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05/23/2002 - Minutes PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH THURSDAY, MAY 23 , 2002 The City Council of Salt Lake City, Utah, met in a Work Session on Thursday, May 23, 2002, at 5:30 p.m. in Room 326, City Council Office, City County Building, 451 South State Street. In Attendance: Council Members Carlton Christensen, Van Turner, Eric Jergensen, Nancy Saxton, Jill Remington Love, Dave Buhler, and Dale Lambert. Also in Attendance: Cindy Gust-Jenson, Executive Council Director; Kay Christensen, Budget Analyst; Steve Fawcett, Management Services Deputy Director; Mayor Ross C. "Rocky" Anderson; Rocky Fluhart, Chief Administrative Officer; Michael Sears, Council Budget and Policy Analyst; Brenda Hancock, Human Resource Management Director; Vic Blanton, Classification and Compensation Program Manager; Gary Mumford, Council Deputy Director/Senior Legislative Auditor; Babs DeLay, Capital Improvement Program Advisory Board Chair-Elect; Chrissy Gardner Daniels, Capital Improvement Program Advisory Board Chair; Randy Hillier, Capital Improvement Projects Administrative/Budget and Policy Analyst; Jim Considine, Labor Relations Specialist; Angela Romero, Mayor' s Office; Fire Chief Charles Querry; John Vuyk, Fire Department Assistant Financial Manager; Susan Sheehan, Chief Executive Officer of the American Red Cross; Fire Department Battalion Chief Kurt Cook; Molly Dumas, American Red Cross Chief Development Officer; Candace Gibson, Youth City Government; Thomas Cabral, Youth City Government; Lillian Sandoval, Youth City Government; Shifra Arzu, Youth City Government; Anisha Johnson, Youth City Government; and Beverly Jones, Deputy City Recorder. Councilmember Buhler presided at and conducted the meeting. The meeting was called to order at 5:33 p.m. AGENDA ITEMS #1. INTERVIEW MICHAEL HARMAN PRIOR TO CONSIDERATION OF HIS REAPPOINTMENT TO THE YOUTH CITY GOVERNMENT BOARD. Mr. Harman said he lived in District 2 and was an elementary school counselor. He said he had served on the Board for one year. He said he enjoyed watching kids get involved and take an active role in trying to make a difference in policy issues. Councilmember Christensen asked if there were any resources the Council could give the Board that would be helpful. Mr. Harman said recruiting students was the biggest issue. He said he wanted more students involved next year. #2. INTERVIEW THOMAS CABRAL PRIOR TO CONSIDERATION OF HIS APPOINTMENT TO THE MULTI- ETHNIC COMMUNITY RESOURCE BOARD. Mr. Cabral said he was 16 years old and attended East High School. He said he was interested in the Board because he felt youth representation was needed. Councilmember Christensen asked Mr. Cabral to come back to the Council and share his Board experiences and suggest ways in which the Council could address youth issues. #3. THE YOUTH CITY GOVERNMENT WILL DELIVER THE STATE OF THE CITY ADDRESS. View Attachment Candace Gibson, Thomas Cabral, Lillian Sandoval, Shifra Arzu and Anisha Johnson presented the State of the City Address. See file M 02-4 for complete report and handouts. 02 - 1 PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH THURSDAY, MAY 23 , 2002 #4. RECEIVE A BRIEFING REGARDING THE RECOMMENDED BUDGET AMENDMENT FOR THE COMPENSATION PLANS/UNION CONTRACTS FOR FISCAL YEAR 2002-2003. View Attachment Vic Blanton, Brenda Hancock, Rocky Fluhart, and Gary Mumford briefed the Council from the attached handout. Councilmember Christensen asked if the percentage of increase was less than previous years. He asked how the overall raises were in comparison to other public entities. Mr. Blanton said this fiscal year, the City's rates were higher. He said the rate increase was in line with the Citizen' s Compensation Advisory Committee's (CCAC) recommendation of 3.5%. He said it looked like the increase would be between 3.4% and 3.6%. Councilmember Buhler asked if the City had the flexibility to make adjustments beyond what was recommended by CCAC. Ms. Hancock said all compensation plans had a phrase stating that percentage of raises depended on available budget. She said it was a long standing practice in the City to match the market and keep salaries fair and equitable to maintain the workforce. Councilmember Buhler asked staff to come up with some options of what the implications would be if employee raises were dropped by one or two percent. Councilmember Jergensen asked for a history on increases from previous years. #5. RECEIVE A BRIEFING REGARDING THE RECOMMENDED BUDGET AMENDMENT FOR THE FIRE DEPARTMENT FOR FISCAL YEAR 2002-2003. View Attachment Fire Chief Charles Querry, John Vuyk and Michael Sears briefed the Council from the attached handouts. Councilmember Buhler said Item No. 1 was a $118, 962 reduction in personal services and operating/ maintenance costs. All Council Members were in favor. Councilmember Buhler said Item No. 2 was a $125, 000 decrease to eliminate three positions from the CERT program. He asked Chief Querry if he was comfortable with this recommendation. Chief Querry said if full funding were available, he would continue the program. He said the department wanted to find a way to perform these programs with on-duty crews. Councilmember Christensen said he was concerned about using on-duty officers. Chief Querry said in the past they had paid one coordinator overtime. He said the coordinator would follow the whole class through the 8-week course. He said on-duty crews were taken out of service to provide whatever was needed for the classes. He said if call volume increased and could not be covered in a timely manner, trainees would be left with the coordinator and crews providing the training would be called back. Councilmember Christensen asked how the CERT program was operated in other jurisdictions. Chief Querry said the program in other jurisdictions was nonexistent. He said Salt Lake City was the last department in the valley currently providing CERT programming. Councilmember Jergensen asked if other groups could teach CERT. Chief Querry said some private companies taught CERT. Council Members Love, Lambert, Saxton and Jergensen supported cutting the CERT program. Councilmember Buhler said Item No. 3 was proportional cuts. He said these cuts 02 - 2 PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH THURSDAY, MAY 23 , 2002 were savings in operating and maintenance costs of $33, 000, eliminating an Office Technician II position in the Fire Prevention Division for a savings of $38, 000, and eliminating an Administrative Secretary II position in the Office of the Fire Chief for a savings of $49,000. Chief Querry said they continued to reorganize the department for better efficiency and the workload could be absorbed by other employees. Councilmember Love asked Chief Querry to look into charging people for tours and birthday parties at the various fire stations. Chief Querry, Battalion Chief Kurt Cook, Susan Sheehan, Rocky Fluhart and Molly Dumas briefed the Council from the attached handouts on a partnership with the American Red Cross. Councilmember Buhler asked what the City's cost would be. Ms. Sheehan said the Red Cross needed to raise approximately $16 million. She said they would take responsibility for 50%. She said the City' s portion would be approximately $8 million. Mr. Fluhart said if the City decided to join the partnership, they had to invest in property. Councilmember Buhler asked how much the property was. Mr. Cook said the property was approximately $700,000. Councilmember Buhler asked the Administration for firm numbers, how the numbers would be paid for and what the City's share would be. #6. RECEIVE A BRIEFING REGARDING THE RECOMMENDED BUDGET AMENDMENT FOR THE CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2002-2003. View Attachment Babs DeLay, Crissy Gardner Daniels, Randy Hillier, and Michael Sears briefed the Council from the attached handout. Councilmember Buhler said Item No. 1 was a $229, 746 reduction in 1992-93 CIP bond debt service. All Council Members were in favor of the reduction. Councilmember Buhler said Item No. 2, was a $100,000 reduction in impact fee project revenue. All Council Members were in favor of the reduction. Councilmember Buhler said Item No. 3 was $100, 000 of ongoing revenue to fund the replacement of playground equipment at Donner Trail Park and Item No. 4 was $100,000 of ongoing revenue to fund the installation of playground equipment at Washington Park. All Council Members were in favor of Items 3 and 4. Councilmember Buhler said Item No. 5 was $50, 000 of ongoing revenue to fund the ADA Transition Plan Citywide. All Council Members were in favor of the ongoing revenue. Councilmember Buhler said Item No. 6 was a $1,372, 123 reduction in local street reconstruction allocation. All Council Members wanted to find one-time money to put back into Item No. 6 except Councilmember Lambert who was undecided. Councilmember Buhler said Item No. 7 was a $72,317 increase in CIP contingency. All Council Members were in favor of the increase. Councilmember Buhler said Item No. 8 was $50, 000 of ongoing revenue to fund upgrades in the Public Safety Building. All Council Members were in favor of flagging this issue until June 4, 2002. Councilmember Buhler said Item No. 9 was a $550, 000 reduction in traffic signal upgrades. All Council Members were in favor of the reduction. 02 - 3 PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH THURSDAY, MAY 23 , 2002 Councilmember Buhler asked for the Council's support to try and find $84,000 to fund the rebuilding of an island on Yale and Yalecrest Avenues. All Council Members were in favor. #7. RECEIVE A BRIEFING REGARDING THE RECOMMENDED BUDGET AMENDMENT FOR NON-DEPARTMENTAL FOR FISCAL YEAR 2002-2003. View Attachment Gary Mumford and Rocky Fluhart briefed the Council from the attached handout. Councilmember Buhler said Item No. 1 - $4 million for Library Square, Item No. 2 - $3 million for an endowment for youth programs, and Item No. 4 - $700, 000 of Olympic legacy projects in neighborhoods would be deferred until after the budget. Councilmember Buhler said Item No. 3 was one-time funds for operations of youth programs. He said last year the Mayor had proposed two years of funding with one-time money as a startup. Councilmember Buhler said the Council had compromised and funded one year. Mr. Fluhart said the Administration proposed $150, 000 in each year of the biennial budget. He said this money was seed money for other donations. A straw poll was taken on whether the Council wanted to fund $150, 000 for operation of youth programs. Council Members Saxton and Buhler were not in favor of funding the money. Council Members Lambert, Love, Jergensen, Turner and Christensen were in favor of deferring the funding to the discussion of one-time money. Councilmember Buhler said Item No. 5, was $400, 000 of one-time funds to match private donations to possibly retain two of the Houser sculptures. Mr. Fluhart said the City had been given a certain date to make a commitment. He said he was not sure what that date was. Councilmember Christensen recommended that the Council approve $200,000 for one sculpture. Council Members Turner, Saxton, Love, and Buhler were in favor of purchasing one sculpture. Councilmember Lambert was in favor of purchasing two sculptures. Councilmember Jergensen was not in favor of purchasing the sculptures. Councilmember Buhler said the other $200, 000 would go back into one-time money to be discussed later. Councilmember Buhler said Item No. 6 was $533, 853 set aside of one-time funds to CIP contingency. Mr. Fluhart said they anticipated the City would be asked to participate in the Olympic Legacy Park and they felt some money should be set aside. Councilmember Buhler said instead of moving the money to CIP contingency, the Council could carry it forward into one-time money. All Council Members were in favor. Councilmember Buhler said Item No. 7 was $1,549,806 in reduction of appropriations to CIP. Mr. Sears said a decision had already been made on this item. Councilmember Buhler said Item No. 8 was a $233,000 reduction to ongoing funding of the neighborhood matching grant program. Mr. Mumford said neighborhood matching grants had some accumulated funds. He said the Administration had proposed that accumulated funds be used along with a smaller contribution this year. He said the total contribution was still $350,000. He said the ongoing fund portion would be less. He said Council could consider these funds as a one-time revenue source. He said if the Council planned to continually fund the neighborhood matching grant at $350,000 then that should be the ongoing funding. All Council Members were in favor. Councilmember Buhler said Item No. 9 was $15, 000 of ongoing funds for participation in the Salt Lake Community College community television project. All Council Members 02 - 4 PROCEEDINGS OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH THURSDAY, MAY 23 , 2002 were in favor of the ongoing funds. Councilmember Buhler said Item No. 10 was an $8, 000 additional transfer to the insurance and Risk Management fund for employee pay increases and benefit costs. All Council Members were in favor of the additional transfer. Councilmember Buhler said Item No. 11 was a $20, 000 increase in cost of property insurance. Mr. Mumford said originally Risk Management had been told that property insurance premiums would go up approximately 40%. He said now they were being told the premiums would go up 40% to 50%. He said Risk had requested $30,000 from the General Fund. Councilmember Buhler said Risk Management could come back to the Council for a budget amendment. All Council Members were in favor of the $20,000 increase. Councilmember Buhler said Item No. 12 was a $33,000 increase in cost of health insurance for the City' s share of cost for retirees. All Council Members were in favor of the increase. #8. CONSIDER A MOTION TO ENTER INTO AN EXECUTIVE SESSION, IN KEEPING WITH UTAH CODE, TO DISCUSS LABOR NEGOTIATIONS. An Executive Session was held. See File M 02-2 for Sworn Statement and confidential tape. The meeting adjourned at 9:01 p.m. bj 02 - 5 ril t c i.3i 2 %(1:!' YOUTHCITY GOVERNMENT STATE OF THE CITY OVERVIEW 200I-2002 MISSION Promote the voice of young people in city-wide politics and community issues. PROGRAM DESCRIPTION The Salt Lake City Council and Office of the Mayor established YouthCity Government (YCG) in 1996. YCG was developed to advocate for and engage youth in City policy making. A pilot program was implemented at Horizonte in 1996 by the Mayor's Office. Dite to the program's great success, YCG expanded in 1997 to include students from East, Highland, West,Judge Memorial, and Rowland Hall, St. Marks. YCG helps youth understand how city government works and what they can do to become part of the political process. YCG provides a way for youth to gain valuable leadership skills while serving in their community. YCG students have been involved in the development of the Jordan Skate Park, Youth Unity Grooves and advising the Mayor and City Council on a number of community concerns and issues. 200I-2002 PROJECTS AND ACTIVITIES • Spooks and Spokes in the spirit of bike and helmet safety, October 27, 2001. • Tour of the Nazi Olympic Berlin 1936, Exhibit, November 14, zoo'. • Fall Leaf Haul, November 17, zoo'. • Youth Unity Groove at the University of Utah, December 14, zoo'. • Student representation on the National League of Cities Conference planning committees, ongoing. • NCCJ Anytown Camp,January 18-21, 2002. • Reebok Human Rights Award Ceremony, February 7, 2002. • Olympic Closing Ceremonies, February 24, 2002. • Attended, the Kennedy Center, Imagination Celebration production, Everyday Heroes at Jeanne Wagner Theatre, March 5, 2002. • Attended Sherman Alexie lecture, Native American poet and author, University of Utah, March z6, zooz. • Participated in the Jordan Skate Park Grand Opening, April iz, 2002. • Dance and Curfew Ordinance presentation, April 16, 2002. • Utah Student Safety Program, April 17, zooz. • Hispanic Youth and Unity Leadership Conference, April z6, zooz. — • Student representation on the Multi-Ethnic Community Resource Board, two-year appointment, May 16, zooz. FUTURE YCG will be co-sponsoring, Battle of the Bands, with the Salt Lake City Library, on May 31, zooz, at Washington Square. Ten high school bands from our six city high schools will perform. YCG and the Teen Library Council are strong supporters of teen literacy. We want to let teens know that the library is youth-friendly. YCG will team up with the Teen Library Council in the fall to host a hip-hop poetry slam. We have made it a priority to work closer with the schools' Since our membership is increasing, our goal for the upcoming school year is to provide community service credit for our members. Currently, East High School,Judge Memorial and Rowland Hall/St. Marks provide YCG students with community service credit. We want to expand this benefit to Highland High School, West High School and Horizonte. YCG members are currently working to increase the diversity of our membership. YCG will make an active effort in the next school year to increase youth participation and reach out to populations not currently involved with the program. We would also like to continue our work with the Mayor, City Council and community. Currently, we are working on the Bike and Helmet Safety Ordinance. We think it is crucial to have young people involved in the decision-making process of our city. CONCLUSION This summary offers the Mayor, City Council and community members the opportunity to learn more about Youth City Government and our involvement in the community. YCG members are very proud of the progress we have made this school year. We appreciate the continued support that we have received from the Mayor, City Council Members, Director of Youth Programs, YCG Advisory Board Members, YCG Champions in the schools, and our families and friends. As young leaders, we are committed to creating more opportunities for youth to come together and participate in the political process through community awareness and involvement. f v -�/ t , ,` 4 " "' 177' YOUTH STATE OF THE CITY REPORT �'' r YOUTHCITY GOVERNMENT'S REPORT TO MAYOR ANDERSON, CITY COUNCIL MEMBERS AND THE SALT LAKE CITY COMMUNITY "EMPOWERING YOUTH THROUGH UNITY" MAY 23, 2002 The Youth State of the City Report informs Mayor Anderson, City Council members and others in the Salt Lake City community about the objectives and activities of YouthCity Government. YCG's focus this academic year was on policy, community service and diversity. Our main goal was to reach out and recruit diverse youth from our city's six high schools. We wanted to make sure that all youth voices were heard and acknowledged. To achieve this goal, YCG member focused on increasing our membership. We were able to reach this goal by expanding our network systems and getting involved in the high schools. Our involvement in the schools was greatly enhanced by the repeal of the ban on school clubs. YCG is now able to mobilize and unite students on issues such as the dance and curfew ordinance, Youth Unity Groove, and the Jordan Skate Park. YOUTH ISSUES On December 7, zoo' Council Member David Buhler, former Council Members Roger Thompson and Tom Rogan suggested that YCG review and make recommendations, regarding the proposed amendments to Chapter 9.04, Dancehalls, Restaurants, Taverns and Private Clubs and Section ii.44.o7o Curfew for Minors. YCG members appreciated the opportunity given by the Council to review the proposed ordinance. We met with a variety of city officials and students to discuss an action plan. After a month of discussion and planning, YCG members finally decided to conduct two surveys, one of adults and one of students, to assess attitudes and beliefs concerning curfew and dancehall or club regulations. Data was collected from 1 students attending our six area high schools. We surveyed a total of 488 students and 66 adults. YCG recommended to the Council that there should not be a minimum age for entering dance halls that do not serve alcohol. YCG also determined that if a minimum age had to be set, i8 was not acceptable, and i6 would be more appropriate since it fits with existing curfew laws. An important discovery made during the survey was that many parents and students were unaware that the city had a curfew code. Those who knew about the existence of a curfew lacked specific information about times and days of the week young people are expected to be home. However, YCG concluded that parents should ultimately be the ones who determine their household curfew. For six years, YCG members made building a skate park for SLC one of its top priorities. YCG members and skaters of all ages and skill levels met with city engineers, park maintenance staff, and the skate park designer to give input on the skate park design. On Friday, April 12, 2002 our hard work paid off with the grand opening of the Jordan Skate Park. YCG's participation in the skate park design allowed many youth, who had never been involved in the community, the opportunity to give their input on a project. We look forward to working with our adult counterparts on the Fairmont Skate Park in the near future. LEADERSHIP TRAINING As part of our leadership training many YCG participants attend the National Conference for Community and Justice, Camp Anytown. In January, YCG members from Highland High School attended camp. During their stay, they participated in leadership workshops and anti-bias training. We were able to gain valuable skills through group education and conflict mediation on issues such as bias, bigotry and racism. One of the main items of discussion revolved around the segregation of refugee students at Highland. A majority of the refugee participants felt isolated from other students. Participants acknowledged that the lack of communication at their school leads to racial segregation and stereotyping. Many students feared the discussion of race might make some people feel defensive. Everyone agreed that something has to be 2 done to change the racial dynamics at Highland High School. One of the — most significant suggestions made at camp was to learn to respect and celebrate the differences that exist at Highland High. In April, many of us returned to camp as counselors and participants with students from East and Highland. Representatives from the NCCJ also attended several meetings to provide us with training on how to conduct productive focus groups. The collaboration between the NCCJ and YCG has helped us reach out to a diverse body of youth. The skills acquired through our involvement with the NCCJ helped us organize and facilitate focus groups at the zooz Hispanic Youth Unity and Leadership Conference and the zooz Utah Student Safety Program. At the Hispanic Youth and Unity Leadership Conference, YCG members explained the Youth City Government program. Students that participated in our workshop were from junior high and high schools in Salt Lake City. We did an icebreaker called cultural bingo. Students were asked to have their bingo card signed by somebody they did not know. Cultural bingo allows students to recognize the diversity that exists within our city. The icebreaker was a great success and we were able to discuss many of the concerns that the participants were facing in their schools. A majority of student participants were of Latino origin. These youths had similar concerns regarding race relations as the refugee students did at Highland High School. Many felt no connection to their school, peers or teachers. YCG plans to follow up on these concerns at all Salt Lake City schools by conducting focus groups during the fall that address diversity. The Utah Student Safety Program (USSP) asked YCG to conduct an icebreaker for their state-wide conference. They also asked us to organize their entertainment and show students around Salt Lake City. We had a great time and the conference was a success. One of the high school bands that performed at the Youth Unity Groove agreed to provide entertainment. YCG member and USSP agreed to team up again next year. USSP will be hosting their national conference at the University of Utah next spring. In February, YCG members were invited to attend the Reebok Human Rights Award Ceremony at Capitol Theater. The ceremony recognized young activist who, early in their lives and against great odds, 3 have made a significant contribution to the field of human rights. We were impressed by their acts of courage and humanity. All of the people honored were under the age of thirty. COMMUNITY SERVICE YCG members joined with the Utah Federation for Youth to participate in the annual Fall Leaf Haul. Low-income senior citizens occupied all of the homes where we were assigned to work. We were able to assist them in cleaning up their yards. The experience was humbling and rewarding. Many of our youth were unaware of the struggles that many elderly face within our community. YCG members also participated in Spooks and Spokes. The focus of Spooks and Spokes was to promote bike and helmet safety among all ages. We promoted the event at our high schools. Some of us marched in the parade lead by Mayor Anderson. One of our members dressed up as a fortuneteller and predicted fortunes for all of the small children in attendance. FUN EVENTS One of the most common complaints we hear from youth in the city is that they have nowhere to go for constructive and fun activities, in a safe environment. YCG answered many of these concerns by successfully hosting the second annual Youth Unity Groove at the University of Utah. The dance was a great success and attracted over 400 youths from across Salt Lake City. Five area high school bands played. The event provided a venue for them to showcase their talent and allowed youth from different schools to get to know each other better. We were able to secure local sponsorship from Coca Cola, the University of Utah, Kinkos and the Salt Lake City Police Department. FUTURE YCG will be co-sponsoring Battle of the Bands with the Salt Lake City Library, on May 31, z002, at Washington Square. Ten high school bands from our six city high schools will perform. YCG and the Teen Library Council are strong supporters of teen literacy. We want to let teens know that the library is youth-friendly. YCG will team up with the Teen Library Council in the fall to host a hip-hop poetry slam. 4 We have made it a priority to work closer with the schools. Since our membership is increasing, our goal for the upcoming school year is to provide community service credit for our members. Currently, East High School,Judge Memorial and Rowland Hall/St. Marks provide our students with community service credit. We want to expand this benefit to Highland High School, West High School and Horizonte. YCG members are currently working to increase the diversity of our membership. YCG will make an active effort in the next school year to increase youth participation and reach out to populations not currently involved with the program. We would also like to continue our work with the Mayor, City Council and community. Currently, we are working on the Bike and Helmet Safety Ordinance. We think it is crucial to have young people involved in the decision-making process of our city. CONCLUSION This brief offers the Mayor, City Council and community members the opportunity to learn more about Youth City Government and our involvement in the community. YCG members are very proud of the progress we have made this school year. We appreciate the continued support that we have received from the Mayor, City Council Members, Director of Youth Programs, YCG Advisory Board Members, YCG Champions in the schools, and our families and friends. As young leaders, we are committed to creating more opportunities for youth to come together and participate in the political process through community awareness and involvement. 5 SALT LAKE'CI'TY COUNCIL STAFFREPORT........... .. DATE: May 21, 2002 BUDGET FOR: COMPENSATION ORDINANCES; FISCAL YEAR 2002-2003 STAFF REPORT BY: Gary Mumford cc: Rocky Fluhart, David Nimkin, Brenda Hancock, Vic Blanton,Jim Considine, DJ Baxter The Administration forwarded proposed compensation ordinances to the City Council that will implement the compensation adjustments included in the Mayor's R commended Budget for fiscal year 2002-2003. The proposed compensation plans were previously provided to the Council. Copies are available in the Council Office for additional review. ANALYSIS A synopsis of each proposed ordinance follows. It is important to note that there are variations between the pay plans based on the specific needs of the different employee groups. The Administration is proposing compensation increases that are essentially consistent with increases recommended by the Citizens Compensation Advisory Committee (CCAC) in February 2002. The City classifies various employee groups under pay "series.* The pay structure for each series has either pay ranges or pay steps. The following discussion includes information regarding: Percentage increase to pay steps • Changes in pay steps deliver a corresponding change in pay Average percentage of merit increases (changes in steps) • Merit increases are available on employee's anniversary date for satisfactory performance. • Only a portion of the cost of a merit increase will be incurred in fiscal year 2002-2003 unless the employee's anniversary date is July 1st. • Many employees are already at the top pay level and not eligible for a merit increase. For example, 100 series employees with satisfactory performance only take three years to reach the top step. Percentage increases to pay ranges • An increase to a pay scale with ranges rather than steps does not, in itself, crate a salary change; it changes the potential for pay adjustment. Pay ranges general pay increase • The general pay increase will be applied by determining whether each employee is below the midpoint or above the midpoint. Those below the midpoint will -- receive a greater increase depending on how much below the midpoint. Employees above the midpoint will receive less of an increase than the general pay increase percentage. 1 100 Series (AFSCME op rations and maint nanc ): Pending ratification by union membership 200 Series (AFSCME technical and clerical): Pending ratification by union membership 400 Series (Fire Union): Pending ratification by union membership 500 Series (Police Union): The proposed ordinance funds the changes that were agreed to by the City and the International Union of Police Associations, Local 75, AFL-CIO in June 2001: The term of agreement is from July 2001 to June 2004. • Fiscal year 2002-2003 O 3.5% for top step officer; 2.79% average increase on 6/23/2002 o Merit pay increases averaging 1.07% on the employee's employment anniversary date (unless the employee is already at the top of the pay scale). • Fiscal year 2003-2004 o 3.5% for top step officer; 2.9% average increase on 6/22/2003 o Merit pay increases averaging 1.26% on the employee's employment anniversary date (unless the employee is already at the top of the pay scale). Note: Merit increase estimates are based on the present-year employee population and the specific pay step separations negotiated for 2002-2003 and 2003-2004. 300/600 Series (Professional - non-union): The ordinance prepared for 300/600 Series compensation is not negotiated with a bargaining unit. However, the Administration does work with a group of employee representatives called the Professional Employees Council (PEC) to review the implications of proposed changes. • 2.0% increase to salary ranges for the 300 Series and 2.0% increase to salary ranges for the 600 Series, based on recommendation of the Citizens Compensation Advisory Committee. • 2.25% general pay increase percentage applied by determining whether each employee is below the midpoint or above the midpoint. Those below the midpoint will receive a greater increase than the 2.25% depending on how much below the midpoint. Employees above the midpoint will receive less than the 2.25%. Since more City employees are below the midpoint than above the midpoint, the total estimated cost for the City is 3.23%. Merit increases are not provided to 300/600 series employees. 2 700 S ri s (R gular Part-Tim mploy s wh p rform ssentially th sam duti s f mpl y s classifi d by th City as 100 and 200 s ri s): The ordinance prepared for 700 Series compensation is not negotiated with a bargaining unit. The proposed ordinance funds: • 3.0% average increase paid in accordance with salary structure of full-time employees. Merit increases are not provided. 800 Series (Police non-union - sergeants, lieutenants, captains): The ordinance prepared for 800 Series compensation is not negotiated with a bargaining unit. However, the Administration does work with a group of employee representatives (PEC) to review the implications of proposed changes. The ordinance proposes the following based on a study of the local market: • 3.5% increase to steps for sergeants and lieutenants • 3.5% increase to steps for captains Merit increases averaging 0.09% for eligible employees. The amount is small, because most employees in this series are currently at the top step. 900 Series (Fire non-union - captain, battalion chief): The ordinance prepared for the 900 Series compensation is not negotiated with a bargaining unit. However, the Administration does work with a group of employee representatives (PEC) to review the implications of proposed changes. • 2.5% increase in steps on 7/1/2002 0.11% cost of merit increases (applies to those not already at the top of the pay scale). The amount is small, because most employees in this series are currently at the top step. Unclassified Employees (Appointed staff in the Mayor's Office, Council Offic , and City Attorney's Office): Employees in the unclassified compensation plan are "at will" and subject to termination without cause. These employees receive a severance benefit of one week for each year of service up to a maximum of six weeks but do not have longevity or lay-off benefits (professional employees have bumping rights and, for one year, can fill a vacant position anywhere in the City if satisfying minimum qualifications). This compensation plan provides greater discretion of the appointing authority in deciding the unclassified employee's salary. The proposed budget includes an average increase of 3% for fiscal year 2002-2003. 3 Executiv Empl ye s: The ordinance prepared for executive employees' compensation contains the same pay adjustments as the compensation plan for the 600 series employees. • 2.5% increase to the salary schedule. Raising the range minimums and maximums increases pay potential, but does not by itself create pay raises. • 2.25% general pay increase for executives, as a guideline for base pay and performance-based adjustments. Base pay increases may vary between individuals from zero percent to six percent or more, as the Mayor and the department heads deem appropriate. Department heads are expected to make judgments reflecting their perception of the value of each executive's contribution to the City, arid how much money for raises should be distributed to maintain an equitable relationship between incumbents. Executives do not receive anniversary date or "merit step" changes. • The proposed budget includes an average increase of 3% for fiscal year 2002- 2003. El cted Officials: Iri accordance with Resolution No. 70 of 1993, it is proposed that the salary adjustment for elected officials be given the same salary increase (3%) as th approximate average increase for the 'City's professional employees. By the resolution, a market study is made every four years starting in Fiscal Year 1995-96, with adjustments in other years based on the average increase for the City's professional employees. In 1996 Council Members'salaries were set to be one-fifth of th Mayor's salary following a recommendation of the Citizens Compensation Advisory Committee. Pro osed Salaries for Elected Officials 3 s t•ssss�.::.�:.z; ;,4 f; s '«s£ f<f < •�fss y 1 1 j# # ##s c�xx €€) «z; # "wf ,, ii : 9 f£f z s,,,£ lig £ (#,, �, ��x`��#� �.? «,... ,.£fi3 s. .<«,, n£�€3. .�'3 ' Mayor $95,117 $97,970 Council Members $18,833 $19,398 Note: The proposed salaries of Council Members are slightly less than one-fifth of the Mayor's salary because the City's contribution to each elected official's 501c9 post employment medical trust account is included in the calculation. 4 SALT LAKE"CITY COUNCIL STAFF'REPORT:: ' ' . . : UDGET' ENDMENT ANALYSIS FISCAL'YEAR 2002=4)3 DATE: May 21, 2002 BUDGET FOR: Capital Improvement Program (CIP) STAFF REPORT BY: Michael Sears cc: Rocky Fluhart,Steve Fawcett,Randy Hillier,Shannon Ashby and DJ Baxter The Capital Improvement Program General Fund budget that the Council adopted in June 2001 for fiscal year 2002-2003 was $22,445,067. The Mayor is recommending that the total CIP be reduced by $1,879,552 ($329,746 of which is debt service and Impact Fee revenue reduction) to $20,565,515. The remaining budget equals a 9% allocation of ongoing General Fund revenue, the percentage specified in City Council Policy. The Council's original allocation was equal to 9.63 percent of the projected 2002-2003 budget. This amount included one-time funds of $500,000. The reduction recommended by the Mayor: 1. Reduces the allocation to nine percent, 2. Addresses the reduction in estimated revenue. During fiscal year 2001-2002 the Council approved an amendment that moved $4,350,000 in fiscal year 2002-2003 CIP funds forward to fiscal year 2001-2002 for advance bidding to take advantage of the favorable construction environment that followed the closing of the Olympics. The advancement of several projects is reflected on the transmittal from the Administration. Pr posed Changes to the Capital Improvement Program Budget (Ongoing General Fund allocation) 1. $229,746 reduction in 1992-93 CIP Bond Debt Service -The Mayor is proposing a reduction in the allocation to the 1992-93 CIP Bond Debt Service. The $229,746 reduction is due to savings from refinancing the bond. 2. $100,000 reduction in Impact Fee Project revenue - The Mayor is proposing a reduction in the revenue allocation to Impact Fee projects. Of the original$750,000 appropriation, $100,000 is proposed for reduction. This reduction is due to revised construction activity forecasts and the resulting Impact Fee payments on those developments. This reduction only reduces anticipated revenue to the Impact Fee cost center. The Administration is not asking for an expenditure allocation. 3. $100,000 of ongoing revenue to fund the replacement of playground equipment at Donner Trail Park - The Mayor proposes that the Donner Trail Park playground equipment be replaced. This project was not included in the current funding for fiscal year 2002-2003. Citywide playground safety and ADA compliance is included in the five-year CIP plan. The CIP Citizen's Committee reviewed this item and their ranking is included in the transmittal from the Administration. 4. $100,000 of ongoing revenue to fund the installation of playground equipment at Washington Park - The Mayor proposes that a playground at Washington Park be installed. This project was not included in the current funding for fiscal year 2002-2003. The CIP Citizen's Committee reviewed this item and their ranking is included in the transmittal from the Administration. 5. $50,000 of ongoing revenue to fund the ADA Transition Plan Citywide - The Mayor proposes that the $50,000 be used to correct ADA deficiencies throughout park sites citywide. This project was not included in the current funding for fiscal year 2002-2003 but is included in the five-year plan. The CIP Citizen's Committee reviewed this item and the ranking is included in their transmittal from the Administration. 6. $1,372,123 reduction in Local Street Reconstruction allocation - The Mayor is proposing a reduction in the allocation to the Local Street Reconstruction project. The appropriated amount was $2,872,123. $1,500,000 of this amount was included in the amount that was advanced for bidding in fiscal year 2001- 2002. The remaining allocation of$1,372,123 is proposed for elimination. 7. $72,317 increase in CIP contingency - The Mayor proposes that an additional $72,317 be allocated to the CIP contingency cost center. This cost center is usually to source of funds for capital project cost overruns or new projects that are funded by amendment during the fiscal year. A contingency amount of $200,000 was included in the original adopted budget for fiscal year 2002-2003. This amount reflects the remaining available funds for allocation. 8. $50,000 of ongoing revenue to fund the upgrades in the Public Safety Building. - The Mayor proposes that $50,000 be allocated for upgrades to the Public Safety building. The upgrades will include carpet, blinds and garage roof maintenance. This project was not included in the current funding for fiscal year 2002-2003. Building refurbishment is included in the five-year CIP plan. 9. $550,000 reduction in Traffic Signal Upgrade - The Mayor is proposing a reduction in the allocation to the Traffic Signal Upgrade project. Upgrades would typically include switching wire span traffic signals to mast arm signals. The appropriated amount was $550,000. The full amount is proposed for elimination. Pr posed Changes to the Capital Improvement Program Budget (On time General Fund allocation) 10. $4,000,000 of one-time funds to the CIP fund for Library Square improvements - The Mayor proposes that one-time revenue be appropriated for open space improvements to the east side of the Library Square. The architectural schematic design proposals cost between $5 and $5.5 million to develop the four acres of open space on the east side of the library block. There is $1.1 million in Library bond money available for the project. 2 11. $700,000 of one-time funds for Olympic Legacy projects in neighborhoods - Funding for at least seven projects throughout City neighborhoods for a lasting legacy of the Olympic Winter Games. 12. $400,000 of one-time funds to match private donations to possibly retain two of the Houser sculptures - Several Alan Houser sculptures were displayed on Washington Square before and during the Olympics. A donation effort is under way. 13. $724,716 set aside of one-time funds to CIP contingency P tential Matters at Issue The Council may wish to consider the reductions in the Local Streets Reconstruction and Traffic Signal Upgrade projects in the context of the 20-year Capital Facilities Plan (20 Year Inventory of Capital Needs). The previous City Council had a very specific policy discussion and determined local street reconstruction to be a high priority because in the past repairs to local streets have been deferred in favor of new CIP projects. 1. The twenty-year total (in 1996 dollars) of the General Fund Capital Improvement needs was $547.3 million (or$27.4 million per year over the 20 years) 2. The major categories of general fund capital improvements fell into four broad categories, roughly equivalent to the responsible City Departments: $ Millions % total Street Rehabilitation/Additions $ 367.2 67.1% Transportation Facilities, Signaling, Signage 22.5 4.1% Parks and Open Spaces 84.6 15.5% Buildings, New and Upgrades (Police, Fire) 73.0 13.3% $ 547.3 100.0% 3. The character of the inventoried projects was divided (in terms of dollar value) between the upgrading and rehabilitation of existing facilities and the construction or installation of new projects. Rehab/Replace Build New/Expand Streets $ 258.9 $ 108.3 Transportation/Traffic 12.4 10.1 Parks 20.1 64.5 Public Buildings 27.0 46.0 $ 318.4 $ 228.9 $ 547.3 • The Council may wish to discuss the proposed funding of $4,000,000 for the Library Square open space improvements. Perhaps a fund raising campaign could generate a significant amount of funding for improvements on the Library 3 Block. A more modest, less formal design has been suggested. The Council requested a public process for evaluating the two options. The Council may wish to defer action until the public process is completed. The Council may also wish to ask for clarification on the status of the public process, and the extent to which the first site plan might be altered due to the Olympic legacy park. • The Council may wish to discuss the proposed appropriation to purchase Houser sculptures. This use of one-time funds can be evaluated along with other needs of the City including deferred maintenance of streets, sidewalks, and parks. Another option would be to appropriate a lesser amount to be combined with donations to purchase one or two sculptures. The Council may wish to discuss with the Administration the success that the citizen group has had in pledges for donations. • Previously, the Council appropriated $15,627,184 for capital projects. Of this amount, $7,293,123 was available for projects after making debt payments and setting aside impact fees. The amendment proposes reducing funding by $1,549,806 to exactly the 9% level (9% of General Fund on-going revenue). These reductions are to traffic signal upgrades and local street reconstruction projects. The Council may wish to discuss this reduction taking into consideration past Council's emphasis to catch up on deferred capital projects. 4 SALT LAKE CITY COUNCIL:STAFF REPORT BUDGET AMENDMENT ANALYSIS- FISCAL YEAR 2002-03 DATE: May 16, 2002 BUDGET FOR: FIRE DEPARTMENT STAFF REPORT BY: Michael Sears cc: Rocky Fluhart, Steve Fawcett, Chuck Querry, John Vuyk, Laurie Dillon and DJ Baxter The General Fund budget that the Council adopted in June 2001 for the Fire Department for fiscal year 2002-2003 was $27,003,008. The Mayor is recommending an amendment to decrease the budget by $243,962 to $26,759,046. RECOMMENDED BUDGET AMENDMENTS The following budget amendments are recommended by the Administration: • Reduction in personal services and O/M - There is a $118,962 decrease in the budgeted amount for personal services and operating/maintenance costs. Actual pay increases and benefit costs are less than the amount estimated in the biennial budget primarily because of an actuarial reduction to the pension rate for firefighters. (BA03-01) • Eliminate 3 positions for the CERT program -There is a $125,000 decrease in the budgeted amount for the CERT operating and personnel costs. This decrease was a result of a recommended reduction of three FTE positions in the CERT program. The CERT program will continue, but will be taught by on-duty firefighters and other department personnel as time permits. (BA03-10) • Proportional Cuts - In June 2001, the Council made proportional cuts to all General Fund departments in order to balance the fiscal year 2002-2003 budget. The Fire Department proposes to meet these reductions by: 1. Savings in operating and maintenance costs of$33,000 2. Eliminate an Office Tech II position in the Fire Prevention Division for a savings of$38,000 (layoff) 3. Eliminate an Administrative Secretary II position in the Office of the Fire Chief for a savings of$49,000 (layoff) 1 ANALYSIS OF PROPOSED BUDGETS The synopsis below represents full-time equivalent (FTE) positions from the Staffing Document, and is followed by a synopsis of the Fire Department's budgets. FTEs FTEs Adopted Proposed 2002-03 2002-03 Office of the Chief 6 5 Administration 4 4 Communications 20 20 Training 7 7 Special Operations 1 1 Operations 302 302 Medical 5 5 Fire Prevention 20 16 Total 365 360 PROPOSED BUDGET AMENDMENT FIRE DEPARTMENT FISCAL YEAR 2002-2003 :: ed_, Bu:.: ;: <€_ Office of the Chief $1,971,973 $0 $1,971,973 /Administration Communications 1,529,036 0 1,529,036 Training 1,445,794 0 1,445,794 Special Operations 124,933 0 124,933 Operations 20,075,747 0 20,075,747 Medical 569,683 0 569,683 Fire Prevention 1,285,842 (125,000) 1,160,842 Personal Services/OM (118,962) (118,962) reduction(all divisions) Total Proposed Budgets $27,003,008 $(243,962) $26,759,046 Office of the Chief/Administration The Office of the Chief represents the department's administrative management. The Administration function within the Office of the Chief provides financial management, payroll, purchasing, inventory, research, human resource, and facility maintenance for the department. Communications This division is responsible for fire dispatch, telephone contracts, communications equipment maintenance and repair, technical support, and the computer-aided dispatch/records management system. 2 • Training The Training Division is responsible for preparing new recruits, administering the fire apprenticeship program, training/certifying department specialties, operating the Officer's Development Program, as well as managing fleet acquisitions, maintenance and supplies activities. Special Operations The activities of this division include hazardous material incidents, water rescues, high-rise rescues and trench rescues, as well as training certification for these services. Operations The Operations Division, which represents 80% of the department's personnel, includes all fire companies. It performs all emergency services delivery and most non- emergency services delivery. The division provides Airport Rescue Fire Fighting (ARFF), operates a regional ARFF training center and provides emergency medical services at the Airport. Medical This division provides training, certification and support for all emergency medical services, reviews quality assurance, and administers the department's health, safety and wellness programs. Fire Prevention This division is responsible for business inspections, hazardous materials permits, new construction and special events. It participates with Salt Lake County and the Bureau of Alcohol, Tobacco and Firearms in fire investigations. The division provides community training for CERT, first aid, injury prevention, and other types of public education. LEGISLATIVE INTENT STATEMENTS The Council has some Legislative Action items outstanding with this Department. A complete list of outstanding Legislative Action items will be provided for Council feedback later in the budget process. POTENTIAL MATTERS AT ISSUE • The Council Office has received information concerning a proposal by the American Red Cross Greater Salt Lake Area Chapter and the Fire Department to co-locate at a site adjacent to the existing Fire training facilities. The proposed project would be home to the Red Cross as well as Fire Administration and public safety related community education functions. Specific uses for the buildings would. include the Salt Lake City Emergency Operations Center and Education and Services Building. Due to scheduling conflicts with the budget, a full briefmg has not yet been scheduled. The — Council may wish to request that the Fire Department provide some basic information on the project at this budget briefmg. There isn't a cost impact from the proposal this fiscal year. The first step would be to purchase property 3 adjacent to the current fire-training tower. It is possible that this request will be forwarded to the Council in a budget amendment. • The Administration has mentioned the possibility of the Red Cross assisting with CERT training. The Council Office has received a number of calls — indicating that the Red Cross does not have the resources to do so. The Council may wish to clarify this item with the Administration. • r� RQ2 ROCKY J. FLUHART gAn t\a� WY CORNY 4 fl,ONJ � ROSS C. ANDERSON CHIEF ADMINISTRATIVE OFFICER MAYOR MEMORANDUM FROM THE CHIEF ADMINISTRATIVE OFFICER TO: Cindy Gust-Jensen jty. FROM: Rocky J. Fluhart:":1 DATE: April 1,2002 RE: Partnership with American Red Cross We would like to discuss a possible partnership with the American Red Cross, as outlined in the attached materials,with the City Council in the near future. The discussion can take place in small group meetings, or as a regular Council agenda item. Please contact me when you are back in the office and we'll discuss it. 451 SOUTH STATE STREET, ROOM 23B. SALT LAKE CITY, UTAH 8411 I TCI EPI-113N1 BO I Y 3S U-17E, I A; Br SALT LAKE CITY CORPORATION • INTEROFFICE MEMORANDUM TO: ROCKY FLUHART FROM: CHARLES Ni.QUERRY. SUBJECT: PARTNERSHIP VITH THE AN IERICAN RED CROSS DATE: 03/25/2002 The fire department has been exploring the possibility of a collaborative and unique partnership between the fire department and the American Red Cross. Red Cross officials at the Greater Salt Lake Area Chapter have proposed,and offered to assist in funding an Emergency Operations Center(EOC) for Salt Lake City,as well as a shared training and administrative facility with the fire department. The opportunity to jointly construct an Emergency Operations Center (EOC) and training center with the American Red Cross presents the department and the City with a time-appropriate,ideal opportunity to improve our ability to protect the well being of the public. Both organizations have missions to educate the citizens and render aid in times of disasters and emergencies. Shared training, public education, and a centralized administration center would facilitate a single base of operation that would greatly improve the ability of both agencies to meet public need before, during and after an emergency.The sharing of the facility would be an optimal use of personnel, resources and funding from both institutions. Red Cross is proposing that both facilities meet environmental guidelines set forth to facilitate construction of high performance, sustainable buildings. This direction is in alignment with the Mayor's high performance building initiatives being studied by both Salt Lake City and the American Red Cross. As part of this project, the Red Cross is also interested in locating the facility on a parcel of ground that is located north of our current fire department training tower. This location will provide an excellent opportunity for west side development, reclamation and revitalization of a former scrap and salvage yard deemed to be an environmental brown field, as well as position each organization to optimize its response during times of disaster. It is the intent of the fire department and the American Red Cross to be able to inform the City Council regarding this unique opportunity that is currently being proposed, and to hear the Council's input and feedback on this concept. Attached you will find a copy of the information for your review, that we would like to give to the City Council prior to meeting with them in the near future. Thank you for your consideration and assistance in this matter. ORGANIZATION: Greater Salt Lake Area Chapter of the American Red Cross ADDRESS: P.O. Box 3836. Salt Lake City. UT 841 10-3836 PHONE: (S01) 323-7000 CONTACT: Susan Sheehan. CEO WEBSITE: WWW.utahredcross.org E-1'vIAIL ssheehan@utahredcross.org PROJECT SUMMARY: With more than a century of service in Utah, the American Red Cross and Salt Lake City Fire Department have earned their place as a treasured and vital community resources. This Red Cross Chapter has aided thousands of families who lost their homes to fires, floods, tornadoes and other disasters - all the while without a home of its own. Salt Lake City has struggled to make efficient emergency operations that are fragmented, particularly in the case of the fire department. The Red Cross and Salt Lake City Fire Department seek to further demonstrate strength and expand services to Utah by taking up permanent residency-together. This proposal seeks to demonstrate a need for funding to design,construct and furnish a 76,000 sq. ft. sustainable building—co-locating the two agencies- and purchase alternative fuel vehicles for the Red Cross. The project is particularly unique and forward-thinking because it will pursue high performance, or"green"building practices at a level never before demonstrated in Utah. "Green" buildings are constructed and designed to have lower negative impact on the environment,to be energy efficient, and to provide higher worker productivity through their design. In addition,the project encompasses co-location with the Salt Lake City Fire Department's Training Center to create a campus in which multiple emergency management agencies throughout Utah can be trained, and the public can be educated about emergency preparedness and response. An Emergency Operations Center for Salt Lake City will be incorporated into the plans,providing an ongoing dispatch center and communications hub, which is expandable during disasters to network all emergency management entities away from Salt Lake's"ground zero". The total project cost is estimated at $16,493,341. By co-locating with the Fire Department, we will have saved more than $3.5 million in building and design costs. This public/private collaboration will be the first of its kind in the United States. MISSION: The mission of the American Red Cross is to improve the quality of human life;to enhance self-reliance and concern for others; and to help people avoid,prepare for,and cope with emergencies. It does this through services that are governed and directed by volunteers and are consistent with its congressional charter and principles of the International Red Cross:Humanity, Impartiality, Neutrality, Independence, Volunteer Service, Unity and Universality. The mission of the Salt Lake City Fire Department is to protect life,the environment and property from events or occurrences that could otherwise have a detrimental impact upon our quality of life. HISTORY: For more than 100 years, the Greater Salt Lake Area Chapter of the American Red Cross has been helping Utahns prevent, prepare for and respond to personal, community and national emergencies. The Chapter now has 35 staff and covers a large geographical area including Salt lake, Tooele. Summit. South Davis. Wasatch. Kane and Washington counties. Salt Lake City Fire Department began in 1853 as a fire brigade. Today with 360 employees and 14 stations, the Fire Department protects 97 square miles from Wasatch to Oquirh mountain range. including the International Airport. SERVICE PROVIDED Today, the Greater Salt Lake Area Chapter touches the lives of more than 150.000 Utalms each year. We do this through various program services including: Water Safety. First Aid. and CPR : Armed Forces Emergency Services : International Social Services: Local.National and International Disaster Relief: • Utilitv'Assistance Programs: Certified Nursing Assistant(CNA) Services:and HIV/AIDS Education. The Salt Lake City Fire Department responds to medical calls, fires. hazardous materials problems. and other emergencies. Community education in fire safety and prevention, building inspections and permits. and field training are other services provided. SERVICE OUTCOMES Last year. the Salt Lake City Fire Department responded to nearly 30,000 calls. Of those, more than 18,000 were medical emergencies—half of which required transport to a local hospital. The efforts of the Salt Lake Area Chapter of the American Red Cross resulted in the following successes in Utah last year: • 306 students were trained as Certified Nursing Assistants • 549 children learned about hygiene through the school"Scrubby Bear" program • 174 teens were trained in babysitting skills • 14,186 received training in First Aid, CPR and AED, and 310 new instructors were trained • 25,467 learned about water safety and lifesaving techniques,and 1,003 in a special aquatics institute • 109 families were assisted in local disaster incidents-almost all single home fires • 20,721 meals were provided to disaster victims and emergency responders • 599 military cases were assisted • 1,503 elderly and disabled families were provided $358,000 in emergency utility assistance • 5,414 were educated about HIV/AIDS, and outreach efforts to at-risk populations reached 11,514 • 27 international cases were traced for reunification with families in other nations • 31 people were assisted through international social services • 23 first aid stations were set up at local events to assist in emergencies • More than 1,100 volunteers were recruited for first aid stations and disaster preparedness for the 2002 Winter Olympic Games. 17 first aid stations were staffed 20 hours a day throughout the Games IDENTIFICATION OF NEED Utah's population has more than doubled in the past 30 years,and is projected to double again in the next five. Yet where there were once forty-one chapters in Utah,there are now four. Chapter operations are currently being conducted in a building that is leased, and poorly designed for disaster response of considerable magnitude. Further, it is not energy efficient A majority of the space is occupied below ground level. Artificial light is necessary for all spaces - even those with windows - and interior spaces have no light source in case of power outage. In 2001, the chapter was rendered inoperable 12 times due to power outages and flooding. The facility has problems with security and accessibility for people with disabilities. The parking structure cannot accommodate emergency vehicles, and storage trailers must be docked 20 miles away from the building. In the event of a disaster, the Red Cross and Fire Department must be prepared to dispatch immediately. This Red Cross Chapter and Salt Lake City Fire Department continue to increase the response area and frequency each year. yet both operating centers are poorly situated for rapid response and inadequate for response vehicles or supply storage. The Fire Department has its services split amongst five locations. as far apart as five miles. Current facilities and their lack of access to major transportation corridors further hamper response time. As we begin a second century of service. we face many challenges: A. Terrorism Long before the attacks of September I I, the U.S. Justice Department ranked Salt Lake City as one of 21 cities worldwide targeted for terrorism. • Nearby military installations, chemical weapons incineration facility in Tooele (the largest incineration facility of the most dangerous chemicals in the United States) • Increased population. and visibility and tourism associated with the Olympics place significant demands on our emergency services infrastructure. The Salt Lake Chapter recruited and trained 600 new volunteers to prepare for the Olympics alone. • The tragic events in New York. Washington DC and Pennsylvania made all emergency responders keenly aware of the challenge to be prepared. B. Natural& Manmade Disasters: The Red Cross is the only not-for-profit organization in the United States that is assigned a Congressionally Mandated role in the United States' Emergency Response plan. The Red Cross is responsible to perform Emergency Support Function #6 in the federal plan. During a large disaster, the Red Cross takes on the responsibility of providing mass shelter, feeding,casualty response, and functions as the central information and referral source for individuals seeking the status of a loved one. • We continue to respond to fires, hazardous waste spills and other disasters caused by human error. Flooding and avalanches caused by seasonal weather and severe storms,result in flash floods, snow, mud and rockslides. While tornadoes are not as frequent,Utah has experienced several disasters whose magnitude and location in burgeoning urban areas adversely affected hundreds of people. Old dams and irrigation have also begun to deteriorate, and wildfires have evacuated whole towns. With population densification, these disasters have wider impact. • The U.S. Geological survey ranks Utah's Wasatch Front as the third highest risk area for a catastrophic earthquake, only after San Francisco and St. Louis. • One of the greatest increases we have seen is in the response to families displaced by methamphetamine production—lab fires and toxins in the residential area which force families to abandon their homes, sometimes permanently. C. Health & Safety Risks in Utah: This state has a particularly high incidence of health concerns related to its population growth, large child and elderly population, and increased environmental problems. • Utah has the highest number of youth per capita, and has the fifth fastest growing elderly population in the country, resulting in increased health care needs attributable to childhood and aging. Yet health benefit coverage for these populations is one of the lowest in the U.S.. • Emergency medical response time has increased due to population growth and traffic congestion. • Accidental injuries and drowning are the leading cause of death for all Utahns through age 44. • HIV/AIDS is the leading cause of death for Salt Lake City men aged 18-44. The rise in HIV/AIDS among Hispanic populations is growing exponentially. Though Hispanics represent 12% of U.S. population, they account for 19% of AIDS cases. Utah is experiencing a similar health crisis due in part to immigration of such populations. However. teen boys remain the most at-risk of contracting HIV-AIDS. • The dramatic increase in the state's population. coupled ec ith poor diet - obesity is very common - and the lack of exercise habits put more adult Utahns at risk of cardiac arrest. • Increased vchicle traffic,lack of mass transit systems and alternative fuel availability_industrial pollutants and atmospheric conditions have resulted in poor air quality—particularly during winter inversions or summer heat waves. Vehicle traffic accounts for 60%of the harmful particulates in the Salt Lake valley.Utah is essentially a high desert,with summer temperatures that reach into the (OOs. • The geography of the valley often results in summer haze that worsens with local fires or other pollutants. The winter brings an inversions which keeps pollution settled in the valley.This has resulted in increased asthma,and other respiratory problems. At least 40 times a year,bans are made on wood burning.driving and/or industrial emissions because the maximum revel Of pollutants has been violated.The Salt Lake Metro area governments have committed to improving air quality by increasing bus systems,creating Park-N-Ride lots,expanding light rail commuter trains,encouraging alternative fuel vehicles,fostering energy conservation methods,and tightening industrial emissions. • The Salt Lake Metro area has suffered increased temperatures as open green space lost to paving and building. The present city administration envisions future initiatives that encourage or mandate future buildings to incorporate revegetation and conservation of green space,reduce energy and water consumption,limit pollutants,and further reduce"heat island"space which contribute to global warming. • Though Utah has enjoyed an economic boom,40%of children,and 33%of female-headed households in Salt Lake live in poverty. Unemployment remains low,yet a vast number of families live below the poverty level and have no health insurance. Immigrant families are at highest risk for health and safety concerns,earning the lowest wages without health care coverage.,increasing demand for emergency medical rather than preventive care. As a result of increased community need and demand for health and safety education,the Greater Salt Lake Area Chapter has experienced a doubling of class registration. The Chapter has conducted cost analyses of programs that could maximize staffing patterns with more adequate space,and keep the cost of such education affordable to Utah families. Salt Lake City Fire Department has also maximized its space capability to train firefighters and paramedics. D. Emergency Response Transportation-The Chapter's Emergency Response Vehicle(ERV)is used for both local and national disaster responses. Most of the nation has access to alternative fuels,whereas Utah is limited to propane,natural gas and electric power. Ethanol is soon to come. Chapter vehicles must depend on fossil fuels for the ERV. Reliance on only one ERV for disaster response has left the chapter vulnerable when national disasters have prompted its dispatch to other states. The Chapter has increased its response area as other Utah chapters lost their charter,and Utah has also created a"no- borders"response agreement between Nevada and this state. In addition to leaving a huge geographic area unprotected when dispatched out of Utah,the ERV has also been needed for multiple local events. The Red Cross seeks to add bi-fuel vehicles to its existing fleet to meet demand,and reduce pollutants PROJECT DESCRIPTION Wiry"Green" Increasingly the American Red Cross and Fire Service are responding to disasters and emergencies caused by the pressures exerted upon our environment due to development and population growth. For example,mountainside and canyon homes encroach on forested areas and therefore are vulnerable to wildfires and subsequent mudslides. In addition,pollutants From auto and industry emissions have increased the health risks for individual with heart and lung disorders. The need has increased for response by fire paramedic crews,and training in — • life saving skills offered by the Red Cross. such as First Aid and CPR. As the agencies explored the prospect of building a new facility together. three guiding imperatives emerged: I. The Red Cross and Fire Department must respond to emergencies, regardless of magnitude, in a consistent, dependable and efficient manner. Therefore, the facility must remain operational, even in instances of power interruption or loss. Being less dependent on such resources, the agencies \will be poised and ready to respond. S � II. The Red Cross and Fire Department must be conscientious and frugal fiscal managers of donated and tax dollars in delivering services. Therefore, operating costs to offer classes and services must be minimized by implementing sustainable designs and practices that are more cost-effective and energy efficient. III. The Red Cross and Fire Department must be careful stewards of our world=s most precious resource-our environment- in the planning, design, construction, and operation of a facility. Therefore, the agencies will seek to reduce its environmental impact by designing a high performance building. This will incorporate energy-saving technology and resource conservation components. In May 3-5, 2001,the American Institute of Architects(AIA)Utah, American Red Cross, American Consulting Engineers Council of Utah, State Office of Energy Services and National Renewable Energy Laboratory of Golden Colorado conducted a hands-on workshop on the design of high-performance buildings.Design For Life—Red Cross Goes Green seminars concluded with a design charette. The American Red Cross new facility was used during the exercise to create a sustainable buildings using integrated design and"Green Building" practices: site considerations, building material selection, integrating natural and artificial lighting, photovoltaics, thermal performance, envelope design, life-cycle costs, and innovative financing. Using the U.S. Green Building Council's LEED Green Building Rating System conference participants—architects, engineers, interior designers and public utilities representatives- used best practice knowledge and experience to create five conceptual designs specifically for a new Chapter headquarters, training facility and emergency operations center. Common elements of the design concepts were: Site Design to: Energy Reduction& Atmosphere • Enhance sustainability • Minimum 40%reduction in building energy use • Reduce heat islands • Potential for renewable energy use(solar, wind) • Connect to public transportation,reduce parking • Elimination of HCFC's • Minimize storm water runoff • Operate"off-the-grid"using alternative power • Reclaim "brownfields" industrial usage • Maintain potential for future expansion Indoor Environmental Quality • Ensure emergency access via main arteries • CO2 Monitoring • Increase Ventilation Effectiveness Green Materials • Low-Emitting Materials • Construction waste management • Thermal Comfort& Controllability • Recycled content for building materials • Daylight and Views • Maximize use of local:'regional materials • EOC Hermetically sealed for weapons of • Maximize use of renewable resource mass destruction disaster Water Efficiency • Low water-use landscaping for heat reduction • Water use reduction When disaster strikes, we'll be there In August 2001, the American Red Cross began a collaboration with the Salt Lake City Fire Department. The Fire Department had recently completed the first of a multi-phase expansion to build a fire training tower. educational facilities, administrative offices. dispatch unit and emergency operations center. Exploration of the opportunity to jointly construct an emergency response and training center with the Fire Department and the Red Cross resulted in a strong partnership. Combining and sharing spaces resulted in a 76,000 square feet building project, with an estimated cost of$16.5 million. By partnering with a governmental entity such as the Salt Lake City Fire Depa'tement. the overall cost savings realized is $3.5 million in construction. Both organizations have missions to educate citizens and render aid at disasters and emergencies. Shared training, public education facility, and a single base of operation for coordinated emergency response will greatly improve the ability of the Red Cross and Fire Department to meet public need and better utilize the two institutions=resources. In addition, the Red Cross is also responsible for Emergency Support Function 8 in the Federal Response Plan that entails ensuring that a safe and adequate blood supply is available in the instance of mass casualties. A building that is constructed to withstand seismic activity is crucial to making sure that in the future, the Red Cross can perform this function well. Building it green will reduce annual operational costs of utilities and maintenance, saving tax dollars and increasing funds to service delivery. Utilizing the Emergency Operations Center as a daily dispatch center for the Fire Department and Red Cross response will maximize space efficiency as well as response efficiency. Clean-Fuel Fleet The Chapter seeks to expand its fleet for Disaster Response, First Aid stations, HIV/AIDS Outreach and other programs.New outreach programs to youth and minorities require staff access to transportation. Expansion of Health and Safety service delivery has resulted in satellite classrooms throughout the valley. The recent major gift campaign afforded additional equipment, but not vehicles for transport. In addition to the ERV, two vehicles are available which utilize natural gas. These vans are limited to local excursions because of limited distance capability using natural gas. However, Utah's Division of Air Quality reports that 60% of emissions that produce criteria pollutants are from cars and trucks. The Chapter seeks to lead in the state's efforts to improve air quality by converting to cleaner, more efficient, and renewable fuel sources. By using alternatives such as ethanol, methanol or electricity, the American Red Cross will rely less on petroleum based fuels that are subject to local damage in an earthquake and international trade unavailability. Other existing vehicles - many of which were donated - are unreliable, are in need of considerable repair or replacement. They are also ineffective for multi- use purposes, and no longer meet requirements of the Chapter. Anticipated Results The positive impact of moving forward with this project and constructing the envisioned campus are as follows: • Improving and Enhancing an Area/Healing the Land - The proposed site for the campus is in a blighted. browniields area on the west side of Salt Lake City, and presents an eyesore to the adjacent o«ners. A component of this project is to mitigate the waste and blight. by restoring the land and offering a park-like setting for the campus which \vill include streams. natural plantings and a walking tour. The site itself\\ill sere an educational purpose for the community. by establishing a self-guided walking tour in high performance building practices. and our environment. In addition. the site will be offered to the public for activities such as Community Council meetings and other gatherings. Conversion of fleet to dual-fuel vehicles will lower emission and sustain transportation needs. This project will also serve to demonstrate the good business sense of environmental stewardship. • Expanded Capacity to Serve- With a state of the art facility, which affords more space at a lower operating cost, the Red Cross and Fire Department will have greater ability to offeremmunity training in health and safety skills training, and services to low income people. The Red Cross and Salt Lake City can increase the number of residents it serves annually. The Fire Department already shares its fire-training tower with many municipalities. The new training center will be used state- wide for fire and paramedic training courses • Expanded Capacity to Protect and Serve During Disaster- As discussed earlier, the Red Cross is congressionally mandated to respond and offer mass casualty first aid, mass shelter, feeding and disaster welfare inquiry during times of disaster. We function in tandem with the Fire Department and other City public safety departments, and will be more coordinated, unified, organized and efficient. The response capabilities offered out of an Emergency Operations Center,which can withstand chemical or biological weapons events, is critical to the safety and well-being of all along the Wasatch Front and Back. Building an EOC will provide a place to coordinate efforts outside the "ground zero"of downtown Salt Lake City. Its proximity to major thoroughfares will further expedite immediate response. In addition, in order to allay community fear about such events, the Red Cross will offer training to the public on consequence management during weapons of mass destruction events so that Utah families are better prepared for such a possibility. Our current facility is inadequate in size and capacity to allow for this expansion of curriculum and course offerings. TIMELINE Feasibility/Collaboration Phase—July 2000-March 2002 • In this phase,the Red Cross and Fire Dept. will explore potential collaborations, and ascertain potential for fund raising, leadership, campaign goals and infrastructure building. Planning Phase—November 2001-April 2002 In this phase,campaign systems and processes will be developed to conduct a successful campaign. We will purchase available property through Salt Lake City Corporation, and initialize EPA and other ground studies. We will also begin leadership cultivation and lead gift solicitation needed for campaign and design. Lead Gift Solicitation Phase—December 2001-April 2003 This phase will concentrate on securing lead gifts - $100,000 and higher, as well as government grant opportunities. As funds are secured, we will contract an integrated design team, contractor, and break ground. Public Launch Phase—March 2003 —May 2004 Our goal is to break ground Earth Day, April 22. 2003. In this phase, we will have raised sufficient funds, built sufficient momentum and succeeded in a sufficient number of collaborative efforts to ensure the ultimate success of the campaign. A broader local audience will now be introduced to. and encouraged to participate in. the campaign through a challenge `rant. We acquisition final funds for furnishings and equipment. Campaign Conclusion Phase—May 2004 The final phase of the campaign will bring together earlier efforts,complete key funding initiatives and celebrate successes while laying the groundwork for strategic donor stewardship and post-campaign plans and structure. A grand opening event will include all who were integral to its success. Schedule for Design/Construction The timeline for design and construction will be based on reaching certain benchmarks in funding, including government contract agreements and private funding acquisition. To follow is an estimation of project flow from an architectural production standpoint. I. Phase I Environmental 2-3 weeks 2. Phase 2 Environmental Unknown if required 3. Sods Investigative Report 2-3 weeks - 4. Site Survey/Topo 2 weeks 5. Programming 2-3 months 6. Schematic Design 3 months 7. Including workshops with Sustainable Design Consultants 8. Design Development 4 months 9. Construction Administration 6 months 10. Bidding and Awarding of Contract I month 11. Construction 18 months 12. Building Commissioning I-1/2 months 13. Close-out/Record Documents 2 weeks STAFF CAPACITY The following staff of the American Red Cross Greater Salt Lake Area Chapter will conduct the fundraising and publicity campaign efforts teamed with Salt Lake City Eire Department and Salt Lake City Corporations. Susan Sheehan,Red Cross CEO,has a strong commitment to,and in-depth understanding of development and public relations,as well as her role in the process.She has more than 18 years experience in non-profit agencies from both the private and public sector. Her skill at identifying and securing government funding has sustained organizations whose budget deficits she inherited. She has become well connected in philanthropic circles as well as government circles. She has developed innovative programs and expanded service delivery,brought non-profits to financial viability,initiated and secured legislative change to better lives of Utahns. She has built collaborations between numerous entities at the national,state and local level. Molly Dumas,Red Cross Chief Development Officer,oversees the chapter's development and public relations departments,plus serves as the lead chapter for development of the Nevada/Utah Council of Chapters. She has 16 years of successful fund development and marketing experience in the non-profit sector.plus five ycars in advertisingipublishing for the corporate sector. She has raised more than$19 million in the past 12 sears for both operations and capital cantpainns.most recently for Olympic preparedness. Jared Wood . Red Cross Public Affairs Officer serves as the marketing and public information staff for the chapter. and oversees all external communications including media. newsletters. brochures and other collaterals. He possesses a BA in Communications/Public Relations and BA in Women's Studies. He has 6 years fund raising and public relations experience in corporate. politics and non-profit organizations such as the YWCA. Utah AIDS Foundation. AT&T and the Gay& Lesbian Political Action Committee. He conducted a statewide. multimedia publicity campaign for the State Homeless Trust Fund for under$10.000. resulting in $146,000 in tax return donations that also leveraged$750.000 in state appropriations for homeless service providers throughout Utah. Joyce Munson, Red Cross Prospect Development Director, oversees the entire database management, direct marketing and research analysis for the chapter. She has 10 years Raiser's Edge experience, and has successfully reconstructed the donor databases of two non-profits to achieve greater maximization of data for prospect analysis. Her background in finance and office management have ensured accounting principals and procedures are incorporated into donor record management, and been instrumental in integrating new accounting systems. Ernest Hudson, Red Cross Project Manager, retired from the US Army Corps of Engineers in December 2001. While with the Corps of Engineers in Saudi Arabia, Ernie was the Chief of the Planning Division and was responsible for the development of all the building plans, construction schedules, and workforce requirements for several of the major building projects (Military Cities, airports, seaports) for the Kingdom of Saudi Arabia. Ernie was the Director of Logistics for the Army Corps of Engineers in Alaska from 1985 to 2001. As a Corps of Engineers Logistics Emergency Response leader, Ernie was part of the joint FEMA/COE management team for federal response activities at federal mobilization centers. Ernie has over 25 years experience with the Corps of Engineers, and Emergency Response activities. He also served as the American Red Cross Coordinator for 2002 Olympics and has been a disaster volunteer for many years. Kurt Cook, Salt Lake City Fire Department Battalion Chief, is a 17 year fire service veteran. Currently serving as Division Chief of Training, Apparatus and Special Operations, he recently completed the nearly three million dollar renovation to the training tower providing the safest, state-of-the-art training opportunity available throughout the western region. His experience in emergency management during the 2002 Olympic Winter Games and 1998 Salt Lake Tornado disaster have provided insight into the need for an emergency operations center. MAJOR PROSPECTS: The following prospects are targeted for a gift exceeding$5,000. FEMA SL County CDBG Fidelity Sorenson Foundation. HUD Brownfields Key Bank Jon Huntsman R. Harold Burton Marie Eccles Cain Found. George & Dolores Eccles OC Tanner Clyde & Gail Heiner LDS Church Katherine& Ezekiel Dumke C. Comstock Clayton Found. Emma Eccles Ezekiel & Edna Wattis Dumke Janet Lawson Found. SLC Corp. Appropriations Bamberger Found. Nancy Eccles & Homer Williams Willard Eccles Found. Hayward Fnd Pierce Truck Redford Found. SJ Quinnev Found. PaciCorp Herbert Michael Found. Mitch & June Morris Found. Questar IHC Lindquist Found. SLC CDBG Wells Fargo COMMITMENTS TO DATE Major Gift Donors Amount Pledged/Donated Heiner.Clyde&Gail 25,400 Bruch Trust.Michael 10,000 Miser gifts 1.300 TOTAL 36,7001 PROJECT BUDGET Building Project Cost—Red Cross raises a 711 ininW711 50% Property 700,000 Design/Engineering/Surveys/Fees 1.263,578 Construction (76.090 sq. ft with 3% inflation) 10.529.823 10% Contingency 1.179,340 Furnishings 1,100,000 t Technology/Communications 500,000 Landscaping 105,000 Parking/sidewalk 265,000 BUILDING EXPENSE: 15,642,741 Campaign Expense Campaign Staff Salaries (two years) 414,000 Administrative (CEO, Accounting, etc.) Chief Development Officer(50% FTE) Prospect Dev. Dir. (75% FTE), Data Specialist(25%FTE) Public Affairs Officer(50%FTE), Project Manager(100% FTE, three years) Taxes &Benefits 103,500 Equipment/Maintenance/Space/Utilities 49,000 Office/Meeting Supplies 4,000 Printing/copying/Postage/Mai ling 19,000 Promotion/Events 39,100 Training/Travel/Lodging 12,500 Phone 5,000 Direct Mail Expense 15,000 Subscriptions/Membership 3,500 Recognition/Awards/Gifts 6,500 CAMPAIGN EXPENSE: 720,600 Alternative/Dual-Fuel Vehicles EXPENSE: 130,000 TOTAL PROJECT EXPENSE: $16,493,341 Projected Building Operation Cost Savings: Preliminary estimates on the operational costs (lighting, cooling, heating, ventilation, hot water only) for the administration and services building are projected at 30% reduction of current facilities, with energy-savings to be roughly 50%. For a LEED certified rating of gold or platinum it is possible to save 30%-40% in operational costs over a typical code compliant building built today. Yearly operational cost* for 50.000 SF office space Typical Code Compliant Building built today ra! $1.50 /SF/Yr. Avg. $ 75.000 Typical Building. built in the I970's $2.25/SF/Yr .Avg. $1 12.500 Administration & Services Buildine 'a; $0.90-$1.05,'SF.'Yr. .Avu. $45.000-$52.500 GENERAL OPERATIVG BUDGET: The FY 2001-02 operating budget of the Greater Salt Lake Area Chapter of the American Red Cross is $2,391,648. In addition, the chapter has raised more than $1 million in cash and in-kind commitments to support our Olympic preparedness expenses, $1.1 million for September 11 Disaster Relief, and $350,000 for direct Utilities Assistance. Sources of Support United Way 178,228 (7%) Government Contracts 177,500 (7%) National Red Cross 387,500 (16%) Fees for services/products 499,920 (21%) Events & Cause Marketing 140,000 (6%) Individuals 505,000 (22%) Corporations 150,000 (6%) Foundations 250,000 (10%) Investments & Other 18,000 (<1%) Utilities Pass-Through 84,000 (3%) In-Kind 0 (0%) Other 1,500 ( <1%) TOTAL: $2,391,648 Expenses Salaries & Benefits 1,250,677 Conference/Travel 24,605 Office Supplies 17,282 Printing/Copying 26,046 Advertising/Promotion 7,330 Program Supplies 22,320 Cause Marketing/Events 110,750 Direct Mail 152,000 Equipment, Repairs 23,572 Property Rent& Maint. 169,824 Cost of Goods Sold 123,676 Professional Fees 29,500 Interest& Bank Fees 9,600 Insurance 24,000 Phone 33,919 Postage/Freight 19,160 Temporary Personnel 0 Disaster Assistance 52,000 Depreciation 71,700 National Red Cross Assessment 223,116 TOTAL: S2,391,556 MAJOR DONORS: Major donors ($5,000+) for Red Cross operations include: AT&T Wireless, George & Dolores Eccles Found., LDS Church Found.. Jon & Karen Huntsman Found., OC Tanner Charitable Trust. R. Harold Burton Found., Marriner Eccles Found., Bamberger Found.,, The Byrne Found.. AAA Financial Advisors. Key Bank, Intermountain Health Care, PacifiCorp, Questar. Wells Fargo, Williams Co.. Utah Medical Association and Zions Bank. ATTACHMENTS _Conceptual Drawings IRS 501 ( c) (3) determination letter - American Red Cross _Annual Report- American Red Cross R Fire Deptartment List of Board of Directors - American Red Cross _ Operating Budget - American Red Cross (FY 2001-02) Financial Benefits to the City A. Building: • $3.5 million in construction and design savings • Expanded and more diverse pool of funding sources for the facility • Campaign expenses to raise the funds considerably less B. Operations: • Energy savings of at least 50%because of design • Maximized use of water from training tower - • Shared maintenance staff,maintenance costs,copy-center,food service,etc. • Free up space for Police Department expansion where existing Fire Admin.is housed • Consolidation of scattered Fire resources makes for more productive use of time and transportation • Increased revenue stream by expanding multi-municipal training opportunities II. Red Cross Staff Proven Track Record for Fund Development A. Capital Fund Raising Experience • Development staff have raised more than$16,000,000 in capital projects • Strong relationship with community leaders—govt.,religious,foundation,corporate • Innovation in funding—Huntsman Apts.Tax Credits Project • Overcome social hurdles—raised funds for domestic violence in a state which denied DV existed. Built a child care when no funding for child care was available • Creative collaboration during Olympics preparedness resulted in EMS savings of$2.3 million to Utah venue municipalities,commitments of free resources in the event of disaster(le: shelter agreements with churches,cities) • National selection of this Red Cross Chapter for pilot project B. Resource Development for operations • 20 year successful government grant acquisition and administration with no disallowable costs—local,state,and federal sources. • CEO brought YWCA and Red Cross into positive financial position after years of deficit • Diversification of funding streams made agencies more stable • Dramatically increased earned-revenue source to 25%of operating revenue III. Growth Considerations A. Expansion of EMS to keep pace with population growth • Expanded training facility allows for increased fire manning • First Aid/CPRIC.E.R.T training localized in west side area B. Westside Investment • Afacilityformultiplecommunitruses—auditoriumandmeetingspace • Locate where anticipated population expansion is greatest • Social Service consolidation on West side • Revitalization on blighted around IV. Emergency Management A. E.O.C. • Larger facility for Salt Lake City to have all parties at the table in event of disaster • Away from Salt Lake's Ground Zero • Sustainable environment for future WMD events, earthquakes. power outages,etc. • • Greater access to emergency corridors—1-215, 21'South.Airport. Downtown, I-SO • Best practices learned from September I I put into place for Salt Lake City B. Airport Proximity • FEMA Function required of Red Cross,as well as Armed Forces Emerg. Serv. • Free up space at Airport by moving fire operations to one locations C. Daily Operations • More efficient linkage of emergency services • Operational assurance of EOC technology through daily maintenance • Maximized use of EOC space using Fire dispatch and Red Cross ElviS on daily basis March 21, 2002 With more than a century of service in Utah, the American Red Cross and Salt Lake City Fire Department have earned their place as a treasured and vital community resources. This Red Cross Chapter has aided thousands of families who lost their homes to tires, floods, tornadoes and other disasters-all the while without a home of its own. Salt Lake City has struggled to make efficient emergency operations that are fragmented, particularly in the case of the fire department. The Red Cross and Salt Lake City Fire Department seek to further demonstrate strength and expand services to Utah by taking up permanent residency-together. This proposal seeks to demonstrate a need for funding to design,construct and furnish a 76,000 sq. ft.sustainable building—co-locating the two agencies-and purchase alternative fuel vehicles for the Red Cross. The project is particularly unique and forward-thinking because it will pursue high performance,or"green"building practices at a level never before demonstrated in Utah. "Green"buildings are constructed and designed to have lower negative impact on the environment,to be energy efficient,and to provide higher worker productivity through their design. In addition, the project encompasses co-location with the Salt Lake City Fire Department's Training Center to create a campus in which multiple emergency management agencies throughout Utah can be trained,and the public can be educated about emergency preparedness and response. An Emergency Operations Center for Salt Lake City will be incorporated into the plans,providing an ongoing dispatch center and communications hub,which is expandable during disasters to network all emergency management entities away from Salt Lake's"ground zero". This public/private collaboration will be the first of its kind in the United States. The total project cost is estimated at$16,493,341. By co-locating with the Fire Depattuient,we will have saved more than$3.5 million in building and design costs. Further, it will reduce operating expenses for both organizations as utility and maintenance expenses are significantly reduced. This will result in both taxpayer savings and greater efficiency of donated dollars. The concept for this endeavor began long before September 11, 2001. But nothing affirmed the need for this project like the tragic events of that day. We should not wait until a disaster of that magnitude occurs before we give our heroes the training they need. And we should not wait until Utah children cannot walk to school because the air is too sick to breathe before we do something about our environment. With this request, I respectfully request a donation of$ to move forward on this project, and together, we can save a life. I appreciate your thoughtful consideration of this request, and can provide further information to assist you toward a favorable decision. Please contact either me at 801-323-7007 or Chief Development Director Molly Dumas at 801-323-7029. Sincerely, Susan Sheehan Chief Executive Director • a� � I �' �' '�•��'��.�., A shared facility for a prepared community `l "• �� • 47,LL;1 incorporating high performance American Red Cross CEPL reyethv,weassawaN/e building practices preliminary information project summary the partnership The impetus for this partnership was the urgent need for an emergency operations center for Salt Lake City. The Fire Department had an emergency operations center planned as part of a training facility, but it had languished for several years without funding. The Red Cross was interested in building a high performance building, a major feature being an emergency operations center. When these two parties came together in the summer of 2001 to discus+ls a partnership, the mutual benefits to each of their organizations and the greater Salt Lake City Community became obvious and clear. This document is intended to begin to shed light on the vision of these two organizations. It contains preliminary information and broad brush conceptual design, to give interested parties some idea of how these buildings might develop given the community support necessary to become a reality. need Salt Lake City does not currently have an emergency operations center. A city of this significance and size, located on a major fault-line, must have an emergency operations center(EOC). An EOC serves as a multi- agency collaboration and command center in the event of a large scale disaster. Without an EOC it is difficult for agencies to respond in a unified, organized and efficient manner when crisis strikes. The Red Cross and the Salt Lake City Fire Department both need improved and enlarged education, training, departmental and service spaces to meet community need and demand lii()lc•;ca comp( lip iil ; emergency operations center for salt lake city salt lake city fire department training facility red cross training and education center salt lake city fire department offices red cross administration and offices high performance building practices The campus is to be designed to embody a balance between environmental responsiveness, resource efficiency, and community sensitivity. It is the intent that the Education and Service Building achieve a gold or platinum level on the LEED Rating System. This project will be a flagship project for the Salt Lake City High Performance Building Initiatives, currently under development. Icn• ,ilit.)n Industrial Road ( 1900 West) & 1500 South FINAL DRAFT • December 5, 2001 size approximately 76,000 SF air eeehilecie IAKB vs k • • A shared facility for a prepared community • Flamm American incorporating high performance C. DEPT. '#, building practices Together,won sow efife preliminary information Eco-Managed Building for American Red Cross statement of need A Vanguard Project of the American Red Cross Third Century Campaign Red Cross Perspective Executive Summa;y -Three Imperatives With 102 Years of service to Utah, the Greater Salt Lake Area Chapter of the American Red Cross has earned its place as a treasured and vital community resource. Through hard work and unwavering commitment to help Utahns prevent, prepare for, and respond to emergencies, the Red Cross has become a vital thread in the safety net of our emergency network. This Red Cross Chapter has responded locally to thousands of families who have lost their homes due to fires, floods, tornadoes and other disasters - all the while without a home of its own. The Red Cross seeks to further demonstrate its strength and commitment to Utah by taking up permanent residency. Increasingly, the Red Cross is responding to disasters and emergencies caused by the pressures exerted on our environment through development and population growth. For example, homes encroach on forested areas and therefore are vulnerable to wildfires and ensuing mudslides. Additionally, pollutants from auto and industry emissions have increased the health risk to families. As a result, the elderly and people with respiratory problems must turn to the chapter for utility assistance to keep air conditioners running when summer atmospheric conditions cause physical distress. As the Greater Salt Lake Area Chapter explores the prospect of building a new facility, three philosophical and guiding imperatives emerge: The Red Cross will respond to emergencies, regardless of magnitude, in a consistent, dependable and efficient manner. Therefore, the facility must remain operable, even in instances of power interruption or loss. Being less dependent upon such resources, the Red Cross will be poised and ready to respond. II. The Red Cross will be a conscientious and frugal fiscal manager of donated dollars in delivering services. Therefore, operational costs to offer classes and services must be minimized by implementing sustainable designs and practices that are more cost-effective and efficient. III. The Red Cross will be a careful steward of our world's most precious resource - our environment - in the planning, design, construction, and operation of a facility. Therefore, the Red Cross will seek to reduce its environmental impact by designing a high performance building. This will incorporate energy-saving technology and resource-conservation components. As a first step to realizing these imperatives, our Chapter obtained the support of the State Office of Energy, AIA Utah-a Society of the American,Institute of Architects, the National Renewable Energy Laboratory (NREL) in Golden; Colorado, and Salt Lake pity Corporation's Planning and Emergency Management Departments. FINAL DRAFT Together, we sponsored an educational workshop called Design for Life: The Red Cross Goes Green, held December 5, 2001 May 3-5, 2001. Its purpose was twofold: to educate architects, engineers and others on improving building energy performance and reducing environmental impacts; and, to provide American Red Cross with design • concepts for a new building using this cutting-edge knowledge. Further collaboration with City Emergency ic ar c hit<<' Management has identified a potential partner in multi-use facility development. American Red Cross is currently exploring co-location with the Salt Lake City Fire Department , • ✓.. o . LAKE ,t.: ) r.�• ��, A shared facility for a prepared community American incorporating high performance \ ti a ,r.E►.. Rod Goss OLPE r,.: building practices r4_ WelM,wsmsawolife preliminary information The mission of the Salt Lake City Fire Department is to protect the lives and property of the citizens of the corn- statement of need munity. This level of protection is accomplished through utilization of highly trained and dedicated firefighters and their equipment. The required level of training, both initial and ongoing, is accomplished through continu- Salt Lake City Fire ous department wide training. Department Perspective Salt Lake City Fire Department has provided the needed training by utilizing fire stations that have not been staffed, mobile trailers, and vacant or unused facilities. Classroom training is currently being conducted from a temporary facility (mobile trailers) located at the site of the newly renovated Live-Fire Training Tower in the southwest quadrant of the city. Salt Lake City does not currently have an Emergency Operations Center(EOC). The proposed facility with a dedicated EOC that could be utilized by all departments of the city and the Red Cross is greatly needed. This facility would allow for better service to the citizens during all types of emergency situations and disasters. Public education is being conducted from another site located near the Salt Lake International Airport. The Air- port Authority owns this facility and may have other needs for it within their department in the future. Fire fighting apparatus and equipment falls under the direction of the Training Division. The apparatus is stored throughout the city making inventory control and apparatus servicing difficult. The opportunity to jointly construct an emergency response and disaster control center with the American Red Cross presents the department and the city a time appropriate opportunity. Both organizations have missions to educate the citizens and render aid at disasters and emergencies. Shared training, public education facility, and a single base of operation for coordinated emergency response will greatly improve the ability of both agencies to meet public need and beneficially utilize the two institutions people, resources and funding. The proposed joint operations and training facility would also allow the Fire Department to bring the many dif- ferent divisions that are scattered throughout the city to one location, facilitating efficient management of resources. Relocation of Fire's administration to the facility will free up space in the Public Safety Building (PSB) to accommodate police department growth. The opportunity to create a model of a cooperative partnership between the public and private sector would allow the city to provide a more efficient use of tax dollars while improving service and training to both the pub- lic and departnient firefighters. FINAL DRAFT December 5, 2001 arc architects LAKE. - • ... ..7,,... _ A shared facility for a prepared community it s '• . IV 141K' • ' '—-, .,.17',e-.11 Flacy- American incorporating high performance i Red Cross OWE 'CI:, building practices sow o life preliminary information • .,., 1 . . . . ., ., . 1 . . . , conceptual drawings \ , ; ( .. S.L.C. ...? ,, ' , vy 6,-.g..i!Iwo,st \ " '` ,I I . . International:. C.. , , !, vicinity map . ,, t"-- , ,,,,Airport i ,., I ,I., .... .I, ,-- ' ., . \ „...... — .... SnIfIll TF11101P SI / • .\ .1 University of A ...-"' 1/0 ' • ' . . 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FINAL DRAFT • December 5, 2001 i oic archirecti 1 •441ug'lf, 1 4, 4.141` + g; x . .A .,,, , A shared facility for a prepared community 4 " `;/ Amarlcan incorporating high performance DEPT. ,ir a ' Rod Goss building practices <<_•�. ..a„„ onn preliminary information �r• X.,., conceptual drawings 1 " sketch 4 f• y 1, ` .mod C,aa. (- a, ,• "1 M. ..,ce, ;'mo "f::}7.,.i • .,...40,4100414 ? , :'„ 1 iiii '� �iiiiiiiiiiri1. _ _ l411111 •. IiI ' r 1r, /.. r pr;' t9r+'I,:i 1. 1'r}J t "t IFi SH'i, t1I / 11 , 1`._�+_ lip � d fi1.p FINAL DRAFT December 5, 2001 . 01c archlec„ 1 %ant : , • Ottare.nelEy �F'.: iw . L' t k " 1 1t A shared facilityfora prepared community .INairy + P P E-,R• .i.,-'►r Amerlten incorporating high performance • � '•(r•' Cross PEPE r Red building practices r;_.... r urr.wecansawolie preliminary information conceptual drawings i section diagrams / v,I 1 1, /- / `� 1 Light colored paving material • �� .0 to reduce "heat island " i ' / 2. Mechanical system uses ',� . a t. i p ¢ ,.' convection for distribution •, • • t . ,4-z'. ',.:!'ill' ',.l!^r9�Tn�.,;� �� �,� 1� 1 a ab jt �.' . . �. .',` I i I r. • t Ent"" it', 9", ' 1 { I. ,,I j3 _ b 3 Natural/passive ventilation ';',it • 3 .!.,,. ...1_._ . y �. '` rr!..:, . t s' y ,:,r.:?"= 4. High-value building I• ;•£ 4 0 it^� — .:•, �,r�` ' .1 ..: 0 �n.',•;,., insulation. •"' T''`" ''`" p 4 8 4 Y • L— r. 5. operable windows. I I I I r 1 ( 0 U' , Q G. Occupant control of air flow II .a. • T_� C f�~ o' ' +�o� 7. Indirect lighting for even dis- tribution. I ,0 8. passive solar heat gain in © 4 ! t 4 a.. _ winter. t .1_ _.,.I, (. ' ‘� .1 .1...., . .� • • 9. Vertical shading devices to i `' control direct sunlight. 0 • 10 Light shelves distribute ligt,l .,, .iTir ,�. -• _ 1 into the building. s ! • • 11 photovoltaic-ready on-site . . ,, ,r • , i .1 ' renewable energy. • ' FINAL DRAFT December 5, 2001 • ulc orch,lccls 1,0* 1 • s�t4�F'`+ /�� ';'' `r'kr' , + A shared facility fora prepared community '`� *i incorporating high performance �•t,> #�I � , 1 American InCO p g g p I R/ )x. .. (. Red Cross building practices preliminary information • DEN. t • r a.c�.an saw o life • conceptual drawings • • basement diagram d • '�. .` .. ..-r key /, / 1 vertical circulation 2 mechanical ' / • 3 rest rooms / / 4 wellness center i 5 secure storage : .- ...... i h 6 video pro8 ad. enter I _ 0' 30' 60' 7 u 1 I , _I, • cooling tower location j 1 , I I Ii - - - - 1, r ,,, '1 �� IL 7 S:I ' 1 1.,. i.L.:LI ' ........_-...r.�..../ _ �� i �� —I �� - -- I FINAL DRAFT December 5, 2001 education & services building emergency operations center & apparatus building . i_l ' I tAHE o ) /I 41 1.6.1x + • I`M 1. . ; Red Cross A shared facility for a prepared community oEPt. �'��:; (y'• Red Cross ,ayrth.r,af tan saw co PA incorporating green building practices prel minary information conceptual drawings main level diagram s • ,, I; key .Y/ 0 1 vertical circulation •`'`. 2 mechanical (/ I 3 rest rooms 4 auditorium • 5 classroom • -- =; - - — — )'\ 5a nursing class & lab ',:.!.... 0' 30' 60' 5b medical class I — ,, -- 5c fire training classroom i 1 5d computer lab 1 5e skills practice MD • 6 cafeteria 7 storage • _ . .::- - -- I - -- -- . - . • ; 1 l ! I - - —...i 1 l 8 apparatus bays ` `ty' 9 instructor lockers r • 10 trainee lockers ...1... .._ G 9 0 U ,..9 ., 11 apparatus office y,.t� , 12 SCBA repair y.; --j— ii . j��_� 13 radio/tool repair 'f` 14 maint. shop — • _ 15 compressor ;r ,;q,ii: 16 laundry I' ) f 17 mud room I fr _i. � _._ _ _ � L.,.. .•;•• :a , :� • cooling tower location � � education & services building emergency operations center & apparatus building olc orchllcCtf • nRAF-T t�nCfy ;f el ef s 5 ;;` �` ' �' ,�•, A shared facility for a prepared community If2t. . ,•Z`%! American incorporating high performance 0=- ' ,.:. '•r'' Rod Cross o� �� . building practices jz::.. Together,we con taw olife preliminary information conceptual drawings second level diagram I • 11 key ), 1 1 vertical circulation `' •//9 • ' ' 2 mechanical (y 1 I 3 rest rooms 4 red cross services 5 fire dept. services — 1.3- - 6 lg. conference room 13 0' 36' 60' 87 conference room — copy 9 library i 1 j .` 10 emergency operations b'- i , ' center including �, dispatch & emergency 1.... ...`_;. •� . , services II I ! 11 auditorium below 13 1 13 I I 12 bridge walkway ' 13 open to below •1 hhhI % 1,: ; „ ,•il _._ _ • , '.;,i - ,-• •;- • cooling tower location FINAL DRAFT December 5, 2001 education & services building emergency operations center , & apparatus building ujc u,cI,ii*.c„ p"�ne�c 'ri: � ' + ' 1 .tf` A;�°;. .44' A shared facility for a prepared community rRE -N "_, ' ''6 .!41% American incorporating high performance CE L , r r" Red Cross • ,,ge „�m,,,aw,H,, building practices preliminary information conceptual drawings third level diagram • • � 1 • �• '� key F'/ •'' v 1 vertical circulation 2 mechanical 3 rest rooms , 4 red cross services 5 md. conference room —f- 9 •, 8 1 1 6 sm. conference room 0' 30' 60'_ ._ 7 copy . , ;L,- —n 8 bridge walkway (71) 9 open to below eV:, 1 I 10 • balcony • �. :::• i ' • cooling tower location ' 1 t_ I I I - ><- I 1 , I I I FINAL DRAFT December 5, 2001 education & services building emergency operations center & apparatus building m e nrchilecls . ./pnP �g�yr �,aCEy i �:,: �w �f' • a c v ti ` + . A shared facility for a prepared community '',f` �� , :1 incorporating high performance fi,R� `' American p 9 9 DEPT. r.y • 'dr Red Cross building practices _: ,;.;,. ►opru�t.,.rfaan sow aer pr-liminary information Summary green building The campus is to be designed in an environmentally sensitive manner. It is the intent that the Education and practices Service building achieve a gold or platinum level on the LEED Rating System.This project will be a flagship project for the Salt Lake City High Performance Building Initiatives, currently under development. summary and goals s What is the LEEDTM' Rating System? LEED is a sglf-assessing system designed for rating new and existing commercial, institutional, and high-rise residential buildings. It evaluates environmental performance from a "whole building" perspective over a building's life cycle, providing a definitive standard for what constitutes a green building. LEED is based on accepted energy and environmental principles and strikes a balance between known effective practices and emerging concepts. For more information, visit the green building council website at www 11S(.3IIC oi(l. Sustainable Sties 4. Recycled Content 1. Erosion & Sediment Control 5. Local and Regional Materials 2. . Site Selection 6. Rapidly Renewable Materials 3. . Brownfield Redevelopment 7. Certified Wood 4. Alternative Transportation 5. Reduced Site Disturbance Indoor Environmental Quality 6. Stormwater Management 1. Minimum Indoor Air Quality Performance 7. Urban "Heat Island" Reduction 2. Tobacco Smoke Control 8. Light Pollution Reduction 3. CO2 Monitoring 4. Increased Ventilation Effectiveness Water Efficiency 5. Construction "Air Quality Management Program" 1. Water Efficient Landscaping 6. Low-Emitting Materials 2. Wastewater Reduction 7. Indoor Chemical and Pollutant Source Control 3. Water Use Reduction: 8. Controllability of Systems Energy &Atmosphere 9. Thermal Comfort 1. Building System Commissioning 10. Daylight and Views 2. Minimum Energy Performance Innovation 3. CFC Reduction 1. Shared Spaces and Programs 4. Optimal Energy Performance • 2. Education Programs 5. Renewable Energy FINAL DRAFT 6. Additional Commissioning • December 5, 2001 Materials& Resources Above list is based on U.S. Green Building Council's "LEED" 1. Storage and Collection of Recyclables (Leadership in Energy and Environmental Design) green 1;1._. a i c architects building rating system. 2. •onstruction Waste Management 3. esource Reuse ,Tr.,,,, D 4 ryryr. Lane ,�,' -� /'1 A .L . A shared facility for a prepared community i `^°`` '" �� incorporating high performance aLFr. buildingpractices rye.,-.•m•um=Hrr pre iminary information project specific >. LEED rating system chat I m a v 0 oCD or a -Y ..c No y rr ,_Category a o ;:-, LL Remarks Sustainable Sites __ _ kk ,A _ ErosionContra .% rh(br. . V.I: t Site Selection 1 1 meets teed criteria ___ 2 Urban Redevelopment 1 1 itent for existing infrastructure.not meet criteria for density __ 3 Brownfield Redevelopnvnt 1 1 N A 4.Alternative Transportation 4 3 1 yes-bikes.pkg reduction 8 carpool,pubic transportation alt•lud study 5 Reduced Sne Disturbance 2 2 yes-link site disturbance/?Reduction of development footprint by 25% 6.Stmnwater Management 2 2 cost and available land for detention should be studied 7 Heat Island Reduction 2 1 1 yes-rod reflectance/?Shade new parking or pace underground__ 6.Light Pollution Reduction 1 1 0 direct beam leaves the site sustainable sites Sub-total 14 9 5 0 1.Water Efficient Landscaping 2 1 1 yes•509E inigayon reduction/'rain F.recycled water adds 50%reducboir 2.Wastewater Technologies 1 1 reduce pebble water for sewage by 50%-waterless urinals.etc ' 3.Water Use Reduction 2 1 1 yes-20%reduction!?Add'I 10%reduction water efficiency sub-total 5 2 3 0 Energy and Atmosphere — Bldg Systems Cottonissionirg x yr; 'II'. __ Minimum Energy Performance x 14 V1. 'g'.', CFC Reduction in HVAC Equip % ■ W;r .V: 1.Optimize Energy Pad. 1t0 5 4 yes-40%reducbon/750%attainable/no-60%recycles major effort_ 2.Renewable Energy 3 3 5%,10%.20%of total energy frorn solar/wind/etc. 3.Additional Commissioning._ -, 1 1 add!cost to project-should be done in combination oast 111,2 d 5 • 4 Elim_.of HCFC's 8 Helens 1 1 basic-should be prerequisite 5.Measurement 8 Verification 1 1 project cost for design&devices-benefit to Uof U&RBG if EMS Is Included 6 Green Poorer r 1 1 addl cos to purchase electricity through Utah Power"green.." suototel 17 7 10 0 • FINAL DRAFT Decemberl 5,2001 j'r'r etc arcntteer. Art( :•.•q� MP s J%i y` j `� A shared facility for a prepared community incorporating high performance �F,RL '�'l American p 9 9 o.i y Red Cross building practices • t,: reordw,,wW„rawo1lf, preliminary information project specific LEED rating system chart d >' continued... e v N , .. to •5 o y tT a >., a) o) co .L Y c Category a o J ti = Remarks Indoor Environmental Quail Minimum IAO Performance X " " INEVERE M Enviran.Tobacco Smoke CMA X . ^t• 4taMfiG, • 1.Carbon Dioxide Monitoring _ _ 1 add']cost to project 2.Increase Vent.Effectiveness 1 1 90%fresh-attainable with 2-stage evap(redundant/separate EOC system) 3.Constr.IAO Mgmt Plan 2 1 1 provide guidelines to bidding contractors-need add]2 weeks for flush-out 4.Low-Erritting Materials 4 2 2 arch']specifications to dearly define VOC limits 5.Chem.&Poll.Source Contr1 1 1 entranceway collection-sparate chemicals-liquid disposal systems 6.Controllability of Systems 2 2 yes-window&lighting controls for bldg perimeter/?controls for bldg Interior 7 Thermal Comfort 2 1 1 ASHRAE stndrds for thermal comfort/monitoring system 8.Daylight and Views 2 1 1 2%D.F for 75%of space-view of exterior glazing from 90%of occupied spaces sub-total 15 7 8 0 i 1.Education 1 1 building,grounds and staff equipped to educate tisitors list innovation here 1 _ list innovation here 1 LEED Accredited Professional 1 1 architect or engineer to be LEED certified sub-total 4 2 0 0 TOTAL LEED SCORE 30 32 4 . Certified . 26 • • Sliver Level 33 . Gold Level 39 • . Platinum Level 52 • • FINAL DRAFT December 5, 2001 . ajc arcn.rccros Buildings consume nearly a third of America's energy—much of it wasted by inefficient design—while land-use decisions influence another third used in transportation. In addition, few positive examples of green design are available to the public. In fact, the curriculum embedded inmost buildings instruct as • fully and as powerfully as any course taught in it. Of the typical building, there is nothing to reflect its locality, and how it is cooled, heated and lighted is an utter mystery to its occupants. It offers no clue about the origins of the materials used to build it. The new facility ( ) will provide an occasion to promote community-involvement and educational opportunities on many levels. It will become a clearinghouse of information on resource efficiency, building materials, and green design. In fact, the learning and involvement will take place prior to the placement of a single brick or stone. The staff and Community will have opportunities for participation in the design and construction of the facility. Through an interactive charrette process, design strategies can be generated and-prioritized for inclusion into the project. There is already some commitment on the part of Tree Utah to provide assistance in the design and planting of the education park north of the site. Conveying ideas to both specialized and general audiences is an important part of the strategy of advancing change through informed citizenship. The heart of the teaching process will include an interactive data console to be located near the entrance where visitors will be able to query the building and measure its performance. The lessons conveyed by the building will be apparent throughout. It will tell its occupants, through its use of durable and low maintenance materials but high in recycled content. that resource conservation is important. It will emphasize user health and well being through the selection of low-VOC materials, paints and adhesives, and through the abundance of daylight, operable windows and 100 percent fresh air provided for all regularly occupied spaces. Both the mechanical systems and the solar design continually demonstrate methodologies for reducing energy use. It values our forests by requiring that all wood products be supplied according to the standards and specification language endorsed by the Forest Stewardship Council. The exterior stormwater basins and education park can teach the natural purification processes of ponds and marshes. as well as the restorative capabilities of green design. The learning that happens in and around this building does not stop at its boundaries. Examples: -reflective parking & paving surfaces -shaded parking lots -pervious site materials -lighting principles & practices _, . . vC.tott , ;•.,:,9171,-' • r N) '� A shared facility for a prepared community '\ ` nor oratin performance FR�� : � American incorporating p 9 highp car t.;. .„.1:-,-. Red Cross building practices rowner.witorm o* preliminary information space requirements — shared previous previous total # GSF each GASP' EMBARC SLCFD previous difference Shared Spaces Reception/Display Areib 1 @c@ 850 = 850 750 904 1,654 -804 Centralized Copy Function 1 2 @ 200 = 400 320 564 884 -484 Lg.Conference Room(35-40 capacity) 1 @ 750 = 750 1,000 464 1,464 -714 . Med.Conference Room w/coffee bar 1 a) 420 = 420 692 219 911 -491 Sm.Conference Rooms 6 !(a 216 = 1,296 160 0 160 1 136 • Commercial Kitchen/Dining/Vending 1 !ii) 1,500 1,500 2,510 1516 4026 -2526 Library 1 (,!) 600 600 0 432 432 168 General Use Restrooms M & F 8 (I) 260 :: 2,080 2,000 2204 4204 -2124 Outdoor reception dining area • Classrooms Auditorium 150 seats 1 ;4) 2,200 • 2,200 0 2168 2168 32 24 Capacity(primarily Red Cross) 3 61) 800 2.400 2.750 0 2750 -350 35 Capacity(primarily SLCFD) 2 (ri) 950 1,900 0 2592 2592 -692 Fire Training Classroom/Medical Classroom 2 .p 880 1,760 U 1 728 1 728 32 Skills Practice Room(primarily SLCFD) 1 (6) 288 • 288 0 288 288 0 Nursing Classroom &Lab I -,i) 2,750 2,750 2,/50 0 2/50 II Classroom Associated Storage CNA classroom storage 1@n 200 = 200 200 0 200 U Mannequin Decontamination 1 C� 200 = 200 266 0 266 -66 Inventory/Mannequin Storage 1 @ 600 = 600 750 0 750 -1 50 Freezer 1 '2 80 - 80 0 0 0 80 Equipment(Audio Visual) 2 6i) 64 128 0 0 0 128 Chairs/fables 2 (4) 80 160 0 192 192 -32 Computer Lab 1 @ 432 = 432 200 432 632 -200 Apparatus Bays(5) 1 (@ 10,780 = 10,780 0 8800 8800 1980 Compressor Room 1 @ 180 = 180 0 180 180 0 E.O.C./Dispatch/Emergency Service Office Suite 1 @ 7,500 = 7,500 2,860 12804 15664 -8164 Secured Storage 1 !;i) 4,000 4,000 390 4648 5038 -1 U3ti Shop 0 6u 266 = 0 266 0 266 -266 Building Maintenance Office 1 c@ 200 = 200 200 0 200 0 Laundry • • ' 1 ;a) 143 = 143 0 143 143 ° FINAL DRAFT • subtotal • 43,797 18,064 40,278 58,342 -14,545 December 5, 2001 , 1;1plC p,CllileClf ---*' . sn�Ey I : �7'�{��, a�,�w A shared facility for a prepared community 4,4 b., i.,• ,er- American incorporating high performance OMi Red Cross Together s,mh ,olife building practices preliminary information space requirements SLCFD I previals previous told # GSF each GPSF* EMBARC SLCFD previous GIfterence SLC Fire Department ; J. Community Education Staff Office Suite 1 @ ' 1,040 = 1,040 0 1040 1040 0 Medical Division Office Suite 1 @ 1,152 = 1,152 0 1 152 1 152 0 Administration Office Suite 1 @ 2,000 = 2,000 0 0 0 2000 Fire Training Division Office Suite 1 rr i 1,152 = 1,152 0 1 152 1152 0 ' Special Operations 1 rD 576 = 576 0 576 576 0 College Extension Personnel Offices U 6p 209 0 0 209 209 -209 Overflow(Future Offices) 0 (4) 144 = 0 0 144 1 44 -1 44 Video Production/Recording 1 <<3 1,272 = 1,272 0 1272 1272 0 Video Tech&Office 1 (? 570 = 570 0 570 570 U Wellness Center Fitness Room 1 dry 960 .- 960 0 960 960 0 Aerobics Room 1 rci) 1,140 - 1,140 0 1 140 1 140 0 Mud Room I r(n 1 43 143 0 143 143 U • Instructor Lockers/Showers/Restrooms 1 rw 420 = 420 0 602 602 -182 Trainee Lockers/Showers/Restrooms 1 @ 1,700 = 1,700 0 1 166 1 166 534 Radio/Small Tools Repair 1 (r 552 552 0 552 552 U SCBA Repair 1 (r) 336 - 336 0 336 336 0 . Apparatus Office 1 ai) 182 182 0 182 182 0 Storage Room 1 6 142 _ 142 0 142 142 0 Open Patio Recovery Pavilion(Outdoor) subtotal 13,337 0 11,338 11,338 1.999 • _ FINAL DRAFT December 5, 2001 oic orchlrecre .. ,,,f,, i . ,,,„,,,k1 , .. .14,.$ ot t',, .:. A ,f, . A shared facility for a prepared community ARE'. '� American incorporating high performance ,. -- mt. ---... , , DMr •1•• ' Red Cross building practices f;. ..,. , ram;we con so. aWe preliminaryinformation space requirements Red Cross and TOTALS previous previous total # GSF each GASF• EMBARC SLCFD previous difference Red Cross °' • Administration OfficevSuite 1 Cr. 2,731 = 2,731 2,731 0 2731 0 Finance/Accounting/Technology Office Suite 1 1 @ 1,463 = 1,463 1,463 0 1463 0 CNA Office Suite 1 @ 693 = 693 693 0 693 0 Hispanic Outreach Office Suite 1 (q) 812 = 812 812 0 812 0 Health&Safety Office Suite 1 (a 1,118 = 1,118 1,118 0 1 1 18 0 Mufti Use Office Suite 1 t' 639 639 639 0 639 0 HIV/AIDS Office Suite 1 t,c 825 - 825 825 0 825 0 Bookstore 1 Q�) 750 750 750 0 750 0 subtotal 9,031 9,031 0 9.031 0 total GASF 66,165 27,095 51,616 78,711 -12,546 15%circulatio , utility 9,925 4.064 7,742 11.807 -1.882 total Gross Area • 76,090 31,159 59.358 ': 90,518 -14,428 FINAL DRAFT -• December 5, 2001 oic arch,lectf A shared facility for a prepared community h.yr ,�1 American incorporating high performance pEFf wy Cro d Rass ';::, ry,r�r, CrO , building practices pre,Iiminary information Conceptual Costs cost estimate Training Center/Offices/Classrooms 48,147 SF 63 $125.00/SF $6,018,375.00 Auditorium 2,530 SF 62 $165.00/SF $ 417,450.00 Apparatus Bays and Associated Spaces 16.788 SF @ $1 10.00/SF $1,846,680.00 V Emergency Operations Center 8,625 SF. t $225.00/SF $1,940,625.00 itIl1't:,-.tc:>,t]04t.44110l 1,(44P/, t,4.. 11unt/;: . .fiikl luttY6) i47i: 12% $ 1,226,775.60 Design Fees Salt I uku City I Nit ic)I uus Soils Report Survey Construction Inspections Legal Costs Project Contingency 10% $ 1.022.313.00 1,4•:r:\.. ,,.:.••. • • I';'. .. 'I' '. t Additional Items not included in overall estimated costs I cn.cI Purchase I url list lir icy;al u i I(IJini i ici it Phone Systems Fiber Optics Savings Due to Combined Spaces Unibiriu I I.nuig'mr(.y I)1,unilnnr,I unR 11010 9,389 Sr a $225 Ur)/SI $2.1 12.325 00 Combined Training Center/Offices/Classrooms 5,039 SF (cf, $125.00/SF $ 629,875.00 Soft Costs 12% $ 329,080.00 Design Fees Salt Lake City Engineering Fees Soils Report Survey Construction Inspections• FINAL DRAFT Legal Costs December 5, 2001 Construction Contingency 10% $ 274,240.00 da.rta;:�.. :j,1'All►��!;ti!, . . I :l.L. ., .,nc, -e:)- j IY 10 a architects • ?.,,' ..J, • A shared facility • rae./., H. American for a prepared community incorporating � �'L• Retl Cross \: Together.we con sax o1:A high performance building practices 161 ye i R_ 1YY /..V ,` / FIRE ? -� j . s :"' : , ►f EMS � 1 4- ..id 4111141 ' g _ or . il ,.,, •i li..". +American Red Cross Greater Salt Lake Area Chapter . Molly Gorman Dumas Chief Development Officer Direct Line:(801)323-7029 465 South 400 East Main Number:(801)323-7000 P.O.Box 3836 Fax Number:(801)323-7018 Salt Lake City,UT 84110-3836 Statewide:(800)328-9272 Ext.3049 E-mail:mdumas@utahredcross.org ARF • W• 'gy,ye • • ' ,'= • A shared facility o % 3 �, R aos� for a prepared community incorporating high performance building practices Salt Lake Fire Department and American Red Cross ft Collaborative Building Project - Salt Lake City Council Presentation '.. May 23,2002 AGENDA Introduction of Project(4 minutes)-Susan Sheehan Project Details(6 minutes)-Kurt Cook Closing Remarks(3 minutes)-Susan Sheehan Questions and Answers(2 minutes)-Open Discussion PRESENTERS Susan Sheehan is the Chief Executive Officer of the Greater Salt Lake Area Chapter of the American Red Cross. Kurt Cook is a Battalion Chief with the Salt Lake City Fire Department. He has served with the department for 17 years. OBJECTIVES Obtain the City Council's endorsement of the project,including support of the concept and approval of joint fundraising by the Salt Lake City Fire Department and the American Red Cross. Obtain approval for funding for the acquisition of land directly north of the City's existing fire tower and station at 1900 West and 1500 South. Obtain the Council's support in fundraising efforts,including the request,acquisition and oversight of local,state,and federal grants. • • A shared facility edo American i for a prepared community incorporating ac..m nohh high performance building practices PRESENTATION OUTLINE T+- • Introduction(Susan Sheehan) �,�'• �_ �l,� August 1999. Following a tornado in downtown Salt Lake City,the need for an Emergency Operations 5- Center was identified,especially in light of pending Olympics. July 2000. During a record wildfire season,power outages hinder the Red Cross'response. The need Y : it 744.1,31 for a new Chapter headquarters,capable of operating while the power grid is down,is identified. • May 2001. The Red Cross and Fire Department explore the concept of co-location in a high performance,or green,training and emergency operations center. • September 11,2001. Lessons learned from this tragedy affirmed strong collaboration between the Fire Department and the American Red Cross in disaster mitigation and response. As we explored the prospects of building a new facility,three imperatives emerged: 1. We must respond to all disasters,regardless of magnitude or nature. 2. We must be conscientious and frugal fiscal managers of donated and tax dollars. 3. We must demonstrate preparedness and smart stewardship of our environment. II Technical Information(Battalion Chief Cook) A. Benefits of the project 1. Emergency Management a. Emergency Operations Center(EOC) Larger facility for Salt Lake City to coordinate response efforts during disasters • Located away from Salt Lake's Ground Zero Off-the-grid operation capabilities following weapon of mass destruction,earthquake, power outage,etc. • Greater access to emergency corridors:1-215,1-80,21st South,Downtown,and the Airport b. Daily Operations More efficient linkage of emergency services • Daily maintenance of EOC equipment and infrastructure provides assurance of operation when needed. Maximized use of EOC space using fire dispatch and Red Cross emergency services on daily basis. rak *Ms .>� A shared facility @ r Red for a prepared community incorporating • oR�P.., .., o,, high performance building practices 2. Financial Advantages-Green practices and co-location will result in: • $3.5 million savings in construction and design expenses • Expanded and more diverse pool of funding sources Significantly decreased campaign expenses • Energy savings of at least 50%because of high performance design • Shared costs for maintenance,copy services,food services,and others • $22,000 annual savings from re-use of water runoff from fire tower • Free space for Police Department expansion where existing Fire Administration is currently located • Increased revenue by multi-municipal training opportunities,such as Fire Academy • Consolidation of Fire Department resources,creating more efficient use of time and transportation 3. Growth Considerations-Investing in the West Side • Located in area of greatest anticipated population growth • Provides community meeting space and auditorium • Neighborhood becoming a hub of social service providers • Revitalization of blighted ground B. Plan for Partnership 1. City will own the land and building. • Red Cross will have a 100-year,prepaid lease and will share operational expenses. • City attorneys are exploring contracts. 2. We will raise$16 million in funds together. • Joint solicitation creates stronger case for support. • Red Cross Development staff has raised more than$16 million in previous capital projects. • Both agencies have strong relationships with community leaders in government,religious, foundation,and corporate sectors. • The project lends itself to untapped sources,such as Brownfields and state energy funds. 3. We will demonstrate innovation in design,collaboration and service. Innovative concept has National Red Cross attention;Chapter selected as a pilot project. High performance design and practices demonstrates City's environmental progressiveness. • QQ • A shared facility American for prepared community incorporatingRed Cross Together,»Y con sow orr high performance building practices Closing Remarks(Susan Sheehan) - ( 3i 2T�� tiv� A. Support needed from City Council .. 1. Endorse the project. Support in concept and approve the Fire Department and Red Cross soliciting a for funds together. • 2. Purchase the land. Approve funding for land acquisition for development budget for parcel north of existing fire tower and station. 3. Support efforts to seek fundraising. Approve City request,acquisition and oversight of federal/state grant funds. IV. Questions and Answers Hardman, Ellie From: Gust-Jenson, Cindy Sent: Thursday, May 23, 2002 3:27 PM To: Hardman, Ellie Subject: FW: Property Conveyance on tonight's announcements please copy for the Council Members and place at their places. Original Message From: Cordova,Linda Sent: Thursday,May 23,2002 1:45 PM To: Gust-Jenson,Cindy; Baxter,DJ Cc: Fluhart,Rocky;Weeks,Russell;Christensen,Carlton; Harvey,Marge Subject: RE: Property Conveyance on tonight's announcements I just spoke with Jeff Jensen of Landmark Title Company about this issue and he said that it would fall back on the underwriters whether they would be willing to issue title insurance without the disclaimer. He said the Railroad is giving Boyer a Special Warranty Deed, and by this deed any claim would fall back on them. Original Message From: Gust-Jenson,Cindy Sent: Thursday,May 23,2002 11:13 AM To: Cordova,Linda;Baxter,DJ Cc: Fluhart,Rocky;Weeks,Russell;Christensen,Carlton; Harvey,Marge Subject: RE: Property Conveyance on tonight's announcements Importance: High What would the consequence be if the City Administration didn't do this (based upon a request from the Council?) Original Message From: Cordova,Linda Sent: Wednesday,May 22,2002 4:57 PM To: Gust-Jenson,Cindy; Baxter,DJ Cc: Fluhart,Rocky;Weeks,Russell;Christensen,Carlton; Harvey,Marge Subject: RE: Property Conveyance on tonight's announcements Landmark Title Company is handling the closing of a property transaction between Union Pacific Railroad and The Boyer Company. Boyer is purchasing property within Block 81, which is the block located between South Temple& 100 South and 500&600 West Streets. An old railroad alignment used to go through the Block along the arc of a curve. These tracks were part of the D&RG rails that used to cross City streets and were granted the right to cross City streets by virtue of the 1906 Franchise Agreement. Union Pacific subsequently acquired all rights to previous rail companies; therefore the current owners of the rail rights-of-way. The subject parcels are not within the City streets, but rather within Block 81. In doing the title search, Landmark was confident that the descriptions in the Franchise Agreement did not include these parcels. However, to clear up any ambiguity as to the interpretation of the legal descriptions in the Franchise Agreement, they were recommending the City issue a Disclaimer, disclaiming any interest, whatever that may be, if any. The Disclaimer does not convey interest in real property, it states we have no interest. And if we are not conveying interest in value, we could not get value for interest. We could however, charge a minimum administrative fee of$350 to process the documents. If that's what the Administration would recommend. SALT LAKE CITY COUNCIL STAFF REPORT BUDGET AMENDMENT ANALYSIS - FISCAL YEAR 2002-03 DATE: May 21, 2002 BUDGET FOR: NON-DEPARTMENTAL STAFF REPORT BY: Gary Mumford cc: Rocky Fluhart, David Nimkin, Steve Fawcett, DJ Baxter The budget that the Council adopted in June 2001 for the Non-Departmental budget for fiscal year 2002-2003 was $38,693,098. Two amendments during the year increased the Non-Departmental budget for fiscal year 2002-2003 by $27,300. The Mayor's proposed amendment increases the Non-Departmental budget by $6,747,501 primarily to appropriate one-time revenue for several projects. The Council may wish to discuss the sources and uses of one-time revenue in a separate work session. Council staff can prepare a supplementary report on the one-time money. The Council may wish to focus on balancing on-going revenue with on-going expenditures and defer appropriation of any one-time money until after July 1st. Proposed Changes to the Non-Departmental Budget (General Fund) 1. $4,000,000 of one-time funds to the CIP fund for Library Square improvements - The Mayor proposes that one-time revenue be appropriated for open space improvements to the east side of the Library Square. The architectural schematic design proposals a cost between $5 to $5.5 million to develop the four acres of open space on the east side of the library block. There is $1.1 million in Library bond money available for the project. 2. $3,000,000 of one-time funds to establish an endowment for youth programs - Interest earned on the investments of the endowment funds can give serve as a base to pursue matching grants and donations. 3. $150,000 of one-time funds for operations of youth programs - The amendment proposes appropriating $150,000 as immediate seed money for youth programs operating budget. The Council appropriated $150,000 in fiscal year 2002-2003 for this purpose. 4. $700,000 of one-time funds for Olympic Legacy projects in neighborhoods - Funding for at least seven projects throughout City neighborhoods for a lasting legacy of the Olympic Winter Games. 5. $400,000 of one-time funds to match private donations to possibly retain two of the Houser sculptures - Several Alan Houser sculptures were displayed on Washington Square before and during the Olympics. A donation effort is under way. 6. $533,853 set aside of one-time funds to CIP contingency - The Administration informed Council Staff today that one-time revenue will be less than the May 7th projection by $190,863. The amendment that was presented on May 7th proposed that $724,716 be transferred to CIP contingency. The Administration is requesting the transfer be reduced to offset the one-time revenue shortfall. 7. $1,549,806 reduction of appropriations to CIP - The amendment proposes reducing the amount appropriated for local street reconstruction and traffic signal upgrades and funding a youth program endowment, Library Square improvements, and other projects with these funds. The budget maintains the 9% of on-going General Fund revenue to CIP. 8. $233,000 reduction to on-going funding of the neighborhood matching grant program - The biennial budget appropriated $350,000 each year for the neighborhood matching grant program. The Mayor proposes that for one year the appropriation be reduced because there is $233,000 of program funds unspent in the account. 9. $15,000 of on-going funds for participation in Salt Lake Community College community television project - This would be an on-going countywide project to provide community information to the public and visitors at hotels/motels. (This project is not public access TV.) 10. $8,000 additional transfer to the Insurance and Risk Management Fund for employee pay increases and benefit costs - Projected costs are greater than the amount included in the biennial budget for employees working in the Insurance and Risk Management Fund. The General Fund supports most of the costs of employees of this internal service fund. 11. $20,000 increase in cost of property insurance - The cost for property insurance has significantly increased since September 11th. The City's Risk Manager is estimating that costs will increase between 40% to 50%. The General Fund's share of the increases is estimated to be $30,000 or more rather than $20,000. 12. $33,000 increase in cost of health insurance for City's share of cost for retirees - The City pays approximately 25% of retired employees health insurance costs. These costs have increased $33,000 more than originally estimated. Potential Matters at Issue • The Council may wish to discuss the proposed funding of $4,000,000 for the Library Square open space improvements. Perhaps a fund raising campaign could generate a significant amount of funding for improvements on the Library Block. A more modest, less formal design has been suggested. The Council requested a public process for evaluating the two options. The Council may wish to defer action until the public process is completed. • The Council may wish to discuss funding for Youth Programs. The Mayor is proposing establishing a YouthCity endowment with $3,000,000 of one-time revenue. It is anticipated that this endowment will yield about $180,000 in interest annually. The Mayor is also requesting $150,000 from one-time revenue for an immediate operating budget. Another option would be to appropriate $150,000 to $180,000 from on-going funds rather than setting up the endowment. The $3,000,000 could then be appropriated for other priorities. The Council may wish to discuss with the Administration the past success of 2 receiving donations and grants for the YouthCity program and the possibility of operating youth programs with a reduced level of General Fund appropriations. The Council may also wish to discuss the prudence of supplementing the County or State's responsibilities for recreation or social services. • The Council may wish to discuss the proposed appropriation to purchase Houser sculptures. This use of one-time funds can be evaluated along with other needs of the City including deferred maintenance of streets, sidewalks, and parks. Another option would be to appropriate a lesser amount to be combined with donations to purchase one or two sculptures. The Council may wish to discuss with the Administration the success that the citizen group has had in pledges for donations. • Previously, the Council appropriated $15,627,184 for capital projects. Of this amount, $7,293,123 was available for projects after making debt payments and setting aside impact fees. The amendment proposes reducing funding by $1,549,806 to exactly the 9% level (9% of General Fund on-going revenue). These reductions are to traffic signal upgrades and local street reconstruction projects. The Council may wish to discuss this reduction taking into consideration past Council's emphasis to catch up on deferred capital projects. • The amendment proposes using $233,000 of one-time accumulations in the neighborhood matching grant account to help finance ongoing General Fund costs. This is a departure from past Council policy: One-time savings should generally be used for one-time projects rather than on-going programs. The Administration's proposal means that if the Council wishes to restore this program in fiscal year 2003-2004, new on-going funds will need to be identified. • Council Member Love asked Council staff to report on the overall economic development activities including the Economic Development Corporation of Utah (EDCU), the State Department of Community and Economic Development, the Salt Lake Chamber of Commerce, and the City's Department of Community and Economic Development. Council staff will follow up on this request. The budget includes $132,992 of funding for the EDCU and $29,527 for the Salt Lake Chamber. Previously the Council issued the following legislative intent: It is the intent of the City Council that the Administration review and evaluate the services provided by the Economic Development Corporation of Utah. 3 Proposed Budget Amendment Non-Departmental(General Fund) Fiscal Year 2002-2003 Original Adopted Proposed Proposed Programs Budget Amendment Budget Municipal Contributions/Civic Support Civic Opportunities Fund $ 15,000 - $ 15,000 Council of Governments 28,898 - 28,898 East Valley Chamber of Commerce 2,000 - 2,000 Gifts/Receptions 20,600 - 20,600 Hispanic Chamber of Commerce 1,500 - 1,500 ICMA Performance Review Program 5,200 - 5,200 Legal Defenders 295,139 - 295,139 National League of Cities 8,900 - 8,900 Sales Taxes Rebate 162,000 - 162,000 Salt Lake City Arts Council 223,600 - 223,600 Sister Cities 5,000 - 5,000 Salt Lake Chamber of Commerce 29,527 - 29,527 SLCC Community Television 15,000 15,000 SL Valley Conference of Mayors 350 - 350 Sugarhouse Park Authority 192,600 - 192,600 Tracy Aviary 200,000 - 200,000 Transitional Housing 103,000 - 103,000 U.S.Conference of Mayors 7,320 - 7,320 Utah Economic Development Corp. 132,992 - 132,992 Utah League of Cities and Towns 90,000 - 90,000 Winter Overflow Shelter 63,000 - 63,000 Youth City Government Program 7,000 - 7,000 Youth Programs Operations(one-time revenue) 150,000 150,000 Total Municipal Contributions/Civic Support 1,593,626 165,000 1,758,626 Other Programs Animal Services 805,200 - 805,200 Geographic Information System 25,000 - 25,000 Non CDBG Mailings 6,000 - 6,000 Tuition aid program 110,000 - 110,000 Washington DC Consultant 50,000 - 50,000 Total Other Programs 996,200 996,200 Debt Service-Tax&Revenue Anticipation Notes Interest Expense on Tax Revenue Anticipation Notes 1,100,000 - 1,100,000 Bonding/Note Expense 45,000 - 45,000 Total Debt Service 1,145,000 1,145,000 Transfers Debt Service-Library Bonds(CIP Fund) 6,817,883 - 6,817,883 Debt Service-Other Projects(CIP Fund) 7,584,061 (229,746) 7,354,315 Impact Fees(CIP Fund) 750,000 (100,000) 650,000 Capital Improvement Projects 7,293,123 (1,549,806) 5,743,317 CIP-Library Square(one-time revenue) 4,000,000 4,000,000 CIP-Contingency(one-time revenue) 533,853 533,853 CIP-Olympic Legacy Projects in Neighborhoods 700,000 700,000 Fleet Replacement Fund 3,949,537 - 3,949,537 Governmental Immunity Fund 1,300,000 - 1,300,000 Neighborhood Matching Grants Program 350,000 (233,000) 117,000 Street Lighting Fund 125,000 - 125,000 Accounting System Maintenance Agreement 63,000 - 63,000 Youth Program Endowment(one-time revenue) 3,000,000 3,000,000 Houser Sculptures(one-time revenue) 400,000 400,000 Total Transfers 28,232,604 6,521,301 34,753,905 Interfund Charges Information Management Services 4,886,786 - 4,886,786 Insurance and Risk Management Fund 1,540,382 61,000 1,601,382 Total Interfund Charges 6,427,168 61,000 6,488,168 Contingencies 300,000 300,000 TOTAL $38,694,398 $6,747,501 $45,441,899 4 >> i c_ �4. illta ROSS C."ROCKY"ANDERSON 1 14 i y r MAYOR No.. 1�J�. i`�l �.�� 1��..:,,rt1 SALT LAKE 2002 OFFICE OF THE MAYOR 4Q9 zooz Z 3 AVW May 21, zooi Dave Buhler, Chair Salt Lake City Council 451 South State Street, Room 305 Salt Lake City, UT 84111 Dear Council Chair Buhler: In June zoo', the City Council asked the Administration to consider alternatives to funding the City's urban forestry and street sweeping programs within the Refuse Enterprise Fund. The Council was specifically interested in identifying a funding mechanism that would require that all property owners receiving benefit from the urban forestry and street sweeping programs pay for these programs. In December zoo', I forwarded an analysis of the merits and challenges of several alternatives to the current funding mechanism for these programs to the City Council. In Fiscal Years 91-92 and 94-95 respectively, the street sweeping and urban forestry programs were transferred from the General Fund to the Refuse Fund during the annual budget adoption by the City Council. It was reasoned that since the materials collected by these programs (debris and tree limbs) are ultimately disposed of at the Salt Lake Valley Solid Waste Management Facility, they were appropriately funded within the Refuse Fund. The Refuse Fund collects fees for the urban forestry and street sweeping program on a "per can" basis. The City only provides refuse collection services to single-family residences, as well as some duplexes, triplexes and businesses that have demonstrated that contract refuse collection is not a viable option. The City does not provide refuse collection services to the majority of businesses, government agencies, non-profit organizations, and multi-family residential units. 451 SOUTH STATE STREET,ROOM 306,SALT LAKE CITY,UTAH 84111 TELEPHONE:801-535-7704 FAX 801-535-6331 As such, although residential property owners currently fund almost all of the costs to provide the urban forestry and street sweeping programs, non- residential property owners do not financially support more than a small portion of these programs while enjoying their benefits. The City Attorney has advised that the City address this inequity between residential and non- residential property owners as well as the absence of a strong nexus between the source of the revenue and beneficiary of the service. Therefore, I suggest that the most appropriate funding mechanism for these programs is the General Fund. The urban forestry and street sweeping programs provide benefit to residential and non-residential property owners alike. Funding these programs with general revenues ensures equity among all taxpayers. The result of shifting the urban forestry and street sweeping programs from enterprise to general funding would not result in a net increase in payments for the majority of Salt Lake City homeowners. In fact, many homeowners would receive a net savings from this shift. I am proposing that we unite in our commitment to address this issue, and transfer the urban forestry and street sweeping programs from the Refuse Fund to the General Fund within the current budget amendment for Fiscal Year zooz-zoo3. Sincerely, .,- Ross C. n erson Mayor RA/ag Enc. cc: Rocky Fluhart Rick Graham Kevin Bergstrom Anne Gerber Steve Fawcett FY 2002-2003 CIP Listing/with the New GF Revenue Numbers Name 2002-2003 Budget 2002-2003 Budget Mayor's Board Staff ProjectProject Description (Current )) (Mayor's Proposed) Ranking Ranking Ranking On-Going General Fund 1992-93 CIP Bond Debt Tenth-year debt service payment on a twenty-two-year commitment for a bond $5,004,872 $4,775,126 NA NA NA Service used to complete various capital improvements throughout the City. City&County Building Twelfth-year debt service payment on a twenty-year commitment for a bond $2,428,496 $2,428,496 NA NA NA Debt Service used to rehabilitate and refurbish the City&County Building. Library GO Bond Debt Fourth year debt service on Library/MHJ Block Renovation. $6,817,883 $6,817,883 NA NA NA Service Justice Court Bldg Bond First year debt service on the Justice Court Building. $150,693 $150,693 NA NA NA Debt Service Impact Fee Projects Construct various Police,Fire,Park,Road capital improvement projects $750,000 $650,000 NA NA NA identified in the limpact fee analysis,Capital Facilities Plan. Continuation of Phase II of reconstruction of perimeter road including curbing, Liberty Park striping and signage. Install new concrete bike path and other concrete walks in $2,170,000 $2,170,000 1 1 1 the park. Replace existing storm drain system,sanitary sewer system,and water service syst Amount Moved to FY 02 $400,000 Amount Remaining After Move $1,770,000 ADA Ramps/Corner Construct various ADA pedestrian ramps and related repairs to corners, $350,000 $350,000 2 2 2 Repairs including sidewalk,curb,and gutter. Amount Moved to FY 02 $200,000 Amount Remaining After Move $150,000 Public Safety Radio Radios and dispatch equipmentp Communications pa for the Police and Fire Departments. S541,000 $541,000 3 4 4 Install traffic calming devices such as bulb-outs,speed humps,raised Traffic Calming crosswalks,traffic circles and medians on streets where these types of devices $250,000 $250,000 4 5 4 are approved and deemed appropriate. Amount Moved to FY 02 $250,000 Amount Remaining After Move $0 Playground Safety& Install new ADA Compliance playground equipment that meets ADA standards. Provide resilient Poppertm Park(1350 surfacing to make the playground equipment accessible to all,and add seating $100,000 $100,000 5 7 4 East 11th Ave.) (benches)and other appropriate furnishings. Donner Trail Park Replace the old playground equipment which is dilapadated and doesn't meet Playground ADA guidelines with new playground equipment,bringing the palyground into $0 $100,000 6 3 3 compliance with ADA standards New Street Lighting Install additional lighting where needed throughout the City. S50,000 $50,000 7 17 1 Installation Washington Park Add ADA standard playground equipment. Park does not currently have a $O $100,000 8 6 5 Playground playground. Concept plans have been done. 1 FY 2002-2003 CIP Listing/with the New GF Revenue Numbers Name 2002-2003 Budget 2002-2003 Budget Mayor's Board Staff ProjectProject Description (Current) (Mayor's Proposed) Ranking Ranking Ranking ADA Transition Plan/ To correct ADA deficiencies throughout in park sites city wide. Will address on $O $50,000 9 8 6 Citywide a priority basis the most urgent needs first as defined in the inventory process. Local Street Reconstruction of deteriorated local streets to include replacement of street $2,872,123 $1,500,000 10 9 5 Reconstruction pavement,defective sidewalk,curb and gutter,and to improve drainage. Amount Moved to FY 02 $1,500,000 Amount Remaining After Move $0 Pedestrian/Bike Path Develop,design and construct pedestrian and bike paths,routes and facilities Development throughout the City. S50,000 550,000 11 NR 6 Percent for Art Provide enhancements such as decorative pavement,railings,sculptures, 560,000 $60,000 NA NA NA fountains and other works of art.1%of project cost is allocated for art projects. Contingency The amount set aside to cover unanticipated cost overruns on funded projects. $200,000 $272,317 NA NA NA Sugarhouse Business Construct new shop and storage facility. $100,000 $100,000 13 19 1 District Storage Shop Public Safety Building Major upgrades in carpet,blinds as well as garage roof maintenance. $0 $50,000 14 20 2 Upgrades Remove existing traffic signal equipment,and upgrade the intersection with Traffic Signal Upgrade mast arm poles,new signal heads,improved loop detection,and left turn $550,000 $0 No NR 1 phasing. Excess Funding that may be applied to additional CIP projects $0 M.-.. • 1 .� �I I.A � tl kir^' ; ,YW.Y � �.. A�^,� _ r f ` $ .$22,445;067 �.. '$18,215,515 'r One Time Money To design and construct a versatile open space on the east side of the Library Library Square Legacy block that can support large periodic gatherings,festivals,and concerts and will $4,000,000 Park serve to activate the block,and provide a central civic gathering space for the neighborhood Contingency Set-Aside Funds which will be set aside to address currently unforseen needs. $724,716 Washington Square Alan To provide for the purchase of up to two of the Alan Houser sculptures(with Houser Sculpture Project matching funds from donations)which were exhibited on Washington Square $400,000 prior to,and during the Olympics. Olympic Legacy Projects To provide for various Olympic related CIP projects within city neighborhoods. $700,000 in Neighborhoods General Fund On-Going Funding $21,945,067 $18,215,515 One-Time Money $5,824,716 Total $21,945,067 $24,040,231 2 FY 2002-2003 CIP Listing/with the New GF Revenue Numbers Amount Amount Funded by Mayors Board Staff Project Name Project Description Requested Council Ranking Ranking Ranking .Jordan River Parkway- Extend the Jordan River Trail System under 1-80,allowing for the connection of $860,000 $0 13 2 1-80 to NT existi e - ,meats of the trail throu• • the coon . Jordan River Parkway- Design and construct a new security lighting system to enhance and protect theI $100,000 $0 14 8 Security Lighting trail during the night. This will be a continuation of lighting segments currently complete,or under construction to complete lighting throughout the Jordan River Trail s to . Design and construct a new irrigation system to replace the existing manual $300,000 $0 15 7 •_L s stem in the••rk, .Street Lighting Replace the existing street lighting system along 700 E.from S.Temple to 2700 $300,000 $0 16 2 Ukr rades 700 E.to ST S. I 900 E dt 900 S. Rehabilitate streetscape infrastructure at intersection of 900 E and 900 S to $300,000 $0 18 3 Streetscape Upgrade include removal and replacement of deteriorated curb and gutter sidewalk,on street•_rki •area and intersection •-vi •. .Public Safety Building Major upgrades in carpet,blinds as well as garage roof maintenance. $50,000 $0 20 2 Upgrades Amount Amount Funded by Mayors Board Staff Project Name Project Description Requested Council Ranking Ranking Ranking 1 ., .4., (.A •r,4 �' ,�' r , f�__"_J., `!`�..•.::�.`r �'�2�'�."gym ^^• e - _ - •-,, t,,4 r fTs 0a•;� 1 ;2- ,riy. ,ti�'r::': •4 . r liw,..,...,,,,___._.. ,,_ :___,..,,,L,i,..,_,_.. . tr--' ,_r- .-t-.ter ........ :.,�,.� .__ w.__.r....,_ �-,.'..,,'.� ,�_ ,� pi. k t .r a a �. , ,:�y,r 1 4t•^k �, r v; $84,000 ;i 11 21 i .�. .t , r 1,619;.-.:; ' ;, . 12 g � , i,,a;-. r'i ii, S r.::3: 'i..`. " ,a ' ' „Sgirt,'--1?,. • ' „� 22 f c ,to fit , ,400,000. ;?, 21 23 y ✓.. � � r L �, t _t.,� y i�.'�+� rr< • ,'y7t".' i, i. = x taI.�� ., t,. 1a r1 y_ I.r, , L. x,, J E ,�_c.-. • ildreti'!1�y � $69,159 24 22 ..:...... .....a -'P' _ _ .....- ,. .,:-,,-, , .t. a _.Jx',•-.41,,.1�-4' ,� n t$170,000,, ;> , .. ,Y. p .a;:3,, 23 25 ,. ' 4 3. "ail`"'.. a' • 4.'7e,4 ..,0. 4. ti k r• . ._.l _`_.1,,.f _ _._.,. ...4. t-Lx., ,J_,.Cw• — MS-.", t,,,. 1,000 :n 'i,t�y� ,,,•y 1 �"' 4'+4'24;. 26 .a• 'I f ifl• . „( ,,-2,: 1 .�.Uil „ 1,� ' ?y9lknv '�' ♦ �iS h ��_• ,r�'U �+s 'F'- '•'�." Projects requested,but unfunded for FY 03 krr •-, :.^.,4,,,,40?„1.irri.4i Projects which were newly requested for FY 03 3