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Home My WebLink About01/13/2026 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION January 13, 2026 Tuesday 4:00 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 4:00 PM Work Session Or immediately following the 2:00 PM Community Reinvestment Agency Meeting 7:00 pm Formal Meeting Room 315 (See separate agenda) Welcome and public meeting rules In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting based on circumstance or availability of speakers. The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will have a webpage for additional information read associated agenda paperwork. Generated: 09:01:29 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.Nomination of Council Chair and Vice Chair for Calendar Year 2026 ~ 4:00 p.m. 15 min. The Council will take a straw poll to nominate the Council Chair and Vice Chair for calendar year 2026. The process includes expressions of interest from Council Members, nominations for each position, and then voting each for the Chair and Vice Chair positions. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, January 13, 2026 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, January 13, 2026 2.Informational: Updates from the Administration ~ 4:15 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, wildfire mitigation, 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 3.Utah Open Meetings Law Training, Code of Conduct, and Government Records Access and Management Act (GRAMA) Training ~ 4:30 p.m. 30 min. The Council will receive a briefing from the City Attorney’s Office about the Utah Open Meetings Law and Code of Conduct, and from the Recorder's Office about the Government Records Access and Management Act (GRAMA). This briefing will serve as the annual trainings for both the City Council and the Community Reinvestment Agency Board of Directors. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, January 13, 2026 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 4.Informational: State Legislative Briefing ~ 5:00 p.m. 15 min. The Council will receive a briefing about issues affecting the City that may arise during the 2026 Utah State Legislative Session. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, January 13, 2026 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 5.Informational: 2025 Roadway Construction Net Maintenance ~ 5:15 p.m. 20 min. The Council will receive a briefing from the Public Services Department on the 2025 roadway construction net maintenance and the impact of newly completed construction projects to overall maintenance needs. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, January 13, 2026 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 6.Ordinance: Budget Amendment No.4 for Fiscal Year 2025- 26 ~ 5:35 p.m. 30 min. The Council will receive a briefing about Budget Amendment No.4 for the Fiscal Year 2025-26 Budget. Budget amendments happen several times each year to reflect adjustments to the City’s budgets, including proposed project additions and modifications. The proposed amendment includes the rescoping of Open Streets funds, a mobile command center purchase, Old Library (formerly known as the Leonardo) capital improvements, a pedestrian bridge, and Fleet purchases, among other items. For more information visit tinyurl.com/SLCFY26. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, January 13, 2026 Set Public Hearing Date - Tuesday, January 13, 2026 Hold hearing to accept public comment - Tuesday, February 3, 2026 at 7 p.m. TENTATIVE Council Action - Tuesday, February 17, 2026 Standing Items 7.Report of the Chair and Vice Chair - - Report of Chair and Vice Chair. 8.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: •Financial Disclosure, and •Scheduling Items. 9.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. 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 January 8, 2026, 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. KEITH REYNOLDS 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@slc.gov, 801-535-7600, or relay service 711. Item E1 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 MOTION SHEET CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: City Staff DATE:January 13, 2026 RE: Nomination of Council Chair and Vice Chair for Calendar Year 2026 MOTION 1 I move that the Council ratify the nominations of Council Member ________ as Chair and Council Member ________ as Vice Chair for calendar year 2026. Administrative Updates January 13, 2026 shape.slc.gov Community Engagement Highlights Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning Thriving in PlacePublic Lands District 1 •Riverside Park •Steenblik Park •Cottonwood Park District 2 •Madsen Park •Glendale Regional Park •Park Operations taking over •Phase 2 design at 70% •Peace Labyrinth District 3 •Memory Grove Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning Thriving in PlacePublic Lands District 4 •337 Pocket Park •Survey closed – 170 responses •Pioneer Park District 5 •Jefferson Park •ShapeSLC Survey opening in February! •Fleet Block •Results from round 1 is on ShapeSLC •Liberty Park Cultural Landscape &Playground •Rotary Park possible delay Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning Thriving in PlacePublic Lands District 6 •Miller Park Bird Refuge •Construction coming Spring 2026 •Donner Trail •University of Utah Baseball Stadium and Sunnyside Park District 7 •Allen Park •Final concept coming to ShapeSLC by early Spring •Fairmont Park Improvements Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning Thriving in PlaceTransportation 600/700 North Reconstruction •Jordan River Bridge Closure for 6 months Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.comThriving in PlaceSalt Lake City Mayor’s Office 2025 495 volunteers 1143 volunteer hours 34,000 pounds of trash removed 145 new neighborhood features 13 trees 17 art displays $284,972 in cash and in -kind contributions 2026 Projects announced soon Homeless Resource Center Utilization: January 5-9th: 107.8% https://endutahhomelessness.org/daily-bed-availability/ Encampment Impact Mitigation/ Rapid Response Team: •EIM- None •RRT- Jordan Park area,Backman Elementary area,Victory Road,1700 S JRT,City Creek/Memory Grove 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 Code Blue: Unsheltered Utah needs volunteers! https://www.justserve.org/projects/3e6849d0 -e8b3-4fd9-942f-b1a0376980bd Resource Fair: Fri Jan 9th @ GMRC -250 people, 18 providers Next Fair: Fri Feb 13th @ GEK Next Justice Court: Feb 6th @ DWS 2026 Point In Time Count •January 29th-31st 4-6am •https://endutahhomelessness.org/salt-lake- valley/salt-lake-county-pit-count/ SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 01/05/2026 Date Sent to Council: 01/06/2026 From: Department * Attorney Employee Name: Trishman, Cindy Lou E-mail Cindy.Trishman@slc.gov Department Director Signature Director Signed Date 01/05/2026 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 01/06/2026 Subject: Annual OPMA Training, Code of Conduct Review, and GRAMA Overview Additional Staff Contact: Mark Kittrell, Keith Reynolds Presenters/Staff Table Mark Kittrell, Keith Reynolds Document Type Information Item Budget Impact? Yes No Recommendation: Complete the annual training and review GRAMA statistics for the prior calendar year. Background/Discussion This memorandum and the associated brieﬁng will provide an overview of the requirements of two state laws that impact municipal government and the City Council’s Code of Conduct policy. Generally, the government is trusted with conducting the public ’s business and there are two fundamental state laws that help ensure such business is accessible to the public: (1) the Open and Public Meetings Act (“OPMA”), and (2) the Government Records Access and Management Act (“GRAMA”). OPMA ensures that the public’s business is conducted openly and GRAMA details how the public may access records concerning the public’s business. This memorandum and the associated brieﬁng will provide an overview of the requirements of both laws. Additionally, this memorandum and brieﬁng will review the City Council’s Code of Conduct (Resolution 36 of 2023). Open and Public Meetings Act (Utah Code Sections 52-4-101 to 305)OPMA’s stated goal is to ensure that public bodies deliberate and take actions openly. Consistent with that goal, OPMA provides that meetings of a public body are open to the public unless an exception is available that allows the meeting to be closed. Meetings are deﬁned as the lawful convening of at least a quorum of the public body by an individual with authority to convene the meeting for the express purpose to deliberate, receive public comments, or act on a matter. Regular meetings, electronic meetings, retreats, workshops, and ﬁeld trips involving a quorum of members of the City Council are subject to OPMA. Transparency to the Public Public notices of each meeting shall be provided at least 24 hours prior to each meeting and be: (1)Posted at the principal oﬃce of the Council (except for an electronic meeting held without an anchor location) and on the Utah Public Meeting Notice website; and (2)Provided to a newspaper of general circulation or a local media correspondent (completed through the posting on the Utah Public Meeting Notice website). Closed MeetingsA meeting may be closed only to discuss speciﬁc topics, which include, but are not limited to: •An individual’s character, professional competence, or physical or mental health•Collective bargaining strategy•Pending or reasonably imminent litigation•Real property purchase, exchange, lease if the discussion would disclose the appraisal or estimated value of the property or prevent the public body from conducting the sale on the best possible terms•Real property sale if the discussion would disclose the appraisal or estimated value of the property or prevent the public body from conducting the sale on the best possible terms, the public body gave notice that the property would be oﬀered for sale, and the terms of the sale are publicly disclosed before approving the sale•Deployment of security personnel, devices, or systems•Criminal misconduct investigations•Advice of legal counsel An open meeting may be closed following a roll call vote wherein 2/3 of the members present approve the closure of the meeting during an open meeting with a quorum in attendance. Prior to going into a closed meeting, the following shall be announced and entered on the minutes of the open meeting at which the closed meeting was approved: the general reason(s) for closing the meeting, the location of where the closed meeting will be held, and a vote by name of each member of the public body on the motion to hold the closed meeting. Public Comment or ParticipationState law or city code may require a public hearing in some instances. Advertising for these hearings shall be satisﬁed by state law requirements or, when possible, by standards established by the Council. Public comment information may be discussed during an open meeting at the discretion of the Chair even though items may not have been listed on the agenda, but no ﬁnal action on the items raised by public comment may occur. City Council Code of Conduct (Salt Lake City Council Resolution 36 of 2023)The City Council Code of Conduct was created to help create an atmosphere of professionalism, respect, and civility where individual members, City employees, and the public are free to express their ideas and participate freely in government. This includes the value of recognizing individual contributions and perspectives, creating an atmosphere of respect and civility, respecting the dignity and privacy of others, avoiding reckless behavior (whether in private or public life), and avoiding conduct which is divisive or harmful to the best inter ests of Salt Lake City. The adoption of the Code of Conduct requires all Council Members entering into the elected oﬃce to sign a Model of Excellence statement aﬃrming the Council Member has read and understood the code of conduct, as it is self-enforcing. Government Records Access and Management Act (Utah Code Sections 63G-2-103 to 901)The intent of GRAMA is to: (1) promote the public’s right of easy and reasonable access to unrestricted public records; (2) specify when the public interest in allowing restrictions on access to records may outweigh the public’s interest in access; (3) prevent abuse of claims of conﬁdentiality by governmental entities by permitting conﬁdential treatment of records only as provided; (4) provide guidelines for both disclosures and restrictions on access to government records; (5) favor public access when, in the application of this act, countervailing interests are of equal weight; and (6) establish fair and reasonable records management practices. Request Procedure Persons making a request for a record shall furnish the governmental entity with a written request including the person’s name, mailing address, email address (if willing), daytime telephone number, and a description of the record requested identiﬁed with reasonable speciﬁcity. GRAMA requests can be received via email, the State Records Portal, City portal (JustFOIA), and by written letters. The City must respond to a request within 10 business days. If a requester asks for an expedited response and demonstrates that the request beneﬁts the public rather than the requester, the City shall respond in 5 business days. If the City denies the request, it must provide a notice of denial to the request. The denial must contain the following: •A description of the record or portions of the record to which access was denied. •Citations to the provisions of GRAMA or other law that exempt the record from disclosure. •A statement that the requester has the right to appeal the denial to the City ’s Chief Administrative Oﬃcer; and•The time limits for ﬁling an appeal, and the name and business address of the City ’s Chief Administrative Oﬃcer. A requester has 30 calendar days to appeal a denial of a records or fee waiver request, and the City has 10 business days to respond to the appeal. The requester may make a further appeal to the director of the Government Records Oﬃce or District Court. A criminal penalty of a Class B misdemeanor can be imposed if there is intentional disclosure of a record that should not be disclosed or if there is an intentional refusal to disclose a record that is required by law to be disclosed. 2025 GRAMA Statistics Salt Lake City onboarded a new GRAMA request software in 2025. The old software had become too cumbersome for users as well as City employees so the City transitioned to JustFOIA in July. JustFOIA is also connected to the City ’s Enterprise Document Management System, Laserﬁche. In that transition, the Airport was bundled in with City requests reducing the number of request types from four to three (City, Fire, Police). Salt Lake City received roughly 16,277 requests in 2025. See the charts below showing the numbers of requests and requests broken down by department. There was a small amount of overlap due to the transition in software programs, but this was minimal (likely less than 50 GRAMA requests), so the additional requests are likely due to the growth of the City and the ease of the new system for making requests. This year there were a total of 19 appeals, which is a decrease from last year. Six requests were further appealed to the State. Three were mediated, one more was dropped prior to a hearing, one was heard by the State Records Committee, and one was heard by the Director of the newly formed Government Records Oﬃce. Public Hearing Is there a City or State statutory requirement to hold a public hearing for this item?* Yes No The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement. Does the City have a general practice to hold a public hearing for this item?* Yes No Public Process This page has intentionally been left blank Year Fire Police City Total 2021 702 14244 934 15880 2022 687 14786 962 16435 2023 481 14150 989 15620 2024 570 13959 1148 15784 2025 670 14401 1206 16277 Average 622 14308 1048 15999 This page has intentionally been left blank 8 MODEL OF EXCELLENCE MEMBER STATEMENT As a member of the Salt Lake City Council, I understand I am held to a higher standard by the public, and I agree to uphold the Code of Conduct for the City Council and conduct myself by the following model of excellence. I will: • Recognize the worth of individual members and appreciate their individual talents, perspectives, and contributions; • Help create an atmosphere of respect and civility where individual members, City employees, and the public are free to express their ideas and work to their full potential; • Conduct my personal and public affairs with honesty, integrity, fairness, and respect for others; • Respect the dignity and privacy of individuals and organizations; • Keep the common good as my highest purpose and focus on achieving constructive solutions for the public benefit; • Avoid illegal and reckless behavior whether in private or public life, while serving as a Salt Lake City elected official; • Avoid and discourage conduct which is divisive or harmful to the best interests of Salt Lake City; and • Treat all people with whom I come in contact in the way I wish to be treated. I affirm that I have read and understood the Salt Lake City Code of Conduct for the City Council and agree to abide by such Code. Signature Date This page has intentionally been left blank OPEN AND PUBLIC MEETINGS ACT S L C C O U N C I L &C R A B O A R D O F D I R E C T O R S 2 0 2 6 OPEN AND PUBLIC MEETINGS ACT •Generally, MEETINGS of a PUBLIC BODY are open to the public, unless an EXCEPTION allows the meeting to be CLOSED. PUBLIC BODY MEETINGS of a PUBLIC BODY are open to the public, unless an EXCEPTION allows the meeting to be CLOSED. The City Council and RDA Board are PUBLIC BODIES. MEETINGS MEETINGS of a PUBLIC BODY must be open to the public, unless an EXCEPTION allows the meeting to be CLOSED. *MEETINGS* •Gathering of a quorum of public body •That is properly convened by someone with authority to call the meeting •To meet for the express purpose of acting as a public body to –Receive comments. –Deliberate about a relevant matter. –Take action on a relevant matter. WHICH GATHERINGS ARE SUBJECT TO THE OPEN AND PUBLIC MEETINGS ACT? YES •Electronic meetings •Retreats •Workshops •Field trips NO •Chance meetings •Social gatherings •No quorum PUBLIC NOTICE WHAT? •Every Meeting •Annual Meeting Schedule •Emergency Meetings HOW? •Class A Notice PUBLIC NOTICE EVERY MEETING •24-hour notice •Must include: –Agenda –Date –Time –Place PUBLIC NOTICEPUBLIC NOTICE ANNUAL MEETINGS Annually scheduled meetings –Date –Time –Place •Revisions? –Only if adding a NEW regularly scheduled meeting WHAT? •Every Meeting •Annual Meeting Schedule •Emergency Meetings HOW? •Class A Notice PUBLIC NOTICE WHAT? •Every Meeting •Annual Meeting Schedule •Emergency Meetings HOW? •Class A Notice EMERGENCY MEETINGS •Cannot hold unless: –Attempt to notify all members –A majority of members approve holding the emergency meeting •Best notice practicable of time, place, and topics •Final action may be taken at an emergency meeting if topic is listed on the agenda PUBLIC NOTICE WHAT? •Every Meeting •Annual Meeting Schedule •Emergency Meetings HOW? •Class A Notice PROVIDING PUBLIC NOTICE •Class A Notice –Post on the Utah Public Notice website –Post on the Council & CRA Board websites –Post at a public location within the city that is reasonably likely to be seen by residents of the city TYPES OF ELECTRONIC MEETINGS •Electronic meetings with anchor location –Provide anchor location for the public to join electronic meeting •Electronic meetings WITHOUT anchor location –If there is a health and safety risk to meet in person. –*If all members of the public body are attending electronically and a member of the public does not request an anchor location 12 hours before the meeting* MEETING RECORDS OPEN MEETINGS •Recording •Written minutes –Date, time, place –Members present and absent –Substance of all matters proposed, discussed, or decided –Record of each vote –Name of member of the public who provided comments and a summary of the comments –Other information requested •OFFICIAL RECORD = APPROVED WRITTEN MINUTES CLOSED MEETINGS •Recording –Date, time, place –Names of all present and absent (unless disclosure would impair confidentiality necessary for original purpose of closing the meeting •Written minutes optional •Exception if discussing –Character, professional competence, or physical or mental health of an individual –Deployment of security personnel, devices, or systems •Protected Records under GRAMA OPEN AND PUBLIC MEETINGS ACT •Generally, MEETINGS of a PUBLIC BODY are open to the public, unless an EXCEPTION allows the meeting to be CLOSED. CLOSED MEETINGS A MEETING MAY BE CLOSED ONLY TO DISCUSS SPECIFIED TOPICS •An individual’s character, professional competence or physical or mental health •Strategy sessions to discuss collective bargaining •Deployment of security personnel, devices, or systems •Pending or reasonably imminent litigation •Real property purchase, exchange, lease –Disclose appraisal or value or prevent transaction on best possible terms •Real property sale –Disclose appraisal or value or prevent transaction on best possible terms; –City previously gave notice that the property would be offered for sale; AND –Terms of sale are publicly disclosed before the City approves the sale •Criminal misconduct investigations •Advice of legal counsel CLOSED MEETINGS PROCEDURES •Starts as open meeting •2/3 vote to approve closing the open meeting •Publicly announce and enter into the minutes: –Reason(s) for closing the meeting –Location of the meeting –Roll call vote by name PUBLIC COMMENT AND PARTICIPATION •State law or City Code requirements •Other public comments –At discretion of the Chair –Comments may be discussed during meeting if not on agenda –No FINAL ACTION if not on agenda DISRUPTION OF MEETING •May REMOVE an individual from the meeting if –WILLFULLY DISRUPTS to the extent that the orderly conduct of the meeting is SERIOUSLY COMPROMISED CONSEQUENCES OF VIOLATING OPMA CONSEQUENCES OF VIOLATING OPMA •Member may be charged with a Class B misdemeanor if they knowingly violates the closed meeting provisions of OPMA •Private individuals can bring lawsuit for alleged violation of OPMA –Final action may be void –Suit must be commenced within 90 days of the final action or 30 days of the final action concerning issuance of bonds –*Can recover attorneys fees and costs* CITY COUNCIL CODE OF CONDUCT COUNCIL CODE OF CONDUCTRESOLUTION 36 OF 2023 •Adopted in 2023 to emphasize an atmosphere of participation and engagement in government. •Recognizing individual contributions and perspectives create an atmosphere of respect and civility. •Avoiding conduct which may be is divisive or harmful to the interests of Salt Lake City or reckless. •Model of Excellence GOVERNMENT RECORDS & ACCESS MANAGEMENT ACT (GRAMA ) G R A M A E S S E N T I A L S Enacted into law in 1991 Chapter 63G, Chapter 2 •10 business days to respond •5 business days for expedited requests Record Classification, Retention and Sharing Fee waivers considered by request G R A M A 2 0 2 5 S TAT I S T I C S A N N U A L C O M PA R I S O N C H A R T QUESTIONS? Thank you! This page has intentionally been left blank 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: Kate Werrett Budget & Policy Analyst DATE:January 13, 2026 RE:2025 Roadway Construction Net Maintenance ISSUE AT-A-GLANCE Public Services submitted an update on the 2025 roadway construction projects and the associated ongoing maintenance costs. Goal of the briefing: Receive details regarding 2025 roadway construction projects and their estimated impact on annual roadway maintenance. As part of the FY2027 proposed budget, these additional maintenance costs will be considered by the Council. ADDITIONAL & BACKGROUND INFORMATION Public Services has provided an update on Salt Lake City’s roadway inventory after the completion of several projects during 2025. Included in this update is the anticipated impact of the improvements on annual maintenance costs. Additional details can be found beginning on page 7 of the administrative transmittal. Due to the addition of more livable street elements and other more variable roadway elements, Public Services intends to provide annual updates on newly constructed roadway assets. These presentations will include: 1. Ongoing roadway inventory maintenance cost changes by asset type 2. Estimated net change in annual roadway maintenance costs 3. Estimated net change in roadway maintenance labor hours and labor costs The construction costs for these projects totaled approximately $111.9 million. With the increase in roadway inventory assets, Public Services expects annual maintenance costs to increase by approximately $280,000. This is a 2% increase to the Street Division budget. The Street Division is reviewing options to absorb some of the additional costs and anticipates asking for additional ongoing funding in the FY2027 budget. Policy Topics: - The Council may wish to discuss the maintenance impacts on the FY2027 annual budget. - The Council may wish to discuss with the Administration how recent legislation may impact decisions on future investments. ATTACHMENTS 1)Administrative Transmittal: 2025 Roadway Construction Net Maintenance NET MAINTENANCE 2025 Roadway Construction Projects Presented by Jorge Chamorro , Public Services Department Director & Julie Crookston, Public Services Deputy Director SALT LAKE CITY Background •New designs •Inventory increasing •One year warranty expiring Methodology •Programs/types of assets •Concrete, traffic signals, signs, markings (paint), surface treatments, sweeping, and snow removal •Net change •Maintenance costs and labor hours •Key: •Caveats Net Decrease Net Increase 300 W Protected Bikeway Map of Projects KEY Traffic signs/signals Livable Streets area City road SALT LAKE CITY Asset Summary Asset Type Count Net Change Unit Curb & Gutter 33,289.73 ft Flatwork (and Waterway)104,400.01 sq ft Stamped Concrete/Pavers 68,763.99 sq ft Detection Systems 23 ea. High-intensity Activated Crosswalk 4 ea. Accessible Pedestrian Signal Buttons 116 ea. Rectangular Rapid Flashing Beacon 17 ea. Signs & Support 935 ea. Delineators 339 ea. Yellow Lines 9,958 ft White Lines 28,235 ft Crosswalks 1,876 ft Green/Red MMA 43,078 sq ft Bike Symbols 192 ea. Other Symbols 116 ea. Bars, Crosshatching, etc. 13,358 ft Asphalt Roadway (5.19)lane miles Protected Bike Lane 34.21 miles 2100 S SALT LAKE CITY Summary Total Net Change Maintenance Cost Labor Hours Labor Cost $120,971.12 4,197.43 ~3 FTEs $159,830.38 1100 E •Total construction costs for these projects were $111,900,000 •Maintenance/labor costs represent 0.25% of total project funding and ~2% increase to Streets budget. Thank you! Jorge Chamorro, Public Services Director – jorge.chamorro@slc.gov Julie Crookston, Public Services Deputy Director – julie.crookston@slc.gov Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $27,476.23 92.44 $4,137.29 Traffic Signals $14,237.16 17.03 $623.41 Signs $131.56 0.52 $226.30 Markings (Paint)$25,560.19 53.97 $2,190.92 Surface Treatments $(4,924.82)79.81 $3,652.95 Sweeping - 3.69 $170.35 Snow Removal $24.71 126.64 $123.55 Project Total $62,505.03 374.10 $11,124.76 SALT LAKE CITY 200 South From 400 W to 900 E Funded with 2018 FOF Bond; completed in phases 2022 -2024 BEFORE AFTER SALT LAKE CITY 300 North From 300 W to 1000 W Funded with 2018 FOF Bond Class C Fund FY23, CIP FY23; completed 2025 Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,698.15 1.45 $80.52 Traffic Signals $8,339.27 29.02 $1,181.43 Signs $87.68 16.48 $955.62 Markings (Paint)$5,917.23 31.61 $1,349.59 Surface Treatments $(3,085.80)260.63 $11,928.82 Sweeping - 3.01 $139.19 Snow Removal $20.19 103.48 $100.95 Project Total $12,976.72 445.68 $15,736.12 AFTER SALT LAKE CITY Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,735.56 7.89 $370.20 Traffic Signals -0.00 - Signs $257.04 15.86 $893.42 Markings (Paint)$7,337.30 18.68 $982.21 Surface Treatments $(1,801.61)495.12 $22,661.53 Sweeping -3.67 $169.77 Snow Removal $24.63 126.21 $123.13 Project Total $7,552.92 667.43 $25,200.26 300 W Protected Bikeway From 900 S to 400 S Funded by State Transportation Grant 2023; completed 2025 AFTER SALT LAKE CITY Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $491.42 3.78 $173.12 Traffic Signals $300.64 7.28 $291.36 Signs $127.76 16.40 $969.08 Markings (Paint)$823.98 12.10 $547.17 Surface Treatments - 225.00 $10,298.25 Sweeping - 0.00 - Snow Removal - 0.00 - Project Total $1,743.80 264.55 $12,278.98 400 S Bus Islands From Redwood Rd. to 900 W Funded by CDBG, CIP FY22; completed 2023 AFTER AFTER SALT LAKE CITY Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,562.51 4.07 $185.40 Traffic Signals -0.00 - Signs $105.32 9.88 $587.84 Markings (Paint)$56.40 2.97 $135.76 Surface Treatments $(1,402.64)55.06 $2,519.96 Sweeping -0.00 - Snow Removal -0.00 - Project Total $321.59 71.98 $3,428.96 700 S 1000 W Roundabout Funded by CIP FY23 Constituent Request and 2018 FOF Bond; completed 2025 BEFORE AFTER SALT LAKE CITY Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $9,497.23 -25.64 $(1,133.74) Traffic Signals $11,867.05 5.55 $166.16 Signs $338.36 51.38 $3,055.08 Markings (Paint)$(137.89)3.78 $513.14 Surface Treatments $(69,196.82)-868.86 $(39,767.57) Sweeping - 8.82 $407.68 Snow Removal $59.14 303.07 $295.68 Project Total $(47,572.93)-521.90 $(36,463.57) 900 South From 900 W to Lincoln St. (950 E) Funded by County Active Transportation Grant, RDA funds, PU funds, and 2018 FOF Bond; completed 2023/2024 BEFORE AFTER SALT LAKE CITY Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,072.20 4.80 $219.77 Traffic Signals $4,784.67 26.23 $1,042.26 Signs $64.18 8.98 $538.39 Markings (Paint)$2,862.18 18.62 $750.82 Surface Treatments $(1,901.35)87.63 $4,010.95 Sweeping -2.36 $109.20 Snow Removal $15.84 81.18 $79.20 Project Total $6,897.72 229.80 $6,750.59 1100 East From 900 S to Logan Ave. Funded by 2018 FOF Bond; completed 2024 AFTER Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $9,636.92 22.67 $1,009.77 Traffic Signals $2,165.35 0.0015 $0.06 Signs $92.60 14.22 $904.61 Markings (Paint)$177.93 29.20 $1,156.16 Surface Treatments $(3,319.58)119.80 $5,483.31 Sweeping -0.00 - Snow Removal -0.00 - Project Total $8,753.22 185.89 $8,553.91 SALT LAKE CITY 2100 South From 700 E to 1300 E Funded by 2018 FOF Bond, PU funds, CIP FY23; completed 2025 AFTER Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,056.79 0.70 $34.60 Traffic Signals -0.00 - Signs $33.88 4.24 $247.82 Markings (Paint)$464.02 3.89 $219.10 Surface Treatments $(1,090.94)62.82 $2,875.37 Sweeping -0.00 - Snow Removal -0.00 - Project Total $463.75 71.65 $3,376.89 SALT LAKE CITY 500 N 1000 W Intersection Funded by CIP FY21; completed 2025 AFTER DURING AFTER Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $1,593.95 -76.83 $(3,261.59) Traffic Signals $1,601.16 0.99 $29.40 Signs $(37.41)2.16 $158.54 Markings (Paint)$2,366.15 3.96 $134.67 Surface Treatments -180.00 $8,238.60 Sweeping -0.00 - Snow Removal -0.00 - Project Total $5,523.85 110.28 $5,299.62 SALT LAKE CITY Highland Dr. From Ramona Ave. to Driggs Ave. Funded by 2018 FOF Bond and State Grant; completed 2024 Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $2,159.51 36.07 $1,562.41 Traffic Signals -0.00 - Signs $35.41 3.32 $201.16 Markings (Paint)$684.70 20.45 $711.37 Surface Treatments -540.00 $24,715.80 Sweeping -0.00 - Snow Removal -0.00 - Project Total $2,879.62 599.84 $27,190.74 SALT LAKE CITY Virginia St. From South Temple to 11 th Ave Funded by 2018 FOF Bond; completed 2024 BEFORE AFTER BEFORE Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $2,088.79 8.02 $366.76 Traffic Signals $9,031.05 16.72 $575.25 Signs $69.93 6.90 $422.49 Markings (Paint)$1,139.10 14.59 $410.70 Surface Treatments $(3,210.48)257.52 $11,786.66 Sweeping - 0.00 - Snow Removal - 0.00 - Project Total $9,118.39 303.74 $13,561.86 AFTER SALT LAKE CITY West Temple From 400 S to North Temple Funded by 2018 FOF Bond and UDOT’s Transportation Investment Fund; completed 2024 BEFORE AFTER Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Concrete $6,709.65 12.03 $547.80 Traffic Signals $67.23 1.74 $67.71 Signs $416.09 27.82 $1,626.06 Markings (Paint)$1,475.00 35.34 $1,377.34 Surface Treatments $(3,584.52)1305.70 $59,761.94 Sweeping -0.00 - Snow Removal -0.00 - Project Total $5,083.45 1382.63 $63,380.85 SALT LAKE CITY Livable Streets Various locations in Zones 2, 3, 4 Funded by CIP FY23; completed 2025 Net Change Program/Asset Type Maintenance Cost Labor Hours Labor Cost Traffic Signals $44,724.00 11.75 $410.42 Project Total $44,724.00 11.75 $410.42 SALT LAKE CITY Traffic Signals Various locations Funded by CIP, state grants, and federal funds; completed 2024/25 SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 12/10/2025 Date Sent to Council: 12/11/2025 From: Department * Public Services Employee Name: Crookston, Julie E-mail Julie.Crookston@slc.gov Department Director Signature Director Signed Date 12/10/2025 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 12/11/2025 Subject: 2025 Roadway Construction Net Maintenance Additional Staff Contact: Jorge Chamorro; Jorge.Chamorro@slc.gov Presenters/Staff Table Julie Crookston; julie.crookston@slc.govJorge Chamorro; Jorge.Chamorro@slc.gov Document Type Information Item Budget Impact? Yes No Recommendation: Public Services would like the opportunity to present each year to council on this item and share the impact of newly completed construction projects to overall maintenance needs. Background/Discussion See ﬁrst attachment for Background/Discussion Public Hearing Is there a City or State statutory requirement to hold a public hearing for this item?* Yes No The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement. Does the City have a general practice to hold a public hearing for this item?* Yes No Public Process N/A Data was gathered internally to quantify maintenance needs arising from new roadway construction projects. This page has intentionally been left blank SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET MEMORANDUM ADMINISTRATIVE SERVICES DEPARTMENT of PUBLIC SERVICES TO: Mayor and City Council FROM: Jorge Chamorro, Public Services Department Director; Julie Crookston, Public Services Deputy Dir. DATE: 11/05/2025 RE: Roadway Construction Projects Net Maintenance 2025 Background With the support from Council and the Administration, the City has aimed to deliver on road and pedestrian safety, designing and building transformative roadway projects in recent years, as well as creating a focus on livable streets elements. These projects have created brand new types of assets (such as floating islands), as well as increasing the number of assets in the right-of-way (i.e. more paint, concrete medians, protected bike lanes, etc.). These designs sometimes result in fewer assets, such as less lane miles of asphalt. For staff to continue maintaining these new projects to the high standard users expect, a more accurate accounting of the asset inventory and maintenance needs for these projects must take place. Public Services would like to propose the creation of a standing, yearly presentation to the City Council. Every fall, Public Services will review the asset inventory of newly constructed roadway projects that are in their warranty period and prepare a net maintenance analysis. Three main data points will be reported for each project: 1) Net change in asset inventory for all asset types, 2) Net change in maintenance cost for all assets, and 3) Net change in labor hours and labor cost required to carry out said maintenance. The purpose of this presentation is to notify Council of the changes to inventory and provide valuable information for future discussions. This will not be a budget discussion. The main purpose is to provide perspective on the growth of our inventory and the impact of projects. Methodology Over the past few years Streets, Transportation, and Engineering have been attempting to accurately catalog all the new types of assets that are being created in the right-of-way. Now that new asset types have been determined, there is an ongoing effort to ensure all existing assets are entered into our asset management software and new assets are added as they are built. Although there is currently a backlog of un-cataloged assets, Streets will continue to support Engineering and Transportation as they develop systems to address this backlog. The data presented here is the best available at this time, however it is not all encompassing due to the referenced backlog of cataloged assets. Public Services has taken the list of asset types and developed average maintenance costs for one base unit of each type of asset. The cost only considers materials and supplies, and not equipment cost. A minimum labor-hour requirement and cost was also determined for all assets. As some of these asset types are new, the data is a projection and will continue to be refined over the coming years. However, all data represents the minimum required. SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET Using these unit costs, labor hours, and labor cost, staff analyzed each of the selected roadway projects. For each asset, using the original roadway as a starting point, it was determined how many of that asset type were added or removed. Then, using the net change in quantity for each asset, the change in maintenance cost, labor hours, and labor cost was calculated. These amounts were then added up for all asset types, resulting in the total maintenance cost of the project. Projects Selected As this is the first time Public Services will be making this presentation, we gathered large, impactful, projects from the last few years, ranging from 2022 to 2025, that have passed their warranty period or will shortly. These are listed with the respective net change in assets, maintenance cost, labor hours, and labor cost. This selection represents a baseline for informational purposes at this point, as not all projects completed in this time period were accounted. Summary As detailed in the attachment, due to the increased inventory of roadway assets there is a net increase in annual maintenance costs of over $280,000, or $120,971.12 in material and supply costs in addition to a net increase in labor hours of 4,197.43, which represents about 3 FTEs or about $159,830.38 in cost. This represents 0.25% of the total construction cost for all projects, which was $111,900,000. Alternatively, this represents about a 2% increase to Streets’ budget. During the upcoming budget season, the department will determine if there are any efficiencies to be found to absorb some of the increased needs and put forth a budget initiative to address needs that cannot be absorbed. We acknowledge the Council's challenging task of balancing various funding priorities. It’s important to recognize that without dedicated financial support for maintaining our projects, we may face some challenges down the road. Insufficient funding could hinder our ability to effectively manage all roadway assets throughout the City. As our road and infrastructure continue to grow, we may see a reduction in levels of service. This situation presents an opportunity for us to engage in discussions about prioritizing and exploring sustainable funding solutions to ensure the City’s roadways remain safe, accessible and well-maintained for all residents. This page has intentionally been left blank Streets Net Asset Maintenance Inventory 2025 Asset Net Change Summary Asset Type Unit Asset Count Asset Type Unit Asset Count Stamped Concrete/Pavers sq ft 68,763.99 Accessible Pedestrian Signal Buttons ea.116 Rectangular Rapid Flashing Beacon ea.17 Asset Type Unit Asset Count Asset Type Unit Asset Count Asset Type Unit Asset Count Bike Symbols ea.192 Surface Treatments & Sweeping/Snow Removal Net Change Net Change Net Change Markings (Paint) 1 Streets Net Asset Maintenance Inventory 2025 Cost Summary Key Net Decrease Net Increase Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 27,476.23$ 92.44 4,137.29$ Concrete 1,698.15$ 1.45 80.52$ Traffic Signals 14,237.16$ 17.03 623.41$ Traffic Signals 8,339.27$ 29.02 1,181.43$ Signs 131.56$ 0.52 226.30$ Signs 87.68$ 16.48 955.62$ Markings (Paint)25,560.19$ 53.97 2,190.92$ Markings (Paint)5,917.23$ 31.61 1,349.59$ Surface Treatments (4,924.82)$ 79.81 3,652.95$ Surface Treatments (3,085.80)$ 260.63 11,928.82$ Sweeping -$ 3.69 170.35$ Sweeping -$ 3.01 139.19$ Snow Removal 24.71$ 126.64 123.55$ Snow Removal 20.19$ 103.48 100.95$ Project Total 62,505.03$ 374.10 11,124.76$ Project Total 12,976.72$ 445.68 15,736.12$ Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 1,735.56$ 7.89 370.20$ Concrete 491.42$ 3.78 173.12$ Traffic Signals -$ 0.00 -$ Traffic Signals 300.64$ 7.28 291.36$ Signs 257.04$ 15.86 893.42$ Signs 127.76$ 16.40 969.08$ Markings (Paint)7,337.30$ 18.68 982.21$ Markings (Paint)823.98$ 12.10 547.17$ Surface Treatments (1,801.61)$ 495.12 22,661.53$ Surface Treatments -$ 225.00 10,298.25$ Sweeping -$ 3.67 169.77$ Sweeping -$ 0.00 -$ Snow Removal 24.63$ 126.21 123.13$ Snow Removal -$ 0.00 -$ Project Total 7,552.92$ 667.43 25,200.26$ Project Total 1,743.80$ 264.55 12,278.98$ Total construction cost for all projects 111,900,000.00$ 200 S from 400 W to 900 E 300 N from 300 W to 1000 W; Labor Hours Labor Cost TOTALS Maintenance Cost 2 Streets Net Asset Maintenance Inventory 2025 Cost Summary Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 1,562.51$ 4.07 185.40$ Concrete 9,497.23$ -25.64 (1,133.74)$ Traffic Signals -$ 0.00 -$ Traffic Signals 11,867.05$ 5.55 166.16$ Signs 105.32$ 9.88 587.84$ Signs 338.36$ 51.38 3,055.08$ Markings (Paint)56.40$ 2.97 135.76$ Markings (Paint)(137.89)$ 3.78 513.14$ Surface Treatments (1,402.64)$ 55.06 2,519.96$ Surface Treatments (69,196.82)$ -868.86 (39,767.57)$ Sweeping -$ 0.00 -$ Sweeping -$ 8.82 407.68$ Snow Removal -$ 0.00 -$ Snow Removal 59.14$ 303.07 295.68$ Project Total 321.59$ 71.98 3,428.96$ Project Total (47,572.93)$ -521.90 (36,463.57)$ Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 1,072.20$ 4.80 219.77$ Concrete 9,636.92$ 22.67 1,009.77$ Traffic Signals 4,784.67$ 26.23 1,042.26$ Traffic Signals 2,165.35$ 0.0015 0.06$ Signs 64.18$ 8.98 538.39$ Signs 92.60$ 14.22 904.61$ Markings (Paint)2,862.18$ 18.62 750.82$ Markings (Paint)177.93$ 29.20 1,156.16$ Surface Treatments (1,901.35)$ 87.63 4,010.95$ Surface Treatments (3,319.58)$ 119.80 5,483.31$ Sweeping -$ 2.36 109.20$ Sweeping -$ 0.00 -$ Snow Removal 15.84$ 81.18 79.20$ Snow Removal -$ 0.00 -$ Project Total 6,897.72$ 229.80 6,750.59$ Project Total 8,753.22$ 185.89 8,553.91$ 700 S 1000 W Roundabout 900 S from 900 W to Lincoln St (950 E) Net Change Net Change 3 Streets Net Asset Maintenance Inventory 2025 Cost Summary Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 1,056.79$ 0.70 34.60$ Concrete 1,593.95$ -76.83 (3,261.59)$ Traffic Signals -$ 0.00 -$ Traffic Signals 1,601.16$ 0.99 29.40$ Signs 33.88$ 4.24 247.82$ Signs (37.41)$ 2.16 158.54$ Markings (Paint)464.02$ 3.89 219.10$ Markings (Paint)2,366.15$ 3.96 134.67$ Surface Treatments (1,090.94)$ 62.82 2,875.37$ Surface Treatments -$ 180.00 8,238.60$ Sweeping -$ 0.00 -$ Sweeping -$ 0.00 -$ Snow Removal -$ 0.00 -$ Snow Removal -$ 0.00 -$ Project Total 463.75$ 71.65 3,376.89$ Project Total 5,523.85$ 110.28 5,299.62$ Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 2,159.51$ 36.07 1,562.41$ Concrete 2,088.79$ 8.02 366.76$ Traffic Signals -$ 0.00 -$ Traffic Signals 9,031.05$ 16.72 575.25$ Signs 35.41$ 3.32 201.16$ Signs 69.93$ 6.90 422.49$ Markings (Paint)684.70$ 20.45 711.37$ Markings (Paint)1,139.10$ 14.59 410.70$ Surface Treatments -$ 540.00 24,715.80$ Surface Treatments (3,210.48)$ 257.52 11,786.66$ Sweeping -$ 0.00 -$ Sweeping -$ 0.00 -$ Snow Removal -$ 0.00 -$ Snow Removal -$ 0.00 -$ Project Total 2,879.62$ 599.84 27,190.74$ Project Total 9,118.39$ 303.74 13,561.86$ West Temple from 400 S to North Temple Net Change Net Change Virginia St from South Temple to 11th Ave 4 Streets Net Asset Maintenance Inventory 2025 Cost Summary Program/Asset Type Labor Hours Labor Cost Program/Asset Type Labor Hours Labor Cost Concrete 6,709.65$ 12.03 547.80$ Traffic Signals 44,724.00$ 11.75 410.42$ Traffic Signals 67.23$ 1.74 67.71$ Project Total 44,724.00$ 11.75 410.42$ Signs 416.09$ 27.82 1,626.06$ Markings (Paint)1,475.00$ 35.34 1,377.34$ Surface Treatments (3,584.52)$ 1305.70 59,761.94$ Sweeping -$ 0.00 -$ Snow Removal -$ 0.00 -$ Project Total 5,083.45$ 1382.63 63,380.85$ Net ChangeNet Change 5 200 S From 400 W to 900 E $19,890,000 Funded with 2018 FOF Bond; Completed in phases 2022-2024 Asset Type Unit Asset Count Labor Hours Labor Cost Curb & Gutter ft 11007 770.49$ 8.81 440.28$ Concrete Roadway lane miles 0.253 526.17$ 13.38 574.25$ Flatwork sq ft 40115 5,214.95$ 36.10 1,604.60$ Stamped Concrete sq ft 24123 11,096.58$ Concrete Pavers sq ft 4692 Traffic Signal 200 S 700 E Detection System ea.1 2,165.35$ 0.0015 0.06$ Traffic Signal 250 E Rectangular Rapid Flashing Beacon ea.3 255.48$ 5.46 218.52$ 30 x 30 sign ea.7 19.18$ 1.82 112.56$ Traffic Signal Regent St Unknown, new Signs Unknown, not cataloged Concrete Traffic Signal 200 S West Temple Traffic Signal 200 S 200 E 6 200 S From 400 W to 900 E $19,890,000 Funded with 2018 FOF Bond; Completed in phases 2022-2024 Asset Type Unit Asset Count Labor Hours Labor Cost Delineator ea.42 70.14$ 0.84 26.46$ U-Channel ea.-43 (17.20)$ -1.72 (70.52)$ 30" Stop ea.1 2.74$ 0.26 16.08$ 12 x 9 sign ea.3 1.53$ 0.78 48.24$ 24 x 30 sign ea.-12 (24.96)$ -3.12 (192.96)$ 24 x 18 sign ea.2 2.40$ 0.52 32.16$ 6 x 12 sign ea.-6 (2.70)$ -1.56 (96.48)$ 24 x 24 sign ea.1 1.61$ 0.26 16.08$ 36 x 36 sign ea.-14 (63.42)$ -3.64 (225.12)$ 24 x 12 sign ea.-15 (12.90)$ -3.90 (241.20)$ 12 x 12 sign ea.-7 (3.99)$ -1.82 (112.56)$ Yellow ft 41 4.10$ 0.03 0.82$ 8" white ft 11878 1,187.80$ 8.31 237.56$ 6" White ft -2001 (150.08)$ -1.40 (40.02)$ 4" White ft -298 (14.90)$ -0.21 (5.96)$ Green MMA sq ft 21307 21,307.00$ Red MMA sq ft 3254 3,254.00$ " BUS LANE " ea.24 117.12$ 20.64 810.24$ Bike symbols ea.89 237.63$ 23.14 871.31$ Crosshatching ft 1721 68.84$ 1.20 34.42$ Parking T's ea.-3 (0.99)$ -0.15 (4.89)$ Shared Lane Arrows ea.-11 (43.01)$ -2.53 (90.75)$ Turn Arrows ea.1 3.93$ 0.38 15.24$ Parking Stalls ft -83 (3.32)$ -0.06 (1.66)$ Approach Bars ft -620 (334.80)$ -0.43 (12.40)$ Crosswalks (Standard)ft -18 (9.18)$ -0.36 (15.30)$ Signs, contd. Markings (Paint) 7 200 S From 400 W to 900 E $19,890,000 Funded with 2018 FOF Bond; Completed in phases 2022-2024 Asset Type Unit Asset Count Labor Hours Labor Cost Stop Bars ft 51 13.26$ 0.04 1.02$ Additional Time, due to islands hours 8.49 -$ 8.49 512.97$ Asphalt Roadway lane miles -0.316 (4,924.82)$ 79.81 3,652.95$ Sweeping Protected Bike Lane miles 5.85 -$ 3.69 170.35$ Snow Removal Protected Bike Lane ft 30888 24.71$ 126.64 123.55$ TOTAL 62,505.03$ 374.10 11,124.76$ Markings (Paint), contd. 8 300 N from 300 W to 1000 W $4,120,000 funded with 2018 FOF Bond, Class C Fund FY23, CIP FY23; Completed 2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Curb & Gutter ft 3607 252.49$ 2.89 144.28$ Flatwork sq ft -6262 (814.06)$ -5.64 (250.48)$ Stamped Concrete sq ft 2274 1,046.04$ 8" Flatwork/Waterway sq ft 4668 1,213.68$ 4.20 186.72$ 6 x 18 sign ea.9 4.60$ 2.34 144.72$ 18 x 18 sign ea.6 5.64$ 1.56 96.48$ 12 x 18 sign ea.23 16.33$ 5.98 369.84$ 18 x 24 sign ea.22 26.40$ 5.72 353.76$ 12 x 9 sign ea.5 2.55$ 1.30 80.40$ 30" Stop ea.2 9.06$ 0.52 32.16$ 30 x 30 sign ea.4 18.12$ 1.04 64.32$ 24 x 12 sign ea.-3 (2.58)$ -0.78 (48.24)$ 24 x 8 sign ea.-12 (7.92)$ -3.12 (192.96)$ 24 x 30 sign ea.-5 (10.40)$ -1.30 (80.40)$ Net Change Signs Concrete Traffic Signal 900 W & 300 N Unknown, new 9 300 N from 300 W to 1000 W $4,120,000 funded with 2018 FOF Bond, Class C Fund FY23, CIP FY23; Completed 2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Bike Symbols ea.53 141.51$ 13.78 518.87$ Green MMA sq ft 3528 3,528.00$ Yellow ft 5155 515.50$ 3.61 103.10$ Red MMA sq ft 1596 1,596.00$ Stop Bars ft 112 29.12$ 3.36 146.72$ Crosswalks (Standard)ft 210 107.10$ 4.20 178.50$ Additional Time, due to islands hrs.6.66 -$ 6.66 402.40$ Surface Treatments Asphalt Roadway lane miles -0.198 (3,085.80)$ 260.63 11,928.82$ Sweeping Protected Bike Lane miles 4.78 -$ 3.01 139.19$ Snow Removal Protected Bike Lane ft 25238.4 20.19$ 103.48 100.95$ TOTAL 12,976.72$ 445.68 15,736.12$ Markings (Paint) 10 300 W Protected Bikeway from 900 S to 400 S $1,610,000 funded by State Transportation Grant in 2023, Completed 2025 Asset Type Unit Asset Count Maintenance Cost Labor Cost Curb & Gutter ft 4408 308.56$ 3.53 176.32$ Flatwork sq ft -646 (83.98)$ -0.58 (25.84)$ Stamped Concrete sq ft 180 82.80$ 8" Flatwork/Waterway sq ft 5493 1,428.18$ 4.94 219.72$ Traffic Signals Surface Treatments Asphalt Roadway lane miles -0.1156 (1,801.61)$ 495.12 22,661.53$ Sweeping Protected Bike Lane miles 5.83 -$ 3.67 169.77$ Snow Removal Protected Bike Lane ft 30782.4 24.63$ 126.21 $ 123.13 TOTAL 7,552.92$ 667.43 $ 25,200.26 Net Change Markings (Paint) Concrete Unknown, new Contracted Signs N/A 11 400 S Bus Boarding Islands from Redwood Rd to 900 W $370,000 funded by CDBG, CIP FY22; Completed 2023 Asset Type Unit Asset Count Labor Cost Curb & Gutter ft 1187 83.09$ 0.9496 47.48$ Flatwork sq ft 3141 408.33$ 2.8269 125.64$ Rectangular Rapid Flashing Beacon ea.4 300.64$ 7.28 291.36$ 12 x 18 sign ea.29 20.59$ 7.54 466.32$ Small Crosswalk ft 8 4.08$ 0.16 6.80$ Surface Treatments Asphalt Roadway lane miles 0 -$ 225.00 10,298.25$ Sweeping N/A N/A Concrete Contracted Signs Markings (Paint) 12 700 S 1000 W Roundabout $390,000 funded by CIP FY23 Constituent Request and 2018 FOF Bond; Completed by 2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Curb & Gutter ft 997 69.79$ 0.7976 39.88$ Flatwork sq ft 1862 242.06$ 1.6758 74.48$ Stamped Concrete sq ft 1715 788.90$ 8" Flatwork/Waterway sq ft 1776 461.76$ 1.5984 71.04$ Traffic Signals Yield Sign ea.4 18.12$ 1.04 64.32$ Surface Treatments Asphalt Roadway lane miles -0.09 $ (1,402.64)55.06 $ 2,519.96 Sweeping Snow Removal TOTAL $ 321.59 71.98 $ 3,428.96 Net Change Unknown, new Signs Markings (Paint) Concrete 13 900 S from 900 W to Lincoln St (950 E) $26,690,000 funded by SLC County Active Transportation Grant, RDA funds, PU funds, and 2018 FOF Bond; Completed 2023/2024 Asset Type Unit Labor Hours Labor Cost Curb & Gutter ft 7202.5 504.18$ 5.762 288.10$ Flatwork sq ft -139083.3 (18,080.83)$ -125.175 (5,563.33)$ Stamped Concrete sq ft 9409 4,328.14$ 8" Flatwork/Waterway sq ft 84849.25 22,060.81$ 76.364325 3,393.97$ Concrete Roadway lane miles 0.33 684.94$ 17.4108 747.52$ 24 x 30 sign ea.6 12.48$ 1.56 96.48$ Traffic Signal 600 E Traffic Signal 300 W Traffic Signal 200 W Traffic Signal 200 E Traffic Signal Main St Traffic Signal 300 E Concrete Unknown, new Traffic Signal 400 E Traffic Signal 500 E Signs 14 900 S from 900 W to Lincoln St (950 E) $26,690,000 funded by SLC County Active Transportation Grant, RDA funds, PU funds, and 2018 FOF Bond; Completed 2023/2024 Asset Type Unit Labor Hours Labor Cost 36 x 36 sign ea.8 36.24$ 2.08 128.64$ 9 x 18 sign ea.9 4.68$ 2.34 144.72$ 9 x 12 sign ea.10 5.10$ 2.60 160.80$ 24 x 24 sign ea.1 1.61$ 0.26 16.08$ 30 x 30 sign ea.46 126.04$ 11.96 739.68$ 24 x 18 sign ea.-9 (10.80)$ -2.34 (144.72)$ U-Channel Sign Support ea.-31 (12.40)$ -1.24 (50.84)$ 24 x 12 sign ea.27 23.22$ 7.02 434.16$ 18 x 18 sign ea.2 1.88$ 0.52 32.16$ 12 x 12 sign ea.6 3.42$ 1.56 96.48$ Yellow ft 725 72.50$ 0.51 14.50$ Crosswalks (Standard)ft 520 265.20$ 10.40 442.00$ Stop Bars ft 122 31.72$ 0.09 2.44$ 4" White ft -19588 (979.40)$ -13.71 (391.76)$ Crosshatching ft 2938 117.52$ 2.06 58.76$ 8" white ft -172 (17.20)$ -0.12 (3.44)$ Turn Arrows ea.-9 (35.37)$ -3.42 (137.16)$ Approach Bars ft -184 (99.36)$ -0.13 (3.68)$ Parking Stalls ft 2112 84.48$ 2.11 168.96$ ADA ea.6 70.02$ Green MMA sq ft 352 352.00$ Additional Time, due to islands hrs.6 6.00 362.52$ Surface Treatments Asphalt Roadway lane miles -4.44 (69,196.82)$ -868.86 (39,767.57)$ Sweeping Protected Bike Lane miles 14 -$ 8.82 407.68$ Snow Removal Protected Bike Lane ft 73920 59.14$ 303.07 295.68$ TOTAL (47,572.93)$ -521.90 (36,463.57)$ Markings (Paint) Signs, contd. 15 1100 E from 900 S to Logan Ave $5,870,000 funded by 2018 FOF Bond; Completed 2024 Asset Type Unit Asset Count Labor Hours Labor Cost Flatwork sq ft -3766 (489.58)$ -3.3894 (150.64)$ Curb & Gutter ft 2664 186.48$ 2.1312 106.56$ Concrete Roadway lane miles 0.067 138.40$ 3.52 151.05$ Stamped Concrete sq ft 1095 503.70$ 8" Flatwork/Waterway sq ft 2820 733.20$ 2.538 112.80$ 11' Pedestrian Poles ea.8 11.36$ 0.08 2.32$ Accessible Pedestrian Signal Buttons ea.8 1,494.32$ 0.66 19.92$ Traffic Signal Heads ea.4 61.40$ 0.00 0.20$ Detection System ea.1 2,165.35$ 0.00 0.06$ Rectangular Rapid Flashing Beacon ea.14 1,052.24$ 25.48 1,019.76$ Sign Support ea.7 3.85$ 0.28 11.48$ Delineator ea.17 28.39$ 0.34 10.71$ 36 x 12 sign ea.15 18.00$ 3.90 241.20$ 12 x 18 sign ea.14 9.94$ 3.64 225.12$ 24 x 18 sign ea.3 3.60$ 0.78 48.24$ U-Channel Sign Support ea.1 0.40$ 0.04 1.64$ Green MMA sq ft 1945 1,945.00$ Yellow ft 3045 304.50$ 2.13 60.90$ Crosswalks (Standard)ft 357 182.07$ 7.14 303.45$ Crosshatching ft 364 14.56$ 0.36 29.12$ 4" White ft 8321 416.05$ 5.82 166.42$ Additional Time, due to islands hours 3.16 -$ 3.16 190.93$ Surface Treatments Asphalt Roadway lane miles -0.122 (1,901.35)$ 87.63 4,010.95$ Sweeping Protected Bike Lane miles 3.75 -$ 2.36 109.20$ Snow Removal Protected Bike Lane ft 19800 15.84$ 81.18 79.20$ TOTAL 6,897.72$ 229.80 6,750.59$ Traffic Signal 1700 S Unknown, new Contracted Concrete Signs Markings (Paint) 16 2100 S from 700 E to 1300 E $28,960,00 funded by 2018 FOF Bond, PU funds, CIP FY23; Completed 2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Curb & Gutter ft 535.23 37.47$ 0.428184 21.41$ Flatwork sq ft 19152.35 2,489.81$ 17.237115 766.09$ Stamped Concrete sq ft 12314.99 5,664.90$ 8" Flatwork/Waterway sq ft 5556.74 1,444.75$ 5.001066 222.27$ Detection System ea.1 2,165.35$ 0.0015 0.06$ 12 x 36 sign ea.17 20.40$ 4.42 273.36$ Delineator ea.19 31.73$ 0.38 11.97$ Sign Support ea.22 12.10$ 0.88 36.08$ 24 x 18 sign ea.14 16.80$ 3.64 225.12$ 24 x 9 sign ea.7 4.97$ 1.82 112.56$ 24 x 12 sign ea.6 5.16$ 1.56 96.48$ 18 x 18 sign ea.7 6.58$ 1.82 112.56$ 12 x 9 sign ea.3 1.53$ 0.78 48.24$ 24 x 30 sign ea.9 18.72$ 2.34 144.72$ 36 x 36 sign ea.3 13.59$ 0.78 48.24$ 24 x 24 sign ea.-5 (8.05)$ -1.30 (80.40)$ 30 x 30 sign ea.-1 (4.53)$ -0.26 (16.08)$ U-Channel Sign Support ea.-66 (26.40)$ -2.64 (108.24)$ Turn Arrows ea.34 133.62$ 12.92 518.16$ Stop Bar ft 88 22.88$ 2.64 115.28$ Yellow ft -2573 (257.30)$ -1.80 (51.46)$ "Only"ea.10 48.80$ 8.60 337.60$ Crosswalks (Standard)ft 163 83.13$ 3.26 138.55$ 8" White ft 922 92.20$ 0.65 18.44$ Speed Bump Arrows ea.7 54.60$ 2.94 79.59$ Surface Treatments Asphalt Roadway lane miles -0.213 (3,319.58)$ 119.80 5,483.31$ Sweeping Snow Removal TOTAL 8,753.22$ 185.89 8,553.91$ Markings (Paint) Signs N/A N/A Concrete Unknown, new 17 500 N 1000 W Intersection $590,000 funded by CIP FY21; Completed 2025 Asset Type Unit Labor Hours Labor Cost Curb & Gutter ft 775 54.25$ 0.62 31.00$ Flatwork sf 90 11.70$ 0.081 3.60$ Stamped Concrete sf 2154 990.84$ Traffic Signals 12 x 36 sign ea.6 7.20$ 1.56 96.48$ Additional Time, due to islands hours 1.33 -$ 1.33 80.36$ Surface Treatments Asphalt Roadway lane miles -0.07 (1,090.94)$ 62.82 2,875.37$ Sweeping Snow Removal TOTAL 463.75$ 71.65 3,376.89$ Net Change Concrete N/A N/A Signs Markings (Paint)Contracted Unknown, new N/A 18 Highland Dr from Ramona Ave to Driggs Ave $14,180,000 funded by 2018 FOF Bond, State Grant; Completed 2024 Asset Type Unit Labor Hours Labor Cost Curb & Gutter ft 1147 80.29$ 0.92 45.88$ Flatwork sq ft 6534 849.42$ 5.88 261.36$ Stamped Concrete sq ft 742 341.32$ 8" Flatwork/Waterway sq ft 16087 4,182.62$ 14.48 643.48$ Traffic Signal 2100 S 11' Pedestrian Poles ea.8 11.36$ 0.08 2.32$ Traffic Signal Wilmington 11' Pedestrian Poles ea.8 11.36$ 0.08 2.32$ Simpson 11' Pedestrian Poles ea.8 11.36$ 0.08 2.32$ Sign Support ea.23 12.65$ 0.92 37.72$ Traffic Signal Highland & Richmond Concrete Unknown, new Signs 19 Highland Dr from Ramona Ave to Driggs Ave $14,180,000 funded by 2018 FOF Bond, State Grant; Completed 2024 Asset Type Unit Labor Hours Labor Cost Green MMA sq ft 2146 2,146.00$ Yellow ft 204 20.40$ 0.14 4.08$ Crosswalks (Standard)ft 77 39.27$ 1.54 65.45$ 6" White ft -95 (7.13)$ -0.07 (1.90)$ 4" White ft 3352 167.60$ 2.35 67.04$ Asphalt Roadway lane miles 0 -$ 180.00 8,238.60$ N/A N/A Contracted Markings (Paint) 20 Virgina St from South Temple to 11th Ave $2,740,000 funded by 2018 FOF Bond; Completed 2024 Asset Type Unit Labor Hours Labor Cost Curb & Gutter ft 877 61.39$ 0.7016 35.08$ Flatwork sq ft 5807 754.91$ 5.2263 232.28$ 8" Flatwork/Waterway sq ft 701 182.26$ 0.6309 28.04$ Concrete Roadway lane miles 0.559 1,160.95$ 29.5106 1,267.01$ Traffic Signals 36 x 36 sign ea.6 27.18$ 1.56 96.48$ Surface Treatments Asphalt Roadway lane miles 0 -$ 540.00 24,715.80$ Sweeping N/A N/A Concrete N/A Signs Markings (Paint) 21 West Temple from 400 S to North Temple $4,110,000 funded by 2018 FOF Bond and UDOT's Transportation Investment Fund; Completed 2024 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Curb & Gutter ft 2368 165.76$ 1.89$ 94.72$ Flatwork sq ft 1343 174.59$ 1.21$ 53.72$ Stamped Concrete sq ft 716 329.36$ 8" Flatwork/Waterway sq ft 5458 1,419.08$ 4.91$ 218.32$ Concrete Pavers sq ft -656 36 x 36 sign ea.1 4.53$ 0.26 16.08$ Surface Treatments Asphalt Roadway lane miles -0.206 (3,210.48)$ 257.52 11,786.66$ Sweeping N/A N/A Markings (Paint) 150 S West Temple 250 S West Temple Signs Concrete Unknown, new Unknown, not cataloged 22 Livable Streets, Various Locations in Zone 2, 3, 4 $1,380,000 funded by CIP FY23; Completed 2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost Curb & Gutter ft 2945 206.15$ 2.356 117.80$ Flatwork sq ft 10750 1,397.50$ 9.675 430.00$ Stamped Concrete sq ft 11100 5,106.00$ Traffic Signals Warning Flasher ea.1 67.23$ 1.74 67.71$ Surface Treatments Asphalt Roadway lane miles -0.23 (3,584.52)$ 1305.70 59,761.94$ Sweeping Snow Removal TOTAL 5,083.45$ 1382.63 63,380.85$ Signs Markings (Paint) N/A Unknown, new Contracted Concrete 23 Various Traffic Signal Projects About $1,000,000 funded by state grants, CIP, and Federal Funding; Completed 2024/2025 Asset Type Unit Asset Count Maintenance Cost Labor Hours Labor Cost High-intensity Activated Crosswalk ea.1 3,636.05$ 9.77 346.51$ Traffic Signal Heads ea.8 221.04$ 0.0096 0.40$ Traffic Signal Cabinet ea.1 440.16$ 1.84 74.88$ Power Pedestal ea.1 153.54$ 0.267 8.01$ Accessible Pedestrian Signal Buttons ea.2 373.58$ 0.166 4.98$ Warning Flasher ea.-1 (67.23)$ -1.74 (67.71)$ Traffic Signal Controller ea.1 155.91$ 0.000004 0.17$ Pedestrian Poles ea.8 11.36$ 0.08 2.32$ Accessible Pedestrian Signal Buttons ea.8 1,494.32$ 0.664 19.92$ Detection system ea.1 2,165.35$ 0.0015 0.06$ Detection system ea.15 32,480.25$ 0.0225 0.90$ TOTAL 44,724.00$ 11.746104 410.42$ 400 S 900 W 100 S 200 E Federally funded full radar detection added to 15 intersections Intersection Wakara Way & Komas Dr 24 This page has intentionally been left blank 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: Jennifer Bruno, Lehua Weaver, Austin Kimmel, Kira Luke, Allison Rowland, Sylvia Richards, Michael Sanders, and Kate Werrett DATE: January 13, 2026 RE: FY2026 Budget Amendment 4 PROJECT TIMELINE: Briefing: January 13, 2026 Set Date: January 13, 2026 Public Hearing: February 3, 2026 Potential Action: February 3, 2026 ISSUE AT-A-GLANCE Budget Amendment 4 includes 27 proposed amendments, including $16,614,942 in revenues and $16,847,383 in expenditures, including $8,650,923 from the General Fund. The amendment proposes changes in seven funds and adds 8.0 FTE’s for the Justice Court. With the adoption of Budget Amendment 4, the available fund balance will be 16.91% of the FY2026 adopted budget. If the items are adopted as proposed, then the Fund Balance would be 3.91%, or $20,026,782, above the 13% minimum Council policy target. Updated Fund Balance numbers and percentages can be found in the table on page 2 of this report. STRAW POLL REQUESTS The Administration has requested straw polls for the following items: 1. A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division 2. A-17: Council support to proceed with the appointment process for a sixth Justice Court Judge 3. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26 UPDATED FUND BALANCE CHART The Administration provided the following fund balance and revenue chart reflecting the proposed changes included in Budget Amendment 4. If the proposed budget amendment items are approved, the fund balance is projected to be 16.91%, which is 3.91% - or $20,026,782- above the target fund balance of 13% of projected General Fund revenue. Page | 2 IMPACT FEE UNALLOCATED “AVAILABLE TO SPEND” BALANCES AND REFUND TRACKING The table below is current as of June 30, 2025. Impact fees must be encumbered or spent within six years of the City receiving them. Expired impact fees must be returned to the entity that paid them with interest over the intervening six years. Type Unallocated Cash “Available to Spend” Next Refund Trigger Date $ Expiring in FY2028 Fire $685,449 More than two years away - Parks $12,723,823 More than two years away - Police $1,697,464 More than two years away - Transportation $1,615,373 More than two years away - Note: Encumbrances are an administrative function when impact fees are held under a contract Page | 2 Page | 3 REVENUE UPDATE The Administration provided the table below with updated revenue details. ADDITIONAL & BACKGROUND INFORMATION Section A: New Items The Administration is requesting $37,000 to replace an Urban Services compliance vehicle that was totaled in April 2025. In June 2025, the totaled vehicle was auctioned for $142.50, and those funds were placed in the Fleet Replacement Fund. To offset the loss of the vehicle, the division has been using Fleet loaner vehicles and a bicycle; however, a designated vehicle is essential to Urban Services’ operations. The division has proposed transferring $37,000 from its operational budget to Fleet for the replacement electric vehicle. The Administration is requesting $30,000 to purchase a drop-down trailer to support Clean City Team work. The trailer will primarily be used to carry sidewalk scrubbing equipment. The Clean City Team has been borrowing a Facilities trailer, however, the use for both functions has grown such that it is impractical for the teams to split trailer usage. The formation of Clean City has generated efficiencies that have reduced the need for contract labor; supporting them with the requested trailer will continue to increase call response capacity. Page | 4 A-3: Wildland Firefighting Expansion Funding. (General Fund: One-time - $13,000 & General Fund: Ongoing - $75,000) The Fire Department is requesting $88,000 in General Fund funding to strengthen wildland fire preparedness and response capabilities. This funding request will include $75,000 ongoing in the FY2027 budget. This funding will support: Increased staffing during red flag days Expanded wildland fire training opportunities Acquisition of wildland personal protective equipment (PPE) and tools Replacement of aging wildland operation radios Below is a line-item budget summary of the request. $25,000 $40,000 $28,000 $25,000 $35,000 $10,000 Wildfire risk is increasing both statewide and within the City, particularly in the wildland-urban interface (WUI). In 2025, approximately 160,000 acres burned statewide, nearly double the acreage burned in 2024. This growing risk underscores the importance of preparedness and rapid response. Goal 1 of the Fire Department’s Strategic Plan “provide unparalleled public safety service” calls for expanding WUI capabilities. The requested funding will support increased staffing during periods of elevated fire risk. On red flag days, additional personnel will patrol the WUI and wildland areas to conduct prevention, detection, and initial suppression activities, to improve the City’s ability to respond quickly before fires escalate. The department is requesting funding for wildland PPE and tools, including hoses, nozzles, and hand tools. Currently, this equipment is primarily housed at stations closest to the WUI. This proposal would make wildland PPE and tools available at all fire stations, for potential “all-hands-on-deck” wildfire events. The department is also proposing to replace its existing 10-year-old Bendix King radios, which are no longer manufactured. These radios are critical for wildland firefighting operations and are the standard radios used by state and regional partners. Replacing them will ensure reliable communication and interoperability during multi-agency wildfire incidents. The Council may wish to ask the Administration if this request could be delayed to the FY2027 annual budget. One-time transfer from GF to Fleet, $163,900. To fund new capital equipment purchases, the Department of Public Lands (DPL) proposes to use $163,900 in FY2026 personnel funding from attrition and vacancy savings in the past six months. The equipment includes: Page | 5 One Kubota RTV Utility Vehicle ($50,300) to water newly planted trees in maintenance district 2, freeing up a one-ton dump truck to be used by the Restrooms and Garbage crew, which provides daily restroom cleaning, pulls trash cans to the curb and back into the parks, and picks up trash in parks. One Toro Dingo trencher ($47,500) to replace a unit that was stolen sometime in Fall 2024. The theft was reported to the Police Department as soon as it was discovered missing, but it has not been recovered. The City’s insurance does not cover the theft or damage of non-real estate assets worth less than $100,000; therefore, the Department must pay for the replacement. Aerator ($15,600) for use exclusively at the Regional Athletic Complex rather than borrowing the Parks Division’s existing unit. Caterpillar model 302 C3 small excavator ($50,500) to allow the new, highly experienced machine operator on the Trails Team to perform in-house trail construction and maintenance. This would save $4,000 per month on rentals and provide improved consistency and results. In addition, the excavator would be used for restoration projects, fire mitigation efforts, and vegetation management on other Department properties. Policy Question: The Council may wish to ask whether this excavator will be used on Foothills Trails construction, and if so, what the planned timeline is for this work. A-5: Park Land Acquisition. (Parks Impact Fees: One-time - $405,000) The Department of Public Lands (DPL) would use this amount to purchase 1.09 acres of open space land. Note: the December 23, 2025, transmittal erroneously lists CIP as the funding source, it is instead Parks Impact Fees. A-6: Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course. (General Fund: One- time - $250,000) This amount would cover construction costs associated with SLC Engineering installing improvements under an existing pedestrian bridge, which spans the Surplus Levee, at the Glendale Golf Course. This structure was flagged by the United States Army Corps of Engineers several years ago as an unpermitted encroachment and the Corps recently issued approvals for City permitting and erosion control at this site. The improvements would treat existing erosion and prevent further erosion around the pedestrian bridge piles that support the structure, as well as protect the structural integrity of the Surplus Canal banks. Project bidding and construction is considered urgent, so the Administration prefers funding this in a budget amendment rather than waiting for the next Capital Asset Planning process. The Federal Emergency Management Agency (FEMA) updates their Flood Insurance Rate Maps based on levee conditions reported by the Corps, so levee deficiencies—like the ones that will be rectified by the proposed project—can lead to increased flood insurance rates for homes and businesses protected by the levee. A-9: Public Services Facilities Division: Old Library Immediate Facility Needs (General Fund: One-time - $195,000) The Administration is requesting $195,000 for several maintenance and security items associated with the Old Library, the former location of the Leonardo. $130,000 will be used to replace the defunct access control system and install security cameras. $65,000 will be used for: Grounds maintenance Security Repairs to doors, plumbing, electrical and mechanical systems Janitorial Services Moving services Funding will come from the General Fund. Grounds maintenance, security, and janitorial services will be incorporated into the FY2027 budget as ongoing expenses. Page | 6 A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division. (General Fund: One-time - $292,819) The Administration is requesting $292,819 to replace a Streets Division backhoe and a Parks Division tractor. Both pieces of equipment have suffered catastrophic failures, and the estimated repair costs significantly exceed their remaining value. These assets were originally scheduled for replacement in FY2027. Upon replacement, both assets will be auctioned, with estimated sale proceeds ranging from $9,700 to $17,900 per unit. The proceeds will be deposited into the Fleet Replacement Fund and used toward future vehicle replacements in accordance with the annual budget process. The FY2026 Fleet Replacement Fund has been fully allocated to other purchases and is not available to offset the cost of these replacements. Additionally, neither division has sufficient funding within their current budgets to absorb the replacement costs; therefore, a transfer from the General Fund is requested. The Administration is requesting a straw poll which, if affirmative, would authorize staff to proceed with ordering the replacement equipment in order to receive it in time to support late spring and summer projects. The Council may wish to consider straw polling this item. Sample language: "I propose a straw poll to allocate funds from the General Fund in the amount of $292,819, for the purchase of replacement equipment for the Streets and Parks Divisions." To address personnel space constraints, the Administration is proposing capital improvements at the Old Library, and Plaza 349 to support the Justice Courts and other city staff. These improvements are intended to meet the space needs of the Justice Court and certain General Fund departments for several years. The requested funding will support the following projects: Old Library Improvements: Infrastructure upgrades, including elevators, HVAC, and related systems Conversion of existing galleries and classrooms into mixed-use space, including offices and meeting rooms Plaza 349 Improvements: Upgrades to aging building systems Relocation of a portion of Justice Court staff Capital construction costs will be funded using accrued interest from tax-exempt bonds. Because furniture, fixtures, and equipment (FF&E) are not an eligible use of this bond interest, $889,800 from the General Fund Balance is requested to cover FF&E expenses. The Administration is requesting $58,000 to replace a Streets Division trailer that has experienced a permanent failure. This trailer is used by the asphalt crew to transport equipment for overlay work and larger pothole repair projects. Although the trailer was originally scheduled for replacement in FY2027, heavy utilization and higher- than-anticipated wear and tear have necessitated an earlier replacement. The Streets Division proposes transferring $58,000 from the Streets budget to the Fleet budget to fund the trailer replacement. Page | 7 A-13: Funding for Gap in Homeless Resource Center Grant Funding for Salaries. (General Fund: Ongoing - $292,833) The Police Department is requesting $292,833 ongoing from the General Fund to fund a Homeless Resource Center (HRC) mitigation officer. This position was previously funded through the State Homeless Mitigation Grant; however, the grant award for FY2026 was reduced. This request would allow the Police Department to maintain existing HRC mitigation staffing levels of 19 FTEs, consisting of three squads and a supervising Lieutenant. If State funding were to decline further and City funding were not available to backfill the reduction, the Department indicated it would need to consider reducing the size of the HRC teams. An alternative option identified would be to reduce internal overtime funding currently used for camp mitigation and redirect those funds to cover squad costs; however, this approach would limit the Department’s ability to deploy overtime resources for emerging mitigation needs. The Department noted that either option would have a significant operational impact and could undermine recent progress achieved through the HRC squads. The Department is actively communicating with state officials regarding the importance of maintaining/increasing resources for cities providing public safety and homeless services and is continuing to explore internal staffing efficiencies where possible. The Police Department is requesting $3,810,941 in ongoing funding to cover overtime expenses. Overtime is primarily used to: Maintain minimum shift coverage, particularly during high-demand summer months Support mitigation and proactive enforcement efforts Staff special events and large-scale community activities For FY2026, the Police Department’s adopted overtime budget totals $3,993,611. As of year-to-date, the Department has expended approximately $3,301,926, or 83% of the annual overtime budget, and is trending toward approximately $7.8 million in total overtime expenditures by year-end. Rather than fully funding projected overtime needs upfront, the FY2026 budget assumed overtime would be funded proportionally throughout the year while the availability of vacancy savings was evaluated. The overtime FY2026 estimate was based on year-to-date expenditure data at the time of budget submission, forecasted across the remainder of the fiscal year. Unlike prior years, the Department does not anticipate vacancy savings in FY2026. The reduction in vacancy savings is attributable to a higher sworn officer fill rate and lower attrition. In FY2025, the Department incurred $8,244,009 in overtime costs, representing approximately 115,593 overtime hours. For FY2026, overtime is estimated at approximately 109,600 hours, a reduction in total hours compared to FY2025. While fewer hours are predicted, overall overtime costs are projected to increase due to higher overtime pay rates in FY2026. The Department reported it is reviewing mitigation staffing logistics and evaluating potential reductions in shifts and shift durations as part of its effort to manage overtime usage. Page | 8 The Department has undergone recent changes to its organizational structure, staffing levels, and deployment models and is actively working to rightsize operations and implement longer-term strategies to reduce reliance on overtime. The department’s stated goal regarding overtime is to reduce the number of overtime shifts while maintaining the ability to respond to emergencies and other operational demands. A-15: Police Retirements Cost. (General Fund: One-time - $977,286) Category Amount Total One-Time Request $977,286 Historical context and budget timing Current budget impacts Anticipated retirements and funding strategy Longer-term structural considerations Page | 9 A-16: Police Mobile Command Center. (General Fund – one-time - $1,000,000) The Police Department is requesting $1,000,000 in one-time funding in FY2026 to acquire a Mobile Command Center (MCC) to support on-scene command, coordination, and communications during major incidents and large-scale events. The Police Department currently does not have a functional mobile command platform. The department currently relies on neighboring jurisdictions or state agencies to provide a mobile command center. Due to an estimated one-year lead time for procurement and build-out, funding in FY2026 is necessary to ensure the MCC is operational and available for events scheduled in early 2027. Salt Lake City continues to face increasingly complex public safety threats, including: Natural disasters (earthquakes, wildfires, floods, severe weather) Mass casualty events Large public gatherings and/or civil disturbances Planned events with worldwide participation Infrastructure failures and emerging cybersecurity-related incidents According to the Administrative Transmittal, the MCC could provide: Enhanced on-scene coordination and faster decision-making Improved situational awareness during critical incidents A secure, centralized location for command-and-control operations Improved interagency coordination during multi-jurisdictional responses Increased public confidence in emergency preparedness during major events Since 2017, the Police Department has relied on mobile command posts provided by the Department of Public Safety and Fire Department during numerous incidents. The Department indicated there have also been additional incidents where a mobile command post would have been operationally beneficial but was not available due to reliance on external resources. If funded, the Department anticipates deploying the MCC approximately 50 or more times annually for complex incidents and major events, including missing persons investigations, homicides, critical incidents, citywide events, free-speech events, large-scale community gatherings, The Church of Jesus Christ of Latter-day Saints Temple open house events, and preparedness for future Olympic-related activities. The Department participates in an interlocal agreement with Salt Lake County law enforcement agencies for resource sharing. While cost recovery is not typically assessed for shared use under this agreement, reimbursement could be negotiated for exceptional circumstances. The Department does not anticipate frequent external use of the MCC, as most partner agencies maintain their own command platforms. Operation of the MCC would not require additional staffing. The Department anticipates nominal costs associated with travel for vehicle acquisition and initial operator training, which it expects to absorb within its existing budget. The Department anticipates a 10 to 15-year service life for the MCC. Long-term maintenance and replacement planning would be coordinated with Fleet Services as part of the City’s standard vehicle lifecycle management process. The Department is in the process of applying for grants which if awarded may be able to reimburse some of the cost to the General Fund. Page | 10 A-17: Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases. (General Fund: Ongoing - $201,749 for FY2026 & IMS Fund: One-time - $9,000) The Administration is proposing staffing increases for the Justice Court, City Prosecutor’s Office, and Legal Defenders Association (LDA) to address growth in case filings (particularly criminal cases and hearings) which now exceed pre-pandemic levels. This proposal adds 11 FTEs across the three offices, along with operating and technology costs. Because these entities are operationally interdependent, the Administration recommends addressing staffing needs simultaneously to maintain service levels and avoid shifting bottlenecks within the justice system. FY2026 Budget Amendment $201,749 ongoing General Fund (personnel and operations) $9,000 one-time IMS Fund (computers) FY2027 Ongoing Impact $1,554,826 General Fund for fully loaded annual costs Includes staffing across all three offices and a sixth Justice Court judge While the FY2026 request is limited, Council should be aware that approval establishes a significant ongoing commitment beginning in FY2027. Justice Court Justice Court Judge (Appointment process approval only; funding deferred until FY2027) Clerk of Court Judicial Assistant (2) City Prosecutor’s Office Associate Prosecutor (3) Paralegal (1) Legal Defenders Association Attorney (2) Case Manager (1) Funding for a sixth Justice Court judge is not included in this FY2026 budget amendment due to an estimated six-month appointment process, which would extend beyond the current fiscal year. However, the Administration is requesting Council approval to proceed with the appointment process. Funding for a sixth judge would be included in the FY2027 annual budget and has an annual estimated cost of $266,447. The Council may wish to consider straw polling this item. Sample language: "I propose a straw poll to indicate Council support for the Administration to proceed with the appointment process for a sixth Justice Court Judge.” The proposal includes $103,714 ongoing in General Fund funding and $9,000 one time in IMS Fund funding to increase Justice Court staffing by 3 FTE’s and for increased operating costs to support anticipated workload growth and preparation for a sixth judge. Additions include: Clerk of Court (new supervisory position) o $50,891 ongoing (4 months) o $3,000 one-time (computer) o Fully loaded annual cost: $152,672 o For more information on this position, see Attachment 2 of this staff report Two Judicial Assistants (Level 2) Page | 11 o $46,294 ongoing (3 months) o $6,000 one-time (computers) o Fully loaded annual cost: $185,177 total o These positions would directly support the sixth judge once appointed. Operating Costs o $6,529 ongoing (3 months) o Primarily for interpreter services and minor operational expenses If all Justice Court positions (including the sixth judge) are approved, the FY2027 annual budget need would be $630,411, and total staffing would increase to 48 FTEs (approximately a 9% increase). City Prosecutor’s Office Staffing The City Prosecutor’s Office is requesting $43,920 of General Fund ongoing funding to add four FTEs to reduce attorney caseloads and improve case processing. Additions include: Three Associate Prosecutors o $33,699 ongoing (1 month) o Fully loaded annual cost: $404,383 total One Paralegal o $10,221 ongoing (1 month) o Fully loaded annual cost: $122,657 If approved, the FY2027 annual budget impact would be $527,041, increasing office staffing to 36 FTEs (a 13% increase). Legal Defenders Association The Administration is proposing $33,115 of General Fund Funding to fund to increase the City’s contract with the LDA, which provides legal defense services at the Justice Court but whose employees are not City staff. The contract increases will include: Two Attorneys o $25,467 ongoing (1 month) o Fully loaded annual cost: $305,607 total One Case Manager o $7,647 ongoing (1 month) o Fully loaded annual cost: $91,767 o Would support the Familiar Faces Court, diversion programs, and Project Rio. If approved, the FY2027 annual contract amount would increase to $2,191,184 (a 22% increase), requiring $397,374 annually for the added positions. A-18: Parking Wayfinding Signage. (General Fund: One-time, $584,495) The Administration proposes to repair or replace a total of 54 way-finding signs that were once located downtown. Of these, only 17 remain in service. Because the City does not have the equipment needed to produce these large signs, the Administration proposes the Council consider two potential options for repair or refurbishment: 1. Using a vinyl overlay to repair the 17 existing signs, at $3,100 each, totaling $52,700; or 2. Refurbish the 17 signs, at $4,900 each, totaling $83,300. This method is considered more attractive. The Administration also notes that some of the foundations of the 17 existing signs also may need refurbishment, at $1,700 each, which would cost a maximum of $28,900. The remainder of the total $584,495 requested for this item would then be used to pay for new signs to replace the 37 signs that no longer exist, at $12,400 each. Page | 12 Policy Questions: If the Council agrees to fund this item, which of the two options listed above is preferred? The Council may wish to ask whether all of the original 54 signs are needed, given the ubiquitousness of electronic way-finding methods used today. A-20: Funding for Fisher Mansion. (CIP: One-time - $500,000) The Administration is requesting $500,000 in unallocated bond interest for the Fisher Mansion rehabilitation project. Funds may be used to address repair needs for the skylight, plaster cracks, soffits and fascia, restoring sandstone porch elements, flooring, doors and windows. Additional funding requests will be required to complete stabilization efforts and other necessary repairs. Section B: Grants for Existing Staff Resources None Section C: Grants for New Staff Resources None Section D: Housekeeping D-1: Legislative Affairs Operations Funding. (General Fund: Ongoing - $80,000) This item was inadvertently omitted from the annual budget due to a processing error during the FY2026 budget development. This request restores $80,000 in funding for Legislative Affairs operating costs that were previously provided but not incorporated into the base budget. The funding would support operational expenses, including: Access and parking at the State Capitol Travel associated with legislative coordination and advocacy Professional development and training Support for legislative and intergovernmental events D-2: Engineering Planning and Design Housekeeping and Expansion. (General Fund: Ongoing - $350,000) The Finance Department intended to make an annual transfer of $350,000 from CIP to Non-departmental for Engineering Planning and Design. This housekeeping item would correct a reference mistakenly included in the FY2026 budget transferring this amount to CIP funds. The correct reference would be to transfer this amount to “an operational expense in the Non-Departmental cost center,” which would allow any unspent funds to drop to fund balance at fiscal year-end. D-3: Refuse Fund Carry Revenue Budget for Lease Agreement. (Refuse: One-Time - $8,918,482) In Budget Amendment No. 2, Sustainability requested carry-forward budget that included $8,918,482 for fleet vehicles for the Waste & Recycling Division to pay outstanding financial obligations from FY2025. However, the revenue to offset these expenses was not included in that amendment. This budget amendment realizes the financing revenue necessary to enter into lease agreements for those vehicles. Essentially, this item balances the books by adding the missing revenue piece. D-4: Community Events - Rescope. (General Fund: One-time - $400,000) The Administration is requesting a rescope of the $400,000 FY2026 Open Streets funding. Council Members will recall this funding is in the City’s Non-Departmental budget and was shifted to ongoing funding in FY2026. The Administration states the funding would be used for the following community events: $100,000 for the DTA Blocks program; Page | 13 $200,000 for a watch party; and $100,000 for America 250 events, which celebrate the 250th anniversary of the United States of America’s founding. Any unused funds will drop to fund balance. According to the Administrative Transmittal, money is being raised to support these events. Council staff has inquired about the Administration’s plans for future Open Streets events and how much it hopes to raise through fundraising. Answers have not been provided at the time this report was published, and staff will follow up with more information as it becomes available. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26. (CIP Fund: One-time - $1,735,515.83) In Budget Amendment 2 of FY2026, over $6 million in interest from unspent proceeds of multiple bonds, including the 2018 Street Reconstruction General Obligation Bonds (2018 GO Bonds), was accounted for and added to the CIP budget. For General Obligation bonds, the interest revenue may only be spent on the project types the voters approved – in this case, street reconstruction. Accordingly, in the present budget amendment, the Administration is proposing to spend the $1,735,515.83 interest from the 2018 GO bonds on street reconstruction projects, including a long-planned segment on 1700 East from 1700 to 2100 South. According to the Administration, "When the City borrows at a low tax-exempt interest rate and does not spend the bond proceeds within three years, any interest earned at a rate higher than the bond’s issuance rate is considered 'excess' and must be repaid to the U.S. Treasury to preserve the bond’s tax-exempt status." Because of this time sensitivity, the Administration has requested a straw poll for this item. Projects using the 2018 GO bonds are chosen according to the values reflected in Engineering's 2022 Six-Year Plan, which prioritizes streets with the worst pavement condition (the "worst-first" approach) for reconstruction. The proposed segment of 1700 East is currently shown in "poor" condition on the City's pavement condition map. The administrative description notes that the project will be coordinated with other agencies, like Public Utilities, to upgrade infrastructure and minimize disruptions in the near future. Note: the budget request anticipates additional interest accruing in FY2026 from the same bonds, which could generate approximately $560,000, to be accounted for in a future budget amendment. If funding permits, the Administration proposes adding 2100 to 2700 South to the reconstruction on 1700 East, which was in the original project plan. The Council may wish to consider straw polling this item. Sample language: "I propose a straw poll to allocate the interest from FY2025 BA#2 for Streets GO bonds in the amount of $1,735,515.83, for rebuilds of city streets as determined by the Engineering Division's Six Year Pavement Plan and the Roadway Selection Committee." D-6: California Avenue Safety Improvements Rescope. (CIP: One-time - $0) The Transportation Division proposes to rescope this funding, which was initially a constituent request funded by the Council in Fall 2024. The rescope would use existing funds to provide additional improvements and expand the project area to include two nearby schools. Potential improvements include landscaping, lighting, traffic calming, pedestrian safety improvements and/or school crosswalks. D-7: CPTED Streetlighting– GF to CIP Transfer. (CIP: One-time - $300,000) As part of the FY2026 budget, the Mayor’s Recommended Budget included a proposed $300,000 transfer to the Capital Improvement Program (CIP) within the Non-Departmental section to fund CPTED lighting along the Jordan River Trail. This transfer was not reflected in the Key Changes document or the CIP Funding Log. To allow the Administration to proceed with the project, the City Council approved the $300,000 CPTED funding request at its July 8, 2025 meeting and agreed to update the Key Changes document through a future budget amendment. Page | 14 Section E: Grants Requiring No New Staff Resources E-1: Trail Maintenance for Salt Lake City Portion of the Jordan River Trail. (Misc. Grants: One- time - $57,600) This item recognizes the City's funding availability grant award in the amount of $57,600 for the purpose of removing dead and dying trees and other woody vegetation to improve navigability, safety and beautification of the Jordan River between 1700 South and 900 South. The Public Hearing for this grant was held November 21, 2025. Section F: Donations None Section G: Council Consent Agenda – Grant Awards None Section I: Council Added Items None ATTACHMENTS New Ongoing Costs to the General Fund Clerk of Court Job Description ACRONYMS ACFR – Annual Comprehensive Financial Report BEMS – Bureau of Emergency Service CIP – Capital Improvement Program FTE – Full-time Employee / Equivalent FY – Fiscal Year GF – General Fund IMS – Information Management Services MCC – Mobile Command Center Page | 14 Page | 15 Attachment 1: New Ongoing Costs to the General Fund Council staff has provided the following list of potential new ongoing costs to the General Fund. Many of these are new FTE’s approved during this fiscal year’s budget amendments, noting that each new FTE increases the City’s annual budget costs if positions are added to the staffing document. Note that some items in the table below are partially or fully funded by grants. If a grant continues to be awarded to the City in future years, then there may not be a cost to the General Fund but grant funding is not guaranteed year-over-year. BAM#2 D-3 IMS Fund Budget Carry Forward $159,414 Ongoing -0- CCAC recommended funding for multiple departments to address compensation for positions lagging behind market rate. Changes & funding weren’t included in annual budget. BAM#2 D-4 Language Access Transfer from Mayor’s Office $50,000 Ongoing -0- Contract language access services funding was inadvertently left out of IMS budget when it was transferred from Mayor’s to IMS during the annual budget. BAM#3 None. BAM#4 A-3: Wildland Firefighting Expansion Funding $88,000 One-Time, $75,000 Ongoing -0- Reflects additional resources needed for red flag days. A-13: Funding for Gap in Homeless Resource Center Grant Funding for Salaries $292,833 Ongoing -0- The State HRC grant funding was reduced by $292,833. Funding to maintain the HRC functionality levels matches the reduction. A-17: Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases $1,554,826 Ongoing 8 Annualized, the additional FY2027 staffing costs are $1,554,826. NOTE: Council staff is working with the Administration on clarifications. Page | 15 Page | 16 Attachment 2: Clerk of Court Job Description Page | 17 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 Straw Poll Request CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Jennifer Bruno, Lehua Weaver, Austin Kimmel, Kira Luke, Allison Rowland, Sylvia Richards, Michael Sanders, and Kate Werrett DATE:January 13, 2026 RE:Budget Amendment #4 Straw Polls STRAW POLL REQUESTS The Administration has requested straw polls for the following items: 1. A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division 2. A-17: Council support to proceed with the appointment process for a sixth Justice Court Judge 3. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26 Sample language for the straw poll: 1. A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division "I propose a straw poll to allocate funds from the General Fund in the amount of $292,819, for the purchase of replacement equipment for the Streets and Parks Divisions." 2. A-17: Council support to proceed with the appointment process for a sixth Justice Court Judge "I propose a straw poll to indicate Council support for the Administration to proceed with the appointment process for a sixth Justice Court Judge.” 3. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26 "I propose a straw poll to allocate the interest from FY2025 BA#2 for Streets GO bonds in the amount of $1,735,515.83, for rebuilds of city streets as determined by the Engineering Division's Six Year Pavement Plan and the Roadway Selection Committee." SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 01/08/2026 Date Sent to Council: 01/08/2026 From: Department * Finance Employee Name: Hillier, Randy E-mail Randy.Hillier@slc.gov Department Director Signature Director Signed Date 01/08/2026 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 01/08/2026 Subject: FY26 Budget Amendment #4 Retransmittal New transmittal or Revision New transmittal Revision Revision Updates: This is a retransmittal of Budget Amendment #4. There were changes it items A-17 and A-18, item A-19 was withdrawn and item A-20 was added. This transmittal also includes an updated version of the Impact Fee report and Fund Balance. Additional Staff Contact: Greg Cleary, Mary Beth Thompson Presenters/Staff Table Greg Cleary: greg.cleary@slc.gov and Mary Beth Thompson: marybeth.thompson@slc.gov Document Type Ordinance Recommendation: The Administration recommends that subsequent to a public hearing, the City Council adopt the following amendments to the FY 2026 adopted budget Background/Discussion The Administration is requesting a budget amendment totaling $8,650,923 in expenses in the general fund. The amendment proposes changes in seven (7) funds, with a total revenue increase of $16,614,942 and a corresponding expenditure increase of $16,847,383. The proposal includes the addition of eight (8) general fund-funded positions. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modiﬁed based on the decisions of the Council. Public Hearing Is there a City or State statutory requirement to hold a public hearing for this item?* Yes No The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement. Does the City have a general practice to hold a public hearing for this item?* Yes No Provide your perspective on the value of recommending a public hearing NA Public Process Public Hearing This page has intentionally been left blank DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 ERIN MENDENHALL Mayor MARY BETH THOMPSON Chief Financial Officer CITY COUNCIL TRANSMITTAL ___________________________________ Date Received: _______________ Jill Love, Chief Administrative Officer Date sent to Council: __________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: January 8, 2025 Chris Wharton, Chair FROM: Mary Beth Thompson, Chief Financial Officer SUBJECT: FY26 Budget Amendment #4 - Retransmittal SPONSOR: NA STAFF CONTACT: Mary Beth Thompson, Greg Cleary DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that subsequent to a public hearing, the City Council adopt the following amendments to the Fiscal Year 2026 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $0.00 $8,650,923.00 FLEET FUND 1,581,719.00 1,581,719.00 CIP FUND 5,798,741.00 6,298,741.00 REFUSE FUND 8,918,482.00 0.00 GOLF FUND 250,000.00 250,000.00 IMS FUND 9,000.00 9,000.00 MISC GRANTS FUND 57,000.00 57,000.00 TOTAL $16,614,942.00 $16,847,383.00 BACKGROUND/DISCUSSION: Revenue for FY 2026 Budget Adjustments The chart below presents General Fund Projected Revenues for FY 2026. Based on revenue data across the first part of the fiscal year, it is projected that revenues will be realized at approximately $368,733 beyond the FY 2026 Adopted Budget. Revenue FY26 Annual Budget FY26 Amended Budget Projection Amended Variance Favorable/(Unfavorable) Property Taxes 148,580,334 148,580,334 148,580,334 - Sales, Use & Excise Taxes 126,026,000 126,026,000 126,000,000 (26,000) Franchise Taxes 17,220,000 17,220,000 17,339,305 119,305 Total Taxes 291,826,334 291,826,334 291,919,639 93,305 Charges For Services 6,821,820 6,821,820 5,056,754 (1,765,066) Fines & Forfeitures 3,085,827 3,085,827 3,074,937 (10,890) Interest Income 9,000,000 9,000,000 9,000,000 - Interfund Service Charges 34,569,169 34,569,169 34,574,395 5,226 Intergovernmental Revenue 6,205,000 6,205,000 6,073,983 (131,017) Licenses 21,847,694 21,847,694 22,024,495 176,801 Miscellaneous Revenue 3,838,663 3,838,663 3,808,672 (29,991) Parking Meter Revenue 3,273,255 3,273,255 3,956,050 682,795 Parking Tickets 2,200,000 2,200,000 2,200,000 - Permits 18,981,859 18,981,859 20,235,322 1,253,463 Property Sale Proceeds - - 24,741 24,741 Gain on Property Dispositions - - 272 272 Rental & Other Income 1,201,460 1,201,460 1,270,554 69,094 Operating Transfers In 24,780,192 24,780,192 24,780,192 - Total W/O Special Tax 135,804,939 135,804,939 136,080,367 275,428 Sales Tax Addition 1/2%58,000,000 58,000,000 58,000,000 - Total General Fund 485,631,273 485,631,273 486,000,006 368,733 The table below presents updated Fund Balance numbers and percentages, based on the proposed changes included in Budget Amendment #4. With the complete adoption of Budget Amendment #4, the available fund balance will remain at 16.91 percent of the FY 2026 Adopted Budget. For context, at budget adoption fund balance was at 12.91 percent. FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 27,841,978 146,448,554 174,290,532 22,746,360 120,121,319 142,867,679 Prior Year Encumbrances (3,547,119) (18,657,815) (22,204,934) - - (18,919,920) Estimated Beginning Fund Balance 24,294,859$ 127,790,739$ 152,085,598$ 22,746,360$ 120,121,319$ 123,947,759$ Beginning Fund Balance Percent 39.57%30.50%31.66%38.72%26.47%24.19% Year End ACFR Adjustments Revenue Changes Expense Changes (Prepaids, Receivable, Etc.) (3,188,435) (3,188,435) 15,024 15,024 Fund Balance w/ ACFR Changes 24,294,859 124,602,304 148,897,163 22,746,360 120,136,343 123,962,783 Final Fund Balance Percent 39.57%29.74%30.99%38.72%26.48%24.19% Budgeted Change in Fund Balance (4,162,906) (36,664,442) (40,827,348) - (27,392,780) (27,392,780) Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment 469,408 469,408 BA#1 Expense Adjustment (2,468,933) (2,468,933) (358,000) (358,000) BA#2 Revenue Adjustment 102,000 102,000 BA#2 Expense Adjustment (3,407,524) (3,407,524) (913,000) (913,000) BA#3 Revenue Adjustment 3,904,861 3,904,861 BA#3 Expense Adjustment (3,959,861) (3,959,861) - BA#4 Revenue Adjustment - - BA#4 Expense Adjustment - - (8,650,923) (8,650,923) BA#5 Revenue Adjustment 1,013,067 1,013,067 BA#5 Expense Adjustment (5,200,000) (4,736,688) (9,936,688) BA#6 Revenue Adjustment - BA#6 Expense Adjustment Change in Revenue Change in Expense Fund Balance Budgeted Increase Adjusted Fund Balance 22,746,360 120,121,319 142,867,679 22,746,360 82,821,640 86,648,080 Adjusted Fund Balance Percent 37.05%28.67%29.74%38.72%18.25%16.91% Projected Revenue 61,397,384 419,006,975 480,404,359 58,749,999 453,721,525 512,471,524 Salt Lake City General Fund TOTAL Fund Balance Projections FY2026 BudgetFY2025 Budget The Administration is requesting a budget amendment totaling $8,650,923 in expenses in the general fund. The amendment proposes changes in seven (7) funds, with a total revenue increase of $16,614,942 and a corresponding expenditure increase of $16,847,383. The proposal includes the addition of eight (8) general fund-funded positions. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget amendment is separated in eight different categories: A. New Budget Items B. Grants for Existing Staff Resources C. Grants for New Staff Resources D. Housekeeping Items E. Grants Requiring No New Staff Resources F. Donations G. Council Consent Agenda Grant Awards I. Council Added Items PUBLIC PROCESS: Public Hearing This page has intentionally been left blank SALT LAKE CITY ORDINANCE No. _____ of 2026 (Fourth amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2025-2026) An Ordinance Amending Salt Lake City Ordinance No. 32 of 2025, which adopted the Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2025, and Ending June 30, 2026. In June of 2025, the Salt Lake City Council adopted the final budget of Salt Lake City, Utah, including the employment staffing document, effective for the fiscal year beginning July 1, 2025, and ending June 30, 2026, pursuant to the requirements of Utah Code section 10-6-118. The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 32 of 2025. SECTION 2. Adoption of Amendments. The budget amendments, including amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including the amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2025, and ending June 30, 2026, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this ____ day of _____, 2026. Chris Wharton, Council Chair ATTEST: Keith Reynolds, City Recorder Transmitted to the Mayor on Mayor’s Action: Approved Vetoed Mayor Erin Mendenhall ATTEST: Keith Reynolds, City Recorder (SEAL) Bill No. ____ of 2026. Published Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Jaysen Oldroyd This page has intentionally been left blank Initiative Number/Name Fund Revenue Amount Expenditure Amount Revenue Amount Expenditure Amount Ongoing or One- time FTEs 1 Vehicle Replacement for Urban Services Division GF 0.00 (37,000.00)One-time - 1 Vehicle Replacement for Urban Services Division GF 0.00 37,000.00 One-time - 1 Vehicle Replacement for Urban Services Division Fleet 37,000.00 37,000.00 One-time - 2 Trailer for Facilities Division GF 0.00 (30,000.00)One-time - 2 Trailer for Facilities Division GF 0.00 30,000.00 One-time - 2 Trailer for Facilities Division Fleet 30,000.00 30,000.00 One-time - 3 Wildland Firefighting Expansion Funding GF 0.00 88,000.00 One-time/Ongoing - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF 0.00 (163,900.00)One-time - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF 0.00 163,900.00 One-time - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases Fleet 163,900.00 163,900.00 One-time - 5 Park Land Acquisition CIP 0.00 (405,000.00)One-time - 5 Park Land Acquisition CIP 0.00 405,000.00 6 Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course GF 0.00 250,000.00 One-time - 6 Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course Golf 250,000.00 250,000.00 One-time - 7 Moved to Housekeeping 8 Withdrawn Prior to Transmittal 9 Public Services Facilities Division: Old Library Immediate Facility Needs GF 0.00 195,000.00 One-time - 10 Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division GF 0.00 292,819.00 One-time - 10 Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division Fleet 292,819.00 292,819.00 One-time - 11 Old Library, Plaza 349 and Justice Courts Capital Improvements CIP 5,498,741.00 5,498,741.00 One-time - 11 Old Library, Plaza 349 and Justice Courts Capital Improvements GF 0.00 889,800.00 One-time - 12 Trailer for Public Services Streets Division GF 0.00 (58,000.00)One-time - 12 Trailer for Public Services Streets Division GF 0.00 58,000.00 One-time - 12 Trailer for Public Services Streets Division Fleet 58,000.00 58,000.00 One-time - 13 Funding for Gap in Homeless Resource Center Grant Funding for Salaries GF 0.00 292,833.00 Ongoing - 14 Police Overtime Funding in FY 2026 GF 0.00 3,810,941.00 One-time - 15 Police Retirements Cost GF 0.00 977,286.00 One-time - 16 Police Mobile Command Center GF 0.00 1,000,000.00 One-time - 16 Police Mobile Command Center Fleet 1,000,000.00 1,000,000.00 One-time - 17 Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases GF 0.00 189,749.00 Ongoing 8.00 17 Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases IMS 9,000.00 9,000.00 One-time - 18 Parking Way-finding Signage GF 0.00 584,495.00 One-time - 19 Withdrawn Prior to Transmittal 20 Funding for Fisher Mansion CIP 0.00 500,000.00 One-time - 1 Legislative Affairs Operations Funding GF 0.00 80,000.00 Ongoing - 2 Engineering Planning and Design Housekeeping and Rescope GF 0.00 (350,000.00)One-time - 2 Engineering Planning and Design Housekeeping and Rescope GF 0.00 350,000.00 One-time - 3 Refuse Fund Revenue Budget for Lease Agreement Refuse 8,918,482.00 0.00 One-time - 4 Community Events - Rescope GF 0.00 0.00 One-time - Fiscal Year 2025-26 Budget Amendment #4 Council ApprovedAdministration Proposed Section A: New Items Section D: Housekeeping Section C: Grants for New Staff Resources Section B: Grants for Existing Staff Resources 1 Fiscal Year 2025-26 Budget Amendment #4 5 Streets GO Bonds Interest Reallocation for FY 2025-26 CIP 0.00 (1,735,515.83)One-time - 5 Streets GO Bonds Interest Reallocation for FY 2025-27 CIP 0.00 1,735,515.83 One-time - 6 California Avenue Safety Improvements Rescope CIP 0.00 0.00 One-time - 7 CPTED Streetlight – GF to CIP Transfer CIP 300,000.00 300,000.00 One-time Section E: Grants Requiring No New Staff Resources 1 Trail Maintenance for Salt Lake City Portion of the Jordan River Trail Misc Grants 57,000.00 57,000.00 One-time - Consent Agenda Total of Budget Amendment Items 16,614,942.00 16,847,383.00 0.00 0.00 8.00 Initiative Number/Name Fund Revenue Amount Expenditure Amount Revenue Amount Expenditure Amount Ongoing or One- time FTEs Total by Fund, Budget Amendment #4: General Fund GF 0.00 8,650,923.00 0.00 0.00 8.00 Fleet Fund Fleet 1,581,719.00 1,581,719.00 0.00 0.00 CIP Fund CIP 5,798,741.00 6,298,741.00 0.00 0.00 Refuse Collection Fund Refuse 8,918,482.00 0.00 0.00 0.00 Golf Fund Golf 250,000.00 250,000.00 0.00 0.00 IMS Fund IMS 9,000.00 9,000.00 0.00 0.00 Misc Grants Fund Misc Grants 57,000.00 57,000.00 0.00 0.00 - Total of Budget Amendment Items 16,614,942.00 16,847,383.00 0.00 0.00 8.00 Administration Proposed Council Approved Section I: Council Added Items Section F: Donations Section G: Council Consent Agenda -- Grant Awards 2 Fiscal Year 2025-26 Budget Amendment #4 Current Year Budget Summary, provided for information only FY 2025-26 Budget, Including Budget Amendments FY 2025-26 Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue General Fund (FC 100)453,721,525 0.00 - - 453,721,525.09 Debt Service Fund (FC 101)30,514,822 30,514,822.00 Other Improvement Fund (FC 150)3,000 3,000.00 Capital Improvement Fund (FC 300)41,675,084 12,206,670.04 5,798,741.00 59,680,495.04 Water Utility Fund (FC 400)192,010,432 51,079,400.00 243,089,832.00 Sewer Utility Fund (FC 410)357,160,859 357,160,859.00 Stormwater Utility Fund (FC 420)25,327,969 2,000,000.00 27,327,969.00 Street Lighting Utility Fund (FC 430)5,874,881 5,874,881.00 Department of Airports Fund (FC 540)606,598,500 - 606,598,500.00 Fleet Management Fund (FC 610)23,925,700 - 1,581,719.00 25,507,419.00 Risk Management Fund (FC 620)69,846,524 69,846,524.37 Governmental Immunity Fund (FC 630)4,529,865 4,529,865.00 Information Mgt Serv Fund (FC 650)43,052,934 50,000.00 9,000.00 43,111,934.00 Local Building Authority Fund (FC 660)1,172,525 1,172,525.00 Refuse Collection Fund (FC670)25,469,123 8,918,482.00 34,387,605.00 Golf Fund (FC 680)14,156,634 250,000.00 14,406,634.00 Housing and Loan Fund (FC 690)14,082,500 14,082,500.00 CDBG Fund (FC 710)4,885,779 4,885,779.00 Miscellaneous Grants Fund (FC 720)12,714,477 3,490,212.72 4,139,704.89 57,000.00 20,401,394.61 Demolition Weed and Forfeiture (FC 730)4,365,000 4,365,000.00 Emergency 911 Dispatch (FC 750)4,295,000 4,295,000.00 Downtown Alliance Fund (FC 760)1,700,000 2,500,000.00 4,200,000.00 Donations Fund (FC 770)500,000 500,000.00 Funding Our Future Fund (FC 780)58,749,999 58,749,999.00 Transportation Fund (FC 785)14,332,500 14,332,500.00 DEA Taskforce (FC 901)1,159,208 1,159,207.61 Community Reinvestment Agency Fund (FC 920)86,036,232 86,036,232.00 Sports Arena Fund (FC 740)79,512,660 79,512,660.00 Emergency Loan Program Fund - 273,000.00 Total of Budget Amendment Items 2,177,373,732 273,000.00 71,326,282.76 4,139,704.89 16,614,942.00 - 2,269,454,661.72 3 Fiscal Year 2025-26 Budget Amendment #4 Total Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense General Fund (FC 100)464,359,952 353,000.00 913,000.00 8,650,923.00 474,276,875.26 Debt Service Fund (FC 101)36,589,783 36,589,783.00 Other Improvement Fund (FC 150)3,000 3,000.00 Capital Improvement Fund (FC 300)48,175,084 16,339,140.04 6,298,741.00 70,812,965.04 Water Utility Fund (FC 400)216,611,815 66,849,851.00 283,461,666.00 Sewer Utility Fund (FC 410)159,022,034 12,083,142.00 171,105,176.00 Stormwater Utility Fund (FC 420)26,465,800 7,349,551.00 33,815,351.30 Street Lighting Utility Fund (FC 430)8,418,357 1,327,234.00 9,745,591.00 Department of Airports Fund (FC 540)476,954,577 100,000.00 477,054,577.00 Fleet Management Fund (FC 610)23,735,252 13,202,498.00 1,581,719.00 38,519,469.00 Risk Management Fund (FC 620)69,846,524 69,846,524.37 Governmental Immunity Fund (FC 630)4,302,013 94,791.00 4,396,804.00 Information Mgt Serv Fund (FC 650)43,052,934 2,451,295.18 9,000.00 45,513,229.18 Local Building Authority Fund (FC 660)1,172,525 1,172,525.00 Refuse Collection Fund (FC670)29,357,332 9,350,559.00 - 38,707,891.00 Golf Fund (FC 680)26,570,200 957,404.00 250,000.00 27,777,604.00 Housing and Loan Fund (FC 690)14,082,500 14,082,500.00 CDBG Fund (FC 710)4,885,779 4,885,779.00 Miscellaneous Grants Fund (FC 720)12,714,477 3,490,212.72 4,139,704.89 57,000.00 20,401,394.61 Demolition Weed and Forfeiture (FC 730)4,365,000 4,365,000.00 Emergency 911 Dispatch (FC 750)9,646,688 9,646,688.00 Downtown Alliance Fund (FC 760)1,700,000 2,500,000.00 4,200,000.00 Donations Fund (FC 770)500,000 500,000.00 Funding Our Future Fund (FC 780)48,111,572 48,111,571.83 Transportation Fund (FC 785)15,106,833 15,106,833.00 DEA Taskforce (FC 901)1,159,208 1,159,207.61 Community Reinvestment Agency Fund (FC 920)86,036,232 86,036,232.00 Sports Arena Fund (FC 740)79,512,660 79,512,660.00 - Total of Budget Amendment Items 1,912,458,131 353,000.00 137,008,677.94 4,139,704.89 16,847,383.00 - 2,070,806,897.20 4 Fiscal Year 2025-26 Budget Amendment #4 Finance Department City Council Office Contingent Appropriation / Notes 5 This page has intentionally been left blank Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 1 Section A: New Items A-1: Vehicle Replacement for Urban Services Division GF One-time ($37,000.00) GF One-time $37,000.00 Fleet One-time $37,000.00 Department: Public Services Prepared By: JP Goates, Julie Crookston, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Julie Crookston and Kimberley Schmeling In April 2025, a compliance enforcement officer was involved in an accident that led to the total loss of one of the division's Chevy Bolt vehicles. There were no other vehicles involved; the officers swerved to avoid hitting an animal in the roadway. Since the City is self-insured, Urban Services is fully responsible for the replacement cost of the vehicle. Since the accident, the division has been using bikes in warmer weather but will need to use a loaner vehicle from the Fleet Division once bike season ends. However, this is a temporary fix. To regain full operational capacity, the Urban Services Division is proposing transferring $37,000 from its operational budget to the Fleet Division to purchase a new Chevy Bolt. This new vehicle is essential for th e division's operations, as it will replace the lost asset and help maintain enforcement efficiency and revenue generation. A-2: Trailer for Facilities Division GF One-time ($30,000.00) GF One-time $30,000.00 Fleet One-time $30,000.00 Department: Public Services Prepared By: JP Goates, Riley Bird, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Riley Bird and Kimberley Schmeling When the division of Urban Services was created in FY 2026, personnel and equipment were moved from the Facilities division to Urban Services division. A drop-down trailer, previously an asset of the Facilities team used to move large equipment, including two scissor lifts, was no longer available for maintena nce and repair work completed by the staff in that division. An increase in workload related to the Clean City initiative at Urban Services means the trailer is in use full-time by that team. A drop-down trailer is the safest and most efficient way to move critical large equipment. Without it, operations are delayed and safety risks increase. Leasing a trailer is not a practical alternative as equipment is moved daily and is an ongoing need. The Division of Facilities Services is seeking to transfer funds from their operating budget to Fleet to purchase the trailer needed. No new funds are being requested. A-3: Wildland Firefighting Expansion Funding GF One-time/ Ongoing $88,000.00 Department: Fire Prepared By: Chief Lieb, Brittany Blair For questions, please include Chief Lieb and Brittany Blair The Fire Department is requesting funding to support the expanding needs of our wildland firefighting program, as wildfire risk increases and conditions continue to change in the region. According to the National Interagency Fire Center based in Boise, ID, the total number of wildfires nationwide have increased significantly over the last five years. These fires range from human caused, to natural caused, to cause undetermined. The contributing factors for wildland fires are the increase in urban centers pushing up against wildland urban interface areas, such as the east and north benches in SLC, water content in the fuels, environmental temperatures, humidity, and wind speed. The current request totals $88,000 for the remainder of this fiscal year, $75,000 of which will be ongoing costs (see the table below). These funds will cover the days of increased staffing during 2025 for periods of extreme fire weather during July through October, increased wildland training requirements, additional personal protective equipment (PPE), tools, such as hoses, nozzles and hand tools, and the replacement of aging Bendix King radios, which are over ten years old and no longer manufactured. The Bendix King radios are the standard radio used in wildland operations and are essential for the firefighting teams to communicate and coordinate on-scene with our state and regional partners during an event. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 2 The ongoing request also supports anticipated annual upstaffing needs driven by increasing red flag days, recurring PPE purchases, further equipment replacement due to loss or damage, expanded wildland training, and ongoing radio maintenance and replacement. Category Personnel FY26 Request $25,000 Ongoing Request $40,000 PPE Equipment $28,000 $25,000 Radios $35,000 $10,000 Total $88,000 $75,000 A-4: Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF One-time ($163,900.00) GF One-time $163,000.00 Fleet One-time $163,900.00 Department: Public Lands Prepared By: Gregg Evans For questions, please include Gregg Evans The Public Lands Department is requesting to rescope $163,900 in existing FY 2026 personnel budget which, if approved, will be transferred to the Fleet Fund as one-time funding for the purchase of capital equipment. The funds being requested for this transfer to Fleet were generated from attrition and vacancy savings from the first half of th is fiscal year. Savings are generated throughout the fiscal year from positions remaining vacant during the typical hiring process, especially when there is difficulty in hiring some positions. The Department continually tracks the duration of all vacancies to calculate the estimated savings. The Department is proposing to use the one-time funds to purchase the equipment detailed below. • $50,300 - Kubota RTV Utility Vehicle, this new unit will support the ongoing watering of newly planted trees throughout the maintenance district 2 area. Currently, staff are using a 1 -ton dump truck for tree watering, adding this vehicle will free up a 1-ton truck in District 2 used for watering trees to be repurposed to the detail (rag) crew in District 2. • $47,500 - Toro Dingo to replace stolen trencher (Unit # 81510) with a new trencher. • $15,600 – Aerator, the new aerator requested will help prevent soil compaction in high-use common and spectator areas at the Regional Athletic Complex (RAC). Currently, the RAC does not own an aerator and has relied on borrowing the Parks Department’s unit for more than five years. The current unit will be repurposed to perform turf aeration on park properties throughout the City. • $50,500 - Caterpillar model 302 C3 small excavator for trail repairs and maintenance. The primary purpose of this new machine will be in-house trail construction and maintenance performed by the Trails Team. Currently, all machine work on trails is either contracted out with variable results or completed using rented equipment at a cost of approximately $4,000 per month. The Trails Team now has an experienced machine operator on staff with six years of trail construction and maintenance experience, allowing this work to be completed internally with greater consistency and higher quality results. In addition, this excavator would also support restoration projects, fire mitigation efforts, and vegetation management across Natural Lands properties. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 3 A-5: Park Land Acquisition CIP One-time ($405,000.00) CIP One-time $405,000.00 Department: Public Lands Prepared By: Gregg Evans For questions, please include Gregg Evans The Public Lands Department in coordination with Real Estate Services is requesting a budget amendment in the amount of $405,000 that will utilize Parks Impact Fees to fund the acquisition of 1.09 acres of open space. A-6: Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course GF One-time $250,000.00 Golf One-time $250,000.00 Department: CAN Prepared By: Mark Stephens, Dawn Valente For questions, please include Mark Stephens, Dawn Valente and Tammy Hunsaker The United States Army Corps of Engineers (USACE) and Salt Lake County Flood Control (SLCoFC) identified multiple unpermitted encroachment violations along the Surplus Canal located within the geographic boundaries of Salt Lake City. Resolution of these encroachment violations were shared between SLC Public Utilities, SLC Engineering and the SLC Airport. One of the major encroachment violations assigned to SLC Engineering was the permitting and erosion control of an existing, previously constructed pedestrian bridge at the Glendale Golf Course spanning the Surplus Levee Canal. The above-mentioned USACE design review process and approvals have taken years, and until recently Engineering did not know when the final USACE would be approved. Now that the USACE has provided approval, project bidding and construction is considered urgent, and as such, obtaining funding through a budget amendment process has been deemed the best approach in lieu of waiting for the next Capital Asset Planning process. The $250,000 requested in this amendment is to cover construction costs associated with installing the erosion control rip-rap revetment under the existing bridge surrounding the piles driven into the canal that support the bridge structure above. USACE requires the placement of this revetment t o treat existing erosion and to prevent further erosion around the pedestrian bridge piles that support the structure. This will also ensure and protect the structural integrity of the Surplus Canal banks. Increases to flood insurance costs could be incurred by surrounding residents and businesses if the City does not address this violation. Part of the reason for the emergency is that as the Federal Emergency Management Agency (FEMA) updates their Flood Insurance Rate Maps (FIRM) based on levee conditions reported by USACE, any lacking levee deficiency , such as the one to be rectified by the proposed project, poses the risk for flood insurance rates to be increased for those properties, homes and businesses protected by the levee. A-7: Moved to Housekeeping as D-6 A-8: Withdrawn Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 4 A-9: Public Services Facilities Division: Old Library Immediate Facility Needs GF One-time $195,000.00 Department: Public Services Prepared By: JP Goates, Josh Lander, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Josh Lander and Kimberley Schmeling Maintenance activities began in September of this year with miscellaneous repairs for The Leonardo, but when the building was vacated by the tenant and turned over to the City, activities have ramped up and have included but have not been limited to: - grounds maintenance, - repairs to doors, plumbing, electrical and mechanical systems, - janitorial and moving services, and - security. Work on these items needs to continue at a minimum to keep the building functional and secure. Public Services is requesting $195,000 to continue maintenance and security efforts. The largest of these expenses will be $130,000 for security access and camera installations; the remaining funding will be for the maintenance expenses listed above. Security updates have been deemed necessary because the building’s existing access control system is outdated and in need of repair. In addition, the city no longer has licensing for Mellennium, which means City badges cannot be programmed to work with the existing system. Also, since this is a City building, the City’s Security Director has requested that cameras be installed to monitor the site. A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division GF One-time $292,819.00 Fleet One-time $292,819.00 Department: Public Services Prepared By: Julie Crookston, Kimberley Schmeling For questions, please include Jorge Chamorro, Julie Crookston and Kimberley Schmeling Two assets -- one in Public Lands and one in Streets -- have recently experienced severe and unrepairable breaks. Public Lands Tractor – This asset had a catastrophic break occur recently. It will cost about $7,000 to repair. However, prior to the break the estimated value of the asset was no more than $1,000 due to its age and continued heavy use. The tractor was originally purchased in 2008 and has been eligible for replacement since August 2023. Due to volume of assets needing replaced, both in Public Lands and throughout the City, replacement of other older or more critical assets have taken priority. Of the 52 assets Public Lands needed replaced, this tractor was originally 37 th on the list in order of seniority. Fleet and Public Lands have now determined this tractor needs to be replaced as soon as possible, rather than waiting for the FY 2027 replacement cycle. Parks District 1 (serving Pioneer Park, Riverside Park, Cottonwood Park, etc.) uses this asset heavily since it has many different attachments which allow it to be used for a variety of tasks. For example, it is used in the spring as a seed spreader and fertilizer. In the fall, it is used as a leaf collector, leaf blower, and a sweeper. In the summer it functions as a backup mower. There are no rental options available for this type of tractor. It is imperative this asset is replaced with one that is compatible with all the attachments we already own. Fleet has committed all of the FY 2026 replacement funding and is unable to cover the cost of replacing this asset. Likewise, Public Lands does not have enough projected end-of-year savings to cover the cost. The cost of replacing the tractor is $55,819. The lead time for this asset is a minimum of three months . Streets Backhoe – This asset also suffered a catastrophic break. The current estimated value of the backhoe prior to the break was about $27,000. The repairs needed are estimated to cost over $40,000, and due to the nature of the required repairs, it is likely there will continue to be repair issues with this asset even after the repairs. As such, it is not economical to repair the backhoe. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 5 This asset was not projected to be eligible for replacement until 2027. After review, it was determined there was no abuse by the users, and the asset was being used appropriately and for its intended purpose. This asset is heavily utilized, creating a large amount of wear and tear. It has been operated by the concrete crews as they repair concrete throughout the City and is vital to their work excavating damaged concrete prior to pouring new concrete. Th is asset needs to be replaced as soon as possible rather than waiting for the FY 2027 replacement cycle. There are no rental options available for this exact size, and a smaller backhoe would greatly decrease efficiency of the team, creating a reduction of service. Fleet has committed all FY 2026 replacement funding and is unable to cover the cost of replacing this asset. Likewise, Streets does not have enough projected end-of-year savings to cover the cost. The cost of replacing the backhoe is $237,000. In the backup documentation quotes for both assets are provided. Public Services is also requesting a straw poll for this BA, to allow the orders to be placed as soon as possible, and thus delivered as quickly as possible. A-11: Old Library, Plaza 349 and Justice Courts Capital Improvements CIP One-time $5,498,741.00 GF One-Time 889,800.00 Department: Public Services Prepared By: Jorge Chamorro, JP Goates, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates and Kimberley Schmeling To support internal growth, with the most pressing one being the addition of a new judge and their supportive staff at the Justice Courts building, and to address space constraints in several City offices, the City plans to reinvest in three key facilities: the Old Library, Plaza 349 and Justice Courts. This initiative may include completing essential infrastructure upgrades (elevators, HVAC, etc.) at the Old Library (former Leonardo museum), converting into a mixed-use space including City offices on the third floor and classrooms, meeting, and gallery space on the second floor, and additional administrative offices on the first floor. It also includes addressing aging systems at Plaza 349 and supporting the relocation of certain Justice Courts staff. This will allow time for the City to explore alternatives to adequately house the Justice Courts. The Department intends to utilize the interest accrued from the tax-exempt bond. Upon review, it has been determined that the above-mentioned project costs are eligible to be covered by bond interest proceeds. The Architectural team has prepared a high-level estimate of $5,498,741. The project includes interior renovations to accommodate the Justice Courts ($300,000), critical repairs to the elevators ($250,000), storm dr ainage ($36,000), and tech ($75,000). Permits will cost $45,000. Design, engineering and project management ($822,941), and construction/general contracting, and contingencies ($3,080,000) make up the bulk of the expense. F urniture, fixtures and equipment (FF+E) expenses ($889,800) round out the budget. The FF+E will not be included in bond interest financing and will be supported by General Fund Fund Balance. A-12: Trailer for Public Services Streets Division GF One-time ($58,000.00) GF One-time $58,000.00 Fleet One-time $58,000.00 Department: Public Services Prepared By: Julie Crookston, James Aguilar, Kimberley Schmeling For questions, please include Jorge Chamorro, Julie Crookston, James Aguilar and Kimberley Schmeling A trailer used by the Streets division in Public Services has suffered a permanent break. The metal frame has cracked and is unrepairable. This trailer is a critical piece of equipment used by Streets' asphalt crews to haul equipment to roadways when they are performing more robust asphalt repairs, such as repairing larger than normal potholes and doing inlays. This asset was not projected to be eligible for replacement until 2027. After a review it was determined there was no abuse by the users, and the asset was being used appropriately and for its intended purpose. This asset is heavily utilized, Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 6 thus creating a large amount of wear and tear. Fleet has committed all the FY 2026 replacement funding and is unable to cover the cost of replacing this asset this year. Streets is currently projected to have enough end -of-year savings to cover the cost of replacing this trailer. This amendment is to transfer $58,000 from Streets to Fleet cover the cost of replacing the asset. A-13: Funding for Gap in Homeless Resource Center Grant Funding for Salaries GF Ongoing $292,833.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond Budget for HRC mitigation officer salary portion not covered by the State HRC grant $292,833. The amount of funding awarded for the FY 2026 HRC mitigation grant to cover the 19.0 employees is $2,735,048 which was a reduction of $210,909 from FY 2025 funded at $2,945,957. The total estimated personnel cost is $3,027,881 requiring a budget of $292,833 for FY 2026 general fund. The existing funding provides for 19 FTE's, which is three squads and a supervising Lieutenant. To maintain functionality at the Homeless Resource Center, Police needs to keep staffing at this level. A-14: Police Overtime Funding in FY 2026 GF Ongoing $3,810,941.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond The police department is requesting additional funding to cover overtime expense. This cost is currently budgeted at $3,993,611 and the department does not have anticipated vacancy savings to cover overtime. The total overtime in FY 2026 is not expected to reach the FY 2025 total cost of $8,244,009 but is trending at the FY 2024 actuals of $7,804,990. The police department utilizes overtime to manage shift coverage in the heavy summer months, provide mitigation, proactive enforcement, and staff special events. In FY 2025, the department had an overtime budget of $6 ,886,430 and utilized vacancy savings to cover the additional costs above budget. This year the department does not anticipate vacancy savings and is requesting additional budget of $3,810,941. With the changes in the department organization structure, staff, and staffing levels; the department is working to make long-term improvements to reduce the need for overtime at this level. This will take time, and this budget item is a one- time request with the intention to support the remainder of FY 2026. The police department is requesting additional funds to cover overtime. Ongoing: $2,493,611 Funded in MRB: $1,500,000 FY 26 Budget $3,993,611 FY 26 Expense to date: $3,301,926 FY 26 Trending $7,804,553 FY 26 additional funds needed $3,810,941 Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 7 A-15: Police Retirements Cost GF One-time $977,286.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond The police department is requesting additional funding to cover retirement payouts. This cost is not currently budgeted, and the department does not have anticipated vacancy savings to cover this cost. Personnel costs for Retirement and severance: Retirement and Severance Payout Amount through 10/31 $805,286 Known Pending Retirements through 1/31/2026 $172,000 Total $977,286 A-16: Police Mobile Command Center GF One-time $1,000,000 Fleet One-time $1,000,000 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond A mobile command center is needed by the police department to manage on scene response and presence at natural disasters, large scale events, events with long durations, special events and protests. A lead time of 1 year requires budget in FY 2026 to facilitate delivery and availability for large events scheduled for Early 2027. Mobile Command Center (MCC) - The police department is requesting one-time funding to acquire a mobile command center. The estimated cost is $1,000,000. This funding request seeks support for the acquisition of a Mobile Command Center (MCC) to significantly improve the operational capabilities the Police Department. The MCC will serve as a critical asset in managing emergencies, coordinating multi-agency responses, and ensuring public safety during high-risk incidents and large-scale events. The investment aligns with city and state priorities for public safety, emergency preparedness, community resilience and the Public Safety Plan. Our jurisdiction faces a growing number of complex public safety challenges, including: • Natural disasters (earthquakes, wildfires, floods, severe weather) • Mass casualty incidents and active shooter events • Large public gatherings and civil disturbances • Infrastructure failures and cybersecurity threats Having a MCC will provide the tools necessary to meet those challenges and: • Enhance emergency response times and coordination. • Improve situational awareness and decision-making during critical incidents. • Provide a secure and centralized location for command operations. • Increase community engagement and visibility during public events. • Increase public confidence in law enforcement preparedness. Currently, Salt Lake City Police lacks a mobile, self-sufficient platform to coordinate field operations during such events. The police department had a motorhome which was recently disposed of by fleet that was purchased used in 2001 that hasn’t been functional or operable for a year. As a result, the department relies on neighboring local or state agencies for use of a command center during critical incidents. While the fire department has a mobile command center, in a major response to a disaster, critical incident or major event, both departments will need on-scene command capabilities to Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 8 manage resources and response. This request ensures both departments can operate independently and effectively during major incidents. This gap limits our ability to respond swiftly, communicate effectively, and manage resources efficiently in dynamic environments. The Mobile Command Center represents a strategic investment in public safety infrastructure. With support for funding, the Police Department will be better equipped to protect lives, property, and critical infrastructure during emergencies and high-risk events. The Police Department respectfully requests consideration for funding to support this vital initiative. A-17: Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases GF Ongoing $189,749.00 IMS One-time $9,000.00 Department: Justice Court / Attorney’s Office Prepared By: Ben Luedtke For questions, please include Ben Luedtke, Cindy Lou Trishman, Mark Kittrell, Kathryn Fairchild Justice Court, City Prosecutor's Office, and Legal Defenders Association (LDA) Staffing Increases ($189,749 from General Fund Balance of which $174,220 is ongoing for personnel, $6,529 is ongoing for Justice Court operations, and $9,000 is one-time to the IMS Fund for computers) The Administration is proposing funding to add a total of 11 FTEs across the three offices including four FTEs at the Justice Court, four FTEs at the City Prosecutor’s Office, and funding for three FTEs at the LDA (who are not City employees). If this item is approved as proposed plus a sixth judge, then the FY2027 annual budget would need $1,554,826 to cover the fully loaded annual costs. Details of the proposed positions and costs are provided below and grouped by each of the three offices. Simultaneously adding staff capacity in all three offices to address increasing workload is the recommended approach because there are multiple interdependencies between the offices. Since annual budget deliberations in the spring, case filings continued to grow especially for criminal cases and criminal hearings which have exceeded pre-pandemic levels. The additional staff proposed would reduce workload per employee to support service levels. Sixth Justice Court Judge It’s important to note that funding for a sixth judge is not included in this budget amendment because the appointment process is estimated to take six months and would exceed the current fiscal year period. The Administration is requesting the Council’s approval for a sixth judge, FTE to begin the hiring and appointment process. Funding for a sixth judge would be included in the FY2027 annual budget and has a fully loaded estimated cost of $266,447. Earlier this year, in August the Administration recommended and in October the Council adopted an ordinance amendment to City Code Chapter 2.84 to allow future expansion of judgeships at the Justice Court including a sixth judge. The State Judicial Council also authorized a sixth judge at the City’s Justice Court. Per City Code, the Mayor appoints a Justice Court judge, and they are then confirmed by the City Council. Per Utah Code, justice court judges serve for a six-year term. A total of $112,714 to the Justice Court The Justice Court is proposed to receive $97,185 for three new FTEs, $9,000 for three computers, and $6,529 for increased operating costs to mostly cover more interpreters and several smaller expenses. The total number of FTEs in the Justice Court would increase to 48 FTEs (9% increase including the sixth judge). If all the positions and operational costs are approved including a sixth judge, then the FY2027 annual budget would need $630,411. - $50,891 ongoing to cover four months of a new Clerk of Court which is a new position at the Justice Court (see the attached HR approved job description), and $3,000 one-time for a computer. The fully loaded annual cost of the position is estimated at $152,672. This position would function like a department deputy director which the Justice Court does not currently have. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 9 - $46,294 ongoing to cover three months for two direct support Judicial Assistants Level 2 ($23,147 each), and $6,000 one-time for three computers. The fully loaded annual cost of the positions is estimated at $185,177 ($92,589 each). These judicial assistants would work directly with the sixth Justice Court judge providing administrative support. The funding is proposed for three months to allow time for the new supervisor position (Clerk of Court) to be hired one month earlier and to allow six-months training before the sixth judge is appointed. - $6,529 ongoing to cover three months of increased operational costs which would mostly be used for interpreter services. The funds may also be used for several other expenses such as jury fees, equipment maintenance, printing and postage among others. The FY2027 annual budget would need $26,115 to cover a full year of the increased operational costs. A total of $43,920 to the City Prosecutor’s Office The City Prosecutor’s Office is proposed to receive $43,920 for four new FTEs. Funding for computers is included in the operations fee paid by the City under the interlocal agreement with the County to manage the City Prosecutor’s Office. The total number of FTEs in the office would increase to 36 FTEs (13% increase). If all the positions are approved, then the FY2027 annual budget would need $527,041 to fully cover the annual cost. - $33,699 ongoing to cover one month for three Associate Prosecutors ($11,233 each). The fully loaded annual cost of the positions is estimated at $404,383 ($134,794 each). These positions would help reduce the per attorney caseload. - $10,221 ongoing to cover one month for a Paralegal. The fully loaded annual cost of the position is estimated at $122,657. Attorneys have absorbed some paralegal work to fit within staffing limits so adding this position would free up time for attorneys to work on other matters. This position would support discovery, screenings, and diversion efforts. A total of $33,115 to the Legal Defenders Association (LDA) The LDA is proposed to receive $33,115 for three new positions which are not City employees; this additional funding would be added to the annual Nondepartmental line-item for the LDA contract with the City. If all the positions are approved, then the FY2027 annual budget would need $397,374 to fully cover the annual cost. This would increase the total contract amount to $2,191,184 (22% increase). - $25,467 ongoing to cover one month for two Attorneys ($12,734 each). The fully loaded annual cost of the positions is estimated at $305,607 ($152,804 each). These positions would help reduce the per attorney caseload. Legal defenders are not involved in every case; the LDA doesn’t get involved in cases that are resolved before appointment and are not usually appointed on cases that involve only infraction level charges . - $7,647 ongoing to cover one month for a Case Manager. The fully loaded annual cost of the position is estimated at $91,767. The case manager would support the Familiar Faces Court and diversion efforts including Project Rio. - Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 10 A-18: Parking Way-finding Signage GF One-time $584,495.00 Department: CAN Prepared By: Mary Beth Thompson For questions, please include Kyle Cook, Jorge Chamorro, James Aguilar, Orion Goff and Tammy Hunsaker Design options have been developed for parking wayfinding signage where it needs replacement or has been deemed necessary. There were originally 54 way-finding signs downtown. Of the original 54 signs, only 17 are still in service. Public Services/Streets do not have the equipment necessary to produce these large signs. As such, Transportation/Engineering must find a third party to refurbish or produce and place the signs. A vinyl overlay can be used on the 17 existing signs for a cost of $3,100 per sign amounting to a total of $52,700, although that isn’t considered the most attractive option. The preferred option would be to refurbish the 17 signs at a cost of $4,900 per sign, for a total of $83,300. This option would be a full refurbishment of the signs that would leave no evidence of the previous sign graphics. Additionally, there may also be a need to refurbish some of the foundations of the 17 existing signs at a cost of $1700 each. Once the preferred approach to refurbish the signs is determined by the Council, the balance of $584,495 can be used toward new signs at a cost of $12,400 each. A-19: Withdrawn Prior to Transmittal A-20: Funding for Fisher Mansion CIP One-time $500,000.00 Department: Mayor’s Office Prepared By: Mary Beth Thompson For questions, please include Mary Beth Thompson, Jill Love and Jorge Chamorro CIP funding is being requested for the Fisher Mansion to be used for projects that include replacing the exterior skylight, repairing interior plaster cracks, refinishing soffits and fascia, and restoring deteriorated sandstone porch elements. It would also include installing new wood floors over a new subfloor that is already under contract. A lternatively, the budget could be focused solely on restoring as many doors and windows as possible. Full restoration of doors and windows is estimated to exceed the available budget. Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1: Legislative Affairs Operations Funding GF Ongoing $80,000.00 Department: Attorney Prepared By: Cindy Lou Trishman For questions, please include Cindy Lou Trishman Amending the budget to include the previously provided $80,000 to Legislative Affairs for operating costs. Costs include state capital access, parking needs, travel, professional development, and event support. D-2: Engineering Planning and Design Housekeeping and Expansion GF Ongoing ($350,000.00) GF Ongoing $350,000.00 Department: CAN Prepared By: Mark Stephens, Julianne Sabula Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 11 For questions, please include Tammy Hunsaker, Mark Stephens and Julianne Sabula In the annual budget, as part of the Ongoing Commitments a transfer of $350,000 was set up to be made from General Fund to the CIP fund. It was determined for FY 2026 that it would be better housed in the Non -Departmental cost center within the general fund, however the accounting for the transfer did not get corrected. This budget amendment first needs to correct the "transfer to CIP fund" to an operational expense in the Non-Departmental cost center. This portion of the BA request is simply housekeeping. In addition to the housekeeping request, the Administration is requesting clarification on the types of projects that these funds can be used for. In the current budget, these funds are called, “Planning and Design” and have been intended to facilitate the planning and design of CIP projects prior to construction. For purposes of clarity, the Administration is requesting that these funds be used not only to develop design documents and cost estimates but expanded to include creating and updating master plans and other plans that are required by federal or state requirements. D-3: Refuse Fund Carry Revenue Budget for Lease Agreement Refuse One-time $0.00 Department: Sustainability Prepared By: Debbie Lyons For questions, please include Debbie Lyons, Chris Bell and Ammon Jacobsmeyer The Sustainability Department is requesting $8,918,482 in revenue for the Refuse Fund. As part of BA#1, the revenues to offset expenses were not accounted for. Budget is required in order to realize financing revenue to enter lease agreements for the new Waste & Recycling collection vehicles we expect to receive in FY 2026. D-4: Community Events - Rescope GF One-Time $0.00 Department: Administration Prepared By: Mary Beth Thompson For questions, please include Mary Beth Thompson This item is to rescope $400,000 budgeted in NonDepartmental from Open Streets as follows: $100,000 for the DTA Blocks program; $200,000 for the watch party; and $100,000 for America 250 events. Unused funds will drop to fund balance. Money is being raising to support these events. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26 CIP One-time ($1,735,515.83) CIP One-time $1,735,515.83 Department: CAN Prepared By: Dawn Valente, Dustin Petersen For questions, please include Dawn Valente, Dustin Petersen and Brent Beck This budget amendment is requesting to allocate the interest from FY 2025 BA#2 for Streets GO bonds in the amount of $1,735,515.83, in addition to any interest which will accrue while processing the invoice reallocations and bond draws from July 1, 2025 through the remainder of the fiscal year June 30, 2026, to be used to fund additional rebuilds of city streets as determined by the Engineering Division's Six Year Pavement Plan and deliberations of the Roadway Selection Committee. Engineering would like to request a straw poll for this housekeeping reallocation. Once approved, Engineering will need to do journal entries to reallocate costs for Treasury to do the bond draws for the bonds that have expired. Then if there is residual interest, another budget amendment will be needed for the remaining unallocated interest, along with additional invoices to be reallocated so the totality of these bonds can be spent. Waiting for the bond draws will incur additional earned interest which may be subject to arbitrage and the potential loss of funding for more roadway rebuilds. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 12 One project that Engineering is looking to fund after the reallocation funding is complete is the 1700 East reconstruction from 1700 South to 2100 South which was on the original reconstruction list but had to be pulled due to funding shortage in the 2018 GO Bond series. Engineering and Transportation are working alongside Public Utilities to coordinate their storm drainage project along 1700 East within and ahead of our road construction project limits, as well as the Highland High Reconstruction that the school board will be doing over the next few years. This should be another success story like 2100 South reconstruction where Engineering is able to install all the upgraded sewer and water lines for Public Utilities as part of the roadway construction project to accommodate forthcoming private development capacity needs without having to tear up new pavement within a few years. This collaboration with the City’s internal Departments/Divisions and external entities is saving taxpayer dollars. D-6: California Avenue Safety Improvements Rescope CIP One-time $0.00 Department: CAN Prepared By: Julianne Sabula For questions, please include Julianne Sabula, Jon Larsen and Tammy Hunsaker City Council funded a constituent requested project in the fall of 2024 to improve pedestrian safety in the Glendale neighborhood. The project proposed to relocate curb and gutter to widen sidewalks and reduce the pedestrian crossing distance on California Avenue, between Glendale Drive and Concord St, along with other safety improvements. During the civil design work, it was discovered that relocating the curb and gutter would be more expensive than anticipated to allow proper drainage of the relatively flat elevation. Transportation is requesting to rescope funding to allow other improvements, as well as to expand the project area to include two nearby schools. Potential improvements could include landscaping, lighting, traffic calming, pedestrian safety i mprovements and/or school crosswalk. Adequate funds are available to address these items, but the Council needs to approve the budget rescope. D-7: CPTED Streetlighting– GF to CIP Transfer CIP One-Time $300,000 Department: Finance Prepared By: Mike Atkinson As part of the annual budget, the $300,000 was not recognized in key chances with the adoption of the CIP Budget. This action is to recognize this item. Section E: Grants Requiring No New Staff Resources E-1: Trail Maintenance for Salt Lake City Portion of the Jordan River Trail Misc Grants One-time $57,000.00 Department: Finance Prepared By: Amy Dorsey, Julianne Sabula For questions, please include Amy Dorsey and Julianne Sabula This budget amendment is to recognize the City's funding availability grant award in the amount of $57,600 for the purpose of removing dead and dying trees and other woody vegetation to improve navigability, safety and beautification of the Jordan River between 1700 South and 900 South. Section F: Donations Section G: Consent Agenda Consent Agenda # Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 13 Section I: Council Added Items This page has intentionally been left blank Impact Fees - Summary Data pulled 06/30/2025 Unallocated Budget Amounts: by Major Area Area Cost Center Notes: 8484001 1,697,464$ 8484002 685,449$ B 8484003 12,723,823$ C Impact fee - Streets 8484005 1,615,373$ D 16,722,109$ Expiring Amounts: by Major Area, by Month 202407 (Jul2024)2025Q1 -$ -$ -$ -$ -$ 202408 (Aug2024)2025Q1 -$ -$ -$ -$ -$ 202409 (Sep2024)2025Q1 -$ -$ -$ -$ -$ 202410 (Oct2024)2025Q2 -$ -$ -$ -$ -$ 202411 (Nov2024)2025Q2 -$ -$ -$ -$ -$ 202412 (Dec2024)2025Q2 -$ -$ -$ -$ -$ 202501 (Jan2025)2025Q3 -$ -$ -$ -$ -$ 202502 (Feb2025)2025Q3 -$ -$ -$ -$ -$ 202503 (Mar2025)2025Q3 -$ -$ -$ -$ -$ 202504 (Apr2025)2025Q4 -$ -$ -$ -$ -$ 202505 (May2025)2025Q4 -$ -$ -$ -$ -$ 202506 (Jun2025)2025Q4 -$ -$ -$ -$ -$ Current Month 202507 (Jul2025)2026Q1 202508 (Aug2025)2026Q1 -$ -$ -$ -$ -$ 202509 (Sep2025)2026Q1 -$ -$ -$ -$ -$ 202510 (Oct2025)2026Q2 -$ -$ -$ -$ -$ 202511 (Nov2025)2026Q2 -$ -$ -$ -$ -$ 202512 (Dec2025)2026Q2 -$ -$ -$ -$ -$ 202601 (Jan2026)2026Q3 -$ -$ -$ -$ -$ 202602 (Feb2026)2026Q3 -$ -$ -$ -$ -$ 202603 (Mar2026)2026Q3 -$ -$ -$ -$ -$ 202604 (Apr2026)2026Q4 -$ -$ -$ -$ -$ 202605 (May2026)2026Q4 -$ -$ -$ -$ -$ 202606 (Jun2026)2026Q4 -$ -$ -$ -$ -$ 202607 (Jul2026)2027Q1 -$ -$ -$ -$ -$ 202608 (Aug2026)2027Q1 -$ -$ -$ -$ -$ 202609 (Sep2026)2027Q1 -$ -$ -$ -$ -$ 202610 (Oct2026)2027Q2 -$ -$ -$ -$ -$ 202611 (Nov2026)2027Q2 -$ -$ -$ -$ -$ 202612 (Dec2026)2027Q2 -$ -$ -$ -$ -$ 202701 (Jan2027)2027Q3 -$ -$ -$ -$ -$ 202702 (Feb2027)2027Q3 -$ -$ -$ -$ -$ 202703 (Mar2027)2027Q3 -$ -$ -$ -$ -$ 202704 (Apr2027)2027Q4 -$ -$ -$ -$ -$ 202705 (May2027)2027Q4 -$ -$ -$ -$ -$ 202706 (Jun2027)2027Q4 -$ -$ -$ -$ -$ 202707 (Jul2027)2028Q1 -$ -$ -$ -$ -$ 202708 (Aug2027)2028Q1 16,511$ -$ -$ -$ 16,511$ 202709 (Sep2027)2028Q1 43,763$ -$ -$ -$ 43,763$ 202710 (Oct2027)2028Q2 52,548$ -$ 1,089,717$ -$ 1,142,265$ 202711 (Nov2027)2028Q2 9,554$ -$ 923,400$ -$ 932,954$ 202712 (Dec2027)2028Q2 65,118$ -$ 2,931,110$ -$ 2,996,228$ 202801 (Jan2028)2028Q3 2,736$ -$ 91,357$ -$ 94,093$ 202802 (Feb2028)2028Q3 15,159$ -$ 189,853$ -$ 205,012$ 202803 (Mar2028)2028Q3 14,776$ -$ 466,744$ -$ 481,520$ 202804 (Apr2028)2028Q4 34,298$ -$ 1,383,521$ -$ 1,417,819$ 202805 (May2028)2028Q4 22,990$ -$ 881,420$ -$ 904,410$ 202806 (Jun2028)2028Q4 20,966$ -$ 124,361$ -$ 145,327$ Total, Currently Expiring through Jun 2028 298,418$ -$ 8,081,483$ -$ 8,379,901$ FY 2 0 2 5 Calendar Month FY 2 0 2 6 FY 2 0 2 7 FY 2 0 2 8 Fiscal Quarter E = A + B + C + D Total Impact Fees (Page 1) Data pulled 06/30/2025 AAA BBB CCC DDD = AAA - BBB - CCC Fire Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Budget Amount Values Description Cost Center FY24B4A6-3036-Fire Station 1 Fencing 130,275$ -$ -$ 130,275$ 8419202 3,079$ -$ 3,021$ 58$ 8423004 29,000$ -$ 1,540$ 27,460$ Grand Total Parks Allocation Budget Allocation Encumbrances YTD Expenditures Remaining Description Cost Center Allocation Budget Allocation Allocation YTD Sum of Parks Allocation Remaining Appropriation FY24CIP-3037-337 Park Development 550,000$ -$ -$ 550,000$ FY25B1D15-3037-Folsom Trail Landscapin 1,000,000$ -$ -$ 1,000,000$ FY25B1D15-3037-Glendale Park Phase 2 11,350,000$ 848,724$ 1,585,115$ 8,916,161$ FY25B1D15-3037-Liberty Park All Abilities 2,000,000$ -$ -$ 2,000,000$ FY25B1D15-3037-Warm Springs & North G 1,000,000$ -$ -$ 1,000,000$ 8416005 1,733$ 855$ 1,733$ (855)$ 8423406 287,848$ -$ 8,420$ 279,428$ 8420136 149,953$ (124,185)$ 151,104$ 123,034$ FY25CIP-3037-Amplifying Our Jordan Rive 1,300,000$ -$ -$ 1,300,000$ 8418005 262,043$ -$ 82,796$ 179,248$ FY24CIP-3037-Cottonwood Park Trailhead 648,000$ -$ -$ 648,000$ 8420424 240,239$ -$ 143,325$ 96,914$ 8418002 23,262$ -$ 19,638$ 3,624$ FY25CIP-3037-Equal Grounds Project (Cali 86,200$ -$ -$ 86,200$ FY FY25CIP-3037-Fairmont Park Basketball C 678,600$ -$ -$ 678,600$ FY24CIP-3037-Fire Station No. 7 Tennis an 416,150$ -$ -$ 416,150$ 8421401 132,208$ -$ 123,813$ 8,396$ 8420430 125,740$ -$ 125,495$ 245$ 8423408 499,457$ -$ 5,511$ 493,946$ 8423450 4,350,000$ 542,000$ 3,788,200$ 19,800$ 8422406 2,246,982$ (8,929)$ 1,850,202$ 405,709$ C 8422408 513,788$ -$ 513,788$ 0$ 8422410 315,770$ -$ 156,146$ 159,624$ 8420406 54,808$ -$ -$ 54,808$ 8423005 29,000$ -$ 1,540$ 27,460$ 8419103 6,398$ -$ -$ 6,398$ FY24CIP-3037-Jefferson Park Improvemen 530,000$ -$ -$ 530,000$ 8420134 404,139$ -$ 15,108$ 389,031$ 8422414 475,079$ -$ 14,844$ 460,235$ 8417018 1,570$ -$ -$ 1,570$ 8417017 2,946$ -$ -$ 2,946$ 8423409 299,269$ -$ 220,000$ 79,269$ 8417011 60,928$ -$ 60,928$ -$ 8423451 996,905$ 84,133$ 432,000$ 480,772$ 8423407 864,449$ -$ -$ 864,449$ 8423452 450,000$ -$ 33,140$ 416,860$ 8423453 300,000$ -$ -$ 300,000$ Parks Bilingual Signage Installation FY24CIP-3037-Parks Bilingual Signage Ins 331,200$ -$ -$ 331,200$ Park's Consultant's Contract 8419204 2,638$ -$ 2,596$ 42$ Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$ Pioneer Park 8419150 3,052,938$ 574,411$ 1,128,751$ 1,349,776$ Playground Shade FY25CIP-3037-Playground Shade 500,000$ -$ -$ 500,000$ Pocket Park Community Space - Jake Garn FY25CIP-3037-Pocket Park Community Sp 330,000$ -$ -$ 330,000$ Poplar Grove Park Full Court Basketball FY24CIP-3037-Poplar Grove Park Full Cour 253,500$ -$ 8,182$ 245,319$ RAC Playground Phase II 8423405 521,564$ -$ -$ 521,564$ RAC Playground with Shade Sail 8422415 178,298$ -$ 63,456$ 114,842$ Redwood Meadows Park Dev 8417014 9,350$ -$ -$ 9,350$ Rich Park Comm Garden 8420138 12,431$ -$ -$ 12,431$ Riverside Park Pathway Loop FY25CIP-3037-Riverside Park Pathway Loo 530,000$ -$ -$ 530,000$ Rose Park Neighborhood Center 8423403 157,280$ -$ 157,280$ -$ Rosewood Dog Park 8417013 1,056$ -$ -$ 1,056$ SLC Foothills Land Acquisition 8422413 319,139$ -$ 14,175$ 304,964$ SLC Foothills Trailhead Develo 8422412 1,241,318$ -$ 112,726$ 1,128,592$ Street Futsal Courts 1:1 Match FY25CIP-3037-Street Futsal Courts 1:1 Ma 350,000$ -$ -$ 350,000$ Three Creeks West Bank New Par 8422403 150,736$ -$ -$ 150,736$ Trailhead Prop Acquisition 8421403 21,830$ -$ -$ 21,830$ UTGov Ph2 Foothill Trails 8420420 120,893$ -$ -$ 120,893$ Wasatch Hollow Improvements 8420142 431,860$ -$ 11,481$ 420,378$ Waterpark Redevelopment Plan 8421402 1,705$ 1,705$ -$ -$ Grand Total $685,449 8484002 12,723,823$ 8484003 Impact Fees (Page 2)CONTINUED from PG1 Data pulled 06/30/2025 AAA BBB CCC DDD = AAA - BBB - CCC Police Allocation Allocation YTD Remaining Values Description Cost Center 8423003 29,000$ -$ 1,540$ 27,460$ FY24B5A6-3035-Police Impact Fee Refunds 47,592$ -$ 801$ 46,791$ Grand Total 76,592$ -$ 2,341$ 74,251$ Streets Allocation Allocation Encumbrances YTD Expenditures Remaining Description Cost Center 8422622 35,300$ -$ -$ 35,300$ 8423602 252,000$ -$ 252,000$ -$ 8422602 37,422$ -$ 37,422$ -$ 8423606 40,000$ 40,000$ -$ -$ 8422611 90,000$ 22,576$ 2,424$ 65,000$ 8418016 22,744$ -$ -$ 22,744$ 8412001 11,703$ 5,546$ 6,157$ -$ D FY25CIP-3037-5th West Commons Conversation Center(s)50,000$ -$ -$ 50,000$ FY24B3A6-3038-600/700 North Reconstruction 3,204,371$ 3,204,371$ -$ -$ FY24CIP-3038-75-Year-Old Traffic Signal Replacement 40,000$ -$ -$ 40,000$ 8422604 28,000$ -$ 28,000$ -$ 8418003 181,303$ -$ 136,936$ 44,367$ 8420120 18,699$ -$ -$ 18,699$ 8422608 25,398$ -$ 25,398$ -$ FY24B5D9-3038-FY24 Street IF Refunds 75,000$ -$ -$ 75,000$ 8406001 15,169$ 12,674$ 836$ 1,659$ FY25B5A12-3038-2025 IFFP Amendment - Streets 20,000$ -$ -$ 20,000$ 8412002 124,593$ -$ -$ 124,593$ 8422614 104,500$ -$ -$ 104,500$ FY24CIP-3038-Safer Crossings: Main St., Glendale Park, and Citywide 90,000$ -$ 1,418$ 88,582$ 8421501 340,236$ -$ 53,109$ 287,127$ 8423608 110,000$ -$ 10,000$ 100,000$ FY24CIP-3038-Transit Capital for Frequent Transit Routes / Operational Investments-FY24 110,000$ -$ 513$ 109,488$ 8420110 46,883$ -$ (1,117)$ 48,000$ 8421500 241,135$ -$ 124,786$ 116,349$ 8422620 6,316$ -$ -$ 6,316$ FY24B5A7-3038-Update of the Streets IFFP - Unappropriated Transportation Impact Fees 30,183$ -$ -$ 30,183$ FY24B5A7-3038-Update of the Streets IFFP (Rescope 8419203)29,817$ -$ -$ 29,817$ 8422619 6,500$ -$ -$ 6,500$ Grand Total Values Sum of Budget-Amended Sum of Encum- brances Sum of YTD Expenditures E = A + B + C + D $16,722,109 UnAllocated Budget Amount 1,697,464$ 8484001 1,615,373$ 8484005 This page has intentionally been left blank ATTACHMENT #1 Job Title: Clerk of Court Job Code: FLSA: Exempt Pay Rate Type: Exempt Comp Grade: Management Level: Manager Classification: EEO Code: OFFICIALS_AND_ADMINISTRATORS - (EEO-4 Job Classification) Workers Comp Code: Job Family: Job Profile Summary Under the general direction of the Court Administrator, the Clerk of Court provides high-level administrative and operational leadership for the Salt Lake City Justice Court. This position oversees daily court functions, supervises staff, ensures procedural compliance, and assists with implementing strategic and policy initiatives established by the Court Administrator and the Bench. The Clerk of Court acts as a key member of court leadership, supporting judges, staff, and partners in advancing court operations, staff development, and access to justice initiatives. Job Description TYPICAL DUTIES: • Provides direct administrative support to the Bench and Court Administrator in achieving court wide goals and implementing policies and procedures. • Oversees daily operations across all court departments, ensuring compliance with state law, Judicial Council rules, and administrative standards. • Coordinates with judges, judicial assistants, clerks, bailiffs, and other staff to maintain consistent procedures and efficient case flow management. • Disseminates up to date information to staff regarding policy and procedure changes. • Supervises assigned personnel, including hiring, onboarding, training, establishing performance expectations, providing feedback, and addressing performance issues as needed. • Conducts performance management and training needs assessments; monitors and tracks training completion and effectiveness. • Schedules and monitors workloads to assure effective staff utilization and maximum output. • Represents the interests of the court with local community leaders including representatives of various state and local government agencies. • Serves as the primary administrator for internal learning and development systems, including the city’s performance management and learning management systems • Assists in developing and implementing administrative policies, operational procedures, and long-range strategic plans in collaboration with the Court Administrator. • Prepares reports, operational analyses, and data summaries for use in management decision- making and reporting. • Participates in planning and policy discussions with judicial leadership and represents the court in committees, task forces, and external collaborations. • Oversees or coordinates internal communication, employee recognition, service awards, and other engagement or staff development programs. • Ensures effective coordination of courtroom coverage and clerical support for all proceedings. • Maintains familiarity with and ensures compliance with the Utah Code of Judicial Administration, local ordinances, and applicable state and federal regulations. • Monitors and tracks relevant legislative changes and updates, providing guidance to judges and staff on impacts to court operations and procedures. • Performs other duties as assigned. MINIMUM QUALIFICATIONS: • Graduation from an accredited college or university with a bachelor’s degree in public administration, business administration, or a closely related field. Six (6) years of directly related experience, including supervisory and management experience, or any equivalent combination of education and experience. • Knowledge of court operations, personnel management, policy implementation, and administrative coordination. • Skill in leadership, supervision, and employee development. • Ability to plan, organize, and prioritize multiple tasks under tight deadlines. • Excellent written and verbal communication skills. • Strong analytical and critical thinking abilities for evaluating workflow and implementing process improvements. • Ability to establish and maintain cooperative working relationships with judges, staff, city departments, allied agencies, and the public. • Proficiency with technology, including Google Workspace, Microsoft Office Suite, and virtual collaboration platforms (e.g., Webex). • Commitment to professionalism, confidentiality, and ethical standards in all court operations. WORKING CONDITIONS: • Work performed in an office and courtroom setting under normal conditions of light, temperature, and sound. • Exposure to stress due to multiple projects, deadlines, and interactions with individuals in emotionally charged situations. • Requires occasional travel to meetings, training, or outreach sites. The above statements are intended to describe the general nature and level of work being performed by persons assigned to this job. They are not intended to be an exhaustive list of all duties, responsibilities and skills required of personnel so classified. All requirements are subject to possible modification to reasonably accommodate individuals with disabilities. • Additional Job Description POSITION TYPE Full-Time / Part-Time / Seasonal POSITION SALARY RANGE $ - $ DEPARTMENT XX This page has intentionally been left blank SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 12/23/2025 Date Sent to Council: 12/24/2025 From: Department * Finance Employee Name: Hillier, Randy E-mail Randy.Hillier@slc.gov Department Director Signature Director Signed Date 12/23/2025 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 12/24/2025 Subject: FY25 Budget Amendment #4 Additional Staff Contact: Greg Cleary, Mary Beth Thompson Presenters/Staff Table Greg Cleary: greg.cleary@slc.gov and Mary Beth Thompson: marybeth.thompson@slc.gov Document Type Ordinance Recommendation: The Administration recommends that subsequent to a public hearing, the City Council adopt the following amendments to the FY 2025 adopted budget Background/Discussion The Administration is requesting a budget amendment totaling $8,273,526 in expenses in the general fund. The amendment proposes changes in seven (7) funds, with a total revenue increase of $16,629,942 and a corresponding expenditure increase of $16,834,986. The proposal includes the addition of nine (9) general fund-funded positions. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modiﬁed based on the decisions of the Council. Public Hearing Is there a City or State statutory requirement to hold a public hearing for this item?* Yes No The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement. Does the City have a general practice to hold a public hearing for this item?* Yes No Public Process Public Hearing This page has intentionally been left blank SALT LAKE CITY ORDINANCE No. _____ of 2026 (Fourth amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2025-2026) An Ordinance Amending Salt Lake City Ordinance No. 32 of 2025, which adopted the Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2025, and Ending June 30, 2026. In June of 2025, the Salt Lake City Council adopted the final budget of Salt Lake City, Utah, including the employment staffing document, effective for the fiscal year beginning July 1, 2025, and ending June 30, 2026, pursuant to the requirements of Utah Code section 10-6-118. The City’s Budget Director, acting as the City’s Budget Officer, prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 32 of 2025. SECTION 2. Adoption of Amendments. The budget amendments, including amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including the amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2025, and ending June 30, 2026, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this ____ day of _____, 2026. Chris Wharton, Council Chair ATTEST: Keith Reynolds, City Recorder Transmitted to the Mayor on Mayor’s Action: Approved Vetoed Mayor Erin Mendenhall ATTEST: Keith Reynolds, City Recorder (SEAL) Bill No. ____ of 2026. Published Salt Lake City Attorney’s Office Approved As To Form Jaysen Oldroyd Jaysen Oldroyd This page has intentionally been left blank ATTACHMENT #1 Job Title: Clerk of Court Job Code: FLSA: Exempt Pay Rate Type: Exempt Comp Grade: Management Level: Manager Classification: EEO Code: OFFICIALS_AND_ADMINISTRATORS - (EEO-4 Job Classification) Workers Comp Code: Job Family: Job Profile Summary Under the general direction of the Court Administrator, the Clerk of Court provides high-level administrative and operational leadership for the Salt Lake City Justice Court. This position oversees daily court functions, supervises staff, ensures procedural compliance, and assists with implementing strategic and policy initiatives established by the Court Administrator and the Bench. The Clerk of Court acts as a key member of court leadership, supporting judges, staff, and partners in advancing court operations, staff development, and access to justice initiatives. Job Description TYPICAL DUTIES: • Provides direct administrative support to the Bench and Court Administrator in achieving court wide goals and implementing policies and procedures. • Oversees daily operations across all court departments, ensuring compliance with state law, Judicial Council rules, and administrative standards. • Coordinates with judges, judicial assistants, clerks, bailiffs, and other staff to maintain consistent procedures and efficient case flow management. • Disseminates up to date information to staff regarding policy and procedure changes. • Supervises assigned personnel, including hiring, onboarding, training, establishing performance expectations, providing feedback, and addressing performance issues as needed. • Conducts performance management and training needs assessments; monitors and tracks training completion and effectiveness. • Schedules and monitors workloads to assure effective staff utilization and maximum output. • Represents the interests of the court with local community leaders including representatives of various state and local government agencies. • Serves as the primary administrator for internal learning and development systems, including the city’s performance management and learning management systems • Assists in developing and implementing administrative policies, operational procedures, and long-range strategic plans in collaboration with the Court Administrator. • Prepares reports, operational analyses, and data summaries for use in management decision- making and reporting. • Participates in planning and policy discussions with judicial leadership and represents the court in committees, task forces, and external collaborations. • Oversees or coordinates internal communication, employee recognition, service awards, and other engagement or staff development programs. • Ensures effective coordination of courtroom coverage and clerical support for all proceedings. • Maintains familiarity with and ensures compliance with the Utah Code of Judicial Administration, local ordinances, and applicable state and federal regulations. • Monitors and tracks relevant legislative changes and updates, providing guidance to judges and staff on impacts to court operations and procedures. • Performs other duties as assigned. MINIMUM QUALIFICATIONS: • Graduation from an accredited college or university with a bachelor’s degree in public administration, business administration, or a closely related field. Six (6) years of directly related experience, including supervisory and management experience, or any equivalent combination of education and experience. • Knowledge of court operations, personnel management, policy implementation, and administrative coordination. • Skill in leadership, supervision, and employee development. • Ability to plan, organize, and prioritize multiple tasks under tight deadlines. • Excellent written and verbal communication skills. • Strong analytical and critical thinking abilities for evaluating workflow and implementing process improvements. • Ability to establish and maintain cooperative working relationships with judges, staff, city departments, allied agencies, and the public. • Proficiency with technology, including Google Workspace, Microsoft Office Suite, and virtual collaboration platforms (e.g., Webex). • Commitment to professionalism, confidentiality, and ethical standards in all court operations. WORKING CONDITIONS: • Work performed in an office and courtroom setting under normal conditions of light, temperature, and sound. • Exposure to stress due to multiple projects, deadlines, and interactions with individuals in emotionally charged situations. • Requires occasional travel to meetings, training, or outreach sites. The above statements are intended to describe the general nature and level of work being performed by persons assigned to this job. They are not intended to be an exhaustive list of all duties, responsibilities and skills required of personnel so classified. All requirements are subject to possible modification to reasonably accommodate individuals with disabilities. • Additional Job Description POSITION TYPE Full-Time / Part-Time / Seasonal POSITION SALARY RANGE $ - $ DEPARTMENT XX This page has intentionally been left blank Impact Fees (Page 1) Data pulled 04/30/2025 AAA BBB CCC DDD = AAA - BBB - CCC Fire Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Budget Amount Values Description Cost Center 8484002 -$ -$ -$ -$ 8419202 3,079$ 3,021$ 3,021$ (2,963)$ 8423004 9,000$ -$ 1,540$ 7,460$ FY24B4A6-3036-Fire Station 1 Fencing 130,275$ -$ -$ 130,275$ B Grand Total Parks Allocation Budget Allocation Encumbrances YTD Expenditures Remaining Description Cost Center FY24CIP-3037-337 Park Development 550,000$ -$ -$ 550,000$ FY25CIP-3037-5th West Commons Conversation Center(s)50,000$ -$ -$ 50,000$ 8416005 1,733$ 855$ 1,733$ (855)$ 8423406 287,848$ 130$ 8,420$ 279,298$ 8420136 149,953$ -$ 162,067$ (12,114)$ FY25CIP-3037-Amplifying Our Jordan River Revitalization 1,300,000$ -$ -$ 1,300,000$ 8418005 262,043$ 262,043$ -$ -$ FY24CIP-3037-Cottonwood Park Trailhead and Parklet 648,000$ -$ -$ 648,000$ 8420424 240,239$ -$ 143,325$ 96,914$ 8418002 23,262$ -$ 19,638$ 3,624$ FY25CIP-3037-Equal Grounds Project (Calisthenics-Fitness Area)86,200$ -$ -$ 86,200$ FY25CIP-3037-Fairmont Park Basketball Court 678,600$ -$ -$ 678,600$ FY24CIP-3037-Fire Station No. 7 Tennis and Pickleball Court Restoration and Amenities 416,150$ -$ -$ 416,150$ 8421401 132,208$ 1,400$ 123,813$ 6,996$ FY FY25B1D15-3037-Folsom Trail Landscaping, Irrigation & Completing the Trail 1,000,000$ -$ -$ 1,000,000$ 8420430 125,740$ 66,901$ 58,839$ -$ 8423408 499,457$ -$ 5,511$ 493,946$ FY25B1D15-3037-Glendale Park Phase 2 Design & Construction 11,350,000$ 5,609,300$ 273,777$ 5,466,922$ 8423450 4,350,000$ 1,561,800$ 2,788,200$ -$ 8422406 2,246,982$ 1,228,956$ 1,018,027$ -$ 8422408 513,788$ 24,243$ 489,546$ 0$ C 8422410 315,770$ -$ 156,146$ 159,624$ 8420406 54,808$ -$ -$ 54,808$ 8423005 9,000$ -$ 1,540$ 7,460$ 8419103 6,398$ -$ -$ 6,398$ FY24CIP-3037-Jefferson Park Improvements 530,000$ -$ -$ 530,000$ 8420134 404,139$ 1,649$ 14,304$ 388,186$ 8422414 475,079$ 6,361$ 13,693$ 455,024$ 8417018 1,570$ -$ -$ 1,570$ 8417017 2,946$ -$ -$ 2,946$ FY25B1D15-3037-Liberty Park All Abilities Play Park & Playground 2,000,000$ -$ -$ 2,000,000$ 8423409 299,269$ -$ 220,000$ 79,269$ 8417011 60,928$ -$ 60,821$ 107$ 8423451 996,905$ -$ 429,207$ 567,698$ 8423407 864,449$ -$ -$ 864,449$ 8423452 450,000$ -$ 33,140$ 416,860$ 8423453 300,000$ -$ -$ 300,000$ Parks Bilingual Signage Installation FY24CIP-3037-Parks Bilingual Signage Installation 331,200$ -$ -$ 331,200$ Park's Consultant's Contract 8419204 2,638$ 2,596$ 2,596$ (2,554)$ Parley's Trail Design & Constr 8417012 327,678$ -$ -$ 327,678$ Pioneer Park 8419150 3,052,938$ 1,050,562$ 830,103$ 1,172,273$ Playground Shade FY25CIP-3037-Playground Shade 500,000$ -$ -$ 500,000$ Pocket Park Community Space - Jake Garn WFY25CIP-3037-Pocket Park Community Space - Jake Garn Way 330,000$ -$ -$ 330,000$ Poplar Grove Park Full Court Basketball Exp FY24CIP-3037-Poplar Grove Park Full Court Basketball Expansion 253,500$ -$ 8,182$ 245,319$ RAC Playground Phase II 8423405 521,564$ -$ -$ 521,564$ RAC Playground with Shade Sails 8422415 178,298$ 11,542$ 63,456$ 103,300$ Redwood Meadows Park Dev 8417014 9,350$ -$ -$ 9,350$ Rich Park Comm Garden 8420138 12,431$ -$ -$ 12,431$ Riverside Park Pathway Loop FY25CIP-3037-Riverside Park Pathway Loop 530,000$ -$ -$ 530,000$ Rose Park Neighborhood Center 8423403 157,280$ -$ 157,280$ -$ Rosewood Dog Park 8417013 1,056$ -$ -$ 1,056$ SLC Foothills Land Acquisition 8422413 319,139$ -$ 14,175$ 304,964$ SLC Foothills Trailhead Development 8422412 1,241,318$ 127,040$ 103,060$ 1,011,218$ Street Futsal Courts 1:1 Match FY25CIP-3037-Street Futsal Courts 1:1 Match 350,000$ -$ -$ 350,000$ Three Creeks West Bank New Park 8422403 150,736$ -$ -$ 150,736$ Trailhead Prop Acquisition 8421403 21,830$ -$ -$ 21,830$ UTGov Ph2 Foothill Trails 8420420 120,893$ -$ -$ 120,893$ Warm Springs & North Gateway Park FY25B1D15-3037-Warm Springs & North Gateway Park 1,000,000$ -$ -$ 1,000,000$ Wasatch Hollow Improvements 8420142 431,860$ 22,382$ 11,481$ 397,996$ Waterpark Redevelopment Plan 8421402 1,705$ 1,705$ -$ -$ Grand Total 9,160,648$ 8484003 $777,182 8484002 Impact Fees (Page 2)CONTINUED from PG1 Data pulled 04/30/2025 AAA BBB CCC DDD = AAA - BBB - CCC Police Allocation Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Description Cost Center 8423003 9,000$ -$ 1,540$ 7,460$ FY24B5A6-3035-Police Impact Fee Refunds 47,592$ -$ -$ 47,592$ Grand Total Streets Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Values Description Cost Center 8422622 35,300$ -$ -$ 35,300$ 8423602 252,000$ -$ 252,000$ -$ 8422602 37,422$ -$ 37,422$ -$ FY24B3A5-3038-2100 South Reconstruction (131,247)$ -$ (131,247)$ -$ 8423606 40,000$ 40,000$ -$ -$ 8422611 90,000$ 25,000$ -$ 65,000$ 8418016 22,744$ -$ -$ 22,744$ 8412001 11,703$ 5,685$ 6,018$ -$ D FY24B3A6-3038-600/700 North Reconstruction 3,204,371$ -$ -$ 3,204,371$ 8423305 (166)$ -$ (166)$ -$ FY24CIP-3038-75-Year-Old Traffic Signal Replacement 40,000$ -$ -$ 40,000$ 8422604 28,000$ -$ 28,000$ -$ 8418003 181,303$ -$ 136,936$ 44,367$ 8420120 18,699$ -$ -$ 18,699$ 8422608 25,398$ -$ 25,398$ -$ 8423625 (224,557)$ -$ (224,557)$ -$ 8406001 15,169$ 12,925$ 585$ 1,659$ 8412002 124,593$ -$ -$ 124,593$ 8422614 104,500$ -$ -$ 104,500$ FY24CIP-3038-Safer Crossings: Main St., Glendale Park, an 90,000$ -$ 1,418$ 88,582$ 8420125 (1,359,910)$ -$ (1,359,910)$ -$ 8421501 340,236$ -$ 53,109$ 287,127$ 8419008 (108,000)$ -$ (108,000)$ -$ 8420105 (200,000)$ -$ (200,000)$ -$ 8423608 110,000$ -$ 5,205$ 100,000$ FY24CIP-3038-Transit Capital for Frequent Transit Routes / 110,000$ -$ 513$ 109,488$ 8420110 46,883$ 11,820$ 5,480$ 29,583$ 8422620 6,316$ -$ -$ 6,316$ 8421500 241,135$ 2,558$ 118,188$ 120,388$ FY24B5A7-3038-Update of the Streets IFFP - Unappropriate 30,183$ -$ -$ 30,183$ FY24B5A7-3038-Update of the Streets IFFP (Rescope 8419 29,817$ 17,442$ -$ 12,374$ 8422619 6,500$ -$ -$ 6,500$ Grand Total Total E = A + B + C + D 15,372,660$ 3,799,855$ 8484005 UnAllocated Budget Amount 1,634,974$ 8484001 This page has intentionally been left blank DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 ERIN MENDENHALL Mayor MARY BETH THOMPSON Chief Financial Officer CITY COUNCIL TRANSMITTAL ___________________________________ Date Received: _______________ Jill Love, Chief Administrative Officer Date sent to Council: __________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: December 23, 2025 Chris Wharton, Chair FROM: Mary Beth Thompson, Chief Financial Officer SUBJECT: FY26 Budget Amendment #4 SPONSOR: NA STAFF CONTACT: Mary Beth Thompson, Greg Cleary DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that subsequent to a public hearing, the City Council adopt the following amendments to the Fiscal Year 2026 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $0.00 $8,245,928.00 FLEET FUND 1,581,719.00 1,581,719.00 CIP FUND 5,798,741.00 6,298,741.00 REFUSE FUND 8,918,482.00 0.00 GOLF FUND 250,000.00 250,000.00 IMS FUND 21,000.00 21,000.00 MISC GRANTS FUND 57,000.00 57,000.00 TOTAL $16,626,942.00 $16,454,388.00 BACKGROUND/DISCUSSION: Revenue for FY 2026 Budget Adjustments The chart below presents General Fund Projected Revenues for FY 2026. Based on revenue data across the first part of the fiscal year, it is projected that revenues will be realized at approximately $368,733 beyond the FY 2026 Adopted Budget. Revenue FY26 Annual Budget FY26 Amended Budget Projection Amended Variance Favorable/(Unfavorable) Property Taxes 148,580,334 148,580,334 148,580,334 - Sales, Use & Excise Taxes 126,026,000 126,026,000 126,000,000 (26,000) Franchise Taxes 17,220,000 17,220,000 17,339,305 119,305 Total Taxes 291,826,334 291,826,334 291,919,639 93,305 Charges For Services 6,821,820 6,821,820 5,056,754 (1,765,066) Fines & Forfeitures 3,085,827 3,085,827 3,074,937 (10,890) Interest Income 9,000,000 9,000,000 9,000,000 - Interfund Service Charges 34,569,169 34,569,169 34,574,395 5,226 Intergovernmental Revenue 6,205,000 6,205,000 6,073,983 (131,017) Licenses 21,847,694 21,847,694 22,024,495 176,801 Miscellaneous Revenue 3,838,663 3,838,663 3,808,672 (29,991) Parking Meter Revenue 3,273,255 3,273,255 3,956,050 682,795 Parking Tickets 2,200,000 2,200,000 2,200,000 - Permits 18,981,859 18,981,859 20,235,322 1,253,463 Property Sale Proceeds - - 24,741 24,741 Gain on Property Dispositions - - 272 272 Rental & Other Income 1,201,460 1,201,460 1,270,554 69,094 Operating Transfers In 24,780,192 24,780,192 24,780,192 - Total W/O Special Tax 135,804,939 135,804,939 136,080,367 275,428 Sales Tax Addition 1/2%58,000,000 58,000,000 58,000,000 - Total General Fund 485,631,273 485,631,273 486,000,006 368,733 The table below presents updated Fund Balance numbers and percentages, based on the proposed changes included in Budget Amendment #4. With the complete adoption of Budget Amendment #4, the available fund balance will remain at 11.10 percent of the FY 2026 Adopted Budget. For context, at budget adoption fund balance was at 12.93 percent. FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 27,841,978 146,448,554 174,290,532 14,931,953 78,854,192 93,786,145 Prior Year Encumbrances (3,547,119) (18,657,815) (22,204,934) - - - Estimated Beginning Fund Balance 24,294,859$ 127,790,739$ 152,085,598$ 14,931,953$ 78,854,192$ 93,786,145$ Beginning Fund Balance Percent 39.57%30.50%31.66%25.42%17.38%18.30% Year End ACFR Adjustments Revenue Changes Expense Changes (Prepaids, Receivable, Etc.) (3,188,435) (3,188,435) Fund Balance w/ ACFR Changes 24,294,859 124,602,304 148,897,163 14,931,953 78,854,192 93,786,145 Final Fund Balance Percent 39.57%29.74%30.99%25.42%17.38%18.30% Budgeted Change in Fund Balance (4,162,906) (36,664,442) (40,827,348) - (27,392,780) (27,392,780) Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment 469,408 469,408 BA#1 Expense Adjustment (2,468,933) (2,468,933) (353,000) BA#2 Revenue Adjustment 102,000 102,000 BA#2 Expense Adjustment (3,407,524) (3,407,524) (913,000) (913,000) BA#3 Revenue Adjustment 3,904,861 3,904,861 BA#3 Expense Adjustment (3,959,861) (3,959,861) BA#4 Revenue Adjustment - - BA#4 Expense Adjustment - - (8,245,928) (8,245,928) BA#5 Revenue Adjustment 1,013,067 1,013,067 BA#5 Expense Adjustment (5,200,000) (4,736,688) (9,936,688) BA#6 Revenue Adjustment - BA#6 Expense Adjustment Change in Revenue Change in Expense Fund Balance Budgeted Increase Adjusted Fund Balance 14,931,953 78,854,192 93,786,145 14,931,953 42,302,484 56,881,437 Adjusted Fund Balance Percent 24.32%18.82%19.52%25.42%9.32%11.10% Projected Revenue 61,397,384 419,006,975 480,404,359 58,749,999 453,721,525 512,471,524 Salt Lake City General Fund TOTAL Fund Balance Projections FY2026 BudgetFY2025 Budget The Administration is requesting a budget amendment totaling $8,245,928 in expenses in the general fund. The amendment proposes changes in seven (7) funds, with a total revenue increase of $16,626,942 and a corresponding expenditure increase of $16,454,388. The proposal includes the addition of eight (8) general fund-funded positions. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget amendment is separated in eight different categories: A. New Budget Items B. Grants for Existing Staff Resources C. Grants for New Staff Resources D. Housekeeping Items E. Grants Requiring No New Staff Resources F. Donations G. Council Consent Agenda Grant Awards I. Council Added Items PUBLIC PROCESS: Public Hearing This page has intentionally been left blank Initiative Number/Name Fund Revenue Amount Expenditure Amount Revenue Amount Expenditure Amount Ongoing or One- time FTEs 1 Vehicle Replacement for Urban Services Division GF 0.00 (37,000.00)One-time - 1 Vehicle Replacement for Urban Services Division GF 0.00 37,000.00 One-time - 1 Vehicle Replacement for Urban Services Division Fleet 37,000.00 37,000.00 One-time - 2 Trailer for Facilities Division GF 0.00 (30,000.00)One-time - 2 Trailer for Facilities Division GF 0.00 30,000.00 One-time - 2 Trailer for Facilities Division Fleet 30,000.00 30,000.00 One-time - 3 Wildland Firefighting Expansion Funding GF 0.00 88,000.00 One-time/Ongoing - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF 0.00 (163,900.00)One-time - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF 0.00 163,900.00 One-time - 4 Public Lands One-time Personal Services Budget Rescope for Equipment Purchases Fleet 163,900.00 163,900.00 One-time - 5 Park Land Acquisition CIP 0.00 (405,000.00)One-time - 5 Park Land Acquisition CIP 0.00 405,000.00 6 Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course GF 0.00 250,000.00 One-time - 6 Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course Golf 250,000.00 250,000.00 One-time - 7 Moved to Housekeeping 8 Withdrawn Prior to Transmittal 9 Public Services Facilities Division: Old Library Immediate Facility Needs GF 0.00 195,000.00 One-time - 10 Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division GF 0.00 292,819.00 One-time - 10 Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division Fleet 292,819.00 292,819.00 One-time - 11 Old Library, Plaza 349 and Justice Courts Capital Improvements CIP 5,498,741.00 5,498,741.00 One-time - 11 Old Library, Plaza 349 and Justice Courts Capital Improvements GF 0.00 889,800.00 One-time - 12 Trailer for Public Services Streets Division GF 0.00 (58,000.00)One-time - 12 Trailer for Public Services Streets Division GF 0.00 58,000.00 One-time - 12 Trailer for Public Services Streets Division Fleet 58,000.00 58,000.00 One-time - 13 Funding for Gap in Homeless Resource Center Grant Funding for Salaries GF 0.00 292,833.00 Ongoing - 14 Police Overtime Funding in FY 2026 GF 0.00 3,810,941.00 One-time - 15 Police Retirements Cost GF 0.00 977,286.00 One-time - 16 Police Mobile Command Center GF 0.00 1,000,000.00 One-time - 16 Police Mobile Command Center Fleet 1,000,000.00 1,000,000.00 One-time - 17 Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases GF 0.00 201,749.00 Ongoing 8.00 17 Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases IMS 21,000.00 21,000.00 One-time - 18 Parking Wayfinding Signage GF 0.00 167,500.00 One-time - 19 Exhibit Space at the City County Building CIP 0.00 500,000.00 One-time - 1 Legislative Affairs Operations Funding GF 0.00 80,000.00 Ongoing - 2 Engineering Planning and Design Housekeeping and Rescope GF 0.00 (350,000.00)One-time - 2 Engineering Planning and Design Housekeeping and Rescope GF 0.00 350,000.00 One-time - 3 Refuse Fund Revenue Budget for Lease Agreement Refuse 8,918,482.00 0.00 One-time - 4 Community Events - Rescope GF 0.00 0.00 One-time - 5 Streets GO Bonds Interest Reallocation for FY 2025-26 CIP 0.00 (1,735,515.83)One-time - 5 Streets GO Bonds Interest Reallocation for FY 2025-27 CIP 0.00 1,735,515.83 One-time - Fiscal Year 2025-26 Budget Amendment #4 Council ApprovedAdministration Proposed Section A: New Items Section D: Housekeeping Section C: Grants for New Staff Resources Section B: Grants for Existing Staff Resources 1 Fiscal Year 2025-26 Budget Amendment #4 6 California Avenue Safety Improvements Rescope CIP 0.00 0.00 One-time - 7 CPTED Streetlight – GF to CIP Transfer CIP 300,000.00 300,000.00 One-time Section E: Grants Requiring No New Staff Resources 1 Trail Maintenance for Salt Lake City Portion of the Jordan River Trail Misc Grants 57,000.00 57,000.00 One-time - Consent Agenda Total of Budget Amendment Items 16,626,942.00 16,454,388.00 0.00 0.00 8.00 Initiative Number/Name Fund Revenue Amount Expenditure Amount Revenue Amount Expenditure Amount Ongoing or One- time FTEs Total by Fund, Budget Amendment #4: General Fund GF 0.00 8,245,928.00 0.00 0.00 8.00 Fleet Fund Fleet 1,581,719.00 1,581,719.00 0.00 0.00 CIP Fund CIP 5,798,741.00 6,298,741.00 0.00 0.00 Refuse Collection Fund Refuse 8,918,482.00 0.00 0.00 0.00 Golf Fund Golf 250,000.00 250,000.00 0.00 0.00 IMS Fund IMS 21,000.00 21,000.00 0.00 0.00 Misc Grants Fund Misc Grants 57,000.00 57,000.00 0.00 0.00 - Total of Budget Amendment Items 16,626,942.00 16,454,388.00 0.00 0.00 8.00 Administration Proposed Council Approved Section I: Council Added Items Section F: Donations Section G: Council Consent Agenda -- Grant Awards 2 Fiscal Year 2025-26 Budget Amendment #4 Current Year Budget Summary, provided for information only FY 2025-26 Budget, Including Budget Amendments FY 2025-26 Adopted Budget BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Revenue General Fund (FC 100)453,721,525 0.00 - - 453,721,525.09 Debt Service Fund (FC 101)30,514,822 30,514,822.00 Other Improvement Fund (FC 150)3,000 3,000.00 Capital Improvement Fund (FC 300)41,675,084 12,206,670.04 5,798,741.00 59,680,495.04 Water Utility Fund (FC 400)192,010,432 51,079,400.00 243,089,832.00 Sewer Utility Fund (FC 410)357,160,859 357,160,859.00 Stormwater Utility Fund (FC 420)25,327,969 2,000,000.00 27,327,969.00 Street Lighting Utility Fund (FC 430)5,874,881 5,874,881.00 Department of Airports Fund (FC 540)606,598,500 - 606,598,500.00 Fleet Management Fund (FC 610)23,925,700 - 1,581,719.00 25,507,419.00 Risk Management Fund (FC 620)69,846,524 69,846,524.37 Governmental Immunity Fund (FC 630)4,529,865 4,529,865.00 Information Mgt Serv Fund (FC 650)43,052,934 50,000.00 21,000.00 43,123,934.00 Local Building Authority Fund (FC 660)1,172,525 1,172,525.00 Refuse Collection Fund (FC670)25,469,123 8,918,482.00 34,387,605.00 Golf Fund (FC 680)14,156,634 250,000.00 14,406,634.00 Housing and Loan Fund (FC 690)14,082,500 14,082,500.00 CDBG Fund (FC 710)4,885,779 4,885,779.00 Miscellaneous Grants Fund (FC 720)12,714,477 3,490,212.72 4,139,704.89 57,000.00 20,401,394.61 Demolition Weed and Forfeiture (FC 730)4,365,000 4,365,000.00 Emergency 911 Dispatch (FC 750)4,295,000 4,295,000.00 Downtown Alliance Fund (FC 760)1,700,000 2,500,000.00 4,200,000.00 Donations Fund (FC 770)500,000 500,000.00 Funding Our Future Fund (FC 780)58,749,999 58,749,999.00 Transportation Fund (FC 785)14,332,500 14,332,500.00 DEA Taskforce (FC 901)1,159,208 1,159,207.61 Community Reinvestment Agency Fund (FC 920)86,036,232 86,036,232.00 Sports Arena Fund (FC 740)79,512,660 79,512,660.00 Emergency Loan Program Fund - 273,000.00 Total of Budget Amendment Items 2,177,373,732 273,000.00 71,326,282.76 4,139,704.89 16,626,942.00 - 2,269,466,661.72 3 Fiscal Year 2025-26 Budget Amendment #4 Total Expense BA #1 Total BA #2 Total BA #3 Total BA #4 Total BA #5 Total Total Expense General Fund (FC 100)464,359,952 353,000.00 913,000.00 8,245,928.00 473,871,880.26 Debt Service Fund (FC 101)36,589,783 36,589,783.00 Other Improvement Fund (FC 150)3,000 3,000.00 Capital Improvement Fund (FC 300)48,175,084 16,339,140.04 6,298,741.00 70,812,965.04 Water Utility Fund (FC 400)216,611,815 66,849,851.00 283,461,666.00 Sewer Utility Fund (FC 410)159,022,034 12,083,142.00 171,105,176.00 Stormwater Utility Fund (FC 420)26,465,800 7,349,551.00 33,815,351.30 Street Lighting Utility Fund (FC 430)8,418,357 1,327,234.00 9,745,591.00 Department of Airports Fund (FC 540)476,954,577 100,000.00 477,054,577.00 Fleet Management Fund (FC 610)23,735,252 13,202,498.00 1,581,719.00 38,519,469.00 Risk Management Fund (FC 620)69,846,524 69,846,524.37 Governmental Immunity Fund (FC 630)4,302,013 94,791.00 4,396,804.00 Information Mgt Serv Fund (FC 650)43,052,934 2,451,295.18 21,000.00 45,525,229.18 Local Building Authority Fund (FC 660)1,172,525 1,172,525.00 Refuse Collection Fund (FC670)29,357,332 9,350,559.00 - 38,707,891.00 Golf Fund (FC 680)26,570,200 957,404.00 250,000.00 27,777,604.00 Housing and Loan Fund (FC 690)14,082,500 14,082,500.00 CDBG Fund (FC 710)4,885,779 4,885,779.00 Miscellaneous Grants Fund (FC 720)12,714,477 3,490,212.72 4,139,704.89 57,000.00 20,401,394.61 Demolition Weed and Forfeiture (FC 730)4,365,000 4,365,000.00 Emergency 911 Dispatch (FC 750)9,646,688 9,646,688.00 Downtown Alliance Fund (FC 760)1,700,000 2,500,000.00 4,200,000.00 Donations Fund (FC 770)500,000 500,000.00 Funding Our Future Fund (FC 780)48,111,572 48,111,571.83 Transportation Fund (FC 785)15,106,833 15,106,833.00 DEA Taskforce (FC 901)1,159,208 1,159,207.61 Community Reinvestment Agency Fund (FC 920)86,036,232 86,036,232.00 Sports Arena Fund (FC 740)79,512,660 79,512,660.00 - Total of Budget Amendment Items 1,912,458,131 353,000.00 137,008,677.94 4,139,704.89 16,454,388.00 - 2,070,413,902.20 4 Fiscal Year 2025-26 Budget Amendment #4 Finance Department City Council Office Contingent Appropriation / Notes 5 This page has intentionally been left blank Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 1 Section A: New Items A-1: Vehicle Replacement for Urban Services Division GF One-time ($37,000.00) GF One-time $37,000.00 Fleet One-time $37,000.00 Department: Public Services Prepared By: JP Goates, Julie Crookston, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Julie Crookston and Kimberley Schmeling In April 2025, a compliance enforcement officer was involved in an accident that led to the total loss of one of the division's Chevy Bolt vehicles. There were no other vehicles involved; the officers swerved to avoid hitting an animal in the roadway. Since the City is self-insured, Urban Services is fully responsible for the replacement cost of the vehicle. Since the accident, the division has been using bikes in warmer weather but will need to use a loaner vehicle from the Fleet Division once bike season ends. However, this is a temporary fix. To re gain full operational capacity, the Urban Services Division is proposing transferring $37,000 from its operational budget to the Fleet Division to purchase a new Chevy Bolt. This new vehicle is essential for the division's operations, as it will replace th e lost asset and help maintain enforcement efficiency and revenue generation. A-2: Trailer for Facilities Division GF One-time ($30,000.00) GF One-time $30,000.00 Fleet One-time $30,000.00 Department: Public Services Prepared By: JP Goates, Riley Bird, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Riley Bird and Kimberley Schmeling When the division of Urban Services was created in FY 2026, personnel and equipment were moved from the Facilities division to Urban Services division. A drop-down trailer, previously an asset of the Facilities team used to move large equipment, including two scissor lifts, was no longer available for maintena nce and repair work completed by the staff in that division. An increase in workload related to the Clean City initiative at Urban Services means the trailer is in use full-time by that team. A drop-down trailer is the safest and most efficient way to move critical large equipment. Without it, operations are delayed and safety risks increase. Leasing a trailer is not a practical alternative as equipment is moved daily and is an ongoing need. The Division of Facilities Services is seeking to transfer funds from their operating budget to Fleet to purchase the trailer needed. No new funds are being requested. A-3: Wildland Firefighting Expansion Funding GF One-time/ Ongoing $88,000.00 Department: Fire Prepared By: Chief Lieb, Brittany Blair For questions, please include Chief Lieb and Brittany Blair The Fire Department is requesting funding to support the expanding needs of our wildland firefighting program, as wildfire risk increases and conditions continue to change in the region. According to the National Interagency Fire Center based in Boise, ID, the total number of wildfires nationwide have increased significantly over the last five years. These fires range from human caused, to natural caused, to cause undetermined. The contributing factors for wildland fires are the increase in urban centers pushing up against wildland urban interface areas, such as the east and north benches in SLC, water content in the fuels, environmental temperatures, humidity, and wind speed. The current request totals $88,000 for the remainder of this fiscal year, $75,000 of which will be ongoing costs (see the table below). These funds will cover the days of increased staffing during 2025 for periods of extreme fire weather during July through October, increased wildland training requirements, additional personal protective equipment (PPE), tools, such as hoses, nozzles and hand tools, and the replacement of aging Bendix King radios, which are over ten years old and no longer manufactured. The Bendix King radios are the standard radio used in wildland operations and are essential for the firefighting teams to communicate and coordinate on-scene with our state and regional partners during an event. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 2 The ongoing request also supports anticipated annual upstaffing needs driven by increasing red flag days, recurring PPE purchases, further equipment replacement due to loss or damage, expanded wildland training, and ongoing radio maintenance and replacement. Category Personnel FY26 Request $25,000 Ongoing Request $40,000 PPE Equipment $28,000 $25,000 Radios $35,000 $10,000 Total $88,000 $75,000 A-4: Public Lands One-time Personal Services Budget Rescope for Equipment Purchases GF One-time ($163,900.00) GF One-time $163,000.00 Fleet One-time $163,900.00 Department: Public Lands Prepared By: Gregg Evans For questions, please include Gregg Evans The Public Lands Department is requesting to rescope $163,900 in existing FY 2026 personnel budget which, if approved, will be transferred to the Fleet Fund as one-time funding for the purchase of capital equipment. The funds being requested for this transfer to Fleet were generated from attrition and vacancy savings from the first half of this fiscal year. Savings are generated throughout the fiscal year from positions remaining vacant during the typical hiring process, especially when there is difficulty in hiring some positions. The Department continually tracks the duration of all vacancies to calculate the estimated savings. The Department is proposing to use the one-time funds to purchase the equipment detailed below. • $50,300 - Kubota RTV Utility Vehicle, this new unit will support the ongoing watering of newly planted trees throughout the maintenance district 2 area. Currently, staff are using a 1 -ton dump truck for tree watering, adding this vehicle will free up a 1-ton truck in District 2 used for watering trees to be repurposed to the detail (rag) crew in District 2. • $47,500 - Toro Dingo to replace stolen trencher (Unit # 81510) with a new trencher. • $15,600 – Aerator, the new aerator requested will help prevent soil compaction in high-use common and spectator areas at the Regional Athletic Complex (RAC). Currently, the RAC does not own an aerator and has relied on borrowing the Parks Department’s unit for more than five years. The current unit will be repurposed to perform turf aeration on park properties throughout the City. • $50,500 - Caterpillar model 302 C3 small excavator for trail repairs and maintenance. The primary purpose of this new machine will be in-house trail construction and maintenance performed by the Trails Team. Currently, all machine work on trails is either contracted out with variable results or completed using rented equipment at a cost of approximately $4,000 per month. The Trails Team now has an experienced machine operator on staff with six years of trail construction and maintenance experience, allowing this work to be completed internally with greater consistency and higher quality results. In addition, this excavator would also support restoration projects, fire mitigation efforts, and vegetation management across Natural Lands properties. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 3 A-5: Park Land Acquisition CIP One-time ($405,000.00) CIP One-time $405,000.00 Department: Public Lands Prepared By: Gregg Evans For questions, please include Gregg Evans The Public Lands Department in coordination with Real Estate Services is requesting a budget amendment in the amount of $405,000 that will utilize Parks Impact Fees to fund the acquisition of 1.09 acres of open space. ***This item will require a closed session to discuss th is confidential land acquisition*** A-6: Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course GF One-time $250,000.00 Golf One-time $250,000.00 Department: CAN Prepared By: Mark Stephens, Dawn Valente For questions, please include Mark Stephens, Dawn Valente and Tammy Hunsaker The United States Army Corps of Engineers (USACE) and Salt Lake County Flood Control (SLCoFC) identified multiple unpermitted encroachment violations along the Surplus Canal located within the geographic boundaries of Salt Lake City. Resolution of these encroachment violations were shared between SLC Public Utilities, SLC Engineering and the SLC Airport. One of the major encroachment violations assigned to SLC Engineering was the permitting and erosion control of an existing, previously constructed pedestrian bridge at the Glendale Golf Course spanning the Surplus Levee Canal. The above-mentioned USACE design review process and approvals have taken years, and until recently Engineering did not know when the final USACE would be approved. Now that the USACE has provided approval, project bidding and construction is considered urgent, and as such, obtaining funding through a budget amendment process has been deemed the best approach in lieu of waiting for the next Capital Asset Planning process. The $250,000 requested in this amendment is to cover construction costs associated with installing the erosion control rip-rap revetment under the existing bridge surrounding the piles driven into the canal that support the bridge structure above. USACE requires the placement of this revetment t o treat existing erosion and to prevent further erosion around the pedestrian bridge piles that support the structure. This will also ensure and protect the structural integrity of the Surplus Canal banks. Increases to flood insurance costs could be incurred by surrounding residents and businesses if the City does not address this violation. Part of the reason for the emergency is that as the Federal Emergency Management Agency (FEMA) updates their Flood Insurance Rate Maps (FIRM) based on levee conditions reported by USACE, any lacking levee deficiency , such as the one to be rectified by the proposed project, poses the risk for flood insurance rates to be increased for those properties, homes and businesses protected by the levee. A-7: Moved to Housekeeping as D-6 A-8: Withdrawn Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 4 A-9: Public Services Facilities Division: Old Library Immediate Facility Needs GF One-time $195,000.00 Department: Public Services Prepared By: JP Goates, Josh Lander, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates, Josh Lander and Kimberley Schmeling Maintenance activities began in September of this year with miscellaneous repairs for The Leonardo, but when the building was vacated by the tenant and turned over to the City, activities have ramped up and have included but have not been limited to: - grounds maintenance, - repairs to doors, plumbing, electrical and mechanical systems, - janitorial and moving services, and - security. Work on these items needs to continue at a minimum to keep the building functional and secure. Public Services is requesting $195,000 to continue maintenance and security efforts. The largest of these expenses will be $130,000 for security access and camera installations; the remaining funding will be for the maintenance expenses listed above. Security updates have been deemed necessary because the building’s existing access control system is outdated and in need of repair. In addition, the city no longer has licensing for Mellennium, which means City badges cannot be programmed to work with the existing system. Also, since this is a City building, the City’s Security Director has requested that cameras be installed to monitor the site. A-10: Backhoe for Public Services Streets Division & Tractor for Public Lands Parks Division GF One-time $292,819.00 Fleet One-time $292,819.00 Department: Public Services Prepared By: Julie Crookston, Kimberley Schmeling For questions, please include Jorge Chamorro, Julie Crookston and Kimberley Schmeling Two assets -- one in Public Lands and one in Streets -- have recently experienced severe and unrepairable breaks. Public Lands Tractor – This asset had a catastrophic break occur recently. It will cost about $7,000 to repair. However, prior to the break the estimated value of the asset was no more than $1,000 due to its age and continued heavy use. The tractor was originally purchased in 2008 and has been eligible for replacement since August 2023. Due to volume of assets needing replaced, both in Public Lands and throughout the City, replacement of other older or more critical assets have taken priority. Of the 52 assets Public Lands needed replaced, this tractor was originally 37 th on the list in order of seniority. Fleet and Public Lands have now determined this tractor needs to be replaced as soon as possible, rather than waiting for the FY 2027 replacement cycle. Parks District 1 (serving Pioneer Park, Riverside Park, Cottonwood Park, etc.) uses this asset heavily since it has many different attachments which allow it to be used for a variety of tasks. For example, it is used in the spring as a seed spreader and fertilizer. In the fall, it is used as a leaf collector, leaf blower, and a sweeper. In the summer it functions as a backup mower. There are no rental options available for this type of tractor. It is imperative this asset is replaced with one that is compatible with all the attachments we already own. Fleet has committed all of the FY 2026 replacement funding and is unable to cover the cost of replacing this asset. Likewise, Public Lands does not have enough projected end-of-year savings to cover the cost. The cost of replacing the tractor is $55,819. The lead time for this asset is a minimum of three months . Streets Backhoe – This asset also suffered a catastrophic break. The current estimated value of the backhoe prior to the break was about $27,000. The repairs needed are estimated to cost over $40,000, and due to the nature of the required repairs, it is likely there will continue to be repair issues with this asset even after the repairs. As such, it is not economical to repair the backhoe. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 5 This asset was not projected to be eligible for replacement until 2027. After review, it was determined there was no abuse by the users, and the asset was being used appropriately and for its intended purpose. This asset is heavily utilized, creating a large amount of wear and tear. It has been operated by the concrete crews as they repair concrete throughout the City and is vital to their work excavating damaged concrete prior to pouring new concrete. This asset needs to be replaced as soon as possible rather than waiting for the FY 2027 replacement cycle. There are no rental options available for this exact size, and a smaller backhoe would greatly decrease efficiency of the team, creating a reduction of service. Fleet has committed all FY 2026 replacement funding and is unable to cover the cost of replacing this asset. Likewise, Streets does not have enough projected end-of-year savings to cover the cost. The cost of replacing the backhoe is $237,000. In the backup documentation quotes for both assets are provided. Public Services is also requesting a straw poll for this BA, to allow the orders to be placed as soon as possible, and thus delivered as quickly as possible. A-11: Old Library, Plaza 349 and Justice Courts Capital Improvements CIP One-time $5,498,741.00 GF One-Time 889,800.00 Department: Public Services Prepared By: Jorge Chamorro, JP Goates, Kimberley Schmeling For questions, please include Jorge Chamorro, JP Goates and Kimberley Schmeling To support internal growth, with the most pressing one being the addition of a new judge and their supportive staff at the Justice Courts building, and to address space constraints in several City offices, the City plans to reinvest in three key facilities: the Old Library, Plaza 349 and Justice Courts. This initiative may include completing essential infrastructure upgrades (elevators, HVAC, etc.) at the Old Library (former Leonardo museum), converting into a mixed-use space including City offices on the third floor and classrooms, meeting, and gallery space on the second floor, and additional administrative offices on the first floor. It also includes addressing aging systems at Plaza 349 and supporting the relocation of certain Justice Courts staff. This will allow time for the City to explore alternatives to adequately house the Justice Courts. The Department intends to utilize the interest accrued from the tax-exempt bond. Upon review, it has been determined that the above-mentioned project costs are eligible to be covered by bond interest proceeds. The Architectural team has prepared a high-level estimate of $5,498,741. The project includes interior renovations to accommodate the Justice Courts ($300,000), critical repairs to the elevators ($250,000), storm dr ainage ($36,000), and tech ($75,000). Permits will cost $45,000. Design, engineering and project management ($822,941), and construction/general contracting, and contingencies ($3,080,000) make up the bulk of the expense. Furniture, fixtures and equipment (FF+E) expenses ($889,800) round out the budget. The FF+E will not be included in bond interest financing and will be supported by General Fund Fund Balance. A-12: Trailer for Public Services Streets Division GF One-time ($58,000.00) GF One-time $58,000.00 Fleet One-time $58,000.00 Department: Public Services Prepared By: Julie Crookston, James Aguilar, Kimberley Schmeling For questions, please include Jorge Chamorro, Julie Crookston, James Aguilar and Kimberley Schmeling A trailer used by the Streets division in Public Services has suffered a permanent break. The metal frame has cracked and is unrepairable. This trailer is a critical piece of equipment used by Streets' asphalt crews to haul equipment to roadways when they are performing more robust asphalt repairs, such as repairing larger than normal potholes and doing inlays. This asset was not projected to be eligible for replacement until 2027. After a review it was determined there was no abuse by the users, and the asset was being used appropriately and for its intended purpose. This asset is heavily utilized, Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 6 thus creating a large amount of wear and tear. Fleet has committed all the FY 2026 replacement funding and is unable to cover the cost of replacing this asset this year. Streets is currently projected to have enough end -of-year savings to cover the cost of replacing this trailer. This amendment is to transfer $58,000 from Streets to Fleet cover the cost of replacing the asset. A-13: Funding for Gap in Homeless Resource Center Grant Funding for Salaries GF Ongoing $292,833.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond Budget for HRC mitigation officer salary portion not covered by the State HRC grant $292,833. The amount of funding awarded for the FY 2026 HRC mitigation grant to cover the 19.0 employees is $2,735,048 which was a reduction of $210,909 from FY 2025 funded at $2,945,957. The total estimated personnel cost is $3,027,881 requiring a budget of $292,833 for FY 2026 general fund. The existing funding provides for 19 FTE's, which is three squads and a supervising Lieutenant. To maintain functionality at the Homeless Resource Center, Police needs to keep staffing at this level. A-14: Police Overtime Funding in FY 2026 GF Ongoing $3,810,941.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond The police department is requesting additional funding to cover overtime expense. This cost is currently budgeted at $3,993,611 and the department does not have anticipated vacancy savings to cover overtime. The total overtime in FY 2026 is not expected to reach the FY 2025 total cost of $8,244,009 but is trending at the FY 2024 actuals of $7,804,990. The police department utilizes overtime to manage shift coverage in the heavy summer months, provide mitigation, proactive enforcement, and staff special events. In FY 2025, the department had an overtime budget of $6 ,886,430 and utilized vacancy savings to cover the additional costs above budget. This year the department does not anticipate vacancy savings and is requesting additional budget of $3,810,941. With the changes in the department organization structure, staff, and staffing levels; the department is working to make long-term improvements to reduce the need for overtime at this level. This will take time, and this budget item is a one- time request with the intention to support the remainder of FY 2026. The police department is requesting additional funds to cover overtime. Ongoing: $2,493,611 Funded in MRB: $1,500,000 FY 26 Budget $3,993,611 FY 26 Expense to date: $3,301,926 FY 26 Trending $7,804,553 FY 26 additional funds needed $3,810,941 Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 7 A-15: Police Retirements Cost GF One-time $977,286.00 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond The police department is requesting additional funding to cover retirement payouts. This cost is not currently budgeted, and the department does not have anticipated vacancy savings to cover this cost. Personnel costs for Retirement and severance: Retirement and Severance Payout Amount through 10/31 $805,286 Known Pending Retirements through 1/31/2026 $172,000 Total $977,286 A-16: Police Mobile Command Center GF One-time $1,000,000 Fleet One-time $1,000,000 Department: Police Prepared By: David Pond, Shellie Dietrich For questions, please include Chief Redd, Shellie Dietrich and David Pond A mobile command center is needed by the police department to manage on scene response and presence at natural disasters, large scale events, events with long durations, special events and protests. A lead time of 1 year requires budget in FY 2026 to facilitate delivery and availability for large events scheduled for Early 2027. Mobile Command Center (MCC) - The police department is requesting one-time funding to acquire a mobile command center. The estimated cost is $1,000,000. This funding request seeks support for the acquisition of a Mobile Command Center (MCC) to significantly improve the operational capabilities the Police Department. The MCC will serve as a critical asset in managing emergencies, coordinating multi-agency responses, and ensuring public safety during high-risk incidents and large-scale events. The investment aligns with city and state priorities for public safety, emergency preparedness, community resilience and the Public Safety Plan. Our jurisdiction faces a growing number of complex public safety challenges, including: • Natural disasters (earthquakes, wildfires, floods, severe weather) • Mass casualty incidents and active shooter events • Large public gatherings and civil disturbances • Infrastructure failures and cybersecurity threats Having a MCC will provide the tools necessary to meet those challenges and: • Enhance emergency response times and coordination. • Improve situational awareness and decision-making during critical incidents. • Provide a secure and centralized location for command operations. • Increase community engagement and visibility during public events. • Increase public confidence in law enforcement preparedness. Currently, Salt Lake City Police lacks a mobile, self-sufficient platform to coordinate field operations during such events. The police department had a motorhome which was recently disposed of by fleet that was purchased used in 2001 that hasn’t been functional or operable for a year. As a result, the department relies on neighboring local or state agencies for use of a command center during critical incidents. While the fire department has a mobile command center, in a major response to a disaster, critical incident or major event, both departments will need on-scene command capabilities to Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 8 manage resources and response. This request ensures both departments can operate independently and effectively during major incidents. This gap limits our ability to respond swiftly, communicate effectively, and manage resources efficiently in dynamic environments. The Mobile Command Center represents a strategic investment in public safety infrastructure. With support for funding, the Police Department will be better equipped to protect lives, property, and critical infrastructure during emergencies and high-risk events. The Police Department respectfully requests consideration for funding to support this vital initiative. A-17: Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases GF Ongoing $201,749.00 IMS One-time $21,000.00 Department: Justice Court / Attorney’s Office Prepared By: Ben Luedtke For questions, please include Ben Luedtke, Cindy Lou Trishman, Mark Kittrell, Kathryn Fairchild Justice Court, City Prosecutor's Office, and Legal Defenders Association (LDA) Staffing Increases ($201,749 from General Fund Balance of which $174,220 is ongoing for personnel, $6,529 is ongoing for Justice Court operations, and $21,000 is one-time to the IMS Fund for computers) The Administration is proposing funding to add a total of 11 FTEs across the three offices including four FTEs at the Justice Court, four FTEs at the City Prosecutor’s Office, and funding for three FTEs at the LDA (who are not City employees). If this item is approved as proposed plus a sixth judge, then the FY2027 annual budget would need $1,554,826 to cover the fully loaded annual costs. Details of the proposed positions and costs are provided below and grouped by each of the three offices. Simultaneously adding staff capacity in all three offices to address increasing workload is the recommended approach because there are multiple interdependencies between the offices. Since annual budget deliberations in the spring, case filings continued to grow especially for criminal cases and criminal hearings which have exceeded pre-pandemic levels. The additional staff proposed would reduce workload per employee to support service levels. Sixth Justice Court Judge It’s important to note that funding for a sixth judge is not included in this budget amendment because the appointment process is estimated to take six months and would exceed the current fiscal year period. The Administration is requesting the Council’s approval for a sixth judge, FTE to begin the hiring and appointment process. Funding for a sixth judge would be included in the FY2027 annual budget and has a fully loaded estimated cost of $266,447. Earlier this year, in August the Administration recommended and in October the Council adopted an ordinance amendment to City Code Chapter 2.84 to allow future expansion of judgeships at the Justice Court including a sixth judge. The State Judicial Council also authorized a sixth judge at the City’s Justice Court. Per City Code, the Mayor appoints a Justice Court judge, and they are then confirmed by the City Council. Per Utah Code, justice court judges serve for a six-year term. A total of $112,714 to the Justice Court The Justice Court is proposed to receive $97,185 for three new FTEs, $9,000 for three computers, and $6,529 for increased operating costs to mostly cover more interpreters and several smaller expenses. The total number of FTEs in the Justice Court would increase to 48 FTEs (9% increase including the sixth judge). If all the positions and operational costs are approved including a sixth judge, then the FY2027 annual budget would need $630,411. - $50,891 ongoing to cover four months of a new Clerk of Court which is a new position at the Justice Court (see the attached HR approved job description), and $3,000 one-time for a computer. The fully loaded annual cost of the position is estimated at $152,672. This position would function like a department deputy director which the Justice Court does not currently have. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 9 - $46,294 ongoing to cover three months for two direct support Judicial Assistants Level 2 ($23,147 each), and $6,000 one-time for three computers. The fully loaded annual cost of the positions is estimated at $185,177 ($92,589 each). These judicial assistants would work directly with the sixth Justice Court judge providing administrative support. The funding is proposed for three months to allow time for the new supervisor position (Clerk of Court) to be hired one month earlier and to allow six-months training before the sixth judge is appointed. - $6,529 ongoing to cover three months of increased operational costs which would mostly be used for interpreter services. The funds may also be used for several other expenses such as jury fees, equipment maintenance, printing and postage among others. The FY2027 annual budget would need $26,115 to cover a full year of the increased operational costs. A total of $55,920 to the City Prosecutor’s Office The City Prosecutor’s Office is proposed to receive $43,920 for four new FTEs, and $12,000 for four computers. The total number of FTEs in the office would increase to 36 FTEs (13% increase). If all the positions are approved, then the FY2027 annual budget would need $527,041 to fully cover the annual cost. - $33,699 ongoing to cover one month for three Associate Prosecutors ($11,233 each), and $9,000 one-time for three computers. The fully loaded annual cost of the positions is estimated at $404,383 ($134,794 each). These positions would help reduce the per attorney caseload. - $10,221 ongoing to cover one month for a Paralegal, and $3,000 one-time for a computer. The fully loaded annual cost of the position is estimated at $ $122,657. Attorneys have absorbed some paralegal work to fit within staffing limits so adding this position would free up time for attorneys to work on other matters. This position would support discovery, screenings, and diversion efforts. A total of $33,115 to the Legal Defenders Association (LDA) The LDA is proposed to receive $33,115 for three new positions which are not City employees; this additional funding would be added to the annual Nondepartmental line-item for the LDA contract with the City. If all the positions are approved, then the FY2027 annual budget would need $397,374 to fully cover the annual cost. This would increase the total contract amount to $2,191,184 (22% increase). - $25,467 ongoing to cover one month for two Attorneys ($12,734 each). The fully loaded annual cost of the positions is estimated at $305,607 ($152,804 each). These positions would help reduce the per attorney caseload. Legal defenders are not involved in every case; the LDA doesn’t get involved in cases that are resolved before appointment and are not usually appointed on cases that involve only infraction level charges . - $7,647 ongoing to cover one month for a Case Manager. The fully loaded annual cost of the position is estimated at $91,767. The case manager would support the Familiar Faces Court and diversion efforts including Project Rio. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 10 A-18: Parking Wayfinding Signage GF One-time $167,500.00 Department: CAN Prepared By: Mary Beth Thompson For questions, please include Kyle Cook, Jorge Chamorro, James Aguilar, Orion Goff and Tammy Hunsaker Design options have been developed for parking wayfinding signage where signage needs replacement or has been deemed necessary. The cost estimate of $167,500 is broken out in the table below and is estimated to cover the cost of 65 signs. Cost per sign Total Cost 45 Updated Signs $1,500 $67,500 20 New Signs $5,000 $100,000 Subtotal $167,500 A-19: Exhibit Space at the City County Building CIP One-time $500,000.00 Department: Mayor’s Office Prepared By: Mary Beth Thompson For questions, please include Jill Love, Alejandro Sanchez and Mary Beth Thompson Funding for design and fabrication of display cases on the third floor of the City County Building. These costs will cover design work and also fabrication costs. Exhibits created will be consistent with the architecture of the building. This will be funding by Bond Interest Income. Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1: Legislative Affairs Operations Funding GF Ongoing $80,000.00 Department: Attorney Prepared By: Cindy Lou Trishman For questions, please include Cindy Lou Trishman Amending the budget to include the previously provided $80,000 to Legislative Affairs for operating costs. Costs include state capital access, parking needs, travel, professional development, and event support. D-2: Engineering Planning and Design Housekeeping and Expansion GF Ongoing ($350,000.00) GF Ongoing $350,000.00 Department: CAN Prepared By: Mark Stephens, Julianne Sabula For questions, please include Tammy Hunsaker, Mark Stephens and Julianne Sabula In the annual budget, as part of the Ongoing Commitments a transfer of $350,000 was set up to be made from General Fund to the CIP fund. It was determined for FY 2026 that it would be better housed in the Non -Departmental cost center within the general fund, however the accounting for the transfer did not get corrected. This budget amendment first needs to correct the "transfer to CIP fund" to an operational expense in the Non-Departmental cost center. This portion of the BA request is simply housekeeping. Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 11 In addition to the housekeeping request, the Administration is requesting clarification on the types of projects that these funds can be used for. In the current budget, these funds are called, “Planning and Design” and have been intended to facilitate the planning and design of CIP projects prior to construction. For purposes of clarity, the Administration is requesting that these funds be used not only to develop design documents and cost estimates but expanded to include creating and updating master plans and other plans that are required by federal or state requirements. D-3: Refuse Fund Carry Revenue Budget for Lease Agreement Refuse One-time $0.00 Department: Sustainability Prepared By: Debbie Lyons For questions, please include Debbie Lyons, Chris Bell and Ammon Jacobsmeyer The Sustainability Department is requesting $8,918,482 in revenue for the Refuse Fund. As part of BA#1, the revenues to offset expenses were not accounted for. Budget is required in order to realize financing revenue to enter lease agreements for the new Waste & Recycling collection vehicles we expect to receive in FY 2026. D-4: Community Events - Rescope GF One-Time $0.00 Department: Administration Prepared By: Mary Beth Thompson For questions, please include Mary Beth Thompson This item is to rescope $400,000 budgeted in NonDepartmental from Open Streets as follows: $100,000 for the DTA Blocks program; $200,000 for the watch party; and $100,000 for America 250 events. Unused funds will drop to fund balance. Money is being raising to support these events. D-5: Streets GO Bonds Interest Reallocation for FY 2025-26 CIP One-time ($1,735,515.83) CIP One-time $1,735,515.83 Department: CAN Prepared By: Dawn Valente, Dustin Petersen For questions, please include Dawn Valente, Dustin Petersen and Brent Beck This budget amendment is requesting to allocate the interest from FY 2025 BA#2 for Streets GO bonds in the amount of $1,735,515.83, in addition to any interest which will accrue while processing the invoice reallocations and bond draws from July 1, 2025 through the remainder of the fiscal year June 30, 2026, to be used to fund additional rebuilds of city streets as determined by the Engineering Division's Six Year Pavement Plan and deliberations of the Roadway Selection Committee. Engineering would like to request a straw poll for this housekeeping reallocation. Once approved, Engineering will need to do journal entries to reallocate costs for Treasury to do the bond draws for the bonds that have expired. Then if there is residual interest, another budget amendment will be needed for the remaining unallocated interest, along with additional invoices to be reallocated so the totality of these bonds can be spent. Waiting for the bond draws will incur additional earned interest which may be subject to arbitrage and the potential loss of funding for more roadway rebuilds. One project that Engineering is looking to fund after the reallocation funding is complete is the 1700 East reconstruction from 1700 South to 2100 South which was on the original reconstruction list but had to be pulled due to funding shortage in the 2018 GO Bond series. Engineering and Transportation are working alongside Public Utilities to coordinate their storm drainage project along 1700 East within and ahead of our road construction project limits, as well as the Highland High Reconstruction that the school board will be doing over the next few years. This should be another success story like 2100 South reconstruction where Engineering is able to install all the upgraded sewer and water lines for Public Utilities as part of the roadway construction project to accommodate forthcoming private development Salt Lake City FY 2025-26 Budget Amendment #4 Initiative Number/Name Fund One-time or Ongoing Amount 12 capacity needs without having to tear up new pavement within a few years. This collaboration with the City’s internal Departments/Divisions and external entities is saving taxpayer dollars. D-6: California Avenue Safety Improvements Rescope CIP One-time $0.00 Department: CAN Prepared By: Julianne Sabula For questions, please include Julianne Sabula, Jon Larsen and Tammy Hunsaker City Council funded a constituent requested project in the fall of 2024 to improve pedestrian safety in the Glendale neighborhood. The project proposed to relocate curb and gutter to widen sidewalks and reduce the pedestrian crossing distance on California Avenue, between Glendale Drive and Concord St, along with other safety improvements. During the civil design work, it was discovered that relocating the curb and gutter would be more expensive than anticipated to allow proper drainage of the relatively flat elevation. Transportation is requesting to rescope funding to allow other improvements, as well as to expand the project area to include two nearby schools. Potential improvements could include landscaping, lighting, traffic calming, pedestrian safety i mprovements and/or school crosswalk. Adequate funds are available to address these items, but the Council needs to approve the budget rescope. D-7: CPTED Streetlighting– GF to CIP Transfer CIP One-Time $300,000 Department: Finance Prepared By: Mike Atkinson As part of the annual budget, the $300,000 was not recognized in key chances with the adoption of the CIP Budget. This action is to recognize this item. Section E: Grants Requiring No New Staff Resources E-1: Trail Maintenance for Salt Lake City Portion of the Jordan River Trail Misc Grants One-time $57,000.00 Department: Finance Prepared By: Amy Dorsey, Julianne Sabula For questions, please include Amy Dorsey and Julianne Sabula This budget amendment is to recognize the City's funding availability grant award in the amount of $57,600 for the purpose of removing dead and dying trees and other woody vegetation to improve navigability, safety and beautification of the Jordan River between 1700 South and 900 South. Section F: Donations Section G: Consent Agenda Consent Agenda # Section I: Council Added Items This page has intentionally been left blank Budget Amendment #4 Revenue Forecast FINANCE DEPARTMENT Revenue FY26 Annual Budget FY26 Amended Budget Projection Amended Variance Favorable/(Unfavorable) Property Taxes 148,580,334 148,580,334 148,580,334 - Sales, Use & Excise Taxes 126,026,000 126,026,000 126,000,000 (26,000) Franchise Taxes 17,220,000 17,220,000 17,339,305 119,305 Total Taxes 291,826,334 291,826,334 291,919,639 93,305 Charges For Services 6,821,820 6,821,820 5,056,754 (1,765,066) Fines & Forfeitures 3,085,827 3,085,827 3,074,937 (10,890) Interest Income 9,000,000 9,000,000 9,000,000 - Interfund Service Charges 34,569,169 34,569,169 34,574,395 5,226 Intergovernmental Revenue 6,205,000 6,205,000 6,073,983 (131,017) Licenses 21,847,694 21,847,694 22,024,495 176,801 Miscellaneous Revenue 3,838,663 3,838,663 3,808,672 (29,991) Parking Meter Revenue 3,273,255 3,273,255 3,956,050 682,795 Parking Tickets 2,200,000 2,200,000 2,200,000 - Permits 18,981,859 18,981,859 20,235,322 1,253,463 Property Sale Proceeds - - 24,741 24,741 Gain on Property Dispositions - - 272 272 Rental & Other Income 1,201,460 1,201,460 1,270,554 69,094 Operating Transfers In 24,780,192 24,780,192 24,780,192 - Total W/O Special Tax 135,804,939 135,804,939 136,080,367 275,428 Sales Tax Addition 1/2%58,000,000 58,000,000 58,000,000 - Total General Fund 485,631,273 485,631,273 486,000,006 368,733 Budget Amendment #4 FINANCE DEPARTMENT REVENUE EXPENSE GENERAL FUND $0.00 $8,650,923.00 FLEET FUND 1,581,719.00 1,581,719.00 CIP FUND 5,798,741.00 6,298,741.00 REFUSE FUND 8,918,482.00 0.00 GOLF FUND 250,000.00 250,000.00 IMS FUND 9,000.00 9,000.00 MISC GRANTS FUND 57,000.00 57,000.00 TOTAL $16,614,942 $16,847,383 $8,650,923 IN EXPENSES IN THE GENERAL FUND. CHANGES IN SEVEN (7) FUNDS, WITH A TOTAL REVENUE INCREASE OF $16,614,942 AND A CORRESPONDING EXPENDITURE INCREASE OF $16,847,383. THE PROPOSAL INCLUDES THE ADDITION OF EIGHT (8) GENERAL FUND-FUNDED POSITIONS. Fund Balance FINANCE DEPARTMENT FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 27,841,978 146,448,554 174,290,532 22,746,360 120,121,319 142,867,679 Prior Year Encumbrances (3,547,119) (18,657,815) (22,204,934) - - (18,919,920) Estimated Beginning Fund Balance 24,294,859$ 127,790,739$ 152,085,598$ 22,746,360$ 120,121,319$ 123,947,759$ Beginning Fund Balance Percent 39.57% 30.50% 31.66% 38.72% 26.47% 24.19%Year End ACFR AdjustmentsRevenue ChangesExpense Changes (Prepaids, Receivable, Etc.) (3,188,435) (3,188,435) 15,024 15,024 Fund Balance w/ ACFR Changes 24,294,859 124,602,304 148,897,163 22,746,360 120,136,343 123,962,783 Final Fund Balance Percent 39.57% 29.74% 30.99% 38.72% 26.48% 24.19%Budgeted Change in Fund Balance (4,162,906) (36,664,442) (40,827,348) - (27,392,780) (27,392,780) Budget Amendment Use of Fund BalanceBA#1 Revenue Adjustment 469,408 469,408 BA#1 Expense Adjustment (2,468,933) (2,468,933) (358,000) (358,000) BA#2 Revenue Adjustment 102,000 102,000 BA#2 Expense Adjustment (3,407,524) (3,407,524) (913,000) (913,000) BA#3 Revenue Adjustment 3,904,861 3,904,861 BA#3 Expense Adjustment (3,959,861) (3,959,861) - BA#4 Revenue Adjustment - - BA#4 Expense Adjustment - - (8,650,923) (8,650,923) BA#5 Revenue Adjustment 1,013,067 1,013,067 BA#5 Expense Adjustment (5,200,000) (4,736,688) (9,936,688) BA#6 Revenue Adjustment - BA#6 Expense AdjustmentChange in RevenueChange in ExpenseFund Balance Budgeted Increase Adjusted Fund Balance 22,746,360 120,121,319 142,867,679 22,746,360 82,821,640 86,648,080 Adjusted Fund Balance Percent 37.05% 28.67% 29.74% 38.72% 18.25% 16.91% Projected Revenue 61,397,384 419,006,975 480,404,359 58,749,999 453,721,525 512,471,524 Salt Lake City General Fund TOTAL Fund Balance Projections FY2026 BudgetFY2025 Budget Budget Amendment #4 FINANCE DEPARTMENT Section A: New Items: 20 Items (3 Removed) Section D: Housekeeping: Seven (7) Items Section E: Grants Requiring No New Staff Resources: One (1) Item New Items FINANCE DEPARTMENT A-1: Vehicle Replacement for Urban Services: GF/Fleet, $37k A-2: Trailer for Facilities: GF/Fleet, $30k A-3: Wildland Firefighting Expansion Funding: GF, $88k A-4: Public Lands One-time Personal Services Budget Rescope: GF, Fleet, $163,900 A-5: Park Land Acquisition: CIP, $405k A-6: Pedestrian Bridge Over the Surplus Canal at Glendale Golf Course: CIP/Golf, $250k A-9: Public Services Facilities Division: Old Library Immediate Facility Needs: GF, $195k A-10: Backhoe for Public Services Streets Division & Public Lands Parks Division: GF/Fleet, $292,819 New Items FINANCE DEPARTMENT A-11: Old Library, Plaza 349 and Justice Courts Capital Improvements, CIP/GF: $5,498,741 A-12: Trailer for Public Services Streets Division: CIP/Fleet, $58k A-13: Funding for Gap in Homeless Resource Center Grant Funding for Salaries: GF, $292,833 A-14: Police Overtime Funding: GF, $3,810,941 A-15: police Retirement Costs: GF, $977,286 A-16: Police Mobile Command Center: GF/Fleet, $1,000,000 A-17: Justice Court, City Prosecutor's Office and Legal Defenders Association (LDA) Staffing Increases: GF/IMS, $189,749 A-18: Parking Way-finding Signage: GF, $548,495 A-20: Funding for Fisher Mansion: CIP, $500,000 Housekeeping Items FINANCE DEPARTMENT D-1: Legislative Affairs Operating Budget, GF, $80k D-2: Engineering Planning and Design Housekeeping and Expansion: GF, Budget Neutral D-3: Refuse Fund Carry Revenue Budget for Lease Agreement: Refuse, $0 D-4: Community Events – Rescope, GF, Budget Neutral D-5: Streets GO Bonds Interest Reallocation for FY 2025-26, CIP, Budget Neutral D-6: California Avenue Safety Improvements Rescope, CIP, Budget Neutral D-7: CPTED Streetlighting – GF to CIP Transfer, $300k Grant Items FINANCE DEPARTMENT E-1: Trail Maintenance for Salt Lake City Portion of the Jordan River Trail: Misc Grants, $57k Questions City Council Announcements January 13, 2026 Information Needed by Council Staff A. Legislative Subcommittee and ULCT Representation Update Last year, the Council proposed updating the membership of the Legislative Subcommittee to ensure there is a smooth transition between legislative sessions. The subcommittee currently follows this schedule: January to Early March (during the legislative session): Immediate Past Chair, Current Chair, and CRA Chair. March to December: Chair, CRA Chair, and Vice-Chair. ULCT Voting Member: The Council also decided that the Council Chair will serve as the official voting member for the Utah League of Cities and Towns (ULCT) Legislative Policy Committee. Annual Review Each January: the Council will review these roles to see if they are if any changes are needed for the upcoming year. Would the Council like to make any changes? B. Financial Disclosure (attached) During January of each year, Council Members are given an annual reminder to submit a financial disclosure form statement, which is now required to be completed by the end of January, regardless if there is a change or not. Please complete the attached form and give to the City Recorder.