HomeMy WebLinkAbout08/13/2024 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
August 13, 2024 Tuesday 3:00 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
3:00 PM Work Session
Or immediately following the 1:00 PM
Redevelopment Agency Meeting
6:00 pm Formal Meeting & 7:00 pm Truth-in-Taxation
Room 315
(See separate agendas)
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: 09:26:39
Note: Dates not identified in the project timeline are either not applicable or not yet determined. Item start
times and durations are approximate and are subject to change.
Work Session Items
1.Informational: Updates from the Administration ~ 3:00 p.m.
15 min.
The Council will receive information from the Administration on major items or projects
in progress. Topics may relate to major events or emergencies (if needed), services and
resources related to people experiencing homelessness, active public engagement efforts,
and projects or staffing updates from City Departments, or other items as appropriate.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
2.Informational: Draft Policies for Housing Program Funds in
The Community and Neighborhoods Department ~ 3:15 p.m.
20 min.
The Council will receive a briefing from the Community and Neighborhoods Department
(CAN) on their proposals for using “dormant” program funds to expand existing City
housing support programs and establish new ones, among other items. This would
include adoption of a Housing Program Funds Policy to establish budgeting standards for
the Department’s direct-delivery housing programs. In addition, the proposals would
create a Housing Program Funds Loan Committee, establish a Tenant and Homeowner
Loan Fund, and pay off and close lines of credit that were opened many years ago.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, August 13, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
3.Ordinance: Sports, Entertainment, Culture, and Convention
District Text Amendment Follow-up ~ 3:35 p.m.
30 min.
The Council will receive a follow-up briefing on a proposed ordinance that would amend
the D4 Secondary Central Business District zoning district to support the creation of a
Sports, Entertainment, Culture, and Convention (SECC). The proposed text amendments
would make the following changes to the D4 zoning district:
1. Modify the maximum height allowed through design review from 125 feet to
600 feet.
2. Modifying the required front and corner yard setback requirements are
changing to clarify that buildings with plazas and other similar public spaces are
allowed to exceed the maximum setback.
3. Change the table of allowed uses for the D4 zoning district would change as
follows:
o Stadiums change from a conditional use to a permitted use.
o Commercial parking would be changed from a conditional use to a
permitted use. (A current requirement prohibiting the demolition of a building for
principal use parking on the property would remain.)
4. Expand the existing sign overlay that applies to the Delta Center to extend to
the blocks that contain the Salt Palace. This allows more flexibility for signs related
to the entertainment venues within the overlay and allows modifications to signs
through the design review process for buildings that are subject to design review.
For more information visit tinyurl.com/SLCRevitalizationZone.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, July 2, 2024 and Tuesday, August 13, 2024
Set Public Hearing Date - Tuesday, July 2, 2024
Hold hearing to accept public comment - Tuesday, August 13, 2024 at 6 p.m.
TENTATIVE Council Action - TBD
4.Informational: Green Loop Update ~ 4:05 p.m.
45 min.
The Council will receive a briefing from the Administration about the Green Loop
Project.
For more information visit https://tinyurl.com/SLCGreenLoop.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, August 13, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
5.Fiscal Year 2024-25 Budget: Capital Improvement Program
Follow-up ~ 4:50 p.m.
40 min.
The Council will receive a follow-up 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.
For more information visit tinyurl.com/SLCFY25CIP.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, June 6, 2024; Tuesday, July 2, 2024; Tuesday, July 9, 2024; and
Tuesday, August 13, 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 27, 2024
6.Board Appointment: Library Board – Tricia Pil ~ 5:35 p.m.
5 min
The Council will interview Tricia Pil prior to considering appointment to the Library
Board for a term ending June 30, 2027.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, August 13, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, August 13, 2024
7.Informational: Cultural Core and THE BLOCKS
Approved Budget Update Written Briefing
-
The Council will receive a written briefing about the approved budget update for the
Cultural Core initiative, now known as “THE BLOCKS.” The annual appropriation from
Salt Lake City is $300,000. The interlocal agreement between Salt Lake City and Salt
Lake County requires each entity to approve the final budget. The program seeks to
develop, improve and market arts and cultural activities in downtown Salt Lake City. The
goal of the Cultural Core initiative is to enhance downtown as a key cultural center for the
city, region, and nation.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, August 13, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
8.Ordinance: Economic Development Loan Fund - Policy
Kings Brewery, LLC Written Briefing
-
The Council will receive a written briefing about an ordinance that would approve a
$75,000 loan for Policy Kings Brewery, LLC. at 925 South Jefferson Street from the
Economic Development Loan Fund (EDLF). Policy Kings Brewery, LLC., is Utah's first
black-owned brewery.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, August 13, 2024
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - Tuesday, August 13, 2024
Standing Items
9.Report of the Chair and Vice Chair -
-
Report of Chair and Vice Chair.
10.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:
•Scrivener’s error; and
•Scheduling items.
11.Tentative Closed Session -
-
The Council will consider a motion to enter into Closed Session. A closed meeting described
under Section 52-4-205 may be held for specific purposes including, but not limited to:
a. discussion of the character, professional competence, or physical or mental health
of an individual;
b. strategy sessions to discuss collective bargaining;
c. strategy sessions to discuss pending or reasonably imminent litigation;
d. strategy sessions to discuss the purchase, exchange, or lease of real property,
including any form of a water right or water shares, if public discussion of the
transaction would:
(i) disclose the appraisal or estimated value of the property under
consideration; or
(ii) prevent the public body from completing the transaction on the best
possible terms;
e. strategy sessions to discuss the sale of real property, including any form of a water
right or water shares, if:
(i) public discussion of the transaction would:
(A) disclose the appraisal or estimated value of the property under
consideration; or
(B) prevent the public body from completing the transaction on the best
possible terms;
(ii) the public body previously gave public notice that the property would be
offered for sale; and
(iii) the terms of the sale are publicly disclosed before the public body
approves the sale;
f. discussion regarding deployment of security personnel, devices, or systems; and
g. investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent requirements
of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m. on Thursday, August 8, 2024, the undersigned, duly appointed City
Recorder, does hereby certify that the above notice and agenda was (1) posted on the Utah Public
Notice Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided
to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any
others who have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda, including but
not limited to adoption, rejection, amendment, addition of conditions and variations
of options discussed.
The City & County Building is an accessible facility. People with disabilities may make requests for
reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary
aids and services. Please make requests at least two business days in advance. To make a request,
please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay
service 711.
Administrative
Updates
August 13, 2024
Homeless Resource Center Utilization:
•All locations "At Capacity" - 99.2%
https://endutahhomelessness.org/daily-bed-availability/
Encampment Impact Mitigation/ Rapid
Intervention:
•EIM- 1700 South/ Glendale Regional Park
•RIT-Jordan River (Backman, Day-
Riverside, 900 S Park), Hidden Hollow,
Sherwood
Resource Fair:last Friday @ Pioneer Park
Kayak Court: Friday Aug 16th
@ Modesto Park
MicroShelter Community move:
Buildings have been moved to 700 W.
Estimated opening: By October
Homelessness
Update
Shelters: 801-990-9999
Additional System Information:
Salt Lake Valley Coalition to
End Homelessness (SLVCEH)
endutahhomelessness.org/
salt-lake-valley
Utah Office of Homeless
Services (OHS)
jobs.utah.gov/homelessness/
index.html
GREAT SALT LAKE WATER
LEVELS
City Council Work Session
August 13,2024
Jesse Stewart
Deputy Director
High - 1986: 4211.6, ~3,300 mi2
Low - 2022: 4188.5, ~800 mi2
Target Range – 4,198 to 4,205
https://greatsaltlake.utah.gov/current-conditions
Utah Lake: 93.40% -0.61
Tea-Cup Diagrams | Water Operations | UC Region | Bureau of Reclamation (usbr.gov)
https://greatsaltlake.utah.gov/
https://greatsaltlake.utah.gov/great-
salt-lake-strategic-plan-2
https://geology.utah.gov/popular/great-salt-
lake/commonly-asked -questions/
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Allison Rowland
Senior Budget & Policy Analyst
DATE:August 13, 2024
RE: INFORMATIONAL: DRAFT POLICIES FOR HOUSING PROGRAM FUNDS IN THE
COMMUNITY AND NEIGHBORHOODS DEPARTMENT (CAN)
ISSUE AT-A-GLANCE
The Community and Neighborhoods Department (CAN) will brief the Council on several related draft proposals
for new and amended housing program policies, including funding mechanisms. The transmittal proposes
specific uses for an estimated $5.92 million of “dormant” funds which, the Administration reports, has grown to
approximately $6.30 million since the transmittal was sent (see Section A, below). The proposed uses include
expansion of some existing City housing support programs, and paying off and closing old lines of credit. These
proposals can be summarized as follows:
1.Housing Program Funds Policies. The proposed new Housing Program Funds Policy would
create a Housing Program Funds Loan Committee and establish a Tenant and Homeowner Loan
Fund. CAN proposes to allocate a total of $3.52 million of the remaining dormant funds to the
Tenant and Homeowner Loan Fund (see specific amounts below).
2.“Direct-delivery” Housing Programs. These proposed policies would establish rules for three
of the Department’s five “direct-delivery” housing programs, along with the share of the dormant
program income for each. The complete text of these draft policies appears in the transmittal, and
Council staff summarized them in the chart in Section C, below. The programs are:
a. the Home Repair Program, $500,000;
b. the Community Land Trust (CLT) Program, $3,020,000; and
c. the new Naturally-Occurring Affordable Housing (NOAH) Preservation Pilot Program,
which was funded with $1,200,000 in Fiscal Year 2024 (FY24).
3.Repaying Old Lines of Credit. The transmittal also proposes to use approximately $2.6 million
of dormant funds to pay off and close several lines of credit that were opened many years ago. The
Department is currently making monthly payments but paying them off entirely would save the City
a substantial amount in interest payments.
Item Schedule:
Briefing: August 13, 2024
Public Hearing: n/a
Potential Action: n/a
Page | 2
Goal of the briefing: Consider and provide feedback to the Administration on proposals for a Housing
Program Funds policy, as well as policies for three direct-delivery housing programs, and closing old lines of
credit.
ADDITIONAL & BACKGROUND INFORMATION
A.Repurposing HUD Grant Program Accounts. In 2023, the Administration identified “dormant
accounts” that held nearly $13 million in repaid loans and other funds originally associated with HUD Grant
Programs. These had been managed by the predecessor of today’s Housing Stability Division outside of the
standard annual budget process, and some of them had accrued sizable interest over the years. The
Administration has worked with HUD and the Council to repurpose these funds for affordable housing-
related activities that comply with the original grant guidelines. In 2024, the Council authorized the
purchase of a property in Sugar House that will be used for affordable senior housing, as well as an FY24
budget allocation of $1.2 million for a new Naturally-Occurring Affordable Housing (NOAH) Preservation
Pilot Program. As of June 30, 2024, there was $6,300,000 available in unrestricted program income that
has not been allocated to a specific use or program. CAN’s proposal would allocate this remaining amount of
dormant income to new projects and programs as follows:
Unallocated Dormant Funds as of June 2024
FY24 Budget Allocation
Naturally-Occurring Affordable Housing (NOAH) Preservation
Pilot Program $1,200,000
New FY25 Allocations (Proposed)$6,300,000
Home Repair Program $500,000
CLT and City-Held Mortgages $3,020,000
Pay Off Credit $2,600,000
Tenant Relocation $180,000
Combined Total, FY24 and FY25 $7,500,000
Council action on the allocation of these amounts will be taken as part of a future budget amendment. The
remainder of this staff report focuses on several new proposed policies for Council consideration and
comment. These changes are intended to comply with existing Federal and City policies, as well as Council
preferences. They include new, separate policies for Housing Program Funds overall (section B below), and
for each of three direct-delivery programs, which are discussed in Section C. These new policies reflect some
of the goals of the City’s five-year Moderate-Income Housing Plan along with the anti-displacement plan,
Thriving in Place, both of which were adopted by the Council in 2023.
The new Naturally-Occurring Affordable Housing (NOAH) Preservation Pilot Program was funded with
$1,200,000 of dormant income during the FY24 budget, so that amount is not included in the current $6.30
million-dollar dormant income total and no additional funds are proposed to be added for FY25.
Finally, Council Members may recall the City’s recent purchase of a home in the Community Land Trust.
The sales amount will be redeposited in the program, to conform with existing practice and proposed new
policies.
Page | 3
B.Housing Program Funds Policy. As alluded to above, this proposed policy is designed to help reach the
goals and objectives outlined in several City plans, including:
- the Moderate-Income Housing Plan required by the State,
- the anti-displacement plan (also known as Thriving in Place), and
- the HUD Five Year Consolidated Plan.
If adopted, the Housing Program Funds Policy would, for the first time, formalize a number of existing
practices in the Housing Stability Division. In addition, this policy would establish a new Tenant and
Homeowner Loan Fund (THLF) as a revolving source of revenue for direct-delivery programs (see
explanation in Section 1, below) and fund it with approximately $3,520,000 of one-time, dormant funds.
Another one-time allocation would provide $180,000 to the Tenant Relocation Program. The proposals for
these programs are each discussed in more detail after the brief clarification in section 1, below.
1.“Direct-Delivery” versus “Subrecipient” Programs. The Housing Stability Division
administers two basic kinds of programs, which are characterized as “direct delivery” or
“subrecipient” programs.
-Direct-delivery programs provide City assistance to tenants, homeowners,
landlords, and property owners. The Housing Program Funds Policy would
establish the overall budgeting, accounting, and reporting standards for three
of the five Housing Stability direct delivery programs: the Home Repair
Program; the Community Land Trust; and the new NOAH Preservation Pilot
Program. The proposed Housing Program Funds Policy also outlines specific
uses of funds for these three direct delivery programs in each of the proposed
program policies, which are summarized in the chart in Section C, below). Staff
note: CAN is preparing separate draft policies to update the two other direct-
delivery programs: Neighborhood Business Improvement Program (also
known as the Façade Program) and Fix the Bricks. Separate policies are
needed because of distinct aspects of each of these programs.
-Subrecipient programs offer HUD and City funds (primarily from the
Funding Our Future sales tax increment) to local community organizations for
carrying out activities that support City goals. The draft Housing Program
Funds Policy would change the process for allocating City funds among local
organizations by shifting from an RFP process to a much simpler application
process. The applications would continue to be reviewed by the CDCIP Board
(at least for now; see Section 2, below) and Mayor, with final decisions made by
the Council. The Administration is also preparing draft policies and a
transmittal on the Tenant Relocation Program and the Tenant Resource
Center, which were funded in the FY25 and FY24 budgets through Funding Our
Future. Staff Note: The Administration has indicated, in the past, a
willingness, to hold a separate briefing on proposed changes to the Housing
Stability programs that are funded by Funding Our Future.
2.Funding. Funding sources for the three direct-delivery programs include annual grants from the
U.S. Department of Housing and Urban Development (HUD), along with allocations from the City’s
annual Funding Our Future sales tax revenue. In addition, some program income is generated by
the Housing Stability Division itself in the course of normal operations. This includes interest on
loans, sale of property through the Community Land Trust, and repayment of principal and interest
by mortgage-holders. Any program income generated from HUD funds, Funding Our Future funds,
or other restricted sources would be recaptured annually and put to other uses consistent with
Page | 4
funding restrictions. Unrestricted program income generated through the new Tenant and
Homeowner Loan Fund (THLF) would be returned to that fund to continue supporting direct
delivery programs (see section 5, below). Under the proposed policy, the City would retain a portion
of the funds to administer activities and programs directly to tenants, homeowners, landlords, and
property owners.
The Housing Program Funds Loan Committee would review applications and make decisions about
requests for participation in the Community Land Trust and the Home Repair Program. This would
allow the names of individual program recipients to remain confidential, as required by HUD and
laid out in the proposed program policies. For the NOAH program, the authority to approve
individual funding allocations would remain with the City Council on the basis of funding
recommendations from the Committee, since the fund recipients would be property owners.
Currently, CAN proposes that the Housing Program Funds Loan Committee would consist of two
members of the CDCIP Board, along with the CAN Director, the Housing Stability Director, and Salt
Lake City’s Chief Financial Officer (the City officials all could designate substitutes as needed).
However, the Administration also is in the process of evaluating the capacity of the CDCIP Board,
because the time commitments requested of members have increased substantially over the years,
and it is now charged with providing recommendations for funding sources located across multiple
departments. Any proposed changes would be transmitted to the Council for consideration.
3.FY24 Allocations. FY24 funds designated for the Tenant Relocation Program and Tenant
Resource Center were treated like the other Funding Our Future housing program funds, through a
competitive request for proposals. Administration of the funding was awarded to the Community
Development Corporation of Utah (CDCU). CAN staff has been working with CDCU staff to design
the program and resource center and they also mentioned the following:
“[…] the funding will be administered by a third party, CDCU, so the Program
and Resource Center are not true “direct delivery programs.” Historically, the
City has not created program polices for programs administered by third parties
and funded in part by the City. However, this is a unique circumstance in that the
Program and Resource Center are City-led initiatives and are 100% funded by
the City. As such, CAN is preparing legislative policies for the Council’s
consideration.”
4.Funding for the Home Repair Program and the Community Land Trust. These two
programs have been funded in the past through annual HUD allocations and program income.
According to the proposed policies, funding now would depend on the source of funds that
generated the program income, with HUD and Funding Our Future funds recaptured and
reallocated through their respective annual funding processes. Unrestricted funding would be
deposited to the Tenant and Homeowner Revolving Loan Fund for future allocation by the City
Council.
In FY25, the Home Repair Program received $671,000 in HUD CDBG funding. The Community
Land Trust did not receive funding for this fiscal year. This means that an allocation of dormant
program income would be necessary to repurchase any Land Trust units that become available for
purchase, or to buy new units for the Land Trust inventory.
5.The Tenant and Homeowner Loan Fund (THLF). The THLF would be organized as a new
revolving source of funds, designed to “facilitate the recycling of unrestricted program income”
within the Division. It would be established and maintained as a general fund account with funding
Page | 5
earmarked for the City’s direct-delivery programs (the Home Repair Program; the Community Land
Trust; and the new NOAH Preservation Pilot Program), with review by the CDCIP (or other relevant
advisory board) and Mayor, and final allocations decided by the Council as part of the annual budget
process. Additional funds from Federal, State, and other sources that support housing and
community development could be allocated to the THLF, as well. No expenditure would be made
from the THLF without City Council approval. An annual report would track expenditures and
outcomes, including a summary of property transactions, loans, grants, and populations served. The
identity of individuals served would remain confidential per HUD restrictions, but the report would
include the corresponding Census block groups served.
➢Would the Council like to discuss potential alternatives to this proposal for
establishing the Tenant and Homeowner Loan Fund as a revolving fund in the
Housing Stability Division? Revolving loan funds exist in several other City departments
and divisions, but these are exceptions to the standard practice of depositing income generated
from City activities in the City’s general fund, rather than in a separate account for department
or division activities. For example, the Council might agree to use the remainder of the dormant
funds to “seed” the THLF, and plan to supplement the balance periodically, if needed. Future
income generated by the program could then to be deposited into the general fund—at least
where HUD policies do not prohibit this.
6.The Open and Public Meetings Act (OPMA). The Loan Committee for Housing Program
Funds (see Section 2 above) would operate in compliance with OPMA, though HUD requires that
recipient names and other identifying information related to these funds remain confidential. The
Housing Stability Division would ensure that sensitive information such as names, credit history,
incomes, and addresses is generalized and/or kept confidential while complying with OPMA
requirements.
-- The staff report continues on the next page--
C.Direct Delivery Housing Programs. In addition to the Housing Program Funds Policies discussed in section B, the Administration has proposed
policies that would establish standards for how three of its Direct Delivery Programs would be administered. Each of these three programs—the Home
Repair Program, the Community Land Trust (CLT) Program, and the new Naturally Occurring Affordable Housing (NOAH) Preservation Pilot
Program—is outlined in the table below.
Home Repair Program Community Land Trust Program
with Homebuyer Mortgages
NEW Naturally-Occurring
Affordable Housing Preservation
Pilot Program
Purpose Offer resources for emergency and chronic
home repair needs to seniors and people with
disabilities who are low- and moderate-income
homeowners (80% AMI or less). Income and
assets are analyzed by Housing Stability staff
following HUD guidelines.
Housing Stability has been administering the
program pursuant to HUD regulations but
polices were never formally adopted by the
Council.
Facilitate affordable homeownership
opportunities by selling properties in the
Community Land Trust Program at below
market-value.
Housing Stability has been administering the
program for many years but polices were never
formally reviewed or adopted by the Council.
Provide financial assistance for property
improvements to owners of “Naturally-
Occurring Affordable Housing” (that is,
affordable rental units that are neither deed-
restricted, nor subject to a long-term master
lease) in return for a long-term covenant to
preserve affordability.
Form Either a “conditional grant” (for households
with an income of <50% AMI), or a loan for
minor repairs and accessibility improvements.
Also available for more substantial home
rehabilitation to bring housing up to SLC Code
standards.
For seniors or those with a disabling condition
at 80% AMI and below, grants are available
(without conditions) up to $2,500.
The City retains ownership of the land and sells
only the housing structure to a qualified
homebuyer. To facilitate affordability for the
homebuyer, the City leases the land to the
homeowner through a below market-rate lease.
Because most of the eligible homebuyers do
not qualify for traditional bank mortgages, the
City also makes mortgage financing available
for the purchase of the housing unit. (See the
Policy Questions section, below).
Future rental rate increases would be
moderated through a long-term covenant with
the landlord. This could be structured as either
a deed restriction or as a long-term master
lease through a housing authority or other
qualified housing provider. Greater incentives
would be provided to owners of units that are
restricted at lower AMIs.
Eligibility Loans that are issued to households at 51% -
80% AMI would be structured as amortizing
loans with monthly repayments.
For households with an income of <50% AMI
(or with a temporary economic hardship),
To support City anti-displacement efforts,
priority positions on the program’s waitlist
would be provided to:
-Households that currently reside in Salt
Lake City and have done so for 12 or more
consecutive months.
Qualifying applications from property owners
would be reviewed by the Housing Programs
Loan Committee for a recommendation, then
be forwarded to the City Council for final
funding approval. More favorable funding
terms would be offered for units that are
affordable to lower AMIs.
Page | 7
loans would be structured with deferred
payments only.
-Households that previously lived in Salt
Lake City for at least 5 consecutive years
but were displaced by rising housing costs
or property redevelopment within the past
five years. (See the Policy Questions
section, below).
As currently drafted, the program would
require the property owner to screen new
tenants to ensure their incomes fall between
<30% to 80% of area median income (AMI),
and property owners would need to adhere to
fair housing standards and practices.
Distribution
process
Funding is proposed to be provided to
qualifying applicants on a first-come, first-
served basis.
Available housing units and potential mortgage
financing are proposed to be offered to
qualifying applicants on a first-come, first-
served basis.
Funding in this pilot program is proposed to be
initially offered on a competitive basis to
qualifying property owners. If qualifying
applications are not received, funding will
become available on a first-come, first-served
basis. The total funding amount “would be
allocated in multiple tranches to test the
structure of the program and learn and adjust
accordingly.”
Funding This program has been funded through annual
HUD budget allocations, CDBG, HOME, and
program income. It received $526,000 in
CDBG funds for FY25.
CAN proposes that program income from HUD
and Funding Our Future be returned to the
program and reallocated through the relevant
annual funding process. Unrestricted program
income would be placed in the Tenant and
Homeowner Revolving Loan Fund for future
allocation by the Council.
CAN Proposal: $500,000. Pending Council
support, this amount would be formalized in a
future budget amendment.
The CLT did not receive HUD funding for
FY25, so an allocation of dormant program
income would be necessary to repurchase any
CLT units for resale, as well as to expand the
inventory of housing units.
CAN Proposal: $3,020,000. Pending Council
support, this amount would be formalized in a
future budget amendment.
In the FY24 budget, the Council allocated $1.2
million of dormant income for a Naturally
Occurring Affordable Housing (NOAH) pilot
program. No additional dormant income
funding is proposed for now.
D.Repaying Old Lines of Credit. As part of their investigation into the HUD “dormant” funds, CAN
leadership discovered two lines of credit that were established to pay for shares in homebuyer mortgage
loans issued by the City. The larger of the two lines of credit is approximately $2.1 million and is scheduled
to be paid off in November 2049. The smaller one, at about $500,000 is scheduled to be paid off in June
2025. The transmittal from the Administration proposes using the remaining unrestricted program income
to pay off the current balance of about $2.6 million. Payments are being made monthly to reduce the
principal, but paying off and closing these lines of credit in the short run instead will save the City a
substantial amount of interest payments.
POLICY QUESTIONS
1. The Community Land Trust Program proposal states that the City may provide mortgage financing for the
purchase of a qualified housing unit. Would the Council like to request additional information on
the mortgages held by the City? For example, Council Members may wish to ask about:
a. the basic criteria for eligibility,
b. the total number and dollar amount of mortgages provided in the past,
c. the current number and total amount owed on these mortgages,
d. the proportion of mortgages held by people of color,
e. the geographical location of the houses included
f. the proportion of all mortgages that have ended up in delinquency,
2. The Community Land Trust Program proposal includes support for the City’s anti-displacement efforts
through priority placement on the waiting list. Would the Council like to request additional
information on the rationale, scope, and expected efficacy of this idea?
HOUSING PROGRAMS
Draft Policies //August 13, 2024
Receive feedback from the Council on:
1.Draft Policies
•Housing Program Funds Policy
•Home Repair Program Policy
•Community Land Trust (CLT) Program Policy
•Naturally Occurring Affordable Housing (NOAH) Preservation Pilot Program Policy
2.Proposed budget allocations of unallocated program income.
TODAY’S OBJECTIVE
The policy establishes:
1.Budgeting and reporting standards for the Housing Program Funds.
2.A revolving loan fund as a self-replenishing pool of revenue to assist in funding the
Direct Delivery Programs.
3.A loan committee for the Housing Programs.
The policy categorizes housing programs as follows:
1.Subrecipient Programs: Programs administered by partner organizations. (e.g. The
Road Home, Rapid Re-housing Program)
2.Direct Delivery Programs: Programs administered by the City to directly to tenants,
homeowners, landlords, and property owners. (e.g. SLC Community Land Trust)
HOUSING PROGRAM FUNDS POLICY: OVERVIEW
FoF: Funding Our Future
HUD: U.S. Department of Housing and Urban
Development
HUD funds include Community Development Block
Grant (CDBG), Home Investment Partnership
Program (HOME), Emergency Solutions Grant (ESG),
Housing Opportunities for Persons with AIDS
(HOPWA)
PI: Program Income
THLF: Tenant and Homeowner Revolving Loan Fund
ANNUAL BUDGET PROCESS
FLOW OF PROGRAM INCOME-
DIRECT DELIVERY
PROGRAMS
Committee composition:
•Two (2) members of the CDCIP Board, or its successor
•The Director of Community and Neighborhoods, or designee
•The Director of Housing Stability, or designee
•The City’s Chief Financial Officer, or designee
HOUSING PROGRAM FUNDS LOAN COMMITTEE
MISSION:
Provides financial assistance to low - and
moderate-income homeowners for expenses
related to maintaining safe and stable housing.
Preserves the housing stock and the health and
wellbeing of the families occupying them.
FUNDING AVAILABILITY:
Funding shall be provided on a first-come, first-
serve basis.
PROJECT MANAGEMENT:
The City provides project managements services
and issues funding directly to the construction
contractor on behalf of the homeowner.
HOME REPAIR PROGRAM POLICY: SUMMARY
FUNDING ASSISTANCE:
•Grants (up to $2,500 for seniors and persons
with a disabling condition).
•Loans (deferred ≤50% AMI, amortizing 50% to
80% AMI).
FUNDING APPROVAL:
Housing Program Funds Loan Committee.
MISSION:
Through the CLT Program, the City designates property as part of the land trust model, retaining ownership
of the land and selling only the housing unit to a qualified homebuyer (80% AMI and below). To facilitate
affordability for the homebuyer, the City leases the land to the homeowner through a below market-rate
lease and may provide mortgage financing for the purchase of the housing unit.
POLICY OBJECTIVES:
To promote affordable homeownership:
•For families to build wealth and achieve financial stability through equity sharing.
•In areas of opportunity as a platform for a range of positive life outcomes, including those related to
health and education.
•To combat displacement in neighborhoods faced with gentrification.
•To reject historical policies that perpetuated a racial wealth gap and precluded minorities and others
from purchasing a home.
COMMUNITY LAND TRUST PROGRAM POLICY: SUMMARY 1
USES OF PROGRAM FUNDING:
•The repurchase of CLT housing units.
•The rehabilitation of CLT housing units to
prepare the home for resale.
•Mortgage financing to homebuyers of CLT
housing units.
•The acquisition or development of property to
add new units to the CLT Program’s inventory.
HOMEOWNER EQUITY:
1.75% of the original sales price for each year the
homeowner has owned the home.
COMMUNITY LAND TRUST PROGRAM POLICY: SUMMARY 2
APPLICANT PRIORITIZATION:
First-come, first-served basis, provided however
that applicants that meet one or more of the
following criteria will be escalated on the waitlist:
•: Households that currently reside in the City.
•Households that have previously lived in the
City and that were displaced due to rising
housing costs or redevelopment of property.
FUNDING APPROVAL:
Housing Program Funds Loan Committee.
MISSION:
Provides financial assistance to property owners of naturally occurring affordable housing (NOAH) to carry out
property improvements in return for a long-term covenant to preserve affordability.
FUNDING ASSISTANCE:
•A combination of grants and loans.
•A higher proportion of grant for units with deeper affordability.
ELIGIBLE PROPERTIES:
•No current deed restriction requiring affordable rents; or an expiring deed restriction.
•Units are currently being rented at a rate affordable to households at or below 80% AMI.
•Demonstrated gap with the funding required to improve, maintain, and/or operate the property while
maintaining affordable rents.
NOAH PRESERVATION PILOT PROGRAM: SUMMARY 1
AFFORDABILITY TERM
At least 15 years or the term of the loan, whichever is greater.
AFFORDABILITY COVENANT:
•Master lease with a housing authority or other qualified agency, or
•Deed restriction.
FUNDING AVAILABILITY:
Issued first through a competitive notice of funding availability (NOFA), then on a first-come, first-serve basis if
funding is still available.
FUNDING APPROVAL:
•Recommendation: Housing Program Funds Loan Committee
•Approval: City Council
NOAH PRESERVATION PILOT PROGRAM: SUMMARY 2
Administration’s Recommendation (Requires Council Approval through future BA):
Home Repair Program:$500,000
CLT Program:$3,020,000
Tenant Relocation Program:$180,000
Line of Credit (LOC) Payoff:$2,600,000
Total:$7,500,000
NOAH Program (FY24 budget carryover): $1,200,000
Budgeted:
PROGRAM INCOME BUDGET STATUS AND RECOMMENDATION
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
CITY COUNCIL TRANSMITTAL
Rachel Otto, Chief of Staff
Date Received: 4/02/2024
Date sent to Council: 4/02/2024
TO:Salt Lake City Council DATE: 04/01/24
Victoria Petro, Chair
FROM: Blake Thomas, Director, Department of Community and Neighborhoods
SUBJECT: Draft legislative policies for the Housing Program Funds, including the
establishment of a Tenant and Homeowner Loan Fund, and the Direct Delivery Housing
Programs
STAFF CONTACT:
Tammy Hunsaker, Deputy Director, Community and Neighborhoods Department, 385-315-3315,
tammy.hunsaker@slcgov.com
Tony Milner, Director, Housing Stability Division, 801-535-6168, tony.milner@slcgov.com
Heather Royall, Deputy Director, Housing Stability Division, 801-535-7273,
heather.royall@slcgov.com
DOCUMENT TYPE: Information only
RECOMMENDATION: Briefing and policy discussion
BUDGET IMPACT: N/A
BACKGROUND/DISCUSSION: Salt Lake City (“City”) utilizes various funding sources to
support housing and community development activities. These funding sources primarily include
U.S. Department of Housing and Urban Development (HUD) grant programs, Funding Our
Future (FoF) sales tax funds, and program income, collectively called the Housing Program
Funds. The City allocates a portion of the Housing Program Funds to local organizations for the
implementation of activities that support the City’s goals, known as Subrecipient Programs. The
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
rachel otto (Apr 2, 2024 14:20 MDT)
2
City also retains a portion of the Housing Program Funds to administer activities and programs
directly to tenants, homeowners, landlords, and property owners, which is known as Direct
Delivery Programs.
Over the past several months, the Administration has briefed the Council on the Housing
Program Funds, particularly on the “dormant” program income and the Direct Delivery
Programs. As a next step, this transmittal includes draft legislative policies for the Council’s
review and consideration. The ultimate goal is to accomplish the following:
•Adopt a Housing Program Funds Policy to establish budgeting standards. This policy
shall include the formation of:
o A Housing Program Funds Loan Committee that will review, and in limited
circumstances approve, funding allocations.
o A Tenant and Homeowner Loan Fund that will serve as a revolving source of
revenue to continue to fund the Direct Delivery Programs.
•Adopt a policy for each of the Direct Delivery Programs to establish legislative standards
for how the programs shall be administered.
Background
On February 14, 2023, the Administration briefed the City Council on dormant program income
that had been generated over several years from certain Subrecipient Programs and Direct
Delivery Programs. At that time, the Administration identified the need for the following process
improvements:
1) Establish Legislative Policies for the Direct Delivery Programs
o Currently, the Administration is providing draft legislative policies for certain
Direct Delivery Programs for the Council’s review and consideration (Exhibits B
– D).
2) Increase Budget Transparency
o Currently, the Administration has incorporated a reporting requirement within the
draft legislative policies for the Direct Delivery Programs to ensure that the
Council receives regular updates on program outcomes to inform future budget
decisions. Furthermore, the Administration has provided a draft Housing Program
Funds policy that, once adopted, will establish standards for the budgeting process
which will t increase transparency (Exhibit A).
3)Align practices with the Open and Public Meetings Act (“OPMA”)
o Currently, the Administration is proposing that a Housing Program Funds Loan
Committee be established through the Housing Program Funds Policy. OPMA
will apply once the policy is codified. It is important to note that most
beneficiaries of the Direct Delivery Programs are low and moderate-income
individuals and families, and HUD requires that these populations remain
confidential. As such, sensitive information such as names, credit history,
incomes, and addresses will need to be generalized and/or kept confidential while
complying with OPMA requirements.
Draft Legislative Policies
Draft legislative polices are provided as Exhibits A – D for the Councils review and feedback.
3
The Council may wish to take note of the following:
•Salt Lake City Housing Program Funds Policy - Exhibit A
Once adopted, this policy will establish standards for the budgeting, accounting, and
reporting of the Housing Program Funds, and will establish a revolving loan fund, to be
named the Salt Lake City Tenant and Homeowner Loan Fund (THLF). This will serve as
a self-replenishing pool of revenue to fund the Direct Delivery Programs. Within the draft
policy, the budgeting process for revenue and treatment of program income is based on
the source of funding as follows:
o New Revenue:
Historically, the process to allocate new revenue to specific programs and
recipients has been different depending on the source of funding. For example,
HUD funds have been subjected to an application and review process that
includes recommendations by a resident advisory board and Mayor with final
allocations made by the Council, while FoF funds are subjected to a sealed
request for proposal (RFP) process. Oftentimes, the same agencies are allocated
funding through the different processes. To better coordinate resources, the
Administration is proposing to allocate all new funding through an application
process, with review by the resident advisory board and Mayor and final
allocations made by the Council.
o Restricted Program Income:
Program Income generated from HUD funds, Funding Our Future, or other
restricted sources must be administered according to associated requirements. For
example, program income generated by HUD-funded activities shall be
recaptured and reallocated annually, along with New Revenue, through an
application process, with review by the resident advisory board and Mayor and
final allocations made by the Council.
o Unrestricted Program Income:
Program income generated from activities funded with the THLF — a revolving
loan fund to be established and maintained as an account in the general fund — is
proposed to be recycled back into the THLF to continue to fund the Direct
Delivery Programs.
•Salt Lake City Home Repair Program - Exhibit B
The City has been operating the Home Repair Program for decades. The program
provides grants and loans to low and moderate-income homeowners, defined as 80% of
the area median income (AMI) and below, to address emergency and chronic home repair
needs. While Housing Stability has been administering the program pursuant to HUD
regulations, legislative polices have never been formally adopted by the Council.
Since the beneficiaries of the program are individuals and households, funding is
proposed to be allocated on a first-come-first-serve basis, rather than on a competitive
basis that positions one applicant against another. Once an applicant is deemed eligible,
the Administration is proposing that the Housing Program Funds Loan Committee is
4
given authority to make the final determination of funding terms pursuant to the
legislative policy.
The Administration is proposing that funding be allocated as either a conditional grant or
a deferred and/or below market loan. The issuance of grants is proposed to be limited to
senior or disabled populations. Loans shall only be structured with deferred payments for
households with an income of 50% AMI and below, or on a temporary basis with
demonstration of an economic hardship. Loans issued to households at 51% - 80% AMI
are proposed to be structured as amortizing loans with monthly repayments.
•Salt Lake City Community Land Trust (“CLT”) Program - Exhibit C
The City has been operating the CLT program since the Council adopted resolution 12 of
2017 which satisfies the requirements of Utah Code Section 10-8-2, in effect authorizing
the City to sell properties at below-market value to facilitate affordable homeownership
opportunities.
Through the CLT program, the City designates property as part of the land trust model,
retaining ownership of the land and only selling the housing structure to a qualified
homebuyer. To facilitate affordability for the homebuyer, the City leases the land to the
homeowner through a below market-rate lease. The City may also provide mortgage
financing for the purchase of the housing unit. The City has added eighteen housing units
to the CLT inventory and is actively working to acquire another single-family home with
budget approved by the Council for fiscal year 2024 (“FY 24”).
Since the beneficiaries of this program are individuals and households, available housing
units and corresponding mortgage financing are proposed to be allocated on a first-come-
first-serve basis, rather than on a competitive basis that positions one applicant against
another. Once an applicant is deemed eligible and is matched with a housing unit, the
Administration is proposing that the Housing Program Funds Loan Committee is given
authority to make the final determination of funding terms pursuant to the legislative
policy.
Even though the recommendation is administer the program on a first-come, first-serve
basis, the Administration is also proposing that the following populations receive a
priority position on the program’s waitlist in order to support the anti-displacement
efforts established in Thriving In Place:
o Households that currently reside in Salt Lake City municipal boundaries and have
done so for twelve (12) consecutive months or longer.
o Households that have previously lived in Salt Lake City for a minimum of five (5)
consecutive years, and that were displaced within the preceding five (5) years due
to rising housing costs or redevelopment of property.
5
If a CLT homeowner elects to sell their home, the draft policy proposes that the
homeowner shall receive all their cash equity invested in the house plus an equity share
of 1.75% of the original purchase price for each year of ownership to account for
appreciation, provided that the equity share is supported by an appraisal. The resale price
of the housing unit to the next family shall be based on the total of the original purchase
price and equity share from the previous transaction or the fair market value (“-FMV) of
the housing unit, whichever is lower. The price of housing units newly added to the CLT
inventory shall be based on the FMV of the housing unit. This helps keep housing
affordable because it is based on the FMV of the housing unit only, and not the land.
•Salt Lake City NOAH Preservation Pilot Program - Exhibit D
Through the FY 24 budget, the Council allocated $1.2 million for a Naturally Occurring
Affordable Housing NOAH pilot program. NOAH properties— constituting one of Salt
Lake City’s largest supply of affordable housing stock — maintain affordable rents
without public subsidy and, therefore, do not have a covenant that requires the property to
be rented at an affordable rate. These properties are often aging, integrated into
established neighborhoods, owned by small to medium scale landlords, and / or are at risk
of rent increases through redevelopment or property improvements.
This program, once established, is intended to provide financial assistance to NOAH
property owners to carry out property improvements in return for a long-term covenant to
preserve affordability. The covenant may be structured as either a deed restriction or as a
long-term master lease with a housing authority or another qualified housing provider.
A deed restriction would restrict the rental of the housing units to qualifying populations
at an affordable rental rate. A master lease would reserve the rental of the housing units
to recipients of rental vouchers, such as those received through the Housing Choice
Voucher (HCV) Program, with the rental rate restricted to the maximum amount allowed
by HUD. Reserving housing for families with an HCV, or other types of vouchers, would
allow families to retain housing within the city, as families with a voucher often find it
difficult to locate housing that is under the maximum rental rate allowed by HUD. As
such, the high cost of rental housing has limited the number of families able to use their
vouchers within the city.
It is important for the program to strike a balance between providing an appropriate level
of financial incentive while also attracting NOAH property owners to participate. By
definition, NOAH properties do not have an affordable housing encumbrance. Once an
encumbrance is recorded on a property’s title, the property’s value is decreased due to the
restriction of rental income over time. The lower the rents are restricted, the more the
value of the NOAH is impacted. Accordingly, the proposed polices for the City’s NOAH
pilot program provide a greater incentive for units that are restricted at lower AMIs. The
financing structure is proposed to be issued as a split between a grant and a loan, with the
proportion of grant being larger for units that are at the lowest AMIs.
Since the direct beneficiaries of this program are property owners, and the confidential
information of tenants is not a factor, the funding is proposed to be initially offered on a
6
competitive basis. If qualifying applications are not received, the funding will then
become available on a first-come-first-serve basis. Qualifying applications will be
reviewed by the Housing Programs Loan Committee for a recommendation, then be
forwarded to the City Council for final funding approval. Since the program is initially
being structured as a pilot program, the funding is proposed to be allocated in multiple
tranches to be able to test the structure of the program and learn and adjust accordingly.
Budget Considerations
Through the FY24 budget process, the Council allocated $1.2 million to the NOAH program
from the unrestricted program income. In addition to the NOAH funding, there is $5,920,000
available in unrestricted program income that was approved by the Council as part of the FY 24
budget, but has not been allocated to a specific use or program. Through various briefings, the
Administration has proposed that additional dormant program income be allocated to capitalize
the THLF, with the following allocations to specific Direct Delivery Programs:
o Home Repair Program: $500,000
o CLT Program with Homebuyer Mortgages: $2,100,000
If the Council is supportive of budget allocations to these programs, the Administration will
prepare a budget action item for the Council’s consideration. As new program income is
generated, the program income is proposed to be recycled through the THLF pursuant to the
Housing Program Funds Policy. Not related to these programs, the Administration has proposed
that the unrestricted program income be used to pay off two lines of credit that were utilized
years ago to assume shares in homebuyer mortgage loans issued by the City. The current balance
required to pay off these lines of credit is ~$2,604,000, as payments are being made monthly and
the principal is decreasing. Paying off these lines of credit will save the City a significant amount
of interest. In addition, the Administration has proposed that $180,000 of dormant program
income be used for a Tenant Relocation Program that the City is establishing based on the
policies priorities adopted through Thriving in Place, the City’s anti-displacement plan. In regard
to any remaining unrestricted program income, the Administration proposes that that funding be
allocated to the THLF for future allocation to a specific Direct Delivery Program.
PUBLIC PROCESS: The Administration has briefed the Council on the dormant program
income funds on multiple occasions, and any budget allocations of the dormant program income
is subject to the City’s budgeting process.
EXHIBITS:
A. Salt Lake City Housing Program Funds Policy
B. Salt Lake City Home Repair Program
C. Salt Lake City Community Land Trust (“CLT”) Program
D. Salt Lake City NOAH Preservation Pilot Program
EXHIBIT A: Page 1
DRAFT - Salt Lake City Housing Program Funds Policy
Salt Lake City Housing Program Funds Policy
DRAFT
1. GENERAL
1.1 Scope
Salt Lake City (“City”) utilizes various funding sources to support housing and community development activities (collectively
the “Housing Program Funds”). The City allocates a portion of the Housing Program Funds to local organizations for the
implementation of activities that support the City’s goals (“Subrecipient Programs”). The City also retains a portion of the
Housing Program Funds to administer activities and programs directly to tenants, homeowners, landlords, and property owners
(“Direct Delivery Programs”). This policy establishes standards for the financial and reporting standards for the Housing Program
Funds. In addition, this policy establishes a revolving loan fund as a self-replenishing pool of revenue to fund the Direct Delivery
Programs.
1.2 Intent
Housing and community development policies are outlined in various plans that have been adopted or approved by the City. The
intent of the Housing Program Funds is to implement the goals and objectives that are outlined in the relevant plans, including but
not limited to the City’s moderate-income housing plan, anti-displacement plan, and 5-year consolidated plan as required by the
U.S. Department of Housing and Urban Development (HUD). The uses of the funds for the Direct Delivery Programs shall be
outlined in the specific program policy.
2. FINANCIAL
2.1 Revenue
Housing Program Funds revenue sources shall include:
A. Federal Ongoing: Revenue from federal funding sources that is allocated annually to the City for affordable housing and
community development activities, including the following HUD programs: Community Development Block Grant (CDBG),
Home Investment Partnership Program (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for Persons
with AIDS (HOPWA).
B. Funding Our Future (FoF): FoF sales tax dollars that are designated annually for housing programs.
C.Program Income: Revenue generated from the sale of property, the repayment of principal and interest, or other sources of
revenue generated from an activity funded with the Housing Program Funds. To comply with the various statutory
requirements for each revenue source, the City shall separately account for Program Income according to the associated
EXHIBIT A: Page 2
DRAFT - Salt Lake City Housing Program Funds Policy
source, as follows:
o Restricted Program Income: Program Income generated from Federal Ongoing, FoF, or other sources with federal,
state, or other restrictions shall be administered according to associated requirements. For example, Program Income
generated from Federal Ongoing funding sources maintains federal requirements in perpetuity and shall be recaptured
and reallocated annually pursuant to federal regulations.
o Unrestricted Program Income: Program Income generated from the Tenant and Homeowner Loan Fund, or another
source that does not have restrictions on the utilization of program income, shall be deposited into a revolving loan
fund, pursuant to Section 3: Tenant and Homeowner Revolving Loan Fund, to continue to further the policy
objectives contained herein.
D. Other Housing Program Funds: The City may designate general fund or other one-time funding from federal, state, or other
sources for housing or community development purposes.
2.2 Expenditures
2.2.1 : Annual Budget Allocations
The City Council shall appropriate the Housing Program Funds revenue to specific Direct Delivery and Subrecipient programs
through the annual budget process. The Administration shall propose funding recommendations to the City Council either through
a competitive application process or through administrative budget recommendations, as follows:
A.Competitive Application Process
The following sources of Revenue shall fund either Subrecipient or Direct Delivery programs and shall be subject to
an annual competitive application process:
a.Federal Ongoing
b.FoF
c.Restricted Program Income
d.Other Housing Program Funds (on a case-by-case basis)
Applications shall be subject to a review and funding recommendation process conducted first by the Community
Development and Capital Improvement Program Advisory Board (“CDCIP Board”), or its successor, then by the
Mayor. The CDCIP Board and Mayor’s funding recommendations shall be submitted to the City Council during the
budget deliberation process for the upcoming fiscal year.
B.Administrative Budget Recommendations
The following sources of Revenue shall fund Direct Delivery Programs to ensure their financial viability. Funding
recommendations shall be submitted through the Mayor’s Recommended Budget:
a.Unrestricted Program Income
EXHIBIT A: Page 3
DRAFT - Salt Lake City Housing Program Funds Policy
b.Other Housing Program Funds (on a case-by-case basis)
2.2.2 : Direct Delivery Program Project Allocations
Once The City Council has appropriated funding to a Direct Delivery Program, funding allocations to specific project recipients
shall be determined by the respective Direct Delivery Program policy. A Housing Program Funds Loan Committee shall be
established to provide recommendations or decisions of funding, as established by the respective Direct Delivery Program policy,
and shall be comprised of five (members), as follows:
A. Two (2) members of the CDCIP Board, or its successor
B. The Director of Community and Neighborhoods, or designee
C. The Director of Housing Stability, or designee
D. The City’s Chief Financial Officer, or designee
3. TENANT AND HOMEOWNER REVOLVING LOAN FUND
The Salt Lake City Tenant and Homeownership Loan Fund (THLF) shall be established and maintained as a restricted account in the general
fund to facilitate the recycling of Unrestricted Program Income for the implementation of the Direct Delivery Programs. The THLF shall be
financially managed by the Department of Finance (“Finance”). There shall be deposited into the fund all monies received by the City that do
not have federal or state restrictions and that are dedicated to community development and affordable housing programs, including, but not
limited to:
A. Unrestricted Program Income;
B. In lieu payments, mitigation fees, contributions, and other monies that may be received by the City for the purposes of tenant and
homeownership housing programs; and
C. Other monies appropriated by the City Council.
No expenditure shall be made from the THLF without approval of the City Council. Through the annual budget, the City Council shall allocate
funds from the THLF to specific Direct Delivery Programs pursuant to Section 2.2.
4. REPORTING
The Mayor’s Administration shall submit a report to the City Council on an annual basis that provides an overview of budget expenditures and
associated outcomes. The report shall include a summary of property transactions, loans, grants, and populations served. To keep the identity
of individuals, tenants, homeowners confidential, reporting shall include the census block group of the property, household, or individual
served rather than the address.
EXHIBIT A: Page 4
DRAFT - Salt Lake City Housing Program Funds Policy
I
HOUSING PROGRAM FUNDS
FEDERAL /FUNDING OUR
FUTURE FUNDS
FUNDIN:G SOURCES
REVENUE
TENANT HOMEOWNER
LOAN FUND
FUNDING SOURCES
◄······-.
•Federal Ongoing (CDBG, HOME, ESG, HOPWA)
•Funding Our Future
•Program Income: Restricted
•Other (Case by case basis)
•Program Income: Unrestricted
•Other (Case by case basis)
ANNUAL BUDGET PROCESS
COMPETITIVE APPLICATION PROCESS
•Community Board Recommendations
•Maym Recommendations
PROGRAMS
•Direct Delivery Programs
•Subrecipient Programs
MAYORS RECOMMENDED BUDGET
v •Administrative Recommendations
EXPENDITURES
PROGRAMS
•Direct Delivery Pmgrams
1
• • • • • • • ......• •• RESTRICTED • • • • • • • • • • • •◄ PROGRAM INCOME ►··..···..·· UNRESTRICTED • • .. •...........•.. •11
V
REPORTING TO CITY COUNCIL
•••••••►
v
EXHIBIT B: Page 1
Draft - Salt Lake City Home Repair Program
Salt Lake City Home Repair Program
Legislative Policies
DRAFT
1. GENERAL
1.1 Mission
The Home Repair Program (“Program”) provides financial assistance to low- and moderate-income homeowners (“Homeowners”)
for expenses related to maintaining safe and stable housing in order to preserve the housing stock and the health and wellbeing of
the families occupying them. Financial assistance is facilitated through the execution of an agreement between the City,
Homeowner, and construction contractor. The City provides project managements services and issues funding directly to the
construction contractor on behalf of the Homeowner.
1.2 Project Types
The Program includes two types of projects, as follows:
A. Minor Repair: Addresses minor home repairs and accessibility needs.
B. Home Rehabilitation: Correct deficiencies and bring homes up to Salt Lake City’s existing Housing Code.
1.3 Program Administration
The Program shall be administered by the Housing Stability Division, including staff to manage the administration, construction
management, and loan servicing aspects of the Program.
2. PROGRAM FUNDING
2.1 Funding Sources
The Program shall be funded pursuant to the Housing Funds Policy.
2.2 Program Income
Program income shall be generated by the repayment of principal and interest on loans issued through the Program. The financial
management of program income shall be pursuant to the Housing Funds Policy.
2.3 Uses of Funding
Funding allocations shall be utilized to issue grants and loans to eligible Homeowners.
EXHIBIT B: Page 2
Draft - Salt Lake City Home Repair Program
3. ELIGIBILITY REQUIREMENTS
3.1 Eligible Properties
Eligible properties shall be owner-occupied housing units located within Salt Lake City boundaries. The property’s real estate
taxes, water, and sewer payments must be current and in good standing with the City, provided however that Program funding
may be utilized to address code violations.
3.2 Eligible Costs
Eligible Costs shall include up to 100% of the cost of labor and materials to correct substandard conditions, correct violations of
local housing codes, and to implement certain type of improvements, as follows:
A. Replacement and repair of principal fixtures
B. Replacement and repair of components of existing structures
C. Installation of security and safety devices
D. Weatherization and conservation improvements including for water and energy efficiency
E. Accessibility improvements and upgrades
F. Lead, radon, and other hazard mitigations
G. Closing costs, loan origination fees, and loan servicing fees
3.3 Eligible Homeowners
Homeowner eligibility shall be based on the following criteria by Project Type:
A. Minor Repair:
a. Have a household income of 80% of the area median income (AMI) and below; and
b. Have a primary resident that is either a senior (aged 62 years or older), or living with a disabling condition that is
recognized under federal guidelines.
B. Home Rehabilitation:
a. Homeowners shall be, and intend to remain, the principal residence of the property for the term of the loan; and
b. Have a household income of 80% AMI and below; and
c. For households obtaining an amortizing loan:
i. Have sufficient income to pay back the loan, as determined by the ratio of the homeowner’s debt-to-income
(DTI). Total monthly revolving debts, including the costs for the Home Repair Program loan, cannot exceed a
DTI of 45% of the gross monthly income or the maximum amount allowed under HUD’s First Time
Homebuyer Program or its successor. In addition to a DTI of 45% or lower, the homeowner shall be required
to demonstrate sufficient income, defined as the amount of money a household has left over each month after
paying major expenses such as mortgages and car loans, to cover the cost of household needs such as food,
EXHIBIT B: Page 3
Draft - Salt Lake City Home Repair Program
fuel, clothing, and other household essentials.
ii. Have a good history of meeting their financial obligations, as determined by the homeowner’s credit report.
4. FUNDING TERMS AND CONDITIONS
Funding awards shall be based on the following terms and conditions:
PROJECT
TYPE:MINOR REPAIR HOME REHABILITATION
Type of
Assistance Grant Conditional grant Deferred loan Amortized loan
AMI
Up to 80% AMI; and a
senior or disabling
condition
Up to 30% AMI
and a senior or
disabling condition
Up to 50% AMI 51% to 80% AMI
Debt to Income
Requirement n/a n/a n/a 40% or below
Homeowner
Occupancy
Requirement
Primary resident upon
distribution of funds 5 Years Term of the loan
Term n/a 5 Years
As long as
ownership and
occupancy
requirements are
met
Up to 20 Years
Interest Rate n/a n/a 0%0-4%
Default Interest
Rate n/a 4% on the outstanding balance
Payment Type n/a n/a Payments are
deferred Payments shall be due monthly
Maximum
Assistance
Up to $2,500 annually;
lifetime limit of
$20,000 per owner
Up to $50,000;
lifetime limit of
$50,000 per owner
Up to $50,000, only one active loan per property
Collateral None Deed of trust
EXHIBIT B: Page 4
Draft - Salt Lake City Home Repair Program
NOTES:
▪Conditional Grants: Conditional grants shall be forgiven over a 5-year term on a prorated basis. Accordingly, 20% of the
loan shall be forgiven annually.
▪Deferred Loans: Deferred loans shall become payable upon sale or transfer of the property or if the Homeowner no longer
lives in the property as an owner-occupant.
▪Transfer of Loans: Loan may be transferred to certain heirs, including a spouse, child, or a domestic partner, that assume
title of the Housing Unit. Eligibility of loan transfer will be analyzed on a case-by-case basis.
▪Amortized Loans:
•Term: Amortized loans shall have a 20-year term but may be shorter if the applicant demonstrates the ability to
accelerate repayment based on a DTI analysis.
•Interest Rate: Amortized loans shall have an interest rate that is competitive to the current market rate but shall be
no lower than 3% unless the applicant demonstrates the need for a lower payment based on a DTI analysis.
•Maximum Assistance: The Maximum Assistance amount for amortized loans shall be sized to the lower of
$50,000 or the maximum amount affordable with the DTI maximum established in Section 3: Eligibility
Requirements.
5. APPROVAL PROCESS
Funding shall be awarded on a first come first served basis, as per the date a complete application is submitted. Once a completed
application is submitted, the application shall be processed for approval as follows:
A. Housing Stability staff shall verify that all Eligibility Requirements are met. If requirements are not met, the application will be
denied.
B. If Eligibility Requirements are met, Housing Stability staff shall make a recommendation to the Housing Program Funds Loan
Committee regarding the maximum assistance amount and other funding terms and conditions based on the standards established
in Section 4: Funding Terms and Conditions.
C. The Housing Program Funds Loan Committee shall review and has the authority to approve the funding request within the
standards set forth in this policy.
6. PROCUREMENT, CONTRACTING, AND DISBURSEMENT OF FUNDS
Once an application is approved by the Housing Program Funds Loan Committee, a procurement and contracting process that complies
with City and HUD policy shall be carried out. Housing Stability staff shall provide project management services, in coordination with the
Homeowner and contractor, to establish and carry out a scope of work. Grant/loan proceeds may be disbursed to the contractor through
construction draws.
EXHIBIT B: Page 5
Draft - Salt Lake City Home Repair Program
7. LOAN DEFERMENT AND MODIFICATION
7.1 Temporary Deferment of Amortized Loans
On an annual basis, existing loan holders can apply for a partial or full deferment of monthly loan payments if the household’s
DTI percentage exceeds 50% considering all revolving debt including the Program loan. The amount of monthly loan payments to
be deferred shall be based on the 50% DTI threshold. Requests for deferments shall be evidenced by a financial analysis of the
household’s income and debt obligations. Deferments may be approved by the Housing Program Funds Loan Committee for up to
12 months and may be reauthorized on an annual basis for up to five (5) years, consecutive or nonconsecutive, during the term of
the loan. If a loan deferment is granted, the loan shall be extended for an equivalent period of time.
7.2 Permanent Modification or Deferment of Amortized Loans
The following options may be considered if a loan holder continues to experience an economic hardship and has exhausted the
temporary loan deferment option provided under Section 7.1:
A. Loan Modification
If a Household continues to experience a temporary economic hardship, the loan holder may request a permanent loan
modification. The loan modification may include extension of the loan term up to 30 years and/or an interest rate reduction.
Such requests shall be reviewed and approved by the Housing Program Funds Loan Committee.
B. Permanent Loan Deferment
If a Household has experienced a severe and permanent economic hardship, the loan holder may request a deferment of the
loan until the Homeowner no longer lives in the property as an owner-occupant. The loan shall be due upon sale or transfer of
the property. Notwithstanding, the loan may be transferred to certain heirs including a spouse, child, or a person living in the
household for at least one year prior to Homeowner’s death. In order to be authorized, such requests shall be reviewed and
recommended by the Housing Program Funds Loan Committee and approved by the Director of Community and
Neighborhoods.
8. REPORTING
Housing Stability shall submit a report to the City Council on an annual basis. The report shall include outcomes associated with the
Programs including a summary of projects completed, number of new grants and loans, total outstanding balance of the loan portfolio, and
number of delinquencies.
EXHIBIT B: Page 6
Draft - Salt Lake City Home Repair Program
EXHIBIT C: Page 1
Draft - Salt Lake City Community Land Trust Program
Salt Lake City Community Land Trust Program
Legislative Policies
DRAFT
1. GENERAL
1.1 Mission
The Community Land Trust and Homebuyer Loans (collectively the “CLT Program”) work in tandem to provide for-sale housing
units in conjunction with mortgage loans to facilitate homeownership opportunities for low- and moderate-income (LMI)
households and to maintain the units as affordable over the long-term. The CLT Program allows for equity sharing upon the sale
of the home to promote wealth building. The City designates property as part of the land trust model, retaining ownership of the
land (“Land”) and selling only the housing structure (“Housing Unit”) to a qualified homebuyer (“Homebuyer”). To facilitate
affordability for the Homebuyer, the City leases the Land to the Homeowner through a below market-rate lease (“Ground Lease”)
and may provide mortgage financing for the purchase of the Housing Unit.
1.2 Policy Objectives
The CLT Program shall promote:
A.Affordable homeownership as a way for low and moderate-income families to build wealth and achieve financial stability
through equity sharing.
B. Affordable homeownership as a way to reject historical policies that precluded minorities and others from purchasing a home
and widened the racial wealth gap.
C. Affordable homeownership in areas of opportunity as a platform for a range of positive life outcomes, including those related
to health and education.
D. Affordable homeownership opportunities to combat displacement in neighborhoods faced with gentrification.
1.3 Program Administration
The CLT Program shall be administered by the Housing Stability Division, including management of the administration,
rehabilitation activities, and loan servicing aspects of the Program.
1.4 Scope of Services
Homebuyer Loan mortgage financing issued by the City is exclusively available to Homebuyers participating in the CLT
Program; however, a Homebuyer participating in the CLT Program is not required to utilize Homebuyer Loan mortgage financing
issued by the City and may use another source of financing subject to approval by the City.
EXHIBIT C: Page 2
Draft - Salt Lake City Community Land Trust Program
1.5 Program Inventory
Program Inventory shall include residential properties located within Salt Lake City boundaries that have been acquired by the
City and designated as part of the CLT Program. Once a property is designated as part of the CLT Program, it shall remain in the
CLT Program in perpetuity unless the property is deemed to no longer serve the Mission of the CLT Program or is needed for a
different public purpose. In instances where a property shall be disposed of, the property shall be disposed of pursuant to City
Code 2.58: City Owned Real Property, but with the sales proceeds designated as Program Income pursuant to this policy.
Properties may be acquired for the CLT Program through the following ways:
A. The City may purchase properties on the open market.
B. The City may purchase properties that, as part of a mortgage or loan issued by the City, there is a contractual clause that gives
the City the first opportunity to buy the property.
C. The City or its Redevelopment Agency may build Housing Units or partner with development partners to build Housing Units
on surplus or other City-owned property.
D. The City may purchase property from homeowners who want to place their home into the CLT Program or who agree to
undertake a sale-leaseback scenario. Under a sale-leaseback scenario, a property owner would sell the land underneath their
house to the City and continue living in the Housing Unit under a long-term Lease. This would provide property owners, such
as seniors living on a fixed income, with revenue from the land sale while also adding to the CLT Program’s inventory.
2. PROGRAM FUNDING
2.1 Funding Sources
The CLT Program shall be funded pursuant to the Housing Program Funds Policy.
2.2 Program Income
Program income shall be generated from the sale of property and the repayment of principal and interest on loans issued through
the CLT Program. The financial management of program income shall be pursuant to the Housing Funds Policy.
2.3 Uses of Funding
Funding allocations shall be utilized for the following activities:
A. The repurchase of Housing Units.
B. The rehabilitation of Housing Units to prepare the home for resale.
C. Mortgage financing to Homebuyers of Housing Units.
D. The acquisition or development of property to add new units to the CLT Program’s inventory.
EXHIBIT C: Page 3
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3. ELIGIBILITY, PRIORITIZATION, AND APPROVAL PROCESS
3.1 Eligibility Requirements:
To be eligible to participate in the CLT Program, an applicant shall meet the following threshold requirements:
A. Maximum Income: A household shall have an annual income which does not exceed 80% of the area median income (AMI)
of households of equal size residing in the Salt Lake statistical areas as defined by the U.S. Department of Housing and Urban
Development (HUD).
B. Creditworthiness: A household shall demonstrate a history of meeting their financial obligations, as determined by the
homeowner’s credit report.
C.Debt Capacity: A household’s debt to income (DTI) percentage, including all revolving debt inclusive of the prospective
mortgage financing, shall not exceed 45% of the gross monthly income or the maximum amount allowed under HUD’s First
Time Homebuyer Program.
D.Tenure Status: A household shall be a first-time homebuyer or have not owned a home in the past five (5) years, or a single
parent or individual who has only owned a home with a former spouse or partner while married or in a domestic partnership.
3.2 Application Prioritization and Housing Unit Selection:
Applicants that successfully meet the Eligibility Requirements (“Pre-Approved Applicants”) will be placed on a waitlist that is
based on a first-come, first-served basis. Provided however that Pre-Approved Applicants that meet one or more of the following
criteria will be escalated on the waitlist higher than Pre-Approved Applicants that do not meet these criteria:
A. Households that currently reside in Salt Lake City municipal boundaries and have done so for twelve (12) consecutive months
or longer.
B. Households that have previously lived in Salt Lake City for a minimum of five (5) consecutive years, and that were displaced
within the preceding five (5) years due to rising housing costs or redevelopment of property.
Once a Housing Unit becomes available, Housing Stability staff will offer it to the first prioritized Pre-Approved Applicant. The
applicant may select to move forward with purchasing the Housing Unit or may decline to move forward with that particular
Housing Unit. If a Pre-Approved Applicant passes on a Housing Unit, the Housing Unit will be offered to the next prioritized
applicant on the waitlist. A Pre-Approved Applicant may pass on a Housing Unit and remain in the same position on the waitlist.
Applicants shall demonstrate that they meet eligibility requirements at the time of application and at the time of closing.
3.3 Mortgage Financing Approval Process:
Once a Pre-Approved Applicant is matched with a Housing Unit, the Pre-Approved Applicant shall obtain mortgage financing in
EXHIBIT C: Page 4
Draft - Salt Lake City Community Land Trust Program
one of two ways, as follows:
A. If the Pre-Approved Applicant is obtaining independent mortgage financing, the applicant shall provide the City with
evidence of the third-party financing amount and terms and the third-party lender’s acknowledgement of participation in the
CLT Program; or
B.If the Pre-Approved Applicant is obtaining a Homebuyer Loan through the City, Housing Stability staff shall underwrite the
loan pursuant to the standards established in Section 4: Mortgage Financing.
The Housing Program Funds Loan Committee shall review and has the authority to approve the Pre-Approved Applicants
acquisition of the Housing Unit and, if applicable, the terms of the Homebuyer Loan to be issued by the City within the standards
set forth in this policy.
4. MORTGAGE FINANCING
4.1 Terms and Conditions:
If the Homebuyer elects to obtain a Homebuyer Loan issued by the City, the mortgage financing shall be underwritten and issued
pursuant to the following terms and conditions:
A. Maximum Loan Amount: Up to 100% of the purchase price of the Housing Unit.
B. Debt to Income Maximum: The DTI maximum is the limit established in Section 3: Eligibility Requirements.
C. Interest Rate: The interest rate shall be 3%, provided however that a household’s debt to income (DTI) percentage, including
all revolving debt inclusive of the prospective loan, is below the DTI maximum established in Section 3: Eligibility
Requirements. If a household’s DTI percentage is above the threshold, the interest rate may be reduced to meet the threshold.
Interest rates shall be competitive to the market and at no time shall be below 1%.
D. Term: The term of the loan shall be up to 30 years.
E. Payments: Payments shall be collected monthly. Late payments are subject to a 4% late fee.
F. Security: A Deed of Trust and Promissory Note will be recorded on the property.
5. COMMUNITY LAND TRUST
5.1 Pricing Overview:
EXHIBIT C: Page 5
Draft - Salt Lake City Community Land Trust Program
The resale price and equity sharing terms are intended to balance permanent affordability with equity-building opportunity. If a
Homeowner elects to sell their Housing Unit, the Homeowner shall receive the equity they paid down on their mortgage, plus a
limited amount of equity from Housing Unit’s appreciation in value. The following components shall be considered:
A. Base Price: The Base Price shall be the original purchase price of the Housing Unit by the Homeowner, including the sum of
the Homebuyer’s down payment and the amount mortgaged.
B.Equity Earned: The equity attributed to the Homeowner’s down payment and principal paid on the mortgage.
C. Equity Appreciation: The equity attributed to the appreciation of the Housing Unit’s value after its purchase by the
Homeowner.
5.2 Resale Price and Equity Determination:
When a Homeowner decides to sell, whether to the City or directly to another qualified household, the Resale Price and
corresponding Homeowner Equity Determination shall be the lower of the following two options:
A.Option 1 - Standard Formula:
o Resale Price: The Base Price plus 1.75% of the Base Price, not compounding, for each year the Homeowner has
owned the Housing Unit. Formula: (Base Price) + (1.75% x Base Price x years of ownership)
o Homeowner Equity Determination: Equity Earned plus Equity Appreciation capped at 1.75% of the Base Price for
each year of ownership, not compounding. Formula: (Earned Equity) + (Base Price x 1.75% x years of ownership)
B. Option 2 - Appraised Value:
o Resale Price: If the City believes the Resale Formula output is too high for market conditions, the City may, at its
expense, commission a market valuation of the Housing Unit. Formula: Appraised Value
o Homeowner Equity Determination: The Appraised Value less any outstanding mortgage debt. Formula: Appraised
Value – Mortgage Debt
For Housing Units newly added to the Program Inventory or Housing Units within the existing inventory that appraise lower than
the previously calculated Resale Price, the City may set the current Resale Price at the fair market value of the Housing Unit as
determined by an appraisal, considering the Housing Unit only and not the value of the land.
5.3 Ground Lease Terms, Fees, Renewal Option
A. Occupancy Requirement: Homeowners shall maintain the housing unit as a primary residence continuously over the term of
the ground lease.
B. Initial Lease Term: Ninety-nine (99) years.
C. Lease Renewal Term: Homeowners shall have the option to extend the terms of the Lease for ninety-nine (99) years.
D. Lease Expiration or Termination: Upon expiration or early termination of a Lease, ownership of the Housing Unit shall revert
to the City. Upon reversion to the City, the City shall pay the Homeowner, or the Homeowner’s heirs upon death, pursuant to
EXHIBIT C: Page 6
Draft - Salt Lake City Community Land Trust Program
Section 5.2: Resale Price and Equity Determination.
E. Transfer: Homeowner may transfer the lease to income qualified households upon approval by the City, including under the
following conditions:
a. A transfer to a new Homeowner due to a sale of the Housing Unit. The sale shall comply with Section 5.2: Resale
Price and Equity Determination and be approved by the City.
b. A transfer, as approved by the City, to certain heirs upon death including a spouse, designated guardian of the
Homeowner’s child under the age of 18, or a person living in the household for at least one year prior to homeowner’s
death. The eligibility of a ground lease transfer shall be analyzed and approved on a case-by-case basis.
F. Lease Fee: $50 per month. The Lease Fee may increase from time to time but may not be increased more than 3% year-over-
year.
G. Common Area Maintenance (CAM) Fee: For multifamily units, a CAM fee may be assessed that equates to the prorated cost
of expenses relating to the maintenance of common areas.
H. Maintenance and Repairs: The Homeowner is responsible for repairs and maintenance for both the land and improvements
unless otherwise covered by a CAM Fee.
I. Repair and Replacement Reserve: A modest fee may be collected on a monthly or annual basis and held by the City in a
Repair and Replacement Reserve account to be accessed by the homeowner for repairs and replacement of structural and
mechanical systems as approved by the City. Upon resale of a Housing Unit or termination of a Lease, funds accumulated in
the Homeowner’s Repair and Replacement Reserve shall be used by the City to fund improvements for Housing Units in the
CLT Program’s inventory.
5.4 Option to Purchase Terms
In the event that the Homeowner wishes to sell the Housing Unit, the Homeowner shall notify the City, and the City shall have the
option to purchase the Housing Unit pursuant to Section 5.2: Resale Price and Equity Determination. If the City declines or the
purchase option expires, the Homeowner has the right to sell the Housing Unit in coordination with the City and pursuant to the
terms contained herein. Any sale or transfer of a Housing Unit is subject to either an assignment of an existing Lease, with
approval by the City, or the execution of a new Lease with the City.
5.5 Property Taxes
Homeowners are responsible for paying property taxes on the Housing Unit, as assessed by Salt Lake County or other local taxing
districts. If the Housing Unit is financed with a mortgage obtained through the CLT Program, the City may hold an escrow
account to collect and pay property taxes and insurance on behalf of the Homeowner. If the Homeowner does not have mortgage
financing with the City, the Homeowner shall be responsible for paying property taxes directly to Salt Lake County.
6. DEFERMENT, MODIFICATION, AND DEFAULT
EXHIBIT C: Page 7
Draft - Salt Lake City Community Land Trust Program
6.1 Temporary Payment Modification or Deferment of Homebuyer Loan
If a Homeowner is experiencing an economic hardship, the Homeowner may apply for a modification of payments or a full or
partial deferment of payments to the City. To receive a payment modification or deferment, the Homeowner shall demonstrate that
its household’s DTI percentage exceeds 45% considering all revolving debt including the CLT Program payments. The portion of
monthly payment amount to be modified or deferred shall be based on the 45% DTI threshold. Request for modifications or
deferment shall be evidenced by a financial analysis of the household’s income and debt obligations. Modifications or deferments
may be approved by the Housing Program Funds Loan Committee for up to 12 months and may be reauthorized on an annual
basis for up to thirty-six (36) months, consecutive or nonconsecutive, during the term of the loan. If a loan deferment is granted,
the loan shall be extended for an equivalent period of time.
6.2 Modification of a Homebuyer Loan
If the ability to defer has been exhausted, a Homeowner may request a permanent modification to a Mortgage Loan issued by the
City. The modification may include adjustment of the term and/or interest rate to make the loan payments more affordable.
Modifications shall be reviewed by the Housing Program Funds Loan Committee and unanimously approved by the Director of
Housing Stability, Director of Community and Neighborhoods, and Chief Financial Officer or designee.
6.3 Default
If a Homeowner defaults on a Homebuyer Loan and/or Ground Lease and does not remedy the default, the City may terminate the
Ground Lease, and repurchase the Housing Unit subject to Section 5.2 Resale Price and Equity Determination.
7. REPORTING
Housing Stability shall submit a report to the City Council on an annual basis. The report shall include outcomes associated with the
Program including an overview of the inventory of Housing Units, purchase and sale transactions, and budget expenditures and revenue.
To keep the identity of Homeowners confidential, reporting shall include the census block group of the Housing Unit rather than the
address.
EXHIBIT D: Page 1
Draft - Salt Lake City NOAH Preservation Pilot Program
Salt Lake City NOAH Preservation Pilot Program
Legislative Policies
DRAFT
1. GENERAL
1.1 Mission
The NOAH Preservation Program (“Program”) provides financial assistance to property owners (“Owners”) of naturally occurring
affordable housing (NOAH) to carry out property improvements in return for a long-term covenant to preserve affordability.
NOAH properties, constituting one of Salt Lake City’s largest supply of affordable housing stock, maintain affordable rents
without public subsidy and, therefore, do not have a covenant that requires the property to be rented at an affordable rate. The lack
of covenants and subsidies makes NOAH assets vulnerable to either redevelopment or disrepair, both of which create instability
for communities. When NOAH properties are redeveloped due to market speculation or upgrades that result in higher rents,
existing renters are displaced, and affordable housing units are lost. To preserve the city’s affordable housing stock and prevent
displacement, the Program shall provide low interest loans to Owners with the shared social goal of preserving affordability for
the long term.
1.2 Program Administration
The Program shall be administered by the Housing Stability Division, including staff to manage the administration and loan
servicing aspects of the Program.
2. PROGRAM FUNDING
2.1 Funding Sources
The Program shall be funded pursuant to the Housing Program Funds Policy.
2.2 Program Income
Program income shall be generated by the repayment of principal and interest on loans issued through the Program. The
financial management of program income shall be pursuant to the Housing Funds Policy.
2.3 Uses of Funding
Funding allocations shall be utilized to issue loans to eligible Owners.
EXHIBIT D: Page 2
Draft - Salt Lake City NOAH Preservation Pilot Program
3. ELIGIBILITY REQUIREMENTS
3.1 Eligible Properties
Eligible properties shall be properties located within Salt Lake City boundaries that:
A. Currently do not have a deed restriction or covenant requiring affordable rents; or that have a project-based affordability deed
restriction or covenant that is at risk of being lost due to contract expiration.
B. Include housing units that are currently being rented at a rate affordable to households at or below 80% of the area median
income (AMI) as defined by the U.S. Department of Housing and Urban Development (HUD), hereafter referred to as an
Affordable Unit. An Affordable Unit shall have an annualized rental rate, including cost for basic utilities, that does not
exceed thirty percent (30%) of the maximum monthly income permissible for the applicable AMI, assuming a household size
equal to the number of bedrooms in the unit plus one.
C. Demonstrate a gap between the funding required to improve, maintain, and/or operate the property while maintaining rental
rates for the Affordable Units and the amount of revenue available.
D. Are current and in good standing with the City on real estate taxes, water, and sewer payments.
3.2 Eligible Borrowers
Eligible borrowers include for-profit, non-profit, and limited equity cooperative (LEC) organizations that are existing owners or
buyers of NOAH properties, and that:
A. Demonstrate property management experience; or that have obtained technical assistance to ensure the successful
management and operation of NOAH properties.
B. Are tax compliant and current on all City loans related to existing projects undertaken by the borrower and/or any related
entity of the borrower.
C. Possess all necessary legal and corporate authorization to incur the obligations of the Program financing.
D. Possess the appropriate business license, or commit to obtain the appropriate business license, to operate rental housing within
Salt Lake City.
E. Are enrolled in Salt Lake City’s Landlord Tenant Initiative.
3.3 Eligible Activities
A. Capital expenses for emergency stabilization activities including but not limited to roof repair, mold remediation, building
systems, building envelope, life safety issues, or other physical needs that could impact the health and quality of life for
current residents, or compromise the building structure.
B. Capital expenses to provide necessary renovations to ensure the long-term viability of the property with the Affordable Units.
Renovations may include, but not be limited to kitchen/bathroom upgrades, paint and flooring upgrades, historic preservation
activities, and common area improvements.
C. If in conjunction with capital expenses, operating expenses may be eligible to address operating shortfalls and to stabilize the
property.
EXHIBIT D: Page 3
Draft - Salt Lake City NOAH Preservation Pilot Program
D. Capital expenses relating to the improvement or preservation of a LEC, or other shared equity model, in which a self-
governing group of residents organize to form a corporation or cooperative to purchase the property. Eligible activities include
costs related renovation/rehabilitation required to ensure the long-term viability of the LEC.
4. FUNDING TERMS AND CONDITIONS
Funding awards shall be based on the following terms and conditions:
Affordability
Mechanism
Master lease with a housing
authority or other qualified
agency
Deed restriction
Rent Restriction Fair Market Rent or the
HUD Local Payment
Standard
Income Restriction Up to 50% AMI with a
housing voucher
Up to 30% AMI 31 to 50% AMI 51 to 80% AMI
Type of Assistance Up to $2,000 grant per
Affordable Unit and loan
Up to $5,000 grant per
Affordable Unit and loan
Up to $2,000 grant per
Affordable Unit and loan
Loan
Debt Coverage
Ratio
1.15 1.10 1.15 1.20
Affordability Term At least 15 years or the term of the loan, whichever is greater
Loan Term Up to 30 years
Interest Rate 1%0%1%3%
Payment Type Deferred payments for the
first five (5) years, monthly
amortized payments
thereafter
Deferred payments Deferred payments for
the first five (5) years,
monthly amortized
payments thereafter
Monthly amortized
payments
Maximum
Assistance
Up to 90% of project costs, with a maximum of $50,000 per Affordable Unit
Equity
Contribution
10% of the project cost n/a 10% of the project cost 20% of the project cost
Collateral Deed of trust
EXHIBIT D: Page 4
Draft - Salt Lake City NOAH Preservation Pilot Program
5.REQUIREMENTS
A. Rent Restriction: The monthly rent for the Affordable Units, including all required housing costs per unit, such as utilities and
other charges uniformly assessed to all apartment units other than charges for optional services, shall be as follows:
a. Deed Restricted Units: The maximum monthly gross rental rate shall not exceed thirty percent (30%) of the maximum
monthly income permissible for the applicable AMI, assuming a household size equal to the number of bedrooms in
the unit plus one.
b. Master Lease Units: The maximum monthly gross rental rate shall not exceed the fair market rent (FMR) or the
maximum HUD local payment standard for the Housing Choice Voucher (HCV) program, whichever is lower.
B. Income Restriction: The Affordable Units shall be made available only to Eligible Households that are qualifying occupants
with an annual income at or below the AMI as applicable for the given Affordable Unit for Salt Lake City Utah, HUD Metro
FMR Area as periodically determined by HUD and adjusted for household size. Eligible Households shall qualify upon
moving into an Affordable Unit.
C. Tenure: Affordable Units shall be provided as permanent housing as evidenced through a lease with a minimum tenure of six
(6) months.
D. Improvement, Operating, and/or Marketing Plan: Borrowers shall provide physical remediation plan, operating plan, and/or
management strategy, as applicable to the project.
E. Fair Housing: Borrowers shall establish an affirmative Fair Housing Marketing Plan, including offering units to HCV and
other tenant-based rental assistance voucher holders.
F. Anti-displacement: Tenants may not be permanently displaced due to rehabilitation activities. Borrowers must establish a
tenant relocation plan, in accordance with the Uniform Relocation Act, if tenants are temporarily displaced as a result of
rehabilitation activities.
G. No Net Decrease in Affordable Units: Projects shall not result in a net decrease of affordable housing units, provided however
that a net decrease in units may be approved by the City on a case-by-case basis if the net decrease in units is to facilitate
larger unit sizes with more bedrooms.
H. Deferred Payments: Deferred payments shall be due upon sale or transfer of the Property, or at the expiration of the
Affordability Term or Loan Term. For units at 30% AMI and below, payments may continue to be deferred as long as the unit
continues to be restricted at 30% AMI and below, even if the loan term has expired.
6. APPROVAL PROCESS
Program funds shall first be available through a competitive notice of funding availability (NOFA) process, with annual Program funds
being offered through one or more NOFAs on an annual basis. For each issued NOFA, the City shall evaluate and consider applications
for approval as follows:
EXHIBIT D: Page 5
Draft - Salt Lake City NOAH Preservation Pilot Program
A. Eligibility Review: Applications shall be reviewed by Housing Stability to verify that eligibility requirements are met.
B. Review Committee: For applications that meet the basic eligibility requirements, applications shall be forwarded to the Housing
Program Funds Loan Committee for review and recommendation. Applications that the Housing Program Funds Loan Committee
ranks competitively shall be recommended to the City Council for a funding allocation.
C. City Council: The City Council shall make the final selection of projects to receive a funding allocation, subject to the necessary
requirements to execute funding agreements.
If Program funds do not get disbursed through the NOFA, the City may offer the funds on a first-come, first-served basis, subject to a
review by the Housing Program Funds Loan Committee and approval by the City Council.
7. LOAN DEFERMENT AND MODIFICATION
In the event of extenuating circumstances, the City may provide payment deferment or a loan modification. Such adjustment to loan terms
shall be considered on a case-by-case basis and shall be subject to a thorough review of the project's financial standing and other relevant
information. The process for providing a loan deferment or modification is as follows:
A. Deferment: The Director of Community and Neighborhoods may elect to provide the Borrower a temporary forbearance or
deferment of payment for up to twenty-four (24) months, consecutive or nonconsecutive. If a loan deferment is granted by the
City, the loan term shall be extended for an equivalent period.
B. Modification: If the 24-month loan deferment has been exhausted, the Borrow may apply for a modification of loan terms to
facilitate affordability of the Borrower’s monthly loan payments. The Housing Program Funds Loan Committee shall review
such requests and provide a recommendation that is forwarded to the City Council, who shall consider and act upon all such
requests.
8. REPORTING
Housing Stability shall submit a report to the City Council on an annual basis. The report shall include outcomes associated with the
Program, including a summary of projects completed including a summary of units and affordability levels, number of new grants and
loans, total outstanding balance of the loan portfolio, and number of delinquencies.
Item B14
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Nick Tarbet
Policy Analyst
DATE:August 13, 2024
RE: MOTION SHEET – Text Amendment: Sports, Entertainment, Cultural, and Convention
District Text
PLNPCM2024-00441
MOTION 1
I move that the Council close the public hearing and defer action to a future Council meeting.
MOTION 2
I move that the Council continue the public hearing to a future Council meeting.
COUNCIL STAFF
REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Nick Tarbet, Policy Analyst
DATE: August 13, 2024
RE:Text Amendment: Sports, Entertainment,
Cultural, and Convention District
Text Amendments
PLNPCM2024-00441
PROJECT TIMELINE:
Briefing 1: July 2, 2024
Briefing 2: August 13, 2024
Set Date: July 2, 2024
Public Hearing: August 13, 2024
Potential Action: August 27
NEW INFORMATION
At the July 2 briefing, the Council asked planning staff to come back with recommendations to include the
following items in the final draft of the ordinance:
1. Standards to mitigate the impact of additional height on adjacent properties. This could include
setback and step back requirements.
2. Sign regulations standards such as dimmable, dwell, twirl, etc. This may also include considering a
process that would require the City to review and approve a comprehensive plan for the signs on
the project blocks.
3. Allow signage reciprocity within the overlay blocks.
The Council also provided guidance on the following issues:
1. Supported Planning recommendation for maximum height and at what height design review will be
required to build higher.
2. Concerned about allowing off premise signs via this petition since it is beyond the scope of the
petition. However, the Council expressed an openness to consider it separately.
Page | 2
Below is list of proposed changes staff is seeking feedback on from the Council. Staff proposes, as the
Council considers these in the work session briefing, a series of straw polls be conducted to provide
direction for which changes the Council supports including in the final ordinance.
Attachment A Guidance for City Council is the Planning Division’s response to the Council’s
questions listed above. They also included an updated ordinance which incorporates requested changes. A
summary of their responses is provided below. Please see the attachment for a full analysis. Attachment A
also includes Planning’s responses to SEG’s requested changes outlined below.
Changes included in the Draft Ordinance
1.Capping the maximum allowed building height at 600 feet. The provision requiring design review
for buildings over 75 feet in height is still in this version of the ordinance
•The council may consider SEG’s request to modify the design review height to 250 feet.
For reference, the D1 zoning district requires all buildings over 200 feet to go through
the design review process.
2.Clarifies what constitutes on premise advertising within the sign overlay so that future signs can
advertise other events and commercial activities that occur within the Overlay’s boundaries.
3. Adds regulations to the sign overlay so that signs oriented towards public streets have certain
requirements for how long images can be displayed before the image changes (dwell time) and
how fast the image can change (twirl time), as well as brightness regulations for signs that face
residential uses.
• Please note that this overlay allows some signs to show video. Those signs would not
have to comply with dwell and twirl times.
Items for further Council Discussion
1.The Council also asked for recommendations addressing the impact of tall buildings next to
historic cultural buildings. In considering this potential impact, this issue appears to be site
specific. As such, and knowing that there will be a development agreement that applies to a
portion of the blocks that currently house the Salt Palace Convention Center, the Planning
Division recommends that this be addressed in a development agreement because not enough
information about the site plan is known to determine what impacts from tall buildings may be.
Attachment B – SEG Requested Changes, outlines the changes Smith Entertainment Group (SEG)
would like the City to consider including in the final ordinance. Planning Staff have reviewed these
requests. Please see Attachment A for their response to SEG’s recommended changes.
1. Front and corner setbacks are not required for plazas and other similar places
o The current proposal does not consider this issue.
o The existing code allows modifications to setbacks through the design review process.
Existing plazas and buildings that exceed the maximum setback requirements are allowed
to be modified under the existing code. However, new buildings, parks, and open areas like
plazas would be subject to the applicable zoning codes.
2. Maximum building height of 600 feet
o The current draft proposes a permitted height of 75 feet, and up to 600’ with design
review.
Page | 3
3. Design Review required starting at 250 feet.
o The current draft is that anything above 75 feet requires design review.
SEG proposes the following language be added to require buildings taller than 75 feet to include at
least one of the following standards currently outlined in code:
3. Buildings taller than two hundred fifty feet are subject to the following regulations.
The building includes must include at least one of the following options:
(1) Midblock A midblock walkway is provided on the property. The or applicable
block on which the property is located and the midblock walkway connects to an
existing or planned street, midblock walkway, or publicly accessible public space and
exceeds all the required dimensions of Section 21A.30.010.G by at least five feet;
(2) The building is utilizing affordable housing incentives identified in chapter
21A.52 of this title;
(3) The building exceeds the minimum requirement for ground floor uses identified
in Chapter 21A.37 (Design Standards) of this title, specifically:
(A) For Subsection 21A.37.050.A.1 (Design Standards Defined, Ground Floor
Use Only), the requirement must be increased to one hundred percent (100%). This
option requires that the entire ground floor use of a building consists of retail good
establishments, retail service establishments or restaurants, public service portions
of businesses, department stores, art galleries, motion picture theaters, performing
art facilities or similar uses that encourages walk-in traffic through an active use.
Vehicle entry and exit ways, necessary for access to parking and loading and
unloading areas required by this title are exempt from this requirement provided
these areas do not exceed 20% of the length of a building façade that faces a public
street or public space; or
(B) For Subsection 21A.37.050.A.2 (Design Standards Defined, Ground Floor Use
and Visual Interest), the ground floor use requirement must be increased to seventy
five percent (75%) and the visual interest requirement must be increased to twenty
five percent (25%).
(4) The applicant provides a restrictive covenant on a historic building, a building that
is fifty (50) years or older, or a building that is a nationally recognized property, located
outside of the H Historic Preservation Overlay District for the purpose of preserving the
structure for a minimum of fifty (50) years.
(5) The proposal includes a privately owned, publicly accessible open space on the
property or on another property within the geographic boundaries of the Downtown
Plan. To qualify for this provision, a restrictive covenant in the favor of the city shall be
recorded against the open space portion of the property. The space shall be a minimum
of five hundred (500) square feet and include enough trees to provide a shade canopy
that covers at least sixty percent (60%) of the open space area.
4. Allow expedited review and designate city staff as reviewing/approval authority
o The current proposal follows the City design review process, which includes Planning
Commission review/approval
5. Allow deviations to sign standards through a development agreement reviewed by the Planning
Commission and approved by the City Council.
o Current proposal does not consider this issue
Page | 4
The following information was provided for the July 2 briefing. It is provided again for
background purposes.
ISSUE AT-A-GLANCE
The Council will receive a briefing on a proposed ordinance that would amend the D4 Secondary Central
Business District (D4) zoning district to support the creation of a Sports, Entertainment, Culture, and
Convention district. This proposal was initiated by Mayor Erin Mendenhall in response to SB 272 Capitol
City Revitalization Act, which established the process and timeline for creating a revitalization district
centered around the Delta Center and Convention Center Blocks of Downtown Salt Lake City.
The proposed text amendments would make the following changes to the D4 zoning district:
1. Modify the maximum height allowed through design review from 125 feet to 600 feet.
• The height provisions that apply to a portion of block 67 would also be removed because
they would no longer be necessary if the maximum height is removed.
2. Modify the required front and corner yard setback requirements to clarify that buildings with
plazas and other similar public spaces are allowed to exceed the maximum setback.
• Change the table of allowed uses for the D4 zoning district would change as follows:
•Stadiums change from conditional use to a permitted use.
•Commercial parking would be changed from conditional use to a permitted use.
(A current requirement prohibiting the demolition of a building for principal use
parking on the property would remain.)
3. Expand the existing sign overlay that applies to the Delta Center block to the blocks that contain
the Salt Palace. This allows more flexibility for signs related to the entertainment venues within the
overlay and allows modifications to signs through the design review process for buildings that are
subject to design review.
This briefing will be held in conjunction with the Council’s discussion about the proposed participation
agreement which is on the agenda for potential adoption during the July 2 formal meeting.
Planning Commission Recommendation
The Planning Division recommended the Planning Commission adopt the proposed amendments.
The Planning Commission held a public hearing on June 12, 2024, and forwarded a negative
recommendation. They included the following reasons for their negative recommendation:
•Does not comport with the downtown master plan
•Does not comport with existing purpose of the zone
•Do not have enough info about community benefits
•Do not like the timeline of the process
Additionally, the Commission recommended the Council consider the following:
•Abravanel Hall be kept at its present site, and include a modest renovation with sales tax
•Buffer around Japantown (Japanese Church of Christ, adjacent garden and Buddhist Temple) to
minimize impact on historic structures.
POLICY QUESTIONS
•As noted below, there are two active petitions that relate to sign overlay districts for the County
owned Salt Palace blocks.
Page | 5
o Does the Council wish to provide directions on which sign overlay standards
they prefer to move forward with, the County or City initiated petition?
•In the discussion about increased building height, Planning staff suggested the Planning
Commission could consider the following options to help mitigate impact from the increased
height. These options could be addressed in a development agreement if the Council is interested in
pursuing them.
▪Apply an increased setback from certain buildings, such as the Japanese Church of
Christ
▪Require landscaped buffers that match the width of the existing garden on 100
South
o The Council may wish to discuss these recommendations or other potential
standards with Planning staff to determine if they would like to include
changes in the final draft of the ordinance.
•Planning staff recommended standards for electronic signs be considered that may help mitigate
the impact on residential properties. These standards may include dimming and prohibiting
animation between the hours of 11:00 PM and 7:00 AM for signs that directly face residential uses.
(Page 9, Planning Commission Staff report)
o Does the Council wish to discuss these types of conditions with Planning
Staff?
D4 Zoning Map
page 10 of the Planning Commission Staff report
Page | 6
ADDITIONAL INFORMATION
Sign Overlay Petitions
In March 2023 Salt Lake County initiated a petition that would create a sign overlay as it applies to the Salt
Palace Convention Center (PLNPCM2023-00154).
The Planning Commission reviewed the proposed sign overlay for the Salt Palace. However, they
recommended excluding the Abravanel Hall and UMOCA properties from the overlay. The City initiated
petition currently includes these properties in the proposed overlay district.
This proposal could be considered less permissive than the sign overlay the Delta Center Block currently
has. The proposal would include the following standards:
•awning canopy signs limited to 3 square feet per linear foot of building face; 75 square feet
maximum.
•Flat Sign (Storefront Orientation) limited to one per building entry
•Flat Sign Display, Electronic Changeable Copy may not be larger than 1400 square feet per sign
•Monument Signs limited to 1 square foot per linear foot of street frontage and no more than 5 per
city block
•Parking Entrance Blade Sign (Projecting Parking Entry Sign) limited to 16 square feet per side; 32
square feet total with the noted location limitations
•Special Event Sign may not cover more than 40% of the building.
Page | 7
The Planning Commission forwarded a favorable recommendation with following conditions for Council to
consider
•UMOCA and Abravanel Hall be removed from the overlay; and
•The City Council carefully considers limitations and regulations around illumination of signs,
projecting signs and displays, LCD displays and projected images.
Key Considerations
Pages 4-8 of the Planning Commission staff report outline four key considerations. Below is a short
summary of each issue. Please see the Planning Commission staff report for full analysis.
1. Building Height
•The proposal would modify the maximum height allowed through design review from 125
feet to 600 feet.
•Lots of public feedback was focused on how additional height would impact existing
buildings such as the Japanese Church of Christ, Buddhist Temple and County owned
properties such as Abravanel Hall and the Museum of Contemporary Art (UMOCA)
•Planning noted zoning regulation can be used to reduce the impact to adjacent properties.
This may include limiting building height, increasing setbacks, including spacing of towers
when they exceed a certain height, and other similar regulations.
2. Changing Heliports from a Conditional Use to a Permitted Use
•The original request included making heliports a permitted use. Based on input received,
this has been dropped from the proposal.
3. Sign Regulations Consideration
•The proposal would expand the arena sign overlay to the Salt Palace blocks and could result
in more nighttime light emission that could impact some adjacent and nearby land uses,
such as light trespass into residential uses, flashing lights, and other similar impacts
created by digital signs.
•The applicant for the district authorized under SB272 (Smith Entertainment Group) has
indicated they would like to allow off premise advertising within the district.
▪A change like this would require the city to modify the current prohibition on new
billboards within the city.
▪It would be a major policy change for the city. Therefore, the proposal is focused on
“on-premise” advertising.
•As noted above, in March 2023 Salt Lake County initiated a petition that would create a
sign overlay as it applies to the Salt Palace Convention Center. Please see the section
above for more detailed information.
4. Benefits of proposed text amendment
•Planning staff outline how the surrounding blocks with the D4 zoning designation may be
impacted by the changes to the D4 zone. Ultimately, the proposal could lead to many
changes on these blocks that could help facilitate and support a sports, entertainment,
culture and convention district.
5. Public Input.
Page | 8
•Many of the public comments expressed concern and support for the preservation of
Abravanel Hall, the proposed sales tax increase and using public money for professional
sports.
1
August 5, 2024
Guidance for the City Council:
Attached is an updated version of the ordinance that the council is considering. This version
includes the modifications that the City Council discussed during the July 2nd briefing. Those
modifications include:
• Capping the maximum allowed building height at 600 feet. The provision requiring
design review for buildings over 75 feet in height is still in this version of the ordinance,
although the council may consider the request from SEG to modify the design review
height to 250 feet. For reference, the D1 zoning district requires all buildings over 200
feet to go through the design review process.
• Clarifies what constitutes on premise advertising within the sign overlay so that future
signs can advertise other events and commercial activities that occur within the
boundaries of the overlay.
• Adds regulations to the sign overlay so that signs oriented towards public streets have
certain requirements for how long images can be displayed before the image changes
(dwell time) and how fast the image can change (twirl time) as well as brightness
regulations for signs that face residential uses. Please note that this overlay allows some
signs to show video. Those signs would not have to comply with dwell and twirl times.
The council also asked for recommendations addressing the impact of tall buildings next to
historic cultural buildings. In considering this potential impact, this issue appears to be site
specific. As such and knowing that there will be a development agreement that applies to a
portion of the blocks that currently house the Salt Palace Convention Center, the Planning
Division recommends that this be addressed in a development agreement because not enough
information about the site plan is known to determine what impacts from tall buildings may be.
The Smith Entertainment Group also provided a list of recommended changes. These changes
are outlined below:
1. Smith Entertainment Group has suggested a height of 250 feet before a design review is
imposed. The current code stipulates 75 feet height maximum prior to design review and
approval. Planning Staff supports increasing this to 200’ to match the D-1 (Downtown
Central Business District). If the City Council wishes to increase the height allowance to
align with Smith Entertainment Group’s request, it can be accomplished through an
alternative motion to amend the draft ordinance to a height other than 75 feet.
SEG is proposing that the design review applications be reviewed and decided at the staff
level as an administrative approval. The Planning Commission is currently the review
authority for Design Review requests in the D-4 zoning district. Prior to the adoption of
ordinance 14 of 2019, all design review applications were eligible for staff level approvals.
The Planning Division can review and decide design review applications because we have
past experience doing so, the design standards have been improved since that time, and
most design review approvals made by the Planning Commission follow the
recommendation of the staff. The City Council has two options to achieve this review
2
process. The City Council could include the administrative review authority within the D-
4 ordinance. This option would apply to all D-4 zoned properties and would allow other
properties within the D-4 district the same review process for height modifications.
Below is draft language that could be added to the ordinance (either directly into the
ordinance or as part of a motion) to paragraph 21A.30.045 paragraph E.3:
Administrative Design Review: request for extra height shall be
eligible for administrative review as defined in 21A.59.020 and
subject to all applicable administrative review processes and
regulations of Chapter 21A.59.
The other option would be to include this allowance for administrative review at the
Planning Staff level within the Development Agreement. This option would limit this
allowance to the specific properties included in the Development Agreement.
2. The Smith Entertainment Group requested an allowance to exceed the established
maximum front yard setback for the D-4 district for the purpose of adding a plaza.
Planning staff supports this proposal and included it in the updated ordinance.
3. The Smith Entertainment Group provided a massing study that included a midblock
walkway running north between the new development and the Japanese Church of
Christ. The proposed location is acceptable for a midblock walkway connection. Due to
how site specific this midblock walkway is, it’s best to include this requirement in the
Development Agreement.
4. The Smith Entertainment Group requested flexibility to advertise events occurring at the
Delta Center and Salt Palace, including sponsors of such events, within the boundaries of
the entertainment district. The current draft of the sign overlay includes the allowance of
this type of advertising within the boundaries identified for the overlay. The best way to
implement this allowance is through the sign overlay ordinance and is reflected in the
current draft ordinance. If the City Council wishes to limit this allowance, it can be
accomplished through an alternate motion.
5. The City Council requested including limitations electronic signs regarding the display
hours for the signs within the entertainment district. Since this concern is specific to the
entertainment district, the best way to impose curfew regulations would be through the
Development Agreement.
The participation agreement includes concepts that were not presented to the Planning Division
prior to the release of the agreement. The concept plans do include some potential conflicts with
some of the regulations in the D4 zoning district. For example, the concept plans show a
parking structure on the southwest corner of the Delta Center. This area is currently a service
area for the arena. The D4 zoning district includes specific regulations about parking structures
fronting public streets. It is possible that other conflicts arise as plans are developed further.
Given that reality and timeline required in state code to have supportive zoning in place by
September 1, 2024 a development agreement is the best way to address future conflicts with the
code. If a development agreement is more permissive than the current code, the planning
3
commission is required to provide a recommendation to the city council regarding the details of
the development agreement prior to adopting a development agreement.
V2 Page 1 of 8
Project Title: Entertainment District Code Changes
Petition No.: PLNPCM2024-00441
Version: 2
Date Prepared: August 5, 2024
Planning Commission Action: Not Recommended 6/12/2024
This proposed ordinance makes the following amendments (for summary purposes only):
Amends Section 21A.30.045 to clarify front yard setback requirements and modify
building height within the D-4 zoning district subject to design review and other
provisions.
Amends Section 21A.33.050 to allow “Parking, commercial”, and “Stadium” as
permitted uses.
Amends Section 21A.46.110.A.3.b by expanding the location of the Arena Sign Overlay
to include the Salt Palace blocks, provides a process to amend sign specific regulations
within the overlay, and specifically prohibit off-premise advertising signs.
Underlined text is new; text with strikethrough is proposed to be deleted. Modifications made as
part of the Planning Commission recommendation are highlighted in yellow. All other text is
existing with no proposed change. Text with double underline is in response to the City
Council’s July 2, 2024 direction.
1. Amends Section 21A.30.045.D as follows: 1
D. Yard Requirements: 2
1. Front and Corner Side Yards: No minimum yards are required., however, a 3
maximum front yard setback of eight feet (8') is allowed. If a front or corner side 4
yard is provided, the maximum setback shall be eight feet, except for plazas and 5
other similar spaces. 6
a. If a yard is provided, The yard must be designed with the usability as a 7
consideration. Development that implements the maximum the yard is 8
required to have at least one of the following elements: 9
(1) Seating at a ratio of at least one bench for every five hundred (500) square 10
feet of yard space; 11
(2) Landscaping that includes an increase of at least twenty five percent 12
(25%) in the total number of trees required to be planted on the site; or 13
(3) Awning or a similar form of weather protection that covers at least five 14
feet (5') in width and length from all street-facing building entrances. 15
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date: ___________________________
By: ____________________________
Katherine D. Pasker, Senior City Attorney
August 5, 2024
V2 Page 2 of 8
b. Exceptions to this requirement may be authorized through the design review 16
process, subject to the requirements of Chapter 21A.59 of this title. . 17
c. The planning director, in consultation with the transportation director, may 18
modify this requirement to accommodate a wider sidewalk if the adjacent 19
public sidewalk is less than fifteen feet (15') wide and the resulting 20
modification to the setback results in a more efficient public sidewalk. The 21
planning director may waive this requirement for any addition, expansions, or 22
intensification, which increases the floor area or parking requirement by less 23
than fifty percent (50%) if the planning director finds the following: 24
(1) The architecture of the addition is compatible with the architecture of the 25
original structure or the surrounding architecture, or 26
(2) The addition reduces the extent of the noncompliance of the existing 27
building. 28
d. Regardless of the setback provided, doors shall be setback a minimum 29
distance to allow the door to operate without swinging into a right of way or 30
midblock walkway. 31
2. Interior Side Yards: No minimum side yard is required except a minimum of ten 32
feet (10') is required when the side yard is adjacent abutting to a zoning district 33
with a maximum permitted height of thirty five feet (35') or less. 34
3. Rear Yard: No minimum rear yard is required except a minimum of ten feet (10') 35
is required when the rear yard is abutting to a zoning district with a maximum 36
permitted height of thirty five feet (35') or less. 37
38
2. Amends Section 21A.30.045.E as follows: 39
40
E. Building Height: Buildings in the D-4 zoning district shall comply with the 41
following provisions: 42
1. The permitted building height shall not exceed seventy five feet (75') 600 feet. 43
2. Buildings taller than seventy-five feet (75') and up to one hundred twenty feet 44
(120') may and up to 600 feet shall only be authorized through the design review 45
process, subject to the requirements of Chapter 21A.59 of this title and the 46
following regulations. 47
a. Additional Height: Additional height may be authorized up to one hundred 48
twenty feet (120') if the street facing facades contain ground floor commercial 49
uses other than parking for at least seventy five percent (75%) of the street 50
facing facades according to Chapter 21A.37 and subject to approval through 51
the design review process in Chapter 21A.59. 52
V2 Page 3 of 8
b. Additional Permitted Height Location: Additional height greater than one 53
hundred twenty feet (120') but not more than three hundred seventy five feet 54
(375') in height is permitted in the area bounded by: 55
(1) The centerlines of South Temple, West Temple, 200 South, and 200 West 56
Streets; and 57
(2) Beginning at the Southeast Corner of Block 67, Plat 'A', Salt Lake City 58
Survey, and running thence along the south line of said Block 67, 59
N89°54'02"W 283.86 feet; thence N00°04'50"E 38.59 feet; thence 60
N10°46'51"W 238.70 feet; thence N24°45'15"W 62.98 feet; thence 61
S89°54'02"E 355.45 feet to the east line of said Block 67; thence along 62
said east line S00°06'35"W 330.14 feet to the point of beginning. Contains 63
102,339 square feet, or 2.349 acres, more or less. 64
65
3. Buildings in excess of one hundred twenty feet (120') up to three hundred seventy 66
five feet (375') may be authorized subject to the following provisions: 67
a. Approval is subject to Chapter 21A.59 Design Review; 68
b.a. Shall include a minimum stepback of five feet (5') or other architectural 69
feature that can deflect snow and ice from falling directly onto a sidewalk, 70
V2 Page 4 of 8
midblock walkway, or other public space. The stepback may be located above 71
the height of the first floor and below one hundred twenty feet (120') in height 72
above the sidewalk or public space. Buildings that are clad in glass that totals 73
less than fifty percent (50%) of the total wall surface area are exempt from 74
this requirement; Buildings with less than fifty percent (50%) of the total 75
façade surface cladded in glass are exempt from this requirement; and 76
c. The additional height is supported by the applicable master plan; and 77
db. The building includes at least one of the following five options: 78
(1) Midblock walkway is provided on the property and the. The midblock 79
walkway connects to an existing or planned street, midblock walkway, or 80
publicly accessible public space and exceeds all the required dimensions 81
of Section 21A.30.010.G by at least five feet;. This option allows for 82
additional height in return for exceeding the midblock walkway 83
requirements; 84
(2) The building is utilizing affordable housing incentives identified 85
in chapter 21A.52 of this title.; 86
(3) The property where the building is located exceeds the minimum 87
requirement for ground floor uses identified in Chapter 21A.37 (Design 88
Standards) of this title, specifically: 89
(A) For Subsection 21A.37.050.A.1 (Design Standards Defined, 90
Ground Floor Use Only), the requirement must be increased to one hundred 91
percent (100%). This option requires that the entire ground floor use of a 92
building consists of retail good establishments, retail service establishments or 93
restaurants, public service portions of businesses, department stores, art 94
galleries, motion picture theaters, performing art facilities or similar uses that 95
encourages walk-in traffic through an active use. Vehicle entry and exit ways, 96
necessary for access to parking and loading and unloading areas required by 97
this title are exempt from this requirement provided these areas do not exceed 98
20% of the length of a building façade that faces a public street or public 99
space; or 100
(B) For Subsection 21A.37.050.A.2 (Design Standards Defined, Ground Floor 101
Use and Visual Interest), the ground floor use requirement must be increased 102
to seventy five percent (75%) and the visual interest requirement must be 103
increased to twenty five percent (25%). This option requires for an increased 104
percentage of ground floor space to be used for an active use, and an increased 105
percentage of the building to provide visual interest; 106
(4) The applicant provides a restrictive covenant on a historic building, a 107
building that is fifty (50) years or older, or a building that is a nationally 108
recognized property, located outside of the H Historic Preservation 109
V2 Page 5 of 8
Overlay District for the purpose of preserving the structure for a minimum 110
of fifty (50) years.; or 111
(5) The proposal includes a privately owned, publicly accessible open space 112
on the property or on another property within the geographic boundaries 113
of the Downtown Plan. To qualify for this provision, a restrictive covenant 114
in the favor of the city shall be recorded against the open space portion of 115
the property. The space shall be a minimum of five hundred (500) square 116
feet and include enough trees to provide a shade canopy that covers at 117
least sixty percent (60%) of the open space area. This option allows for 118
additional height in return for the designation of open public open space. 119
ec. Exception: The first fifty feet (50') of height shall not be set back from the 120
street front more than five feet except that setbacks greater than five feet (5') 121
may be from the front property line, unless approved through the design 122
review process or, has when otherwise allowed by this code. 123
3. Amends the Table of Permitted and Conditional Uses for Downtown Districts in Section 124
21A.33.050 only as to the “Parking, Commercial” and “Stadium” uses, with no other 125
changes to the table, as follows: 126
127
Use Permitted and Condition Uses By District
D-1 D-2 D-3 D-4
Parking, commercial C19 P19 C19 PC19
Stadium C C PC
128
129
4. Amends Section 21A.46.110.A.3.b as follows: 130
131
b. Sports Arena and Convention Center Sign Regulations. Located on the Block 132
Between South Temple and 100 South Between 300 and 400 West Streets. The following 133
signs shall be permitted on the blocks that contain the sports arena and convention center, 134
described as follows: beginning at the southwest corner of the intersection of South 135
Temple and West Temple Streets, heading south to the intersection of 200 South and 136
West Temple Streets, thence west to the intersection of 200 South and 200 West Streets, 137
thence north to the intersection of 100 South and 200 West, thence west to the 138
intersection of 100 South and 400 West Streets, thence north to the intersection of South 139
Temple and 400 West, thence east to the point of beginning. Modifications to sign 140
regulations within this overlay may be approved as part of the design review process for 141
any building that is subject to 21A.59. Signs shall not include off-premise advertising. 142
For purposes of this section, signs may include advertising any business, facility, sponsor, 143
or event that is located within the boundaries of the sports arena and convention center 144
sign regulations overlay. 145
V2 Page 6 of 8
STANDARDS FOR THE SPORTS ARENA AND CONVENTION CENTER. LOCATED ON 146
THE BLOCK BETWEEN SOUTH TEMPLE AND 100 SOUTH BETWEEN 300 AND 400 147
WEST STREETS 148
Types of Signs
Permitted7, 8, 9
Maximum Area
per Sign Face
Maximum Height
of Freestanding
Signs1
Minimum
Setback2
Number of Signs
Permitted per
Sign Type
Awning/canopy
signs
5 square feet per
linear foot of
canopy length
(sign area only)
Shall not be located
above the second
floor level of the
building for both
awning and canopy
signs
May extend 6
feet from face
of building but
not within 2
feet from back
of curb
1 per first floor
window/door,
may be combined
with adjacent
doors/ windows
Flat sign
(general
building
orientation)
5 square feet per
linear foot of
building face
See note 1 n/a 1 per building
face
Flat sign
(storefront
orientation)
Flat sign
(storefront
orientation)
See note 1 n/a 3 per business
storefront
Flat sign
display,
electronic
changeable
copy3
No larger than
1,400 square
feet per sign
See note 1 n/a 5 per city block
Freestanding
sign, electronic
changeable
copy4
Not more than
1,600 square
feet per sign,
which may be
located in a
continuous
round display
45 feet n/a 2 per city block
Monument sign 3 square feet per
linear foot of
street frontage
20 feet None 5 per street
frontage
Private
directional sign5
100 square feet 20 feet No setback No limit
V2 Page 7 of 8
Roof sign 5 square feet per
linear foot of
building
frontage
20 feet above the
roof line or parapet
wall
n/a 1 per building
Roof surface
sign
30,000 square
feet6
n/a n/a 1 per roof surface
Special event
light pole sign
10 square feet 20 feet n/a 2 per light pole
Special event
sign
Sign may cover
up to 60% of
total building
face7
May not exceed the
height of building
n/a 1 per street
frontage
Window sign 90% of total
frontage window
area (interior or
exterior) for
sports arena
events, not to
exceed 6 months
in duration for
each calendar
year unless
otherwise
allowed by the
zoning
administrator.
No Limit n/a No Limit
Notes: 149
1. For height limits on building signs, see Subsection 21A.46.070.J of this chapter.Reserved 150
2. Public property lease and insurance required for projection over property line. 151
3. Flat sign, electronic changeable copy may display static or rotating messages or operate 152
as outdoor television monitors. 153
4. An advertising face on a freestanding sign with electronic changeable copy that is not 154
oriented to a public street may be operated to allow full motion video display. Displays 155
oriented to a public street must not allow animation, may change no more frequently than 156
every 8 seconds and must complete each transition within 1 second. 157
5. Private directional sign may include electronic changeable copy within the sign area. 158
V2 Page 8 of 8
6. To be located on the horizontal plane of a roof surface, primarily viewable from planes 159
and surrounding buildings located above the arena. 160
7. Advertising or corporate logos are limited to on premises advertising of sports arena 161
events and sponsors only. 162
8. Dwell and Twirl time: Text, images, or graphics on an electronic message center shall not 163
change more than once every eight (8) seconds. Twirl time between subsequent static 164
text, images, or graphics shall not exceed one-fourth (0.25) second. Outdoor television 165
monitors are exempt. 166
9. Brightness: No electronic message center shall exceed a brightness level of three-tenths 167
(0.3) foot-candle as measured at a pre-set distance. The measurement distance shall be 168
determined based on the area of the electronic message center using the following 169
formula: the square root of (the electronic message center area times 100). Fractions shall 170
be rounded to the nearest foot. 171
172
1. Amends Section 21A.30.045.D as follows:
D. Yard Requirements:
1. Front and Corner Side Yards: No minimum yards are required. If a front or corner side-yard
is provided, the maximum setback shall be eight feet except for plazas and other similar spaces.
a. If a yard is provided, the yard is required to have at least one of the following elements:
(1) Seating at a ratio of at least one bench for every five hundred (500) square feet of
yard space;
(2) Landscaping that includes an increase of at least twenty five percent (25%) in the
total number of trees required to be planted on the site; or
(3) Awning or a similar form of weather protection that covers at least five feet (5') in
width and length from all street-facing building entrances.
b. Exceptions to this requirement may be authorized through the design review process,
subject to the requirements of Chapter 21A.59 of this title.
c. The planning director, in consultation with the transportation director, may modify this
requirement to accommodate a wider sidewalk if the adjacent public sidewalk is less than
fifteen feet (15') wide and the resulting modification to the setback results in a more efficient
public sidewalk. The planning director may waive this requirement for any addition,
expansions, or intensification, which increases the floor area or parking requirement by less
than fifty percent (50%) if the planning director finds the following:
(1) The architecture of the addition is compatible with the architecture of the original
structure or the surrounding architecture, or
(2) The addition reduces the extent of the noncompliance of the existing building.
d. Regardless of the setback provided, doors shall be setback a minimum distance to allow
the door to operate without swinging into a right of way or midblock walkway.
2. Interior Side Yards: No minimum side yard is required except a minimum of ten feet (10') is
required when the side yard is adjacent abutting to a zoning district with a maximum permitted
height of thirty-five feet (35') or less.
3. Rear Yard: No minimum rear yard is required except a minimum of ten feet (10') is required
when the rear yard is abutting a zoning district with a maximum permitted height of thirty-five
feet (35') or less.
2. Amends Section 21A.30.045.E as follows:
E. Building Height: Buildings in the D-4 zoning district shall comply with the following
provisions:
1. The maximum building height in the D-4 zoning district is six hundred feet (600’).
2. Buildings
2. Buildings taller than seventy-five feet (75’) shall include a minimum step-back of five feet
(5') or other architectural feature that can deflect snow and ice from falling directly onto a
sidewalk, midblock walkway, or other public space. The step-back may be located above the first
floor and below one hundred twenty feet (120') in height above the sidewalk or public space.
Buildings with less than fifty percent (50%) of the total façade surface cladded in glass are
exempt from this requirement.
3. Buildings located outside of the boundaries of the sports arena and convention center sign
regulations overlay and taller than seventy-five feet (75’) and up to 600, and buildings located
within the boundaries of the sports arena and convention center sign regulations overlay and
taller than two hundred fifty feet (250’), shall only be authorized through the design review
process, subject to the requirements of Chapter 21A.59 of this title and the following regulations.
a. Shall include a minimum step-back of five feet (5') or other architectural feature that can
deflect snow and ice from falling directly onto a sidewalk, midblock walkway, or other public
space. The step-back may be located above the first floor and below one hundred twenty feet
(120') in height above the sidewalk or public space. Buildings with less than fifty percent (50%)
of the total façade surface cladded in glass are exempt from this requirement.
b. The building includesor the parcel or project on or within which the building is located must
include at least one of the following options:
(1) A midblock walkway is provided on the property. The midblock walkway connects
to an existing or planned street, midblock walkway, or publicly accessible public space
and exceeds all the required dimensions of Section 21A.30.010.G by at least five feet;
(2) The building is utilizing affordable housing incentives identified in chapter 21A.52
of this title;
(3) The building exceeds the minimum requirement for ground floor uses identified in
21A.37.050.A.1 (Design Standards Defined, Ground Floor Use Only), the requirement
must be increased to one hundred percent (100%). This option requires that the entire
ground floor use of a building consists of retail good establishments, retail service
establishments or restaurants, public service portions of businesses, department stores,
art galleries, motion picture theaters, performing art facilities or similar uses that
encourages walk-in traffic through an active use. Vehicle entry and exit ways, necessary
for access to parking and loading and unloading areas required by this title are exempt
from this requirement provided these areas do not exceed 20% of the length of a building
façade that faces a public street or public space;
(4) The applicant provides a restrictive covenant on a historic building, a building that
is fifty (50) years or older, or a building that is a nationally recognized property, located
outside of the H Historic Preservation Overlay District for the purpose of preserving the
structure for a minimum of fifty (50) years; or
(5) The proposal includes a privately owned, publicly accessible open space on the
property or on another property within the geographic boundaries of the Downtown Plan.
To qualify for this provision, a restrictive covenant in the favor of the city shall be
recorded against the open space portion of the property. The space shall be a minimum
of five hundred (500) square feet and include enough trees to provide a shade canopy
that covers at least sixty percent (60%) of the open space area.
5. Notwithstanding any other provision in this title to the contrary, pursuant to a development
agreement approved by the city council, the city council may require design reviews undertaken
pursuant to Chapter 21A.59 of this title to be performed pursuant to the administrative review
process set forth in Chapter 21A.59.020(A) of this title and require such reviews to be completed
on an expedited basis, as more fully set forth in the applicable development agreement.1
3. Amends the Table of Permitted and Conditional Uses for Downtown Districts in Section 21A.33.050
only as to the “Parking, Commercial” and “Stadium” uses, with no other changes to the table, as
follows:
Parking, Commercial
D-1
C19 C19
D-2
C19
Use
P19
D-3
Parking, off site
4. The first fifty feet (50') of height shall not be set back more than five feet (5') from the front
property line, unless approved through the design review process or when otherwise allowed by
this code.
P19
D-4
P19 P19 P19
Permitted and Condition Uses By District
Stadium C C P
4. Amends Section 21A.46.110.A.3.b as follows:
b. Sports Arena and Convention Center Sign Regulations. The following signs shall be permitted on the
blocks that contain the sports arena and convention center, described as follows: beginning at the
southwest corner of the intersection of South Temple and West Temple Streets, heading south to the
intersection of 200 South and West Temple Streets, thence west to the intersection of 200 South and 200
West Streets, thence north to the intersection of 100 South and 200 West, thence west to the intersection
of 100 South and 400 West Streets, thence north to the intersection of South Temple and 400 West,
thence east to the point of beginning. Modifications to sign regulations within this overlay may be
approved as part of the design review process for any building that is subject to 21A.59. Signs shall not
include off-premise advertising. For purposes of this section, signs may include advertising for any
business, team, facility, sponsor, or event that is located within the boundaries of the sports arena and
conventions center sign regulations overlay district and any sponsor of any such business, team, facility
or event. Deviations from the standards set forth in the following table may be permitted pursuant to site
specific signage plans reviewed by the planning commission and approved by the city council pursuant to
1 The Staff suggested several alternative ways in which the City Council may authorize completion of the design
review process by the Staff, as opposed to the Planning Commission. SEG is comfortable with any of those
alternatives.
Shall not be located
above the second
floor level of the
building for both
awning and canopy
signs
Maximum Height of
Freestanding Signs1
May extend 6
feet from face
of building but
not within 2 feet
from back of
curb
1 per first floor
window/door, may
be combined with
adjacent doors/
windows
Minimum
Setback2
Flat sign (general
building
orientation)
Types of Signs
Permitted7
5 square feet per
linear foot of
building face
Number of Signs
Permitted per
Sign Type
n/a 1 per building face
a project specific development agreement approved by the city council. Site specific signage plans may
authorize and provide clarifying standards related to the definition of “premises” and “on premises”
advertising on signage approved pursuant to such project specific signage plans. Site specific signage
plans may also authorize and provide clarifying standards (including the identification of sub-areas where
particular signage types are or are not allowed) for any of the following signage types:
Aerial View Signs (Roof)
Architectural Ledge Signs
Awning Signs
Banner Signs
Captive Balloon Signs (Temporary Only)
Digital Displays (Scrolling And Non-Scrolling)
Digital Facades
Integral Large-Scale Architectural Lighting
Hanging Signs
Identification Signs
Inflatable Signs (Temporary Only)
Marque Sign (Digital Or Non-Digital)
Monument Sign
Mural Sign
Projected Image Signs
Projecting Signs
Super Graphic Signs
Temporary Signs
Wall Signs
Wayfinding Signs
Window Signs
STANDARDS FOR THE SPORTS ARENA AND CONVENTION CENTER
Flat sign
(storefront
orientation)
Awning/canopy
signs
Flat sign
(storefront
orientation)
Maximum Area
per Sign Face
5 square feet per
linear foot of
canopy length
(sign area only)
n/a 3 per business
storefront
Flat sign display,
electronic
changeable copy3
Roof Sign
n/a
5 square feet per
linear foot of
building frontage
n/a
20 feet above the
roof line or parapet
wall.
2 per city block
n/a 1 per building
Roof surface sign 30,000 square
feet6
Monument sign
n/a
5 per city block
n/a
3 square feet per
linear foot of
street frontage
1 per roof surface
Special event
light pole sign
20 feet
10 square feet 20 feet
None
n/a
No larger than
1,400 square feet
per sign
2 per light pole
5 per street
frontage
Special event sign Sign may cover
up to 60% of total
building face7
May not exceed the
height of building
Freestanding sign,
electronic
changeable copy4
n/a
Private directional
sign5
1 per street
frontage
Window sign
100 square feet
90% of total
frontage window
area (interior or
exterior) for
sports arena
events, not to
exceed 6 months
in duration for
each calendar
year unless
otherwise allowed
by the zoning
administrator.
Not more than
1,600 square feet
per sign, which
may be located in
a continuous
round display
No Limit
20 feet
n/a No Limit
No setback
45 feet
No limit
Notes:
1. Reserved.
2. Public property lease and insurance required for projection over property line.
3. Flat sign, electronic changeable copy may display static or rotating messages or operate as outdoor
television monitors.
4. An advertising face on a freestanding sign with electronic changeable copy that is not oriented to a
public street may be operated to allow full motion video display.
5. Private directional sign may include electronic changeable copy within the sign area.
6. To be located on the horizontal plane of a roof surface, primarily viewable from planes and
surrounding buildings located above the arena.
7. Advertising or corporate logos are limited to on premises advertising of sports arena events and
sponsors only.
8.Dwell and Twirl time: Text, images, or graphics on an electronic message cneter shall not change
more than once every eight (8) seconds. Twirl time between subsequent static text, images, or graphics
shall not exceed one-fourth (0.25) second. Outdoor television monitors are exempt.
9.Brightness: No electronic message center shall exceed a brightness level of three-tenths (0.3)
foot-candle as measured at a pre-set distance. The measurement distance shall be determined based on
the area of the electronic message center using the following formula: the square root of )the electronic
message center area times 100). Fractions shall be rounded to the nearest foot.
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Salt Lake City // Planning Division www.slc.gov/planning
Planning Commission June 12, 2024
PLNPCM2024-00441
SPORTS, ENTERTAINMENT,
CULTURAL, AND
CONVENTION DISTRICT
CODE CHANGES
Salt Lake City //Planning Division www.slc.gov/planning
WHERE IS THE D4
ZONE?
•D1 zone
•No height limit
•Extends to 300 West on South Temple
•Extends to 200 West at 200 South and
400 South
•Recently expanded to west side of 200
West at 500 South.
Salt Lake City //Planning Division www.slc.gov/planning
CURRENT
ALLOWED HEIGHT
Orange: 125 feet
Blue: 180 feet
Yellow: 375 feet
Red: no limit
Design review:
Orange and yellow: 75 feet
Blue: 90 feet
Red: 200 feet
375 feet
No Limit
125 feet
No Limit
180 feet
Salt Lake City // Planning Division www.slc.gov/planning
ISSUES
•Height
•Opposed to height
•Blocking views
•Shadows from tall buildings
•Heliports
•Will remain conditional use
•Signs
•Light impacts
Salt Lake City // Planning Division www.slc.gov/planning
PROPOSED HEIGHT
Initial proposal:
•No maximum height
•Design review above 75 feet
Modified proposal
•Permitted height: 75 feet
•600 feet: with design review
•Lower than D1, higher than
other parts of downtown
Salt Lake City // Planning Division www.slc.gov/planning
HEIGHT IMPACTS
Downtown plan defines view corridors
•Public views, not private views
Shadows:
•Provides shade from heat
•Colder in winter
Historic Buildings
•No locally protected buildings in D4
•May consider:
•Increased setbacks
•Stepbacks at certain heights
•Design review includes impact standards
Salt Lake City // Planning Division www.slc.gov/planning
LAND USE CHANGES
•Parking (commercial): change to
permitted
•Stadium: change to permitted
•Proposal has changed:
•Heliports stay conditional
•Off site parking: already
permitted
Salt Lake City // Planning Division www.slc.gov/planning
SIGN REGULATIONS
•Extend Arena Overlay to Salt
Palace blocks
•D1 and D4 have same sign
regulations, no changes
proposed
Salt Lake City // Planning Division www.slc.gov/planning
SIGN REGULATIONS
•Overlay allows different types
and sizes of signs
Flat Sign: Building Orientation
1 per building face
5 square feet for every foot of building frontage
Flat Sign: Storefront Orientation
3 per storefront
2 square feet per linear foot of storefront
Roof Sign
20 feet above roofline
5 square feet per building frontage
One per building
Salt Lake City // Planning Division www.slc.gov/planning
SIGN REGULATIONS
Freestanding Electronic Changeable
Copy Signs
45 feet in height (includes structure)
1600 square feet max
2 per city block
No off site advertising
Special Event Signs
60% of building façade
1 per street frontage
Window Sign
90% of window area
Salt Lake City // Planning Division www.slc.gov/planning
Salt Lake City // Planning Division www.slc.gov/planning
DOWNTOWN PLAN
•High Rise Core
(CBD):
•Grow to the
south and
west
•D1 zone=CBD
Salt Lake City // Planning Division www.slc.gov/planning
DOWNTOWN PLAN: 5 KEY MOVES
Salt Lake City // Planning Division www.slc.gov/planning
DOWNTOWN PLAN
Salt Lake City // Planning Division www.slc.gov/planning
DOWNTOWN PLAN
“The desired result is a 24-hour downtown fueled by significant
numbers of new employees, residents and visitors, both day
trip and overnight guests.
In partnership with the arena and adjacent stakeholders, city
hall should develop strategies to support this growth.”
Downtown Plan, page 88
Different name in 2016
Salt Lake City // Planning Division www.slc.gov/planning
SALT PALACE DISTRICT VISION
“Active street fronts”
“artistic entertainment
opportunities”
“well connected”
“The Salt Palace does
not turn its back to the
streets”
Downtown Plan, pg 100
Salt Lake City // Planning Division www.slc.gov/planning
HOUSING POLICIES
Locate family housing in areas
with good access to schools (West
High is a 10-15 minute walk)
Modify zoning regulations to
encourage a variety of housing
types
Align city hall programs with other
financing programs to implement
affordable housing near transit.
Downtown Plan, pg 40
Salt Lake City // Planning Division www.slc.gov/planning
ALTERNATIVES: JAPANESE CHURCH OF
CHRIST
•Increase setbacks from the
church
•Limit height of buildings
immediately adjacent to
current height.
•Maintain and expand
existing garden around
property
Salt Lake City // Planning Division www.slc.gov/planning
ALTERNATIVES: SMITH
ENTERTAINMENT GROUP
•Design review above 400 feet
•Off premise advertising allowed
in sign overlay
Salt Lake City // Planning Division www.slc.gov/planning
RECOMMENDATION
Planning Commission Recommendation: Not Adopt, but:
•FUNDING RENOVATIONS OF ABRAVANEL HALL IN CURRENT LOCATION AND FORM;
•BUFFER JAPANESE CHURCH OF CHRIST, ADJACENT GARDEN, AND BUDDHIST TEMPLE TO AVOID IMPACTS;
•REQUIRE A COMMUNITY BENEFIT
Staff Recommendation: Adopt as follows
•INCREASE ALLOWED HEIGHT TO 600 FEET IN D4 ZONE
•Maintain design review above 75 feet
•STADIUMS AND COMMERCIAL PARKING BE A PERMITTED USE
•Heliports to remain a conditional use
•EXTEND THE ARENA SIGN OVERLAY TO THE SALT PALACE BLOCKS
•No off-premise advertising at this time
1
______________
ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
CITY COUNCIL TRANSMITTAL
jill love 06/18/2024
jill love (Jun 18, 2024 17:01 MDT)Date Received:
Jill Love, Chief Administrative Officer Date sent to Council: 06/18/2024
TO:Salt Lake City Council DATE: 06/18/2024
Victoria Petro, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
_
SUBJECT:PLNPCM2024-00441 Sports, Entertainment, Cultural, and Convention District Text
Amendments
STAFF CONTACT: Nick Norris, Planning Director, nick.norris@slcgov.com 801-535-6173
DOCUMENT TYPE: Ordinance
RECOMMENDATION: That the City Council review the recommendation from the Planning
Commission and the Planning Division and consider adopting an ordinance that supports the
zoning changes to implement the Downtown Plan. The Planning Commission recommended not
adopting the proposal or a modified proposal, while the Planning Division is recommending
adopting the proposal.
BUDGET IMPACT: None
BACKGROUND/DISCUSSION: This proposal was initiated by Mayor Erin Mendenhall in
response to SB 272 Capitol City Revitalization Act which was adopted by the Utah Legislature
earlier this year. SB 272 established a process for creating a “project area” to support the
development of an entertainment district around a stadium that is home to a professional sports
franchise. One of the requirements of the act is that the zoning to support the project area be in
place by September 1, 2024. The proposed zoning changes are intended to satisfy the deadline in
State Code and expand the development potential within the D4 Secondary Central Business
Zoning District.
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005
2
D-4 PROPOSED CHANGES
The proposed text amendments include the following general changes to the D4 Secondary Central
Business District:
•Modify the maximum height allowed through design review from 125 feet to 600 feet.
•Modifying the required front and corner yard setback requirements are changing to clarify
that buildings with plazas and other similar public spaces are allowed to exceed the
maximum setback.
•Change the table of allowed uses for the D4 zoning district would change as follows:
o Stadiums change from a conditional use to a permitted use.
o Commercial parking would be changed from a conditional use to a permitted use.
(A current requirement prohibiting the demolition of a building for principal use
parking on the property would remain.)
•Expand the existing sign overlay that applies to the Delta Center to extended to the blocks
that contain the Salt Palace. This allows more flexibility for signs related to the
entertainment venues within the overlay and allows modifications to signs through the
design review process for buildings that are subject to design review.
o The Planning Commission recently reviewed a proposed sign overlay for the Salt
Palace (PLNPCM2023-00154). That proposal is like the existing arena sign overlay
and would allow additional sign types and larger signs. The Planning Commission
recommended adoption of that proposal with modifications that included removing
the land where the Utah Museum of Contemporary Art and Abravanel Hall from
the sign overlay and recommending limitations on illuminated signs. The council
has not yet discussed the Salt Palace sign overlay. The proposal associated with
the Sports, Entertainment, Culture, and Convention District would extend the sign
overlay that applies to the arena to the Salt Palace blocks, resulting in one overlay
instead of two. The council may want to consider both of those proposals at the
same time or extend the sign overlay to only one block directly east of the Delta
Center.
o The D1 and D4 zones currently have the same base sign regulations. The arena
overlay mostly increases the size of the allowed signs. Digital signs are already
allowed within the overlay and within the base sign regulations.
The details of the proposed text changes can be found in the attached ordinance.
THE PLANNING COMMISSION’S RECOMMENDATIONS
The Planning Division recommended that the Planning Commission adopt the proposed
amendments. The staff report presented to the commission identified several options that the
commission may consider for amending the proposal. The Planning Commission, however,
recommended that the council not adopt the proposal. The Commission did not offer modifications
to the proposal for consideration, but did recommend that the City Council consider:
•Maintaining Abravanel Hall in its current location and current form and allocating funds
for its renovation.
•A buffer be applied to the Japanese Church of Christ and adjacent garden and the Buddhist
Temple to avoid impacting historic buildings.
•That the City Council require a community benefit.
3
The motion passed unanimously. The reasons cited include the proposal not complying with the
Downtown Plan or the purpose statement of the D4 zoning district and that the process was moving
too quickly.
PUBLIC PROCESS: This proposal included an online open house, an in-person open house,
and a public hearing with the Planning Commission. A mailed notice was sent to all property
owners and known occupants of each building and dwelling unit within the D4 zoning district, to
all owners and occupants within 300 feet of the boundary of the D4 zoning district, and the
Planning Division email list. The public hearing was also posted on the Utah Public Notice
website and the Planning Commission website. In addition, notice was also sent to the
Downtown and Capitol Hill Community Councils.
Due to the September 1, 2024 deadline, the city utilized City Zoning Code section
21A.10.015.B.4 which allows for an exemption from the 45-day public input period under
certain circumstances. This proposal utilized exemption a.(1) of 21A.10.015.B.4 which
authorizes code amendments that are subject to an adoption deadline or action date set forth in
legislation adopted by the Utah Legislature. The exemption utilized allowed the commission to
make a recommendation within the required 45-day notification period. The notification period
started on April 29th when all required notice of the 45-day notice period was mailed. The 45-
day period ended on June 14, 2024. The Planning Commission made a recommendation on June
11, 2024.
A summary of the public engagement, along with all written public comment received through
noon on June 11, 2024 can be found in the Planning Commission staff report. Two email
comments were received after noon on June 11, 2024. Those comments were read into the record
of the Planning Commission.
Planning Commission (PC) Records
Due to the deadline in Utah Code, this transmittal provides a link to where the planning
commission records will be placed. The minutes of the meeting will not be posted until they are
approved by the Planning Commission, which is likely to happen after the transmittal is
forwarded to the City Council.
a)PC Agenda of June 12, 2024 (Click to Access)
b)PC Minutes of June 12, 2024 (Click to Access, will not be posted until approved)
c)Planning Commission Staff Report of June 12, 2024 (Click to Access Report)
EXHIBITS:
1) Ordinance
2) Project Chronology
3) Notice of City Council Hearing
4) Petition Initiation Request
5) Public Comment Received After PC Public Hearing
6) Mailing list
4
1. Ordinance
5
Project Title: Ente1tainment District Code Changes
Petition No.: PLNPCM2024-00441
Version: I
Date Prepared: June 18, 2024
Planning Commission Action: Not Recommended 6/12/2024
This proposed ordinance makes the following amendments (for summa1y purposes only):
•Amends Section 21A.30.045 to clarify front yard setback requirements and modify
building height within the D-4 zoning district subject to design review and other
prov1s10ns.
•Amends Section 21A.33.050 to allow "Parking, commercial", and '"Stadium" as
permitted uses.
•Amends Section 21A.46.110.A.3.b by expanding the location of the Arena Sign Overlay
to include the Salt Palace blocks, provides a process to amend sign specific regulations
within the overlay, and specifically prohibit off-premise adve1tising signs.
Underlined text is new; text with strikethrough is proposed to be deleted. Modifications made as
part of the Planning Commission recommendation are highlighted in yellow. All other text is
existing with no proposed change.
1 J. Amends Section 21A.30.045.D as follows:
2 D.Yard Requirements:
3 1. Front and Comer Side Yards: No minimum yards are required.:., ho1Ne>1er, a
4 ma:x:imll:Hl froat yanl seteaek of eight feet (8') is allov,•ed. If a front or comer side
5 yard is provided, the maximum setback shall be eight feet except for plazas and
6 other similar spaces.
7 a. If a yard is provided, The )'El:fft IBtiSt ee desigHed vrith the llSaeihty Effi a
8 soDBiaeratioa. De:r;elOf):EBeBt t;aat imf>lemeats the H:l-HEB. the yard is
9 required to have at least one of the following elements:
10 (1) Seating at a ratio of at least one bench for every five hundred (500) square
11 feet of yard space;
12 (2) Landscaping that includes an increase of at least twenty five percent
13 (25%) in the total number of trees required to be planted on the site; or
14 (3) Awning or a similar form of weather protection that covers at least five
15 feet (5') in width and length from all street-facing building entrances.
VI Page 1 of 8
APPROVED AS TO FORM
Salt Lake City Attorney's Office
Date:
By: _----------------------------------------'I
Katherine D. Pasker, Senior City Attorney
6
16 b. Exceptions to this requirement may be authorized through the design review
17 process, subject to the requirements of Chapter 21A.59 of this title. .
18 c. The planning director, in consultation with the transportation director, may
19 modify this requirement to accommodate a wider sidewalk if the adjacent
20 public sidewalk is less than fifteen feet (15') wide and the resulting
21 modification to the setback results in a more efficient public sidewalk. The
22 planning director may waive this requirement for any addition, expansions, or
23 intensification, which increases the floor area or parking requirement by less
24 than fifty percent (50%) if the planning director finds the following:
25 (1) The architecture of the addition is compatible with the architecture of the
26 original structure or the surrounding architecture, or
27 (2) The addition reduces the extent of the noncompliance of the existing
28 building.
29 d. Regardless of the setback provided, doors shall be setback a minimum
30 distance to allow the door to operate without swinging into a right of way or
31 midblock walkway.
32 2. Interior Side Yards: No minimum side yard is required except a minimum of ten
33 feet (10') is required when the side yard is adjacent abutting to a zoning district
34 with a maximum permitted height of thirty five feet (35') or less.
35 3. Rear Yard: No minimum rear yard is required except a minimum of ten feet (10')
36 is required when the rear yard is abutting to a zoning district with a maximum
37 permitted height of thirty five feet (35') or less.
38
39 2. Amends Section 21A.30.045.E as follows:
40
41 E. Building Height: Buildings in the D-4 zoning district shall comply with the
42 following provisions:
The permitted building height shall not exceed seventy five feet (75') 600 feet.
Buildings taller than seventy-five feet (75') and up to one hundred twenty feet
(120') may and up to 600 feet shall only be authorized through the design review
process, subject to the requirements of Chapter 21A.59 of this title and the
following regulations.
a. Additional Height: Additional height may be authorized up to one hundred
twenty feet (120') if the street facing facades contain ground floor commercial
uses other than parking for at least seventy five percent (75%) of the street
facing facades according to Chapter 21A.37 and subject to approval through
the design review process in Chapter 21A.59.
Page 2 of 8
43 1.
44 2.
45
46
47
48
49
50
51
52
V1
VI Page 3 of 8
7
53 b..Additioeal PeHIHtted Height Loeatioe: 1-..dditioeal height greater thae oee
54 B-Mnarna tweet,' Feet (12Q') ettt est HlBt"e i½aH tB£ee B-Mnarea se1,eet,r H1,e Feet
55 (375') Hl: height is peHB:itted ffl the area 00Uflded by:
56 (1) The eenterhees of South Temple, West Temple, 200 South, flfl:d 200 ·west
57 Strnets; flfl:d
58 (2) BegHl::Elffig at the Soatheast Comer of Block a7, Plat 'A', Salt Lake City
59 gHP,'e;r, BH@ fl¼l½BH)g theeee a,l,seg the seath li.He of saia Bleek 07,
60 N89°54'02"Vl 283.86 feet; thence N00°04'50"E 38.59 feet; thence
61 Nl0°46'5l"Vl 238.70 feet; theeee N24°45'15"Vl 62.98 feet; theeee
62 sg9°54'02"E 355.45 feetto the east hee of said Block a7; theace a.loeg
63 said east hee S00°06'35"\V 330.14 feet to the poi.Ht ofbegiaemg. Cnetai.Hs
64 102,339 sqttat"e Feet, or 2.3 49 a.eres, Htore or less.
65
66 3. BailB:Hlgs Hl e (eess of oee hmulred tv,,enty feet (120') llfl to thrne hllfld:J.ed sev,eHty
67 fi¥e feet (375') Hltlry" be authorized subject to the fullowHl:g ptw.;iuions:
68 a. Af)prn>tal is sttbjeet to Chapter 2L<\.59 Design Re>ti:ew;
69 &.-a.Shall include a minimum stepback of five feet (51) or other architectural
70 feature that can deflect snow and ice from falling directly onto a sidewalk,
V1 Page 4 of 8
8
71 midblock walkway, or other public space. The stepback may be located above
72 the height of the first floor and below one hundred twenty feet (120') in height
73 above the sidewalk or public space. Buildings that are clad in glass that totals
74 less than fifty percent (50%) of the total wall surface area are exempt from
75 this requirement; Buildings with less than fifty percent (50%) of the total
76 façade surface cladded in glass are exempt from this requirement; and
77 c. The additional height is supported by the applicable master plan; and
78 db. The building includes at least one of the following five options:
79 (1) Midblock walkway is provided on the property and the. The midblock
80 walkway connects to an existing or planned street, midblock walkway, or
81 publicly accessible public space and exceeds all the required dimensions
82 of Section 21A.30.010.G by at least five feet;. This option allows for
83 additional height in return for exceeding the midblock walkway
84 requirements;
85 (2) The building is utilizing affordable housing incentives identified
86 in chapter 21A.52 of this title.;
87 (3) The property where the building is located exceeds the minimum
88 requirement for ground floor uses identified in Chapter 21A.37 (Design
89 Standards) of this title, specifically:
90 (A) For Subsection 21A.37.050.A.1 (Design Standards Defined,
91 Ground Floor Use Only), the requirement must be increased to one hundred
92 percent (100%). This option requires that the entire ground floor use of a
93 building consists of retail good establishments, retail service establishments or
94 restaurants, public service portions of businesses, department stores, art
95 galleries, motion picture theaters, performing art facilities or similar uses that
96 encourages walk-in traffic through an active use. Vehicle entry and exit ways,
97 necessary for access to parking and loading and unloading areas required by
98 this title are exempt from this requirement provided these areas do not exceed
99 20% of the length of a building façade that faces a public street or public
100 space; or
101 (B) For Subsection 21A.37.050.A.2 (Design Standards Defined, Ground Floor
102 Use and Visual Interest), the ground floor use requirement must be increased
103 to seventy five percent (75%) and the visual interest requirement must be
104 increased to twenty five percent (25%). This option requires for an increased
105 percentage of ground floor space to be used for an active use, and an increased
106 percentage of the building to provide visual interest;
107 (4) The applicant provides a restrictive covenant on a historic building, a
108 building that is fifty (50) years or older, or a building that is a nationally
109 recognized property, located outside of the H Historic Preservation
V1 Page 5 of 8
9
110 Overlay District for the purpose of preserving the structure for a minimum
111 of fifty (50) years.; or
112 (5) The proposal includes a privately owned, publicly accessible open space
113 on the property or on another property within the geographic boundaries
114 of the Downtown Plan. To qualify for this provision, a restrictive covenant
115 in the favor of the city shall be recorded against the open space portion of
116 the property. The space shall be a minimum of five hundred (500) square
117 feet and include enough trees to provide a shade canopy that covers at
118 least sixty percent (60%) of the open space area. This option allows for
119 additional height in return for the designation of open public open space.
120 ec. Exception: The first fifty feet (50') of height shall not be set back from the
121 street front more than five feet except that setbacks greater than five feet (5')
122 may be from the front property line, unless approved through the design
123 review process or, has when otherwise allowed by this code.
124 3. Amends the Table of Permitted and Conditional Uses for Downtown Districts in Section
125 21A.33.050 only as to the “Parking, Commercial” and “Stadium” uses, with no other
126 changes to the table, as follows:
127
Permitted and Condition Uses By DistrictUse
D-1 D-2 D-3 D-4
Parking, commercial C19 P19 C19 PC19
Stadium C C PC
128
129
130 4. Amends Section 21A.46.110.A.3.b as follows:
131
132 b. Sports Arena and Convention Center Sign Regulations. Located on the Block
133 Between South Temple and 100 South Between 300 and 400 West Streets. The following
134 signs shall be permitted on the blocks that contain the sports arena and convention center,
135 described as follows: beginning at the southwest corner of the intersection of South
136 Temple and West Temple Streets, heading south to the intersection of 200 South and
137 West Temple Streets, thence west to the intersection of 200 South and 200 West Streets,
138 thence north to the intersection of 100 South and 200 West, thence west to the
139 intersection of 100 South and 400 West Streets, thence north to the intersection of South
140 Temple and 400 West, thence east to the point of beginning. Modifications to sign
141 regulations within this overlay may be approved as part of the design review process for
142 any building that is subject to 21A.59. Signs shall not include off-premise advertising.
143 STANDARDS FOR THE SPORTS ARENA AND CONVENTION CENTER. LOCATED ON
144 THE BLOCK BETWEEN SOUTH TEMPLE AND 100 SOUTH BETWEEN 300 AND 400
145 WEST STREETS
V1 Page 6 of 8
10
Types of Signs
Permitted7
Maximum Area
per Sign Face
Maximum Height
of Freestanding
Signs1
Minimum
Setback2
Number of Signs
Permitted per
Sign Type
Awning/canopy
signs
5 square feet per
linear foot of
canopy length
(sign area only)
Shall not be located
above the second
floor level of the
building for both
awning and canopy
signs
May extend 6
feet from face
of building but
not within 2
feet from back
of curb
1 per first floor
window/door,
may be combined
with adjacent
doors/ windows
Flat sign
(general
building
orientation)
5 square feet per
linear foot of
building face
See note 1 n/a 1 per building
face
Flat sign
(storefront
orientation)
Flat sign
(storefront
orientation)
See note 1 n/a 3 per business
storefront
Flat sign
display,
electronic
changeable
copy3
No larger than
1,400 square
feet per sign
See note 1 n/a 5 per city block
Freestanding
sign, electronic
changeable
copy4
Not more than
1,600 square
feet per sign,
which may be
located in a
continuous
round display
45 feet n/a 2 per city block
Monument sign 3 square feet per
linear foot of
street frontage
20 feet None 5 per street
frontage
Private
directional sign5
100 square feet 20 feet No setback No limit
Roof sign 5 square feet per
linear foot of
20 feet above the
roof line or parapet
wall
n/a 1 per building
V1 Page 7 of 8
11
building
frontage
Roof surface
sign
30,000 square
feet6
n/a n/a 1 per roof surface
Special event
light pole sign
10 square feet 20 feet n/a 2 per light pole
Special event
sign
Sign may cover
up to 60% of
total building
face7
May not exceed the
height of building
n/a 1 per street
frontage
Window sign 90% of total
frontage window
area (interior or
exterior) for
sports arena
events, not to
exceed 6 months
in duration for
each calendar
year unless
otherwise
allowed by the
zoning
administrator.
No Limit n/a No Limit
146 Notes:
147 1. For height limits on building signs, see Subsection 21A.46.070.J of this chapter.Reserved
148 2. Public property lease and insurance required for projection over property line.
149 3. Flat sign, electronic changeable copy may display static or rotating messages or operate
150 as outdoor television monitors.
151 4. An advertising face on a freestanding sign with electronic changeable copy that is not
152 oriented to a public street may be operated to allow full motion video display. Displays
153 oriented to a public street must not allow animation, may change no more frequently than
154 every 8 seconds and must complete each transition within 1 second.
155 5. Private directional sign may include electronic changeable copy within the sign area.
156 6. To be located on the horizontal plane of a roof surface, primarily viewable from planes
157 and surrounding buildings located above the arena.
V1 Page 8 of 8
12
158 7. Advertising or corporate logos are limited to on premises advertising of sports arena
159 events and sponsors only.
160
13
2. Project Chronology
14
Chronology
April 18, 2024 Petition Initiated.
April 25, 2024 Notice sent via email to Downtown and Capitol Hill Community Councils
April 29, 2024 Notices of public input period, May 9, 2024 open house, and May 22, 2024
Planning Commission public hearing mailed.
May 9, 2024 In person open house held outside of the Delta Center.
May 13, 2024 May 22nd Planning Commission Public Hearing postponed until June 12, 2024.
Updated notice of new date of public hearing mailed.
June 12, 2024 Planning Commission Public Hearing held.
15
3. Notice of City Council Hearing
16
NOTICE OF PUBLIC
HEARING
The Salt Lake City Council is considering Petition PLNPCM2024-00441 Zoning Text Amendment to
the D4 zoning district to support the creation of a Sports, Entertainment, Culture, and Convention District
around the Delta Center and Salt Palace Convention Center. The proposed text amendments increase the
allowed building height in the D4 zone, change stadiums and commercial parking uses from conditional
to permitted uses, expand the Arena Sign Overlay to the Salt Palace blocks, and makes other minor
changes to the D4 zoning district.
As part of their study, the City Council is holding an advertised public hearing to receive comments
regarding the petition. During the hearing, anyone desiring to address the City Council concerning this
issue will be given an opportunity to speak. The Council may consider adopting the ordinance the same
night of the public hearing.
DATE: , at 7:00 PM
PLACE: Electronic and in-person options.
451 South State Street, Roon 326, Salt Lake City, Utah
** This meeting will be held via electronic means, while also providing an in-person
opportunity to attend or participate in the hearing at the City and County Building,
located at 451 South State Street, Room 326, Salt Lake City, Utah. For more information,
including Zoom connection information, please visit www.slc.gov/council/virtual-meetings.
Comments may also be provided by calling the 24-hour comment line at (801) 535-7654 or
sending an email to council.comments@slcgov.com. All comments received through any
source are shared with the Council and added to the public record.
If you have any questions relating to this proposal or would like to review the file, please call Nick
Norris at 801-535-6173 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, or via e-
mail at nick.norris@slcgov.com. The application details can be accessed at
https://citizenportal.slcgov.com/, by selecting the “planning” tab and entering the petition number
PLNPCM2024-00441.
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.
17
4. Petition Initiation Request
18
19
5. Public Comment Received After PC Public Hearing
20
Norris, Nick
F1rom:
Sent:
To:
Subject:
Attachments:
Stephen Erickson Wednesday, June 12, 2024 1:25 PM
Norris, Nick; Planninq Public Comments
(EXTERNAL) Comments for Planning Commission re: rezone for downtown (SEG)
Comments to Sl..:Cre Sports Entertainment Zone.docx
I Caution: This is an external email. Please be cautious when clicking links or opening attachments.
Dear Mr. Norris and Planning Commissioners,
As a volunteer for Crossroads Urban Center, I am writing to support comments Crossroads submitted for you
meeting tonight, and to add a couple of my own. I have also attached for your information a letter I submitted
to the City Council for their meeting on May 21.
I think it wise for the Commission to postpone any action on the proposed rezone downtown until the decisions
are made whether or not to create a Community Reinvestment Area or a Housing and Transit Reinvestment
Zone for downtown redevelopment, as well as to await more information about the projects envisioned and the
Community Benefits Agreements sought. There is enough time under SB 272 to allow for a more informed
and robust public review process, and these decisions could have a significant influence upon the direction and
financing options for any redevelopment.
I also wish to state my personal objection to the proposed heliport, which I think is unnecessary and would add
too much noise pollution downtown. Additionally, II would caution against a too-liberal allowance of light-
polluting and obnoxious, invasive electric signage.
Thank you for your consideration of these comments.
Respectfully,
Steve Erickson
Salt Lake City, UT 84103
21
Norris, Nick
From:Bill Tibbitts
Sent:Tuesday, June 11, 2024 2:37 PM
To:Mendenhall, Erin
Cc:Glenn Bailey; Petro, Victoria; Puy, Alejandro; Wharton, Chris; Lopez Chavez, Eva; Mano,
Darin; Dugan, Dan; Young, Sarah; Otto, Rachel; City Council Liaisons; Council Comments;
Mayor; Thomas, Blake; Norris, Nick; Clark, Aubrey; Planning Public Comments
Subject:Re: (EXTERNAL) Letter about Delta Center rezone proposal (Letter attached this time)
Dear Mayor Mendenhall, City Council Members, and Planning Commissioners:
We have been pleased by recent media reports stating that Salt Lake City elected officials are
negotiating with Smith Entertainment Group to obtain significant community benefits for all city
residents in the proposed Delta Center tax and redevelopment plan. We are particularly pleased to
read that there are negotiations underway to include affordable housing in this major development.
Today we ask city leaders to postpone all votes on zoning changes or tax increases in support of the
tax and redevelopment plan until the details about housing and other community benefits are finalized
and made available to the public. A delay of days or weeks to finalize these kinds of details can only
improve the final outcome.
We also reiterate the position that we took on May 17, 2024, that ten percent of the units within the
proposed redevelopment should be affordable to households earning less than $30,000 per year and
that an additional ten percent be affordable to households earning less than $60,000 per year.
Bill Tibbitts (He/Him/His)
Deputy Executive Director
Crossroads Urban Center
347 South 400 East
Salt Lake City, UT 84111
www.crossroadsurbancenter.org
22
Norris, Nick
From:CM Crompton
Sent:Tuesday, June 11, 2024 4:55 PM
To:Norris, Nick
Subject:(EXTERNAL) Smith SPORTS/CONVENTION/ENTERTAINMENT/CULTURE. DIST. Proposal
Caution: This is an external email. Please be cautious when clicking links or opening attachments.
Please consider the “livability” of mostly high-end housing encroached on by height (expanded restrictions) Jumbotron
(bright lights and noise)
Heliport (extreme noise and intrusive disruption at random hours. Not to mention crowd, traffic/parking complications.
Maybe too much indulgence for a livable and vibrant downtown? Would backers want to tolerate these intrusions
where they live? Please convey these concerns since the meeting announced for tonight will not include a discussion of
this proposed plan. I called several entities to confirm this.
Regards, C. Crompton
SLC.
23
6. Mailing list
24
PO BOX 1374 SALT LAKE UT 84110
1400 WEST ASSOCIATES, LLC 573 W STATE ST PLEASANT UT 84062
172 WEST 300 SOUTH, LLC PO BOX 2406 SALT LAKE UT 84110
214 NORTH TEMPLE CONDOMINIUMS AMD COMMON AREA MASTER CARD 262 E 3900 S # 200 MURRAY UT 84107
218 BROADWAY, LLC 150 S STATE ST SALT LAKE UT 84111
309 WEST LC 375 W 200 S # 100 SALT LAKE UT 84101
39/42 LLC 51 E 400 S SALT LAKE UT 84111
401K HOME MOSTLY INC.1474 BLACK STONE AVENUE SAN JOSE CA 95118
99 WEST CONDOMINIUMS OWNERS ASSOCIATION, INC PO BOX 511196 SALT LAKE UT 84151
99VESTRY, LLC PO BOX 71670 PHOENIX AZ 85050
A E G FAM TRUST 4368 S ADONIS DR MILLCREEK UT 84124
A FAM TR 99 W SOUTHTEMPLE ST # 401 SALT LAKE UT 84101
A J & M CO LLC 7875 S 965 E SANDY UT 84094
AARON A ROYCE; BRIAN L HUTCHINSON (JT)346 W PIERPONT AVE #W115 SALT LAKE UT 84101
AARON HSU 360 W 300 S #229 SALT LAKE UT 84101
ABHINEET SABHARWAL 360 W 300 S #218 SALT LAKE UT 84101
ADAM DELEEUW; SHARON K DELEEUW (JT)342 W 200 S # 110 SALT LAKE UT 84101
ADRIAN LAZO 1539 S 1000 E SALT LAKE UT 84105
ADRIAN STALDER; SHOUWEN XU (JT)1781 PARK BLVD PALO ALTO CA 94306
ADRIENNE JARRETT 342 E EDITH AVE SALT LAKE UT 84111
AHMET B ALTINAY 328 W 200 S # 603 SALT LAKE UT 84101
ALAMO CREEK 607 LLC 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
ALASTAIR STEWARD 336 W 300 S #407 SALT LAKE UT 84101
ALEXI RAE HATCH 163 W 200 S #405 SALT LAKE UT 84101
ALIA MASSOUH 346 W PIERPONT AVE #W105 SALT LAKE UT 84101
ALINA WHITE 328 W 200 S #408 SALT LAKE UT 84101
ALISE ANN KING; KELLY KING; SYDNEY HATCH KING (JT)328 W 200 S #210 SALT LAKE UT 84101
ALLAN D ANDERSON; ALLAN J ANDERSON (JT)360 W BROADWAY ST SALT LAKE UT 84101
AMBER GONDA; ROBERT GONDA 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
AMIR KASHANI 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
AMRA PASIC 336 W 300 S # 211 SALT LAKE UT 84101
ANDRA L LALLI REVOCABLE TRUST 09/05/2006 3070 S 950 E BOUNTIFU UT 84010
ANDREW LANE 328 W 200 S # 205 SALT LAKE UT 84101
ANDREW VANDONGEN 327 W 200 S #303 SALT LAKE UT 84101
ANGELIA BUSH 342 W 200 S #106 SALT LAKE UT 84101
ANTHONY Y STRIKE TRUST 10/29/2022 9904 HUNTERS RUN LN CINCINNATOH 45242
AP FORD BUILDING, LLC 1616 CAMDEN RD CHARLOTT NC 28203
API QOZB, LLC 1074 E MUTTON HOLLOW RD KAYSVILLE UT 84037
APPLE HOSPITALITY SLCC 7140, LLC APPLE HOSPITALITY COMPANI RICHMON VA 23219
APPLE HOSPITALITY SLCH 7141 LLC 814 E MAIN ST RICHMON VA 23219
ARENA 327 LLC 327 W 200 S #001 SALT LAKE UT 84101
ARENA 327 LLC 327 W 200 S #103 SALT LAKE UT 84101
ARENA 327 LLC 327 W 200 S #104 SALT LAKE UT 84101
AREVKAP, LLC 1906 E JEREMY DR MURRAY UT 84121
ARNOLD L SWINDLEHURST; KAREN A SWINDLEHURST (JT)17 WHITMAN CT IRVINE CA 92617
ARTSPACE AFFORDABLE HOUSING, LLC 230 S 500 W SALT LAKE UT 84101
ASHLEY DAWN WASDEN 360 W 300 S #403 SALT LAKE UT 84101
ATCAT IRREVOCABLE TRUST 09/27/2023 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
AUGUST ALLEN 2790 E JUNIPER WY HOLLADAY UT 84117
AUSTIN MARK LONG; LELA RAE LONG (JT)360 W 300 S #203 SALT LAKE UT 84101
AXIS BUILDING ASSOCIATES, LLC 175 S MAIN ST # 610 SALT LAKE UT 84111
B REVOC TRUST 3579 KENZIES WAY N SANTA CLA UT 84765
BANDALOOPS, LLC 51 E 400 S # 210 SALT LAKE UT 84111
BANDED PROPERTIES, LLC PO BOX 743 CLEARFIEL UT 84089
BARBARA E YOUNG REVOCABLE TRUST 04/14/2020 1545 S 1400 E SALT LAKE UT 84105
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LAKE EFFECT PROPERTY, LLC 3362 W 1820 S SALT LAKE UT 84104
LANCE SPENCER; ALISSA ANN JONES (JT)342 W 200 S # 108 SALT LAKE UT 84101
LARRY H MILLER ARENA CORP 301 W SOUTHTEMPLE ST SALT LAKE UT 84101
LAURA WARDLE 351 W 800 N # 1 SALT LAKE UT 84103
LAUREN & CHERYL LOCEY REVOCABLE TRUST 11/01/2022 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
LC 200 WEST HOLDING 254 S 200 W SALT LAKE UT 84101
LC CRANE ASSOCIATES 307 W 200 S # 4001 SALT LAKE UT 84101
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LINDA MAI PENDWARDEN; MICHAEL SCOTT PENWARDEN (JT)163 W 200 S #206 SALT LAKE UT 84101
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LOFT 403 LLC 1158 N MOUNTAIN RD KAYSVILLE UT 84037
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LORIN A BROADBENT REVOCABLE TRUST 12/04/2014; LARAE T BROADBENT R 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
LOUIS & CYNTHIA MILLER LIVING TRUST 05/14/2019 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
LOVE PAD SLC, LLC 1340 N 7000 E HUNTSVILL UT 84317
LP HAMPSTEAD JACKSON PARTNERS 1032 15TH ST NW #370 WASHINGT DC 20005
LTD GATEWAY ASSOCIATES 101 S 200 E SALT LAKE UT 84111
LUCAS HORNS; LUCAS HORNS; JOSHUA P SHUTKIND 328 W 200 S #308 SALT LAKE UT 84101
LUIS R MACIAS 380 W 200 S #403 SALT LAKE UT 84101
LUKE SCHUNK 328 W 200 S #306 SALT LAKE UT 84101
LYLE LIVING TRUST 10/19/2018 1360 E SHERMAN AVE SALT LAKE UT 84105
M FAM TR 1453 E ALTA CIR SALT LAKE UT 84103
M RES TRUST 9350 S 150 E # 1000 SANDY UT 84070
MADELINE COTTLE 336 W 300 S #207 SALT LAKE UT 84101
MADISON POTTER 360 W 300 S #421 SALT LAKE UT 84101
MAGGIE ELIZABETH OLSON; ANDREW WILLIAM TAMM (JT)360 W BROADWAY ST SALT LAKE UT 84101
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MAITE ALONDRA CARRANZA MARTINEZ 360 W 300 S #206 SALT LAKE UT 84101
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MARILYN E BRANHAM REVOCABLE TRUST 11/30/2017 8203 WHETSTONE RD MOUNTAI MO 65711
MARK CANNON; DEBRA CANNON (JT)3980 E FOUBERT AVE MILLCREEK UT 84124
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MARK ROGERS 328 W 200 S #509 SALT LAKE UT 84101
MARK TAYLOR 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
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MATTHEW S TAYLOR 380 W 200 S # 504 SALT LAKE UT 84101
MAURINE YVONNE WAYMAN; KLOE LORRAINE HAMMON WAYMAN (JT)163 W 200 S #304 SALT LAKE UT 84101
MAVERIK COUNTRY STORES INC 185 S STATE ST # 800 SALT LAKE UT 84111
MAXWELL CHRISTEN 360 W BROADWAY ST SALT LAKE UT 84101
MB 336 BROADWAY, LLC 3023 E JANKE FLATS LN SANDY UT 84092
MCCARLEY HOLDINGS, LLC PO BOX 1627 VERNAL UT 84078
MCE INVESTMENTS LLC 328 W 200 S # 100 SALT LAKE UT 84101
MCLOFTS LLC 7684 S KESWICK RD COTTONW UT 84093
MEC SALT LAKE CITY HOTEL OWNER, LLC 425 MARKET ST STE 1050 SAN FRANCCA 94105
MEGAN MARTIN 336 W BROADWAY ST SALT LAKE UT 84101
MEHRDAD SAMIE; AMY BETH LUKAS (JT)233 N EASTCAPITOL ST SALT LAKE UT 84103
MELANIE HUSCROFT 252 W WILTSHIRE LN SARATOGA UT 84045
MELISSA M HOLDEN 99 W SOUTHTEMPLE ST #1905 SALT LAKE UT 84101
MICHAEL & MARILYN WOOD FAMILY TRUST 04/01/2015 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
MICHAEL C HATCH; BARTLEY FRASER (TC)360 W 300 S # 616 SALT LAKE UT 84101
MICHAEL JOSEPH HORD 328 W 200 S #402 SALT LAKE UT 84101
MICHAEL SAGE HARPER; SHANE F HUISH (JT)360 W 300 S #606 SALT LAKE UT 84101
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MIKE E MORAN 380 W 200 S #305 SALT LAKE UT 84101
MIKE LOSCALZO 163 W 200 S #309 SALT LAKE UT 84101
MIR M KHAN 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
MRK FAMILY LIMITED PARTNERSHIP 118 N 300 W SALT LAKE UT 84103
MULTI-ETHNIC SENIOR HOUSING LTD 223 W 700 S # C SALT LAKE UT 84101
MW TRUST 1743 E BEECHWOOD DR LAYTON UT 84040
NAIDA KLJAJIC; MAIDA KLJAJIC (JT)336 W BROADWAY ST SALT LAKE UT 84101
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NAMRE 401K TRUST 04/08/2019 637 E THIRD AVE SALT LAKE UT 84103
NATHAN C PERRY 6195 S RATON LN MURRAY UT 84123
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NATHAN SNOW; MAREN SNOW (JT)214 W NORTHTEMPLE ST SALT LAKE UT 84103
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NCE HOMES, LLC 1149 DANIELS CANYON DR LAYTON UT 84040
NEUROSTREAM MEDIA LLC 346 W PIERPONT AVE #E106 SALT LAKE UT 84101
NIKOLAI H WEDEKIND 380 W 200 S #201 SALT LAKE UT 84101
NORTH TEMPLE ENTERPRISES, LLC 1153 S 3600 W SALT LAKE UT 84104
NURIA MERCED ALVAREZ PAGAN TRUST 06/18/2018 50 E NORTHTEMPLE ST #18TH SALT LAKE UT 84150
OB-OK, LLC 230 NORTH STREET DANVERS MA 01923
OLGA N KONONOVA; ANDREY KUTUZOV (JT)348 W PIERPONT AVE SALT LAKE UT 84101
ONE TRIBE TRUST 09/29/2015 252 E WILTSHIRE LN SARATOGA UT 84045
OWN_FULL_NAME OWN_ADDR own_unit OWN_CITY OWN_STA OWN_ZIP
PAINLESS PARKING LLC 163 S MAIN ST SALT LAKE UT 84111
PALMER FAMILY TRUST 01/10/2013 5600 W LOVERS LN DALLAS TX 75209
PAMELA S JACOBSON; KEVIN L JACOBSON (JT)380 W 200 S #307 SALT LAKE UT 84101
PAPERBOX DEVELOPERS, LLC 180 N UNIVERSITY AVE #200 PROVO UT 84601
PARKER FIELDS RESIDUAL TRUST UNDER THE KATHERINE SMITH FIELDS TRU 682 VILLA ST MOUNTAI CA 94041
PARRISH PLACE VENTURES LLC 360 W 300 S #101 SALT LAKE UT 84101
PATRICK 402 PARTNERS, LLC 2087 S SCENIC CIR SALT LAKE UT 84109
PATRICK LOFTS CONDOMINIUM ASSOCIATION, INC 1390 E THORNTON AVE SALT LAKE UT 84105
PATRICK PARTNERS LLC 111 E SEGO LILY DR # 400 SANDY UT 84070
PATRICK PARTNERS, LLC 1092 E SOUTHUNION AVE MIDVALE UT 84047
PAUL BOND; WENDY BOND (JT)163 W 200 S #209 SALT LAKE UT 84101
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PEERY REFI LLC 2381 ROSECRANS AVE EL SEGUND CA 90245
PHAYNARITH PANH 2735 E ROBIDOUX RD SANDY UT 84093
PHILIP ERICKSON 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
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PHILLIP J HUNT; KAREN L HUNT (JT)675 S GREEN VALLEY PKWY HENDERSO NV 89052
PIER 346, LLC 8029 S HUNTERS MEADOW CIR COTTONW UT 84093
PIERPONT HOLDINGS, LLC 151 W PIERPONT AVE SALT LAKE UT 84101
PIERPONT LOFTS CONDOMINIUM OWNERS ASSOCIATION PO BOX 2340 PARK CITY UT 84060
PIETRA PROPERTIES, LLC 273 N 1550 E LAYTON UT 84040
PILONEX, LLC PO BOX 655 SPRINGVIL UT 84663
PLANET SOFTWARE, LLC 342 W 200 S #201 SALT LAKE UT 84101
PLAYA VIDA TRUST 07/14/2022; PINNACLE TRUST 07/14/2022 380 W 200 S #604 SALT LAKE UT 84101
POPLAR STREET PUB, LLC 242 S 200 W SALT LAKE UT 84101
PRACHAR TRUST 04/06/2021 14908 LA CUMBRE DR PACIFIC PA CA 90272
PRAJIT RAVINDRAN 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
PROMONTORY PROPERTY, LLC 1210 WINTERGREEN CT ALPINE UT 84004
PROPERTY RESERVE INC PO BOX 511196 SALT LAKE UT 84151
PROVIDENCE PROPERTIES, LLC 2891 W 1500 S VERNAL UT 84078
R & D FAMILY INVESTMENTS, LLC PO BOX 712020 SALT LAKE UT 84171
R & L EYRE TRUST 12/21/2020 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
R&G COUNTRY MANOR LLC 1154 WINTERGREEN CT ALPINE UT 84004
RACHEL DENSLEY 11945 S HIDDEN CANYON LN SANDY UT 84092
RACHEL PARKIN 10 FAXON AVE APT 808 QUNICY MA 02169
RANDON J GARDINER 163 W 200 S #S19 SALT LAKE UT 84101
RDD FM TRST 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
REALINE PROPERTIES LLC 30 E BROADWAY ST # 310 SALT LAKE UT 84111
REBECCA A SCHNEIDER; NOLAN A SCHNEIDER (JT)328 W 200 S #507 SALT LAKE UT 84101
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REBECCA ANN BROWN; ROBERT PAUL BROWN (JT)328 W 200 S #107 SALT LAKE UT 84101
REBECCA H OSTHED TRUST 11/27/2023 436 E DAIRY LN DRAPER UT 84020
REBECCA LECHEMINANT 656 S 500 E SALT LAKE UT 84102
RED CLIFFS LLC 7224 DRY CREEK RD LONGMON CO 80503
REDEVELOPMENT AGENCY OF SALT LAKE CITY PO BOX 145518 SALT LAKE UT 84114
RENSOR PROPERTIES, LLC 10047 S COPPER KING LN SOUTH JORUT 84095
REX FIORI; CARMEN FIORI (JT)380 W 200 S # 407 SALT LAKE UT 84101
REZA FAKHRIEH; DOWLING FAKRIEH, JOCELYN FAKHRIEH 564 W 700 S # 406 PLEASANT UT 84062
RHRE 30 CITY CREEK, LLC 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
RIAN J WENDLING 154 VILLAGE GREEN AVE WOODSTO GA 30189
RICHARD & REBECCA HARSTON FAMILY TRUST 11/10/2008 10676 S WATERY WY SOUTH JORUT 84009
RICHARD C TORMAN; AMY L TORMAN (JT)1661 SOMERSET CT FARMINGT UT 84025
RICHARD FESSENDEN 360 W 300 S #619 SALT LAKE UT 84101
RICHARD S MORLEY 25 E CENTER ST NORTH SA UT 84054
RLH PARTNERSHIP II LP 1775 TYSONS BLVD 7TH FLR MCLEAN VA 22102
ROBERT D HARRIS; TERRI L HARRIS (JT)99 W SOUTHTEMPLE ST SALT LAKE UT 84101
ROCIO SOTO LIVING TRUST 12/04/2019 380 W 200 S #404 SALT LAKE UT 84101
ROLAND CHRISTENSEN 501 N 1400 W SALT LAKE UT 84116
ROMAN CATHOLIC BISHOP OF SALT LAKE 27 N 'C' ST SALT LAKE UT 84103
ROMNEY VENTURES LLC 2265 E MURRAY HOLLADAY RD HOLLADAY UT 84117
RON L SPERLE; JACQUELINE SNOW (JT)11307 S SILVER CHARM LN SANDY UT 84092
RONALD K JOHNSON LIVING TRUST 07/07/2021 380 W 200 S #402 SALT LAKE UT 84101
RONALD ZIPPRICH; LINDA ZIPPRICH (JT)328 W 200 S #501 SALT LAKE UT 84101
RYAN BURKE 327 W 200 S # 203 SALT LAKE UT 84101
RYAN L MITCHELL 360 W 300 S #612 SALT LAKE UT 84101
S FAM TR 1224 W BATEMAN POINT DR WEST JORDUT 84084
SALT LAKE BUDDHIST TEMPLE 211 W 100 S SALT LAKE UT 84101
SALT LAKE CITY CH, LLC 303 PEACHTREE CENTER AVEN ATLANTA GA 30303
SALT LAKE CITY INVESTORS, LLC; TYRONE REVERSE, LLC 5150 OVERLAND AVE CULVER CI CA 90230
SALT LAKE CITY TRUST 12/16/2019 1196 W SOUTHJORDAN PKWY SOUTH JORUT 84095
SALT LAKE COUNTY PO BOX 144575 SALT LAKE UT 84114
SALT LAKE TABERNACLE CORP 50 E NORTHTEMPLE ST #2225 SALT LAKE UT 84150
SAMUEL J BIGGS; SHEILA R BIGGS (JT)2455 E MALLORY ST MESA AZ 85213
SANDBOX CAPITAL, LLC 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
SANDEEP TALWAR 328 W 200 S #606 SALT LAKE UT 84101
SANDRA A LEFLER 99 W SOUTHTEMPLE ST #1903 SALT LAKE UT 84101
SARA LUND 360 W BROADWAY ST # 242 SALT LAKE UT 84101
SARAH ALLEN 346 W PIERPONT AVE #E102 SALT LAKE UT 84101
SAW RV TRST; MSW RV TRST 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
SAYER FAMILY TRUST 02/15/2006 7934 CORTE DOMINGO CARLSBAD CA 92009
SBL 7 LLC 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
SC89, LLC 99 W SOUTHTEMPLE ST #1004 SALT LAKE UT 84101
SCHMIEDER FAMILY TRUST 07/23/2014 424 PIAZZA LIDO NEWPORT CA 92663
SCOTT BASMADJIAN; PHILIP BASMADJIAN; BARBARA BASMADJIAN (JT)336 W 300 S #204 SALT LAKE UT 84101
SCOTT HUMPHREYS 5050 CALATRANA DR WOODLAN CA 91364
SCOTT PELICHOFF; LYNN PELICHOFF (JT)3578 S 1950 W WEST VALL UT 84119
SEAN L KELSTROM 336 W 300 S #309 SALT LAKE UT 84101
SEAN STRASBURG; HOLLIE STRASBURG (JT)308 W 300 S # 201 SALT LAKE UT 84101
SELJETAD DEVELOPMENT LLC 273 PARK VIEW CIR BOUNTIFU UT 84010
SERIES BROWN LION LLC 1287 W BLOOMINGTON DR SOU ST GEORGE UT 84790
SHANDRA KOEHLER; ELIZABETH A KOEHLER 380 W 200 S #506 SALT LAKE UT 84101
SHARD HOLDING LLC 30832 HUNT CLUB DR SAN JUAN CA 92675
SHAWN MCCRANEY & MARY MCCRANEY LIVING TRUST 02/20/2020 380 W 200 S #507 SALT LAKE UT 84101
SHERI J JENSEN INHERITANCE TRUST 08/30/2021 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
SHERRI M FINDLAY 360 W BROADWAY ST # 238 SALT LAKE UT 84101
SHIJIE WANG 336 W 300 S #205 SALT LAKE UT 84101
SHYLO FARNSWORTH 4604 SW IDAHO DR PORTLAND OR 97221
SIDDHARTHA HERDEGEN 380 W 200 S #202 SALT LAKE UT 84101
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SKYFALL23, LLC 336 W 300 S # 402 SALT LAKE UT 84101
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STATE ROAD COMMISSION OF UTAH PO BOX 148420 SALT LAKE UT 84114
STEPHEN GOUGH 380 W 200 S #308 SALT LAKE UT 84101
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STEVEN BURGESS 380 W 200 S #306 SALT LAKE UT 84101
STEVEN FINAU; JOSHUA JONES (JT)328 W 200 S #201 SALT LAKE UT 84101
STEVEN H SIMPSON 346 W PIERPONT AVE # W206 SALT LAKE UT 84101
STEVEN M MAXWELL 328 W 200 S #102 SALT LAKE UT 84101
STEVEN M MAXWELL 328 W 200 S #609 SALT LAKE UT 84101
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STONE TRUST LLC 195 HANOVER ST HANOVER MA 02339
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SWEET CANDY COMPANY 28128 PACIFIC COAST HWY MALIBU CA 90265
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TAKASHI WADA; NAOMI WADA (JT)47 E SOUTHTEMPLE ST SALT LAKE UT 84111
TARRAH SAMUEL 336 W 300 S #413 SALT LAKE UT 84101
TAYLOR BICKMORE 1566 E TIMONEY RD DRAPER UT 84020
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TAYLOR MORGAN 360 W 300 S #618 SALT LAKE UT 84101
TCR LIV TRUST 7417 EVERWOOD ST. NE KEIZER OR 97303
THE ASIAN ASSOCIATION OF UTAH 155 S 300 W # 101 SALT LAKE UT 84101
THE OLIVE QOZB, LLC 1095 E 2100 S SALT LAKE UT 84106
THOMAS D AARON; MICHAEL D AARON (JT)600 WILLOW RD # 23 MENLO PA CA 94025
TIFFANY S WAKELING 163 W 200 S # 302 SALT LAKE UT 84101
TIMOTHY DAVIS 342 E EDITH AVE SALT LAKE UT 84111
TIMOTHY J DUFFY; KRISTIN B DUFFY (JT)163 W 200 S #506 SALT LAKE UT 84101
TIMOTHY KUNZ 163 W 200 S #207 SALT LAKE UT 84101
TIRE TOWN MIXED USE CONDO PH 1 COMMON AREA MASTER CARD 1145 S 800 E #110 OREM UT 84097
TMC TRUST 03/23/2023 PO BOX 1421 DRAPER UT 84020
TODD RENNER 346 W PIERPONT AVE #E111 SALT LAKE UT 84101
TODD THEOBALD 328 W 200 S #104 SALT LAKE UT 84101
TORIA J MAGLEBY FAMILY LIVING TRUST 03/11/2015 1175 E SECOND AVE SALT LAKE UT 84103
TRACE COCCIMIGLIO PO BOX 1484 SANDY UT 84091
TRAVIS & ALLISON JENSEN TRUST 11/10/2023 6296 PARK LN NORTH PARK CITY UT 84098
TRAVIS EDGAR FINSTAD TRUST 12/02/2019; MADALY LINDA FINSTAD TRUST 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
TRAVIS EDWARD DORSCH; BREANNA ERIN STUDENKA (JT)342 W 200 S #207 SALT LAKE UT 84101
TRAVIS R PETERSEN; DAVID G VAN OOSTENDORP (JT)14883 S VILLAGE CREST DR DRAPER UT 84020
TREVOR NEEDHAM 163 W 200 S #308 SALT LAKE UT 84101
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UC SALT LAKE, LLC 39 E EAGLE RIDGE DR NORTH SA UT 84054
UFFENS MARKETPLACE UNIT OWNERS ASSOCIATION PO BOX 1 LEHI UT 84043
UTAH DOORS, LLC SERIES TWO 4607 W DAYBREAK PKWY SOUTH JORUT 84009
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VALERIE F CALL 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
VALERIE L KITCHEN 328 W 200 S #508 SALT LAKE UT 84101
VENKATA R MUTYALA 8013 LOS SABALOS ST SAN DIEGO CA 92126
VESTAR GATEWAY, LLC 2425 E CAMELBACK RD PHOENIX AZ 85016
VICTOR-PHILIBERT COULON; KUAN LUO (JT)360 W 300 S #211 SALT LAKE UT 84101
VILLAGE 415, LLC 6000 S OAKHILL DR HOLLADAY UT 84121
VILLAGE 415/PIERPONT SPE, LLC 132 W PIERPONT AVE SALT LAKE UT 84101
VINCENT GAISFORD 163 W 200 S #306 SALT LAKE UT 84101
VINCENT MICHAEL MCGUIRE & JUDY ANN MCGUIRE LIVING TRUST 05/31/202 4916 S CENTER ST MURRAY UT 84107
VINCENT NGUYEN 163 W 200 S # T609 SALT LAKE UT 84101
VINCENT T NGUYEN 163 W 200 S # 510 SALT LAKE UT 84101
VINCENT T NGUYEN 163 W 200 S # 510 SALT LAKE UT 84101
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VMM ARROW PRESS LLC 51 E 400 S # 210 SALT LAKE UT 84111
VRHR TR 99 W SOUTHTEMPLE ST # 804 SALT LAKE UT 84101
W FAM TR 99 W SOUTHTEMPLE ST # 507 SALT LAKE UT 84101
W&HARRJRTR 99 W SOUTHTEMPLE ST # 506 SALT LAKE UT 84101
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WEIKERT GEORGIA PROPERTIES LLC 3199 WYNN DR AVONDALE GA 30002
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WEST QUARTER LODGING I, LLC 1245 E BRICKYARD RD SALT LAKE UT 84106
WEST RIVER, LLC 187 N 100 E PRICE UT 84501
WESTERN ROCKY COMPANY 2001 UNION ST # 300 SAN FRANCCA 94123
WESTGATE LOFTS CONDOMINIUM ASSOCIATION 262 E 3900 S # 200 MURRAY UT 84107
WESTGATE SB HOLDINGS, LLC 1157 N BOYNTON RD KAYSVILLE UT 84037
WESTON KAY 342 W 200 S #205 SALT LAKE UT 84101
WILLIAM C VANWAGENEN 346 W PIERPONT AVE #E101 SALT LAKE UT 84101
WILLIAM E GOLDMAN 163 W 200 S # 410 SALT LAKE UT 84101
WILLIAM ELLIOT GOLDMAN 163 W 200 S # 410 SALT LAKE UT 84101
WILLIAM J SUTHERLAND 99 W SOUTHTEMPLE ST #2103 SALT LAKE UT 84101
WILLIAM L ARTHUR 163 W 200 S # 509 SALT LAKE UT 84101
WILLIAM L SWANK 299 S MAIN ST # 1300 SALT LAKE UT 84111
WILLIAM M MOORE REVOCABLE TRUST 08/16/2016; PATRICIA A MOORE REVO 5835 NW 26TH AVE CAMAS WA 98607
WILLIAM MEAD 380 W 200 S # 304 SALT LAKE UT 84101
WILLIAMS IRREVOCABLE TRUST 04/05/2016 3140 ORION DR MOAB UT 84532
WOLF CAPITAL, LLC 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
WW ZEPHYR OWNER VIII, LLC 2716 OCEAN PARK BLVD SANTA MO CA 90405
Y FAM TR 1193 ANGUS CT PARK CITY UT 84098
YEVGENY TUCHINSKY 99 W SOUTHTEMPLE ST SALT LAKE UT 84101
YOUNG JIM LLC 1400 S FOOTHILL DR SALT LAKE UT 84108
ZACHARY HADDENHAM 1796 S 300 E SALT LAKE UT 84115
ZI LLANG 163 W 200 S #504 SALT LAKE UT 84101
ZIONS FIRST NATIONAL BANK NA PO BOX 54288 LEXINGTO KY 40555
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Occupant PARCEL_ADDR NEW_UNIT CITY ZIPCODE STATE
Current Oc 344 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 110 N 400 W Salt Lake C 84103 UT
Current Oc 39 N 400 W Salt Lake C 84103 UT
Current Oc 49 N 400 W Salt Lake C 84103 UT
Current Oc 2 S 400 W Salt Lake C 84101 UT
Current Oc 101 N 400 W Salt Lake C 84103 UT
Current Oc 55 N 400 W Salt Lake C 84103 UT
Current Oc 99 N 400 W Salt Lake C 84103 UT
Current Oc 95 N 400 W Salt Lake C 84103 UT
Current Oc 455 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 421 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 430 W 50 N Salt Lake C 84103 UT
Current Oc 155 N 400 W Salt Lake C 84103 UT
Current Oc 28 N 400 W Salt Lake C 84103 UT
Current Oc 48 N 400 W Salt Lake C 84103 UT
Current Oc 60 N 400 W Salt Lake C 84103 UT
Current Oc 395 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 308 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 116 N 300 W Salt Lake C 84103 UT
Current Oc 112 N 300 W Salt Lake C 84103 UT
Current Oc 102 N 300 W Salt Lake C 84103 UT
Current Oc 274 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 264 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 250 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 248 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 242 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 230 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 107 N 200 W Salt Lake C 84103 UT
Current Oc 206 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 125 N 200 W Salt Lake C 84103 UT
Current Oc 133 N 200 W #NFF1 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C3 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C4 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C5 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C6 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C7 Salt Lake C 84103 UT
Current Oc 216 W NORTH TEMPLE ST #C8 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E-1 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E2 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E3 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E4 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E5 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E6 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST #E-7 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W1 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W2 Salt Lake C 84103 UT
33
Current Oc 218 W NORTH TEMPLE ST #W3 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W4 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W5 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W6 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W7 Salt Lake C 84103 UT
Current Oc 218 W NORTH TEMPLE ST #W8 Salt Lake C 84103 UT
Current Oc 214 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 55 N 300 W Salt Lake C 84103 UT
Current Oc 55 N 300 W Salt Lake C 84103 UT
Current Oc 340 W SOUTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 240 W SOUTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 269 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 75 N 200 W Salt Lake C 84103 UT
Current Oc 95 N 300 W Salt Lake C 84103 UT
Current Oc 345 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 150 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 144 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 134 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 60 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 100 N WEST TEMPLE ST Salt Lake C 84103 UT
Current Oc 163 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 161 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 159 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 50 N 200 W Salt Lake C 84103 UT
Current Oc 40 N 200 W Salt Lake C 84103 UT
Current Oc 160 W SOUTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 45 N WEST TEMPLE ST Salt Lake C 84103 UT
Current Oc 35 N WEST TEMPLE ST Salt Lake C 84103 UT
Current Oc 122 W SOUTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 141 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 143 W NORTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 151 W NORTH TEMPLE ST #NFF1 Salt Lake C 84103 UT
Current Oc 50 W SOUTH TEMPLE ST Salt Lake C 84103 UT
Current Oc 76 S 400 W Salt Lake C 84101 UT
Current Oc 301 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 301 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 301 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 365 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 365 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 377 W 100 S Salt Lake C 84101 UT
Current Oc 141 S 400 W Salt Lake C 84101 UT
Current Oc 125 S 400 W Salt Lake C 84101 UT
Current Oc 125 S 400 W #REAR Salt Lake C 84101 UT
Current Oc 141 S 400 W #REAR Salt Lake C 84101 UT
Current Oc 360 W 200 S Salt Lake C 84101 UT
Current Oc 316 W 200 S Salt Lake C 84101 UT
Current Oc 320 W 200 S Salt Lake C 84101 UT
34
Current Oc 140 S 300 W Salt Lake C 84101 UT
Current Oc 144 S 300 W Salt Lake C 84101 UT
Current Oc 345 W 100 S Salt Lake C 84101 UT
Current Oc 160 S 300 W Salt Lake C 84101 UT
Current Oc 424 W 100 S Salt Lake C 84101 UT
Current Oc 444 W 100 S Salt Lake C 84101 UT
Current Oc 90 S 400 W #2A Salt Lake C 84101 UT
Current Oc 90 S 400 W #2B Salt Lake C 84101 UT
Current Oc 90 S 400 W #2C Salt Lake C 84101 UT
Current Oc 90 S 400 W #2D Salt Lake C 84101 UT
Current Oc 90 S 400 W #2E Salt Lake C 84101 UT
Current Oc 90 S 400 W #2F Salt Lake C 84101 UT
Current Oc 424 W 100 S Salt Lake C 84101 UT
Current Oc 328 W 200 S #100 Salt Lake C 84101 UT
Current Oc 328 W 200 S #103 Salt Lake C 84101 UT
Current Oc 328 W 200 S #105 Salt Lake C 84101 UT
Current Oc 328 W 200 S #106 Salt Lake C 84101 UT
Current Oc 328 W 200 S #203 Salt Lake C 84101 UT
Current Oc 328 W 200 S #205 Salt Lake C 84101 UT
Current Oc 328 W 200 S #206 Salt Lake C 84101 UT
Current Oc 328 W 200 S #207 Salt Lake C 84101 UT
Current Oc 328 W 200 S #209 Salt Lake C 84101 UT
Current Oc 328 W 200 S #303 Salt Lake C 84101 UT
Current Oc 328 W 200 S #304 Salt Lake C 84101 UT
Current Oc 328 W 200 S #309 Salt Lake C 84101 UT
Current Oc 328 W 200 S #310 Salt Lake C 84101 UT
Current Oc 328 W 200 S #401 Salt Lake C 84101 UT
Current Oc 328 W 200 S #404 Salt Lake C 84101 UT
Current Oc 328 W 200 S #405 Salt Lake C 84101 UT
Current Oc 328 W 200 S #407 Salt Lake C 84101 UT
Current Oc 328 W 200 S #410 Salt Lake C 84101 UT
Current Oc 328 W 200 S #506 Salt Lake C 84101 UT
Current Oc 328 W 200 S #510 Salt Lake C 84101 UT
Current Oc 328 W 200 S #601 Salt Lake C 84101 UT
Current Oc 328 W 200 S #602 Salt Lake C 84101 UT
Current Oc 328 W 200 S #603 Salt Lake C 84101 UT
Current Oc 328 W 200 S #605 Salt Lake C 84101 UT
Current Oc 342 W 200 S #102 Salt Lake C 84101 UT
Current Oc 342 W 200 S #103 Salt Lake C 84101 UT
Current Oc 342 W 200 S #104 Salt Lake C 84101 UT
Current Oc 342 W 200 S #105 Salt Lake C 84101 UT
Current Oc 342 W 200 S #108 Salt Lake C 84101 UT
Current Oc 342 W 200 S #109 Salt Lake C 84101 UT
Current Oc 342 W 200 S #110 Salt Lake C 84101 UT
Current Oc 342 W 200 S #202 Salt Lake C 84101 UT
Current Oc 342 W 200 S #204 Salt Lake C 84101 UT
Current Oc 342 W 200 S Salt Lake C 84101 UT
35
Current Oc 441 W 100 S Salt Lake C 84101 UT
Current Oc 110 S 400 W Salt Lake C 84101 UT
Current Oc 440 W 200 S Salt Lake C 84101 UT
Current Oc 441 W 100 S Salt Lake C 84101 UT
Current Oc 235 S RIO GRANDE ST Salt Lake C 84101 UT
Current Oc 268 S 400 W #NFF Salt Lake C 84101 UT
Current Oc 224 S 400 W Salt Lake C 84101 UT
Current Oc 234 S 400 W Salt Lake C 84101 UT
Current Oc 244 S 400 W Salt Lake C 84101 UT
Current Oc 280 S 400 W Salt Lake C 84101 UT
Current Oc 229 S RIO GRANDE ST Salt Lake C 84101 UT
Current Oc 214 S 400 W Salt Lake C 84101 UT
Current Oc 437 W 200 S Salt Lake C 84101 UT
Current Oc 375 W 200 S Salt Lake C 84101 UT
Current Oc 357 W 200 S Salt Lake C 84101 UT
Current Oc 353 W 200 S Salt Lake C 84101 UT
Current Oc 340 W PIERPONT AVE Salt Lake C 84101 UT
Current Oc 235 S 400 W Salt Lake C 84101 UT
Current Oc 229 S 400 W Salt Lake C 84101 UT
Current Oc 331 W PIERPONT AVE Salt Lake C 84101 UT
Current Oc 378 W 300 S Salt Lake C 84101 UT
Current Oc 380 W 200 S #001 Salt Lake C 84101 UT
Current Oc 380 W 200 S #101 Salt Lake C 84101 UT
Current Oc 380 W 200 S #203 Salt Lake C 84101 UT
Current Oc 380 W 200 S #204 Salt Lake C 84101 UT
Current Oc 380 W 200 S #301 Salt Lake C 84101 UT
Current Oc 380 W 200 S #303 Salt Lake C 84101 UT
Current Oc 380 W 200 S #304 Salt Lake C 84101 UT
Current Oc 380 W 200 S #309 Salt Lake C 84101 UT
Current Oc 380 W 200 S #401 Salt Lake C 84101 UT
Current Oc 380 W 200 S #405 Salt Lake C 84101 UT
Current Oc 380 W 200 S #406 Salt Lake C 84101 UT
Current Oc 380 W 200 S #407 Salt Lake C 84101 UT
Current Oc 380 W 200 S #408 Salt Lake C 84101 UT
Current Oc 380 W 200 S #501 Salt Lake C 84101 UT
Current Oc 380 W 200 S #502 Salt Lake C 84101 UT
Current Oc 380 W 200 S #503 Salt Lake C 84101 UT
Current Oc 380 W 200 S #504 Salt Lake C 84101 UT
Current Oc 380 W 200 S #505 Salt Lake C 84101 UT
Current Oc 380 W 200 S #508 Salt Lake C 84101 UT
Current Oc 380 W 200 S #601 Salt Lake C 84101 UT
Current Oc 380 W 200 S #602 Salt Lake C 84101 UT
Current Oc 380 W 200 S #603 Salt Lake C 84101 UT
Current Oc 380 W 200 S Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W101 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W102 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W103 Salt Lake C 84101 UT
36
Current Oc 346 W PIERPONT AVE #W104 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W106 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W107 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W109 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W110 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W112 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W201 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W203 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W205 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W206 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W209 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W210 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W211 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W212 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #W214 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E104 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E105 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E109 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E112 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E113 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E117 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E118 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E120 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E122 Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE #E123 Salt Lake C 84101 UT
Current Oc 350 W PIERPONT AVE Salt Lake C 84101 UT
Current Oc 346 W PIERPONT AVE Salt Lake C 84101 UT
Current Oc 336 W 300 S #101 Salt Lake C 84101 UT
Current Oc 336 W 300 S #102 Salt Lake C 84101 UT
Current Oc 336 W 300 S #103 Salt Lake C 84101 UT
Current Oc 336 W 300 S #104 Salt Lake C 84101 UT
Current Oc 336 W 300 S #105 Salt Lake C 84101 UT
Current Oc 336 W 300 S #106 Salt Lake C 84101 UT
Current Oc 336 W 300 S #107 Salt Lake C 84101 UT
Current Oc 336 W 300 S #108 Salt Lake C 84101 UT
Current Oc 336 W 300 S #109 Salt Lake C 84101 UT
Current Oc 336 W 300 S #110 Salt Lake C 84101 UT
Current Oc 336 W 300 S #203 Salt Lake C 84101 UT
Current Oc 336 W 300 S #206 Salt Lake C 84101 UT
Current Oc 336 W 300 S #208 Salt Lake C 84101 UT
Current Oc 336 W 300 S #209 Salt Lake C 84101 UT
Current Oc 336 W 300 S #210 Salt Lake C 84101 UT
Current Oc 336 W 300 S #211 Salt Lake C 84101 UT
Current Oc 336 W 300 S #212 Salt Lake C 84101 UT
Current Oc 336 W 300 S #213 Salt Lake C 84101 UT
Current Oc 336 W 300 S #214 Salt Lake C 84101 UT
Current Oc 336 W 300 S #215 Salt Lake C 84101 UT
37
Current Oc 336 W 300 S #301 Salt Lake C 84101 UT
Current Oc 336 W 300 S #302 Salt Lake C 84101 UT
Current Oc 336 W 300 S #304 Salt Lake C 84101 UT
Current Oc 336 W 300 S #305 Salt Lake C 84101 UT
Current Oc 336 W 300 S #306 Salt Lake C 84101 UT
Current Oc 336 W 300 S #307 Salt Lake C 84101 UT
Current Oc 336 W 300 S #308 Salt Lake C 84101 UT
Current Oc 336 W 300 S #310 Salt Lake C 84101 UT
Current Oc 336 W 300 S #311 Salt Lake C 84101 UT
Current Oc 336 W 300 S #312 Salt Lake C 84101 UT
Current Oc 336 W 300 S #313 Salt Lake C 84101 UT
Current Oc 336 W 300 S #314 Salt Lake C 84101 UT
Current Oc 336 W 300 S #315 Salt Lake C 84101 UT
Current Oc 336 W 300 S #401 Salt Lake C 84101 UT
Current Oc 336 W 300 S #402 Salt Lake C 84101 UT
Current Oc 336 W 300 S #403 Salt Lake C 84101 UT
Current Oc 336 W 300 S #404 Salt Lake C 84101 UT
Current Oc 336 W 300 S #405 Salt Lake C 84101 UT
Current Oc 336 W 300 S #406 Salt Lake C 84101 UT
Current Oc 336 W 300 S #408 Salt Lake C 84101 UT
Current Oc 336 W 300 S #409 Salt Lake C 84101 UT
Current Oc 336 W 300 S #410 Salt Lake C 84101 UT
Current Oc 336 W 300 S #411 Salt Lake C 84101 UT
Current Oc 336 W 300 S #414 Salt Lake C 84101 UT
Current Oc 336 W 300 S Salt Lake C 84101 UT
Current Oc 360 W 300 S #204 Salt Lake C 84101 UT
Current Oc 360 W 300 S #209 Salt Lake C 84101 UT
Current Oc 360 W 300 S #210 Salt Lake C 84101 UT
Current Oc 360 W 300 S #213 Salt Lake C 84101 UT
Current Oc 360 W 300 S #214 Salt Lake C 84101 UT
Current Oc 360 W 300 S #215 Salt Lake C 84101 UT
Current Oc 360 W 300 S #216 Salt Lake C 84101 UT
Current Oc 360 W 300 S #217 Salt Lake C 84101 UT
Current Oc 360 W 300 S #223 Salt Lake C 84101 UT
Current Oc 360 W 300 S #225 Salt Lake C 84101 UT
Current Oc 360 W 300 S #226 Salt Lake C 84101 UT
Current Oc 360 W 300 S #228 Salt Lake C 84101 UT
Current Oc 360 W 300 S #230 Salt Lake C 84101 UT
Current Oc 360 W 300 S #234 Salt Lake C 84101 UT
Current Oc 360 W 300 S #238 Salt Lake C 84101 UT
Current Oc 360 W 300 S #239 Salt Lake C 84101 UT
Current Oc 360 W 300 S #240 Salt Lake C 84101 UT
Current Oc 360 W 300 S #241 Salt Lake C 84101 UT
Current Oc 360 W 300 S #242 Salt Lake C 84101 UT
Current Oc 360 W 300 S #401 Salt Lake C 84101 UT
Current Oc 360 W 300 S #402 Salt Lake C 84101 UT
Current Oc 360 W 300 S #404 Salt Lake C 84101 UT
38
Current Oc 360 W 300 S #405 Salt Lake C 84101 UT
Current Oc 360 W 300 S #408 Salt Lake C 84101 UT
Current Oc 360 W 300 S #409 Salt Lake C 84101 UT
Current Oc 360 W 300 S #410 Salt Lake C 84101 UT
Current Oc 360 W 300 S #411 Salt Lake C 84101 UT
Current Oc 360 W 300 S #412 Salt Lake C 84101 UT
Current Oc 360 W 300 S #414 Salt Lake C 84101 UT
Current Oc 360 W 300 S #415 Salt Lake C 84101 UT
Current Oc 360 W 300 S #416 Salt Lake C 84101 UT
Current Oc 360 W 300 S #417 Salt Lake C 84101 UT
Current Oc 360 W 300 S #418 Salt Lake C 84101 UT
Current Oc 360 W 300 S #423 Salt Lake C 84101 UT
Current Oc 360 W 300 S #603 Salt Lake C 84101 UT
Current Oc 360 W 300 S #604 Salt Lake C 84101 UT
Current Oc 360 W 300 S #605 Salt Lake C 84101 UT
Current Oc 360 W 300 S #611 Salt Lake C 84101 UT
Current Oc 360 W 300 S #614 Salt Lake C 84101 UT
Current Oc 360 W 300 S #616 Salt Lake C 84101 UT
Current Oc 360 W 300 S #617 Salt Lake C 84101 UT
Current Oc 360 W 300 S #620 Salt Lake C 84101 UT
Current Oc 360 W 300 S #621 Salt Lake C 84101 UT
Current Oc 360 W 300 S #202 Salt Lake C 84101 UT
Current Oc 360 W 300 S #609 Salt Lake C 84101 UT
Current Oc 360 W 300 S Salt Lake C 84101 UT
Current Oc 279 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 34 S 200 W Salt Lake C 84101 UT
Current Oc 40 S 200 W Salt Lake C 84101 UT
Current Oc 36 S 200 W #NFF1 Salt Lake C 84101 UT
Current Oc 265 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 255 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 215 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 48 S 200 W Salt Lake C 84101 UT
Current Oc 55 S 300 W Salt Lake C 84101 UT
Current Oc 50 S 200 W #NFF Salt Lake C 84101 UT
Current Oc 60 S 200 W Salt Lake C 84101 UT
Current Oc 266 W 100 S Salt Lake C 84101 UT
Current Oc 276 W 100 S Salt Lake C 84101 UT
Current Oc 222 W 100 S Salt Lake C 84101 UT
Current Oc 218 W 100 S Salt Lake C 84101 UT
Current Oc 212 W 100 S Salt Lake C 84101 UT
Current Oc 64 S 200 W Salt Lake C 84101 UT
Current Oc 72 S 200 W Salt Lake C 84101 UT
Current Oc 155 S 300 W Salt Lake C 84101 UT
Current Oc 243 W 100 S #-REAR Salt Lake C 84101 UT
Current Oc 247 W 100 S Salt Lake C 84101 UT
Current Oc 215 W 100 S Salt Lake C 84101 UT
Current Oc 126 S 200 W Salt Lake C 84101 UT
39
Current Oc 120 S 200 W Salt Lake C 84101 UT
Current Oc 274 W 200 S Salt Lake C 84101 UT
Current Oc 150 S 200 W Salt Lake C 84101 UT
Current Oc 260 W 200 S Salt Lake C 84101 UT
Current Oc 222 W 200 S Salt Lake C 84101 UT
Current Oc 111 S 300 W #COM Salt Lake C 84101 UT
Current Oc 111 S 300 W Salt Lake C 84101 UT
Current Oc 131 S 300 W Salt Lake C 84101 UT
Current Oc 111 S 300 W #P1 Salt Lake C 84101 UT
Current Oc 111 S 300 W #P2 Salt Lake C 84101 UT
Current Oc 260 W QUARTER ROW Salt Lake C 84101 UT
Current Oc 20 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 79 S 200 W Salt Lake C 84101 UT
Current Oc 65 S 200 W Salt Lake C 84101 UT
Current Oc 151 S 200 W Salt Lake C 84101 UT
Current Oc 170 S WEST TEMPLE ST #84101 Salt Lake C 84101 UT
Current Oc 75 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 50 S MAIN ST Salt Lake C 84101 UT
Current Oc 50 S MAIN ST Salt Lake C 84101 UT
Current Oc 50 S MAIN ST Salt Lake C 84101 UT
Current Oc 30 S MAIN ST Salt Lake C 84101 UT
Current Oc 55 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 55 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 45 W SOUTH TEMPLE ST Salt Lake C 84101 UT
Current Oc 44 W 100 S Salt Lake C 84101 UT
Current Oc 44 W 100 S Salt Lake C 84101 UT
Current Oc 50 S MAIN ST Salt Lake C 84101 UT
Current Oc 79 W 100 S Salt Lake C 84101 UT
Current Oc 67 W 100 S Salt Lake C 84101 UT
Current Oc 37 W 100 S Salt Lake C 84101 UT
Current Oc 115 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 119 S WEST TEMPLE ST #NFF1 Salt Lake C 84101 UT
Current Oc 123 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 37 W 100 S #NFF1 Salt Lake C 84101 UT
Current Oc 155 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 55 W 100 S Salt Lake C 84101 UT
Current Oc 127 S WEST TEMPLE ST #NFF1 Salt Lake C 84101 UT
Current Oc 175 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 165 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 50 W 200 S Salt Lake C 84101 UT
Current Oc 147 S WEST TEMPLE ST Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #201 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #202 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #203 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #204 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #205 Salt Lake C 84101 UT
40
Current Oc 99 W SOUTH TEMPLE ST #206 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #207 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #301 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #302 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #303 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #304 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #305 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #306 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #307 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #401 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #402 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #403 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #404 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #405 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #501 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #502 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #503 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #504 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #505 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #506 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #507 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #603 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #604 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #605 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #606 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #607 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #703 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #704 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #705 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #706 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #707 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #801 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #802 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #803 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #804 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #805 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #806 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #807 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #901 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #902 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #903 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #904 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #905 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #906 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #907 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1003 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1004 Salt Lake C 84101 UT
41
Current Oc 99 W SOUTH TEMPLE ST #1005 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1006 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1007 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1101 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1102 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1103 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1104 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1105 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1106 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1107 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1201 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1202 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1203 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1204 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1205 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1206 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1207 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1301 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1302 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1303 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1304 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1305 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1306 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1307 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1401 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1402 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1403 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1404 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1405 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1406 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1407 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1503 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1504 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1505 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1506 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1507 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1601 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1602 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1603 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1604 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1605 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1606 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1607 Salt Lake C 84101 UT
Current Oc 99 W SOUTH TEMPLE ST #1701 Salt Lake C 84101 UT
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CITY COUNCIL PRESENTATION . AUGUST 13, 2024
A BOLD VISION FOR
DOWNTOWN
750 SOUTH 500 WEST
PROVIDES MULTIPLE BENEFITS
Requested through public input
80%
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65%
50%
80%
35%
GREEN LOOP HISTORY:
2007 Downtown Rising, SLC Chamber
2008 Downtown in Motion
2015 Plan Salt Lake
2015 Pedestrian and Bicycle Plan
2016 Downtown Master Plan*
2019 Public Lands Needs Assessment
2022 Reimagine Nature Public Lands
Master Plan*
2023 Urban Forest Action Plan
2023 Street and Intersection Typologies
Design Guide
2024 Connect SLC Citywide
Transportation Plan
*Green Loop is a key project in plan
MEASURES
2007 Downtown Rising, SLC Chamber
DOWNTOWN TODAY:
Central community has greatest
concentration of high needs
areas in 2019 Needs Assessment.
Has less than ½ the level of
service as citywide.
30% of residents are a 5-minute
walk from green space
1.9% landcover is green space
6% tree canopy cover
Since 2019, Downtown has
grown by nearly 4,000 units with
no new green space.
Access to green space:
Population Growth:
URBAN HEAT ISLAND
Analysis of heat threats
750 SOUTH 500 WEST
IMPROVES ACCESS
Proximity and quantity
CONNECTS CITYWIDE TRAILS & BIKEWAYS
Network for Active
Transportation
North TempleAirport Trail
City Creek Canyon
University to Downtown Bikeway
Kensington Neighborhood Byway
9-Line Trail
Parley’s Trail
Jordan
River
Trail
McClelland Trail
600 East Neighborhood
Byway
Surplus Canal
Trail
9-Line Trail
400 S Viaduct Trail
LEGEND
Green Loop
Existing
Network
Under
Development
Green
Loop
750 SOUTH 500 WEST
THE GREEN LOOP TODAY
VI
WHY A GREEN LOOP?
ROADWAY + PARKING : 72%
SIDEWALK + BIKE LANES : 18%
PUBLIC SPACE + PLANTING : 10%
ROADWAY + PARKING : 35%
SIDEWALK + BIKE LANES : 20%
PUBLIC SPACE + PLANTING : 45%
Existing Streetscape
Paradigm Shift
SPACE PRIORITIZATION
200 EAST
200-300 BLOCK
Supermarkets
Restaurants
Drinking
Establishments
Convenience
Stores
$0 $100 $200 $300 $400 $500
▷Boosts Prosperity
▷Supports Local
Business
▷Promotes Tourism
▷Activates Street
Facades
▷Increases Land &
Property Values
Sources:
“Ten Economic Benefits of Walkable Places,” by Robert Steuteville, CNU Journal, August 2021
“Bicycling Benefits Business,” by Raven Wells, The League of American Bicyclists, November 2021
“Cyclists and Pedestrians Can End Up Spending More Each Month Than Drivers,” by Emily Badger, Bloomberg CityLab, December 2012
Estimate of consumer spending per month by transportation mode.
Of all developable Downtown land:
is
vacant or
underutilized
is
surface
parking
is
tax
exempt
34%27%24%
All Transportation Modes
Transit
Bike
Walk
Automobile
ECONOMIC OPPORTUNITY
▷Pop-Up Event
▷Online Surveys
▷Public Open House
▷Site Tours
(Walking & Biking)
▷Stakeholder
Engagement
COMMUNITY ENGAGEMENT PROCESS
• Compliance
• Downtown Alliance
• Economic Development
• Emergency Management
• Engineering
• Facilities
• Fire
• Planning
• Police
• Private Utilities
• Public Lands
• Public Utilities – Water,
Sewer, Stormwater
• Redevelopment
Authority
• Salt Lake City Arts
Council
• Streets
• Sustainability
• Transportation
▷(3) Executive Leadership
Team Meetings
▷(3) Technical Advisory
Committee Meetings
▷One-on-One Department
Workshops
Stewards of the Right-Of-Way
ENGAGEMENT WITH MULTIPLE CITY DEPARTMENTS
PUBLIC ENGAGEMENT PROCESSFUTURE OPERATIONS AND MANAGEMENT
Roles/ Responsibilities*Transportation Public Lands Urban Forestry Central Business
District Engineering Public Utilities Streets Other City Agencies
Sustainability**
Management
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Participate on the Public
Agencies Committee
Funding
Manage and request capital
funding for the project
Construction
Management
Review design documents
to provide feedbacks and
to ensure the proposed
design meets Public Lands'
planting/design guidelines
(if applicable).
Review design documents
to provide feedbacks and
to ensure the proposed
design and tree selection
will not conflict with future
maintenance needs. Provide
tree installation oversight
and oversee tree warranty.
"Function as project
manager for the
construction of the Green
Loop. Manage the bidding
and negotiation of contracts
in accordance with City's
requirements.
Review design documents
and provide/approve any
necessary documentations/
permits for the
construction."
Review design documents
and provide/approve any
necessary documentations/
permits for the construction.
Maintenance
"Provide graffiti removal and
cleanup
Provide additional cleanup/
maintenance support
during special event days"
Provide maintenance and
services on all trees planted
within the Green Loop, on
both public and private
properties
Provide supplemental
maintenance day-to-day
grounds maintenance, such
as delittering, emptying of
trash cans, etc.
Provide maintenance
and services on utilities
infrasturcture, this may
include: water, sewer, and
overhead power lines
Provide waste/trash pickup,
and snow removal on the
streets
SLC Facilities provide some
maintenance support, such
as annual inspection on
standalone built structures
(to be determined/
identified)
Security
Assist with additional
security by providing staff
presence or including the
Green Loop in its current
security patrol coverage
map
SLC PD to provide regular
patrol of the Green Loop
Reservations
Manage reservations
calendar. Provide regular
report to Transportation
on reservations so that
they can coordinate events
with the construction
schedule and supplemental
maintenance
Programming
Provide additional events
and programs within the
Green Loop
PD and FD to provide
support during special
events
Communications/
Marketing
Serve as the lead for all
communications related to the
Green Loop development
Provide communications
support for event and
other efforts on programs
produced by others, or
at the requests of Public
Lands
Public Agencies/Entities : outstanding responsibilities
xii
GREEN LOOP CONCEPT DEVELOPMENT
NTS
METHODOLOGY: DETAIL TO VISION
ROADWAY + PARKING : 29%
SIDEWALK + BIKE LANES : 22%
PUBLIC SPACE + PLANTING : 37%
FIRE ACCESS PLAZA : 12%
West Aligned (Asymmetric)
ROADWAY + PARKING : 44%
SIDEWALK + BIKE LANES : 20%
PUBLIC SPACE + PLANTING : 36%
FIRE ACCESS PLAZA : 12%
Center Aligned
PLAN FRAMEWORKS
200 East Today (2024)
An Aspirational Tomorrow:
70% Public Space + Green Space
ASPIRATIONS
▷54 acres of open space
along the Green Loop
▷Urban forest
▷Stormwater
management
▷High quality bike
facilities
ASPIRATIONS
RECONCILING THE RIGHT-OF-WAY : UTILITIES
RECONCILING THE RIGHT-OF-WAY : FIRE ACCESS
Fire Engine Plaza
200 east NORTH BLOCKS
200 east SOUTH BLOCKS
s
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m
p
l
e
10
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4
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0
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0 60 120 FT
PARADIGM SHIFT
legend
Road
Green & Open Space
Bike Lane & Sidewalks
Existing : 28%
Aspiration Goal : 70%
Actual : 66%
34%
44%
22%
South Temple to 200 South
200 south to 400 South
0 60 120 FT
Episcopal Church Center of Utah
Bank of UtahData BankBig O Tires
Office Bldg Parking Garage
BUS STOPGATEWAY GARDEN
ART, SIGNAGE, & WAYFINDING
ART, SIGNAGE, & WAYFINDING
ART, SIGNAGE, & WAYFINDING
Liberty Crest
Apartments
Boyer Office Bldg.Parking Garage
102 Tower
Century Link / Data Center
Mercy
Tattoo The People’s CoffeeGATHERING SPACE
GATHERING SPACE
GATHERING SPACE
GATHERING SPACE
GATHERING SPACE
FLEXIBLE ENGINE PLAZA
FLEXIBLE ENGINE PLAZA
ART, SIGNAGE, & WAYFINDING
WATER QUALITY
WATER QUALITY
WATER QUALITY
2
0
0
S
o
u
t
h
4
0
0
S
o
u
t
h
1
0
0
S
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3
0
0
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First United Methodist
Church
The Green AntThe RANDI Braintrance
Worthington Tower U/C The Morton Worthington Tower U/CDeep Tissue Massage
& SPA Burt Brothers Apartment
BuildingSLC Justice Courts Argentina’s
Restaurant Unoccupied
Planet FitnessThe Metro CondosUtah Department of
Commerce
SLC Engineering,
Transportation,
Information
Management
RESIDENTIAL COURTYARD GATEWAY ART, SIGNAGE,
& WAYFINDING
CONCEPT
CONCEPT
Key Recommendations
▷Add shade to the square
▷Increase dining options on or
around the square
▷Attract family activity
▷Connect the park and the promenade
▷Extrovert the Leonardo
▷Increase and amplify cultural
offerings
CONCEPT : CIVIC BLOCK
One-way Southbound or Northbound
Reduced Access: Dead-End Plaza
Closed to Traffic
Dining Area
Bike Lane
Soft Drinks
Beer and Wine
ATM
Food Vendors
legend
Potential Street
Configurations
Configuration A
Configuration C
Configuration B
Potential Events
Configurations
CIVIC BLOCK POTENTIAL EVENTS & STREET CONFIGURATIONS
PRELIMINARY COST ESTIMATE
*The estimate is in 2023 dollars.
2oo East construction cost estimate : $85-90 million
▷Average Target Cost Per Block: $9-10 million
▷Civic Block Cost Estimate: $13 million
High Level Cost Estimate for Entire Green Loop : $250-350 million
Project Breakdown
▷Street Reconstruction & Public Utilities 34-43%
▷Active Transportation 8-22%
▷Green Space 35-44%
▷Private Utility Trench 14%
CITY COUNCIL PRESENTATION . AUGUST 13, 2024
Attachment 10 – City Council's Green Loop Questions and Responses from the Administration
•How much funding and from what sources has been approved to date for the Green Loop (not
counting the $3.14 million request the Council is considering in FY2025 CIP)?
Answer:
Based on the Green Loop’s inclusion in the Downtown Plan and the Reimagine Nature Public
Lands Plan, a multi-departmental staff team has been meeting since 2018 and seeking funding
to further the project. To date, $2,310,000 has been allocated to the Green Loop.
City Council has approved a total of 3 funding sources that directly include the Green Loop in the
CIP budget book descriptions.
•FY21 CIP – Corridor Transformations Citywide – $1.1 million total appropriation included
200 East and other corridors on the Downtown Green Loop as possible projects. No
funds from this cost center were used for the Green Loop, as other corridor
transformations (600 N, 300 W, 1000 W, Main St., South Temple) took precedence.
•FY22 CIP – Downtown Green Loop Implementation: Design for 200 East Linear Park -
$610,000 total appropriation for conceptual design of 200 East. This full amount will be
spent on the Green Loop as described in the application.
•FY22 CIP – Urban Trails Development and Construction – $1,045,000 total appropriation
included “Design and initial quick-build implementation of portions of 200 East and/or
other streets included in the Green Loop linear park recommended in the Downtown
Master Plan. Quick-build designs will be linked to the project’s public engagement
process and may be temporary, seasonal, or semi-permanent.” A total of approximately
$510,000 has been allocated to the Green Loop, with other funds going to pave a trail
along the Jordan River to Backman Elementary, to study trails West of Redwood Road
including near The Other Side Village, and toward the 400 South Viaduct Trail
(construction 2025).
The FY24 Complete Streets Program (2100 South, Virginia Street, and Citywide), $3,293,000
total, will use $700,000 to provide the local match (20%) to a $2.8 million federal grant to add a
multi-use path and other pedestrian/ bicycle improvements to State Street. This project’s
primary goal is to connect the City Center TRAX station to the Avenues and Memory Grove. A
key block of State Street is on the Green Loop, such that this project is both a transit connection
and a piece of the loop. Due to right of way constraints, this connection will be transportation
only, without transformative greening. The federal grant applicant and awardee is UDOT; UDOT
will administer the funds and construct the project as is particularly appropriate since State
Street is UDOT’s.
•Why was the specific segment of the Green Loop through the Granary District prioritized for
designs using the $3.14 million proposed in FY2025 CIP? Is it correct that the $3.14 million is
only for designs and not construction?
Answer:
The Green Loop route on 500 West in the Granary represents a confluence of opportunities that
make this area highly attractive for investment at the Green Loop now and in the imminent
future. The Granary is experiencing unprecedented levels of redevelopment, including by
developers who will need to invest in infrastructure in the public way as part of their
developments. This level of development also often requires upgrades to public utilities and are
funded by the developer. The Green Loop could leverage this to reduce construction costs, but
only if the developers have enough design information to build out these changes in
infrastructure in ways that align with the needs of the Green Loop.
500 West especially between 600 South and 900 South is one of the sections of the Green Loop
that needs reconstruction. This area of downtown has the least access to park and open space,
the fewest trees, and high heat island impacts – but really what drives it to the top as a timely
priority is the unique and timely opportunity to dovetail the city’s initiative with private
investment and with needed street reconstruction.
•What are the options to phase the project from an optimal construction perspective vs an
incremental conservative budget constraint / longer term perspective?
Answer:
The Green Loop Project includes 5.5 miles of downtown streets and is anticipated to be phased
over approximately 10 years as a compromise between an optimal construction timeline and a
longer-term and more budget-conservative approach.
An optimal construction timeline would fund and construct the loop as one single project with
construction phasing likely over 3-5 years. This approach would serve the public’s interest in
having this facility available now, would plant trees as soon as possible toward a cooler
downtown even as the City experiences its hottest summers, and would provide the
predictability and investment in downtown to make the Green Loop a reliable economic driver,
similar to the S-Line streetcar. A rapid implementation would still likely take at least 6-7 years to
complete, from design to grand opening.
The long-term timeline is what we are already on, now. This approach lacks legibility for the
public as a single project and puts construction over long time periods, likely pausing between
segments. The “Park Blocks” along 500 West were constructed in the early 2000’s. The Green
Loop was first proposed by the Downtown Alliance in 2007. The 9-Line Trail along 900 South has
recently been substantially completed, with the notable exception of street greening and trees.
900 South was studied starting in 2016 (the 9-Line Trail Extension Study), with construction just
completing in 2024. These two projects, while both part of the Green Loop, lack the
amplification and excitement of the Green Loop as a whole. This approach might take 30-40
years for full development.
The middle ground would identify opportunities for confluence with street reconstruction
needs, public utility upgrades, state and federal grants, and private developer investment.
Segments of 3-5 blocks determined primarily from the natural breaks of land use, transportation
needs, and utility connections would go through successive stages of public engagement,
conceptual design, full design, utility preparation, and construction. The development of each
segment will take approximately 4-5 years on an accelerated timeline; however, the Green Loop
program would overlap segments to accelerate the overall delivery. This segmented approach is
currently most likely. This approach is reflected in the Green Loop Update transmitted to
Council in late July.
•Is the Green Loop 30% or 60% eligible for parks impact fees? The application says only 30% of
the project is for green space / plazas (the other 30% is transportation and 40% is relocating
existing utilities). There was a prior claim that 60% of the project is eligible for parks impact fees
because the transportation elements are like a linear park.
Answer:
This project is to fund engagement/design only and thus ineligible for impact fees. Impact Fees
are only eligible for projects that maintain Level of Service. Engagement and design without
construction will not accomplish this. Additionally, only the portion of design that supports
funded construction would be eligible.
If this were a complete design/build project, then the Parks portion would be limited to
approximately 30% as indicated in the future 200 east project. See excerpt from application
below:
200 EAST: The project team is currently aiming for construction of a 3-5 block segment
in 2026, with an anticipated cost of $20-$40 million depending on length and design
complexity. Approximately 30% of this cost is roadway / transportation; 30% is green
space / plazas; and 40% is utility-related. As of this writing (January 2024), a pending
application for $9.8 million in state Transit Transportation Investment Fund (TTIF) funds
has been ranked #1 in its funding pool; awards may be announced this spring and a
three-block segment is $7-8 million. A potential funding package to reach a $30 million
project, for example, could include $5-8 million from this Public Lands request; $7-8
million from TTIF toward pedestrian and bicycle facilities; approximately $3 million from
Class C or street reconstruction CIP; and additional funds TBD for$10-12 million in utility
work ($23 million total).
The prior claim of 60% impact fee eligibility was a preliminary determination based on the CIP
application description as seen below. This 60% is derived by including the majority of the cost
of relocating the utilities, as this is an associated cost of building the Park.
Potential segments, obtained funding, needs for match, and likely partnerships are
detailed in question 17. Ultimately, this request is seeking $10,000,000 (see the next
two sentences for a breakdown by sources) to leverage three segments for
construction, comprising together 7-9blocks with a combined project value on the order
of $50 million. Impact fees for public plazas, green space, paths, and park-like amenities:
$6,000,000. 1/4 Cent Transportation funds: $4,000,000.
In summary, under the current Impact Fee Facilities Plan (IFFP), the portion of the Green Loop
plan that is owned or operated by the City, within the City boundaries, deemed a park/open
space and maintains the Level of Service as indicated in the IFFP, would be eligible for Impact
Fees.
As the design of the Green Loop is still in process, final determination of impact fee eligibility will
be based on the associated cost breakdown once the conceptual design for each segment is
finished. For 200 East, this cost breakdown will be available late summer / early fall. For other
segments, conceptual design has yet to begin. The above scenarios may inform the range of
possible eligibility percentages.
•Are the utility relocations anticipated to provide any public benefits such as improved seismic
safety upgrades for continuing functions after a major earthquake, expanded capacity to
support greater density, and/or coordination with private utilities to accelerate upgrades while
the streets are open? Sometimes it appears that the utility relocations are an avoidable cost
with no benefit.
Answer:
•The design team is analyzing the right-of-way to minimize conflicts with utilities.
Proposed Framework plans for the Green Loop identify location of the green space
improvements to minimize utility relocation. Roadways and bike lanes are located above
key utilities as much as possible to preserve access for maintenance and repair. Design
and sizing of public utilities is being coordinated with the Public Utilities Department
and will take into account expanded capacity and current design standards. This is
particularly true in the Granary area.
•The project is proposing to include a private utility vault as part of the project. This
underground vault would improve management of private utilities and improve access
for utility maintenance and repair. Consolidating private utilities into a vault has many
public and private benefits, that include facilitating future roadway construction.
•How do the Green Loop preliminary designs on 200 East between 400 South and 500 South
advance the concept of creating a Civic Campus by tying together Washington Square and the
Library Plaza? The Council has previously discussed the Library Plaza study, 200 East Green Loop
study and designs, the Washington Square Master Plan, and physical security improvements to
City Hall as tying together to unify the overarching concept of a Civic Campus.
Answer:
•This block of the Green Loop on 200 East between 400 and 500 South offers a unique
opportunity to connect Library Square and Washington Square with significant greening
to improve the space for events and everyday use. Library Square is often desolate
during summer months, tree planting is very limited on the square because it is a roof
deck over parking and weight is a primary consideration of above-ground
improvements. The greening provided by the Green Loop in this block will add much-
needed shade for events and everyday users.
•Public Lands staff are collaborating with the Salt Lake City Library and Facilities to hire a
consultant for a stakeholder visioning process to improve Library Square. Goals for the
project will include improving the square and civic campus for events and improve
connections between Library Square, the Green Loop and Washington Square. With the
preliminary design work on the Green Loop, the design can be further informed by the
Library Square visioning process with event stakeholders to create a compelling outdoor
events venue and civic campus.
•Would this segment be prioritized first for construction? If not, what other sections would the
Administration recommend prioritizing?
Answer:
This section of the Green Loop is a high priority, although it may not be very first. In part,
additional time is needed to fully consider this block’s connection and opportunities for
integration with Library and Washington Square. There is consistency with administrative staff
involved in all three projects. The design team has developed a concept to understand the
opportunities of the 400-500 block, in-depth stakeholder engagement is needed to refine the
concept further. This section of the Green Loop could be prioritized to be aligned with
improvements to Washington Square and/ or Library Square. Improvements in this section of
the Green Loop is a unique opportunity to create a space that is very supportive of events and
everyday activities.
•On 200 East, the three blocks just to the north (100 South to 400 South) would be
recommended ahead of the Civic Block. This is for a few key reasons: a simpler design,
the opportunity to dovetail with street reconstruction needs, and a chance to set the
initial blocks of the Green Loop in the heart of downtown. 500 West, especially 600
South to 900 South, as discussed above, is the other segment recommended to be
prioritized.
•How is leveraging grant funds and/or private financial partnerships and fundraising anticipated
to factor into paying for the Green Loop?
Answer:
•Grant funds, private partnerships, philanthropic donations, and impact fees are all
anticipated to be part of the funding of the Green Loop. Any large project like the Green
Loop is anticipated to have segments and/or phases, and funding packages to support
each stage.
•In the current funding environment, state funds for active transportation and
connections to transit – such as the Green Loop’s connection to the North Temple
FrontRunner Station – are one of the leading potential sources of outside funds, with
30-40% local match required. Partnerships with adjacent commercial properties,
institutions, and organizations are also likely to be part of the mix. Federal funds may
also be available but are highly competitive; caution is also needed since federal
projects come with administrative restrictions that increase overall project cost.
•A specific funding framework is still being contemplated but might include something
like: 30% city (could include bonding), 30% private, 20% state, 10% federal (selected
segments only), 10% county. Different phases or segments of the project are likely to
have different configurations of funding.
•Is the Green Loop route expected to change, especially on the northern segment where graphics
have shown different alignments along South Temple vs North Temple? For example, one
graphic shows the Green Loop going through the middle of the Sports, Entertainment, Culture,
and Convention District?
Answer:
•The intersection of the Green Loop and the Sports, Entertainment, Cultural, and
Convention District is an important consideration for determining the preferred routing
for the northwest corner. Both projects likely have a strong interest in connecting to the
North Temple / Guadalupe FrontRunner station. Perhaps the Green Loop is the
preferred corridor for people walking from FrontRunner to the SECCD.
•The consultant team is looking at the remaining two legs, 500 West and North/South
Temple to determine the preferred routing and alignment. For 500 West, the Green
Loop will continue to build on the Park Blocks and the RDA Rio Grande District Plan, that
shows significant public space on 500 West in front of the Rio Grande Building. The 500
West section was a former rail corridor, so it is very likely the center of the ROW
presents the fewest utility conflicts for the development of green space. Linear
transportation facilities for all ages and abilities walking and bicycling may need to be
incorporated in the Park Blocks.
•How would the Green Loop improve the east-west transportation divide created by railroad
tracks and Interstate 15? Sometimes the project is referred to and/or shown in maps as
extending onto the Folsom Trail and 9-Line Trail west of 500 West? Would this include a section
of the Green Loop going over or under the railroad tracks and under I-15 where the Folsom Trail
crosses?
Answer:
Because recent discussions of the Green Loop arose from the Downtown Plan, the focus
has been on green space and active transportation downtown. However, the loop does
make significant improvements and connections to mend the east-west divide. It
connects to the 9-Line, the Folsom Trail, and the 400 South Viaduct Trail currently in
design – all of which extend westward across the divide. These trail segments
interconnect to make a stronger network that becomes more valuable as both a
recreation and transportation facility. The 500 West corridor, while just east of the
divide, will provide north-south connectivity between the east-west trails. The
challenge of the east west divide goes beyond transportation. It is also the surrounding
land use – the ubiquitous pavement, many large industrial buildings, a swath of city
approximately a mile wide that lacks significant greening, softening of the inhospitable
industrial environment, or reprieve from the summer heat. Inserting corridors of green
into this swath will provide linkages more transformative than a simple sidewalk or
multi-use path.
•The detail of the Folsom Trail connection will be contemplated as the consultant team
considers the technical and utility aspects of the north and west leg of the loop.
Efficient and seamless connections to both the Folsom Trail and the North Temple /
Guadalupe FrontRunner station are critical to that northwest corner and will be included
in the final design.
•How are UTA’s TRAX expansion plans being coordinated with the Green Loop since some of the
TRAX expansions could require crossing (or underneath or elevated above) the Green Loop?
Answer:
•In City master plans, both projects were identified and planned as part of active
transportation and transit networks in the City and are highly complementary.
Alignment and station locations for TRAX are still being considered, so preliminary
engineering will be part of the next phase, during which safe, compatible, and
convenient access to both systems will be developed.
•The Green Loop design for 200 East crosses TRAX at 400 South at grade. The
intersection of the two facilities improves connectivity for multiple modes of travel. The
project will likely take a similar approach at future TRAX crossings.
•Has the Administration evaluated zoning changes to require or encourage businesses to
intersect with the Green Loop in specific ways?
Answer:
We have discussed the potential for an overlay district for the Green Loop for this purpose. More study
is needed.
•Where does the Green Loop fit into the City’s prioritization of applications for ZAP tax funding
anticipated in 2025 or 2026? Would the Administration welcome a policy discussion with the
Council to inform this prioritization? Perhaps this could be folded into the existing Capital Asset
Planning process?
Answer:
The Green Loop is listed as a key priority project for the city to apply for ZAP funds. This would include
both the Green Loop and Library Square Vision Plan build out. Salt Lake County has solicited a list of
regionally significant projects to include in their master plan, a prerequisite for ZAP eligibility.
•Would the Green Loop include public restrooms?
Answer:
Restroom facilities have not been included in the concept design for the right-of-way improvements.
However, restrooms have been discussed as part of the civic campus needs for festivals.
•Some media reports claim the City would use public utilities and road reconstruction funds in
addition to the $3.14 million requested in FY2025 CIP to design and build the 500 West segment
of the Green Loop. Is this correct?
Answer:
•At this time, we have no construction funding for 500 West, from any source. In
considering potential funding sources, roadway reconstruction funds have come up
based on the fact that the Overall Condition Index (OCI) for some blocks of 500 West is
consistent with needing a reconstruction from 600 South to 900 South. This suggests
that a reconstruction of 500 West in 2026 or 2027 may be appropriate. 500 West is
currently being discussed as a candidate for FY26 or FY27 Complete Streets
Reconstruction funding and would be provided in the list of potential streets circulated
to Council with those applications.
•Public Utilities funding cannot be used for this project unless the underground utilities
need reconstruction. If they do need reconstruction, then Public Utilities enterprise
funds may come into play.
•If developers are required to upsize underground utilities to serve their project, they are
required to bear the full cost of utility improvement costs. If subsequent developers
benefit from utility upgrades there is a mechanism for them to pay their fair share and
the first in line developer is reimbursed those costs. With several development projects
in the Granary happening very soon, there was an interest by developers to partner on
the project. They could improve and potentially relocate the utilities that benefit the
Green Loop.
SALT LAKE CITY TRANSMITTAL
To:
Salt Lake City Council Chair
Salt Lake City Redevelopment Agency Chair
Start Date:
07/30/2024
Date Sent to Council:
07/30/2024
From:
Employee Name:
Yuill, Megan
E-mail
Megan.Yuill@slcgov.com
Department
Mayor
Department Director Signature Chief Administrator Officer's Signature *
Director Signed Date
07/30/2024
Chief Administrator Officer's Signed Date
07/30/2024
Subject:
Green Loop Update
Additional Staff Contact:
Nancy Monteith, Senior Landscape Architect, nancy.monteith@slcgov.com
Presenters/Staff Table
We anticipate the following presenters, but will keep the Council Office updated if there are changes. Nancy Monteith nancy.monteith@slcgov.com, Rachel Otto rachel.otto@slcgov.com, and representatives from Wenk Consultants.
Document Type *
Information Item
Budget Impact *
Yes
No
Budget Impact:
Recommendation:*
None
Background/Discussion (?)
The purpose of this transmittal is to provide an update for the City Council related to the Green Loop project. See the attached
document, which includes a summary of work completed to date.
Will the City Council need to hold a public hearing for this item?*
Yes
No
Public Process
Chief Administrator Officer's Comments
Green Loop
Update
1
INTRODUCTION
Salt Lake City has a bold vision for sustainable growth that
retains the unique balance of urban nature that has long
defined Utah’s capital city. The Green Loop will be Salt Lake
City’s signature thoroughfare — easing traffic, lowering heat,
and offering countless opportunities to connect, relax, and
play.
The Green Loop will add green and park spaces in
the Central Community, which is the area in the
City with the greatest need and highest frequency
of visits.
Brings up to 60 acres of green space of the 94
acres needed by 2040 to keep up with growth.
Includes up to 50 trees per block, cooling our
streets down and creating an urban forest.
Transforms 5.5 miles of streets with pathways,
bikeways, and additional mid-block crossings to
create safe, inviting walking and biking routes for
all ages and abilities, from kids to seniors.
Connects to the city’s urban trails, neighborhood
byways, and transit network to encourage lighter
car use downtown and throughout the city
Creates spaces that are designed to be inclusive
and welcoming for all to use and enjoy.
The idea for a Green Loop has been around for a while,
starting with a concept in the Chamber of Commerce’s 2007
Downtown Rising Vision Plan and more fully described in the
2016 Downtown Master Plan adopted by the City Council.
An assessment of the entire route along with the concept
design for the 200 East portion of the project is currently
underway and intends to better understand the components of
what a Green Loop could be and to confirm opportunities,
barriers, and implementation costs. Feeding into this work is
feedback from engagement efforts, which included a pop-up
park on 200 East between 300 and 400 South in the Summer
of 2023.
This document highlights where we have been, what is in
progress, and next steps to implement the Green Loop.
2
VISION
The Green Loop is a revolutionary approach to the city’s public
realm, converting portions of right-of-way to a transformative
green space and a valuable community asset. Adding
greenery alongside gathering spaces and multimodal
pathways will help cool downtown, provide more travel
options, better manage stormwater, and improve water quality.
While innovative within Salt Lake City, other cities around the
country have recently constructed similar projects,
transforming their downtowns, strengthening their economies,
and providing transformative transportation options for their
residents. Examples include Boston’s Rose Kennedy
Greenway, the Indianapolis Cultural Trail, Atlanta’s Beltline,
Lexington’s Town Branch Commons, and Ogden Utah’s Grant
Avenue Promenade.
GUIDING PRINCIPLES
These guiding principles for the Green Loop have been
distilled from public input on the project, compiled during the
200 East Green Loop pop-up in 2023. They are in priority
order, based on what has been heard from constituents.
• Develop a robust downtown urban forest
• Serve as an active transportation corridor for
walking and biking
• Improve water quality through stormwater
management
• Create inviting social spaces that provide a variety of
amenities and attractions
• Create public front yards and gardens within the
Downtown that support the needs of all users.
GREEN SPACES
The Green Loop would integrate up to 60 acres of green
space/infrastructure in our downtown neighborhood, a
neighborhood experiencing rapid population growth with very
little existing green space. Significantly reducing the
hardscape along the green loop corridor to make way for
3
trees, shade, plants, people, play and recreation will create a
more livable and family-friendly downtown.
The Green Loop will increase the density, diversity, biomass,
and cooling capacity of the downtown urban forest by adding
thousands of trees. More space for larger varieties of trees to
grow to maturity means more shade and cooler temperatures.
Integrating permeable pavements and gardens to accept
surface stormwater reduces flash flooding from large storm
events and supports a diversity of native and naturalized
plants that bring birds and pollinators to our doorstep. Plants
treat water where it falls to improve water quality. Shaded
green spaces can be as much as 10-15 degrees cooler than
nearby sunbaked paved areas, extending the time we can
enjoy being outdoors. Plants help filter air, remove pollutants
and produce oxygen.
Green spaces make life better for people. The Green Loop
improves connectivity for active transportation in and around
downtown, it can be a place to exercise, relax, play, and enjoy
nature. The mature trees and diverse plantings make
commercial areas more vibrant and neighborhoods appear
nicer. It connects us to nature, the plants provide homes to
birds, insects and other animals. The green loop brings nature
to downtown to make better living spaces through resiliency,
beauty and connections.
MULTIMODAL CONNECTIVITY
The project will provide vital transportation connections,
especially for people of all ages and abilities traveling by foot
and bicycle. The Green Loop itself, and via connections to
other trails and byways, will connect neighborhoods
throughout the city to downtown. For those commuting to work
on foot, by bike, or from public transportation, the shade and
cooler environment of the green loop will support a more
hospitable travel experience even in the hotter days of
summer.
Transportation connections created through this project are
vast, thanks to the bike and path networks throughout the City
that will be linked together through this project. One could
begin their journey near or on the Jordan River Trail, connect
to the Green Loop on the 9-Line or Folsom Trail, and stop in
downtown or continue to a destination in Sugarhouse via the
McClelland Trail or continue traveling east on the Parley’s
Trail. The Green Loop fills the missing middle in the heart of
downtown to a network that already connects people to
destinations across the City.
RESILIENCY
Stormwater quality areas are integrated along the Green Loop
to infiltrate surface stormwater and improve water quality.
These infiltration areas also mitigate the impact of frequency of
surface stormwater flooding during large summer storms.
Infiltration areas support a diversity of plant species and add
nature to the urban core.
Incorporating a private utility vault in the redesigned corridor
will improve management of the private utilities and offer better
access for the utilities to manage their infrastructure.
Collaboration with Public Utilities has defined access
requirements to manage underground utilities and design
strategies to reduce below ground conflicts.
4
HISTORY OF THE GREEN LOOP
The concept of the Green Loop was first proposed nearly 20
years ago, in the Salt Lake Chamber of Commerce’s 2007
Downtown Rising Vision Plan. More recently, the concept has
been further refined in two adopted city plans: the Downtown
Master Plan (2016) and Reimagine Nature Public Lands
Master Plan (2022).
The 2016 Downtown Master Plan, created with public input
and adopted by the City Council, identifies an interconnected
park network as one of five key projects for a vibrant and
thriving downtown. Salt Lake City’s biannual residents’ poll
consistently ranks open space within the top three most valued
urban amenities. The Downtown Plan recommends the Green
Loop as one of five “key moves” that would make important
green space improvements for people and vehicles in the
downtown, with the next step being investigating wide streets
with low traffic volume for feasibility: “The Green Loop
introduces new urban landscapes through the downtown,
linking important open spaces” and in some locations, “it will
serve as an important social and recreational amenity where
none currently exists. It will serve ecological and public health
purposes, too, providing shade, stormwater infiltration, and
filtering pollutants.” The Green Loop has the potential to add
up to 60 acres of green space with space for thousands of new
trees downtown.
Reimagine Nature, adopted in 2022, identified the alignment of
the Green Loop shown in the next image and calls it out as a
key near-term investment to grow the park system and an
addition to our green spaces that are specifically needed to
keep pace with increased downtown residential growth. This
plan from Public Lands recommends the Green Loop as a
transformative project to meet level of service goals for park
acreage per resident in the downtown area. An action step in
this plan included the need to provide leadership in the
planning, public engagement, design and implementation of
major greenway projects such as the Folsom Trail and Green
Loop. The Administration relies on the approval of plans like
Reimagine Nature to prioritize workload and projects.
5
In FY22, Public Lands received funding through the CIP
process to study the Green Loop concept further through
conceptual design which includes survey, community and
stakeholder engagement, and 30% design for 200 East, one of
the high priority sections of the Green Loop. This work will be
substantially complete in late summer 2024.
The consultant team has also begun a technical study of the
Green Loop’s northern (N/S Temple) section and western
section (500 West) to determine preferred alignments and
location of proposed green space in the right-of-way. This
work, supported by FY22 CIP funds approved for urban trail
development, is the first step in conceptual design.
Full conceptual design on these legs is awaiting additional
funding for the community and stakeholder engagement,
design drawings, and review process to complete a 30%
design and cost estimate equivalent to the work currently
underway on 200 East. The technical study will develop
framework alternatives for northern and western legs of the
green loop to be ready to evaluate the pros and cons of each
with public and stakeholder input.
NEEDS & CONDITIONS
NEEDS ASSESSMENT
The 2019 Public Lands Comprehensive Needs Assessment
identified key deficiencies in the public lands system, as well
as trends in population growth and access to green space.
The assessment recommended adding 94 acres of open
space to the city by 2040 to meet projected population growth
and maintain park level-of-service that residents are
accustomed to. Additionally, “High Needs Areas” of the city
were identified by evaluating population density, household
income, percentage youth ages 0-17, percentage of seniors,
and areas of potential growth. Areas of high need indicate the
need for new parks, where there is a higher lack of access to
existing parks, and where capital investment in existing sites
should be prioritized.
The Central Community showed the greatest concentration of
High Needs Areas, while also having less than half the level-
of-service (LOS) than the citywide average of green space.
The LOS tells us how many acres of green space are in an
area per 1,000 people. The low LOS in the Central Community
indicates that this area has fewer green space per 1,000
people than other areas with higher LOS ratings. The Central
Community has these low service levels of parks and green
spaces, but it also has the parks that are most frequently
visited.
Downtown population growth continues to outpace projections
with nearly 4,000 housing units permitted since 2019. Recent
6
zoning changes now allow for unlimited building height in the
Central Business District. Downtown residents rarely have
private green space and depend on public green space for
leisure, recreation and connection to nature.
No new significant green space has been added to meet the
needs of these new residents, and the lack of green spaces in
the City’s most dense area is a particularly crucial downfall for
attracting families into downtowns. Other components that are
currently being addressed through redevelopment of City
owned properties include prioritizing family-sized homes,
adding local daycares, and designing streets for families and
kids.
URBAN HEAT ISLAND
Salt Lake City’s summer temperatures this year were often 10
degrees higher than average with many days over 100
degrees. In July of 2023, a heat mapping campaign measured
temperatures across the city to identify urban heat islands. In
places where tree coverage is low, temperatures can be as
much as 15 or 20 degrees higher than areas of the city with
large mature trees and green space. Heat concentrates in
areas of the city with wide asphalt streets that have little to no
canopy cover and the impacts of extreme heat are likely to
continue increasing. Green spaces provide cooling throughout
the day and extend the time when people can be outdoors.
The following map visualizes field measured temperature data
collected in July 2023 as part of a heat mapping study, that
Sustainability partnered on. The map is a detailed analysis of
the distribution of heat in the morning, afternoon and evening
with highly urbanized areas suffering most. The section of the
500 West leg of the Green Loop is in the center of an area in
the city that is at the highest temperatures.
7
Public Lands is also moving forward on several projects that
will invest in creating green spaces, that offer relief in other
areas that see urban heat island impacts, through the General
Obligation Bond. This bond allocated more than half of the
$85M funds to west side projects including major investments
in Glendale Park for $27M; Jordan River Corridor investments
for $9M; Folsom Trail from 500 West to 10000 West for $5M;
and an additional $3M for the two council districts for a total of
$44M in Westside projects.
ROADWAY RECONSTRUCTION
When Salt Lake City reconstructs roadways, city ordinances
and state laws both direct the reconstruction project to include
the implementation of the City’s Complete Streets ordinance
and appropriate City general plans. Recent reconstructions,
such as 200 South Downtown, Highland Drive in Sugar House,
and 300 West just east of I-15; and upcoming reconstructions
such as 600 North and 900 West have all made transformative
changes to the look, feel, and function of our streets. The
Engineering Division makes recommendations for streets to be
reconstructed based on their estimated Overall Condition
Index (OCI), which applies a degradation factor to information
gathered in the 2021 citywide street condition survey.
The blocks that most need capital maintenance overlap with
sections that would be most desirable to lead the construction
of the Green Loop for a variety of reasons:
• 200 East from 100 South to 400 South needs to be
reconstructed and would also greatly benefit from the
addition of downtown green space in an area that has
had intense redevelopment and addition of new
dwelling units. Reconstruction is ultimately needed for
the entirety of 200 East from South Temple to 600
South.
• The south part of 500 West from 600 South to 900
South needs to be reconstructed. It’s located in the
Granary District, where property owners have been
very enthusiastic about the Green Loop as a part of the
area’s economic development strategy. This also
makes a strategic connection to the 9-line Trail.
• The 9-Line Trail and 900 South reconstruction, in final
stages of completion, form the south leg of the loop.
This segment was already prioritized back in 2018 for
the Streets Bond based on the confluence of pavement
condition with the then-recently completed 9-Line Trail
Extension Study, and also knowing that the 9-Line
would become part of the Green Loop.
• The north part of 500 West already hosts the “Park
Blocks” constructed in the early 2000s. These public-
8
way green spaces have recently been revitalized by
new apartment buildings on their west side. Enhancing
active transportation connections through the park
blocks, especially to reach the Folsom Trail and the
North Temple / Guadalupe Frontrunner Station, will
complete the loop in this area.
200 East from South Temple to 500 South has already been
included in the Engineering Division’s notice of Street
Construction for 2024-2026. The upcoming notice extending to
2027 is likely to include 500 West as a possible candidate
street for reconstruction in 2026 or 2027.
9
CASE STUDIES
Infrastructure investments like the Green Loop vision have been successful all over the world. A few projects with similarities to the
Green Loop are highlighted below:
Lexington’s Town Branch Commons
The Lexington Town Branch Commons project is an urban revitalization project for a historic waterway
that reconnects the city to its historic roots. The project includes a surfaced waterway, green space,
scenic view and trails for walking and biking and supports urban livability, new businesses and
economic development. The new green space hosts a variety of community events such as festivals,
farmers’ markets, and outdoor concerts. It is a draw for tourists interested in outdoor recreation and
urban exploration that benefits local hotels, restaurants and shops, evidenced by the opening of new
businesses along the greenway.
The Project had both public investment and private contributions totaling $100 million. The project attracts thousands of visitors a
year and led to increased property values, higher tax revenues and enhanced business opportunities.
Atlanta Beltline
The Atlanta Beltline is a significant urban redevelopment project in Atlanta, Georgia and
managed by a non-profit. It transforms 22 miles of historic railroad corridors into a greenway
with multi-use trails, transit and parks and green space. The project is being implemented in
phases. The Beltline mission is to revitalize neighborhoods, promote sustainability, enhance
connectivity and foster community. As of 2024, the Beltline has sections that have been
completed with design and construction with full completion anticipated in the mid-2030’s. The
Atlanta Beltline Inc. is responsible for maintenance and operations costs through a combination
of public funding, private contributions, and revenue from the Beltline’s assets. The Beltline
promotes local small businesses through initiatives like the Beltline Partnership Program, which
offers support and resources to local entrepreneurs and businesses. The Beltline has spurred over $10 billion in private investment
that includes residential, commercial and mixed-use developments.
10
Indianapolis Cultural Trail
The Cultural Trail is an 8-mile-long urban trail that connects neighborhoods, cultural
districts, and landmarks in downtown Indianapolis with trails for walking and biking. It is
renowned for its public art installations and hosts various events and festivals throughout
the year. It has contributed $1 billion in economic impact to the city with increases in
property values, new business investments and increased tourism. It has brought over
$500 million in new construction and renovation projects along its route, bringing
restaurants, retail and new businesses along its route. The trail attracts more than 1.5
million visitors annually. Developers have invested in properties adjacent to the trail due to
the increased foot traffic and the attractiveness of the area. For every dollar invested in the Cultural Trail, there has been a return of
about $8 in economic benefits. The project was constructed in City right of way and was supported by both city funds and significant
private contributions from corporations, foundations and individual donors. Operations of the Cultural Trail are handled by a non-
profit.
Boston Rose Kennedy Greenway
The 1.5-mile-long greenway was created as part of the Central Artery Project (colloquially known as
“The Big Dig”), a project that involved routing a major interstate into a tunnel beneath the city.
Named after prominent Bostonian Rose Fitzgerald Kennedy, it is a celebrated example of urban
renewal and offers a blend of nature, art and community activities in downtown Boston. The
greenway opened to the public in 2008. Greenspace, gardens, public art, events markets and
historic markers highlight the rich history and development of the greenway. The public park is
managed by a non-profit established by the state legislature and an annual budget comes from a
Business Improvement District and other private funding sources.
11
Salt Lake City’s S-Line and Sugar House Greenway
The S-line urban redevelopment transforming a former railroad corridor providing space for
the S-Line streetcar and adjacent Sugar House Greenway. The 1.4-mile long greenway
along much of the 2-mile streetcar line has public art, multiuse trails and diverse
vegetation. Salt Lake City’s 5.5 blocks of greenway, set into the foundation created with
the completed transit corridor, cost $7.6 million in 2014.
A recent study by the University of Utah showed the streetcar and greenway project has
spurred more than $2 billion dollars of economic development over the last 10 years. This
includes over 2,000 new high-rise apartments along the corridor, new retail and office spaces on land within ½ mile of the corridor,
and boosted property values in the area. Growth along the S-line has been in the form of higher density, mixed use neighborhoods.
The project cost $55 million with nearly half of that coming from federal transportation grants.
Use of the Sugar House Greenway corridor is all about motion – people and dogs walking, bicycling, and strolling – in addition to the
streetcar itself. A summer evening sitting along the path has revealed senior citizens with rollators (wheeled walkers), teenaged
mountain bikers, middle-aged sport/fitness bicyclists, bicycling families heading out to dinner at one of the Sugar House restaurants,
parents pushing strollers, and people of all ages walking dogs. This is a true all ages and abilities facility.
12
CONCEPT
The Green Loop will add access, green space, and connectivity. This greenway will counteract the urban heat by creating a
downtown oasis of trees and water wise native plants, create recreation opportunities for the 10,000+ residents anticipated in
downtown core by 2025, and develop gathering places for business lunches, evening dinners, and entrepreneurial networking. By
connecting to many of Salt Lake City’s major trails such as the 9-Line, Folsom Trail, and Jordan River Trail, the greenway will link
east- and westside neighborhoods and provide access to popular downtown destinations such as the Main Library, Memory Grove,
City Creek Center, the Gateway, the Delta Center, Temple Square, and Frontrunner commuter rail.
13
As the project has moved from vision towards concept, the
ways it has become more clear how the Green Loop could
transform Salt Lake City’s roads.
The Green Loop could redesign our straight and wide streets
into spaces that help improve water quality and stormwater
retention while also creating spaces to gather or sit outside for
lunch. It has the potential to turn right-of-way into a place for
residents and visitors to travel more safely on protected multi-
modal paths, but it can also transform our downtown into a
backyard in places where higher-density leaves many without
their own outdoor spaces.
Compare conditions on the road today (examples from 200 E
and 500 W are shown below), to the conceptual renderings
(from the work completed on 200 E) on the left. Moving from
what exists on today to the Green Loop will be a major change
in how the roads look, feel, and operate.
These spaces currently serve many functions for the City and
community, and they will serve more functions in the future as
14
the Green Loop. Naturally, there will be conflicts and
challenges in making sure roads serve all functions well. This
will need to be explored in detail as each section moves
forward through conceptual design and further design. A few
of these include:
• Greening while continuing to provide access to
underground utilities,
• Adding green spaces and plazas while maintaining fire
access for tall buildings,
• Configuring the many roadway elements in ways that
meet the project vision while also working within
complex technical realities, and
• Adding more functions in our right-of-way with
consideration for future maintenance realities.
The concept design for 200 East has been a study in
overcoming these conflicting priorities to show how the Green
Loop vision can be implemented. Throughout the concept
development the project team engaged the community,
stakeholders, and City to work through the details and resolve
conflict.
200 E CONCEPTUAL DESIGN
Based on pavement condition and the need for a future street
reconstruction on 200 East, the Public Lands Department and
the Transportation Division requested funds in FY22 Capital
Improvement Program to take the first step in Green Loop
design, which has included developing a vision with
community and stakeholder input, through a phase called
Conceptual Design. The Salt Lake City Council funded the
Public Lands design-focused 200 East project along with a
Transportation request to undertake a quick-build or pop-up
project as part of the community engagement for the full build.
Conceptual Design (otherwise known as 30% design drawings
for this work) for 200 East from South Temple to 900 South will
soon be complete. The conceptual design goes beyond the
high-level concepts and explores the following items in detail
by:
Before: 200 E Today
An Aspirational Tomorrow
15
• Reimagining 200 E from South Temple to 900 S with
technical, public, and stakeholder input,
• Exploring options for feasibly increasing the tree
canopy and creating a robust urban forest amongst
engineering and public utility constraints,
• Identifying roadway configurations that work amongst
these constraints while also creating safe spaces for
bicyclists and pedestrians,
• Outlining opportunities for creating a vibrant and
inviting downtown public realm where you can meet
your neighbors and experience the city, and
• Seeking solutions for increasing biodiversity and
resiliency.
The concept has been informed by both feedback from the
community and stakeholders as well as by technical
constraints from experts in this type of work and within the
City. Engagement began in Spring 2023 through a pop-up
park on 200 East that showed visitors what opportunities could
exist in a space traditionally thought of as only for cars. Of the
1000+ people who responded to a survey about the pop-up,
more than 60% of respondents said they supported a concept
that provided more features to reduce air and/or noise
pollution, and would increase pedestrian only space, street
trees, and green space downtown.
More than 150 people attended the public open house,
walking and bike tours in November 2023. Participants shared
ideas about specific amenities, improvements, and programs
they’d like to see along 200 East and generally around the
Green Loop. They also asked questions and shared concerns
about traffic congestion, security, and maintenance.
The project team hosted a series of walking tours and on-site
engagement in November 2023. A second project survey
opened to the public at the same time and closed at the end of
January 2024. Of the 1000+ survey participants, 76% like or
16
strongly like the concept with 63% saying they’d use it daily or
weekly. 90% of those survey respondents live or work
downtown.
The project team has also met with some adjacent
stakeholders including the Heber Wells and Olene Walker
State office buildings, Metro Condos and Salt Lake Arts
Academy to engage those communities in more detailed
conversations about their frontages on 200 East.
Future engagement will continue as current and future project
phases move forward, and the input received thus far is being
combined with information from engagement with departments
across the City and the project team’s understanding of
technical needs to further conceptual design.
Technical considerations, several of which were previously
identified, are being explored more deeply through conceptual
design. Along 200 East specifically, those that are rising to the
top include Public Utilities, Fire, and long-term maintenance of
the Green Loop.
Coordination with all departments will continue, but higher
levels of coordination have been occurring with those who are
impacted by these complex technical considerations. The
image at the bottom of the page highlights some ideas being
considered that could make the Green Loop more compatible
with future development and needs related to upsizing utilities.
17
Diving deeply into the most complex issues through
conceptual design has been key to understanding the full
costs, constraints, and required collaboration needed.
The goal throughout this project thus far has been to bring all
that has been learned from other recent roadway
reconstructions and green space projects to the table, identify
challenges early, and seek collaborative solutions.
NORTH/SOUTH TEMPLE & 500 W SECTION
UPDATE
The consultant team has begun to study the Green Loop’s
northern (N/S Temple) section and western section (500 West)
to determine preferred alignments and location of proposed
green space in the right-of-way. The study will develop
framework alternatives for northern and western legs of the
green loop to evaluate the pros and cons of each. Alternatives
of each street will be developed in plan and section, and will
include the proposed location, type, and size of trails and
sidewalks; street and lane configuration; on-street parking;
connections and adjacencies; and the open space program
areas, trees, and landscape types. The alternatives will also
evaluate existing and proposed utilities, potential conflicts, and
make recommendations for upgrades or replacement, if
needed. In this process the consultant will work closely with
the City and project stakeholders.
The project scope area is defined as:
• The six full blocks of North Temple and South Temple in
between State Street and 500 W, with the addition of
connections or extensions for those walking or bicycling
to reach the Frontrunner Transit Station and the Folsom
Trail;
• Northwest corner options including 200 West (N Temple
to 100 S), 400 West (N Temple to 100 S), 500 West (50
South to 100 S), 100 South (200 West to 500 West),
and/or 50 South (400 W to 500 W); and
• Eight additional blocks of 500 West (100 S to 900 S)
(with collaboration with RDA consultants 200 S – 400 S
to provide consistent approach but prevent duplicate
work).
PHASING & FUNDING
Draft recommendations for phasing of the Green Loop have
been grounded in knowledge of pavement condition and
reconstruction needs, current tree coverage and open space,
technical feasibility, and funding opportunities. Reconstruction
of City streets opens the door for major transformations like
what has been seen on 300 W and 200 S and therefore the
blocks most in need of reconstruction easily rise highest in
priority for seeking funding. This includes most northern blocks
of 200 East (100 S to 600 S) and southern blocks of 500 West
(600 S to 900 S) and of 2024, these blocks are currently in
need of reconstruction, based on the Engineering Division’s
estimated Overall Condition Index (OCI).
Anticipating the federal Infrastructure Investment and Jobs Act
(IIJA), also known as the Bipartisan Infrastructure Law (BIL), in
2021, staff initiated a technical and conceptual design of the
Green Loop, in order to take the project from the broad vision
described in master plans to a more refined conceptual design
and cost estimates that are appropriate for seeking state and
18
federal funding for final design and/or construction. Each
segment of the Green Loop will need to go through conceptual
design, including public engagement, before it is ready to seek
construction funding. This is quite simply because conceptual
design is needed to develop an accurate budget, to know how
much funding is needed to construct the loop.
Ultimately, each phase of the loop to be constructed will need
a conceptual design, a cost estimate, and then a funding
package likely assembled from multiple sources – state,
federal, private, philanthropic and city. The respective sections
may have unique elements that qualify for different funding
types or allow specific sections to leverage external funds in
ways that couldn’t be leveraged elsewhere.
Applications for federal funding for one or more segments of
the Green Loop is likely. As the new federal grant programs
made available by IIJA has been rolling out, it has become
clearer that these highly competitive sources are likely to fund
portions of the loop with amounts in the $15-30 million range.
The federal transportation bill is 5-year authorizing legislation
and expires in September 2026; continuation of IIJA programs
will be determined by the new authorization. Larger
contributions of state and private funds may be more likely.
A working draft of potential phasing over 10 years is shown
below. This draft is likely to change over time. First, cost
estimates are still under development. Second, the way
funding packages come together will influence the phasing.
And finally, over 10 years, many changes are anticipated in
Salt Lake City and the United States. Large construction
projects in a thriving downtown (which already has many large
construction projects) continually need to be coordinated to
maintain access and optimize design opportunities to create a
seamless urban fabric. As much as is possible, the phasing
plan will seek to remain flexible to these opportunities while
skirting around any challenges.
19
To date, the Green Loop has received funding or applied for
funding from:
• Capital Improvement Program – design only
• UDOT included a connection between downtown
TRAX and Memory Grove / Avenues in a federal
Rebuilding American Infrastructure with Sustainability
and Equity (RAISE) grant. This includes a block of
State Street (North Temple to South Temple) that is
vital to the Green Loop. $2.8 million awarded for
design and construction.
• Utah Transit Transportation Investment Fund (TTIF
First Last Mile)
o 200 East (100 South to 500 South) – top ranked
project in the state, $9.8 million award still
pending.
o North Temple (State to 500 West) – this project
was awarded $3.3 million based on a
nomination in 2020. At the time, TTIF was a
new funding source; it turns out that due to
Temple Square work and the 200th Anniversary
of the LDS Church, this North Temple project
will be withdrawn and will be resubmitted after a
conceptual design is completed. This will line
this project up in the right year for eventual
construction in the early 2030s.
OPERATIONS & MAINTENANCE
The Administration is prioritizing operations and maintenance
costs at the front end of this concept to ensure the City has a
long-term and sustainable strategy for taking care of this
asset. To that end, a preliminary study was completed to begin
identifying options for how to approach operations and
maintenance of the future Green Loop.
CLASSIFICATION
The classification options for the Green Loop are key in
understanding the potential benefits and impacts for long-term
operations and maintenance. Maintaining the Green Loop
could be supported by departments within the City, and if
several are engaged in the operations and maintenance, a
Memorandum of Understanding (MOU) would be needed to
formally outline responsibilities and funding allocations for
each team involved. There is also a potential for external
partners to lead or support operations and maintenance long-
term, depending on the selected classification. Each of the
options are outlined below.
Separately from classifications and management structures
related to the operations and maintenance of the Green Loop,
land use classification is not explored in depth here, but will
also be an important consideration for future operations and
nearby commercial development opportunities and limitations.
The Green Loop as a ROW
If the Green Loop remains as public ROW, it will be available
and accessible 24/7. There will be little limitation on the types
20
of businesses that can be established near the Green Loop.
Maintenance responsibilities in the ROW are shared between
many departments and although they share good working
relationships, there are no formalized work agreements.
Oftentimes, as a community member, it is not clear who to
contact when there is a problem. Annual expenses to manage
the ROW are typically allocated to owner/managers of the
asset, but not necessarily towards the departments that
maintain it. Departments that have current roles in maintaining
the ROW include Public Services (Streets and Facilities),
Public Lands (Urban Forestry and Parks), and Public Utilities;
the way the ROW would be split up is shown below.
The Green Loop as a Greenway or Parkland
Classifying the Green Loop as a greenway or parkland
simplifies the responsibilities. Public Lands would have most of
the responsibilities, and their operating budget will need to
increase significantly to take on that responsibility. Additional
maintenance facilities will be needed downtown to
accommodate equipment, tools, offices, and general
operations.
The Green Loop as a Special Assessment Area (SAA)
A third classification for the Green Loop, and one that is
already in use in SLC, is the Special Assessment Area (SAA).
The funding for this type of area would come from an
assessment collected from properties that are within the
boundary. The SAA would keep the assessment for
maintenance and capital projects, unlike the other two
classifications, in which any collected revenues will be
returned to the General Fund. The SAA must be approved by
at least 61% of property owners and is typically administered
by the City or a single, private entity. The SAA would be
responsible for funding capital projects and maintenance as
well as costs for activations, events, site security and other
operational needs. The SAA would require a manager,
whether it is through the City or by a single, private entity.
Similar to an SAA is a sports, entertainment, cultural, and
convention district (SECCD) where there are allowable
21
changes to the buildings and setbacks within the district to
accommodate their uses.
The Green Loop managed by one entity
The Green Loop could also be managed by one single entity,
whether it is led by one of the existing departments within the
City, or a new agency/ organization. A single entity will ensure
an advocate is in place dedicated to the mission and care of
the Green Loop, in contrast to other departments, which have
other responsibilities throughout the City and cannot
guarantee the Green Loop will be their first priority. The single
entity could be an existing department, an SAA or a BID or
managed by a (newly formed) non-profit organization.
ESTIMATED MAINTENANCE REQUIREMENTS
An analysis of maintenance requirements was done for a
typical block along 200 East. The list of amenity types is
indicative of skill sets that will also be required. The estimated
annual hours required to maintain a block of 200 East is
between 827 (lower) to 1,734 (higher) hours includes many
trades and disciplines. Looking at just the hours, it is roughly
equivalent to .5 to 1.0 full time staff person will be required per
block of the Green Loop.
Downtown public spaces in dense neighborhoods are more
heavily used and often require higher levels of care to achieve
the same outcome as neighborhood parks in other areas of
the city. Allocating disproportionate resources to certain areas
of the city can be challenging for departments who have a
citywide focus. Looking at the allocation of resources per
population rather than just acreage could help balance the
equation. Still, new approaches are needed to adequately fund
maintenance and operations for the downtown realm. A quality
downtown public realm also has the potential to generate high
returns in economic development. When we think of the
identity of a city is, it is the images of our downtown public
spaces that come to mind.
Funding for ongoing maintenance will be greatly impacted by
the model chosen, which has yet to be determined. Future
work will include learning more about the maintenance models
that can be used, and a consultant could be engaged to
support us in learning more about the feasibility of a preferred
option.
22
NEXT STEPS
• Identify routes for the north leg and the northwest corner of
the loop and adjust the cost estimate. This is needed to
finalize costs estimates for the project.
• Complete concept design (30%) for 200 East.
• Continue the technical analysis of three corridors: 500
West and North and South Temple sections.
• Continue work on the State Street corridor with UDOT,
who has received a RAISE grant for this section.
• Further explore management and operations solutions by
learning from other Cities and consider contracting out a
feasibility study for the preferred option.
This page has intentionally been left blank
Item B13
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
PUBLIC HEARING
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY25CIP
TO:City Council Members
FROM: Ben Luedtke, Senior Analyst
DATE:August 13, 2024
RE: FY 2024-25 Capital Improvement Program (CIP) Project-specific Allocations Budget
Staff Note: The Council previously held a CIP public hearing on July 9. The Council is tentatively
scheduled to continue discussing CIP project-specific funding at the August 13 meeting, and an
adoption vote of project-specific funding on August 27.
MOTION 1 – CLOSE PUBLIC HEARING
I move that the Council close the public hearing.
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:August 13, 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)
NEW INFORMATION
At the July 9 briefing, the Council continued reviewing projects on the Attachment 2 Funding Log and identified
several projects for potential partial or additional funding. The Council also raised project-specific questions to
help inform potential uses of $1,887,153 available to recapture from projects that were completed under budget
and a cancelled project. If the Council recaptures these funds, then the rescopes would appear in a budget
amendment later this year. The Council also added $250,000 from the General Fund to CIP during the annual
budget. Combined this results in a total of $2,137,153 of General Fund dollars above the Mayor’s Recommended
Budget and available to allocate to any project.
The Council may wish to continue reviewing the remaining funding log projects 61 through 80. Some Council
Members mentioned wanting to revisit project #47 Fairmont Park Basketball Court ($678,600 parks impact fees
and $75,400 capital maintenance holding account) when Council Member Young will be in attendance in
context of the other public investments in that park. Some Council Members also mentioned project #75
planning and design for future CIP applications to either shift the $350,000 to other projects, add policy
parameters such as certain types of projects that could access the funds, and/or ask the Administration to bring
back this application with a Capital Asset Plan that would determine which projects receive the funding.
The Administration’s responses to the Council’s questions are shown below in order of appearance on the
funding log. A potential funding scenario is shown in the table below. The Council is scheduled to hold a second
public hearing on August 13. A fifth briefing could be held on August 27 if needed, which is also the last
scheduled meeting for the Council to adopt the CIP budget before the September 1 deadline under state law. The
Attachment 2 Funding Log has been updated with new information.
Potential Funding Scenario (not comprehensive of options; intended for discussion purposes)
The table below assumes recapturing the $1,012,153 from projects that were completed under budget and the
$875,000 from the cancelled Sorenson Center connecting corridor project. There is also $250,000 the Council
added to CIP during the annual budget. Combined these three sources provide $2,137,153 of General Fund
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
5th Briefing: August 27, 2024 (if needed)
Potential Adoption Vote: August 27, 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
dollars. The table below lists 17 projects that Council Members raised for potential funding. $15,343,696 would
be needed to fully fund all 17 projects. Of that total, $3,063,397 is eligible for parks impact fees.
The scenario would use $1.542 million across six projects that multiple Council Members expressed support for
during July briefings. The $595,153 of remaining funding could go to any project. The six projects receiving
additional funding in this scenario are:
-#12 Sugar House Park Pavilion Replacement(s): the additional $480,000 would fund a second
pavilion replacement to match the $960,000 the County approved for the projects (50/50 cost share).
-#19 Traffic Signal Replacements and Upgrades: the additional $40,000 would provide a total of
$900,000 to fully fund two traffic signal replacements ($450,000 each).
-#29 Jordan River Trail Food Forest + Og Woi Partner Garden: the $20,000 would fund soil
testing to confirm the extent of environmental contamination and needed remediation. If testing
confirms the project’s viability, then the Council requests the Administration return in a budget
amendment to fully fund with parks impact fees.
-#38 500 East Raised Crosswalk between 400 South and 500 South: the $115,000 would fully
fund the project between First Step House’s facilities and the Smiths grocery store across the street.
-#41 California Avenue Pedestrian Safety Improvements Construction: the $807,000 would
fully fund recommendations of the safety study that the Council funded in FY2023 CIP. The funds would
come from recapturing the $875,000 of the cancelled Sorenson Centers connecting corridor project. The
remaining $68,0000 would go to other projects. This project would benefit the same community and
many of the same students and families that use the Sorenson Centers a few blocks away.
-#48 Fayette Avenue Improvements between Washington Street & 200 West: the $80,000
would fund designs as Phase 1 and then the project would return in a future CIP cycle for Phase 2
construction funding.
-$595,153 remaining funding could go to any project
Project Request Mayor
Recommended
Potential
Additional
Potential
Council
Total
Notes
#4 Complete Streets
Reconstruction $ 4,500,000 $ 4,500,000 $ - $ 4,500,000
Easily scalable to
increase or decrease
funding amount
#6 Complete Streets
Overlay $ 3,500,000 $ 3,500,000 $ - $ 3,500,000
Easily scalable to
increase or decrease
funding amount
#11 Safer Crossings
Citywide $ 600,000 $ 300,000 $ - $ 300,000
A HAWK signal
would be at least
$365k
#12 Sugar House Park
Pavilion
Replacement(s) $ 960,000 $ 480,000 $ 480,000 $ 960,000
$480k per pavilion;
County is matching
City funding level
#13 Transition to
Regionally
Appropriate
Landscapes, Adapting
Irrigation Systems,
and Reducing Water
Use
$ 3,250,000 $ 500,000 $ - $ 500,000
Capital maintenance
is ineligible for
parks impact fees
#19 Traffic Signal
Replacements and
Upgrades $ 2,700,000 $ 860,000 $ 40,000 $ 900,000
$450k per traffic
signal replacement
#27 Pedestrian Safety
/ HAWK Signal at
Richmond St. and
Zenith Ave.
$ 500,000 $ - $ - $ -
Intersection already
has rectangular
rapid flashing
beacons
Page | 3
Project Request Mayor
Recommended
Potential
Additional
Potential
Council
Total
Notes
#29 Jordan River
Trail Food Forest +
Og Woi Partner
Garden $ 385,000 $ - $ 20,000 $ 20,000
$20k for soil
testing; return in
budget amendment
to fully fund with
parks impact fees if
testing allows
#35 Faultline Park
Playground $ 337,000 $ - $ - $ - Ineligible for parks
impact fees
#38 500 East Raised
Crosswalk between
400 South and 500
South
$ 115,000 $ - $ 115,000 $ 115,000
Located between
First Step House
facilities and the
Smiths Grocery
Store
#40 Poplar Grove
Park Lighting
$ 657,000 $ - $ - $ -
$219,000 is eligible
for parks impact
fees for interior
lighting; $438,000
from the General
Fund for perimeter
/ street lighting
#41 California Avenue
Pedestrian Safety
Improvements
Construction $ 807,000 $ - $ 807,000 $ 807,000
From the cancelled
Sorenson Centers
Connecting Corridor
project; benefits
same community
#48 Fayette Avenue
Improvements
between Washington
Street & 200 West
$ 560,000 $ - $ 80,000 $ 80,000
$80k for Phase 1
design, would
return for Phase 2
construction
funding
#49 Regional Athletic
Complex Adding
Fields, Rose Park
Lane Trail, and
Planning $ 5,450,000 $ - $ - $ -
Three separate
projects; $2.555
Million is eligible
for parks impact
fees; would need
$2.895 Million from
the General Fund
#53 International
Peace Gardens
$ 512,696 $ - $ - $ -
$289,397 is eligible
for parks impact
fees; would need
$223,299 from the
General Fund
#57 First
Encampment Park $ 145,000 $ - $ - $ - Ineligible for parks
impact fees
Trees on North
Temple where
Herbicide accidentally
Applied
$ 505,000 N/A $ - $ -
Not a CIP
application;
emergent situation
and Council
Member request
TOTAL COUNCIL ADDITIONAL $1,542,000
OVER / UNDER AVAILABLE $ 595,153
Page | 4
Project #4 Complete Streets Reconstruction: Council Members requested a list of all street segments
rated serious and failed in the overall condition index (OCI). It’s a measure of the street pavement and surface.
An OCI of 100 is a new street and an OCI of zero is a failed deteriorated street. The Administration provided a
dashboard (www.arcgis.com/apps/dashboards/bf4b99fa087a4475bd0f76169cf645c4) with a map of the street
segment locations and summary information. Highlights include:
- 199.1 total lane miles are in serious condition which is an OCI between 11 – 25
- 31.7 total lane miles are in failed condition which is an OCI between 0-10
- $243.6 million is the total estimated cost to fully reconstruct all the street segments in serious and failed
condition (assuming a $150 per square yard average cost)
- 84% of serious and failed segments are local streets, 11% are major / arterial roads, and 5% are collector
streets (medium / in between local and arterial)
- The geographic distribution of serious and failed street segments is mostly in residential areas of the
City and spread across all seven Council Districts
➢Policy Question: The Council may wish to ask the Administration would CIP funding for street
reconstructions go entirely to street segments in the failed and serious condition categories? The City’s
approach to streets has been to increase maintenance of streets in good and fair condition to prolong the
useful life of the pavement and reconstruct streets in worst-condition first.
Project #11 Safer Crossings Citywide: Council Members asked are there specific locations where these
funds are anticipated to be used? No specific locations were identified in the application. The Administration
stated that locations are “typically selected based on safety data, opportunities to construct in conjunction with
other projects/appropriations, community feedback, and nearby land uses/land use changes, such as schools or
new development.” At the $300,000 funding level two to four crosswalk enhancements could be funded or one
medium project. Larger projects such as a HAWK signal would cost at least $365,000.
Project #24 Art Barn Failing Infrastructure and Accessibility Improvements: The Council asked
would any ADA issues remain at the facility after this project? An ADA ramp outside from the ground level to the
basement has significant deterioration and a steep grade that are not addressed by this project. Funding to
address the outdoor ramp could return to the Council in a future CIP cycle. The Administration provided the
below cost breakout. Note that there are five items with an estimated cost of $255,000 and six items with
unknown costs that could be completed depending on remaining funding after the other five items.
Failing Infrastructure
-$45,000 - Replace failing wood floors throughout the building, and should budget permit, address
deteriorating carpet and repairs to basement floors due to previous leakage.
-$100,000 - Lower-Level Artist Studio and Community Workspace Renovation.
-Unknown cost - Should budget permit upon completion of application priorities; we would like to
complete an evaluation of the Art Barn to address any additional failing infrastructure issues such as dry
rot, foundation failures, and other concerns our team has yet to identify.
Accessibility
-$45,000 - Bring up to code: Accessibility ramp at entrance to Finch Lane Gallery.
-Unknown cost - Bring up to code: Accessibility ramp to basement board room.
-Unknown cost - Remodel basement bathroom to make accessible, should funds permit and ADA audit
deems a priority.
-Unknown cost - Update Art Barn interior and exterior signage to make it more accessible and
community oriented.
Environmental & Sustainability
-$35,000 - Upgrade gallery lighting and electrical to be more sustainable and efficient.
-Unknown cost - Add active transportation and an EV hub for increased options in this region of the City.
-Unknown cost - Implement water-wise landscaping around building to decrease maintenance.
Other
-$30,000 - Reconfiguration of administrative suite to maximize space, should budget permit.
Page | 5
Metrics: The Council requested metrics for the Art Barn and Finch Lane Gallery. The below summary tables
were provided by the Administration in response with metrics for Fiscal Years 2023 and 2024 (July 1, 2022
through June 30, 2024). The Arts Council also states that “The Finch Lane Gallery in the Art Barn is
activated year-round M-F 9am-5pm and Tues until 8:30pm. The Art Barn also serves as the administrative
offices of the Arts Council for 11 staff, as well as 20-30 seasonal and part-time employees in the summer.”
Visitors Exhibitions Rentals Total Annual
Visitors
FY23 2039 692 2731
FY24 2804 1172 3976
Events Gallery Strolls/Receptions
(individual events)
Facility Rentals/
Community Utilization
Performances/
Workshops
Partnership
Events
Total Annual
Events
FY23 14 18 5 16 53
FY24 15 31 5 21 72
Sales Total Annual Art Works
Sold
FY23 19
FY24 47
Project #27 Pedestrian Safety / HAWK Signal at Richmond St. and Zenith Ave.: Council Members
asked whether any alternative pedestrian safety improvements could be made to this location that are less
expensive than a HAWK signal for this CIP cycle, and a future application could address a HAWK signal if it is
still needed? The Administration confirmed that this location has rectangular rapid flashing beacons (RRFB)
currently and the next recommended incremental step is a HAWK signal with a total project request of
$500,000. The Administration added that the “1300 East / Richmond Reconstruction project will rebuild this
intersection in 2025 with upgraded pedestrian ramps while keeping existing geometry and RRFBs.”
Project #29 Jordan River Food Forest and Community Garden: Council Members asked, what, if any,
liability does the City have for food grown from community gardens, orchards, and food forests on city-owned
land? The Administration responded that “Gardens managed by Wasatch Community Gardens (WCG), the
constituent applicant for this application, are done so under the recently renewed Green City Growers contract.
This contract requires the contractor to indemnify and hold the City harmless for claims associated with the
operations of these gardens.”
Project #31 Route 209 Bus Shelters and Amenities: Council Members asked is it correct that the City
owns and pays for the concrete pads at bus stops and UTA owns and pays for capital and ongoing maintenance
of shelters and other amenities (benches, lighting, signs, trash and recycling bins) at bus stops? The
Administration responded that, “yes, UTA purchases, installs, and maintains stop amenities (shelters, trash
cans, seating, bike racks) anywhere that we pour a concrete pad, install sidewalks to the curbside where the bus
stops, and other elements needed to make a stop ADA accessible. This assumes we only want standard
furnishings in accordance with ridership thresholds; custom or upgraded furnishings would be the City’s
responsibility to maintain. UTA has their own bus stop program with slightly higher ridership thresholds for
amenities and has numerous stops along the Route 209 that are in various stages of design and construction and
will be completed at the end of August. UTA is paying for the full design, construction, and ongoing maintenance
of these stops (no City funds involved).”
Council Members also asked for a status update on delays from supply chain issues for new bus shelters and
funding options for more bus shelters. The Administration stated that UTA has now installed the delayed bus
shelters. More bus shelters are anticipated to be installed in nine-12 months. The time from order to delivery of a
bus shelter is approximately seven months and UTA has limits on how many can be ordered at once such as
production capacity from the manufacturer and contract terms. In recent years, the Council has annually
approved $1.1 million for transit capital which the Transportation Division reports funds approximately 60 bus
stops and a couple first / list mile connections. The City often leverages the transit capital CIP funding with
external funding such as state and federal grants, UTA funding, and CDBG. The resident advisory board and the
Mayor recommended $750,000 for transit capital in FY2025 CIP.
Artists Total Individual
Artists Served
FY23 78
FY24 66
Page | 6
➢Policy Question: The Council may wish to discuss with the Administration whether Council review of
current bus stop guidelines and policies would be helpful. For example, under what criteria does the City
want bus stop amenities at a higher level of service than UTA’s standards? This could require new ongoing
funding for enhanced maintenance.
Project #33 Green Loop Designs for 500 West: The Council asked several questions about the overall
concept of a Green Loop downtown and the $3.14 million request in FY2025 CIP for designs along 500 West.
The questions and Administration’s responses are shown in Attachment 10. Note that the Council has a separate
briefing scheduled on August 13 specifically about the Green Loop. There is a separate transmittal and
presentation from the Administration for the Green Loop briefing with additional information.
Project #35 Faultline Park Playground: Council Members asked, does the project include any
enhancements to the park that would be eligible for parks impact fees? The Administration confirmed that this
project is ineligible for parks impact fees because the playground replacement is in the same footprint as the
existing playground and is a straightforward like-for-like replacement.
Project #40 Poplar Grove Park Lighting: Council Members asked how much of this project is eligible for
parks impact fees, and how does it fit into the City’s Streetlighting Master Plan? In reviewing the project
application, Council staff identified a total cost discrepancy where the application budget section is $657,000
requested but a lower amount of $620,000 is listed on the funding log. The Administration has confirmed the
higher amount of $657,000 is correct. The funding log has been updated to correct the error. One third of the
project cost, $219,000, is eligible for parks impact fees for the eight new interior lights that expand capacity for
the park to be used for recreation at night. The Administration stated that “the new streetlights at 1200 West
and 700 South will be designed in accordance with the City’s Streetlighting Master Plan and in collaboration
with the Public Utilities Department. The poles, fixtures, shielding, spacing, etc., within and near the park will all
be compliant with that plan and best practices and standards.”
Project #49 Regional Athletic Complex Adding Fields, Rose Park Lane Trail, and Planning: The
Council requested a more detailed budget breakout for the individual projects and how much of each is eligible
for parks impact fees? The Administration provided the below table and explanation for reducing the total cost
and the individual project cost estimates.
“Public Lands’ original request was for $6,250,000. After further assessing impact fee eligibility and other
factors, we would like to reduce this to $5,450,000. If the City Council desires to partially fund or phase this
application and not include any construction, then planning and design would only be General Fund eligible. It
is preferrable that planning, design, and construction are funded at the same time, for the sake of efficiency and
impact fee eligibility. A more detailed justification and breakdown of costs, scopes, and possible funding sources
by and within each task are included in the below table, its footnotes, and the following paragraph.
Task General Fund Impact Fees Total
1. Rose Park Lane Trail Improvements and Beautification $545,0001 $305,0002 $850,000
2. Planning, Design, and Engagement for 30 Undeveloped
Acres at the RAC and 3.2 Acres of Rose Park Lane Open Space
$350,0003 $250,0004 $600,000
3. Phase 1 Construction (2 public fields, walkways, north
parking lot)
$2,000,0005 $2,000,0006 $4,000,000
Total $2,895,000 $2,555,000 $5,450,000
Footnotes to the above table:
1 Replacement: Existing Rose Park Lane trail demolition and reconstruction; irrigation repairs
2 New Amenities: Irrigation and landscaping improvements on Rose Park Lane (water meter, mains,
laterals, xeriscaping, ground cover, shrubs, trees)
3 Planning and engagement that creates a vision for expanding the RAC’s fields, the Rose Park Lane
Open Space, and future public amenities in both spaces ($100,000 from General Fund), as well as
the non-impact fee-eligible costs for the development of Phase 1’s construction documents
($250,000).
4 Impact fee-eligible costs for the development of Phase 1’s construction documents
5 Non-impact fee-eligible costs for the construction of Phase 1’s improvements
6 Impact fee-eligible costs for the construction of Phase 1’s improvements
Page | 7
Public Lands believes that, in addition to the $305,000 in impact fee-eligible expenses from Task 1 (see table
above), the impact fee eligibility of the remainder of this application (Tasks 2 and 3) is 50%, or $2,250,000, for a
total of $2,555,000 in impact fees. This was based primarily on the length of the Regional Athletic Complex’s
season, during which the fields would be open at all: April 15 to October 31, or approximately 196 (54%) out of
365 to 366 calendar days. A slight reduction from 54% to 50% should be considered because we estimate that,
during roughly 60-70 days per season, these two fields may be either reserved by tournaments or in need of
preparation or repair by our grounds crews, and therefore not usable by the public. 60-70 is fewer days per
season than many of the impact fee-eligible, publicly accessible and reservable fields, pavilions, and other
infrastructure elsewhere in the Public Lands system.”
Project #53 International Peace Gardens: The Council requested a cost breakout for the improvements
and how much of the project could be eligible for parks impact fees. The Administration provided the below
table and stated $289,397 is eligible for parks impact fees of the $512,696 total cost.
Task Description Qty Unit Unit Price Subtotals
Decorative, 6’ Steel Security Fencing and Gates 1 LS $250,000 $250,000
Educational Entrance Signage/Kiosks 3 EA $3,000 $9,000
Educational Panels 28 EA $1,000 $28,000
Construction +
Soft Costs and
Contingency
Construction management, design contingency,
permits, fees (40% of above costs)1 LS $114,800 $114,800
Construction contingency (10% of project
value, above five items), needed to bid 1 LS $40,180 $40,180
Task Subtotal: $441,980
Inflation Factor
8% annually for two years from, application’s
cost estimate 1 LS $70,716 $70,716
Task Subtotal: $70,716
PROJECT TOTAL:$512,696
Project #57 First Encampment Park: The Council asked whether this project was partially or possibly fully
addressed by Funding Our Future parks maintenance appropriations in recent years including the $683,152 for
capital maintenance in the FY2025 annual budget. The Council also asked whether the LDS Church has been
engaged in discussions about supporting the project. The Administration responded that several capital
maintenance items of the project had been completed with FOF parks maintenance appropriations as listed
below. However, additional funding is likely needed for some remaining items, especially drainage
improvements and sewer system connections. The Public Lands Department stated recent conversations have
not engaged the LDS Church but could reach out to explore interest.
Capital maintenance items addressed at First Encampment Park with FOF parks capital maintenance
appropriations include:
- “Irrigation: Parks Division crews have tested and assessed all irrigation and adjusted irrigation to limit
spray on monument signs and engravings. A more thorough overhaul of the entire park’s irrigation
system is still needed due to the current system’s aging infrastructure.
- Invasive Species: Some of this work has been completed using maintenance funding.
- Stone Engravings: In consultation with the community groups involved in the park, we have hired a
contractor to create two new tablet monuments to ensure historical accuracy of all engravings. The stone
that was originally used was not ideal for engravings, posing repair difficulties. These new monuments
will last longer. Several of the existing stones are salvageable and will be re-inked with the same
contractor, in collaboration with the community.
- Plaques: We have commissioned the design and installation of three new plaques that will be installed in
Summer 2024.
- Benches: Old benches have been removed and new benches were installed in 2024.”
Project #76 Vacant and Leased City-owned Property Maintenance: The Council asked how the
funding would be used? There is approximately $1.1 million available from FY2023 and FY2024 and $700,000
Page | 8
proposed in FY2025. The Administration provided the below response that most of the funds are proposed to be
used for predevelopment at the Fleet Block such as mitigating security issues, demolitions, utility
disconnections, and environmental remediation (e.g., asbestos, soil contamination). Note that the $500,000 of
FY2025 CIP funding could be approved on August 27 as part of the CIP project-specific allocations vote, and the
FY2023 and FY2024 would be rescopes in Budget Amendment #1.
“The Administration is requesting that $700,000 of FY 23 and FY 24 CIP Vacant/Surplus Maintenance funding
be rescoped to prepare the Fleet Block property, located at 300 – 400 West and 800 – 900 South for
redevelopment. In addition to the $700,000, the Administration is proposing that up to $500,000 of the CIP
Vacant/Surplus Maintenance funding be allocated for the same purpose through the FY 25 CIP budget, for a
total of $1,200,000. Funding will be utilized to prepare the property for redevelopment and to mitigate
mounting security and safety issues. It has become increasingly costly to secure the block, with the
Administration seeing an immediate need for security services of over $250,000 per year to address daily break-
ins and vandalism. Rather than hiring long-term security services, the Administration proposes substantially
decreasing security concerns and increasing public safety at the property site as soon as possible. Specific
activities will be terminating utility connections, surveying the property, abating asbestos and other
environmental contaminants within the buildings, and demolition activities. The CIP Vacant/Surplus
Maintenance funding to be rescoped for this project is broken down as follows:
- FY 2023: $200,000
- FY 2024: $500,000
- FY 2025: $500,000”
Trees on North Temple where Herbicide was Accidentally Applied: Council Members asked what
funding would be needed to replace the dying trees and landscaping along North Temple where herbicide was
accidentally sprayed last fall. The $683,152 of FOF parks capital maintenance appropriation could be used.
Alternatively, the Council could add a project to CIP for this purpose or request the Administration recommend
in a budget amendment funding to remedy the situation. The Public Lands Department stated 174 dead or dying
trees are estimated to be removed in the next couple months. The irrigation system along North Temple is in
good condition. The Department provided the below interim plan and table of potential costs.
“In the interim, the Division is working with a contractor to schedule the removal of dead trees. The top four
inches of soil will be removed, and mulch will fill in the ROWs. The department will install large planters to hold
soil and trees to prevent contaminated soil from reaching the trees. These new trees in planters can be
transplanted back into the park strips once soil tests confirm that it is safe to do so. Public Lands leaders will
meet with community groups prior to tree removal to begin repairing trust and provide detailed information.
Details will be provided about the herbicide application occurrence, our current situation, and the City's
proposed path forward. A more detailed action plan and timeline is being developed as the department works
with contractors and identifies materials delivery dates.”
Item Subtotal
Tree removal, stump grinding, new trees planted in planters $85,000
Tree planters (Qty 100, Unit Cost ~$2,000)$200,000
Landscaping, soil removal (top 4”), mulch, modify irrigation for
planters $220,000
Total $505,000
Information below was provided to the Council at earlier briefings
At the July 2 briefing, the Council discussed the possible recapture of $1,887,153 from completed projects and a
cancelled project. The funds could be used for new CIP projects and/or added to the Cost Overrun Account. The
Council also requested two larger policy discussions with the Administration at a future date. First is about the
Cost Overrun process, amounts, and percentages as shown in Resolution 29 of 2017 section 11 (See Attachment
1). Second is all funding and programs for sidewalks which likely includes the Public Services, Community &
Neighborhoods, and Public Utilities Departments, and the deliberations could result in changes to City Code
such as the 50/50 cost share program. The Council also asked what resources would be needed to provide
Page | 9
ongoing regular publicly available status updates for CIP projects. Council staff will coordinate with the
Administration on next steps for these policy topics.
The Council began reviewing the funding log (Attachment 2) which was updated to be formatted for printing.
Note that the projects are listed from high to low scores by the CDCIP resident advisory board. The Council is
scheduled to continue reviewing the funding log at the July 9 work session in the afternoon. The first of two
public hearings is scheduled for the July 9 formal meeting in the evening.
Projects of Council Member Interest for Potential Additional Funding
Listed below are projects identified by Council Members as potential priorities for funding. This list is a
snapshot based on the July 2 briefing and will likely change based on future briefings.
- Project #4 Complete Streets Reconstruction requested $4.5 Million and the Board recommended $3.5
Million and the Mayor recommended full funding.
o Council Members Young and Dugan identified this project as a high priority if additional
funding is available such as the potential recapture of $1 million from completed projects. They
emphasized that local residential streets have not seen as much improvement compared to
major arterial streets in recent years. Part of this is a result of the policy decision to split the $87
million voter-approved Streets Reconstruction Bond 80% to major streets and 20% to local
streets. The Council could identify local residential streets as the priority for some or all funding
to reconstruct streets this CIP cycle.
- Project #6 Complete Streets Overlay requested $3.5 Million and Board recommended $2.75 Million and
Mayor recommended full funding.
o Like Project #4 above, Council Members Young and Dugan identified this project as a high
priority if additional funding is available. The Council could identify local residential streets as
the priority for some or all funding to reconstruct streets this CIP cycle. It’s important to note
that many of the streets in worst condition are local residential streets where the pavement is in
serious or failing condition. An asphalt overlay is not an option once pavement has deteriorated
to a serious or failed condition, so a full reconstruction is needed in those cases.
- Project #11 Safer Crossings Citywide requested $600,000 and is recommended for $300,000 from the
Board and the Mayor.
o Council Members Dugan and Lopez Chavez identified this project for potential additional
funding and asked how far the recommended funding level could go. A HAWK signal at a single
location would cost more than the recommended funding level and require using another
funding source to be completed such as the Cost Overrun Account or paired with a Livable
Streets traffic calming project. The recommended funding level would be enough for a few
smaller safety improvements such as flashing crosswalk signs, colored / stamped concrete,
raised crosswalk, and pedestrian refuge islands.
o Council Member Lopez Chavez has heard safety concerns from constituents about the
intersection of 700 South and 900 East which could use these funds for smaller safety
improvements as well as intersections along 500 South between 700 East and 900 East.
- Project #12 Sugar House Park Pavilion Replacement(s) requested $960,000 and is recommended for
$480,000 by the Board and the Mayor.
o Council Members Mano and Young commented that funding two pavilions at the requested
funding level might have some savings and efficiencies compared to funding one pavilion at a
time. They also expressed support to fully fund this project given that the County has budgeted
matching funds of $960,000 and would reduce that budget to match a lower City project-
specific funding level. The pavilion replacements have an equal cost share split 50/50 between
the City and County. If this project was fully funded, then four pavilion replacements would
remain at Sugar House Park and would return for funding in future CIP cycles.
- Project #13 Transition to Regionally Appropriate Landscapes, Adapting Irrigation Systems, and
Reducing Water Use requested $3.25 Million and is recommended for $500,000 by both the Board and
the Mayor.
o Some Council Members asked for a prioritization of projects that could use these funds. The
Public Lands Department provided the below list of the highest need areas based on irrigation
system conditions:
Page | 10
▪1200 East islands (South Temple to 400 South): Irrigation upgrades
▪700 East islands (900 South to 1300 South, UDOT owned and SLC maintained):
Irrigation upgrades
▪1300 East medians/islands and park strips (Parkway Avenue to Claybourne Avenue):
Irrigation upgrades
▪Allen Park: Full irrigation system improvements to supplement GO Bond funding and
provide cost efficiency with concurrent implementation and in concert with the
recommendations from the 2024 Adaptive Reuse and Management Plan
▪Roots Disc Golf/Jordan River Par 3: New irrigation and root watering systems
specifically for trees
o Some Council Members commented in recent discussions on the need for capital maintenance
improvements and water conservation specifically for medians and islands. The Public Lands
Department identified five high need irrigation system replacement locations on islands as
shown below. Note that these five are after the three medians / islands (1200 East, 700 East,
and 1300 East) listed in the top priorities list above. The Department also noted that water costs
are the second highest operating expense after personnel costs, and medians are one of the
largest opportunities to reduce water use by upgrading irrigation systems to water trees
separately from ornamental grasses.
▪200 West islands (north of North Temple)
▪200 South islands (east of 900 East)
▪600 East Islands (South Temple to 900 South)
▪Parleys Way islands
▪800 West islands (300 North to ~150 South, 600 South to 900 South)
- Project #19 Traffic Signal Replacements and Upgrades requested $2.7 Million and the Board
recommended $730,000 and the Mayor recommended $860,000.
o Council Members Mano, Young, and Dugan flagged this project for potential additional funding
to ensure a minimum of two traffic signal replacements could be funded. Recent traffic signal
projects estimated the cost at $450,000 for an intersection so at least $900,000 would likely be
needed for two intersections, and the Cost Overrun Account could contribute some additional
funding if needed.
o Council Member Lopez Chavez emphasized that upgrading signals for cyclists and pedestrians is
a safety need in addition to replacing older signals.
- Project #20 Memory Grove Park Repairs and Preservation & Maintenance Plan requested $1.91 Million
and was not recommended for funding by the Board but recommended for full funding by the Mayor.
o Multiple Council Members requested a detailed cost breakout of the individual projects,
prioritization of the projects, and what, if any, obligations the City has as stewards of the war
memorials and monuments in the park.
o Upon review, the Public Lands Department “does not believe that there are any agreements in
place that legally bind the City nor any partners to ongoing maintenance of the monuments and
memorials in the park. We will continue to investigate within our department and with our
partners to determine if there are any that we have missed. Though informal, several groups do
help or have helped with regular cleanups and small projects in the park (typically in-kind, but
sometime monetarily), including the Veterans of Foreign Wars, Preservation Utah, the Beta
Sigma Phi International Sorority, and the Friends of Memory Grove (which is organized through
the Greater Avenues Community Council).”
o One of the nine sub-projects would directly improve a monument in the park. The proposed
preservation and maintenance plan would recommend detailed improvements, repairs, and cost
estimates for the other monuments in the park. The nine sub-projects and associated costs are
listed below:
▪Meditation Stairs stone repairs ($119,700)
▪Repointing the 8-pillar monument (pagoda) ($79,900)
▪Repairing front entrance gate concrete pillars ($81,250)
▪Replacing the westside entryway planter ($8,200)
▪Cleaning and recoating the fountain to preserve concrete ($27,000)
▪Redo the Canyon Road sidewalk within the park so that it is historically correct (as the
stones are currently placed in concrete instead of mortar) ($98,000)
▪Podium repairs ($11,100)
Page | 11
▪Remove and replace concrete lighting ($31,000) (more could be appropriated to this
task in order to fully replace all concrete lighting in Memory Grove and City Creek
Parks, as well as along Canyon Road – note this is one of the most urgent projects
▪Replace the asphalt path with a concrete path on the west hillside, near the Capitol
Building ($602,500) – note this is one of the most urgent projects
▪Soft costs for the above nine projects estimated at $691,350 for contingency, permits,
design costs, and inflation over two years. These represent 40% of the total $1.75
Million cost.
- Project #29 Jordan River Trail Food Forest + Og Woi Partner Garden requested $385,000 but did not
receive a funding recommendation from the Board or the Mayor.
o Council Members Petro and Wharton identified this as a project of interest. The two projects
could be funded separately, which slightly increases the total cost. The Food Forest creation is
estimated to cost $280,000 and formalizing and bringing up to standards the Og-Woi
community garden is estimated to cost $120,000. There is uncertainty about potential
environmental contamination and impacts to the cost and project feasibility at these funding
levels. The Administration reports that given these concerns, a conservative approach would be
to fund the project with General Fund dollars and then after construction in a midyear budget
amendment using park impact fees to reimburse the General Fund.
- Project #41 California Avenue Pedestrian Safety Improvements Construction requested $807,000 and
did not receive a funding recommendation from the Board or the Mayor.
o Council Member Puy expressed interest to staff about recapturing the $875,000 from the
cancelled corridor connection project at the Sorenson Center Campus and using some of those
funds to fully fund project #41. He mentioned this traffic calming project is a few blocks down
California Ave from the Sorenson Center Campus and would benefit many of the same students
and families using the Center’s facilities as well as those attending the adjacent Glendale Middle
School and Mountain View Elementary School. Council Member Young expressed support for
this approach.
- Project #48 Fayette Avenue Improvements between Washington Street & 200 West requested $560,000
but did not receive a funding recommendation from the Board or the Mayor.
o Council Members Mano, Lopez Chavez, and Puy identified this project for potential funding and
requested phasing options for smaller projects. One option is to split the project into a design
phase estimated to cost $80,000 and then a second phase funding construction at
approximately $480,000 in a future CIP cycle. The CIP project funding could be used as a local
match for state grant applications that the constituent has expressed an interest in pursuing.
Information below was provided to the Council at earlier briefings
At the July 2 and July 9 briefings, the Council may wish to identify any priority projects that do not have funding
recommendations or where additional funding is proposed, and any project-specific questions. Responsive
information and funding options would be gathered so the Council could balance the CIP project-specific
budgets on August 13 or 20. As part of the annual budget adoption vote on June 11, the Council made three
changes to the Mayor’s Recommended Budget for FY2025 CIP:
- Increased the transfer by an additional $250,000 from the General Fund to the CIP Fund which
are the most flexible dollars available for any CIP project.
- Added $2 million for project #23 the Livable Streets traffic calming program from the
quarter cent sales tax for transportation fund balance (separate from General Fund Balance) which
neither the resident advisory board nor the Mayor recommended to fund. The Council discussed a desire
to prioritize this program for funding over the next several years to reach all of the higher need
neighborhoods and a longer-term goal of implementing traffic calming in all residential neighborhoods.
The Council may wish to request that the Administration include stable ongoing funding for Livable
Streets traffic calming as a high priority in developing a five-year Capital Asset Plan.
Page | 12
- Added $3 million for public utility upgrades underneath 2100 South during the street
reconstruction between 700 East and 1100 East from Funding Our Future Fund Balance in addition to
the $7 million approved in Budget Amendment #5 of FY2024. The City anticipates reimbursement in
the future by requiring connection agreements of adjacent property owners as they seek to tie into the
upgraded utility lines. The resulting connection fee is proportional to each property’s front footage per
City Code. The connection fee obligation is also recorded against the adjacent properties so current and
future owners are notified of it.
Recapture $1 Million from Completed Projects
The Administration confirmed there is $1,012,153 of general fund dollars remaining and could be recaptured
from CIP projects that were constructed and fully closed out. Per the Council’s CIP policies section 12 (see
Attachment 1), these funds could be made available as additional funding to the Cost Overrun Account in
FY2025. It has a current balance of $937,232 and is proposed to receive an additional $223,171 in FY2025 CIP
for a new balance of $1,160,403. The Council could recapture some or all of the $1,012,153 from completed
projects or designate some of it for the Cost Overrun Account. The Administration reports this account has lower
utilization in recent years because the formula in CIP policy section 11 (see Attachment 1) has dollar limits that
have lost significant purchasing power since originally set in 2004. This means that the Cost Overrun Account
does not fill project funding gaps as much as before. The Council could request that the Administration review
and recommend adjustments to the Cost Overrun Account formula including the dollar and percentage limits.
Recapture $875,000 from a Cancelled Project: Connecting Corridor for Sorenson Multicultural
Center and Unity Center Funded Five Years Ago
The Council fully funded the proposed connecting corridor project to link the two community center buildings
on the Sorenson Campus five years ago. The Administration has confirmed that the project is cancelled. Per the
Council’s CIP policies (see Attachment 1), unfinished projects older than three years should be reviewed for
funding recapture. The $875,000 are General Fund dollars which are the most flexible of the CIP funding
sources and available to go to any project.
Aging Reports and Status Updates for CIP Projects
The Council may wish to ask for a list of projects that are older than 2 years, and any notes about the status of
the project, obstacles, and anticipated completion dates.
Updated CIP Debt Load Projections Chart through FY2028
The Finance Department provided the below updated chart of projected debt load on the CIP Fund through
FY2028. This updated version from the one in the Additional Info Section reflects a 9% goal for the annual
transfer from the General Fund to CIP instead of the historical 7% trend. It also includes larger ongoing projects
funding outside of the competitive CIP process such as new urban trail capital maintenance, new planning and
design funding, expanded public lands capital maintenance, and expanded vacant and leased city owned
property maintenance.
Page | 13
Information below was provided to the Council at earlier briefings
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
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026 -27 FY 2027 -28
Allocation of CIP General Fund Transfer Amount, 6 Year Projection, assuming 2%
revenue growth per year, and continued allocation of 9% of GF revenue to CIP
Debt Service On Bonds Other Debt Service Other Commitments Pay as You Go Projects
Page | 14
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 | 15
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 | 16
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 | 17
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 | 18
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 | 19
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 | 20
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 | 21
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
FOF – Funding Our Future
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 .
12. Avoid Creating Structural Deficits-The City will minimize the use of one-time revenue to
fund programs/projects that require ongoing costs including debt repayments.
13. Aligning Debt and Project Timelines-Capital improvement projects financed through the
issuance of bonded debt will have a debt service that is not longer than the useful life of the
project.
Passed by the City Council of Salt Lake City, Utah, this -~3L.Lr_...d ___ day of
October , 2017.
ATTEST :
HB _A TTY -#64309 -v3-CIP _a nd _ Debt_ Management_Pol icies
SALT LAKE CITY COUNCIL
By 4 = ASL
CHAIRPERSON -=-::::::::____
Salt Lake City
App ed As To Form
By: ~~~~~~~.P
aysen Oldroyd
Da e: lt:>/-:z.../ 17
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
REQUEST 858,800$
CDCIP 858,800$ 858,800$
MAYOR 858,800$ 858,800$
COUNCIL -$
REQUEST 4,000,000$
CDCIP 4,000,000$ 4,000,000$
MAYOR 4,000,000$ 860,000$ 3,140,000$
COUNCIL -$
REQUEST 124,000$
CDCIP 124,000$ 124,000$
MAYOR 124,000$ 124,000$
COUNCIL -$
REQUEST 4,500,000$
CDCIP 3,500,000$ 3,500,000$
MAYOR 4,500,000$ 3,500,000$ 1,000,000$
COUNCIL -$
400 South Jordan River Bridge Reconstruction
Engineering Division
This project will reconstruct the 400 South vehicle bridge over the Jordan River. This bridge
has deteriorated to a rating below 60 on the Bridge Health Index (BHI) as determined by UDOT
bridge inspection. Engineering had planned a rehabilitation project for the existing bridge
structure in previous years, however continued degradation, accelerated by the 2020
earthquake, has made reconstruction necessary. A consulting firm with specialized experience
will be used for this project.
2
Liberty Park Greenhouse Restoration
Constituent Application; Public Lands Department
The purpose of this proposal is to identify steps to secure the Liberty Park Greenhouse (LPG),
restore it to its once historical prominence, and identify innovative ways to renovate/redesign
the building to enhance its educational / recreational / environmental conservancy value to the
community. This work will be completed in advance of other funded work to produce design
and construction documents for the reconstruction of the greenhouse.
1) Facility Structural Audit Initiative- Funds would be used to develop/issue a call for
proposals, select a vendor, and pay for contracted engineering services to assess in detail the
current condition of the facility, identify construction services, and develop construction
documents to support structural restoration.
2) Facility Redesign Initiative- Working from/building upon the Facility Structural Audit, funds
would be allocated to support a case competition conducted the University of Utah's College of
Architecture and Planning Department aimed at completing design work that preserve the
facility's historical roots, provide multiple programming to enhance the community's
biodiversity/recreational/ educational interests as well as contribute to Liberty Park's overall
aesthetic beauty.
Complete Streets Reconstruction
Engineering Division
This annual program funds the vital reconstruction of deteriorated City streets, including street
pavement, curb and gutter, sidewalk, drainage improvements as necessary, and appropriate
complete streets bicycle and pedestrian access improvements.
4
3
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
Stabilize the Fire Training Tower Deterioration
Fire Department
The fire training tower is experiencing significant deterioration, posing safety concerns that
necessitate urgent attention. To rectify the situation, essential measures include patching
spalled concrete, addressing rebar corrosion, repairing cracks, and implementing waterproofing
measures. Ensuring the structural integrity of the tower is paramount, not only to maintain its
functionality but also to safeguard the well-being of individuals utilizing the facility for training
purposes.
1
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 1
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 921,700$
CDCIP 921,700$ 804,500$ 117,200$
MAYOR 921,700$ 804,500$ 117,200$
COUNCIL -$
REQUEST 3,500,000$
CDCIP 2,750,000$ 2,750,000$
MAYOR 3,500,000$ 2,750,000$ 750,000$
COUNCIL -$
REQUEST 750,000$
CDCIP 500,000$ 500,000$
MAYOR 500,000$ 500,000$
COUNCIL -$
Complete Streets Overlay
Engineering Division
This annual program funds the overlay of City streets that have not yet fallen to the level of
deterioration where full reconstruction is required. This Engineering Division overlay program
includes a 3” or greater depth asphalt mill and overlay (thicker than Streets Division
maintenance overlays of 2” or less), curb and gutter replacement and sidewalk replacement in
select locations, drainage improvements as necessary, and appropriate Complete Streets bicycle
and pedestrian access improvements.
Public Way Concrete
Engineering Division
This annual program addresses deteriorated or defective concrete sidewalks, accessibility
ramps, curb and gutter, retaining walls, etc. in the public way through saw-cutting, slab jacking,
or removal and replacement.
Liberty Park Greenhouse Design and Construction Documents
Public Lands Department
In 2023, the Salt Lake City Public Services Department and Facilities Division completed a
Facility Condition Assessment for the greenhouse. This report identified the overall facility
condition as poor/failing. As of January 2024, Public Lands is no longer using the facility for
operational purposes.The Liberty Park Greenhouse, first constructed in 1902, has been the
primary greenhouse facility in Salt Lake City to propagate, grow, and store flowers, native
plants, and shrubs for planting throughout Salt Lake City’s Public Lands system. The
greenhouse has been a critical operational facility for the Public Lands Department and has
become an iconic and historic public asset within the City’s largest park. The recommended
phasing strategy includes:
1. Initial Facility Condition Assessment: Completed in 2023.
2. Detailed Structural Assessment for East Greenhouse: Funding Requested through FY 24
Budget Amendment 2. Completion of this step may allow for the use of the east greenhouse
while other areas undergo planning, design, and reconstruction.
3. Complete Structural Assessment: Funding requested through an FY 25 constituent CIP
application, separate from this application.
4. Design and Construction Documents for the construction of new greenhouse facilities:
Funding requested through this FY 25 internal CIP application, building off of the tasks funded
by the requested constituent application.
5. Renovation of the east greenhouse and reconstruction of the remaining greenhouses:
Future/timeline TBD, based on successful, subsequent funding request in FY 25-26.
5
7
6
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 2
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 2,756,500$
CDCIP 1,366,350$ 1,366,350$
MAYOR 2,756,500$ 1,366,350$ 1,390,150$
COUNCIL -$
REQUEST 2,200,000$
CDCIP 2,200,000$ 2,200,000$
MAYOR 2,200,000$ 2,200,000$
COUNCIL -$
REQUEST 1,500,000$
CDCIP 750,000$ 750,000$
MAYOR 750,000$ 750,000$
COUNCIL -$
REQUEST 600,000$
CDCIP 300,000$ 300,000$
MAYOR 300,000$ 300,000$
COUNCIL -$
Safer Crossings Citywide
Transportation Division
Pedestrian-focused crossings such as HAWK Beacons, Rectangular Rapid Flashing Beacons,
raised crosswalks, curb extensions, and other similar safety improvements.
Facilities Replacement and Renewal Plan
Facilities Division
The Facility Renewal and Deferred Asset Management Initiative for Fiscal Year 2025 (FY25) is a
targeted effort aligned with the 10-year plan. Our goal is to strategically manage the existing
backlog of deferred assets by categorizing and prioritizing them based on building and
component criticality. This involves dividing the current backlog into three equal parts,
enabling us to address an approximately consistent number of assets per year. Additionally, we
aim to proactively tackle 50% of incoming deferred assets to prevent further accumulation. This
focused approach ensures efficient resource allocation and sets the foundation for sustained
facility enhancement over the coming years. It's crucial to highlight the ongoing facilities
condition assessment. This assessment will provide insight into the overall health of our
buildings and components, enabling us to make more informed decisions regarding
replacement and renewal.
Plaza 349 HVAC Improvements - Phase I
Facilities Division
Plaza 349 is critical to the day-to-day operations of the city by hosting several key departments
including: Human Resources, Engineering, Information Management Services, Transportation,
and Building Inspection divisions. In 2019 a space planning and vulnerability study identified
key elements to be updated that included life safety, access controls, and security. Facilities has
also identified key assets that include the HVAC system and parking structure. This CIP
application is for the first phase of the project and will include upgrading life safety, security,
HVAC design, and key HVAC asset upgrades. In 2022, Colvin Engineering completed an HVAC
replacement feasibility study, which will aid in this initiative.
Transit Capital Program / Funding Our Future Transit
Transportation Division
Continue our partnership with UTA installing bus stops, mobility hubs, and accessible first/last-
mile connections to them, on frequent transit routes. This program implements two of the key
recommendations of the Transit Master Plan, seeking to make all transit stops accessible, safe,
and comfortable for people of all ages and abilities. UTA provides stop amenities in-kind and
maintains them for the life of the assets. Some of the new shelters are now equipped with
lighting, which will make passengers who are waiting more visible to operators, as well as to
increase safety and security while they are waiting. Also as outlined in the Transit Master Plan,
a highly visible frequent service brand has been developed and is ready for deployment of this
brand and associated enhanced amenities at Frequent Transit Route bus stops throughout the
city. These investments in branding and enhanced stations can help achieve the Transit Master
Plan goal of providing a safe and comfortable transit access and waiting experience.
10
9
8
11
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 3
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 960,000$
CDCIP 480,000$ 480,000$
MAYOR 480,000$ 480,000$
COUNCIL -$
REQUEST 3,250,000$
CDCIP 500,000$ 500,000$
MAYOR 500,000$ 500,000$
COUNCIL -$
Sugar House Park – Pavilion(s) Replacement (One at $480k or Two at $960k)
Public Lands Department
Sugar House Park’s seven pavilions are over 50 years old—beyond their lifespan—and do not
meet code or accessibility guidelines. Failure of the pavilions could lead to injury or death. A
2016 Pavilion Study by Salt Lake County recommends full replacement of all seven pavilions.
This application seeks funding to match the County’s funding to replace one of these seven, as
well as associated amenities (signage, tables, barbecues, landscaping, water, and accessibility
features). Approving this funding will bring the total number of pavilions that have been or can
be replaced to two. (Recent City and County funding will replace the Fabian Lakeside Pavilion
in 2024.) Five remain to be funded. Approval of this request will provide park patrons (typically
Salt Lake City residents) with one complete pavilion replacement (a $960,000 project value) for
the cost (to the City) of just half of one. In 1957, with the incorporation of Sugar House Park,
Salt Lake City and Salt Lake County made a contractual agreement to jointly own the park
property and appropriate funds for facilities. The Sugar House Park Authority depends on these
appropriations from Salt Lake City and Salt Lake County to carry out the park’s purpose as an
equitable, regional park of the highest quality. Salt Lake City and Salt Lake County are
committed to matching one another’s funds (1:1) and continuing this partnership to improve or
replace more assets in the future.
Transitioning to Regionally-Appropriate Landscapes, Adapting Irrigation Systems,
and Reducing Water Use
Public Lands Department
(1) improving irrigation efficiency and (2) replacing some turf areas with low-water, regionally-
appropriate plantings. Many of our public lands’ irrigation systems are 50-60 years old. They
use more water, take more time, and cost more to maintain than newer systems. Converting
irrigation systems so that trees can be watered separately from turf reduces water usage and
protects these critical assets, too. During extreme drought conditions, upgraded irrigation
systems can also dramatically reduce or even turn off turf irrigation while continuing to water
trees.The minimum effective amount of funding for this fiscal year's request is $500,000:
design and new irrigation for roughly 2.5 acres. Fully funding the request ($3.25M), however,
would fund new irrigation systems for up to 16 acres (which is less than 2% of the Public Lands
Department's irrigated landscapes). Due to the 25-30 year lifespan of irrigation systems and
some landscapes, ongoing requests would likely need to be around the $6M to $9M per year. If
partially funded, as recommended in the Mayor’s Budget, the Public Lands Department will
choose up to two acres from one or more of the following six priority sites within three types of
public lands (natural lands, parks, and islands): Miller Park, Wasatch Hollow Park and
Preserve, Ensign Peak, Allen Park, 1200 East islands (from South Temple to 400 South), and
1300 East median and park strips (from Parkway Ave to Claybourne Ave).
13
12
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 4
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 1,300,000$
CDCIP 1,300,000$ 1,300,000$
MAYOR 1,300,000$ 1,300,000$
COUNCIL -$
REQUEST 100,000$
CDCIP 100,000$ 100,000$
MAYOR 100,000$ 100,000$
COUNCIL -$
HVAC Control Replacement at the Public Safety Building
Facilities Division
At Public Safety Building, we have outdated Microsoft servers unsupported beyond Windows
Server 2016 and an obsolete Siemens Apogee building controls system. These vulnerabilities
jeopardize both operational efficiency and public safety. To address these pressing concerns, we
advocate for a holistic upgrade strategy. This involves transitioning from the unsupported
Microsoft 2012 and Siemens Apogee systems to Utah Yamas Controls. Our proposed solution
encompasses upgrading the City's EBO platform, provisioning advanced automation servers,
modernizing essential building systems, replacing antiquated temperature sensors, and
deploying new communication wiring throughout the facility. By implementing these upgrades,
we aim to enhance operational reliability, security, and resilience at the critical public safety
building, safeguarding both personnel and the community.
Citywide Park Restroom Planning Study/Fairmont Restroom Conceptual Design
Constituent Application; Public Lands Department
Friends of Fairmont Park propose a Restroom Pilot CIP for 2024-25 for: (1) a planning study to
update planning guidance for city-wide parks restroom policy and practice, (2) conceptual
design for a new restroom if warranted by the study; (3) with the recommendation that a new
design be built and tested in Fairmont Park to demonstrate whether or not any new guidance is
workable in the Salt Lake context. Note that it is expected that the new design strategy will
reduce vandalism and maintenance costs and increase restroom uptime and safety. The intent
is to benchmark a proposed new restroom configuration against the current design in other
parks, to test the viability of this approach, developing best practice in park restroom
management for the city. Restroom safety and vandalism present ongoing problems in City
parks, especially the large, heavily used parks.
15
14
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 5
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 1,600,000$
CDCIP 970,000$ 20,000$ 950,000$
MAYOR 970,000$ 20,000$ 950,000$
COUNCIL -$
REQUEST 3,100,000$
CDCIP 549,150$ 549,150$
MAYOR 1,508,090$ 549,150$ 54,490$ 904,450$
COUNCIL -$
Neighborhood Byways Program
Transportation Division
This project requests design and construction 30% matching funds for two neighborhood
byways currently under consideration for 70% state funding, under UDOT’s Transit
Transportation Investment Program, First-Last Mile (TTIF-FLM). The 800 East Neighborhood
Byway, Phase 2 (1300 South to the 900 East TRAX Station, 1.5 miles), would construct a first-
last mile connection to Red Line TRAX. UDOT has ranked this project #10 statewide. If state
funds are not received, this request will enable the project to construct intersection
improvements at 1300 South to connect the completed Phase 1 portion of the byway (1300 S to
1700 S) to future phases north of 1300 S. Funds would also be used for the design from 1300 S
to 900 E TRAX station, with construction funds to be sought in a subsequent year. The
Kensington Neighborhood Byway (1500 South, from West Temple to the McClelland Trail) has
already received both CIP and federal funds. However, construction costs have escalated, and a
more robust crossing of 700 East (a state highway) has been negotiated with UDOT than
previously anticipated. It is part of the east-west neighborhood byway traversing most of the
city east of I-15, connecting to the westside via the 1300 South viaduct. This crossing has also
been nominated for TTIF-FLM, and ranked #11 statewide, right behind the 800 East Project. If
state funds are not awarded, additional funds would be needed to complete the funding
package. Note most or all of these funds are anticipated to be used for the Kensington Byway
project. Additional funding is needed because grant funding was not awarded, designs for
UDOT road intersections (e.g. 700 East) are more complex and expensive, and impacts of
inflation. This would fund construction of the whole byway instead of in smaller phases.
Courts & Playgrounds
Public Lands Department
This application will fund the replacement of one playground or partial reconstruction or
resurfacing of at least one court (some of our system’s most well-used and high-demand assets)
that are in the poorest condition. 63% of Public Lands assets have been evaluated to be in poor
or fair condition. With a typical lifespan of 20-30 years, it is essential that, going forward, the
City replace at least two playgrounds and one to two courts every year to ensure safe and
accessible features in our parks.
The following is a list of potential parks where court improvements or one playground
replacement project could occur, in descending order of priority (including condition,
opportunity, geographic need, and equity criteria).
1. Popperton Park (playground)
2. Wasatch Hollow Park (playground)
3. Sunnyside Park (courts) Curtis Park planning and design (playground) $60,000
4. 10th East Senior Center (courts)
5. Riverside Park (courts and playground)
6. Fairmont Park (courts, possibly playground)
7. Warm Springs Park (courts)
8. Westpointe Park (courts and playground)
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 6
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 4,500,000$
CDCIP -$
MAYOR 4,500,000$ 4,500,000$
COUNCIL -$
REQUEST 2,700,000$
CDCIP 730,000$ 230,000$ 500,000$
MAYOR 860,000$ 230,000$ 500,000$ 130,000$
COUNCIL -$
REQUEST 1,910,000$
CDCIP -$
MAYOR 1,910,000$ 1,910,000$
COUNCIL -$
700 South (Phase 7, 4600 West to 5000 West) Additional Funding
Engineering Division
The project is desperately needed to complete the last half mile of 700 South’s 4.6 mile long
reconfiguration from 25 Ft wide deteriorated asphalt road to a 50 FT wide concrete street with
bicycle lanes, curb and gutter, sidewalk, and storm drainage from Redwood Rd to 5600 West.
Where 700 South meets the Union Pacific rail at 4800 West is the City’s worst street/rail
intersection. The rail crossing restricts emergency services, causing re-routing delays, and
brings a plethora of constituent service requests each year.
Traffic Signal Replacement and Upgrades Program
Transportation Division
Based on condition rankings, the proposed allocation will fund the replacement of two traffic
signals in failing condition with structural and/or equipment deficiencies. The typical life of a
traffic signal is 30 years. After that age, frequent repairs are needed, and the structural supports
for the traffic signal may be at risk of failing, such that the signal might fall over including
potentially onto people or vehicles. But age is only one factor in ranking. Ranking has been
determined by an independent study, that combines equipment age, equipment condition, and
maintenance staff input. Signals that need frequent repairs are targeted for replacement.
Depending on actual construction costs, this amount may be sufficient to also upgrade one
intersection signal detection (which triggers a signal to respond to traffic, bicyclists, and
pedestrians) to current standards, and to replace one non-functional CCTV camera, used to
monitor signal operations to allow real-time signal adjustments in collaboration with UDOT's
valley-wide network.
Memory Grove Park Urgent Repairs + Preservation & Maintenance Plan
Public Lands Department
Memory Grove is one of Salt Lake City’s most iconic park spaces. It is one of the thriving
cultural centerpieces of Salt Lake City’s parks system. But the features that draw visitors to the
Park – the historic features and mature trees that give Memory Grove its unique atmosphere –
are in a state of accelerating deterioration.
This funding would facilitate the completion of significant improvements to Memory Grove
Park through two phases:
(Phase 1, $1,750,000) Urgent capital repairs to be completed as soon as possible, with the
guidance of historic landscape architects and the Utah State Historic Preservation Office
(SHPO). It is critical to the continued success of Memory Grove that the City begins now to
restore, preserve, and renew the assets that create the unique character of Memory Grove.
(Phase 2, $160,000) The development of a Preservation & Maintenance Plan for Memory Grove
Park and the Freedom Trail.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 7
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 1,410,300$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 1,500,000$
CDCIP 1,300,000$ 1,300,000$
MAYOR 1,500,000$ 1,300,000$ 200,000$
COUNCIL -$
REQUEST 3,000,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 500,000$
CDCIP -$
MAYOR 500,000$ 500,000$
COUNCIL -$
Fire Training Grounds Site Improvements
Fire Department
The fire training ground site improvement includes the excavation and construction of paved
area surrounding fire training props to allow access for firefighters and fire vehicles as they
train. Ideally this training ground would simulate a small cross section of the structures that are
in Salt Lake City and the site improvement would resemble streets and access points like what
is in the city. Currently there is approximately 45,000 square feet of underutilized training
ground.
Amplifying Our Jordan River Revitalization: Leveraging Bond Investment
Public Lands Department
Doubles the impact of the estimated $1,250,000 in GO Bond funding planned for the segment
of the Jordan River corridor between Indiana Avenue and California Avenue. Bond funding is
intended to focus on overall corridor improvements, water trail development, irrigation, tree
health, and the Parkway Trail: namely, non-impact fee eligible costs. This impact fee funding,
however, will be used on increasing level of service along and near the Jordan River corridor
and its public lands spaces, particularly focused on increasing safety, activation, and recreation
amenities. Some likely, high-priority improvements may include water and resource-efficient
irrigation and planting where they do not currently exist, additional lighting, nature-focused
pathways, river interaction and education opportunities, and additional features that activate
the corridor.
The River corridor’s Indiana Avenue to California Avenue segment has the highest
concentration of destinations and activity: seven parks and open spaces, and active
transportation intersections of the 9-Line Trail, the Jordan River Parkway Trail, sidewalks, and
bike lanes on Indiana, 900 West, and California. Of these seven spaces, the International Peace
Gardens, Bend in the River, and Modesto Park face difficult challenges that have made them
high-need, high-priority areas for both the Public Lands Department and the surrounding
communities.
Livable Streets Traffic Calming Program
Transportation Division
Note: The Council approved $2 million from the Quarter Cent Sales Tax for Transportation's
fund balance (separate from General Fund Balance) as part of the annual budget adoption on
June 13
Art Barn Failing Infrastructure and Accessibility Improvements
Arts Council
The Salt Lake City Arts Council, part of the Department of Economic Development, requests
will address failing infrastructure (due to flooding, neglect, and lifespan end), ADA
requirements, energy efficiency, and the option to provide additional services to the public.
Items include: Interior Accessibility Ramp, Energy Efficient Gallery Lighting Upgrade,
Hardwood Floor Replacement, and Lower Level Community workspace/office renovations.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 8
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 200,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 250,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 500,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Jordan River Trail Safer Crossing Improvements
Constituent Application; Public Lands Department
This project would fund design and construction of a raised crosswalk at 200 South on the
Jordan River Parkway Trail. This would also fund the installation of improved safety and
visibility features as well as aesthetic improvements at the I-80 underpass to enhance safety
and comfortability at this key section of the trail.
Police Department Training Center
Police Department
The police department requires a dedicated Training Facility. As SLC grows, so does the public
safety need. The SLCPD on-boards and trains 50-80 employees a year. The training consists of
a state certified satellite police academy and exclusive SLCPD academy. Both curriculums
require facilities to be effective and complete. Additionally, the department has statutory
training requirements for over 600 officers, which requires dedicated facilities (range, scenario
locations, emergency vehicle operations, arrest control and defensive tactics mat room, exercise
facility, dedicated academy and in-service classrooms, etc.). The department currently uses
community classrooms and a dilapidated city warehouse for academy training and in-service
training.
Pedestrian Safety / HAWK at Richmond St. and Zenith Ave.
Constituent Application; Transportation Division
I've lived at the corner of Richmond and Zenith for 3 years and walk across Richmond daily to
get to the daycare on another corner. Many pedestrians cross Richmond to get to daycare,
parks, bus stops, the grocery store, and Nibley Park School. Pedestrian traffic is only likely to
increase as more apartment buildings are completed in the Brickyard area. Despite all the
pedestrian traffic, Richmond remains a 4-lane street with a turning lane in the middle a road
design the city has expressed interest in replacing to improve pedestrian and cyclist safety (e.g.,
the 2100 S reconstruction). There is only a set of flashing pedestrian yield signs at Richmond
and Zenith, which drivers either don't notice or choose to disregard. My family and I often
stand at the Zenith corner so long, waiting for all 4 lanes to stop, that we have to hit the
pedestrian crosswalk button more than once. There are no speed limit signs on Richmond
between the controlled intersection at 1300 E/Highland and the next controlled intersection at
Richmond/Brickyard, nearly a half mile apart. Almost everything in between is residential.
With no expected reasons to slow down or stop, drivers treat Richmond like a highway.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 9
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 4,600,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 385,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 1,500,000$
CDCIP -$
MAYOR -$
COUNCIL -$
30
29
28 Transportation Corridor Transformations Program
Transportation Division
This funding will be used to make transformative transportation changes to streets that are not
in need of reconstruction. This includes changes to streets that are receiving surface treatments
(chip seal or slurry seal) and/or streets that are being repaved without full reconstruction.
Some streets may also receive transformative changes to transportation use without
resurfacing. These funds are generally used to make corridor-long changes to several blocks of
street, including but not limited to changes to striping, lane configurations, changes to curbs,
parking, streetscape elements such as street trees, and installation of semi-permanent
infrastructure such as separation curbs, bollards, delineators, or planters. Streets that are
anticipated to be considered with FY25 funds include sections of 500 or 600 South Grand
Boulevards, 900 South Streetscape additions, and several streets being resurfaced citywide.
Jordan River Trail Food Forest + Partner Garden
Constituent Application; Public Lands Department
The main purpose of this project is to install city water access to a new Wasatch Community
Gardens (WCG) food forest farm and the Og Woi People's Orchard and Garden (a project of
Blue Sky Institute), located on adjoining parcels of public land along the Jordan River Trail in
Fairpark/Rose Park. The WCG Food Forest Farm will serve as a living pantry to a community
without access to fresh, local food in an underutilized area with contaminated soil. The space
will be transformed from inoperable to flourishing through diverse planting of edible plants that
attempt to mimic the ecosystems and patterns found in nature. The Og Woi People' s Orchard
and Garden (OPOG) is a community collective project that serves as a model of how food can be
free and accessible. It involves helping a fruit orchard and associated vegetable gardens thrive,
with the intent of providing the produce grown by the plants to the people in the community. It
is also a place to enhance the overall health of the environment and to learn and teach
community resiliency and caring. Now that the OPOG site has been added to WCG's Green City
Grower's contract with Salt Lake City, WCG will partner with Og Woi to ensure all city
established management and infrastructure guidelines for a community garden are followed,
per WCG's documented and demonstrated best practices. As part of this partnership, WCG will
act as liaison between the participants in the Og Woi garden and SLC via the Green City
Grower's contract.
Urban Trails Program
Transportation Division
This FY25 request for citywide urban trails is anticipated to fund a new extension of the Sugar
House Greenway to complement S-Line Extension; provide funding for the currently
nicknamed “Alphabet Trail” which is roughly parallel to the “alphabet streets” along 1300 East
south of I-80; and to implement other trails, citywide, included in the Pedestrian and Bicycle
Master Plan (2015).
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 10
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 500,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 1,100,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Route 209 - Accessibility, Bus Shelters, Benches, and Trash Cans
Constituent Application; Transportation Division
When the UTA created the new 209 route through the Avenues they greatly increased the
frequency and access to downtown / the U / Millcreek--it's great for mobility. However, nearly
every bus stop is non-ADA accessible, lacks benches / stools to support riders while they wait, a
shelter to protect them in the winter nor trash bins. My house is directly in front of a bus stop
and riders have left trash all over the street, the bus has to use my driveway to let anyone in a
wheelchair board and riders end up sitting in my yard when it's inclement weather because of
the protection of the trees. Every bus stop I've driven along the 209 route is the same--there are
no benches, there are no trash cans, and almost all of them don't have a clear easement from
sidewalk to curb to assist ADA / elderly riders. This is a huge opportunity to improve rider
safety and access, provide support and shelter to our riders and make sure neighborhoods stay
clean and safe. Adding more features to each bus stop would greatly improve community
support for expanded access to public transit.
Fairmont Park East Enhancement
Constituent Application; Public Lands Department
The project will improve the currently unsafe east side of Fairmont Park through numerous
enhancements that provide safer access and usability. These changes are urgently needed before
three new high-rise apartment complexes (due east of the park) come online in the next year or
two. The overall project may include, in order of priority and with the associated divisions, the
following:
#1 (Transportation Division Projects), an active transportation path connecting the east
Fairmont Park entrance to the S-Line Trail, adding ADA access to the east entrance (replacing
stairs), space for food trucks and dining infrastructure on the west side of 1100 East, and raised
crosswalks on 1100 East
#2 (Public Lands Department, repair the firepit area and add signage about historic
significance; add additional lighting to help prevent loitering/camping in this area; add a
woodchip pollinator pathway along the riparian for a closer look into the pollinator habitat.
Providing more interpretive signage
#3 (Public Lands Department), daylighting a spring and extending the existing boardwalk over
the spring, on the east side of the pond where it now flows across the sidewalk.
#4 (Arts Council), adding art features
#5 (Fire Department, Transportation Division, Public Lands Department), building a pollinator-
friendly median on 1100 East, pending Fire Department and Transportation Division review
and approval
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 11
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 10,000,000$
CDCIP -$
MAYOR 3,140,000$ 3,140,000$
COUNCIL -$
REQUEST 170,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 337,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Green Loop Implementation
Public Lands Department
This funding request is a joint application between Public Lands and Transportation, with
active participation from several other departments. The Green Loop project reimagines part of
the City’s underutilized public rights-of-way as functional green space in the heart of
downtown. Transformation of the public right-of-way requires design and construction of both
above-ground improvements (sidewalks, paths, bikeways, plazas, roadway, forest, plantings,
park features, and rain gardens) and below-ground infrastructure (public and private utilities).
Project costs include design and construction of above-ground green space, roadway
reconstruction, and some utility (public and private) relocation. The intent of this application is
to allocate funding to bring strategic segments of the Green Loop to construction as soon as
possible, particularly where there are timely opportunities to leverage grant funds and/or
develop financial partnerships. Robust public engagement is currently informing an in-progress
planning, and design process to develop a schematic design for the 200 East segment of the
Green Loop (South Temple to 900 South) and potentially others as opportunities arise.
Main Street Alley Improvements, from No-Tell Motel to Utah Pride
Constituent Application; Engineering Division
This application is for safety improvements for the public alleyway that runs north-south
between Main Street and Richards Street, for two blocks in particular: from behind the Utah
Pride Center to Andrew Avenue, one door north of the Main Street Motel. This application
unanimously supported by the board of the Ballpark Community Council together with Josh
Blankenship, who leads our neighborhood's weekly volunteer trash pickup group. Currently the
alley is without lighting and is bordered by several properties that are temporarily closed (The
Utah Pride Center), are periodically closed and are scheduled to be permanently closed (Smith's
Ballpark), homes that have been unoccupied and have been boarded for 7-9 years (1411 and
1415 S. Richards Street), or have been on pause in their development for over a year (1448 -
1470 S. Main Street, the Gabbott's Row 40-unit townhome-style apartments proposed for that
site). The improvements we are requesting would follow recommendations from the Crime
Prevention Through Environmental Design (CPTED).
Faultline Park Playground
Constituent Application; Public Lands Department
Replace playground equipment at Faultline Park which will include a new design, removal of
existing play equipment, concrete footings and surfacing. The new playground should
approximately be in the same footprint as the existing which will mean only minor
modifications to the surrounding surfacing. Lastly will be the installation of new play
equipment and surfacing. There may be existing site furnishings around the playground that
will need to be replaced.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 12
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 2,517,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 601,900$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 115,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Guadalupe Neighborhood Streets Improvement
Constituent Application; Transportation Division
The Guadalupe Community Improvement project aims to enhance pedestrian mobility in
Historic Guadalupe Neighborhood through the improvement of N 500 W. The project aims to
enhance pedestrian mobility through the installation of sidewalks and added street lights for
nighttime visibility and activation. Additionally, the inclusion of a bike lane, contingent on the
city's safety assessment, further promotes safe transportation options that'll connect cyclists in
the neighborhood to the larger SLC bike lane network. To mitigate environmental impact from
the highly active and nearby train tracks, a protective barrier along these tracks will prevent
aggregate leakage onto the road as well as keep pedestrians from crossing train tracks via Union
Pacific property, while the potential introduction of trees along the street adjacent to the
railroad tracks not only enhances the visual appeal but also contributes to noise and air quality
improvement.
Plaza 349 EV Charging Phase 1 and 2
Public Services Department
We are seeking funding for the initial two phases of a crucial project dedicated to upgrading the
charging infrastructure at Plaza 349. Situated off 200 E and University Boulevard, the Plaza 349
complex comprises an office building and a six-level parking garage, both served by a single
existing electrical service. The proposed project involves installing (20) new Level 2 charger
ports and backfeeding (4) pre-existing charging ports within the Plaza 349 parking garage,
which currently accommodates (38) fleet vehicles according to telematics data. Following the
recommendations from Kimley-Horn & Sawatch, the initial funding will support the first two
phases, including the installation of a new utility switching cabinet and transformer
strategically placed between the main building and parking garage to facilitate the required
electrical service for efficient EV charging. This initiative aligns with our commitment to
sustainable transportation and positions our city at the forefront of accommodating the
evolving needs of our expanding EV fleet.
500 East Raised Crosswalk (400 Block)
Constituent Application; Transportation Division
First Step House respectfully requests that the City implement a mid-block raised crosswalk on
500 E between 400 S and 500 E. Raised crosswalks improve safety for both vehicles and
pedestrians. This block of 500 E features mixed-use residential housing on the east side and a
Smith's Marketplace and bus station on the west side. First Step House operates a residential
treatment facility, outpatient treatment center, and two permanent supportive housing
buildings on the east side of the block. These buildings have 186 beds for residential clients and
provide outpatient services to dozens more individuals every day. The population served is very
low-income. First Step House clients primarily navigate the city on foot, including when they
get groceries or take the bus. A raised crosswalk between the residential side of the street and
the Smith's on the other side would dramatically improve safety for all pedestrians, including
200+ First Step House clients each day, and help calm traffic in a busy city passage.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 13
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 874,400$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 657,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 807,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 530,000$
CDCIP -$
MAYOR -$
COUNCIL -$
California Avenue Pedestrian Safety Improvements Construction
Constituent Application; Transportation Division
This project will implement the recommendations of a previously funded study to make
pedestrian safety improvements at the intersections of California Avenue and Concord
Street/Glendale Drive.
600 South Safety Improvements
Constituent Application; Transportation Division
This project aims to create a more complete 600 S street by implementing elements of the One-
Way Grand Boulevard Street Typology to the street. This would include the addition of
protected bicycle lanes, and bulb-outs or enhanced crossings that slow down traffic and
encourage drivers to check for people crossing. Our preferred solution is to create protected
bike lanes 200 E to 600 E, add bulb-outs where they do not exist, and install decorative
crossings. 600 S fronts several community destinations, like parks, recreation centers, and
shopping centers. Traffic volume data from UDOT shows a substantial decrease in traffic on
600 S east of State St (from 39,000 to 21,000) while the same number of travel lanes is
maintained. The project is unlikely to have a significant impact on motor vehicle travel times or
parking while increasing safety for all users and accommodating more modes of travel. The CIP
supports the city's goal of Vision Zero and helps create better community space.
PSB EV Charging Phase 1 and 2
Public Services Department
We are seeking funding for the initial two phases of a vital project aimed at upgrading the
charging infrastructure at the Salt Lake City Public Safety Building, a central facility for the
city's police and fire departments, emergency operations center, and combined dispatch unit.
The project involves the installation of (20) new Level 2 charger ports, along with backfeeding
(10) pre-existing ports within the existing two-floor garage, catering to a fleet of (50) public
services, police, and fire vehicles. Following the recommendations from Kimley-Horn &
Sawatch, the proposed funding will support the first two phases, which include the installation
of a new utility transformer on the east end of the property to facilitate the required electrical
service for efficient EV charging. This investment aligns with our commitment to sustainable
transportation and positions our city at the forefront of accommodating the evolving needs of
our expanding EV fleet.
Poplar Grove Park Lighting
Constituent Application; Public Lands Department
Safety and utility lighting around the perimeter and some interior of Poplar Grove Park. The
new lights will offer lighting to the sidewalks surrounding the park without increasing light
pollution to the surrounding neighborhood. Using the cities Victorian style lights with
underground power. This will allow the removal of overhead poles, which would remove clutter
from the skyline. Most of the existing poles only deliver power to the existing light fixtures,
(essentially stringing up extension cords in the sky.) With proper placement, poles existing
around the park, lighting street intersections can be removed as well, offering further
improvement of the skyline. The new lights should have fresnel glass guiding the majority of the
light down toward the sidewalk. Or appropriate task light such as lighting an intersection and
crosswalk. One third of the project cost, $219,000, is eligible for parks impact fees for the eight
new interior lights that expand capacity for the park to be used for recreation at night.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 14
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 52,600$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 530,000$
CDCIP 530,000$ 530,000$
MAYOR 530,000$ 530,000$
COUNCIL -$
REQUEST 960,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 80,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Victory Park Tennis Courts
Constituent Application; Public Lands Department
The project will resurface two existing tennis courts. Remove grape vines that create leaf clutter
from the existing south fence and make all necessary fence repairs.
Riverside Park Pathway Loop
Constituent Application; Public Lands Department
Create a looping recreational pathway that accommodates multiple user types that goes through
the park and utilizes the Jordan River Parkway Trail. Creating a looping path gives the people
who recreate at Riverside Park a place to continuously walk and recreate in a fixed location that
is ADA accessible. Potentially something that resembles something like the looping pathways at
Liberty and Sugar House Parks.
Improve or widen strategic pathways in the park: As an important community asset that has
been historically underserved and not seen capital improvements in 27 years, we believe this
park and our community deserve the investment required to have amenities on par with Liberty
Park and Sugar House Park. Making the pathways at Riverside Park more accessible,
connected, and purposeful serves to improve the health and happiness of our communities.
Curtis Park Reimagined
Constituent Application; Public Lands Department
Curtis Park hosts a boarded-up playground and underutilized open space. Despite its state, the
area remains highly frequented due to its proximity to the bustling Foothill Village and vibrant
surrounding communities. Our project aims to revitalize this space in tandem with Foothill
Village's 2024-2025 multimillion dollar remodel and their new grand promenade exiting
directly onto this public land.
Revamping the Park. Replacing the worn playground with a larger, contemporary version and
reducing physical barriers by lowering the earth wall along 2200 E., installing ADA-accessible
ramps, stairs, and concrete pathways, including a corridor to the forthcoming Foothill Village
entrance, construction of a centralized pavilion, and addressing safety issues.
This initiative deserves CIP funding because of timely relevance, promoting walkability,
enhancing safety, and community transformation. Acknowledging the current economic
challenges, we propose a phased three-year project that optimizes CIP funds.
Marmalade-Fairpark East-West Connector Study
Constituent Application; Transportation Division
Critical to the area's success is the design and construction of a safe intersection at 400 N 400
W that may involve concepts such as reduced lanes, raised crosswalks, benches, pedestrian
refuge islands, and possible greening of park strips. Placemaking, activation, and creating
connections to the multiple local businesses and community nodes (public library, schools, etc.)
in the area are features of this project. Multiple local businesses in the area ask for safer
connections and a more cohesive transportation network tie-in from various surrounding
neighborhoods. The project would take a phased approach, beginning with a study to create
recommendations and appropriate technical solutions for the project area. This request is for
Phase 1 - Study, with the potential for design depending on level of funding.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 15
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 754,000$
CDCIP -$
MAYOR 754,000$ 678,600$ 75,400$
COUNCIL -$
REQUEST 560,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Fairmont Park Basketball Court
Constituent Application; Public Lands Department
Over the last few years, there has been a lot of investment in Fairmont Park. The improvements
to the pond, playground, dog park, jogging paths, and pickleball courts have brought a lot of
new activity and users to the park. More activity means that usage of the basketball court has
increased, as well. The court is currently a half-court size, with one hoop, no lines to indicate
the free throw or 3-point line, no lighting, and uneven concrete. The latter often results in
puddles after rain. The single hoop and small court create a bottleneck in the park, and users
often must wait to use the court on summer evenings. This proposal would create a standard
full-size court (94 ft by 50 ft) with six hoops (one full court and four perpendicular half courts)
and lighting for evening use. Improvements to the basketball court would not impact the
adjacent soccer fields and would require minimal grading. These improvements would be
similar to those made to the basketball court in Sugar House Park and would be well used given
the growth in apartments and housing in Sugar House.
Fayette Avenue Improvements between Washington Street & 200 West
Constituent Application; Engineering Division
The public infrastructure on Fayette Avenue between 200 and 300 West is not at minimum
standard for Salt Lake City. The proposed project includes improvements on unimproved City-
owned parcels on the south side of Fayette Avenue as well as sidewalk, curb, and gutter
installation on the north side of Fayette Avenue. Proposed improvements on the south side of
Fayette include completion of paved parking area and installation of curb, gutter,
sidewalk/pedestrian walkway, street trees, landscaping, and street lighting on both sides of
Fayette Avenue. This project is located in an area zoned FBUN-2 and is intended to be a
walkable community. Located within 0.25 mile of the 900 South TRAX stop, sidewalk, curb,
and gutter should be present to support walkability.
It is intended that the City's funding for this project could be a "match" for a TIF project with
UDOT to generally improve the south side of Fayette Avenue from 200 West to 300 West,
including improvement and re-uses of UDOT property in the area to improve the neighborhood
aesthetics and public safety while addressing walkability, park and open space, and parking
issues in the neighborhood. UDOT has indicated a willingness to be a partner is making better
use of its parcels along Fayette Avenue and in the neighborhood generally.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 16
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 5,450,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 650,000$
CDCIP -$
MAYOR -$
COUNCIL -$
“Elevating Access”: The Regional Athletic Complex’s Blueprint for the Future
Public Lands Department
This project will plan, design, and ultimately construct two new, publicly-accessible fields at the
RAC, a northern parking lot at the RAC, and a new trail and landscaping along Rose Park Lane
(the main public entrance to the RAC). Other planning and design work would also be
completed, as described in Steps 1-3, below. The planning, design, and construction proposed in
this application will strongly position Public Lands to pursue remaining needed funding (for up
to six additional fields and other public amenities) from Salt Lake County’s next authorization
of the Zoo, Arts, and Parks (ZAP) Program, which could be available in 2025 or 2026. At this
expanded size (24 total fields), the RAC would be able to host larger tier events and bring in
vastly more visitors and economic impact potential. The economic impact of the RAC would
also increase by up to 100% (est.), from $15 to $19 million each year (currently) to up to $25 to
$30 million.
1. Rose Park Lane Trail Improvements and Beautification design and construction, irrigation
upgrades, and landscaping. $850,000 total: $545,000 General Fund and $305,000 parks
impact fees.
2. Planning, Engagement, and Design for the Remaining, Undeveloped 30 Acres of the RAC and
the 3.6-acre Rose Park Lane Open Space Property. $600,000 total: $350,000 General Fund and
$250,000 parks impact fees.
3. Phase 1 RAC Construction: Construction of the first phase of improvements identified in the
sitewide plan (Step 2, above), which will include two new fields open for public use, walkways,
and the northern parking lot. $4 Million total: $2 Million General Fund and $2 Million parks
impact fees.
SLC Public Safety Building (Police Occupancy) Remodels
Police Department
This project focuses on overhauling six office spaces within the Public Safety Building (PSB) to
amplify functionality, security, and overall efficiency tailored for the police department's needs.
GSBS provided a detailed quote that outlines each room's scope, such as the removal and
installation of specific elements like flooring, millwork adjustments, and cabinetry finishing will
be executed with precision. The extensive remodel of the six office spaces within the PSB is
designed to facilitate both immediate function and future growth, seamlessly integrating
modern design elements and infrastructure upgrades to optimize operational efficiency and
adaptability for the police department.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 17
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 350,000$
CDCIP 350,000$ 350,000$
MAYOR 350,000$ 350,000$
COUNCIL -$
REQUEST 500,000$
CDCIP -$
MAYOR 500,000$ 500,000$
COUNCIL -$
REQUEST 512,696$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 347,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Street Futsal Courts 1:1 Match
Constituent Application; Public Lands Department
“Free the Game” is a SLC-based non-profit on a mission to make soccer (the world's game)
more accessible to all. Over the years, soccer has become more of a business than a game -
requiring you to play for a club or a team to be able to play. Around the world, the game is
played in neighborhood parks and features low-maintenance materials like chain link fencing
and concrete. This proposal may convert unutilized or underutilized concrete courts (or add
new concrete pads) at several of the following parks in Salt Lake City into “futsal” or street
soccer courts. Salt Lake City funding would be a 50% match for private funding from “Free the
Game”.
Proposed locations:
Jordan Park (1060 South 900 West)
9th South River Park (1000 West Gennessee Avenue)
Liberty Park (600 East 900 South), dependent on Historic Landmark Commission approval
11th Avenue Park (581 North Terrace Hills Drive)
Jefferson Park (1084 South West Temple)
Fairmont Park (1040 East Sugarmont Avenue)
Alleyway Improvements and Mitigation
Engineering Division
This annual program funds reconstruction or rehabilitation of deteriorated City alleyways,
including pavement and drainage improvements, as necessary.
International Peace Gardens
Constituent Application; Public Lands Department
First, building a security fence around the gardens to protect the artwork and structures.
Second, we would add educational kiosks at the entrances and provide informational panels at
each countries' garden that would contain details of that countries people, culture, and
involvement in peace. The International Peace Gardens located at 1160 Dalton Ave S, SLC, were
conceived in 1939 but due to World War II were dedicated in 1952. Twenty-eight countries
from the Americas, Europe, Africa, and Asia are represented, symbolizing the true spirit of
democracy and world peace, history, literature, and many lands' cultural heritage. Recently, due
to vandalisms and theft, some of the remaining statues and artwork have been removed and put
in storage. The Salt Lake City Arts Council is working to restore and/or replace art pieces that
can be returned to the gardens.
1200 E Curb/Gutter/Sidewalk and repave street
Constituent Application; Engineering Division
Install curb and gutter on east side of road, and curb, gutter, and sidewalk on west side of road
on 1200 East between Zenith Ave. and Crandall Ave and repave 1200 E between Crandall Ave
and Zeith Ave.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 18
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 2,400,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 500,000$
CDCIP 500,000$ 500,000$
MAYOR 500,000$ 500,000$
COUNCIL -$
REQUEST 145,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 69,000$
CDCIP -$
MAYOR -$
COUNCIL -$
700 East Median Tree Planting Project
Constituent Application; Transportation Division
Create a boulevard of trees on 700 E between 1300 S and 2100 S similar to the existing
boulevard of trees on 700 E between 900 S and 1300 E (across from Liberty Park). Just for
clarity the project is NOT referring to the trees on the park strip, it's to create a boulevard of
trees in the existing median between the two directions of traffic. The median is currently made
of asphalt and this project proposes to replace the asphalt with a boulevard of trees. The
benefits of this tree planting initiative are multifold and are outlined below:
i) Median will create safer flow of traffic in this very busy road and prevent road accidents
such as the recent one involving students from Hawthorne Elementary School.
ii) Provide shade and reduce the heat island effect along this huge area of asphalt.
iii) Contain air pollution and noise pollution in this busy road within the city limits.
iv) Add aesthetic appeal to businesses, schools and residential areas along this road and
contribute to positive economic impact along this road.
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56 Playground Shade
Constituent Application; Public Lands Department
Install shade clothes over up to five existing playgrounds. In the summer, playground
equipment is too hot to use by 10am. By providing shade to the existing playgrounds, the
community will enjoy increased use of all play equipment for the full day in the summer. Shade
clothes will also help with the prevention of skin cancer.
The playgrounds selected, based on solar exposure, usage during the day, and feasibility, at
which shade clothes and structures could be added may be (in no order): Fairmont Park, Poplar
Grove Park, Wasatch Hollow Park, Westpointe Park, and Donner Trail Park.
First Encampment Park
Constituent Application; Public Lands Department
Our current goals for this request include repairing the engraved pioneer names that are
eroding from the rocks and correcting where needed to ensure historical accuracy; replacing
damaged monuments & adding context about the contributions of those who helped create the
park; adding QR codes on new signage to make additional historical information readily
accessible online; improving drainage in the dry 'riverbed' to reduce standing water issues that
attract mosquitoes & could prove deadly to human life; adding lighting for safety & other
systems to discourage criminal activity that many green spaces are struggling with; upgrading
the sprinkler system to reduce water waste & rock erosion; removing invasive plant species &
replanting water-wise vegetation while maintaining sight-lines & visibility within the park.
These CIP improvements could help facilitate creating curriculum for field trips & outdoor
classroom resources; working with Park Rangers to share historical information & connecting
with other Salt Lake Parks with historic significance, like Donner Park, as we work to 'Sustain
our Stories' .
Alley Improvement A798
Constituent Application; Engineering Division
Residential alley improvement project at approximately 521 East Driggs Avenue.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 19
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 477,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 500,000$
CDCIP -$
MAYOR -$
COUNCIL -$
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59 Westminster Urban Forestry and Traffic Calming Measures
Constituent Application; Transportation Division
This project aims to reduce traffic in the Westminster Neighborhood of Salt Lake City, and
expand urban forestry efforts in Sugarhouse. It is made up of two basic parts:
1. A study of (1) existing conditions, constraints, and opportunities, and (2) infrastructure and
programmatic recommendations, including the most effective, cost-efficient, and community-
supported methods of improving neighborhood street livability and expanding urban forestry.
This study may also include a series of tests of the recommendations.
2. Design and construction, or implementation, of the above recommendations in the defined
project area.
Harvey Milk Blvd LGBTQ+ and Neighborhood Visibility
Constituent Application; Arts Council
This application is being brought forward on behalf of Equality Utah, East Liberty Park
Community Organization, and Central 9th Community Council. The request would include the
following installations:
23 bike racks from 400 W. to 1300 E. at gathering places on each block along the street, with 3
additional racks placed in high-demand bike parking areas.
15 Benches installed along both sides of the street in the heart of the four business districts.
1000 E to 800 E, 400 E to 300 E, and West Temple to 400 W.
27 Banner arms would be placed in the heart of the four business districts. They would be
placed along both sides of the street. from 1000 E to 800 E, 400 E to 300 E, and West Temple
to 400 W. (The banners will be funded privately.)
3 Placemaking stand-alone art installations incorporating education about Harvey Milk, the
LGBTQ+ Civil Rights movement, and the LGBTQ+ community in Salt Lake City and Utah. On
city property near the street by Liberty Park, overhead in the Liberty Wells Neighborhood
between State Street and 200 East, and in the parking median between West Temple and 300
W in the Central 9th Neighborhood.
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 20
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 75,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 134,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 75,000$
CDCIP -$
MAYOR -$
COUNCIL -$
200 E 1910 S Public Art
Constituent Application; Arts Council
Public Art at the intersection of 200 E 1910 S. There is an 'island' of cement to split the lanes.
Bushes/trees and weeds have grown in the cracks. It looks terrible and has so for years. The
bushes accumulate garbage from people cleaning their cars or getting rid of a used baby diaper.
The bushes are so big that someone could hide in/behind which is a public safety concern. I
would like to see if this spot can be approved for public art.
Alleyways between Sherman/Harrison and Harrison/Browning
Constituent Application; Engineering Division
This project is intended to activate/adopt/improve the alleyways on the east side of 1100 East
between Sherman/Harrison and Harrison/Browning. There are several important community
centered small businesses combined with rental properties and home owners all of whom
border on these alleyways. These businesses and residents use the alleyways in order to avoid
the use of 1100 East. The alleyways are used for through access leading to the back entries of
these businesses and residences on 1100 East, Harrison Ave, Sherman and Browning. Residents
and businesses contract with snow removal services in the winter to allow free and safe traffic
to the businesses. The project will also facilitate the natural extension of the McClelland bicycle
trail so that cyclists can avoid the redesigned intersection of Harrison and 1100 East. The
alleyways are used regularly by constituents in the neighborhood for walking dogs and general
exercise.
Jackson Park Art
Constituent Application; Arts Council
Bring art to Jackson Park, an overlooked neighborhood gem in need of investment. Our
neighborhood is historically underserved and currently experiences serious crime, safety, and
health issues with our parks. With these issues hampering utilization of Westside parks,
Jackson's central location offers rare, walkable access. As the only accessible green space for
residents between major roadways and barriers, art here would promote health, invite play, and
show that Jackson Park matters. With highway expansions, elementary schools closing, and
this area hard hit with air quality issues, we need more than ever parks that are cared for. High-
quality, interactive art would go a long way to signal to the community that this is a fun, safe,
well-maintained park that you can feel comfortable bringing your children to.
1. A large sculpture or piece that can easily be interacted with by both kids and adults.
Something can be climbed on my kids and adults and/or have an interactable music or kinetic
element.
2. The sculpture to be memorable. Something on par with the Cats at Steinblick.
3. Animal motif to complement both the neighborhoods lived experienced with wildlife and the
theme of Steinbleck Park's Cat statues.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 21
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 330,000$
CDCIP 330,000$ 330,000$
MAYOR 330,000$ 330,000$
COUNCIL -$
REQUEST 174,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 55,000$
CDCIP -$
MAYOR -$
COUNCIL -$
Pocket Park Community Space - Jake Garn Way
Constituent Application; Public Lands Department
Utilize this underutilized and unprogrammed small, city owned parcel more fully by creating a
pocket park and installing a playground on it. Proximity to residential areas, high concentration
of single family homes, and underutilized functionality make this a logical space for recreation
and community gathering. Many master plans overlap with this project area and initial input
from the community has been overwhelmingly positive. While protecting current trees and
vegetation, community members would like to see an engaging play structure, seating area,
garbage can, and signage.
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Fairpark placemaking signage
Constituent Application; Engineering Division
Fairpark Community Council would like to have signage for our neighborhood. Similar to Rose
Park and 9th & 9th -- cement base with metal cut out. We take great pride in our community
and would like others to know which neighborhood they are visiting!
800 East Parks and Pathway
Constituent Application; Public Lands Department
From South Temple extending southward to 900 S, 800 E is a two lane, low speed road with
intermittent grassy medians separating the two lanes of traffic traveling in different directions.
These planted medians add visual appeal but are otherwise unused space in a densely populated
area and have potential to further serve the community. This project proposes designing the
transformation of these planted medians on 800 E into usable public spaces by turning them
into mini-parks with a two-way multi-use path that extends down the middle connecting all
these medians/mini parks from South Temple to 900 S. This project would align with and
extend the project already in progress to turn 800 E from 800 S to 2700 S into a neighborhood
byway. The already existing planted medians on 800 E north of 900 S and this neighborhood
byway in progress present a unique opportunity to use this green space to extend this byway
and add amenities like small park spaces. Turning the grassy medians on 800 E into park
spaces would entail some infrastructure modifications and some addition of amenities.
Lowering the curb at the north and south edges of each median to allow access to the park
spaces and multi-use path would be essential. Benches could be added along with a few small
pieces of playground equipment, and space could be dedicated for a small community garden.
The multi-use path would also need to be created with gravel or pavement.
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 22
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 86,200$
CDCIP 86,200$ 86,200$
MAYOR 86,200$ 86,200$
COUNCIL -$
REQUEST 280,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 50,000$
CDCIP -$
MAYOR -$
COUNCIL -$
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67 Equal Grounds Project (Calisthenics-Fitness Area)
Constituent Application; Public Lands Department
Building a calisthenics/fitness area within the confines of Salt Lake City's Liberty Park (District
5), dependent on Historic Landmark Commission approval. As alternative options, I would
propose Pioneer Park (District 4), Sugar House Park (District 7) and Jordan Park (District 2)
are also centrally located and heavily utilized by the public. Salt Lake City Public Lands staff
have added several other possible alternatives: Riverside Park, Poplar Grove Park, Jefferson
Park, and Westpointe Park.
The proposal is to devote 900-1500 square feet within the park to an area where 12-20 patrons
could utilize cemented/in-place calisthenic bars, and potentially weight equipment, who
currently enjoy the park, or would prospectively. To provide everyone with an equal and free
opportunity for strength fitness, and another option for the community. As the city continues to
grow in size and diversity, and with continued challenges associated with economic and
healthcare inequity, this project will be an extension and evolution to activities already
provided, with the hope of forwarding community and social progress for all.
Liberty Wells Community Garden
Constituent Application; Public Lands Department
The Liberty Wells Community Council would like to convert an underutilized piece of UDOT
property located on 700 East (west side) at approximately 1800 South to a community garden.
LWCC already leases the property across the street and to the south from the State for our
'shed', that we use for storage for the numerous events we hold during the year. This new piece
of property is already maintained by SLC. SLC has a contract with the State which I believe is
pretty much mowing it to keep the weeds down. I have spoken to the State about this and they
have no problem with the concept and indicated that they would donate any surplus materials
we might need like fencing. I have also spoken with Wasatch Community Gardens about
managing it once it has been built. This parcel would make a superb garden. It has no trees on it
so it would be in the sun during most of daylight hours unlike many community gardens
including another LWCC community garden located on 1700 South and 700 East which has
several large trees on it.
Drop Arm Gate on the Entry to the Rear Parking Lot
Police Department
The East parking lot at the PSB is consistently occupied by apartment tenants despite numerous
efforts to alleviate the issue. To establish better control and ensure appropriate use of the space,
a cost-effective solution would be to install a drop arm. Drop arms are recognized for their
effectiveness in regulating access to parking areas, providing a simple yet efficient mechanism
to manage entry and exit, thereby addressing the current occupancy challenges.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 23
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 50,000$
CDCIP 50,000$ 50,000$
MAYOR 50,000$ 50,000$
COUNCIL -$
REQUEST 95,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 200,000$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST 30,000$
CDCIP -$
MAYOR 30,000$ 30,000$
COUNCIL -$
Sugar House Map and Historic Recognition Project
Constituent Application; Transportation Division
The Sugar House Map and Historic Recognition Project. A series of metal maps throughout the
district to identify open spaces, trails, historic landmarks, public property, and retail space.
Includes a QR code to link to Sugar House Business Community.
East Bench H Rock Preserve
Constituent Application; Public Lands Department
In recent years, the H-Rock and its surrounding slopes have seen significant damage and soil
erosion from unmanaged visitation and expanding vandalism. The hundreds of gallons of paint
from over the years have leached into surrounding soils and vegetation. The "H" - as well as all
other sides of the rock - repeatedly get vandalized with graffiti, profanity, and even hate speech.
Numerous user-created access trails spoke out from the H-Rock expanding the degradation of
the open space. In meetings this fall with Highland student council officers, the school
principal, and the Division of Trails & Natural Lands staff, there was a consensus of mutual
concern regarding student safety and environmental abuse. This project proposal includes
environmental clean-up and landscape repair, trail and open space restoration, and the addition
of trail-related amenities such as fencing, signage, and benches. TNL staff has already started
working with the Highland community to protect its connection to this space and to design and
implement a new H-Rock tradition that does not sacrifice student safety or the natural
environment.
Historic Markers
Mayor's Office
Note: This was added after the CDCIP Board had completed their deliberations and funding
recommendations
Additional one-time funding for creating and installing metal historic markers around the City
to highlight underrepresented communities and equity. The City's Human Rights Commission
and Racial Equity in Policing Commission could provide site selection prioritization feedback.
Potential sites could include Japantown, Plum Alley, Greektown, Radio City Lounge as the
oldest gay bar west of the Mississippi, and Seraph Young casting the first vote by a woman in a
US election, among others.
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5th West Commons Conversation Center(s)
Constituent Application; Public Lands Department
Install tables and chairs/seats to facilitate face-to-face meetings - conversations. Tables would
make it possible to eat, play games, with others. We need a way to foster community. This might
be a low cost first step. I suggest we start with the area about 150 South 500 West. The area is
under trees but has a pronounced slope. Some grading may be required. The tables will be
installed in the park blocks along 500 West, between 50 North and 500 South. The concrete
picnic tables will be placed on hard surface paving and will not require bolting. The exact
product chosen may differ from what is displayed below.
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Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 24
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 750,000$
CDCIP -$
MAYOR 750,000$ 750,000$
COUNCIL -$
REQUEST 350,000$
CDCIP -$
MAYOR 350,000$ 350,000$
COUNCIL -$
75 Planning and Design for Future CIP Applications
Available to Any Department / Division
Note: This was added after the CDCIP Board had completed their deliberations and funding
recommendations
These funds would be used to create design documents and refined cost estimates for future
CIP applications. The Administration stated the the funds would likely be used by the Public
Services' Department's Architectural Services Group such as for building reconfigurations and
renovations, and the Transportation Division which provided the below list of potential
projects.
1) Operationalize the newly adopted Citywide Transportation Plan (Connect SLC), which entails
hiring a research fellow or consulting firm to review all city code, standards, policies, and
processes for consistency, then recommend changes, updates, and new elements. Est $180-
500K. If funded, we've identified opportunities to pursue grant funds.
2) Concept Reports: develop preliminary designs and cost estimates for projects on the 10-year
Capital Improvement Plan. Est annual need is $300K, can use as little as $50K.
3) Multimodal Traffic Control: supplement the Manual on Uniform Traffic Control Devices
(MUTCD) with more nuanced/detailed standards that better address active transportation and
transit. Est. $30-50K.
4) Vision Zero: "near-miss" software to detect and analyze collision close calls. Also scalable.
Pilot for as little as est. $250K.
5) Neighborhood Byways Implementation Plan: similar to Livable Streets, a guiding document
with a methodology for prioritizing neighborhood byways and coordinating them with other
City plans and projects. Est. $30-50K through on-call.
6) Update Ped & Bike Master Plan: Est. $50-100K.
Concrete Replacement
Engineering Division
Note: This was added after the CDCIP Board had completed their deliberations and funding
recommendations
This one-time City funded project addresses deteriorated or defective concrete sidewalks in the
public way through saw-cutting, slab jacking, or removal and replacement.
74
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 25
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST 500,000$
CDCIP -$
MAYOR 500,000$ 500,000$
COUNCIL -$
77 REQUEST 200,000$
CDCIP -$
MAYOR 200,000$ 200,000$
COUNCIL -$
78 REQUEST -$
CDCIP -$
MAYOR -$
COUNCIL -$
REQUEST -$
CDCIP -$
MAYOR 223,171$ 223,171$
COUNCIL -$
Urban Trails Maintenance
Transportation Division
Not presented to CDCIP Board. Would be base funding ongoing annually. These funds will be
used for repaving, crack and seal repair, bridge re-decking, bridge replacements, trail shoulder
surfacing, snow removal, and debris removal on urban paved trails. Maintenance could be
performed by contractors and include equipment and material expenses. Project locations
include the Jordan River Parkway, 9-Line Trail, and Folsom Trail.
City Hall Physical Security Improvements Holding Account Release
Public Services Department
On June 26, the Administration sent a transmittal requesting the Council release $123,133 for
two projects described below. In Budget Amendment #5 of FY2023, the Council put $1 million
into a CIP Fund holding account for one-time to be determined physical security improvements
to City Hall. If the Council approved releasing these funds, then the holding account would have
a remaining balance of $586,867. The Council previously approved releasing some funds in
January this year.
$83,733 for Camera System Upgrades (hardware and software): The current camera system in
use throughout the City and City Hall, manufactured by Pelco, is outdated and its software
license is set to expire at the end of 2024. Due to the outdated technology and expiring license,
the cameras and servers they operate on require replacement. The City will be migrating to
Milestone's system for use in City Hall. Milestone has already been successfully implemented by
the SLC Police Department in the Public Safety Building. Transitioning to Milestone will ensure
enhanced security and uniformity across the City infrastruture.
$39,400 for Emergency Notification System Upgrades (hardware in three buildings):
Emergency Management will be transitioning from the current RAVE emergency notification
platform to Titan HST. The Emergency Management Division will cover the subscription cost;
however, there is a hardware component associated with this change that needs funding. The
necessary hardware will be initially installed at City Hall, Plaza 349, and the Public Safety
Building to support this new system. This first phase will inform future deployments of
hardware at other buildings.
76 Vacant and Leased City-owned Property Maintenance
Real Estate Services Division
The Administration is requesting that $700,000 of FY 23 and FY 24 CIP Vacant/Surplus
Maintenance funding be rescoped to prepare the Fleet Block property, located at 300 – 400
West and 800 – 900 South for redevelopment. In addition to the $700,000, the Administration
is proposing that up to $500,000 of the CIP Vacant/Surplus Maintenance funding be allocated
for the same purpose through the FY 25 CIP budget, for a total of $1,200,000. Funding will be
utilized to prepare the property for redevelopment and to mitigate mounting security and safety
issues. It has become increasingly costly to secure the block, with the Administration seeing an
immediate need for security services of over $250,000 per year to address daily break-ins and
vandalism. Rather than hiring long-term security services, the Administration proposes
substantially decreasing security concerns and increasing public safety at the property site as
soon as possible. Specific activities will be terminating utility connections, surveying the
property, abating asbestos and other environmental contaminants within the buildings, and
demolition activities. The CIP Vacant/Surplus Maintenance funding to be rescoped for this
project is broken down as follows: FY 2023: $200,000, FY 2024: $500,000, FY 2025:
$500,000”
79 Cost Overrun Account
Finance Department
Funding set aside annually to cover unforeseen costs of projects per the Council's adopted CIP
policies resolution. The current balance of the Cost Overrun Account is $937,233.
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 26
FOF Streets Class C
(gas tax)
1/4 ¢
Sales Tax
FOF
Transit
Transportation Dedicated Sources Capital
Maintenance
(Holding Acct)
#Title, Lead Office, and Description Totals
Parks
Impact
Fees
General
Fund
FOF
Other
REQUEST -$
CDCIP -$
MAYOR 167,378$ 167,378$
COUNCIL -$
REQUEST 91,457,096$
CDCIP 25,046,200$ 7,300,000$ 1,100,000$ 3,146,200$ 1,000,000$ 1,000,000$ 3,500,000$ 8,000,000$ -$
MAYOR 42,999,839$ 8,570,549$ 1,154,490$ 3,824,800$ 1,000,000$ 1,000,000$ 4,250,000$ 8,200,000$ 15,000,000$
COUNCIL -$ -$ -$ -$ -$ -$ -$ -$ -$
8,820,549$ 1,154,490$ 3,824,800$ 1,000,000$ 1,000,000$ 4,250,000$ 8,200,000$ 15,000,000$ COUNCIL AVAILABLE TO SPEND
TOTALS
80 1.5% for Art
Arts Council
Funding set aside annually to provide public art at City developed projects per Salt Lake City
Code.
Attachment 2 - Fiscal Year 2025 Capital Improvement Program (CIP) Funding Log
Last Updated August 12, 2024 Page 27
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
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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
102 Mayor’s Recommended Budget FISCAL YEAR 2024-25
Period Ending
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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
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350,000,000
400,000,000
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500,000,000
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
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
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
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
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
18,000,000
20,000,000
22,000,000
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
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
0
,
0
0
0
,
0
0
0
4
0
,
0
0
0
,
0
0
0
6
0
,
0
0
0
,
0
0
0
8
0
,
0
0
0
,
0
0
0
1
0
0
,
0
0
0
,
0
0
0
1
2
0
,
0
0
0
,
0
0
0
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
$
(
M
i
l
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i
o
n
s
)
SEWER FUND REVENUE
Permits, Fines, and Other
Interest Income
Sewer 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
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
$
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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
$
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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
$
(
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i
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i
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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.
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Period Ending
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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
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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
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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.
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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.
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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).
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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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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.
Salt Lake City Capital Improvement Program
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
Salt Lake City Capital Improvement Program
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
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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
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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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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
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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
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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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a
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n
a
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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
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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
Attachment 10 – City Council's Green Loop Questions and Responses from the Administration
•How much funding and from what sources has been approved to date for the Green Loop (not
counting the $3.14 million request the Council is considering in FY2025 CIP)?
Answer:
Based on the Green Loop’s inclusion in the Downtown Plan and the Reimagine Nature Public
Lands Plan, a multi-departmental staff team has been meeting since 2018 and seeking funding
to further the project. To date, $2,310,000 has been allocated to the Green Loop.
City Council has approved a total of 3 funding sources that directly include the Green Loop in the
CIP budget book descriptions.
•FY21 CIP – Corridor Transformations Citywide – $1.1 million total appropriation included
200 East and other corridors on the Downtown Green Loop as possible projects. No
funds from this cost center were used for the Green Loop, as other corridor
transformations (600 N, 300 W, 1000 W, Main St., South Temple) took precedence.
•FY22 CIP – Downtown Green Loop Implementation: Design for 200 East Linear Park -
$610,000 total appropriation for conceptual design of 200 East. This full amount will be
spent on the Green Loop as described in the application.
•FY22 CIP – Urban Trails Development and Construction – $1,045,000 total appropriation
included “Design and initial quick-build implementation of portions of 200 East and/or
other streets included in the Green Loop linear park recommended in the Downtown
Master Plan. Quick-build designs will be linked to the project’s public engagement
process and may be temporary, seasonal, or semi-permanent.” A total of approximately
$510,000 has been allocated to the Green Loop, with other funds going to pave a trail
along the Jordan River to Backman Elementary, to study trails West of Redwood Road
including near The Other Side Village, and toward the 400 South Viaduct Trail
(construction 2025).
The FY24 Complete Streets Program (2100 South, Virginia Street, and Citywide), $3,293,000
total, will use $700,000 to provide the local match (20%) to a $2.8 million federal grant to add a
multi-use path and other pedestrian/ bicycle improvements to State Street. This project’s
primary goal is to connect the City Center TRAX station to the Avenues and Memory Grove. A
key block of State Street is on the Green Loop, such that this project is both a transit connection
and a piece of the loop. Due to right of way constraints, this connection will be transportation
only, without transformative greening. The federal grant applicant and awardee is UDOT; UDOT
will administer the funds and construct the project as is particularly appropriate since State
Street is UDOT’s.
•Why was the specific segment of the Green Loop through the Granary District prioritized for
designs using the $3.14 million proposed in FY2025 CIP? Is it correct that the $3.14 million is
only for designs and not construction?
Answer:
The Green Loop route on 500 West in the Granary represents a confluence of opportunities that
make this area highly attractive for investment at the Green Loop now and in the imminent
future. The Granary is experiencing unprecedented levels of redevelopment, including by
developers who will need to invest in infrastructure in the public way as part of their
developments. This level of development also often requires upgrades to public utilities and are
funded by the developer. The Green Loop could leverage this to reduce construction costs, but
only if the developers have enough design information to build out these changes in
infrastructure in ways that align with the needs of the Green Loop.
500 West especially between 600 South and 900 South is one of the sections of the Green Loop
that needs reconstruction. This area of downtown has the least access to park and open space,
the fewest trees, and high heat island impacts – but really what drives it to the top as a timely
priority is the unique and timely opportunity to dovetail the city’s initiative with private
investment and with needed street reconstruction.
•What are the options to phase the project from an optimal construction perspective vs an
incremental conservative budget constraint / longer term perspective?
Answer:
The Green Loop Project includes 5.5 miles of downtown streets and is anticipated to be phased
over approximately 10 years as a compromise between an optimal construction timeline and a
longer-term and more budget-conservative approach.
An optimal construction timeline would fund and construct the loop as one single project with
construction phasing likely over 3-5 years. This approach would serve the public’s interest in
having this facility available now, would plant trees as soon as possible toward a cooler
downtown even as the City experiences its hottest summers, and would provide the
predictability and investment in downtown to make the Green Loop a reliable economic driver,
similar to the S-Line streetcar. A rapid implementation would still likely take at least 6-7 years to
complete, from design to grand opening.
The long-term timeline is what we are already on, now. This approach lacks legibility for the
public as a single project and puts construction over long time periods, likely pausing between
segments. The “Park Blocks” along 500 West were constructed in the early 2000’s. The Green
Loop was first proposed by the Downtown Alliance in 2007. The 9-Line Trail along 900 South has
recently been substantially completed, with the notable exception of street greening and trees.
900 South was studied starting in 2016 (the 9-Line Trail Extension Study), with construction just
completing in 2024. These two projects, while both part of the Green Loop, lack the
amplification and excitement of the Green Loop as a whole. This approach might take 30-40
years for full development.
The middle ground would identify opportunities for confluence with street reconstruction
needs, public utility upgrades, state and federal grants, and private developer investment.
Segments of 3-5 blocks determined primarily from the natural breaks of land use, transportation
needs, and utility connections would go through successive stages of public engagement,
conceptual design, full design, utility preparation, and construction. The development of each
segment will take approximately 4-5 years on an accelerated timeline; however, the Green Loop
program would overlap segments to accelerate the overall delivery. This segmented approach is
currently most likely. This approach is reflected in the Green Loop Update transmitted to
Council in late July.
•Is the Green Loop 30% or 60% eligible for parks impact fees? The application says only 30% of
the project is for green space / plazas (the other 30% is transportation and 40% is relocating
existing utilities). There was a prior claim that 60% of the project is eligible for parks impact fees
because the transportation elements are like a linear park.
Answer:
This project is to fund engagement/design only and thus ineligible for impact fees. Impact Fees
are only eligible for projects that maintain Level of Service. Engagement and design without
construction will not accomplish this. Additionally, only the portion of design that supports
funded construction would be eligible.
If this were a complete design/build project, then the Parks portion would be limited to
approximately 30% as indicated in the future 200 east project. See excerpt from application
below:
200 EAST: The project team is currently aiming for construction of a 3-5 block segment
in 2026, with an anticipated cost of $20-$40 million depending on length and design
complexity. Approximately 30% of this cost is roadway / transportation; 30% is green
space / plazas; and 40% is utility-related. As of this writing (January 2024), a pending
application for $9.8 million in state Transit Transportation Investment Fund (TTIF) funds
has been ranked #1 in its funding pool; awards may be announced this spring and a
three-block segment is $7-8 million. A potential funding package to reach a $30 million
project, for example, could include $5-8 million from this Public Lands request; $7-8
million from TTIF toward pedestrian and bicycle facilities; approximately $3 million from
Class C or street reconstruction CIP; and additional funds TBD for$10-12 million in utility
work ($23 million total).
The prior claim of 60% impact fee eligibility was a preliminary determination based on the CIP
application description as seen below. This 60% is derived by including the majority of the cost
of relocating the utilities, as this is an associated cost of building the Park.
Potential segments, obtained funding, needs for match, and likely partnerships are
detailed in question 17. Ultimately, this request is seeking $10,000,000 (see the next
two sentences for a breakdown by sources) to leverage three segments for
construction, comprising together 7-9blocks with a combined project value on the order
of $50 million. Impact fees for public plazas, green space, paths, and park-like amenities:
$6,000,000. 1/4 Cent Transportation funds: $4,000,000.
In summary, under the current Impact Fee Facilities Plan (IFFP), the portion of the Green Loop
plan that is owned or operated by the City, within the City boundaries, deemed a park/open
space and maintains the Level of Service as indicated in the IFFP, would be eligible for Impact
Fees.
As the design of the Green Loop is still in process, final determination of impact fee eligibility will
be based on the associated cost breakdown once the conceptual design for each segment is
finished. For 200 East, this cost breakdown will be available late summer / early fall. For other
segments, conceptual design has yet to begin. The above scenarios may inform the range of
possible eligibility percentages.
•Are the utility relocations anticipated to provide any public benefits such as improved seismic
safety upgrades for continuing functions after a major earthquake, expanded capacity to
support greater density, and/or coordination with private utilities to accelerate upgrades while
the streets are open? Sometimes it appears that the utility relocations are an avoidable cost
with no benefit.
Answer:
•The design team is analyzing the right-of-way to minimize conflicts with utilities.
Proposed Framework plans for the Green Loop identify location of the green space
improvements to minimize utility relocation. Roadways and bike lanes are located above
key utilities as much as possible to preserve access for maintenance and repair. Design
and sizing of public utilities is being coordinated with the Public Utilities Department
and will take into account expanded capacity and current design standards. This is
particularly true in the Granary area.
•The project is proposing to include a private utility vault as part of the project. This
underground vault would improve management of private utilities and improve access
for utility maintenance and repair. Consolidating private utilities into a vault has many
public and private benefits, that include facilitating future roadway construction.
•How do the Green Loop preliminary designs on 200 East between 400 South and 500 South
advance the concept of creating a Civic Campus by tying together Washington Square and the
Library Plaza? The Council has previously discussed the Library Plaza study, 200 East Green Loop
study and designs, the Washington Square Master Plan, and physical security improvements to
City Hall as tying together to unify the overarching concept of a Civic Campus.
Answer:
•This block of the Green Loop on 200 East between 400 and 500 South offers a unique
opportunity to connect Library Square and Washington Square with significant greening
to improve the space for events and everyday use. Library Square is often desolate
during summer months, tree planting is very limited on the square because it is a roof
deck over parking and weight is a primary consideration of above-ground
improvements. The greening provided by the Green Loop in this block will add much-
needed shade for events and everyday users.
•Public Lands staff are collaborating with the Salt Lake City Library and Facilities to hire a
consultant for a stakeholder visioning process to improve Library Square. Goals for the
project will include improving the square and civic campus for events and improve
connections between Library Square, the Green Loop and Washington Square. With the
preliminary design work on the Green Loop, the design can be further informed by the
Library Square visioning process with event stakeholders to create a compelling outdoor
events venue and civic campus.
•Would this segment be prioritized first for construction? If not, what other sections would the
Administration recommend prioritizing?
Answer:
This section of the Green Loop is a high priority, although it may not be very first. In part,
additional time is needed to fully consider this block’s connection and opportunities for
integration with Library and Washington Square. There is consistency with administrative staff
involved in all three projects. The design team has developed a concept to understand the
opportunities of the 400-500 block, in-depth stakeholder engagement is needed to refine the
concept further. This section of the Green Loop could be prioritized to be aligned with
improvements to Washington Square and/ or Library Square. Improvements in this section of
the Green Loop is a unique opportunity to create a space that is very supportive of events and
everyday activities.
•On 200 East, the three blocks just to the north (100 South to 400 South) would be
recommended ahead of the Civic Block. This is for a few key reasons: a simpler design,
the opportunity to dovetail with street reconstruction needs, and a chance to set the
initial blocks of the Green Loop in the heart of downtown. 500 West, especially 600
South to 900 South, as discussed above, is the other segment recommended to be
prioritized.
•How is leveraging grant funds and/or private financial partnerships and fundraising anticipated
to factor into paying for the Green Loop?
Answer:
•Grant funds, private partnerships, philanthropic donations, and impact fees are all
anticipated to be part of the funding of the Green Loop. Any large project like the Green
Loop is anticipated to have segments and/or phases, and funding packages to support
each stage.
•In the current funding environment, state funds for active transportation and
connections to transit – such as the Green Loop’s connection to the North Temple
FrontRunner Station – are one of the leading potential sources of outside funds, with
30-40% local match required. Partnerships with adjacent commercial properties,
institutions, and organizations are also likely to be part of the mix. Federal funds may
also be available but are highly competitive; caution is also needed since federal
projects come with administrative restrictions that increase overall project cost.
•A specific funding framework is still being contemplated but might include something
like: 30% city (could include bonding), 30% private, 20% state, 10% federal (selected
segments only), 10% county. Different phases or segments of the project are likely to
have different configurations of funding.
•Is the Green Loop route expected to change, especially on the northern segment where graphics
have shown different alignments along South Temple vs North Temple? For example, one
graphic shows the Green Loop going through the middle of the Sports, Entertainment, Culture,
and Convention District?
Answer:
•The intersection of the Green Loop and the Sports, Entertainment, Cultural, and
Convention District is an important consideration for determining the preferred routing
for the northwest corner. Both projects likely have a strong interest in connecting to the
North Temple / Guadalupe FrontRunner station. Perhaps the Green Loop is the
preferred corridor for people walking from FrontRunner to the SECCD.
•The consultant team is looking at the remaining two legs, 500 West and North/South
Temple to determine the preferred routing and alignment. For 500 West, the Green
Loop will continue to build on the Park Blocks and the RDA Rio Grande District Plan, that
shows significant public space on 500 West in front of the Rio Grande Building. The 500
West section was a former rail corridor, so it is very likely the center of the ROW
presents the fewest utility conflicts for the development of green space. Linear
transportation facilities for all ages and abilities walking and bicycling may need to be
incorporated in the Park Blocks.
•How would the Green Loop improve the east-west transportation divide created by railroad
tracks and Interstate 15? Sometimes the project is referred to and/or shown in maps as
extending onto the Folsom Trail and 9-Line Trail west of 500 West? Would this include a section
of the Green Loop going over or under the railroad tracks and under I-15 where the Folsom Trail
crosses?
Answer:
Because recent discussions of the Green Loop arose from the Downtown Plan, the focus
has been on green space and active transportation downtown. However, the loop does
make significant improvements and connections to mend the east-west divide. It
connects to the 9-Line, the Folsom Trail, and the 400 South Viaduct Trail currently in
design – all of which extend westward across the divide. These trail segments
interconnect to make a stronger network that becomes more valuable as both a
recreation and transportation facility. The 500 West corridor, while just east of the
divide, will provide north-south connectivity between the east-west trails. The
challenge of the east west divide goes beyond transportation. It is also the surrounding
land use – the ubiquitous pavement, many large industrial buildings, a swath of city
approximately a mile wide that lacks significant greening, softening of the inhospitable
industrial environment, or reprieve from the summer heat. Inserting corridors of green
into this swath will provide linkages more transformative than a simple sidewalk or
multi-use path.
•The detail of the Folsom Trail connection will be contemplated as the consultant team
considers the technical and utility aspects of the north and west leg of the loop.
Efficient and seamless connections to both the Folsom Trail and the North Temple /
Guadalupe FrontRunner station are critical to that northwest corner and will be included
in the final design.
•How are UTA’s TRAX expansion plans being coordinated with the Green Loop since some of the
TRAX expansions could require crossing (or underneath or elevated above) the Green Loop?
Answer:
•In City master plans, both projects were identified and planned as part of active
transportation and transit networks in the City and are highly complementary.
Alignment and station locations for TRAX are still being considered, so preliminary
engineering will be part of the next phase, during which safe, compatible, and
convenient access to both systems will be developed.
•The Green Loop design for 200 East crosses TRAX at 400 South at grade. The
intersection of the two facilities improves connectivity for multiple modes of travel. The
project will likely take a similar approach at future TRAX crossings.
•Has the Administration evaluated zoning changes to require or encourage businesses to
intersect with the Green Loop in specific ways?
Answer:
We have discussed the potential for an overlay district for the Green Loop for this purpose. More study
is needed.
•Where does the Green Loop fit into the City’s prioritization of applications for ZAP tax funding
anticipated in 2025 or 2026? Would the Administration welcome a policy discussion with the
Council to inform this prioritization? Perhaps this could be folded into the existing Capital Asset
Planning process?
Answer:
The Green Loop is listed as a key priority project for the city to apply for ZAP funds. This would include
both the Green Loop and Library Square Vision Plan build out. Salt Lake County has solicited a list of
regionally significant projects to include in their master plan, a prerequisite for ZAP eligibility.
•Would the Green Loop include public restrooms?
Answer:
Restroom facilities have not been included in the concept design for the right-of-way improvements.
However, restrooms have been discussed as part of the civic campus needs for festivals.
•Some media reports claim the City would use public utilities and road reconstruction funds in
addition to the $3.14 million requested in FY2025 CIP to design and build the 500 West segment
of the Green Loop. Is this correct?
Answer:
•At this time, we have no construction funding for 500 West, from any source. In
considering potential funding sources, roadway reconstruction funds have come up
based on the fact that the Overall Condition Index (OCI) for some blocks of 500 West is
consistent with needing a reconstruction from 600 South to 900 South. This suggests
that a reconstruction of 500 West in 2026 or 2027 may be appropriate. 500 West is
currently being discussed as a candidate for FY26 or FY27 Complete Streets
Reconstruction funding and would be provided in the list of potential streets circulated
to Council with those applications.
•Public Utilities funding cannot be used for this project unless the underground utilities
need reconstruction. If they do need reconstruction, then Public Utilities enterprise
funds may come into play.
•If developers are required to upsize underground utilities to serve their project, they are
required to bear the full cost of utility improvement costs. If subsequent developers
benefit from utility upgrades there is a mechanism for them to pay their fair share and
the first in line developer is reimbursed those costs. With several development projects
in the Granary happening very soon, there was an interest by developers to partner on
the project. They could improve and potentially relocate the utilities that benefit the
Green Loop.
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
Approved As To Form
Salt Lake City Attorney’s Office
Date ______________________________
Sign ______________________________
Jaysen Oldroyd
SALT LAKE CITY RESOLUTION
NO._________OF 2024
(Adopting Capital Improvement Program Allocations for fiscal year 2024-2025.)
A resolution adopting the attached Capital Improvement Program Allocations for the
fiscal year 2024-2025.
WHEREAS, pursuant to Salt Lake City Ordinance No. 46 of 2024, the Salt Lake City
Council (“City Council”) adopted a final budget for the Salt Lake City Corporation (“City”)
fiscal year 2024-2025; and
WHEREAS, the budget adopted by the City included a budget for the capital
improvement program; and
WHEREAS, the City Council now wishes to formalize the appropriations for the capital
improvement program.
NOW THEREFORE, be it resolved by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this resolution is to adopt the capital
improvement allocations for the City for fiscal year 2024-2025.
SECTION 2. Adoption of Capital Improvement Allocations. The capital improvement
allocations for fiscal year 2024-2025, which were included within the 2024-2025 budget, shall be
and hereby are adopted according to the specific terms and conditions set forth on Exhibit A
attached hereto.
SECTION 3. Public Inspection. The City budget officer is hereby authorized and
directed to certify and file copies of these capital improvement program allocations in the office
of said budget officer and in the office of the City Recorder, which allocations shall be available
for public inspection during regular business hours.
SECTION 4. Effective Date. This resolution shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this ______ day of _____________, 2024.
ATTEST AND COUNTERSIGN: SALT LAKE CITY COUNCIL
_______________________ _______________________________
CITY RECORDER CHAIRPERSON
SALT LAKE CITY TRANSMITTAL
1 8*4 1
To: Start Date: Date Sent to Council:
Salt Lake City Council Chair 06/21/2024 06/25/2024
Salt Lake City Redevelopment Agency Chair
From:
Employee Name:E-mail
Gliot,Stephanie Stephanie.Gliot@slcgov.com
Department
Public Services
Department Director Signature Chief AdministratorOfficer's Signature*
Director Signed Date Chief Administrator Officer's Signed Date
06/21/2024 06/25/2024
Subject:
Request to release CIP funds from FY2023 BA5
Additional Staff Contact: Presenters/Staff Table
Jorge Chamorro,jorge.Chamorro@slcgov.com
Nate Kobs,Nate.Kobs@slcgov.com
Document Type*Budget Impact* Budget Impact:
Information Item Yes 123,132.79
No
Recommendation:
Formally requested to release$123,132.79 from the Capital Improvement Program(CIP).
Background/Discussion:
It is being formally requested to release$123,132.79 from the Capital Improvement Program(CIP)holding account for physical security
improvements to City Hall,and the upgrade of the City's emergency notification system to all employees.These funds were originally allocated
through Budget Amendment(BA)5 of FY2023.
Please review the March 21,2023 Motion Sheet as reference for BA5's approval during FY2023.
Requests
1.Physical security improvements:
a.The current camera system(hardware and software)in use throughout the City and City Hall,manufactured by Pelco,is outdated and its
software license is set to expire at the end 2024.Due to the outdated technology and expiring license,the cameras and servers they operate on
require replacement.The City will be migrating to Milestone's system for use in City Hall.Milestone has already
enhanced
been successfully implemented by
the SLC Police Department in the Public Safety Building(PSB).Transitioning to Milestone will ensure security and uniformity across the
City's infrastructure.
b.Cost:$83,732.79
2.Emergency notification system upgrade:
a.Emergency Management will be transitioning from the current RAVE emergency notification platform to Titan HST.The Emergency
Management Division will cover the subscription cost;however,there is a hardware component associated with this change that needs funding.
The necessary hardware will be initially installed at City Hall,Plaza 349,and the PSB to support this new system.This first phase will inform future
deployments of hardware at other buildings.
b.Cost:$39,400
Conclusion
The dual transition to the Milestone camera platform and Titan HST for emergency notifications represents a significant enhancement to the
City's security and emergency management infrastructure.By addressing the immediate need to replace outdated hardware and adopting these
advanced solutions,we will greatly improve our surveillance capabilities and emergency response effectiveness.This proactive approach will
ensure the safety and security of the community,positioning the City to better handle current and future challenges.
Prompt approval of this fund release is crucial for initiating these upgrades,which will ensure no lapse in the City's security capabilities or its
enhancement of the emergency notification system.
Will the City Council need to hold a public hearing for this item?*
Yes
No
Public Process
Chief Administrator Officer's Comments
MEMORANDUMttit;i G4 rtty Y
x ADMINISTRATIVE SERVICES
DEPARTMENT of PUBLIC SERVICES
ttttt, „tttt,
TO:City Council
FROM:Nate Kobs,Director of Security,Department of Public Services
DATE:June 20,2024
RE: Request to release CIP funds from FY2023 BA5
Executive Summary
It is being formally requested to release $123,132.79 from the Capital Improvement Program
CIP)holding account for physical security improvements to City Hall, and the upgrade of the
City's emergency notification system to all employees.These funds were originally allocated
through Budget Amendment(BA)5 of FY2023.
Please review the March 21, 202 Motion Sheet as reference for BA5's approval during FY2023.
Requests
1. Physical security improvements:
a. The current camera system(hardware and software)in use throughout the City
and City Hall,manufactured by Pelco,is outdated and its software license is set to
expire at the end 2024. Due to the outdated technology and expiring license,the
cameras and servers they operate on require replacement.The City will be
migrating to Milestone's system for use in City Hall. Milestone has already been
successfully implemented by the SLC Police Department in the Public Safety
Building(PSB).Transitioning to Milestone will ensure enhanced security and
uniformity across the City's infrastructure.
b. Cost: $83,732.79
2. Emergency notification system upgrade:
a. Emergency Management will be transitioning from the current RAVE emergency
notification platform to Titan HST. The Emergency Management Division will
cover the subscription cost;however,there is a hardware component associated
with this change that needs funding.The necessary hardware will be initially
installed at City Hall, Plaza 349, and the PSB to support this new system.This
first phase will inform future deployments of hardware at other buildings.
b. Cost: $39,400
Conclusion
The dual transition to the Milestone camera platform and Titan HST for emergency notifications
represents a significant enhancement to the City's security and emergency management
infrastructure. By addressing the immediate need to replace outdated hardware and adopting
these advanced solutions,we will greatly improve our surveillance capabilities and emergency
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET WWW.SLCGOV.COM
P.O BOX 145470,SALT LAKE CITY,UT 84111 TEL:8015357964
response effectiveness.This proactive approach will ensure the safety and security of the
community,positioning the City to better handle current and future challenges.
Prompt approval of this fund release is crucial for initiating these upgrades,which will ensure
no lapse in the City's security capabilities or its enhancement of the emergency notification
system.
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET WWW.SLCGOV.COM
P.O BOX 145470,SALT LAKE CITY,UT 84111 TEL:8015357964
This page has intentionally been left blank
Insert Agenda Item # Here)
00 MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY23
I
TO: City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget Analysts
DATE: March 21,2023 UPDATED 6:55 PM
RE: Budget Amendment Number Five FY2023
MOTION i—CLOSE PUBLIC HEARING AND ADOPT MOST REMAINING ITEMS
I move that the Council close the public hearing and adopt an ordinance amending the Fiscal Year 2023
final budget of Salt Lake City including the employment staffing document only for items as shown on
the motion sheet.
Staff note: Council Members do not need to read the individual items being approved below; they are
listed for reference. The budget amendment is still open and the Council may consider remaining items
at a future date.
A-1: Rapid Intervention Team Trailer($25,000 from General Fund Balance to the Fleet Fund)
A-2:City Hall Earthquake Repairs($2.65 Million from General Fund Balance to the CIP Fund)
A-3:Fiber Conduit to Improve Connections between City Facilities as part of the 200 South
Reconstruction Project($242,285 from the IMS Fund)
A-5: Public Safety Radio Replacements Cost Increases($2.4 Million from the IMS Fund)
A-6: Consulting to Create Enterprise Bill System Replacement for Public Utilities Billing System(PUBS)
250,000 from the IMS Fund)
A-7: Lindsey Gardens CIP Project Rescope($459,36o in the CIP Fund)
A-8:Anonymous Donation for the Avenues City Cemetery($1 Million Donation)
A-9: One-time Retention Bonuses and Ongoing Hiring Bonuses for Police Officers($4.3 Million from
ARPA and$1,201,976 from General Fund Balance)
A-11: Study to Create Downtown Main Street Pedestrian Mall Additional Funding($1oo,000 from
General Fund Balance)
D-1:Interest on General Obligation Series 2019A,Series 202o and Series 2021 ($6o6,325 in the CIP
Fund)
D-3:300 West Roadway Bond Adjustments($2.15 Million in the CIP Fund)
D-4: Insurance Funds for City and County Building/Earthquake Damage ($7,252,300 in the CIP Fund)
D-5:IMS Budget for New General Fund Positions($207,000 in the IMS Fund)
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM f-1
P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 la1
D-6: Real Property Purchase—CIP Budget Associated with BA#4 Council-Added Initiative
D-7:Move Cost of Bond Issuance Costs from CIP to Debt Service Fund Class
Council Consent Agenda No.5
G-1: Know Your Neighbor Grant Program,Open Society Foundation-Salt Lake County($61,000 from
Miscellaneous Grants)
G-2:Utah State Office of Education,Child and Adult Care Food Program-Youth After School Programs
46,000 from Miscellaneous Grants)
Section G: Council Consent Agenda No.6
G-1:U S Department of Justice,Community Oriented Policing Services(COPS),FY22 Community Police
Development(CPD)Grant
I-1: Downtown Streets Enhanced Activation for 2023 Summer($500,00o from General Fund Balance)
I-2:Technology Upgrades in the Committee of the Whole,Formal Chamber,and Cannon Rooms,and
Removable ADA Ramps to the Formal Chamber Dais ($40,000 from General Fund Balance)
I-3: Physical Security Improvements to City Hall($1 Million from General Fund Balance to CIP Fund
Holding Account),The Council requests that the Administration provide a written review of potential
physical security improvements before the funds are released
Council Member Mano may now be recused
MOTION 2—ADOPT ITEM A-io
I move that the Council adopt an ordinance amending the Fiscal Year 2023 final budget of Salt Lake City
including the employment staffing document only for item A-1o.
A-1o: Real Property Purchase($200,000 from General Fund Balance to the CIP Fund)
Council Member Mano may now return
MOTION 3—ADOPT ITEM I-4
I move that the Council adopt an ordinance amending the Fiscal Year 2023 final budget of Salt Lake City
including the employment staffing document only for item I-4.
I-4: "Lockhart Alley"Reconstructing Three Sections($208,373 from General Fund Balance to CIP
Fund)
MOTION 4—CLOSE PUBLIC HEARING
I move that the Council close the public hearing and refer the item to a future date for action.
MOTION 5—CONTINUE PUBLIC HEARING
I move that the Council continue the public hearing to a future date.
MOTION 6 —CLOSE PUBLIC HEARING and NOT ADOPT
I move that the Council close the public hearing and proceed to the next agenda item.
This page has intentionally been left blank
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: 7/15/2024
Rachel Otto, Chief of Staff
Date Sent to Council: 7/15/2024
TO: Salt Lake City Council DATE: 7/15/2024
Victoria Petro, Chair
FROM: Rachel Otto, Chief of Staff
Office of the Mayor
SUBJECT: Board Appointment Recommendation: Library Board
STAFF CONTACT: April Patterson
april.patterson@slcgov.com
DOCUMENT TYPE: Board Appointment: Board Appointment Recommendation: Library
Board
RECOMMENDATION: The Administration recommends the Council consider the
recommendation in the attached letter from the Mayor and appoint Tricia Pil as a member of the
Board Appointment Recommendation: Library Board
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
July 15, 2024
Salt Lake City Council
451 S State Street Room 304
PO Box 145476
Salt Lake City, UT 84114
Dear Council Member Petro,
Listed below is my recommendation for the membership appointment for the Board
Appointment Recommendation: Library Board.
Tricia Pil to be appointed for a three year term starting from date of City Council advice and
consent and ending on June 30, 2027.
I respectfully ask for your consideration and support for this appointment.
Respectfully,
Erin Mendenhall, Mayor
UA 18414 SALT LAKE CITY TRANSMITTAL
To: Start Date: Date Sent to Council:
Salt Lake City Council Chair 07/03/2024 07/12/2024
Salt Lake City Redevelopment Agency Chair
From:
Employee Name:E-mail
Baca,Felicia Felicia.Baca@slcgov.com
Department
Economic Development
Department Director Signature Chief Administrator Officer's Signature*
o ,t e cQosc 66WI/ ,G Oml
Director Signed Date Chief Administrator Officer's Signed Date
07/08/2024 07/12/2024
Subject:
Approved Budget-follow up of Cultural Core Year-7 Year to Date Executive Summary&Year-8 Plan from March 2024
Additional Staff Contact: Presenters/Staff Table
Felicia Baca,felicia.baca@slcgov.com n/a
Document Type*Budget Impact* Budget Impact:
Information Item Yes
No
Recommendation:
n/a
Background/Discussion M
On February 27th,2024,a report was sent to Council with Year 7 Recap and Year 8 Cultural Core Plans in anticipation of Salt Lake
City's budget approval process.On March 26th Britney Helmers with The Blocks presented this information to the City Council.In June
2024,the Cultural Core budget was approved by the Cultural Core Budget Committee,which is now being transmitted to the City
Council per the Interlocal Agreement. The annual appropriation from Salt Lake City is$300,000.
In 2010,the City and County of Salt Lake formed a partnership to promote and develop arts and culture in the Cultural Core and
established a taxing district to provide a reliable revenue source for a 20-year period.In 2011,a series of community conversations with
stakeholders established foundational goals for the plan including creative placemaking-physical development of the district,and
creative programming-marketing,promotions,and audience development.The City and County's Interlocal Agreement for the Cultural
Core is governed by a six-member advisory Budget Committee,with direct oversight from City and County staff. At that time,a public
RFP process resulted in a 5-year contract with Downtown SLC Presents(THE BLOCKS)which expired in July 2022.In 2022,City staff
engaged in another public RFP process with Salt Lake County to select another contractor to execute on this contract.Downtown SLC
Presents(THE BLOCKS)was once again selected to manage this contract.
Will the City Council need to hold a public hearing for this item?*
Yes
Ki-
Public Process
Recommendations of the Budget Committee shall be annually adopted by majority,vote and transmitted to the Mayors and Councils of the City
and County for final approval.Expenditure of each Parry's portion of the Incremental Sales Tax shall be reviewed and may be made by approval of
a budget appropriation by the respective entity upon receipt of a favorable recommendation of the Budget Committee."-Salt Lake City and
County Interlocal Agreement.
Chief Administrator Officer's Comments
12:44 PM CULTURAL CORE/THE BLOCKS FY25 BUDGET June 28, 2024
TOTAL Budget
Cultural Core)
Jul'24-Jun 25
Ordinary Income/Expense
Income
31000•Sponsors&Grants
31150 Other Government Grants 600,000.00
31200 Foundation Grants 94,000.00
31300 Corporate Sponsors 109,700.00
Total 31000•Sponsors&Grants 803,700.00
37000• Other Revenues
37300 • Mgmt Revenue Inter Company 0.00
Total 37000•Other Revenues 0.00
Total Income 803,700.00
Gross Profit 803,700.00
Expense
60000•Payroll,Taxes&Benefits
60100 •Compensation
60110 Salary and Wages 284,689.81
60120 Wages-Cell Phone 0.00
Total 60100• Compensation 284,689.81
60200 • Benefits
60210 Health Insurance 0.00
60230 Life&Disability 0.00
60250 401 K Retirement 0.00
60270 Staff Parking 0.00
60280 Workers Compensation 0.00
Total 60200•Benefits 0.00
60300 • Payroll taxes 0.00
60500 •Allocated Payroll&Benefits 0.00
Total 60000• Payroll,Taxes&Benefits 284,689.81
70000• Office&Administrative Expense
71000 •Occupancy
71100 Rent &Utilities 19,000.00
71200 Internet&Telephone 1,200.00
71400 Office Repairs&Maintenance 3,600.00
71500 Office Equipmen Rental 1,200.00
71700 Liability&Commercial Insuranc 1,400.00
Total 71000•Occupancy 26,400.00
72000 •Office Expenses
72100 Supplies 400.00
72200 Postage 110.00
72300 Flowers&Gifts 0.00
72400 Dues 0.00
72450 Software Licenses Annual/Month) 1,000.00
Total 72000•Office Expenses 1,510.00
73000 • Meetings,Entertainment,Travel
Page 1 - For Internal Use Only
12:44 PM CULTURAL CORE/THE BLOCKS FY25 BUDGET June 28, 2024
TOTAL Budget
Cultural Core)
Jul'24-Jun 25
73100 Meetings and Entertainment 1,400.00
73200 Travel,Lodging&Meals 3,000.00
73210 Convention&Seminar Registrati 3,000.00
Total 73000•Meetings,Entertainment,Travel 7,400.00
74000 • Bank Fees&Service Charges
74100 • Bank Fees 0.00
Total 74000•Bank Fees&Service Charges 0.00
75000 • Professional Services
75200 Audit&Tax Services 0.00
75500 Payroll Services 500.00
Total 75000•Professional Services 500.00
76000 •Other Administrative Expenses
76100 Depreciation 1,500.00
76400 Government Taxes&Fees 0.00
Total 76000• Other Administrative Expenses 1,500.00
Total 70000•Office&Administrative Expense 37,310.00
80000• Program&Event Expense
81000 • Marketing Expenses
81100• Printing 2,200.00
81110•Design 7,600.00
81120 Photography 12,600.19
81200 Broadcast Media 53,000.00
81220 Social Media 10,900.00
81300 Web Design&Support 17,500.00
81400 Public Relations 0.00
81500 Studies and Survey 0.00
81600 Video Production 4,300.00
Total 81000•Marketing Expenses 108,100.19
82000 •Contracted Services
82100 Entertainers/Speakers 51,600.00
82300 Event Coordinators 20,000.00
82480 Visual Arts/Installations 130,000.00
82500 General Labor 15,000.00
Total 82000•Contracted Services 216,600.00
82400 •Other Event Expenses
82420 • Event Permits&Licenses 0.00
Total 82400•Other Event Expenses 0.00
83000 • Facilities&Equipment
83100 Venue Rentals 0.00
83700 Event Equipment Rental 2,000.00
83920 Vehicle Expense 1,000.00
Total 83000•Facilities&Equipment 3,000.00
85000 •Other Event Operating Expense
Page 2 - For Internal Use Only
12:44 PM CULTURAL CORE/THE BLOCKS FY25 BUDGET June 28, 2024
TOTAL Budget
Cultural Core)
Jul'24-Jun 25
85100 Contributions&Grants Given 129,000.00
85210 Prog/Event Software&Licenses 5,000.00
85300 Event Parking 0.00
85400 Event Supplies 20,000.00
85800 Event Planning 0.00
Total 85000• Other Event Operating Expense 154,000.00
Total 80000• Program&Event Expense 481,700.19
Total Expense 803,700.00
Net Ordinary Income 0.00
Net Income 0.00
Page 3- For Internal Use Only
This page has intentionally been left blank
Item F1
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
MOTION SHEET
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Allison Rowland
Budget and Policy Analyst
DATE:August 13, 2024
RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN POLICY KINGS
BREWERY, LLC, AT 925 S. JEFFERSON STREET
MOTION 1 – ADOPT ORDINANCE
I move that the Council adopt the ordinance approving a $75,000 loan for Policy Kings
Brewery from the Economic Development Loan Fund. The Council’s intent is to move the
funds in the coming budget opening and request the Administration make efforts to process
this expeditiously.
MOTION 2 – NOT ADOPT
I move that the Council not adopt the ordinance, and proceed to the next agenda item.
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Allison Rowland
Budget & Policy Analyst
DATE:August 13, 2024
RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN TO POLICY KINGS
BREWERY, LLC, AT 925 S. JEFFERSON STREET
ISSUE AT-A-GLANCE
The Council will consider approving a loan from the City’s Economic Development Loan Fund (EDLF) to a
business called Policy Kings Brewery, LLC, at 925 S. Jefferson Street, for an existing brewery. The City’s
Economic Development Loan Committee recommends the Council approve a $75,000 loan at an 8.5% fixed
interest rate over seven years. This loan will assist in the creation of 15 new jobs in the next year, and retention
of five existing jobs, which will be relocated to Salt Lake City from Cedar City, where the business is currently
located. Funds will pay for buildout of the leased space, and working capital.
The interest rate reflects the 8.5% prime rate at the time of the application plus the standard EDLF four
percentage points, though the project did qualify for a four percentage-point reduction based on Location within
a priority area (RDA State Street Project Area), being owned by a socially and economically disadvantaged
individual, status as a Low-Income Business Owner, and Sustainability (see section B below).
Council staff reminder: EDLF loans are now scheduled for a vote on the same day as the briefing, so this is
scheduled for action on the August 13 agenda.
Goal of the briefing: Consider a potential $75,000 loan from the Economic Development Loan Fund to a
business called Policy Kings Brewery, LLC.
Item Schedule:
Briefing: August 13, 2024
Public Hearing: N/A
Potential Action: August 13, 2024
Page | 2
ADDITIONAL AND BACKGROUND INFORMATION
A.Interest Rates. For context, the nationwide median small business commercial and industrial loan rates
for the first quarter of 2024 (the most recent data available), were 7.85% for fixed-rate loans at urban banks,
and 8.79% for variable rate loans, according to the most recent U.S. Federal Reserve Small Business
Lending Survey.i In the second quarter of 2022, these rates were 4.50% and 5.55% respectively. Interest
rates for EDLF loans consider an assessment of the risk level of different applicants, among other factors,
and include potential interest rate reductions. Interest rates have ranged from 7.25% for nearly all 2022
EDLF loans to an average of 9.69% in 2023 and 2024.
B.Interest Rate Reductions. The bases for potential reductions are as follows:
1.Location within a priority area: RDA Project Area; Opportunity Zone; West of I-15; or
Neighborhood Business Improvement Program (NBIP, previously known as Façade Improvement)
target area.
2.Socially and Economically Disadvantaged Individuals (SEDI)-Owned Businesses: 51%
of the business is owned by at least one SEDI individual.
3.Low Income Business Owner: Income does not exceed 80% of Salt Lake County average
median income (AMI) as defined by U.S. Department of Housing and Urban Development (HUD).
4.Sustainability: Either,
a. Membership in SLC Green’s E2 Business Program; or
b. Loan proceeds will be used for the purchase of electric vehicles, electric vehicle
charging stations and infrastructure, renewable energy including but not limited to
wind and solar, heat pumps, high efficiency equipment, and/or energy efficiency.
C.Program. The EDLF is a program administered by the Department of Economic Development, which is
charged with maintaining the corpus of the EDLF in a manner sufficient to perpetuate the goals of the
program. Each loan application is pre-screened, and an underwriting analysis and economic impact
statement are completed before an application may be recommended for Loan Committee (see below)
review. Information on successful applications is transmitted to the Council to consider for final approval.
D.Available balance and amount of outstanding loans. The Department reported that the Fund’s
available balance was $8,800,000 in June 14, 2024. Outstanding loans totaled $3,221,925 as of the same
date.
E.EDLF Committee Membership. The Department of Economic Development lists nine members of the
EDLF Committee as follows:
City Employees Community Volunteers
1. Finance Director, Community and
Neighborhoods Department
2. Salt Lake City Business Advisory Board (BAB)
member
3. Representative of the Mayor’s Office 4. Banker
5. Salt Lake City employee at large 6. Community lender
7. Representative of the Division of Housing
Stability
8. Business mentor
9. Director, Department of Economic
Development
10.
Page | 3
POLICY QUESTIONS
1. The Council may wish to have a policy discussion with the Administration about interest rates charged by
the City from this and other loan funds, and whether it makes sense to re-evaluate how interest rates are
determined for lenders, especially since the City typically offers loans as a lender-of-last-resort.
2. The Council may wish to ask the Administration whether the EDLF Committee considered any other unique
information about this business that would help Council Members with their own evaluations of how this
application compares to others. For example, are there risk factors that are evaluated for each company, like
outstanding loans, years in business, etc.?
3.What outreach does the Department do to ensure a diverse pool of businesses successfully applies to the
EDLF? Are applications from diverse owners, particularly those whose businesses are located on the
Westside, offered additional support through the application process? Does EDLF staff have ideas for
improving access that would benefit from program changes or additional funding?
4. The Council may wish to request a more general update on EDLF use and processes. This could include the
number of applications, review criteria used, loan program goals, etc.
i Source: Small Business Lending Survey, New Small Business Lending Declines as Credit Standards Continue
to Tighten. Consulted on July 1, 2024, at https://www.kansascityfed.org/surveys/small-business-lending-
survey/new-small-business-lending-declines-as-credit-standards-continue-to-tighten/.
SALT LAKE CITY TRANSMITTAL
1 8*4 1
To: Start Date: Date Sent to Council:
Salt Lake City Council Chair 07/02/2024 07/16/2024
Salt Lake City Redevelopment Agency Chair
From:
Employee Name:E-mail
Wright,William William.Wright@slcgov.com
Department
Economic Development
Department Director Signature Chief AdministratorOfficer's Signature*
0''jP,if,Ri 600-c7mdm ae%w_
Director Signed Date Chief Administrator Officer's Signed Date
07/15/2024 07/16/2024
Subject:
Economic Development Revolving Loan Fund(EDLF)-Policy Kings Brewery,LLC
Additional Staff Contact: Presenters/Staff Table
Roberta Reichgelt- Roberta.Reichgelt@slcgov.com Roberta Reichgelt- Roberta.Reichgelt@slcgov.com
Will Wright- William.Wright@slcgov.com Will Wright- William.Wright@slcgov.com
Document Type*Budget Impact* Budget Impact:
Ordinance Yes
No
Recommendation:
The EDLF Loan Committee recommends approval of a$75,000 loan to Policy Kings Brewery,LLC.
Background/Discussion(?)
On June 20,2024,a loan request of$75,000 from Policy Kings Brewery,LLC,was presented to the EDLF Loan Committee for review and
discussion.Policy Kings Brewery is Utah's first black owned brewery and offers good vibes fermenting always!They aim to create that atmosphere
for everyone.
Will the City Council need to hold a public hearing for this item?*
Yes
No
Public Process
A loan committee of nine members,five from City departments and 4 from community volunteers,have voted to recommend Policy Kings
Brewery,LLC's request for a$75,000 loan to City Council for approval.A vote from City Council is required for approval
Chief Administrator Officer's Comments
This page has intentionally been left blank
SALT LAKE CITY ORDINANCE
No. of 2024
Ordinance approving a $75,000 loan for Policy Kings Brewery, LLC from the Economic
Development Loan Fund)
WHEREAS, Salt Lake City Corporation's ("City") Economic Development Loan Fund
EDLF) is a program to stimulate local business development, encourage private investment,
enhance neighborhood vitality, and boost commercial enterprise in Salt Lake City.
WHEREAS, the EDLF is administered by the Department of Economic Development
DED") and loan applications are first prescreened by DED staff, and then reviewed by the
EDLF Loan Committee.
WHEREAS, the EDLF Loan Committee and DED staff recommend the approval of the
attached loan term sheet for a $75,000 loan to Policy Kings Brewery, LLC, a local business
located at 925 S Jefferson Street.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah, that:
SECTION 1. Loan Approval. The City Council approves the loan outlined in the Term
Sheet attached hereto, subject to revisions that do not materially affect the rights and obligations
of the City hereunder. The City Council authorizes the Mayor to negotiate and execute the loan
agreement and any other relevant documents consistent with the Term Sheet, and incorporating
such other terms and agreements as recommended by the City Attorney's office.
SECTION 2. Effective Date. This ordinance shall become effective on the date of its first
publication.
Passed by the City Council of Salt Lake City, Utah, this day of
12024.
Victoria Petro, Council Chair
ATTEST AND COUNTERSIGN:
CITY RECORDER
Transmitted to Mayor on
Mayor's Action: Approved. Vetoed.
MAYOR
CITY RECORDER
SEAL)
Bill No. of 2024.
Published:
APPROVED AS TO FORM
Salt Lake City Attorney's Office
Date:June 25, 2024
Ise
Sara Montoya, City Xttorney
LOAN TERM SHEET
Applicant: Policy Kings Brewery, LLC
Address: 925 S Jefferson Street
Proposed Loan Terms
Loan Amount: $75,000
Loan Terms: 7 Years
Interest Rate Calculation Prime Interest Rate: 8.5% (at the time of application on March 1, 2024)
Plus EDLF Charge:4%
Less Discount: 1%for each
Priority Area (State Street RDA Project Area)
Socially and Economically Disadvantaged Individual (SEDI)
Sustainability(e2 Business Program)
Low to Moderate Income Business Owner
Final Interest Rate: 8.5%
Use of Funds: Build Out, Working Capital
Business Type: Existing
Collateral: Machinery and Equipment
Personal Guarantees: Deandre Ridgel, Sara Ridgel
Conditions for Closing
Signed lease on property in Salt Lake City
Enrollment in SLC Green's e2 Business Program
Obtain all City approvals, execute all loan documents as deemed necessary by City legal counsel
and DIED staff, such other terms as recommended by City legal counsel and DIED staff.
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City Council Announcements
August, 13, 2024
For Your Information
A. Scrivener's Error Correction to FY2025 Staffing Document
In July, a clerical error was found in the FY2025 staffing document. A Financial
Analyst III full-time employee position in the RDA was inadvertently missing
from the Mayor’s Recommended Budget Book and staffing document. The RDA
Board was briefed, discussed, and approved the position, however the Council
adopted version of the staffing document was missing the position. . The funding
for the position was in the RDA Key Changes budget. Before the RDA annual
budget resolution was signed and published, an updated staffing document was
provided to correct the scrivener’s error. The Financial Analyst III was funded for
10 months in FY2025.
B. Ordinance: Economic Development Loan Fund - Policy Kings
Brewery, LLC
There is a written briefing today for an EDLF loan of $75,000 for Policy Kings
Brewery. You will have the opportunity to vote on it in tonight’s Formal meeting.
The motion is written slightly differently than others:
I move that the Council adopt the ordinance approving a $75,000 loan for
Policy Kings Brewery from the Economic Development Loan Fund. The
Council’s intent is to move the funds in the coming budget opening and request
the Administration make efforts to process this expeditiously.
C. Sister City Delegation to Matsumoto
We have received some initial feedback from Council Members that there is some
support to send Council Member Mano on this trip based on his relationship with
the Japanese Community in SLC and the Matsumoto delegation, with the
understanding that a more detailed travel policy be considered and adopted by
the Council by the end of the year.