues, passenger
facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program,
and State grants.
Major Sources of Airport Fund Revenue
Revenues are forecast by reviewing and analyzing lease agreements, capital
projects, CPI adjustments and passenger levels. The FY 2024-25 budget continues
to see growth in enplanements, revenues, as well as expenditures. Airport non-
aeronautical revenues for FY 2024-25 are projected to increase by 6.4% compared
to the FY 2023-24 budget as more passengers are traveling and spending money at
the Airport.
A major source of revenue (63%) is generated by the airlines. Air carriers pay on a
cost-of- service basis for the services they receive. Rates are set annually based on
direct operating cost, cost of capital, and amortization on asset investment. The
formula used for this system is considered a hybrid structure in the aviation
industry and is based on the ten-year airline use agreement (AUA) that will be
effective on July 1, 2024. In addition, the new AUA will provide more revenues in
the terminal cost center to help pay for construction costs of the new Airport.
Delta, Southwest, and Alaska have signed an extension through June 30, 2044 while
all other carriers have signed agreements through June 30, 2034. The new AUA
provides $1.40 per enplaned passenger revenue sharing, not to exceed 40% of net
remaining revenue, and is credited to the air carriers monthly. Enplaned
Salt Lake City Financial Policies
116 Mayor’s Recommended Budget FISCAL YEAR 2024-25
passengers are projected to increase by 2.9% to 14.5 million enplanements over
the FY 23-24 budget of 14.1 million enplanements.
The second major source of revenue (31%) is generated from the Airport
concessions. This includes revenue from food and retail concessions as well as car
rental and parking fees. For FY 2024-25, retail concessions, food and beverage,
rental cars, and parking are all projected to increase because of the increase in
passengers as well as an increase in the overall amount spent per passenger
traveling through the Airport. Remaining revenues are generated through cost
recovery of ground transportation costs, lease contracts on buildings, office space,
and hangars. The Airport also receives a portion of the State aviation fuel tax.
In FY 2011-12, the Airport began collecting customer facility charges (CFC) to fund a
new rental car facility. These charges increased from $4 to $5 in FY 12-13 and will
remain at $5 for FY 2024-25. The customer facility charges will meet the financial
requirements to build the rental car service and quick turnaround facilities, plus
the portion of the garage related to rental cars as well as any future rental car
capital improvement projects. The Airport was fully reimbursed in FY 2023-24 for
all the construction costs associated with the facilities mentioned above and will
continue to collect CFC's for future rental car projects.
Salt Lake City Financial Policies
117 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY DEPARTMENT OF AIRPORTS
OPERATING REVENUE COMPARISON
Actual FY 18-19 Actual FY 19-20 Actual FY 20-21 Actual FY 21-22 Actual FY 22-23 Budget FY 23-24 Budget FY FY24-25
Operating Revenue:
Concession 92,910,800 75,372,300 63,478,800 113,311,500 119,152,900 134,212,000 149,310,100
Airline 75,636,600 77,312,400 109,691,200 136,820,000 135,439,500 181,942,100 298,434,400
Other Rental 18,992,400 18,738,500 19,224,200 22,379,500 42,579,000 22,869,000 23,696,100
Total Operating Revenue 187,539,800 171,423,200 192,394,200 272,511,000 297,171,400 339,023,100 471,440,600
Period Ending
$
(
M
i
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l
i
o
n
s
)
AIRPORT OPERATING REVENUE
Other Rental
Airline
Concession
Actua
l
F
Y
1
6
-
1
7
Actua
l
F
Y
1
7
-
1
8
Actua
l
F
Y
1
8
-
1
9
Actua
l
F
Y
1
9
-
2
0
Actua
l
F
Y
2
0
-
2
1
Budg
e
t
F
Y
2
1
-
2
2
Budg
e
t
F
Y
2
2
-
2
3
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
Salt Lake City Financial Policies
118 Mayor’s Recommended Budget FISCAL YEAR 2024-25
RDA FUND
The primary revenue source for the RDA’s redevelopment efforts is tax increment.
Tax increment is the increase (or “increment”) in the property taxes generated
within a project area over and above the baseline value of property taxes that were
in place at the time a project area was established. Property values increase as an
area is revitalized through investment, thereby creating tax increment. When an
RDA project area is established, the RDA and the participating taxing entities enter
into agreements that determine the amount of tax increment that will continue to
flow to the taxing entities, and the portion that will be reinvested by the RDA into
the project area for a defined period of time. The participating taxing entities
continue to receive the baseline property tax during the life of a project area.
The establishment of a project area and the collection of tax increment funds must
be approved by the RDA Board of Directors and any participating local taxing
entities (e.g., Salt Lake City, Salt Lake County, Salt Lake City School District, Metro
Water District, Central Utah Water Project, Salt Lake Mosquito Abatement, and Salt
Lake City Library). Not all taxing entities participate in every project area.
Per Utah State Statute, tax increment proceeds must be spent within the project
area where they originated or be found by the RDA Board of Directors to directly
impact that project area.
In addition to tax increment revenues from its various project areas, the RDA also
has the following revenue sources:
1.Interest Income. The RDA receives interest on cash balances.
2.Property Lease Income. The RDA receives lease revenues from various
owned properties, including parking garages in the Central Business
District Project Area.
3.RDA Loan Interest Income. The RDA receives interest generated from loans
it administers. The amount of interest received varies depending on the
number of outstanding loans at any given time.
4.Land Sale Proceeds. The RDA routinely sells property as part of its
redevelopment efforts.
RDA revenues are forecast for each project area by analyzing previous years’ tax
increments received and adjusting conservatively based on current real estate
market conditions. Other income from interest, lease revenues, and RDA loan
interest is also considered.
The FY 2024-25 forecasted RDA Fund revenue budget is $63,484,950.
Salt Lake City Financial Policies
119 Mayor’s Recommended Budget FISCAL YEAR 2024-25
REDEVELOPMENT AGENCY REVENUE SUMMARY
ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 ActualFY22-23 BudgetFY23-24 Budget FY24-25
Redevelopment Agency Revenue*
Block 70 2,159,178 1,629,755 803,534 2,846,637 1,958,881 1,829,228 2,133,992
Central Business District 25,461,421 32,565,335 31,251,766 28,369,709 28,323,535 24,644,694 29,106,713
West Capitol Hill 1,547,706 40,318 711,967 106,173 525,969 — 384,332
West Temple Gateway 60,753 (1,670,316) 17,246 6,448 10,479 — —
Depot District 3,895,569 5,533,602 5,525,331 5,238,774 5,686,316 5,422,435 6,673,402
Granary District 625,878 781,648 944,077 995,615 1,229,161 1,103,309 1,583,163
Housing Development Trust Fund — 2,590,000 2,583,445 20,629 4,115,745 4,776,563 2,902,000
North Temple 425,243 543,258 640,558 685,381 1,099,822 1,008,715 1,702,574
North Temple Viaduct 1,123,104 1,558,258 2,103,730 2,579,427 2,745,502 2,774,419 3,155,765
9-Line — — — 1,871,603 2,601,746 2,653,781 3,030,715
State Street — — — 3,289,619 4,337,070 4,423,811 5,868,859
Block 67 North — — — — — — 365,771
Sugar House 1,126 1,106 190,038 289 1,457 — —
Program Income 2,441,059 1,690,964 1,440,529 1,951,066 6,250,368 1,411,052 1,559,233
Northwest Quadrant — 198 1,688,689 1,044,303 1,445,384 1,398,548 2,603,998
Stadler Rail — 70,419 102,594 109,392 144,088 141,297 168,744
Westside Community Initiative — — 409,031 512,241 1,674,276 1,401,589 1,835,469
Primary Housing Fund 350,096 315,971 81,125 78,632 398,809 2,379 77,820
Secondary Housing Fund 45,303 43,617 13,227 11,491 68,669 — —
Revolving Loan 761,162 583,574 1,144,760 63,436 358,972 226,750 332,400
Total Redevelopment Agency Revenue 38,897,598 46,277,707 49,651,647 49,780,865 62,976,249 53,218,570 63,484,950
*Interfund transfers are excluded for reporting purposes.
Salt Lake City Financial Policies
120 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Period Ending
$
M
i
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l
i
o
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s
REDEVELOPMENT AGENCY REVENUE SUMMARY
Revolving Loan
Secondary Housing Fund
State Street
9-Line
North Temple Viaduct
North Temple
Housing Development Trust Fund
Granary District
Depot District
West Temple Gateway
West Capitol Hill
Central Business District
Block 70
Act
u
a
l
FY
1
8
-
1
9
Act
u
a
l
FY
1
9
-
2
0
Act
u
a
l
FY
2
0
-
2
1
Act
u
a
l
FY
2
1
-
2
2
Act
u
a
l
FY
2
2
-
2
3
Bu
d
g
e
t
FY
2
3
-
2
4
Bu
d
g
e
t
FY
2
4
-
2
5
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
55,000,000
60,000,000
65,000,000
Salt Lake City Financial Policies
121 Mayor’s Recommended Budget FISCAL YEAR 2024-25
New and Outstanding
Legislative Intents
Updated April 10, 2024
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.
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
Salt Lake City Financial Policies
122 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
FY2021 - 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.
Salt Lake City Financial Policies
123 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
COMMUNITY AND NEIGHBORHOODS DEPARTMENT (CAN)
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.
Salt Lake City Financial Policies
124 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
FY 2023 - 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).
Salt Lake City Financial Policies
125 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
FY 2022 - 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.
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126 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
DEPARTMENT OF ECONOMIC DEVELOPMENT
FY 2015 - Maintenance of Business Districts – See description under Public
Services Department.
FINANCE DEPARTMENT
FY 2024 - 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 times.
FY 2023 - 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.
FY 2023 - 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.
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127 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2024 Administration Response - Response will be forthcoming.
FY 2015 - Maintenance of Business Districts – See description under Public
Services Department.
MAYOR'S OFFICE
FY 2024 - 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.
FY 2024 - 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
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128 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
POLICE DEPARTMENT
FY 2021 - 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 2023 - 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.
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129 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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.
PUBLIC LANDS DEPARTMENT
FY 2024 - 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.
PUBLIC SERVICES DEPARTMENT
FY 2024 - 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.
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130 Mayor’s Recommended Budget FISCAL YEAR 2024-25
A breakdown of the spending of the initial $1.2 million one-time funding has previously
been shared with Council staff.
FY 2015 - 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 in 2022 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.
PUBLIC UTILITIES DEPARTMENT
FY 2023 - 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.
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131 Mayor’s Recommended Budget FISCAL YEAR 2024-25
COUNCIL-LED INTENTS
FY 2023 - 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.
FY 2021 - 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:
•internal affairs,
•external complaints,
•workforce demographics and vacancies,
•body worn cameras (new software to facilitate review was funded), and use
of force.
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132 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Capital
Improvement
Program
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Capital Improvement
Program
INTRODUCTION AND OVERVIEW
Salt Lake City’s Capital Improvement Program (CIP) is a multi-year planning
program of capital expenditures needed to replace or expand the City’s public
infrastructure. The principal element that guides the City in determining the annual
infrastructure improvements and budget schedule is the current fiscal year capital
budget.
The City CIP Budget Process includes a review by the Community Development &
Capital Improvement Program (CDCIP) Board, consisting of community residents
from each district. The CDCIP Board scores projects on a variety of criteria and
provides funding recommendations to the Mayor.
The Mayor considers the CDCIP recommendations as the Administration prepares
its funding recommendations for the City Council as part of the Annual
Recommended Budget. The City Council reviews the recommendations of the
Mayor and the CDCIP Board and carefully analyzes each of the proposed projects
before allocating funding and adopting the final CIP budget. The details of the
recommended FY2024-25 CIP Budget are included in this book.
In considering major capital projects, the City looks at the potential operating
impact of each project. New capital improvements often entail ongoing expenses
for routine operations. Upon completion or acquisition, the repair and
maintenance of new facilities often require additional positions to maintain the
new infrastructure. Conversely, a positive contribution, such as a reduction in
ongoing repairs and maintenance of a capital project, is factored into the decision-
making process.
Each project includes a section for estimated future maintenance and/or
operations expenses, where the departments have included projections of any
increases to future operating costs.
The City also reviews all CIP projects to determine the progress. All projects older
than three years that do not show significant progress are then considered for
recapture, allowing those funds to be used on more shovel-ready projects. The
Administration continuously evaluates the City’s funding of its Capital
Improvement Program. Because the proceeds from debt financing are considered
a source for funding the City’s capital improvement projects, the City analyzes the
effect that issuance of additional debt would have on its debt capacity and current
debt ratio.
Salt Lake City Capital Improvement Program
135 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Salt Lake City Resolution No. 29 of 2017 / Salt Lake City Council Capital and
Debt Management Policies
Resolution No. 29 of 2017 provides the framework for project funding
recommendations. Its guidance helps clarify the expectations of the City’s Capital
Improvement Program and the steps the Administration should take in
determining how to best address the City’s deferred and long-term maintenance
needs.
Some of the policies guiding the CDCIP Board and the Administration include:
•A definition of a capital improvement as having a useful life of five or more
years and cannot have a recurring capital outlay such as a motor vehicle or a
fire engine. It also clarifies that a capital outlay does not include maintenance
expenses such as fixing a leaking roof or painting park benches.
•A capital improvement must be a City asset and have a cost of $50,000 or
more, with few exceptions.
•Salt Lake City aims to maintain its physical assets at a level adequate to protect
its capital investments and minimize maintenance and replacement costs.
•Priorities are given to projects that preserve and protect the health and safety
of the community; are mandated by the state and/or federal government; and
provide for the renovation of existing facilities resulting in the preservation of
the community’s prior investment.
•The recapture of Capital Improvement Program funds during the first budget
amendment of each year if an existing balance remains on a completed
project.
•Debt Service (excluding G.O. Bonding).
FY 2024-25 CAPITAL IMPROVEMENT ALLOCATIONS
Salt Lake City’s FY2024-25 adopted CIP budget appropriates $541,401,048 for CIP,
utilizing General Funds, Class “C” Funds, Impact Fee Funds, Quarter Cent Tax
Funds, Redevelopment Agency Funds, Enterprise Funds, and other public and
private funds.
The City’s General Fund accounts for all debt service on outstanding Sales and
Excise Tax Revenue bonds through a payment from the City CIP contribution,
except for the Eccles Theater project. The Library Fund covers the Local Building
Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt
associated with the construction of two fire stations is funded through CIP. Motor
Fuel Excise Tax Revenue bonds are funded through the City’s Class C Road fund.
Funds to pay debt service, equaling $10,825,204, are included in the adopted
annual budget.
Salt Lake City Capital Improvement Program
136 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City’s
capital improvement projects. Motor Fuel Excise Tax Revenue bonds funded the
reconstruction of Class C roads throughout the City.
A total of $2,750,000 was recommended for Transportation projects. Of this
amount, the budget appropriates $1,500,000 of Funding our Future funds, and
$1,250,000 in ¼ Cent Tax funding. Programs funded include Transit Capital, Safer
Crossings, Neighborhood Byways, and Traffic Signal Replacement.
The recommended budget for Parks, Trails, and Open Space capital improvement
projects includes a total appropriation of $5,875,540 from the General Fund, Parks
Impact Fee funds, and Funding our Future funds. Projects funded include Liberty
Park Greenhouse, Sugar House Park Pavilions, Transitioning to Regionally
Appropriate Landscapes, Adapting Irrigation Systems, and Reducing Water Use,
Citywide Park Restroom Planning Study, Courts and Playgrounds, Jordan River
Revitalization, Riverside Park Pathway Loop, Street Futsal Courts, Playground
Shade, Pocket Park Community Space, Calisthenics Fitness Area, and Conversation
Centers.
Public Services capital improvement recommended budget includes a total
appropriation of $17,225,150. Of this amount, the budget appropriates $4,866,350
from the General Fund, $4,250,000 of Class C funding, $1,358,800 of Funding our
Future funds, $6,750,000 in ¼ Cent Tax funding. Programs funded include 400
South Jordan River Bridge Reconstruction, Complete Streets Reconstruction and
Overlay, Public Way Concrete, Concrete Replacement, Stabilizing the Fire Training
Tower, Facilities Replacement and Renewal Plan, Plaza 349 HVAC Improvements,
and HVAC Control Replacement at the Public Safety Building.
An additional $30,000 in one-time funding for Historic Signs/Markers was also
recommended.
Capital Projects
The CIP pages include details for each recommended project for the FY2024-25
Budget. These pages provide a breakout of the funding recommendations and
future costs associated with each project. The total for capital projects in the
FY2024-25 budget is $25,880,690.
ENTERPRISE FUND PROJECTS
The City’s enterprise functions; Airport, Water, Sewer, Storm Water,
Redevelopment, Refuse Collection and Golf – are by nature, very capital intensive.
The budgets for these activities reflect the need to maintain the integrity and
capacity of the current capital infrastructure and its functionality.
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137 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Airport Fund – The Department of Airports is an enterprise fund of Salt Lake City
Corporation and does not receive any general fund revenues to support the
operation of the City’s system of airports. The Department of Airports (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 III 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.
Public Utilities Funds – Salt Lake City Department of Public Utilities (SLCDPU) has
four distinct utilities: water, sewer, storm water, and street lighting. Each utility is
operated as a separate enterprise fund. Tax money is not used to fund these
services. Funding for SLCDPU capital expenditures comes from user fees, fund
reserves, revenue bonds, and occasionally a grant or state/federal government
subsidized loan. The department is utilizing a Water Infrastructure Financing
Innovation Act (WIFIA) loan to finance a portion of the water reclamation facility
construction, a Building Resilient Infrastructure and Communities (BRIC) grant to
fund a portion of the City Creek Water Treatment Plant reconstruction, and an
American Rescue Plan Act grant to fund the Granary District Floodplain Mitigation
Re-mapping. Customers pay for the services they receive through utility rates that
have been established for each fund. The rates were developed on a cost of service
basis. Our utilities are infrastructure intensive and administration of these assets
requires long term project and financial planning.
The SLCDPU capital budget is shown by fund with subcategory cost centers under
each. In fiscal year 2025, the department has over 60 capital projects between the
Salt Lake City Capital Improvement Program
138 Mayor’s Recommended Budget FISCAL YEAR 2024-25
four funds as well as continuing work on existing projects. Many of the capital
projects in Public Utilities cover multiple fiscal years. It is common for projects to
be designed in one year and constructed in subsequent years. The budget includes
projects rated as a high priority in the Department’s Capital Asset Program (CAP).
The replacement of the water reclamation facility is the largest project undertaken
by SLCDPU. Other elements of our systems are also experiencing aging problems
and will require increasing attention in the future. For example, our three water
treatment plants were built in the 1950’s and early 60’s. Planning is underway for
each of the plants to determine the best approaches for their replacement, with
the City Creek re-construction proceeding towards a 2027 completion date. A
unique aspect of capital projects in SLCDPU is that Federal, State, and local
regulations affect many of our priorities. Adding to the complexity are water rights
and exchange agreement obligations.
RDA Funds – The Redevelopment Agency of Salt Lake City (RDA) strengthens
neighborhoods and commercial districts to improve livability, create economic
opportunity, and foster authentic, equitable communities. The RDA utilizes a
powerful set of financial and planning tools to support strategic development
projects that enhance the City’s housing opportunities, commercial vitality, public
spaces, and environmental sustainability. The RDA’s primary source of funds for
the projects include property tax increment and program income revenue,
depending on the specific budget account.
The RDA often participates with Salt Lake City in the redevelopment or
construction of city owned infrastructure projects. As part of the RDA Budget
Policy, Capital Projects are defined as any project that anticipates multi-year
funding. The allocation of funds for these projects is part of the budget approval
process and is typically contingent on the RDA Board authorizing appropriation
once the specific projects' costs and details are known. Depending on the project,
the timeline for this process may not follow the City’s CIP schedule or requirements
for approval.
The RDA fiscal year 2025 budget process proposes three potential City
infrastructure projects:
•City Creek Daylighting: Allocates an additional $50,000 towards designing the
daylighting of City Creek along the Folsom Trail from 800 West to 1000 West,
supplementing the fiscal year 2024's $100,000 appropriation for final
construction drawings. The total project, aimed at improving access to nature,
water quality, and flood mitigation, is estimated to cost between $15 million
and $20 million.
◦
•Japantown Construction Documents: Designates $100,000 to produce detailed
construction documents for the Japantown Design Strategy, essential for
estimating costs and guiding redevelopment. The plans aim to revitalize the
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139 Mayor’s Recommended Budget FISCAL YEAR 2024-25
neighborhood while honoring its historical significance and fostering
community engagement and connectivity.
◦
•Japantown Art: Designates a total of $336,577 for enhancing the cultural
landscape through various art installations recommended in the Japantown
Design Strategy that celebrate and preserve Japantown’s heritage. The initiative
aims to beautify the neighborhood and provide an engaging artistic experience
for both residents and visitors.
Sustainability Fund - Sustainability operations enable continuing compliance
with federal, state and local regulations related to landfill gas collection, closing
portions of the landfill, and constructing a new landfill cell within the permitted
footprint included in the master plan. Sustainability proposed no capital projects
for FY 2024-25.
Golf Fund - The Golf Division operates seven full-service golf courses at six Salt
Lake City locations providing quality recreational experiences at a competitive price
for Salt Lake City residents and visitors from surrounding cities and various out of
state locations. Golf Course Capital Projects are funded, primarily, from excess
revenue generated by user fees. The Golf Division has produced excess revenue
over the past 3 years and is able to begin re-investing funds into long-overdue
projects.
In addition, for the FY22 budget the Golf Division implemented a Golf CIP Fee
increase from $1 to $2 per every 9 holes played to bring more capital into the Golf
CIP Fund to increase funding from this source for additional future projects.
The Golf Division has budgeted $7,709,000 for Capital Improvement Projects in
FY25. The Golf Division is in the middle of a multi-year project to improve tee box
hitting surfaces by re-leveling and re-sodding many of the tee box areas at each
course and has allocated $60,000 in FY25 from the Golf CIP Fund. The Golf Division
is in the middle of a multi-year project to repair existing cart paths and construct
some new carts paths and has allocated $525,000 for FY25. The Golf Division will
undergo a major project installing a new irrigation system at the Rose Park golf
course budgeted at $4,400,000. Other significant projects include replacing the
driving range fence at Bonneville and driving range hitting facility at Glendale golf
course.
As part of a multi-year plan to upgrade vital maintenance equipment at all courses,
the Golf Division will be using $663,951 in FY25 to purchase additional equipment.
that are moving from design into actual construction. The Airport will be bringing
on 22 gates located on South Concourse East (SCE) in October 2024 which brings
additional staffing and maintenance staff requirements while seeing a significant
reduction in the hardstand operations.
Salt Lake City Capital Improvement Program
140 Mayor’s Recommended Budget FISCAL YEAR 2024-25
De
b
t
S
e
r
v
i
c
e
Debt Service Projects
Sales Tax Series 2014B Bond $ 744,551 $ 744,551
Sales Tax Series 2016A Bond $ 2,008,941 $ 2,008,941
Sales Tax Series 2019A Bond $ 357,351 $ 357,351
Sales Tax Series 2021 $ 518,668 $ 518,668
Sales Tax Series 2022B Bond $ 2,005,851 $ 2,005,851
Sales Tax Series 2022C Bond $ 3,090,117 $ 3,090,117
ESCO Debt Service to Bond $ 923,600 $ 923,600
Fire Station #3 $ 677,575 $ 677,575
Fire Station #14 $ 498,550 $ 498,550
Debt Service Projects Total $ 10,825,204 $ — $ — $ — $ — $ — $ 10,825,204
On
g
o
i
n
g
Ongoing Projects
Crime Lab $ 600,000 $ 600,000
City Leases $ 560,000 $ 560,000
Facilities Maintenance $ 350,000 $ 350,000
Urban Trail Maintenance $ 200,000 $ 200,000
Planning and Design $ 350,000 $ 350,000
Public Lands Maintenance $ 250,000 $ 683,152 $ 933,152
Community and Neighborhoods - Surplus Land RES $ 700,000 $ 700,000
Ongoing Projects Total $ 2,810,000 $ 683,152 $ — $ — $ 200,000 $ — $ 3,693,152
Ot
h
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o
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n
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Other Ongoing
Public Services- ESCO County Steiner $ 155,300 $ 155,300
Public Services - Memorial House $ 20,000 $ 20,000
FY25 Landfill $ 1,500,000 $ 1,500,000
Other Ongoing $ — $ — $ — $ — $ — $ 1,675,300 $ 1,675,300
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
141 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Ne
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New/Maintenance Projects Total
Stabilize the Fire Training Tower Deterioration $ 858,800 $ 858,800
400 South Jordan River Bridge Reconstruction $ 4,000,000 $ 4,000,000
Liberty Park Greenhouse Restoration $ 124,000 $ 124,000
Complete Streets Reconstruction 2025 $ 3,500,000 $ 3,500,000
Liberty Park Greenhouse Design and Construction Documents
$ 804,500 $ 117,200 $ 921,700
Complete Streets Overlay 2025 $ 2,750,000 $ 2,750,000
Public Way Concrete 2025 $ 500,000 $ 500,000
Facilities Replacement and Renewal Plan $ 1,366,350 $ 1,366,350
Plaza 349 HVAC Improvements - Phase I $ 2,200,000 $ 2,200,000
Transit Capital Program / Funding Our Future Transit
$ 750,000 $ 750,000
Safer Crossings Citywide $ 300,000 $ 300,000
Sugar House Park – Two Pavilion Replacements (50/50 Cost Share)
$ 480,000 $ 480,000
Transitioning to Regionally-Appropriate Landscapes, Adapting Irrigation Systems, and Reducing Water Use
$ 500,000 $ 500,000
HVAC Control Replacement at PSB $ 1,300,000 $ 1,300,000
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
142 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Ne
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Citywide Park Restroom Planning Study/Fairmont Restroom Conceptual Design
$ 100,000 $ 100,000
Neighborhood Byways Program $ 20,000 $ 950,000 $ 970,000
Courts & Playgrounds $ 549,150 $ 54,490 $ 603,640
Traffic Signal Replacement and Upgrades Program
$ 730,000 $ 730,000
Amplifying Our Jordan River Revitalization: Doubling Bond Investment
$ 1,300,000 $ 1,300,000
Riverside Park Pathway Loop $ 530,000 $ 530,000
Street Futsal Courts $ 350,000 $ 350,000
Playground Shade $ 500,000 $ 500,000
Pocket Park Community Space - Jake Garn Way $ 330,000 $ 330,000
Equal Grounds Project (Calisthenics-Fitness Area)
$ 86,200 $ 86,200
5th West Commons Conversation Center(s)
$ 50,000 $ 50,000
Historic Signs/Markers $ 30,000 $ 30,000
Concrete Replacement $ 750,000 $ 750,000
New Projects Total $ 7,330,000 $ 3,154,490 $ 4,250,000 $ 3,146,200 $ 8,000,000 $ — $ 25,880,690
Cost Overrun $ 223,171 $ 223,171
Percent for Art $ 167,378 $ 167,378
Total General Fund/Other Fund/Class C Fund/Impact Fee Fund/Surplus Land Fund CIP Projects
$ 21,355,753 $ 3,837,642 $ 4,250,000 $ 3,146,200 $ 8,200,000 $ 1,675,300 $ 42,464,895
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
143 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Ai
r
p
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Airport CIP Projects
FedEx Utilities and Roadway $ 3,935,000 $ 3,935,000
Decommission R/W 14-32 & T/W Improvements $ 3,605,000 $ 3,605,000
Taxiway U & V Proper Design $ 4,725,000 $ 4,725,000
Taxiway U & V Proper Construction $ 102,320,400 $ 102,320,400
Taxiway G from E to North of Delta Ramp $ 4,000,000 $ 4,000,000
Taxiway H1 & End Runway 16L / 34R Repair $ 4,939,000 $ 4,939,000
Taxiway F Reconstruction (F1 - F2)$ 9,524,000 $ 9,524,000
Runway 16L / 34R & Taxiway Complex Ext Environment Assessment
$ 1,500,000 $ 1,500,000
SVRA Randon Aviation Taxilane & Infrastructure $ 760,000 $ 760,000
SVRA Pavement Preservation & Apron Expansion $ 1,000,000 $ 1,000,000
Bus Plaza EV Stations $ 1,162,000 $ 1,162,000
Economy Lot Bus Lane Reconstruction $ 3,067,000 $ 3,067,000
Landside Pavement Management FY25 $ 942,000 $ 942,000
QTA Equipment Replacement $ 248,000 $ 248,000
Electrical Vehicle Charging Stations - Phase IV (FY25)$ 1,549,000 $ 1,549,000
GA Hangar Demo - Hughes & Upper Limit $ 718,000 $ 718,000
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
144 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Ai
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GA Hangar Demo - Rows 6, 7, &15 and Pavement Preservation
$ 1,223,000 $ 1,223,000
State of Utah - Sky Harbour Roadway & Site Improvements
$ 3,260,000 $ 3,260,000
Total Airport CIP Projects $ — $ — $ — $ — $ — $ 148,477,400 $ 148,477,400
Go
l
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Golf CIP Projects
Tee Box Leveling $ 60,000 $ 60,000
Pump Replacement $ 25,000 $ 25,000
Maintenance Equipment $ 456,538 $ 456,538
Range Fence $ 900,000 $ 900,000
Property Fencing Project $ 55,000 $ 55,000
New Construction Projects $ 1,500,000 $ 1,500,000
Irrigation Improvements $ 4,400,000 $ 4,400,000
Cart Path Improvements $ 525,000 $ 525,000
Bridges $ 74,000 $ 74,000
On Course Restroom $ 150,000 $ 150,000
Range Hitting Pad Extension $ 20,000 $ 20,000
Golf Carts $ 206,305 $ 206,305
Total Golf CIP Projects $ — $ — $ — $ — $ — $ 8,371,843 $ 8,371,843
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
145 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Pu
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Public Utilities CIP Projects
Water Main Replacements $ 10,093,000 $ 10,093,000
Treatment Plant Improvements $ 62,850,000 $ 62,850,000
Deep Pump Wells $ 2,000,000 $ 2,000,000
Meter Change-Out Program $ 2,500,000 $ 2,500,000
Water Service Connections $ 3,950,000 $ 3,950,000
Storage Reservoirs $ 1,075,000 $ 1,075,000
Pumping Plants & Pump Houses $ 320,000 $ 320,000
Culverts, Flumes & Bridges $ 2,550,000 $ 2,550,000
Distribution Reservoirs (Tanks)$ 300,000 $ 300,000
Shops, Storehouse, Other Buildings (Water Utility)
$ 80,000 $ 80,000
Treatment Plants $ 214,575,333 $ 214,575,333
Collection Lines $ 24,993,000 $ 24,993,000
Lift Stations $ 2,500,000 $ 2,500,000
Pu
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Shops, Storehouse, Other Buildings (Sewer Utility)
$ 280,000 $ 280,000
Storm Drain Lines $ 2,155,000 $ 2,155,000
Riparian Corridor Improvements $ 450,000 $ 450,000
Landscaping $ 100,000 $ 100,000
Storm Water Lift Stations $ 5,914,000 $ 5,914,000
Detention Basins $ 3,635,000 $ 3,635,000
Shops, Storehouse, Other Buildings (Storm water Utility)
$ 40,000 $ 40,000
Street Lighting Projects $ 1,240,000 $ 1,240,000
Total Public Utilities CIP Projects $—$—$—$—$—$341,600,333 $ 341,600,333
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
146 Mayor’s Recommended Budget FISCAL YEAR 2024-25
RD
A
Redevelopment Agency (RDA) CIP Projects
City Creek Daylighting $ 50,000 $ 50,000
Japantown Construction Documents $ 100,000 $ 100,000
Japantown Art $ 336,577 $ 336,577
Total RDA CIP Projects $ — $ — $ — $ — $ — $ 486,577 $ 486,577
Su
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Sustainability CIP Projects
No Projects $ —
Total Sustainability CIP Projects $ — $ — $ — $ — $ — $ — $ —
Total Enterprise and Other Fund CIP $ — $ — $ — $ — $ — $ 498,936,153 $ 498,936,153
GRAND TOTAL $ 21,355,753 $ 3,837,642 $ 4,250,000 $ 3,146,200 $ 8,200,000 $ 500,611,453 $ 541,401,048
Salt Lake City
General Fund / Class C / Impact Fee / 1/4 Cent Sales Tax / Enterprise Fund / Other CIP Summary
Fiscal Year 2025
PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL
Salt Lake City Capital Improvement Program
147 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Department
Budgets
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OFFICE OF THE CITY COUNCIL
Organizational Structure Fiscal Year 2024-25
Salt Lake City Office of the City Council
151 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE CITY COUNCIL
Cindy Gust-Jenson, Executive Director
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 3,985,002 4,977,720 5,256,811
Operating and Maintenance 18,635 58,800 58,800
Charges & Services 856,161 921,729 971,729
Capital Expenditures 14,890 2,000 2,000
Total Office of the City Council 4,874,688 5,960,249 6,289,340
DIVISION BUDGETS
Community Affairs 4,725,478 5,610,149 5,939,240 39.00
Legislative Non-Departmental 149,210 350,100 350,100
Total Office of the City Council 4,874,688 5,960,249 6,289,340
FUNDING SOURCES
General Fund 4,874,688 5,960,249 6,289,340 39.00
Total Office of the City Council 4,874,688 5,960,249 6,289,340
FTE by Fiscal Year 36.00 39.00 39.00
FY 2025 Department Budget
Personnel Services
5,256,811
Operating and Maintenance
58,800
Charges & Services
971,729
Capital Expenditures
2,000
Salt Lake City Office of the City Council
152 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE CITY COUNCIL
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base to Base Changes (296,864)
Base-to-base changes compares personal services costs adopted as part of the FY2024
budget to actual personal services costs paid during the first pay period of the calendar year
2024. Changes in this category incorporate changes in personal services at the individual
staff level, including pay adjustments, reclassifications, career ladders, and benefits changes
that happened in the first part of the current fiscal year.
Pension Changes 44,840
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 48,524
This increase reflects the cost of insurance for the City Council as described in the Budget
Summary section of the Budget Book.
Salary Proposal 405,271
This increase reflects the City Council Office portion of the salary proposal described in the
Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 19,750
The Health Saving Account is increased based on the description in the Budget Summary
Policy Issues
Compensation Adjustments 57,570
Compensation increase for various employees
Executive Security 50,000
Security for City Council events and meetings.
Salt Lake City Office of the City Council
153 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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154 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE MAYOR
Organizational Structure Fiscal Year 2024-25
Salt Lake City Office of the Mayor
155 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE MAYOR
Erin Mendenhall, Mayor of Salt Lake City
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 4,217,383 5,238,468 5,537,026
O & M 51,515 112,953 138,473
Charges & Services 808,760 1,443,146 1,690,396
Capital Expenditures 42,132 25,500 500
Total Office of the Mayor 5,119,790 6,820,067 7,366,395
DIVISION BUDGETS
Community Outreach 448,615 1,293,505 1,557,344 9.00
Communication 4,671,175 5,526,562 525,788 3.00
Policy Advisors — — 690,083 3.00
Executive Staff — — 2,641,543 12.00
Government Relations — — 126,600
Equity Administration — — 1,825,037 8.00
Total Office of the Mayor 5,119,790 6,820,067 7,366,395
FUNDING SOURCES
General Fund 5,119,790 6,820,067 7,366,395 35.00
Total Office of the Mayor 5,119,790 6,820,067 7,366,395
FTE by Fiscal Year 32.00 34.00 35.00
Salt Lake City Office of the Mayor
156 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personnel Services
5,537,026
O & M
138,473
Charges & Services
1,690,396
Capital Expenditures
500
Salt Lake City Office of the Mayor
157 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE MAYOR
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 26,915
Base-to-Base changes compare personal services costs adopted as part of the FY2024 budget
to actual personal services costs paid during the first pay period of the calendar year 2024.
Changes in this category incorporate changes in personal services at the individual staff level,
including pay adjustments, reclassifications, career ladders, and benefits changes that
happened in the first part of the current fiscal year.
Pension Changes (24,548)
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 15,021
This increase reflects the Office of the Mayor's insurance cost as described in the Budget
Summary section of the Budget Book.
Salary Proposal 111,021
This increase reflects the Mayor's Office portion of the salary proposal described in the
Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 17,250
The Health Saving Account is increased based on the description in the Budget Summary.
Budget Amendment #2: Love Your Block, Know Your Neighbor 62,250
Funding added in budget amendment #2 of FY2024 for the Know Your Neighbor Program
and the Love Your Block Program ongoing expenses.
Policy Issues
Office Reconfiguration Removal of One-time Funding (25,000)
Funding for the Mayor's Office office reconfiguration to accommodate additional employees
is being removed.
SLC Volunteer Corps Expansion (Consultant & Operating Exp) (Ongoing) 63,000
Funding of $30,000 is being included for a consulting fee to develop a volunteer service plan
and an additional $33,000 is being included for ongoing operational costs of the program.
Love Your Block Program - Tool & Expansion (One-time) 69,000
The recommended budget includes $65,000 for a truck and equipment for a trailer. An
additional $4,000 is also being included for ongoing operational costs and maintenance.
Senior Advisor to the Mayor (Grade 39) (12 Months) 216,420
The budget includes funding for a Senior Advisor to the Mayor position. This position will
oversee the execution of priority projects and public-private partnerships currently identified
and prioritized by the Mayor, including but not limited to the downtown sports &
entertainment district, Main Street pedestrian improvements, the Green Loop, and Grand
Boulevards.
Community Cultural Events Supplies (Ongoing) 15,000
The budget includes funding for supplies for the community cultural events.
Salt Lake City Office of the Mayor
158 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF AIRPORTS
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Airports
159 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Department of Airports
AIRPORT OVERVIEW
The Salt Lake City Department of Airports manages Salt Lake City International
Airport (the Airport), Tooele Valley Airport, and South Valley Regional Airport. The
Airport serves a multi-state region and consists of three air carrier runways and a
general aviation runway and is classified as a large hub airport. The Airport's
extensive route network served over 26.4 million passengers in FY2023. The
Airport provides 321 daily departures and arrivals to 92 non-stop destinations.
Enplaned passengers are estimated to increase by approximately 2.9% from the
FY2024 budget of 14.1 million enplanements to 14.5 million enplanements for
FY2025. The NEW SLC completed phase II of the new airport with the opening of 22
new gates on Concourse A east in October of 2023. Phase III will bring an initial 5
gates on Concourse B east in October of 2024 as well as the opening of the much
anticipated Central Tunnel.
Tooele Valley Airport is a general aviation reliever airport to the Airport. It has one
runway and support services are on-demand only. South Valley Regional Airport is
also a general aviation reliever airport. It also has one runway and is a base for a
Utah National Guard military helicopter unit.
The Department of Airports is an Enterprise Fund. It is not supported by property
taxes, general funds of local governments or special district taxes. Capital funding
requirements for FY2025 are met from non-aeronautical revenues, passenger
facility charges, customer facility charges, general airport revenue bonds (GARBs),
Federal Aviation Administration grants under the Airport Improvement Program,
and State grants.
MISSION AND VISION STATEMENT
The mission of the Salt Lake City Department of Airports is to develop and
manage a system of airports, owned by Salt Lake City, which provides quality
transportation facilities and services to optimize convenience, safety, and
efficiency for aviation customers. The vision is to achieve excellence and
unprecedented customer service in making Salt Lake City among the most
convenient and efficient air transportation centers in the world.
Salt Lake City Department of Airports
160 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF AIRPORTS
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Pass the Transportation Security Administration's
annual security inspection, TSR 1542 Security Regulations
Passed Passed Passed Pass Pass
Pass the annual certification by the FAA per Regulation 139 Passed Passed Passed Pass Pass
Maintain airfield runway operating capacity rate of not less than 95%>95%>95%>95%>95%>95%
The Airport Enterprise Fund
will maintain adequate cash
reserves of 25% of their operating expenditures
>25%>25%>25%>25%>25%
Target cost per enplaned passenger of not greater than $20.00 11.25*8.11*8.28 9.94 17.88
*Reflects impacts of COVID-19
Salt Lake City Department of Airports
161 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY DEPARTMENT OF AIRPORTS
William W. Wyatt, Department Director
I
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 58,756,634 71,058,829 76,520,700
Operating and Maintenance 20,108,959 18,938,100 25,014,000
Charges & Services 93,691,677 118,528,368 137,309,375
Capital Expenditures (64) 188,100,800 167,478,025
Interest & Bond Expenditures 139,648,339 123,662,900 169,923,000
Depreciation & Amortization 148,449,312 — —
Transfers Out — 150,000 150,000
Total Airport 460,654,857 520,438,997 576,395,100
DIVISION BUDGETS
Office of the Director 1,456,325 1,890,775 1,799,252 3.00
Finance & Accounting 298,933,161 322,696,040 349,434,063 16.50
Operations 49,384,056 55,303,646 58,251,711 209.80
Commercial Services 5,041,422 6,767,575 7,274,322 17.00
Maintenance 77,415,639 98,040,783 113,942,908 325.50
Planning & Environmental 1,977,943 3,039,050 3,452,056 16.00
Design & Construction Management 1,967,836 3,799,151 4,441,529 29.50
Information Technology 12,579,207 15,316,701 21,345,708 43.00
Communications & Marketing 1,246,902 1,879,976 1,991,352 4.00
Airport Police 10,652,366 11,705,300 14,462,200
Total Airport 460,654,857 520,438,997 576,395,100
FUNDING SOURCES
Airport Fund 5,054,978 6,044,149 576,395,100 664.30
Total Airport 5,054,978 508,778,032 576,395,100
FTE by Fiscal Year 619.30 639.30 664.30
Salt Lake City Department of Airports
162 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personnel Services
76,520,700
Operating and Maintenance
25,014,000
Charges & Services
137,309,375
Capital Expenditures
167,478,025
Interest & Bond Expenditures
169,923,000
Salt Lake City Department of Airports
163 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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164 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE CITY ATTORNEY
Organizational Structure Fiscal Year 2024-25
Salt Lake City Office of the City Attorney
165 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Office of the
Salt Lake City Attorney
DEPARTMENT VISION STATEMENT
Our goal is to be valued and trusted partners, recognized and relied upon for our
expertise, creativity, and commitment to advancing the City’s goals.
DEPARTMENT MISSION STATEMENT
The City Attorney’s Office’s mission is to provide high-quality, timely legal
advice to the City and be relied upon as a trusted, productive, and positive City
team member.
DEPARTMENT OVERVIEW
The Department of the Salt Lake City Attorney includes four divisions: the Civil
Attorney's Division, the Office of the City Recorder, the Legislative Affairs Division,
and the Risk Division. In addition, the City Attorney's Office manages the
contractual relationship between the County District Attorney and the City, in
which the County District Attorney is designated as the City Prosecutor.
The Department of the City Attorney strives to supervise and coordinate efforts of
its Divisions to support departments of the City (both the Administrative and
Legislative branches) through legal advice, process, and policy development.
Administratively, the Office closely coordinates with Risk Management on litigation
matters and claims submitted against the City, works with the Prosecutor’s Office
on budgetary and administrative matters, supports the Recorder’s Office to serve
the City’s goals of transparency and compliance with the law. The recent addition
of the Legislative Affairs division aligns the responsibility for monitoring state and
federal legislation and engaging in advocacy, collaboration, and tracking of
legislative matters for the City.
Salt Lake City Office of the City Attorney
166 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE CITY ATTORNEY
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Maintain an hourly rate for services provided by the City Attorney's Office (CAO) to less than 50% of the average rates the City pays for outside counsel
0.5 0.5 0.5 0.5 0.5
Maintain the number of open litigation holds to less than a 10% increase from year to year
16% increase <10%<10%
Maintain the number of open litigation cases to less than a 10% increase from year to year
51% increase <10%<10%
Maintain a disposition rate of 85% or higher.85%97%>85%>85%
Have City Council Minutes approved and available to the public within 30 days at least 95% of the time.
80%95%95%100%100%
Number of GRAMA requests received by the City annually 15,976 16,435 15,620 15,000 15,000
Annual percentage increase in GRAMA requests >1%>1%>1%>1%
Process, activate, and digitize all contracts entered into on behalf of Salt Lake City within three working days 100% of the time
95%98%98%100%100%
Number of workers’ compensation claims filed, based on date of injury TBD 570 504 504 504
Number of property damage claims filed, based on date of loss. TBD 209 307 307 307
Number of bodily injury, claims filed, based on date of loss TBD 34 58 95 95
Salt Lake City Office of the City Attorney
167 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY ATTORNEY’S OFFICE
Katherine Lewis, City Attorney
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 8,603,303 10,609,631 13,713,604
Operating and Maintenance 57,605 98,841 1,506,468
Charges & Services 7,728,732 7,922,884 6,617,282
Capital Expenditures 25,847 85,844 30,844
Total Attorney's Office 16,415,487 18,717,201 21,868,197
DIVISION BUDGETS
City Attorney's Office (Civil Division) 5,349,678 7,588,241 8,165,382 23.00
City Recorder 1,119,291 1,354,287 1,664,797 12.00
Risk Management 6,409,166 4,856,345 6,077,613 3.80
Prosecutor's Office 3,537,352 4,918,328 5,508,661 36.50
Legislative Review — — 451,744 4.00
Total Attorney's Office 16,415,487 18,717,201 21,868,197
FUNDING SOURCES
General Fund 8,683,237 10,490,844 12,881,528 66.50
Governmental Immunity Fund 4,198,907 3,370,012 3,894,763 9.00
Risk Fund 3,533,343 4,856,345 5,091,906 3.80
Total Attorney's Office 16,415,487 18,717,201 21,868,197
FTE by Fiscal Year 57.5 73.30 79.30
FY 2025 Department Budget
Personal Services
13,713,603.5
O & M
1,506,467.72
Charges and Services
6,617,281.56
Capital Expenditures
30,844
Salt Lake City Office of the City Attorney
168 Mayor’s Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE SALT LAKE CITY ATTORNEY
Katherine Lewis, City Attorney
Changes discussed below represent adjustments to the FY 2023-24 adopted General Fund budget.
Personal Services Base-to-Base Changes 82,365
Base-to-Base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 151,306
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 120,416
This increase reflects a change in the cost of insurance for the Attorneys’ Office as described in the
Budget Summary section of the Budget Book.
Salary Proposal 1,333,860
This increase reflects the Attorney's Office portion of the salary proposal described in the Budget
Summary portion of the Mayor's Recommended Budget Book.
CCAC Salary Adjustments 13,977
The budget includes funding to bring non-represented positions in the City to fair market value in
accordance with the Citizen's Compensation Advisory Committee (CCAC).
Health Savings Account 39,500
The Health Savings account is increasing as described in the Budget Summary.
Policy Issues
Office Reconfiguration One-time Cost Reduction (55,000)
Represented as a reduction of one-time funding for the break room design on the 5th floor.
Operating Costs - Legislative Affairs (Ongoing) 80,000
The Division was created during a budget amendment, and it was an oversight to not include
operating costs. The costs will account for professional development and access to the Lobby Lounge.
Personnel Adjustments-Legislative Affairs (Adjust a position to grade E35) (Ongoing) 85,287
Adjustment of a position to provide Deputy Director support to the Legislative Affairs Director
position. This also includes a re-class to the Legislative Affairs Director.
Professional Development (One-time) 49,000
Conference attendance, annual certification requirements and a growing team aligns with the design
for collaborative partner development through professional opportunities.
Personnel Adjustments - Recorder's (Deputy Recorders from E26 to E31) (Ongoing) 89,710
Deputy Recorders have evolved in their role to include technology development and data
management in addition to paper records and operations. This adjustment is representative of the
required skill set and citywide support offered by the Recorder’s office. This also includes a re-class
for the Director of the Recorders Office.
Special Projects Analyst - Board Member Compensation (E26) (10 Months) (Ongoing) 89,640
In fulfillment of the Executive Order regarding Board & Commission Member compensation, the
Recorder’s office is handling the compensation in coordination with HR and Finance.
Salt Lake City Office of the City Attorney
169 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Prosecutors Office - City Prosecutor Assistant (10 Months) (Ongoing) 60,623
Due to the judge model adjustment, two prosecutor assistants are necessary to support a single
judge. The request supports the new model of support, improve case processing and lessen the
probability of employee burnout.
Salt Lake City Office of the City Attorney
170 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Community and Neighborhoods
171 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Department of Community
and Neighborhoods
DEPARTMENT OVERVIEW
1.CAN Administration
2.Building Services
3.Housing Stability
4.Planning
5.Transportation
6.Youth and Family
MISSION STATEMENT
The Department of Community and Neighborhoods creates Sustainable, Equitable,
Growing, and Opportunity-rich (“SEGO”) communities and neighborhoods through
emphases on:
1. Upward Mobility
2. Housing Affordability
3. Community Investment
4. Transportation Options
5. Neighborhood Amenities
6. Safe and Healthy Built Environments.
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Building Services Number of building safety and
code compliance inspections completed 46,686 46,307 57,907 46,000 46,000
Transportation Number of annual service requests (stop signs, speeding, signal timing, parking, etc.)958 1,145 1,427 1,400 1,400
Planning Number of planning applications received annually 1,191 1,202 1,045 875 875
Housing Stability Residents assisted through programs supported by Federal funds 10,723 11,950 15,149 16,350 16,350
Salt Lake City Department of Community and Neighborhoods
172 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
Blake Thomas, Department Director
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 20,681,585 23,272,321 26,249,025
O & M 300,965 298,475 296,077
Charges & Services 9,937,576 9,572,365 8,164,036
Capital Expenditures 105,946 — —
Total Community & Neighborhoods 40,484,819 33,143,161 34,709,138
DIVISION BUDGETS
Building Services 7,000,103 7,685,416 8,994,317 65.00
Office of the Director 1,995,495 3,159,283 2,374,003 13.00
Housing Stability 10,717,062 9,106,818 9,762,459 22.00
Planning 4,941,873 5,426,157 5,888,337 42.00
Youth and Family Development 2,739,865 3,349,088 2,908,111 21.00
Transportation 13,090,421 4,416,399 4,781,912 30.00
Total Community & Neighborhoods 40,484,819 33,143,161 34,709,138
FUNDING SOURCES
General Fund 30,935,445 33,143,161 34,709,138 193.00
Transportation Fund 9,549,374 —
Total Community & Neighborhoods 40,484,819 33,143,161 34,709,138
FTE by Fiscal Year 190.00 195.00 193.00
FY 2025 Department Budget
Personal
Services
26,249,025
O & M
296,077
Charges &
Services
8,164,036
Salt Lake City Department of Community and Neighborhoods
173 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 1,024,588
Base-to-Base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 165,861
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 298,742
This increase reflects a change in insurance cost for the Department of Community and
Neighborhoods as described in the Budget Summary section of the Budget Book.
Salary Proposal 1,590,278
This increase reflects the Department of Community and Neighborhoods' portion of the salary
proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
CCAC Salary Adjustments 213,920
The budget includes funding to bring non-represented positions in the City to fair market value in
accordance with the Citizen's Compensation Advisory Committee (CCAC).
Health Savings Account 101,000
The Health Saving Account has increased as described in the Budget and Summary
Policy Issues
Youth & Family 4.0 FTE - Typically Grant Funded (447,136)
The FY 2024 included one time costs for 4 Youth and Family FTE's that are typically funded by a grant.
However, due to the timing and uncertainty of receiving the grant, these positions were temporarily
appropriated in the general fund.
Train Crossing Safety Signage (FOF) (150,000)
The FY 2024 budget included one time costs for a pilot program to create a system that alerts travelers
with dynamic signage at strategic railroad crossings that will allow them to take a different route.
Budget Amendment : PD Substation TI Moved to PS (513,208)
The FY 2024 budget included one time costs for the tenant improvement (TI) of the PD Substations.
The budget was transferred to Public Services as the administering entity of TI in a Budget
Amendment.
Planning Study (100,000)
The FY 2024 budget included one time costs to hire a consultant to assist with a study of
neighborhoods meeting basic core needs within walking distance.
Youth & Family Strategic Plan (100,000)
The FY 2024 budget included one time costs to draft a strategic plan to ensure the city is effectively
serving our youth and not duplicating community programs.
Homeless - Ambassador Expansion Area Increase 197,399
In order to continue to fund the ambassador coverage of Rio Grande, North Temple, Ballpark and
Central City areas, The Downtown Alliance has requested an increase in budget due to inflationary
costs in order to maintain the same level of staffing and coverage.
Salt Lake City Department of Community and Neighborhoods
174 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Homeless - Black Water Tank Disposal Voucher Program (10,000)
Th FY 2024 budget included one time costs for black water dumping of occupied RV's where needed to
protect public and environmental health.
Homeless - RV Repairs (100,000)
The FY 2024 budget included one time costs for simple repairs of RV occupied vehicles and for the
decommission of RV's that were closed to occupancy. Any future funding for this program will be
requested through Public Services.
Homeless - Winter Shelter Overflow (60,000)
In order to maintain a flat budget, this budget is being reduced to fund the Ambassador program
increase. The decrease to this program will have little to no effect on current levels of service because
other State homeless funding exists to help fill this gap.
Homeless - United Site Portable Toilet Rental (27,399)
In order to maintain a flat budget, this budget is being reduced to fund the Ambassador program
increase. The decrease to this program will have little to no effect on current levels of service because
other State homeless funding exists to help fill this gap.
Communications and Engagement Manager (Grade 34) (10 Months) 139,715
CAN has many public facing divisions. This position will help craft effective communication strategies,
ensuring consistent messaging across divisions/department, including public relations, internal
communications and monitoring media coverage. (1 FTE)
Building Inspector III (Grade 27) (10 Months) 104,580
The budget includes a new FTE in order to comply with ordinance (5.14.085) requiring apartments
being inspected for housing violations every 4 years. (1 FTE)
Fleet Fuel Increases (Ongoing) 11,557
The FY 2024 budget includes inflationary increases based on fuel usage and prices.
Housekeeping - Consolidate City Lease Budgets (CIP) (Ongoing) (560,000)
There are currently three city properties that are leased (CCC, PD Substations, and the Crime Lab).
These funds are being transferred to consolidate all city leases into a single budget for tracking and
reporting purposes.
Salt Lake City Department of Community and Neighborhoods
175 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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176 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF ECONOMIC DEVELOPMENT
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Economic Development
177 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Department of Economic
Development
DEPARTMENT VISION STATEMENT
Salt Lake City, the Capital City of Utah, seeks to serve as a regional leader for
economic opportunities, commerce, culture and recreation, research and
innovation, sustainability, and inclusiveness.
DEPARTMENT MISSION STATEMENT
The Department of Economic Development’s (Department) mission is to build Salt
Lake City as a vibrant, beautiful, prosperous, diverse, and authentic place. We do
this as a professional organization through partnerships, business development,
arts and culture, place-making, and revitalization, while promoting the City’s
many attributes.
DEPARTMENT OVERVIEW
The Salt Lake City Department of Economic Development is working hard to make
Salt Lake City a better place to build a business and also a life. Along with
overseeing Economic Development initiatives, the Department focuses on business
development and growing the arts through the Salt Lake City Arts Council (Arts
Council). These teams have aligned resources and streamlined processes to grow
and nurture a city that fosters gainful job creation, thriving business districts and
neighborhoods, and a diverse arts and culture scene.
The Department of Economic Development has established a building services
liaison for businesses/developers to provide guidance on design review and
submittal processes throughout the City. The Department has grown partnerships
with key players in the Utah Economic Development ecosystem. Notably, the
Economic Development Corporation of Utah (EDC Utah), Governor's Office of
Economic Opportunity, Visit Salt Lake, and Salt Lake County. Also, the Department
has developed local partnerships with entities that include, Salt Lake City Arts
Council Foundation, the Downtown Alliance, Suazo Business Center, BioHive,
BioUtah, the World Trade Center Utah, the Salt Lake Chamber and the Diverse and
Ethnic Chambers of Commerce in the Salt Lake City Area.
Salt Lake City Department of Economic Development
178 Mayor’s Recommended Budget FISCAL YEAR 2024-25
*Business Development Division Performance Measurements
Business Development Performance Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Business Recruitment and Retention Site Visits 64 165 187 ≥225 235
New Leads Generated 131 194 200 ≥220 230
New Opportunities Created from Leads 138 242 130 ≥130 137
WINs (Written Impact Narrative) co-
published investment successes
with companies
11 16 12 ≥12 13
*Note: It is important to recognize that during the COVID-19 Pandemic, it was difficult to perform some of the activities that are part of
the work of the Economic Development Team which include, but are not limited to, visits with business owners and partners. However
during the pandemic, the Department created programs to support businesses; and although, these programs brought support to
businesses, it also resulted in the metrics being impacted during this unprecedented time.
Arts Council (Division) Mission Statement
The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts organizations in
order to facilitate the development of the arts and expand awareness, access, and engagement.
Arts Council Performance Measure 2021 Actuals 2022 Actual 2023 Actual 2024 Target 2025 Target
Attendees 36,070 68,594 86,277 45,000 40,000
Artists Served 1,532 3,265 2,024 2,000 1,500
Total Grants Awarded 151 141 149 115 85
Salt Lake City Department of Economic Development
179 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF ECONOMIC DEVELOPMENT
Lorena Riffo-Jenson, Department Director
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 2,573,663 3,035,078 3,574,170
O & M 14,860 43,800 43,800
Charges & Services 422,948 646,213 591,213
Capital Expenditures 208,578 700,000 600,000
Total Economic Development 3,220,049 4,425,091 4,809,183
DIVISION BUDGETS
Economic Development 1,924,246 3,004,282 1,849,202 14.50
Business Development — — 1,257,139
Arts Council 1,045,803 1,170,809 1,402,842 9.00
Cultural Core 250,000 250,000 300,000
Total Economic Development 3,220,049 4,425,091 4,809,183
FUNDING SOURCES
General Fund 3,220,049 4,425,091 4,809,183 23.50
Total Economic Development 3,220,049 4,425,091 4,809,183
FTE by Fiscal Year 22.00 22.00 23.50
FY 2025 Department Budget
Personal Services
3,574,170.18
O & M
43,799.88
Charges and Services
591,212.88
Capital Expenditures
600,000
Salt Lake City Department of Economic Development
180 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF ECONOMIC DEVELOPMENT
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 55,113
Base-to-Base changes compares personal services costs adopted as part of the FY 2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Insurance Rate Changes 81,596
This increase reflects a change in the insurance cost for the Department of Economic Development
as described in the Budget Summary section of the Budget Book.
Salary Proposal 292,414
This increase reflects the Department of Economic Development's portion of the salary proposal
described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Pension Changes 41,718
The budget includes changes as required for participation in the Utah State Pension System.
CCAC Salary Adjustments 3,751
The budget includes funding to bring non-represented positions in the City to fair market value in
accordance with the Citizen's Compensation Advisory Committee (CCAC).
Health Savings Account 17,500
The budget includes an increase as described in the Budget Summary
Policy Issues
DED Strategic Plan (One-time) (80,000)
This one-time funding in FY2023/2024 was to engage a consultant to build on the work done in the
previous strategic plan and includes changes within the economic landscape in Salt Lake City since
2020 and was one-time funding. The Department has contracted with a consultant and the process is
under way. No additional funding is needed.
Partnerships with Non-profits Servicing Local Small Business (30,000)
This one-time funding in FY2023/2024 was included by City Council in FY2024 to extend our
traditional financial support to community based organizations to more, smaller organizations who
serve small businesses.
Granary District Special Assessment Area Study (60,000)
This one-time funding was for the City to contract a consultant and pay the Bond Counsel for the
City’s due diligence to create a legal assessment area in the Granary District.
Main Street Promenade Economic Analysis (One-time) 115,000
This one-time funding request is a follow up analysis to the Main Street Promenade conceptual
design study. This study will report on key economic indicators such as sales tax, property tax, etc.
that will project the return on investment. It will also identify sources of funding to construct the
Promenade.
Salt Lake City Department of Economic Development
181 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Construction Mitigation (Continuation of One-time Funding) 100,000
The budget includes additional construction mitigation funding to continue the service provided by
the City starting in FY2022. The funding will be used to provide grants to businesses affected by
construction projects that have caused loss of revenue to promote their businesses to their
customers.
Non-Departmental Sister Cities (12 Months. PT) 47,000
DED has demonstrated the value and potential for the Sister Cities Program enhancements, but the
Department is not able to sustain it with existing resources. In addition, the Olympic bid has put
more pressure on diplomatic requests and demands within the City. (.5 FTE).
Salt Lake City Department of Economic Development
182 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF FINANCE
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Finance
183 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Finance Department
DEPARTMENT VISION STATEMENT
As stewards of public resources, we continually strive to excel in providing
accurate, clear, relevant, complete, and timely information through the
development and implementation of innovative programs and processes.
DEPARTMENT MISSION STATEMENT
In the spirit of service and dedication, the Finance Department develops
efficient and sustainable solutions to manage and safeguard Salt Lake City’s
financial resources.
DEPARTMENT OVERVIEW
The Finance Department consists of six divisions: the Treasurer’s Office, Purchasing
and Contracts, Accounting and Financial Reporting, Administrative Audit, Revenue
Operations, and Policy and Budget. Grants Acquisition and Management, Financial
Analytics, and Capital Asset Planning are also housed within the department. Each
division is vital to Salt Lake City’s financial health and functionality.
•Accounting and Financial Reporting is responsible overall for payments and
financial reporting required by state law.
•Policy and Budget primarily focuses on ushering anything budget-related
within the City’s financial functions through all the required steps in the
annual budget and budget amendment process.
•Purchasing and Contracts Management staff are responsible for researching,
developing, procuring, and contracting for operational supplies and services
required for each City department to function within its defined scope.
•Administrative Audit functions entail auditing internal processes, policies,
procedures and investigating allegations of fraud, waste and abuse as well as
maintaining the fraud, waste and abuse hotline.
•Revenue Operations functions entail helping all departments collect on all
past-due revenues and ensure that revenues are coming into the City in a
timely manner.
•The Treasurer’s Office has the primary responsibility of ensuring the City’s
fiduciary responsibilities relating to the collection, management, and
disbursement of public funds are handled responsibly.
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Maintain a General Fund Balance of
at least 15% of operating budget 21%24%38%>15%>15%
Maintain the City’s prestigious AAA
rating AAA AAA AAA AAA AAA
Salt Lake City Department of Finance
184 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY DEPARTMENT OF FINANCE
Mary Beth Thompson, Chief Financial Officer
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 9,046,505 10,643,897 11,361,105
O & M 78,135 780,174 291,841
Charges & Services 5,763,584 5,573,153 1,355,684
Capital Expenditures — 1,145,000 —
Total Finance 14,888,224 18,142,224 13,008,630
DIVISION BUDGETS
Office of the Director — — 602,285 10.00
Accounting & Financial Reporting 3,206,820 2,229,781 3,345,798 14.00
Policy & Budget 855,138 3,140,673 668,218 8.00
Purchasing & Contracts 1,224,556 1,558,727 1,700,393 13.00
Revenue & Collections 1,970,345 2,073,612 3,556,024 23.00
Internal Audit 1,035,779 1,248,797 877,849 4.00
Treasurer's Office 1,781,394 1,961,447 1,994,504 9.00
Grants Administration — — 263,558 4.00
ERP Maintenance 4,814,192 5,929,187 —
Total Finance 14,888,224 18,142,224 13,008,630
FUNDING SOURCES
General Fund 10,038,470 12,168,296 12,963,889 84.70
Information Management Serv. Fund 4,814,192 5,929,187 —
Risk Fund 35,562 44,741 44,741
Total Finance 14,888,224 18,142,224 13,008,630
FTE by Fiscal Year 76.70 81.70 84.70
Salt Lake City Department of Finance
185 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services
11,361,105
O & M
291,841
Charges and Services
1,355,684
Salt Lake City Department of Finance
186 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF FINANCE
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 154,466
Base-to-base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 18,428
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 66,413
This reflects an increase in the cost of insurance for the Finance Department as described in the
Budget Summary section of the Budget Book.
Salary Proposal 343,378
This increase reflects the Finance Department's portion of the salary proposal described in the
Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 37,600
The budget includes an increase as described in the Budget Summary
Policy Issues
Resource X Program Based Budgeting (Ongoing) 60,000
Funding to continue the work effort around Program Based Budgeting with ResourceX. Now in its
third year, all general fund departments are participating and staff are looking to establish a long-
term contract.
Business Systems Analyst (Grade 28) (10 Months) 126,437
Two Business Systems Analyst positions are being recommended to primarily focus on tasks
surrounding the Workday Program. With Salt Lake City's new financial system has come some great
and new modules that weren't included in the legacy system. These new modules have created
demand to maintain, test, and improve the operations of the new financial system. (2 FTE)
Grant Analyst - PT to FT (Ongoing) 55,284
The existing Grant Analyst position has been difficult to fill as a part-time position due to the
expertise and skill set needed. As a full-time position, it is anticipated it will be easier to find stronger
candidates. (+ .5 FTE)
Salt Lake City Department of Finance
187 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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188 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FIRE DEPARTMENT
Organizational Structure Fiscal Year 2024-25
Salt Lake City Fire Department
189 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Fire Department
DEPARTMENT VISION STATEMENT
The Salt Lake City Fire Department provides exceptional emergency services with
progression and efficiency.
DEPARTMENT MISSION STATEMENT
Prepare Effectively. Respond Professionally. Impact Positively.
DEPARTMENT OVERVIEW
The Salt Lake City Fire Department specializes in urban structural firefighting,
emergency medical services, and emergency management. The Department
has 406 full-time equivalent positions, divided into two battalions, serving in 14
stations covering 97 square miles.
All Firefighters hold a certification as Emergency Medical Technicians (Basic Life
Support). The Department also has firefighters trained to specialty levels of
Engineer, Hazardous Materials (Hazmat), Airport Rescue Firefighter (ARFF),
Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer
service delivery.
The Fire Administration Division comprises the Logistics, Community Relations, Fire
Prevention, Medical Services, and Technology Division. Logistics provides support
for all fire apparatus the department uses and they maintain the fire facilities' and
fire equipment. Fire Prevention reviews all buildings and proposed new
construction. Medical Services overseas the Community Health Access Team
(CHAT), Medical Response Team (MRT), CPR training, and Continuing Medical
Education (CME) for the department. Technology oversees all radio upkeep, station
alerting, and computer programs/software related to the department.
Fire Operations consist of Station Operations, Airport Operations, and the Training
Division. Firefighters are trained and ready to respond, meeting our core mission
of service to the public. The department maintains four firefighters per emergency
unit to operate at the most effective and efficient level possible and to protect
firefighters from the dangers associated with fighting fires. Each fire unit assigned
to the Operations Division is required to perform monthly business inspections.
Firefighters assigned to the Airport are the first responders to the airfield and
trained to the specialty level of Airport Rescue Firefighter (ARFF).
Salt Lake City Fire Department
190 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FIRE DEPARTMENT
Karl Lieb, Fire Chief
Department Performance Measurements
Performance Measures 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Improved turnout times Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Reduce Operational Injuries Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target
Fire Prevention will complete 4,300
inspections per year 3,539 3,635 3,392 >4,300 >4,300
Salt Lake City Fire Department
191 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY FIRE DEPARTMENT
Karl Lieb, Fire Chief
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 44,586,146 48,966,928 51,302,040
O & M 1,225,905 1,306,645 1,313,045
Charges & Services 1,755,691 1,806,784 1,798,923
Capital Expenditures 390,633 184,000 135,000
Total Fire 47,958,375 52,264,357 54,549,008
DIVISION BUDGETS
Fire Administrative Services 8,074,717 9,028,904 4,022,352 83.00
Fire Office of the Chief 3,979,980 3,821,053 4,079,324 9.00
Fire Operations 35,903,678 34,365,740 39,727,516 314.00
Fire Community Risk Reduction — 5,048,660 2,345,227
Fire Logistics — — 2,040,174
Fire Medical Division — — 2,334,415
Total Fire 47,958,375 52,264,357 54,549,008
FUNDING SOURCES
General Fund 47,958,375 52,264,357 54,549,008 406.00
Total Fire 47,958,375 52,264,357 54,549,008
FTE by Fiscal Year 392.00 402.00 406.00
Salt Lake City Fire Department
192 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services: 51,302,040
O & M
1,313,045
Charges & Services
1,798,923
Salt Lake City Fire Department
193 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FIRE DEPARTMENT
Karl Lieb, Fire Chief
Changes discussed below represent changes to the FY 2023-24 adopted budget.
Personal Services Base to Base Changes 163,859
Base to base changes compares personal services costs adopted as part of the FY2024 budget
to actual personal services costs paid during the first pay period of the calendar year 2024.
Changes in this category incorporate changes in personal services at the individual staff level,
including pay adjustments, reclassifications, career ladders, and benefits changes that
happened in the first part of the current fiscal year.
Pension Changes (405,181)
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 473,079
This reflects an increase in the cost of insurance for the Fire Department as described in the
Budget Summary section of the Budget Book.
Salary Proposal 1,729,802
This increase reflects the Fire Department's portion of the salary proposal described in the
Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 210,750
The budget includes an increase as described in the Budget Summary
Policy Issues
One-time Reductions (118,500)
The Fire Department was granted one-time money in FY2023-2024 to fund the acquisition of a
new compressor system at Station 1, as well as monies to hydrostatically test SCBA oxygen
bottles. This removes the one-time funding.
Transfer to Non-Departmental for Fire Hydrant (Ongoing) (241,250)
Public Utilities charges the General Fund the cost of maintaining all city fire hydrants including
associated water usage. This transfers the responsibility of this expenditure to the non-
departmental fund.
Medical Response Paramedics (MRPs) - (Ongoing) 163,727
This funds two new Medical Response Paramedics (MRPs) FTEs within the Fire Department's
Mobile Response Team (MRT) allowing the teams to respond to higher acuity level calls for
service. (2 FTE, FOF).
Contracts/Inflationary Increases (Ongoing) 243,365
This funds the high-inflationary environment of doing business. The increases will go towards
software/maintenance/supply contracts, medical equipment, education/training, and other
miscellaneous contracts.
Narcotics Tracking System (One-time) 65,000
This one-time funding will allow the department to procure a new narcotics tracking inventory
system ensuring compliance to federal rules/laws regarding pharmaceuticals and narcotics.
Salt Lake City Fire Department
194 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF HUMAN RESOURCES
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Human Resources
195 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Human Resources
DEPARTMENT VISION STATEMENT
To help Salt Lake City thrive through sustainable and effective human resource
business practices, policies, and investment in the City’s greatest asset, its
employees, to work collaboratively within departments and with city leaders.
DEPARTMENT MISSION STATEMENT
We deliver best-in-class service and programs, add strategic value to Salt Lake City
Corporation, and promote an engaged and dedicated workforce committed to the
highest levels of public service. We are focused on attracting the best talent,
promoting opportunities for growth and development, and providing fair and
competitive compensation packages for all employees.
DEPARTMENT OVERVIEW
The Department of Human Resources is a team of 36 full-time employees and
provides services for all City employees.
The Administrative Team establishes goals and manages the operations of the HR
department.
Benefits ensure employees have comprehensive and competitive benefits
packages including, medical, dental, vision and life insurance programs, a large
portfolio of voluntary benefits, and an employee health clinic.
Compensation and Classification are responsible for ensuring that the City
maintains a competitive and equitable position with respect to pay. This is
achieved by conducting numerous salary surveys each year and recommending
necessary market adjustments and general wage increases employees need to
maintain a competitive pay position.
Employee Relations manages all disciplinary actions, and ADA compliance
requests for city employees. Members of this team are the front-line HR
representatives for departments across the City. This team also manages the City’s
leave programs including FMLA and short-term and long-term disability benefits.
Workplace Equity investigates workplace violations of the Equal Employment
Opportunity Act and City policy, ensuring that the City is a safe and enjoyable place
for all to be employed.
Employees’ University manages a robust learning and development program
including new employee orientation, supervisor boot camp, soft skill courses and
access to thousands of online courses.
Salt Lake City Department of Human Resources
196 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Human Resources Information Systems (HRIS) works closely with IMS to manage
the maintenance and integration of HR’s various technology systems.
Recruiting and Onboarding are responsible for recruiting all positions city-wide
with a focus on a diverse and well-qualified City workforce. Additionally, this team
has developed a comprehensive onboarding and off-boarding process.
Funding for the department is provided by the general and risk funds.
Department Performance Measurements
Performance Measures 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Complete the implementation of
Workday modules in all HR divisions:
HRIS, benefits, education,
compensation and classification,
employee relations and recruiting
and onboarding.*
ongoing ongoing Ongoing Ongoing Ongoing
Respond to EEO complaints,
including a investigation when
appropriate, in an average of 60 days
or fewer.
<60 <60 <60 <60 <60
Each Human Resource Business
Partner will attend a minimum of 30
staff and managerial meetings within
their respective departments per
year.
>30 >30 >30 >30 >30
Increase participation in financial
wellness programs offered to
employees by Salt Lake City by 5%. *
n/a**n/a**>.05 >.05 >.05
Decrease the "time-to-fill" job
recruitment timeframe for
historically hard-to-fill positions by
5%, City-wide. *
n/a**n/a**>.05 >.05 >.05
*New goal in 2023
**Data unavailable
Salt Lake City Department of Human Resources
197 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF HUMAN RESOURCES
Debra Alexander, Chief Human Resources Officer
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 4,394,245 4,905,089 5,419,467
O & M 32,137 69,283 67,946
Charges & Services 46,230,690 54,916,137 59,539,619
Transfers Out — 3,442,361 —
Total Human Resources 50,657,072 63,332,869 65,027,032
DIVISION BUDGETS
Administration 737,762 841,838 1,136,726 22.40
Recruiting & Onboarding 855,962 1,043,669 —
Education 282,505 349,134 415,745 2.00
Civilian Review Board 177,260 186,564 428,993
HR Information Systems 465,242 598,140 380,448
Employee Relations 1,203,380 1,639,955 1,701,873 9.00
Compliance — — 1,075,802
Insurance 46,934,961 58,673,569 59,887,445 4.60
Total Human Resources 50,657,072 63,332,869 65,027,032
FUNDING SOURCES
General Fund 3,722,111 4,659,300 5,059,723 33.40
Risk Management Fund 46,934,961 58,673,569 59,967,309 4.60
Total Human Resources 50,657,072 63,332,869 65,027,032
FTE by Fiscal Year 36.00 38.00 38.00
Salt Lake City Department of Human Resources
198 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services
5,419,467
O & M
67,946
Charges & Services
59,539,619
Salt Lake City Department of Human Resources
199 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF HUMAN RESOURCES
Debra Alexander, Chief Human Resources Officer
Changes discussed below represent adjustments to the FY 2023-24 adopted General Fund budget.
Personal Services Base-to-Base Changes 139,302
Base-to-Base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 15,821
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 43,715
This reflects an increase in the cost of insurance for the Human Resources Department as described
in the Budget Summary section of the Budget Book.
Salary Proposal 177,135
This increase reflects the Department of Human Resource's portion of the salary proposal described
in the Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 24,450
The budget includes an increase as described in the Budget Summary
Salt Lake City Department of Human Resources
200 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Information Management Services
201 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Information Management
Services
DEPARTMENT VISION STATEMENT
Modernize municipal government through sustainable technology solutions.
DEPARTMENT MISSION STATEMENT
Our mission is to be a trustworthy and valued partner that delivers the right
information to the right audience at the right time.
DEPARTMENT OVERVIEW
Salt Lake City’s Information Management Services department assists Salt Lake City
employees in providing essential city services through technology. The department
has six divisions:
Office of the CIO
The Chief Information Officer (CIO) is the Information Management Services
department director and leads the administrative office. It works with department
and division heads across the City and partners to deliver technology solutions that
modernize municipal government and connect the City to its constituents. The CIO
has two deputy directors, Nole Walkingshaw and Chad Korb who directly support
him.
The Financial Services Team is dedicated to procurement and asset management
and oversees the business and supply chain activities within IMS and for the City
computers and technology distributed throughout the city. They manage the daily
operations of accounts payable, budget, office management duties, procurement,
receiving, management, and disposal of all I.T. hardware and software assets for
the City.
The Enterprise Project Management team coordinates with City departments to
help them navigate I.T. systems and projects. Working with departments, they
create project plans and resource allocations necessary to accomplish the given
task and see the projects and solutions throughout the product life-cycle.
Data Analytics and Geographic Information Systems (GIS)
Led by the Chief Data Officer/Geographic Information Officer (CDO) (CGO). This
team is responsible for Data Analytics, Data Standards, Data Policies, Smart Cities
initiative, and Enterprise GIS for Salt Lake City. They assist departments in using
data to drive informed decision-making processes. The team also assists the City in
its transparency initiatives by providing easy access methods to City data.
Salt Lake City Department of Information Management Services
202 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Infrastructure Technology and Security Division
Led by the Chief Information Security Officer, this division is responsible for
monitoring and administering the I.T. Infrastructure across the city. The division
consists of Cybersecurity, Network, and Systems Engineering teams. It ensures that
the network, systems, and users hosted in the City have full access to their data in
the most secure manner possible. Responsibilities for this division include
Network and Security infrastructure (across more than 50 locations and 2 data
centers), internet connectivity, unified communications, remote work
infrastructure, cloud infrastructure, enterprise backup systems, wired and wireless
communications, and numerous 3rd party applications among others.
Web and Media Services Division
Salt Lake City Web and Media Services is the in-house enterprise-wide digital
content governance, graphic design, media content, A/V infrastructure, and
broadcasting division of Information Management Services. Our goal is to be a
centralized city-wide service accessible to every department and division.
Communications and Engagement
The Public Affairs Lab(formerly the Civic Engagement Team) serves City staff across
multiple divisions and departments as an internal consultant on engagement and
communications, providing strategy, resources, and support in all stages of public
interaction. This team aims to empower City staff to engage the public across all
channels to reach new audiences, expand digital engagement, and increase
residence satisfaction. This team works to develop and maintain a structured and
scalable workflow with clear goals that align with Mayoral priorities, enable
transparency across departments, use data to measure effectiveness, and
communicate impact of decisions with key stakeholders.
The communications side of this team is responsible for managing social media
accounts representing the Salt Lake City Government. @SLCgov Social Media
channels serve as a digital way to inform, engage, and respond to SLC residents.
We share new ideas, in varied spaces, with different viewpoints reflecting City and
community voices. Through our content we seek to portray the authentic
experiences of those living and working in Salt Lake City, particularly those that
reinforce the administration's goals. This content should be reliable, relevant, and
accessible across platforms and reflective of the demographic and geographic
diversity of our city.
Software Services
Led by the Chief Technology Officer (CTO), the team designs, develops, integrates,
and maintains software solutions that the City procures or develops. They also
maintain City databases and create custom reporting solutions.
The team works with departments to reduce the software footprint and
standardize enterprise solutions. The application portfolio still sits at almost 200
Salt Lake City Department of Information Management Services
203 Mayor’s Recommended Budget FISCAL YEAR 2024-25
applications, but several enterprise solutions have slowed the growth, and several
antiquated systems have collapsed into new centralized systems. We are also in
the process of modernizing several systems/applications and conducting the move
of many enterprise and departmental software packages to the cloud.”
Innovations Team
This team is led by the Chief Innovations Officer (CINNO). They have been tasked
with modernizing the city processes and procedures to bring a new high level of
efficiency and accuracy. One of their primary assignments is implementing a new
Workday ERP (Enterprise Resource Planning) system, which will be a multi-year,
multi-million dollar project that will help streamline and improve the finance,
accounting, asset management, and human resources systems.
Field Services Team
Led by the I.T. Technology Support Manager, the Field Services division is
responsible for supporting vast and diverse end-user software and hardware. The
division must also ensure the user data and systems are secure and running at
maximum efficiency. This division, consisting of Network Support Administrators
and Field Support Staff, is responsible for computer systems installation and
maintenance, system failure triage, incident routing, escalation, and monitoring.
Field Services also supports other IMS division field services, help desk services,
and on-site support for all city employees.
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
IMS Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Citywide I.T. assets inventoried
on an annual basis.75%89%82%100%100%
Case Closed by staff within
standard response thresholds
based on priority, severity, and
system.
92%91%TBD 99%99%
Objective and Key Results
(OKR) and Continuous
Feedback and Recognition
(CFR) Program implemented in
department.
40%50%70%100%100%
Projects that followed agile
project management
methodology.
80%85%90%100%100%
Salt Lake City Department of Information Management Services
204 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Aaron Bentley, Chief Information Officer
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 11,748,437 15,797,602 51,302,040
O & M 2,168,201 810,939 1,313,045
Charges & Services 7,361,676 12,023,525 1,798,923
Capital Expenditures 1,337,115 4,140,918 135,000
Total IMS 22,615,429 32,772,984 40,526,282
DIVISION BUDGETS
Office of the CIO — — 7,362,119 14.00
Applications Admin & Support Services 2,633,453 3,193,787 4,840,845 12.00
Data Analytics and GIS 676,395 980,073 1,522,562 6.00
Dpt Leadership and Admin Serv / Innovations Team 4,260,109 4,978,858 880,811 7.00
Enterprise Software Services 1,556,875 3,370,570 —
IMS Department Support 3,709,615 7,231,597 —
Info Management Services 317,529 226,800 —
Information Security 378,425 976,238 —
Multimedia Services 1,125,053 1,630,642 2,554,015 11.00
Network Services 1,959,733 3,790,356 5,242,146 20.00
PC Replacement 1,438,385 1,353,316 2,085,733
Software Support Services 4,559,813 5,040,746 16,038,052 31.00
User Support Services 44 — —
Total IMS 22,615,429 32,772,984 40,526,282
FUNDING SOURCES
Information Management Serv. Fund 22,615,429 32,772,984 40,526,282 101.00
Total IMS 22,615,429 32,772,984 40,526,282
FTE by Fiscal Year 92.00 100.00 101.00
Salt Lake City Department of Information Management Services
205 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services
51,302,040
O & M
1,313,045
Charges & Services
1,798,923
Salt Lake City Department of Information Management Services
206 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES
Aaron Bentley, Chief Information Officer
Changes discussed below represent changes to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 261,823
Base-to-Base changes compare personal services costs adopted as part of the FY 2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes
in this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part
of the current fiscal year.
Insurance Rate Changes 252,321
This reflects an increase in the cost of insurance for the Department of Information Management
Service as described in the Budget Summary section of the Budget Book.
Pension Changes 63,923
The budget includes changes as required for participation in the Utah State Pension System
Salary Proposal 528,926
This increase reflects the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book.
CCAC Salary Adjustments 154,675
The budget includes funding to bring non-represented positions in the City to fair market value in
accordance with the Citizen's Compensation Advisory Committee (CCAC).
Policy Issues
One-time Funding from FY 2023 (2,060,000)
During the approved FY24 budget, IMS was given money to purchase radios for the city in
preparation for the new radio system going live. This was one-time money, and the reduction will
not occur in future years.
FY 2024 Ongoing Budget Adjustments 397,688
Versaterm Case Service & Cellebrite
Reduction Strategy (One-time) (1,000,000)
Reduction of legacy systems and consulting due to the implementation of Workday
Contractual Changes (Ongoing) 1,566,767
Increase cost of Software Services
Inflationary Changes (Ongoing) 783,293
Increased cost based on Inflationary
AV Replacement Program 196,392
The city has audio-visual technology that is aging and is due for replacement.
Radio Replacement Program (Ongoing) 500,000
To maintain and replace the radios purchased during FY23 and FY24 and provide ongoing
maintenance.
Computers and Software for New City FTE in FY25 43,500
New employees at the city will need new additional computers and software. This is the money that
will be used to buy them these devices.
Privacy Officer (10 Months) 134,813
Budget adds 1 FTE to comply with House Bill 491.
Salt Lake City Department of Information Management Services
207 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Salt Lake City Department of Information Management Services
208 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY JUSTICE COURT
Organizational Structure Fiscal Year 2024-25
Salt Lake City Justice Courts
209 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Salt Lake City Justice Court
MISSION STATEMENT
Ensure the highest standards of justice, professionalism, responsiveness, and
respect for those we serve.
VISION STATEMENT
Creating a court that is just, equitable, and trusted by all.
COURT CORE VALUES
Excellence
Having the desire to succeed and the motivation to reach our full potential,
going above and beyond to accomplish the task at hand.
Respect
Recognize and appreciate the value of each individual and their experience
and situation.
Integrity
Doing what we say we are going to do, applying honesty and accountability
with openness.
Community
Bridging the gap between the Court, community and other agencies,
improving access to resources and information.
Unity
Supporting one another and fostering growth while reaching our goals and
adhering to our values.
DEPARTMENT OVERVIEW
The Salt Lake City Justice Court is the largest municipal court in the State of Utah,
with a very high volume of misdemeanor cases. The Court is a limited jurisdiction
court under the umbrella of the Utah State Court system. We are proud to be
part of the Salt Lake City portfolio of public institutions and to serve the citizens
and visitors of this great city.
The Justice Court is responsible for and processes Class B and C
misdemeanors, infractions and small claims cases, jury trials, appeals and
expungements, video hearings, homeless outreach, prisoner transports, and daily
interaction with jails throughout the State of Utah. The court orders, monitors
and tracks probation, warrants, community service, restitution, collections of
monetary penalties, appeals, expungements, and plea-in-abeyance cases. We also
provide community outreach, traffic school, coordination of language interpreter
services, and any ADA needs that arise.
The Justice Court judiciary, employees, and security team are dedicated to open
and transparent access to the Court, bringing justice for all, and providing a safe
and civil environment for dispute resolution.
Salt Lake City Justice Courts
210 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY JUSTICE COURT
Kate Fairchild, Court Administrator
Department Performance Measures
Performance Measures 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target State Average
Access & Fairness - Percent of
Justice Court customers
satisfied with service
received.
NA NA N/A >90%>90%NA
Time to Disposition - 95% of
criminal case dispositions
should meet established
guidelines for Time to
Disposition (6 months).
58%58%64%>95%>95%79%
Age of Acting Pending Cases -
95% of all criminal cases
should have a disposition
within a 180-day time frame.
50%67%73%>95%>95%74%
Criminal Case Clearance Rate
- A Clearance Rate of 100%
means the court has disposed
of as many cases as were
filed, i.e., the court is keeping
up with its incoming caseload.
90%112%102%>100%>100%104%
Salt Lake City Justice Courts
211 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY JUSTICE COURT
Kate Fairchild, Court Administrator
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 4,474,460 4,870,769 5,339,159
O & M 50,740 65,507 58,507
Charges & Services 398,958 544,277 551,277
Capital Expenditures 4,353 9,167 9,167
Total Justice Court 4,928,511 5,489,720 5,958,110
DIVISION BUDGETS
Justice Court 4,928,511 5,489,720 5,958,110 43.00
Total Justice Court 4,928,511 5,489,720 5,958,110
FUNDING SOURCES
General Fund 4,928,511 5,489,720 5,958,110 43.00
Total Justice Court 4,928,511 5,489,720 5,958,110
FTE by Fiscal Year 42.00 42.00 43.00
.
FY 2025 Department Budget
Personal Services
5,339,159
O & M
58,507
Charges and
Services
551,277
Salt Lake City Justice Courts
212 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY JUSTICE COURT
Kate Fairchild, Court Administrator
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 15,375
Base-to-Base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes (3,125)
The budget includes changes as required for participation in the Utah State Pension System.
Insurance Rate Changes 90,540
This increase reflects a change in the cost of insurance for the Justice Court as described in the
Budget Summary section of the Budget Book.
Salary Proposal 251,987
This increase reflects the Justice Court's portion of the salary proposal described in the Budget
Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 25,250
The budget includes an increase as described in the Budget Summary
Policy Issues
Community Outreach Case Manager (Grade 19) (12 Months) 88,363
The Justice Court has increased its efforts with homelessness throughout the community and in the
courthouse. The number of individuals seen in 2024 has increased by 20%, and the number of cases
heard in 2024 has increased 103% since a low in 2022. Due to the increase in services and
expectations, the Mayor is requesting a dedicated Case Manager position who can add depth to
investigate and organize the many needs of this segment of the population. (1 FTE, FOF).
Salt Lake City Justice Courts
213 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY POLICE DEPARTMENT
Organizational Structure Fiscal Year 2024-25
Salt Lake City Police Department
214 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Police Department
DEPARTMENT VISION STATEMENT
“We will build upon the noble traditions of integrity and trust to foster a
culture of service, respect and compassion toward our employees and the
community we serve.”
DEPARTMENT MISSION STATEMENT
“We will serve as guardians of our community to preserve life, maintain
human rights, protect property, and promote individual responsibility and
community commitment.”
DEPARTMENT OVERVIEW
The Salt Lake City Police Department serves more than 200,000 residents of Salt
Lake City with 741 general fund FTEs in budget and 20 FTEs for sworn positions
that are unfunded to facilitate hiring processes for Fiscal Year 25. The Department
consists of the Office of the Chief, which oversees four Bureaus, Field Operations I,
Field Operations II, Administrative & Operational Support Bureau, and Investigative
Bureau.
The Department will continue working to help ensure professional public safety
and response to the community. The Department is working closely with the
Mayor and City Council on a proactive approach to the needs of our community.
The Department is working to increase efficiency by leveraging alternate response
models, including its Police Community Response Team and the use of
technologies. The Department will continue improving policies, increasing
transparency, training, and community involvement while upholding the Mission
and Vision of the Department, serve our community, and improve community
relations.
Under the leadership of Chief Mike Brown, the Department has four primary
objectives: lower violent crime, improve response times, fill all vacant sworn
positions, and increase community outreach.
The Salt Lake City Police Department is proud of the city’s growth trajectory. As Salt
Lake City becomes an entertainment and economic hub in the Mountain West, the
Salt Lake City Police Department will need appropriate growth to scale and achieve
the needs of residents and visitors alike as we look toward future world events,
including the Olympics. The City’s growth is reflected in the Department’s calls for
service. In FY 2023-2024, the Department’s service level for all calls, is trending
above the record set in 2022-2023. The demands on the Department have
required innovation and a strategic approach to manage our resources and
maintain responsiveness for our community members.
Salt Lake City Police Department
215 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY POLICE DEPARTMENT
Mike Brown, Chief of Police
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Lower violent crime when compared to
previous year +5%(3)%(17)%(5)%(5)%
Improve Response Times for Priority 1
Calls for Service (10 minutes or less)12:46 10:15 10:00 10:00
Fill all vacant sworn positions (0
vacancies) -39 -39 0 0
Increase community outreach events New Measure New Measure New Measure 5 Events per month 10 Events per month
Salt Lake City Police Department
216 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY POLICE DEPARTMENT
Mike Brown, Chief of Police
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 95,727,166 103,346,800 110,644,432
O & M 2,059,922 3,040,484 4,473,979
Charges & Services 4,859,261 4,589,528 4,883,045
Capital Expenditures 372,945 0 0
Total Police 103,019,294 110,976,812 120,001,456
DIVISION BUDGETS
Office of the Chief 10,875,693 11,194,112 15,679,933 31.00
Administrative 14,703,065 13,178,673 247,475 129.00
Police Field Ops 1 27,752,072 32,671,149 0 222.00
Police Field Ops 2 22,191,370 26,340,670 0 214.00
Investigations Division 27,497,094 27,592,208 13,348,455
Investigative Bureau 0 0 2,852,254 171.00
Police Community Outreach 0 0 118,557
Police Airport Division 0 0 15,264,431
Pioneer Patrol Division 0 0 13,784,704
Liberty Patrol Division 0 0 10,964,251
Central Patrol Division 0 0 12,633,613
Police Special Operations Division 0 0 13,594,591
Police Support Services Division 0 0 11,896,448
Police Training Division 0.00 0.00 9,616,743.86
Total Police 103,019,294 110,976,812 120,001,456
FUNDING SOURCES
General Fund 103,019,294 110,976,812 120,001,456 767.00
Total Police 103,019,294 110,976,812 120,001,456
FTE by Fiscal Year 750.00 761.00 767.00
Salt Lake City Police Department
217 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services
110,644,432
O & M
4,473,979
Charges & Services
4,883,045
Salt Lake City Police Department
218 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY POLICE DEPARTMENT
Mike Brown, Chief of Police
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes (289,598)
Base-to-base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes (1,497,567)
The budget includes changes as required for participation in the Utah State Pension System.
Insurance Rate Changes 203,871
This increase reflects a change in the cost of insurance for the Police Department as described in the
Budget Summary section of the Budget Book.
Salary Proposal 2,933,477
This increase reflects the Police Department's portion of the salary proposal described in the Budget
Summary portion of the Mayor's Recommended Budget Book.
CCAC Salary Adjustments 48,464
The budget includes funding to bring non-represented positions in the City to fair market value in
accordance with the Citizen's Compensation Advisory Committee (CCAC).
Health Savings Account 359,750
This budget includes funding to cover increases in Health Savings Account
Budget Amendment #4: Police Clean Neighborhoods 1,829,000
Funding added in budget amendment #4 of FY 2024 for Police overtime.
Policy Issues
Increased Civilian Response One-time Equipment Costs (74,056)
Removing one time equipment costs funded in FY 24 from budget
Increased Airport Operations One-time Expenses (106,680)
Removing one time equipment costs funded in FY 24 from budget
Calls for Service: Overtime Staffing (Ongoing) 1,363,461
Overtime funding for patrol staffing of calls for service
Inflationary Costs (Ongoing) 199,145
Inflationary cost increase for supplies and contracts
Inflationary Costs: Fleet (Ongoing) 232,399
Increasing fleet budget for estimated FY 25 expense
Evidence Drying Locker Replacement (One-time) 60,000
Replacement of evidence drying lockers
Contract, Event, Task Force Overtime (Revenue Offset) (Ongoing) 1,434,295
Budget for staffing of contract and special event overtime that has associated revenue
Airport Staffing and Equipment (Revenue Offset) (Ongoing) 2,328,683
Budget increase for 6 additional officers and equipment for airport staffing
Salt Lake City Police Department
219 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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Salt Lake City Police Department
220 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC LANDS
Organizational Structure Fiscal Year 2023-24
Salt Lake City Department of Public Lands
221 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Department of Public Lands
DEPARTMENT VISION STATEMENT
Provide a vibrant system of connected public landscapes and living infrastructure
that enhances the community’s identity, sense of place, and quality of life.
DEPARTMENT MISSION STATEMENT
Salt Lake City shall enhance the livability of the urban environment to ensure that
the resources under our management are carefully stewarded and equitably
accessible for future generations.
DEPARTMENT OVERVIEW
The Department of Public Lands’ five divisions are tasked with the planning,
construction, coordination, maintenance, operations, and acquisition of Public
Lands with a community-based approach. In coordination with our many City
partners, we protect, grow, and enhance natural landscapes, trees, and outdoor
green spaces for the health, beauty, and recreational opportunities of residents
and visitors to the Capital City.
Administrative Services Division: provides leadership, project support, budget
support, and long-term strategies and initiatives through communications, public
outreach, finance, technology, information management, and policy development.
Parks Division: Is the steward of and responsible for the oversight of 864 acres of
park lands (City Parks), SLC Cemetery (130 acres), and the Regional Athletic
Complex (118 acres). The Salt Lake City Parks Division ensures the preservation,
development, and maintenance of parks throughout the city for the use and
enjoyment of community members and visitors to Salt Lake City. The Division's
new motto sums up the focus of the team: "Keeping Parks Clean, Green, and Safe".
Golf Division: Manages the operations of six full-service golf courses throughout
the city. Golf operations include the maintenance of all green spaces, programming
of golf clinics, tournaments, leagues, instruction programs and the management of
the course retail pro shops, cafes, and driving ranges and cart fleet maintenance
and rentals.
Planning & Design Division: Oversees planning efforts including master plans,
facility improvement plans, impact fee spending, facility improvement plans,
community engagement, and resource management plans, as well as design
development and implementation of Departmental capital projects and initiatives.
This includes adding park acreage, increasing level of service and adding new and
renovated assets.
Salt Lake City Department of Public Lands
222 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Trails & Natural Lands Division: Manages the management and care of
approximately 2,000 acres of Natural Lands and shared management of an
additional 6,000 acres located in the Salt Lake City Foothills. These lands consist of
riparian corridors, wetlands, trails, wildlife preserves and critical lands within the
Foothills. The divisions primary focus is on advancing the ecological health and
biodiversity of the public lands system and improving the quality, accessibility, and
equity of natural lands and resources for habitat protection and sustainable
recreational use.
Urban Forestry Division: Manages approximately 90,000 trees with 25,000
potential planting sites (located in city parks, on city facility properties, and along
city streets and trails). The program provides most services related to the
maintenance of city trees including; tree pruning, tree planting, removal, health
evaluation, emergency response, project plan review/permit issuance, storm
cleanup/pickup and hazard assessment.
DEPARTMENT OF PUBLIC LANDS
Kristin Riker, Director
Department Performance Measures
Measure 2021 Actual 2022 Actual 2023 Actual FY24 Target FY25 Target
TRAILS & NATURAL LANDS: # of
active biodiversity enhancement
projects
2 4 6 10 15
FORESTRY: Ratio of trees planted to
trees removed (a number greater
than one indicates expansion)
1.61 2.05 1.59 1.6 1.6
GOLF: Revenue Per Start $30.38 $32.12 $32.49 $30.00 $30.00
PARKS: Ratio of maintained acres per
maintenance FTE 11.46 13.85 12 14 13
*FY 24 are goals only.
**Year over year numbers fluctuated due to FY20 & FY21 Covid 19 factors.
Salt Lake City Department of Public Lands
223 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC LANDS
Kristin Riker, Director
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 18,313,641 22,760,598 24,776,666
O & M 6,519,784 4,142,435 4,354,641
Charges & Services 8,187,415 10,444,500 12,144,489
Capital Expenditures 715,585 7,376,295 8,372,951
Debt Principal — — 413,761
Interest & Bond Expenditures 135,292 510,427 114,452
Depreciation & Amortization 760,237 — —
Total Public Lands 34,631,954 45,234,255 50,176,960
DIVISION BUDGETS
Public Lands Administration 5,473,498 3,547,945 3,752,082 19.85
Parks 12,247,383 15,444,530 15,982,287 84.85
Planning and Ecological Services — — 6,239,884 43.15
Urban Forestry 3,141,141 3,526,680 3,734,071 18.00
Golf 10,163,906 17,938,984 20,468,635 34.15
Total Public Lands 34,631,954 45,234,255 50,176,960
FUNDING SOURCES
General Fund 24,468,048 27,295,271 29,716,013 165.85
Golf Fund 10,163,906 17,938,984 20,460,948 34.15
Total Public Lands 34,631,954 45,234,255 50,176,960
FTE by Fiscal Year 177.00 192.00 200.00
FY 2024 Department Budget
Personal Services
24,776,666
O & M
4,354,641Charges & Services
12,144,489
Capital Expenditures
8,372,951
Bonding/Debt/Interest Charges
413,761
Salt Lake City Department of Public Lands
224 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC LANDS
Kristin Riker, Director
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Base-to-Base 126,350
Base-to-base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 75,806
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 223,950
This increase reflects a change in the cost of insurance for the Department of Public Lands as
described in the Budget Summary section of the Budget Book.
Salary Proposal 664,046
This increase reflects the Department of Public Lands portion of the salary proposal described in the
Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 88,425
The budget includes an increase as described in the Budget Summary
Policy Issues
T&NL New Properties & Growth and Use Impacts One-time Operational Expenses (6,750)
FY24 budget included one time costs for foothill trails maintenance program startup cost for tools,
equipment, and materials.
Contractual Increases (Ongoing) 796,800
The Public Lands Department has experienced operational expense increases related to inflationary
and other contractual price increases. The budget includes funding for cost increases to multiple
expense categories related to utilities, fleet fuel and maintenance, operational contracts, and
supplies.
Glendale Park Phase I (Ongoing) 106,800
The budget includes funding for ongoing maintenance the new Glendale Park Phase I. Phase 1
includes playground, basketball court, mutli-use grass area, pavilion, shrub beds, art and parking lot
with planted islands.
Glendale Park Phase I: Maintenance Tech III (AFSCME 119) (10 Mos) 76,700
The budget includes funding for a Parks Maintenance Tech III position to provide landscape
maintenance at Glendale Park Phase I. (1 FTE, FOF)
Public Lands Project Coordinator (Grade 26) —
The budget includes a Project Coordinator to review, inspect and coordinate new maintenance
projects with City staff, park supervisors, and contractors. Funding is to be identified within the Public
Lands seasonal personnel budget.
Senior Public Lands Planner (Grade 31) (10 Mos) 121,979
The budget includes funding for a Senior Public Lands Planner to support Parks projects. (1 FTE, FOF)
Salt Lake City Department of Public Lands
225 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FTE Operational Expense (Ongoing) 4,000
The budget includes funding for the Senior Public Lands Planner operational expenses.
Senior Landscape Architect (Grade 34) (10 Mos) 138,636
The budget includes funding for a Senior Landscape Architect to support Parks projects. (1 FTE,FOF)
FTE Operational Expense (Ongoing) 4,000
The budget includes funding for the Senior Landscape Architect operational expenses.
Salt Lake City Department of Public Lands
226 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC SERVICES
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Public Services
227 Mayor’s Recommended Budget FISCAL YEAR 2024-25
The Department of
Public Services
The Department of Public Services provides essential services to residents,
businesses, and visitors; capital improvement project development and delivery;
and internal services that support all other City functions. The department’s vision
is to be responsive to and anticipate the needs of a growing, diverse, and vibrant
city. Department funds come from the General Fund and the Fleet Fund.
MISSION STATEMENT
Public Services is a team of professionals who value integrity, diversity, and equity.
We are committed to providing essential municipal services and accessible public
spaces for Salt Lake City by investing public funds effectively, efficiently, and
sustainably to make life better throughout the community.
PUBLIC SERVICES DEPARTMENT OVERVIEW
Administrative Services under leadership of the Department Director, provides
leadership, project support, strategy, and vision to the department while
establishing standards and processes for transparent, accountable, and data-
driven solutions that aim to better serve the public and enhance City assets.
Administrative Services Division functions include technology implementation,
internal and external communications, finance, special projects, information
management, strategic planning, and policy and procedure tracking for
department management. Most recently, the city-wide internal security program
has been established and resides within this Division.
Compliance is responsible for providing the efficient and effective delivery of the
following services:
•Enforce City codes relevant to parking, food cart vendors, sidewalk
entertainers, and impoundment.
•Process customer service requests from residents and business owners.
•Enforce vehicle idling violations.
•Manage vehicle impound operations with contracted vendor.
•Recruit and supervise school crossing guards at State required intersections.
•Maintain and service parking pay stations.
•Manage operations and access of the Library Parking Garage.
Engineering as required by State code, manages procurement and construction of
City-funded capital projects sponsored by other divisions and departments.
Engineering is also responsible for data mapping used by internal and external
staff, all survey work, controls for subdivisions, and new roadways.
Salt Lake City Department of Public Services
228 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Facilities is responsible for the stewardship of 83 City-owned buildings, totaling
more than 2.54 million square feet and an additional 1.76 million square feet of
public plazas, rights-of-way, green ways, and trails in the Downtown and Sugar
House business districts. Facilities manages the Capital Asset Program that tracks
the condition of each facility, schedules repair and replacement, quantifies
deferred capital renewal, and projects costs to preserve assets over their lifetime.
Fleet maintains City-owned vehicles and equipment; supplies and monitors fuel at
15 locations; manages a vehicle pool; and maintains a truck wash-out facility. Fleet
prepares utilization and performance data that is used to optimize the fleet while
supporting the City’s environmental goals. The division is actively involved in
securing a plan for electric infrastructure.
Streets is responsible for the following Streets is responsible for the following operations on City-owned roadways:
•Repair and apply surface treatments on asphalt roadways as well as pothole
repair, and asphalt mill and overlay.
•Manage public-way concrete program which includes the upgrade of concrete
ADA ramps, concrete replacement through the 50/50 or 100% cost-share
program, and sidewalk trip and fall mitigation.
•Concrete road maintenance including joint sealing and limited slab
replacement.
•Control snow and ice on roadways, protected bike lanes, and viaduct sidewalks.
•Maintain signalized intersections’ signals, flashing crosswalks, and electronic
traffic control devices, providing after-hours coverage for emergency response.
•Perform annual inspections, installations, maintenance and replacement of
traffic signs and painted roadway markings.
•Street sweeping to protect the storm water drainage system while providing a
clean, well-presented City.
Salt Lake City Department of Public Services
229 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC SERVICES
Jorge Chamorro, Director
Department Performance Measurements
Performance Measures FY2021 Actual FY2022 Actual FY2023 Actual FY2024 Target FY2025 Target
COMPLIANCE: maintain full
coverage of required school
crossings, with crossing guard staff
during the school year.
100%100%100%100%100%
ENGINEERING : Number of Public
Way Permits Issued 2,670 2,311 2,280 2,300 2,300
FACILITIES: Maintain productivity of
total tasks completed on time.71%75%75%75%77%
FLEET: Maintain mechanic
productivity rate during work hours
at 90% or greater
88%92%88%90%90%
STREETS: Complete mileage
projected for mill and overlay as
maintenance treatment (new metric
in 24)
N/A N/A N/A 5 miles 10 miles
ADMINISTRATION: Complete
building vulnerability assessments
(new metric in 24). Measured in
number of buildings assessed.
N/A N/A N/A 10 20
Salt Lake City Department of Public Services
230 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC SERVICES
Jorge Chamorro, Director
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personal Services 28,402,415 35,037,078 36,201,015
O & M 13,004,305 15,446,523 15,423,843
Charges & Services 9,743,635 10,705,136 12,723,538
Capital Expenditures 932,901 10,748,547 790,423
Equipment Expense — — 7,008,420
Interest & Bond Expenditures 200,872 3,355,903 —
Depreciation & Amortization 6,541,984 0 0
Transfers Out 291,434 654,855 2,061,893
Total Public Services 59,117,546 75,948,042 74,209,132
DIVISION BUDGETS
Administrative Services 2,731,989 3,623,427 4,263,050 20.00
Engineering 5,830,427 7,194,606 7,412,570 51.00
Compliance 3,064,105 4,574,427 5,003,106 32.00
Facility Services 11,413,240 11,980,848 13,042,062 58.00
Fleet 21,787,416 32,498,750 27,947,665 49.00
Streets 14,290,369 16,075,984 16,540,679 116.00
Total Public Services 59,117,546 75,948,042 74,209,132
FUNDING SOURCES
General Fund 37,330,130 43,449,292 46,261,467 277.00
Fleet Fund 21,787,416 32,498,750 27,947,665 49.00
Total Public Services 59,117,546 75,948,042 74,209,132
FTE by Fiscal Year 308.00 319.00 326.00
Salt Lake City Department of Public Services
231 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personal Services
36,201,015
O & M
15,423,843
Charges & Services
12,723,538
Capital Expenditures
790,423
Equipment Expense
7,008,420
Salt Lake City Department of Public Services
232 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC SERVICES
Jorge Chamorro, Director
Changes discussed below represent adjustments to the FY 202 adopted budget.
Personal Services Base to Base Changes 92,358
Base to base changes compares personal services costs adopted as part of the FY2024 budget to
actual personal services costs paid during the first pay period of the calendar year 2024. Changes in
this category incorporate changes in personal services at the individual staff level, including pay
adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of
the current fiscal year.
Pension Changes 33,080
The budget includes changes as required for participation in the Utah state pension system.
Insurance Rate Changes 134,884
This increase reflects a change in the cost of insurance for the Department of Public Services as
described in the Budget Summary section of the Budget Book.
Salary Proposal 354,785
This increase reflects the Department of Public Services portion of the salary proposal described in
the Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Account 113,472
The budget includes an increase as described in the Budget Summary
Budget Amendment #3: Road Marking Maintenance (Ongoing) 200,000
Funding will be used to address the increased inventory of assets on the right of way, including bike
lane markings, bike racks and posted signs.
Policy Issues
Mill and Overlay Pilot Program (130,000)
The reduction reflects the conclusion of this pilot. The program will be consolidated in FY25 with
funding as reflected in the budget.
Environmental Engineer One-time Expenses (18,000)
Reduction of start up cost for FTE added in FY24.
Building Administrator One-time Expenses (2,750)
Reduction of start up cost for FTE added in FY24.
Contractual Increases (Ongoing) 603,308
The budget includes funding to cover expected rate increases in contracted services.
Inflationary Increases (Ongoing) 340,109
Funding is intended to cover inflationary impacts on ongoing expenses.
Internal Security Program - Consultant Costs (One-time) 75,000
Funding is intended to support the Security Director performing vulnerability assessments.
Incentive for RV Removal and Disposal (One-time) (FOF) 100,000
Additional funding for the Compliance Division to continue promoting the proper disposition and
timely removal of vehicles deemed a nuisance.
Salt Lake City Department of Public Services
233 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Engineer IV (Grade 31) (10 Months) 117,210
Funding will enable the Engineering Division to enforce construction violations occurring in the public
right-of-way (ROW). (1 FTE)
Project Delivery Support for Parks Projects (10 Months) 249,694
The budget includes funding for two FTEs to add capacity to support the Planning and Design
Division in the Public Lands Department. (2 FTE)
Rapid Intervention Team (Following Pilot) (10 Months) 253,026
Consolidates the pilot program and extend the capabilities of the RIT with an additional crew of
Cleanup Equipment Operators for small public way rehabilitations and manual cleanup services. (3
FTE, FOF)
Mill and Overlay Increase (One-time) 296,000
Consolidates the pilot program, increasing capacity to achieve additional lane miles of treated
roadways.
Reclass Seasonal to Sign and Markings Technician (2 FTEs) (Ongoing) —
Conversion of seasonal staff to add year-round capacity to the maintenance crews responsible for traffic signs and markings.
Salt Lake City Department of Public Services
234 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC UTILITIES
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Public Utilities
235 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Department Of Public Utilities
DEPARTMENT MISSION AND VISION STATEMENT
To serve our community and protect our environment by working to continuously
improve water, wastewater, stormwater, and street lighting services in a
sustainable manner. We strive to uphold the values of Service, Leadership,
Integrity, Flexibility, Efficiency, and Stewardship.
DEPARTMENT OVERVIEW
The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer,
stormwater, and street lighting services. SLCDPU provides sewer, stormwater, and
street lighting to the approximately 200,000 residents of Salt Lake City. The service
area for SLCDPU’s water utility is much larger and provides drinking water to more
than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay,
Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the
four utilities as separate enterprise funds under one administrative management
structure. SLCDPU develops and implements fees, rates, and rate structures that
are approved annually by the Salt Lake City Council.
SLCDPU's work in each of its four utilities is vital to public health, environment,
economy, and quality of life. Our 493 employees are responsible to ensure the
environment is protected, and that the public has access to clean, reliable, and
affordable water resources. SLCDPU is extremely accountable to the public in its
implementation of these services. In fulfilling this important responsibility, SLCDPU
is regulated by (1) federal and state agencies pursuant to the federal Safe Drinking
Water Act and Clean Water Act, and the state’s drinking water and water quality
statutes and rules; (2) federal and state statutes regarding water resources, water
quality, and flood control; and (3) local health department regulations concerning
drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations
concerning water, stormwater, and sewer, primarily contained in Chapter 17 of Salt
Lake City’s ordinances. SLCDPU is also responsible for regulating the Riparian
Corridor Overlay Zone found in Chapter 21 of Salt Lake City’s ordinances.
Salt Lake City Department of Public Utilities
236 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC UTILITIES
Laura Briefer M.P.A., Director
Department Performance Measurements
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Water Quality: Water Quality Turbidity
is a measure of water clarity by
indicating how cloudy it is. The
national benchmark is less than 0.1
Nephelometric Turbidity Units (NTU).
0.03 NTU 0.0282 NTU 0.0234 NTU <0.1 NTU <0.1 NTU
Energy Use: AWWA Water-Energy
Efficiency median is 6,881 thousand
British thermal units per year per
million gallons (Kbtu/yr./MG).
1,902 Kbtu/yr/MG 2607 Kbtu/yr/MG 1,905 Kbtu/yr/MG 1,840 Kbtu/yr/MG 1,840 Kbtu/yr/MG
Water Use: Average Per Capita Water
Use in Gallons per Capita per Day
(gpcd as of 12/31).
193 gpcd 166 gpcd 163 gpcd <200 gpcd <200 gpcd
Sewer: Clean greater than 35% of the
sewer collection system.45% of System 45% of System 44% of System >35% of System >35% of System
Stormwater: Linear feet (LF) of lines
replaced, rehabilitated, or installed.13,541 LF 18,935 LF 18,956 LF*21,700 LF*21,700 LF*
*Target based on annual CIP planning.
Salt Lake City Department of Public Utilities
237 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF PUBLIC UTILITIES
Laura Briefer M.P.A., Director
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 38,899,254 54,251,832 58,717,106
O & M 6,237,282 9,761,269 11,767,840
Charges & Services 53,911,642 68,863,756 80,939,069
Capital Expenditures (97) 334,049,662 7,900,000
Debt Principal — — 14,425,111
Debt Interest and Fiscal Charges 23,577,318 41,267,908 32,941,996
Building Expense 0 0 277,865,333
Improvements Expense — — 4,650,000
Equipment Expense 0 0 4,783,500
Infrastructure Expense 0 0 59,125,000
Deprecition & Amortization 23,829,918 — —
Transfers Out — 583,605 —
Total Public Utilities 146,455,317 508,778,032 553,114,955
DIVISION BUDGETS
Public Utilities Administration 7,419,074 9,029,919 17,241,502 48.00
Public Utilities Finance 40,848,012 29,806,655 114,261,885 51.00
Public Utilities Engineering 4,569,791 8,892,720 66,714,178 53.00
Water Quality 29,682,804 36,445,186 76,343,354 58.00
Water Reclamation 10,626,539 14,065,437 230,479,108 71.00
Water Resources 1,516,166 2,915,791 2,985,915 8.00
Public Utilities Operations and Maintenance 23,100,318 28,448,446 40,617,277 186.00
Public Utilities GIS and IT 2,573,768 3,856,308 4,471,736
CIP and Debt Service 26,118,845 375,317,570 —
Total Public Utilities 146,455,317 508,778,032 553,114,955
FUNDING SOURCES
Street Lighting Fund 5,054,978 6,044,149 6,776,763 2.35
Water Fund 82,224,402 177,953,787 206,304,772 295.99
Sewer Fund 48,156,069 301,832,622 311,873,824 130.88
Storm Water Fund 11,019,868 22,947,474 28,159,596 45.78
Total Public Utilities 146,455,317 508,778,032 553,114,955
FTE by Fiscal Year 460.00 476.00 475.00
Salt Lake City Department of Public Utilities
238 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 Department Budget
Personnel Services
58,717,106
O & M
11,767,840
Charges & Services
80,939,069Capital Expenditures
7,900,000
Debt Principal
14,425,111
Debt Interest and Fiscal Charges
32,941,996
Salt Lake City Department of Public Utilities
239 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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240 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY REDEVELOPMENT AGENCY
Organizational Structure Fiscal Year 2024-25
Redevelopment Agency of Salt Lake City
241 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Redevelopment Agency
Of Salt Lake City
DEPARTMENT MISSION STATEMENT AND CORE VALUES
The mission of the Redevelopment Agency of Salt Lake City (RDA) is to revitalize
neighborhoods and business districts to improve livability, spark economic growth,
and foster authentic communities, serving as a catalyst for strategic development
projects that enhance the City’s housing opportunities, commercial vitality, public
spaces, and environmental sustainability.
We foster a set of core values that collectively support the revitalization of Salt Lake
City’s communities:
ECONOMIC GROWTH We act as a responsible steward of public funds, taking a
long-term view of investment, return, and property values.
COMMUNITY IMPACT We prioritize projects and programs that demonstrate
commitment to improving equity and quality of life for residents and businesses in
Salt Lake City.
NEIGHBORHOOD VIBRANCY We cultivate distinct and livable built environments
that are contextually sensitive, resilient, connected, and sustainable.
DEPARTMENT OVERVIEW
Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake
City. Under the Utah Community Development and Renewal Agencies Act, the RDA
has the charge and financial tools to address blight and disinvestment in specific
parts of the City. By working with communities and development partners, the RDA
is transforming areas suffering from social, environmental, physical, or economic
challenges into neighborhoods and commercial districts that are characterized by a
variety of useful amenities, vital housing opportunities, successful local businesses,
connected public spaces, renewed infrastructure, and public art. As the owner of
the Gallivan Center, the RDA also works with the adjacent property owners to
oversee the maintenance and programming of the 3.5-acre downtown plaza.
To accomplish its goals to enhance livability and trigger economic investment, the
RDA utilizes a robust set of financial, planning, and revitalization tools to support
redevelopment within communities throughout the City. The RDA achieves its
goals through direction from its RDA Board of Directors (the same members as the
Salt Lake City Council) and is administered by its Executive Director (Salt Lake City
Mayor). Together with the Gallivan Center, the RDA has a total of 35 positions led
by the Director and Deputy Director. The staff conducts the daily operations of the
RDA as well as the maintenance and operations of the Gallivan Center.
Redevelopment Agency of Salt Lake City
242 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY REDEVELOPMENT AGENCY
Danny Walz, Director
FY 2021-22 Actuals FY 2022-23 Adopted Budget
FY 2023-24 Recommended Budget
FY 2023-24 FTE
DEPARTMENT BUDGET
Personal Services 1,588,385 2,480,095 2,766,591
O & M 2,234,307 1,300,000 535,000
Charges & Services 29,967,989 22,452,621 54,339,133
Interest & Bond Expense 3,973,156 10,746,989 9,644,668
Capital Expenditures 6,054,782 14,278,181 841,900
Transfers Out — 12,043,013 16,529,592
Total RDA $ 43,818,619 $ 63,300,899 $ 84,656,884
DIVISION BUDGETS
Administration 3,193,068 3,998,655 5,167,581 21.00
Block 67 CRA 365,771
Block 70 5,766,465 10,915,154 11,065,164
Central Business District 24,008,623 27,596,650 29,893,016
Primary Housing Fund (CWH TI) — 1,599,880 3,602,241
Depot District 2,134,389 4,049,587 7,095,401
Granary District 644 648,546 1,748,249
Housing Development Fund — 5,230,000 2,902,000
North Temple 224,914 449,053 1,952,466
No Temple Viaduct 2,542,885 1,206,609 3,155,765
Northwest Quadrant — 908,100 2,603,998
Westside Community Initiative (NWQ Hsg/UIPA) 1,835,900 500,000 1,835,469
Program Income Fund 1,432,032 1,556,835 1,559,233
Secondary Housing Fund (PAH) 16,478 10,000 1,000,000
Revolving Loan Fund 937,335 345,000 332,400
Stadler Rail — 72,920 168,744
State Street — 2,631,183 6,517,836
9-Line 234,503 1,477,727 3,307,218
West Capitol Hill 1,491,383 100,000 384,332
Total RDA $ 43,818,619 $ 63,295,899 $ 84,656,884
FUNDING SOURCES
Redevelopment Agency Fund 74,179,729 63,300,899 84,656,884 21.00
Total RDA $ 74,179,729 $ 63,300,899 $ 84,656,884
FTE by Fiscal Year 19.00 19.00 21.00
Redevelopment Agency of Salt Lake City
243 Mayor’s Recommended Budget FISCAL YEAR 2024-25
FY 2025 DEPT BUDGET
Personal Services
2,766,591
O & M
535,000
Capital Expenditures
841,900
Charges & Services
54,339,133
Interest & Bond Expense
9,644,668
Transfers Out
16,529,592
Redevelopment Agency of Salt Lake City
244 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SUSTAINABILITY DEPARTMENT
Organizational Structure Fiscal Year 2024-25
Salt Lake City Department of Sustainability
245 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Sustainability Department
Overview
VISION STATEMENT
The Sustainability Department supports the vision of leading the way on resilience
and environmental stewardship.
MISSION STATEMENT
The Sustainability Department develops goals and strategies to protect our natural
resources, reduce pollution, slow climate change, and establish a path toward
greater equity, resiliency, and empowerment for the community.
DEPARTMENT OVERVIEW
The Department of Sustainability aims to develop goals and strategies to protect
our natural resources, reduce pollution, slow climate change, and establish a path
toward greater resiliency and vitality for all aspects of our community. The
Department is organized in two separate divisions: the Waste & Recycling Division
and the Environment & Energy Division. The Waste & Recycling Division is
responsible for managing the City’s regular refuse, compost, and recycling
collection services and is funded by refuse collection fees. The Environment &
Energy Division develops plans and policies to preserve and improve our built and
natural environments and provide residents information on sustainability issues
affecting Salt Lake City. This division is funded primarily by landfill dividends and
recycling proceeds when available. The Department currently operates with 65 full-
time equivalent positions (FTE’s).
Department Performance Measurement
Measure 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Increase percent of residential waste stream diverted from the landfill through recycling and composting
0.372 0.37 0.36 ≥40%≥40%
50% renewable electricity generation for municipal operations by 2023 12% (est)0.12 0.1 ≥50%≥70%
100% renewable electricity generation for community by 2030 0.3 0.31 0.31 ≥30%≥30%
Reduce community greenhouse gas emissions 80% by 2040
4,720,000 (est.)
MTCO2e
4,620,000 (est.)
MTCO2e
4,600,000 (est.)
MTCO2e
≤ 4,620,000
MTCO2e
≤ 5,000,000
MTCO2e
SLCGreen Total social media followers (INSTAGRAM, Facebook, and Twitter)18,254 18,823 19,205 20,350 21,350
Salt Lake City Department of Sustainability
246 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SUSTAINABILITY DEPARTMENT
Debbie Lyons, Director
FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 5,651,014 6,752,544 7,137,658
O & M 427,198 633,100 731,507
Charges & Services 7,511,721 9,492,684 11,176,601
Capital Expenditures 252,030 8,124,067 3,710,567
Improvements Expense — — 51,000
Debt Principal — — 2,863,727
Bonding/Debt/Interest Charges 59,669 2,986,397 91,832
Depreciation & Amortization 1,968,540 — —
Transfers Out 272,427 275,000 275,000
Total Sustainability 16,142,599 28,263,792 26,037,892
DIVISION BUDGETS
Environment & Energy 1,836,297 2,646,630 2,935,619 8.00
Waste & Recycling 14306302 25617162 23102273.06 57.00
Total Sustainability 16,142,599 28,263,792 26,037,892
FUNDING SOURCES
Refuse Fund 16,142,599 28,263,792 26,037,892 65.00
Total Sustainability 16,142,599 28,263,792 26,037,892
FTE by Fiscal Year 63.00 63.00 65.00
FY 2025 Department Budget
Personnel Services
7,137,658
O & M
731,507
Charges & Services
11,176,601
Capital Expenditures
3,710,567
Improvements Expense
51,000
Debt Principal
2,863,727
Salt Lake City Department of Sustainability
247 Mayor’s Recommended Budget FISCAL YEAR 2024-25
DEPARTMENT OF SUSTAINABILITY
Debbie Lyons, Director
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes 86,153
Base-to-base changes compares personal services costs adopted as part of the FY2024 budget to actual personal services costs paid during the first pay period of the calendar year 2024. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefit changes that happened in the first part of the current fiscal year.
Salary Proposal and Benefit Changes 300,390
This increase reflects a 5% cost of living increase that is being proposed. This includes non-represented and AFSCME represented employees.
Policy Issues
Revenue
Waste & Recycling Residential Service Fee Revenue Increase (Ongoing) 1,619,837
This reflects a 10% increase to residential service fees for waste and recycling collection. Target cash balance for Waste & Recycling is 18% of operating revenue. Projected end-of-year cash balance with this fee increase is 12%.
Waste & Recycling Glass Recycling Fee Increase (Ongoing) 18,780
Curbside and drop-off glass recycling services are provided by a third party contractor. The monthly subscription fee for curbside glass collection is passed on to the customer through their monthly utility bill. The glass recycling fee increase is driven by a 3% CPI increase in contractual fees.
Waste & Recycling Debt Financing Proceeds and Misc Revenue Decrease (One-Time) (4,251,433)
This revenue item is directly related to an equivalent expense to finance capital purchases, and overall is budget neutral.
Energy & Environment Misc Revenue Increase (Ongoing) 34,751
Ongoing owners' distribution from the Salt Lake Valley Landfill is expected to increase by $30,000 and additional miscellaneous interest income is expected to increase by $4,751.
Expense
Waste & Recycling Capital Purchase Decrease (One-Time) (4,013,500)
Capital equipment financed in FY25 will decrease from FY24. The Department purchased more equipment than normal in FY24 due to supply chain limitations in prior years. Waste & Recycling equipment is replaced on a six-year cycle.
Waste & Recycling Public Utilities Billing System Allocation (Ongoing) 889,104
This increase reflects an expected 17% increase in an ongoing transfer to Public Utilities for collecting Waste and Recycling fees. In addition, Public Utilities is developing a new billing system and the Refuse Fund's calculated allocation will be $670,000 per year for the next three fiscal years.
Waste & Recycling Fleet Fuel and CNG Decrease (Ongoing) (44,700)
Fuel cost for the Department is expected to decrease by $44,700 for FY25 based on market outlook.
Waste & Recycling Tipping Fee Increase (Ongoing) 258,000
This increase reflects the change in fees charged at the Salt Lake Valley Solid Waste Management Facility (Landfill) and Waste Management's Recovery Facility (recycling).
Waste & Recycling Fleet Maintenance Increase (Ongoing) 221,524
This reflects an expected 10% inflationary increase over the FY24 adopted budget.
Salt Lake City Department of Sustainability
248 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Waste & Recycling Lease Debt Payment Decrease (Ongoing) (30,838)
This decrease reflects scheduled financial payments for fiscal year 2020 equipment purchases that have ended. Due to supplier chain issues, capital purchases were postponed and thus scheduled financial payments decreased. Supply chain issues have improved so scheduled financial payments should resume in future fiscal years.
Waste & Recycling Operating and Administrative Increase (Ongoing) 107,968
This includes a 3% inflationary increase in glass recycling contract, building repairs and expenses, safety equipment, supplies and apparel. and other miscellaneous expenses.
Salt Lake City Department of Sustainability
249 Mayor’s Recommended Budget FISCAL YEAR 2024-25
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250 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY 911 COMMUNICATIONS BUREAU
Organizational Structure Fiscal Year 2024-25
Salt Lake City 911 Communications Bureau
251 Mayor’s Recommended Budget FISCAL YEAR 2024-25
911 Dispatch Bureau
DEPARTMENT VISION STATEMENT
We will strive to partner with our officers and firefighters to create a safe and
healthy community where our citizens can work and live.
DEPARTMENT MISSION STATEMENT
Salt Lake City 911 will maintain a high state of readiness to provide a caring and
committed link between our officers, firefighters, and citizens of Salt Lake City.
DEPARTMENT OVERVIEW
The 911 Communications Bureau provides dispatch services for Salt Lake City and
Sandy City residents. They process all emergent and non-emergent calls in both
municipalities. The dispatchers work cooperatively with the Fire Departments and
Police Departments that they serve and Sandy Animal Services to address the
needs of the public.
The 911 Bureau is managed by an at-will director that reports to the Office of the
Mayor. The total FTEs for the 911 Communications Bureau stands at 100. The
majority of these FTEs answer calls 24 hours a day, 365 days a year, and answered
over 660,000 calls last year. These specialized dispatchers require rigorous training
each year and are held to high standards of quality response.
911 Communications Bureau Performance Measures
Performance Measures 2021 Actual 2022 Actual 2023 Actual 2024 Target 2025 Target
Answer phones within 15 seconds at least 95.24% of the time 95.24%95.34%93.71%95.00%95.00%
Answer phones within 40 seconds at least 98.47% of the time 98.47%98.19%97.42%99.00%99.00%
*911 Comm gathers performance measurement information on a calendar year basis.
Salt Lake City 911 Communications Bureau
252 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY 911 COMMUNICATIONS BUREAU
Lisa Kehoe, Director
FY 2022-23 Actuals
FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
FY 2024-25 FTE
DEPARTMENT BUDGET
Personnel Services 9,764,164 10,088,793 10,438,033
Operating and Maintenance 46,435 84,984 116,784
Charges & Services 298,518 935,606 905,116
Capital Expenditures 123 150,373 150,373
Total 911 Communications Bureau 10,109,240 11,259,756 11,610,306
DIVISION BUDGETS
Dispatch 10,872,140 11,259,756 11,610,306 100.00
Total 911 Communications Bureau 10,872,140 11,259,756 11,610,306
FUNDING SOURCES
General Fund 10,109,240 11,259,756 11,610,306 100.00
Total 911 Communications Bureau 10,109,240 11,259,756 11,610,306
FTE by Fiscal Year 100.00 100.00 100.00
FY 2024 Department Budget
Personnel Services
10,438,033Operating and Maintenance
116,784
Charges & Services
905,116
Capital Expenditures
150,373
Salt Lake City 911 Communications Bureau
253 Mayor’s Recommended Budget FISCAL YEAR 2024-25
SALT LAKE CITY 911 COMMUNICATIONS BUREAU
Lisa Kehoe, Director
Changes discussed below represent adjustments to the FY 2023-24 adopted budget.
Personal Services Base-to-Base Changes (113,642)
Base-to-base changes compares personal services costs adopted as part of the FY2024
budget to actual personal services costs paid during the first pay period of the calendar year
2024. Changes in this category incorporate changes in personal services at the individual staff
level, including pay adjustments, reclassifications, career ladders, and benefit changes that
happened in the first part of the current fiscal year.
Pension Changes 14,904
The budget includes changes as required for participation in the Utah State Pension System.
Insurance Rate Changes 180,062
This increase reflects a change in insurance costs for the 911 Communication Bureau as
described in the Budget Summary section of the Budget Book.
Salary Proposal 206,976
This increase reflects the 911 Communication Bureaus portion of the salary proposal
described in the Budget Summary portion of the Mayor's Recommended Budget Book.
Health Savings Plan 62,250
The budget includes an increase as described in the Budget Summary
Salt Lake City 911 Communications Bureau
254 Mayor’s Recommended Budget FISCAL YEAR 2024-25
NON-DEPARTMENTAL
General Fund Requests Overview
Municipal Contribution/Civic Support
Salt Lake City Arts Council 800,000 800,000 1,000,000
SL Area Chamber of Commerce 50,000 55,000 55,000
Sugar House Park Authority 218,891 270,251 236,597
Diversity Outreach — 3,000 3,000
Utah League of Cities and Towns 221,922 233,474 243,347
National League of Cities and Towns 12,797 12,797 12,797
Tracy Aviary 719,367 763,526 814,173
Sister Cities 8,208 10,000 30,000
ACE Fund (Previously Signature Events) 193,250 200,000 300,000
Dignitary Gifts/Receptions/Employee Appreciation 4,258 170,000 170,000
Housing Authority Transitional Housing 197,291 85,000 85,000
Regional Economic Development Funding 108,000 108,000 108,000
US Conference of Mayors — 12,242 14,242
Jordan River Membership — 16,000 16,000
Rape Recovery Center 30,000 30,000 30,000
YWCA - FJC Wrap Around Services 45,000 45,000 45,000
Housing Assist Program - Rental Assistance 147,794 — —
DAQ Lawnmower Exchange — 230,000 —
National League of Cities Conference — — —
Salt Lake City Foundation — 3,000 3,000
World Trade Center Membership 50,000 50,000 50,000
Local Business Marketing Program 20,000 20,000 20,000
Sorenson Center w/ County 830,498 1,014,800 1,014,800
Transit Key Routes 6,658,272 7,000,000 7,000,000
Home to Transit Program 1,669,331 3,000,000 3,307,807
Outreach New Routes 77,354 100,000 100,000
Hive Pass Pass-Through Expense 440,386 625,648 350,000
Free Bus Passes for School Children, Parents, Guardian, Faculty — — 214,648
Downtown Alliance Safety Ambassador (170,546) — —
Switchpoint Donation — 250,000 —
Suazo Membership 75,000 45,000 45,000
Healthcare Innovation-Biohive 77,690 100,000 100,000
NBA All Star Game 801,796 — —
Open Streets Initiative 150,000 500,000 400,000
Police Department Expungements — — 300,000
Volunteers of America Detox — — 1,000,000
Total Municipal Contribution/ Civic Support 13,436,559 15,752,738 17,068,411
Governmental Transactions
Capital Improvements Project Fund 31,617,831 13,257,591 14,368,191
Fleet Replacement Fund 12,091,900 11,743,350 5,657,993
Non-Departmental FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
Salt Lake City Non-Departmental
255 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Transfer to RDA 22,134,598 15,985,753 19,661,505
Transfer to Golf 25,700 —
Golf Fund ESCO 493,239 510,427 528,213
Golf Admin Fee Transfer 339,335 356,302 356,302
Golf IMS Transfer 350,000 350,000 350,000
Rosepark Infrastructure Renewal 500,000 500,000 500,000
Golf Course Living Wage & CCAC (One-time) 370,100 370,100 370,100
Transfer to Water Fund (Assistance) 100,000 200,000 100,000
Transfer to Water Fund (Fire Hydrant Fee) — — 534,469
Housing Sales Tax Plan (Transfer to the Housing Fund) — 1,840,000 2,590,000
Transfer to Governmental Immunity 500,000 — —
Transfer to Refuse Fund (Sustainability) 1,762,126 1,170,900 1,170,900
Transfer to Public Utilities Funds 2,000,000 — 61,000
Transfer to Risk Fund — — —
Transfer to Other Special Revenue Fund 300,000 100,000 100,000
Transfer to Information Management Services Fund — 22,311,740 23,615,477
IFAS Account IMS Transfer — — —
Total Transfers 80,917,282 79,195,089 80,789,352
Interfund Charges
General Fund Costs for Streetlighting 103,682 184,420 184,420
City Data Processing Services 19,676,545 — —
Risk Management Premium 2,970,656 3,911,485 3,879,655
Centralized Fleet Management 6,938,922 7,656,893 7,656,893
Ground Transportation GF Expense 50,000 — —
Total Interfund Charges 29,739,805 11,752,798 11,720,968
Grant Related Programs
Federal Grant Match Account — — —
Total Grant Related Programs — — —
Other Administrative Costs
Legal Defenders 1,404,676 1,645,067 1,724,817
Public Utilities - Land Swap Payment 200,000 200,000 —
10 Year Plan - Airport Trail Reimbursement Required by FAA Corrective Action Plan 103,886 — —
Apprenticeship Program — 630,000 130,000
City Hall Security Improvements (One-time) 500,490 379,450 —
City Hall Police Presence (Ongoing) — 280,350 342,750
City Hall Security: City Hall Public Order Security (Ongoing) — — 99,840
City Hall Security: Protective Detail (Ongoing) — — 120,000
Retirement Payouts 183,000 696,000 696,000
Music Licensing Fees - Moving to IMS 3,635 9,000 —
Contract with U of U for Demographic Project — 50,000 50,000
Washington DC Consultant — 75,000 75,000
Tuition Aid Program 214,222 320,000 320,000
Non-Departmental FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
Salt Lake City Non-Departmental
256 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Municipal Elections 39,964 404,551 50,000
Animal Services Contract 1,958,095 1,970,648 2,069,180
Citywide Equity Plan and Training 90,001 — —
Gentrification Mitigation Study 86,849 — —
Protest Response Costs (200) — —
Community Investment Priorities 1,000,000 — —
Police Department Body Cameras 1,547,571 1,549,692 1,692,972
Committee on Racial Equity on Policing — 120,000 —
Police Training 1,458 55,000 —
Police Department Social Worker Funding 218,089 1,840,127 —
Wind Storm Damage (161,951) — —
Boards & Commissions Honoraria — 26,000 —
REP: Increased Mental Health Responders — — 1,133,574
REP: Commission of Racial Equity & Policing — — 120,000
REP: Arbinger Leadership Cohort (REP-C) (Ongoing) — — 74,688
REP: Leadership in Police Organization (REP-C) (Ongoing) — — 52,500
REP: School Resource Training (REP-C) (Ongoing) — — 22,775
REP: Culturally Responsive Therapy for Negative Police Interactions (REP-C) (Ongoing) — — 99,840
Racial Equity & Policing Peer Court — 20,000 —
Racial Equity & Policing Holding Account — 1,781,191 1,531,389
Salary Negotiation Hold — 760,000 —
Salary Contingency — — 2,131,513
Council Lobbyists — 60,000 —
Car and RV Camping Pilot Program 98,729 500,000 —
Return of Op Diversion Funding 490,847 — —
Contingency 2,104 — —
Shooting Range Remediation 121,284 — —
Council - Dignitary Gifts Rece 20,000 —
Fire SCBA — 197,400
Annual Financial Audit 270,100 —
Outdoor Bus Activity Grant Pilot 99,617 — —
PD Substations 113,292 — —
Downtown Streets Enhanced 443,000 — —
2023 Flooding 574,772 — —
Transportation Utility Fee Consultant — 50,000 —
Wasatch Community Gardens — 50,000 50,000
Total Other Administrative Costs 9,333,430 13,762,176 13,490,791
Special Revenue Fund Accounting
Total Special Revenue Fund Accounting 73,300,858 31,130,108 24,062,310
Debt Service Funds
Debt Service Funds 30,343,954 34,894,979 31,556,034
Special Improvement District Funds 82 3,000 3,000
Total Debt Service Funds 30,344,036 34,897,979 31,559,034
Non-Departmental FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
Salt Lake City Non-Departmental
257 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Capital Projects Funds
Capital Projects Fund 45,170,816 34,894,979 32,322,843
Impact Fees Fund 7,170,601 — —
Capital Projects Maintenance Fund 4,418,112 — —
Total Capital Projects Funds 56,759,529 34,894,979 32,322,843
FY 2022-23 Actual Budget FY 2023-24 Adopted Budget FY 2024-25 Adopted Budget
Funding Sources
General Fund 133,427,076 120,462,801 123,069,522
Special Improvement Districts Funds 82 3,000 3,000
Miscellaneous Special Service District Fund 1,668,631 1,700,000 1,700,000
Emergency 911 3,800,385 3,800,385 3,913,585
CDBG Operating Fund 4,056,150 5,597,763 5,485,515
Misc Grants Operating Funds 58,621,665 8,919,917 6,644,210
Salt Lake City Donation Fund 3,780,293 500,000 500,000
Other Special Revenue Funds 325,173 400,000 400,000
Housing Funds 1,048,561 10,212,043 5,419,000
Debt Service Funds 30,343,954 34,894,979 31,556,034
Capital Projects Fund 45,170,816 34,894,979 32,322,843
Impact Fees Fund 7,170,601 — —
Capital Projects Maintenance Fund 4,418,112 — —
Total Non-Departmental 293,831,499 221,385,867 211,013,709
Non-Departmental FY 2022-23 Actuals FY 2023-24 Adopted Budget
FY 2024-25 Recommended Budget
Salt Lake City Non-Departmental
258 Mayor’s Recommended Budget FISCAL YEAR 2024-25
NON-DEPARTMENTAL
General Fund Requests Overview
The Non-departmental portion of the budget provides a financial reporting and budgeting section to account for all
General Fund monies transferred to other funds, grants, and other special revenue funds. It provides accounting for
funds that do not programmatically belong to any particular City department. It includes an accounting of the City’s
debt service and capital improvement programs. It is also used to monitor disbursements of monies for civic
organizations that provide a service on behalf of Salt Lake City but are not legal entities of the City.
Apprenticeship Program (500,000)
A reduction in funding available for the Apprenticeship Program
Salt Lake City Arts Council (Ongoing) (FOF) 200,000
The budget includes an increase in funding for the Arts Council. $117,500 of this additional fund is for City Arts Grants, $2,500 is for increases in Art Barn utilities and the remaining $80,000 is for the increase in the cost of running the Twilight Concert Series, Living Traditions, Busker Fest and the Finch Lane Gallery.
City Hall Security: City Hall Police Presence (Ongoing) (FOF) 62,400
Funding is being recommended for staffing cost for a City Hall police presence on Tuesdays.
City Hall Security: City Hall Public Order Security (Ongoing) (FOF) 99,840
Funding is included for twice monthly City Hall public order security.
City Hall Security: Protective Detail (Ongoing) 120,000
The budget includes funding for the Mayor's protective detail.
Axon Body Camera Enhancements (Ongoing) (FOF) 143,280
Funding is being included to provide enhancements to the City's Axon Body Cameras.
Ace Fund (Ongoing) 100,000
This funding is meant to help cover inflationary increases as well as the increasing number of applications to the
Ace Fund being now being received.
Sister Cities (Ongoing) 20,000
Additional funding is being provided for the City's Sister Cities program to cover membership costs as well as program and diplomatic enhancements in anticipation of the upcoming Olympics bid.
Utah League of Cities and Towns (Ongoing) 9,873
The budget includes an increase in funding for the Utah League of Cities and Towns contract to align with the amount being billed by the organization.
Tracy Aviary (Ongoing) 50,647
The Aviary is requesting an additional $50,647, which includes a 7% CPI increase as well as $40,000 to be used as an offset for water service charges as referenced in their contract with the City.
US Conference of Mayors (Ongoing) 2,000
Funding to cover the anticipated increase in the cost of the US Conference of Mayor’s Membership.
Arbinger Leadership Cohort (REP-C) (Ongoing) (FOF) 74,688
This funding pertains to training that would provide an outward mindset including the following: strategic partnership, inclusion, outward mindset in public safety, strategic planning and execution.
Salt Lake City Non-Departmental
259 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Leadership in Police Organization (REP-C) (Ongoing) (FOF) 52,500
This increase would fund a three-week course that explores leadership at different levels in the organization: leading individuals, leading groups, and leading organizations. The course uses the following methods: Applied Learning, Translation of Theory to Practice and Practical Leadership Strategies.
School Resource Training (REP-C) (Ongoing) (FOF) 22,725
The budget includes funding for professional development for all School Resource Officers (SROs) outside the legal basic requirements. This would allow all SROs to stay updated on current practices, and gain a deeper or broader expertise in youth development, as well as other areas pertinent to the field.
Culturally Responsive Therapy for Negative Police Interactions (REP-C) (Ongoing) (FOF) 99,840
This funding is to support grief counseling for family members affected by negative police interactions. The support would ensure that community members have the lowest barrier possible to soliciting counseling services that are culturally responsive and tailored to meet various diverse needs.
Transfer from Fire for Fire Hydrant Fee 241,250
Funding for Fire Hydrant maintenance has traditionally been paid to Public Utilities through the Fire Department budget. This funding will be moved to the Non-Departmental budget.
Fire Hydrant Fee (Ongoing) (FOF) 293,219
Funding is included to cover an increase in costs for Public Utilities to maintain Fire Hydrants in the City.
City Hall Security Improvements FY24 (One-time) (379,450)
The remaining funding for security improvements to the City and County Building will be removed from the budget.
Municipal Elections FY 2024 (One-time) (354,551)
A reduction in funding for various elections related costs in FY 2024.
Sugarhouse Park Authority (One-time) (33,654)
A one-time increase was included in the FY 2024 budget for a portion of the cost of a pavilion replacement in the park. This funding is being removed from the budget.
Transportation Utility Fee Consultant (One-time) (50,000)
Funding provided in FY 2024 for a Transportation Utility Fee consultant is being reduced.
Downtown Street Activation for Summer and Fall 2023 (One-time) (500,000)
The Mayor recommends removing funding for Downtown Open Streets activation that was utilized during the
Summer and Fall months of 2023.
Open Streets - Continuation of Downtown Streets (One-time) 400,000
Funding is being recommended for a continuation of the Downtown Open Streets efforts for the Summer and
Fall months of 2025. Funding will be needed during fiscal year 2025 to cover the costs associated with the
contract for Open Streets.
Police Officer Training (One-time) (55,000)
Remaining one-time funding for police training is being reduced from the budget.
Fleet Replacement Fund Transfer (6,085,357)
The reduction in funding for the Fleet Replacement fund transfer is primarily due to the reduction of $1,700,000 in FOF funding historically used for Streets fleet equipment and the reduction of $4,000,000 in FOF funding historically used for Public Safety apparatus and vehicles. Other changes include a reduction of funding needed for vehicles for newly added positions.
Golf Transfer 17,786
The funding for the Golf transfer is increasing due to a change in the required ESCO payment.
Salt Lake City Non-Departmental
260 Mayor’s Recommended Budget FISCAL YEAR 2024-25
IMS Fund Transfer 1,340,962
The IMS fund transfer is increasing for several reasons, including; $250,000 in funding for the Radio Replacement program to maintain and replace radios purchased during fiscal years 2023 and 2024, the $100,000 reduction of one-time funding for CAP and $10,000 reduction for Spidr Tech software, changes in funding for new positions, increases in costs related to contracts and inflation, the ongoing $397,688 cost of Versaterm Case Service and Cellbrite that was added in BA #4 of FY 2024, the $650,000 reduction in costs for legacy systems due to the implementation of Workday, a $108,757 cost increase for a Privacy Officer position to comply with the requirements of House Bill 491 of this year's legislative session, and $127,648 cost of audio-visual equipment in need of replacement.
Debt Service Funding Transfer 523,676
Changes to the Debt Service transfer include a $815,049 reduction in bond debt service, a $162,600 increase in ESCO payments and an increase of $1,176,125 for the LBA debt service.
CIP Funding Transfer 1,147,642
The CIP funding transfer is being increased by $1,147,642 primarily due to the Public Land's department's transfer of $683,152 in funding back to CIP for maintenance. In the FY 2024 budget, this ongoing funding was used toward vehicles and other one-time costs associated with an increase in parks maintenance positions in the department. Other changes to the transfer include an increase of $560,000 for ongoing CIP commitments and a reduction of $150,000 for Westside art.
Public Utilities: Land Swap (Ongoing) (200,000)
$200,000 has been included annually for several years to cover the cost of a land swap between the City, the County and Public Utilities. The land swap costs have been covered and will now be reduced from the budget.
Public Utilities: Water Usage Study (One-time) (100,000)
Funding for a water usage study / audit for Salt Lake City facilities is being reduced from the budget.
RDA Transfer 2,925,752
The transfer to the RDA fund will increase primarily due to a $3,675,752 increase in RDA Tax Increment funding. Other changes include a reduction of $1.5 million for Gap Financing for Switchpoint's Project on North Temple, Switchpoint and Catalytic Grant Program and Sanctioned Camping Catalytic Grant Program Holding Account. There is also a $750,000 increase to the Housing Plan - Land Discounts and Financing transfer to RDA.
Sustainability: E&E Continuation of Air Quality Incentives (One-time) (230,000)
The budget removes one-time funding for air quality incentives for e-bikes and indoor air quality improvement tools.
Sustainability: Misc Program Efficiency Reductions (Ongoing) (46,200)
Various program reductions.
Boards & Commissions Honoraria (One-time) (26,000)
Funding for Boards and Commissions honoraria is being reduced from the budget.
REP Peer Court Support (20,000)
The budget removes funding for Peer Court.
Legal Defenders (Ongoing) 79,750
An increase in funding for the Legal Defenders contract is being included.
Music License Fees - Moving to IMS (9,000)
The budget for music license fees for the city are being moved from the Non-Departmental budget to IMS.
Salary Contingency (Ongoing) (760,000)
Funding set aside for potential anticipated salary items in the FY 2024 budget is being removed from the FY 2025 budget.
Salt Lake City Non-Departmental
261 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Risk: Lifestyle Spending Account (One-time) (500,000)
Funding for the trial Lifestyle Spending Account program undertaken during FY 2024 is being removed from the budget.
Risk: Insurance Premium Increase 468,171
The city is evaluating moving to an insurance carrier from self insurance for workers compensation.
Animal Control Contract (Ongoing) 98,532
The increase required by the County based on the Animal Services contract.
UTA On Demand Service (Ongoing) (FOF) (Ongoing) 307,807
Funding to support contractual increase for the On-Demand Service.
Police Department Expungements (One-time) 300,000
The budget includes funding to reduce a backlog of expungements in process.
Volunteers of America - Detox (One-time) 1,000,000
Funding is being requested for the facility related needs at the Volunteers of America site on Redwood Road.
Salt Lake City Non-Departmental
262 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Staffing
Document
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Official Staffing Document
Summary for Fiscal Year 2024-25
This section reflects the official staffing document for FY 2024-25. The staffing
document inventories individual positions and pay grade classifications within each
division. It includes the total number of authorized positions and job classifications
for each department by division and fund. The total number of all positions in the
City is tallied on the initial summary page.
Any change made to the City staffing document that increased costs but did not
increase the number of positions was presented to the City Council for review. Any
change in the total number of positions requires the approval of the City Council.
The total numbers of positions are presented for the last two fiscal years (2022-23
and 2023-24), as well as the staffing level for FY 2024-25. Changes from the
previous fiscal year’s budget are noted and explained in the column entitled
Changes from FY 2023-24 to FY 2024-25.
Changes are noted as follows:
RECLASSIFICATIONS
•If a reclassification resulted in a pay grade change only, the notation would be,
for example, Changed to _________/from 29
•If a reclassification resulted in a change of title only, the notation would be, for
example, Changed to _________/from Personnel Director.
•If a reclassification resulted in a change of grade and title, the notation would
be, for example, Changed to_________/from Personnel Director (29)
REORGANIZATIONS
•If a position or part of a position has been transferred to a different part of the
organization the notation would be, for example, Transferred to_________/from
Employee Services.
•If a percentage of the position were transferred, the notation would be, for
example, .25 Transferred to _________/from Employee Services.
•If a position or percentage of a position were transferred to another
department, the notation would be, for example, Transferred to Department
of_________, Division of_________/from Employee Services.
•There will be offsetting notations in the receiving area of the organization to
explain from where the position or percentage of the position was transferred.
NEW POSITIONS
•A position which has been added to the official staffing document in Fiscal Year
2024-25 is noted as New Position.
Salt Lake City Staffing Document
265 Mayor's Recommended Budget FISCAL YEAR 2024-25
ELIMINATED POSITIONS
•A position which has been removed from the official staffing document for the FY 2024-25
is noted as Position eliminated.
POSITION HELD VACANT
•A position which is being held vacant in the official staffing document for the
fiscal year 2024-25 is noted as Position held vacant.
POSITION TITLE ABBREVIATIONS
•H indicates an hourly position
•PT indicates a part-time position
•S indicates a seasonal position
Salt Lake City Staffing Document
266 Mayor's Recommended Budget FISCAL YEAR 2024-25
STAFFING DOCUMENT SUMMARY
COMPARISON OF FISCAL YEARS 2023 THROUGH 2025
Budget Budget Budget FY24-25
DEPARTMENT FY2023 FY2024 FY2025 Variance
GENERAL FUND
Attorney's Office 57.50 60.50 66.50 6.00
City Council 36.00 39.00 39.00 0.00
911 Communications Bureau 100.00 100.00 100.00 0.00
Community and Neighborhood 190.00 195.00 193.00 (2.00)
Economic Development 22.00 22.00 23.50 1.50
Department of Finance 76.70 81.70 84.70 3.00
Fire 392.00 402.00 406.00 4.00
Human Resources 31.40 33.40 33.40 0.00
Justice Courts 42.00 42.00 43.00 1.00
Mayor's Office 32.00 34.00 35.00 1.00
Police 750.00 761.00 767.00 6.00
Public Lands 143.35 157.85 165.85 8.00
Public Services 262.00 273.00 277.00 4.00
Non Departmental 0.00 0.00 0.00 0.00
GENERAL FUND TOTAL 2,134.95 2,201.45 2,233.95 32.50
ENTERPRISE FUNDS
Airport 619.30 639.30 664.30 25.00
Golf 33.65 34.15 34.15 0.00
Public Utilities
Street Lighting 2.72 2.57 2.35 (0.22)
Water 288.16 298.21 295.99 (2.22)
Sewer 127.65 130.80 130.88 0.08
Storm Water 40.47 43.42 45.78 2.36
Total Public Utilities 459.00 475.00 475.00 0.00
Sustainability 63.00 65.00 65.00 0.00
ENTERPRISE FUND TOTAL 1,174.95 1,213.45 1,238.45 25.00
INTERNAL SERVICE AND OTHER FUNDS
Information Mgmt Svcs 92.00 100.00 101.00 1.00
Fleet Management 46.00 46.00 49.00 3.00
Government Immunity 9.00 10.00 9.00 (1.00)
Risk Management 7.40 7.70 8.70 1.00
Special Revenue: 1/4 Sales Tax from County 0.00 0.00 0.00 0.00
INTERNAL SERVICE AND OTHER FUND TOTAL 154.40 163.70 167.70 4.00
REDEVELOPMENT AGENCY 32.00 34.00 34.00 0.00
TOTAL POSITIONS 3,496.30 3,612.60 3,674.10 61.50
Salt Lake City Staffing Document
267 Mayor's Recommended Budget FISCAL YEAR 2024-25
OFFICE OF THE CITY COUNCIL Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
City Council
Council Person xxx 7.00 7.00 7.00
Executive Director 41 1.00 1.00 1.00
Deputy Director-City Council 39 1.00 2.00 2.00
Legislative & Policy Manager 37 0.00 1.00 1.00
Senior Advisor City Council 37 1.00 0.00 0.00
Associate Deputy Director -Council 37 1.00 0.00 0.00
Senior Public Policy Analyst 33 2.00 3.00 3.00
Operations Mgr/Mentor 31 1.00 1.00 1.00
Community Facilitator 31 0.00 0.00 0.00
Public Policy Analyst II 31 3.00 3.00 3.00
Council Office Communication Director 31 1.00 1.00 1.00
Policy Analyst 31 0.00 0.00 0.00
Policy Analyst/Public Engagement 28 2.00 1.00 1.00
Public Engage/Comm Specialist II 28 1.00 1.00 1.00
Constituent Liaison/Public Policy Analyst 27 2.00 3.00 3.00
Public Engagement & Comm Special 26 3.00 6.00 6.00
Constituent Liaison 26 3.00 3.00 3.00
Assistant to Council Executive Director 25 1.00 1.00 1.00
Council Admin Asst 24 5.00 4.00 4.00
RPT Council Staff Asst 26 1.00 1.00 1.00
CITY COUNCIL TOTAL 36.00 39.00 39.00
Mayor Executive Staff
Mayor xxx 1.00 1.00 1.00
Chief of Staff 41 1.00 1.00 1.00
Chief Administrative Officer 41 1.00 1.00 1.00
Deputy Chief of Staff 39 1.00 1.00 1.00
Deputy Chief Administrative Officer 39 1.00 1.00 1.00
Senior Advisor 39 2.00 0.00 0.00
Communications Director 39 1.00 0.00 0.00
Communications Deputy Director 30 1.00 0.00 0.00
Policy Advisor 29 2.00 1.00 1.00
REP Commission Senior Staff Position 29 1.00 0.00 0.00
Community Liaison 26 5.00 0.00 0.00
Executive Assistant 24 5.00 3.00 3.00
Office Manager Mayor's Office 24 1.00 1.00 1.00
OFFICE OF THE MAYOR Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
268 Mayor's Recommended Budget FISCAL YEAR 2024-25
Community Outreach Sp & E Coord 24 1.00 0.00 0.00
Communication & Content Mgr 21 1.00 0.00 0.00
Administrative Assistant 19 2.00 2.00 2.00
Mayor Executive Staff Total 27.00 12.00 12.00
Mayor Communication
Communications Director 39 0.00 1.00 1.00
Communications Deputy Director 30 0.00 1.00 1.00
Communication & Content Mgr 30 0.00 1.00 1.00
Mayor Communication Total 0.00 3.00 3.00
Mayor Policy Advisors
Senior Advisor 39 0.00 2.00 3.00 New Position
Mayor Policy Advisors Total 0.00 2.00 3.00
Mayor Equity Administration
Chief Equity Officer 39 1.00 1.00 1.00
REP Commission Senior Staff Position 29 0.00 1.00 1.00
Equity Team Member 27 1.00 0.00 0.00
Community Liaison 26 3.00 5.00 5.00
Executive Assistant 24 0.00 1.00 1.00
Mayor Equity Administration Total 5.00 8.00 8.00
Mayor Community Outreach
Senior Advisor 39 0.00 2.00 2.00
Community Liaison 26 0.00 4.00 4.00
Community Outreach Sp & E Coord 24 0.00 2.00 2.00
Executive Assistant 24 0.00 1.00 1.00
Mayor Community Outreach Total 0.00 9.00 9.00
OFFICE OF THE MAYOR TOTAL 32.00 34.00 35.00
OFFICE OF THE MAYOR Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
269 Mayor's Recommended Budget FISCAL YEAR 2024-25
911 COMMUNICATIONS BUREAU Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
911 Dispatch Director 38 1.00 1.00 1.00
911 Dispatch Deputy Director 32 1.00 1.00 1.00
911 Dispatch Operations Mgr 31 0.00 0.00 4.00 4 Changed from Operations Manager grade 29 to Assistant Director grade 31.
911 Dispatch Operations Mgr 29 2.00 4.00 0.00 4 Changed from Operations Manager grade 29 to Assistant Director grade 31.
911 Dispatch Supervisor 27 10.00 9.00 9.00
911 Dispatch Dispatcher I-III 20 82.00 81.00 81.00
911 Dispatch Dispatcher I-III Unfunded 20 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
911 COMMUNICATIONS BUREAU TOTAL 100.00 100.00 100.00
Office of the Executive Director
Executive Director 41 1.00 1.00 1.00
ORAT Director 39 1.00 1.00 0.00 1 Transferred to Real Estate & Commercial Development
ORAT Specialist 31 0.50 0.50 0.00 1 Transferred to Design & Construction Management
Executive Assistant 26 0.00 0.00 1.00 1 Changed from Admin Assist (24)
Administrative Assistant - Appointed 24 1.00 1.00 0.00 1 Changed to Executive Assist (26)
Airport Construction Coordinator 23 1.00 1.00 1.00 1 Grade changed from 18 to 23
Administrative Secretary 18 1.00 0.00 0.00
Office Technician II 15 0.00 0.00 0.00
Executive Director's Office Total 5.50 4.50 3.00
Communication and Marketing Division
Director Communication & Marketing 38 0.00 0.00 1.00 1 Changed from Director Airport Public Relations & Marketing (38)
Director Airport Public Relations & Marketing 38 1.00 1.00 0.00 1 Changed to Director Communication & Marketing (38)
Air Service Development Manager 31 1.00 1.00 0.00 1 Transferred to Real Estate & Commercial Development
Senior Manager Air Services Development 31 0.00 0.00 0.00
Airport Communication Manager 30 1.00 1.00 2.00 1 New position
Airport Community Outreach Manager 30 0.00 0.00
Airport Communication Coordinator 26 1.00 1.00 1.00 1 Grade changed from 25 to 26
Airport Public Relations Manager 30 0.00 0.00 0.00
Communication and Marketing Total 4.00 4.00 4.00
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
270 Mayor's Recommended Budget FISCAL YEAR 2024-25
Planning and Environmental Division
Director of Airport Plan/Cap Program 39 1.00 1.00 1.00
Assistant Planning, Environmental & Cap Program Director 37 0.00 0.00 1.00 1 Changed from Assistant Planning & Environmental Director (36)
Assistant Planning & Environmental Director 36 0.00 1.00 0.00 1 Changed to Assistant Planning, Environmental & Cap Program Director (37)
Airport Environmental Program Manager 34 1.00 1.00 1.00 1 Grade changed from 33 to 34
Airport Senior Environmental Sustainability Coordinator 32 2.00 1.00 1.00 1 Grade changed from 31 to 32
Airport Planning & DBE Manager 33 0.00 0.00 2.00 1 Changed from Airport Planner Manager (30) and 1 changed from Airport Senior Planner (30)
Airport Planner Manager 30 0.00 1.00 0.00 1 Changed to Airport Planning & DBE Manager (33)
Airport Senior Planner 30 3.00 2.00 1.00
1 Changed to Airport Planning & DBE Manager (33), 1 Changed to GIS Programmer Analyst (27), 1 New position
Airport Principal Planner 27 0.00 2.00 2.00
Airport Environmental Sustainability Coordinator 27 0.00 1.00 1.00
Airport Planning & DBE Programs Coordinator 25 0.00 0.00 1.00 1 Changed from Airport Planning Programs Coord (25)
Airport Planning Programs Coordinator 25 1.00 1.00 0.00 1 Changed to Airport Planning & DBE Coord (25)
Associate Planner 24 0.00 0.00 0.00
Environmental Specialist II 26 1.00 1.00 1.00
Environmental Specialist I 23 0.00 0.00 0.00
Geographic Information System Mgr 33 0.00 1.00 1.00
GIS Programmer Analyst 27 0.00 1.00 2.00 1 Changed from Airport Senior Planner (30)
Office Facilitator II 22 1.00 1.00 1.00 1 Grade changed from 19 to 22
Planning and Environmental Total 10.00 15.00 16.00
Finance and Accounting Division
Director of Finance and Accounting 39 1.00 1.00 1.00
Airport Controller 37 1.00 1.00 1.00
Airport Finance Manager 37 1.00 1.00 2.00 1 Changed from Construction Finance Manager (33)
Construction Finance Manager 33 1.00 1.00 0.00 1 Changed to Airport Finance Manager (37)
Financial Analyst IV 32 1.00 0.00 0.00
Financial Analyst III 30 3.00 3.00 2.00 1 Changed to Accountant III (27); 2 Grade change from 29 to 30
Auditor IV 32 0.00 0.00 1.00 1 Changed from Auditor III (28)
Auditor III 28 1.00 1.00 0.00 1 Changed to Auditor IV (32)
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
271 Mayor's Recommended Budget FISCAL YEAR 2024-25
Accountant III 27 3.00 3.00 5.00 1 Changed from Financial Analyst III (29); 1 Changed from Accountant II (21)
Warehouse Supervisor 24 0.00 0.00 0.00
Auditor II 23 1.00 1.00 1.00
Accountant II 21 3.00 3.00 3.00 1 Changed to Accountant III (27); 1 Changed from Office Facilitator I/II (19)
Airport Procurement Specialist 21 0.00 0.00 0.00
Accountant I 18 0.00 0.00 0.00
Senior Warehouse Operator 15 0.00 0.00 0.00
Warehouse Sup Worker-Airport 14 0.00 0.00 0.00
Office Facilitator I/II 19 0.00 0.00 1 Transferred from Maintenance; 1 Changed to Accountant II (21)
Part-Time/Accounting Intern 0.50 0.50 0.50
Finance and Accounting Total 16.50 15.50 16.50
Maintenance Division
Director of Maintenance 39 1.00 1.00 1.00
Assistant Maintenance Director 36 4.00 4.00 5.00 1 New position
Airport Maintenance Operations Superintendent 34 0.00 0.00 0.00
Airport Fleet Manager 33 1.00 1.00 1.00
Airport Maintenance Superintendent 32 0.00 0.00 0.00
Aviation Services Manager 31 2.00 3.00 3.00
Airport Maintenance Ops Support Mgr 31 1.00 1.00 1.00
Airport Facilities Assets Manager 31 1.00 2.00 2.00
Airport Maintenance Manager 31 4.00 4.00 5.00 1 Changed from Maintenance Electrician IV (22)
Warranty Commissioning Manager 30 1.00 1.00
Facilities Maint Warranty/Commission Mgr 30 1.00 1.00 2.00 1 Changed from Tech Systems Analyst IV (28)
Technical Systems Program Mgr 30 1.00 1.00 3.00 2 Changed from Senior Facility Maint Supervisor (27); 3 Grade changed from 29 to 30
Computer Maint Mgmt Systems Administrator 29 2.00 4.00 5.00 1 New position
Computer Maint Systems Supervisor 29 0.00 0.00 0.00
Tech Systems Analyst IV 28 1.00 1.00 0.00 1 Changed to Facilities Maint Warranty/Commission Mgr (30)
Energy/Utilities Management Coordinator 27 0.00 0.00 1.00 1 Changed from Airport Energy Manager (27)
Airport Energy Manager 27 0.00 1.00 0.00 1 Changed to Energy/Utilities Management Coordinator (27)
Airport Fleet/Warehouse Operations Manager 27 1.00 1.00 1.00
Facility Maintenance Contract Administrator 27 1.00 0.00 0.00
Senior Facility Maint Supervisor 27 5.00 4.00 2.00 2 Changed to Technical Systems Manager (30)
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
272 Mayor's Recommended Budget FISCAL YEAR 2024-25
Senior Airport Grounds/Pavement Supervisor 27 4.00 4.00 4.00
Plant Coordinator Supervisor 27 0.00 0.00 0.00
Aviation Srvs Tech Sys Adm 27 1.00 2.00 4.00
1 Changed from Facility Support Coordinator (26); 1 Changed from Facility Maintenance Coordinator (25)
Civil Maint Warranty 28 1.00 1.00 1.00 1 Grade change from 26 to 28
Facility Maintenance Manager 26 0.00 0.00 0.00
HVAC Specialist 25 1.00 1.00 1.00
Fleet Management Services Supervisor 27 5.00 5.00 5.00 5 Grade change from 25 to 27
Facility Maint Supervisor 25 6.00 7.00 7.00
Airport Signs Graphic Design Supervisor 25 1.00 1.00 1.00
Facilities Maintenance Coordinator 25 32.00 33.00 37.00 1 Changed to Aviation Services Tech Services Admin (27); 5 New positions
Airport Maintenance Supervisor 25 11.00 11.00 13.00 2 Changed from Airfield Maint. Euip. Operator I-II-III (16-43)
Electronic Security Technician 24 12.00 14.00 15.00 1 New position
Management Analyst 26 1.00 1.00 1.00 1 Changed grade from 24 to 26
Warehouse Supervisor 24 1.00 1.00 1.00
Airport Grounds/Pavement Super 23 1.00 1.00 1.00
Facility Maintenance Contract Coordinator 22 0.00 0.00 0.00
Facility Support Coordinator 26 6.00 4.00 3.00 1 Changed to Aviation Services Tech Services Admin (27)
Maintenance Electrician IV 22 4.00 4.00 2.00
1 Changed to Airport Maintenance Manager (31); 1 Changed to Airfield Maintenance Electrician (25); 2 Grade changed from 22 to 24
Airfield Maintenance Electrician 25 21.00 21.00 22.00 1 Changed from Maintenance Electrician IV (22)
Airfield Electrical Supervisor 27 4.00 5.00 5.00
HVAC Tech II 21 8.00 11.00 11.00
Airport Lead Sign Technician 21 3.00 3.00 4.00 1 New position
Senior Fleet Mechanic 21 6.00 6.00 6.00
Plumber II 21 0.00 0.00 0.00
Airport Procurement Specialist 21 1.00 1.00 1.00
Airport Budget & Special Projects Coordinator 20 0.00 0.00 0.00
Airfield Main. Specialist I-II-III 16-23 87.00 87 Changed from Airfield Maint. Equip. Operator I-II-III (16-23)
Airfield Maint. Equip. Operator I-II-III 16-23 89.00 90.00 0.00
1 Changed to Senior Florist (18); 2 Changed to Airfield Maintenance Supervisor (25); 87 Changed to Airfield Maint. Specialist I-II-III (16-23)
Airport Lighting & Sign Technician 20 3.00 3.00 3.00
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
273 Mayor's Recommended Budget FISCAL YEAR 2024-25
Carpenter II 20 9.00 8.00 0.00 8 Changed to General Maintenance Worker (20)
General Maintenance Worker 20 2.00 6.00 22.00 8 Changed from Carpenter II (20); 6 Changed from Painter II (20); 2 New positions
Fleet Body Repair and Painter 20 1.00 1.00 1.00
Fleet Mechanic I/II 20 20.00 20.00 20.00
Painter II 20 7.00 6.00 0.00 6 Changed to General Maintenance Worker (20)
Office Facilitator I/II 19 1.00 1.00 0.00 1 Transferred to Finance & Acct
Facilities Contract Compliance Specialist 19 6.00 6.00 6.00
Facility Maint Contract Repair Tech II 19 0.00 0.00 0.00
Senior Florist 18 1.00 0.00 1.00 1 Changed from Airfield Maint. Equip. Operator I-II-III (16-23)
Airfield Maint. Equipment Oper III 18 0.00 0.00 0.00
Maintenance Electrician I (Apprentice)17 0.00 0.00 0.00
Senior Warehouse Operator 15 4.00 5.00 6.00 1 New position
Warehouse Sup Worker-Airport 14 1.00 0.00 0.00
Fleet Services Worker 15 1.00 1.00 1.00
Intern 0.50 0.50 0.50
Maintenance Division Total 301.50 314.50 325.50
Design and Construction Management Division
Director - Airport Engineering 39 1.00 1.00 0.00 1 Changed to Director of Design & Construction Management (39)
Director of Design & Construction Management 39 0.00 0.00 1.00 1 Changed from Director - Airport Engineering (39)
Assist Director of Design & Construction Management 37 0.00 0.00 1.00 1 Changed from Engineer VII (34)
Assist Director of Construction Management 37 0.00 0.00 1.00 1 Changed from Senior Engineer Project Manager (34)
Assist Director of Project Delivery 37 0.00 0.00 1.00 1 Changed from Engineer VI (34)
Engineer VII 36 2.00 2.00 2.00 1 Changed to Assist Director of Design & Construction Mngt (37); 1 Changed from Engineer VI (34)
Airport Architect 37 1.00 1.00 1.00 1 Grade changed from 36 to 37
Senior Engineer Project Manager 34 1.00 1.00 0.00 1 Changed to Assist Director of Construction Mngt (37)
Airport Senior Architectural Manager 34 1.00 1.00 0.00 1 Changed to Senior Architect (36)
Engineer VI 34 2.00 2.00 1.00
1 Changed to Engineer VII (36); 1 Changed from Engineer V (33); 1 Changed to Assist Director of Project Delivery (37)
Airport Tenant Development Manager 33 0.00 0.00 1.00 1 New position
Senior Architect 36 1.00 1.00 2.00 1 Changed from Airport Senior Architectural Manager (34); 2 Grade change from 33 to 36
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
274 Mayor's Recommended Budget FISCAL YEAR 2024-25
Geographic Information System Mgr 33 1.00 0.00 0.00
Engineer V 33 1.00 1.00 0.00 1 Changed to Engineer VI (34)
ORAT Specialist 31 0.00 0.00 0.00 1 Transferred from Office of the Executive Director; 1 Changed to Intern (0)
Airport Surveyor 30 1.00 1.00 1.00
Engineering Construction Program Manager 29 1.00 1.00 1.00
Construction Manager 28 3.00 3.00 3.00 3 Grade change from 27 to 28
Engineering Tech VI 27 2.00 2.00 2.00
GIS Programmer Analyst 27 2.00 0.00
Management Analyst 26 0.00 0.00 1.00 1 Changed from Airport Construction Project Coordinator (23)
Engineering Tech V 24 3.00 3.00 3.00
Architectural Associate IV 24 1.00 1.00 1.00
Engineering Tech IV 23 1.00 1.00 1.00
Airport Construction Project Coordinator 23 1.00 1.00 0.00 1 Changed to Management Analyst (26)
Project Coordinator III 22 2.00 2.00 2.00
Airport Field Technician 22 1.00 1.00 1.00
Engineering Records Program Specialist 20 1.00 1.00 1.00
Office Facilitator I 18 1.00 1.00 1.00
Intern 0.00 0.00 0.50 1 Changed from ORAT Specialist
Design & Construction Management Total 31.00 28.00 29.50
Operations Division
Chief Operating Officer 40 1.00 1.00 1.00 1 Grade change from 39 - 40
Director of Airport Operations 39 1.00 1.00 1.00
Assistant Operations Director 38 3.00 3.00 4.00 1 New position
Airport Operations Superintendent - Security Comm 35 0.00 0.00 0.00
Airport Operations Superintendent - Landside 35 0.00 0.00 0.00
Airport Operations Superintendent - Terminals 35 0.00 0.00 0.00
Airport Safety, Engagement & Training Senior Manager 32 0.00 0.00 2.00
1 Changed from Safety Management Systems (SMS) Program Manager (31); 1 Changed from Airport Ops Manager - Safety (29)
Airport Operations Manager - Ground Transportation 30 1.00 1.00 1.00 1 Grade change from 31 to 30
Airport Operations Manager / Parking 32 1.00 1.00 1.00 1 Grade change from 31 to 32
Safety Management Systems (SMS) Program Manager 31 0.00 1.00 0.00 1 Changed to Airport Safety, Engagement & Training Senior Manager (32)
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
275 Mayor's Recommended Budget FISCAL YEAR 2024-25
Airport Operations Manager - Terminal/Landside 30 0.00 0.00 4.00
1 Changed from Airport Ops Manager - Airfield (30); 2 Changed from Airport Ops Manager - Terminals (29); 1 New position
Airport Operations Manager - Airfield 30 14.00 15.00 14.00
15 Grade change from 29 to 30; 1 Changed to Airport Ops Manager - Terminal/Landside (30); 14 Grade change from 29 to 30
Airport Operations Manager Airfield/FBO 30 1.00 1.00 1.00 1 Grade change from 29 - 30
Airport Operations Manager - Terminals 29 2.00 2.00 0.00 2 Changed to Airport Ops Manager - Terminal/Landside (30)
Airport Operations Manager -Safety 29 1.00 1.00 0.00 1 Changed to Airport Safety, Engagement & Training Senior Manger (32)
Airport Operations Manager - Security 30 1.00 1.00 1.00 1 Grade change from 29 to 30
Airport Operations Manager / Communications 29 1.00 1.00 1.00
Airport Operations Manager - Customer Service 29 1.00 1.00 1.00
Airport Customer Service Supervisor 23 1.00 1.00 1.00
Airport Training Coordinator 26 0.00 0.00 0.00
Airport Safety, Engagement & Training Manager 29 0.00 0.00 5.00 4 Changed from Airport Training Program Manager (29); 1 New position
Airport Training Program Manager 29 0.00 4.00 0.00 4 Changed to Airport Safety, Engagement & Training Manager (29)
Safety Program Coordinator 26 3.00 0.00 1.00 1 New position
Airport Operations Supervisor - Terminal/Landside 26 0.00 0.00 13.00
11 Changed from Airport Landside Operations Supervisor (25); 1 Changed from Airport Ops Supervisor - Airfield (25); 1 New position
Airport Operations Supervisor - Airfield 25 1.00 1.00 0.00 1 Changed to Airport Operations Supervisor - Terminal/Landside (26)
Airport Landside Operations Supervisor 25 11.00 11.00 0.00 11 Changed to Airport Operations Supervisor - Terminal/Landside (26)
Airport Operations Duty Agent Supervisor 25 0.00 0.00 0.00
Airport Operations Supervisor / Access Control 25 1.00 1.00 1.00
Airport Operations Access Control Coordinator 23 1.00 2.00 2.00
Management Analyst 26 1.00 1.00 1.00 1 Grade change from 24 to 26
Office Facilitator II 22 1.00 1.00 1.00 1 Grade change from 19 to 22
Airport Operations Supervisor / Communications 26 5.00 5.00 6.00 1 New position; 6 Grade change from 24 to 26
Airport Operations Training Supervisor Communications 27 1.00 1.00 1.00 1 Grade change from 24 to 27
Engagement Coordinator 24 1.00 0.00 0.00
Airport Operations Specialists - Airfield 23 22.00 22.00 22.00
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
276 Mayor's Recommended Budget FISCAL YEAR 2024-25
Airport Operations Specialists - Terminal/Landside I-III 23 41.00 77.00 77.00 1 Changed to Airport Operations Agent - FBO (23); 1 Changed from Part-time Ops Tech
Airport Operations Customer Service Representative 23 2.00 2.00 3.00 1 New position
Airport Operations Agent - FBO 24 6.00 6.00 7.00
1 Changed from Airport Ops Specialist - Terminal/Landside I-III (23); 7 Grade change from 23 to 24
Airport Operations Duty Agent 23 0.00 0.00 0.00
Employment Services Coordinator 21 1.00 1.00 1.00
Administrative Secretary 18 0.00 1.00 1.00
Airport Commercial Vehicle Ins 18 3.00 4.00 4.00
Airport Landside Operations Officer 18 36.00 0.00 0.00
Air Operations Security Spec 17 2.00 2.00 2.00
Airport Operations Lead Coordinator 17 4.00 4.00 4.00
Airport Operations Coordinator 16 12.00 12.00 12.00
Airport Operations Coord II 16 0.00 0.00 0.00
Senior Secretary 15 0.00 0.00 0.00
Access Control Specialist 15 9.00 9.00 10.00 1 New position
Office Technician II 15 0.00 0.00 0.00
Airport Operations Coord I 14 0.00 0.00 0.00
Paging Operator 10 0.00 0.00 0.00
Part-Time Operations Technician 2.50 2.50 1.50
One .5 position changed to Airport Ops Specialist - Terminal/Landside I-III (23); One .5 position eliminated
Part-Time Operations Intern 1.00 1.00 1.00
Regular Part-Time/Paging Operator 10 0.30 0.30 0.30
Operations Division Total 196.80 201.80 209.80
Real Estate & Commercial Development Division
Director Administration and Commercial Services 39 1.00 1.00 1.00
ORAT Director 39 0.00 0.00 1.00 1 Transferred from Office of the Executive Director
Commercial Manager Airport 35 1.00 1.00 1.00
Contracts & Procurement Manager 35 1.00 1.00 1.00
Property & Real Estate Manager 35 1.00 1.00 1.00
Air Service & Business Development Manager 35 0.00 0.00 1.00 Changed 1 from Business Development Manager (32)
Business Development Manager 32 1.00 1.00 0.00 Changed 1 to Air Service & Business Development Manager (35)
Air Service Development Manager 31 0.00 0.00 1.00 1 Transferred from Communication & Marketing
Airport Risk Manager 29 1.00 1.00 1.00
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
277 Mayor's Recommended Budget FISCAL YEAR 2024-25
Airport Tenant Relations Coordinator 27 1.00 1.00 1.00
Airport Property Specialist II 27 3.00 3.00 2.00 Changed 1 to Airport Property Specialist I 24
Airport Contract Specialist I 27 3.00 3.00 3.00
Commercial Program Coordinator 27 0.00 0.00 1.00 Changed 1 from Commercial Program Specialist (27)
Commercial Program Coordinator 27 1.00 1.00 0.00 Changed 1 to Commercial Program Coordinator (27)
Airport Contracts Specialist II 26 0.00 0.00
Airport Risk Management Coordinator 24 0.00 0.00
Airport Property Specialist I 24 0.00 0.00 1.00 Changed 1 from Airport Property Specialist II (27)
Admin Assistant / GRAMA Coord 22 1.00 1.00 0.00 Changed 1 to Special Projects Assistant (21)
Special Projects Assistant 21 0.00 0.00 1.00 Changed 1 from Admin Assistant / GRAMA Coord. (22)
Administrative Secretary II 21 0.00 0.00
Administrative Secretary 18 0.00 0.00
Real Estate & Commercial Development Total 15.00 15.00 17.00
Information Technology Services Division
Airport Information Management Services Director 39 1.00 1.00 0.00 1 Changed to Director Information Technology (39)
Director Information Technology 39 0.00 0.00 1.00 1 Changed from Airport Information Management Services Director (39)
Airport Information Technology Manager 38 1.00 1.00 1.00 1 Grade change from 36 to 38
Airport Special Systems Manager 37 1.00 1.00 1.00 1 Grade change from 36 to 37
Cybersecurity Engineer Manager 37 0.00 1.00 1.00
Airport Tech Systems Superintendent 36 0.00 0.00 0.00
Senior Network Architect 36 1.00 1.00 0.00 1 Changed to Cybersecurity Engineer I (35)
Cybersecurity Engineer I 35 0.00 0.00 1.00 1 Changed from Senior Network Architect (36)
Senior Software Engineer 35 1.00 1.00 1.00 1 Grade change from 34 to 35
Network Engineering Team Manager 38 1.00 1.00 1.00 1 Grade change from 37 to 38
Network System Engineer III 36 3.00 3.00 5.00 3 Grade change from 33 to 36; 1 Changed from Network Support Admin II (25); 1 New position
Information Tech Support Manager 32 0.00 0.00 4.00
3 Changed from Tech System Program Manager (30); 1 Changed from Network Support Admin I (23)
Network System Engineer II 34 2.00 2.00 1.00 2 Grade change from 31 to 34; 1 Changed to Network Support Admin III (27)
Software Support Admin II 30 1.00 1.00 1.00
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
278 Mayor's Recommended Budget FISCAL YEAR 2024-25
Technical System Program Manager 30 3.00 3.00 0.00 3 Changed to Information Tech Support Manager (32)
Network Support Team Manager 32 1.00 1.00 1.00 1 Grade change from 29 to 32
Network Support Administrator III 27 7.00 7.00 12.00
2 Changed from Tech Systems Analyst II (24); 2 Changed from Network Support Admin II (25); 1 Changed from Network System Engineer II (34)
Technical Systems Analyst IV 28 0.00 0.00 1.00 1 Grade change from 27 to 28; 1 Changed from Tech Systems Analyst II (24)
Technical Systems Analyst III 26 0.00 0.00 0.00
Network Support Administrator II 25 11.00 11.00 9.00
2 Changed to Network Support Admin III (27); 1 Changed to Network System Engineer III (36); 1 New position
Technical Systems Analyst II 24 3.00 4.00 1.00 1 Changed to Tech Systems Analyst IV (28); 2 Changed to Network Support Admin III (27)
Network Support Administrator I 23 2.00 2.00 1.00 1 Changed to Information Tech Support Manager (32)
Information Technology Services Division Total 39.00 41.00 43.00
SLC DEPT OF AIRPORTS TOTAL (AIRPORT FUND)619.3 639.3 664.3
DEPARTMENT OF AIRPORTS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Office of City Attorney
City Attorney 41 1.00 1.00 1.00
Office Manager 24 1.00 1.00 1.00 1 grade change from 21 to 24
Office of City Attorney Total 2.00 2.00 2.00
Legal Support
General Fund
Deputy City Attorney 40 1.00 1.00 1.00
Division Chief Senior City Attorney 39 2.00 2.00 2.00
Senior City Attorney 39 8.50 8.50 10.00 1 new position
Assistant City Attorney 34 0.50 0.50 0.00
First Assistant City Prosecutor 39 2.00 2.00 2.00 2 grade change from 34 to 39
Assistant City Prosecutor 29 3.00 4.00 2.00 2 positions changed to Associate City Prosecutor (33)
Associate City Prosecutor 33 10.00 11.00 13.00 13 grade changed from 27 to 33; 2 positions changed from Assistant City Prosecutor (29)
Paralegal 24 4.50 3.50 3.50 3.5 grade change from 21 to 26
Prosecutor Law Office Manager 21 1.00 1.00 1.00
OFFICE OF THE CITY ATTORNEY Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
279 Mayor's Recommended Budget FISCAL YEAR 2024-25
Legal Secretary III 21 4.00 4.00 4.00 4 grade change from 18 to 21
Senior Prosecutor Assistant 17 6.00 4.00 2.00 2 Changed to Pros Asst
Prosecutor Assistant 16 4.00 6.00 9.00 1 new, 2 changed from Sr Pros Asst
Legislative Affairs Director 38 0.00 0.00 1.00 proposed grade change from 34
Special Project Analyst 26 0.00 0.00 1.00 1 new position; potential to change grade
Special Project Assistant 21 0.00 0.00 1.00 1 new position; potential to change grade
Legal Support Total 46.50 47.50 52.50
City Recorder
City Recorder 35 1.00 1.00 1.00 1 proposed to change grade from 35 to 38
Minutes and Records Clerk 21 3.00 3.00 3.00
Deputy Recorder 26 3.00 3.00 2.00 2 proposed to change grade from 26 to 31; 1 changed to Elections Management Coordinator
Elections Management Coordinator 26 0.00 0.00 1.00 1 changed from Deputy Recorder
Special Projects Analyst 26 0.00 1.00 1.00 1 proposed to change to Business Systems Analyst II (30)
Associate Records Technician 18 1.00 0.00 0.00
Boards & Commission Liaison 23 0.00 1.00 1.00 1 proposed to change to Business Systems Analyst I (28)
Office Facilitator 20 0.00 1.00 1.00
Special Projects Analyst 26 0.00 0.00 1.00 1 new position
Records Archive Clerk 21 1.00 1.00 1.00
City Recorder Total 9.00 11.00 12.00
Risk Management Fund
Risk Manager 38 1.00 1.00 1.00 Grade change from 35 to 38
Risk Management Analyst 26 0.00 1.00 1.00 Position is in 6203 Workers Compensation Fund
Risk Management Specialist 24 1.00 0.00 0.00
Risk Coordinator 21 0.00 0.00 0.50 .5 Moved from Gov Imm
Sr. Claims Adjuster 28 0.00 0.00 1.00 Moved from Gov Imm
Senior Budget & Policy Analyst 32 0.30 0.30 0.30
Office Facilitator I 18 0.50 0.50 0.00
Subtotal of Risk Management Fund 2.80 2.80 3.80
Governmental Immunity Fund
Division Chief Senior City Attorney 39 1.00 1.00 1.00
Senior City Attorney 39 3.50 3.50 4.00
OFFICE OF THE CITY ATTORNEY Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
280 Mayor's Recommended Budget FISCAL YEAR 2024-25
Assistant City Attorney 34 0.50 0.50 0.00 Changed to Sr. City Attorney
Claims Adjuster 24 1.00 0.00 0.00 Moved to Risk Admin
Paralegal 21 2.50 2.50 2.50
Risk Coordinator 21 0.00 1.00 0.50 .5 Moved to Risk Admin
Deputy Risk Manager 33 0.00 1.00 1.00
Office Facilitator I 18 0.50 0.50 0.00
Subtotal of Gov Immunity Fund 9.00 10.00 9.00
CITY ATTORNEY TOTAL 69.30 73.30 79.30
General Fund 57.50 60.50 66.50
Risk Management Fund 2.80 2.80 3.80
Governmental Immunity Fund 9.00 10.00 9.00
OFFICE OF THE CITY ATTORNEY Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
CAN Admin Office of the Director
CAN Director 41 1.00 1.00 1.00
CAN Deputy Director 37 2.00 2.00 2.00
Financial & Admin Services Director 35 1.00 1.00 1.00
Communications Manager 34 0.00 0.00 1.00 1 New Position
Policy & Program Manager 29-32 3.00 2.00 2.00
Real Property Manager, Agent, Spec 21-34 4.00 4.00 4.00
CIP Manager, Specialist 25-31 2.00 0.00 0.00
Financial Analyst III 30 1.00 0.00 0.00
Business Systems Analyst 28 0.00 1.00 1.00
Executive Assistant 24 1.00 1.00 1.00
Office Facilitator I-II 18-19 0.00 0.00 0.00
CAN Admin Office of Director Total 15.00 12.00 13.00
Building Services
Building Official 35 1.00 1.00 1.00
Building Services Manager 32 3.00 3.00 3.00
Business Systems Analyst 30 1.00 1.00 1.00
Fire Protection Engineer 29 2.00 2.00 2.00
Economic Dev Business Coordinator 29 2.00 1.00 1.00
Plans Examiner Sr, Chief, I-III 25-29 8.00 8.00 8.00
Building Inspector Sr, I-III 19-29 20.00 20.00 21.00 1 New Position
Civil Enforcement Spvr, Invst, Officer I-III 17-29 16.00 18.00 18.00
Permit Processor Spvr, I-II 14-24 5.00 5.00 5.00
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
281 Mayor's Recommended Budget FISCAL YEAR 2024-25
Office Facilitator & Technician I-III 15-19 5.00 5.00 5.00
Building Services Total 63.00 64.00 65.00
Housing Stability
Housing Stability Director 35 1.00 1.00 1.00
Housing Stability Deputy Director 33 1.00 1.00 1.00
Policy & Program Manager, Specialist 27-33 5.00 4.00 4.00
Homeless Manager, Coordinator 21-33 3.00 3.00 3.00
Accountant III 27 1.00 1.00 1.00
Principal Planner 27 0.00 0.00 0.00
Comm Develop Grant Spec, Analyst 26 3.00 5.00 5.00
Housing Rehab Specialist, I-II 23-25 4.00 3.00 3.00
Housing Loan Officer, Administrator 21-25 1.00 2.00 2.00
Office Facilitator I-II 20-22 2.00 2.00 2.00
Housing Stability Total 21.00 22.00 22.00
Planning
Planning Director 37 1.00 1.00 1.00
Planning Deputy Director 35 1.00 1.00 1.00
Planning Manager 33 5.00 6.00 6.00
Planning Supervisor 31 1.00 0.00 0.00
Development Review Planner Sr, I-III 25-30 6.00 6.00 6.00
Planner Senior, Principal, Associate 24-28 24.00 25.00 25.00
Graphic Design Specialist 23 1.00 1.00 1.00
Administrative Secretary 18 2.00 2.00 2.00
Planning Total 41.00 42.00 42.00
Transportation
Transportation Director 37 1.00 1.00 1.00
Transportation Deputy Director 34 1.00 1.00 1.00
Transportation Section Manager 33 2.00 2.00 2.00
Transportation Engineer II-VII 29-36 7.00 7.00 7.00
Transit Policy & Program Planner I-IV 25-31 11.00 11.00 11.00
Traffic Control Center Supervisor, I-II 23-26 2.00 2.00 2.00
Traffic Technician Sr, I-II 19-23 4.00 4.00 4.00
Office Facilitator & Technician II 19-22 2.00 2.00 2.00
Transportation Total 30.00 30.00 30.00
Youth & Family
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
282 Mayor's Recommended Budget FISCAL YEAR 2024-25
Youth & Family Director 35 1.00 1.00 1.00
Youth & Family Associate Director 29 3.00 3.00 3.00
Financial Analyst III 30 0.00 1.00 1.00
Community Programs Manager, Sr 24-26 9.00 13.00 9.00 4 positions moved to Pub Lands
Spec Projects & Events Coordinator 21 2.00 2.00 2.00
Office Facilitator & Technician II 15-20 1.00 1.00 1.00
Program Assistant 14 4.00 4.00 4.00
Youth & Family Total 20.00 25.00 21.00
Community & Neighborhoods Total 190.00 195.00 193.00
General Fund 190.00 195.00 193.00
1/4 Cent Sales Tax Transportation Fund 0.00 0.00 0.00
DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Economic Development
Economic Development Director 41 1.00 1.00 1.00
Economic Development Deputy Director 37 1.00 1.00 1.00
Technology & Innovation Strategic Ind Advisor 34 1.00 1.00 1.00
Director of Business Development 33 1.00 1.00 1.00
Asst. Director of Business Development 30 0.00 1.00 1.00
Economic Development Manager 29 4.00 3.00 4.00 New Position
ED Project Coordinator 26 3.00 3.00 3.50 New PT position
Executive Manager 26 1.00 1.00 1.00
Office Manager 21 1.00 1.00 1.00
Economic Development Total 13.00 13.00 14.50
Arts Council
Arts Council Executive Director 33 1.00 1.00 1.00
Arts Council Assistant Director 30 1.00 1.00 1.00
Arts Council Program Manager 29 1.00 2.00 2.00
Public Art Program Manager 29 1.00 1.00 1.00
Arts Council Program Coordinator 25 4.00 3.00 3.00
Office Facilitator I 20 1.00 1.00 1.00
Arts Council Total 9.00 9.00 9.00
ECONOMIC DEVELOPMENT TOTAL 22.00 22.00 23.50
ECONOMIC DEVELOPMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
283 Mayor's Recommended Budget FISCAL YEAR 2024-25
Finance Office of the Director
Chief Financial Officer 41 1.00 1.00 1.00
Deputy Director 39 1.00 2.00 2.00
Controller 39 1.00 0.00 0.00
Business Sys Analyst Team Lead 33 1.00 1.00 1.00
Business Sys Analyst II 30 1.00 2.00 4.00 2 New Positions
Financial Analyst II 25 0.00 1.00 1.00
Payroll & Accounting Manager 30 1.00 0.00 0.00
Business Analyst 29 1.00 0.00 0.00
Grant Manager 29 1.00 0.00 0.00
City Payroll Administrator 26 2.00 0.00 0.00
Grants Acq/Project Coordinator 25 2.00 0.00 0.00
Sr Payroll Specialist 23 1.00 0.00 0.00
Payroll Kronos Specialist 22 1.00 0.00 0.00
Office Facilitator II 19 1.00 1.00 1.00
City A/P Coordinator 20 2.00 0.00 0.00
Finance Office of the Director Total 17.00 8.00 10.00
Finance Accounting Reporting
Accounting
Controller 39 0.00 1.00 1.00
Deputy Controller 35 1.00 1.00 1.00
Financial Manager (RDA)33 0.00 1.00 1.00
Financial Analyst IV 32 2.00 1.00 1.00
Financial Analyst IV (RDA)32 1.00 0.00 0.00
Financial Analyst III 30 0.00 1.00 1.00
Financial Analyst II 25 0.00 1.00 1.00
Staffing/Position Control Specialist 22 1.00 0.00 0.00
Property Control Agent 22 1.00 0.00 1.00 Moved from Cap Asset Planning
City A/P Coordinator 20 0.00 1.00 1.00
Business Systems Analyst II 30 0.00 0.00 1.00 Changed from Acct Payable Clerk
Accounts Payable Clerk 18 0.00 1.00 0.00 Changed to Bus Sys Analyst II
Payroll
Payroll & Accounting Manager 30 0.00 1.00 1.00
City Payroll Administrator 26 0.00 2.00 2.00
Sr Payroll Specialist 23 0.00 1.00 1.00
Payroll Kronos Specialist 22 0.00 1.00 1.00
Finance Accounting Reporting Total 6.00 13.00 14.00
FINANCE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
284 Mayor's Recommended Budget FISCAL YEAR 2024-25
Finance Internal Audit
Director Int Audit & Fin Analysis 36 1.00 1.00 1.00
Auditor I 22 0.00 0.00 1.00 Changed from Sr Fin Analyst Auditor
Auditor II 24 0.00 0.00 1.00 Changed from Sr Fin Analyst Auditor
Auditor III 30 0.00 0.00 1.00 Changed from Sr Fin Analyst Auditor
Sr Financial Analyst Auditor 32 4.00 3.00 0.00 Changed to Auditor I, II and III
Financial Analyst I 21 1.00 0.00 0.00
Internal Audit & Financial Analysis Total 6.00 4.00 4.00
Finance Revenue
Collections
Director Revenue & Collections 36 1.00 0.00 0.00
Director of Revenue Operations 35 0.00 1.00 1.00
Collections Manager 30 1.00 0.00 0.00
Lead Collections Officer 22 1.00 1.00 0.00 Changed to Fin Program Super
Collections Officer 20 4.00 3.00 3.00
Lead Hearing Officer Referee Coord.19 0.00 1.00 0.00 Changed to Fin Program Super
Hearing Officer Referee Coord II 18 0.00 2.00 2.00
Finance Program Supervisor 24 0.00 0.00 2.00 Changed from Lead Hearing Officer and Lead Collector
Licensing
City Licensing Manager 29 1.00 1.00 1.00
Business License Liaison 25 0.00 1.00 1.00
Landlord/Tenant License Supervisor 24 1.00 1.00 0.00 Changed to Fin Program Super
Business License Officer 17 3.00 3.00 4.00 Changed from BL Processor II
Good Landlord Manager 16 1.00 0.00 0.00
Business License Processor II 16 3.00 4.00 3.00 Changed to BL Officer
Business License Processor I 14 1.00 0.00 0.00
Finance Program Supervisor 24 0.00 0.00 1.00 Changed from Landlord License Super
Analytics
Financial Analytics Manager 33 0.00 1.00 1.00
Financial Analyst IV 32 2.00 2.00 1.00
Financial Analyst III 29 1.00 0.00 3.00 Changed from Fin Analyst III, IV
Financial Analyst II 25 0.00 2.00 0.00 Changed to Fin Analyst III
Financial Analyst I 21 1.00 0.00 0.00
Finance Revenue Total 21.00 23.00 23.00
FINANCE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
285 Mayor's Recommended Budget FISCAL YEAR 2024-25
Finance Grants Administration
Grant Manager 31 0.00 1.00 1.00
Grants Acq/Project Coordinator 25 0.00 2.00 0.00 Changed two from Grant Acq Coord and 1 from PT to Full Time
Management and Grants Analyst 29 0.00 0.00 3.00 Changed from Grants Acq Coordinator
Lead Hearing Officer Referee Coord.19 1.00 0.00 0.00
Hearing Officer Referee Coord II 18 2.00 0.00 0.00
Finance Grants Administration Total 3.00 3.00 4.00
Finance Purchasing
Chief Procurement Officer 36 1.00 1.00 1.00
Deputy Chief Procurement Officer 33 1.00 1.00 1.00
City Contracts Administrator 29 1.00 1.00 1.00
Procurement Manager 29 0.00 1.00 1.00
Sr Purchasing Consultant 27 1.00 0.00 0.00
Sr Contract Development Specialist 27 0.00 0.00 1.00 Changed from Contract Dev Spec
Procurement Specialist II 25 0.00 1.00 1.00
Procurement Specialist I 24 2.00 1.00 4.00 Changed from Contract Dev Spec
Contract Development Specialist 26 3.00 5.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Contracts Process Coordinator 17 1.00 1.00 1.00
Finance Purchasing Total 11.00 13.00 13.00
Finance Treasurer
City Treasurer 39 1.00 1.00 1.00
Deputy Treasurer 33 1.00 1.00 1.00
Cash & Investment Manager 33 1.00 1.00 1.00
Financial Analyst IV 32 2.00 2.00 0.00 Changed to Fin Analyst III
Financial Analyst III 30 0.00 0.00 2.00 Changed from Fin Analyst IV
Cashier Administrator 24 1.00 1.00 1.00
Financial Analyst I 22 1.00 1.00 1.00
City Payment Processor 15 2.00 2.00 2.00
Finance Treasurer's Office Total 9.00 9.00 9.00
Finance Policy, Budget and Capital Planning
Policy & Budget
City Budget Director 36 1.00 1.00 1.00
Senior Budget & Policy Analyst 32 1.00 2.00 2.00
FINANCE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
286 Mayor's Recommended Budget FISCAL YEAR 2024-25
Financial Analyst IV 32 1.00 1.00 0.00 Changed to Policy & Budget Analyst
Policy & Budget Analyst 29 1.00 0.00 1.00 Changed from Fin Analyst IV
Capital Asset Planning
Capital Asset Planning Manager 35 0.00 1.00 1.00
Financial Analyst IV 32 0.00 1.00 1.00
CIP Impact Fee Manager 30 0.00 1.00 0.00 Changed to Fin Analyst IV
Capital Improvement Program Specialist 26 0.00 1.00 1.00
Financial Analyst IV 32 0.00 0.00 1.00 Funded by Impact Fees following State Statute.
Property Control Agent 22 0.00 1.00 0.00 Moved to Finance Accounting
Finance Budget & Policy Total 4.00 9.00 8.00
FINANCE 77.00 82.00 85.00
General Fund 76.70 81.70 84.70
Risk Fund 0.30 0.30 0.30
FINANCE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Office of the Fire Chief
Fire Chief 41 1.00 1.00 1.00
Deputy Chief 37 1.00 1.00 0.00 1 Changed to Assistant Fire Chief
Assistant Fire Chief 35 2.00 2.00 3.00 1 Changed from Deputy Chief
Executive Assistant 24 1.00 1.00 1.00
Financial Manager I-III 33-35 1.00 1.00 1.00
Accountant I-IV 18-27 3.00 3.00 0.00 3 Changed to Financial Analyst I-IV
Financial Analyst I-IV 22-32 0.00 0.00 3.00 3 Changed from Accountant I-IV
Office of the Fire Chief Total 9.00 9.00 9.00
Operations
Battalion Chief 33 6.00 6.00 6.00
Captain 30 65.00 66.00 66.00
Fire Fighter 22-27 228.00 232.00 232.00
Fire Fighter Unfunded 22-27 10.00 10.00 10.00
Operations Total 309.00 314.00 314.00
Fire Administrative Services
Battalion Chief 33 7.00 7.00 7.00
Captain 30 14.00 15.00 15.00
Enterprise Tech Solutions Manager 36 1.00 1.00 1.00 Grade Changed from 35 to 36
FIRE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
287 Mayor's Recommended Budget FISCAL YEAR 2024-25
Social Work Manager 29 1.00 1.00 1.00
Emergency Management Public Information Officer/JIC Manager 25 1.00 1.00 1.00
Community Health Care Paramedic 24 2.00 2.00 0.00 2 Changed to Fire Fighter
Public Education Specialist 24 1.00 1.00 1.00
Business Systems Analyst I-II 24 1.00 1.00 2.00 1 Changed from Senior Communication Tech
Emergency Mgt Training Program Specialist 25 1.00 1.00 1.00
Community Preparedness Coordinator 23 1.00 1.00 1.00
Fire Fighter 22-27 29.00 29.00 27.00
2 Changed from Community Health Care Paramedic4 Changed to Medical Response Paramedic
Medical Response Paramedic 22-27 0.00 0.00 8.00 4 Changed from Fire Fighter4 New positions
Social Worker 21-26 2.00 6.00 6.00
Recruiting/Outreach Specialist 24 1.00 1.00 1.00
Senior Communication Tech 24 1.00 1.00 0.00 1 Changed to Business Systems Analyst I-II
Fire Logistics Coordinator 19 2.00 2.00 2.00
Office Facilitator II 19 4.00 4.00 4.00
Emergency Mgt Critical Infrastructure Liaison 23 1.00 1.00 1.00
Fire Prevention Specialist 17 3.00 3.00 3.00
Office Technician I 12 1.00 1.00 1.00
Fire Administrative Services Total 74.00 79.00 83.00
FIRE DEPARTMENT TOTAL 392.00 402.00 406.00
FIRE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Human Resource Administrative Support
Chief Human Resource Officer 41 0.80 0.80 0.80
Deputy Chief Human Resource Officer 37 1.00 1.00 1.00
Civilian Review Board Investigator 35 1.00 1.00 1.00
Human Resource Program Mgr II 34 1.00 1.00 1.00
Recruiting & Onboarding Mgr 32 1.00 1.00 1.00
HRIS Business Analyst 30 0.80 0.80 0.80
Human Resources Supervisor - Recruitment 30 1.00 1.00 1.00
HRIS Business Analyst 30 1.00 1.00 1.00
Compensation and Classification Analyst 29 1.00 1.00 1.00
Human Resources Leave Specialist 29 0.80 0.80 0.80
Senior HR Recruiter 29 1.00 1.00 1.00
Employee Marketing & Communications 25 0.00 0.00 0.00
HUMAN RESOURCES DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
288 Mayor's Recommended Budget FISCAL YEAR 2024-25
HR Office Administrator 25 1.00 1.00 1.00
Senior Benefits Analyst 27 1.00 1.00 1.00
Benefits Analyst 25 0.00 0.00 0.00
HR Business Partner I 25 0.00 1.00 1.00
HR Recruiter 25 3.00 3.00 3.00
Project and Policy Manager 24 0.00 1.00 1.00
HR Admin & Onboarding Specialist 21 0.00 0.00 0.00
Associate HR Recruiter 21 1.00 1.00 1.00
Senior HR Technician 19 4.00 4.00 4.00
Administrative Support Total 20.40 22.40 22.40
Departmental Consultants
Human Resource Program Mgr II 34 0.00 0.00 0.00
Employee Relations/EEO Manager 34 1.00 1.00 1.00
Employee Relations Manager 33 1.00 1.00 1.00
Human Resource Business Partner II 29 7.00 7.00 7.00
Departmental Consultants Total 9.00 9.00 9.00
Training
Education Program Manager 32 1.00 1.00 1.00
Learning and Development Specialist 27 1.00 1.00 1.00
Training & Development Coordinator 24 0.00 0.00 0.00
Human Resource Management Total 2.00 2.00 2.00
Benefits
Chief Human Resource Officer 41 0.20 0.20 0.20
Human Resource Deputy Director 37 0.00 0.00 0.00
Human Resource Program Mgr II 34 1.00 1.00 1.00
HRIS Business Analyst 30 0.20 0.20 0.20
Human Resources Supervisor - Benefits 30 2.00 2.00 2.00
Human Resource Leave Specialist 30 1.20 1.20 1.20
Human Resource Business Partner II 29 0.00 0.00 0.00
Employee Marketing & Communications 25 0.00 0.00 0.00
Senior Benefits Analyst 27 0.00 0.00 0.00
Benefits Analyst 25 0.00 0.00 0.00
Benefits Total 4.60 4.60 4.60
Human Resources Total 36.00 38.00 38.00
General Fund 31.40 33.40 33.40
Risk Fund 4.60 4.60 4.60
HUMAN RESOURCES DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
289 Mayor's Recommended Budget FISCAL YEAR 2024-25
Department Leadership and Administration
Chief Information Officer 41 1.00 1.00 1.00
Senior Innovations Consultant 32 0.00 1.00 1.00
IMS Deputy Director 39 1.00 2.00 2.00
Department Leadership and Administration Totals 2.00 4.00 4.00
Office of the CIO
Privacy Officer 34 0.00 0.00 1.00 New Position
Financial Manager I 33 1.00 1.00 1.00
Financial Analyst II-III 24-29 2.00 2.00 2.00
Office Facilitator I-III 18-22 0.00 1.00 1.00
Asset Management Administrator 26 0.00 0.00 0.00
Inventory Control Specialist 24 0.00 0.00 0.00
Purchasing and Administration Totals 3.00 4.00 5.00
Infrastructure Technology Services (ITS)
Chief Information Security Officer 38 1.00 1.00 1.00
Enterprise Tech Solutions Manager 35 1.00 1.00 1.00
Cybersecurity Engineer I-III 30 0.00 1.00 1.00
Network Engineering Team Manager 34 2.00 2.00 2.00
IT Systems Manager 33 1.00 1.00 1.00
Network Systems Engineer I-III 27-33 14.00 14.00 14.00
INF Technology Support Manager 32 1.00 1.00 1.00
Network Support Administrator I - III 23-27 12.00 13.00 13.00
Infrastructure Technology Services Totals 32.00 34.00 34.00
Geographical Information Systems
Chief Data Officer 38 1.00 1.00 1.00
GIS Programmer Analyst 30 2.00 2.00 2.00
Geo Info Systems (GIS) Coord 30 1.00 1.00 1.00
Data/Info Specialist 30 0.00 1.00 1.00
Geographical Information Systems Totals 4.00 5.00 5.00
Software Services
Chief Technology Officer 38 1.00 1.00 1.00
Communications Director 38 0.00 1.00 1.00
Software Engineer Team Manager 37 1.00 1.00 1.00
Software Engineer Team Lead 36 1.00 1.00 1.00
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
290 Mayor's Recommended Budget FISCAL YEAR 2024-25
Software Engineering Data Admin 36 3.00 3.00 3.00
Sr Software Engineer 35 1.00 1.00 1.00
Software Lead 34 2.00 2.00 2.00
Geo Info Systems (GIS) Coord 30 0.00 0.00 0.00
Software Engineer I-III 27-33 5.00 5.00 5.00
Software Support Admin I-III 28-32 16.00 16.00 16.00
Tech Solution Manager 34 1.00 1.00 1.00
Software Support Totals 31.00 32.00 32.00
Media and Engagement Services
Video Production Manager 3 1.00 1.00 1.00
Multimedia Production Spec I-III 23-31 4.00 4.00 4.00
Social Media Specialist 23 0.00 1.00 1.00
Communications Specialist 34 0.00 1.00 1.00
Civic Engagement Program Specialist 24 5.00 5.00 5.00
Multimedia Production Services Totals 10.00 12.00 12.00
Enterprise Project Management
Technology Solution Team Lead 36 1.00 1.00 1.00
INF Tech Project Manager 35 1.00 0.00 0.00
Software Lead 34 2.00 2.00 2.00
Solution Management Totals 4.00 3.00 3.00
Innovations Team
Chief Innovations Officer 36 1.00 0.00 0.00
INF Tech Project Manager 35 0.00 1.00 1.00
Innovations Team Lead 33 1.00 1.00 1.00
Senior Innovations Consultant 30 2.00 2.00 2.00
Civic Engagement Specialist 24 2.00 2.00 2.00
Solution Management Totals 6.00 6.00 6.00
INFORMATION MGMT SVCS TOTALS (IMS FUND)92.00 100.00 101.00
DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
291 Mayor's Recommended Budget FISCAL YEAR 2024-25
Justice Court
Justice Court Judge 37 5.00 5.00 5.00
City Courts Director 33 1.00 1.00 1.00
Financial Manager I 33 1.00 1.00 1.00
Justice Court Manager 28 2.00 2.00 2.00
Justice Court Supervisor 26 2.00 2.00 2.00
Accountant II 21 1.00 1.00 1.00
Business Systems Analyst I 19 1.00 1.00 1.00
Office Facilitator II 19 1.00 1.00 1.00
Justice Court Lead Judicial Assistant 19 1.00 1.00 2.00 1 New position
City Payment Processor 15 2.00 2.00 2.00
Justice Court Judicial Assistant III 17 0.00 0.00 0.00
Justice Court Judicial Assistant II 16 0.00 0.00 0.00
Justice Court Judicial Assistant I 15 0.00 0.00 0.00
Justice Court Judicial Assistant I-II-III 15-17 25.00 25.00 25.00
Justice Court Total 42.00 42.00 43.00
JUSTICE COURT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Office of the Police Chief
Chief of Police 41 1.00 1.00 1.00
Assistant Chief 39 0.00 0.00 0.00
Communications Administrative Director 37 1.00 1.00 1.00
Internal Affairs Administrative Director 37 1.00 1.00 1.00
Mental Health Professional 37 1.00 1.00 1.00
Data Science and Research Administrator 34 1.00 0.00 0.00
Lieutenant--Police 32 2.00 2.00 2.00
Financial & Admin Services Manager 32 1.00 1.00 1.00
Sergeant Police 29 4.00 5.00 5.00
Police Public Relations Director 29 0.00 0.00 0.00
Grant Acquis & Proj Fin Analyst 27 1.00 1.00 1.00
Community Programs Manager 24 0.00 0.00 0.00
Administrative Assistant Appointed 24 0.00 0.00 0.00
Executive Assistant 24 1.00 1.00 1.00
Graphic Design Specialist 23 1.00 1.00 1.00
Accountant I-III 21-27 4.00 4.00 4.00
Police Services Coordinator 20 1.00 1.00 1.00
Police Officer 19-25 7.00 8.00 8.00
Administrative Secretary I-II 18-21 1.00 1.00 1.00
POLICE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
292 Mayor's Recommended Budget FISCAL YEAR 2024-25
Office Facilitator I-II 18-19 1.00 1.00 1.00
Office Tech I-II 12-15 1.00 1.00 1.00
Office of the Police Chief Total 30.00 31.00 31.00
Administrative Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain--Police 34 2.00 2.00 2.00
Lieutenant--Police 32 2.00 2.00 2.00
Emergency Mgt Program Director 31 0.00 0.00 0.00
Sergeant--Police 29 5.00 5.00 5.00
Crime Lab/Evidence Room Director 29-30 1.00 1.00 1.00
Forensic Scientist Lab Supervisor 27 1.00 1.00 1.00
Quality Assurance Manager 27 1.00 1.00 1.00
Crime Stats & Analysis Director 27 0.00 0.00 0.00
Records Director 26 1.00 1.00 1.00
Victim Advocate Program Coordinator 25 0.00 0.00 0.00
Outreach Program Administrator 25 0.00 0.00 0.00
Public Safety Tech Systems Coordinator 24 1.00 1.00 1.00
Crime Lab Supervisor 24 1.00 1.00 1.00
Emergency Management City Wide Training & Exercise Coord 24 0.00 0.00 0.00
Forensic Scientist I-II 23-26 6.00 7.00 7.00
Sr Communications Tech 2324 1.00 1.00 1.00
Sr Police Intel Specialist 23.00 0.00 0.00 0.00
Evidence Supervisor 23 1.00 1.00 1.00
Community Preparedness Coord.23 0.00 0.00 0.00
Grama Coordinator 23 1.00 1.00 1.00
Information Systems Supervisor 22 5.00 6.00 6.00
Victim Advocate 22 0.00 0.00 0.00
Police Intelligence Specialist 21 0.00 0.00 0.00
Grama Coordinator/Paralegal 21 1.00 1.00 1.00
Police Officer I-III 19-25 26.00 26.00 26.00
Authorization - Early Hire Police Officer 19-25 20.00 20.00 20.00
Office Facilitator 18-19 0.00 0.00 0.00
Fleet Mgt Services Supervisor Coordinator 18 1.00 1.00 1.00
Emergency Management Asst Crit Infrastructure Liaison 18 0.00 0.00 0.00
Crime Lab Technician I-II 16-19 14.00 12.00 12.00
Evidence Technician I-II 16 6.00 6.00 6.00
Sr Police Information Specialist 15 12.00 11.00 11.00
Technical Support Specialist 15 5.00 5.00 5.00
POLICE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
293 Mayor's Recommended Budget FISCAL YEAR 2024-25
Gang Outreach Coordinator 15 0.00 0.00 0.00
Police Information Specialist 13 16.00 15.00 15.00
Office Tech I-II 12-15 0.00 0.00 0.00
Administrative 131.00 129.00 129.00
Field Operations I Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
Captain Police 34 2.00 2.00 2.00
Lieutenant--Police 32 9.00 9.00 9.00
Social Work Director 30 0.00 0.00 0.00
Sergeant--Police 29 21.00 21.00 21.00
Community Programs Manager 24 0.00 0.00 0.00
LCSW/Mental Health Counselor 24 0.00 0.00 0.00
Police Officer 19-25 164.00 170.00 170.00
Authorization - Early Hire Police Officer 19-25 0.00 0.00 0.00
Social Work Case Worker 19 0.00 0.00 0.00
Office Facilitator I-II 18-19 1.00 2.00 2.00
Administrative Secretary I 18 1.00 0.00 0.00
Civilian Response Specialist 19 12.00 16.00 16.00
Office Tech I-II 12-15 1.00 1.00 1.00
Field Operations I Bureau 212.00 222.00 222.00
Field Operations II Bureau
Deputy Chief--Police 37 0.00 1.00 1.00
Captain Police 34 2.00 2.00 2.00
Lieutenant--Police 32 8.00 8.00 8.00
Sergeant--Police 29 22.00 22.00 22.00
Police Officer 19-25 166.00 165.00 171.00 6 New positions for Airport
Sr Police Intel Specialist 23 0.00 3.00 3.00
Police Intelligence Specialist 21 0.00 3.00 3.00
Crime Stats & Analysis Director 27 0.00 0.00 0.00
Crime Stats & Analysis Supervisor 25 0.00 1.00 1.00
Data Science and Research Administrator 34 0.00 1.00 1.00
Office Facilitator I-II 18-19 1.00 1.00 1.00
Office Tech I-II 12-15 1.00 1.00 1.00
Field Operations II Bureau 200.00 208.00 214.00
Investigative Bureau
Deputy Chief--Police 37 1.00 1.00 1.00
POLICE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
294 Mayor's Recommended Budget FISCAL YEAR 2024-25
Captain Police 34 1.00 2.00 2.00
Lieutenant--Police 32 4.00 4.00 4.00
Social Work Director 30 1.00 1.00 1.00
Sergeant--Police 29 19.00 19.00 19.00
Victim Advocate Director 29 1.00 1.00 1.00
Social Work Manager 26 3.00 3.00 3.00
Victim Advocate Program Coordinator 25 2.00 2.00 2.00
LCSW/Mental Health Counselor 24 6.00 6.00 6.00
Community Programs Manager 24 1.00 1.00 1.00
Crime Stats & Analysis Director 27 1.00 0.00 0.00
Sr Police Intel Specialist 23 3.00 0.00 0.00
Victim Advocate 22 3.00 3.00 3.00
Police Intelligence Specialist 21 3.00 0.00 0.00
Police Officer 19-25 112.00 112.00 112.00
Social Work Case Worker 19 9.00 9.00 9.00
Office Facilitator I-II 18-19 2.00 3.00 3.00
Youth Specialists 15 4.00 4.00 4.00
Office Tech I-II 12-15 1.00 0.00 0.00
Investigative Bureau 177.00 171.00 171.00
POLICE DEPARTMENT TOTAL 750.00 761.00 767.00
POLICE DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Public Lands Administration
Parks & Public Lands Director 41 1.00 1.00 1.00
Public Lands Deputy Director 38 1.00 1.00 1.00
Deputy Director Public Lands 38 0.00 0.00 1.00 Transferred from TNL Division
Finance Manager II 34 1.00 1.00 1.00
Financial Analyst IV 32 0.35 0.35 0.35
Communications & EngagementManager 32 0.00 0.00 1.00 Changed from Comm/Events & Marketing Mgr (29)
Financial Analyst III 30 0.00 1.00 1.00
Business Systems Analyst II 30 1.00 1.00 1.00
Comm/Events & Marketing Mgr 29 1.00 1.00 0.00 Changed to Communications &Engagement Manager (32)
PPL Project Manager 28 0.00 0.00 0.00
PPL Landscape Planner 28 0.00 0.00 0.00
PPL Asset Manager 27 1.00 1.00 1.00
Executive Manager 26 1.00 1.00 1.00 Grade changed from 19 to 26
Communications Coordinator 25 0.00 0.00 1.00 Changed from Community & Building Partnership Coordinator
PUBLIC LANDS DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
295 Mayor's Recommended Budget FISCAL YEAR 2024-25
Community & Building Partnership Coordinator 25 1.00 1.00 0.00 Changed to Communications Coordinator
Public Lands Event Manager 25 1.00 1.00 1.00
Special Events Permit Manager 25 1.00 1.00 1.00
Civic Engagement Program Specialist 24 1.00 1.00 1.00
Office Facilitator 21 1.00 1.00 1.00
Special Projects Asst 21 0.00 1.00 1.00
Special Event Permit Coordinator 18 1.00 1.00 1.00
Warehouse Specialist 18 1.00 1.00 1.00
Senior Warehouse Operator 15 0.00 0.50 0.50
Office Tech II 15 1.00 1.00 2.00 Transferred from Parks Division
Public Lands Administration Total 15.35 17.85 19.85
Parks Division
Parks Division Director 35 1.00 1.00 1.00
Operations Manager 31 2.00 1.85 1.85
City Sexton 30 1.00 1.00 1.00
Regional Athletic Complex Manager 29 1.00 1.00 1.00
Operations Supervisor 27 0.00 0.00 0.00
Parks & Public Lands Project Coord 26 0.00 0.00 1.00 (1) New Position FY25 Budget
District Supervisor 25 9.00 9.00 9.00
Maintenance Supervisor 25 1.00 1.00 1.00
Maintenance Electrician IV 22 1.00 2.00 2.00
Metal Fabrication Tech 22 1.00 1.00 1.00
Events Coordinator 21 1.00 1.00 1.00
Plumber II 21 1.00 1.00 1.00
General Maintenance Worker III 21 0.00 0.00 0.00
Parks Usage Coordinator 21 1.00 0.00 0.00
Central Control Irrigation Specialist 20 2.00 3.00 3.00
Sprinkler Irrigation Tech III 20 0.00 0.00 0.00
Senior Florist 18 1.00 1.00 0.00 Changed to Trails & Natural Lands Director (35), Transferred to TNL Division
Sprinkler Irrigation Tech II 18 0.00 0.00 0.00
Cemetery Equipment Operators 17 4.00 4.00 4.00
Graffiti Response Field Tech 16 6.00 6.00 6.00
Parks Maintenance Tech I-II-III 13-19 22.00 33.00 34.00 (1) New Position FY25 Budget
General Maintenance Worker I-III 16-20 5.00 6.00 6.00
Sprinkler Irrigation Tech I-III 16-20 8.00 9.00 9.00
Office Tech II 15 3.00 3.00 2.00 Transferred to Admin Division
Parks Groundskeeper 12 10.00 0.00 0.00
Parks Total 81.00 84.85 84.85
PUBLIC LANDS DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
296 Mayor's Recommended Budget FISCAL YEAR 2024-25
Planning & Design Division (New Division created byFY24 ordinance change separated from TNL)
Planning & Design Division Director 35 0.00 0.00 1.00 Changed from PlanningManager (33), Transferred from TNL Division
Senior Landscape Architect 34 0.00 0.00 2.00 (1) Transferred from Engineering Div/Public Svcs Dept, FY24 BA#2. (1) New Position FY25 Budget
Senior Public Lands Planner 31 0.00 0.00 1.00 (1) New Position FY25 Budget
Landscape Architect III 30 0.00 0.00 3.00 (3) Transferred from Engineering Div/Public Svcs Dept, FY24 BA#2,
Public Lands Planner 28 0.00 0.00 4.00 Changed from PPL Landscape Planner, Transferred from TNL Division
Planning and Design Total 0.00 0.00 11.00
Trails and Natural Lands Division
Deputy Director Public Lands 38 1.00 1.00 0.00 Transferred to Admin Division
Trails & Natural Lands Division Director 35 0.00 1.00 Changed from Senior Florist (18), Transferred from Parks Division
Operations Manager 31 1.00 1.15 1.15
Planning Manager 33 1.00 1.00 0.00 Changed to Planning & Design Division Director (35), Transferred from TNL Division
PPL Landscape Planner 28 2.00 4.00 0.00 Changed to Public Lands Planner, Transferred from TNL Division
Recreation Trails Project Manager 28 1.00 1.00 1.00
Park Ranger Supervisor 27 1.00 1.00 1.00
Environmental Specialist 26 0.00 1.00 0.00 Changed to Restoration Ecologist (22)
Natural Lands Supervisor 25 1.00 1.00 1.00
Stewardship and Education Coordinator 22 0.00 0.00 0.00
Restoration Ecologist 22 0.00 0.00 1.00 Changed from Environmental Specialist (26)
Park Ranger Leads 21 4.00 4.00 4.00
Park Ranger 19 14.00 14.00 14.00
Special Projects Assistant 21 1.00 1.00 1.00
Sr Natural Resource Technician 16 2.00 7.00 7.00
Senior Parks Groundskeeper 16 0.00 0.00 0.00
Trails and Natural Lands Total 29.00 37.15 32.15
Urban Forestry Division
Urban Forestry Division Director 35 1.00 1.00 1.00
Urban Forestry Operations Manager 28 4.00 1.00 1.00
Urban Forestry Services Supervisor 25 1.00 1.00 1.00
PUBLIC LANDS DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
297 Mayor's Recommended Budget FISCAL YEAR 2024-25
Urban Forestry Field Supervisor 24 0.00 2.00 2.00
Forest Area Service Coordinator 22 4.00 3.00 3.00
Arborist Crew Foreman 21 1.00 4.00 4.00
Arborist II 19 5.00 4.00 4.00
Arborist I 18 1.00 1.00 1.00
Office Tech 15 1.00 1.00 1.00
Urban Forestry Total 18.00 18.00 18.00
Golf Division
Golf Program - Golf Fund
Golf Division Director 35 1.00 1.00 1.00
Associate Director 33 1.00 1.00 1.00
Financial Analyst IV 32 0.65 0.65 0.65
Golf Professional III 30 1.00 1.00 2.00 Changed from Golf Professional I (23)
Golf Course Super 27 to 36 holes 29 1.00 1.00 1.00
Golf Course Super 18 holes 27 3.00 3.00 3.00
Golf Professional II 28 2.00 2.00 2.00
Golf Superintendent 9 Hole 25 2.00 2.00 2.00
Golf Professional I 23 3.00 3.00 2.00 Changed to Golf Professional III (30)
Player Development and Programs Mgr 21 1.00 1.00 1.00
Special Projects Assistant 21 1.00 1.00 1.00
Assistant Golf Club Professional 20 4.00 4.00 4.00
Assistant Golf Course Super 20 12.00 12.00 12.00
Senior Warehouse Operator 15 0.00 0.50 0.50
Office Facilitator II 19 0.00 0.00 0.00
Office Tech II 15 1.00 1.00 1.00
Golf Subtotal for Golf Fund 33.65 34.15 34.15
Golf Division Total 33.65 34.15 34.15
PUBLIC LANDS DEPARTMENT TOTAL 177.00 192.00 200.00
General Fund 143.35 157.85 165.85
Golf Fund 33.65 34.15 34.15
PUBLIC LANDS DEPARTMENT Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Administrative Services
Public Services Department Director 41 1.00 1.00 1.00
Admin Services Deputy Director 38 0.00 0.00 0.00
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
298 Mayor's Recommended Budget FISCAL YEAR 2024-25
Deputy Director, Public Services 38 2.00 2.00 2.00
Safety and Security Director 37 0.00 1.00 1.00
Enterprise Tech Solutions Manager 36 1.00 1.00 1.00 Changed from E35 to E36
Financial Manager 35 1.00 1.00 1.00
Communications and Administration Manager 33 1.00 1.00 1.00
Business Systems Analyst Team Lead 33 0.00 0.00 0.00
Capital Asset Manager 28 1.00 1.00 1.00 Changed from CARES Policy + Program Manager
Financial Analyst IV 32 0.00 0.00 0.00
Safety Program Manager 33 1.00 1.00 1.00 Changed from E31 to E33
Data Analyst & Tech Support 28 1.00 1.00 1.00 Changed from Business Systems Analyst I
Facilities Building Admin 27 0.00 0.00 1.00 Transferred from Facilities.
Safety Coordinator 26 1.00 1.00 1.00
Communications Coordinator 25 1.00 1.00 1.00
Executive Assistant 26 1.00 1.00 1.00 Changed from E24 to E26.
Financial Analyst II 24 0.00 0.00 0.00
Management Analyst 26 1.00 1.00 1.00 Changed from E24 to E26.
Financial Analyst I-IV 21-32 5.00 5.00 5.00
Public Outreach and Information Liaison 21 0.00 0.00 0.00
Office Facilitator II 19 0.00 0.00 0.00
Office of Director Total 18.00 19.00 20.00
Engineering
City Engineer 39 1.00 1.00 1.00
Deputy City Engineer 36 1.00 1.00 1.00
Engineer VII 36 2.00 2.00 2.00
City Architect 37 1.00 1.00 1.00 Changed from E36 to E37
Senior Project Manager 34 1.00 2.00 5.00 2 New positions, 1.0 Transferred from Facilities
Engineer VI 34 1.00 1.00 1.00
Engineer V 33 3.00 4.00 1.00
1.0 Changed to Engineering Construction Program Project Manager (E29); 1.0 Changed to Civil Engineer V (E33); 1.0 Changed to Environmental Engineer V (E33)
Civil Engineer V 33 0.00 0.00 1.00 Changed from Engineer V
Environmental Engineer V 33 0.00 0.00 1.00 Changed from Engineer V
GIS Manager 33 1.00 1.00 1.00
Senior Architect 35 1.00 1.00 0.00 Changed from E33 to E35.Changed to Licensed Architect
Senior Landscape Architect 33 2.00 2.00 0.00 Changed to Licensed Architect
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
299 Mayor's Recommended Budget FISCAL YEAR 2024-25
Engineer IV 31 6.00 6.00 4.00
1 New Position, 1.0 Changed to Engineering Tech VI (E27); 1.0 Changed to Eng I (26); 1.0 Changed to Eng II (E27)
GIS Systems Coordinator 30 1.00 1.00 0.00 1.0 Changed to Eng GIS/Asset Management Specialist (E26)
Licensed Architect 32 1.00 1.00 2.00 Changed from Sr Architect
City Surveyor 30 1.00 1.00 1.00
Engineer III 29 1.00 1.00 1.00 1.0 Transferred to Streets Div; 1.0 Changed from Eng II(E27)
Landscape Architect III 29 3.00 3.00 0.00
2.0 Transferred to Public Lands Department; 1.0 Changed to Associate Landscape Architect II (E26); Transferred to Public Lands
Engineering Const Program Project Manager 29 3.00 3.00 4.00 Changed one from Engineer V (33)
Facilities Commissioning Authority 29 0.00 0.00 1.00 Transferred from Facilities Division; changed from E30
Business Systems Analyst II 30 1.00 1.00 1.00 1.0 Changed to Business Systems Analyst II (E30)
Engineer II 27 1.00 1.00 1.00
Engineering Contracts Administrator 0 0.00 0.00 1.00 Changed from Engineering Procurements & Contracts Spec (E25)
Engineer I 0 0.00 0.00 1.00 Changed from Engineer IV (E31)
Engineering Technician VI 27 3.00 3.00 4.00 Changed from Engineering Tech IV
Professional Land Surveyor 26 1.00 1.00 1.00
Engineering GIS/Asset Management Specialist 26 1.00 1.00 2.00 1.0 Changed from GIS Systems Coordinator (E30)
Engineering Procurement & Contracts Specialist 25 0.00 0.00 0.00 1.0 Changed to Engineering Contracts Administrator (E27)
GIS Specialist 24 2.00 2.00 2.00
Civic Engagement Program Spec 24 1.00 1.00 1.00
Engineering Tech V 24 1.00 1.00 1.00
Engineering Tech IV 23 4.00 4.00 3.00 Changed to Engineering Technician VI
GIS Tech II 23 0.00 0.00 0.00
Engineering Tech III 31 0.00 0.00 1.00 Changed from Eng Info/Records Tech
Engineering Information and Records Specialist 20 0.00 0.00 1.00 Changed to Eng Tech III
Special Projects Assistant 21 2.00 2.00 2.00 Changed from Office Facilitator (N19)
Office Facilitator II 22 2.00 2.00 1.00 Changed from N19 to N22
Engineering Total 49.00 51.00 51.00
Compliance Division
Compliance Division Director 35 1.00 1.00 1.00
Compliance Div Field Supervisor 27 1.00 1.00 2.00 1.0 Changed from Compliance Swing-Shift Field Sup (N25)
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
300 Mayor's Recommended Budget FISCAL YEAR 2024-25
Compliance Swing-Shift Field Supervisor 25 1.00 2.00 1.00 1.0 Changed to Compliance Div Field Supervisor (N27)
Special Projects Assistant 21 1.00 1.00 1.00
Parking Pay Station Tech 21 1.00 1.00 1.00
Lead Compliance Enforcement Officer 21 3.00 5.00 5.00 Changed from 120 to 121
Crossing Guard Program & Outreach Coordinator 20 1.00 1.00 1.00 Changed from N19 to N20
Office Facilitator II 19 0.00 0.00 0.00
Parking Enforcement Officer 19 16.00 16.00 16.00 Changed from 118 to 199
Office Tech II 19 2.00 2.00 2.00 Changed form 215 to 219
Crossing Guard Coordinator 13 0.00 0.00 0.00
Office Tech I 16 2.00 2.00 2.00 Changed from 212 to 216
Compliance Total 29.00 32.00 32.00
Facilities Services Division
Building Maintenance Program
Facilities Division Director 35 1.00 1.00 1.00
Senior Project Manager 34 1.00 1.00 0.00 Transferred to Engineering.
Construction Operations Manager 32 0.00 0.00 1.00 Changed from Operations Manager.
Operations Manager 31 2.00 2.00 1.00 Changed one to Construction Operations Manager.
Energy/Utilities Management Coordinator 27 1.00 1.00 1.00 Changed to PG 27
Business Systems Analyst II 30 1.00 1.00 1.00 Changed to PG30
Facilities Commissioning Authority 30 1.00 1.00 0.00 1.0 Transferred to Engineering Division
Facility Maintenance Supervisor 29 2.00 2.00 0.00 2.0 Changed to Operations Supervisor (27)
Business Systems Analyst I 28 0.00 0.00 0.00
Operations Supervisor 27 1.00 2.00 5.00 2.0 Changed from Facility Maintenance Supervisor (29)1.0 Changed from Plumber III (22)
District Supervisor 25 2.00 2.00 2.00
Maintenance Electrician IV 25 1.00 1.00 1.00 Changed from I24 to I25
Plumber III 22 1.00 1.00 0.00 1.0 Changed to Operations Supervisor (27)
Lead HVAC Technician 25 1.00 1.00 1.00 Changed from 124 to 125
Clean-Up Equipment Operator III 19 0.00 0.00 1.00 New position
HVAC Technician II 24 2.00 2.00 1.00 Changed to HVAC Technician I
Lead Bldg Maintenance Tech 21 0.00 0.00 0.00
HVAC Technician I 22 0.00 0.00 1.00 1.0 Changed from HVAC Technician II (21)
Plumber II 23 0.00 0.00 1.00 Changed from Sprinkler Irrigation Tech III
Maintenance Specialist III 23 0.00 0.00 6.00 6.0 Changed from Maint Spec I (117)
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
301 Mayor's Recommended Budget FISCAL YEAR 2024-25
Carpenter II 23 1.00 1.00 1.00 Changed from Maintenance Specialist III
Painter II 21 1.00 1.00 1.00 Changed from 120
Clean-Up Equipment Operator II 16 0.00 0.00 2.00 New positions
Sprinkler Irrigation Tech III 20 1.00 1.00 0.00 1.0 Changed to Plumber II (21)
Gen Maint Worker IV 19 0.00 0.00 0.00
Office Facilitator II 22 1.00 1.00 1.00
Maintenance Specialist II 20 0.00 0.00 11.00 11.0 Changed from Maint Spec I (117)
Building Equipment Operator II 18 0.00 0.00 0.00
General Maintenance Worker III 18 0.00 0.00 0.00
Building Equipment Operator I 17 0.00 0.00 0.00
Maintenance Specialist I-III 17-21 17.00 21.00 0.00
11.0 Changed to Maint Spec II (120)6.0 Changed to Maint Spec III (123)4.0 Changed to Trades Apprentice Specialist (117)
Equipment Operator 17 2.00 2.00 2.00
Trades Apprentice Specialist 17 0.00 0.00 4.00 Changed from Maint Spec I
General Maintenance Worker III 16 0.00 0.00 0.00
General Maintenance Worker I 16 2.00 2.00 2.00
Senior Facilities Landscaper 16 2.00 2.00 2.00
Sprinkler Irrigation Tech 16 0.00 0.00 0.00
Office Technician II 15 1.00 1.00 0.00 1.0 Changed to Facilities Support Coordinator
Facilities Support Coordinator 26 0.00 0.00 1.00 1.0 Changed from Office Technician II
Beautification Maintenance Worker II 13 0.00 0.00 4.00 Changed from Beaut Worker I-II
Beautification Maintenance Worker I-II 12-13 7.00 7.00 3.00 Changed to Beaut Worker II
Facilities Services Total 52.00 57.00 58.00
Fleet Management Division
Fleet Mgmt Division Director 35 1.00 1.00 1.00
Financial Analyst IV 32 1.00 1.00 1.00
Operations Manager 31 1.00 1.00 1.00
Business Systems Analyst I 28 1.00 1.00 1.00
Fleet Asset Manager 27 0.00 0.00 0.00
Fleet Mgmt Service Supervisor 27 2.00 2.00 2.00
Fleet Senior Mechanic 28 3.00 3.00 3.00 Changed from 127
Fleet Warehouse Super 24 1.00 1.00 0.00 1.0 Changed to Warehouse Manager (PG27)
Warehouse Manager 27 0.00 0.00 1.00 Changed from Fleet Warehouse Super24
Fleet Metal Fabrication Tech 25 1.00 1.00 1.00 Changed from 124
Fleet Customer Service Advisor Lead 23 1.00 1.00 1.00 Changed from (21 to 23)
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
302 Mayor's Recommended Budget FISCAL YEAR 2024-25
Fleet Customer Service Advisor 21 1.00 1.00 2.00 1.0 Changed from (PG19)
Fleet Mechanic 24 25.00 25.00 29.00 Changed from Fleet Trainee; 3 new FTEs added in BA4
Special Projects Assistant 21 1.00 1.00 1.00 1.0 Changed from Fleet Trainee (PG17)
Office Facilitator II 19 1.00 1.00 0.00 1.0 Changed to Special Projects Assistant (PG 21)
Fleet Mechanic Trainee 17 1.00 1.00 0.00 1.0 Changed to Fleet Mechanic (PG124)
Fleet Senior Warehouse Operator 20 1.00 1.00 1.00 Changed from 19
Fleet Parts Warehouse Support Worker 18 3.00 3.00 3.00 Changed from 17
Fleet Parts Delivery Driver 11 1.00 1.00 1.00
Fleet Management Total (FLEET FUND)46.00 46.00 49.00
Streets Division
Streets Division Director 35 1.00 1.00 1.00
Operations Manager 31 3.00 3.00 3.00
Business Systems Analyst II 30 1.00 1.00 1.00
Engineer III 29 0.00 1.00 1.00
Operations Supervisor 27 2.00 2.00 6.00 4.0 Changed from Maintenance Supervisor (25)
Streets Operations Maintenance Supervisor 27 1.00 1.00 1.00
Streets Response Team Field Supervisor 24 1.00 1.00 1.00
Maintenance Supervisor 25 4.00 4.00 0.00 4.0 Changed to Operations Supervisor (N27)
Traffic Signal Lead 24 1.00 1.00 1.00
Traffic Signal Tech II 23 4.00 4.00 1.00
Response Team Leader 21 0.00 0.00 0.00
Streets Maintenance Lead 24 6.00 6.00 10.00 4.0 Changed from Asphalt Equipment Operator II (119)
Traffic Maintenance Lead 24 2.00 2.00 2.00 Changed from 23
Traffic Signal Tech I 21 1.00 1.00 6.00 3.0 Changed from Traffic Signal Tech II (323), 2 converted PT to FT
GIS Technician I 21 1.00 1.00 1.00
Special Projects Assistant 21 1.00 1.00 1.00
Concrete Finisher 22 10.00 10.00 10.00 Changed from 121
Senior Asphalt Equipment Oper 22 12.00 11.00 12.00
1.0 Changed to Fleet Maintenance Coordinator (125) 1.0 Changed from Lead Equipment Operator (20)
Lead Equipment Operator 20 1.00 1.00 0.00 1.0 Changed to Senior Asphalt Equipment Operator (122)
Office Facilitator II 22 1.00 1.00 1.00 Changed to 122
Streets Response Team Member II 19 2.00 2.00 0.00 2.00 Changed to Streets Response Team Member I (118)
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
303 Mayor's Recommended Budget FISCAL YEAR 2024-25
Asphalt Equipment Oper II 19 37.00 37.00 29.00
3.00 Changed to Asphalt Equipment Operator I (115) 4.0 Changed to Streets Maintenance Lead (124)
Concrete Saw & Grinder Oper 19 2.00 2.00 2.00 Changed to 119
Streets Response Team Member I 18 1.00 1.00 3.00 2.00 Changed from Streets Response Team Member II (19)
Traffic Maintenance Operator II 19 11.00 11.00 9.00 2.00 Changed to Traffic Maintenance Operator I (115)
Communication and GIS Coordinator 18 0.00 0.00 0.00
Streets Equipment Operator II 19 5.00 5.00 5.00 5.00 Changed from Equipment Operator (17)
Asphalt Equipment Oper I 15 1.00 1.00 4.00 3.0 Changed from Asphalt Equipment Operator II (119)
Traffic Maintenance Operator I 15 1.00 1.00 3.00 2.00 Changed from Traffic Maintenance Operator II (119)
Office Tech II 19 0.00 0.00 1.00 New position converted PT to FT
Fleet Maintenance Coordinator 25 1.00 1.00 1.00 1.0 Changed from Senior Asphalt Equipment Operator (20)
Streets Total 114.00 114.00 116.00
PUBLIC SERVICES DEPARTMENT TOTAL 308.00 319.00 326.00
General Fund 262.00 273.00 277.00
Fleet Management Fund 46.00 46.00 49.00
DEPARTMENT OF PUBLIC SERVICES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Administration
Director--Public Utilities 41 1.00 1.00 1.00
Deputy Director-Public Utilities 39 2.00 2.00 2.00
Executive Assistant 26 1.00 1.00 1.00 Grade changed from 24 to 26
Public Utilities Policy & Public Affairs Director 32 1.00 1.00 1.00
GIS Info Tech Systems Admin 36 1.00 1.00 1.00
Geographic Information Systems (GIS) Mgr 33 1.00 1.00 1.00
Safety Program Manager 33 1.00 1.00 1.00
Utilities Water Rights, Contracts and Property Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31, Transferred from Water Resources
PU Communications Engagement Manager 32 1.00 1.00 1.00
GIS Programmer Analyst II 30 1.00 1.00 1.00
PU Surveyor 33 1.00 1.00 1.00 Grade changed from 30 to 33
GIS Programmer Analyst I 28 3.00 3.00 4.00 1 Changed from GIS Specialist (24)
Engineering Tech VI 27 2.00 2.00 2.00
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
304 Mayor's Recommended Budget FISCAL YEAR 2024-25
Water Rights & Property Agent 27 0.00 0.00 2.00 2 Transferred from Water Resources; Grade changed from 26 to 27
Safety Coordinator 26 0.00 1.00 1.00
Talent Management Coordinator 25 0.00 1.00 1.00
Utility Planner & Development Coordinator 25 1.00 2.00 2.00
Locator Supervisor 25 1.00 1.00 1.00
Public Relations Coordinator 25 0.00 0.00 1.00 Changed from Communications Specialist (27)
GIS Specialist 24 1.00 1.00 1.00 1 Changed from GIS Technician I (21); 1 Changed to GIS Programmer Analyst I (28)
Safety Inspector 24 1.00 2.00 2.00
PU Records Prog Specialist 23 0.00 0.00 1.00 Transferred from Water Resources
GIS Leak Detection Tech II 23 2.00 2.00 2.00
Communications Specialist 27 1.00 1.00 0.00 Changed to Public Relations Coordinator (25)
GIS Technician I 21 1.00 1.00 0.00 Changed to GIS Specialist (24)
Mobile Inventory Specialist & Technician 21 0.00 1.00 0.00 Changed to Office Technician II (219)
Records Technician 21 0.00 0.00 2.00 2 Changed from Office Facilitator II (19)
Util Dev Review Specialist 19 4.00 4.00 4.00
Senior Utility Locator 19 8.00 8.00 9.00 1 Changed from Utility Locator (17)
Office Facilitator II 19 2.00 2.00 0.00 2 Changed to Records Technicians (221)
Office Technician II 19 0.00 0.00 1.00 Changed from Mobile Inventory Specialist & Technician (21)
Utility Locator 17 0.00 1.00 0.00 Changed to Senior Utility Locator (19)
Administration Total 39.00 45.00 48.00
Maintenance
Operations Maint Superintendent 36 1.00 1.00 1.00
Water Distribution System Mgr 34 1.00 1.00 1.00
Computer Operation Manager 33 1.00 1.00 1.00
Maint Support Manager 33 1.00 1.00 1.00
Water Maintenance Manager 33 0.00 1.00 1.00
Storm Water Maint Manager 33 1.00 1.00 1.00
WW Collection Manager 33 1.00 1.00 1.00
Irrigation Canal Systems Manager 30 1.00 1.00 1.00
Water System Maintenance Super 27 4.00 4.00 4.00
Water System Operation Super 27 2.00 2.00 2.00
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
305 Mayor's Recommended Budget FISCAL YEAR 2024-25
Electrical Operations Supervisor 27 1.00 1.00 1.00
Warehouse Manager 27 0.00 1.00 1.00
Technical System Analyst III-IV 26-28 3.00 3.00 3.00
Water Service Coordinator 25 1.00 1.00 1.00
Waste Water Collection Supervisor 26 2.00 2.00 2.00
Lift Station Maintenance Supervisor 26 1.00 1.00 1.00
Storm Water Maintenance Supervisor 25 2.00 2.00 2.00
Water Meter Maintenance Supervisor 25 1.00 1.00 1.00
Maintenance Office Supervisor 25 1.00 1.00 1.00
Warehouse Supervisor 24 1.00 1.00 1.00
Senior Water Meter Tech 25 1.00 1.00 1.00 Grade changed from 21 to 125
Fleet Maint Coord Public Util 23 1.00 1.00 1.00 Grade changed to 323 from 21
Office Facilitator II 22 1.00 Changed from Office Facilitator I (18)
Office Facilitator I 18 1.00 1.00 0.00 Changed to Office Facilitator II (22)
Warehouse Specialist 18 0.00 0.00 0.00
Sr Warehouse Operator 15 1.00 1.00 1.00
Warehouse Office Tech II 15 1.00 1.00 1.00
Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00
Sr. Communications Coordinator-Public Util 15 6.00 6.00 6.00
Industrial Electrician IV 26 6.00 6.00 6.00
Metal Fabrication Technician 22 3.00 3.00 3.00
Senior Water Dist System Operator 21 16.00 16.00 16.00
Senior Water System Maint Operator 21 16.00 16.00 16.00
Waste Water Collection Lead Maint Worker 21 6.00 6.00 6.00
WW Lift Station Lead Worker 21 4.00 4.00 4.00
Drainage Maintenance Lead Worker 21 3.00 3.00 3.00
General Maintenance Worker III 23 1.00 1.00 1.00 Grade changed from 21 to 123
Senior Pumps Maint Tech 20 1.00 1.00 1.00
Concrete Finisher 22 1.00 1.00 1.00 Grade changed from 20 to 122
Senior Irrigation Operator 22 4.00 4.00 4.00 Grade changed from 20 to 122
Waste Water Lift Station Lead Wkr 20 0.00 0.00 0.00
Water System Maintenance Operator I-II 17-19 27.00 27.00 27.00
Water Meter Tech I-III 18-19 6.00 6.00 6.00
Waste Water Coll Maint Worker II 19 12.00 12.00 12.00
Drainage Maintenance Worker III 19 9.00 11.00 11.00
Pumps Maintenance Technician 18 1.00 1.00 1.00
Senior Facility/Building Maint Wkr 18 1.00 1.00 1.00
Fleet Maintenance Coordinator 18 0.00 0.00 0.00
Waste Water Lift Station Maint Wkr 18 4.00 4.00 4.00
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
306 Mayor's Recommended Budget FISCAL YEAR 2024-25
Irrigation Operator II 17 4.00 4.00 4.00
Landscape Restoration Lead Wkr 17 1.00 1.00 1.00
Maintenance Landscaper 16 1.00 1.00 1.00
Facility/Building Maintenance Wkr 15 2.00 2.00 2.00
Water Distribution Valve Operator 15 8.00 8.00 8.00
Water Maintenance Support Wkr 14 2.00 2.00 2.00
Custodian II 11 2.00 2.00 2.00
Maintenance Total 180.00 184.00 184.00
Water Reclamation Plant
Water Reclamation Manager 36 1.00 1.00 1.00
Water Reclamation Facility Operations Manager 33 1.00 Changed from WRF Operations & Maint Manager (33)
WRF Operations & Maint Manager 33 1.00 1.00 0.00 Changed to Water Reclamation Facility Operations Manager (33)
Regulatory Compliance Manager 34 1.00 1.00 1.00
WRF Maintenance Manager 31 1.00 1.00 1.00
Laboratory Program Manager 33 1.00 1.00 1.00
Industrial Pretreatment Program Coordinator 30 1.00 1.00 1.00 Grade changed from 29 to 30
Maintenance Project Manager 31 1.00 1.00 1.00
Waste Water Business Manager 27 1.00 1.00 1.00
W.W. Plant Maintenance Coordinator 28 1.00 1.00 1.00 Grade changed from 27 to 28
Water Reclamation Facility Process Control Analyst 27 1.00 1.00 1.00
Employee Development Manager 26 1.00 Changed from WRF Office Administrator (21)
WRF Office Administrator 21 1.00 1.00 0.00 Changed to Employee Development Manager (26)
Safety Coordinator 26 1.00 1.00 1.00
WRF Operations Supervisor 27 4.00 4.00 4.00
Water Reclamation Facility Lead Operator 26 0.00 0.00 0.00
Fats, Oils & Grease Program Supervisor 27 1.00 1.00 1.00
Water Reclamation Planner Scheduler 26 1.00 1.00 1.00
Instrumentation and Controls Technician II-IV 25-28 3.00 3.00 3.00
Senior Laboratory Chemist 30 1.00 1.00 1.00
Industrial WW Pretreat Program Sr Permit Writer 26 6.00
2 Changed from Senior Industrial WW Pretreat Program (25); 4 Changed from Pretreatment Inspect/Permit Writer (23)
Senior Industrial WW Pretreat Program 25 2.00 2.00 0.00 Changed to Industrial WW Pretreat Program Sr Permit Writer (26)
Lab Chemist 26 2.00 2.00 2.00 Grade changed from 24 to 326
Warehouse Supervisor 24 1.00 1 Changed from Sr. Warehouse Operator (15)
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
307 Mayor's Recommended Budget FISCAL YEAR 2024-25
Water Reclamation Facility Operator IV 26 4.00 4.00 4.00 Grade changed from 23 to 126
Pretreatment Inspect/Permit Writer 23 4.00 4.00 0.00 4 Changed to Industrial WW Pretreat Program Sr Permit Writer (26)
Pretreatment Sr Sampler Inspect 19 2.00 4.00 0.00 4 Changed to Industrial WW Pretreat Program Sr Sampler (26)
Office Facilitator II Non Union 20 0.00 0.00 0.00
Industrial WW Pretreat Program Sr Sampler 26 4.00 Changed from Pretreatment Sr Sampler Inspect (19)
Senior Warehouse Operator 20 2.00 2.00 1.00 1 Changed to Warehouse Supervisor (26); Grade changed from 15 to 220
Sr Utilities Representative- Office /Technical 15 2.00 2.00 2.00
Industrial Electrician IV 26 2.00 2.00 2.00
HVAC Technician II 25 1.00 1.00 1.00 Grade changed from 21 to 125
Waste Water Plant Maint. Operator IV 25 8.00 8.00 8.00 Grade changed from 21 to 125
Water Reclamation Facility Operator III 25 17.00 17.00 17.00 Grades 120 - 125
Painter II 20 0.00 0.00 0.00
CMMS/Utilities Administrator 29 1.00 1.00 1.00
Water Reclamation Plant Total 69.00 71.00 71.00
Finance
Finance Administrator 39 1.00 1.00 1.00
Deputy Finance Administrator 37 1.00 Changed from Financial Analyst IV (32)
Financial Manager III 35 1.00 1.00 1.00
Financial Analyst IV 32 3.00 4.00 3.00 1 Changed to Deputy Finance Administrator (37)
Utility Revenue Operations Manager 31 1.00 Changed from Water Metering Technologies Manager (27)
Customer Service Manager Public Utilities 29 1.00 1.00 0.00 Change to Customer Service Accts/Coll Invest (23)
Accountant IV 29 1.00 2.00 2.00
Financial Analyst III 30 3.00 2.00 2.00
Water Metering Technologies Manager 27 1.00 1.00 0.00 Changed to Utility Revenue Operations Manager (31)
Accountant III 27 1.00 0.00 0.00
Water Metering Technologies Supervisor 27 1.00 1.00 1.00 Grade changed from 25 to 27
Billing Office Supervisor 27 1.00 1.00 1.00 Grade changed from 25 to 27
Customer Services Supervisor 27 1.00 1.00 1.00 Grade changed from 25 to 27
Customer Service Accts/Coll Invest 23 6.00 22.00 23.00 Grade changed from 18 to 223; 1 Changed from Customer Service Manager (29)
Sr. Utilities Rep. - Generalist 15 9.00 0.00 0.00
Sr. Utilities Rep. - Customer Service 15 7.00 0.00 0.00
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
308 Mayor's Recommended Budget FISCAL YEAR 2024-25
Senior Advanced Metering Infrastructure 21 0.00 4.00 4.00 Grade changed from 21 to 125
Advanced Metering Infrastructure Tech II 19 7.00 3.00 3.00 Grade changed from 19 to 120
Water Meter Reader III 18 2.00 2.00 2.00 Grade changed from 18 to 223
Water Meter Reader II 15 5.00 5.00 5.00 Grade changed from 15 to 114
Finance Total 51.00 51.00 51.00
Water Quality & Treatment
Water Quality & Treatment Administrator 37 1.00 1.00 1.00
Water Treatment Plant Systems Manager 33 1.00 1.00 1.00
Water Treatment Plant Systems Assistant Manager 31 1.00 1.00 1.00
L&C Cross Connection Control Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31
Regulatory Program Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31
Watershed Program Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31
Storm Water Quality Program Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31
Water Treatment Plant Assistant Manager 30 0.00 0.00 0.00
Lead and Copper X Connection Supervisor 27 1.00 1.00 0.00 Changed to Water Quality Supervisor (E28)
Project Manager 27 0.00 0.00 0.00
Water Treatment Plant Facility Manager 30 3.00 3.00 3.00
Watershed Operations Supervisor 28 1.00 1.00 1.00 Grade changed from 27 to 28
Water Quality Supervisor 28 2.00
1 Changed from Storm Water Compliance Specialist (25); 1 Changed from Lead and Copper X Connection Supervisor (27)
Storm Water Compliance Specialist 25 1.00 1.00 0.00 Changed to Water Quality Supervisor (E28)
Cross Connection Control Manager 26 0.00 0.00 0.00
Water Treatment Plant Lead Oper 26 0.00 0.00 0.00
Watershed Special Projects Coordinator 26 1.00 1.00 1.00
Water Quality Coordinator 24 4.00
1 Changed from Cross Connections Control Coord (23); 3 Changed from Storm Water Quality Coord (23)
Storm Water Quality Coordinator 23 3.00 3.00 0.00 3 Changed to Water Quality Coordinator (24)
Cross Connections Control Coord 23 1.00 1.00 0.00 Changed to Water Quality Coordinator (24)
Storm Water Technician II Union 22 2.00 2.00 0.00 2 Changed to Water Quality Technician (22)
Lead and Copper Technician 21 2.00 2.00 0.00 2 Changed to Water Quality Technician (22)
Water Quality Technician 22 0.00 0.00 5.00
2 Changed from Storm Water Technician Union (22); 2 Changed from Lead and Copper Technician (21); 1 Changed from Cross Connections Control Technician (21)
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
309 Mayor's Recommended Budget FISCAL YEAR 2024-25
Cross Connections Control Technician 21 1.00 1.00 0.00 1 Changed to Water Quality Technician (22)
Quality Assurance Sr Sampler Cl Water 23 2.00 2.00 2.00 Grade changed from 17 to 23
Lead Watershed Ranger 23 4.00 4.00 2.00 2 Changed to Watershed Ranger (20)
Watershed Ranger 20 4.00 4.00 6.00 2 Changed from Lead Watershed Rangers (23)
Water Plant Operator II 24 25.00 25.00 25.00 25 Grade changed from 21 to 24
Water Quality & Treatment Admin Total 58.00 58.00 58.00
Water Resources
Water Resources Manager 33 1.00 1.00 1.00
Utilities Water Rights, Contracts and Property Manager 30 1.00 1.00 0.00 Transferred to Administration
PU Sustainability Manager 30 1.00 1.00 1.00 Grade changed from 29 to 30
Sustainability Program Manager 28 0.00 0.00 0.00
Water Conservation Program Manager 31 1.00 1.00 1.00 Grade changed from 30 to 31
Water Resources Eng/Scientist 27 1.00 1.00 1.00
Hydrologist I 28 1.00 1.00 1.00 Grade changed from 27 to 28
Water Rights & Property Agent 26 1.00 2.00 0.00 2 Transferred to Administration
Property & Water Contracts Asst 20 1.00 0.00 0.00
Hydrology Specialist Union 23 1.00 2.00 2.00
Conservation Technician 23 1.00 1.00 1.00 Grade changed from 26 to 23
PU Records Prog Specialist 23 1.00 1.00 0.00 Transferred to Administration
Water Resources Total 11.00 12.00 8.00
Engineering
Chief Engineer - Public Utilities 37 1.00 1.00 1.00
Engineer III-VII 29-36 23.00 25.00 25.00
Sr Water Treatment Engineer 35 1.00 1.00 1.00
Project Control Specialist 31 1.00 1.00 1.00
Engineering Construction Program/Projects Manager 29 1.00 1.00 1.00
Project Coordinator 29 0.00 1.00 1.00
Engineering Tech II - VI 19-27 19.00 19.00 19.00
Engineering Tech IV- VI 23-27 0.00 0.00 0.00
Engineering Tech III-V 21-24 0.00 0.00 0.00
Eng Contracts Coord Public Util 22 2.00 2.00 2.00
Engineering Tech III 21 0.00 0.00 0.00
Engineering Tech II 19 0.00 0.00 0.00
Document Controls Specialist 18 0.00 0.00 0.00
Administrative Secretary 18 1.00 1.00 1.00
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
310 Mayor's Recommended Budget FISCAL YEAR 2024-25
Engineering Tech I 17 0.00 0.00 0.00
Contracts Process Coordinator 17 1.00 1.00 1.00
Contracts Technician 15 0.00 0.00 0.00
Engineering Total 50.00 53.00 53.00
Street Lighting
Engineer V 33 1.00 1.00 1.00
Engineering Tech IV 23 0.00 0.00 0.00
Engineering Tech III 21 1.00 1.00 1.00
Engineering Tech I 17 0.00 0.00 0.00
Street Lighting Total 2.00 2.00 2.00
PUBLIC UTILITIES DEPT TOTAL 460.00 476.00 475.00
Street Lighting Fund 2.72 2.57 2.35
Water Utility Fund 288.16 298.21 295.99
Sewer Utility Fund 127.65 130.80 130.88
Storm Water Utility Fund 40.47 43.42 45.78
DEPARTMENT OF PUBLIC UTILITIES Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
311 Mayor's Recommended Budget FISCAL YEAR 2024-25
Waste & Recycling Division Refuse Fund
Waste & Recycling Div Director 35 1.00 1.00 1.00
Financial Manager I 33 1.00 1.00 1.00
Waste & Recycling Operations Manager 31 1.00 1.00 1.00
Maintenance Program Manager 28 0.00 0.00 0.00
Special Projects Analyst and Safety Coordinator 28 1.00 1.00 1.00
W&R Operations Supervisor 27 2.00 2.00 2.00
Maintenance Supervisor 25 0.00 0.00 0.00
W & R Permit Coordinator 19 1.00 1.00 1.00
W & R Education & Permits Lead 20 0.00 0.00 0.00
WR Program Lead 20 2.00 2.00 2.00
Waste & Recycling Equip Op II 18 29.00 29.00 29.00
Senior Equipment Operator 19 4.00 4.00 4.00
Lead Equipment Operator 20 3.00 3.00 3.00
Office Facilitator II 19 1.00 1.00 1.00
W & R Education Specialist I-II 16-19 0.00 5.00 5.00
Office Tech II 15 3.00 3.00 3.00
W & R Education Specialist 15 5.00 0.00 0.00
Container Maintenance Worker 14 2.00 3.00 3.00
Waste & Recycling Total 56.00 57.00 57.00
Environ & Energy Division Refuse Fund
Sustainability Envir Director 41 1.00 1.00 1.00
Sustainability Deputy Director 37 1.00 1.00 1.00
Sr Energy Climate Program Mgr 35 1.00 1.00 1.00
Sustainability Program Manager 29 3.00 3.00 3.00
Sustainability Community Manager 28 0.00 0.00 0.00
Sustainability Community Projects Manager 26 0.00 1.00 1.00
Sustainable Business Prog Coor 24 0.00 0.00 0.00
Special Projects Assistant 21 1.00 1.00 1.00
Office Facilitator II 19 0.00 0.00 0.00
Environ & Energy Division Refuse Fund 7.00 8.00 8.00
SUSTAINABILITY DEPARTMENT (Refuse Fund) TOTAL 63.00 65.00 65.00
DEPARTMENT OF SUSTAINABILITY Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
312 Mayor's Recommended Budget FISCAL YEAR 2024-25
Redevelopment Agency
Director - Redevelopment Agency 41 1.00 1.00 1.00
Deputy Director - Redevelopment Agency 37 1.00 1.00 1.00
Senior Project Manager 35 2.00 4.00 5.00 1 New position(s)
Financial Analyst IV 32 0.00 1.00 1.00
Project Manager 33 7.00 4.00 5.00 1 New position(s)
RDA Communications and Outreach Manager 32 1.00 1.00 1.00
Communications Coordinator 25 0.00 1.00 1.00
Property Administrator 26 1.00 0.00 0.00
Redevelopment Agency Property Manager 30 0.00 1.00 1.00
Project Coordinator 28 1.00 4.00 2.00 2 Position(s) eliminated
Office Manager 21 2.00 1.00 1.00
Special Projects Assistant 21 1.00 1.00 1.00
Office Facilitator II Non-Union 20 1.00 1.00 1.00
Redevelopment Agency Total 19.00 21.00 21.00
Gallivan Plaza
Plaza & Comm Events Div Director 32 1.00 1.00 1.00
Operations Manager 31 1.00 1.00 1.00
Facilities Maintenance Supervisor 25 0.00 0.00 0.00
Gallivan Event Adv/Mktg Manager 25 2.00 2.00 2.00
Plaza Marketing/Activities Supr 23 1.00 0.00 0.00
Event Coordinator II 23 0.00 1.00 1.00
Office Facilitator II Non-Union 22 1.00 1.00 1.00
General Maintenance Worker I 16 5.00 2.00 1.00 1 Changed to General Maintenance Worker II (18)
General Maintenance Worker II 18 0.00 1.00 1.00
1 Changed from General Maintenance Worker II (16), 1 Changed to General Maintenance Worker III (21)
General Maintenance Worker III 21 0.00 2.00 3.00 1 Changed from General Maintenance Worker II (18)
Office Technician I 19 1.00 1.00 1.00
Custodian II 11 1.00 1.00 1.00
Gallivan Plaza Total 13.00 13.00 13.00
REDEVELOPMENT AGENCY TOTAL 32.00 34.00 34.00
REDEVELOPMENT AGENCY Grades FY2023 FY2024 FY2025 Changes from FY2024 to FY2025
Salt Lake City Staffing Document
313 Mayor's Recommended Budget FISCAL YEAR 2024-25
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Salt Lake City Staffing Document
314 Mayor's Recommended Budget FISCAL YEAR 2024-25
Appendix
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The City Library
Proposed Budget
Fiscal Year 2025
2 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
Contents
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
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
3Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
Adam Weinacker
Library Board President
Noah Baskett
Executive Director
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.
April 2024
Mayor Mendenhall, City Council Members, and Residents of Salt Lake City,
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.
A letter from the Executive Director
& Board President
We thank you for your close partnership and continued support!
4 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
T-shirt magic is made in the Main Library's Creative Lab.
Seed Libraries are now available at every branch!
5Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
Birdwatching with a City Library Binocular Kit.Reading with a child.
The City Library's beekeeper examines a honeycomb.
6 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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
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
Staffing Profile
The annual Firefighter Storytime program.
SLCPL’s social worker Nicole Campolucci.
7Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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
Sta ffing Profile ContinuedStaffing Profile
The Plot Community Garden at the Main Library.
EOD Manager Rita Christensen served on
the ALA’s Caldecott Awards committee.
Summertime Gardening Fundamentals
workshop.
8 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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%)
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%
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%
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
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.
9Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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%
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%)
Contributions & Transfers
Donations 9,294 2,500 2,500 0 0.0%
Subtotal 9,294 2,500 2,500 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%)
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%
Intergovernmental 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 Revenues
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.
Showing love for the Great Salt Lake with a writing and crafting program.
10 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
General Fund Expenditures
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%
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%
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 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.
General Fund
Expenditures
Overview
The color-coded explanations
compare the FY24 and FY25
expenditures.
11Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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%
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 273,640 199,500 199,500 0 0.0%
Utilities - City Services 93,827 94,500 94,500 0 0.0%
Utilities - Garbage 37,829 39,600 39,600 0 0.0%
Utilities - Telecommunications 94,176 76,855 109,963 33,108 43.1%
Subtotal 1,947,533 2,047,785 2,110,465 62,680 3.1%
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.
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%
12 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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 --
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 & 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%
Ge neral Fund Exp nditures ContinuedGeneral Fund Expenditures
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.
13Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
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 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%)
Debt Service Fund Budget
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.
Granite School District’s youth Powwow group Li’l Feathers perform at Main during Native American Heritage Month.
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.
14 Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
Capital Project Fund Budget
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 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%)
Revenues Over (Under) Expenditures FY23
Actual
FY24
Revised Budget
FY25
Proposed Budget
FY25 − FY24
Difference
Percentage
Change
Subtotal 817,578 0 0 0 -
• 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
• 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
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:
15Salt Lake City Public Library Proposed Budget, Fiscal Year 2025
400 S
20
0
E
13
0
0
E
2100 S
70
0
E
30
0
w
500 S
California Ave.
Co
n
c
o
r
d
S
t
.
90
0
w
500 N
F
S
t
.
9th Ave.
1300 S
600 N
500 S
F
o
o
t
h
i
l
l
D
r
.
H
i
g
h
l
a
n
d
D
r
.
1000 N
Sprague
Branch
Foothill
Branch
Ballpark
Branch
Glendale
Branch
Chapman
Branch
Main Library
Sweet
Branch
Marmalade
Branch
Day-Riverside
Branch
Pages 8-9
Revenue
Pages 10-12
Expenditures
Page 13
Debt Service
Fund
Page 14
Capital
Projects
Fund
Main Library
210 East 400 South
801-524-8200
Glendale Branch
1375 South Concord
801-594-8660
Anderson-Foothill Branch
1135 South 2100 East
801-594-8611
Marmalade Branch
280 West 500 North
801-594-8680
Chapman Branch
577 South 900 West
801-594-8623
Sprague Branch
2131 South 1100 East
801-594-8640
Day-Riverside Branch
1575 West 1000 North
801-594-8632
Corinne & Jack Sweet Branch
455 F Street
801-594-8651
The City Library Locations
333 Mayor's Recommended Budget FISCAL YEAR 2024-25
334 Mayor's Recommended Budget FISCAL YEAR 2024-25
335 Mayor's Recommended Budget FISCAL YEAR 2024-25
336 Mayor's Recommended Budget FISCAL YEAR 2024-25
337 Mayor's Recommended Budget FISCAL YEAR 2024-25
This page intentionally left blank
338 Mayor's Recommended Budget FISCAL YEAR 2024-25
Overview of Capital Improvement Program (CIP) Major Funding Sources
General Fund Dollars
(Most flexible funding source; can be spent on any project)
These are the City’s most flexible unrestricted funds available to be spent on any CIP project. The Council
transfers a portion of General Fund revenues into the CIP Fund as part of each annual budget in June.
The City collects a variety of revenue sources that all go into the General Fund such as property taxes,
sales taxes, franchise taxes, building permits and license fees, and many others. A Council audit identified
9% of ongoing General Fund revenues as an ideal funding level to help ensure the City keeps up with
capital investment needs. The City reached that 9% funding level in FY2023. In the prior two decades the
City’s annual General Fund transfer into the CIP Fund averaged closer to 7%.
Funding Our Future 0.5% Local Salt Lake City Option Sales Tax
(Critical need categories: housing, public transit, streets, and public safety; a fifth category of parks
maintenance was added in FY2023)
The 0.5% sales tax increase was authorized by the Legislature only for the capital city as part of the
State prison relocation from Draper. The City’s local option sales tax was increased as part of the
FY2019 annual budget and was branded “Funding Our Future” along with a Streets Reconstruction
Bond approved by voters (all those bond funds have now been budgeted). Prior to enacting the sales
tax increase the City conducted impact research, public hearings, open houses, workshops, letters,
online information, and other extensive outreach. The funds from the sales tax are limited to the
critical need categories as determined by the Council. The definition of the critical need categories
has evolved over the times such as expanding public safety from only police to also include 911
dispatch, fire, medical, and social workers. The number of categories was originally four and a fifth
category, parks maintenance, was added in FY2023. There is no legal limitation to the categories
which are subject to the Council’s annual appropriation process and subject to change.
Class C Funds
(State gas tax)
Class C funds are generated by the Utah State Tax on gasoline. The state distributes these funds to local
governments on a center lane mileage basis. The City’s longstanding practice has been to appropriate
Class C funds for the general purpose of street reconstruction and asphalt overlays. The Roadway
Selection Committee selects specific street segment locations as recorded in the Engineering Division’s Six
Year Pavement Plan which is regularly updated. Note that there is overlap in eligible uses between this
funding source and the County Quarter Cent Sales Tax for Transportation and Streets Funding.
Per state law, Class C funds may be used for:
1. All construction and maintenance on eligible Class B & C roads
2. Enhancement of traffic and pedestrian safety, including, but not limited to: sidewalks, curb and
gutter, safety features, traffic signals, traffic signs, street lighting and construction of bicycle
facilities in the highway right-of-way
3. Investments for interest purposes (interest to be kept in fund)
4. Equipment purchases or equipment leases and rentals
5. Engineering and administration costs
6. Future reimbursement of other funds for large construction projects
7. Rights of way acquisition, fencing and cattle guards
8. Matching federal funds
9. Equipment purchased with B & C funds may be leased from the road department to another
department or agency
10. Construction of road maintenance buildings, storage sheds, and yards. Multiple use facilities
may be constructed by mixing funds on a proportional basis
11. Construction and maintenance of alleys
12. B & C funds can be used to pay the costs of asserting, defending, or litigating
13. Pavement portion of a bridge (non-road portions such as underlying bridge structure are not
eligible)
County Quarter Center (0.25%) Sales Tax
(Limited to transportation and streets eligible uses per state law)
The County fourth quarter-cent transportation funding is an ongoing sales tax funding source dedicated
to transportation and streets. The City has taken a progressive view of transportation beyond a vehicle-
focused perspective and uses a multi-modal, more inclusive approach (walking, biking, public transit,
accessibility and ADA, ride-share, trails, safety, scooters, etc.). The Wasatch Front Regional Council
summarized eligible uses for this funding as “developing new roads or enhancing (e.g., widening) existing
roads; funding active transportation, including bike and pedestrian projects; or funding transit
enhancements. It can also be used for maintenance and upkeep of existing facilities.” (SB136 of 2018
Fourth Quarter Cent Local Option Sales Tax Summary June 22, 2018). Revenue from the 0.25% sales tax
increase is split 0.10% for the Utah Transit Authority or UTA, 0.10% for cities and 0.05% for Salt Lake
County as of July 1, 2019 and afterwards. Note that there is overlap in eligible uses between this funding
source and Class C funds.
Impact Fee Eligibility
(Four types: fire, parks, police, and transportation / streets)
Impact fees are one-time charges imposed by the City on new development projects to help fund the cost
of providing infrastructure and services to that new development. This is part of the City’s policy that
growth should pay for growth. A project, or portion of a project, must be deemed necessary to ensure the
level of service provided can continue with the additional impacts of the new developments (such as
serving more residents or workers). As a result, it’s common for a project to only be partially eligible for
impact fee funding (the growth-related portion) so other funding sources must be found to cover the
difference. It is important to note that per state law, the City has six years from the date of collection to
spend or encumber under a contract the impact fee revenue. After six years, if those fees are not
encumbered or spent then the fees are returned to the developer with interest.
General Impact Fee Guidelines:
1. Impact fees are to be used to keep a current level of service for new growth to a City.
2. Cannot be used to cure deficiencies serving existing development.
3. May not raise the established level of service in existing development.
4. Cannot include an expense for overhead, such as any cost for staff/administration, operation, and
maintenance.
5. Impact fees can only be used to pay for the portion of the project directly attributable to growth
(it’s uncommon for projects to be 100% eligible for impact fees).
6. Must be incurred or encumbered within 6 years from the date they are collected, or they shall be
returned to the developer with interest payments per state law.
7. Must use an adopted Impact Fees Facilities Plan to determine the public facilities needed to serve
new growth and set fees costs by development type.
8. Repair and replacement projects are not growth related.
9. Upgrade projects are not growth related.
10. Repair, replacement, or upgrades can be included as part of a mixed project where the scope will
create increased capacity to serve projected growth.
11. Impact fees must be spent in the same geographic boundary (service area) in which they are
collected. The City’s Impact Fee Facilities Plan designates the entire city as the service area. The
Transportation section was updated in 2020. The other three sections were adopted in 2016.
Pre-
Encumbrances
Budgetary
Balance
Recapture
Funding?
YES / NO / TBD
Status / Next Steps / Expected Completion Time / NotesCIP Appropriations as of 4/30/24
3000 CIP General Fund
Budget Encumbrances Expenditures
8315027-CC11009-3000-PRG10042 Bikeway - Close the Gap
8316026-CC11009-3000-PRG10030 Six Traffic Signal Upgrades, 9
8316046-CC11009-3000-PRG10042 1300 S Bicycle Bypass (pedestrian)
8316070-CC30004-3000-PRG10042 Warm Springs Park, 840 N 300 W
8317025-CC30004-3000-PRG10042 500/700 S Reconstruction
8317029-CC11009-3000-PRG10042 Bus Stop Enhancements
8317043-CC30004-3000-PRG10042 Parks and Public Lands Compreh
8317049-CC30004-3000-PRG10042 UTA TIGER GRANT MATCH
8317055-CC10504-3000-PRG10042 Capital Facilities Plan
8318028-CC30004-3000-PRG10043 Bridge Maintenance
8318044-CC30004-3000-PRG10042 East West Connections Study
8318045-CC11009-3000-PRG10031 Bikeways Urban Trails
8318047-CC30004-3000-PRG10032 Rose Park Pedestrian Byway
8318048-FY24B2A4-3000-Miller Park Trail Access Improvements & Historic
Structures Preservation
$25,335.87
$2,125.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.12
$2,125.00
$0.00
$44,783.60
$111,728.57
$0.00
$0.00
$116,682.52
$0.00
$3,577.97
$0.00
$18,802.40
$15,386.50
$277.30
$12,460.08
$2,125.00
$12,875.67
-$2,125.00 Negative?
$103,181.93
$57,978.20
$636,768.27
$16,990.39
$7,343.15
$138,316.68
$4,928.32
$76,503.76
$970.74
$0.00 $103,181.93 This project was completed as part of 1300 South reconstruction Phase 2?
$0.00
$48,806.84
$16,990.30
$0.00
$5,262.61
$0.00
$0.00
$0.00
$8,048.47
$112,560.30
$13,194.60
$476,232.86
$0.09
$7,343.15
$16,371.55
$4,928.32
$72,925.79
$970.74
Being used to create the CAP?
$69,550.21
$152,283.00
$365,012.40
$42,699.34
$24,336.20
$0.00 $364,735.10 Original appropriation in 2018, then rescoped in 2024, is construction on schedule for this summer?
8318049-CC30004-3000-PRG10042 Jordan R. Flood Control
8318053-CC30004-3000-PRG10042 Parks and Rec HVAC
8319301-CC30005-3000-PRG10042 Delong & Parks Yard Improvement
8319401-CC30004-3000-PRG10042 Glendale Park Playground Path
8319403-CC30004-3000-PRG10042 RAC Shade Structure and Playgr
8319405-CC30004-3000-PRG10042 Rose Park Multiloop Trail
8319406-CC30004-3000-PRG10042 11th Ave Pavilion and Signage
8319621-CC11009-3000-PRG10030 Traffic Signals Upgrade
8319701-CC30005-3000-PRG10042 Library Parking Equipment
8319741-CC11009-3000-PRG10024 Westside Multimodal GF
8320401-CC30004-3000-PRG10042 Liberty Park 7 Cany Fountain
8320402-CC30004-3000-PRG10042 Hidden Hollow Water Enhancemen
8320404-CC30004-3000-PRG10042 10 E Senior Center Retaining Wall
8320405-CC30004-3000-PRG10042 Libert Prk Drainage Fueling S.
8320406-CC30004-3000-PRG10042 Community Parks Signage
8320407-CC30004-3000-PRG10042 Three Creeks Con Phase III
8320442-CC30004-3000-PRG10042 Match UT FHA Foothill Trails
8320602-CC11009-3000-PRG10030 Bus Stop Signal Enhancements
8320603-CC11009-3000-PRG10042 McClelland Str Phase 2a
8320701-CC30004-3000-PRG10035 Sorensen Unity Connecting Corr
8321400-CC30004-3000-PRG10040 Facilities Cap ReplacementFY21
8321401-CC30004-3000-PRG10046 Parks Critical Asset Renewal
8321402-CC30004-3000-PRG10031 Foothills Trail System Master Plan
8321405-CC30004-3000-PRG10042 Water Park Demolition, Fence & Sec
8321601-CC11009-3000-PRG10028 TransportationSafetyImprovmnt
8321602-CC11009-3000-PRG10030 Traffic Signals Upgrade 21
8321603-CC11009-3000-PRG10028 Transit Route Improvements
8619402-CC35001-3000-PRG10042 City-wide Park Walkway Safety
8619409-CC35001-3000-PRG10042 Fairmont Stream Access Beautiful
8619411-CC35001-3000-PRG10042 Westside Trail Connections
8619602-CC35001-3000-PRG10043 Bridge Maintenance
$9,869.79
$9,900.00
$28,726.80
$43,476.17
$3,405.83
$148,007.23
$47,079.30
$17,081.00
$150,296.57
$29,657.50
$270.27
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$5,436.88
$0.00
$7,811.71
$0.00
$1,977.25
$0.00
$7,553.33
$13,162.82
$90,720.00
$0.00
$270.00
$168,674.81
$0.00
$0.00
$10,241.00
$0.00
$0.00
$0.00
$0.00
$0.00
$4,432.91
$9,900.00
$20,915.09
$43,476.17
$1,428.58
$0.00 $148,007.23 This project was completed so funds can be recaptured?
Negative?
$73.25
$6,572.50
$44,084.89
$669.20
$0.00
$160,463.38
$0.00
$39,452.72
-$2,654.32
$15,491.68
$28,988.30
$0.27
$60,547.12
$2,378.51
$94,837.45
$245,188.40
$389,685.31
$2,378.51
$94,837.45
$273,068.00
$492,800.00
$144,106.12
$772,948.19
$132,699.30
$875,000.00
$178,408.57
$168,497.19
$58,747.56
$57,212.57
$125,987.44
$370,071.20
$557,789.95
$5,886.33
$17,599.86
$249,922.91
$150,000.00
$53,075.86
$250,000.00
$2,648,507.00
$300,000.00
$32,748.00
$0.00
$17,638.60
$0.00
$0.00
$0.00 $492,800.00
$0.00 $144,106.12
Adjacent autoshop owner is not selling so funds can be recaptured?
This project has been cancelled?
$0.00 $217,030.18
$7,959.30 $30,524.75
$0.00
$11,840.29
$25,519.11
$0.00
$53,730.68
$11,110.60
$2,904.00
$298,980.92
$500.00
$555,918.01
$94,215.25
$0.00 $875,000.00
$160,691.92
$137,002.89
$0.00
$0.00
$87,146.84
$5,876.36
$5,975.19
$58,747.56
$3,481.89
$27,730.00
$0.00 $367,167.20
$17,500.00 $241,309.03
$5,386.33
$10,763.00
$0.00
$0.00
$0.00 $249,922.91
$6,836.86
$0.00
$0.00
$17,753.59
$0.00
$0.00 $2,054,880.00
$0.00 $0.00 $300,000.00
$32,723.00
$0.00 $150,000.00
8619624-CC11009-3000-PRG10042 1700 S Lane Reconfiguration
8620621-CC11009-3000-PRG10043 Bridge Maintenance
8621600-FY24B1D5-3000-Bridge Rehabilitation Jordan River
8621601-CC11009-3000-PRG10043 Bridge Maintenance FY21
8621602-CC11009-3000-PRG10050 Rail Adj Pavement 21
3023 CIP Transportation Fund
$0.00
$0.00 $250,000.00
$593,627.00
$35,322.27
$0.00 $25.00
8321620-CC11009-3023-PRG10028 Bus Service 600 N 1000 N
8321623-CC11009-3023-PRG10031 Urban Trails
8321624-CC11009-3023-PRG10033 Complete Streets Reconstructio
$741,875.25
$1,161,246.69
$483,102.36
$0.00
$0.00
$0.00
$20,757.25
$58,390.78
$0.00
$21,453.58
$102,883.62
$699,664.42
$999,972.29
$0.00 $483,102.36
8321625-CC11009-3023-PRG10035 Corridor Transformations
8321626-CC11009-3023-PRG10048 Alleyway Repaving
3031 CIP CDBG
$877,848.57
$122,938.48
$0.00
$0.00
$11,079.00
$0.00
$405.89 $866,363.68
$19,450.68 $103,487.80
8319062-CC30004-3031-PRG10044 Deteriorated or Missing Concre
3033 CIP Class C
$623.68 $0.00 $413.79 $0.00 $209.89
8314031-CC11009-3033-PRG10042 Driver Feedback Signs
8317359-CC30004-3033-PRG10042 Gladiola to Indiana 900S Seq C
8318023-CC30004-3033-PRG10042 Gladiola 900 S Imp
8321501-CC11009-3033-PRG10033 Street Reconstruction & Overlays 21
3037 CIP Impact fee Parks
$86,320.00
$112,657.56
$38,047.09
$891,249.27
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$47,760.00 $38,560.00
$0.00 $112,657.56
$0.00
$204,080.84
$38,047.09
$445,716.87$241,451.56
8416005-CC30004-3037-PRG10042 9 Line Park $1,733.03
$274,870.29
$327,678.45
$1,055.97
$9,350.26
$2,945.50
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,588.33
$0.00
$0.00
$274,763.28
-$855.30
$107.01
Negative?
8417011-CC30004-3037-PRG10042 Marmalade Park Block Phase II
8417012-CC30004-3037-PRG10042 Parley's Trail Design & Constr
8417013-CC30004-3037-PRG10042 Rosewood Dog Park
8417014-CC30004-3037-PRG10042 Redwood Meadows Park Dev
8417017-CC11002-3037-PRG10042 Jordan R Trail Land Acquisitn
8417018-CC30004-3037-PRG10042 Jordan R 3 Creeks Confluence
8418002-CC30004-3037-PRG10042 Cwide Dog Lease Imp
8418005-CC11009-3037-PRG10042 Bridge to Backman
8419103-CC11009-3037-PRG10042 Imperial Park Shade Accounting
8419150-CC11009-3037-PRG10042 Pioneer Park
$0.00
$0.00
$0.00
$0.00
$0.00 $327,678.45
$0.00
$0.00
$0.00
$0.00
$0.00
$1,055.97
$9,350.26
$2,945.50
$1,569.60
$261.73
$1,569.60 $0.00 Adjacent autoshop owner is not selling so funds can be recaptured?
$23,261.73
$262,043.30
$6,397.50
$3,052,937.63
$2,637.66
$404,139.04
$149,953.09
$12,431.49
$431,859.61
$54,807.56
$120,893.14
$240,239.26
$125,740.11
$132,208.33
$21,830.00
$23,000.00
$10,285.46$0.00
$0.00
$0.00 $1,292,205.37
$0.00 $251,757.84
$0.00 $6,397.50
$232,188.77 $1,528,543.49
$0.00
$7,773.75
$148,344.68
$0.00
$10,461.27
$0.00
$0.00 $120,893.14
$133,125.00
$0.00
8419204-CC10504-3037-PRG10042 Park's Consultant's Contract
8420134-CC30004-3037-PRG10042 Jordan Park Event Grounds
8420136-CC30004-3037-PRG10042 9Line Orchard
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$2,595.66
$17,131.22
$8,755.52
$4,328.20
$23,401.96
$0.00
$0.00
$133,125.00
$42.00
$379,234.07
-$7,147.11
$8,103.29
$397,996.38
$54,807.56
Being used to update the Parks section of the Impact Fee Plan?
Negative?
8420138-CC30004-3037-PRG10042 Rich Park Comm Garden
8420142-CC30004-3037-PRG10042 Wasatch Hollow Improvements
8420406-CC30004-3037-PRG10042 IF Prop Acquisition 3 Creeks
8420420-CC30004-3037-PRG10042 UTGov Ph2 Foothill Trails
8420424-CC30004-3037-PRG10042 County #1 Match 3 Creek Confluen
8420430-CC30004-3037-PRG10042 FY20 Bridge to Backman
8421401-CC30004-3037-PRG10042 Fisher House Exploration Center
8421403-CC30004-3037-PRG10042 Trailhead Prop Acquisition
3038 CIP Impact fee Streets
Adjacent autoshop owner is not selling so funds can be recaptured?
-$26,010.74
$95,133.22
-$15,115.95
$21,830.00
Negative?
Negative?
$240.01
$50,308.00
$30,366.88
$97,016.28
$0.00$0.00
8406001-CC30004-3038-PRG10042 Gladiola Street $15,168.98
$124,593.18
$42,832.69
$181,303.30
$22,744.01
$29,816.67
$46,882.65
$18,699.37
$386,297.86
$241,134.98
$790,235.70
$625,000.00
$0.00 $12,924.65
$0.00
$0.00
$0.00 $124,593.18
$0.00
$116,620.34
$0.00
$0.00
$5,480.00
$0.00
$43,651.89
$9,775.18
$2,244.33
8412002-CC11009-3038-PRG10042 Indiana Ave/900 S Rehab Design
8416004-CC11009-3038-PRG10042 1300 S Bicycle Bypass (pedestr
8418003-CC11009-3038-PRG10031 Bikeway Urban Trails
8418016-CC11009-3038-PRG10042 500 to 700 S
8419203-CC10504-3038-PRG10042 Street's Consultant's Contract
8420110-CC11009-3038-PRG10028 Transp Safety Improvements
8420120-CC11009-3038-PRG10042 Complete Street Enhancements
8420125-CC11009-3038-PRG10033 Street Improve Reconstruc 20
8421500-CC11009-3038-PRG10028 Transportation Safety Improvements IF
8421501-CC11009-3038-PRG10030 Traffic Signal Upgrades
8421502-CC11009-3038-PRG10033 IF Complete Street Enhancement
3039 CIP Sale of Property
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$42,832.69
$64,682.96
$22,744.01
$12,374.31
$29,582.65
$18,699.37
$339,285.69
$117,067.34
$17,442.36
$11,820.00
$0.00
$3,360.28
$114,292.46
$55,845.95
$0.00
Being used to update the Transportation section of the Impact Fee Plan?
$0.00 $734,389.75
$0.00 $625,000.00
8318100-CC30004-3039-PRG10042 Fire Training Center
8381600-CC11002-3039-PRG10042 Regional Sports Complex land p
3041 CIP Insurance Proceeds
$19,313.38
$729,836.03
$0.00
$0.00
$0.00
$240,000.00
$0.00
$0.00 $489,836.03
$19,313.38 Are these funds being moved to the Surplus Land Fund?
Are these funds being moved to the Surplus Land Fund?
8320706-CC30004-3041-PRG10042 EQ DMG Life Safety $590,918.96 $0.00 $104,752.67 $241,108.88 $245,057.41 What is this; the label is unclear?
Capital Asset Plan (CAP) Council Requests from January 2019
1.Policy Goals and Metrics – Council Members requested high-level cost estimates for the City
to implement the below policy goals as well as any metrics. The Administration was invited to
recommend policy goals to the Council. Three cost estimates are included based on prior
discussions but may not represent the best currently available information. The table is intended
for discussion purposes and does not represent a comprehensive list of policy goals for Council
consideration.
Potential Policy Goals Potential Metrics High-level Cost
Estimate
Bring all facilities out of
deferred maintenance
Appropriations vs. funding
need identified in Public
Services’ Facilities Dashboard
that tracks each asset
$6.8 million
annually or $68
million over ten
years
Expand the City's urban trail
network with an emphasis on
East-West connections
Total paved/unpaved network
miles; number and funding
for improved trail features;
percentage of 9-Line
completed
$21 million for 9-
Line
implementation
Increase the overall condition
index of the City's street
network from poor to fair
Overall Condition Index
(OCI); pavement condition
survey every five years
$133 million cost
estimate (in addition
to existing funding
level)
Implement the Foothill Trails
Master Plan
Distance of improved trails
completed; number and
funding for improved
trailheads
$TBD
Advance the City's
sustainability goals through
building energy efficiency
upgrades
Energy savings; carbon
emission reductions $TBD
Focus on renewal and
maintenance projects over
creating new assets
Number, funding level and
ratio of renewed assets vs.
new assets
$TBD
2.Project Location Mapping – Council Members requested a map of all CAP projects. The idea
of multiple maps based on dollar value was discussed such as $50,000 - $999,999, $1 million - $5
million, and over $5 million.
3.Measure CAP to CIP Alignment – Council Members expressed support for annually
measuring the alignment of how many CIP Funding Log projects were previously listed in the
CAP and how many CIP projects receiving appropriations were previously listed in the CAP. A
high alignment would indicate the CAP is successfully identifying the City’s capital needs.
4.Council Adoption of CAP – The question arose if the Council should adopt the CAP each year
with the annual budget or potentially in the summer when reviewing project specific funding.
Does the Administration have a preference?
Regular CIP Project Costs; General Rules of Thumb
NOTE: Costs are estimates based on most recent information available (could be out of date), vary by project, and do not include ongoing maintenance
Parks
Restrooms (dependent on site and utility work)
Trailside Pit Toilet
Portland Loo (each) Existing Sewer Line
4 Seat Each Gender. Existing Sewer Line
8 Seat Each Gender. Existing Sewer Line
Studies
2019 Estimate 2021 Estimate 2022 Estimate 2023 Estimate
$150,000
$200,000
$350,000
$168,000 $200,000 $220,000
$224,000
$450,000
$700,000
$270,000
$550,000
$850,000
$290,000
$585,000
$915,000$550K - $600K
Site Master Plan $50K - $75K $75,000-$100,000
$75,000-$150,000
$200,000-$300-000
$90,000-$115000
$90,000-$175,000
$230,000-$350,000
$75,000-$115,000
$75,000-$175,000
$200,000-$350,000
Cultural Landscape Report
City-wide Comprehensive Study
Drinking Fountains
$150K - $250K
Installed with sewer connection
Playground Replacement
New Playground
$15K - $30,000
$150K - $250K
$150K - $250K
$35000- $50,000
$250,000-$350,000
$450,000-$550,000
$45,000-$62,500
$300,000-$450,000
$550,000-$650,000
$45,000 -$65,000
$325,000-$455,000
$585,000-$715,000
Multi-purpose Field Improvements
Native soil field $150,000
$400,000
$200,000
$400,000-$500,000
$1,000,000
$450,000-$550,000
$1,200,000
$525,000-$650,000
$1,300,000Sand-based field
Softball/Baseball Field Improvements (Each Field)
Fencing (6 ft. vinyl coated chain link)
Tennis Court Improvements (2 Courts)
Patch, repair and paint
$250,000
$45.00-$55.00/LF
$300,000
$54.00-$65.00/LF
$325,000
$58.00-$70.00/LF
$150,000
$250,000
$168,000
$300,000
$210,000
$360,000
$220,000
$400,000New post tension court
Path/ Trail Improvements
$25.00-$30.00/LF $30.00-$35.00 $32.50-$40.00/LFHand-built natural surface single track trail (40" width)
Machine-built natural-surface trail (40" width)
Asphalt Trail
Concrete Trail (6" thick)
Soft Surface - Crushed stone
$6-12/LF
$20-25/LF
$3.50/SF
$4.50/SF
$2.50/SF
$10.00-$15.00/LF
$5.00/SF
$8.00/SF
$6.00-$10.00/ SF
$13.00-$18.00
$7.00/SF
$13.00-$20.00/LF
$10.00/SF
$12.00/SF $15.00/SF
$8.00-$13.00/SF
$330,000-$460,000
85000+
$600
$135,000-$250,000
$10.00-$15.00/SF
$365,000-$500,000
$90,000+
$750
$145,000-$275,000
Off-leash Dog Parks
Irrigation Systems Per Acre
Tree Replacements (Each 2-inch caliper)
Natural Area Restoration Per Acre
$250K - $350K $ 280,000-$392,000
$52,000+
$350
$75,000 +
$750
$100K - $200K $ 112,000- $224,000
Transportation 2019 Estimate 2021 Estimate
$600,000+
2022 Estimate
$700,000
2023 Estimate
$746,000Bike - One Mile Cycle Track/Lane Mile (3 lane miles = 1.5
actual miles)
Bike - One Lane Mile (2 lane miles = 1 mile actual mile)
Bike - Protected Lane Mile (200 West 2015)
Traffic Signals - New
$500,000+
$ 2,000+
$400,000
$250,000
$250,000
$130,000
$60,000
$2,500+
$500,000-1,000,000
$350,000
$4,000
$750,000-$1,250,000
$400,000
$4,300
$799,000-$1,331,000
$426,000
Traffic Signals - Upgrades $350,000
$150,000
$75,000
$400,000
$175,000
$85,000
$426,000
$350,000
$90,000
HAWK Signals
Crosswalk - Flashing
Crosswalk - School Crossing Lights $25,000 $30,000 $35,000 $37,000
Crosswalk - Colored/Stamped varies based on width of
road
Driver Feedback Sign
Speed Table / Raised Crosswalk
Pedestrian Refuge Island
$18,000-$27,000 $20000 - $30000 $21,500 - $32,000$15K - $25K
$8,000 $9,500
$30,000
$12,000
$11,000
$40,000
$15,000
$12,000
$43,000
$16,000
$25,000
$10,000
Curb Extension at Intersection
Crosswalk
$20,000 $25,000
$1,800
$30,000
$2,000
$32,000
$2,200$1,600
Streets
Asphalt Overlay (Lane Mile)
Crack Seal (Lane Mile)
2019 Estimate
$280,000
$5,000
2021 Estimate
$335,000
$6,000
2022 Estimate
$360,000
$8,000
2023 Estimate
$587,000
$11,000
Road Reconstruction - Asphalt (Lane Mile)
Road Reconstruction - Asphalt to Concrete (Lane Mile)
Sidewalk slab jacking (per square foot)
Sidewalk replacement (per square foot)
$500,000 $600,000 $700,000 $761,000
$700k - $1.2 M $840,000 - $1,440,000 $1,000,000 - $1,700,000 $1,088,000 - $1,811,000
$4
$ 7 - $10
$5
$8 - $12
$6
$9 - $15
$7
$ 12 - $17
Note: Last updated July 2023
Livable Streets Program Progress – Summary
From the Transportation Division
During the first two years of the Livable Streets Program, staff were hired and trained, and public
involvement and conceptual designs were completed for Livable Streets Zones 2-9. Engineering designs
will soon be complete for Zones 2-4 and Phase 2 of Zone 1. Construction is expected for Zones 1-4 this
Summer/Fall. Engineering Design is planned for Zones 5-9, this coming Summer/Fall.
$3.6M has been appropriated the past two fiscal years for the program, with an additional $500K for
Quick Build projects. Of this, almost all Quick Build funding has been spent, and $155K of the zone-based
programmatic funds have been spent. Design and engagement are low-cost relative to construction, so
we will see the spend down accelerate as these zones go to construction starting this summer. We
expect the remainder of the previous funding appropriation to cover construction of Zones 2-4 and
Phase 2 of Zone 1 this Summer/Fall. We don’t expect the remainder of this appropriation to be sufficient
to cover the entire construction needs of Zones 5-9, which could occur as early as Spring/Summer 2025.
Livable Streets Progress to Date
Zone 1 (Capitol Hill)
•Phase 1 - Construction Completed Summer/Fall 2023 – CCIP Funding
•Phase 2 – Construction Scheduled for Summer 2024 - Livable Streets Funding.
Zone 2 (Central Sugar House), Zone 3 (Glendale at the Sorenson), and Zone 4 (Poplar Grove at the
Chapman Library)
•Public Involvement Completed in Fall 2023
•100% Design Drawing to be Distributed for Review this Week
•Construction to Begin Summer 2024
Zone 5 (Bees in the Ballpark), Zone 6 (Jordan Meadows), Zone 7 (Fairpark West), Zone 8 (Central City
at Richmond Park), and Zone 9 (Edison in Poplar Grove)
•Public Involvement Completed May 2024
•Engineering Design to Begin Summer 2024
•Construction Expected Spring/Summer 2025 – Scope Based on Available Funding
Zones 10-19
•Public Involvement Summer/Fall 2024
•Engineering Design to Begin Winter 2024/2025
•Construction 2025 or 2026 - Based on Available Funding
West Sugar House Traffic Calming
•Livable Streets Funds Used to Complete this Constituent Project in Winter 2023/2024
Quick-Build Safety Projects
•Purchase Traffic Counters for Livable Streets Projects
•Replace Delineators on 300 S & 200 W Protected Bike Lanes
•1300 S/2100 E Safety Project
•Emery St Safety Project (700 S – Indiana Ave)
•400 E Safety Project (Downingtown Ave – Hollywood Ave)
•2150 E Westminster Ave School Crosswalk Improvements
•700 S 1300 E - West Leg Crosswalk Improvements
•600 West, Hollywood Ave & South Temple St Traffic Circle Improvements
•In-Roadway “Stop for Pedestrians” Signs at Seven Locations
•Westmoreland Dr 1500 E Safety Project
•Kensington Ave/Ken Rey St/Bryan Ave Safety Project
•1700 S 1000 E Safety Project
•1240 E Westminster Ave Safety Project
•Navajo St Harris Ave Intersection Safety Project (June 2024)
•1700 S 400 E Intersection Safety Project (June 2024)
•Downtown Sidewalk Restrictions signs (June 2024)
•Jordan River Trail Speed Limit Signs and Yielding Rules Signs (June 2024)
Note, the color coded prioritization map on the following page is from the Livable Streets Program 2022
Final Report page 13. Council staff added zone numbers one through seven to help compare the two
maps. An interactive version of the zones map is available on the Transportation Division’s website here:
https://www.slc.gov/transportation/plans-studies/livable-streets/#LivableStreetsProjects
1
2
3
4
5
6 7
89
10
1
Capital Improvement Projects FY24-25 Budget
Presented by Rachel Molinari and Mike Atkinson
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
FY25 Application Map
2
https://maps.slcgov.com/portal/apps/webappviewer/index.html?id=64074a434d9b4e5f86000306b65813a2
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
FY25 Application Summary
3
Overview
Total # of Applications 72
# of Internal Applications 32
# of Constituent Applications 40
Total # of Projects Recommended 31
Total $ Funding Requested $90,390,096
Total $ Funding Recommended
*includes 2 Mayor added projects $41,559,290
# of Constituent Projects Recommended 9
Total Constituent $ of Recommended $2,824,200
$0 $10,000,000 $20,000,000 $30,000,000 $40,000,000
Arts Council
Engineering
Fire
Police
Public Lands
Public Services
Transportation
Requested Funding
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
2025 Requests – Constituent ~$18,000,000
4
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
1 2 3 4 5 6 7 CW
$1,335,000 ,
7%$650,000 , 4%
$7,790,496 ,
44%
$8,021,000 ,
45%
Engineering Art focused Public Lands Transportation
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
2025 Requests – Internal ~$72,600,000
5
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
$45,000,000
$50,000,000
1 2 3 4 5 6 7 CW
$500,000 , 1%
$17,750,000 , 25%
$2,269,100 , 3%
$950,000 , 1%
$27,891,700 , 38%
$7,732,800 , 11%
$15,500,000 , 21%
Arts Council Engineering Fire
Police Public Lands Public Services
Transportation
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
Ongoing Expense Estimates ~$16,000,000
7
Project Total
D
e
b
t
S
e
r
v
i
c
e
Sales Tax Bonds $8,725,477
ESCO Debt Service $923,600
Fire Station #3 $677,575
Fire Station #14 $498,550
Debt Service Projects Total $10,825,202
O
n
g
o
i
n
g
Crime Lab $600,000
City Leases $560,000
Facilities Maintenance $350,000
Urban Trails Maintenance (1/4 Cent)$200,000
Public Lands Maintenance $250,000
Public Lands Maintenance (FOF)$683,152
Community and Neighborhoods- Surplus Land RES $700,000
Ongoing Projects Total $3,693,152
O
t
h
e
r
O
n
g
o
i
n
g
Public Services- ESCO County Steiner $155,300
Public Services - Memorial House $20,000
FY25 Landfill $1,500,000
Other Ongoing Total $1,675,300
Estimated Total $16,193,654
2025 Available Funding
General
Fund Class C Parks Impact
Fee FOF Street FOF Other FOF Transit ¼ Cent Tax Capital
Maintenance Total
Available (est.)$7,330,000 $4,250,000 $20,000,000 $1,000,000 $1,154,490 $1,000,000 $8,000,000 $15,000,000 $57,734,490
Recommended $7,330,000 $4,250,000 $3,824,800 $1,000,000 $1,154,490 $1,000,000 $8,000,000 $15,000,000 $41,559,290
Remaining $0 $0 $16,175,200 $0 $0 $0 $0 $0 $16,175,200
8
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
FY25 Mayor Recommendations
9
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
1 2 3 4 5 6 7 CW
Council District
$2,824,200 , 7%
$38,735,090 , 93%
Constituent Internal
10
Mayor Recommendations
Dept/Div
Council
District Application Title
Total
Recommended
Funding CDCIP Score
Fire 2 Stabilize the Fire Training Tower Deterioration $858,800 76.48
Engineering 2 400 South Jordan River Bridge Reconstruction $4,000,000 74.16
Public Lands 5 Liberty Park Greenhouse Restoration $124,000 67.44
Engineering CW Complete Streets Reconstruction 2025 $3,500,000 65.09
Public Lands 5
Liberty Park Greenhouse Design and Construction
Documents $921,700 60.34
Engineering CW Complete Streets Overlay 2025 $2,750,000 59.57
Engineering CW Public Way Concrete 2025 $500,000 59.49
Public Services CW Facilities Replacement and Renewal Plan $1,366,350 59.06
Public Services 4 Plaza 349 HVAC Improvements - Phase I $2,200,000 57.47
Transportation CW Transit Capital Program / Funding Our Future Transit $750,000 56.89
Transportation CW Safer Crossings Citywide $300,000 56.43
Public Lands 7 Sugar House Park – Two Pavilion Replacements $480,000 55.03
Public Lands CW
Transitioning to Regionally-Appropriate Landscapes, Adapting
Irrigation Systems, and Reducing Water Use $500,000 54.48
Public Services 4 HVAC Control Replacement at PSB $1,300,000 53.49
Public Lands CW
Citywide Park Restroom Planning Study/Fairmont Restroom
Conceptual Design $100,000 53.44
Transportation CW Neighborhood Byways Program $970,000 53.18
10
Mayor Recommendations continued
Dept/Div
Council
District Application Title
Total
Recommended
Funding CDCIP Score
Public Lands CW Courts & Playgrounds $549,150 52.34
Engineering 2 700 South (Phase 7, 4600 West to 5000 West) Additional Funding $4,500,000 51.54
Transportation CW Traffic Signal Replacement and Upgrades Program $730,000 51.08
Public Lands 3
Memory Grove Park Urgent Repairs + Preservation & Maintenance
Plan $1,910,000 51.04
Public Lands 2 Amplifying Our Jordan River Revitalization: Doubling Bond Investment $1,300,000 49.60
Arts Council 4 Art Barn Failing Infrastructure and Accessibility Improvement Request $500,000 48.84
Public Lands CW Green Loop Implementation $3,140,000 41.86
Public Lands 1 Riverside Park Pathway Loop $530,000 38.81
Public Lands 7 Fairmont Park Basketball Court $754,000 37.69
Public Lands CW Street Futsal Courts $350,000 36.31
Engineering CW Alleyway Improvements and Mitigation 2025 $500,000 36.30
Public Lands CW Playground Shade $500,000 34.00
Public Lands 2 Pocket Park Community Space - Jake Garn Way $330,000 28.69
Public Lands CW Equal Grounds Project (Calisthenics-Fitness Area)$86,200 26.75
Public Lands 2 5th West Commons Conversation Center(s)$50,000 24.31
Mayor’s Office CW Historical Signs/Markers $30,000 NA
Engineering CW Concrete Replacement $750,000 NA
Total $41,559,290
11
Capital Asset Planning: 1 FTE
Justification
The CAP Team is requesting a dedicated FTE to manage and report on Impact Fees. A
formal request for funding will be made in a future Budget Amendment.
This position is necessary to comply with the new level of detail required by the State
Auditor for the annual Impact Fee Report.
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
Item Cost Type
(1) FTE $143,258 Ongoing, Impact Fees
Total $143,258
1
Financing for Maintenance of Capital Assets &
Newly Acquired Assets
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
12
One of the top priorities for the Administration is maintaining our existing properties. Therefore, the
new Capital Asset Planning Committee over the next several months will be reviewing all unfunded
maintenance for the entire General Fund.
a.They will assess and evaluate those needs based on the Captial Asset Planning matrix.
b.Once the maintenance needs are scored and assessed,the committee will come back to the
Administration and then the Council with funding options for these maintenance needs.
Examples of New Properties that need Maintenance
New Properties Delivery Date Project Delivery
Dept.
FY25 Pro Rated
Unfunded
FY25 Pro Rated
FOF Funded
Annualized
Costs
Glendale Park Phase I May-25 Public Lands $317,500 $198,900
9 Line Trail Mar-24 Transportation $41,500 $41,500
Backman Community Open Space Mar-24 Public Lands $32,800 $32,800
Marmalade Plaza Feb-25 RDA $50,400 $120,000
Life on State July-24 Transportation $75,500 $75,500
Sunnyside Ave Ped Improv.July-23 Transportation $11,400 $11,400
300 West Path/Landscaping Oct-23 Transportation $125,500 $125,500
700 East Pathway Oct-24 UDOT $54,000 $72,000
1000 W. 700 S. Roundabout Oct-24 Transportation $11,250 $15,000
I Street Bike Park Existing Public Utilities $25,000 $25,000
East Bench Property Apr-24 Public Lands $10,000 $10,000
Foothill Minor Trailheads Oct-24 Public Lands $10,000 $10,000
Complaint Based Weed Abate Existing Mayor’s Office $100,000 $100,000
Total $547,350 $317,500 $837,600
8
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
•LOOKING FORWARD
•Workday Integration/New Software
•IFFPs are in the process of being updated
•Need to revise Resolution 29 of 2017 and Cost Overrun
•FY25 CIP APPLICATION MATERIALS
•Dropbox link has been shared with Council Staff
Considerations
CAPITAL IMPROVEMENT PROJECTS FY24-25 BUDGET PROPOSAL
Presented by Rachel Molinari and Mike Atkinson
12
THANK YOU
Presented by Rachel Molinari and Mike Atkinson
Sales Tax
Revenue Bond+
CEMETERY IRRIGATION AND ROADWAYS
3
PIONEER PARK
PHOTO: SALT LAKE TRIBUNE
GLENDALE PARK
GLENDALE PARK
9
LIBERTY PARK
PLAYGROUND
10
13
FAIRMONT PARK
G.REIMAGINE
NEIGHBORHOOD
PARKS, TRAILS,
OR OPEN SPACES
COTTONWOOD
PARK
PEACE
LABYRINTH
TAUFER
PARK
JEFFERSON
PARK
JORDAN RIVER CORRIDOR
ERIN MENDENHALL DEPARTMENT OF PUBLIC LANDS
MAYOR KRISTIN RIKER
DIRECTOR
SALT LAKE CITY CORPORATION WWW.SLCPUBLICLANDS.COM
1965 WEST 500 SOUTH TEL: 801-972-7800
SALT LAKE CITY, UTAH 84104 PAGE 1 OF 1
CITY COUNCIL TRANSMITTAL
____________________________ Date Received: _______________
Jill Love, Chief Administrative Officer Date sent to Council: ___________
TO: Salt Lake City Council DATE: April 2, 2024
Victoria Petro, Chair
FROM: Kristin Riker, Director
Department of Public Lands (PL)
SUBJECT: Public Lands’ Updates on Parks General Obligation (GO) and Sales Tax
Revenue Bond Projects – Written Update #2
STAFF CONTACTS: Tom Millar, PL Planning & Design Division Director,
tom.millar@slcgov.com
Tyler Murdock, PL Department Deputy Director,
tyler.murdock@slcgov.com
DOCUMENT TYPE: Information Item
RECOMMENDATION: None, informational only.
Introduction
It is the Administration’s intention, upon consultation with Council staff, to provide the City
Council with a regular, written update and work session briefing about the three Public
Lands-related, August 2022 City-Council approved sales tax revenue bond projects; and the
19 projects funded by the November 2022 voter-approved, $85 million general obligation
(or GO) bond for parks, trails, and open spaces.
This is the Administration’s second update following the first issuance of GO Bond funding
($24,660,000), which was approved for spending on October 17, 2023, as part of Budget
Amendment #2 of FY 23/24. The first update was on December 5, 2023, and the next
(third) will likely be this summer following the adoption of the FY 2024/25 budget.
jill love (Apr 4, 2024 09:03 MDT)
jill love 04/04/2024
04/04/2024
PUBLIC LANDS’ UPDATES ON PARKS GENERAL OBLIGATION (GO) AND SALES TAX REVENUE BOND PROJECTS – WRITTEN UPDATE #2
Transmittal to City Council
APR 2, 2024
PAGE 2 OF 9
2022 Sales Tax Revenue Bond (Three Public Lands-Related Projects)
Cemetery Roadways and Irrigation Improvements
The Salt Lake City Cemetery roadways and irrigation improvements project (Council
District 3) is funded by this bond ($11.2 million), an appropriation from the state legislature
($3 million), and a private donor ($1 million), for a total of approximately $15.2 million.
This project’s tax-exempt bond funds must be spent by November 2025. The project also
includes an informal update of the Cemetery Master Plan that will be helpful for additional
fundraising and/or capital campaigning.
The improvements will mean a significant revitalization of the cemetery’s roadways
(concrete) and irrigation systems, focused on the northeast and east areas of the cemetery.
Asset condition and public comfort and perception will improve, drainage will be better
managed, and more advanced and flexible irrigation systems will use less water and help
maintain tree health even during extreme drought. The project has moved past 70% design
and will be bid for construction starting in late summer or early fall (2024).
Urban Wood Reutilization Facility project
This project was allocated $2.1 million from this bond. The facility will reutilize tree “waste”
(wood chips for parks, wood for carpentry and art, etc.) that often heads straight to the
landfill. It will allow the City to reuse or sell most of that material.
The City is likely moving forward with a site on an existing City-owned property (in District
1). These taxable bond funds must be spent between the end of 2025 and the end of 2027.
Pioneer Park Phase 1
$10 million of the sales tax revenue bond’s proceeds (taxable, not tax-exempt) and more
than $3,000,000 of park impact fees are dedicated to Phase 1 implementation of the
Pioneer Park Vision Plan (District 4), focused on the northern half of the park. This phase
includes a new playground, plaza, large pavilion, restroom, ranger station, “shade lawn”,
food truck area, mist fountain, and natural habitat area.
Currently, our staff are developing schematic design drawings. Design tasks will wrap up at
the end of this year or early next, with construction beginning in July 2025 and likely
wrapping up in late spring/early summer 2026.
Note that the downtown farmers market’s 2024 season will not be impacted by this work.
2022 Parks, Trails, and Open Space GO Bond
There are 19 parks, trails, and open space projects (so far) funded by the general obligation
(GO) Bond. Additional projects will be determined by the Emerald Ribbon Action Plan and
will replace the single Jordan River Corridor project (p. 8).
Funding from the first tranche of this bond has been available since early November 2023,
PUBLIC LANDS’ UPDATES ON PARKS GENERAL OBLIGATION (GO) AND SALES TAX REVENUE BOND PROJECTS – WRITTEN UPDATE #2
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following FY 23/24’s Budget Amendment #2 (approved on October 17, 2023). Project
managers and our finance staff in Public Lands and Engineering are busy getting consultant
designers, planners, and public engagement specialists under contract, and are moving
toward construction on several projects, as well.
For more information, visit www.slc.gov/parks/general-obligation-bond (which will soon be
to page to which the www.SLCParksBond.com URL forwards).
Glendale Park
This project is seeking SITES Gold certification, as required by the newly adopted
Sustainable Infrastructure policy (2023; see Section 56-3-6 of the City Code).
Phase 1: The ceremonial groundbreaking of the park’s (District 2) first phase was held in
October 2023 in anticipation of contractors beginning their work this spring (a later start
date than previously anticipated due to some permitting delays, but still allowed by LWCF
administrators). Phase 1 improvements include a custom all-ages playground with universal
design and assistive technologies, full-court basketball, mobile food court infrastructure,
and parking. This western part of the ultimate buildout of the park is expected to be open to
the public in late 2024 or early 2025.
Pickleball: Design and construction for potentially up to twelve pickleball courts (in addition
to a handful of tennis courts) will also commence in 2024.
Phase 2: Design for the second phase of Glendale Park will begin this summer, with
construction potentially beginning in late 2025 or early 2026 and wrapping up in 2028.
Future Phases: Feasibility studies for water features are expected to begin soon, as well.
Liberty Park’s Rotary Play Park & Playground
$2 million of GO Bond funding is for a new all-ages and abilities playground and play areas
at Liberty Park’s Rotary Play Park (District 5). When finished, this will be a signature space
where people of all ages and abilities, especially children, can enjoy safety, comfort, and
inclusion at Salt Lake City’s landmark park.
In September 2023, the project team wrapped up the project’s first phase of engagement.
Thousands of people were engaged in this phase. This included online impressions and
engagements, nearly 500 online survey responses, 80 in-person conversations at the
playground this summer, 319 conversations at nine events this summer, and two very
important focus groups with 35 9-13 year olds from SL Arts. A summary of results from this
first phase of engagement can be found on the project webpage. Expect more community
engagement and design activities in 2024.
A renowned consultant team in the field of playground and play area design is on board to
deliver final construction documents for these improvements by January 2025, with
construction anticipated to begin in 2025. That team includes public engagement
specialists, tree care, engineering, survey, and other experts essential to this project.
PUBLIC LANDS’ UPDATES ON PARKS GENERAL OBLIGATION (GO) AND SALES TAX REVENUE BOND PROJECTS – WRITTEN UPDATE #2
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APR 2, 2024
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Allen Park
Allen Park’s (District 7) Adaptive Reuse and Management Plan will be completed this spring
or early summer (2024), following which Public Lands will present the plan to the City
Council. This plan will outline the future programming and improvements for Allen Park
and determine short-term, Phase 1 improvements that can be implemented with the $4.5
million of GO Bond funding. We have heard from hundreds of community members and
other interested parties about how they envision the future of Allen Park.
Upon completion of the document, an RFQ will be issued to hire a consultant to design the
Phase 1 park improvements. (Some already-designed utility upgrades, funded by the GO
Bond and other sources, will be constructed this year (2024) in advance of Phase 1
investments in years to come.)
Folsom Trail
$5 million of the GO Bond has been dedicated to landscaping, irrigation, and completion of
the Folsom Trail (Districts 2 and 3).
Landscaping: A landscaping and irrigation design consultant will be under contract this
spring. They will create construction documents for those improvements based on previous
designs and the City Creek Daylighting Design Plan. Construction will likely begin in 2025.
Trail Completion: Discussions with adjacent property owners west of 1000 West regarding
the completion of the trail have been very fruitful over the last year. We are enthusiastic
about the positive direction in which these are heading and intend to engage a preliminary
engineering and property survey consultant this spring to determine utility conflicts, trail
alignment, property easement needs, and other outstanding tasks and requests that have
emerged from stakeholder outreach in 2023.
Fleet Block
A consolidated, comprehensive Fleet Block website (including information about the
redevelopment project and last December’s rezone [CAN], the approximately three-acre
public open space on the southeast corner [Public Lands], the murals, overall site history,
FAQs, and other information) will be published and promoted this spring. It will be the
virtual space in which the City will share all information about all projects on the block,
rather than having information spread across multiple sites and pages, department by
department or project by project.
The new, approximately three-acre public open space (District 5) will utilize $6 million of
GO Bond funds. Connections between the public space, the 9-Line, future Green Loop
improvements, and planned light rail on 400 West will be crucial. These can be found in
preliminary site plans and will be further developed and refined through community input
and coordination with CAN’s chosen development teams and designers.
Public Lands is anticipating a joint community engagement effort with the CAN Department
and their chosen development teams and designers, to begin in 2024, with Public Lands’,
the Mayor’s Office’s, and the Arts Council’s parts of that larger effort focusing on identifying
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APR 2, 2024
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public priorities for the public open space or square and the project’s anticipated public
artwork. These three partner groups are aiming to release an RFQ to solicit an engagement,
art, and landscape design consultant team around the same time as CAN releases theirs.
Fairmont Park
There are $6.5 million of GO Bond funds dedicated to improvements in Fairmont Park
(District 7):
• $5 million for improvements that may include repair of, or possible new public uses
for, the existing tennis courts on the corner of Sugarmont Drive and 900 East,
improving facilities and services provided by the Boys & Girls Club, and enhancing
public access to and within the park itself; and
• $1.5 million for safety, security, and lighting improvements throughout the entire
park.
A public input and engagement consultant will be under contract this summer. Activities
with stakeholders, property owners, the community council, the community at large, and
others are planned to begin shortly thereafter. This engagement will be aimed at
understanding (through statistically valid surveys, events, the stakeholder outreach
mentioned previously, online preference surveys, and other means) more precisely how the
public wishes the City to spend these funds and accomplish these purposes.
Steenblik Park
The first phase of community engagement for Steenblik Park aka Cat Park (District 1) is
complete. About 475 people engaged in online and in-person activities, including a very
successful taco truck parking lot pop-up workshop, community council presentations,
summer events, and Rose Park Elementary School’s parent night in 2023. The engagement
report for that phase is available now on the project webpage.
An on-call design consultant is now on board to develop conceptual design alternatives
based on that public engagement in 2023. Those designs will be the foundation of our
summer 2024 engagement activities, ultimately resulting in a final preferred alternative that
will be transformed into final construction documents.
Cottonwood Park
Public Lands began Phase 1 of public engagement for this park (District 1) in March 2024.
An online survey is live on the project webpage now! It seeks to understand current usage
and the community’s visions and priorities for future improvements. Our staff are also
tabling at different events throughout the spring (2024) so that we can capture as many
diverse and representative ideas as possible. Engagement will conclude in May or June.
We scheduled this second phase of engagement to coincide with major engagement
activities that we are already doing as part of the Emerald Ribbon Action Plan. Engaging the
public at the same time will help everyone understand the intimate connection between the
two projects and will allow the Action Plan’s design consultant to create community-
informed concept designs, thereby reducing rework and improving the quality of our
PUBLIC LANDS’ UPDATES ON PARKS GENERAL OBLIGATION (GO) AND SALES TAX REVENUE BOND PROJECTS – WRITTEN UPDATE #2
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APR 2, 2024
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investments. The community’s preferred design will be the basis for the park’s
“reimagining”, to be finalized in the form of construction documents.
Madsen Park
Madsen Park’s (District 2) community engagement and design will kick off this summer
(2024). The consultant who will be assisting the City in these tasks will be under contract
this spring. Many community members (either by themselves or through their community
councils) have already reached out to our staff to offer their ideas for how we reimagine the
park. We hope that the design of these improvements can wrap up in 2025, with
construction likely to begin in 2026 or later.
Peace Labyrinth
Like Cottonwood, the first (but not the last) phase of public engagement for this open space
(District 2) kicked off in March and concludes in May or June. It was similarly coordinated
with the Emerald Ribbon Action Plan’s outreach because of its proximity to the Jordan
River.
Warm Springs and North Gateway Parks
The Warm Springs and North Gateway Parks (District 3) project is becoming a gold
standard for engagement and relationship-building.
In 2023 and 2024, Public Lands staff and our partners have made tremendous progress in
the development and nurturing of community and indigenous relationships surrounding the
potential improvements to and management of these historic and sacred sites. With a
community-based non-profit and an indigenous liaison as subconsultants within our design
and engagement consultant team, we expect very fruitful outcomes and further relationship
building in 2024 and beyond.
Since September 2023, more than 400 online surveys have been collected and dozens of
people from diverse communities have been involved in on-site, in-person, deep
engagement regarding these improvements. This is in addition to nearly 400 that were
engaged about the project at 10 community events in 2023 alone. Focus groups for
indigenous leaders and community members, as well as the Pacific Islander and Hawaiian
populations, took place in December 2023 and January 2024.
Taufer Park
A very successful first phase of public engagement for both Taufer and Richmond Parks
(District 4) concluded in August 2023. Informal engagement has continued since then.
Through yard signs, community council meetings, hard copy and online surveys,
neighborhood canvasing, interviews at the parks, news media features, summer events,
postcard mailers, a volunteer clean-up and painting event, and a “potluck dream session”,
the Public Lands Department engaged roughly 1,700 people by the end of last summer to
help reimagine Taufer and Richmond. A report for this 2023 phase of engagement is
available on the projects’ webpages.
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APR 2, 2024
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The same design, engagement, and community empowerment and history consultant team
working on Warm Springs and North Gateway Parks are also working on Taufer and
Richmond Parks. 2024 will be a big year for these four projects.
Lastly, KABOOM, Delta Airlines, and the Utah Jazz organization have donated funding,
materials, and volunteers for a June 1, 2024, build day for Taufer Park’s new playground.
We are currently wrapping up playground engagement with this neighborhood (after several
design sessions in March and a survey in March and April) to determine the design of the
playground that will ultimately be implemented. This public-private partnership is helping
to serve this community’s needs in a faster and more efficient way and also means that GO
Bond funds allocated to “reimagining” this park do not have to be spent on the playground
equipment itself and can instead be used more effectively to reimagine the rest of the park.
Richmond Park
Public engagement and design for Richmond Park (District 4) has occurred and will
continue to occur in conjunction with the Taufer Park project, due to their proximity to one
another.
The Sema Hadithi African American Heritage and Culture Foundation is serving as a
subconsultant on the design and engagement consultant team for this park. Their help will
ensure that the City is able to successfully fulfill, among other critical functions, the intent of
the “Reimagine Neighborhood Parks” projects in adding or improving “unique elements of
surrounding neighborhoods’ identities and histories [and increase] elements of placemaking
based on community input and desires” (GO Bond Voter Information Pamphlet, 2022).
This project combines funding from the GO Bond (“Reimagine”) and CIP FY 23/24 (partial
funding for playground replacement).
Ida Cotten Park
Ida Cotten Park’s (District 5) community engagement and design will kick off this summer
(2024). The consultant assisting the City in these tasks will be under contract this spring.
Many community members have already reached out to our staff to offer their ideas for how
we reimagine the park. We hope that design can occur in 2024 and 2025, with construction
likely in 2026 or later.
Jefferson Park
The Jefferson Park (District 5) project combines funding from the GO Bond, CIP FY 23/24,
and asset (playground) replacement budgets. This approach will multiply the impact and
quality of possible improvements and ensure that taxpayer dollars are utilized as wisely as
possible.
New playground equipment is currently in storage and will be installed this summer (2024),
doubling as a kick-off community event for the further reimagining of the park.
PUBLIC LANDS’ UPDATES ON PARKS GENERAL OBLIGATION (GO) AND SALES TAX REVENUE BOND PROJECTS – WRITTEN UPDATE #2
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APR 2, 2024
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Sunnyside Park
On March 5, 2024, the City Council approved a public benefit analysis (PBA) and voted to
allow the Administration to begin the process related to a below-market land lease of 1.175
acres within Sunnyside Park (District 6) to the University of Utah. If the City and the
University of Utah agree to the terms of a lease, it will provide $4.2 million in additional,
upfront capital funding to this GO Bond-funded project.
In an effort to take advantage of the public’s interest in the aforementioned process earlier
in 2024 and ensure compatibility with the University of Utah’s proposed baseball stadium
and amenities designs, Public Lands will begin public engagement on this project as soon as
this spring or summer (2024).
Donner Trail Park
The first phase of public engagement for Donner Trail Park (District 6) was completed in
late 2023. More than 600 people (predominantly from the neighborhoods near the mouth
of Emigration Canyon and Bonneville Golf Course) took online surveys and were engaged by
the Public Lands project team at in-person events. Many more received information about
the project via postcard mailers, targeted social media ads, and yard signs. The report for
this phase of engagement is also available now on the project’s webpage.
Public Lands is currently finalizing the contract for a consultant to develop concept design
alternatives and construction documents for the GO Bond-funded improvements to this
park, which will also include public art (artist finalist selection in April) and a memorial tree
grove (CIP funded). Public Lands is aiming for Phase 2 of community engagement
(presenting concept designs based on Phase 1 engagement results) to begin in summer
2024.
Jordan River Corridor
As stated in the introduction of this transmittal, additional GO Bond-funded projects
(beyond the 19 identified in this document) will be determined by the Emerald Ribbon
Action Plan and will replace this single description of all possible “Jordan River Corridor”
projects (Districts 1 and 2).
The Emerald Ribbon Action Plan (funded by CIP) will establish the collective vision for the
Jordan River in Salt Lake City and a roadmap of projects that fit within the GO Bond’s $9
million for Jordan River Corridor improvements. The Action Plan will also recommend new
management maintenance and operational best practices so that the City’s stewardship of
the river and surrounding properties and assets can be exceptional.
The Action Plan project kicked off in July 2023 and the final plan is anticipated in late 2024.
The project team is nearing completion of the second phase of the project, which includes
developing three concept plans for the corridor and presenting those concepts to the public.
These concepts were based on first phase engagement in which over 350 people shared their
current awareness, feelings, hopes, and dreams for future of the Jordan River.
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APR 2, 2024
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Highlights include:
• 50 key stakeholders engaged through the Technical Advisory Committee and the
Community Advisory Committee.
• 30 youth aged 8-12 engaged in a visioning workshop at the Northwest Community
Center.
• Two public workshops that were held at Sorenson Unity Center and Mestizo
Coffeehouse, where approximately 140 community members gave input.
• Over 350 participants have engaged so far in an online survey focused on gathering
feedback for the concept designs. This survey remains open through April 7th.
Once the currently-open public survey for Phase 2 of the project closes, the consultant team
will consolidate feedback into a final high-level vision for the entire corridor. In addition,
the consultant team will provide detailed designs for up to five locations along the river
corridor. Initial conversations have identified Bend in the River/Modesto Park and
Cottonwood Park as high priorities for detailed designs. The final concepts will be shared
back with the public for another feedback opportunity this summer (2024).
With the completion of the plan anticipated by the end of 2024, Public Lands intends to
begin initial design for the highest priority projects (funded by $9 million in GO Bond
funds) in early 2025. Construction on some projects can be anticipated to begin as early as
late 2025 or early 2026.
Lastly, the Backman Community Open Space near Backman Elementary (which is partially
funded by the GO Bond) will begin construction this summer (2024) and is anticipated to be
complete by the end of the year. This is the final phase of open space improvements related
to the installation of the new Backman Bridge. This project includes better inclusion of the
new Backman Bridge and realignment of the mainline of the Jordan River Parkway Trail,
new soft surface trails on the west side of the river, native plantings, and the development of
a currently underutilized parcel of public land into a nature playground and outdoor
classroom for Backman Elementary School students and the public.
Conclusion
The Public Lands Department hopes that, by sharing information like this with the City
Council on a regular basis, we can be open and collaborative about project design and
construction, phasing, funding, and coordination, particularly as we collaborate with other
Salt Lake City projects and partners.
Our team looks forward to briefing you again soon on the progress we make over the course
of the next two or three months.
We invite the public to visit SLCParksBond.com and SLCPublicLands.com to find out more
information about public input opportunities (past, present, and future) for bond and
otherwise-funded projects.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY25
TO:City Council Members
FROM: Jennifer Bruno, Ben Luedtke, Lehua Weaver
Allison Rowland, Sam Owen, and Sylvia Richards
DATE: 6/5/2024 – 12pm
RE:UNRESOLVED BUDGET ISSUES – Follow-up on Council Questions
New Information: The Council discussed many of the issues in the below staff report and conducted several
straw polls. See attached spreadsheet for a summary of those discussions/straw polls. Staff has edited the
Legislative Intents section of this staff report intending to more accurately reflect recent Council discussions. Any
new information, or summary of Council discussion/straw poll that was not included in the staff report for the
Tuesday, June 4 discussion is reflected in blue font.
ISSUE AT-A-GLANCE
Staff has kept a list of items that one or more Council Members have raised as potential changes to the Mayor’s
Recommended Budget, or items that might need further Council discussion. It should be noted that this is a
staff-generated draft, reflecting Council questions and discussions as of the date of its printing. It may be
updated prior to the work session discussion, and Council Members may have changes or corrections to
individual items, and Council Members may add items.
If a budget impact is apparent (revenue, FTE and/or expense changes), that amount has been listed, or noted as
“to be determined.” Depending on Council feedback, adjustments can be made to the overall key changes
document, so that the Council can track the net effect of these decisions on the overall budget.
Changes to the budget may cause it to be out of balance (increase or decrease expenses and revenues). As these
changes occur, the Council would need to identify offsetting revenue enhancements or expense reductions to
bring the budget back in balance. Staff can research and provide other revenue generation or expense cutting
options if the Council is interested. Once initial Council interest in various items can be determined, staff will
have a live tracking of additions to or subtractions from the Mayor’s recommended budget, to ensure the final
budget adopted by the Council on June 11 or 13 is balanced.
(Note: this list is not comprehensive – please let staff know if there are other items to add)
Follow-up Items
Project Timeline:
Briefing: June 4, 2024
Budget Hearings: May 21 & June 4, 2024
Potential Action: June 11 or 13
2
1.Items to consider adding to the budget. Some Council Members have expressed interest in
adding/adjusting the following items to the budget (staff is working with the Administration on cost
estimates):
a. Police –
i. A placeholder for the general fund matching portion for an anticipated public safety
team along the Jordan River. The City is in the process of applying for this grant and
some Council Members have expressed an interest in adding a placeholder for the City’s
match so that once a grant is (hopefully) received it can be implemented expeditiously.
The total first year cost to the General Fund is estimated at $1,828,450 ($470,242 city
share of personnel costs and $1,358,208 for vehicles and equipment). The City is
requesting a waiver of the local cost share. The Council discussed but did not straw poll
this item.
ii. Noise Enforcement – TBD – request a briefing from the Police Department regarding
noise enforcement. Consider funding additional equipment to enhance enforcement.
See legislative intent. Council straw polled adding equipment and supported a
legislative intent.
b. Public Lands
i. Increase funding for general park maintenance like mowing, etc (see related legislative
intent, page 4 item 1). Issues raised have been medians and general parks maintenance.
See also idea for adding this funding in non-departmental. Council straw polled adding
in non-departmental.
ii. Review new proposed FTEs (see item #2)
c. Community and Neighborhoods
i. Additional funding for “20 is plenty” sign campaign - $30,000 TBD – Some Council
Members expressed support for providing additional funding for this initiative.
Information from Transportation: all incorrect signs have been replaced. This funding
would add approximately 100 new signs in key areas, such as around schools.
ii. TBD – Additional funding for Advantage Services for bio waste cleaning. Discussion
concluded that the amount added in Budget Amendment #5 and shift within
homelessness funding will allow this service to continue 7 days per week. No addt'l
funding at this point.
d. Non-Departmental:
i. The Council could consider adding funding in non-departmental for general parks
maintenance for the Administration to come back to the Council with a plan. Amount
TBD. The Council straw polled support for adding $200,000 for this issue. Staff has
added this in the funding our future column as it is consistent with FOF categories.
Discussion included the Council’s hope that this is included in the dept budget ongoing
for FY 26. Clarification may be needed to confirm this amount is adequate for Spring of
2025 as well as remaining calendar year 2024.
ii. Water Contamination – short term – funding for temporary dumping facilities or
restrooms to alleviate waste from entering the water stream. Staff is confirming that
$10,000 for black water waste disposal proposed to be removed from CAN is being
added to Public Services’ budget. Council discussed and straw polled adding $500,000
for short-term delivery of publicly accessible restrooms in a manner TBD by the Admin.
iii.Water Contamination – Long term – Funding for a study on what is needed to improve
water quality in the Jordan River, including whether RV dumping stations or restrooms
are needed. Coordination with public Utilities, Public Lands, Public Services. Discussion
concluded asking staff and the Administration to engage with other entities including
DWQ and Utah Fairpark Area Investment and Restoration District (U-FAIR) on this
long-term goal.
iv. Add funding to the CIP budget to fund the Livable Streets Initiative (no funding was
recommended by the CDCIP board or Mayor for FY 25). As a point of reference each
installation is approximately $500,000, and the funding request for FY 25 was $3
million. The Council may wish to discuss with the Administration what amount might
be ideal to fund on an annual basis, considering the need and interest is so great across
the City. Council straw polled adding $2 million to CIP for this program. The
Administration recommended this could be funded through fund balance of the County
¼ cent for transportation. Staff has noted this in the tracking spreadsheet.
3
v. TBD – Add funding to address community requests for Harvard/Yale historic district
street signs (does not qualify for CIP). Council discussion asked for a legislative intent to
broaden this program to cover any neighborhood request – see legislative intents
section.
e. Compensation
i. Fire Union negotiations are ongoing and may result in additional discussions with
regard to overall budget.
ii. Some Council Members requested the dollar figure if employee compensation were
increased beyond the Mayor’s recommendation of 5%. For each additional percent, the
amount for the general fund would be $2,792,206.
2.Evaluate All New Positions – some Council Members expressed an interest in considering all
proposed new FTEs in more detail, potentially straw polling each. The spreadsheet below lists each new
proposed position by Department, along with the FY 25 budget and annual cost.
a. Note: Some positions are funded for less than a full year to reflect the time it takes to actually
hire an employee. One Council Member asked for additional clarification on the difference
between the amount included in the budget for all new positions this year and the amount that
will be needed to fully fund the position next year. Accounting for the revenue offset from the
Airport for new police officers working there, the total amount budgeted for FY 25 is $2.1
million, and the total annualized cost is $2.5 million (a difference of $307,746, which
would be the structural deficit for FY 26 relating to FTEs). $116,364 of this could be
covered in Funding our Future).
b. The Council may wish to conduct straw polls for any of these positions and the budget could be
adjusted accordingly. Note that the Council already straw polled unanimous approval of the
Downtown Special projects coordinator in the Mayor’s office. The Council discussion indicated
support for conducting straw polls on 6/6. The Administration is providing additional context
about communication positions.
4
•Vacant FTEs - Some Council Members have asked about reconsidering or repurposing
existing vacant FTEs, especially those that have been added in recent years. Staff has included
a report of vacant positions in the attachment (as of 5/7/24).
•It should be noted that some positions may have since been filled, or there may be additional
context not readily apparent based on job title. As such, staff has drafted a legislative
intent asking for the Administration to focus on vacancies as it conducts the zero
based budget exercise. See page 4 item 1 for draft language.
•Note: The Administration has requested that the Council consider shifting the Engineer IV
position proposed for Public Services in the MRB to CAN.
4. Other Funds
a. Fleet Fund (transfer from other Funds)
i. The Fleet Fund budget proposes $5 million for vehicle replacements, and would use all
the Fleet Fund’s fund balance. Would the Council consider identifying additional
funding to maintain a healthy rate of vehicle replacement and prioritizing eco-friendly
vehicles? Note: supply chain issues are also contributing to Fleet not receiving vehicles
that have been ordered. Fleet estimated that an additional $3.5 million would be needed
to prevent the backlog of vehicles eligible for replacement getting bigger. 26% of
vehicles are beyond industry recommended useful life. The Council may wish to weigh
the ability of the department to receive vehicles with continued “best practice” funding
levels. Council discussion concluded by supporting the Administration’s recommended
budget.
b. RDA – clarify all “strategic intervention” accounts, including the “Downtown for All” in the
Central Business District, come back to the board for expenditure proposals.
5.Existing Programs – the Council may wish to discuss whether to reduce or eliminate any existing
programs offered by the City.
FY 2025 Proposed NEW FTEs
Department FTEs
FY 2025
proposed
budget months Annual Cost Difference Funding our future
Attorney
Boa rds a nd Commi s s i ons Ana l ys t (Gra de 26)1 89,640$ 10 107,568$ 17,928$
Ci ty Pros ecutor's Offi ce - As s i s ta nt Pros ecutor 1 60,623$ 10 72,748$ 12,125$
Communi ca ti ons a nd Enga gement Ma na ger (Grade E34)1 139,715$ 10 167,658$ 27,943$
Bui l di ng I ns pector (Gra de E27)1 104,580$ 10 125,496$ 20,916$
Economic Development
Si s ter Ci ti es Pa rt Ti me pos i ti on 0.5 47,000$ 10 56,400$ 9,400$
Finance
Bus i nes s Sys tems Ana l ys t 2 126,437$ 10 151,724$ 25,287$
Gra nt Ana l ys t (PT to FT)0.5 55,285$ 10 66,342$ 11,057$
Fire
Medi ca l Res pons e Pa ra medi cs for (CHAT) Communi ty Heal th Acces s Team Enhancements - (FOF Fundi ng)2 163,727$ 10 196,472$ 32,745$ $ 32,745
Justice Court
Communi ty Outrea ch Ca s e Ma na ger (Gra de 19)1 88,363$ 10 106,036$ 17,673$ $ 17,673
Mayor
Seni or Advi s or for Downtown Proj ects 1 216,420$ 10 259,704$ 43,284$
Police
Ai rport Sta ffi ng a nd Equi pment (Revenue Offs et)6 2,328,683$ 10 2,794,420$ 465,737$
Public Lands
Gl enda l e Pa rk Ma i ntena nce Tech I I I (Gra de 119 Uni on)1 76,700$ 10 92,040$ 15,340$ $ 15,340
Publ i c La nds Proj ect Coordi na tor (Gra de 26)1 Sea s ona l FOF 10 Seas ona l FOF
Seni or Publ i c La nds Pl a nner (Gra de 31)1 125,979$ 10 151,175$
Seni or La ns ca pe Archi tect (Gra de 34)1 142,636$ 10 171,163$
Public Services
Proj ect Del i very Support for Pa rks Proj ects 2 249,694$ 10 299,633$
Ra pi d I nterventi on Tea m 3 253,028$ 10 303,634$ 50,606$ $ 50,606
Sea s ona l to FTE Si gna nd Ma rki ngs techni ci a ns 2 Sea s ona l 10
Engi neer I V (Gra de 31)1 117,210$ 10 140,652$ 23,442$
Subtotal 29.00 4,385,720$ 5,262,864$773,482$ 116,364$
Revenue Offset 2,328,683$ 2,794,420$ 465,737$
Total General Fund Staffing $2,057,037$ 2,468,444$307,746$ 116,364$
Community and Neighborhoods
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6.Follow-up questions – Staff has been providing Council Members with follow up information
relating to questions raised at department briefings. Some of those are included in the above items and
others are more informational in nature. Please let staff know about any questions that arise.
7.Funding options - Staff has identified the following potential funding sources for Council
discussion/consideration, potentially to address some of the above ideas:
a. Potential additional revenue (pending information from Tax Commission and follow up from
the Administration – due by June 8 per state law)
i. Actual New Growth (if it comes in above the $1 million included in the MRB)
ii. Actual Judgement Levy (if it comes in above the $209,910 in the MRB)
b. Fund balances available – Previously the City had a policy of maintaining a minimum of 10%
fund balance. In FY 19 the Council established a policy goal of 13%, although that goal is not
legally binding. Staff has provided both figures. Also note this is one-time in nature and to the
extent it funds ongoing ideas, this would increase the structural deficit for FY 26. The FY2025
annual budget is using nearly $40 million from Fund Balance which leave the projected
amounts below:
Amount above 13%Amount above 10%
General Fund Only $ 1,881,111 $ 14,521,422
Funding our Future Only $ 9,923,710 $ 11,660,452
Total
(15.6% of Total General Fund
revenue)
$ 12,323,524 $ 26,580,876
c. Update line-item label for retirement payouts to also be eligible for parental leave or other
initiatives. (currently that line item is not fully spent each year and Departments have largely
absorbed retirement costs. This is risk if the City experiences faster-than-expected retirements).
d. Consider re-appropriating funds that would otherwise drop to fund balance within a
department (funds that are not likely to be spent for FY 24)
e. Increase property tax for the general fund (Note: the proposed FY 25 budget does not include a
general fund tax increase. Because it includes a judgement levy, a truth in taxation hearing is
required. A truth in taxation hearing is also required for the requested FY 25 library $5.3
million property tax increase).
f. Adopt a more aggressive forecast for Sales Tax revenue (not necessarily recommended due to
the volatility of this line item).
g. Adopt additional fee increases.
h. Evaluate compensation levels for non-represented employees (reduce the mayor’s 5% general
pay increase recommendation). Each 1% is approximately $2.8 million in the general fund.
i. The finance department has a current vacant position, $84,798 for partial year funding of an
FTE that is contingent upon receiving grant funds from the Miller foundation for development
in the ballpark. It was created two years ago but that project has not proceeded. The Council
could consider removing the position, or could ask the Administration if recent developments,
and a recent donation from LHM, will cause them to need to hire for this position.
8.Budget “clean up” items – these are items that either the Staff or Administration have flagged as
potential corrections to the budget to ensure expectations are met:
a. Non-Departmental –
i. The proposed budget mistakenly showed $200,000 in additional funding for the arts
council from Funding Our Future. The Administration is recommending this be funded
via the general fund (fund balance) instead.
ii. The FY 25 proposed budget inadvertently left out a $113,798 shift from Non-
Departmental to CAN via the Sorenson Center County contract. Staff will make this
budget correction prior to adoption.
iii. $99,840 is listed for ongoing culturally responsive therapy for negative police
interactions, however $20,000 was recommended by the Racial Equity in Policing
6
Commission. This would make $79,840 available for other needs/uses in this policy
area.
iv. An existing Employee Relations Manager FTE in the HR Department is proposed to be
reclassified as a Recruiter (budget neutral). The change is not reflected in the staffing
document which can be updated for Council adoption.
b. Staff is continuing to work with the Administration to address several clean up items in both the
Key Changes and staffing document.
Potential Legislative Intents –
Note: this is DRAFT language that staff has put together based on questions and input from Council Members.
The Council can make any changes to exact wording and can add/eliminate ideas from consideration by
discussing and taking straw polls in work sessions.
1. Policy Goals for Zero Based Budgeting Exercise. It is the intent of the Council to use the City’s
Fiscal Year 2026 zero-based budgeting exercise as an opportunity to evaluate efficiencies and staffing
resources in specific policy areas including:
a.Balancing Resources in the Public Lands Department. Request the Administration
evaluate whether additional resources are needed in all areas of the Public Lands Department,
or if there are resources that can be shifted within the Department to address the balance
between new projects and ongoing responsibilities. The Council is interested in understanding
how resources are spent on new projects compared to resources allocated to regular
maintenance (like mowing and weeding) and deferred capital maintenance projects (like
restroom repair or roof replacement). As a part of this evaluation, the Council requests Public
Lands also evaluate whether deploying autonomous maintenance vehicles would assist in a
more efficient use of resources. Alternatively, the council could consider a stand-alone
legislative intent on this topic.
b.Evaluating Expenditures for Public Safety Alternative Response Programs.
Request the Administration evaluate the public safety response programs located across
various departments and divisions using a zero-based budgeting approach. Council Members
expressed a desire to better define what constitutes success for each program, use performance
measures to compare program outcomes, and determine the effectiveness and efficiency of
each of the programs. Alternatively, the council could consider a stand-alone legislative intent
on this topic (this stand-alone intent has been repeated since the FY 23 budget cycle).
c.Staffing Vacancy Analysis. Request the Administration evaluate all vacancies (for full-time,
part-time, and seasonal employees) as part of the zero-based budgeting exercises planned for
FY2026. This would include a more detailed analysis of the number, duration, and unused
portions of budget allocations resulting from vacancies, and trace positions and departments
across multiple fiscal years. Positions with higher vacancy durations or frequencies could be
considered for reclassification, adjustment, or elimination. Alternatively, the council could
consider a stand-alone legislative intent on this topic.
Staff is including the following for informational purposes. It would not be included in a final
legislative intent:
7
2.Compensation Plan Evaluation. It is the intent of the Council to request that the City
Compensation Plan include a policy change to make division directors, along with department deputy
directors and department directors, appointed employees. The Council may wish to consider exempting
certain positions like the City Comptroller, who has an independent fiduciary duty to the City beyond
any department or division arrangement. Some Council Members also expressed interest in adjusting
the Appointed Pay Plan pay range to recognize that employees in these positions have less job protection
than merit employees.
3.Evaluation of Charging Stations for Electric Vehicles. It is the intent of the Council that the
Public Services Department in coordination with the Sustainability Department, study the options for
eliminating free charging stations for electric vehicles, and shifting them to a paid service run by a
contractor.
4.Plan to Address Noise Enforcement (Vehicular and Non-vehicular). It is the intent of the
Council to request a briefing from the Administration about noise enforcement in the City, given existing
State law. This would include but not be limited to:
a. noise enforcement for violations from both vehicle and non-vehicular sources;
b. identification of additional resources needed to improve enforcement;
c. policy regarding noise ordinance waivers;
d. semi-annual reports regarding noise enforcement;
8
e. consideration of increased fines as a deterrent;
f. proactive work with any mass gathering (including institutions that sponsor high-decibel
events).
5.Discussion on Historic Signs and Markers. It is the intent of the Council to request a future policy
discussion with the Administration about how to broaden the City’s ability to respond to requests for
neighborhood-marking signs, including requests for historic district street signs.
6.Request for Additional Evaluation of Consolidated Fee Schedule. It is the intent of the Council
to request that the Administration evaluate the consolidated fee schedule in the following areas:
a.sidewalk closures, lane closures and sidewalk fees, including potential fines for blocking the
sidewalks;
b.reducing business license fees for push carts and other mobile vendors;
c.providing 100% forgiveness of City playing-field fees for youth development teams (not
competitive teams) in return for “sweat equity” at these locations.
7.(repeat from FY 23) Evaluating efficiencies of all diversified response teams – Council
Members have expressed support for the various alternative response models in each department. The
Council would like to periodically re-evaluate across City departments to determine whether there are
redundancies and/or efficiencies to be gained. Some metrics have been provided in the Police
Department budget staff report as a starting point for brainstorming tracking and success monitoring.
Staff is including the following programs in our understanding of “diversified response models”:
i. Fire Department – Community Health Access Team (CHAT), Medical Response Team
(MRT)
ii. Police Department – Social Worker Co-Responders, Civilian Response Team
iii. CAN (in partnership with other entities in some cases) – Downtown Ambassadors
(including expanded areas), Homeless Engagement and Response Team (HEART),
Code Enforcement
iv. Public Lands – Park Rangers Program
v. Public Services – Community Cleaning Program (CCP) Rapid Intervention Team
(clarify whether this is sometimes referred to as the “Clean Team”)
vi. 911 Department – partnership with Mobile Crisis Outreach Team (MCOT)
The following are specific areas of interest that were raised in the context of the FY 23 budget and may
be relevant in evaluating these programs:
vii. 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.
viii. Track as much data as possible to determine what metrics are most important for future
reviews such as number of calls for service, diversions away from a police-only
response, response times, impact on police response times, volume of calls by time of
day and day of the week, referrals, and other outputs and outcomes.
ix. Find ways to share this data with the Council and the public in a coordinated way
x. Inform the public and other levels of government as these programs are rolled out
Potential Conditional Appropriations
1. Trails contingency – In FY 24, the Council adopted the following contingency related to funding for
trails (see below). The Council may wish to consider an additional or similar contingency for FY 25, until
a briefing on the Administration’s transmittal is held. The update reflects that the contingency may be
met and the Council can review and discuss whether the new plan satisfies the intent of the contingency
so that funds can be released. (Staff is coordinating with Chair and Vice Chair on the schedule to
review the Administration transmittal to address the questions raised in this contingency.):
9
Foothill Trails contingency – Existing and new funds for the construction, modification and
decommissioning of trails built under the Foothills Trail System Master Plan, Phase 1, will be placed in a
holding account with release contingent on the Administration’s review, in collaboration with a broad
spectrum of community stakeholders, of:
i. the implementation to-date of the Master Plan;
ii. identification of adjustments or additional engagement as warranted; and
iii. the Council’s authorization to move forward after the Council evaluates the results of the
process.
The City Council is willing to provide funding to the Administration for one or more outside experts
who can objectively evaluate the technical and public policy aspects of the trail changes and
additions completed to date and anticipated in the Master Plan. That written evaluation should focus
on, but not be limited to:
iv. the extent to which trail planning and development have been consistent with the vision,
goals and principles in the Master Plan, including: best practices; strategies for the
preservation and stewardship of the land; and
v. respect for Tribal concerns.
vi. In addition, the written evaluation should include an analysis of how the process could
be adapted to better meet the needs and desires of all users.
Existing and new funds for environmental studies will not be on hold, so long as such funds are not
used for construction or decommissioning of trails. Existing and new funds for maintenance or
repair of existing trails are released to conduct ongoing maintenance ensuring that tread is within
standard design practices for linear grade, width, cross slope and surface drainage. This does not
include realignment.
Passive closure of trails is allowed if a trail becomes a danger to environment (excessive water
damage and erosion) or public safety (for example when a trail has washed out or excessive water
damage has occurred). Passive means fence and signage. No trenching is permitted.
2.Continued Contingency for All Funding Our Future -- Sales Tax Funds (this has been
adopted each year since the City implemented the sales tax). The Council approves Funding
Our Future sales tax revenue appropriations with the following conditions:
a. Expenditure of Funding Our Future Sales Tax Funds. Funding our Future funds may not be
expended unless the department or division expending the funds complies with:
10
i. Utah Fiscal Procedures Act
ii. The City’s Procurement Code and Rules
iii. Written verification from the City Attorney and City Finance Director that proper
legal and financial procedures have been followed.
b. Other Funding Our Future Budget Contingencies:
i. The Administration providing a written semiannual spending, implementation and
outcomes report on each of the critical need areas.
ii. Tracking funding for Fleet provided through the Funding our Future tax separately
to ensure it is spent only on public safety (police, fire, dispatch).
iii. The Administration spending funds in the critical need areas as adopted in the
attached key changes spreadsheet.
iv. The Administration bringing back to the Council any proposed adjustments to the
adopted budget in a budget amendment for re-appropriation before changes are made.
v. The Administration maintaining and regularly updating a publicly available
dashboard reflecting revenues received and actual uses.
vi. In FY21 and all future funding requests, providing a label denoting which line items
are funded with this Funding Our Future sales tax funds.
vii. For all positions added, the Administration shall submit an annual written review
along with the Mayor’s Recommended Budget to ensure that each position continues to serve
the critical need areas and, if a Council work session briefing is scheduled, provide a
presentation of the report.
Budget Glossary (not all terms are necessarily in
this report)
American Federation of State, County and
Municipal Employees - AFSCME
Budget Amendment - BA
Capital Improvement Program – CIP
Community and Neighborhoods – CAN
Community Land Trust – CLT
Economic Development Corporation of Utah -
EDCU
Funding Our Future - FoF
Frequent Transit Network – FTN
Fiscal Year – FY
Full-Time Employee – FTE
Housing and Neighborhood Development – HAND
Human Rights Commission – HRC
Homeless Resource Centers – HRCs
Housing Trust Fund - HTF
Interlocal Agreement – ILA
International Association of Chiefs of Police – IACP
Mayor’s Recommended Budget - MRB
Redevelopment Agency – RDA
Salt Lake City School District – SLCSD
Salt Lake City Fire Department - SLCFD
Request for Proposal - RFP
TBD – To Be Determined
Transit Master Plan – TMP
United Nations – UN
Utah League of Cities and Towns
Utah Transit Authority – UTA
Volunteers of America - VOA
Wasatch Community Gardens - WCG
6/5/2024 **DRAFT **12:15 PM
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
A B C D E F G H
Net (690,160)$ -$
Amount Revenue Expenses Revenue Expenses
Revenue Items
Actual New Growth Revenue (MRB estimated - $1m)TBD (June 8)
Judgement Levy (if it comes in above the $209,910 recommended in the budget)TBD (June 8)
One-time $: Use General Fund fund balance over 13% (GF only)
1,881,111$
One-time $: Funding our future fund balance dollars over 13% (FOF only)9,923,170$
One-time $: Use General Fund fund balance over 10% (GF only)14,521,422$
One-time $: Funding our future fund balance dollars over 10% (FOF only)11,660,452$
One-time $: Capture funds dropping to fund balance in FY 24
One-time $: Recapture CIP funds from dormant projects TBD
Reconsider new FTEs proposed in the budget - logistically this would be an expense reduction
(total amount for new FTEs NOT including Airport FTEs which are offset with airport revenue)2,057,037$
blue = ongoing
orange = one-
time
Police
Placeholder for matching funds for Jordan River Team (implemented in a future budget
amendment)
Actual Year 1 cost - $1.5 million plus $1.3 million for equipment. Admin will request a year 1 waiver.1,000,000$
discussed, not
straw polled
Noise enforcement equipment - placeholder amount 50,000$ 50,000$
Community and Neighborhoods
Transportation: Add funding for "20 is Plenty" campaign - to correct signage that currently lists 25
MPH as the speed limit and should list 20 MPH. Information from Transportation: all incorrect
signs have been replaced. This funding would add appx 100 new signs in key areas, such as
around schools.20,000$ 20,000$
Additional funding for Advantage services/biowaste cleaning - Discussion concluded that the
amount added in Budget Amendment #5 and shift within homelessness funding will allow this
service to continue 7 days per week. No addt'l funding at this point. see note
Non-Departmental
General increased funding for Public Lands basic maintenance for Spring Cleanup or related needs
and planning for next year. Recommended for FOF funding. Discussion included the Council's
policy goal that this is included in the dept budget ongoing for FY 26. Clarification may be
needed to confirm this amount is adequate for Spring of 2025 as well as remaining calendar
year 2024.200,000$ 200,000$
More restroom facilities - Funding for Administration to propose a plan for providing more public
restroom facilities (including contracting, refurbishing former transit vehicles, etc). The goal of this
funding is near-term delivery of more restrooms. 500,000$ 500,000$
Addressing Jordan River water quality - short term: funding for temporary dumping facilities or
restrooms/including showers/laundry (Discussed/addressed in item above)200,000$ see note
Jordan River water quality - long term: Funding for a study to improve water quality along the
Jordan River. Discussion concluded asking staff and the Administration to engage with other
entities including DWQ and Utah Fairpark Area Investment and Restoration District (U-FAIR) on
this long-term goal.100,000$ see note
Add funding to CIP for Livable streets initiative - Fund with County 1/4 cent transportation fund
balance. Consider increasing amount if available. Ask Administration to potentially include it as
ongoing in future years. $ 2,000,000
Admin recommend
to fund with 1/4
cent transportation
fund
Harvard/Yale historic street signs - Discussion concluded asking staff to author a legislative
intent requesting a policy discussion and consider signage requests citywide. See unresolved
issues staff report for draft. 30,000$ see note
Budget clean-up: REP Commission recommendation for Culturally Responsive Therapy for negative
police interaction (recpature funding b/c amount in budget was higher than recomnmendation)79,840$ (79,840)$
Additional funding needed to fulfill union agreements 200,000$
Increase general fund transfer to Fleet - Discussion concluded without a straw poll, going with
the Administration's recommendation. TBD see note
Recapture some of the "Water Assist" funding, $100,000 is budgeted, but usage has been steady
around $15,000- 20,000 / year. Council could request additional engagement, keep $50,000 in
case usage increases, and recapture $50,000 one-time.50,000$
Funding for arts council from general fund instead of FOF 200,000$ ($200,000)
Shift $113,798 from Non-dept to CAN (budget neutral)
Employee Relations Manager reclassified to Recruiter (budget neutral)
Attorney FY 25 Budget Amount
Boards and Commissions Analyst (Grade 26)1 89,640$
Assistant to the Prosecutor 1 60,623$
Community and Neighborhoods
Communications and Engagement Manager (Grade E34)1 139,715$
Building Inspector (Grade E27)1 104,580$
Economic Development
Sister Cities Part Time position 0.5 47,000$
Finance
Business Systems Analyst 2 126,437$
Grant Analyst (PT to FT)0.5 55,285$
Funding our Future
Categories: Housing, Transit,
Public Safety, Infrastructure,
Parks Maintenance
Council Member-raised Ideas - see staff report for additional detail/background
Budget cleanup - these are items that either the Staff or Administration have flagged as potential corrections to the
budget to ensure expectations are met: Council straw polled support of these items
New Positions - these are included in the MRB - listed here for additional discussion per Council Member request -
Decision to straw poll on Thursday 6/6 after more info from Departments
Unresolved Issues Tracking
- Council straw polls/discussions as of 6/4/24 in green
- New information/items for 6/6 in blue
General Fund
6/5/2024 **DRAFT **12:15 PM
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
A B C D E F G H
Fire
Medical Response Paramedics - (FOF Funding)2 163,727$
Justice Court
Community Outreach Case Manager (Grade 19)1 88,363$
Mayor
Senior Advisor for Downtown Projects (Straw poll support already)1 216,420$
Police
Airport Staffing and Equipment (Revenue Offset)6 2,328,683$
Public Lands
Glendale Park Maintenance Tech III (Grade 19 Union)1 76,700$
Public Lands Project Coordinator (Grade 26)1 Seasonal FOF
Senior Public Lands Planner (Grade 31)1 125,979$
Senior Lanscape Architect (Grade 34)1 142,636$
Public Services
Project Delivery Support for Parks Projects 2 249,694$
Rapid Intervention Team 3 253,028$
Seasonal to FTE Signal nd Markings technicians 2 Seasonal
Engineer IV (Grade 31)- if approved, does the Council support shifting this to CAN?1 117,210$
IMS
Data Privacy Manager (Grade 34)134,813$