Transmittal - 2/2/2024DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
Date Received: _______________
Rachel Otto, Chief of Staff Date sent to Council: __________
TO: Salt Lake City Council DATE: February 1, 2024
Victoria Petro, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: FY24 Budget Amendment #4 - Revised
SPONSOR: NA
STAFF CONTACT: Greg Cleary (801) 535-6394 or Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Budget Amendment Ordinance
RECOMMENDATION: The Administration recommends that subsequent to a public hearing,
the City Council adopt the following amendments to the FY 2024 adopted budget.
BUDGET IMPACT:
REVENUE EXPENSE
GENERAL FUND $0.00 $3,860,205.00
FLEET FUND $723,909.00 $723,909.00
CIP FUND $1,415,400.00 $1,415,400.00
IMPACT FEES FUND $0.00 $130,275.00
SUSTAINABILITY FUND $0.00 $230,000.00
911 COMMUNICATIONS FUND $0.00 $165,793.00
IMS FUND $9,000.00 $406,688.00
MISCELLANEOUS GRANTS FUND $1,216,439.66 $1,216,439.66
DEBT SERVICE FUND $1,100,000.00 $1,100,000.00
TOTAL $4,464,748.66 $9,248,709.66
Gregory Cleary (Feb 1, 2024 09:03 MST)
Gregory Cleary
April Patterson (Feb 2, 2024 08:03 MST)
April Patterson
rachel otto (Feb 2, 2024 10:06 MST)02/02/2024
02/02/2024
DEP~o\R.TMENT OF F1NAN CE
BACKGROUND/DISCUSSION:
Revenue for FY 2024 Budget Adjustments
The chart below presents General Fund Projected Revenues for FY 2024.
To date, revenues are trending below the initial budget. At this time, Finance staff are projecting
revenues to remaining consistent with current estimates for the remainder of FY 2024. Consistent
with the update provided to Council on January 16, 2024, modifications have been made
primarily to Sales Tax, resulting in a decrease of approximately $3 million.
Revenue FY23-FY24 AnnualBudget FY23-24 Amended Budget NewProjection
Amended Variance
Favorable/(Unfavorable)
Revenue
Property Taxes 131,752,713 131,752,713 131,752,713 0
Sales,Use & Excise Taxes 117,129,000 117,129,000 114,129,000 (3,000,000)
Franchise Taxes 12,348,127 12,348,127 12,341,052 (7,075)
TotalTaxes 261,229,840 261,229,840 258,222,765 (3,007,075)
Revenue
Charges For Services 4,745,443 4,745,443 5,770,419 1,024,976
Fines & Forfeitures 2,561,547 2,561,547 2,567,590 6,043
Interest Income 8,000,000 8,000,000 8,000,000 0
InterfundService Charges 26,131,213 26,131,213 26,144,079 12,866
Intergovernmental Revenue 5,134,621 5,134,621 5,234,598 99,977
Licenses 18,434,301 18,434,301 18,436,598 2,297
Miscellaneous Revenue 2,958,012 2,958,012 2,978,339 20,327
ParkingMeter Revenue 2,801,089 2,801,089 2,801,089 0
ParkingTickets 1,500,000 1,500,000 1,499,955 (45)
Permits 22,445,026 22,445,026 22,497,613 52,587
Property Sale Proceeds -- -0
Rental & Other Income 681,604 681,604 682,104 500
OperatingTransfers In 9,938,944 9,938,944 9,938,944 0
TotalW/O SpecialTax 105,331,800 105,331,800 106,551,328 1,219,528
ObjectCodeDescription
Sales Tax Addition1/2%49,084,479 49,084,479 49,484,479 400,000
TotalGeneralFund 415,646,119 415,646,119 414,258,572 (1,387,547)
The table below presents updated Fund Balance numbers and percentages, based on the proposed changes
included in Budget Amendment #4. Please note, at the time of this transmittal, two items are still under
consideration from Budget Amendment #3 and are considered in the fund balance calculation below.
With the complete adoption of Budget Amendment #4, the available fund balance will adjust to 31.73 percent
of the FY 2024 Adopted Budget. The fund balance calculation above has been adjusted to account for the FY
2023 year end numbers after the completion of the Annual Comprehensive Financial Report.
FOF GF Only TOTAL FOF GF Only TOTAL
Beginning Fund Balance 18,395,660 141,728,022 160,123,682 24,825,461 178,695,454 202,575,741
Budgeted Change in Fund Balance 2,100,608) (20,736,262) (22,836,870) (3,657,641) (29,211,158)(32,868,799)
PriorYearEncumbrances (3,162,300) (17,260,909) (20,423,209) (2,592,884) (18,663,765)(21,157,931)
Estimated Beginning Fund Balance 13,132,752 103,730,851 116,863,603 18,574,936 130,820,531 148,549,011
BeginningFundBalance Percent 22.79% 25.00% 24.85%35.49% 33.36% 33.42%
YearEnd CAFR Adjustments
Revenue Changes
Expense Changes (Prepaids, Receivable, Etc.)2,257,746) (2,257,746)(2,484,423) (2,484,423)
Fund Balance w/ CAFR Changes 13,132,752 101,473,105 114,605,857 18,574,936 128,336,108 146,064,588
Final FundBalance Percent 22.79% 24.46% 24.37%35.49% 32.72% 32.86%
Budget Amendment Use ofFund Balance
BA#1 Revenue Adjustment 475,000) (475,000)- --
BA#1 Expense Adjustment 204,200) (204,200)
BA#2 Revenue Adjustment
BA#2 Expense Adjustment 763,950 763,950
BA#3 Revenue Adjustment 6,000,000 6,000,000 - --
BA#3 Expense Adjustment 6,538,000) (6,538,000)- (1,730,732) (1,730,732)
BA#4 Revenue Adjustment 194,600 194,600 - --
BA#4 Expense Adjustment 7,584,328) (7,584,328)- (3,860,205) (3,860,205)
BA#5 Revenue Adjustment
BA#5 Expense Adjustment 5,940,349) (5,940,349)- --
BA#6 Revenue Adjustment 19,120,198 19,120,198 - --
BA#6 Expense Adjustment 11,719,731) (12,219,731)- --
Change in Revenue
Change in Expense
Fund Balance Budgeted Increase
Adjusted Fund Balance 21,928,113 157,840,137 178,933,386 18,574,936 123,304,921 141,033,401
AdjustedFundBalance Percent 38.05% 38.05% 38.05%35.49% 31.44% 31.73%
Projected Revenue 57,634,742 414,859,025 470,299,454 52,338,120 392,166,803 444,504,923
Salt Lake City
General Fund
TOTAL
Fund Balance Projections
FY2024BudgetFY2023BudgetProjected
The Administration is requesting a budget amendment totaling $4,464,748.66 in revenue and
9,248,709.66 in expenses. The amendment proposes changes in nine (9) funds, with an increase
of three (3) FTEs in the Fleet program. The proposal includes 12 initiatives for Council review
and additional housekeeping items.
A summary spreadsheet outlining proposed budget changes is attached. The Administration
requests this document be modified based on the decisions of the Council.
The budget amendment is separated in eight different categories:
A. New Budget Items
B. Grants for Existing Staff Resources
C. Grants for New Staff Resources
D. Housekeeping Items
E. Grants Requiring No New Staff Resources
F. Donations
G. Council Consent Agenda Grant Awards
I. Council Added Items
PUBLIC PROCESS: Public Hearing
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4
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
1
Section A: New Items
A-1: Air Quality Incentives
Program
Sustainability $230,000.00
Department: Sustainability Prepared By: Angie Nielsen
For questions, please include Debbie Lyons, Angie Nielsen
Sustainability proposed the creation of a new Air Quality Community Incentives Program for the FY 2024 budget and
requested $230,000 to expand the incentives beyond landscaping equipment to include e-bikes, indoor air purifiers,
HVAC filters, and other items to help improve air quality in the community and indoors. The City Council supported
creation of the program but requested that Sustainability provide a written proposal of the program policy and goals
before releasing funds for the additional incentives. Sustainability recently hired the new FTE approved in FY 2024 and
has been working on program design.
This budget amendment serves to provide a description of the proposed program and to request additional funding which
is needed for Sustainability to move forward with soliciting RFPs, the next critical step in program development. Below is a
description of the proposed program. Sustainability is in the process of compiling a separate document detailing the Air
Quality Incentives Program Plan, which will be made available to the City Council before the Budget Amendment is
briefed. The Department is also currently working with Purchasing on the RFP scope of work but are awaiting budget
approval before finalizing and releasing the RFP.
1) E-BIKE PROGRAM ($200,000)
Sustainability has collaborated with other City Departments to design the program application, back-end system for the
vouchers, the procurement process, and logos and branding design. Sustainability has also met with several local bike
shops to get their input on the anticipated program design and contract process. To meet the goal of a Spring launch, it is
crucial that an RFP be published as soon as possible so the suppliers can be selected, contracts prepared, and the
implementation details finalized. The department anticipates:
Working with up to five bike shops with physical storefronts in Salt Lake City to serve as suppliers for the program.
Vouchers will be made available for cargo bikes ($800 standard voucher/$1,400 income-qualified voucher), commuter
bikes ($400 standard/$1,000 income-qualified), and adaptive bikes ($600 standard/$1,200 income-qualified). Off-road
bikes will not be eligible. Higher voucher amounts will be available for income-qualified applicants. Discounts will be
applied at the time of purchase. 50% of program funds will be reserved for low-income vouchers.
Assuming most applicants select commuter bikes, and 50% of the funds go to low-income applicants, approximately 350
vouchers could be distributed.
Suppliers will be expected to provide a discount on bike safety accessories (helmets, lights, locks, etc), help educate
customers on bike safety and etiquette, provide test rides, and provide basic maintenance support.
2) INDOOR AIR QUALITY ($30,000)
The department will work with the Housing Stability Division’s Handyman and Home Repair Programs to distribute high-
efficiency HVAC filters, air purifiers, and single burner induction cooktops to homeowners served by these programs.
Sustainability anticipates reaching approximately 60 homes. This program will also include an educational component to
help residents understand how to improve indoor air quality in their homes, such as brochures and in-person
consultations. Air quality monitors may also be included as a tool to help residents become aware of how routine activities
impact indoor air quality.
Sustainability has asked that the E-Bike portion of this item be straw polled to move the RFP process forward. Please
reference the attached documents for a program overview.
I
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
2
A-2: Short-Term Rental
Identification Software
GF $49,000.00
Department: CAN Prepared By: Antonio Padilla / Ken Anderson
For questions, please include Antonio Padilla, Ken Anderson, Blake Thomas, Tammy Hunsaker and
Brent Beck
On April 4th, 2023, the City Council approved significant updates to the ADU ordinance. With this ordinance, the council
desires to properly monitor and enforce ADUs used as short-term rentals that are non-compliant with city codes.
To properly monitor permitted ADUs and ensure compliance, the city would like to contract with a company to identify
rental properties used and marketed as short-term rentals accurately. Inspectors are tasked with sifting through large
amounts of data to identify a potential non-compliant property manually. It is necessary to implement this strategy as
soon as possible to use our resources more efficiently.
CAN has coordinated with IMS and the Innovations Team prior to the decision to move forward with an amendment
request. However, since this software is specific to Civil Enforcement, the decision was made to house the budget in CAN
instead of IMS.
The anticipated annual cost of the short-term rental software is $39,000 per year, with a 3-year agreement. Keeping up
with the latest enforcement trends is necessary by sending our inspectors for training annually for short-term rental and
code enforcement. The cost of training would be approximately $10,000. The total amount needed is $49,000 annually.
A-4: Immediate Needs in Liberty
Park
GF –Ongoing Costs $31,250.00
GF - Use of Vacancy & Attrition
Savings
285,125.00)
GF - Use of Vacancy & Attrition
Savings
285,125.00
CIP $285,125.00
Department: Public Lands Prepared By: Toby Hazelbaker
For questions, please include Kristin Riker, Toby Hazelbaker and Gregg Evans
The Department of Public Lands is requesting a budget amendment for Liberty Park needs totaling $316,375. A $285,125
portion of this is slated for one-time use to address the greenhouse and gates CIP needs discussed in the narrative below.
This one-time portion will come from this fiscal year’s Public Lands vacancy and attrition savings which will be transferred
to CIP for project completion. The remaining $31,250 is being requested from the general fund balance for ongoing costs
at Liberty Park. The breakdown of all $316,375 in costs is contained in the table below.
Ongoing Costs Greenhouse Costs $31,250
One-time Greenhouse Costs $248,015
One-time Gate Costs $37,110
Total Costs to General Fund for FY 2024 $316,375
The first request is to aid in the displacement of staff and operations at the Liberty Park Greenhouse due to a recent
facilities condition assessment that has deemed the greenhouse to be unsafe for City employees. The second is for the
purchase of gates to block roads at Liberty Park, due to increased after-hours cars entering the park.
Greenhouse –In October 2023, Public Lands received a Facility Condition Assessment contracted by the Facilities
Division within Public Services. The assessment identified several concerns, and that structurally, the main house, the
south green house and the concrete deck over the underground garage are severely damaged. Staff and operations are no
longer using this facility and the department is working on a temporary solution to accommodate operations while design
and construction of a new facility is worked out. An FY 2025 CIP application will be submitted for design and to create
construction documents for the mitigation and repairs of the facility. Public Lands and Engineering are currently working
to secure a contractor for a structural review of the site. Depending on the outcome of that review, the current request for
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
3
funding could be used in one of two ways. The first and most desirable will be to make repairs to the East greenhouse (the
West greenhouse and office area are very unlikely to be eligible for repair). The second option will be to purchase hoop
houses for the annual plants, fencing to protect the temporary greenhouses, access to water, and to supply power with a
new transformer. The current transformer is near capacity and cannot serve this temporary solution. The new transformer
will be used for the greenhouse once mitigation or reconstruction is complete in either option. The Department is
requesting funds to rent a mobile office with restrooms for the staff based out of the greenhouse.The one-time
amount requested has been calculated to cover the cost of the hoop house option, as the structural review
is not complete.
SLC Trails and Natural Lands will rent underutilized greenhouse space at University of Utah to maintain the native plant
program. The City will provide learning opportunities in plant propagation and production, and native plants, for
University students.
Liberty Park Gates –The open road into Liberty Park is leading to significant afterhours activity. This includes vehicle
camping, the sale of drugs, vandalism (wire is being pulled from light posts by attaching the wire to vehicle bumpers), and
other crime. In addition, many vehicles remain on site through the night after closing hours. As both Code Enforcement
and Police increase efforts to secure the park at closing time, without locked gates, it is not feasible to fully achieve.
Exterior gates to the main park loop (both north and south locations) will control vehicle access to the park after hours,
where interior gates along the interior loop (both east and west) will help control parking problems as well as late evening
vandalism, unpermitted events and illegal event parking issues in the future. The gates selected are simple, stock, tube-
steel, black-painted, manual swinging and hand-locked. The historic preservation group is satisfied with the proposed
solution.
A-5: Public Lands One-time
Budget Reallocation
GF - Use of Vacancy & Attrition
Savings
558,000.00)
GF - Use of Vacancy & Attrition
Savings
225,000.00
GF - Use of Vacancy & Attrition
Savings
333,000.00
Fleet $333,000.00
Department: Public Lands Prepared By: Gregg Evans
For questions, please include Kristin Riker and Gregg Evans
The Public Lands Department is requesting a budget amendment to reallocate $558,000 as a one-time move of funds from
the department’s existing personnel budget generated by attrition and vacancy savings to other operational expense
categories. The Department is proposing to transfer a one-time amount of $333,000 to the Fleet Fund to order critical
operational equipment for redundancy purposes, and to reallocate a one-time amount of $225,000 to the operations and
maintenance budget to cover one-time contracted services. This item does not include a requested allocation from general
fund fund balance.
The $333,000 request mentioned above is to procure two (2) additional mowers and an excavator. The large-area mower
is in regular use in the Parks division. Mowers range in age from 2010 to 2019, with a median age of 8.5 years where the
average retirement age for these mowers is 10 years. At one point during the 2023 season, four of eight wide-area mowers
were out of service, and it is not uncommon to have two or three units out of service at any time. Irrigation repairs are
another constant in the Parks Division. Staff utilize mini excavators to dig up and repair lines. When this aging excavator
equipment fails, there are increased delays in repairing leaks and breaks and a greater chance of dead trees, turf, and
shrubs. Based on the latest bids for this equipment the ordering lead time was around 18 months. With lead times this far
out, ordering this equipment now will significantly accelerate the purchasing process and delivery of equipment.
The $225,000 request mentioned above is to address staff challenges. Hiring full and part-time positions has become
increasingly challenging for the Public Lands Department, which has generated attrition and vacancy savings this year.
When positions are not filled, a backlog of work accumulates. The Department is proposing to utilize contracted labor in
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
4
this instance to maintain continuity of operations and relieve workloads for existing staff. Without contracted labor,
essential maintenance functions cannot be performed as expected by the public and the Council.
A-6: Fire Station 1 Fencing Impact Fees $130,275.00
CIP $130,275.00
Department: Public Services and
Fire
Prepared By: JP Goates / Michael Fox
For questions, please include JP Goates, Kimberley Schmeling, Michael Fox, Jorge Chamorro and Karl
Lieb
Fire Station 1, at 211 South 500 East, is located on the corner of 500 East and 200 South. It has one driveway that enters
the parking lot from 500 E. and another that enters from 200 S. The parking lot is not well lit and is secluded. The
location, pedestrian traffic, and access from two directions has led to many issues over the years.
People often cut through the parking lot to get to the businesses on 500 E.
Persons experiencing homelessness have set up camping spots in the parking lot.
When returning to the station at night, crews have seen people running out of the parking lot on multiple
occasions.
Since 2019, SLC PD has opened 14 cases related to issues in the parking lot. Including vehicle theft, prowling, and
property theft.
Since 2018, SLC PD has responded to 45 calls at the station that were not made into active cases.
It is the Salt Lake City Fire Department’s priority to provide a safe area to conduct emergency response and for our
employees to park and secure their private property while on shift. The department believes that a gated fence to the
parking lot would assist in creating a safer area to conduct emergency responses and in preventing crime.
The Facilities Division has received estimates for installation of security fencing at the perimeter of Fire Station 1. This will
include chain link at the rear perimeter and ornamental fencing and gates at the front of the station and two access points.
Fire impact fees excess capacity is proposed to be utilized for this request.
A-7: Increase Fleet Maintenance
Capacity
GF $348,809.00
GF $51,100.00
Fleet $348,809.00
Fleet 42,100.00
IMS 9,000.00
Department: Public Services Prepared By: Julie Crookston / Jorge Chamorro
For questions, please include Jorge Chamorro, Julie Crookston, Kimberley Schmeling, Denise Sorensen
and Nancy Bean
For the last several years the Fleet division has been extremely conservative in its budget requests as leadership was
determining how Fleet maintenance needs had changed due to the long-lasting impacts of the pandemic. The pandemic
caused drastic changes to the automotive industry, such as increased costs and delivery time for parts and vehicles, with
some vehicle orders being completely cancelled. These issues have resulted in an older fleet that has more maintenance
needs at the same time the size of the fleet has increased as departments grow. Additionally, there were drastic changes to
vehicle usage during the pandemic, which are now showing lasting consequences. All these factors have necessitated
creative measures to maintain adequate Fleet services.
During the FY 2024 budget process, the department was hopeful it could continue to maintain its level of services for one
more year with the intention to ask for more resources during the FY 2025 budget process. However, this approach is no
longer sufficient. Fleet has been sending more and more vehicles to outside vendors for repairs, i.e. sublet and offering
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
5
overtime to existing mechanics, such that 73% of the budget for those items has already been used while only half the year
has elapsed. Additionally, multiple departments in the City have experienced operational impacts due to the slow
turnaround of vehicles. Unless more resources are dedicated to increased Fleet maintenance capacity, turnaround time for
vehicles will continue to increase, causing City operations to be adversely affected as City employees are unable to perform
their work without a vehicle.
Three new mechanics (FTEs) and minimal sublet funding are being requested. The total amount needed for this request
will be $399,909. An amount of $9,000 is also included for IMS to provide the necessary hardware and software for each
new hire. A detailed breakdown of expenses is outlined below.
Fleet Mechanics (3 FTE)–on-going $91,809
Education & Training –one-time $42,100
IMS Expense (software, hardware) one-time $9,000
Outside Repair –Mechanical (sublet) one-time $257,000
Total Costs to General Fund for FY 2024 $399,909
Adding three (3) new mechanics to the Fleet shop would increase capacity in the long term such that Fleet could maintain
service levels while utilizing normal amounts of sublet and overtime funding. The original intent was to request these FTEs
in the upcoming budgetary process; however, fleet maintenance capacity needs to be increased more quickly. It is
anticipated that these mechanics could be hired between February and March, but until then, Fleet will need to continue
subletting at the increased rates utilized so far this year.
A-8: Police Clean Neighborhoods
Teams
GF $1,829,000.00
Department: Police Prepared By: Shellie Dietrich
For questions, please include Shellie Dietrich and Chief Brown
The Salt Lake City Police Department is requesting $1,829,000 to staff officers (hereby referred to as “mitigation
officers”), on overtime, as part of the City’s ongoing efforts to reduce illegal camping, improve park safety, and to enforce
the Department’s Downtown Safety Initiative (DSI).
Currently, the Department is utilizing two (2) full-time sergeants to coordinate and manage mitigation officers working on
overtime focused on enforcing the law, prioritizing public safety, and reducing victimization while simultaneously
demonstrating compassion and empathy for the city’s unsheltered community.
Due to the sheer volume of calls for service and current staffing levels, the Department does not have the available
resources that can be dedicated for mitigation services without the use of overtime.
In October 2023, with the increase of shelter bed availability, the Department increased the number of mitigation officers,
utilizing overtime from both ARPA grant funding and general fund. These mitigation officers are primarily assigned
around the “Temporary Shelter Community” (TSC) in the Rio Grande District but may assist, as needed, in other areas
within the City. Within the TSC, a private contractor provides security 24/7 for operational needs. If there is a call for
police services, SLCPD officers would respond. The mitigation officers, in addition to regular proactive patrol work, are
frequently requested by the Salt Lake County Health Department to assist with enhanced mitigation impact clean ups.
Due to fluctuation in officer availability for mitigation overtime shifts and delays in the Department’s staffing retention
program, the Department had unspent budget in FY23 from vacancy savings. However, the Department does not
anticipate having a large budget savings at the end of FY24 due to its increase in hiring and other financial needs including
coverage for patrol calls for service and increased staffing needs for public order events, that may be covered using FY24
vacancy savings.
For the remainder of FY24 and FY25, the Department will need to rely on overtime funding to staff mitigation officers,
especially during the summer months when the City’s unsheltered population historically increases as the number of
I
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
6
shelter beds decreases with the emergency winter shelters closing. The Department anticipates, and is planning for,
additional FTEs for the Department to sustain its mitigation efforts.
In the future, the Department intends to request additional officers for one (1) sergeant and five (5) officers. This squad
will be similar to the Department’s Homeless Resource Center squads but will have a responsibility area that includes the
future home of the state’s Micro Community Shelter (MCS). The MCS will qualify as a Tier 1 shelter, and is expecte d to be
located on 700 West, just south of Interstate 80. This squad will only be a portion of the needed staffing as it will only
cover four-10-hour days out of seven-24-hour periods. The phased deployment will coincide with hiring and training of
new officers. Full implementation of the grant funded squad is expected within 15-18 months.
A-9: Public Safety Systems
Software
IMS $194,540.00
Department: Police /IMS Prepared By: Shellie Dietrich / Aaron Bentley
For questions, please include Aaron Bentley, Shellie Dietrich, Joseph Anthony and Gloria Cortes
This request is for a software solution that provides investigative tools for accessing and extracting electronic data from
cell phones, offered by Cellebrite. The current process is very labor and resource intensive. This software will provide the
needed tools and reduces costs to IMS in the PC replacement program and software staff.
The capability for Police and Fire investigators to utilize data extraction for case investigations is very limited. The current
software solution is not functional on the computers that these positions have, which is creating extensive delays in
investigations and case resolution. Without this software upgrade, IMS would need to replace currently existing computers
with computers that have additional functionality, including more robust storage, and better video and graphic cards.
Police has worked closely with IMS in determining the best long-term solution, leading to this recommendation. The
amount requested to support this need is $194,540 in ongoing cost.
A-10: Versaterm Case Service GF ($48,954.00)
IMS $203,148.00
Department: Police / IMS Prepared By: Shellie Dietrich / Aaron Bentley
For questions, please include Aaron Bentley, Shellie Dietrich, Joseph Anthony and Gloria Cortes
This request is for Versaterm Case Service. Versaterm is the records management system (RMS) and computer aided
design (CAD) system utilized by public safety. Case Services is a versaterm product that integrates with the RMS/CAD. It
provides an online reporting solution for the community to report non-emergency calls for service online.They’re
provided with a case number and routed to the proper area for response. This is a software upgrade that is now required
with the Versaterm upgrade to 8.1 that has significant enhancements efficiencies and will provide efficiencies for the
public safety departments within the city and improved customer service for the community. This upgrade provides
enhanced online reporting including NIBRs data collection and validation and case auto-transcription of general offense
reports of non-emergency incident entered through Case Service Reporting. It streamlines the process of receiving reports
from Loss Prevention / Shoplift departments with a reporting process for big box retailers. Also significant improvements
were made to the Case Service dashboard to provide better insight into quantities, types, and status of all Case Service
submissions. This software also provides a phone tree for non-emergency calls to public safety.
A-11: Outside Traffic Signal
Repair
GF $250,000.00
Department: Public Services Prepared By: Julie Crookston
For questions, please include Julie Crookston, Jorge Chamorro, Mark Stephens
Traffic signals at two separate intersections in the City have been damaged by non-city vehicles. (Gladiola and California
signals were damaged by a semi-truck roll over; 200 West 100 South signals were damaged by a grade-all forklift hitting
the mast arm and spinning the pole foundation.) The damage is severe enough that they cannot be repaired by our in-
house technicians. Street’s staff has obtained quotes for the repairs needed from our contracted vendor. This work will
ultimately be paid for by the insurance companies of the outside entities who caused the damage. However, Risk has
informed us that best practice is for the repairs to be managed by the City,and then to be reimbursed by the insurance
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
7
companies. This will ensure the City receives full compensation for the damages as the total cost will only be known after
the work is complete. Public Services does not have sufficient funding in our budget to cover the cost of repairs. No long-
term impact to the general fund is expected as, once the work is completed, Risk will seek reimbursement from the
insurance companies, and the money will go back to the general fund. The timing of this reimbursement is unknown and
may not be in the same fiscal year as the expenditures are incurred. This request is for $250,000 which includes a 10%
contingency on the quotes that we have received.
This is a replacement only - no design necessary; no upgrade and no addition to be made and is not a CIP.
A-12: APCO IntelliComm –EMD
Protocol
911 Comm $165,793.00
Department: 911
Communications
Prepared By: Lisa Kehoe
For questions, please include Lisa Kehoe, Megan Dickerson and Sandee Moore
The City needs to match existing medical dispatch protocol equipment and processes currently being used by the Salt Lake
Valley Emergency Communications Center (“VECC”). (Salt Lake City Code subsection 3.24.160(1)(b))-The City’s
continued use of ProQA’s dispatching software would also not be conducive to accomplishing the shared CAD
requirements expressed by the legislature because continued use of different dispatching protocols, not only slows the
City’s dispatch responses down but also hinders dispatch process es throughout Salt Lake County. The Versaterm CAD can
only use one medical protocol and the fact that the City and VECC currently use different medical protocols creates
unnecessary complications that arise when a 911 call needs to be transferred between the City and VECC. In such
situations each agency must take time to change the call to fit the parameters in each dispatch center’s medical protocol
before help can be dispatched. By contracting with APCO for medical dispatch services, the City can achieve a genuinely
interoperable common CAD system that will eliminate delays in time, allow for the inefficient use of resources, and ease
the continuity gaps that currently arise when calls are transferred between dispatch centers. If the department doesn’t
move forward with this new equipment, it will be forced to continue with the existing equipment that is inefficient and
renew the old contract. The costs shown are all one-time expenditures. Once implemented, the department will have the
ability to train its staff members instead of outsourcing through another agency. If industry standards require an update to
the protocols, those will not be an additional accrued cost. Funding will come from the E911 fund, which has a fund
balance of $5,256,661 as of June. Please see the attached document for further detail.
A-13: City Attorney –Outside
Counsel
GF $250,000
Department: City Attorney Prepared By; Greg Cleary
For questions, please include Katie Lewis, Mary Beth Thompson, or Greg Cleary.
The City Attorney Department is requesting $250,000 from fund balance (general fund) to support needs for outside
counsel.
Section B: Grants for Existing Staff Resources
Section C: Grants for New Staff Resources
Section D: Housekeeping
D-1: Planning & Design Division
Director Reclassification to
Appointed (Grade 35)
GF $0.00
Department: Public Lands Prepared By: Tyler Murdock
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
8
For questions, please include Kristin Riker, Tyler Murdock and Gregg Evans
In FY2024 BA2, Public Lands requested to move four (4) full-time landscape architect positions to Public Lands
Department. This was in response to the urgency and high expectations that the City and the public have regarding the
100+ existing parks, trails, and open space capital projects, and particularly the dozens of high profile projects from 2022's
Sales Tax Revenue Bond and General Obligation (or GO) Bond. The request included the creation of a Division with a
Division Director to oversee and facilitate immediate and efficient project delivery.
BA2 was left open with the intent to revisit the request to create an appointed Division Director position. At this time, the
Department of Public Lands is requesting a FY24 $0 housekeeping budget amendment to reclassify the Public Lands
Department's Planning Manager position (Grade 33) to an appointed Planning & Design Division Director (Grade 35). The
cost difference will be made up by the Department's FY 23/24 budget's vacancy savings and the ongoing funding will be
included in the department’s general budget request in the following fiscal year (FY 24/25).
The updated appointed pay plan provided by HR is also included to reflect this change.
D-2: Ongoing Landfill Projects CIP $1,000,000.00
Department: Public Services Prepared By: JP Goates, Mark Stephens
For questions, please include JP Goates, Kimberley Schmeling, Mark Stephens and Jorge Chamorro
The landfill unallocated CIP account has been receiving revolving funds for various ongoing landfill projects. The funds
placed in the account are applied to individual projects and then reimbursed to the General Fund. Module 8 is the next
step in the series of landfill modules where refuse will be placed. It is needed to continue the expansion of the landfill to
accommodate ongoing growth. Module 8 is approximately 40 acres and has a clay liner and HDPE welded liner
underneath to protect the groundwater from the landfill leachate. There have been change orders to Module 8 that require
the fund to be replenished. This reimbursable fund also needs to be in place for current and future projects on a revolving
basis.
Public Services’ Engineering Finance bills the County after services are provided. This is a pass-through cost that used to
reside under Waste and Recycling but has since been moved to Engineering. Since Engineering oversees the
improvements, it was determined that Public Services should process the pass-through costs as well.
D-3: Transfer from
Transportation to Debt Service
for Garage Loan from State
GF $1,100,000.00
Debt Service $1,100,000.00
For questions, please include Mary Beth Thompson, Greg Cleary, Marina Scott, Samantha Kenney and
Gabby Ewell
This is a housekeeping item related to the State Infrastructure Bond repayment. This item is to transfer the $1.1M received
from the State to the Debt Service Fund, to support the approximate $7m State Infrastructure Bond for the construction of
a parking garage.
Section E: Grants Requiring No Staff Resources
Section F: Donations
Salt Lake City FY 2023-24 Budget Amendment #4 - Revised
Initiative Number/Name Fund Amount
9
Section G: Consent Agenda
Consent Agenda
G-1: Bloomberg Philanthropies
Wake the Great Salt Lake
Misc. Grants $1,000,000.00
Department: Salt Lake City Arts
Council (ED)
Prepared By: Felicia Baca; Amy Dorsey
Salt Lake City applied for a grant with Bloomberg Philanthropies. The grant aims to educate and inspire residents and
visitors to identify possible solutions and take action locally and nationally. Public art projects will be structured around
major themes such as water conservation, air quality, agriculture, industry, environmental and social justice- including
indigenous rights and lake ecology. Salt Lake City's proposed project consists of 1) a series of 3-5 significant artworks
created by world-renowned artists across the city. These artists will be selected to leverage their notoriety and practice
while bringing awareness to our civic issues. 2) a series of temporary public art projects by local and regional artists and
organizations in various disciplines, including but not limited to performers, sculptors, painters, muralists, printmakers,
filmmakers, poets, new media, etc. By commissioning our local community of artists to create context and site-specific
artworks about the Great Salt Lake, our local community will be able to reflect on this crisis in new and compelling ways.
Bloomberg Philanthropies is awarding the City $1,000,000 to fund the two-year public art project, Wake the Great Salt
Lake.
Salt Lake City will be providing a match of $1,060,000 with in-kind staff time and other grant funding.
A public hearing was held on April 18, 2023.
G-2: State of Utah Increase
Homeless Mitigation Grant
Misc. Grants $216,439.66
Department: Housing
Stability/Police Department
Community and
Neighborhoods)
Prepared By: Michelle Hoon; Amy Dorsey
The State has given the City an increase for the Homeless Mitigation grant. As a reminder, the City was awarded
3,107,201 for FY 2024. This award was for 1) Public Safety staff, program supplies, equipment, and vehicle maintenance,
2) Two sub-awards for Volunteers of America and Downtown Alliance, and 3) 2 HEART Coordinators, a Case Manager,
half the salary of a grant’s person along with training, travel,and program supplies.
Due to the City hosting overflow beds, the City will receive additional funds for FY 24. In total, the City will receive
650,000. 2/3 of that money will go directly to shelter providers. The City will retain $216,439.66, which is required to be
put toward public safety. This money will be used for PD overtime in the Rio Grande area around the new Temporary
Shelter Community.
A public hearing was held for the Homeless Mitigation Grant on September 19, 2023.
Section I: Council Added Items
Impact Fees - Summary Confidential
Data pulled 07/20/2023
Unallocated Budget Amounts: by Major Area
Area Cost Center
UnAllocated
Cash
Notes:
Impact fee - Police 8484001 1,402,656$
Impact fee - Fire 8484002 273,684$B
Impact fee - Parks 8484003 16,793,487$C
Impact fee - Streets 8484005 6,304,485$D
24,774,312$
Expiring Amounts: by Major Area, by Month
202207 (Jul2022)2023Q1 -$-$-$-$-$
202208 (Aug2022)2023Q1 -$-$-$-$-$
202209 (Sep2022)2023Q1 -$-$-$-$-$
202210 (Oct2022)2023Q2 -$-$-$-$-$
202211 (Nov2022)2023Q2 -$-$-$-$-$
202212 (Dec2022)2023Q2 -$-$-$-$-$
202301 (Jan2023)2023Q3 -$-$-$-$-$
202302 (Feb2023)2023Q3 -$-$-$-$-$
202303 (Mar2023)2023Q3 -$-$-$-$-$
202304 (Apr2023)2023Q4 -$-$-$-$-$
202305 (May2023)2023Q4 -$-$-$-$-$
202306 (Jun2023)2023Q4 -$-$-$-$-$Current Month
202307 (Jul2023)2024Q1 -$-$-$-$-$
202308 (Aug2023)2024Q1 -$-$-$-$-$
202309 (Sep2023)2024Q1 -$-$-$-$-$
202310 (Oct2023)2024Q2 -$-$-$-$-$
202311 (Nov2023)2024Q2 -$-$-$-$-$
202312 (Dec2023)2024Q2 -$-$-$-$-$
202401 (Jan2024)2024Q3 -$-$-$-$-$
202402 (Feb2024)2024Q3 -$-$-$-$-$
202403 (Mar2024)2024Q3 -$-$-$-$-$
202404 (Apr2024)2024Q4 -$-$-$-$-$
202405 (May2024)2024Q4 -$-$-$-$-$
202406 (Jun2024)2024Q4 -$-$-$-$-$
202407 (Jul2024)2025Q1 -$-$-$-$-$
202408 (Aug2024)2025Q1 -$-$-$-$-$
202409 (Sep2024)2025Q1 -$-$-$-$-$
202410 (Oct2024)2025Q2 -$-$-$-$-$
202411 (Nov2024)2025Q2 -$-$-$-$-$
202412 (Dec2024)2025Q2 -$-$-$-$-$
202501 (Jan2025)2025Q3 -$-$-$-$-$
202502 (Feb2025)2025Q3 -$-$-$-$-$
202503 (Mar2025)2025Q3 -$-$-$-$-$
202504 (Apr2025)2025Q4 -$-$-$-$-$
202505 (May2025)2025Q4 -$-$-$-$-$
202506 (Jun2025)2025Q4 -$-$-$-$-$
202507 (Jul2025)2026Q1 -$-$-$-$-$
202508 (Aug2025)2026Q1 -$-$-$-$-$
202509 (Sep2025)2026Q1 -$-$-$-$-$
202510 (Oct2025)2026Q2 -$-$-$-$-$
202511 (Nov2025)2026Q2 -$-$-$1,103,628$1,103,628$
202512 (Dec2025)2026Q2 -$-$-$113,748$113,748$
202601 (Jan2026)2026Q3 -$-$-$3,960$3,960$
202602 (Feb2026)2026Q3 -$-$-$26,929$26,929$
202603 (Mar2026)2026Q3 -$-$-$95,407$95,407$
202604 (Apr2026)2026Q4 -$-$-$1,065,383$1,065,383$
202605 (May2026)2026Q4 -$-$-$95,762$95,762$
202606 (Jun2026)2026Q4 -$-$-$53,972$53,972$
Total, Currently Expiring through Jun 2026 -$-$-$2,558,788$2,558,788$
FY
2
0
2
3
Calendar
Month
FY
2
0
2
4
FY
2
0
2
5
FY
2
0
2
6
Fiscal
Quarter
E = A + B + C + D
Police Fire Parks Streets
Total
I
Impact Fees Confidential
Data pulled 07/20/2023
AAA BBB CCC DDD = AAA - BBB - CCC
Police
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Police Allocation
Budget Amended
Sum of Police Allocation
Encumbrances
Sum of Police Allocation YTD
Expenditures
Sum of Police Allocation
Remaining Appropriation
IFFP Contract - Police 8423003 9,000$-$-$9,000$
Grand Total 9,000$-$-$9,000$
A
Fire
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Fire Allocation
Budget Amended
Sum of Fire Allocation
Encumbrances
Sum of Fire Allocation YTD
Expenditures
Sum of Fire Allocation
Remaining Appropriation
Fire Training Center 8417015 (499,533)$-$(499,533)$-$
Fire'sConsultant'sContract 8419202 3,079$3,021$-$58.00
IFFP Contract - Fire 8423004 9,000$-$-$9,000$B
IF Excess Capacity - Fire 8423006 2,200,000$-$2,200,000$-$
Grand Total 1,712,546$3,021$1,700,467$9,058.00
Parks
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Parks Allocation
Budget Amended
Sum of Parks Allocation
Encumbrances
Sum of Parks Allocation YTD
Expenditures
Sum of Parks Allocation
Remaining Appropriation
Fisher Carriage House 8420130 261,187$-$261,187$-$
Emigration Open Space ACQ 8422423 700,000$-$700,000$-$
Waterpark Redevelopment Plan 8421402 16,959$1,705$15,254$-$
JR Boat Ram 8420144 3,337$-$3,337$-$
RAC Parcel Acquisition 8423454 395,442$-$395,442$0$
Park'sConsultant'sContract 8419204 2,638$2,596$-$42$
Cwide Dog Lease Imp 8418002 23,262$23,000$-$262$
Rosewood Dog Park 8417013 1,056$-$-$1,056$
Jordan R 3 Creeks Confluence 8417018 1,570$-$-$1,570$
9line park 8416005 16,495$855$13,968$1,672$
Jordan R Trail Land Acquisitn 8417017 2,946$-$-$2,946$
ImperialParkShadeAcct'g 8419103 6,398$-$-$6,398$
Rich Prk Comm Garden 8420138 12,431$4,328$-$8,103$
FY IFFP Contract - Parks 8423005 9,000$-$-$9,000$
Redwood Meadows Park Dev 8417014 9,350$-$-$9,350$
9Line Orchard 8420136 156,827$132,168$6,874$17,785$
Trailhead Prop Acquisition 8421403 275,000$-$253,170$21,830$
Marmalade Park Block Phase II 8417011 1,042,694$240,179$764,614$37,902$
IF Prop Acquisition 3 Creeks 8420406 56,109$-$1,302$54,808$
Green loop 200 E Design 8422408 608,490$443,065$93,673$71,752$C
FY20 Bridge to Backman 8420430 156,565$44,791$30,676$81,099$
Fisher House Exploration Ctr 8421401 555,030$52,760$402,270$100,000$
Cnty #1 Match 3 Creek Confluen 8420424 254,159$133,125$13,640$107,393$
UTGov Ph2 Foothill Trails 8420420 122,281$-$1,310$120,971$
Three Creeks West Bank NewPark 8422403 150,736$-$-$150,736$
Rose Park Neighborhood Center 8423403 160,819$-$2,781$158,038$
Historic Renovation AllenParK 8422410 420,000$156,146$104,230$159,624$
RAC Playground with ShadeSails 8422415 179,323$-$712$178,611$
Bridge to Backman 8418005 266,306$10,285$4,262$251,758$
900 S River Park Soccer Field 8423406 287,848$-$-$287,848$
Lighting NE Baseball Field 8423409 300,000$-$678$299,322$
Open Space Prop Acq-Trails 8423453 300,000$-$-$300,000$
SLC Foothills Land Acquisition 8422413 319,139$-$-$319,139$
Parley's Trail Design & Constr 8417012 327,678$-$-$327,678$
Jordan Prk Event Grounds 8420134 428,074$5,593$23,690$398,791$
Wasatch Hollow Improvements 8420142 446,825$18,467$14,885$413,472$
Open Space Prop Acq-City Parks 8423452 450,000$-$-$450,000$
Jordan Park Pedestrian Pathway 8422414 510,000$9,440$34,921$465,638$
Gateway Triangle Property Park 8423408 499,563$-$106$499,457$
RAC Playground Phase II 8423405 521,564$-$-$521,564$
Mem. Tree Grove Design & Infra 8423407 867,962$-$2,906$865,056$
Marmalade Plaza Project 8423451 1,000,000$-$3,096$996,905$
SLCFoothillsTrailheadDevelpmnt 8422412 1,304,682$41,620$62,596$1,200,466$
GlendaleWtrprk MstrPln&Rehab 8422406 3,177,849$524,018$930,050$1,723,781$
Pioneer Park 8419150 3,149,123$69,208$94,451$2,985,464$
Glendale Regional Park Phase 1 8423450 4,350,000$-$-$4,350,000$
Grand Total 24,106,716$1,913,351$4,236,078$17,957,287$
Streets
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Values
Description Cost Center
Sum of Street Allocation
Budget Amended
Sum of Street Allocation
Encumbrances
Sum of Street Allocation YTD
Expenditures
Sum of Street Allocation
Remaining Appropriation
Transportation Safety Improvem 8417007 1,292$-$1,292$-$
500/700 S Street Reconstructio 8412001 15,026$11,703$3,323$-$
Trans Safety Improvements 8419007 13,473$-$13,473$-$
900 S Signal Improvements IF 8422615 70,000$-$70,000$-$
Corridor Transformations IF 8422608 25,398$25,398$-$-$
Trans Master Plan 8419006 13,000$-$13,000$-$
9 Line Central Ninth 8418011 63,955$-$63,955$-$
Local Link Construction IF 8422606 50,000$-$50,000$-$
Gladiola Street 8406001 16,109$12,925$940$2,244$
Transportatn Safety Imprvmt IF 8422620 44,400$-$38,084$6,316$
Urban Trails FY22 IF 8422619 6,500$-$-$6,500$
Street'sConsultant'sContract 8419203 29,817$17,442$-$12,374$
Complete Street Enhancements 8420120 35,392$-$16,693$18,699$
500 to 700 S 8418016 22,744$-$-$22,744$D
900 South 9Line RR Cross IF 8422604 28,000$-$-$28,000$
Transp Safety Improvements 8420110 58,780$17,300$11,746$29,734$
1700S Corridor Transfrmtn IF 8422622 35,300$-$-$35,300$
200S TransitCmpltStrtSuppl IF 8422602 37,422$-$-$37,422$
300 N Complete Street Recons I 8423606 40,000$-$-$40,000$
1300 S Bicycle Bypass (pedestr 8416004 42,833$-$-$42,833$
400 South Viaduct Trail IF 8422611 90,000$-$-$90,000$
Neighborhood Byways IF 8422614 104,500$-$-$104,500$
Transit Cap-Freq Trans Routes 8423608 110,000$-$-$110,000$
TransportationSafetyImprov IF 8421500 281,586$124,068$40,300$117,218$
Indiana Ave/900 S Rehab Design 8412002 124,593$-$-$124,593$
Bikeway Urban Trails 8418003 181,846$-$542$181,303$
200 S Recon Trans Corridor IF 8423602 252,000$-$-$252,000$
Street Improve Reconstruc 20 8420125 780,182$46,269$393,884$340,029$
IF Complete Street Enhancement 8421502 625,000$-$-$625,000$
Traffic Signal Upgrades 8421501 836,736$55,846$45,972$734,918$
700 South Phase 7 IF 8423305 1,120,000$-$166$1,119,834$
1300 East Reconstruction 8423625 3,111,335$1,192,649$224,557$1,694,129$
Grand Total 8,267,218$1,503,600$987,926$5,775,692$
Total 34,095,480$3,419,972$6,924,471$23,751,037$
E = A + B + C + D
TRUE TRUE TRUE TRUE
8484002
24,774,312$
8484003
8484005
16,793,487$
6,304,485$
273,684
UnAllocated
Budget
Amount
8484001
1,402,656$
L_____L_______l_________L____J D ~~~ =====-====~-===
l===f=~===== -===== -=====-=====-====I ~
I I I I
r----=====---==±==+=------==JI______ I I
I I I I I
I I I I I
Atachmen s
A-1
Ver 1/9/2024 Page 1 of 7
Clean Air SLC Initiative
The Sustainability Department is developing Clean Air SLC, an initiative that aims to distribute
equipment and information to help residents improve air quality in their communities and inside their
homes.Clean Air SLC will distribute resources through three incentive programs: E-Bike Rebates, Indoor
Air Quality Tools, and Electric Yard Care Equipment.
The City Council supported the creation of an Air Quality Incentives Program during the Citywide FY24
budget process. Budget was appropriated to continue offering Electric Yard Care Equipment exchanges
and hire a new full-time employee (FTE) to help design and administer a more comprehensive Air
Quality Incentives Program tailored for Salt Lakers.
During the FY24 budget process, the City Council requested that the Sustainability Department provide a
written proposal of the program policy and goals for the Electric Bike Rebates and Indoor Air Quality
incentives before approving funding for those two incentives.
Summaries of the three Air Quality Incentives Programs are provided below:
1) Electric-Bike (E-bike) Rebate Program will distribute vouchers to encourage the purchase of e-bikes
as transportation alternatives to cars.
2) Indoor Air Quality Program will distribute indoor air purifiers, HVAC filters, and induction stoves
though the City’s existing housing programs.
3) Electric Yard Care Equipment Program will offer rebate for residents to purchase electric yard care
equipment, such as snowblowers, lawn mowers, leaf blowers, etc. The Sustainability Department
continues to work closely with the Utah Division of Air Quality on the details of this program. This
program is not addressed in this document because the Department is waiting on critical decisions
from DAQ before designing this program.
The Department is requesting $230,000 to fund the E-bike Rebate and Indoor Air Quality Programs.
Funding is needed for the Department to issue a Request for Proposals (RFP) for the E-bike Program and
to purchase equipment for the Indoor Air Quality Program, the next critical steps in program
development.
The purpose of this document is to provide information for the City Council about the currently
proposed E-bike Rebate and Indoor Air Quality program design, the programs for which funding is being
requested. The proposed program components described here are based on feedback from internal and
external stakeholders and research of similar programs in other cities. Program details are still under
development and will be finalized this Winter and Spring. The Department looks forward to
incorporating the City Council’s feedback into the proposed program design.
The Department considers this first round a pilot launch and will adjust future launches according to
public needs, lessons learned during the pilot launch, and City policy priorities. The Department plans to
e
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Ver 1/9/2024 Page 2 of 7
explore available federal and other funding sources to provide supplementary funding for this program
in the future. Establishing a successful pilot will be an important step in securing additional funding
sources.
1. E-Bike Rebate Program Overview
The E-Bike Rebate Program will provide financial incentives for e-
bikes purchased as a transportation alternative to reduce vehicle
miles traveled. The goal of this program is to make e-bikes more
accessible and affordable and inspire residents to embrace a greener and healthier mode of
transportation while contributing to the reduction of transportation-related emissions in our city.
The Department anticipates using $200,000 of the budget amendment request for the E-bike Rebate
Program and aims to launch this program in Summer 2024.
The proposed program description provided in this document is based on feedback and information
collected from local bike shops, bike organizations, and similar programs. The actual program design
may change with additional feedback from stakeholders and depending on the results of the RFP
process.
Research that informed the proposed program design include:
Bike shops:The Department interviewed five local e-bike suppliers to gather information on the
types of bikes provided, warranty options, and educational and service support provided. The
Department also collected feedback on key program components, such as anticipated voucher
amounts and redemption process, e-bike specifications, and procurement process. The bike
shops interviewed represented a range of business types and included a local e-bike
manufacturer and retailer, locally owned businesses, a national manufacturer and retailer, and a
national retailer.
Bike organizations:The Department gathered feedback and explored partnership opportunities
with Bike Utah and other local organizations. Additionally, the Department researched policy
documents prepared by national bicycling organizations, such as The League of American
Cyclists and People for Bikes.
Other E-Bike Incentives Programs:The Department conducted extensive researched on e-bike
incentive programs across the country and have been in close communication with UCAIR about
the Magnum+UCAIR E-Bike Incentive Program, which launched Summer 2023. This research was
intended to understand different program options, models, and lessons-learned.
1.1. Vouchers and Applicant Eligibility Criteria
The Department anticipates vouchers will range from $400 to $1,400 depending on bike type and
income. Higher voucher amounts will be available to income-qualified applicants. Vouchers will be used
at the point-of-sale to reduce the purchase price of the e-bike. The table below provides a summary of
the anticipated voucher amounts:
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Bike Type Standard Voucher Income-Qualified Voucher
City and Commuter $400 $1,000
Adaptive $600 $1,200
Cargo & Utility $800 $1,400
1.1.1. Eligible E-Bikes
Below is a list of the anticipated eligible e-bike types and specifications. Final equipment eligibility is
subject to change.
1) Eligible E-Bike Types
a) Cargo & utility
b) City and commuter
c) Adaptive
d) Mountain and gravel bikes are not eligible
2) Eligible bike classes: Classes 1, 2, and 3
3) Max nominal power output (motor): 750 watts
4) Be newly manufactured or purchased, with original proof of purchase.
5) Have a MSRP of not more than $4,000
6) Manufacturer’s warranty must be available for frame, battery, and components for a period
of not less than one (1) year.
7) Electrical drive system must be certified by an accredited testing laboratory for compliance
with UL 2849 or EN 15194
1.1.2. Voucher Distribution
It is anticipated that the application period will be open for at least one week for the general public.
Vouchers will be distributed through a lottery system, ensuring a fair and random allocation among
participants.
The Department proposes to prioritize vouchers distribution to income-qualified applicants to ensure
this program benefits a demographic that may face financial barriers to adopting e-bikes for
transportation and welcomes the City Council’s feedback on how to design this prioritization structure.
The Department is considering strategies to effectively encourage low-income residents to apply, such
as targeted outreach, a longer application period, and bike safety training events. These strategies are
further discussed in Section 1.3.
Voucher recipients will be able to redeem their vouchers at any of the participating bike shops. The
Sustainability Department has been working with IMS to develop a program application and an
automated voucher reimbursement process.
1.1.3. Applicant Eligibility
Applicants must be residents of Salt Lake City and 18-years of age or older. A valid driver’s license or
other State-issued ID card will be required to apply. A utility bill or bank statement will be required to
demonstrate proof of residency. Each household will be eligible to receive up to two vouchers.
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1.1.4. Income-Qualified Applicants
To receive an income-qualified voucher, applicant must meet one of the following criteria:
1) Have a household income of less than 80% AMI. See below for income limits amounts per
household size.
HOUSEHOLD
SIZE
1 2 3 4 5 6 7 8
LOW INCOME
80% AMI
57,350 $65,550 $73,750 $81,900 $88,500 $95,050 $101,600 $108,150
Source:https://www.slc.gov/housingstability/wp-content/uploads/sites/59/2022/08/HOME-Income-Limits-2022-23.pdf
2) Be currently registered in an approved state or federal income-qualified program. A list of
approved programs include:
UTAH Family Employment Program
UTAH Medicaid
UTAH HeadStart
UTAH Home Energy Assistance Training Program HEAT
To qualify for the income qualified voucher, applicants can submit one of the following documents:
Tax document (W-2, 1099) for all income-earning members of the household
Employer attestation(s) to verify income
Proof of enrollment in another State or federal income-qualifying assistance program
1.2. E-Bike Suppliers
Feedback gathered from potential bike suppliers has been incorporated into a draft RFP. The
competitive selection process will be initiated if funding is appropriated by the City Council. The
Department anticipates selecting up to 5 suppliers for the e-bike program. Suppliers will be selected
based on the quality of bikes sold, proposed bike safety accessory packages, level of maintenance
support provided, and staff experience and knowledge of e-bikes.
Anticipated bike eligibility requirements and supplier responsibilities are listed below, but all are subject
to change.
Suppliers must have a storefront within Salt Lake City boundaries and will be responsible for the
following:
Voucher Redemption
o Verifying identity of holder of the voucher with a valid driver’s license or
government-issued identification.
o Verifying voucher expiration date, eligibility of the e-bikes with program
requirements and/or a list of eligible bike models.
o Fulfilling voucher recipients' orders within a 14-day period from purchase.
Voucher Reimbursement
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Ver 1/9/2024 Page 5 of 7
o Submitting vouchers to the Sustainability Department’s Program Administrator for
reimbursement within 10 business days from date of transaction along with
receipts.
Customer Education/Support
o Providing a smooth and consistent process for users picking up their e-bikes.
Suppliers must explain and set expectations with customers about e-bike
maintenance and care.
o Sharing cycling and e-bike ownership educational materials provided by Salt Lake
City to program participants.
o Providing information to support recipients registering their bikes with the
manufacturer and the Salt Lake City police department.
o Providing an opportunity for voucher recipients to test ride e-bikes before the final
sale.
Bike Safety and Maintenance Support
o Offering a discount on bike safety accessories, including helmets, lights, patch kits,
and locks, to voucher recipients at the time of purchase.
o Providing a free 90-day tune-up on bikes sold from their location.
o Installing and maintaining on-site flat prevention systems.
1.3. Outreach Strategy
The Department is currently developing an outreach plan and tools. The plan will outline details for
press releases, social media posts, and other promotions. This plan will also detail strategies to reach
low-income residents, such as partnerships with organizations working in these communities, culturally
appropriate materials, and bike safety training and bike demonstration events to educate new and
inexperienced bike riders. Graphically designed materials are being developed and include logos, social
media templates, brochure templates, and other resources, which you can see in this document. The
Department will work with IMS’ Civic Engagement and Media Teams and the Transportation Division in
the development of the outreach plan and tools.The Department welcomes the City Council’s feedback
on the outreach strategy.
1.4. Program Metrics
The Department will track metrics to measure the effectiveness and impact of the program. Some of
these metrics could include:
Engagement rates with outreach materials
Percentage of applicants that are new to bike riding
Applicant demographics
Percentage of vouchers redeemed
Follow-up survey to gauge usage frequency, miles travelled, car miles replaced, costs to
operate, and participant satisfaction with purchased e-bike and the program
Estimated greenhouse gas and air pollutant emission reductions
Number of educational sessions conducted, number of attendees
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1.5. Other Considerations
It is important to recognize that bike storage, riding etiquette, parking, and infrastructure are critical
considerations that can impact the adoption of cycling as a transportation alternative. While the
Department cannot resolve all these issues through a voucher program, we are assessing the challenges
and identifying opportunities to incorporate solutions into this program, for example through requiring
discounted safety equipment, assistance with registering bikes, analyzing bike storage and security
solutions to propose and work with partners to support implementation, and continuing to develop
relationships with bike advocacy organizations to assist with education and outreach.
Through this program the Department will continue to explore opportunities to work in partnership to
address challenges to the adoption of e-bikes as transportation. Recognizing these issues cannot be
quickly resolved, this program can be a catalyst to systematically address some of these challenges.
2. Indoor Air Quality Program
Research continues to show how the air inside our homes can,
at times, be more polluted and harmful to health than the air
outside. Furthermore, during high pollution periods, outdoor air
can infiltrate homes and buildings, impacting the health of those inside. Thankfully, there are simple
equipment and behavioral measures that can significantly improve indoor air quality. For these reasons,
the Sustainability Department began an educational campaign in 2022 around indoor air quality, hosting
a partnership event to learn about the latest research, and incorporating messaging on the SLCgreen
social media platforms, blog posts and website.
Under the leadership of Mayor Mendenhall, in the FY24 budget process the Department proposed
enhancing the air quality incentives program by providing tools that will directly improve the air inside
people’s homes, particularly those who have lower household incomes. To do so, the Department plans
to collaborate with the Housing Stability Division’s Handyman and Home Repair programs to distribute
high-efficiency HVAC filters, air purifiers, and single-burner induction cooktops. The Department
anticipates using $30,000 of the budget amendment request for this Indoor Air Quality program.
Based on Housing Stability’s program data from past years, the Department anticipate working with 60
homes over a one-year period. The number of homes served will depend on the number of applicants
the housing programs enroll, and types of repairs performed.
If funding is approved, the Department will begin working with contractors for the Handyman and Home
Repair programs to start distributing indoor air quality tools.
2.1. Indoor Air Quality Assessment
For their existing programs, Housing Stability staff conducts a home assessment to assist residents with
their applications and evaluate the rehabilitation needs of the home. The Department plans to work
with Housing Stability staff to collect information during these assessments to identify the appropriate
indoor air quality interventions for each home, such as furnace type and age, stove type (gas vs.
electric), age of household members, and health concerns (such as respiratory and heart diseases).
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2.2. Indoor Air Quality Equipment
The Department proposes distributing the following interventions:
High-efficiency furnace filters with efficiency ratings of MERV 13 or higher will be offered
along with instructions for replacing filters, and reminders for filter replacement. MERV 13
filters are not appropriate in all instances because they can diminish the efficiency and
performance of the furnace. An assessment of the age and condition of the furnace will be
conducted, and the highest-efficiency option will be provided if a MERV 13 filter is not
appropriate.
Air Purifiers will be offered to homes where residents have health conditions exacerbated
by poor air quality or where high efficiency filters cannot be installed.
Single-burner induction stoves will be offered to homes that have gas stoves. Stoves fueled
by natural gas can result in high levels of indoor air pollution. Program participants will be
provided information on the impact of gas stoves on indoor air quality and will be offered a
single-burner induction stove along with appropriate cookware.
Indoor Air Quality Monitors will be offered as a tool to increase awareness of how routine
activities impact indoor air quality.
2.3. Educational Components
This program will also include an educational component to help residents understand how to improve
indoor air quality in their homes. The materials will discuss strategies for improving indoor air quality
and will include instructions for the materials distributed by our program. These materials will be
distributed through the City’s Handyman and Home Repair Programs.
Sustainability is also exploring partnerships with other organizations, such as community health workers,
to distribute educational materials and promote the City’s Handyman and Home Repair Programs and
the Clean Air SLC programs.
2.4. Program Metrics & Outcomes
The Department will track metrics to measure the effectiveness and impact of the program. Some of
these metrics could include:
Engagement rates with outreach materials
Percentage of applicants interested in these interventions
Types and number of interventions installed
Applicant demographics
Follow-up survey to gauge usage frequency, impact of educational material, and satisfaction
with the program
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Atachmen s
A-12
REQUEST FOR WAIVER – APCO CONTRACT
Sal Lake Ci y’s E991 Depar men(he “Depar men”) hereby asks he Sal Lake Ci y Corpora on (“Ci y”)
Chie Procuremen O cer o waive he s andard procuremen process and allow he Depar men o
pursue a con rac or medical dispa ch pro ocols and processes wi h he Associa on o Public-Sa e y
Communica ons O cials In erna onal, Inc. (“APCO”). A procuremen waiver is needed in his si ua on
because:
1. The Ci y needs o ma ch exis ng medical dispa ch pro ocol equipmen and processes curren ly
being used by he Sal Lake Valley Emergency Communica ons Cen er (“VECC”). (Sal Lake Ci y
Code subsec on 3.24.160(1)(b))
2. The supplies and services needed o ma ch VECC’s dispa ch pro ocol equipmen and processes is
only available rom a sole source, and a solici a on process would be ex remely unlikely o
produce a meaning ul compe on. (Sal Lake Ci y Code subsec on 3.24.160(1)(a))
3. A waiver o he solici a on process in his si ua on would be in he bes in eres o he Ci y and
he convenience o he public. (Sal Lake Ci y Code subsec on 3.24.160(1)(d))
BACKGROUND
In recen years,he U ah S a e Legisla ure expressed a s rong in eres in ensuring he 911 services
be ween PSAPS are rapid, e cien, and in eroperable. See U ah Code Subsec on 63H-7-302(1). The
Ci y’s E911 Depar men and VECC are he wo primary Public Sa e y Answering Poin s (“PSAPs”)ha
provide dispa ch services or he Sal Lake Valley. Because he wo en es share he responsibili y o
providing dispa ch services in he Sal Lake Valley,hey are cons an ly working oge her o provide as
and accura e responses o calls seeking emergency dispa ch services. Using a ruly in eroperable sys em
is crucial o providing medical dispa ch services o he public in a rapid and e cien manner. In ac,o
provide emergency dispa ch services as quickly and accura ely as possible, and a he urging o various
S a e governmen en es,he Ci y and VECC use a shared, or common, compu er aided dispa ch
program (“CAD”) known as Versa erm. However,he Ci y and VECC curren ly do no use he same
medical dispa ch pro ocols. VECC previously issued a reques or proposals rela ed o medical dispa ch
pro ocols and selec ed he Associa on o Public-Sa e y Communica ons O cials In erna onal, Inc
APCO)o provide VECC’s medical dispa ch pro ocols and rela ed services. Since moving o APCO, VECC
has no ed ha he me required o dispa ch a medical call has signi can ly reduced – resul ng in help
being sen as er han wha he Ci y is curren ly experiencing opera ng using Pro-QA dispa ch pro ocols.
A highligh ed comparison using he s a s cal CAD repor s or Augus 1s o Augus 20
h
2023 is a ached.
The me a call is “In Queue” represen s he me a call is wai ng or su cien in orma on be ore i can
be dispa ched on. One repor shows Sal Lake Ci y Fire (CF) and he o her shows Uni ed Fire (UF). The
me be ore dispa ch services are able begin dispa ching any re/medical response is wha is highligh ed
in he “In Queue” column. The a ached documen s indica e ha he “In Queue”me or Sal Lake Ci y
using ProQA are commonly over a minu e or an overall average o 1.53 minu es. This is under he
required 2 minu es o s ar help or a medical call. However,he a ached documen s also show ha
Uni ed Fire (UF), which is dispa ched by VECC using APCO’s medical pro ocol ha allows hem o
dispa ch when cer ain pieces o in orma on are ob ained (whereas ProQA’s dispa ch pro ocols would
normally preven his more rapid dispa ch approach) resul s in an average o only 39 seconds “In Queue”
be ore VECC begins sending help. These resul s indica e ha, even disregarding he e ciencies gained by
he Ci y and VECC opera ng o a single pro ocol sys em,he overall me “In Queue” be ore Sal Lake
Ci y Fire could be dispa ched on medical calls would be much lower using APCO’s medical pro ocol ha
does no hinder he Ci y’s abili y o begin sending help once he dispa ching process reaches a poin
where i becomes clear wha ype o help is needed. Curren ly he ProQA dispa ching sofware preven s
he Ci y rom aking ac on un l he dispa ch process is en rely comple e.
The Ci y’s con nued use o ProQA’s dispa ching sofware would also no be conducive o accomplishing
he shared CAD requiremen s expressed by he legisla ure because con nued use o di eren
dispa ching pro ocols, no only slows he Ci y’s dispa ch responses down bu also hinders dispa ch
processes hroughou Sal Lake Coun y. The Versa erm CAD can only use one medical pro ocol and he
ac ha he Ci y and VECC curren ly use di eren medical pro ocols crea es unnecessary complica ons
ha arise when a 911 call needs o be rans erred be ween he Ci y and VECC. In such si ua ons each
agency has o ake me o change he call o he parame ers in each dispa ch cen er’s medical
pro ocol be ore help can be dispa ched. By con rac ng wi h APCO or medical dispa ch services,he Ci y
can achieve a genuinely in eroperable common CAD sys em ha will he elimina e delays in me,he
ine cien use o resources, and he con nui y gaps ha curren ly arise when calls are rans erred
be ween dispa ch cen ers.
FIRST BASIS FOR WAIVER: MATCH EXISTING EQUIPMENT AND PROCESSES - CONTRACTING WITH APCO
WILL ALLOW THE CITY TO MATCH VECC’S EXISTING EQUIPMENT AND PROCESSES.
Con rac ng wi h APCO o provide medical dispa ch pro ocol services will allow he Ci y o ma ch i s PSAP
par ner’s exis ng medical dispa ch pro ocol equipmen and processes such ha he Ci y and VECC will
be able o join ly u lize an in eroperable CAD sys em ha permi s calls o he rans erred smoo hly and
consis en ly rom one PSAP o he o her. This in eroperable sys em would be a signi can upgrade rom
he curren disjoin ed approach ha preven s ei her VECC or he Ci y rom being able o use he CAD’s
ull unc onali y. In con ras, I he Ci y ob ains i s medical dispa ch pro ocols rom any vendor o her
han APCO,he abili y or he Ci y and VECC o use a ully in eroperable CAD sys em disappears and he
curren ine ciencies inheren in a less-han in eroperable sys em will persis.
SECOND BASIS FOR WAIVER: SOLE SOURCE – APCO IS THE SOLE VENDOR THAT THE CITY CAN SELECT IF IT
WANTS TO ACHIEVE A FULLY INTEROPERABLE CAD SYSTEM THAT WILL REDUCE DELAYS AND FACILITATE
THE RAPID AND EFFICIENT PROVISION OF MEDICAL DISPATCH SERVICES.
Mos o he ra onale suppor ng his reques or a sole source waiver is already addressed in he
preceding paragraph. APCO is he only vendor who can ma ch VECC’s exis ng equipmen and processes,
and APCO is here ore he only vendor he Ci y can selec o achieve a genuinely in eroperable CAD
sys em ha elimina es he exis ng ine ciencies and ully mee s he S a e governmen’s expec a on ha
he en re Sal Lake Valley will opera e on a common CAD
THIRD BASIS FOR WAIVER: BEST INTERESTS OF THE CITY – CONTRACTING WITH APCO IS IN THE BEST
INTEREST OF THE CITY BECAUSE RESULTS IN AN INTEROPERABLE COMMON CAD SYSTEM AND BECAUSE
APCO’S SYSTEM, INDEPENDENT OF ANY INTEROPERABLE EFFICIENCIES, IMPROVES THE CITY’S ABILITY TO
TIMELY PROVIDE MEDICAL DISPATCH SERVICES.
Having a ully in eroperable common CAD ha will allow or he seamless ransi on o calls and
in orma on be ween VECC and Ci y is in he bes in eres s o he Ci y and i s residen s. The mely and
compe en provision o medical dispa ch services o persons in need o medical assis ance is an
incredibly impor an service o he public. However, even setng aside he bene s o he ully
in eroperable CAD sys em, con rac ng wi h APCO or medical dispa ch services will bene he public.
Afer moving o APCO, VECC no ced he signi can improvemen s rela ed o he me in which help
could be dispa ched in response o medical emergencies. The circums ances in which Sal Lake Ci y
dispa ch services opera e are very similar o he circums ances presen a VECC, and i is reasonable o
conclude ha many o he bene s VECC has realized by con rac ng wi h APCO should also be realized
by he Ci y.
CONCLUSION:
For all o he reasons s a ed above,he Ci y’s E911 Depar men is reques ng ha he Chie Procuremen
O cer waive he s andard procuremen process in his si ua on and allow he Ci y o pursue en ering
in o a con rac wi h APCO or he provision o medical dispa ch pro ocol services. While we believe ha
all o he reasons suppor ng a reques or waiver are jus ed, any o he hree bases or waiver
described above would by i sel be su cien o gran he E911 Depar men’s waiver reques.
Atachmen s
D-1
911 BUREAU Job Title Grade
911 DISPATCH DIRECTOR 041X
911 COMMUNICATIONS DEPUTY DIRECTOR 032X
EXECUTIVE ASSISTANT 026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS 041X
CHIEF OPERATING OFFICER, AIRPORT 040X
DIRECTOR AIRPORT DESIGN & CONSTRUCTION MANAGEMENT 039X
DIRECTOR AIRPORT MAINTENANCE 039X
DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X
DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X
DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X
DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X
DIRECTOR OF OPERATIONS - AIRPORT 039X
DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X
DIRECTOR COMMUNICATIONS & MARKETING 038X
EXECUTIVE ASSISTANT 026X
CITY ATTORNEY
CITY ATTORNEY 041X
DEPUTY CITY ATTORNEY 040X
CITY RECORDER 035X
LEGISLATIVE AFFAIRS DIRECTOR 034X
CITY COUNCIL
COUNCIL MEMBER-ELECT N/A*
EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X
COUNCIL LEGAL DIRECTOR 039X
DEPUTY DIRECTOR - CITY COUNCIL 039X
ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X
LEGISLATIVE & POLICY MANAGER 037X
SENIOR ADVISOR CITY COUNCIL 037X
SENIOR PUBLIC POLICY ANALYST 033X
COMMUNICATIONS DIRECTOR CITY COUNCIL 031X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X
COMMUNITY FACILITATOR 031X
OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X
PUBLIC POLICY ANALYST 031X
POLICY ANALYST/PUBLIC ENGAGEMENT 028X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X
CONSTITUENT LIAISON/POLICY ANALYST 027X
CONSTITUENT LIAISON 026X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X
ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X
COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X
COUNCIL ADMINISTRATIVE ASSISTANT 021X
COMMUNITY & NEIGHBORHOODS
DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X
DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X
DEPUTY DIRECTOR - COMMUNITY SERVICES 037X
DIRECTOR OF TRANSPORTATION (ENGINEER)037X
PLANNING DIRECTOR 037X
BUILDING OFFICIAL 035X
DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X
DIRECTOR OF TRANSPORTATION (PLANNER)035X
YOUTH & FAMILY DIVISION DIRECTOR 035X
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT
Effective June 25, 2023
EXECUTIVE ASSISTANT 026X
ECONOMIC DEVELOPMENT
DIRECTOR OF ECONOMIC DEVELOPMENT 041X
DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X
ARTS DIVISION DIRECTOR 033X
BUSINESS DEVELOPMENT DIVISION DIRECTOR 033X
FINANCE
CHIEF FINANCIAL OFFICER 041X
CITY TREASURER 039X
DEPUTY CHIEF FINANCIAL OFFICER 039X
CHIEF PROCUREMENT OFFICER 036X
FIRE
FIRE CHIEF 041X
DEPUTY FIRE CHIEF 037X
ASSISTANT FIRE CHIEF 035X
EXECUTIVE ASSISTANT 026X
HUMAN RESOURCES
CHIEF HUMAN RESOURCES OFFICER 041X
DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X
CIVILIAN REVIEW BOARD INVESTIGATOR 035X
TRANSITION CHIEF OF STAFF 041X*
TRANSITION COMMUNICATIONS DIRECTOR 039X*
TRANSITION EXECUTIVE ASSISTANT 026X*
INFORMATION MGT SERVICES
CHIEF INFORMATION OFFICER 041X
CHIEF INNOVATIONS OFFICER 039X
DEPUTY CHIEF INFORMATION OFFICER 039X
JUSTICE COURTS
JUSTICE COURT JUDGE 038X
JUSTICE COURT ADMINISTRATOR 037X
MAYOR
CHIEF OF STAFF 041X
CHIEF ADMINISTRATIVE OFFICER 041X
COMMUNICATIONS DIRECTOR 039X
DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X
DEPUTY CHIEF OF STAFF 039X
SENIOR ADVISOR 039X
COMMUNICATIONS DEPUTY DIRECTOR 030X
POLICY ADVISOR 029X
REP COMMISSION POLICY ADVISOR 029X
COMMUNITY LIAISON 026X
EXECUTIVE ASSISTANT 026X
OFFICE MANAGER - MAYOR'S OFFICE 024X
COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS
COORDINATOR
024X
COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X
ADMINISTRATIVE ASSISTANT 019X
CONSUMER PROTECTION ANALYST 016X
POLICE
CHIEF OF POLICE 041X
ASSISTANT CHIEF OF POLICE 039X
DEPUTY CHIEF POLICE 037X
ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X
ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X
EXECUTIVE ASSISTANT 026X
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
URBAN FORESTRY DIVISION DIRECTOR 035X
PUBLIC SERVICES
DIRECTOR OF PUBLIC SERVICES 041X
CITY ENGINEER 039X
DEPUTY DIRECTOR OF OPERATIONS 038X
SAFETY & SECURITY DIRECTOR 037X
FACILITIES DIVISION DIRECTOR 035X
FLEET DIVISION DIRECTOR 035X
STREETS DIVISION DIRECTOR 035X
COMPLIANCE DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 026X
PUBLIC UTILITIES
DIRECTOR OF PUBLIC UTILITIES 041X
DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X
FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X
CHIEF ENGINEER - PUBLIC UTILITIES 037X
WATER QUALITY & TREATMENT ADMINSTRATOR 037X
EXECUTIVE ASSISTANT 026X
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
SUSTAINABILITY
SUSTAINABILITY DIRECTOR 041X
SUSTAINABILITY DEPUTY DIRECTOR 037X
WASTE & RECYCLING DIVISION DIRECTOR 035X
Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay plan may be added, remov
or modified without approval of the City Council.
Compensation for transitional positions, including city council member elect, is set as provided under Chapter 2.03.030 of the
Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full time employees. Except for leave time, benefits for city council
members elect are also equivalent to those provided to full time employees.
911 BUREAU Job Title Grade
911 DISPATCH DIRECTOR 041X
911 COMMUNICATIONS DEPUTY DIRECTOR 032X
EXECUTIVE ASSISTANT 026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS 041X
CHIEF OPERATING OFFICER, AIRPORT 040X
DIRECTOR AIRPORT DESIGN & CONSTRUCTION MANAGEMENT 039X
DIRECTOR AIRPORT MAINTENANCE 039X
DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X
DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X
DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X
DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X
DIRECTOR OF OPERATIONS - AIRPORT 039X
DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X
DIRECTOR COMMUNICATIONS & MARKETING 038X
EXECUTIVE ASSISTANT 026X
CITY ATTORNEY
CITY ATTORNEY 041X
DEPUTY CITY ATTORNEY 040X
CITY RECORDER 035X
LEGISLATIVE AFFAIRS DIRECTOR 034X
CITY COUNCIL
COUNCIL MEMBER-ELECT N/A*
EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X
COUNCIL LEGAL DIRECTOR 039X
DEPUTY DIRECTOR - CITY COUNCIL 039X
ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X
LEGISLATIVE & POLICY MANAGER 037X
SENIOR ADVISOR CITY COUNCIL 037X
SENIOR PUBLIC POLICY ANALYST 033X
COMMUNICATIONS DIRECTOR CITY COUNCIL 031X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X
COMMUNITY FACILITATOR 031X
OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X
PUBLIC POLICY ANALYST 031X
POLICY ANALYST/PUBLIC ENGAGEMENT 028X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X
CONSTITUENT LIAISON/POLICY ANALYST 027X
CONSTITUENT LIAISON 026X
PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X
ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X
COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X
COUNCIL ADMINISTRATIVE ASSISTANT 021X
COMMUNITY & NEIGHBORHOODS
DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X
DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X
DEPUTY DIRECTOR - COMMUNITY SERVICES 037X
DIRECTOR OF TRANSPORTATION (ENGINEER)037X
PLANNING DIRECTOR 037X
BUILDING OFFICIAL 035X
DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X
DIRECTOR OF TRANSPORTATION (PLANNER)035X
YOUTH & FAMILY DIVISION DIRECTOR 035X
APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT
Effective June 25, 2023
EXECUTIVE ASSISTANT 026X
ECONOMIC DEVELOPMENT
DIRECTOR OF ECONOMIC DEVELOPMENT 041X
DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X
ARTS DIVISION DIRECTOR 033X
BUSINESS DEVELOPMENT DIVISION DIRECTOR 033X
FINANCE
CHIEF FINANCIAL OFFICER 041X
CITY TREASURER 039X
DEPUTY CHIEF FINANCIAL OFFICER 039X
CHIEF PROCUREMENT OFFICER 036X
FIRE
FIRE CHIEF 041X
DEPUTY FIRE CHIEF 037X
ASSISTANT FIRE CHIEF 035X
EXECUTIVE ASSISTANT 026X
HUMAN RESOURCES
CHIEF HUMAN RESOURCES OFFICER 041X
DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X
CIVILIAN REVIEW BOARD INVESTIGATOR 035X
TRANSITION CHIEF OF STAFF 041X*
TRANSITION COMMUNICATIONS DIRECTOR 039X*
TRANSITION EXECUTIVE ASSISTANT 026X*
INFORMATION MGT SERVICES
CHIEF INFORMATION OFFICER 041X
CHIEF INNOVATIONS OFFICER 039X
DEPUTY CHIEF INFORMATION OFFICER 039X
JUSTICE COURTS
JUSTICE COURT JUDGE 038X
JUSTICE COURT ADMINISTRATOR 037X
MAYOR
CHIEF OF STAFF 041X
CHIEF ADMINISTRATIVE OFFICER 041X
COMMUNICATIONS DIRECTOR 039X
DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X
DEPUTY CHIEF OF STAFF 039X
SENIOR ADVISOR 039X
COMMUNICATIONS DEPUTY DIRECTOR 030X
POLICY ADVISOR 029X
REP COMMISSION POLICY ADVISOR 029X
COMMUNITY LIAISON 026X
EXECUTIVE ASSISTANT 026X
OFFICE MANAGER - MAYOR'S OFFICE 024X
COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS
COORDINATOR
024X
COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X
ADMINISTRATIVE ASSISTANT 019X
CONSUMER PROTECTION ANALYST 016X
POLICE
CHIEF OF POLICE 041X
ASSISTANT CHIEF OF POLICE 039X
DEPUTY CHIEF POLICE 037X
ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X
ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X
EXECUTIVE ASSISTANT 026X
PUBLIC LANDS
PUBLIC LANDS DIRECTOR 041X
DEPUTY DIRECTOR, PUBLIC LANDS 037X
GOLF DIVISION DIRECTOR 035X
PARKS DIVISION DIRECTOR 035X
URBAN FORESTRY DIVISION DIRECTOR 035X
PUBLIC SERVICES
DIRECTOR OF PUBLIC SERVICES 041X
CITY ENGINEER 039X
DEPUTY DIRECTOR OF OPERATIONS 038X
SAFETY & SECURITY DIRECTOR 037X
FACILITIES DIVISION DIRECTOR 035X
FLEET DIVISION DIRECTOR 035X
STREETS DIVISION DIRECTOR 035X
COMPLIANCE DIVISION DIRECTOR 035X
EXECUTIVE ASSISTANT 026X
PUBLIC UTILITIES
DIRECTOR OF PUBLIC UTILITIES 041X
DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X
FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X
CHIEF ENGINEER - PUBLIC UTILITIES 037X
WATER QUALITY & TREATMENT ADMINSTRATOR 037X
EXECUTIVE ASSISTANT 026X
REDEVELOPMENT AGENCY
DIRECTOR, REDEVELOPMENT AGENCY 041X
DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X
SUSTAINABILITY
SUSTAINABILITY DIRECTOR 041X
SUSTAINABILITY DEPUTY DIRECTOR 037X
WASTE & RECYCLING DIVISION DIRECTOR 035X
Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay plan may be added, remov
or modified without approval of the City Council.
Compensation for transitional positions, including city council member elect, is set as provided under Chapter 2.03.030 of the
Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full time employees. Except for leave time, benefits for city council
members elect are also equivalent to those provided to full time employees.