HomeMy WebLinkAbout05/14/2026 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
May 14, 2026 Thursday 3:00 PM
Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in person at
the City & County Building. Learn more at www.slc.gov/council/agendas.
Council Work Room
451 South State Street, Room 326
Salt Lake City, UT 84111
SLCCouncil.com
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 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: 08:55:32
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.
For more information on the Fiscal Year 2026-27 Budget, visit the Council’s
hub: link.slc.gov/slcfy27.
Click Here for the Mayor’s Recommended Budget for Fiscal Year 2026-27.
Work Session Items
1.Fiscal Year 2026-27 Budget: Council Staff Overview ~ 3:00 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.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, May 14, 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: Police Department ~ 3:30 p.m.
45 min.
The Council will receive a briefing about the proposed Police Department budget for
Fiscal Year 2026-27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, May 14, 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.Tentative Break ~ 4:15 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
4.Fiscal Year 2026-27 Budget: Community and Neighborhoods
Department ~ 4:35 p.m.
45 min.
The Council will receive a briefing about the proposed Community and Neighborhoods
Department budget for Fiscal Year 2026-27.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, May 14, 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.Fiscal Year 2026-27 Budget: Arts Council Division ~ 5:20 p.m.
30 min.
The Council will receive a briefing about the proposed Arts Council Division budget for
Fiscal Year 2026-27. The briefing will include an overview of the Public Art Program and
a discussion of programming for the coming year.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, May 14, 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
6.Informational: Cultural Core Summary and THE BLOCKS
Update ~ 5:50 p.m.
20 min.
The Council will receive an update on the Cultural Core initiative, now known as “THE
BLOCKS.” The update will include an executive summary of year nine and the budget
plan for year ten. The annual update is a requirement of the interlocal agreement
between Salt Lake City and Salt Lake County to develop, improve, and market arts and
cultural activities in downtown Salt Lake City. The goal of the Cultural Core initiative is
to enhance downtown as a key cultural center for the city, region, and nation.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Thursday, May 14, 2026
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
7.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.
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
8.Report of the Chair and Vice Chair -
-
Report of the Chair and Vice Chair
9.Report and Announcements from the Executive Director -
-
Report of the Executive Director, including a review of Council information items and
announcements. The Council may give feedback or staff direction on any item related to
City Council business, including but not limited to scheduling items.
10.Tentative Closed 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.
Council Budget Overview
5.14.26
COUNCIL BUDGET ROLE
The extent to which the proposed budget addresses community
needs in real time.
How decisions this year may create budget impact in future years
How decisions may create potential unintended consequences
How these decisions align with the appropriate role of the City along
with other entities, to ensure an efficient and transparent use of
taxpayer dollars
How decisions meet previously discussed policy goals and priorities
The Council Considers…
High Level Takeaways –
Legislative Perspective
First substantial property tax increase proposed ($13.5m) in several years.
Cuts an almost equivalent amount from the overall budget as the amount of the
property tax increase proposal.
Uses slightly less one time money than in previous years.
No across the board cost of living increase for employees.
Increased investment in affordable housing, in different formats due to temporary
pause in FOF
Adds 40 FTEs in critical service areas like the justice court/legal system and PD
Policy Balancing
Use of one-time moneyHealthy Fund balance reduces
property tax increase proposal Adds to structural deficit in future
Fee Increases to keep pace with InflationSmall increases each year can be
easier on residents/businesses
Increases inflationary burden on
residents/businesses
Adds 40 FTEsWith efficiencies in some departments
this can accommodate increasing
needs in others
Evaluate service level areas for future
efficiency. Some department
reductions are one time.
Housing DollarsFunding for housing SERVICES/Anti-
displacement
Housing for funding construction
citywide
Property Tax IncreaseAdds to current burdens on residents Helps reduce structural deficit in
future, balances reliance on sales tax
General Fund Revenue Trend
Note: Fiscal years 2022 and 2023 saw significant revenue increases in the form of one-time grant money
from the federal government.
*FY 2027 represents a change in accounting for CRA and Library pass-through property tax revenue.
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
FY
2
0
0
6
FY
2
0
0
7
FY
2
0
0
8
FY
2
0
0
9
FY
2
0
1
0
FY
2
0
1
1
FY
2
0
1
2
FY
2
0
1
3
FY
2
0
1
4
FY
2
0
1
5
FY
2
0
1
6
*
FY
2
0
1
7
FY
2
0
1
8
FY
2
0
1
9
FY
2
0
2
0
FY
2
0
2
1
FY
2
0
2
2
FY
2
0
2
3
FY
2
0
2
4
FY
2
0
2
5
FY
2
0
2
6
FY
2
0
2
7
*
General Fund Revenue % Change from Previous Year
Property Taxes
24%
Payment in Lieu of
Taxes
1%
Sales and Use Taxes
37%
Franchse Taxes
3%
Intergovernmental
1%
Charges for services
2%
Interfund
transfers in
1%
Other Revenue
19%
Use of Fund
Balance
8%
RDA Pass through
4%
Revenue sources
the City can control
PROPERTY TAX DISTRIBUTION
Salt Lake City, 25%
Salt Lake City Bonds, 4%
Salt Lake City Library, 7%
SLC School District, 24%
SLC School District Bonds,
1%
State School Levy, 15%
Charter School Levy, 1%
Salt Lake County, 14%
Salt Lake County Bonds,
1%
Central Utah Water
Conservancy, 4%
Metro Water SLC, 4%SLC Mosquito Abatement,
2%
TRUTH IN TAXATION
Q: Do my property taxes go
up when my home value goes
up?
A: NO
•Holds the dollar amount of property taxes that a government receives constant, regardless of changes in property value.
•Unless the Council chooses to increase taxes to receive more revenue.
This requires a “Truth in Taxation” public hearing & notice.
•One exception – “New Growth” authorized by the County & State
Value
Rate
Baseline Property Tax Budget
Rate
Value
TRUTH IN TAXATION
Ne
w
De
v
e
l
o
p
m
e
n
t
New $ received by
City
Pr
o
p
e
r
t
y
Baseline Property Tax Budget
Ne
w
C
i
t
y
B
u
d
g
e
t
New “Baseline”
NEW GROWTH FORMULA
Salt Lake City
FY 2027 Property Tax Increase Items
Fire Line item Amount Department Total
Firefighters for Truck 3 - 9 FTE (10 Months)1,431,054
Fire Department Contractual Increases 84,000
Fire MOU Contractual - Uniform Allowances 40,600
Civilian Supervisor / Fire Inspector (10 Months)119,600
Fuel & Maintenance for Reserve Truck 75,000 1,750,254
Public Lands
Wildland Fire Interface Mitigation 200,000
New Properties: Operations Costs 396,518
New Properties: Seasonal Staff Salaries 311,600 908,118
Justice Court
Judicial Assistants (4) (10 Months)320,000
Justice Court Manager (10 Months)112,011 432,011
Attorney
Prosecutor's Office - 2 Legal Assistants (10 Months)127,722 127,722
CAN
Youth and Family Programming 800,000 800,000
Non Departmental
Transfer to CIP 6,463,036 6,463,036
Street Lighting (GF owned properties)95,000 -
Street Lighting GF Grant 20,000 -
Street Lighting in Enhanced Service Areas (GF owned p 115,915 230,915
Vehicles for New FTE's (Police, Fire, Public Lands, Publi 264,774 -
Fleet - Centralized Fleet Maintenance 1,061,827 1,326,601
Transfer to E&E fund - operation funding 500,000 500,000
Legal Defenders 961,343 961,343
Total 12,068,946 13,500,000
FY 2027 CIP Projects proposed to be funded with Property Tax Increase
Amount Notes
Street Reconstruction 627,915$
Total $8.3m. Prop tax combined with
$4.7m in class C funds and $3m in County
transpo funds
Sugar House Park 50/50 Match 1,000,000$
Jordan Park Sewer/Stormwater
Infrastructure Improvements 300,000$
Vision Zero Safety Improvements
Citywide 1,948,500$
combined with $121,500 in FOF and
$230,000 in Impact fees
Urban Trails 450,000$
City Facilities Replacement &
Renewal 1,136,621$
Combined with $1.6m from GF. Total
$2.7m
Washington Park Septic Expansion 950,000$
Bike Racks 50,000$
Total 6,463,036$
FY 2027 Proposed FTE Changes by General Fund Department
Department
Adopted FY
2026
Positions
Budget
Amendment
Positions
FTE
Changes
for FY 27
Total
(note: Total does
not reflect grant
positions, as they
are refected in the
grant fund)Change
New Position Notes/Other Notes (new FTEs in bold, FTEs
subject to property tax increase approval in blue,
proposed eliminations in red)
Attorney 68.50 4.00 2 74.50 6 2 FTEs - Prosecutor Legal Assistance (Subject to Property Tax)
Community and
Neighborhoods
244 244 0
Council 39 0 0 39 0
Economic Development 14.5 0 0 14.5 0
Finance 86.7 0 -2 84.7 -2 1 FTE - Financial Analyst II (6 months)
Eliminate 3 FTEs - City Accounts Payable, Contract
Development, Data Systems Team Lead - Workday,
Procurement, IMS efficiencies
911 100 0 0 100 0
Fire 406 0 10 416 10 9 FTEs - Firefighters for Truck 3 (Subject to Property Tax)
1 FTE - Civilian Supervisor/Inspector (Subject to Property Tax)
Human Resources 34.4 0 -2 32.4 -2 Eliminate 1 FTE- Vacant HR Tech
Eliminate 1 FTE - Senior Learning & Dev Specialist
Justice Court 44 4 5 53 9 BA #4 - Positions added including a 6th judge
4 FTEs - Judicial Assistance (Subject to Property Tax)
1 FTE - Justice Court Manager (Subject to Property tax)
Mayor 31 0 0 31 0 Note: 2 FTEs added for FY 2026 base FTEs due to workday trueup
Police 779 14 4 797 18 BA #2 - Communications Director split into 2 Comms
Coordinators
BA #5 - Officers for UIPA - 12 sworn, 1 civilian
1 FTE - Drone Pilot (Real Time Crime Center)
1 FTE - Data Analyst (Real Time Crime Center)
Public Lands 159.85 0 -1 158.85 -1.00 2 FTEs - Convert Seasonal to Full Time
Eliminate 3 Park Ranger FTEs
Public Services 254.00 0 1 255.00 1
Total 2,260.95 22.00 17.00 2,299.95 39.00
Proposed FY 2027
Other bill considerations for residents
•Decisions of other governmental entities
•Bonds for those entities or the City coming on/off the tax rolls
(not noticed separately)
•GO bond (voter-approved) bonds taking several years to issue
•Utility fee increases (City or Rocky Mountain Power)
Diverted Revenue
•Utah Inland Port Authority (UIPA) – diverted ALL property tax from other entities,
negotiated partially diverted revenue from the City
•Utah Fairpark Area Investment and Restoration District (UFAIRD) – ALL revenue,
including sales tax, transient room tax, energy/franchise taxes, and CCRZ tax
•Capital City Revitalization Zone (CCRZ) – all incremental revenue, including sales
tax and CCRZ tax
•HTRZs/CRAs also divert property tax but the City has more of a policy say in
establishing them, deciding what they pay for and reserving a certain amount to
pay for the increasing cost of services
•Other examples – MIDA, Point of the Mountain Development Authority
Q & A
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/
link.slc.gov/SLCFY27
TO:City Council Members
FROM: Michael Sanders
Budget & Policy Analyst
DATE:May 14, 2026
RE: FY26 BUDGET – POLICE DEPARTMENT
Budget Book Pages: Key Changes – 56 - 57; Department Overview – 229 - 234; Nondepartmental
Key Changes – 62 - 63; Staffing Document – 309 - 313
ISSUE AT-A-GLANCE:
The Police Department (PD) includes the Office of the Police Chief, Civilian Chief of Staff and three bureaus
(investigative, field operations, and administrative). There are several teams, divisions, and task forces with
these bureaus. For more information, page 229-234 of the Budget Book.
The FY27 proposed PD budget is $142,054,802 which increases the budget by 5.24%, about $7,072,597. 1
budget neutral FTE was added with BA #2, 13 FTE’s are proposed to be added with BA #5 (currently under
consideration) and 4 are proposed to be added with this budget proposal. The Staffing Document proposes a
staff of 797 FTE’s which is an increase of 18 from last year. Note that the proposed staff number assumes fulling
funding the 13 FTE’s under consideration in FY26 BA #5. There are 623 sworn officers and 154 civilian staff
positions. Additionally, there are 20 unfunded sworn positions used to manage attrition and stabilize staffing
levels throughout the year. The Department budget is summarized below.
Other notable funding items include Real Time Crime Center (RTCC) supplies and equipment, inflationary costs,
and Drone as a First Responder (DFR) Drone Dock. Also note that several items from the nondepartmental
budget have been transferred to the Police Department Budget.
Page | 2
POLICY QUESTIONS
1.FTE staffing projections - The Council may wish to ask the Administration what the PD’s five-year
staffing needs are related to (1) proactive policing, (2) RTCC support and (3) alternative response
support.
2.UIPA Police Officers - The Council may wish to ask the Administration for more details regarding the
UIPA contract.
a. Will there be expansions in future years
b. Will the City ever have to take over the funding for these officers
c. Will there need to be new infrastructure built to support these officers
3.Alternative Response – The council may wish to ask for an update regarding the legislative intent –
Evaluating Efficiencies of All Diversified Response Teams FY26 response that Metrics are now being
identified for the ongoing evaluation of the programs.
4.Negative Police Interaction Definition – The Council may wish to ask the Department to provide
an update on the 2024 Racial Equity in Policing Commission recommendation to define “negative police
interactions” and that privacy policy be updated to align with Utah Rules of Evidence Rule 512.
5.Police Trainings - The Council may wish to ask how many employees are taking advantage of the
various police trainings and if they are being used to their full potential.
$5,285.150 Increase for Personnel Services
The total personnel services budget is proposed to increase by $5,285,150 or 4.26%. Personnel costs represent
91% of the total Department budget. The increases related to personnel are summarized in the chart below.
Page | 3
Vacancy savings
The Police Department is proposing to hold up to eight support positions vacant in order to realize $715,155 in
vacancy savings. The positions held vacant may fluctuate based on staffing needs throughout FY 27. The
department currently has vacancies in Records, Community Response, Social Work and GRAMA.
Several alterative response programs are proposed to be moved from the non-departmental budget to the Police
department budget. This move is realized in the base-to-base increase.
Social Worker Program - $879,438
Mental Health Responders - $571,074
The department’s proposal includes partial-year funding for four new FTEs intended to support school safety
initiatives and expand the Department’s RTCC capabilities.
School Safety
o Two School Resource Officer (SRO) positions for 11 months ($300,000)
The department noted that the Salt Lake City School District will reimburse half of the
ongoing cost once the officers are assigned.
RTCC
o One DFR pilot position for 10 months ($136,000)
o Data Analyst position for 10 months ($89,427).
The department stated that no new or existing services in the proposed budget rely on a property tax increase.
The department also indicated that the proposed budget could result in observable service changes for the
public, including reduced call response times, increased community engagement initiatives, and expanded
alternate response and call diversion efforts through the DFR program.
This is general supplies, equipment, and vehicle costs related to the proposed FY26 BA #5 Police Officer FTE
increases. These costs are being reimbursed by the UIPA.
The RTCC initiative supports the integration of public safety cameras into a centralized technology and
information hub, enhancing real-time situational awareness during emergency responses and calls for service. It
also facilitates call diversion, alternate response, and case resolution.
This funding was previously housed in the non-departmental budget. It is proposed to move to the general police
budget. This is ongoing funding which will pay for supplies, cameras, and repairs for the RTCC.
The FY27 portion of that funding includes $50,000 for repair or replace of LPR’s. Depending on repairs vs
replacements, the department could purchase 15 new cameras, five LPR’s and one trailer camera with additional
budget for cameras and drone repairs.
Please note that for FY27 there is still $153,850 remaining in the holding account in non-departmental for the
RTCC. This is for a purchase order for cameras, camera replacements, and repairs that is pending that will
utilize the funding.
This initiative enhances patrol, investigations, and emergency response capabilities through the deployment of
drones. The program aims to reduce response times, divert calls for service, and allow officers to prioritize high-
urgency incidents. This proposal is related to ongoing costs for the alternative response DFR dock program.
Page | 4
$186,435 Related to Inflation
Cost related to items such as protective gear, uniforms, digital tools, and investigative supplies have been
impacted by inflation. This increase is proposed to maintain current level of service.
This is general ongoing costs for equipment and supplies related to the proposed SROs. Note that the School
District will pay half of the ongoing cost. This revenue from the School District will be realized once the officers
are assigned.
$32,755 has been removed for Civilian Response Overtime. If the proposed funding for the Data analyst for the
RTCC is approved, the departments expects the need for overtime funding to reduce. The department has
reported that no service level impacts are expected with the removal of this overtime funding.
This is an inflationary increase to the contract for body cameras and vehicle integration. Body cameras can be
integrated into the RTCC to enhance officer safety through real-time location tracking and direct communication
during critical incidents.
Currently there are three police trainings that are receiving funding through the non-departmental budget.
Arbinger Leadership Cohort - $2,912 increase
Leadership in Police Organization – flat
SRO Training - flat
These funds were first introduced in FY25 to cover therapy sessions for the families who experienced a negative
police interaction. Funds carry over from year to year if unspent—ensuring support remains available as needs
arise. The Department plans to continue monitoring utilization and will reassess the ongoing funding level after
several years of program activity to ensure the budget aligns with demonstrated community need.
ADDITIONAL & BACKGROUND INFORMATION
The Police Department stated that the proposed FY27 budget is intended to strengthen public safety by reducing
crime, improving response times, enhancing investigative capabilities, and building community trust through a
more effective and data-driven police service. According to the department, the proposal aligns with the Mayor’s
Public Safety Plan and the Department’s Mission, Vision, and Values, with an emphasis on improving efficiency
through the use of personnel, data, and technology. The department indicated that it tracks performance
through a variety of metrics, including Part I and II crime statistics, calls for service, response times, case
clearance rates, arrest and citation data, and community feedback.
The department reported that it has continued implementing cost-saving and efficiency measures, including
reviewing staffing models, overtime usage, and technology utilization. These measures are expected to continue
in FY27. The department noted that not all funded positions are currently filled, with vacancies including Social
Service Workers, Community Response Specialists, and GRAMA/Paralegal positions. The department identified
Social Work and Records positions as areas with higher turnover. While the department stated that sworn officer
positions are fully funded, it noted that 20 sworn positions remain intentionally unfunded to help manage
anticipated attrition and stabilize staffing levels. The department also stated that support positions may be held
vacant in FY27 to generate vacancy savings.
Page | 5
Resource Constraints and Service Expectations
In discussing unmet service expectations, the department stated that there is growing demand from the public
and government partners for expanded proactive policing, community outreach, and alternative response
programs. While the department stated that these goals align with its vision for modern public safety, it noted
that current staffing and resource levels limit its ability to fully meet those expectations. The department stated
that it continues to prioritize core services while using deployment strategies, integrated technology, and data-
driven approaches to maximize existing resources.
The department stated that it is continuing to review technology improvements that could increase operational
efficiency and improve public safety response. The department reported no barriers to utilizing the City’s CRM
system and stated that its Technology and Innovation Director is coordinating with IMS to leverage centralized
communications resources for outreach and engagement efforts.
1. Police Mission, Vision, and Values
2. Police Community Responder Report
3. Annual report on Sexual Assault Evidence (Code R) Kit DNA Testing and performance measures
Page | 6
Attachment 1
Updated Mission, Vision, and Values
Page | 7
Attachment 2
Police Community Responder Report
Page | 8
Page | 9
Page | 10
Attachment 3
Annual report on Sexual Assault Evidence (Code R) Kit DNA Testing and performance measures
Page | 11
Page | 12
Page | 13
Page | 14
SALT LAKE CITY POLICE
DEPARTMENT BUDGET 26-27
Providing a Unified and Cohesive budget overview from
each department and fund
Introduction
Department Budget FY 26 -27
We feel 100% supported by our elected officials and
appreciate the trust that has been placed in us. That
support is leading to a more positive culture within
our department, and in turn, is providing better results
for Utah's Capital City. That's because when we take care
of our officers, they take care of the community. We are
committed to efficiency, transparency and being
responsible with taxpayer dollars that fund the crucial
mission of our department.
Accomplishments
Top 3 Accomplishments of the Year
1 -New Mission Vision and Values
-Fully Staffed
-in crime rate YTD
Department Budget FY 26 -27
Found Efficiencies
Department Budget FY 26 -27
•The Police Department is continuing work on
efficiencies in staffing. Examples include staffing of
12-hour shifts, staffing shift allocations, etc.
•The department is also working on efficiencies in
overtime staffing and looking for opportunities to
reduce overtime costs.
•As the RTCC and drone program expand, we are
seeing efficiencies and improved officer and public
safety from the alternate response.
•Working with local, state and private entities to
provide external resources for the police department.
Overview
Department Budget FY 26 -27
MRB Requested Total
+$7,072,597
FTE: +17
$142,054,802
FTE: 797
$134,982,205
FTEs: 780
Current Budget
91%
Department Budget FY 26 -27
•The Police Department, with the support of the Utah
Inland Port Authority, is increasing staffing and
improving response in the Pioneer Division
•Received funding for 12 sworn and 1 civilian FTE
Fleet Vehicles – Support for updates to fleet
Past intended service life
Cost of Maintenance and Repairs
Repairing vehicles at costs over value
Public Safety Risk
KEY CHANGES IN BUDGET
POLICE DEPARTMENT
Request Title Budget Request
School Resource Officers (2 FTE’s)$367,116
RTCC – Drone Pilot (1 FTE)$136,000
Increase Alternate Response Program – Drone as a
first responder – Analyst (1 FTE)$89,427
Overtime $1,742,408
RTCC – Technology $397,083
Contractual Increases $186,435
Contractual RTCC – Drone Docks $252,882
Vacancy Savings: Hold open support positions -$715,155
Investing in Safety. Advancing Our Future.
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
1 School Resource Officers (2 FTEs – 11 Months)
$367,116
FTEs +2 Ongoing
This request provides 2 additional School Resource Officers requested by the school district
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
RTCC – Drone Pilot (1 FTE 10 Months) $136,000
FTEs +1 Ongoing
This request would provide dedicated staffing to the Drone as a First Responder (DFR) program.
•Drones can arrive to calls in 1-2 minutes.
•Provide live stream to provide critical situational awareness before anyone is on scene.
•DFR can reduce officer response to calls that do not require an officer on scene such as false calls.
•Officers that do respond have on scene information, situational awareness, understanding threat levels
and have proven to be very efficient in reducing need for additional backup or specialized units.
•Drones can reduce the need for additional officers on calls or clear calls without patrol response.
•Locate fleeing suspects or missing persons and regularly assists the Fire Department.
•During a trial period (February) Drone response was able to clear nearly 40% of all calls assigned.
•Partnerships with U of U and UTA.
Request Scenario # 2 Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
RTCC – Analyst (1 FTE – 10 Months)$89,427
FTEs +1
Ongoing
This positions would work with officers staffed in the RTCC to provide research,
intelligence analysis, investigative support, threat management investigation, event
research, and would be cross trained for RTCC technology functions and relaying
information out to officers.
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
1 Overtime $1,742,408 One-Time
Expense:
FY 25 $8,244,009
FY 26 $7,200,000 (-12.7%)
FY 27 $6,533,274 ( - 9.3%)
The Police Department estimates overtime expense for FY 27 at $6,533,274, representing a 9.3%
decrease from FY 26. While the Police Department will always have overtime expense due to
contractual obligations, coverage for events, mitigation, and demonstrations. The Police
Department is working on additional reductions in overtime by maintaining full staffing levels,
scheduling adjustments, and staffing efficiencies to reduce overtime.
Vacancy Savings
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One -Time
Vacancy savings: Hold open support positions -$715,155 One-time
This reduction would impact the support functions and make it difficult
for divisions such as records to meet mandated record entry deadlines.
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
4 RTCC – Technology $397,083 Ongoing
This request provides funding for ongoing costs of equipment
replacement funded as one-time in the FY 26 budget
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
Contractual Increases
$186,435 Ongoing
Contractual RTCC – Drone Docks
$252,882 Ongoing
This request covers the ongoing contractual cost
increases for uniform, gear, safety equipment and
other supplies.
This request covers the ongoing contractual costs of the
Drone Docks, allowing for remote flights of drones from
the dock locations.
Concluding Notes or Data Points
Department Budget FY 26 -27
THANK YOU
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY27
TO:City Council Members
FROM:Allison Rowland
DATE:May 14, 2026
RE: FY2027 BUDGET – DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
MAYOR’S RECOMMENDED BUDGET PAGES: Key Changes, 53; Department Overview, 177 to 184;
Staffing, 297-299
KEY ISSUES
General Fund Budget. The Community and Neighborhoods Department’s (CAN’s) proposed budget for
FY27 would remain essentially the same as in FY26, at $41.4 million, as shown on the chart below. This is
about $12,000 below the FY26 budget— less than 0.1%—but there are several shifts among the divisions that
are notable. The largest budget increases are in Youth and Family Services ($634,140, over 19%) and
Building Services ($510,442, 6%). In contrast, CAN Administration (-$972,396 million, nearly 30% lower),
Engineering (-$343,467, 6%), and the Arts Council (-$79,683, 6%) would see the largest reductions. See the
division-specific sections below for additional information on these changes. (Note: The Arts Council will be
briefed separately in the May 14 Council Work Session.)
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Building
Services
Housing
Stability
Planning Engineering*Transportation Youth and
Family
CAN
Administration
Arts Council*
FY25 Actual
FY26 Adopted
FY27 MRB
Funding Trends in Community and Neighborhoods
* The Engineering Division and Arts Council were moved to CAN in FY25.
Item Schedule:
2
Staffing Levels. The net number of CAN FTEs would remain the same as in FY26, at 244, and only four
positions would see grade changes during that period. This is why proposed Personal Services costs actually
would decrease slightly, by about $138,000 (less than 0.1%) over the year. This is primarily as the result of
CAN’s policy decision to leave funded positions that become vacant open during FY27 for longer than
typically needed for rehiring. By holding vacant positions for approximately four to five months prior to
rehiring, CAN estimates it will generate approximately $700,000 in payroll savings over the course of the
year.
POLICY QUESTIONS AND ADDITIONAL INFORMATION
CAN Administration ($2,297,456; 16 FTEs). The Department reports that its overall approach to the FY27
proposed budget is to implement cost saving measures without reducing service levels, particularly for core
City services. The principal method to achieve this is by using a vacancy saving pool to reduce payroll budget
without reducing FTEs (apart from one vacant FTE in Transportation that would be held vacant for all of
FY27). The Department also proposes reductions to certain contracts when they can be transferred to
internal staff, as well as are proposing reductions certain non-core city services on a limited basis.
The vacancy savings pool approach is reflected in what appear to be steep reductions in the CAN
Administration budget, which are estimated to amount to more than $700,000 for FY27. “Because it is not
yet known which positions will be vacant in FY27, we needed a cost center (CAN Admin) to temporarily
hold these negative budgets until the vacancy savings are realized. At that point, the vacancy savings
budget can be allocated across the divisions as appropriate.”
The CAN Admin cost center has often been used as the Department’s “holding” account for one-time payroll
adjustments, which explains why it can have significant year-over-year swings. For example, for FY26, the
CAN Admin budget appeared unusually high because CAN received $517,000 in Citizens’ Compensation
0
10
20
30
40
50
60
70
Building Services Planning Engineering*Transportation Youth and
Family
Housing Stability CAN Admin Arts Council*
FY25 Actual
FY26 Adopted
FY27 MRB
Staffing in Community and Neighborhoods (FTEs)
* The Engineering Division and Arts Council were moved to CAN in FY25.
3
Advisory Committee (CCAC) funding. Since it was unknown at the time which divisions would receive that
funding, it was temporarily held in CAN Admin until it could be allocated.
Housing Stability Division ($8,552,488; 22 FTEs). The Housing Stability Division primarily administers
housing support programs, and it also assists with some aspects of the City’s responses to homelessness.
CAN’s Housing support programs are funded with both Federal and City contributions, including the local
sales tax increment known as Funding Our Future (FOF). Housing and community development outcomes,
along with other housing indicators, are tracked through public-facing dashboards at
https://www.slc.gov/housingstability/dashboards/.
1.Funding Our Future Housing Funds. The bulk of Housing Stability’s FOF funds are passed
through to community-partner organizations for service delivery. For FY27 the MRB proposes
that $2.6 million from FOF revenue be used this way, in the Tenant Housing Assistance and
Equity Ownership Assistance, as shown below.
FY27 Funding Our Future Housing Allocations
FY25
Actual
FY26
Adopted
FY27
MRB
1 Community
Development Spec $106,766 $103,471 $101,159
Tenant Housing
Assistance $2,017,599 $2,322,000 $2,230,000
Equity Ownership
Assistance $390,000 $350,000 $350,000
Ivory House $330,000 $330,000 $330,000
TOTAL $2,844,365 $3,105,471 $3,011,159
The reduction in Tenant Housing Assistance funds ($92,000, 4%) reflects the fact that there has
been less demand for one of the services funded, the Relocation Assistance Funds for Tenants
(RAFT), than was originally expected for its two-year pilot program. CAN wishes to provide
additional information and engage in a policy discussion with the Council about how to broaden
the eligibility criteria for the program in a work session after the budget season.
2.FY27 FOF Housing Funds Allocation Process. The allocation process for organizations
seeking FY26 FOF housing program funds changed from previous processes, with the goal of
improving coordination and resource targeting. The “Salt Lake City Housing Program Funds
Legislative Policy” which formalized this change, shifting FOF housing funds to an annual
application and review process which ran concurrently with the annual HUD Federal grant
allocations.
In April 2026, after completing this new process for the first time, some Council Members
expressed a preference for moving FOF funds back into the annual budget process. In response,
CAN reports that it is developing alternatives for adjusting the process, which they would like to
provide to the Council after the budget season. In the meantime, they offered some information
that may be useful for budget considerations, summarized as follows:
- They recommend the CDCIP Board and Mayor review approach, rather than an RFP,
because HUD and FOF fund similar programs and in some cases, the same program.
Their concerns are that separating the HUD and FOF procurement processes creates
4
additional administrative work, fragments funding contracts, and decreases
transparency about City funding amounts and timing. In contrast, aligning the
procurement method would increase transparency and simplicity for applicants and the
public, and improve the organizations’ ability to leverage and coordinate funding
resources.
- CAN states that minor process modifications to the CDCIP/Mayor review and Council
final adoption approach used for FY26 funds would not require changes in the “Housing
Program Funds Legislative Policy” if they fall within the scope of the existing policies
while still addressing Council concerns. If the Council wishes to return to an RFP
process to approach, the legislative policies would have to be modified.
- They recommend that the two-category structure (Tenant Housing Assistance; Equity
and Ownership Assistance) that was used in the FY26 application process remain the
same for FY27. The reason is that the criteria for review of these housing programs favor
addressing emergency needs and the large numbers of clients served. Home ownership
and equity-building programs serve a different population than tenant-based rental
assistance programs do, and for this reason homeownership applications were the
lowest-scoring FOF applications overall. They would not have been recommended for
funding had they not been considered a separate category. The Council also could
designate other categories that may be a priority.
Policy Question: The Council may wish to schedule one or more work session
briefings with the Housing Stability Division to discuss the options for
allocating FY27 FOF funds.
Policy Question: Would the Council like to request that separate criteria be
developed to assess home ownership and equity-building programs to reflect
differences in goals compared to tenant-based rental assistance programs?
3.Homeless Services. CAN’s proposed expenditures related to homelessness appear in the chart
below. The Division continues to administer service agreements related to homeless engagement
and outreach, including the Downtown Alliance’s Ambassadors Expanded Coverage Area to North
Temple (800 W to I-15), Rio Grande, Central City, and Ballpark. CAN reports that coverage areas
and routes are regularly reviewed in coordination with Downtown Alliance to ensure services
remain responsive to areas of highest need and adaptable to changing conditions throughout the
City. As a reminder, in FY26, certain services and employees, ranging from direct aid for
unsheltered people to mitigation programs for residents and businesses affected by
encampments, were shifted from CAN’s Housing Stability Division to the Public Services
Department.
Policy Question: The Council may wish to discuss whether there are specific
metrics that could be tracked this year to help evaluate the effectiveness of the
Ambassador program.
4
5
Proposed Expenditures Related to Homelessness
FY25
Actual
FY26
Adopted
FY27
MRB
Day Shelter 127,000 127,000 127,000
Clean Neighborhoods 1,346,601 32,601 0
Detox Program 84,000 84,000 84,000
Storage Program 85,000 85,000 97,010
Overflow Fund (Motel Vouchers & St. Vincent’s)300,000 300,000 300,000
Landfill Camp Abatement Fees 17,000 17,000 0
Ambassadors Central City/Ballpark 1,581,500 1,682,000 1,682,000
VOA 0 0 250,000
Shelter the Homeless Business Liaison (one-time)0 0 80,000
Total $3,542,101 $2,327,601 $2,620,010
4.Fix the Bricks. The FEMA-funded Fix the Bricks program funding concluded in November
2025, and the two staff positions assigned to the program were vacated. There is currently no
other Federal funding available for this program specifically, but CAN reports that Community
Development Block Grant (CDBG) funding is being used to address the existing program waitlist.
Because the total budget is smaller than before and spending must comply with CDBG’s stricter
eligibility requirements, the three existing Rehabilitation Specialists are now managing Fix the
Bricks projects in addition to their Home Repair and Minor Repair responsibilities.
5.Housing Programs “Dormant Income.” The details of proposed allocations in Housing
Fund Class 690 in the FY27 Mayor’s Recommended Budget (page 80) were inadvertently omitted.
This is income generated by programs within Housing Stability and recommended for allocation
to programs in the Division. The total figures are correct, but the needed details are missing. The
Finance Department indicates that the issue will be corrected in FY27 Budget Amendment #1.
Transportation and Transit ($4,809,653; 31 FTEs). The Transportation Division is responsible for
the City’s transportation system, as well as transit programs and projects. (It does not maintain streets
and gutters; these are covered by the Streets Division in the Public Services Department.) The Division’s
annual funding comes from several sources in addition to the General Fund and Funding Our Future.
These include Impact Fees, Class C funds from the State Motor Fuel Excise Tax (these are split with the
Public Services Department), and the County ¼ Cent, and 5th 5th Sales Tax Funds.
1.Effects of SB242 (2026). As a result of this year’s Senate Bill 242, the Transportation Division
reports that it will need to undertake more robust and consistent data collection, public
engagement, technical analysis, and coordination with the State. It notes that additional funding
will be required to fulfill these requirements, which include, for example, an overhaul of
street light retiming in coordination with UDOT. In addition, because the MRB proposes to hold
vacant an Engineering VII position (currently vacant), which has functioned as the Traffic Signals
Engineer, CAN is proposing to combine these functions under the City Transportation Engineer
6
position. They note that combining these roles may cause delays with functions such as traffic
reviews and issuance of traffic control permits, depending on workload, but believe the resulting
impacts are manageable.
Policy Question: Would the Council like to request additional information on
the steps the Division is taking to comply with SB242 and other recent
legislation?
2.Hive Passes. The FY27 MRB proposes ending City funding for the traditional HIVE pass
($350,000 in FY26), which served 443 users in FY26—a fraction of its pre-pandemic number. The
other two types of public transit passes would be continued: the Human Services Fare Program
$150,000 and the free Hive Passes for school children and a parent, guardian, or faculty member
($214,648, with $114,648 from FOF and the remainder from the General Fund). Funds for
Branding and Outreach would be halved, and the Division states that “Materials produced in
FY26 can be reused in FY27 in lieu of developing new materials.” (Council staff note: The On-
Demand Ride Services and transfer to UTA for Key Bus Routes appear in the “Non-
Departmental” budget, not in CAN’s section of the budget.)
3.Citywide Parking Policy. In a Council Work Session discussion in March 2025, the
Transportation Division presented initial work on a revised Citywide Parking Policy. They
reported the following progress report:
Completed Actions
-Meter Updates: Rates and hours of operation have been adjusted. Metering
now extends into evenings and Saturdays, including a new 4-hour evening
parking option.
-Pay-by-(License) Plate Pilot: The trial on Pierpont Avenue (300 W to 400
W) is performing as expected. We are now preparing to scale this program based
on these results.
Current Initiatives
-Citation Rate Adjustments: Updated rates were included in the budget
recommendation. Increasing these fines is intended to improve compliance by
ensuring penalties are a meaningful deterrent.
-Downtown Pay-by-(License) Plate Expansion: We are designing a
signage plan to expand the pay-by-plate zone to 200 South, 300 South, and
portions of State Street later this year. This expansion is intended to serve as a
mitigation strategy for parking losses on 200 South, in alignment with SB-242.
-Event Parking Management: A draft code section is being developed. We are
ready for policy guidance regarding permit fees for residents versus eventgoers,
pricing structures, and operational limits before finalizing the draft.
Future Planning
-Freight Loading Zones: We have been evaluating freight issues downtown
and are working to identify viable solutions to the complex issues we are seeing.
4.Scooter Accountability. In FY26, the Council funded a new scooter program ($91,000 one-
time, $41,000 ongoing; 0.5 FTE) to provide a quicker response to devices that cause disruptions,
and improve the level of accountability for the vendors. It also was meant to install and maintain
improved Downtown scooter parking options.
7
Policy Question: Would the Council like to request information on the progress
of this work?
4.FOF Transit Funding. FY27 funding for the two FOF transit programs is proposed to remain
the same as in FY26 (see chart below). The five FOF-supported FTEs in the Transportation
Division and the Planning Division would receive slight increases, while the support for two
Transportation Engineers would drop slightly. (Council staff note: The On-Demand Ride Services
and transfer to UTA for Key Bus Routes appear in the “Non-Departmental” budget, not CAN.)
Proposed FOF Support for CAN Transportation and Transit Programs
FY25
Actual
FY26
Adopted
FY27
MRB
3 Transit Planners $375,598 $364,310 $395,993
2 Planners (Planning Division) $299,096 $288,759 $299,467
2 Transportation Engineers $383,145 $368,712 $359,691
Transit Key Routes $6,462,408 $6,500,000 $6,500,000
On-Demand Ride Services $3,407,170 $3,432,000 $3,432,000
Branding and Outreach $100,000 $100,000 $50,000
Total $11,027,417 $11,053,781 $11,037,151
5.Transportation and Engineering CIP. The FY27 projects in the Mayor’s proposed Capital
Improvement Program Budget (CIP) would total $17.3 million. The proposed uses are Street
Reconstruction, Traffic Signal Replacements and Upgrades, Street Overlay, Vision Zero Corridors
& Safety Improvements, and Urban Trails. Projects funded include the 1700 South Neighborhood
Byway Crossing, and Rose Park Safe Routes to School Crossing Safety Improvements. More
information will be available on these projects during the upcoming CIP discussions.
Engineering ($5,380,507; 37 FTEs). The Engineering Division reports that it has increased its capacity
to perform in-house design and public engagement now that more complex projects that previously
required consultant support have been completed. Reconstruction and overlays of local streets are less
costly than major arterial and collector projects that include extensive complete streets elements. In
collaboration with Transportation, the focus over the next several years will shift to design and
construction on local streets, as details of HB 242 from the 2026 legislative session are finalized based on
a tiered roadway classification system. The Division will also coordinate with and combine multiple
separate projects in the public way from multiple departments into a single project under
one contractor to realize cost savings through economies of scale. Because recent State legislation is
requiring more robust public engagement, particularly for lower-tier roadways when design and
construction projects are undertaken, they also are planning to incorporate these requirements into
existing staff and budget resources.
8
Youth and Family Division ($3,932,240; 22 FTEs). The MRB proposes a 19.2% increase for the
Youth and Family Division’s budget to help offset the expiration of several Federal grants which have
traditionally helped fund summer and after-school activities for school-age children, and which are no
longer available. The source of the funding increase is $800,000 in proposed one-time funding to allow
most programs to continue while staff researches alternative funding models to stabilize Youth & Family
programming. The Division’s FY27 goal is to maintain program and enrollment capacity for seven
YouthCity K-6 afterschool and summer programs, and three middle school programs. Still, even with this
$800,000, the Fairpark Family Learning Center and community computer lab will close, and all adult
learning programming will be relocated to the Sorenson Unity Center in the Glendale neighborhood. This
will require some families to travel further for access to these services.
Policy Question: The Youth and Family Division recently completed a three-year
strategic plan, partnering with a national consulting firm with local expertise. Would
the Council like to request a work session briefing on the results of this planning
process after the FY27 budget process is complete?
Building Services Division ($9,061,859; 65 FTEs). The Building Services Division has both the largest
annual budget and the largest number of FTEs in CAN. It is home to the Building Permits, Inspections,
and Civil Enforcement teams. The Division’s goals are to continue to improve the development review and
inspection process, and to optimize and enforce zoning requirements throughout the City. The monthly
newsletter contains a variety of measures of the work of these teams, including the numbers of building
permit applications received and issued, the value of these permits, the number of open enforcement
cases (including for boarded buildings), and the number of inspections scheduled. Efficiency gains are
being achieved through process improvements and revisions to the development permitting and
inspection processes, and working with the Planning Division and IMS to evaluate ways to improve our
electronic permitting, reporting, and inspection.
Planning Division ($6,097,498; 42 FTEs). The Division works on the goals of the City’s general plan,
while reducing zoning barriers to achieving those goals. This work is done in tandem with land use
application processing. To control cost increases this year, Planning will shift several of the processes it
typical outsources to consultants to in-house staff. This includes: updating community plans and
conducting historic preservation work. At the same time, the Division is working with the Building
Services Division and IMS to evaluate ways to improve our electronic permitting, reporting, and
inspection processes.
SALT LAKE CITY COMMUNITY
& NEIGHBORHOODS BUDGET 26-27
Providing a Unified and Cohesive budget overview from
each department and fund
Introduction
Our mission: The Department of Community and
Neighborhoods invests in the people, places, and connections
that make Salt Lake City thrive by promoting housing
opportunities, improving transportation, supporting families,
ensuring building safety, and advancing the public arts that
bring our neighborhoods to life.
Department Budget FY 26 -27
Accomplishments (REQUIRED)
•Completed $89 million Funding our Future Bond
o 122 miles of street reconstruction projects
o 310 lane miles of pavement resurfacing
o 60 miles of sidewalk, curb and gutter rebuilt
o Added over 2,700 new trees and plants
•Created building inspection efficiencies and are current on rental unit inspections
•Successfully navigating the requirements of the transportation bills SB 195 (2025) SB 242 (2026)
•Continuing to implement Thriving in Place. For example, the Tenant Resource Center worked
with over 2,200 individuals since the program began in 2024
•Continuing to provide high-q uality summer and afterschool programming to kids and teens
despite the loss of federal grant funding
•
Found Efficiencies (REQUIRED)
Department Budget FY 26 -27
•Implemented the Commercial and Mixed -Use Zoning District Consolidation to
reduce staff resources necessaryto administer the codes, created efficiencies for
developers and property owners
•Transferred the Advantage Services contract to Public Services to centralize
c leaning efforts and to provide for staffing and funding efficiencies
•Engineering rejoined CAN to be co -lo cated with Transportation which improved
coordination and created economies of scale
•Coordinated with Public Services to optimize administrative building space and
t he reuse of the Leonardo
•Youth and Family has reduced budget expenditures by optimizing the purchase
a nd use of supplies, and by optimizing the delivery of programs
•Evaluated contracts and staffing capacity to shift consultant work in -ho use
CAN Overview
Department Budget FY 26 -27
Current Change Total
New Revenue $177,000 $177,000
Nondepartmental $15,078,648 -$1,051,000 $14,027,648
CAN Personnel $33,503,349 -$138,017 $33,365,332
CAN Operating $7,916,504 $125,709 $8,042,213
Total $56,498,501
FTEs: 244 / PTE: ~60
$
FTE: 244 / PTE: ~60
$55,435,193
FTE: 244 / PTE: ~60
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
1
New Revenue – Green Vehicle Program:
Eliminate the Green Vehicle Program, which currently provides free parking for
electric vehicles. There are ~2,600 active green vehicle passes that would need
to expire or be revoked. Repeal of City Code 12.56.205 would be required.
$177,000 Ongoing
2
Access and Belonging:
$23,300 - Transfer of existing budget from the Mayor’s Office to CAN for the
Access and Belonging program.
$9,000 – Transfer of existing budget from Nondepartmental to CAN for the
Fingerprinting Know Your Neighbor Program.
$32,300 Ongoing
3
Police Department Lease Contractual Increases:
Leases are contractually increasing from $1,160,000 to $1,220,000 for the Crime
Lab, CCC, and two Police Department substations, (Regent Street and North
Temple).
$60,000 Ongoing
Request Details
Department Budget FY 26 -27
Insights Description, Justification, &
Anticipated Benefits
Cost
FTEs/PTEs
Ongoing or
One -Time
4
VOA and Shelter the Homeless:
$250,000 - VOA Homeless Outreach Team provides street outreach, helping
unsheltered individuals move into stable housing.
$80,000 – STH Homeless Resource Center Liaison that coordinates between
stakeholders reducing conflicts and improving coordination. It has strengthened
community engagement and is planned for citywide expansion.
$330,000 Ongoing
5 Youth and Family Programming:
This funding will allow Youth and Family to maintain most current
programming following the loss of several major funding sources.
$800,000 One -Time
Reduction Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One -Time
1
Nondepartmental - Vacant Building Maintenance:
One Time reduction in funding for vacant building maintenance. Necessary
maintenance for FY27 will be funded through CIP using the Surplus Property
account.
($700,000)Ongoing
2
Nondepartmental – Transit Outreach, Education,Marketing:
Cut funding that supports promotion of our frequent transit network investments.
Materials produced in FY 26 could be reused in FY 27 lieu of developing new
materials. This would leave $50,000 available in FY27 for outreach. CAN is
proposing to expand the use of this funding to include outreach and engagement
for CIP construction projects to help cover the proposed cut for Engineering's
Public Outreach Consultant.
(50,000)Ongoing
3
Nondepartmental – HIVE Pass Program:
Eliminate the HIVE Pass Program, discounted transit passes, and continue to focus
efforts on transit passes provided through the School District (to school kids and
guardians) and through service providers that work with homeless and low-
income populations.
($236,000)Ongoing
Reduction Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One -Time
4
Nondepartmental – Arts Council Contract:
This would reduce the amount allocated for Arts Council events and programming
from $1,025,000 to $900,000. Events and programs that could be impacted
could include Busker Festival,Jordan River Acoustic Music Strolls,Mondays in the
Park, and Springboard for the Arts Professional Development, grants, or others. If
historical process is followed, the specific programs to be cut would be decided by
the Arts Council Foundation Board through the adoption of its budget.
($125,000)Ongoing
5
Planning – Historic Preservation Consultant:
Cut funding to update historic survey records for local historic districts. This
funding has been utilized to ensure compliance with National Park Service
requirements and maintain accurate records for administration of the Historic
Preservation Program and related zoning ordinances. These duties will be shifted
to internal staff.
($50,000)Ongoing
6
Engineering – Public Outreach Consultant:
The budget eliminates funding for a consultant contract for public outreach.
Instead, this service is proposed to be funded directly through individual CIP
project budgets.
($50,000)Ongoing
Reduction Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One -Time
7 Housing – Fix the Bricks Match:
The City is no longer receiving Fix the Bricks funding through FEMA; therefore, the
required match is no longer needed.
($84,000)Ongoing
8 Housing – Neighborly Software:
The annual program cost is $90K. Staff anticipate that approximately 2/3’s of the
cost could be shifted to grants and other federal funding sources.
($60,000)Ongoing
9
Housing – FOF Contract:
The Tenant Resource/Navigation Center is currently offered by the Community
Development Corporation of Utah (CDCU), and CDCU was just awarded Funding
Our Future funds by the Council through the competitive application process to
operate the program through FY 27. As such, this direct allocation for the program
is unnecessary.
($92,000)Ongoing
Reduction Details
Department Budget FY 26 -27
Insights Description & Anticipated Impact of
Service Reduction
Reduced Cost
FTEs/PTEs
Ongoing or
One -Time
10
Homeless Contracts:
•$32,601 reduction for portable toilet rentals (eliminate funding)
•$12,100 increase for Advantage Services – A Place for Your Stuff (from $85,000
to $97,010).
($20,591)Ongoing
11
Transportation FTE (Vacant):
Transportation recently created a vacancy through an internal promotion and
restructuring of job duties. This will allow a vacant Engineering VII position to be
held vacant for the entire year, and potentially eliminated if the restructuring of
duties proves to be successful.
(185,000)One -Time
12
CAN Department – Attrition Savings Pool:
The CAN Department will manage attrition department-wide by holding vacant
positions for approximately four to five months prior to rehiring, with the target of
achieving $703K in payroll savings.
($702,921)One -Time
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
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY27
TO:City Council Members
FROM: Sylvia Richards, Public Policy Analyst
DATE: June 14, 2026
RE:Fiscal Year 2026-27 Budget:
Arts Council Division and Foundation Budget
Budget Book Page References: 62, 131, 180, 178, 279, 297
ISSUE 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 1.0 2.0
Seasonal 30-35
Festivals, performing arts support,
community events
As part of last year’s budget adoption, the Council adopted a legislative intent to review funding, programming,
and priorities of the Arts Council work. Over the year, the Arts Council, CAN, and Mayor’s office provided
additional information in small group meetings and via an April 29, 2026 transmittal for the Council’s review.
As the Council reviews the current proposed budget and recent transmittal on public art projects, the Council
may identify goals for the coming year.
The proposed FY27 Arts Council budget is $1,275,844, which is a reduction of $79,863 or 5.8% as
compared to FY26.
Project Timeline:
Briefing: June 14, 2026
Budget Hearings: May 20 & June 3, 2025
Action: TBD
Potential Action: June 10 or 12, 2025
2
The transfers from Non-Departmental for:
$900,000 which is a decrease of $125,000 or 12.2% from FY26 related to the cost reductions proposed
in the Mayor’s Budget.
$250,000 for the Cultural Core “The Blocks” program, a contract managed by the Arts Council based on
the city’s contract with the county. An additional amount of $100,000 was added to supplement the
budget by the City during FY25-26 Budget Amendment Number Four. It should be noted that the
annual contract amount for Cultural Core is currently $300,000. In Fy26, base budget is $250,000 and
the additional $50,000 needed to fully fund the contract will be covered by the supplemental request
from the budget amendment. $50,000 will be used in FY26 and the remainder will be used in FY27 so
that each year is fully funded.
As directed by the Mayor’s Office to reduce CAN’s budget by 5%, a cut was made equitably across the divisions.
For the Arts Council they took a 5% cut from the total annual "in kind" donated to the Foundation, which
includes salaries/personnel and the Non-departmental contribution of $125,000, which is approximately 5% of
that total.
As a result of the proposed budget decrease of approximately $200,000, the Arts Council indicates it may have
to decrease or cancel some smaller events, such as the Busker Festival, Jordan River Acoustic Music Strolls, or
Mondays in the Park, or funding which supplements public art and community outreach. In response to asking
what criterion will be used to determine how many and/or which events may be cancelled, the Administration
offered the following suggestions:
Preserving programs with high impact of artists/public served
Maintaining diversity of programming to preserve grant funders
Preserving revenue generating programs
Recommendation from Board of Directors based on Strategic Plan
Considering eliminating programs with escalating costs in future
Considering other service providers with similar offerings external to City
POLICY QUESTIONS/GOALS FOR THE UPCOMING YEAR
1. During small group meetings, Council Member questions and feedback touched on a number of Arts
Council programs and initiatives. (See Background Information for a summary of the meetings.) The
Arts Council staff has taken steps to incorporate that feedback into their project priorities. The Council
may wish to review the budget and attached public art overview transmittal and consider sharing new
goals or feedback for any changes to programming.
a. Given the proposed budget, the Council may ask about any obstacles to shifting funding from
existing programs.
b. In previous conversations, the Council has emphasized the importance of mural projects as a
meaningful public art component. The Council may ask about the number of murals that will be
completed in the current year and next fiscal year. The Council may also give any goals for number or
placement of new murals so that the Arts Council has specific targets to work toward.
c. Depending on the Council’s goals, what could the impacts be to other fundraising and grant revenue the
Arts Council uses?
d. The Council may share direct feedback for projects in the coming year so that the Arts Council can
incorporate that into their work and plans. If there is more direction about shifting priorities over the
coming years, that would also be helpful to establish and discuss.
(For any requests or goals for the upcoming year, the Council may wish to take a straw poll so that there
is clear direction, and/or direct staff to include specific motion language for budget adoption.)
3
BACKGROUND INFORMATION
Council Members provided the following feedback to the Administration:
More visible public art – what would it mean to the budget to shift resources to more public art?
Murals – interested to hear more about the Arts Council role in mural projects – what is
the right number per year?
Opportunities to work collaborate with local artists and perhaps public-private
partnerships for placement of art.
Sources of funding and limitations to funding availability that hinders the number of
projects.
o Policy updates – for requests the Arts Council receives from other City Departments or outside
entities, what are the funding and timeline obstacles to that work – Budget allocations? Process?
Procurement?
o Coordination – during small group meetings, there were some opportunities for increased
coordination and information sharing
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 2027, the Mayor’s Recommended Budget
reduces the contribution from $1,025,000 to $900,000 which is a decrease of $125,000 or 12.2% from FY26
related to the cost reductions proposed in the Mayor’s Budget. (Non-Departmental 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 30 to 35
seasonal employees who are hired by the Foundation for festivals and community-based programs. All
Foundation positions are dependent on fundraising efforts and are not supported by the Non-Departmental City
contract.
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’ which is active through July 2027. For fiscal year 2027, the budget for
The Blocks budget is proposed to be $250,000 and is a separate line item in the Non-Departmental budget. See
above for additional $50,000 for contract total of $300,000 for FY27.
Cost -Saving Measures
The Arts Council secures corporate and foundation funding that covers 30% or more of its annual programming
budget, and in FY25 and FY26, from 55-65% of the total budget, which reduces reliance on taxpayer dollars. This
year, staff responsibilities were restructured to include marketing, avoiding additional outsourcing costs. The
Arts Council also strengthened collaboration with CAN communications and outreach staff to maximize
resources and meet outreach needs without increasing costs.
The Administration indicates the Arts Council is facing significant funding uncertainty at the state, federal, and
county levels. State of Utah is anticipating a 30% reduction in General Operating Support Grants, resulting in an
estimated $14,000 decrease to the Arts Council’s FY27 grant. As Salt Lake City’s certified Local Arts Agency
(LAA), the Arts Council must continue providing diverse, multidisciplinary programming to maintain its LAA
designation and remain competitive for external funding. Federal support also remains uncertain as President
Trump proposed eliminating the National Endowment for the Arts, though bipartisan support offers some
optimism; recent NEA grants for Living Traditions have ranged from $20,000–$45,000. In addition, Salt Lake
County Zoo Arts and Parks (ZAP) funding depends on maintaining broad programming, free services, and
qualifying operational expenditures, placing future Tier 1 funding at risk if programming scope or eligible
spending declines
4
Performance Measures
The Administration provided the chart below detailing their performance measures, including target goals.
4
5
ATTACHMENTS
Note 1: City salaries , operations, and Non-Departmental investments are included as income
on lines 9-11 of page 1.
Note 2: Cultural Core budget is not included in this budget per recommendation from Finance
Department.
1
2
3
4
42
F G H I J K L M N O P Q R S T
FY26 Amendment 2 Approved
FISCAL YEAR 2025-2026
Art Barn Busker
City Arts
Grants
General &
Administration Mondays LTFestival Outreach Public Art
Visual Arts
Program Wake the GSL Twilight TOTAL
Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget
Ordinary Income/Expense
Income
REVENUE
CITY
In-Kind SLC Dept Operations (Charges & Serivces, Operations & Maintenance etc. 53,805.00 14,000.00 67,805.00
In-Kind SLC Dept Personnel 49,686.02 16,043.61 135,817.83 273,089.58 22,754.79 145,347.47 186,660.53 258,711.70 129,321.12 42,250.00 47,104.36 1,306,787.00
SLC Nondepartmental 12,500.00 60,000.00 500,000.00 26,192.00 284,916.00 5,000.00 5,000.00 26,392.00 105,000.00 1,025,000.00
Total CITY 62,186.02 76,043.61 635,817.83 326,894.58 48,946.79 430,263.47 191,660.53 277,711.70 155,713.12 42,250.00 152,104.36 2,399,592.00
CONTRIBUTIONS -
Corporate 87,850.00 2,000.00 3,000.00 5,000.00 5,000.00 102,850.00
Foundations 40,500.00 5,000.00 30,000.00 75,500.00
In-Kind 10,000.00 140,000.00 65,000.00 215,000.00
Contribution from Fund Balance - - - - - 945,571.00 - 945,571.00
Individuals 8,000.00 3,500.00 11,500.00
Total CONTRIBUTIONS - - - - 10,000.00 276,350.00 - 7,000.00 3,000.00 1,045,571.00 8,500.00 1,350,421.00
EARNED INCOME -
Beverage Sales -
Alcohol 35,000.00 35,000.00
Non Alcohol -
Total Beverage Sales - - - - - 35,000.00 - - - - - 35,000.00
Commissions 17,000.00 17,000.00
Rental Fees 3,500.00 3,500.00
Ticket Fees 15,000.00 15,000.00
Ticket Sales 30,000.00 30,000.00
Vendor Fees 14,000.00 14,000.00
Total EARNED INCOME 3,500.00 - - - - 49,000.00 - - 17,000.00 - 45,000.00 114,500.00
GOVERNMENT GRANTS -
County 4,080.88 6,695.12 6,705.00 98,327.00 1,254.00 77,904.00 250.00 2,650.00 3,070.00 14,064.00 215,000.00
Federal 135,000.00 135,000.00
State 1,149.12 3,736.88 1,482.00 12,152.00 1,004.00 39,319.12 100.00 4,135.88 8,421.00 71,500.00
Total GOVERNMENT GRANTS 5,230.00 10,432.00 8,187.00 110,479.00 2,258.00 252,223.12 350.00 2,650.00 7,205.88 - 22,485.00 421,500.00
OTHER REVENUE -
Interest Income - 44,000.00 44,000.00
Miscellaneous Income 1,000.00 1,000.00 2,000.00
Total OTHER REVENUE - - - 44,000.00 - 1,000.00 1,000.00 - - - - 46,000.00
Total REVENUE 70,916.02 86,475.61 644,004.83 481,373.58 61,204.79 1,008,836.59 193,010.53 287,361.70 182,919.00 1,087,821.00 228,089.36 4,332,013.00
-
Art Barn
Busker / Brown
Bag
City Arts
Grants
General &
Administration Mondays LTFestival Outreach Public Art
Visual Arts
Program Wake the GSL Twilight -
43
F G H I J K L M N O P Q R S T
Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget -
EXPENSES -
General & Adminstrative -
Bank Fees 700.00 60.00 760.00
Benefits 560.00 - 1,200.00 150.00 1,910.00
Conference Fees 500.00 500.00
Contracted Services 6,200.00 70,000.00 42,000.00 60,500.00 1,500.00 21,000.00 3,950.00 865,119.00 180,000.00 1,250,269.00
Credit Card Fees 2,000.00 2,000.00
Dues/Subscriptions/Publications 14,800.00 300.00 15,100.00
Employee Screenings 500.00 500.00
General Insurance 7,200.00 3,500.00 10,700.00
In-Kind SLC Dept Operations (Charges & Serivces, Operations & Maintenance etc. 53,805.00 53,805.00
In-Kind SLC Dept Personnel 49,686.02 16,043.61 135,817.83 273,089.58 22,754.79 145,347.47 186,660.53 258,711.70 129,321.12 42,250.00 47,104.36 1,306,787.00
Parking/Mileage 100.00 1,500.00 100.00 1,700.00
Travel 1,000.00 4,881.00 5,881.00
Utilities 8,000.00 8,000.00
Total General & Adminstrative 63,886.02 86,043.61 135,817.83 395,254.58 22,754.79 213,047.47 188,160.53 279,711.70 133,571.12 912,460.00 227,204.36 2,657,912.00
Program Expenses -
Advertising & Publicity 250.00 250.00 38,500.00 1,750.00 1,750.00 2,650.00 42,933.00 88,083.00
Artist Commissions 13,250.00 13,250.00
Beverages Purchased -
Alcohol 8,000.00 8,000.00
Non Alcohol 5,500.00 5,500.00
Total Beverages Purchased - - - - - 13,500.00 - - - - - 13,500.00
Equipment Rental 15,500.00 165,000.00 180,500.00
Food & Beverage 350.00 3,400.00 5,000.00 500.00 500.00 300.00 10,050.00
Grant Expense -
Artist in the Classroom 21,000.00 21,000.00
General Support 333,000.00 333,000.00
Project Support Round 1 73,000.00 73,000.00
Project Support Round 2 73,000.00 73,000.00
Wake Grants -
NEA Grant Funds -
Total Grant Expense - - 500,000.00 - - - - - - - - 500,000.00
Graphics/Design Work 400.00 9,000.00 9,400.00
Honoraria & Artist Fees 1,350.00 9,000.00 170,970.00 1,100.00 4,000.00 7,900.00 3,500.00 197,820.00
In-Kind Goods & Services 10,000.00 140,000.00 65,000.00 215,000.00
Mailing 700.00 700.00
Merchandise Purchase 3,600.00 3,600.00
Miscellaneous Charge 1,000.00 38,211.00 39,211.00
Payroll Taxes -
Federal Unemployment Tax -
FICA -
Payroll Taxes - Other 80.00 32.00 3,224.00 200.00 8,250.00 428.00 852.00 80.00 13,146.00
Total Payroll Taxes 80.00 32.00 - 3,224.00 200.00 8,250.00 - - 428.00 852.00 80.00 13,146.00
Permits & Licenses 16,030.00 8,000.00 24,030.00
Postage 200.00 2,200.00 2,400.00
90
91
92
93
94
95
96
979899100
101
102
103
104
ABCDE F G H I J K L M N O P Q R S T
Printing 1,000.00 400.00 17,750.00 500.00 1,000.00 4,500.00 25,150.00
Salaries & Wages 1,000.00 400.00 42,000.00 2,500.00 102,980.00 5,350.00 10,650.00 805.00 165,685.00
Security 1,250.00 - 55,000.00 56,250.00
Supplies 4,700.00 6,237.00 3,000.00 200.00 17,150.00 1,000.00 400.00 1,500.00 6,215.00 40,402.00
Unemployment 5,000.00 5,000.00
Total Program Expenses 7,030.00 432.00 508,187.00 58,824.00 38,450.00 762,730.00 4,850.00 7,650.00 38,778.00 175,361.00 885.00 1,603,177.00
Total EXPENSES 70,916.02 86,475.61 644,004.83 454,078.58 61,204.79 975,777.47 193,010.53 287,361.70 172,349.12 1,087,821.00 228,089.36 4,261,089.00
Net Income - - - 27,295.00 - 33,059.12 - - 10,569.88 - - 70,924.00
NOTES:
1. CIP & Cultural Core funds are not included in this budget due to direction from SLC Finance Department.
2. This budget is the Salt Lake Art Council Foundation Budget. City salaries, operations, and nondeparmental investments are included as income on lines 9-11.
3. Cell T17 is restricted fund balance from the grant funding for the Bloomberg Philanthropies project, Wake the Great Salt Lake.
SALT LAKE CITY TRANSMITTAL
To:
Salt Lake City Council Chair
Submission Date:
04/24/2026
Date Sent to Council:
04/29/2026
From:
Department *
Community and Neighborhood
Employee Name:
Baca, Felicia
E-mail
felicia.baca@slc.gov
Department Director Signature
Director Signed Date
04/27/2026
Chief Administrator Officer's Signature
Chief Administrator Officer's Signed Date
04/29/2026
Subject:
Salt Lake City Arts Council Public Art Overview
Additional Staff Contact:Presenters/Staff Table
Tammy Hunsaker and/or Mike AkerlowRenato Olmedo-Gonzalez
Document Type
Information Item
Budget Impact?
Yes
No
Recommendation:
NA
Background/Discussion
See first attachment for Background/Discussion
Public Hearing
Is there a City or State statutory requirement to hold a public hearing for this item?*
Yes
No
The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement.
Does the City have a general practice to hold a public hearing for this item?*
Yes
No
Public Process
NA
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 145460, SALT LAKE CITY, UTAH 84114-5460 TEL 801.535.6230
CITY COUNCIL TRANSMITTAL
Jill Remington Love, Chief Administrative Officer Date Received: _____________________
Date sent to Council: __________________
TO: Salt Lake City Council DATE: April 24, 2026
Alejandro Puy, Chair
FROM: Tammy Hunsaker, Director, Department of Community and Neighborhoods
SUBJECT: Salt Lake City Arts Council Public Art Overview
STAFF CONTACTS:
Felicia Baca, Executive Director, Salt Lake City Arts Council
Felicia.baca@slc.gov | 385-256-5588
DOCUMENT TYPE: Informational BUDGET IMPACT: N/A
RECOMMENDATION: N/A COORDINATION: N/A
The Salt Lake City Arts Council is pleased to present an overview of the Public Art Program &
related statistics and funding on public art in Salt Lake City. Small group meetings with the Arts
Council on this topic began in February of 2025 and was followed by a legislative intent in May
2025, and ongoing interest from the City Council in supporting the expansion of public art. We
have successfully advanced a range of initiatives, including a significant increase in public art,
enhanced coordination with other City departments to deliver more impactful projects, and the
efficient implementation of new work throughout 2025 and 2026. The attached materials include
the following:
• Public Art Funding – 10 Year View
• Funding Sources Explanation 2026
• Murals: Cities Comparison and Contractors Packet
• Public Art Budget Scale Examples April 2026
• Salt Lake City Public Art Maps Data
• Love Your Block Murals (2021-2026)
• Arts Council Interdepartmental Requests and Collaborations
• Grants to Nonprofits from Salt Lake City Arts Council
• Suggestions for City Council Involvement & Public Art Funding Streams
This page has intentionally been left blank
Salt Lake City Arts Council
Public Art Review Packet
Table of Contents
Public Art Funding – 10 Year View ................................................................................................................ 2
Funding Sources Explanation 2026 ............................................................................................................... 4
Murals: Cities Comparison and Contractors Packet ..................................................................................... 8
Public Art Budget Scale Examples April 2026 ..............................................................................................36
Salt Lake City Public Art Maps Data .............................................................................................................38
Love Your Block Murals (2021-2026) ...........................................................................................................43
Arts Council Interdepartmental Requests and Collaborations ....................................................................66
Grants to Nonprofits from Salt Lake City Arts Council .................................................................................69
Suggestions for City Council Involvement & Public Art Funding Streams ....................................................71
Public Art Funding – 10 Year View
$500,000
$1,000,000
$1,500,000
$2,000,000
2026202520242023202220212020201920182017
Total Funding by Project Launch Year
Funding by Source by Project Launch Year
OUTLIER
Pages of Salt (2018)
Intergovernmental Partnership
$2,000,000
OUTLIER
Wake the Great Salt Lake (2024)
Public-Private Partnership
$1,400,000
OUTLIER
Pages of Salt (2018)
$2,000,000
OUTLIER
Wake the Great Salt Lake (2024)
$1,400,000
Public Art Funding
10-Year View
2017 $229,000
2018 $383,740
2019 $255,060
2020 $433,500
2021 $154,000
2022 $360,317
2023 $1,295,975
2024 $1,526,630
2025 $937,760
2026 $909,750
$500,000
$1,000,000
$1,500,000
$2,000,000 Maintenance
Other
Enterprise
CRA
CIP Other
CIP Percent-for-Art
2026202520242023202220212020201920182017
Funding Sources Explanation 2026
Salt Lake City Arts Council: Funding Decisions and Their Systemwide Impacts
Purpose:
• Respond to a recent suggestion by Council to reallocate non-departmental funds
from performing arts and other Arts Council programming to public art
• Explain the fiscal importance of maintaining a diverse portfolio of programming for
Salt Lake City residents
• Clarify how funding decisions affect the Salt Lake City Arts Council’s ability to
secure external support
The Arts Council intentionally cultivates a diverse portfolio of funding sources to provide
value to the taxpayers of Salt Lake City—including government support, foundation grants,
corporate sponsorships, earned income, and in-kind contributions—to ensure long-term
sustainability and flexibility in its programming.
As a governmental non-profit, the primary source of funding is Salt Lake City which
provides full-time staffing and benefits as well as significant non-departmental
programmatic operating funds. The Salt Lake Arts Council Foundation 501(c)(3) raises a
funding match that is on average thirty percent, and at times up to one hundred percent of
the programming dollars contributed in the non-departmental agreement with Salt Lake
City. This is an excellent return on the investment to residents and taxpayers.
The Salt Lake City Arts Council is THE sole designated Local Arts Agency (designation by
the State Utah division of Arts and Museums) and funding for Salt Lake City Arts Council
requires a diverse ecosystem of public and private dollars. These dollars are attached to a
diversity of programming and community members served-including performing arts,
literary arts, granting to Salt Lake based arts organizations, visual arts, and community
engagement programs.
IMPACT:
• A shift away from programming would:
o Reduce alignment with the priorities of County, State of Utah, foundation,
and corporate funders
o Limit or potentially eliminate eligibility for certain grants and sponsorships
o Impact the Arts Council’s ability to competitively apply for external funding
• Many external funding sources are:
o Program-specific and tied to defined community benefits
o Dependent on maintaining a balanced mix of services and offerings
• Loss of alignment could:
o Result in decreased funding from multiple sources
o Diminish overall resources available to serve Salt Lake City residents
OTHER PRIMARY FUNDING SOURCES:
Salt Lake County Zoo Arts & Parks
These County funds may not be used for capital projects, including public art. This is a
formula-based grant to the 22 largest arts organizations in Salt Lake County; the formula is
based on qualifying expenditures, and a robust narrative application provide the
description of the services of Salt Lake City Arts Council. Furthermore, existing Public Art
expenditures are not included in the formula for Zoo, Arts & Parks qualified expenditures.
Therefore, all other types of programming, visual, performing, literary etc. are what
generate the ability to garner this second largest source of funding for the Arts Council.
Should this shift occur, we would drop out of TIER I funding which the 22 organizations are
grandfathered into.
Grant Award
FY24 $175,804
FY25 $200,818
FY26 $229,981
Utah Arts & Museums (State of Utah)
State funds may not be used for capital projects, or permanent public art. This is a
competitive grant that can be used for general operating expenses. The grant application
focuses on the diversity of artistic services to Salt Lake City residents such as the Living
Traditions Festival, Twilight Concert Series, and the Finch Lane Gallery, among other
programs. These grant funds must be matched by other funding sources, including
foundation and corporate gifts.
Grant Award
FY24 $56,000
FY25 $71,040 (General Operating Support Grant, includes $10,000 Living Traditions One-
time Support)
FY26 $71,500 (General Operating Support Grant, includes $25,000 Living Traditions One-
time Support)
Contributions (Foundations, Corporations, In-Kind, Individual)
These funders specifically provide financial resources for the Living Traditions Festival,
Twilight Concert Series, Finch Lane Gallery, and the Wake the Great Salt Lake Project, with
major funding from Bloomberg Philanthropies. Historically, these grants, and gifts have not
funded any public art or capital construction.
FY24 $208,392
FY25 $423,957
FY26 $1,350,421
Earned Income
FY24 $156,288
FY25 $119,210
FY26 $160,500
Murals: Cities Comparison and Contractors Packet
1/13/26
Dear Lehua,
We are pleased to respond to the City Council’s interest in creating more murals and
public art throughout Salt Lake City. We share this goal and appreciate the opportunity
to highlight recent work as well as to share findings that can help guide future efforts.
We are grateful for the City’s ongoing support across departments, from Public Lands, to
Transportation, to the Community Reinvestment Agency (CRA), the Mayor’s Office and
the City Council. This collaboration has been critical to our success. Thanks to the
encouragement of the City Council, the Salt Lake City Arts Council has engaged in
some of the research and bids that are of interest to Council. Please see the attached
Executive Summary.
We are proud to highlight that the Arts Council created or partnered to produce more
than 25 murals last year, which is more than twice the average number of murals
created in any of the neighboring cities (see attached Allen Arts report). We are looking
forward to new murals in the North Temple area this summer, on the MESH building in
Japantown, and funding additional murals through our project grants. Beyond murals,
we continue to pursue a broader vision for public art. We currently have more than eight
capital projects in process. A specific example is in Sugar House, where artist(s) will
create multiple artworks for McClelland Street and Fairmont Park, intentionally
prioritizing Utah-based applicants. We remain thoughtful and strategic about balancing
local and national artist opportunities to achieve the strongest results for each project.
Salt Lake City Arts Council is seen as a beacon among Local Arts Agencies in the state.
Thank you for your continued support and commitment to public art in Salt Lake City.
We look forward to continued collaboration.
Sincerely,
Felicia Baca, Director
Salt Lake City Arts Council
Executive Summary
Salt Lake City serves as Utah’s metropolitan hub and Capital City, and with that role
comes the responsibility to model best practices in cultivating accessible, high-quality
public art experiences throughout the City. Recent initiatives demonstrate the City’s
ability to deliver impactful creative placemaking.
To better understand approaches and opportunities, we engaged local mural expert,
Lesly Allen, who built the successful South Salt Lake Mural Program for the South Salt
Lake Arts Council. The mural program was created because South Salt Lake is rich in
industrial buildings which are particularly good to showcase murals. Lesly, now a full-
time art consultant, supports muralists and cities seeking to expand their public art
portfolios. Her review of mural programs in neighboring jurisdictions offers a valuable
insight into successful practices and areas where Salt Lake City can strengthen its own
approach.
In addition to local expertise, national models offer scalable options for future growth of
the Salt Lake mural collection. The Arts Council recently met with The Mural People—
an organization that has successfully produced coordinated mural events across the
country. Their model typically yields approximately 10 murals in a defined community—
utilizing both public and private sites—paired with robust marketing to elevate visibility
and impact of the program with a cost of approximately $180,000. Engaging a partner
with this level of experience may help Salt Lake City expand its mural production
efficiently while maintaining high artistic and operational standards.
Attached, please find the full report from Lesly Allen and the PowerPoint highlights
from The Mural People presentation. Salt Lake City Arts Council, in coordination with
the CRA and ten (10) private business owners, recently completed murals on each of
those business walls in District 5. This was a great success and we look forward to
more partnerships and proud placemaking in Salt Lake.
Metropolitan
Corridor
Mural Programs
Overview
Allen Arts Management &
Consulting
Programs Included:
•Midvale Muros on
Main
•South Salt Lake
Mural Fest
•Provo Monthly Mural
Program
With additional info on:
•Ogden Arts Council
•Springville Museum
of Art
Allen Arts Management & Consulting-2025 1
South Salt Lake
Mural Fest
Mission/Goals A Creative Placemaking strategy part of SSL Arts District Plan
for revitalization, beautification, community engagement.
10 murals a year for 10 years.2018 to present
Yearly Goal: 10 murals
Funding South Salt Lake Arts Council Public Art budget, SSL RDA funding
and private foundation grants
Budget 2025 overall program budget - $230,000
Average artist stipend $6,000, Guest Artists stipends $8,000 -
$11,000, 2 projects on new development with owners
contributing an additional $15,000 -$23,000 to project costs
and artists’ fees
Program Covered
Costs
Accommodations and per diem for traveling artists, lift
equipment and UV/anti -graffiti coating
Total # Murals 79
Mural Size & Type Various, 440-7500 sq/ft. Permanent
Staffing/Oversight Outside consultant at 420 hours overseeing all artist curation
and project management. 4 full -time staff working 25 -75% of
time. 3 additional outside consultants for event execution.
Artist Selection Open Call for Artist. Initial screening of applications by Artist
Curator. Selection committee comprised of Arts Council Board,
City and RDA staff makes final selection. Invitation extended to
guest artists.
Timelines Call for Artists: 4 -5 weeks
Artist selection: 3 weeks
Design development: 2 -4 weeks
Installation: 5 -14 days
Total project: 6 -7 months
Event/Public
Gatherings
Mural Fest – one-time, free community event in May. 4 -8 PM,
Artist Panel Discussion, Artist/Owner Appreciation Dinner
Events budget - $31,000
Allen Arts Management & Consulting-2025 2
Midvale City
Muros on Main
Mission/Goals Historic Main Street revitalization and beautification. Quick
activation program for community engagement and increased
visitors. 10 murals a year. 2022 to present.
Yearly Goal: 10 murals
Funding Midvale RDA tax increment fund
Budget 2025 overall program budget - $115,000 (includes $20,000 for
outside consultants’ fee)
Artist stipends range from $3,00 -$4,500.
Program Covered
Costs
Wall priming, UV/anti -graffiti coating, per diem for traveling
artists, lift equipment
Total # Murals 44
Mural Size & Type Various, 300-2700 sq/ft. Permanent with exceptions for
redevelopment properties
Staffing/Oversight One full-time staff overseeing site selection, artists selection,
design approval, project management and community
engagement. Outside consultants brought on to assist with
artist management and event set -up/execution.
Artist Selection Open Call for Artist. Selection committee comprised of
community members, artists, City and RDA staff chooses
artists based on images alone.
Timelines Call for Artists – 1 month
Artist selection – 2 weeks
Design development – 2 weeks
Installation – 5-10 days
Total project – 4-5 months
Event/Public
Gatherings
Muros on Main – one-time, free community event in June. 4 -9
PM. Event budget - $10,000
Allen Arts Management & Consulting-2025 3
Provo
Monthly Mural Program
Mission/Goals A way to streamline process for murals in Downtown Provo.
New mural unveiled each month during Friday Art Stroll.
Activating Provo’s Downtown Historic District
Yearly Goal (past): 12 murals
Funding Downtown Provo budget – fundraising from local businesses
Budget $1,500 for each mural
Program Covered
Costs
No covered expenses. Artists responsible for all costs
Total # Murals 48
Mural Size & Type Various, 200 -2000 sq/ft. Permanent
Staffing/Oversight One full-time staff and one part-time staff
Artist Selection Artists selected from Downtown Provo’s Artist Pool in
partnership with property owner
Timelines Call for Artists: open application
Artist selection: ongoing
Design development: 1 -3 weeks
Installation: 2 -30 days
Total project: 2 -16 weeks
Event/Public
Gatherings
New mural unveiling each month during Friday Art Stroll event.
Minimal costs included marketing and staff expense. Each
venue was responsible for their own set -up and hospitality.
Allen Arts Management & Consulting-2025 4
Mural
Programs
Summary
South Salt
Lake
Mural Fest
Midvale
Muros on
Main
Provo
Monthly
Murals
Ogden
Public
Art
Springville
Art
Loops
Mission
Goals
Creative
Placemaking - 10
murals/year for 10
years.
2018 - present
Main Street
Revitalization. 10
murals a year.
2022 to present.
Downtown
revitalization and
community
engagement. One
mural a month.
2018-2022
No mural program
in place but murals
are part of Ogden’s
overall public art
efforts - ongoing
10 murals planned
in adopted Art
Loops Plan.
Currently in Phase
1
Yearly Goal 10 10 12 (past)1-2 TBD
Structure
SSL Arts Council –
501c3 & wholly
owned subsidiary
of SSL
Midvale RDA 501c6 Ogden Arts Council
501c3 and city
entity
Museum of Art
501c3
City entity
Type
Permanent Permanent
with exceptions for
redevelopment
Permanent Permanent Permanent
Population 26,516
3857 sq/mi
36,219
6092 sq/mi
115,479
2762 sq/mi
88,656
3170 sq/mi
36,027
2458 sq/mi
Budget
$230,000 $115,000 $1,500 per mural No Public Art line
item. Projects
completed as
funding accrues
Art Loops
Phase 1
$39,000
Stipends
$5,000-$6,500,
Guest artists
$8,000-$11,000
$3,000-$4,500 $1,500 2 large-scale
projects at $175K
and $220K
$5,000
Covered
Costs
Accommodations,
coatings, per diem,
lift equipment
Wall priming,
coatings, per diem,
lift equipment
Artist responsible
for all mural related
costs
Artist responsible
for all mural related
costs
Artist responsible
for all mural related
costs
Quantity 79 44 48 2 TBD
Size 440-7,500 sq/ft 300-2,700 sq/ft 200-2,000 sq/ft 1,800-10,000 sq/ft TBD
Staffing 4 FT + 4 outside
consultants
1 FT + 2 outside
consultants
1 FT + 1 PT 1 FT + 1 PT 2 FT
Timelines
Walls: ongoing
Open Call: 5 weeks
Selection: 3 weeks
Design: 2-4 weeks
Install: 5-14 days
Total: 6-7 months
Walls: ongoing
Open Call: 4 weeks
Selection: 2 weeks
Design: 2 weeks
Install: 5-10 days
Total: 3-4 months
Walls: ongoing
Call: ongoing
Selection: ongoing
Design: 1-3 weeks
Install: 2-30 days
Total: 2-16 weeks
Walls: ongoing
RFQ: 6 weeks
Selection: 1 month
Design: 2-5 months
Install: 1-6 weeks
Total: 6 months
Walls: ongoing
Call RFP: 2-3 weeks
Selection: 2 -4
months
Design: 4-8 weeks
Install: 4-12 weeks
Total: ongoing
Gatherings
Mural Fest artist
meet & greet
Saturday 4-8
Artist Panel evening
event week of
Mural Fest
One-time, free
Mural Fest artist
meet & greet
Saturday 4-9
Monthly Friday Art
Stroll
Ribbon Cutting
events for each of
the 2 large -scale
projects
Community events
planned as part of
Art Loops unveiling
Allen Arts Management & Consulting-2025 5
Questions to Consider
What is program goal? A high number of murals produced during a specific time
of year or fewer amounts created throughout the year?
Are murals in concentrated area or spread over municipality? Are they on private
or public property or both?
Do property owners contribute to the mural and if so, how much?
Will program be open to national and international artists or just local?
What is the desired level of community outreach and engagement in the design
and execution processes and how does this impact the final product?
What efforts are in place to ensure artists have a good experience and recognized
for giving back to community?
How do we provide opportunities for emerging artists while at the same time
satisfy property owners’ expectations for high -quality murals?
What is the policy on paying international artists if accepted?
What factors are considered when matching artists with property owners?
Will artists be chosen through an open call or by invitation or a combination?
Will artists be required to carry their own insurance policy or will they be covered
by the Program's/Municipality’s?
Allen Arts Management & Consulting-2025 7
Program Consistencies & Variances
Consistencies
•Public funds are allowed to
be used on private property
•Focus on exterior murals
•Murals are permanent
except for redevelopment,
change in ownership
•Mural Ordinances not in
place but murals must
comply with sign
ordinances; cannot contain
any logos or advertising
•Limited levels of community
engagement in design or
execution process
•No robust plan for mural
maintenance
•No permitting required
•Limited input from owners
on design
Variances
•Artist stipend amounts
•Overall budget amounts
•Funding sources
•Local vs international artists
•Staffing levels
•Artist selection – Jury or
Selection Committee vs
Director/Owner
•Call for Artists vs Artist Pool
•Community outreach
limited in festival programs.
More included in large-
scale, one-time projects
•Increased program budget
and artist stipends over the
years as opposed to
maintaining project budget.
•Program covered costs and
artist accommodations
Allen Arts Management & Consulting-2025 6
Best Practices
ARTISTS
•Artists should feel supported and valued and this should be reflected in stipends and
accommodations.
•Every artist is different. Taking time to understand their process and having clear
expectations in both directions will save time and create a smoother process.
•Diversity in artists and art is as important as the quality of murals. Communities need to
identify with the art in their neighborhoods.
•Call for Artists should be a free RFQ online application with simple instructions and
requirements. Artists apply to hundreds of calls a year with few acceptances and
organizers should keep it as easy as possible for them.
•VISA requirements for international artists should be clearly stated in Call for Artists.
•Many emerging artists do not carry their own liability insurance and can be covered by
the program’s policy.
•If national and international artists are accepted, ensure ways to also include and
highlight local artists.
MURALS
•Property owners need to be educated on the difference between a festival mural
project and a true commission in terms of compensation and artistic freedom.
•Newer buildings/new construction typically involves more owner input on design which
warrants additional compensation from owner to artist.
•Careful consideration of experience, style and personalities are important when
matching artists with owners.
•Problems and roadblocks are inevitable. Allow time for adjustments and work-around
solutions.
•Equipment coordination by trained professionals is necessary to determine the best
and most efficient access to each wall and ensure artists’ safety.
•Requiring artists to submit color lists will facilitate future repairs.
•Murals are an investment in a city’s social fabric. A solid maintenance plan is necessary
to prevent continued degradation.
•UV and anti-graffiti coatings are helpful in certain situations but are not fool-proof.
Some artists do not use them due to sheen or discoloration effects. Understanding
vulnerabilities and problem areas for when these products should be used is important.
•Documenting the process is important especially in an annual program to ensure each
artist cohort is recognized.
Allen Arts Management & Consulting-2025 8
Recommendations
•Initial project budget equal to minimum $10,000- $15,000 per mural
•Staff time for medium scale projects will require a minimum of 500-1000 hours. Larger
programs a minimum of 1000-2000 staff hours.
•Artist stipends should be commensurate with industry standards.
•Minimum one-time event budget $15,000-$20,000 for small scale production. $20,000 -
$30,000 for larger scale or multiple events.
•Develop incentives for property owners to make finding walls easier.
•Having one or two designated points of contact for artists facilitates smoother
communication.
•A concentration of murals is more conducive to events.
•Events are important but the painting process is the best part. Include ways for public
to experience and learn about it and engage with the artists.
While the Mural Fest and Muros on Main programs are both very successful and have
many similarities, South Salt Lake has shown a higher level of investment and
commitment to sustaining the program. Provo’s Monthly program was notable in the
energy and vibrancy it has brought to Downtown Provo and efforts to support local artists,
yet the mural art lacks the diversity and expertise that can be achieved with more
investment. And although Ogden has completed a limited number of projects, these large-
scale projects were especially thought out and community oriented.
Mural programs can take on a multitude of various forms. Communities need to develop
programs that work for them. Most programs start out small and are built over time
through efforts to ensure high-quality public art, engaging opportunities for community
members and a rewarding experience for the artists. Successful programs have high levels
of support from elected officials and staff, as well as organizers who are passionate about
what they do. Managing multiple mural projects with corresponding events requires a
tremendous amount of work over several months. It takes a great deal of commitment in
both funding and staffing to carry out a multiple mural program year after year.
Allen Arts Management & Consulting-2025 9
Analysis
South Salt Lake Mural Fest
Provo Monthly Mural Program
Midvale Muros on Main
Ogden Public Art
Allen Arts Management & Consulting-2025 10
Artist: Mantra
Artist: Risk
Artist: Matt Monsoon
Artist: Chuck Berrett
Artist: Don Rimx
Artist: Damon Lamar ReedArtists: BYU Graphic Design Class
Artist: Alicyn Wright
Salt Lake City Arts
Council & CRA Ballpark
Mural Project 2025
Page intentionally blank
u E8 AL LE
Trenton Art Festival 2024
Mural By Beau Stanton
When working with a city we dive
deep into the history, culture, and
what makes that city special.
For this mural we decided to have
Beau paint the Alvin Clark
Schooner. The first ship built at the
Trenton Shipyard once located
across the street from where this
mural is now located. Art is a great
tool for education and storytelling.
Every mural tells a story of the City
that it is located.
Detroit Lions Mural for Paint The Park 2025
We collaborated with the Detroit Lions on this mural that features ex player and current
Allen Park School teacher Cory Schlesinger
Social Media Impact
One of the most powerful outcomes of our mural festivals is the digital reach we create for our partner
communities. By taking over the DDA’s official Facebook page during the Allen Park festival, we transformed it into
a hub of community storytelling, daily updates, and engaging video content. In just eight weeks, the page
generated over 1.4 million views with more than 1.3 million organic (unpaid) views showcasing the incredible
community pride and wide public interest these murals inspire. This level of engagement not only puts the city on
the map regionally, but also attracts outside visitors, strengthens local business visibility, and demonstrates to
residents that their downtown is alive, creative, and worth celebrating.
Community Engagement
& Collaboration
The Mural People activate downtown spaces by turning walls into vibrant art destinations that spark
economic growth and community pride. With walkable streets, eager businesses, and great restaurants,
your city is the perfect candidate for a high -impact mural festival.
We fill streets with murals, businesses with customers, and residents with lasting memories. Our process
is built on collaboration —between businesses, artists, the public, and city leaders —with monthly updates
to ensure transparency and input every step of the way. The result is a curated festival of murals that
reflect your city’s history, culture, and people.
Mural by Belgian artist Kitsune Jolene
for Paint The Park 2025
ARTIST MALT : TRENTON ART FESTIVAL 24
Branding & Website Design
Our team will provide all branding materials including, logo, posters, flyers,
website, banners, marketing materials, and a map of your downtown with
highlighted murals and event locations. We also design and host the festival
website.
Please see our websites here
www.paintthepark.com
www.trentonartfestival.com
Mural on Candy Shop Nuts Now for Paint The Park 2025
Planning Process
Planning an art festival takes 4 months to a year. Once the program is
approved location scouting, research, and meetings with building and
business owners begin.
Once the locations are secured and approved by the city we match artists
with building owners. Once artists are approved the sketch process
begins. Artists are given a month to produce two sketches for each
location. We then present the sketches to you to be voted on or we can
go back to the artists and have 1-2 rounds of revisions. Once the sketches
are approved painting and installing can begin!
Once a festival is approved participants will be given a schedule of what
needs to be voted on during monthly meetings.
Mural on Prestige Banquet Hall for Paint The Park 2025
LET'S COLLABORATE!
Michelle Tanguay
Festival Director
michelletanguayart@gmail.com
(716) 867 -7792
Dan Armand
Creative Director
Dan@1xrun.com
(313) 460 -1692
Mural by Jesse Kassel for Grosse Ile produced by Michelle Tanguay 2023
Mural for The Trenton Art Festival 2025
Michelle Tanguay and Dan Armand have been working in the public art realm over the last
10 years. Combined we have managed, painted, or curated, over 1,000 murals and curated
and hung hundreds of art shows both locally and across the globe.
Michelle Tanguay is an artist, muralist and public art curator. She has painted murals for
Microsoft, Redbull, Netflix, Under Armour, Murals In The Market, and her murals can be
found all throughout Metro Detroit, Florida, Hawaii, and Tulum. She now spends her time
working alongside Downtown Development Authorities and City Councils to carefully curate
festivals with a rolodex of over a hundred artists.
Dan Armand is the owner and co-founder of 1XRUN print company and Murals In The
Market. Murals In The Market is a mural festival that has painted over 150 murals in Detroit’s
Historical Eastern Market. Murals In The Market caused a resurgence to Eastern Market and
now 100,000 yearly visitors engage with the murals during Murals In The Market event.
A Little About Us
Public Art Budget Scale Examples April 2026
Public Art Projects
Budget scale examples
Not Just a Sport
Lindsay Huss
Liberty Park
2024
Paint
$22,000
Salt Lake City Public Art Program
What We Build Together
Matt Monsoon
500 North 1300 West
2025
Metal
$55,000Salt Lake City Public Art Program
Glendale Gather Blocks
Chuck Landvatter,
Jared Steffensen, and
J. Dayton Crites
Glendale Park
2021
Concrete, Paint, Steel
$185,000Salt Lake City Public Art Program
Point of View
Aaron T. Stephan
Salt Palace
2016
Aluminum, Steel
$165,000Other Utah Public Art Example
Strut
Laura Haddad and
Tom Drugan
400 South Viaduct Trail
2026
Steel, powder coat,
polycarbonate,
retro-reflective film
$897,656
Salt Lake City Public Art Program
Seven Canyons Refuge
Stephen Goldsmith
Liberty Park
2025
Concrete, Stone, Steel,
Bronze
$718,790
Salt Lake City Public Art Program
The Sun, the Moon, and
Everything Between
Caro Nilsson
DABS Utah,
Marriott-Slaterville
2025
Latex paint on drywall
$41,300
Other Utah Public Art Example
Ribbons in Time
Paul Housberg
Eccles Theater
2016
Glass
$460,000
LOVE (Red Outside
Blue Inside)
Robert Indiana
Utah Museum of Fine Arts
acquired 2026
Polychrome aluminum
$5,450,000
Pages of Salt
Ned Kahn
McCarthy Plaza
2019
Stainless Steel, Teflon
$2,000,000
Salt Lake City Public Art Maps Data
Salt Lake City Public Art Map Link
Salt Lake City Public Art Collection
Ballpark Murals Locations and Images (Public/Private partnership)
North Temple Mural Project (As of April 2026)
Six buildings have been selected in the North Temple district. Artists will be selected from
the Salt Lake City Arts Council Qualified Artist Pool.
Building Locations & Mural Artists: (Confidential because contracts have not been
finalized)
• Promontory Place Apartments (1025 W North Temple); Artist: Matt Monsoon,
Commission: $30,000
• Andy Tran property (850 W North Temple - where the NOTE mural is at, it will be
painted over); Artist: Trent Call, Commission: $15,000
• Rancho Markets (140 N 900 W); Artist: Cole Eisenhour; Commission: $30,000
• 44 North Apartments (44 N 1000 W); Artist: Brooklyn Ottens; Commission: $25,000
• La Diana Market (56 S 900 W); Artist: Caro Nilsson; Commission: $30,000
• Red Iguana 2 (86 W South Temple); Artist: Trevor Dahl; Commission: $20,000
The Blocks Murals (private and public)
*See Love Your Block Packet, attached
OTHER:
Community Crowdsourced Mural Map in Salt Lake City (not maintained)
Salt Lake County Public Art Collection (includes works in SLC)
Utah Division of Arts & Museums (includes works in SLC)
Love Your Block Murals (2021-2026)
Love Your Block Murals
Jayhawks House Toolshed
Address: 445 N 1300 W, Salt Lake City, UT 84116
District: 1
Year: 2022
Alicia Gaona
Address: 265 1200 W, Salt Lake City, UT 84104
District: 2
Year: 2022
Breaking Bread Barber Co.
Address: 938 N 900 W, Salt Lake City, UT 84116
District: 1
Year: 2023
Roots Art Kollective
Address(s): 265 1200 W, Salt Lake City, UT 84104 (2)
1236 W 400 S, Salt Lake City, UT 84104
District: 2
Year: 2023
Fairpark Friends of the Arts
Address: 1264 W 500 N, Salt Lake City, UT 84116
District: 1
Year: 2023
Glendale Community Council
Address(s): 1550 Riverside Dr, Salt Lake City, UT 84104 (Peace Labrinth)
950 1300 S, Salt Lake City, UT 84104 (3 Creeks Confluence)
1160 Dalton Ave S, Salt Lake City, UT 84104 (Peace Gardens)
952 S 1100 W, Salt Lake City, UT 84104 (Fife Wetlands)
District: 2
Year: 2023
Rose Park Community Council
Address: 800 N & American Beauty Drive
District: 1
Year: 2024
Rose Park Elementary
Address: 1105 W 1000 N, Salt Lake City, UT 84116
District: 1
Year: 2024
DJI_20241104160453_0050_D.MP4
Crossroads Urban Thrift Store
Address: 1385 Indiana Ave, Salt Lake City, UT 84104
District: 2
Year: 2024
Utah Crew
Address: 1760 California Ave, Salt Lake City, UT 84104
District: 2
Year: 2024
Central 9th Community Council
Address: 152-186 Mead Ave S, Salt Lake City, UT 84101
District: 5
Year: 2024
Glendale Community Council
Address: 680 W 900 S, Salt Lake City, UT 84104
District: 2
Year: 2025
Ebay Hamilton
Address: 877 W 400 S, Salt Lake City, UT 84104 (CRA Property)
District: 2
Year: 2025
Glendale Middle School
Address: 1430 Andrew Ave, Salt Lake City, UT 84104
District: 2
Year: 2025
Doug Flagler
Address: 251 Harvey Milk Blvd, Salt Lake City, UT 84101
District: 5
Year: 2025
Nan Weber
Address: 930 W 500 S, Salt Lake City, UT 84104
District: 2
Year: 2025
Horizonte School of Instruction & Training
Address: 1234 S Main St, Salt Lake City, UT 84101
District: 5
Year: 2025
Jaimee Frederick
Address: 1500 W 1195 S, Salt Lake City, UT 84103
District: 2
Year: 2025
Grants to Nonprofits from Salt Lake City Arts Council
SUMMARY OF DISBURSEMENTS
FY25-26 CITY ARTS GRANTS
City Arts Grants Allocation 500,000$
GENERAL SUPPORT
AAMP Utah
Art Access
Artes de Mexico en Utah
Artists of Utah
Ashley Anderson Dances
Bad Dog Arts
Ballet West
Center for Documentary Expression and Art
Chitrakaavya Dance
Craft Lake City
Deseret Experimental Opera
Gifted Music School
Gina Bachauer International Piano Foundation
Heart & Soul
KRCL 90.9
NOVA Chamber Music Series
Pioneer Theatre Company
Plan-B Theatre Company
Queer Spectra Arts Festival
Repertory Dance Theatre
Ririe-Woodbury Dance Company
Rise Up School of Dance
Salt Lake Academy of Music (SLAM)
Salt Lake Acting Company
Salt Lake Art Center dba Utah Museum of Contemporary Art
Salt Lake Choral Artists
Salt Lake Film Society
Saltgrass Printmakers
SB Dance
Shangó Music and Dance, DBA Samba Fogo
Spy Hop Productions Inc.
Tanner Dance
The Mundi Project
Torrey House Press
Utah Arts & Cultural Coalition dba Utah Cultural Alliance Foundation
Utah Arts Alliance
Utah Arts Festival
Utah Film Center
Utah Museum of Fine Arts (UMFA)
Utah Symphony | Utah Opera
Utah Youth Symphony
UtahPresents
Wasatch Theatre Company
PROJECT SUPPORT Round 1
Ariel C. Wilson
Asian Association of Utah
PROJECT SUPPORT Round 2
Centro Civico Mexicano
Community Building Services
Evan Mahler
Grid Zine Fest
IJ & Jeanne Wagner Jewish Community Center
Improv Salt Lake
Indigo Cook
Jewish Family Service
Kellie St. Pierre
Mental Healthy F.i.T.
Performing Arts Coalition
Peter Hay
Red Butte Garden & Arboretum
Salt City Swing
Salt Lake Capoeira
Seven Canyons Trust
Spring Book Fair
The Grand Theatre
The Teams Foundation
Ulhaas - Bengali Association of Utah
Una Mano Amiga
Utah Humanities
Westminster Dance
ARTIST IN THE CLASSROOM (Artist @ School)
Salt Lake Capoeira at Nibley Park Elementary
Plan-B Theatre Company at Guadalupe School
Salt Lake Capoeira at Rose Park Elementary
Wachira Waigwa-Stone at Wasatch Elementary
Ashley Anderson Dance at Escalante Elementary
Bad Dog Arts at Mountain View Elementary
Sarinda Jones at Indian Hills Elementary
Arts Council Interdepartmental Requests and
Collaborations
Projects Scope Funding Amount Department/Source
CRA Capital Art Projects Large 10K-1million
Large $375,000
Small n/a
Small n/a
Extra Large $1,035,000 Public Lands 5 major sites, plus additional all site installation at 20 sites.
9-Line Trail Iconic Work of Art Large 450,000
CIP construction project, we will be managing all of the engineering and installation in absence of greater city
Large $50,000
Medium ~$30,000
Medium n/a
Medium $10,000
Medium pending, external
location of the portrait, this requires a lot of coordination. The museum will be responsible for portrait removal,
Small
Small pending
Small 10K+
Development/Mayor's
Small unknown
Small unknown
Small n/a
COMMITTEES/EVENTS OUTSIDE OF CAN/ARTS COUNCIL
Citywide Committees (Temporary)Medium n/a
Council staff have participated in more than 30 Citywide committees for various departments from Housing,
Sustainability, Public Lands, Transportation, Mayor's Office, CRA, Finance, etc. Meeting occurrence ranges
from monthly to quarterly and can be for short or long term. All employees must serve on at least one, and
Small n/a
Small n/a
NLC conference. We had five staff members and a board member involved in the planning and execution.
Small unknown
Development Council. This is currently not scheduled to occur in 2026.
Small n/a
LARGE GRANT-FUNDED Projects
Wake the Great Salt Lake Large
FY26 Projects YTD - These projects represent projects that are 1) requested by other departments/divisions that are outside the Arts Council budget, 2) Ongoing committees and one-time events
led by other departments/divisions and 3) large projects that are outside of the Arts Council's regular scope of work. Budgets do not include staff time.
Suggestions for City Council Involvement & Public Art
Funding Streams
1
I. Salt Lake City Public Art Policy Opportunities for
Council Engagement & Resolution
The following proposals are intended to initiate thoughtful conversations with City Council and
proactively offer solutions to support and expand public art efforts across Salt Lake City. These
recommendations are grounded in current needs, best practices, and alignment with City goals.
*Originally presented in small group council meetings in 2025.
1) Clarify Mural Eligibility for CIP/Percent-for-Art Funding
Adopt policy guidance allowing murals to qualify as eligible CIP or Percent-for-Art
projects—particularly when site-integrated, durable, and located on private property
with public visibility and community benefit. Guidelines for wall selection would be
developed using existing CIP Site Selection Principles, with opportunities for Council
input at the district level.
2) Council Engagement in the Public Art Process
Invite Council participation in the early stages of site selection by reviewing a short list of
potential CIP-aligned sites and providing feedback on project types. Councilmembers
may also observe artist selection panels as non-voting participants, with involvement
scaled to interest and capacity.
3) Public Art Outside the Arts Council Process
Establish a framework of best practices and guidelines for City departments or
constituents proposing public art outside the formal Percent-for-Art program. This
ensures consistent quality, transparency, and oversight, with the Salt Lake Art Design
Board providing final review and approval.
4) CIP/Percent-for-Art Staffing & Administrative Support
Consider allocating administrative ordinance funds to support a part-time project
manager for public art in capital projects. Long-term, dedicated staffing, including the
possibility of additional full-time staff, will help sustain program growth, community
engagement, and oversight.
5) Legislative Intent Public Art Funds
Update: This is in progress based on Council’s March 2025 vote to engage with
Recognized Community Organizations (CRO’s) for the $14,000 Public Art Programs in
each district.
Other Considerations
Council may consider broader updates to public art ordinances, including:
• Expanding Percent-for-Art to include transportation and infrastructure-related capital
projects.
• Clarifying CIP eligibility for 2D works such as murals on public-facing infrastructure.
• Broadening public art definitions to include work on private property with clear public
benefit or access.
2
II. Potential New Mechanisms and Pathways for Public
Art Funding Common in Government Contexts
1) Public Benefit Funding Downtown Entertainment Culture and Convention
District (In-Progress): In 2024, the Arts Council presented a range of public benefit
models for public art within the Downtown Entertainment, Culture, and Convention
District, and the Public Benefit Agreement includes the following language: Public Art:
The City will spend a minimum of $5,000,000 from the Public Benefits Account
towards the design, fabrication, installation, and maintenance of various pieces of
public art, including iconic art, in the District. The public art will be procured through
a mutually agreed upon process between the City’s Arts Council and SEG. The
procurement process will include a process for notifying and engaging with local
artists to compete for the opportunity to create public art. The Administration noted
that accurate projections and revenue accrual will take several years.
2) State of Utah/Salt Lake County/Salt Lake City Public Art Partnership (In-
Progress): The State Legislature has designated approximately $2 million annually for
new public art to occur intended to be primarily in Salt Lake City. The Salt Lake City
Arts Council was asked to develop a proposed programmatic structure for this tri-party
governmental partnership to be considered for State leadership. To date, three meetings
between City, State, and County partners have been held to move this initiative forward.
Additional meetings with private funding partners are taking place in April 2026.
3) Enterprise Fund Models: Percent for Art programs in growing cities often extend to
all enterprise funds within a City. Public Utilities, Golf, Parking, and Airports could be
revisited for program extensions.
o Public Utilities capital set-asides (water, power, wastewater)
Allocate a small percentage of infrastructure capital budgets to integrated public art
(common in water treatment plants, substations, and corridors). Could mirror 1.5%
policy or be determined otherwise
o Other enterprise fund contributions (airports, transit, parking)
Dedicate a portion of enterprise capital or operating budgets to art that enhances user
experience and identity
4) Transportation and/or Streets Percent for Art
o Transportation/streetscape integration
Embed public art funding within roadway, bridge, and complete streets projects outside
of CIP budgets
5) Funding our Futures Designation
3
o Percent for Art or other allocations could be designated outside of CIP funding.
including Streets, Transit, Transportation & Housing
6) Planning & Development-Based Mechanisms
o Private development “percent for art” or fee-in-lieu
Require or incentivize developers to include on-site art or contribute to a citywide
public art fund. This model has been developed with the CRA and could extend to
permitting and planning mechanisms & incentives.
o Zoning incentives / density bonuses
Offer additional height, density, or flexibility in exchange for public art contributions
o Planned area or district agreements
Negotiate public art as part of large-scale development approvals or master-planned
communities (i.e. North Temple Mural; Depot District etc).
7) Impact fees with cultural allocation: Dedicate a small portion of development
impact fees toward public realm enhancements, including art (where legally permissible)
8) Economic Development Tools- Business Improvement District (BID)
partnerships: Collaborate with BIDs to fund temporary or permanent public art in
commercial corridors as the City contemplates the creation of new BID’s.
This page has intentionally been left blank
A Few Top FY26 Accomplishments
Completed a Public-Private Partnership
with Bloomberg Philanthropies which
raised $1.4 million for temporary
public art with over 100,000 attendees
and 13 projects and 50 events
Department Budget FY 26 -27
Started eight capital public art
projects in FY26 — more than any year
in the last decade
Selected as a National partner of the
Smithsonian Folklife Festival for Living
Traditions’ 40th Anniversary and
tripled fundraising goal
Continued to activate the Civic Center
Campus with Twilight Concert Series
with an 8% increase in ticket sales
from 2024 to 2025
23% of our grant applicants were new
applicants
The Arts Council conducted a mural
review of comparable cities which shows
that we produced 33% more murals
than the comparable cities in FY26
Department Budget FY 26 -27
Wake the
Great Salt Lake
Living
Traditions
Festival
Life on State
Public ArtValerie Jar
Olafur
Eliasson
Department Budget FY 26 -27
Twilight
Concert Series
Ballpark
Murals
Bike Rack
MuralsValerie Jar
Joseph ToneySierra
Ferrell
Project
Support Grants
Liberty Park
Court Murals
Public Art
Program
Department Budget FY 26 -27
Matt MonsoonLindsay Huss
Grid
Zine
Fest
Salt Lake City Arts Council Structure
Created by SLC Ordinance 1976 • Hybrid Governmental Non-Profit
A mission-aligned non-profit advancing shared civic goals while
maximizing and leveraging public and private investment
Department Budget FY 26 -27
Public Art Program
CIP, CRA, Enterprise, etc.
Salt Lake Arts Council
Foundation Programs
An independent 501(c)(3)
nonprofit organization that
receives its primary funding from
various government sources
including Non-Departmental
Salt Lake City Arts Council Structure
How we make it happen
Department Budget FY 26 -27
Arts Council Board
Appointed by Mayor,
Approved by City Council
Oversees Arts Council
Foundation policy, budget,
and strategic oversight AND
act as advisory body to the
City/Mayor on arts
Art Design Board
(Public Art)
Appointed by Mayor,
Approved by City Council
Reviews and recommends
to Mayor all artworks on
City property
9.5 Professional Staff
2.30 Ordinance2.32 Ordinance
Department Budget FY 26 -27
City Arts
Grants
Program
Public
Programs
Facility
Maintenance
* The Fine Print
We are proud to raise an average of 30% or more
of the cost of programming. The last two years the
average has been 55%-65% for the Division. These
funds are raised through grant requests to Salt
Lake County, the State of Utah, the Federal
Government, corporations, foundations,
individuals, and earned revenue.
Funds are raised for all programming, for example:
Finch Lane Gallery, Living Traditions, and the
Mayor’s Artists Awards.
Department Budget FY 26 -27
Department Budget FY 26 -27
Salt Lake City Proposed Budget Reduction ($125,000)
We are examining a number of
strategies to incorporate the proposed
budget cut. We have identified the
following potential program
eliminations: Busker Festival, Mondays
in the Park, City Arts Grants (reduction),
and supplemental public art and
community outreach funding.
We will work hard to adapt in order to
maintain the quality, impact, and reach
of our programming.
REDUCTIONS CRITERIA
•Preserving programs with high
impact of artists/public served
•Maintaining diversity of programming
to preserve grant funders
•Preserving revenue generating
programs
•Recommendation from Board of
Directors based on Strategic Plan
•Consider eliminating programs with
escalating costs in future
•Consider other service providers with
similar offerings external to City
Department Budget FY 26 -27
Considerations for public funding reductions
County: Zoo Arts & Parks, Tier 1
Grant award is based on breadth of programming & free services +
qualified financial expenditures. Only Local Arts Agency among 22
grantees in this category (qualifying expenditures are directly tied to
the grant award amount)
State: Utah Division of Arts & Museums
A Certified Local Arts Agency (LAA) is defined by its provision of a
broad portfolio of arts services rather than a single program or event.
UA&M is projecting all general operating support grants to be reduced
by 30% in FY27 which is approximately a $14,000 cut.
Federal
National Endowment for the Arts: Grant is specifically for Living
Traditions (unknown FY27 federal funds)
* these public grant funds
are ineligible for capital
expenditures on public art
Japantown
Mural
Out of
the Blue
Ballpark
Murals
Department Budget FY 26 -27
Lindsay Huss
Stephen Kessler
Michael MurdockCole Eisenhour
Department Budget FY 26 -27
Faster/More/Better
Department Budget FY 26 -27
Take Me Out to the Ballpark • Alli VanKleeck and Caroline Kane (Smock & Roll) • The Engine Block
Faster/More/Better
Murals
Partnered with Love Your Block
to expand mural capacity through
streamlined Board approvals
Created Eligibility for Murals
with City Arts Grants (4)
Created Mural Programs
•Bloomberg (1 permanent, 2 temporary)
•Ballpark Murals (10)
•The Blocks (1)
•Japantown (1)
•Poplar Grove Pickleball (2)
•Jordan River Parkway (4)
•North Temple (6)
•Out of the Blue (1)
Donations
RAK Artist Collective Mural
FY2633%
more murals
than peer cities
Department Budget FY 26 -27
The Engine Block • Trevor Dahl • Ballpark Mural
Department Budget FY 26 -27
Kosmo • Garth Franklin • Poplar Grove
Faster/More/Better
Public Access
Donation Process
Overseeing donations of Kosmo, RAK
Mural, and Martha Hughes Cannon
Draft of Citywide Guide to
Community Sponsored Public Art
City Hall Artwork Loans
Department Budget FY 26 -27
Legislative Intent
Seven Districts Project
State/County/City Partnership for
significant national public art focused
on public/private partnerships
LOVE (Red Outside Blue Inside) • Robert Indiana • UMFA
Public Benefit Funding
Downtown Entertainment Culture
and Convention District
Other Funding Mechanisms
for Capital Public Art
Enterprise Fund Models
Transportation and/or Streets
Percent for Art
Business Improvement District
partnerships
Department Budget FY 26 -27
Planning & Development-Based
Incentives
Impact Fees with cultural allocation
Colorful Connection • Traci O’Very Covey • North Temple I-15 Underpass
Department Budget FY 26 -27
Common Roots • James Shen and Jennifer Tran • Pioneer Park
Looking Forward
Looking Forward
2027 Installations
Capital Public Art
Pioneer Park
Department Budget FY 26 -27
Donner Trail Park
GO Bond Unifying Artworks
20 sculptures in 20 parks
Reinstallation of Gulls of Salt Lake
Planning is in process for more
great projects coming in FY28 GO Bond Unifying Artwork • Trent Call
Looking Forward
Arts Council Programs
Finch Lane Gallery Renovations
Acoustic Music Strolls • Jordan River Parkway
Twilight Concert Series 40th Anniversary
Re-envisioned Mayor’s Artist Awards
Launch Poet Laureate Program
Department Budget FY 26 -27
THANK YOU
Thee Sacred Souls • Twilight Concert Series • Gallivan Center
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Sylvia Richards, Budget and Policy Analyst
DATE: May 14, 2026
RE: Briefing: THE BLOCKS Year Nine Review and Year Ten Preview Budget and Plan
________________________________________________________________________________
ISSUE AT-A-GLANCE
The Administration has provided a transmittal regarding THE BLOCKS (formerly known as the Cultural Core),
Year Nine review and Year Ten preview of the budget and plan. 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
entered into a twenty-year agreement to provide funding annually to this effort.
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’, non-profit subsidiary of the Downtown Alliance. The purpose of this
briefing is to fulfill the requirement of the Interlocal Agreement which requires a City Council briefing,
although no formal action is required.
THE BLOCKS geography is defined by the Interlocal Agreement between Salt Lake City and Salt Lake County,
encompassing a 40-block radius in the downtown area, with the boundaries extending from North Temple to
400 South and from 600 West to 400 East.
*The Incremental Sales Tax “Collection Area” in which revenue is derived from is “the area bounded by 200
W. Street on the West, 200 E. Street on the East, South Temple Street on the North and 400 S. Street on the
South” per the interlocal agreement. Note: the incremental sales tax contribution is capped at $300,000.
Each entity, (the City and County), contributes $300,000 annually per the Interlocal Agreement. THE BLOCKS
budget committee has reviewed and approved the plans and budget for Year 9, as well as a summary of Year 10.
Note: During Budget Amendment No. 4, FY25-26 the Council approved an additional $100,000 to supplement
THE BLOCKS.
ADDITIONAL INFORMATION
THE BLOCKS GOALS
1) Celebrate and promote Salt Lake’s rich array of arts and cultural activities and experiences.
2) Support increased collaboration and creative development among Salt Lake’s creative community.
3) Enhance Salt Lake’s brand and support increased visitation from the region and Intermountain West.
Project Timeline:
Briefing: May 14, 2026
No Action Needed
Page | 2
4) Expand and diversify audiences for Salt Lake’s arts and culture.
5) Foster downtown as an inclusive, diverse and welcoming place.
6) Support downtown residential growth.
7) Enhance the downtown business environment.
8) Enrich the urban experience and sense of place.
Downtown SLC Presents is the 501(c)3 nonprofit that manages the Cultural Core contract with the oversight of
the Cultural Core Budget Committee. The BLOCKS is currently managed by three people: Lucas Horns,
Program Director of The Blocks Arts District, Kai Henriksen, Program Manager, and Joshua Jones, Director of
Communications and Marketing.
The Blocks
An Update on the Cultural Core Initiative
Prepared for the Salt Lake City Council
May 2026
The Blocks is a visionary initiative to
prom ote the abundance and vibrancy of
our creative com m unity, facilitate
partnerships and collaborations, and
activate underutilized spaces to
establish Downtown Salt Lake City as
the premier cultural district of the
Intermountain West.
Our Boundaries
Our Team
Lucas Horns
Program Director
Kai Henriksen
Program Manager
The Cultural Core Budget Com m ittee
Spencer Lawson
Salt Lake City Representative, Chair
Kathryn Carlisle-Kesling
Salt Lake City Representative, Vice
Chair
Seth Brown
Salt Lake City Representative
Felicia Baca
Salt Lake City Representative
Mohan Sudabattula
Salt Lake County Representative
Isaac Gonzalez
Salt Lake County Representative
Claudia Loayza
Salt Lake County Representative
Matthew Castillo
Salt Lake County Representative
Goals of the Cultural Core
1) Celebrate and promote Salt Lake’s rich array
of arts and cultural activities and experiences.
2) Support increased collaboration and
creative development among Salt Lake’s
creative community.
3) Enhance Salt Lake’s brand and support
increased visitation from the region and
Intermountain West.
4) Expand and diversify audiences for Salt
Lake’s arts and culture.
5) Foster downtown as an inclusive, diverse
and welcoming place.
6) Support downtown residential growth.
7) Enhance the downtown business
environment.
8) Enrich the urban experience and sense of
place.
Our W ork to Achieve These Goals
Programming & Events
Concerts, performances, and art installations that provide free arts
programming to the community and activate the public realm.
Marketing & Promotion
Newsletters and social posts to our ~298K followers promoting the
work of Downtown’s many arts organizations, growing Downtown’s
arts audience and shaping perception of Downtown as an arts
destination..
Fostering Collaboration
Convening artists and arts organizations with businesses, property
owners, and government agencies to collaborate towards a shared
vision.
2025 in Num bers -Program m ing
26 Events
& Activations
7 Public Art
Commissions
140 Artists &
Performers Hired
758.1K
ArtTix Tickets Sold
17%
YoY
40%
YoY
82%
YoY
8%
YoY
2025 in Num bers -Marketing
1.4K Posts
to Social Media
298.5K
Total Followers
52 Weekly
Newsletters
40%
Open Rate
In the Press
Arts as a Regional Draw
Source: Placer.ai
Hom e Distance
Art as Econom ic Driver
Source: Placer.ai
~317,000 Visits
Dow ntow n
ArtTix Venues
Restaurants &
Retail
Dow ntow n ArtTix Trends
A
t
t
e
n
d
a
n
c
e
Attendance at Downtown
ArtTix Venues
Source: Salt Lake County Arts & Culture
Dow ntow n ArtTix Trends
A
t
t
e
n
d
a
n
c
e
Attendance at Downtown
ArtTix Venues
Attendance at Downtown
ArtTix Venues Except Eccles
Source: Salt Lake County Arts & Culture
Highlights
From 2025
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
Steppin’ on Main
Live performances every Friday
night from June through
September on the front steps of
the Eccles Theatre.
Mariachi Fest
Festival held at the Eccles
Theatre showcasing 4 local and
national Mariachi groups on 2
stages.
Curbside Theatre
Outdoor dance performance held on
the rooftop of a Pierpont Ave parking
garage, offering a sweeping backdrop
of the Salt Lake skyline and the
Wasatch mountains.
Urban Plein Air
19 artists hired to paint live at the
Dow ntow n Farm er’s Market then
display their work at a pop-up
outdoor gallery.
On the Horizon
In 2026
CoCreate 2026
Three projects chosen:
The W ish Exchange Place
Alejandro Moya & Kathy
Tran
Bees Around the Block
Landon Kraczek
Standing Room Only
Constance Anderson
Fridays on Main
An expansion of Steppin’ on Main,
the program will now feature 3
outdoor stages on Main Street
every Friday night from June
through September.
The ArtGarten
Pop -up art gallery m eets beer
garten , held Thursday and Friday
evenings from June through
September at the site of the
former Utah Theatre.
Urban Plein Air
30 emerging artists assigned to 30
iconic Downtown buildings. Final
pieces will be displayed in the
windows of featured buildings,
turning Downtown into a
w alkable outdoor gallery .
Rooftop Perform ances
4 perform ances by local dance
com panies , held on the rooftops
of Downtown parking garages.
Curtain Up
An evening celebrating the start of
the 2026/27 Downtown Arts
Season. Arts leaders from across
the Downtown community will
share previews of their upcoming
season.
Septem ber 8, 5:30 –7:30
Marketing Cam paigns
Ongoing campaigns to prom ote
Dow ntow n SLC as an arts
destination:
This Week Downtown
Mural Mondays
Ticket Tuesdays
Artist Video Portraits
And so m uch m ore!
Continued ongoing program s :
Exhibitions on Main
Asset Loan Program
Partner Events :
SIGNS
Cirque Kikasse
Mariachi Fest
Pogo Fest
Cycle Nation Installation
Bachauer Installation
Our Partners
FY27 Budget
Incom e
Cultural Core Contract $600,000
Other Funding $175,000
Total Incom e $775,000
Expenses
Administrative Payroll $20,278
Programmatic Payroll $182,503
Office & Administrative $57,825
Programming & Marketing $524,739
Total Expenses $785,345
Thanks!
Lucas Horns -LucasH@DowntownSLC.org
Kai Henriksen -Kai@DowntownSLC.org
SALT LAKE CITY TRANSMITTAL
To:
Salt Lake City Council Chair
Submission Date:
04/15/2026
Date Sent to Council:
04/24/2026
From:
Department *
Community and Neighborhood
Employee Name:
Felicia Baca
E-mail
felicia.baca@slc.gov
Department Director Signature
Director Signed Date
04/24/2026
Chief Administrator Officer's Signature
Chief Administrator Officer's Signed Date
04/24/2026
Subject:
Cultural Core Year 9 Review and Year 10 Preview
Additional Staff Contact:
Laurel Cannon Alder
Presenters/Staff Table
Lucas Horns, Dee Brewer
Document Type
Information Item
Budget Impact?
Yes
No
Recommendation:
None
Background/Discussion
See first attachment for Background/Discussion
Public Hearing
Is there a City or State statutory requirement to hold a public hearing for this item?*
Yes
No
The City Council reserves the option to hold and notice for a public hearing pursuant to their practices for public engagement.
Does the City have a general practice to hold a public hearing for this item?*
Yes
No
Public Process
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 145460, SALT LAKE CITY, UTAH 84114-5460 TEL 801.535.6230
CITY COUNCIL TRANSMITTAL
Jill Remington Love
Chief Administrative Officer
To: Salt Lake City Council
Alejandro Puy, Chair
Date: Wednesday, April 15, 2026April 13, 2026
Re: Cultural Core Year 9 Review and Year 10 Preview
STAFF CONTACTS: Felicia Baca, felicia.baca@slc.gov, 385-256-5588
DOCUMENT TYPE: Information Update
RECOMMENDATION: n/a
BUDGET IMPACT: n/a
COORDINTATION: Downtown SLC Presents (The Blocks) & Salt Lake County Arts & Culture
BACKGROUND/DISCUSSION:
At the request of the Finance Department, it was recommended to send this report in advance of
of Salt Lake City’s budget adoption process. Confirmation of the Cultural Core Budget
Committee adoption will occur in May and subsequently be transmitted to City Council as
required of the Interlocal Agreement. The annual appropriation from Salt Lake City is
$300,000. Per the annual process, we have provided programmatic updates with a Year 9 recap
of programming and preview of Year 10. Additionally in BA#4 from Salt Lake City, and an
additional $100,000 was allocated in FY26 to supplement the goals of The Blocks.
Salt Lake County is on a calendar year budget and their annual appropriation of $300,000 was
approved in July 2025 for January-Dec of 2026; and The Blocks will present to the County again
in June of 2026 for the 2027 budget approval.
In 2010, the City and County of Salt Lake formed a partnership to promote and develop arts and
culture in the Cultural Core and established a taxing district to provide a reliable revenue source
for a 20-year period. In 2011, a series of community conversations with stakeholders established
foundational goals for the plan including creative placemaking - physical development of the
district, and creative programming - marketing, promotions, and audience development. The
City and County’s Interlocal Agreement for the Cultural Core is governed by a six-member
advisory Budget Committee, with direct oversight from City and County staff. At that time, a
public RFP process resulted in a 5-year contract with Downtown SLC Presents (The Blocks)
which expired in July 2022. In 2022, City staff engaged in another public RFP process with Salt
Lake County to select another contractor to execute on this contract. Downtown SLC Presents
(The Blocks) was once again selected to manage this contract.
The Blocks is planning an in-person presentation of the materials contained in this briefing.
Since the last presentation, a new Director, Lucas Hornes had been hired and would enjoy the
opportunity to introduce himself to Council.
Our annual interlocal agreement with Salt Lake County requires that:
“Recommendations of the (The Blocks/Cultural Core) Budget Committee shall be annually
adopted by majority, vote and transmitted to the Mayors and Councils of the City and County for
final approval. Expenditure of each Party's portion of the Incremental Sales Tax shall be
reviewed and may be made by approval of a budget appropriation by the respective entity upon
receipt of a favorable recommendation of the Budget Committee.”
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The Blocks
An Update on the Cultural Core Initiative
Prepared for the Salt Lake City Council
April 2026
The Blocks is a visionary initiative to
promote the abundance and vibrancy of
our creative community, facilitate
partnerships and collaborations, and
activate underutilized spaces to
establish Downtown Salt Lake City as
the premier cultural district of the
Intermountain West.
Our Boundaries
Our Team
Lucas Horns
Program Director
Kai Henriksen
Program Manager
The Cultural Core Budget Committee
Spencer Lawson
Salt Lake City Representative, Chair
Kathryn Carlisle-Kesling
Salt Lake City Representative, Vice Chair
Seth Brown
Salt Lake City Representative
Felicia Baca
Salt Lake City Representative
Mohan Sudabattula
Salt Lake County Representative
Isaac Gonzalez
Salt Lake County Representative
Claudia Loayza
Salt Lake County Representative
Matthew Castillo
Salt Lake County Representative
Goals of the Cultural Core
1) Celebrate and promote Salt Lake’s rich array
of arts and cultural activities and experiences.
2) Support increased collaboration and creative
development among Salt Lake’s creative
community.
3) Enhance Salt Lake’s brand and support
increased visitation from the region and
Intermountain West.
4) Expand and diversify audiences for Salt
Lake’s arts and culture.
5) Foster downtown as an inclusive, diverse
and welcoming place.
6) Support downtown residential growth.
7) Enhance the downtown business
environment.
8) Enrich the urban experience and sense of
place.
Our Work to Achieve These Goals
Programming & Events
Concerts, performances, and art installations that provide free arts
programming to the community and activate the public realm.
Marketing & Promotion
Newsletters and social posts to our ~298K followers promoting the
work of Downtown’s many arts organizations, growing Downtown’s
arts audience and shaping perception of Downtown as an arts
destination..
Fostering Collaboration
Convening artists and arts organizations with businesses, property
owners, and government agencies to collaborate towards a shared
vision.
2025 in Numbers -
Programming
26 Events
& Activations
7 Public Art
Commissions14
0 Artists &
Performers Hired
758.1K
ArtTix Tickets Sold
17%
YoY
40%
YoY
82%
YoY
8%
YoY
2025 in Numbers - Marketing
1.4K Posts
to Social Media
298.5K
Total Followers
52 Weekly
Newsletters
40%
Open Rate
In the Press
Arts as a Regional Draw
Source: Placer.ai
Home Distance
Do
w
n
t
o
w
n
A
r
t
T
I
x
A
t
t
e
n
d
e
e
s
Art as Economic Driver
Source: Placer.ai
~317,000 Visits
Downtown
ArtTix Venues
Restaurants &
Retail
Downtown ArtTix Trends
At
t
e
n
d
a
n
c
e
Attendance at Downtown
ArtTix Venues
Source: Salt Lake County Arts & Culture
Downtown ArtTix Trends
At
t
e
n
d
a
n
c
e
Attendance at Downtown
ArtTix Venues
Attendance at Downtown
ArtTix Venues Except Eccles
Source: Salt Lake County Arts & Culture
Highlights
From 2025
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
CoCreate
A collaboration between The Blocks and
artists to bring impactful, placemaking
art to Downtown.
●Echoes of the Great Salt Lake
●Sonder SLC
●Little Stages
●ABSLTLY AMZNG ANMLS
●Day of the Dead Festival
Steppin’ on Main
Live performances every Friday
night from June through
September on the front steps of
the Eccles Theatre.
Mariachi Fest
Festival held at the Eccles
Theatre showcasing 4 local and
national Mariachi groups on 2
stages.
Curbside Theatre
Outdoor dance performance held on
the rooftop of a Pierpont Ave parking
garage, offering a sweeping backdrop
of the Salt Lake skyline and the
Wasatch mountains.
Urban Plein Air
19 artists hired to paint live at the
Downtown Farmer’s Market
then display their work at a pop-up
outdoor gallery.
On the Horizon
In 2026
CoCreate 2026
Three projects chosen:
The Wish Exchange Place
Alejandro Moya & Kathy Tran
Bees Around the Block
Landon Kraczek
Standing Room Only
Constance Anderson
Fridays on Main
An expansion of Steppin’ on Main,
the program will now feature 3
outdoor stages on Main Street
every Friday night from June
through September.
The ArtGarten
Pop-up art gallery meets beer
garten , held Thursday and Friday
evenings from June through
September at the site of the
former Utah Theatre.
Urban Plein Air
30 emerging artists assigned to 30
iconic Downtown buildings. Final
pieces will be displayed in the
windows of featured buildings,
turning Downtown into a
walkable outdoor gallery .
Rooftop Performances
4 performances by local
dance companies , held on the
rooftops of Downtown parking
garages.
Curtain Up
An evening celebrating the start of
the 2026/27 Downtown Arts Season.
Arts leaders from across the
Downtown community will share
previews of their upcoming season.
September 8, 5:30–7:30
Marketing Campaigns
Ongoing campaigns to promote
Downtown SLC as an arts
destination:
This Week Downtown
Mural Mondays
Ticket Tuesdays
Artist Video Portraits
And so much more!
Continued ongoing programs :
Exhibitions on Main
Asset Loan Program
Partner Events :
SIGNS
Cirque Kikasse
Mariachi Fest
Pogo Fest
Cycle Nation Installation
Bachauer Installation
Our Partners
Thanks!
Lucas Horns - LucasH@DowntownSLC.org
Kai Henriksen - Kai@DowntownSLC.org
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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
For Council Announcements -
Vacancy interviews / selection timeline – H
nd
th following the interviews
Commented [CT1]: This is a new requirement and
those currently posted can be viewed here:
https://www.slc.gov/attorney/recorder/conflict-of-
interest-disclosures/
The applicant disclosures will be posted on the
vacancy webpage along with their name.
3.Direction Needed - QUESTIONS:
a. Dates
i. Does the Council want to schedule the interview and selection on the same
night? Or is this to-be-determined?
ii. When does the Council want to schedule the interviews and selection?
1. NOTE: If the Council wants to hold the meeting to select on June 4, we
would adjust the application date to May 28. Due to changes in State
law, there is a requirement to post the Conflict of Interest Disclosure
statements for seven days “in advance to any votes cast.”
b. Application questions – modified from the last vacancy process. Would the Council like
to request written answers on the application? If so, would you like to edit these?
i. What stands out to you as the top 3 successes or challenges facing District 4
that make you interested in serving on the City Council?
ii. What are the issues facing the City as a whole that make you interested in
serving on the City Council?
iii. With regard to the development and density occurring in Downtown, what do
you think are the top 3 priorities or challenges and why?
iv. What do you perceive is the role of the Council in addressing the historic
inequities between Council districts, specifically related to the quality of life in
various communities, disparity in City infrastructure and service delivery?
c. Interview format
i. In the previous vacancy processes, the Council has given each applicant 5
minutes to address the Council.
ii. The Council may have a “Round 2” for a smaller number of applicants after a
round of voting. If so, would the Council like to have some prepared questions
for the applicants to respond to in Round 2 (and other subsequent rounds)?
Staff can prepare those and circulate them for review.
d. Selection process
i. Changes to State law since the last vacancy process in 2023 relate to the
selection and voting process. Staff in the Attorney’s office is working on
outlining the new process and we will report back to the Council to review.