05/23/2023 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL
AGENDA
WORK SESSION
May 23, 2023 Tuesday 1:00 PM
Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in
person at the City & County Building. Learn more at www.slc.gov/council/agendas.
Council Work Room
451 South State Street Room 326
Salt Lake City, UT 84111
SLCCouncil.com
7:00 pm Limited Formal Meeting
Room 326
(See separate agenda)
Please note: A general public comment period will not be held this day.
Welcome and public meeting rules
In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the
City & County Building through the main east entrance.
The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items
scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting
based on circumstance or availability of speakers.
The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will
have a webpage for additional information read associated agenda paperwork.
Generated: 09:19:34
Note: Dates not identified in the project timeline are either not applicable or not yet determined. Item start
times and durations are approximate and are subject to change.
Work Session Items
Click Here for the Mayor’s Recommended Budget for Fiscal Year 2023-24
1.Informational: Updates from the Administration ~ 1:00 p.m.
15 min.
The Council will receive information from the Administration on major items or projects
in progress. Topics may relate to major events or emergencies (if needed), services and
resources related to people experiencing homelessness, active public engagement efforts,
and projects or staffing updates from City Departments, or other items as appropriate.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Recurring Briefing
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
2.Ordinance: Rezone at Approximately 1350, 1358, and 1370
South West Temple ~ 1:15 p.m.
20 min
The Council will receive a briefing about a proposal that would amend the zoning of
properties at approximately 1350, 1358, and 1370 South West Temple Street from RB
(Residential Business District) to TSA-UC-C (Transit Station Area Urban Center
Core). The request is to facilitate future redevelopment of the site to allow for a mixed-
use structure that may include commercial and multi-family residential uses.
Consideration may be given to rezoning the property to another zoning district with
similar characteristics. Petitioner: Sattar Tabriz.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, June 6, 2023
Hold hearing to accept public comment - Tuesday, July 11, 2023 at 7 p.m.
TENTATIVE Council Action - Tuesday, July 18, 2023
3.Fiscal Year 2023-24 Budget: Community and Neighborhoods
Department ~ 1:35 p.m.
45 min
The Council will receive a briefing about the proposed Community and Neighborhoods
Department budget for Fiscal Year 2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
4.Fiscal Year 2023-24 Budget: Department of Public Lands ~ 2:20 p.m.
45 min
The Council will receive a briefing about the proposed Department of Public Lands
budget for Fiscal Year 2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
5.Tentative Break ~ 3:05 p.m.
20 min.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - n/a
Set Public Hearing Date - n/a
Hold hearing to accept public comment - n/a
TENTATIVE Council Action - n/a
6.Fiscal Year 2023-24 Budget: Department of Public Services ~ 3:25 p.m.
45 min
The Council will receive a briefing about the proposed Department of Public Services
budget for Fiscal Year 2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
7.Fiscal Year 2023-24 Budget: Golf Fund ~ 4:10 p.m.
30 min
The Council will receive a briefing about the proposed Golf Fund budget for Fiscal Year
2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
8.Fiscal Year 2023-24 Budget: Fleet Fund ~ 4:40 p.m.
30 min
The Council will receive a briefing about the proposed Fleet Fund budget for Fiscal Year
2023-24, which provides vehicles, fuel, and vehicle maintenance and repair services for
all City departments.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
9.Dinner Break ~ 5:10 p.m.
30 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
10.Fiscal Year 2023-24 Budget: Non-Departmental Fund ~ 5:40 p.m.
40 min
The Council will receive a briefing about the proposed Non-Departmental Fund budget
for Fiscal Year 2023-24, which accounts for transfers to other funds, grants, and other
special revenue funds that do not belong to particular City departments.
FYI – Project Timeline: (subject to change per Chair direction or Council
discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
11.Fiscal Year 2023-24 Budget: Unresolved Issues TENTATIVE
30 min
The Council will receive a briefing about unresolved issues relating to the proposed
budget for Fiscal Year 2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
12.Fiscal Year 2023-24 Budget: Insurance and Risk
Management Written Briefing
-
The Council will receive a written briefing about the proposed Insurance and Risk
Management fund budget, which accounts for employee insurance plans, for Fiscal Year
2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
13.Fiscal Year 2023-24 Budget: Finance Department Written Briefing
-
The Council will receive a written briefing about the proposed Finance Department
budget for Fiscal Year 2023-24.
FYI – Project Timeline: (subject to change per Chair direction or Council discussion)
Briefing - Tuesday, May 23, 2023
Set Public Hearing Date - Tuesday, April 18, 2023
Hold hearing to accept public comment - Tuesday, May 16, 2023 and Tuesday, June 6,
2023 at 7 p.m.
TENTATIVE Council Action - TBD
Standing Items
14.Report of the Chair and Vice Chair
Report of Chair and Vice Chair.
15.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.
16.Tentative Closed Session -
-
The Council will consider a motion to enter into Closed Session. A closed meeting described
under Section 52-4-205 may be held for specific purposes including, but not limited to:
a. discussion of the character, professional competence, or physical or mental
health of an individual;
b. strategy sessions to discuss collective bargaining;
c. strategy sessions to discuss pending or reasonably imminent litigation;
d. strategy sessions to discuss the purchase, exchange, or lease of real property,
including any form of a water right or water shares, if public discussion of the
transaction would:
(i) disclose the appraisal or estimated value of the property under
consideration; or
(ii) prevent the public body from completing the transaction on the best
possible terms;
e. strategy sessions to discuss the sale of real property, including any form of a water
right or water shares, if:
(i) public discussion of the transaction would:
(A) disclose the appraisal or estimated value of the property under
consideration; or
(B) prevent the public body from completing the transaction on the best
possible terms;
(ii) the public body previously gave public notice that the property would be
offered for sale; and
(iii) the terms of the sale are publicly disclosed before the public body
approves the sale;
f. discussion regarding deployment of security personnel, devices, or systems; and
g. investigative proceedings regarding allegations of criminal misconduct.
A closed meeting may also be held for attorney-client matters that are privileged pursuant to
Utah Code § 78B-1-137, and for other lawful purposes that satisfy the pertinent
requirements of the Utah Open and Public Meetings Act.
CERTIFICATE OF POSTING
On or before 5:00 p.m. on Friday, May 19, 2023, the undersigned, duly appointed City Recorder,
does hereby certify that the above notice and agenda was (1) posted on the Utah Public Notice
Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided to The
Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any others who
have indicated interest.
CINDY LOU TRISHMAN
SALT LAKE CITY RECORDER
Final action may be taken in relation to any topic listed on the agenda, including but
not limited to adoption, rejection, amendment, addition of conditions and variations
of options discussed.
The City & County Building is an accessible facility. People with disabilities may make requests for
reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary
aids and services. Please make requests at least two business days in advance. To make a request,
please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay
service 711.
Administrative
Updates
May 23, 2023
www.slc.gov/feedback/
Regularly updated with highlighted
ways to engage with the City.
Community Engagement Highlights
Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com
Planning slc.gov/planning
Ballpark NEXT
VOTING CLOSES MAY 25th!
Community & Neighborhoods slc.gov/canMayor’s Office slc.gov/mayor
May Community Office Hours
Location Date Time
Jolley's (1300 S & 1700 E)May 22 3pm-5pm
Glendale Library May 24 4:30pm-6:30pm
www.slc.gov/feedback/
Community & Neighborhoods slc.gov/canMay/June Events
These events are a collection of City Sponsored, ACE, and publicly permitted events.
Event Date Location
IMPACT Black Women Experience 5/26 The Edison House
SLC Track Club & Deseret News Spring Series 5K (Race 1 of 3)5/27 Memory Grove Park
Utah Pride Festival 6/1-4 Washington Square
Downtown Farmers Market Saturdays 6/3 Pioneer Park
Girls on the Run Utah 5k Celebration 6/3 Sugar House Park
International Market – African American Heritage 6/3 Utah State Fairpark
Fairpark Movie Event - Soul 6/3 Utah State Fairpark
Park Performances 6/3 Poplar Grove Park
Utah Asian Festival 6/3 Grand Building – Utah State Fairpark
Yoga in the Park 6/4 Pioneer Park
HRC / Winter Overflow Utilization
•May 15th-19th: HRC's: 100%
Rapid Intervention/ EIM
•EIM- Rio Tinto Property industrial
area, lower elevation of Victory
Road Hill
•37 HEART-tracked camps
•RIT locations:
o VOA Outreach Engagement: 7
o RIT Site Rehabilitations: 13 (+17)
Kayak (Bicycle) Court:
•May 19th- @ Guadalupe Bridge
•12 cases handled
•Food Justice Coalition provided burritos
Homelessness
Update
for more information contact:
Salt Lake Valley Coalition to End
Homelessness (SLVCEH)
endutahhomelessness.org /
salt-lake-valley
Utah Office of Homeless Services
(OHS)
jobs.utah.gov/homelessness/
index.html
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM:Brian Fullmer
Policy Analyst
DATE:May 23, 2023
RE: 1350, 1358, 1370 South West Temple Zoning Map Amendment
PLNPCM2022-00810
The Council will be briefed about a proposal to amend the zoning map for parcels at 1350 South, 1358
South, and 1370 South West Temple in City Council District Five from their current RB (Residential
Business) zoning designation to TSA-UC-C (Transit Station Area Urban Center Core). The petitioner’s
stated objective is to consolidate the parcels, demolish the current structures, and construct a mixed-use
development with residential units above ground floor retail.
The parcels, shown in the image below, are located directly west of Smith’s Ballpark and within the Central
Community Master Plan area and the recently adopted Ballpark Station Area Plan. Both plans include
future land use maps and the Station Area Plan’s map applies to the subject parcels as it is directed to the
ballpark neighborhood. The map designates the parcels’ location as “Heart of the Neighborhood,” and
recommends a Transit Station Area Urban Station district, either the requested TSA-UC or TSA-UN
(Transit Station Urban Neighborhood) district, for the area.
The zoning map amendment application was received before the Ballpark Station Area Plan was adopted
by the Council. Because of this the petitioner was required to submit an application to amend the Central
Community Master Plan. Once the Ballpark Station Area Plan was adopted and its future land use map
applied to the area, the Central Community Master Plan amendment was no longer needed, and that
application was closed.
Parcels at 1350 South and 1358 South each have a single-family home, and 1370 South has a single-story
office building. The home at 1350 South was constructed in approximately 1903, and the 1358 South home,
constructed around 1897, in recent years has been used as a library. The office building at 1370 South was
constructed in 1968. None of the subject parcels are within a historic district, so the buildings are not
Item Schedule:
Briefing: May 23, 2023
Set Date: June 6, 2023
Public Hearing: July 11, 2023
Potential Action: July 18, 2023
Page | 2
protected from demolition either under current or proposed zoning. However, as discussed in Key
Consideration 4, a visual record of the home at 1350 South was created and sent to the Marriott Library.
A six-story apartment building is located to the south of the office building across Albermarle Avenue. A
parking lot serving the baseball stadium is located north of the home at 1350 South. Neither is part of the
proposed zoning amendment, but they are mentioned to provide context of area land uses.
The Planning Commission reviewed the proposal at its January 11, 2023 meeting and held a public hearing
at which one person spoke in support of the proposed rezone. The Commission voted unanimously to
forward a positive recommendation to the City Council with a condition that the housing unit is replaced
within 24 months. The petitioner informed Planning staff they would not be able to meet the timeline, so a
development agreement was drafted to ensure the housing unit is replaced if the proposed project is
developed. It is worth noting the home at 1358 South has been used as a business, so no dwelling units will
be lost at that location if the structure is demolished.
Aerial image with the subject parcels highlighted.
Image courtesy of Salt Lake City Planning Division
Goal of the briefing: Review the proposed zoning map amendments, determine if the Council supports
moving forward with the proposal.
POLICY QUESTIONS
Page | 3
1. The Council may wish to ask Planning staff if the unknown future of Smith’s Ballpark has an impact
on their recommendation to amend the zoning map for the subject properties.
2. The Council may wish to ask the petitioner about the mix of apartments (studio, 1, 2, 3+ bedrooms)
in the proposed development.
3. The Council may wish to ask the petitioner if any of the proposed apartments will be affordable
units, and if so, at what percentage of AMI.
4. The Council may wish to ask how the petitioner plans to incorporate ground floor activation
principles into the development.
5. The Council may wish to ask the petitioner about anticipated vehicle and bicycle parking in the
proposed development.
KEY CONSIDERATIONS
Planning staff identified five key considerations related to the proposal which are found on pages 4-8 of the
Planning Commission staff report and summarized below. For the complete analysis, please see the staff
report.
Consideration 1-Compatibility with Applicable Master Plans
The subject parcels are in the area covered by the Central Community Master Plan, adopted in 2005. They
are also within the Ballpark Station Area Plan adopted last year. Planning staff noted the small area plan
takes precedence as it is focused on the ballpark community more directly than the master plan.
As discussed above, the subject parcels are in the “Heart of the Neighborhood” on the Ballpark Station
Area Plan future land use map. A Transit Station Area Urban Neighborhood district is recommended for
this area. Amending the zoning map would allow high-density mixed-use with ground floor retail and
residences above. The area plan also calls for creating a festival street on West Temple between 1300 South
and Albermarle Avenue. This would allow for community activities and may help with pedestrian-oriented
development.
Plan Salt Lake, adopted in 2015, encourages “redevelopment of underutilized sites where public
infrastructure is available and where it supports a mix of land uses.” Planning staff believes the subject
sites meet the recommendation as they are within a half-mile of a light rail station and served by bus lines.
They are also on an arterial street that connects to Interstate-15.
Consideration 2-Future Zoning Map Amendments to the Ballpark Station Area
The recently adopted Ballpark Station Area Plan recommends changes to assist with redevelopment and
revitalization of the area. The plan calls for modifying TSA districts to better accommodate needs of the
“Heart of the Ballpark Neighborhood.” The Mayor initiated a petition to amend the zoning map, so
properties in the area comply with the Ballpark Station Area Plan future land use map. Planning staff is
working on these modifications to rezone the area to TSA-UN-C.
This current petition is a request to rezone the property to TSA-UC-C, which has a maximum height of 90
feet. The TSA-UN-C zoning is 75 feet. If the current rezone request is approved and the petitioner submits a
building permit application before the Administration’s petition is considered and potentially adopted by
the Council, they would be able to construct a building up to 90 feet high.
Consideration 3-Concept Plan
A concept plan was submitted which provides an idea of what the petitioner is proposing for the site. If the
proposed zoning map is approved by the Council, any use allowed in the TSA-UC-C zoning district would
be allowed provided it meets standards for the district.
Page | 4
The Council is only being asked to consider rezoning the property. No formal site plan has been submitted
to the City nor is it within the scope of the Council’s authority to review the plans. Because zoning of a
property can outlast the life of a building, any rezoning application should be considered on the merits of
changing the zoning of that property, not simply based on a potential project.
Concept drawing provided by petitioner.
Consideration 4-Community Feedback
The Ballpark Community Council discussed the proposal at its October 6, 2022 meeting. Much of the
discussion focused on preserving the structures at 1350 South and 1358 South. As noted above, they are not
protected from demolition either under the current or proposed zoning districts. The community council
recommended that the property owner contact Preservation Utah for comment and create a record of the
1350 South home. Since the home does not have historic designation or protection, Preservation Utah did
not comment on potential demolition of the sites. Responding to community input, the property owner and
applicant created a visual record of the 1350 South home and forwarded it to the Marriott Library to keep
in their records and make it available to the public.
Additional comments at the Community Council meeting included increased area traffic concerns, and an
improved pedestrian environment on West Temple. City Transportation found infrastructure is sufficient
to meet the needs of high-density use. As discussed above, the Ballpark Station Area Plan recommends
density allowed for this area in the proposed TSA zoning district.
The “Heart of the Neighborhood” and overall Ballpark Station Area Plan encourage pedestrian-oriented
development and redevelopment. Active ground floor uses of at least 80% street facing, and a minimum of
60% ground floor glass are required in the proposed TSA district. These and other required design
standards are intended to improve the pedestrian experience and safety with more “eyes on the street.”
Consideration 5-Rezone and Existing Structures
If approved, the proposed zoning map amendments will render the existing structures nonconforming
under the new zoning district. Required minimum building height, maximum setbacks, and several design
standards under TSA would not be met. As the sites are being redeveloped all TSA-UC-C standards would
need to be adhered to. Also, a TSA development score is required for site redevelopment. This score allows
design flexibility while implementing the City’s vision for station area plans, and measures compatibility
Page | 5
between proposed projects and the plan. The subject sites would be eligible for points awarded for reducing
or eliminating nonconformity on the site.
Planning staff found the proposal meets the overall area goals of the Ballpark Station Area Plan and Plan
Salt Lake, for creating higher density housing near light rail, and for providing attainable housing. The
proposed zoning map amendments meet housing loss mitigation standards if a development agreement
requiring replacement of the loss of one residential unit is included.
ZONING COMPARISON
RB (Current)TSA-UC-C (Proposed)
Maximum Building Height 30 feet 90 feet
(Buildings with a roof that has at least
2 sloping planes may be allowed up to
105 feet.)
Front Setback 20% of lot depth, but need not exceed
25 feet. (For buildings legally existing
on April 12, 1995, the front yard shall
be no greater that the existing yard.)
None required
(At least 50% of the street facing
building façade shall be within 5 feet
of the front or corner side property
line.)
Side Setback Corner side yard: 10 feet
Interior side yard: 6 feet provided that
on interion lots one yard must be at
least 10 feet. (For buildings legally
existing on April 12, 1995, the front
yard shall be no greater that the
existing yard.)
Minimum: None, except a 25 foot
setback is required when adjacent to
an OS, R-1, R-2, SR, RMF-30, RMF-35
or RMF-45 Zoning District. The
minimum shall increase 1 foot for
every 1 foot increase in building height
above 25 feet and is applied to the
portion of the building over 25 feet in
height.
(At least 50% of the street facing
building façade shall be within 5 feet
of the front or corner side property
line.)
Rear Setback 25% of the lot depth, but the yard need
not exceed 30 feet.
Minimum: None, except a 25 foot
setback is required when adjacent to
an OS, R-1, R-2, SR, RMF-30, RMF-35
or RMF-45 Zoning District. The
minimum shall increase 1 foot for
every 1 foot increase in building height
above 25 feet and is applied to the
portion of the building over 25 feet in
height.
(At least 50% of the street facing
building façade shall be within 5 feet
of the front or corner side property
line.)
Lot Size Minimum lot area: 5,000 square feet
for single family detached dwellings or
retail service establishments when
located within an existing building
originally designed for residential use.
Minimum lot area: 2,500 square feet
Minimum lot width: 40 feet
(Any legally existing lot may be
developed without having to comply
with the minimum lot size or width
requirements.)
Page | 6
Analysis of Factors
Attachment E (pages 26-28) of the Planning Commission staff report outlines zoning map amendment
standards that should be considered as the Council reviews this proposal. The standards and findings are
summarized below. In brief, Planning staff felt the proposed TSA-UC-C zoning complies with the applicable
standards. Please see the Planning Commission staff report for additional information.
Factor Finding
Whether a proposed map amendment is consistent
with the purposes, goals, objectives, and policies of
the city as stated through its various adopted
planning documents.
Complies
Whether a proposed map amendment furthers the
specific purpose statements of the zoning ordinance.
Complies
The extent to which a proposed map amendment will
affect adjacent properties
Complies
Whether a proposed map amendment is consistent
with the purposes and provisions of any applicable
overlay zoning districts which may impose additional
standards.
Not applicable
The adequacy of public facilities and services
intended to serve the subject property, including, but
not limited to, roadways, parks and recreational
facilities, police and fire protection, schools,
stormwater drainage systems, water supplies, and
wastewater and refuse collection.
Complies
City Department Review
During City review of the petitions, no responding departments or divisions expressed concerns with the
proposal, but stated additional review and permits would be required if the property is developed.
PROJECT CHRONOLOGY
• August 11, 2022-Petition for zoning map amendment received by Planning Division.
• September 1, 2022-Petition assigned to Nannette Larsen, Senior Planner.
• September 14, 2022-Master plan amendment application submitted.
• September 22, 2022-Information about petition sent to Ballpark Community Council Chair, and
surrounding neighbors and property owners within 300 feet of the sites.
• October 6, 2022-Ballpark Community Council meeting to discuss amendments.
• October 18, 2022-Ballpark Station Area Plan adopted. Master plan amendment no longer needed,
and that application is closed.
• December 27, 2022-Planning Commission public hearing notice mailed to surrounding neighbors
and property owners and posted to City and State websites.
Page | 7
• December 29, 2022-Planning Commission public hearing notice posted on the property.
• January 11, 2023-Planning Commission public hearing. The Planning Commission voted
unanimously to forward a positive recommendation to the City Council for the proposed zoning
map amendment.
• January 24, 2023-Ordinance requested from Attorney’s Office.
• January 25, 2023-Planning received signed ordinance from the Attorney’s Office.
• February 23, 2023-Development agreement sent to Attorney’s Office.
• April 10, 2023-Development agreement received from the Attorney’s Office.
• April 28, 2023-Transmittal received in City Council Office.
CITY COUNCIL WORK SESSION// MAY 23, 2023
1370, 1358, 1350 WEST TEMPLE: ZONING MAP AMENDMENT
PLNPCM2022-00810
•Zoning Map Amendment
•Current District: Residential Business (RB)
•Requested District: Transit Station Area –Urban
Center –Core (TSA-UC-C)
•Applicable Master Plans:
•Central Community
•Ballpark Station Area
•Plan Salt Lake
Planning Commission Recommendation: Forwarded
a recommendation to approve the Zoning Map
Amendment
AMENDMENT REQUEST
Salt Lake City // Planning Division
Salt Lake City // Planning Division
ZONING MAP
Salt Lake City // Planning Division
BALLPARK STATION AREA:
FUTURE LAND USE MAP
“HEART OF THE NEIGHBORHOOD”
•APPROPRIATE FOR TSA ZONING
•“SUPPORTIVE OF GAMEDAY AND NON-GAMEDAY ACTIVITIES”
•“HIGHEST INTENSITY OF USE BECAUSE OF
THE TRANSPORTATION GRID AND
AVAILABLE TRANSIT”
Salt Lake City // Planning Division
BALLPARK STATION AREA:
FESTIVAL STREET AND
CONNECTIVITY
•WEST TEMPLE FESTIVAL STREET
•GAMEDAY AND NON-GAMEDAY EVENTS
•PEDESTRIAN ORIENTED DEVELOPMENT
Salt Lake City // Planning Division
CITY INITIATED BALLPARK REZONES:
PROPOSED REZONE OF THE LARGER
AREA TO IMPLEMENT THE BALLPARK
STATION AREA PLAN.
•STAFF RECOMMENDATION: TSA-UN-C
Minimum
Height
Maximum
Height
Urban Center: Core 40'90'
Urban Neighborhood:
Core
25'75'
Salt Lake City // Planning Division
COMMUNITY FEEDBACK:
PRESERVATION OF STRUCTURES: 1350 & 1358 S WEST TEMPLE
•1358 SOUTH WEST TEMPLE
•Constructed 1897
•Most Recently Used as a Private Library
•1350 SOUTH WEST TEMPLE
•Constructed 1903
•Single Family House –Housing Loss Mitigation Option A.
QUESTIONS & COMMENTS
Salt Lake City // Planning Division
Nan Larsen // Senior Planner
Nannette.Larsen@slcgov.com
_______________
Erin Mendenhall DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
Blake Thomas
Director
CITY COUNCIL TRANSMITTAL
Date Received:
Lisa Shaffer, Chief Administrative Officer Date sent to Council:
4-28-2023
4-28-2023
TO:Salt Lake City Council DATE: April 27, 2023
Darin Mano, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
SUBJECT:PLNPCM2022-00810 – West Temple Rezone
STAFF CONTACT: Nannette Larsen, Senior Planner, nannette.larsen@slcgov.com
801-535-7645
DOCUMENT TYPE: Ordinance
RECOMMENDATION: That the Council follow the recommendation of the Planning
Commission to approve the property Zoning Map Amendment.
BUDGET IMPACT: None
BACKGROUND/DISCUSSION: This is a request by the property owner, Sattar Tabriz and
Renpro Two, to amend the zoning map for three properties located along West Temple, at
approximately 1350, 1358, and 1370 South West Temple. The rezone would amend the properties
on the Zoning Map from RB (Residential Business) to TSA-UC-C (Transit Station Area Urban
Center Core). The Planning Commission heard the request on January 11, 2023, and forwarded a
recommendation to City Council to approve the proposed amendment to the Zoning Map with
one condition –That a development agreement is recorded on the 1350 South West Temple site,
to ensure the replacement of the one residential dwelling unit. That draft development agreement
has been included in this transmittal as Exhibit 2.
The properties under review front along the west side of West Temple, just south of 1300 South.
The three sites are directly west of Smith’s Ballpark Stadium.
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 445 WWW.SLC.GOV
P.O. BOX 145487, SALT LAKE CITY, UTAH 84114-5487 TEL 801.535.7712 FAX 801.535.6269
Lisa Shaffer (Apr 28, 2023 09:51 MDT)
All three properties are
within the newly adopted
Ballpark Station Area
Plan, adopted by Council
on October 18th, 2022. The
Ballpark Station Area Plan
includes a Future Land
Use Map that designates
the subject properties as
part of the “Heart of the
Neighborhood”. The
Heart of the
Neighborhood designation
recommends a transit
station area urban station
district for this area, this
may be either the TSA-UC
(Transit Station Area
Urban Center) or TSA-UN
(Transit Station Area
Urban Neighborhood).
The proposed zoning map amendment would meet the intent of the Ballpark Station Area Plan’s
Future Land Use Map.
The purpose of rezoning the subject sites is to demolish the three existing structures on the sites
and redevelop the properties to high-density mixed use – with a retail ground floor and residential
units on the upper floors.
PUBLIC PROCESS:
•Information regarding this request was sent to the Chair of the Ballpark Community
Council on September 22, 2022.
o The Ballpark Community Council met on the proposed amendment on October 6,
2022.
▪Comments received during this meeting were concerns over safety of the
area, impacts of a high-density residential development, traffic,
preservation of the two existing structures, pedestrian experience, and
active ground floor uses.
•Property owners and residents within 300 feet of the development were provided early
notification of the proposal on September 22, 2022.
•Public notification for the Planning Commission Hearing was mailed December 29,2022
to all neighbors within 300 feet of the subject site.
•A public hearing notice was mail and public notice was posted on City and State websites
and Planning Division listserv on December 27, 2022.
Planning Commission (PC) Records
a)PC Agenda for January 11, 2023 (Click to Access)
b)PC Minutes for January 11, 2023 (Click to Access)
c)PC Staff Report for January 11, 2023 (Click to Access)
EXHIBITS:
1)Chronology
2)Development Agreement
3)City Council Public Hearing Notice
4)Mailing List
1. CHRONOLOGY
West Temple Rezone
Project Chronology
PLNPCM2022-00810
August 11, 2022 Zoning Map Amendment application submitted
August 17, 2022 Zoning Map Amendment application completed and accepted
September 1, 2022 Petition assigned to and received by Nannette Larsen
September 12, 2022 Master Plan Amendment application submitted
September 14, 2022 Master Plan Amendment application completed and accepted
September 14, 2022 Petition assigned to and received by Nannette Larsen
September 22, 2022 Chair of the Ballpark Community Council notified of the proposed
amendments
September 22, 2022 Early notification of the proposal sent to property owners and
residents within 300 feet of the sites
October 6, 2022 Ballpark Community Council meeting to discuss amendments
October 18, 2022 Ballpark Station Area Plan adopted by Council. Master plan
amendment request closed
November 29, 2022 Public comment received through email. Regarding preservation
of the structures located at 1350 and 1358 S. West Temple
December 27, 2022 Public hearing notice was mailed and posted on City and State
websites
December 29, 2022 Public notification of the Planning Commission hearing mail to
property owners and residents within 300 feet
January 5, 2022 Public comment received through email. Regarding preservation
of the structures located at 1350 and 1358 S West Temple and
concerns of massing and no pedestrian interest of the
redevelopment
January 11, 2022 Planning Commission public hearing
2. DRAFT DEVELOPMENT AGREEMENT
WHEN RECORDED, RETURN TO:
Salt Lake City Corporation
Attn: Planning Director
451 S. State Street, Suite 406
Salt Lake City, Utah 84111
DEVELOPMENT AGREEMENT
THIS DEVELOPMENT AGREEMENT (this “Agreement”) is made and entered into by
and between SALT LAKE CITY CORPORATION, a political subdivision of the State of Utah
(“City”) and Sattar Tabriz, (“Developer”). City and Developer may be referred to herein
collectively as “Parties.”
RECITALS
A. Developer is the owner of approximately .23 acres of residential land located in the
Ballpark neighborhood with an address of 1350 S. West Temple and parcel number 15-13-226-
004-0000 (hereinafter the “Property”.)
B. Developer submitted an application seeking to amend the Zoning Map to allow
the development on the Property and two other parcels of a certain Mixed-Use Project described
as the West Temple Apartments.
C.In order to erect this designated mixed-use project at the aforesaid address it
would be necessary to amend the Zoning Map so that the Property, currently classified as
Residential Business District (RB), could be reclassified as Transit Station Area Urban Center
Core District (TSA-UC-C), thus allowing for an increase in density.
D. Specifically, Developers intend to erect a six-story mixed-use project containing
approximately one hundred thirty-five dwelling units.
E. The Salt Lake City Planning Commission heard this matter on January 11th,
2023, at the conclusion of which the commission voted in favor of forwarding a positive
recommendation on the petition to the Salt Lake City Council, subject to Developer entering into
a development agreement requiring Developer to replace a residential dwelling unit situated on
the Property that will be demolished as part of the proposed development project.
F. The Salt Lake City Council held a public hearing on the petition on
and at a meeting on voted to approve Ordinance
No. of 2023, which approved Developers’ petition to amend the Zoning Map to change
the zoning to Transit Station Area Urban Center Core (TSA-UC-C), subject to Developer entering
into a development agreement with the City to ensure compliance with certain conditions
relating to the replacement of one dwelling unit.
G. City, acting pursuant to its authority under the Municipal Land Use,
Development, and Management Act (Utah Code §§ 10-9a-101, -803, as amended), and in
furtherance of the land use policies, goals, objectives, ordinances, and regulations of Salt Lake
City, in the exercise of its legislative discretion, has elected to approve and enter into this
Agreement.
For good and valuable consideration, therefore, the receipt and sufficiency of which are
hereby acknowledged, and in reliance on the foregoing recitals, City and Developer agree as
follows:
1.Incorporations of Recitals. The Parties hereby incorporate the foregoing recitals
into this Agreement.
2.Obligations of the Parties. The Developer and the City agree as follows:
(a) Developers’ Obligations: Developer agrees to comply with the following
conditions, limitations, and design requirements in its development of the Property and
construction of all structures and improvements thereon:
i Development of the Property shall include at least one residential dwelling
unit;
(b) City’s Obligations: Following recording of this Agreement against the Property,
the City shall cause Ordinance No. of 2023 to be published within 14 days of Developer
providing proof to the City that the Agreement has been recorded. The City is further obligated
to issue all necessary permits and certificates of occupancy for development of the Property that
meet all requirements of law and satisfy Developers’ obligations under this Agreement.
3.Severability. If any term or provision of this Agreement, or the application of any
term or provision of this Agreement to a particular situation, is held by a court of competent
jurisdiction to be invalid, void or unenforceable, the remaining terms and provisions of this
Agreement, or the application of this Agreement to other situations, shall continue in full force
and effect unless amended or modified by mutual consent of the Parties.
4.Other Necessary Acts. Each Party shall execute and deliver to the other any
further instruments and documents as may be reasonably necessary to carry out the objectives
and intent of this Agreement.
5.Construction/Interpretation. Developer has been informed that it is customary
to consult legal counsel in the preparation and negotiation of the terms of development
agreements. Developer has either done so or chosen not to. Should litigation arise from any
breach of this Agreement, the Parties agree that no presumption or rule that ambiguities shall be
construed against the drafting Party shall apply to the interpretation or enforcement of this
Agreement.
6.Other Miscellaneous Terms. The singular shall include the plural; the masculine
gender shall include the feminine; “shall” is mandatory; “may” is permissive.
7.Covenants Running with the Land. The provisions of this Agreement shall
constitute real covenants, contract and property rights, and equitable servitudes, which shall run
with the land subject to this Agreement. The burdens and benefits of this Agreement shall bind
and inure to the benefit of each of the Parties, and to their respective successors, heirs, assigns,
2
and transferees. Developer shall record this Agreement against the Property with the Salt Lake
County Recorder.
8.Term. This Agreement shall terminate upon the City’s issuance of a certificate of
occupancy for development on the Property that meets Developer’s obligations as set forth in
section 2(a) of this Agreement after required inspections confirm that all requirements of law and
this Agreement have been met.
9.Waiver. No action taken by any Party shall be deemed to constitute a waiver of
compliance by such Party with respect to any representation, warranty, or condition contained in
this Agreement.
10.Remedies. Either Party may, in addition to any other rights or remedies, institute
an equitable action to cure, correct, or remedy any default, enforce any covenant or agreement
herein, enjoin any threatened or attempted violation thereof, enforce by specific performance the
obligations and rights of the Parties hereto, or to obtain any remedies consistent with the
foregoing and the purpose of this Agreement.
11.Utah Law. This Agreement shall be construed and enforced in accordance with
the laws of the State of Utah.
12.Covenant of Good Faith and Fair Dealing. Each Party shall use its best efforts
and take and employ all necessary actions in good faith consistent with this Agreement to ensure
that the rights secured by the other Party through this Agreement can be enjoyed.
13.No Third-Party Beneficiaries. This Agreement is between the City and
Developer. No other party shall be deemed a third-party beneficiary or have any rights under this
Agreement.
14.Force Majeure. No liability or breach of this Agreement shall result from delay
in performance or nonperformance caused, directly or indirectly, by circumstances beyond the
reasonable control of the Party affected (“Force Majeure”), including, but not limited to, fire,
extreme weather, terrorism, explosion, flood, war, power interruptions, the act of other
governmental bodies, accident, labor trouble or the shortage or inability to obtain material,
service, personnel, equipment or transportation, failure of performance by a common carrier,
failure of performance by a public utility, or vandalism.
15.Entire Agreement, Counterparts and Exhibit. Unless otherwise noted herein,
this Agreement is the final and exclusive understanding and agreement of the Parties and
supersedes all negotiations or previous agreements between the Parties with respect to all or any
part of the subject matter hereof. All waivers of the provisions of this Agreement shall be in
writing and signed by the appropriate authorities of City and Developer.
16.REPRESENTATION REGARDING ETHICAL STANDARDS FOR CITY
OFFICERS AND EMPLOYEES AND FORMER CITY OFFICERS AND EMPLOYEES.
Developer represents that they have not: (1) provided an illegal gift or payoff to a City officer or
employee or former City officer or employee, or his or her relative or business entity; (2)
retained any person to solicit or secure this contract upon an agreement or understanding for a
commission, percentage, or brokerage or contingent fee, other than bona fide employees or bona
fide commercial selling agencies for the purpose of securing business; (3) knowingly breached
any of the ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt
3
Lake City Code; or (4) knowingly influenced, and hereby promises that it will not knowingly
influence, a City officer or employee or former City officer or employee to breach any of the
ethical standards set forth in City's conflict of interest ordinance, Chapter 2.44, Salt Lake City
Code.
17.GOVERNMENT RECORDS ACCESS AND MANAGEMENT ACT. City is
subject to the requirements of the Government Records Access and Management Act, Chapter 2,
Title 63G, Utah Code Annotated or its successor (“GRAMA”). All materials submitted by
Developer pursuant to this Agreement are subject to disclosure unless such materials are exempt
from disclosure pursuant to GRAMA. The burden of claiming an exemption from disclosure
shall rest solely with Developer. Any materials for which Developer claims a privilege from
disclosure shall be submitted marked as “Business Confidential” and accompanied by a concise
statement of reasons supporting Developer’s claim of business confidentiality. City will make
reasonable efforts to notify Developer of any requests made for disclosure of documents
submitted under a claim of business confidentiality. Developer may, at Developer’s sole
expense, take any appropriate actions to prevent disclosure of such material. Developer
specifically waives any claims against City related to disclosure of any materials required by
GRAMA.
[Signature Page to Follow]
4
EFFECTIVE as of the day of , 2023.
APPROVED AS TO FORM:
Salt Lake City Attorney’s Office
, City Attorney
CITY:
SALT LAKE CITY CORPORATION, a Utah
municipal corporation
Erin Mendenhall, Mayor
ATTEST:
Salt Lake City Recorder’s Office
City Recorder
STATE OF UTAH )
:ss
COUNTY OF SALT LAKE )
This instrument was acknowledged before me this , 2023, by Erin Mendenhall,
Mayor of Salt Lake City Corporation, a Utah municipal corporation.
WITNESS my hand and official seal.
Notary Public
5
DEVELOPER: Sattar Tabriz
By:
Sattar Tabriz
STATE OF UTAH §
§
COUNTY OF SALT LAKE §
This instrument was acknowledged before me on the day of , 2023, by
duly authorized member/shareholder/partner of
WITNESS my hand and official seal.
Notary Public
6
EXHIBIT “A”
Legal Description of Property
1350 S West Temple, Salt Lake City, UT
Tax ID No. 15-13-226-004-0000
HOLLAND SUB 0525LOTS 27 & 28, BLK 1, HOLLAND SUB 5054-0652 5784-1259 08957-
7609
7
3. CITY COUNCIL PUBLIC HEARING NOTICE
NOTICE OF PUBLIC HEARING
The Salt Lake City Council is considering Petition PLNPCM2022-00810 – West Temple Rezone
– Salt Lake City received a request from Sattar Tabriz with Ward Engineering, the property owner,
for a proposed Zoning Map Amendment to the properties located at approximately 1350, 1358,
and 1370 South West Temple. The requested amendment would rezone the properties from the
current RB (Residential/Business) to TSA-UC-C (Transit Station Area Urban Center Core) Zoning
District. The requested application is to facilitate future redevelopment of the site to allow for
mixed-use structure that would include commercial and multi-family residential uses.
As part of their review, the City Council is holding an advertised public hearing to receive
comments regarding the petition. During this hearing, anyone desiring to address the City Council
concerning this issue will be given an opportunity to speak. The hearing will be held
electronically:
DATE:
TIME:7:00 p.m.
PLACE:Electronic and in-person options.
451 South State Street, Room 326, Salt Lake City, Utah
** This meeting will be held via electronic means, while also providing for an in-person
opportunity to attend or participate in the hearing at the City and County Building, located at 451
South State Street, Room 326, Salt Lake City, Utah. For more information, including WebEx
connection information, please visit www.slc.gov/council/virtual-meetings. Comments may also
be provided by calling the 24-Hour comment line at (801) 535-7654 or sending an email to
council.comments@slcgov.com. All comments received through any source are shared with the
Council and added to the public record.
If you have any questions relating to this proposal or would like to review the file, please call
Nannette Larsen at 801-535-7645 between the hours of 8:00 a.m. and 5:00 p.m., Monday through
Friday or via e-mail at nannette.larsen@slcgov.com. The application details can be accessed at
https://citizenportal.slcgov.com/ , by selecting the “Planning” tab and entering the petition number
PLNPCM2022-00810.
People with disabilities may make requests for reasonable accommodation, which may include
alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least
two business days in advance. To make a request, please contact the City Council Office at
council.comments@slcgov.com, 801-535-7600, or relay service 711. (P 19-19)
4. MAILING LIST
OWN_FULL_NAME
COLMENA 1300, LLC; HARVEST ROAD, LLC
OWN_ADDR
1000 S MAIN ST
own_unit OWN_CITY
SALT LAKE CITY
OWN_STATE
UT
OWN_ZIP
84101
LC F I S 1000 S MAIN ST SALT LAKE CITY UT 84101
1300 BALLPARK, LLC 1000 S MAIN ST SALT LAKE CITY UT 84101
Current Occupant 105 W 1400 S Salt Lake City 84115 UT
THE PLUMBER, LLC 105‐109 W 1400 S SALT LAKE CITY UT 84115
Current Occupant 119 W 1400 S Salt Lake City 84115 UT
Current Occupant 124 W 1400 S Salt Lake City 84115 UT
FIREFIGHTERS CREDIT UNION 124 W 1400 S # 101 SALT LAKE CITY UT 84115
JEFFERSON BALLPARK, LLC 1240 E 2100 S SALT LAKE CITY UT 84106
Current Occupant 126 W ALBERMARLE AVE Salt Lake City 84115 UT
Current Occupant 127 W ALBERMARLE AVE Salt Lake City 84115 UT
Current Occupant 1306 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1308 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1309 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1310 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1312 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1314 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1317 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1321 S JEFFERSON ST Salt Lake City 84115 UT
L.L.C. LISA ANNE MADSEN 1328 SECOND AVE SALT LAKE CITY UT 84103
Current Occupant 1333 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1338 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1339 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1340 S JEFFERSON ST Salt Lake City 84115 UT
CARVER SHEET METAL WORKS, INC 1349 S JEFFERSON ST SALT LAKE CITY UT 84115
Current Occupant 135 W 1300 S Salt Lake City 84115 UT
Current Occupant 1350 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1355 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1357 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1358 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1365 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1370 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1376 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant
BALL PARK APARTMENTS, LP
1380 S JEFFERSON ST
1380 S WESTTEMPLE ST
Salt Lake City
SALT LAKE CITY
84115
UT
UT
84115
Current Occupant 1381 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1385 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1386 S JEFFERSON ST Salt Lake City 84115 UT
STANLEY J BANKHEAD 1388 S RICHARDS ST SALT LAKE CITY UT 84115
Current Occupant 1390 S JEFFERSON ST Salt Lake City 84115 UT
Current Occupant 1394 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1395 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1397 S WEST TEMPLE ST Salt Lake City 84115 UT
Current Occupant 1401 S WEST TEMPLE ST Salt Lake City 84115 UT
SANDRA L TANNER 1429 E ROOSEVELT AVE SALT LAKE CITY UT 84105
UTAH LIGHTHOUSE MINISTRY INC 1429 E ROOSEVELT AVE SALT LAKE CITY UT 84105
SANDSTONE CAFE LLC 2182 E BALD EAGLE CT DRAPER UT 84020
MUNICIPAL BUILDING AUTHORITY OF SLC 301 W SOUTHTEMPLE ST SALT LAKE CITY UT 84101
EVANS, EDMUND P CORP 3211 W STARLITE DR WEST JORDAN UT 84088
SHERRY VINA; ANTHONY D VINA (JT)3751 S WASATCH BLVD SALT LAKE CITY UT 84109
VICTORIA JOURDIN, LLC 38 S NORTHRIDGE WY SANDY UT 84092
RUECO, LLC 4267 SUMMERMEADOW DR BOUNTIFUL UT 84010
RENPRO TWO, LLC 6434 S 1650 E SALT LAKE CITY UT 84121
Current Occupant 77 W 1300 S Salt Lake City 84115 UT
BIJCO LLC 8704 S SUGARLOAF DR COTTONWOOD HTS UT 84093
MUNICIPAL BUILDING AUTHORITY OF SLC PO BOX 145460 SALT LAKE CITY UT 84114
JEFFERSON STREET LLC PO BOX 571217 SALT LAKE CITY UT 84157
SALT LAKE CITY ORDINANCE
No. of 2023
(Amending the zoning of properties located at approximately 1350, 1358,
and 1370 South West Temple Street from RB Residential Business District
to TSA-UC-C Transit Station Area Urban Center Core)
An ordinance amending the zoning map pertaining to properties located at approximately
1350, 1358, and 1370 South West Temple Street from RB Residential Business to TSA-UC-C
Transit Station Area Urban Center Core pursuant to Petition No. PLNPCM2022-00810.
WHEREAS, the Salt Lake City Planning Commission (“Planning Commission”) held a
public hearing on January 11, 2023 on a petition submitted by Sattar Tabriz (“Applicant”), the
property owner and representing the property owner, Renpro Two LLC, to rezone properties
located at 1350, 1358, and 1370 South West Temple Street (Tax ID No. 15-13-226-004; 15-13-
226-005; 15-13-226-006) (the “Properties”) from RB Residential Business to TSA-UC-C Transit
Station Area Urban Center Core pursuant to Petition No. PLNPCM2022-00810; and
WHEREAS, at its January 11, 2023 meeting, the planning commission voted in favor of
forwarding a positive recommendation to the Salt Lake City Council (“City Council”) on said
petitions; and
WHEREAS, following a public hearing on this matter the City Council has determined
that adopting this ordinance is in the city’s best interests.
NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Amending the Zoning Map. The Salt Lake City zoning map, as adopted
by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and
hereby is amended to reflect that the Properties identified on Exhibit “A” attached hereto shall be
and hereby are rezoned from RB Residential Business to TSA-UC-C Transit Station Area Urban
Center Core.
SECTION 2. Effective Date. This Ordinance shall become effective on the date of its
first publication.
Passed by the City Council of Salt Lake City, Utah, this day of ,
2023.
CHAIRPERSON
ATTEST AND COUNTERSIGN:
CITY RECORDER
Transmitted to Mayor on .
Mayor's Action:Approved.Vetoed.
MAYOR
CITY RECORDER
(SEAL)
Bill No. of 2023.
Published: .
Ordinance rezoning 1350, 1358, 1370 S West Temple
APPROVED AS TO FORM
Salt Lake City Attorney’s Office
Date: January 25, 2023
By:
Paul C. Nielson, Senior City Attorney
EXHIBIT “A”
Legal Description of Properties to be Rezoned:
1350 South Wet Temple Street
Tax ID No. 15-13-226-004
HOLLAND SUB 0525LOTS 27 & 28, BLK 1, HOLLAND SUB 5054-0652 5784-1259 08957-
7609
1358 South Wet Temple Street
Tax ID No. 15-13-226-005
HOLLAND SUB 0525 LOT 29 & N 1/2 OF LOT 30, BLK 1, HOLLAND SUB 5239-0627 5694-
0682 5697-0455 5747-0697 6254-2856 06396-0429
1370 South Wet Temple Street
Tax ID No. 15-13-226-006
HOLLAND SUB 1231 LOT 1 & S 1/2 LOT 30 BLK 1 HOLLAND SUB 6254-2856 8098-0991
08326-7145 10786-2036
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY24
TO:City Council Members
FROM:Allison Rowland
Public Policy & Budget Analyst
DATE:May 23, 2023
RE: FY2024 BUDGET – DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS
MAYOR’S RECOMMENDED BUDGET PAGES:
- Key Changes, 55-56; Department Overview, 177 to 181; Staffing, 286-289
KEY ISSUES AND POLICY QUESTIONS
General Fund Budget. The Community and Neighborhoods Department’s (CAN’s) proposed budget
for FY24 is $32,039,953, which is over $2.8 million (10%) higher than in FY23. Five of the six Division
budgets would grow, driven by Housing Stability, whose budget would increase by nearly $1.2 million, or
over 15% (see chart below). This shift primarily reflects additional support for people experiencing or at
risk of homelessness, as well as services related to mitigating the effects of homelessness more broadly. It
includes full funding for specialized sanitation provided by Advantage Services throughout the City, an
increase in the Ambassador team to reflect increased staffing costs, and new initiatives for the prevention
of homelessness through expanded tenant services.
Other notable increases are proposed in:
1. Youth and Family Division ($782,869; 31% increase from FY23). Most of this increase is for
four FTEs whose salaries are considered one-time funding. This amount will be used only if
previous grant funding is not awarded at the end of June. In addition, a financial analyst FTE
would be transferred from the Office of the Division Director, and $100,000 would be spent
on a strategic plan.
2. Planning Division ($486,815; 9.9%). Staffing would grow by one FTE in FY24 with the
transfer of the Northwest Quadrant Liaison from Building Services. For what is referred to in
the FY24 Mayor’s Recommended Budget (MRB) as a Neighborhood Amenities Study,
$100,000 would be used to hire a consultant to study City neighborhoods and ensure they
support residents by making it possible to meet their “basic core needs” within walking
distance or through active transportation. This effort is also known as the 15-Minute City.
Item Schedule:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
Potential Action: June 13
2
3. Building Services Division ($475,849; 6.6%). This includes two new Compliance Officers to
improve enforcement on short-term rentals, as requested in a Council Legislative Intent.
Staffing Levels. As in many other City departments in FY24, increased costs in personal services
(including salary and grade increases, and insurance rates) are the biggest proposed change in CAN’s
budget, amounting to an additional $1,563,108, or 7% over FY23. The net number of CAN FTEs would
grow by 5 (3%), to 195. In the MRB, the costs listed for some new FTEs are for 10 months; they would
need to be fully funded in FY25. The proposed new employees are the following:
-Office of the Director: One Business Systems Analyst ($133,212 for 12 months) “to provide
system administration, technical support, data, and business analysis and reporting.”
-Building Services Division: Two Civil Enforcement Officers for short-term rentals
($232,800 for 12 months, for both). This responds to a recent Council Member legislative
intent related to ADU enforcement.
In addition, in the Youth & Family Division, four Senior Community Programs Manager FTEs are
proposed for one-time support by the general fund ($447,136, for 12 months; or $111,784 each). The MRB
describes them as “program leadership for YouthCity at Fairpark location and the Fairpark Learning
Center,” and they have been funded in the past by a grant from the Federal Temporary Assistance for
Needy Families (TANF) program (see section E1 below for more information). The new round of TANF
funding will be awarded in late June, so the outcome will not be known before the planned date for budget
adoption. If the grant funding is awarded, the $447,136 for these FTEs would drop to fund balance to be
used for another purpose. A new Financial Analyst would be transferred from Office of the Director to the
Youth & Family Division, bringing its total number of new FTEs to five.
The Housing Stability Division would grow by one FTE, a Consumer Protection Analyst which, along with
its funding, would be transferred from the Mayor’s Office. The Planning Division would also grow by one,
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
Housing
Stability
Building
Services
Planning Transportation Youth and
Family
Office of the
Director
FY22 Actual
FY23 Adopted
FY24 MRB
Trends in CAN Division Funding
3
adding a Northwest Quadrant Liaison from Building Services. The Transportation Division would remain
at its current staffing level.
BACKGROUND AND ADDITIONAL INFORMATION
A.Sales Tax Revenue. CAN benefits from two types of sales tax revenue: a State-designated form of
transportation revenue known as the Quarter-Cent Sales Tax, and Funding Our Future (FOF, also
known as the 0.5% Sales Tax Option). The FY24 MRB forecasts continued strong growth in sales tax
revenue even using conservative projections, but there is some risk that these amounts could not
materialize, depending on whether the pandemic continues to subside, and the economy does not
stall.
CAN’s proposed total allocation of these two sources would grow by nearly $1.6 million (17%) in
FY24, driven by the continued growth in the Quarter-Cent Sales Tax Transportation funds, as shown
in the chart below. The Housing Stability Division also would grow by over $255,000, or 9.7%. (As in
past years, FOF funds would also support housing development through $2,590,000 allocated to the
RDA, as well as other departments.) The proposed allocations in each of these CAN Divisions are
considered in more detail in the Housing Stability and Transportation sections below.
1.Quarter-Cent Sales Tax for Transportation and Transit Projects. Revenue from the
State’s Quarter-Cent Sales Tax for Transportation is forwarded to the City via Salt Lake
County. It began to flow midway through the City’s 2020 fiscal year. The Administration
tracks this revenue in a separate fund to enhance transparency and for State reporting
purposes (see page 48 of the MRB). These funds are added to any existing balance, along with
several other sources, and directed to the CIP budget.
2.Funding Our Future (FOF). In FY23, the Council approved a change to FOF revenue,
adding one additional category (Public Lands Maintenance) to the four already reserved for
this purpose—Housing, Transportation, Street Infrastructure and Public Safety.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Transportation - CAN Housing - CAN
FY21 Adopted
FY22 Adopted
FY23 Adopted
FY24 MRB
FY24 MRB CAN Sales Tax Allocations
4
B.Housing Stability Division. The Housing Stability Division is charged with administering
housing support programs and coordinating the City’s responses to homelessness, among other
duties. Housing support programs are funded with both Federal and local sources, including the
local sales tax increment known as Funding Our Future. In recent years, the Housing Stability
budget also was supplemented by emergency Federal funding in response to the Covid-19 epidemic
and subsequent economic instability. The Division will use some funds from these Federal response
programs through FY24 (these are not included in the general fund budget), and just one ARPA-
funded FTE remains in the Housing Stability Division. That position will continue until the related
US Treasury Emergency Rent Assistance Program (ERAP) funds are expended, by September 2025
at the latest.
1.Staffing. The sole new FTE for Housing Stability for FY24 would be a Housing and
Consumer Protection Analyst ($108,841) that was approved by the Council in FY23 Budget
Amendment #3. This position will continue previous work consumer protection performed in
the Mayor’s Office, as well as assessing the needs and gaps in residential tenant rights. The
Division also reports that two Housing Rehabilitation Specialists positions are vacant,
“pending Council policy direction on housing repair and rehabilitation programs
administered by the Housing Stability Division.”
➢The Council may wish to request additional information on what the
Division needs to begin the hiring process for these two FTEs.
2.FOF Housing Funds. The bulk of Housing Stability’s FOF funds are passed through to
community-partner organizations, and all of the FY23 housing programs are proposed to
continue at the same levels in FY24 (see chart below). New for FY24 would be funding related
to two measures identified in the anti-displacement study, Thriving in Place:
o Tenant Relocation Assistance Program ($180,000) which would help tenants who are
displaced from their existing rental unit by new residential development. It would
aim to assist up to 30 displaced households. The Division states: “If approved, the
new Tenant Relocation Assistance Program’s scope of work and related metrics
would track services for tenants [who are] directly impacted by new development to
find new living arrangements they can afford and offset the cost of relocation.”
o A Tenant Resource and Navigation Service ($92,000), which would facilitate the
creation of a tenant resource center to assist renters in stabilizing in their existing
housing. The Division states: “If approved, the new Tenant Resource and Navigation
Service’s scope of work and related metrics would track the process of connecting
lower income residents, especially renters, with the resources and services that can
help them live more affordably and remain in their housing.”
➢The Administration’s intent is that these funding line-items be
placeholders until the Council has an opportunity to review and
approve the final version of the Thriving in Place anti-displacement
plan, which has not yet been transmitted. Until then, the Council may
wish to ask whether these services would be provided directly by
Housing Stability, or through a local non-profit organization, like many
of other FOF-supported programs.
5
For current names and short descriptions of each program, see Attachment C1. Council staff
has requested updates to the information in this chart and the attachment.
Funding Our Future Support for CAN Housing Programs
FY21
Adopted
FY22
Adopted
FY23
Adopted MRB FY24
Planner 118,796 101,160 120,786 115,872
Community Development Grant
Administrator 98,964 99,408 103,220 91,344
Shared Housing 100,000 162,000 100,000 100,000
New House 20 250,000 250,000 250,000 250,000
Build a More Equitable City 300,000 388,000 388,000 388,000
Expanded Housing Opportunity
Program - Landlord Insurance 350,000 53,000 115,000 115,000
Incentivized Rent Assistance 900,000 671,620 671,620 671,620
Mortgage Assistance 500,000 50,000 50,000 50,000
Marketing Home Ownership Programs 300,000 300,000 300,000 300,000
Service Models for Most Vulnerable 200,000 525,380 525,380 525,380
TIP Tenant Relocation Assistance 0 0 0 180,000
TIP Tenant Resource Center 0 0 0 92,000
TOTAL $3,117,760 $2,600,568 $2,624,006 $2,879,216
➢Council Members have expressed an interest in funding several other specific
housing-related programs. Would the Council like to discuss any of these
following proposals raised by Council Members? Note that some of these items
may fit into the RDA Budget discussions as well.
a.Supporting “naturally-occurring affordable housing” through a low-
interest loan program for owners to make improvements on these
units?
b.City seed funds ($500-$1 million) be made available to support a
“rapid housing campground” on the condition that this be matched
with adequate ongoing funding from the State and County for
services.
c.Additional funding ($500,000) for the Switchpoint project.
d.Funding for ADU construction incentives ($1 million).
e.A $2 million funding agreement with Neighborworks for construction
of new housing.
f.Potential matching funds for adding affordable housing units to the
County’s remodeling of the Sunday Anderson Senior Center.
6
3.Federal Emergency Funds. Federal emergency funds amounting to over $22 million from
the Supplementary CARES Act and ARPA (the American Recovery Plan Act) have supported
and expanded existing City-funded programs administered by Housing Stability since early in
the COVID-19 pandemic. In addition to the initial amounts allocated, Salt Lake City received
“reallocated” awards after other cities were not able to deploy their amounts efficiently. The
Council has approved a series of Budget Amendments since 2021 related to these funds, and
these amounts are not included in the general fund budget. No new Federal awards of this
type have been announced, but in coming months several additional allocations will require
Council approval.
4.Repurposing Accounts. As noted in last year’s CAN budget staff report, the
Administration has identified dormant accounts that held $12 million in repaid loans
originally associated with HUD Grant Programs. The Administration plans to provide a
separate transmittal to outline how to repurpose these funds for affordable housing-related
activities that comply with the original HUD Grant guidelines. More information on this
proposal is forthcoming.
5.Fix the Bricks Program. The Fix the Bricks Program, a Federal Emergency Management
Agency (FEMA) grant program, was transferred to the Housing Stability Division in CAN in
an FY22 Budget Amendment, with the goal of involving existing employees who are familiar
with grant accounting and may be able to decrease wait times for program participants. The
Housing Stability Division has managed to significantly accelerate project completion, with
36 project completed in its first year—over half as many as were completed in the previous six
years. An additional 63 projects are underway and are expected to be completed by December
2023. The Division also secured new extensions for grant monies originally awarded in 2017
and 2018 from FEMA, with 2019 approval pending. The City also applied for 2022 funding
and will apply for 2023 funding. The remaining 2017 grants should be entirely spent by
September 2023.
Using $84,000 that the Council allocated to the program in FY22 to assist low- and
moderate-income homeowners in meeting the program’s 25% match requirement, the
Division has spent or allocated over $46,000 for active projects, serving nine residents who
are now in various stages of the program. Another six residents could be served with the
remaining funding, and Housing Stability is looking for new match sources. State funding
decisions on the City’s request for additional funding for 150 single-family homes and 20
multifamily homes will likely be announced in August. The City has not yet applied for
funding for commercial properties.
Housing Stability, in coordination with the IMS Department, produced a map of program
recipients to help analyze service equity. The Division also is working on a separate map to
show locations of projects on the waiting list. (Council staff has requested versions of these
maps that mask resident addresses while still showing the overall distribution.) CAN plans
to transmit information on Fix the Bricks to engage the Council in a policy discussion, with
the intent of establishing legislative policies for the program.
C.Homelessness. Within the Housing Stability Division, the HEART (Homeless Engagement and
Response Team) team provides services related to homelessness. These range from direct aid for
unsheltered people to mitigation programs for residents and businesses affected by encampments
7
and other aspects of the housing crisis. During the past fiscal year, HEART accomplished the
following:
- launched the Community Cleaning Program Rapid Intervention Team, which focuses
on smaller clean-up requests;
- rebranded and improved Salt Lake County Health Department Abatements, now
referred to as Encampment Impact Mitigations (EIMs);
- expanded the Ambassadors program;
- increased the number of Homeless Resource Fairs and involvement of community
partners;
- increased the number of Kayak and Bike Courts;
- worked closely with partners for State Homeless Mitigation funds and Winter
Overflow; and
- added a second Community Engagement Coordinator, which allowed for increased
responsiveness to SLC Mobile resident concerns.
The FY24 MRB would continue to increase support for the HEART Team, by $694,000 (25%). The
bulk of the increased amount would be used for ongoing funding of the Clean Neighborhoods
program ($598,000, a 77% increase), which is operated by Advantage Services. It would fund the
increased costs to recruit and retain staff. The FY24 MRB states:
“Advantage Services provides critical services that keep the City clean and free from
biohazards. Over recent years, the services provided by Advantage Services expanded from
a sole focus on the Rio Grande neighborhood to support cleaning needs across the entire
city. This expansion of services includes Advantage Services' mobile Clean Team offering
support for Encampment Impact Mitigations (EIMs) and Rapid Intervention Team (RIT)
site rehabilitations.”
More funding is also proposed for the Ambassadors Program in the Central City and Ballpark
neighborhoods ($96,000, 7%). Current staffing levels and coverage areas will remain consistent.
Other City funding categories related to homelessness would remain the same as in previous years
(see chart below).
Expenditures Related to Homelessness
FY21
Adopted
FY22
Adopted
FY23
Adopted
FY24
MRB
Day Shelter 127,000 127,000 127,000 127,000
Clean Neighborhoods 777,000 777,000 777,000 1,375,000
Detox Program 84,000 84,000 84,000 84,000
Storage Program 85,000 85,000 85,000 85,000
Overflow Fund (Motel Vouchers & St Vincent)360,000 360,000 360,000 360,000
Green Team 160,000 80,000 0 0
Community Connection Center 70,000 0 0 0
Community Commitment Program Expenses 0 35,000 0 0
Landfill Camp Abatement Fees 0 0 17,000 17,000
8
Ambassadors Central City/Ballpark 0 0 1,288,101 1,384,101
Total $1,663,000 $1,548,000 $2,738,101 $3,432,101
1.Work on Homelessness across City Departments. The Administration compiled a list
(below) of all proposed FY24 City funding that would assist people experiencing
homelessness, and alleviate problems associated with the homelessness crisis more generally.
These efforts would amount to nearly $26.2 million in FY24 and include both CAN’s work
(note that “HAND Team” in the chart actually refers to the Housing Stability Division), and
broader efforts in other departments, like the $12.0 million in Police Department Emergency
Response and $5.6 million for Fire Department Emergency Response.
➢The Council may wish to consider whether these approaches, along with other
recommendations in the FY24 MRB, are likely to result in progress toward its goal
of mitigating neighborhood safety issues, and whether there are specific metrics
that can be tracked this year to evaluate effectiveness.
2.New State Legislation. A law passed in the 2023 Legislative Session (Homeless Services
Amendments, HB499) requires that Salt Lake City enforce its prohibition on camping as a
9
condition of receiving funds from the Homeless Shelter Cities Mitigation Restricted Account.
The City received $2.75 million in mitigation funds for the current year, which the
Administration reports was not sufficient to cover actual costs for police services or camp
abatement.
D.Transportation and Transit. The Transportation Division is responsible for the City’s
transportation system, and 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 goals are
to:
- Provide a safe and efficient multi-modal transportation system for the movement of people
and goods; and
- Continue working toward achieving Vision Zero (zero annual traffic fatalities) by 2035.
The primary metrics tracked by the Division are crash data, transit use, and projects implemented.
Parking and traffic control permits issued and service requests completed are also tracked.
1.Staffing. As noted in the Department Staffing section above, the Transportation Division
does not plan to add new FTEs in FY24. The Division also notes one transportation engineer
position has been vacant for several months, and attributes it to high demand for these
professionals.
2.Transit Funding. Funding is proposed to increase by 17% ($1.6 million) for FY24 (see
below), thanks to continued strength forecast for sales tax funding through Funding Our
Future and Quarter-Cent Sales Tax revenue. The Westside On-Demand Ride Service has been
so popular that service quality has suffered. The Division notes that the proposed $1.1 million
funding increase would meet demand for this service and provide an acceptable level of
service. In addition, the Frequent Transit Network (FTN) Key Routes funding would grow by
$400,000, to $7 million.
Funding Our Future and Quarter-Cent Sales Tax
Support for Transportation and Transit
FY21
Adopted
FY22
Adopted
FY23
Adopted MRB FY24
Transit Planner 88,974 103,304 105,410 118,080
Planner (Planning Division)90,466 109,398 132,628 146,401
Transportation Engineer 120,922 120,922 138,228 147,436
Transit Key Routes (shifted $1.1
million from Bus Service
Mobilization, below, in FY23)
4,700,000 4,500,000 6,600,000 7,000,000
On-Demand Ride Services 0 1,100,000 1,900,000 3,000,000
Transit Route Improvements 1,100,000 0 990,000 1,100,000
Branding and Outreach 100,000 100,000 100,000 100,000
Bus Service Mobilization for 1000
North (this amount shifted back to
Transit Key Route in FY23)
0 1,101,319 0 0
10
TOTAL $6,200,362 $7,134,943 $9,966,266 $11,611,917
➢Would the Council like to request “before and after” ridership data for
Transit Key Routes, On Demand Ride Services, Transit Route
Improvements, and Bus Service Mobilization.
➢The FY24 MRB proposes to increase funding for the On-Demand Ride
Services program by $1.1 million, but the area served appears to shrink.
The Council may wish to request additional information on the factors
driving this issue.
3.Traffic Calming. The Transportation Division completed its Livable Streets Program report
in Fall, 2021, and two Transit Program Planners began implementation of the program in
FY23. The program provides low-cost, quick-action projects to support targeted safety needs
that arise within the community throughout the year. Capital funding for project
implementation is proposed in the CIP budget. In FY23, there was $200,000 for traffic
calming measures, and the FY24 MRB would reduce that amount by $100,000.
➢The Council may wish to ask what the first year of the Livable Streets
Program accomplished, and how a regular reporting mechanism could be
added to this program.
➢Would the Council like to discuss the amount designated for the Livable
Streets Program in the FY24 CIP budget with the Administration?
4.Hive Passes. The FY24 budget proposes to continue offering free Hive Passes for public
transit for school children, which appears in the Non-Departmental section of the MRB
($100,000).
➢Would the Council like to discuss the possibility of providing free Hive
Passes to the parent or guardian of each child who receives one? This might
be especially helpful for parents of younger children who may not wish for their child to
ride solo.
5.Other Transportation Projects. Many other projects proposed in the FY24 MRB will be
discussed in further detail in the CIP briefings. Nearly $9.9 million has been proposed for this
purpose.
E.Additional Information from CAN Divisions
1.Youth and Family. The Youth and Family Division, which was shifted to CAN from Public
Services in FY22 has expanded and broadened the variety of programming it provides. The
Division describes its goals and metrics for FY24 as follows:
“Provide community programs accessible for all Salt Lake City
residents. The Youth & Family Division’s programs include out-of-
school time for youth ages five to eighteen, adult education,
community outreach and educational events, and safe spaces for
11
all families. To measure the success of our youth programs, we
implement a series of metrics including the School Age Program
Quality Assessment (SAPQA) and the Youth Program Quality
Assessment (YPAQ) developed by the Weikart Center. Adult
education programs measure competencies utilizing curriculum
pre- and post-test. In addition, attendance records and
demographics are maintained for all programming.”
a.Staffing. Four Senior Community Programs Managers in the Youth & Family Division
are proposed as one-time FTEs supported by the general fund ($447,136, for 12 months;
or $111,784 each). The MRB describes them as “program leadership for YouthCity at
Fairpark location and the Fairpark Learning Center,” and they have been funded in the
past by a grant from the Federal Temporary Assistance for Needy Families (TANF)
program. The new round of TANF funding will be awarded in late June, so it is still
unknown. If the grant funding is awarded, the funds for these FTEs would drop to fund
balance.
The Division reports that:
“Without the four FTEs requested, and additional grant funding from the Utah
Department of Workforce Services, the YouthCity Fairpark and Fairpark
Family Learning programs will no longer be operational to serve community
members in the city’s northwest neighborhoods. Should these programs close,
upwards of fifty families and 200+ adult participants and families will no
longer have access to high quality programming and capacity building at the
Fairpark site. Youth & Family consistently provides affordable and accessible
high quality out-of-school time programs year-round.
Families utilizing the year-round YouthCity Fairpark afterschool
and summer programming will need to secure new childcare options
in a challenging market negatively impacted by the COVID-19
pandemic. Family and adults currently participating the Fairpark
Family Learning program will no longer have access to the
neighborhood-based technology center designed to address digital
equity, provide free workplace development skills, and parenting
and financial literacy classes.”
In addition, a Financial Analyst would be transferred from CAN’s Office of the Director to
the Youth & Family Division, bringing the total number of new FTEs to five.
b.Strategic Plan ($100,000). The Youth & Family Strategic Plan would help ensure that
the City effectively serves local youth and does not duplicate other community programs.
2.Planning Division ($486,815; 9.9%). The Division reports that it continues to work on the
Mayor and Council’s established goals, and 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. Staffing would grow by one FTE in FY24 with the transfer of the
Northwest Quadrant Liaison from Building Services.
12
For what is referred to in the FY24 MRB as a Neighborhood Amenities Study, $100,000
would be used to hire a consultant to study City neighborhoods and ensure they support
residents by making it possible to meet their “basic core needs” within walking distance or
through active transportation. This effort is also known as the 15-Minute City.
➢The Council may wish to request details on the scope and goals of this
project.
3.Building Services Division ($475,849; 6.6%). Two Civil Enforcement Officers for short-
term rentals would be added to this division, in response to a recent Council Member
legislative intent related to ADU enforcement. Combined with the proposal to transfer the
Northwest Quadrant Liaison to the Planning Division, this would raise the total number of
Building Services FTEs by one, to 64. The division does report two staffing challenges:
- The Fire Protection Engineer position was vacant for seven months in FY23.
- There is high turnover in Building Inspections, though these positions have been
filled “in a reasonable amount of time.”
4.Office of the Director (-$263,208; -9.5%). Overall, staffing for this division would drop by
three FTEs, with two CIP Managers moving to the Finance Department, and a Financial
Analyst shifting to Youth & Family. A new Business Systems Analyst would be added to the
division, but since a duplicate position was eliminated, the net effect is three.
F.Department Performance Tracking. CAN lists four Department Performance Metrics on page
188 of the FY24 MRB, but most of the specific measures listed (below) appear more closely related to
workload levels rather than performance.
-Building Services: Number of building safety and code compliance inspections
completed.
-Transportation: Number of annual service requests (stop signs, speeding, signal
timing, parking, etc.).
-Planning: Number of planning applications received annually.
-Housing Stability: Residents assisted through programs supported by Federal funds.
➢Would the Council like to consider suggesting additional indicators that would
better reflect the performance of CAN teams? For example, by tracking the share of
the workload figures that were successfully resolved by staff within a certain
period.
ATTACHMENT
Attachment C1. Names and Descriptions of FOF Housing Programs.
13
Attachment C1. Names and Descriptions of FOF Housing Programs.
Shared Housing Provide supportive services and direct assistance to single adults.
Services may include: roommate matching, application fees, deposit
assistance, rental/utility assistance, barrier removal, and six months
case management.
Mortgage Assistance Provide certain homeowners financial assistance in a temporary
financial crisis.
Incentivized Rent Assistance Provide rent, utilities, deposits, application fees, and barrier removal
to certain households that are willing to participate in case
management programs.
Vulnerable Populations Case management services for specific populations, including, rent,
utilities, deposits, application fees, and barrier removal.
Build a More Equitable City
(Prevent and Eliminate
Housing Discrimination)
Landlord-tenant mediation and/or legal representation and
consultation for renters facing eviction
Expanded Housing
Opportunity Program
(Landlord Insurance)
Provide incentives to landlords for leasing to a low-income individual
exiting homelessness.
Marketing Home Ownership
Programs
Down Payment Assistance and Home Rehabilitation for qualifying
buyers. Note that “loan forgiveness” is included in some of the funded
programs.
New House 20 Serves approximately 20 individuals who are unsheltered; reside near
a shelter/homeless resource center; have a high number of emergency
shelter nights; and have a high number of interactions with police,
fire, or ambulance services. Services provided include intensive,
wrap-around, trauma-informed case management services, as well as
rent assistance and housing barrier elimination assistance.
•Salt Lake City Proposed FY23-24 Budget
•Presented by Blake Thomas, Director, Community & Neighborhoods
Community & Neighborhoods
FY23-24 Budget
Presented by Blake Thomas, Director
1
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
COMMUNITY & NEIGHBORHOODS
Department of Community and Neighborhoods
•190 FTEs (FY23)
•FY23 Adopted Budget: $37,911,147
•Five divisions and Office of the Director (includes Real
Estate Services)
•City's best department
2
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
COMMUNITY & NEIGHBORHOODS
•OFFICE OF THE DIRECTOR
•15 FTEs (FY23)
•FY23 Adopted Budget: $2,779,283
•BUILDING SERVICES
•63 FTEs (FY23)
•FY23 Adopted Budget: $7,209,567
•HOUSING STABILITY
•21 FTEs (FY23)
•FY23 Adopted Budget: $7,800,919
•PLANNING
•41 FTEs (FY23)
•FY23 Adopted Budget: $4,939,342
•TRANSPORTATION
•30 FTEs (FY23)
•FY23 Adopted Budget: $12,615,817
•YOUTH & FAMILY SERVICES
•20 FTEs (FY23)
•FY23 Adopted Budget: $2,566,219
3
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
BUILDING SERVICES
•Two Civil Enforcement Officers for short-
term rental enforcement
•Request includes two vehicles in the Fleet
budget for $80,000
•Request: $194,000 | General Fund
"I move that the Council adopt the ordinance with the following legislative intents and
conditions… That the City/Council set aside $200k in the annual budget to fund 2 FTEs for ADU
enforcement."
City Council Straw Poll, March 12, 2023
0
10
20
30
40
50
60
70
80
90
100
3600
3800
4000
4200
4400
4600
4800
5000
1 2 3
CIvil Enforcement Cases
Total Cases STR
2020 2021 2022
4
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
OFFICE OF THE DIRECTOR /
HOUSING STABILITY
Thriving in Place and Housing SLC - Near-Term Action Priorities
Tenant Resource and
Navigation Service Tenant Relocation Assistance
Funding to develop and launch
a navigation service to connect
tenants with resources and
support
Funding to support tenants facing
direct displacement
Request: $92,000 I FoF Request: $180,000 I FoF
Between 2020 and 2022, median rents in Salt Lake County increased 11% annually, leading to an average
increase of $321/month. In 2022, 71% of Utah households were priced out of the median-priced home.
Housing SLC (draft)
5
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
PLANNING
•Neighborhood Amenities Analysis and Report
•City would hire consultant to complete data analysis and
provide report with recommendations
•Request: $100,000 | General Fund
Establish parameters that can be used to identify neighborhoods where
a resident is within a 15-minute walk or bike ride of most daily needs
and identify zoning barriers for removal or mitigation to achieve this.
Mayor Mendenhall’s 2023 Plan
6
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
•On-Demand Ride Service
•62,000+ rides from 10,000+ unique riders (2022)
•7,557 average monthly rides (2023)
•Increase of 46% from 2022 average (5,177 rides)
•Fixed route ridership increased by 52% on West Side
•Rejection rate up to 40%
•Limits ridership (10,888 rides in Nov. 2022)
•Request: $1,100,000 | Funding our Future
TRANSPORTATION
7
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
•Service for Bus Routes 1, 2, 9, 21
•Ongoing annual request
•Increase to cover inflationary cost and projected fuel true-up
•Extended service hours reduce household transportation
costs and increase access to neighborhood amenities
•Request: $400,000 | Funding our Future
TRANSPORTATION
8
Scope and begin drafting a Strategic Plan for the Youth and Family Division to ensure
the City is effectively serving our youth and not duplicating other community
programs.
Mayor Mendenhall’s 2023 Plan
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
•Youth & Family Strategic Plan
•Sorenson Community Campus
•Computer Center, Donated Dental, Community Garden
•Fairpark Family Learning Center
•Financial Literacy, Computer Skills, Parenting Classes
•YouthCity
•12 locations, 2,727 Youth Served (2022)
•Request: $100,000 | General Fund
YOUTH & FAMILY SERVICES
10
"For every child in an afterschool program, 8 are waiting to get in,
with 91,403 children alone and unsupervised after school."
Utah America After 3PM Report
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
•Four YouthCity Fairpark FTEs
•Opened Nov. 2021
•Additionally offers family learning and technology center
•85% of Utah parents support the use of public funding
for after school opportunities
•Request: $447,136 | General Fund
YOUTH & FAMILY SERVICES
9
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director BB
•Business Systems Analyst II
•Coordinates technology projects, goals, and implementation
•Conducts cost/benefit analyses to support management decisions
•Department-wide software and systems administrator
•Department webmaster to improve department website
•Works with IMS in advising, servicing, and identifying staff needs
•Request: $111,010 | General Fund
COMMUNITY & NEIGHBORHOODS
11
BB
CAN DEPARTMENT SUMMARY
DIVISION
FY22 FY23 FY24 FY24 Request
FTEs Actual $FTEs Budget $FTEs Budget $FTEs Budget $
Office of the Director 8 $1,821,543 15 $2,779,283 12 $2,516,075 1 $111,010
Building Services 64 $6,367,765 63 $7,209,567 64 $7,685,416 2 $194,000
FoF - Housing Stability 26 $3,824,989 21 $7,800,919 22 $8,996,818 $272,000
Planning 30 $4,330,821 41 $4,939,342 42 $5,426,157 $100,000
Transportation 22 $2,848,505 30 $4,015,817 30 $4,066,399
Youth and Family 19 $2,216,784 20 $2,566,219 25 $3,349,088 4 $547,136
FoF - Transportation $6,801,319 $8,600,000 $10,100,000 $1,500,000
TOTAL 169 $28,211,726 190 $37,911,147 195 $42,139,953 7 $2,724,146
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director
12
BB
Insight Description FTEs FY2024
Request
1 Civil Enforcement Officers (10 months) | General Fund 2 $194,000
2 Tenant Resource & Navigation Service | FoF 0 $92,000
3 Tenant Relocation Assistance Program | FoF 0 $180,000
4 Neighborhood Amenities Study | General Fund 0 $100,000
5 On-Demand Ride Service | FoF 0 $1,100,000
6 Enhanced Bus Service (Routes 1, 2, 9, 21) | FoF 0 $400,000
7 Youth & Family Strategic Plan | General Fund 0 $100,000
8 YouthCity Fairpark FTEs | General Fund 4 $447,136
9 Business Systems Analyst II (10 months) | General Fund 1 $111,010
TOTAL 7 $2,724,146
CAN DEPARTMENT INSIGHT SUMMARY
COMMUNITY & NEIGHBORHOODS FY23-24 BUDGET PROPOSAL
Presented by Blake Thomas, Director
13
THANK YOU
Presented by Blake Thomas, Director, Community & Neighborhoods
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY24
TO:City Council Members
FROM:Allison Rowland
Public Policy & Budget Analyst
DATE:May 23, 2023
RE: FY2024 BUDGET – DEPARTMENT OF PUBLIC LANDS
MAYOR’S RECOMMENDED BUDGET PAGES:
- Key Changes, 59-60; Department Overview, 227-233; Staffing, 302-304
OVERVIEW
The proposed Fiscal Year 2024 (FY24) budget for the Department of Public Lands, including the Golf Fund
would reach just over $45 million in FY24, which is 15.8% ($6.1 million) higher than in FY23. The sharp increase
would be due primarily to a $3.2 million increase in the Golf Division, as well as $1.5 million more in the Parks
Division. The Trails and Natural Lands Division also would continue to grow, with $869,018 in new funding.
As in other City departments, higher Personal Services costs (pension and merit changes, salary, and insurance
rate changes) would account for a large share of the overall increase in the Department of Public Lands, at 50%
of the total increase ($2.4 million). This is due to the relatively large number of full-time employees (FTEs), 192,
listed in the FY24 Mayor’s Recommended Budget (MRB).
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Golf Parks Trails and Natural
Lands
Urban Forestry Public Lands
Administration
FY22 Actual
FY23
Adopted
Trends in Public Lands Funding
Item Schedule:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
Potential Action: June 13
Department of Public Services
2
The Department of Public Lands was created in 2022, when the Public Services Department was split, and
several existing divisions plus the Golf Enterprise Fund shifted to Public Lands. The Golf Division is an
Enterprise Fund, whose budget is supported primarily by revenue for services offered. It is briefed separately;
the remaining Public Lands Divisions are supported by the general fund and detailed in this staff report.
Public Lands General Fund Budget.
The total proposed FY24 Public Lands Department budget (minus the Golf Fund) would reach $27.2 million
dollars, 12% higher than the FY23 budget. This would continue rapid growth in the new Department, as the City
responds to increasing public expectations for its open spaces, as well as growing population, and surging use
since the beginning of the Covid-19 pandemic. Public support for increased Public Lands investment was also
demonstrated by the successful $85 million GO Bond which voters passed in November 2022.
As proposed in the FY24 MRB, the Public Lands Department’s ongoing general fund budget will have grown by
$8.1 million—43%—since 2022. The Parks Division would continue to receive the lion’s share of the overall
department budget in FY24, at 57% of the total, $15.5 million (see figure below, and additional information on
each Division elsewhere in this report). This year, though, the Trails and Natural Lands Division would lead the
rate of growth in the Department, taking on new maintenance duties for recently purchased properties and the
Foothill Trails system, and adding eight new FTEs.
Proposed Funding Changes in Department of Public Lands
FY22
Actual
FY23
Adopted
FY24
MRB
FY23-24
Change
Parks 11,019,015 13,981,304 15,487,723 10.8%
Trails and Natural Lands 1,403,976 3,886,105 4,755,123 22.4%
Urban Forestry 3,006,927 3,505,849 3,526,680 0.6%
Public Lands Administration 3,598,566 2,856,418 3,392,745 18.8%
Total 19,028,484 24,229,676 27,162,271 12.1%
Staffing Levels.
A.New Positions. The proposed budget would add 14.5 new FTEs to the Public Lands Department on an
ongoing basis, including two that were added in FY23 Budget Amendment #4. The majority of these
positions are funded for 10 months, rather than one full year, which means additional funds would be
needed to maintain the staffing level in FY25 ($867,000 included in the budget compared to just over $1
million annualized cost), In addition, the salaries and program costs of 11 of the new FTEs, along with the
salaries of the seasonal employees who work with them, would come from Funding Our Future revenue.
This is a shift from last year’s decision to concentrate Parks FOF on capital expenditures (see Section A2
below). See Division summaries below for additional information on these proposed FTEs.
Proposed Staffing Changes in Department of Public Lands Divisions
FY22
Actual
FY23
Adopted
FY24
MRB
Change
Parks 78.00 81.00 84.85 3.85
Trails and Natural Lands 7.00 29.00 37.15 8.15
Urban Forestry 15.00 18.00 18.00 0
Department of Public Services
3
Public Lands Administration 17.35 15.35 17.85 2.50
Total 117.35 144.35 157.85 14.50
B.Vacancies. Staff vacancies are an ongoing difficulty for the Department of Public Lands. Turnover is
frequent at some levels, and vacancies often remain unfilled for more than three months due to the time
involved in the hiring process and market competition for skilled labor. In FY23, Parks Maintenance
Technician (Grade 16) positions remained difficult to fill and had high turnover rates. The Department
noted that “many of the challenges are around staff safety in parks, and the difficult work environment
imposed by people living in and committing crimes in parks.” (See Section C, below.)
C.Seasonal Staff. In early May, Director Kristin Riker reported to the Council that raising the minimum
starting wage for seasonal positions from $13.15 to $17.00 per hour for FY23 made the Department more
competitive and resolved many previous staffing shortfalls. But it has not solved all the challenges to
recruitment, according to the Department. The FY24 MRB proposes to slow costly turnover (and save
training costs) by reducing the number of seasonal workers by three hourly part-time positions and using
the savings to help cover 3.5 new FTEs in year-round positions. Meanwhile, the Parks Division is seeking to
hire 115 seasonal or hourly employees this spring but at last check (mid-May), had only 83 on payroll. This
number, of course, is subject to frequent changes with recruitment in process.
➢With the 35% expansion in staff from FY22 to FY24—at 40.5 new FTEs, in addition to a
large number of seasonals—the Council may wish to ask the Department whether it has
enough experienced and skilled managers at all levels to use the workforce as effectively
as possible? Would the Department benefit from additional funds to help train staff who
are new to management positions?
BACKGROUND AND ADDITIONAL INFORMATION
A. Proposed Maintenance Funding for New Properties.
1.Adequately Maintaining SLC’s Public Lands. In response to an FY22 Council Legislative
Intent, for the first time the City has estimated what would be needed to fully fund ongoing
maintenance for all of its public lands (including those in the Golf Division). In the May 2, 2023,
Council Work Session, the Department prepared and presented an analysis titled Adequately
Maintaining SLC’s Public Lands. The bottom-line conclusion is that $35.4 million would be needed
for one-time costs, along with $10.2 million and 54 new FTEs on an ongoing basis. This analysis is
not expected to result in immediate budgeting for these amounts, but rather to aid the City’s elected
officials in annual budget considerations, and may inform incremental steps in coming years. The
summary of these costs appears in Attachment C1.
2.Shifting FY24 Funding Our Future Support to Maintenance. Each year, Public Lands
assumes maintenance responsibilities for several public properties that are new or redeveloped.
These properties are the result of land acquisitions, recently funded Capital Improvement projects,
or externally funded grant projects, all of which expand maintenance responsibilities following
project completion. In FY23, Public Lands received $2 million in Funding our Future (FOF) dollars
to be used for capital projects through the CIP process. The Department stated that while this
amount was “greatly needed and appreciated,” it sees operational funding as the more urgent need,
as explained below:
Department of Public Services
4
“Currently Public Lands has a backlog of 100 projects in the
design/construction phase with the Engineering Division (not including bond
projects). The Department has $85 million in GO Bond projects, $22 million in
Sales Tax Bond funds, $15 million in unallocated Impact Fees and $23 million
in allocated impact fees. The total of these three funds with hard deadlines for
expenditure and completion is $145 million.”
By way of comparison, the Department stated that just five years ago, Public Lands was allocated $1
million to $5 million per year for capital projects. Re-allocating the $2 million in FOF funding from
a capital account to operational accounts, as proposed in the FY24 MRB, would fund parks
maintenance staff, supplies, and vehicles, addressing immediate needs for existing and new
property maintenance.
This would be considered an ongoing change with $1,316,848 of the amount to cover maintenance
costs, and $678,152 in one-time purchases for FY24. The Department stated that it would prefer
that in future years, the $678,152 be returned to the CIP (capital) account.
➢Given the project backlog described above, it seems likely that Public Lands will
continue to face a surplus of capital funds relative to maintenance funds in FY25
and perhaps beyond. Would the Council like to discuss with the Administration
strategies for upcoming years related to the balance of spending on capital and
available staffing/maintenance funds?
3.Maintenance for New Properties. The FY24 MRB proposes to fully fund maintenance for all
the new Public Lands properties acquired since 2022. At the request of Council staff, the
Department forwarded the complete list with cost estimates (descriptions of the properties can be
found in Attachment C2).
Cost Breakdown for New Public Lands Properties since 2022
FY24
Request
Ongoing
Costs
Parks Division
Mountain View Corridor Trail, since April 2022.51,753 49,750
Fisher Mansion Grounds, since December 2022.20,033 20,033
100 South Islands, since April 2022.4,687 4,487
Folsom Trail, since March 2022.36,955 41,252
Trails and Natural Lands Division
Cornell & North Riverside Natural Area, since April 2022.79,041 84,043
Kilyon Canyon Property, since December 2022.10,000 10,000
9Line Urban Orchard, since December 2023.50,901 71,450
Fairmont Park Springs, since October 2022.41,410 42,793
Three Creeks Wetlands, since June 2022.41,410 42,793
Foothill Trailhead, since December 2023.27,382 37,265
Total
$363,572
$403,866
Department of Public Services
5
C. Parks Division ($15,487,723; 84.85 FTEs).
The Parks Division is charged with oversight and care of all City Parks, the Salt Lake City Cemetery, and the
Regional Athletic Complex.
1.Goals and Metrics. The Division’s key goal is to preserve, protect, maintain, improve, and
enhance the City’s public park lands, facilities, and assets. The metrics it uses to assess its progress
are the following:
1. Parks Maintenance budget per acre
2. Parks Ratio of maintained acres per FTE
3. Cemetery Maintained Acres
4. Cemetery Maintenance budget per acre
5. Cemetery Ratio of maintained acres per FTE
6. RAC Maintained Acres
7. RAC Maintenance budget per acre
8. RAC Ratio of maintained acres per FTE
9. RAC Economic Impact (Calendar Year)
➢The Council may wish to inquire with the Administration how it can regularly
receive information on these metrics as well as for other Divisions.
2.Staffing Changes. The Parks Division plans to add key positions to help care for new assets as well
as irrigation-related technical positions to improve efficiency, as it continues to upgrade old
systems, and keep trees watered when turf irrigation cannot be provided.
a. Parks Maintenance Tech II. FOF $67,800 for 10 months; $81,360 in FY25. Associated seasonals
(3.5) $127,500; ongoing program costs $110,450. Total ongoing cost is $305,750 for 10 months;
$319,310 for FY25. For landscape maintenance at four newly acquired properties: Folsom Trail,
and at Mountain View Corridor (11 acres).
b. Maintenance Electrician IV. FOF $83,800 for 10 Months; $100,560 for FY25. Ongoing program
costs $39,000. To support existing Parks Electrician, improving response time to lighting and
electrical repairs.
c. General Maintenance Worker IV. FOF $79,800 for 10 Months; $95,760 in FY25. To support the
Property Maintenance team and improve response time for ongoing maintenance and
vandalism repairs and replacements.
d. Sprinkler Irrigation Tech III. FOF $76,000 for 10 months; $91,200 in FY25. To support existing
Parks irrigation team in parks, city medians and trails, improving response time to water line
leaks & breaks.
e. Central Control Irrigation SPE. FOF $76,000 10 months; $91,200 in FY25. To improve water
monitoring and reaction time to problems, supporting the Parks irrigation team by managing
parks, RAC, Cemetery, city medians and trails.
f. Operations Manager. Existing FTE would be reduced to .85 FTE in Parks at $122,303, with 15%
of FTE ($21,585) transferred to Trails and Natural Lands.
3.Vacancies. The Parks Division is “where staffing shortages and vacancies are being felt most
acutely.” There has been low turnout in terms of applications, and general labor positions are
Department of Public Services
6
difficult to fill, including seasonal and part-time positions. See also the Issue at a Glance section,
above.
4.Park Safety. The housing crisis and homelessness continue to affect park safety and maintenance,
and vandalism causes additional spending needs. The Division states:
“Park patrons support no-camping and curfew ordinances, but Parks
and Ranger interventions can only go so far. Until larger systemic
policies and solutions can be found – including law enforcement
interventions – Parks can only continue to work with city and county
services to mitigate homeless issues and camping.
Vandalism is another issue Parks struggles to keep pace with that we
lack resources and authority to provide security and law enforcement
over. The division has been able to utilize year-end savings to fund
overtime police officer pay to enforce park curfew. This will end June
30th as the City enters a new budget year. Without resources devoted to
enforcing park curfew, damage to the parks will take resources away
from park beautification.
In addition, the Parks Division will see a shrinking workforce as staff
members continue to be victimized by individuals living in our
parks. This has ranged from simply being yelled at, to physical
assaults.”
➢Would the Council like to ask the Administration for information about its plans
for securing parks and other public lands once the Department’s funds for City
police officer overtime shifts are exhausted?
5.Cost-Saving Measures. The Division will be cutting costs through equipment upgrades, turf-care
strategies resulting in cost and water savings, lighting upgrades to energy-efficient fixtures, and
anti-vandalism related strategies designed to lower repair and replacement costs.
6.Regional Athletic Complex (RAC). It has been several years since the Council last received
updated budget information for the RAC. Since the facility opened, revenues have consistently failed
to keep pace with expenses, but the beginning of the Covid-19 pandemic appears to have accelerated
that trend. With expenses outpacing revenues at an even faster pace, the general fund subsidy would
grow to nearly $800,000 in FY24. Staff note: When the RAC was approved by voters in 2003, the
City estimated at the time that it would need some sort of ongoing general fund subsidy. The
amount identified at the time was $200,000.
➢The Council may wish to request a full briefing on the Regional Athletic Complex
for a future work session, along with strategies the Administration is pursuing to
help manage the general fund subsidy.
Department of Public Services
7
D. Trails and Natural Lands Division ($4,755,123, 37.15 FTEs)
1.Goals. The Division’s goals with this year’s proposed budget are:
a. Grow the capacity & expertise of the Trails & Natural Lands Division including the planning
team.
b. Improve the ecological health and resiliency of public green spaces, and provide a dedicated
budget for biodiversity and habitat enhancement.
c. Improve maintenance of existing soft surface recreational trails within Salt Lake City,
specifically in the Foothills Natural Area. The Foothill Trails Master Plan outlined both the
design and construction of new trails, repairing and integration of select pre-existing trails,
the maintenance of system trails, and the ecological maintenance of surrounding natural
areas.
d. Reduce the number of acres maintained per Natural Resource staff: Current 1,050 acres per
FTE.
e. Make progress toward clearly defined restoration and enhancement objectives. Reduce the
number of existing projects per Public Lands Planning staff: Current ~20 projects per FTE
(ideal is 8-10, depending on their size and scope)
f. Increase staff capacity to be able to accomplish planning and capital development goals for
the Department from the “Reimagine Nature” Public Lands Master Plan
2.Metrics. The Division’s metrics with this year’s proposed budget are:
a. Number of native species planted annually in SLC public lands.
b. Number of Council Districts with an active biodiversity enhancement project.
c. Weed-impacted acreage treated for noxious invasive weeds.
-$1,500,000
-$1,000,000
-$500,000
$0
$500,000
$1,000,000
$1,500,000
FY1
7
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FY21
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FY22
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FY23
A
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FY24
M
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Revenue
Expenses
General Fund Subsidy
Regional Athletic Complex Budgets
(not inflation-adjusted)
Department of Public Services
8
d. Conduct general trail maintenance/inspection on 20-25 miles of trails per year.
e. Weed control mitigation and inspection on 10-15 Miles of trails per year. Projects per
planner/project manager.
f. Time between funding and construction/ribbon cutting (currently ~4 years, ideal is less
than ~2 years).
g. Community ownership and involvement in project processes and outcomes.
➢The Council may wish to inquire how it will be informed of performance on the
metrics listed.
3.Staffing Changes. The Trails and Natural Lands Division would see its second significant staffing
increase in as many years, adding 8.15 FTEs, including the two Public Lands Planners added in
FY23 BA #4. Still, this increase would not be as large as the addition of the Park Rangers (see below)
last year. The Division notes that the proposed funding for Trails and Natural Lands will transition
several existing part time positions to full time positions, which “will increase capacity and long-
term sustainability of both the ecology and trails programs that have been very short staffed with
only part time positions.”
a. Senior Natural Resource Technician. $74,400 for 12 months. Responsible for landscape
maintenance and overseeing seasonal crews at three new properties: Cornell Riverside Natural
Area, Fairmont Park Springs, and Three Creeks Wetlands.
b. Senior Natural Resources Technician. FOF $67,800 for 10 months; $81,360 for 12 months. O
Ongoing program costs $38,000. With associated seasonal crew, would increase capacity for
expansion of biodiversity and restoration projects across Public Lands, including pre-
restoration weed control and site preparation, post-restoration weed control and watering,
planting, seeding, fencing and irrigation maintenance, etc.
c. Two Senior Natural Resource Technicians. FOF $62,000 each for 10 months; $74,400 each for
12 months. Ongoing program costs $52,000; one-time operational expenses $50,000. With
associated seasonal positions would provide weed removal, native planting, trail corridor
maintenance, trailhead and access maintenance, way finding and interpretive signage
installation and maintenance, and minor trail construction. The locations would include SLC
Foothills, and other soft surface trails and bike parks including Rose Park Trails, 9Line Bike
Park and Parleys Historic Nature Park.
d. Environmental Specialist. FOF $74,700 for 10 months; $89,640 for 12 months. Would shift
existing part time position to full time to improve maintenance of natural lands. This position,
also known as a Restoration Ecologist, would provide highly technical and specialized guidance,
along with direction and support for the development and implementation of projects on Public
Lands properties focused on biodiversity, pollinators, native plant restoration, and habitat
function.
e. Operations Manager. Existing FTE located in Parks Division would work 15% of time in Trails
and Natural Lands, at $21,585 for 12 months.
f. Two Public Lands Planners. $229,440 for both, for 12 months. These were added to the Division
in FY23 Budget Amendment #4. They are responsible for public engagement, design, consultant
management, cross-departmental coordination, and implementation of tasks required to
complete critical Public Lands projects.
Department of Public Services
9
4.Proposed Foothill Trails Maintenance. In conjunction with the FY22 budget, the Council
adopted a budget contingency that halted construction in the Foothill Trails while community
concerns were addressed. The section which refers specifically to maintenance and repair notes that
these funds may be released incrementally by the Council. The complete budget contingency can be
found in Attachment C3. Staff note: For budget contingencies to apply beyond a single fiscal year,
they need to be approved for each fiscal year separately. Based on information collected in FY 23
by staff and feedback from the public, the Council may wish to consider if any contingencies in FY
24 are warranted.
For FY24, the Department of Public Lands proposes to begin maintenance on these trails:
“Nearly 100 miles of official and social trails currently exist within Salt Lake City Foothills.
Historically Trails and Natural Lands has only completed maintenance on the most urgent
deferred maintenance issues. Very little ongoing general maintenance is regularly completed
within Salt Lake City Foothills. In the past two years the Trails and Natural Lands team has
hired two part-time positions to begin inspection and general maintenance. This request
would move these positions to full-time positions and increase capacity to begin general
maintenance on existing trails within the Foothills Natural Area. Trails that have been
degrading for many years will begin to see regular improvements and maintenance.”
➢The Council may wish to request additional information about the processes the
Department has used to communicate with interested community members and
engage in a full discussion of potential alternatives. The Council may also wish to
straw poll whether it agrees or not that this contingency has been met.
5.Expanded Services. Along with the new and redeveloped properties for which the Division
already assumed maintenance in FY23, the FY24 MRB would fund several types of new services.
a. Bio-Diversity Habitats. “Expansion of native plant restoration areas will increase throughout
the City. This request will increase current ecology capacity by 25%. Currently this team has
completed and maintains five bio-diversity habitat projects within Natural Lands throughout
the City. The proposed expansion of the Restoration Ecology team to implement two additional
bio-diversity habitat projects each year within SLC Public Lands and improve habitat and
increase environmental resilience.”
b. Restoration and Maintenance of Natural Areas. “For many years, investments in restoration
and maintenance of Salt Lake City’s urban nature parks and natural areas have been
minimal, and many of these spaces and trails have been on a trend of prolonged ecological
degradation. The proposed budget helps to remedy this shortfall in restoration and
maintenance resources by providing dedicated funding for several new and existing
properties, which is expected to help TNL begin to reverse the process of degradation.
However, this process will take time and removal of noxious weeds, trash and waste clean-up,
trail maintenance, erosion control, signage and amenity replacement, and a variety of other
maintenance items expected by the public and partner agencies like the Salt Lake County
Noxious Weeds Program will take several years to address.”
6.Park Rangers. The Council approved 18 new positions in FY22 Budget Amendment #4 (including
specialized supervisory staff), and two more were added in FY23 for a total of 20. In 2023,
supervision for the Park Rangers program was moved to the director of the Department’s
Operations area, but the FTEs remain in the Trails and Natural Lands Division. The Division states
that Park Rangers are “a key part of the City’s efforts to reduce or eliminate crime and antisocial
Department of Public Services
10
behaviors in parks, golf courses, trails, and natural lands, working toward making people feel
welcomed and safe in the City's parks, deterring inappropriate activity, reducing the number of
vandalism incidents as well as other related activities.”
a.Recruiting and Vacancies. Currently, two of the 14 Park Ranger positions remain open. The
Division states that recruitment for position has been successful, as they continue to get high-
caliber candidates and have multiple qualified finalists to choose from. They do note that
turnover has been higher than hoped in these early stages because “Over half of the departures
are because we hired very qualified Rangers who have moved on to more senior positions
within the city or in other outdoor management organizations.” A few Rangers were dismissed
for disciplinary reason, but “the problems do not seem systemic, and they are lessening in
frequency as Program expectations and culture are built.”
b.Coordination with Other City Teams. The Park Rangers coordinate closely with two teams
in the Community and Neighborhoods Department, the Rapid Intervention Team (RIT) and
HEART (Homeless Engagement and Response Team). Active participation in weekly multi-
Department meetings provides opportunities to communicate about the safety and wellness of
unhoused individuals, and update locations of current camps, especially when these pose a
public safety issue.
c.Ranger Coverage. In response to a Council Member question about the cost to expand the
Park Rangers program to cover all City parks, trails, and open spaces, the Division responded
the following:
“The Park Rangers program currently covers all Salt Lake City parks,
trails, and open spaces. The amount of time our Rangers spend at each
park varies based on the need. Rangers prioritize their patrol time first
in each of the four Ranger Hubs (Fairmont, Jordan River Parkway,
Pioneer (including Washington and Library Square) and Liberty;
Rangers respond to compliance and community concerns (e.g. Dogs off
leash; HEART and RIT coordination for unsheltered services); planned
education programs and park events. All other public lands are visited
on a rotating basis.
Adding more Park Rangers would increase the amount of time and
programming across all parks, trails and open spaces. The estimated
cost to expand the park ranger program would be $590,000. This cost
estimate includes ongoing and one-time expenses to add a work crew of
4 rangers, 1 lead ranger, 2 vehicles ($80,000 one-time cost), and
operational costs for training, equipment, and supplies. Another possible
direction would be developing internships or seasonal/part-time
positions for the busier summer months to provide training
opportunities for young professionals while adding needed assistance.”
The Council may wish to discuss goals and expectations for an
expanded Park Ranger program to ensure the cost estimate
referenced above would achieve those goals.
d.Metrics. The Park Ranger program uses a range of measures to assess effectiveness in the goals
of increasing public safety, enhancing customer service, and providing education to park
visitors. They collect data using Survey123 software from ESRI. The data collected includes
time, location, activity, and any interactions with the public or actions in support of park
Department of Public Services
11
operations or park safety. The full metrics are available in a quarterly report and will soon be
provided on a public dashboard.
i Activities (measured in time): Patrol, Event Support, Programming/Education,
Meeting with Community Partners, Park Maintenance, Program Development,
Training, Administration.
ii Interactions (measured in numbers): Greetings, Ranger Information, Tour,
Unhoused, Services Offered, Compliance-Dogs, Compliance-Park Policies, Program
Survey, Education.
iii Actions (measured in numbers): Dispatch Calls, Connect to Services, Meet with
Community Partner, Provide Leash, Report Vandalism/Graffiti, Litter Control.
➢The Council may wish to ask how they can be informed about these
metrics prior to the release of a public dashboard.
7.Park Ambassadors. In FY23, Public Lands reported that it had contracted with a company called
PalAmerican to perform Park Ambassador duties until the Park Ranger program could be organized
and employees hired and trained for their duties. This service was to be spread across parks, and
include the following:
•providing services during league play at Pioneer Park;
•opening and closing park restrooms;
•sweeping parks for needles and other drug paraphernalia;
•performing homeless outreach regarding resources, shelters and
job opportunities; and
•providing customer-oriented support to make City
parks, trails, and natural lands more inviting.
In response to a Council staff request for additional information, the Division provided the following
explanation of why it continues using the park ambassadors for certain security and lock up tasks:
“PalAmerican security services were originally activated back in June 2021 to lock
restrooms only. Currently PalAmerican is providing a weekly security presence at
the RAC and Fischer Mansion. At this time, they are not locking park restrooms
due to staffing shortages. They are hoping to resume those duties soon.
When PalAmerican is fully staffed, they do a good job of locking our restrooms.
They have been somewhat unreliable in the past year due to difficulties with hiring
and retaining staff.
PalAmerican is contracted to provide security twice a night at the RAC and Fischer
Mansion as well as locking up Parks Restrooms nightly 7 days a week from 11pm –
5am. Park Rangers work until 8:30 pm and so their schedules do not allow them to
lock restrooms. In addition, PalAmerican duties focus on securing our bathrooms
and facilities including asking unsheltered citizens to leave Park restrooms and
Parks at closing from 11pm – 5am. Park Ranger duties are customer service
oriented with specific duties [mentioned in the Metric section above].”
Department of Public Services
12
E.Public Lands Administration ($3,392,745; 17.85 FTEs).
1.Goals and Metrics. The key goals and corresponding metrics for Public Lands Administration are
listed in the figure below.
Goals Metrics
Stewardship: Preserve, protect,
maintain, improve, and enhance
natural areas, park lands and our
urban forest.
•Ratio of maintained acres per maintenance FTE;
•Trails staff per system trail mile;
•Percentage of properties with formal restoration;
•Maintenance budget per acre.
Equity: Equitably accessed public
spaces, shaped by the character and
diverse community
•Percentage of SLC residents living within ½ mile walk of
park;
•Community engagement opportunities.
Livability: Our communities, public
and private partners and staff work
together to create safe, active, and
inclusive public green spaces.
•Increase Friends of park/trail/cemetery volunteer
groups;
•Number of park and natural area stewardship volunteers
The Division reports performance on the first metric associated with Stewardship in the FY24 MRB
(page 229). It reports that the ratio of maintained acres per maintenance FTE, which ranges from
9.8 to 11.1 over the past three years, with an FY24 target of 10.5.
➢The Council may wish to request additional performance reports on the other
metrics listed.
2.Staffing Changes. The total number of FTEs in this Division would rise from 15.35 to 17.85, with
one transferred from the Parks Division, and 1.5 new positions:
a. Financial Analyst, transferred from Parks Division. $132,528 for 12 months. Among other
duties, this position would assume the Special Events Permitting process.
b. Special Projects Assistant. $85,800 for 10 months; $102,600 for FY25. Ongoing event costs
$130,000; operational costs $4,000. This position would facilitate new events, including
two drone shows for the 4th and 24th of July, three events in the Ballpark neighborhood,
three events in the North Temple neighborhood, and a large volunteer event to clean the
City’s 17 miles of the Jordan River and Jordan River Trail. (See additional information in
Attachment C3.)
c. Senior Warehouse Operator (.5 FTE, with other .5 funded by Golf Fund). $7,500 for 10
months; $9,000 in FY25. Shifting this seasonal staffer to an FTE would support increased
warehouse operations, order requests, and payment processing. Also would assist in
managing Department’s growing number of purchases, contracts and warehouse demands.
The growth comes in part from added special events, new park ranger program, more grant
awards, and bonds.
3.Expanded Citywide Events. The proposal to expand new City events (including the FTE listed
above) is explained by Department as follows:
“Crime prevention through neighborhood empowerment: While law
enforcement plays a critical role in ensuring safety, community involvement
is also essential in preventing crime and promoting a sense of security in the
neighborhood. Festivals and events can help foster a sense of community and
Department of Public Services
13
build relationships among residents that provides a sense of community and
safety.”
4.Consolidated Fee Schedule (CFS). The Public Lands finance team works with the City Finance
Department staff to coordinate cost analysis, adjusting charges as appropriate.
F.Urban Forestry Division ($3,526,680, 18 FTEs).
1.Goals. The Urban Forestry Division provided its primary goals for the forthcoming budget year:
a. Build upon the Division’s already high level of service, by reducing service wait times and
increasing information sharing throughout service interactions. This will be possible thanks to
previous budgeted investments in staffing and equipment, and efficiency improvements in
permitting, database management, and staffing capabilities.
b. Increase public awareness regarding tree benefits, and public willingness to participate in the
watering of neighborhood trees. To achieve this the Division intends to capitalize on
investments in public outreach funding as well as policy and procedure updates that prioritize
tree planting in places where trees will thrive.
c. Coordinate with the Parks, Natural Lands, and Golf Divisions to identify high priority/high
value tree planting opportunities on Public Land properties and harness volunteer interest to
cost effectively plant more trees, while at the same time upgrading irrigation systems so that
trees can be watered more efficiently.
2.Staffing. The Urban Forestry Division is proposed to remain at 18 FTEs in the proposed budget,
the same as in FY23.
3.Efficiencies. The Division mentioned two cost-saving measures it has undertaken that would
continue with the adoption of the new budget.
“In the current year, the UF Division has equipped all Service Coordinators and Arborist Crews
with field tablets so that all work order information is available in the field and can be updated
and closed out at the time of service. The UF Division has also transitioned to a ‘proximity based’
work completion approach for in-house and contracted crews, which significantly reduces job to
job drive time. Both of these changes result in more production time, reduced milage/fuel usage,
and better service. Additionally, the UF Division has further harnessed the power of volunteers to
plant trees on public lands, reducing the overall cost to plant trees.”
4.Backlogs Eliminated. The Division noted that investments from the FY23, along with efficiency
improvements, are likely to result in noticeably elevated service levels in the upcoming budget year,
and that it now has a higher capacity for work completion and customer interaction than ever
before. As a result, the substantial work backlogs that the Division has had to contend with since the
2020 windstorm have been eliminated.
G.Public Utilities, Fuel, and Contractual Charges. Unlike many other City departments, Public Lands
pays utilities on the infrastructure it maintains, such as watering and lights in parks, some park strip,
roundabout, and traffic island irrigation, as well as fuel. Year-to-year fluctuations can depend on weather
conditions, the City’s new asset purchases, contractual changes, and more. The annual Utilities and
Contractual budget request is based on the Consumer Price Index (CPI) plus proposed rate increases for
public utilities.
Department of Public Services
14
Public Lands Estimates for Utilities, Contractual Increases, Fuel
FY22 FY23 FY24
MRB
Utilities Increases 162,500 332,157 451,800
Contractual Increases 79,000 391,468 159,000
Fleet Fuel - 162,938 38,700
Total $241,500 $886,563 $649,500
ATTACHMENTS
Attachment C1. Public Lands Maintenance Needs Estimates.
Attachment C2. New Department of Public Lands Properties since 2022.
Attachment C3. Foothill Trails Conditional Appropriation.
Attachment C4. Planned Citywide Events.
Department of Public Services
15
Attachment 1. Public Lands Maintenance Needs Estimates.
The following chart is reproduced from Adequately Maintaining SLC’s Public Lands, a document written in
response to a Council Legislative Intent and presented to the Council in the May 2, 2023, Work Session, page 30.
One-Time On-Going
New
FTEs Notes/Other
Goal 1. Evolving our Workforce
Afternoon Parks Crew $120,000 $598,000 7
Invest in full-time employees $696,000 $1,367,925 21
7 new FTEs for each year
(total of 3 years)
Park Inspector $72,500 $116,000 1
Trails and Natural Lands Operations $585,000 $1,116,195 12
Goal 2. Grown Gap: Matching Growth with Growth
Public Lands Acquisition Plan &
Strategic Capital Plan $300,000 N/A
Additional Planning Team $115,500 $605,160 5
Budget Amendment 2
new FTE Budget
Insight FY24 3 new FTE
Goal 3. Address the City’s Aging Infrastructure
Begin regular cycle of asset replacement $5,000,000*
May increase 5-10%
annually
Irrigation System Replacement
(14 properties) $13,061,148**$2,000,000***
Large Equipment Replacement $3,322,576
Golf Division Irrigation System
Replacement at Three Courses $11,850,000
Goal 4. Improve Stewardship through Partnerships Development
Community Park Activation Grants $55,000 $125,000 1
1 vehicle, equipment &
office supplies
Increase budget for general
communications, engagement, and
volunteerism activities $25,000
Department of Public Services
16
One-time equipment purchases for
enhanced outreach capacity (vehicle,
trailers, etc.)$125,000
Enhanced Park Usage Data Gathering $70,000
Goal 5. Resolve Structural Imbalances
Weed Abatement $290,000 $326,695
Goal 6. Urban Forest Resilience
Additional Arborist Crews $457,500 $202,800 2
Temporary $100,000 for
three years
Golf Course Arborists $457,500 $202,800 2 $100,000 for three years
Storm Damage & Recovery
$160,000 Revolving
Account
Urban Wood Reutilization $3,777,500 $171,500 1
Goal 7. Reduce or Eliminate Crime and Antisocial Behavior
Two Animal Service Officers (SLCO) $150,000 $275,000 2
TOTALS $35,435,224 $10,202,075 54 $2,360,000+
*We are funded for an asset replacement plan that will determine this number
**Estimates for only high-priority projects
***Estimated annually 10 years for aged systems that need replacement
Department of Public Services
17
Attachment C2. New Department of Public Lands Properties since 2022
Parks Division
•Mountain View Corridor Trail |April 2022. The Mountain View Corridor Trail is a new urban
trail developed in conjunction with UDOT and the Mountain View Corridor Highway project. The
newly constructed section of trail within Salt Lake City extends from 1300 south to 2100 south and
parallels the new highway. The additional space will equate to 11 acres of open space and 1 mile of trail
to be managed and maintained by the Public Lands Department.
•Fisher Carriage House | December 2022. The property around the carriage house is frequently
used for events, includes a boat ramp, and has irrigation and lawn maintenance needs.
•100 South Islands | April 2022. The 100 South Transportation project was completed in April of
2022. The islands offer a safe place for pedestrians as they cross the intersection. One of the islands will
be concrete and the other will have mulch, trees, and plantings along with a new water meter.
•Folsom Trail | March 2022. The Folsom Trail is an off-street, paved walking and bicycling path that
connects 1000 West to 500 West and the North Temple Front Runner Station. The project was
initiated by Salt Lake City’s Transportation Department with the intent that the City’s Public Lands
Department would perform the maintenance and operations duties.
Trails & Natural Lands Division
•Cornell & North Riverside Natural Area | April 2022. The Cornell Riverside Natural Area is the
site of a stormwater demonstration & education project implemented by SLC Public Utilities on open
space land and under the management of SLC Public Lands. The project established a several-acre
stormwater filtration wetland, rain gardens, boardwalk viewing platform, and native grassland. The
requested funds are critical to achieving and maintaining the intended native vegetation and site
function and aesthetics. Public Utilities is responsible for maintenance of their stormwater lift station
and those costs are not included.
•Kilyon Canyon Property | Acquired in 2022. Trash removal & minimal maintenance.
•9 Line Urban Orchard | December 2023. The 9Line Community Orchard project will create a
unique urban orchard that is planted on small .70-acre vacant public property located along the 9Line
corridor at 1100 West. The site includes drip irrigation, new fruit trees, general site landscaping and
park amenities. Direct community involvement in the programming and maintenance of this site off-
sets most maintenance costs. The requested funds provide for baseline landscape maintenance by
Parks Groundskeepers.
•Fairmont Park Springs | October 2022. A significant expansion of the restored natural springs
and wetland system at Fairmont Park (near the pond). Maintenance and management of wetland
ecosystem.
•Three Creeks Wetlands | December 2022. An expansion of the restored floodplain along the
Jordan River and creek confluence area at the Three Creeks Confluence Park complete fall of 2022.
Maintenance and management of wetland ecosystem.
Department of Public Services
18
Attachment C3. Foothill Trails Conditional Appropriation.
Conditional appropriation about future dollars spent on Foothill Trails – Existing and new funds for the
construction, modification and decommissioning of trails built under the Foothills Trail System Master Plan,
Phase 1, will be placed on hold contingent on the Administration’s review in collaboration with a broad spectrum
of community stakeholders of:
a. the implementation to date of the master plan;
b. identification of adjustments or additional engagement as warranted; and
c. the Council’s authorization to move forward after the Council evaluates the results of the process.
The City Council is willing to provide funding to the Administration for one or more outside experts who can
objectively evaluate the technical and public policy aspects of the trail changes and additions completed to date
and anticipated in the master plan.
That written evaluation should focus on, but not be limited to, the extent to which trail planning and
development have been consistent with the vision, goals and principles in the Master Plan, including: best
practices; strategies for the preservation and stewardship of the land; and respect for Tribal concerns. In
addition, the written evaluation should include an analysis of how the process could be adapted to better meet
the needs and desires of all users.
Existing and new funds for environmental studies will not be on hold, so long as such funds are not used for
construction or decommissioning of trails. Existing and new funds for maintenance or repair of existing trails
will be on hold, but may be released incrementally by the Council as information about adherence to best
practices and progress on community feedback is received.
Department of Public Services
19
Attachment C3. Planned Citywide Events
The proposed new Special Projects Assistant in the Public Lands Administration Division would work with the
Public Lands Events Manager to assist with coordination efforts, event planning, tabling, and other tasks related
to expanded Citywide events. The position and funding would add nine new city events. The intent is to activate
historically underserved neighborhoods and to contribute to the economic well-being of these neighborhoods.
The Administration’s proposed list of events is as follows:
1.Ballpark Light Installation Event. This event is designed to bring the arts, imagination, and
innovation to our city through light art sculptures, interactive experiences, and live music. This
event will allow residents to gather and explore the ballpark area in a whole new light.
2.Earth Day. More than 1,000 volunteers will complete over $90,000 worth of projects along our
portion of the Jordan River Trail. These projects include tree planting, trailside and in-river cleanup,
art projects, invasive plant removal, and more.
3.Independence Day and Pioneer Day Drone Shows. In an effort to reduce air pollution and
fire danger, Salt Lake City will be lighting up our skies with drones this year to celebrate our July
holidays. Attendees can arrive around 8pm to enjoy food, live music, and good company. 150 drones
choreographed to music will take to the skies at 10:00 PM to captivate the audience.
4.Kensington Street Festival. Kensington Street Festival is an opportunity for residents to connect
with one another over good food and beer. We are shutting down the street with live music, buskers,
local artist booths, and city departments offering resources for folks to learn about how the city is
connecting and improving the ballpark neighborhood.
5.Ballpark Movie Night. What better way to highlight the ballpark area than to celebrate the 30th
anniversary of a movie filmed here in Utah, The Sandlot. We are fostering a sense of community and
inviting residents to watch this classic baseball movie on the big screen under the stars at Jefferson
Park.
6.North Temple Street Festival. North Temple is one of the first entrances into our city. We are
inviting local businesses to pop up shop outside of their traditional brick and mortars and inviting
the public to enjoy these local vendors, restaurants, live music, and artists.
7.Fairpark Movie Night. SLC hopes to partner with community partners in the North Temple area,
like the International Market, to highlight the local flavor and flair of Salt Lake's culturally diverse
community. We plan to continue the event with an outdoor movie after dusk.
8.North Temple Event #3. Public Lands and Economic Development are working with the
community to identify what this event will be. Some ideas have been Día de los Niños, inviting the
public down to the North Temple to acknowledge the children of our community. This would
include interactive kids’ activities, art projects, and more.
Salt Lake City Proposed FY23-24 Budget
Presented by Kristin Riker
1
BBPublic Lands FY23-24 Budget
Presented by Kristin Riker
2
Public Lands FY23-24 Budget
Presented by Kristin Riker, Developed with the assistance of Gregg Evans, Tyler Murdock & Carmen Bailey
BB
3
PUBLIC LANDS FY23-24 BUDGET PROPOSAL
•Parks -Includes Graffiti Removal, Regional Athletic
Complex, Cemetery, Greenhouses
•79.85 FTE / $13,981,304 ADOPTED
BUDGET TOTAL
•Trails & Natural Lands –
•8.15 FTE / $1,611,161 ADOPTED BUDGET
•Park Rangers 21.00 FTE / $2,274,944
•Urban Forestry
•18.00 FTE / $3,505,849 ADOPTED
BUDGET
•Administration –Includes Communications, Events
Permitting, and City-sponsored Special Events
•16.35 FTE / $2,856,418 ADOPTED BUDGET
BB
PUBLIC LANDS
4
PUBLIC LANDS DEPARTMENT FY23-24 BUDGET PROPOSAL
Presented by Kristin Riker
BB
PUBLIC LANDS DEPARTMENT SUMMARY
DIVISION
FY22 FY23 FY24 FY24 Request
FTEs Actual $FTEs Budget $FTEs Budget $FTEs Budget $
Public Lands Admin 17.35 $3,598,566 16.35 $2,856,418 17.85 $3,392,745 1.50 $227,000
Parks 78.00 $11,019,015 79.85 $13,981,304 84.85 $15,487,723 5.00 $1,377,650
Trails & Natural Lands 7.00 $1,403,976 31.15 $3,886,105 37.15 $4,755,123 6.00 $466,500
Urban Forestry 15.00 $3,006,927 18.00 $3,505,849 18.00 $3,526,680 0.00 $0
POPS Base to Base & Salary Changes 0.00 $861,445
TOTAL 117.35 $19,028,484 145.35 $24,229,676 157.85 $27,162,271 12.50 $2,932,595
5
PUBLIC LANDS DEPARTMENT FY23-24 BUDGET PROPOSAL
Presented by Kristin Riker
BB
Insight Description FTEs FY2024
Request MSCW Score
1 Inflationary & Contractual Increases 0.00 $649,500 Must 22
2 Funding Our Future (FOF) Re-Allocation 11.50 $1,995,000 Should 22
3 Expand Citywide Events 1.00 $225,000 Want/ Must 16
4
5
6
7
8
9
10
TOTAL 12.50 $2,869,500
PUBLIC LANDS DEPARTMENT INSIGHT SUMMARY
6
Inflationary & Contractual Increases
Insight Details Percent Increase Dollar
Increase
Costs Provided By
Water 18%$406,000 SLC Public Utilities
Sewer 15%$5,100 SLC Public Utilities
Power 0%$0 Rocky Mt. Power
Natural Gas 40%$31,600 BP Rep Estimate
Storm Water 10%$9,100 SLC Public Utilities
Fleet Fuel 10%$38,700 Fleet Division
Contractual 0%$0 Internal
Materials & Supplies ~7% (up to 25-46%)$159,100 Consumer Price Index
Total $649,500
BB
7
Admin| $649,500 | Must
BBPUBLIC LANDS FY23-24 BUDGET PROPOSAL
Funding Our Future
(FOF) Re-Allocation
& Request
Funding Our Future: “a way to help us keep parks clean, safe
and beautiful for all residents and visitors to enjoy”
8
Insight Details Total
FTE
Vehicle
Request
CIP Funding
Our Future
One Time
(FLEET &
IMS)
Request
FY 24
Operations
Request
Total GF
Request
Total
Annualized
ongoing
Available to
return to CIP
Account in
FY25
2. Parks New
Properties,
Growth & Use
Impacts
3. TNL New
Properties,
Growth & Use
Impacts
5.5
6
6
4
-$1,995,000 $522,850
$270,000
$735,650
$466,500
$1,258,500
$736,500
$834,344
$482,504
$424,156
$253,996
Total 11.5 10 -$1,995,000 $792,850 $1,202,150 $1,995,000 $1,316,848 $678,152
Taking Care of What We Have
9
Parks New Properties, Growth & Use Impacts
INSIGHT DETAILS COMMUNITY IMPACT
Added Parks Properties
•Mountain View Corridor Trail
•Fisher Mansion Grounds
•100 South Islands
•Folsom Trail
New Positions Requested
•(1) Park Maintenance
Technician
•(1) Electrician
•(1)General Maintenance
Worker
•(1) Central Control
Irrigation Specialist
•(1) Irrigation Technician
•(.5) Sr. Warehouse
Operator
Steward New Parks & Amenities –
Parks Maintenance Tech & Seasonal
staff –Four new properties
Timely Repairs –Electrician & General
Maintenance Worker -Increase the
number of Parks staff to repair, replace and
restore parks
Less Water Waste –Central Control
Irrigation Specialist & Tech -More
frequent programming, monitoring, and
adjustment of irrigation Systems
Better Finance Controls -Warehouse
Operations Technician -Half paid for by
Golf Enterprise Fund
10
PARKS |SCORE: 22 |Should |$1,258,500 Reimagine Nature: Grow, Connect, Protect:Action 2.1 A
INSIGHT DETAILS COMMUNITY IMPACT
New Trails & Natural
Lands Properties
Cornell & North
Riverside Natural Area
Killyon Canyon Property
9Line Urban Orchard
Fairmont Park Springs
Three Creeks Wetlands
New FTE’s Requested
(1) Restoration Ecologist
(5) Sr. Natural Resource
Technician
6,240 Hrs. Seasonal
•Steward New Natural Lands &
Amenities –(1) Natural Resource
Technician–Five new properties
•Bio-diversity Restoration –(1)
Restoration Ecologist (PT to
Fulltime), (2) Natural Resource
Technicians and Seasonal Staff–
More , Weed Control, Native Planting &
Seeding, additional fencing, irrigation
maintenance and trash removal
•Long-term care for Foothills trails –
(2) Natural Resource Technicians
and Seasonal Staff
Trails & Natural Lands New Properties, Growth & Use Impacts
11
Trails & Natural Lands | SCORE: 22 |$736,500 |Should
Reimagine Nature: SUSTAIN & PROTECT 1.1E, 1.2E, 2.2C, 2.2E, 2.3B 1.1E, 1.2A
12
Soft Surface Trail Maintenance Crew
Proactive & responsive long-term care for existing Foothills trails
100 Miles Soft
Surface Trails
Current
Allocation
Proposed
Allocation
Trail Sculpting 1040 Hrs. PT 2 FTE
2080 Hrs. Part Time
Weed
Management
1040 Hrs. PT 1 FTE
2080 Hrs. PT
Bike Park Care
(9Line Bike Park)
1040 Hrs. PT 1040 Hrs. PT
BBGeneral Maintenance on 25 miles of trail/per year. This would allow crews to perform
general maintenance on all system trails over a four-year period.
13
Funding Our Future (FOF) Re-Allocation & Request
Insight Details FY24 One-
Time
FTE’s FY24
Operations
Total FY24 Annualized
Ongoing
Available
in FY25
Parks New Properties,
Growth & Use Impacts
•(1) ½ ton truck
•(1) Plumber truck
•(3) ¾ ton trucks
•(1) Electrician Truck
•IMS, Supplies &
Equip.
$522,850 1 Electrician
1 Gen Maint. Worker
1 Central
Control Irrigation
1 Irrigation Tech.
1 Park Maint. Tech
.5 Sr. Warehouse Op.
Seasonal Hours
$735,650 $1,258,500 $834,344 $424,156
TNL New Properties,
Growth & Use Impacts
•(2) ½ ton truck
•(1) one-ton truck
•(1) Utility truck
•IMS, Supplies &
Equip.
$270,000
1 Restoration
Ecologist
5 Sr. Natural
Resource Technician
Seasonal hours
$466,500 $736,500 $482,504 $253,996
Total 10 Vehicles $792,850 11.5 FTE $1,202,150 $1,995,000 $1,316,848 $678,152
Existing FOF Funding -$1,995,000
Requested New Funding $0 14
Insight Details One Time FTE’s FY24 Ongoing Total FY24 Annualized
(1)IMS Computers
Training, supplies, software,
(9) New Events
(2) Event Series at Pioneer Park
(2) Expanded Existing Events
$5,500 1 Special Projects
Assistant
$219,500 $225,000 $237,000
Total 0 Vehicle $5,500 1 Full Time $219,500 $225,000 $237,000
BBExpanded Citywide Events
15
Expanded Citywide Events
CHALLENGES COMMUNITY IMPACT
•Fireworks Shows
Suspended; Air
Quality &
Drought
•Higher fees for
alternative
Independence
and Pioneer
Day
celebrations
•Neighborhoods
Needing
Activation
•Ballpark
Neighborhood
•North Temple
Neighborhood
•Two Drone Shows (July 4th and
July 24th Holidays): No risk of
starting fires, no chemicals that can
harm the environment, no oxidizers
that can contaminate waterways, no
trash and energy efficient.
•9 New City Events -1 Special
Projects Assistant -Crime
prevention through neighborhood
empowerment
16
ADMIN | SCORE: 16 |$225,00 | WANT | Reimagine Nature: Welcome:2.2C, 2.3B, 2.3D
Event Name Event Date(s)Location
Council
District
Days
Activated
Mayor's Bike to Work Day Wednesday, February 8 Liberty Park > CCB District 5 > 4 1
Earth Day Collaboration Saturday, April 22 Jordan River District 2 1
Ballpark Light Art Event Fri., April 28 & Sat., April 29 Ballpark Area District 5 2
Mayor's Bike to Work Day TBD -May TBD>CCB TBD 1
Yoga in the Park Sundays, June 4 -July 30 Pioneer Park District 4 9
Yappy Hour Thursday, June 8 Fairmont Park District 7 1
Outdoor Movie Series Fridays, June 16 -August 25 Liberty Park District 5 11
Fairpark Movie Night Saturday, June 17 Fairpark District 1 1
July 4th Drone Show Saturday, July 1 Jordan Park District 2 1
Yappy Hour Thursday, July 13 Liberty Park District 5 1
24th of July Event Monday, July 24 Liberty Park District 5 1
Yappy Hour Thursday, August 10 Pioneer Park District 4 1
Mayor's Bike to Work Day TBD -August TBD>CCB TBD 1
Kensington Street Festival Saturday, August 26 Ballpark Area District 5 1
Dog Training Saturdays, Sept -Oct.Pioneer Park District 4 8
Fisher Mansion Beer Garden Sat., Sept. 9 & Sun, Sept. 10 Fisher Mansion District 2 2
Sandlot Movie Night Friday, September 15 Jefferson Park District 5 1
North Temple Street Festival TBD 2023 North Temple District 1 1
North Temple Event #3 TBD 1
TOTAL 46
BBProposed New Citywide Events Schedule
17
New & Expanded Citywide Events
New & Expanded
Celebrations
Existing
Funding
Funding
Request
Council
District
Location 2023/24
Date(s)
Ballpark Light Installations $0 $39,000 5 Ballpark Area April 28/29
Earth Day $0 $7,000 2 Jordan River Trail April 22
Independence Day $15,000 $22,500 2 Jordan Park July 1
Pioneer Day $15,000 $22,500 5 Liberty Park July 24
Kensington Street Festival $0 $7,000 5 Kensington Ave August 26
Ballpark Movie Night $0 $2,000 5 Jefferson Park Sept. 15
No. Temple Street Festival $0 $12,000 1 Rancho Market TBD –Sept.
No. Temple Movie Night $0 $6,000 1 State Fairpark June 17, 2023
No. Temple Event #3 $0 $12,000 1 North Temple TBD-Oct-April
Total $130,000
BB
18
BBPUBLIC LANDS FY23-24 BUDGET PROPOSAL
19
BBPUBLIC LANDS FY23-24 BUDGET PROPOSAL
20
THANK YOU
FY 24 Public Lands Budget Presentation
21
FY24 SLC BUDGET HIGHLIGHTS
FY24 BUDGET HIGHLIGHTS
Salt Lake CityDepartments
CITY COUNCIL MEETING IS IN RECESS. WE WILL RESUME SHORTLY
FY24 SLC BUDGET HIGHLIGHTS
Office of the City Council
2
The Council Office manages the legislative functions of Salt Lake City. The office
consists of seven elected Council Members, an Executive Director and 36 staff
members.
P R O P O S E D B U D G E T :$5,960,249 ( $222,442)
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :36 (no change)
Proposal highlights:
●Pension adjustments to participate in the State of Utah's retirement program.
●Living wage adjustments for employees.
FY24 SLC BUDGET HIGHLIGHTS
Oficina del Concejo Municipal
3
La Oficina del Concejo gestiona las funciones legislativas de Salt Lake City. Consta
de siete Concejales electos, un Director Ejecutivo y 36 empleados.
P R E S U P U E S T O R E C O M E N D A D O :$5,960,249 ( $222,442)
E M P L E A D O S D E T I E M P O C O M P L E T O R E C O M E N D A D O S (ETCs) :36 (no hay cambio)
Puntos Destacados de la Propuesta:
●Ajustes de las pensiones para participar en el programa de jubilación del Estado de Utah.
●Ajustes del salario digno para los empleados.
FY24 SLC BUDGET HIGHLIGHTS
✈Department of Airports
4
The Department of Airports manages the Salt Lake City International Airport, Tooele
Valley Airport, and South Valley Regional Airport. The Department is an enterprise
fund, which means no revenue from the airport comes from or goes to the City’s
general fund. Airport revenue comes from contractual agreements with airline
operators, the federal government and companies operating at the airport.
P R O P O S E D B U D G E T :$520,438,997 ( $135,757,326 or 35%)
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :639 ( 20 FTEs)
FY24 SLC BUDGET HIGHLIGHTS
✈Department of Airports
5
Proposal Highlights
●$2.4 million for 20 new airport full-time employees to meet the expected demand.
●$5.1 million for a 5%cost of living and 2.9%insurance adjustments for all airport employees to help
attract and retain employees.
●$1.5 million for 6 new police officers and a new medical response Team (MRT) to respond to
emergencies and provide critical care in the event of a medical emergency.
●Over $175 million for capital improvement projects which include a new parking lot, relocating the
surplus canal, Taxiway reconstruction, new EV charging stations and sewer and water improvements
at Tooele Valley Airport.
FY24 SLC BUDGET HIGHLIGHTS
✈Departamento de Aeropuertos
6
El Departamento de Aeropuertos administra el Aeropuerto Internacional de Salt
Lake City, el Aeropuerto de Tooele Valley y el Aeropuerto Regional de South
Valley. El Departamento es un fondo empresarial, lo que significa que ningún
ingreso del aeropuerto procede o llega al fondo general de la Ciudad. Los ingresos
del aeropuerto proceden de acuerdos contractuales con operadores de aerolíneas,
el gobierno federal y empresas que operan en el aeropuerto.
P R E S U P U E S T O R E C O M E N D A D O :$520,438,997 ( $135,757,326 o 35%)
E M P L E A D O S D E T I E M P O C O M P L E T O R E C O M E N D A D O S (ETCs) :639 ( 20 ETCs)
FY24 SLC BUDGET HIGHLIGHTS
✈Departamento de Aeropuertos
7
Puntos Destacados de la Propuesta:
●$2.4 millones para 20 nuevos empleados a tiempo completo en el aeropuerto, con el fin de
satisfacer la demanda prevista.
●$5.1 millones para un ajuste del 5%por el costo de vida y del 2.9%por el seguro para todos los
empleados del aeropuerto, con el fin de ayudar a atraer y retener a los empleados.
●$1.5 millones para 6 nuevos agentes de policía y un nuevo Equipo de Respuesta Médica (MRT por
sus siglas en inglés) para responder a emergencias y proporcionar cuidados críticos en caso de
emergencia médica.
●Más de $175 millones para proyectos de mejoras de capital que incluyen un nuevo estacionamiento,
la reubicación del canal de aguas exceso, la reconstrucción de la pista de rodaje, nuevas estaciones
de carga de vehículos eléctricos y mejoras de alcantarillado y agua en el Aeropuerto Tooele Valley.
FY24 SLC BUDGET HIGHLIGHTS
💧Metro Water
8
The Metropolitan Water District of Salt Lake City & Sandy (the district) was created
in 1935 to provide additional water management and treatment options from
sources within and beyond the Salt Lake Valley.
The Council reviews the district budget and does not formally adopt it. The Council
appoints five of the district’s seven-member Board of Trustees.
P R O P O S E D B U D G E T :A tentative $98.6 million, including $34 million in capital
projects that may be delayed to a future year
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :76 ( 1 FTE)
FY24 SLC BUDGET HIGHLIGHTS
💧Metro Water
9
Proposal Highlights
●A 3%increase on the water sales tax for member cities and non-member entities.
○Salt Lake City customers pay for this increase through Water Utility bills.
●The district had considered a property tax rate increase.
○However, it is likely that no property tax increase will move ahead this year based on feedback
from the member cities.
FY24 SLC BUDGET HIGHLIGHTS
💧Agua Metropolitana
10
El Distrito Metropolitano de Aguas de Salt Lake City y Sandy (el distrito) se creó en
1935 para ofrecer opciones adicionales de gestión y tratamiento del agua
procedente de fuentes situadas dentro y fuera del valle de Salt Lake. El Concejo
examina el presupuesto del distrito, pero no lo aprueba formalmente. El Concejo
nombra a cinco de los siete miembros del Consejo de Administración del distrito.
P R E S U P U E S T O R E C O M E N D A D O :Una cifra provisional de $98.6 millones, incluidos
$34 millones en proyectos de capital que pueden aplazarse a un año futuro.
E M P L E A D O S D E T I E M P O C O M P L E T O R E C O M E N D A D O S (ETCs) :76 ( 1 ETC)
FY24 SLC BUDGET HIGHLIGHTS
💧Agua Metropolitana
11
Puntos Destacados de la Propuesta
●Un aumento del 3%en el impuesto sobre las ventas de agua para las ciudades asociadas y las
entidades no asociadas.
○Los clientes de Salt Lake City pagan este aumento a través de las facturas de servicios
públicos de agua.
●El distrito se había planteado un aumento del impuesto sobre bienes inmuebles.
○Sin embargo, es probable que este año no se incremente el impuesto sobre bienes
inmuebles, a la vista de la opinión de las ciudades asociadas.
FY24 SLC BUDGET HIGHLIGHTS
💰Compensation
12
The Compensation budget covers personnel and payroll costs for all SLC
employees. Compensation makes up the largest cost of the General Fund and
includes salaries, health insurance, pension costs, and other benefits.
P R O P O S E D B U D G E T :$265.7 million ( $11.5 million or 9.7%)
FY24 SLC BUDGET HIGHLIGHTS
💰Compensation
13
Proposal Highlights
●Increased budget:The budget will increase due to salary adjustments for positions that are lagging
prevailing pay rates in the competitive job market and merit increases for union-represented
employees.
●General pay increase:All employees will receive a 5%general pay increase.
●Increase in costs:Costs will increase due to adding new full-time employees, health care premium
cost increases, and a new employee benefit (lifestyle spending account).
●Lifestyle spending account:The lifestyle spending account will provide $500 as an annual use-it-or-
lose-it reimbursement to full-time employees. Eligible expense categories are to be determined but
may include childcare, out-of-state medical expenses, student loans, home down payments, physical
fitness, and emotional wellness.
FY24 SLC BUDGET HIGHLIGHTS
💰Remuneración
14
El presupuesto de Remuneraciones cubre los costos de personal y nóminas de
todos los empleados de SLC. La remuneración constituye el mayor costo del Fondo
General e incluye salarios, seguro de salud, costos de pensiones y otros beneficios.
P R E S U P U E S T O R E C O M E N D A D O :$265.7 million ( $11.5 millones o 9.7%)
FY24 SLC BUDGET HIGHLIGHTS
💰Remuneración
15
Puntos Destacados de la Propuesta:
●Aumento del presupuesto:El presupuesto aumentará debido a los ajustes salariales para los
puestos que están por debajo de las tasas salariales prevalecientes en el competitivo mercado
laboral y los aumentos por méritos para los empleados representados por los sindicatos.
●Aumento salarial general:Todos los empleados recibirán un aumento salarial general del 5%.
●Aumento de los costos:Los costos aumentarán debido a la incorporación de nuevos empleados a
tiempo completo, los aumentos en los costos de las cuotas de atención médica y un nuevo beneficio
para los empleados (cuenta de gastos de estilo de vida).
●Cuenta de gastos de estilo de vida:La cuenta de gastos de estilo de vida proporcionará 500
dólares como reembolso anual a los empleados a tiempo completo. Las categorías de gastos
elegibles están por determinar, pero pueden incluir el cuidado de niños, gastos médicos fuera del
estado, préstamos estudiantiles, pagos iniciales de viviendas, condición física y bienestar emocional.
FY24 SLC BUDGET HIGHLIGHTS
📜Justice Court
16
The Salt Lake City Justice Court is responsible for Class B and C misdemeanor
cases, infractions, small claims cases, traffic citations, traffic school for moving
violations, jury trials, appeals and expungements, prisoner transports, and video
hearings. The Court contains three main sections: criminal, traffic, and small claims.
The Court also supports specialty courts like the Homeless Court.
P R O P O S E D B U D G E T :$5,489,720 ( $290,060 or 5.6%)
C U R R E N T F U L L -T I M E E M P L O Y E E S (FTEs) :42
FY24 SLC BUDGET HIGHLIGHTS
📜Justice Court
17
Proposal Highlights
●Due to many court dates being conducted online, the Justice Court remodeled a courtroom into a
Resource Center.
○The Resource Center is equipped with computers, phones, and private spaces for individuals to
meet with judges, attorneys, and probation officers.
○It also allows people to review their cases or attend court-ordered classes.
○Donations from the Utah Bar Foundation and National Center for State Courts made the
creation of this space possible.
○The Resource Center will be fully operational by late June.
●The Court collaborated with Harvard University and the Access to Justice Lab to conduct a study on
the impact of a debiasing jury instruction tool on jury decision-making and trial outcomes.
FY24 SLC BUDGET HIGHLIGHTS
📜Corte de Justicia
18
La Corte de Justicia de Salt Lake City es responsable de casos de delitos menores
de Clase B y C, infracciones, casos de reclamos menores, citaciones de tráfico,
escuela de tráfico por infracciones de movimiento, juicios con jurado, apelaciones y
expurgaciones, transporte de prisioneros, y audiencias de video. El Tribunal consta
de tres secciones principales: penal, tráfico y reclamos menores. El Tribunal
también apoya a tribunales especializados como el Tribunal de Personas sin Hogar.
P R E S U P U E S T O R E C O M E N D A D O :$5,489,720 ( $290,060 o 5.6%)
E M P L E A D O S D E T I E M P O C O M P L E T O A C T U A L E S (ETCs) :42
FY24 SLC BUDGET HIGHLIGHTS
📜Corte de Justicia
19
Puntos Destacados de la Propuesta:
●Debido a que muchas citas judiciales se llevan a cabo en línea, el Tribunal de Justicia remodeló
una sala para convertirla en un Centro de Recursos.
○El Centro de Recursos está equipado con computadoras, teléfonos y espacios privados para
que las personas se reúnan con jueces, abogados y agentes de libertad condicional.
○También permite a las personas revisar sus casos o asistir a clases ordenadas por el tribunal.
○Las donaciones de la Fundación del Colegio de Abogados de Utah y del Centro Nacional de
Tribunales Estatales han hecho posible la creación de este espacio.
○El Centro de Recursos estará funcionando en su totalidad a finales de junio.
●La Corte colaboró con la Universidad de Harvard y el Laboratorio de Acceso a la Justicia para llevar
a cabo un estudio sobre el impacto de una herramienta de instrucción para reducir los prejuicios
sobre la toma de decisiones del jurado y los resultados de los juicios.
FY24 SLC BUDGET HIGHLIGHTS
🚓Police Department
20
The Salt Lake City Police Department addresses the City’s law enforcement and
public safety needs. The department’s proposed budget includes funding for
department needs like officers, equipment, and civilian employees.
P R O P O S E D B U D G E T :$110,976,812 ( $6,999,770 or 7%)
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :761 ( 11 FTEs)
●Of the total, 589 are sworn police officers of which 72 work at the international airport,
●152 are civilian staff,
●and 20 are authorized but unfunded early hire police officer positions to mitigate turnover fluctuations.
FY24 SLC BUDGET HIGHLIGHTS
🚓Police Department
21
Proposal Highlights
●$971,361 to bolster staffing at the airport with six new police officers to handle the increased demand
at the airport which has seen increased crime annually over the past four years.
●$283,455 to expand the Civilian Response Team by adding four new civilian responders bringing
the total to 16.
●$164,266 for an additional investigative sergeant in Internal Affairs to address increased complaints,
expedite investigations, and increase transparency.
●$150,000 for a new license plate reader program. The program will aid officers in the identification
and tracking of vehicles, investigation of crimes and enhance overall community security.
FY24 SLC BUDGET HIGHLIGHTS
🚓Departamento de Policía
22
El Departamento de Policía de Salt Lake City se ocupa de las necesidades
policiales y de la seguridad pública en la ciudad. El presupuesto presentado incluye
fondos para las necesidades del departamento, como agentes, equipamiento y
empleados civiles.
P R E S U P U E S T O R E C O M E N D A D O :$110,976,812 ( $6,999,770 o 7%)
E M P L E A D O S D E T I E M P O C O M P L E T O A C T U A L E S (ETCs) :761 ( 11 ETC)
●Del total, 589 son policías bajo juramento, de los cuales 72 trabajan en el aeropuerto internacional,
●152 son personal civil,
●y 20 son puestos de agentes de policía de contratación anticipada autorizados, pero no financiados para
mitigar las fluctuaciones de personal.
FY24 SLC BUDGET HIGHLIGHTS
🚓Departamento de Policía
23
Puntos Destacados de la Propuesta:
●$971,361 para reforzar el personal del aeropuerto con seis nuevos agentes de policía. Estos harán
frente al aumento en la demanda del aeropuerto dado al incremento de la delincuencia en los últimos
cuatro años.
●$283,455 para expandir el Equipo de Respuesta Civil mediante la adición de cuatro nuevos agentes
de respuesta civil, lo que eleva el total a 16.
●$164,266 para un sargento investigador adicional en Asuntos Internos para hacer frente al aumento
de las denuncias, agilizar las investigaciones y aumentar la transparencia.
●$150,000 para un nuevo programa de lector de placas de matrícula. El programa ayudará a los
agentes a identificar y localizar vehículos, investigar delitos y mejorar la seguridad general de la
comunidad.
FY24 SLC BUDGET HIGHLIGHTS
🏗Redevelopment Agency
24
The Salt Lake City Redevelopment Agency (RDA) plans and implements initiatives
and programs to revitalize areas that have experienced economic decline or other
forms of disinvestment. They use property tax increments and other financial tools
like loan proceeds and interest income to reinvest in communities.
The RDA aims to encourage economic growth and assist in housing development
through neighborhood revitalization and business district development. Learn more
at slcrda.com.
P R O P O S E D B U D G E T :$75,077,827 ( $11,776,928 or 18.6%)
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :21
FY24 SLC BUDGET HIGHLIGHTS
🏗Redevelopment Agency
25
Proposal Highlights
●$11.3 million total for housing investments to combat the ongoing housing shortage. This includes:
○$2.4 million for primary housing fund for shared equity and housing loans.
○$1.8 million for the Westside community initiative.
○$4.5 million for housing development loans.
●$3.6 million for station center infrastructure improvements.
○These improvements include the creation of new street segments, utility upgrades to allow
greater building densities, and Festival Street amenities.
●$300,000 for consultants to develop a Vision and Implementation plan for the stadium and
surrounding areas based on the Ballpark Station Area Plan and the Ballpark Next competition.
●$3.7 million for commercial assistance programs aimed at supporting businesses.
○These programs will provide financial and other resources to help businesses thrive and
contribute to the growth of our economy.
FY24 SLC BUDGET HIGHLIGHTS
🏗Agencia de Reurbanización
26
La Agencia de Reurbanización de Salt Lake City (RDA por sus siglas en inglés)
planifica y ejecuta iniciativas y programas para revitalizar zonas que han
experimentado un declive económico u otras formas de desinversión. Utiliza los
incrementos del impuesto sobre bienes inmuebles y otras herramientas financieras,
como los ingresos procedentes de préstamos e intereses, para reinvertir en las
comunidades. La RDA pretende fomentar el crecimiento económico y contribuir al
desarrollo de la vivienda mediante la revitalización de vecindarios y el desarrollo de
distritos comerciales. Más información en slcrda.com.
P R E S U P U E S T O R E C O M E N D A D O :$75,077,827 ( $11,776,928 o 18.6%)
E M P L E A D O S D E T I E M P O C O M P L E T O A C T U A L E S (ETCs) :21
FY24 SLC BUDGET HIGHLIGHTS
🏗Agencia de Reurbanización
27
Puntos Destacados de la Propuesta:
●Un total de $11.3 millones para inversiones en vivienda con el fin de combatir la actual escasez de
viviendas. Esto incluye:
○$2.4 millones para el fondo primario de vivienda para préstamos de capital compartido y
vivienda.
○$1.8 millones para la iniciativa comunitaria Westside.
○$4.5 millones para préstamos destinados al desarrollo de viviendas.
●$3.6 millones para mejoras en la infraestructura de la estación central (el nombre de un proyecto
actual con UTA).
○Estas mejoras incluyen la creación de nuevos tramos de calle, mejoras de los servicios
públicos para permitir una mayor densidad de edificios y servicios en la calle Festival.
FY24 SLC BUDGET HIGHLIGHTS
🏗Agencia de Reurbanización
28
Puntos Destacados de la Propuesta:
●$300,000 para consultores que desarrollen un plan de Visión e Implementación para el estadio y las
áreas circundantes basado en el Plan del Área de la Estación Ballpark y el concurso Ballpark Next.
●$3.7 millones para programas de asistencia comercial destinados a apoyar a las empresas.
○Estos programas proporcionarán recursos financieros y de otros tipos para ayudar a las
empresas a prosperar y contribuir al crecimiento de nuestra economía.
FY24 SLC BUDGET HIGHLIGHTS
💡Public Utilities
29
The Department of Public Utilities oversees four different utilities: Water, Sewer, Stormwater, and Street
Lighting. These four Utilities are Enterprise Funds, operating as businesses separate from the City’s General
Fund. Each fund generates revenue through user fees and has separate staff, materials and supply budgets,
and capital improvement programs.
Some of Salt Lake City’s important utility infrastructure is aging and needing replacement. Public Utilities is
proposing a rate increase of 18% for water, 15% for sewer, 10% for stormwater, and 10% for streetlights. This will
help pay for utility improvements, which have risen in cost due to inflation. It will also help pay for new
employees to help meet federal and state regulations, expand its safety program, and support growth.
P R O P O S E D B U D G E T :$508,733,032 ( $95,608,090 o 23%)
P R O P O S E D F U L L -T I M E E M P L O Y E E S (FTEs) :493 ( 16 FTEs)
FY24 SLC BUDGET HIGHLIGHTS
💡Public Utilities
30
Drought Surcharge
●During the drought, the department lost $30 million in revenue due to lower water
use. To make up for some of that loss, Public Utilities proposes a drought surcharge of
$5 million. This surcharge would only apply to the highest water users, such as large-
scale businesses. Most households will not be affected by the surcharge .
FY24 SLC BUDGET HIGHLIGHTS
💡Public Utilities
31
Proposal Highlights
●A proposed 15%increase this year in the Sewer Utility. This is equal to about a $1.77 to
$13.28 increase on a monthly residential sewer bill depending on your average water use.
●A proposed 18% increase this year in the Water Utility. This is equal to about a $3.93 to
$34.91 increase on your monthly residential water bill depending on how much water you
use.
●A proposed 10% increase this year in the Stormwater Utility. This is equal to about a $0.69 to
$0.96 increase on your monthly residential stormwater bill depending on street frontage.
●A proposed 10% increase this year in the Street Lighting Utility. This is equal to about a $0.37
to $1.59 increase on your monthly street light bill depending on the neighborhood.
FY24 SLC BUDGET HIGHLIGHTS
💡Public Utilities
32
Proposal Highlights:
●The various fee increases will equal about a $228 annual increase for an average residential
property owner.
●A drought surcharge for the highest water users is proposed to make up for some of the lost
revenue the Public Utilities Department has experienced due to recent regional drought.
●Public Utilities is proposing an additional 16 new full-time employees in addition to its current 477.
FY24 SLC BUDGET HIGHLIGHTS
💡Utilidades Públicas
33
El Departamento de Utilidades Públicas supervisa cuatro servicios públicos diferentes: Agua, Alcantarillado, Aguas
Pluviales y Alumbrado Público. Estos cuatro servicios públicos son fondos empresariales que funcionan como
empresas separadas del Fondo General de la Ciudad. Cada fondo genera ingresos a través de las cuotas de los
usuarios y cuenta con personal, presupuestos de materiales y suministros y programas de mejoras de capital
independientes.
Algunas de las infraestructuras de servicios públicos más importantes de Salt Lake City están envejeciendo y necesitan
ser sustituidas. Servicios Públicos propone un aumento de tarifas del 18% para el agua, del 15% para el alcantarillado y
del 10% para las aguas pluviales y el alumbrado público. Esto ayudará a pagar las mejoras de los servicios públicos,
cuyo costo ha aumentado debido a la inflación. También ayudará a pagar los nuevos empleados necesarios para
cumplir con las regulaciones federales y estatales, ampliar su programa de seguridad y apoyar el crecimiento.
P R E S U P U E S T O R E C O M E N D A D O :$508,733,032 ( $95,608,090 o 23%)
E M P L E A D O S D E T I E M P O C O M P L E T O R E C O M E N D A D O S (ETCs) :493 ( 16 ETC)
FY24 SLC BUDGET HIGHLIGHTS
💡Utilidades Públicas
34
Cargo Adicional por Sequía
●Durante la sequía, el departamento perdió 30 millones de dólares en ingresos debido
al uso del agua reducido. Para compensar parte de esa pérdida, Utilidades Públicas
propone un sobrecargo por sequía de $5 millones. Este recargo sólo se aplicaría a
los mayores consumidores de agua, como las grandes empresas. La mayoría de los
hogares no se verán afectados por el cargo.
FY24 SLC BUDGET HIGHLIGHTS
💡Utilidades Públicas
35
Puntos Destacados de la Propuesta
●Este año se propone un aumento del 15%en el servicio de alcantarillado. Esto equivale a un
aumento de entre $1.77 y $13.28 en la factura mensual de alcantarillado residencial,
dependiendo del consumo promedio de agua.
●Este año se propone un aumento del 18%en el servicio del Agua. Esto equivale a un
aumento de entre $3.93 y $34.91 en su factura mensual de agua residencial, dependiendo
de la cantidad de agua utilizada.
●Este año se propone un aumento del 10%en el servicio de Aguas Pluviales. Esto equivale a
un aumento de alrededor de $0.69 a $0.96 en su factura mensual de aguas pluviales
residencial dependiendo de la fachada de la calle.
●Este año se propone un aumento del 10%en el servicio de alumbrado público. Esto equivale
a un aumento de entre $0.37 y $1.59 en su factura mensual de alumbrado público,
dependiendo del vecindario.
FY24 SLC BUDGET HIGHLIGHTS
💡Utilidades Públicas
36
Puntos Destacados de la Propuesta
●Los diversos aumentos de las tasas supondrán un incremento anual de alrededor
de 228 dólares para el propietario de una vivienda promedio.
●Utilidades Públicas propone dieciséis nuevos empleados de tiempo completo
que se suman a sus 477 puestos actuales.
●Se propone un sobrecargo por sequía para los mayores usuarios de agua con el
fin de compensar parte de la pérdida de ingresos que el Departamento de
Utilidades Públicas ha experimentado debido a la reciente sequía regional.
FY24 SLC BUDGET HIGHLIGHTS
It’s your city,
it’s your business!
37
For more information, call 801-535-7600 or
visit tinyurl.com/SLCFY24.
FY24 SLC BUDGET HIGHLIGHTS
¡Es su Ciudad,
infórmese!
38
Para obtener más información, llame al 801-
535-7600 o visite tinyurl.com/SLCFY24.
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
SLC Budget FY24
TO:City Council Members
FROM:Kira Luke
Public Policy & Budget Analyst
DATE:May 23, 2023
RE: FY2024 BUDGET – PUBLIC SERVICES DEPARTMENT
MAYOR’S RECOMMENDED BUDGET PAGES:
Key Changes, 61. Department Overview, 235 to 243; Staffing, 304 to 309
DEPARTMENT AT-A-GLANCE
The Public Services Department manages public-facing services through its Streets and Compliance
Divisions, and supports many other City functions, through the Facilities Services, Engineering,
Administrative Services Divisions, and the Fleet Enterprise Fund.
The proposed Fiscal Year 2023-24 (FY24) General Fund budget for the Public Services Department is
$43,105,409 million, which is 9% ($3.7 million) more than the adopted budget for Fiscal Year 2023-23
(FY23).
Public Services General Fund Budget
FY23 Adopted FY24 Proposed Difference Percent
$39,398,484 $43,105,409 $3,706,925 9%
This report concerns the general fund-supported divisions of Streets, Compliance, Facilities, Engineering,
and Administrative Services. The Fleet fund is briefed separately. Each of the Divisions would see an
increase, ranging from 3% for Compliance, up to 15% for Engineering. The increase primarily reflects
increases to Personal Services costs, which includes salaries, merit changes, and insurance rate changes.
Increases from the FY23 budget include salaries and benefits for nine new full-time employees (FTEs).
Item Schedule:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
Potential Action: June 13 (TBD)
Department of Public Services
2
Staffing
Public Services employees covered by the general fund would be a total of 270. The proposed nine new
FTEs are outlined in each respective division’s section.
Except for the project manager funded in Budget Amendment 4, and the office tech to Streets FTE
conversion, these positions are funded for only 10 months, which means additional ongoing funds would
be needed for their fully annualized salaries in FY25. See each Division for additional detail.
Vacancies
Filling funded positions continues to be a challenge in the current labor market, particularly those
requiring skilled trades. The four new apprenticeship program FTEs requested provides an alternate
avenue for filling skilled positions by providing the training needed to gain those skills.
The department reports ongoing concerns meeting State-mandated crossing guard coverage, despite
FY23’s pay increase for part time workers. (Policy Question 1)
POLICY QUESTIONS
1. The Council may wish to ask for an update on FY23’s compensation increases, and
whether they were sufficient to attract and keep the part-time workers the Department needs,
such as crossing guards.
2. The Council may wish to continue the policy discussion of who should pay for electric
vehicle charging electricity (City currently subsidizes) and whether to explore privatizing the
chargers.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
Administrative
Services
Compliance Engineering Facility Services Streets
FY23 FY24
General Fund Public Services Division Funding
Department of Public Services
3
3. Facilities reports many City-owned assets are overdue on their replacement schedules
(more details in section D).
a) The Council may wish to ask for more information on funding timelines and
strategies, and whether the most urgent concerns are sufficiently funded.
b) The Council may wish to hold a policy discussion on overall goals for City-owned
asset conditions.
4. The Council may wish to request an update on the Rapid Intervention Team funded in
FY23, as part of the goal of evaluating the City’s diversified response pilot programs.
5. The Parking Pay stations are planned for replacement this fiscal year, and the Division
reports an RFP is underway to find an appropriate partner. The Request includes an
invitation for vendors to propose creative financing or lease-to-own options.
a) The Council may wish to ask the Administration if there are other
recommendations on how to fund such a large one-time expense outside of the annual
budget.
b) The Council may wish to ask if any alternatives are being explored, such as
upgrading existing stations instead of fully replacing them, and what technology options
are being considered that weren't available when the current stations were built.
c) The Council may wish to ask, will an analysis of every station be done to
determine which locations are cost effective (generate enough revenue) and meet the
policy goal of ensuring street parking turns over and is available in the downtown?
BACKGROUND AND ADDITIONAL INFORMATION
Public Utilities and Contractual Charges. Unlike many other City departments, Public Services is
responsible for paying expenses whose ultimate size is largely determined by other departments. The
primary example are utilities bills for departments that are housed in the City County Building and Plaza
349. Facilities pays for public EV charging. Streets pays street signal electricity costs. Several other
departments—Fire, Police, and Public Lands—along with most enterprise funds, do pay their own utilities.
Budgeting in the face of this variety is further complicated by year-to-year fluctuations that depend on
weather conditions, the City’s new asset purchases, contractual changes, and more.
Several years ago, at the Department’s request, the Council adopted an approach that funds Utilities and
Contractual Increases for Public Services on an annual basis. By explicitly placing anticipated amounts for
these items in the annual budget, the Department avoids the mid-year need to shift funding from
approved areas into what are essentially predictable but unfunded expenses. Now, the annual Utilities and
Contractual budget request is based on CPI plus proposed rate increases for public utilities.
FY23 Adopted FY24
Recommended
Utilities Increases $560,709 $548,400
Contractual Increases $ 340,500 $696,000
Total $901,209 $1,244,000
Department of Public Services
4
Public Services has five general fund-funded Divisions: Streets; Facilities Services; Engineering;
Compliance; and Administrative Services.
Public Services reports that while each Division establishes its own goals and metrics, the overall
Department will continue to focus on the following strategic goals:
- Optimize construction project delivery
- Promoting and participating in a City-wide capital planning effort
- Communication and outreach of asset inventory and condition indices
- Develop a culture that embraces Diversity, Equity and Inclusion.
- Consolidate intra and interdepartmental programs
A.Administrative Services ($3,611,447, 19 FTEs). The Administrative Services Division provides
the management, financial operations, project management, technology, and communication
coordination and support required for all Public Services operations.
Staffing: One new staff member has been proposed: Safety and Security manager, increasing the
division total from 18 to 19.
10-month
salary
Safety and Security Manager $152,565
This position is requested to take charge of a Citywide safety and security program, coordinating
management of physical security systems and technologies throughout City-owned buildings, and
establish workplace safety trainings Citywide. Annual cost of this position is $192,000. See
Attachment 1 for the full draft job description.
B.Streets Division ($16,075,984, 115 FTEs). The largest general fund-funded Division in
Public Services would remain so, with 7% budget growth and two new FTEs proposed. (Note: Streets is
separate from the Transportation Division located in the Community and Neighborhoods Department.)
The Streets Division provides snow plowing, street sweeping for storm water management, and traffic
signals maintenance—all of which require after-hours response capacity. In addition, the Division
provides all roadway painting (including crosswalks); maintenance activities such as pothole patching and
chip seal projects; and significant asphalt road maintenance.
The Division’s primary goal with the FY24 proposed budget is to continue providing vital maintenance of
the transportation infrastructure. The Division uses the following metrics to track its progress:
1. Number of asphalt road lane miles treated
2. Percentage of annual signal inspections completed
3. Response time for service calls on traffic signals
4. Annual preventative maintenance and inspections of over 14,000 traffic signs
FY24 Goals and Programs:
Department of Public Services
5
In the FY24 budget, Streets’ usual 155 lane miles/year treatment goal is decreasing to 135, with a
projected decrease to 115, to account for the new proposed Mill and Asphalt Overlay Pilot Program.1
The program adds middle layer to the current approach of reconstructing worst roads first, and
maintaining roads in good condition, by focusing on overlaying roads that are not sufficiently deteriorated
to need reconstruction, but are in too poor of condition to merit standard upkeep. The City uses the
Overall Condition Index (OCI)2 to determine which roads fall under which conditions.
The FY24 budget request for this program is $130,000, from the Funding Our Future sales tax revenue.
This was originally estimated to treat 5 lane miles, but due to rising costs, that amount is now projected to
address 3.38 lane miles, which is 1.97% of the 171 lane miles currently meeting OCI conditions for the
program. $193,000 would now be needed to treat 5 lane miles.
The Division projects that for materials alone (not including staffing required), $3,249,034.60 would be
needed to cover 50% of eligible lane miles and $6,598,069.20 for 100% of eligible lane miles.
Potholes
One of the most visible services provided by the Streets Division is pothole repair. Since the number of
potholes ever year can vary widely, there is not a dedicated pothole fund within the Division’s budget. The
Division provided the following details on the past three years of funding used for materials used for
pothole repair. Staff is following up with Public Services to identify metrics that illustrate service level.
Some Council Members have expressed an interest in increasing service level due to the number of
potholes this year.
FY21 FY22 FY23 (ongoing)
$36,393 $34,137 $51,284
Updates on Prior Fiscal Year Programs
The Division provided the following updates on the programs funded in FY23:
Traffic Signals:
Last year, funding was received for 1 new FTE, and 1 aerial lift truck. This position has been
filled, now Streets is seeing improvements and efficiencies by incorporating one more staff to
maintenance duties, allowing the Lead Traffic Signal Technician to oversee work, training, QA
inspections, and administrative work. There will be even more improvements to efficiencies
when the new truck is in service (still waiting for delivery from the manufacturer), and training
has been completed.
Signs and Markings:
1 Mayor’s Recommended Budget Fiscal Year 2023-24, page 242
2 SLC Pavement Condition Map
Department of Public Services
6
Funding for 2 new FTEs and two utility trucks was received last year. Staff was not hired until
after construction season was completed, subsequently there is no data to compare
marking/paint work yet. But we have seen increased capabilities during the non-construction
season when work on traffic signs is performed, including repairs and regular preventative
maintenance inspections (PMI). Currently, staff has completed more tasks this fiscal year than
the previous one. And crews completed twice as many traffic sign inspections in only 12 more
days compared to last year. These efficiencies will only increase as full training is completed
and the requested vehicles have arrived and been placed into service (still waiting for delivery)
Staffing: The Streets Division has requested to convert one existing part time position to FTE. The
Division reports that this change will enable them to more consistently implement and participate in the
citywide Enterprise Resource Planning (ERP) and Constituent Relationship Management (CRM)
programs.
Fees Outside the Consolidated Fee Schedule (CFS). The Division reports that the only fee included
in the CFS is the placement of orange flags at crosswalks. Revenue is collected from the Concrete Program
(Residential 50/50 and Commercial), but it is not in the CFS. No revenue is collected for special event
sweeping, parade route temporary striping, and displaced parking (temporary signage installation).
Efficiencies. Concrete Maintenance Program: slab replacement and joint sealing is being done on city
owned concrete roads to prevent and preserve the longevity of the roadway segments.
C.Facilities Services Division ($11,980,848, 57 FTEs). The Facilities Division manages
City-owned buildings and public spaces. This includes everything from maintenance to tracking the
condition and needs of all City assets.
FY24 Goals and Programs
The FY24 goals for the Facilities Services Division are the following:
1.Maintain the overall Facility Condition Index (FCI) for City-owned and occupied
buildings
2.Timely response to service work orders and reducing backlog
3. The Energy Use Intensity (EUI) is measured for each building to assist in reducing the
energy utilized by a building in relation to its floor area
Asset management
As part of the Division’s role in oversight and maintenance of City-owned properties, Facilities noted that
many assets are overdue for replacement. The Division maintains a list of factors, including contractual
obligations, threats to property and infrastructure, and funding availability/timeliness to determine which
assets to prioritize for updates or repairs. See Policy Question
Staffing. As the City acquires new assets to manage, as well as bond and federal funding for new
infrastructure projects, Facilities reports ongoing needs for additional staffing, as well as being affected by
the citywide struggle to fill vacancies requiring skilled labor. The proposed FY24 budget requests 5 new
FTEs.
10-month
salaries
Building Administrator $129,000
Maintenance Specialist – Trades
Apprenticeship Program (4)$332,000
Department of Public Services
7
Building Administrator ($129,000 for 10 months)
This position in part serves a need that has previously been contracted out to an architect. The
Division reports that, by bringing the position in-house, the City would gain an FTE able to save
on contracted services and coordinate digitization of space layouts, furniture and equipment
orders, construction coordinating, and oversight of building services. See Attachment 2 for a full
job description.
Trades Apprenticeship Program ($332,000 for four positions, for 10 months)
These positions are intended to help ease the difficulties Departments have experienced trying to
fill positions needing skilled labor. The Department intends to offer paid educational training
leading to full certification within trades, enabling candidates to ultimately fill positions within
the City.
D.Engineering Division ($7,194,606, 50 FTEs). The Engineering Division oversees the
City’s construction work, and manages a significant amount of data mapping, survey work, and new
subdivisions and roadways. The FY24 key goals for the Engineering Division are the following:
Measures that have historically been tracked are:
i.Project bid count (up from 40 to 45)
ii. Public way permits issued (flat from last year at 2,600)
Metrics added for tracking in FY23 are:
iii. Closed out construction projects (50),
iv. Constituent complaints addressed (50),
v. Processed contractor amendments (90),
vi. Projects surveyed (40),
vii. Average days to execute construction contract (45).
Staffing. The Division reports ongoing difficulties recruiting qualified candidates, and has nine funded
positions that have been vacant for two months or more. One senior project manager has been added
since FY23, funded in Budget Amendment 4. Engineering has requested one new FTE for FY24.
10-
month
salary
One-
time
expense
Environmental engineer $160,000 $18,000
This position is anticipated to support an agreement with the County to provide Engineering support to
the City & County’s Landfill projects, and to meet environmental regulatory needs. The Division reports
anticipating receiving some cost offset from an agreement with the County. (See Attachment 3 for full job
description.)
Department of Public Services
8
Efficiencies. In the past fiscal year, the Engineering Division took possession of two electric vehicles,
which has reduced the overall cost of fuel and maintenance.
The Division also reports that making use of procurement efficiencies with State contracting and project
management services has reduced staff time and lowered fees typically tied to projects.
Compliance Division ($4,242,524, 29 FTEs). The Compliance Division enforces City
codes, and manages customer service requests, parking pay stations, school crossing guards, and
impound operations, among other things.
FY24 goals for the Compliance Division include the following:
- Increased school crossing coverage with dedicated crossing guards.
- Consistent response time to safety-related calls for service
- Equitable parking enforcement throughout the City
1.Staffing. No additions or reductions in staffing levels are proposed for FY24. Compliance officer
positions continue to be high turnover, with 1-3 vacancies persisting throughout the year. Compliance
continues to cover eligible school crossings despite the difficulties recruiting and retaining crossing
guards year after year. This may put the division in a vulnerable position if staffing levels fall below the
minimum required. To address this risk, the Division reports that it is diversifying its recruitment
strategies, including the creation of a short video to showcase its culture and employee story to encourage
more applicants. Their social media is used to post open jobs, and they will attend job fairs when these
become available. In FY23, they increased the hourly rate to improve recruitment and retention.
Parking Enforcement: Parking pay stations were due to be replaced in FY23, but were deferred for a
year. The Division reports plans to replace the stations this fiscal year. The modernization of parking pay
stations is expected to provide a more reliable and cost-efficient service to the City and the users of the
metered parking spaces. See Policy Questions 5a, 5b, and 5c.
ATTACHMENTS
Attachment 1 – Safety and Security Manager Description
Attachment 2 – Building Administrator Job Description
Attachment 3 – Environmental Engineer Job Description
Salt Lake City Corporation, Human Resources Department
Job Title: Safety and Security Services Director
Job Code Number:
Pay Level: 37 FLSA: Non-Exempt EEO Code:
Bargaining Unit: Benchmark:
Appointed
JOB SUMMARY:
Under the general supervision of the Department Director, provides professional direction, leadership
and coordination of all internal security functions of the City. Oversees the integration of security and
access systems, operations, and technologies designed to protect the safety of employees and visitors
to public City buildings. This position will coordinate with the Facilities Division, IMS Department and
Legislative and Executive Offices, convening as the internal security committee, the strategic planning,
security auditing and safety assessments for all City buildings. Manages Enterprise contracts related
to access management, security systems and on-site security staff.
This is an appointed, at-will position without tenure and exempt from the career service system.
TYPICAL DUTIES:
1. Provides leadership and coordination in the planning, development, implementation and operation
of City-wide, integrated security systems, to include alarms, access control systems, video surveillance,
technical platforms, and physical hardware.
2. Serves as a principal point of collaboration, leadership, and expertise to both internal and external
stakeholders on professional and operational matters pertaining to safety and security of employees and
visitors of public City buildings.
4. Recommends, participates in the development of, and establishes City policy and procedures;
establishes and implements short- and long-range goals, objectives, policies, and operating procedures;
monitors and evaluates program effectiveness; effects changes required for improvements.
6. Oversees all facets of the daily operations of the Internal Security Services Unit, ensuring
compliance with the City, state, and federal laws, policies, and regulations.
7. Participates as a member of the SLC Police Department management team; provides input and
subject matter expertise to departmental leadership regarding City security systems, technologies, and
operations.
8. Develops and manages annual budgets for the Internal Security Services Program and performs
periodic cost and productivity analyses; plans and develops strategies to improve procedures and optimize
operations.
9. May oversee the supervision of personnel, which includes work allocation, training, promotion,
enforcement of internal procedures and controls, and problem resolution; evaluates peak performance and
makes recommendations for personnel actions; motivates employees to achieve peak productivity and
performance.
MINIMUM QUALIFICATIONS:
• Bachelor's degree; at least 7 years of experience directly related to the duties and
responsibilities specified. Higher education and/or experience that is directly related to
the duties and responsibilities specified may be interchangeable on a year for year basis.
• Ability to communicate effectively, orally and in writing.
• Ability to operate a personal computer and applicable software including Word, Outlook,
Excel spreadsheets and other appropriate programs.
• Advanced proficiency in policy writing.
• Advanced communication and customer service skills.
• Knowledge and experience in applying best practices for safety and security programs,
preferably in local government setting.
DESIRED QUALIFICATIONS:
• Master’s degree in Public Administration, Security Management, Emergency Management or
other related field.
• Previous experience with a proven record of achievement performing similar duties for a
governmental or municipal agency.
• At least five years’ experience related to safety/security, emergency preparedness, fire
prevention, and/or occupational safety.
WORKING CONDITONS:
A TEN YEAR PERSONAL, CRIMINAL AND EMPLOYMENT BACKGROUND CHECK IS REQUIRED
FOR THIS POSITION. ADDITIONAL CLEARANCES MAY BE REQUIRED.
• Light physical effort. Comfortable working positions handling light weights. Intermittent
sitting, standing, and walking. Generally pleasant working conditions. No health or accident
hazards inherent in work performed.
• Frequent exposure to stressful situations as a result of human behavior.
The above statements are intended to describe the general nature and level of work being performed
by persons assigned to this job. They are not intended to be an exhaustive list of all duties,
responsibilities and skills required of personnel so classified.
All requirements are subject to possible modification to reasonably accommodate individuals with
disabilities.
Position Review Information
Date:
Departmental Approval:
HR Consultant Approval:
Compensation Approval:
Notes:
Salt Lake City Corporation, Human Resources Department
Job Title: Facilities – Building Administrator
Job Code Number: FLSA: Exempt
Pay Level: 027 EEO Code:
Bargaining Unit: Benchmark:
JOB SUMMARY:
Reporting to the Facilities Division Director, incumbent is responsible for the comfort, convenience, safety,
efficiency, and good repair of the buildings assigned to their portfolio. Incumbent is expected to provide
excellent customer service when interacting with any building occupants. This position will maintain a
broad knowledge of building and occupant needs for the purposes of various uses, events and needs.
TYPICAL DUTIES:
1. Makes regular inspections of the building(s), reporting any needs for maintenance, repair or replacement to the
Facilities Division through the established work order system.
2. Fields and routes requests for service and specific needs to appropriate resources.
3. Coordinates with Special Events and Real Estate Services, responds to special event requests that may take
place inside and around building(s).
4. Responsible for the ordering, receiving, inspecting, inventorying, scheduling and coordinating the installation
of office furniture and equipment.
5. Reads and interprets technical drawings for space assessment and needs. May be required to obtain
measurements and provide specifications to relevant service providers.
6. Provides support to City employees on additions, relocations and removal of surplus furniture fixtures and
equipment.
7. Prepares detailed plans for office configuration and furniture placement at the request of any Department
occupying the building (s). Where applicable, such plans shall be compatible with the historical nature of the
building and shall preserve the architectural fabric of the building. Fabrics, colors, and styles shall be consistent
with the building's history, design, and architecture.
8. Communicate with on-call contractors and/or office furniture vendors to provide cost estimates for requested
office systems or remodels. Reviewing the initial estimate with the requesting party to remain consistent with
budget constraints for each project.
9. Coordinates and schedules work and installation of various building amenities and fixtures.
10. Works closely with representatives of each contracted service in the building(s), such as security, janitorial
and concessions.
11. Coordinates with representatives of each Department occupying the building(s) on appropriate safety
trainings, determining frequency and relevant contents.
12. Performs other related duties as assigned.
MINIMUM QUALIFICATIONS:
1. Graduation from an accredited college or university with an associates degree or technical
certification in Drafting, Construction, Mechanical Systems or related field.
2. Experience providing customer service at different organizational levels, from executives to
occasional users.
3. Demonstrated ability to operate computer technologies, including knowledge of Microsoft
Windows, Word, PowerPoint and Excel. Proficiency with vector drawing applications.
4. Demonstrated verbal and written communication skills. Strong interpersonal and customer relation
skills with the ability to work with the customers on a daily basis.
5. Demonstrated ability to work independently with minimal supervision.
6. Possession of a valid driver’s license or driving privilege card is required.
DESIRED QUALIFICATIONS:
1. Interior design certification
2. Working knowledge of AutoCAD
WORKING CONDITIONS:
1. Routinely lift light to moderate, sometimes awkward weights. Occasional requirement for heavy lifting
(50 pounds or more).
2. Some exposure to stressful situations as a result of human behavior and time constraints.
Offers of employment are contingent on successful completion of a criminal background check in
accordance with City policy and applicable law. Criminal offenses will be reviewed on a case-by-
case basis and do not automatically disqualify a candidate from City employment.
The above statements are intended to describe the general nature and level of work being performed by
persons assigned to this job. They are not intended to be an exhaustive list of all duties, responsibilities
and skills required of personnel so classified. All requirements are subject to possible modification
to reasonably accommodate individuals with disabilities.
Position Review Information
Date:
Departmental Approval:
HR Consultant Approval:
Compensation Approval:
Notes:
Job Profile: Engineer V 05:55 PM
05/17/2023
Page 1 of 2
Job Profile Summary As a registered professional engineer, supervises and manages City projects and engineering programs,
and applies intensive and diversified knowledge of engineering principles and practices in broad area of
assignments. This is highly technical and supervisory work requiring management experience and a broad
background in civil engineering.
TYPICAL DUTIES:
Prepares and supervises the planning, design and construction of major engineering
projects. Assigns work of subordinates. Resolves personnel problems and has authority to
recommend hiring and firing. Provides in-house engineering reviews and supervises
informal engineering reviews. Assists with selection of consultants and specifies parameters
for projects and scope of consultants’ work. Approves work done by consultants.
•
Reviews complex plans and assures complete designs follow standards as set by Salt Lake
City, various codes or standard engineering principles. Develops program and project
budgets, project scopes, time scheduling and phasing. Suggests major contract change
orders.
•
Approves reports of work done and project status. Approves or prepares complex project
documents and engineering studies. Monitors and complies with bidding procedures, and
meets periodically with departmental staff to review project status.
•
May direct day-to-day activities for support programs such as engineering records
management, permit issuance and inspections, subdivision approval and inspections, traffic
control device implementation and maintenance, or Geographic Information Systems and
associated engineering computer software and hardware.
•
Represents Salt Lake City Corporation on various ad-hoc committees or statutory boards as
engineering designate.
•
Serves on general design and project review committees, and suggests projects for
development.
•
Performs other duties as appropriate.•
MINIMUM QUALIFICATIONS:
Possession of a Bachelor of Science degree in Civil Engineering or related engineering
equivalent from a fully accredited college or university, eight years experience in civil
engineering and two years related supervisory experience.
•
Possession of a professional engineer license from the State of Utah. Out of state applicants
who possess a PE Certificate must become a PE in the State of Utah within six months of
employment.
•
Possession of a valid driver’s license or driving privilege card.•
Ability to lead, develop and support other team members, use computers, and interface
effectively with contractors and the general public.
•
Membership in the American Society of Civil Engineers, or an equivalent professional
organization.
•
WORKING CONDITIONS:
Moderate physical activity. Required to push, pull or lift medium weights up to 50 pounds.
Uncomfortable working positions such as stooping, crouching and bending. May have a few
disagreeable elements such as appearance of work place, poor ventilation of uneven
temperature.
•
Continual exposure to stress as a result of human behavior.•
The above statements are intended to describe the general nature and level of work being performed by
persons assigned to this job. They are not intended to be an exhaustive list of all duties, responsibilities
and skills required of personnel so classified.
Job Description
Job Profile: Engineer V 05:55 PM
05/17/2023
Page 2 of 2
All requirements are subject to possible modification to reasonably accommodate individuals with
disabilities.
Salt Lake City Proposed FY23-24 Budget
Presented by Jorge Chamorro, Public Services Department Director
Public Services FY23-24 Budget
Presented by Jorge Chamorro
1
2
Public Services is a team of professionals who value integrity, diversity,
and equity. We are committed to providing essential municipal
services and accessible public spaces for Salt Lake City by investing
public funds effectively, efficiently,and sustainably to make life better
throughout the community.
MISSION
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
FY24 RECOMMENDED
3
ADMINISTRATIVE SERVICES
•19.00 FTE | $3,611,447
COMPLIANCE DIVISION
•29.00 FTE | $4,242,524
ENGINEERING DIVISION
•50.00 FTE | $7,194,606
FACILITIES DIVISION
•57.00 FTE | $11,980,848
FLEET DIVISION (FLEET FUND)
•46.00 FTE | $32,498,750
STREETS DIVISION
•115.00 FTE | $16,075,984
DEPARTMENT TOTAL: 316.00 FTE | $75,604,159
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
ADMIN | MUST | SCORE: 18 |$1,256,000
Increases include:
•CPI adjustment
•10% water utility surplus fee
•Overtime budget equalization
Contractual Increases / Inflationary
Contractual,
$696,000
Power,
$234,900
Natural Gas,
$163,200
Fuel,
$107,400
Water,
$29,160
Not labeled in chart -Overtime: $11,300 / Sewer: $7,600 / Waste (Disposal & Non-Landfill: $3,400 /Storm Water: $2,870 / Garbage: $170
4
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
ADMIN | MUST | SCORE: 10 |$45,000
Transfer maintenance funding for EV stations
from the Sustainability Department to Public
Services.
•Goal: Centralize EV asset management to one
department
Public EV Charging Stations
Maintenance
5
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
New FTE: Safety & Security
Director
ADMIN | SHOULD | SCORE: 10 |$152,565
Creation of a new position to develop a City-wide
safety and security program.
•Goal: To stablish a consistent program for
employee safety, security, and building access
management.
6
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
ENGINEERING | MUST | SCORE: 20 | $178,000
Creation of full-time position dedicated to
projects and regulatory needs that support
Sustainability efforts and Citywide needs.
•Goal: Proactively manage landfill projects as a
core function while managing environmental
projects on City property
New FTE: Environmental
Engineer
7
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
New FTE: Building
Administrator
FACILITIES | SHOULD | SCORE: 12 |$131,750
Creation of a City & County Building
Administrator who would support building
occupants and space needs.
•Goal: Streamline building responsibilities to one
employee for enhanced level of service
8
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
New FTEs: Trades
Apprenticeship Program
FACILITIES | SHOULD | SCORE: 16 |$332,000*
Implement an apprenticeship program that
benefits both Facilities and the local
community.
•Goal: Ease recruitment strain and invest in
employee careers
9
*Budget for this insight is already allocated in non-departmental Apprenticeship Program
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
STREETS | MUST | SCORE: 22 |$130,000 (FOF)*
Pilot program to maintain roads not eligible for
current surface treatments nor full
reconstruction.
•Goal: Seize opportunity to extend time needed
before reconstruction
Mill & Overlay Pilot Program
As of October 2021
Overall Condition Index
(OCI) & Description
Percentage
of Network
86-100 (Good)6.0%
71-85 (Satisfactory)24.3%
56-70 (Fair)29.6%
41-55 (Poor)17.4%
26-40 (Very Poor)16.4%
25-11 (Serious)6.1%
0-10 (Failed)0.2%
Total of Rated Segments 100%
10
*CIP recommendations for this fiscal year includes $750,000 for purchasing program equipment
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
INSIGHT OVERVIEW
11
INSIGHT DESCRIPTION FTEs FY24 CHANGE SCORE MSCW
1 Contractual Increases/Inflationary 0.0 $1,256,000 18 MUST
2 Public EV Charging Stations Maintenance 0.0 $45,000 10 MUST
3 Building Safety Manager 1.0 $152,565 10 SHOULD
4 Environmental Engineer 1.0 $178,000 20 MUST
5 Building Administrator 1.0 $131,750 12 SHOULD
6 Trades Apprenticeship Program 4.0 $332,000 16 SHOULD
7 Mill and Overlay Pilot Program 0.0 $130,000 (FOF)22 MUST
KEY INSIGHTS INCREASE 7.0 $2,225,315 N/A N/A
PUBLIC SERVICES FY23-24 BUDGET PROPOSAL
Presented by Jorge Chamorro, Department Director
Thank you!
Presented by Public Services Department Director, Jorge Chamorro
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY24
TO:City Council Members
FROM:Jennifer Bruno, Allison Rowland
DATE:May 23, 2023
RE: FY2024 BUDGET – GOLF ENTERPRISE FUND
MAYOR’S RECOMMENDED BUDGET PAGES:
Key Changes p. 73-74; p. 106-107
ISSUE AT-A-GLANCE
The Golf Enterprise fund collects the revenue generated and pays most of the expenses associated with the
activities of SLC Golf, a division of the Department of Public Lands. SLC Golf operates six golf courses,
providing greens maintenance; golf clinics, camps, lessons, events; and management of retail pro shops, cafés,
and cart rentals. The Golf Enterprise has 34.2 full time employees assigned to operations, and relies on a
number of seasonal employees as well.
The recommended expenditure budget for the Golf Fund would increase by $635,560 million (6.2%) for Fiscal
Year 2024 (FY24), for a total of $10.8 million, not including Capital Investment, which is budgeted separately.
The recommended budget for Golf Capital Investment is $7.1 million, which includes funds not spent in
previous years (see page 6 for a list of projects). In recent years, the Golf Fund has relied on subsidies from the
general fund despite being an enterprise fund. This has allowed the fund to use the $2 per round “CIP fee” for
true capital investments rather than offsetting operations. The FY24 recommended budget would hold the
subsidy to the Golf Fund flat compared to FY 23, around $2.1 million. (see summary chart on page 5 for detail,
including indirect benefits of Golf green space).
Key elements of the budget proposal include:
•Funding approximately $7.1 million in CIP improvements, including continuing the $2-per-9 hole-
round CIP fee to help the Golf Fund catch up on years of deferred maintenance, and prioritizing
investment in Rose Park infrastructure and a new driving range facility at Glendale to increase
usable days in inclement weather.
•Adding .5 FTE Senior warehouse operator to increase efficiency in golf operations (half would be
funded by Public Services Department)
Item Schedule:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
Potential Action: June 13 (TBD)
Page | 2
•Continuing general fund transfers for various Golf fund expenses, to free up resources so that Golf
can invest in deferred capital projects, and recognizing indirect value of golf green space even for
not golfers (more on this on page 5)
•Maintains an excess of three months operating expenses ($2.6 million). The FY 24 projected cash
balance is $3.5 million, and is tracked monthly.
•Continuing the centralized call center model for course reservations (started in 2020 as a pilot)
with savings realized from staffing restructuring within the department. The Administration notes
this has improved customer data collection and distributed workload more efficiently.
Typically, Golf Fund revenue is generated by user fees, including green fees, cart rental fees, range ball fees,
merchandise purchases, lessons, concessions and rental fees. The 2020 season showed a turnaround in rounds
played trends, as SLC Courses were re-opened before County courses, and local residents were not traveling as
often, and looking for ways to safely recreate outside. Play has reduced from levels during early stages of the
pandemic, but is still strong compared to pre-pandemic usage.
KEY BUDGET ISSUES & POLICY QUESTIONS
A. Golf Fund Revenue and Rounds Trends. Golf revenue has improved in recent years, since reaching a
low in FY17, although it is down slightly from a high experienced during the COVID pandemic. The slight
increases in earned revenue in recent years are significant to the extent they indicate the potential of the
Golf Fund to improve its financial position. However, the Golf Fund has continued to experience difficulties
in fully covering operating expenses at the City’s six golf courses in addition to capital expenditures. This is
why the Administration is proposing to continue the previous years of general fund transfers for FY 24
(detailed in the next section).
•For FY 24, general greens fees provide 40% of annual revenue. Cart rentals provide almost 20% of
annual revenue (some is used to pay for loans on carts); Retail sales and Driving ranges combined
add another almost 14%.
•Personnel costs are typically around 56% of the total, including part-time, seasonal workers.
Water and upkeep costs are also difficult to reduce while preserving the City asset and
maintaining playability.
Page | 3
Note: This chart does not reflect transfers from the General Fund.
Note: Rounds at Mountain Dell reflect two 18 hole courses. FY 23 data not yet complete.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY15
FY16
FY17
Actual FY 18
Actual FY 19
Actual FY 20
Actual FY 21
Actual FY 22
Budget FY 23
Proposed FY 24
Golf Revenue Sources and Trends
Green Fees
Golf Cart Rental
Driving Range Fees
Retail Merchandise Sales
CIP Fee on rounds, passes
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Bonneville Forest Dale Glendale Mountain Dell All Nibley Park Rose Park
Trends in Rounds Played, by Course
Page | 4
B. General Fund transfers/subsidy – The Administration is proposing to continue the practice started in
FY 17 of transferring funds from the General Fund to cover various expenses in the Golf Fund. The
Administration indicates that these transfers are necessary in order enable the Golf fund to use it’s “CIP
Fee” dollars for capital expenditures instead of helping balance out operational expenses. See background
section on page 9 for more on this concept, including research indicating other municipal courses following
similar paths. The recommendations are as follows, and are reflected in the Non-Departmental budget on
page 63 of the budget book:
-200,000
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
Bonneville Glendale Forest Dale Mountain Dell Nibley Rose Park
Net Operating Income
FY 2022 FY 2023
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY19 FY20 FY 21 FY 22 FY 23 FY19 FY20 FY 21 FY 22 FY 23 FY19 FY20 FY 21 FY 22 FY 23 FY19 FY20 FY 21 FY 22 FY 23 FY19 FY20 FY 21 FY 22 FY 23 FY19 FY20 FY 21 FY 22 FY 23
BONNEVILLE GLENDALE FOREST DALE MOUNTAIN DELL NIBLEY PARK ROSE PARK
Actual Revenues by Course -FY 19-23
Green Fees Driving Range Golf Cart Rental Concessions Retail Sales Other
Page | 5
C. Indirect and Non-Financial Benefits of Golf’s Green Space. The Golf Fund owns over 1,000 acres
of property across six courses—a substantial amount of publicly-owned green space. Acreage in the City
helps mitigate the urban heat island effect in addition to the aesthetic value of green space. Over a third of
this area (381 acres) sits outside the urban area, at Mountain Dell in Parley’s Canyon, which serves the
additional function of City watershed protection.
GOLF PROPERTY
Course Maintained acres Other acres Total acres
Bonneville 125 55 180
Forest Dale 55 6 61
Glendale 160 16 176
Mountain Dell 260 121 381
Nibley 46 6 52
Rose Park 140 16 156
Total 786 220 1,006
Former Golf properties
Jordan River Par 3 (maintained
by Public Lands as disc golf)
22 - 22
Wingpointe (Airport property,
not maintained)
194
The Administration has indicated that there are Citywide benefits to maintaining golf courses as partially-
funded green open space, though they acknowledge that the non-golf benefits are experienced by most
taxpayers in a passive manner. In response to a question from FY 21, the Division noted the following,
which is still relevant from a policy perspective:
“Much of the non-golf use is passive in nature, and the access and
preservation of the open public spaces provide many opportunities and
benefits to the public such as:
•Trees and Open Space. Contributes benefits to air quality, urban
heat islands, urban wildlife interfaces and
•Other activities include winter time access, walking, snowshoe,
dogs, and trails.
•Public access to clubhouse and cafe’s
•Public meeting space at Forest Dale
•Jordan River Trail Glendale and Rose Park
•Disc Golf and Footgolf at Rose Park”
FY 20 FY 21 FY 22 FY 23 FY 24
p rop osed notes
Reimburse Fees paid by the Golf
Fund to IMS $ 138,800 $ 200,000 $ 200,000 $ 150,000 $ 350,000 ongoing
Reimburse other Administrative
Fees $ 220,000 $ 306,582 $ 315,779 $ 655,114 $ 356,302 ongoing
General Fund Transfer (specified
for Rose Park Infrastructure in FY
22 and 23)
$ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000
Golf indicates that this
will be com pleted and not
needed after FY 26
Living Wage adjustments $ 181,000 $ 246,000 $ 370,100 $ 370,100 $ 370,100 ongoing
GF support of Golf Debt for
Irrigation Improvements made in
FY 18 (previously ESCO)
$ 445,078 $ 460,585 $ 484,000 $ 493,239 $ 510,427
ongoing until 2032;
am ount increases
annually to $677 ,044
1,484,878$ 1,713,167$ 1,869,879$ 2,168,453$ 2,086,829$
General Fund Transfers to Golf Fund
Page | 6
D. Golf CIP. The proposed budget includes a continuation of the $2 per 9 hole round CIP fee.
•This fee, along with the General Fund transfers, will allow the Golf Division to continue to invest in
much needed, deferred capital projects. Attachment 1 includes a list of capital projects by course,
estimated costs, and priority, totaling $27,275,000 million. The Division acknowledges that the
revenue generated from these fees are not sufficient to catch up on all of these projects and is
investigating longer-term solutions, although the FY 23 budget started progress in this direction.
$4.9 million was approved in FY 23, and $7.1 million is approved in FY 24.
•The Administration proposes the following uses for the FY 24 allocation:
•Background – The Golf CIP fund was established as the repository for a Council-initiated surcharge
of $1 per round for the purpose of catching up on deferred maintenance and critical capital projects
at all City courses (first initiated in FY 12). At the time it was established the Council’s intent was that
these funds not be used to cover operational deficits. However, in years with an operations deficit,
the Golf CIP fund was used to “balance” short-term transfers from the general fund so that
operations can continue, from an accounting perspective.
E. Water/Drought Planning – Water costs affect the operational budgets of the Golf Fund’s 644.5
irrigated acres as well as the overall water usage in the valley. Although each year the water budgets are
fixed, weather conditions determine actual expenditures at each course. The department provided the
following information relating to water conservation: “Through initiatives implemented in concert with the
City's Water Shortage Contingency Plan, the Golf Division maintained a reduced water use by 36% in
FY22 compared to this time in FY21. Despite the large surge in water in 2023, the golf courses plan to
continue water saving techniques in FY24 wherever possible, and, although turf repair projects will be
FY 2024 Proposed Golf CIP projects
Project Proposed Amount Notes
Tee Box Leveling 60,000$
Will address tee boxes at all 6 courses over the next 4 y ears.
This w as consistently raised by custom ers as a needed
im provement.
Pu mp Replacement 20,000$
This w ill replace the first of five irrigation pum ps at glendale,
one per y ear, as they are all nearing the end of their life
expectancy.
Maintenance Equipment 424,263$ Equipm ent for all 6 courses.
Mountain Dell Parking Lot Resurfacting 250,000$
Full replacem ent of parking lot at Mountain Dell due to
deteriorated conditions.
Nibley Property Fencing Project 55,220$ Replacing property fencing at Nibley , particularly along the
northern perim eter
Driving Range Project at Glendale 1,300,000$
Planning phases of a proposed double-decker driving range
at G lendale G olf Course, w hich w ill expand the usable
months of the driving range and double the capacity. The
Adm inistration w ill w ork w ith a design consultant to
determ ine total cost. Construction is scheduled to start in
Spring 2024.
Rose Park Irrigation Improvements 4,400,000$
The current system is 65 y ears old. The project includes re-
design for efficiency w hich m ay reduce w ater usage by up to
40%. The Administration indicates they w ill striv e to ensure
that all existing trees receive adequate w ater, as that has
been a concern at other courses.
Cart Path Improvements 525,000$
This includes improvem ents for all courses, including
modifying, w here possible, for use by non-golfers during the
off season.
Total 7,034,483$
Page | 7
undertaken due to the harsh drought over the past several years, may require additional water use in
some circumstances.”
The following chart shows water usage in gallons, by course (staff note: budget fluctuations can occur due
to rate increases and don’t always exhibit true water conservation)
For context, the following is the number of irrigated acres at each course:
F. Parks and Golf Expenses Comparison. In 2017, at the request of the Council, the Public Services
Division provided a comparison of annual maintenance and operations costs-per-acre for Liberty Park
($10,682 per acre) versus the average for golf courses ($7,288 per acre). These were offered as only rough
figures, since at that time data collection was not systematic. There were also a number of important
limitations to the data, including that Liberty Park has especially high costs because of special features and
events, as well as year-around use. In addition, most golf courses were not on secondary water at the time,
though Liberty Park was already. An update to this comparison would be useful, specifically, for parks of
different classes (regional, community, neighborhood) and each of the golf courses. Data on average daily
users would also be of interest, since most parks are used much more intensively than golf courses. The
Public Lands Department is hopeful that the cartegraph sytem will help them provide more site-specific
data. The Council may wish to ask the Administration for an update on these efforts.
G. Fees and Market Comparison – Staff inquired about competitiveness in the market area. The
Administration indicates they are comfortable with Salt Lake City prices, given recent increases in
neighboring courses, and has provided the following information for context:
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
Bonneville Glendale Forest Dale Mountain Dell Nibley Park Rose Park
Water Usage by Course (Gallons)
FY18 FY19 FY20 FY21 FY22
Irrigated
Acres
Bonneville 120
Glendale 105
Forest Dale 56
Mtn Dell 149.5
Nibley Park 50
Rose Park 164
Total 644.5
Page | 8
That said, the Department is including several fee adjustments as part of the Consolidated fee schedule, and
may consider additional adjustments in January 2024:
LoyalTee Discount Cards $75 to $80
$65 to $70 for Senior
Birdie Passports Without Cart $1,450 to $1600
$1,100 to $1,200 for Senior
Birdie Passports With Cart $2,100 to $2,350
$1,750 to $1,950 for Senior
Double Eagle Passports Without
Cart
$2,100 to $2,300
$1,650 to $1,800 for Senior
Double Eagle Passport with Cart $2,850 to $3,250
$2,400 to $2,700 for Senior
Junior Annual Passport $625 to $650
Junior Summer Passport $385 to $400
More information on these programs can be found on SLC Golf’s website here:
https://www.slc-golf.com/product-category/memberships/
Golf Cart rental proposed fee increases:
9 holes 18 holes
Double Rider Cart $14 to 16 $28 to $32
Single Rider Cart $7 to $8 $14 to $16
Bonneville/Mountain Dell Double Rider Cart $18 to $20 $36 to $40
Bonneville/Mountain Dell Single Rider Cart $9 to $10 $18 to $20
Twilight - Bonneville/Mountain Dell Double Rider Cart n/a $24 to $28
Twilight - Bonneville/Mountain Dell Single Rider Cart n/a $12 to $14
Glendale Double Rider Cart $16 to $18 $32 to $36
Glendale Single Rider Cart $8 to $9 $16 to $18
Course Management WD9Reg WD9Sen WD9Jun WE 9 WD18Reg WD18Sen WD18Jun WE 18 9 Cart 18 Cart
Schneiter's Bluff Private 16 16 8 16 32 32 16 32 9 18
Schneiter's Riverside Private 16 16 8 16 32 32 16 32 9 18
Nibley Park SLC - LDC RATES 13 11 N/A 16 NA NA NA NA 8 NA
Rose Park SLC - LDC RATES 13 12 N/A 16 26 24 NA 32 8 16
Nibley Park SLC - RATES 16 14 9 16 NA NA NA NA 8 NA
Rose Park SLC - RATES 16 14 9 16 32 28 18 32 8 16
Mick Riley Salt Lake County 17 15 11 17 NA NA NA n/a 10 NA
Meadow Brook Salt Lake County 16 14 10 17 32 28 20 34 10 20
Mountain View Salt Lake County 17 14 10 17 32 25 18 32 10 20
Forest Dale SLC - LDC RATES 15 13 N/A 17 NA NA NA NA 8 NA
Forest Dale SLC - RATES 17 15 10 17 NA NA NA NA 8 NA
Stonebridge West Valley City 18 12 9 18 36 24 18 36 8 16
The Ridge West Valley City 18 12 9 18 36 24 18 36 8 16
Glendale SLC - LDC RATES 15 13 N/A 18 30 26 NA 34 9 18
Glendale SLC - RATES 18 15 10 18 36 30 20 36 9 18
Riverbend Salt Lake County 19 16 11 19 38 32 22 38 10 20
Bountiful Ridge Bountiful City 16 16 16 19 32 32 32 38 9 18
Eaglewood Private 19 19 12 19 38 38 24 38 10 20
Glen Eagle Private 18 16 10 20 34 32 20 34 10 20
Old Mill Salt Lake County 20 15 12 20 40 30 20 40 10 20
River Oaks Sandy City 19 17 17 22 37 32 32 39 10 20
Park City Park City 28.5 28.5 28.5 28.5 57 57 57 57 9 18
South Mountain Salt Lake County 29 25 18 29 58 50 36 58 Price includes cart
Valley View Davis County 15 15 10 38 30 30 20 38 9 18
Davis Park Davis County 15 15 10 38 30 30 20 38 9 18
Bonneville SLC - LDC RATES 18 15 N/A 42 36 30 NA 42 10 20
Mtn Dell SLC - LDC RATES 18 15 N/A 42 36 30 NA 42 10 20
Bonneville SLC - RATES 21 18 11 42 42 36 22 42 10 20
Mtn Dell SLC - RATES 21 18 11 42 42 36 22 42 10 20
Soldier Hollow Gold State of Utah NA NA NA NA 60 55 40 65 Price includes cart
Soldier Hollow Silver State of Utah NA NA NA NA 60 55 40 65 Price includes cart
Wasatch Mtn.State of Utah NA NA NA NA 60 55 40 65 Price includes cart
Sorted by Weekend 9-hole Rate
Red indicates increase over last year
Updated 5/15/2023
Page | 9
ADDITIONAL & BACKGROUND INFORMATION
A. Golf Advisory Board. The terms of all current board members have expired and the board is current not
meeting. The Administration indicates that they are evaluating consolidating efforts with the Parks,
Natural Lands, Urban Forestry and Trails (PNUT) board. The Council may wish to weigh in on this.
If the board is no longer desired the Council would need to amend City code.
B. Comparative Research in 2019. The Finance Department conducted a review of many municipally-
owned golf course systems around the country, as well as a more in-depth review of the accounting laws
governing enterprise funds in the State of Utah.
Key takeaways from the Administration following their review:
•Cities of Salt Lake City’s population size do not typically have such extensive public golf
systems. Most of the comparisons are with larger cities in the West.
•No other system studied charges administrative fees—although the same municipalities do
charge fees to other enterprise funds.
•All but one municipal system operated with a structural and persistent deficit. All those
deficits were supplemented with ongoing support of the municipal general fund.
•The State of Utah has legal and accounting barriers that the Finance Department has
interpreted to prohibit simply “absorbing” the Golf Fund into the City general fund. They
appear to mean that SLC Golf must remain a separate enterprise fund. To confirm this
interpretation, the Attorney’s Office has been asked to provide an opinion on the matter.
•Similarly, there are legal and accounting barriers to the general fund “assuming” the Golf
Fund’s ESCO (existing secondary water-system debt). However, the general fund is
permitted to provide funds to the Golf Fund to pay these debts.
•The Administration does not indicate any interest in selling or developing Golf property
for a different use.
Given the proposed elimination of Administrative Fees currently paid to the general fund by other
Enterprise funds (such as the Airport), the Council may wish to request the Administration’s key
public policy findings that support the notion of not charging Administrative fees and
supporting the debt of an enterprise fund. There is close scrutiny on the topic of Administrative
fees, which is the allocation of expenses to departments and entities. To preserve the integrity of the City’s
cost allocation system, the Council may wish to ask the Administration to provide a more formal
assessment of the public benefit and reasoning for this change to be included in the public record.
C. Wingpointe Golf Course. With the adoption of the Airport Master Plan, previous efforts by a group of
private citizens to re-open Wingpointe Golf Course would likely be moot. Prior to transmitting the plan, the
administration provided a number of specific issues a reopening would need to address, including
consideration of current drought trends. Staff is not aware of any current updates on this effort.
D. 2014 Council Policy Principles. A number of Golf Fund policy issues come up with regularity over the
years. The Council adopted Guiding Policy Principles for Changes to the Golf Enterprise Fund
Page | 10
(Attachment 2) in 2014. The Council may wish to discuss whether it would be helpful to discard, or review
and update these to determine relevance to the FY23 budget and policy goals of the Council at this point.
1. The City has a longstanding general policy of not subsidizing enterprise funds with general tax
dollars, and the Council’s Policy Principles discourage general fund subsidies to the Golf Fund
specifically, although in recent years there have been limited exceptions made to this rule. As part
of these guiding policy statements, the Council also agreed that City-owned open space should be
protected.
2.The traditional rationale for charging recreation fees for some amenities is related to the need for
“exclusive” use of recreation facilities, like baseball diamonds and soccer fields during league play,
or park pavilions for parties. Golf has been considered more similar to these exclusive uses than to
“non-exclusive” uses like walking on a trail or playing catch on a grassy area, but there may be
reasons to re-examine this view given the passive and/or indirect benefits identified above.
E. General Background Information relating to Golf Fund financial history. As an enterprise fund,
the Golf Fund is charged with managing and maintaining the courses within the revenues that it can
generate through its operations. The Council has been concerned about the financial sustainability of the
Golf Fund since at least 2007. As early as 2004, deficits began to appear in the Golf Fund, though these
problems typically were described as temporary anomalies, rather than longer-term structural issues, and
were covered with the Golf Fund’s then-substantial fund balance, that was built up in the late 90s and early
2000s when Golf was significantly more profitable.
In 2014, after then-Mayor Ralph Becker indicated that he would close courses to address these budget
issues, the Council adopted a series of policy statements to define their shared view of how the system
should serve golfers, as well as the limits of what could be done to change the system (Attachment 2). 2022
Staff note: Recent budgets have not been consistent with some of these policy statements, and recent
Council’s have not affirmed that they agree with the policies adopted in 2014. Later that year, the Council
embarked on a process of information gathering and pursued an extensive process to gather ideas from the
public. The Council also hired a municipal finance consultant to identify options that could help the Golf
Fund maintain financial solvency over the long term. In late 2014 and early 2015, a Council-appointed
citizen task force reviewed all the information assembled, including the consultant’s report and all of the
public’s ideas for Council consideration, and provided their recommendations to the Council. The process
culminated in the Council’s own recommendations to the Administration in February, 2015 (Attachment
3).
Then-Mayor Biskupski’s Administration was optimistic about potential for Golf’s turnaround, and
proposed a more incremental approach to change along with more general fund financial support. The
guiding policy ultimately articulated was that City golf courses should be subsidized because they are
“public open spaces” that nearly pay for themselves—unlike traditional parks, which do not raise
significant revenue to offset their own maintenance costs. Another initiative was to plan for more trail uses
at Jordan Par 3 and around Rosepark, which would require substantial capital investment (a formal plan
has not been transmitted, and funds for these plans have not been identified). As noted above, an RFI was
published for a “TopGolf”-like experience at Nibley (2019), but did not attract any proposals.
ATTACHMENTS
Attachment 1 – List of Golf Capital Improvement Projects
Attachment 2. 2014 Guiding Policy Principles for Changes to the Golf Enterprise Fund
Attachment 3. 2015 Council Motion - Recommendations to the Administration Options to Address Long-
Term Golf Fund Issues
Page | 11
Attachment 2. Guiding Policy Principles for Changes to the Golf Enterprise Fund
SALT LAKE CITY COUNCIL
GUIDING POLICY PRINCIPLES FOR CHANGES TO
THE GOLF ENTERPRISE FUND
(adopted August 1, 2014)
1.Make decisions based on the best interest of Salt Lake City residents.
2.The status quo is not financially sustainable.
3.The Golf Fund should be self-sustaining and without general fund subsidy.
4.Making changes to the status quo operation plan improves the Golf Fund’s financial position, but does not
position it well enough for long-term financial independence, nor would it allow any Capital Improvement
needs to be met. This includes measures like:
•reducing water usage,
•converting course irrigation systems to secondary water sources,
•increasing rounds of golf played,
•raising fees nominally and tweaking other operation expense budgets.
5.All City courses are valuable and serve a distinct clientele and niche in the market. All have the potential to
draw more customers as there are no courses that are 100% utilized.
6.The increase in the number of golf courses in the past 25 years relative to the number of golfers makes it
difficult to significantly improve the financial position of the Golf Fund.
7.Oversupply puts downward pressure on pricing for all golf courses in the market.
8.It is possible that reducing the number of golf courses may improve the overall financial sustainability of
the region’s golf market.
9.Neighborhood quality of life is enhanced by adjacent open space, regardless of use, and therefore should be
protected.
10.Commercial development on open space should be avoided wherever possible.
11.It is the fiduciary responsibility of the City Council to provide guidance to solve the Golf Fund’s long term
financial problems.
12.Any re-purposing of golf courses should add value for the neighborhood and its residents, and benefit
residents through high quality amenities.
13.All solutions for the Golf Fund’s financial issues will be evaluated on a 10-year basis.
14.Individual courses will be evaluated based on the following criteria:
•rate of change of rounds (growth or decline)
•revenue per round.
15.Investigate innovative financing and zoning to support economic development and revenue generation
adjacent to golf courses.
16.Funds generated through the $1 per round CIP Fee, shall be dedicated to CIP purposes, and not used to
balance the operational deficit.
Page | 12
Attachment 3. Salt Lake City Council Recommendations to the Administration:
Options to Address Long-Term Golf Fund Issues
Motion adopted by the Council on February 23, 2015
1. Transfer Wingpointe Golf Course operations to the Airport immediately and encourage the
Airport to continue to operate it as a golf course, an attractive entry way and a potential revenue
producer for the Airport’s otherwise vacant property.
2. Close Glendale Golf Course and repurpose for other open space uses.
3. Consider legal options to repurpose Nibley Golf Course.
4. Initiate a bond proposal this fall to ask voters to fund comprehensive improvements to regional
trails and open space, including transitioning closed golf courses and the former Jordan Par-3
course. Ideally, the bond would be comprehensive enough to provide resources to address a
variety of uses, incorporating foothills and integrating trail systems to create a unique park
connection system. The Council encourages the Administration to determine uses through a
public engagement process throughout the summer.
5. Incorporate secondary water as part of bond for all golf courses and potentially all parks. If a
bond is not successful, the general fund would cover the installation costs of secondary water.
6. Allow Glendale and Nibley, if applicable, to remain open for golf until new uses are shovel ready.
General Fund would provide any needed subsidy in the interim.
7. Forward two Request for Proposal (RFP) recommendations that the Council look at either/or:
a. an RFP to manage the entire golf system;
b. an RFP to hire a game-changer to oversee the Golf Fund;
c. not issuing an RFP.
Attachment 1
Golf CIP Projects Backlog
Course Description Priority Year Estimated Cost
Bonneville Cart Path Construction High 2023 $750,000
Forest Dale Cart Path Construction High 2023 $130,000
Forest Dale Clubhouse Exterior Painting High 2022 $20,000
Forest Dale Irrigation Controllers High 2022 $40,000
Forest Dale Resurface Parking Lot High 2022 $100,000
Glendale Cart Path Construction High 2023 $250,000
Glendale Resurface Parking Lot High 2023 $200,000
Mountain Dell Cart Path Construction High 2023 $1,000,000
Mountain Dell New Maintenance Building High 2023 $500,000
Mountain Dell Resurface Parking Lot High 2022 $350,000
Nibley Park Irrigation System High 2025 $1,750,000
Rose Park New Irrigation System High 2022 $3,100,000
Rose Park Clubhouse Landscaping High 2021 $20,000
Rose Park Cart Path Construction High 2022 $200,000
Rose Park Maintenance Building High 2023 $500,000
Bonneville New Clubhouse Low 2030 $3,000,000
Bonneville Range Netting Repair Low 2028 $50,000
Mountain Dell New Clubhouse Low 2030 $5,000,000
Nibley Park New Clubhouse Low 2030 $1,500,000
Rose Park New Clubhouse Low 2035 $2,000,000
Glendale Clubhouse Roof Replacement Medium 2026 $80,000
Mountain Dell Irrigation System Medium 2028 $4,500,000
Nibley Park Maintenance Building Medium 2025 $500,000
Nibley Park Debris Management Area Medium 2025 $30,000
Nibley Park Perimeter Fencing Medium 2024 $40,000
Rose Park Resurface Parking Lot Medium 2024 $200,000
Bonneville New Maintenance Building Moderate 2026 $1,000,000
Bonneville Parking Lot Resurfacing Moderate 2022 $350,000
Bonneville Clubhouse Cart Staging Area
Resurfacing Moderate 2022 $15,000
Nibley Park Cart Path Construction High 2024 $100,000
Total $27,275,000
•Salt Lake City Proposed FY23-24 Budget
Presented by Matt Kammeyer
Golf FY23-24 Budget
Presented by Matt Kammeyer
GOLF DIVISION AREAS OF FOCUS
Develop
programs that
introduce new
segments of
players to the
sport and
foster a love
and respect for
the traditions
and values of
the game.
GROW THE
GAME
DEVELOP OUR
TALENT
Provide
improved
employee
training and
leadership
opportunities,
resulting in
increased
efficiencies and
customer
service.
Find ways to
improve the
appearance,
playability,
functionality,
and efficiency
of City-owned
courses and
clubhouses.
Seek
opportunities to
responsibly
integrate golf
assets and
programs into
the community,
providing
increased value
to both golfers
and non-golfers.
IMPROVE THE
ASSETS
BE A
COMMUNITY
PARTNER
BB
ROUNDS PLAYED
421,035 423,432 415,831
365,671 343,670 355,655 350,550 374,139
455,556 441,087
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
9
-
H
o
l
e
E
q
u
i
v
a
l
e
n
t
R
o
u
n
d
s
TOTAL SLC GOLF ROUNDS | FY13-FY21
Closure of Wingpointe
& Jordan River Par-3
BB
GOLF COURSE UTLIZATION
Calendar Year 2017 2018 2019 2020 2021 2022
Total Starts 249,303 267,887 251,690 304,916 327,476 312,607
Playable Days 253 264 226 247 251 208
Avg. Utilization 58%58%64%86%90%105%
Total Revenue $6,693,967 $7,114,123 $6,775,868 $8,232,219 $9,950,192 $10,041,960
Revenue/Start $26.85 $26.56 $26.92 $27.00 $30.38 $32.12
Average utilization, total revenue and revenue per start increased the past four years.
BBMany out-of-play areas saw significant reductions of water in FY23.
BB
GOLF COURSE WATER USE
FY22 totals reflect a 37.5% reduction in water use compared to FY21
0.00
200,000.00
400,000.00
600,000.00
800,000.00
1,000,000.00
1,200,000.00
Bonneville 120 Acres Glendale 105 Acres Forest Dale 56 Acres Mtn Dell 149.5 Acres Nibley Park 50 Acres Rose Park 164 Acres
G
a
l
l
o
n
s
P
e
r
I
r
r
i
g
a
t
e
d
A
c
r
e
Fiscal Year Gallons Per Irrigated Acre FY18-FY22
FY18 FY19 FY20 FY21 FY22
GOLF DIVISION FY23-24 BUDGET PROPOSAL
Presented by Matt Kammeyer
BB
GOLF DIVISION SUMMARY
DIVISION
FY22 FY23 FY24 FY24 Request
FTEs Actual $FTEs Budget $FTEs Budget $FTEs Budget $
Golf Division 33.65 9,121,872 33.65 14,726,016 34.15 17,938,984 .50 2,797,980
TOTAL
BB
OPERATIONAL EXPENSES
Personal Services
48%
Retail Merchandise
7%
Operating Supplies
10%
Utilities
2%
Water
9%
Charges & Services
24%
Total Expenses FY24: $10,394,074
Personal Services Retail Merchandise Operating Supplies Utilities Water Charges & Services
GOLF DIVISION FY23-24 BUDGET PROPOSAL
Presented by Matt Kammeyer
BB
Insight Description FTEs FY2024 Request MSCW Score
1 Revenue Increase N/A $1,149,391 MUST 20
2 Shared Staffing with Public Lands .5 $38,598 SHOULD 22
3 Seasonal Wage Increase N/A $186,494 SHOULD 22
4 Inflationary & Contractual Increases N/A $199,162 MUST 22
5 Golf Reinvestments/CIP Projects Increase N/A $2,560,220 MUST 20
6
7
8
9
10
TOTAL
GOLF DIVISION INSIGHT SUMMARY
BB
INSIGHTS: REVENUE INCREASES
Insight #1: Revenue Increase: $1,149,391
Demand within the local golf market remains strong.
Revenue Category FY23 FY24 Difference
Green Fees $4,841,101 $5,033,052 $206,489
Driving Range Fees $389,486 $652,620 $263,134
Golf Cart Rental Fees $2,134,499 $2,258,224 $123,725
Pass Sales $338,953 $503,121 $164,168
Concessions $84,500 $94,606 $10,106
Retail Sales $797,758 $1,024,000 $226,242
Other $155,527
Total $8,586,297 $9,565,623 $1,149,391
BB
INSIGHTS: EFFICIENCY
Insight #2: Shared Staffing with Public Lands
Impact: $38,598
(.5 FTE) Senior Warehouse Operator –(Pay Grade 15 –006048)
Golf Division will benefit from this shared resource with Public Lands Department
BB
INSIGHTS: ENTRY WAGE INCREASE
Insight #3: Seasonal Wage Increase
Impact: $186,494
This increase is covered by Golf Fund revenues and represents an increase from the
current beginning wage of $13.15 to $15.
Golf employees receive certain playing privileges at a reduced cost that adds value to their wage.
BB
INSIGHTS: INFLATION IMPACTS
Insight #4: Inflationary & Contractual Increases -$199,162 Total
•Water: $138,690 –SLCPU 18% Rate Increase
•Storm Water: $10,500 –SLCPU 10% Rate Increase
•Power: $16,500 –Utility Fee Increases
•Natural Gas: $7,440 –Utility Fee Increases
•Fleet Fuel: $21,570 –Fleet Division Rate Increases
•Other: Equipment & Supplies $4,462 –Operational Needs Changes
Water costs continue to escalate, and the Golf Division strives to reduce water waste.
BB
INSIGHTS: REINVESTMENT
Insight #5: CIP Projects Increase -$2,560,220 Increase
The Golf Fund CIP Fee increased $1 per 9-hole round to $2 per 9-hole round in 2022.
Golf Division CIP Fund Projects
Description FY23 FY24
Tee Box Leveling Projects $60,000 $60,000
Cart Path Improvements $950,000 $525,000
Other Capital Projects $440,000 $75,220
Mountain Dell Parking Lot $250,000
Glendale Driving Range $1,300,000
Rose Park Irrigation Projects $2,600,000 $4,400,000
Total $4,050,000 $6,610,220
Change $2,560,220
Thanks
BB
GENERAL FUND TRANSFER
General Fund Support (Rose Park Stabilization) Ends FY26
Operations Fund FY24
Golf Starting Wage $305,100
Equity Pay Adjustments $65,000
IMS Costs $350,000
Administrative Overhead Costs $356,302
CIP Fund
General Fund Support (Rose Park Stabilization)$500,000
ESCO $510,427
Total $2,086,829
BB
ROSE PARK STABILIZATION
General Fund Support (Rose Park Stabilization) Ends FY26
FY20 FY21 FY22 FY23 FY24 FY25 FY26 TOTAL
GF Support 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,500,000
Rose Park Irrigation (1,800,000)(1,800,000)
Settling Pond (1,100,000)(1,100,000)
Range Expansion/Fence (600,000)(600,000)
500,000 500,000 500,000 500,000 (1,300,000)(600,000)(100,000)0
BB
GOLF DIVISION STATS
•GOLF DIVISION
•34.15 FTE / FY24 PROPOSED BUDGET TOTAL $17,938,984
•1,012 ACRES OF MAINTAINED GREEN SPACE
•7 GOLF COURSES AT 6 LOCATIONS
•5 DRIVING RANGES WITH 15 FREE PRACTICE AREAS
•GOLF ROUNDS
•FY22 9-HOLE EQUIVALENT ROUNDS –441,087
•5-YEAR AVERAGE -375,914
•53% OF ALL ROUNDS BOOKED REMOTELY.
•DIGITAL MARKETING CHANNELS
•54,078 UNIQUE SUBSCIBERS TO EMAIL DATABASE
•30,159 SOCIAL MEDIA FOLLOWERS ACROSS MULTIPLE PLATFORMS
•20,743 PLAY SLC GOLF APP DOWNLOADS
BB
GOLF COURSE WATER USE
FY22 totals reflect a 37.5% reduction in water use compared to FY21
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
Bonneville
180 Acres
Glendale
175.8 Acres
Forest Dale
61.11 Acres
Mtn Dell
381 Acres
Nibley Park
50 Acres
Rose Park
164 Acres
Golf Course Water Usage (per 100 cubic feet) FY18 –FY22
FY18 FY19 FY20 FY21 FY22
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY24
TO:City Council Members
FROM: Sylvia Richards
Budget & Policy Analyst
DATE:May 23, 2023
RE: Fleet Fund Fiscal Year 2024 Budget
BUDGET BOOK PAGES: 63, 74-75, 235-244; Staffing Document 308
ISSUE AT-A-GLANCE
The Fleet Fund provides repair, preventative maintenance, replacement and fueling services for Salt Lake City’s
approximately 1,600 vehicles. The Airport vehicle fleet and funding are managed separately. See Additional Info
section for a breakdown of vehicles by department and replacement values. The Fleet Fund also maintains
approximately 2,800 pieces of equipment, operates 15 fueling sites and two car wash facilities, one for light duty
and one for heavy duty. As an internal service fund, the Fleet Fund operates with money that is paid out of other
funds (including the General Fund). The FY2024 proposed budget for the Fleet Fund is $32.5 million which is
nearly $2.1 million (6.8%) more than last year.
$5.7 Million from Funding Our Future (FOF) Dollars
The proposed transfer from FOF to the Fleet Fund is $5.7 million for vehicle replacement. The FOF funding
supports two of the critical need areas: public safety and street maintenance. The Division has been able to
reduce reliance on issuing new debt (purchasing vehicles with financing) because of the FOF transfers. This
allows the purchasing of vehicles with cash so more vehicles can be replaced faster and at a lower total cost.
In FY 24, using the FoF funding, the Administration indicates that Public Safety will receive 55 vehicles and
Streets will receive 7-9 vehicles. All of them will be replacement vehicles and will not add to Fleet’s inventory.
Beginning in FY24, the Fleet Division is adding an 8% increase to account for inflation and price increases. The
chart below shows the total amount of funding needed to replace aging vehicles as well as the electrification of
the Fleet. For FY 24, the ideal amount needed is $14,989,400 and the difference is $4,289,400.
FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33
Budgeted/Needed 5,000,000 5,000,000 10,488,552 11,783,636 13,182,327 14,692,913 16,324,346 18,086,294 19,989,197 22,044,333 24,263,880
FoF Public Safety 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000
FoF Transportation 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000
Total 10,700,000 14,989,400 16,188,552 17,483,636 18,882,327 20,392,913 22,024,346 23,786,294 25,689,197 27,744,333 29,963,880
Fleet’s ten-year projection of Funding Our Future needs.
Project Timeline:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6, 2023
Potential Action: June 13, 2023
Page | 2
Fleet Replacement
The Division’s ability to advance the City’s sustainability goals is generally dependent upon available funding
levels for vehicle replacements, technology available in the market for purchase and the rollout of electric
charging infrastructure. The updated Ten-Year fleet replacement chart is presented below.
The City has not funded the Fleet replacement budget adequately in the past decade. The FY2021 budget
removed the $4 million ongoing for public safety vehicles using Funding Our Future sales tax revenues. The
FY2022 budget restored the $4 million ongoing for public safety vehicles. This was still $2.8 short of the ideal
funding level identified in the 10-year Plan.
Salt Lake City’s General Fund Fleet by the Numbers
The table below summarizes the City’s General Fund fleet (vehicles and major pieces of equipment like forklifts
and trailers) by department and estimated replacement value from largest to smallest. Note that the Airport (not
listed) separately operates and funds its fleet, and Enterprise Funds like Public Utilities, Golf, IMS, and Refuse
(Waste & Recycling) and the Gallivan Center fund their vehicle replacements and reimburse the Fleet Fund for
fuel and maintenance.
Page | 3
The following chart identifies the number of vehicles in the General Departments and their replacement value.
Department #of Assets Estimated Replacement
Value
% of Total
Police 652 $20 million 48.0
Public Services 316 $25 million 23.3
Parks & Public Lands 218 $12 million 16.1
Fire 105 $30 million 7.7
Community & N-hoods 50 $1.3 million 3.7
Loaner Pool 14 $400,000 1.0
911 Department 1 $40,000 .07
Finance 0 0 0
Total 1,356 $88,740,000
Note: Doesn’t include Enterprise Funds (Airport, Golf, IMS, Public Utilities and Refuse); assets are vehicles and major pieces
of equipment.
$1,043,350 from General Fund for Vehicles for New FTEs
The Mayor’s Budget is proposing a transfer of $1,043,350 from the General Fund for new vehicles associated
with new General Fund FTEs and ongoing maintenance. According to the Administration, using improved
budgeting processes, Fleet-owned and maintained equipment was identified earlier in the budget process, and
moved to Fleet instead of being accounted-for in the departments.
$974,735 Increase in Fuel Costs
The Division is proposing an estimated fuel cost increase of $974,735 for FY24. The increase reflects a 24%
inflation increase as recommended by the EIA (Energy Information Administration).
Alternative Fuel and Electric Vehicles
The chart below shows the total number of vehicles in each category for each year. For example, in 2021 Fleet
had a total of 200 Clean Diesel vehicles but acquired 34 vehicles from 2020-2021.
Note: clean diesel vehicles have very low sulfur and particulate emissions compared to traditional diesel
Alternative Fuel Type 2018 2019 2020 2021 2022 2023 % Change
2018 to 2023
Clean Diesel 60 72 166 200 324 291 440%
Hybrid 119 119 205 255 273 284 129%
Compressed Natural Gas 24 23 63 60 65 60 171%
Electric 14 22 25 33 35 43 336%
TOTALS 217 236 459 548 723 678 233%
➢Fleet’s Role in Meeting City Sustainability Goals – The Council may wish to ask the Administration
how the Fleet Fund will help the City meet the 2016 sustainability goals. Clean vehicles typically cost more to
purchase but have lower lifetime fuel and maintenance costs. The ongoing vehicle replacement budget may
need to be increased in coming years to advance this policy goal.
Fleet’s Fund Balance (rainy day fund/savings account)
The Finance Department recommends a funding target for Fleet’s Fund Balance equivalent to 5% of ongoing
revenues. This will allow the Division to have cash reserves in case of an emergency, or a drop in revenues, to
cover debt obligations or urgent vehicle replacement needs. If the proposed budget is adopted, the fund will be
$30,000 short of 5%, or at 4.9%.
Page | 4
$335,465 Revenue from Vehicle Sale Auctions
The FY2024 proposed budget for revenue from the sale of vehicles at auctions is the same amount as what was
proposed for last fiscal year.
➢The Council may wish to ask if the City is planning to hold fewer auctions and/or why
the revenue projections from auctions are the same as last year’s proposal.
General Fund Vehicles Beyond Recommended Life
The Division reports 175 vehicles in the General Fund are beyond industry recommended useful life but are
continuing to be used because current funding levels do not allow replacement vehicles to be purchased. This
represents 10.8% of the General Fund’s entire vehicle fleet (not including major pieces of equipment). The total
estimated replacement cost for the 175 vehicles is $20.1 million.
$39,570 Increase for Some Parts Warehouse Employees
Some parts warehouse employees will be receiving an increase in addition to the Mayor’s 5% general pay
increase resulting from a reclassification earlier this fiscal year. Fleet was in the process of adjusting warehouse
employee compensation with Human Resources but the changes were not captured in the City’s financial
system, so the changes were included in the Mayor’s Budget.
Charging Stations Update
The Division indicates that a consultant has been chosen to create a comprehensive plan to address
infrastructure needs for the next five to ten years. Installation of additional charging stations will assist with the
City’s electrified transportation goals.
Performance Metrics
The Fleet Division provided the below metrics for recent fiscal years which are not shown in the Budget Book. In
addition, the Division has a target of overdue preventive maintenance inspections to stay below 20% of the City’s
vehicle fleet.
Metric FY 2021
Actual
FY 2022
Actual
FY2023
Target
FY2024
Target
FY 2025
Target
Maintain Fleet mechanic productivity
rate of 90% or more 88%92%80%90%90%
Achieve one-day turnaround for 70% or
more of vehicles 72%72%70%70%70%
Billable hours of 1,420 or better per
technician per year 1201 1220 1420 1420`1420
ACRONYMS
CNG – Compressed Natural Gas
EIA – Energy Information Administration
FOF – Funding Our Future
FTE – Full Time Employee
FY – Fiscal Year
Salt Lake City Proposed FY23-24 Budget
Presented by Julie Crookston, Deputy Director; Operations
Fleet FY23-24 Budget
Presented by Julie Crookston
DIVISION OVERVIEW
PURPOSE
•Procure, maintain, repair, and dispose of all City-
owned vehicles and equipment
PERSONNEL
•46 FTE
ASSETS
•1,613 vehicles
•2,828 pieces of equipment
•15 fuel stations
•Two vehicle wash facilities
FLEET FY23-24 BUDGET PROPOSAL
Presented by Julie Crookston, Deputy Director; Operations
PROPOSED INSIGHTS
HEAVY DUTY WASH BAY CLEANOUT | MUST |
SCORE: 14
•Reducing $50,000 from GF
PARTS INFLATION INCREASE | MUST | SCORE: 18
•Cost of parts increase $657,000, or 18% YOY
FUEL INFLATION INCREASE | MUST | SCORE: 16
•Cost of fuel increase $975,000, or est. 24% YOY
from FY23
FLEET FY23-24 BUDGET PROPOSAL
Presented by Julie Crookston, Deputy Director; Operations
MUST | SCORE: 16 | $5,700,000 (no change)
STREETS | $1,700,000
•Nine items being replaced
PUBLIC SAFETY | $4,000,000
•55 items being replaced
FUNDING OUR FUTURE
FLEET FY23-24 BUDGET PROPOSAL
Presented by Julie Crookston, Deputy Director; Operations
ELECTRIFICATION
2024 2025 2026 2027 2028
Heavy Duty Equipment 0 0 0 2 3
Van 0 3 4 5 2
SUV 3 10 18 26 34
Sedan 12 24 31 25 26
Truck 8 15 25 36 62
0
20
40
60
80
100
120
140
EV Projections by Fiscal Year
Truck Sedan SUV Van Heavy Duty Equipment
FLEET FY23-24 BUDGET PROPOSAL
Presented by Julie Crookston, Deputy Director; Operations
INSIGHT SUMMARY
INSIGHT DESCRIPTION FTEs FY24 CHANGE MSCW SCORE
1 Heavy Duty Wash Bay Cleanout 0.0 $(50,000)Must 14
2 Parts Inflation 0.0 $657,000 Must 18
3 Fuel Inflation 0.0 $975,000 Must 16
4 FOF Streets 0.0 No change Must 16
5 FOF Public Safety 0.0 No change Must 16
KEY INSIGHTS INCREASE 0.0 $1,582,000 --
FLEET FY23-24 BUDGET PROPOSAL
Presented by Julie Crookston, Deputy Director; Operations
Thank you!
Presented by Deputy Director; Operations, Julie Crookston
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY24
TO:City Council Members
FROM: Jennifer Bruno
Deputy Director
DATE:May 23, 2023
RE: PROPOSED FISCAL YEAR 2023-24
NON-DEPARTMENTAL BUDGET
BUDGET BOOK PAGES: p. 62-66, p. 263-269
PROJECT TIMELINE:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
2023
Potential Action: June 13, 2023
The Non-Departmental Budget is the City’s largest in the General Fund. It accounts for transfers to other funds,
grants, and other special revenue funds that do not programmatically belong to particular City departments. The
total proposed Non-Departmental budget pertaining to the General Fund is $118,412,797, a $5.5 million (4.5%)
decrease from FY2023. When including all other funding sources that are passed through the Non-Departmental
account (Grant Funds, CDBG funds, E-911 Funds, Debt Service Funds, Housing Funds, etc.), the total pass
through funding is $203 million. Because of the volume of line items in this department, the format
of this staff report is to orient the Council starting at the general level and moving towards
more specifics at the end.
Non-Departmental Expenditures are organized into the following general categories (see p. 263-260 of the
budget book) – see background section for detail:
Category Amount Description
Governmental
Transactions
$7.1 million Contracts with/funding for other governmental entities
Intergovernmental
Transfers
$57.8 million General Fund support of other City funds (Golf, Sustainability)
Interfund Charges $33.7 million Centralized general fund support of the IMS and Fleet funds, as well as Risk
Management premium
Municipal Contributions
and Civic Support
$5.7 million City funding for memberships or support for various community organizations, note
that some are subject to legal requirements
Police Department and
Racial Equity Policing
Funding
$3.8 million Tracked in non-departmental to increase transparency while diversified response
models are developed and implemented (some of this funding is proposed to be
spent in FY 23; $1.8 million would remain in holding accounts)
Sales Tax Option – Transit $10.1 million UTA contract for key bus routes, service for additional routes, and On-Demand ride
program
Total General Fund $118.4 million
Page | 2
There are also non-general fund categories such as Special Revenue Accounting (for CDBG/E-911/Grants
Funds), Debt Service Funds for repayment of General Obligation (GO) Bonds, and the Capital Projects Fund for
consolidating CIP funding and impact fees.
The Administration has provided additional sub-line-item detail on the following Intergovernmental
Transfers on pages 62-65 of the budget book, for the sake of transparency and since they are sometimes items
of more detailed interest. Most of these areas will have their own independent budget staff reports and
independent Council discussions. The following are highlights of the proposed FY 24 budget for each of those
areas:
Transfer to FY 24 Proposed budget highlights
Capital
Improvement Fund
$26.8 million - An overall decrease in CIP funding to 7% of ongoing General Fund revenues. The
Council had previously commissioned a study recommending a 9 % level of on-going investments in
the City’s capital needs, which the City allocated in FY 23. Previous years were typically closer to 7%.
$3.6 million from Funding our Future.
- The Administration notes that the issuance of the Sales Tax and GO Bonds approved last year
will ensure capital investments beyond the standard CIP budget.
- The Council approves the total amount of the capital improvement fund budget as part of the
annual budget in June, then specific project funding is deliberated over the summer and
approved by Sept. 1.
- If the Council desired to allocate 9% to CIP instead of 7%, the Council would need to add $10.4
million to the CIP budget (source could be cuts to one area or allocation from fund balance
although that is a one-time option).
Fleet Fund $19.4 million - Funding for various vehicles needed relating to new employees (especially in public
lands) as well as, as well as vehicles for streets fleet replacement. An additional $718,000 to address
inflationary costs relating to parts and equipment. $6.7 million is from Funding our Future
revenues.
Golf Fund $2.1 million - Details the General Fund’s subsidy of the Golf Enterprise Fund including living wage
efforts, debt service for previous irrigation projects, administrative fees, and transferring $500,000
for Rose Park Infrastructure renewal.
IMS Fund $22.2 million - Shows contractual and inflationary changes totaling almost $1.4 million, new
positions, transferring systems used by various departments to be centrally managed in IMS.
$839,218 is from Funding our Future.
Insurance and Risk
Management
$3.9 million – Reflects premium increases and adds $500,000 for the newly-proposed Lifestyle
Savings Account.
Public Utilities and
Street Lighting
funds
$645,420 - Continues $100,000 to help assist lower income residents with Public Utilities rate
increases, and funding street lighting utilities on City-owned properties. Also includes $100,000 in
one-time funding for Public Utilities to conduct a water usage study.
Redevelopment
Agency Fund
$18.6 million – Reflects the overall RDA increment pass through as required by State law, in
addition to the proposed $2.59 million from Funding our Future for affordable housing
development.
Sustainability Fund $1.4 million total – Reduction from $1.8 million transfer in FY 23, reflecting a shift in the
community lawnmower exchange to an “Air quality incentives” program.
Police Department
and Racial Equity in
Policing Funding
$6.9 million – This is where the City tracks funding for the social worker program and
Commission on Racial Equity in Policing Holding Account (the balance is just under $1.8 million).
The Peer Court support is continued form FY 23. $1.2 million is from Funding our Future.
Transit Plan – Sales
Tax Option
$10.1 million – Tracks the transfer to the Utah Transit Authority for key bus route service
($400,000 increase from FY 23), On-demand Ride Service ($1.3 million decrease from FY 23), and
adds $100,000 for extending the outreach for the City’s transit program, which includes soliciting
public opinions on needed investment and barriers to using transit.
For a listing of every item funded by the Non-Departmental budget, please refer to pages 263 to
266 of the budget book. Pages 267-270 include short descriptions of proposed changes in some
of those line items. Council Members may wish to ask the Administration about any of the
proposed changes on those pages and listed in this staff report such as what differences the
public may see, why a new line item is proposed and how city priorities are advanced by
continuing existing line items.
Page | 3
Council Staff has highlighted proposed line items within the Non-Departmental budget relating to Council
priorities identified this year:
A. Diversified response models and City Equity Efforts
a. Non-departmental was the location for holding accounts for the REP Commission and Public
Safety Diversified Response Models. Some of these funds are proposed to be released to fund
implementation of some of the recommendations to diversify response, including the Civilian
Response team in the Police Department. If approved as proposed, the REP Holding account
balance will be just under $1.8 million, and the remainder of the holding account for diversified
response models would be fully allocated.
b. Apprenticeship Program:
i. Some Council Members have expressed an interest in expanding the City’s current
program, as well as potentially requiring every City contractor must run an
apprenticeship (or similar in purpose) program.
ii. Wasatch Community Gardens Apprentice Gardner - $50k
iii. The recommended budget proposes to shift $395,000 from the $1 million account in
non-departmental (first added to the budget in FY 23) to Public Services – for 4 FTEs
specifically for trades (plumbing, electrical, etc), as well as shifting $50k to provide an
apprentice gardener for Wasatch Community Gardens.
c. Continued Police Body Cameras and Vehicle integration
d. Fleet vehicles to support diversified response (MRT, Civilian Response Team, etc)
a. Rose Park Golf Course Infrastructure renewal - $500,000
b. Suazo Business Center Membership - $45,000
c. The agreement with Salt Lake County for the operation of the Sorenson Center - $1,014,800. The
figure is the same as the current fiscal year.
d. Police Department body cameras -- $1,293,000.
e. The Arts Council - $800,000 – flat from the previous year
f. Diversity Outreach (City Program) -- $3,000
B.Homelessness and maintenance of public spaces
a. $9.9 million in CIP relating to maintenance of public spaces:
▪$4.5 million for street reconstruction projects including complete streets elements (no longer funded
separately)
▪$1.7 million for city buildings asset renewal plan
▪$1.25 million for street overlays including complete streets elements (no longer funded separately)
▪$750,000 for public way concrete repairs, replacements, and missing sidewalks
▪$750,000 for mill and overlay maintenance pilot program (this is a pavement treatment less than a
full street overlay but more intensive than pothole filling or crack sealing)
▪$400,000 for a 75 year old traffic signal replacement
▪$325,000 for historic restorations, replacements and conservation work at the International Peace
Gardens
▪$250,000 for alleyway improvements
Note there is also ongoing maintenance funding in CIP separate from the competitive process for:
▪$700,000 to the Real Estate Services Office in CAN for maintenance of vacant city owned
buildings and properties
▪$350,000 to the Facilities Division for city owned building maintenance
▪$250,000 to the Public Lands Department for park maintenance
▪$200,000 to the Public Lands Department for trail maintenance
b. $500,000 transfer to the Golf Fund to pay for Rose Park infrastructure renewal
c. $500,000 shooting range remediation
C. Transit & Transportation
a. Transportation Utility Fee Consultant - $50,000 (one time) to investigate, based on a recent
court ruling, how the City may implement a transportation utility fee.
b. HIVE Passes for School Children - $100,000
Page | 4
i. Some Council Members have expressed an interest in expanding the HIVE pass
program for school children to their parents or guardians. Funding for stand-alone
adult HIVE passes is proposed to be decreased, as usage has not been what was
originally projected. Tying adult HIVE passes to school children could increase usage of
the program.
c. HIVE pass program - $810,000 reduction – this reflects actual usage of the program, which has
not met projections in several years. The Council may wish to discuss with the Administration if
the idea above is a way to increase usage of the program.
d. Service for Key Routes (UTA Contract) - $400,000 increase ($7m total)
e. On Demand Ride Service - $1.1m increase ($3m total)
i. while the funding is proposed to increase by $1.1 million the budget book notes that the
service area is smaller. Staff is confirming the boundaries of the reduced service area.
a. UTA Outreach - $100,000 – the administration provided the following information about this
line item:
"Extend outreach, branding and marketing efforts that were initiated upon launch of the
City's Transit Program to continue to increase awareness and education about the transit
system, as well as to cross-promote new projects and programs with existing projects
and programs. Ongoing outreach also solicits highly valuable public input about where
bus stop, pedestrian and bicycle investments are most needed, as well as the types of
barriers people have to riding the system."
b. $9.9 million in CIP allocations relate to neighborhood traffic calming and trail improvements
a. $3,293,000 for complete streets focused on upcoming reconstruction projects on 2100 South
through the Sugar House Business District and Virginia Street while remaining funds will be
available citywide
b. $1.7 million for urban trails focused on a new trail to the development tiny home village off of
Redwood Road and efforts to complete the 9-Line Trail
c. $1.35 million for the second year of the Livable Streets Program
d. $1.1 million for bus stop improvements and transit hubs supporting the frequent east-west bus
routes the City pays UTA to operate
e. $900,000 for safer crossings focused on 10 Main Street locations (from 900 South to 2100 South)
and the new Glendale Regional Park while remaining funds will be available citywide
f. $800,000 for construction of the Jordan Meadows neighborhood byway and design of another
byway from Sugar House to the University of Utah
g. $497,000 for construction of a traffic circle in the Fairpark at 1000 West and 500 North
h. $234,000 for 200 East ADA and sidewalk improvements between 1700 South and 2100 South
c. Equipment for Street Mill Overlay Pilot Program
D. Land Use, Development & Affordable Housing
a.Funding our future affordable housing transfer to RDA - $2,590,000
E. Business Support
a. Biohive branding and marketing $50,000 ongoing and $35,000 one-time
b. Local Business Marketing Grants - $20,000
c. Diversity Outreach - $3,000
d. $200,000 for Arts, Cultural and Events or ACE fund to support community events
e. Washington DC Lobbyist
f. Memberships including World Trade Center Membership, Economic Development Corporation
of Utah, Chamber of Commerce, National League of Cities and Towns.
F. Sustainability
a. The Non-Departmental budget includes a $1.4 million general fund transfer for the
Sustainability Department, which helps augment their operating costs, and funds additional
Page | 5
projects for the coming year. For greater detail on this topic, please reference the Sustainability
Staff report
b. Public Utilities - Water usage study – $100,000 for Public Utilities to conduct a water usage
study.
c. Hive Pass (see aboce)
d. Environmental Assessment Fund - $100,000 to help clean up contaminated City properties.
ADDITIONAL INFORMATION/BACKGROUND
The Governmental Transactions section includes:
•A centralized account of $696,000 to cover retirement payouts (same as was allocated in FY 23) that
aren’t covered with City department budgets (note: this is not sufficient to cover all retirement-eligible
employees but is higher than previous years funding).
•The agreement with Salt Lake County for the operation of the Sorenson Center -- $1,014,800. The figure
is the same as the current fiscal year.
•Contract with the City’s Washington DC lobbyist - $75,000
•The tuition aid program for City employees - $320,000. It was increased in FY 23 but is flat this year.
•The Animal services contract with Salt Lake County -- $1,970,648. A $2,263 increase from FY 23. Note:
The City negotiates with the County for this contract but to a certain extent the cost of this program is
determined by the County.
•Police Department body cameras -- $2.1 million
•Apprenticeship Program - $1,025,000 – transferring $395,000 to Public Services for their apprentice
FTEs.
•HIVE pass program - $450,000 (a $810,000 decrease from FY 23), including $100,000 for school
children.
•Funding for the 2023 City Municipal Elections –
o $244,551 for the election
o $40,000 for ranked choice voting awareness
o $30,000 for the oath of office event
o $20,000 for the outgoing elected official event.
o Note: there is no funding allocated for transition expenses, although the need for transition
funds will not be known until after the election. The Council could choose to add a placeholder at
this time, or at a budget amendment in the future.
See chart on page 2 to see what one can find in the Inter-Governmental Transfers section.
The Municipal Contributions/Civic Support section contains proposed allocations for City memberships
in public groups, financial support for non-profit organizations, and funding that, again, falls outside the realm
of City departments. Specific line items can be found on the Recommended Budget Pages 45-51 and 238-239.)
City Programs or Program Support
Legal Defenders -- $1,523,067
(a $118,390 increase from FY 23)
Diversity Outreach (City Program) -- $3,000
Salt Lake City Arts Council - $800,000
(flat from FY 23)
Removing City and County Building Branding effort
funded in FY 23 – Conservancy Committee flagged
issues with outside changes, although changes were
made to signage on the glass
Sister Cities (City Program) -- $10,000 ACE Fund (City Program) -- $200,000 – to offset
costs for events in the City
Dignitary Gifts/Receptions/Employee Appreciation
(City Program) -- $20,00
Housing Authority Transitional Housing -- $85,000
Local Business Marketing Program -- $40,000.Tracy Aviary – $763,526
($44,159 increase from FY 23)
Rape Recovery Center -- $30,000 YWCA Family Justice Center Wraparound Services --
$45,000
Page | 6
•The Diversity Outreach allocation is to support minority communities’ chambers of commerce in the
City.
•The Arts, Culture, and Events, or ACE Fund originally was called the Signature Events Fund. The fund is
used to help organizations stage events often involving art and performance in Salt Lake City. Groups
apply for money from the fund in an open and competitive process.
City Memberships in Organizations
Suazo Membership - $45,000 Sugar House Park Authority -- $270,251.
($44,456 increase from FY 23)
Salt Lake Area Chamber of Commerce -- $55,000
($5,000 increase from FY 23)
Utah League of Cities & Towns -- $233,474
($49,911 increase from FY 23)
National League of Cities & Towns -- $12,797
($1,262 increase from FY 23)
U.S Conference of Mayors -- $12,242
Jordan River Commission -- $16,000
($2,000 increase from FY 23)
Economic Development Corporation of Utah --
$108,000
World Trade Center -- $50,000.
•Sugar House Park Authority - Salt Lake City appoints a City representative to the Sugar House Park
Authority Board of Trustees. Salt Lake County also appoints a representative. The remaining seven
Board Members are volunteers. The City and County jointly subsidize maintenance and operations of
the park.
•Utah League of Cities and Towns – the membership dues paid by Salt Lake City (and all member cities)
to the Utah League of Cities and towns is based on a formula that includes sales tax, population, and
property tax. Dues increase when those line items increase for the City.
•Salt Lake City Proposed FY23-24 Budget
•Presented by Mary Beth Thompson
Non-Departmental FY23-24 Budget
Presented by Mary Beth Thompson
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
NON-DEPARTMENTAL
The Non-Departmental portion of the budget provides a financial reporting and
budgeting section to account for all General Fund monies transferred to other
funds, as well as grants, and other special revenue funds.
Non-Departmental provides accounting for funds that do not programmatically
belong to any particular City department.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
CONTRACTUAL INCREASES Total Increase
$283,791 (Ongoing)
Total contractual increases equal Increase $283,791
(Ongoing). Some examples of these increases include:
•City Hall Police Presence $13,350
•Salt Lake Area Chamber of Commerce $5,000
•Sugar House Park Authority $45,456
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
WATER USAGE STUDY Total Request
$100,000 (One-time)
Funding is being requested for a
water audit for Salt Lake City facilities,
both indoor and outdoor. This will be
done through a contract with a
commercial institutional industrial
auditor.
One-time cost of $100,000. Funds will
be transferred to Public Utilities Total Budget
Matrix Score MSCW 28 Must
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
MUNICIPAL ELECTIONS Total Request
$334,551 (One-time)
Each even numbered year the
City’s Recorder’s Office contracts
with the County Recorder to
manage the City’s elections.
The office is requesting:
•$284,551 for the 2023 election
and Ranked Choice Voting
Awareness
•$30,000 for an oath of office
event
•$20,000 for an outgoing
elected official’s event.
Total Budget
Matrix Score MSCW 24 Must
The total anticipated funding
request will be $334,551.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Healthcare Innovation
& Tech Total Increase
$50,000 (One-time)
Funding is being requested to further
grow the strategic partnership
opportunities in the local health care
industry. This may include
collaborative efforts alongside industry
partners to brand the industry and
highlight opportunities within
underserved communities.
The request is for an additional
$50,000 One-time for a total of
$100,000.
Total Budget
Matrix Score MSCW 16 Could
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Employee Appreciation Total Increase
$150,000 (Ongoing)
Funding for employee appreciation
and gifts. These gifts and activities will
primarily be determined by the
Employee Appreciation Board.
The request is for $150,000.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Racial Equity in Policing Total Increase
$3,816,319 (Ongoing)
The total funding for Racial Equity in Policing is $3,816,319.
Among the changes being made are:
•A funding increase of $121,074 for Mental Health
Responders
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transportation Total Increase
$690,000 (Ongoing)
Transportation related funding will increase by $690,000 in
ongoing funding. These changes include:
•An $810,000 reduction in HIVE pass funding
•An increase of $400,000 to Transit Plan-Service for Key Routes
•An increase of $1,100,000 for Transit Plan-On Demand Ride
Services
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: CIP and Debt
Service
Debt Service $10,301,526
CIP $12,834,010
The total transfer to Debt Service is $10,301,526 and includes an
increase of $193,730 for bonds as well as a $135,500 reduction for
ESCO and the elimination of funding for LBA debt.
The total transfer to CIP is $12,834,010 and includes:
•$600,000 for ongoing commitments
•$350,000 for capital facilities replacement
•$250,000 for parks capital replacement
•$700,000 for vacant building maintenance
•$161,518 for percent for art
•$215,357 for CIP contingency
•$10,557,135 for new CIP projects including $150,000 for a Westside
Art Project
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: Fleet Replacement
Budget: Fleet Maintenance
Fleet Replacement
$11,743,350
Centralized Fleet Maintenance
$7,656,893
A total of $11,743,350 will be transferred for fleet replacements, which
will include:
•$5,000,000 for ongoing fleet replacement
•$1,700,000 for Streets fleet equipment replacement
•$4,000,000 for Public Safety apparatus/vehicle replacement
•$1,043,350 for vehicles for new positions
The budget includes $7,656,893 for centralized fleet maintenance.
This includes an increase of $717,954 for parts/equipment/labor cost
increases.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: Golf Fund Total Transfer
Golf Fund $2,086,829
The total transfer to the Golf Fund is $2,086,829 and includes:
•$370,100 for living wage and CCAC salary adjustments
•$510,427 for Golf ESCO payment
•$356,302 for admin fees
•$350,000 for IMS fees
•$500,000 for Rose Park infrastructure renewal
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: IMS Fund Total Transfer
IMS Fund $22,166,515
The total transfer to the IMS Fund is $22,166,515. Examples of some
of the funding increases include:
•$592,968 for personnel costs
•$1,395,354 for contractual and other increases
•$350,000 for new CAP (Capital Asset Planning) software
•$559,064 for new personnel
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: Insurance and
Risk Management Fund
Total Transfer
Risk Fund $3,911,484
The total transfer to the Risk Fund is $3,911,484 and increases
include:
•$143,763 for salary adjustments
•$142,130 for insurance premium increases
•$500,000 for Life Savings Account
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: Redevelopment
Agency Fund
Total Transfer
RDA Fund $15,985,753
The total pass-through transfer to the RDA Fund is $15,985,753, an
increase of $453,333 over FY 2023.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
Transfer: Sustainability
Fund
Total Transfer
Sustainability Fund $1,400,900
The transfer to the Sustainability Fund totals $1,400,900. Among the
changes being made,a $419,000 reduction in one-time projects such
as EV Charging Stations and a reduction due to $45,000 being
transferred to Public Services.
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
FY 2023 One-time Funding
Removal
Initiative Title Amount
City Hall Security Improvements ($933,000)
Federal Grant Match Account ($1,000,000)
City County Building Branding ($75,000)
NBA All Star Game ($1,000,000)
Open Streets Initiative ($150,000)
Shooting Range Remediation ($500,000)
Emergency Demolition Revolving Fund ($200,000)
Hispanic Entrepreneurs Program ($30,000)
Total One-time Funding Being Removed ($3,888,000)
NON-DEPARTMENTAL FY23-24 BUDGET PROPOSAL
Presented by Mary Beth Thompson, Chief Financial Officer
BB
High Level Overview of Significant Non-
Departmental Budget Changes
Initiative Title Requested Change Total Budget
Contractual Cost Increases $283,791 $5,179,113
Municipal Elections Related Costs $334,551 $334,551
Transit Related Costs $690,000 $10,550,000
IMS Fund Transfer $3,799,920 $22,166,515
Insurance and Risk Management Fund Transfer $789,893 $3,911,484
Sustainability Fund Transfer ($311,226)$1,400,900
Police Department Racial Equity in Policing ($810,790)$3,816,319
Removal of One-time Funding ($3,888,000)$0
THANK YOU
Presented by Mary Beth Thompson, Chief Financial Officer
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 BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY24
TO:City Council Members
FROM: Jennifer Bruno
Deputy Director
DATE:May 23, 2023
RE: Fiscal Year 2024 – Proposed Insurance and Risk Management Budget
ISSUE AT-A-GLANCE
The budget for the Insurance and Risk Management Fund accounts for costs associated with employee health
insurance, dental insurance, disability insurance, life insurance, and unemployment compensation as well as
property insurance, workers’ compensation, excess liability, cyber liability, crime and dishonesty coverage, and
public official bonds.
There are primarily two General Fund departments that interface with the Insurance and Risk Management
Fund. The Department of Human Resources oversees employee participation in health, dental, life, accidental
death & dismemberment, and disability insurance programs. The City Attorney’s Office oversees the placement
of property insurance, excess workers’ compensation insurance, excess liability insurance, cyber liability, crime
and dishonesty coverage and public official bonds. It also oversees the third-party administration of the City’s
self-insured workers’ compensation program and provides risk assessments, loss mitigation recommendations
and safety training resources.
City staff time that is spent on these activities can be charged to the Insurance and Risk Management Fund.
There are a total of 7.7 FTEs charged to this fund between Human Resources, Attorney’s Office, and Finance.
This is the same amount as the FY 23 budget.
The budget includes total revenues and expenses of $62.2 million. Increases in expenses this year include a
premium holiday totaling $3.5 million across all funds, as well as $3.1 million to pay for the 2.9% increase in
health insurance premiums (the City pays 95% of the health insurance premium). The budget also includes
$500,000 for a lifestyle spending account, which will be discussed in more detail in the Compensation Budget
staff report and briefing scheduled for May 16th.
The majority of projected revenue for the Insurance and Risk Management Fund comes from health insurance
premiums, which accounts for 80.2 percent of the FY 24 Fund expenses. See attached presentation for an
overview of the City’s health/dental and associated benefits.
Project Timeline:
Briefing: May 23, 2023
Budget Hearings: May 16, June 6
Potential Action: June 13 (TBD)
Page | 2
Revenue and expense budgets are based on the expected premiums collected and paid. Actual General Fund
budgets for the City’s share of the premiums reside in departmental budgets.
The Fund will continue to contribute the up-front contribution to Health Savings Accounts (HSAs) or Health
Reimbursement Arrangements (HRAs) for enrolled employees on July 1st ($750 for individual, $1500 for
double or family).
ADDITIONAL/BACKGROUND INFORMATION
1.Insurance and Health/Dental Benefits – Human Resources has provided an overview (see
attached presentation) of the benefits provided to employees for Health and Dental Insurance. Included
in this presentation are actual claims costs, including COVID-related expenses. Human Resources
staff will be available to answer questions during the work session briefing.
2.Insurance Policies – Insurance policies, both purchased and self-insured, are overseen by the
Attorney’s Office and any claims settled are paid by the City. In FY 23, the City approved shifting this
funding to a dedicated property tax for governmental immunity. More information on this item will be
found in the Governmental Immunity staff report, expected to be discussed at the June 1 work session.
ATTACHMENTS
Attachment 1 – Summary of proposed City benefits
Adopted Budget
FY 2022-23
Proposed Budget
FY 2023-24 Difference
Percent
Change Additional Information
Health Insurance Trust 42,639,983$ 49,887,600$ 7,247,617$ 17.0%
Dental Insurance Trust 2,888,071$ 2,888,071$ (0)$ 0.0%
Life/Accidental Death Premiums 2,930,688$ 2,930,688$ (0)$ 0.0%
Workers' Compensation 2,273,963$ 2,266,395$ (7,568)$ -0.3%
reflects actual experience in workers comp
claims
Unemployment Compensation 241,300$ 241,299$ (1)$ 0.0%
Lo ss Control/Safety Program 20,000$ 20,000$ (0)$ 0.0%
Administrative Costs and Fees 3,684,995$ 3,971,658$ 286,663$ 7.8%
Total 54,679,000$ 62,205,711$ 1,462,810$ 3.4%
Insurance and Risk Management Fund
Proposed Expenditures FY 2023-24
•Salt Lake City Proposed FY23-24 Budget
•Presented by Lori Gaitin
1
Risk/Benefits FY23-24 Budget
Presented by Lori Gaitin
BB
INSIGHT #1: Cost to be Determined
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin
Lifestyle Spending Account
MEETING EMPLOYEES’ EVERDAY NEEDS UNDER ONE UMBRELLA
Matrix MSCW
28 Must
2
BB
INSIGHT #1, continued
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin
What is a Lifestyle Spending Account?
A Lifestyle Spending Account (LSA) is a relatively new employee benefit designed to
encourage spending wellness activities.
The City already offers a Health Savings Account (HSA) and Flexible Spending Accounts (FSA)
to help employees with health-related costs. Plus, Dependent Care Reimbursement for tax
savings on daycare.
The Lifestyle Spending Account opens an entirely different type of spending.
3
BB
INSIGHT #1, continued
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin
What types of expenses are eligible in a Lifestyle Spending Account?
Employers are the decision-makers when determining what expenses are eligible for reimbursement through a Lifestyle Spending
Account. It’s another potential perk that employers can offer to improve their relationship with employees. Essentially, anything that
promotes your wellness could be considered an eligible expense.
Financial Wellness
•Home purchase costs such
as, down payment, closing
costs
•Financial advisor and
planning services
•Financial seminars and
classes
•Estate planning costs
•Out of state Medical Travel
Expenses.
Emotional Wellness
•Meditation classes
•Non-medical counseling services,
such as marital counseling, life
coaching, parental skill
counseling, executive coaching
•Retreats, such as leadership and
spiritual retreats
•Personal development classes,
such as art and cooking
•Park passes
•Licenses, such as for fishing or
hunting
Return to Office Incentives
•Gas, Meals, Auto Maintenance
•Care Services such as, childcare
and adult care related expenses
•Work from home needs, utilities
bills, internet services or office
essentials.
Physical Wellness
•Athletic equipment-Exercise
equipment
•Gym, spa, and fitness
memberships
•Recreational expenses such as,
rock climbing, martial arts, tennis
•Fitness classes such as, yoga or
Pilates and Personal trainers
•Fitness trackers or Nutritional
supplements
•Passes such as, ski, snowboard,
golf, swimming
4
Benefit Changes:
Artificial Reproductive Technology (ART)
Benefit Covers up to $4,000 per single embryo implant
Multiple embryo implants are excluded
ART services require preauthorization
Mental Health Parity
New Federal Law –opting out of parity is no longer allowed
PEHP is still reviewing the impact to plans
Hartford Short Term Disability and Long Term Disability –rate remains the same
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin
INSIGHT #2 Benefits Renewal
Estimated cost $1.1 million
Medical and Dental Renewal
PEHP Medical Plan +2.9%
PEHP Dental Plans 0.0%
Matrix MSCW
30 Must
5
BB
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin BB
Insight Description FTEs FY2024
Request MSCW Score
1 Lifestyle Spending Account 0 TBD$Should 28
2 PEHP Renewal 0 $1,100,000 Must 30
TOTAL
$1,100,000 +
Lifestyle
Spending
Account Cost
BENEFITS INSIGHT SUMMARY
6
RISK/BENEFITS FY23-24 BUDGET PROPOSAL
Presented by Lori Gaitin
CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
SLCCOUNCIL.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL BUDGET
STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
tinyurl.com/SLCFY24
TO:City Council Members
FROM: Ben Luedtke
Budget & Policy Analyst
DATE:May 23, 2023
RE: Proposed FY 2024 Finance Department Budget
BUDGET BOOK PAGES: Key Changes 57, Department Overview 189-193, Staffing Document 290-294
ISSUE AT-A-GLANCE
The Department of Finance includes Policy and Budget Development, Accounting & Financial Reporting, Purchasing
and Contracts, Grants Acquisition Management, the Treasurer’s Office, Revenue and Collections, Business Licensing,
Fraud Waste and Abuse, and the Civil Action Unit (handles parking notices, ground transportation, alarm violations,
snow removal, loud party, and animal control). The $18,133,045 proposed FY2024 budget is $2,230,699 (14%) more
than last year. The increase is mostly caused by higher personal services expenses detailed below. The budget reflects
four FTEs the Council approved in Budget Amendment #4 of FY2023 and one new FTE proposed in the annual budget.
The Department leadership shared the following top priorities that informed the FY2024 budget proposal:
- Implementation of the new enterprise resource planning software (new financial system)
- Program based budgeting
- Development of a capital asset planning program (five-year Capital Improvement Program or CIP plan and
ongoing process to update it)
$1,327,465 Increase for Personal Services
This funding reflects several personal services category increases itemized on page 192-193 of the budget book. The
largest items are noted below. The smaller items occur each annual budget including base to base changes such as from
mid-year reclassifications and benefit changes, insurance rate increases, merit changes for represented employees,
pension changes, salary adjustments based on salary surveys for positions found to be significantly lagging the local
market to ensure the City’s pay is in a competitive position, and annualizing the cost of positions that were partially
funded for the soon to end fiscal year. The total personal services budget would be $10,634,718 which is 59% of the total
department budget. The larger proposed changes
$425,852 for the 5% general pay increase / cost of living adjustment or COLA proposed in the Mayor’s Recommended
Budget for all City employees.
$223,299 for transferring the Capital Improvement Program or CIP and two existing FTEs running the program from
the Community & Neighborhoods Department to Finance in Budget Amendment #4 of FY2023 as part of moving
management of impact fees and CIP.
$197,800 for two contract development specialist FTEs the Council approved adding in Budget Amendment #4 of
FY2023. The positions were added to address a workload increase and challenges to procurement from supply chain
constraints such as narrow order windows offered by manufacturers at short notice. The Department shared the
Project Timeline:
Briefing: May 23, 2023
Budget Hearings: May 16 and June 6, 2023
Potential Action: June 13, 2023
Page | 2
following figures showing that the number of contracts more than doubled in three years from 96 contracts in FY 2020,
then 197 contracts in FY2021, and in FY2022 there were 238 contracts.
$169,842 for personnel and professional development across four line items of which $20,000 is one-time:
- $80,000 for training and professional development of existing employees to enhance skills and ensure the City
is in compliance with the growing complexity of rules and regulations,
- $59,842 for a part-time position providing additional oversight of grants and gifts,
- $20,000 of one-time funds for bonuses to employees who worked overtime on implementation of the new ERP
financial system, and
- $10,000 for reclassifying existing positions at a higher pay grade.
$89,373 for a new financial analyst FTE funded at 10 months which recognizes the time it takes to go through the hiring
process. The estimated total annual cost for the position is $107,248. The position would handle the increasing workload
caused by departments growing larger and more anticipated donations to the Salt Lake Foundation. The Foundation is a
501(c)3 organization for charitable and educational purposes controlled by the City that receives donations advancing
the City’s policy goals.
POLICY QUESTIONS
1.Increasing Department Workload – The Council may wish to ask the Administration how the Finance
Department is managing an increasing workload over recent years such as multimillion dollar rounds of federal
stimulus, relief, and recovery funding, a growing number of grant applications and awards (which is expected to
continue), integrating the RDA and Housing Stability Division further into the City’s financial and transparency
systems and the ongoing implementation of the new ERP financial system.
2.Outreach to Local Businesses – The Council may wish to ask the Administration what this ongoing effort
looks like, how interested businesses find out about it, and whether local business associations are involved.
3.Increasing Use of Good Landlord Program – The Council may wish to ask the Department if resources or
changes are needed because of increasing program utilization during the housing construction boom of recent
years. An FTE was added last fiscal year which was the first staffing increase since the program began. Over the
same time the number of licensed housing rental units has tripled.
ADDITIONAL AND BACKGROUND INFORMATION
Financial Risk Assessment
In Budget Amendment #4 of FY2020 the Council appropriated $100,000 to conduct a risk-based analysis for the
General Fund Balance reserve requirements (rainy day fund / City’s savings account). This is believed to be the first
complete financial risk assessment for the City. It’s been a major project for the Finance Department in 2022-2023.
Multiple departments have collaborated on developing the scope of work including lessons learned from the multiple
emergencies the City experienced in recent years. The Government Finance Officers Association or GFOA is consulting
on the study and the Finance Department is conducting some work in-house. The primary risk factors are anticipated to
be revenues, infrastructure, vulnerability to extreme events, and public safety concerns. The secondary risk factors are
anticipated to be leverage, expenditure volatility, growth in the community, and liquidity. The last area will be
recommendations and other ideas to support the General Fund Balance. The final report is expected to be transmitted to
the Council for consideration in FY2024.
ATTACHMENTS:
1. Summary Comparison Budget Chart
2. Department Performance Measurements
ACRONYMS
ARPA – American Rescue Plan Act GFOA – Government Finance Officers Association
CIP – Capital Improvement Program IMS – Information Management Systems Department
ERP – Enterprise Resource Planning RDA – Redevelopment Agency
FTE – Full-time Employee RFP – Request for Proposals
FY – Fiscal Year
Page | 3
ATTACHMENT 1
SUMMARY COMPARISON BUDGET CHART
BY FUNCTION
2 0 2 0 -2 1 2 0 2 1-2 2 2 0 2 2 -2 3 2 0 2 3 -2 4
A c t u al s A c t u al s A do p t e d Pro po se d Do l l ars %
A c c o u nt ing & Financ ial
Re p o r t ing 2 4 $ 2 ,1 9 0 ,2 7 9 $ 2 ,5 2 9 ,3 5 1 $ 2 ,6 66 ,1 6 2 $ 2 ,2 2 9 ,7 81 $ (4 3 6 ,3 81 )-1 6 %
Po lic y & Budge t 9 $ 5 65 ,1 1 7 $ 6 2 1 ,81 5 $ 1 ,5 7 7 ,61 8 $ 3 ,1 3 1 ,4 9 4 $ 1 ,5 5 3 ,87 6 9 8%
Pu r c ha sing & Co ntr ac t s 1 3 $ 89 1 ,7 5 6 $ 9 9 7 ,83 6 $ 1 ,2 6 6 ,0 89 $ 1 ,5 5 8,7 2 7 $ 2 9 2 ,6 3 8 2 3 %
Re v e nue & Co lle c tio ns 2 3 $ 1 ,7 5 4,5 0 0 $ 1 ,85 1 ,485 $ 2 ,2 3 3 ,0 1 1 $ 2 ,0 7 3 ,6 1 2 $ (1 5 9 ,3 9 9 )-7 %
I nte r nal A u dit & Financ ia l
A na ly sis 4 $ 87 6 ,1 7 2 $ 89 3 ,2 88 $ 1 ,1 3 4 ,3 3 6 $ 1 ,2 4 8,7 9 7 $ 1 1 4 ,4 6 1 1 0 %
Tr e asur e r ’s Offic e 9 $ 1 ,5 7 7 ,3 7 3 $ 1 ,6 5 5 ,1 1 2 $ 1 ,868,1 9 3 $ 1 ,9 61 ,44 7 $ 9 3 ,2 5 4 5 %
One So lutio n Maint e nanc e - $ 1 ,2 0 6 ,4 9 5 $ 3 ,0 7 5 ,2 6 9 $ 5 ,1 5 6 ,9 3 7 $ 5 ,92 9 ,1 87 $ 7 7 2 ,2 5 0 1 5 %
T o t al 82 $ 9,0 61,691 $ 11,6 2 4 ,15 6 $ 15 ,9 0 2 ,3 4 6 $ 18,13 3 ,0 4 5 $ 2 ,2 3 0 ,699 14%
Fu n di n g So u rc e
Ge ne r a l Fu nd 81 .7 $ 7 ,81 9 ,6 3 4 $ 8,5 1 3 ,3 2 5 $ 1 0 ,7 0 9 ,84 7 $ 1 2 ,1 6 8,2 9 6 $ 1 ,4 5 8,4 4 9 1 4 %
I MS Fu nd - $ 1 ,2 0 6 ,4 9 5 $ 3 ,0 7 5 ,2 6 9 $ 5 ,1 5 6 ,9 3 7 $ 5 ,92 9 ,1 87 $ 7 7 2 ,2 5 0 1 5 %
Risk A dmin Fu nd 0 .3 $ 3 5 ,5 6 2 $ 3 5 ,5 6 2 $ 3 5 ,5 6 2 $ 3 5 ,5 6 2 $ - 0 %
T o t al 82 9 ,0 61,6 91$ 11,6 2 4 ,15 6$ 15 ,90 2 ,3 4 6$ 18,13 3 ,0 4 5$ $ 2 ,2 3 0 ,699 14%
Depart m en t o f Fi n an c e
Di v i sio n FT E s Diffe ren c e
2 0 2 0 -2 1 2 0 2 1-2 2 2 0 2 2 -2 3 2 0 2 3 -2 4
A c t u al s A c t u al s A do p t e d Pro p o se d Do l l ars %
Pe r so na l Se r v ic e s $ 7 ,0 6 1 ,1 6 4 $ 7 ,5 9 7 ,9 3 3 $ 9 ,3 0 7 ,2 5 3 $ 1 0 ,6 3 4 ,7 1 8 1 ,3 2 7 ,4 6 5$ 1 4 %
Op e r a t io ns & Ma int e na nc e $ 1 2 8,6 87 $ 3 4 2 ,1 83 $ 7 0 0 ,1 7 4 $ 7 80 ,1 7 4 80 ,0 0 0$ 1 1 %
Cha r ge s & Se r v ic e s $ 1 ,7 0 6 ,3 1 6 $ 3 ,2 5 5 ,3 9 9 $ 4 ,7 4 1 ,9 1 9 $ 5 ,5 7 3 ,1 5 3 83 1 ,2 3 4$ 1 8%
Ca p it a l Ex p e nd it u r e s $ 1 6 5 ,5 2 4 $ 4 2 4 ,1 4 9 $ 1 ,1 5 3 ,0 0 0 $ 1 ,1 4 5 ,0 0 0 (8,0 0 0 )$ -1 %
T o t al $ 9 ,0 6 1,6 9 1 $ 11,6 19 ,6 6 4 $ 15 ,9 0 2 ,3 4 6 $ 18,13 3 ,0 4 5 2 ,2 3 0 ,6 9 9$ 14 %
Op e rat in g Bu dg e t fo r De p art m e n t o f Fi n an c e
Di ffe re n c e
Page | 4
ATTACHMENT 2
DEPARTMENT MEASUREMENTS
Perfo rm an c e M e asu re 2 0 19
A c t u al
2 0 2 0
A c t u al
2 0 2 1
A c t u al
2 0 2 2
A c t u al
2 0 2 3 &
2 0 2 4
T arg e t
Ma int ain a Ge ne r a l Fu nd Ba lanc e b e t w e e n
1 5 % and 1 8%1 4 .6 0 %2 1 .3 6 %2 3 .9 6 %2 3 .9 6 %>1 5 %
Ma int ain t he City 's pr e stig io u s A A A b o nd
r a tings A A A A A A A A A A A A A A A
The City ’s r at e o f r e tur n o n inv e s tm e nts will
b e gr e a te r t h a n t h e r at e fo r the St a te Po o l.
St a te
2 .7 6 2 5 %
Cit y
2 .5 2 2 8%
Stat e
2 .0 4 9 3 %
City
1 .9 0 4 3 %
St a te
0 .4 81 9 %
Cit y
0 .5 6 7 6 %
Stat e
0 .4 9 3 0 %
City
0 .5 83 9 %
City >
Stat e
Pe r c e nt age o f c o ntr a c t and p u r c hase o r d e r s
awar d e d t o sm all and dis a d v ant a g e d
b usine ss e nte r p r ise s .
3 .9 2 %3 .3 0 %TBD TBD 5 %
Pe r c e nt age o f to t a l Civ il He ar ings do ne
o nline 5 4 %9 9 %1 0 0 %TBD 5 0 %
Pe r c e nt age o f Online He ar ings Co mple te d
wit h in 4 8 Ho u r s 9 2 %88%88%TBD 9 0 %
Co m p le t e 7 5 % o f p la nne d int e r nal a u d it s
and c o st a na ly se s a nnually
NA , Ne w
Me asu r e 4 3 %5 4 %5 6 %≥7 5 %
Pay me nt s t o v e nd o r s e le c tr o nic ally 4 5 %4 4 %5 2 %6 5 %7 0 %
2
0
5
8
7
City Council Announcements
May 23, 2023
Information Needed
A. Thursday, June 1 Council Meeting
For the Thursday, June 1, 2023 meeting, is the Council fine with a start time of 1:00 pm? The
work session at a glance is below with the estimated times.
WORK SESSION
1.Fiscal Year 2023-24 Budget: Fire
Department
~ 1:00 (45 min)
2.Fiscal Year 2023-24 Budget:
Department of Economic
Development
~ 1:45 (45 min)
3.Fiscal Year 2023-24 Budget: Office
of the City Attorney
~ 2:30 (45 min)
4.Tentative Break ~ 3:15 (20 min)
5.Fiscal Year 2023-24 Budget:
Unresolved Issues
~ 3:35 (90 min)
6.Fiscal Year 2023-24 Budget: 911
Department
Written Briefing
7.Fiscal Year 2023-24 Budget:
Governmental Immunity
Written Briefing
8.Fiscal Year 2023-24 Budget: Human
Resources Department
Written Briefing
9.Tentative Closed session Nothing scheduled ~ 5:05