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004 of 2001 - budget amendment no. 6 for fiscal year 2000-2001 0 01-1 B 01-5 SALT LAKE CITY ORDINANCE No. 4 of 2001 (Amending Salt Lake City Ordinance No. 51 of 2000 which adopted the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2000-2001) AN ORDINANCE AMENDING SALT LAKE CITY ORDINANCE NO. 51 OF 2000 WHICH APPROVED, RATIFIED AND FINALIZED THE BUDGET OF SALT LAKE CITY, UTAH, INCLUDING THE EMPLOYMENT STAFFING DOCUMENT, FOR THE FISCAL YEAR BEGINNING JULY 1, 2000 AND ENDING JUNE 30, 2001. PREAMBLE On June 29, 2000, the Salt Lake City Council approved, ratified and finalized the budget of Salt Lake City, Utah, including the employment staffing document, for the fiscal year beginning July 1, 2000 and ending June 30, 2001, in accordance with the requirements of Section 118, Chapter 6, Title 10 of the Utah Code Annotated, and said budget, including the employment staffing document, was approved by the Mayor of Salt Lake City, Utah. The City's Policy and 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, copies of which are attached hereto, for consideration by the City Council and inspection by the public. The City Council fixed a time and place for a public hearing to be held on February 13, 2001 to consider the attached proposed amendments to the budget, including the employment staffing document, and ordered notice thereof be published as required by law. Notice of said public hearing to consider the amendments to said budget, including the employment staffing document, was duly published and a public hearing to consider the attached amendments to said budget, including the employment staffing document, was held on February 13, 2001, in accordance with said notice at which hearing all interested parties for and against the budget amendment proposals were heard and all comments were duly considered by the City Council. All conditions precedent to amend said budget, including the employment staffing document, 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 budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 51 of 2000. SECTION 2. Adoption of Amendments. The budget amendments, including amendments to the employment staffing document, 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 the employment staffing document, for the fiscal year beginning July 1, 2000 and ending June 30, 2001, in accordance with the requirements of Section 128, Chapter 6, Title 10, of the Utah Code Annotated. SECTION 3. Certification to Utah State Auditor. The City's Policy and Budget Director, acting as the City's Budget Officer, is authorized and directed to certify and file 2 a copy of said budget amendments, including amendments to the employment staffing document, with the Utah State Auditor. SECTION 4. 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 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 5. Effective Date. This Ordinance shall take effect on its first publication. Passed by the City Council of Salt Lake City, Utah, this 13 day of February , 2001. l J 'p CHAIRPERSON 1/1 ATTEST: Q14,4 ,.. ' .p. CHIEF DEPUTY CITY R CORDER Transmitted to the Mayor on February 14, 9001 Mayor's Action: /1. Approved Vetoed MA R / F: 3 ATTEST: • CHIEF DEPUTY C Y REC I RDER g='M-���,�j� (SEAL) Bill No. 4 of 2001. rf RAIS Published: February 23, 2001 G\OrdinaOI\Amending budget 2-13 doc 4 Initiatives in Budget Amendment - February Initiative Name Initiative Gen. Fund Amount Impact 1. Engineering Division Transfer $4,519,542 $-0- 2. Airport adjustments $15,664,500 $-0- 3. ASLAM Foundation Grant $25,000 $-0- 4. Intermodal Hub adjustments $1,940,000 $-0- 5. Utah State University Crisis Intervention $31,978 $-0- Grant 6. State of Utah SHOCAP Grant addition $1,735 $-0- 7. Memory Grove Restoration $238,000 $-0- 2 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Community and Economic Development 2000-2001 Initiative Name Initiative Number Engineering Division Transfer BA#6lnitiative#1 Prepared By Phone Number David Dobbins 535-7236 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year end Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Total $0 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) CED Department ($4,519,542) Public Services Department 4,519,542 Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Total $0 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages $3,029,263 2. Employee Benefits 837,811 3. Operating and Maintenance Supply 64,263 4. Charges and Services 518,761 0 0 5. Capital Outlay 69,444 6. Other(Specify) Total $4,519,542 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount City Engineer 1.00 004 110960 Engineer VII 3.00 614 289563 Senior Engineering Project Manager 2.00 613 175926 Engineer VI 2.00 612 173611 Project Management Consultant 1.00 612 84000 Senior Architect II 1.00 612 80088 Landscape Architect Project Manager 1.00 612 83724 Licensed Architect 2.00 609 125928 Engineer IV 3.00 609 198672 City Surveyor 1.00 608 66004 Engineer III 2.00 608 125604 Landscape Architect III 2.00 608 124158 Construction Coordinator 1.00 607 60948 Engineering Pavement Systems Manager 1.00 607 65460 GIS Analyst 2.00 607 110268 Planning and Programming Manager 1.00 607 65268 Engineering Technician VI 7.00 607 412260 Professional Land Surveyor/GIS Specialist 4.00 606 228846 GIS Specialist 1.00 604 50124 Engineering Technician V 7.00 311 378649 Engineer Records Supervisor 1.00 309 52404 SID/Special Project Coordinator 1.00 309 50388 Office Facilitator II 1.00 307 44880 Assistant Special Improvement District Coord 1.00 306 39264 Engineering Technician IV 6.00 224 307218 Survey Party Chief 1.00 224 54096 GIS Technician II 1.00 223 52872 Surveyor III 1.00 222 51792 Engineering Records Technician II 2.00 219 81736 Office Tech II 2.00 219 85032 Engineering Aide 1.00 212 37092 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions,structure and organization The division of Engineering will shift entirely from CED to Public Services. No structure or performance functions will change specifically because of this transfer. F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. The Engineering Division's main responsibilities are the construction of capital improvement projects such as streets, parks and public facilities, coordination of special improvement districts, and ensuring proper use of the city's public way. These responsibilities would be best coordinated under the direction of the Public Services Department. The Engineering Division is currently part of the Community and Economic Development Department. In 1997,the City Council transferred the Engineering Division to CED from the Public Services Department. This transfer was based on the previous Administration's opinion that engineering was primarily a planning-type function that steers the process of construction activities, rather than on the actual construction and design of such projects. The Communcity and Economic Development Department is trying to focus on its community planning and design responsibilities. By reporting to the Public Services Department,the Engineering Division's main functions and responsibilities will be better coordinated and will operate more efficiently. The Engineering Division was initially assigned to CED with the intent of eventually having a one-stop permit counter. There are no plans for this to happen and as the City allocates increasing resources to its Capital Improvement Program, the goals of the division have become more centered on construction activities. As the Engineering Division increases its construction-related responsibilities, it should belong to the city department that is most closely tied to those activities. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Department of Airports 2000-2001 Initiative Name Initiative Number Mid-Year Adjustments BA#6lnitiative#2 Prepared By Phone Number Joseph Moratalla 575-2918 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Airport reserve funds $6,287,400 Airport AIP Grants 1,740,500 Airport passenger facility charges (PFC's) 7,636,600 Total $15,664,500 $0 $0 4. Other Fund (detail below) Total $0 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Airport CIP $15,685,500 Airport personal services ($21,000) Total $15,664,500 $0 $0 4. Other Fund (detail below) Total $0 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages ($21,000) 2. Employee Benefits 0 3. Operating and Maintenance Supply 0 4. Charges and Services 0 0 0 5. Capital Outlay 0 6. Other(Specify) Capital Improvements 15,685,500 Total $15,664,500 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount reduced dollars only -21000 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions,structure and organization No impact on service delivery. Does reflect a restructure change in the organization. F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. The Airport needs to award contracts for construction projects prior to June 30, 2001. The Airport needs to adjust capital improvement projects that have previously been approved by$1,893,200 because of the timing of the project work. The new development program which better defined program phasing of projects has identified project adjustments in the amount of$788,800. Funding for new projects planned for FY2002 totalling $13,003,500 are requested to take advantage of the full construction season. The Airport routinely requests this timing adjustment annually. By making the adjustments in the Airport CIP program,they will be able to take advantage of the full construction season. Taking advantage of the full construction season allows for some projects to be completed without delay and usually results in better pricing of the project from the contractors. It is recommended that these adjustments be approved. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Police Department 2000-2001 Initiative Name Grant# Initiative Number ALSAM Foundation- Private Donation NA BA#6lnitiative#3 Prepared By Source Phone Number Sherrie Collins ALSAM 535-6150 Foundation Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72)ALSAM Foundation private donation $25,000 $25,000 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72)ALSAM Foundation private donation $25,000 $25,000 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages $25,000 2. Employee Benefits 3. Operating and Maintenance Supply 4. Charges and Services 0 0 0 5. Capital Outlay 6. Other(Specify) Total $25,000 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount Overtime for officers 25000 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions,structure and organization F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. The Salt Lake City Police Department received these funds to further educate and enforce the problems associated with the production and use of Methamphetamine. These funds will allow an increase in outreach services to community groups. It is recommended that the Council establish a budget to expend these funds. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Community and Economic Development 2000-01 Initiative Name Initiative Number Intermodal Hub Loan Payment and Local Match BA#6 Initiative#4 Prepared By Phone Number Mary Guy-Sell 535-6244 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total 0 $0 $0 3. Enterprise Fund Intermodal Hub Fund-Transfer from CIP Fund $1,940,000 Total $1,940,000 $0 $0 4. Other Fund CIP Fund-Main Street (Transfer from RDA) $1,940,000 CIP Fund-Main Street(Transfer from General Fund) (1,940,000) CIP Fund-Intermodal Hub (Transfer from General Fund) 1,940,000 Total $1,940,000 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total 0 $0 $0 3. Enterprise Fund (detail below) Intermodal Hub Fund-Development-Phase 2A $1,940,000 Total $1,940,000 $0 $0 4. Other Fund (detail below) CIP Fund-Main Street(RDA Fund) $1,940,000 CIP Fund-Main Street(General Fund) (1,940,000) CIP Fund-Intermodal Hub(Transfer to Intermodal Hub Fund) $1,940,000 Total $1,940,000 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages 2. Employee Benefits 3. Operating and Maintenance Supply 4. Charges and Services 0 0 0 5. Capital Outlay $1,940,000 6. Other(Specify) Total $1,940,000 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount No Impact Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions, structure and organization The federal grant for the Intermodal Hub requires a 20% local match. The appropriation will meet the local match requirement for Phase 1 of the project. Confirmation of local match and continued progress on the project will encourage future federal appropriations. Increasing the Intermodal Hub budget will allow the City to initiate Phase 2A of the Intermodal Hub. F. Issue Discussion Criteria define what is expected or what can be expected. Criteria provide a basis for comparison without which analysis cannot be effective. The criterion varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria are compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. A Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. Criteria: UTA received a $40 million dollar federal grant for the Intermodal Hub. The City is a sub-grantee. The City is responsible for covering 20% of expenditures with a local match. Phase 1 of the project has been completed at a cost of $11 million. The local match that the City must cover is $2.2 million. Conditions: The City does not currently have a budget appropriation for the 20% local match within the Intermodal Hub enterprise fund. Effect: The federal government is more inclined to appropriate grants when the local match requirement has been met. Cause: The Administration has not requested an appropriation to meet the local match requirement. Recommendation: The Administration recommends that money be transferred from the Redevelopment Agency of Salt Lake City to the Capital Improvement Program (CIP) Fund (83) to supplement the CIP Main Street (General Fund funded) project cost center. Remaining funds will then be transferred to the CIP Intermodal (General Fund funded) project cost center. The CIP Intermodal project cost center will then transfer funding to the Intermodal Hub Enterprise Fund. Once appropriated, this $1,940,000 will qualify as the majority of the 20% ($2.2 million) federal funding match. Staff costs will be utilized for the balance of the local match. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Police Department 2000-2001 Initiative Name Grant# Initiative Number Utah State University BA#6 Initative#5 Crisis Intervention Teams Prepared By Source Phone Number Sherrie Collins State of Utah 535-6150 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72) Interagency Outreach Training Initative Grant $31,978 $31,978 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72) Interagency Outreach Training Initative Grant $31,978 $31,978 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages $23,378 2. Employee Benefits 3. Operating and Maintenance Supply 500 4. Charges and Services 0 0 5. Capital Outlay 6. Other(Specify) - Contractual 8,100 Total $31,978 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount 2 Employees x 50 hours Overtime$29.00 per hour $2,898 10 Officers x 40 hours Overtime$32.00 per day 12,800 6 Officer x 40 hours Overtime$32.00 per day 7,680 Total $23,378 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions,structure and organization F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. The SLCPD is eligible to receive a pass-through grant from the Utah State University from the State of Utah, Interagency Outreach Training Initiative. The Police Department is currently involved in crisis mediation and intervention as it pertains to law enforcment issues and persons who have serious mental illness or developmental disabilitites. These funds will be used in the Train the Trainers program, for expenses of Officers, volunteers that will be trained to intervene in a different way than typical police procedure and for the mental health clinicians who will train the Officers. It is recommended that the City Council accept this grant and establish a budget. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Police Department 2000-2001 Initiative Name Grant# Initiative Number SHOCAP BA#6 Initiative#6 Prepared By Source Phone Number Sherrie Collins State of Utah 535-6150 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72) 72-20102 Increase in Grant 1,735 $1,735 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) Misc. Grant Fund (72)72-20102 Increase in Grant A 1,735 $1,735 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages 2. Employee Benefits 3. Operating and Maintenance Supply 4. Charges and Services 0 0 5. Capital Outlay 6. Other(Specify) -Travel 1,735 Total $1,735 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions, structure and organization F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In other cases, it may be an industry standard or comparable data from another city. Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management or personnel issues. Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. An additional amount was awarded to the SLCPD Serious Habitual Offender Comprehensive Action Plan (SHOCAP) grant from State of Utah Commission on Criminal and Juvenile Justice for travel. It is recommended that the City Council amend the current budget to accept these additional funds allocated for travel, as it pertains to the grant. Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment Department For Fiscal Year Public Services 2000-2001 Initiative Name Initiative Number Memory Grove Restoration, Phase 1 BA#6 Initative#7 Prepared By Phone Number Greg Davis 535-6397 Fiscal Impact of Proposed Change A. Revenue Impacted by Fund and Source: 1st Year 2nd Year 3rd Year FY 2000-01 FY 2001-02 FY 2002-03 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) CIP-Memory Grove Restoration 8300131-Private donations $228,000 CIP- From City Creek Canyon (residual) 8395008 to Memory Grove Restoration 8300131 (130,426) CIP-To Memory Grove Restoration 8300131 from City Creek Canyon (residual) 8395008 130,426 CIP-Memory Grove Restoration 8300131 -Tree Replacement Grant 7231001 10,000 Total $238,000 $0 $0 B. Expenditures Impacted by Fund and Source: 1. General Fund (detail below) Total $0 $0 $0 2. Internal Service Fund (detail below) Total $0 $0 $0 3. Enterprise Fund (detail below) Total $0 $0 $0 4. Other Fund (detail below) CIP-Memory Grove Restoration 8300131 $238,000 CIP-City Creek Canyon (residual) 8395008 (130,426) CIP- Memory Grove Restoration 8300131 130,426 Total $238,000 $0 $0 C. Expenditure Impact Detail 1. Salaries and Wages 2. Employee Benefits 3. Operating and Maintenance Supply 4. Charges and Services 5. Capital Outlay $238,000 6. Other(Specify) Total $238,000 $0 $0 Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment D. Personnel Service Detail: FTE Grade/Step Amount No Impact Salt Lake City Corporation Management and Fiscal Note Worksheet for Budget Development and Budget Amendment E. Measured or measurable Impact on functions, structure and organization F. Issue Discussion Criteria is a definition of what is expected or what can be expected. It provides a basis for comparison without which analysis can't be effective. The criteria varies from issue to issue. In straightforward cases, it can be an ordinance or policy. In oth Condition is a description of current practices. It is the information to which the criteria is compared. Effect is the difference, if any, between the condition and criteria. It is best described in terms of a dollar impact or a service level impact. If an effect cannot be identified, there is no finding. Cause is sometimes a difficult element to identify but is essential to a finding. It is simply identifying why the condition varies from the criteria. Sometimes the answer is as simple as a change in policy or budget but often goes deeper into management Recommendation is made in a way that addresses the cause. By doing so, it is most likely to result in improving the condition to be in line with the criteria. During the August 11,1999 tornado, Memory Grove sustained considerable damage. Public Services in conjunction with the Salt Lake City Engineering Division has been proceeding forward with the approved concept plan to restore Memory Grove. Based on an estimate from Landmark Design Incorporated, the landscape design firm for the restoration, the major components and projected costs associated with phase 1 are: Mobilization, Demolition and Slope Stabilization:$106,399 Clearing, Grubbing and Grading:$6,400 Hardscape:$134,610 Landscape:$254,441 Irrigation:$151,516 Lighting for Memory Grove pedestrian areas and modification to existing lighting on Canyon Road: $117,800 Modification of City Creek Park Lighting:$51,300 ConstructionContingency:$82,247 Fees...survey, city engineering and consulting:$156,943 Total:$1,061,656 The city has $726,883 in expense budget which has been approved for use in phase 1. Public Services Administration is requesting that the council approve increasing the budget for two committed donations totaling $228,000 from the Memory Grove Foundation and the Central Utah Project as well as for a $10,000 grant issued by the Utah Division of Forestry, Fire and State Lands. In addition, $130,427 in residual CIP funding from a City Creek Canyon project is also being requested for approval for use in phase 1. With approval of these four sources of funding, the total approved expense budget for phase 1 of the Memory Grove restoration would be $1,095,310. The total approved revenue budget would be $238,000 The $33,654 difference between the design estimate and the proposed expense budget for phase 1 will be combined with Salt Lake County's anticipated donation of$100,000 and used for future phases of Memory Grove's restoration. It is proposed that the city council approve the incremental funding required to complete phase 1 of the Memory Grove restoration.