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Transmittal - 2/2/2024DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 ERIN MENDENHALL Mayor MARY BETH THOMPSON Chief Financial Officer CITY COUNCIL TRANSMITTAL Date Received: _______________ Rachel Otto, Chief of Staff Date sent to Council: __________ TO: Salt Lake City Council DATE: February 1, 2024 Victoria Petro, Chair FROM: Mary Beth Thompson, Chief Financial Officer SUBJECT: FY24 Budget Amendment #4 - Revised SPONSOR: NA STAFF CONTACT: Greg Cleary (801) 535-6394 or Mary Beth Thompson (801) 535-6403 DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that subsequent to a public hearing, the City Council adopt the following amendments to the FY 2024 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $0.00 $3,860,205.00 FLEET FUND $723,909.00 $723,909.00 CIP FUND $1,415,400.00 $1,415,400.00 IMPACT FEES FUND $0.00 $130,275.00 SUSTAINABILITY FUND $0.00 $230,000.00 911 COMMUNICATIONS FUND $0.00 $165,793.00 IMS FUND $9,000.00 $406,688.00 MISCELLANEOUS GRANTS FUND $1,216,439.66 $1,216,439.66 DEBT SERVICE FUND $1,100,000.00 $1,100,000.00 TOTAL $4,464,748.66 $9,248,709.66 Gregory Cleary (Feb 1, 2024 09:03 MST) Gregory Cleary April Patterson (Feb 2, 2024 08:03 MST) April Patterson rachel otto (Feb 2, 2024 10:06 MST)02/02/2024 02/02/2024 DEP~o\R.TMENT OF F1NAN CE BACKGROUND/DISCUSSION: Revenue for FY 2024 Budget Adjustments The chart below presents General Fund Projected Revenues for FY 2024. To date, revenues are trending below the initial budget. At this time, Finance staff are projecting revenues to remaining consistent with current estimates for the remainder of FY 2024. Consistent with the update provided to Council on January 16, 2024, modifications have been made primarily to Sales Tax, resulting in a decrease of approximately $3 million. Revenue FY23-FY24 AnnualBudget FY23-24 Amended Budget NewProjection Amended Variance Favorable/(Unfavorable) Revenue Property Taxes 131,752,713 131,752,713 131,752,713 0 Sales,Use & Excise Taxes 117,129,000 117,129,000 114,129,000 (3,000,000) Franchise Taxes 12,348,127 12,348,127 12,341,052 (7,075) TotalTaxes 261,229,840 261,229,840 258,222,765 (3,007,075) Revenue Charges For Services 4,745,443 4,745,443 5,770,419 1,024,976 Fines & Forfeitures 2,561,547 2,561,547 2,567,590 6,043 Interest Income 8,000,000 8,000,000 8,000,000 0 InterfundService Charges 26,131,213 26,131,213 26,144,079 12,866 Intergovernmental Revenue 5,134,621 5,134,621 5,234,598 99,977 Licenses 18,434,301 18,434,301 18,436,598 2,297 Miscellaneous Revenue 2,958,012 2,958,012 2,978,339 20,327 ParkingMeter Revenue 2,801,089 2,801,089 2,801,089 0 ParkingTickets 1,500,000 1,500,000 1,499,955 (45) Permits 22,445,026 22,445,026 22,497,613 52,587 Property Sale Proceeds -- -0 Rental & Other Income 681,604 681,604 682,104 500 OperatingTransfers In 9,938,944 9,938,944 9,938,944 0 TotalW/O SpecialTax 105,331,800 105,331,800 106,551,328 1,219,528 ObjectCodeDescription Sales Tax Addition1/2%49,084,479 49,084,479 49,484,479 400,000 TotalGeneralFund 415,646,119 415,646,119 414,258,572 (1,387,547) The table below presents updated Fund Balance numbers and percentages, based on the proposed changes included in Budget Amendment #4. Please note, at the time of this transmittal, two items are still under consideration from Budget Amendment #3 and are considered in the fund balance calculation below. With the complete adoption of Budget Amendment #4, the available fund balance will adjust to 31.73 percent of the FY 2024 Adopted Budget. The fund balance calculation above has been adjusted to account for the FY 2023 year end numbers after the completion of the Annual Comprehensive Financial Report. FOF GF Only TOTAL FOF GF Only TOTAL Beginning Fund Balance 18,395,660 141,728,022 160,123,682 24,825,461 178,695,454 202,575,741 Budgeted Change in Fund Balance 2,100,608) (20,736,262) (22,836,870) (3,657,641) (29,211,158)(32,868,799) PriorYearEncumbrances (3,162,300) (17,260,909) (20,423,209) (2,592,884) (18,663,765)(21,157,931) Estimated Beginning Fund Balance 13,132,752 103,730,851 116,863,603 18,574,936 130,820,531 148,549,011 BeginningFundBalance Percent 22.79% 25.00% 24.85%35.49% 33.36% 33.42% YearEnd CAFR Adjustments Revenue Changes Expense Changes (Prepaids, Receivable, Etc.)2,257,746) (2,257,746)(2,484,423) (2,484,423) Fund Balance w/ CAFR Changes 13,132,752 101,473,105 114,605,857 18,574,936 128,336,108 146,064,588 Final FundBalance Percent 22.79% 24.46% 24.37%35.49% 32.72% 32.86% Budget Amendment Use ofFund Balance BA#1 Revenue Adjustment 475,000) (475,000)- -- BA#1 Expense Adjustment 204,200) (204,200) BA#2 Revenue Adjustment BA#2 Expense Adjustment 763,950 763,950 BA#3 Revenue Adjustment 6,000,000 6,000,000 - -- BA#3 Expense Adjustment 6,538,000) (6,538,000)- (1,730,732) (1,730,732) BA#4 Revenue Adjustment 194,600 194,600 - -- BA#4 Expense Adjustment 7,584,328) (7,584,328)- (3,860,205) (3,860,205) BA#5 Revenue Adjustment BA#5 Expense Adjustment 5,940,349) (5,940,349)- -- BA#6 Revenue Adjustment 19,120,198 19,120,198 - -- BA#6 Expense Adjustment 11,719,731) (12,219,731)- -- Change in Revenue Change in Expense Fund Balance Budgeted Increase Adjusted Fund Balance 21,928,113 157,840,137 178,933,386 18,574,936 123,304,921 141,033,401 AdjustedFundBalance Percent 38.05% 38.05% 38.05%35.49% 31.44% 31.73% Projected Revenue 57,634,742 414,859,025 470,299,454 52,338,120 392,166,803 444,504,923 Salt Lake City General Fund TOTAL Fund Balance Projections FY2024BudgetFY2023BudgetProjected The Administration is requesting a budget amendment totaling $4,464,748.66 in revenue and 9,248,709.66 in expenses. The amendment proposes changes in nine (9) funds, with an increase of three (3) FTEs in the Fleet program. The proposal includes 12 initiatives for Council review and additional housekeeping items. A summary spreadsheet outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget amendment is separated in eight different categories: A. New Budget Items B. Grants for Existing Staff Resources C. Grants for New Staff Resources D. Housekeeping Items E. Grants Requiring No New Staff Resources F. Donations G. Council Consent Agenda Grant Awards I. Council Added Items PUBLIC PROCESS: Public Hearing Num b e r Na m e Fu n d R e v e n u e A m o u n t Ex p e n d i t u r e Am o u n t R e v e n u e A m o u n t Ex p e n d i t u r e Am o u n t On g o i n g o r O n e ti m e F T E s 1 A i r Qua l i t y In c e n t i v e s P r o gra m Su s t a i n a b i l i t y 2 3 0 0 0 0 0 0 On goi n g 2 S h o r t T e r m R e n t a l I d e n t i f i c a t i o n S o f t w a r e G F 4 9 0 0 0 0 0 On goi n g 3 W i t h d r a w n pri o r t o t r a n s m i t t a l 4 I m m e d i a t e N e e d s i n L i b e r t y P a r k O n g o i n g C o s t s G F 3 1 2 5 0 0 0 On g o i n g 4 Im m e d i a t e N e e d s i n L i b e r t y P a r k U s e o f V a c a n c y a n d At t r i t i o n S a v i n gs GF 2 8 5 1 2 5 0 0 On e t i m e 4 Im m e d i a t e N e e d s i n L i b e r t y P a r k U s e o f V a c a n c y a n d At t r i t i o n S a v i n gs GF 2 8 5 1 2 5 0 0 On e t i m e 4 I m m e d i a t e N e e d s i n L i b e r t y P a r k T r a n s f e r t o C I P C I P 28 5 1 2 5 0 0 2 8 5 1 2 5 0 0 On e t i m e 5 Pu b l i c L a n d s O n e t i m e B u d g e t R e a l l o c a t i o n U s e o f Va c a n c y an d A t t r i t i o n S a v i n gs GF 5 5 8 0 0 0 0 0 On e t i m e 5 Pu b l i c L a n d s O n e t i m e B u d g e t R e a l l o c a t i o n U s e o f Va c a n c y an d A t t r i t i o n S a v i n gs GF 2 2 5 0 0 0 0 0 On e t i m e 5 Pu b l i c L a n d s O n e t i m e B u d g e t R e a l l o c a t i o n U s e o f Va c a n c y an d A t t r i t i o n S a v i n gs GF 3 3 3 0 0 0 0 0 On e t i m e 5 Pu b l i c L a n d s O n e t i m e B u d g e t R e a l l o c a t i o n T r a n s f e r to F l e e t Fl e e t 33 3 0 0 0 0 0 3 3 3 0 0 0 0 0 On e t i m e 6 F i r e S t a t i o n 1 F e n c i n g Im pac t F e e 1 3 0 2 7 5 0 0 On e t i m e 6 F i r e S t a t i o n 1 F e n c i n g CI P 13 0 2 7 5 0 0 1 3 0 2 7 5 0 0 On e t i m e 7 I n c r e a s e F l e e t M a i n t e n a n c e C a pac i t y GF 3 4 8 8 0 9 0 0 On goi n g 7 I n c r e a s e F l e e t M a i n t e n a n c e C a p a c i t y G F 5 1 1 0 0 0 0 On e t i m e 7 I n c r e a s e F l e e t M a i n t e n a n c e C a p a c i t y F le e t 34 8 8 0 9 0 0 3 4 8 8 0 9 0 0 On g o i n g 3. 0 0 7 I n c r e a s e F l e e t M a i n t e n a n c e C a p a c i t y F le e t 42 1 0 0 0 0 4 2 1 0 0 0 0 On e t i m e 7 I n c r e a s e F l e e t M a i n t e n a n c e C a pac i t y IM S 9, 0 0 0 0 0 9 0 0 0 0 0 On e t i m e 8 P o l i c e C l e a n N e i ghb o r h o o d s T e a m s G F 1 8 2 9 0 0 0 0 0 On goi n g 9 P u b l i c S a f e t y Syst e m s S o f t w a r e IM S 1 9 4 5 4 0 0 0 On goi n g 10 V e r s a t e r m C a s e S e r v i c e GF 4 8 9 5 4 0 0 On e t i m e 10 V e r s a t e r m C a s e S e r v i c e IM S 2 0 3 1 4 8 0 0 On e t i m e 11 O u t s i d e T r a f f i c S i gna l R e pai r GF 2 5 0 0 0 0 0 0 On e t i m e 12 A P C O I n t e l l i C o m m E M D P r o t o c o l 911 C o m m 1 6 5 7 93. 0 0 On e t i m e 13 C i t y At t o r n e y O u t s i d e C o u n s e l GF 2 5 0 0 0 0 0 0 On e t i m e 1 Pl a n n i n g D e s i g n D i v i s i o n D i r e c t o r R e c l a s s i f i c a t i o n t o Appoi n t e d G r a d e 35) GF On g o i n g 2 O n goi n g La n d f i l l P r o jec t s CI P 1, 00 0 00 0 0 0 1 00 0 00 0 0 0 On goi n g 3 Tr a n s f e r f r o m T r a n s p o r t a t i o n t o D e b t S e r v i c e f o r Ga r a ge L o a n f r o m S t a t e GF 1 1 0 0 0 0 0 0 0 On e t i m e 3 Tr a n s f e r f r o m T r a n s p o r t a t i o n t o D e b t S e r v i c e f o r Ga r a ge L o a n f r o m S t a t e De b t S e r v i c e 1, 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 On e t i m e Se c t i o n E G r a n t s R e qui r i n g No N e w S t a f f R e s o u r c e s Fi s c a l Y e a r 2 0 2 3 2 4 B u d g e t A m e n d m e n t 4 R e v i s e d Co u n c i l A p p r o v e d Ad m i n i s t r a t i o n P r o p o s e d Se c t i o n A N e w I t e m s Se c t i o n D H o u s e k e e p i n g Se c t i o n F D o n a t i o n s Se c t i o n C G r a n t s f o r N e w S t a f f R e s o u r c e s Se c t i o n B G r a n t s f o r E x i s t i n g S t a f f R e s o u r c e s 1 Fi s c a l Y e a r 2 0 2 3 2 4 B u d g e t A m e n d m e n t 4 R e v i s e d Co n s e n t A g e n d a 3 1 Bl o o m b e r g P h i l a n t h r o p i e s W a k e t h e G r e a t S a l t L a k e Mi s c G r a n t s 1, 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 On e t i m e 2 St a t e o f U t a h I n c r e a s e H o m e l e s s M i t i gat i o n G r a n t Mi s c G r a n t s 21 6 439. 6 6 2 1 6 439. 6 6 On e t i m e To t a l o f B u d g e t A m e n d m e n t It e m s 4, 4 6 4 7 4 8 6 6 9 2 4 8 7 0 9 6 6 3. 0 0 In i t i a t i v e N u m b e r N a m e Fu n d Re v e n u e A m o u n t Ex p e n d i t u r e Am o u n t R e v e n u e A m o u n t Ex p e n d i t u r e Am o u n t On g o i n g o r O n e ti m e F T E s To t a l b y Fu n d Bu d get A m e n d m e n t 4: Ge n e r a l F u n d GF 3 8 6 0 2 0 5 0 0 Fl e e t F u n d Fl e e t 72 3 9 0 9 0 0 7 2 3 9 0 9 0 0 3. 0 0 CI P F u n d CI P 1, 4 1 5 4 0 0 0 0 1 4 1 5 4 0 0 0 0 Im p a c t F e e F u n d Im p a c t F e e 1 3 0 2 7 5 0 0 Su s t a i n a b i l i t y F u n d Su s t a i n a b i l i t y 2 3 0 0 0 0 0 0 91 1 C o m m u n i c a t i o n s F u n d 91 1 C o m m 1 6 5 7 9 3 0 0 IM S F u n d IM S 9, 0 0 0 0 0 4 0 6 6 8 8 0 0 Mi s c e l l a n e o u s G r a n t s F u n d Mi s c G r a n t s 1, 2 1 6 4 3 9 6 6 1 2 1 6 4 3 9 6 6 De b t S e r v i c e F u n d De b t S e r v i c e 1, 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 To t a l o f B u d g e t A m e n d m e n t 4 4 6 4 7 4 8 6 6 9 2 4 8 7 0 9 6 6 3. 0 0 Ad m i n i s t r a t i o n P r o p o s e d Co u n c i l A p p r o v e d Se c t i o n I C o u n c i l A d d e d I t e m s Se c t i o n G C o u n c i l C o n s e n t A g e n d a G r a n t A w a r d s 2 Fi s c a l Y e a r 2 0 2 3 2 4 B u d g e t A m e n d m e n t 4 R e v i s e d Cu r r e n t Y e a r B u d get S u m m a r y, pro v i d e d f o r i n f o r m a t i o n o n l y FY 2 0 2 3- 2 4 Bu d get In c l u d i n g Bu d get A m e n d m e n t s Re v e n u e FY 2 0 2 3 2 4 A d o p t e d B u d g e t R e v e n u e BA 1 T o t a l B A 2 T o t a l BA 3 T o t a l B A 4 T o t a l BA 5 T o t a l To t a l R e v e n u e Ge n e r a l F u n d F u n d 1 0 0 0 44 8 5 1 4 9 1 8 0 0 0 0. 0 0 0 0 0 0. 0 0 44 8 5 1 4 9 1 8 0 0 Cu r b a n d G u t t e r F C 2 0 3, 0 0 0 3, 0 0 0 0 0 DE A T a s k F o r c e F u n d F C 4 1 1, 3 9 7 3 5 5 1, 3 9 7 3 5 5 0 0 Mi s c S pec i a l S e r v i c e D i s t r i c t s F C 4 6 1, 7 0 0 0 0 0 0. 0 0 1, 7 0 0 0 0 0 0 0 St r e e t L i g h t i n g E n t e r p r i s e F C 4 8 4, 6 8 1 1 8 5 4, 6 8 1 1 8 5 0 0 Wa t e r F u n d F C 5 1 17 6 6 3 7 2 8 8 17 6 6 3 7 2 8 8 0 0 Se w e r F u n d F C 5 2 28 9 9 4 1 1 7 8 28 9 9 4 1 1 7 8 0 0 St o r m W a t e r F u n d F C 5 3 19 8 6 5 8 9 2 19 8 6 5 8 9 2 0 0 Ai r p o r t F u n d F C 5 4 5 5 5 6 40 3 5 1 3 0 0 0 40 3 5 1 3 0 0 0 0 0 Re f u s e F u n d F C 5 7 25 2 4 0 4 5 9 0. 0 0 25 2 4 0 4 5 9 0 0 Go l f F u n d F C 5 9 12 7 1 0 0 6 7 12 7 1 0 0 6 7 0 0 E- 9 1 1 F u n d F C 6 0 3, 9 2 5 0 0 0 3, 9 2 5 0 0 0 0 0 Fl e e t F u n d F C 6 1 32 1 0 8 9 6 9 3 6 8 0 0 0 0 97 5 1 7 7 0 0 7 2 3 9 0 9 0 0 33 8 4 4 8 5 5 0 0 IM S F u n d F C 6 5 36 2 5 4 3 5 7 9 0 0 0 0 0 6, 0 0 0 0 0 1 2 0 0 0 0 0 9, 0 0 0 0 0 36 2 9 0 3 5 7 0 0 Co u n t y Q u a r t e r C e n t S a l e s T a x f o r Tr a n s p o r t a t i o n F C 6 9 9, 7 0 0 0 0 0 9, 7 0 0 0 0 0 0 0 CD B G O p e r a t i n g F u n d F C 7 1 5, 5 9 7 7 6 3 5, 5 9 7 7 6 3 0 0 Mi s c e l l a n e o u s G r a n t s F C 7 2 8, 9 1 9 9 1 7 16 1 9 7 4 2 3 0 0 1 7 0 5 7 0 0 7 9 1, 2 1 6 4 3 9 6 6 28 0 3 9 4 8 0 4 5 Ot h e r S p e c i a l R e v e n u e F C 7 3 40 0 0 0 0 62 4 1 6 0 0 46 2 4 1 6 0 0 Do n a t i o n F u n d F C 7 7 50 0 0 0 0 50 0 0 0 0 0 0 Ho u s i n g L o a n s T r u s t F C 7 8 14 6 5 9 0 4 3 14 6 5 9 0 4 3 0 0 De b t S e r v i c e F u n d F C 8 1 32 3 4 1 5 8 6 1, 1 0 0 0 0 0 0 0 33 4 4 1 5 8 6 0 0 CI P F u n d F C 8 3 8 4 8 6 30 1 9 9 7 5 6 2 1 8 0 0 0 0 0 25 4 8 5 8 9 3 2 5 4 1 0 1 7 7 0 0 1, 4 1 5 4 0 0 0 0 57 7 2 9 2 2 6 2 5 Go v e r n m e n t a l I m m u n i t y F C 8 5 3, 8 8 8 5 8 1 3, 8 8 8 5 8 1 0 0 Ri s k F u n d F C 8 7 60 9 3 2 1 3 7 60 9 3 2 1 3 7 0 0 To t a l o f B u d g e t A m e n d m e n t I t e m s 1, 6 2 3 6 3 1 4 5 1 2 6 3 8 0 0 0 0 4 1 7 5 1 7 3 2 2 5 3, 1 0 3 0 5 4 7 9 4 4 6 4 7 4 8 6 6 1, 6 7 3 2 1 4 7 8 6 7 0 3 Fi s c a l Y e a r 2 0 2 3 2 4 B u d g e t A m e n d m e n t 4 R e v i s e d Ex p e n d i t u r e FY 2 0 2 3 2 4 A d o p t e d Bu d get g E x pen s e BA 1 T o t a l B A 2 T o t a l BA 3 T o t a l B A 4 T o t a l BA 5 T o t a l To t a l E x p e n s e Ge n e r a l F u n d F C 1 0 44 8 5 1 4 9 1 8 2 0 4 2 0 0 0 0 7 6 3 9 5 0 0 0 1, 7 3 0 7 3 1 8 9 3 8 6 0 2 0 5 0 0 45 3 5 4 6 1 0 4 8 9 Cu r b a n d G u t t e r F C 2 0 3, 0 0 0 3, 0 0 0 0 0 DE A T a s k F o r c e F u n d F C 4 1 1, 3 9 7 3 5 5 1, 3 9 7 3 5 5 0 0 Mi s c S pec i a l S e r v i c e D i s t r i c t s F C 4 6 1, 7 0 0 0 0 0 66 4 2 9 3 7 0 2, 3 6 4 2 9 3 7 0 St r e e t L i g h t i n g E n t e r p r i s e F C 4 8 6, 0 4 4 1 1 9 6, 0 4 4 1 1 9 0 0 Wa t e r F u n d F C 5 1 17 7 9 5 3 7 8 7 17 7 9 5 3 7 8 7 0 0 Se w e r F u n d F C 5 2 30 1 8 3 2 6 2 2 30 1 8 3 2 6 2 2 0 0 St o r m W a t e r F u n d F C 5 3 22 9 4 7 4 7 4 22 9 4 7 4 7 4 0 0 Ai r p o r t F u n d F C 5 4 5 5 5 6 52 0 4 3 8 9 9 7 52 0 4 3 8 9 9 7 0 0 Re f u s e F u n d F C 5 7 28 2 6 3 7 9 2 23 0 0 0 0 0 0 28 4 9 3 7 9 2 0 0 Go l f F u n d F C 5 9 17 9 3 8 9 8 4 17 9 3 8 9 8 4 0 0 E- 9 1 1 F u n d F C 6 0 3, 8 0 0 3 8 5 16 5 7 9 3 0 0 3, 9 6 6 1 7 8 0 0 Fl e e t F u n d F C 6 1 32 4 9 8 7 5 0 1 4 4 6 1 7 9 3 0 0 97 5 1 7 7 0 0 7 2 3 9 0 9 0 0 48 6 5 9 6 2 9 0 0 IM S F u n d F C 6 5 38 7 0 2 1 7 1 9 0 0 0 0 0 6, 0 0 0 0 0 4 5 3 1 0 8 3 0 0 40 6 6 8 8 0 0 43 6 5 4 9 4 2 0 0 Co u n t y Q u a r t e r C e n t S a l e s T a x f o r Tr a n s p o r t a t i o n F C 6 9 9, 7 0 0 0 0 0 2 0 5 1 7 7 0 0 9, 4 9 4 8 2 3 0 0 CD B G O p e r a t i n g F u n d F C 7 1 5, 5 9 7 7 6 3 46 6 4 2 5 0 5, 6 4 4 4 0 5 5 0 Mi s c e l l a n e o u s G r a n t s F C 7 2 8, 9 1 9 9 1 7 16 1 9 7 4 2 3 0 0 2 2 3 4 4 7 3 2 9 1, 2 1 6 4 3 9 6 6 28 5 6 8 2 5 2 9 5 Ot h e r S p e c i a l R e v e n u e F C 7 3 40 0 0 0 0 65 4 7 2 0 0 46 5 4 7 2 0 0 Do n a t i o n F u n d F C 7 7 50 0 0 0 0 50 0 0 0 0 0 0 Ho u s i n g L o a n s T r u s t F C 7 8 10 2 1 2 0 4 3 10 2 1 2 0 4 3 0 0 De b t S e r v i c e F u n d F C 8 1 34 8 9 4 9 7 9 5, 7 7 7 7 8 4 0 0 1 1 0 0 0 0 0 0 0 41 7 7 2 7 6 3 0 0 CI P F u n d F C 8 3 8 4 8 6 29 7 0 8 2 8 6 2 1 8 0 0 0 0 0 25 4 8 5 8 9 3 2 5 1, 5 4 5 6 7 5 0 0 56 9 5 7 8 5 4 2 5 Go v e r n m e n t a l I m m u n i t y F C 8 5 3, 3 7 0 0 1 2 3, 3 7 0 0 1 2 0 0 Ri s k F u n d F C 8 7 63 5 7 4 6 5 5 63 5 7 4 6 5 5 0 0 To t a l o f B u d g e t A m e n d m e n t I t e m s 1, 7 6 8 9 1 4 0 0 9 1 4 8 9 2 9 9 3 0 0 4 1 6 5 5 1 3 1 9 5 15 0 9 0 7 1 4 6 8 9 2 4 8 7 0 9 6 6 1, 8 4 9 8 0 1 5 5 8 2 9 Bu d g e t M a n a g e r An a l yst C i t y Co u n c i l Co n t i n gen t A ppro pri a t i o n 4 Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 1 Section A: New Items A-1: Air Quality Incentives Program Sustainability $230,000.00 Department: Sustainability Prepared By: Angie Nielsen For questions, please include Debbie Lyons, Angie Nielsen Sustainability proposed the creation of a new Air Quality Community Incentives Program for the FY 2024 budget and requested $230,000 to expand the incentives beyond landscaping equipment to include e-bikes, indoor air purifiers, HVAC filters, and other items to help improve air quality in the community and indoors. The City Council supported creation of the program but requested that Sustainability provide a written proposal of the program policy and goals before releasing funds for the additional incentives. Sustainability recently hired the new FTE approved in FY 2024 and has been working on program design. This budget amendment serves to provide a description of the proposed program and to request additional funding which is needed for Sustainability to move forward with soliciting RFPs, the next critical step in program development. Below is a description of the proposed program. Sustainability is in the process of compiling a separate document detailing the Air Quality Incentives Program Plan, which will be made available to the City Council before the Budget Amendment is briefed. The Department is also currently working with Purchasing on the RFP scope of work but are awaiting budget approval before finalizing and releasing the RFP. 1) E-BIKE PROGRAM ($200,000) Sustainability has collaborated with other City Departments to design the program application, back-end system for the vouchers, the procurement process, and logos and branding design. Sustainability has also met with several local bike shops to get their input on the anticipated program design and contract process. To meet the goal of a Spring launch, it is crucial that an RFP be published as soon as possible so the suppliers can be selected, contracts prepared, and the implementation details finalized. The department anticipates: Working with up to five bike shops with physical storefronts in Salt Lake City to serve as suppliers for the program. Vouchers will be made available for cargo bikes ($800 standard voucher/$1,400 income-qualified voucher), commuter bikes ($400 standard/$1,000 income-qualified), and adaptive bikes ($600 standard/$1,200 income-qualified). Off-road bikes will not be eligible. Higher voucher amounts will be available for income-qualified applicants. Discounts will be applied at the time of purchase. 50% of program funds will be reserved for low-income vouchers. Assuming most applicants select commuter bikes, and 50% of the funds go to low-income applicants, approximately 350 vouchers could be distributed. Suppliers will be expected to provide a discount on bike safety accessories (helmets, lights, locks, etc), help educate customers on bike safety and etiquette, provide test rides, and provide basic maintenance support. 2) INDOOR AIR QUALITY ($30,000) The department will work with the Housing Stability Division’s Handyman and Home Repair Programs to distribute high- efficiency HVAC filters, air purifiers, and single burner induction cooktops to homeowners served by these programs. Sustainability anticipates reaching approximately 60 homes. This program will also include an educational component to help residents understand how to improve indoor air quality in their homes, such as brochures and in-person consultations. Air quality monitors may also be included as a tool to help residents become aware of how routine activities impact indoor air quality. Sustainability has asked that the E-Bike portion of this item be straw polled to move the RFP process forward. Please reference the attached documents for a program overview. I Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 2 A-2: Short-Term Rental Identification Software GF $49,000.00 Department: CAN Prepared By: Antonio Padilla / Ken Anderson For questions, please include Antonio Padilla, Ken Anderson, Blake Thomas, Tammy Hunsaker and Brent Beck On April 4th, 2023, the City Council approved significant updates to the ADU ordinance. With this ordinance, the council desires to properly monitor and enforce ADUs used as short-term rentals that are non-compliant with city codes. To properly monitor permitted ADUs and ensure compliance, the city would like to contract with a company to identify rental properties used and marketed as short-term rentals accurately. Inspectors are tasked with sifting through large amounts of data to identify a potential non-compliant property manually. It is necessary to implement this strategy as soon as possible to use our resources more efficiently. CAN has coordinated with IMS and the Innovations Team prior to the decision to move forward with an amendment request. However, since this software is specific to Civil Enforcement, the decision was made to house the budget in CAN instead of IMS. The anticipated annual cost of the short-term rental software is $39,000 per year, with a 3-year agreement. Keeping up with the latest enforcement trends is necessary by sending our inspectors for training annually for short-term rental and code enforcement. The cost of training would be approximately $10,000. The total amount needed is $49,000 annually. A-4: Immediate Needs in Liberty Park GF –Ongoing Costs $31,250.00 GF - Use of Vacancy & Attrition Savings 285,125.00) GF - Use of Vacancy & Attrition Savings 285,125.00 CIP $285,125.00 Department: Public Lands Prepared By: Toby Hazelbaker For questions, please include Kristin Riker, Toby Hazelbaker and Gregg Evans The Department of Public Lands is requesting a budget amendment for Liberty Park needs totaling $316,375. A $285,125 portion of this is slated for one-time use to address the greenhouse and gates CIP needs discussed in the narrative below. This one-time portion will come from this fiscal year’s Public Lands vacancy and attrition savings which will be transferred to CIP for project completion. The remaining $31,250 is being requested from the general fund balance for ongoing costs at Liberty Park. The breakdown of all $316,375 in costs is contained in the table below. Ongoing Costs Greenhouse Costs $31,250 One-time Greenhouse Costs $248,015 One-time Gate Costs $37,110 Total Costs to General Fund for FY 2024 $316,375 The first request is to aid in the displacement of staff and operations at the Liberty Park Greenhouse due to a recent facilities condition assessment that has deemed the greenhouse to be unsafe for City employees. The second is for the purchase of gates to block roads at Liberty Park, due to increased after-hours cars entering the park. Greenhouse –In October 2023, Public Lands received a Facility Condition Assessment contracted by the Facilities Division within Public Services. The assessment identified several concerns, and that structurally, the main house, the south green house and the concrete deck over the underground garage are severely damaged. Staff and operations are no longer using this facility and the department is working on a temporary solution to accommodate operations while design and construction of a new facility is worked out. An FY 2025 CIP application will be submitted for design and to create construction documents for the mitigation and repairs of the facility. Public Lands and Engineering are currently working to secure a contractor for a structural review of the site. Depending on the outcome of that review, the current request for Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 3 funding could be used in one of two ways. The first and most desirable will be to make repairs to the East greenhouse (the West greenhouse and office area are very unlikely to be eligible for repair). The second option will be to purchase hoop houses for the annual plants, fencing to protect the temporary greenhouses, access to water, and to supply power with a new transformer. The current transformer is near capacity and cannot serve this temporary solution. The new transformer will be used for the greenhouse once mitigation or reconstruction is complete in either option. The Department is requesting funds to rent a mobile office with restrooms for the staff based out of the greenhouse.The one-time amount requested has been calculated to cover the cost of the hoop house option, as the structural review is not complete. SLC Trails and Natural Lands will rent underutilized greenhouse space at University of Utah to maintain the native plant program. The City will provide learning opportunities in plant propagation and production, and native plants, for University students. Liberty Park Gates –The open road into Liberty Park is leading to significant afterhours activity. This includes vehicle camping, the sale of drugs, vandalism (wire is being pulled from light posts by attaching the wire to vehicle bumpers), and other crime. In addition, many vehicles remain on site through the night after closing hours. As both Code Enforcement and Police increase efforts to secure the park at closing time, without locked gates, it is not feasible to fully achieve. Exterior gates to the main park loop (both north and south locations) will control vehicle access to the park after hours, where interior gates along the interior loop (both east and west) will help control parking problems as well as late evening vandalism, unpermitted events and illegal event parking issues in the future. The gates selected are simple, stock, tube- steel, black-painted, manual swinging and hand-locked. The historic preservation group is satisfied with the proposed solution. A-5: Public Lands One-time Budget Reallocation GF - Use of Vacancy & Attrition Savings 558,000.00) GF - Use of Vacancy & Attrition Savings 225,000.00 GF - Use of Vacancy & Attrition Savings 333,000.00 Fleet $333,000.00 Department: Public Lands Prepared By: Gregg Evans For questions, please include Kristin Riker and Gregg Evans The Public Lands Department is requesting a budget amendment to reallocate $558,000 as a one-time move of funds from the department’s existing personnel budget generated by attrition and vacancy savings to other operational expense categories. The Department is proposing to transfer a one-time amount of $333,000 to the Fleet Fund to order critical operational equipment for redundancy purposes, and to reallocate a one-time amount of $225,000 to the operations and maintenance budget to cover one-time contracted services. This item does not include a requested allocation from general fund fund balance. The $333,000 request mentioned above is to procure two (2) additional mowers and an excavator. The large-area mower is in regular use in the Parks division. Mowers range in age from 2010 to 2019, with a median age of 8.5 years where the average retirement age for these mowers is 10 years. At one point during the 2023 season, four of eight wide-area mowers were out of service, and it is not uncommon to have two or three units out of service at any time. Irrigation repairs are another constant in the Parks Division. Staff utilize mini excavators to dig up and repair lines. When this aging excavator equipment fails, there are increased delays in repairing leaks and breaks and a greater chance of dead trees, turf, and shrubs. Based on the latest bids for this equipment the ordering lead time was around 18 months. With lead times this far out, ordering this equipment now will significantly accelerate the purchasing process and delivery of equipment. The $225,000 request mentioned above is to address staff challenges. Hiring full and part-time positions has become increasingly challenging for the Public Lands Department, which has generated attrition and vacancy savings this year. When positions are not filled, a backlog of work accumulates. The Department is proposing to utilize contracted labor in Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 4 this instance to maintain continuity of operations and relieve workloads for existing staff. Without contracted labor, essential maintenance functions cannot be performed as expected by the public and the Council. A-6: Fire Station 1 Fencing Impact Fees $130,275.00 CIP $130,275.00 Department: Public Services and Fire Prepared By: JP Goates / Michael Fox For questions, please include JP Goates, Kimberley Schmeling, Michael Fox, Jorge Chamorro and Karl Lieb Fire Station 1, at 211 South 500 East, is located on the corner of 500 East and 200 South. It has one driveway that enters the parking lot from 500 E. and another that enters from 200 S. The parking lot is not well lit and is secluded. The location, pedestrian traffic, and access from two directions has led to many issues over the years. People often cut through the parking lot to get to the businesses on 500 E. Persons experiencing homelessness have set up camping spots in the parking lot. When returning to the station at night, crews have seen people running out of the parking lot on multiple occasions. Since 2019, SLC PD has opened 14 cases related to issues in the parking lot. Including vehicle theft, prowling, and property theft. Since 2018, SLC PD has responded to 45 calls at the station that were not made into active cases. It is the Salt Lake City Fire Department’s priority to provide a safe area to conduct emergency response and for our employees to park and secure their private property while on shift. The department believes that a gated fence to the parking lot would assist in creating a safer area to conduct emergency responses and in preventing crime. The Facilities Division has received estimates for installation of security fencing at the perimeter of Fire Station 1. This will include chain link at the rear perimeter and ornamental fencing and gates at the front of the station and two access points. Fire impact fees excess capacity is proposed to be utilized for this request. A-7: Increase Fleet Maintenance Capacity GF $348,809.00 GF $51,100.00 Fleet $348,809.00 Fleet 42,100.00 IMS 9,000.00 Department: Public Services Prepared By: Julie Crookston / Jorge Chamorro For questions, please include Jorge Chamorro, Julie Crookston, Kimberley Schmeling, Denise Sorensen and Nancy Bean For the last several years the Fleet division has been extremely conservative in its budget requests as leadership was determining how Fleet maintenance needs had changed due to the long-lasting impacts of the pandemic. The pandemic caused drastic changes to the automotive industry, such as increased costs and delivery time for parts and vehicles, with some vehicle orders being completely cancelled. These issues have resulted in an older fleet that has more maintenance needs at the same time the size of the fleet has increased as departments grow. Additionally, there were drastic changes to vehicle usage during the pandemic, which are now showing lasting consequences. All these factors have necessitated creative measures to maintain adequate Fleet services. During the FY 2024 budget process, the department was hopeful it could continue to maintain its level of services for one more year with the intention to ask for more resources during the FY 2025 budget process. However, this approach is no longer sufficient. Fleet has been sending more and more vehicles to outside vendors for repairs, i.e. sublet and offering Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 5 overtime to existing mechanics, such that 73% of the budget for those items has already been used while only half the year has elapsed. Additionally, multiple departments in the City have experienced operational impacts due to the slow turnaround of vehicles. Unless more resources are dedicated to increased Fleet maintenance capacity, turnaround time for vehicles will continue to increase, causing City operations to be adversely affected as City employees are unable to perform their work without a vehicle. Three new mechanics (FTEs) and minimal sublet funding are being requested. The total amount needed for this request will be $399,909. An amount of $9,000 is also included for IMS to provide the necessary hardware and software for each new hire. A detailed breakdown of expenses is outlined below. Fleet Mechanics (3 FTE)–on-going $91,809 Education & Training –one-time $42,100 IMS Expense (software, hardware) one-time $9,000 Outside Repair –Mechanical (sublet) one-time $257,000 Total Costs to General Fund for FY 2024 $399,909 Adding three (3) new mechanics to the Fleet shop would increase capacity in the long term such that Fleet could maintain service levels while utilizing normal amounts of sublet and overtime funding. The original intent was to request these FTEs in the upcoming budgetary process; however, fleet maintenance capacity needs to be increased more quickly. It is anticipated that these mechanics could be hired between February and March, but until then, Fleet will need to continue subletting at the increased rates utilized so far this year. A-8: Police Clean Neighborhoods Teams GF $1,829,000.00 Department: Police Prepared By: Shellie Dietrich For questions, please include Shellie Dietrich and Chief Brown The Salt Lake City Police Department is requesting $1,829,000 to staff officers (hereby referred to as “mitigation officers”), on overtime, as part of the City’s ongoing efforts to reduce illegal camping, improve park safety, and to enforce the Department’s Downtown Safety Initiative (DSI). Currently, the Department is utilizing two (2) full-time sergeants to coordinate and manage mitigation officers working on overtime focused on enforcing the law, prioritizing public safety, and reducing victimization while simultaneously demonstrating compassion and empathy for the city’s unsheltered community. Due to the sheer volume of calls for service and current staffing levels, the Department does not have the available resources that can be dedicated for mitigation services without the use of overtime. In October 2023, with the increase of shelter bed availability, the Department increased the number of mitigation officers, utilizing overtime from both ARPA grant funding and general fund. These mitigation officers are primarily assigned around the “Temporary Shelter Community” (TSC) in the Rio Grande District but may assist, as needed, in other areas within the City. Within the TSC, a private contractor provides security 24/7 for operational needs. If there is a call for police services, SLCPD officers would respond. The mitigation officers, in addition to regular proactive patrol work, are frequently requested by the Salt Lake County Health Department to assist with enhanced mitigation impact clean ups. Due to fluctuation in officer availability for mitigation overtime shifts and delays in the Department’s staffing retention program, the Department had unspent budget in FY23 from vacancy savings. However, the Department does not anticipate having a large budget savings at the end of FY24 due to its increase in hiring and other financial needs including coverage for patrol calls for service and increased staffing needs for public order events, that may be covered using FY24 vacancy savings. For the remainder of FY24 and FY25, the Department will need to rely on overtime funding to staff mitigation officers, especially during the summer months when the City’s unsheltered population historically increases as the number of I Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 6 shelter beds decreases with the emergency winter shelters closing. The Department anticipates, and is planning for, additional FTEs for the Department to sustain its mitigation efforts. In the future, the Department intends to request additional officers for one (1) sergeant and five (5) officers. This squad will be similar to the Department’s Homeless Resource Center squads but will have a responsibility area that includes the future home of the state’s Micro Community Shelter (MCS). The MCS will qualify as a Tier 1 shelter, and is expecte d to be located on 700 West, just south of Interstate 80. This squad will only be a portion of the needed staffing as it will only cover four-10-hour days out of seven-24-hour periods. The phased deployment will coincide with hiring and training of new officers. Full implementation of the grant funded squad is expected within 15-18 months. A-9: Public Safety Systems Software IMS $194,540.00 Department: Police /IMS Prepared By: Shellie Dietrich / Aaron Bentley For questions, please include Aaron Bentley, Shellie Dietrich, Joseph Anthony and Gloria Cortes This request is for a software solution that provides investigative tools for accessing and extracting electronic data from cell phones, offered by Cellebrite. The current process is very labor and resource intensive. This software will provide the needed tools and reduces costs to IMS in the PC replacement program and software staff. The capability for Police and Fire investigators to utilize data extraction for case investigations is very limited. The current software solution is not functional on the computers that these positions have, which is creating extensive delays in investigations and case resolution. Without this software upgrade, IMS would need to replace currently existing computers with computers that have additional functionality, including more robust storage, and better video and graphic cards. Police has worked closely with IMS in determining the best long-term solution, leading to this recommendation. The amount requested to support this need is $194,540 in ongoing cost. A-10: Versaterm Case Service GF ($48,954.00) IMS $203,148.00 Department: Police / IMS Prepared By: Shellie Dietrich / Aaron Bentley For questions, please include Aaron Bentley, Shellie Dietrich, Joseph Anthony and Gloria Cortes This request is for Versaterm Case Service. Versaterm is the records management system (RMS) and computer aided design (CAD) system utilized by public safety. Case Services is a versaterm product that integrates with the RMS/CAD. It provides an online reporting solution for the community to report non-emergency calls for service online.They’re provided with a case number and routed to the proper area for response. This is a software upgrade that is now required with the Versaterm upgrade to 8.1 that has significant enhancements efficiencies and will provide efficiencies for the public safety departments within the city and improved customer service for the community. This upgrade provides enhanced online reporting including NIBRs data collection and validation and case auto-transcription of general offense reports of non-emergency incident entered through Case Service Reporting. It streamlines the process of receiving reports from Loss Prevention / Shoplift departments with a reporting process for big box retailers. Also significant improvements were made to the Case Service dashboard to provide better insight into quantities, types, and status of all Case Service submissions. This software also provides a phone tree for non-emergency calls to public safety. A-11: Outside Traffic Signal Repair GF $250,000.00 Department: Public Services Prepared By: Julie Crookston For questions, please include Julie Crookston, Jorge Chamorro, Mark Stephens Traffic signals at two separate intersections in the City have been damaged by non-city vehicles. (Gladiola and California signals were damaged by a semi-truck roll over; 200 West 100 South signals were damaged by a grade-all forklift hitting the mast arm and spinning the pole foundation.) The damage is severe enough that they cannot be repaired by our in- house technicians. Street’s staff has obtained quotes for the repairs needed from our contracted vendor. This work will ultimately be paid for by the insurance companies of the outside entities who caused the damage. However, Risk has informed us that best practice is for the repairs to be managed by the City,and then to be reimbursed by the insurance Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 7 companies. This will ensure the City receives full compensation for the damages as the total cost will only be known after the work is complete. Public Services does not have sufficient funding in our budget to cover the cost of repairs. No long- term impact to the general fund is expected as, once the work is completed, Risk will seek reimbursement from the insurance companies, and the money will go back to the general fund. The timing of this reimbursement is unknown and may not be in the same fiscal year as the expenditures are incurred. This request is for $250,000 which includes a 10% contingency on the quotes that we have received. This is a replacement only - no design necessary; no upgrade and no addition to be made and is not a CIP. A-12: APCO IntelliComm –EMD Protocol 911 Comm $165,793.00 Department: 911 Communications Prepared By: Lisa Kehoe For questions, please include Lisa Kehoe, Megan Dickerson and Sandee Moore The City needs to match existing medical dispatch protocol equipment and processes currently being used by the Salt Lake Valley Emergency Communications Center (“VECC”). (Salt Lake City Code subsection 3.24.160(1)(b))-The City’s continued use of ProQA’s dispatching software would also not be conducive to accomplishing the shared CAD requirements expressed by the legislature because continued use of different dispatching protocols, not only slows the City’s dispatch responses down but also hinders dispatch process es throughout Salt Lake County. The Versaterm CAD can only use one medical protocol and the fact that the City and VECC currently use different medical protocols creates unnecessary complications that arise when a 911 call needs to be transferred between the City and VECC. In such situations each agency must take time to change the call to fit the parameters in each dispatch center’s medical protocol before help can be dispatched. By contracting with APCO for medical dispatch services, the City can achieve a genuinely interoperable common CAD system that will eliminate delays in time, allow for the inefficient use of resources, and ease the continuity gaps that currently arise when calls are transferred between dispatch centers. If the department doesn’t move forward with this new equipment, it will be forced to continue with the existing equipment that is inefficient and renew the old contract. The costs shown are all one-time expenditures. Once implemented, the department will have the ability to train its staff members instead of outsourcing through another agency. If industry standards require an update to the protocols, those will not be an additional accrued cost. Funding will come from the E911 fund, which has a fund balance of $5,256,661 as of June. Please see the attached document for further detail. A-13: City Attorney –Outside Counsel GF $250,000 Department: City Attorney Prepared By; Greg Cleary For questions, please include Katie Lewis, Mary Beth Thompson, or Greg Cleary. The City Attorney Department is requesting $250,000 from fund balance (general fund) to support needs for outside counsel. Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1: Planning & Design Division Director Reclassification to Appointed (Grade 35) GF $0.00 Department: Public Lands Prepared By: Tyler Murdock Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 8 For questions, please include Kristin Riker, Tyler Murdock and Gregg Evans In FY2024 BA2, Public Lands requested to move four (4) full-time landscape architect positions to Public Lands Department. This was in response to the urgency and high expectations that the City and the public have regarding the 100+ existing parks, trails, and open space capital projects, and particularly the dozens of high profile projects from 2022's Sales Tax Revenue Bond and General Obligation (or GO) Bond. The request included the creation of a Division with a Division Director to oversee and facilitate immediate and efficient project delivery. BA2 was left open with the intent to revisit the request to create an appointed Division Director position. At this time, the Department of Public Lands is requesting a FY24 $0 housekeeping budget amendment to reclassify the Public Lands Department's Planning Manager position (Grade 33) to an appointed Planning & Design Division Director (Grade 35). The cost difference will be made up by the Department's FY 23/24 budget's vacancy savings and the ongoing funding will be included in the department’s general budget request in the following fiscal year (FY 24/25). The updated appointed pay plan provided by HR is also included to reflect this change. D-2: Ongoing Landfill Projects CIP $1,000,000.00 Department: Public Services Prepared By: JP Goates, Mark Stephens For questions, please include JP Goates, Kimberley Schmeling, Mark Stephens and Jorge Chamorro The landfill unallocated CIP account has been receiving revolving funds for various ongoing landfill projects. The funds placed in the account are applied to individual projects and then reimbursed to the General Fund. Module 8 is the next step in the series of landfill modules where refuse will be placed. It is needed to continue the expansion of the landfill to accommodate ongoing growth. Module 8 is approximately 40 acres and has a clay liner and HDPE welded liner underneath to protect the groundwater from the landfill leachate. There have been change orders to Module 8 that require the fund to be replenished. This reimbursable fund also needs to be in place for current and future projects on a revolving basis. Public Services’ Engineering Finance bills the County after services are provided. This is a pass-through cost that used to reside under Waste and Recycling but has since been moved to Engineering. Since Engineering oversees the improvements, it was determined that Public Services should process the pass-through costs as well. D-3: Transfer from Transportation to Debt Service for Garage Loan from State GF $1,100,000.00 Debt Service $1,100,000.00 For questions, please include Mary Beth Thompson, Greg Cleary, Marina Scott, Samantha Kenney and Gabby Ewell This is a housekeeping item related to the State Infrastructure Bond repayment. This item is to transfer the $1.1M received from the State to the Debt Service Fund, to support the approximate $7m State Infrastructure Bond for the construction of a parking garage. Section E: Grants Requiring No Staff Resources Section F: Donations Salt Lake City FY 2023-24 Budget Amendment #4 - Revised Initiative Number/Name Fund Amount 9 Section G: Consent Agenda Consent Agenda G-1: Bloomberg Philanthropies Wake the Great Salt Lake Misc. Grants $1,000,000.00 Department: Salt Lake City Arts Council (ED) Prepared By: Felicia Baca; Amy Dorsey Salt Lake City applied for a grant with Bloomberg Philanthropies. The grant aims to educate and inspire residents and visitors to identify possible solutions and take action locally and nationally. Public art projects will be structured around major themes such as water conservation, air quality, agriculture, industry, environmental and social justice- including indigenous rights and lake ecology. Salt Lake City's proposed project consists of 1) a series of 3-5 significant artworks created by world-renowned artists across the city. These artists will be selected to leverage their notoriety and practice while bringing awareness to our civic issues. 2) a series of temporary public art projects by local and regional artists and organizations in various disciplines, including but not limited to performers, sculptors, painters, muralists, printmakers, filmmakers, poets, new media, etc. By commissioning our local community of artists to create context and site-specific artworks about the Great Salt Lake, our local community will be able to reflect on this crisis in new and compelling ways. Bloomberg Philanthropies is awarding the City $1,000,000 to fund the two-year public art project, Wake the Great Salt Lake. Salt Lake City will be providing a match of $1,060,000 with in-kind staff time and other grant funding. A public hearing was held on April 18, 2023. G-2: State of Utah Increase Homeless Mitigation Grant Misc. Grants $216,439.66 Department: Housing Stability/Police Department Community and Neighborhoods) Prepared By: Michelle Hoon; Amy Dorsey The State has given the City an increase for the Homeless Mitigation grant. As a reminder, the City was awarded 3,107,201 for FY 2024. This award was for 1) Public Safety staff, program supplies, equipment, and vehicle maintenance, 2) Two sub-awards for Volunteers of America and Downtown Alliance, and 3) 2 HEART Coordinators, a Case Manager, half the salary of a grant’s person along with training, travel,and program supplies. Due to the City hosting overflow beds, the City will receive additional funds for FY 24. In total, the City will receive 650,000. 2/3 of that money will go directly to shelter providers. The City will retain $216,439.66, which is required to be put toward public safety. This money will be used for PD overtime in the Rio Grande area around the new Temporary Shelter Community. A public hearing was held for the Homeless Mitigation Grant on September 19, 2023. Section I: Council Added Items Impact Fees - Summary Confidential Data pulled 07/20/2023 Unallocated Budget Amounts: by Major Area Area Cost Center UnAllocated Cash Notes: Impact fee - Police 8484001 1,402,656$ Impact fee - Fire 8484002 273,684$B Impact fee - Parks 8484003 16,793,487$C Impact fee - Streets 8484005 6,304,485$D 24,774,312$ Expiring Amounts: by Major Area, by Month 202207 (Jul2022)2023Q1 -$-$-$-$-$ 202208 (Aug2022)2023Q1 -$-$-$-$-$ 202209 (Sep2022)2023Q1 -$-$-$-$-$ 202210 (Oct2022)2023Q2 -$-$-$-$-$ 202211 (Nov2022)2023Q2 -$-$-$-$-$ 202212 (Dec2022)2023Q2 -$-$-$-$-$ 202301 (Jan2023)2023Q3 -$-$-$-$-$ 202302 (Feb2023)2023Q3 -$-$-$-$-$ 202303 (Mar2023)2023Q3 -$-$-$-$-$ 202304 (Apr2023)2023Q4 -$-$-$-$-$ 202305 (May2023)2023Q4 -$-$-$-$-$ 202306 (Jun2023)2023Q4 -$-$-$-$-$Current Month 202307 (Jul2023)2024Q1 -$-$-$-$-$ 202308 (Aug2023)2024Q1 -$-$-$-$-$ 202309 (Sep2023)2024Q1 -$-$-$-$-$ 202310 (Oct2023)2024Q2 -$-$-$-$-$ 202311 (Nov2023)2024Q2 -$-$-$-$-$ 202312 (Dec2023)2024Q2 -$-$-$-$-$ 202401 (Jan2024)2024Q3 -$-$-$-$-$ 202402 (Feb2024)2024Q3 -$-$-$-$-$ 202403 (Mar2024)2024Q3 -$-$-$-$-$ 202404 (Apr2024)2024Q4 -$-$-$-$-$ 202405 (May2024)2024Q4 -$-$-$-$-$ 202406 (Jun2024)2024Q4 -$-$-$-$-$ 202407 (Jul2024)2025Q1 -$-$-$-$-$ 202408 (Aug2024)2025Q1 -$-$-$-$-$ 202409 (Sep2024)2025Q1 -$-$-$-$-$ 202410 (Oct2024)2025Q2 -$-$-$-$-$ 202411 (Nov2024)2025Q2 -$-$-$-$-$ 202412 (Dec2024)2025Q2 -$-$-$-$-$ 202501 (Jan2025)2025Q3 -$-$-$-$-$ 202502 (Feb2025)2025Q3 -$-$-$-$-$ 202503 (Mar2025)2025Q3 -$-$-$-$-$ 202504 (Apr2025)2025Q4 -$-$-$-$-$ 202505 (May2025)2025Q4 -$-$-$-$-$ 202506 (Jun2025)2025Q4 -$-$-$-$-$ 202507 (Jul2025)2026Q1 -$-$-$-$-$ 202508 (Aug2025)2026Q1 -$-$-$-$-$ 202509 (Sep2025)2026Q1 -$-$-$-$-$ 202510 (Oct2025)2026Q2 -$-$-$-$-$ 202511 (Nov2025)2026Q2 -$-$-$1,103,628$1,103,628$ 202512 (Dec2025)2026Q2 -$-$-$113,748$113,748$ 202601 (Jan2026)2026Q3 -$-$-$3,960$3,960$ 202602 (Feb2026)2026Q3 -$-$-$26,929$26,929$ 202603 (Mar2026)2026Q3 -$-$-$95,407$95,407$ 202604 (Apr2026)2026Q4 -$-$-$1,065,383$1,065,383$ 202605 (May2026)2026Q4 -$-$-$95,762$95,762$ 202606 (Jun2026)2026Q4 -$-$-$53,972$53,972$ Total, Currently Expiring through Jun 2026 -$-$-$2,558,788$2,558,788$ FY 2 0 2 3 Calendar Month FY 2 0 2 4 FY 2 0 2 5 FY 2 0 2 6 Fiscal Quarter E = A + B + C + D Police Fire Parks Streets Total I Impact Fees Confidential Data pulled 07/20/2023 AAA BBB CCC DDD = AAA - BBB - CCC Police Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Values Description Cost Center Sum of Police Allocation Budget Amended Sum of Police Allocation Encumbrances Sum of Police Allocation YTD Expenditures Sum of Police Allocation Remaining Appropriation IFFP Contract - Police 8423003 9,000$-$-$9,000$ Grand Total 9,000$-$-$9,000$ A Fire Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Values Description Cost Center Sum of Fire Allocation Budget Amended Sum of Fire Allocation Encumbrances Sum of Fire Allocation YTD Expenditures Sum of Fire Allocation Remaining Appropriation Fire Training Center 8417015 (499,533)$-$(499,533)$-$ Fire'sConsultant'sContract 8419202 3,079$3,021$-$58.00 IFFP Contract - Fire 8423004 9,000$-$-$9,000$B IF Excess Capacity - Fire 8423006 2,200,000$-$2,200,000$-$ Grand Total 1,712,546$3,021$1,700,467$9,058.00 Parks Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Values Description Cost Center Sum of Parks Allocation Budget Amended Sum of Parks Allocation Encumbrances Sum of Parks Allocation YTD Expenditures Sum of Parks Allocation Remaining Appropriation Fisher Carriage House 8420130 261,187$-$261,187$-$ Emigration Open Space ACQ 8422423 700,000$-$700,000$-$ Waterpark Redevelopment Plan 8421402 16,959$1,705$15,254$-$ JR Boat Ram 8420144 3,337$-$3,337$-$ RAC Parcel Acquisition 8423454 395,442$-$395,442$0$ Park'sConsultant'sContract 8419204 2,638$2,596$-$42$ Cwide Dog Lease Imp 8418002 23,262$23,000$-$262$ Rosewood Dog Park 8417013 1,056$-$-$1,056$ Jordan R 3 Creeks Confluence 8417018 1,570$-$-$1,570$ 9line park 8416005 16,495$855$13,968$1,672$ Jordan R Trail Land Acquisitn 8417017 2,946$-$-$2,946$ ImperialParkShadeAcct'g 8419103 6,398$-$-$6,398$ Rich Prk Comm Garden 8420138 12,431$4,328$-$8,103$ FY IFFP Contract - Parks 8423005 9,000$-$-$9,000$ Redwood Meadows Park Dev 8417014 9,350$-$-$9,350$ 9Line Orchard 8420136 156,827$132,168$6,874$17,785$ Trailhead Prop Acquisition 8421403 275,000$-$253,170$21,830$ Marmalade Park Block Phase II 8417011 1,042,694$240,179$764,614$37,902$ IF Prop Acquisition 3 Creeks 8420406 56,109$-$1,302$54,808$ Green loop 200 E Design 8422408 608,490$443,065$93,673$71,752$C FY20 Bridge to Backman 8420430 156,565$44,791$30,676$81,099$ Fisher House Exploration Ctr 8421401 555,030$52,760$402,270$100,000$ Cnty #1 Match 3 Creek Confluen 8420424 254,159$133,125$13,640$107,393$ UTGov Ph2 Foothill Trails 8420420 122,281$-$1,310$120,971$ Three Creeks West Bank NewPark 8422403 150,736$-$-$150,736$ Rose Park Neighborhood Center 8423403 160,819$-$2,781$158,038$ Historic Renovation AllenParK 8422410 420,000$156,146$104,230$159,624$ RAC Playground with ShadeSails 8422415 179,323$-$712$178,611$ Bridge to Backman 8418005 266,306$10,285$4,262$251,758$ 900 S River Park Soccer Field 8423406 287,848$-$-$287,848$ Lighting NE Baseball Field 8423409 300,000$-$678$299,322$ Open Space Prop Acq-Trails 8423453 300,000$-$-$300,000$ SLC Foothills Land Acquisition 8422413 319,139$-$-$319,139$ Parley's Trail Design & Constr 8417012 327,678$-$-$327,678$ Jordan Prk Event Grounds 8420134 428,074$5,593$23,690$398,791$ Wasatch Hollow Improvements 8420142 446,825$18,467$14,885$413,472$ Open Space Prop Acq-City Parks 8423452 450,000$-$-$450,000$ Jordan Park Pedestrian Pathway 8422414 510,000$9,440$34,921$465,638$ Gateway Triangle Property Park 8423408 499,563$-$106$499,457$ RAC Playground Phase II 8423405 521,564$-$-$521,564$ Mem. Tree Grove Design & Infra 8423407 867,962$-$2,906$865,056$ Marmalade Plaza Project 8423451 1,000,000$-$3,096$996,905$ SLCFoothillsTrailheadDevelpmnt 8422412 1,304,682$41,620$62,596$1,200,466$ GlendaleWtrprk MstrPln&Rehab 8422406 3,177,849$524,018$930,050$1,723,781$ Pioneer Park 8419150 3,149,123$69,208$94,451$2,985,464$ Glendale Regional Park Phase 1 8423450 4,350,000$-$-$4,350,000$ Grand Total 24,106,716$1,913,351$4,236,078$17,957,287$ Streets Allocation Budget Amended Allocation Encumbrances YTD Expenditures Allocation Remaining Appropriation Values Description Cost Center Sum of Street Allocation Budget Amended Sum of Street Allocation Encumbrances Sum of Street Allocation YTD Expenditures Sum of Street Allocation Remaining Appropriation Transportation Safety Improvem 8417007 1,292$-$1,292$-$ 500/700 S Street Reconstructio 8412001 15,026$11,703$3,323$-$ Trans Safety Improvements 8419007 13,473$-$13,473$-$ 900 S Signal Improvements IF 8422615 70,000$-$70,000$-$ Corridor Transformations IF 8422608 25,398$25,398$-$-$ Trans Master Plan 8419006 13,000$-$13,000$-$ 9 Line Central Ninth 8418011 63,955$-$63,955$-$ Local Link Construction IF 8422606 50,000$-$50,000$-$ Gladiola Street 8406001 16,109$12,925$940$2,244$ Transportatn Safety Imprvmt IF 8422620 44,400$-$38,084$6,316$ Urban Trails FY22 IF 8422619 6,500$-$-$6,500$ Street'sConsultant'sContract 8419203 29,817$17,442$-$12,374$ Complete Street Enhancements 8420120 35,392$-$16,693$18,699$ 500 to 700 S 8418016 22,744$-$-$22,744$D 900 South 9Line RR Cross IF 8422604 28,000$-$-$28,000$ Transp Safety Improvements 8420110 58,780$17,300$11,746$29,734$ 1700S Corridor Transfrmtn IF 8422622 35,300$-$-$35,300$ 200S TransitCmpltStrtSuppl IF 8422602 37,422$-$-$37,422$ 300 N Complete Street Recons I 8423606 40,000$-$-$40,000$ 1300 S Bicycle Bypass (pedestr 8416004 42,833$-$-$42,833$ 400 South Viaduct Trail IF 8422611 90,000$-$-$90,000$ Neighborhood Byways IF 8422614 104,500$-$-$104,500$ Transit Cap-Freq Trans Routes 8423608 110,000$-$-$110,000$ TransportationSafetyImprov IF 8421500 281,586$124,068$40,300$117,218$ Indiana Ave/900 S Rehab Design 8412002 124,593$-$-$124,593$ Bikeway Urban Trails 8418003 181,846$-$542$181,303$ 200 S Recon Trans Corridor IF 8423602 252,000$-$-$252,000$ Street Improve Reconstruc 20 8420125 780,182$46,269$393,884$340,029$ IF Complete Street Enhancement 8421502 625,000$-$-$625,000$ Traffic Signal Upgrades 8421501 836,736$55,846$45,972$734,918$ 700 South Phase 7 IF 8423305 1,120,000$-$166$1,119,834$ 1300 East Reconstruction 8423625 3,111,335$1,192,649$224,557$1,694,129$ Grand Total 8,267,218$1,503,600$987,926$5,775,692$ Total 34,095,480$3,419,972$6,924,471$23,751,037$ E = A + B + C + D TRUE TRUE TRUE TRUE 8484002 24,774,312$ 8484003 8484005 16,793,487$ 6,304,485$ 273,684 UnAllocated Budget Amount 8484001 1,402,656$ L_____L_______l_________L____J D ~~~ =====-====~-=== l===f=~===== -===== -=====-=====-====I ~ I I I I r----=====---==±==+=------==JI______ I I I I I I I I I I I I Atachmen s A-1 Ver 1/9/2024 Page 1 of 7 Clean Air SLC Initiative The Sustainability Department is developing Clean Air SLC, an initiative that aims to distribute equipment and information to help residents improve air quality in their communities and inside their homes.Clean Air SLC will distribute resources through three incentive programs: E-Bike Rebates, Indoor Air Quality Tools, and Electric Yard Care Equipment. The City Council supported the creation of an Air Quality Incentives Program during the Citywide FY24 budget process. Budget was appropriated to continue offering Electric Yard Care Equipment exchanges and hire a new full-time employee (FTE) to help design and administer a more comprehensive Air Quality Incentives Program tailored for Salt Lakers. During the FY24 budget process, the City Council requested that the Sustainability Department provide a written proposal of the program policy and goals for the Electric Bike Rebates and Indoor Air Quality incentives before approving funding for those two incentives. Summaries of the three Air Quality Incentives Programs are provided below: 1) Electric-Bike (E-bike) Rebate Program will distribute vouchers to encourage the purchase of e-bikes as transportation alternatives to cars. 2) Indoor Air Quality Program will distribute indoor air purifiers, HVAC filters, and induction stoves though the City’s existing housing programs. 3) Electric Yard Care Equipment Program will offer rebate for residents to purchase electric yard care equipment, such as snowblowers, lawn mowers, leaf blowers, etc. The Sustainability Department continues to work closely with the Utah Division of Air Quality on the details of this program. This program is not addressed in this document because the Department is waiting on critical decisions from DAQ before designing this program. The Department is requesting $230,000 to fund the E-bike Rebate and Indoor Air Quality Programs. Funding is needed for the Department to issue a Request for Proposals (RFP) for the E-bike Program and to purchase equipment for the Indoor Air Quality Program, the next critical steps in program development. The purpose of this document is to provide information for the City Council about the currently proposed E-bike Rebate and Indoor Air Quality program design, the programs for which funding is being requested. The proposed program components described here are based on feedback from internal and external stakeholders and research of similar programs in other cities. Program details are still under development and will be finalized this Winter and Spring. The Department looks forward to incorporating the City Council’s feedback into the proposed program design. The Department considers this first round a pilot launch and will adjust future launches according to public needs, lessons learned during the pilot launch, and City policy priorities. The Department plans to e CLEAN Dfil SLC 0 CLEAN llfil SLC Ver 1/9/2024 Page 2 of 7 explore available federal and other funding sources to provide supplementary funding for this program in the future. Establishing a successful pilot will be an important step in securing additional funding sources. 1. E-Bike Rebate Program Overview The E-Bike Rebate Program will provide financial incentives for e- bikes purchased as a transportation alternative to reduce vehicle miles traveled. The goal of this program is to make e-bikes more accessible and affordable and inspire residents to embrace a greener and healthier mode of transportation while contributing to the reduction of transportation-related emissions in our city. The Department anticipates using $200,000 of the budget amendment request for the E-bike Rebate Program and aims to launch this program in Summer 2024. The proposed program description provided in this document is based on feedback and information collected from local bike shops, bike organizations, and similar programs. The actual program design may change with additional feedback from stakeholders and depending on the results of the RFP process. Research that informed the proposed program design include: Bike shops:The Department interviewed five local e-bike suppliers to gather information on the types of bikes provided, warranty options, and educational and service support provided. The Department also collected feedback on key program components, such as anticipated voucher amounts and redemption process, e-bike specifications, and procurement process. The bike shops interviewed represented a range of business types and included a local e-bike manufacturer and retailer, locally owned businesses, a national manufacturer and retailer, and a national retailer. Bike organizations:The Department gathered feedback and explored partnership opportunities with Bike Utah and other local organizations. Additionally, the Department researched policy documents prepared by national bicycling organizations, such as The League of American Cyclists and People for Bikes. Other E-Bike Incentives Programs:The Department conducted extensive researched on e-bike incentive programs across the country and have been in close communication with UCAIR about the Magnum+UCAIR E-Bike Incentive Program, which launched Summer 2023. This research was intended to understand different program options, models, and lessons-learned. 1.1. Vouchers and Applicant Eligibility Criteria The Department anticipates vouchers will range from $400 to $1,400 depending on bike type and income. Higher voucher amounts will be available to income-qualified applicants. Vouchers will be used at the point-of-sale to reduce the purchase price of the e-bike. The table below provides a summary of the anticipated voucher amounts: CLEAN~ Om. SLC \3(C) 0 CLEAN lll;l SLC Ver 1/9/2024 Page 3 of 7 Bike Type Standard Voucher Income-Qualified Voucher City and Commuter $400 $1,000 Adaptive $600 $1,200 Cargo & Utility $800 $1,400 1.1.1. Eligible E-Bikes Below is a list of the anticipated eligible e-bike types and specifications. Final equipment eligibility is subject to change. 1) Eligible E-Bike Types a) Cargo & utility b) City and commuter c) Adaptive d) Mountain and gravel bikes are not eligible 2) Eligible bike classes: Classes 1, 2, and 3 3) Max nominal power output (motor): 750 watts 4) Be newly manufactured or purchased, with original proof of purchase. 5) Have a MSRP of not more than $4,000 6) Manufacturer’s warranty must be available for frame, battery, and components for a period of not less than one (1) year. 7) Electrical drive system must be certified by an accredited testing laboratory for compliance with UL 2849 or EN 15194 1.1.2. Voucher Distribution It is anticipated that the application period will be open for at least one week for the general public. Vouchers will be distributed through a lottery system, ensuring a fair and random allocation among participants. The Department proposes to prioritize vouchers distribution to income-qualified applicants to ensure this program benefits a demographic that may face financial barriers to adopting e-bikes for transportation and welcomes the City Council’s feedback on how to design this prioritization structure. The Department is considering strategies to effectively encourage low-income residents to apply, such as targeted outreach, a longer application period, and bike safety training events. These strategies are further discussed in Section 1.3. Voucher recipients will be able to redeem their vouchers at any of the participating bike shops. The Sustainability Department has been working with IMS to develop a program application and an automated voucher reimbursement process. 1.1.3. Applicant Eligibility Applicants must be residents of Salt Lake City and 18-years of age or older. A valid driver’s license or other State-issued ID card will be required to apply. A utility bill or bank statement will be required to demonstrate proof of residency. Each household will be eligible to receive up to two vouchers. e CLEAN llfil SLC Ver 1/9/2024 Page 4 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 SIZE 1 2 3 4 5 6 7 8 LOW INCOME 80% AMI 57,350 $65,550 $73,750 $81,900 $88,500 $95,050 $101,600 $108,150 Source:https://www.slc.gov/housingstability/wp-content/uploads/sites/59/2022/08/HOME-Income-Limits-2022-23.pdf 2) Be currently registered in an approved state or federal income-qualified program. A list of approved programs include: UTAH Family Employment Program UTAH Medicaid UTAH HeadStart UTAH Home Energy Assistance Training Program HEAT To qualify for the income qualified voucher, applicants can submit one of the following documents: Tax document (W-2, 1099) for all income-earning members of the household Employer attestation(s) to verify income Proof of enrollment in another State or federal income-qualifying assistance program 1.2. E-Bike Suppliers Feedback gathered from potential bike suppliers has been incorporated into a draft RFP. The competitive selection process will be initiated if funding is appropriated by the City Council. The Department anticipates selecting up to 5 suppliers for the e-bike program. Suppliers will be selected based on the quality of bikes sold, proposed bike safety accessory packages, level of maintenance support provided, and staff experience and knowledge of e-bikes. Anticipated bike eligibility requirements and supplier responsibilities are listed below, but all are subject to change. Suppliers must have a storefront within Salt Lake City boundaries and will be responsible for the following: Voucher Redemption o Verifying identity of holder of the voucher with a valid driver’s license or government-issued identification. o Verifying voucher expiration date, eligibility of the e-bikes with program requirements and/or a list of eligible bike models. o Fulfilling voucher recipients' orders within a 14-day period from purchase. Voucher Reimbursement e CLEAN llfil SLC Ver 1/9/2024 Page 5 of 7 o Submitting vouchers to the Sustainability Department’s Program Administrator for reimbursement within 10 business days from date of transaction along with receipts. Customer Education/Support o Providing a smooth and consistent process for users picking up their e-bikes. Suppliers must explain and set expectations with customers about e-bike maintenance and care. o Sharing cycling and e-bike ownership educational materials provided by Salt Lake City to program participants. o Providing information to support recipients registering their bikes with the manufacturer and the Salt Lake City police department. o Providing an opportunity for voucher recipients to test ride e-bikes before the final sale. Bike Safety and Maintenance Support o Offering a discount on bike safety accessories, including helmets, lights, patch kits, and locks, to voucher recipients at the time of purchase. o Providing a free 90-day tune-up on bikes sold from their location. o Installing and maintaining on-site flat prevention systems. 1.3. Outreach Strategy The Department is currently developing an outreach plan and tools. The plan will outline details for press releases, social media posts, and other promotions. This plan will also detail strategies to reach low-income residents, such as partnerships with organizations working in these communities, culturally appropriate materials, and bike safety training and bike demonstration events to educate new and inexperienced bike riders. Graphically designed materials are being developed and include logos, social media templates, brochure templates, and other resources, which you can see in this document. The Department will work with IMS’ Civic Engagement and Media Teams and the Transportation Division in the development of the outreach plan and tools.The Department welcomes the City Council’s feedback on the outreach strategy. 1.4. Program Metrics The Department will track metrics to measure the effectiveness and impact of the program. Some of these metrics could include: Engagement rates with outreach materials Percentage of applicants that are new to bike riding Applicant demographics Percentage of vouchers redeemed Follow-up survey to gauge usage frequency, miles travelled, car miles replaced, costs to operate, and participant satisfaction with purchased e-bike and the program Estimated greenhouse gas and air pollutant emission reductions Number of educational sessions conducted, number of attendees 0 CLEAN llfil SLC Ver 1/9/2024 Page 6 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 Research continues to show how the air inside our homes can, at times, be more polluted and harmful to health than the air outside. Furthermore, during high pollution periods, outdoor air can infiltrate homes and buildings, impacting the health of those inside. Thankfully, there are simple equipment and behavioral measures that can significantly improve indoor air quality. For these reasons, the Sustainability Department began an educational campaign in 2022 around indoor air quality, hosting a partnership event to learn about the latest research, and incorporating messaging on the SLCgreen social media platforms, blog posts and website. Under the leadership of Mayor Mendenhall, in the FY24 budget process the Department proposed enhancing the air quality incentives program by providing tools that will directly improve the air inside people’s homes, particularly those who have lower household incomes. To do so, the Department plans to collaborate with the Housing Stability Division’s Handyman and Home Repair programs to distribute high-efficiency HVAC filters, air purifiers, and single-burner induction cooktops. The Department anticipates using $30,000 of the budget amendment request for this Indoor Air Quality program. Based on Housing Stability’s program data from past years, the Department anticipate working with 60 homes over a one-year period. The number of homes served will depend on the number of applicants the housing programs enroll, and types of repairs performed. If funding is approved, the Department will begin working with contractors for the Handyman and Home Repair programs to start distributing indoor air quality tools. 2.1. Indoor Air Quality Assessment For their existing programs, Housing Stability staff conducts a home assessment to assist residents with their applications and evaluate the rehabilitation needs of the home. The Department plans to work with Housing Stability staff to collect information during these assessments to identify the appropriate indoor air quality interventions for each home, such as furnace type and age, stove type (gas vs. electric), age of household members, and health concerns (such as respiratory and heart diseases). CLEAN~ Dfil SLC _lQ-% 0 CLEAN llfil SLC Ver 1/9/2024 Page 7 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 0 CLEAN llfil SLC Atachmen s A-12 REQUEST FOR WAIVER – APCO CONTRACT Sal Lake Ci y’s E991 Depar men(he “Depar men”) hereby asks he Sal Lake Ci y Corpora on (“Ci y”) Chie Procuremen O cer o waive he s andard procuremen process and allow he Depar men o pursue a con rac or medical dispa ch pro ocols and processes wi h he Associa on o Public-Sa e y Communica ons O cials In erna onal, Inc. (“APCO”). A procuremen waiver is needed in his si ua on because: 1. The Ci y needs o ma ch exis ng medical dispa ch pro ocol equipmen and processes curren ly being used by he Sal Lake Valley Emergency Communica ons Cen er (“VECC”). (Sal Lake Ci y Code subsec on 3.24.160(1)(b)) 2. The supplies and services needed o ma ch VECC’s dispa ch pro ocol equipmen and processes is only available rom a sole source, and a solici a on process would be ex remely unlikely o produce a meaning ul compe on. (Sal Lake Ci y Code subsec on 3.24.160(1)(a)) 3. A waiver o he solici a on process in his si ua on would be in he bes in eres o he Ci y and he convenience o he public. (Sal Lake Ci y Code subsec on 3.24.160(1)(d)) BACKGROUND In recen years,he U ah S a e Legisla ure expressed a s rong in eres in ensuring he 911 services be ween PSAPS are rapid, e cien, and in eroperable. See U ah Code Subsec on 63H-7-302(1). The Ci y’s E911 Depar men and VECC are he wo primary Public Sa e y Answering Poin s (“PSAPs”)ha provide dispa ch services or he Sal Lake Valley. Because he wo en es share he responsibili y o providing dispa ch services in he Sal Lake Valley,hey are cons an ly working oge her o provide as and accura e responses o calls seeking emergency dispa ch services. Using a ruly in eroperable sys em is crucial o providing medical dispa ch services o he public in a rapid and e cien manner. In ac,o provide emergency dispa ch services as quickly and accura ely as possible, and a he urging o various S a e governmen en es,he Ci y and VECC use a shared, or common, compu er aided dispa ch program (“CAD”) known as Versa erm. However,he Ci y and VECC curren ly do no use he same medical dispa ch pro ocols. VECC previously issued a reques or proposals rela ed o medical dispa ch pro ocols and selec ed he Associa on o Public-Sa e y Communica ons O cials In erna onal, Inc APCO)o provide VECC’s medical dispa ch pro ocols and rela ed services. Since moving o APCO, VECC has no ed ha he me required o dispa ch a medical call has signi can ly reduced – resul ng in help being sen as er han wha he Ci y is curren ly experiencing opera ng using Pro-QA dispa ch pro ocols. A highligh ed comparison using he s a s cal CAD repor s or Augus 1s o Augus 20 h 2023 is a ached. The me a call is “In Queue” represen s he me a call is wai ng or su cien in orma on be ore i can be dispa ched on. One repor shows Sal Lake Ci y Fire (CF) and he o her shows Uni ed Fire (UF). The me be ore dispa ch services are able begin dispa ching any re/medical response is wha is highligh ed in he “In Queue” column. The a ached documen s indica e ha he “In Queue”me or Sal Lake Ci y using ProQA are commonly over a minu e or an overall average o 1.53 minu es. This is under he required 2 minu es o s ar help or a medical call. However,he a ached documen s also show ha Uni ed Fire (UF), which is dispa ched by VECC using APCO’s medical pro ocol ha allows hem o dispa ch when cer ain pieces o in orma on are ob ained (whereas ProQA’s dispa ch pro ocols would normally preven his more rapid dispa ch approach) resul s in an average o only 39 seconds “In Queue” be ore VECC begins sending help. These resul s indica e ha, even disregarding he e ciencies gained by he Ci y and VECC opera ng o a single pro ocol sys em,he overall me “In Queue” be ore Sal Lake Ci y Fire could be dispa ched on medical calls would be much lower using APCO’s medical pro ocol ha does no hinder he Ci y’s abili y o begin sending help once he dispa ching process reaches a poin where i becomes clear wha ype o help is needed. Curren ly he ProQA dispa ching sofware preven s he Ci y rom aking ac on un l he dispa ch process is en rely comple e. The Ci y’s con nued use o ProQA’s dispa ching sofware would also no be conducive o accomplishing he shared CAD requiremen s expressed by he legisla ure because con nued use o di eren dispa ching pro ocols, no only slows he Ci y’s dispa ch responses down bu also hinders dispa ch processes hroughou Sal Lake Coun y. The Versa erm CAD can only use one medical pro ocol and he ac ha he Ci y and VECC curren ly use di eren medical pro ocols crea es unnecessary complica ons ha arise when a 911 call needs o be rans erred be ween he Ci y and VECC. In such si ua ons each agency has o ake me o change he call o he parame ers in each dispa ch cen er’s medical pro ocol be ore help can be dispa ched. By con rac ng wi h APCO or medical dispa ch services,he Ci y can achieve a genuinely in eroperable common CAD sys em ha will he elimina e delays in me,he ine cien use o resources, and he con nui y gaps ha curren ly arise when calls are rans erred be ween dispa ch cen ers. FIRST BASIS FOR WAIVER: MATCH EXISTING EQUIPMENT AND PROCESSES - CONTRACTING WITH APCO WILL ALLOW THE CITY TO MATCH VECC’S EXISTING EQUIPMENT AND PROCESSES. Con rac ng wi h APCO o provide medical dispa ch pro ocol services will allow he Ci y o ma ch i s PSAP par ner’s exis ng medical dispa ch pro ocol equipmen and processes such ha he Ci y and VECC will be able o join ly u lize an in eroperable CAD sys em ha permi s calls o he rans erred smoo hly and consis en ly rom one PSAP o he o her. This in eroperable sys em would be a signi can upgrade rom he curren disjoin ed approach ha preven s ei her VECC or he Ci y rom being able o use he CAD’s ull unc onali y. In con ras, I he Ci y ob ains i s medical dispa ch pro ocols rom any vendor o her han APCO,he abili y or he Ci y and VECC o use a ully in eroperable CAD sys em disappears and he curren ine ciencies inheren in a less-han in eroperable sys em will persis. SECOND BASIS FOR WAIVER: SOLE SOURCE – APCO IS THE SOLE VENDOR THAT THE CITY CAN SELECT IF IT WANTS TO ACHIEVE A FULLY INTEROPERABLE CAD SYSTEM THAT WILL REDUCE DELAYS AND FACILITATE THE RAPID AND EFFICIENT PROVISION OF MEDICAL DISPATCH SERVICES. Mos o he ra onale suppor ng his reques or a sole source waiver is already addressed in he preceding paragraph. APCO is he only vendor who can ma ch VECC’s exis ng equipmen and processes, and APCO is here ore he only vendor he Ci y can selec o achieve a genuinely in eroperable CAD sys em ha elimina es he exis ng ine ciencies and ully mee s he S a e governmen’s expec a on ha he en re Sal Lake Valley will opera e on a common CAD THIRD BASIS FOR WAIVER: BEST INTERESTS OF THE CITY – CONTRACTING WITH APCO IS IN THE BEST INTEREST OF THE CITY BECAUSE RESULTS IN AN INTEROPERABLE COMMON CAD SYSTEM AND BECAUSE APCO’S SYSTEM, INDEPENDENT OF ANY INTEROPERABLE EFFICIENCIES, IMPROVES THE CITY’S ABILITY TO TIMELY PROVIDE MEDICAL DISPATCH SERVICES. Having a ully in eroperable common CAD ha will allow or he seamless ransi on o calls and in orma on be ween VECC and Ci y is in he bes in eres s o he Ci y and i s residen s. The mely and compe en provision o medical dispa ch services o persons in need o medical assis ance is an incredibly impor an service o he public. However, even setng aside he bene s o he ully in eroperable CAD sys em, con rac ng wi h APCO or medical dispa ch services will bene he public. Afer moving o APCO, VECC no ced he signi can improvemen s rela ed o he me in which help could be dispa ched in response o medical emergencies. The circums ances in which Sal Lake Ci y dispa ch services opera e are very similar o he circums ances presen a VECC, and i is reasonable o conclude ha many o he bene s VECC has realized by con rac ng wi h APCO should also be realized by he Ci y. CONCLUSION: For all o he reasons s a ed above,he Ci y’s E911 Depar men is reques ng ha he Chie Procuremen O cer waive he s andard procuremen process in his si ua on and allow he Ci y o pursue en ering in o a con rac wi h APCO or he provision o medical dispa ch pro ocol services. While we believe ha all o he reasons suppor ng a reques or waiver are jus ed, any o he hree bases or waiver described above would by i sel be su cien o gran he E911 Depar men’s waiver reques. Atachmen s D-1 911 BUREAU Job Title Grade 911 DISPATCH DIRECTOR 041X 911 COMMUNICATIONS DEPUTY DIRECTOR 032X EXECUTIVE ASSISTANT 026X AIRPORT EXECUTIVE DIRECTOR OF AIRPORTS 041X CHIEF OPERATING OFFICER, AIRPORT 040X DIRECTOR AIRPORT DESIGN & CONSTRUCTION MANAGEMENT 039X DIRECTOR AIRPORT MAINTENANCE 039X DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X DIRECTOR OF OPERATIONS - AIRPORT 039X DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X DIRECTOR COMMUNICATIONS & MARKETING 038X EXECUTIVE ASSISTANT 026X CITY ATTORNEY CITY ATTORNEY 041X DEPUTY CITY ATTORNEY 040X CITY RECORDER 035X LEGISLATIVE AFFAIRS DIRECTOR 034X CITY COUNCIL COUNCIL MEMBER-ELECT N/A* EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X COUNCIL LEGAL DIRECTOR 039X DEPUTY DIRECTOR - CITY COUNCIL 039X ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X LEGISLATIVE & POLICY MANAGER 037X SENIOR ADVISOR CITY COUNCIL 037X SENIOR PUBLIC POLICY ANALYST 033X COMMUNICATIONS DIRECTOR CITY COUNCIL 031X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X COMMUNITY FACILITATOR 031X OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X PUBLIC POLICY ANALYST 031X POLICY ANALYST/PUBLIC ENGAGEMENT 028X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X CONSTITUENT LIAISON/POLICY ANALYST 027X CONSTITUENT LIAISON 026X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X COUNCIL ADMINISTRATIVE ASSISTANT 021X COMMUNITY & NEIGHBORHOODS DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X DEPUTY DIRECTOR - COMMUNITY SERVICES 037X DIRECTOR OF TRANSPORTATION (ENGINEER)037X PLANNING DIRECTOR 037X BUILDING OFFICIAL 035X DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X DIRECTOR OF TRANSPORTATION (PLANNER)035X YOUTH & FAMILY DIVISION DIRECTOR 035X APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT Effective June 25, 2023 EXECUTIVE ASSISTANT 026X ECONOMIC DEVELOPMENT DIRECTOR OF ECONOMIC DEVELOPMENT 041X DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X ARTS DIVISION DIRECTOR 033X BUSINESS DEVELOPMENT DIVISION DIRECTOR 033X FINANCE CHIEF FINANCIAL OFFICER 041X CITY TREASURER 039X DEPUTY CHIEF FINANCIAL OFFICER 039X CHIEF PROCUREMENT OFFICER 036X FIRE FIRE CHIEF 041X DEPUTY FIRE CHIEF 037X ASSISTANT FIRE CHIEF 035X EXECUTIVE ASSISTANT 026X HUMAN RESOURCES CHIEF HUMAN RESOURCES OFFICER 041X DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X CIVILIAN REVIEW BOARD INVESTIGATOR 035X TRANSITION CHIEF OF STAFF 041X* TRANSITION COMMUNICATIONS DIRECTOR 039X* TRANSITION EXECUTIVE ASSISTANT 026X* INFORMATION MGT SERVICES CHIEF INFORMATION OFFICER 041X CHIEF INNOVATIONS OFFICER 039X DEPUTY CHIEF INFORMATION OFFICER 039X JUSTICE COURTS JUSTICE COURT JUDGE 038X JUSTICE COURT ADMINISTRATOR 037X MAYOR CHIEF OF STAFF 041X CHIEF ADMINISTRATIVE OFFICER 041X COMMUNICATIONS DIRECTOR 039X DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X DEPUTY CHIEF OF STAFF 039X SENIOR ADVISOR 039X COMMUNICATIONS DEPUTY DIRECTOR 030X POLICY ADVISOR 029X REP COMMISSION POLICY ADVISOR 029X COMMUNITY LIAISON 026X EXECUTIVE ASSISTANT 026X OFFICE MANAGER - MAYOR'S OFFICE 024X COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS COORDINATOR 024X COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X ADMINISTRATIVE ASSISTANT 019X CONSUMER PROTECTION ANALYST 016X POLICE CHIEF OF POLICE 041X ASSISTANT CHIEF OF POLICE 039X DEPUTY CHIEF POLICE 037X ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X EXECUTIVE ASSISTANT 026X PUBLIC LANDS PUBLIC LANDS DIRECTOR 041X DEPUTY DIRECTOR, PUBLIC LANDS 037X GOLF DIVISION DIRECTOR 035X PARKS DIVISION DIRECTOR 035X URBAN FORESTRY DIVISION DIRECTOR 035X PUBLIC SERVICES DIRECTOR OF PUBLIC SERVICES 041X CITY ENGINEER 039X DEPUTY DIRECTOR OF OPERATIONS 038X SAFETY & SECURITY DIRECTOR 037X FACILITIES DIVISION DIRECTOR 035X FLEET DIVISION DIRECTOR 035X STREETS DIVISION DIRECTOR 035X COMPLIANCE DIVISION DIRECTOR 035X EXECUTIVE ASSISTANT 026X PUBLIC UTILITIES DIRECTOR OF PUBLIC UTILITIES 041X DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X CHIEF ENGINEER - PUBLIC UTILITIES 037X WATER QUALITY & TREATMENT ADMINSTRATOR 037X EXECUTIVE ASSISTANT 026X REDEVELOPMENT AGENCY DIRECTOR, REDEVELOPMENT AGENCY 041X DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X SUSTAINABILITY SUSTAINABILITY DIRECTOR 041X SUSTAINABILITY DEPUTY DIRECTOR 037X WASTE & RECYCLING DIVISION DIRECTOR 035X Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay plan may be added, remov or modified without approval of the City Council. Compensation for transitional positions, including city council member elect, is set as provided under Chapter 2.03.030 of the Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full time employees. Except for leave time, benefits for city council members elect are also equivalent to those provided to full time employees. 911 BUREAU Job Title Grade 911 DISPATCH DIRECTOR 041X 911 COMMUNICATIONS DEPUTY DIRECTOR 032X EXECUTIVE ASSISTANT 026X AIRPORT EXECUTIVE DIRECTOR OF AIRPORTS 041X CHIEF OPERATING OFFICER, AIRPORT 040X DIRECTOR AIRPORT DESIGN & CONSTRUCTION MANAGEMENT 039X DIRECTOR AIRPORT MAINTENANCE 039X DIRECTOR FINANCE/ACCOUNTING AIRPORT 039X DIRECTOR OF AIRPORT ADMINISTRATION/COMMERCIAL SERVICES 039X DIRECTOR OF AIRPORT INFORMATION TECHNOLOGY 039X DIRECTOR OF AIRPORT PLANNING & CAPITAL PROJECTS 039X DIRECTOR OF OPERATIONS - AIRPORT 039X DIRECTOR OF OPERATIONAL READINESS & TRANSITION 039X DIRECTOR COMMUNICATIONS & MARKETING 038X EXECUTIVE ASSISTANT 026X CITY ATTORNEY CITY ATTORNEY 041X DEPUTY CITY ATTORNEY 040X CITY RECORDER 035X LEGISLATIVE AFFAIRS DIRECTOR 034X CITY COUNCIL COUNCIL MEMBER-ELECT N/A* EXECUTIVE DIRECTOR CITY COUNCIL OFFICE 041X COUNCIL LEGAL DIRECTOR 039X DEPUTY DIRECTOR - CITY COUNCIL 039X ASSOCIATE DEPUTY DIRECTOR COUNCIL 037X LEGISLATIVE & POLICY MANAGER 037X SENIOR ADVISOR CITY COUNCIL 037X SENIOR PUBLIC POLICY ANALYST 033X COMMUNICATIONS DIRECTOR CITY COUNCIL 031X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST III 031X COMMUNITY FACILITATOR 031X OPERATIONS MANAGER & MENTOR – CITY COUNCIL 031X PUBLIC POLICY ANALYST 031X POLICY ANALYST/PUBLIC ENGAGEMENT 028X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST II 028X CONSTITUENT LIAISON/POLICY ANALYST 027X CONSTITUENT LIAISON 026X PUBLIC ENGAGEMENT & COMMUNICATIONS SPECIALIST I 026X ASSISTANT TO THE COUNCIL EXECUTIVE DIRECTOR 025X COUNCIL ADMINISTRATIVE ASSISTANT/AGENDA 024X COUNCIL ADMINISTRATIVE ASSISTANT 021X COMMUNITY & NEIGHBORHOODS DIRECTOR OF COMMUNITY & NEIGHBORHOODS 041X DEPUTY DIRECTOR - COMMUNITY & NEIGHBORHOODS 037X DEPUTY DIRECTOR - COMMUNITY SERVICES 037X DIRECTOR OF TRANSPORTATION (ENGINEER)037X PLANNING DIRECTOR 037X BUILDING OFFICIAL 035X DIRECTOR OF HOUSING & NEIGHBORHOOD DEVELOPMENT 035X DIRECTOR OF TRANSPORTATION (PLANNER)035X YOUTH & FAMILY DIVISION DIRECTOR 035X APPENDIX B – APPOINTED EMPLOYEES BY DEPARTMENT Effective June 25, 2023 EXECUTIVE ASSISTANT 026X ECONOMIC DEVELOPMENT DIRECTOR OF ECONOMIC DEVELOPMENT 041X DEPUTY DIRECTOR ECONOMIC DEVELOPMENT 037X ARTS DIVISION DIRECTOR 033X BUSINESS DEVELOPMENT DIVISION DIRECTOR 033X FINANCE CHIEF FINANCIAL OFFICER 041X CITY TREASURER 039X DEPUTY CHIEF FINANCIAL OFFICER 039X CHIEF PROCUREMENT OFFICER 036X FIRE FIRE CHIEF 041X DEPUTY FIRE CHIEF 037X ASSISTANT FIRE CHIEF 035X EXECUTIVE ASSISTANT 026X HUMAN RESOURCES CHIEF HUMAN RESOURCES OFFICER 041X DEPUTY CHIEF HUMAN RESOURCES OFFICER 037X CIVILIAN REVIEW BOARD INVESTIGATOR 035X TRANSITION CHIEF OF STAFF 041X* TRANSITION COMMUNICATIONS DIRECTOR 039X* TRANSITION EXECUTIVE ASSISTANT 026X* INFORMATION MGT SERVICES CHIEF INFORMATION OFFICER 041X CHIEF INNOVATIONS OFFICER 039X DEPUTY CHIEF INFORMATION OFFICER 039X JUSTICE COURTS JUSTICE COURT JUDGE 038X JUSTICE COURT ADMINISTRATOR 037X MAYOR CHIEF OF STAFF 041X CHIEF ADMINISTRATIVE OFFICER 041X COMMUNICATIONS DIRECTOR 039X DEPUTY CHIEF ADMINISTRATIVE OFFICER 039X DEPUTY CHIEF OF STAFF 039X SENIOR ADVISOR 039X COMMUNICATIONS DEPUTY DIRECTOR 030X POLICY ADVISOR 029X REP COMMISSION POLICY ADVISOR 029X COMMUNITY LIAISON 026X EXECUTIVE ASSISTANT 026X OFFICE MANAGER - MAYOR'S OFFICE 024X COMMUNITY OUTREACH - EQUITY & SPECIAL PROJECTS COORDINATOR 024X COMMUNICATION AND CONTENT MANAGER - MAYOR'S OFFICE 021X ADMINISTRATIVE ASSISTANT 019X CONSUMER PROTECTION ANALYST 016X POLICE CHIEF OF POLICE 041X ASSISTANT CHIEF OF POLICE 039X DEPUTY CHIEF POLICE 037X ADMINISTRATIVE DIRECTOR - COMMUNICATIONS 037X ADMINISTRATIVE DIRECTOR - INTERNAL AFFAIRS 037X EXECUTIVE ASSISTANT 026X PUBLIC LANDS PUBLIC LANDS DIRECTOR 041X DEPUTY DIRECTOR, PUBLIC LANDS 037X GOLF DIVISION DIRECTOR 035X PARKS DIVISION DIRECTOR 035X URBAN FORESTRY DIVISION DIRECTOR 035X PUBLIC SERVICES DIRECTOR OF PUBLIC SERVICES 041X CITY ENGINEER 039X DEPUTY DIRECTOR OF OPERATIONS 038X SAFETY & SECURITY DIRECTOR 037X FACILITIES DIVISION DIRECTOR 035X FLEET DIVISION DIRECTOR 035X STREETS DIVISION DIRECTOR 035X COMPLIANCE DIVISION DIRECTOR 035X EXECUTIVE ASSISTANT 026X PUBLIC UTILITIES DIRECTOR OF PUBLIC UTILITIES 041X DEPUTY DIRECTOR OF PUBLIC UTILITIES 039X FINANCE ADMINISTRATOR PUBLIC UTILITIES 039X CHIEF ENGINEER - PUBLIC UTILITIES 037X WATER QUALITY & TREATMENT ADMINSTRATOR 037X EXECUTIVE ASSISTANT 026X REDEVELOPMENT AGENCY DIRECTOR, REDEVELOPMENT AGENCY 041X DEPUTY DIRECTOR, REDEVELOPMENT AGENCY 037X SUSTAINABILITY SUSTAINABILITY DIRECTOR 041X SUSTAINABILITY DEPUTY DIRECTOR 037X WASTE & RECYCLING DIVISION DIRECTOR 035X Except for a change in job title or reassignment to a lower pay level, no appointed position on this pay plan may be added, remov or modified without approval of the City Council. Compensation for transitional positions, including city council member elect, is set as provided under Chapter 2.03.030 of the Salt Lake City Code. Benefits for transitional employees are equivalent to those provided to full time employees. Except for leave time, benefits for city council members elect are also equivalent to those provided to full time employees.