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58 of 1974 - A resolution authorizing the filing of an application to the National League of Cities for urban obs Resolution No. 58 By Mayor E. J. Garn COMMISSIONER Authorizing the filing of an application to the National League of Cities for an urban observatory program as author- ized by the United States Department of Housing and Urban Development; said application to be filed jointly by the City and the University of Utah. Presented to the Board of Commissioners AND PASSED Crc' 26 1974 )1Co-ettanNS4)y4tiq CITY RECC" 3 f ROLL CALL VOTING Aye ' �)(47 Salt Lake City,Utah, September 26 19 74 Mr.Chairman �■ I move that the Resolution be adopted. Greener Harmsen Harrison MI Phillips �. 111■/ RESOLUTION Result RESOLUTION AUTHORIZING THE FILING OF AN APPLICATION TO THE NATIONAL LEAGUE OF CITIES FOR AN URBAN OBSERVATORY PROGRAM AS AUTHORIZED BY THE UNITED STATES DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT. WHEREAS, it is the desire of Salt Lake City to apply for this grant and said grant is necessary in order for the City to obtain Federal participation in developing the Salt Lake City Urban Observatory Program; and WHEREAS, the University of Utah is desirous of joining in said grant application and is desirous of cooperating with Salt Lake City in the establishment, funding, and administration of the Urban Observatory Program, NOW, THEREFORE, be it resolved by the Board of Commissioners of Salt Lake City: 1. That the Board of Commissioners of Salt Lake City does approve the joint application by the City and the University of Utah to the National League of Cities for funding by the Department of Housing and Urban Development for the Salt Lake City Urban Observatory Program. 2. That E. J. (Jake) Garn, Mayor of Salt Lake City, Utah, is hereby authorized to write a letter of endorsement for the Program on behalf of the City Commission. 3. That Salt Lake City Corporation will contribute five thou- sand dollars ($5,000) to this program out of funds to be identified by the City Auditor. Passed by the Board of Commissioners of Salt Lake City, Utah, this 26th day of September, 1974. �!G01- ECORDER SALT LAKE CITY'CORPQRATION? E.JA GARN YOfl OFFICE OF THE MAYOR JEFF M. BINGHAM ASSISTANT 114 CITY AND COUNTY BUILDING SALT LAKE CITY,UTAII 84111 Mr. Lawrence A. Williams Urban Observatory Program National League of Cities 1620 Eye Street, N.W. Washington, D.C. 20006 Dear Mr. Williams: I am happy to relay to you my strong endorsement of the Urban Observatory program and my commitment to see the program operate successfully in the Salt Lake area. My office has had considerable exposure to the Urban Observatory program during the past year-and-a-half, drawing upon the participating observatories for some most timely and helpful information. I am particularly supportive of the opportunity the Observatory program provides for the utilization of another tax-supported institution - the University - to aid in the more effective and responsive management of local government. It means a focusing of effort that can only benefit all parties involved and es- pecially the tax-paying public. Thank you for the opportunity to support an application for par- ticipation in this exciting and potentially valuable experience. Sincere, , c'7Z.i .— c---":2(4L4-1"-/ E.J. grn2) Mayor EJG/akm THE UNIVERSITY OF UTAH SALT LAKE CITY 84112 INSTITOTE OF GOVERNMENT ORsov SPENCER HALL Room 216 Pilo.581-6781 September 25, 1974 Salt Lake City Commission City & County Building Salt Lake City, Utah 84111 Dear Members of the Commission: Enclosed for your review and consideration is the draft of the joint proposal to be submitted to the National League of Cities for consideration as a possible participant in the Department of Housing and Urban Development Urban Observatory Program. Sincerely. / I ✓' ter 6}�ert v `P. Hueler Director A JOINT PROPOSAL SUBMITTED TO THE NATIONAL LEAGUE OF CITIES BY THE CITY OF SALT LAKE AND THE UNIVERSITY OF UTAH FOR CONSIDERATION AS A POSSIBLE PARTICIPANT IN THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT URBAN OBSERVATORY PROGRAM I. INTRODUCTION The Urban Observatory concept is essentially the use of the re- sources of the educational institution to help meet the research, information, and analytical needs of the City. The establishment of an ongoing relationship, designed to respond to those needs is particularly vital to the success of the expanding role of local governments in America today. New demands are being placed on locally-elected officials and municipal professionals. ✓Responsibilities for program planning, implementing, monitoring and evaluating that were formerly carried out by the federal government under restrictive categorical programs are now being shifted to the local level in greater numbers through special revenue sharing and block grant programs. Local officials are taking a number of steps to develop the increased capability to deal with these new responsi- bilities, including the development of more effective management and decision-making structures. In Salt Lake City, the creation and operation of an effective Urban Observatory can be invaluable as a means of supporting those new capabilities. In turn, the teaching institutions face the challenge of adapting their curricula and their source materials to prepare their students for the changing world of public administration and the application of theories and analytical methodologies to real and practical urban problems. The Urban Observatory, through bringing institutional researchers into a joint relationship with practicing urban policy- makers and administrators, offers this kind of opportunity and creates the necessity to make research relevant in order to base decisions and policies on the latest factual information. The end product in both instances is essential to the success of the efforts to plan, develop and manage our cities. II. PROPOSED ORGANIZATION FOR THE SALT LAKE URBAN OBSERVATORY Contracting and fiscal agent: Institute of Government University of Utah Salt Lake Urban Observatory Policy Board: Ten Members: Mayor of Salt Lake City, Chairman Vice-President for Research, University of Utah Dean, College of Engineering, University of Utah Dean, College of Social and Behavioral Sciences, University of Utah Dean, College of Business, University of Utah Director, Institute of Government Functions: Establish and adjust basic purposes and policies Direct research formulation and design Salt Lake Urban Observatory Administrative Staff: Personnel: Director full time Secretary half time Both to be selected. Director will be selected on the basis of breadth of education and experience in disciplines relevant to urban government, actual experience with urban government, ability to relate to local officials and university faculty, and research and analytic skills. Functions and duties: The administrative staff will have the responsibility of basic organization, operation, and evaluation of the program. But its fundamental purposes also will include the provision of a reference service for the City governmental officials. Basic administration: Identify needed and feasible research. Coordinate review of research proposals. Prepare funding proposals. Monitor research projects. Evaluate results. Urban Reference Service: Assemble library of reference material related to the Wasatch Front urban areas and comparable areas. The University of Utah already has a substantial beginning in the research and reference collection of the Institute of Government, with duplicates on depository in the Western American Collection at the University's Marriott Library. Support development, dissemination, and analysis of economic and social indicators. The University's Bureau of Business and Economic Research already publishes a monthly report of economic indicators. The Institute of Government, the Utah Division of Employment Security, and the Utah Legislative Council have been exploring possibilities regarding social indicators. Prepare and/or supervise preparation of special research reports. These reports will have the purpose of providing timely, accurate, and responsive information useful for City decision makers. They are library research reports similar to what might be prepared by a legislative reference service. They will involve up to two days of research plus time for project outlining, review, and editing--for a total turn-around time of about seven days. Special Mechanisms: Weekly meeting of Director and City Commission--at the weekly informal session of the Commission. The purpose of these meetings will be to review progress and results of research and to identify subjects for further research. Frequent meetings with City officials and University faculty, including regular meetings with an advisory committee composed of the five Administrative Assistants to the City Commissioners, and the Directors and Chairmen of the following University insti- tutes and departments: Institute of Government Bureau of Community Development Bureau of Economic and Business Research Civil Engineering Department Geography Department Sociology Department Management Department Economics Department Law School Medical School Tie of urban reference service to a legislative reference service which may be established at the Institute of Government. This tie would relate urban problems to the legislative body which controls the structure of urban government. Work with urban intern program, already established. These interns, assigned to various commissioners and department heads, provide an additional means to identify research needs and to accomplish some of the reference work. Location: At the Institute of Government with a desk also located in the Mayor's Office. III. URBAN OBSERVATORY ANNUAL ADMINISTRATIVE STAFF BUDGET Director $14,7501 Staff Assistance from the Institute of Government2 3,400 Fringes (@18% of $14,750) 2,660 Supplies 1,000 Telephone Postage Xerox Travel 800 Publication 700 Total Direct Costs $23,310 Indirect Costs (Overhead rate 61% of $17,410 10,600 Total Administrative Budget $33,910 lEleven months at an annual rate of $16,100 2Primarily from the Director and the Administrative Assistance of the Institute of Government, and from secretarial staff of the Institute. IV. PROPOSED RESEARCH WORK PROGRAM 1. Evaluation of City Data Sources For Land-Use Planning The decision-making abilities of City agencies and departments are impaired by the lack of adequate information. Within the next year,the City must make decisions on participation in Community Development programs. At the present time,these decisions cannot be made on an informed basis. An evaluation of present,community-wide data availability for this and other land-use planning decisions is a priority need. Existing problems in data availability include(1)the uneven collection of existing data for different geographic areas and(2)gaps in additional data necessary for community-wide planning. Disparate agencies and departments lack co-ordination in sharing information. Fragmented data gathering results in duplication of staff effort,data generation for immediate,rather than long-range purposes,and an uneveness in the quality of information upon which City decisions can be based. An overview of available and needed data can be obtained,identifying unmet data needs and creating an inventory and means of updating existing data files. Benefits to the City include knowledge of data duplication(by type of data and by place),indicating possible reductions in staff effort by sharing files. Future data gathering and planning efforts can be directed toward meeting identified gaps. A community-wide data base and improved data collection will facilitate future community-wide studies. The existence of a City-wide information system can encourage the parti- cipation of other local governments in the metropolitan area in information sharing,with improved decisions between governments. Efforts of the University community to aid the research and information needs of the City can be facilitated by reference to a composite data inventory. Data inventory and evaluation requires four steps. (1)Definition of the types of data needed and their geographic scale is the initial step. Data can be defined in a broad sense to include cross- sectional studies as well as updated files. (2)Existing data sources within the City and possible outside sources are identified. Private firms maintain data files with information which can be of use to public agencies. To the extent that additional data sources can be incorporated in the inventory,the quality of information can be improved. (3)A common coding system must be developed to identify the character and quality of data files. An agreed-upon coding system will facilitate later updating. Compatibility of data file coding with possible digitized data systems for visual display should be considered. (4)Evaluation identifies unmet types of data needs,the lack of data for certain areas, and possible duplication in the collection process. Analysis which identifies the character and quality of each data file is the basis for later composite evaluation. Cluster Analysis identifies groups of similar types of information within individual files,indicating possible areas of data overlap. This technique can also group data by area to indicate the total amount and quality of information available. The final report will consist of a computer-printed inventory of data sources by type of data and by place for each data file contributor. A report indicating areas of data overlap will be separately produced as a basis for future action in the data collection and planning process. During the project,quarterly reports to the involved agencies,departments,and other sources will indicate research progress. Quarterly scheduling is as follows. . January,1975—March: define data needs,obtain agency,department,and other source co-operation,estimate data source availability April—June: setup coding procedures for evaluation,inventory files,obtain programs for computer processing July—September: code data files,complete Cluster Analysis of data availability by place and by type of data October—December: Print-out final inventory,final report on evaluation Proposed Project Budget Local Match HUD Cash In-Kind Funds Total Director $ 1,250 $ $ $1,250 Assistant 1,250 1,250 Secretarial and Key Punch 200 1,000 1,200 Fringes 225 405 630 Computer Time 600 600 Supplies 200 200 Travel 200 200 Telephone 100 100 Postage 200 200 Xerox 50 50 Publication 1 000 11 000 Total Direct Costs $ 1,250 $ 425 $2,025 $3,700 Indirect Costs 763 1,372 2,135 Total Administrative Budget $ 1,250 $1,188 $5,005 $8,443 Project Director Resume—Elizabeth Kates Burns Professor Burns(Assistant Professor,Department of Geography,University of Utah)has experience in the local planning process as a staff member of several city planning departments. As a consultant,she has participated in studies on open-space planning,downtown renewal,and general plan updating. Her educational background includes graduate work in City Planning(University of Pennsylvania,1966-67)and Urban Geography(PhD to be awarded,December 1974,M.A.,1970; University of California,Berkeley). Data processing experience includes the use of packaged programs. 2. Land Use Change Policy Feed-Back Mechanism The planning commission of Salt Lake City has indicated that there is an immediate need to monitor and evaluate land use change in three problem localities. Although Salt Lake City consistently sets long and short term goals for land use change through the Master Plan,area plans, and zoning policies,no consistent and objective mechanism exists for the purpose of systematically evaluating the effects of policy decisions on desired land use changes. The purpose of this project is to develop and demonstrate a simple and clear cut method by which Salt Lake City planners may use present and historical land use change data to evaluate the effectiveness of stated land use policy. The method will serve Salt Lake City by providing important feed-back concerning the effectiveness of policy decisions in the short run on three selected test areas that are of present interest to the city planning commission. These test cases will provide a con- crete test and demonstration of the evaluation method. The method which will be domonstrated is adaptable to any city or governmental unit that collects or monitors data on land use change at the parcel level. The major tasks to be performed include(1)gathering detailed land use information at three selected test sites,(2)gathering parcel level land use information derived from the city planning commission's last two land use surveys, (3)continuing analysis and data gathering of information from test sites,(4)preparation of progress reports,and(5)preparation of the final report. Analysis of the land use change data will be carried out through the calculation of Markovian probabilities based on actual land use change. These probabilities will then by systematically compared to theoretical probabilities which would ensue if land use change were to follow policy decisions perfectly. The degree to which the former probabilities deviate from the latter form a measure of goal achievement. The final report of the project will be printed and will consist of two parts. The first section will survey the problem and illustrate through the case studies how the evaluative mechanism works. Part two will be a cookbook type presentation that gives step by step instructions that may be used by a planning commission that wishes to adopt the evaluative procedure. This report will be mailed to city and county planning commissions throughout the state. The time frame for the demonstration study is estimated at nine months commencing in December,1974 and ending in August,1975. Progress reports would be submitted to the city planning commission and the Observatory Director every three months. Principal Researcher: Dr.Richard W.Travis Prbject Budget Local Match HUD Cash In-Kind Funds Total Principal Researcher $1,310.00 $ $ $1,310.00 Fringes(18%) 235.80 235.80 Assistants 3,000.00 3,000.00 Fringes(6%) 180.00 180.00 Supplies 50.00 50.00 Postage 60.00 60.00 Secretarial 125.00 125.00 Xerox 10.00 10.00 Computer Time 500.00 500.00 Publication Costs 100.00 200.00 300.00 Total Direct Costs $1,310.00 $ 470.80 $3,990.00 $5,770.80 Indirect Costs 799.10 143.83 1,939.80 2,882.73 Total Administrative Budget $2,109.10 $ 614.63 $5,929.80 $8,653.53 Richard W.Travis presently holds the position of Assistant Professor in the Department of Geography at the University of Utah and is director of graduate studies in that department. His research specialties include social and behavioral geography,urban geography,urban planning and quantitative techniques. Dr.Travis holds a Ph.D.in geography from the University of Illinois and has completed urban research projects in Columbus,Ohio;Salt Lake City,Utah,and Rockville,Indiana. His present activities also include locational consulting for business firms. 3. • A Consolidated Digital Data Base Mapping System for Salt Lake City Two major aspects are creating the requirement for a detailed computer mapping data base for Salt Lake City. First,a demand for more efficient management of the city due to the rapid rise in costs,lowering rate of available outreach funds,and a subsequent reduction in city employees. The second is the increased need for accurate information to aid the decision makers in successfully programming community development funds. Many types of existing data can be directly input into this system,and as new data is acquired,keypunching will make it available in easily understandable map form. Large amounts of dollars and manpower resource are expended by individual city departments, utility companies,and other local government agencies to map the various daily activities associated with the operation and management of a city. These independent mapping functions range from mapping utility transmission systems to the plotting of parcel ownership. Both public and private monies are expended duplicating geographic related data covering the same location. These maps have different scales,grid systems and formats,thus,making comparison of mapped data difficult,if not impossible. A major barrier is created in the flow of information required to plan and manage a city. Costly and untimely decisions can thus be made in the management of a city,i.e.,a street has to be repaired twice in one year because of uncoordinated projects or a gas main valve cannot be located in time to avoid an explosion. Though these examples are extreme,there is a definite impedi- ment of the city decision process by the lack of a common data base in Salt Lake City. This research project will develop policy which will create a flow of information between the city,utility companies,and the university. Common data base requirements will be identified and used as a link between the potential participants in a joint computer mapping project. A test area in S.L.C.will be mapped and digitized using specifications developed jointly between all parties. Expected economic benefits to be gained by this project include: (1)Reduction in drafting personnel within the city and utilities,(2)Lower costs for aerial photography,surveying control,photogrammetry, and base map drafting because of shared costs,(3)The final product should have greater accuracy due to the joint approach. (4)Development of joint right of ways for underground utility plants eased, and(5)Many other"fall-out"benefits are expected for this project. Major Tasks A.Removal of Interaction barriers between S. L.C.and utility companies. B. Collect information requirements and data availability for agencies. C. Review and selection of software system with identification of future hardware acquisition that might be required by users. D. Testing and evaluation of test site data. Methodology A. Research and contact the larger cities that are implementing digital data bases,i.e., Atlanta. Evaluating the transfer feasibility of these policies and procedures to a smaller city. B. Select a test area and devleop specifications through contact with potential agencies. C. Review and select a software system that is a dynamic process with the capability for change and growth. D. Test the system with data from various agencies.* E. Evaluation of the technical and policy innovation and the demonstration of the ways total implementation within S.L.C.and eventually Utah. * The principal investigator has been consulted by the three major utilities in S.L.C-:on a ' the development and testing of such a system. They are currently identifying funds for the test. The P.I.feels this proposal will help create the mode to involve local government. Their participation is necessary for the long-range success of this type of system. The final report will be written to illustrate the policies and procedures for implementation, along with verbal presentation to various city and state officials. Bi-weekly reports will be used to judge progress against an expanded schedule and set of goals. Schedule: Nov.—Jan. Contact potential participants. Develop common data base and specifications. Feb. Open bids for base map and digitization Mar.—Apr. Let contract with matching funds from joint partners May—Aug. Collect and digitize additional data to be added to base Sept.—Oct. Test and Evaluate results Nov. Final report with development of total implementation of project in S.L.C. Budget Local Match HUD Cash In-Kind Funds Total Principal Investigator $1,000 $ 610 $3,000 $4,610 (1 year w/summer) Research Assistant 3,100 3,100 Fringes(18%) 540 540 Computer&Digitizing Time 3,200 3,200 Supplies 50 50 100 Secretarial 500 500 Travel(3 trips) 1,100 1,100 Telephone 100 100 Publication 50 100 150 Equipment 1,200 1200 Total Direct $1,000 $2,310 $11,190 $14,620 Indirect Costs 3,721 3,721 Total Administrative Budget $1,000 $2,310 $14,911 $18,341 J.Bruce Keating—Acting Director for the Geography Department's Center for Remote Sensing and Cartography. Cartographic and Remote Sensing Instructor for Department's techniques related courses. Member,Utah State Mapping Advisory Council. Cartographic consultant to the Utah State Legislature. Management consultant for the Kennecott Copper Company,Exploration Services. Captain,U.S.Air Force Reserve,Management Analyst. Eight years professional cartographic experience in supervisory,management,planning production and editing functions. Five years experience as a cartographer technician for the federal government and a private engineering firm. 4. Development of a Traffic Accident Reduction Management Information System (TARMIS) for Self-Monitoring of the Effectiveness of Traffic Enforcement Programs by Local Law Enforcement Agencies Traffic accident reduction remains one of the priority activities of local law enforement agencies. Many programs have been implemented for purposes of reducing the number of traffic accidents and their disutilities, but failures to acheive significant reductions have con- sistently plagued law enforcement officials. Public education and inte- grated traffic engineering appear to be essential ingredients of a successful traffic accident reduction program. On the other hand, appropriate enforcement activities relative to specific situations have not been clearly delineated. Furthermore, local law enforcement agencies seldom have sufficient financial resources to maintain a staff of technically qualified personnel for purposes of special program evaluation, particulary where contemporary management techniques are required. The work described in this proposal would consist of a coordinated set of activities involving both the Urban Systems Program at the University of Utah (U of U) and the Traffic Division of the Salt Lake City Police Department (SLPD). U of U personnel would be responsible for the develop- ment and evaluation of TARMIS, and SLPD personnel would have principle manpower responsibility in the development and conduct of the pilot traffic accident reduction programs and the applications of TARMIS for management and program evaluation. The office of the City Traffic Engineer (CTE) would participate in those aspects of the proposed project which would involve traffic engineering considerations. The overall objective of the proposed program is: "To develop procedures for internal management of local law enforcement traffic accident prevention programs through the use of TARMIS, self-generated and self- evaluated pilot programs, coordination of activities and communication between all agencies responsible for traffic control, and appropriate public education programs." Coupled with the development of the TARMIS program would be utilization of the traffic enforcement expertise of the Salt Lake City Police Department in establishing and carrying out pilot traffic accident reduction programs. Applications of TARMIS in the conduct and evaluation of the pilot programs would follow, and the project would conclude with integration of successful pilot traffic accident reduction programs and TARMIS into routine traffic enforcement operations. Specific goals and tasks of the proposed research include: (1) To develop an adequate system of background traffic accident data for use in accident reduction program design; (2) To evaluate (preliminary effectiveness assessment) candidate programs for pilot accident reduction programs; (3) To develop personnel deployment procedures; (4) To coordinate data acquisition procedures (as part of TARMIS); (5) To conduct accident prevention program assessments through the use of control charts (with law enforce- ment personnel participation); (6) To develop effective feed-back mechanisms for per- formance evaluations by traffic enforcement personnel; and (7) To assist in the implementation of successful pilot programs and the use of TARMIS in routine traffic management activities. Pilot accident reduction programs would be of one to two month duration with evaluations completed within 30 days of completion. Reporting would be on a quarterly basis, with review of results and proposed programs being jointly undertaken by U of U, SLPD, and the CTE. Arrangements are being made to include the participation of the State Highway Department. The proposed research team is as follows: Professor D. W. Eckhoff - Principal Investigator Professor J. A. Austin - Co-Principal Investigator Professor J. Lai - Technical Assistance Professor W. J. Kennedy - Technical Assistance Mr. Amir Eiger - Graduate Research Assistant (One) - Undergraduate Research Assistant A total of 24 months has been alloted for the project. Tasks 1-6 would be completed in the first year. The second year would be devoted to implementation (Task 7). BUDGET Local Match HUD Cash In-Kind Funds Total Principals $1,667 0 $ 5,945 $ 7,612 Fringes (19%) 316 0 1,130 1,446 Technical Asst. 0 0 1,667 1,667 Fringes (19%) 0 0 317 317 Research Assts. 0 2,000 2,500 4,500 Fringes (6%) 0 120 150 270 Computer 0 1,000 0 1,000 Supplies 0 300 0 300 Travel 0 500 0 500 Xerox 0 500 0 500 Total Direct Costs $1,983 $4,420 $11,709 $18,112 Indirect Costs (61%) 1,210 1,293 7,142 9,645 Total Budget $3,193 $5,713 $18,851 $27,757 5. OPTIMIZATION OF PAVEMENT REHABILITATION PROGRAMS Pavement rehabilitation costs are currently among the highest levels of expenditures for most municipalities. Means for obtaining maximum benefit at minimum cost (cost effectiveness) are needed. This project will involve analysis of rehabilitation methods and costs, value of methods and costs, value of methods in terms of pavement serviceability, time/traffic impacts on pavement serviceability, and optimization of rehabilitation strategies. Implementation of the project results will result in either better roadway surfaces in the city at existing costs, or maintenance of existing roadway qualities at lower costs. A member of the County Highway Department is serving as a technical advisor to the project, which will ensure the availability of project results throughout the metropolitan area. Major tasks include: (1) Pavement inventory - condition survey and serviceability ratings; (2) Data bank development - storage and retrieval of pavement inventory data; (3) Rehabilitation methods - present practices, situation requirements, cost evaluations; (4) Optimization analyses - major constraints and values of noneconomic factors; and (5) Maintenance strategies - criteria for priorities and master plan with alternatives. The project will be conducted jointly by the Civil Engineering Department (U of U), the Office of the City Engineer, and the City's Streets and Public Improvements Department. Reporting will be quarterly, so that appropriate interim review can be carried out. Joint participation will maximize possibilities for utiliza- tion of project results. Project monitoring will be conducted by formal review of quarterly reports by project advisory team (City, County, University, and State personnel). A total of twelve months has been allotted for the project. The proposed research team consists of two graduate research assistants (Lee Ritzman and Robert Lau), a senior student (Paul Summer), three faculty members (Drs. J. S. Lai, D. W. Eckhoff, and W. J. Kennedy). Dr. J. S. Lai will serve as the technical director. Mr. Lee Ritzman will be responsibile for Tasks 2 and 3. Mr. Robert Lau will be responsible for Task 4, and Mr. Paul Summer will be responsible for Task 1. The faculty members will provide necessary supervision and expertise to guide the students. Mr. Richard Johnston, Assistant City Engineer, and Mr. Kenneth Watson, Staff Engineer for the County Highway Department, will serve as technical advisors. L d, BUDGET HUD Local Match Funds Total Cash In-Kind Principal Investigators $1,000 $ 2,000 $1,000 $ 4,000 Fringes (19%) 190 380 190 760 Research Assistants 0 7,000 4,500 11,500 Fringes (6%) 0 420 270 690 Computer 0 200 0 200 Supplies 0 200 0 200 Xerox 0 100 0 100 Total Direct Costs $1,190 $10,300 $5,960 $17,450 Indirect Costs (61%) 726 5,978 3,636 10,340 Total Budget $1,916 $16,278 $9,596 $27,790 4 OPTIMIZATION OF PAVEMENT REHABILITATION PROGRAMS Pavement rehabilitation costs are currently among the highest levels of expenditures for most municipalities. Means for obtaining maximum benefit at minimum cost (cost effectiveness) are needed. This project will involve analysis of rehabilitation methods and costs, value of methods in terms of pavement serviceability, time/traffic impacts on pavement serviceability, and optimization of rehabilitation strategies. Implementation of the project results will result in either better roadway surfaces in the city at existing costs, or maintenance of existing roadway qualities at lower costs. A member of the County Highway Department is serving as a technical advisor to the project, which will ensure the availability of project results throughout the metropolitan area. Major tasks include: (1) Pavement inventory - condition survey and serviceability ratings; (2) Data bank development - storage and retrieval of pavement inventory data; (3) Rehabilitation methods - present practices, situation requirements, cost evaluations; (4) Optimization analyses - major constraints and values of noneconomic factors; and (5) Maintenance strategies - criteria for priorities and master plan with alternatives. The project will be conducted jointly by the Civil Engineering Department (U of U), the Office of the City Engineer, and the City's Streets and Public Improvements Department. Reporting will be quarterly, so that appropriate interim review can be carried out. Joint participation wichl maximize possibilities for utilization of project results. Project monitoring will be conducted by formal review of quarterly reports by project advisory team (City, County, University, and State personnel). A total of twelve months has been allotted for the project. 4 The proposed research team consists of two graduate research assistants (Lee Ritzman and Robert Lau), a senior student (Paul Summer), three faculty members (Drs. J. S. Lai, D. W. Eckhoff and W. J. Kennedy). Dr. J. S. Lai will serve as the technical director. Mr. Lee Ritzman will be responsible for Tasks 2 and 3. Mr. Robert Lau will be responsible for Task 4, and Flr. Paul Summer will be responsible for Task 1. The faculty members will provide necessary supervision and expertise to guide the students. Mr. Richard Johnston, Assistant City Engineer, and Mr. Kenneth Watson, Staff Engineer for the County Highway Department, will serve as technical advisors. V. DISSEMINATION OF RESEARCH FINDINGS AND REPORTS It is expected that the results of the projects undertaken by the Urban Observatory will have interest and possibly application to other localities within the state, or to other groups or organizations. Therefore, the Observatory Director will have a procedure for the dissemination of research findings and reports which will consist of at least the following elements: 1. Public notification of report findings through the media, after review by the Urban Observatory Policy Board and the City Commission; 2. Formal notification of research activities in progress to county, areawide, regional and state review and planning bodies (Such as Councils of Government, State and Areawide Health Planning, Law Enforcement Planning, and Manpower Planning agencies, etc.); 3. Establishment of a notification mailing list of agencies, institutions, organizations, groups, or individuals who express an interest in keeping informed as to the results of Observatory research activities; 4. Periodic publication of a summary of Observatory publications and summaries of their contents, with information as to cost and availability; 5. Provision within the office for the handling of orders for copies of research reports; and 6. Provision, where possible, for chief researcher(s) on a given project to meet with interested parties to explain the research project in detail. I VI. CONSOLIDATED FIRST YEAR BUDGET Local Match MUD Cash In-Kind Funds TOTAL Administrative Budget Staff Salaries $ 3,687 $ 3,000 $11,063 $17,750 Fringes (18% of Staff Salaries) 664 540 1,991 3,195 Other Direct Costs 375 1,460 1,125 2,960 Total Direct Costs $ 4,726 $ 5,000 $14,179 $23,905 Combined Research Budgets Staff Salaries $15,500 $10,000 $25,000 $50,500 Fringes (18% of Staff Salaries) 2,790 1,800 4,500 9,090 Other Direct Costs 1,984 4,343 5,363 11,690 Total Direct Costs $20,274 $16,143 $34,863 $71,280 Total Direct Costs $25,000 $21,143 $49,042 $95,185 Administrative Indirect Costs 0 0 0 0 Overhead (rate) Research Indirect Costs 0 $ 9,357 $25,958 $35,315 Overhead (rate) Total Indirect Costs 61% Staff Salaries + Fringe Benefits $ 0 $ 9,357 $25,958 $35,315 Grand Total $25,000 $30,500 $75,000 $130,500 ' VII. B PROBABLE SOURCE(S) AND AMOUNT OF LOCAL CASH AND IN-KIND MATCH FOR: Salt Lake City will receive, beginning in January of 1975, an annual entitlement under Community Development Block Grant funds. It is antici- pated that the required $33,400 local cash match for the second year and $50,000 for the third year could be provided in part by the use of Community Development Act funds and in part by University contributions of cash and in-kind matching. VIII. EVIDENCE AND EXAMPLES 1. City's Commitment to Undertaking New and Innovative Solutions to Urban Problems. A. Management Study Early in 1974 the Salt Lake City Board of Commissioners initiated an in-depth management study of the City's decision- making procedures and practices. In July, 1974, the consulting firm retained to conduct the study reported its findings and recommendations. The recommendations of the firm contain a number of new and innovative responses to the process of decision-making in a commission form of government. These recommendations are presently undergoing serious review and consideration by the Commission who, by their very willingness to conduct the study, have evidenced their commitment to under- taking new approaches to management of City-wide policy deter- mination. B. Model Cities Program Experimentation During the course of the Model Cities experience in Salt Lake City, a great many innovative projects were endorsed and sponsored by members of the City Commission. In the area of Housing, Model Cities projects have been conducted which have addressed the problem of retarding the physical deterioration of the City's housing stock through a successful program of emergency home repair, which had not been attempted previously in the City. In the majority of cases, the City Commission has been responsive to the unique and innovative proposals of the residents of the Model Neighborhood to address the problems that they identified. A successful new approach to the acqui- sition of cash and in-kind resources by a neighborhood organi- zation for the development of a recreational park has received the strong support of the City Commission, which has provided the necessary leverage to make the project an assured success. 2. City Research and Data Collection Efforts and Analysis Techniques Used in the Past Three Years. A. A land use survey has been undertaken and continually up- dated for the past 14 years. Quantitative techniques are being developed for maximum utilization of this data. B. A computerized traffic control system is being proposed,by the City Traffic Engineer. C. The computer department is analyzing water bills and assess- ments against previous years. New analysis techniques are being studied for programming into the City's new Burrough's computer as a management tool for more comprehensive city planning and management. D. The Public Safety Department currently purchases the services of the Mainstem Company, which provides a computer printout regarding the costs and deterioration analyses of all vehicles, principally police vehicles, in the Public Safety Department. 3. City-University Cooperation and Understanding. A. Development of National Science Foundation Application Approximately a year-and-a-half ago, the heads of two Univer- sity of Utah departments and the head of the Institute of Government at the University of Utah worked together very closely in the development and submission of an application to the National Science Foundation for a grant under that foundation's Research and Development Incentives Program. Although the application was unsuccessful and was not funded, the University and the City nevertheless experienced the value of a cooperative effort and developed a greater appreciation of the resources that each had to offer to a joint undertaking. Much of the same cooperation has continued and has played a role in the development of the present Urban Observatory application. B. Salt Lake City Urban Fellowship Program In the Spring of 1974 the City Commission formally established the Salt Lake City Urban Fellowship Program in conjunction with the Hinckley Institute of Politics at the University of Utah. Under the terms of the program, students recruited at the Univer- sity were assigned to the Mayor and Commissioners to work for a period of from three to six months in City Hall on a part-time basis, receiving University credit and a small honorarium from the City. Four of the five members of the City Commission have actively participated in this program since its inception, and it continues to provide a valuable source of part-time and tem- porary manpower to the City and a valuable source of practical experience for students of the University. It is now administered by the Institute of Government at the University. C. Other Cooperative Programs In addition to the fellowship described above, other intern- ships have been provided by the University of Utah and Westminster College. Geography students from the University of Utah have had assignments in City offices for short periods of time, in which they engaged in specific project activities. Manpower planning students have been assigned to the City Personnel office, and interns have been utilized in monitoring the activities of the State Legislature and their impact on the City through the passage of enabling or restrictive legislation. In addition, there are numerous examples of cooperation between specific faculty members at the University of Utah and City departments in the development of applications for federal funds. XI. EVIDENCE AND EXAMPLES THAT DEMONSTRATE: 1. University commitment to undertaking policy and problem oriented research. The University show its commitment to undertaking policy and problem oriented research by each related department contributing to the active search for possible ways to alleviate urban problems and to guide growth. These same departments will make their contribution to this effort. 2. University commitment to research on urban problems. The University commitment to research on urban problems is exemplified by the two urban problems courses now being developed by the Institute of Government with the assistance of University and state funds and also by the urban intern program which places students in various local government agencies. 3. Commitment and availability of good university researchers. The University hopes to develop a Special Advisory Unit consisting of University researchers who could serve as consultants for local government officials. This unit may be called on to advise officials or to do research for agencies who are faced with a particular problem, but who do not have the staff support to do research themselves. XII. PREPARED BY: City Representative: Jeffrey Bingham Administrative Assistant to the Mayor City of Salt Lake University Representative: Robert P. Huefner Director Institute of Government APPENDIX D GENERAL CITY INFORMATION 1. Name of City: Salt Lake City Area: 62 sq. miles 1970 Population - Total: 175,885 Black: 2,135 Spanish Surname: 11,196 2. Name of County: Salt Lake County Area: 764 sq. miles 1970 Population - Total: 458,607 Black: 2,473 Spanish Surname: 22,092 3. Name of SMSA: Salt Lake City - SMSA Area: 1,061 sq. miles 1970 Population - Total: 557,635 Black: 4,196 Spanish Surname: 26,576 4. Form of city government (Please check) Strong Mayor Council-Manager Weak Mayor Commissioner X 5. Name of Mayor: E. J. "Jake" Garn Number of years in office: 3 Length of mayor's term of office: 4 Date current term expires: January 1, 1975 Elected by voters X by council 6. Name of City Manager (if any): Not applicable Number of years in office: Not applicable 7. Length of councilman's term of office: Not applicable Number of councilmen elected by district: None Number of councilmen elected at large: None H 8. Please list other city officials and term of office. Title Four City Commissioners Term: 4 years Title: City Auditor Term: 4 years 9. Total Annual City Operating Budget (excluding school if part of city) $28,384,864 (F.Y. '75) 10. Total Number of Full-time City Employees (excluding school if part of city) - 2,235 Please provide comparable information for each local government jurisdiction that is part of this joint proposal.