HomeMy WebLinkAboutTransmittal - 1/23/2024ERIN MENDENHALL
Mayor
utft
rach tto (Jan 23, 202418:21 MST)
Rachel Otto, Chief of Staff
MARY BETH THOMPSON
Chief Financial Officer
DEP ART14fENT oxP FIN+ CE
CITY COUNCIL TRANSMITTAL
Date Received: 01/23/2024
Date sent to Council:01/23/2024
TO: Salt Lake City Council DATE: January 23, 2024
Victoria Petro, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: FY24 Budget Amendment #4
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:
GENERAL FUND
FLEET FUND
CIP FUND
IMPACT FEES FUND
SUSTAINABILITY FUND
911 COMMUNICATIONS FUND
IMS FUND
MISCELLANEOUS GRANTS FUND
DEBT SERVICE FUND
TOTAL.
61-eaoL� CGeG
Gregory Cleary ( n 23, 202416: MST)
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455
REVENUE
EXPENSE
$0.00
$3,860,205.00
$723,909.00
$723,909.00
$1,415,400.00
$1,415,400.00
$0.00
$130,275.00
$0.00
$230,000.00
$0.00
$165,793.00
$9,000.00
$406,688.00
$1,432,878.66
$1,432,878.66
$1,100,000.00
$1,100,000.00
$4,681,187.66
$9,465,148.66
.4bs^r,G Paite�sm�
April Patterson (Jan 23, 202418:05 MST)
BACKGROUND/DISCUSSION:
Revenue for FY 2024 Budget Adjustments
The chart below presents General Fund Projected Revenues for FY 2024.
Amended Variance
Revenue
FY23-FY24Annual Budget
FY23-24Amended Budget
New Projection
Favorable/(Unfavorable)
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)
261,229,840
261,229,840
258,222,765
(3,007,075)
Total Taxes
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
Interfund Service 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
Parking Meter Revenue
2,801,089
2,801,089
2,801,089
0
Parking Tickets
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
Operating Transfers In
9,938,944
9,938,944
9,938,944
0
Total W/O Special Tax
105,331,800
105,331,800
106,551,328
1,219,528
Sales Tax Addition 1/2%
49,084,479
49,084,479
49,484,479
400,000
Total General Fund
415,646,119
415,646,119
414,258,572
(1,387,547)
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.
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.
Salt Lake City
General Fund
TOTAL
Fund Balance Projections
Beginning Fund Balance
Budgeted Change in Fund Balance
Prior Year Encumbrances
Estimated Beginning Fund Balance
Beginning Fund Balance Percent
Year End CAFR Adjustments
Revenue Changes
Expense Changes (Prepaids, Receivable, Etc.)
Fund Balance w/ CAFR Changes
Final Fund Balance Percent
Budget Amendment Use of Fund Balance
BA#1 Revenue Adjustment
BA#1 Expense Adjustment
BA#2 Revenue Adjustment
BA#2 Expense Adjustment
BA#3 Revenue Adjustment
BA#3 Expense Adjustment
BA#4 Revenue Adjustment
BA#4 Expense Adjustment
BA#5 Revenue Adjustment
BA#5 Expense Adjustment
BA#6 Revenue Adjustment
BA#6 Expense Adjustment
Change in Revenue
Change in Expense
Fund Balance Budgeted Increase
Adjusted Fund Balance
Adjusted Fund Balance Percent
Revenue
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 FY
2023 year end numbers after the completion of the Annual Comprehensive Financial Report.
The Administration is requesting a budget amendment totaling $4,681,187.66 in revenue and
$9,465,148.66 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 and grant related 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
SALT LAKE CITY ORDINANCE
No. of 2024
(Fourth amendment to the Final Budget of Salt Lake City, including
the employment staffing document, for Fiscal Year 2023-2024)
An Ordinance Amending Salt Lake City Ordinance No. 29 of 2023 which adopted the
Final Budget of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2023, and Ending
June 30, 2024.
In June of 2023, the Salt Lake City Council adopted the final budget of Salt Lake City,
Utah, including the employment staffing document, effective for the fiscal year beginning July 1,
2023, and ending June 30, 2024, in accordance with the requirements of Section 10-6-118 of the
Utah Code.
The City's Budget Director, acting as the City's Budget Officer, prepared and filed with
the City Recorder proposed amendments to said duly adopted budget, including the amendments
to the employment staffing document necessary to effectuate any staffing changes specifically
stated herein, copies of which are attached hereto, for consideration by the City Council and
inspection by the public.
All conditions precedent to amend said budget, including the employment staffing
document as provided above, have been accomplished.
Be it ordained by the City Council of Salt Lake City, Utah:
SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of
Salt Lake City, including the employment staffing document, as approved, ratified and finalized
by Salt Lake City Ordinance No. 29 of 2023.
SECTION 2. Adoption of Amendments. The budget amendments, including any
amendments to the employment staffing document necessary to effectuate staffing changes
specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the
same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including any
amendments to the employment staffing document described above, for the fiscal year beginning
July 1, 2023 and ending June 30, 2024, in accordance with the requirements of Section 10-6-128
of the Utah Code.
SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is
authorized and directed to certify and file a copy of said budget amendments, including any
amendments to the employment staffing document, in the office of said Budget Officer and in
the office of the City Recorder which amendments shall be available for public inspection.
SECTION 4. Effective Date. This Ordinance shall take effect upon adoption.
Passed by the City Council of Salt Lake City, Utah, this day of , 2024.
CHAIRPERSON
ATTEST:
CITY RECORDER
Transmitted to the Mayor on
Mayor's Action: Approved Vetoed
ATTEST:
CITY RECORDER
(SEAL)
Bill No. of 2024.
Published:
MAYOR
Salt Lake City Attorney's Office
Ap�prrorov,�e�d As To Form
��-G�'�
Jaysen Oldroyd
K
GG
•O •O
bA bA
q q
c
O
bA
q
°
E
N
q
°
E
N
q
E
N
q
E
�
N
q
°
E
N
q
E
�
N
q
°
E
N
q
°
66tz,6w,66w wIV,66666
" O " O " O O "
N N bA N m N N bA bA N N N N N
g q q q q q q q q q q q q q
c
O
b9
q
c
O
bC
q
6
q
o
�
d
q
a
�
N
q
b
v
'c
a
V
O
V
p 0
O
O
O
O
^O
O
O
O
0 0 0 0° 0 0 0 0 0 0 0 0 0
O
O
O
p
p 0
O
O
O
O
O
O
O
O
0 0 0 0 a 4 0 0 0 0 0 0 0 0
O
O
O
p
p 0
O
O
O
O
O
iri O+ p O p p 0+ Op , Cl) p
O
O
O
p 0
N
N
00
O
O
O
O
O
O
n n O p 0 0 0 0� 0- O
N N OO 00 0 0 O O
O
O
O
O
O
O
M
7
ONO
ONO
0 0GO W N 7 M l0
N
co
OvNO
00
N
CO
M
"� "� M M v N N N
N
m
M
`LO
_
a
0
a
0
G
�'
00
O`
00
d'
M
coM
ti
N
O
N
w �
� � U
N C N N M M M
a Cw7 Cw7 C41
7 C4.
7 U Cw7 Cw7 Cw7
`° `tl al
0 0
. U N U N
y
ro
c0. q 0
b0 N y
o
c x x cG cG cG cG a o g5w g5w a °- A
bp �b UUUUUF ° to
bA ram.+ �+ ram.+ �+ "O q b q "O q b a� a� a� a� a� ,b •� 04
8 o "A °
Y a a a a o q� q o q� ba ba y y y y m o m cOi cOi � w .b
N 'y c> r. N 'y c> q q t3 t3 t3 t3 M w m M M O W
r�, cOi aqi z T O O O p re
ti o o g o q o O� O� O� O „ cn
.q a z z 5 z 'S z o ro o o z a a>
y O y ro O O O O O�
z m w ti
'°
p d O "+'�O •C •y p � a � p � a W O O c0. c0. c0. c0. c0. .gip F c"+ � OV W
cz
o 6 6 q�o1aq aoo"�����o�a a
>P.�0. w"'w" a.a��O�U
Q -+ N M 7 7 7 7 Li Ln Li Ln O O h h h h h c0 O\ O O "i ti .M+ d
V
�
a°+
v
q
�
•p
o
W W
d d
O
o
� 1 0
3
�
q O O
.5 v o ° o °
q
�QM.oa�a�
dq
C. s`tlq. �. cqam.
Iwv
o
' O
Q C7 g `"
oo
Cd ee
F o
x :S p'
ww
I'D
•O b �
y a.�tc
0 3E C7
yx
N M M
)ƒ
/
rr
-
/
\
•
u
\�
\
����\�k�\\
016
,
@®
.
\\�&`3/$�
JEa/34
»
@
° ? f
7
{
f
/ o o /
/
c}
$
�
/
cl
} }
§
¥
_\.
\
:
¥
!
t
}
)
f
f
k k
P4 ) \
E
§ §
\
J
$ a\
k )\
) 2]
�
6x
} } \ /
• \ m
a=�
®
k /\�
2k k
ye4
\ ]£5 d§
£#) §%
)'}\2
•as
O O O O O O O O O O O O O O O O M O O O O M O O O
O O O O O O O O O O O O O O O O 0 0 0 0 N O O r
a0 O M O M W 00 N O � n 0 M h p6 0 M H' 00 7 00N M M N
to OD N 'y M p O p DD M O ?' 7 p O M N M N N
M Q' O OD M '0 .Mi M 7 0 p Q, M O On "� im N 00
M M M
It
M M GD M N Q' 07 N O M N O W
h l M
~~ 00 00 O N '� M M M M N .4 M
i M M
O O O 0
O O O 0
10
10
O O
O O
O 0
06
00
C O
4 O
M
O
O 7
N O
M
0 n
O
O
O
O O �
L� O O
O �
O
� .Ni O
O
O
n
O
7
O
O
O 0
O O
N
N
0
0
N `ti0
7
"o
c
W
N
M
0
7
O 'O
7
M
N
�
O O
O
p
O O
O
p
O O
O O
O
O
C
M O
O
O
O C
W
DD
M
cJ
M
N
M 0 LO O M 00 00 N O O' n O O' n O M O O co 'O 'O - n
00 M O 001 0 Ln O O00 00 t. O O o M O 'D O 0 700 n 00
'M•i
cl O O O O O O �?
OR 00
'MO M 0 Lo v 7 O N 00 O M O Cr O O Lo 7 00 M
00 'i .ti 7 'O O+ pp Lo .Ni �j N '0 Ln 00 M N 0 Lvj O
ti� O N M M M M 'O
7
T
0 O
0
•� Qi �
LM
ti O" W W 'n M tm g U U o o p y S. p p y aS O DO
OD
q C4 b v p
•O C7 W y `7 ^0 b q wi " W rN w co chiw-
�� wb y;'eb�
�Cl
o c��a�3���ac�w�FAoaxa��c�
U
Cl O O O O O O O O O O O O O O O M 0 0 0 0 M 0 0 G+
p p N C, 00 N n Cn 0, 00 t N 7 N O T n p 7 �O M .Ni tn O',
'+ p M N n 7 T V\ t �o Cn 00 7 `? 7
M r, � It 7 u N n= M 00 C+ 7 74 7 M �j N O 7
M 'T M C, M �D LC NC, 7 W O .a t` Ln t` m
Lo M M O C, 00 C, 7 7 C, 4, 'D \z 7 �D O N M M O
Lo •+ N �D O N N
00 t\ M 00 M CT M N Ln O 7 M M In
LIn
N .y 7 7 00
10
O
O
O O O
10
O O
LfJ
N
O
00
Cl) C, 00
0\ 00
o0
rl
O
00
O
\0
00
O
p
M
N
N O
co
cl
O O
O
O o
O
m
co
MO
- �
v
oo
l�
� 7
o
n -
r
,p 7
n
C� lm
N
N
n
7
N
Lo
O O
O
O O
Ln
co
00
cq
ON N
t 7
M
lO �
C C
o
O
Lo
N
O
O O
O
O
O O
O
O
M O
O
O
N
O
� O
O
O
O
CR
M
N
N
7
00 O LO O C1 L� N 7 L, N 7 Lo O .i O M .,i O O M C, 'O N Ln
00 M "'� 7 M n '� O C, O O O � N O �O
4 ch L� O M N , 00 co 00 O 00 p O O O N 7 o0 O 7
CO �? co n C CT oc O+ ? N C� 00 7� 0 LO C. 7 0 N 00 f M�
,.y M N N .LO
�., M M co a` Ln M M N M 10
m
LM
M g U U U v bA i >y v oii O 00
L� U U y C q C4 ti v O 00
� � Ly R C 'ti b q •� a� •� d
F�w3 dwww°ao�p�
a
Salt Lake City FY 2023-24 Budget Amendment #4
Section A: New Items
A-1: Air Quality Incentives
Sustainability
$2go,000.00
Program
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 ($80o standard voucher/$1,400 income -qualified voucher), commuter
bikes ($400 standard/$1,000 income -qualified), and adaptive bikes ($60o 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 6o 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.
Salt Lake City FY 2023-24 Budget Amendment #4
A-2: Short -Term Rental
GF
$49,000.00
ft
Identification Software
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 $1o,000. The total amount needed is $49,000 annually.
A-4: Immediate Needs in Liberty
GF — Ongoing Costs
$31,250.00
Park
GF - Use of Vacancy & Attrition
($285,125.00)
Savings
GF - Use of Vacancy & Attrition
$285,125.00
Savings
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 $3i6,375
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
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
GF - Use of Vacancy & Attrition
($558,000.00)
Budget Reallocation
Savings
GF - Use of Vacancy & Attrition
$225,000.00
Savings
GF - Use of Vacancy & Attrition
$333,000.00
Savings
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 $558,00o 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 $333,00o 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 $225,00o 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
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 i Fencing
Impact Fees
$130,275.00
CIP
$130,275.00
Department: Public Services and
Prepared By: JP Goates / Michael Fox
Fire
For questions, please include JP Goates, Kimberley Schmeling, Michael Fox, Jorge Chamorro and Karl
Lieb
Fire Station 1, at 211 South 50o East, is located on the corner of 50o East and 200 South. It has one driveway that enters
the parking lot from Soo 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 Soo 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
GF
$348,8o9.00
Capacity
GF
$51,100.00
Fleet
$348,8o9.00
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
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 $9,00o 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
GF
$1,829,000.00
Teams
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 Ci 's unsheltered population historically increases as the number of
Salt Lake City FY 2023-24 Budget Amendment #4
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 expected 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-io-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
IMS
$194,540.00
Software
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-io: 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-1i: Outside Traffic Signal
GF
$250,000.00
Repair
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 too 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
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 io%
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
911 Comm
$165,793.00
Protocol
Department: 911
Prepared By: Lisa Kehoe
Communications
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 3.24.16o(i)(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 processes 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 gil 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 Egli 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
GF
$250,000
Counsel
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 $25o,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
GF
$0.00
Appointed (Grade 35)
Department: Public Lands
Prepared By: Tyler Murdock
Salt Lake City FY 2023-24 Budget Amendment #4
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
ioo+ 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 $o 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 $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 4o 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
GF
$1,100,000.00
for Garage Loan from State
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 $7111 State Infrastructure Bond for the construction of
a parking garage.
Section E: Grants Requiring No Staff Resources
E-i: Homeless Mitigation
Misc Grants
$216,439.00
Increase Award
Department: Finance
Prepared By: Amy Dorsey
For questions, please include Amy Dorsey
Salt Lake City FY 2023-24 Budget Amendment #4
The state has given the City an increase for the Housing Mitigation grant. Due to the City hosting overflow beds, the City
will receive more mitigation money from the state. The City will receive $650,000. 2/3 of that money is required to go
directly to shelter providers. The City will retain $216,439 which needs to be put toward public safety. This money will be
used for PD overtime in Rio Grande around the new Temporary Shelter Community.
A public hearing was held for the Homeless Mitigation Grant September 19, 2023.
Section F: Donations
Section G: Consent A enda
Consent Agenda
G-1: Bloomberg Philanthropies Misc. Grants $1,000,000.00
Wake the Great Salt Lake
Department: Salt Lake City Arts
Prepared By: Felicia Baca; Amy Dorsey
Council (ED)
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,o6o,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
Misc. Grants
$216 66
Homeless Mitigation Grant
�439•
Department: Housing
Stability/Police Department
(Community and
Prepared By: Michelle Hoon; Amy Dorsey
Neighborhoods)
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.
Salt Lake City FY2023-24 Budget Amendment #4
Section I: Council Added Items
10
Impact Fees - Summary Confldent�al
Data pulled 07/20/2023
Unallocated Budget Amounts: by Major Area
Area Cost Center
UnAllocated
Cash
$ 1,402,656
Notes:
Impact fee - Police 8484001
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
E = A + B + C + D
Expiring Amounts: by Major Area, by Month
QuarterCalendar Fiscal
Month
202207 (Ju12022) 2023Q1
$ -
$ -
$ -
$ -
Total
$ -
202208(Aug2022) 2023Q1
$ -
$ -
$ -
$ -
$ -
202209(Sep2022) 2023Q1
$ -
$ -
$ -
$ -
$ -
202210(Oct2022) 2023Q2
$ -
$ -
$ -
$ -
$ -
(h
202211(Nov2022) 2023Q2
$ -
$ -
$ -
$ -
$ -
CD
202212(Dec2022) 2023Q2
$
$
$
$
$
202301(Jan2023) 2023Q3
$ _
$ -
$ -
$ -
$ -
202302(Feb2023) 2023Q3
$
$
$
$
$
202303(Mar2023) 2023Q3
$ -
$ -
$ -
$ -
$ -
202304(Apr2023) 2023Q4
$ -
$ -
$ -
$ -
$ -
202305(May2023) 2023Q4
$ -
$ -
$ -
$ -
$ -
202306(Jun2023) 2023Q4
$ -
$ -
$ -
$ -
$ -
202307(Ju12023) 2024Q1
$ -
$ -
$ -
$ -
$ -
202308(Aug2023) 2024Q1
$ -
$ -
$ -
$ -
$ -
202309(Sep2023) 2024Q1
$ -
$ -
$ -
$ -
$ -
202310(Oct2023) 2024Q2
$ -
$ -
$ -
$ -
$ -
202311(Nov2023) 2024Q2
$ -
$ -
$ -
$ -
$ -
CD
202312(Dec2023) 2024Q2
$
$
$
$
$
202401(Jan2024) 2024Q3
$ _
$ -
$ -
$ -
$ -
202402(Feb2024) 2024Q3
$
$
$
$
$
202403(Mar2024) 2024Q3
$ -
$ -
$ -
$ -
$ -
202404(Apr2024) 2024Q4
$ -
$ -
$ -
$ -
$ -
202405(May2024) 2024Q4
$ -
$ -
$ -
$ -
$ -
202406(Jun2024) 2024Q4
$ -
$ -
$ -
$ -
$ -
202407 (Ju12024) 2025Q1
$ -
$ -
$ -
$ -
$ -
202408(Aug2024) 2025Q1
$ -
$ -
$ -
$ -
$ -
202409(Sep2024) 2025Q1
$ -
$ -
$ -
$ -
$ -
202410(Oct2024) 2025Q2
$ -
$ -
$ -
$ -
$ -
LO
202411(Nov2024) 2025Q2
$ -
$ -
$ -
$ -
$ -
O
202412(Dec2024) 2025Q2
$ -
$ -
$ -
$ -
$ -
202501(Jan2025) 2025Q3
$ -
$ -
$ -
$ _
$ -
202502(Feb2025) 2025Q3
$
$
$
$
$
202503(Mar2025) 2025Q3
$ -
$ -
$ -
$ -
$ -
202504(Apr2025) 2025Q4
$ -
$ -
$ -
$ -
$ -
202505(May2025) 2025Q4
$ -
$ -
$ -
$ -
$ -
202506(Jun2025) 2025Q4
$ -
$ -
$ -
$ -
$ -
202507(Ju12025) 2026Q1
$ -
$ -
$ -
$ -
$ -
202508(Aug2025) 2026Q1
$ -
$ -
$ -
$ -
$ -
202509(Sep2025) 2026Q1
$ -
$ -
$ -
$ -
$ -
202510(Oct2025) 2026Q2
$ -
$ -
$ -
$ -
$ -
202511(Nov2025) 2026Q2
$
$
$
$ 1,103,628
$ 1,103,628
N202512(Dec2025)
2026Q2
$
$
$
$ 113,748
$ 113,748
}
202601(Jan2026) 2026Q3
$ -
$ -
$ -
$ 3,960
$ 3,960
LL
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
Current Month
Impact Fees
Data pulled 07/20/2023
Police
Description
IFFP Contract - Police
Grand Total
Fire
Confidential
AAA
BBB
CCC
DDD=AAA- BEE -CCC
UnAllocated
Allocation
Allocation
Allocation
Budget
Budget Amended
Encumbrances
YTD Expenditures
Remaining
Amount
Aoorooriation
Sum of Police Allocation Sum of Police Allocation
Sum of Police Allocation YTD
Sum of Police Allocation
Budget Amended
$ 9,000 $
Encumbrances
Expenditures
$ -
Remaining Aooroorlatlon
$ 9,000
1,402,656
$ 9,000
$
$
$ 91000
8484001 A
Allocation
_]
Allocation
Allocation
YTD Expenditures
Remaining+
Budget Amended
Encumbrances
a
Sum of Fire Allocation Sum of Fire Allocation
Sum of Fire Allocation YTD
Sum of Fire Allocation
Budoet Amended Encumbrances
Excenditures Remaining Aoorooriation_
$273 684
(499.5331 S - $
(499.5331 8
-
`7L /VO
3,079 ; 3,021 $
-
58.00
9,000 $ - $
- $
9,000
8484002 B
2200000 $ $
2,2DO,D00 8
1,71L546 $ 3,021 $
1,700,467
91058.00
Parks
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Description
Cost Center
Sum of Parks Allocation Sum of Parks Allocation Sum of Parks Allocation YTD Sum of Parks Allocation
Budoet Amended Encumbrances Excenditures Remalnlna Aooroorlatlon
$ 261,187 $ - $ 261,187 $ -
$ 700,000 $ - $ 700,000 $ -
$ 16,959 $ 1,705 $ 15,254 $ -
; 3,337 $ - ; 3,337 $ -
$ 395,442 $ - $ 395,442 $ 0
$ 2,638 $ 2,596 $ - $ 42
$ 23,262 $ 23,000 $ - $ 262
$ 1,056 $ - $ - $ 1,056
$ 1,570 $ - $ - $ 1,570
$ 16,495 $ 855 $ 13,968 $ 1,672
$ 2,946 $ - $ - $ 2,946
$ 6,398 $ - $ - $ 6,398
$ 12,431 $ 4,328 $ - $ 8,103
$ 9,000 $ - $ - $ 9,000
$ 9,350 $ - $ - $ 91350
$ 156,827 $ 132,168 $ 6,874 $ 17,785
S 275.000 S - f 253.170 5 21.830
$ 1,042,694 $ 240,179 $ 764,614 $ 37,902
$ 56,109 $ - $ 1,302 $ 54,808
$ 608,490 $ 443,065 $ 93,673 $ 71,752
$ 156,565 $ 44,791 $ 30,676 $ 81,099
$ 555,030 $ 52,760 $ 412:270 $ 100,000
$ 254, 159 $ 133,125 $ 13,640 $ 107,393
$ 122281 $ - $ 1,310 $ 120,971
$ 150:736 $ - $ - $ 150,736
$ 160,819 $ - $ 2,781 $ 15, 038
$ 420:000 $ 156,146 $ 104,230 $ 159,624
$ 179,323 $ - $ 712 $ 178,611
$ 266,306 $ 10,285 $ 4,262 $ 251,758
$ 287,848 $ - $ - $ 287,848
$ 300,000 $ - $ 678 $ 219,322
$ 300,000 $ - $ - $ 300,000
$ 319,139 $ $ 319,139
$ 327:678 $ - $ - $ 327,678
$ 428,074 $ 5,593 $ 23,690 $ 398,791
$ 446,825 $ 18,467 $ 14,885 $ 413,472
$ 450,000 $ - $ - $ 450,000
$ 530,000 $ 9,440 $ 34,921 $ 465,638
$ 499,563 $ - $ 106 $ 499457
$ 521 64 $ $ 521:564
$ 867,962 $ - $ 2,906 $ 865,056
$ 1,000,000 $ - $ 3,096 $ 996,905
$ 1,304,682 $ 41,620 $ 62,596 $ 1,200,466
$ 3,177,649 $ 524,018 $ 930,050 $ 1,723,781
$ 3,149,123 $ 69,208 $ 94,451 $ 2,985,464
4 310 000 8 $ 8 4,350,000
24106716 $ 1,913,351 $ 4,236,078 $ 17,957,287
16 793 4$7
/ /
8484003 C
Fisher Cartia' House
8420130
Emi ration O en S ce AC
8421123
Water ark Padevelo ment Plan
8421402
3R Boat Ram
8420144
RAC Parcel Ac uisition
8423454
Park'5=ultant'sContract
8419204
Cwme Do Lease Imp
8418002
Rosewood O Park
8417013
3oroan R 3 Creeks Confluence
841701E
91ine Park
8416005
Jordan RTrail Land uisitn
8417017
Im ialParkShadeAccr
8419103
Rich Prk Comm Garden
8420138
IFFP Contract -Parks
8423005
Redwood Meadows Park Dev
8417014
91.1ne Orchard
8420136
Trailhead Proo Acquisition
.4214.3
Marmalade Park Block Phase II
8417011
IF Pro uisition 3 Creeks
8420406
Grcen lo0 200 E Deal n
8422408
FY20 Brid eto Backman
8420430
Fisher House Ex oration Ctr
8421401
Cn #1 Match 3 Creek Canfluen
8420424
UTGov Ph2 Foothill Trails
8420420
Three Creeks West Bank NmvPark
8422403
Rose Park Nel hborhced Center
8423403
Historic Renovation AIIenParK
8422410
RAC Pla round with ShadeSails
8422415
Bridw W Backman
8418005
900 S River Park Soccer Field
8423406
Liahtina NE Baseball Field
8423409
Open Space Pro Ac -Trails
8423453
SLC FooMiRs Land A uistion
8422413
Palle 's Troll Desl n & Coln tr
8417012
Jordan Prk Event Grounds
8420134
Wasatch Hollow Im rovements
8420142
Open S ProAccr-Clt, Parks
8423452
Jordan Park Pedeatrlan Path
8422414
Gatewa Traan le Property Park
8423408
RAC PlaygroundPhase II
8423405
Mem. Tree Grove Desi n & Infra
8423407
Marmalade Plau P 'ect
8423451
SLCFoothillsTrailheadDevN mnt
8422412
GlendaleWtrk MstrPln&Rehab
1422406
Pioneer Park
8419150
Glendale R Tonal Park Phase 1
.42-50
Grand Towl
Streets
Allocation
Budget Amended
Allocation
Encumbrances
YTD Expenditures
Allocation
Remaining
Appropriation
Descn
grration
Cost Center
Sum of Street Allocation
Budaet Amended
$ 1,292
$ 15,026
$ 13,473
$ 10,00,
S 25.3.
$ 13,000
$ 63,955
$ 50,000
$ 16,109
$ 44,400
$ 6,500
$ 29,817
$ 35,392
$ 22,744
$ 28,000
$ 58,780
$ 35,300
$ 37,422
$ 40,000
$ 42,833
$ 90,000
$ 104,500
$ 110:000
$ 281,586
$ 124,593
$ 181,846
$ 252,000
$ 780,182
$ 625,000
$ 836,736
$ 1,120,000
3,1IIy35
Sum of Street Allocation
Encumbrances
$ -
$ 11,703
$ -
$ -
S 25.398
$ -
$ -
$ -
$ 12,925
$ -
$ -
$ 17,442
$ -
$ -
$ -
$ 17,300
$ -
$ -
$ -
$ -
$
$ -
$ -
$ 124,068
$ -
$ -
$ 46,269
$ -
$ 55,846
$ -
$ 1,192,649
Sum of Street Allocation YTD Sum of Street Allocation
Expenditures Remainina Aoorooriation
$ 1,292 $ -
$ 3,323 $ -
$ 13,413 $ -
$ 70,000 $ -
S - S -
$ 13,000 $ -
$ 63,955 $ -
$ 50,000 $
$ 9-$ 2,244
$ 38,084 $ 6,316
; - $ 6,500
$ - $ 12,374
$ 16,693 $ 18,699
$ - $ 22,744
$ - $ 28,000
$ 11,746 $ 29,734
$ - $ 35,300
$ - $ 37,422
$ - $ 40,000
$ - $ 42,833
$ 90,000
$ - $ 1094,500
$ - $ 110,000
$ 40,300 $ 117:218
$ - $ 124,593
$ 542 $ 181,303
$ 252,000
$ 393,884 $ 340,029
$ - $ 625,000
$ 45,972 $ 734,918
$ 166 $ 1,119,834
$ 224,557 S 1.694129
$ 6,304,485
8484005 D
Trans Sa Im rovem
8417007
500 700 S Street Recenstructio
8412001
TransSa Im rovements
8419007
900 S Si nal Improvements IF
8422615
Corridor Transformations IF
8422608
Trans Master Man
8419006
9 Line Central Ninth
8418011
LocalLinkConstructionIF
8422606
Gladiola Street
8406001
Trans ortate S Im rvmt IF
2422620
Urban Trails FY22 IF
8422619
StreersConsultant'sContract
8419203
Com ew Street Enhancements
8420120
500 ro 700 S
8418016
900 South 9LIne RR Cross IF
8422604
Trans S Im rovements
8420110
17005 CortidorTmnsfnntn IF
8422622
200S Transltcm Itstrt5u IIF
8422602
300 N Com ete Street Recons I
8423606
1300 S Bi de B a edestr
84 ON
400 South Viaduct Trail IF
8922611
Neighborhood B a IF
8422614
Transit Ca -F Trans Routes
8423608
Trans rtationSa Im rov IF
8421500
Indiana Ave 900 S Rehab Dell n
8412002
Bikewa Urban hails
8418003
200 S Recen Trans Corridor IF
.423-2
StreetIm roveit nstruc20
842 225
IF Com let' Street Enhancement
8421502
Traffic Si nal Upgrades
8421501
700 South Phase 7IF
8423305
1300 East Reconstruction
8423625
cowl $ 34,095,480 $ 3,419,972 $ 6,924,471 $ 23,751,037 1$24,774,312
E=A+B+C+D
TRUE TRUE TRUE TRUE
Attachments
ON
• AIR
7841
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
* CLEAN
GU[G SLC
Ver 1/9/2024 Page 1 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- CLEAN
U316
bikes purchased as a transportation alternative to reduce vehicle /A-\ -1 S L C
miles traveled. The goal of this program is to make a -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 a -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, a -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 a -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:
* CLEAN
G° M S LC
Ver 1/9/2024 Page 2 of 7
Bike Type Standard Voucher
City and Commuter
Income -Qualified Voucher
Cargo & Utility
1.1.1. Eligible E-Bikes
Below is a list of the anticipated eligible a -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.
Electrical drive system must be certified by an accredited testing laboratory for compliance
with UL 2849 or EN 15194
7)
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.
* CLEAN
GU[G SLC
Ver 1/9/2024 Page 3 of 7
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
1
2
3
4
5
6
7
8
SIZE
LO
LOW INCOME
$57,350
$65,550
$73,750
$81,900
$88,500
$95,050
$101,600
$108,150
80%AM
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 a -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
Ver1/9/2024
* CLEAN
G�OG3 SLC
Page 4 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 a -bike
maintenance and care.
o Sharing cycling and a -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 a -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 a -bike and the program
• Estimated greenhouse gas and air pollutant emission reductions
• Number of educational sessions conducted, number of attendees
Ver1/9/2024
* CLEAN
G�OG3 SLC
Page 5 of 7
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
CLEAN + .
Research continues to show how the air inside our homes can, n J C LC�
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).
* CLEAN
GU[G SLC
Ver 1/9/2024 Page 6 of 7
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
Ver1/9/2024
* CLEAN
G°a0G3 SLC
Page 7 of 7
Attachments
A-12
REQUEST FOR WAIVER — APCO CONTRACT
Salt Lake City's E991 Department (the "Department") hereby asks the Salt Lake City Corporation ("City")
Chief Procurement Officer to waive the standard procurement process and allow the Department to
pursue a contract for medical dispatch protocols and processes with the Association of Public -Safety
Communications Officials International, Inc. ("APCO"). A procurement waiver is needed in this situation
because:
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))
2. The supplies and services needed to match VECC's dispatch protocol equipment and processes is
only available from a sole source, and a solicitation process would be extremely unlikely to
produce a meaningful competition. (Salt Lake City Code subsection 3.24.160(1)(a))
3. A waiver of the solicitation process in this situation would be in the best interest of the City and
the convenience of the public. (Salt Lake City Code subsection 3.24.160(1)(d))
BACKGROUND
In recent years, the Utah State Legislature expressed a strong interest in ensuring the 911 services
between PSAPS are rapid, efficient, and interoperable. See Utah Code Subsection 63H-7-302(1). The
City's E911 Department and VECC are the two primary Public Safety Answering Points ("PSAPs") that
provide dispatch services for the Salt Lake Valley. Because the two entities share the responsibility of
providing dispatch services in the Salt Lake Valley, they are constantly working together to provide fast
and accurate responses to calls seeking emergency dispatch services. Using a truly interoperable system
is crucial to providing medical dispatch services to the public in a rapid and efficient manner. In fact, to
provide emergency dispatch services as quickly and accurately as possible, and at the urging of various
State government entities, the City and VECC use a shared, or common, computer aided dispatch
program ("CAD") known as Versaterm. However, the City and VECC currently do not use the same
medical dispatch protocols. VECC previously issued a request for proposals related to medical dispatch
protocols and selected the Association of Public -Safety Communications Officials International, Inc
("APCO) to provide VECC's medical dispatch protocols and related services. Since moving to APCO, VECC
has noted that the time required to dispatch a medical call has significantly reduced — resulting in help
being sent faster than what the City is currently experiencing operating using Pro-QA dispatch protocols.
A highlighted comparison using the statistical CAD reports for August 1s' to August 20t" 2023 is attached.
The time a call is "In Queue" represents the time a call is waiting for sufficient information before it can
be dispatched on. One report shows Salt Lake City Fire (CF) and the other shows Unified Fire (UF). The
time before dispatch services are able begin dispatching any fire/medical response is what is highlighted
in the "In Queue" column. The attached documents indicate that the "In Queue" time for Salt Lake City
using ProQA are commonly over a minute for an overall average of 1.53 minutes. This is under the
required 2 minutes to start help for a medical call. However, the attached documents also show that
Unified Fire (UF), which is dispatched by VECC using APCO's medical protocol that allows them to
dispatch when certain pieces of information are obtained (whereas ProQA's dispatch protocols would
normally prevent this more rapid dispatch approach) results in an average of only 39 seconds "In Queue"
before VECC begins sending help. These results indicate that, even disregarding the efficiencies gained by
the City and VECC operating off a single protocol system, the overall time "In Queue" before Salt Lake
City Fire could be dispatched on medical calls would be much lower using APCO's medical protocol that
does not hinder the City's ability to begin sending help once the dispatching process reaches a point
where it becomes clear what type of help is needed. Currently the ProQA dispatching software prevents
the City from taking action until the dispatch process is entirely complete.
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
processes 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 has to 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 the eliminate delays in time, the
inefficient use of resources, and the continuity gaps that currently arise when calls are transferred
between dispatch centers.
FIRST BASIS FOR WAIVER: MATCH EXISTING EQUIPMENT AND PROCESSES - CONTRACTING WITH APCO
WILL ALLOW THE CITY TO MATCH VECC'S EXISTING EQUIPMENT AND PROCESSES.
Contracting with APCO to provide medical dispatch protocol services will allow the City to match its PSAP
partner's existing medical dispatch protocol equipment and processes such that the City and VECC will
be able to jointly utilize an interoperable CAD system that permits calls to the transferred smoothly and
consistently from one PSAP to the other. This interoperable system would be a significant upgrade from
the current disjointed approach that prevents either VECC or the City from being able to use the CAD's
full functionality. In contrast, If the City obtains its medical dispatch protocols from any vendor other
than APCO, the ability for the City and VECC to use a fully interoperable CAD system disappears and the
current inefficiencies inherent in a less -than interoperable system will persist.
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.
Most of the rationale supporting this request for a sole source waiver is already addressed in the
preceding paragraph. APCO is the only vendor who can match VECC's existing equipment and processes,
and APCO is therefore the only vendor the City can select to achieve a genuinely interoperable CAD
system that eliminates the existing inefficiencies and fully meets the State government's expectation that
the entire Salt Lake Valley will operate 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 fully interoperable common CAD that will allow for the seamless transition of calls and
information between VECC and City is in the best interests of the City and its residents. The timely and
competent provision of medical dispatch services to persons in need of medical assistance is an
incredibly important service to the public. However, even setting aside the benefits of the fully
interoperable CAD system, contracting with APCO for medical dispatch services will benefit the public.
After moving to APCO, VECC noticed the significant improvements related to the time in which help
could be dispatched in response to medical emergencies. The circumstances in which Salt Lake City
dispatch services operate are very similar to the circumstances present at VECC, and it is reasonable to
conclude that many of the benefits VECC has realized by contracting with APCO should also be realized
by the City.
CONCLUSION:
For all of the reasons stated above, the City's E911 Department is requesting that the Chief Procurement
Officer waive the standard procurement process in this situation and allow the City to pursue entering
into a contract with APCO for the provision of medical dispatch protocol services. While we believe that
all of the reasons supporting a request for waiver are justified, any of the three bases for waiver
described above would by itself be sufficient to grant the E911 Department's waiver request.
Attachments
D-1
APPENDIX B — APPOINTED EMPLOYEES BY DEPARTMENT
Effective June 25, 2023
911 BUREAU
Job Title
Grade
911 DISPATCH DIRECTOR
041X
911 COMMUNICATIONS DEPUTY DIRECTOR
032X
EXECUTIVE ASSISTANT
026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS
O41X
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
O41X
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
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
O41X
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
O41X
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.
APPENDIX B — APPOINTED EMPLOYEES BY DEPARTMENT
Effective June 25, 2023
911 BUREAU
Job Title
Grade
911 DISPATCH DIRECTOR
041X
911 COMMUNICATIONS DEPUTY DIRECTOR
032X
EXECUTIVE ASSISTANT
026X
AIRPORT
EXECUTIVE DIRECTOR OF AIRPORTS
O41X
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
O41X
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
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
O41X
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
O41X
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.