Entity Staff Report - 7/4/2021CITY COUNCIL OF SALT LAKE CITY
451 SOUTH STATE STREET, ROOM 304
P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476
COUNCIL.SLCGOV.COM
TEL 801-535-7600 FAX 801-535-7651
COUNCIL STAFF REPORT
CITY COUNCIL of SALT LAKE CITY
TO:City Council Members
FROM: Ben Luedtke and Sylvia Richards
Budget and Policy Analysts
DATE:April 20, 2021
RE: Budget Amendment Number Eight FY2021
________________________________________________________________________________
Budget Amendment Number Eight is a small amendment with no revenue impact and proposed expenses of $2 million.
The amendment includes two proposals from the Police Department to access funds set aside in the Non Departmental
budget during the FY21 annual budget process. The third item is a request to provide a grant using General Fund and
Funding Our Future fund balances to assist in the purchase of the Airport Inn. This amendment also includes one
potential Council-added item which would impact the General Fund in the amount of $50,000.
If this budget amendment is approved as requested by the Administration, with the inclusion of the Council-added item,
then the amount available in Fund Balance above the 13% minimum target would be $7.2 million. There are a total of
three items in Section A. The Administration has requested that this amendment be expedited.
Revenues Update
The Administration has provided the following information regarding City revenues: “The City is currently projecting a
$1.9 million decrease in budgeted revenue (as compared to the $4.4 million decrease projected in revenue for Budget
Amendment No. Seven). The largest portion of the decrease is attributed to a $1.7 million decrease in Fines and
Forfeitures, a $1.7 million decrease in Parking Meter Revenues and a $978 thousand decrease in Miscellaneous
Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and Permits as well as a
$1.1 million increase in Sales Tax and a $750 thousand increase in sales tax attributable to Funding Our Future
revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a decrease due to decreased
travel as a result of COVID. The decrease in airport parking and licenses is $2,045,000. Innkeepers tax has also been hit
hard by COVID and is projecting a decrease of $1,717,500. According to recent news reports, hotels are experiencing
30% occupancy compared to this time of year in previous years. Business licenses are also expected to be below budget
due to trends for apartment units, new business license requests and business license renewal .
Project Timeline:
Set Date: April 20, 2021
1st Briefing: April 20, 2021
2nd Briefing (if needed): May 4, 2021
Public Hearing: May 4, 2021
Potential Action: May 18, 2021
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These revenue losses are offset by gains in permits & zoning building permits (+$1.1M), plan check fees (+$1.5M), and
street excavation (+$1.96M due to a temporary boost from Google contract). Fines and Forfeitures are projected
below budget due to a decrease in parking ticket revenue of $750k. Justice Court fines are down $185k, while moving
violations are projected wat a loss of $699k. The Justice Court is following the order of the Administrative Office of the
Courts which is resulting in fewer court cases and no orders to pay fines, which are then subsequently not sent to
collections and no warrants are being issued. Traffic school revenue is down $61k and vehicle booting is projected to be
down $19k. Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall decrease in
traffic downtown. This is driving the significant decrease of $1.7 million. Additionally, Miscellaneous Revenue has
also been affected by the pandemic with decreases in accounts receivable collections, special event revenue, fuel
reimbursement due to the Mayor’s emergency declaration and utility reimbursement.
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Fund Balance Update
Fund Balance remains above fifteen percent, after projected use of fund balance in the current amendment and the
reduction in projected revenues.
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
Section A: New Items
(note: to expedite the processing of this staff report, staff has included the Administration’s descriptions from the
transmittal for some of these items)
A-1: Hire Lateral Class of Police Officers – ($314,899 from $2.8 million Holding Account)
The Police Department is requesting budget appropriation from the holding account approved by the Council as
part of the FY 21 annual budget, to hire 12 lateral officers. The Administration indicates this urgent need is to
address a shortage in officers available for call response:
See Attachment 1 for charts visualizing the impact of increased:
- Employee separations, retirements, and resignations
o 36 resignations is more than double the average in recent years
o 8 separations is double the average in recent years
- Leave by type and month, and
o Leave time spiked in September and October, and then again in February
- Calls for service
o The first two months of 2021 are significantly higher than the average in recent years but slightly
below call volume in January and February last year
Traditionally, hiring a lateral class has not been as “recruitment” oriented as a new officer class. Currently, due to
COVID restrictions, the Police Department is relying on social media and referrals to attract a pool of candidates for
the proposed lateral hiring class. The Administration has stated the following: “As the Police Department looks to
utilize lateral hiring in the short term, we will refocus efforts on lateral recruitment and diversity recruitment. This
will include analyzing social media announcements of lateral hiring classes and messages on diversity in the
workforce. We will continue to work with Human Resources and the Racial Equity in Policing (REP) Commission to
identify and implement changes and improvements in recruiting which will provide for a more diverse applicant
pool of officers.”
See Attachment 2 for a spreadsheet provided by the Police Department that projects officer staffing levels in FY22
under two scenarios. The first scenario assumes holding 30 officer FTE positions vacant through next fiscal year
and not hiring a lateral class in FY21. The result is further reductions in staffing levels averaging slightly less than
400 officers. The second scenario assumes a lateral class in FY21 and not holding any police officer FTE positions
vacant in FY22. The result is a slight increase in staffing levels averaging 412 officers.
The current available officers after factoring in accumulated use or lose leave time is 406 officers as of March 26,
2021. As of the same date, the Police Department has a total of 489 officers on staff of a total 569 authorized officer
FTEs of which 66 are Airport Police. It’s important to note that the Department’s staffing is cyclical as employees
retire or leave for other reasons. The total number of hired officers on staff and the number of available officers can
change daily. The assumptions in the projections such as four officer retirements per month could be higher or
lower next fiscal year.
Lateral Class Hiring:
Lateral officers would go through a complete background and interview process.
Lateral officers have the necessary law enforcement certification from Peace Officer Standards and Training
(POST).
SLCPD Training Academy for SLCPD and City specific training (recommendation from the REP
Commission)
Field Training program – One on one training in the field. Provide for second officer on scene to handle
calls for service. During field training, officers will be scheduled to attend a community council meeting in
each district.
The Police Department has been working closely with Human Resources to analyze the departments diversity and
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improvements that can be made. In 2020, most of the outreach and recruiting was suspended due to the pandemic
and budget limitations. The table below was prepared by the Administration for the REP Commission along with a
statement that the City’s demographic makeup “during the day fluctuates to include many other people that
commute to work from other cities along the Wasatch Front and we hire most of our people from the same
demographic. The Wasatch Front is the standard we usually compare ourselves to.”
The requested funding is split between $257,311 for personnel costs and $57,533 for supplies. If the Council
approves this request, then the holding account will have a remaining balance of $2,485,101.
See Attachment 3 for a Racial Equity in Policing Core Commissioners letter of support for the proposed lateral class.
The letter identifies implementation of REP Commission recommendations as an important factor for supporting
hiring lateral officers from other law enforcement agencies. Examples of those recommendations include
mandatory CIT training, Salt Lake City neighborhood specific cultural training and changes to questions asked of
candidates in the Police Chief’s interviews.
Policy Questions and Straw Poll Request:
Straw Poll – The Administration requested a straw poll if the Council supports this approach. It would
allow early steps in the hiring process to begin sooner such as
Funding Source – The Council may wish to discuss with the Administration the proposed use of the $2.8
million holding account for this item. An alternate funding source is general fund balance.
Training Changes – The Council may wish to ask the Administration how will training be different for these
new officers compared to past practices? The Council may wish to consider making future police funding
contingent on all officers receiving CIT training and maintaining certification.
Response Times and Crime Types – The Council may wish to ask the Administration if data is available
about response times overall and by crime type. Some public comments to the Council Office have claimed
response times have gotten longer during FY21.
A-2: Crisis Intervention Team (CIT) Training for Police Department– ($117,400 from $322,800
Training Holding Account)
The Police Department is requesting budget appropriation from the training holding account to cover CIT training
costs. The Police Department has implemented additional CIT training for all sworn officers. This additional
training is in alignment with the recommendations of the Commission on Racial Equity in Policing. The Police
Department has been proactive and scheduled Certification and Recertification Courses but will need overtime
budget to facilitate the increase in training. The overtime will be utilized to facilitate officers attending training on
overtime or paying overtime to backfill those positions for training as well as overtime for the social workers or
other CIT instructors that teach the classes.
The table below summarizes the status of police officer CIT training as of April 6, 2021. The Police Department
offered additional CIT trainings in February and March. Figures from February show the number of officers fully
certified increased from 110 to 179 in the last two months. If this funding is approved, then the Police Department
anticipates three 10-hour renewal courses would be offered in May for up to 90 officers. Also, a full 40-hour
academy class would be offered in May and another in June for up to 50 officers. Additional courses would be
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offered next fiscal year to allow every officer to be fully certified. Council Members have previously acknowledged
that the SLCPD's form of CIT training is not identical to some other CIT models.
The Police Department is requiring CIT certification for all officers. The overtime is voluntary and available to
officers that are unable to attend while on duty. Additional funding for voluntary overtime is expected to increase
the pace of officers becoming fully certified, or to account for potential Council budget contingencies relating to CIT
training.
St at u s # o f Offic e rs % o f T o t al
Fully Ce r t ifie d 1 7 9 3 5 %
Ne e d 4 -ho u r Re c e r t ific at io n 7 8 1 5 %
Ne e d 1 0 -ho u r Re ne wa l 1 2 0 2 4 %
No t Ce r t ifie d / Ne e d 4 0 -ho u r CI T A c ad e my 1 3 0 2 6 %
TOTA LS 5 0 7 1 0 0 %
C risi s I n t e rv en t io n T e am (C I T ) T rai n i n g b y Po lic e Offic e r St at u s
Note these figures are as of April 6, 2021
The Police Department has its own CIT instructors which includes three officers and one sergeant. All staff in the
social worker program also participate in CIT trainings. Sometimes METRO CIT also provides a social worker and
detectives from West Valley City to assist. It’s important to note that the CIT instructors are also the officers that co-
respond with social workers.
If the Council approves this request, then the training holding account will have a remaining balance of $205,400.
Policy Questions:
All Officers Certified Timing – The Council may wish to ask the Administration when every officer will be
able to attain full CIT certification. The Council may also wish to ask the Administration if new officers will
receive CIT certification as part of initial academy training or Field Training Officer (FTO).
# of CIT Instructors – The Council may wish to ask the Administration how the current staffing levels of
CIT instructors impacts the Police Department’s ability to offer CIT trainings and ability to offer the co-
responder model where officers and social workers jointly deploy to a call for service.
A-3: Donation to Switchpoint to Create Shelter for Low-Income Seniors and Veterans –
($2,000,000 Total: One million each from General Fund’s Fund Balance and Funding Our Future’s
Fund Balance)
See Attachment 4 for Switchpoint’s original proposal to purchase the Airport Inn
The Administration is proposing issuing a donation of $2,000,000 to a coalition headed by Switchpoint to assist in
their purchase of the winter overflow shelter (Airport Inn at 2333 West North Temple). Switchpoint, is proposing to
purchase the property for extremely low-income seniors and veterans. The public benefit analysis usually required
for the City to donate funds or assets to a non-profit is satisfied by the budget amendment public hearing scheduled
for May 4.
Switchpoint indicates the project will provide 100 housing units, with at least 25% reserved for veterans. The
monthly rent will be $415/unit. In addition to housing, Switchpoint will provide access to on site integrated
treatment services for physical and behavioral health. The total cost of purchasing and refurbishing the housing
units and common areas will be about $80,000 per unit, significantly below the new construction costs of about
$200,000 per unit. Ongoing operating costs of the project, including professional support for needed services will
be fully supported by the rent paid by our residents. Total cost is $8,500,000 including $6,500,000 to purchase,
plus $2,000,000 to renovate. To date, Switchpoint has secured $1.75 million, and is working to secure additional
funding from private donors and other entities. If the Council approves the request, the purchase/renovation
funding gap would be $4.75 million.
The proposed shelter would not be permanent supportive housing but rather transitional, extended hotel stays. This
is different than single-room occupancy (SRO) or shared group living housing. The property is located within
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Airport Influence Zone A where residential uses are prohibited. Hotel uses are permitted in this zone if sound
mitigation measures are taken (such as thicker windows). As a result, rental agreements are limited to 30 days,
kitchen facilities may not be provided inside each room and on-site services may not be intensive.
Switchpoint is currently in discussions with additional donors and Salt Lake County for further funding. If the
project can secure full funding, then renovations are estimated to take three months.
Policy Questions:
Purchasing Other Properties to Create Housing – The Council may wish to ask the Administration if using
these funds to purchase other properties in the City to create low-income housing was or could be
evaluated. Some Council Members expressed interest in purchasing blighted and/or nuisance properties
and redeveloping them into affordable housing.
Coordination with Other Veterans Housing – The Council may wish to ask the Administration how the 25
units reserved for veterans will be coordinated with other veteran dedicated housing nearby such as Valor
House, Freedom Landing and others.
Additional questions sent by staff:
The following questions were sent to the Administration and responses were forthcoming at the time of publishing
this staff report:
Is it correct that Switchpoint will own and operate the property? Are there other entities that would have an
ownership stake or be involved in ongoing operations?
Has the Administration (and/or Switchpoint) evaluated using these funds to purchase other properties in
the City to create housing dedicated to low-income seniors and veterans? Will using these funds reduce the
possibility of the City having adequate resources to purchase other properties that may serve this purpose?
How will affordability to low-income seniors and veterans be ensured over the long-term? Are there legal
steps Switchpoint plans to make, or that the City could require as a condition of the donation, to ensure
affordability over coming decades?
If Switchpoint is unable to secure full funding by the end of FY21, then would the $2 million drop to fund
balance and no longer be available for the redevelopment?
Section B: Grants for Existing Staff Resources Section
(None)
Section C: Grants for New Staff Resources Section
(None)
Section D: Housekeeping
(None)
Section E: Grants Requiring No New Staff Resources
(None)
Section F: Donations
(None)
Section G: Council Consent Agenda No. 3 – Grant Awards
(None)
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Section I: Council Added Items
I-1: (Tentative) Ranked Choice Voting (RCV) Public Awareness and Education Campaign
($100,000; $50,000 from Fund Balance)|
This item is a placeholder in case the Council decides to approve using a ranked choice voting method for the 2021
municipal election. $50,000 of funding would come from the General Fund’s Fund Balance. A budget for another
$50,000 would be created to accept funds from external sources such as the Lieutenant Governor’s Office.
The Council is scheduled on April 20 at the formal meeting to consider a resolution approving the use of RCV for
the 2021 municipal election.
ATTACHMENTS
1. SLCPD Staffing and Calls for Service Charts
2. Projected Police Officer Staffing in FY2022 Two Scenarios
3. REP Core Commissioners Letter of Support for Lateral Class
4. Switchpoint’s original proposal to purchase the Airport Inn
ACRONYMS
CIT – Crisis Intervention Team
FOF – Funding Our Future
FTE – Full-time Employee
FY – Fiscal Year
GF – General Fund
POST – Peace Officer Standards and Training
RCV – Ranked Choice Voting
REP – Racial Equity in Policing Commission
SLCPD – Salt Lake City Police Department
SLCPD STAFFING AND CALLS FOR SERVICE 03/01/2021
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Separations, Retirements and Resignations Leaves
2 3 4 5 8 0
21 22 29 21
25
3
5 9
18
19
36
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2016 2017 2018 2019 2020 2021
Separations Retirements
SEPARATIONS, RETIREMENTS, RESIGNATIONS
JANUARY 2016 - FEB 2021
MAR2019APR2019MAY2019JUN2019JUL2019AUG2019SEP2019OCT2019NOV2019DEC2019JAN2020FEB2020MAR2020APR2020MAY2020JUN2020JUL2020AUG2020SEP2020OCT2020NOV2020DEC2020JAN2021FEB20210
10
20
30
40
50
60
70
80
90
100
ADMIN LEAVE ERPL
FMLA/DLOA MILITARY
PARENTAL LEAVE SHORT TERM DISABILITY
WORKERS COMP TOTAL
DEPARTMENT LEAVES BY MONTH
Calls for Service
14243 14849 15198
15309
18617 18144
2016 2017 2018 2019 2020 2021
Jan & Feb 2016-2021
In January 2020 the Police Department had all sworn funded FTE's hired.
Authorized 3/26/2021 7/1/2021 12/31/2021 3/31/2022 06/31/2022
Staffing #569 523 511 517 505 517
Class 11/20 Unavailable 569 88
Class 2/21 Unavailable 569 26 26 26
Hold 30 FY 21 / FY 22 569 30 30 30 30 30
Hire 12/31/2022 569 0 0 30 30 30
Hire 4/1/2022 569 00 0024
Available 569 489 477 461 475 463
Use/Lose 569 17 17 17 0 0
Less Airport 66 66 66 66 66 66 Average
Staffing after use/lose 406 394 378 409 397 396.8
Total 553 541 547 535 547
Authorized 3/26/2021 7/1/2021 12/31/2021 3/31/2022 06/31/2022
Staffing #569 535 563 569 557 569
Class 11/20 569 88 0 0 0
Class 2/21 569 26 26 26 0 0
Class 7/21 569 30 30 30 30
Hold 30 FY 21 / FY 22 569 30
Hire 12/31/2022 569 30 30 30
Hire 4/1/2022 569 24
Lateral (4/21)569 12
Lateral (7/21)569 10
Available 569 489 489 483 497 485
Use/Lose 569 17 17 17 0 0
Less Airport 66 66 66 66 66 66 Average
Staffing after use/lose 406 406 400 431 419 412.4
Total 569 565 563 569 557 569
*Staffing considerations: special events, National League of Cities November 2021, protests, NBA All Star Game
February 2023, calls for Service, need for overtime may not be filled
On average: A class of 30 every 6 months will only add 3 fte's after 10 months of training based on an average
attrition of 4 per month and a loss of 3 during the training period
FY22 budget for funding police fte's will be needed to ensure the department can continually hire replacements
for staff that is leaving in order to re‐establish and maintain the staffing levels necessary when considering that
any officer in the academy is not eligible to take calls for service.
FY21: Establish budget for hiring in the current fiscal year that will allow the department to provide adequate
coverage for calls for service and major response.
Holding 30 FTE in FY 22
Hiring 30 FTE in FY 22 ‐ With Lateral Hires
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April 9, 2021
Re: Support for Salt Lake City Police Department hiring
Dear Members of the City Council,
We write to you as the six “core commissioners” of the Salt Lake City Commission on Racial Equity
in Policing. Thank you for entrusting us with this critical role of examining the policy, budget, and
culture of the Salt Lake City Police Department.
We believe that it is part of our role to support Police Department initiatives that increase community
safety and officer training. As such, we write in support of City administration’s request in Budget
Amendment No. 8 for two police-related items. Both of these items provide an opportunity to enact
some of the Racial Equity in Policing Commission’s recommendations to the City:
Funding to hire a lateral class of 12 police officers to replace officers lost through
retirements and resignations. As we discussed, this hiring will provide an opportunity to
introduce our recommendation that officers receive neighborhood-specific cultural training.
We also appreciate Chief Brown’s suggestion that we provide specific questions we would
like him to ask in the Chief’s interviews of candidates. If the Council approves this request,
we look forward to following up on these specific parameters of the hiring.
Funding to complete Crisis Intervention Training for the department. It is essential that
officers receive CIT not only during their initial academy training, but on an ongoing,
annual basis. Dealing with people in crisis is an everyday occurrence for police officers, and
they must have the support to best handle the situation and prevent further harm to all
involved, including themselves.
Both of these initiatives will improve community safety and wellbeing. We support these requests
and respectfully urge you to support them as well.
Thank you for your service,
Rev. France Davis
Nicole Salazar-Hall
Moises Prospero
Verona Sagato-Mauga
Kamaal Ahmad
Darlene McDonald
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Airport Inn Purchase Proposal
2333 W North Temple
Salt Lake City, UT 84116
Summary: An unusual combination of real estate market dynamics and federal stimulus
money has provided a unique opportunity to create a safe and welcoming environment for
seniors and veterans in Salt Lake City. We propose to purchase and refurbish the Airport Inn as
a Vertical Tiny Home neighborhood, creating a community within the larger Salt Lake City
community. This project will still be operated as a hotel/motel for zoning requirements.
The community will provide 100 units of housing for seniors and veterans on extremely
low incomes. At least 25% of the units will be reserved for veterans. Monthly rent will be $415
per unit. In addition to housing, we will provide on site access to integrated treatment services
for physical and behavioral health. We will also provide veterans health services through a
collaborative relationship already in place with Brighton Health Care a subsidiary of Avalon
Health.
The total cost of purchasing and refurbishing the housing units and common areas will
be about $80,000 per unit, significantly below the new construction costs of about $200,000 per
unit. Ongoing operating costs of the project, including professional support for needed services
will be fully supported by the rent paid by our residents.
Request: To purchase and refurbish the Airport Inn as 100 units of housing for senior citizens
55 years old or older, and veterans, on extremely low fixed incomes.
Cost: $8,500,000 - $6,500,000 to purchase, plus $2,000,000 to renovate. To date- Dell Loy
Hansen Family Foundation has committed $1,500,000- Episcopal Church $250,000 and we are
waiting for confirmation on another $500,000 from a donor. Salt Lake County has also been
notified that this project needs funding and we are awaiting an answer from Mike Gallegos on
the amount.
Advance Planning: We have already met with leaders from the City of Salt Lake and received
approval to move forward. We have worked with attorneys regarding zoning and the airport
overlay. It was determined that if there is no change to the services provided, no changes in
zoning are needed at this time. The leases offered will be on a month-to-month basis as
extended stay hotel.
We have already collaborated with the Division of Mental Health and Veteran Health Services
to provide support services through the Airport facility.
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Results: We will get the most vulnerable population (as observed in the temporary winter
shelters) into affordable housing with wrap around services to provide a healthy, safe,
community environment.
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: April 9, 2021
Amy Fowler, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: Budget Amendment #8
SPONSOR: NA
STAFF CONTACT: John Vuyk, Budget Director (801) 535-6394 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that, subsequent to a public hearing,
the City Council adopt the following amendments to the FY 2020 – 21 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $ 0.00 $ 2,000,000.00
TOTAL $ 0.00 $ 2,000,000.00
Lisa Shaffer (Apr 9, 2021 17:55 MDT)
4/9/2021
4/9/2021
BACKGROUND/DISCUSSION:
Revenue for FY 2020-21 Budget Adjustments
The Fiscal Year 2021 projections are coming in below budgeted revenues. The following chart
shows a current projection of General Fund Revenue for fiscal year 2021.
The City is currently projecting a $1.9 million decrease in budgeted revenue. The largest portion
of the decrease is attributed to a $1.7 million decrease in Fines and Forfeitures, a $1.7 million
decrease in Parking Meter Revenues and a $978 thousand decrease in Miscellaneous
Revenues. These decreases are offset by a projected net increase of $1.4 million in Licenses and
Permits as well as a $1.1 million increase in Sales Tax and a $750 thousand increase in sales tax
attributable to Funding Our Future revenues.
The increase in Licenses and Permits is in spite of airport parking/license tax showing a
decrease due to decreased travel as a result of COVID. The decrease in airport parking and
licenses is $2,045,000. Innkeepers tax has also been hit hard by COVID and is projecting a
decrease of $1,717,500. According to the local news, hotels are experiencing 30% occupancy
compared to this time of year in previous years. Business license are also expected to be below
budget due to trends for apartment units, new business license and renew business licenses.
FY20-21 Variance
Annual Revised Favorable
Revenue Budget Forecast (Unfavorable)
Property Taxes 111,418,455 111,418,455 -
Sales and Use Tax 67,999,593 69,146,260 1,146,667
Franchise Tax 26,812,125 26,702,018 (110,107)
PILOT Taxes 1,508,894 1,508,894 -
TOTAL TAXES 207,739,067 208,775,627 1,036,560
License and Permits 28,601,482 30,071,777 1,470,295
Intergovernmental 4,444,400 4,146,157 (298,243)
Interest Income 1,900,682 1,700,000 (200,682)
Fines & Forfeiture 3,938,848 2,210,747 (1,728,101)
Parking Meter Collection 3,432,962 1,705,187 (1,727,775)
Charges and Services 4,428,069 4,219,771 (208,298)
Miscellaneous Revenue 4,014,037 3,036,282 (977,755)
Interfund Reimbursement 20,281,706 20,268,706 (13,000)
Transfers 9,507,812 9,507,812 -
TOTAL W/OUT SPECIAL TAX 288,289,065 285,642,067 (2,646,998)
Sales and Use Tax - 1/2 cent 32,797,506 33,547,506 750,000
Sales and Use Tax - County Option - - -
TOTAL GENERAL FUND 321,086,571 319,189,573 (1,896,998)
These losses are offset by gains in permits & zoning building permits (+$1.1M), plan check fees
(+$1.5M), and street excavation (+$1.96M due to a temporary boost from Google contract).
Fines and Forfeitures are projected below budget due to a decrease in p arking ticket revenue of
$750k. Justice Court fines are down $185k, while moving violations are projected wat a loss of
$699k. The Justice Court is following the order of the Administrative Office of the Courts which
is resulting in fewer court cases and no orders to pay fines, which are then subsequently not sent
to collections and no warrants are being issued. Traffic school revenu e is down $61k and vehicle
booting is projected to be down $19k.
Parking Meter Collection is slightly less than half of the previous fiscal year due to an overall
decrease in traffic downtown. This is driving the significant decrease of $1.7 million.
Additionally, Miscellaneous Revenue has also been affected by the pandemic with decreases in
accounts receivable collections, special event revenue, fuel reimbursement due to the Mayor’s
emergency declaration and utility reimbursement.
Given the available information fund balance would be projected as follows:
City Fund Balance remains above fifteen percent, after projected use of fund balance in the current amendment and the reduction in
projected revenues.
2019 Actual FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 56,104,269 10,372,054 69,441,955 79,814,009 6,625,050 82,617,126 89,242,176
Budgeted Change in Fund Balance (380,025) - (1,510,094) (1,510,094) 2,924,682 (7,810,302) (4,885,620)
Prior Year Encumbrances (8,731,774) (3,105,004) (6,566,830) (9,671,834) (3,733,743) (6,165,453) (9,899,196)
Estimated Beginning Fund Balance 46,992,470 7,267,050 61,365,031 68,632,081 5,815,989 68,641,371 74,457,360
Beginning Fund Balance Percent 14.57%18.17%20.64%20.35%17.34%23.69%23.03%
Year End CAFR Adjustments
Revenue Changes - - - - - - -
Expense Changes (Prepaids, Receivable, Etc.) (3,701,982) - (4,127,838) (4,127,838) - (5,676,583) (5,676,583)
Fund Balance w/ CAFR Changes 43,290,488 7,267,050 57,237,193 64,504,243 5,815,989 62,964,788 68,780,777
Final Fund Balance Percent 13.42%18.17%19.26%19.13%17.34%21.74%21.28%
Budget Amendment Use of Fund Balance (1,858,647) (2,300,000) (13,070,734) (15,370,734)
BA#1 Revenue Adjustment - - -
BA#1 Expense Adjustment - - -
BA#2 Revenue Adjustment - - -
BA#2 Expense Adjustment - (288,488) (288,488)
BA#3 Revenue Adjustment - - -
BA#3 Expense Adjustment - (6,239,940) (6,239,940)
BA#4 Revenue Adjustment - - -
BA#4 Expense Adjustment - - -
BA#5 Revenue Adjustment - (242,788) (242,788)
BA#5 Expense Adjustment - (2,783,685) (2,783,685)
BA#6 Revenue Adjustment - - -
BA#6 Expense Adjustment - (63,673) (63,673)
BA#7 Revenue Adjustment - 540,744 540,744
BA#7 Expense Adjustment - (6,582,824) (6,582,824)
BA#8 Revenue Adjustment - - -
BA#8 Expense Adjustment (1,000,000) (1,000,000) (2,000,000)
Change in Revenue 3,149,980 758,000 6,069,370 6,827,370 750,000 (2,646,998) (1,896,998)
Fund Balance Budgeted Increase 2,500,000 900,000 - 900,000 - - -
- Adjusted Fund Balance 47,081,821 6,625,050 50,235,829 56,860,879 5,565,989 43,657,136 49,223,125
Adjusted Fund Balance Percent 14.60%16.56%16.90%16.86%16.59%15.07%15.23%
Projected Revenue 322,562,293 40,000,000 297,251,407 337,251,407 33,547,506 289,692,711 323,240,217
2021 Projection2020 Projection
Fund Balance Projections
The Administration is requesting a budget amendment with no revenue impact and expense of
$2,000,000.00. The amendment proposes changes in the General Fund only with $2,000,000.00
from the General Fund balance, $1,000,000.00 is from Funding Our Future Housing. The
proposal includes three total initiatives for Council review.
The amendment includes two proposals from the Police Department to access funds set aside in
the Non Departmental budget during the budget process. The final proposal is a request to
provide a grant using General Fund and Funding Our Future fund balance to provide a grant to
assist in the purchase of the Airport Inn.
A summary spreadsheet document, outlining proposed budget changes is attached. The
Administration requests this document be modified based on the decisions of the Council.
The budget opening is separated in eight different categories:
A. New Budget Items
B. Grants for Existing Staff Resources
C. Grants for New Staff Resources
D. Housekeeping Items
E. Grants Requiring No New Staff Resources
F. Donations
G. Council Consent Agenda Grant Awards
I. Council Added Items
PUBLIC PROCESS: Public Hearing