HomeMy WebLinkAbout05/12/2026 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
May 12, 2026 Tuesday 2:00 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
2:00 PM Work Session
Or immediately following the 1:00 PM
Community Reinvestment Agency Meeting
No Formal Meeting
Please note: A general public comment period will not be held this day. This is the Council's monthly scheduled
briefing meeting.
CITY COUNCIL MEMBERS:
Alejandro Puy, Chair
District 2
Erika Carlsen, Vice Chair
District 5
Victoria Petro
District 1
Chris Wharton
District 3
Eva Lopez Chavez
District 4
Dan Dugan
District 6
Sarah Young
District 7
The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on
the Work Session 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: 15:41:52
Welcome and public meeting rules
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 2026-27.
1.Fiscal Year 2026-27 Budget: Administration’s Overview ~ 2:00 p.m.
20 min.
The Council will receive an overview from the Administration of the Mayor’s
Recommended Budget for Salt Lake City for Fiscal Year 2026-27.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
2.Fiscal Year 2026-27 Budget: Administration’s Revenue Update ~ 2:20 p.m.
30 min.
The Council will receive a briefing from the Administration on the revenue components
of the Mayor’s Recommended Budget for Salt Lake City for Fiscal Year 2026-27.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
3.Fiscal Year 2026-27 Budget: Council Staff Overview ~ 2:50 p.m.
30 min.
The Council will receive an overview from Council Staff of the Mayor’s Recommended
Budget for Salt Lake City for Fiscal Year 2026-27.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
4.Fiscal Year 2026-27 Budget: Finance Department ~ 3:20 p.m.
30 min.
The Council will receive a briefing about the proposed Finance Department budget for
Fiscal Year 2026-27. The Finance Department oversees the City’s revenues and expenses
and helps departments remain transparent, accountable, and within their budgets.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
5.Tentative Break ~ 3:50 p.m.
20 min.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - n/a
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
6.Fiscal Year 2026-27 Budget: Sustainability Department and
Refuse Fund ~ 4:10 p.m.
45 min.
The Council will receive a briefing about the proposed Sustainability Department budget
and Refuse Fund for Fiscal Year 2026-27.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
7.Fiscal Year 2026-27 Budget: Justice Court ~ 4:55 p.m.
45 min.
The Council will receive a briefing about the proposed Justice Court budget for Fiscal
Year 2026-27. The Justice Court handles misdemeanor criminal citations, small claims,
traffic citations and traffic school for moving violations. Please note that the Justice Court
represents only one component of the overall justice system. Budgets for the Legal
Defenders Association and the Prosecutor’s Office will be presented separately.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 12, 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026 at 7 p.m.
TENTATIVE Council Action - TBD
8.Tentative – Fiscal Year 2026-27 Budget: Property Tax Impact
Schedule TENTATIVE
-
The Council will discuss the proposed property tax impact schedule that was received
with the Mayor’s Recommended Budget for Salt Lake City for Fiscal Year 2026-27,
including reviewing and discussing the items proposed for funding through a property
tax increase.
For more information visit https://link.slc.gov/slcfy27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing Through May and June 2026
Set Public Hearing Date - Tuesday, April 21, 2026
Hold hearing to accept public comment - Tuesday, May 19, 2026
TENTATIVE Council Action - TBD
Standing Items
9.Report of the Chair and Vice Chair -
-
Report of the Chair and Vice Chair
10.Report and Announcements from the Executive Director -
-
Report of the Executive Director, including a review of Council information items and
announcements. The Council may give feedback or staff direction on any item related to
City Council business, including but not limited to scheduling items.
11.Tentative Closed Meeting -
-
The Council will consider a motion to enter into closed meeting. A closed meeting described
under Utah Code Annotated (UCA) Section §52-4-205 may be held for specific purposes
including, but not limited to discussing:
a. discussion of the character, professional competence, or physical or mental health
of an individual.
b. strategy sessions to discuss collective bargaining.
c. strategy sessions to discuss pending or reasonably imminent litigation.
d. strategy sessions to discuss the purchase, exchange, or lease of real property,
including any form of a water right or water shares, if public discussion of the
transaction would:
(i) disclose the appraisal or estimated value of the property under
consideration, or
(ii) prevent the public body from completing the transaction on the best
possible terms.
e. strategy sessions to discuss the sale of real property, including any form of a water
right or water shares, if:
(i) public discussion of the transaction would:
(A) disclose the appraisal or estimated value of the property under
consideration, or
(B) prevent the public body from completing the transaction on the best
possible terms.
(ii) the public body previously gave public notice that the property would be
offered for sale, and
(iii) the terms of the sale are publicly disclosed before the public body
approves the sale.
f. discussion regarding deployment of security personnel, devices, or systems.
g. investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent requirements
of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m. on __________, 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.
FY26-27 SALT LAKE CITY
BUDGET OVERVIEW
FY26-27 Budget Summary
FY 26-27 Budget Overview
Salt Lake City is planning for continued growth while making sure we use tax dollars
responsibly. This year’s proposed General Fund budget asked departments to give a 5
percent cut across the board - every single department did that. In many cases that
proposed cut led to restructuring and for some, the elimination of positions.
This budget also:
•Cuts $13.2 million in spending across all departments
•Reduces use of one-time funding (fund balance) for ongoing operations
•Makes strategic investments in public safety, emergency response, and community services
•Adds staff in departments where the public demand is growing
•Eliminates or streamlines positions and programs no longer needed
•Results in a small 1.72% overall budget increase
GENERAL FUND REVENUE
FY26-27 Budget Overview
Major Category
FY 26 Adopted
Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted
Property Taxes 127,228,233$ 146,064,353$ 18,836,120$
Sales and Use Taxes 184,026,000$ 188,765,400$ 4,739,400$
Franchise Taxes 17,220,000$ 17,120,000$ (100,000)$
Licenses and Permits 40,829,553$ 45,664,715$ 4,835,162$
Intergovernmental Revenue 6,205,000$ 6,435,000$ 230,000$
Charges, Fees, and Rentals 8,023,277$ 6,500,150$ (1,523,127)$
Fines 5,285,827$ 5,892,637$ 606,810$
Parking Meter Collections 3,273,255$ 5,050,955$ 1,777,700$
Interest Income 9,000,000$ 9,345,000$ 345,000$
Miscellaneous Revenue 3,838,664$ 3,565,210$ (273,454)$
Interfund Reimbursement 34,569,169$ 35,142,556$ 573,387$
Transfers 24,780,192$ 11,062,304$ (13,717,888)$
Use of Fund Balance 26,864,251$ 18,254,772$ (8,609,479)$
Total 491,143,421$ 498,863,052$ 7,719,631$
GENERAL FUND REVENUE – Major Changes
FY26-27 Budget Overview
Major Category Reason for Change Key Change Amt
Property Tax
A property tax increase proposed to generate $13.5M. New growth estimate of $2.5M and
additional increment from Inland Port of $2.5M 18,836,120$
Sales and Use Tax Inflationary increase and changes to municipal energy rates 4,739,400$
Licenses and Permits
Increase in new licenses and Innkeeper's taxes. One time LDS church street closure permit
revenue 4,835,162$
Charges, Fees, Rentals Delta center contract changes, lease changes to Ballpark and Leonardo (1,523,127)$
Fines Increase to Parking Fines with emphasis on safety violations 606,810$
Parking Meter Higher meter rates and longer hours, including weekends 1,777,700$
Transfers
Increases: ELP Fund $1.0M, E911 $1.4M, CIP $1.1M and transfers from CDBG,
Transportation, Sports Arena 3,951,770$
Transfers Removals: One Time from CIP $5.8M, N Temple Viaduct FB $5.0M , E911 $5.0M (17,669,658)$
HISTORY OF PROPERTY TAX REVENUE
FY26-27 Budget Overview
PROPERTY TAX IMPACT
FY26-27 Budget Overview
Category Budget Impact of Tax Increase
Fire 1,800,218$
Nine firefighters to staff a new fire truck in Sugar House. Fire
Inspector for Wildland Fire Interface (WUI) and increased permit
demand.
Public Lands Maintenance 1,122,928$
Maintenance of 23 new properties, parks and amenities, including
additional seasonal staff, equipment and operational costs.
Wildland Fire Interface mitigation.
Criminal Justice 1,521,076$ Four Judicial Assistants and one Justice Court Manager. Diversion
programs, Public Safety plan. Two Prosecutorial Assistants.
Youth & Family 800,000$ Maintain current Youth and Family programming following the loss of
several major grant funding sources.
Street Lighting 230,915$
Maintenance and repair of General Fund owned street lighting and
fund a $20,000 grant program to supplement property owners who
wish to add privately owned streetlights.
Sustainability 500,000$
This increase will support the Environment & Energy Division as they
develop strategies that protect our natual resources and reduce
pollution.
Capital Improvement Projects 6,463,036$ Details on next slide
Fleet 1,061,827$ Continued increases to the cost of parts, fuel and labor to maintain
and repair Salt Lake City's fleet of vehicles.
Total 13,500,000$
PROPERTY TAX IMPACT – CIP Details
FY26-27 Budget Overview
HISTORY OF SALES TAX REVENUE
FY26-27 Budget Overview
GROSS POINT OF SALES TAX RECEIPTS
FY26-27 Budget Overview
TOTAL CITY EXPENDITURES – All Funds
FY26-27 Budget Overview
Fund Type
FY 26 Adopted
Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted
General Fund 491,143,422$ 498,863,053$ 7,719,631$
Airport Enterprise Fund 476,954,577$ 592,871,000$ 115,916,423$
Public Utilities Enterprise Funds 410,518,007$ 427,786,665$ 17,268,658$
Other Enterprise Funds 70,010,033$ 82,876,158$ 12,866,125$
Internal Service Funds 140,936,724$ 145,235,785$ 4,299,061$
Capital Improvement Program Fund 48,175,084$ 37,362,269$ (10,812,815)$
All Other Funds 276,068,037$ 302,185,246$ 26,117,209$
Total 1,913,805,884$ 2,087,180,176$ 173,374,292$
TOTAL CITY EXPENDITURES – All Funds
FY26-27 Budget Overview
GENERAL FUND EXPENDITURES – By Department
FY26-27 Budget Overview
General Fund Departments FY 25 Adopted
Budget FY 26 Adopted Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted % Change
Economic Development $ 4,809,183 $ 2,896,278 $ 2,564,887 $ (331,391)-11.44%
Human Resources $ 5,059,723 $ 5,410,276 $ 5,410,437 $ 161 0.00%
Justice Courts $ 5,958,110 $ 6,287,214 $ 7,538,063 $ 1,250,849 19.90%
Council Office $ 6,289,340 $ 6,167,763 $ 6,232,321 $ 64,558 1.05%
Mayor's Office $ 7,366,396 $ 6,744,269 $ 6,598,168 $ (146,101)-2.17%
Attorney's Office $ 12,881,528 $ 13,063,327 $ 13,274,426 $ 211,099 1.62%
Finance Department $ 12,963,889 $ 13,685,777 $ 13,492,544 $ (193,233)-1.41%
911 Communications Bureau $ 11,610,306 $ 11,692,519 $ 10,922,169 $ (770,350)-6.59%
Public Lands $ 29,716,013 $ 33,497,625 $ 34,107,151 $ 609,526 1.82%
Community & Neighborhoods $ 34,846,348 $ 41,419,853 $ 41,407,546 $ (12,307)-0.03%
Public Services $ 46,144,258 $ 49,273,018 $ 47,894,675 $ (1,378,343)-2.80%
Fire Department $ 54,549,009 $ 54,780,030 $ 59,302,822 $ 4,522,792 8.26%
Police Department $ 120,001,456 $ 134,982,205 $ 142,054,802 $ 7,072,597 5.24%
Non Departmental $ 128,208,803 $ 111,243,268 $ 108,063,043 $ (3,180,225)-2.86%
Total $ 480,404,362 $ 491,143,422 $ 498,863,054 $ 7,719,632 1.57%
GENERAL FUND EXPENDITURES – Major Changes
FY26-27 Budget Overview
Every City department participated in reducing costs. Some examples include:
• Vacancy savings—holding open positions longer
• Finding operational efficiencies allowing position eliminations:
• 3 FTEs Park Rangers
• 3 FTEs from Finance
• 2 FTEs from HR
• Eliminating low use programs
• Ending or reducing consulting and outreach contracts
• Reducing operating expenses (travel, supplies, tools, utilities, etc.)
• Consolidating service contracts and moving more work in house
• Reducing subsidies to programs that no longer need them
Major reductions include:
• $1 million from streamlining cleaning contracts
• $1.3 million cut to the Golf subsidy due to record revenue
• $622K trimmed in Public Lands service costs
• $715K in Police vacancy savings
• $350K from 911 communications upgrades now funded by the state
• Ending the HIVE Pass due to low participation, and the City has invested in other transit programs with greater
participation.
In total, the City identified $13.2 million in savings before making new investments.
FUND BALANCE - General Fund Projection
FY26-27 Budget Overview
Fiscal Year 2025 2026 2027 MRB
Project Revenue 480,404,358$ 512,495,524$ 485,363,053$
Adjusted Fund Balance 128,932,735$ 84,463,205$ 60,193,409$
Adjusted Fund Balance Precent 25.80%16.48%12.40%
THANK YOU
FY26-27 SALT LAKE CITY
BUDGET OVERVIEW
FY26-27 Budget Summary
FY 26-27 Budget Overview
Salt Lake City is planning for continued growth while making sure we use tax dollars
responsibly. This year’s proposed General Fund budget asked departments to give a 5
percent cut across the board - every single department did that. In many cases that
proposed cut led to restructuring and for some, the elimination of positions.
This budget also:
•Cuts $13.2 million in spending across all departments
•Reduces use of one-time funding (fund balance) for ongoing operations
•Makes strategic investments in public safety, emergency response, and community services
•Adds staff in departments where the public demand is growing
•Eliminates or streamlines positions and programs no longer needed
•Results in a small 1.72% overall budget increase
GENERAL FUND REVENUE
FY26-27 Budget Overview
Major Category
FY 26 Adopted
Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted
Property Taxes 127,228,233$ 146,064,353$ 18,836,120$
Sales and Use Taxes 184,026,000$ 188,765,400$ 4,739,400$
Franchise Taxes 17,220,000$ 17,120,000$ (100,000)$
Licenses and Permits 40,829,553$ 45,664,715$ 4,835,162$
Intergovernmental Revenue 6,205,000$ 6,435,000$ 230,000$
Charges, Fees, and Rentals 8,023,277$ 6,500,150$ (1,523,127)$
Fines 5,285,827$ 5,892,637$ 606,810$
Parking Meter Collections 3,273,255$ 5,050,955$ 1,777,700$
Interest Income 9,000,000$ 9,345,000$ 345,000$
Miscellaneous Revenue 3,838,664$ 3,565,210$ (273,454)$
Interfund Reimbursement 34,569,169$ 35,142,556$ 573,387$
Transfers 24,780,192$ 11,062,304$ (13,717,888)$
Use of Fund Balance 26,864,251$ 18,254,772$ (8,609,479)$
Total 491,143,421$ 498,863,052$ 7,719,631$
GENERAL FUND REVENUE – Major Changes
FY26-27 Budget Overview
Major Category Reason for Change Key Change Amt
Property Tax
A property tax increase proposed to generate $13.5M. New growth estimate of $2.5M and
additional increment from Inland Port of $2.5M 18,836,120$
Sales and Use Tax Inflationary increase and changes to municipal energy rates 4,739,400$
Licenses and Permits
Increase in new licenses and Innkeeper's taxes. One time LDS church street closure permit
revenue 4,835,162$
Charges, Fees, Rentals Delta center contract changes, lease changes to Ballpark and Leonardo (1,523,127)$
Fines Increase to Parking Fines with emphasis on safety violations 606,810$
Parking Meter Higher meter rates and longer hours, including weekends 1,777,700$
Transfers
Increases: ELP Fund $1.0M, E911 $1.4M, CIP $1.1M and transfers from CDBG,
Transportation, Sports Arena 3,951,770$
Transfers Removals: One Time from CIP $5.8M, N Temple Viaduct FB $5.0M , E911 $5.0M (17,669,658)$
HISTORY OF PROPERTY TAX REVENUE
FY26-27 Budget Overview
PROPERTY TAX IMPACT
FY26-27 Budget Overview
Category Budget Impact of Tax Increase
Fire 1,800,218$
Nine firefighters to staff a new fire truck in Sugar House. Fire
Inspector for Wildland Fire Interface (WUI) and increased permit
demand.
Public Lands Maintenance 1,122,928$
Maintenance of 23 new properties, parks and amenities, including
additional seasonal staff, equipment and operational costs.
Wildland Fire Interface mitigation.
Criminal Justice 1,521,076$ Four Judicial Assistants and one Justice Court Manager. Diversion
programs, Public Safety plan. Two Prosecutorial Assistants.
Youth & Family 800,000$ Maintain current Youth and Family programming following the loss of
several major grant funding sources.
Street Lighting 230,915$
Maintenance and repair of General Fund owned street lighting and
fund a $20,000 grant program to supplement property owners who
wish to add privately owned streetlights.
Sustainability 500,000$
This increase will support the Environment & Energy Division as they
develop strategies that protect our natual resources and reduce
pollution.
Capital Improvement Projects 6,463,036$ Details on next slide
Fleet 1,061,827$ Continued increases to the cost of parts, fuel and labor to maintain
and repair Salt Lake City's fleet of vehicles.
Total 13,500,000$
PROPERTY TAX IMPACT – CIP Details
FY26-27 Budget Overview
HISTORY OF SALES TAX REVENUE
FY26-27 Budget Overview
GROSS POINT OF SALES TAX RECEIPTS
FY26-27 Budget Overview
TOTAL CITY EXPENDITURES – All Funds
FY26-27 Budget Overview
Fund Type
FY 26 Adopted
Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted
General Fund 491,143,422$ 498,863,053$ 7,719,631$
Airport Enterprise Fund 476,954,577$ 592,871,000$ 115,916,423$
Public Utilities Enterprise Funds 410,518,007$ 427,786,665$ 17,268,658$
Other Enterprise Funds 70,010,033$ 82,876,158$ 12,866,125$
Internal Service Funds 140,936,724$ 145,235,785$ 4,299,061$
Capital Improvement Program Fund 48,175,084$ 37,362,269$ (10,812,815)$
All Other Funds 276,068,037$ 302,185,246$ 26,117,209$
Total 1,913,805,884$ 2,087,180,176$ 173,374,292$
TOTAL CITY EXPENDITURES – All Funds
FY26-27 Budget Overview
GENERAL FUND EXPENDITURES – By Department
FY26-27 Budget Overview
General Fund Departments FY 25 Adopted
Budget FY 26 Adopted Budget
FY 27
Recommended
Budget
Change from
FY 26 Adopted % Change
Economic Development $ 4,809,183 $ 2,896,278 $ 2,564,887 $ (331,391)-11.44%
Human Resources $ 5,059,723 $ 5,410,276 $ 5,410,437 $ 161 0.00%
Justice Courts $ 5,958,110 $ 6,287,214 $ 7,538,063 $ 1,250,849 19.90%
Council Office $ 6,289,340 $ 6,167,763 $ 6,232,321 $ 64,558 1.05%
Mayor's Office $ 7,366,396 $ 6,744,269 $ 6,598,168 $ (146,101)-2.17%
Attorney's Office $ 12,881,528 $ 13,063,327 $ 13,274,426 $ 211,099 1.62%
Finance Department $ 12,963,889 $ 13,685,777 $ 13,492,544 $ (193,233)-1.41%
911 Communications Bureau $ 11,610,306 $ 11,692,519 $ 10,922,169 $ (770,350)-6.59%
Public Lands $ 29,716,013 $ 33,497,625 $ 34,107,151 $ 609,526 1.82%
Community & Neighborhoods $ 34,846,348 $ 41,419,853 $ 41,407,546 $ (12,307)-0.03%
Public Services $ 46,144,258 $ 49,273,018 $ 47,894,675 $ (1,378,343)-2.80%
Fire Department $ 54,549,009 $ 54,780,030 $ 59,302,822 $ 4,522,792 8.26%
Police Department $ 120,001,456 $ 134,982,205 $ 142,054,802 $ 7,072,597 5.24%
Non Departmental $ 128,208,803 $ 111,243,268 $ 108,063,043 $ (3,180,225)-2.86%
Total $ 480,404,362 $ 491,143,422 $ 498,863,054 $ 7,719,632 1.57%
GENERAL FUND EXPENDITURES – Major Changes
FY26-27 Budget Overview
Every City department participated in reducing costs. Some examples include:
• Vacancy savings—holding open positions longer
• Finding operational efficiencies allowing position eliminations:
• 3 FTEs Park Rangers
• 3 FTEs from Finance
• 2 FTEs from HR
• Eliminating low use programs
• Ending or reducing consulting and outreach contracts
• Reducing operating expenses (travel, supplies, tools, utilities, etc.)
• Consolidating service contracts and moving more work in house
• Reducing subsidies to programs that no longer need them
Major reductions include:
• $1 million from streamlining cleaning contracts
• $1.3 million cut to the Golf subsidy due to record revenue
• $622K trimmed in Public Lands service costs
• $715K in Police vacancy savings
• $350K from 911 communications upgrades now funded by the state
• Ending the HIVE Pass due to low participation, and the City has invested in other transit programs with greater
participation.
In total, the City identified $13.2 million in savings before making new investments.
FUND BALANCE - General Fund Projection
FY26-27 Budget Overview
Fiscal Year 2025 2026 2027 MRB
Project Revenue 480,404,358$ 512,495,524$ 485,363,053$
Adjusted Fund Balance 128,932,735$ 84,463,205$ 60,193,409$
Adjusted Fund Balance Precent 25.80%16.48%12.40%
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
link.slc.gov/slcfy27
TO:City Council Members
FROM: Kira Luke, Budget & Policy Analyst
DATE:May 12, 2026
RE: Proposed FY 2027 Finance Department Budget
BUDGET BOOK PAGES: Key Changes 54, Department Overview 191-197, Staffing Document 300-303
ISSUE AT-A-GLANCE
The Department of Finance includes Policy and Budget Development, Accounting & Financial Reporting, Purchasing
and Contracts, Grants Acquisition Management, the Treasurer’s Office, Revenue and Collections, Business Licensing,
Fraud Waste and Abuse, and the Civil Action Unit (handles payments for parking notices, ground transportation, alarm
violations, snow removal, loud party, and animal control). The $13,492,544 proposed FY2027 general fund budget is (-
$193,233) or (-1.4%) less than last year. The department found multiple places to reduce costs, including vacancy
savings, discontinuing three full-time employee (FTE) positions, and reducing operating, training, and education
expenses.
POLICY QUESTIONS
1.Staffing
a.Financial Analyst FTE: The Council may wish to ask if six months of funding will be sufficient for a new
analyst to find new revenue sources in time for the next fiscal year, or if funding the position at ten months
would improve the intended outcome. Ten months of funding would be $87,374.
b.Reductions: The Council may wish to ask whether circumstances related to the discontinued positions may
change. For example, whereas the positions are proposed to be eliminated now due to system efficiencies,
will that be monitored and could those conditions change?
2.Rate of Return on Investments – One of the Finance Department’s performance measures (see Budget Book
page 193) is an investment target for the City’s rate of return being greater than the State’s rate. The Council may
wish to ask the Administration for insights on why the State Pool’s rate of return continues to exceed the City’s
return on investments in 2023-2025, and whether measures like joining a larger investment pool could help the
City gain a higher rate of return.
3.Program-based budgeting – In the previous fiscal year, Finance was one of two departments that had fully
implemented program-based budgeting, allowing budgets to be presented and analyzed by program, so expenses
and efficacy can be seen for specific programs, in addition to the typical analysis at the department and the
division level. The elimination of funding for the contract to implement this is one of the savings Finance
identified this fiscal year. The Council may wish to ask for an update on whether the City has received the full
benefit of this budget review for other departments. The Council and Administration could discuss the pros and
cons of eliminating this funding, given budget priorities.
a. Finance could share how program-based budgeting has benefited the overall budget development this year,
and what opportunities remain.
Schedule:
Briefing: May 12, 2026
Public Hearing: May 19, June 2
Potential Action: TBD
Page | 2
b. Now that the consulting contract has ended, could some techniques or lessons learned be applied to other
departments in maintaining and using program-based budgeting going forward?
ADDITIONAL AND BACKGROUND INFORMATION
Note: The total department budget across all funds increases substantially from $13,730,930 to $80,503,462.
$66,965,765 of this increase is due to a new Property Tax Pass-Through Fund appearing in the Finance Department
budget for the first time. This fund accounts for legally required pass-through payments to the City Library, the
Community Reinvestment Agency (CRA), the Utah Inland Port, and the Convention Center Hotel. The staff report
primarily addresses the Finance Department’s General Fund budget of $13,492,544.
Increases in the General Fund budget include one new position, and a $95000 increase for investment advisor fees; the
department indicates the expense is funded by interest income and not a net increase over previous years, just now
visible as a new line item for more accurate accounting.
New Financial Analyst II FTE: $52,425 for 6 months
One new position is proposed to support the work that will go into exploring potential funding sources that may bolster
the City’s resilience in future fiscal years.
$168,233 Decrease for Personnel Services
This funding reflects several personnel services decrease itemized on page 196 of the budget book and in the table below.
The smaller items occur in most annual budgets, including base to base changes such as from mid-year reclassifications
and benefit changes, insurance rate increases, merit changes for represented employees, pension changes, and
annualizing the cost of positions that were partially funded for the soon-to-end fiscal year. The total personnel services
budget would be $11,865,170 which is 88% of the total department budget, and a $ 168,233 decrease from FY26.
Personnel Services Line Item Change
Salary Proposal $29,955
Base-to-base changes $81,677
Insurance/Health Savings Account $118,097
Pension Changes ($46,637)
Salary Contingency Non-represented Employees $97,775
Vacancy Savings ($158,071)
Step increase $8,171
Position eliminations ($351,625)
Partial year Financial Analyst II FTE $52,425
Total ($168,233)
Position eliminations (-$351,625)
The largest reduction is $351,625 from ending three full-time employee positions. Since the City began investing in the
citywide enterprise resource program (ERP), in FY2022, the Finance Department has added at least four positions
relating directly to Workday implementation. While identifying savings everywhere possible, the department reports
that, in part due to efficiencies gained and identified by the ERP, the number of positions could be reduced to avoid
redundancy with other departments.
The rationale notes that invoice automation and electronic payment use have matured enough to eliminate the Accounts
Payable Coordinator role, department liaisons now manage their own contract workflows, removing the need for an FTE
to perform that function,, and the Business Systems Analyst oversight will transfer to IMS, eliminating a redundant
supervisory layer (pg. 196–197).
Project based budgeting reduction (-$100,000)
The department reports savings of $100,000 after successful completion of a project-based-budgeting contract.
Page | 3
ACRONYMS
ERP – Enterprise Resource Planning
FTE – Full-time Equivalent
FY – Fiscal Year
IMS – Information Management Systems Department
SALT LAKE CITY DEPARTMENT
OF FINANCE BUDGET 26-27
The Finance Department develops and implements efficient processes
to manage and safeguard Salt Lake City's resources and ensure fiscal
stability.
Finance Department Accomplishments
•Established a 6-year Capital Asset Plan
•Drafted the Financial Excellence Strategic Plan which includes:
•Creation of a City Financial Committee
•Creation of an Administrative Audit Sub-Committee
•Created a simplified pamphlet version of the budget book
•Developed an Administrative Appeals process for civil citations
•Implemented a new investment software system
Department Budget FY 26 -27
Finance Department Found Efficiencies
•Workday Created Efficiencies
•Decentralized accounts payable invoice entry
•Automation of fixed assets depreciation calculation
•Salesforce Contract Management
•Reduced processing time between contract award to
recordation by 8 days (from 32.5 to 24.7 days)
•Allowed for consolidation into a direct-support model
•Adaptive Planning
•Direct integration with Workday eliminates manual uploads
and version control issues
Department Budget FY 26 -27
Overview
Department Budget FY 26 -27
Cut Scenario Total
-$192,233
FTE: -2 / PTE: +0
$13,492,544
FTE: 85 / PTE: 0
$13,685,777
FTEs: 87 / PTE: 0
Current Budget
Budget Changes
Department Budget FY 26 -27
Current Change Total
Revenue: Interest
Income $0.00 $95,000 $95,000
Personnel Services $11,988,252 -$168,233 $11,820,019
Operations & Maint $287,546 $0 $287,546
Charges & Services $1,409,979 -$120,000 $1,289,979
$13,685,777
FTEs: 87 / PTE: 0
-$193,233
FTE: -2 / PTE: +0
$13,492,544
FTE: 85 / PTE: 0
Budget Scenario Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One-Time
1
The implementation of Workday has helped identify an operational efficiency in the
Accounting Division. The automation of invoice entry and approval as well as the
migration of vendors to ACH payments vs. paper checks has reached a level of
maturity where the position is no longer
required to sustain our current output. This insight recommends eliminating this
position.
-$77,261
-1 FTE Ongoing
2
The Procurement Division's transition to an integrated, direct-support model
has allowed for a consolidation of the specialized functions of contract development
into the broader procurement process. Department liaisons now manage their
own agreement workflows, eliminating the need for dedicated contract
development.This insight suggests the elimination of a
.
-$115,604
-1 FTE Ongoing
3
The current model for Business Systems Analysts has redundant layers
of management in Finance and IMS. This insight recommends a reduction
of administrative overhead by eliminating the
.Supervision of the BSA staff will remain in Finance.
-$158,760
-1 FTE Ongoing
Budget Scenario Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One-Time
4
The department has been engaged with a contractor to implement a
framework. The implementation phase of this project
is complete,allowing us to terminate the contract for these services. With
the initial work complete, the internal budget team will work to integrate these
PBB methodologies into the Adaptive Planning module in Workday,
-$100,000 Ongoing
5
This insight recommends a reduction in expenses.
will now prioritize critical skill building, using digital, on-demand or peer-led
alternatives.
-$20,000 Ongoing
6
The department has a budget neutral increase in of $95,000 for
netted with interest income but will now be reflected more accurately with an
increase to interest income and the expense shown separately.
$0 Ongoing
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 STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
www.slc.gov/council/
TO:City Council Members
FROM: Michael Sanders
Budget & Policy Analyst
DATE:May 12, 2026
RE: FY26 BUDGET – JUSTICE COURT
Budget Book Pages: Key Changes – 56 - 57; Department Overview – 223 - 228; Staffing Document
– 308 - 309
ISSUE AT-A-GLANCE:
The Justice Court handles Class C and B misdemeanor criminal citations, infractions, and small claims cases.
The Fiscal Year (FY) 2027 budget proposes a total budget of $7,538,063 and 53 full-time employees
(FTEs). One of the employees (a special projects analyst overseeing diversion efforts and data analysis) is funded
through Funding Our Future Dollars. There is an increase of $1,250,849 dollars or 19.90% as compared to
the FY 2026 Adopted Budget.
The proposed budget includes adding nine FTE’s from the FY2026 adopted budget. Four of these positions were
added midyear in FY2026 Budget Amendment #4 (BA #4). Five of these positions are proposed to be funded
through the proposed property tax increase.
The department budget is summarized below.
Page | 2
$1,224,735 Increase for Personnel Services
The total personnel services budget is proposed to increase by $1,224,735 or 22.60% Personnel costs represent
88% of the total Department budget. The increases related to personnel are summarized in the chart below.
This budget includes full-year funding for four positions which were added during FY2026 Budget Amendment
#4 which included:
1 Justice Court Judge
1 Clerk of the Court
2 Judicial Assistants
Additionally, this budget proposes increasing property taxes to support 1o months of funding for an additional
for five FTEs ($432,011) which includes:
4 Judicial Assistants
1 Justice Court Manager
The four additional Judicial Assistants are proposed to provide flexible courtroom coverage for all judges,
restore operational capacity that was redirected to outreach functions, support the Court’s outreach initiatives,
and provide sufficient staffing to improve scheduling and docket efficiency. Adding Judicial Assistants
necessitates the addition of a fourth Justice Court Manager to maintain effective supervision, accountability, and
performance oversight, as current management capacity is already strained and exceeds the recommended span
of control for a court, and would become unsustainable with the addition of new staff positions.
Adding staff will increase pressure of space needs at the Justice Court building.
POLICY QUESTIONS
1. The Administrative Office of the Courts (AOC) recommendation of the Justice Court needing 6.3 judges
was based off of FY2023-2025 data. Given that FY2026 is trending much higher than FY2025, the
Council may wish to ask the Administration if they will be requesting further Justice Court staff
expansions in the near-term future.
2. The Council may wish to ask the Administration if there are any plans for further diversion efforts
(discussed in the Additional and Background Information section below) from the Justice Court and
what kind of support it would take to implement them.
Page | 3
ADDITIONAL & BACKGROUND INFORMATION
Remote vs In-Person Hearings
The Justice Court offers both remote and in-person hearing options. Percentage figures for remote vs in-person
have been requested and will be distributed to the Council upon receipt.
Remote hearings offer benefits to both the individual and the Justice Court. One of the most significant benefits
is reduced security costs, as in-person hearings require the assignment of a bailiff to each active courtroom.
Maintaining primarily remote operations following the pandemic has helped prevent substantial increases in
court security expenditures. Remote hearings also provide greater flexibility and accessibility for court patrons,
and ease pressure on space needs. Under current judicial rules, parties may request their preferred hearing
format if they do not wish to proceed in the format originally scheduled.
Diversion Efforts
The Justice Court operates a Homeless Outreach Court program designed to improve access to justice services
for individuals experiencing homelessness or residing in supportive housing, sober living facilities, treatment
centers, and other community settings. Through regularly scheduled outreach events held at accessible locations
throughout the city, the program helps participants resolve eligible court matters while connecting them with
critical community resources and services. Monthly Resource Fairs provide access to legal assistance,
employment opportunities, health care, pet care, and other supportive services. The program’s mission is to
reduce legal barriers, decrease repeat incarceration, and promote long-term stability by helping participants
obtain housing, employment, benefits, and treatment resources. The outreach effort also includes coordination
with community partners, interpreter services, and participation from agencies such as the Utah Transit
Authority to address eligible transit-related citations.
In FY2025, Justice Court conducted 27 Homeless Outreach Court events, serving 877 defendants across 2,388
cases. To date during the first nine months of FY2026, the Court had conducted 17 outreach events serving 546
defendants in connection with 1,745 cases.
Performance Measures
Below are the current performance measures the Justice Court is tracking with associated goals and context
Access & Fairness - Justice Court patron satisfaction with service received based on standard 5-point
Customer Satisfaction Score (CSAT) calculation.
o Goal is a >= satisfaction of 80%
The first 9 months of FY2026 has produced an average of 80.3%
o The CSAT survey uses the following questions
I felt safe in the courthouse/participating in the remote hearing or court activity
Court staff paid adequate attention to my needs
I was treated with respect
I was treated the same as everyone else
Time to Disposition - Time to Disposition focuses on resolved cases rather than cases in progress. It is
calculated as the percentage of cases disposed within the time standard set for each case type by the
Utah Judicial Council. Any days in which a case is inactive because proceedings are stayed or a warrant
is active are subtracted from the total number of days. State performance goals for criminal case time to
disposition is 6 months.
o Goal is >= 95%
2025 actuals were 78%
The time to disposition rate was affected by the pandemic and has been steadily
increasing since reaching a low of 58% in 2022
Age of Acting Pending Cases – Case pending age is measured from the time of filing to the time of
measurement. Only active cases (cases in which the court is able to proceed) are included in this
measure. State performance goals for this metric is that 95% of all criminal cases should have a
disposition within a 180 day timeframe
Page | 4
o Goal is >= 95%
o 2025 actuals were 85%
Criminal Case Clearance Rate - A clearance rate of 100% means the court has disposed of as many cases
as were filed in the time period represented. A clearance rate under 100% means the court has disposed
of fewer cases than were filed, resulting in an increase in cases awaiting disposition. A clearance rate
over 100% means the court has disposed of more cases than were filed, resulting in a decrease in cases
awaiting disposition.
o Goal >= 100%
o 2025 actuals were 87%
Justice Court Workload
Below is a chart summarizing case filings and hearings at the Justice Court. Workload is generally measured by
fillings and hearings.
Although case filings are one indicator of court activity, filings alone do not accurately measure judicial
workload. A single case filing may require only one hearing or may generate dozens of hearings depending on
the complexity of the matter. The AOC utilizes a weighted caseload methodology that evaluates filing and event
counts, the amount of judicial time associated with case-related tasks, and the time available for judicial officers
to perform court functions. Based on fiscal years 2023–2025, the AOC determined that the Salt Lake City Justice
Court requires 6.31 judges.
Recent data shows that hearing volume has increased faster than filing volume. While FY2025 filings (39,384)
were comparable to pre-pandemic levels, hearings increased to 57,561—well above historical norms. Through
the first nine months of FY2026 alone, the Court had already conducted 70,656 hearings, exceeding any prior
full-year total reflected in the data. These trends indicate that cases are becoming increasingly resource-
intensive and that raw filing counts understate the Court’s actual workload demands.
Current estimates are projecting that criminal hearings along may reach 80,000 be the end of FY2026. The
additions from BA #4 and this budget proposal seek to reduce the burden created by rising hearing volumes.
Other additions in the Justice System (Legal Defenders Association and Prosecutors Office) are also proposed
for this purpose.
SALT LAKE CITY
JUSTICE COURTS BUDGET 26 -27
The Salt Lake City Justice Court mission is to ensure the
highest standards of justice, professionalism, responsiveness
and respect to those we serve.
Introduction
Salt Lake City Justice Court is the City’s front line of the
judicial system, responsible for adjudicating
misdemeanor criminal cases, traffic offenses, and
infractions while ensuring constitutional due process.
Our work ensures accountability, public safety, and
equitable access to justice for thousands of individuals
each year.
Department Budget FY 26 -27
Accomplishments
•Enhanced Courthouse Security
•Governance Policy Implementation
•Data -Driven Initiatives
•Peer Support Grant Implementation
•Interagency Coordination Efforts
•Partnership w ith the National Center for State Courts
•Expansion and Focus on Community Outreach
•Mobile Court Development
•Formal Needs Assessment Implementation
•Partnership w ith Salt Lak e County Grant
Department Budget FY 26 -27
Found Efficiencies
Department Budget FY 26 -27
Vacant Position
●The Court reclassified a vacant position that was previously held vacant for an
extended period of time.
●Adjusted internal assignments of three full-time positions to meet the
significant increase in caseload to avoid the immediate need of a budget
request
●The Court utilized a low-cost software for case management and assessment
purposes to avoid the need for additional staff
●Partnered with SLCo to utilize a grant rather than obtaining funding to support
the peer support positions
Overview
Department Budget FY 26 -27
Request
Scenario Changes Total
+$458,126
FTE: +5 / PTE: +0 $689,009
$7,538,063
FTE
0$6,390,928
FTEs: 48 / PTE: 0
Includes BA#4
Current FY26
Amended Budget
Request Scenario
Department Budget FY 26 -27
Current Change Total
Personnel Services $5,418,263 $792,723 $6,210,986
Contracts/Inflation $0 $0 $0
Capital $9,167 $0 $9,167
Other $859,784 $26,115 $885,899
Insights $0 $432,011
FTE: 5 / PTE: 0 $432,011
Total $6,287,214
FTEs: 44 / PTE: 0
+$1,250,849
FTE: +9 / PTE: +0
$7,538,063
FTE: 53 / PTE: 0
Request Scenario Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
1
●The Justic Court is requesting
and
●The Justice Court has had effectively increase in
FTEs since 2016
●Due to significant increase in criminal caseload and
criminal hearings since 2016
●Additional staff would provide the court with the ability
to more effectively adjudicate cases including providing
access to justice and a means to ensure public safety
●The Justice Court has coordinated with Facilities to
ensure adequate space needs for the next five years
●The Justice Court would like to introduce Traffic Online
Dispute Resolution to help manage Traffic caseloads,
dependent on cross-agency coordination
$432,011 Ongoing
Request Scenario Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
2
●Additional funds to cover increased operational costs to
be used for interpreters, juries, equipment
maintenance, printing and postage, among others.In
relation to BA#4 and the hiring of a new judge and
additional staff.
$26,115 Ongoing
Concluding Notes
Department Budget FY 26 -27
●Projected increase of 85% in criminal case filings from FY2016-
FY2026
●37% increase in criminal case filings July 2025-February 2026
●Projected increase of 117% in criminal case hearings from
FY2016-FY2026
●135% increase in criminal case hearings July 2025-February
2026
●Criminal Time to Disposition=76%
○State standard=95%
●Criminal Case Clearance rate=69%
○State standard=100%
Concluding Notes (Continued)
Department Budget FY 26 -27
Concluding Notes (Continued)
Department Budget FY 26 -27
Concluding Notes (Continued)
Department Budget FY 26 -27
THANK YOU
Affected Department Proposed
Budget
Budget w/out
Tax Change
Budget
Change Impact of Tax Increase
Fire Department $59,302,822 $57,552,568 $1,800,218 Sugar House has seen extensive growth including the development of new
highrise buildings. This increase will fund 9 firefighters to staff a newly purchased
fire truck and allow for fuel and maintenance of the old apparatus for use as a
reserve. Continued increase in requests for permits, along with statutory changes
to the Wildland Fire Interface (WUI) requirements have created the need for one
new Fire Inspector. This increase will also cover a new vehicle for the Fire
Inspector, contractual and uniform allowance increases.
Salt Lake City’s current property tax rate 0.00213
Salt Lake City’s current property revenue $108,006,905
Proposed revenue with tax changes $121,506,905
New Property Tax Revenue to Salt Lake City $13,500,000
Estimated increase to Salt Lake City’s property tax revenue 12.50%
Estimated increase to a primary residence valued at $624,000 $118.38
Estimated increase to a commercial property valued at $1 M $344.93
105/05/2026
FY26-27 Proposed Property Tax
Impact Schedule
Salt Lake City will consider an increase to the property tax rate from .00213 To .00248
to generate an additional $13,500,000.
The following information is intended to provide decision makers and the public with
an explanation of how the City’s operations would be affected if the property tax
remains the same.
Affected Department Proposed
Budget
Budget w/out
Tax Change
Budget
Change Impact of Tax Increase
Public Lands $34,321,961 $33,199,033 $1,122,928 Public Lands is responsible for maintaining 23 new properties, parks and
amenities, this increase includes additional seasonal staff, equipment and
operational costs related to maintaining these properties. This budget change will
also pay for Wildland Fire Interface mitigation covering 30 miles of high risk areas.
Justice Court $7,538,063 $7,106,052 $432,011 Caseload at the Justice Court has increased significantly. To provide for more
effective adjudication of cases and allow better access to justice, this increase
includes the addition of four Judicial Assistants and one Justice Court Manager.
Attorney $13,274,426 $13,146,702 $127,722 To provide for continued implementation of Diversion Programs, the Public Safety
Plan and accommodate a new Judge at the Justice Court, this increase includes the
addition of two Prosecutorial Assistants.
Community & Neighborhoods $41,407,546 $ 40,607,546 $800,000 This increase will maintain current Youth and Family programming following the
loss of several major grant funding sources.
Street Lighting Fund Transfer $401,315 $170,400 $230,915 This increase will pay for the maintenance and repair of General Fund owned
street lighting and fund a $20,000 grant program to supplement property owners
who wish to add privately owned streetlights.
Sustainability Fund Transfer $1,170,900 $670,900 $500,000 This increase will support the Environment & Energy Division as they develop
strategies that protect our natural resources and reduce pollution.
Capital Improvement Projects Fund
Transfer
$10,100,000 $3,636,964 $6,463,036 Funds from this increase will used to pay for the following Capital Improvement
projects: Vision Zero Corridors and Safety Improvements, Facilities Replacement
and Renewal, Sugar House Park Waterline Replacement, Washington Park Septic
Expansion, Urban Trails, Jordan Park Sewer Improvements, Bike Racks, and
additional Street Reconstruction.
Fleet Centralized Maintenance Fund $12,788,795 $11,726,968 $1,061,827 Continued increases to the cost of parts, fuel and labor to maintain and repair Salt
Lake City’s fleet of vehicles.
NonDepartment/Legal Defender
Association
$2,755,153 $1,793,810 $961,343 In response to increased caseload at the Justice Court, the Legal Defender contract
has been increased to allow for new staff to provide indigent defense.
Totals $183,060,981 $169,610,943 $13,500,000
205/05/2026
Affected Department Proposed
Budget
Budget w/out
Tax Change
Budget
Change Impact of Tax Increase
Fire Department $59,302,822 $57,552,568 $1,800,218 Sugar House has seen extensive growth including the development of new
highrise buildings. This increase will fund 9 firefighters to staff a newly purchased
fire truck and allow for fuel and maintenance of the old apparatus for use as a
reserve. Continued increase in requests for permits, along with statutory changes
to the Wildland Fire Interface (WUI) requirements have created the need for one
new Fire Inspector. This increase will also cover a new vehicle for the Fire
Inspector, contractual and uniform allowance increases.
Salt Lake City’s current property tax rate 0.00213
Salt Lake City’s current property revenue $108,006,905
Proposed revenue with tax changes $121,506,905
New Property Tax Revenue to Salt Lake City $13,500,000
Estimated increase to Salt Lake City’s property tax revenue 12.50%
Estimated increase to a primary residence valued at $624,000 $118.38
Estimated increase to a commercial property valued at $1 M $344.93
105/05/2026
FY26-27 Proposed Property Tax
Impact Schedule
Salt Lake City will consider an increase to the property tax rate from .00213 To .00248
to generate an additional $13,500,000.
The following information is intended to provide decision makers and the public with
an explanation of how the City’s operations would be affected if the property tax
remains the same.
Affected Department Proposed
Budget
Budget w/out
Tax Change
Budget
Change Impact of Tax Increase
Public Lands $34,321,961 $33,199,033 $1,122,928 Public Lands is responsible for maintaining 23 new properties, parks and
amenities, this increase includes additional seasonal staff, equipment and
operational costs related to maintaining these properties. This budget change will
also pay for Wildland Fire Interface mitigation covering 30 miles of high risk areas.
Justice Court $7,538,063 $7,106,052 $432,011 Caseload at the Justice Court has increased significantly. To provide for more
effective adjudication of cases and allow better access to justice, this increase
includes the addition of four Judicial Assistants and one Justice Court Manager.
Attorney $13,274,426 $13,146,702 $127,722 To provide for continued implementation of Diversion Programs, the Public Safety
Plan and accommodate a new Judge at the Justice Court, this increase includes the
addition of two Prosecutorial Assistants.
Community & Neighborhoods $41,407,546 $ 40,607,546 $800,000 This increase will maintain current Youth and Family programming following the
loss of several major grant funding sources.
Street Lighting Fund Transfer $401,315 $170,400 $230,915 This increase will pay for the maintenance and repair of General Fund owned
street lighting and fund a $20,000 grant program to supplement property owners
who wish to add privately owned streetlights.
Sustainability Fund Transfer $1,170,900 $670,900 $500,000 This increase will support the Environment & Energy Division as they develop
strategies that protect our natural resources and reduce pollution.
Capital Improvement Projects Fund
Transfer
$10,100,000 $3,636,964 $6,463,036 Funds from this increase will used to pay for the following Capital Improvement
projects: Vision Zero Corridors and Safety Improvements, Facilities Replacement
and Renewal, Sugar House Park Waterline Replacement, Washington Park Septic
Expansion, Urban Trails, Jordan Park Sewer Improvements, Bike Racks, and
additional Street Reconstruction.
Fleet Centralized Maintenance Fund $12,788,795 $11,726,968 $1,061,827 Continued increases to the cost of parts, fuel and labor to maintain and repair Salt
Lake City’s fleet of vehicles.
NonDepartment/Legal Defender
Association
$2,755,153 $1,793,810 $961,343 In response to increased caseload at the Justice Court, the Legal Defender contract
has been increased to allow for new staff to provide indigent defense.
Totals $183,060,981 $169,610,943 $13,500,000
205/05/2026
SALT LADE CITY CLOSED MEETING
SWORN STATEMENT
Pursuant to Utah Code Annotated-,"`2-4-2o6 (6)
Public Body Name:
XSalt Lake City Council El Community Reinvestment Agency
Meeting Date:
Presiding Member: L . was r/
NO Recording Required Pursuant to UCA #(6)(a):
❑ Local Building Authority
'Ji)(a) character, professional competence, physical or mental health of an individual
❑ = ; ;(1)(f) discussion regarding deployment of security personnel, devices, or systems
A quorum of the City Council or Board of Directors were 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 matters under Utah Code Annotated .�, i__> } .The content of the closed portion of the
meeting was restricted to a discussion of those matter(s) and a recording and or detailed minutes
were not made pursuant to UCA _. m o (6)(a).
I hereby swear and affirm under penalty of perjury that the above information is true and correct to
the best of my knowledge and the sole purpose for closing the meeting without a recording was to
discuss the purposes described under a':'g, .; .._ _ (1)(a) or (1)(f).
Presiding Member Si ature Date of Signature