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Home My WebLink About06/03/2025 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION June 3, 2025 Tuesday 1:00 PM Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in person at the City & County Building. Learn more at www.slc.gov/council/agendas. Council Work Room 451 South State Street, Room 326 Salt Lake City, UT 84111 SLCCouncil.com 7:00 pm Formal Meeting Room 315 See separate agenda) Welcome and public meeting rules In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting based on circumstance or availability of speakers. The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will have a webpage for additional information read associated agenda paperwork. Generated:09:19:07 Note: Dates not identified in the project timeline are either not applicable or not yet determined. Item start times and durations are approximate and are subject to change. Work Session Items Click Here for the Mayor’s Recommended Budget for Fiscal Year 2025-26. 1.Informational: Updates from the Administration ~ 1:00 p.m. 15 min. The Council will receive information from the Administration on major items or projects in progress. Topics may relate to major events or emergencies (if needed), services and resources related to people experiencing homelessness, active public engagement efforts, 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 2.Ordinance: Zoning Text Amendment for Public Hearing Requirements for Appeals and Variances ~ 1:15 p.m. 15 min. The Council will receive a briefing about a proposal that would amend various sections of Title 21A of the Salt Lake City Code relating to public hearing requirements for appeals and variances. The proposal makes the necessary changes to comply with House Bill 368 HB368), adopted by the Utah Legislature in 2025, and went into effect on May 7, 2025. One part of HB368 prohibits cities from holding a public hearing for any appeals of a land use decision and requests for variances. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - Tuesday, June 10, 2025 Hold hearing to accept public comment - Tuesday, July 1, 2025 at 7 p.m. TENTATIVE Council Action - Tuesday, July 8, 2025 3.Ordinance: Economic Development Loan Fund - Hruskas LLC.~ 1:30 p.m. 5 min. The Council will receive a briefing about an ordinance that would approve a $200,000 loan for Hruskas, LLC. at 1751 South 1100 East from the Economic Development Loan Fund (EDLF). Hruskas, LLC. takeout restaurant offering sweet and savory kolaches stuffed pastries. This loan will assist in the creation of two new jobs in the next year and the retention of nine current jobs. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, June 3, 2025 4.Fiscal Year 2025-26 Budget: Fire Department ~ 1:35 p.m. 45 min. The Council will receive a briefing about the proposed Fire Department budget for Fiscal Year 2025-26. For more information visit https://tinyurl.com/SLCFY26. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - Tuesday, April 15, 2025 Hold hearing to accept public comment - Tuesday, May 20, 2025 and Tuesday, June 3, 2025 at 7 p.m. TENTATIVE Council Action - TBD 5.Tentative Break ~ 2:20 p.m. 20 min. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Set Public Hearing Date - Hold hearing to accept public comment - TENTATIVE Council Action - 6.Fiscal Year 2025-26 Budget: Responses to Open Legislative Intents from Previous Years ~ 2:40 p.m. 30 min. The Council will receive the first briefing of two opportunities to discuss budget-related legislative intents. This first briefing focuses on the Administration’s responses to the Fiscal Year 2025 adopted legislative intents, and to any other prior legislative intents that remain open. Legislative intents are formal requests the Council makes of the Administration. This briefing will include updates on a variety of subjects, including noise enforcement for vehicular and non-vehicular sources, Jordan River water quality, and more. The second briefing, on June 5, 2025, will allow the Council to consider any new legislative intents to be added with the Fiscal Year 2026 budget. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 7.Fiscal Year 2025-26 Budget: Unresolved Issues Follow-up ~ 3:10 p.m. 60 min. The Council will receive a follow-up briefing about unresolved issues relating to the proposed budget for Fiscal Year 2025-26. For more information visit https://tinyurl.com/SLCFY26. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Thursday, May 29, 2025 and Tuesday, June 3, 2025 Set Public Hearing Date - Tuesday, April 15, 2025 Hold hearing to accept public comment - Tuesday, May 20, 2025 and Tuesday, June 3, 2025 at 7 p.m. TENTATIVE Council Action - TBD 8.Tentative Break ~ 4:10 p.m. 20 min. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Set Public Hearing Date - Hold hearing to accept public comment - TENTATIVE Council Action - 9.Board Appointment: Racial Equity in Policing Commission – Aleksei Hernandez-Nietling ~ 4:30 p.m. 5 min. The Council will interview Aleksei Hernandez-Nietling prior to considering appointment to the Racial Equity in Policing Commission for a term ending December 27, 2027. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, June 3, 2025 10.Fiscal Year 2025-26 Budget: Arts Council Division ~ 4:35 p.m. 45 min. The Council will receive a briefing about the proposed Arts Council Division budget for Fiscal Year 2025-26. For more information visit https://tinyurl.com/SLCFY26. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 3, 2025 Set Public Hearing Date - Tuesday, April 15, 2025 Hold hearing to accept public comment - Tuesday, May 20, 2025 and Tuesday, June 3, 2025 at 7 p.m. TENTATIVE Council Action - TBD Standing Items 11.Report of the Chair and Vice Chair - Report of Chair and Vice Chair. 12.Report and Announcements from the Executive Director - Report of the Executive Director, including a review of Council information items and announcements. The Council may give feedback or staff direction on any item related to City Council business, including but not limited to scheduling items. 13.Tentative Closed Session - The Council will consider a motion to enter into Closed Session. A closed meeting described under Section 52-4-205 may be held for specific purposes including, but not limited to: a. discussion of the character, professional competence, or physical or mental health of an individual; b. strategy sessions to discuss collective bargaining; c. strategy sessions to discuss pending or reasonably imminent litigation; d. strategy sessions to discuss the purchase, exchange, or lease of real property, including any form of a water right or water shares, if public discussion of the transaction would: i) disclose the appraisal or estimated value of the property under consideration; or ii) prevent the public body from completing the transaction on the best possible terms; e. strategy sessions to discuss the sale of real property, including any form of a water right or water shares, if: i) public discussion of the transaction would: A) disclose the appraisal or estimated value of the property under consideration; or B) prevent the public body from completing the transaction on the best possible terms; ii) the public body previously gave public notice that the property would be offered for sale; and iii) the terms of the sale are publicly disclosed before the public body approves the sale; f. discussion regarding deployment of security personnel, devices, or systems; and g. investigative proceedings regarding allegations of criminal misconduct. A closed meeting may also be held for attorney-client matters that are privileged pursuant to Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open and Public Meetings Act. CERTIFICATE OF POSTING On or before 5:00 p.m. on Friday, May 30, 2025, 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. Administrative Updates June 3, 2025 www.slc.gov/feedback/ Regularly updated with highlighted ways to engage with the City. Community Engagement Highlights Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlaceEngineeringUpdate 2100 South (D7) Eastbound closed – June 16 – early September Use 1700 South and 2700 South Westbound still open 1300 East Reconstruction (D6) North side of 1300 East at Highland drive closure Completion aiming for Fall 300 North Reconstruction (D2, 3) Soft spot repair in road base Still aiming for completion August 2025 Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlaceTransportationProjects – Safer Streets Livable Streets (City-wide) Zones 2-4 Complete Final design for 5-9 Plans in the works for 12-15 300 West Bikeway (D4/5) Construction starting early June 300-400 South section removed from the project West-East Connections (City-wide) Open House held May 21 100+ in attendance Online available through mid-June Westpointe & Jordan Meadows Byway (D1) Construction began in May Moving North from 400 North Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlacePublicLandsProjects SLC Foothills Trailheads Improvements (D3, 6) Popperton Park, Victory Road, and Emigration Canyon on the way! Glendale Regional Park (D2) Pickleball July 2025! Liberty Park Playground (D5) Playground closure mid-July reopen Memorial day 2026 Liberty Park Cultural Landscape and Vision Plan (D5) Community Survey – June 2025 Madsen Park (D2) Playground replaced June 25-27 Ribbon Cutting June 27 at 2:30pm Rose Park Neighborhood Center Project Garden grand-opening Thursday June 13 5-7pm 754 N. 800 W. - Rose Park Neighborhood Center Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlacePlanning & Housing Stability Multi-family Merger: RMF-35 / RMF- 45 (Citywide) Planning Commission May 14 Rio Grande District Downtown Plan and Zoning Map Amendment Delayed for modifications Community Survey – Consolidated Plan Survey open until October 2025 Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlaceMayor's Office Love Your Block 17 community workdays 362 total volunteers 1140 volunteer hours 28,337 pounds of trash removed 10 repairs 136 new features 13 trees planted 15 art displays 2 activation events Community & Neighborhoods slc.gov/canBallparkNEXT / RDA Ballparknext.com Planning Thriving inPlaceCommunityEvents - Highlights Event Date Location Utah Pride June 7-8 Washington Square Utah Asian Festival June 7 State Fairpark Partners in the Park June 10 Jordan Park Neighborhood House Summer Celebration June 13 Neighborhood House Filipino Festival of Utah June 14 International Peace Gardens Yappy Hour June 12 Fairmont Park Fit to Recover 5k Run for Recovery June 15 Fit to Recover Utah Arts Festival June 19 Washington Square 9th Annual Utah Blues Festival June 27 Galivan SLC Pride June 28 Gateway Homeless Resource Center Utilization April 19-23: 97%* (Summer beds) https://endutahhomelessness.org/daily-bed-availability/ Encampment Impact Mitigation/ Rapid Intervention EIM- Victory Road/ Warm Springs RIT- JRT Cottonwood to Day- Riverside,Fairmont Park, Gladiola St. Resource Fair: Friday June 13th @ Pioneer Park HRC Community Block Parties: Geraldine E King- June 20th @ 700 S Gail Miller- June 27th @ Lowe's Parking 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 Summer Emergency Shelter Capacity Year-round Summer King HRC 200 50 Miller HRC 200 50 Atkinson HRC 300 --- Youth RC 30 20 West Valley --- 200 Ville 1990 (N Temple) --- 198 St Vincent (overnight) --- 65 Total: 1313 = 730 583 Family HRC 300 --- FINCH* 72 rooms FINCH will opened in May with ~ 6 families/week 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 Summer Cooling Options No Code Red legislation Salt Lake County o Recreation Centers o Senior Centers o Libraries Salt Lake City o Libraries o VOA Street Outreach Team 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 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:Brian Fullmer Policy Analyst DATE:June 3, 2025 RE: Text Amendment Replacing Public Hearing Requirements for Appeals and Variances with Public Meetings PLNPCM2025-00327 The Council will be briefed about a proposal to remove the public hearing requirement for appeals of staff level land use decisions, and variance requests found in Title 21A.16 and 21A.18 Salt Lake City Code, respectively. This change is necessitated by House Bill 368 passed during the 2025 Utah Legislative session and signed by Governor Cox, which prohibits cities from holding public hearings for these issues. The requirement went into effect May 7, 2025. When there is conflict between State and City code, State code takes precedence. The proposed changes will align City and State codes for appeals and variances. Whether the Council adopts the text amendment or not, the City cannot hold public hearings for appeals or variances. Publicly noticed meetings will still be required for these matters, and the public will have an opportunity to submit written comments on staff level land use decision appeals to the hearing officer prior to the meetings. The Administration proposes a minimum of 12 calendar days for public notice to be sent before an appeal hearing is held. The Planning Commission reviewed this proposal at its April 23, 2025 meeting and held a public hearing at which no one spoke. The Commission voted unanimously to forward a positive recommendation to the City Council Goal of the briefing: Review the proposed text amendment and determine if the Council supports moving forward with the proposal. Item Schedule: Page | 2 POLICY QUESTION 1. The Council may want to discuss whether it supports the Administration’s proposed 12-day minimum notice requirement or if it wants to make changes. ADDITIONAL INFORMATION An appeal of administrative decisions by staff is a “de novo” process in which the hearing officer reviews information “from the beginning” or “anew” including what was reviewed by administrative staff and new information presented since the initial decision was made. Since public hearings are no longer permitted, the proposal provides an opportunity for those whose property rights may be affected to submit information before the meeting for review by the hearing officer. This preserves the due process rights of those individuals. Conversely, appeals of commission decisions are not de novo, meaning no new information can be considered and the hearing officer decides based on the same information reviewed by the commission. Since no new information is considered with appeals of commission decisions, the City has not required a second public hearing for these. As such, commission decision appeals are not affected by HB368. In addition to the changes noted above, Planning staff recommends the following changes to align City code with current practices: Administration staff coordinates meeting schedules with the appellant and respondent far enough in advance to provide time to respond to an appeal. Allow more than 180 days for an appeal to be heard if all parties agree. (Currently City code does not allow for a time extension.) Allow written comments on appeals of administrative decisions to be submitted until 5:00 p.m. the day prior to the public meeting. The Hearing Officer may refer matters decided by a commission back to the decision-making body. KEY CONSIDERATIONS Planning staff identified one key consideration related to the proposal, found on page 3 of the Planning Commission staff report, and summarized below. For the complete analysis, please see the Planning staff report. Consideration 1 – Handling of Evidence: Planning staff recommends evidence to be submitted before the meeting to consider an appeal. They found the best practice is to provide a period for the discovery of relevant facts. ANALYSIS OF STANDARDS Attachment B (page 7) of the Planning Commission staff report outlines zoning text amendment standards that should be considered as the Council reviews this proposal. The standards and findings are summarized below. Please see the Planning Commission staff report for additional information. Factor Finding Whether a proposed text amendment is consistent with the purposes, goals, objectives, and policies of the city as stated through its various adopted planning documents. N/A Removes public hearings as they are no longer allowed. Page | 3 Whether a proposed text amendment furthers the specific purpose statements of the zoning ordinance. N/A Removes public hearings as they are no longer allowed. Providing public notice and means to submit evidence aligns with the purpose for making decisions. Whether a proposed text amendment is consistent with the purposes and provisions of any applicable overlay zoning districts which may impose additional standards. N/A The extent to which a proposed text amendment implements best current, professional practices of urban planning and design. Complies The impact that the proposed text amendment may have on city resources necessary to carry out the provisions and processes required by this title. N/A The impact that the proposed text amendment may have on other properties that would be subject to the proposal and properties adjacent to subject properties. Providing time to submit evidence is intended to help the decision maker. Most input will likely be opinions and not considered relevant. The community benefits that would result from the proposed text amendment, as identified in 21A.50.050.C. N/A PROJECT CHRONOLOGY March 12, 2025 – HB 368 passed by Utah Legislature. March 26, 2025 – HB 368 signed by Governor Cox. March 31, 2025 – Petition initiated by Mayor Mendenhall. April 8, 2025 – Information posted on Planning Division open house page. April 10, 2025 – Notice posted on City website, Utah State Public Notice website, and emailed to Planning Division email listserv. April 23, 2025 – Planning Commission public hearing held. Commission recommends that the City Council adopt the proposal. May 22, 2025 – Transmittal received in City Council Office. Salt Lake City // Planning Division www.slc.gov/planning City Council June 3, 2025 PUBLIC HEARINGS FOR APPEALS AND VARIANCES Salt Lake City //Planning Division www.slc.gov/planning WHY IS THIS CHANGE PROPOSED? HB 368 (lines 4289-4290): “A municipality may not require a public hearing for a request for a variance or land use appeal.” Effective Date: May 7th City has been following since May 7th Code change aligns city code with state law Salt Lake City //Planning Division www.slc.gov/planning APPLICATIONS 2020-2024 Appeals Average per year: 6.4 30 appeals upheld city decision Variances Average per year: 2.8 Three granted 32 14 Salt Lake City //Planning Division www.slc.gov/planning WHAT IS A VARIANCE? A reasonable deviation from: size or area of a lot or parcel of land, or the size, area, bulk or location of a building or structure 5 standards, all 5 must be satisfied for variance to be granted Salt Lake City //Planning Division www.slc.gov/planning THREE MAIN VARIANCE REQUIREMENTS Unreasonable Hardship Can’t be economic Can’t be created by property owner Property has Unique Circumstance Necessary for Substantial Property Right Salt Lake City //Planning Division www.slc.gov/planning APPEALS Current code: No public hearing for commission appeals Public Hearing for appeals of staff level decisions 24 hour noticing, but we do 12 days Proposed No public hearing for staff level appeals 12-day notice for meeting on appeals & variance Creates an evidence gathering period (point of public hearing) Clarifies some provisions of appeals (not required by state code) Salt Lake City //Planning Division www.slc.gov/planning ADDITIONAL CHANGES Public meeting will be required Adds noticing requirements for public meeting Adds ability to submit evidence during noticing period for variances Clarifies:No new info for commission decisions (existing) Hearing office may remand a decision back to commission SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 05/20/2025 Date Sent to Council: 05/22/2025 From: Department * Community and Neighborhood Employee Name: Norris, Nick E-mail nick.norris@slc.gov Department Director Signature Director Signed Date 05/20/2025 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 05/22/2025 Subject: Text Amendment Replacing Public Hearing Requirements for Appeals and Variances with Public Meetings Additional Staff Contact:Presenters/Staff Table Nick Norris, nick.norris@slc.gov Document Type Ordinance Budget Impact? Yes No Recommendation: That the proposed text amendment be adopted. Background/Discussion See rst attachment for Background/Discussion Will there need to be a public hearing for this item?* Yes No Public Process This text amendment is exempt from the 45 -day public input period because the amendment is necessary to comply with Utah State Code. The Planning Commission held a public hearing on the matter (see chronology) after required noticing was provided. The City Council is required to provide a minimum 12 day public notice prior to holding a public hearing. The public hearing is required before the City Council can decide this matter. This page has intentionally been left blank ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Tammy Hunsaker Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL BACKGROUND/DISCUSSION: During the 2025 Utah Legislative session, House Bill 368 was passed which, among other things, prohibited cities from holding a public hearing for any appeals of a land use decision and requests for variances. The law was signed by the Governor on April 7, 2025 and goes into effect on May 7, 2025. Salt Lake City Code requires a public hearing for appeals of decisions made at the staff level (Title 21A.14) and for requests for variances (Title 21A.16). Due to HB 368, the city will no longer be able to hold public hearings for these two types of applications. This request would remove the public hearing requirements for appeals of administrative decisions made at the staff level and for variances. The decisions will still be subject to a public meeting and the public will still be notified of the public meeting. In addition, during the notice period of the public meeting written evidence related to the appeal or the variance request may be submitted and will be provided to the hearing officer. Regardless of the decision to amend the text of Title 21A, starting on May 7, 2025 the city cannot hold a public hearing for appeals or variances. PUBLIC PROCESS: City Code 21A.10 does not require a 45-day public engagement period for text amendments that are necessary to bring the city code into compliance with state or federal law. This item was posted on the Planning Division Open House website on April 8, 2025 and the Planning Commission public hearing was posted and noticed on April 9, 2025. No entities or individuals have requested to receive notice regarding this petition so there are no mailed notices required. Planning Commission (PC) Records a) PC Agenda of April 23, 2025 b) PC Minutes of April 23, 2025 c) Planning Commission Staff Report April 23, 2025 EXHIBITS: The following is a list of attachments/files to be included in the final transmittal via Laserfiche. These files do not need to be combined into a single PDF; they can be uploaded as separate attachments. Please ensure that each Exhibit is saved with the exact file name specified below. 1) Ordinance 2) Project Chronology 3) Notice of City Council Public Hearing 4) Original Petition This page has intentionally been left blank 1. Ordinance Planning Commission Version Project Title: Removing public hearing requirements for appeals of land use decisions and variances as required by Utah Code. Petition: PLNPCM2025-00327 Version: Planning Commission Draft Date Prepared: April 2, 2025 Recommended by Planning Commission: Scheduled for April 23, 2025 This proposed ordinance makes the following amendments as necessary to comply with House Bill 368 HB 368), adopted by the Utah Legislature in 2025 and that goes into effect on May 7. 2025. HB 386 prohibits cities from holding public hearings for appeals of land use decision and variances. The city is required to adhere to the provisions of Utah Code. Section 1: Amends section 21A.16.030.G to remove the requirement for a public hearing for appeals of administrative decisions and replace the public hearing with a public meeting. The modifications include adding noticing requirements for the public meeting. Section 2: Amends section 21A.16.030 H by clarifying the timing of the appeals hearing officer to making a decision provided the appellant, city, and original applicant (if different than the appellant) agree to a decision in a different timeframe. Section 3: Amends section 21A.16.030.I adds provision to submit written evidence for appeals of administrative decisions. Section 4: Amends section 21A.16.030.K clarifies that the appeals hearing office may remand a proposal back to the commission who made the original decision. Section 5: Amending 21A.18.040.C by removing the requirement for a public hearing for a variance and replacing that with a public meeting, adds noticing requirements for a public meeting, and provides for a method for written evidence to be submitted prior to the public meeting. Underlined text is new; text with strikethrough is proposed to be deleted. Modifications made as part of the Planning Commission recommendation are highlighted in yellow. All other text is existing with no proposed change. Section 1: Amending section 21A.16.030 G as follows: 1 G. Notice Required: 2 1. Public Hearing: Upon receipt of an appeal of an administrative decision by the zoning3 administrator, the appeals hearing officer shall schedule and hold a public hearing in accordance with4 the standards and procedures for conduct of the public hearing set forth in chapter 21A.10 of this title. 5 Public Meeting: Appeals from a decision of the historic landmark commission or planning6 commission are based on evidence in the record. Therefore, testimony at the appeal meeting shall be7 limited to the appellant and the respondent. 8 a. Upon receipt of an appeal of a decision by the historic landmark commission or planning9 commission, the appeals hearing officer planning director shall coordinate with the appellant and10 APPROVED AS TO FORM Salt Lake City Attorney’s Office Date: 5/19/25____________________ By: _/s/ Courtney Lords____________ Courtney Lords, Senior City Attorney Planning Commission Version respondent to schedule a date for the public meeting schedule a public meeting to hear arguments11 by the appellant and respondent. The date shall be far enough in advance to provide all parties12 adequate time to respond to the appeal. Notification of the date, time and place of the meeting13 shall be given to the appellant and respondent a minimum of twelve (12) calendar days in14 advance of the meeting. 15 b. The city shall send notice of the meeting through e-mail or other method chosen by the16 appeals hearing officer, a minimum of twelve (12) calendar days in advance of the public meeting17 to any recognized community organization in which the subject property is located.The city shall18 send notice of the public meeting following the noticing procedure for a public hearing found in19 21A.10 of this title. 20 Section 2: Amending section 21A.16.030 H as follows: 21 H. Time Limitation: All appeals shall be heard within one hundred eighty (180) days of the filing of the22 appeal unless more time is agreed to by the appellant, the respondent, and the city. Appeals not heard23 within this time frame will be considered void and withdrawn by the appellant. 24 Section 3: Amending section 21A.16.030 I as follows: 25 I. Standard of Review: 26 1. The standard of review for an appeal of an administrative decision , other than as provided in27 subsection 12 of this section, shall be de novo. The appeals hearing officer shall review the matter28 appealed anew, based upon applicable procedures and standards for approval, and shall give no29 deference to the decision below. For appeals of administrative decisions, written comments may be30 submitted by 5:00 p.m. the day prior to the public meeting. 31 2. An appeal from a decision of the historic landmark commission or planning commission shall be32 based on the record made below. 33 a. No new evidence shall be heard by the appeals hearing officer unless such evidence was34 improperly excluded from consideration below. 35 b. The appeals hearing officer shall review the decision based upon applicable standards and36 shall determine its correctness. 37 c. The appeals hearing officer shall uphold the decision unless it is not supported by substantial38 evidence in the record or it violates a law, statute, or ordinance in effect when the decision was39 made. 40 Section 4: Amending section 21A.16.030 K as follows: 41 K. Action by the Appeals Hearing Officer: The appeals hearing officer shall render a written decision on42 the appeal. Such decision may reverse or affirm, wholly or in part, refer the matter back to the decision43 making body, or may modify the administrative decision. A decision shall become effective on the date44 the decision is rendered. 45 Section 5: Amending section 21A.18.040 C as follows: 46 C. HearingPublic Meeting: Upon receipt of a complete application for a variance, the appeals hearing47 officer shall hold a hearingpublic meeting with notice provided in accordance with the requirements the48 Planning Commission Version noticing procedure for a public hearing found in 21A.10 of this title. Written comments may be submitted49 by 5:00 p.m. the day prior to the public meeting. 50 This page has intentionally been left blank 2. Project Chronology Project Chronology PLNPCM2025-00327 March 12, 2025 HB 368 Passed by the Utah Legislature March 26, 2025 HB 368 signed by Governor Cox March 31, 2025 Petition initiated by Mayor Erin Mendenhall April 8, 2025 Information posted on Planning Division Open House Page April 10, 2025 Notice posted on City website, Utah State Public Notice Website and emailed to Planning Division email list serve. April 23, 2025 Planning Commission public hearing held. Planning Commission recommends that the City Council adopt the proposal. This page has intentionally been left blank 3. Notice of City Council Public Hearing NOTICE OF CITY COUNCIL PUBLIC HEARING The Salt Lake City Council is considering Petition PLNPCM2025-00327. This petition is necessary to bring the city code into compliance with recently adopted changes to Utah Code. The Utah Legislature adopted House Bill 368 (HB 368) during the 2025 legislation. One part of the bill prohibits cites from holding public hearings for appeals and applications for variances. The proposed changes replace the requirement for a public hearing with a public meeting (which is open to the public, but no public hearing is held), establishes noticing requirements for public meetings associated with appeals and variances, and provides a timeframe for evidence to be submitted that can be considered by the Appeals Hearing Officer. Other related provisions in Title 21A may also be modified as part of this proposal. HB 368 went into effect on May 7, 2025 and the city is already required to comply with the provisions of the bill. As part of their study, the City Council is holding an advertised public hearing to receive comments regarding the petition. During the hearing, anyone desiring to address the City Council concerning this issue will be given an opportunity to speak. The Council may consider adopting the ordinance the same night of the public hearing. The hearing will be held: DATE: TIME: 7:00 pm PLACE: Electronic and in-person options. 451 South State Street, Room 326, Salt Lake City, Utah This meeting will be held via electronic means, while also providing for an in-person that opportunity to attend or participate in the hearing at the City and County Building, located at 451 South State Street, Room 326, Salt Lake City, Utah. For more information, including WebEx connection information, please visit www.slc.gov/council/virtual-meetings. Comments may also be provided by calling the 24-Hour comment line at (801) 535-7654 or sending an email to council.comments@slcgov.com. All comments received through any source are shared with the Council and added to the public record. If you have any questions relating to this proposal or would like to review the file, please call Nick Norris at (801) 535-6173 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, or via e-mail at nick.norris@slc.gov. The application details can be accessed at https://citizenportal.slcgov.com/, by selecting the “Planning” tab and entering the petition number PLNPCM2025-00327. People with disabilities may make requests for reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least two business days in advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, 801) 535-7600, or relay service 711. This page has intentionally been left blank 4. Original Petition This page has intentionally been left blank Item J1 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: Austin Kimmel Public Policy Analyst DATE:June 3, 2025 RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN TO HRUSKAS, LLC, AT 1751 SOUTH 1100 EAST MOTION 1 – ADOPT ORDINANCE I move that the Council adopt the ordinance approving a $200,000 loan for Hruskas, LLC from the Economic Development Loan Fund. MOTION 2 – NOT ADOPT I move that the Council not adopt the ordinance, and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Austin Kimmel DATE:June 3, 2025 RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN TO HRUSKAS, LLC, AT 1751 SOUTH 1100 EAST ISSUE AT-A-GLANCE 200,000 loan at an 11% interest rate over seven years. This loan will assist in the creation of two new jobs in the next year and the retention of nine existing ones. Funds will also pay for Renovation, Working Capital, Equipment, Furniture and Fixtures. Goal of the briefing: Review a proposed $200,000 loan from the Economic Development Loan Fund to Hruskas, LLC, before taking action during the June 3 formal meeting. POLICY QUESTIONS Item Schedule: Page | 2 to others. For example, are risk factors evaluated for each company, like outstanding loans, years in business, etc.? 3.What outreach does the Department do to ensure a diverse pool of businesses successfully applies to the EDLF? Are applications from diverse owners, particularly those whose businesses are located on the Westside, offered additional support through the application process? Does EDLF staff have ideas for improving access that would benefit from program changes or additional funding? 4. The Council may wish to request a more general update on EDLF use and processes. This could include the number of applications, review criteria used, loan program goals, etc. ADDITIONAL AND BACKGROUND INFORMATION A.Interest Rates. For context, the nationwide median rates for urban small business commercial and industrial loans in the second quarter of 2024 (the most recent data available) were 7.77% for fixed-rate loans and 8.88% for variable rate loans, according to the most recent U.S. Federal Reserve Small Business Lending Survey*. In the second quarter of 2022, these rates were 4.50% and 5.55% respectively. Interest rates for EDLF loans consider an assessment of the risk level of different applicants, among other factors, and include potential interest rate reductions. Interest rates have ranged from 7.25% for nearly all 2022 EDLF loans to an average of 9.55% in 2023 and 2024. Source: Small Business Lending Survey, New Small Business Lending Declines as Credit Standards Continue to Tighten. Consulted on May 16, 2025, at https://www.kansascityfed.org/surveys/small- business-lending-survey/new-small-business-lending-declines-as-credit-standards-continue-to- tighten/. B.Interest Rate Reductions. The bases for potential reductions are as follows: 1.Location within a priority area: RDA Project Area; Opportunity Zone; West of I-15; or Neighborhood Business Improvement Program (NBIP, previously known as Façade Improvement) target area. 2.Socially and Economically Disadvantaged Individuals (SEDI)-Owned Businesses: 51% of the business is owned by at least one SEDI individual. 3.Low Income Business Owner: Income does not exceed 80% of Salt Lake County average median income (AMI) as defined by the U.S. Department of Housing and Urban Development HUD). 4.Sustainability: Either, a. Membership in SLC Green’s E2 Business Program; or b. Loan proceeds will be used for the purchase of electric vehicles, electric vehicle charging stations and infrastructure, renewable energy including but not limited to wind and solar, heat pumps, high efficiency equipment, and/or energy efficiency. The interest rate reductions applied to this application are detailed below: Hruskas, LLC 8.0% prime rate 4% ELDF charge 1% for sustainability 11.0% final interest rate Page | 3 C.Program. The EDLF is administered by the Department of Economic Development, which is charged with maintaining the corpus of the EDLF in a manner sufficient to perpetuate the program's goals. Each loan application is pre-screened, and an underwriting analysis and economic impact statement are completed before an application may be recommended for Loan Committee (see below) review. Information on successful applications is transmitted to the Council to consider for final approval. Available balance and amount of outstanding loans. The Department reported that the Fund’s available balance was approximately $7,300,000 on April 22, 2025, and outstanding loans totaled 5,651,017.20. EDLF Committee Membership. The Department of Economic Development lists nine members of the EDLF Committee as follows: City Employees Community Volunteers SALT LAKE CITY TRANSMITTAL To: Salt Lake City Council Chair Submission Date: 05/13/2025 Date Sent to Council: 05/15/2025 From: Department * Economic Development Employee Name: Feldman, Andie E-mail andrea.feldman@slc.gov Department Director Signature Director Signed Date 05/13/2025 Chief Administrator Officer's Signature Chief Administrator Officer's Signed Date 05/14/2025 Subject: Economic Development Revolving Loan Fund (EDLF) – Hruskas, LLC Additional Staff Contact: Peter Makowski, Business Development Deputy Director, Peter.Makowski@slc.gov William Wright, Project Manager, William.Wright@slc.gov Presenters/Staff Table Peter Makowski, Peter.Makowski@slc.gov William Wright, William.Wright@slc.gov Document Type Ordinance Budget Impact? Yes No Budget Impact: 200,000 from the Economic Development Loan Fund Recommendation: The EDLF Loan Committee recommends approval of $200,000 loan to Hruskas, LLC. Background/Discussion See attached documents. Will there need to be a public hearing for this item?* Yes No Public Process This page has intentionally been left blank DEPARTMENT of ECONOMIC DEVELOPMENT ERIN MENDENHALL MAYOR DIRECTOR CITY COUNCIL TRANSMITTAL Date Received: ___________________________ Jill Love, Chief Administrative Officer Date sent to Council: ______________________ TO: Salt Lake City Council DATE: May 13, 2025 Chris Wharton, Chair FROM: Lorena Riffo-Jenson, Director, Department of Economic Development SUBJECT: Economic Development Revolving Loan Fund (EDLF) – Hruskas, LLC STAFF CONTACTS: Peter Makowski, Business Development Deputy Director, Peter.Makowski@slc.gov Andie Feldman Project Manager, Andie.Feldman@slc.gov DOCUMENT TYPE: Ordinance RECOMMENDATION: The EDLF Loan Committee recommends approval of $200,000 loan to Hruskas, LLC. BUDGET IMPACT: $200,000 from the Economic Development Loan Fund BACKGROUND/DISCUSSION: On April 10, 2025, a $200,000 loan request from Hruskas, LLC, was presented to the EDLF Loan Committee for review and discussion. Hruskas, LLC, is a takeout restaurant offering sweet and savory kolaches stuffed pastries for everyone from college students to tech moguls to enjoy. They are moving from 2030 S 900 E to 1751 S 1100 E. Basic Loan request Business Name: Hruskas, LLC Address: 1751 S 1100 E, 84105 Loan Amount Requested: $200,000 Loan Term: 7 years Interest Rate: 11% Use of Funds: Renovation, Working Capital, Equipment, Furniture and Fixtures Loan Type: Existing Council District: District 7 Reasoning behind staff recommendation Applicants of The Economic Development Loan Fund (EDLF) go through a thorough application process consisting of a pre-screening, underwriting analysis and economic impact statement. Only after the loan applicant goes through these processes, is the loan recommended to be reviewed by the Loan Committee members. Upon thorough review by the Loan Committee members, a recommendation is made before the loan is transmitted to the Mayor for Council to receive the recommendation for final approval. Because the Loan Committee review process must adhere to the Open Meetings Act, Department of Economic Development staff worked closely with the City Attorney’s Office to ensure that applicants’ information is protected while following public process. In addition, the EDLF loans must meet the following goals of the Economic Development Loan Fund as stated in the EDLF program guidelines. This loan meets the EDLF program guidelines in the following areas. Increases employment opportunities, Stimulate business development and expansion, Enhances neighborhood vitality, Promotes economic development, Boost commercial enterprise. This loan will assist in the creation of 2 new jobs in the next year and retention of 9 current jobs. This loan was recommended by the EDLF Committee to the City Council for approval. EDLF Loan Balances 1. As reported from The Finance Department on April 22nd, 2025, the EDLF available fund balance is approximately $7,300,000. 2. As of April 22, 2025, the amount of outstanding loans total is: $5,651,017.20 EDLF Loan Committee There is a total of nine (9) EDLF Committee members. City Employees: 1. Community and Neighborhoods Finance 2. Mayor’s Office 3. Employee at large 4. Housing Stability 5. Economic Development Community Volunteers: 6. Business Advisory Board (BAB) member 7. Banker 8. Community lender 9. Business mentor List Attachments: 1. EDLF Terms Sheet for Hruskas, LLC 2. Resolution LOAN TERM SHEET Applicant: Hruskas, LLC Address: 1751 East 1100 South Salt Lake City, UT 84105 Proposed Loan Terms Loan Amount: $200,000 Monthly Payment: $3,424.49 Loan Terms: 7 Years Interest Rate Calculation Prime Interest Rate: 8% (at the time of application fee payment and initiation of Part B of the Application on June 24, 2024) Plus EDLF Charge: 4% Less Discount: 1% for each Sustainability (e2 Business Program) Final Interest Rate: 11% Use of Funds: Building Renovation, Machinery & Equipment, Furniture & Fixtures, Working Capital, Contingencies Loan Type: Existing Collateral: Equipment Personal Guarantees: Ross Hruska Conditions for Closing Obtain all City approvals, execute all loan documents as deemed necessary by City legal counsel and DED staff, such other terms as recommended by City legal counsel and DED staff. SALT LAKE CITY ORDINANCE No. of 2025 Ordinance approving a $200,000 loan for Hruskas, LLC, at 1751 South 1100 East from the Economic Development Loan Fund) WHEREAS, Salt Lake City Corporation’s (“City”) Economic Development Loan Fund EDLF”) is a program to stimulate local business development, encourage private investment, enhance neighborhood vitality, and boost commercial enterprise in Salt Lake City. WHEREAS, the EDLF is administered by the Department of Economic Development (“DED”) and loan applications are first prescreened by DED staff, and then reviewed by the EDLF Loan Committee. WHEREAS, the EDLF Loan Committee and DED staff recommend the approval of a $200,000 loan as set forth in the loan term sheet attached hereto as Exhibit A (“Term Sheet”) to Hruskas, LLC, a local business located at 1751 South 1100 East, Salt Lake City, UT 84105. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah, that: SECTION 1. Loan Approval. The City Council approves the loan outlined in the Term Sheet attached hereto as Exhibit A, subject to revisions that do not materially affect the rights and obligations of the City hereunder. The City Council authorizes the Mayor to negotiate and execute the loan agreement and any other relevant documents consistent with the Term Sheet, and incorporating such other terms and agreements as recommended by the City Attorney’s office. SECTION 2. Effective Date. This ordinance shall become effective on the date of its first publication. Passed by the City Council of Salt Lake City, Utah, this day of 2025. Chris Wharton, Council Chair ATTEST AND COUNTERSIGN: CITY RECORDER Transmitted to Mayor on . Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER SEAL) Bill No. of 2025. Published: . APPROVED AS TO FORM Salt Lake City Attorney’s Office Date: Sara Montoya, City Attorney May 13, 2025 EXHIBIT A Loan Term Sheet Applicant: Hruskas, LLC Address: 1751 East 1100 South Salt Lake City, UT 84105 Proposed Loan Terms Loan Amount: $200,000 Monthly Payment: $3,424.49 Loan Terms: 7 Years Interest Rate Calculation Prime Interest Rate: 8% (at the time of application fee payment and initiation of Part B of the Application on June 24, 2024) Plus EDLF Charge: 4% Less Discount: 1% for each Sustainability (e2 Business Program) Final Interest Rate: 11% Use of Funds: Building Renovation, Machinery & Equipment, Furniture & Fixtures, Working Capital, Contingencies Loan Type: Existing Collateral: Equipment Personal Guarantees: Ross Hruska Conditions for Closing Obtain all City approvals, execute all loan documents as deemed necessary by City legal counsel and DED staff, such other terms as recommended by City legal counsel and DED staff. 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 www.slc.gov/council/ TO:City Council Members FROM: Michael Sanders Budget & Policy Analyst DATE:June 2, 2025 RE: FY26 BUDGET – FIRE DEPARTMENT Budget Book Pages: Key Changes - 51, Department Overview - 191-196, Staffing Document - 294- 296 ISSUE AT-A-GLANCE: The Fire Department includes the Office of the Fire Chief and three divisions – Support, Operations, and Community Risk Reduction. For more information on the Department overview see, page 191 - 192 of the Budget Book. The FY26 proposed budget increases the Fire Department budget by 0.42%, approximately $231,022, from approximately $54.5 million to $54.8 million. There are no new FTE requests. The Staffing Document indicates that the Department currently has 609 full time equivalents (FTE’s). The Department budget is summarized below. Page | 2 1,691,680 Increase for Personnel Services The total personnel services budget is proposed to increase by 0.33%, about $170,472, to $51,472,512. Personnel costs represent 94% of the total Department budget. The increases related to personnel are summarized in the chart below. The Fire Department is transferring the budget and responsibility for fire station yard maintenance, carpet cleaning, and tile cleaning to the Public Services Department. The corresponding budget adjustment is reflected as an increase in the Public Services budget. This increase is required per the terms of the Local 81 MOU, which raises the uniform allowance for FY26 from 600 to $800 per sworn member. With 362 sworn personnel eligible for this benefit, the total cost increase amounts to $72,400. The Department has worked jointly with the University of Utah to create a new Social Work Intern Position. This 0.5 FTE part-time position will be supporting the Community Health Access Team (CHAT). It will not require increased funding to the general fund but rather will be funded through reallocated overtime from the Medical Response Team (MRT) and CHAT divisions in the amount of approximately $15,000 annually. This position will (1) support service capacity on CHAT teams and (2) facilitate an increased partnership with the University of Utah, which will provide continuing education opportunities for Department social workers. POLICY QUESTIONS The Council may wish to ask the Administration about the proposal to move the MRT/CHAT team currently located in sugarhouse to the N. Temple area, including any relevant data to support this shift. a. The Council may wish to ask the Administration what resources would be needed to create a 4th MRT/CHAT team and where it would be best deployed to further reduce heavy apparatus use for low-acuity calls. 2.Social Workers – Both the Fire and Police Departments employ social workers to support their alternative response initiatives. The Council may wish to ask the Administration whether there is any duplication of effort between the two departments and if opportunities exist for improved coordination or potential consolidation. Page | 3 3.University of Utah Response - The Council may wish to ask the Administration to engage the City’s state lobbying team to evaluate whether state-level conversations result to provide partial or full cost recovery regarding Fire Department responses related to the University of Utah. 4.Homeless Resource Center Response - The Council may wish to discuss with the Administration whether there is a creative way to address this unique public safety issue, similar to the MRT’s deployed several years ago, since the need is so acute in these areas. 5.Digital Knox Boxes - The Council may wish to ask the Administration what opportunities exist to establish a cost-sharing or subsidy program to support small and disadvantaged business owners in upgrading from analog systems. Note: Knox boxes are essentially safes that public safety personnel use to store keys to quickly enter secured commercial buildings during emergencies without causing damage. ADDITIONAL & BACKGROUND INFORMATION Vacancies There are currently six firefighter vacancies, which are expected to be filled by the upcoming recruit class this fall. The Department’s ability to fill vacancies depends on the timing of its recruit academies, which are held twice a year—in February and August. On average, firefighter positions are filled within six months. The Department routinely uses all 10 of its currently authorized unfunded firefighter positions. They have noted that an increase of five additional unfunded positions would enhance hiring flexibility and reduce staffing gaps. The Fire Department currently has seven vacant Fire Captain positions. These are filled through an internal promotional process, and the most recent eligibility list was exhausted on June 30, 2024. A new promotional process is underway, and the Department anticipates filling all vacant captain positions upon activation of the new list on July 1, 2025. There are currently two vacant Medical Response Paramedic (MRP) positions. There are however, eight candidates currently in the application and ride-along process. The Department expects to fill the vacant MRP positions before the end of the current fiscal year. MRP recruitment presents unique challenges, including competition from other agencies offering higher compensation, candidates failing background checks, and difficulty sourcing applicants with adequate experience. Unlike firefighter positions, MRPs can be hired on a rolling basis, independent of the recruit academy schedule. Reorganization The Department's staffing documentation reflects a reorganization that is designed to more accurately portray the internal hierarchy. Three Assistant Chiefs now oversee distinct divisions: Support (Medical, Logistics, Training), Community Risk Reduction (Emergency Management, Technology, Community Relations, Fire Prevention Bureau), and Fire Operations (City and airport operations). This structural adjustment does not impact service levels or public-facing operations. Fire Department Strategic Plan The Department recently completed an update to their 5-year strategic plan, which outlines their long-term priorities and the strategies to achieve them. The foundational goals are as follows: 1. Provide unparalleled public safety service 2. Department training, leadership, and career development 3. Personnel safety, health, and wellness 4. Community Risk Reduction 5. Plan for Growth Cost saving strategies The Department continues to pursue cost-saving strategies, including the refinement of determinant codes and bulk purchasing practices. Updates to determinant codes allow for more targeted dispatching, such as deploying Page | 4 smaller squad units rather than full fire engines for lower-acuity calls. While rising call volumes due to city growth complicate quantification, these operational efficiencies contribute to fuel and equipment savings, reduce wear on heavy apparatus, and improve staff resiliency and morale. The Department also strategically consolidates equipment purchases to benefit from bulk order discounts, helping to maintain a flat budget for supplies and equipment despite inflation and contractual cost increases. MRT & CHAT Medical Response Teams are specialized units within the Salt Lake City Fire Department that pair firefighter/EMTs with Medical Response Paramedics (MRPs). These teams provide advanced medical assessments and care in the field, in lieu of heavy fire apparatus. MRTs improve operational efficiency by reducing strain on traditional fire apparatus and allowing sworn firefighters to focus on other staffing needs. Currently, four MRTs are active, including one at the Salt Lake City Airport, staffed by a total of 16 MRPs/EMTs. University of Utah There were approximately 1600 calls at the University of Utah in 2024, with an average of 1550 calls per year over the last four years (see graph below). The districts that cover the U of U also include some surrounding areas. The fully loaded cost with the heavy apparatus is $1,280 per call for an approximate annual cost of 2,048,000. Page | 5 Homeless Resource Centers The Fire Department continues to experience a high volume of calls for service to Homeless Resource Centers HRCs) within Salt Lake City, many of which are low-acuity medical incidents. These calls place an operational burden on fire crews in the affected districts, diverting resources that could be deployed to more critical emergencies elsewhere. Urban Wildfire Plan Wildland personal protective equipment A wildland fire apparatus Expanded training Enhanced wildland mitigation efforts. 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 To avoid additional pressure on the General Fund, the Department is exploring alternative funding mechanisms, including state and federal grants and the use of deployment reimbursements, potentially through a special revenue fund model similar to other municipal wildland programs. Upon completion of the CWPP, the City will become eligible for additional federal funding to implement projects identified in the updated plan. Digital Knox Box Conversion Fees HSA/Insurance Rates Discrepancy ATTACHMENTS Attachment 1 Page | 8 Community Health Access Team Data 2023 VS 2024 CHAT DATA Attachment 2 Consolidate Fee Schedule Updates (Fire Department) CHAT DATA 2023 2024 CHAT 1 Scene Responses:100 130 CHAT 5 Scene Responses:408 537 CHAT 6 Scene Responses:0 392 CHAT Total Scene Responses:508 1059 Referrals Received For Follow Up 690 533 ED Avoided 187 of 404 (46%)334 of 694 (48%) Heavy Avoided 185 of 508 (36%)667 (64%) Heavy Release 89 of 185 (48%)169 (43%) PD Avoided 46%417 of 817 (51%) Total # Substance/ Psych Calls for all of SLC Fire 2701 2672 Substance/ Psych Calls WITH CHAT Response 279 (10%)392 (15%) 40% 19% 25% 8% 8% Psych Substance Use Medical Death/Grief/ Trauma Other 2023 Breakdown Of Scene Response Calls 37% 20% 24% 9% 10% Psych Substance Use Medical Death/Grief/ Trauma Other 2024 Breakdown Of Scene Response Calls Page | 9 Page | 9 Page | 11 Page | 11 Budget FY 25 - 26 Presented by Chief Karl Lieb SUMMARY OF REQUESTED PROGRAMS Insight Description FTEs FY2026 Request 1 Local 81 MOU – Uniform Allowance Increase 0 $72,400 2 Social Work Intern – University of Utah 0.5 $0 TOTAL $72,400 FIRE DEPARTMENT Uniform Allowance Increase The Uniform Allowance amount provided for within the Local 81 MOU is planned to rise from $600 to $800 per sworn member on July 1, 2025. We are requesting $72,400 to support this contractual increase. FIRE DEPARTMENT Social Work Intern FIRE DEPARTMENT Internship Opportunity University of Utah sends student to our CHAT program (15 hrs./week, paid intern) Benefits University offers continuing education credits for our social workers Savings on department budget Request Add 0.5 FTE to staffing document No General Fund impact Savings cover intern’s wage and minimal costs THANK YOU CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY SLC Budget FY26 TO:City Council Members FROM:Allison Rowland Senior Policy Analyst DATE:June 3, 2025 RE: FISCAL YEAR 2025-26 BUDGET: RESPONSES TO OPEN LEGISLATIVE INTENTS FROM PREVIOUS YEARS ISSUE AT-A-GLANCE The purpose of this update is for the Council to consider closing any Legislative Intents that were adopted as part of the Fiscal Year 2025 (FY25) budget, along with any that are outstanding from previous years. Council Members will have the opportunity to raise new Legislative Intents for discussion with their colleagues and the Administration on June 5. Potential Council policy questions are noted in the context of each item on the following pages, along with Council staff recommendations to either leave an Intent open, or to close it. Recommendations to close (or consider closing) include whether the item would then be considered complete or would continue indefinitely as a policy change. The Council can consider closing any Legislative Intent during this briefing. The FY25 Legislative Intents were most recently discussed with the Administration in the Council Work Session on September 2024. The full text of all open Legislative Intents can be found in Attachment C2, as well as in the FY26 Mayor’s Recommended Budget (MRB), pages 121 to 136. Complete Administration responses can be found in these pages, as well. Goal of the briefing: Review the status of past years’ Legislative Intents, consider options, and potentially straw poll Council support for changing the status on specific items. Note: if Council Members don’t indicate otherwise on a specific intent, staff will proceed according to the recommendations below. Summary of Administration Responses, FY26 Mayor’s Recommended Budget Item Schedule: 3 1. Attorney’s Office Title Staff Status Assessment FY24 Department Role Clarity in Ordinance. The Administration responded that “Research and analysis are ongoing for amendments to Chapter 2.08 of City Code; acknowledging the priority is Sustainability.” In FY24, the Attorney’s Office prepared a draft amendment to City Code that identifies the functions and responsibilities of the Sustainability Department. The Council discussed the draft in 2024. Corresponding drafts are pending for the Department of Economic Development, and the Public Lands Department, along with several other City departments. Open. FY24 Pay Parity among Attorneys. The Administration responded, Coordination with Human Resources for analytical review of the data available has begun, and the work is ongoing.” In FY24, the Salt Lake City Prosecutor’s Office indicated support for a review process and willingness to participate in further discussions. The City Prosecutor’s Office also mentioned the need to consider numerous factors that may impact parity among attorneys in different organizations, like constitutional mandates, caseload and types, staff support, and others. The Council may wish to request additional information from the Attorney’s Office on their efforts to bring the Salt Lake Legal Defenders and County prosecutors into the discussion. Open. FY23 Boarded Building Fee (with Finance and CAN). The Administration reports that “The adoption of Ordinance 91 of 2024, Title 18 Amendments, accounted for the updates to boarded building fee.” Close and Complete. FY23 Open and Public Meetings Act (OPMA). The Administration reports that Analysis of an amendment to Chapter 2.07.100 of the City Code is ongoing, while training and appropriate conduct is being addressed with board managers.” The Council may wish to request an estimated completion date for this item. Open. FY21 Decriminalization Review of City Code. The Attorney’s Office reports that the project will be continued in the coming fiscal year. Its initial review, several years ago, revealed that substantial attention and expertise would be needed to complete this review. Previously, the Salt Lake City Prosecutor’s Office also indicated its support of a review process for decriminalization efforts and willingness to participate in any discussions and efforts. It also noted examples of specific City ordinances that are frequently used and of great utility that should be retained, while the charging level of some offenses might be reviewed, and some City offenses may be compared to state offenses for redundancy and necessity. Open. 2. Community and Neighborhoods Department Title Staff Status Assessment 4 FY25 Neighborhood District Signs. It is the intent of the Council to request a future policy discussion with the Administration about establishing a standard process and broadening the City’s ability to respond to requests for neighborhood marking signs, including requests for historic district street signs. It would be helpful for the Administration to clarify the following information in the discussion: 1. Could community and neighborhood identity signs be included, in addition to street signs that have historic designations? 2. What are the differences between regular street signs and historic markers? 3. What is the process for replacement of existing signs? 4. How is the accuracy of the history portrayed in historic district signs ensured? In the discussion, the Administration may recommend: 1. Exploring opportunities related to the 10-year plan for the Olympics, and 2. Recommending whether the City should establish a pool of funding in the General Fund for this work, and how much should be included. FY25 Administration Response: Response is forthcoming. Open. FY23 Youth and Family Program Streamlining. The Department began working with a consultant in December 2024 to conduct a needs assessment and develop a five-year strategic plan for the Youth and Family Division. The plan will include recommendations and fiscal analyses for future programming, and a system for measuring program outcomes for City residents. The needs assessment and strategic plan will be complete in June 2025. The Division also reports, “Given the federal funding uncertainty, we worked with our consultants to adjust their scope of work to include more financial mapping and accompanying strategic messaging of Y&F to apply for and be awarded funds for future program funding opportunities. Given these adjustments in scope of work for the consultants, we adjusted the timeline of the strategic plan from five years to three years.” Open. FY22 Trips-to-Transit Expansion Evaluation. The documents which were submitted by the Transportation Division, appear to not be included in the Mayor’s Recommended Budget. Council staff has requested the documents from the Administration. Open. 3. Department of Economic Development Title Staff Status Assessment FY15 Maintenance of Business Districts. See description under Public Services Department. 4. Finance Department Title Staff Status Assessment 5 FY25 Policy Goals for Zero-Based Budgeting Exercise. a.Balancing Resources in the Public Lands Department. The Administration reports that “The Public Lands Department is developing a Strategic Capital, Acquisition and Asset Management Plan (SCAAMP) that will identify repairs and replacement schedules to maintain current levels of service. The results will inform future CIP requests and the Capital Asset Plan a five year or 10 year CIP plan across multiple departments) and operational budget needs. An evaluation of historical funding and staffing levels for Public Lands maintenance is ongoing as well as operational assessments for potential efficiency changes.” Open b.Evaluating Alternative Response Programs. The Administration reports that “A framework has been developed to evaluate the City’s several alternative response models including total calls for service, outcomes, total costs, and costs per outcome. Refining the data sources to ensure valid and consistent measurements across the programs is ongoing. The results of the evaluation will help illustrate the costs and benefits of the alternative response models.” Open c.Staffing Vacancy Analysis. The Administration reports that “The FY26 Mayor’s Recommended Budget (MRB) includes an annual vacancy report by department showing positions and estimated savings while the full-time position was unfilled. An earlier version of the report was generated and informed development of the MRB. The number of full-time vacant positions has significantly dropped since last May, falling from approximately 8.5% to 5.5% across all departments. This partly reflects changes in the labor market stabilizing after the pandemic.” Consider closing and continue. FY25 Consolidated Fee Schedule. Evaluate the CFS in the following areas: a.Sidewalk closures, lane closures and sidewalk fees, including potential fines for blocking sidewalks. Updated policies for construction traffic mitigation plans have been drafted and are going through the standard review process. Their goal is to ensure safety of all users and minimize disruptions, regardless of the mode of transportation. The Administration states, “Adjustments to fees and fines may be recommended following the construction traffic mitigation plan policy update.” Open. d.Reducing business license fees for push carts and other mobile vendors. The Administration reports that most mobile food businesses pay 103 per year, which is lower than the fees for home-occupied businesses 148) and commercial businesses ($187). The current fee was based on a cost justification study several years ago, and City costs may have risen since then. Open. The Council may wish to discuss the goals of charging and potentially reducing business license fees for mobile vendors, and how the City’s foregone revenue could be recuperated. 6 c.Providing 100% forgiveness of City playing-field fees for youth development teams (not competitive teams) in return for “sweat equity” at these locations. The City currently discounts up to 50% of recreation and facility reservation fees for youth teams that provide sweat equity. The Administration offered to research the potential revenue loss to increase the discount to 100%. Would the Council like to explicitly request this research? Open. d. The Council further requests an annual report provided with the Mayor’s Recommended Budget which shows the percentage of the fully-loaded potential fee that is proposed, so the Council can consider adjusting on that basis. Council staff has requested this document from the Administration. Open. FY24 Legal Defenders Association. The Administration responded “The Legal Defenders Association contract continues to be funded out of the City’s General Fund. The same is true of the City Attorney’s Office. The definition of Public Safety for the purposes of using Funding Our Future dollars could certainly expand to include criminal justice legal services. This approach was used for the Justice Court in the FY25 annual budget for a case manager FTE. The Administration is not recommending changes to the Legal Defenders Association contract arrangement or funding source at this time.” Given the recommendation of the Administration against making this shift, would the Council like to reconsider whether to pursue this Intent? Consider closing. FY23 Consolidated Fee Schedule Holistic Review. The Administration responded “Each fee on the CFS requires a cost justification study to set the maximum allowable fee. The Finance Department periodically rotates through fees for updated studies. This long-standing practice continues to ensure fees are accurate and balance the City’s costs to provide services with use of and benefits from public resources. Increases in fees would require new cost justification studies. While eliminating or reducing fees would not require a new study it may be helpful to first evaluate the revenue loss impacts, especially if multiple fee reductions are being considered. Finance remains ready to respond to the Council’s recommendations for CFS evaluations including current ongoing efforts related to the FY25 CFS legislative intent. Given this information from the Administration, would the Council like to reconsider whether to pursue this Intent? Consider closing. FY23 - Grants and Ongoing Programs. The City’s recent adoption of the Workday system provides new potential for analyzing grants and identifying costs for continuing a program once the grant has been spent. Open. The Council may wish to engage with the Finance Department for a detailed discussion of the potential of the new system to evaluate potential policy guidance related to grant funding. FY15 Maintenance of Business Districts. See description under Public Services Department. 7 5. Human Resources Department Title Staff Status Assessment FY25 Compensation Plan. The Department incorporated its recommendations for changes and edits to the FY25-26 Annual Compensation Plan for Non- Represented Employees scheduled which was transmitted for review by the City Council in spring 2025. Close and Complete. 6. Mayor’s Office Title Staff Status Assessment FY25 Noise Enforcement (Vehicular and Non-Vehicular). The Administration plans to send transmittals on this issue soon. Open. FY24 Evaluating Efficiencies across Diversified Response Teams. The Administration stated that it “has included a mid-term action in the Public Safety Plan to improve efficiency and effectiveness of its Diversified Response teams.” The Council may wish to consider scheduling a briefing with the Administration to discuss the issue in more depth. Open. FY24 Apprenticeship Program Incentives. This item was closed and continued by the Council on May 7, 2024. 7. Police Department Title Staff Status Assessment FY21 - Police Department Role. Council staff note: These responses are also related to the evaluation of diversified response, which the Council has requested from the Mayor’s Office. The Council may wish to consider scheduling a briefing with the Administration to discuss these issues in more depth. a.Social Workers. The Administration reported, “The Community Connections Team is fully staffed with 2 current vacancies that are in the hiring process. They continue to provide referrals, resources and co-response throughout the city, assisting 1,087 individuals utilizing Co-response and social workers assisted an additional 4,764 individuals.” Open. b.Internal Affairs Unit. In FY23, the Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which Open. 8 allows for continuity and steady leadership since the position is not subject to rotating assignments. c.Police Community Response Team (PCRT). The Department stated, “The Police Community Response Team continues to handle non-emergency calls for service as well as traffic control, special event staffing, community impact division projects, and community outreach.” The name of the team has been modified, and it now includes 16 FTE’s and 1 Lieutenant. It has responded to over 6,700 calls for service this year. Open. 8. Public Lands Department Title Staff Status Assessment FY24 Golf Fee Structure. The Golf Division states, “Given the current financial needs of the Golf Enterprise Fund—particularly regarding deferred maintenance and capital asset replacement—the Golf Division recommends not implementing a new discounted rate program to reduce financial barriers for city residents. The Division acknowledges that it lacks the resources and expertise to design and administer a financial need-based discount program at this time.” Further, If the Council remains interested in pursuing such a program, the Golf Division suggests building upon an existing discount program, such as the SLC Golf Club membership. The annual cost of an SLC Golf Club membership is $100, and external funding sources could be used to offset the membership cost for qualifying individuals. However, additional staff would be needed to administer the program, and relying on Golf Enterprise Fund revenues would hinder the Division’s ongoing capital investment efforts without requesting further General Fund subsidies. A pilot program could be launched with scaled funding, based on available resources.” Open. 9. Public Services Department Title Staff Status Assessment FY25 Charging Stations for Electric Vehicles. The Administration reports, The Community Electrified Transportation Study was finalized in January. Public Services and Sustainability are supplementing the findings from this study with Close and Complete additional research to evaluate charger fee options and ownership models which will be discussed in a transmittal expected to be sent to the City Council this spring. FY15 Maintenance of Business Districts. The Administration stated, “Public Services is not aware of whether a study of enhanced services was ever completed by Economic Development or City Finance. Unless Council passes a special assessment specifically for enhanced maintenance and clean-up, there is no budget or mechanism to pay for business district expenses (outside of the assessment for economic promotion conducted by the Downtown Alliance.) Open 9 At the time the Council adopted this intent, it wished to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). The Council’s intent also was that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. The Council may wish to schedule a briefing with multiple departments, including Economic Development and Finance, to discuss this further. 10. Public Utilities Department Title Staff Status Assessment FY25 Jordan River Water Quality. The list of actions provided in the Administrative response does not appear to correspond with this Legislative Intent. Council staff has requested a review from the Administration. Open. FY23 Water Usage by the City. The Administration stated, “The most up-to-date information pertaining to this intent was in the City Property Water Use Efficiency EXECUTIVE REPORT transmitted to the Council last fiscal year.” a. The report on water usage was released in November 2023. The Executive Report is included in the transmittal as an Attachment B. b. In September 2022, the Council added an analysis of the water fee schedule as part of this intent. Open. 11. Council-Led Intents Title Staff Status Assessment FY25 Council Member Compensation. The Council intends to evaluate the ordinance governing elected official compensation and have this conversation before the end of 2024. Close and complete. FY23 Rotating Outside Auditing of Each City Department. In a recent Council discussion, Council Members expressed an interest in starting with the Division of Housing Stability. Staff is working with the Administration on developing a scope and will return to the Council with a draft. Open. FY21 Police Department Reporting Ordinance. Update: Council staff is working with the Attorney’s Office to determine next steps for this item. Open. 10 ATTACHMENTS Attachment C1. Annual Schedule for Review of Legislative Intents. Attachment C2. Outstanding Legislative Intents FY15 to FY24. Attachment C1. Annual Schedule for Review of Legislative Intents Briefing #1: Post-budget discussion Transmittal: n/a Work Session: September Purpose: o Q & A with department representatives o Workshop to refine the Legislative Intents o Receive information from the departments: what’s been tried and/or whether they would like to propose a better approach, etc. o Early status information, first-round thoughts, feedback Briefing #2: Mid-year status update – Timed to coincide with Budget Amendment 3 or 4 Transmittal: January - February Work Session: March Purpose: o Briefing from department representatives o Mid-year update on progress made, department response, impact to budget, if any, etc. o This is not expected to be a 100% complete report or close-out, but rather a mid-term update Briefing #3: Combined with annual budget report Transmittal: No separate transmittal; information and updates included in annual budget information Work Session: Intents would be discussed as part of department annual budget briefings Purpose: o Continue tracking legislative intents and close out as applicable o Refine status and next steps for the coming fiscal year Exceptions: Some items may have a separate timeline identified and those will be considered separately. Attachment C2. FY25 Legislative Intents and Open Intents from Previous Years Updated May 30, 2025 A. Attorney’s Office FY25 - Noise Enforcement (Vehicular and Non-Vehicular). This intent was edited by the Council and shifted to the Mayor’s Office. FY24 - Department Role Clarity in Ordinance. It is the intent of the Council to ask the Attorney’s Office to propose updates to the City’s code that define and discuss the respective roles of City departments. This review should include, but not be limited to, the Sustainability, Economic Development, and Public Lands Departments. Per Council discussion, Sustainability is the priority. FY24 - Pay Parity among Attorneys. It is the intent of the Council that the Administration evaluate pay parity among the City Attorney’s Office, Salt Lake Legal Defenders, the City prosecutors, and the County prosecutors. Because this may be a longer-term issue, the Council could ask that the Human Resources Department conduct a more thorough evaluation on this topic and recommend strategies to achieve pay parity over the longer term. First priority is that attorneys on both sides of a courtroom have pay parity; second would be parity among agencies (County, State, Municipal). FY23 - Boarded Building Fee. It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded-building fee, or request that the Attorney’s Office provide a draft directly to the Council Office. FY23 - Open and Public Meetings Act (OPMA). It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney’s Office develop an ordinance more specifically codifying this understanding. Decriminalization Review of City Code. It is the intent of the Council that an in-depth review be conducted of the City Code to consider items that could be de-criminalized. Council staff could work with Council Members and the City Attorney’s Office to draft a scope and come back with a report on the timeline. B. Community and Neighborhoods Department FY25 - Neighborhood District Signs. It is the intent of the Council to request a future policy discussion with the Administration about establishing a standard process and broadening the City’s ability to respond to requests for neighborhood-marking signs, including requests for historic district street signs. It would be helpful for the Administration to clarify the following information in the discussion: 1. Could community and neighborhood identity signs be included, in addition to street signs that have historic designations? 2. What are the differences between regular street signs and historic markers? 3. What is the process for replacement of existing signs? 4. How is the accuracy of the history portrayed in historic district signs ensured? 5. In the discussion, the Administration may recommend: a. Exploring opportunities related to the 10-year plan for the Olympics, and b. Recommending whether the City should establish a pool of funding in the General Fund for this work, and how much should be included. FY23 - Youth and Family Program Streamlining. It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City’s role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. Step 1 of this multi-step process was completed in FY23. Other steps involve evaluating potential staffing redundancies and reviewing Fire Department and Police Department programs for potential changes. FY22 - Trips-to-Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to serve Westside neighborhoods in late 2021, to other areas of the City. C. Department of Economic Development FY15 - Maintenance of Business Districts. See description under Public Services Department. D. Finance Department FY25 - Policy Goals for Zero-Based Budgeting Exercise. The Council requested that the Administration’s priority be on completing the response to item b., below. It is the intent of the Council to use the City’s Fiscal Year 2026 zero-based budgeting exercise as an opportunity to evaluate efficiencies and staffing resources in specific policy areas including: a.Balancing Resources in the Public Lands Department. Request the Administration evaluate whether additional resources are needed in all areas of the Public Lands Department, or if there are resources that can be shifted within the Department to address the balance between new projects and ongoing responsibilities. The Council is interested in understanding how resources are allocated between new projects versus regular maintenance like mowing and weeding) and deferred capital maintenance projects (like restroom repair or roof replacement). As a part of this evaluation, the Council requests Public Lands also evaluate whether deploying autonomous maintenance vehicles would assist in a more efficient use of resources. Alternatively, the Council could consider a stand-alone legislative intent on this topic. (In coordination with Department of Public Lands.) b.Evaluating Alternative Response Programs. Request the Administration evaluate the alternative response programs located across various departments and divisions using a zero- based budgeting approach. This includes any alternative response model funded by the City to address public safety, homelessness, and parks. Council Members expressed a desire to better define what constitutes success for each program, use performance measures to compare program outcomes, and determine the effectiveness and efficiency of each of the programs. (Staff note: Removing the stand-alone intent from previous years) (In coordination with Fire Department, Police Department, and Department of Public Lands.) c.Staffing Vacancy Analysis. Request the Administration evaluate all vacancies (for full- time, part-time, and seasonal employees) as part of the zero-based budgeting exercises planned for FY2026. This would include a more detailed analysis of the number, duration, and unused portions of budget allocations resulting from vacancies, as well as tracing positions and departments across multiple fiscal years. Positions with higher vacancy durations or frequencies could be considered for reclassification, adjustment, or elimination. Alternatively, the Council could consider a stand-alone legislative intent on this topic. (In coordination with Human Resources Department.) FY25 - Consolidated Fee Schedule. It is the intent of the Council to request that the Administration evaluate the consolidated fee schedule in the following areas: a. sidewalk closures, lane closures and sidewalk fees, including potential fines for blocking sidewalks; b. reducing business license fees for push carts and other mobile vendors; c. providing 100% forgiveness of City playing-field fees for youth development teams (not competitive teams) in return for “sweat equity” at these locations. The Council further requests an annual report provided with the Mayor’s Recommended Budget which shows the percentage of the fully-loaded potential fee that is proposed, so the Council can consider adjusting on that basis. FY24 - Legal Defenders Association. It is the intent of the Council to request the Administration: shift funding for the Legal Defenders contract to Funding Our Future, under the policy umbrella of Public Safety, with the rationale that these attorneys are an integral piece of the criminal justice system and often connect clients to resources and services to help them recover from an addiction or otherwise help them get back on their feet. discuss with Salt Lake County whether it would be more efficient for the County to manage the full contract, with the City contributing funding towards it. FY23 - Consolidated Fee Schedule Holistic Review. It is the intent of the Council to complete a holistic evaluation of the City’s Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY23 - Grants and Ongoing Programs. It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY15 - Maintenance of Business Districts. See description under Public Services Department. E. Human Resources Department FY25 - Compensation Plan. It is the intent of the Council to request that the City Compensation Plan include a policy change to make division directors appointed employees, like department deputy directors and department directors. The Council may wish to consider exempting certain positions like the City Comptroller, which has an independent fiduciary duty to the City beyond any department or division arrangement. Some Council Members also expressed interest in adjusting the Appointed Pay Plan pay range to recognize that employees in these positions have less job protection than merit employees. F. Mayor’s Office FY25 - Noise Enforcement (Vehicular and Non-vehicular). It is the intent of the Council to request a briefing from the Administration about noise enforcement in the City and existing State law. This would begin with discussions to understand the City’s strategy and approach for noise enforcement, event noise waivers, and other similar issues that affect residents’ quality of life. Council staff would work with the Mayor’s Office to identify how to structure the meetings. Topics would include: a. noise enforcement for violations from both vehicle and non-vehicular sources; b. identification of additional resources needed to improve enforcement; c. policy regarding noise ordinance waivers; d. semi-annual reports on noise enforcement; e. consideration of increased fines as a deterrent; f. proactive work with any mass gathering or event spaces (including institutions that sponsor high-decibel events). FY24 - Evaluating Efficiencies of All Diversified Response Teams. It is the intent of the Council to ask the Administration to evaluate all response teams that may be considered part of a diversified response to public safety, establish common metrics, and evaluate whether there are opportunities for efficiencies or streamlining, including clarity on dispatch and whether/if the public is intended to contact any teams directly and how resources are deployed. In addition, to clarify roles of each team and how a call for service is routed from one team to another, and how calls from the public are routed. G. Police Department FY21 - Police Department Role. It is the intent of the Council to re-evaluate the role the City asks the Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs out of the Police Department, like park rangers and social workers, and potentially add a function to the Human Resources Department to enhance the independence of the Internal Affairs unit. Note: Park rangers were shifted to the Public Lands Department in 2021. a.Social Workers. b.Internal Affairs Unit. c.Police Civilian Response Team. H. Public Lands Department FY24 - Golf Fee Structure. It is the intent of the Council to ask the Administration to evaluate developing a program for the Golf Division that could provide discounted rates to reduce financial barriers for City residents, especially those with limited financial resources. I. Public Services Department FY25 - Charging Stations for Electric Vehicles. It is the intent of the Council that the Public Services Department, in coordination with the Sustainability Department, study the options for eliminating free charging stations for electric vehicles, and shifting them to a paid service run by a contractor. FY15 - Maintenance of Business Districts. It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. This Intent includes SAAs. The work should involve the Department of Economic Development and the Finance Department. J. Public Utilities Department FY25 - Jordan River Water Quality. It is the intent of the Council that the Public Utilities Department facilitate discussions among City Departments (such as Sustainability and Public Lands) and State and Federal agencies (such as the Department of Water Quality and Environmental Protection Agency) to identify the best approaches to improving water quality in the Jordan River. The Council may consider future funding requests based on these discussions. FY23 - Water Usage by the City. It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. K. Council-Led Intents FY25 - Council Member Compensation. The Council intends to evaluate the ordinance governing elected official compensation and have this conversation before the end of 2024. FY23 - Rotating Outside Auditing of Each City Department. It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents’ needs while being fiscally responsible with the taxpayer dollars. FY21 - Police Department Reporting Ordinance. The Council intends to work with the Attorney’s Office to create an ordinance that establishes reporting requirements for internal information collected by and related to the Police Department. The Council adopted a body worn camera ordinance in 2020, but not broader reporting metrics. Initially, the Council also intended to create an ordinance that establishes reporting requirements for internal information collected by and related to the PD. The Council’s operational audit of the PD (Matrix Consulting) recommended expanding public reporting, such as metrics related to: o internal affairs, o external complaints, o workforce demographics and vacancies, o body worn cameras (new software to facilitate review was funded), and use of force. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 www.slc.gov/council TEL 801-535-7600 FAX 801-535-7651 COUNCIL BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY26 TO:City Council Members FROM: Jennifer Bruno, Lehua Weaver, Austin Kimmel, Kate Werrett Allison Rowland, Sylvia Richards, and Michael Sanders DATE: June 3, 2025 RE:UNRESOLVED BUDGET ISSUES – Follow-up on Council Questions ISSUE AT-A-GLANCE It should be noted that this is a staff-generated draft, reflecting Council questions and discussions as of the date of its printing. It may be updated prior to the work session discussion, and Council Members may have changes or corrections to individual items, and Council Members may add items. Note: this list is not comprehensive – please let staff know if there are other items to add) Follow-up Items 1.Items to consider adding to the budget. Some Council Members have expressed interest in adding/adjusting the following items to the budget (some amounts are placeholders). Because exact revenue numbers will not be known at the time of the main unresolved issues discussion, Council Members may wish to discuss how to prioritize these or other additional items, should extra revenue become available: Construction Mitigation funding – Some Council Members have expressed concern that 350,000 isn’t enough to cover likely needs for construction mitigation grants for small business. $970,000 was allocated in FY 25 between the annual and budget amendments. The Project Timeline: Briefing: June 3, 2025 Budget Hearing: June 3, 2025 Potential Action: June 10 or 12 2 Administration indicates that they expect construction to slow, and will approach the Council in a budget amendment if needed. b.Public Lands/Park Maintenance – Some Council Members continue to receive reports from constituents regarding maintenance of City parks and public lands. The FY 26 budget adds 231,750 from the General Fund and $478,579 from Funding our Future to address additional parks maintenance, along with $259,102 for personnel, for a total of $969,431. Some Council Members have expressed interest in an increase beyond this level. c.Street maintenance – Some Council Members have expressed interest in funding street maintenance beyond what is recommended in the FY 26 budget, based on the long lead time for roads to be repaired in the City. d.Fleet replacement funds – One Council Member has expressed interest in funding Fleet replacement at a level greater than what is recommended in the FY 26 budget, based on recommended replacement levels. e.Justice Court/Prosecutor’s Office/Legal Defender Association workload issues – Some Council Members have expressed an interest in addressing a request from the Legal Defender Association (LDA) to address workload issues. The Administration notes that addressing one aspect of the system would likely require an adjustment to the other two areas of the system, with a potential of $1.7 million in costs. f.Art in all Districts – in conjunction with Budget Amendment #5, the Council included a legislative intent indicating support for adding $14,000 ($2,000 per district) to the Arts Council budget in Community and Neighborhoods, for the purpose of establishing a process to create art pieces, potentially by leveraging private spaces or contributions. Key changes will reflect this 14,000 addition to the CAN budget. Conversations with the Administration on how they can implement this idea are ongoing, as initially concerns have been raised about staff bandwidth to create a new program. g.Air/Chemical Monitors – One Council Member has proposed the following allocations for monitors: i.$5,000 – allocated in Non-Departmental to send to the University of Utah to purchase additional air quality monitors for the West Side. ii.$10,000 – allocated to Emergency Management within the Fire Department budget to evaluate and acquire hazardous chemical monitors for the groundwater/soil, specifically to track hazardous chemicals used by manufacturing businesses west of Redwood Road. h.Fund Balance – One Council Member has expressed an interest in directing any additional potential revenue to fund balance, to prepare for the year ahead, as well as helping to reduce the likely property tax increase for the FY 27 budget. The FY 26 proposed budget would take fund balance to 12.96% (not including funds not spent by departments in FY 25). For discussion purposes: i. If departments drop $4 million to fund balance at the conclusion of FY 25, that would increase the fund balance to 13.74%. Note: Departments typically drop between $4 and 6 million to fund balance in total, each year, although there have been outlier years where they have dropped significantly more. ii. Approximately $5.1 million would be needed to increase fund balance by 1%. iii. For every $1 million added to fund balance, it increases the percentage by 0.2% i.Historic street signs update – Council Staff is inquiring with the Administration regarding the historic signs/street markers, originally funded by the Council in FY 24. If the funds have not yet been encumbered, the Council could choose to re-allocate those funds, as they will lapse to fund balance if not spent. 2.Evaluate All New Positions – in recent fiscal years, some Council Members expressed an interest in considering all proposed new FTEs in more detail, potentially straw polling each. FY 26 includes significantly fewer new FTEs, and are all located in the Public Services budget, totaling $620,028: 3 Clean City Team – 3 FTEs - $218,000, $25,000 operating budget Right of Way Services Team (North Temple) 2 FTEs - $253,028, $124,000 operating budget 3.Existing Programs – the Council may wish to discuss whether to reduce or eliminate any existing programs offered by the City. 4.Follow-up questions – Staff has been providing Council Members with follow up information relating to questions raised at department briefings. Those have been shared with Council Members in email as staff has received them, and several are still pending. Please let staff know about any questions that arise. 5.Funding options - Staff has identified the following potential funding sources for Council discussion/consideration, potentially to address some of the above ideas: a. Potential additional revenue (pending information from Tax Commission and follow up from the Administration – due by June 8 per state law) i. Actual New Growth ii. Actual Judgement Levy b. Fund balances available – Previously the City had a policy of maintaining a minimum of 10% fund balance. In FY 19 the Council established a policy goal of 13%, although that goal is not legally binding. Based on the FY 26 proposed budget, there is $15.1 million above the 10% threshold (not including potential funds dropped to fund balance by departments at the end of FY 25 ). Note this is one-time in nature and to the extent it funds ongoing ideas, this would increase the structural deficit for FY 27. c. Update line-item label for retirement payouts to also be eligible for parental leave or other initiatives. (Currently that line item is not fully spent each year and Departments have largely absorbed retirement costs. This is risk if the City experiences faster-than-expected retirements). d. Consider re-appropriating funds that would otherwise drop to fund balance within a department (funds that are not likely to be spent for FY 25). Note: this would need to happen in an August/September budget amendment rather than as part of balancing the annual budget. The Council could indicate intent with these funds so that the Administration has advance feedback. e. Increase property tax for the General Fund (Note: the proposed FY 26 budget does not include a General Fund tax increase. Because it includes a judgement levy, a truth in taxation hearing is required and has been advertised). f. Adopt a more aggressive forecast for Sales Tax revenue (not necessarily recommended due to the volatility of this line item and economic uncertainty). g. Adopt additional cost justified fee increases. h. Evaluate compensation levels for non-represented employees (reduce Mayor’s COLA recommendation). Each 1% is approximately $2.9 million in the General Fund. The proposed budget includes a 4% COLA for all non-represented employees. 6.Budget “clean up” items – these are items that either the Staff or Administration have flagged as potential corrections to the budget to ensure expectations are met: a. Sports-Entertainment District budget clarification – The Finance Department has been working with the Convention Center Public Infrastructure District as it relates to the timing of transfer of funds. It will be suggesting clarifications to the “Other Funds” key changes document to reflect the timing of payments from both the 0.5% Sports Entertainment Convention and Cultural District tax as well as the “5th 5th” transportation sales tax implemented by Salt Lake County, of which 76% is required to be transferred to the Sports Entertainment Convention and Cultural District. b. Transfer to the Arts Council – if approved, the transfer to the Arts Council should increase by 25,000 for increased Twilight Concert costs. Key changes will be corrected to reflect that transfer from Non-Departmental instead of CAN. 4 c. Staff will continue to work with the Administration to address any other clean up items identified in either the Key Changes or staffing document. Potential Legislative Intents – Note: this is DRAFT language that staff has put together based on questions and input from Council Members. The Council can make any changes to exact wording and can add/eliminate ideas from consideration by discussing and taking straw polls in work sessions. 1. Court system budget and workload evaluation – The Council discussed the need for an evaluation of the growing workload for all aspects of the City Justice Court system, including the important role this system plays in the core city function of public safety. Below is a draft legislative intent for the Council to consider, to formalize the request to complete this evaluation: It is the intent of the Council that Council staff and Administration would collaborate on an evaluation of the Justice Court system over the coming year, i to prepare for future budget consideration. The items of interest include: historic caseload data, alternative justice systems and support programs, consideration of new funding sources, options to address workload issues, space needs, and other related matters. 2.Police Camera/Body Cam/Drone privacy – The Council discussed adopting a legislative intent requesting the Administration evaluate data privacy guardrails as additional safety cameras and drones are deployed to assist in SLCPD’s public safety efforts. Potential language could include ensuring the REP Commission is included in policy discussions, other concerns about privacy, accountability, and transparency. 3. Name of Urban Services division – The Council has indicated an interest in requesting the Administration re-evaluate the proposed name of “Urban Services Division” in the Department of Public Lands, due to potential confusion with other City services in other departments, as well as potential misunderstanding of the term “urban.” The naming of divisions is administrative, unless the City Code is amended to include division titles in addition to Department titles. 4. Don’t block the box – During a discussion on transportation safety the Council discussed the concept of “Don’t block the box” referring to traffic blocking intersections. The Council could adopt a legislative intent to request the Administration evaluate an ordinance on this concept. 5.Considerations relating to potential future property tax increase – The Council has discussed the information they would like to be able to consider should the Administration propose a property tax increase in a future budget year, as the Mayor has indicated is a possibility. The Council may wish to consider a legislative intent asking for the following information if and when a property tax increase becomes necessary: To what extent is the tax increase needed to accommodate priorities or service level needs known in the FY 26 budget – for example: Justice Court system needs, public safety relating to new strategies, apparatus staffing (other?) To what extent is growth (population growth, service demand, etc), driving the need for increased service level. What operational efficiencies has the Administration employed to avoid or reduce a tax increase, or are there efficiencies that are planned? 6. OTHER? 7.Evaluating efficiencies of all diversified response teams (adapted from recent years) – The Council may consider a legislative intent recognizing the consolidation of several response teams into Public Services, while several other response teams remain in other departments such as Fire (CHAT and MRT), Police (Social Worker co-responders, Civilian Response Team), CAN (Downtown Ambassadors), and Public Lands (Park Rangers program). The legislative intent could request the Administration identify metrics, and continue to evaluate the efficiency of these various teams and any 5 potential overlap. Note: Similar legislative intents have been adopted in recent years. With this legislative intent those could be considered closed. Potential Conditional Appropriations 1.Continued Contingency for All Funding Our Future -- Sales Tax Funds (this has been adopted each year since the City implemented the sales tax). The Council approves Funding Our Future sales tax revenue appropriations with the following conditions: a. Expenditure of Funding Our Future Sales Tax Funds. Funding our Future funds may not be expended unless the department or division expending the funds complies with: i. Utah Fiscal Procedures Act ii. The City’s Procurement Code and Rules iii. Written verification from the City Attorney and City Finance Director that proper legal and financial procedures have been followed. b. Other Funding Our Future Budget Contingencies: i. The Administration providing a written semiannual spending, implementation and outcomes report on each of the critical need areas. ii. Tracking funding for Fleet provided through the Funding our Future tax separately to ensure it is spent only on public safety (police, fire, dispatch). iii. The Administration spending funds in the critical need areas as adopted in the attached key changes spreadsheet. iv. The Administration bringing back to the Council any proposed adjustments to the adopted budget in a budget amendment for re-appropriation before changes are made. v. The Administration maintaining and regularly updating a publicly available dashboard reflecting revenues received and actual uses. vi. In FY21 and all future funding requests, providing a label denoting which line items are funded with this Funding Our Future sales tax funds. vii. For all positions added, the Administration shall submit an annual written review along with the Mayor’s Recommended Budget to ensure that each position continues to serve the critical need areas and, if a Council work session briefing is scheduled, provide a presentation of the report. Budget Glossary (not all terms are necessarily in this report) American Federation of State, County and Municipal Employees - AFSCME Budget Amendment - BA Capital Improvement Program – CIP Community and Neighborhoods – CAN Community Land Trust – CLT Economic Development Corporation of Utah - EDCU Funding Our Future - FoF Frequent Transit Network – FTN Fiscal Year – FY Request for Proposal - RFP Salt Lake City General Fund TOTAL Fund Balance Projections Beginning Fund Balance Prior Year Encumbrances Estimated Beginning Fund Balance Beginning Fund Balance Percent Year End ACFR Adjustments Revenue Changes Expense Changes (Prepaids, Receivable, Etc.) Fund Balance w/ ACFR Changes Final Fund Balance Percent Budgeted Change in Fund Balance Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment BA#1 Expense Adjustment BA#2 Revenue Adjustment BA#2 Expense Adjustment BA#3 Revenue Adjustment BA#3 Expense Adjustment BA#4 Revenue Adjustment BA#4 Expense Adjustment BA#5 Revenue Adjustment BA#5 Expense Adjustment BA#6 Revenue Adjustment BA#6 Expense Adjustment Change in Revenue Change in Expense Fund Balance Budgeted Increase Adjusted Fund Balance Adjusted Fund Balance Percent Projected Revenue CM Lopez Chavez CM Dugan CM Young Priority 1 Judicial System (LDA plus court)Street Maintenance Fund Balance Priority 2 Overtime for nuisance Parks Maintenance Priority 3 Parks Maintenance Priority 4 CM Petro CM Puy CM Wharton CM Mano Fund Balance Attorney @ LDA Attorney @ LDA Attorney @ LDA Parks Maintenance FB to 13% Public Lands Construction Mitigation 6/5/2025 **DRAFT **3:18 PM Unresolved Issues Tracking General Fund Funding our Future Categories: Housing, Transit, Public Safety, Infrastructure, Parks Maintenance Net $(100,000)$(1,450,000) Amount Revenue Expenses Revenue Expenses Revenue Items Actual New Growth Revenue (MRB estimated - $1m)TBD (June 8) Judgement Levy (if the actual amount is greater or less than the proposed budget)TBD (June 8) One-time $: Use General Fund fund balance over 13% (GF only) 1,881,111 One-time $: Funding our future fund balance dollars over 13% (FOF only)$9,923,170 One-time $: Use General Fund fund balance over 10% (GF only)$14,521,422 One-time $: Funding our future fund balance dollars over 10% (FOF only)$11,660,452 Capture funds dropping to fund balance in FY 23 Reconsider new FTEs proposed in the budget - logistically this would be an expense reduction total amount for new FTEs NOT including Airport FTEs which are offset with airport revenue)$2,057,037 Council Member-raised Ideas - see staff report for additional detail/background Police 1,000,000 50,000 Community and Neighborhoods 20,000 TBD Non-Departmental 200,000 150,000 100,000 TBD 30,000 Budget cleanup - these are items that either the Staff or Administration have flagged as potential corrections to the budget to ensure expectations are met: 200,000 113,798 New Positions - these are included in the MRB - listed here for additional discussion per Council Member request Attorney FY 25 Budget Amount 1 $89,640 1 $60,623 Community and Neighborhoods 1 $139,715 1 $104,580 Economic Development 0.5 $47,000 Finance 2 $126,437 0.5 $55,285 Fire 2 $163,727 Justice Court 1 $88,363 Mayor 1 $216,420 Police 6 $2,328,683 Public Lands 1 $76,700 1 Seasonal FOF 1 $125,979 1 $142,636 Public Services 2 $249,694 3 $253,028 2 Seasonal 1 $117,210 6/5/2025 **DRAFT **3:18 PM Unresolved Issues Tracking General Fund Funding our Future Categories: Housing, Transit, Public Safety, Infrastructure, Parks Maintenance Net $(24,000)$- Amount Revenue Expenses Revenue Expenses Revenue Items Actual New Growth Revenue (MRB estimated - $2m)TBD (June 8) Judgement Levy (if it comes in above the $96,923 recommended in the budget)TBD (June 8) One-time $: Use General Fund fund balance over 10% ($9m - FOF)$15,146,213 Capture funds dropping to fund balance in FY 25 (would need to be a Budget Amendment action) Reconsider new FTEs proposed in the budget - logistically this would be an expense reduction - 5 FTEs for Clean City Team total amount for new FTEs NOT including Airport FTEs which are offset with airport revenue)$620,028 Expense Reduction - reconsider 4% COLA for non-represented employees - $680,00 for each 1%$680,000 Council Member-raised Ideas - see staff report for additional detail/background Economic Development 250,000 TBD Community and Neighborhoods 14,000 $14,000 Police TBD Public Lands TBD Public Services TBD Non-Departmental TBD 153,000 63,000 260,000 555,000 535,000 140,000 10,000 Budget cleanup - these are items that either the Staff or Administration have flagged as potential corrections to the budget to ensure expectations are met: Council straw polled support of these items New Positions - these are included in the MRB - listed here for additional discussion per Council Member request Proposed Public Services 3 $218,000 2 $253,028 25,000 124,000 Salt Lake City General Fund TOTAL Fund Balance Projections Beginning Fund Balance Budgeted Change in Fund Balance Prior Year Encumbrances Estimated Beginning Fund Balance Beginning Fund Balance Percent Year End ACFR Adjustments Revenue Changes Expense Changes (Prepaids, Receivable, Etc.) Fund Balance w/ ACFR Changes Final Fund Balance Percent Budget Amendment Use of Fund Balance BA#1 Revenue Adjustment BA#1 Expense Adjustment BA#2 Revenue Adjustment BA#2 Expense Adjustment BA#3 Revenue Adjustment BA#3 Expense Adjustment BA#4 Revenue Adjustment BA#4 Expense Adjustment BA#5 Revenue Adjustment BA#5 Expense Adjustment BA#6 Revenue Adjustment BA#6 Expense Adjustment Change in Revenue Change in Expense Fund Balance Budgeted Increase Adjusted Fund Balance Adjusted Fund Balance Percent Projected Revenue 10% 11% 12% 13% 14% 15% 16% 17% 18% 19% FY 2025 Proposed FTEs Changes Department FTEs FY 2025 proposed budget months Attorney Boards and Commissions Analyst (Grade 26)1 $89,640 10 City Prosecutor's Office - Assistant Prosecutor 1 $60,623 10 Community and Neighborhoods Communications and Engagement Manager (Grade E34)1 $139,715 10 Building Inspector (Grade E27)1 $104,580 10 Economic Development Sister Cities Part Time position 0.5 $47,000 10 Finance Business Systems Analyst 2 $126,437 10 Grant Analyst (PT to FT)0.5 $55,285 10 Fire Medical Response Paramedics for (CHAT) Community Health Access Team Enhancements - (FOF Funding)2 $163,727 10 Justice Court Community Outreach Case Manager (Grade 19)1 $88,363 10 Mayor Senior Advisor for Downtown Projects 1 $216,420 10 Police Airport Staffing and Equipment (Revenue Offset)6 $2,328,683 10 Public Lands Glendale Park Maintenance Tech III (Grade 119 Union)1 $76,700 10 Public Lands Project Coordinator (Grade 26)1 Seasonal FOF 10 Senior Public Lands Planner (Grade 31)1 $125,979 10 Senior Lanscape Architect (Grade 34)1 $142,636 10 Public Services Project Delivery Support for Parks Projects 2 $249,694 10 Rapid Intervention Team 3 $253,028 10 Seasonal to FTE Signa nd Markings technicians 2 Seasonal 10 Engineer IV (Grade 31)1 $117,210 10 Subtotal 29.00 $4,385,720 Revenue Offset $2,328,683 Total General Fund Staffing $$2,057,037 Department Base New Positions Attorney 54 CED 190 5 Council 23.13 Fire 358 Finance 46.7 3 Mayor 22 Police 585.5 2 Public Services 225.08 1 Non-Departmental 0 Justice Court 46 HR 16.16 1566.57 11 Cost/month Annual Cost Difference Funding our future 8,964 $107,568 $17,928 6,062 $72,748 $12,125 13,972 $167,658 $27,943 10,458 $125,496 $20,916 4,700 $56,400 $9,400 12,644 $151,724 $25,287 5,529 $66,342 $11,057 16,373 $196,472 $32,745 $32,745 8,836 $106,036 $17,673 $17,673 21,642 $259,704 $43,284 232,868 $2,794,420 $465,737 7,670 $92,040 $15,340 $15,340 Seasonal FOF 12,598 $151,175 14,264 $171,163 24,969 $299,633 25,303 $303,634 $50,606 $50,606 11,721 $140,652 $23,442 5,262,864 $773,482 $116,364 2,794,420 $465,737 2,468,444 $307,746 $116,364 Reductions Total Difference 54 54 $- 1)$190 190 $- 23 23.1 $- 1)$357 357 $- 49 49.2 $- 23 23 $- 2)$585 585 $- 229 229 $- 46 46 $- 21 21.3 $0 4)$1,577 1577 $0 10 0 1.00 1.00) 1.75) 1.00) 1.00 1.00) 1.00) 1.00) 1.50) 6.25) 2.00) 1.00) 1.00) 1.00) 2.00) 7.00) 1.00) 1.00) 4.00) 1.00) 1.00) 1.00) 1.00) 1.00) 1.00) 1.00) 1.00) 2.00) 2.00) 1.00) 1.00) 1.00) SALT LAKE CITY BOARD MEMBER APPOINTMENT To: Salt Lake City Council Chair Submission Date: 05/20/2025 Date Sent To Council: 05/23/2025 From: Otto, Rachel Subject:Board Appointment Recommendation:Racial Equity in Policing Commission Recommendation: The Administration recommends the Council approve the appointment of Aleksei Hernandez-Nietling to the Racial Equity in Policing Commission for a 2 year term starting on the date of City Council advice and consent and ending on the last Monday in December. Approved:* Otto, Rachel ERIN MENDENHALL Mayor OFFICE OF THE MAYOR May 20, 2025 Dear Mayor Mendenhall, The Racial Equity in Policing Commission has reviewed applications and would like to recommend Mr. Aleksei Hernandez-Nietling to become a commissioner. From his resume and application, Aleksei has demonstrated a commitment to efforts valued by the Commission through his education, professional experience, and community service. Mr. Hernandez- Nietling focuses his civic work primarily to advance initiatives related to shaping equity as it relates to harm reduction, immigrant health access, and policy advocacy. With his current role as the Syringe Exchange and Administrative Manager for the University of Utah Health (Utah Naxolone department), Aleksei oversees syringe exchange operations and statewide reporting measures. Through his work with the Consulate of Mexico, he worked to deliver chronic disease screenings and program enrollment for under served immigrant populations. Mr. Hernandez-Nietling also supported state legislation expanding healthcare for undocumented children and has led policy efforts on drowning prevention and overdose responses within the state of Utah, specifically working to enhance policing and regulation standards. With this background, we strongly believe that Mr. Aleksei Hernandez-Nietling will be a necessary asset to begin pushing forth on initiatives that overlap with the current efforts of the Commission. Again, on behalf of the REP commission, we recommend Mr. Aleksei Hernandez-Nietling. Please see the attached file for his application and resume. If you have any questions, please let us know. Sincerely, DeTria Taylor, Chair P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 Chloe Raymundo, Vice Chair Michelle Mooney, Impact Manager COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY26 TO:City Council Members FROM: Sylvia Richards, Public Policy Analyst DATE: June 3, 2025 RE:Fiscal Year 2025-26 Budget: Arts Council Division and Foundation Budget Budget Book Page References: 52, 60, Key changes 180-182 & 186, 187, Staffing Doc. 291,293 ISSUES AT A GLANCE The Salt Lake City Arts Council supports and promotes city arts, artists, arts organizations, and arts activities. Its purpose is to foster a vibrant arts community and enrich the city's culture by expanding public access, awareness, and participation. The Arts Council Division receives funding from the General Fund and contributions to the Arts Foundation and includes 9 FTEs plus part-time and seasonal staff. General Fund Arts Foundation Notes Full Time Staff 9.0 Part-Time Staff 2.0 2.0 One GF staffer is grant-funded FY24- 26 Seasonal 25-30 Festivals, performing arts support For fiscal year 2026, the Mayor’s recommended budget proposes to transfer the Arts Council Division funding from the Department of Economic Development to the Department of Community and Neighborhoods (CAN). The Arts Council revenue and expense budgets are summarized below, and includes the various funding sources the Arts Council relies on, including: The transfer from CAN to the Arts Council is $1,341,707, which is a reduction of ($61,135) or 4.4% as compared to FY25. Project Timeline: Briefing: June 3, 2025 Budget Hearings: May 20 & June 3, 2025 Potential Action: June 10 or 12, 2025 2 The transfers from Non-Departmental for: o $1,025,000, which is an increase of $25,000 from FY25 related to increased costs for the Twilight Concert series. o $250,000 for the Cultural Core “The Blocks” program that is run by the Arts Council based on the city’s contract with the county. The Arts Foundation budget pieces are also summarized in the chart below to provide additional detail of the funding and expenses that contribute to the Arts Council programs. FY25 Amended FY26 Proposed Difference % Change Revenues Economic Development (SLC General Fund)1,402,842.00$ -$ Community & Neighborhoods Dept (SLC General Fund)-$ 1,341,707.00$ Non-Departmental (SLC General Fund) - Programs, Arts Grants, Art Barn 1,000,000.00$ 1,025,000.00$ 25,000.00$ 2.5% Cultural Core (General Fund)250,000.00$ 250,000.00$ -$ Total General Fund:2,652,842.00$ 2,616,707.00$ (36,135.00)$ -1.4% Arts Foundation Donations / Contributions 1,024,088.02$ 776,267.00$ (247,821.02)$ -24.2% Earned income (concession sales, tickets)79,644.50$ 91,100.00$ 11,455.50$ 14.4% Grants from the County, State, Federal 287,040.00$ 272,560.00$ (14,480.00)$ -5.0% Misc. 29,500.00$ 30,000.00$ 500.00$ 1.7% Total Arts Foundation:1,420,272.52$ 1,169,927.00$ (250,345.52)$ -17.6% TotalArtsCouncilRevenue: 4,073,114.52$ 3,786,634.00$ (286,480.52)$ -7.0% Expenses Salaries & Personnel - General Fund 1,349,037.00$ 1,287,902.00$ (61,135.00)$ -4.5% Salaries & Personnel - Foundation 140,327.00$ 159,925.00$ 19,598.00$ 14.0% Total Salaries & Personnel 1,489,364.00$ 1,447,827.00$ (41,537.00)$ -2.8% General Admin expense 936,693.00$ 901,121.00$ (35,572.00)$ -3.8% Grant / Foundation Program expenses 942,277.00$ 754,323.00$ (187,954.00)$ -19.9% Graphics / Design work 9,400.00$ 9,400.00$ -$ 0.0% Honoraria & Artist Fees 102,400.00$ 119,850.00$ 17,450.00$ 17.0% Program Expenses (minus seasonal staff)327,074.02$ 304,113.00$ (22,961.02)$ -7.0% Cultural Core TheBlocks 250,000.00$ 250,000.00$ -$ 0.0% Total Operating Expenses 2,567,844.02$ 2,338,807.00$ (229,037.02)$ -8.9% TotalArtsCouncilExpenses: 4,057,208.02$ 3,786,634.00$ (270,574.02)$ -6.7% 15,906.50)$ -$ 4.4%(61,135.00)$ Note: more detail about the overall changes in the budget can be found in the additional information section below. POLICY QUESTIONS 1. The Council may wish to ask for an update on Twilight Concert funding, staffing and venue locations. 2. In the list of performance measures (at the end of this report), the number of artists served decreased from 2023 to 2024, and is also projected to be lower in 2025 and 2026. The Council may wish to ask for more information about how this is measured and what factors contribute to the decreases. 3 3. The Council may wish to review and discuss the Arts Council uses of budget and resources across their various programs, grants, and projects to better understand priorities. This may be a question that could be answered as an “interim study item” and a more detailed conversation and discussion about the Arts Council, its programs and priorities could be discussed later in the summer. 4. The Council may want to have a follow-up conversation about the interest in murals, and whether there are other options without new staff, and how to geographically balance the location of new murals. BACKGROUND INFORMATION Arts Council Transfer The transfer from the department of Community & Neighborhoods to the Arts Council includes: o Operating costs of $53,805 o Personal Services costs of $1,287,902 Personal Services change: The total budget for personal services is decreasing by ($36,135), which is a combination of a $50,000 decrease in base-to-base changes for staffing that was covered by a grant, and the proposed salary and health benefit increases. Bloomberg Philanthropies Grant As indicated by the Administration, a majority of the decrease in budget (both revenue and expense) is a reflection of the expenses for the Bloomberg Philanthropies being paid in FY25, with a smaller portion in FY 26. Once the project concludes in FY26, another budget reduction will be reflected in FY27, as this is a two-year grant. Non-Departmental Transfer to the Arts Council Foundation: $1,025,000 The City’s budget contributes to and supports the programs of the Arts Council Foundation through a contribution from the Non-Departmental budget. For Fiscal Year 2026, the Mayor’s Recommended Budget continues the contribution plus a $25,000 increase for a total of $1,025,000 (Non- Departmental Key Changes). (Note: this is currently included in the CAN transfer, but will be corrected in the final adopted Key Changes.) The funding supports the Foundation’s programs, including arts grants and various community programs offered free of charge or for a nominal fee. The Foundation has two year-round part-time positions and 25-30 seasonal employees who are hired by the Foundation for festivals and performing arts programs. All Foundation positions are dependent on fundraising efforts and are not supported by the Non-Departmental City contract. The requested $25,000 to cover increased contractual costs is due to a significant reduction in venue capacity and resulting in revenue loss, and higher rental fees at the preferred venue. To help offset these challenges, the Arts Council has increased ticket prices, moved part of the series to Library Square, and committed Foundation funds to help address the impact of the venue changes. Cultural Core/The Blocks Program $250,000 As Council Members may recall, the City and Salt Lake County formed a partnership to promote and develop arts and culture in the Cultural Core, and a twenty-year taxing district was created to fund this effort. The Cultural Core has since been rebranded as The Blocks. 4 The City and County’s Interlocal Agreement for The Blocks is governed by a six-member advisory budget committee, with direct oversight from City and County staff. A public RFP process resulted in a five-year contract with ‘Downtown SLC Presents’ (promotions company) which is active through July 2027. For fiscal year 2026, the budget for The Blocks budget is proposed to be $250,000 and is a separate line item in the Non-Departmental budget. Citywide Murals and Public Art Legislative Intent for Art Projects Citywide th. Council staff will ensure this is included in the contingency information for the final budget documents. It is the intent of the Council to allocate $14,000 ($2,000 per district) from fund balance to the Community and Neighborhoods budget for FY 26. The purpose of these funds would be to request the Arts Council create a public arts program for small and/or fast district-based placemaking projects that: 1. Pursue and facilitate public-private partnerships, 2. Feature an equitable and transparent process, and 3. Include the input of the respective Council Member. Further, it is the intent of the Council that Administrative staff report on the progress for this program by December 2025. Cost -Saving Measures 6 During FY25 the Arts Council's fundraising efforts resulted in a 117% cash match to the Non- departmental contribution. These donations and other revenues support the programs and festivals organized by the Arts Council without increasing the reliance on taxpayers’ funds. Additionally, the Arts Council evaluated software usage programs and eliminated or streamlined licenses or unnecessary software programs which resulted in the cancellation of two program subscriptions this year. Performance Measures The Administration provided the chart below detailing their performance measures, including target goals. saltlakearts.org @slc_artscouncil Goals General review and explanation of the proposed budget. Provide context on Arts Council operations. Review Arts Council projects/programs that have been of particular interest to the Council. Budget Overview Bu d g e t Contract Increases Item Cost Type Nondepartmental-Twilight Concert Series Increase $25,000 Inflationary/Venue Based Total $25,000 SLC General Fund (CAN) 35% Nondepartmental for Programs 27% Nondepartmental for Cultural Core 7% 501c3 Donations/Contributions 21% 501c3 Earned Income 2% 501c3 County, State, & Federal Grants 7% 501c3 Other (interest income) 1% Budget – Revenue Explanation Non-Departmental Contractual Obligations for spending allocation with Salt Lake City City Arts Grants 50% Programs 49% Facility Management 1% ECONOMIC DEVELOPMENT National Endowment for the Arts Update President’s budget proposes eliminating the NEA 30K for 2025 Living Traditions Festival Trickle down of losses from NEA grant to Utah Arts & Museums 7 known Utah NEA awards cut, totaling over $155K ECONOMIC DEVELOPMENT Other Funds Managed Outside Division Budget CIP (three pathways for CIP Art) CRA Art Funding BOND projects with % for Art Public Donations Other enterprise fund projects Other: Department Funded Projects Non-CIP Cultural Core/The Blocks Grants Activities funded by Non-Departmental, General Fund, and Arts Council Foundation Performing Arts Non-Departmental & Foundation Living Traditions Twilight Concert Series Busker Festival Mondays in the Park Jordan River Acoustic Music Stroll Finch Lane Programs Non-Departmental & Foundation Visual Arts Programming Finch Lane Gallery Artist Professional Development Mayor's Artist Awards Literary Arts Partnerships Facility Rental & Activation City Arts Grants Non-Departmental & Foundation General Support Project Support Artists in the Classroom Special 1x Funding Special Projects & Community Engagement Wake the Great Salt Lake Stakeholder Engagement Studies/Community Needs Assessment Busking in the Ballpark Non-Departmental & Foundation Technical Assistance, Policy, Services & Research Americans for the Arts Economic Prosperity Study Sidewalk Entertainer Policy Guides for Artists ECONOMIC DEVELOPMENT FY25 Staff Time & Programming Allocation Governance & Operations Guiding Plans & Priorities Mayor's Plan Council Priorities Department Strategic Plans Arts Council Strategic Plan Cultural Core Action Plan Plan SLC Governance of Arts Council Arts Council Board Art & Design Board Cultural Core Board Legal & Operational Frameworks Ordinance 2.32 & 2.30 Articles of Incorporation Non-Departmental Contract Salt Lake City Operating Agreement/Lease State Governmental Non-Profit Code 11-13a-102 Structural Analysis Government Non-Profit Hybrid Dual 2019 & 2022 Compliance & Reporting City Audit 501(c)(3) Audit Grant compliance reporting Non-Departmental quarterly reporting Public Art & Murals Public Art Program Project Ideation & Delivery Community Engagement and Outreach Collections Maintenance & Management Technical Assistance Special Projects CIP (three pathways) CRA Art Funding GO Bonds with Public Lands Public Donations Other enterprise fund projects Other: Department Funded Projects Non-CIP Grants Public Art Funding Project Volume 160% increase in project volume in last three years Challenges Legal contracting/recording Construction delays New funding streams lacks resources Efficiencies Implemented Direct commissions Donations Design team integration Public art pool Consultant recommendations Streamlined contract and amendment process Restructured staff duties ECONOMIC DEVELOPMENT Completed 20 individual works of art across 7+ sites Announced 4 new commissions 13 works receiving maintenance FY25 Capital Public Art Projects & Maintenance Glendale Park Fleet Block Pioneer Park Seven Canyons GO Bond Multi-Site Unifying Work State Street call for walls 400 S Viaduct Poplar Grove Sports Courts Donner Trail Park Wake the Great Salt Lake IDEATION AND DEVELOPMENT Japantown North Temple Murals/Temp Art 9 Line Fairmont Park/McClelland Pre-Qualified Artist Pool Out of the Blue Active Projects ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Murals FY25 Mural and Public Art Achievements Completed 6 new murals Restored 2 murals 3 murals currently in progress New Programs and Initiatives Launched Ballpark Mural Program with CRA (~10) Proposed North Temple Mural Program Launched all Wake the Great Salt Lake temporary public art Dedicated City Arts Grants mural funding (4) Support Partnered with other City agencies to support 10+ additional mural projects Thank You SALT LAKE CITY CORPORATION SWORN STATEMENT SUPPORTING CLOSURE OF MEETING I, Chris Wharton, acted as the presiding member of the Salt Lake Council, which met on June 3, 2025 in a hybrid meeting pursuant to Salt Lake City Proclamation. Appropriate notice was given of the Council's meeting as required by §52-4-202. A quorum of the Council was present at the meeting and voted by at least a two-thirds vote, as detailed in the minutes of the open meeting, to close a portion of the meeting to discuss the following: § 52-4-205(l)(a) discussion of the character, professional competence, or physical or mental health of an individual; § 52 -4-205(1)(b) strategy sessions to discuss collective bargaining; § 52-4-205(l)(c) strategy sessions to discuss pending or reasonably imminent litigation; § 52-4-205(l)(d) strategy sessions to discuss the purchase, exchange, or lease of real property, including any form of a water right or water shares, if public discussion of the transaction would: (i) disclose the appraisal or estimated value of the property under consideration; or (ii) prevent the public body from completing the transaction on the best possible terms; § 52-4-205(l)(e) strategy sessions to discuss the sale of real property, including any form of a water right or water shares if: (i) public discussion of the transaction would: (A) disclose the appraisal or estimated value of the property under consideration; or (B) prevent the public body from completing the transaction on the best possible terms; (ii) if the public body previously gave public notice that the property would be offered for sale; and (iii) the terms of the sale are publicly disclosed before the public body approves the sale; § 52-4-205(1)(f) discussion regarding deployment of security personnel, devices, or systems; and § 52-4-205(1)(g) investigative proceedings regarding allegations of criminal misconduct. A Closed Meeting may also be held for Attorney-Client matters that are privileged pursuant to Utah Code 78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open and Public Meetings Act. Other, described as follows: _____________________________________________________________ The content of the closed portion of the Council meeting was restricted to a discussion of the matter(s) for which the meeting was closed. With regard to the closed meeting, the following was publicly announced and recorded, and entered on the minutes of the open meeting at which the closed meeting was approved: a) the reason or reasons for holding the closed meeting; b) the location where the closed meeting will be held; and c) the vote of each member of the public body either for or against the motion to hold the closed meeting. The recording and any minutes of the closed meeting will include: a) the date, time, and place of the meeting; b) the names of members Present and Absent; and c) the names of all others present except where such disclosure would infringe on the confidentiality necessary to fulfill the original purpose of closing the meeting. Pursuant to §52-4-206(6), a sworn statement is required to close a meeting under §52-4-205(1)(a) or (f), but a record by electronic recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by electronic recording and/or detailed written minutes is required for a meeting closed under §52-4-205(1)(b),(c),(d),(e),and (g): A record was not made. A record was made by: : Electronic recording Detailed written minutes I hereby swear or affirm under penalty of perjury that the above information is true and correct to the best of my knowledge. Presiding Member Date of Signature Chris Wharton (Jul 9, 2025 17:30 MDT) Jul 9, 2025 June 3, 2025 Closed Meeting Sworn Statement Final Audit Report 2025-07-09 Created:2025-07-03 By:DeeDee Robinson (deedee.robinson@slc.gov) Status:Signed Transaction ID:CBJCHBCAABAAcDPr_xUh8Si8wD6rw4_sUCpGxat5MaVA June 3, 2025 Closed Meeting Sworn Statement" History Document created by DeeDee Robinson (deedee.robinson@slc.gov) 2025-07-03 - 4:40:07 PM GMT Document emailed to Chris Wharton (chris.wharton@slc.gov) for signature 2025-07-03 - 4:46:04 PM GMT Email viewed by Chris Wharton (chris.wharton@slc.gov) 2025-07-04 - 5:14:55 AM GMT Document e-signed by Chris Wharton (chris.wharton@slc.gov) Signature Date: 2025-07-09 - 11:30:26 PM GMT - Time Source: server Agreement completed. 2025-07-09 - 11:30:26 PM GMT