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Council Provided Information - 6/13/2023Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank MAYOR AND COUNCIL MESSAGES Page: MAYOR’S MESSAGE 5 SALT LAKE CITY PROFILE SALT LAKE CITY CORPORATION ORGANIZATION 9 SALT LAKE CITY AT A GLANCE 11 SALT LAKE COMMUNITY PROFILE 14 SALT LAKE CITY BUDGET-IN-BRIEF 18 MAYOR’S RECOMMENDED BUDGET BUDGET SUMMARY AND RECOMMENDATIONS 35 FY 2023-24 CAPITAL AND OPERATING BUDGET 42 GENERAL FUND KEY CHANGES 53 OTHER FUND KEY CHANGES 67 LBA KEY CHANGES 82 RDA KEY CHANGES 83 MULTI-AGENCY DRUG TASK FORCE KEY CHANGES 93 FINANCIAL POLICIES DEBT POLICIES 97 DEBT STRUCTURE 100 REVENUE 104 FY 2022-23 LEGISLATIVE INTENTS 124 CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT OVERVIEW 143 CAPITAL IMPROVEMENT FY 2023-24 PROJECTS LIST 149 DEPARTMENT BUDGETS OFFICE OF THE CITY COUNCIL 157 OFFICE OF THE MAYOR 161 DEPARTMENT OF AIRPORTS 165 OFFICE OF THE CITY ATTORNEY 171 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS 177 DEPARTMENT OF ECONOMIC DEVELOPMENT 183 DEPARTMENT OF FINANCE 189 FIRE DEPARTMENT 195 DEPARTMENT OF HUMAN RESOURCES 201 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES 207 JUSTICE COURT 215 POLICE DEPARTMENT 221 DEPARTMENT OF PUBLIC LANDS 227 Table of Contents 1 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC SERVICES 235 DEPARTMENT OF PUBLIC UTILITIES 245 REDEVELOPMENT AGENCY 251 DEPARTMENT OF SUSTAINABILITY 255 911 COMMUNICATIONS BUREAU 259 NON-DEPARTMENTAL 263 STAFFING DOCUMENT STAFFING DOCUMENT INTRODUCTION 273 STAFFING DOCUMENT SUMMARY 275 STAFFING DOCUMENT DETAIL 276 APPENDIX APPENDIX A: LIBRARY 321 APPENDIX B: HEALTH INSURANCE PREMIUMS & RETIREMENT CONTRIBUTIONS 337 Table of Contents 2 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Mayor’s Message This page intentionally left blank Dear Salt Lake City, It continues to be an incredible time to live and work in Salt Lake City. Our residents are amazing, our economy remains strong, and opportunities continue to come our capital city’s way. This budget, like the three that came before it, focuses on my administration’s four priorities: •Prioritizing growth that equitably benefits ALL city residents; •Making our city more environmentally resilient and sustainable; •Bolstering our communities with inclusive and equitable opportunities for all; and •Supporting City employees’ physical, mental and economic well being, because our City team is what makes everything possible. Over the past three years, we’ve laid out an ambitious framework of expanded affordable housing investments, innovative new public safety programs, continued environmental protections and significant investments in our City staff. This budget builds upon that groundwork by expanding upon key initiatives that will improve quality of life, while also being fiscally responsible. What follows is a balanced budget that does just that. It responds to the needs and requests of our residents while also planning for the future. It’s a continuation of a three-year budget plan that will allow our City to thrive today while also investing in necessary infrastructure improvements that will ultimately benefit us all in the future. One of the developments I’m most proud of is the continued evolution of how we construct our budget. This year, City departments used a unified template that helped our budget team more clearly understand their proposals. It’s just another step we’re taking as we continue the transition to project-based budgeting, which will help reduce costs and ensure fewer redundancies across our City budget each year. I want to give special thanks to this year’s budget committee. Chief Human Resources Officer Debra Alexander, Chief Information Officer Aaron Bentley, Director of Public Utilities Laura Briefer, Chief of Staff Rachel Otto, Chief Administrative Officer Lisa Shaffer, and Director of Communities and Neighborhoods Blake Thomas each brought expertise and passion for our City to this work. And, of course, special thanks to our Chief Financial Officer, Mary Beth Thompson, and the entire Finance Department team, who work incredibly hard each year to ensure that our City’s budget is balanced, responsible, and reflective of our City’s goals. Thanks so much to each of you for your dedication and commitment to this budget process. Mayor Erin Mendenhall Salt Lake City Mayor Messages 5 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Salt Lake City Mayor Messages 6 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Profile This page intentionally left blank SALT LAKE CITY ELECTED OFFICIALS Fiscal Year 2023-24 MAYOR Erin Mendenhall CITY COUNCIL Victoria Petro (Vice-Chair) District 1 Alejandro Puy District 2 Chris Wharton District 3 Ana Valdemoros District 4 Darin Mano (Chair) District 5 Dan Dugan District 6 Amy Fowler District 7 Salt Lake City Budget-in-Brief 9 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget-in-Brief 10 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY AT A GLANCE 176 YEARS 172 YEARS Date Founded July 24, 1847 Date Incorporated January 19, 1851 MAYOR COUNCIL 111.1 SQ. MILES Form of Government Since 1980 Total City Area 200,567 4,327 FT. 2020 Estimated Population Average Elevation (1,319 Meters) Salt Lake City Budget-in-Brief 11 Mayor’s Recommended Budget FISCAL YEAR 2023-24 52.1˚F (11.2 C) MEAN 28.2˚F (-1.6 C) January 77.0˚F (25.0 C) JULY Average Daily Temperatures 58.5 INCHES (1,486 MM) 16.5 INCHES (419 MM) Average Annual Snowfall Average Annual Rainfall Salt Lake City Budget-in-Brief 12 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY COUNCIL DISTRICTS MAP LEGEND DISTRICT 1:Victoria Petro DISTRICT 5: Darin Mano DISTRICT 2: Alejandro Puy DISTRICT 6: Dan Dugan DISTRICT 3: Chris Wharton DISTRICT 7: Amy Fowler DISTRICT 4: Ana Valdemoros Salt Lake City Budget-in-Brief 13 Mayor’s Recommended Budget FISCAL YEAR 2023-24 BUDGET DEVELOPMENT CALENDAR Fiscal Year 2023-24 Salt Lake City Budget-in-Brief 14 Mayor’s Recommended Budget FISCAL YEAR 2023-24 $1,828,754,107 RECOMMENDED BUDGET FY 2024 14.77% INCREASE * Redevelopment Agency Included in the Other Enterprise Fund Amount. Salt Lake City Budget-in-Brief 15 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Budget-in-Brief 16 Mayor’s Recommended Budget FISCAL YEAR 2023-24 $444,504,923 GENERAL FUND EXPENDITURES 4.45% INCREASE GENERAL FUND REVENUE BY TYPE FY 2024 26%Property Taxes with Pilot 1%Fines & Forfeitures 37%Sales & Use Taxes 1%Intergovernmental 3%Franchise Taxes 1%Charges & Fees 9%Licenses & Permits 1%Parking Salt Lake City Budget-in-Brief 17 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Budget-in-Brief Salt Lake City’s budget is comprised of several different types of funds, including General Fund, Enterprise Funds, and Internal Service Funds. Enterprise funds, unlike the General Fund, are not supported by property or sales taxes. Revenues in these funds come primarily from fees charged for services provided. For instance, the Airport derives a large portion of its revenues from landing fees. It is worth noting that the Airport expenditures have increased dramatically due to the Terminal Redevelopment Program. The City also has a number of internal service funds such as Fleet and Information Management Services. Internal service funds exist to account for the financing of goods and services provided by one City agency or department to another. Salt Lake City Budget-in-Brief 18 Mayor’s Recommended Budget FISCAL YEAR 2023-24 CITYWIDE EXPENDITURES Fund Type FY 22 Adopted Budget FY 23 Adopted Budget FY 24 Recommended Budget Increase/ Decrease from FY 22 Adopted Percent Change General Fund 367,582,070 425,537,407 444,504,923 18,967,516 4.46% Airport Enterprise Fund 706,792,500 384,681,671 520,438,997 135,757,326 35.29% Public Utilities Enterprise Funds 420,480,027 413,124,942 508,778,032 95,653,090 23.15% Other Enterprise Funds 112,441,729 128,758,874 122,465,603 (6,293,271)(4.89)% Internal Service Funds 108,266,464 118,806,965 136,631,414 17,824,449 15.00% Capital Improvement Program (CIP) Funds 29,760,910 35,460,387 29,034,160 (6,426,227)(18.12)% All Other Funds 69,819,732 83,363,494 66,900,978 (16,462,516)(19.75)% Total 1,815,143,432 1,589,733,740 1,828,754,107 239,020,367 15.04% FY 2022 AND 2023 ADOPTED BUDGETS AND FY 2024 RECOMMENDED BUDGET FY 22 Adopted Budget FY 23 Adopted Budget FY 24 Recommended Budget General Fund Airport Enterprise Fund Public Utilities Enterprise Funds Other Enterprise Funds* Internal Service Funds Capital Improvement Program (CIP) Fund All Other Funds 0 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 * Redevelopment Agency Included in the Other Enterprise Fund Amount. Salt Lake City Budget-in-Brief 19 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND EXPENDITURES General Fund Departments FY 22 Adopted Budget FY 23 Adopted Budget FY 24 Recommended Budget Increase/ Decrease from FY 23 Adopted Percentage Change Economic Development 2,714,915 3,695,620 4,035,091 339,471 9.19% Human Resources 3,267,669 4,236,836 4,659,300 422,464 9.97% Justice Courts 4,850,906 5,199,660 5,489,720 290,060 5.58% Council Office 4,551,159 5,387,707 5,960,249 572,542 10.63% Mayor's Office 4,761,780 6,625,451 6,820,067 194,616 2.94% Attorney's Office 8,029,302 9,007,633 10,150,844 1,143,211 12.69% Finance Department 8,767,757 10,709,847 12,168,296 1,458,449 13.62% 911 Communications Bureau 9,016,380 10,872,140 11,259,756 387,616 3.57% Public Lands 18,751,871 24,229,676 27,162,271 2,932,595 12.10% Community & Neighborhoods 24,003,823 29,311,147 32,039,953 2,728,806 9.31% Public Services 34,341,928 39,398,484 43,105,409 3,706,925 9.41% Fire Department 45,587,400 48,586,492 52,264,357 3,677,865 7.57% Police Department 83,370,502 103,977,042 110,976,812 6,999,770 6.73% Non Departmental 115,566,677 124,299,673 118,412,797 (5,886,876)(4.74)% Total 367,582,069 425,537,408 444,504,923 18,967,514 4.46% Salt Lake City Budget-in-Brief 20 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND EXPENDITURES 3,695,620 4,035,091 4,236,836 4,659,300 5,199,660 5,489,720 5,387,707 5,960,249 6,625,451 6,820,067 9,007,633 10,150,844 10,709,847 12,168,296 10,872,140 11,259,756 24,229,676 27,162,271 29,311,147 32,039,953 39,398,484 43,105,409 48,586,492 52,264,357 103,977,042 110,976,812 124,299,673 118,412,797 Economic Development Human Resources Council Office Justice Courts Mayor's Office Attorney's Office Finance Department 911 Communications Bureau Public Lands Community & Neighborhoods Public Services Fire Department Police Department Non Departmental FY 23 Adopted Budget FY 24 Recommended Budget —25,000,000 50,000,000 75,000,000 100,000,000 125,000,000 Salt Lake City Budget-in-Brief 21 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND EXPENDITURES Fiscal Year 2024 Salt Lake City Budget-in-Brief 22 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUES BY TYPE - 2017-24 FY 2017 Actuals FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Actuals FY 2022 Actuals FY 2023 Budget FY 2024 Budget Property Taxes w/ PILOT 89,071,896 90,414,308 94,654,243 99,342,715 99,474,985 101,822,469 111,118,729 114,073,622 Sales and Use Taxes 62,776,248 67,940,454 99,403,846 116,199,002 122,654,953 160,262,167 149,414,487 166,213,479 Franchise Taxes 28,418,423 28,418,423 27,238,435 26,863,146 23,952,168 11,750,309 11,657,128 12,348,127 Licenses & Permits 35,004,151 30,608,768 36,960,240 32,637,293 36,428,067 43,313,623 40,736,114 40,878,104 Fines & Forfeitures 6,728,836 5,567,814 3,316,215 3,753,706 3,539,471 3,717,871 3,765,174 4,063,548 Intergovernmental 6,855,998 5,791,774 6,066,496 5,086,254 4,781,753 5,960,591 4,644,622 5,134,621 Charges & Fees 5,358,872 5,671,710 5,573,679 4,283,760 4,842,902 5,840,601 4,432,794 4,881,922 Parking 3,436,592 3,404,582 3,509,898 2,771,331 1,915,888 2,997,333 2,635,475 2,801,089 Other Revenue 36,270,649 39,643,865 38,231,125 49,561,874 51,980,733 68,352,888 97,132,885 94,110,411 Total Operating Revenue 273,921,665 277,461,698 314,954,177 340,499,081 349,570,920 404,017,852 425,537,408 444,504,923 Salt Lake City Budget-in-Brief 23 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUES BY TYPE 2017–2024 Thousands Property Taxes w/ PILOT Sales and Use Taxes Franchise Taxes Licenses & Permits Fines & Forfeitures Intergovernmental Charges & Fees Parking Other Revenue FY 2017 Actuals FY 2018 Actuals FY 2019 Actuals FY 2020 Actuals FY 2021 Actuals FY 2022 Actuals FY 2023 Budget FY 2024 Budget This stacked bar graph depicts the various types of revenue collected for the Salt Lake City General Fund and how some of these revenues have fluctuated over the years. It is worth noting that sales tax revenues have increased markedly starting in FY 2019 due to the recently implemented Funding Our Future 0.5% increase in Salt Lake City’s sales tax rate. The Other Revenue category has also been impacted by American Recover Act grant funds. Salt Lake City Budget-in-Brief 24 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUE - FY 2023 ADOPTED V. 2024 REC'D BUDGETS General Fund Revenue FY 2023 Adopted Budget FY 2024 Rec'd Budget Increase/ Decrease Percentage Change Property Tax 109,480,507 112,168,049 2,687,542 2.45% RDA Related Property Tax 15,532,420 15,985,753 453,333 2.92% Sales and Use Tax 149,414,508 166,213,479 16,798,971 11.24% Franchise Tax 11,657,128 12,348,127 690,999 5.93% Payment in Lieu of Taxes 1,638,222 1,905,573 267,351 16.32% Intergovernmental Revenue 4,644,622 5,134,621 489,999 10.55% Charges for Services 4,432,794 4,881,922 449,128 10.13% Other Revenue 81,468,620 69,184,043 -12,284,577 (15.08)% Interfund Transfers In 24,431,717 26,131,213 1,699,496 6.96% Available Fund Balance/Cash Reserves 22,836,870 30,552,143 7,715,273 33.78% Total 425,537,408 444,504,923 18,967,515 4.46% FY 2024 GF Revenue Property Tax 112,168,049 RDA Related Property Tax 15,985,753 Sales and Use Tax 166,213,479 Franchise Tax 12,348,127Intergovernmental Revenue 5,134,621 Charges for Services 4,881,922 Other Revenue 69,184,043 Interfund Transfers In 26,131,213 Available Fund Balance/ Cash Reserves 30,552,143 Salt Lake City Budget-in-Brief 25 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUE Fiscal Year 2024 37%25%16%6% Sales Use & Taxes Property Taxes Other Revenue Interfund Transfers In 7%4%3%1% Available Fund Balance // Cash Reserves RDA Related Property Tax Franchise Taxes Intergovernmental 1%0% Charges for Service Payment in Lieu of Taxes Salt Lake City Budget-in-Brief 26 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Property Tax Rates in Salt Lake City According to Utah State Code, municipalities cannot assess properties for more property tax revenue than was generated in the previous year, with the exception of new growth. As property values generally increase or decrease, property tax rates fluctuate accordingly. The accompanying graph (on the right) demonstrates how the boom in property values in the City affected the property tax rates that were assessed during the earlier years shown on the table above. It is also apparent in recent years as well. HISTORY OF TOTAL PROPERTY TAX RATE (2013-2023) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 0.0030 0.0035 0.0040 0.0045 0.0050 0.0055 0.0060 General Operations Interest & Sinking Fund Library Total FY 2012 0.003451 0.001124 0.000783 0.005358 FY 2013 0.003574 0.001097 0.000846 0.005517 FY 2014 0.003465 0.001064 0.00082 0.005349 FY 2015 0.003787 0.001066 0.000783 0.005636 FY 2016 0.003619 0.000989 0.000747 0.005355 FY 2017 0.003617 0.000941 0.000705 0.005263 FY 2018 0.003482 0.000772 0.00083 0.005084 FY 2019 0.003285 0.000692 0.000791 0.004768 FY 2020 0.003205 0.000648 0.000741 0.004594 FY 2021 0.002942 0.000713 0.000683 0.004338 FY 2022 0.002868 0.000556 0.000652 0.004076 FY 2023 0.002698 0.00046 0.000618 0.003776 Salt Lake City Budget-in-Brief 28 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Sales Tax Revenues in Salt Lake City The table to the right demonstrates a steady increase in sales tax revenues in Salt Lake City over the past several years. A sharp increase came with the implementation of the additional one-half-percent sales tax increase that is used for funding our future. The anticipated drop in revenue from FY2020 to FY2021 was the result of the economic downturn brought on by the COVID 19 pandemic. In FY2022, the City anticipates sales and use tax revenues to increase well beyond the FY2021 amount as the economy recovers. Further healthy sales tax growth is expected in FY2024 Fiscal Year Sales & Use Tax Receipts % Increase FY 2014 Actual 55,380,938 2.98% FY 2015 Actual 57,873,243 4.50% FY 2016 Actual 59,927,247 3.55% FY 2017 Actual 62,776,248 4.75% FY 2018 Actual 67,940,454 8.23% FY 2019 Actual 99,403,846 46.31% FY 2020 Actual 116,199,002 16.90% FY 2021 Actual 122,654,953 5.56% FY 2022 Actual 160,262,167 30.66% FY 2023 Budget 149,414,508 (6.77)% FY 2024 Budget 166,213,479 11.24% Average Increase 10.56% Salt Lake City Budget-in-Brief 29 Mayor’s Recommended Budget FISCAL YEAR 2023-24 RELATED ORDINANCE CHANGES AND OTHER BUDGETARY ACTIONS 2023-24 REVENUE RELATED ORDINANCES Consolidated Fee Schedule Adoption and Changes An ordinance amending the Salt Lake City Consolidated Fee Schedule to modify various fees included therein in accordance with the changes presented in the budget. The changes include adjustments to the CPI; Water, Sewer and Storm Water rates; Amending delivery of Business Licensing Documents; and change in Refuse rates. Budget Adoption An ordinance adopting the City budget, excluding the budget for the Library Fund which is separately adopted, and the employment staffing document of Salt Lake City for Fiscal Year 2023-24. Budget Adoption of the Salt Lake City Library An ordinance adopting the budget and staffing document for the Library Fund of Salt Lake City for Fiscal Year 2023-24. Tax Rate of Salt Lake City and the City Library, including the Judgement Levy An ordinance adopting the rate of tax levy, including the levy for the Library Fund, upon all real and personal property within Salt Lake City made taxable by law for Fiscal Year 2023-24. Adopting the Mayor’s Recommended Budget as the Tentative Budget of Salt Lake City An ordinance adopting the Tentative Budgets of Salt Lake City, including the Tentative Budget of the Library Fund, for Fiscal Year 2023-24. BUDGET RESOLUTIONS Budget Adoption of the Local Building Authority (LBA) A resolution adopting the final budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City for Fiscal Year 2023-24. Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Local Building Authority A resolution adopting the Tentative Budgets for the Capital Projects Fund of the Local Building Authority of Salt Lake City, for Fiscal Year 2023-24. Salt Lake City Budget-in-Brief 30 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Budget Adoption of the Redevelopment Agency (RDA) A resolution adopting the final budget for the Redevelopment Agency of Salt Lake City for Fiscal Year 2023-24. Adopting the Mayor’s Recommended Budget as the Tentative Budget of the Redevelopment Agency of Salt Lake City A resolution adopting the Tentative Budgets of the Redevelopment Agency of Salt Lake City, for Fiscal Year 2023-24. HUMAN RESOURCES ISSUES Compensation Plan Ordinances Ordinances adopting the compensation plan as ordinance for all appointed and non-represented employees of Salt Lake City. Memorandum of Understanding (MOU) Adoption Ordinance(s) Ordinance(s) approving the Memorandum of Understanding(s) and wage agreements between Salt Lake City Corporation and the American Federation of State, County, and Municipal Employees, Local 1004; the International Police Association’s Local 75; and the International Association of Firefighters Local 81. Salt Lake City Budget-in-Brief 31 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Mayor’s Recommended Budget This page intentionally left blank Budget Summary As the City began planning for fiscal year 2024, a three-year plan was developed to move the City forward. As part of this three-year plan, the City considered the influx of one-time funding and the immediate help those funds provided against the ongoing needs the use of those funds created. The budget would need to plan not only for ongoing costs to provide services, but for future costs to maintain the resources and staff paid for with the one-time revenues. Transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams is the goal of the three-year plan. The challenge facing the City was not about immediate funding options but about creating ongoing revenue streams to meet the future needs of the City. Salt Lake City has been experiencing strong growth in spite of the challenges of the past few years. The City needs to continue to build and invest so future growth will continue. One positive ongoing revenue stream for the City has been sales tax. Sales tax revenues over the past three years have performed much better than budget. Those revenues have allowed the City to add to its fund balance and puts the City in a sound position for the current year. The question that faced the mayor, her administrative team and the City budget committee was how to spend prudently and continue establishing programs for the future of Salt Lake City. The Mayor and her team looked at current revenues streams, one-time sources, including the use of the City’s healthy fund balance and potential new revenue streams. The three-year outlook helped to provide a long-term strategy to carry the City forward. The budget put forth today provides the City with a balance between each of these options that will move the City forward to meet the challenges that lie ahead. The budget committee implemented a decision matrix to assist all departments in comparing their proposals or insights. As the departments reviewed their insights, they were asked to rate them based on different methods. One method was the matrix the budget committee developed and the other was the MSCW Method (Must, Should, Could, Want). The matrix looked at each City service to determine why the City was performing it and whether there were options to have the program provided through different means. It measured who benefits from the program, with special consideration for those who have typically been left behind in the past. It also looked at the process and outcome of adapting to difficult or challenging incidents based on eight criteria. Finally, the committee considered whether the insight meets ESG Goals (Environmental, Social and Governance) and if it meets other goals as outlined by the Mayor for 2023, as well as the goals of the Salt Lake City Mayor’s Recommended Budget 35 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Council. The matrix allowed the budget committee and the departments to have a broader view of each proposal and how programs measured against each other. Because of this matrix, the initiatives brought forth in this budget have been carefully weighed against the Mayor’s priorities of •Our Growth: Harnessing our growth for the good of all residents: •Our Environment: Leading the way on environmental resilience and stewardship; •Our Communities: Creating inclusive, safe, and equitable opportunities for all: and •Our City Family: Supporting employees’ physical, mental, and economic well-being. The Mayor’s recommended budget provides a roadmap for Salt Lake City to continue to grow and prosper. It has elements to take advantage of the economic success of today and outlines a course to ensure the financial health of the City going forward. This includes efforts to meet future needs for service through the careful addition of needed personnel and the use of one-time funds to build necessary resources to allow the City to continue to attract business and tourism and provide services for its citizens. REVENUES Salt Lake City revenue across all funds for fiscal year 2024 are $1,684,272,647. This represents an increase of 19.93% over fiscal year 2023 budgeted revenues. The increase is the result of several sources. Sales tax revenue continues to be a strong contributor and the Airport has stabilized from the decline during the COVID pandemic. However, in an effort to maintain the growth the City has seen recently and to meet regulatory requirements and other needs, the City will institute a rate increase at Public Utilities and Refuse. The largest contributors to City revenues are the Airport, Public Utilities and General Fund. Airport revenues are budgeted at $403.5 million while Public Utilities total revenue across all funds is $491.1 million. The General Fund fiscal year 2024 budget is $444.5 million, including use of fund balance. The City uses conservative revenue projections and maintains adequate reserves in each fund to ensure long-term financial stability. For the general fund, Salt Lake City creates its annual budget based on historical trend average of on-going revenues. From these averages the City then projects future growth, one-time revenues and potential new revenues to establish a final revenue projection. This projection becomes the basis of the budget for the Mayor and administration to create a balanced budget. Salt Lake City Mayor’s Recommended Budget 36 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUE For fiscal year 2024, total general fund revenue increased by 4.45%. The increase is associated with a projected increases in property tax and sales tax, and the use of $30.5 million of fund balance. For fiscal year 2024, the City projected significant increases in sales tax, interest and interfund reimbursements. The City also budgeted $2.4 million in additional revenue as a result of policy and ordinance changes. The City has also budgeted to use fund balance reserves to help cover projected deficits. The budget uses $30.5 million of fund balance representing 6.87% of General Fund revenue. While fund balance reserves were used, the City will still maintain a projected 13% fund balance for fiscal year 2024. Sales Tax is budgeted to increase by $16.8 million. Other notable increases in revenue are in Interfund Reimbursement, which is up $1.8 million and Interest Income, budgeted to increase by $5.9 million. Noteworthy decreases in revenue are Permits that are down $4.0 million due to higher interest rates. Transfers are budgeted $1 million above fiscal year 2023 budget. EXPENSES Total expense for Salt Lake City is budgeted at $1,828,754,107 across all funds. This represents a increase of $235.3 million from last fiscal year, or a 14.77% increase. Total Airport budget is set at $520.4 million, while Public Utilities is budgeted at $508.7 million and the General Fund at $444.5 million. The budget includes the addition of 115 full-time positions (FTEs) across all funds. The largest increase is in the General Fund where staffing will increase by 65.5 FTEs, with 5 positions previously added through budget amendments. The Airport (20), Public Utilities (16) and IMS (8) also saw significant staffing increases. GENERAL FUND EXPENSE General Fund expense increased by $18.9 million an increase of 4.45% from fiscal year 2023. Major changes to expense include salary, pension and benefit changes totaling $12.9 million. The budget also includes the addition of 65.5 FTEs at an anticipated cost of approximately $6.2 million, 5 of those positions were added through budget amendment. The positions include the creation of a new Parks Maintenance crew (19.5 FTEs) to create a better experience within City parks and along trails. 4 FTE’s to form a Civilian Response Team within the Police Department. This team will work with City police officers to mitigate issues throughout the City without the threat of force. The addition of 4 additions to the Community Health Access Team and one new Salt Lake City Mayor’s Recommended Budget 37 Mayor’s Recommended Budget FISCAL YEAR 2023-24 captain for the Medical Response Teams in the City to assist with medical calls throughout the City. The budget also provides additional staff to support youth programs through Youth City. Staffing is increased in Human Resources, Finance and IMS to meet the expanded needs in those departments as the City continues to grow. Other notable increases in the General Fund are funding to continue the expanded Downtown Street Ambassador Program. Continuation of construction mitigation funding to assist businesses affected by City works projects. Funding to ensure City IT resources are protected from external threats, enhancements to city emergency response dispatch systems and funding to meet the general cost increases experienced across all City departments. SALARY, BENEFIT AND COMPENSATION COSTS The largest portion of the general fund budget is personnel costs. The total cost for compensation included in the budget is $265.7 million. This represents a 9.74% increase over fiscal year 2023. Budgeted salary, pension and benefit increases totaled $11.5 million for general fund employees. HEALTH INSURANCE Salt Lake City continues to offer one medical plan this year: Summit STAR - a High Deductible Health Plan (HDHP). The medical plan is administered through Public Employees Health Plan (PEHP). The city has realized significant savings - largely because of implementing the high deductible health plan and front-loading half the annual deductible into a health savings plan or flex account for employees. The implementation of a single provider network in 2011 has also been a significant source of savings for employees and the City. Utah Retirement Systems (URS) requires the city’s medical plan reserve be maintained at a level to cover claims for a minimum of 55 days and a maximum of 100 days of premiums. The medical plan reserve balance has increased and has continued to maintain a positive balance since 2011. This year the budget includes a small premium increase of 2.9% to the Summit STAR plan. The increase is needed to keep up with trend (newly developed, expensive drugs, increased cost of services and new technology). Also included in the budget this year, as in prior years, is a proposal to front-load employee’s Health Savings Accounts (HSA). The City HSA contribution will fund one-half of the deductible for the plan - $750 for singles and $1500 for doubles and families. The contribution will be placed into a health savings account or health reimbursement Salt Lake City Mayor’s Recommended Budget 38 Mayor’s Recommended Budget FISCAL YEAR 2023-24 account. As before, the city will continue to pay 95% of the total Summit Star medical premium. The budget also includes the addition of a new Lifestyle Spending Account (LSA). The LSA are post-tax accounts. Because they are post-tax accounts, the IRS does not mandate eligible expenses; rather, employers have the power to determine what types of expenses they would like to cover and how employees can spend their funds. Some examples of events that the LSA could be used for include: health and fitness services, childcare, life coaching, out of state medical travel expense, entertainment – the options are endless. COMPENSATION The budget includes a compensation package for employees which totals approximately $265.7 million for the General Fund and $423.8 million for the entire City. Increases to the City's compensation package are comprised of the following: REPRESENTED EMPLOYEES The budget includes honoring merit increases scheduled for award throughout fiscal year 2024 to all represented employees (AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees). The projected cost for these step increases (awarded on employee anniversary / compensation dates) is approximately $636,424 for General Fund $1.06 million for the entire City. Although wage negotiations with AFSCME are on-going at the time the fiscal year 2024 budget is submitted to the City Council, the Administration has included an amount necessary to fund a 5% general increase to the base wages for AFSCME- represented employees. Similarly, the Administration recommends funding for a 5% general base pay increase, for all other employees, including Police and Fire unions. The distribution of actual employee pay increases is subject to negotiations resulting in either tentative or previously ratified agreements, according to the City’s Collective Bargaining Resolution. The projected cost for these pay increases is approximately $6.1 million for General Fund and $8.9 million across the City. NON-REPRESENTED EMPLOYEES Non-represented employees, including those in 000, 300, 600, 800 and 900 (but not 901) series bargaining units will receive a 5% general increase to their base salary. The projected cost for all pay increases for non-represented employees is approximately $4.5 million to the general fund and $8.1 million citywide. Salt Lake City Mayor’s Recommended Budget 39 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MARKET ADJUSTMENTS As recommended by the Citizens’ Compensation Advisory Committee for non- represented employees, the budget includes market adjustments for certain benchmarked employee groups in the City who lag either slightly or significantly behind market pay rates by more than 2%. The projected costs for market adjustments are approximately $391,465 and a city total of approximately $1.05 million. CAPITAL IMPROVEMENT PROGRAM (CIP) The Capital Improvement Fund is used for payment of sales tax and class B/C bond debt service and other infrastructure improvements including streets, sidewalks, city buildings, curb, gutter, street lighting, parks, open space, trails and bicycle facilities. More information on the specific projects funded this year will be available in the Capital Improvement Book. The summary of proposed projects is included later in the budget book. The budget includes a General Fund contribution to the Capital Improvement Fund of $23.2 million including funding from the Funding Our Future sales tax. The contribution for new projects is at $10.4 million for fiscal year 2024. This amount will be added to bond funding and other funding to continue to enhance the capital assets. The total fiscal year 2024 CIP exceeds $545 million with the inclusion of various projects funded by the Redevelopment Agency of Salt Lake City, the Department of Airports, Public Utilities, Sustainability, Golf, federal and state partnerships, Class “C” Funds, Impact Fees and the General Fund. Most of this funding is from Airport CIP projects ($175.9 million), Public Utility improvements ($322.5 million) and $7 million in golf improvements to improve the golf experience on City owned courses and continue the positive trends golf has seen over the past two years. CAPITAL IMPROVEMENT PROGRAM To maintain our commitment to transparency, we have once again separated the Funding Our Future budget of $52.3 million dollars to show use in the priority areas of housing, transit, streets, and public safety along with the expanded area of parks maintenance. This expanded area will allow the City to have needed funding to maintain City parks enhanced through Funding Our Future. Funding supports a total of 164 FTE’s as well as setting aside funding for CIP. Housing - The budget allocates $7 million toward affordable housing through land discounts and financing, incentivized rent assistance and service to the most vulnerable. Salt Lake City Mayor’s Recommended Budget 40 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Transit –$7 million is budgeted for the frequent transit network (FTN), with an additional $3 million in funding for an on-demand ride service to help residents reach transit networks. Streets - The budget includes continuing funding for the new streets team funded last year and additional equipment to expand the reach of that team. Additionally, the budget includes $3.4 million for new infrastructure CIP projects. Public Safety – The budget allocates funding for police officers, a Fire Department Medical Response Team as well as mental health workers in both the Police and Fire Departments. This year the expansion of the Civilian Response Team and the Community Health Access Team are proposed to be funded through Funding Our Future dollars. CONCLUSION The fiscal year 2023-2024 budget was prepared with the intent to maintain Salt Lake City’s prosperity received over the past couple of years. The budget sets forth a plan to help the City meet ongoing costs with ongoing revenues. The budget will build on the solid base the City has experienced. The budget will help lead Salt Lake City into a continued prosperous future. The budget supports the core values and services of the City and will allow City residents to continue to enjoy a safe, healthy, and vibrant Salt Lake City. Salt Lake City Mayor’s Recommended Budget 41 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources GENERAL FUND (FC 10): Property Taxes 100,235,386 108,930,734 112,168,049 RDA Related Property Tax 17,496,737 16,082,193 15,985,753 Sale and Use Taxes 160,262,167 149,414,508 166,213,479 Franchise Taxes 11,750,309 11,657,128 12,348,127 Payment in Lieu of Taxes 1,587,083 1,638,222 1,905,573 TOTAL TAXES 291,331,682 287,722,785 308,620,981 Intergovernmental Revenue 5,960,591 4,644,622 5,134,621 Charges for Services 5,840,601 4,432,794 4,881,922 Other Revenue 79,167,617 81,468,620 69,184,044 Interfund Transfers In 21,717,361 24,431,717 26,131,213 TOTAL OTHER REVENUES 112,686,170 114,977,753 105,331,800 SUBTOTAL GENERAL FUND REVENUES 404,017,852 402,700,538 413,952,781 Fund Balance/Cash Reserves Used — 22,836,869 30,552,143 TOTAL GENERAL FUND SOURCES 404,017,852 425,537,407 444,504,923 CAPITAL PROJECTS FUND (FC 83, 84 & 86): Intergovernmental Revenue 9,911,418 3,870,505 — Sale of Land 35,077 — 200,000 Other Revenue 2,568,259 8,222,554 29,325,630 Bond Proceeds 23,400,000 — Interfund Transfers In 27,448,099 20,007,135 — Interfund Transfers In-Impact fees — — — Impact fees 18,005,181 3,360,193 — TOTAL CAPITAL PROJECTS FUND REVENUES 81,368,034 35,460,387 29,525,630 Fund Balance/Cash Reserves Used — — — TOTAL CAPITAL PROJECTS FUND 81,368,034 35,460,387 29,525,630 Salt Lake City Mayor’s Recommended Budget 42 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources ENTERPRISE FUNDS: AIRPORT (FC 54, 55 & 56) Intergovernmental Revenue 134,445,826 4,799,500 45,870,000 Charges for Services 250,288,392 288,322,100 330,988,600 Other Revenue 1,166,248,007 9,147,000 26,654,400 TOTAL AIRPORT FUND REVENUES 1,550,982,225 302,268,601 403,513,000 Fund Balance/Cash Reserves Used — 82,413,071 116,925,997 TOTAL AIRPORT FUND SOURCES 1,550,982,225 384,681,671 520,438,997 GOLF (FC 59) Charges for Services 10,351,196 9,496,327 10,550,653 Other Revenue 41,154 11,675 72,585 Interfund Transfers In 1,902,729 2,052,674 2,086,829 TOTAL GOLF FUND REVENUES 12,295,079 11,560,676 12,710,067 Fund Balance/Cash Reserves Used — 3,165,340 5,228,917 TOTAL GOLF FUND SOURCES 12,295,079 14,726,016 17,938,984 RDA (FC 92) Charges for Services 1,088,798 1,459,035 1,403,600 Other Revenue 34,504,131 43,738,998 47,321,567 Interfund Transfers In 33,388,320 18,102,866 21,311,829 TOTAL RDA FUND REVENUES 68,981,248 63,300,899 70,036,996 Fund Balance/Cash Reserves Used — — 5,040,831 TOTAL RDA FUND SOURCES 68,981,248 63,300,899 75,077,827 REFUSE COLLECTION (FC 57) Charges for Services 13,444,758 14,952,577 16,259,733 Other Revenue 3,830,642 6,505,526 9,210,515 TOTAL REFUSE COLLECTION FUND REVENUES 17,275,400 21,458,103 25,470,248 Fund Balance/Cash Reserves Used 832,476 3,503,576 3,023,545 TOTAL REFUSE COLLECTION FUND SOURCES 18,107,876 24,961,679 28,493,793 Salt Lake City Mayor’s Recommended Budget 43 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources SEWER UTILITY (FC 52) Charges for Services 57,803,567 66,833,500 76,387,000 Other Revenue 4,417,246 129,797,407 213,554,178 TOTAL SEWER UTILITY FUND REVENUES 62,220,813 196,630,907 289,941,178 Fund Balance/Cash Reserves Used 50,794,553 59,283,673 11,891,444 TOTAL SEWER UTILITY FUND SOURCES 113,015,366 255,914,580 301,832,622 STORM WATER UTILITY (FC 53) Charges for Services 11,944,768 12,331,733 13,563,906 Other Revenue 2,326,230 1,145,000 6,301,986 TOTAL STORM WATER UTILITY FUND REVENUES 14,270,998 13,476,733 19,865,892 Fund Balance/Cash Reserves Used — 5,222,989 3,081,582 TOTAL STORM WATER UTILITY FUND SOURCES 14,270,998 18,699,722 22,947,474 WATER UTILITY (FC 51) Charges for Services 73,094,357 99,642,660 94,343,390 Other Revenue 8,321,195 8,553,708 82,293,898 TOTAL WATER UTILITY FUND REVENUES 81,415,552 108,196,368 176,637,288 Fund Balance/Cash Reserves Used 32,278,796 24,556,447 1,316,499 TOTAL WATER UTILITY FUND SOURCES 113,694,348 132,752,815 177,953,787 STREET LIGHTING DISTRICT (FC 48) Charges for Services 4,264,579 4,174,622 4,592,085 Other Revenue 317,033 127,600 89,100 TOTAL STREET LIGHTING DISTRICT FUND REVENUES 4,581,612 4,302,222 4,681,185 Fund Balance/Cash Reserves Used — 1,455,603 1,362,964 TOTAL STREET LIGHTING DISTRICT FUND SOURCES 4,581,612 5,757,825 6,044,149 Salt Lake City Mayor’s Recommended Budget 44 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources HOUSING LOANS & TRUST (FC 78) Intergovernmental Revenue — — — Charges for Services 2,035 4,000 4,000 Other Revenue 10,578,925 16,213,000 5,398,000 Interfund Transfers In 1,116,926 — — TOTAL HOUSING LOANS & TRUST FUND REVENUES 11,697,886 16,217,000 5,402,000 Fund Balance/Cash Reserves Used 19,646,011 9,562,254 — TOTAL HOUSING LOANS & TRUST FUND SOURCES 31,343,897 25,779,254 5,402,000 INTERNAL SERVICE FUNDS: FLEET MANAGEMENT (FC 61) Interfund Reimbursement 13,997,313 15,801,669 18,037,796 Other Revenue 3,268,720 2,297,868 2,300,368 Interfund Transfers In 10,747,130 10,727,455 11,770,805 TOTAL FLEET MANAGEMENT FUND REVENUES 28,013,163 28,826,992 32,108,969 Fund Balance/Cash Reserves Used — 1,599,039 389,782 TOTAL FLEET MANAGEMENT FUND SOURCES 28,013,163 30,426,031 32,498,751 GOVERNMENTAL IMMUNITY (FC 85) Other Revenue 1,525,749 3,964,523 3,775,947 Interfund Transfers In 2,792,806 — — TOTAL GOVERNMENTAL IMMUNITY FUND REVENUES 4,318,555 3,964,523 3,775,947 Fund Balance/Cash Reserves Used — — — TOTAL GOVERNMENTAL IMMUNITY FUND SOURCES 4,318,555 3,964,523 3,775,947 INFORMATION MANAGEMENT SERVICES (FC 65) Charges for Services 19,479,583 30,332,167 36,109,125 Other Revenue 70,704 — — Interfund Transfers In 378,220 — — TOTAL INFORMATION MGMT. FUND REVENUES 19,928,507 30,332,167 36,109,125 Fund Balance/Cash Reserves Used 211,908 200,000 2,447,816 TOTAL INFORMATION MGMT. FUND SOURCES 20,140,415 30,532,167 38,556,941 Salt Lake City Mayor’s Recommended Budget 45 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources INSURANCE & RISK MANAGEMENT (FC 87) Charges for Services 49,635,496 53,229,000 59,027,192 Other Revenue 418,056 1,450,000 1,450,000 TOTAL INSURANCE AND RISK MGMT. FUND REVENUES 50,053,551 54,679,000 60,477,192 Fund Balance/Cash Reserves Used — — 1,728,519 TOTAL INSURANCE AND RISK MGMT. FUND SOURCES 50,053,551 54,679,000 62,205,711 SPECIAL ASSESSMENT FUNDS: CURB/GUTTER (FC 20) Special Assessment Taxes 12,042 — — Other Revenue 5,951 3,000 3,000 TOTAL CURB /GUTTER S.A. FUND REVENUES 17,993 3,000 3,000 Fund Balance/Cash Reserves Used — — — TOTAL CURB /GUTTER S.A. FUND SOURCES 17,993 3,000 3,000 SPECIAL REVENUE FUNDS: CDBG OPERATING (FC 71) Intergovernmental Revenue 5,040,965 4,670,517 5,597,763 Interfund Transfers In 1,250,000 — — TOTAL CDBG FUND REVENUES 6,290,965 4,670,517 5,597,763 Fund Balance/Cash Reserves Used 179,555 287,916 — TOTAL CDBG FUND SOURCES 6,470,520 4,958,433 5,597,763 EMERGENCY 911 DISPATCH (FC 60) E911 Telephone Surcharges 4,774,044 3,850,000 3,850,000 Other Revenue 21,800 75,000 75,000 TOTAL E911 FUND REVENUES 4,795,844 3,925,000 3,925,000 Fund Balance/Cash Reserves Used — — — TOTAL E911 FUND SOURCES 4,795,844 3,925,000 3,925,000 Salt Lake City Mayor’s Recommended Budget 46 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources MISC. GRANTS OPERATING (FC 72) Intergovernmental Revenue 43,596,767 34,158,918 7,390,097 Other Revenue 431,803 — — Interfund Transfers In 32,495 — — TOTAL MISC. GRANTS OPERATING FUND REVENUES 44,061,065 34,158,918 7,390,097 Fund Balance/Cash Reserves Used — — — TOTAL MISC. GRANTS OPERATING FUND SOURCES 44,061,065 34,158,918 7,390,097 MISC. SPEC. SERV. DISTRICTS (FC 46) Special Assessment Taxes 2,108,541 1,700,000 1,700,000 Other Revenue 6,326 — — Interfund Transfers In — — — TOTAL MISC. SPEC. SERV. DISTRICTS FUND REVENUES 2,114,867 1,700,000 1,700,000 Fund Balance/Cash Reserves Used — — — TOTAL MISC. SPEC. SERV. DISTRICTS FUND SOURCES 2,114,867 1,700,000 1,700,000 OTHER SPECIAL REVENUE FUNDS (FC 73) Special Assessment Taxes — — — Charges for Services 134,609 — — Other Revenue 111,415 — 300,000 Interfund Transfers In — 300,000 100,000 TOTAL OTHER SPECIAL REVENUE FUND REVENUES 246,024 300,000 400,000 Fund Balance/Cash Reserves Used 60,956 — — TOTAL OTHER SPECIAL REVENUE FUND SOURCES 306,980 300,000 400,000 SALT LAKE CITY DONATION FUND (FC 77) Contributions 94,120 563,500 500,000 Other Revenue 2,389,931 2,356,750 — Interfund Transfers In — — — TOTAL DONATION FUND REVENUES 2,484,051 2,920,250 500,000 Fund Balance/Cash Reserves Used — — — TOTAL DONATION FUND SOURCES 2,484,051 2,920,250 500,000 Salt Lake City Mayor’s Recommended Budget 47 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Revenue and Other Sources QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 69) Transfer from Salt Lake County — — — Other Revenue 9,070,288 9,600,000 9,700,000 TOTAL QUARTER CENT REVENUES 9,070,288 9,600,000 9,700,000 Fund Balance/Cash Reserves Used — — TOTAL QUARTER CENT SOURCES 9,070,288 9,600,000 9,700,000 DEBT SERVICE FUNDS: DEBT SERVICE (FC 81) Property Taxes 17,315,863 17,368,652 17,342,055 Intergovernmental Revenue 5,314,976 2,187,367 2,179,461 Bond proceeds 32,595,914 — — Other Revenue 24,661 318,608 1,746,842 Interfund Transfers In 10,329,239 12,163,362 11,073,228 TOTAL DEBT SERVICE FUND REVENUES 65,580,654 32,037,989 32,341,586 Fund Balance/Cash Reserves Used — 1,620,569 2,553,393 TOTAL DEBT SERVICE FUND SOURCES 65,580,654 33,658,558 34,894,979 TOTAL REVENUE BUDGET 2,546,082,228 1,382,690,789 1,645,764,944 TOTAL USE OF FUND BALANCE 104,004,253 215,707,346 185,543,432 GRAND TOTAL OF SOURCES 2,650,086,481 1,598,398,135 1,831,308,376 Expenses and Other Uses GENERAL FUND RESERVES CITY COUNCIL OFFICE General Fund 4,159,816 5,387,707 5,960,249 CITY COUNCIL OFFICE TOTAL EXPENDITURES 4,159,816 5,387,707 5,960,249 OFFICE OF THE MAYOR General Fund 4,137,853 6,625,451 6,820,067 OFFICE OF THE MAYOR TOTAL EXPENDITURES 4,137,853 6,625,451 6,820,067 DEPARTMENT OF AIRPORTS Airport Fund 734,175,579 384,681,671 520,438,997 Increase Fund Balance/Cash Reserves 816,806,646 — — DEPARTMENT OF AIRPORTS TOTAL EXPENDITURES 1,550,982,225 384,681,671 520,438,997 Salt Lake City Mayor’s Recommended Budget 48 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses SALT LAKE CITY ATTORNEY General Fund 7,625,254 9,007,633 10,150,844 Governmental Immunity Internal Svc. Fund 1,919,286 3,169,767 3,370,012 Increase Fund Balance/Cash Reserves 2,399,269 794,756 405,935 Insurance & Risk Mgmt. Internal Svc. Fund 3,766,524 4,627,849 4,856,345 Increase Fund Balance/Cash Reserves 328,559 — — SALT LAKE CITY ATTORNEY TOTAL EXPENDITURES 13,311,064 16,805,248 18,377,201 DEPT OF COMMUNITY AND NEIGHBORHOODS General Fund 21,410,406 29,311,147 32,039,953 Quarter Cent Sales Tax for Transportation 5,306,170 — — Increase Fund Balance/Cash Reserves 3,764,118 — — DEPT OF COMMUNITY AND NEIGHBORHOODS TOTAL EXPENDITURES 26,716,576 29,311,147 32,039,953 DEPARTMENT OF ECONOMIC DEVELOPMENT General Fund 2,642,163 3,695,620 4,035,091 DEPARTMENT OF ECONOMIC DEVELOPMENT TOTAL EXPENDITURES 2,642,163 3,695,620 4,035,091 DEPARTMENT OF FINANCE General Fund 8,513,325 10,709,847 12,168,296 IMS - IFAS 3,075,269 5,156,937 5,929,187 Increase Fund Balance/Cash Reserves — — — Risk 35,562 35,562 35,562 Increase Fund Balance/Cash Reserves — — — DEPARTMENT OF FINANCE TOTAL EXPENDITURES 11,624,156 15,902,346 18,133,045 FIRE DEPARTMENT General Fund 45,412,393 48,586,492 52,264,357 FIRE DEPARTMENT TOTAL EXPENDITURES 45,412,393 48,586,492 52,264,357 HUMAN RESOURCES General Fund 3,153,725 4,236,836 4,659,300 Insurance & Risk Mgmt. Internal Svc. Fund 45,922,907 50,015,589 57,313,804 Increase Fund Balance/Cash Reserves 328,559 — — HUMAN RESOURCES TOTAL EXPENDITURES 49,076,632 54,252,425 61,973,104 Salt Lake City Mayor’s Recommended Budget 49 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses INFORMATION MANAGEMENT SERVICES Information Management Service Fund 17,065,145 25,375,230 32,627,754 Increase Fund Balance/Cash Reserves — — — INFO. MGMT. SERVICES INTERNAL SERVICES FUND TOTAL EXPENDITURES 17,065,145 25,375,230 32,627,754 JUSTICE COURT General Fund 4,619,415 5,199,660 5,489,720 JUSTICE COURT TOTAL EXPENDITURES 4,619,415 5,199,660 5,489,720 POLICE DEPARTMENT General Fund 82,080,976 103,977,042 110,976,812 POLICE DEPARTMENT TOTAL EXPENDITURES 82,080,976 103,977,042 110,976,812 PUBLIC LANDS General Fund 19,028,484 24,229,676 27,162,271 Golf Enterprise Fund 9,121,872 14,726,016 17,938,984 Increase Fund Balance/Cash Reserves 3,173,208 — — PUBLIC LANDS TOTAL EXPENDITURES 28,150,356 38,955,692 45,101,255 PUBLIC SERVICES DEPARTMENT General Fund 32,883,047 39,398,484 43,105,409 Fleet Management Internal Service Fund 19,175,658 30,426,031 32,498,750 Increase Fund Balance/Cash Reserves 8,837,504 — — PUBLIC SERVICES DEPARTMENT TOTAL EXPENDITURES 52,058,705 69,824,515 75,604,159 911 COMMUNICATION BUREAU General Fund 8,820,891 10,872,140 11,259,756 911 COMMUNICATIONS BUREAU TOTAL EXPENDITURES 8,820,891 10,872,140 11,259,756 PUBLIC UTILITIES DEPARTMENT Sewer Utility Enterprise Fund 113,015,365 255,914,580 301,832,622 Increase Fund Balance/Cash Reserves — — — Storm Water Utility Enterprise Fund 10,710,425 18,699,722 22,947,474 Increase Fund Balance/Cash Reserves 3,560,573 — — Water Utility Enterprise Fund 113,694,347 132,752,815 177,953,787 Increase Fund Balance/Cash Reserves — — — Salt Lake City Mayor’s Recommended Budget 50 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses Street Lighting Enterprise Funds 4,239,497 5,757,825 6,044,149 Increase Fund Balance/Cash Reserves 342,115 — — PUBLIC UTILITIES DEPARTMENT TOTAL EXPENDITURES 241,659,635 413,124,942 508,778,032 SUSTAINABILITY DEPARTMENT Refuse Fund 18,107,234 24,952,671 28,493,792 Increase Fund Balance/Cash Reserves — — — SUSTAINABILITY DEPARTMENT TOTAL EXPENDITURES 18,107,234 24,952,671 28,493,792 REDEVELOPMENT AGENCY Redevelopment Agency Fund 64,615,937 63,300,899 75,077,827 Increase Fund Balance/Cash Reserves — — — REDEVELOPMENT AGENCY TOTAL EXPENDITURES 64,615,937 63,300,899 75,077,827 NON DEPARTMENTAL General Fund 107,897,308 124,299,673 118,412,798 Curb/Gutter Special Assessment Fund 911 3,000 3,000 Increase Fund Balance/Cash Reserves 17,082 — — CDBG Operating Special Revenue Fund 6,470,520 4,958,433 5,597,763 Increase Fund Balance/Cash Reserves — — — Emergency 911 Dispatch Special Rev. Fund 3,691,166 3,800,385 3,800,385 Increase Fund Balance/Cash Reserves 1,104,678 124,615 124,615 Housing Loans & Trust Special Rev. Fund 31,343,897 25,779,254 955,000 Increase Fund Balance/Cash Reserves — — 4,447,000 Misc. Grants Operating Special Rev. Fund 41,916,856 26,614,153 7,390,097 Increase Fund Balance/Cash Reserves 2,144,209 7,544,765 — Misc. Spec. Svc. Districts Special Rev. Fund 1,557,197 1,700,000 1,700,000 Increase Fund Balance/Cash Reserves 557,671 — — Quarter Cent Sales Tax for Transportation 9,458,748 9,700,000 Increase Fund Balance/Cash Reserves 141,252 — Other Special Revenue Funds 306,980 300,000 400,000 Increase Fund Balance/Cash Reserves — — — Salt Lake City Donation Fund 2,252,760 2,870,250 500,000 Increase Fund Balance/Cash Reserves 231,291 50,000 — Salt Lake City Mayor’s Recommended Budget 51 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2023-24 MAYORS ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2021-22 FY 2022-23 FY 2023-24 Expenses and Other Uses Debt Service Funds 60,679,751 33,658,558 34,894,979 Increase Fund Balance/Cash Reserves 4,900,903 — — Capital Projects Fund 49,267,660 35,460,387 29,034,160 Increase Fund Balance/Cash Reserves 32,100,374 — 491,470 NON DEPARTMENTAL TOTAL EXPENDITURES 305,385,006 268,902,841 212,388,182 GEN FUND BAL/CASH RESERVES TOTAL EXPENSE BUDGET 1,713,819,531 1,589,733,740 1,825,839,356 TOTAL INC TO FUND BALANCE 932,229,554 8,514,136 5,469,020 GRAND TOTAL OF USES 2,646,049,085 1,598,247,876 1,831,308,376 NET CHANGE TO FUND BALANCE 828,225,301 (207,193,210) (180,074,412) ASS Governmental Fund Type: TOTAL GENERAL FUND: 333,356,572 425,537,408 444,504,924 CITY COUNCIL OFFICE 4,159,816 5,387,707 5,960,249 OFFICE OF THE MAYOR 4,137,853 6,625,451 6,820,067 SALT LAKE CITY ATTORNEY 7,625,254 9,007,633 10,150,844 COMMUNITY AND NEIGHBORHOODS 21,410,406 29,311,147 32,039,953 DEPT OF ECONOMIC DEVELOPMENT 2,642,163 3,695,620 4,035,091 DEPARTMENT OF FINANCE 8,513,325 10,709,847 12,168,296 FIRE DEPARTMENT 45,412,393 48,586,492 52,264,357 HUMAN RESOURCES 3,153,725 4,236,836 4,659,300 JUSTICE COURTS 4,619,415 5,199,660 5,489,720 POLICE DEPARTMENT 82,080,976 103,977,042 110,976,812 PUBLIC LANDS — — 27,162,271 PUBLIC SERVICES DEPARTMENT 32,883,047 39,398,484 43,105,409 911 COMMUNICATIONS BUREAU 8,820,891 10,872,140 11,259,756 NON DEPARTMENTAL 107,897,308 124,299,673 118,412,798 TOTAL SPECIAL REVENUE FUNDS 61,501,649 40,243,221 29,088,245 TOTAL DEBT SERVICE FUNDS 60,680,662 33,661,558 34,897,979 TOTAL CAPITAL PROJECTS FUNDS 49,267,660 35,460,387 29,034,160 Proprietary Fund Type: TOTAL INTERNAL SERVICE FUNDS 90,960,351 118,806,965 136,631,414 TOTAL ENTERPRISE FUNDS 1,099,024,153 926,565,453 1,151,682,632 TOTAL EXPENSE BUDGET 1,694,791,047 1,580,274,992 1,825,839,357 Salt Lake City Mayor’s Recommended Budget 52 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUE KEY CHANGES Fiscal Year 2024 General Fund Funding Our Future TOTAL Revenue Changes Prior Year Adopted Budget 378,322,311 47,215,097 425,537,408 Transfer ARPA Funding (moved to Fund Balance) — — — Transfer ARPA Available Salary Restoration 792,195 — 792,195 Taxes Property Tax — Anticipated Increase (New Growth) 2,140,028 — 2,140,028 RDA Tax Increment 453,333 — 453,333 Increment from Inland port area 547,514 — 547,514 Sales Tax General Fund 12,078,982 4,719,989 16,798,971 Franchise Taxes 690,999 — 690,999 PILOT 267,351 — 267,351 Licenses and Permits Licenses 1,901,478 — 1,901,478 Permits (4,041,715) — (4,041,715) Intergovernmental Revenue 489,999 — 489,999 Charges, Fees and Rentals 449,128 — 449,128 Fines 298,374 — 298,374 Parking Meter Collections (41,386) — (41,386) Interest Income 5,928,846 — 5,928,846 Miscellaneous Revenue 63,649 — 63,649 Interfund Reimbursement (158,402) — (158,402) Administrative Fees 1,857,898 — 1,857,898 Other — — — Transfers 448,875 — 448,875 Health Insurance Premium 1,076,284 — 1,076,284 — — — New Revenue Options Increase fees on Consolidated Fee Schedule (CFS) Increase Bus Lic Fee for Residential Rental Units 738,315 — 738,315 Increase Bus Lic Fee for Hotel/Motel Units 49,912 — 49,912 Increase Meter Bagging Fee ($28 to $50) 207,000 — 207,000 Increase Lane Closure Fee and Penalty ($14 to $50) 1,494,000 — 1,494,000 Increase Boarded Building Fee — — — CPI (6.3% included in revenue above) — — — — — — Change in One-Time Revenue FY2024 One-Time Revenues Use of Fund Balance 26,267,308 2,503,642 28,770,950 Premium Holiday (potential second period) 1,076,000 — 1,076,000 Recapture of REP Funding 1,781,192 — 1,781,192 Transfer from Fleet 359,454 359,454 Salt Lake City Mayor’s Recommended Budget 53 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND REVENUE KEY CHANGES Fiscal Year 2024 General Fund Funding Our Future TOTAL Revenue Changes Remove FY2023 One-Time Revenues One Time Use of General Fund Balance (14,601,363) — (14,601,363) Transfer ARPA Revenue Replacement (19,890,111) — (19,890,111) Transfer ARPA Salary Restoration Removal (1,545,746) — (1,545,746) FY2022 Civilian Response Team Recapture (Fund Balance) — (2,100,608) (2,100,608) FY2022 Bond Delay Payment Recapture (Fund Balance) (3,700,000) — (3,700,000) Racial Equity in Policing Recapture (Fund Balance) (2,284,899) — (2,284,899) Racial Equity in Policing Training for Police Recapture (Fund Balance) (150,000) — (150,000) Transfer from CIP Holding Account from FY2022 BA#7 (1,200,000) — (1,200,000) Proposed Revenue 392,166,803 52,338,120 444,504,923 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Department City Council 5,387,707 36.00 Annualization of partially funded positions — — — — — — Annualization of NFP Adjustments 45,669 — — — 45,669 — Base to Base (336,058) — — — (336,058) — Pension Changes (17,998) — — — (17,998) — Insurance Changes 8,940 — — — 8,940 — Merit Changes — — — — — — Salary Proposal 171,889 — — — 171,889 — CCAC Salary Adjustments — — — — — — Council Office Adjustments 350,000 — — — 350,000 — — — — — — — TOTAL City Council 5,610,149 36.00 — — 5,610,149 36.00 Legislative Non Departmental 350,100 No New Proposals — — TOTAL Legislative Non Departmental 350,100 — — — 350,100 — Mayor's Office 6,625,451 32.00 Annualization of partially funded positions 36,606 — — — 36,606 — Annualization of NFP Adjustments 62,538 — — — 62,538 — Base to Base (244,126) — — — (244,126) — Pension Changes (26,434) — — — (26,434) — Insurance Changes 10,156 — — — 10,156 — Merit Changes — — — — — — Salt Lake City Mayor’s Recommended Budget 54 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Salary Proposal 195,424 — — — 195,424 — CCAC Salary Adjustments 7,576 — — — 7,576 — Remove Art under the bypass [One Time] (60,000) — — — (60,000) — Stipends for Boards and Commissions 29,420 — — — 29,420 — Fleet Block Engagement (100,000) — — — (100,000) — Budget Amendment #3: Transferring Consumer Protection Analyst from Mayor's Office to Housing Stability -108841 (1.00) — — (108,841) (1.00) Love Your Block Program (Grade 23) (10 Mths) 160,667 2.00 — — 160,667 2.00 Know your Neighbor (Grade 23) (10 Mths) 92,000 1.00 — — 92,000 1.00 Office Reconfiguration 25,000 — — — 25,000 — Professional Association Membership Fees 20,000 — — — 20,000 — Travel 59,630 — — — 59,630 — Slc Corps Operating Expenses 15,000 — — — 15,000 — Operating Cost 20,000 — — — 20,000 — — — — — — — TOTAL Mayor's Office 6,820,067 34.00 — — 6,820,067 34.00 Attorney's Office 9,007,633 58.50 Annualization of partially funded positions 41,886 — — — 41,886 — Annualization of NFP Adjustments 66,500 — — — 66,500 — Base to Base 158,421 — — — 158,421 — Pension Changes (35,608) — — — (35,608) — Insurance Changes 19,592 — — — 19,592 — Merit Changes — — — — — — Salary Proposal 339,500 — — — 339,500 — CCAC Salary Adjustments 32,849 — — — 32,849 — Contracted Services Adjustments 33,324 — — — 33,324 — Special Project Analysis & Automation (Grade 26) (10 Mths) - Salary Only 99,509 1.00 — — 99,509 1.00 Salary Adjustment for Prosecutor 200,000 200,000 Prosecutor's - Assistant Prosecutor (Grade 34) (10 Mths) (Miami Model) 132,238 1.00 — — 132,238 1.00 Office Reconfiguration 55,000 — — — 55,000 — TOTAL Attorney's Office 10,150,844 60.50 — — 10,150,844 60.50 Community and Neighborhoods 25,939,694 182.00 3,371,453 8.00 Annualization of partially funded positions 81,853 — 40,749 — 122,602 — Annualization of NFP Adjustments 60,236 — — — 60,236 — Base to Base (45,751) — (64,759) — (110,510) — Pension Changes (101,942) — (5,400) — (107,342) — Insurance Changes 59,712 — 2,620 — 62,332 — Salt Lake City Mayor’s Recommended Budget 55 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Merit Changes 41,242 — — — 41,242 — Salary Proposal 885,895 — 42,026 — 927,921 — CCAC Salary Adjustments 48,774 — — — 48,774 — Remove Personnel Program Expenses [One-Time] (22,600) — — — (22,600) — Remove Temporary Traffic Calming [One-Time] (100,000) — — — (100,000) — CCC & Green Team 6 Month Reduction — — — — — — Fix the Bricks Match (100% AMI or Below Household Income) — — — — — — Budget Amendment #3: Transferring Consumer Protection Analyst from Mayor's Office to Housing Stability 108,841 1.00 — — 108,841 1.00 Budget Amendment #4: Lease & Tenant Improvements for Substations 130,000 — — — 130,000 — Budget Amendment #4: Transferring CIP and Impact Fees Positions to Finance (223,299) (2.00) — — (223,299) (2.00) Duplicate Position Eliminated per HR (127,537) (1.00) — — (127,537) (1.00) YF Youth and Community Programs Four FTES (One-time) 447,136 4.00 — — 447,136 4.00 Civil Enforcement Positions (Grade 19) (10 Mths) 194,000 2.00 — — 194,000 2.00 Planning - 15 Minute City Program Expenses [One-Time] 100,000 — — — 100,000 — Business Systems Analyst II (Grade 28) (10 Mths) 111,010 1.00 — — 111,010 1.00 Youth & Family Strategic Plan 100,000 — — — 100,000 — Homeless HSD - Advantage Services — — 598,000 — 598,000 — FOF CAN/HSD - TIP, Tenant Relocation Assistance Program — — 180,000 — 180,000 — FOF CAN/HSD - TIP, Tenant Resource Center and Navigation Service 46,000 — 46,000 — 92,000 — Homeless HSD - Ambassador Expansion Area Increase [One-Time] 96,000 — — — 96,000 — — — — — — — TOTAL Community and Neighborhoods 27,829,264 187.00 4,210,689 8.00 32,039,953 195.00 Economic Development 3,695,620 22.00 Annualization of partially funded positions — — — — — — Annualization of NFP Adjustments 36,134 — — — 36,134 — Base to Base 73,916 — — — 73,916 — Pension Changes (17,205) — — — (17,205) — Insurance Changes 6,244 — — — 6,244 — Merit Changes — — — — — — Salary Proposal 127,439 — — — 127,439 — CCAC Salary Adjustments 12,943 — — — 12,943 — Construction Mitigation Funding — — — — — — Salt Lake City Mayor’s Recommended Budget 56 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Health Care Innovation Youth Summit [Ongoing] 20,000 — — — 20,000 — DED Strategic Plan (One-time) 80,000 — — — 80,000 — — — — — — — TOTAL Economic Development 4,035,091 22.00 — — 4,035,091 22.00 Finance Department 10,709,847 76.70 Annualization of partially funded positions 86,135 — — — 86,135 — Annualization of NFP Adjustments 120,078 — — — 120,078 — Base to Base 22,701 — — — 22,701 — Pension Changes (43,469) — — — (43,469) — Insurance Changes 31,584 — — — 31,584 — Merit Changes 12,282 — — — 12,282 — Salary Proposal 425,852 — — — 425,852 — CCAC Salary Adjustments 73,872 — — — 73,872 — Remove Purchasing Outreach [One-Time] (30,000) — — — (30,000) — Budget Amendment #4: Contract Development Specialists 197,800 2.00 — — 197,800 2.00 Budget Amendment #4: Transferring CIP and Impact Fees Positions to Finance 223,299 2.00 — — 223,299 2.00 Personnel and Professional Development 169,842 — — — 169,842 — Ongoing Software and Inflation - Resource X & E-Civis [Ongoing] 84,200 — — — 84,200 — Financial Analyst II for Salt Lake Foundation (Grade 24) ( 10 Mths) 87,373 1.00 — — 87,373 1.00 Program costs 2,000 — — — 2,000 — Radio Transfer to IMS (5,100) — — — (5,100) — — — — — — — TOTAL Finance Department 12,168,296 81.70 — — 12,168,296 81.70 Fire Department 47,716,952 383.00 869,540 9.00 Annualization of partially funded positions 172,865 — 24,022 — 196,887 — Annualization of NFP Adjustments 10,518 — — — 10,518 — Base to Base (470,241) — 42,368 — (427,873) — Pension Changes (8,846) — (1,076) — (9,922) — Insurance Changes 150,824 — 3,348 — 154,172 — Merit Changes 372,447 — 6,571 — 379,018 — Salary Proposal 1,843,743 — 37,261 — 1,881,004 — CCAC Salary Adjustments 22,305 — — — 22,305 — Remove Turn-Out Gear [One-Time] (12,000) — — — (12,000) — Remove Program Expenses [One-Time] (1,200) — (47,200) — (48,400) — Fire Contract & Inflationary Increases 274,765 — — — 274,765 — (CHAT) Community Health Access Team Enhancements — — 369,667 4.00 369,667 4.00 Program Costs [One-Time, $2,000] 21,000 — 21,000 — Salt Lake City Mayor’s Recommended Budget 57 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Fire Captain - Medical Division (6-month Funding) — — 72,252 1.00 72,252 1.00 Program Costs [One-Time, $2,500] — — 3,200 — 3,200 — Dept. of Airports - ARFF/MRT FTEs (100% Revenue Budgeted) 764,666 5.00 — — 764,666 5.00 SCBA Compressor & Hydrostatic Testing (One-time Funding) 114,000 — — — 114,000 — Versaterm Transfer to IMS (For Software Systems & Tech) (48,159) — — — (48,159) — Radio Transfer to IMS (39,235) — — — (39,235) — — — — — — — TOTAL Fire 50,863,404 388.00 1,400,953 14.00 52,264,357 402.00 Human Resources Department 4,236,836 31.40 Annualization of partially funded positions 84,378 — — — 84,378 — Annualization of NFP Adjustments 22,566 — — — 22,566 — Base to Base (125,559) — — — (125,559) — Pension Changes (19,985) — — — (19,985) — Insurance Changes 10,596 — — — 10,596 — Merit Changes — — — — — — Salary Proposal 172,248 — — — 172,248 — CCAC Salary Adjustments — — — — — — Project & Policy Manager (Grade 24) (10 Mths) 121,588 1.00 — — 121,588 1.00 Business Partner I (Grade 25) (10 Mths) 128,460 1.00 — — 128,460 1.00 Operational Expense Increases 10,172 — — — 10,172 — Pre-Employment Screening (Transfer from Public Services) 18,000 — — — 18,000 — — — — — — — TOTAL Human Resources 4,659,300 33.40 — — 4,659,300 33.40 Justice Court 5,199,660 42.00 Annualization of partially funded positions — — — — — — Annualization of NFP Adjustments 5,330 — — — 5,330 — Base to Base 33,574 — — — 33,574 — Pension Changes (14,025) — — — (14,025) — Insurance Changes 14,520 — — — 14,520 — Merit Changes 4,788 — — — 4,788 — Salary Proposal 196,489 — — — 196,489 — CCAC Salary Adjustments 7,029 — — — 7,029 — Judicial Salary Increases 42,355 — — — 42,355 — — — — — — — TOTAL Justice Court 5,489,720 42.00 — — 5,489,720 42.00 Salt Lake City Mayor’s Recommended Budget 58 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Police Department 91,769,074 665.00 665 12,207,968 85.00 Annualization of partially funded positions 79,546 — 546,193 — 625,739 — Annualization of NFP Adjustments 28,874 — — — 28,874 — Base to Base 502,096 — (421,911) — 80,185 — Pension Changes (39,432) — (11,921) — (51,353) — Insurance Changes 265,468 — 32,376 — 297,844 — Merit Changes 5,551 — 2,780 — 8,331 — Salary Proposal 3,804,240 — 377,963 — 4,182,203 — CCAC Salary Adjustments 74,188 — — — 74,188 — Remove New Program Start Up Expenses [One-Time] (12,000) — — — (12,000) — Remove Versaterm E-Ticketing [One-Time] (60,000) — — — (60,000) — Remove base pay covered by 2020 COPS Hiring grant funding (450,000) (450,000) Contractual Pay Items 700,000 — — — — 700,000 — Police Overtime (Revenue Offset) 483,296 — — — 483,296 — Non-Personnel Inflationary Costs 302,991 — — — 302,991 — License Plate Reader (LPR) program 150,000 150,000 Sergeant Internal Affairs Program (9 Mths) 143,186 1.00 — — 143,186 1.00 Sergeant IA Program - PD Costs 22,780 — — — 22,780 — Sergeant IA Program - Fleet & Fuel Costs [Ongoing] 3,300 — — — 3,300 — Increase Civilian Response - (9 Mths) — — — — — `Civilian Response (Grade 20) (9 Mths) — — 202,999 4.00 202,999 4.00 Other Equipment [One-Time] — — 74,056 — 74,056 — Fleet & Fuel Costs (Ongoing) — — 6,400 — 6,400 — Increase Airport Operations Program - (9 Mths) 760,881 6.00 — — 760,881 6.00 Other One-Time Expenses 106,680 — — — 106,680 — Other Ongoing Expenses 49,800 — — — 49,800 — Printer Lease Management Transfer to IMS (55,000) — — — (55,000) — Versaterm Transfer to IMS (For Software Systems & Tech) (526,380) — — — (526,380) — Radio Transfer to IMS (Radio System) (149,230) (149,230) — — — — — — — TOTAL Police Department 97,959,909 672.00 13,016,903 89.00 110,976,812 761.00 Public Lands 23,542,252 135.35 687,424 8.00 Annualization of partially funded positions 66,704 — — — 66,704 — Annualization of NFP Adjustments 29,797 — — — 29,797 — Base to Base 134,357 — (69,774) — 64,583 — Pension Changes (67,051) — (4,900) — (71,951) — Insurance Changes 44,024 — 1,892 — 45,916 — Salt Lake City Mayor’s Recommended Budget 59 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Merit Changes 58,063 — 4,986 — 63,049 — Salary Proposal 545,936 — 26,893 — 572,829 — CCAC Salary Adjustments 11,078 — — — 11,078 — Remove Office Configuration [One-Time] (100,000) — — — (100,000) — Remove Tree Watering Campaign Education [One-Time] (50,000) — — — (50,000) — Budget Amendment #4: 2 Public Lands Planner Positions 229,440 2.00 — — 229,440 2.00 Inflationary & Contractual Increases 649,500 — — — 649,500 — Expanded Citywide Events 219,500 1.00 — — 219,500 1.00 FOF - Parks New Properties & Growth and Use Impacts (10 months) Parks Maintenance Tech II (Grade 16) (10 Mths) — — 67,800 1.00 67,800 1.00 Associated Seasonals — — 127,500 127,500 — Program Costs [Ongoing] — — 110,450 110,450 — Sr Natural Resource Technician (Grade 16) (10 Mths) — — 67,800 1.00 67,800 1.00 Maint. Electrician IV (Grade 22) (10 Mths) — — 83,800 1.00 83,800 1.00 Program Costs [Ongoing] — — 39,000 39,000 — General Maint. Worker IV (Grade 21) (10 Mths) — — 79,800 1.00 79,800 1.00 Sprinkler Irrigation Tech III (Grade 20) (10 Mths) — — 76,000 1.00 76,000 1.00 Central Control Irrigation SPE (Grade 20) (10 Mths) — — 76,000 1.00 76,000 1.00 Sr Warehouse Operator (Grade 15) (10 Mths) — — 7,500 0.50 7,500 0.50 FOF - T&NL New Properties & Growth and Use Impacts Sr Natural Resource Technician (Grade 16) (10 Mths) — — 62,000 1.00 62,000 1.00 Associated Seasonals — — (13,400) (13,400) — Program Costs [Ongoing] — — 38,000 38,000 — Environ Specialist II Union — — 74,700 1.00 74,700 1.00 Sr Natural Resource Technician (Grade 16) (10 Mths) — — 62,000 1.00 62,000 1.00 Associated Seasonals — — 17,200 17,200 Program Costs [Ongoing] — — 52,000 52,000 — Operational Expenses [One-Time] 50,000 50,000 — Sr Natural Resource Technician (Grade 16) (10 Mths) — — 62,000 1.00 62,000 1.00 Sr Natural Resource Technician (Grade 16) (10 Mths) — — 62,000 1.00 62,000 1.00 — — — — — — — TOTAL Public Lands 25,313,600 138.35 1,848,671 19.50 27,162,271 157.85 Salt Lake City Mayor’s Recommended Budget 60 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND DEPARTMENTAL KEY CHANGES Fiscal Year 2024 General Fund FTE Funding Our Future FTE TOTAL FTE Departmental Expense Changes Public Services 35,915,905 235.00 3,482,579 26.00 Annualization of partially funded positions 123,688 — 44,327 — 168,015 — Annualization of NFP Adjustments 92,027.00 — — — 92,027 — Base to Base 108,523.00 — (203,084.00) — (94,561) — Pension Changes (123,729.00) — (12,672.00) — (136,401) — Insurance Changes 85,724.00 — 7,856.00 — 93,580 — Merit Changes 29,792.00 — — — 29,792 — Salary Proposal 1,023,976.00 — 90,712.00 — 1,114,688 — CCAC Salary Adjustments 100,850.00 — — — 100,850 — Remove New Program Start Up Expenses [One-Time] (7,180.00) — — — (7,180) — Budget Amendment #4: Sr. Project Manager 160,800.00 1.00 — — 160,800 1.00 Streets Mill and Overlay Pilot Program (Equipment funding in CIP) — — 130,000 — 130,000 — Converting part-time Office Tech to FTE - Streets — 1.00 — — — 1.00 Contractual Increases / Inflationary 1,256,000 — — — 1,256,000 — Safety and Security Manager (Grade 37) (10 mths) 152,565 1.00 152,565 1.00 Environmental Engineer - (Grade 33) (10 Mths) 160,000 1.00 160,000 1.00 Other One-Time Expenses 18,000 — — — 18,000 — Building Administrator (10 Mths) 129,000 1.00 — — 129,000 1.00 Other One-Time Expenses 2,750 2,750 — New FTEs (4): Trades Apprenticeship Program (10 Mths) 332,000 4.00 — — 332,000 4.00 Public EV Charging Stations Maintenance 45,000 — — — 45,000 — Engineering AutoCAD transfer to IMS (22,000) — — — (22,000) — Pre-Employment Screening transfer to HR (18,000) — — — (18,000) — — — — — — — TOTAL Public Services 39,565,691 244.00 3,539,718 26.00 43,105,409 270.00 911 Dispatch 10,079,756 92.00 792,384 8.00 100.00 Annualization of partially funded positions — — — — — — Annualization of NFP Adjustments 1,761 — — — 1,761 — Base to Base (108,747) — 21,631 — (87,116) — Pension Changes (47,840) — (3,780) — (51,620) — Insurance Changes 26,992 — 3,224 — 30,216 — Merit Changes 97,922 — — — 97,922 — Salary Proposal 363,066 — 33,387 — 396,453 — CCAC Salary Adjustments — — — — — — — — — — — — TOTAL 911 Dispatch 10,412,910 92.00 846,846 8.00 11,259,756 100.00 Departmental Totals 301,228,346 2030.95 24,863,780 164.5 326,092,126 2295.45 Salt Lake City Mayor’s Recommended Budget 61 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND NON-DEPARTMENTAL KEY CHANGES FY2024 General Fund Change Funding Our Future Change TOTAL Expense Changesrtar Airport Trail Reimbursement 103,887 (103,887) — — — Apprenticeship Program (Transfer to Public Services and Wasatch Gardens) 1,025,000 (395,000) — — 630,000 Employee Appreciation — 150,000 — — 150,000 City Hall Security Improvements (Remove One-Time) 933,000 (933,000) — — — City Hall Police Presence 267,000 13,350 — — 280,350 Fire SCBAArt 197,400 — — — 197,400 Police Body Cameras and Vehicle Integration 687,422 — 512,578 — 1,200,000 Axon Body Camera Services Enhancement 349,692 — — — 349,692 City Resident Bus Pass (HIVE) 1,160,000 (810,000) — — 350,000 Free Bus Passes for School Children 100,000 — — — 100,000 Federal Grant Match Account 1,000,000 (1,000,000) — — — Contract for Animal Services 1,968,385 2,263 — — 1,970,648 Demographic Contract 50,000 — — — 50,000 Jordan River Commission (Membership) 14,000 2,000 — — 16,000 Municipal Elections 20,000 — — 20,000 Election Cost — 244,551 — — 244,551 Ranked Choice Voting Awareness — 40,000 — — 40,000 Oath of Office Event — 30,000 — — 30,000 Outgoing Elected Official Event — 20,000 — — 20,000 Retirement Payouts 696,000 — — — 696,000 Sorenson Center with County 1,014,800 — — — 1,014,800 Transportation Utility Fee Consultant [One-Time] — 50,000 — — 50,000 Tuition Aid program 320,000 — — — 320,000 Washington D. C. Lobbyist 75,000 — — — 75,000 enCapital Improvement Fund: Debt Service Fund Debt Service on Bonds 9,346,796 193,730 — — 9,540,526 Debt Service on ESCO 896,500 (135,500) — — 761,000 Debt Service on LBA 1,174,025 (1,174,025) — — — Ongoing Commitments Transfer to CIP for ongoing commitments 600,000 — — — 600,000 Facilities Capital Replacement 350,000 — — — 350,000 Parks Capital Replacement 250,000 — — — 250,000 Parks Maintenance — — 2,000,000 (2,000,000) — Vacant Building Maintenance 700,000 — — — 700,000 CIP Percent for art — — — 161,518 161,518 CIP Contingency — — — 215,357 215,357 Salt Lake City Mayor’s Recommended Budget 62 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND NON-DEPARTMENTAL KEY CHANGES FY2024 General Fund Change Funding Our Future Change TOTAL Expense Changes New Projects Capital Improvement Projects Fund 7,307,135 — 3,100,000 — 10,407,135 Westside New Project (Art) — — — 150,000 150,000 Restoration for City Buildings (Earthquake) (Insurance Reimbursed) [One-Time] 2,000,000 (2,000,000) — — — Set Aside Hand Held Radios [One Time] 3,700,000 (3,700,000) — — — Historic Signs/Markers [One Time] 30,000 (30,000) — — — Fleet Fund: Fleet - Replacement Fund 5,000,000 — — — 5,000,000 Streets Fleet Equipment Replacement — — 1,700,000 — 1,700,000 Public Safety Apparatus/Vehicle Replacement — — 4,000,000 — 4,000,000 Remove FY2023 Vehicles for New Positions 283,300 (283,300) 728,600 (728,600) — Vehicles for New Positions in FY2024 — 135,000 — 908,350 1,043,350 Fleet - Centralized Fleet Maintenance 6,800,439 138,500 — 6,938,939 Parts/Equipment/Labor — 717,954 — — 717,954 Golf Fund: Golf (Living Wage and CCAC Salary Adjustments Transfer) 370,100 — — — 370,100 Golf ESCO Payment Transfer [One-Time] Prior Year 493,239 (493,239) — — — Golf ESCO Payment Transfer [One-Time] Current Year — 510,427 — — 510,427 Golf Admin Fee Transfer 339,335 16,967 — — 356,302 Golf IMS Fee Transfer 350,000 — — — 350,000 Rosepark Infrastructure renewal 500,000 — — — 500,000 Information Management Services Fund: IMS Services 17,729,541 — 430,054 — 18,159,595 IMS Personnel Costs — 592,968 — — 592,968 IMS New Personnel — 559,064 — — 559,064 IMS Contractual and Other Increases — 1,395,354 — — 1,395,354 Versaterm Transfers to IMS from the General Fund (Fire, Police, Attorneys Office) — 578,975 — — 578,975 Radio System Transfer to IMS from General Fund (Fire, Police, E911, Public Services) — 241,645 — — 241,645 PSB Printer Maintenance Transfer to IMS from General Fund (Police) 55,000 55,000 New CAP Software ($350,000 one-time) $250,000 on going 350,000 350,000 AutoCAD Transfer to IMS from the General Fund (Public Services) — 22,000 — — 22,000 Zoom Enterprise Software - BA#5 — 25,000 — — 25,000 Budget for New Positions — 127,750 — 59,164 186,914 Salt Lake City Mayor’s Recommended Budget 63 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND NON-DEPARTMENTAL KEY CHANGES FY2024 General Fund Change Funding Our Future Change TOTAL Expense Changes Budget for Prior Year New Positions Remove [One-Time]? 141,000 (141,000) 66,000 (66,000) — Insurance and Risk Management Fund 3,125,591 — — — 3,125,591 Salary Adjustments — 143,763 — — 143,763 — Insurance Premium Increases — 142,130 — — 142,130 — Life Savings Account — 500,000 — — 500,000 — Public Utilities Funds: Public Utilities - HIVE : Pass through expense 61,000 — — — 61,000 Public Utilities - Land Swap payment 200,000 — — — 200,000 Public Utilities - Assistance 100,000 — — — 100,000 Water Usage Study - Transfer to Public Utilities [One-Time] — 100,000 — — 100,000 Street Lighting Street lighting (GF owned properties) 50,000 — — — 50,000 Street Lighting in Enhanced Service Areas (GF owned properties) 54,420 — — — 54,420 SAA Street Lighting 80,000 — — — 80,000 Redevelopment Agency Fund RDA Tax Increment 15,532,420 453,333 — — 15,985,753 Housing Plan - Land Discounts and Financing (transfer to RDA) — — 2,590,000 — 2,590,000 Special Revenue Fund Environmental Assessment Fund 100,000 — — — 100,000 Emergency Demolition Revolving Fund [Remove FY2023 One-Time] 200,000 (200,000) — — — Sustainability Fund — GF E&E Operation Funding 1,248,126 410,674 — — 1,658,800 Remove Transfer for One Time Projects (Community Lawn Mower Exchange, EV Charging Stations) 419,000 (419,000) — — — Transfer EV Charging Station to Public Services 45,000 (45,000) — — — Change in Transfer — (257,900) — — (257,900) Police Department and Racial Equity In Policing Funding Police Officer Training [One-Time $150,400] 205,400 (150,400) — — 55,000 Social Worker Program — — 646,017 60,536 706,553 Increased Mental Health Responders 562,500 — 450,000 121,074 1,133,574 Diversifying Public Safety Civilian Response Models Holding Account — — 842,000 (842,000) — Commission of Racial Equity & Policing 120,000 — — — 120,000 REP Commission Peer Court Support 20,000 — — — 20,000 REP FY2021 Holding Account [FY2021 REP Fund Balance] 1,781,192 (1,781,192) — 1,781,192 1,781,192 Salt Lake City Mayor’s Recommended Budget 64 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND NON-DEPARTMENTAL KEY CHANGES FY2024 General Fund Change Funding Our Future Change TOTAL Expense Changes Sales Tax Option - Transit Plan — Transit Plan - Service for Key Routes — — 6,600,000 400,000 7,000,000 Transit Plan - On Demand Ride Services (Smaller Service Area) — — 1,900,000 1,100,000 3,000,000 Transit Plan - UTA Outreach — 100,000 100,000 ti Mayor - Receptions/Employee Appreciation 20,000 — — — 20,000 ACE Fund 200,000 — — — 200,000 Board and Commissions honoraria 26,000 — — — 26,000 Remove City County Building Branding [One-Time] 75,000 (75,000) — — — Diversity Outreach (CoCs, etc.) 3,000 — — — 3,000 Healthcare Innovation - Biohive (BA#6) 50,000 50,000 — — 100,000 Biohive Branding and Marketing [One Time] 35,000 — — — 35,000 Housing Authority Transitional Housing 85,000 — — — 85,000 Legal Defenders 1,404,677 118,390 — — 1,523,067 Local Business Marketing Grants 20,000 — — — 20,000 Music Licensing Fees 7,000 2,000 — — 9,000 National League of Cities and Towns 11,535 1,262 — — 12,797 NBA All Star Game 1,000,000 (1,000,000) — Open Streets Initiative (Closing Main Street - Fridays and Saturdays) [One Time] 150,000 (150,000) — — — Rape Recovery Center 30,000 — — — 30,000 Sister Cities 10,000 — — 10,000 Salary Contingency — 760,000 — — 760,000 Salt Lake City Arts Council 800,000 — — — 800,000 Salt Lake City Foundation 3,000 — — — 3,000 SL Area Chamber of Commerce 50,000 5,000 — — 55,000 Remove Shooting Range Remediation [One-Time] 500,000 (500,000) — — — Suazo Membership (BA#6) 45,000 — — — 45,000 Remove Hispanic Entrepreneurs Program [One-Time] 30,000 (30,000) — — Sugar House Park Authority 224,795 45,456 — — 270,251 Tracy Aviary 719,367 44,159 — 763,526 US Conference of Mayors Membership 12,242 — — — 12,242 Utah Economic Development Corporation 108,000 — — — 108,000 Utah League of Cities and Towns Membership 183,563 49,911 — 233,474 Wasatch Community Gardens - Apprentice Gardner (from Apprentice Funding) — 50,000 — — 50,000 World Trade Center Membership 50,000 — — — 50,000 Salt Lake City Mayor’s Recommended Budget 65 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL FUND NON-DEPARTMENTAL KEY CHANGES FY2024 General Fund Change Funding Our Future Change TOTAL Expense Changes YWCA - FJC Wrap around services 45,000 — — — 45,000 — — — — — TOTAL Non-Departmental 98,145,824 (7,207,367) 25,803,749 1,670,591 118,412,797 Revenue Summary General Fund Funding Our Future TOTAL d R FY2024 Budget FY2024 Budget FY2024 Budget Ongoing Revenue Sources 403,565,741 51,935,086 455,500,827 New Revenue Sources 2,489,227 — 2,489,227 Change in One-Time Revenue Sources (13,888,165) 403,034 (13,485,131) TOTAL Citywide Expense 392,166,803 52,338,120 444,504,923 Expense Summary General Fund Funding Our Future TOTAL General Fund Department Expense FY2024 Budget FTE FY2024 Budget FTE FY2024 Budget FTE City Council 5,610,149 36.00 — — 5,610,149 36.00 Council Non Departmental 350,100 — — — 350,100 — Mayor's Office 6,820,067 34.00 — — 6,820,067 34.00 Attorney's Office 10,150,844 60.50 — — 10,150,844 60.50 Community and Neighborhoods 27,829,264 187.00 4,210,689 8.00 32,039,953 195.00 Economic Development 4,035,091 22.00 — — 4,035,091 22.00 Finance Department 12,168,296 81.70 — — 12,168,296 81.70 Fire Department 50,863,404 388.00 1,400,953 14.00 52,264,357 402.00 Human Resources 4,659,300 33.40 — — 4,659,300 33.40 Justice Court 5,489,720 42.00 — — 5,489,720 42.00 Police Department 97,959,909 672.00 13,016,903 89.00 110,976,812 761.00 Public Lands 25,313,600 138.35 1,848,671 19.50 27,162,271 157.85 Public Services 39,565,691 244.00 3,539,718 26.00 43,105,409 270.00 E911 Services 10,412,910 92.00 846,846 8.00 11,259,756 200.00 Non Departmental 90,938,457 — 27,474,340 — 118,412,797 — TOTAL Citywide Expense 392,166,803 2,030.95 52,338,120 164.50 444,504,923 2,295.45 — — — FY2024 Budget Revenue 392,166,803 52,338,120 444,504,923 Expense 392,166,803 2,030.95 52,338,120 164.50 444,504,923 2,195.45 Difference — — — FY2023 Budget Revenue 378,322,311 47,215,097 425,537,408 Expense 378,322,311 1,990.95 47,215,097 144.00 425,537,408 2,134.95 Difference — — — Salt Lake City Mayor’s Recommended Budget 66 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget CIP Fund (FC 83) Revenue and Other Sources FY23 Beginning Balance 35,460,387 Eliminate FY2023 GF Funding (Including Funding Our Future, less Debt Service) (20,007,135) Eliminate FY2023 Class C Funding (3,000,000) Eliminate FY2023 Impact Fees Funding (3,360,193) Eliminate FY2023 funding from ¼¢ Sales Tax (8,000,000) Eliminate FY2023 Funding from additional sources (1,093,059) FY2024 GF Funding (Excluding transfer directly to Debt Service) 19,508,661 FY2024 General Fund Funding our Future 3,626,875 FY 2024 Less amount transferred directly to debt service (10,301,526) FY2024 Class C Funding (Excluding transfer directly to Debt Service) 3,500,000 FY2024 Impact Fee Funding 2,968,850 FY2024 ¼¢ Sales Tax Funding 8,191,470 FY2024 Community Development Block Grant — FY2024 Funding from additional sources 2,031,300 Total Revenues and Other Sources Budget (5,934,757) 29,525,630 Expenses and Other Uses FY22 Beginning Balance 35,460,387 Eliminate FY2023 Ongoing Commitment Funding (5,122,554) Eliminate FY2023 Maintenance Funding (2,173,008) Eliminate FY2023 Capital Projects Funding (9,869,877) Eliminate FY2023 ¼¢ Sales Tax Funding (5,000,000) Eliminate FY2023 General Fund One Time Sources [City Building Earthquake Repair, Radios] (5,700,000) Eliminate FY2023 Class C Funding (3,000,000) Eliminate FY2023 Streets Impact Fee Funding (1,522,000) Eliminate FY2023 Parks Impact Fee Funding (1,838,193) Eliminate FY2023 Community Development Block Grant (722,000) Eliminate FY2023 Cost Overrun and Percent for Art (364,250) Eliminate FY2023 Transfer to Debt Service GF (148,505) FY2024 Ongoing Commitment General Fund Funding 2,100,000 Salt Lake City Mayor’s Recommended Budget 67 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget FY2024 Maintenance Funding GF, Funding our Future — FY2024 Capital Projects Funding 10,524,921 FY2024 Class C Funding (Excluding transfer directly to Debt Service) 3,500,000 FY2024 Streets Impact Fees Funding 240,000 FY2024 Parks Impact Fees Funding 2,728,850 FY2024 ¼¢ Sales Tax Funding 7,700,000 FY2024 Funding from additional sources 500,000 FY2024 Community Development Block Grant — Cost Overrun and Percent for art 409,089 Transfer to Debt Service - General Fund 150,500 Transfer to LBA Fire Stations #3 & #14 1,180,800 Total Expenditures and Other Uses Budget (6,426,227) 29,034,160 Budgeted revenues and other sources over 491,470 491,470 (under) expenditures and other uses Curb and Gutter (FC 20) Revenue and Other Sources FY2023 Beginning Balance 3,000 No Changes — Total Revenues and Other Sources Budget — 3,000 Expenses and Other Uses FY2023 Beginning Balance 3,000 No Changes Total Expenditures and Other Uses Budget — 3,000 Budgeted revenues and other sources over — (under) expenditures and other uses Misc. Special Service Districts (FC 46) Revenue and Other Sources FY2023 Beginning Balance 1,700,000 Change in revenue from New Assessment Total Revenues and Other Sources Budget — 1,700,000 Expenses and Other Uses FY2023 Beginning Balance 1,700,000 Change in expense from New Assessment Salt Lake City Mayor’s Recommended Budget 68 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Total Expenditures and Other Uses Budget — 1,700,000 Budgeted revenues and other sources over (under) expenditures and other uses — Street Lighting Enterprise Fund (FC 48) Revenue and Other Sources FY2023 Beginning Balance-base lighting 4,302,222 Street lighting fees 417,463 Change in interest income 21,500 Transfer from the General Fund (60,000) Total Revenues and Other Sources Budget 378,963 4,681,185 Expenses and Other Uses FY2023 Beginning Balance-base lighting 5,757,825 2.7 Personnel services (0.2) 19,640 Charges for service 266,707 Debt services (23) Total Expenditures and Other Uses Budget 2.6 286,324 6,044,149 Budgeted revenues and other sources over (1,362,964) (under) expenditures and other uses Water Utility (FC 51) Revenue and Other Sources FY2023 Beginning Balance 108,196,368 Change in Metered Water Sales (5,220,600) Change in Interest Income (426,662) Other Revenue 775,972 Grants 10,951,380 Impact Fees 215,330 Sale of Equipment (500) Transfer from General Fund (200,000) Bond proceeds 62,346,000 Total Revenues and Other Sources Budget 68,440,920 176,637,288 Expenses and Other Uses FY2023 Beginning Balance 132,752,815 288.2 Personnel services 10.1 2,956,730 Operating & maintenance 713,830 Salt Lake City Mayor’s Recommended Budget 69 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Charges for service 2,055,019 Capital outlay 292,080 Capital improvements 35,111,000 Cost of bond issuance 346,000 Debt services 3,726,313 Total Expenditures and Other Uses Budget 298.2 45,200,972 177,953,787 Budgeted revenues and other sources over (1,316,499) (under) expenditures and other uses Sewer (FC 52) Revenue and Other Sources FY2023 Beginning Balance 196,630,907 Change in Sewer Utility Service Revenue 9,563,000 Other Revenues (17,500) Change in Interest Income (97,636) Other sources 25,407 WIFIA Loan 32,552,000 Bond Proceeds 51,285,000 Total Revenues and Other Sources Budget 93,310,271 289,941,178 Expenses and Other Uses FY2023 Beginning Balance 255,914,580 127.7 Personnel Services 3.2 1,561,004 Operating & Maintenance 231,330 Charges for Service 1,356,811 Capital Outlay 1,579,812 Capital Improvements 33,429,863 Cost of bond issuance 285,000 Debt Service 7,474,222 Total Expenditures and Other Uses Budget 130.8 45,918,042 301,832,622 Budgeted revenues and other sources over (under) expenditures and other uses (11,891,444) Storm Water Utility (FC 53) Revenue and Other Sources FY2023 Beginning Balance 13,476,733 Change in Stormwater Utility Service Revenue 1,232,173 Change in Interest Income 43,986 Salt Lake City Mayor’s Recommended Budget 70 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Other Operating Revenues (40,000) Impact Fees 125,000 Bond Proceeds 5,028,000 Total Revenues and Other Sources Budget 6,389,159 19,865,892 Expenses and Other Uses FY2023 Beginning Balance 18,699,722 40.5 Personnel Services 3.0 687,016 Operating & Maintenance 78,900 Charges for Service 738,903 Capital Outlay 742,000 Capital Improvements 1,820,000 Cost of Bond Issuance 28,000 Debt Service 152,933 Total Expenditures and Other Uses Budget 43.4 4,247,752 22,947,474 Budgeted revenues and other sources over (under) expenditures and other uses (3,081,582) Airport Fund (FC 54,55,56) Revenue and Other Sources FY 23 Beginning Balance 302,268,600 Increase in operating revenues 43,554,000 Increase in passenger facility charges — Increase in grants and reimbursements 41,070,500 Increase in customer facility charges — Increase in airport general revenue bonds — Increase in interest income 16,619,900 Total Revenues and Other Sources Budget 101,244,400 403,513,000 Expenses and Other Uses FY 23 Beginning Balance 1,073,499,700 619.3 Increase in operating expenses 13,452,297 Decrease in Passenger Incentive Rebate (1,068,400) Decrease in interest expense (14,805,200) Decrease in bond expense (1,365,100) Increase in capital equipment 4,347,200 Decrease in capital improvements projects (553,621,500) Total Expenditures and Other Uses Budget 639.3 (553,060,700) 520,438,997 Salt Lake City Mayor’s Recommended Budget 71 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Budgeted revenues and other sources over (under) expenditures and other uses (116,926,000) Waste and Recycling Fund (FC 57) Revenue and Other Sources FY2023 Beginning Balance 19,538,377 Residential Service Fee Increase 1,488,156 Special Event Fee Changes 25,000 Increase in Debt Financing Proceeds and Misc Revenue 2,556,200 Total Revenues and Other Sources Budget 4,069,356 23,607,733 Expenses and Other Uses FY2023 Beginning Balance 21,538,279 56.0 Salary Changes 481,531 Container Maintenance Service Worker (Grade 14) (10 months) 1.0 63,247 Capital Purchase Increase 2,385,363 PUBS Allocation 205,132 Fleet Fuel and CNG Increase 130,314 Tipping Fee Increases 353,000 Fleet Maintenance Increase 52,092 Lease Debt Payment Increase 407,526 Increase in Operating and Admin Expense 678 Total Expenditures and Other Uses Budget 57.0 4,078,883 25,617,162 Budgeted revenues and other sources over (under) expenditures and other uses (2,009,429) Environment and Energy Fund (FC57) Revenue and Other Sources FY2023 Beginning Balance 1,919,726 Decrease in Revenue (460,774) Change in Transfer from GF for Operations 403,563 Total Revenues and Other Sources Budget (57,211) 1,862,515 Expenses and Other Uses FY2023 Beginning Balance 3,414,392 7.0 Salary Changes 125,061 Air Quality Incentives Program Air Quality Program Coordinator (Grade 26) (10 Months) 1.0 96,094 Salt Lake City Mayor’s Recommended Budget 72 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Air Quality Incentives 230,000 EV Station O&M transfer to Public Services (45,000) Decrease One-Time Project Funding (875,000) Decrease in Program Operating and Admin Expenses (26,469) Decrease in PT/Hourly Budget (42,448) Total Expenditures and Other Uses Budget 8.0 (537,762) 2,876,630 Budgeted revenues and other sources over (under) expenditures and other uses (1,014,115) Golf Fund - Operations (FC 59) Revenue and Other Sources FY2023 Beginning Balance 6,857,548 Green Fees 191,951 Driving Range 263,134 Cart Rental 123,725 Retail Sales 226,242 Other 280,646 General Fund Transfer (IMS, Admin Fees) 16,967 Cash transfer to CIP Fund 3,000,000 Total Revenues and Other Sources Budget 4,102,665 10,960,213 Expenses and Other Uses FY2023 Beginning Balance 10,182,777 33.7 Personnel Changes 0.5 429,265 Retail Merchandise 172,000 Operating Supplies 144,369 Increase for Utilities 173,130 Charges and Services 168,532 Debt Service Payments on Carts (19,497) Operating Equipment Cash Purchases (432,239) Total Expenditures and Other Uses Budget 34.2 635,560 10,818,337 Budgeted revenues and other sources over (under) expenditures and other uses 141,876 Golf Fund - CIP Dedicated (FC 59) Revenue and Other Sources FY2023 Beginning Balance 4,703,128 Green Fees 14,538 Salt Lake City Mayor’s Recommended Budget 73 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Transfer from GF for ESCO 32,188 Transfer from GF for Rose Park Infrastructure Renewal — Cash Transfer from Golf Operations (3,000,000) Total Revenues and Other Sources Budget (2,953,274) 1,749,854 Expenses and Other Uses FY2023 Beginning Balance 4,543,239 Debt Service Payments (ESCO) 17,188 Capital Expenditures 2,560,220 Total Expenditures and Other Uses Budget — 2,577,408 7,120,647 Budgeted revenues and other sources over (under) expenditures and other uses (5,370,793) Emergency 911 (FC 60) Revenue and Other Sources FY2023 Beginning Balance 3,925,000 No Change — Total Revenues and Other Sources Budget — 3,925,000 Expenses and Other Uses FY2023 Beginning Balance 3,800,385 No Change — Total Expenditures and Other Uses Budget — 3,800,385 Budgeted revenues and other sources over (under) expenditures and other uses 124,615 Fleet Management (FC 61) - Maintenance Revenue and Other Sources FY2023 Beginning Balance 15,835,024 Fuel revenue impact 997,166 Work Order billings 1,238,937 Car Wash billing increase 2,524 Total Revenues and Other Sources Budget 2,238,627 18,073,651 Expenses and Other Uses FY2023 Beginning Balance 15,877,680 46.0 Personnel Changes — 283,174 Salt Lake City Mayor’s Recommended Budget 74 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Fuel impact 974,735 Worker's Comp & Unemp benefits inflation factor 7,707 Inflation factor water, sewer, storm, natural gas 130,809 Miscellaneous 28,174 Inflation factor Finance administration fees 13,885 Parts 18% increase 656,732 Sublet 10% Increase 107,063 Car wash debris clean out decreased (50,000) Workforce Evolution Plan 39,570 Transfer to GF 359,454 Total Expenses and Other Uses Budget 46.0 2,551,303 18,428,983 Budgeted revenues and other sources over (under) expenditures and other uses (355,332) Fleet Management (FC 61) - Replacement Revenue and Other Sources FY2023 Beginning Balance 12,991,968 Transfer from GF for vehicles for new positions 1,043,350 Total Revenues and Other Sources Budget 1,043,350 14,035,318 Expenses and Other Uses FY2023 Beginning Balance 14,548,352 Debt Service - Current year lease purchases (210,533) Debt Service - Prior years (177,253) Increase in cash purchase of vehicles 346,405 FY23 Used Fleet fund balance to purchase vehicles (1,500,000) New vehicle prep, parts, outsourced labor & admin 19,446 New GF cash purchases for vehicles for new positions 1,043,350 Total Expenditures and Other Uses Budget — (478,585) 14,069,767 Budgeted revenues and other sources over (under) expenditures and other uses (34,449) Information Management Services (FC 65) Revenue and Other Sources FY2023 Beginning Balance 30,532,167 Change in Transfer from General Fund 2,547,386 Change in Transfer from Other Funds 1,618,683 Salt Lake City Mayor’s Recommended Budget 75 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Transfer from GF for Versaterm 578,975 Transfer from GF for Radio System 241,645 Transfer from Other Funds for Radio System 158,355 Transfer from GF for PSB Printers 55,000 Transfer from GF for AutoCAD 22,000 Transfer from GF for Zoom Enterprise Software 25,000 Transfer from GF for CAP Software 350,000 Remove Funding for FY2023 New Positions (207,000) Transfer from GF for new positions 186,921 Appropriation of Fund Balance — Total Revenues and Other Sources Budget 5,576,965 36,109,132 Expenses and Other Uses FY2023 Beginning Balance 30,532,167 92.0 Personnel Changes — 1,482,665 Contractual Changes 1,133,509 Consulting Services 270,000 Azure for Software Development 70,000 Treasury Management software 300,000 Radio project completion (One-Time from Fund Balance) 300,000 Radio Build Out for Public Services (One-Time from Fund Balance 1,750,000 Versaterm (From PD & Fire) 555,733 PSB Copy Machines (From PD) 65,000 Zoom Enterprise (BA#5 New) 25,000 New CAP Software 350,000 CAD Software (From PU and PS) 45,000 Radio ongoing maintenance - Transfer (from Fire, Police, E911 and Public Services) 400,000 PC Replacement 118,402 New FTEs for the GF 186,921 Cyber Security Penetration Testing 30,000 Council Remote Meeting Professional Services 30,000 New Positions - Office Facilitator (From Part-time)(Grade 19) (12 Months) 1.0 47,776 - Cyber Security Analyst (Grade 30) (10 Months) 1.0 118,331 - Field Support (Grade 27) (10 Months) 1.0 104,831 - Data Analyst (Grade 30) (10 Months) 1.0 118,331 - Change Manager (Grade 32) (10 Months) 1.0 128,452 - Web Content Specialist (Grade 23) (10 Months) 1.0 89,669 Salt Lake City Mayor’s Recommended Budget 76 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget - Communication Engineer (Grade 34) (10 Months) 1.0 139,655 - Director of Communications/Branding (Grade 38) (10 Months) 1.0 165,506 Total Expenditures and Other Uses Budget 100.0 8,024,781 38,556,948 Budgeted revenues and other sources over (under) expenditures and other uses (2,447,816) County Quarter Cent Sales Tax for Transportation (FC69) Revenue and Other Sources FY2023 Beginning Balance 9,600,000 Change in revenue 100,000 Remove FY2021 State Initiated County Local Option Sales Tax — Total Revenues and Other Sources Budget 100,000 9,700,000 Expenses and Other Uses FY2023 Beginning Balance 9,458,748 — Transfer to General Fund for Personnel 49,782 Remove FY2023 Transfer to CIP (8,000,000) Remove FY2023 Transfer to Debt Services (1,100,000) Transfer to CIP - Projects 8,191,470 Transfer to Debt Services 1,100,000 Total Expenditures and Other Uses Budget — 241,252 9,700,000 Budgeted revenues and other sources over (under) expenditures and other uses — CDBG Operating (FC 71) Revenue and Other Sources FY2023 Beginning Balance 4,670,517 Change in Federal Funds 927,246 Total Revenues and Other Sources Budget 927,246 5,597,763 Expenses and Other Uses FY2023 Beginning Balance 4,958,433 Change in Federal Funds 639,330 Change in Transfer to Housing — Total Expenditures and Other Uses Budget 639,330 5,597,763 Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 77 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Misc. Grants Operating (FC 72) Revenue and Other Sources FY2023 Beginning Balance 34,158,918 Change in Federal Grant Revenue — Change in Program Income — Change in Appropriation of Cash — Change in ARPA Funding (26,768,821) Total Revenues and Other Sources Budget (26,768,821) 7,390,097 Expenses and Other Uses FY2023 Beginning Balance 26,614,153 Change in Salary and Benefits 93,733 American Rescue Plan Grant - Revenue Replacement [Transfer to General Fund] (19,890,111) - Salary Restoration — - Other 572,322 Appropriation of HOME Program Income — Total Expenditures and Other Uses Budget (19,224,056) 7,390,097 Budgeted revenues and other sources over (under) expenditures and other uses — Other Special Revenue Fund (FC73) Revenue and Other Sources FY2023 Beginning Balance 300,000 Transfer from GF - Environmental Assessment Fund — Transfer from GF - Emergency Demolition Revolving Fund (200,000) Weed Abatement FY2024 Appropriation of Cash 300,000 Total Revenues and Other Sources Budget 100,000 400,000 Expenses and Other Uses FY2023 Beginning Balance 300,000 Enviromental Assessment Fund — Emergency Demolition Revolving Fund [One-Time] (200,000) Add FY2024 Weed Abatement 300,000 Total Expenditures and Other Uses Budget 100,000 400,000 Salt Lake City Mayor’s Recommended Budget 78 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Budgeted revenues and other sources over (under) expenditures and other uses — Donation Fund (FC 77) Revenue and Other Sources FY2023 Beginning Balance 2,920,250 Change in Revenue from GUCOA (2,420,250) Total Revenues and Other Sources Budget (2,420,250) 500,000 Expenses and Other Uses FY2023 Beginning Balance 2,870,250 Change in GUCOA Expense (2,370,250) Total Expenditures and Other Uses Budget (2,370,250) 500,000 Budgeted revenues and other sources over (under) expenditures and other uses — Housing (FC 78) Revenue and Other Sources FY2023 Beginning Balance 16,217,000 Change in Transfer from CDBG — Change in Program Income — Change in Interest Income 15,000 Change in Miscellaneous Income/Sale of Property (200,000) Change in Appropriation of Cash (10,825,000) Change in Loan Principal and Escrow Payments 195,000 Total Revenues and Other Sources Budget (10,815,000) 5,402,000 Expenses and Other Uses FY2023 Beginning Balance 25,779,253 Change in Loan Disbursements and Associated Expenses (10,200,000) Change in Funding Our Futures Expenses — Change in Other Expenses (14,389,253) Change in Interest Expense (45,000) Change in Note Payable & T&I Payments (190,000) Change in Transfer to General Fund — Change in Transfer to RDA Fund — Change in Transfer to CDBG Fund — Appropriation from Program Income — Salt Lake City Mayor’s Recommended Budget 79 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Total Expenditures and Other Uses Budget (24,824,253) 955,000 Budgeted revenues and other sources over (under) expenditures and other uses 4,447,000 Debt Service (FC 81) Revenue and Other Sources FY2023 Beginning Balance 32,037,989 Change in G.O. Property Tax (26,597) Change in State Reimbursement 1,100,000 Change in Debt Service from RDA (7,906) Change in Transfer from Transportation (1,100,000) Change in Transfer from General Fund 155,175 Change in Transfer from CIP (144,500) Change in Lease Payments 328,234 Change in Transfer from Refuse (320) Change in Transfer from Fleet (489) Total Revenues and Other Sources Budget 303,597 32,341,586 Expenses and Other Uses FY2023 Beginning Balance 33,658,558 Change in Debt Service Payments and related expenses (565,579) Remove One-Time Transfer Out from North Temple Viaduct Bond RDA Reimbursement to North Temple Project Area — Lease Payments 1,102,000 One-time transfer out from North Temple to Housing (1,000,000) One-time transfer out from North Temple to Housing 1,700,000 Total Expenditures and Other Uses Budget 1,236,421 34,894,979 Budgeted revenues and other sources over (under) expenditures and other uses (2,553,393) Governmental Immunity Revenue and Other Sources 3,964,523 New Revenue Options Correct property tax amount (188,576) Change in Amount from Other Funds — Insurance Changes — Remove One-Time — Total Revenues and Other Sources Budget (188,576) 3,775,947 Salt Lake City Mayor’s Recommended Budget 80 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OTHER FUND KEY CHANGES Fiscal Year 2024 ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Expenses and Other Uses FY2023 Beginning Balance 3,169,767 9.0 Salary Changes 94,357 Deputy Risk Manager [Ongoing] 9 Mths 1.0 105,888 Total Expenditures and Other Uses Budget 10.0 200,245 3,370,012 Budgeted revenues and other sources over (under) expenditures and other uses 405,935 Insurance and Risk Fund (FC 87) Revenue and Other Sources 54,679,000 New Revenue Options 785,894 Change in amount from GF 182,300 Change in Amount from Other Funds 4,830,000 Insurance Changes Remove One-Time Total Revenues and Other Sources Budget 5,798,194 60,477,194 Expenses and Other Uses FY2023 Beginning Balance 54,679,000 7.7 Salary Changes 235,194 Remove Transfer out of Fund Balance for Premium Holiday FY2024 Property Insurance Premium Increases 233,000 Premium Holiday General Fund 2,152,569 Airport Fund 598,723 Public Utilities Fund 449,841 Refuse Fund 52,990 Golf Fund 25,664 Fleet Fund 47,389 IMS Fund 86,548 Governmental Immunity 9,059 Insurance & Risk 5,613 RDA 28,637 Insurance Changes 3,101,484 Life 500,000 Total Expenditures and Other Uses Budget 7.7 7,526,711 62,205,711 Budgeted revenues and other sources over (under) expenditures and other uses (1,728,517) Salt Lake City Mayor’s Recommended Budget 81 Mayor’s Recommended Budget FISCAL YEAR 2023-24 LBA KEY CHANGES ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Local Building Authority (FC66) Revenue and Other Sources FY2022 Beginning Balance 1,855,325 Change in Building Lease Revenue (344,700) Change in Transfers from General Fund (1,174,025) Change in Transfer from CIP Impact Fee 1,180,800 Appropriation of Cash — Total Revenues and Other Sources Budget (337,925) 1,517,400 Expenses and Other Uses FY2023 Beginning Balance 1,855,325 Change in Debt Service (337,925) Change in Project Costs — Total Expenditures and Other Uses Budget (337,925) 1,517,400 Budgeted revenues and other sources over (under) expenditures and other uses — — Salt Lake City Mayor’s Recommended Budget 82 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Central Business District Revenue and Other Sources Tax Increment 27,573,150 (2,928,456) 24,644,694 Interest Income 23,500 (23,500) — Total Revenues and Other Sources Budget 27,596,650 (2,951,956) 24,644,694 Expenses and Other Uses Taxing Entity Payment (60%) 13,283,651 (3,661,944) 9,621,707 Eccles Debt Service 3,260,239 1,904,870 5,165,109 Eccles Debt Service Block 70 RDA Match 3,260,239 51,682 3,311,921 Transfer to Administration (10%) 2,757,315 (292,846) 2,464,469 TI Reimbursements (Jazz Arena, 222 Main) 1,400,000 (100,000) 1,300,000 Miscellaneous Property Expense 1,000,000 — 1,000,000 Gallivan Maintenance 566,822 7,153 573,975 Capital Project - Gallivan Master Planning 100,000 409,738 509,738 Gallivan Administration 365,323 7,452 372,775 Gallivan Programming 250,000 — 250,000 Parking Ramp Leases 69,000 6,000 75,000 Capital Project - Japantown 250,000 (250,000) — Capital Project - Main Street Closure Design 150,000 (150,000) — Capital Project - Open Streets Initiative Main Street 150,000 (150,000) — Capital Reserve - Property Acquisition -{Holding Account}- 734,061 (734,061) — Total Expenditures and Other Uses Budget 27,596,650 (2,951,956) 24,644,694 Budgeted revenues and other sources over (under) expenditures and other uses — West Capitol Hill Revenue and Other Sources Interest Income 100,000 (100,000) — Total Revenues and Other Sources Budget 100,000 (100,000) — Expenses and Other Uses Capital Reserve - Discretionary Project Funding -{Holding Account}- 100,000 (100,000) — Total Expenditures and Other Uses Budget 100,000 (100,000) — Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 83 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget West Temple Gateway Revenue and Other Sources Interest Income 5,000 (5,000) — Total Revenues and Other Sources Budget 5,000 (5,000) — Expenses and Other Uses Transfer to Administration 5,000 (5,000) — Total Expenditures and Other Uses Budget 5,000 (5,000) — Budgeted revenues and other sources over (under) expenditures and other uses — Depot District Revenue and Other Sources Tax Increment 3,999,587 1,422,848 5,422,435 FY'23 Transition Appropriation — 1,805,473 1,805,473 Interest Income 50,000 (50,000) — Total Revenues and Other Sources Budget 4,049,587 3,178,321 7,227,908 Expenses and Other Uses Capital Reserve - Infrastructure Improvements -{Holding Account}- — 3,680,056 3,680,056 Primary Housing Fund (20%) 799,917 284,570 1,084,487 Transfer to Administration (15%) 599,938 213,427 813,365 TI Reimbursement Gateway 2,000,000 (2,000,000) — Transfer to Secondary Housing — 1,000,000 1,000,000 Capital Reserve - Commercial Assistance Program -{Holding Account}- — 500,000 500,000 Miscellaneous Property Expense 125,000 25,000 150,000 Revolving Loan Fund Repayment 524,732 (524,732) — Total Expenditures and Other Uses Budget 4,049,587 3,178,321 7,227,908 Budgeted revenues and other sources over (under) expenditures and other uses — Granary District Revenue and Other Sources Tax Increment 633,546 469,763 1,103,309 Salt Lake City Mayor’s Recommended Budget 84 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget FY'23 Transition Appropriation — 291,284 291,284 Interest Income 15,000 (15,000) — Total Revenues and Other Sources Budget 648,546 746,047 1,394,593 Expenses and Other Uses Capital Reserve - Commercial Assistance Program -{Holding Account}- — 1,003,435 1,003,435 Primary Housing Fund (20%) 126,709 93,953 220,662 Transfer to Administration (15%) 95,032 70,464 165,496 Miscellaneous Property Expense 5,000 — 5,000 Capital Reserve - Strategic Intervention -{Holding Account}- 421,805 (421,805) — Total Expenditures and Other Uses Budget 648,546 746,047 1,394,593 Budgeted revenues and other sources over (under) expenditures and other uses — North Temple Revenue and Other Sources Tax Increment 444,053 564,662 1,008,715 FY'23 Transition Appropriation — 343,277 343,277 Interest Income 5,000 (5,000) — Total Revenues and Other Sources Budget 449,053 902,939 1,351,992 Expenses and Other Uses Capital Reserve - Strategic Intervention -{Holding Account}- — 285,490 285,490 Primary Housing Fund (20%) 88,811 112,932 201,743 Capital Reserve - Commercial Assistance Program -{Holding Account}- — 543,277 543,277 Transfer to Administration (10%) 44,405 56,467 100,872 Capital Reserve - Infrastructure Improvements -{Holding Account}- 284,753 (184,753) 100,000 Capital Project - School Construction Fund (10%)* 31,084 39,526 70,610 Capital Project - City Creek Daylighting — 50,000 50,000 Total Expenditures and Other Uses Budget 449,053 902,939 1,351,992 Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 85 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Block 70 Revenue and Other Sources Transfer From CBD Taxing Entity Payments 3,260,239 1,904,870 5,165,109 Transfer From CBD Eccles Debt Service RDA match 3,260,239 51,682 3,311,921 Tax Increment 1,922,323 (93,095) 1,829,228 Reserve for Eccles Debt 2,469,853 (1,722,352) 747,501 Interest Income 2,500 (2,500) — Total Revenues and Other Sources Budget 10,915,154 138,605 11,053,759 Expenses and Other Uses Regent Street Bond Debt Service 1,488,928 6,582,096 8,071,024 Eccles Theater Debt Service 8,069,529 (6,540,562) 1,528,967 Taxing Entity Payments (30%) 576,697 (27,929) 548,768 Eccles Theater- Operating Reserve for Ancillary Spaces 475,000 — 475,000 Fundraising Fulfillment 125,000 — 125,000 Capital Project - Bennion Jewlers Relocation — 100,000 100,000 Capital Reserve - Regent Street Parking Structure -{Holding Account}- 100,000 — 100,000 Regent Street Maintenance 80,000 — 80,000 Regent Street Event Programming — 25,000 25,000 Total Expenditures and Other Uses Budget 10,915,154 138,605 11,053,759 Budgeted revenues and other sources over (under) expenditures and other uses — North Temple Viaduct Revenue and Other Sources Tax Increment 1,205,109 1,569,310 2,774,419 Interest Income 1,500 (1,500) — Total Revenues and Other Sources Budget 1,206,609 1,567,810 2,774,419 Expenses and Other Uses Debt Service Payment to Salt Lake City 1,188,532 1,544,271 2,732,803 Transfer to Admin (1.5%) 18,077 23,539 41,616 Total Expenditures and Other Uses Budget 1,206,609 1,567,810 2,774,419 Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 86 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Northwest Quadrant Revenue and Other Sources Tax Increment 903,100 495,448 1,398,548 Interest Income 5,000 (5,000) — Total Revenues and Other Sources Budget 908,100 490,448 1,398,548 Expenses and Other Uses TI Reimbursement NWQ Phase I 632,170 346,814 978,984 Capital Reserve - Shared Costs -{Holding Account}- 95,310 44,544 139,854 Transfer to Primary Housing (10%) 90,310 49,545 139,855 Transfer to Admin (10%) 90,310 49,545 139,855 Total Expenditures and Other Uses Budget 908,100 490,448 1,398,548 Budgeted revenues and other sources over (under) expenditures and other uses — Stadler Rail Revenue and Other Sources Tax Increment 72,420 68,877 141,297 Interest Income 500 (500) — Total Revenues and Other Sources Budget 72,920 68,377 141,297 Expenses and Other Uses TI Reimbursement 58,436 61,666 120,102 Transfer to Primary Housing (10%) 7,242 6,888 14,130 Transfer to Admin (5%) 7,242 (177) 7,065 Total Expenditures and Other Uses Budget 72,920 68,377 141,297 Budgeted revenues and other sources over (under) expenditures and other uses — State Street Revenue and Other Sources Tax Increment 2,631,183 1,792,628 4,423,811 FY'23 Transition Appropriation — 1,364,709 1,364,709 Interest Income — — — Total Revenues and Other Sources Budget 2,631,183 3,157,337 5,788,520 Salt Lake City Mayor’s Recommended Budget 87 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Expenses and Other Uses Capital Reserve - Strategic Intervention -{Holding Account}- — 3,364,709 3,364,709 Capital Reserve - Commercial Assistance Programs -{Holding Account}- — 1,239,049 1,239,049 Transfer to Admin (10%) 263,118 179,263 442,381 Capital Project - Ballpark Planning — 300,000 300,000 Transfer to Primary Housing - SLCSD HSG (10%) — 259,976 259,976 Transfer to Primary Housing (10%) 263,118 (80,713) 182,405 Capital Reserve - Property Acquisition -{Holding Account}- 2,104,947 (2,104,947) — Total Expenditures and Other Uses Budget 2,631,183 3,157,337 5,788,520 Budgeted revenues and other sources over (under) expenditures and other uses — 9 Line Revenue and Other Sources Tax Increment 1,477,727 1,176,054 2,653,781 FY'23 Transition Appropriation 802,208 802,208 Interest Income — — — Total Revenues and Other Sources Budget 1,477,727 1,978,262 3,455,989 Expenses and Other Uses Capital Program - Accessory Dwelling Units -{Holding Account}- — 1,455,680 1,455,680 Capital Reserve - Commercial Assistance Programs -{Holding Account}- — 500,000 500,000 Capital Reserve - Strategic Intervention -{Holding Account}- — 500,000 500,000 Taxing Entity Payment (50% of County tax) 224,966 70,916 295,882 Transfer to Admin (10% City % SLCSD only) 118,218 135,325 253,543 RDA Arts & Culture Program — 150,000 150,000 Transfer to Primary Housing (10%) 147,773 (3,181) 144,592 Transfer to Primary Housing - SLCSD HSG (10%) — 120,786 120,786 County Administration 26,996 8,510 35,506 Capital Reserve - Property Acquisition -{Holding Account}- 959,774 (959,774) — Total Expenditures and Other Uses Budget 1,477,727 1,978,262 3,455,989 Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 88 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Revolving Loan Fund Revenue and Other Sources FY17 Beginning Balance Principal Payments 65,000 131,750 196,750 Interest on Loans 30,000 — 30,000 Interest on Investment 250,000 (250,000) — Total Revenues and Other Sources Budget 345,000 (118,250) 226,750 Expenses and Other Uses Available to Lend 345,000 (118,250) 226,750 Total Expenditures and Other Uses Budget 345,000 (118,250) 226,750 Budgeted revenues and other sources over (under) expenditures and other uses — Program Income Fund Revenue and Other Sources Parking Structure Income 1,243,335 (999) 1,242,336 Rents 215,700 (54,436) 161,264 Loan Repayments 39,000 (360) 38,640 Interest Income 50,000 (50,000) — Total Revenues and Other Sources Budget 1,556,835 (107,143) 1,449,692 Expenses and Other Uses Capital Project - Sugarhouse DI Demo — 550,000 550,000 Professional Services 300,000 30,000 330,000 Miscellaneous Property Expense 300,000 30,000 330,000 Gallivan Maintenance — 214,692 214,692 Marketing and Sales 25,000 — 25,000 Capital Reserve - Commercial Loans -{Holding Account}- 931,835 (931,835) — Total Expenditures and Other Uses Budget 1,556,835 (107,143) 1,449,692 Budgeted revenues and other sources over (under) expenditures and other uses — Secondary Housing Fund (formerly Project Area Housing Fund) Revenue and Other Sources Transfer from DD — 1,000,000 1,000,000 Salt Lake City Mayor’s Recommended Budget 89 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Interest Income 10,000 (10,000) — Total Revenues and Other Sources Budget 10,000 990,000 1,000,000 Expenses and Other Uses Capital Reserves - housing Property Acquisition -{Holding Account}- 1,000,000 1,000,000 Capital Reserves - Accessory Dwelling Unit 9Line Pilot Program -{Holding Account}- 10,000 (10,000) — Total Expenditures and Other Uses Budget 10,000 990,000 1,000,000 Budgeted revenues and other sources over (under) expenditures and other uses — Primary Housing Fund (formerly Citywide Housing Fund) Revenue and Other Sources Transfer from Depot 799,917 284,570 1,084,487 Transfer from State street 263,118 179,263 442,381 Transfer from 9 Line 147,773 117,605 265,378 Transfer from Granary 126,709 93,953 220,662 Transfer from North Temple 88,811 112,932 201,743 Transfer from NWQ 90,310 49,545 139,855 Loan Repayments 23,000 567 23,567 Transfer from Stadler Rail 7,242 6,888 14,130 Interest on Loans 3,000 (621) 2,379 Interest Income 50,000 (50,000) — Total Revenues and Other Sources Budget 1,599,880 794,702 2,394,582 Expenses and Other Uses Capital Reserve - Shared Equity Housing -{Holding Account}- — 1,013,820 1,013,820 Capital Reserve - Housing Development Loans -{Holding Account}- — 1,000,000 1,000,000 Capital Reserve - SLCSD Housing -{Holding Account}- — 380,762 380,762 Capital Reserve - Housing Property Acquistion -{Holding Account}- 1,599,880 (1,599,880) — Total Expenditures and Other Uses Budget 1,599,880 794,702 2,394,582 Budgeted revenues and other sources over (under) expenditures and other uses — Salt Lake City Mayor’s Recommended Budget 90 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Westside Community Initiative (NWQ Housing) Revenue and Other Sources UIPA Housing Allocation 500,000 901,589 1,401,589 FY'23 Transition Appropriation 433,880 433,880 Total Revenues and Other Sources Budget 500,000 1,335,469 1,835,469 Expenses and Other Uses Capital Reserve - Shared Equity Housing -{Holding Account}- — 1,835,469 1,835,469 Capital Programs - Housing Development Loan Program -{Holding Account}- 500,000 (500,000) — Total Expenditures and Other Uses Budget 500,000 1,335,469 1,835,469 Budgeted revenues and other sources over (under) expenditures and other uses — Housing Development Fund Revenue and Other Sources Funding Our Future Land Discounts and Financing 2,590,000 — 2,590,000 Mayor's request for additional affordable housing 1,000,000 700,000 1,700,000 Loan Repayments 1,370,000 (1,225,610) 144,390 Interest on Loans 255,000 (178,437) 76,563 Interest on Investment 15,000 (15,000) — Total Revenues and Other Sources Budget 5,230,000 (719,047) 4,510,953 Expenses and Other Uses Capital Program - Housing Development Loans -{Holding Account}- 4,230,000 280,953 4,510,953 Capital Program - Housing Property Acquisition -{Holding Account}- 1,000,000 (1,000,000) — Total Expenditures and Other Uses Budget 5,230,000 (719,047) 4,510,953 Budgeted revenues and other sources over (under) expenditures and other uses — Administration Revenue and Other Sources Transfer from Central Business District 2,757,315 (292,846) 2,464,469 Salt Lake City Mayor’s Recommended Budget 91 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY KEY CHANGES FUND FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Recommended Budget Transfer from Depot District 599,938 213,427 813,365 Transfer from State Street 263,118 179,263 442,381 Transfer from 9 Line 118,218 135,325 253,543 Transfer from Granary District 95,032 70,464 165,496 Transfer from Northwest Quadrant 90,310 49,545 139,855 Transfer from North Temple 44,405 56,467 100,872 Transfer from North Temple Viaduct 18,077 23,539 41,616 Transfer from Stadler Rail 7,242 (177) 7,065 Transfer from West Temple Gateway 5,000 (5,000) — Total Revenues and Other Sources Budget 3,998,655 430,007 4,428,662 Expenses and Other Uses RDA Personnel 2,480,095 21 276,684 2,756,779 Administrative Fees 1,000,000 — 1,000,000 Operating & Maintenance 300,000 75,000 375,000 Charges and Services 218,560 78,323 296,883 Total Expenditures and Other Uses Budget 3,998,655 21 430,007 4,428,662 Budgeted revenues and other sources over (under) expenditures and other uses — GRAND TOTALS TOTAL Revenue 63,300,899 11,776,928 75,077,827 TOTAL Expense 63,300,899 11,776,928 75,077,827 Salt Lake City Mayor’s Recommended Budget 92 Mayor’s Recommended Budget FISCAL YEAR 2023-24 MULTI-AGENCY DRUG TASK FORCE KEY CHANGES ISSUE FY2023 Adopted Budget Full Time Equivalent Changes from FY2023 Budget FY2024 Budget Multi-Agency Drug Task Force (FC41) Revenue and Other Sources FY2024 Beginning Balance 1,762,560 Remove FY2023 Funding (1,762,560) Appropriation of Cash Balance from Forfeiture 1,038,284 Appropriation of Cash Balance from Restitution 359,071 Total Revenues and Other Sources Budget (365,205) 1,397,355 Expenses and Other Uses FY2023 Beginning Balance 1,762,560 Remove FY2023 Expense (1,762,560) Change in Operating Expense 1,397,355 Total Expenditures and Other Uses Budget (365,205) 1,397,355 Budgeted revenues and other sources over (under) expenditures and other uses 0 Salt Lake City Mayor’s Recommended Budget 93 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Financial Policies This page intentionally left blank Debt Policies The City's debt policy is defined by State statute with the goal of maintaining the City's “Aaa/AAA” general obligation bond ratings, as rated by Moody's and Fitch respectively, or other rating agencies. Accordingly, the City will continually monitor all outstanding debt issues, as well as trends in key economic, demographic and financial data, including a periodic review of important debt ratios and debt indicators. The City will make all debt service payments in a timely and accurate manner. The City will fully comply with all IRS arbitrage rebate requirements and the bonds’ post issuance compliance regulations. In the preparation of official statements or other bond related documents, the City will follow a policy of full and complete disclosure of its financial and legal conditions. The City's practice is to also adhere to the following guidelines: 1.State law limits general obligation bonded debt use for general purposes to 4 percent of the adjusted fair market value of the City's taxable property. 2.State law also limits general obligation bonded debt for water, sewer and lighting purposes to 4 percent of the adjusted fair market value of the property plus any unused portion of the amount available for general purposes. 3.The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden sufficiently low to merit the “Aaa/AAA” general obligation bond ratings and to provide sufficient available debt capacity in an emergency. 4.The City limits debt to projects that cannot be reasonably funded in a single year and to terms that are consistent with the useful life of the project being undertaken. 5.The City seeks the least costly financing available. All debt commitments are reviewed centrally by the City Treasurer who looks for opportunities to combine issues or for alternative methods that will achieve the lowest possible interest rates and other borrowing costs. 6.The City will continually analyze whether it would be advantageous to refund bond issues based on market and budgetary conditions. 7.The City will issue Tax and Revenue Anticipation Notes only for the purpose of meeting short-term cash flow liquidity needs. In order to exempt the notes from arbitrage rebate, the sizing of the notes and the timing of cash flows will meet the “safe harbor” provisions of Federal Tax Code. 8.The City will invest bond and note proceeds as well as all funds that are pledged or dedicated to the payment of debt service on those bonds or notes either in accordance with the terms of the borrowing instruments, or if silent or less restrictive, then according to the terms and conditions Salt Lake City Financial Policies 97 Mayor’s Recommended Budget FISCAL YEAR 2023-24 of the Utah State Money Management Act and Rules of the State Money Management Council. 9.The City will maintain outstanding debt at a level such that revenues are equal to or greater than 200% of the maximum annual debt service. 10.The City currently has $123,320,000 of outstanding general obligation debt. This is well below the 4 percent (of fair market value) statutory limits, which places the City’s general obligation borrowing limit at $1,993,410,800. The City currently does not use general obligation debt for water, sewer or lighting purposes. However, the full 8% may be used for water, sewer and electric purposes but if it is so used, then no general obligation bonds may be issued in excess of 8% for any purpose. Legal Debt Margin:General Purposes 4% Water, sewer, and lighting 4% Total 8% General Obligation Debt Limit $ 1,993,000,000 $ 1,993,000,000 $ 3,986,000,000 Less Outstanding General Obligation Bonds $ (123,000,000) $ — $ (123,000,000) Legal Debt Margin $ 1,870,000,000 $ 1,993,000,000 $ 3,863,000,000 2021 Fair market value of property -- $49,835,270,000 Source: Utah State Property Tax Division SIGNIFICANT FUTURE DEBT PLANS Lease Revenue Bonds, Sales and Excise Tax Revenue Bonds The City administration continuously evaluates the City’s funding of its Capital Improvement Program, and proceeds of lease revenue bonds and additional bonds will be considered as one of the sources for funding the City’s capital infrastructure. The City has no short-term plans to issue lease revenue bonds nor sales and excise tax revenue bonds. SPECIAL ASSESSMENT AREA (SAA) The City has no short-term plans to issue assessment area bonds. Salt Lake City Financial Policies 98 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GENERAL OBLIGATION BONDS A special bond election held on November 8, 2022 gave voter authorization to the City to issue up to $85 million in general obligation bonds to fund all or a portion of the costs of acquiring, improving, renovating and upgrading various parks, trails, open space and related facilities. The first block of approximately $25 million of the authorization is planned to be issued in Fall 2023. MAJOR PROGRAMS AND FUTURE DEBT CONSIDERATIONS The City plans to issue approximately $400 million in additional general airport revenue bonds in calendar year 2023 related to the $5.13 billion “New SLC” formerly known as the Airport Redevelopment Program. The program is currently expected to be completed by 2027. Public Utilities revenue bonds of up to $118 million are expected to be issued in FY2024 to fund the Department of Public Utilities capital improvement program. A major focus of the Department’s budget is the rehabilitation and replacement of aging infrastructure. The largest planned projects are the continued work on the new water reclamation facility to meet regulatory requirements, improvements to three water treatment plants, improvements for storage reservoirs, phased construction of a new water conveyance line to expand service and provide redundancy, and water, sewer and storm water utility infrastructure work in conjunction with street improvements projects. The Department will also be utilizing proceeds from a $348,635,000 Water Infrastructure Finance and Innovation Act (WIFIA) loan secured to finance the construction of the water reclamation facility. The loan will be drawn through 2025. The current outlook includes issuance of approximately $238 million in Public Utilities revenue bonds from FY 2025 through FY 2028 to fund planned capital construction. Salt Lake City Financial Policies 99 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEBT STRUCTURE Salt Lake City Outstanding Debt Issues (RDA bond information has been excluded from this list) (as of June 30, 2023) Amount of Final Principal Original Issue Maturity Date Outstanding GENERAL OBLIGATION DEBT Series 2010B (Public Safety Facilities)$ 100,000,000 6/15/2031 $ 44,975,000 Series 2013A (Refunded a portion of Series 2004A) 6,395,000 6/15/2024 735,000 Series 2015A (Refund 2013B Sports Complex) 14,615,000 6/15/2028 5,740,000 Series 2017B (Refund Portion of 2010A) 12,920,000 6/15/2030 9,620,000 Series 2019 (Streets) (Refund Series 2017A) 22,840,000 6/15/2039 14,465,000 Series 2020 (Streets) 17,745,000 6/15/2040 12,200,000 Series 2021 (Streets) 20,660,000 6/15/2041 16,230,000 Series 2022 (Streets) 21,785,000 6/15/2042 19,355,000 TOTAL:$ 123,320,000 PUBLIC UTILITIES REVENUE BONDS Series 2009 (Taxable)$ 6,300,000 2/1/2031 $ 2,520,000 Series 2010 Revenue Bonds 12,000,000 2/1/2031 5,370,000 Series 2011 Revenue Bonds 8,000,000 2/1/2027 2,250,000 Series 2012 Improvement and Refunding '04 Bonds 28,565,000 2/1/2027 4,160,000 Series 2017 Public Utilities Revenue and Refunding (2008) 72,185,000 2/1/2037 58,535,000 Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000 Series 2020B Improvement Bonds (WIFIA loan) Revenue Bonds 348,635,000 8/1/2058 13,267,190 Series 2022 Revenue Bonds 329,025,000 2/1/2052 329,025,000 TOTAL:$ 572,517,190 SALES AND EXCISE TAX REVENUE BONDS Series 2013B (Streetcar/Greenway Projects)$ 7,315,000 10/1/2023 $ 355,000 Series 2014B (CIP Projects) 10,935,000 10/1/2034 7,460,000 Series 2016A (Refund 2009A) 21,715,000 10/1/2028 13,880,000 Series 2019A (Refund 2007A) 2,620,000 4/1/2027 1,270,000 Series 2019B (Refund 2013A) (Federally Taxable) 58,540,000 4/1/2038 56,790,000 Series 2021 (Refund 2013B, LBA 2013A & 2014A) 15,045,000 10/1/2034 14,840,000 Series 2022A (Refunding 2012A) 8,900,000 10/1/2032 8,320,000 Series 2022 B 40,015,000 10/1/2042 40,015,000 Series 2022 C (Federally Taxable) 24,240,000 10/1/2032 24,240,000 TOTAL:$ 167,170,000 MOTOR FUEL EXCISE TAX REVENUE BONDS Series 2014 (1300 S & 1700 S Streets)$ 8,800,000 4/1/2024 $ 960,000 LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS Series 2013A (Glendale Library)$ 7,180,000 10/15/2023 $ 330,000 Series 2016A (Fire Station #14) 6,755,000 4/15/2037 5,220,000 Series 2017A (Fire Station #3) 8,115,000 4/15/2038 6,950,000 TOTAL:$ 12,500,000 AIRPORT REVENUE BONDS Series 2017A $ 826,210,000 7/1/2047 $ 808,925,000 Series 2017B 173,790,000 7/1/2047 169,590,000 Series 2018A 753,855,000 7/1/2048 753,855,000 Series 2018B 96,695,000 7/1/2048 96,695,000 Series 2021A 776,925,000 7/1/2051 775,520,000 Series 2021B 127,645,000 7/1/2051 127,475,000 TOTAL:$ 2,732,060,000 3,608,527,190 Salt Lake City Financial Policies 100 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023-24 Revenue This section includes a general discussion of Salt Lake City's major revenue sources. The City has eight major funds: General Fund, Golf Fund, Refuse Fund, Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Airport Fund, and the Redevelopment Agency (RDA) Fund. These funds and their major revenue sources are discussed below. REVENUE POLICIES 1.The City projects its annual revenue through analytical processes and adopts its budget using conservative estimates and long-term forecasting. 2.The City minimizes using one-time revenue to fund programs incurring ongoing costs. 3.Once taxes and fees are assessed, the City aggressively collects all revenues due. 4.The City pursues abatement programs and other ways to reduce the effect of taxes and fees on those least able to pay. 5.To the extent that the City’s revenue base is insufficient to fund current services, the City will explore all potential options to reduce the cost of government services; examine the effect of reducing the level of government services; and finally, consider new user fees or increases in existing fees. Should these three alternatives fail to offer a suitable solution, the City may increase tax rates as a last resort. 6.The City reviews the budget for those programs that user fees can reasonably fund. This review results in a policy that defines cost, specifies a percentage of the cost to be offset by a fee, and establishes a rationale for the percentage. When establishing these programs, the City considers the following: a.Market pricing; b.Increased costs associated with rate changes; c.The ability of users to pay; d.The ability of individuals to make choices between using the service and paying the fee or not using the service; e.Other policy considerations. (For example, setting fines high enough to serve as a deterrent; or pricing fees to even out demand for services.) 7.The City adjusts user fee rates annually based on an analysis of the criteria established in policy six above. The City pursues frequent small increases as opposed to infrequent large increases. 8.The City considers revenue initiatives consistent with the following: a.Finding alternatives that address service demands created by the City's large daytime population; b.Finding alternatives that allocate an equitable portion of service costs to tax-exempt institutions; Salt Lake City Financial Policies 101 Mayor’s Recommended Budget FISCAL YEAR 2023-24 c.Finding alternatives to formulas that use residential population to distribute key revenues such as sales tax and gasoline tax; and d.Pursuing opportunities for citizen volunteerism and public/private partnerships. FORECASTING METHODOLOGY Salt Lake City revenue forecasts are compiled using historical, time-series, trend, and simulation models. These models focus primarily on past experiences and trends, but modifications are made based on simulations reflecting anticipated economic activities and proposed initiatives. The projected revenues using these models are based upon anticipated economic growth, anticipated fee or tax increases, as well as any new initiatives being proposed. The City has several financial analysts that regularly track and report on revenue collections and projections. Projections are monitored for precision, and revisions are made throughout the year. This information is used to help forecast the upcoming year’s revenue. As part of the City’s modeling efforts, year-to-date cumulative revenue collections are monitored and compared to previous years to identify changes in revenue streams that may indicate areas of concern. GENERAL FUND The General Fund is the principal fund of the City and is used to account for resources traditionally associated with governments that are not required to be accounted for in another fund. The General Fund accounts for the normal activities of the City, such as Police, Fire, Public Works, Parks and Community Development. These activities are funded through taxes, fees, fines, and charges for services. The majority of the City’s General Fund revenue comes from three sources - sales taxes $166,213,479 (37.39%), property taxes $114,514,375 (25.76%), and licenses and permits $40,878,112 (9.20%). These sources are impacted by local and national economic trends and activities. Major increases or decreases in any one of these three taxes can have a significant impact on City operations. SALES TAX Sales tax revenue is a principal source of Salt Lake City's General Fund revenue, providing 37.39% of total projected revenue in FY 23-24. Sales tax revenue is projected to increase in FY 23-24 as a result of robust retail spending, including online sales. Sales tax revenue is forecast using time series and trend analysis in conjunction with various modeling scenarios which anticipate economic events that may impact the City. The forecast includes comparing the State of Utah’s Salt Lake City Financial Policies 102 Mayor’s Recommended Budget FISCAL YEAR 2023-24 projections with the City’s projections to determine if the City’s projections are reasonable. PROPERTY TAX Property tax revenue is a significant source of Salt Lake City’s General Fund revenue, providing 25.76% of total projected revenue in FY 23-24. Property tax revenue is projected to increase slightly in FY 23-24. Salt Lake County calculates the Certified Tax Rate and expected revenue for each taxing entity. State Tax Code requires taxing entities to adopt the county’s property tax revenue forecast as their own unless they go through the truth-in-taxation process and raise the rate above the certified rate. LICENSES AND PERMITS License and Permit revenue is another major source of General Fund revenue, comprising 9.20% of projected General Fund revenue in FY 23-24. This revenue is forecast using time series and trend analysis, as well as input from business and construction representatives. License revenue includes various business taxes, such as airport parking and transient room taxes, that are projected to increase over the previous year. Permit revenue is expected to decrease in FY 23-24 as construction activity in the City levels out. OTHER GENERAL FUND REVENUE The remaining General Fund revenues make up 27.65% of the total and are comprised of the following: a.Franchise Taxes b.Intergovernmental Revenue c.Charges, Fees, and Rentals d.Fines e.Parking Meter Collections f.Interest Income g.Miscellaneous Revenue, Transfers and Interfund Reimbursements. Salt Lake City Financial Policies 103 Mayor’s Recommended Budget FISCAL YEAR 2023-24 The following table summarizes total General Fund Revenue by major category. GENERAL FUND REVENUE SUMMARY ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Property Taxes 91,020,673 94,654,243 99,342,715 99,474,985 103,862,288 111,194,231 114,514,375 Sales and Use Taxes 64,512,732 99,599,360 116,199,002 122,654,953 160,262,167 149,414,508 166,213,479 Franchise Taxes 30,301,186 27,042,921 26,863,146 23,952,168 11,750,309 11,657,128 12,348,127 Licenses and Permits 28,651,754 36,960,240 32,637,293 36,428,067 43,313,623 40,736,114 40,878,104 Intergovernmental Revenue 6,049,454 6,006,496 5,086,254 4,781,753 5,960,591 4,644,622 5,134,621 Charges, Fees, and Rentals 5,252,494 5,573,679 4,283,760 4,842,902 5,840,601 4,432,794 4,881,922 Fines 7,251,705 5,140,777 3,753,706 3,539,471 3,717,871 3,765,174 4,063,548 Parking Meter Collections 3,549,584 3,509,898 2,771,331 1,915,888 2,997,333 2,635,475 2,801,089 Interest Income 1,290,000 3,904,270 2,910,778 821,887 1,346,160 2,071,154 8,000,000 Miscellaneous Revenue 5,255,384 5,256,974 4,521,107 2,834,061 7,871,697 3,438,710 3,502,359 Interfund Reimbursement 11,054,188 16,363,850 20,574,064 20,971,348 21,717,361 24,431,717 26,131,213 General Fund Revenue 254,189,154 304,012,708 318,943,156 322,217,484 368,640,001 358,421,627 388,468,837 Other Financing Sources: Transfers 6,954,179 7,564,418 6,800,493 8,447,676 19,920,935 28,821,993 9,938,944 Proceeds from Sale of Property — — — — Revenue and Financing Sources 261,143,333 311,577,126 325,743,648 330,665,160 388,560,936 387,243,620 398,407,781 Property Tax for RDA*11,317,136 10,284,464 13,245,339 14,020,140 15,456,918 15,456,918 15,545,000 Available Fund Balance/Cash Reserves 387,868 380,025 1,510,094 4,885,620 25,527,005 25,135,631 30,552,142 Total General Fund 272,848,337 322,241,615 340,499,081 349,570,920 429,544,859 427,836,169 444,504,923 Salt Lake City Financial Policies 104 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Period Ending $ (Millions) GENERAL FUND REVENUE SOURCES Available Fund Balance/Cash Reserves Property Tax for RDA* Proceeds from Sale of Property Transfers Interfund Reimbursement Miscellaneous Revenue Interest Income Parking Meter Collections Fines Charges, Fees, and Rentals Intergovernmental Revenue Licenses and Permits Franchise Taxes Sales and Use Taxes Property Taxes Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 0 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 350,000,000 400,000,000 450,000,000 Salt Lake City Financial Policies 105 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GOLF ENTERPRISE FUND The Golf Enterprise Fund accounts for the operations at six public golf course locations; Bonneville, Forest Dale, Glendale, Mountain Dell, Nibley Park, and Rose Park. The City’s golf courses are operated as an enterprise fund where revenue collected at the golf course through user fees supports operational and maintenance expenses, capital improvement costs, and any debt that the golf courses may incur. Revenue in this fund is generated by user fees, including green fees, CIP $2 fees, cart rental fees, range ball fees, merchandise purchases, lessons, concessionaire rental fees, etc. Revenue is projected based on historical patterns and forecasts of trends in the local market area. The FY 23-24 Golf Fund budget for revenue and expense follows closely with 5-year historical averages and recent demand for golf rounds and merchandise. In addition, strategic price increases are being implemented that will have an impact on revenues for FY 23-24. Driving Range revenue increases will coincide with new range building for winter use at Glendale. Salt Lake City Financial Policies 106 Mayor’s Recommended Budget FISCAL YEAR 2023-24 GOLF FUND REVENUE SUMMARY ActualFY 17-18 ActualFY 18-19 ActualFY 19-20 ActualFY 20-21 ActualFY 21-22 BudgetFY 22-23 BudgetFY 23-24 Golf Revenue Green Fees 3,603,022 3,569,078 4,259,235 5,525,522 5,495,684 4,841,101 5,033,052 Golf Car Rental 1,509,488 1,461,066 1,471,019 2,225,396 1,982,077 2,134,499 2,258,224 Driving Range Fees 287,606 322,722 223,848 472,678 460,253 389,486 652,620 Retail Merchandise Sales 719,688 781,478 646,749 827,626 981,853 797,758 1,024,000 CIP Fee on rounds, passes 310,524 298,724 324,383 395,791 568,048 709,889 724,427 Miscellaneous 1,150,279 1,038,407 1,417,090 2,235,387 2,807,165 2,687,943 3,017,744 Total Golf Fund 7,580,607 7,471,475 8,342,324 11,682,400 12,295,080 11,560,676 12,710,067 Period Ending $ (Millions) GOLF FUND REVENUE SUMMARY Miscellaneous CIP Fee on rounds, passes Retail Merchandise Sales Driving Range Fees Golf Car Rental Green Fees Actual FY 17-18 Actual FY 18-19 Actual FY 19-20 Actual FY 20-21 Actual FY 21-22 Budget FY 22-23 Budget FY 23-24 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 Salt Lake City Financial Policies 107 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REFUSE ENTERPRISE FUND The Refuse Enterprise Fund Class consists of two funds: •Operations Fund •Environmental & Energy Fund Revenue for the Operations Fund comes from refuse collection fees, inter-fund reimbursements, and miscellaneous revenue. City households that receive these services include most single-family, duplex, and triplex homes. They are charged refuse collection fees based on the size of their refuse can(s). These fees are calculated to recover the fund’s operational costs when combined with the other sources of revenue described above. The Operations Fund revenue is forecasted based on known factors such as the number of refuse cans in service, along with scheduled events such as equipment replacement and changes in contractual agreements. Voluntary residential curbside glass recycling service, introduced in FY 12-13, continues to be offered. Those using this service are charged a separate monthly fee. The Environmental & Energy (E&E) Fund receives an owner’s distribution from the Landfill (Salt Lake Valley Solid Waste Management Facility / SLVSWMF) on an ongoing basis. This is the primary source of revenue for this fund. As the Landfill garbage tonnage has decreased in recent years, so has the related dividend to its partners. Revenues from recycling proceeds have been another source of revenue in the past for this fund. Recycling proceeds have not been budgeted in FY 23-24 due to the volatility of global recycling markets. Current, ongoing initiatives and operational expenses are partially funded by landfill revenue and E&E cash balance. Beginning in FY 21-22, the E&E Division also began receiving revenue from the General Fund. This amount has increased each year with the goal of fully supporting the E&E Division through the General Fund in FY 24-25. In prior years, E&E Fund projects have been funded by one-time distributions from the landfill. A distribution of $5,500,000 was put into the E&E Division in FY 10-11 and funded projects on air quality, energy efficiency, sustainable food, and other projects. In FY 16-17, $1,500,000 of landfill distribution funds were transferred from the Waste & Recycling Operations Division to the E&E Division to continue to fund projects. In FY 17-18, another one-time landfill distribution of $1,200,000 was received. No other one-time funding distributions from the landfill are expected. Salt Lake City Financial Policies 108 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Refuse Fund Revenue Summary ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Refuse Revenue Landfill / SLVSWMF Dividends 710,483 681,152 557,041 558,398 449,013 456,000 450,000 Refuse Collection Fees 11,118,760 11,397,708 11,223,400 11,209,725 12,580,305 14,321,577 15,809,733 Interfund Reimb. & Misc 829,324 1,766,089 1,235,243 639,909 1,711,293 1,863,726 2,210,726 Total Refuse Fund 12,658,567 13,844,949 13,015,684 12,408,032 14,740,611 16,641,303 18,470,459 Period Ending $ (Millions) REFUSE FUND REVENUE Interfund Reimb & Misc Refuse Collection Fees Landfill / SLVSWMF Dividends Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 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 20,000,000 Salt Lake City Financial Policies 109 Mayor’s Recommended Budget FISCAL YEAR 2023-24 WATER UTILITY FUND The Water Utility Fund operates as an enterprise fund. The Water Utility exists to provide treated water to current city residents, maintain the City’s water infrastructure, and to engage in conservation activities related to the City’s water supply for future generations. The service area of the fund covers a total of 141 square miles and includes more than 360,000 residents. The service area includes the geographic area within the Salt Lake City boundaries, as well as the east bench of the Salt Lake Valley outside Salt Lake City boundaries, including to portions of the cities of Millcreek, Holladay, Cottonwood Heights, South Salt Lake, Murray, and Midvale. The Water Utility also has jurisdictional responsibilities to protect about 190 square miles of source water area in the headwaters of the Wasatch Mountains. The Water Utility provides administrative utility billing services for the Sewer Utility, the Stormwater Utility, the Street Lighting Utility, the Refuse Fund, and the Hive Program. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. Independent rate studies are conducted every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 23-24 revenues reflect a proposed rate increase of 18% and decreased water use due to drought. The rate increase is applied to the current four-tiered, inclining block rate structure. The proposed budget includes a drought surcharge on block 3 and 4 water use. Revenue received from metered water usage is the Water Utility’s main source of operating revenue (95%). Other revenue categories include interest income, miscellaneous revenue, impact fees, and inter-fund reimbursements. Salt Lake City Financial Policies 110 Mayor’s Recommended Budget FISCAL YEAR 2023-24 WATER FUND REVENUE SUMMARY ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Water Revenue Water Sales and Service 73,199,176 75,103,958 81,995,776 84,073,083 74,116,952 99,642,660 94,343,390 Interest Income 725,120 1,424,203 970,343 658,820 (340,275) 883,164 456,502 Permits, Fines & Other 453,482 523,688 480,673 953,791 423,530 460,970 271,000 Interfund Billing Services 2,267,207 2,394,985 2,370,157 2,921,829 2,972,142 3,171,284 4,215,396 Total Water Fund 76,644,985 79,446,834 85,816,949 88,607,523 77,172,349 104,158,078 99,286,288 Period Ending $ (Millions) WATER FUND REVENUE SUMMARY Interfund Billing Services Permits, Fines & Other Interest Income Water Sales and Service Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 0 2 0 , 0 0 0 , 0 0 0 4 0 , 0 0 0 , 0 0 0 6 0 , 0 0 0 , 0 0 0 8 0 , 0 0 0 , 0 0 0 1 0 0 , 0 0 0 , 0 0 0 Salt Lake City Financial Policies 111 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SEWER UTILITY FUND The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to manage the collection and treatment of wastewater within Salt Lake City’s corporate boundaries. The Sewer Utility is increasing capacity and expanding the service of the sewer collection system to meet growth requirements related to the new State Correctional Facility, the Airport expansion, and new development anticipated in the Northwest Quadrant of Salt Lake City. The Sewer Utility operates the City’s sewer collection and sewer treatment infrastructure which includes 667 miles of pipeline, several pump stations, and a water reclamation facility. The water reclamation facility is being rebuilt to meet environmental regulations, and construction is occurring in phases to meet the regulatory compliance deadline of January 1, 2025. Additional construction will continue past this date. The first phase of construction began in FY 19-20, and additional construction and design work for future phases is ongoing. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. The Sewer Utility charges customers based on average winter water use volume and strength of produced waste. Independent rate studies are made every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 23-24, revenues reflect the anticipated impacts of sewer flows in differing customer classes and a proposed 15% rate increase. The rate increase is distributed within a seven-tiered block rate structure and is necessitated by the construction of the water reclamation facility. In FY 23-24, the main source of operating revenue for the sewer utility fund will be charges for sewer services (98%). Other revenue categories include fines, interest income, survey permits, and miscellaneous revenue. Salt Lake City Financial Policies 112 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SEWER FUND REVENUE SUMMARY ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Sewer Revenue Sewer Services 33,735,176 39,687,904 45,142,610 50,823,100 57,803,567 66,833,500 76,387,000 Interest Income 1,387,613 2,161,835 1,035,061 438,896 (40,179) 947,084 849,448 Permits, Fines, and Other 545,939 298,228 285,917 504,477 840,246 362,500 354,500 Total Sewer Fund 35,668,727 42,147,967 46,463,588 51,766,473 58,603,634 68,143,084 77,590,948 $ (Millions) SEWER FUND REVENUE Permits, Fines, and Other Interest Income Sewer Services Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 0 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 70,000,000 80,000,000 Salt Lake City Financial Policies 113 Mayor’s Recommended Budget FISCAL YEAR 2023-24 STORM WATER UTILITY FUND The Stormwater Utility operates as an enterprise fund. It exists to convey runoff and stormwater and to maintain the quality of stormwater discharge within Salt Lake City boundaries. It is also responsible for mitigating flooding caused by stormwater runoff. The Stormwater Utility operates stormwater collection infrastructure system which includes 350 miles of drainage pipe and 27 lift stations. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the operations of the utility. The Utility charges customers for these services based on units calculated as equivalent residential units (ERU), or ¼ acre determined by area of the customer’s property that is impervious. The FY 23-24 budget includes the 10% rate increase or approximately $0.69 per equivalent residential (ERU) per month. Revenues received from stormwater fees are the Utility’s main source of operating revenue (99%). Other revenue categories include interest income and miscellaneous revenue. Salt Lake City Financial Policies 114 Mayor’s Recommended Budget FISCAL YEAR 2023-24 STORM WATER FUND REVENUE SUMMARY ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Storm Water Revenue Storm Water Services 8,510,707 9,555,773 10,720,158 10,703,273 11,944,768 12,331,733 13,563,906 Interest Income 115,773 184,128 129,047 105,061 32,158 75,000 118,986 Permits, Fines, & Other 47,327 50,687 85,397 94,137 163,559 93,000 53,000 Total Storm Water Fund 8,673,807 9,790,589 10,934,602 10,902,471 12,140,485 12,499,733 13,735,892 Period Ending $ (Millions) STORM WATER FUND REVENUE Permits, Fines, & Other Interest Income Storm Water Services Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 Salt Lake City Financial Policies 115 Mayor’s Recommended Budget FISCAL YEAR 2023-24 STREET LIGHTING FUND The Street Lighting Utility operates as an enterprise fund. It exists to manage the City’s street lighting infrastructure facilitating safer vehicle and pedestrian travel at night. Streetlights are provided at each intersection on long blocks and as needed on mid-blocks. SLCDPU provides base-level street lighting service on a city-wide basis and enhanced street lighting services for decorative lighting to two residential neighborhoods and to one commercial area. Total system conversion to high-efficiency lighting remains a high priority of this utility. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the utilities operations. Street lighting fees are based on units calculated as an equivalent residential unit (ERU) which is determined by front footage of a property. The base lighting rates were established in 2013 at $3.73 per month per ERU. The average Salt Lake City residence is one ERU, while commercial, institutional, and industrial properties vary. (ERU). Rates were also established in 2015 for each enhanced lighting service area. Street Light Fees proposed in the FY 23-24 budget include a rate increase of 10% or $0.37 per equivalent residential (ERU) per month for the base fee. Revenue received from street lighting fees are the Utility’s main source of revenue (99%). Other revenue categories include interest income and miscellaneous revenue. Salt Lake City Financial Policies 116 Mayor’s Recommended Budget FISCAL YEAR 2023-24 STREET LIGHTING FUND REVENUE SUMMARY ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Street Lighitng Services 4,222,564 4,207,007 4,301,424 4,230,395 4,264,579 4,174,622 4,592,085 Interest Income 48,352 88,339 147,727 38,047 30,215 22,500 44,000 Other 7,786 180,558 300 200 204,751 100 100 Total Street Lighting Fund 4,278,702 4,475,905 4,449,450 4,268,642 4,499,545 4,197,222 4,636,185 Period Ending $ (Millions) STREET LIGHTING FUND REVENUE Other Interest Income Street Lighitng Services Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 Salt Lake City Financial Policies 117 Mayor’s Recommended Budget FISCAL YEAR 2023-24 AIRPORT ENTERPRISE FUND The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele Valley Airport, and South Valley Regional Airport (SRVA). Salt Lake City International Airport (the Airport) serves a multi-state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport’s extensive route network served over 25.5 million passengers in FY 21-22. In September 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A West, and a new parking garage. A portion of Concourse B West was opened in October 2020. By the end of April 2021, the old Airport facilities were demolished to make way for phase two of the new airport. In May of 2023, Concourse A East will be completed with five gates opening and the remaining 17 gates opening in October of 2023. In addition, the Central Tunnel and five gates on Concourse B East will be complete by the Fall 2024, and 4 more gates will begin in the Fall 2025. Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway, and support services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an enterprise fund. It is not supported by property taxes, general funds of local governments, or special district taxes. Capital funding requirements for FY 23-24 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. Major Sources of Airport Fund Revenue Revenues are forecast by reviewing and analyzing lease agreements, capital projects, product inflation, and passenger levels. The FY 23-24 budget continues to see growth in enplanements, revenues, as well as expenditures. Airport non- aeronautical revenues for FY 23-24 are projected to increase by 10.4% compared to the FY 22-23 budget as more passengers are traveling and spending money at the Airport. A major source of revenue (53%) is generated by the airlines. Air carriers pay on a cost-of- service basis for the services they receive. Rates are set annually based on direct operating cost, cost of capital, and amortization on asset investment. The formula used for this system is considered a hybrid structure in the aviation industry and is based on the ten-year airline use agreement (AUA) that went into effect on July 1, 2014. It provides $1 per enplaned passenger revenue sharing, not to exceed 30% of net remaining revenue, and is credited to the air carriers Salt Lake City Financial Policies 118 Mayor’s Recommended Budget FISCAL YEAR 2023-24 monthly. Enplaned passengers are projected to increase by 1.4% to 14.1 million enplanements over the FY 22-23 budget of 13.9 million enplanements. The second major source of revenue (39%) is generated from the Airport concessions. This includes revenue from food and retail concessions as well as car rental and parking fees. For FY 23-24, retail concessions, food and beverage, rental cars, and parking are all projected to increase because of the increase in passengers as well as an increase in the overall amount spent per passenger traveling through the Airport. The remaining revenues are generated through cost recovery of ground transportation costs, lease contracts on buildings, office space, and hangars. The Airport also receives a portion of the State aviation fuel tax. In FY 11-12, the Airport began collecting customer facility charges (CFC) to fund a new rental car facility. These charges increased from $4 to $5 in FY 12-13 and will remain at $5 for FY 23-24. The customer facility charges will meet the financial requirements to build the rental car service and quick turnaround facilities, plus the portion of the garage related to rental cars as well as any future rental car capital improvement projects. The rental car service and quick turnaround facilities were completed in FY 15-16, but the Airport will continue to collect CFCs for these facilities to reimburse the airport for its cash used to fund the projects in advance of CFC collections versus bonding for these project costs. Salt Lake City Financial Policies 119 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY DEPARTMENT OF AIRPORTS OPERATING REVENUE COMPARISON Actual FY 17-18 Actual FY 18-19 Actual FY 19-20 Actual FY 20-21 Actual FY 21-22 Budget FY 22-23 Budget FY 23-24 Operating Revenue: Concession 87,274,206 92,910,800 75,372,300 63,478,800 113,311,500 120,529,200 131,281,900 Airline 70,571,102 75,636,600 77,312,400 109,691,200 136,820,000 153,278,900 153,278,900 Other Rental 20,708,160 18,992,400 18,738,500 19,224,200 22,379,500 21,661,000 54,462,300 Total Operating Revenue 178,553,468 187,539,800 171,423,200 192,394,200 272,511,000 295,469,100 339,023,100 Period Ending $ (Millions) AIRPORT OPERATING REVENUE Other Rental Airline Concession A c t u a l F Y 1 6 -1 7 A c t u a l F Y 1 7 -1 8 A c t u a l F Y 1 8 -1 9 A c t u a l F Y 1 9 -2 0 A c t u a l F Y 2 0 -2 1 B u d g e t F Y 2 1 -2 2 B u d g e t F Y 2 2 -2 3 0 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 Salt Lake City Financial Policies 120 Mayor’s Recommended Budget FISCAL YEAR 2023-24 RDA FUND The primary revenue source for the RDA’s redevelopment efforts is tax increment. Tax increment is the increase (or “increment”) in the property taxes generated within a project area over and above the baseline value of property taxes that were in place at the time a project area was established. Property values increase as an area is revitalized through investment, thereby creating tax increments. When an RDA project area is established, the RDA and the participating taxing entities enter into agreements that determine the amount of tax increment that will continue to flow to the taxing entities, and the portion that will be reinvested by the RDA into the project area for a defined period of time. The participating taxing entities continue to receive the baseline property tax during the life of a project area. The establishment of a project area and the collection of tax increment funds must be approved by the RDA Board of Directors and any participating local taxing entities (e.g., Salt Lake City, Salt Lake County, Salt Lake City School District, Metro Water District, Central Utah Water Project, Salt Lake Mosquito Abatement, and Salt Lake City Library). Not all taxing entities participate in every project area. Per Utah State Statute, tax increment proceeds must be spent within the project area where they originated or be found by the RDA Board of Directors to directly impact that project area. In addition to tax increment revenues from its various project areas, the RDA also has the following revenue sources: 1.Interest Income. The RDA receives interest on cash balances. 2.Temporary Property Income. The RDA receives lease revenues from various rentals, including several parking garages in the Central Business District Project Area. 3.RDA Loan Interest Income. The RDA receives interest generated from loans it administers. The amount of interest received varies depending on the number of outstanding loans at any given time. 4.Land Sale Proceeds. The RDA routinely sells property as part of its redevelopment efforts. RDA revenues are forecast for each project area by analyzing previous years’ tax increments received and adjusting conservatively based on current real estate market conditions. Other income from interest, lease revenues, and RDA loan interest is also considered. The FY 23-24 forecasted RDA Fund revenue budget is $48,725,167. Salt Lake City Financial Policies 121 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY REVENUE SUMMARY ActualFY16-17 ActualFY17-18 ActualFY18-19 ActualFY19-20 ActualFY20-21 ActualFY21-22 BudgetFY22-23 BudgetFY23-24 Redevelopment Agency Revenue Block 70 3,895,176 1,892,423 2,159,178 1,629,755 803,534 2,846,637 1,924,823 1,829,228 Central Business District 26,874,661 23,135,282 25,461,421 32,565,335 31,251,766 28,369,709 27,596,650 24,644,694 West Capitol Hill 562,604 548,155 1,547,706 40,318 711,967 106,173 100,000 — West Temple Gateway 11,626 703,224 60,753 (1,670,316) 17,246 6,448 5,000 — Depot District 3,616,380 3,806,559 3,895,569 5,533,602 5,525,331 5,238,774 4,049,587 5,422,435 Granary District 426,686 530,373 625,878 781,648 944,077 995,615 648,546 1,103,309 Housing Development Trust Fund — — — 2,590,000 2,583,445 20,629 5,230,000 4,776,563 North Temple 195,081 294,575 425,243 543,258 640,558 685,381 449,053 1,008,715 North Temple Viaduct 343,699 542,952 1,123,104 1,558,258 2,103,730 2,579,427 1,206,609 2,774,419 9-Line — — — — — 1,871,603 1,477,727 2,653,781 State Street — — — — — 3,289,619 2,631,183 4,423,811 Sugar House 2,397,460 3,593 1,126 1,106 190,038 289 — — Program Income 1,589,699 2,142,572 2,441,059 1,690,964 1,440,529 1,951,066 1,556,835 1,411,052 Northwest Quadrant — — — 198 1,688,689 1,044,303 908,100 1,398,548 Stadler Rail — — — 70,419 102,594 109,392 72,920 141,297 Westside Community Initiative (NWQ Housing Fund/UIPA) — — — — 409,031 512,241 500,000 1,401,589 Primary Housing Fund (Citywide Housing) 662,815 454,620 350,096 315,971 81,125 78,632 76,000 2,379 Secondary Housing Fund (Project Area Housing) 22,484 30,782 45,303 43,617 13,227 11,491 10,000 — Revolving Loan 386,599 3,855,771 761,162 583,574 1,144,760 63,436 345,000 226,750 Total Redevelopment Agency Revenue 40,984,970 37,940,881 38,897,598 46,277,707 49,651,647 49,780,865 48,788,033 53,218,570 Citywide Housing Fund and Project Area Housing Fund includes interest and land sale proceeds only. Revolving loan fund includes interest only. Salt Lake City Financial Policies 122 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Period Ending $ (Millions) REDEVELOPMENT AGENCY REVENUE SUMMARY Block 70 Central Business District West Capitol Hill West Temple Gateway Depot District Granary District Housing Development Trust Fund North Temple North Temple Viaduct 9-Line State Street Revolving Loan Actual FY16-17 Actual FY17-18 Actual FY18-19 Actual FY19-20 Actual FY20-21 Actual FY21-22 Budget FY22-23 Budget FY23-24 Salt Lake City Financial Policies 123 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Outstanding Legislative Intents FY 2015 to FY 2023 ATTORNEY’S OFFICE FY 2023 - Boarded Building Fee – It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded-building fee, or request that the Attorney’s Office provide a draft directly to the Council Office. FY 2023 Administration Response - A transmittal will soon be submitted by the department with the requested fee and details regarding the program associated with the fee. FY 2022 - Update Boarded-Building Fee - It is the intent of the Council that the Administration propose a boarded building fee that includes the full City costs of monitoring and responding by Police, Fire and other City departments at these properties. FY 2023 Administration Response – See the response to the FY 2023 – Boarded Building Fee intent above. Prior Year’s Response - The cost analysis related to this Legislative Intent has been finalized. The program is being developed. FY 2023 - Open and Public Meetings Act (OPMA) – It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney’s Office develop an ordinance more specifically codifying this understanding. FY 2023 Administration Response – Response forthcoming. FY 2023 - Ordinance Governing Donations to the City - It is the intent of the Council that a new, more streamlined donation ordinance be developed by the City Attorney’s Office for consideration by the Council in Fall, 2022. The Council further requests that while this ordinance is being prepared, the Administration create a tracking sheet for any donations, and work across City departments on a consistent process to support continued transparency and documentation of donor intents. It is the Council’s intent to rescind the current ordinance at the earliest opportunity, in order to avoid stifling opportunities for potential public/ private partnerships. Salt Lake City Financial Policies 124 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023 Administration Response – This ordinance was completed and went through the codifying process in the fall of 2022. A final version has not reached the codifiers website yet but should be placed on the site soon. FY2021 - Decriminalization Review of City Code - It is the intent of the Council that an in-depth review be conducted of the City Code to consider items that could be de-criminalized. Council staff could work with Council Members and the City Attorney’s Office to draft a scope and come back with a report on the timeline. FY 2023 Administration Response – Further response forthcoming. Prior Year’s Response - The initial review of City code, which included a law student clerk and the Prosecutor’s Office, revealed that more attention and expertise will be needed to complete this review, including involvement of the Prosecutor’s Office. The project will be continued in the coming fiscal year. COMMUNITY AND NEIGHBORHOODS (CAN) FY 2023 - Free Fare in Winter Months – It is the intent of the Council to ask the Administration to build on the success of Free Fare February in 2022, seeking partners to provide funding again next winter and extending it for three months. The Council would fund the City portion of the cost through a future budget amendment. FY 2023 Administration Response - The City is mostly in an advocacy role. The Mayor’s office has been continuing conversations with UTA, regional, and State leaders. FY 2023 - Expediting Traffic Calming Projects – It is the intent of the Council to ask the Administration to evaluate the workflow among CAN and Public Services Divisions that delivers previously-funded traffic calming projects, identify any bottlenecks in the system, and return to the Council with suggestions for ways to address them. FY 2023 Administration Response - The Transportation Division is just beginning the process of working with the Engineering Division to implement the Livable Streets Program. Within the zone-based side of the Livable Streets Program, project complexity will determine the Engineering Division’s involvement in design and construction. Simple projects that only involve off-the-shelf designs, will be managed by Transportation Division staff utilizing on-call city contractors. More complex projects will utilize Engineering Division staff to design and advertise projects for bidding and construction. Projects falling into the quick-build side of the Livable Streets program will utilize off-the-shelf designs with on-call city contractors to speedily install traffic calming devices/elements. The intent is that Engineering will not need to be involved in the quick-build program. Transportation and Engineering will work together to develop a metric by which a project is identified as off-the-shelf/ Salt Lake City Financial Policies 125 Mayor’s Recommended Budget FISCAL YEAR 2023-24 quick-build vs. complex. Data and experience from the first calendar year of the program’s operation will help Transportation and Engineering identify any bottlenecks in the system. FY 2023 - Youth and Family Program Streamlining – It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City’s role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. FY 2023 Administration Response - Evaluate whether to consolidate all City youth and family programs into the Youth & Family Division, purpose is to increase efficiency and purpose options for future budget discussions) Some factors to consider: •YouthCity provides seamless out of school time programs for youth ages 6-18. Several factors distinguish YC programs from other City, nonprofit and school- based programs and services. •YouthCity is offered at a reduced cost to all City residents. This is possible based on our braided funding stream of general fund dollars, grants, foundation dollars, and parent fees while building upon existing City infrastructure in parks and the Sorenson Campus. •YouthCity is designed to support and augment school day learning using evidence-based curriculums. All programs undergo a rigorous assessment 4 times per year. •There are three additional youth programs offered by the Salt Lake City Police Department and a vocational program offered by the Salt Lake Fire Department. Each of the programs exist under the direction of staff who are experts in their field. What is the City’s role in Youth and Family programs in relation to other community providers. •Since inception, YouthCity has actively partnered with other service groups and out of school time providers. In 2005, YouthCity, Salt Lake City School District, and the Utah State Department of Workforce Services jointly submitted and was awarded a Mott Foundation grant to establish the Utah Afterschool Network. UAN sets the standard for quality, staff training requirements and networking for providers locally, regionally, and statewide. All programs receiving federal and state funding participate in a quality out of school time evaluation. Youth and Family staff have maintained an active leadership role in UAN. The most recent Salt Lake City Financial Policies 126 Mayor’s Recommended Budget FISCAL YEAR 2023-24 data indicates that there are 3 out of school time slots for every 5 youth needing support and or care. FY 2022 - Trips-to-Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to serve Westside neighborhoods in late 2021, to other areas of the City. FY 2023 Administration Response - This program has far exceeded expectations for usage in its first year. While we are pleased with the overwhelming success of the program, there has been some degradation in service as a result of its popularity. We recommend allowing another 1-3 years to figure out the proper funding/service levels for the current service area so that we have a better idea of what it would take to expand to other areas. Prior Year’s Response - The Transportation Division uses ridership levels and cost- per-rider data as guides to potential expansion. Data from Phase 1 (service to Westside communities) will be available in the next year or two and will allow the Transportation Division to forecast the potential for expansion in these neighborhoods. FY 2021 - Transfer Housing Trust Fund Development Loans and Payments to RDA - The Council intends to transfer the Housing Trust Fund’s housing development-loan-related balances and payments to be overseen by the RDA. During FY 2020, HAND and the RDA developed a detailed “housing framework” for consideration by the RDA Board and the Council. These bodies may wish to schedule time once the FY21 budget is complete to finalize this work, which may include changes to City ordinances and/or board policies. FY 2023 Administration Response - On May 3, 2022 in BA7, Council approved the transfer of the Housing Trust Fund’s balance sheets and loans to the RDA. The physical and electronic loan files have been transferred to the RDA, and Housing Stability staff continue to work with the RDA and the Attorney’s Office to ensure a smooth transition of the HTF loans, and prepare code modifications for the HTF Advisory Board, Code 2.80. Prior Year’s Response - The Housing Stability Division continues to administer these loans and assist the HTF Advisory Board. This year, the Finance Department will prepare a budget amendment to transfer the balance sheet of the loans, and coordinate with RDA for a corresponding budget amendment to accept the balance sheet. Once the loans are transferred, the Attorney’s Office will prepare and review with the Council the needed code modifications related to restructuring the HTF Advisory Board. Salt Lake City Financial Policies 127 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FINANCE DEPARTMENT FY 2023 - Tenant Ombudsman – It is the intent of the Council to ask the Administration to explore adding a tenant ombudsman in the Landlord/Tenant Program (also known as the Good Landlord Program) to serve the growing number of renters among City residents. The Council requests that the Administration return with a potential scope of work for one or more FTEs, keeping in mind services already provided by outside agencies to avoid duplication, and building on work done by the City’s consumer financial protection analyst. FY 2023 Administration Response - To serve the growing number of renters among City residents, the Landlord/Tenant Program utilizes various agencies to identify violations of tenant protections. Such services include disputes with their landlord over various issues including not returning the deposit, lease agreement issues, eviction process, terminating the lease, etc. Tenants are referred to Utah Legal Services and other various agencies. Other services and resources we currently refer City residents are: •Utah Legal Service – Income restricted •Disability Law Center •Housing Coalition •Pro-Bono Initiative •HUD Assistance - Offers Renter’s Kit & Fair Housing Information •Utah Anti-Discrimination and Labor Division •Utah Bar Association •Utah State Courts -Renter’s Rights •The Good Landlord, Tom Wood •Landlord-Tenant Mediation program through Utah Community Action •Tenant Legal Representation program through Utah Legal Services With the Landlord/Tenant program referrals above and the proposed scope of work for the Tenant Ombudsman (Consumer Protection Analyst FTE) under the Housing Stability Division the Administration believes that the services provided are wraparound services for the tenants of Salt Lake City. The Consumer Protection Analyst would work closely with community partners and the City’s Landlord/Tenant team to identify violations of tenant protections and coordinate existing tenant education, mediation services, legal services, and eviction prevention resources. The Consumer Protection Analyst will develop methods and find venues to conduct community education and outreach to raise public awareness of the programs while identifying policy gaps in tenant protections. While this is the direction in which we feel the ombudsman position should potentially follow, we seek the advice of the Council on any additional work that they would like either the Landlord/Tenant or the Consumer Protection Analyst to undertake. Salt Lake City Financial Policies 128 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023 - Covenants Education in the Landlord/Tenant Program – It is the intent of the Council that the Administration include training for property owners on Covenants, Conditions and Restrictions (CCRs) in the City’s Landlord/Tenant Program. This training should clarify the differences between enforceable CCRs and unconstitutional CCRs, including those which would discriminate against a federally recognized protected class. The Council also requests that implicit bias training be added to the program’s education materials. FY 2023 Administration Response - The City’s Landlord/Tenant program currently collaborates with The Good Landlord, which is owned and operated by Tom Wood. Tom has over 30 years of experience in the apartment industry. He has worked as a Regional Manager, Vice President, President, and Owner of apartment portfolios of up to 5,000 apartments in seven Western States. Tom served as president of the Utah Apartment Association in 2010. The Good Landlord and the Utah Apartment Association are two separate entities that provide training for landlords in Salt Lake City. Tom Wood has confirmed that his training program does include the Covenants, Conditions, and Restrictions (CCRs) in the City’s Landlord/Tenant Program. Tom’s current training also includes implicit biases such as race, age, and gender. If the Council desires, we can have Tom Wood provide a short demonstration of his training. FY 2023 - Consolidated Fee Schedule Holistic Review – It is the intent of the Council to complete a holistic evaluation of the City’s Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY 2023 Administration Response - Finance is ready and available to take any council recommendations for an evaluation of the CFS. Desired changes can potentially be submitted with the FY24 Budget. FY 2023 - Grants and Ongoing Programs – It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY 2023 Administration Response - The Finance Department is working on a 5- year historical trend for Grants move into programs. Further detail regarding the approach the Finance Department will take, and the information gathered will be forthcoming. Salt Lake City Financial Policies 129 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2022 - Expanded Funding Our Future Definition - It is the intent of the Council that the definition of “public safety” for allocation of Funding Our Future revenue include not only the Police Department, Fire Department, and 911 Dispatch, but also any social workers and non-emergency traffic enforcement programs which are designed to expand the City’s public safety alternative response model. (Note: The current definition included Fire and 911 Dispatch since FY2020.) FY 2023 Administration Response – Further response forthcoming. Prior Year’s Response - The “public safety” allocations have been expanded to include social workers, park rangers, and MRT (Medical Response Team) crews. FIRE DEPARTMENT FY 2023 - Fire Department Costs – It is the intent of the Council to ask the Administration to evaluate: a.options for recouping costs for calls at the University of Utah. 1.FY 2023 Administration Response - Salt Lake City Fire Department responds to Fire and Medical calls on the University of Utah campus. As the university is tax-exempt, they are currently not paying for our services. They are owned by the State of Utah which would require action by the Utah State Legislature to allow a method of cost recuperation. The department maintains a strong working relationship with the university regarding fire/medical response, as well as fire prevention. b.the City’s hazardous materials ordinance, and implementation of that ordinance, to assure that the City is reimbursed from private insurance payments to those responsible for an incident. 1.FY 2023 Administration Response - SLCFD follows the current city ordinance which allows for cost recovery of negligent or otherwise purposeful acts requiring hazardous material response. The individual or entity responsible is invoiced the actual cost of responding to the incident. The last several years, the department has had a high success rate in collecting payment. Those payments are presented to council via budget amendment for informational purposes and it allows our department to replenish our specialty operations budget. c.continue evaluating options for electrified Fire vehicles. 1.FY 2023 Administration Response - Electrified fire vehicles are currently being evaluated by Fire and Fleet as potential options for future use. There are few electric fire truck/engine options on the market and it’s important we select the suitable one for our response model. Fire and Fleet have collaborated with early electric fire vehicle adopters and are evaluating all available options. In Salt Lake City Financial Policies 130 Mayor’s Recommended Budget FISCAL YEAR 2023-24 addition to the vehicle itself, careful consideration of the current infrastructure is required to ensure seamless and continual operations. It is anticipated that the electric fire vehicle will be successful in Salt Lake City. Fire is committed to our environment and it’s a matter of when, not if, we acquire electrified heavy apparatus. MAYOR’S OFFICE FY 2023 - Evaluating Efficiencies across Diversified Response Teams – It is the intent of the Council to periodically evaluate the diversified response teams across the City to determine whether there are opportunities to eliminate redundancies and/ or gain new efficiencies. FY 2023 Administration Response – Response forthcoming a.The following programs would be included as part of the “diversified response model”: i.Fire Department – Community Health Access Team (CHAT), Medical Response Team (MRT) ii.Police Department – Social Worker Co-Responders, Civilian Response Team iii.CAN (in partnership with other entities in some cases) – Downtown Ambassadors (including expanded areas), Homeless Engagement and Response Team (HEART), Code Enforcement iv.Public Lands – Park Rangers Program v.Public Services – Community Cleaning Program (CCP), Rapid Intervention Team vi.911 Department – partnership with Mobile Crisis Outreach Team (MCOT) b.The Council would like the Administration to provide information in six months and in one year so that the Council can evaluate these programs: i.Clarify roles of each team and how a call for service is routed from one team to another. ii.Track as much data as possible to determine which indicators are most important for future reviews. These would include data such as: number of calls for service; number of diversions from a police-only response; response times for teams; changes in police response times; volume of calls by time of day and day of the week; referrals to other agencies; and other outputs and outcomes. iii.Find ways to provide this data with the Council and the public in a coordinated way. iv.Inform the public and other levels of government as these programs are rolled out. FY 2023 - Importance of Plan Adoption – It is the intent of the Council that City departments and divisions rely only on plans that have been duly adopted by the Salt Lake City Financial Policies 131 Mayor’s Recommended Budget FISCAL YEAR 2023-24 legislative body as the basis or building blocks for additional City policy or budget guidance. FY 2023 Administration Response – Response forthcoming. POLICE DEPARTMENT FY 2021 - Police Department Role - It is the intent of the Council to re-evaluate the role the City asks the Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs out of the Police Department, like park rangers and social workers, and potentially add a function to the Human Resources Department to enhance the independence of the Internal Affairs unit. FY 2023 Administration Response: Social Workers - This years’ response- Hiring processes are ongoing to fill vacant positions. The police department is looking into hiring part time social workers to help facilitate shift coverage on evenings and weekends using attrition savings from the vacant positions. Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for increased objectivity, as well as for continuity and steady leadership since the position is not subject to rotating assignments. Police Civilian Response Team - Twelve PCRT ( Police Community Response Team) positions and 1 supervisor were funded for 6 months in the FY 2023 budget process. The Police Department steering committee has worked to establish the job descriptions, recruitment process, and address the training needs for these positions. A hiring process was completed in December of 2022 and 10 qualified applicants will fill positions as of 1/8/2023. An additional hiring process will be completed to hire the remaining 2 positions when the program is established, and time allows. The training program is anticipated to take 14 weeks to complete. The PCRT program will go into service when the equipment and training needs have been satisfied. Prior Year Responses: Social Workers - As hiring proceeds to fill the additional nine social worker positions authorized in the FY22 budget, covering evening and weekend shifts will become easier. Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the independent Civilian Review Board, and the Salt Lake City Financial Policies 132 Mayor’s Recommended Budget FISCAL YEAR 2023-24 public. This director is not a sworn officer, which allows for continuity and steady leadership since the position is not subject to rotating assignments. Police Civilian Response Team - The CRT is planned as a response to police-related calls for service that are categorized as low-hazard and non-emergency. A Police Department steering committee is working through the logistics of adding this program, like training, job and duty descriptions, policies and procedures. FY 2021 - Police Department Zero-based Budget Exercise - It is the intent of the Council to hire an independent auditor to evaluate each line item in the Police Department budget with the goal of conducting a zero-based budget exercise, which takes the budget apart and builds it back in a way that aligns with the policy goals of the Council, Mayor and public. A report back to the Council would happen in September, or sooner if possible. FY 2023 Administration Response - The Police Department continues to participate in program-based budgeting which has facilitated budget reviews for programs beginning at a base level and evaluating current program needs, not just based on historical budgeting. The process is dynamic and continues to progress while the migration to the City’s new Enterprise Resource Planning (ERP) is completed. Prior Year’s Response - As a step toward zero-based budgeting, the Police Department participated in the Administration’s initial efforts to undertake program- based budgeting during the formulation of the FY23 Mayor’s Recommended Budget. This process cannot get fully underway until the migration to the City’s new Enterprise Resource Planning (ERP) is complete. FY 2021 – Police Department Reporting Ordinance - The Council intends to work with the Attorney’s Office to create an ordinance that establishes reporting requirements for internal information collected by and related to the Police Department. FY 2023 Administration Response – Response forthcoming Prior Year’s Response – Response forthcoming. PUBLIC LANDS DEPARTMENT FY 2023 - Transition to Environmentally Sustainable Weed Control in Public Lands – It is the intent of the Council to request the Public Lands Department, including the Golf Division, transition to environmentally sustainable treatments for weeding and pest control in future years, acknowledging that this may require budget adjustments. This is consistent with an existing Sustainability Department policy. FY 2023 Administration Response - See Attachment #1 Salt Lake City Financial Policies 133 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2022 - Public Lands Maintenance - It is the intent of the Council that the Administration provide an estimate of the funding that would be needed to adequately maintain all of the City's public lands. This estimate should include the number of FTEs, as well as supplies, equipment, and appropriate signage. FY 2023 Administration Response – See Attachment #2 Prior Year’s Response - The Public Lands Department is working on an estimate of funding needs, based on a complex framework that includes full staffing at appropriate wages, replacement of failing infrastructure, and unfunded responsibilities, including tasks like weed abatement and tree maintenance. FY 2022 – Golf Fund Update - It is the intent of the Council that the Administration provide information on the following items in anticipation of a work session briefing to review and discuss options for the Golf Fund. (Note: this item consolidates Legislative Intents from FY21, FY20, and FY19.) Golf Food and Beverage Options: A review of the specific open space zoning ordinances, with the goal of removing barriers to providing additional food and beverage options in golf courses. To the extent that barriers exist in State law the Council requests an analysis of those, and that changing them be identified as a future legislative priority. FY 2023 Administration Response - In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses ended their agreement with the City after 15 months of operations, citing financial losses. These losses came despite the Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic disruption. •The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However, the courses were not able to offer beer sales, which make up most of the concessionaire’s profits. The course cafes lost a significant amount of revenue while trying to still provide café services to golf patrons. •The Golf Division re-published the concessionaire RFP and contracted with a new concessionaire in early 2022 at five courses. The Golf Division cancelled the contract with the new concessionaire as of December 1, 2022 due to failure on the part of the concessionaire to make the contracted monthly payments. •In early November of 2022, the Golf Division requested that the Contracts Division re-publish the previous concessionaire RFP again so new proposals could be solicited during the winter months while the golf courses were closed. However, the Contracts Division denied the Golf Division’s request to rush the re-publishing of the previous proposal. Because of this, it is uncertain when new contracts will be able to be negotiated at the five remaining golf courses without a Salt Lake City Financial Policies 134 Mayor’s Recommended Budget FISCAL YEAR 2023-24 concessionaire agreement. Without a concessionaire contract in place, no alcohol sales can be permitted at the Bonneville, Forest Dale, Glendale, Nibley Park and Rose Park golf courses. The courses will provide basic bottled beverages, water and pre-prepared snacks until new concessionaire agreements can be secured. •The RFP for the Golf Division concessionaires is out on Bidsink. •The Golf Division will reduce the revenue sharing and fee structure for potential concessionaires to make operating a golf course café more profitable. The Division has provided additional investments in terms of equipment, flooring and paint into the café spaces to improve the appearance of the spaces to help attract new concessionaires. The two main obstacles to providing additional food and beverage services are: 1.Lack of interest from potential concessionaires due to lack of revenue potential, difficulty in hiring and retaining workers and providing needed upfront capital needed to begin the operations. Additionally, the cost of providing expanded alcohol offerings is significant above a standard beer permit required to sell beer at a recreation facility (golf course) and therefore concessionaires stick to selling only beer. 2.The State restriction to the City as an applicant for beer license. City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which the City has expressly granted a concessionaire operating in the park a license to sell beer. The City’s golf courses are “parks” as defined in chapter 15.04. Prior Year’s Response - This part of the Legislative Intent specifies that the Golf Division should review the specific open space zoning ordinances with the goal of removing barriers to providing additional food and beverage options in golf courses. The Council also requested an analysis of any barriers that might exist in State law, and that changing these laws be identified as a future legislative priority. The Division’s response included the following information: •In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses ended their agreement with the City after 15 months of operations, citing financial losses. These losses came despite the Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic disruption. •The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However, the courses were not able to offer beer sales, which make up most of the concessionaire’s profits. The course cafes lost a significant amount of revenue while trying to still provide café services to golf patrons. Salt Lake City Financial Policies 135 Mayor’s Recommended Budget FISCAL YEAR 2023-24 •City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which the City has expressly granted a concessionaire operating in the park a license to sell beer. The City’s golf courses are “parks” as defined in chapter 15.04. •The Golf Division has re-published the concessionaire RFP and hopes to contract with replacement concessionaires at the five locations for the 2022 season and beyond. However, absent new concessionaire contracts, the Golf Division will offer reduced services at the remaining courses. •The two main obstacles to providing additional food and beverage services are: 1. Lack of interest from potential concessionaires due to lack of revenue potential. 2. The State restriction to the City as an applicant for beer license. •The Golf Division has proposed reducing the fee structure for potential concessionaires to make operating a golf course café more profitable. It is also looking into areas of additional investment within the café spaces to help make the operations more attractive to both concessionaires and customers. PUBLIC SERVICES DEPARTMENT FY 2015 - Maintenance of Business Districts - It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. FY 2023 Administration Response - The topic of funding enhanced services in business districts has been an ongoing discussion for many years. The current funding for Facilities’ CBD and SBD maintenance is provided by the general fund and covers a variety of maintenance items at a basic level of service. Funding for the maintenance of Regent Street improvements is still being subsidized by the RDA and has not been absorbed by the general fund. Additional amenities that have been added over time have increased costs, yet operational budget has not reflected an increase other than inflationary. Currently, the Public Services Department does not have any mechanisms in place that allow for funding of any additional services from sources outside the general fund. We do respond to demand and new requests, as they are added through increased budget asks, but no additional expansion of programs are in place at this time. Salt Lake City Financial Policies 136 Mayor’s Recommended Budget FISCAL YEAR 2023-24 The Central Business Improvement Assessment Area Management Agreement was renewed this year with Downtown Alliance and the Department of Economic Development and it does not cover CBD maintenance. The SBD has no agreements in place or an officially defined area. Prior Year’s Response - Several years ago, Public Services reported having had productive discussions with RDA staff about various models to fund maintenance. Discussions focused on Central 9th and Regent Streets and included considering how parking can support business district maintenance. Nothing further has been reported since. PUBLIC UTILITIES DEPARTMENT FY 2023 - Water Usage by the City – It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. FY 2023 Administration Response – Any tracking done within the City is done at the Public Lands and Public Services department level. The responses from these departments are included below: Public Services - The Facilities Division has implemented several water reduction strategies over the years when and where possible. The Facilities Division has reduced water consumption over the last several years. Any new capital projects are always reviewed for best practices in water efficiency and energy usage. Public Lands – FY 2023 -Water Usage by the City It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. Salt Lake City Parks Division – Water Management Currently the Parks Division manages water usage based on monthly water bills provided by Public Utilities for each park district. On some irrigation systems water flow sensors are installed to measure GPM to determine if there are leaks and to shut off valves if necessary. Currently, the department’s only means to track water savings is to adjust watering schedules and then review the monthly water billings. Irrigation systems are a growing asset category that will continue to present significant challenges to Public Lands in the face of continual drought. Many of our Public Lands irrigation systems were designed decades ago and provide overhead irrigation water to the City’s Parks. During drought conditions, Public Lands are required to reduce watering, and this presents a significant threat to our existing urban forest. Without regular water during the summer months trees within the park Salt Lake City Financial Policies 137 Mayor’s Recommended Budget FISCAL YEAR 2023-24 system are at risk of suffering and eventual death. The establishment of root watering systems that waters trees directly while being able to reduce overhead watering is standard practice for all new project implementation, but old irrigation systems must eventually be modified or replaced. In the final update, the Department will provide an update of recent water management systems installed to conserve and reduce water usage as well as funded and unfunded opportunities for water conservation. A future asset management plan will provide accurate cost estimates for replacing old irrigation systems within the public lands inventory. Salt Lake City Golf Division – Water Management The Golf Division manages water usage in two ways: 1.Daily water usage as applied on the courses utilizing software tied to flow meters as used by different zones and expressed as gallons used. This data allows the course superintendent to adjust usage based on weather conditions, turf needs, evapotranspiration data collected via a weather station located at the course, soil moisture levels and other considerations. 2.Monthly water usage based on billings and usage data from Public Utilities managed flow meters to each property and expressed as units per 100 cubic feet of water. The Golf Division’s water budget is set based on the data correlated with the Public Utilities monthly billings, which are typically delayed by 2 to 3 months. The Golf Division also considers water usage on a 5-year average when setting water usage targets and budgets. Capital improvements can have a drastic impact on how a golf course looks and plays and how it competes in the market. The most important asset on a course to bringing in more players is the playing surface, the fairways, approaches, tees, and the greens. Food, beverage, and retail sales can also boost revenue, but without healthy and properly conditioned greens, the players won’t be at the course to spend the extra dollars on conveniences. First and foremost, the turf on every course needs a functioning and efficient irrigation system that can keep the greens, green. In addition, utilizing sophisticated on-site weather stations, improving irrigation uniformity, and using state-of-the-art computerized control systems all can create considerable savings of water and energy resources as well as improving the overall health and sustainability of the turf. Public Lands will provide additional information in future updates on past water conservation activities and future opportunities to improve irrigation systems. A preliminary estimate of systems and funding needs are outlined in the FY2022 Public Lands Maintenance legislative intent response. Salt Lake City Financial Policies 138 Mayor’s Recommended Budget FISCAL YEAR 2023-24 REDEVELOPMENT AGENCY (RDA) FY 2023 - New Programs and Capital Accounts Review - It is the intent of the RDA Board in future budget years to consolidate the budgeting and policy development steps for new programs so that funding is allocated once the Board has had the opportunity to get a full understanding of the proposal and to exercise their policy making discretion. It is further the intent of the Council to review by December 2022 all RDA accounts that contain balances to determine whether the appropriations still align with the goals of the Board. FY 2023 Administration Response - Staff will endeavor to prioritize policy development prior to the allocation of funds for new programs. The request for providing account balance information requested in this Legislative Intent is currently being undertaken as part of the preparation for the implementation of the new ERP system FY 2023 - Prioritize Equity and Variety of Professional Opportunities - It is the intent of the RDA Board to continue to collaborate with the Administration and prioritize equity and inclusion in the Board's policy, oversight, and budget decisions. In doing so, the Board intends to request options from the City Administration and RDA staff that maximize opportunities for meaningful involvement for a wide array of developers and professionals. Further, it is the intent of the Board to authorize funding for projects that support walkability and are built at a scale to encourage human interaction and include architectural interest and variety. FY 2023 Administration Response – This intent is understood by the Administration and is in line with the Equitable and Inclusive Development Work Plan, which outlines the RDA’s equitable and inclusive development goals as well as action items for staff to support these efforts. The goal of the plan is to acknowledge the racial and social inequities that have historically existed within the redevelopment industries, ensure that DEI strategies are utilized in RDA-funded projects, and enhance the ability of non-traditional applicants to apply for Agency programs and offerings. Goals to this effect can be added to the Work Plan and implemented when possible. In December 2021, the Board approved the RDA Guiding Framework which includes the Agency’s Mission Statement and Core Values. Neighborhood Vibrancy is one of these three values and incorporates Walkability as one of the Livability Benchmarks, with the stated intent to “promote walkable neighborhoods and connectivity, and support a safe, engaging pedestrian experience.” These benchmarks are utilized within the prioritization and recommendations for Agency funding and participation within projects. FY 2022 - Structure of Accounts within RDA and All Other Departments, including Fund Balances and Previous Capital Projects - It is the intent of the Council/Board to review the full structure of RDA accounts with RDA and Finance Salt Lake City Financial Policies 139 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Staff, including fund balances and capital projects funded in previous years. The Board may wish to discuss with the RDA and Finance staff the best way to get this information on a real-time basis. Staff note: The City’s Enterprise Resource Planning (ERP) effort will help in tracking/providing this information in a less labor- intensive way, although the horizon for full implementation could be a year or longer. Prior Year’s Response - The efforts requested in this Legislative Intent are being undertaken as part of the preparation for the implementation of the new ERP system. SUSTAINABILITY DEPARTMENT FY 2023 - Sustainability Holding Account – It is the intent of the Council to allocate the following items in the Sustainability Department to a holding account pending further discussion with the Council. The Council supports these items, but policy guidance from the Council is needed, and extends to the overall role that the City’s Sustainability Department should play in the community. a. $214,000 for EV Charging Stations, b. $300,000 for electrified transportation planning, and c. $125,000 food equity funding request. FY 2023 Administration Response - The Sustainability Department discussed the holding accounts and intended use of the funds with the City Council in work sessions held September through November 2022. The Council has approved releasing the funds for expenditure and the Department is in process of establishing agreements and launching projects. COUNCIL-LED INTENTS FY 2023 - CAN/RDA/DED Role Clarity – It is the intent of the Council to further clarify the roles of Community and Neighborhoods, the Redevelopment Agency and the Department of Economic Development as they relate to housing and commercial development and assistance. FY 2023 - Rotating Outside Auditing of Each City Department – It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents’ needs while being fiscally responsible with the taxpayer dollars. Salt Lake City Financial Policies 140 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Capital Improvement Program This page intentionally left blank Capital Improvement Program INTRODUCTION AND OVERVIEW Salt Lake City’s Capital Improvement Program (CIP) is a multi-year planning program of capital expenditures needed to replace or expand the City’s public infrastructure. The principal element that guides the City in determining the annual infrastructure improvements and budgets schedule is the current fiscal year capital budget. The City CIP Budget Process includes a review by the Community Development & Capital Improvement Program (CDCIP) Board, consisting of community residents from each district. The CDCIP Board scores projects on a variety of criteria and provides funding recommendations to the Mayor. The Mayor considers the CDCIP recommendations as the Administration prepares its funding recommendations for the City Council as part of the Annual Recommended Budget. The City Council reviews the recommendations of the Mayor and the CDCIP Board and carefully analyzes each of the proposed projects before allocating funding and adopting the final CIP budget. The details of the recommended FY2023-24 CIP Budget are included in this book. In considering major capital projects, the City looks at the potential operating impact of each project. New capital improvements often entail ongoing expenses for routine operations. Upon completion or acquisition, the repair and maintenance of new facilities often require additional positions to maintain the new infrastructure. Conversely, a positive contribution, such as a reduction in ongoing repairs and maintenance of a capital project, is factored into the decision- making process. Each project includes a section for estimated future maintenance and/or operations expenses, where the departments have included projections of any increases to future operating costs. The City also reviews all CIP projects to determine the progress. All projects older than three years that do not show significant progress are then considered for recapture, allowing those funds to be used on more shovel-ready projects. The Administration continuously evaluates the City’s funding of its Capital Improvement Program. Because the proceeds from debt financing are considered a source for funding the City’s capital improvement projects, the City analyzes the effect that issuance of additional debt would have on its debt capacity and current debt ratio. Salt Lake City Capital Improvement Program 143 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Resolution No. 29 of 2017 / Salt Lake City Council Capital and Debt Management Policies Resolution No. 29 of 2017 provides the framework for project funding recommendations. Its guidance helps clarify the expectations of the City’s Capital Improvement Program and the steps the Administration should take in determining how to best address the City’s deferred and long-term maintenance needs. Some of the policies guiding the CDCIP Board and the Administration include: •A definition of a capital improvement as having a useful life of five or more years and cannot have a recurring capital outlay such as a motor vehicle or a fire engine. It also clarifies that a capital outlay does not include maintenance expenses such as fixing a leaking roof or painting park benches. •A capital improvement must be a City asset and have a cost of $50,000 or more, with few exceptions. •Salt Lake City aims to maintain its physical assets at a level adequate to protect its capital investments and minimize maintenance and replacement costs. •Priorities are given to projects that preserve and protect the health and safety of the community; are mandated by the state and/or federal government; and provide for the renovation of existing facilities resulting in the preservation of the community’s prior investment. •The recapture of Capital Improvement Program funds during the first budget amendment of each year if an existing balance remains on a completed project. •Debt Service (excluding G.O. Bonding). FY2023-24 CAPITAL IMPROVEMENT ALLOCATIONS Salt Lake City’s FY2023-24 adopted CIP budget appropriates $545,012,942 for CIP, utilizing General Funds, Class “C” Funds, Impact Fee Funds, Quarter Cent Tax Funds, Redevelopment Agency Funds, Enterprise Funds, and other public and private funds. The City’s General Fund accounts for all debt service on outstanding Sales and Excise Tax Revenue bonds through a payment from the City CIP contribution, except for the Eccles Theater project. The Library Fund covers the Local Building Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt associated with the construction of two fire stations is funded through CIP. Motor Fuel Excise Tax Revenue bonds are funded through the City’s Class C Road fund. Funds to pay debt service, totaling $11,482,326, are included in the adopted annual budget. Salt Lake City Capital Improvement Program 144 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City’s capital improvement projects. Motor Fuel Excise Tax Revenue bonds funded the reconstruction of Class C roads throughout the City. A total of $10,274,000 was recommended for Transportation projects. Of this amount, the budget appropriates $1,194,000 of General Funds, $240,000 of Impact Fee funds, $2,090,000 of Funding our Future funds, and $6,750,000 in ¼ Cent Tax funding. Programs funded include Safer Crossings, Sidewalk Improvements, Frequent Transit Routes, Complete Streets, Livable Streets, Neighborhood Byways, Urban Trails, Traffic Circle Construction, and Traffic Signal Replacement. The recommended budget for Parks, Trails, and Open Space capital improvement projects includes a total appropriation of $4,221,000 from the General Fund and Parks Impact Fee funds. Projects funded include Library Plaza Structural Assessment and Visioning, Park Development and Improvements, Bilingual Signage Installation, and Park Restoration and Conservation. Public Services capital improvement recommended budget includes a total appropriation of $10,348,771. Of this amount, the budget appropriates $4,598,771 from the General Fund, $3,500,000 of Class C funding, $1,000,000 of Funding our Future funds, $750,000 in ¼ Cent Tax funding, and $500,000 of CIP funding. Programs funded include Public Way Concrete, Complete Streets Reconstruction and Overlay, Alleyway Improvements, Mill and Overlay Maintenance Pilot, and the Facilities Asset Renewal Plan. An apparatus bay extension project was also funded for Fire Station #1. A total of $150,000 was also recommended for a Westside Art Project from Funding our Future funds. Capital Projects The CIP pages include details for each recommended project for the FY2023-24 Budget. These pages provide a breakout of the funding recommendations and future costs associated with each project. The total for capital projects in the FY2023-24 budget is $24,993,771. ENTERPRISE FUND PROJECTS The City’s enterprise functions; Airport, Water, Sewer, Storm Water, Redevelopment, Refuse Collection and Golf – are by nature, very capital intensive. The budgets for these activities reflect the need to maintain the integrity and capacity of the current capital infrastructure and its functionality. Airport Fund – The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive any general fund revenues to support the operation of the City’s system of airports. The Department of Airports (the Airport) has 639 employee budgeted positions and is responsible for managing, Salt Lake City Capital Improvement Program 145 Mayor’s Recommended Budget FISCAL YEAR 2023-24 developing, and promoting airports that provide quality transportation facilities and services, and a convenient travel experience. The Fiscal Year 2024 budget continues to see growth in enplanements, revenues, as well as expenditures. The Salt Lake City International Airport (SLCIA) continues to benefit from the American Rescue Plan Act (ARPA) as well as the Bipartisan Infrastructure Law (BIL) grants awarded for FY2024. The Airport will use the remaining funds in the ARPA grants which will help offset operating and maintenance expenses that will lower the landing fee and terminal rents charged in FY24 as well as make up for lost revenues. The BIL grants will continue to provide much needed and critical funding for airport capital infrastructure projects that are moving from design into actual construction. The Airport will be bringing on 22 gates located on South Concourse East (SCE) in October 2024 which brings additional staffing and maintenance staff requirements while seeing a significant reduction in the hardstand operations. The developed FY24 budget continues to provide positive financial benefits with increased passengers and revenues that help offset increased operating expenses. The Airport will continue to fund important capital projects. These projects include the Terminal Redevelopment Program (TRP) and the North Concourse Program (NCP), which together are called the New SLC. In addition, critical projects found in the airfield, terminal, and auxiliary airports will continue to be funded to ensure that all Airport’s owned facilities keep up with critical infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into future years. Public Utilities Funds – Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer, storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to fund these services. Funding for SLCDPU capital expenditures comes from user fees, fund reserves, revenue bonds, and occasionally a grant or state/federal government subsidized loan. The department is utilizing a Water Infrastructure Financing Innovation Act (WIFIA) loan to finance a portion of the water reclamation facility construction. Customers pay for the services they receive through utility rates that have been established for each fund. The rates were developed on a cost of service basis. Our utilities are infrastructure intensive and administration of these assets requires long term project and financial planning. The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In fiscal year 2024, the department has over 95 capital projects between the four funds as well as continuing work on existing projects. Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects to be designed in one year and constructed in subsequent years. The budget includes projects rated as a high priority in the Department’s Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project undertaken Salt Lake City Capital Improvement Program 146 Mayor’s Recommended Budget FISCAL YEAR 2023-24 by SLCDPU. Other elements of our systems are also experiencing aging problems and will require increasing attention in the future. For example, our three water treatment plants were built in the 1950’s and early 60’s. Planning is underway for each of the three plants to determine the best approaches for their replacement. A unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities. Adding to the complexity are water rights and exchange agreement obligations. RDA Funds – The Redevelopment Agency of Salt Lake City (RDA) strengthens neighborhoods and commercial districts to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA utilizes a powerful set of financial and planning tools to support strategic development projects that enhance the City’s housing opportunities, commercial vitality, public spaces, and environmental sustainability. The RDA’s primary source of funds for the projects include property tax increment and program income revenue, depending on the specific budget account. The RDA often participates with Salt Lake City in the redevelopment or construction of city owned infrastructure projects. As part of the RDA Budget Policy, Capital Projects are defined as any project that anticipates multi-year funding. The allocation of funds for these projects is part of the budget approval process and is typically contingent on the RDA Board authorizing appropriation once the specific project costs and details are known. Depending on the project, the timeline for this process may not follow the City’s CIP schedule or requirements for approval. The RDA fiscal year 2024 budget process proposes one potential City infrastructure project. The City Creek daylighting design plan explores bringing a portion of City Creek that currently runs in a culvert underground up to the surface just north of the Folsom Trail from 800 West to 1000 West. The project goals include increasing access to nature, improving water quality and mitigating surface flooding. This funding request will produce 40% construction drawings which will be used for project implementation. Landscaping improvements and other pedestrian amenities will also be recommended as a part of the design plan to activate the trail and create a welcoming centerpiece for the westside community. The total cost for implementation is estimated to be between $15,000,000 and $20,000,000. Sustainability Fund - Sustainability operations enable continuing compliance with federal, state, and local regulations related to landfill gas collection, closing portions of the landfill, and constructing a new landfill cell within the permitted footprint included in the master plan. Sustainability proposed no projects for FY 2023-24. Golf Fund - The Golf Division operates seven full-service golf courses at six Salt Lake City locations providing quality recreational experiences at a competitive price Salt Lake City Capital Improvement Program 147 Mayor’s Recommended Budget FISCAL YEAR 2023-24 for Salt Lake City residents and visitors from surrounding cities and various out of state locations. Golf Course Capital Projects are funded, primarily, from excess revenue generated by user fees. Over the past several years, expenses have outpaced revenues and have limited Golf’s ability to self-fund most if not all non- emergency Capital Projects. In 2012, a Golf CIP Fund was established that allocates $1 per every 9 holes played and 9% from all annual pass sales toward building funds that can be used exclusively for Capital Projects. Until FY 2019, these funds had not been released for use as the fund balance was needed to provide a fund balance offset against a fund deficit. As part of the FY22 budget proposal, the Golf Division implemented a Golf CIP Fee increase from $1 to $2 per every 9 holes played, beginning in January 2022, in order to bring more capital into the Golf CIP Fund to increase funding from this source for additional future projects. The Golf Division has produced excess revenue over the past 3 years and is able to begin re-investing funds into long-overdue projects. The Golf Division has budgeted $6,610,220 for Capital Improvement Projects in FY24. The Golf Division is undertaking a four-year project to improve tee box hitting surfaces by re-leveling and re-sodding many of the tee box areas at each course and have allocated $60,000 in FY24 from the Golf CIP Fund. The Golf Division is undertaking a multi-year project to repair existing cart paths and construct some new carts paths and has allocated $525,000 for FY24. Other significant projects include new parking lot resurfacing at the Mountain Dell and driving range hitting facility at Glendale golf course. As part of a multi-year plan to upgrade vital maintenance equipment at all courses, the Golf Division will be using $424,263 in FY24 to purchase additional equipment. Salt Lake City Capital Improvement Program 148 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL De b t S e r v i c e Debt Service Projects Sales Tax Series 2013B Bond $ 362,950 $ 362,950 Sales Tax Series 2014B Bond $ 747,025 $ 747,025 Sales Tax Series 2016A Bond $ 2,003,973 $ 2,003,973 Sales Tax Series 2019A Bond $ 358,575 $ 358,575 Sales Tax Series 2022B Bond $ 1,999,625 $ 1,999,625 Sales Tax Series 2022C Bond $ 3,088,875 $ 3,088,875 B & C Roads Series 2014 $ 979,503 $ 979,503 ESCO Debt Service to Bond $ 761,000 $ 761,000 Fire Station #3 $ 679,400 $ 679,400 Fire Station #14 $ 501,400 $ 501,400 Debt Service Projects Total $ 10,301,526 $ — $ — $ — $ — $ 1,180,800 $ 11,482,326 On g o i n g Ongoing Projects Crime Lab $ 600,000 $ 600,000 Facilities Maintenance $ 350,000 $ 350,000 Trail Maintenance $ 200,000 $ 200,000 Public Lands Maintenance $ 250,000 $ 250,000 Ongoing Projects Total $ 1,200,000 $ — $ — $ — $ 200,000 $ — $ 1,400,000 Ot h e r O n g o i n g Other Ongoing Community and Neighborhoods - Surplus Land RES $ 700,000 $ 700,000 Public Services- Smiths Ballfield $ 150,000 $ 150,000 Public Services- ESCO County Steiner $ 150,500 $ 150,500 Public Services - Memorial House $ 50,000 $ 50,000 Other Ongoing $ 700,000 $ — $ — $ — $ — $ 350,500 $ 1,050,500 Salt Lake City Capital Improvement Program 149 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL Ne w C I P New/Maintenance Projects Total Library Plaza Structural Assessment and Visioning $ 190,000 $ 190,000 Safer Crossings: Main St., Glendale Park, and Citywide $ 270,000 $ 90,000 $ 540,000 $ 900,000 200 East ADA and Sidewalk Improvements $ 234,000 $ 234,000 Transit Capital for Frequent Transit Routes / Operational Investments $ 990,000 $ 110,000 $ 1,100,000 Complete Streets Program: 2100 South, Virginia St., and Citywide $ 3,293,000 $ 3,293,000 Public Way Concrete 2023/2024 $ 750,000 $ 750,000 Livable Streets Implementation $ 250,000 $ 1,100,000 $ 1,350,000 Neighborhood Byways $ 440,000 $ 360,000 $ 800,000 Complete Streets Reconstruction 2023/2024 $ 2,250,000 $ 2,250,000 $ 4,500,000 Poplar Grove Park Full Court Basketball Expansion $ 253,500 $ 253,500 $ 507,000 Cottonwood Park Trailhead and Parklet $ 202,000 $ 648,000 $ 850,000 Complete Streets Overlay 2023/2024 $ 1,250,000 $ 1,250,000 Urban Trails: The Other Side Village & the 9-Line Trail $ 1,700,000 $ 1,700,000 Salt Lake City Capital Improvement Program 150 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL Ne w C I P ( C o n t i n u e d ) Fire Station No. 7 Tennis and Pickleball Court Restoration and Amenities $ 438,850 $ 416,150 $ 855,000 337 Park Development $ 550,000 $ 550,000 Jefferson Park Improvements $ 530,000 $ 530,000 Parks Bilingual Signage Installation $ 82,800 $ 331,200 $ 414,000 Fairpark Traffic Circle Construction Phase $ 497,000 $ 497,000 Alleyway Improvements 2023/2024 $ 250,000 $ 250,000 Fire Station #1 Apparatus Bay Extension $ 648,771 $ 500,000 $ 1,148,771 Facilities Asset Renewal Plan FY24 $ 1,700,000 $ 1,700,000 Mill and Overlay Maintenance Pilot Program $ 750,000 $ 750,000 Historic Restorations, Replacements, Conservation Work at International Peace Gardens $ 325,000 $ 325,000 75-Year-Old Traffic Signal Replacement $ 40,000 $ 360,000 $ 400,000 Westside Art $ 150,000 $ 150,000 New Projects Total $ 7,284,921 $ 3,240,000 $ 3,500,000 $ 2,968,850 $ 7,500,000 $ 500,000 $ 24,993,771 Cost Overrun $ 22,214 $ 225,357 $ 247,571 Percent for Art $ 161,518 $ 161,518 Total General Fund/Other Fund/Class C Fund/Impact Fee Fund/Surplus Land Fund CIP Projects $ 19,508,661 $ 3,626,875 $ 3,500,000 $ 2,968,850 $ 7,700,000 $ 2,031,300 $ 39,335,686 Salt Lake City Capital Improvement Program 151 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL CD B G City Infrastructure Projects ( CIP Engineering/No Projects Total CDBG $ — $ — $ — $ — $ — $ — $ — Other Fund Capital Improvement Programs Ai r p o r t Airport CIP Projects CUP Crossover Piping $ 505,000 $ 505,000 Decommission R/W 14-32 & T/W Improvements (Design) $ 405,000 $ 405,000 Replace Pumps in Glycol Pumps Stations $ 967,000 $ 967,000 Taxiway F Reconstruction (G - F1) - (Construction) $ 9,400,000 $ 9,400,000 Taxiway U & V Proper (Design)$ 4,725,000 $ 4,725,000 Taxiway U & V Tunnel & Roadway Realignment $ 78,651,000 $ 78,651,000 UPS Pump Station Replacement $ 1,483,000 $ 1,483,000 Demo Row 21 - Apron & Taxiway Reconstruction $ 1,613,000 $ 1,613,000 SVRA Hangar Site Development - Phase I $ 2,721,000 $ 2,721,000 TVY Water & Sewer Improvements $ 9,046,000 $ 9,046,000 Electrical Vehicle Charging Stations FY24 $ 1,068,000 $ 1,068,000 S Employee Parking Lot Development Program / Surplus Canal Relocation (Design) $ 1,559,000 $ 1,559,000 S Employee Parking Lot Development Program / Surplus Canal Relocation (Construction) $ 60,808,000 $ 60,808,000 Salt Lake City Capital Improvement Program 152 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL Ai r p o r t ( C o n t i n u e d ) AOC Backup Generator $ 311,000 $ 311,000 Demo FAA FMP and Construct New Roadway $ 1,044,000 $ 1,044,000 NS1 & NS4 Switch Gear & Capacitor $ 1,063,000 $ 1,063,000 NWS Replacement Controls $ 624,000 $ 624,000 Total Airport CIP Projects $ — $ — $ — $ — $ — $ 175,993,000 $ 175,993,000 Go l f Golf CIP Projects Tee Box Leveling $ 60,000 $ 60,000 Pump Replacement $ 20,000 $ 20,000 Maintenance Equipment $ 424,263 $ 424,263 Parking Lot Resurfacing $ 250,000 $ 250,000 Property Fencing Project $ 55,220 $ 55,220 New Construction Projects $ 1,300,000 $ 1,300,000 Irrigation Improvements $ 4,400,000 $ 4,400,000 Cart Path Improvements $ 525,000 $ 525,000 Total Golf CIP Projects $ — $ — $ — $ — $ — $ 7,034,483 $ 7,034,483 Pu b l i c U t i l i t i e s Public Utilities CIP Projects Water Main Replacements $14,620,000 $14,620,000 Treatment Plant Improvements $38,340,000 $38,340,000 Deep Pump Wells $100,000 $100,000 Meter Change-Out Program $2,500,000 $2,500,000 Water Service Connections $3,450,000 $3,450,000 Storage Reservoirs $6,690,000 $6,690,000 Pumping Plants & Pump Houses $900,000 $900,000 Culverts, Flumes & Bridges $4,200,000 $4,200,000 Distribution Reservoirs (Tanks) $2,300,000 $2,300,000 Maintenance & Repair Shops (Water Utility) $400,000 $400,000 Salt Lake City Capital Improvement Program 153 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City General Fund / Class C / Impact Fee / Enterprise Fund / Other CIP Summary Fiscal Year 2024 PROJECT GF GF FOF CLASS C IMPACT FEES ¼¢ SALES TAX OTHER TOTAL Pu b l i c U t i l i t i e s ( C o n t i n u e d ) Treatment Plants $ 212,259,773 $ 212,259,773 Collection Lines $ 23,955,000 $ 23,955,000 Lift Stations $ 2,750,000 $ 2,750,000 Maintenance & Repair Shops (Sewer Utility) $ 350,000 $ 350,000 Storm Drain Lines $ 6,230,000 $ 6,230,000 Riparian Corridor Improvements $ 250,000 $ 250,000 Landscaping $ 50,000 $ 50,000 Storm Water Lift Stations $ 650,000 $ 650,000 Detention Basins $ 365,000 $ 365,000 Street Lighting Projects $ 2,240,000 $ 2,240,000 Total Public Utilities CIP Projects $ — $ — $ — $ — $ — $ 322,599,773 $ 322,599,773 RD A Redevelopment Agency (RDA) CIP Projects City Creek Daylighting $ 50,000 $ 50,000 Total RDA CIP Projects $ — $ — $ — $ — $ — $ 50,000 $ 50,000 Su s t a i n a b i l i t y Sustainability CIP Projects No Projects $ — Total Sustainability CIP Projects $ — $ — $ — $ — $ — $ — $ — Total Enterprise and Other Fund CIP $505,677,256 $505,677,256 GRAND TOTAL $19,508,661 $3,626,875 $3,500,000 $2,968,850 $7,700,000 $ 507,708,556 $ 545,012,942 Salt Lake City Capital Improvement Program 154 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department Budgets This page intentionally left blank OFFICE OF THE CITY COUNCIL Organizational Structure Fiscal Year 2023-24 Salt Lake City Office of the City Council 157 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE CITY COUNCIL Cindy Gust-Jenson, Executive Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 3,642,049 4,771,166 4,977,720 O & M 15,700 58,800 58,800 Charges & Services 635,759 905,841 921,729 Capital Expenditures 13,129 2,000 2,000 Total Office of the City Council 4,306,637 5,737,807 5,960,249 DIVISION BUDGETS Community Affairs 4,159,816 5,387,707 5,610,149 36.00 Legislative Non-Departmental 146,821 350,100 350,100 Total Office of the City Council 4,306,637 5,737,807 5,960,249 FUNDING SOURCES General Fund 4,306,637 5,737,807 5,960,249 Total Office of the City Council 4,306,637 5,737,807 5,960,249 FTE by Fiscal Year 35.00 36.00 36.00 FY 2024 Department Budget Personal Services 4,977,720 O & M 58,800 Charges & Services 921,729 Capital Expenditures 2,000 Salt Lake City Office of the City Council 158 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE CITY COUNCIL Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes (336,058) Base-to-base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (17,998) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 8,940 This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book. Salary Proposal 171,889 This increase reflects the City Council Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 45,669 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. Policy Issues Council Office Adjustments 350,000 The budget includes funding as a placeholder for Council Office funding initiatives. Salt Lake City Office of the City Council 159 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 160 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE MAYOR Organizational Structure Fiscal Year 2023-24 Salt Lake City Office of the Mayor 161 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE MAYOR Erin Mendenhall, Mayor of Salt Lake City FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 3,311,790 5,055,866 5,238,468 O & M 48,675 84,703 112,953 Charges & Services 766,598 1,424,382 1,443,146 Capital Expenditures 10,790 60,500 25,500 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 DIVISION BUDGETS Community Affairs 92,770 1,023,918 1,293,505 12.00 Executive Staff 4,045,083 5,601,533 5,526,562 22.00 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 FUNDING SOURCES General Fund 4,137,853 6,625,451 6,820,067 34.00 Total Office of the Mayor 4,137,853 6,625,451 6,820,067 FTE by Fiscal Year 30.00 32.00 34.00 FY 2024 Department Budget Personal Services 5,238,468 O & M 112,953 Charges & Services 1,443,146 Capital Expenditures 25,500 Salt Lake City Office of the Mayor 162 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE MAYOR Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base-to-Base Changes (244,126) Base-to-Base changes compare personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (26,434) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 10,156 This increase reflects the City Council's insurance cost as described in the Budget Summary section of the Budget Book. Salary Proposal 195,424 This increase reflects the Mayor's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of Partially Funded Positions 36,606 Annualized funding for those positions was added for only a portion of fiscal year 2023. Annualization of NFP Adjustments 62,538 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 7,576 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Art Under the Bypass (One-time) (60,000) The budget removes funding included in FY 2023 for maintenance of an art installation from a number of years back that the City agreed to maintain. Stipends for Boards and Commissions 29,420 The budget includes additional funding for boards and commissions stipends. Remove Fleet Block Engagement (One-time) (100,000) Funding provided in fiscal year 2023 to secure an outside expert to advise the City on the Fleet Block development process. This funding is now being removed. Salt Lake City Office of the Mayor 163 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023 BA #3: Transferring Consumer Protection Analyst from Mayor's Office (108,841) Budget amendment #3 of FY 2023 moved the Consumer Protection Analyst position funding and FTE from the Mayor's Office to Housing Stability. Policy Issues Love Your Block Program (Grade 23) (10 Mths) 160,667 The Mayor is recommending additional funding for and the addition of 2.0 FTEs for the Love Your Block Program. This program mobilizes community members to volunteer to make improvements to their communities with mini-grant awards and leveraging other funding sources. This expansion will allow the program to reach beyond the west side neighborhood into Ballpark, Central City, and Marmalade areas. Know Your Neighbor (Grade 23) (10 Mths) 92,000 The budget includes additional funding for and the addition of 1.0 FTE for the Know Your Neighbor Program. This funding will transition a grant-funded part-time position into a full- time position. Office Reconfiguration 25,000 Funding is included for office reconfiguration to accommodate new employees and to optimize space in the Mayor's office. Professional Association Membership Fees 20,000 The budget includes funding for additional professional association membership fees. Travel 59,630 The budget includes additional funding to allow for increasing Mayor's office travel costs. SLC Corps Operating Expenses 15,000 Funding is included for the increased cost of office materials and supplies, printing and promotion, food and refreshments, equipment and tools, and various dues and publications. Operating Cost 20,000 The budget includes funding to various increased operating costs within the Mayor's office. Salt Lake City Office of the Mayor 164 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF AIRPORTS Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Airports 165 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department of Airports AIRPORT OVERVIEW The Salt Lake City Department of Airports manages Salt Lake City International Airport (the Airport), Tooele Valley Airport, and South Valley Regional Airport. The Airport serves a multi-state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport's extensive route network served over 25.5 million passengers in FY2022. Enplaned passengers are estimated to increase by approximately 1.4% from the FY2023 budget of 13.9 million enplanements to 14.1 million enplanements for FY2024. In September of 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A west and a new parking garage. A portion of concourse B west was opened in October of 2020. By the end of April of 2021, the old Airport facilities were completely demolished to make way for phase two of the new airport. In May of 2023, Concourse A east will be completed with 5 gates opening and the remaining 17 gates opening in October 2023. In addition, the Central Tunnel and 5 gates on Concourse B east will be complete by the Fall of 2024, and 4 more gates in the Fall of 2025. Tooele Valley Airport is a general aviation reliever airport to the Airport. It has one runway and support services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an Enterprise Fund. It is not supported by property taxes, General Funds of local governments or special district taxes. Capital funding requirements for FY2024 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBs), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. MISSION AND VISION STATEMENT The mission of the Salt Lake City Department of Airports is to develop and manage a system of airports, owned by Salt Lake City, which provides quality transportation facilities and services to optimize convenience, safety, and efficiency for aviation customers. The vision is to achieve excellence and unprecedented customer service in making Salt Lake City among the most convenient and efficient air transportation centers in the world. Salt Lake City Department of Airports 166 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF AIRPORTS Department Performance Measurements Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Pass the Transportation Security Administration's annual security inspection, TSR 1542 Security Regulations Passed Passed Passed Pass Pass Pass the annual certification by the FAA per Regulation 139 Passed Passed Passed Pass Pass Maintain airfield runway operating capacity rate of not less than 95%>95%>95%>95%>95%>95% The Airport Enterprise Fund will maintain adequate cash reserves of 25% of their operating expenditures >25%>25%>25%>25%>25% Target cost per enplaned passenger of not greater than $20.00 5.41 11.25*8.11*8.16 9.94 *Reflects impacts of COVID-19 Salt Lake City Department of Airports 167 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY DEPARTMENT OF AIRPORTS William W. Wyatt, Department Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 55,291,455 62,544,471 71,058,829 O & M 13,639,970 17,492,700 18,938,100 Charges & Services 92,873,280 115,087,200 118,528,368 Interest & Bond Expenses 120,982,005 139,833,200 123,662,900 Capital Expenditures 451,278,574 49,574,100 188,100,800 Transfers Out — 150,000 150,000 Total Department of Airports 734,065,283 384,681,671 520,438,997 DIVISION BUDGETS Office of the Director 1,525,890 2,079,942 1,890,775 4.50 Finance & Accounting 587,108,255 204,495,275 322,696,040 15.50 Operation 44,402,011 55,907,488 55,303,646 201.80 Commercial Services 4,816,623 6,194,728 6,767,575 15.00 Maintenance 70,212,574 82,419,899 98,040,783 314.50 Planning and Environmental 1,599,387 2,132,218 3,039,050 15.00 Engineering 2,786,726 3,938,376 3,799,151 28.00 Information Technology 11,266,852 15,260,060 15,316,701 41.00 Public Relations and Marketing 1,262,693 1,778,685 1,879,976 4.00 Airport Police 9,194,568 10,475,000 11,705,300 Total Department of Airports 734,175,579 384,681,671 520,438,997 FUNDING SOURCES Airport Fund 289,652,375 342,868,171 344,445,997 639.30 Airport Terminal Redevelopment 444,523,204 41,813,500 175,993,000 Total Department of Airports 734,175,579 384,681,671 520,438,997 FTE by Fiscal Year 610.80 619.30 639.30 Salt Lake City Department of Airports 168 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2024 Department Budget Personal Services 71,058,829 O & M 18,938,100 Charges & Services 118,528,368 Interest & Bond Expenses 123,662,900 Capital Expenditures 188,100,800 Transfers Out 150,000 Salt Lake City Department of Airports 169 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 170 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE CITY ATTORNEY Organizational Structure Fiscal Year 2023-24 Salt Lake City Office of the City Attorney 171 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Office of the Salt Lake City Attorney DEPARTMENT VISION STATEMENT  Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity, and commitment to advancing the City’s goals.   DEPARTMENT MISSION STATEMENT The City Attorney’s Office’s mission is to provide high-quality, timely legal advice to the City and be relied upon as a trusted, productive, and positive City team member.   DEPARTMENT OVERVIEW   The Office of the Salt Lake City Attorney includes a section responsible for civil matters and administration, a section responsible for risk management, and a section responsible for prosecutions or criminal matters and the Office of the City Recorder.    The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four Divisions. From an administrative perspective, the Office closely coordinates with Risk Management on litigation matters and claims submitted against the City. The City Attorney also works with the Prosecutor’s Office on budgetary and administrative matters and works with the Recorder’s Office to serve the City’s goals of transparency and compliance with the law.    Salt Lake City Office of the City Attorney 172 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE CITY ATTORNEY Department Performance Measurements Measure 2019 Actual 2020 Actuals 2021 Actuals 2022 Projected 2023 Projected Maintain an hourly rate for services provided by the City Attorney's Office (CAO) to less than 50% of the average rates the City pays for outside counsel 50%50%TBD 50%TBD Maintain the number of open litigation holds to less than a 10% increase from year to year 3% Decrease 1% increase TBD TBD TBD Maintain the number of open litigation cases to less than a 10% increase from year to year 11% Decrease 1% increase TBD TBD TBD Maintain a disposition rate of 85% or higher.90%80%TBD 85%TBD Have City Council Minutes approved and available to the public within 30 days at least 95% of the time. 95%70%TBD 95%TBD Number of GRAMA requests received by the City annually 14,899 14,929 TBD 15,500 TBD Annual percentage increase in GRAMA requests 36%.2%TBD TBD Process, activate, and digitize all contracts entered into on behalf of Salt Lake City within three working days 100% of the time 100%90%TBD 100%TBD Number of workers’ compensation claims filed, based on date of injury 275 571 TBD 570 TBD Number of property damage claims filed, based on date of loss.241 172 TBD 209 TBD Number of bodily injury claims filed, based on date of loss 30 31 TBD 34 TBD Salt Lake City Office of the City Attorney 173 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY ATTORNEY’S OFFICE Katherine Lewis, City Attorney FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 7,720,835 9,019,842 10,269,631 O & M 66,294 98,846 98,841 Charges & Services 5,069,436 7,655,721 7,922,884 Capital Expenditures 9,867 30,840 85,844 Total Attorney's Office 12,866,433 16,805,248 18,377,201 DIVISION BUDGETS City Attorney's Office (Civil Division) 4,963,036 7,171,610 7,588,241 27.00 City Recorder 760,998 1,207,858 1,354,287 11.00 Risk Management 4,279,412 4,627,849 4,856,345 3.80 Prosecutor's Office 3,307,618 3,797,932 4,578,328 31.50 Total Attorney's Office 13,311,064 16,805,248 18,377,201 FUNDING SOURCES General Fund 7,625,254 9,007,633 10,150,844 60.50 Governmental Immunity Fund 1,919,286 3,169,767 3,370,012 10.00 Risk Fund 3,766,524 4,627,849 4,856,345 2.80 Total Attorney's Office 13,311,064 16,805,248 18,377,201 FTE by Fiscal Year 66.75 70.30 73.30 FY 2024 Department Budget Personal Services 10,269,631 O & M 98,841.44 Charges and Services 7,922,884.12 Capital Expenditures 85,844 Salt Lake City Office of the City Attorney 174 Mayor’s Recommended Budget FISCAL YEAR 2023-24 OFFICE OF THE SALT LAKE CITY ATTORNEY Katherine Lewis, City Attorney Changes discussed below represent adjustments to the FY 2022-23 adopted General Fund budget. Personal Services Base-to-Base Changes 158,421 Base-to-Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 41,886 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (35,608) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 19,592 This increase reflects a change in the cost of insurance for the Attorneys’ Office as described in the Budget Summary section of the Budget Book. Salary Proposal 339,500 This increase reflects the Attorney's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 66,500 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 32,849 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Policy Issues Contracted Services Adjustments 33,324 The budget includes funding for cost increases in Sterling Codifier / American Legal Gov QA, Westlaw, the SL County Prosecutor's Office and FTK Central. Special Project Analysis & Automation (Grade 26) (10 Mths) - Salary Only 99,509 Funding is included for a position to assist with the build-out of processes including but not limited to: Attorney Laserfiche Records/Process Automation, Transition Records Management (Elected Offices), Noticing Automation/Process collaboration with Civic Engagement and various City Departments/ Divisions, Closed Session and Legal Opinion Records Management, and Information Governance for software products recently implemented for use. Salary Adjustment for Prosecutors 200,000 The Attorney General’s Office adopted a new salary schedule for all AG attorneys, which went into effect April 2023. This request of additional funds will be used to adjust the market salary range for the City Prosecutor’s Office attorneys. Salt Lake City Office of the City Attorney 175 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Prosecutor's - Assistant Prosecutor (Grade 34) (10 Months) (Miami Model) 132,238 Salt Lake City has been collaborating with Salt Lake County, the District Attorney, the Sheriff’s Office, the Justice Courts, the State Office of Homeless Services, and service providers over the past two years on new solutions and systemic improvements to better address the population of residents experiencing homelessness who are also suffering from severe mental and behavioral health and/or addiction and are incompatible with the current systems and services. The Sequential Intercept or “Miami Model” is a collaborative system of diversion out of the criminal justice system and into housing, treatment, and services. Office Reconfiguration 55,000 Improve office areas including the addition of a break area for the Attorney's office, including the consideration of necessary painting of walls/ceilings not covered in the earthquake repair funds. Salt Lake City Office of the City Attorney 176 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Community and Neighborhoods 177 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department of Community and Neighborhoods DEPARTMENT OVERVIEW 1.CAN Administration 2.Building Services 3.Housing Stability 4.Planning 5.Transportation 6.Youth and Family Blake Thomas, Director Orion Goff, Deputy Director of Development Services Tammy Hunsaker, Deputy Director of Community Services MISSION STATEMENT The Department of Community and Neighborhoods creates Sustainable, Equitable, Growing, and Opportunity-rich (“SEGO”) communities and neighborhoods through emphases on: 1. Upward Mobility 2. Housing Affordability 3. Community Investment 4. Transportation Options 5. Neighborhood Amenities 6. Safe and Healthy Built Environments. Department Performance Measurements Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Building Services Number of building safety and code compliance inspections completed 54,940 46,686 46,307 46,000 46,000 Transportation Number of annual service requests (stop signs, speeding, signal timing, parking, etc.) 724 958 1,145 800 1,000 Planning Number of planning applications received annually 1,097 1,191 1,202 945 925 Housing Stability Residents assisted through programs supported by Federal funds 4,277 10,723 11,950 9,000 8,750 Salt Lake City Department of Community and Neighborhoods 178 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Blake Thomas, Department Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 18,547,671 21,709,213 23,272,321 O & M 543,837 298,475 298,475 Charges & Services 2,633,318 7,303,459 8,469,157 Capital Expenditures 91,750 — — Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 DIVISION BUDGETS Building Services 6,367,765 7,209,567 7,685,416 64.00 Office of the Director 1,821,543 2,779,283 2,516,075 12.00 Housing Stability 3,824,989 7,800,919 8,996,818 22.00 Planning 4,330,821 4,939,342 5,426,157 42.00 Transportation 8,154,675 4,015,817 4,066,399 30.00 Youth and Family 2,216,784 2,566,219 3,349,088 25.00 Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 FUNDING SOURCES General Fund 21,410,406 29,311,147 32,039,953 195.00 Transportation Fund 5,306,170 — — Total Community and Neighborhoods 26,716,576 29,311,147 32,039,953 FTE by Fiscal Year 179.00 190.00 195.00 FY 2024 Department Budget Personal Services 23,272,321 O & M 298,475 Charges & Services 8,469,157 Salt Lake City Department of Community and Neighborhoods 179 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base-to-Base Changes (110,510) Base-to-Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 122,602 Annualized funding for those positions was added for only a portion of fiscal year 2023. Pension Changes (107,342) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 62,332 This increase reflects a change in insurance cost for the Department of Community and Neighborhoods as described in the Budget Summary section of the Budget Book. Merit Changes 41,242 Finance Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 927,921 This increase reflects the Department of Community and Neighborhoods portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 60,236 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 48,774 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Personnel Program Expenses (One-time) (22,600) The Fiscal Year 2023 budget included one-time costs associated with newly added FTE's. This budget is recommended to be removed. Remove Temporary Traffic Calming (One-time) (100,000) FY23 Budget included $200,000 for traffic calming measures, this budget reduces that amount by $100,000. This funding is for low-cost, quick- action projects to support the Livable Streets program by addressing targeted safety needs that arise within the community throughout the year. FY 2023 BA #3: Transferring Consumer Protection Analyst from Mayor's Office 108,841 The Housing and Consumer Protection Analyst will continue the past research and work performed by the City's previous Consumer Protection Analyst and will work closely with Finance and Business Licensing to assess consumer protection and residential tenant rights needs and gaps. Salt Lake City Department of Community and Neighborhoods 180 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023 BA #4: Lease & Tenant Improvements for Substations 130,000 Substations rent/utilities/parking for the downtown substation and N. Temple substation. FY 2023 BA #4: Transferring CIP and Impact Fees Positions to Finance (223,299) Transfer CIP and Impact Fee programs from CAN to Finance, consisting of two FTE's and an operating budget. FTE's consist of the CIP Impact Fee Manager and a Capital Improvement Program Specialist. Duplicate Position Eliminated per HR (127,537) Position eliminated due to redundancy. Policy Issues Youth & Family, Youth and Community Programs FTEs (One-time) 447,136 Funding for four FTE's who will provide program leadership for YouthCity at Fairpark location and the Fairpark Learning Center. Two FTE's at YouthCity Fairpark provides out-of-school care for school-age youth living in the Rose Park and Poplar Grove neighborhoods. Two FTE's at Fairpark Family Learning Center provides programming to increase financial security, self-sufficiency, strengthen parenting skills, and support family’s health and well-being for families living in the Rose Park, Fairpark, and Poplar Grove neighborhoods. Planning - Neighborhood Amenities Study 100,000 This funding would be to hire a consultant to assist with studying and ensuring that our neighborhoods are supporting residents in order to have their basic core needs met within walking distance or through active transportation. Civil Enforcement FTEs (Grade 19) (10 Months) 194,000 Two Civil Enforcement Officer positions will be utilized for the enforcement on short term rentals (STR). The city has experienced a continual increase in STR illegal units. Our Civil Enforcement group has struggled with minimal availability of staff to adequately track and enforce our STR ordinance. Business Systems Analyst II (Grade 30) (10 Months) 111,010 The budget includes funding for a Business Systems Analyst II position that will liaise between IMS, project vendors, and other city departments. This position will help to provide system administration, technical support, data, and business analysis and reporting. Youth & Family Strategic Plan 100,000 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. Homeless HSD - Advantage Services 598,000 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. Increased funding being recommended is based on FY24 projections to fund services entirely. FOF CAN/HSD - TIP, Tenant Relocation Assistance Program 180,000 Relocation assistance to help tenants that are displaced out of their existing rental unit due to new residential development. This pilot program will assist up to 30 displaced households. FOF CAN/HSD - TIP, Tenant Resource Center and Navigation Service 92,000 Funding to facilitate the creation of a tenant resource center to assist renters in stabilizing in their existing housing. Homeless HSD - Ambassador Expansion Area Increase (One-time) 96,000 Funding is being recommended for the increased costs to recruit and retain staff of the Downtown Alliance - Ambassador Program’s expanded coverage areas (North Temple, Rio Grande, Central City, and Ballpark neighborhoods). Current staffing levels and coverage areas will remain consistent. Salt Lake City Department of Community and Neighborhoods 181 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 182 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF ECONOMIC DEVELOPMENT Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Economic Development 183 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department of Economic Development DEPARTMENT VISION STATEMENT Salt Lake City, the Capital City of Utah, seeks to serve as a regional leader for economic opportunities, commerce, culture and recreation, research and innovation, sustainability, and inclusiveness. DEPARTMENT MISSION STATEMENT The Department of Economic Development’s (Department) mission is to build Salt Lake City as a vibrant, beautiful, prosperous, diverse, and authentic place. We do this as a professional organization through partnerships, business development, arts and culture, place-making, and revitalization, while promoting the City’s many attributes. DEPARTMENT OVERVIEW The Salt Lake City Department of Economic Development is working hard to make Salt Lake City a better place to build a business and also a life. Along with overseeing Economic Development initiatives, the Department focuses on business development and growing the arts through the Salt Lake City Arts Council (Arts Council). These teams have aligned resources and streamlined processes to grow and nurture a city that fosters gainful job creation, thriving business districts and neighborhoods, and a diverse arts and culture scene. The Department of Economic Development has established a building services liaison for businesses/developers to provide guidance on design review and submittal processes throughout the City. The Department has grown partnerships with key players in the Utah Economic Development ecosystem. Notably, the Economic Development Corporation of Utah (EDC Utah), Governor's Office of Economic Opportunity, Visit Salt Lake, and Salt Lake County. Also, the Department has developed local partnerships with entities that include, Salt Lake City Arts Council Foundation, the Downtown Alliance, Suazo Business Center, the Salt Lake Chamber and the Diverse Chambers of Commerce in the Salt Lake City Area. Salt Lake City Department of Economic Development 184 Mayor’s Recommended Budget FISCAL YEAR 2023-24 *Business Development Division Performance Measurements Business Development Performance Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Business Recruitment and Retention Site Visits 189 64 165 ≥225 ≥225 New Leads Generated 211 131 194 ≥200 ≥220 New Opportunities Created from Leads 147 138 242 ≥110 ≥130 WINs (Written Impact Narrative) co- published investment successes with companies 11 11 16 ≥15 ≥12 *Note: It is important to recognize that during the COVID-19 Pandemic, it has been difficult to perform some of the activities that are part of the work of the Economic Development Team. The Department created several programs related to the pandemic, and these programs impacted our regular metrics. Arts Council (Division) Mission Statement The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts organizations in order to facilitate the development of the arts and expand awareness, access, and engagement. Arts Council Performance Measure 2020 Actual 2021 Actuals 2022 Actual 2023 Target 2024 Target Attendees N/A 36,070.00 68,594.00 40,000.00 45,000.00 Artists Served N/A 1,532.00 3,265.00 1,500 2,000.00 Total Grants Awarded 108 151 141 150 115 Salt Lake City Department of Economic Development 185 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF ECONOMIC DEVELOPMENT Lorena Riffo-Jenson, Department Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 2,021,871 2,798,571 3,035,078 O & M 14,633 43,800 43,800 Charges & Services 445,236 453,249 556,213 Capital Expenditures 160,424 400,000 400,000 Total Economic Development 2,642,163 3,695,620 4,035,091 DIVISION BUDGETS Economic Development 1,702,227 2,422,723 2,614,282 14.00 Arts Council 689,936 1,022,897 1,170,809 8.00 Cultural Core 250,000 250,000 250,000 Total Economic Development 2,642,163 3,695,620 4,035,091 FUNDING SOURCES General Fund 2,642,163 3,695,620 4,035,091 22.00 Total Economic Development 2,642,163 3,695,620 4,035,091 FTE by Fiscal Year 18.00 22.00 22.00 FY 2024 Department Budget Personal Services 3,035,078.24 O & M 43,799.88 Charges and Services 556,212.88 Capital Expenditures 400,000 Salt Lake City Department of Economic Development 186 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF ECONOMIC DEVELOPMENT Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base-to-Base Changes 73,916 Base-to-Base changes compares personal services costs adopted as part of the FY 2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes 6,244 This increase reflects a change in the insurance cost for the Department of Economic Development as described in the Budget Summary section of the Budget Book. Salary Proposal 127,439 This increase reflects the Department of Economic Development's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Pension Changes (17,205) The budget includes changes as required for participation in the Utah State Pension System. Annualization of NFP Adjustments 36,134 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 12,943 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Policy Issues Health Care Innovation Youth Summit (Ongoing) 20,000 Funding is being requested to create education-to-workforce partnerships. These funds will ensure this the summit from 2022 continues from year to year. For reference, the 2022 summit brought 40-50 High School Students through 3 Health Care Innovation businesses to be inspired by varying technologies and job opportunities. The day ended with a student track at the BioHive Summit, where students interacted with a room full of employers, participated in a STEM activity, and heard from the Mayor and leaders in the industry. Department of Economic Development Strategic Plan 80,000 Funding is included to engage a consultant to build on the work done in the previous strategic plan and includes changes within the economic landscape in Salt Lake City since 2020. This effort will clearly define objectives to help accomplish Economic Development's organizational structure, projects, programs, and the priorities and initiatives set by the Mayor and City Council. Salt Lake City Department of Economic Development 187 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 188 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF FINANCE Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Finance 189 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Finance Department DEPARTMENT VISION STATEMENT As stewards of public resources, we continually strive to excel in providing accurate, clear, relevant, complete, and timely information through the development and implementation of innovative programs and processes. DEPARTMENT MISSION STATEMENT In the spirit of service and dedication, the Finance Department develops efficient and sustainable solutions to manage and safeguard Salt Lake City’s financial resources. DEPARTMENT OVERVIEW The Finance Department consists of six divisions: the Treasurer’s Office, Purchasing and Contracts, Accounting and Financial Reporting, Administrative Audit, Revenue Operations, and Policy and Budget. Grants Acquisition and Management, Financial Analytics, and Capital Asset Planning are also housed within the department. Each division is vital to Salt Lake City’s financial health and functionality. •Accounting and Financial Reporting is responsible overall for payments and financial reporting required by state law. •Policy and Budget primarily focuses on ushering anything budget-related within the City’s financial functions through all the required steps in the budgeting and budget amendment process. •Purchasing and Contracts Management staff are responsible for researching, developing, procuring, and contracting for operational supplies and services required for each City department to function within its defined scope. •Administrative Audit functions entail auditing internal processes, policies, procedures and investigating allegations of fraud, waste and abuse as well as maintaining the fraud, waste and abuse hotline. •Revenue Operations functions entail helping all departments collect on all past-due revenues and ensure that revenues are coming into the City in a timely manner. •The Treasurer’s Office has the primary responsibility of ensuring the City’s fiduciary responsibilities relating to the collection, management, and disbursement of public funds are handled responsibly. Department Performance Measurements Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Maintain a General Fund Balance between 15% and 18%14.60%21.36%23.96%>15%>15% Maintain the City’s prestigious AAA rating AAA AAA AAA AAA AAA Salt Lake City Department of Finance 190 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY DEPARTMENT OF FINANCE Mary Beth Thompson, Chief Financial Officer FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 7,597,933 9,307,253 10,634,718 O & M 342,183 700,174 780,174 Charges & Services 3,255,399 4,741,919 5,573,153 Capital Expenditures 424,149 1,153,000 1,145,000 Total Finance Department 11,619,664 15,902,346 18,133,045 DIVISION BUDGETS Accounting & Financial Reporting 2,529,351 2,666,162 2,229,781 24.00 Policy & Budget 621,815 1,577,618 3,131,494 9.00 Purchasing & Contracts 997,836 1,266,089 1,558,727 13.00 Revenue & Collections 1,851,485 2,233,011 2,073,612 23.00 Internal Audit & Financial Analysis 893,288 1,134,336 1,248,797 4.00 Treasurer's Office 1,655,112 1,868,193 1,961,447 9.00 OneSolution Maintenance 3,075,269 5,156,937 5,929,187 Total Finance Department 11,624,156 15,902,346 18,133,045 FUNDING SOURCES General Fund 8,513,325 10,709,847 12,168,296 81.70 IMS Fund 3,075,269 5,156,937 5,929,187 Risk Fund 35,562 35,562 35,562 0.30 Total Finance Department 11,624,156 15,902,346 18,133,045 FTE by Fiscal Year 72.00 77.00 82.00 FY 2024 Department Budget Personal Services 10,634,718 O & M 780,174 Charges and Services 5,573,153 Capital Expenditures 1,145,000 Transfers Out 0 Salt Lake City Department of Finance 191 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF FINANCE Personal Services Base-to-Base Changes 22,701 Base-to-base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 86,135 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (43,469) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 31,584 This reflects an increase in the cost of insurance for the Finance Department as described in the Budget Summary section of the Budget Book. Merit Changes 12,282 Finance Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 425,852 This increase reflects the Department of Finance's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 120,078 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 73,872 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Purchasing Outreach (One-time) (30,000) Funding was included in the FY 2023 budget for the Purchasing division to undertake efforts at outreach to diverse and local businesses. This funding was one-time and will be removed in this budget. FY 2023 BA #4: Contract Development Specialists 197,800 The budget includes continued funding for two Contract Development Specialist positions added in budget amendment #4 of FY 2023. These positions were added to address the growing number of contract requests being submitted to the Purchasing division. FY 2023 BA #4: Transferring CIP and Impact Fees Positions to Finance 223,299 The budget includes continued funding for two positions that were moved from CAN in budget amendment #4 of FY 2023. Salt Lake City Department of Finance 192 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Policy Issues Personnel and Professional Development 169,842 Funding is included for Finance department personnel and professional development, including funding for 0.5 FTE needed for oversight on grants and gifts, re-classing certain positions and providing bonuses for employees who provided extraordinary effort on the ERP implementation, and funding for training and professional development to enhance skills and ensure the department is complying with rules and regulations. Ongoing Software and Inflation - Resource X and E-Civis 84,200 In the past, funding for Resource X and E-Civis software and services has been funded through a grant or absorbed within the Finance department's existing budget. The grant funding has ended and it has now become necessary to increase the budget to continue to provide ongoing Program Based Budgeting services and software. This funding also includes software and the accompanying consulting service to help the department to create a unified methodology for all fees that need to be charged across the City. Financial Analyst II for Salt Lake Foundation (Grade 24) (10 Months) 89,373 The budget includes funding for a Financial Analyst II position that will be utilized to review and analyze funding allocations related to the Salt Lake Foundation. Radio Transfer to IMS (5,100) The existing budget for radios within the Finance department are being transferred to IMS to manage. Salt Lake City Department of Finance 193 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 194 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FIRE DEPARTMENT Organizational Structure Fiscal Year 2023-24 Salt Lake City Fire Department 195 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Fire Department DEPARTMENT VISION STATEMENT The Salt Lake City Fire Department provides exceptional emergency services with progression and efficiency.  DEPARTMENT MISSION STATEMENT Prepare Effectively. Respond Professionally. Impact Positively.  DEPARTMENT OVERVIEW The Salt Lake City Fire Department specializes in urban structural firefighting, emergency medical services, and emergency management. The Department has 402 funded, full-time equivalent positions, divided into two battalions, serving in 14 stations covering 97 square miles. All Firefighters hold a certification as Emergency Medical Technicians (Basic Life Support). The Department also has firefighters trained to specialty levels of Engineer, Hazardous Materials (Hazmat), Airport Rescue Firefighter (ARFF), Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer service delivery.     The Fire Administration Division comprises the Logistics, Community Relations, Fire Prevention, Medical Services, and Technology Division. Logistics provides support for all fire apparatus the department uses and they maintain the fire facilities' and fire equipment. Fire Prevention reviews all buildings and proposed new construction. Medical Services overseas the Community Health Access Team (CHAT), Medical Response Team (MRT), CPR training, and Continuing Medical Education (CME) for the department. Technology oversees all radio upkeep, station alerting, and computer programs/software related to the department.  Fire Operations consist of Station Operations, Airport Operations, and the Training Division.  Firefighters are trained and ready to respond, meeting our core mission of service to the public. The department maintains four firefighters per emergency unit to operate at the most effective and efficient level possible and to protect firefighters from the dangers associated with fighting fires. Each fire unit assigned to the Operations Division is required to perform monthly business inspections.  Firefighters assigned to the Airport are the first responders to the airfield and trained to the specialty level of Airport Rescue Firefighter (ARFF). Salt Lake City Fire Department 196 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FIRE DEPARTMENT Karl Lieb, Fire Chief Department Performance Measurements Performance Measures 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Improved turnout times Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target Reduce Operational Injuries Ahead of Target Ahead of Target Ahead of Target Ahead of Target Ahead of Target Fire Prevention will complete 4,300 inspections per year 4,835 3,539 3,635 >4,300 >4,300 Salt Lake City Fire Department 197 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY FIRE DEPARTMENT Karl Lieb, Fire Chief FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 42,532,162 45,701,152 48,929,889 O & M 1,174,706 1,178,080 1,178,080 Charges & Services 1,675,982 1,638,260 2,087,388 Capital Expenditures 29,544 69,000 69,000 Total Fire Department 45,412,393 48,586,492 52,264,357 DIVISION BUDGETS Fire Administrative Services 7,076,638 8,074,836 8,765,647 79.00 Fire Office of the Chief 3,403,482 3,643,670 4,243,219 9.00 Fire Operations 34,932,273 36,867,986 39,255,491 314.00 Total Fire Department 45,412,393 48,586,492 52,264,357 FUNDING SOURCES General Fund 45,412,393 48,586,492 52,264,357 402.00 Total Fire Department 45,412,393 48,586,492 52,264,357 FTE by Fiscal Year 374.00 392.00 402.00 FY 2024 Department Budget Personal Services: 15,797,595 O & M 810,939 Charges & Services 11,878,302 Capital Expenditures: 4,140,918 Salt Lake City Fire Department 198 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FIRE DEPARTMENT Karl Lieb, Fire Chief Changes discussed below represent changes to the FY 2023-24 adopted budget. Personal Services Base to Base Changes (427,873) Base to base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 196,887 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (9,922) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 154,172 This reflects an increase in the cost of insurance for the Fire Department as described in the Budget Summary section of the Budget Book. Merit Changes 379,018 Fire Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 1,881,004 This increase reflects the Fire Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 10,518 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 22,305 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Turn-out Gear (One-time) (12,000) The Fiscal Year 2023 budget included funding for the rising cost of firefighter turnout gear and one-time funding for a small HVAC system for the Fire Logistics PPE room. This budget is recommended to be removed. Remove Program Expenses (One-time) (48,400) The Fiscal Year 2023 budget included funding for the expansion of the MRT program. The request included one-time funding for a medical kit including 12-lead monitor, medical supplies, etc. This budget is recommended to be removed. Salt Lake City Fire Department 199 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Policy Issues Fire Contract & Inflationary Increases 274,765 This budget includes funding to tackle the high-inflationary environment of doing business. The increases will go towards utility costs, software/maintenance/supply contracts, communication contracts, and other miscellaneous contracts. (CHAT) Community Health Access Team Enhancements 390,667 These enhancements are to develop and optimize the Community Health Access Team (CHAT) with an additional 4 Social Worker FTEs, as well as fund CHAT program expenses such as uniforms, training, and education. Fire Captain - Medical Division (6-Months) 75,452 Consistent with the Fire department's Strategic Plan and growth of the Community Health Access Team (CHAT)/Medical Response Team (MRT), this line will fund an additional Fire Captain FTE beginning January 2024. Dept. of Airports - ARFF/MRT FTEs (100% Revenue Budgeted) 764,666 In partnership with the Salt Lake City Department of Airports, this will fund the creation of a Medical Response Team (MRT) squad within the concourses of SLC International Airport. The new squad consists of 4 additional firefighter FTEs with service slated to begin January 2024. This line also funds 1 additional Fire Captain FTE. SCBA Compressor & Hydrostatic Testing (One-time) 114,000 One-time funding will provide for a Self-Contained Breathing Apparatus (SCBA) compressor replacement at Fire Station #1. It will also fund hydrostatic testing for SCBA oxygen bottles that are part of a Firefighters Personal Protective Equipment (PPE). Versaterm Transfer to IMS (for Software Systems & Tech) (48,159) In conjunction with the Police Department, SLCFD is transferring the responsibility and budget of Versaterm software costs to IMS. Radio Transfer to IMS (39,235) This line will transfer Fire's portion of the City-wide radio allocation to IMS. Salt Lake City Fire Department 200 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF HUMAN RESOURCES Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Human Resources 201 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Human Resources DEPARTMENT VISION STATEMENT To help Salt Lake City thrive through sustainable and effective human resource business practices, policies, and investment in the City’s greatest asset, its employees, to work collaboratively within departments and with city leaders. DEPARTMENT MISSION STATEMENT We deliver best-in-class service and programs, add strategic value to Salt Lake City Corporation, and promote an engaged and dedicated workforce committed to the highest levels of public service. We are focused on attracting the best talent, promoting opportunities for growth and development, and providing fair and competitive compensation packages for all employees. DEPARTMENT OVERVIEW The Department of Human Resources is a team of 36 full-time employees and provides services for all City employees. The Administrative Team establishes goals and manages the operations of the HR department. Benefits ensure employees have comprehensive and competitive benefits packages including, medical, dental, vision and life insurance programs, a large portfolio of voluntary benefits, and an employee health clinic. Compensation and Classification are responsible for ensuring that the City maintains a competitive and equitable position with respect to pay. This is achieved by conducting numerous salary surveys each year and recommending necessary market adjustments and general wage increases employees need to maintain a competitive pay position. Employee Relations manages all disciplinary actions, and ADA compliance requests for city employees. Members of this team are the front-line HR representatives for departments across the City. This team also manages the City’s leave programs including FMLA and short-term and long-term disability benefits. Workplace Equity investigates workplace violations of the Equal Employment Opportunity Act and City policy, ensuring that the City is a safe and enjoyable place for all to be employed. Employees’ University manages a robust learning and development program including new employee orientation, supervisor boot camp, soft skill courses and access to thousands of online courses. Salt Lake City Department of Human Resources 202 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Human Resources Information Systems (HRIS) works closely with IMS to manage the maintenance and integration of HR’s various technology systems. Recruiting and Onboarding are responsible for recruiting all positions city-wide with a focus on a diverse and well-qualified City workforce. Additionally, this team has developed a comprehensive onboarding and off-boarding process. Funding for the department is provided by the general and risk funds. Department Performance Measurements Performance Measures 2019 Actual 2020 Actual 2021 Actual 2022 Actual 2023 Target Complete the implementation of Workday modules in all HR divisions: HRIS, benefits, education, compensation and classification, employee relations and recruiting and onboarding.* n/a**n/a**ongoing ongoing completed Respond to EEO complaints, including a investigation when appropriate, in an average of 60 days or fewer. <60 ≤60 <60 <60 <60 Each Human Resource Business Partner will attend a minimum of 30 staff and managerial meetings within their respective departments per year. >30 >30 >30 >30 >30 Increase participation in financial wellness programs offered to employees by Salt Lake City by 5%. * n/a**n/a**n/a**n/a**5% Decrease the "time-to-fill" job recruitment timeframe for historically hard-to-fill positions by 5%, City-wide. * n/a**n/a**n/a**n/a**5% *New goal in 2023 **Data unavailable Salt Lake City Department of Human Resources 203 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF HUMAN RESOURCES Debra Alexander, Chief Human Resources Officer FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 3,631,288 4,615,081 4,949,830 O & M 22,780 67,714 69,283 Charges & Services 44,131,499 49,605,192 53,547,193 Transfers Out 1,326,627 — 3,442,361 Total Department of Human Resources 49,112,194 54,287,987 62,008,666 DIVISION BUDGETS Administration 823,060 927,114 841,838 12.40 Recruiting & Onboarding 602,732 846,279 1,043,669 7.00 Education 266,686 321,254 349,134 2.00 Civilian Review Board 211,724 177,000 186,564 1.00 HR Information Systems 298,706 394,196 598,140 2.00 Employee Relations 950,816 1,570,993 1,639,955 9.00 Risk Management 45,958,469 50,051,151 57,349,366 4.60 Total Department of Human Resources 49,112,194 54,287,987 62,008,666 FUNDING SOURCES General Fund 3,153,725 4,236,836 4,659,300 33.40 Risk Fund 45,958,469 50,051,151 57,349,366 4.60 Total Department of Human Resources 49,112,194 54,287,987 62,008,666 FTE by Fiscal Year 31.00 36.00 38.00 Salt Lake City Department of Human Resources 204 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2024 Department Budget Personal Services 4,949,830 O & M 69,283 Charges & Services 53,547,193 Salt Lake City Department of Human Resources 205 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF HUMAN RESOURCES Debra Alexander, Chief Human Resources Officer Changes discussed below represent adjustments to the FY 2022-23 adopted General Fund bud- get. Personal Services Base-to-Base Changes (125,559) Base-to-Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 84,378 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (19,985) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 10,596 This reflects an increase in the cost of insurance for the Human Resources Department as described in the Budget Summary section of the Budget Book. Salary Proposal 172,248 This increase reflects the Department of Human Resource's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 22,566 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. Policy Issues Project & Policy Manager (Grade 24) (10 Months) 121,588 This position will revise HR policies to reflect changes brought by Workday, regulatory changes, DEI best practices as well as to act as a dedicated internal financial operations point-person for the department. Business Partner I (Grade 25) (10 Months) 128,460 This entry-level position will focus on departmental needs and support, harassment/discrimination investigations and training, special projects and program development for succession planning and organizational development. Operational Expense Increases 10,172 Many Human Resources operational line items have not increased in more than 10 years. These operational needs include staff certifications, office supplies, educational workshops, retreats and computer maintenance. Pre-Employment Screening (Transfer from Public Services) 18,000 This consolidates dollars that have previously been in other departments to HR to keep onboarding costs in one place. This requires no new City money to fund. Salt Lake City Department of Human Resources 206 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Aaron Bentley, Chief Information Officer Salt Lake City Department of Information Management Services 207 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Information Management Services DEPARTMENT VISION STATEMENT Modernize municipal government through sustainable technology solutions. DEPARTMENT MISSION STATEMENT Our mission is to be a trustworthy and valued partner that delivers the right information to the right audience at the right time. DEPARTMENT OVERVIEW Salt Lake City’s Information Management Services department assists Salt Lake City employees in providing essential city services through technology. The department has six divisions: Office of the CIO The Chief Information Officer (CIO) is the Information Management Services department director and leads the administrative office. It works with department and division heads across the City and partners to deliver technology solutions that modernize municipal government and connect the City to its constituents. The CIO has two deputy directors, Nole Walkingshaw and Chad Korb who directly support him. The Financial Services Team is dedicated to procurement and asset management and oversees the business and supply chain activities within IMS and for the City computers and technology distributed throughout the city. They manage the daily operations of accounts payable, budget, office management duties, procurement, receiving, management, and disposal of all I.T. hardware and software assets for the City. The Enterprise Project Management team coordinates with City departments to help them navigate I.T. systems and projects. Working with departments, they create project plans and resource allocations necessary to accomplish the given task and see the projects and solutions throughout the product life-cycle. Data Analytics and Geographic Information Systems (GIS) Led by the Chief Data Officer/Geographic Information Officer (CDO) (CGO). This team is responsible for Data Analytics, Data Standards, Data Policies, Smart Cities initiative, and Enterprise GIS for Salt Lake City. They assist departments in using data to drive informed decision-making processes. The team also assists the City in its transparency initiatives by providing easy access methods to City data. Salt Lake City Department of Information Management Services 208 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Infrastructure Technology and Security Division Led by the Chief Information Security Officer, this division is responsible for monitoring and administering the I.T. Infrastructure across the city. The division consists of Cybersecurity, Network, and Systems Engineering teams. It ensures that the network, systems, and users hosted in the City have full access to their data in the most secure manner possible. Responsibilities for this division include Network and Security infrastructure (across more than 50 locations and 2 data centers), internet connectivity, unified communications, remote work infrastructure, cloud infrastructure, enterprise backup systems, wired and wireless communications, and numerous 3rd party applications among others. Media Services Division Salt Lake City Media & Engagement Services is the in-house social & civic engagement, content design & creation, broadcast, and communications consulting division of Information Management Services. Our goal is to be a centralized city-wide service accessible to every department and division. Software Services Led by the Chief Technology Officer (CTO), the team designs, develops, integrates, and maintains software solutions that the City procures or develops. They also maintain City databases and create custom reporting solutions. The team works with departments to reduce the software footprint and standardize enterprise solutions. The application portfolio still sits at almost 200 applications, but several enterprise solutions have slowed the growth, and several antiquated systems have collapsed into new centralized systems. We are also in the process of modernizing several systems/applications and conducting the move of many enterprise and departmental software packages to the cloud.” Innovations Team This team is led by the Chief Innovations Officer (CINNO). They have been tasked with modernizing the city processes and procedures to bring a new high level of efficiency and accuracy. One of their primary assignments is implementing a new Workday ERP (Enterprise Resource Planning) system, which will be a multi-year, multi-million dollar project that will help streamline and improve the finance, accounting, asset management, and human resources systems. Field Services Team Led by the I.T. Technology Support Manager, the Field Services division is responsible for supporting vast and diverse end-user software and hardware. The division must also ensure the user data and systems are secure and running at maximum efficiency. This division, consisting of Network Support Administrators and Field Support Staff, is responsible for computer systems installation and maintenance, system failure triage, incident routing, escalation, and monitoring. Field Services also supports other IMS division field services, help desk services, and on-site support for all city employees. Salt Lake City Department of Information Management Services 209 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES IMS Department Performance Measurements  Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Citywide I.T. assets inventoried on an annual basis.33%75%89%100%100% Case Closed by staff within standard response thresholds based on priority, severity, and system. 89%92%91%99%99% Objective and Key Results (OKR) and Continuous Feedback and Recognition (CFR) Program implemented in department. 33%40%50%100%100% Projects that followed agile project management methodology. 65%80%85%100%100% Salt Lake City Department of Information Management Services 210 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Aaron Bentley, Chief Information Officer FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 9,907,241 13,369,733 15,797,595 O & M 513,553 278,655 810,939 Charges & Services 5,622,110 8,476,576 11,878,302 Interest & Bond Expenditures 661,989 — — Capital Expenditures 360,253 3,250,266 4,140,918 Total Information Management Services 17,065,145 25,375,230 32,627,754 DIVISION BUDGETS Applications Admin & Support Services 1,636,304 2,809,691 3,193,787 Data Analytics & GIS 552,755 725,885 980,073 5.00 Dept Leadership & Admin Services 2,510,894 4,071,134 4,978,851 14.00 Enterprise Software Services 1,920,357 2,599,156 3,370,570 3.00 IMS Department Support 3,174,089 4,020,325 7,231,597 34.00 Info Management Services 66,207 161,800 226,800 Information Security 326,386 936,238 976,238 Multimedia Services 817,123 1,305,364 1,630,642 12.00 Network Services 1,602,261 2,505,412 3,645,133 PC Replacement 575,692 983,000 1,353,316 Software Support Services 3,883,076 5,257,225 5,040,746 32.00 Total Information Management Services 17,065,144 25,375,230 32,627,754 FUNDING SOURCES IMS Fund 17,065,145 25,375,230 32,627,754 100.00 Total Information Management Services 17,065,145 25,375,230 32,627,754 FTE by Fiscal Year 84.00 92.00 100.00 Salt Lake City Department of Information Management Services 211 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2024 Department Budget Personal Services 15,797,595 O & M 810,939 Charges & Services 11,878,302 Capital Expenditures 4,140,918 Salt Lake City Department of Information Management Services 212 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Aaron Bentley, Chief Information Officer Changes discussed below represent changes to the FY 2022-23 adopted budget. Personal Services Base-to-Base Changes 858,423 Base-to-Base changes compare personal services costs adopted as part of the FY 2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes (34,683) This reflects an increase in the cost of insurance for the Department of Information Management Service as described in the Budget Summary section of the Budget Book. Pension Changes 92,058 The budget includes changes as required for participation in the Utah State Pension System Annual Salary Proposal 566,867 This increase reflects a 5% cost of living increase that is being proposed. Policy Issues New Positions 912,551 Positions needed to support city operations. • Office Facilitator (From Part-time) • Cyber Security Analyst • Field Support • Data Analyst • Change Manager • Web Content Specialist • Communication Engineer • Director of Communications/Branding Council Remote Meeting Professional Services 30,000 To support the consulting services to hire consultants to professionally produce up to 6 remote meetings for the city council. Contractual Changes 1,163,509 Increase in changes that are required based on contracts made in prior years. These include software such as Microsoft Office, Adobe, and Workday. New FTE's Cost for Computer, Software, and Other Items Applicable for Their Positions 186,914 New employees require specific equipment when they are hired. This is the increase needed to get that equipment and allow them the tools they need to perform their jobs. This may range from software such as the licenses for Microsoft and Adobe to Radios for those that need them. Transfers from Other Departments To IMS 690,733 Software administration that is getting transferred from other departments to IMS. Salt Lake City Department of Information Management Services 213 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Consulting Services 270,000 As the city is growing, specific expertise to develop services is not found within the city. Consulting services can provide these. Some of the services that are being requested include Workday, Azure, and Salesforce. Software for Other Departments Which Will Be Administered By IMS 720,000 This software includes a Treasury Management Software and a Capital Asset Planning software Radio Project Completion 2,450,000 The remaining cost to complete the radio project. This includes the cost of radios needed for the city. PC Replacement Increase 118,402 Computer cost have increased significantly in the last couple of years. This is in addition to the increased number of employees who need these computers within the general fund. This is the increase in operating cost for these computers. Salt Lake City Department of Information Management Services 214 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY JUSTICE COURT Organizational Structure Fiscal Year 2023-24 Salt Lake City Justice Courts 215 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Justice Court MISSION STATEMENT  Ensure the highest standards of justice, professionalism, responsiveness, and respect for those we serve.   VISION STATEMENT  Creating a court that is just, equitable, and trusted by all.    COURT CORE VALUES  Excellence  Having the desire to succeed and the motivation to reach our full potential, going above and beyond to accomplish the task at hand.     Respect  Recognize and appreciate the value of each individual and their experience and situation.    Integrity  Doing what we say we are going to do, applying honesty and accountability with openness.    Community  Bridging the gap between the Court, community and other agencies, improving access to resources and information.   Unity  Supporting one another and fostering growth while reaching our goals and adhering to our values.  DEPARTMENT OVERVIEW The Salt Lake City Justice Court is the largest municipal court in the State of Utah, with a very high volume of misdemeanor cases.  The Court is a limited jurisdiction court under the umbrella of the Utah State Court system.  We are proud to be part of the Salt Lake City portfolio of public institutions and to serve the citizens and visitors of this great city.    The Justice Court is responsible for and processes Class B and C misdemeanors, infractions and small claims cases, jury trials, appeals and expungements, video hearings, homeless outreach, prisoner transports, and daily interaction with jails throughout the State of Utah.  The court orders, monitors and tracks probation, warrants, community service, restitution, collections of monetary penalties, appeals, expungements, and plea-in-abeyance cases. We also provide community outreach, traffic school, coordination of language interpreter services, and any ADA needs that arise.  The Justice Court judiciary, employees, and security team are dedicated to open and transparent access to the Court, bringing justice for all, and providing a safe and civil environment for dispute resolution.    Salt Lake City Justice Courts 216 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator Department Performance Measures Performance Measures FY2020 Actual FY2021 Actual FY2022 Actual FY2023 Target FY2023 Actual FY2024 Target State Average Access & Fairness - Percent of Justice Court customers satisfied with service received. NA NA NA NA N/A >90%NA Time to Disposition - 95% of criminal case dispositions should meet established guidelines for Time to Disposition (6 months). 91%58%58%>95%64%>95%76% Age of Acting Pending Cases - 95% of all criminal cases should have a disposition within a 180-day time frame. 77%50%67%>95%73%>95%70% Criminal Case Clearance Rate - A Clearance Rate of 100% means the court has disposed of as many cases as were filed, i.e., the court is keeping up with it's incoming caseload. 174%90%112%>100%102%>100%91%   Salt Lake City Justice Courts 217 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 4,199,783 4,580,603 4,870,769 O & M 49,883 65,507 65,507 Charges & Services 369,750 543,550 544,277 Capital Expenditures — 10,000 9,167 Total Justice Court 4,619,415 5,199,660 5,489,720 DIVISION BUDGETS Justice Court 4,619,415 5,199,660 5,489,720 42.00 Total Justice Court 4,619,415 5,199,660 5,489,720 FUNDING SOURCES General Fund 4,619,415 5,199,660 5,489,720 42.00 Total Justice Court 4,619,415 5,199,660 5,489,720 FTE by Fiscal Year 42.00 42.00 42.00 . FY 2024 Department Budget Personal Services 4,870,769O & M 65,507 Charges and Services 544,277 Capital Expenditures 9,167 Salt Lake City Justice Courts 218 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY JUSTICE COURT Curtis Preece, Court Administrator Changes discussed below represent adjustments to the FY 2023 adopted budget. Personal Services Base-to-Base Changes 33,574 Base-to-Base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (14,025) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 14,520 This increase reflects a change in the cost of insurance for the Justice Court as described in the Budget Summary section of the Budget Book. Merit Changes 4,788 Justice Court FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 196,489 This increase reflects the Justice Court's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 5,330 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full-year funding of these fair market adjustments. CCAC Salary Adjustments 7,029 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Policy Issues Judiciary Salary Increases 42,355 The budget includes Judicial salary increases to insure justice court judges are at 90% of proposed district court judges salaries. Salt Lake City Justice Courts 219 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 220 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY POLICE DEPARTMENT Organizational Structure Fiscal Year 2023-24 Salt Lake City Police Department 221 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Police Department DEPARTMENT VISION STATEMENT “We will build upon the noble traditions of integrity and trust to foster a culture of service, respect and compassion toward our employees and the community we serve.” DEPARTMENT MISSION STATEMENT “We will serve as guardians of our community to preserve life, maintain human rights, protect property, and promote individual responsibility and community commitment.” DEPARTMENT OVERVIEW The Salt Lake City Police Department serves more than 200,000 residents of Salt Lake City and a daytime population that exceeds 300,000, with 741 general fund FTEs in budget and 20 FTEs that are unfunded to facilitate hiring processes for Fiscal Year 24. The Police Department consists of the Office of the Chief, which oversees four Bureaus, Field Operations I, Field Operations II, Administrative & Operational Support Bureau, and Investigative Bureau. The Police Department will continue working to ensure professional public safety and response to the community. The department is working closely with the Mayor and City Council on a proactive approach to the needs of our community. The Police Department is working to increase efficiency by leveraging alternate response models, including civilian response staffing and the use of technologies. The Police Department will continue improving policies, increasing transparency, training, and community involvement while upholding the Mission and Vision of the Department, serve our community, and improve community relations. Salt Lake City Police Department 222 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police Department Performance Measurements Measure 2020 Actual 2021 Actual 2022 Actual 2023 Actual 2024 Target Response Time: the mean average police response time for priority 1 calls for service from the time the call was received by dispatch to the time the first officer was listed on scene. 11:37 12:55 12:46 7/1/22 - 4/23/23 10:23 <10:00 Social Work & Homeless Outreach: 200 referrals per quarter for services, jobs, housing, education, benefits, substance abuse or mental health treatment. 1089 1361 2895 7/1/22 - 3/31/23 841 700 IA: Review all cases of Officer Involved Critical Incidents for referral to training unit for improvements in training. TBD 100%100%100%100% Provide youth outreach services and participate in a gang free education program monthly TBD 12 12 12 12 Crime Lab: Maintain officer wait time for priority 1 cases at 20 minutes or less. TBD 23:09 27:02 Pending <20 Minutes Salt Lake City Police Department 223 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 75,906,162 96,263,619 103,346,800 O & M 1,619,966 2,828,575 3,040,484 Charges & Services 4,442,283 4,829,848 4,589,528 Capital Expenditures 112,564 55,000 0 Total Police Department 82,080,976 103,977,042 110,976,812 DIVISION BUDGETS Office of the Chief 7,256,564 9,643,431 11,194,112 30.00 Administration 11,895,264 13,922,007 13,178,673 131.00 Police Field Ops 1 23,923,826 29,021,126 32,671,149 222.00 Police Field Ops 2 18,022,189 21,501,485 26,340,670 208.00 Investigative 20,983,133 29,888,993 27,592,208 170.00 Total Police Department 82,080,976 103,977,042 110,976,812 FUNDING SOURCES General Fund 82,080,976 103,977,042 110,976,812 761.00 Total Police Department 82,080,976 103,977,042 110,976,812 FTE by Fiscal Year 720.00 750.00 761.00 FY 2024 Department Budget Personal Services 103,346,800 O & M 3,040,484 Charges & Services 4,589,528 Salt Lake City Police Department 224 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY POLICE DEPARTMENT Mike Brown, Chief of Police Changes discussed below represent adjustments to the FY 2023 adopted budget. Personal Services Base-to-Base Changes 80,185 Base-to-base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 625,739 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (51,353) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 297,844 This increase reflects a change in the cost of insurance for the Police Department as described in the Budget Summary section of the Budget Book. Merit Changes 8,331 Police Department FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 4,182,203 This increase reflects the Police Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 28,874 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 74,188 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove New Program Start Up Expenses (One-time) (12,000) Removes funding for one-time implementation cost Remove Versaterm E-Ticketing (One-time) (60,000) Removes funding for one-time implementation cost Remove Base Pay covered by 2020 COPS Hiring grant funding (450,000) Removes funding for federal share of salary cost under the COPS Hiring grant Salt Lake City Police Department 225 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Policy Issues Contractual Pay Items 700,000 This funding covers MOU contractual pay for shift differential Police Overtime (Revenue Offset) 483,296 This increase reflects overtime with a revenue offset for contractual and event overtime. Non-Personnel Inflationary Costs 302,991 This increase is due to inflationary increases in supplies and contracts. License Plate Reader Program 150,000 The license plate reader program has completed a successful pilot project and this funding will allow for continued use of the technology for crime control and prevention. Sergeant Internal Affairs Program (9 Months) 164,266 This funding add (1) FTE to the Internal Affairs Program to facilitate timely and thorough reporting. Increased Community Response (9 Months) 283,455 This funding adds 4 FTE's to the community response team, facilitating additional coverage and an increased call availability. Increased Airport Operations Program (9 Months) 917,361 Staffing increase for police officers at the airport for coverage of the increase in passenger numbers and the larger footprint of the new terminals. Printer Lease Management Transfer to IMS (55,000) This transfer moves funding for the printers at the Public Safety Building to IMS. Versaterm Transfer to IMS (For Software Systems & Tech) (526,380) This transfer moves funding for public safety software to IMS. Radio Transfer to IMS (Radio System) (149,230) This transfer centralizes funding for the police department's radio system to IMS. Salt Lake City Police Department 226 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC LANDS Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Public Lands 227 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department of Public Lands DEPARTMENT VISION STATEMENT A vibrant system of connected public landscapes and living infrastructure that enhances the community’s identity, sense of place and quality of life. DEPARTMENT MISSION STATEMENT Salt Lake City shall enhance the livability of the urban environment to ensure that the resources under our management are carefully stewarded and equitably accessible for future generations. DEPARTMENT OVERVIEW The Department of Public Lands’ four divisions are tasked with the planning, construction, coordination and acquisition of Public Lands with a community-based approach. In coordination with our many City partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health, beauty and recreational opportunities of residents and visitors to the Capital City. Administrative Services Division: provides leadership, project support, budget support, and long-term strategies and initiatives through communications, public outreach, finance, technology, information management, and policy development. Parks Division: Is the steward of and responsible for the oversight of 735 acres of park lands including City Parks, SLC Cemetery, and the Regional Athletic Complex. The Salt Lake City Parks Division ensures the preservation, development, and maintenance of parks throughout the city for the use and enjoyment of community members and visitors to Salt Lake City. Golf Division: Manages the operations of six full-service golf courses throughout the city. Golf operations include the maintenance of all green spaces, programming of golf clinics, tournaments, leagues, instruction programs and the management of the course retail pro shops, cafes, and driving ranges and cart fleet maintenance and rentals. Planning & Ecological Services Division: Oversees planning efforts including master plans, facility improvement plans and resource management plans, as well as development and implementation of Departmental initiatives and capital projects. This includes advancing the ecological health and biodiversity of the public lands system, and improving the quality, accessibility, and equity of Department lands and resources. Urban Forestry Division: Manages approximately 90,000 trees with 25,000 potential planting sites (located in city parks, on city facility properties, and along city streets and trails). The program provides most services related to the maintenance of city trees including; tree pruning, tree planting, removal, health evaluation, emergency response, project plan review/permit issuance, storm cleanup/pickup and hazard assessment. Salt Lake City Department of Public Lands 228 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director Department Performance Measures Measure 2021 Actual 2022 Actual 2023 YTD FY23 Goal*FY24 Target # of Council Districts with an active biodiversity enhancement project 2 2 3 4 7 Ratio of trees planted to trees removed (a number greater than one indicates expansion) 1.61 1.8 1.44 1.75 1.75 Increase golf cart sales revenue by 5%**0.0068 -10.93 -3 ≥2%≥2% Ratio of maintained acres per maintenance FTE 10.03 11.1 9.79 10 10.5 *FY 23 are goals only. **Year over year numbers fluctuated due to FY20 & FY21 Covid 19 factors. Salt Lake City Department of Public Lands 229 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 15,320,080 20,188,170 22,627,598 O & M 4,841,123 3,632,698 4,287,783 Charges & Services 6,588,559 9,282,677 10,344,652 Capital Expenditures 902,206 5,339,411 7,330,795 Interest & Bond Expenditures 496,131 512,736 510,427 Transfers Out 2,257 — — Total Department of Public Lands 28,150,356 38,955,692 45,101,255 DIVISION BUDGETS Public Lands Administration 3,598,566 2,856,418 3,392,745 17.85 Parks 11,019,015 13,981,304 15,487,723 84.85 Planning and Ecological Services 1,403,976 3,886,105 4,755,123 37.15 Urban Forestry 3,006,927 3,505,849 3,526,680 18.00 Golf 9,121,872 14,726,016 17,938,984 34.15 Total Department of Public Lands 28,150,356 38,955,692 45,101,255 FUNDING SOURCES General Fund 19,028,484 24,229,676 27,162,271 157.85 Golf Fund 9,121,872 14,726,016 17,938,984 34.15 Total Department of Public Lands 28,150,356 38,955,692 45,101,255 FTE by Fiscal Year 146.00 172.00 192.00 FY 2024 Department Budget Personal Services 22,627,598 O & M 4,287,783 Charges & Services 10,344,652 Capital Expenditures 7,330,795 Bonding/Debt/Interest Charges 510,427 Salt Lake City Department of Public Lands 230 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC LANDS Kristin Riker, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Base-to-Base 64,583 Base-to-base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 66,704 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (71,951) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 45,916 This increase reflects a change in the cost of insurance for the Department of Public Lands as described in the Budget Summary section of the Budget Book. Merit Changes 63,049 Public Lands FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 572,829 This increase reflects the Department of Public Lands portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 29,797 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 11,078 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove Office Configuration (One-time) (100,000) Funding was provided in FY 2023 for office reconfiguration needs. The funding will be reduced in this budget. Remove Tree Watering Campaign Education (One-time) (50,000) In the FY 2023 budget Urban Forestry was awarded $50,000 in one-time funding to work with a contracted consultant to develop and deploy promotional and outreach materials on effectively watering trees. The funding will be removed in this budget. FY 2023 BA #4: 2 Public Lands Planner Positions 229,440 In budget amendment #4 of FY 2023, two Public Lands Planner positions were added to the department. These positions are responsible for public engagement, design, consultant management, cross-departmental coordination, and implementation tasks required to complete critical Public Lands projects. Salt Lake City Department of Public Lands 231 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Policy Issues Inflationary & Contractual Increases 649,500 The Public Lands Department has experienced operational expense increases related to inflationary and other contractual price increases. The budget includes funding for cost increases to multiple expense categories related to utilities, fleet fuel and maintenance, operational contracts, and supplies. Expanded Citywide Events 219,500 The budget includes funding for one Special Projects Asst FTE tasked with helping to facilitate an expanded number of city-wide events. Two drone shows (for July 4th and July 24th holidays), three events in the ballpark neighborhood, and one large volunteer event to clean our all 17 miles of the Jordan River and Jordan River Trail as well as three events in the North Temple neighborhood. These are more environmentally friendly with no risk of starting fires, no chemicals that can harm the environment, no oxidizers that can contaminate waterways, no trash and are energy efficient. Parks Maintenance Tech II (Grade 16) (10 Mths), Associated Seasonal Positions and Program Costs 305,750 Funding is included for a Parks Maintenance Tech II position and the associated seasonal staff necessary to provide landscape maintenance at Folsom Trail, and at Mt View Corridor (11 acres). Sr. Natural Resource Technician (Grade 16) (10 Mths) 67,800 This full-time position will be responsible for the landscape maintenance at Cornell Riverside Natural Area wetlands and help oversee seasonal maintenance crews at other nearby natural areas including Three Creeks. Maint. Electrician IV (Grade 22) (10 Mths), Program Costs 122,800 The budget includes the addition of a Maintenance Electrician IV position that will support Public Land's existing Parks Electrician as they encounter increasing repairs and replacement due to vandalism and other ongoing maintenance needs. General Maint. Worker IV (Grade 21) (10 Mths) 79,800 The addition of this General Maintenance Worker position will support the department's Property Maintenance team providing support for ongoing maintenance and vandalism repairs and replacements for Department assets through out the City. Sprinkler Irrigation Tech III (Grade 20) (10 Mths) 76,000 This Sprinkler Irrigation Tech position will support the department's existing Parks irrigation team by providing irrigation services to Salt Lake City parks, city medians and trails. Central Control Irrigation SPE (Grade 20) (10 Mths) 76,000 The budget will add a Central Control Irrigation SPE position that will support the department's existing Parks irrigation team by managing parks, RAC, Cemetery, city medians and trails. Sr. Warehouse Operator (Grade 15) (10 Mths) 7,500 This full-time position will be partially funded by Golf funds and will support increased warehouse operations needs, order requests, and payment processing. Sr. Natural Resources Technician (Grade 16) (10 Mths), Associated Seasonal Positions and Program Costs 86,600 The addition of this Sr. Natural Resources Technician and the accompanying seasonal positions will compliment existing field-team resources with capacity for progressive 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, and similar tasks. Salt Lake City Department of Public Lands 232 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Environmental Specialist II Union 74,700 This position will provide highly technical and specialized guidance, direction and support for the development and implementation of projects on Public Lands properties focused on biodiversity, pollinators, native plant restoration, and habitat function. Sr. Natural Resource Technician (Grade 16) (10 Mths), Associated Seasonal Positions, Program Costs and Operational Expenses 181,200 This position will provide weed removal, native planting, trail corridor maintenance, trailhead and access maintenance, way finding and interpretive signage installation and maintenance, and minor trail construction. 2 Sr. Natural Resource Technicians (Grade 16) (10 Mths) 124,000 These additional positions will provide maintenance work in SLC Foothills, this team would also complete maintenance of other soft surface trails and bike parks within SLC including, Rose Park Trails, 9Line Bike Park and Parleys Historic Nature Park. Salt Lake City Department of Public Lands 233 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Salt Lake City Department of Public Lands 234 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC SERVICES Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Public Services 235 Mayor’s Recommended Budget FISCAL YEAR 2023-24 The Department of Public Services The Department of Public Services provides essential services to residents, businesses, and visitors; capital improvement project development and delivery; and internal services that support all other City functions. The department’s vision is to be responsive to and anticipate the needs of a growing, diverse, and vibrant city. Department funds come from the General Fund and the Fleet Fund. MISSION STATEMENT 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. PUBLIC SERVICES DEPARTMENT OVERVIEW Administrative Services under leadership of the Department Director, provides leadership, project support, strategy, and vision to the department while establishing standards and processes for transparent, accountable, and data- driven solutions that aim to better serve the public and enhance City assets. Administrative Services Division functions include technology implementation, internal and external communications, finance, special projects, information management, strategic planning, and policy and procedure tracking for department management. Compliance is responsible for providing the efficient and effective delivery of the following services: •Enforce City codes relevant to parking, food cart vendors, sidewalk entertainers, and impoundment. •Process customer service requests from residents and business owners. •Enforce vehicle idling violations. •Manage vehicle impound operations with contracted vendor. •Recruit and supervise school crossing guards at State required intersections. •Maintain and service parking pay stations. •Manage operations and access of the Library Parking Garage. Engineering as required by State code, manages all aspects of City-funded construction projects sponsored by other divisions and departments. Engineering is also responsible for data mapping used by internal and external staff, all survey work, controls for subdivisions, and new roadways. Salt Lake City Department of Public Services 236 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Facilities is responsible for the stewardship of 83 City-owned buildings, totaling more than 2.54 million square feet and an additional 1.76 million square feet of public plazas, rights-of-way, green ways, and trails in the Downtown and Sugar House business districts. Facilities manages the Capital Asset Program that tracks the condition of each facility, schedules repair and replacement, quantifies deferred capital renewal, and projects costs to preserve assets over their lifetime. Fleet maintains City vehicles and City-owned equipment; provides and monitors fuel at 15 locations; supplies a motor pool; and maintains a truck wash-out facility. Fleet prepares utilization and performance data that is used to optimize the fleet while supporting the City’s environmental goals. The division is actively involved in securing a plan for electric infrastructure. Streets is responsible for the following operations: •Repair and apply surface treatments on 1,894 lane miles (approximately 118 million square feet) of City-owned asphalt roadways, including chip, fog, and slurry seal surface treatments, crack sealing, level patching, pothole repair, and asphalt mill-out and inlay. •Upgrade concrete ADA ramps, provide residents and businesses with curb and gutter, sidewalk, and drive approach concrete replacement through the 50/50 or 100% cost-share program, and perform sidewalk grinding to mitigate sidewalk trip and fall issues. •Complete concrete joint sealing routine maintenance and limited roadway slab replacement for the City’s 189 concrete roadway lane miles. •Control snow and ice on 1,850 lane miles of City-owned roadways. Clear over 5 miles of protected bike lanes on a priority-one basis and snow and ice control on 7.8 miles of viaduct sidewalks. •Maintain over 249 signalized intersections’ signals, flashing crosswalks, and electronic traffic control devices on City-maintained roads. •Use specialized painting equipment to apply markings to 608 miles of road surfaces. •Perform annual inspections, installs, and sign maintenance and replacement to 41,652 City traffic signs and 27,962 traffic sign supports. •Provide year-round, after-hours coverage for emergency response through the Streets Response Team.Prevent dirt, leaves, and pollutants from reaching the storm drainage system while providing a clean, well-presented City with street sweeping operations. Salt Lake City Department of Public Services 237 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director Department Performance Measurements Performance Measures FY2021 Actual FY2022 Actual FY2023 Target FY2024 Target FY2025 Target COMPLIANCE: maintain full coverage of required school crossings, with crossing guard staff during the school year. 100%100%100%100%100% ENGINEERING : Number of Public Way Permits Issued 2,670 2,311 2,300 2,300 2,300 FACILITIES: Maintain productivity of total tasks completed on time.71%75%78%79%80% FLEET: Maintain mechanic productivity rate during work hours at 90% or greater 88%92%80%90%90% STREETS: Complete 155 lane miles of surface treatments 144.10 lane miles 134.83 lane miles 155 lane miles 135 lane miles 115 lane miles *Target lane miles decreasing due to proposed Mill and Overlay Pilot Program Salt Lake City Department of Public Services 238 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 26,373,992 32,284,435 34,789,675 O & M 11,531,655 13,444,170 15,412,323 Charges & Services 7,362,578 9,165,506 10,642,856 Capital Expenditures 3,083,205 10,891,354 10,748,547 Interest & Bond Expenditures 3,412,344 3,743,689 3,355,903 Transfers Out 294,931 295,361 654,855 Total Department of Public Services 52,058,705 69,824,515 75,604,159 DIVISION BUDGETS Administrative Services 1,831,658 3,205,861 3,611,447 19.00 Engineering 5,319,272 6,237,533 7,194,606 50.00 Compliance 2,965,595 4,103,432 4,242,524 29.00 Facility Services 9,772,682 10,809,352 11,980,848 57.00 Fleet 19,175,658 30,426,031 32,498,750 46.00 Streets 12,993,839 15,042,306 16,075,984 115.00 Total Department of Public Services 52,058,705 69,824,515 75,604,159 FUNDING SOURCES General Fund 32,883,047 39,398,484 43,105,409 270.00 Fleet Fund 19,175,658 30,426,031 32,498,750 46.00 Total Department of Public Services 52,058,705 69,824,515 75,604,159 FTE by Fiscal Year 294.00 307.00 316.00 Salt Lake City Department of Public Services 239 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2024 Department Budget Personal Services 34,789,675 O & M 15,412,323Charges & Services 10,642,856 Capital Expenditures 10,748,547 Interest & Bond Expenditures 3,355,903 Transfers Out 654,855 Salt Lake City Department of Public Services 240 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC SERVICES Jorge Chamorro, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes (94,561) Base to base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 168,015 Annualized funding for those positions added for only a portion of fiscal year 2023. Pension Changes (136,401) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 93,580 This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book. Merit Changes 29,792 Public Services FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 1,114,688 This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 92,027 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair market adjustments. CCAC Salary Adjustments 100,850 The budget includes funding to bring non-represented positions in the City to fair market value in accordance with the Citizen's Compensation Advisory Committee (CCAC) Remove New Program Start-up Expenses (One-time) (7,180) The budget reduces funding included in the FY 2023 budget for one-time costs associated with a newly added Sr. Project Manager position in Engineering and a Financial Analyst. FY 2023 BA #4: Sr. Project Manager 160,800 In budget amendment #4 of FY 2023, a Sr. Project Manager position was added to the department. This position will work within the Engineering Division and oversee a program dedicated solely to the proposed bond projects. This position will also be necessary for oversight of design and construction, overall. Salt Lake City Department of Public Services 241 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Policy Issues Streets Mill and Overlay Pilot Program (Equipment Funding in CIP) 130,000 The budget includes funding to begin a Mill & Overlay Pilot Program to trial a more robust form of roadway surface treatment. Many existing city roadways do not currently need a full-depth reconstruction but are not in good enough condition for current maintenance surface treatments, namely chip and slurry seal. If no action is taken, these in between roads will rapidly deteriorate and soon require a costly reconstruction. Due to this lack of opportunity for maintenance of these roadway segments, resurfacing candidates will quickly become exhausted. A mill and overlay program will improve the condition of such roads to the point were they are once more eligible for surface treatments, thus extending their life expectancy. The one-time funding for the paver and Planer equipment is included in the CIP. Converting Part-time Office Tech to FTE - Streets — Currently, two new programs are to be implemented at the Streets division: SalesForce and Workday, which provide a more efficient and accessible way for constituents to report issues with their streets. This update is expected to increase the number of such reports. To aid with the rollout and continuous support of these programs, consistent resources are necessary. By converting the existing part-time Office Tech position division support can be better organized while also improving customer service. Contractual Increases / Inflationary 1,256,000 The Public Services Department has experienced operational expense increases related to inflationary and other contractual price increases. The budget includes funding for cost increases to multiple expense categories related to utilities, fleet fuel, operational contracts, and supplies. Safety & Security Manager (Grade 37) (10 Mths) 152,565 Funding to kickstart a City-wide safety and security program is being recommended. The Safety and Security Director will take control of the security management of all City-occupied building, overseeing the integration of security and access systems, operations, and technologies designed to protect the safety of employees and visitors to public these buildings. In addition, this position will identify and coordinate the delivery of appropriate workplace safety trainings to those Departments that currently don’t have a Safety Manager. Environmental Engineer (Grade 33) (10 Mths) 178,000 Based on the joint ownership agreement, Salt Lake City Engineering has provided Engineering services for the City and County’s Landfill projects and related environmental regulatory needs. With Engineering’s existing and projected workload including multiple large-scale projects on the horizon at the landfill, the need for an additional Professional Engineer dedicated to the Landfill has become evident in order to meet short and long-term needs, as well as job succession planning. In addition, Sustainability anticipates significant increase for environmental regulatory support, including Fleet Yard remediation planning, Inland Port environmental support, right-of-way environmental assessments, and EPA Brownfields Grant management. The General Fund could see a partial offset of the expense on for this position as the time spent by the new FTE on Landfill projects would be reimbursable to the City by the County, per the joint ownership agreement. Salt Lake City Department of Public Services 242 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Building Administrator (10 Mths) 131,750 The addition of this Building Administrator will serve several purposes. First, servicing space needs assessment and office furniture. This service has been contracted out for some time to a part-time on-call architect. This service has been costly and lacking in many areas, as the City spends an average of $80,000/year on these type of contracted services. The space layouts need to be digitized and continually updated and the pipeline of furniture and equipment orders needs to be managed in house. This position will also oversee all services provided to the buildings including: private security, janitorial, vending, special events, event programming, art display, etc. This position will also coordinate the upcoming construction timing, moves and accommodations. This service may also extend to other City offices, such as Plaza 349. 4 New FTEs: Trades Apprenticeship Program 332,000 The budget adds four new FTEs for a Trades Apprenticeship program. For the past decade, the Facilities Division has found it difficult to recruit trades professionals. Each year the recruiting seems to get worse, with little to no success. Facilities is proposing a potential solution to the recruitment challenge, by utilizing the Mayors’ apprenticeship funding initiative to grow our own skilled labor pool from the local community through a structured apprenticeship program, building a workforce that truly represents the people whom we serve. With this program, we can also help individuals by developing a fulfilling and flexible career that plays into their interests as they grow different skill sets. All positions will offer hands-on training, real-world experience, and paid educational training. Once fully certified on their trade, these employees will be able to move out of the apprenticeship program and apply for an open position within the City, freeing the position for the next round of apprentices. Public EV Charging Stations Maintenance 45,000 Funding is being moved from the Sustainability department for the maintenance of the public-facing EV charging stations owned by the City (20). This budget allocation also covers the ongoing service fees Engineering AutoCAD Transfer to IMS (22,000) The budget transfers funding for management of AutoCAD from various departments to IMS. Pre-Employment Screening Transfer to HR (18,000) The budget transfers funding for management of the pre-employment screening function from Public Services to Human Resources. Salt Lake City Department of Public Services 243 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Salt Lake City Department of Public Services 244 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC UTILITIES Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Public Utilities 245 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Department Of Public Utilities DEPARTMENT MISSION AND VISION STATEMENT To serve our community and protect our environment by working to continuously improve water, wastewater, stormwater, and street lighting services in a sustainable manner. We strive to uphold the values of Service, Leadership, Integrity, Flexibility, Efficiency, and Stewardship. DEPARTMENT OVERVIEW The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer, stormwater, and street lighting services. SLCDPU provides sewer, stormwater, and street lighting to the approximately 200,000 residents of Salt Lake City. The service area for SLCDPU’s water utility is much larger and provides drinking water to more than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay, Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the four utilities as separate enterprise funds under one administrative management structure. SLCDPU develops and implements fees, rates, and rate structures that are approved annually by the Salt Lake City Council. SLCDPU's work in each of its four utilities is vital to public health, environment, economy, and quality of life. Our 477 employees are responsible to ensure the environment is protected, and that the public has access to clean, reliable, and affordable water resources. SLCDPU is extremely accountable to the public in its implementation of these services. In fulfilling this important responsibility, SLCDPU is regulated by (1) federal and state agencies pursuant to the federal Safe Drinking Water Act and Clean Water Act, and the state’s drinking water and water quality statutes and rules; (2) federal and state statutes regarding water resources, water quality, and flood control; and (3) local health department regulations concerning drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations concerning water, stormwater, and sewer, primarily contained in Chapter 17 of Salt Lake City’s ordinances. SLCDPU is also responsible for regulating the Riparian Corridor Overlay Zone found in Chapter 21 of Salt Lake City’s ordinances. Salt Lake City Department of Public Utilities 246 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC UTILITIES Laura Briefer M.P.A., Director Department Performance Measurements Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Water Quality: Water Quality Turbidity is a measure of water clarity by indicating how cloudy it is. The national benchmark is less than 0.1 Nephelometric Turbidity Units (NTU). 0.02 NTU 0.03 NTU 0.0282 NTU <0.03 NTU <0.03 NTU Energy Use: AWWA Water-Energy Efficiency median is 6,881 thousand British thermal units per year per million gallons (Kbtu/yr./MG). 2,024 Kbtu/yr/MG 1,902 Kbtu/yr/MG 2607 Kbtu/yr/MG 1,840 Kbtu/yr/MG 1,840 Kbtu/yr/MG Water Use: Average Per Capita Water Use in Gallons per Capita per Day (gpcd as of 12/31). 172 gpcd 193 gpcd 166 gpcd <200 gpcd <200 gpcd Sewer: Clean greater than 35% of the sewer collection system.59% of System 45% of System 45% of System >35% of System >35% of System Stormwater: Linear feet (LF) of lines replaced, rehabilitated, or installed.13,295 LF 13,541 LF 18,935 LF 21,700 LF*21,700 LF* *Target based on annual CIP planning. Salt Lake City Department of Public Utilities 247 Mayor’s Recommended Budget FISCAL YEAR 2023-24 DEPARTMENT OF PUBLIC UTILITIES Laura Briefer M.P.A., Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 38,350,650 49,027,442 54,251,832 O & M 6,661,002 8,737,209 9,761,269 Charges & Services 47,122,600 64,446,316 68,863,756 Interest & Bond Expense 12,094,845 29,255,463 41,267,908 Capital Expenditures 137,430,538 261,074,907 334,049,662 Transfers Out — 583,605 583,605 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 DIVISION BUDGETS Administration 6,183,609 7,960,801 9,029,919 20.00 Finance 16,672,727 26,841,436 29,806,655 51.00 Engineering 4,441,071 7,968,759 8,892,320 53.00 Water Quality 30,566,384 35,028,903 36,445,186 58.00 Water Reclamation 9,677,804 12,724,122 14,065,437 71.00 Water Resources 1,415,072 2,196,676 2,915,791 12.00 Maintenance 20,796,880 26,660,319 28,448,446 186.00 GIS 2,396,256 3,413,556 3,856,308 24.00 CIP and Debt Service 149,509,833 290,330,370 375,317,970 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 FUNDING SOURCES Street Lighting Fund 4,239,497 5,757,825 6,044,149 2.57 Water Fund 113,694,347 132,752,815 177,953,787 298.21 Sewer Fund 113,015,365 255,914,580 301,832,622 130.80 Storm Water Fund 10,710,425 18,699,722 22,947,474 43.42 Total Department of Public Utilities 241,659,635 413,124,942 508,778,032 FTE by Fiscal Year 452.00 459.00 475.00 Salt Lake City Department of Public Utilities 248 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2023 Department Budget Personal Services 54,251,832 O & M 9,761,269 Charges & Services 68,863,756 Interest & Bond Expense 41,267,908 Capital Expenditures 334,049,662 Transfers Out 583,605 Salt Lake City Department of Public Utilities 249 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 250 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY REDEVELOPMENT AGENCY Organizational Structure Fiscal Year 2023-24 Redevelopment Agency of Salt Lake City 251 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Redevelopment Agency Of Salt Lake City DEPARTMENT MISSION STATEMENT AND CORE VALUES The mission of the Redevelopment Agency of Salt Lake City (RDA) is to revitalize neighborhoods and business districts to improve livability, spark economic growth, and foster authentic communities, serving as a catalyst for strategic development projects that enhance the City’s housing opportunities, commercial vitality, public spaces, and environmental sustainability. We foster a set of core values that collectively support the revitalization of Salt Lake City’s communities: ECONOMIC GROWTH // We act as a responsible steward of public funds, taking a long-term view of investment, return, and property values. COMMUNITY IMPACT // We prioritize projects and programs that demonstrate commitment to improving equity and quality of life for residents and businesses in Salt Lake City. NEIGHBORHOOD VIBRANCY // We cultivate distinct and livable built environments that are contextually sensitive, resilient, connected, and sustainable. DEPARTMENT OVERVIEW Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake City. Under the Utah Community Development and Renewal Agencies Act, the RDA has the charge and financial tools to address blight and disinvestment in specific parts of the City. By working with communities and development partners, the RDA is transforming areas suffering from social, environmental, physical, or economic challenges into neighborhoods and commercial districts that are characterized by a variety of useful amenities, vital housing opportunities, successful local businesses, connected public spaces, renewed infrastructure, and public art. As the owner of the Gallivan Center, the RDA also works with the adjacent property owners to oversee the maintenance and programming of the 3.5-acre downtown plaza. To accomplish its goals to enhance livability and trigger economic investment, the RDA utilizes a robust set of financial, planning, and revitalization tools to support redevelopment within communities throughout the City. The RDA achieves its goals through direction from its RDA Board of Directors (the same members as the Salt Lake City Council) and is administered by its Executive Director (Salt Lake City Mayor). Together with the Gallivan Center, the RDA has a total of 34 positions led by the Director and Deputy Director. The staff conducts the daily operations of the RDA as well as the maintenance and operations of the Gallivan Center. Redevelopment Agency of Salt Lake City 252 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY REDEVELOPMENT AGENCY Danny Walz, Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 1,588,385 2,480,095 2,756,779 O & M 4,255,374 1,300,000 1,375,000 Charges & Services 18,217,392 22,452,621 20,099,135 Interest & Bond Expense 9,057,549 10,746,989 9,599,991 Capital Expenditures 6,726,761 14,278,181 24,972,594 Transfers Out — 12,043,013 16,274,328 Total RDA $ 39,845,461 $ 63,300,899 $ 75,077,827 DIVISION BUDGETS Administration 3,193,068 3,998,655 4,428,662 21.00 Block 70 1,803,909 10,915,154 11,053,759 Central Business District 24,008,621 27,596,650 24,644,694 Primary Housing Fund (CWH TI) — 1,599,880 2,394,582 Depot District 2,123,789 4,049,587 7,227,908 Granary District 644 648,546 1,394,593 Housing Development Fund — 5,230,000 4,510,953 North Temple 224,914 449,053 1,351,992 No Temple Viaduct 2,542,885 1,206,609 2,774,419 Northwest Quadrant — 908,100 1,398,548 Westside Community Initiative (NWQ Hsg/UIPA) — 500,000 1,835,469 Program Income Fund 1,432,032 1,556,835 1,449,692 Secondary Housing Fund (PAH) 16,478 10,000 1,000,000 Revolving Loan Fund 937,335 345,000 226,750 Stadler Rail — 72,920 141,297 State Street — 2,631,183 5,788,520 9-Line 234,503 1,477,727 3,455,989 West Capitol Hill 1,491,383 100,000 — West Temple Gateway 1,835,900 5,000 — Total RDA $ 39,845,461 $ 63,300,899 $ 75,077,827 FUNDING SOURCES Redevelopment Agency Fund 70,206,571 63,300,899 75,077,827 21.00 Total RDA $ 70,206,571 $ 63,300,899 $ 75,077,827 FTE by Fiscal Year 19.00 19.00 21.00 Redevelopment Agency of Salt Lake City 253 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2024 DEPT BUDGET Personal Services 2,756,779 O & M 1,375,000 Charges & Services 20,099,135 Interest & Bond Expense 9,599,991 Capital Expenditures 24,972,594 Transfers Out 16,274,328 Redevelopment Agency of Salt Lake City 254 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SUSTAINABILITY DEPARTMENT Organizational Structure Fiscal Year 2023-24 Salt Lake City Department of Sustainability 255 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Sustainability Department Overview VISION STATEMENT The Sustainability Department supports the vision of leading the way on resilience and environmental stewardship. MISSION STATEMENT The Sustainability Department develops goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater equity, resiliency, and empowerment for the community. DEPARTMENT OVERVIEW The Department of Sustainability aims to develop goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater resiliency and vitality for all aspects of our community. The Department is organized in two separate divisions: the Waste & Recycling Division and the Environment & Energy Division. The Waste & Recycling Division is responsible for managing the City’s regular refuse, compost, and recycling collection services and is funded by refuse collection fees. The Environment & Energy Division develops plans and policies to preserve and improve our built and natural environments and provide residents information on sustainability issues affecting Salt Lake City. This division is funded primarily by landfill dividends and recycling proceeds when available. The Department currently operates with 63 full- time equivalent positions (FTE’s) and is requesting two additional FTEs in FY24. Department Performance Measurement Measure 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Increase percent of residential waste stream diverted from the landfill through recycling and composting 39.29%37.2%37%≥40%≥40% 50% renewable electricity generation for municipal operations by 2023 13% (est.)12% (est)12%≥50%≥50% 100% renewable electricity generation for community by 2030 22% (est.)30%31%≥30%≥30% Reduce community greenhouse gas emissions 80% by 2040 4,498,525 (est.) MTCO2e 4,720,000 (est.) MTCO2e 4,620,000 (est.) MTCO2e ≤ 4,620,000 MTCO2e ≤ 4,620,000 MTCO2e SLCGreen Total social media followers (INSTAGRAM, Facebook, and Twitter) 17,624 18,254 18,823 20,250 20,350 Salt Lake City Department of Sustainability 256 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SUSTAINABILITY DEPARTMENT Debbie Lyons, Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 5,430,578 6,029,059 6,752,544 O & M 289,453 278,599 633,100 Charges & Services 7,355,717 10,052,438 9,722,684 Interest & Bond Expense 1,978,827 2,578,871 2,986,397 Capital Expenditures 2,775,464 5,738,704 8,124,067 Transfers Out 277,196 275,000 275,000 Total Sustainability Department 18,107,234 24,952,671 28,493,792 DIVISION BUDGETS Environment & Energy 1,485,545 3,414,392 2,876,630 8.00 Waste & Recycling 16,621,689 21,538,279 25,617,162 57.00 Total Sustainability Department 18,107,234 24,952,671 28,493,792 FUNDING SOURCES Refuse Fund 18,107,234 24,952,671 28,493,792 65.00 Total Sustainability Department 18,107,234 24,952,671 28,493,792 FTE by Fiscal Year 63.00 63.00 65.00 FY 2024 Department Budget Personal Services 6,752,544 O & M 633,100 Charges & Services 9,722,684 Interest & Bond Expense 2,986,397 Capital Expenditures 8,124,067 Transfers Out 275,000 Salt Lake City Department of Sustainability 257 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 258 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY 911 COMMUNICATIONS BUREAU Organizational Structure Fiscal Year 2023-24 Salt Lake City 911 Communications Bureau 259 Mayor’s Recommended Budget FISCAL YEAR 2023-24 911 Dispatch Bureau DEPARTMENT VISION STATEMENT We will strive to partner with our officers and firefighters to create a safe and healthy community where our citizens can work and live. DEPARTMENT MISSION STATEMENT Salt Lake City 911 will maintain a high state of readiness to provide a caring and committed link between our officers, firefighters, and citizens of Salt Lake City. DEPARTMENT OVERVIEW The 911 Communications Bureau provides dispatch services for Salt Lake City and Sandy City residents. They process all emergent and non-emergent calls in both municipalities. The dispatchers work cooperatively with the Fire Departments and Police Departments that they serve and Sandy Animal Services to address the needs of the public. The 911 Bureau is managed by an at-will director that reports to the Office of the Mayor. The total FTEs for the 911 Communications Bureau stands at 100. The majority of these FTEs answer calls 24 hours a day, 365 days a year, and answered over 780,000 calls last year. These specialized dispatchers require rigorous training each year and are held to high standards of quality response. 911 Communications Bureau Performance Measures Performance Measures 2020 Actual 2021 Actual 2022 Actual 2023 Target 2024 Target Answer phones within 15 seconds at least 95.24% of the time 98.03%95.24%95.34%95.24%96.00% Answer phones within 40 seconds at least 98.47% of thetime 99.33%98.47%98.19%98.47%99.00% *911 Comm gathers performance measurement information on a calendar year basis. Salt Lake City 911 Communications Bureau 260 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY 911 COMMUNICATIONS BUREAU Stephen Meyer, Director FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget FY 2023-24 FTE DEPARTMENT BUDGET Personal Services 8,176,089 9,701,207 10,088,793 O & M 71,901 84,984 84,984 Charges & Services 572,901 935,576 935,606 Capital Expenditures — 150,373 150,373 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 DIVISION BUDGETS City Administration 8,820,891 10,872,140 11,259,756 100.00 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 FUNDING SOURCES General Fund 8,820,891 10,872,140 11,259,756 100.00 Total 911 Communications Bureau 8,820,891 10,872,140 11,259,756 FTE by Fiscal Year 108.00 100.00 100.00 FY 2024 Department Budget Personal Services 10,088,793 O & M 84,984 Charges & Services 935,606 Capital Expenditures 150,373 Salt Lake City 911 Communications Bureau 261 Mayor’s Recommended Budget FISCAL YEAR 2023-24 SALT LAKE CITY 911 COMMUNICATIONS BUREAU Stephen Meyer, Director Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base-to-Base Changes (87,116) Base-to-base changes compares personal services costs adopted as part of the FY2023 budget to actual personal services costs paid during the first pay period of the calendar year 2023. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefit changes that happened in the first part of the current fiscal year. Pension Changes (51,620) The budget includes changes as required for participation in the Utah State Pension System. Insurance Rate Changes 30,216 This increase reflects a change in insurance costs for the 911 Communication Bureau as described in the Budget Summary section of the Budget Book. Merit Changes 97,922 The 911 Communication Bureau FY2024 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees. Salary Proposal 396,453 This increase reflects the 911 Communication Bureaus portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. Annualization of NFP Adjustments 1,761 Funding was included in the FY 2023 budget to bring non-represented positions in the City to fair-market value. These salary increases were not implemented until October 1st, a delay of three months. The Mayor recommends an increase to accommodate full year funding of these fair-market adjustments. Salt Lake City 911 Communications Bureau 262 Mayor’s Recommended Budget FISCAL YEAR 2023-24 NON-DEPARTMENTAL General Fund Requests Overview FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Governmental Transactions 10 Year Plan - Airport Trail Reimbursement Required by FAA Corrective Action Plan 103,887 103,887 — Retirement Payouts 390,000 696,000 696,000 Contract with U of U for Demographic Project — 50,000 50,000 Sorenson Center w/ County 1,729,751 1,014,800 1,014,800 Jordan River Membership 16,000 14,000 16,000 Washington DC Consultant — 75,000 75,000 Tuition Aid Program 193,500 320,000 320,000 Municipal Elections 178,697 20,000 354,551 Animal Services Contract 1,874,652 1,968,385 1,970,648 Police Department Body Cameras 1,508,886 1,549,692 1,549,692 Apprenticeship Program 5,792 1,025,000 630,000 City Resident Bus Pass (HIVE) 416,167 1,321,000 411,000 Free Bus Passes for School Children (Expansion of HIVE) — — 100,000 Federal Grant Match Account — 1,000,000 — Governmental Transactions Total 6,417,332 9,157,764 7,187,691 Inter-Governmental Transfers Public Utilities - Land Swap Payment — 200,000 200,000 Capital Improvements Project Fund 22,541,701 20,037,135 12,834,010 Transfer to Debt Service Fund 8,585,180 11,417,321 10,301,526 Fire SCBA 210,000 197,400 197,400 Fleet Replacement Fund 10,710,986 11,711,900 11,743,350 Transfer to RDA 16,126,056 15,532,420 15,985,753 Transfer to Golf 1,889,528 182,795 Golf (Living Wage and CCAC Salary Adjustment Transfer — 370,100 370,100 Golf Fund ESCO FY 2023 — 484,000 — Golf Fund ESCO FY 2024 — — 510,427 Golf Admin Fee Transfer 315,779 356,302 Golf IMS Transfer 200,000 350,000 Rosepark Infrastructure Renewal — 500,000 500,000 Transfer to Water Fund — 100,000 200,000 Housing Sales Tax Plan (Transfer to the Housing Fund) — 2,590,000 2,590,000 Transfer to Governmental Immunity 2,767,963 — — IFAS Account IMS Transfer — 780,069 — General Fund Costs for Streetlighting 102,610 184,420 184,420 Sustainability Fund Transfer 440,000 1,712,126 1,400,900 Special Revenue Fund: Environmental Assessment Fund — 100,000 100,000 Salt Lake City Non-Departmental 263 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Special Revenue Fund: Emergency Demolition Revolving Fund (One-time) — 200,000 Inter-Governmental Transfers Total 63,374,024 66,815,465 57,824,188 Interfund Charges Information Management Services Fund 13,490,743 17,586,526 22,166,515 Risk Management Premium 2,712,793 3,125,591 3,911,485 Centralized Fleet Management 6,754,891 6,938,939 7,656,893 Interfund Charges Total 22,958,427 27,651,056 33,734,893 Municipal Contributions & Civic Support Salt Lake City Arts Council 650,000 800,000 800,000 Legal Defenders 1,292,774 1,404,677 1,523,067 SL Area Chamber of Commerce 50,000 50,000 55,000 Sugar House Park Authority 224,795 224,795 270,251 Diversity Outreach — 3,000 3,000 Utah League of Cities and Towns 195,097 183,563 233,474 National League of Cities and Towns 12,422 11,535 12,797 Tracy Aviary 674,922 719,367 763,526 Sister Cities — 10,000 10,000 ACE Fund (Previously Signature Events) 206,000 200,000 200,000 Dignitary Gifts/Receptions/Employee Appreciation 16,960 20,000 170,000 Housing Authority Transitional Housing 109,809 85,000 85,000 Regional Economic Development Funding 108,000 108,000 108,000 US Conference of Mayors — 12,242 12,242 Local Business Marketing Program — 20,000 20,000 Utah Legislative / Local Lobby - Moved to Mayor's Office in 2020 6,729 — — Music Licensing Fees 2,167 7,000 9,000 Billboard Purchase 50,000 — — Utah Foundation 10,000 — — Rape Recovery Center 30,000 30,000 30,000 YWCA - FJC Wrap Around Services 45,000 45,000 45,000 Council - Dignitary Gifts Rece 5,000 — — Citywide Equity Plan and Training 72,389 — — Wind Storm Damage 678,088 — — Right of Way Repair from Wind Storm 6,897 — — DAQ Lawnmower Exchange 160,886 — — National League of Cities Conference (297,129) — — Boards & Commission Honoraria — 26,000 26,000 Salt Lake City Foundation 3,000 3,000 3,000 World Trade Center Membership 50,000 50,000 50,000 City County Building Branding (One-time) — 75,000 — Suazo Membership 18,750 75,000 45,000 Downtown Alliance Safety Ambassador 495,000 — — Salt Lake City Non-Departmental 264 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Gentrification Mitigation Study 103,151 — — Housing Assistance Program - Rental Assistance 128,772 — — Housing Assistance Program - Mortgage Assistance 23,420 — — Healthcare Innovation - Biohive — 85,000 135,000 Shooting Range Remediation — 500,000 — NBA All Star Game — 1,000,000 — Switchpoint Donation 1,000,000 — — Switchpoint Donation - FOF 1,000,000 — — Open Streets Initiative — 150,000 City Hall Security — 1,200,000 280,350 Transportation Utility Fee Consultant — — 50,000 Wasatch Community Gardens — — 50,000 Salary Negotiation Holding Account 299,573 — 760,000 Municipal Contributions & Civic Support Total 7,432,472 7,098,179 5,749,707 Police Department and Racial Equity in Policing Funding Commission on Racial Equity in Policing — 120,000 120,000 Police Training 946 205,400 55,000 Police Department Social Worker Funding 1,343,055 1,069,127 1,840,127 FOF Police Department Social Worker Funding — 1,431,390 — Racial Equity in Policing Commission Peer Court 20,000 20,000 20,000 Racial Equity in Policing Holding Account — 1,781,192 1,781,192 Racial Equity in Policing Comm Cost 56,183 — — Police Department and Racial Equity in Policing Funding Total 1,420,183 4,627,109 3,816,319 Sales Tax Option: Transit Plans Transit Key Routes (1,2,9 & 21) 5,107,821 6,600,000 7,000,000 On-Demand Ride Services 1,013,389 1,900,000 3,000,000 Outreach New Routes 37,060 100,000 100,000 Sales Tax Option: Transit Plan Total 6,158,270 8,600,000 10,100,000 General Fund Total 107,760,708 123,949,573 118,412,798 Special Revenue Fund Accounting CDBG Operating Funds 6,470,520 4,958,433 5,597,763 Downtown SID / CBID & Other 1,557,197 1,700,000 1,700,000 Salt Lake City Donation Fund 2,252,760 2,870,250 500,000 E911 Fund 3,691,166 3,800,385 3,800,385 Housing Loans and Trust 31,343,897 25,779,254 955,000 Miscellaneous Grants 41,916,856 26,614,153 7,390,097 Other Special Revenue 306,980 300,000 400,000 Total Special Revenue Fund Accounting 87,539,376 66,022,475 20,343,245 Salt Lake City Non-Departmental 265 Mayor’s Recommended Budget FISCAL YEAR 2023-24 FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget Debt Service Funds Debt Service Funds 60,679,751 33,658,558 34,894,979 Special Improvement District Funds 911 3,000 3,000 Total Debt Service Funds 60,680,662 33,661,558 34,897,979 Capital Projects Funds Capital Projects Fund 38,951,338 35,460,387 29,034,160 Impact Fees 7,738,575 — — Capital Projects Maintenance Fund 2,577,746 — — Total Capital Projects Funds 49,267,660 35,460,387 29,034,160 Funding Sources FY 2021-22 Actuals FY 2022-23 Adopted Budget FY 2023-24 Recommended Budget General Fund 107,760,708 123,949,573 118,412,798 Special Improvement Districts Funds 911 3,000 3,000 Miscellaneous Special Service District Fund 1,557,197 1,700,000 1,700,000 Emergency 911 3,691,166 3,800,385 3,800,385 CDBG Operating Fund 6,470,520 4,958,433 5,597,763 Misc Grants Operating Funds 41,916,856 26,614,153 7,390,097 Salt Lake City Donation Fund 2,252,760 2,870,250 500,000 Other Special Revenue Funds 306,980 300,000 400,000 Housing Funds 31,343,897 25,779,254 955,000 Debt Service Funds 60,679,751 33,658,558 34,894,979 Capital Projects Fund 38,951,338 35,460,387 29,034,160 Impact Fees Fund 7,738,575 — — Capital Projects Maintenance Fund 2,577,746 — — 305,248,406 259,093,993 202,688,182 Salt Lake City Non-Departmental 266 Mayor’s Recommended Budget FISCAL YEAR 2023-24 NON-DEPARTMENTAL General Fund Requests Overview 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, grants, and other special revenue funds. It provides accounting for funds that do not programmatically belong to any particular City department. It includes an accounting of the City’s debt service and capital improvement programs. It is also used to monitor disbursements of monies for civic organizations that provide a service on behalf of Salt Lake City but are not legal entities of the City. Apprenticeship Program (395,000) This amount has been transferred to Public Services for a full-time apprenticeship program and to Wasatch Gardens. Employee Appreciation 150,000 Funding is being requested for employee appreciation activities and gifts. How the funding is used will primarily be determined by the City's Employee Appreciation Board. City Hall Security Improvements (Remove One-time) (933,000) One-time funding for security improvements to the City County Building was included in the FY 2023 budget. The funding will be removed in this budget. City Hall Police Presence 13,350 The budget includes a 5% increase in funding for the contract that provides a Police presence in City Hall. City Resident Bus Pass (HIVE) (810,000) Hive participation is down. A portion of this is has a revenue offset. Federal Grant Match Account (1,000,000) Budget was set aside in FY 2023 for grants applied for under the Bipartisan Infrastructure Law. This budget removes the funding set-aside. Contract for Animal Services 2,263 The amount required by the County for Animal Services will increase based on the contract. Jordan River Commission Membership 2,000 The budget includes an increase in funding for the City's Jordan River Commission Membership. Municipal Election Costs 284,551 The budget includes $244,551 for the cost of the contract with the County for the upcoming municipal election. There is also $40,000 included for ranked choice voting awareness. Oath of Office and Outgoing Elected Official Events 50,000 $30,000 is included to cover the cost of the upcoming oath of office event scheduled following the election. There is also $20,000 for and outgoing elected official event. Transportation Utility Fee Consultant (One-time) 50,000 The Transportation Utility Fee (TUF) is a fee allowed by State Statue. The formula and calculations to charge this fee are complex. A consultant will provide the expertise needed to help us get accurate information. Debt Service Funding Transfer 58,230 Debt Service transfer is lower due to the LBA Debt Service being paid with Fire Impact fees. CIP Funding Transfer (7,203,125) The CIP funding transfer is being reduced by $7,203,125 primarily due to the removal of one-time funding for the restoration of the City County Building following the earthquake and a one-time set- aside for hand held radios. An additional reduction of $2,000,000 is due to repurposing parks maintenance CIP funding toward parks maintenance staffing, supplies and vehicles to address the needs of the City's growing Parks and Public Lands Capital Assets. Salt Lake City Non-Departmental 267 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Fleet Replacement Fund Transfer 31,450 The budget includes a slight increase in the fleet replacement fund transfer due to an increase in the cost of the vehicles being purchased for new positions. Centralized Fleet Maintenance 717,954 An increase in funding for fleet maintenance is due to increased costs of parts, equipment and labor. Golf Fund Transfer 34,155 The transfer to the Golf fund will increase to cover the increased cost of the annual ESCO payment and an increase in the Admin Fee transfer. IMS Fund Transfer 3,799,920 The IMS fund transfer is increasing for several reasons. There are approximately $1.3 million in increases contractual and inflationary costs, approximately $1.15 million for IMS personnel and new personnel costs, and $186,914 for costs associated with IMS related costs for new general fund positions. There is also a $1.27 million increase for functions currently housed in general fund departments being transferred to IMS. These include Versaterm, the radio system, PSB printer maintenance, new capital asset planning software for the Finance department, Autocad and Zoom Enterprise Software. Insurance and Risk Management 785,894 This increase is for Risk Administrative Fees and the new Life Savings Account. Public Utilities Water Usage Study 100,000 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. RDA Tax Increment Transfer 453,333 The pass through transfer from the General Fund to the RDA Fund is increasing by a total of $453,333. Emergency Demolition Fund Revolving Fund (Removing One-time Funding) (200,000) Funding was included in the FY 2023 budget as seed money to create a revolving fund to act as an insurance policy to allow the Fire Marshall to condemn a building and order its demolition to help prevent injury or death should the structure be used inappropriately. The funding will be removed in this budget. Sustainability Fund Transfer (311,226) Funding for a transfer to Sustainability (Refuse Fund) is included in the budget. Details of how this funding will be utilized are contained in the Sustainability section of the book. Racial Equity in Policing: Police Officer Training (Removing One-time Funding) (150,400) Funding for Racial Equity in Policing related officer training will be removed in this budget. Racial Equity in Policing: Social Worker Program 60,536 Salary and benefit increase for Social Workers. Racial Equity in Policing: Increased Mental Health Responders 121,074 Salary and benefit increase for Mental Health Responders. Diversifying Public Safety Civilian Response Models Holding Account Reduction (842,000) The budget remaining in the Diversifying Public Safety Civilian Response Models Holding Account is being reduced. Racial Equity in Policing: Holding Account — The Racial Equity in Policing holding account budget is being moved from the General Fund to the General Fund (FOF). Transit Plan - Service for Key Routes 400,000 Inflationary increase in costs associated with the current routes. Transit Plan - On Demand Ride Services (Smaller Service Area) 1,100,000 The On Demand Ride Service is in high demand. This amount will help us step up to meet the requested demand. Salt Lake City Non-Departmental 268 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Remove City County Building Branding (One-time) (75,000) Funding is being included to make the signage in the City building more consistent and to remove the references to the County. Healthcare Innovation - Biohive (BA#6) 50,000 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. Legal Defenders 118,390 An increase in funding for the Legal Defenders contract is being included in the budget. Music Licensing Fees 2,000 The cost of music licensing fees has seen an overall increase. Funding is included for this additional cost. National League of Cities and Towns 1,262 An increase is included for the National League of Cities and Towns membership fees. Remove One-time NBA All Star Game Funding (1,000,000) Funding was included in FY 2023 for efforts surrounding the NBA All Star Game, including Police staffing, street barricades, Fire and Emergency Management staffing, city-wide marketing and Parks and Lands related costs. The funding is being removed in this budget. Remove Open Streets Initiative One-time Funding (150,000) Funding that was provided in FY 2023 for the Open Streets Initiative which temporarily closed Main Street from South Temple to 400 South on Fridays and Saturdays from May to September of 2022 is being reduced in this budget. Salary Contingency 760,000 Funding is being set aside for potential anticipated salary items. SL Area Chamber of Commerce 5,000 The budget includes an increase in funding the the Salt Lake Area Chamber of Commerce membership dues. Remove One-time Shooting Range Remediation Funding (500,000) The one-time funding provided for remediation of the old shooting range will be reduced in this budget. Remove One-time Hispanic Entrepreneurs Program Funding (30,000) Funding included in the FY 2023 budget for research to help Salt Lake City better understand the barriers Latino/Hispanic entrepreneurs face when working with City departments will be reduced in this budget. Sugar House Park Authority 45,456 The budget includes funding for the Sugar House Park Authority including a 5% CPI increase for operations and maintenance as well as a $34,216 one-time contribution toward a pavilion replacement. Tracy Aviary 44,159 Funding is being included for a requested 6.5% CPI increase for staff and operational costs. Utah League of Cities and Towns Membership 49,911 An increase in dues required for the Utah League of Cities and Towns Membership is being included in the budget. Wasatch Community Gardens - Apprentice Gardner (from Apprentice Funding) 50,000 This funding is to help with salaries for the people that will be employed and trained through this program. Salt Lake City Non-Departmental 269 Mayor’s Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank 270 Mayor’s Recommended Budget FISCAL YEAR 2023-24 Staffing Document This page intentionally left blank Official Staffing Document Summary for Fiscal Year 2023-24 This section reflects the official staffing document for FY 2023-24. The staffing document inventories individual positions and pay grade classifications within each division. It includes the total number of authorized positions and job classifications for each department by division and fund. The total number of all positions in the City is tallied on the initial summary page. Any change made to the City staffing document that increased costs but did not increase the number of positions was presented to the City Council for review. Any change in the total number of positions requires the approval of the City Council. The total numbers of positions are presented for the last two fiscal years (2021-22 and 2022-23), as well as the staffing level for FY 2023-24. Changes from the previous fiscal year’s budget are noted and explained in the column entitled Changes from FY 2022-23 to FY 2023-24. Changes are noted as follows: RECLASSIFICATIONS •If a reclassification resulted in a pay grade change only, the notation would be, for example, Changed to _________/from 29 •If a reclassification resulted in a change of title only, the notation would be, for example, Changed to _________/from Personnel Director. •If a reclassification resulted in a change of grade and title, the notation would be, for example, Changed to_________/from Personnel Director (29) REORGANIZATIONS •If a position or part of a position has been transferred to a different part of the organization the notation would be, for example, Transferred to_________/from Employee Services. •If a percentage of the position were transferred, the notation would be, for example, .25 Transferred to _________/from Employee Services. •If a position or percentage of a position were transferred to another department, the notation would be, for example, Transferred to Department of_________, Division of_________/from Employee Services. •There will be offsetting notations in the receiving area of the organization to explain from where the position or percentage of the position was transferred. NEW POSITIONS •A position which has been added to the official staffing document in Fiscal Year 2023-24 is noted as New Position. Salt Lake City Staffing Document 273 Mayor's Recommended Budget FISCAL YEAR 2023-24 ELIMINATED POSITIONS •A position which has been removed from the official staffing document for the FY 2023-24 is noted as Position eliminated. POSITION HELD VACANT •A position which is being held vacant in the official staffing document for the fiscal year 2023-24 is noted as Position held vacant. POSITION TITLE ABBREVIATIONS •H indicates an hourly position •PT indicates a part-time position •S indicates a seasonal position Salt Lake City Staffing Document 274 Mayor's Recommended Budget FISCAL YEAR 2023-24 STAFFING DOCUMENT SUMMARY COMPARISON OF FISCAL YEARS 2021 THROUGH 2024 Budget Budget Budget FY23-24 DEPARTMENT FY2022 FY2023 FY2024 Variance GENERAL FUND Attorney's Office 55.25 58.50 60.50 2.00 City Council 35.00 36.00 36.00 0.00 911 Communications Bureau 108.00 100.00 100.00 0.00 Community and Neighborhood 176.00 190.00 195.00 5.00 Economic Development 18.00 22.00 22.00 0.00 Department of Finance 71.70 76.70 81.70 5.00 Fire 374.00 392.00 402.00 10.00 Human Resources 26.05 31.40 33.40 2.00 Justice Courts 42.00 42.00 42.00 0.00 Mayor's Office 30.00 32.00 34.00 2.00 Police 720.00 750.00 761.00 11.00 Public Lands 117.35 143.35 157.85 14.50 Public Services 249.00 261.00 270.00 9.00 Non Departmental 0.00 0.00 0.00 0.00 GENERAL FUND TOTAL 2,022.35 2,134.95 2,195.45 60.50 ENTERPRISE FUNDS Airport 610.80 619.30 639.30 20.00 Golf 33.65 33.65 34.15 0.50 Public Utilities Street Lighting 2.72 2.72 2.57 (0.15) Water 283.16 288.16 298.21 10.05 Sewer 126.55 127.65 130.80 3.15 Storm Water 39.57 40.47 43.42 2.95 Total Public Utilities 452.00 459.00 475.00 16.00 Sustainability 63.00 63.00 65.00 2.00 ENTERPRISE FUND TOTAL 1,159.45 1,174.95 1,213.45 38.50 INTERNAL SERVICE AND OTHER FUNDS Information Mgmt Svcs 84.00 92.00 100.00 8.00 Fleet Management 45.00 46.00 46.00 0.00 Government Immunity 9.00 9.00 10.00 1.00 Risk Management 7.75 7.70 7.70 0.00 Special Revenue: 1/4 Sales Tax from County 3.00 0.00 0.00 0.00 INTERNAL SERVICE AND OTHER FUND TOTAL 148.75 154.70 163.70 9.00 REDEVELOPMENT AGENCY 32.00 32.00 34.00 2.00 TOTAL POSITIONS 3,362.55 3,496.60 3,606.60 110.00 Salt Lake City Staffing Document 275 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 OFFICE OF THE CITY COUNCIL OFFICE OF THE CITY COUNCIL City Council Council Person xxx 7.00 7.00 7.00 Executive Director 41 1.00 1.00 1.00 Deputy Director-City Council 39 1.00 1.00 2.00 1 Changed from Associate Deputy Driector Council (37) Legislative & Policy Manager 37 0.00 0.00 1.00 Changed from Senior Advisor City Council (37) Senior Advisor City Council 37 1.00 1.00 0.00 Changed to Legislative & Policy Manager (37) Associate Deputy Director -Council 37 1.00 1.00 0.00 1 Changed to Deputy Director City Council (39) Senior Public Policy Analyst 33 2.00 2.00 2.00 Operations Mgr/Mentor 31 1.00 1.00 1.00 Community Facilitator 31 0.00 0.00 0.00 Public Policy Analyst II 31 3.00 3.00 3.00 Council Office Communication Director 31 1.00 1.00 1.00 Policy Analyst 31 1.00 0.00 0.00 Policy Analyst/Public Engagement 28 2.00 2.00 0.00 Changed to Public Engagement & Comm Specialist (26) Public Engage/Comm Specialist II 28 1.00 1.00 1.00 Constituent Liaison/Public Policy Analyst 27 2.00 2.00 3.00 Changed from Council Admin Asst (24) Public Engagement & Comm Special 26 2.00 3.00 5.00 Changed from Policy Analyst/Public Engagement (28) Constituent Liaison 26 2.00 3.00 3.00 Assistant to Council Executive Director 25 1.00 1.00 1.00 Council Admin Asst 24 5.00 5.00 4.00 RPT Council Staff Asst 26 1.00 1.00 1.00 CITY COUNCIL TOTAL 35.00 36.00 36.00 OFFICE OF THE MAYOR OFFICE OF THE MAYOR Mayor Executive Staff Mayor xxx 1.00 1.00 1.00 Chief of Staff 41 1.00 1.00 1.00 Chief Administrative Officer 41 1.00 1.00 1.00 Deputy Chief of Staff 39 1.00 1.00 1.00 Deputy Chief Administrative Officer 39 0.00 1.00 1.00 Senior Advisor 39 2.00 2.00 0.00 Transferred to Mayor Policy Advisors Communications Director 39 1.00 1.00 0.00 Transferred to Mayor Communication Communications Deputy Director 30 1.00 1.00 0.00 Transferred to Mayor Communication Policy Advisor 29 2.00 2.00 1.00 1 Transferred to Mayor Community Outreach,1 Changed to Senior Advisor (39) REP Commission Senior Staff Position 29 1.00 1.00 0.00 Transferred to Mayor Equity Administration Salt Lake City Staffing Document 276 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Community Liaison 26 5.00 5.00 0.00 4 Transferred to Community Outreach, 1 Transferred to CAN - BA#3 Executive Assistant 24 4.00 5.00 3.00 1 Transferred to Mayor Equity Administration, 1 Transferred to Mayor Community Outreach Office Manager Mayor's Office 24 1.00 1.00 1.00 Community Outreach Sp & E Coord 24 1.00 1.00 0.00 Transferred to Mayor Community Outreach Communication & Content Mgr 21 1.00 1.00 0.00 Transferred to Mayor Communication Administrative Assistant 19 2.00 2.00 2.00 Mayor Executive Staff Total 25.00 27.00 12.00 Mayor Communication Communications Director 39 0.00 0.00 1.00 Transferred from Mayor Executive Staff Communications Deputy Director 30 0.00 0.00 1.00 Transferred from Mayor Executive Staff Communication & Content Mgr 30 0.00 0.00 1.00 Transferred from Mayor Executive Staff, Grade changed from 21 to 30 Mayor Communication Total 0.00 0.00 3.00 Mayor Policy Advisors New Division Senior Advisor 39 0.00 0.00 2.00 Transferred from Mayor Executive Staff Mayor Policy Advisors Total 0.00 0.00 2.00 Mayor Equity Administration Chief Equity Officer 39 1.00 1.00 1.00 REP Commission Senior Staff Position 29 0.00 0.00 1.00 Transferred from Mayor Executive Staff Equity Team Member 27 1.00 1.00 0.00 Changed to Community Liaison (26) Community Liaison 26 3.00 3.00 5.00 1 Changed from Equity Team Member (27) 2-new love your block Executive Assistant 24 0.00 0.00 1.00 Transferred from Mayor Executive Staff Mayor Equity Administration Total 5.00 5.00 8.00 Mayor Community Outreach New Division Senior Advisor 39 0.00 0.00 2.00 Transferred from Mayor Executive Staff, Changed from Policy Advisor (29) Community Liaison 26 0.00 0.00 4.00 4 Transferred from Mayor Executive Staff Community Outreach Sp & E Coord 24 0.00 0.00 2.00 Transferred from Mayor Executive Staff, 1 new- know your neighbor Executive Assistant 24 0.00 0.00 1.00 Transferred from Mayor Executive Staff Mayor Community Outreach Total 0.00 0.00 9.00 OFFICE OF THE MAYOR TOTAL 30.00 32.00 34.00 Salt Lake City Staffing Document 277 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 911 COMMUNICATIONS BUREAU 911 Dispatch Director 38 1.00 1.00 1.00 911 Dispatch Deputy Director 32 1.00 1.00 1.00 Grade Changed from 29 to 32 911 Dispatch Operations Mgr 29 2.00 2.00 4.00 Grade Changed from 26 to 29, 1 Changed from 911 Dispatch Supervisor (27), 1 Changed from 911 Dispatch Dispatcher (20) 911 Dispatch Supervisor 27 10.00 10.00 9.00 911 Dispatch Dispatcher I-III 20 90.00 82.00 81.00 Grade Changed from 14-18 to 20, 1 Changed to 911 Dispatch Operations Mgr (29) 911 Dispatch Dispatcher I-III Unfunded 20 3.00 3.00 3.00 Grade Changed from 14-18 to 20 Office Facilitator II 19 1.00 1.00 1.00 911 COMMUNICATIONS BUREAU TOTAL 108.00 100.00 100.00 DEPARTMENT OF AIRPORTS Office of the Executive Director Executive Director 41 1.00 1.00 1.00 ORAT Director 39 1.00 1.00 1.00 ORAT Specialist 31 0.00 0.50 0.50 Administrative Assistant -Appointed 24 1.00 1.00 1.00 Airport Construction Coordinator 18 1.00 1.00 1.00 Administrative Secretary 18 1.00 1.00 0.00 1 Transferred to Operations Division Office Technician II 15 1.00 0.00 0.00 Executive Director's Office Total 6.00 5.50 4.50 Public Relations Division Director Airport Public Relations & Marketing 38 1.00 1.00 1.00 Air Service Development Manager 31 1.00 1.00 1.00 Senior Manager Air Services Development 31 0.00 0.00 0.00 Airport Communication Manager 30 1.00 1.00 1.00 Airport Community Outreach Manager 30 0.00 0.00 0.00 Airport Communication Coordinator 25 1.00 1.00 1.00 Airport Public Relations Manager 30 0.00 0.00 0.00 Public Relations Total 4.00 4.00 4.00 Planning and Environmental Division Director of Airport Plan/Cap Program 39 1.00 1.00 1.00 Assistant Planning & Environmental Director 36 0.00 0.00 1.00 1 New Position Airport Environmental Program Manager 33 1.00 1.00 1.00 Salt Lake City Staffing Document 278 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Airport Senior Environmental Sustainability Coordinator 31 1.00 2.00 1.00 1 Changed to Airport Environmental Sustainability Coordinator (27) Airport Planner Manager 30 0.00 0.00 1.00 1 Changed from Airport Senior Planner (30) Airport Senior Planner 30 3.00 3.00 2.00 1 Changed to Airport Planner Manager (33) Airport Principal Planner 27 0.00 0.00 2.00 1 New Position, 1 Changed from GIS Program Analyst (27) Airport Environmental Sustainability Coord 27 0.00 0.00 1.00 1 Changed from Airport Environmental Sustainability Coordinator (31) Airport Planning Programs Coordinator 25 1.00 1.00 1.00 Associate Planner 24 0.00 0.00 0.00 Environmental Specialist II 26 1.00 1.00 1.00 Environmental Specialist I 23 0.00 0.00 0.00 Geographic Information System Mgr 33 0.00 0.00 1.00 1 Transferred from Design & Construction Management Division GIS Programmer Analyst 27 0.00 0.00 1.00 2 Transferred from Design & Construction Management Division, 1 Changed to Airport Principal Planner (27) Office Facilitator II 19 1.00 1.00 1.00 Planning & Environmental Total 9.00 10.00 15.00 Finance and Accounting Division Director of Finance and Accounting 39 1.00 1.00 1.00 Airport Controller 37 1.00 1.00 1.00 Airport Finance Manager 37 1.00 1.00 1.00 Construction Finance Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 0.00 1 Transferred to Maintenance Division Financial Analyst III 29 1.00 3.00 3.00 Auditor III 28 1.00 1.00 1.00 Accountant III 27 5.00 3.00 3.00 Warehouse Supervisor 24 0.00 0.00 0.00 Auditor II 23 1.00 1.00 1.00 Accountant II 21 3.00 3.00 3.00 Airport Procurement Specialist 21 0.00 0.00 0.00 Accountant I 18 0.00 0.00 0.00 Senior Warehouse Operator 15 0.00 0.00 0.00 Warehouse Sup Worker-Airport 14 0.00 0.00 0.00 Part-Time/Accounting Intern 0.50 0.50 0.50 Finance and Accounting Total 16.50 16.50 15.50 Maintenance Division Director of Maintenance 39 1.00 1.00 1.00 Assistant Maintenance Director 36 4.00 4.00 4.00 Airport Maintenance Operations Superintendent 34 0.00 0.00 0.00 Salt Lake City Staffing Document 279 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Airport Fleet Manager 33 1.00 1.00 1.00 Airport Maintenance Superintendent 32 0.00 0.00 0.00 Aviation Services Manager 31 2.00 2.00 3.00 1 Changed from Facility Maintenance Contract Administrator (27) Airport Maintenance Ops Support Mgr 31 1.00 1.00 1.00 Airport Facilities Assets Manager 31 1.00 1.00 2.00 1 Changed from Senior Facility Maint Supervisor (27) Airport Maintenance Manager 31 3.00 4.00 4.00 Warranty Commissioning Manager 30 1.00 1 New Position Facilities Maint Warranty/Commission Mgr 30 1.00 1.00 1.00 Technical Systems Program Mgr 29 2.00 1.00 1.00 Computer Maint Mgmt Systems Administrator 29 1.00 2.00 4.00 1 New Position, 1 Changed from Facility Support Coord (26) Computer Maint Systems Supervisor 29 0.00 0.00 0.00 Tech Systems Analyst IV 28 1.00 1.00 1.00 Airport Energy Manager 27 0.00 0.00 1.00 1 New Position Airport Fleet/Warehouse Operations Manager 27 1.00 1.00 1.00 Facility Maintenance Contract Administrator 27 1.00 1.00 0.00 1 Changed to Aviation Services Manager (31) Senior Facility Maint Supervisor 27 3.00 5.00 4.00 1 Changed to Airport Facilities Assets Manager (31) Senior Airport Grounds/Pavement Supervisor 27 4.00 4.00 4.00 Plant Coordinator Supervisor 27 0.00 0.00 0.00 Aviation Srvs Tech Sys Adm 27 1.00 1.00 2.00 1 Changed from Facility Support Coodinator (26) Civil Maint Warranty 26 1.00 1.00 1.00 Facility Maintenance Manager 26 0.00 0.00 0.00 HVAC Specialist 25 1.00 1.00 1.00 Fleet Management Services Supervisor 25 4.00 5.00 5.00 Facility Maint Supervisor 25 13.00 6.00 7.00 1 Changed from Painter II (20) Airport Signs Graphic Design Supervisor 25 1.00 1.00 1.00 Facility Maintenance Coordinator 25 25.00 32.00 33.00 1 New Position Airport Maintenance Supervisor 25 10.00 11.00 11.00 Electronic Security Technician 24 12.00 12.00 14.00 1 New Position, 1 Transferred from Finance & Accounting Division Management Analyst 24 1.00 1.00 1.00 Warehouse Supervisor 24 1.00 1.00 1.00 Airport Grounds/Pavement Super 23 1.00 1.00 1.00 Facility Maintenance Contract Coordinator 22 0.00 0.00 0.00 Facility Support Coordinator 26 4.00 6.00 4.00 1 Changed to Aviation Srvs Tech Sys Adm (27), 1 Changed to Computer Maint Mgmt Sys Adm (29) Maintenance Electrician IV 22 3.00 4.00 4.00 Airfield Maintenance Electrician 25 21.00 21.00 21.00 Salt Lake City Staffing Document 280 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Airfield Electrical Supervisor 27 4.00 4.00 5.00 1 new position HVAC Tech II 21 8.00 8.00 11.00 2 New Positions, 1 Changed from Carpenter II (20) Airport Lead Sign Technician 21 3.00 3.00 3.00 Senior Fleet Mechanic 21 5.00 6.00 6.00 Plumber II 21 0.00 0.00 0.00 Airport Procurement Specialist 21 0.00 1.00 1.00 Airport Budget & Special Projects Coordinator 20 2.00 0.00 0.00 Airfield Maint. Equip. Operator I-II-III 16-23 23.00 89.00 90.00 89 Changed from Airfield Maintenance Specialist (16-23), 1 Changed from Senior Florist (18) Airport Lighting & Sign Technician 20 5.00 3.00 3.00 Carpenter II 20 6.00 9.00 8.00 1 Changed to HVAC Tech (21) General Maintenance Worker 20 6.00 2.00 6.00 2 New Positions, 1 Changed Fleet Body Repair and Painter 20 1.00 1.00 1.00 Fleet Mechanic I/II 20 20.00 20.00 20.00 Painter II 20 5.00 7.00 6.00 1 Changed to Facility Maintenance Supervisor (25) Office Facilitator I/II 19 1.00 1.00 1.00 Facilities Contract Compliance Specialist 19 6.00 6.00 6.00 1 New Position, 1 Changed to General Maintenance Worker (20) Facility Maint Contract Repair Tech II 19 0.00 0.00 0.00 Senior Florist 18 1.00 1.00 0.00 1 Changed to Airfield Maintenance Specialist Airfield Maint. Equipment Oper III 18 66.00 0.00 0.00 Maintenance Electrician I (Apprentice)17 0.00 0.00 0.00 Senior Warehouse Operator 15 4.00 4.00 5.00 1 Changed from Warehouse Sup Worker-Airport (14) Warehouse Sup Worker-Airport 14 1.00 1.00 0.00 1 Changed to Senior Warehouse Operator (15) Fleet Services Worker 15 1.00 1.00 1.00 Intern 0.50 0.50 0.50 Maintenance Division Total 294.50 301.50 314.50 Engineering Division Director - Airport Engineering 39 1.00 1.00 1.00 Engineer VII 36 2.00 2.00 2.00 Airport Architect 36 1.00 1.00 1.00 Senior Engineer Project Manager 34 1.00 1.00 1.00 Airport Senior Architectural Manager 34 1.00 1.00 1.00 Engineer VI 34 2.00 2.00 2.00 Senior Architect 33 1.00 1.00 1.00 1 Transferred to Planning & Environmental Division Geographic Information System Mgr 33 1.00 1.00 0.00 Engineer V 33 1.00 1.00 1.00 Airport Surveyor 30 1.00 1.00 1.00 Salt Lake City Staffing Document 281 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Engineering Construction Program Manager 29 1.00 1.00 1.00 Construction Manager 27 3.00 3.00 3.00 Engineering Tech VI 27 2.00 2.00 2.00 GIS Programmer Analyst 27 2.00 2.00 0.00 2 Transferred to Planning & Environmental Division Engineering Tech V 24 3.00 3.00 3.00 Architectural Associate IV 24 1.00 1.00 1.00 Engineering Tech IV 23 1.00 1.00 1.00 Airport Construction Project Coordinator 23 1.00 1.00 1.00 Project Coordinator III 22 2.00 2.00 2.00 Airport Field Technician 22 1.00 1.00 1.00 Engineering Records Program Specialist 20 1.00 1.00 1.00 Office Facilitator I 18 1.00 1.00 1.00 Engineering Division Total 31.00 31.00 28.00 Operations Division Chief Operating Officer 39 1.00 1.00 1.00 Director of Airport Operations 39 1.00 1.00 1.00 Assistant Operations Director 38 3.00 3.00 3.00 Airport Operations Superintendent - Security Comm 35 0.00 0.00 0.00 Airport Operations Superintendent - Landside 35 0.00 0.00 0.00 Airport Operations Superintendent - Terminals 35 0.00 0.00 0.00 Airport Operations Manager - Ground Transportation 31 1.00 1.00 1.00 Airport Operations Manager / Parking 31 1.00 1.00 1.00 Safety Management Systems (SMS) Program Manager 31 0.00 0.00 1.00 New Position Airport Operations Manager - Airfield 29 14.00 14.00 15.00 1 New Position Airport Operations Manager Airfield/FBO 29 1.00 1.00 1.00 Airport Operations Manager - Terminals 29 2.00 2.00 2.00 Airport Operations Manager -Safety 29 1.00 1.00 1.00 Airport Operations Manager - Security 29 1.00 1.00 1.00 Airport Operations Manager / Communications 29 1.00 1.00 1.00 Airport Operations Manager - Customer Service 29 1.00 1.00 1.00 Airport Customer Service Supervisor 23 1.00 1.00 1.00 Airport Training Coordinator 26 1.00 0.00 0.00 Airport Training Program Manager 29 0.00 0.00 4.00 3 Changed from Airport Safety Coord (26), 1 Changed from Airport Engagement Coord (24) Salt Lake City Staffing Document 282 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Safety Program Coordinator 26 3.00 3.00 0.00 3 Changed to Airport Training Program Manager (29) Airport Operations Supervisor - Airfield 25 0.00 1.00 1.00 Airport Landside Operations Supervisor 25 12.00 11.00 11.00 Airport Operations Duty Agent Supervisor 25 1.00 0.00 0.00 Airport Operations Supervisor / Access Control 25 1.00 1.00 1.00 Airport Operations Access Control Coordinator 23 1.00 1.00 2.00 1 New Position Management Analyst 24 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 Airport Operations Supervisor / Communications 24 5.00 5.00 5.00 Airport Operations Training Supervisor Communications 24.00 1.00 1.00 1.00 Engagement Coordinator 24 1.00 1.00 0.00 1 Changed to Airport Training Program Manager (29) Airport Operations Specialists - Airfield 23 21.00 22.00 22.00 Airport Operations Specialists - Terminal/Landside I-III 23 25.00 41.00 77.00 41 Changed from Airport Ops Specialist - Terminal (23), 36 Changed from Airport Landside Ops Officer (18) Airport Operations Customer Service Representative 23 2.00 2.00 2.00 Airport Operations Agent - FBO 23 6.00 6.00 6.00 Airport Operations Duty Agent 23 14.00 0.00 0.00 Employment Services Coordinator 21 1.00 1.00 1.00 Administrative Secretary 18 0.00 0.00 1.00 1 Transferred from Operations Division Airport Commercial Vehicle Ins 18 3.00 3.00 4.00 1 New Position Airport Landside Operations Officer 18 36.00 36.00 0.00 36 Changed to Airport Ops Specialist - Terminal/Landside I - III (21 - 24) Air Operations Security Spec 17 2.00 2.00 2.00 Airport Operations Lead Coordinator 17 4.00 4.00 4.00 Airport Operations Coordinator 16 14.00 12.00 12.00 Airport Operations Coord II 16 0.00 0.00 0.00 Senior Secretary 15 0.00 0.00 0.00 Access Control Specialist 15 7.00 9.00 9.00 Office Technician II 15 1.00 0.00 0.00 Airport Operations Coord I 14 0.00 0.00 0.00 Paging Operator 10 0.00 0.00 0.00 Part-Time Operations Technician 2.50 2.50 2.50 Part-Time Operations Intern 1.00 1.00 1.00 Regular Part-Time/Paging Operator 10 0.30 0.30 0.30 Operations Division Total 196.80 196.80 201.80 Commercial Services Division Director Administration and Commercial Services 39 1.00 1.00 1.00 Salt Lake City Staffing Document 283 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Commercial Manager Airport 35 1.00 1.00 1.00 Contracts & Procurement Manager 35 1.00 1.00 1.00 Property & Real Estate Manager 35 1.00 1.00 1.00 Business Development Manager 32 1.00 1.00 1.00 Airport Risk Manager 29 1.00 1.00 1.00 Airport Tenant Relations Coordinator 27 1.00 1.00 1.00 Airport Property Specialist II 27 3.00 3.00 3.00 Airport Contract Specialist I 27 2.00 3.00 3.00 Commercial Program Specialist 27 1.00 1.00 1.00 Airport Contracts Specialist II 26 0.00 0.00 0.00 Airport Risk Management Coordinator 24 0.00 0.00 0.00 Airport Property Specialist I 24 1.00 0.00 0.00 Admin Assistant / GRAMA Coord 22 1.00 1.00 1.00 Administrative Secretary II 21 1.00 0.00 0.00 Administrative Secretary 18 0.00 0.00 0.00 Commercial Services Division Total 16.00 15.00 15.00 Information Technology Services Division Airport Information Management Services Director 39.00 1.00 1.00 1.00 Airport Information Technology Manager 36 1.00 1.00 1.00 Airport Special Systems Manager 36 1.00 1.00 1.00 Cybersecurity Engineer Manager 37 0.00 0.00 1.00 New Position Airport Tech Systems Superintendent 36 0.00 0.00 0.00 Senior Network Architect 36 0.00 1.00 1.00 Senior Software Engineer 34 1.00 1.00 1.00 Network Engineering Team Manager 37 1.00 1.00 1.00 Network System Engineer III 33 3.00 3.00 3.00 Network System Engineer II 31 1.00 2.00 2.00 Software Support Admin II 30 1.00 1.00 1.00 Technical System Program Manager 30 3.00 3.00 3.00 Network Support Team Manager 29 1.00 1.00 1.00 Network Support Administrator III 27 7.00 7.00 7.00 Technical Systems Analyst IV 27 1.00 0.00 0.00 Technical Systems Analyst III 26 0.00 0.00 0.00 Network Support Administrator II 25 10.00 11.00 11.00 Technical Systems Analyst II 24 3.00 3.00 4.00 1 New Position Network Support Administrator I 23 2.00 2.00 2.00 Information Technology Services Division Total 37.00 39.00 41.00 SLC DEPT OF AIRPORTS TOTAL (AIRPORT FUND)610.80 619.30 639.30 Salt Lake City Staffing Document 284 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 OFFICE OF THE CITY ATTORNEY Office of City Attorney City Attorney 41 1.00 1.00 1.00 Office Manager 21 1.00 1.00 1.00 Office of City Attorney Total 2.00 2.00 2.00 Legal Support General Fund Deputy City Attorney 40 1.00 1.00 1.00 Division Chief Senior City Attorney 39 2.00 2.00 2.00 Senior City Attorney 39 8.50 8.50 8.50 Assistant City Attorney 34 0.50 0.50 0.50 First Assistant City Prosecutor 34 2.00 2.00 2.00 Assistant City Prosecutor 29 3.00 3.00 4.00 1 New "Miami" Model CIty Prosecutor Associate City Prosecutor 27 10.00 10.00 11.00 Moved 1 from Paralegal Boards and Commissions Liaison 23 0.00 1.00 0.00 Moved to Recorders Paralegal 21 4.50 4.50 3.50 1Moved to Assistant City Prosecutor Prosecutor Law Office Manager 21 1.00 1.00 1.00 Legal Secretary III 18 3.00 4.00 4.00 Senior Prosecutor Assistant 17 6.00 6.00 4.00 Moved 2 to Prosecutor Assistant Prosecutor Assistant 16 4.00 4.00 6.00 Moved 2 from Senior Prosecutor Assistant Legal Support Total 45.50 47.50 47.50 City Recorder City Recorder 35 1.00 1.00 1.00 Grade change from 33 to 35 Asst City Recorder Operations 26 0.00 0.00 0.00 Asst City Recorder Records Spec 26 0.00 0.00 0.00 Minutes and Records Clerk 21 2.00 3.00 3.00 Grade change from 19 to 21 1 Deputy Recorder 26 3.00 3.00 3.00 Special Projects Analyst 26 0.00 0.00 1.00 Associate Records Technician 18 1.00 1.00 1.00 Boards & Commission Liaison 23 0.00 0.00 1.00 Moved from Legal Support RPT/Records Clerk/Office Facilitator 21 0.75 1.00 1.00 Moved from Gov Imm City Recorder Total 7.75 9.00 11.00 Risk Management Fund Risk Manager 35 1.00 1.00 1.00 Grade change from 34 to 35 Risk Management Analyst 26 0.00 0.00 1.00 Changed from Risk Management Specialist Risk Management Specialist 24 1.00 1.00 0.00 Changed to Risk Management Analyst Risk Coordinator 21 0.00 0.00 0.00 Senior Budget & Policy Analyst 32 0.00 0.30 0.30 FTE shared with Finance Salt Lake City Staffing Document 285 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Office Facilitator I 18 0.50 0.50 0.50 Subtotal of Risk Mgmt Fund 2.50 2.80 2.80 Governmental Immunity Fund Division Chief Senior City Attorney 1.00 1.00 1.00 Deputy Risk Manager 33 0.00 0.00 1.00 New position Senior City Attorney 39 3.50 3.50 3.50 Assistant City Attorney 34 0.50 0.50 0.50 Claims Adjuster 24 1.00 1.00 1.00 Legal Secretary III 18 0.00 0.00 0.00 Paralegal 21 2.50 2.50 2.50 Office Facilitator I 18 0.50 0.50 0.50 Subtotal of Gov Imm Fund 9.00 9.00 10.00 CITY ATTORNEY TOTAL 66.75 70.30 73.30 General Fund 55.25 58.50 60.50 Risk Management Fund 2.50 2.80 2.80 Governmental Immunity Fund 9.00 9.00 10.00 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS CAN Admin Office of the Director CAN Director 41 1.00 1.00 1.00 CAN Deputy Director 37 2.00 2.00 2.00 CAN Financial & Administrative Services Dir 35 1.00 1.00 1.00 Policy and Program Manager 32 2.00 3.00 2.00 Duplicate Position eliminated Civic Engagment Mgr., Spec, Asst 21-31 0.00 0.00 0.00 CARES Real Property Mgr., Agent, Spec 21-31 4.00 4.00 4.00 CIP Manager, Specialist 25-31 2.00 2.00 0.00 2 Transferred to Finance Policy and Budget Business Systems Analyst II 30 0.00 0.00 1.00 New Position Financial Analyst III 29 1.00 1.00 0.00 Transferred to Youth and Family ADA & Equity Program Coordinators 26 0.00 0.00 0.00 Administrative Assistant 24 1.00 1.00 1.00 Office Facilitator I-II 18-19 1.00 0.00 0.00 CAN Admin Office of Director Total 15.00 15.00 12.00 Building Services Building Official 35 1.00 1.00 1.00 Building Serv & Licensing Manager 32 3.00 3.00 3.00 Development Review Spvr, Sr, Planner I-III 25-30 1.00 1.00 1.00 Salt Lake City Staffing Document 286 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Development Review Supervisor 30 0.00 0.00 0.00 Economic Dev Business Coord 29 1.00 2.00 1.00 NWQ Liason Transferred to Planning Plans Examiner Sr, Chief, I-III 25-29 8.00 8.00 8.00 Building Inspector Sr, I-III 19-29 23.00 20.00 20.00 Civil Enforcement Spvr, Insp, Officer I-III 17-29 9.00 15.00 17.00 2 New Positions Fire Protection Engineer 29 2.00 2.00 2.00 Housing/Zoning Legal Investigator 27 1.00 1.00 1.00 Special Projects Asst 21 1.00 1.00 1.00 Permit Processor I-II 14-16 4.00 4.00 4.00 Office Facilitator I-III, Sr Secretary 15-19 5.00 5.00 5.00 Building Services Total 59.00 63.00 64.00 Engineering City Engineer 39 0.00 0.00 0.00 Deputy City Engineer 36 0.00 0.00 0.00 Engineer II-VII 27-36 0.00 0.00 0.00 Architect City, Sr, Mgr., III 29-36 0.00 0.00 0.00 GIS Mgr., Coord, Analyst, Spec 24-33 0.00 0.00 0.00 Survey City, Prof Land 26-30 0.00 0.00 0.00 Financial Analyst III 29 0.00 0.00 0.00 Engineering Const Program Project Manager 29 0.00 0.00 0.00 Engineering Technician IV-VI 23-27 0.00 0.00 0.00 Engineering Support Services Manager 25 0.00 0.00 0.00 Civic Engagement Program Spec 24 0.00 0.00 0.00 Office Facilitator I-II 18-19 0.00 0.00 0.00 Eng Info and Records Spec 20 0.00 0.00 0.00 Engineering Total 0.00 0.00 0.00 Housing Stability Director, Housing Stability 35 1.00 1.00 1.00 Deputy Director Housing Stability 33 1.00 1.00 1.00 Policy and Program Manager, Spec Grant Admin 26-32 4.00 5.00 8.00 Combined Grant Admin Housing Program Manager 29 0.00 0.00 0.00 Homeless Coordinator/Manager 26-29 2.00 3.00 3.00 Accountant III 27 1.00 1.00 1.00 Principal Planner 27 1.00 0.00 0.00 Consumer Protection Analyst 26 0.00 0.00 1.00 Transferred from Mayor's Office Community Dev Grant Admin 26 3.00 3.00 0.00 Combined Grant Admin Housing Rehab Spec, Officer I-II 22-25 5.00 4.00 5.00 Combined Housing positions Housing Loan Administrator 21 1.00 1.00 0.00 Combined Housing positions Office Facilitator I-II 18-19 1.00 2.00 2.00 Salt Lake City Staffing Document 287 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Housing & Neighborhood Dev Total 20.00 21.00 22.00 Planning Planning Director 37 1.00 1.00 1.00 Assistant Planning Director 35 1.00 1.00 1.00 Planning Manager 33 4.00 5.00 6.00 Changed from Planning Programs Supervisor Planning Programs Supervisor 31 1.00 1.00 0.00 Changed to Planning Manager Development Review Spvr, Sr, Planner I-III 25-30 7.00 6.00 6.00 Planner Senior, Principal, Assoc 24-28 24.00 24.00 25.00 Transferred NWQ Liasion from Building Services Graphic Design Specialist 23 1.00 1.00 1.00 Administrative Secretary 18 2.00 2.00 2.00 Graphic Design Tech 15 0.00 0.00 0.00 Planning Total 41.00 41.00 42.00 Transportation Director of Transportation Planning 35 1.00 1.00 1.00 Deputy Director of Transportation 36 1.00 1.00 1.00 Engineer II-VII 33-36 7.00 7.00 7.00 Transportation Program Manager 33 2.00 2.00 2.00 Transit Program Planner I-III 25.28 7.00 11.00 11.00 Traffic Control Center Super, Oper I-II 23-26 2.00 2.00 2.00 Traffic Control Center Super 26 0.00 0.00 0.00 Special Projects Analyst 24 0.00 0.00 0.00 Traffic Tech I-II 23 4.00 4.00 4.00 Traffic Control Center Oper I-II 23 0.00 0.00 0.00 Traffic Control Center I 21 0.00 0.00 0.00 Office Facilitator II, Tech 15-19 2.00 2.00 2.00 Office Technician I 12 0.00 0.00 0.00 Transportation Total 26.00 30.00 30.00 Youth & Family Division Youth & Family Div Director 35 1.00 1.00 1.00 Financial Analyst III 30 0.00 0.00 1.00 Transferred from CAN Admin, Changed to grade 30 Associate Director Youth City 29 2.00 3.00 3.00 Senior Community Programs Manager 24-26 1.00 1.00 17.00 4 New Positions/Combined with Community Programs Mgr Community Programs Manager 24 7.00 8.00 0.00 Combined with Community Program Mgr St Events Coordinator Sorenson 21 1.00 1.00 1.00 Special Projects Assistant 21 0.00 1.00 1.00 Office Facilitator II 20 1.00 1.00 1.00 Changed to grade 20 Salt Lake City Staffing Document 288 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Office Tech II 15 1.00 0.00 0.00 Program Assistant 14 4.00 4.00 0.00 Changed to Community Programs Manager Sr Youth City Coordinator 10 0.00 0.00 0.00 Youth & Family Total 18.00 20.00 25.00 COMMUNITY & NEIGHBORHOOD TOTAL 179.00 190.00 195.00 General Fund 176.00 190.00 195.00 1/4 Cent Sales Tax Transportation Fund 3.00 0.00 0.00 ECONOMIC DEVELOPMENT Economic Development Economic Development Director 41 1.00 1.00 1.00 Economic Development Deputy Director 37 1.00 1.00 1.00 Technology & Innovation Strategic Ind Advisor 34 1.00 1.00 1.00 Director of Business Development 33 1.00 1.00 1.00 Grade Changed from 32 to 33 Economic Development Manager 29 4.00 4.00 4.00 ED Project Coordinator 26 3.00 3.00 4.00 4 Grade Changed from 25 to 26, 1 Transferred from Arts Council, 1 Changed from Public Art Program Manager Executive Manager 26 0.00 1.00 1.00 Grade Changed from 24 to 26 Office Manager 21 1.00 1.00 1.00 Economic Development Total 12.00 13.00 14.00 Arts Council Arts Council Executive Director 32 1.00 1.00 1.00 Arts Council Assistant Director 29 1.00 1.00 1.00 Arts Council Program Manager 29 0.00 1.00 1.00 Public Art Program Manager 29 1.00 1.00 0.00 Transferred to Economic Development, Changed to ED Project Coordinator (26) Arts Council Program Coordinator 25 2.00 4.00 4.00 Office Facilitator I 20 1.00 1.00 1.00 Grade changed from 18 to 20 Arts Council Total 6.00 9.00 8.00 ECONOMIC DEVELOPMENT TOTAL 18.00 22.00 22.00 REDEVELOPMENT AGENCY Redevelopment Agency Director - Redevelopment Agency 39 1.00 1.00 1.00 Changed from Chief Operating Officer (41) Deputy Director - Redevelopment Agency 37 1.00 1.00 1.00 Changed from Deputy Chief Operating Officer (37) Salt Lake City Staffing Document 289 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Senior Project Manager 34 2.00 2.00 4.00 Grade changed from 33 to 34, 2 Positions changed from Project Manager (29) Financial Analyst IV 32 1.00 1.00 1.00 Changed from Financial Analyst III (29) Project Manager 29 7.00 7.00 4.00 Grade changed from 29 to 32, 2 Changed to Senior Project Manager, 1 Changed to Project Coordinator (27) RDA Communications and Outreach Manager 32 1.00 1.00 1.00 Changed to RDA Communications and Outreach Manager (32) Communications Coordinator 27 0.00 0.00 1.00 Grade Changed from 27 to 25, Changed from Speical Projects Assitant (21) Redevelopment Agency Property Manager 29 1.00 1.00 1.00 Changed from Property Administrator (26) Project Coordinator 27 1.00 2.00 4.00 Grade Changed from 24 to 27, 1 Position changed from Project Manager (29). Added two positions. Office Manager 21 1.00 1.00 1.00 Accountant II 21 0.00 0.00 0.00 Special Projects Assistant 21 1.00 1.00 1.00 Chaged to Communications Coordinator (25). Promoted part-time intern to fill position Office Facilitator II Non-Union 20 2.00 1.00 1.00 Grade changed from 19 to 20 Office Facilitator I 18 0.00 0.00 0.00 Redevelopment Agency Total 19.00 19.00 21.00 Gallivan Plaza Plaza & Comm Events Div Director 32 1.00 1.00 1.00 Operations Manager 31 1.00 1.00 1.00 Facilities Maintenance Supervisor 25 0.00 0.00 0.00 Gallivan Event Adv/Mktg Manager 25 2.00 2.00 2.00 Plaza Marketing/Activities Supr 23 1.00 1.00 1.00 Office Facilitator II Non-Union 20 1.00 1.00 1.00 Grade changed from 19 to 20 General Maintenance Worker II 16-21 5.00 5.00 5.00 2 GMW I, 1 GMW II, 2 GMW III Office Technician I 15 1.00 1.00 1.00 Grade changed from 12 to 15 Custodian II 11 1.00 1.00 1.00 Redevelopment Agency Total 13.00 13.00 13.00 REDEVELOPMENT AGENCY TOTAL 32.00 32.00 34.00 FINANCE DEPARTMENT Finance Office of the Director Chief Financial Officer 41 1.00 1.00 1.00 Deputy Director 39 1.00 1.00 2.00 Controller 39 1.00 1.00 0.00 Transferred to Finance Accounting Reporting Business Sys Analyst Team Lead 33 1.00 1.00 1.00 Business Sys Analyst II 30 1.00 1.00 2.00 1 Changed from Business Analyst (29) Financial Analyst II 25 0.00 0.00 1.00 New position Salt Lake City Staffing Document 290 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Payroll & Accounting Manager 30 1.00 1.00 0.00 Transferred to Finance Accounting Reporting Business Analyst 29 1.00 1.00 0.00 Changed to Business System Analyst II (30) Grant Manager 29 0.00 1.00 0.00 Transferred to Finance Grants Administration City Payroll Administrator 26 2.00 2.00 0.00 Transferred to Finance Accounting Reporting Grants Acq/Project Coordinator 25 2.00 2.00 0.00 Transferred to Finance Grants Administration Sr Payroll Specialist 23 1.00 1.00 0.00 Transferred to Finance Accounting Reporting Payroll Kronos Specialist 22 1.00 1.00 0.00 Transferred to Finance Accounting Reporting Office Facilitator II 19 1.00 1.00 1.00 City A/P Coordinator 20 2.00 2.00 0.00 1 Changed to Accounts Payable Clerk (18), 2 Transferred to Finance Accounting Reporting Finance Office of the Director Total 16.00 17.00 8.00 Finance Accounting Reporting Accounting Controller 39 0.00 0.00 1.00 Transferred from Finance Office of the Director Deputy Controller 35 1.00 1.00 1.00 Financial Manager 33 0.00 0.00 1.00 Changed from Financial Analyst IV (RDA) (32) Financial Analyst IV 32 2.00 2.00 1.00 1 Changed to Financial Analyst III (30) Financial Analyst IV (RDA)32 1.00 1.00 0.00 Changed to Financial Manager (33) Financial Analyst III 30 0.00 0.00 1.00 Changed from Financial Analyst IV (33) Financial Analyst II 25 0.00 0.00 1.00 Changed from Staffing/Position Control Specialist (22) Staffing/Position Control Specialist 22 1.00 1.00 0.00 Changed to Financial Analyst II (25) Property Control Agent 22 1.00 1.00 0.00 Transferred to Finance Policy, Budget and Capital Planning City A/P Coordinator 20 0.00 0.00 1.00 1 Changed to Accounts Payable Clerk (18), Transferred from Finance Office of the Director Accounts Payable Clerk 18 0.00 0.00 1.00 1 Changed from City A/P Coordinator (20), Transferred from Finance Office of the Director Payroll Payroll & Accounting Manager 30 0.00 0.00 1.00 Transferred from Finance Office of the Director City Payroll Administrator 26 0.00 0.00 2.00 2 Transferred to Finance Accounting Reporting Sr Payroll Specialist 23 0.00 0.00 1.00 Transferred to Finance Accounting Reporting Payroll Kronos Specialist 22 0.00 0.00 1.00 Transferred to Finance Accounting Reporting Finance Accounting Reporting Total 6.00 6.00 13.00 Finance Internal Audit Director Int Audit & Fin Analysis 36 1.00 1.00 1.00 Sr Financial Analyst Auditor 32 4.00 4.00 3.00 1 Transferred to Finance Revenue, 1 Changed to Financial Analyst IV (32) Salt Lake City Staffing Document 291 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Financial Analyst I 21 1.00 1.00 0.00 Transferred to Finance Revenue, Changed to Financial Analyst II (25) Internal Audit & Financial Analysis Total 6.00 6.00 4.00 Finance Revenue Collections Director Revenue & Collections 36 1.00 1.00 0.00 Changed to Deputy Finance Director of Revenue Operations (35) Director of Revenue Operations 35 0.00 0.00 1.00 Changed from Collections Manager (30) Collections Manager 30 1.00 1.00 0.00 Changed to Director of Revenue Operations (35) Lead Collections Officer 22 1.00 1.00 1.00 Collections Officer 20 4.00 4.00 3.00 1 Transferred to Policy & Budget, Changed to Capital Planning Asset Mgr (35) Lead Hearing Officer Referee Coord.19 0.00 0.00 1.00 Transferred from Finance Grants Administration Hearing Officer Referee Coord II 18 0.00 0.00 2.00 2 Transferred from Finance Grants Administration Licensing City Licensing Manager 29 1.00 1.00 1.00 Business License Liaison 25 0.00 0.00 1.00 Changed from Business License Officer (17) Landlord/Tenant License Supervisor 24 1.00 1.00 1.00 Business License Officer 17 3.00 3.00 3.00 1 Changed to Business License Liaison (25) Good Landlord Manager 16 0.00 1.00 0.00 1 Changed to Business License Officer Business License Processor II 16 3.00 3.00 4.00 Changed from Business License Processor I (14) Business License Processor I 14 1.00 1.00 0.00 Changed to Business License Processor II (16) Analytics Financial Analytics Manager 33 0.00 0.00 1.00 Changed from Financial Analyst IV (32) Financial Analyst IV 32 1.00 2.00 2.00 1 Transferred from Finance Internal Audit, 1 Transferred to Finance Policy & Budget, 1 Changed to Financial Analytics Manager (33), 1 Changed from Financial Analyst III (29) Financial Analyst III 29 1.00 1.00 0.00 Changed to Financial Analyst IV (32) Financial Analyst II 25 0.00 0.00 2.00 1 Transferred from Finance Internal Audit, 2 Changed from Financial Analyst I (21) Financial Analyst I 21 1.00 1.00 0.00 Finance Revenue Total 19.00 21.00 23.00 Finance Grants Administration Grant Manager 31 0.00 0.00 1.00 Grade changed from 29 to 31, Transferred from Finance Office of the Director Grants Acq/Project Coordinator 25 0.00 0.00 2.00 2 Grade changed from 25 to 29, 2 Transferred to Finance Grants Administration Lead Hearing Officer Referee Coord.19 1.00 1.00 0.00 Transferred to Finance Revenue Hearing Officer Referee Coord II 18 2.00 2.00 0.00 2 Transferred to Finance Revenue Salt Lake City Staffing Document 292 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Finance Grants Administration Total 3.00 3.00 3.00 Finance Purchasing Chief Procurement Officer 37 1.00 1.00 1.00 Deputy Chief Procurement Officer 33 0.00 1.00 1.00 City Contracts Administrator 29 1.00 1.00 1.00 Procurement Manager 29 0.00 0.00 1.00 Changed from Sr Purchasing Consultant (27) Sr Purchasing Consultant 27 1.00 1.00 0.00 Changed to Procurement Manager (29) Procurement Specialist II 25 0.00 0.00 1.00 1 Changed from Procurement Specialist I (24) Procurement Specialist I 24 2.00 2.00 1.00 1 Changed to Procurement Specialist II (25) Contract Development Specialist 23 3.00 3.00 5.00 2 New Positions (FY2023 BA#4) Office Facilitator II 19 1.00 1.00 1.00 Contracts Process Coordinator 17 1.00 1.00 1.00 Finance Purchasing Total 10.00 11.00 13.00 Finance Treasurer City Treasurer 39 1.00 1.00 1.00 Deputy Treasurer 33 1.00 1.00 1.00 Cash & Investment Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 2.00 2.00 2.00 Cashier Administrator 24 1.00 1.00 1.00 Financial Analyst I 22 1.00 1.00 1.00 Grade Changed from 21 to 22 City Payment Processor 15 2.00 2.00 2.00 Finance Treasurer's Office Total 9.00 9.00 9.00 Finance Policy, Budget and Capital Planning Policy & Budget City Budget Director 36 1.00 1.00 1.00 Senior Budget & Policy Analyst 32 1.00 1.00 2.00 Changed from Policy & Budget Analyst (29) Financial Analyst IV 32 0.00 1.00 1.00 Policy & Budget Analyst 29 1.00 1.00 0.00 Changed to Senior Budget & Policy Analyst (32) Capital Asset Planning Capital Asset Planning Manager 35 0.00 0.00 1.00 Transferred from Finance Revenue, Changed from Collections Officer (20) Financial Analyst IV 32 0.00 0.00 1.00 Transferred from Finance Revenue CIP Impact Fee Manager 30 0.00 0.00 1.00 Transferred from CAN Office of the Director Capital Improvement Program Specialist 26 0.00 0.00 1.00 Transferred from CAN Office of the Director Property Control Agent 22 0.00 0.00 1.00 Transferred from Finance Accounting Reporting Salt Lake City Staffing Document 293 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Finance Budget & Policy Total 3.00 4.00 9.00 FINANCE 72.00 77.00 82.00 General Fund 71.70 76.70 81.70 Risk Fund 0.30 0.30 0.30 FIRE DEPARTMENT Office of the Fire Chief Fire Chief 41 1.00 1.00 1.00 Deputy Chief 37 1.00 1.00 1.00 Assistant Fire Chief 35 2.00 2.00 2.00 Executive Assistant 24 1.00 1.00 1.00 Changed from Administrative Secretary II (21) Financial Manager I-III 33-35 1.00 1.00 1.00 Changed from Financial & Admin Svs Manager (32) Accountant I-IV 18-27 3.00 3.00 3.00 Office of the Fire Chief Total 9.00 9.00 9.00 Operations Battalion Chief 33 6.00 6.00 6.00 Captain 30 65.00 65.00 66.00 1 New Position Fire Fighter 22-27 222.00 228.00 232.00 4 New Positions Fire Fighter Unfunded 22-27 10.00 10.00 10.00 Operations Total 303.00 309.00 314.00 Fire Administrative Services Battalion Chief 33 7.00 7.00 7.00 Captain 30 14.00 14.00 15.00 1 New Position Enterprise Tech Solutions Manager 35 1.00 1.00 1.00 Changed from Director Emergency Communications (29) Social Work Manager 29 0.00 1.00 1.00 Emergency Management Public Information Officer/JIC Coordinator 25 1.00 1.00 1.00 Changed from Emergency Mgt Multi-Language Media Coordinator (25) Community Health Care Paramedic 24 2.00 2.00 2.00 Public Education Specialist 24 1.00 1.00 1.00 Business Systems Analyst I-II 24 1.00 1.00 1.00 Changed from Public Safety Technology Systems Coordinator (24) Emergency Mgt Training Program Specialist 25 1.00 1.00 1.00 Grade changed from 24 to 25 Community Preparedness Coordinator 23 1.00 1.00 1.00 Fire Fighter 22-27 21.00 29.00 29.00 Social Worker 21-26 0.00 2.00 6.00 4 New Positions Recruiting/Outreach Specialist 24 1.00 1.00 1.00 Grade changed from 20 to 24 Senior Communication Tech 24 1.00 1.00 1.00 Grade changed from 20 to 24 Salt Lake City Staffing Document 294 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Fire Logistics Coordinator 19 2.00 2.00 2.00 Office Facilitator II 19 3.00 4.00 4.00 Emergency Mgt Critical Infrastructure Liaison 23 1.00 1.00 1.00 Grade changed from 18 to 23 Fire Prevention Specialist 17 3.00 3.00 3.00 Office Technician I 12 1.00 1.00 1.00 Fire Administrative Services Total 62.00 74.00 79.00 FIRE DEPARTMENT TOTAL 374.00 392.00 402.00 HUMAN RESOURCES DEPARTMENT Human Resource Administrative Support Chief Human Resource Officer 41 0.80 0.80 0.80 Deputy Chief Human Resource Officer 37 0.85 1.00 1.00 Civilian Review Board Investigator 35 1.00 1.00 1.00 Human Resource Program Mgr II 34 1.00 1.00 1.00 Recruiting & Onboarding Mgr 32 1.00 1.00 1.00 HRIS Business Analyst 30 0.80 0.80 0.80 Human Resources Supervisor - Recruitment 30 1.00 1.00 1.00 HRIS Business Analyst 30 1.00 1.00 1.00 Compensation and Classification Analyst 29 1.00 1.00 1.00 Human Resources Leave Specialist 29 0.80 0.80 0.80 Senior HR Recruiter 29 1.00 1.00 1.00 Employee Marketing & Communications 25 0.00 0.00 0.00 HR Office Administrator 25 1.00 1.00 1.00 Senior Benefits Analyst 27 1.00 1.00 1.00 Benefits Analyst 25 0.00 0.00 0.00 HR Business Partner I 25 0.00 0.00 1.00 New Position HR Recruiter 25 1.00 3.00 3.00 Project and Policy Manager 24 0.00 0.00 1.00 New Position HR Admin & Onboarding Specialist 21 0.00 0.00 0.00 Associate HR Recruiter 21 1.00 1.00 1.00 Senior HR Technician 19 3.00 4.00 4.00 Administrative Support Total 17.25 20.40 22.40 Departmental Consultants Human Resource Program Mgr II 34 0.00 0.00 0.00 Employee Relations/EEO Manager 34 1.00 1.00 1.00 Employee Relations Manager 33 0.00 1.00 1.00 Human Resource Business Partner II 29 5.80 7.00 7.00 Salt Lake City Staffing Document 295 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Departmental Consultants Total 6.80 9.00 9.00 Training Education Program Manager 32 1.00 1.00 1.00 Learning and Development Specialist 27 1.00 1.00 1.00 Training & Development Coordinator 24 0.00 0.00 0.00 Human Resource Management Total 2.00 2.00 2.00 Benefits Chief Human Resource Officer 41 0.20 0.20 0.20 Human Resource Deputy Director 37 0.15 0.00 0.00 Human Resource Program Mgr II 34 1.00 1.00 1.00 HRIS Business Analyst 30 0.20 0.20 0.20 Human Resources Supervisor - Benefits 30 1.00 2.00 2.00 Human Resource Leave Specialist 30 0.20 1.20 1.20 Human Resource Business Partner II 29 0.20 0.00 0.00 Employee Marketing & Communications 25 0.00 0.00 0.00 Senior Benefits Analyst 27 1.00 0.00 0.00 Benefits Analyst 25 1.00 0.00 0.00 Benefits Total 4.95 4.60 4.60 Human Resources Total 31.00 36.00 38.00 General Fund 26.05 31.40 33.40 Risk Fund 4.95 4.60 4.60 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Department Leadership and Administration Chief Information Officer 41 1.00 1.00 1.00 Senior Innovations Consultant 32 0.00 0.00 1.00 1 New Position IMS Deputy Director 39 0.00 1.00 2.00 Title changed from Deputy CIO, 1 moved from Innovations Department Leadership and Administration Totals 1.00 2.00 4.00 Financial Services Financial Manager I 33 1.00 1.00 1.00 Financial Analyst II-III 24-29 2.00 2.00 2.00 Office Facilitator I-III 18-22 0.00 0.00 1.00 New Position Asset Management Administrator 26 0.00 0.00 0.00 Inventory Control Specialist 24 0.00 0.00 0.00 Salt Lake City Staffing Document 296 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Purchasing and Administration Totals 3.00 3.00 4.00 Infrastructure Technology Services (ITS) Chief Information Security Officer 38 1.00 1.00 1.00 Enterprise Tech Solutions Manager 35 0.00 1.00 1.00 Cybersecurity Engineer I-III 30 0.00 0.00 1.00 1 New Position Network Engineering Team Manager 34 2.00 2.00 2.00 IT Systems Manager 33 0.00 1.00 1.00 Network Systems Engineer I-III 27-33 12.00 14.00 14.00 INF Technology Support Manager 32 1.00 1.00 1.00 Network Support Administrator I - III 23-27 12.00 12.00 13.00 1 New Position Infrastructure Technology Services Totals 28.00 32.00 34.00 Geographical Information Systems Chief Data Officer 38 1.00 1.00 1.00 GIS Programmer Analyst 30 2.00 2.00 2.00 Geo Info Systems (GIS) Coord 30 1.00 1.00 1.00 Data/Info Specialist 30 0.00 0.00 1.00 1 New Position Geographical Information Systems Totals 4.00 4.00 5.00 Software Services Chief Technology Officer 38 1.00 1.00 1.00 Communications Director 38 0.00 0.00 1.00 1 New Position Software Engineer Team Manager 37 1.00 1.00 1.00 Software Engineer Team Lead 36 1.00 1.00 1.00 Software Engineering Data Admin 36 3.00 3.00 3.00 Sr Software Engineer 35 1.00 1.00 1.00 Software Lead 34 2.00 2.00 2.00 Geo Info Systems (GIS) Coord 30 0.00 0.00 0.00 Software Engineer I-III 27-33 5.00 5.00 5.00 Software Support Admin I-III 28-32 15.00 16.00 16.00 Tech Solution Manager 34 1.00 1.00 1.00 Software Support Totals 30.00 31.00 32.00 Media and Engagement Services Video Production Manager 3 1.00 1.00 1.00 Multimedia Production Spec I-III 23-31 4.00 4.00 4.00 Socal Media Specialist 23 0.00 0.00 1.00 1 New Position Communications Specialist 34 0.00 0.00 1.00 1 New Position Civic Engagement Program Specialist 24 5.00 5.00 5.00 Salt Lake City Staffing Document 297 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Multimedia Production Services Totals 10.00 10.00 12.00 Enterprise Project Management Technology Solution Team Lead 36 1.00 1.00 1.00 INF Tech Project Manager 35 1.00 1.00 0.00 Software Lead 34 2.00 2.00 2.00 Solution Management Totals 4.00 4.00 3.00 Innovations Team Chief Innovations Officer 36 1.00 1.00 0.00 Moved to Deputy Director INF Tech Project Manager 35 0.00 0.00 1.00 Moved from EPM Innovations Team Lead 33 1.00 1.00 1.00 Senior Innovations Consultant 30 2.00 2.00 2.00 Civic Engagement Specialist 24 0.00 2.00 2.00 Solution Management Totals 4.00 6.00 6.00 INFORMATION MGMT SVCS TOTALS (IMS FUND)84.00 92.00 100.00 JUSTICE COURT Justice Court Justice Court Judge 37 5.00 5.00 5.00 Title change City Courts Director 33 1.00 1.00 1.00 Financial Manager I 33 1.00 1.00 1.00 Changed from Financial Analyst IV (32) Justice Court Manager 28 2.00 2.00 2.00 Grade changed from 26 to 28 Justice Court Supervisor 26 2.00 2.00 2.00 Grade changed from 24 to 26 Accountant II 21 1.00 1.00 1.00 Business Systems Analyst I 19 1.00 1.00 1.00 Changed from Justice Court Case Manager (19) Office Facilitator II 19 1.00 1.00 1.00 Justice Court Lead Judicial Assistant 19 1.00 1.00 1.00 City Payment Processor 15 2.00 2.00 2.00 Justice Court Judicial Assistant III 17 0.00 0.00 0.00 Justice Court Judicial Assistant II 16 0.00 0.00 0.00 Justice Court Judicial Assistant I 15 0.00 0.00 0.00 Justice Court Judicial Assistant I-II-III 15-17 25.00 25.00 25.00 Justice Court Total 42.00 42.00 42.00 POLICE DEPARTMENT Office of the Police Chief Chief of Police 41 1.00 1.00 1.00 Assistant Chief 39 0.00 0.00 0.00 Communications Administrative Director 37 1.00 1.00 1.00 Salt Lake City Staffing Document 298 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Internal Affairs Administrative Director 37 1.00 1.00 1.00 Mental Health Professional 37 1.00 1.00 1.00 Data Science and Research Administrator 34 0.00 1.00 0.00 Moved to Field Ops II Lieutenant--Police 32 2.00 2.00 2.00 Financial & Admin Services Manager 32 1.00 1.00 1.00 Sergeant Police 29 4.00 4.00 5.00 1 New Sergeant Police Public Relations Director 29 0.00 0.00 0.00 Grant Acquis & Proj Fin Analyst 27 1.00 1.00 1.00 Community Programs Manager 24 1.00 0.00 0.00 Administrative Assistant Appointed 24 0.00 0.00 0.00 Executive Assistant 24 1.00 1.00 1.00 Graphic Design Specialist 23 1.00 1.00 1.00 Accountant I-III 21-27 4.00 4.00 4.00 Police Services Coordinator 20 1.00 1.00 1.00 Police Officer 19-25 7.00 7.00 8.00 1 Moved from Field Ops Administrative Secretary I-II 18-21 1.00 1.00 1.00 Office Facilitator I-II 18-19 1.00 1.00 1.00 Office Tech I-II 12-15 1.00 1.00 1.00 Office of the Police Chief Total 30.00 30.00 31.00 Administrative Bureau Deputy Chief--Police 37 1.00 1.00 1.00 Captain--Police 34 2.00 2.00 2.00 Lieutenant--Police 32 2.00 2.00 2.00 Emergency Mgt Program Director 31 0.00 0.00 0.00 Sergeant--Police 29 5.00 5.00 5.00 Crime Lab/Evidence Room Director 2930 1.00 1.00 1.00 Forensic Scientist Lab Supervisor 27 1.00 1.00 1.00 Quality Assurance Manager 27 1.00 1.00 1.00 Crime Stats & Analysis Director 27 0.00 0.00 0.00 Records Director 26 1.00 1.00 1.00 Victim Advocate Program Coordinator 25 0.00 0.00 0.00 Outreach Program Administrator 25 0.00 0.00 0.00 Public Safety Tech Systems Coordinator 24 1.00 1.00 1.00 Crime Lab Supervisor 24 1.00 1.00 1.00 Emergency Management City Wide Training & Exercise Coord 24 0.00 0.00 0.00 Forensic Scientist I-II 23-26 6.00 6.00 7.00 1 Changed from Crime Lab Tech (19) Sr Communications Tech 2324 1.00 1.00 1.00 Sr Police Intel Specialist 23 0.00 0.00 0.00 Evidence Supervisor 23 1.00 1.00 1.00 Salt Lake City Staffing Document 299 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Community Preparedness Coord.23 0.00 0.00 0.00 Grama Coordinator 23 0.00 1.00 1.00 Information Systems Supervisor 22 5.00 5.00 6.00 1 Chaged from Information Specialist (13) Victim Advocate 22 0.00 0.00 0.00 Police Intelligence Specialist 21 0.00 0.00 0.00 Grama Coordinator/Paralegal 21 1.00 1.00 1.00 Police Officer I-III 19-25 15.00 26.00 26.00 Authorization - Early Hire Police Officer 19-25 20.00 20.00 20.00 Office Facilitator 18-19 0.00 0.00 0.00 Fleet Mgt Services Supervisor Coordinator 18 1.00 1.00 1.00 Emergency Management Asst Crit Infrastructure Liaison 18 0.00 0.00 0.00 Crime Lab Technician I-II 16-19 14.00 14.00 12.00 1 Changed to Forensic Scientist (23) and 1 reclass Evidence Technician I-II 16 6.00 6.00 6.00 Sr Police Information Specialist 15 12.00 12.00 11.00 1 Changed to Information Systems Supervisor (22) Technical Support Specialist 15 5.00 5.00 5.00 Gang Outreach Coordinator 15 0.00 0.00 0.00 Police Information Specialist 13 16.00 16.00 15.00 1 changed to Captain (34) Office Tech I-II 12-15 0.00 0.00 0.00 Administrative 119.00 131.00 129.00 Field Operations I Bureau Deputy Chief--Police 37 1.00 1.00 1.00 Captain Police 34 2.00 2.00 2.00 Lieutenant--Police 32 8.00 9.00 9.00 Social Work Director 30 0.00 0.00 0.00 Sergeant--Police 29 21.00 21.00 21.00 Community Programs Manager 24 0.00 0.00 0.00 LCSW/Mental Health Counselor 24 0.00 0.00 0.00 Police Officer 19-25 164.00 164.00 170.00 Add 6 Officers at Airport Authorization - Early Hire Police Officer 19-25 0.00 0.00 0.00 Social Work Case Worker 19 0.00 0.00 0.00 Office Facilitator I-II 18-19 1.00 1.00 2.00 Changed from Administrative Secretary I (18) Administrative Secretary I 18 1.00 1.00 0.00 Changed to Office Facilitator (18) Civilian Response Specialist 19 0.00 12.00 16.00 Add 4 new Positions Office Tech I-II 12-15 1.00 1.00 1.00 Field Operations I Bureau 199.00 212.00 222.00 Field Operations II Bureau Deputy Chief--Police 37 0.00 0.00 1.00 1 Changed from Police Officer (25) Salt Lake City Staffing Document 300 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Captain Police 34 2.00 2.00 2.00 Lieutenant--Police 32 8.00 8.00 8.00 Sergeant--Police 29 22.00 22.00 22.00 Police Officer 19-25 166.00 166.00 165.00 1 Changed to Deputy Chief (37) Sr Police Intel Specialist 23 0.00 0.00 3.00 3 Moved From Investigations Police Intelligence Specialist 21 0.00 0.00 3.00 3 Moved From Investigations Crime Stats & Analysis Director 27 0.00 0.00 0.00 1 Moved From Investigations - Changed to Supervisor Crime Stats & Analysis Supervisor 25 0.00 0.00 1.00 1 Moved from Director Data Science and Research Administrator 34 0.00 0.00 1.00 Office Facilitator I-II 18-19 1.00 1.00 1.00 Office Tech I-II 12-15 1.00 1.00 1.00 Field Operations II Bureau 200.00 200.00 208.00 Investigative Bureau Deputy Chief--Police 37 1.00 1.00 1.00 Captain Police 34 1.00 1.00 2.00 1 Changed from Sr. Information Specialist (15) Lieutenant--Police 32 4.00 4.00 4.00 Social Work Director 30 1.00 1.00 1.00 Sergeant--Police 29 18.00 19.00 19.00 Victim Advocate Director 29 0.00 1.00 1.00 Social Work Manager 26 1.00 3.00 3.00 Victim Advocate Program Coordinator 25 1.00 2.00 2.00 LCSW/Mental Health Counselor 24 9.00 6.00 6.00 Community Programs Manager 24 1.00 1.00 1.00 Crime Stats & Analysis Director 27 1.00 1.00 0.00 Moved to Field Ops II Sr Police Intel Specialist 23 3.00 3.00 0.00 Moved to Field Ops II Victim Advocate 22 2.00 3.00 3.00 Police Intelligence Specialist 21 3.00 3.00 0.00 Moved to Field Ops II Police Officer 19-25 112.00 112.00 112.00 Social Work Case Worker 19 11.00 9.00 9.00 Office Facilitator I-II 18-19 2.00 2.00 3.00 1 Changed from Office Tech (15) Youth Specialists 15 0.00 4.00 4.00 Office Tech I-II 12-15 1.00 1.00 0.00 1 Changed to Office Facilitator (18) Investigative Bureau 172.00 177.00 171.00 POLICE DEPARTMENT TOTAL 720.00 750.00 761.00 PUBLIC LANDS DEPARTMENT Public Lands Administration Parks & Public Lands Director 41 1.00 1.00 1.00 Salt Lake City Staffing Document 301 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Public Lands Deputy Director 38 1.00 1.00 1.00 Finance Manager II 34 1.00 1.00 1.00 Financial Analyst IV 32 0.35 0.35 0.35 Financial Analyst III 30 0.00 0.00 1.00 Changed from Parks Usage Coordinator to Financial Analyst III (30) Transferred from Parks Division Business Systems Analyst II 30 1.00 1.00 1.00 Comm/Events & Marketing Mgr 29 1.00 1.00 1.00 PPL Project Manager 28 1.00 0.00 0.00 PPL Landscape Planner 28 2.00 0.00 0.00 PPL Asset Manager 27 1.00 1.00 1.00 Community & Building Partnership Coordinator 25 1.00 1.00 1.00 Public Lands Event Manager 25 1.00 1.00 1.00 Special Events Permit Manager 25 1.00 1.00 1.00 Civic Engagement Program Specialist 24 0.00 1.00 1.00 Office Facilitator 21 1.00 1.00 1.00 Executive Manager 19 1.00 1.00 1.00 Changed from Office Facilitator II (19) Special Projects Asst 21 0.00 0.00 1.00 New Position Special Event Permit Coordinator 18 1.00 1.00 1.00 Warehouse Specialist 18 1.00 1.00 1.00 Senior Warehouse Operator 15 0.00 0.00 0.50 New Position Office Tech II 15 1.00 1.00 1.00 Public Lands Administration Total 17.35 15.35 17.85 Parks Division Parks Division Director 35 1.00 1.00 1.00 Operations Manager 31 2.00 2.00 1.85 15% of FTE transferred to TNL division City Sexton 30 1.00 1.00 1.00 Regional Athletic Complex Manager 29 1.00 1.00 1.00 Operations Supervisor 27 1.00 0.00 0.00 District Supervisor 25 8.00 9.00 9.00 Maintenance Supervisor 25 1.00 1.00 1.00 Maintenance Electrician IV 22 1.00 1.00 2.00 New Position Metal Fabrication Tech 22 1.00 1.00 1.00 Events Coordinator 21 1.00 1.00 1.00 Plumber II 21 3.00 1.00 1.00 General Maintenance Worker III 21 4.00 0.00 0.00 Parks Usage Coordinator 21 0.00 1.00 0.00 Changed to Financial Analyst III (30) Transferred to Admin Division Central Control Irrigation Specialist 20 2.00 2.00 3.00 New Position Sprinkler Irrigation Tech III 20 1.00 0.00 0.00 Senior Florist 18 1.00 1.00 1.00 Salt Lake City Staffing Document 302 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Sprinkler Irrigation Tech II 18 3.00 0.00 0.00 Cemetery Equipment Operators 17 4.00 4.00 4.00 Graffiti Response Field Tech 16 6.00 6.00 6.00 Parks Maintenance Tech I-II-III 13-19 20.00 22.00 33.00 Changed to Parks Maintenance Tech (I - III) (19), 1 New Position General Maintenance Worker I-III 16-20 1.00 5.00 6.00 New Position Sprinkler Irrigation Tech I-III 16-20 2.00 8.00 9.00 New Position Office Tech II 15 3.00 3.00 3.00 Parks Groundskeeper 12 10.00 10.00 0.00 Changed to Parks Maintenance Tech (I - III) (19) Parks Total 78.00 81.00 84.85 Planning & Ecological Services Division, formerly Trails and Natural Lands Division Deputy Director Public Lands 38 1.00 1.00 1.00 Operations Manager 31 0.00 1.00 1.15 Changed from Park Ranger Manager (29), 15% of FTE transferred from Parks division Planning Manager 33 0.00 1.00 1.00 Changed from Park PPL Projet Manager (28) PPL Landscape Planner 28 0.00 2.00 4.00 Changed from PPL Landscape Planner to Public Lands Planner. (2) New FTE's from FY23 BA#4 (bond funded) Recreation Trails Project Manager 28 1.00 1.00 1.00 Changed from Strategy & Special Projects Manager to Recreation Trails Project Manager Park Ranger Supervisor 27 0.00 1.00 1.00 Environmental Specialist 26 0.00 0.00 1.00 New Position Natural Lands Supervisor 25 1.00 1.00 1.00 Stewardship and Education Coordinator 22 1.00 0.00 0.00 Park Ranger Leads 21 0.00 4.00 4.00 Park Ranger 19 0.00 14.00 14.00 Special Projects Assistant 21 0.00 1.00 1.00 Changed from Office Facilitator II (19) Sr Natural Resource Technician 16 2.00 2.00 7.00 5 New Positions Senior Parks Groundskeeper 16 1.00 0.00 0.00 Trails and Natural Lands Total 7.00 29.00 37.15 Urban Forestry Division Urban Forestry Division Director 35 1.00 1.00 1.00 Grade changed from 32 to 35 FY23 BA#4 Urban Forestry Operations Manager 28 3.00 4.00 1.00 Changed from Arborist III (21) Urban Forestry Services Supervisor 25 1.00 1.00 1.00 Changed from Forestry Crew Supervisor (24) Urban Forestry Field Supervisor 24 0.00 0.00 2.00 Changed from Forestry Crew Supervisor (25) Forest Area Service Coordinator 22 3.00 4.00 3.00 Arborist Crew Foreman 21 2.00 1.00 4.00 Changed from Arborist III Arborist II 19 4.00 5.00 4.00 Changed 1 to Arborist Urban Forestry Services Supervisor Salt Lake City Staffing Document 303 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Arborist I 18 1.00 1.00 1.00 Office Tech 15 0.00 1.00 1.00 Urban Forestry Total 15.00 18.00 18.00 Golf Division Golf Program - Golf Fund Golf Division Director 35 1.00 1.00 1.00 Associate Director 33 1.00 1.00 1.00 Financial Analyst IV 32 0.65 0.65 0.65 Golf Professional III 30 1.00 1.00 1.00 Golf Course Super 27 to 36 holes 29 1.00 1.00 1.00 Golf Course Super 18 holes 27 3.00 3.00 3.00 Golf Professional II 28 2.00 2.00 2.00 Grade Changed from 26 to 28 Golf Superintendent 9 Hole 25 2.00 2.00 2.00 Golf Professional I 23 3.00 3.00 3.00 Player Development and Programs Mgr 21 1.00 1.00 1.00 Special Projects Assistant 21 0.00 1.00 1.00 Assistant Golf Club Professional 20 4.00 4.00 4.00 Assistant Golf Course Super 20 12.00 12.00 12.00 Senior Warehouse Operator 15 0.00 0.00 0.50 New Position Office Facilitator II 19 1.00 0.00 0.00 Office Tech II 15 1.00 1.00 1.00 Golf Subtotal for Golf Fund 33.65 33.65 34.15 Golf Division Total 33.65 33.65 34.15 PUBLIC LANDS DEPARTMENT TOTAL 151.00 177.00 192.00 General Fund 117.35 143.35 157.85 Golf Fund 33.65 33.65 34.15 DEPARTMENT OF PUBLIC SERVICES Administrative Services Public Services Department Director 41 1.00 1.00 1.00 Admin Services Deputy Director 38 0.00 0.00 0.00 Deputy Director, Public Services 38 1.00 2.00 2.00 Safety and Security Director 37 0.00 0.00 1.00 New position Enterprise Tech Solutions Manager 35 0.00 1.00 1.00 Financial Manager 35 1.00 1.00 1.00 Communications and Administration Manager 33 1.00 1.00 1.00 Business Systems Analyst Team Lead 33 1.00 0.00 0.00 Salt Lake City Staffing Document 304 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 CARES Policy & Program Manager 32 1.00 1.00 1.00 Financial Analyst IV 32 0.00 0.00 0.00 Safety Program Manager 31 1.00 1.00 1.00 Business Systems Analyst II 30 1.00 1.00 1.00 Strategy & Special Project Manager 28 0.00 0.00 0.00 Safety Coordinator 26 0.00 1.00 1.00 Communications Coordinator 25 1.00 1.00 1.00 Executive Assistant 24 1.00 1.00 1.00 Financial Analyst II 24 1.00 0.00 0.00 Management Analyst 24 1.00 1.00 1.00 Financial Analyst I-IV 21-32 2.00 5.00 5.00 Public Outreach and Information Liaison 21 0.00 0.00 0.00 Office Facilitator II 19 1.00 0.00 0.00 Office of Director Total 15.00 18.00 19.00 Engineering City Engineer 39 1.00 1.00 1.00 Deputy City Engineer 36 1.00 1.00 1.00 Engineer VII 36 2.00 2.00 2.00 City Architect 36 1.00 1.00 1.00 Senior Project Manager 34 0.00 1.00 2.00 1 New position added via BA4 GO BOND Engineer VI 34 1.00 1.00 1.00 Engineer V 33 3.00 3.00 4.00 1 New Position Environmental Engineer GIS Manager 33 1.00 1.00 1.00 Senior Architect 33 2.00 1.00 1.00 Senior Landscape Architect 33 1.00 2.00 2.00 Engineer IV 31 6.00 6.00 6.00 GIS Systems Coordinator 30 1.00 1.00 1.00 Licensed Architect 30 1.00 1.00 1.00 City Surveyor 30 1.00 1.00 1.00 Engineer III 29 1.00 1.00 0.00 Landscape Architect III 29 3.00 3.00 3.00 Engineering Const Program Project Manager 29 3.00 3.00 3.00 Business Systems Analyst 28 0.00 1.00 1.00 Engineer II 27 1.00 1.00 1.00 Engineering Technician VI 27 3.00 3.00 3.00 Professional Land Surveyor 26 1.00 1.00 1.00 Engineering GIS/Asset Management Specialist 26 0.00 1.00 1.00 Engineering Procurement & Contracts Specialist 25 1.00 0.00 0.00 Salt Lake City Staffing Document 305 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 GIS Specialist 24 3.00 2.00 2.00 Civic Engagement Program Spec 24 1.00 1.00 1.00 Engineering Tech V 24 1.00 1.00 1.00 Engineering Tech IV Union 23 4.00 4.00 4.00 GIS Tech II 23 0.00 0.00 0.00 Eng. Info and Records Spec 20 2.00 2.00 2.00 Office Facilitator II 19 2.00 2.00 2.00 Engineering Total 48.00 49.00 50.00 Golf Division Golf Program - Golf Fund Golf Division Director 35 0.00 0.00 0.00 Associate Director 33 0.00 0.00 0.00 Golf Manager 32 0.00 0.00 0.00 Financial Analyst IV 32 0.00 0.00 0.00 Golf Professional 30 0.00 0.00 0.00 Golf Course Super 27 to 36 holes 29 0.00 0.00 0.00 9-hole Golf Professional 27 0.00 0.00 0.00 Golf Course Super 18 holes 27 0.00 0.00 0.00 Golf Superintendent 9 Hole 25 0.00 0.00 0.00 Assistant Golf Club Professional 20 0.00 0.00 0.00 Assistant Golf Course Super 20 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech II 15 0.00 0.00 0.00 Golf Subtotal for Golf Fund 0.00 0.00 0.00 Golf Division Total 0.00 0.00 0.00 Youth & Family Division Youth & Family Div Director 35 0.00 0.00 0.00 Associate Director Youth City 29 0.00 0.00 0.00 Senior Community Programs Manager 26 0.00 0.00 0.00 Community Programs Manager 24 0.00 0.00 0.00 Events Coordinator Sorenson 21 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech II 15 0.00 0.00 0.00 Program Assistant 14 0.00 0.00 0.00 Youth City Coordinator 10 0.00 0.00 0.00 Youth & Family Total 0.00 0.00 0.00 Compliance Division Salt Lake City Staffing Document 306 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Compliance Division Director 35 1.00 1.00 1.00 Compliance Div Field Supervisor 27 1.00 1.00 1.00 Compliance Swing-Shift Field Supervisor 25 1.00 1.00 1.00 Special Projects Assistant 21 1.00 1.00 1.00 Parking Pay Station Tech 21 1.00 1.00 1.00 Lead Compliance Enforcement Officer 20 3.00 3.00 3.00 Crossing Guard Program & Outreach Coordinator 19 0.00 1.00 1.00 Office Facilitator II 19 0.00 0.00 0.00 Parking Enforcement Officer 18 17.00 16.00 16.00 Office Tech II 15 2.00 2.00 2.00 Crossing Guard Coordinator 13 0.00 0.00 0.00 Office Tech I 12 2.00 2.00 2.00 Compliance Total 29.00 29.00 29.00 Facilities Services Division Building Maintenance Program Facilities Division Director 35 1.00 1.00 1.00 Senior Project Manager 34 0.00 1.00 1.00 Operations Manager 34 1.00 2.00 2.00 Energy/Utilities Management Coordinator 31 1.00 1.00 1.00 Business Systems Analyst II 31 0.00 1.00 1.00 Facilities Commissioning Authority 30 1.00 1.00 1.00 Facility Maintenance Supervisor 29 2.00 2.00 2.00 Business Systems Analyst I 28 1.00 0.00 0.00 Operations Supervisor 27 1.00 1.00 2.00 1 New Position Building Administrator District Supervisor 25 1.00 2.00 2.00 Maintenance Electrician IV 22 1.00 1.00 1.00 Plumber III 22 1.00 1.00 1.00 Lead HVAC Technician 22 1.00 1.00 1.00 HVAC Technician II 21 2.00 2.00 2.00 Lead Bldg Maintenance Tech 21 0.00 0.00 0.00 Maintenance Specialist III 21 5.00 0.00 0.00 Carpenter II 20 1.00 1.00 1.00 Painter II 20 1.00 1.00 1.00 Sprinkler Irrigation Tech III 20 1.00 1.00 1.00 Gen Maint Worker IV 19 0.00 0.00 0.00 Office Facilitator II 19 1.00 1.00 1.00 Maintenance Specialist II 19 10.00 0.00 0.00 Building Equipment Operator II 18 0.00 0.00 0.00 Salt Lake City Staffing Document 307 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 General Maintenance Worker III 18 1.00 0.00 0.00 Building Equipment Operator I 17 0.00 0.00 0.00 Maintenance Specialist I-III 17-21 1.00 17.00 21.00 4 New Positions Apprenticeship Program Equipment Operator 17 2.00 2.00 2.00 General Maintenance Worker III 16 0.00 0.00 0.00 General Maintenance Worker I 16 2.00 2.00 2.00 Senior Facilities Landscaper 16 2.00 2.00 2.00 Sprinkler Irrigation Tech 16 0.00 0.00 0.00 Office Technician II 15 1.00 1.00 1.00 Beautification Maintenance Worker II 13 3.00 0.00 0.00 Beautification Maintenance Worker I-II 12-13 2.00 7.00 7.00 Facilities Services Total 47.00 52.00 57.00 Fleet Management Division Fleet Mgmt Division Director 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 1.00 Operations Manager 31 1.00 1.00 1.00 Business Systems Analyst I 28 0.00 1.00 1.00 Fleet Asset Manager 27 1.00 0.00 0.00 Fleet Mgmt Service Supervisor 27 2.00 2.00 2.00 Fleet Senior Mechanic 25 3.00 3.00 3.00 Fleet Warehouse Super 24 1.00 1.00 1.00 Fleet Metal Fabrication Tech 22 1.00 1.00 1.00 Fleet Customer Service Advisor Lead 21 1.00 1.00 1.00 Fleet Customer Service Advisor 21 0.00 1.00 1.00 Fleet Mechanic 20 25.00 25.00 25.00 Fleet Customer Service Advisor 19 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 Fleet Mechanic Trainee 17 1.00 1.00 1.00 Fleet Senior Warehouse Operator 15 1.00 1.00 1.00 Fleet Parts Warehouse Support Worker 14 3.00 3.00 3.00 Fleet Parts Delivery Driver 11 1.00 1.00 1.00 Fleet Management Total (FLEET FUND)45.00 46.00 46.00 Streets Division Streets Division Director 35 1.00 1.00 1.00 Operations Manager 31 3.00 3.00 3.00 Business Systems Analyst II 30 1.00 1.00 1.00 Engineer III 29 0.00 0.00 1.00 1 Transferred from Engineering Operations Supervisor 27 2.00 2.00 2.00 Salt Lake City Staffing Document 308 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Streets Operations Maintenance Supervisor 27 1.00 1.00 1.00 Streets Response Team Field Supervisor 24 1.00 1.00 1.00 Maintenance Supervisor 25 4.00 4.00 4.00 Traffic Signal Lead 24 1.00 1.00 1.00 Traffic Signal Tech II 23 3.00 4.00 4.00 Response Team Leader 21 0.00 0.00 0.00 Streets Maintenance Lead 21 6.00 6.00 6.00 Traffic Maintenance Lead 21 2.00 2.00 2.00 Traffic Signal Tech I 21 1.00 1.00 1.00 GIS Technician I 21 0.00 1.00 1.00 Special Projects Assistant 21 0.00 1.00 1.00 Concrete Finisher 20 10.00 10.00 10.00 Senior Asphalt Equipment Oper 20 12.00 12.00 12.00 Lead Equipment Operator 20 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 Streets Response Team Member II 19 1.00 2.00 2.00 Asphalt Equipment Oper II 18 38.00 37.00 37.00 Concrete Saw & Grinder Oper 18 2.00 2.00 2.00 Streets Response Team Member I 18 2.00 1.00 1.00 Traffic Maintenance Operator II 18 7.00 11.00 11.00 Communication and GIS Coordinator 18 1.00 0.00 0.00 Equipment Operator 17 5.00 5.00 5.00 Asphalt Equipment Oper I 16 0.00 1.00 1.00 Traffic Maintenance Operator I 16 3.00 1.00 1.00 Office Tech II 15 1.00 0.00 1.00 New Position Converted PT to FT Senior Communications Coordinator 15 0.00 0.00 0.00 Streets Total 110.00 113.00 115.00 PUBLIC LANDS Public Lands Administration Public Lands Deputy Director 38 0.00 0.00 0.00 Business Systems Analyst II 30 0.00 0.00 0.00 Landscape Architect III 29 0.00 0.00 0.00 Comm/Events & Marketing Mgr 29 0.00 0.00 0.00 PPL Project Manager 28 0.00 0.00 0.00 Warehouse Supervisor 24 0.00 0.00 0.00 Parks Usage Coordinator 21 0.00 0.00 0.00 Office Facilitator II 19 0.00 0.00 0.00 Office Tech II 15 0.00 0.00 0.00 Senior Warehouse Operator 15 0.00 0.00 0.00 Salt Lake City Staffing Document 309 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Public Lands Administration Total 0.00 0.00 0.00 Parks Division Parks Division Director 35 0.00 0.00 0.00 Operations Manager 31 0.00 0.00 0.00 Regional Athletic Complex Manager 29 0.00 0.00 0.00 City Sexton 28 0.00 0.00 0.00 Operations Supervisor 27 0.00 0.00 0.00 District Supervisor 25 0.00 0.00 0.00 Maintenance Supervisor 25 0.00 0.00 0.00 Advertising/Marketing Mgr 25 0.00 0.00 0.00 Special Events Permit Manager 25 0.00 0.00 0.00 Maintenance Electrician IV 22 0.00 0.00 0.00 Metal Fabrication Tech 22 0.00 0.00 0.00 Events Coordinator 21 0.00 0.00 0.00 Plumber II 21 0.00 0.00 0.00 Central Control Irrigation Specialist 20 0.00 0.00 0.00 Concrete Finisher 20 0.00 0.00 0.00 Sprinkler Irrigation Tech III 20 0.00 0.00 0.00 General Maintenance Worker IV 19 0.00 0.00 0.00 Special Event Permit Coordinator 18 0.00 0.00 0.00 Senior Florist 18 0.00 0.00 0.00 Sprinkler Irrigation Tech II 18 0.00 0.00 0.00 Cemetery Equipment Operators 17 0.00 0.00 0.00 Graffiti Response Field Tech 16 0.00 0.00 0.00 Senior Parks Groundskeeper 16 0.00 0.00 0.00 Sprinkler Irrigation Tech I 16 0.00 0.00 0.00 Office Tech II 15 0.00 0.00 0.00 Parks Groundskeeper 12 0.00 0.00 0.00 Parks Total 0.00 0.00 0.00 Trails and Natural Lands Division Trails & Natural Lands Division Director 32 0.00 0.00 0.00 Natural Lands Supervisor 25 0.00 0.00 0.00 Volunteer & Outreach Coordinator 19 0.00 0.00 0.00 Senior Parks Groundskeeper 16 0.00 0.00 0.00 Trails and Natural Lands Total 0.00 0.00 0.00 Urban Forestry Division Urban Forestry Division Director 32 0.00 0.00 0.00 Salt Lake City Staffing Document 310 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Forestry Crew Supervisor 25 0.00 0.00 0.00 Forest Area Service Coordinator 22 0.00 0.00 0.00 Arborist III 21 0.00 0.00 0.00 Arborist II 19 0.00 0.00 0.00 Arborist I 18 0.00 0.00 0.00 Urban Forestry Total 0.00 0.00 0.00 PUBLIC SERVICES DEPARTMENT TOTAL 294.00 307.00 316.00 General Fund 249.00 261.00 270.00 Fleet Management Fund 45.00 46.00 46.00 Golf Fund 0.00 0.00 0.00 DEPARTMENT OF PUBLIC UTILITIES Administration Director--Public Utilities 41 1.00 1.00 1.00 Deputy Director-Public Utilities 39 2.00 2.00 2.00 Executive Assistant 24 1.00 1.00 1.00 Public Utilities Policy & Public Affairs Director 32 1.00 1.00 1.00 Changed from Chief Stradegy & Innovations Officer (37) GIS Info Tech Systems Admin 36 1.00 1.00 1.00 Geographic Information Systems (GIS) Mgr 33 1.00 1.00 1.00 Safety Program Manager 33 1.00 1.00 1.00 Grade Changed from 31 to 33 PU Communications Engagement Manager 32 1.00 1.00 1.00 GIS Programmer Analyst II 30 1.00 1.00 1.00 PU Surveyor 30 1.00 1.00 1.00 GIS Programmer Analyst I 28 3.00 3.00 3.00 Engineering Tech VI 27 2.00 2.00 2.00 Safety Coordinator 26 0.00 0.00 1.00 New Position Talent Management Coordinator 25 0.00 0.00 1.00 New Position Utility Planner & Development Coordinator 25 1.00 1.00 2.00 Changed 1 from Util Dev Review Specialist (19) Locator Supervisor 25 1.00 1.00 1.00 Changed from Manager to Supervisor GIS Specialist 24 1.00 1.00 1.00 Safety Inspector 24 0.00 1.00 2.00 1 New Position GIS Leak Detection Tech II 23 2.00 2.00 2.00 Communications Specialist 27 1.00 1.00 1.00 Changed from Public Relations Coordinator (23) GIS Technician I 21 0.00 1.00 1.00 Mobile Inventory Specialist & Technician 21 0.00 0.00 1.00 New Position Util Dev Review Specialist 19 4.00 4.00 4.00 1 New position added; 1 Changed to Utility Planner & Development Coordinator (25) Senior Utility Locator 19 8.00 8.00 8.00 Salt Lake City Staffing Document 311 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Office Facilitator II 19 2.00 2.00 2.00 Changed from Office Technician II (15) Utility Locator 17 0.00 0.00 1.00 New Position Administration Total 36.00 38.00 44.00 Maintenance Operations Maint Superintendent 36 1.00 1.00 1.00 Water Distribution System Mgr 34 1.00 1.00 1.00 Computer Operation Manager 33 1.00 1.00 1.00 Maint Support Manager 33 1.00 1.00 1.00 Water Maintenance Manager 33 0.00 0.00 1.00 New Position Storm Water Maint Manager 33 1.00 1.00 1.00 WW Collection Manager 33 1.00 1.00 1.00 Irrigation Canal Systems Manager 30 1.00 1.00 1.00 Water System Maintenance Super 27 4.00 4.00 4.00 Water System Operation Super 27 2.00 2.00 2.00 Electrical Operations Supervisor 27 1.00 1.00 1.00 Warehouse Manager 27 0.00 0.00 1.00 New Position Technical System Analyst III-IV 26-28 3.00 3.00 3.00 Water Service Coordinator 25 1.00 1.00 1.00 Waste Water Collection Supervisor 26 2.00 2.00 2.00 Grade Changed from 25 to 26 Lift Station Maintenance Supervisor 26 1.00 1.00 1.00 Grade Changed from 25 to 26 Storm Water Maintenance Supervisor 25 2.00 2.00 2.00 Water Meter Maintenance Supervisor 25 1.00 1.00 1.00 Maintenance Office Supervisor 25 1.00 1.00 1.00 Warehouse Supervisor 24 1.00 1.00 1.00 Senior Water Meter Tech 21 1.00 1.00 1.00 Fleet Maint Coord Public Util 21 1.00 1.00 1.00 Office Facilitator I 18 1.00 1.00 1.00 Warehouse Specialist 18 0.00 0.00 0.00 Sr Warehouse Operator 15 1.00 1.00 1.00 Warehouse Office Tech II 15 1.00 1.00 1.00 Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00 Sr. Communications Coordinator-Public Util 15 6.00 6.00 6.00 Industrial Electrician IV 26 6.00 6.00 6.00 Changed from Maintenance Electrician IV (22) Metal Fabrication Technician 22 3.00 3.00 3.00 Senior Water Dist System Operator 21 16.00 16.00 16.00 Senior Water System Maint Operator 21 16.00 16.00 16.00 Waste Water Collection Lead Maint Worker 21 6.00 6.00 6.00 WW Lift Station Lead Worker 21 4.00 4.00 4.00 Drainage Maintenance Lead Worker 21 3.00 3.00 3.00 General Maintenance Worker III 21 1.00 1.00 1.00 Senior Pumps Maint Tech 20 1.00 1.00 1.00 Salt Lake City Staffing Document 312 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Concrete Finisher 20 1.00 1.00 1.00 Senior Irrigation Operator 20 4.00 4.00 4.00 Waste Water Lift Station Lead Wkr 20 0.00 0.00 0.00 Water System Maintenance Operator I-II 17-19 27.00 27.00 27.00 Water Meter Tech I-III 18-19 6.00 6.00 6.00 Waste Water Coll Maint Worker II 19 12.00 12.00 12.00 Drainage Maintenance Worker III 19 9.00 9.00 11.00 2 New Positions Pumps Maintenance Technician 18 1.00 1.00 1.00 Senior Facility/Building Maint Wkr 18 1.00 1.00 1.00 Fleet Maintenance Coordinator 18 0.00 0.00 0.00 Waste Water Lift Station Maint Wkr 18 4.00 4.00 4.00 Irrigation Operator II 17 4.00 4.00 4.00 Landscape Restoration Lead Wkr 17 1.00 1.00 1.00 Maintenance Landscaper 16 0.00 1.00 1.00 Facility/Building Maintenance Wkr 15 3.00 2.00 2.00 Water Distribution Valve Operator 15 8.00 8.00 8.00 Water Maintenance Support Wkr 14 2.00 2.00 2.00 Custodian II 11 2.00 2.00 2.00 Maintenance Total 180.00 180.00 184.00 Water Reclamation Plant Water Reclamation Manager 36 1.00 1.00 1.00 WRF Operations & Maint Manager 33 1.00 1.00 1.00 Changed from Water Rec Plant Operations & Maint Manager Regulatory Compliance Manager 34 1.00 1.00 1.00 Grade Change from 33 to 34 WRF Maintenance Manager 31 1.00 1.00 1.00 Laboratory Program Manager 33 1.00 1.00 1.00 Changed from Laboratory Manager (29) Industrial Pretreatment Program Coordinator 29 1.00 1.00 1.00 Maintenance Project Manager 31 1.00 1.00 1.00 Waste Water Business Manager 27 1.00 1.00 1.00 W.W. Plant Maintenance Coordinator 27 1.00 1.00 1.00 Water Reclamation Facility Process Control Analyst 27 1.00 1.00 1.00 WRF Office Administrator 21 0.00 1.00 1.00 Changed from Office Manager (27) Safety Coordinator 26 1.00 1.00 1.00 Changed from Water Reclamation Safety Specialist (26) WRF Operations Supervisor 27 4.00 4.00 4.00 Grade changed from 26 to 27 Water Reclamation Facility Lead Operator 26 0.00 0.00 0.00 Fats, Oils & Grease Program Supervisor 27 1.00 1.00 1.00 Grade changed from 26 to 27 Water Reclamation Planner Scheduler 26 0.00 1.00 1.00 Changed from Program Support Coordinator (26) Instrumentation and Controls Technician II-IV 25-28 3.00 3.00 3.00 Senior Laboratory Chemist 30 1.00 1.00 1.00 Grade changed from 26 to 30 Salt Lake City Staffing Document 313 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Senior Industrial WW Pretreat Program 25 2.00 2.00 2.00 Changed from Senior Pretreatment Inspect/Permit Writer (26) Lab Chemist 24 2.00 2.00 2.00 Water Reclamation Facility Operator IV 23 4.00 4.00 4.00 Pretreatment Inspect/Permit Writer 23 4.00 4.00 4.00 Pretreatment Sr Sampler Inspect 19 2.00 2.00 4.00 2 New Positions; Change to Sr Pretreatment Sampler Inspector Office Facilitator II Non Union 20 1.00 0.00 0.00 Grade Changed from 19 to 20 Senior Warehouse Operator 15 2.00 2.00 2.00 Sr Utilities Representative- Office /Technical 15 2.00 2.00 2.00 Industrial Electrician IV 26 2.00 2.00 2.00 Moved from Maintenance Electrician IV (22) HVAC Technician II 21 1.00 1.00 1.00 Waste Water Plant Maint. Operator IV 21 8.00 8.00 8.00 Water Reclamation Facility Operator III 21 17.00 17.00 17.00 Painter II 20 0.00 0.00 0.00 CMMS/Utilities Administrator 29 1.00 1.00 1.00 Changed from Waste Water Preventative Maint Worker (19) Water Reclamation Plant Total 68.00 69.00 71.00 Finance Finance Administrator 39 1.00 1.00 1.00 Financial Manager III 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 3.00 4.00 1 Changed from Financial Analyst III (30) Customer Service Manager Public Utilities 29 1.00 1.00 1.00 Accountant IV 29 3.00 1.00 2.00 1 Changed from Accountant III (27) Financial Analyst III 30 1.00 3.00 2.00 Grade change from 29 to 30; 1 Changed to Financial Analyst IV (32) Water Metering Technologies Manager 27 1.00 1.00 1.00 Accountant III 27 2.00 1.00 0.00 Changed to Accountant IV (29) Water Metering Technologies Supervisor 25 1.00 1.00 1.00 Billing Office Supervisor 25 1.00 1.00 1.00 Customer Services Supervisor 25 1.00 1.00 1.00 Grade Changed from 23 to 25 Customer Service Accts/Coll Invent 18 6.00 6.00 22.00 Changed 9 from Sr. Utilities Rep. - Generalist (15); Changed 7 from Sr. Utilities Rep. - Customer Service (15) Sr. Utilities Rep. - Generalist 15 9.00 9.00 0.00 Changed to Customer Service Acct. Coll/Inves (18) Sr. Utilities Rep. - Customer Service 15 7.00 7.00 0.00 Changed to Customer Service Acct. Coll/Inves (18) Senior Advanced Metering Infrastructure 21 0.00 0.00 4.00 Advanced Metering Infrastructure Tech II 19 7.00 7.00 3.00 Changed 4 to Senior Advanced Metering Infrastructure Tech (21) Water Meter Reader III 18 2.00 2.00 2.00 Water Meter Reader II 15 5.00 5.00 5.00 Grade Change from 14 to 15 Finance Total 50.00 51.00 51.00 Salt Lake City Staffing Document 314 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Water Quality & Treatment Water Quality & Treatment Administrator 37 1.00 1.00 1.00 Water Treatment Plant Systems Manager 33 1.00 1.00 1.00 Changed to Water Treatment Plant Systems Manager from Water Treatment Plant Manager Water Treatment Plant Systems Assistant Manager 31 0.00 1.00 1.00 Changed to Water Treatment Plant Systems Assistant Manager L&C Cross Connection Control Manager 30 1.00 1.00 1.00 Regulatory Program Manager 30 1.00 1.00 1.00 Grade Change from 30 to 33 Watershed Program Manager 30 1.00 1.00 1.00 Grade Change from 30 to 33 Storm Water Quality Program Manager 30 1.00 1.00 1.00 Grade Change from 30 to 33 Water Treatment Plant Assistant Manager 30 1.00 0.00 0.00 Lead and Copper X Connection Supervisor 27 1.00 1.00 1.00 Changed from Lead and Copper Supervisor Project Manager 27 1.00 0.00 0.00 Water Treatment Plant Facility Manager 30 3.00 3.00 3.00 Changed from WTP Facility Manager/Supervisor (27) Watershed Operations Supervisor 27 1.00 1.00 1.00 Storm Water Compliance Specialist 25 1.00 1.00 1.00 Cross Connection Control Manager 26 0.00 0.00 0.00 Water Treatment Plant Lead Oper 26 0.00 0.00 0.00 Watershed Special Projects Coordinator 26 0.00 1.00 1.00 Storm Water Quality Coordinator 23 3.00 3.00 3.00 Cross Connections Control Coord 23 1.00 1.00 1.00 Storm Water Technician II Union 22 2.00 2.00 2.00 Lead and Copper Technician 21 0.00 2.00 2.00 Water Quality Technician 23 0.00 0.00 0.00 Changed from Storm Water Technician Union (21) Cross Connections Control Technician 21 1.00 1.00 1.00 Changed from Cross Connections Control Inspector Quality Assur Sr Samp Cl Water 17 2.00 2.00 2.00 Lead Watershed Ranger 23 4.00 4.00 4.00 Grade Changed from 21 to 23 Watershed Ranger 22 4.00 4.00 4.00 Grade Changed from 19 to 22 Water Plant Operator II 21 25.00 25.00 25.00 Water Quality & Treatment Admin Total 56.00 58.00 58.00 Water Resources Water Resources Manager 33 1.00 1.00 1.00 Utilities Water Rights, Contracts and Property Manager 30 1.00 1.00 1.00 PU Sustainability Manager 29 1.00 1.00 1.00 Sustainability Program Manager 28 0.00 0.00 0.00 Water Conservation Program Manager 30 1.00 1.00 1.00 Salt Lake City Staffing Document 315 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Water Resources Eng/Scientist 27 2.00 1.00 1.00 Hydrologist I 27 0.00 1.00 1.00 Water Rights & Property Agent 26 1.00 1.00 2.00 1 Changed from Property & Water Contracts Asst (20) Property & Water Contracts Asst 20 1.00 1.00 0.00 Changed to Water Rights & Property Agent (26) Hydrology Specialist Union 23 1.00 1.00 2.00 1 New Position Conservation Technician 26 1.00 1.00 1.00 Grade Changed from 23 to 26 PU Records Prog Specialist 23 1.00 1.00 1.00 Water Resources Total 11.00 11.00 12.00 Engineering Chief Engineer - Public Utilities 37 1.00 1.00 1.00 Engineer III-VII 29-36 23.00 23.00 25.00 Changed to Engineer II-VII; 2-VII, 6-VI, 3-V, 4-IV, 1-II; 2 New Positions Engineer IV's (31) Sr Water Treatment Engineer 35 1.00 1.00 1.00 Project Control Specialist 31 1.00 1.00 1.00 Engineering Construction Program/Projects Manager 29 1.00 1.00 1.00 Project Coordinator 29 0.00 0.00 1.00 New Position Engineering Tech II - VI 19-27 17.00 19.00 19.00 14 of 19 filled; 4 vacant as Tech V's Engineering Tech IV- VI 23-27 0.00 0.00 0.00 Engineering Tech III-V 21-24 0.00 0.00 0.00 Eng Contracts Coord Public Util 22 2.00 2.00 2.00 Engineering Tech III 21 0.00 0.00 0.00 Engineering Tech II 19 0.00 0.00 0.00 Document Controls Specialist 18 0.00 0.00 0.00 Administrative Secretary 18 1.00 1.00 1.00 Engineering Tech I 17 0.00 0.00 0.00 Contracts Process Coordinator 17 1.00 1.00 1.00 Contracts Technician 15 0.00 0.00 0.00 Engineering Total 48.00 50.00 53.00 Street Lighting Engineer V 33 1.00 1.00 1.00 Engineering Tech IV 23 0.00 0.00 0.00 Engineering Tech III 21 1.00 1.00 1.00 Engineering Tech I 17 0.00 0.00 0.00 Street Lighting Total 2.00 2.00 2.00 PUBLIC UTILITIES DEPT TOTAL 451.00 459.00 475.00 Street Lighting Fund 2.72 2.72 2.57 Water Utility Fund 283.16 288.16 298.21 Salt Lake City Staffing Document 316 Mayor's Recommended Budget FISCAL YEAR 2023-24 Grades FY2022 FY2023 FY2024 Changes from FY2023 to FY2024 Sewer Utility Fund 126.55 127.65 130.80 Storm Water Utility Fund 39.57 40.47 43.42 DEPARTMENT OF SUSTAINABILITY Waste & Recycling Division Refuse Fund Waste & Recycling Div Director 35 1.00 1.00 1.00 Financial Manager I 33 1.00 1.00 1.00 Waste & Recycling Operations Manager 31 1.00 1.00 1.00 Maintenance Program Manager 28 0.00 0.00 0.00 Special Projects Analyst and Safety Coordinator 28 1.00 1.00 1.00 W&R Operations Supervisor 27 2.00 2.00 2.00 Maintenance Supervisor 25 0.00 0.00 0.00 W & R Permit Coordinator 19 1.00 1.00 1.00 W & R Education & Permits Lead 20 0.00 0.00 0.00 WR Program Lead 20 2.00 2.00 2.00 Waste & Recycling Equip Op II 18 29.00 29.00 29.00 Senior Equipment Operator 19 4.00 4.00 4.00 Lead Equipment Operator 20 3.00 3.00 3.00 Office Facilitator II 19 1.00 1.00 1.00 W & R Education Specialist I-II 16-19 0.00 5.00 5.00 Office Tech II 15 3.00 3.00 3.00 W & R Education Specialist 15 5.00 0.00 0.00 Container Maintenance Worker 14 2.00 2.00 3.00 1 New Position Waste & Recycling Total 56.00 56.00 57.00 Environ & Energy Division Refuse Fund Sustainability Envir Director 41 1.00 1.00 1.00 Sustainability Deputy Director 37 1.00 1.00 1.00 Sr Energy Climate Program Mgr 35 1.00 1.00 1.00 Sustainability Program Manager 29 3.00 3.00 3.00 Sustainability Community Manager 28 0.00 0.00 0.00 Sustainability Community Projects Manager 26 0.00 0.00 1.00 Sustainable Business Prog Coor 24 0.00 0.00 0.00 Special Projects Assistant 21 1.00 1.00 1.00 Office Facilitator II 19 0.00 0.00 0.00 Environ & Energy Division Refuse Fund 7.00 7.00 8.00 SUSTAINABILITY DEPARTMENT (Refuse Fund) TOTAL 63.00 63.00 65.00 Salt Lake City Staffing Document 317 Mayor's Recommended Budget FISCAL YEAR 2023-24 This page intentionally left blank Salt Lake City Staffing Document 318 Mayor's Recommended Budget FISCAL YEAR 2023-24 Appendix This page intentionally left blank Salt Lake City Appendix 321 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 322 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 323 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 324 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 325 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 326 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 327 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 328 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 329 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 330 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 331 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 332 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 333 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 334 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 335 Mayor's Recommended Budget FISCAL YEAR 2023-24 Salt Lake City Appendix 336 Mayor's Recommended Budget FISCAL YEAR 2023-24 337 Mayor's Recommended Budget FISCAL YEAR 2023-24 338 Mayor's Recommended Budget FISCAL YEAR 2023-24