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04/05/2022 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION April 5,2022 Tuesday 2:00 PM Council Work Room 451 South State Street Room 326 Salt Lake City,UT 84111 SLCCouncil.com 7:00 pm Formal Meeting Room 326 (See separate agenda) Welcome and public meeting rules In accordance with State Statute and City Ordinance,the meeting may be held electronically.After 5:00 p.m.,please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters.The public is welcome to listen.Items scheduled on the Work Session or Formal Meeting may be moved and /or discussed during a different portion of the Meeting based on circumstance or availability of speakers. Please note:Dates not identified in the FYI -Project Timeline are either not applicable or not yet determined.Item start times and durations are approximate and are subject to change at the Chair’s discretion. Generated:08:25:31 The Council has returned to a hybrid meeting approach.The hybrid meeting enables people joining remotely or in-person to listen to the Council meeting and participate during public comment items. Public Comments:The public can give comments to the Council during the meetings online through Webex or in-person in Room 326 of the City and County Building.In-person attendees can fill out a comment card and online participants will register through Webex in order to be added to the comment queue. Agenda &Registration Information:For more information,including Webex connection information,please visit www.slc.gov/council/virtual-meetings.(A phone line will also be available for people whose only option is to call in.) Public Health Information:Masks are no longer required in City Facilities,but are welcome for any attendees who prefer to continue using them.We will continue to monitor the situation take any reasonable precautions for the public and staff. Work Session Items 1.Informational:Updates from the Administration ~2:00 p.m. 30 min. The Council will receive information from the Administration on major items or projects in progress.Topics may relate to major events or emergencies (if needed),services and resources related to people experiencing homelessness,active public engagement efforts,and projects or staffing updates from City Departments,or other items as appropriate. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Recurring Briefing Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -n/a 2.Informational:Equity Update ~2:30 p.m. 15 min The Council will hold a discussion about various initiatives led by the City's Office of Equity and Inclusion.These initiatives include,but are not limited to,improving racial equity and justice in policing.Discussion may also include updates on the City's other work to achieve equitable service delivery,decision-making,and community engagement through the Citywide Equity Plan,increased ADA resources,language access,and other topics addressed in the ongoing work of the Human Rights Commission and the Racial Equity in Policing Commission. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Recurring Briefing Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -n/a 3.One-year Action Plan for Community Development Block Grant &Other Federal Grants for Fiscal Year 2022-23 Follow-up ~2:45 p.m. 45 min The Council will receive a follow-up briefing about the Mayor’s funding recommendations and an appropriations resolution that would adopt the One-year Annual Action Plan for Fiscal Year 2022-23.The plan includes Community Development Block Grant (CDBG)funding,HOME Investment Partnership Program funding,Emergency Solutions Grant (ESG)funding,Housing Opportunities for Persons with AIDS (HOPWA)funding.The resolution would approve an Interlocal Cooperation Agreement between Salt Lake City and the U.S.Department of Housing and Urban Development (HUD). FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,March 22,2022 and Tuesday,April 5,2022 Set Public Hearing Date -Tuesday,February 15,2022 Hold hearing to accept public comment -Tuesday,March 22,2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 19,2022 4.Ordinance:Community Recovery Committee ARPA funds ~3:30 p.m. 30 min The Council will receive a briefing about a proposal that would amend the Salt Lake City Code to establish a new City board to assist with and oversee the distribution of American Rescue Plan Act funds (ARPA)in the proposed Community Grants Program.A total of $4 million would be split:$2 million for business assistance grants managed by the Economic Development Department and another $2 million for nonprofit assistance grants managed by the Community and Neighborhoods Department. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -Tuesday,April 19,2022 5.Tentative Break ~4:00 p.m. 20 min. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -n/a Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -n/a 6.Informational:Plan Status Updates from the Community and Neighborhoods Department (CAN)~4:20 p.m. 45 min. The Council will be briefed by Community and Neighborhoods Department (CAN)staff about projects currently in process that may have an impact on the growth and development of the City. The projects may include housing-related ordinances and plans,zoning and planning changes that affect the density and growth,an overview of the master plans that have been adopted and are in the process of being updated and any other related issues that impact the function of City neighborhoods and businesses that comes under CANs responsibilities. The goal of the briefing is to give the Council a holistic view of these many projects and how they interact with each other,so that the Council has the full picture of related work when being asked to consider various projects that come before them for consideration. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -n/a 7.Resolution:Annexation at approximately Rose Park Lane and 2350 North (Hunter Stables)~5:05 p.m. 20 min. The Council will receive a briefing about the Hunter Stables annexation application and petition located at approximately Rose Park Lane and 2350 North.The City Council has 14 days from the date of receipt (March 24,2022)by the Recorder’s office to accept or deny the Petition,which includes the application.This particular Petition is being added to the agenda for Council consideration again,as a result of the County Council's recent resolution agreeing to support Salt Lake City in the annexation proposed. If no action is taken within the 14-day window,the Petition will be considered accepted. Accepting the Petition is not approval of the annexation request.Acceptance begins the next step in the annexation process which includes notices sent to property owners,a protest period and the final consideration by the Council.The designation of the zoning of the property will be considered throughout the process and defined in the ordinance considered by the Council.The Council has the option to request Planning Commission review the petition in their public meeting,and forward a recommendation on the proposed annexation and zoning. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -Tuesday,April 5,2022 8.Ordinance:Public Lands Twenty-Year Master Plan,Reimagine Nature ~5:25 p.m. 45 min. The Council will receive a briefing about the City’s Twenty-Year Public Lands Master Plan, Reimagine Nature.This is a Citywide long-range vision for creating a sustainable system of parks,natural lands,and urban forests,including special places like the Salt Lake City Cemetery and the Regional Athletic Complex.The scope,scale and form of implementation will be determined through development of individual projects and initiatives in coming years, beginning with more detailed Public Lands Department Five-Year Strategic Plans. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -Tuesday,April 5,2022 Hold hearing to accept public comment -Tuesday,April 19,2022 at 7 p.m. TENTATIVE Council Action -Tuesday,May 3,2022 9.Board Appointment:Historic Landmark Commission –Amanda De Lucia ~6:10 p.m. 5 min The Council will interview Amanda De Lucia prior to considering appointment to the Historic Landmark Commission for a term ending April 5,2026. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -Tuesday,April 5,2022 10.Board Appointment:Sugarhouse Park Authority Board of Trustees –Richard Layman ~6:15 p.m. 5 min The Council will interview Richard Layman prior to considering appointment to the Sugarhouse Park Authority Board of Trustees for a term ending April 5,2026. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -Tuesday,April 5,2022 11.Board Appointment:Utah Performing Arts Center Agency –Katie Hansen ~6:20 p.m. 5 min The Council will interview Katie Hansen prior to considering appointment to the UPACA Board for a term ending April 5,2026. FYI –Project Timeline:(subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 5,2022 Set Public Hearing Date -n/a Hold hearing to accept public comment -n/a TENTATIVE Council Action -Tuesday,April 5,2022 Standing Items 12.Report of the Chair and Vice Chair Report of Chair and Vice Chair. 13.Report and Announcements from the Executive Director Report of the Executive Director,including a review of Council information items and announcements.The Council may give feedback or staff direction on any item related to City Council business,including but not limited to scheduling items. 14.Closed Session - - The Council will consider a motion to enter into Closed Session.A closed meeting described under Section 52-4-205 may be held for specific purposes including,but not limited to: a.discussion of the character,professional competence,or physical or mental health of an individual; b.strategy sessions to discuss collective bargaining; c.strategy sessions to discuss pending or reasonably imminent litigation; d.strategy sessions to discuss the purchase,exchange,or lease of real property,including any form of a water right or water shares,if public discussion of the transaction would: (i)disclose the appraisal or estimated value of the property under consideration;or (ii)prevent the public body from completing the transaction on the best possible terms; e.strategy sessions to discuss the sale of real property,including any form of a water right or water shares,if: (i)public discussion of the transaction would: (A)disclose the appraisal or estimated value of the property under consideration;or (B)prevent the public body from completing the transaction on the best possible terms; (ii)the public body previously gave public notice that the property would be offered for sale;and (iii)the terms of the sale are publicly disclosed before the public body approves the sale; f.discussion regarding deployment of security personnel,devices,or systems;and g.investigative proceedings regarding allegations of criminal misconduct. A closed meeting may also be held for attorney-client matters that are privileged pursuant to Utah Code §78B-1-137,and for other lawful purposes that satisfy the pertinent requirements of the Utah Open and Public Meetings Act. CERTIFICATE OF POSTING On or before 5:00 p.m.on _____________________,the undersigned,duly appointed City Recorder, does hereby certify that the above notice and agenda was (1)posted on the Utah Public Notice Website created under Utah Code Section 63F-1-701,and (2)a copy of the foregoing provided to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any others who have indicated interest. CINDY LOU TRISHMAN SALT LAKE CITY RECORDER Final action may be taken in relation to any topic listed on the agenda,including but not limited to adoption,rejection,amendment,addition of conditions and variations of options discussed. The City &County Building is an accessible facility.People with disabilities may make requests for reasonable accommodation,which may include alternate formats,interpreters,and other auxiliary aids and services.Please make requests at least two business days in advance.To make a request,please contact the City Council Office at council.comments@slcgov.com,801-535-7600,or relay service 711. Administrative updates April 5, 2022 COVID 19 update Current status Last week, Utah Department of Health released additional details about Utah's "steady state." Free testing is shutting down and people should seek treatment with their regular providers. Vaccines are still available widely and for free at community clinics and pop-up locations. The County and the State have begun to update data dashboards weekly instead of daily. The County dashboard will focus on hospitalizations, deaths, vaccine coverage, and outbreaks rather than individual cases of illness in our community. The transmission index will no longer be used. People should refer to the CDC COVID-19 Community Levels. In our weekly updates to you, we'll be showing you the wastewater tracking results instead of the county testing bar graph. New county weekly summary: Second boosters now allowed for certain populations CDC updated recommendations allow certain immunocompromised individuals and people over the age of 50 who received an initial booster dose at least 4 months ago to be eligible for another booster. National Wastewater Surveillance System (NWSS) CDC’s NWSS works with local health departments to track SARS -CoV-2 levels in wastewater so communities can act quickly to prevent the spread of COVID-19. Wastewater sampling is considered an accurate early leading indicator of whether COVID-19 is spreading in a community, especially when testing is not timely or publicly recorded. Find local data at deq.utah.gov/water-quality www.slc.gov/feedback/ Regularly updated with ways to engage with the City. Community Engagement Highlights Engagement Effort Lead Department / Division Status Affordable Housing Overlay​Planning​ Active, Public Engagement is being planned with a citywide mailer in April. Visit www.slc.gov/planning/affordable -housing for information on upcoming virtual and in-person open house events. Thriving In Place​Community and Neighborhoods Survey is Open and Website is live at thrivinginplaceslc.org Glendale Water Park​Public Lands / Parks​Active, Public Engagement​. Survey Open -will close April 16th Ballpark Station Area Plan​Planning​Active, Public Comment Period​ Shelter Zoning​Planning​ Removal -@ Council / ​Rewrite -Internal analysis of factors to consider for future HRC locations will be complete by end of March, stakeholder engagement will start in April. Northpoint Small Area Plan Update​Planning​Ongoing Community Engagement, draft plan expected in June, Public comment will continue during that time and through the adoption process. Downtown Plan Implementation​Planning​ Public Input Phase, draft ordinance expected April 1st. There will be an internal review with a public release of the draft in second half of April. Followed by adoption process. ​ 1300 East Reconstruction Transportation Stakeholder meeting continue 1100 East Reconstruction Transportation Meeting with constituents (typically on-site) as necessary as part of on-going outreach 200 South Reconstruction Transportation There was a high level of awareness about the project and overall support. We didn’t encounter big concerns about parking loss that we were expecting (angled parking 400 W –200 W). Engagement Effort Lead Department / Division Status 2700 South Restriping Transportation Public outreach efforts (webpage, flyers, Community Council meetings, etc.) will begin soon on this upcoming resurfacing project 400 South Bus Stop Improvements Transportation Email outreach is on-going and yard signs and postcards have been sent out 600 North and 1000 North Bus Stop Improvements Transportation Sending 6000 postcards on the Westside with information about new bus service, bus stops, On-Demand, and Change Day (in a unified message) Capitol Hill Traffic Calming Transportation Actively working with Constituents to develop public engagement materials and project messaging UTA (All Service)Transportation The comment period for August 2022 Change Day is now open (significant changes planned for the bus network within Salt Lake City) 900 South Reconstruction/9-Line Trail Transportation Transition from design to construction engagement, construction begins in April 300 North Bridge Transportation Contractor’s public engagement consultant is sending weekly emails (noisiest part of construction is over) Avenues Streets Restriping Transportation Online surveys about five street redesign opportunities (Virginia, B, 3rd, 11th, Terrace Hills) are now open -Community Council meetings and newsletter information is coming soon Community Renewable Energy Program - Plan for Low-Income Assistance Sustainability Hosted informational meetings the first week of March for community partners to work on policies, communications plan, survey distribution, and hosting community meetings Resident Food Equity Advisors Sustainability The department is seeking applications through March 6th for the next cohort to begin in mid-April. Engagement Effort Lead Department / Division Status City Creek Water Treatment Plant upgrades Public Utilities Active and long-term. Plant to be rebuilt in phases so water treatment can continue uninterrupted. Step 1 underway, which includes retaining wall construction from early April to Memorial Day. Watershed Management Plan update Public Utilities Active. A stand-alone project website is currently under construction. Area stakeholders (officials from nearby cities, ski resort representatives, canyon property owners, recreational groups to name a few) will be joining us in initial engagement with through May 2022. Rose Park Jordan River Project (at Cornell St.)Public Utilities This stormwater treatment project is functionally complete, with spring landscaping coming in the next few weeks.. East West Conveyance Line Project Public Utilities In final stages of construction at Forest Dale Golf Course. Construction is anticipated to finish in late Spring 2022. State Street Waterline (1st Ave. to 200 North)Public Utilities Active. Replacing a key waterline, 100+ years old. Project includes sewer rehab work, replacement of residential water meters. Significant public impact expected on north State St. Water Reclamation Facility Public Utilities Long-term project. Active. Currently determining appropriate time/date for a public open house (probably a hybrid event with Zoom and in-person) in May. Proposed utility rate increases Public Utilities Departmental budget is being finalized. Following budget presentation to the Mayor, we will initiate mailed proposed rate increase notices to our City and suburban customers. Engagement Effort Lead Department / Division Status East-West Connections Transportation Survey is active. The City is applying for a federal grant for a 3-year comprehensive planning, engineering, and environmental study of east-west connections across I -15 and railroad tracks, particularly for people walking, bicycling, or taking transit. The project will identify specific ways to improve these crossings for safety, comfort, and travel time reliability. Please submit comments to be included with the grant application to demonstrate community need. Comments will be accepted through Sunday, April 10th www.slc.gov/feedback/ Homelessness Update: HRC and Overflow Occupancy March 14th -18th STH -1000 West Men's HRC STH -King Women's HRC STH -Miller Mixed HRC Total St Vincent de Paul Shelter Capacity 300 200 200 700 Avg number of beds occupied/night 295 192 198 685 62 Avg number of beds unoccupied/night 5 8 2 15 Avg % of beds occupied/night 98.2%96%99%97.9% Avg % of beds unoccupied/night 1.8%4%1%2.1% Cleaning and Abatements -South Temple-200 South area -Victory Road/ Foothills-hill conditions make it difficult to clean. Current support efforts include toilets, handwashing stations and regular trash pick -up on site. Increased outreach and services in coming weeks Recent Resource Fair -Friday April 8th @ Victory Road Kayak/ Bicycle Court -Friday April 15th @ Jordan River Trail Winter Overflow Report -SLVCEH, HEART & SLC Police working on post -closure report. -Will be available in May and council members are welcome to meet and discuss the report with the group. Homelessness update Homelessness Overflow Shelter status 801-990-9999 •St. Vincent de Paul -open nightly until April 15 •Scattered Motel Rooms -24/7-referral only from HRC's -open until June 30 •High Needs Temporary Housing Program (formerly the Ramada Inn motel rooms) -referral-only hotel rooms for elderly and medically vulnerable people - open 24/7 -moving back to HRC's by April 15 •Redwood Overflow Beds (formerly the Ramada Inn common areas) -open nightly from 7pm –6:30am -open until April 15 •The best way to access emergency shelter beds is:801-990-9999 Next Winter Overflow Planning (HB 440) •Develop new housing options •Currently-Conference of Mayors meetings •Subcommittee setting up needs and standards w/ SLVCEH & SLCo •Summer-Potential locations identified/ evaluated •By Sept 1-Winter overflow plan submitted to State office of Homeless Services •If no plan submitted/ approved, back up options available: •State owned property (with distancing restrictions) •Increase current HRC capacities by up to 25% •Identify other locations (i.e. motels, etc) and override local zoning restrictions Homelessness update Homelessness: Downtown Business Update •Short Term Shelter: •Camping Enforcement + Winter Overflow (MVP Program, nightly beds, Q & I) •City Services Funding: •$2.75M State Homelessness Mitigation Funds •Law Enforcement High Utilizers: •SLCo/ SLC/ Justice Court/ Jail/ LDA/ DA working group •Top 20 staffing mtgs •Jail discharge services enhanced •National Best Practices recommendations •Increased Behavioral Health Supports: •Limited additional funding from State Legislature •No-refusal Receiving Center opening 2023 •Supportive, Deeply Affordable Housing: •State Leg: $128M requested, $55M funded CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Ben Luedtke Budget & Public Policy Analyst DATE:April 5, 2022 RE: Federal HUD Grant Appropriations 2022-2023: Community Development Block Grants (CDBG), Emergency Solutions Grants (ESG), HOME Investment Partnership and Housing Opportunities for Persons With AIDS (HOPWA) NEW INFORMATION At the March 22 briefing, Council Members discussed an interest in spreading some grant funds to new applicants to help grow programs and improve equity. Increasing funding for domestic violence survivor services was also discussed, how it’s a significant cause of homelessness and these types of crimes have risen since the pandemic began. The Council requested a briefing on the Ballpark Station Area Plan draft to help provide context on the City’s overall planning and funding strategy including CDBG Neighborhood Improvements #1 application. Several potential funding shifts and application-specific questions were raised which are detailed below in order of appearance on the Funding Log (Attachment 2). CDBG Public Services #2 Catholic Community Services Case Manager at Weigand Center Request is $50,000 and recommended funding of $35,000 Some Council Members expressed interest in avoiding partial funding of case manager full time employees (FTEs). The applicant also applied for Community Reinvestment Act (CRA) funding from a bank to cover the other half of the FTE cost which has not been secured at the time of publishing this staff report. The $50,000 request represents 6% of the applicant’s total budget and is estimated to serve 45 very low-income clients. CDBG Public Services #13 Transportation Division Low Income Transit Passes Request is $45,000 and recommended funding of $30,000 The discounted low-income passes are a partnership between the Utah Transit Authority (UTA) and Salt Lake City which builds upon the existing HIVE Pass partnership. UTA covers 75% of the discount for low-income passes and the City covers the remaining 25% for a cost of $21 per pass. This is a greater discount than the HIVE Pass which costs $42. At the recommended funding level, 143 individuals are anticipated to use the passes over the course of one year. The passes are provided to five homeless service providers for distribution to clients. Unused HIVE Pass Funding – The Council may wish to ask the Administration if there is unused existing budget for HIVE Passes that could be used for low-income transit passes instead of CDBG funding. HIVE Pass utilization is reported to be down significantly since the pandemic began. This approach might be a one-time funding opportunity if HIVE Pass utilization increases to pre-pandemic levels in future years. Project Timeline: Set Date: February 15, 2022 1st Briefing: March 22, 2022 Public Hearing: March 22, 2022 2nd Briefing: April 5, 2022 3rd Briefing: April 12, 2022 (if needed) Potential Action: April 19, 2022 Page | 2 CDBG Public Services #15 Shelter the Homeless HRCs Meals Request is $136,130 and recommended funding of $57,778 The applicant’s total annual meal budget for the Gail Miller and Geraldine King Homeless Resource Centers (HRC) is $663,400. In 2021, 341,923 meals were provided. At the time of publishing this staff report $330,000 or 49% of the total funding need has been secured. Other funding requests are pending from charitable organizations. Neither the State nor County have provided funding for meals at these two HRCs in Salt Lake City. Shelter the Homeless plans to submit to the County’s CDBG and ESG process an identical request to this one. The recommended funding level represents 9% of the annual meals budget. Shelter the Homeless provides hot lunches and dinners while the HRC specific operators provide breakfasts which are mostly sourced from food donations. The HRCs have provided three meals a day since opening. CDBG Public Services #16 South Valley Sanctuary Domestic Violence Case Manager and Housing Request is $100,000 and recommended funding of $50,000 The requested amount would fully fund a case manager FTE and is estimated to provide housing assistance to 15 households in Salt Lake City. The applicant states that “the largest cuts accompanying the $50,000 award would come from the housing assistance money as a case manager is crucial to spending down and reporting on this grant.” The funding provides case manager services exclusively for Salt Lake City residents which would likely be cut without some CDBG funding due to significant unexpected cost increases this year. The applicant has not secured other funding to cover the $50,000 shortfall under the recommended funding amount. The $100,000 request represents 4% of the applicant’s total budget but 21% of the program budget. The applicant partners with the City Main Library downtown to provide services in addition to homeless service providers. CDBG Public Services #17 The Children’s Center Therapeutic Preschool Program Request is $110,000 and recommended funding of $55,000 The requested funding represents 4% of the applicant’s program budget. The current year program budget has secured 58% of the $2.6 million total need. 15 grants from charitable and private entities have been secured for a total of $292,925. The program was forced to reduce the number of children in each class due to the lack of COVID vaccination options and to limit potential exposures. This resulted in less funding for the program. Other agencies working with young children and childcare providers (e.g., YouthCity program) reported similar issues. CDBG Public Services #21 The Road Home Magnolia Apartments Request is $222,000 and recommended funding of $0 The apartments have been full since opening and tenants receive intensive case management and services on- site. The Road Home operates the building and reports one case manager FTE is currently vacant. The requested funding would provide three case manager FTEs and one supervisor. It’s unclear whether these are new positions or existing and how the FTEs would be funded absent this request. The City provided a 99-year ground lease of the property at a cost of $1/month and a $1 million Housing Trust Fund loan for construction of the 65- unit permanent supportive housing development. It’s worth noting that The Road Home submitted 10 applications across three of the HUD grants (all but HOPWA). Staffing Levels and Permanent Supportive Housing Status – The Council may wish to ask the Administration if The Magnolia needs additional staffing to fully meet the intended permanent supportive housing services and to what extent this application represents new FTEs or changing the funding source for existing FTEs. CDBG Public Services #25 YWCA Women in Jeopardy Program Request is $172,161 and recommended funding of $0 The applicant reports that if $30,000 were awarded, then part of a shelter advocate FTE would be funded; if $50,000 were awarded, then part of a housing case manager FTE would be funded; if $100,000 was awarded, then a housing case manager FTE would be fully funded, and any remaining amount would support a shelter advocate or assistant director FTE. The different positions that would be funded based on the awarded amount was considered by the advisory board as lacking clarity in the budget narrative. Two other areas that resulted in a relatively low application score are relatively high turnover in key staff positions and noncompliance with a new Violence Against Women Act (VAWA) nondiscrimination and fair housing requirement for service availability regardless of sex, sexual orientation, and gender identity. The YWCA domestic violence shelter services are limited to women and children and excluding men conflicts with the new VAWA requirements. The downtown YWCA location is the largest domestic violence shelter in the state. Bringing Program into VAWA Compliance – The Council may wish to ask the Administration if the applicant plans to adjust their program to satisfy new VAWA requirements. Page | 3 HOME #2 Neighborworks Affordable Home Buydown Program Request is $315,000 and recommended funding of $0 The Council asked why this application scored relatively low this year. Factors include greater competition this year from larger dollar amount requests and two new applications, lack of clarity in the applicant’s responses to Board questions particularly the need to develop program guidelines, policies and reporting, a lower number of benefiting residents compared to HOME #1 Community Development Corporation’s Down Payment Assistance program, and a Board preference this year to prioritize rental assistance and low-income assistance programs. HOME #3 HOME Development Fund Request is $900,000 and recommended funding of $317,448 HUD requires 15% of the City’s HOME grant award go to Community Housing Development Organizations (CHDO) and qualifying programs. None of the HOME application this year qualify for CHDO based on HUD’s specific criteria including who serves on entity’s governing boards, their legal status, capacity and as a private nonprofit which is certified annually with the City. CHDO funding must be used to create new low-income housing for rent or ownership. The Department clarified that the “last round of CHDO awards, completed in FY2020, included applications from three community CHDOs and fulfilled our CHDO requirement up until FY 2021.” A minimum of $146,229 must go to a CHDO based on the current estimated HOME grant award. Four organizations in the City are certified as CHDOs: Community Development Corporation of Utah, Neighborworks Salt Lake, The Road Home, and the Utah Nonprofit Housing Corporation. However, none of the four organizations submitted applications for CHDO qualifying uses this year. Holding Account and Policy Discussion – The Council may wish to discuss with the Administration the idea of placing CHDO funding in a HOME Development Fund holding account pending a policy discussion about the program and how it relates to the “one-stop shop” housing development in the RDA policy goal. Encourage More CHDO Qualifying Applications – The Council may wish to ask the Administration how the four CHDO certified organizations in the City could be assisted in submitting more qualifying applications. The Council may also wish to ask if there are alternative approaches such as a multi-year CHDO funding opportunity like in FY2020.  Information below was provided to the Council at earlier briefings  ISSUE AT-A-GLANCE The U.S. Housing and Urban Development (HUD) Department’s annual grant programs are one of the most significant ongoing funding sources the City receives from the Federal Government. Fiscal Year 2023 is subject to the 2020-2024 Consolidated Plan which introduced new funding goals, strategies, and a targeted area for spending CDBG dollars on public infrastructure and economic development. See the additional info section for the goals and strategies applications must advance to qualify for these grant funds and Attachment 3 for a map of the target area. The Council is scheduled to hold a hybrid public hearing on Tuesday, March 22 to hear from the public and grant applicants regarding community needs for the 2022-2023 funding cycle. As seen in most years, the requested funding from applicants is significantly greater than available funds. Requests are 162% of available funding: $11,389,939 is requested compared to $7,028,013 in available funding. HUD has not provided Salt Lake City’s final grant award amounts. The available funding could change based on HUD’s pending confirmation of the amounts. The resident advisory boards provided recommendations in case funding is more or less than estimated. The board’s recommendations are shown on the Funding Log at the end of each grant and a summary table in the additional info section below. The table below summarizes requested and available funding by grant. Note that the HOPWA grant has more funding available than requested. HOPWA grant awards to the City have more than doubled in the last seven years. Funding awards for the other three grants have not seen similar increases. Page | 4 Gran t Re q u e st A v ai l ab l e Re q u e s t s as % o f Fu n din g A v ai lab l e CDBG 7 ,0 0 6 ,2 3 7$ 4 ,6 7 0 ,5 1 7$ 1 5 0 % ESG 1 ,2 7 5 ,82 7$ $ 3 2 6 ,2 6 7 3 9 1 % HOME 2 ,3 0 3 ,4 85$ 1 ,1 2 1 ,1 0 3$ 2 0 5 % HOPWA 80 4 ,3 9 0$ 9 1 0 ,1 2 6$ 88% TOTA L 1 1 ,3 89 ,9 3 9$ 7 ,0 2 8,0 1 3$ 1 6 2 % Goal of the briefing: Discuss the Council’s federal grant priorities, ask questions about specific applications and allocate funding across eligible programs and projects. Minimum Funding Level Five years ago, the City established a minimum funding level for grant awards. HUD recommends a $35,000 minimum award for projects. Housing and Neighborhood Development (HAND) recommends $30,000 after consultations with applicants. The minimum award is aimed at maximizing community benefits from grant awards. The intent of this policy is to balance the burden for the Administration and recipient organizations to manage grant funds with the goal of having positive impacts in the community. This year, no applications were disqualified for requesting less than the minimum funding requirement. Scoring Applications and Funding Recommendations CDBG and ESG projects receive scores and funding recommendations from the CDCIP Board. HOME and HOPWA projects receive funding recommendations from the Housing Trust Fund (HTF) Advisory Board. The advisory board funding recommendations are provided to the Mayor and City Council. The Council receives another set of funding recommendations from the Mayor. The final decision is made by the Council for grant award amounts. Attachment 1 shows projects ranked by the combined score within each grant category. Attachment 2 is the funding log for all four federal grants which has more details than Attachment 1 such as project and program descriptions and prior year award amounts for returning applications. The funding log combines advisory board and Administration scores as shown in the far-right column where maximum potential scores are also shown. Funding Log Trends Council staff noticed the following trends after reviewing the funding logs: - Identical Recommendations – The advisory board and mayoral funding recommendations are identical for all four grants - New Applications – This year there are 14 new applications for CDBG, five for ESG, two for HOME and no new applications for HOPWA. New applications with funding recommendations are: o CDBG Housing #2 First Step House Recovery Residence Rehabilitation o CDBG Housing #3 International Center for Appropriate and Sustainable Technology (ICAST) Decarbonizing Supportive Housing o CDBG Housing #6 Neighborworks of Salt Lake Home Rehabilitation and Improvement o CDBG Neighborhood Improvements #1 City Transportation Division Ballpark TRAX Accessible Pedestrian Crossing o CDBG Public Services #2 Catholic Community Services Case Manager at Weigand Homeless Resource Center o CDBG Public Services #17 The Children’s Center Therapeutic Preschool Program o CDBG Public Services #20 The Road Home Housing Staffing o ESG Part 1 #2 Family Promise Salt Lake Community Family Shelter o ESG Part 2 #4 The Road Home Homelessness Prevention o HOME #4 South Valley Sanctuary Domestic Violence Survivor Housing Assistance - Disqualified Applications – No applications were disqualified across the four grants this year - Returning Applications without Funding Recommendations – There are seven returning applications that received grant awards in recent years but did not receive funding recommendations this year: Page | 5 o CDBG Public Services #3 Community Development Corporation Housing Counseling o CDBG Public Services #18 The Inn Between End of Life Care and Medical Respite o CDBG Public Services #19 The Road Home Gail Miller Resource Center o CDBG Public Services #25 YWCA Utah Women in Jeopardy Program o ESG Part 1 #1 Catholic Community Services Weigand Homeless Resource Center Client Intake and Operations o ESG Part 1 #7 The Road Home Gail Miller Resource Center o ESG Part 2 #1 Utah Community Action Diversion Program Increasing CDBG Housing Category Funding The chart below compares the annual funding in the housing category of CDBG over seven fiscal years. The Council identified affordable housing as a priority several years ago. The chart shows that a greater amount of CDBG funding has gone to housing in recent years. It’s important to note that the Council’s policy guidance is aligned with increasing CDBG housing funding. The funding over seven fiscal years is $11,799,167 in total assuming the FY2023 recommended amounts are approved by the Council. The funding has gone to several housing assistance programs during this time and some applications have been included every year. Examples of how this funding was used are first time homebuyer assistance, rehabilitation of existing housing, emergency home repairs (large and small), and accessibility improvements. $1,130,000 $1,415,000 $1,050,900 $2,263,557 $1,855,073 $2,035,800 $2,048,837 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Total CDBG Housing Funding Comparing Annual Housing Category CDBG Funding FY2017 to FY2023 2017 2018 2019 2020 2021 2022 2023 Note: FY2023 is funding recommended by the advisory board and Mayor POLICY QUESTIONS 1.Differences between Application Scores and Funding Recommendations – The Council may wish to ask the Administration why the four applications list below with relatively high scores are not recommended for funding. The Council may also wish to ask why ESG Part 1 #2 is recommended for funding while the score is the third lowest in the category. - CDBG Public Services The Road Home applications #19 Gail Miller Resource Center and #22 St. Vincent de Paul Overflow - CDBG Public Services #23 Utah AIDS Foundation Clinical Mental Health (note the applicant also submitted HOPWA #3 for the same program which is recommended for double funding) - ESG Part 1 #7 The Road Home Gail Miller Resource Center (note this is the highest scoring ESG application this year) 2.HAND’s HOME Development Fund (HOME #3) – The Council may wish to discuss with the Administration how the HOME Development Fund fits into the Council’s policy goal of the RDA having a Page | 6 “one-stop shop” for affordable housing developers. The HOME Development Fund can be used for property acquisition, new construction, and rehabilitation of existing housing. The Council may also wish to discuss how the HOME Development Fund could better align with the Council’s policy goal and potential changes for the FY2023 funding cycle. 3.Multiple Funding Sources for Ballpark Redevelopment – The Council may wish to discuss with the Administration the City’s overall strategy for funding redevelopment of the Ballpark and surrounding area. Multiple funding requests have been or are planned to be presented to the Council for this effort. The total funding of the five requested listed below is $5,781,183. The Administration is currently evaluating public input on the draft Ballpark Station Area Plan and it will be presented to the Planning Commission. The City Council would ultimately review and adopt the plan. - $100,000 RDA Budget Amendment #2 charges and services for consultant work on Ballpark redevelopment efforts - $500,000 pending FY2023 Capital Improvement Program (CIP) application for Ballpark Station Area Plan Implementation Phase 1 could include technical analyses, public engagement, designs, pedestrian and bicycle connections / crossings, lane redesign of 1300 South, improved alleyways and parking management efforts - $550,000 CDBG Neighborhood Improvements #1 City Transportation Division Ballpark TRAX Accessible Pedestrian Crossing - $1,631,183 RDA Budget Amendment #2 State Street project area Ballpark strategic development holding account - $3 million for improvements to the Ballpark stadium and facilities in capital improvements bond (note the Administration is reviewing the projects in the bond and may forward a new proposal for FY2023) 4.Encouraging Behavioral Health and Mental Health Applications – The Council may wish to ask the Administration how more organizations can be encouraged to and assisted with submitting applications for the new behavioral health goal. This was a new goal under the 2020-2024 Consolidated Plan that focuses on providing treatment and support for persons experiencing mental health challenges and substance abuse particularly the ongoing opioid crisis. Four behavioral health applications were submitted this year: - CDBG Public Services #6 First Step House Peer Support Services which is recommended for partial funding - CDBG Public Services Odyssey House applications #9 Residential Treatment Transportation and #10 Transitional Living Program which are not recommended for funding, and - HOPWA #3 Utah AIDS Foundation Mental Health Services which is recommended for double funding 5.Fix the Bricks and HAND’s Housing Rehabilitation and Homebuyer Program (CDBG Housing #4) – The Council may wish to ask the Administration if these funds could provide some or all the 25% match for homeowners to participate in the City’s Fix the Bricks seismic improvements program. It was recently transferred from the Fire Department to HAND. Reviews of applications and completed projects indicate less participation for low- and moderate-income homeowners including on the Westside. ADDITIONAL & BACKGROUND INFORMATION Funding Contingencies The advisory boards provided recommendations in case final grant funding amounts from HUD or more or less than the estimated amounts. These funding contingencies are summarized in the table below. The Council may wish to identify which funding contingencies are supported in the event HUD’s confirmation of final funding amounts isn’t available by the scheduled vote on April 19. Grant If MORE Funding Available If LESS Funding Available CDBG Maximize Administration category at 20% and add funding to #15 Shelter the Homeless Resource Center Meals up to the 15% Public Service cap then if funding remains add to Neighborhood Improvements #2 City Transportation Bus Stop Improvements Keep Administration category maximized at 20% and reduce Neighborhood Improvements #2 City Transportation Bus Stop Improvements and Public Services #1 Advantage Services Supportive Employment Program but keep Public Services category at the 15% cap Page | 7 ESG Maximize #1 Administration at 7.5% and add funding equally between #2 Family Promise Salt Lake Community Family Shelter, #3 First Step House Homeless Resource Center Program, #10 Volunteers of America (VOA) Women’s Resource Center, and #11 VOA Youth Resource Center Keep #1 Administration maximized at 7.5% and spread reductions across agencies but maintain $30,000 minimum award HOME Maximize #7 Administration at 10% and add funding to # HOME Development Fund Keep #7 Administration maximized at 10% and reduce #3 HOME Development Fund HOPWA Maximize #5 Administration at 3% and add funding to #4 Utah Community Action Housing Supportive Services up to $235,000, then any remaining funds to #1 Housing Connect Tenant Based Rental Assistance Keep #5 Administration maximized at 3% and reduce #4 Utah Community Action down to $165,000 2020-2024 Consolidated Plan Goals and Strategies The City must report progress to HUD on how funding awards advance the 2020-2024 Consolidated Plan goals. In past years, some applicants that received funding were not aligned with the five-year plan. As a result, the services provided by those organizations could not be reported to HUD. If a city does not adequately fund applications advancing the five-year plan then HUD could view the program as underperforming, lower future grant award amounts, and/or audit the city’s program. The below table summarizes the goals and strategies of the current consolidated plan. Goals Strategies Housing: Provide expanded housing options for all economic and demographic segments of Salt Lake City’s population while diversifying housing stock within neighborhoods 1. Support housing programs that address the needs of aging housing stock through targeted rehabilitation efforts and diversifying the housing stock within the neighborhoods 2. Support affordable housing development that increases the number and types of units available for qualified residents 3. Support programs that provide access to home ownership 4. Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and/or end homelessness 5. Support programs that provide connection to permanent housing upon exiting behavioral health programs 6. Provide housing and essential supportive services to persons with HIV/AIDS Transportation: Promote accessibility and affordability of multimodal transportation options 1. Within eligible target areas, improve bus stop amenities as a way to encourage the accessibility of public transit and enhance the experience of public transit 2. Within eligible target areas, expand and support the installation of bike racks, stations, and amenities as a way to encourage use of alternative modes of transportation 3. Support access to transportation, prioritizing very low- income and vulnerable populations Community Resiliency: Provide tools to increase economic and/or housing stability 1. Support job training and vocational rehabilitation programs that increase economic mobility 2. Improve visual and physical appearance of deteriorating commercial buildings - limited to CDBG Target Area 3. Provide economic development support for microenterprise businesses 4. Direct financial assistance to for-profit businesses Page | 8 Goals Strategies 5. Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty 6. Promote digital inclusion through access to digital communication technologies and the internet 7. Provide support for programs that reduce food insecurity for vulnerable population Homeless Services: Expand access to supportive programs that help ensure homelessness is rare, brief and non- reoccurring 1. Expand support for medical and dental care options for those experiencing homelessness 2. Provide support for homeless services including Homeless Resource Center Operations and Emergency Overflow Operations 3. Provide support for programs undertaking outreach services to address the needs of those living an unsheltered life 4. Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services Behavioral Health: Provide support for low income and vulnerable populations experiencing behavioral health concerns such as substance abuse disorders and mental health challenges 1. Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis CDBG Public Infrastructure and Economic Development Target Area in 2020-2024 Consolidated Plan (Attachment 3) The target area creates geographic boundaries for spending CDBG funding on economic development and public infrastructure improvements. These applications are included in the CDBG Neighborhood Improvements category on the funding log. Examples of these project types includes business façade improvement grants, public transit improvements and creation of ADA ramps. The geographic target areas do not apply to housing or public services category applications. Focusing federal grants in these target areas is intended to maximize community impact and stimulate investments from other entities into the neighborhoods. The Council chose the current boundaries to align with Census tracts with relatively higher concentrations of poverty and to overlap with three RDA project areas: North Temple, 9-Line and State Street. Summary of Available Funding by Grant The table below shows funding sources by grant. Note that only the HOME grant program sees some funds returned as program income from loans. When prior year grant awards are recaptured, it means the program or project was unable to use the funding as intended which happens for various reasons. Grant Source Amount HUD Award $ 3,570,517Community Development Block Grant (CDBG)Recaptured Funding $ 1,100,000 HUD Award $ 299,267Emergency Solutions Grant (ESG)Recaptured Funding $ 27,000 HUD Award $974,863 Recaptured Funding $ 146,240HOME Investment Partnership Program Income $ 0 Housing Opportunities for Persons With AIDS HUD Award $840,196 Page | 9 Grant Source Amount (HOPWA) Recaptured Funding $ 69,930 Community Development and Block Grant (CDBG) Total CDBG Funding Requests: $7,006,237 (150% of available) Total Available for Allocation: $4,670,517 CDBG funds focus on community development with an emphasis on physical improvements. The Community Development & Capital Improvement Programs Advisory Board (CDCIP) submits funding recommendations for this grant. CDBG funds are allocated to organizations in four categories: - City Administration (limited to 20% of the annual grant award) - Housing - Neighborhood Improvements: transportation and economic development infrastructure - Public Services (limited to 15% of the annual grant award) Public Services This category is directed to services for individuals in need and not necessarily to physical improvements. This is typically the most competitive category. Funding is awarded to non-profits and governmental entities that provide programming to meet the 2020-2024 Consolidated Plan’s goals. This category is limited to 15% of the annual CDBG award. The Mayor has recommended funding requests that add up to the 15% maximum. If the Council would like to allocate money to any application beyond the Mayor’s recommended funding in this category, then those funds must be shifted from another public services application. Emergency Solutions Grant (ESG) Total ESG Funding Requests: $1,275,827 (391% of available) Total Available for Allocation: $326,267 ESG funds focus on preventing homelessness and providing services to persons experiencing homelessness. The Community Development & Capital Improvement Programs Advisory Board (CDCIP) submits funding recommendations for this grant. ESG funds are allocated to organizations providing services in two categories: - Street Outreach and Emergency Shelter (Part 1) - Homelessness Prevention, Rapid Re-Housing, Homeless Management Information Systems (HMIS) (Part 2) HOME Investment Partnership Total HOME Funding Requests: $2,303,485 (205% of available) Total Available for Allocation: $1,121,103 HOME Investment Partnership focuses on expanding the supply of quality affordable housing for moderate- and low-income residents. The Housing Trust Fund (HTF) Advisory Board submits funding recommendations for this grant. This year every applicant received full or partial funding for their request. Housing Opportunities for Persons With AIDS (HOPWA) Total HOPWA Funding Requests: $804,390 (88% of available) Total Available for Allocation: $910,126 HOPWA is the only federal program dedicated entirely to the housing needs of people living with HIV/AIDS. The Housing Trust Fund (HTFAB) Advisory Board submits funding recommendations for this grant. ATTACHMENTS 1. FY 2021-22 Grant Recommendations by Combined Score 2. FY 2021-22 Funding Log 3. CDBG Public Infrastructure and Economic Development Target Area Map for 2020-2024 Consolidated Plan Page | 10 ACRONYMS AMI – Area Median Income CDBG – Community Development Block Grant CDCIP – Community Development and Capital Improvement Programs Advisory Board CHDO – Community Housing Development Organization CIP – Capital Improvement Program ESG – Emergency Solutions Grant FTE – Full time employee FY – Fiscal Year HAND – Housing and Neighborhood Development HOME – HOME Investment Partnership HOPWA – Housing Opportunities for Persons With AIDS HRC – Homeless Resource Center HTFAB – Housing Trust Fund Advisory Board HUD – Housing and Urban Development UTA – Utah Transit Authority VAWA – Violence Against Women Act VOA – Volunteers of America YWCA – Young Women’s Christian Association APPLICANTPROJECT/PROGRAMSCORE REQUEST CDCIP BOARD FUNDING RECOMMENDATIONS  MAYOR FUNDING RECOMMENDATIONS ASSIST Inc. ‐ Community Design Center Emergency Home Repair & Accessibility102.17 700,000$      700,000$ 700,000$ First Step HouseRecovery Residence Rehabilitation99.17 322,000$      322,000$ 322,000$ Salt Lake City Housing Stability DivisionSmall Repair Program90.50 30,000$        30,000$30,000$ Salt Lake City Housing Stability DivisionHousing Rehabilitation and HomeBuyer Programs89.83 600,000$      500,000$ 500,000$ International Center for Appropriate and Sustainable Technology Decarbonizing Supportive Housing86.50474,976$      300,000$ 300,000$ NeighborworksHome Rehabilitation & Improvement86.20200,000$      196,837$ 196,837$ 2,326,976$  2,048,837$                 2,048,837$                Salt Lake City Housing Stability DivisionEconomic Development Façade Program (NBIP)97.67 650,000$      650,000$ 650,000$ Salt Lake City Transportation DivisionTarget Area Bus Stop Improvements93.67 750,000$      172,000$ 172,000$ Salt Lake City Transportation DivisionBallpark TRAX Accessible Pedestrian Crossing90.17 550,000$      550,000$ 550,000$ 1,950,000$  1,372,000$                 1,372,000$                Donated DentalCommunity Dental Project104.17 50,000$        42,500$42,500$ Advantage ServicesProvisional Supportive Employment Program100.67 85,000$        55,000$55,000$ Catholic Community Services of UtahCase Manager ‐ Weigand Resource Center98.33 50,000$        35,000$35,000$ Shelter the HomelessHomeless Resource Center Meals 97.50 136,130$      57,778$57,778$ First Step HouseEmployment Preparation and Placement 97.33 45,000$        30,299$30,299$ Transportation DivisionLow Income Transit Passes97.17 45,000$        30,000$30,000$ Utah AIDS FoundationClinical Mental Health for People  with HIV95.17 45,000$        ‐$ ‐$English Skills Learning CenterJob Readiness and Life Skills English Courses 94.50 38,500$        30,000$30,000$ The Road HomeHousing Staffing94.00 45,950$        40,000$40,000$ First Step HousePeer Support Services93.83 58,115$        30,000$30,000$ The Road HomeGail Miller Resource Center89.5080,000$        ‐$ ‐$The Road HomeSt. Vincent de Paul Overflow 89.33 70,000$        ‐$ ‐$International Rescue CommitteeJob Readiness for Refugees  88.00 63,407$        40,000$40,000$ The Children's Center UtahTherapeutic Preschool Program87.83 110,000$      55,000$55,000$ Neighborhood House AssociationNeighborhood House Early Education86.67 52,009$        40,000$40,000$ South Valley SanctuaryDV Case Manager and Housing Assistance85.67 100,000$      50,000$50,000$ The Road HomeMagnolia Apartments84.33222,000$      ‐$ ‐$Odyssey HouseTransitional Living Program 84.00 84,000$        ‐$ ‐$YWCADV Residential Services83.67172,161$      ‐$ ‐$The INN BetweenEnd of Life Care 81.6796,600$        ‐$ ‐$SLC Bicycle CollectiveBikes for Goodwill80.83 100,000$      ‐$ ‐$CDCUHousing Counseling79.3347,766$        ‐$ ‐$Odyssey HouseResidential Treatment Transportation67.83 60,000$        ‐$ ‐$Wasatch Community GardensGreen Team Program64.83 58,520$        ‐$ ‐$The GERA Refugee Community Self Help 53.33 100,000$      ‐$ ‐$2,015,159$  535,577$ 535,577$CDBG PUBLIC SERVICES2022-23 Federal Grant Funding Board RecommendationsCATEGORYESTIMATED COMMUNITY DEVELOPMENT BLOCK GRANT - $4,670,517 (CDBG Public Services cannot exceed $535,577)CDBG HOUSINGCDBG NEIGH IMPROVEMENTAttachment 1 Grant Recommendations by Combined ScorePage 1 Salt Lake City Attorney's OfficeReview of Legal Documentsn/a 28,564$        28,564$                       28,564$                      Salt Lake City Finance DepartmentProcessing of Payments, Financial Trackingn/a 64,270$        64,270$                       64,270$                      Salt Lake City Housing Stability DivisionAdministration of Grant Programsn/a 621,269$      621,269$                     621,269$                    714,103$     714,103$                     714,103$                   7,006,238$  4,670,517$                 4,670,517$                APPLICANTPROJECT/PROGRAMSCORE REQUEST CDCIP BOARD FUNDING RECOMMENDATIONS  MAYOR FUNDING RECOMMENDATIONS The Road Home TRH St. Vincent de Paul Overflow ‐ ESG98.50 30,000$        ‐$                              ‐$                            Volunteers of America, Utah Youth Resource Center98.17 75,000$        45,047$                       45,047$                      Volunteers of America, Utah Geraldine E. King Women's Resource Center98.17 108,000$      64,846$                       64,846$                      First Step House First Step House Resource Center Program (RCP)97.33 60,000$        36,046$                       36,046$                      Catholic Community Services of Utah Client Intake‐Weigand Homeless Resource Center96.67 50,000$        ‐$                              ‐$                            The Road Home Street Outreach ‐ ESG93.83 50,000$        ‐$                              ‐$                            The Road Home Gail Miller Homeless Resource Center ‐ ESG93.67 80,000$        ‐$                              ‐$                            Shelter The HomelessHomeless Resource Centers Utilities ‐ ESG93.00 88,000$        ‐$                              ‐$                            Family Promise Salt Lake Community Family Shelter86.00 56,984$        30,046$                       30,046$                      Soap2Hope Street Outreach Program84.00 295,280$      ‐$                              ‐$                            Valley Behavioral HealthStorefront/SafeHaven Case Manager84.00 62,000$        ‐$                              ‐$                            955,264$     175,985$                     175,985$                   The Road HomeRapid Re‐housing 103.17 86,360$        51,816$                       51,816$                      The Road HomeHomelessness Prevention101.83 30,000$        30,000$                       30,000$                      Utah Community ActionRapid‐Rehousing 95.00 121,974$      46,021$                       46,021$                      Utah Community Action Diversion Program94.50 59,784$        ‐$                              ‐$                            Salt Lake City Housing Stability DivisionESG Administrationn/a 22,445$        22,445$                       22,445$                      320,563$     150,282$                     150,282$                   1,275,827$  326,267$                     326,267$                   CDBG ADMINCATEGORYEMERGENCY SOLUTIONS GRANT - $326,267(Shelter Operations cannot exceed $179,560)PART 2: HOMELESS PREVENTION RAPID REHOUSING & ADMINPART 1:SHELTER OPERATIONSAttachment 1 Grant Recommendations by Combined ScorePage 2 APPLICANTPROJECT/PROGRAMSCORE REQUEST HTF BOARD FUNDING RECOMMENDATIONS  MAYOR FUNDING RECOMMENDATIONS The Road Home Tenant Based Rental Assistance Program101.00 300,000$      200,000$                     200,000$                    Utah Community Action Tenant Based Rental Assistance Program97.40 177,699$      167,669$                     167,669$                    South Valley SanctuaryDV Survivor Housing Assistance89.60 138,500$      138,500$                     138,500$                    Salt Lake City Housing Stability DivisionHOME Development Fund95.80 900,000$      317,448$                     317,448$                    Community Development Corporation of UtahDown Payment Assistance86.60 374,800$      200,000$                     200,000$                    NeighborWorks Affordable Home Buydown Program69.00 315,000$      ‐$                              ‐$                            Salt Lake City Housing Stability DivisionHOME Administrationn/a 97,486$        97,486$                       97,486$                      2,303,485$  1,121,103$                 1,121,103$                APPLICANTPROJECT/PROGRAMSCORE REQUEST HTF BOARD FUNDING RECOMMENDATIONS  MAYOR FUNDING RECOMMENDATIONS Utah Community Action Housing Info/STRMU/PHP/Supportive Services102.20 165,000$      195,736$                     195,736$                    Housing ConnectTenant Based Rental Assistance102.20 519,185$      519,185$                     519,185$                    Utah Aids Foundation Supportive Services98.00 45,000$        70,000$                       70,000$                      Utah Aids Foundation Mental Health Services97.80 50,000$        100,000$                     100,000$                    Salt Lake City Housing Stability DivisionHOPWA Administrationn/a 21,000$        25,205$                       25,205$                      800,185$     910,126$                     910,126$                   HOMECATEGORYHOUSING OPPORTUNITIES FOR PERSONS WITH AIDS - $910,126HOPWACATEGORYHOME INVESTMENT PARTNERSHIP PROGRAM - $1,121,103Attachment 1 Grant Recommendations by Combined ScorePage 3 Estimated 2022-2023 Funding Available: 4,670,517$ Category Maximum Allocated Balance 2022-2023 Admin (20%):714,103$ 714,103$ -$ 2022-2023 Public Services (15%):535,577$ 535,577$ -$ 1 Attorney's Office FY21-22 29,827$ REQUEST:28,564$ FY20-21 29,869$ CDCIP:28,564$ FY19-20 24,427$ MAYOR:28,564$ FY18-19 25,090$ COUNCIL:28,564$ FY17-18 24,369$ 5 YR TOTAL 133,582$ 2 Finance Department FY21-22 60,989$ REQUEST:64,270$ FY20-21 61,035$ CDCIP:64,270$ FY19-20 54,565$ MAYOR:64,270$ FY18-19 56,047$ COUNCIL:64,270$ FY17-18 56,047$ 5 YR TOTAL 288,683$ 3 FY21-22 611,016$ REQUEST:621,269$ FY20-21 610,929$ CDCIP:621,269$ FY19-20 607,799$ MAYOR:621,269$ FY18-19 624,299$ COUNCIL:621,269$ FY17-18 566,616$ 5 YR TOTAL 3,020,659$ REQUEST:714,103$ CDCIP:714,103$ MAYOR:714,103$ COUNCIL:714,103$ 20.0% Funding for salaries and operational expenses of Housing Stability to administer and monitor the federal grants and to conduct the community processes. SALT LAKE CITY CDBG PROGRAM: FUNDING LOG 2022/2023 APPLICANT/ PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN% OF GRANT AWARD FUNDING CAPS AS REQUIRED BY FEDERAL REGULATION CITY ADMINISTRATION Partial funding for staff salary to provide contract administration for federal grants. Partial funding for staff salary to provide financial administration and accounting services for federal grants. Housing Stability Division Note: 20% is the maximum amount allowed. Will auto adjust to 20% when SLC receives HUD award CITY ADMINISTRATION TOTAL 20.0% 20.0% 20.0% Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 1 1 ASSIST, Inc. FY21-22 700,000$ REQUEST:700,000$ FY20-21 391,373$ CDCIP:700,000$ FY19-20 391,000$ MAYOR:700,000$ FY18-19 320,000$ COUNCIL:700,000$ Consolidated Plan Goal & Strategy: FY17-18 330,000$ 5 YR TOTAL 2,132,373$ 2 First Step House New REQUEST:322,000$ Recovery Residence Rehabilitation CDCIP:322,000$ MAYOR:322,000$ COUNCIL:322,000$ Consolidated Plan Goal & Strategy: 3 New REQUEST:474,976$ CDCIP:300,000$ MAYOR:300,000$ COUNCIL:300,000$ Consolidated Plan Goal & Strategy: 4 FY21-22 600,000$ REQUEST:600,000$ FY20-21 485,600$ CDCIP:500,000$ FY19-20 439,873$ MAYOR:500,000$ FY18-19 577,542$ COUNCIL:500,000$ Consolidated Plan Goal & Strategy: FY17-18 565,000$ 5 YR TOTAL 2,668,015$ 5 Salt Lake City - Housing Stability Division FY21-22 60,000$ REQUEST:30,000$ FY20-21 60,000$ CDCIP:30,000$ Salt Lake City Small Repair Program FY19-20 -$ MAYOR:30,000$ FY18-19 -$ COUNCIL:30,000$ Consolidated Plan Goal & Strategy: FY17-18 60,000$ 5 YR TOTAL 180,000$ 6 Neighborworks of Salt Lake New REQUEST:200,000$ CDCIP:196,837$ Home Rehabilitation & Improvement MAYOR:196,837$ COUNCIL:196,837$ Consolidated Plan Goal & Strategy: REQUEST:2,326,976$ CDCIP:2,048,837$ MAYOR:2,048,837$ COUNCIL:2,048,837$ PROJECT DESCRIPTION PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN% OF GRANT AWARD Combined Admin & CDCIP Score: Maximum score: 114 Supporting salaries, operational, and rehabilitation activities including plumbing, heating & electrical, radon testing/mitigation, roof repair, accessibility ramps, and accessibility design projects, etc. 102.17 Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. Funds for critical rehabilitation at 4 recovery residences (transitional housing) for sober living. 86.50 Combined Admin & CDCIP Score: Maximum score: 114 99.17 Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 HOUSING Combined Admin & CDCIP Score: Maximum score: 114 89.83 Housing: Support programs that provide access to home ownership via down payment assistance, and/or housing subsidy, and/or financing. Emergency Home Repair & Accessibility and Community Design APPLICANT/ PROJECT NAME International Center for Appropriate and Sustainable Technology (ICAST) Rehabilitate Safe Haven supportive housing apartment complex, by replacing gas heating with very high-efficiency heating and hot water systems. Combined Admin & CDCIP Score: Maximum score: 114 Decarbonizing Supportive Housing Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. Salt Lake City Housing Rehabilitation and Homebuyer Program Salt Lake City - Housing Stability Division Salaries and operational support for the Housing Rehab, Welcome Home SLC Homebuyer, Handyman, and West Side Node Improvement projects. Organization also submitted a similar application for HOME #3 90.50 86.20 Housing: Expand housing support for aging resident that ensure access to continued stable housing. Home Rehabilitation & Improvement (NHRI) will provide grants and loans to low-to-moderate income Salt Lake City homeowners to fund necessary repairs and improvements to their home. Grants will be issued up to $10,000 and loans up to $25,000. Organization also submitted a similar application for HOME #2 which includes rehabilitation and housing development Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. HOUSING TOTAL 49.8% 43.9% 43.9% 43.87% Targeting qualifying seniors and persons with disabilities to provide small dollar value services for home improvement and service or repair. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 2 1 New REQUEST:550,000$ CDCIP:550,000$ MAYOR:550,000$ COUNCIL:550,000$ Consolidated Plan Goal & Strategy: 2 FY21-22 322,000$ REQUEST:750,000$ FY20-21 -$ CDCIP:172,000$ FY19-20 -$ MAYOR:172,000$ FY18-19 -$ COUNCIL:172,000$ Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL 322,000$ 3 Salt Lake City - Housing Stability Division FY21-22 502,000$ REQUEST:650,000$ FY20-21 425,883$ CDCIP:650,000$ FY19-20 319,642$ MAYOR:650,000$ FY18-19 425,000$ COUNCIL:650,000$ FY17-18 200,000$ 5 YR TOTAL 1,872,525$ REQUEST:1,950,000$ CDCIP:1,372,000$ MAYOR:1,372,000$ COUNCIL:1,372,000$ Combined Admin & CDCIP Score: Maximum score: 114 Transportation: Improve bus stop amenities as a way to encourage the accessibility of public transit and enhance the experience of public transit in target areas. 41.8% 29.4% Construction of 2 ADA-compliant crosswalks on 1300 South, in either direction, to the Ballpark TRAX transit stop. 93.67Construction of multiple ADA-compliant bus stops and/or transit-critical crosswalks in the Consolidated Plan target areas, to include bus shelters, benches, trash cans, and bike racks as appropriate. Ballpark TRAX Accessible Pedestrian Crossing Community Resiliency: Economic Development efforts via supporting the improvement and visibility of small businesses through façade improvement programs. REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN% OF GRANT AWARD Combined Admin & CDCIP Score: Maximum score: 114 90.17 Transportation: Expand and support the installation of bike racks, stations, and amenities as a way to encourage use of alternative modes of transportation. 29.4% 29.4% APPLICANT/ PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS Salt Lake City - Transportation Division Salt Lake City - Transportation Division Target Area Bus Stop Improvements Consolidated Plan Goal & Strategy: NEIGHBORHOOD IMPROVEMENTS: TRANSPORTATION & ECONOMIC DEVELOPMENT INFASTRUCTURE - SUBJECT TO TARGET AREA - SEE ATTACHMENT 3 OF STAFF REPORT FOR MAP Combined Admin & CDCIP Score: Maximum score: 114 97.67Neighborhood Business Improvement Program (NBIP) Provide grant money to businesses for facade improvements, focusing on small businesses and target areas. Small local businesses may receive up to $25,000 in grants for building façade improvements visible from the street NEIGHBORHOOD IMPROVEMENTS: TRANSPORTATION & ECONOMIC DEVELOPMENT INFASTRUCTURE TOTAL Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 3 1 FY21-22 60,250$ REQUEST:85,000$ FY20-21 64,809$ CDCIP:55,000$ FY19-20 68,884$ MAYOR:55,000$ FY18-19 55,000$ COUNCIL:55,000$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 278,943$ 2 Catholic Community Services of Utah New REQUEST:50,000$ CDCIP:35,000$ MAYOR:35,000$ COUNCIL:35,000$ Consolidated Plan Goal & Strategy: 3 Community Development Corporation FY21-22 74,800$ REQUEST:$47,766 Housing Counseling FY20-21 68,100$ CDCIP:-$ FY19-20 67,447$ MAYOR:-$ FY18-19 70,500$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 70,000$ 5 YR TOTAL 350,847$ 4 English Skills Learning Center FY21-22 -$ REQUEST:38,500$ FY20-21 -$ CDCIP:30,000$ FY19-20 30,000$ MAYOR:30,000$ FY18-19 30,000$ COUNCIL:30,000$ Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL 60,000$ 5 First Step House FY21-22 41,700$ REQUEST:45,000$ FY20-21 47,000$ CDCIP:30,299$ FY19-20 30,000$ MAYOR:30,299$ FY18-19 COUNCIL:30,299$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 118,700$ 6 First Step House FY21-22 48,000$ REQUEST:58,115$ FY20-21 50,000$ CDCIP:30,000$ FY19-20 38,806$ MAYOR:30,000$ FY18-19 30,000$ COUNCIL:30,000$ Consolidated Plan Goal & Strategy: FY17-18 36,833$ 5 YR TOTAL 203,639$ 7 International Rescue Committee FY21-22 54,400$ REQUEST:63,407$ FY20-21 -$ CDCIP:40,000$ FY19-20 44,629$ MAYOR:40,000$ FY18-19 COUNCIL:40,000$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 99,029$ Provide case management services to individuals experiencing homelessness at the Weigand Homeless Resource Center. Organization also submitted a similar application for ESG Part 1 #1 Peer Support Services Digital Skills & Education Access to Build Resiliency Refugees and New Americans Funds will facilitate Digital Inclusion staff to support refugee and other new Americans access/learn digital technology skills, critical to improving their economic and housing stability. Employment Preparation and Placement (EPP) Program Salaries and administrative costs for Peer Support Services (PSS) Program which provides peer-based supportive services, delivered by certified Peer Support Specialists. Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. Combined Admin & CDCIP Score: Maximum score: 114 88.00 97.33 Housing: Support programs that provide access to home ownership Combined Admin & CDCIP Score: Maximum score: 114 Provisional Supportive Employment Program 98.33 100.67Provide employment opportunities to homeless individuals or formerly homeless. Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. 93.83 Case Manager-Weigand Homeless Resource Center APPLICANT/ PROJECT NAME PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED % OF GRANT AWARDPROJECT DESCRIPTION 2020-2024 CONSOLIDATED PLAN PUBLIC SERVICES Provide housing counseling classes and help connect individuals and families with public resources and information on fair housing, fair lending and accessibility rights. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Bring free and accessible content-based English language instruction to adult immigrants and refugees living at or below the poverty line. Provide supportive employment services to high-risk, high-need individuals in our community caught in the cycles of relapse, mental illness, incarceration, homelessness, and unemployment. Combined Admin & CDCIP Score: Maximum score: 114 94.50 Combined Admin & CDCIP Score: Maximum score: 114 Empowering Parents with English, Digital, Financial, and Family Literacy 79.33 Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services Combined Admin & CDCIP Score: Maximum score: 114 Advantage Services, Inc Formerly Valley Services Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. Community Resiliency: Promote digital inclusion through access to digital communication technologies and the internet. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 4 8 Neighborhood House Association FY21-22 38,449$ REQUEST:52,009$ FY20-21 -$ CDCIP:40,000$ FY19-20 36,867$ MAYOR:40,000$ FY18-19 33,858$ COUNCIL:40,000$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 139,174$ 9 Odyssey House New REQUEST:60,000 CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 10 Odyssey House New REQUEST:84,000 CDCIP:-$ MAYOR:-$ COUNCIL:-$ 11 New REQUEST:100,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 12 Salt Lake City Bicycle Collective New REQUEST:100,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 13 Salt Lake City Division of Transportation FY21-22 34,700$ REQUEST:45,000$ FY20-21 45,000$ CDCIP:30,000$ FY19-20 -$ MAYOR:30,000$ FY18-19 45,000$ COUNCIL:30,000$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 154,700$ 14 Salt Lake Donated Dental Services FY21-22 44,400$ REQUEST:50,000$ FY20-21 44,000$ CDCIP:42,500$ FY19-20 48,510$ MAYOR:42,500$ FY18-19 30,000$ COUNCIL:42,500$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 196,910$ Homelessness Prevention & Employment Assistance Program Provide free bicycle transportation to low-income communities, offer technical training to become a skilled bicycle mechanic, and creates a safe space for marginalized and underrepresented people to comfortably work on their own bicycles. 86.67 67.83 84.00 53.33 97.17 104.17 Bikes for Goodwill Combined Admin & CDCIP Score: Maximum score: 114 Neighborhood House Early Education Transitional Living Program Assistance for families with childcare as they search for and maintain employment. Funds will support early education teacher salaries and benefits. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Low Income Transit Passes Transportation: Support access to transportation prioritizing very low-income and vulnerable populations. Greater Equatoria Region Association (GERA) Provide affordable transportation to individuals experiencing homelessness in Salt Lake City. The program partners with local social service providers to provide transit passes to their clients at no cost to overcome transportation barriers. Procurement of three vehicles for staff to assist clients with the following appointments: Odyssey House primarily provides transportation for medical, legal, Division of Child and Family Services (DCFS) appointments, school, grocery shopping, recreational therapy, etc. Combined Admin & CDCIP Score: Maximum score: 114 Salaries, supplies, and lab fees for Community Dental Project, to support homeless and low-income individuals with dental services. Combined Admin & CDCIP Score: Maximum score: 114Community Dental Project Combined Admin & CDCIP Score: Maximum score: 114 Assist refugee and immigrant clients with the following services: negotiating with a landlord, supporting opportunities for housing, providing emergency rent assistance, and utilities support. 80.83 Residential Treatment Transportation Staff increase for Odyssey House’s Transitional Living program which provides affordable, temporary housing for low to moderate-income families who recently graduated from Odyssey House or other treatment programs. Combined Admin & CDCIP Score: Maximum score: 114 Transportation: Support access to transportation prioritizing very low-income and vulnerable populations. Homeless Services: Expand support for medical and dental care options for those experiencing homelessness. Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. Community Resiliency: Provide support for programs that reduce food insecurity for vulnerable population. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 5 15 Shelter The Homeless Committee Inc FY21-22 -$ REQUEST:136,130$ FY20-21 -$ CDCIP:57,778$ FY19-20 MAYOR:57,778$ FY18-19 COUNCIL:57,778$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL -$ 16 South Valley Sanctuary FY21-22 100,000$ REQUEST:100,000$ FY20-21 30,000$ CDCIP:50,000$ FY19-20 -MAYOR:50,000$ FY18-19 -COUNCIL:50,000$ Consolidated Plan Goal & Strategy: FY17-18 - 5 YR TOTAL 130,000$ 17 The Children's Center New REQUEST:110,000$ Therapeutic Preschool Program CDCIP:55,000$ MAYOR:55,000$ COUNCIL:55,000$ Consolidated Plan Goal & Strategy: 18 The Inn Between FY21-22 -$ REQUEST:96,600$ End of Life Care and Medical Respite FY20-21 -$ CDCIP:-$ FY19-20 45,599$ MAYOR:-$ FY18-19 45,543$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 33,125$ 5 YR TOTAL 124,267$ 19 The Road Home FY21-22 72,000$ REQUEST:80,000$ FY20-21 CDCIP:-$ FY19-20 MAYOR:-$ FY18-19 COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 72,000$ 20 The Road Home New REQUEST:45,950$ CDCIP:40,000$ MAYOR:40,000$ COUNCIL:40,000$ Consolidated Plan Goal & Strategy: 21 The Road Home New REQUEST:222,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. 97.50 85.67Domestic Violence Case Manager and Housing Assistance Magnolia Apartments 94.00 84.33 Housing Staffing Homeless Resource Centers Meals Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. 87.83 Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. This program provides treatment for preschool-aged children, who have been the victims of assault or trauma, and who are struggling to succeed in childcare or preschool. Follow up with intensive group therapy to gain resilience and learn essential skills. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Pay for partial meal costs of the two Salt Lake City Homeless Resource Centers. Costs will cover lunch and dinner costs for meal prep and delivery. While this application is focused on meals it overlaps with several other applications for operations and essential services at the Women's Resource Center and Gail Miller Resource Center Domestic Violence Case Manager salary, benefits, mileage and client rental assistance. Organization also submitted a similar application for HOME #4 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Onsite case managers provide supportive services to individuals to help them maintain their housing and avoid exiting to homelessness. Combined Admin & CDCIP Score: Maximum score: 114 81.67 89.50 The housing navigation staff work at four of the resource centers and coordinate with other service providers to serve households referred into the program. While this application is focused on housing assistance staffing it overlaps with several other applications for operations and essential services at homeless resource centers Gail Miller Resource Center Provides homeless individuals who need hospice or other end of life care and temporary medical respite housing for homeless individuals experiencing a medical crisis. Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. The Gail Miller Resource Center provides emergency shelter to men and women experiencing homelessness in Salt Lake County. Shelter is available 24/7, 365 days each year. Organization also submitted a similar application for ESG Part 1 #7 Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 6 22 The Road Home FY21-22 -$ REQUEST:70,000$ FY20-21 -$ CDCIP:-$ FY19-20 -$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL -$ 23 Utah AIDS Foundation New REQUEST:45,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 24 Wasatch Community Gardens New REQUEST:58,520$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 25 YWCA Utah FY21-22 33,900$ REQUEST:172,161$ FY20-21 58,285$ CDCIP:-$ FY19-20 58,285$ MAYOR:-$ FY18-19 51,260$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 34,971$ 5 YR TOTAL 236,701$ REQUEST:2,015,158$ CDCIP:535,577$ MAYOR:535,577$ COUNCIL:535,577$ Provides farm-based employment, work readiness training, job placement assistance, and mentoring for women facing and/or experiencing homelessness. Request for One-time expenses related to farm move including partial soil removal and disposal, Geotextile layer, Importing clean soil, and palletizing and moving supplies. The City's General Fund previously contributed approximately $125,000 annually to this program. Several RDA-owned properties are expected to be part of an upcoming redevelopment Request for Proposals Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. Combined Admin & CDCIP Score: Maximum score: 114Women in Jeopardy Program Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. 89.33 95.17 64.83 83.67 Housing: Provide housing and essential supportive services to persons with HIV/AIDS 15.0% 15.0% 56.4% Note: 15% is the maximum amount allowed per HUD regulations PUBLIC SERVICES TOTAL Combined Admin & CDCIP Score: Maximum score: 114St. Vincent de Paul Overflow Respond to a persistent need among clients living with HIV and AIDS for increased access to behavioral health counseling that specifically targets the needs of their population. Organization also submitted a similar application for HOPWA #3 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 The winter shelter provides overflow services during the coldest months of the year to individuals who are unlikely to seek traditional shelter, due to barriers. Organization also submitted a similar application for ESG Part 1 #6 Green Team Program Clinical Mental Health Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. 15.0% YWCA’s secure, emergency shelter offers 36 onsite and 4 overflow units to victims left homeless due to domestic violence. Provide salary and benefits for essential shelter staffing infrastructure. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 7 FUND REQUEST Housing 2,326,976$ Neighborhood Improvements: Transp & ED 1,950,000$ Public Services 2,015,158$ Administration 714,103$ TOTAL FUNDS REQUESTED:7,006,237$ If a decrease in funding: Administration Staff Analysis: 71-46099 $391,846.69 71-45099 $708,153.31 Total:$1,100,000.00 Total:-$ PROGRAM INCOME: For Finance Purposes Only: -$ Maximize admin at 20%, then allocate additional funding to Shelter The Homeless Homeless Center Resource Meals up to 15% Public Services Cap, allocate remaining funds to Transportation Bus Stop Improvements COUNCIL: 4,670,517$ FUND AVAILABILITY ESTIMATED GRANT AWARD:3,570,517$ REALLOCATION: -$ MAYOR: 4,670,517$ CDCIP: CDCIP: Community Development & Capital Improvement Program (CDCIP ) Board Recommendation: 1,100,000$ TOTAL FUNDS AVAILABLE:4,670,517$ REALLOCATION FUNDING: -$ TOTALS 4,670,517$ AVAILABLE FOR ALLOCATIONMaximize admin at 20%, reduce funding from Transportation Bus Stop Improvements, reduce funding in Public Services from Advantage Services, but keep PS at 15% cap FUNDS ALLOCATED MAYOR: If an increase in funding: COUNCIL: Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 8 175,985$ Max Allowed for Part 1:179,560$ 127,837$ 326,267$ 1 Catholic Community Services FY21-22 41,000$ REQUEST:50,000$ FY20-21 -$ CDCIP:-$ FY19-20 30,000$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 30,000$ 5 YR TOTAL 101,000$ 2 Family Promise Salt Lake New REQUEST:56,984$ Community Family Shelter CDCIP:30,046$ MAYOR:30,046$ COUNCIL:30,046$ Consolidated Plan Goal/Strategy: 3 First Step House FY21-22 49,250$ REQUEST:60,000$ FY20-21 60,000$ CDCIP:36,046$ FY19-20 50,000$ MAYOR:36,046$ COUNCIL:36,046$ Consolidated Plan Goal/Strategy: 5 YR TOTAL 159,250$ 4 Shelter the Homeless FY21-22 -$ REQUEST:88,000$ FY20-21 -$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL -$ 5 Soap2Hope New REQUEST:295,280$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL -$ 6 The Road Home FY21-22 -$ REQUEST:30,000$ FY20-21 -$ CDCIP:-$ FY19-20 -$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 -$ 5 YR TOTAL -$ 7 The Road Home FY21-22 -$ REQUEST:80,000$ FY20-21 -$ CDCIP:-$ FY19-20 40,000$ MAYOR:-$ FY18-19 66,384$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 58,123$ 5 YR TOTAL 164,507$ 8 The Road Home New REQUEST:50,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 98.50 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Street Outreach Homeless Services: Homeless emergency shelter, resource center, or overflow operations Combined Admin & CDCIP Score: Maximum score: 114 93.83Provide outreach services to families experiencing homelessness across Salt Lake City and Salt Lake County. Outreach workers will locate homeless families and connect them to school systems for their children, benefits, and housing.Homeless Services: Homeless outreach programs Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 93.00Homeless Resource Center Utilities First Step House will provide on-site behavioral health assessment, referral, and peer support services to individuals at the Men's Homeless Resource Center. SALT LAKE CITY ESG PROGRAM: FUNDING LOG 2022/2023 APPLICANT/ PROJECT NAME REQUEST/RECOMMENDED % OF GRANT AWARD Part 1 Funding: Street Outreach and Emergency Shelter: Part 2 Funding: Homelessness Prevention, RRH, HMIS, and Admin: 2020-2024 CONSOLIDATED PLAN 96.67 Homeless Services: Homeless emergency shelter, resource center, or overflow operations 2022-2023 Funding Available: PROJECT DESCRIPTION PREVIOUS GRANT AWARDS PART 1: STREET OUTREACH AND EMERGENCY SHELTER Combined Admin & CDCIP Score: Maximum score: 114 Operational support for the Weigand Homeless Resource Center, a day shelter for individuals experiencing homelessness. Organization also submitted a similar application for CDBG Public Services #2 The FPSL family shelter program utilizes 12 Salt Lake Valley buildings to shelter homeless families. Each shelter location houses 3-4 families at a time for one week at a time. Homeless Resource Center Program Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Operational expenses for St. Vincent's de Paul Dining Hall as overflow winter emergency shelter. Organization also submitted a similar application for CDBG Public Services #22 Shelter the Homeless (STH) is requesting ESG funding to assist with the utilities for the two new Homeless Resource Centers (HRCs) in SLC. The program’s primary goal is to provide street-based services to people living on the street. By providing outreach services to high risk individuals. 93.67 84.00 Emergency Shelter - St. Vincent's Overflow Shelter Gail Miller Resource Center Soap2Hope Street Outreach Program Homeless Services: Homeless outreach programs Provide support for essential shelter services, including case management and transportation. Also supporting shelter operations, maintenance, rent, supplies, utilities, insurance, security, fuel, and equipment. Organization also submitted a similar application for CDBG Public Services #19 97.33 Weigand Homeless Resource Center Client Intake/Operations Homeless Services: Homeless emergency shelter, resource center, or overflow operations 86.00 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 9 9 Valley Behavioral Health New REQUEST:62,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 10 Volunteers of America, Utah FY21-22 30,000$ REQUEST:108,000$ FY20-21 38,000$ CDCIP:64,846$ MAYOR:64,846$ COUNCIL:64,846$ Consolidated Plan Goal/Strategy: 5 YR TOTAL 38,000$ 11 Volunteers of America, Utah FY21-22 44,000$ REQUEST:75,000$ FY20-21 46,000$ CDCIP:45,047$ FY19-20 44,115$ MAYOR:45,047$ FY18-19 60,000$ COUNCIL:45,047$ Consolidated Plan Goal/Strategy: FY17-18 45,992$ 5 YR TOTAL 240,107$ REQUEST:955,264$ 319.20% CDCIP:175,985$ 58.81%Max 60% MAYOR:175,985$ 58.81%Max 60% COUNCIL:175,985$ 58.81%Max 60% 1 FY21-22 40,000$ REQUEST:59,784$ FY20-21 30,000$ CDCIP:-$ FY19-20 53,000$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Objective: FY17-18 -$ 5 YR TOTAL 123,000$ 2 FY21-22 82,022$ REQUEST:121,974$ FY20-21 30,000$ CDCIP:46,021$ FY19-20 -$ MAYOR:46,021$ FY18-19 30,000$ COUNCIL:46,021$ Consolidated Plan Objective: FY17-18 32,000$ 5 YR TOTAL 174,022$ 3 The Road Home FY21-22 -$ REQUEST:86,360$ FY20-21 40,765$ CDCIP:51,816$ FY19-20 84,077$ MAYOR:51,816$ FY18-19 85,382$ COUNCIL:51,816$ Consolidated Plan Objective: FY17-18 85,508$ 5 YR TOTAL 295,732$ 4 The Road Home New REQUEST:30,000$ CDCIP:30,000$ MAYOR:30,000$ COUNCIL:30,000$ Consolidated Plan Objective: REQUEST:298,118$ CDCIP:127,837$ MAYOR:127,837$ COUNCIL:127,837$ Operational and essential services of the Volunteers of America (VOA) Youth Resource Center, which serves homeless and at risk teens age 15- 22. Combined Admin & CDCIP Score: Maximum score: 114 98.17Homeless Youth Resource Center Homeless Services: Homeless emergency shelter, resource center, or overflow operations Operational and service expenses for the Geraldine E. King Women's Resource Center. Combined Admin & CDCIP Score: Maximum score: 114 98.17Geraldine King Women's Resource Center Homeless Services: Homeless emergency shelter, resource center, or overflow operations Case management support for homeless and formerly homeless persons, who have mental and behavioral health needs. Combined Admin & CDCIP Score: Maximum score: 114 84.00Storefront/SafeHaven Case Manager Homeless Services: Homeless emergency shelter, resource center, or overflow operations Provide assistance with housing costs for families facing financial burderns and temporary loss of income, to prevent re-entry into homelessness, and maintain their housing. STREET OUTREACH AND EMERGENCY SHELTER TOTAL Rapid Re-housing Program Salt Lake Community Action dba Utah Community Action Salt Lake Community Action dba Utah Community Action *FUNDING FOR PART 1 CANNOT EXCEED $179,560 PART 2: HOMELESSNESS PREVENTION, RAPID RE-HOUSING, AND HMIS Diversion Program Diversion program support in the form of salaries and operational support. Diversion is a light-touch approach working to find safe, alternatives for clients to remain in housing rather than entering into shelter. Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Rapid Re-Housing Program Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Provide case management support for individuals experiencing homelessness through deposit and rental assistance and holistic case management. Organization also submitted a similar application for HOME #6 94.50 95.00 101.83 Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Salary support for case managers in The Road Home’s Rapid Re-housing Program working with participants, combined with short-term rental assistance. Organization also submitted a similar application for HOME #5 103.17 Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance HOMELESS PREVENTION & RAPID REHOUSING & HOMELESS MANAGEMENT INFORMATION SYSTEM (HMIS) TOTAL Homelessness Prevention Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 10 1 Salt Lake City Corporation FY21-22 22,630$ REQUEST:22,445$ FY20-21 22,446$ CDCIP:22,445$ FY19-20 21,843$ MAYOR:22,445$ FY18-19 21,659$ COUNCIL:22,445$ FY17-18 18,666$ 5 YR TOTAL 107,244$ REQUEST:1,275,827$ CDCIP:326,267$ MAYOR:326,267$ COUNCIL:326,267$ 1,275,827$ AVAILABLE TO ALLOCATE: Estimated 22-23 GRANT AWARD:299,267$ CDCIP BOARD:326,267$ -$ REALLOCATION:27,000$ MAYOR:326,267$ -$ TOTAL FUNDS AVAILABLE: $ 326,267 COUNCIL:326,267$ -$ If an increase in funding Maximize admin at 7.5%, and give ESG Part 1 agencies (VOA Youth Resource Center, VOA Women's Resource Center, First Step House Resource Center, and Family Promise Community Family Shelter) funding spread out equally amongst the selected four agencies, up to the ESG Part 1 cap. If a decrease in funding Maximize admin at 7.5%, and spread the decrease across the agencies as long as it doesn't go under $30,000 per award. 72-62197 27,000.00$ Total:27,000.00$ Community Development & Capital Improvement Program (CDCIP ) Board Recommendation: AVAILABLE FOR ALLOCATION:FUNDS ALLOCATED: Requested Funds 7.5% 7.5% 7.5% 7.5% For Finance Purposes Only:Administration Staff Analysis: ADMINISTRATION REALLOCATION FUNDING: HOMELESSNESS PREVENTION, RAPID RE-HOUSING, HMIS, AND ADMINISTRATION Program Administration To provide management, oversight, and monitoring of the ESG program. Administration: 7.5% of ESG allocation. Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 11 Estimated 2022-2023 Funding Available:1,121,103$ Available to Allocate -$ 1 FY21-22 200,000$ REQUEST:374,800$ FY20-21 200,000$ HTFAB:200,000$ Down Payment Assistance FY19-20 200,000$ MAYOR:200,000$ Consolidated Plan Goal/Strategy: FY18-19 200,000$ COUNCIL:200,000$ FY17-18 150,000$ 5 YR TOTAL 950,000$ 2 Neighborworks New REQUEST:315,000$ Affordable Home Buydown Program HTFAB:-$ MAYOR:-$ Consolidated Plan Goal/Strategy: COUNCIL:-$ 3 Salt Lake City Corporation FY21-22 984,634$ REQUEST:900,000$ Home Development Fund FY20-21 1,066,667$ HTFAB:317,448$ FY19-20 939,266$ MAYOR:317,448$ Consolidated Plan Goal/Strategy: FY18-19 1,061,368$ COUNCIL:317,448$ FY17-18 798,221$ 5 YR TOTAL 4,850,156$ 4 South Valley Sanctuary New REQUEST:138,500$ Combined Admin & HTFAB Score: HTFAB:138,500$ DV Survivor Housing Assistance MAYOR:138,500$ Consolidated Plan Goal/Strategy: COUNCIL:138,500$ 5 The Road Home FY21-22 200,000$ REQUEST:300,000$ TBRA program FY20-21 200,000$ HTFAB:200,000$ FY19-20 200,000$ MAYOR:200,000$ Consolidated Plan Goal/Strategy: FY18-19 200,000$ COUNCIL:200,000$ FY17-18 200,000$ 5 YR TOTAL 1,000,000$ 6 Utah Community Action FY21-22 167,669$ REQUEST:177,699$ TBRA Program FY20-21 70,000$ HTFAB:167,669$ FY19-20 70,000$ MAYOR:167,669$ Consolidated Plan Goal/Strategy: FY18-19 70,000$ COUNCIL:167,669$ FY17-18 70,000$ 5 YR TOTAL 447,669$ Direct aid in the form of grants/loans not to exceed each to first-time low- and-moderate-income (LMI) home buyers in Salt Lake City for down payment assistance. Funds will be used for development activities including acquisition, new construction, and rehabilitation of existing housing. Organization also submitted a similar application for CDBG Housing #6 which is limited to rehabilitation Combined Admin & HTFAB Score: Maximum Score: 114 86.60 69.00 Housing Programs: Housing programs that provide access to home ownership via down paiyment assistance and/or housing subsidy and/or financing. Housing Programs: Housing development that increases the nummber of units available for income eligible residents (Acquistion, New Construction). Funds will be used for development activities including acquisition, new construction, and rehabilitation of existing housing. Organization also submitted a similar application for CDBG Housing #4 89.60 Housing Programs: Housing development that increases the nummber of units available for income eligible residents (Acquistion, New Construction). 95.80Combined Admin & HTFAB Score: Maximum Score: 114 97.40 Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. 2020-2024 CONSOLIDATED PLAN SALT LAKE CITY HOME PROGRAM: FUNDING LOG 2022/2023 REQUEST/ RECOMMENDEDAPPLICANT/PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS Community Development Corporation of Utah Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. Combined Admin & HTFAB Score: Maximum Score: 114 101.00 Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. Tenant Based Rental Assistance (TBRA) for eligible clients in The Road Home's Rapid Re-housing Program. Organization also submitted a similar application for ESG Part 2 #3 Tenant Based Rental Assistance for survivors of domestic violence (DV). Organization also submitted a similar application for CDBG Public Services #16 Combined Admin & HTFAB Score: Maximum Score: 114 Operational support, direct client rental assistance through Tenant Based Rental Assistance (TBRA). Organization also submitted a similar application for ESG Part 2 #2 Combined Admin & HTFAB Score: Maximum Score: 114 Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 12 7 Salt Lake City Corporation FY21-22 97,486$ REQUEST:97,486$ Program Administration FY20-21 95,750$ HTFAB:97,486$ FY19-20 88,507$ MAYOR:97,486$ FY18-19 99,994$ COUNCIL:97,486$ FY17-18 71,357$ 10% of Home Allocation 5 YR TOTAL 453,094$ 10% of HOME Award:97,486$ REQUEST:2,303,485$ HTFAB:1,121,103$ MAYOR:1,121,103$ COUNCIL:1,121,103$ Estimated 22-23 GRANT AWARD:974,863$ PROGRAM INCOME:-$ REALLOCATION:146,240.00$ TOTAL FUNDS AVAILABLE:1,121,103$ If an increase in funding Maximize admin at 10%, then award the additional funds to SLC HOME Development Fund If a decrease in funding Maximize admin at 10% and reduce funds from SLC HOME Development Fund 72-62198 146,240.00$ Total:146,240.00$ Total:-$ COUNCIL: For Finance Purposes Only: REALLOCATION FUNDING: HOUSING TRUST FUND ADVISORY BOARD (HTFAB): -$ -$ -$ PROGRAM INCOME: MAYOR: FUND AVAILABILITY:AVAILABLE FOR ALLOCATION: Funding to administer the HOME program (10% of the total HOME allocation). TOTAL HTF Board Recommendation: Fund the agencies at the above Final Funding Recommendation Administration Staff Analysis: Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 13 Estimated 2022-2023 Funding Available: 910,126$ Available to Allocate -$ 1 Housing Connect FY21-22 489,332$ REQUEST:519,185$ Tenant Based Rental Assistance FY20-21 510,797$ HTFAB:519,185$ FY19-20 438,020$ MAYOR:519,185$ Consolidated Plan Goal/Strategy: FY18-19 321,015$ COUNCIL:519,185$ FY17-18 297,102$ 5 YR TOTAL 2,056,266$ 2 Utah AIDS Foundation FY21-22 30,000.00$ REQUEST:45,000$ HOPWA Supportive Services FY20-21 30,000$ HTFAB:70,000$ FY19-20 30,000$ MAYOR:70,000$ Consolidated Plan Goal/Strategy: FY18-19 30,000$ COUNCIL:70,000$ FY17-18 30,000$ 5 YR TOTAL 150,000$ 3 Utah AIDS Foundation FY21-22 50,000$ REQUEST:50,000$ Mental Health Services FY20-21 -$ HTFAB:100,000$ FY19-20 -$ MAYOR:100,000$ Consolidated Plan Goal/Strategy: FY18-19 -$ COUNCIL:100,000$ FY17-18 -$ 5 YR TOTAL 50,000.00$ 4 Utah Community Action FY21-22 85,099$ REQUEST:165,000$ STRMU/PHP/Supportive Services FY20-21 162,044$ HTFAB:195,736$ FY19-20 127,099$ MAYOR:195,736$ Consolidated Plan Goal/Strategy: FY18-19 142,501$ COUNCIL:195,736$ FY17-18 104,388$ 5 YR TOTAL 5 Salt Lake City Corporation FY21-22 20,240$ REQUEST:25,205$ Program Administration FY20-21 18,026$ HTFAB:25,205$ FY19-20 16,003$ MAYOR:25,205$ FY18-19 14,166$ COUNCIL:25,205$ Administration: 3% of HOPWA allocation.FY17-18 12,505$ 5 YR TOTAL 80,940$ 3% of HOPWA Award:25,205.88$ 804,390$ 910,126$ 910,126$ 910,126$ Estimated 2022-2023 GRANT AWARD: $ 840,196 -$ REALLOCATION:69,930$ -$ TOTAL FUNDS AVAILABLE:910,126$ -$ If a decrease Maximize admin at 3%, then reduce funds from UCA down to $165,000 72-61999 48,026.78$ 72-62099 21,903.22$ Total:69,930.00$ Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. 102.20 102.20 98.00 97.80 Behavioral Health: Support programs that provide connection to permanent housing upon exiting behavioral health programs. COUNCIL: MAYOR: MAYOR: COUNCIL: REQUEST: HOUSING TRUST FUND ADVISORY BRD: Combined Admin & HTFAB Score: Maximum Score: 114 Combined Admin & HTFAB Score: Maximum Score: 114 FUND AVAILABILITY:AVAILABLE FOR ALLOCATION: HOUSING TRUST FUND ADVISORY BOARD (HTFAB): TOTAL Combined Admin & HTFAB Score: Maximum Score: 114 Combined Admin & HTFAB Score: Maximum Score: 114 Provides Mental Health Services to persons with HIV/AIDS Organization also submitted a similar application for CDBG Public Services #23 SALT LAKE CITY HOPWA PROGRAM: FUNDING LOG 2022/2023 AWARDS Provides Supportive Services to persons with HIV/AIDS APPLICANT/PROJECT NAME PROJECT DESCRIPTION REQUEST/ RECOMMENDED 2020-2024 CONSOLIDATED PLANPREVIOUS GRANT To provide management, oversight, and monitoring of the HOPWA program. Provides Tenant Based Rental Assistance to persons with HIV/AIDS HTF Board Recommendation: The funds be awarded in the following manner as seen in the HTFAB Final Funding Recommendation Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. Provides short term rental, mortgage, and/or utilities (STRMU)assistance, permanent housing placement (PHP), and supportive services to persons with HIV/AIDS Administration Staff Analysis: If an increase Maximize admin at 3%, then award additional funds to UCA up to $235,000, award any additional funds to Housing Connect For Finance Purposes Only: REALLOCATION FUNDING: Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 14 Goals Strategies Housing: Provide expanded housing options for all economic and demographic segments of Salt Lake City’s population while diversifying housing stock within neighborhoods 1. Support housing programs that address the needs of aging housing stock through targeted rehabilitation efforts and diversifying the housing stock within the neighborhoods 2. Support affordable housing development that increases the number and types of units available for qualified residents 3. Support programs that provide access to home ownership 4. Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and/or end homelessness 5. Support programs that provide connection to permanent housing upon exiting behavioral health programs 6. Provide housing and essential supportive services to persons with HIV/AIDS Transportation: Promote accessibility and affordability of multimodal transportation options 1. Within eligible target areas, improve bus stop amenities as a way to encourage the accessibility of public transit and enhance the experience of public transit 2. Within eligible target areas, expand and support the installation of bike racks, stations, and amenities as a way to encourage use of alternative modes of transportation 3. Support access to transportation, prioritizing very low-income and vulnerable populations Community Resiliency: Provide tools to increase economic and/or housing stability 1. Support job training and vocational rehabilitation programs that increase economic mobility 2. Improve visual and physical appearance of deteriorating commercial buildings - limited to CDBG Target Area 3. Provide economic development support for microenterprise businesses 4. Direct financial assistance to for-profit businesses 5. Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty 6. Promote digital inclusion through access to digital communication technologies and the internet 7. Provide support for programs that reduce food insecurity for vulnerable population Homeless Services: Expand access to supportive programs that help ensure homelessness is rare, brief and non-reoccurring 1. Expand support for medical and dental care options for those experiencing homelessness 2. Provide support for homeless services including Homeless Resource Center Operations and Emergency Overflow Operations 3. Provide support for programs undertaking outreach services to address the needs of those living an unsheltered life 4. Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services Behavioral Health: Provide support for low income and vulnerable populations experiencing behavioral health concerns such as substance abuse disorders and mental health challenges 1. Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis ADDITIONAL INFORMATION 2020-2024 Consolidated Plan Goals and Strategies Note: language in BLUE is additional information added by Council staff Last Updated March 16, 2022 Attachment 2 - Annual HUD Grants Funding Log Page 15 ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Office Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: February 23,2022 Dan Dugan, Chair FROM: Blake Thomas, Director, Department of Community and Neighborhoods (CAN) __________________________ SUBJECT: Appropriation Resolution adopting the One-Year Action Plan for Community Development Block Grant (CDBG) funding, Emergency Solutions Grant (ESG) funding, HOME Investment Partnerships Program (HOME) funding, and Housing Opportunities for Person With AIDS (HOPWA) funding for Fiscal Year 2022-2023 and approval of the signing of an Interlocal Cooperation Agreement between Salt Lake City and the U.S. Department of Housing and Urban Development (HUD). STAFF CONTACT: Tony Milner, Director, Housing Stability Division 801-535-6168, tony.milner@slcgov.com Dillon Hase, Community Development Grant Supervisor, Housing Stability Division 801-535-6402, dillon.hase@slcgov.com DOCUMENT TYPE: Resolution RECOMMENDATION: Approve the included resolution and set the following schedule for work sessions and required public hearing. This will help the Administration ensure compliance with HUD regulations requiring submission of the 2022-2023 One-Year Action Plan (also referred to as the Annual Action Plan) by May 15, 2022. We also request the City Council: 1.Schedule the following required public hearings: a.March 1, 2022, Council Public Hearing to accept the Mayor’s grant recommendations and to hear comments from the public on the One-Year Action Plan. Lisa Shaffer (Feb 24, 2022 07:09 MST)02/24/2022 02/24/2022 b. March 22, 2022, HUD-Required Public Hearing to meet public comment requirements. 2. Schedule the following work sessions: a. March 8, 2022, first full briefing/funding discussion. b. March 22, 2022, follow-up briefing/funding discussion. c. April 5, 2022, if needed, follow-up briefing/funding discussion. 3. Schedule the formal adoption of the One-Year Action Plan: a. April 19, 2022, formal meeting: to potentially adopt the One-Year Action Plan as outlined in the attached resolution for CDBG, ESG, HOME, and HOPWA funds as provided through HUD. BUDGET IMPACT: No impact to City General Fund. Grant funds will be received from HUD for 2022-2023. BACKGROUND/DISCUSSION: The City is an entitlement entity and eligible under Code of Federal Regulations (CFR) Title 24, Part 91, et. al., to receive estimated 2022-2023 CDBG funds in the amount of $3,570,517, ESG funds in the amount of $299,267, HOME funds in the amount of $974,863, and HOPWA funds in the amount of $840,196 from HUD for the 2022-2023 program year. The City’s process for allocating these funds includes a competitive application process followed by a thorough review of applications by certain resident advisory boards. The resident advisory boards provide funding recommendations that are forwarded to the Mayor for consideration. The Mayor then provides funding recommendations that are forwarded along with the resident advisory board recommendations to the City Council. To receive and reallocate these funds to specific subrecipients, the City Council is required to adopt the One-Year Action Plan allocating HUD funds that principally benefit low- to-moderate income (LMI) residents. The One-Year Action Plan must align with the Salt Lake City 2020-2024 Consolidated Plan (“Consolidated Plan”) as adopted by the City Council and approved by HUD. The City Attorney’s Office reviewed the included resolution (Exhibit A: Resolution 2022-2023 Federal Grant Award and One-Year Action Plan) and approves it as to form. Please be aware that the entitlement award amounts contained herein are estimates based on the previous year’s allocations and most recent information from HUD. As of the date of this transmittal, the City has not received notification by HUD of the final award amounts. Due to the Federal Government operating under a Continuing Resolution (CR), and the timing of receiving the City’s awards notifications from HUD, the City may not have final award amounts prior to the Council’s formal meeting in April to adopt the One-Year Action Plan. In this case, the Administration will look for direction from the Council, regarding adjustments to final award amounts for any increases or decreases in HUD funding. The Housing Trust Fund Advisory Board (HTFAB) and the Community Development and Capital Improvement Programs (CD- CIP) Advisory Board have also provided recommendations for any increases or decreases in HUD funding. Housing Stability staff can provide guidance to the Council in making such determinations. In addition to the annual entitlement award amounts, the City will also reallocate CDBG funds in the amount of $1,100,000, ESG funds in the amount of $27,000, HOME funds in the amount of $146,240, and HOPWA funds in the amount of $69,930. The following table represents the estimated entitlement funding the City will receive for the 2022-2023 program year. Entitlement Funding Grant Amount Community Development Block Grant $ 3,570,517 Emergency Solutions Grant $ 299,267 HOME Investment Partnerships Program $ 974,863 Housing Opportunities for Persons With AIDS $ 840,196 Note: This table represents estimated 2022-2023 entitlement funding awards based on the grant award from the previous funding program year. 2022-2023 Entitlement Funding amounts will be updated once HUD issues notification of final funding awards. The following table represent the dollar amounts for funds that have been recaptured from previous program years and are available for reallocation for the 2022-2023 program year. These are funds that were positively identified as available for recapture, because of agreement expiration or project completion, at the end of the most recently closed HUD program year. Any recaptured funds retain the federal requirements, eligibility criteria and limitations of the original federal funding source. Also of note, the 20% Administrative and Planning cap and the 15% Public Services cap for CDBG are both hard tied to the HUD program year and do not carry forward. Therefore, any recaptured CDBG funding may not be allocated to administration or public services programs, rather they would only be available to use for the Housing and Neighborhood Improvements category as defined within the Consolidated Plan. Reallocated Funding Grant Amount Community Development Block Grant $ 1,100,000 Emergency Solutions Grant $ 27,000 HOME Investment Partnerships Program $ 146,240 Housing Opportunities for Persons With AIDS $ 69,930 The following table represent the estimated entitlement funding the City will receive for the 2022-2023 program year plus the funds that have been recaptured from previous program years and are available for reallocation for the 2022-2023 program year. The funding recommendations contained within Exhibit A are based on this amount of total funding availability. Total Funding Grant Amount Community Development Block Grant $ 4,670,517 Emergency Solutions Grant $ 326,267 HOME Investment Partnership Program $ 1,121,103 Housing Opportunities for Persons with AIDS $ 910,126 Note: 2022-2023 Entitlement Funding amounts will be updated once HUD issues notification of final funding awards. The Community Development and Capital Improvement Program (CDCIP) Advisory Board and the Housing Trust Fund Advisory Board (HTFAB) reviewed applications for CDBG and ESG, and HOME and HOPWA respectively. After thorough review and scoring each board made funding recommendations. The boards use an estimated amount of funding for each grant, based upon the grant award from the prior federal program year. The boards also included recommendations on projects that should receive increases or decreases of funding if the final allocation amounts would be different than amounts estimated at the time of the board meetings. The boards’ recommendations were forwarded to the Mayor for review and consideration. The 2022-2023 One-Year Action Plan Funding Recommendations Log (attached to Exhibit A) for all grants will be attached to the resolution after the City Council has made final funding decisions. PUBLIC PROCESS: From July 2021 to January 2022, Housing Stability staff conducted a survey to engage members of the public and receive input on how federal funding could be prioritized. In the past Housing Stability staff would have attended over a dozen in-person community events. Due to COVID-19 precautions, Housing Stability staff worked with the City’s Civic Engagement team and pivoted to an online community engagement survey, reaching out electronically to Salt Lake City’s resident, Recognized Community Organizations, and over 100 non-profits and community partners. The survey was offered in English and Spanish. Additionally, to hear from vulnerable populations without access to computers, paper versions of the survey were safely collected at the Homeless Resources Centers, two adult Detox locations, the Homeless Youth Resource Center, the Sorensen Community Center, and two local food banks, as well as a few outdoor community events. A total of 501 responses were received. The public was asked to give input on their top priorities of the goals identified in the Consolidated Plan. Priority ranking for each goal of the Consolidated Plan were provided, as follows: • Housing – Build new affordable housing and homeownership for low-income populations. • Transportation – Provide transit passes to low-income populations. • Build Community Resiliency – Early childhood education. • Homeless Services – Homeless Resources Centers operations and emergency shelter. • Behavioral Health – Treatment, counseling, and case management for behavioral health. The CDCIP and HTFAB Boards considered these priorities and how they align with the goals of the Consolidated Plan when identifying projects to be recommended for the 2022-2023 program year. A General Needs Hearing was held on November 10, 2021, as a required HUD forum to allow the public an opportunity to voice general ideas or concerns regarding community needs. This hearing is an opportunity for the CDCIP and HTFAB boards to consider the public’s ideas and how these ideas align with the goals of the Consolidated Plan. The ideas presented during a General Needs Hearing are typically discussed during subsequent board meetings to help identify which funding requests would be recommended by the boards. At the General Needs Hearing held on November 10, 2021, a total of seven (7) public comments were received with all of them relating to the need for additional and more comprehensive homeless services. The HOME and HOPWA applications were reviewed during a public meeting by the HTFAB on November 18, 2021, December 1, 2021, and February 2, 2022. The CDBG and ESG applications were reviewed during eight (8) public meetings by the CDCIP board between November 15, 2021, and January 24, 2022. On February 9, 2022, CAN and Housing Stability leadership met with Mayor Mendenhall to review the CDCIP and HTFAB recommendations. The Mayor accepted the recommendations from the CDCIP and HTFAB boards. Council is scheduled to hold a Public Hearing on March 1, 2022, to hear the Mayor’s funding recommendations and begin their funding allocation process. It is proposed that the Council hold a HUD required Public Hearing on March 22, 2022, to receive feedback from the general public, including applicants, regarding HUD funding for the 2022-2023 program year. EXHIBIT: A. Resolution 2022-2023 Federal Grant Award and One-Year Action Plan, attached with 2022-2023 One-Year Action Plan Funding Recommendation Log EXHIBIT A: Resolution 2022-2023 Federal Grant Award and One-Year Action Plan, and 2022-2023 One-Year Action Plan Funding Recommendation Log 1 RESOLUTION NO.________ OF 2022 An appropriations resolution adopting the One-Year Annual Action Plan for 2022-2023 that includes Community Development Block Grant funding, Emergency Solutions Grant funding, HOME Investment Partnerships Program funding, Housing Opportunities for Persons With AIDS funding, and approving the signing of an Interlocal Cooperation agreement between Salt Lake City and the U.S. Department of Housing and Urban Development. WHEREAS, Salt Lake City (City) is eligible under Code of Federal Regulations (CFR) Title 24, Part 91, et. al., to receive 2022-2023 Community Development Block Grant (CDBG) funds in the amount of $3,518,665, Emergency Solutions Grant (ESG) funds in the amount of $299,267, HOME Investment Partnerships Program (HOME) funds in the amount of $974,863, and Housing Opportunities for Persons with AIDS (HOPWA) funds in the amount of $840,196 from the U.S. Department of Housing and Urban Development (HUD) for the program year; WHEREAS, the City will also reallocate CDBG funds in the amount of $1,100,000, ESG funds in the amount of $27,000, HOME funds in the amount of $146,240, and HOPWA funds in the amount of $69,930; WHEREAS, it is in the best interests of the people of Salt Lake City that the City file an application with HUD for said funds in accordance with 24 CFR Part 91; WHEREAS, in order to receive said funds, the City is required to adopt a One-Year Annual Action Plan; WHEREAS, the public notices, hearings, and other pre-submission requirements as set forth in 24 CFR Part 91 have been accomplished by the City, including but not limited to the following: A City Council public hearing was held March 22, 2022 to consider the projects funded through the 2022-2023 One-Year Annual Action Plan; and WHEREAS, the City Council does now meet on this day of , 2022 to adopt the City s 2022-2023 One-Year Action Plan for CDBG, ESG, HOME, and HOPWA funds. NOW, THEREFORE, be it resolved by the City Council of Salt Lake City, Utah, as follows: 1. That the City hereby adopts the 2022-2023 One-Year Annual Action Plan for CDBG, ESG, HOME and HOPWA funds as set forth in Exhibit A attached hereto and made a part hereof by this reference. 2. That the Mayor, as the official representative of Salt Lake City, or her designee, is hereby authorized to submit the 2022-2023 One-Year Annual Action Plan for CDBG, ESG, HOME, and HOPWA funds together with such additional information and certifications as may be required under 24 CFR Part 91 to the U.S Department of Housing and Urban Development. 2 3. That the Mayor, as the official representative of Salt Lake City, or her designee, is hereby authorized to sign and execute a grant agreement with HUD (the HUD Grant Agreement ) regarding the aforementioned federal grant funds, and any and all subsequent agreements between the City and other public entities resulting from and consistent with the HUD Grant Agreement, subject to final approval as to form by the City Attorney. Passed by the City Council of Salt Lake City, Utah, this day of , 2022. SALT LAKE CITY COUNCIL By _____________________________ CHAIR Approved as to form: __________________________ Kimberly Chytraus Date: ___________________________ ATTEST: _________________________________ CITY RECORDER 3 EXHIBIT A Funding Recommendations for 2022-2023. Exhibit A attached hereto, shall include Funding Recommendations for the CDBG Program, Funding Recommendations for the ESG Program, Funding Recommendations for the HOME Program, and Funding Recommendations for the HOPWA Program (the Funding Recommendations are collectively referred to as the One-Year Annual Action Plan ). Estimated 2022-2023 Funding Available: 4,670,517$ Category Maximum Allocated Balance 2022-2023 Admin (20%):714,103$ -$ 714,103$ 2022-2023 Public Services (15%):535,577$ -$ 535,577$ 2022-2023 Housing & Neighborhood Improvements:2,876,438$ -$ 3,420,837$ 1 Attorney's Office FY21-22 29,827$ REQUEST:28,564$ FY20-21 29,869$ CDCIP:28,564$ FY19-20 24,427$ MAYOR:28,564$ FY18-19 25,090$ COUNCIL: FY17-18 24,369$ 5 YR TOTAL 133,582$ 2 Finance Department FY21-22 60,989$ REQUEST:64,270$ FY20-21 61,035$ CDCIP:64,270$ FY19-20 54,565$ MAYOR:64,270$ FY18-19 56,047$ COUNCIL: FY17-18 56,047$ 5 YR TOTAL 288,683$ 3 FY21-22 611,016$ REQUEST:621,269$ FY20-21 610,929$ CDCIP:621,269$ FY19-20 607,799$ MAYOR:621,269$ FY18-19 624,299$ COUNCIL: FY17-18 566,616$ 5 YR TOTAL 3,020,659$ REQUEST:714,103$ CDCIP:714,103$ MAYOR:714,103$ COUNCIL:-$ 1 ASSIST, Inc. FY21-22 700,000$ REQUEST:700,000$ FY20-21 391,373$ CDCIP:700,000$ FY19-20 391,000$ MAYOR:700,000$ FY18-19 320,000$ COUNCIL:Consolidated Plan Goal & Strategy: FY17-18 330,000$ 5 YR TOTAL 2,132,373$ 2 First Step House New REQUEST:322,000$ Recovery Residence Rehabilitation CDCIP:322,000$ MAYOR:322,000$ COUNCIL:Consolidated Plan Goal & Strategy: 0.0% PROJECT DESCRIPTION PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN % OF GRANT AWARD Funding for salaries and operational expenses of Housing Stability to administer and monitor the federal grants and to conduct the community processes. Combined Admin & CDCIP Score: Maximum score: 114 Supporting salaries, operational, and rehabilitation activities including plumbing, heating & electrical, radon testing/mitigation, roof repair, accessibility ramps, and accessibility design projects, etc. 102.17 Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. Funds for critical rehabilitation at 4 recovery residences (transitional housing) for sober living. Combined Admin & CDCIP Score: Maximum score: 114 99.17 Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. SALT LAKE CITY CDBG PROGRAM: FUNDING LOG 2022/2023 APPLICANT/ PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN % OF GRANT AWARD HOUSING FUNDING CAPS AS REQUIRED BY FEDERAL REGULATION Emergency Home Repair & Accessibility and Community Design CITY ADMINISTRATION Partial funding for staff salary to provide contract administration for federal grants. Partial funding for staff salary to provide financial administration and accounting services for federal grants. Housing Stability Division APPLICANT/ PROJECT NAME Note: 20% is the maximum amount allowed. Will auto adjust to 20% when SLC receives HUD award CITY ADMINISTRATION TOTAL 20.0% 20.0% 20.0% CDBG Page 1 3 New REQUEST:474,976$ CDCIP:300,000$ MAYOR:300,000$ COUNCIL:Consolidated Plan Goal & Strategy: 4 FY21-22 600,000$ REQUEST:600,000$ FY20-21 485,600$ CDCIP:500,000$ FY19-20 439,873$ MAYOR:500,000$ FY18-19 577,542$ COUNCIL:Consolidated Plan Goal & Strategy: FY17-18 565,000$ 5 YR TOTAL 2,668,015$ 5 Salt Lake City - Housing Stability Division FY21-22 60,000$ REQUEST:30,000$ FY20-21 60,000$ CDCIP:30,000$ Salt Lake City Small Repair Program FY19-20 -$ MAYOR:30,000$ FY18-19 -$ COUNCIL:Consolidated Plan Goal & Strategy: FY17-18 60,000$ 5 YR TOTAL 180,000$ 6 Neighborworks of Salt Lake New REQUEST:200,000$ CDCIP:196,837$ Home Rehabilitation & Improvement MAYOR:196,837$ COUNCIL:Consolidated Plan Goal & Strategy: REQUEST:2,326,976$ CDCIP:2,048,837$ MAYOR:2,048,837$ COUNCIL:-$ 1 New REQUEST:550,000$ CDCIP:550,000$ MAYOR:550,000$ COUNCIL:Consolidated Plan Goal & Strategy: 2 FY21-22 322,000$ REQUEST:750,000$ FY20-21 -$ CDCIP:172,000$ FY19-20 -$ MAYOR:172,000$ FY18-19 -$ COUNCIL:Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL 322,000$ 3 Salt Lake City - Housing Stability Division FY21-22 502,000$ REQUEST:650,000$ FY20-21 425,883$ CDCIP:650,000$ FY19-20 319,642$ MAYOR:650,000$ FY18-19 425,000$ COUNCIL: FY17-18 200,000$ 5 YR TOTAL 1,872,525$ REQUEST:1,950,000$ CDCIP:1,372,000$ MAYOR:1,372,000$ COUNCIL:-$ 86.50 Combined Admin & CDCIP Score: Maximum score: 114 Transportation: Improve bus stop amenities as a way to encourage the accessibility of public transit and enhance the experience of public transit in target areas. 41.8% 29.4% International Center for Appropriate and Sustainable Technology (ICAST) Rehabilitate Safe Haven supportive housing apartment complex, by replacing gas heating with very high-efficiency heating and hot water systems. Combined Admin & CDCIP Score: Maximum score: 114 Decarbonizing Supportive Housing Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. Ballpark TRAX Accessible Pedestrian Crossing Salt Lake City Housing Rehabilitation and Homebuyer Program Community Resiliency: Economic Development efforts via supporting the improvement and visibility of small businesses through façade improvement programs. REQUEST/RECOMMENDED 2020-2024 CONSOLIDATED PLAN % OF GRANT AWARD Combined Admin & CDCIP Score: Maximum score: 114 90.17 Transportation: Expand and support the installation of bike racks, stations, and amenities as a way to encourage use of alternative modes of transportation. Salt Lake City - Housing Stability Division Salaries and operational support for the Housing Rehab, Welcome Home SLC Homebuyer, Handyman, and West Side Node Improvement projects. Combined Admin & CDCIP Score: Maximum score: 114 89.83 Housing: Support programs that provide access to home ownership via down payment assistance, and/or housing subsidy, and/or financing. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 90.50 86.20 Housing: Expand housing support for aging resident that ensure access to continued stable housing. Home Rehabilitation & Improvement (NHRI) will provide grants and loans to low-to-moderate income Salt Lake City homeowners to fund necessary repairs and improvements to their home. Grants will be issued up to $10,000 and loans up to $25,000. Housing: Support housing programs that address needs of aging housing stock through targeting rehabilitation efforts and diversifying the housing stock within neighborhoods. HOUSING TOTAL APPLICANT/ PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS Salt Lake City - Transportation Division Salt Lake City - Transportation Division Target Area Bus Stop Improvements Consolidated Plan Goal & Strategy: 49.8% 43.9% 43.9% NEIGHBORHOOD IMPROVEMENTS: TRANSPORTATION & ECONOMIC DEVELOPMENT INFASTRUCTURE Construction of 2 ADA-compliant crosswalks on 1300 South, in either direction, to the Ballpark TRAX transit stop. 93.67 Construction of multiple ADA-compliant bus stops and/or transit-critical crosswalks in the Consolidated Plan target areas, to include bus shelters, benches, trash cans, and bike racks as appropriate. 0.00% Combined Admin & CDCIP Score: Maximum score: 114 97.67Neighborhood Business Improvement Program (NBIP) Provide grant money to businesses for facade improvements, focusing on small businesses and target areas. 29.4% 0.0% NEIGHBORHOOD IMPROVEMENTS: TRANSPORTATION & ECONOMIC DEVELOPMENT INFASTRUCTURE TOTAL Targeting qualifying seniors and persons with disabilities to provide small dollar value services for home improvement and service or repair. CDBG Page 2 1 FY21-22 60,250$ REQUEST:85,000$ FY20-21 64,809$ CDCIP:55,000$ FY19-20 68,884$ MAYOR:55,000$ FY18-19 55,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 278,943$ 2 Catholic Community Services of Utah New REQUEST:50,000$ CDCIP:35,000$ MAYOR:35,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 3 Community Development Corporation FY21-22 74,800$ REQUEST:$47,766 Housing Counseling FY20-21 68,100$ CDCIP:-$ FY19-20 67,447$ MAYOR:-$ FY18-19 70,500$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 70,000$ 5 YR TOTAL 350,847$ 4 English Skills Learning Center FY21-22 -$ REQUEST:38,500$ FY20-21 -$ CDCIP:30,000$ FY19-20 30,000$ MAYOR:30,000$ FY18-19 30,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL 60,000$ 5 First Step House FY21-22 41,700$ REQUEST:45,000$ FY20-21 47,000$ CDCIP:30,299$ FY19-20 30,000$ MAYOR:30,299$ FY18-19 COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 118,700$ 6 First Step House FY21-22 48,000$ REQUEST:58,115$ FY20-21 50,000$ CDCIP:30,000$ FY19-20 38,806$ MAYOR:30,000$ FY18-19 30,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 36,833$ 5 YR TOTAL 203,639$ 7 International Rescue Committee FY21-22 54,400$ REQUEST:63,407$ FY20-21 -$ CDCIP:40,000$ FY19-20 44,629$ MAYOR:40,000$ FY18-19 COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 99,029$ 8 Neighborhood House Association FY21-22 38,449$ REQUEST:52,009$ FY20-21 -$ CDCIP:40,000$ FY19-20 36,867$ MAYOR:40,000$ FY18-19 33,858$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 139,174$ 9 Odyssey House New REQUEST:60,000 CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: Provide case management services to individuals experiencing homelessness at the Weigand Homeless Resource Center. Peer Support Services 86.67 67.83 Digital Skills & Education Access to Build Resiliency Refugees and New Americans Funds will facilitate Digital Inclusion staff to support refugee and other new Americans access/learn digital technology skills, critical to improving their economic and housing stability. Employment Preparation and Placement (EPP) Program Salaries and administrative costs for Peer Support Services (PSS) Program which provides peer-based supportive services, delivered by certified Peer Support Specialists. Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Neighborhood House Early Education Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. Combined Admin & CDCIP Score: Maximum score: 114 88.00 Assistance for families with childcare as they search for and maintain employment. Funds will support early education teacher salaries and benefits. Combined Admin & CDCIP Score: Maximum score: 114 97.33 Housing: Support programs that provide access to home ownership Combined Admin & CDCIP Score: Maximum score: 114 Provisional Supportive Employment Program 98.33 100.67 Provide employment opportunities to homeless individuals or formerly homeless. Procurement of three vehicles for staff to assist clients with the following appointments: Odyssey House primarily provides transportation for medical, legal, DCFS appointments, school, grocery shopping, recreational therapy, etc. Combined Admin & CDCIP Score: Maximum score: 114 Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. 93.83 Case Manager-Weigand Homeless Resource Center APPLICANT/ PROJECT NAME PREVIOUS GRANT AWARDS REQUEST/RECOMMENDED % OF GRANT AWARD PROJECT DESCRIPTION 2020-2024 CONSOLIDATED PLAN PUBLIC SERVICES Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services Combined Admin & CDCIP Score: Maximum score: 114 Advantage Services, Inc Formerly Valley Services Residential Treatment Transportation Provide housing counseling classes and help connect individuals and families with public resources and information on fair housing, fair lending and accessibility rights. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Bring free and accessible content-based English language instruction to adult immigrants and refugees living at or below the poverty line. Provide supportive employment services to high-risk, high-need individuals in our community caught in the cycles of relapse, mental illness, incarceration, homelessness, and unemployment. Combined Admin & CDCIP Score: Maximum score: 114 94.50 Combined Admin & CDCIP Score: Maximum score: 114 Empowering Parents with English, Digital, Financial, and Family Literacy 79.33 Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. Community Resiliency: Promote digital inclusion through access to digital communication technologies and the internet. Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. CDBG Page 3 10 Odyssey House Transitional Living Program New REQUEST:84,000 CDCIP:-$ MAYOR:-$ COUNCIL:-$ 11 New REQUEST:100,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 12 Salt Lake City Bicycle Collective New REQUEST:100,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 13 Salt Lake City Division of Transportation FY21-22 34,700$ REQUEST:45,000$ FY20-21 45,000$ CDCIP:30,000$ FY19-20 -$ MAYOR:30,000$ FY18-19 45,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 154,700$ 14 Salt Lake Donated Dental Services FY21-22 44,400$ REQUEST:50,000$ FY20-21 44,000$ CDCIP:42,500$ FY19-20 48,510$ MAYOR:42,500$ FY18-19 30,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 30,000$ 5 YR TOTAL 196,910$ 15 Shelter The Homeless Committee Inc FY21-22 -$ REQUEST:136,130$ FY20-21 -$ CDCIP:57,778$ FY19-20 MAYOR:57,778$ FY18-19 COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL -$ 16 South Valley Sanctuary FY21-22 100,000$ REQUEST:100,000$ FY20-21 30,000$ CDCIP:50,000$ FY19-20 -MAYOR:50,000$ FY18-19 -COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 - 5 YR TOTAL 130,000$ 17 The Children's Center New REQUEST:110,000$ Therapeutic Preschool Program CDCIP:55,000$ MAYOR:55,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 18 The Inn Between FY21-22 -$ REQUEST:96,600$ End of Life Care and Medical Respite FY20-21 -$ CDCIP:-$ FY19-20 45,599$ MAYOR:-$ FY18-19 45,543$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 33,125$ 5 YR TOTAL 124,267$ Homelessness Prevention & Employment Assistance Program Provide free bicycle transportation to low-income communities, offer technical training to become a skilled bicycle mechanic, and creates a safe space for marginalized and underrepresented people to comfortably work on their own bicycles. Community Resiliency: Expand access to early childhood education to set the stage for academic achievement, social development, and change the cycle of poverty. Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. 84.00 53.33 97.17 104.17 97.50 85.67Domestic Violence Case Manager and Housing Assistance Bikes for Goodwill Combined Admin & CDCIP Score: Maximum score: 114 Transitional Living Program Combined Admin & CDCIP Score: Maximum score: 114 Low Income Transit Passes Transportation: Support access to transportation prioritizing very low-income and vulnerable populations. Greater Equatoria Region Association (GERA) Salaries, supplies, and lab fees for Community Dental Project, to support homeless and low-income individuals with dental services. Combined Admin & CDCIP Score: Maximum score: 114Community Dental Project Combined Admin & CDCIP Score: Maximum score: 114 Assist refugee and immigrant clients with the following services: negotiating with a landlord, supporting opportunities for housing, providing emergency rent assistance, and utilities support. 80.83 Provide affordable transportation to individuals experiencing homelessness in Salt Lake City. The program partners with local social service providers to provide transit passes to their clients at no cost to overcome transportation barriers. Homeless Services: Expand support for medical and dental care options for those experiencing homelessness. Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. This program provides treatment for preschool-aged children, who have been the victims of assault or trauma, and who are struggling to succeed in childcare or preschool. Follow up with intensive group therapy to gain resilience and learn essential skills. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Pay for partial meal costs of the two Salt Lake City Homeless Resource Centers. Costs will cover lunch and dinner costs for meal prep and delivery. Domestic Violence Case Manager salary, benefits, mileage and client rental assistance. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114Homeless Resource Centers Meals 87.83 Provides homeless individuals who need hospice or other end of life care and temporary medical respite housing for homeless individuals experiencing a medical crisis. Transportation: Support access to transportation prioritizing very low-income and vulnerable populations. Staff increase for Odyssey House’s Transitional Living program which provides affordable, temporary housing for low to moderate-income families who recently graduated from Odyssey House or other treatment programs. Combined Admin & CDCIP Score: Maximum score: 114 81.67 Behavioral Health: Expand treatment options, counseling support, and case management for those experiencing behavioral health crisis. Community Resiliency: Provide support for programs that reduce food insecurity for vulnerable population. CDBG Page 4 19 The Road Home FY21-22 72,000$ REQUEST:80,000$ FY20-21 CDCIP:-$ FY19-20 MAYOR:-$ FY18-19 COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 5 YR TOTAL 72,000$ 20 The Road Home New REQUEST:45,950$ CDCIP:40,000$ MAYOR:40,000$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 21 The Road Home New REQUEST:222,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 22 The Road Home FY21-22 -$ REQUEST:70,000$ FY20-21 -$ CDCIP:-$ FY19-20 -$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 -$ 5 YR TOTAL -$ 23 Utah AIDS Foundation New REQUEST:45,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 24 Wasatch Community Gardens New REQUEST:58,520$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal & Strategy: 25 YWCA Utah FY21-22 33,900$ REQUEST:172,161$ FY20-21 58,285$ CDCIP:-$ FY19-20 58,285$ MAYOR:-$ FY18-19 51,260$ COUNCIL:-$ Consolidated Plan Goal & Strategy: FY17-18 34,971$ 5 YR TOTAL 236,701$ REQUEST:2,015,158$ CDCIP:535,577$ MAYOR:535,577$ COUNCIL:-$ Provides farm-based employment, work readiness training, job placement assistance, and mentoring for women facing and/or experiencing homelessness. Request for One-time expenses related to farm move including partial soil removal and disposal, Geotextile layer, Importing clean soil, and palletizing and moving supplies.Community Resiliency: Provide job training/vocational training programs targeting low-income and vulnerable populations. Magnolia Apartments Combined Admin & CDCIP Score: Maximum score: 114Women in Jeopardy Program Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. 94.00 84.33 89.33 Housing Staffing 95.17 64.83 83.67 Housing: Provide housing and essential supportive services to persons with HIV/AIDS Combined Admin & CDCIP Score: Maximum score: 114St. Vincent de Paul Overflow Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. Homeless Services: Provide support for homeless services including Homeless Resource Center Operations and Emergency overflow operations. Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. The housing navigation staff work at four of the resource centers and coordinate with other service providers to serve households referred into the program. Gail Miller Resource Center 15.0% 15.0% 56.4% Note: 15% is the maximum amount allowed per HUD regulations PUBLIC SERVICES TOTAL Onsite case managers provide supportive services to individuals to help them maintain their housing and avoid exiting to homelessness. Combined Admin & CDCIP Score: Maximum score: 114 Respond to a persistent need among clients living with HIV and AIDS for increased access to behavioral health counseling that specifically targets the needs of their population.Hous Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114Green Team Program Clinical Mental Health The winter shelter provides overflow services during the coldest months of the year to individuals who are unlikely to seek traditional shelter, due to barriers. The Gail Miller Resource Center provides emergency shelter to men and women experiencing homelessness in Salt Lake County. Shelter is available 24/7, 365 days each year. Homeless Services: Expand case management support as a way to connect those experiencing homelessness with permanent housing and supportive services. YWCA’s secure, emergency shelter offers 36 onsite and 4 overflow units to victims left homeless due to domestic violence. Provide salary and benefits for essential shelter staffing infrastructure. 89.50 0.0% CDBG Page 5 FUND REQUEST Housing 2,326,976$ Neighborhood Improvements: Transp & ED 1,950,000$ Public Services 2,015,158$ Administration 714,103$ TOTAL FUNDS REQUESTED:7,006,237$ CDCIP Board Recommendations: If a decrease in funding: Administration Staff Analysis: 71-46099 $391,846.69 71-45099 $708,153.31 Total:$1,100,000.00 Total:-$ PROGRAM INCOME: For Finance Purposes Only: -$ Maximize admin at 20%, then allocate additional funding to Shelter The Homeless Homeless Center Resource Meals up to 15% Public Services Cap, allocate remaining funds to Transportation Bus Stop Improvements COUNCIL: 4,670,517$ FUND AVAILABILITY ESTIMATED GRANT AWARD:3,570,517$ REALLOCATION:1,100,000$ TOTAL FUNDS AVAILABLE:4,670,517$ FUNDS ALLOCATED MAYOR: If an increase in funding: COUNCIL: -$ MAYOR: 4,670,517$ CDCIP: CDCIP: Maximize admin at 20%, reduce funding from Transportation Bus Stop Improvements, reduce funding in Public Services from Advantage Services, but keep PS at 15% cap REALLOCATION FUNDING: 4,670,517$ TOTALS -$ AVAILABLE FOR ALLOCATION CDBG Page 6 -$ Max Allowed for Part 1:179,560$ -$ 326,267$ 1 Catholic Community Services FY21-22 41,000$ REQUEST:50,000$ FY20-21 -$ CDCIP:-$ FY19-20 30,000$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 30,000$ 5 YR TOTAL 101,000$ 2 Family Promise Salt Lake New REQUEST:56,984$ Community Family Shelter CDCIP:30,046$ MAYOR:30,046$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 3 First Step House FY21-22 49,250$ REQUEST:60,000$ FY20-21 60,000$ CDCIP:36,046$ FY19-20 50,000$ MAYOR:36,046$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL 159,250$ 4 Shelter the Homeless FY21-22 -$ REQUEST:88,000$ FY20-21 -$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL -$ 5 Soap2Hope New REQUEST:295,280$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL -$ 6 The Road Home FY21-22 -$ REQUEST:30,000$ FY20-21 -$ CDCIP:-$ FY19-20 -$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 -$ 5 YR TOTAL -$ 7 The Road Home FY21-22 -$ REQUEST:80,000$ FY20-21 -$ CDCIP:-$ FY19-20 40,000$ MAYOR:-$ FY18-19 66,384$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 58,123$ 5 YR TOTAL 164,507$ 8 The Road Home New REQUEST:50,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 9 Valley Behavioral Health New REQUEST:62,000$ CDCIP:-$ MAYOR:-$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 98.50 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Street Outreach Case management support for homeless and formerly homeless persons, who have mental and behavioral health needs. Combined Admin & CDCIP Score: Maximum score: 114 84.00Storefront/SafeHaven Case Manager Homeless Services: Homeless emergency shelter, resource center, or overflow operations Homeless Services: Homeless emergency shelter, resource center, or overflow operations Combined Admin & CDCIP Score: Maximum score: 114 93.83Provide outreach services to families experiencing homelessness across Salt Lake City and Salt Lake County. Outreach workers will locate homeless families and connect them to school systems for their children, benefits, and housing.Homeless Services: Homeless outreach programs Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 93.00Homeless Resource Center Utilities First Step House will provide on-site behavioral health assessment, referral, and peer support services to individuals at the Men's Homeless Resource Center. SALT LAKE CITY ESG PROGRAM: FUNDING LOG 2022/2023 APPLICANT/ PROJECT NAME REQUEST/RECOMMENDED % OF GRANT AWARD Part 1 Funding: Street Outreach and Emergency Shelter: Part 2 Funding: Homelessness Prevention, RRH, HMIS, and Admin: 2020-2024 CONSOLIDATED PLAN 96.67 Homeless Services: Homeless emergency shelter, resource center, or overflow operations 2022-2023 Funding Available: PROJECT DESCRIPTION PREVIOUS GRANT AWARDS STREET OUTREACH AND EMERGENCY SHELTER Combined Admin & CDCIP Score: Maximum score: 114 Operational support for the Weigand Homeless Resource Center, a day shelter for individuals experiencing homelessness. The FPSL family shelter program utilizes 12 Salt Lake Valley buildings to shelter homeless families. Each shelter location houses 3-4 families at a time for one week at a time. Homeless Resource Center Program Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Operational expenses for St. Vincent's de Paul Dining Hall as overflow winter emergency shelter. Shelter the Homeless (STH) is requesting ESG funding to assist with the utilities for the two new Homeless Resource Centers (HRCs) in SLC. The program’s primary goal is to provide street-based services to people living on the street. By providing outreach services to high risk individuals. 93.67 84.00 Emergency Shelter - St. Vincent's Overflow Shelter ESG- Gail Miller Resource Center Soap2Hope Street Outreach Program Homeless Services: Homeless outreach programs Provide support for essential shelter services, including case management and transportation. Also supporting shelter operations, maintenance, rent, supplies, utilities, insurance, security, fuel, and equipment. 97.33 Weigand Homeless Resource Center Client Intake/Operations Homeless Services: Homeless emergency shelter, resource center, or overflow operations 86.00 Homeless Services: Homeless emergency shelter, resource center, or overflow operations Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 ESG Page 1 10 Volunteers of America, Utah FY21-22 30,000$ REQUEST:108,000$ FY20-21 38,000$ CDCIP:64,846$ MAYOR:64,846$ COUNCIL:-$ Consolidated Plan Goal/Strategy: 5 YR TOTAL 38,000$ 11 Volunteers of America, Utah FY21-22 44,000$ REQUEST:75,000$ FY20-21 46,000$ CDCIP:45,047$ FY19-20 44,115$ MAYOR:45,047$ FY18-19 60,000$ COUNCIL:-$ Consolidated Plan Goal/Strategy: FY17-18 45,992$ 5 YR TOTAL 240,107$ REQUEST:955,264$ 319.20% CDCIP:175,985$ 58.81%Max 60% MAYOR:175,985$ 58.81%Max 60% COUNCIL:-$ 0.00%Max 60% 1 FY21-22 40,000$ REQUEST:59,784$ FY20-21 30,000$ CDCIP:-$ FY19-20 53,000$ MAYOR:-$ FY18-19 -$ COUNCIL:-$ Consolidated Plan Objective: FY17-18 -$ 5 YR TOTAL 123,000$ 2 FY21-22 82,022$ REQUEST:121,974$ FY20-21 30,000$ CDCIP:46,021$ FY19-20 -$ MAYOR:46,021$ FY18-19 30,000$ COUNCIL:-$ Consolidated Plan Objective: FY17-18 32,000$ 5 YR TOTAL 174,022$ 3 The Road Home FY21-22 -$ REQUEST:86,360$ FY20-21 40,765$ CDCIP:51,816$ FY19-20 84,077$ MAYOR:51,816$ FY18-19 85,382$ COUNCIL:-$ Consolidated Plan Objective: FY17-18 85,508$ 5 YR TOTAL 295,732$ 4 The Road Home New REQUEST:30,000$ CDCIP:30,000$ MAYOR:30,000$ COUNCIL:-$ Consolidated Plan Objective: REQUEST:298,118$ CDCIP:127,837$ MAYOR:127,837$ COUNCIL:-$ 1 Salt Lake City Corporation FY21-22 22,630$ REQUEST:22,445$ FY20-21 22,446$ CDCIP:22,445$ FY19-20 21,843$ MAYOR:22,445$ FY18-19 21,659$ COUNCIL: FY17-18 18,666$ 5 YR TOTAL 107,244$ REQUEST:1,275,827$ CDCIP:326,267$ MAYOR:326,267$ COUNCIL:-$ Operational and essential services of the VOA Youth Resource Center, which serves homeless and at risk teens age 15-22. Combined Admin & CDCIP Score: Maximum score: 114 98.17Homeless Youth Resource Center Homeless Services: Homeless emergency shelter, resource center, or overflow operations Operational and service expenses for the Geraldine E. King Women's Resource Center. Combined Admin & CDCIP Score: Maximum score: 114 98.17Geraldine King Women's Resource Center Homeless Services: Homeless emergency shelter, resource center, or overflow operations Provide assistance with housing costs for families facing financial burderns and temporary loss of income, to prevent re-entry into homelessness, and maintain their housing. STREET OUTREACH AND EMERGENCY SHELTER TOTAL 7.5% 0.0% 7.5% 7.5% Rapid Re-housing Program Salt Lake Community Action dba Utah Community Action Salt Lake Community Action dba Utah Community Action *FUNDING FOR PART 1 CANNOT EXCEED $179,560 HOMELESSNESS PREVENTION, RAPID RE-HOUSING, AND HMIS Diversion Program Diversion program support in the form of salaries and operational support. Diversion is a light-touch approach working to find safe, alternatives for clients to remain in housing rather than entering into shelter. Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 Combined Admin & CDCIP Score: Maximum score: 114 ADMINISTRATION Rapid Re-Housing Program Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Provide case management support for individuals experiencing homelessness through deposit and rental assistance and holistic case management. 94.50 95.00 101.83 Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance Salary support for case managers in The Road Home’s Rapid Re-housing Program working with participants, combined with short-term rental assistance. HOMELESSNESS PREVENTION, RAPID RE-HOUSING, HMIS, AND ADMINISTRATION 103.17 Housing Programs: Rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance HOMELESS PREVENTION & RAPID REHOUSING & HMIS TOTAL Program Administration Homelessness Prevention To provide management, oversight, and monitoring of the ESG program. Administration: 7.5% of ESG allocation. ESG Page 2 1,275,827$ AVAILABLE TO ALLOCATE: Estimated 22-23 GRANT AWARD:299,267$ CDCIP BOARD:326,267$ -$ REALLOCATION:27,000$ MAYOR:326,267$ -$ TOTAL FUNDS AVAILABLE: $ 326,267 COUNCIL:-$ 326,267$ If an increase in funding Maximize admin at 7.5%, and give ESG Part 1 agencies(VOA Youth Resource Center, VOA GEK, First Step House Resource Center, and Family Promise Community Family Shelter) funding spread out equally amongst the selected four agencies, up to the ESG Part 1 cap. If a decrease in funding Maximize admin at 7.5%, and spread the decrease across the agencies as long as it doesn't go under $30,000 per award. 72-62197 27,000.00$ Total:27,000.00$ CDCIP Board Recommendation: AVAILABLE FOR ALLOCATION:FUNDS ALLOCATED: Requested Funds For Finance Purposes Only:Administration Staff Analysis: REALLOCATION FUNDING: ESG Page 3 Estimated 2022-2023 Funding Available:1,121,103$ Available to Allocate 1,121,103$ 1 FY21-22 200,000$ REQUEST:374,800$ FY20-21 200,000$ HTFAB:200,000$ Down Payment Assistance FY19-20 200,000$ MAYOR:200,000$ Consolidated Plan Goal/Strategy: FY18-19 200,000$ COUNCIL:-$ FY17-18 150,000$ 5 YR TOTAL 950,000$ 2 Neighborworks New REQUEST:315,000$ Affordable Home Buydown Program HTFAB:-$ MAYOR:-$ Consolidated Plan Goal/Strategy: COUNCIL:-$ 3 Salt Lake City Corporation FY21-22 984,634$ REQUEST:900,000$ Home Development Fund FY20-21 1,066,667$ HTFAB:317,448$ FY19-20 939,266$ MAYOR:317,448$ Consolidated Plan Goal/Strategy: FY18-19 1,061,368$ COUNCIL:-$ FY17-18 798,221$ 5 YR TOTAL 4,850,156$ 4 South Valley Sanctuary New REQUEST:138,500$ Combined Admin & HTFAB Score: Maximum Score: 114HTFAB:138,500$ DV Survivor Housing Assistance MAYOR:138,500$ Consolidated Plan Goal/Strategy: COUNCIL:-$ 5 The Road Home FY21-22 200,000$ REQUEST:300,000$ TBRA program FY20-21 200,000$ HTFAB:200,000$ FY19-20 200,000$ MAYOR:200,000$ Consolidated Plan Goal/Strategy: FY18-19 200,000$ COUNCIL:-$ FY17-18 200,000$ 5 YR TOTAL 1,000,000$ 6 Utah Community Action FY21-22 167,669$ REQUEST:177,699$ TBRA Program FY20-21 70,000$ HTFAB:167,669$ FY19-20 70,000$ MAYOR:167,669$ Consolidated Plan Goal/Strategy: FY18-19 70,000$ COUNCIL:-$ FY17-18 70,000$ 5 YR TOTAL 447,669$ 7 Salt Lake City Corporation FY21-22 97,486$ REQUEST:97,486$ Program Administration FY20-21 95,750$ HTFAB:97,486$ FY19-20 88,507$ MAYOR:97,486$ FY18-19 99,994$ COUNCIL:-$ FY17-18 71,357$ 10% of Home Allocation 5 YR TOTAL 453,094$ 10% of HOME Award:97,486$ REQUEST:2,303,485$ HTFAB:1,121,103$ MAYOR:1,121,103$ COUNCIL:-$ Estimated 22-23 GRANT AWARD:974,863$ PROGRAM INCOME:-$ REALLOCATION:146,240.00$ TOTAL FUNDS AVAILABLE:1,121,103$ If a decrease in funding Maximize admin at 10%, then award the additional funds to SLC HOME Development Fund If an increase in funding Maximize admin at 10% and reduce funds from SLC HOME Development Fund 72-62198 146,240.00$ Total:146,240.00$ Total:-$ Direct aid in the form of grants/loans not to exceed each to first-time LMI home buyers in Salt Lake City for down payment assistance. Funds will be used for development activities including acquisition, new construction, and rehabilitation of existing housing. Combined Admin & HTFAB Score: Maximum Score: 114 86.60 69.00 Housing Programs: Housing programs that provide access to home ownership via down paiyment assistance and/or housing subsidy and/or financing. Housing Programs: Housing development that increases the nummber of units available for income eligible residents (Acquistion, New Construction). Funds will be used for development activities including acquisition, new construction, and rehabilitation of existing housing. 89.60 COUNCIL: For Finance Purposes Only: REALLOCATION FUNDING: HOUSING TRUST FUND ADVISORY BRD: 1,121,103$ -$ -$ Housing Programs: Housing development that increases the nummber of units available for income eligible residents (Acquistion, New Construction). 95.80Combined Admin & HTFAB Score: Maximum Score: 114 97.40 Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. 2020-2024 CONSOLIDATED PLAN SALT LAKE CITY HOME PROGRAM: FUNDING LOG 2022/2023 REQUEST/ RECOMMENDED APPLICANT/PROJECT NAME PROJECT DESCRIPTION PREVIOUS GRANT AWARDS Community Development Corporation of Utah Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. Combined Admin & HTFAB Score: Maximum Score: 114 101.00 Housing Programs: Housing programs that provide applicable rent assistance in the form of rapid rehousing, homeless prevention, and housing stabilization assistance. Tenant Based Rental Assistance for eligible clients in The Road Home's Rapid Re-housing Program. Tenant Based Rental Assistance for survivors of domestic violence. PROGRAM INCOME: Combined Admin & HTFAB Score: Maximum Score: 114 MAYOR: FUND AVAILABILITY:AVAILABLE FOR ALLOCATION: Funding to administer the HOME program (10% of the total HOME allocation). TOTAL HTF Board Recommendation: Fund the agencies at the above Final Funding Recommendation Administration Staff Analysis: Operational support, direct client rental assistance through Tenant Based Rental Assistance. Combined Admin & HTFAB Score: Maximum Score: 114 HOME Page 1 Estimated 2022-2023 Funding Available: 910,126$ Available to Allocate 910,126$ 1 Housing Connect FY21-22 489,332$ REQUEST:519,185$ Tenant Based Rental Assistance FY20-21 510,797$ HTFAB:519,185$ FY19-20 438,020$ MAYOR:519,185$ Consolidated Plan Goal/Strategy: FY18-19 321,015$ COUNCIL:-$ FY17-18 297,102$ 5 YR TOTAL 2,056,266$ 2 Utah AIDS Foundation FY21-22 30,000.00$ REQUEST:45,000$ HOPWA Supportive Services FY20-21 30,000$ HTFAB:70,000$ FY19-20 30,000$ MAYOR:70,000$ Consolidated Plan Goal/Strategy: FY18-19 30,000$ COUNCIL:-$ FY17-18 30,000$ 5 YR TOTAL 150,000$ 3 Utah AIDS Foundation FY21-22 50,000$ REQUEST:50,000$ Mental Health Services FY20-21 -$ HTFAB:100,000$ FY19-20 -$ MAYOR:100,000$ Consolidated Plan Goal/Strategy: FY18-19 -$ COUNCIL:-$ FY17-18 -$ 5 YR TOTAL 50,000.00$ 4 Utah Community Action FY21-22 85,099$ REQUEST:165,000$ STRMU/PHP/Supportive Services FY20-21 162,044$ HTFAB:195,736$ FY19-20 127,099$ MAYOR:195,736$ Consolidated Plan Goal/Strategy: FY18-19 142,501$ COUNCIL:-$ FY17-18 104,388$ 5 YR TOTAL 5 Salt Lake City Corporation FY21-22 20,240$ REQUEST:25,205$ Program Administration FY20-21 18,026$ HTFAB:25,205$ FY19-20 16,003$ MAYOR:25,205$ FY18-19 14,166$ COUNCIL:-$ Administration: 3% of HOPWA allocation.FY17-18 12,505$ 5 YR TOTAL 80,940$ 3% of HOPWA Award:25,205.88$ 804,390$ 910,126$ 910,126$ -$ Estimated 2022-2023 GRANT AWARD: $ 840,196 -$ REALLOCATION:69,930$ -$ TOTAL FUNDS AVAILABLE:910,126$ 910,126$ If a decrease Maximize admin at 3%, then reduce funds from UCA down to $165,000 72-61999 48,026.78$ 72-62099 21,903.22$ Total:69,930.00$ Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. 102.20 102.20 98.00 97.80 Behavioral Health: Support programs that provide connection to permanent housing upon exiting behavioral health programs. COUNCIL: MAYOR: MAYOR: COUNCIL: REQUEST: HOUSING TRUST FUND ADVISORY BRD: Combined Admin & HTFAB Score: Maximum Score: 114 Combined Admin & HTFAB Score: Maximum Score: 114 FUND AVAILABILITY:AVAILABLE FOR ALLOCATION: HOUSING TRUST FUND ADVISORY BRD: TOTAL Combined Admin & HTFAB Score: Maximum Score: 114 Combined Admin & HTFAB Score: Maximum Score: 114 Provides Mental Health Services to persons with HIV/AIDS SALT LAKE CITY HOPWA PROGRAM: FUNDING LOG 2022/2023 AWARDS Provides Supportive Services to persons with HIV/AIDS APPLICANT/PROJECT NAME PROJECT DESCRIPTION REQUEST/ RECOMMENDED 2020-2024 CONSOLIDATED PLANPREVIOUS GRANT To provide management, oversight, and monitoring of the HOPWA program. Provides Tenant Based Rental Assistance to persons with HIV/AIDS HTF Board Recommendation: The funds be awarded in the following manner as seen in the HTFAB Final Funding Recommendation Housing Programs: Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and end homelessness. Provides short term rental, mortgage, and/or utilities assistance, permanent housing placement, and supportive services to persons with HIV/AIDS Administration Staff Analysis: If an increase Maximize admin at 3%, then award additional funds to UCA up to $235,000, award any additional funds to Housing Connect For Finance Purposes Only: REALLOCATION FUNDING: HOPWA Page 1 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY22Budget TO:City Council Members FROM: Ben Luedtke Budget & Policy Analyst DATE:April 5, 2022 RE: Ordinance Amendment to Create Community Recovery Committee for the Proposed American Rescue Plan Act (ARPA) Community Grants Program ISSUE AT-A-GLANCE In October 2021, as part of Budget Amendment #4, the Administration proposed $4 million for new one-time community grants split into two separate offerings: $2 million for business assistance managed by the Economic Development Department (EDD) and $2 million for nonprofit assistance managed by the Community and Neighborhoods (CAN) Department. The Administration transmitted a proposed ordinance amendment that makes several changes to the original proposal last year. The amendment would create a Community Recovery Committee to review funding applications, recommend to the Council funding awards over $50,000 and have delegated authority from the Council to approve funding awards up to $50,000. Budget Amendment #4 and FY2023 Annual Budget The Council would need to adopt the ordinance amendment to create the Committee and act in Budget Amendment #4 to appropriate the $4 million for the Community Grants Program. It’s important to note that of the City’s $85,411,572 ARPA funds, the Council has approved budgets for $33,127,176 or 39% of the total. Most of the budgets used one-time ARPA funds for ongoing costs (both new and existing programs and employees). The upcoming FY2023 annual budget will likely need significant ARPA funding, new revenues, and / or budget reductions to be balanced. Eligibility and Department Workloads The grants must be used for eligible activities under the U.S. Treasury’s final ARPA guidance and meet Federal reporting, compliance, and spending deadlines. Meeting these requirements would create a significant workload for the City’s Finance Department and Attorney’s Office. For example, some potential categories are narrowly eligible only for evidence-based programs and practices which must have published research supporting interventions producing desired outcomes. Grant Categories Specific categories are identified for the nonprofit assistance grants which are: “offering services to retrain displaced workers; providing legal or other assistance for evictions or rent relief; expanding educational opportunities; deploying resources to mitigate the digital divide; supporting parents or children affected by COVID-19 including childcare or after school programs; and providing access to healthcare services including mental health support.” (2.20.040(A)) Note nonprofits may submit applications for programs not listed above. No specific categories are identified for the business assistance grants. These grants would be focused on small and local businesses and support for artists and artisan businesses. A business must first demonstrate an Project Timeline: 1st Briefing: April 5, 2022 2nd Briefing: April 12, 2022 (if needed) Potential Action: April 19, 2022 Note: the Council would also need to act in a budget opening to release the $4 million Page | 2 economic and/or operational hardship caused by the pandemic, and then propose an ARPA eligible use for the grant funds. New Time-limited Official City Board: Community Recovery Committee The Committee would be subject to the Open and Public Meetings Act and other requirements of official City boards. One exception is allowing members of existing City boards to also serve on this new Committee. There would be four members on the Committee selected from the Human Rights Commission, Business Advisory Board, Racial Equity in Policing Commission, and the Economic Development Loan Fund Committee. The Mayor would appoint Committee members subject to the advice and consent of the Council. Mayor’s Office staff would provide support for the Committee’s activities. Section Four of the ordinance identifies a sunset for the Committee once all the ARPA program funds are expended or the deadline has passed. Timeline The two departments report a request for proposals (RFP) would be issued with a one-month window for applicants to submit proposals. Then the committee would score and rank applications over two weeks and recommending funding to the Council for awards over $50,000 and approve awards up to $50,000. Funding would begin to be distributed the following month. ARPA funds must be obligated by the end of calendar year 2024 and must be fully spent by the end of calendar year 2026. The Community Grants Program sets an earlier fully spent deadline of December 31, 2024 to provide public benefits at a faster pace. POLICY QUESTIONS 1.Delegation of Authority for Grants up to $50,000 – The Council may wish to discuss whether to delegate authority to the Community Recovery Committee for approving grants up to $50,000. Hypothetically, the Committee could approve 80 grants at $50,000 and no applications would go to the Council for review and approval. The Council could require notification from the Committee for all grants up to $50,000 that they approve. 2.Cap on Grants Under $50,000 – The Council could discuss placing a maximum cap on the total dollar amount (such as $1 million) that the Committee could approve for individual grants up to $50,000. This approach would ensure some grants return to the Council for review and approval. 3.Funding Split: $2 Million for Business Assistance and $2 Million for Nonprofits – The Council may wish to discuss whether to support the proposed split of the $4 million or split the funding into different amounts. 4.Minimum Grant Amount – The Council may wish to discuss with the Administration identifying a minimum funding award for individual grants like the $30,000 minimum for annual HUD grants and $50,000 for CIP. Setting a minimum amount is intended to balance the burden of administering the grants with creation of public benefits. 5.One or Two Sets of Funding Recommendations – The Council may wish to ask if the Administration intends to provide one or two sets of funding recommendations for grants over $50,000. As part of the annual HUD grants and CIP process, the Council receives two sets of funding recommendations: one from the advisory board and another from the Mayor. 6.Equity Considerations – The Council may wish to discuss whether funding should have further equity considerations built-in to the grant categories and scoring. For example, during the pandemic in context of other grant programs Council Members discussed: businesses in and nonprofits serving the Westside, women-owned and/or minority-owned businesses, nonprofits serving low-income residents, addressing root causes of homelessness like domestic violence, and food insecurity. 7.Applicant Notification and Assistance – The Council may wish to ask the Administration what community assistance resources will be available for interested organizations to fill out applications? For example, where will in-person computers be publicly accessible, in what languages will the applications and instructions be available, who is the single-point of contact for each of the two grant programs, how will potential applicants learn about the opportunity, etc. Some local businesses expressed concern about earlier funding opportunities that they were not able to access the expedited process due to language or technology barriers, both from the notification of fund availability and application processes. Page | 3 8.Priority to Organizations that haven’t yet Received Financial Assistance from the City – The Council may wish to ask the Administration to what extent the Community Grant Program would prioritize businesses and nonprofits that haven’t already received financial assistance from the City during the pandemic. Some of the City’s earlier pandemic response efforts included small business emergency loan program, RDA tenant rent waivers, directing some of the City’s one-time Federal funds directly to non-profits and service providers and supplemental one-time HUD grants, among others. 9.Even Number of Committee Members – The Council may wish to ask the Administration why the Community Recovery Committee is proposed to have an even number of members (four) instead of an odd number to avoid tie votes which is a common practice. The Council may also wish to discuss whether additional members should be included from other City boards. ACRONYMS ARPA – American Rescue Plan Act of 2021 CAN – Community and Neighborhoods Department CIP – Capital Improvement Program EDD – Economic Development Department HUD – United States Housing and Urban Development Department RDA – Redevelopment Agency RFP – Request for Proposals ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: Lisa Shaffer, Chief Administrative Officer Date Sent to Council: TO: Salt Lake City Council DATE: March 8, 2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff to Mayor Mendenhall SUBJECT: Community Recovery Grant Committee proposed ordinance STAFF CONTACTS: Rachel Otto Katie Lewis Mary Beth Thompson DOCUMENT TYPE: Proposed ordinance RECOMMENDATION: Adopt the proposed ordinance BUDGET IMPACT: None BACKGROUND/DISCUSSION: Mayor Mendenhall’s proposal for the allocation of American Rescue Plan funds has focused on four elements: (1) Taking care of the City’s financial health; (2) Homelessness and Public Safety; (3) Creating Community Resilience; and (4) Community Grants. This transmittal addresses the Community Grant program. By way of background, the goal of the Community Grant program as proposed is to provide Rescue Plan funding directly to community members, community organizations, and/or small businesses who have suffered economic or operational hardship due to COVID-19. The Administration has proposed that this grant pool include $4 million split into two categories, with half of the allocation going to Economic Development and half to Community and Neighborhoods to administer. The CAN grants would focus on support to nonprofits for activities such as: retraining displaced workers, legal services to prevent evictions, expanded educational opportunities for low-income residents, resources to mitigate the digital divide, and access to physical and mental healthcare for vulnerable and/or underserved populations. The DED grants would focus on business assistance, including grants for businesses not included in other government programs during the pandemic, especially small and local businesses, and support for artist/artisan businesses. Lisa Shaffer (Mar 10, 2022 12:08 MST)03/10/2022 03/10/2022 ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 After consultation with City Council staff, the Administration proposes the formation of the Community Recovery Committee (“CRC”). The CRC will be a new City board, codified in City Code, and will be subject to the Open and Public Meetings Act and all transparency requirements for City boards and commissions. However, the Adminisration thinks it is valuable to leverage the existing expertise of City board members for the CRC. For that reason, the Administration is proposing an exception to the City Code requirement that individuals may only serve on one City board. The Administration proposes that the CRC would comprise members from already-existing City boards and commissions including the Human Rights Commission, the Business Advisory Board, the Commission on Racial Equity in Policing, and the Economic Development Loan Fund Committee. The members of the CRC would be appointed by the Mayor with the consent of the City Council. Under the proposed ordinance, the Administration will develop the grant program and solicit applications pursuant to the goals and objectives identified above. Administrative staff in the Mayor’s Office will staff the CRC. The CRC would then evaluate and make recommendations regarding the grant applications to the Mayor, who would forward recommendations to the City Council to determine grant awardees. SALT LAKE CITY ORDINANCE No. _____ of 2022 (Amending Salt Lake City Code to establish a new community grant program and to create a new city board to assist with and oversee the distribution of American Rescue Plan Act funds) WHEREAS, the global COVID-19 pandemic has impacted the world and local economy at an unprecedented level, and Salt Lake City’s nonprofit organizations, local businesses, and residents have been negatively impacted by the economic uncertainty caused by the pandemic. WHEREAS, Salt Lake City Corporation (City) has received approximately _____ in federal funding under the American Rescue Plan Act (Rescue Plan), which must be committed by December 31, 2024 and spent by December 31, 2026. WHEREAS, the City must spend the Rescue Plan funds on certain COVID-related uses, including to support disproportionately impacted communities and to mitigate negative economic impacts within the community. WHEREAS, the City intends to create a community grant program to deploy Rescue Plan funds to support disproportionately impacted communities in the City and mitigate the negative economic impacts to the City’s local businesses and nonprofit organizations. WHEREAS, the City desires to establish criteria to quickly, transparently, and fairly deploy the Rescue Plan funds through the community grant program, and desires to create a new City board to review applications for the grant funding and make recommendations to the City Council, for its approval. WHEREAS, the City Council has determined that adopting this ordinance to establish the community grant program and to create the Community Recovery Committee to oversee the grant applications and recommendations, as set forth herein, is in the City’s best interests. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Amending the text of Salt Lake City Code Section 2.07.020. That Section 2.07.020 of the Salt Lake City Code is hereby amended to add the name of new city board which name shall be inserted into the list of city boards in alphabetical order and shall read as follows: Community recovery committee SECTION 2. Amending the text of Salt Lake City Code Subsection 2.07.040.B. That Subsection 2.07.040.B of the Salt Lake City Code is hereby amended to read as follows: B. City boards should represent a cross section of the city. To ensure that a cross section is represented, the city council should apply the following criteria in considering appointments to city boards: 1. Individuals should serve on only one board at a time, explicitly permitted in this code or other law. 2. City boards should have representatives from all geographic areas of the city. 3. Individuals who have not been involved in city government should be encouraged to participate through appointment to city boards. 4. Equal opportunity principles should be recognized in appointments. 5. Appointees should be city residents unless an exception in this code or other law applicable to a particular city board provides otherwise. SECTION 3. Amending the text of Salt Lake City Code Chapter 2.20. That Chapter 2.20 of the Salt Lake City Code is hereby renamed as the “Community Recovery Committee”, and is hereby adopted to read as follows: 2.20.010: Purpose 2.20.020: Responsibilities 2.20.030: Membership 2.20.040: Community Grant Program 2.20.050: Minimum Requirements for Community Grant Program Applications 2.20.010: PURPOSE: The Community Recovery Committee will assist with and oversee the distribution of certain Rescue Plan funds under the City’s community grant program. Consistent with this Chapter, the Community Recovery Committee will review applications for community grant program funding and make funding recommendations to the Mayor. The Mayor shall review the Community Recovery Committee’s recommendations and make a final recommendation on the use of funds to the City Council. 2.20.020: RESPONSIBILITIES: The Community Recovery Committee will: A. Advise and make recommendations to City Council on decisions related to the City’s community grant program, except the Community Recovery Committee has the authority to authorize community recovery grants to nonprofit organizations or local businesses in amounts of up to $50,000 without further recommendation or authorization by the Mayor or the City Council, so long as such grants meet the policy objectives set forth in this ordinance. B. Coordinate with relevant City departments on the review and evaluation of current strategic plans, goals, and policies of the departments’ grant programs. C. Review all eligible project proposals submitted by various business, and nonprofit organizations for the community grant program and to make recommendations to the Mayor on such requests for funds. D. Monitor the community grant program and ensure that the program is being implemented as planned and the funds from the program are utilized as recommended and approved by the Council. E. Help ensure that the community grant program goals are consistent with the strategic plans and goals of the City and are consistent with the federal requirements for utilization of Rescue Plan funds. F. Evaluate the overall effectiveness of the community grant program. 2.20.030: MEMBERSHIP: A. The Community Recovery Committee shall be made up of one member of the Human Rights Commission, one member of the Business Advisory Board, one member of the Racial Equity in Policing Commission, and one member of the Economic Development Loan Fund Committee. B. Members of the Community Recovery Committee will be appointed by the Salt Lake City Mayor with the advice and consent of the City Council. Individuals appointed to the Community Recovery Committee will be authorized under City Code to serve on two City boards. 2.20.040: COMMUNITY GRANT PROGRAM: The Administration will create the community grant program to efficiently deploy the Rescue Plan community grant program funds utilizing the following policies and objectives: A. Any application for a community grant to a nonprofit organization will focus on supporting communities disproportionately affected by the COVID-19 pandemic, including, but not limited to, by offering services to retrain displaced workers; providing legal or other assistance for evictions or rent relief; expanding educational opportunities; deploying resources to mitigate the digital divide; supporting parents or children affected by COVID- 19 including childcare or after school programs; and providing access to healthcare services, including mental health support. B. Any application for a community grant for local business will focus on supporting the business’s operations or employees who have been economically affected by the COVID- 19 pandemic. 2.20.050: MINIMUM REQUIREMENTS FOR COMMUNITY GRANT PROGRAM APPLICATIONS: Community grant program applications for either nonprofit organizations or local businesses will include, at a minimum, the following information to be considered by the Community Recovery Committee: A. The amount of community grant funds the organization is seeking and how the nonprofit organization or local businesses intends to use the proposed funds. B. Affirmation, after consultation with the City’s Finance Department, that the proposed use is eligible under the federal Rescue Plan guidelines and that the applicant will be able to spend the funds by December 31, 2024. C. Identification of how the proposed grant will meet the City’s objectives of supporting underserved communities, mitigating economic impacts on local businesses or arts organizations, or mitigating the effects of COVID-19 on the community. SECTION 4. Sunset. Upon either full expenditure of the Rescue Plan funds, or expiration of the deadline to expend such funds, the Community Recovery Committee shall cease to exist under City Code, unless the City Council expands the scope of the Community Recovery Committee’s responsibilities, in which case the Community Recovery Committee will remain in effect. SECTION 5. Effective Date. This Ordinance shall take effect immediately after it has been published in accordance with Utah Code §10-3-711 and recorded in accordance with Utah Code §10-3-713. Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________, 2022. ______________________________ Dan Dugan, Council Chair ATTEST AND COUNTERSIGN: ______________________________ CITY RECORDER Transmitted to Mayor on _______________________. Mayor's Action: _______Approved. _______Vetoed. ______________________________ MAYOR ______________________________ CITY RECORDER (SEAL) Bill No. ________ of 2022. Published: ______________. APPROVED AS TO FORM Salt Lake City Attorney’s Office Date: March 9, 2022 Katherine Lewis, City Attorney LEGISLATIVE DRAFT 1 SALT LAKE CITY ORDINANCE 1 No. _____ of 2022 2 3 (Amending Salt Lake City Code to establish a new community grant program 4 and to create a new city board to assist with and oversee 5 the distribution of American Rescue Plan Act funds) 6 7 WHEREAS, the global COVID-19 pandemic has impacted the world and local economy 8 at an unprecedented level, and Salt Lake City’s nonprofit organizations, local businesses, and 9 residents have been negatively impacted by the economic uncertainty caused by the pandemic. 10 11 WHEREAS, Salt Lake City Corporation (City) has received approximately _____ in 12 federal funding under the American Rescue Plan Act (Rescue Plan), which must be committed by 13 December 31, 2024 and spent by December 31, 2026. 14 15 WHEREAS, the City must spend the Rescue Plan funds on certain COVID-related uses, 16 including to support disproportionately impacted communities and to mitigate negative economic 17 impacts within the community. 18 19 WHEREAS, the City intends to create a community grant program to deploy Rescue Plan 20 funds to support disproportionately impacted communities in the City and mitigate the negative 21 economic impacts to the City’s local businesses and nonprofit organizations. 22 23 WHEREAS, the City desires to establish criteria to quickly, transparently, and fairly deploy 24 the Rescue Plan funds through the community grant program, and desires to create a new City 25 board to review applications for the grant funding and make recommendations to the City Council, 26 for its approval. 27 28 WHEREAS, the City Council has determined that adopting this ordinance to establish the 29 community grant program and to create the Community Recovery Committee to oversee the grant 30 applications and recommendations, as set forth herein, is in the City’s best interests. 31 32 NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: 33 34 SECTION 1. Amending the text of Salt Lake City Code Section 2.07.020. That Section 35 2.07.020 of the Salt Lake City Code is hereby amended to add the name of new city board which 36 name shall be inserted into the list of city boards in alphabetical order and shall read as follows: 37 38 Community recovery committee 39 40 SECTION 2. Amending the text of Salt Lake City Code Subsection 2.07.040.B. That 41 Subsection 2.07.040.B of the Salt Lake City Code is hereby amended to read as follows: 42 43 B. City boards should represent a cross section of the city. To ensure that a cross section 44 is represented, the city council should apply the following criteria in considering 45 appointments to city boards: 46 LEGISLATIVE DRAFT 2 47 1. Individuals should serve on only one board at a time, thus allowing more people to 48 serve on boards unless explicitly permitted in this code or other law. 49 2. City boards should have representatives from all geographic areas of the city. 50 3. Individuals who have not been involved in city government should be encouraged 51 to participate through appointment to city boards. 52 4. Equal opportunity principles should be recognized in appointments. 53 5. Appointees should be city residents unless an exception in this code or other law 54 applicable to a particular city board provides otherwise. 55 56 SECTION 3. Amending the text of Salt Lake City Code Chapter 2.20. That Chapter 2.20 57 of the Salt Lake City Code is hereby renamed as the “Community Recovery Committee”, and is 58 hereby adopted to read as follows: 59 60 61 2.20.010: Purpose 62 63 2.20.020: Responsibilities 64 65 2.20.030: Membership 66 67 2.20.040: Community Grant Program 68 69 2.20.050: Minimum Requirements for Community Grant Program Applications 70 71 72 2.20.010: PURPOSE: The Community Recovery Committee will assist with and oversee the 73 distribution of certain Rescue Plan funds under the City’s community grant program. Consistent 74 with this Chapter, the Community Recovery Committee will review applications for community 75 grant program funding and make funding recommendations to the Mayor. The Mayor shall review 76 the Community Recovery Committee’s recommendations and make a final recommendation on 77 the use of funds to the City Council. 78 79 2.20.020: RESPONSIBILITIES: The Community Recovery Committee will: 80 81 A. Advise and make recommendations to City Council on decisions related to the City’s 82 community grant program, except the Community Recovery Committee has the authority 83 to authorize community recovery grants to nonprofit organizations or local businesses in 84 amounts of up to $50,000 without further recommendation or authorization by the Mayor 85 or the City Council, so long as such grants meet the policy objectives set forth in this 86 ordinance. 87 88 B. Coordinate with relevant City departments on the review and evaluation of current strategic 89 plans, goals, and policies of the departments’ grant programs. 90 91 LEGISLATIVE DRAFT 3 C. Review all eligible project proposals submitted by various business, and nonprofit 92 organizations for the community grant program and to make recommendations to the 93 Mayor on such requests for funds. 94 95 D. Monitor the community grant program and ensure that the program is being implemented 96 as planned and the funds from the program are utilized as recommended and approved by 97 the Council. 98 99 E. Help ensure that the community grant program goals are consistent with the strategic plans 100 and goals of the City and are consistent with the federal requirements for utilization of 101 Rescue Plan funds. 102 103 F. Evaluate the overall effectiveness of the community grant program. 104 105 2.20.030: MEMBERSHIP: 106 107 A. The Community Recovery Committee shall be made up of one member of the Human 108 Rights Commission, one member of the Business Advisory Board, one member of the 109 Racial Equity in Policing Commission, and one member of the Economic Development 110 Loan Fund Committee. 111 112 B. Members of the Community Recovery Committee will be appointed by the Salt Lake City 113 Mayor with the advice and consent of the City Council. Individuals appointed to the 114 Community Recovery Committee will be authorized under City Code to serve on two City 115 boards. 116 117 2.20.040: COMMUNITY GRANT PROGRAM: The Administration will create the community 118 grant program to efficiently deploy the Rescue Plan community grant program funds utilizing the 119 following policies and objectives: 120 121 A. Any application for a community grant to a nonprofit organization will focus on supporting 122 communities disproportionately affected by the COVID-19 pandemic, including, but not 123 limited to, by offering services to retrain displaced workers; providing legal or other 124 assistance for evictions or rent relief; expanding educational opportunities; deploying 125 resources to mitigate the digital divide; supporting parents or children affected by COVID-126 19 including childcare or after school programs; and providing access to healthcare 127 services, including mental health support. 128 129 B. Any application for a community grant for local business will focus on supporting the 130 business’s operations or employees who have been economically affected by the COVID-131 19 pandemic. 132 133 2.20.050: MINIMUM REQUIREMENTS FOR COMMUNITY GRANT PROGRAM 134 APPLICATIONS: Community grant program applications for either nonprofit organizations or 135 local businesses will include, at a minimum, the following information to be considered by the 136 Community Recovery Committee: 137 LEGISLATIVE DRAFT 4 138 A. The amount of community grant funds the organization is seeking and how the nonprofit 139 organization or local businesses intends to use the proposed funds. 140 141 B. Affirmation, after consultation with the City’s Finance Department, that the proposed use 142 is eligible under the federal Rescue Plan guidelines and that the applicant will be able to 143 spend the funds by December 31, 2024. 144 145 C. Identification of how the proposed grant will meet the City’s objectives of supporting 146 underserved communities, mitigating economic impacts on local businesses or arts 147 organizations, or mitigating the effects of COVID-19 on the community. 148 149 150 SECTION 4. Sunset. Upon either full expenditure of the Rescue Plan funds, or expiration 151 of the deadline to expend such funds, the Community Recovery Committee shall cease to exist 152 under City Code, unless the City Council expands the scope of the Community Recovery 153 Committee’s responsibilities, in which case the Community Recovery Committee will remain in 154 effect. 155 156 SECTION 5. Effective Date. This Ordinance shall take effect immediately after it has 157 been published in accordance with Utah Code §10-3-711 and recorded in accordance with Utah 158 Code §10-3-713. 159 160 Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________, 2022. 161 162 ______________________________ 163 Dan Dugan, Council Chair 164 ATTEST AND COUNTERSIGN: 165 166 ______________________________ 167 CITY RECORDER 168 169 Transmitted to Mayor on _______________________. 170 171 172 Mayor's Action: _______Approved. _______Vetoed. 173 174 ______________________________ 175 MAYOR 176 ______________________________ 177 CITY RECORDER 178 (SEAL) 179 180 Bill No. ________ of 2022. 181 Published: ______________. 182 APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:______________________________ ___________________________________ Katherine Lewis, City Attorney COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Nick Tarbet, Policy Analyst DATE: April 5, 2022 RE: Informational Briefing: Update on Housing Ordinances, Plans and Initiatives PROJECT TIMELINE: Briefing: April 5 & 12 2022 Set Date: N/A Public Hearing: N/A Potential Action: N/A ISSUE AT-A-GLANCE For several years, housing issues have been a priority for the Salt Lake City Council as a response to the current housing affordability crisis, as well as homelessness. Whether it pertains to affordable housing, density, increasing the variety of housing options, or neighborhood compatibility and character, housing issues are a consistent theme of the City Council’s discussion. There is a lot of interest from Council Members and the community in getting a clear overview of the many items the Administration has been working on related to housing and development issues. The Council will be briefed by Community and Neighborhoods Department (CAN) staff about projects currently in process that may have an impact on the growth and development of the City. The projects may include housing-related ordinances and plans, zoning and planning changes that affect the density and growth, an overview of the master plans that have been adopted and are in the process of being updated and any other related issues that impact the function of City neighborhoods and businesses that comes under CANs responsibilities. The Chair/VC asked the CAN staff to cover this information over two briefings so there is plenty of time to be briefed and hold a discussion about these important topics. These briefings will be held on April 5 and April 12. The goal of the briefings is to give the Council a holistic view of these many projects and how they interact with each other, so that the Council has the full picture of related work when being asked to consider various projects that come before them for consideration. Staff note: Development of new affordable housing units is concentrated in the Redevelopment Agency (RDA). In addition to the projects listed below, in the coming weeks the City Council will receive separate updates from the CAN staff on the Thriving In Place study and Fleet Block. Page | 2 Key Issues to be Discussed (as outlined in the transmittal) 2022 Legislative Changes for Moderate Income Housing Plan Requirements o Moderate Income Housing Plan Update Ordinances in Process o Affordable Housing Zoning Incentives (formerly known as Affordable Housing Overlay) o RMF-30 o Shared Housing o Off Street Parking o ADUs o Downtown Building Height Study o Renters Choice Policy Housing Related Plans o Growing SLC: 5-Year Housing Plan, and its scheduled 5-yearupdate o 300 West Corridor o Ballpark Station Plan o Life on State Citywide Adopted Plans Community Plans, Small Area Plans, and Corridor Plans Background In December 2020 the Council held a briefing on a variety of planning petitions related to housing issues. City staff from Community and Neighborhoods briefed the Council on these petitions and related issues. They talked about many of the recent efforts made to implement the goals and objectives of the city’s housing plan, Growing SLC. Updates on various topic included Gentrification Study (now called Thriving in Place), Housing Loss Mitigation, Shared Housing, RMF-30, Off Street Parking, ADUs, Affordable Housing Overlay (now called Housing Incentives), the Housing Plan and Transportation Master Plan. This April 5, 2022, briefing will serve as an update on many of these issues. THE FUTURE OF HOUSING:A COLLECTIVE VISION FOR AN EQUITABLE SALT LAKE CITY –UPDATE SALT LAKE CITY COUNCIL //April 5, 2022 OVERVIEW 2022 Legislative Requirements Moderate Income Housing Plans,Station Area Plans Growing SLC Needs,Barriers,Opportunities, Goals Ordinances Status, Public Process, Metrics,Transmittal Plans Status, Public Process, Metrics, Transmittal The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update GROWING SLC //GOALS AND STRATEGIES Policy Solution Growing SLC Goal and Objective Moderate Income Housing Strategy* Shared Housing G3 O3.3.1: Support diverse and vibrant neighborhoods by aligning land use policies that promote a housing market capable of accommodating residents throughout all stages of life. I –Allow single room occupancy developments. RMF-30 G1 O1.1.2:Develop in-fill ordinances that promote a diverse housing stock, increase housing options, create redevelopment opportunities, and allow additional units within existing structures, while minimizing neighborhood impacts. A –Rezone for densities necessary to assure the production of moderate-income housing. F –Allow for higher density or moderate income residential development in commercial and mixed-use zones, commercial centers, or employment centers. G –Encourage higher density or moderate income residential development near major transit investment corridors. Parking Reduction G1 O1.1.4: Reduce parking requirements for affordable housing developments and eliminate parking requirements in transit-rich, walkable neighborhoods or when the specific demographics of a development require less parking, such as senior populations. H –Eliminate or reduce parking requirements for residential development where a resident is less likely to rely on the resident's own vehicle, such as residential development near major transit investment corridors or senior living facilities. Affordable Housing Zoning Incentive G1 O1.1.2:Develop in-fill ordinances that promote a diverse housing stock, increase housing options, create redevelopment opportunities, and allow additional units within existing structures, while minimizing neighborhood impacts. A –Rezone for densities necessary to assure the production of moderate-income housing. F –Allow for higher density or moderate income residential development in commercial and mixed-use zones, commercial centers, or employment centers. G –Encourage higher density or moderate income residential development near major transit investment corridors. J –Implement zoning incentives for low to moderate income units in new developments. ADU G1 O1.1.3: Revise the Accessory Dwelling Unit ordinance to expand its application and develop measures to promote its use. E –Create or allow for, and reduce regulations related to, accessory dwelling units in residential zones. M –Reduce impact fees as defined in Section 11-36a-102 related to low and moderate income housing. The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update *In 2021, SLC was implementing policies and programs addressing 18/22 of the moderate-income housing strategies required by State statute. HB 462 REQUIREMENTS Updates Moderate Income Housing Plan •October 1, 2022 General Plan compliance. •Four strategies and an Implementation Plan. •Priority consideration for funding if city can demonstrate implementation of six strategies. Station Area Plans •Twenty-nine stations in Salt Lake City, four under the purview of the University of Utah. •Twenty-three stations have an adopted SAP. •Two stations need plans (1300 S and 2100 S). •Five stations on the S-Line that will require coordination with South Salt Lake. •Required to adopt resolution stating that existing plans meet new State requirements. •WFRC, UTA, and DWS will certify plans compliance for priority funding consideration. The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update GROWING SLC POLICY MAP NEEDS OPPORTUNITIES BARRIERS GOALS VACANCY RATE RENT INCREASE POLICY BUDGET AFFORDABLE HOUSING INCENTIVES RMF-30 SHARED HOUSING ADU DOWNTOWN BUILDING HEIGHT RENTER’S CHOICE GAP STATE PREEMPTION FUNDING LAND HOUSING OPTIONS AFFORDABLE HOUSING EQUITABLE HOUSING NEEDS OPPORTUNITIESBARRIERS GOALS HOUSING LOSS MITIGATION HOUSING PROGRAMS PARKING REDUCTION The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update ORDINANCES Accessory Housing Overlay ORDINANCE STATUS PUBLIC PROCESS DENSITY INCREASE AFFORDABILITY HOUSING CHOICE MIHP MENU COUNCIL TRANSMITTAL RMF-30 SHARED HOUSING PARKING REDUCTION Transmitted Council Planning Division Revisions March 2022 – Council Changes Completed May 2020 Completed Completed February 2020 AFFORDABLE HOUSING ZONING INCENTIVE ADU RENTER’S CHOICE Engagement Research Research September 2022 November 2022 NA Feedback on Draft Proposal Inform DOWNTOWN BUILDING HEIGHT Engagement Stakeholder Meetings NA NA HOUSING LOSS MITIGATION*Research April 2022TBD *A briefing for Housing Loss Mitigation is scheduled for April 12. The Future of Housing: A Collective Vision for an Equitable Salt Lake City -Update PLANS // STUDIES *A briefing for Thriving In Place is scheduled for April 12. PLANS // STUDIES 300 WEST CORRIDOR (Zoning) STATUS PUBLIC PROCESS DENSITY INCREASE AFFORDABILITY HOUSING CHOICE MIHP MENU COUNCIL TRANSMITTAL GROWING SLC MODERATE INCOME HOUSING PLAN BALLPARK STATION PLAN LIFE ON STATE Research Fall 2022 Fall 2022 July 2022 Fall 2022 Adopted Engagement Summer 2022 Fall 2022 Spring 2022 Summer 2022 Summer 2022 Completed Completed NA NA NA NA Summer 2022 *THRIVING IN PLACE Engagement Fall 2022 April 2022 QUESTIONS AND ANSWERS Blake Thomas Community and Neighborhoods Director // blake.thomas@slc.gov Tammy Hunsaker Community and Neighborhoods Deputy Director of Community Services // tammy.hunsaker@slcgov.com Angela Price Policy Director // angela.price@slcgov.com Nick Norris Planning Director // nick.norris@slcgov.com ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: March 21, 2022 Dan Dugan, Chair FROM: Blake Thomas, Director, Department of Community and Neighborhoods __________________________ SUBJECT: Update on the status of various housing ordinances, plans, and initiatives. STAFF CONTACT: Blake Thomas, Director, Community and Neighborhoods, 385-270-4638, blake.thomas@slcgov.com Angela Price, Policy Director, Community and Neighborhoods, 385-315-9024, angela.price@slcgov.com DOCUMENT TYPE: Information only RECOMMENDATION: No action needed BUDGET IMPACT: None BACKGROUND/DISCUSSION: Recent housing and census data is staggering and further crystalizes the anecdotal stories the Administration and City Council are hearing from residents. According to the Kem C. Gardner Policy Institute, between 2016 and 2021 in the Salt Lake Metropolitan Area, the cost to purchase a home increased by 79% and the cost to rent a home increased by 37%. With a gap of 18,328 affordable housing units in Salt Lake City and less than 2% percent vacancy rate, the need for housing policy and intervention is more prevalent than ever before. The ordinances outlined in this transmittal are a snapshot of the tools that the Administration is working on to address displacement and affordability in the City. Unfortunately, there is not one singular tool that will solve the housing crisis and it is important for the Administration and City Council to consider the proposed ordinances, programs, and policies as a multifaceted approach to a very complex housing and equity crisis. Lisa Shaffer (Mar 22, 2022 14:32 MDT)03/22/2022 03/22/2022 This briefing provides an update on various ordinances, plans, policies, and initiatives addressing housing affordability and equity in Salt Lake City and summarizes efforts currently underway. An overview, status, public process, estimated timing of City Council transmittals, and an analysis of metrics is provided for each ordinance and plan. The Administration also included an update on legislative requirements resulting from the Utah Legislature 2022 General Session, Growing SLC: A Five-Year Housing Plan, and Renter’s Choice from the Mayor’s 2021 Plan. A list of all adopted citywide and community plans and web links has also been included. Other key initiatives that relate to housing are being provided as separate transmittals and, as such, are not addressed herein. These include Thriving in Place and amendments to the housing loss mitigation ordinance (transmittal pending); the Homeless Resource Center Land Use Table amendments (transmitted); The Other Side Academy Tiny Home Village (Public Benefits Analysis pending); the Fleet Block update (transmitted); Housing and Urban Development (HUD) 2022-23 Action Plan (transmitted); State Homeless Mitigation Grant (TBD); ordinance modifications to rename Housing and Neighborhood Development (HAND) to Housing Stability (transmitted), and the transfer of the Housing Trust Fund (to be transmitted from Finance). 2022 Legislative Requirements HB 462 Utah Housing Affordability Amendments outlines new requirements for Moderate Income Housing Plans and Station Area Plans. The City’s current Moderate Income Housing Plan (Housing Plan) is Growing SLC: A Five-Year Housing Plan 2018-2022 (Growing SLC). State-level Station Area Plan requirements are newly enacted through the 2022 Legislative Session, with a Station Area generally defined as the land area within a ½ mile radius of a public transit station. Community and Neighborhoods (CAN) would be willing to brief the Council on the new legislative changes in HB 462 or any of the other bills that were tracked within the department. Moderate Income Housing Plan requirements: • On or before October 1, 2022, the General Plan must be amended to meet the new statutory requirements including a realistic opportunity to meet the need for additional moderate-income housing, defined by state statute as 80% of the area median income (“AMI”) and below, within the next five years. Recognizing that this is a tight timeframe, CAN will be reviewing Growing SLC to verify it meets statutory requirements until a new Housing Plan five-year update can be adopted. • Four strategies and an implementation plan are required for cities that have a fixed guideway public transit station. The proposed housing ordinances outlined in this transmittal are allowable strategies under the statute. • Six strategies and compliance with the new reporting guidelines are required to qualify for priority consideration for funding from the Transportation Commission, the Governor’s Office of Planning and Budget local grants, and the COVID-19 local assistance matching grant program. • The City will be required to submit a newly formatted annual report on October 1 of each year that tracks the implementation of selected strategies, number of internal and external accessory dwelling units, a description of each land use regulation and decision, and how the market has responded to the City’s actions. The report will be sent to the Department of Transportation, the Governor’s Office of Planning and Budget, Wasatch Front Regional Council, and the Association of Governments to certify compliance and priority consideration for funding. CAN is evaluating the feasibility of changing the Housing Plan’s cycle to align with the fiscal year rather than the calendar year to better coordinate with budget cycles and statutory reporting dates. Station Area Plan requirements: • Salt Lake City has 29 fixed guideway public transit stations. Four stations are under the purview of the University of Utah. Twenty three of the 25 stations under the City’s land use authority have adopted plans. The 1300 South station plan is in progress and the 2100 South station plan is targeted to start in 2023. • The City will be required to adopt a resolution “certifying” that adopted plans meet the required criteria outlined in State statute which includes stakeholder engagement; market assessments; station area vision, planning, and implementation; capital programs; and land use regulation adoption. The Planning Division will begin this analysis in early summer with the intent for City Council certification in fall 2022. • Areas within the city that are within a ½ mile radius of a fixed guideway that do not have a plan in place, will need to adopt a new station area plan by December 31, 2025. The City will be required to update four plans by 2025 and two plans each subsequent year. • If the City receives a qualifying land use application by July 1, 2022, for a station area that does not have an adopted plan, the City will be required to adopt a station area plan within 12 months of receiving the application. This ripcord provision could be applicable at the 1300 South and 2100 South stations, and any stations that the adopted plan does not meet the required criteria. • The City will also be required to have a station area plan for stations that are within a ½ mile of the city boundary. • Wasatch Front Regional Council, Utah Transit Authority, and Department of Workforce Services shall certify that the plans are compliant with State statute to obtain priority consideration for funding from the Department of Transportation, the Governor’s Office of Planning and Budget, Wasatch Front Regional Council, and the Association of Governments. Housing Policy Needs To address the housing and equity crisis, it is critical to understand the dynamics of the housing market, how local policies impact affordability, and what solutions may work in our city. The proposed ordinances included herein meet the goals and objectives identified in Growing SLC which creates a regulatory framework for moderate-income housing to be maintained, constructed, and funded and serves as the foundation for all housing policy recommendations. As the City is nearing the end of the current housing plan and looking toward adopting a new moderate income housing plan, it provides an opportunity for reflection on all that has been accomplished in the span of five years. As the Administration and City Council begin the process of drafting a new moderate income housing plan, it will be imperative that the City selects impactful strategies and identifies an implementation plan to adopt corresponding land use ordinances to ensure compliance with new state housing plan requirements. This adds a new layer of immediacy to the already exacerbated need for updated housing policy. The ordinances and plans outlined in this transmittal provide an opportunity to increase the city’s affordable housing stock and can be coupled with policies in the forthcoming Thriving in Place study to mitigate involuntary displacement. The Administration recognizes the urgency to take immediate action and will be prepared to offer City Council policy options for consideration that meet State requirements while the Thriving in Place study is being conducted. Each ordinance proposed has or will go through a substantial public engagement process and with the intent of maintaining the scale and livability of the unique neighborhoods throughout the city. Together the ordinances create opportunities for a developer to select project-specific incentives that can be tailored at a neighborhood level, while providing opportunities for low-income residents to be housed. Additionally, the ADU and Affordable Housing Zoning Incentives give a homeowner an opportunity to generate additional revenue with the potential of adding an additional unit on their existing parcel. While these land use policies will not solve the housing crisis on their own, coupled with programmatic resources offered by HAND and development resources by the Redevelopment Agency, it will allow the City to start breaking down systemic inequities and provide opportunities for residents to stay in the city. Ordinances 1. Affordable Housing Zoning Incentives (formerly known as Affordable Housing Overlay) a. Overview – The affordable housing overlay is intended to promote the creation of more affordable housing units as indicated in Growing SLC (Objectives 1.1.1; 1.1.2; 1.2.1; 1.3.1; 2.1.2; 2.2.2; 2.6.1; and 3.3.1). This policy concept offers an incentive for the development of affordable units for additional development potential or a streamlined approval process. The proposal could potentially help preserve existing affordable units by creating a “bank” that would allow the incentive to transfer to another property in exchange for the preservation of existing, affordable housing units. b. Status – Engagement c. Public Process – The first step in community engagement for this project included an issue identification and preference survey where residents identified issues and general types of actions they would support. This phase was completed in 2020. The outcomes of that work resulted in the creation of a draft proposal. The draft proposal is currently in the engagement process. This engagement process will include several months of community meetings (both virtual and in person) to gather input on the draft proposal. The input will be used to modify the draft, which will then be presented to the Planning Commission for a recommendation. d. Estimated Council Transmittal – September 2022 e. Website – https://www.slc.gov/planning/2022/01/26/affordable-housing/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 2. RMF-30 a. Overview – The goal of the RMF-30 code changes is to achieve Growing SLC Objective 1: “Review and modify land use and zoning regulations to reflect the affordability needs of a growing, pioneering city.” The premise is to remove or reduce zoning barriers that do not align with the purpose statement of the zoning district. It is possible that the RMF-30 proposal may be modified to align with the incentives in the Affordable Housing Zoning Incentives. b. Status – Transmitted c. Public Process – Completed prior to transmitting. d. Estimated Council Transmittal – Transmitted May 2020 e. Website – https://www.slc.gov/planning/2019/04/10/rmf-30-low-density-multi-family- residential/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 3. Shared Housing a. Overview – Shared housing is a type of housing where multiple units share either a kitchen or bathroom among several sleeping rooms. The goal of this project is to implement Growing SLC Objective 3: “Implement life cycle housing principles in neighborhoods throughout the city,” which recognizes zoning that provides opportunities for housing choice. b. Status – Transmitted c. Public Process – Completed prior to transmitting d. Estimated Council Transmittal – Initial transmittal January 2019, follow-up transmittal February 2020. e. Website – https://shared-housing-1-slcgov.hub.arcgis.com/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 4. Parking Reduction a. Overview –The Planning Division began updating the off-street parking regulations several years ago with the goal of aligning parking standards with transportation options and to lower parking requirements to reduce the cost of housing. This project is intended to implement Growing SLC Policy 1.1.4 “Reduce parking requirements for affordable housing developments and eliminate parking requirements in transit rich, walkable neighborhoods or when the specific demographics of a development require less parking, such as senior populations.” Reducing parking aligns with numerous city goals by improving air quality and promoting walkability and transportation options. b. Status – Planning Division revisions per City Council request. c. Public Process – Completed prior to transmitting. d. Estimated Council Transmittal – Initial transmittal November 2020, follow-up transmittal March 2022. e. Website – https://www.slc.gov/planning/2021/02/16/off-street-parking/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 5. Accessory Dwelling Units (ADU) a. Overview – Growing SLC recommends revising the ADU ordinance to expand applicability and promote usability. The initial ordinance was adopted in 2018 and included an annual report. Three years of data show that there are additional improvements that can be adopted to better implement Objective 1.1.3. The Planning Commission recently initiated a petition to address additional issues with the ADU ordinance. That petition is in the research and development phase with a goal of having a public draft available by the end of April 2022. Additionally, the Administration is in the preliminary stages of developing an ADU and tiny home library as the second phase of the Tiny Home and ADU Design Competition. b. Status – Research c. Public Process – Intent of engagement will be to inform, consult, and involve the public in drafting the proposal. Engagement is not intended to take more than two months. d. Estimated Council Transmittal – November 2022 e. Website – NA f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 6. Downtown Building Height a. Overview – This consultant-led project is analyzing building heights in the area identified in the Downtown Plan. The building height analysis will assist with future growth pressures and aid in the implementation of the goals of the Downtown Plan. The updated plan will update building orientation standards and promote walkability. The Affordable Housing Zoning Incentives will be coordinated with proposed changes to building heights. b. Status – Engagement c. Public Process – Initial engagement has already occurred and consisted of stakeholders identifying areas appropriate for additional height, opportunities to mitigate the impact of height, and how to best achieve the goals of the project. A draft of the proposal is expected on April 1, 2022, for internal review and to ensure it aligns with City goals and priorities. After the internal review the consultant will oversee a public process to solicit feedback on the draft, which will be presented to the Planning Commission in early summer. d. Estimated Council Transmittal – July 2022 e. Website – https://www.slc.gov/planning/2022/01/20/salt-lake-city-building-height-and- pedestrian-land-use-code-update-visual-preference-study/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 7. Renter’s Choice a. Overview – The Mayor included a goal of adopting a renter’s choice policy in the Mayor’s 2021 Plan. Renter’s choice policies help individuals obtain housing by removing the barrier of having to pay a security deposit upfront by allowing a renter to pay a monthly fee to a third-party security deposit insurance provider. This security deposit insurance plan will cover the costs of damages to the landlord if needed. This removes upfront barriers to attaining safe, quality housing while also ensuring that landlords have damages covered for the property if needed. This policy was an Ivory Innovations Prize winner in 2020. After legal review, it was determined that this policy is preempted at the State level, which has put this effort on hold. The Council could establish a legislative intent via resolution to pursue changes at the State level during the 2023 legislative session, which would direct staff and the lobby team to work on this issue during the interim. In lieu of the renter’s choice policy, the City is creating a website that will be a clearinghouse of information and resources for tenants. The website should be available to the public spring 2022. b. Status – Research c. Public Process – NA d. Estimated Council Transmittal – NA e. Website – NA f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu No Yes Yes No Relevant Housing Plans 1. Growing SLC: A Five-Year Housing Plan 2018-2022 a. Overview – Growing SLC outlines three main goals: 1) Reform City practices to promote a responsive, affordable, high-opportunity housing market, 2) Increase housing opportunities for cost-burdened households, and 3) Build a more equitable city. Within these three larger goals, there were 13 objectives, which were further broken out into 27 action items. Of those 27 action items, the City has accomplished or made reasonable progress toward accomplishing 26. All the housing ordinances that are being worked on by the Administration align with goals outlined in the Plan. A progress tracker that shows the work toward achieving the goals identified in Growing SLC as of December 2021 can be found here. While item 1.1.2 shows no progress on the tracker, significant work has been completed on Affordable Housing Zoning Incentives. Additionally, the City regularly pursues legislative changes to increase opportunities for incentives and revenue sources for affordable housing, which accomplishes item 2.2.2. The only action item that has not been met is 2.2.1, which is to propose significant, long-term, and sustainable funding for affordable housing. At a future date, the Administration welcomes the opportunity to present a detailed update on the progress made in accomplishing the goals in Growing SLC and to seek input from the Council on goals and priorities for the new housing plan. b. Status – Adopted c. Public Process – Completed d. Estimated Council Transmittal – Completed e. Website – https://www.slc.gov/hand/housingplan/ f. Metrics – A progress report can be found here. Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 2. Moderate Income Housing Plan Update a. Overview – Since Growing SLC is in its final year, the Administration is in the early stages of developing a new Housing Plan, with the intent of issuing a Request for Proposal in spring 2022. Since the drafting of this updated plan coincides with the Thriving In Place study, we anticipate that the policy and program recommendations that emerge from Thriving In Place will inform and be included in the updated Housing Plan. In addition to the policy recommendations that will emerge from Thriving In Place, the housing plan will be required to conform to changes to state code, which were passed into law in HB 462 this past legislative session. A brief overview of these requirements is included in the 2022 Legislative Requirements section of this transmittal. The Administration welcomes the opportunity to work with the Council early in the process to set policy priorities or adopt resolutions establishing legislative intent that would inform the housing plan. b. Status – Research c. Public Process – Not Started d. Estimated Council Transmittal – Fall 2022 e. Website – NA f. Metrics – NA Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 3. 300 West Corridor a. Overview – The Planning Division recently received a grant to update the Central Community Plan and zoning along the 300 West corridor. This would include the area near the Centerpoint Station located at 2100 South and approximately 200 West. The grant funds will be available in July 2022 and the process will start soon after. b. Status – Summer 2022 project kick off. c. Public Process – Summer 2022 project kick off. d. Estimated Council Transmittal – Summer 2022 project kick off. e. Website – NA f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 4. Ballpark Station Plan a. Overview – The Ballpark Station Area Plan is currently going through the adoption process. The plan is undergoing final edits before the last round of public engagement occurs. The final step will be presentation to the Planning Commission and recommendation for adoption. This area is one of two station areas in the city that does not have transit-supportive policies in place. After the Planning Commission makes a recommendation, the Planning Division will start the process of updating zoning to implement the plan. Additionally, HB 462 will require all station area plans meet the thresholds outlined in State code and the City Council will need to adopt a resolution “certifying” the station area plans are compliant. The Council can expect the station area plan certification in summer or early fall 2022. b. Status – Engagement c. Public Process – Finalized in spring 2022. d. Estimated Council Transmittal – July 2022 e. Website – https://www.slc.gov/planning/master-plans/ballparkplan/ f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes 5. Life on State a. Overview – The Life on State project was a visioning process for the State Street corridor that was done in conjunction with South Salt Lake City. The plan was intended to guide future transportation and land use decisions in and around the corridor. This proposal will start the adoption process in fall 2022. b. Status – Fall 2022 project kick off (tentative). c. Public Process – Fall 2022 project kick off (tentative). d. Estimated Council Transmittal – Fall 2022 project kick off (tentative). e. Website – https://www.lifeonstate.com/state-street-designs f. Metrics – Density Increase Affordability Housing Choice Housing Plan Menu Yes Yes Yes Yes Adopted Plans Below is a list of adopted plans that are managed by the Planning Division. While not all plans are under the purview of the Planning Division, they are used when considering land use decisions. Collectively the plans make up the City’s General Plan as required by Utah Code. Citywide Plans 1. Plan Salt Lake a) Status – Adopted 2015 b) Website – http://www.slcdocs.com/Planning/Projects/PlanSaltLake/final.pdf 2. Creating Tomorrow Together a) Status – Prepared 1998 b) Website – http://www.slcdocs.com/Planning/MasterPlansMaps/CFR.pdf 3. Salt Lake City Community Preservation Plan a. Status – Adopted 2012 b) Website – http://www.slcdocs.com/Planning/MasterPlansMaps/presplan.pdf 4. Open Space Master Plan a) Status – Adopted 1992 b) Website – http://www.slcdocs.com/Planning/MasterPlansMaps/OPS.pdf 5. City Vision and Strategic Plan a. Status – Adopted 1993 b) Website – http://www.slcdocs.com/Planning/MasterPlansMaps/SP.pdf 6. Salt Lake City Urban Design Element a) Status – Adopted 1990 b) Website – http://www.slcdocs.com/Planning/MasterPlansMaps/UBDE.pdf Community Plans, Small Area Plans, and Corridor Plans 1. Avenues Master Plan a. Status – Adopted 1987 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/Aves.pdf 2. Capitol Hill Community Plan a. Status – Amended 2011 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/Cap.pdf 3. Beck Street Reclamation Framework and Foothill Area Plan a. Status – Adopted 1999 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/beck.pdf 4. Central Community Plan a. Status – Adopted 2005 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/cent.pdf 5. 400 South Livable Communities Project a. Status – Adopted 2012 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/TOD%20Amend%20CCMP%2 010.2012.pdf 6. 1300 East University District Area Plan a. Status – Adopted 1991 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/1300.pdf 7. Block 1/A Policy Plan a. Status – Adopted 1992 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/B1.pdf 8. Block 42 Master Plan a. Status - Adopted 1990 b. Website - http://www.slcdocs.com/Planning/MasterPlansMaps/B42.pdf 9. East Central 9th and 9th Small Area Plan a. Status – Adopted/revised 1992/1993 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/EC99.pdf 10. East Central neighborhood Plan a. Status – Adopted 1994 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/ECN.pdf 11. East Central Neighborhood Plan Addendum a. Status – Adopted 1990 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/ECA.pdf 12. East Downtown Neighborhood Plan a. Status – Adopted 1990 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/ED.pdf 13. Holy Cross Medical Campus Master Plan a. Status – Adopted 1993 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/HCP.pdf 14. St Joseph Villa Block 4-5 East Waterloo Subdivision Master Plan a. Status – Adopted 1992 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/B45.pdf 15.City Creek Canyon Plan a. Status – Adopted 1996 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/CC.pdf 16. Downtown Plan a. Status – Adopted 2016 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/Downtown.pdf 17. Library Square Block Plan a. Status – Adopted 2022 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/LS.pdf 18. Downtown in Motion a. Status – Adopted 2008 b. Website – https://www.slc.gov/transportation/plans-studies/ 19. East Bench Plan a. Status – Adopted 2017 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/EBMP.pdf 20. Parleys Way Corridor Plan a. Status – Adopted 2017 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/PW.pdf 21. Northwest Community a. Status – Adopted 1992 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/NWMP.pdf 22. North Temple Boulevard Plan a. Status – Adopted 2010 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/NTMP.pdf 23. Northpoint Small Area Plan a. Status – Adopted 2000, currently being updated b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/NP.pdf 24. Rose Park Small Area Plan a. Status – Adopted 2001 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/Rosepark.pdf 25. Northwest Quadrant a. Status – Adopted 2016 b. Website – http://www.slcdocs.com/Planning/Projects/NorthwestQ/NWQ.pdf 26. Sugar House a. Status – Adopted 2005 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/SHMP.pdf 27. Sugar House Streetcar Update a. Status – Adopted 2016 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/SugarHouse/SSC.pdf 28. Circulation and Streetscape Amenities for Sugar House Business District a. Status – Adopted 2014 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/SHCP.pdf 29. 21st and 21st Neighborhood Plan a. Status – Adopted 2017 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/21st&21st.pdf 30. Sugar House Circulation Plan a. Status – Adopted 2013 b. Website – https://www.slc.gov/transportation/plans-studies/ 31. Westside Master Plan a. Status – Adopted 2014 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/WSLMPA.pdf 32. 9 Line Corridor Plan a. Status – Adopted 2015 b. Website – http://www.slcdocs.com/Planning/MasterPlansMaps/9LCMP.pdf PUBLIC PROCESS: Briefing EXHIBITS: N/A COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Nick Tarbet, Policy Analyst DATE: April 5, 2022 RE:Annexation: 2350 North Rose Park Lane PLNPCM2021-01124 PROJECT TIMELINE: Briefing: April 5, 2022 Set Date: Public Hearing: Potential Action: April 5, 2022 ISSUE AT-A-GLANCE The Council will receive a briefing about the Hunter Stables annexation application and petition located at approximately Rose Park Lane and 2350 North. The application was submitted to the Salt Lake City Recorder’s office on Mach 24, 2022. The City Council has 14 days from the date of receipt by the Recorder’s office to accept or deny the Petition, which includes the application. If no action is taken within the 14-day window, which expires on April 6, 2022, the petition will be considered accepted. This petition to initiate the application process was initially heard and accepted by the City Council in November 2021. However, the certification of a completed petition was withdrawn due to the County and the applicant adjusting the map slightly. The Petition has since been resubmitted and the Salt Lake County Council approved a resolution agreeing to the annexation process at their March 22, 2022, meeting. Accepting the Petition is not approval of the annexation request. Acceptance begins the next step in the annexation process which includes notices sent to property owners, a protest period, and the final consideration by the Council. Page | 2 The designation of the zoning of the property will be considered throughout the process and defined in the ordinance considered by the Council. The Council has the option to request Planning Commission review in their public meeting, with a request for a recommendation on the proposed annexation and zoning. POLICY QUESTIONS The Council may wish to ask the Administration what happens with the petition if the Council denies it acceptance. If accepted, does the Council wish to request the Planning Commission review the petition as part of the public process and forward a recommendation to the City Council? If accepted, does the Council wish to request the Planning Staff review and forward options for appropriate zoning districts for the Council to consider? Item E1 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 MOTION SHEET CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Nick Tarbet Policy Analyst DATE:April 5, 2022 RE:Annexation: 2350 North Rose Park Lane PLNPCM2021-01124 MOTION 1 I move the Council accept a petition to annex a parcel of land at 2350 north rose park lane for further consideration. 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State Street, Suite 306 Salt Lake City, Utah 84111 Subject: Annexation of  Acres on 2664 North Rose Park Lane Dear Mayor Mendehall, We formally request the annexation of the above referenced parcel to be classified as RMF75 zoning. We have attended the Westpointe Community Council and presented our project twice to gather input. We are now ready to proceed with Planning Commission review of our project. Thank you for your consideration. Sincerely, Jay Bollwinkel, Principal MGB+A, Inc. 145 W 200 S – Salt Lake City, Utah 84111 – 801-364-9696 – www.grassligroup.com ϭ͘What is the current use of the land? – ŐƌŝĐƵůƚƵƌĞ Ϯ͘What services are currently provided by another municipality, county, or special district? - EŽŶĞ ϯ͘Please identify any legal or factual barriers that would negatively affect the probability of annexation of the subject property? – EŽŶĞ tĞŚĂǀĞƌĞƐƵďŵŝƚƚĞĚƚŚŝƐĂŶŶĞdžĂƚŝŽŶƉĞƚŝƚŝŽŶƚŽŝŶĐůƵĚĞƚŚĞĂŶŶĞdžĂƚŝŽŶŽĨƚǁŽ;ϮͿƉƵďůŝĐůLJ ƉĂƌĐĞůƐ͕ƉĞƌƚŚĞƌĞƋƵĞƐƚŽĨ^Ăůƚ>ĂŬĞŽƵŶƚLJ͘dŚĞƐĞƉĂƌĐĞůƐĂƌĞŽǁŶĞĚďLJ^Ăůƚ>ĂŬĞŝƚLJŽƌƉ͘ ;ƉĂƌĐĞůηϬϴϭϱϭϬϬϬϯϬϬϬϬϬͿĂŶĚƚŚĞ^ƚĂƚĞŽĨhƚĂŚŝǀŝƐŝŽŶƐŽĨWĂƌŬƐΘZĞĐƌĞĂƚŝŽŶͲ;ƉĂƌĐĞůη ϬϴϭϱϭϬϬϬϮϵϬϬϬϬͿ͘ Property Owners: Jeff Wright JWright Communities, LLC 357 W 6160 S Murray, UT 84107 All ƉƌŝǀĂƚĞproperty owners support this annexation 1 PETITION FOR ANNEXATION TO: CITY RECORDER’S OFFICE OF SALT LAKE CITY, UTAH COUNTY CLERK’S OFFICE OF SALT LAKE COUNTY, UTAH: The undersigned owner (the “Petitioner”) of a portion of the Property (defined below) submits this Petition for Annexation (this “Petition”) and respectfully represents the following: 1.This Petition is made in accordance with the requirements of Utah Code § 10-2- 403. 2.The real property subject to this Petition: (i) contains land that is privately-owned by the Petitioner, (ii) contains land that is publicly owned by Salt Lake City Corp. and the State of Utah Division of Parks and Recreation, (iii) contains approximately 28.28 acres, (iv) is located within the unincorporated area of Salt Lake County, (v) is contiguous to the northern boundary of Salt Lake City’s limits, and (vi) is more particularly described on Exhibit “A” attached hereto (the “Property”). 3.The signature affixed hereto is that of the Petitioner and who, by so affixing its signature, states and confirms that: a.the Petitioner is the owner of all private land area within the Property; b. the Property is accurately described and depicted on the recordable map, attached hereto as Exhibit “A”, which was prepared by a licensed surveyor and which is made a part hereof by such reference; c.in accordance with Utah Code § 10-2-403(2)(a)(i)(A), a notice of intent to file a petition was properly filed with the City Recorder of Salt Lake City, Utah, a copy of which is attached hereto as Exhibit “B”; and d.in accordance with Utah Code § 10-2-403(2)(a)(i)(B), a notice was properly mailed to each “affected entity”, including, without limitation, the public entities that own a portion of the Property, a copy of which is attached hereto as Exhibit “A” , as evidenced by that certificate of completion attached hereto as Exhibit “C”. 4.The Petitioner hereby designates the following person as the sole sponsor, and the contact sponsor, for this Petition. The sponsor’s contact information is as follows: Jay Bollwinkel 145 W 200 S Salt Lake City, UT 84101 jayb@grassligroup.com 5.The Property is not, in whole or in part, subject to any other petition for annexation that was previously filed that has not been denied, rejected, or granted, in accordance to Utah Code § 10-2-403(4). 2 WHEREFORE, Petitioner hereby requests that this Petition be considered, accepted, and certified by the Salt Lake City Recorder in accordance with Utah Code § 10-2-405. DATED this day of March 2022. PETITIONER: JWright Communities By: Name: Jeffery D. Wright Its: NOTICE: THERE WILL BE NO PUBLIC ELECTION ON THE ANNEXATION PROPOSED BY THIS PETITION BECAUSE UTAH LAW DOES NOT PROVIDE FOR AN ANNEXATION TO BE APPROVED BY VOTERS AT A PUBLIC ELECTION. IF YOU SIGN THIS PETITION AND LATER DECIDE THAT YOU DO NOT SUPPORT THE PETITION, YOU MAY WITHDRAW YOUR SIGNATURE BY SUBMITTING A SIGNED, WRITTEN WITHDRAWAL WITH THE RECORDER OR CLERK OF SALT LAKE CITY. IF YOU CHOOSE TO WITHDRAW YOUR SIGNATURE, YOU SHALL DO SO NO LATER THAN THIRTY (30) DAYS AFTER SALT LAKE CITY RECEIVES NOTICE THAT THE PETITION HAS BEEN CERTIFIED. CONTACT SPONSOR: By: Name: Jay Bollwinkel Its: 23rd 3 EXHIBIT “A” Recordable Map or Plat [See Attached] 4 4852-6058-5424.4 5 EXHIBIT “B” Notice of Intent to File Petition & Notice to Affected Entities [See Attached] 6 7 8 9 10 11 EXHIBIT “C” Certificate of Completion [See Attached] 12 13 14 ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: March 31, 2022 Dan Dugan, Chair FROM: Blake Thomas, Director, Department of Community & Neighborhoods __________________________ SUBJECT: PLNPCM2021-01124 Hunter Stables Annexation located at approximately 2350 North Rose Park Lane and as indicated in the attached information. STAFF CONTACT: Nick Norris, Planning Director (nick.norris@slcgov.com or 801-535-6173) DOCUMENT TYPE: Resolution RECOMMENDATION: That the Council accept the annexation application by adopting the resolution. If accepted, it means that the City will process the Annexation proposal and return to the City Council for a final decision as prescribed by Utah Code. BUDGET IMPACT: None at this time. BACKGROUND/DISCUSSION: On September 23, 2021 the Notice of Intent to Annex was received by the City Recorder’s office. Following the receipt of the County’s certification of mailing (as required by State Code 10-2-403(2)) on October 27, 2021, the City Recorder’s office provided the Petition to the applicant. Upon receipt of the Petition on November 1, 2021, the County was notified by the petitioner and notice was provided via email to the City Council of the completed Petition submission. The Planning Division assigned PLNPCM2021-01124 to this application and the fee was paid. On November 30, 2021 Salt Lake City Recorder withdrew the Certification on behalf of the Petition, as it had been collectively identified to be reviewed by the County Council prior to the City Council taking action. On March 22, 2022 the County Council approved a resolution Lisa Shaffer (Apr 1, 2022 11:29 MDT)04/01/2022 04/01/2022 agreeing to support Salt Lake City in this specific Petition, and included a statement of intent that in the future Salt Lake City will use its best efforts to annex all areas of unincorporated Salt Lake County to the west and north of Hunter Stables. On March 24, 2022 the completed, updated Petition was submitted to the City and the County. (Exhibit B) The City Council is now tasked to determine if they accept the Petition by resolution or deny by motion within the 14-day window from the date of the notice. For this reason, the Council has provided the option to transmit the information and Petition speedily. If no action is taken within the 14-day window, the Petition will be considered accepted. If the Council accepts the Petition a 30-day period of noticing begins, and a Certification of Petition requirements met is completed. Upon Certification, within 10 days the Recorder’s office on behalf of the Council will mail a notice to each owner of real property locating within the proposed annexation area and post physical notices, post notice on the Utah Public Meeting Site, post on the website, and mail written notice to each affected entity. At this stage, protests may be submitted regarding the annexation. If protests are filed, the City Recorder will coordinate with appropriate entities and provide a written update to the City Council. Upon resolving protests, or if no protests are filed, the City Council is required to hold a public hearing. Prior to the public hearing, the Planning Division will provide a transmittal with the proposed ordinance to annex the property with a proposed zoning. Adopting the zoning of the property is done as part of the annexation process and is not subject to the typical zoning process outlined in Utah Code or in City Ordinance. The rationale behind that is that the city cannot apply zoning outside of the city boundaries and State Code requires all land within the City to be zoned and therefore the zoning is adopted at the same time as the annexation is approved. State Code also does not require a recommendation from the Planning Commission on annexations or on the proposed zoning associated with annexed land. However, the City Council has the discretion to ask the Planning Commission for a recommendation. The annexation process is not subject to the 45-day public notice required by City Code. Due to noticing requirements outlined in Utah Code, applying the 45-day notice period may result in the City Council not being able to comply with the timing requirements for annexations in State Code. The Petition includes a desired zoning designation of RMF-75. This zoning district would allow buildings up to 75 feet in height. According to the annexation Petition, the land to be annexed includes 17.21 acres of land. In the RMF-75 zoning district density is calculated at 500 square feet per unit for properties over one acre in size. This could result in as many as 1,499 housing units on the property. The zoning will be further analyzed if the Council accepts the petition. PUBLIC PROCESS: Notices required to be completed through the Annexation process has been completed. EXHIBITS: 1) Resolution 2) Annexation Application Materials 1. Resolution RESOLUTION NO. ________ OF 2022 ACCEPTING A PETITION TO ANNEX A PARCEL OF LAND AT 2350 NORTH ROSE PARK LANE FOR FURTHER CONSIDERATION PURSUANT TO UTAH CODE SECTION 10-2-405 WHEREAS, on March 24, 2022, JAW Development, LLC (“Petitioner”) submitted a petition (Petition No. PLNPCM2021-01124) to annex into Salt Lake City approximately 17 acres of land located at 2350 North Rose Park Lane in unincorporated Salt Lake County (the “Property”); and WHEREAS, the proposed annexation would further isolate an existing peninsula of unincorporated land and therefore caused the County Council to assert that its support of the proposed annexation is necessary; and WHEREAS, on March 22, 2022, the County Council approved a resolution identifying their support and encouraging Salt Lake City to annex all of the unincorporated areas to the west and north of the Property; and WHEREAS, the proposed annexation area is identified as an expansion area described as “Study Area 1 - West Airport” in the city’s annexation policy plan titled, “A MASTER ANNEXATION POLICY DECLARATION for Salt Lake City, Utah” adopted in 1979 and as shown on the map accompanying that plan titled, “SALT LAKE CITY Annexation Policy Declaration Proposed Future Boundaries”; and WHEREAS, Utah Code Section 10-2-405 provides that a municipal legislative body may, within 14 days of receiving an annexation petition, accept an annexation petition for further consideration or deny it; and WHEREAS, accepting an annexation petition for further consideration pursuant to Section 10-2-405 does not constitute final approval of the annexation by the municipal legislative body and does not establish whether any particular zoning designation may be appropriate for potentially annexed land; and WHEREAS, because the Property is within Salt Lake City’s expansion area in its 1979 annexation policy plan and because the Property is congruous to Salt Lake City corporate limits, the Salt Lake City Council finds that it should accept the subject annexation petition for further consideration. NOW, THEREFORE, be it resolved by the City Council of Salt Lake City, Utah: That Petitioner’s petition to annex approximately 17 acres into Salt Lake City is hereby accepted by the Salt Lake City Council for further consideration as provided by Utah Code Section 10-2-405. DATED this ______ day of ________________, 2022. Passed by the City Council of Salt Lake City, Utah, this _____ day of ________________, 2022. SALT LAKE CITY COUNCIL By:___________________________ CHAIRPERSON ATTEST AND COUNTERSIGN: ______________________________ CITY RECORDER Resolution accepting Hunter Stables annexation petition APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:__________________________________ By: ___________________________________ Paul C. Nielson, Senior City Attorney March 31, 2022 2. 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State Street, Suite 306 Salt Lake City, Utah 84111 Subject: Annexation of  Acres on 2664 North Rose Park Lane Dear Mayor Mendehall, We formally request the annexation of the above referenced parcel to be classified as RMF75 zoning. We have attended the Westpointe Community Council and presented our project twice to gather input. We are now ready to proceed with Planning Commission review of our project. Thank you for your consideration. Sincerely, Jay Bollwinkel, Principal MGB+A, Inc. 145 W 200 S – Salt Lake City, Utah 84111 – 801-364-9696 – www.grassligroup.com ϭ͘What is the current use of the land? – ŐƌŝĐƵůƚƵƌĞ Ϯ͘What services are currently provided by another municipality, county, or special district? - EŽŶĞ ϯ͘Please identify any legal or factual barriers that would negatively affect the probability of annexation of the subject property? – EŽŶĞ tĞŚĂǀĞƌĞƐƵďŵŝƚƚĞĚƚŚŝƐĂŶŶĞdžĂƚŝŽŶƉĞƚŝƚŝŽŶƚŽŝŶĐůƵĚĞƚŚĞĂŶŶĞdžĂƚŝŽŶŽĨƚǁŽ;ϮͿƉƵďůŝĐůLJ ƉĂƌĐĞůƐ͕ƉĞƌƚŚĞƌĞƋƵĞƐƚŽĨ^Ăůƚ>ĂŬĞŽƵŶƚLJ͘dŚĞƐĞƉĂƌĐĞůƐĂƌĞŽǁŶĞĚďLJ^Ăůƚ>ĂŬĞŝƚLJŽƌƉ͘ ;ƉĂƌĐĞůηϬϴϭϱϭϬϬϬϯϬϬϬϬϬͿĂŶĚƚŚĞ^ƚĂƚĞŽĨhƚĂŚŝǀŝƐŝŽŶƐŽĨWĂƌŬƐΘZĞĐƌĞĂƚŝŽŶͲ;ƉĂƌĐĞůη ϬϴϭϱϭϬϬϬϮϵϬϬϬϬͿ͘ Property Owners: Jeff Wright JWright Communities, LLC 357 W 6160 S Murray, UT 84107 All ƉƌŝǀĂƚĞproperty owners support this annexation 1 PETITION FOR ANNEXATION TO: CITY RECORDER’S OFFICE OF SALT LAKE CITY, UTAH COUNTY CLERK’S OFFICE OF SALT LAKE COUNTY, UTAH: The undersigned owner (the “Petitioner”) of a portion of the Property (defined below) submits this Petition for Annexation (this “Petition”) and respectfully represents the following: 1.This Petition is made in accordance with the requirements of Utah Code § 10-2- 403. 2.The real property subject to this Petition: (i) contains land that is privately-owned by the Petitioner, (ii) contains land that is publicly owned by Salt Lake City Corp. and the State of Utah Division of Parks and Recreation, (iii) contains approximately 28.28 acres, (iv) is located within the unincorporated area of Salt Lake County, (v) is contiguous to the northern boundary of Salt Lake City’s limits, and (vi) is more particularly described on Exhibit “A” attached hereto (the “Property”). 3.The signature affixed hereto is that of the Petitioner and who, by so affixing its signature, states and confirms that: a.the Petitioner is the owner of all private land area within the Property; b. the Property is accurately described and depicted on the recordable map, attached hereto as Exhibit “A”, which was prepared by a licensed surveyor and which is made a part hereof by such reference; c.in accordance with Utah Code § 10-2-403(2)(a)(i)(A), a notice of intent to file a petition was properly filed with the City Recorder of Salt Lake City, Utah, a copy of which is attached hereto as Exhibit “B”; and d.in accordance with Utah Code § 10-2-403(2)(a)(i)(B), a notice was properly mailed to each “affected entity”, including, without limitation, the public entities that own a portion of the Property, a copy of which is attached hereto as Exhibit “A” , as evidenced by that certificate of completion attached hereto as Exhibit “C”. 4.The Petitioner hereby designates the following person as the sole sponsor, and the contact sponsor, for this Petition. The sponsor’s contact information is as follows: Jay Bollwinkel 145 W 200 S Salt Lake City, UT 84101 jayb@grassligroup.com 5.The Property is not, in whole or in part, subject to any other petition for annexation that was previously filed that has not been denied, rejected, or granted, in accordance to Utah Code § 10-2-403(4). 2 WHEREFORE, Petitioner hereby requests that this Petition be considered, accepted, and certified by the Salt Lake City Recorder in accordance with Utah Code § 10-2-405. DATED this day of March 2022. PETITIONER: JWright Communities By: Name: Jeffery D. Wright Its: NOTICE: THERE WILL BE NO PUBLIC ELECTION ON THE ANNEXATION PROPOSED BY THIS PETITION BECAUSE UTAH LAW DOES NOT PROVIDE FOR AN ANNEXATION TO BE APPROVED BY VOTERS AT A PUBLIC ELECTION. IF YOU SIGN THIS PETITION AND LATER DECIDE THAT YOU DO NOT SUPPORT THE PETITION, YOU MAY WITHDRAW YOUR SIGNATURE BY SUBMITTING A SIGNED, WRITTEN WITHDRAWAL WITH THE RECORDER OR CLERK OF SALT LAKE CITY. IF YOU CHOOSE TO WITHDRAW YOUR SIGNATURE, YOU SHALL DO SO NO LATER THAN THIRTY (30) DAYS AFTER SALT LAKE CITY RECEIVES NOTICE THAT THE PETITION HAS BEEN CERTIFIED. CONTACT SPONSOR: By: Name: Jay Bollwinkel Its: 23rd 3 EXHIBIT “A” Recordable Map or Plat [See Attached] 4 4852-6058-5424.4 5 EXHIBIT “B” Notice of Intent to File Petition & Notice to Affected Entities [See Attached] 6 7 8 9 10 11 EXHIBIT “C” Certificate of Completion [See Attached] 12 13 14 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Allison Rowland Budget & Policy Analyst DATE:April 5, 2022 RE: ORDINANCE: PUBLIC LANDS TWENTY-YEAR MASTER PLAN, REIMAGINE NATURE ISSUE AT-A-GLANCE The Council will consider adopting Reimagine Nature, which the Administration has prepared as the City’s twenty-year Public Lands Master Plan. This document was conceived as a City-wide, long-range vision for transforming public lands into “a vibrant system of connected public landscapes and living infrastructure that enhances the community’s identity, sense of place and quality of life.” In another sense, Reimagine Nature serves as a general workplan for the relatively new Public Lands Department itself, providing direction as it pursues the goal of creating a sustainable system of parks, natural lands, and urban forests, including special places like the Salt Lake City Cemetery and the Regional Athletic Complex. Currently, the system includes 88 parks, 86,500 urban forest trees, six golf courses and thousands of acres of natural landscapes. Reimagine Nature is drawn from a community-driven planning process that included over 12,000 people who provided their views through an online survey, focus groups, micro-engagement events, and community partnerships designed to reach typically underrepresented groups. These provided the strategic direction and priorities for ten “transformative projects,” as well as the Plan’s long-term goals. From these, Department leadership and the project consultants, Design Workshop, developed detailed recommendations for policies, strategies, and specific actions. The Department notes that the scope, scale and form of implementation will be determined through development of individual projects and initiatives. For this reason, the Master Plan does not lay out specific budgetary impacts. Reimagine Nature is designed as a flexible framework that can adapt to changing circumstances over its 20-year lifespan. It will require significant additional effort, resources, and funding to achieve. This work will begin with Item Schedule: Briefing: April 5, 2022 Set Date: April 5, 2022 Public Hearing: April 19, 2022 Potential Action: May 3, 2022 Page | 2 more detailed Public Lands Department Five-Year Strategic Plans, which will outline and prioritize specific implementation strategies and actions and be updated annually by staff. Annual assessments of progress toward Master Plan goals and projects will also be included. More comprehensive updates to the Master Plan will be prepared in 2030 and 2040. Salt Lake City’s Parks, Trails, Natural Lands and Urban Forestry Advisory Board (PNUT) provided a “ringing endorsement” of Reimagine Nature, and further stated, “We urge the City Council to embrace the foundational values and five principal goals of the Master Plan. This is a crucial step for the City Council as it helps both embed the Master Plan and ensure advocacy by current and future elected leaders to seek and support sustainable funding throughout the plan lifecycle.” (See Attachment C1 for PNUT Endorsement Letter.) The Public Lands Department began the process of developing and drafting a master plan in 2020, while it was still a Division of the Public Services Department. Previous Council briefings on the Public Lands Master Plan process were held in March and October 2020. The City’s most recent previous comprehensive plan of this type was the Salt Lake City Open Space Plan of 1992. Goal of the briefing: Review Reimagine Nature, SLC Public Lands 20-Year Master Plan, and potentially straw poll Council Members on whether to move it toward potential adoption. ADDITIONAL AND BACKGROUND INFORMATION A.Background. Previous Council briefings on the Public Lands Master Plan process included: 1.October 2020: Mid-process update on the community engagement strategy that the Public Lands Division (at the time) and Design Workshop had developed to inform the master plan. The update was meant to comply with the Council’s Resolution 14 of 2020, Declaring City Council Policy and Objectives for Preparing Master Plans. 2.March 2020: Review of the Public Lands Needs Assessment, which helped set the baseline for the master plan. B.The Need. The Master Plan outlines several types of challenges to the Public Lands Department’s ongoing ability to protect and care for Salt Lake City’s natural and green areas. Difficulties range from rapid degradation of local ecological systems due to climate change, to unhealthy environmental factors like poor air quality, which is fueled by expanding population. In addition, the Plan mentions competing priorities for limited City funding, aging infrastructure in public lands (63% of assets were evaluated to be in poor or fair condition), and rapid Downtown development. The Plan also notes that underlying these challenges are the legacies of racism and classism, which remain visible in the City’s historic zoning and planning decisions, as well as in other inequities. For these reasons, people across the City need better access to recreation opportunities to avoid perpetuating disparities, and additional resources are needed to provide public spaces and programs that serve low and middle-income households. Other challenges were identified within the Public Lands Department by ETM Associates, which analyzed levels of staffing, resources, and responsibilities. The Plan states that “Compared to other North American benchmark cities, Public Lands is relatively understaffed, particularly in the area of long-term management of environmental assets. For example, Urban Forestry staff is stretched at one staff member protecting an average of 10,000 trees.” (Staff has requested a copy of this study.) Page | 3 C.Structure of Reimagine Nature. 1.Foundational Values. The Master Plan lays out three “foundational values” on which it bases its recommendations: a.Stewardship to protect wildlife, trees, mountains, lakes, rivers and scenic views. b.Livability in the face of the impacts of climate change and population growth; and c.Equity in community input and access to close-to-home, high-quality green spaces. 2.Department Goals. The Master Plan defines five main Department Goals for the next 20 years. Each of these is discussed in detail in Chapters 3 to 7. a.Sustain: Environmental Health and Sustainability; b.Connect: Accessible and Connected Green Spaces; c.Welcome: Active, Authentic and Inclusive Places; d.Protect: A Commitment to Stewardship; and e.Grow: Expanding our Public Lands System 3.Strategies, Policies, Actions and Metrics. For each Department Goal there is an accompanying list of Strategies and Supporting Policies, along with 146 near-term possible Actions to support implementation of various aspects of the Plan. The complete list begins on the Plan’s page. Progress Metrics are listed on pages 36-40 (see Policy Question 2, below). 4.Transformative Projects. Ten proposed transformative projects, which were identified by community members as particularly inspirational, are laid out in the Plan. They are designed to make the Department Goals more tangible, as the means through which the Plan’s vision will be implemented. They are discussed in the Chapters 3 to 7 along with the Goals most closely related. a. Put Environment First b. Grow Our Urban Forest c. Connect Mountains to the Lake d. Just 5 Minutes from Here e. Reimagine Neighborhoods Parks f. Coming Soon to a Park Near You g. Revive Our River h. Sustaining Our Stories i. Downtown Comes Alive j. Welcome to the Green D.Community Engagement. Extensive community engagement was undertaken at nearly every step of the Master Plan’s creation process, taking place from mid-2020 to mid-2021 (see below). Initial public surveys led to preliminary ideas that were further tested and refined in a series of focus groups with representative community stakeholders. Over 12,000 Salt Lake City community members provided input through online focus groups, University of Utah student-led “intercept interviews” and “micro-engagement events,” and through an online survey. A detailed description of the engagement process, including a summary of who provided feedback, and what they told the city, can be found in the Engagement Summaries at www.ReimagineNatureSLC.com. Engagement Window 1: Building a Foundation of Understanding. August-December, 2020. Engagement Window 2: Visioning Transformational Projects and Priority Actions. March-May, 2021. Page | 4 E.Issues of Special Interest to Council Members. 1.Equity in Parks and Park Access. Chapter 5 of the Master Plan focuses on the Goal of Welcome: Active, Authentic, and Inclusive Spaces. It discusses the increased awareness among cities nationwide of the health and social benefits of living near park spaces, as well as efforts to close gaps in park access. In Salt Lake City specifically, the 2019 Public Lands Needs Assessment shed light on differences like the lack of City-wide festivals held on in Westside parks, the tendency of Westside residents to visit east-side parks (but not vice versa), and significantly lower visitation rates at Westside parks. It also notes that “Equal investment in parks throughout Salt Lake City’s neighborhoods does not always translate to parks that equally serve each community, nor does it make up for any historic inequities.” To help address these problems, the Public Lands Department is committed to working with neighborhoods to ensure that parks and natural spaces better reflect diverse cultures and histories. This will mean a careful examination of how Department resources are allocated across the City and targeting investments to historically underserved neighborhoods. The Department also understands that extra efforts will need to be taken to ensure that underrepresented and underserved populations are involved in the park planning process which, in turn will ensure that their local knowledge will contribute to each park’s unique character, uses, and enjoyment. The Plan also makes clear that the Department is aware that “Strategies that are beneficial to some communities, such as ‘Friends of the Parks’ groups, can put communities who do not have the time or money to spend at a disadvantage.” It also cites the Urban Institute’s report Investing in Equitable Urban Park Systems which states, “All funding models have equity implications: some are explicitly designed to address equity and meaningfully engage all residents, some risk deepening inequities and fueling displacement, and most depend on how they are used.” Specific strategies mentioned in the Plan include partnering with local organizations for art, education and recreation programs, community-driven approaches to public lands improvements, and physical improvements that represent the style, history, and recreation preferences of each neighborhood. 2.Homelessness and Unsheltered People in Parks. During public engagement for the Master Plan, the most common topic raised was concern for and about people who are experiencing homelessness and use public lands as places to shelter. Opinions ranged across a full spectrum on the kinds of approaches the City should take to addressing the issue, but it is clear that this is a larger social issue that the Department of Public Lands cannot resolve on its own. Although the impacts on public spaces operated and maintained by the Public Lands Department are significant, the Plan recommends a compassionate approach to people experiencing homelessness, including facilitation of access to information about available services and resources, hotlines, community partners, and opportunities to engage in cross-community dialogue to help make City parks welcoming and safe for sheltered and unsheltered people alike. This would include quarterly training for Public Lands staff and park maintenance workers regarding homelessness resources, understanding of homelessness, and appropriate engagement with people experiencing homelessness. (See Policy Question 4, below.) 3.Preparing for Continuing Population Growth. Reimagine Nature acknowledges that meeting the needs of Salt Lake City’s quickly growing population will be challenging, especially because the potential for acquiring additional City green space is limited. It recommends upgrading amenities and enhancing environmental quality as strategies that will allow existing parks to serve more people. This is particularly the case on the Westside, which has higher per capita levels of park and natural land acreage than elsewhere, as well as the asset of the Jordan River. Page | 5 The Public Lands Master Plan also notes (page 70) that providing “public green space” on the Fleet Block would fill a gap in the City’s park system. The 2019 Public Lands Needs Assessment identified the Central Community as having the lowest level of park service, and yet it is expected to experience the most future growth. Staff note: the Council will be briefed on the Administration’s plans for the Fleet Block on April 19. 4.A Pending Correction. In Chapter Seven, Welcome to the Green, the Public Lands Department plans to correct a statement about Golf Division finances that erroneously asserts that the Golf receives no funding from the City’s general fund (page 171). In fact, in FY20, FY21 and FY22, the general fund provided over $5 million to the Golf Fund, according to the Council’s FY22 Budget Staff Report for the Golf Enterprise Fund, dated May 25, 2021. The Department has indicated that it will correct this oversight in the final version of the Master Plan to read as follows: “As an Enterprise Fund, Golf does receive some supplemental funding from the general fund. The majority of their budget is required to cover its annual operating costs and capital repairs with revenue from golf activities.” F.Next Steps. 1.Short-Term Steps. Once Reimagine Nature is adopted, the Department of Public Lands will organize its year-by-year actions and project priorities around the Master Plan’s recommendations. The Department plans to request support in the FY23 CIP process for the development of a five-year strategic plan that will identify the specific projects, initiatives, activities, and organizational focus areas needed to facilitate and accelerate plan implementation. 2.Future Plans. Reimagine Nature identified the following additional City plans whose development the Department plans to lead in coming years. Public Lands 5-Year Strategic Plan Capital Facilities Plan Climate Resilience Plan Public Lands Strategic Acquisition Plan Financial Plan Drought Management Plan Asset Management Plan Fiscal Management Procedures Water Budget Plan Cartegraph Impact Fee Spending Plan Operations Management Standards/Plan Capital Replacement Projects Urban Forestry Master Plan Development Standards Irrigation Renovation Plan Golf Master Plan Public Outreach and Communications Plan 3. Additional City plans for which the Public Lands Department plans to collaborate with other departments are: Area Master Plans/Neighborhood Plans Long-range Planning Efforts Homelessness Response Plan POLICY QUESTIONS 1. The Goals and Transformative Projects presented in Reimagine Nature vary substantially in terms of scope, cost, logical sequencing, and other characteristics. In addition, work on some of these items is already underway. The degree to which any of these Goals and Projects further the values of Equity, Stewardship and Livability also varies. Given this complexity, the Council may wish to ask the Page | 6 Administration to discuss their thoughts on how they will balance among competing priorities in terms of allocating funds and staff time, as well as unexpected funding opportunities, scheduled work by other departments, etc. 2.The Council may wish to ask for more information on the Progress Metrics listed for each of the Plan’s Goals (pages 36-40). For example, will the Council receive information on the process of meeting these Goals in the annual Mayor’s Recommended Budget, and/or in the Five-Year Strategic Plans? Will allocating work among the Department Values be used to help prioritize funding requests? 3. Budget estimates were not included in Reimagine Nature, since its focus is more conceptual, and the estimates would become outdated even more quickly than usual in recent years. The Council may wish to request that at least some indication of relative costs of different projects be included in each of the upcoming five-year plans. For example, a simple notation like $, $$, $$$, $$$$ could be developed to provide some indication of relative costs and help with the prioritization of individual projects. This may be particularly helpful if the Administration is considering a GO Bond relating to parks and public lands in the near future. The Council may also wish to discuss with the Administration how potentially transformative projects will be maintained in the future, given ongoing funding pressures. 4.The Council may wish to discuss with the Administration how the newly-formed park ranger program could help mitigate issues associated with people who are experiencing homelessness who shelter on public lands, and whether metrics will be tracked to assess how the park ranger program affects concerns from the public. 5. Several items mentioned in the Master Plan would have implications beyond the Public Lands Department. The Council may wish to consider asking for more information on how the Department is working with its counterparts on these. For example: a. As part of the Green Loop discussion, on Figure 31 (page 90 of the transmittal’s PDF file) there is a label titled “Rio Grande Festival Street.” The Council may wish to ask whether and how this concept would be affected by the RDA's Station Center Project Area planning efforts. b. The Fleet Block is mentioned in several places in the Plan as an advantageous location for a future green space. Would the Council like to request that the Administration include specific discussion of this possibility in the Council’s Fleet Block update, which is scheduled for April 12? 6. The Master Plan contains several ideas for expanding the use of City golf courses to a wider public and increasing their role in providing local environmental services like native species habitat and storm water drainage. The ideas for increasing Golf Enterprise Fund revenue are less concrete and tend to involve large financial investments, including some that could put some public funds at risk. These ideas will be further developed in a future Golf Master Plan, but given the longstanding record of revenue shortfalls and the resulting lack of capital investment resources in the Golf Fund, would the Council like to request additional information in the shorter term about how the Administration plans to improve the financial sustainability of the Golf Fund? ATTACHMENT Attachment C1. Endorsement Letter from the Salt Lake City Parks, Trails, Natural Lands and Urban Forestry Advisory Board (PNUT). March 8, 2022 451 S State Street Salt Lake City, UT 84111 Mayor Erin Mendenhall and City Council Members, Please allow this letter to serve as a ringing endorsement for the Salt Lake City Public Lands Master Plan, aptly named “Reimagine Nature”. Thirty years after adoption of the 1992 Salt Lake City Open Space plan, development of a new Master Plan is long overdue and sorely needed in a time of unprecedented population growth that severely impacts the environmental health and quality of our invaluable public lands. As city residents and appointed members of the Parks, Trails, Natural Lands and Urban Forestry Advisory Board (PNUT), we are highly sensitive to the stress on our public lands and the funding necessary to protect, enhance and preserve this land for future generations. We applaud the foundational values of the plan as they highlight the culture of stewardship necessary to protect public lands, while also emphasizing that public lands improve livability as we face the challenges of climate change. Most importantly, these values state that all residents of SLC need equitable access to high quality public lands to improve their own personal health and well-being. Additionally, as an advisory board we wish to communicate the following: Our advisory board had ample opportunity to review and comment on the draft Master Plan. We thank the lead staff and consultant group for using evidence-based analysis, coupled with public engagement, to form a guiding vision and identify transformative projects. The extensive community process was multifaceted and successful despite the challenges of the COVID-19 pandemic. We appreciate that this outreach was intentionally planned to reach community members traditionally unheard and/or unreached in city planning processes, and that these voices are reflected in the values, principal goals and transformative projects of the Master Plan. We wish to thank the students and faculty of the University of Utah for their assistance during the community engagement process. Adoption of the Master Plan will pave the way for capital improvements currently funded and those requested in future budget years. We urge the City Council to approve the FY23 CIP request for development of a five (5) year strategic plan to identify and accelerate near-term implementation of the Master Plan. We urge the City Council to embrace the foundational values and five principal goals of the Master Plan. This is a crucial step for the City Council as it helps both embed the Master Plan and ensure advocacy by current and future elected leaders to seek and support sustainable funding throughout the plan lifecycle. We recommend each City Department leadership team become familiar with the foundational values and five principal goals of the Master Plan and coordinate their projects and funding initiatives to dovetail therein - thereby maximizing limited taxpayer dollars. We are excited about the prospect of seeing this Master Plan fully implemented in the next 10-20 years. This is a huge step for the Public Lands Department and for the city as a whole. We applaud the hard work of staff, consultants, elected officials and our fellow community members in the development of this Master Plan. We are proud to lend our support and advocacy for this work, and honored to serve as members of the PNUT advisory board during this important moment in public lands history. This is a plan that will not sit on a shelf. For our community to have a healthy, livable and equitable future, now is the time. Yours sincerely, Polly Hart, Chair PNUT Board Brianna Binnebose, Vice Chair Ginger Cannon Samantha Finch Jenny Hewson Phil Carroll CJ Whittaker Melanie Pehrson Clayton Scrivner Council Briefing Presentation: April 5, 2022 ACTION STRATEGIES Presentation Outline PUBLIC ENGAGEMENT 609 Acres 83 Parks 108 Holes City Public Golf 6 Courses 86,500 Urban Forest Trees 1,694 Acres Natural Lands 6,423 Acres Foothills Natural Area Collaborative Management Zone TRAILS 70.7 Miles of Existing Trails 129.4 Miles of Proposed Trails A DIVERSE SYSTEM CURRENT PUBLIC LANDS SYSTEM Engagement Numbers Representative Population Source: Public Lands Survey #2: 3,318 respondents Ideas Support Plan Framework VISION STATEMENT proposes big ideas to transform and sustain quality outdoor spaces that are safe, welcoming and walkable; ensuring people, wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. Master Plan Vision Statement: TOP STRATEGIES: Position Public Lands to increase the ambition of Salt Lake City’s climate resiliency goals. Position Public Lands as the City leader for driving improvements in human and ecosystem health. TOP STRATEGIES: Increase the ease of access to public lands, making it easier to travel to, between and within them. Connect people to information about their park system. TOP STRATEGIES: Design and program Neighborhood Parks to highlight the unique natural, historical, cultural and economic identify of the surrounding area and community in which they are located. Support active programming that brings people out to their parks for art, events, programs, recreation and community. YEAR-ROUND ACTIVATION COLLABORATIVE STRATEGIES TOP STRATEGIES: Ensure iconic, irreplicable assets are not lost or rendered less valuable due to neglect, destruction or development. Leverage the power of the community to help steward SLC’s Public Lands. VOLUNTEERISM CULTURAL & HISTORICAL ENVIRONMENTAL TOP STRATEGIES: Be proactive and strategic about growth of the Public Lands System. Overcome difficult obstacles to growth through creativity and through leveraging external assets and resources. Figure 15: Equity Analysis Map Figure 30: Future Investments By Planning Area Map 10 TRANSFORMATIVE PROJECTS 1. Put Environment First Increase landscape RESILIENCY TO CLIMATE CHANGE through WATER CONSERVATIO N & by cultivating stewardship Create a NATIVE ECOSYSTEM PROGRAM & NATIVE PLANT NURSERY to improve habitat with DRY-CLIMATE & POLLINATOR FRIENDLY PLANTS CULTIVATE MORE BIOLOGICAL DIVERSITY AND CONSERVATION IN CITY PARKS, URBAN FORESTS, CITY GOLF LANDS AND NATURAL AREAS Fairmont Park Pond Wetlands 2. Grow our Urban Forest EXPAND AWARENESS OF HOW TO BE A STEWARD OF OUR URBAN FOREST IN ALL PUBLICLY-OWNED LANDSACPES INCLUDING CITY PARKS, STREET MEDIANS, CITY GOLF COURSES, RIPARIAN AREAS & NATURAL AREAS 3. Connect Mountains to the Lake COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE AND CREEKS WITHIN THE CITY 4. Just Five Minutes From Here 5. Reimagine Neighborhood Parks TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS AND CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY 6. Coming Soon to a Park Near You HELP OUR PARKS, LARGE AND SMALL COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR. 7. Revive Our River INVEST IN PROJECTS AND MAINTENANCE ALONG THE JORDAN RIVER PARKWAY THAT WILL PROMOTE EQUITY, ACCESS, SCENIC BEAUTY, DIVERSE RECREATION, AND HEALTHY ECOLOGY ALONG THE PARKWAY Photo Source: www.taylorsvilleut.gov/our-city/news- media-info/taylorsville-news/2020-vision-detailed 8. Sustaining Our Stories REVEAL PAST AND PRESENT STORIES FROM OUR DIVERSITY OF EXPERIENCES THAT HAVE SHAPED THIS VALLEY, GIVING FOCUS TO UNDERREPRESENTED AND INDIGENOUS PEOPLE. EXPRESS THESE STORIES THROUGH LANDSCAPES, STRUCTURES, PLACEMAKING AND ART. Allen Park Historic Art Warm Spring Park Historic Bath House 9. Downtown Comes Alive Outside Photo Source: The Utah Nordic Alliance -TUNA 10. Welcome to the Green INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT Action Strategies STRATEGY POLICY ACTIONS Next Steps •Responsible Party •Supporting Party •Time Frame •Short-Term, Mid-Term, Long-Term •Priority •High, Medium, Low •Relative Cost •High, Medium, Low DETAILED IMPLEMENTATION STEPS FOR ACHIEVING ACTION STRATEGIES: 2019 SLC PARK AND PUBLIC LANDS NEEDS ASSESSMENT 2021-22 REIMAGINE NATURE: SLC PUBLIC LANDS MASTER PLAN 2022-2040 PUBLIC LANDS 5-YEAR STRATEGIC PLANS Planning Process Reimagine Nature 5-Year Strategic Plan PLAN GOALS Page 1 of 3 SALT LAKE CITY, UTAH 84104 ERIN MENDENHALL MAYOR DEPARTMENT of PUBLIC LANDS OFFICE of the DIRECTOR CITY COUNCIL TRANSMITTAL Date Received: Lisa Shaffer, Chief Administrator Officer Date sent to Council: TO: Salt Lake City Council DATE: March 24, 2022 Dan Dugan, Chair FROM: Kristin Riker, Director, Public Lands Department SUBJECT: Adoption of Reimagine Nature – SLC Public Lands 20-Year Master Plan STAFF CONTACT: Kristin Riker Director, Salt Lake City Public Lands Kristin.Riker@slcgov.com COUNCIL SPONSOR: Not Applicable DOCUMENT TYPE: Ordinance RECOMMENDATION: Adoption of Public Lands Reimagine Nature Master Plan BUDGET IMPACT: The Master Plan provides strategic direction, ‘transformative project’ priorities, policy recommendations and strategies for action to be implemented by the Department of Public Lands over the next 20 years. However, the scope, scale and form that implementation of these strategies take will be determined through development of individual projects and initiatives; the Master Plan itself does not have specific budgetary impacts. BACKGROUND/DISCUSSION: From 2020 through 2021, Salt Lake City Public Lands has worked to develop a new Public Lands Master Plan, which has been given the name “Reimagine Nature.” The master plan will provide a guiding vision for the City’s four Public Lands Divisions (Parks, Trails & Natural Lands, Urban Forestry, and Golf) and will establish an inspirational framework to guide how Public Lands will grow and prioritize investments for the next 10-20 years. Reimagine Nature uses comprehensive, evidence-based analysis, coupled with community engagement, to address current challenges, improve our public lands system, and prioritize and identify transformative projects for Salt Lake City’s public lands. DEPARTMENT OF PUBLIC LANDS 1965 WEST 500 SOUTH WWW.SLCGOV.COM TEL:801-972-7800 Lisa Shaffer 04/1/2022 03/30/2022 Page 2 of 3 Reimagine Nature proposes big ideas to transform and sustain quality outdoor spaces that are safe, welcoming and walkable and ensure people, wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. Three foundational values provide the basis for Reimagine Nature and its recommendations: a culture of stewardship to protect wildlife, trees, mountains, lakes, rivers and scenic views; improving livability in SLC in the face of the impacts of climate change and population growth; and providing greater equity in the way the community has access to close-to-home, high-quality green spaces. Reimagine Nature is organized around five principal goals the Public Lands Department aims to prioritize over the next 20 years: (1) Environmental Health and Sustainability; (2) Accessible and Connected Green Spaces; (3) Active, Authentic and Inclusive Places; (4) A Commitment to Stewardship; and (5) Expanding our Public Lands. The goals of the plan are further supported by strategies, policies and tangible action steps to guide transformational change, as well as ten proposed ‘transformative projects’ to implement the vision of Reimagine Nature. PUBLIC PROCESS: Community engagement for the master plan process used a multi-pronged approach that included an online survey, focus groups, micro-engagement events and community partnerships to reach typically underrepresented groups. Using COVID-19 protocols, the city’s framework for equitable engagement best practices, and multiple types of tactics, the team connected with over 12,000 Salt Lake City community members, providing input during online focus groups, University of Utah student-led intercept interviews and micro-engagement events, and through an online survey. A detailed description of the engagement process, including a summary of who provided feedback, and what they told the city, can be found in the Engagement Summaries at www.ReimagineNatureSLC.com. In brief, the engagement process consists of three engagement windows, the first two of which are complete: Engagement Window 1: Building a Foundation of Understanding Engagement Window 1 was conducted from August through December of 2020. Results from this first round of engagement identified concepts and ideas that most resonated with the community to support Public Lands’ values of promoting equity, livability and sustainability. Engagement window one also gathered community ideas for Reimagine Nature goals and projects and measured community support for initial transformative projects identified from previous community feedback and research gathered in the 2019 Public Lands Needs Assessment. The Reimagine Nature framework, including refined goals and transformative projects, was developed from feedback received in Engagement Window 1. Engagement Window 2: Visioning Transformational Projects and Priority Actions Engagement Window 2 was held from March through May of 2021. Engagement Window 2 gathered feedback on the Reimagine Nature framework to verify that the plan was developing in the right direction and had community support. Engagement Window 2 served as a check point to identify any important information that may have been missing from Reimagine Nature. Engagement Window 3: Final Master Plan Adoption This engagement period will occur as the City Council takes up consideration of formally adopting Reimagine Nature as a city master plan for Public Lands , and is expected to occur during February and March of 2022. Engagement during this phase will be led primarily by City Council staff, with outreach support from Public Lands. Page 3 of 3 NEXT STEP: The City Council will lead the Master Plan adoption process for Reimagine Nature in the first months of 2022. The Reimagine Nature project team, including Public Lands staff and the lead consultant Design Workshop, are prepared to brief the City Council on Reimagine Nature and support public engagement during the adoption process as requested by the City Council. Following adoption of Reimagine Nature, Public Lands will work to organize its year -by-year actions and project priorities around the recommendations of Reimagine Nature. Public Lands is requesting support in the FY23 CIP process for development of a five-year strategic plan that will identify the specific projects, initiatives, activities, and organizational focus areas that will facilitate and accelerate plan implementation in the near-term. EXHIBITS: A. Salt Lake City Ordinance B. Reimagine Nature Master Plan Draft C. Reimagine Nature Public Engagement Summaries cc: Lisa Shaffer Kristin Riker Tyler Murdock Nancy Monteith Attachment A Salt Lake City Ordinance 1 SALT LAKE CITY ORDINANCE No. _____ of 2022 (Adopting the Salt Lake City Reimagine Nature Master Plan) An ordinance adopting the Salt Lake City Reimagine Nature Master Plan. WHEREAS, the Reimagine Nature Master Plan establishes a framework to guide how Public Lands will care for, grow, and, prioritize investments for the next 10 to 20 years; and WHEREAS, after a hearing before the city council, the City Council has determined that adopting this ordinance is in the best interest of the City. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Adopting the Salt Lake City Reimagine Nature Master Plan. That the “Salt Lake City Reimagine Nature Master Plan” is hereby adopted to read and appear as provided in Exhibit “A” attached hereto. SECTION 2. Effective Date. This ordinance shall become effective on the date of its first publication. Passed by the City Council of Salt Lake City, Utah, this ______ day of ______________, 2022. ______________________________ CHAIRPERSON ATTEST AND COUNTERSIGN: ______________________________ CITY RECORDER Transmitted to Mayor on _______________________. Mayor's Action: _______Approved. _______Vetoed. 2 ______________________________ MAYOR ______________________________ CITY RECORDER (SEAL) Bill No. ________ of 2022. Published: ______________. APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:__________________________________ By: ___________________________________ Boyd Ferguson, Senior City Attorney 3-24-22 ATTACHMENT B Reimagine Nature Master Plan Draft FINAL DRAFT 01/2022 Prepared by iii SLC PUBLIC LANDS PROJECT TEAM Kristin Riker, Director of Public Lands Nancy Monteith, Senior Landscape Architect, Project Manager Lewis Kogan, Public Lands Deputy Director Lee Bollwinkel, Parks Division Director Tony Gliot, Urban Forestry Division Director Matt Kammeyer, Golf Division Director Luke Allen, Community Outreach, Events, and Marketing Manager Amy Nielson, Community Events Manager Katie Riser, Volunteer, Outreach & Education Coordinator Valerie Huitzil, Graphic Design Technician Leah Smith, Special Events Permit Coordinator Suzy Lee, Parks Usage Coordinator Kezia Lopez, Office Facilitator SALT LAKE CITY STAFF Nick Norris, Planning Director Allison Rowland, Public Policy Analyst II, City Council Sarah Benj, Salt Lake City American Disability Act (ADA) Coordinator Michael Guymon, Engineer, Public Utilities Celina Milner, Policy Advisor for Diversity and Human Rights Kyle Strayer, Civic Engagement Team PARKS, NATURAL LANDS, URBAN FORESTRY AND TRAILS ADVISORY BOARD Ginger Cannon, At-large Polly Hart, At-large Jenny Hewson, At-large Elliot Mott, At-large former Fred Fife, District 2 former Melanie Pehrson, District 2 Phil Carrol, District 3 Gwen Springmeyer, District 3 former Brianna Binnebose, District 5 Katie Davis, District 6 former CJ Whittaker, District 6 Samantha Finch, District 7 UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING Dr. Ivis García, Assistant Professor Elizabeth Arnold, Westside Studio Teaching Assistant Students of Community Engagement in Planning Students of West Side Studio ACKNOWLEDGMENTS DESIGN WORKSHOP Anna Laybourn Amanda Jeter Mary Oliver Michael Stout Ashton Breeding Nino Pero Renee Ludlam ETM ASSOCIATES Tim Marshall Desiree Liu v PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .I Executive Letter ..................................................vii Plan on a Page ..................................................viii CHAPTER 1: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Background ......................................................3 Plan Horizon ................................................3 Planning Process ............................................4 How To Use This Plan .............................................5 Plan Framework Diagram .....................................6 Past and Present .................................................7 System Facts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Challenges ......................................................11 Plan Components & Relevant Plans .................................15 Needs Assessment Snapshot ......................................17 Community Engagement Summary .................................19 CHAPTER 2: FRAMEWORK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Master Plan Vision Statement ................................33 Plan Values ................................................33 Plan Goals .................................................35 Transformative Projects Overview .............................41 CHAPTER 3: SUSTAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 Sustain: Environmental Health & Sustainability ......................45 Sustain: Strategies & Policies Overview .......................49 Transformative Project 1 - Put Environment First .................51 Transformative Project 2 - Grow Our Urban Forest ..............57 CHAPTER 4: CONNECT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63 Connect: Accessible & Connected Green Spaces ..................65 Connect: Strategies & Policies Overview .......................71 Transformative Project 3 - Connect Mountains To The Lake .....77 Transformative Project 4 - Just Five Minutes From Here .........83 CHAPTER 5: WELCOME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89 Welcome: Active & Inclusive Places ...............................91 Welcome: Strategies & Policies Overview .....................95 Transformative Project 5 - Reimagine Neighborhood Parks ......97 Transformative Project 6 - Coming Soon To A Park Near You ...107 CHAPTER 6: PROTECT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .113 Protect: A Commitment To Stewardship .................................115 Protect: Strategies & Policies Overview .......................121 Transformative Project 7 - Revive Our River ...................123 Transformative Project 8 - Sustaining Our Stories ..............131 CHAPTER 7: GROW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .139 Grow: Expand Our Park System ...................................141 Parks Classification Tables .................................145 Future Investments and Recommendations by Planning Area ...149 Grow: Strategies & Policies Overview ........................157 Transformative Project 9 – Downtown Comes Alive Outside ....160 Transformative Project 10 - Welcome To The Green ............165 CHAPTER 8: ACTION STRATEGIES . . . . . . . . . . . . . . . . . . . . . . . . . . .175 Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .177 Approaches For Action ......................................181 APPENDIX DOCUMENTS: A. Public Engagement Reports B. 2019 Needs Assessment CONTENTS ix REIMAGINE NATURE Letter from Mayor Erin Mendenhall Salt Lake City’s natural realm is a shared sanctuary for people, ecologies and wildlife - a legacy landscape shaped by Native Americans, pioneers, flora and fauna including 72 mammal species of the Wasatch Front, and nearly 200,000 city residents represented by 120 diverse spoken languages. While the mountains, plains, wetlands and Great Salt Lake of the valley inspire humankind and provide wildlife habitat, impacts from climate change, poor air quality, increasing population, historic drought and aging infrastructure threaten the city’s ability to protect nature. Throughout the city there are disparate levels of engagement in the outdoors, requiring attention to differing interests, needs, access, and investments. We must intentionally correct for historic racism and classism and providing people access to opportunities across the city so as not to inherently perpetuate disparities. The state of the city’s extraordinary public lands is at a crossroads and all these factors create a need for a bold and transformational plan to guide us. The first citywide public lands master plan in 29 years, Reimagine Nature delivers a vision for the next 20 years and is informed by over 12,000 community members who shared hopes and dreams for play, civic pride, nature, outdoor fitness, greening, and more in the city. The public process elevated conversations of transitioning Public Lands from a Division to a City Department that would allow for a more robust planning arm focused on projects and ecological services. Salt Lake City’s Public Lands Department will now include two collaborative groups to support the planning and operations of the four divisions of parks, trails and natural lands, golf and urban forestry. This move also supports the four objectives of my 2021 Plan: Recharge, Reset, Rebound in keeping pace with the city’s growth, leading environmental stewardship, listening equitably to our communities and supporting employee well-being. Coinciding with the start of the COVID-19 pandemic, public engagement required adaptation, creativity, and support from the many community partners and advocates that we thank for their immeasurable contributions as ambassadors. Through this health crisis we witnessed increased visitation to public lands, learning that parks were a refuge to many – a community asset for resilience and essential service. Reimagine Nature reflects core community values for public lands: equity, stewardship and livability. Conversations around equity in public lands reflect nationwide and neighborhood trends to provide additional resources to public spaces and programs serving low and middle-income households who often struggle to access quality natural experiences as part of their daily lives. Calls for stewardship of public lands came across emphatically with desires to take care of what we have and protect invaluable pieces of our natural community. Concerns for the livability of Salt Lake City are also top of mind in the midst of many environmental and climate challenges, rising cost of living, urgent social issues of homelessness and keeping up with population growth. With dedication, passion, and foresight to conserve Salt Lake City’s greatest natural asset, it is our hope that this document directs us in responsibly managing the public’s lands and waters in ways that honor community aspirations and support thriving plants and wildlife. The next page provides a summary snapshot of the plan’s key elements. Sincerely, Mayor Erin Mendenhall Natural lands along the Jordan River provide essential riparian habitat. SLC Public Lands Master Plan vision proposes big ideas to transform and sustain quality outdoor spaces that are welcoming, safe and walkable; ensuring people, wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. 1) Put Environment First 2) Grow Our Urban Forest 3) Connect Mountains to the Lake 4) Just 5 Minutes From Here 5) Reimagine Neighborhood Parks 6) Coming Soon to a Park Near You 7) Revive Our River 8) Sustaining Our Stories 9) Downtown Comes Alive Outside 10) Welcome to the Green VALUES: VISION: Chapter One: Introduction xi SUSTAIN STEWARDSHIP SUSTAIN CONNECT WELCOME PROTECT EQUITY GROW GOALS & 10 TRANSFORMATIVE PROJECTS: LIVABILITY environmental health & sustainability accessible & connected green spaces active, authentic & inclusive places a commitment to stewardship expand our Public Lands system 2 1CHAPTER INTRODUCTION Reimagined nature in an urban setting is evident when taking in the treetop views of SLC and the surrounding mountains. LOOKING FORWARD TO A GREENER HORIZON We have a heightened awareness that complex factors such as ecological systems, historical influence, and social equity impact planning for Salt Lake City’s Public Lands. Reimagine Nature is an opportunity to redefine approaches for the City’s parks, trails, golf courses and natural lands as environmental and social assets. It sets forth a vision for Public Lands to champion initiatives that improve air quality, address public health disparities, make a more resilient future in the face of climate change and provide green space to balance rapid urban development. Chapter One: Introduction 4 Figure 1: Planning Process Timeline PLAN HORiZON 2020-2040 Salt Lake City’s 88 parks, 86,500 urban forest trees, six golf courses and thousands of acres of natural landscapes are the culmination of more than a century of committed care and preservation. As Salt Lake City welcomes another 30,000 residents over the next 20 years (by 2040) and as the diversity and health of our city’s nature is threatened by the impacts of climate change, a plan to grow and protect public lands and the quality of life those natural landscapes afford to all living things is needed. This plan provides a vision to aspire to for the next two decades and outlines specific direction for near-term actions. PLANNiNG PROCESS Reimagine Nature is one component of a larger planning effort to direct the future of SLC Public Lands. The planning process includes the 2019 Needs Assessment,1 an inventory of the Public Lands system; Reimagine Nature, which outlines goals and strategies; and will be completed with detailed Public Lands 5-Year Strategic Plans, a series of 5-year 1 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf IT’S IN OUR NATURE working plans updated annually by Public Lands Staff. A comprehensive community engagement process informed every step of the plan development, including a statistically valid resident survey and other outreach to inform the 2019 Needs Assessment.2 Community member, technical expert, partner staff and stakeholder input guided the Reimagine Nature plan content through the course of the planning process. The timeline to the right highlights the phases and engagement activities. 2 Ibid Public engagement at Allen Park. REIMAGINE NATURE PLANNING PROCESS TIMELINE REiMAGiNE NATURE ENGAGEMENT NUMBERS: 12,159 PEOPLE PROviDED iNPUT 2018-2019 SLC PARK AND PUBLIC LANDS NEEDS ASSESSMENT Community Survey #1 Public Lands Staff Interviews 2022-2040 REIMAGINE NATURE: SLC PUBLIC LANDS IMPLEMENTATION PROCESS Master plan goals and projects annual assessment Salt Lake City annual budgeting process Public Lands 5-Year Strategic Plan 2030 and 2040 master plan updates 2020-2021 REIMAGINE NATURE: SLC PUBLIC LANDS MASTER PLAN Phase 1: Foundation of Understanding Community Survey #2 University of Utah College of City and Metropolitan Planning Intercept Interviews and Outreach Public Lands Pop-Up Events Community Council Presentations Phase 2: Draft Vision, Goals and Transformational Projects Community Survey #3 University of Utah College of City and Metropolitan Planning Westside Studio Neighborhood Park Outreach Community Council Presentations Public Lands Meet-and-Greets City Departments Collaborative Workshop Online Town Halls & Facebook Live Open House Phase 3: Draft & Final Master Plan City Leadership Groups Review Online Draft Plan for Public Comment City Council Adoption Chapter One: Introduction 6 Evening walk at Monument Plaza. Figure 2: Master Plan framework and definitions Specific policies and actions to realize the transformative projects, plan goals, and direct operations and maintenance strategies .10 Transformational ProjectsElements of the master plan have been refined by the public to ensure the language reflects the community’s hopes, concerns and desires for the future of public lands. Over the past year, more than 12,000 community members have helped direct a vision and identify what needs to be improved for our natural lands, urban forests, city parks and city golf courses. The intention is to establish collective aspirations for the future that create strategic planning and alignment. This is meant to be flexible to adapt to changing HOW TO USE THIS PLAN circumstances and will require significant additional effort, resources, and funding to achieve over a ten-year period or more, with some of the actions already underway. The master plan is a compilation of visions, values, goals, projects, strategies and actions. These elements are organized in a hierarchy ranging from broad ideals to detailed policies and are highlighted in Figure 2 to the right. Monument Plaza in Sugar House. Salt Lake City Public Lands Department Vision & Mission Statements that guide Public Lands in their role and what the department aspires to achieve . Guides the master plan and all other aspects of the department’s operations and planning efforts . City-wide, long-range vision for the next 20 years of Public Lands’ work . Guiding principles that align with other city plans and policies and focus the master plan goals . What the master plan aims to achieve, supports values and is supported by high-level strategies and policy actions . Specific, inspirational projects identified by the community to realize over the next 20 years . List of 146 near-term possible action items to support this plan- updated annually. Master Plan Vision Stewardship Livability Equity Welcome Connect Protect Grow Sustain 1) Put Environment First 2) Grow Our Urban Forest 3) Connect Mountains to Lake 4) Just 5 Minutes From Here 5) Reimagine Neighborhoods Parks 6) Coming Soon to a Park Near You 7) Revive Our River 8) Sustinaing Our Stories 9) Downtown Comes Alive 10) Welcome to the GreenSalt Lake City Public Lands Department Vision & Mission3 Value Lenses5 Big Goals10 Transformational ProjectsStrategies and Actions Chapter One: Introduction 8 THE NATURE OF SALT LAKE CiTY Ancient Lake Bonneville once covered the present-day mountain valley of Salt Lake City and beyond into Utah, Nevada and Idaho. The Great Salt Lake remains the last remnant of Lake Bonneville in the Intermountain West and frames the northwest part of the city. The Wasatch Mountains stand sentinel to the east and north and the Oquirrh Mountains (pronounced “oaker”) to the west. This geologic history gives shape and form to the present-day landscapes of the city’s Great Basin, marshlands, mudflats, ancient lakebed benches, drainages and cottonwood galleries, foothills, narrow canyons and mountain peaks, some of which rise 6,000 feet from the basin floor. THE HiSTORY OF PEOPLE AND PLACE Five tribes including the Shoshone, Piute, Ute, Goshute and Navajo inhabited the territory that later became Utah. The lands where desert meets lake and surrounding wetlands adjacent to Salt Lake City hosted American Indian habitation beginning 10,000 years ago through European settlement. Explorers, Mormon settlers, farmers and miners heading to the California gold rush traveled to present day Salt Lake City in the Salt Lake City’s natural lands, urban forest, city parks and golf landscapes reflect the scenic beauty of the Great Salt Lake ecosystem and are the culmination of more than a century of preservation and cultivation since the city’s founding in 1847 . PAS T & PRESENT SLC PUBLiC LANDS DEPARTMENT MiSSiON & viSiON MISSION: What We Do We enhance the livability of the urban environment through a diverse network of natural open spaces, recreational opportunities, park facilities, city golf landscapes, the city cemetery and the urban forest to ensure that the resources under our management are carefully stewarded for future generations. VISION: What We Aspire to Achieve A vibrant system of connected public landscapes and living infrastructure that enhances the community’s identity, sense of place and quality of life. mid-1800s. Settlers laid out tree- lined city streets in a Jeffersonian- grid originating on the southeast corner of Temple Square and the city’s earliest parks, including the 10-acre, square-shaped Pioneer Park, follow this form. The city acquired additional parks and natural areas in the surrounding foothills and along creeks and rivers - within neighborhoods and as larger regional and community destination parks. The natural and cultural histories of this place are embedded in the parks, trails, urban forest, natural areas and bucolic golf landscapes which remain today and enhance the quality of life for current-day residents. Public Lands are integral and essential to life in Salt Lake City. Fishing at Fairmont Pond. Walking, jogging and hiking are top activities in areas managed by the Trails and Natural Lands Division such as the Fife Wetland Preserve and the 6,423-acres of Foothills Natural Area, canyons and foothills bordering the northern and eastern limits of SLC. More than 70 miles of off-street trails connect residents to parks and natural lands. The urban forest’s street trees are one of the most accessible forms of nature, extending into every neighborhood and business district in the city, resulting in a literal canopy of shade, beauty, socioeconomic, environment and health benefits. Most residents live within a half mile or 10-minute walk to a local park, and that’s important to 97% of people polled. 75% of residents who live on the east side visit parks at least once a month, while 60% of west-siders visit parks once a month. Established in 1881 to be SLC’s “Central Park,” historic Liberty Park is the most visited park in the system. SLC Public Lands six municipal golf courses are the newest addition to the public lands management. These spaces create opportunities for the community to exercise in nature, while also providing critical open space within the City that helps clean the air and reduce urban temperatures and provides shelter for urban wildlife. Chapter One: Introduction 10 SLC PUBLIC LANDS SYSTEM MAP LEGEND 108 HOLES PUBLIC GOLF COURSES 70.7 MILES EXISTING TRAILS 129.4 MILES PROPOSED TRAILS 19 NEIGHBORHOOD PARKS 3 SPECIAL EVENT, 15 COMMUNITY AND 2 REGIONAL PARKS 6,423 ACRES FOOTHILLS NATURAL AREA 121 ACRE CITY CEMETERY 1,694 ACRES NATURAL LANDS 42 MINI PARKS 86,500 TREES URBAN FOREST o l fg 70 .7 Miles of Existing Trails 129 .4 Miles of Proposed Trails 6,423 Acres Foothills Natural Area Collaborative Management Zone 1,694 Acres Natural Lands 86,500 Urban Forest Trees 3 Special Event 15 Community and 2 Regional Parks 42 Mini Parks 19 Neighborhood Parks 108 Holes of City Public Golf 121 Acre City Cemetery 1 Regional Athletic Complex (16 Outdoor Sports Fields) system facts o l fg PRESENT SYSTEM Figure 3: Public Lands System Map. System facts are current as of 2020. Chapter One: Introduction 12 CHALLENGES COMPLEx iSSUES Today Salt Lake City’s urban nature faces many challenges: rapid degradation to ecological systems exacerbated by climate change, lingering social inequities from historic zoning and planning decisions, unhealthy environmental factors like poor air quality fueled by expanding population, competing priorities for limited city funding, rapid development downtown and the urgent need to redefine green space. The Reimagine Nature master plan vision is shaped by an understanding of the environmental and social challenges facing public lands. Salt Lake City’s Public Lands are increasingly under pressure from the impacts of climate change including record heat, volatile weather, drought and some of the worst air quality in the nation. The environmental pressures impact nature today and in the future. A 2019 climate study predicts Salt Lake City’s summers could feel more like Las Vegas by 2050, a change that would drastically impact the city’s plants and wildlife.3 The city has been experiencing an extreme drought of historic proportion, prompting a state of emergency called in 2020 by Utah’s governor and creating 3 Crowther Lab, https://journals.plos.org/ plosone/article?id=10.1371/journal.pone.0217592 Air pollution inversion over the Salt Lake Valley. a need for solutions that support nature in the absence of water resources. The September 2020 wind storm (derecho) blew down 1,300 trees in the city and over a dozen parks shut down temporarily for clean-up activities. Many of these mature trees reflect decades of care and provided valued shade. Since their earliest establishment more than a century ago, the City’s parks, trails, and public green space have been promoted as places of refuge from the nuisances of city life with goals of addressing a host of social woes. However, encampments of unhoused people within public properties and their removal have often brought in to question this premise. Throughout this process the most common topic raised was concern and a spectrum of approaches suggested for public lands and people experiencing homelessness. It is clear that housing dispersal of unhoused individuals throughout the city has caused more people to feel discomfort, witness challenges with social interactions and/or environmental degradation of spaces people are occupying for their survival. The graphic below is a past public relations informational campaign that was used to help build comfort with interactions and expresses that parks cannot solve for homelessness alone, but must take a compassionate approach for collective response. SALT LAKE CiTY GROWTH SLC is home to over 196,000 people representing a broad range of socioeconomic backgrounds and cultural heritages that include over 80 spoken languages. The 2019 Needs Assessment estimates that this “population Many of the city’s mature shade trees were lost in the 2020 wind storm.Figure 4: 2018 SLC Parks and Homelessness Public Relations Campaign. Chapter One: Introduction 14 light-yellow areas in Figure 5 below) or areas where residents are not within a half-mile walk of a park or green space particularly in the Central Community, Sugar House and East Bench planning communities. The questions of who can walk to public lands, who can afford to travel to public lands, who has the leisure time to enjoy public lands and what languages and social cues welcome different groups to public lands have also been asked during the 2019 Needs Assessment and the Reimagine Nature community process. Nationally, best practices encourage reflecting on these be required to meet future park needs at the same level of service as today. However, Utah is growing faster than projections made during the Needs Assessment and it is likely that the city will need to be innovative and do even more than previously reported to meet increasing demand. PUBLiC LANDS SERviCE GAPS The 2019 Needs Assessment analyzed the public’s needs and desires for public lands and performed different types of analysis mappings to understand where gaps may exist. The assessment found gaps (visible doubles during the daytime, due to individuals coming into the city to work.”4 The City’s parks and surrounding natural areas create a desirable quality of life drawing a projected future population growth of an additional 30,000 people moving to Salt Lake City by 2040. Additionally, Salt Lake City’s population is aging and becoming more diverse. The 2019 Needs Assessment found that the majority of city residents live within a half mile of a park, natural land or trail and parks are well distributed. The study also noted that 94 acres of new park land will 4 2019 SLC Public Lands Needs Assessment !A !A !A !A!A !T !T !T !A !A !A!A !A !A!A !A!T !A !A !A !A !T !A !A !T !A!A!A !T!T !T!A !T !T!A !A!A !A !T !A !A !A !A !A !A !A !A !A !T HogleZoo TempleSquare UniversityofUtah International Center Salt LakeInternationalAirport City Creek Canyon Red ButteCanyonSouth Temple St 1700 S 700 E1700 EF o o t h i l l D r Par l e y ' s W a y 2100 SBangerter Hwy1700 S1700 S5600 W7200 WNorth Temple St 1200 WBe c k S t 600 N 500 S California Ave 2100 SRedwood Rd700 WWest Temple St1300 E11th Ave 500 S Sunnyside Dr 1300 S State StHigh land Dr2100 E§¨¦80 §¨¦15 §¨¦15 §¨¦80 §¨¦80 §¨¦215 Salt LakeRegionalAthleticComplex LibrarySquare LibertyPark Sugar HousePark Jordan Park/Peace Gardens RiversidePark RosewoodPark ConstitutionPark SunnysidePark MemoryGrove Park CityCemetery Glendale Park PioneerPark 11th AvenuePark Donner TrailPark Ensign PeakOpen Space H Rock Parley's HistoricNature Park WestpointePark Modelport SherwoodPark ´0 21Miles Parleys Canyon/Mountain Dell Golf Course Area Map !T Trailhead !A Trail Access Existing Multipurpose Trail Proposed Multipurpose Trail Existing Hiking/Mountain Biking Trail Proposed Hiking/Mountain Biking Trail 1/2 Mile Walk Distance Along Existing Trails & Streets Zoning: Residential Uses AllowedExisting Hiking Only Trail Developed Parks Special Use Parks Natural Lands Cemetery Public Golf Courses County Parks City Staff caring for gardens along the S-Line. types of questions to assess the equitable access of urban nature to different communities. And if there are gaps, to offer master plan strategies that can help those areas of the city that need additional resources most. OPERATiONS & MAiNTENANCE Concurrently during the Reimagine Nature community outreach, a national consultant team, ETM and Associates, analyzed Public Lands level of staffing, resources and responsibilities. As Public Lands’ responsibilities have expanded over time, a youthful, diverse and energetic staff has tackled increased responsibilities. Compared to other North American benchmark cities, Public Lands is relatively understaffed, particularly in the area of long-term management of environmental assets. For example, Urban Forestry staff is stretched at one staff member protecting an average of 10,000 trees. The public may not be highly aware of this shortfall as a 2021 citizen survey shows “parks” was one of the highest rated city services, after fire/paramedics, library, garbage pickup, and airport. However, 63% of Public Lands assets have been evaluated to be in poor or fair condition. Throughout the master plan development, it became clear that elevating Public Lands from a division to a City department would allow for growth in capacity to take better care of the city’s urban nature while also tackling vital adaptations needed to address the impacts of climate change and social issues. Additional evidence for supporting investment in current parks, trails and open spaces can be seen in the high rankings in the recent 2021 Salt Lake City Resident Survey where participants ranked investment in Public Lands as the number four priority for the city, just under investment in affordable housing, supporting local businesses and expanding sustainability. Figure 5: Needs Assessment Parks Gaps Map. Source: 2019 Needs Assessment. Chapter One: Introduction 16 RELEVANT PLANSPLAN COMPONENTS »1992 Open Space Plan »2010 Salt Lake City Open Space Acquisition Strategy »2012-2017 Salt Lake County Parks and Recreation Needs Assessment Survey »2015 Salt Lake County East West Recreation Trails Master Plan Review »2016 The Downtown Plan »2015 Salt Lake City Pedestrian and Bicycle Master Plan »2015 Plan Salt Lake »2017 Salt Lake City Public Lands Strategic Plan »2019 Salt Lake City Parks and Public Lands Needs Assessment »2020 Geographic Equity, Inclusion and Belonging Committee Recommendations »Smaller subarea plans, specific property plans, and topical studies also exist to provide targeted direct, such as the Integrated Pest Management Plan and Cemetery Master Plan. SLC PARK AND PUBLiC LANDS NEEDS ASSESSMENT (2019) The SLC Park and Public Lands Needs Assessment provides a measurement of the quantity and quality of existing parks and natural lands. REiMAGiNE NATURE: SLC PUBLiC LANDS MASTER PLAN (THiS DOCUMENT-2021) This ambitious, community-driven master plan is composed of a plan vision, values, goals and transformative projects that prepare us for the enhancement and protection of our public lands over the next 20 years. PUBLiC LANDS 5-YEAR STRATEGiC PLANS (UPDATED ANNUALLY 2022-2040) 5-year Strategic Plans will outline and prioritize specific strategies and actions to implement Reimagine Nature. These will be working plans which are updated annually by Public Lands staff. 9 Line Bike Park. The National Parks and Recreation Association (NRPA) defines a master plan as “a system-wide…comprehensive document and process that include an internal assessment, community engagement, resources and data collection, and development of an implementation plan.”5 In 2019, Public Lands commenced data collection and analysis, research on international best practices and consultation with the public, staff, partners, stakeholders and experts. The result of this work is presented in three parts listed below. 5 https://www.nrpa.org/publications-research/best-practice-resources/creating-equity-based-system-master-plans/ “IT IS THE SET OF THE SAILS, NOT THE DIRECTION OF THE WIND THAT DETERMINES WHICH WAY WE WILL GO”. - jim rohn Reimagine Nature: Public Lands Master Plan sits within a larger planning context of policies and city initiatives. The following list indicates the purpose of these previous plans and their influence on the Public Lands Master Plan and value alignment. Chapter One: Introduction 18 Snapshot SALT LAKE CITY PUBLIC LANDS SNAPSHOT The following snapshot captures factors that currently influence the equity, livability and sustainability of Salt Lake City and its Public Lands. It also takes stock of the current Public Lands system including an inventory of urban forest trees, natural areas, trails, parks and city golf courses. By 2050 our temps could rise10° leading to poorer air quality . EQUITY livability STEWARDSHIP $85,000 per year to clean up nuisance graffiti . are anticipated to move to SLC by 2040 which will require an additional park space roughly equivalent to Liberty Park. SLC IS HOME TO OVER 199,723 people who speak 80 languages and represent a broad range of socioeconomic backgrounds and cultural heritages . 45% of metro area renters are cost burdened . The master plan includes community engagement windows . The 2019 Needs Assessment will help identify priority areas . Accessibility gaps and trail gaps still exist in all SLC planning areas, and east-west connections across the city are limited . Salt Lake City’s proposed trails, including expansion of the 9-line Trail, will add another 129 .4 miles to the system, the equivalent of adding another Jordan River Parkway (the longest paved urban trail in the US) . SLC public lands have opportunity to increase biodiversity by adding more natural habitat like recent efforts at Fairmont Park Pond and the Fife Wetland Preserve . 86% Income barriers can limit the amount of leisure time and transportation options people have to enjoy public lands . of SLC population is made up of people who identify themselves as Native American, African American, Hispanic, Latinx, Asian or Pacific Islander . 3 200 community groups have been invited to participate in this process . 30,000+ of public lands assets are in fair to poor condition . of SLC residents who responded to the 2019 Needs Assessment prioritize investments to improve existing parks, trails and natural areas . 35% Nearly 17% of the population is projected to be 65 or older by 2045 . City Golf courses maintain over 1,000 acres of open space . As the city grows, how can golf grow as a community partner, serving more of the city population? Over the last 20 years SLC’s urban forests have been in decline . 63% Our 86,500 trees, including 7,000 trees in city golf courses, provide a cooling of summer temps by 6° SLC urban forest hosts 260 species of trees that support biodiversity and improve air quality . 94 ACRES >50% of all global species are at risk of extinction leading to rapid biodiversity loss . Activating underutilized spaces with activities such as outdoor education, guided nature walks, wildflowers and birding would increase park service as the city grows . EW Sources: Salt Lake City Public Lands Division, 2019 Salt Lake City Parks & Public Lands Needs Assessment, American Community Survey 2014-2018, Kem C. Gardner Policy Institute, "Understanding Climate Change from a Global Analysis of City Analogues" by Thomas Crowther et. al., "Promoting and Preserving Biodiversity in the Urban Forest" by Alexis A. Alvey, "Utah Forest Facts: Trees and Climate Change" by Megan Dettenmaier et. al., "Salt Lake City Confronts Its Growing Pains" by Trevor Bach, U.S. Census, 2020. Chapter One: Introduction 20 Chapter Two: introduction COMMUNITY ENGAGEMENT SUMMARY The Reimagine Nature master plan process reached over 12,000 members of the community through digital and socially distanced tactics (see figure 6 below). Engagement was conducted in two periods: Window #1, (2020) and Window #2 (2021). Now more than ever, public lands contribute to the community’s personal health, identity and civic ideals. The plan is a reflection of the community’s vision for a bright future of public lands. HOW WE LiSTENED The figure below shows one metric of how engagement was evaluated for how it was inclusive of representative demographic populations that reflect the city’s current diversity. More information about the participation demographics and engagement methods can be found in the document appendix. Partnerships with the University of Utah College of City and Metropolitan Planning and on-the-ground, “intercept survey” efforts of Salt Lake City staff members and volunteers supplemented digital tactics to target engagement of typically underrepresented areas or populations of the city. Community Member participating in a Paint the Pavement engagement event at Poplar Grove Park. Planning students from the University of Utah provided support to make targeted community engagement possible. Ice cream social distancing interviews. Community feedback at an engagement event in Liberty Park. FiNDiNGS Targeted engagement improved the diversity of survey respondents, with multi-cultural participation in survey two increasing an average of 232% from that of survey one . SURVEY DEMOGRAPHICS ASIAN AMERICAN INDIAN BLACK / AFRICAN AMERICAN HISPANIC / LATINO NATIVE HAWAIIAN / PACIFIC ISLANDER WHITE OTHER PREFER NOT TO SAY 5.4% 1.4% 2.3% 21.6% 1.5% 73.1% 3.4% 1.5% 0.3% 0.5% 4.0% 0.3% 80.0% 1.2% 4.0% COMMUNITY SURVEY 1 SALT LAKE CITY DEMOGRAPHICS 2.2% 1.3% 1.4% 8.2% 0.5% 76.3%76.3% 2.4% 7.7% COMMUNITY SURVEY 2 ENGAGEMENT BY THE NUMBERS ENGAGEMENT WINDOW #1 SURVEYS 4,455 Public Survey 3,735 City Staff Survey 85 intercept Surveys 635 POPUP EVENTS 2,320 ice Cream Social Distancing Trailside Snacks Trail intercepts MICRO-ENGAGEMENT EVENTS 47 Focus Groups 17 COMMUNITY PRESENTATIONS 260 Community Councils Boards And Committees ADDITIONAL ENGAGEMENT WITH OVER 200+ COMMUNITY STAKEHOLDERS ENGAGEMENT WINDOW #2 ONLINE PUBLIC SURVEY #2 3,318 4 STUDENT-LED PLACEMAKING EVENTS 69 16 INTERCEPT EVENTS 582 COMM. COUNCIL PRESENTATIONS 260 FACEBOOK OPEN HOUSE EVENTS 848 Spanish views 195 English views 653 SOCIAL MEDIA POSTS 43 Facebook + 39 Twitter + 29 instagram + 4 Next Door = 115 Posts 3 EMAIL NEWSLETTERS To 7,907 People Total Engagement Window 2 5,077 Total Engagement Window 1 7,082 To tal Directly Reached Reimagine Nature Engagement 12,159 Figure 7: Summary of Engagement Activities and Community Reached. Figure 6: Reimagine Nature Survey Demographics. Chapter One: Introduction 22 COMMUNITY ENGAGEMENT SUMMARY TARGETED COMMUNiTY ENGAGEMENT In-person surveying occurred in 80 locations but was focused in Westside and Northwest neighborhoods. These communities are the most ethnically diverse areas of the city and are cut off from downtown by railroads and highways. Compared to their neighbors to the east, residents in these neighborhoods are in “higher need” according to the 2019 SLC Public Lands Needs Assessment. Parks in westside communities also have lower rates of visitation compared to parks in Salt Lake City’s east side, signaling a need to hear community-led solutions from westside neighborhoods. The multi-level approach captured a more diverse sample of the community. Initial survey results led to preliminary plan ideas that were shared in a series of focus groups with representative community stakeholders to refine master plan direction. The focus groups cultivated stronger relationships resulting in new collaborations and solutions. ENGAGEMENT WINDOW #1 STUDENT & STAFF OUTREACH LOCATIONS ENGAGEMENT WINDOW #2 STUDENT OUTREACH LOCATIONS ENGAGEMENT WINDOW #2 STAFF OUTREACH LOCATIONS – Public Lands Master Plan Page 5 Students engaged the community at 38 different public space locations. This outreach involved parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations that were visited by students and staff. Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas Figure 8: Engagmenet locations throughout SLC. COMMUNITY ENGAGEMENT SUMMARY Chapter One: Introduction 24 WHAT WE HEARD The focus of engagement was to gather community feedback and input on the Master Plan framework, including refined goals and transformative projects ideas. It also served as a check point with the community and stakeholders to verify that the Master Plan was developing in the right direction, had community support, and provided an opportunity to contribute any important ideas that may be missing from the Master Plan. The following pages show a selection of some of the responses received from the community through the online survey, focus groups and micro-engagement events. The document appendix includes detailed reports on the public engagement windows and their findings for more information. Community members of all ages provide their thoughts during a student intercept survey event. Reach out and listen. Specific place-based responses for acts of restoration, maintenance, and development. Recruit stewards, rangers/ambassadors, and volunteers from minority communities near the public lands. STEWARDSHiP iDEAS I would volunteer to clean up parks, paint bathrooms, help with trash and waste disposal I would also donate money to groups that contribute to stewardship of the parks. Work with school districts on biodiversity education and curriculum including hands on projects to give our youngest citizenry a sense of ownership. Encourage non-motorized visitation. Supply and timely service waste receptacles. Landscape with broad ecological goals, e.g. not just trees but flower and open areas that support birds and bees. More trails closer to home so I and my neighbors don’t have to drive to other places (Millcreek, Draper, Herriman, etc.) for trail running and riding opportunities. LivABiLiTY iDEAS Source: 2020 Community Survey 1 Substantially improve tree cover in neighborhoods, parks and natural areas by 50% to compensate for human impacts.” Add neighborhood opportunities to spend time in water. Salt Lake City is getting hotter summers and one of the key missing public land opportunities for residents is access to water for recreational opportunities. Expand community gardens. EQUiTY iDEAS Source: 2020 Community Survey 1 Have signs displayed in 2-3 languages. Increased accessibility for all members of society, along with native fauna that calls the space home. So more bike paths, ramps for wheelchairs, inclusive non-gendered bathrooms. For the wild life, creating more pockets of space not meant for human traffic or usage, and planting more native plants essential to their natural habitats. A fully integrated trail system through the city so that folks can access trails regardless of where they are Source: 2020 Community Survey 1 COMMUNITY ENGAGEMENT SUMMARY Chapter One: Introduction 26 COMMUN iTY iNPUT iN THE PLAN In addition to asking for ideas around the values, respondents from Community Survey 1 were asked to choose their preferred actions to increase livabiltiy and sustainability in SLC. These actions were integrated into goals and helped to craft the transformative projects found in the Reimagine Nature Plan. Sidewalk art survey advertisement. Survey advertisement posted at a local laundromat. Community member providing feedback during a student intercept survey. With more than 4,455 surveys completed and roughly 1,000 individual conversations, there was abundant ideas and variety of perspectives provided by the community to reflect in crafting this plan. Q - What do you think would most benefit the livability of Salt Lake City and encourage you to get outside more often? (Pick your top 2) LivABiLiTY TOP PRiORiTiES A thriving urban forest, improving networks for active transportation and investing in neighborhood public lands were seen as the top actions that would improve livability in SLC. • Grow our urban forests • Improve the sidewalk and trail network in order to travel by bike and foot to public lands and everyday destinations like work and school • Invest in neighborhood public lands and amenities that encourage everyday use DIRECT ACTIONS • Create wildflower meadows • Incorporate more native, waterwise plants in landscaping • Plant more trees • Expand public access points to trails • Add or renovate aged restrooms, playgrounds and other amenities $FUNDING • Acquire additional natural areas • Acquire lands adjacent to water • Invest in increased maintenance • Improve the City’s donation process • Develop adoption programs, i .e ., adopt-a-tree, adopt-a park, etc . DAILY PRACTICES • Support active modes of transportation • Expand collaboration with non-profit organizations • Host education events • Improve capacity to respond to environmental emergencies • Create a Biodiversity Advisory Committee Q - What stewardship actions would be most impactful to public lands over the next 10- 20 years? (Select all that apply) SUSTAiNABiLiTY TOP PRiORiTiES Biodiversity, the environment, trails & maintaining existing amenities were themes that emerged among survey respondents. The most chosen actions are highlighted below. Source: 2020 Community Survey 1 46% 44% 42% Figure 10: Sustainability top priorities, 2020 Community Survey 1. Figure 9: Livability top priorities, 2020 Community Survey 1. COMMUNITY ENGAGEMENT SUMMARY Chapter One: Introduction 28 Engagement event at 1700 South Park. Trailside snack bike trailer advertisement. “I think the vision statement should include explicit language on climate change.” “Since more people are using the outdoors, education on how to treat and take care of it is essential.” “safety for marginalized and over policed communities. for black and brown people public spaces are not always safe (RIP Trayvon Martin, Tamir Rice, Darren Hunt and many more). part of access for these communities is assurance that they wont get shot or arrested just for existing in public spaces while being a person of color. some sort of police and emergency service outreach to ensure this message is heard would be appropriate.” “More emphasis on making areas bike and bus friendly and reducing the need to drive to parks.” JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% TRANSFORMATivE PROJECT SUPPORTNEW iDEAS AND FEEDBACK Survey #2 yeilded responses from 3,318 community members rating their satisfaction with the plan vision statement, plan goals, and transformative projects. All aspects of the plan had community support with 82% of survey respondents saying they thought the vision plan was on the right track, and 87% agreeing with the plan goals. Overall, all transformative projects had a combined satisfaction rate of between 75%-92% among survey respondents. The community indicated they were most satisfied with projects centered on sustainability, with the projects “Grow Our Urban Forest” and “Put Environment First” receiving the most selections for extremely and somewhat satisfied. Note, some of the goals and projects have been revised in response to this input. Source: 2020 Community Survey 1 Source: 2021 Community Survey 2 Figure 11: Graph of transformative project satisfaction ratings, Source: 2021 Community Survey 2. COMMUNITY ENGAGEMENT SUMMARY Chapter One: Introduction 30 TOP CHOICES FOR OVERALL IMPORTANCE: 1 . GROW OUR URBAN FOREST - 97% 2 . PUT ENVIRONMENT FIRST - 95% 3 . REIMAGINE NEIGHBORHOOD PARKS - 89% TOP CHOICES FOR OVERALL URGENCY: 1 . GROW OUR URBAN FOREST - 95% 2 . PUT ENVIRONMENT FIRST - 94% 3 . REIMAGINE NEIGHBORHOOD PARKS - 87% 4 . MEET ME AT THE RIVER - 83% JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% CONNECT MOUNTAINS TO THE LAKE URGENCY AND IMPORTANCE OF THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 42% 41%48% 39% 49% 23% 44% 40% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 40% 19% 42% 39% 27% 68% 41% 35% 22% 72% VERY URGENT VERY IMPORTANT MEDIUM URGENCY MEDIUM IMPORTANCE 41% 15% 51% 19% 39% 49%46% 43%54% 25% 41% 45% 22% 73% 40% 40% 26% 71% 42% 44% 45% 25% COMMUNiTY PRiORiTiZiNG TRANSFORMATivE PROJECTS Survey respondents were asked to rate both the urgency and importance of the ten transformative projects. These questions were designed to gain insight into community priorities for each project, highlighting which projects should happen right away and which projects should be prioritized because they are the most impactful and provide value. When comparing urgency versus importance, two projects stood out significantly. Put environment first was ranked the highest by survey respondents in both categories, with 73% ranking it as very important 72% ranking it as very urgent. The next highest-ranking project was grow our urban forest, with 71% ranking it as very important and 68% ranking it as very urgent. This again reinforces the community’s desire for using sustainable principles in managing TRANSFORMATivE PROJECT URGENCY AND iMPORTANCE Source: 2021 Community Survey 2 Public Lands and improving the local environment with natural amenities. These projects also were viewed as significant and held high support with focus group participants. Overall, the question responses show that all projects are valued by the community. When combining the selections for medium urgency and very urgent, the 10 transformative projects were selected by between 56% and 94% of respondents as being urgent. The combined selections for project importance show that the 10 transformative projects were selected by between 70% and 95% of respondents as important. Figure 12: Graph of transformative project urgency and importance, Source: 2021 Community Survey 2. CHAPTER Public Lands maintains some green spaces within public roadways and transit stops. 32 2 VISION FRAMEWORK FOR NATURE REIMAGINE NATURE MASTER PLAN VISION SLC Public Lands Master Plan vision proposes big ideas to transform and sustain quality outdoor spaces that are welcoming, safe, and walkable; ensuring people, wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. LIVABILITY EQUITYSTEWARDSHIP Chapter Two: Framework 34 WHAT VALUES GUIDE THE PLAN? The VALUES that drive the way the Public Lands Department achieves plan goals is through a work ethic: »that grows a culture of STEWARDSHIP to protect wildlife, trees, mountains, lakes, rivers and scenic views; »that improves LIVABILITY in SLC in the face of impacts of climate change and population growth; and »that provides greater EQUITY in the way the community has access to close-to-home, high- quality green spaces. The plan values are integrated into each goal and transformative project. STEWARDSHIP, or taking care of what we have, is investing in the renewal of our existing city parks, urban forest, natural areas and trails. Stewardship inspires us to preserve habitat so plants and wildlife can thrive and be resilient to impacts of climate change like rising temperatures. Potential actions could be planting tree groves in city golf courses or adding butterfly gardens to city parks. Figure 13: Value Lenses Relationship to Goals Diagram. LIVABILITY, or maintaining SLC’s quality of outdoor life, inspires us to provide more services to residents as the city grows. We can collectively identify opportunities to use our city’s parks, golf courses, school yards, natural areas and streetscapes to increase public access to nature, trails, sports fields, and public gathering places. EQUITY, or including diverse voices in the master plan process and priorities, aligns as a citywide value emerging from the roundtable discussion on “Geographic Equity, Inclusion, PLANVALUES: & Belonging.” We are committed to listening to the realities and perceptions of access to public lands from all sides of Salt Lake City to help guide next steps for a more equitable future. Skating at Jordan Park. Mountain biking on the Bonneville Shoreline Trail. VISION STATEMENT: Reimagine Nature SLC Public Lands Master Plan vision proposes big ideas to transform and sustain quality outdoor spaces that are welcoming, safe, and walkable; ensuring people, wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. 36 GOALS GOAL STATEMENT: Public Lands will continue to be on the forefront of environmentalism, employing sustainable operations practices such as conserving water resources for greater resilience to climate change and making significant contributions to an equitable and healthier natural environment such as increasing tree cover that improves regional air quality and provides bird habitat. SUSTAIN: ENVIRONMENTAL HEALTH AND SUSTAINABILITY TOP STRATEGIES: S1 - Position Public Lands to increase the ambition of Salt Lake City’s climate resiliency goals. S2 - Position Public Lands as the City leader for driving improvements in human and ecosystem health. PROGRESS METRICS: S1 - Metric: Percent of occupied tree planting sites. Goal: 90% occupied by 2030. S1 - Metric: Percent of urban forest trees pruned annually. Goal: 10% of trees pruned annually by 2030. S2 - Metric: Species biodiversity by site. Goal: Demonstrate a statistically- significant increase (>0) in species biodiversity on all Public Lands (except mini parks and special use parks) by 2030. Reimagine Nature Master Plan has five main GOALS of what the Public Lands Department is aiming to achieve over the next 10-20 years: 1. Sustain: Environmental Health and Sustainability 2. Connect: Accessible and Connected Green Spaces 3. Welcome: Active, Authentic and Inclusive Places 4. Protect: A Commitment to Stewardship 5. Grow: Expand our Public Lands System Mural in the Granary District. People enjoying the spring water pond at Liberty Park. Chapter Two: Framework 38 GOAL STATEMENT: Well-maintained, welcoming trails, streets, public transportation, and sidewalks are interconnected as the city’s circulatory system. This system connects pedestrians, cyclists, and riders to the city’s green spaces and outstanding natural landscapes of Salt Lake City’s Public Lands: mountains, foothills, valley, wetlands, and lakes. The City will continue to enhance these systems and increase connectors to include everyday destinations ranging from the daycare, library, grocery store, pharmacy and museum. This adds convenient connections to walk or ride along a greenway, adding steps to pedometers and enriching health and wellbeing. GOAL STATEMENT: Ideal parks are actively used by the community, inclusive for all ages, abilities and cultures and strive to be authentic, or reflective of the neighborhood and community’s culture. Parks departments across the country struggle with balancing limited resources and many priorities with achieving these ideals. For cities, there is also a growing awareness of how green space has historically been provided and maintained for different neighborhoods. Cities are collecting data and stories to document the historic inequities in the quantity and quality of green space (e.g., nationwide studies have found that lower income urban areas typically correlate with less tree canopy, less accessible green spaces and lower quality amenities). The Public Lands Department, in alignment with the mayor’s 2021 citywide vision, is committed to looking at top- down and bottom-up community- driven solutions to welcoming more people. The department will strive to reflect the diverse culture and history of Salt Lake City neighborhoods in the tapestry of parks and open spaces. WELCOME: ACTIVE, AUTHENTIC AND INCLUSIVE PLACES CONNECT: ACCESSIBLE AND CONNECTED GREEN SPACES TOP STRATEGIES: C1 - Connect people to information about their park system. C2 - Increase the ease of access to public lands, making it easier to travel to, between and within them. TOP STRATEGIES: W1 - Design and program Neighborhood Parks to highlight the unique natural, historical, cultural and economic identify of the surrounding area and community in which they are located. W2 - Support active programming that brings people out to their parks for art, events, programs, recreation and community. This programming should be diverse and adapted to represent the community culture and encourage creation of social connections. PROGRESS METRICS: C1 - Metric: Percent increase in social media followers across Facebook, Twitter, and Instagram. Goal: 500% increase from 2021 baseline by 2030. C1 - Metric: Percent increase in total email addresses in Constant Contact (or equivalent) platform. Goal: 500% increase from 2021 baseline by 2030. C1 - Metric: Percent increase in average monthly website visitors per year. Goal: 500% increase from 2021 baseline by 2030. C1 - Metric: Percent increase in average monthly attendance to community events by PL administrative team Goal: 500% Increase in community event attendance by PL administrative team, for all Planning Areas, from 2021 baseline by 2030. C1 - Metric: Percent of properties with multi-lingual signage Goal: Signage includes Spanish language information at 90% PROGRESS METRIC: W1 - Metric: Annual total number of community-led programs in Neighborhood Parks, by planning area. Goal: At least 300 community- led programs in Neighborhood Parks in EACH SLC planning area, annually, by 2030. W2 - Metric: Percent of respondents to annual SLC Resident Survey who report visiting a city park or natural land at least weekly. Goal: Increase percent of residents who visit parks or natural lands at least weekly by 2% per year, with at least 60% of residents visiting a park or natural land at least weekly by 2030. of parks, natural areas and golf courses by 2030. C2 - Metric: Percent of parks that have received an accessibility audit*. *identifies accessibility barriers, a means to remove the barrier, and a transition plan for budgeting, planning and implementing the barrier removal. Goal: 90% of SLC parks have received an accessibility audit by 2030. C2 - Metric: Percent of parks that have fully implemented the removal of accessibility barriers identified in an accessibility audit. Goal: 50% of SLC Regional, Community, Neighborhood, Special Event and Mini Parks have fully implemented the removal of identified accessibility barriers by 2040. C2 Metric: Percent of residents within ¼ mile of a park, multi-use trail or natural land. Goal: 95% of SLC Residents live within ¼ mile of a park, multi-use trail or natural land by 2040. Chapter Two: Framework 40 GOAL STATEMENT: Salt Lake City’s urban population is growing. The Public Lands Department will balance providing safe green spaces for the public while also protecting iconic, irreplaceable natural resources that keep the city wild. Stewardship demands are profound: diminishing environmental health, increasing need for visitor management, increasing maintenance demands, increasing numbers of unhoused using open space as refuge, and increasing costs to provide infrastructure and services to a growing city. In the Public Lands’ domain, the Department will lead the stewardship and care of urban green spaces. The Department will seek out opportunities to partner with advocacy groups and schools to educate on how the public can be stewards of the land and learn its history. GOAL STATEMENT: As the Salt Lake City population increases, our public lands receive more visitation and work harder to reduce negative impacts of more “footprints” on our landscapes and public amenities with increased maintenance and renewal. Providing the amount of public properties in relation to population growth needs is increasingly challenging in a city reaching maximum expansion build-out with limited opportunities to aquire large natural areas or small parks in areas of dense development with high land prices. City departments and partners work together to provide green space and recreation opportunities in our rapidly re-developing downtown. We innovate and make smart use of the public properties we have, being strategic with our resources and creating funding sources to expand our urban forest, trails, park system, and natural areas. GROW: EXPAND OUR PUBLIC LANDS SYSTEM PROTECT: A COMMITMENT TO STEWARDSHIP TOP STRATEGIES: P1 - Ensure iconic, irreplicable assets are not lost or rendered less valuable due to neglect, destruction or development. P2 - Leverage the power of the community to help steward SLC’s Public Lands. TOP STRATEGIES: G1 - Be proactive and strategic about growth of the Public Lands System. G2 - Overcome difficult obstacles to growth needs through creativity and through leveraging external assets and resources. PROGRESS METRIC: P1 - Metric: Acres per funded grounds maintenance employee full time equival (FTE) for parks by park type. Goal: No more than 15 acres per funded grounds maintenance FTE for Regional Parks, Special Event Parks, and Urban Natural Areas, and no more than 5 acres per funded grounds maintenance FTE for Neighborhood Parks and Mini Parks, by 2030. P1 - Metric: Park and natural land acres acquired. Goal: Acquire at least 94 acres of parkland, 60 acres of urban natural lands, and 150 acres of non-urban natural lands, by 2040, to maintain 2017 level of service. P2 - Metric: Number of volunteers engaged & total number of volunteer person-hours annually Goal: Increase number of volunteers engaged & total number of volunteer person hours by 10% annually, and by 250% by 2030. PROGRESS METRIC: G1 - Metric: Number of parks with annual visitation estimates based on data from automated visitation counters and/or point-in-time counts. Goal: Annual visitation estimates for 75 parks by 2030. G1 - Metric: Number of respondents to annual public opinion survey for Public Lands. Goal: Three-year running average is equal to or greater than 2,000 respondents by 2030. G2 - Metric: Number of active, formal partner organizations* *Organizations with active partnerships agreements (approved by attorneys office & fully executed). Goal: Thirty formal partnership agreements are active by 2030. Chapter Two: Framework 42 TRANSFORMATIVE PROJECTS Ten Transformative Projects were identified through the engagement process to achieve plan goals and heighten Public Lands’ impact on the city’s livability, equity, and stewardship. The projects are transformative as they will require great effort and/or and shift in Public Lands operations to achieve. The Transformative Projects are organized by the goals and chapters they are most emblematic of, however each project supports multiple plan goals. Figure 14: Ten transformative projects for Reimagine Nature. PUT ENVIRONMENT FIRST Cultivate more biological diversity and conservation in city parks, urban forests, city golf lands and natural areas. GROW OUR URBAN FOREST Expand awareness of how to be a steward of our urban forest in all publicly-owned landscapes including city parks, street medians, city golf courses, riparian areas and natural areas.REGIONALLOCALCONNECTMOUNTAINS TO THE LAKE COMING SOON TO A PARK NEAR YOU JUST FIVE MINUTES FROM HERE GROW OUR URBAN FOREST PUT ENVIRONMENT FIRST SUSTAINING OUR STORIES REIMAGINE NEIGHBORHOOD PARKS DOWNTOWN COMES ALIVE OUTSIDE REVIVE OUR RIVER WELCOME TO THE GREEN 1 2SUSTAIN CONNECTWELCOMEREIMAGINE NEIGHBORHOOD PARKS Transform parks into vibrant community spaces that empower residents to contribute to their neighborhood identity. COMING SOON TO A PARK NEAR YOU Help our parks, large and small, come alive with activities and events throughout the year. CONNECT MOUNTAINS TO THE LAKE Complete missing links in regional trails and invest in greenways to enhance nature and creeks within the city. JUST FIVE MINUTES FROM HERE Make it easier to find and explore nearby parks, trails and public spaces to expand the public’s experiences in nature and build stewardship principles and practices. 4 3 PROTECTGROW6 5 8 7 10 9 REVIVE OUR RIVER Invest in projects and maintenance along the Jordan River Parkway that will promote equity, access, scenic beauty, diverse recreation, and healthy ecology along the parkway. SUSTAINING OUR STORIES Reveal past and present stories from our diversity of experiences that have shaped this valley, giving focus to underrepresented and indigenous people. Express these stories through landscapes, structure, placemaking and art. DOWNTOWN COMES ALIVE OUTSIDE Increase the provision of green and active spaces downtown that will contribute to livability, inclusiveness, and economic vitality. WELCOME TO THE GREEN Invite appropriate alternative use of our public golf courses for greater benefit. 3 GOAL STATEMENT Public Lands will continue to be on the forefront of environmentalism, employing sustainable operations practices such as conserving water resources for greater resilience to climate change and making significant contributions to an equitable and healthier natural environment such as increasing tree cover that improves regional air quality and provides bird habitat. The urban forest is aging, requiring regeneration to keep SLC shaded and cool while providing critical habitat. CHAPTER 44 SUSTAIN: ENVIRONMENTAL HEALTH & SUSTAINABILITY “ENCOURAGE NON-MOTORIZED VISITATION TO REDUCE CARBON EMISSIONS.” Beautiful parks don’t have to be the color green. The future will be less water. Xeriscape can be beautiful and ecologically sound.” “LANDSCAPE WITH ECOLOGICAL GOALS THAT SUPPORT BIRDS AND BEES.” -comments from the 2021 public survey Chapter Three: Sustain 46 SUSTAIN:ENVIRONMENTAL HEALTH & SUSTAINABILITY “In nature nothing exists alone.”- Rachel Carson, Silent Spring ENVIRONMENTAL CHALLENGES FACING SLC’S PUBLIC LANDS The idea of sustainability as we know it today evolved out of the environmental movement in the mid-1900s. Implicitly, our ability to sustain environmental health relies on our understanding of landscape ecology: relationships between all life, great and small, on our planet and the cultivation of natural cycles that bind these relationships. For Salt Lake City’s Public Lands, the cycles that bind us to the environment (landscape) include our recreation activities that provide physical and mental wellness to our community: hiking in the Foothills Natural Area, enjoying the scenic views of our city golf courses and natural lands, or commuting to work under the shade of the urban tree canopy. The environmental health and scenic qualities of these landscapes are threatened with global and local stressors. The rapid loss of biodiversity (or richness of different types of plants and animals) is a global phenomenon. It is estimated that possibly half or more of all current species could be at risk of extinction in the foreseeable future worldwide.1 Locally, Water Strategies for the Great Salt Lake2, reported a historical decline in lake water levels due to human development, water use and sustained drought. Maintaining water in our creeks, the Jordan River and the Great Salt Lake is essential to protecting riparian habitat critical to local wildlife and migratory birds along the Central Flyway. At a citywide scale, recent studies aiming to project the impact of climate change found that by 2050 Salt Lake City’s temperatures could rise ten degrees and feel more like Las Vegas today.3 Within Public Land’s territories, Salt Lake City’s urban forest has been in decline over the last 20 years.4 With recent studies citing our evolution into an “indoor species,” spending only minutes a day outside, the physical and plant-based infrastructure that welcomes us outdoors so that we can connect with nature 1 Alvey, A.A. (2006). Promoting and preserving biodiversity in the urban forest. Urban Forestry & Urban Greening 5 195-201. https:// doi.org/10.1016/j.ufug.2006.09.003. 2 Clyde, S; DenBleyker, J; Harding, B; & Clyde, S; (2020). Water Strategies for Great Salt Lake.3 Bastin JF, Clark E, Elliott T, Hart S, van den Hoogen J, et al. (2019). Understanding climate change from a global analysis of city analogues. PLOS ONE 14(10): e0224120. https://doi.org/10.1371/journal.pone.0224120. 4 Dettenmaier,M; Kuhns, M; McAvoy, D; & Unger, B. https://forestry.usu.edu/files/utah-forest-facts/trees-and-climate-change.pdf is essential (e.g., accessible trails, community vegetable gardens, playgrounds, urban forests, water- efficient irrigation systems, etc.). For the SLC Public Lands system, the 2019 Needs Assessment5 found that 63% of those types of assets are in fair to poor condition. DESIRES AND OPPORTUNITIES FOR SUSTAIN The opportunities to think globally about climate change and act locally at the scale of SLC’s Public Lands is critically important to the community. With over 12,000 participants in this master plan effort, many provided suggestions on how to sustain and enhance Public Lands’ environmental health. The project survey saw 90% of respondents ranking two transformational projects that are emblematic of the Sustain goal, “Put Environment First” and “Grow Our Urban Forest,” as their top priorities in terms of urgency and importance. Supporting ideas that resonated with many in the community are displayed in the quotes on the following page. 5 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf Chapter Three: Sustain 48 EQUITY & ENVIRONMENTAL JUSTICE NRPA’s Story Map “Equity in Parks and Recreation” highlights how government policies “increased local park access for some, while significantly limiting it for others, especially by income, education, race and ethnicity.”6 Policies such as segregation, racial covenants and redlining have formed marginalized and historically underserved neighborhoods which suffer greater environmental inequities from industrial pollution and lack of investment. Today these communities continue to experience inequities formed by policies of the past. Research demonstrates that such neighborhoods have less tree canopy, higher urban temperatures, less permeable ground to absorb stormwater, and greater levels of air and noise pollution. In Salt Lake City, park and trail use during the pandemic increased by most demographic groups but decreased among older adults, females, homeowners, and low-income households 6 https://storymaps.arcgis.com/stories/5727e40084614c559bf0440dc5a21f7f according to research conducted by University of Utah.7 Parks and open space create an opportunity to address these inequities through environmental improvements that create more equitable access to nature and provide benefits which lead to greater health outcomes. The 2019 Public Lands Needs Assessment8 took the first steps toward understanding equity in access to nature by identifying high needs areas which mapped factors such as gaps in park access, age, and income. This assessment can be expanded upon to highlight communities that continue to experience environmental inequity. Figure 15 Equity Map was created combining environmental and demographic maps of equity disparity indicators to identify priority areas for provision and improvement of parks, natural areas, and trails. The indicators can be weighted by importance to prioritize investment in locations that advance equity goals. 7 JAPA 2021 “Who visited parks and trails more or less during COVID-19 pandemic, and why? Garcia, Ivis; Park, Keunhyun; Keuntae, Kim. 8 https://www.slcdocs.com/parks/SLCPLNeedsAssessment.pdf SUSTAIN:ENVIRONMENTAL HEALTH & SUSTAINABILITY Figure 15: Equity Analysis Map. AVENUES EAST BENCH SUGAR HOUSE NORTHWEST CENTRAL COMMUNITY DOWNTOWN WEST SALT LAKE CAPITOL HILL The Highest Equity Priority Areas (darkest green shade) depict the greatest number of these indicators are concentrated in this location. EQUITY ANALYSIS POPULATION AND ENVIRONMENTAL HEALTH LEGEND GOLF COURSES EXISTING TRAILS PARKS AND NATURAL LANDS HIGHEST EQUITY PRIORITY HIGH EQUITY PRIORITY LOWEQUITY PRIORITY VERY HIGH EQUITY PRIORITY MEDIUM EQUITY PRIORITY VERY LOW EQUITY PRIORITY UTA TRAX STATIONS (COLOR SHADE INDICATES EQUITY PRIORITY) CEMETERY Socio-Economic EQUITY MAP INDICATORSCDC Social Vulnerability Index• Below Poverty• Unemployed• Household Income• No High School Diploma• Aged 65 or Older• Aged 17 or Younger• Civilian with a Disability• Single-Parent Households• Minority EnvironmentPopulation EPA Environmental Justice Index • Air Toxins Respiratory Health Index CDC Places Health Data• Poor Mental Health • Lack of Physical Activity NLCD Tree Canopy Cover • Low Percent Tree Canopy US Census Bureau (2020 Census Redistricting Data)• Population Density TAZ Population Projections for 2050 (WFRC)• Areas of Population Growth Projection • Aged 5 or Older who Speaks English “Less than Well”• Multi-Unit Structures• Mobile Homes• Crowding• No Vehicle• Group Quarters Chapter Three: Sustain 50 CASE STUDIES SUPPORTIVE RESEARCH FINDINGS Parks and public lands throughout the country are increasingly focused on “green/sustainable” initiatives and practices and are expanding their roles in addressing ways to mitigate climate change. The following are some study findings and examples for SLC to consider. • The City of Reno, Nevada has formed a pesticide-free parks program, implementing best practices in maintenance and design to reduce the use of pesticides. It has successfully created ten pesticide free neighborhood parks and two pesticide free downtown parks. City of Reno pesticide-free parks program. Photo: http://www.ourtownreno.com/keeping-reno-rad/2020/4/16/robb-dunmore-renewing-a-charge-to-get-reno- truly-pesticide-free Xerces Society low-water pollinator gardens on golf courses. Photo: https://www.golfcourseindustry.com/ article/habitat-for-humanity/ Pima County native plant program and nursery. https://webcms.pima.gov/cms/One.aspx?pageId=220052 The following recommended strategies and policies are high- level guidance for Public Lands operations and maintenance that direct how Public Lands will achieve the plan goal of sustain over the next decade. The community identified two SUSTAIN:STRATEGIES &POLICIES OVERVIEW keystone, transformational projects to support the overall goal of sustain. Working in tandem with the overall strategies and policies in this table, these projects root the 20-year vision with on-the- ground improvements that will contribute to the sustainability • The Xerces Society published design guidelines in their report Making Room for Native Pollinators on Golf Courses.9 Once established, xeric pollinator plantings require less water than turf or traditional horticultural plantings. • As part of an overarching Sonoran Desert Conservation Plan, Pima County, Arizona created a native plant program to preserve biological heritage and mitigate damage to the local ecosystem caused by urban development. 9 Shepard, M. (2002). https://xerces.org/sites/ default/files/2018-05/06-001_02_XercesSoc_Making-Room-for-Native-Pollinators.pdf of Salt Lake City’s quality of life for humans, plants and animals. Additional detail for implementation is provided in “Chapter 8 Action Strategies” of this document. The program’s nursery propagates plant material for public projects, serving multiple County departments, while providing volunteer and educational opportunities for residents. • The Gund Institute for Ecological Economies at the University of Vermont calculated that $1 of investment in public lands returns 100-fold in natural benefits. SUSTAIN: HIGH-LEVEL STRATEGIES AND POLICIES Strategy S-1 Position Public Lands to improve Salt Lake City’s climate resiliency goals. Supporting Policy 1.1 Create a Climate-Resilience Plan which establishes environmental metrics combined with robust data collection and monitoring to guide adaptive management that benefits climate resiliency. Supporting Policy 1.2 Emphasize water conservation and stormwater management in Public Lands capital projects and infrastructure upgrades. Supporting Policy 1.3 Develop an Operations Management Standards Plan which continues to reduce the climate impact of Public Lands operations through efficient practices, equipment upgrades, and staff training. Strategy S-2 Position Public Lands as a City leader for driving improvements in environmental health and environmental justice. Supporting Policy 2.1 Develop an Urban Forestry Master Plan that will increase tree canopy across the city, with a focus on equitable distribution of tree cover. Supporting Policy 2.2 Increase the scope and capacity of the Native Plants & Biodiversity Program and incorporate biodiversity and native plants into every compatible city project. Supporting Policy 2.3 Collaborate across jurisdictional boundaries to restore the quality of SLC’s land, water and air. Supporting Policy 2.4 Prioritize investments to address equity and environmental justice as guided by equity mapping, such as Figure 15 Equity Map. Chapter Three: Sustain 52 Creating Parks & Natural Lands forNATIVE PLANTPOLLINATORS & programming to cultivatecommunitySTEWARDSHIP Projects Include: • Increase landscape resiliency to climate change by reclaiming degraded landscapes with beneficial plants, adopting healthy soil-building practices, practicing water conservation best management, increasing habitat for birds and wildlife and 1. PUT ENVIRONMENT FIRST CULTIVATE MORE BIOLOGICAL DIVERSITY AND CONSERVATION IN CITY PARKS, URBAN FORESTS, CITY GOLF LANDS AND NATURAL AREAS hosting education and engagement on environmental practices. • Create a Public Lands native plant farm for plant propagation. • Foster a robust native ecosystem program that improves habitat through planting native and pollinator friendly plants and includes volunteer and educational opportunities operated out of Public Lands’ greenhouses and plant farms. Transformative Project Creating wetland habitat with native plants at Farimont Pond. Chapter Three: Sustain 54 INCREASING RESILIENCY AND ECOSYSTEM HEALTH Public Lands staff, the Parks, Natural Lands, Urban Forestry and Trails Advisory Board (PNUT), and the Salt Lake City community clearly called out for this master plan to underline the importance of protecting the environment. Putting the environment first is about assessing Public Lands natural resources of water, air, soil, plants and wildlife and understanding the pressures climate change and increasing urbanization have on those elements. This project is about understanding the ecosystem health of the thousands of acres of natural lands, city parks, city golf and over 86,500 urban forest trees the City stewards. SUSTAIN:PUT ENVIRONMENT FIRST This project is at once grand, looking at the city’s green space as a regional ecosystem tied to interdepartmental climate measures laid out in the City’s Climate Positive 2040 plan, and precise, understanding the perennial flower species that will thrive in the arid environment while supporting bird and bee populations. It will increase resiliency in the face of a changing climate by conserving limited water resources through Drought Management, Water Budget and Climate Resiliency Plans. The transformative project “Put Environment First” will need support from staff, volunteers and the community to leverage existing partnerships, learn new ways to partner together to steward lands, and make prioritized decisions on where to invest limited resources that have the greatest environmental return on investment. Red Butte Creek in Miller Park. Chapter Three: Sustain 56 M u l t i -u s e J o rd a n R i v e r P a r k w a y River access and visibilty improvements Canopy provides shade for native understory plantings Understory plants Multi-use path Jordan River Parkway Cared for space Water table enhances irrigation and establishment of native plantings Lack of native understory of invasives such as Goat Heads, Phragmities, and Russian Olives No river access and no visibilty Easy River Access Goatheads create conflicts with recreation Phragmites blocks views and access to river Russian Olive outcompetes native plants Migratory birds in the Central flyway depend on Utah riparian habitat Narrowleaf Cottonwoods thrive along riverbanks, increasing the urban forest New tree canopy provides understory shade to establish plants such as Golden Currant EXISTING CONDITIONS Invasives overtaking local riparian habitat REIMAGINED A cared for riparian habitat is rehabilitated Jordan River Native trees create a canopy of shade, providing cover for understory plants and people alike A cleaner river creates a more welcoming experience Wildlife viewing opportunities Colonies of invasive plants block physical and visual access to the river Overgrown vegetation is unwelcoming Non-native plants are a lower-quality food for insects and animals Figure 16: Reimagined Put Environment First Exhibit. REHABILITATING WITH NATURAL ASSETS Public Lands’ Natural Areas are ideal locations to put the environment first by restoring native plants that benefit the local ecosystem. Establishing native plants along the river helps to combat invasive species, such as Phragmites, which overtake local ecosystems. Invasives accelerate the disappearance of riparian habitat, reducing food sources for species, such as migrating neo-tropical birds, that depend on the Jordan River. High water table helps n ew tr ee ro ots Jordan River Park way Create a balance between manicured spaces for community activity and improved habitat and natural areas for our non-human friends, plants and people alike Interpretive signage enhances visitor experience Riparian corridors, such as the Jordan River, are ideal locations for planting new tree additions to the urban forest. The surrounding high water table helps supplement irrigation needed to establish tree root systems in the dry western climate. Shade from increased tree canopy assists in restoring other native riparian species such as Wood’s Rose and Golden Currant, providing cooler temperatures that help plants absorb water efficiently. Invasives often form crowded colonies, blocking physical and visual access to enjoyment of our local rivers and creeks. A well-cared for and established natural environment provides opportunities for more recreational and visual access to the water’s edge while also creating essential habitat for birds and pollinators. Chapter Three: Sustain 58 Projects Include: • Launch a public awareness campaign to support new trees that are adapted to Salt Lake City’s arid climate and educate on waterwise and tree care best practices. • As part of an Urban Forest Master Plan, implement projects that increase urban forest canopy and identify strategies to overcome equity barriers. Acknowledging the limited time and water resources on the westside, consolidate tree planting projects with supporting low-water irrigation improvements EXPAND AWARENESS OF HOW TO BE A STEWARD OF OUR URBAN FOREST IN ALL PUBLICLY-OWNED LANDSCAPES INCLUDING CITY PARKS, STREET MEDIANS, CITY GOLF COURSES, RIPARIAN AREAS & NATURAL AREAS FOLLOW STEWARDSHIP OF THE URBAN FOREST TO PROMOTE TREE HEALTH AND CARE Tree-shaded neighborhoods and the nearly 7,000 trees in public golf courses that make up 11% of SLC’s urban forest can cool temperatures up to 6° during the summer while helping to improve air quality. By 2050 our temps could rise10° leading to poorer air quality. 1 Bastin JF, Clark E, Elliott T, Hart S, van den Hoogen J, et al. (2019). Understanding climate change from a global analysis of city analogues. PLOS ONE 14(10): e0224120. https://doi.org/10.1371/journal.pone.0224120. 2 Dettenmaier,M; Kuhns, M; McAvoy, D; & Unger, B. https://forestry.usu.edu/files/utah-forest-facts/ trees-and-climate-change.pdf 1 2 2. GROW OUR URBAN FOREST and regionally appropriate tree selection. This provides extra support to ensure both the trees and the neighborhood benefits from a large-scale, collective effort as well as supporting other goals within the Reimagine Nature master plan. • Maximize planting of appropriate trees on all publicly owned landscapes such as golf courses, parks and street medians and leverage investment in tree planting with Salt Lake transportation projects. • Invest in the equipment and resources to responsibly reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our park’s playgrounds and gardens. • Identify successful specimen trees and explore cultivating new cultivars that are climate adaptive. Transformative Project Chapter Three: Sustain 60 Figure 17: Tree Canopy and Historic Homeowner’s Loan Corporation Redlining Grades. *Map adapted from upcoming SLC Urban Forest Action Plan research. INCREASING NEIGHBORHOOD AND CITY-WIDE RESILIENCE Areas with little to no tree canopy are more common throughout the City’s westside, downtown and central neighborhoods, contributing to hotter temperatures and lower air quality. Some reduced canopy is an effect of historic inequities such as the Home Owners’ Loan Corporation 1930’s redlining practices, overlaid on the map in Figure 17. The westside also has a smaller residential area and larger industrial area, both of which contributes to overall lower tree canopy on the westside of the city. The westside industrial area will see more housing development in the future. There is an opportunity to increase tree canopy in areas of the city that don’t currently have trees to make these places more livable but there are challenges to achieving that. Lower income residents are more reluctant to request a city tree over concerns of the long-term water and tree care costs. Developing an approach to overcome these real cost barriers in lower income neighborhoods is an important factor in increasing and sustaining healthy tree canopy. Property owners and landlords may not be focused on the long-term benefits that trees provide to their properties. In the downtown area, many uses compete for the limited public right-of-way allocated for trees and pedestrians. Identifying ways to prioritize trees in the downtown will increase the comfort of the public realm. This can include focus on the role park strips play as important spaces for trees, in addition to providing city resiliency by reducing heat and absorbing storm water. While the traditional focus of forming tree-lined streets is important, planting trees in Public Land’ parks, golf courses and natural areas creates significant impacts to enhanced neighborhood resiliency. In these cared-for, often irrigated spaces, trees can have higher survival rates and mature, providing increased environmental benefits. These spaces also allow for trees to be planted in dense groupings, making them stronger and more resilient to damaging wind storms such as 2020’s derecho. Critical to success is allocating dedicated resources to the long- term care of the urban forest infrastructure that is installed. This will rely on both public employees and private property owners who are committed to and educated regarding the stewardship of these trees. SUSTAIN:GROW THE URBAN FOREST REDLINING AND THE URBAN FOREST LEGEND 2014 PERCENT TREE COVER 6% 41% 1930’s HOMEOWNERS LOAN CORPORATION “REDLINING” GRADES AA - BEST BB - STILL DESIREABLE CC - DECLINING DD - HAZARDOUS AA BB CC DD AA AA BB BB CC CC CC CC CC CC CC BBBB BB AA CC DD DDDD DD DD DD DD DD BB I-15STATE ST.I-80 SLC INTERNATIONAL AIRPORT UNIVERSITY OF UTAH DOWNTOWN data data unavailableunavailable data data unavailableunavailable CITY CREEK CANYON I-215BANGERTERFOOTHILL DR . I-80 data data unavailableunavailable data data unavailableunavailable Chapter Three: Sustain 62 CASE STUDIES-SUPPORTIVE RESEARCH FINDINGS The city of Denver works with the Downtown Denver Partnership to collaborate on supporting urban tree health and new planting. Like Salt Lake City, Denver residents and business owners are responsible for the maintenance of trees near the sidewalks and streets. While many programs provided free or low-cost trees to residents and businesses, the average life of new tree plants was only seven to twelve years due to the dry and hot conditions created by sun-warmed concrete and asphalt and worn-down irrigation infrastructure. In order to promote tree longevity and the benefits of a mature, shady tree canopy, the city and partners embraced multi- pronged efforts from awareness campaigns to maintenance support through the Urban Forest Initiative. As part of this initiative, city leaders formed a Downtown Denver Business Improvement District that funds the Tree Health Program to support commercial property owners in tree care (fertilization, pest management, watering) of over 1,800 downtown trees. Low-water trees: Common Hackberry adds to the tree canopy while conserving water in SLC’s dry climate. Tree Recycling: Wood from downed trees can be reused as mulch or urban artwork. Tree Protection: Policy changes could better protect valuable mature trees during construction. CASE STUDIES-SUPPORTIVE RESEARCH FINDINGS According to the Baltimore Wood Reuse Project, “wood is an abundant, renewable resource— we should use it more.”1 The project has created a successful model for recycling wood waste from Urban Forest operations, keeping it out of limited landfills and creating sustainable, locally sourced products such as bark mulch that can be reused in City parks and open spaces. Program partners re- purpose the wood as materials for sustainable building, mulch, and artisan furniture and art. Other successful outcomes have included creating jobs for those with barriers to employment and reducing operations and maintenance costs. Applying the model in Salt Lake City would provide opportunities for Urban Forestry to increase sustainable operations practices and reduce carbon footprints while creating green, equitable job opportunities. 1 Baltimore Wood Project — Rethinking Wood in the City Photo Source: (Above) http://baltimorewoodproject.org/ (Below) Wood waste from the Urban Forestry can be reused for other purposes. Chapter Four: Connect 64 4CONNECT: ACCESSIBLE & CONNECTED GREEN SPACES GOAL STATEMENT Well-maintained, welcoming trails, streets, public transportation, and sidewalks are interconnected as the city’s circulatory system. This system connects pedestrians, cyclists, and riders to the city’s green spaces and outstanding natural landscapes of Salt Lake City’s Public Lands: mountains, foothills, valley, wetlands, and lakes. The City will continue to enhance these systems and increase connectors to include everyday destinations ranging from the daycare, library, grocery store, pharmacy and museum. This adds convenient access to walk or ride along a greenway, adding steps to pedometers and enriching health and wellbeing. CHAPTER The goal of Connect seeks to link SLC’s natural assets: the greenway corridors, natural areas, mountains and the Great Salt Lake. Chapter Four: Connect 66 CHALLENGES TO ACCESSINGGREEN SPACE Salt Lake City’s Great Basin Valley, Wasatch foothills and Great Salt Lake shore uplands inspired the 1992 SALT LAKE CITY OPEN SPACE PLAN that recognized how disconnected these spaces were to the urban park systems at the time. Since 1992, progress has been made to connect parks and stormwater properties to natural open spaces through a network of green corridors. The Reimagine Nature Master Plan goal of “Connect” ties back to this earlier planning effort and positions Public Lands to continue to be the city’s “back yard” of conserved mountains, foothills, creeks and wetlands. Work-in-progress that supports this goal includes strategic open space preservation, stream restoration, park acquisition and partnerships to maintain and connect wildlife habitat corridors. An overall sense of environmental unease and costly recovery efforts confronts Salt Lake City with record hot weather, longer droughts, increased wildfire frequency, damaging storms, more poor CONNECT:ACCESSIBLE &CONNECTED GREEN SPACES air quality days and loss of the diversity of plants and wildlife in our landscapes. Counter these depressing stressors with findings on the benefits of spending time outside: blood pressure drops within minutes of just seeing a tree. So why aren’t more people spending time outdoors? Over the last decade of parks and open space surveys, North American city dwellers identified frequently recurring barriers to accessing green space: lack of leisure time, lack of affordable transportation (e.g., complete sidewalks, bus, etc.) or inability to travel to a space, and lack of knowledge about where to go to enjoy the outdoors. 10-MINUTE WALK Our time is precious; the modern world’s busy demands of work, learning and commuting consume most of our waking hours and impact our available time for recreation outdoors. Children in the U.S. spend only four to seven minutes a day outside and obesity levels in Salt Lake City have risen since 2013. For cities across North America, urban dwellers, health care providers and environmentalists consistently advocate for visions of an equitable network of city trails, sidewalks, bike lanes and green streets, providing all residents access to parks, work, shopping, and culture within a 5-to-10-minute safe walk of their households. City Parks Alliance and Trust for Public Land, leaders in urban green space research, endorse the 10-minute walk distance as a baseline standard for the United States because studies have shown the tremendous benefit of close-to- home green space to counter threats to our physical wellness and mental well-being. For the SLC Public Lands system, the 2019 NEEDS ASSESSMENT found that most residents are within a 10-minute walk of green spaces, with some areas (markedly on the westside) that need more parks and/or more investment in park renewal. AFFORDABLE, ACCESSIBLE TRANSPORTATION The daytime population of downtown Salt Lake City nearly doubles during the week with the average commute time of 20-25 minutes. Imagine if that commute “[THE LAND] HOLDS SO MUCH OF OUR CULTURE, OUR HISTORY AND OUR KNOWLEDGE…IN THE FACE OF CLIMATE CHANGE AND EVERYTHING THAT’S COMING, THESE LESSONS AND ANSWERS ON HOW TO LIVE WITH THE LANDSCAPES THAT ALL OF OUR TRIBES HAVE EVOLVED WITH, THOSE ANSWERS ARE ALL EMBEDDED IN THIS LAND.” ― Ahjani Yepa, Utah Dine Bikeyah, Inside Climate News, April 21, 2021 “IT IS ONE GREAT PURPOSE OF [CENTRAL] PARK TO SUPPLY TO THE HUNDREDS OF THOUSANDS OF TIRED WORKERS, WHO HAVE NO OPPORTUNITY TO SPEND THEIR SUMMERS IN THE COUNTRY, A SPECIMEN OF GOD’S HANDIWORK THAT SHALL BE TO THEM, INEXPENSIVELY, WHAT A MONTH OF TWO IN THE WHITE MOUNTAINS OR THE ADIRONDACKS IS, AT GREAT COST, TO THOSE IN EASIER CIRCUMSTANCES.” ―Frederick Law Olmstead, Letter to New York City Board of Commissioners, 1858.- Frederick Law Olmsted, letter to New York City Board of Commissioners, 1858 Chapter Four: Connect 68 changed from auto-driven to more active ways to reach work and school that also connect residents to parks and green spaces. People would add beneficial time outside in nature to their daily lives. Utah’s Unified Transportation Plan calls for a third of the state’s future transportation investments to be invested in transit (defined as mobility transportation including bicycles, walking, vanpool, buses, light rail, commuter rail, street cars, etc.). Leveraging these investments with the city’s growing green network and ensuring that people of all abilities (people with cognitive disabilities, elders with declining mobility, to parents schlepping a 36”-wide stroller) can access routes is critical for equity. Beyond providing access, many forms of active transportation are free to low-cost-an important factor as 45% of Salt Lake City metro renters are cost burdened. Low-income and subsequent burdens of housing and transportation costs can limit the amount of leisure time and transportation options people have to enjoy public lands. The challenge is thus twofold: one of connecting more ways of walking and cycling for everyone in Salt Lake City while prioritizing those routes that provide access to urban parks, natural areas, and trees within the city that also connect to the larger landscapes of mountains, foothills, basins, wetlands and lakes. AWARENESS The third most common barrier to getting outside is lack of knowledge: where are places to recreate, how to get there, what to expect when they get there, and who to recreate with. This awareness also has implications for long-term stewardship. The writer Vladimir Nabokov muses, “Reality is a very subjective affair. I can only define it as a kind of gradual accumulation of information; and as specialization. If we take a lily, for instance, or any other kind of natural object, a lily is more real to a naturalist than it is to an ordinary person. But it is still more real to a botanist.” Magical landscapes of trees, rock, creeks, marsh and salty lake where plants and wildlife abound in the Salt Lake City region. But if the public doesn’t understand what is there and how to leave no trace, they will be unlikely to understand how to be stewards of the land (how to enhance the health of the urban greenspaces and surrounding wilderness through political advocacy, financial support, stewardship, land conservation and reducing individual environmental footprint). Or to put it simply, we don’t know what we don’t know. Public education strategies and wayfinding can help cities connect people to experiences in nature, improving public health while growing caring stewards of plants, animals, and landscapes. DESIRES AND OPPORTUNITIES FOR CONNECT Creating opportunities to connect people to public lands resonated strongly with participants in the master plan process. During the most recent community survey, 90% of respondents said they are satisfied with the transformative project “Connect Mountains to Lakes” and 75% supported “Just 5 Minutes from Here,” a campaign to share information on how people can access and learn about public lands. Enriching the discussion about connecting people to place are quotes from participants, listed to the right. CONNECT:ACCESSIBLE &CONNECTED GREEN SPACES “MORE EMPHASIS ON MAKING AREAS BIKE AND BUS FRIENDLY TO REDUCE THE NEED TO DRIVE TO PARKS.” -comments from the 2021 public survey “ACCESS IS AWESOME, AND WE WANT PEOPLE TO GET OUT INTO THESE SPACES BUT HAVING HUMANS IN THESE AREAS CAN IMPACT WHAT THE HABITAT LOOKS LIKE, SO JUST BALANCING THOSE NEEDS AND BEING ABLE TO PROTECT LAND IN CERTAIN WAYS FOR WILDLIFE IS SOMETHING TO THINK ABOUT.” “UNCOVER AND RESTORE THE BURIED AND IMPAIRED CREEKS IN THE SALT LAKE VALLEY.” Chapter Four: Connect 70 Figure 18: Transit and Park Access Analysis Map. ”FOCUS ON ACCESSIBLE BY PUBLIC TRANSPORT OR BIKE INSTEAD OF MORE PARKING FOR CARS.” “CAR FREE SUNDAYS IN LIBERTY PARK, INCORPORATE PARKS AND TRAILS INTO PUBLIC TRANSIT INITIATIVES MAYBE A SPECIAL RECREATION LOOP.” “NONE OF THIS WORKS WITHOUT A PLAN FOR EQUITABLE PUBLIC TRANSPORTATION AND A BROADER CITY/COUNTY/STATE FOCUS ON AIR QUALITY AND OTHER ENVIRONMENTAL SAFETY CONCERNS.” -comments from the 2021 public survey TRANSIT ACCESS TO PARKS IN SALT LAKE CITY TRANSIT CONNECTING PARKS Respondents to the Reimagine Nature survey continually cited the need for increased access by public transit for equity of access, low-carbon solutions, and to resolve the issue of lack of parking. According to the 2019 Needs Assessment, The Central Community has the lowest park LOS and is expected to experience the most future growth in the city. The addition of Fleet Block as a public green space could fill this gap and increase options to access parks by rail with proximity to the nearby TRAX station. As the City develops, consideration should be given to the relationship of parks and transit and affordable, environmentally friendly options for park accessibility. Figure 18 Access Analysis Map highlights existing parks within walking distance to rail station locations. Dark red areas are within a five minute walk of TRAX stations and dark green shows areas within a five minute walk of a bus stop. Adding or enhancing parks and trails within these areas should be prioritized for more equitable access. Imagine being able to visit a different park every week just by stepping off a different bus or rail stop. LEGEND GOLF COURSES EXISTING TRAILS TRAX/FRONTRUNNER TRAX/FRONTRUNNERSTATIONS UTA BUS ROUTES UTA BUS STOPS PARKS AND NATURAL LANDS5 MINUTE WALK FROM TRAX STATIONS 5 MINUTE WALK FROM BUS STOPS PARKS WITHIN A 10 MINUTE WALK FROM TRAX STATIONS MINI/NEIGHBORHOOD PARKS WITHIN A 10 MINUTE WALK FROM TRAX STATIONS 10 MINUTE WALK FROM TRAX STATIONS 10 MINUTE WALK FROM BUS STOPS CEMETERY UTA TRAXUTA TRAXUTA FRONTRUNNERUTA FRONTRUNNERWASHINGTON WASHINGTON SQUARESQUARE HERMAN FRANKS HERMAN FRANKS PARKPARK SUGARHOUSE PARKSUGARHOUSE PARK FAIRMONT PARKFAIRMONT PARK LIBERTY PARKLIBERTY PARK PIONEER PIONEER PARKPARK COTTONWOOD COTTONWOOD PARKPARK FOREST DALE GOLF FOREST DALE GOLF COURSECOURSE Chapter Four: Connect 72 CASE STUDY: TUJUNGA WASH GREENWAY AND STREAM RESTORATION PROJECT Completed in 2007, the 1.2-mile Tujunga Wash Greenway and Stream Restoration Project in Los Angeles, California annually infiltrates up to 118 million gallons of stormwater, increases park space per person by 21% and used all native plants during restoration (saving 70-80% potential water use using conventional methods). The Mountains Recreation and Conservation Authority partnered with the region’s flood control district and public works to complete the 50 to 60-foot wide greenway that includes 15 acres of riparian habitat, 10-foot wide recreation trails on both sides of the channel and 8 ecological areas with over 1,000 trees. The Landscape Architecture Foundations’ Landscape Performance Series case study on this project underlined the following lessons learned from the Tujunga Wash Greenway to keep in mind for this transformational project: •Ongoing public education on the seasonal changes of the stream and landscape is essential to build environmental awareness; •In man-made streambeds, efficient sediment removal maintenance is key for flow; •Leverage smaller phases as a prototype for establishing baseline measurement and data collection regimes; and •Establish real-time environmental monitoring for habitat management and hydrological performance. The following recommended strategies and policies are high- level guidance for Public Lands operations and maintenance that direct how Public Lands will achieve the plan goal of “connect” over the next decade. The community identified two Plantings of native species improve biodiversity along the greenway. The new greenway trail parallels a section of the Tsunga Wash. Photo credits: https://rposd.lacounty.gov/portfolio/tujunga-wash-greenway/ A naturalized section of the Tsunga Wash increases riparian habitat while providing stormwater infrastructure. CONNECT:STRATEGIES AND POLICIES OVERVIEW transformational projects to support the overall goal of connect. Working in tandem with the strategies and policies in this table, these projects root the 20- year vision with on-the-ground improvements. Additional detail for implementation is provided in Chapter 8 Action Strategies. CONNECT: HIGH-LEVEL STRATEGIES AND POLICIES Strategy C-1 Connect people to information about their park system to increase visitation. Supporting Policy 1.1 Help the public navigate to and around their public lands system with intuitive physical wayfinding and digital information. Supporting Policy 1.2 Provide information that helps the public interpret and appreciate their parks and natural lands, with the use of diverse, interesting programming and activities, education and messaging, physical and digital interpretive content, and park ambassadors. Supporting Policy 1.3 Facilitate access to information about use of SLC’s public lands by people experiencing homelessness, including available services and resources, hotlines, community partners, and opportunities to engage in cross-community dialogue to help make SLC parks welcoming and safe for sheltered and unsheltered alike. Strategy C-2 Increase the ease of access to public lands, making it easier to travel to, between and within them. Supporting Policy 2.1 Promote walking and active transportation by connecting our parks & natural spaces to the City’s alternative transportation network, including bus, TRAX, SLC Green Bike, and on-street / off-street trails. Supporting Policy 2.2 Invest in greening the urban trail network through tree plantings, stream daylighting, and other methods to interconnect parks with park-like trails. Supporting Policy 2.3 Incorporate careful consideration of physical limitations, language barriers, and other accessibility accommodations into all Public Lands projects. Chapter Four: Connect 74 access to both experiences. An enclosed walkway bridges the creek between the two library sections and connects to 8.8 miles of trails to other key destinations. Creekside Playground was added adjacent to the library. These places are made more accessible with support from Child-Friendly City Maps produced by youth and activities databases on growingupboulder.org. Case Studies - Portland, Oregon Golf Courses with Public Trails Three publicly owned golf courses in Portland, Oregon offer miles of walking trails to the public. The trails range from neighborhood- serving jogging trails to regional, paved shared-use paths. At Glendoveer Golf Course, 50,000 Case Studies - Salt Lake City Children’s Outdoor Bill of Rights Public Lands worked with diverse youth service providers in SLC to create a CHILDREN’S OUTDOOR BILL OF RIGHTS (#slcoutdoorchildren) and list of outdoor that every child growing up in Salt Lake City should have access to during their childhood for the sake of their physical, mental, social, and ecological health. The Children & Nature Network provides more resources. Activities include: - Seeing the Great Salt Lake - Catching a bug - Splash in a stream - Identify a wild plant - Reward stickers and journals for documenting experiences. rounds of golf are played annually, and more than 100,000 walkers concurrently use a 2-mile fitness trail, in part due to the park deficient adjacent neighborhood. The American Trails organization reports in their case study of this course that no trail users have been hit by errant golf balls. Lessons learned include expanding the 40-parking spot trailhead used by hikers and pedestrians to access the course and education around golf-trail etiquette and un-leashed dogs. Another good example in Portland is Heron Lakes Golf Course where a 200-yard stretch of the course is used to help fill a trail gap for a larger 40- mile loop. The “Just 5 Minutes from Here” wayfinding and informational campaign could leverage these activities and identify destinations to complete the outdoor activities and learn more about stewardship and ecologies of public lands. Case Studies - Boulder Public Library and Boulder Creek Path As the main branch of Boulder Public Library became slated for renewal, the City found that building a new location adjacent to the Boulder Creek Path and greenway would be a more cost-effective option. This also co-located a cultural destination (library) to the city’s downtown greenway and provided the public SALT LAKE CITY AND BOULDER, COLORADO OFFER TWO WAYS “JUST 5 MINUTES FROM HERE” COULD TAKE INSPIRATION. IMPROVE POLLINATOR HABITAT ADDED STORMWATER RETENTION BENEFITS NATIVE TREE CANOPY PROVIDES HABITAT FOR WILDLIFE CREATE A CONNECTION TO JORDAN RIVER JOINT-USE SIGNAGE PLANT TREE ROWS TO VISUALLY SEPARATE ACTIVITIES NATURE PLAY AREA PROTECTIVE FENCING FOR TRAIL WHERE NEEDED MULTI-USE TRAILS ON EDGE OF GOLF COURSE Figure 19: Reimagined Golf Courses Exhibit. Design strategies can enhance compatibility between activities, allowing single-use spaces, such as golf courses, to host additional trail and recreation opportunities and provide comprehensive access for all. 1 2 3 4 5 6 7 8 9 10 Q R S T U Q R S T U THANK YOU! ¡GRACIAS!Map sponsors/ Patrocinadores del mapa Map partners / Socios del mapa Boulder Convention and Visitors Bureau, Boulder County Head Start, Boulder Housing Partners, Boulder Jewish Community Center Preschool, Boulder Journey School, Boulder Public Library, Boulder Valley School District, City of Boulder, Dairy Arts Center, El Centro Amistad, I Have a Dream Foundation, Imagine Colorado, Moxie Moms, Museum of Boulder, Museum of Natural History CU Boulder and Walk2Connect Cooperative GUB funders / Donantes de GUB City of Boulder and University of Colorado Offi ce of Outreach and Engagement and Program in Environmental Design Growing Up Boulder is a program of the CEDaR (Community Engagement, Design, and Research) Center at the University of Colorado Boulder. / Growing Up Boulder es un programa del centro CEDaR (Ofi cina de participación comunitaria, diseño, e investigación) de la Universidad de Colorado Boulder. Greetings! Saludos! Growing Up Boulder (GUB) is Boulder’s child and youth-friendly city initiative. Since 2009, we’ve partnered with CU, City of Boulder, BVSD, and local organizations to include 4,000 children and youth in 84 city projects. Our mission? To make Boulder a welcoming and engaging child-friendly city for all. / Growing Up Boulder (GUB) es la iniciativa de la ciudad de Boulder de crear una ciudad amigable para niños y jóvenes. Desde 2009, hemos colaborado con CU, la ciudad de Boulder, BVSD, y organizaciones locales para incluir 4,000 niños y jóvenes en 84 proyectos de la ciudad. ¿Nuestra misión? Hacer de Boulder una ciudad acogedora y comprometida con los niños y con todos. This 10 year anniversary map project celebrates children’s’ favorite locations in our great city. It’s a map made by and for children. Discover fun places to play and learn new things! Look for an expanded digital version of this map in September 2019. / Este mapa creado por nuestro décimo aniversario celebra los sitios favoritos de los niños en nuestra gran ciudad. Es un mapa hecho por niños y para niños. ¡Descubre lugares divertidos para jugar y aprender cosas nuevas! Busca por una versión extendida de este mapa en Septiembre 2019. growingupboulder.org/gubmap Happy exploring! Mara, Cathy, & the GUB Team INTERACT AND LEARN / INTERACTUA Y APRENDE Can You Find? / ¿Puedes Encontrar? Little Lending Libraries? /¿Una pequeña biblioteca de préstamo? Art on utility boxes by “Smile?” / ¿Arte en cajas de servicios públicos por “Smile?” Pearl Street sculptures? / ¿Esculturas de Pearl Street? Boulder Creek Path murals? / ¿Murales en el sendero de Boulder Creek? SHARE your photos at #gubmap / Comparte tus fotos en #gubmap growing_up_boulder @GrowingUpBoulder RESOURCES / RECURSOS GUB’s digital map (available after 9/1/19) / Mapa digital de GUB (disponible después de 9/1/19) Open space and mountain parks facilities / Instalaciones de espacios abiertos y parques de montaña Bus and biking options / Opciones de movilidad en buses y bicicleta Parks and recreation facilities / parques e instalaciones recreativas Calendar of area events / Calendario de eventos en el área Lactation rooms / Cuartos de lactancia Please Recycle! SCAN HERE!amenities chart/ tabla de servicioskey/ leyendashade over play areasáreas de juegosombradas map referencereferencia del mapa cost / costo handicap accessibleaccesible paradiscapacitados indoor spacesespacios interiores transit* (bus, bike, or parking) transito*(autobús, bicicleta o estacionamiento) play structurezona de juegos drinking wateragua potable changing tablecambiador hiking or multiuse pathsendero de uso múltiple snacks nearby comida cercana grill / parrilla restrooms / baños lawn / césped A1K7L8T4I4T6J9U3N5L7D3T6B8K1L3I5M8J2F4T6K4E2G3I8T1G3I2K3N3H2G3Q5G10J5J10O6I4H7E2Arapahoe Ridge "Rock" ParkBoulder Convention and Visitors BureauBobolink TrailBoulder Creek & Boulder Creek PathBoulder JCC: Tumble Room & Milk and Honey FarmBoulder Public Library, Main Library, Creekside Playground, & Canyon Theater and GalleryBoulder Public Library, George Reynolds BranchBoulder Public Library, Meadows BranchBoulder Public Library, NoBo Corner LibraryBoulder ReservoirFlagstaff: Summit Nature Center & Boyscout TrailChautauqua: Playground, Ranger Cottage, & Enchanted Mesa / McClintock TrailEast Boulder Recreation Center & ParkEben G. Fine ParkElks Park & Elks PoolFarmers Market/ Bandshell/ Central Park Fiske PlanetariumFoothills Community ParkGrowing Gardens: Children's Peace Garden Humane SocietyKids' Fishing PondMuseum of BoulderNational Center for Atmospheric Research (NCAR) Visitor Center & TrailheadNorth Boulder ParkNorth Boulder Recreation CenterPearl Street MallSawhill PondsScott Carpenter "Rocketship" Park, Pool, & SkateparkSombrero Marsh Environmental Ed Center by ThorneSouth Boulder Recreation Center, Harlow Platts Community Park & Viele LakeSpruce Pool Museum of Natural History, CU BoulderValmont City Park & Valmont Bike ParkMountain Flower Goat DairyDairy Arts CenterWonderland Lake & ParkBoulder Museum of Contemporary Art (BMoCA)Boulder Dushanbe Tea HouseScan here for a complete list of parks & trails, bike & bus routes, & cold weather restroom & drinking fountain closures. Escanee aquí para una lista completa de parques y senderos, bicicletas y buses, cierres de baños publicos y bebederos de agua debido a climas fríos. * “Bus” means bus route nearby; ”Bike” means accessible via protected bike paths; “parking” means parking lot available. *“Bus” significa a ruta de buses cerca; “Bicicleta” significa acceso a una ciclovía protegida. “Parqueo” significa parqueadero disponible. CIVIC AREA PEARL STREET MALL A city that is friendly to children is a city friendly to all! Una ciudad amigable para los niños es una ciudad amigable para todos! BOULDER MUSEUM OF CONTEMPORARY ART Arts/ Culture Water Play Education Nature/ Trails Parks N Play KEY/LEYENDA (10 minutes)1/4 Mile (5 minutes)1/8 Mile Walking Times / Tiempo Caminando *Approx. 7 year old pace**al paso de un niño de 7 años* Artes y Cultura Naturaleza y senderos Educación Juegos en el agua Parques y Juegos infantiles Growing Up Bou l d e r ’s a kid’s guide to exploring our gre at c i t yBoulder’s Ch ild -Friendly City Ma p10th Annivers a r y gran ciudad una guia para que los niños exploren n u e s t r a 9th StreetBroadway AvenueCanyon Boulevard Walnut Street Pearl Street 11th Street13th Street14th Street15th StreetKids’ F is hing P o ndsT ubing Boulder P u blic Li br aryB a n dshell Farm er s Mar ketBoulder Dus h anbe T e a HouseB M oCAClimbing Roc ks Visit o r Cente r Wa t er Jet s Sculpture P ar kCreeks id e Playg r o undCanyon Thea ter an d GalleryWat e r Fall R oc kSplit Rock Spit t ing M anBoulder Cre e k Boulder Lib r ary Fo un dationBoulder’s Child-Friendly City Map Park-like features surround the City of Boulder, Colorado Main Library. Photo credits: https://atlaslab.com/wp-content/uploads/2018/08/4_AtlasLab_BoulderCivicArea.01.01.jpg Chapter Four: Connect 76 CONNECTION TO JORDAN RIVER PARKWAY TRAIL INCLUDE SAFE RAILROAD CROSSINGS INCREASE TREE CANOPY IN GOLF COURSES TO CLEAN AIR AND COMBAT URBAN HEAT ISLAND TEMPERATURES IMPROVE WATER QUALITYMULTI-USE TRAIL ALONG THE SURPLUS CANAL PATHWAYS AND CROSSWALKS CONNECTING CITY PARKS GLENDALE REGIONAL PARK GLENDALE GOLF COURSE SURPLUS CANAL 1700 S PARK IMPROVE CONNECTIONS TO ACTIVE TRANSPORTATION Utilize all of public lands parks, golf courses and natural spaces to connect the city’s human powered transportation network. ENHANCE THE ENVIRONMENT Utilize spaces such as golf courses to increase the urban forest and restore native habitat. UTILIZE SPACE Find environmental and recreational uses for underutilized public spaces including wide medians, public utility lands and where appropriate, spaces on golf courses. Figure 20: Connecting Green Spaces Concept Illustration INCREASE NATIVE REVEGETATION TO ENHANCE WILDLIFE HABITAT BEFORE IMPROVEMENTS AFTER IMPROVEMENTS NEED FOR INVASIVE WEED MANAGEMENT SERVICE ROAD, NO ESTABLISHED TRAIL UNSAFE CROSSING AT RAILNO PEDESTRIAN CROSSING BIG MOVES & STRATEGIES Chapter Four: Connect 78 Projects Include: • Connect trails from the Eastern side of the Wasatch Mountains to the Foothills Natural Area, The 9 Line Trail to the Jordan River Parkway trail and West to the Salt Lake Marina and mountains. CONNECT OUR PARKS AND NATURAL SPACES TO THE CITY’S HUMAN POWERED TRANSPORTATION NETWORK The Jordan River Water Trail....QUICKFACTCOMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE AND CREEKS WITHIN THE CITY. 3. CONNECT MOUNTAINS TO THE LAKE • Begin to implement the Seven Greenways Vision, creating a regional system of high-quality greenways along Red Butte, Parleys, Emigration and City Creeks, including locations to uncover creeks, add trails, improve natural habitat, and provide for recreation. • Implement all remaining proposed trails including the McClelland Trail, Folsom Trail, Surplus Canal Trails, and Foothills Trail. Transformative Project CONNECT SLC’S TRAILS & PARKS TO THE CITY’S BACKYARD NATURAL ASSETS Chapter Four: Connect 80 Salt Lake City became a city in large part due to the scenic beauty of the mountains and lake embracing the valley. The 70.7 miles of existing Public Lands trails and 129 miles of planned trails enable many to enjoy walking and cycling access to shady natural areas and parks. But for many areas of the city, access to waterways, the lake and mountains is limited. To address this, “Connect Mountains to the Lake” envisions a vast network of running and walking paths, cycling routes and green corridors. Imagine being able to connect from the downtown core to the Great Salt Lake or Wasatch Mountain trails. Or, for daily commutes, imagine having safe and welcoming trails that provide opportunities to integrate exercise into the daily commute, making pulses race and filling senses with scenic beauty. “Connect Mountains to the Lake” would promote enhanced connections between neighborhoods and natural lands, particularly to the Foothills Natural Area. This project also supports protection and greater access of the Foothills Natural Area, a recent plan calls for 65 miles of new trails to help connect this natural treasure to more pedestrians, hikers and cyclists. Protecting the foothills with sustainable, well-connected trails that direct visitation to concentrated areas has an added benefit of protecting undisturbed wildlife habitat. Beyond the benefit to health and wellness, these connected corridors provide pathways for the movement of birds, mammals and fish and create opportunity for rainwater management that supports ecosystem health. Building and expanding greenways helps increase pervious surfaces that can help clean and manage storm water runoff all the while supporting mature tree canopy that provides shade and habitat. CONNECT:CONNECT MOUNTAINS TO THE LAKE Views out to the Great Salt Lake from the Foothills. Chapter Four: Connect 82 NOTES:Show connections to Jordan RT and Bonneville Shoreline Trail Existing and Proposed show graphically? Call out proposed trails Potentially have icons describing foothills rec and wetlands Do we mention the 7 greenways? Show greenway corridors Foothills Trails (Proposed Improvements) McClelland Trail (Portions Completed) 9-Line Trail (In Progress) Folsom Trail (In Progress) Surplus Canal Trail (Proposed) IMPLEMENT & COMPLETE PROPOSED TRAILS Figure 21: Reimagine Mountains to Lake Connectivity Exhibit. Bonneville Shoreline (Existing Regional Trail) 1 1 2 3 4 5 6 2 3 4 5 6 EXISTING AND PROPOSED TRAIL CONNECTIONS IN SALT LAKE CITY A NATURAL CITY: VISION OF THE 1992 OPEN SPACE PLAN The Salt Lake City 1992 Open Space Plan paints a picture of the City through its natural assets. The plan seeks to better connect the City’s park system to the natural environment, overcoming manmade barriers and unifying the City by connecting the Wastach foothills, benches, valley floor, creeks, Jordan River and Great Salt Lake wetlands. SLC Public Lands has come a long way to achieving the 1992 goals, with many trails underway or completed, enhancing access to nature and joining natural features. The goal “connect” seeks to further these objectives, completing proposed trails throughout the City while emphasizing opportunities for enhanced natural areas, greenways and connections to the Jordan River. JORDAN RIVER PARKWAY Future Connection to Great Salt Lake Future Connection to Great Salt Lake Wetlands Future Connection to Oquirrh Mtns. PROPOSED FOLSOM TRAIL PROPOSED SURPLUS CANAL TRAIL PROPOSED 9 LINE TRAIL MCCLELLAND TRAIL BONNEVILLE SHORELINE TRAIL FOOTHILLS TRAL SYSTEM PARLEYS TRAIL 7 LEGEND EXISTING TRAILS PROPOSED TRAILS DESIRED CONNECTION POINTS Chapter Four: Connect 84 Projects Include: • Initiate an information campaign and tools for learning about parks, tree-care, public activities in green spaces and city golf courses, environmental education, and recreation opportunities. UTILIZING ALL COMMUNITY OUTDOOR PUBLIC SPACES MAKE IT EASIER TO FIND AND EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES TO EXPAND THE PUBLIC’S EXPERIENCES IN NATURE AND BUILD STEWARDSHIP PRINCIPLES AND PRACTICES. • Promote other public green space use like libraries, school grounds and the City cemetery as part of a connected system. • Establish a multi-lingual signage and wayfinding program that reflects Salt Lake City’s diversity. 4. JUST FIVE MINUTES FROM HERE Transformative Project Chapter Four: Connect 86 Navigating Salt Lake City’s roads is fairly straightforward using the north, south, east and west grid system and 660’ x 660’ blocks. The 70.7-miles of Public Lands trails interface with these roads at trailheads and within green destinations of parks and natural areas. Within this network, hundreds of cultural destinations and stories await hikers, cyclists and pedestrians. Lessons of natural history, environmental stewardship and origin stories of parks are waiting to be told in the 120 languages currently spoken in Utah (Source: U.S. Census). National best practices also point to the advantage of linking cultural destinations of libraries, safe routes to schools and active recreational destinations to a city’s trail network. In Salt Lake City, many of these connections exist, just five minutes from people’s day to day lives and can be highlighted through signage, outreach education and digital campaigns. Co-locating cultural, natural and recreational destinations makes it easier for us to combine the trip to the library with a healthy family walk, enriching our day-to-day lives. Conversations with Salt Lake City residents who speak English as a second language reveal that including multi-lingual communications in signage and digitally helps make public lands feel more welcoming and inclusive. An added benefit to increased awareness of what is in public lands, is the opportunity to share how to take care of public lands and support tree canopy health, clean water and fresh air. CONNECT:JUST FIVE MINUTES FROM HERE Signage along the Jordan River Trail points toward city nodes. Chapter Four: Connect Regional Athletic Complex Foothills Natural Area & Trail System Warm Springs Park City Creek ParkI-15I-215SLC Cemetery Regional Athletic Complex Public Lands Nursery (Proposed)Guadalupe School Warm Springs Park Foothills Natural Area Rose Park Golf Course Day-Riverside Library Jordan Valley Parkway CHOOSE YOUR OWN ADVENTURE USING ALL PUBLIC SPACES: 2 POSSIBLE ADVENTURES FROM THE REGIONAL ATHLETIC COMPLEX START AT THE RAC PLAY 9 HOLES OR SIT BY THE RIVER WATCH A SOCCER GAME ENJOY A BIKE RIDE ALONG THE RIVER ADVENTURE A ADVENTURE B UNWIND READING A BOOK OUTSIDE IN THE LIBRARY GARDENS DECIDE YOU WANT TO GO ON A HIKE STAY ALONG THE RIVER OR ON YOUR WAY, STOP BY TO VOLUNTEER AT THE NATIVE PLANTS NURSERY VISIT A FRIEND AT THE SCHOOL PLAYGROUND LEARN ABOUT THE HISTORIC WARM SPRINGS ENJOY THE SUNSET AND VIEWS OF THE CITY ON YOUR HIKE START AT THE RAC Figure 22: Reimagine System Connectivity Exhibit. 3A 4A 3B 3C 3D 3E 2 1 1 2 3A 4A 3B 3C 3D 3EAdventure AAdve nture BJordan Ri ver Parkway“Just 5 Minues from Here” seeks to connect and utilize all publicly-accessible lands including those managed by others such as Public Utilities’ City Creek Canyon and the Foothills Natural Area, a jointly-managed space. City Creek Canyon Rose ParkGolf Course Public Lands Nursery SPLIT HERE Educational Sewer Treatment Plan Guadalupe School Day-River Side Library Chapter Five: Welcome 90 5 GOAL STATEMENT Ideal parks are actively used by the community, inclusive for all ages, abilities and cultures and strive to be authentic, or reflective of the neighborhood and community’s culture. Parks departments across the country struggle with balancing limited resources and many priorities with achieving these ideals. For cities, there is also a growing awareness of how green space has historically been provided and maintained for different neighborhoods. Cities are collecting data and stories to document the historic inequities in the quantity and quality of green space (e.g., nationwide studies have found that lower income urban areas typically correlate with less tree canopy, less accessible green spaces and lower quality amenities). The Public Lands Department, in alignment with the mayor’s 2021 citywide vision, is committed to looking at top-down and bottom-up community-driven solutions to welcoming more people. The department will strive to reflect the diverse culture and history of Salt Lake City neighborhoods in the tapestry of parks and open spaces. WELCOME: ACTIVE, AUTHENTIC, AND INCLUSIVE SPACES CHAPTER Cultures of SLC are brought to life at park events like the Living Traditions Festival. Chapter Five: Welcome 92 CHALLENGES TO CREATING WELCOMING SPACES An increased awareness of the health and social benefits of living near park spaces has prompted cities across the country to close gaps in park access and attempt to provide all residents a park within walking distance of their home. Another traditional metric used to define Level of Service (LOS) for parks is to calculate the park acreage per population and try to maintain or improve on that baseline as the population grows. However, parks provide many different functions that do not always relate to their size, requiring more factors to be assessed to understand parks performance and establish targets. The 2019 Needs Assessment survey revealed that Westside parks receive significantly less visitation than other parks throughout the city. (12-13% vs. 29-56%). One contributing factor could be the lack of city-wide festivals held on the Westside. Additionally, Westside residents are more likely to visit east-side parks than east-side residents are likely to visit Westside parks. Equal investment in parks throughout Salt Lake City’s neighborhoods does not always translate to parks that equally serve each community, nor does it make up for any historic inequities. It takes a combination of factors to succeed in the creation of thriving, active spaces, where all feel safe and welcome. Some factors of creating a welcoming park include providing park amenities that are appealing to all ages and inclusive playgrounds and spaces for all abilities that are ADA accessible. While park proximity and amenities are some ways to measure park quality, they are not a singular solution for ensuring parks are meeting the needs of the community. Salt Lake’s various neighborhoods, communities, and cultures each have their own unique recipes for park success that need to be shared and generated through robust community engagement. Ensuring that all local community members are involved in the park planning process, with extra efforts to reach underrepresented or underserved populations, is essential to gleaning local knowledge for the right park ingredients and understanding factors that contribute to parks’ use and enjoyment. The NRPA Community Engagement Resource Guide defines equitable engagement stating “An inclusive and meaningful engagement process ensures that our parks and public spaces are created by the people they are intended to serve.”1 NRPA has also published reports, such as “Design, Place and Indigenous Ways: Working with Local Communities”2 and “Diversity, Equity and Inclusion in Parks and Recreation,”3 that serve as guides to learning from specific communities. 1 Community Engagement Resource Guide | Best Practice Resources | Publications and Research | NRPA2 Design, Place and Indigenous Ways: Working with Local Communities | Social Equity | Parks and Recreation Magazine | NRPA 3 2021deireport.pdf (nrpa.org) WELCOME:ACTIVE, AUTHENTIC AND INCLUSIVE SPACES “PLEASE PRIORITIZE THE SAFETY OF OUTDOOR SPACES FOR ALL.” “CREATE BEER GARDENS SUPPORTING LOCAL BREWERIES, CONCESSIONS SUPPORTING LOCAL CAFES AND RESTAURANTS WITH HEALTHY AND DIVERSE FOOD.” “MAKE PARKS ACCESSIBLE: TO ALL CULTURES, ABILITIES, & AGES.” -comments from the 2021 public survey Chapter Five: Welcome 94 “I’d like to see the homeless needs be addressed as part of improving the public lands. Are there areas they could camp where they could have access to health care and bathrooms to make it safer for them and also keep the parks clean and safe?” “Make sure that community gardens are part of the re- imagined green public spaces.” WELCOME:ACTIVE, AUTHENTIC AND INCLUSIVE SPACES “I’D LIKE TO SEE THE HOMELESS NEEDS BE ADDRESSED AS PART OF IMPROVING THE PUBLIC LANDS.” “ADD PUBLIC ART FEATURES WHEN POSSIBLE.” -comments from the 2021 public survey “EQUITY: A COMMUNITY THAT PRIORITIZES EQUITY WORKS TO ENSURE THAT ALL COMMUNITY MEMBERS HAVE ACCESS TO WHAT THEY NEED TO BE SUCCESSFUL.” -NRPA COMMUNITY ENGAGEMENT RESOURCE GUIDE “CONSIDER HAVING LOCAL ACTS IN PARKS AS WELL AS MORE FREE MOVIES. ADD FOOD VENUES OR TRUCKS. PLAN EVENTS THAT ARE BOTH FREE AND OPEN TO EVERYONE, INCLUDING DISABLED FOLKS IN CHAIRS AND USING WALKERS/CANES.” Partnering with local organizations provides opportunities for community-led art, education and recreation programs that integrate the character and cultures of the city’s neighborhoods into park spaces. Such programs, activities and events also contribute to active spaces that increase park use and enhance safety. Encouraging and providing support for youth grassroots movements is another way to let the community lead park advocacy and stewardship. Youth can become strong leaders who represent parks through youth city councils and youth parks boards. Creating city youth engagement plans to reach all ages can foster early appreciation for nature, civic involvement and lend a sense of belonging. Raising kids from a young age to be future stewards requires early exposure to positive experiences in nature that fills them with wonder, curiosity, and that feeling of being part of something larger than yourself. Youth engagement can include environmental education programming and finding locations for nature exploration and play instead of the typical playground. DESIRES AND OPPORTUNITIES FOR WELCOME Creating active, welcoming spaces was valued by the community. During the most recent survey, 86% of respondents were satisfied with the transformative project “Reimagine Neighborhood Parks” and 83% supported “Coming to a Park Near You.” Among survey participants in the west-side planning areas, which have the lowest park visitation in the city, Reimagine Neighborhood Parks was prioritized as a top urgent project that should happen right away. Enriching the discussion about creating welcoming spaces are select quotes from participants displayed to the right and on the previous page. Chapter Five: Welcome 96 CASE STUDIES New York City Parks formed the Community Parks Initiative (CPI) to advance equitable distribution in park investments. The program identifies underinvested parks and incorporated community-led solutions for park redevelopment through local partnerships, park volunteer opportunities, and extended outreach efforts to engage diverse and vulnerable populations from high-needs neighborhoods. With support from the CPI, community partners are empowered to sustain ongoing park contributions, leading activities ranging from beautification projects to basketball days. Philadelphia Parks has a concessions program providing amenities such as a pop-up beer garden and café, a permanent waterfront café on the Schuylkill River, and recreational bike rentals that rent tandem, deuce coup and surrey bikes at park locations throughout the city. The concessions program generates revenue while providing services that allow park visitors to stay and enjoy activities throughout the day. The City of San Jose formed a program to help address homelessness in parks. Non-profits will send teams to pick up litter, maintain the park landscaping and trails, and provide outreach to unsheltered populations in the parks. The pilot program is considering other additions, such as constructing prefab modular housing nearby provided to unhoused people in exchange for park cleanup and maintenance services. NYC Community Parks Initiative Photo Source: https://www.thehighline.org Guadalupe Riverfront Park, San Jose CAPhoto Source: https://www.sanjoseinside.com Philadelphia Parks Concessions Photo Source: https://wheelfunrentals.com/pa/philadelphia/boathouse-row/ The following recommended strategies and policies are high- level guidance for Public Lands operations and maintenance that direct how Public Lands will achieve the plan goal of sustain over the next decade. The community identified two keystone, transformational projects to support the overall goal of welcome. Working in tandem with the overall strategies and policies in this table, these projects root the 20-year vision with on-the-ground improvements that will contribute to the sustainability of Salt Lake City’s quality of life for humans, plants and animals. Additional detail for implementation is provided in Chapter 8 Action Strategies. WELCOME:STRATEGIES AND POLICIES OVERVIEW WELCOME: HIGH-LEVEL STRATEGIES AND POLICIES Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural, historical, cultural and economic identity of the surrounding area and community in which they are located. Supporting Policy 1.1 Study and collect data on system-wide park use, answering questions about who, where, when, what and how park users are engaging with the neighborhood parks. Supporting Policy 1.2 Engage the community in the visioning of our public spaces and work especially to foster engagement with under-represented groups. Supporting Policy 1.3 Enhance sense of place and community pride within parks. Strategy W-2 Support active programming that brings people out to their parks for art, events, programs, recreation and community. This programming should be diverse and adapted to represent the community culture and encourage creation of social connections. Supporting Policy 2.1 Remove barriers to park activation, addressing aspects such as physical assets, public safety, and laws and ordinances. Supporting Policy 2.2 Creative and strategic installation of diverse park amenities supports active park use by many different user groups. Supporting Policy 2.3 Generate proactive, targeted activation of citywide parks to leverage staff resources and external partnerships and to make parks the community focal points for every neighborhood. Chapter Five: Welcome 98 TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS AND CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY Projects Include: • Identify priorities for equitable park redevelopment. • Promote volunteerism, donation, and adopt-a-park/ friends groups. • Engage neighbors in redesigning and adding activities to parks that reflect their interest, culture and the character and history of the area. • Formalize Neighborhood Park planning processes, design guidelines for standard features, and methods for developing tailored design. Transformative Project ENGAGING THE COMMUNITY THROUGH PLACEMAKING DEFINING FLEXIBLE OPEN SPACES FOR INCLUSIVE PARK DESIGN PROGRAMMING TO CULTIVATE COMMUNITY PRIDE CELEBRATE NEIGHBORHOOD CHARACTER IN PARKS (Top) Artesian Well Park. (Bottom) 337 Garden. Photo Credit: Logan Sorenson 5. REIMAGINE NEIGHBORHOOD PARKS Chapter Five: Welcome 100 WELCOME:REIMAGINE NEIGHBORHOOD PARKS During the Reimagine Nature public process, the community provided ideas to make neighborhood parks more safe and also more fun, reflecting the diverse communities that use each park. To address the lower visitation in Westside parks documented by the 2019 Needs Assessment, this transformative project envisions a community-driven approach to park improvements. The community can help guide physical improvements that tell the story of an historic spring or celebrate a neighborhood’s artistic style in a decorative community garden gate. The construction of these physical improvements in neighborhood parks create spaces that feel authentic, genuinely representing the style, history and recreation desires of the neighborhood. In tandem with community input, Public Lands will carefully look at the way department resources are prioritized. Creating a framework for equitable investment will involve identifying the communities most in need of park improvements through tools such as the equity mapping on page 48. It will also entail targeted investments in historically underserved neighborhoods, such as the recently passed City capital improvement plans and bond initiatives that include: • Investing in the Jordan River Parkway to match dollar for dollar investments in east side parks such as Liberty Park. The parkway includes over 158.3 acres of managed natural lands and is directly connected to 11 parks totaling over 440 acres. • Improvements to three west side parks to improve the amenities and add placemaking features and community character. • Creating the Glendale Regional Park, a destination park with event area and other unique recreational opportunities. Community members reimagined their neighborhood park at a “Paint the Pavement” event in Poplar Grove Park. Chapter Five: Welcome 102 WHAT IS A NEIGHBORHOOD PARK? A neighborhood park’s primary function is to serve the surrounding community and respond to the need for basic recreational amenities close to peoples’ homes. Ideally, these parks are geographically centered within a half mile of homes and are connected by pathways and sidewalks that provide safe walking and bicycle access. Neighborhood parks are typically smaller in size, ranging from about two to 15-acres, and have fewer purposes than larger community parks. They are intended to provide both active and passive recreation for residents for short daily leisure periods, and should be accessible for intensive use by children, family groups, small neighborhood gatherings, and senior citizens. Neighborhood parks typically have a mix of large and small amenities, such as open lawns and grass play areas, pavilions, playgrounds, sports courts and/or fields. On-street parking is typically adequate. As there are not enough resources to encourage extended periods of use- neighborhood parks do not usually have facilities such as lighting and restrooms. WHAT MAKES A GREAT NEIGHBORHOOD PARK? The answer to the question, “what makes a great neighborhood park” varies from one park to another. Local community values, in excellent physical condition well-maintained, amenities in good conditions accessible to all potential users all ages & abilities, people know about the facility and what they can do, free/affordable to use provide positive experiences diverse range of amenities and activities, all community members feel welcome and safe, comfortable place to spend time in are relevant to the communities they serve park design and programming reflects the culture and interest of the community members, surrounding community actively uses the park, user demographics reflect the community-based organizations are involved in park decisions and operations flexible and adaptable to changing circumstances park accommodates a variety of uses, features adapt to evolving circumstances, park enhances environmental sustainability/ resilience WELCOME:REIMAGINE NEIGHBORHOOD PARKS URBAN LAND INSTITUTE’S 5 CHARACTERISTICS OF HIGH-QUALITY PARKS Integrating input from the youth of the community is one strategy to ensure neighborhood parks serve all ages. Youth engagement can include environmental education programming or finding locations for nature exploration and play instead of the typical playground. 1 2 3 4 5 park purpose and size, and environmental conditions can lead to different sets of criteria for evaluating park quality. The variety of park settings and community needs makes it difficult to establish baseline standards each park should achieve based on quantitative considerations such as number of amenities. Yet a successful neighborhood park is apparent. It is full of activity and diverse people, well-loved by the community and frequently visited. Through research and engagement with parks and communities across the country, the Urban Land Institute, (ULI) has identified qualities that contribute to great parks which can be broadly applied to different park settings.1 The graphic on the right outlines these qualities. 1 uli-fivecharacteristics_high-qualityparks_fin. pdf Nature Playground, Story Mill Community Park - Bozeman, MT Youth Engagement Bailey Drive Gateway - Raleigh, NC Youth Engagment, West Gunnison Park - Gunnison CO Chapter Five: Welcome 104 PARKS BY THE COMMUNITY High-quality neighborhood parks are reflective of neighborhood character by being culturally relevant to the communities they serve and providing a diversity of activities that represent the neighborhood. Parks can best achieve neighborhood character when they are planned and implemented with the imagination and effort of the local community. The Reimagine Nature engagement process successfully harnessed the power of neighborhood park investment. Public Lands Staff and students from the University of Utah’s Department of City and Metropolitan Planning invited neighbors of Poplar Grove Park to join Earth Day and Paint the Pavement events in which CASE STUDY: A CITIZEN’S GUIDE TO IMPROVING PARKS Livable Memphis, in partnership with The City of Memphis, created a comprehensive guide to help citizens get involved with their neighborhood park. The guide “shares ideas and practical information for park improvement projects, provides tools and resources to be a park advocate and demystifies the process of navigating government agencies.”1 It includes worksheets for conducting park assessments and neighborhood surveys, and provides how-to guidance on the logistics of leading park events, hosting volunteer cleanups and starting a “Friends of the Park” group to name just a few. 1 https://assets.speakcdn.com/assets/2075/ guidetoimprovingyourpark_2018. pdf?1537377320428 “75% OF SALT LAKE CITY’S PARKS & PUBLIC LANDS ARE NEIGHBORHOOD OR MINI PARKS AND PLAY A KEY ROLE IN ESTABLISHING COMMUNITY IDENTITY AT THE NEIGHBORHOOD LEVEL.”– 2019 public lands Needs Assessment STEPS TO MAKING A GREAT NEIGHBORHOOD PARK: (A COMMUNITY TOOLKIT) 1. Assess needs o Identify what services, activities or amenities may be missing from the community that the neighbor- hood park could provide. o Consult published research by organizations such as TPL, NRPA and ULI to understand successful elements of a great neighborhood park. Engage neighbors to understand which park criteria is most important and assess if your park is meeting needs or could use improvements. 2. Create community-led park strategies. o Create a process to enable ground-up, community park planning, advocacy and stewardship. 3. Identify opportunities for community-led programming and park activation o Are there local businesses, non-profits, cultural groups, religious organizations, clubs or community volunteer groups that could contribute to park educational programs, events, activities or classes? 4. Create passive and active recreation opportunities to activate the park and encourage com- munity presence. o Do park amenities and recreation opportunities serve a wide variety people and cater to all ages and abilities? o Are there comfortable spaces where neighbors can linger to relax and enjoy nature? o Are there a variety of spaces that facilitate gathering and group activities? 5. Create culturally relevant amenities. o What amenities would best serve the culture and trends of the community? 6. Identify elements to create place-based park design. o Are there unique characteristics of the environment, neighborhood or community that should be reflected in the park design? o Do natural features create possibilities for unique programming or recreation such as environmental education, water recreation, hiking, or winter sports? 7. Foster community stewardship o Are there community partners with an interest in volunteerism and stewardship? o Is there neighborhood interest in forming Friends of the Park groups to steward and advocate for the park? o Are there elements of park maintenance or research that could support educational, vocational train- ing, or internship opportunities? 8. Identify local environmental considerations. o Are there natural features that are important to maintain or restore? o Are there opportunities for the park design to improve local environmental conditions such as noise pollution, air quality, urban heat, etc.? STEPS TO MAKING A GREAT NEIGHBORHOOD PARK neighbors helped design spaces for park improvements, planted trees and painted a mural. These events resulted in a park reflective of community expression and generated input for Reimagine Nature plan efforts from a typically under-represented neighborhood. Formalizing a process for inviting the community to shape their own neighborhood parks has helped parks staff across the country make neighborhood investment a fundamental element of park planning. The toolkit example shown in Figure 23 provides a framework outlining steps both the Public Lands Department and community members can take to engage the community holistically as long-term partners for the planning and stewardship of neighborhood parks. WELCOME:REIMAGINE NEIGHBORHOOD PARKS Figure 23: Community Park Planning Framework Toolkit. Chapter Five: Welcome 106 WELCOME:REIMAGINE NEIGHBORHOOD PARKS HOW ARE PUBLIC LANDS’ RESOURCES PRIORITIZED? Long-term plans, like Reimagine Nature, and annual plans by City staff work in concert to determine how time and money is spent on Public Lands. Long-term plans inform annual work. Each ring of planning is informed by community and stakeholder input. City Council and Boards contribute to prioritization decisions. WHAT INPUTS INFORMED THE REIMAGINE NATURE PRIORITIZATION TOOLS? Figure 24 communicates how a combination of inputs such as feedback and findings from the 2019 Needs Assessment, community input from Reimagine Nature engagement focus groups and survey responses, and research on existing needs and desires are all inputs guiding the prioritization of master plan recommendations, such as the 10 transformative projects. CREATING EQUITABLE PRIORITIZATION AND INVESTMENT Providing equitable parks requires evaluating park quality not just at the site scale, but at the system scale as well. System-wide prioritization of park investment begins by establishing baseline criteria and taking stock of existing conditions. Inputs such as the 2019 Needs Assessment, equity and environmental mapping, community feedback, and park amenity and conditions assessments identify gaps in the system and can help establish standards for park quality and identify areas most in need of investment. An example of local equity mapping is found on page 48. In addition to understanding where resources are most needed, it is also important to consider how funding decisions affect equitable investment. Strategies that are beneficial to some communities, such as “Friend’s of the Parks” groups, can put communities who do not have the time or money to spend at a disadvantage. According to the Urban Institute’s report Investing in Equitable Urban Park Systems, “All funding models have equity implications: some are explicitly designed to address equity and meaningfully engage all residents, some risk deepening inequities and fueling displacement, and most depend on how they are used.” The report examines different funding models and their implications for equity. It provides strategies for equitable investment practices such as redistributing funds from “Friends of the Parks” groups into city-wide systems, engaging community advisory committees in funding processes, and coordinating park and City planning efforts to discover cross- departmental alignment in both goals and funding. Figure 24: Plan Inputs and Prioritization Tools Graphic. Existing Conditions & Future Trends CommunityInput Gap Analysis Needs Assessment - Equity Mapping- Community-Identified 10 Transformative Projects- Public Lands Master Plan- Strategies and Actions Chapter Five: Welcome 108 Projects Include: • Promote partnerships for arts, music, performance, fitness, urban agriculture, and games in parks. HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR ACTIVATE PARKS BY INCREASING THE USE OF PARK SPACE USING ART, MUSIC, AND POP-UP ACTIVITIES • Provide programming for nature-based education, volunteerism, outdoor recreation, and horticulture. • Reenergize city parks and neighborhoods by adding concession operations that will generate revenues to reinvest. Transformative Project PROMOTE PARTNERSHIPS FOR COMMUNITY PROGRAMS IN PARKS 6. COMING SOON TO A PARK NEAR YOU Chapter Five: Welcome 110 SUPPORT ACTIVITY To take advantage of the beautiful spaces and green destinations Salt Lake City already has, this transformative project aims to increase use of public lands through events, programs, recreation and concessions. National parks and recreation organizations call this type of improvement “activating” parks and green spaces or creating vitality in parks through providing programs or physical features that invite activity. SUPPORT EVENTS One of the unexpected outcomes of the 2020-2021 COVID-19 pandemic safety protocols included a dramatic increase in the public visiting outdoor parks and green spaces. Events that typically happened indoors including concerts, conferences, classes and meetings transitioned to the outside. Building upon this rediscovery of outdoor venues, this transformative project welcomes partnerships with community arts, music and performance groups to look for ways to use Salt Lake City outdoor public spaces as places for events. Everyday activities like outdoor yoga, a quinceañera (celebration of a girl’s 15th birthday) or picnicking under the shade of a park tree are also important activities that can be supported through investment in infrastructure (e.g., shade, picnic tables), event policy and staff services and higher levels of maintenance in city parks. ENVIRONMENTAL ED Keeping environmental education in mind, this transformative project welcomes opportunities to expand nature-based and volunteer programs. With training in horticulture, cultivation and nature stewardship, more public participants could volunteer and support the great need to take care of what we have in Salt Lake City parks, urban tree canopy and greenspaces. YEAR-ROUND PROGRAMMING Parks see the most visitation during the warmer months. Offering a diversity of activities as shown in Figure 25 can extend park-use to all four seasons, increasing opportunities for winter outdoor activity and the associated benefits that come with adequate sunlight exposure during the dark winter months. Kids learn about relationships between soil and bugs at an environmental education event. WELCOME:COMING SOON TO A PARK NEAR YOU Chapter Five: Welcome 112 Culture & Entertainment Winter Events (Festival of Trees) Ice Sculptors Holiday Market Fall Harvest Festival Movie Nights Food Trucks Craft Market Yoga in the Park Music/Concerts Pop-up Events Public art shows, installations, competitions Art Walks Fire Pits/Warming Huts Sledding Skating Rink Cross Country Skiing Historic Signage Community & Recreation Biking/Walking Trails Outdoor Dining Paddling Farmer’s Market Outdoor Education Kid’s Play Fountain Community Gardens Climbing Wall Urban Farming Figure 25: Seasonal Activities GraphEXPAND PROGRAMMING TO PROVIDE SMALL-SCALE SEASONAL PARK AMENITIES TO ACTIVATE PARKS, INCREASE RECREATION AND ART OPPORTUNITIES FOR ALL AGES Examples of park activities. 114 6 GOAL STATEMENT Salt Lake City’s urban population is growing. The Public Lands Department will balance providing safe green spaces for the public while also protecting iconic, irreplaceable natural resources that keep the city wild. Stewardship demands are profound: diminishing environmental health, increasing need for visitor management, increasing maintenance demands, increasing numbers of unhoused using open space as refuge, and increasing costs to provide infrastructure and services to a growing city. In the Public Lands’ domain, the Department will lead the stewardship and care of urban green spaces. The Department will seek out opportunities to partner with advocacy groups and schools to educate on how the public can be stewards of the land and learn its history. PROTECT: A COMMITMENT TO STEWARDSHIPCHAPTER Public Lands Staff creating wetland habitat at Fairmont Pond. Chapter Six: Protect FACTORS IMPACTING STEWARDSHIP Stewardship can be defined as taking care of public lands now and managing resources to protect public lands for future communities of people, plants and wildlife. Taking this a step further, a 2018 literature review of environmental stewardship concepts synthesized a more nuanced definition focused on local actions: “Local environmental stewardship is actions taken by individuals, groups or networks of actors, with various motivations and levels of capacity, to protect, care for or responsibly use the environment in pursuit of environmental and/or social outcomes in diverse social- ecological contexts.”1 From this research group’s extensive review of existing management and governance practices, they identified key factors to local environmental stewardship capacity that also 1 Bennett, N.J., Whitty, T.S., Finkbeiner, E. et al. Environmental Stewardship: A Conceptual Review and Analytical Framework. Environmental Management 61, 597–614 (2018). https://doi.org/10.1007/s00267-017-0993-2 PROTECT:A COMMITMENT TO STEWARDSHIP resonated with findings from the Reimagine Nature community outreach. Firstly, local community assets including “social capital,” or trust in local government agencies and the ability to feel safe and welcome in public spaces is critical. Stakeholders and members of the Salt Lake City community cited “cultural capital” including a community’s understanding of place, history and practices as important to building motivation for stewardship. Additional factors supported by best practices and community feedback include “financial capital” of both the government and individuals that affords stewardship actions plus “human capital” of stewardship actors (community, volunteers, staff, etc.) and their degree of training, skill level and available time. SOCIAL CAPITAL & HOMELESSNESS What social capital (e.g., cues to care, stewardship actions, etc.) make Salt Lake City residents feel safe and welcome in public lands? From engagement feedback, the public expressed a deep appreciation of nature and green space that is woven throughout the city. They expressed that well-maintained, well-lit and well-attended public space provides a sense of safety. There was divided response on the larger societal issue of people experiencing homelessness and those impacts on public spaces including parks, natural areas and trails that fall under the Public Lands Department’s operation and maintenance responsibilities. On one end of the spectrum, some members of the public demanded more enforcement stewardship actions from the department and city agencies at large that ranged from more eyes on the park to removing unhoused individuals altogether. On the other end of the spectrum, community members called for ways to coexist with people experiencing homelessness or support those individuals with more social services in public spaces like lockers to store personal property. No matter what end of the spectrum the public may be on, the impacts to Public Lands is profound with 345 staff hours and $23,084 of maintenance a year devoted to clean-up activities “RECRUIT STEWARDS, RANGERS/ AMBASSADORS, AND VOLUNTEERS FROM MINORITY COMMUNITIES NEAR THE PUBLIC LANDS.” -comments from the 2021 public survey “REACH OUT AND LISTEN. SPECIFIC PLACE-BASED RESPONSES FOR ACTS OF RESTORATION, MAINTENANCE, AND DEVELOPMENT.” “RETHINK AND RESTRUCTURE OUR NATURAL AREAS TO INCLUDE THE CONTRIBUTIONS, LAND ACKNOWLEDGMENTS, AND BETTER SYSTEMS OF CARE OF THE LAND BY INDIGENOUS PEOPLE.” 118 Chapter Six: Protect related to the unhoused finding no other options than using parks, natural areas and trails as their homes. Nield and Rose, researchers from the University of Arizona and University of Utah, conducted a recent case study2 on the Jordan River Parkway and the impacts of people experiencing homelessness. Their community interviews found similar responses to those cited above for Reimagine Nature. Their report also analyzed the impact of nationwide short- term, symptomatic responses to homelessness in public lands and found that those measures may appease neighboring businesses and residents temporarily, they typically prolong the issue of the unhoused in public lands and keep management departments in a seemingly never-ending cycle of ultimately ineffective solutions. Bottom line, social capital needs to be strengthened through collaborative solutions to stewardship and cues to care. Public Lands is seeking to create more of these collaborative opportunities by expanding the 2 https://www.nrpa.org/parks-recreation- magazine/2019/january/addressing-homelessness-in-public-parks/ successful Trail Ambassadors program into a system-wide Public Lands Ambassadors program. The “Revive Our River” transformative project highlighted in this chapter provides for targeted, local green space in which to implement collaborative stewardship solutions, building up social capital and improving the environmental health of a riparian habitat that benefits both east and west sides of Salt Lake City while also improving conditions for birds, wildlife and aquatic creatures. CULTURAL CAPITAL As part of this master plan’s community engagement, Public Lands partnered with the University of Utah Planning Department Westside Studio. Students in the studio hosted a focus groups in early 2021 on the theme “Placemaking, Community Building and Equity.” Tying into the 2018 “Environmental Stewardship” research, understanding how a community’s culture and history is expressed in the landscape can help increase motivation for green space stewardship. Westside Studio students heard that the community desires to partner with Public Lands to “understand, honor and promote the knowledge and presence of rich traditions of diverse cultures” reflected in the city’s green places, parks, natural areas, trails and golf landscapes. In placemaking workshops, students found “over 80% of participants associated natural elements and family connections with their given memory.” These local findings support this chapters second emblematic transformative project, “Sustaining Our Stories,” which can help build cultural capital that in turn inspires motivation for local stewardship actions. “Sustaining Our Stories” also seeks to protect the cultural capital found in historic assets such as the buildings and landscapes that keep the stories and cultures of the city’s past alive. FINANCIAL AND HUMAN CAPITAL The old adage “time is money” also relates to organization and individual capacity to implement local environmental stewardship actions. Salt Lake City demographic trends point to more households falling below the affordability threshold for living and working in Salt Lake City. North American cities with similar demographic trends struggle with balancing delivery of equal quality of life amenities (e.g., well-maintained public lands) with a greater percentage of the population needing additional support to access those amenities equitably. Plus, any historic areas of inequity are magnified and struggle even more to catch up with quality and community stewardship of public spaces in affluent neighborhoods. From an individual perspective to an agency perspective, the Public Lands Department also faces steep challenges to balance resources and keep up with needs. NRPA’s 2021 Agency Performance Review finds that parks departments around the country typically provide 8.2 full time equivalent employees (FTEs) per 10,000 residents to maintain and protect resources. Public Lands would need a total of 160.7 FTEs to meet the current number of residents. Currently, Public Lands has approximately 100 FTEs, or 5.1 FTEs per 10,000 residents. As the City continues to grow, the Public Lands service gap could continue to widen. With over 30,000 new residents expected to move to Salt Lake City by 2040, an additional 15.3 staff will be needed to maintain current staffing levels per capita. To match national averages, in year 2040, Public Lands will need 184.9 FTEs. PROTECT:A COMMITMENT TO STEWARDSHIP The Department’s current spending in 2020 was $15,670,096, or $79.95 per capita. US peer cities per capita annual operating budget spending averaged $88.30. To keep up with peer cities, SLC Public Lands would need an annual operating budget of $17,306,800, an increase of $2-million. By 2040, Public Lands would need to have a budget of $19,955,800. Additional data collection and research is needed to determine an appropriate method to address a backlog of deferred maintenance costs. An inventory of Public Lands’ investments and their conditions is underway which will inform future deferred maintenance planning efforts. “I WANT YOU TO ACT AS IF THE HOUSE IS ON FIRE, BECAUSE IT IS.” - Environmentalist Greta Thunberg, World Economic Forum, Davos, 24 January 2019 Chapter Six: Protect 120 “CONSIDER THE WATER NEEDS OF CURRENT AND FUTURE VEGETATION; MAKE PLANS THAT REDUCE WATER USE WITH NATIVE AND ADAPTIVE SPECIES WHILE ADDING TREES AND OTHER PLANTS.” “I WOULD HOPE COMMUNITY INVOLVEMENT COULD BE INCLUDED IN THE PLAN. THINGS LIKE HAVING LOCAL PERFORMERS PUT ON SHOWS AT NEARBY PARKS, OR HAVING VOLUNTEERING BE MORE ACCESSIBLE. PUTTING ON A CONCERT AT A PARK MAKES ME WANT TO GO OUTSIDE AND VISIT A PARK MORE. SOMEWHERE LIKE THE PEACE GARDENS WOULD BE IDEAL FOR THAT.” “CREATE AN ACTIVE PROGRAM TO TRAIN, SUPERVISE, ORGANIZE, EQUIP AND DEPLOY VOLUNTEER “STEWARDS” TO HELP WITH CREATION AND MAINTENANCE OF PROGRAMS.” -comments from the 2021 public survey “SINCE MORE PEOPLE ARE USING THE OUTDOORS, EDUCATION ON HOW TO TREAT AND TAKE CARE OF IT IS ESSENTIAL.” Local stewardship actions require human and financial capital (time and money). Looking forward over the next 10 to 20 years, it is clear that investment in Public Lands and ensuring larger, citywide efforts to keep Salt Lake City affordable will have a profound effect on local stewardship capacity for individuals and institutions. DESIRES AND OPPORTUNITIES FOR PROTECT In the 2020 community survey, the word “protect” most often resonated as a goal with the thousands of participants. In PROTECT:A COMMITMENT TO STEWARDSHIP reflecting on the concept and ideas from the 2021 survey, many citizens took the time to add write- in comments encouraging the planning team to prioritize ways to protect and restore nature and wildlife. Enriching the discussion about protecting nature are direct quotes from participants found below and to the right. Chapter Six: Protect 122 LOCAL STEWARDSHIP IN ACTION Youth volunteers are a big component of the Parley’s Rails, Trails and Tunnels Coalition. The organization collects donations to support the trail in addition to providing volunteer opportunities which include helping maintain the trail, planning and trail design, fundraising events. The International Peace Gardens Academy pairs stewardship alongside educational experiences. Volunteers can learn gardening skills, help maintain and cleanup natural areas near the Jordan River and lead educational garden tours. The group also provides opportunities for members of heritage groups to share their culture and traditions through storytelling activities in the garden. Salt Lake City Public Lands is an active steward of the city’s natural and wild spaces. The Natural Lands Division works to restore and create native landscapes, such as the newly created wetlands at Fairmont Park. Public Lands also provides stewardship opportunities such as Puncturevine Pulls, Canoe Cleanup Day on the Jordan River, and a 9-Line Dig Day at the 9-Line Bike Park. Youth help volunteer for the Parley’s Creek Coalition Photo: https://www.parleystrail.org/getinvolved An event at the International Peace Gardens near Jordan Park. Photo: http://www.utah17mai.com/index.html Salt Lake City Public Lands Staff planting native wetland vegetation at Fairmont Park. The following recommended strategies and policies are high- level guidance for Public Lands operations and maintenance that direct how Public Lands will achieve the plan goal of sustain over the next decade. The community identified two PROTECT:STRATEGIES AND POLICIES OVERVIEW transformational projects to support the overall goal of protect. Working in tandem with the strategies and policies in this table, these projects root the 20- year vision with on-the-ground improvements that will contribute to the protecting the region’s PROTECT: HIGH-LEVEL STRATEGIES AND POLICIES Strategy P-1 Ensure iconic, irreplaceable assets are not lost or rendered less valuable due to neglect, destruction or development. Supporting Policy 1.1 Identify and direct capital funding for acquisitions and infrastructure investment that protects iconic assets. Supporting Policy 1.2 Improve equitable distribution of maintenance resources, with a focus on improving the condition and usability of the Jordan River Parkway and Westside parks. Supporting Policy 1.3 Establish and expand a Park Ranger program to enforce protective ordinances, educate park users, and safeguard public land assets from damage and abuse. Strategy P-2 Leverage the power of the community to help steward SLC’s Public Lands. Supporting Policy 2.1 Empower friend’s groups and community organizations to increase stewardship capacity, add value, and maximize their contributions of expertise and resources. Supporting Policy 2.2 Grow a robust volunteer management apparatus to empower individual residents to contribute their time, effort and knowledge to help support their public lands system. Supporting Policy 2.3 Use targeted education campaigns to create a culture of stewardship in SLC. landscapes, natural resources, plants and animals. Additional detail for implementation is provided in Chapter 8: Action Strategies. Chapter Six: Protect 124 The Jordan River Water Trail....QUICKFACTMILES PROMOTE THE JORDAN RIVER PARKWAY AS AN ALTERNATIVE AND ACTIVE FORM OF TRANSPORTATION The Jordan River Parkway is the longest paved urban trail in the U.S. with over 60 MILES following the Jordan River from Utah Lake to the Great Salt Lake Projects Include: • Establish welcoming park spaces along the river, and further integrate Rose Park and Glendale Golf Courses into the Jordan River Parkway, to foster community gathering and bring the river into focus as one of SLC’s most desirable recreation destinations. INVEST IN PROJECTS AND MAINTENANCE ALONG THE JORDAN RIVER PARKWAY THAT WILL PROMOTE EQUITY, ACCESS, SCENIC BEAUTY, DIVERSE RECREATION, AND HEALTHY ECOLOGY ALONG THE PARKWAY INTERNATIONAL PEACE GARDENS ROSE PARK GOLF COURSE GLENDALE GOLF COURSE & GLENDALE REGIONAL PARK Figure 26: Investing in the Jordan River Parkway. 7. REVIVE OUR RIVER • Establish a self-serve kayak rental program on the Jordan River, complete with multilingual signage and river- access improvements to make water recreation accessible to more people. • Restore and enhance natural areas along the river for improved biodiversity, habitat and a healthy environment. • Redevelop Glendale Regional Park and make improvements to Jordan Park and International Peace Gardens to create regional attractions and event space with characteristics that celebrate and preserve community culture and diversity. Transformative Project Chapter Six: Protect 126 PROTECT:REVIVE OUR RIVER Salt Lake City’s iconic Jordan River took its name from the historic river in the Middle East, a sacred landscape and threshold to the “Promised Land” in Judaism and Christian traditions. For other cultures, fertile river valleys have also played a critical role in civilization, agriculture and are also seen as sacred landscapes. Native American groups recognize the life- giving qualities of rivers: “If there’s water nearby, I’ll go there for solace…. Both the river and I have changed, but our course remains the same” (from “River Sonnet” poem by Tacey M. Atsitty, Diné). For many North American cities, the form of development and attitude towards city rivers range from embracing portions of the river for recreation and commerce, to using the river for stormwater and waste management and to “turning our backs” on city rivers as areas full of insects, pests and flooding. In Salt Lake City, the community has voiced a strong desire to protect the Jordan River as a natural asset by expanding and improving ecosystem health and recreational experiences along the 60-mile Jordan River Parkway Trail. For improved recreation, the public shared that additional maintenance and safety amenities like trail lighting would make the Jordan River Parkway experience more welcoming. Additionally, the Jordan River lands are adjacent to many underserved communities and investment in high quality maintenance and recreation infrastructure can help bring more equitable service to Westside neighborhoods. A key opportunity for ecosystem health is that the scale of available land along the Jordan River Parkway provides an opportunity to greatly increase tree canopy in an environment that can support long-term growth of healthy, mature shade trees. These lands offer a consolidated opportunity to protect and enhance the tree canopy as the urban forest declines through impacts of climate change, insufficient stewardship (e.g., irrigation of young trees) by adjacent landowners, and the illegal removal of trees during construction as the city population grows and redevelops. Urban infrastructure has shaped the Jordan River throughout SLC’s history. “Revive Our River” invites the community to reimagine the river as the ecological heart of the city. Chapter Six: Protect 128 TRAILHEAD LIGHTING & RANGER AMBASSADORS CONNECT TO TRANSIT, BICYCLE ROUTES & IMPROVE PARKING IMPROVE BIRD HABITAT PROVIDE ADA ACCESS ENHANCE TRAILS & ACTIVE TRANSPORTATION INCREASE TREE CANOPY IMPROVE WATER QUALITY CREATE A PADDLE TRAIL NATIVE REVEGETATION & INVASIVE PLANT REMOVALEXPAND PARKS & AMENITIES ACTIVATE SPACE Invest in tree canopy, grounds maintenance, a recreational paddle trail, and park development, renewal and expansion from Glendale Regional Park to the Regional Athletic Complex. IMPROVE THE ENVIRONMENT & WATER QUALITY Focus first on reducing abundance and occurrences of high-priority invasive non-native species present, then reduce the frequency and cover of low-priority non-native species, whenever IMPROVE SAFETY & PERCEPTIONS Implement a robust, citywide Ranger-Ambassador program in the City’s parks, natural areas and open spaces that focuses equally on resource protection and enriching the experience for all Public Lands visitors. ACTIVE TRANSPORTATION & CONNECTION Connect our parks and natural spaces to the city’s human powered transportation network. Figure 27: Revive Our River Concept Illustration. possible. Focus restoration on riparian areas and creation of wetlands as they are one of the most degraded ecological systems.. BIG MOVES & STRATEGIES Chapter Six: Protect 130 CASE STUDY: The city of Seoul uncovered and restored a 3.6-mile portion of the Cheonggyecheon Stream in the center of the city, creating a connected green way for walkers, cyclists and wildlife. The Landscape Architecture Foundation features this project in their Landscape Performance Series1 and documented that the final protects the city from the impacts of 200-year flood events, increased overall biodiversity by 639%, reduced the urban heat island effect on stream temperatures by 2-degrees Celsius and reduced air pollution by 35%. Beyond these successes, the project team also had costly lessons learned by not fully including access considerations for those with visual and physical disabilities in the initial design. 1 https://www.landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration • Consider using low-flow retaining walls rather than stone or concrete; • Install spur dikes to increase water depth and slow flow; • Utilize variation in river bottom profile to support invertebrates; and • Create plant-based filter strips for cleaning the stream from hardscape and street pollutant runoff. Those were added later after protests and were more costly. A technical follow-up study also cited the following suggestions to better support plants, fish and invertebrates: BEFORE & AFTER EXAMPLES: Photos credits 1) Cheonggyecheon Stream, https://www.landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration; 2) https://www. pressdigital; 3) https://www.itdp.org/2021/04/02/leapfrogging-past-the-urban-highway/ Chapter Six: Protect 132 REVEAL PAST AND PRESENT STORIES FROM OUR DIVERSITY OF EXPERIENCES THAT HAVE SHAPED THIS VALLEY, GIVING FOCUS TO UNDERREPRESENTED AND INDIGENOUS PEOPLE. EXPRESS THESE STORIES THROUGH LANDSCAPES, STRUCTURES, PLACEMAKING, AND ART ENGAGE PARTNERS IN SHARING COMMUNITY STORIES PROTECT ICONIC LANDSCAPES THAT SHARE OUR HISTORY AND CULTURE Photo: Above) Midtown Park, Design Workshop; Top Right) Place, credit; Bottom Right) Allen Park, SLC Public Lands Transformative Project Projects Include: • Initiate a storytelling project with partners to collect, share, and display stories relevant to public lands. • Engage our communities in identifying more meaningful names for our local parks. • Invest in restoring and interpreting iconic structures and landscapes such as Allen Park, Fisher Mansion, and Warm Springs Park. 8. SUSTAINING OUR STORIES Chapter Six: Protect 134 PROTECT:SUSTAINING OUR STORIES Landscape architects Matthew Potteiger and Jamie Purinton write in “Landscape Narratives: Design Practices for Telling Stories” that storytelling is “fundamental to the way people shape and make sense of experience and landscapes.” The trees, material of paths, recognizable businesses around a park’s perimeter and other physical qualities of parks and natural areas are the setting where the city’s collective and individual stories “take place.” As Salt Lake City grows and welcomes more people, important historic stories and origin stories of parks and public lands are at risk of being lost in the passage of time and dynamic changing of place. As cities reconcile the recent history of colonization by Westerners, Native American stories and ways of creating shared places become important. For youth these stories can add an additional path to understand and appreciate green space and civic commons. The humanistic practices of art, literature, community advocacy, history, drama, music, street arts, architecture and landscape architecture all have methods and means to design and tell stories of the land and cultures both past and present. This transformative project aims to create landscape “canvasses,” both by preserving historic, cultural assets and their stories and by creating opportunities for storytelling with partner groups and the community. In documenting and “Sustaining Our Stories,” Public Lands preserves and protects the cultural threads that create a sense of place in Salt Lake City’s nature. Restoring and interpreting structures within Public Lands, such as Allen Park, Fisher Mansion, and Warm Springs Park are sizable investments of this Transformative Project. The many cultures and stories that shaped Salt Lake City are embedded in historic architecture and landscapes such as the springs and historic bathhouse at Warm Springs Park. “[AN IMPORTANT] ELEMENT OF GREAT PUBLIC SPACES IS THEIR ABILITY TO HIGHLIGHT AN AREA’S CULTURAL IDENTITY- WHETHER THROUGH LOCAL PRACTICES, LOCATION, HISTORY, DESIGN, ARCHITECTURE, OR ART. THIS IS A CRUCIAL FACTOR FOR CREATING A SENSE OF PLACE THAT CAN WITHSTAND THE TEST OF TIME.” -PROJECT FOR PUBLIC SPACES, MARCH 2016 Chapter Six: Protect 136 CASE STUDY- RENAMING ADVOCACY Over the last decade, the National Parks Conservation Association had advocated changing the names of several of landscape features in National Parks to reflect indigenous names (e.g., proposal to change Hayden Valley PLACE NAMES Places are shaped by the names they are given, stories that are told and histories that are taught. Over time, unshared stories become at risk of being lost, forgotten without a place in the historical narrative. The Native Lands Map to the right, highlights indigenous tribal landscapes around and in the Salt Lake Valley that were home to the Ute, Goshute and Shoshone for thousands of years. It demonstrates place before European settlers structured and claimed the land with borders, names and property. It strives “to map Indigenous lands in a way that changes, challenges, and improves the way people see the history of their countries and “IF HISTORY CAN BE READ IN THE NAMES ON THE LAND, THEN IT IS VERY PARTIAL AND VERY FRAGMENTED,” -Lauret Savoy, author of “Trace: Memory, History, Race, and the American Landscape” Blackfeet leaders Bird Rattler (far left), Curly Bear (second from left) and Wolf Plume (third from left) meet with Stephen Mather, soon-to-be Park Service director (sitting) and other officials to respectfully protest the use of English-language names in Glacier National Park in 1915.1 Photo Source: https://www.npca.org/articles/2189-naming-matters-photo credit copyright Marian Albright Schenck/The Collections of Horace Albright 1 https://www.npca.org/articles/2189-naming-matters Public Lands can help communities share their stories by serving as a venue, such as the Temporary Museum of Permanent Change, a collection of rotating artistic exhibits Downtown that highlight the stories of the people of SLC. peoples.”1 Similarly, Public Lands can provide an opportunity to keep indigenous histories alive by recognizing and sharing important place names and stories. 1 https://native-land.ca/ in Yellowstone to Buffalo Nations Valley). Similar efforts are met with support and detractors. There are sentimental attachments to place names or others may not resonate with current trends towards what some people call a “cancel” culture. This case study reflects the potential opportunities and challenges Salt Lake City Public Lands could face in the process of “Sustaining Our Stories.” A good way to provide space for the community to brainstorm, respectfully disagree and come to consensus would be to leverage the Reimagine Nature engagement tactics and partnerships with community groups like the University of Utah staff and students. Figure 28: Native Lands Map. Source: https://native-land.ca/ Chapter Six: Protect 138 some such creeks never entirely disappear. A ghost, if you will, holds the creek’s place, moving slowly in darkness below the dry, sun-baked surface. In the mind of a local resident finely attuned to such things, you’ve come upon the invisible but real when you stand above a blind creek. Dig, and the water will come to light, like the blind floor revealed when the carpenter’s floor is taken up.” -Barry Lopez CASE STUDY-THE “ACTIVATION” AT BUCHANAN MALL CASE STUDY- LANGUAGE OF LANDSCAPE Over the last decades, several writers have compiled compendiums of lost landscape words that help describe the ecological phenomena of nature. “Sustaining Our Stories” is also about getting out in nature and expanding our language of landscape. Three books speak eloquently on this topic. Features in parks, such as this chalk wall, can provide opportunities for people of all ages to tell their stories. Photo: Midtown Park, Design Workshop Community Storytelling at Buchanan Mall, San Francisco. Photo Source: https://www.exploratorium.edu/publicspaces/projects/buchanan-mall. In September 2018, the City of San Francisco began their partnership to re-envision and renovate Buchanan Mall. The City and other partnerships engaged in a intensive engagement with the community to develop and discuss the plan. Once the concept plan was complete, the City selected one block to fully design and build to show the community the possibilities of their shared spaces. One attraction in the developed block was the installation of the “Activation”. The Activation is a temporary installation of gardens, benches, archways, historical photos, lighting, and two “audio- As Robert McFarland writes in his 2015 book Landmarks, which collated thousands of words describing the landscapes of Britain and Ireland, “this is a book about the power of language— strong style, single words—to shape our sense of place.” In addition to the cultural histories of people who have lived in the Valley’s landscapes, there are words all of us are unfamiliar with or as McFarland writes, “we have forgotten 10,000 words for our landscapes.” The 2006 book Home Ground: A Guide to the American Landscape compiles over 800 fading landscape words from 45 poets and writers. In this book edited by Barry Lopez and Debra Gwartney, words such as “blind creek” are defined: “To most eyes a dry creek is a place where a creek once flowed and after a rain will likely flow again. Such a waterway is an ephemeral creek, technically. But by another way of seeing, domes” providing stories from the neighborhood. The community worked together to design prototypes of the Activation dome and were hired to help build the installment. This created a sense of ownership over their space and fostered conversations among community members. Chapter Seven: Grow 140 7 GOAL STATEMENT As the Salt Lake City population increases, our public lands receive more visitation and work harder to reduce negative impacts of more “footprints” on our landscapes and public amenities with increased maintenance and renewal. Providing the amount of public properties in relation to population growth needs is increasingly challenging in a city reaching maximum expansion build-out with limited opportunities to aquire large natural areas or small parks in areas of dense development with high land prices. City departments and partners work together to provide green space and recreation opportunities in our rapidly re-developing downtown. We innovate and make smart use of the public properties we have, being strategic with our resources and creating funding sources to expand our urban forest, trails, park system, and natural areas. GROW: EXPAND OUR PUBLIC LANDS SYSTEM SLC golf courses provide an opportunity to greatly increase the urban forest and provide it with care. CHAPTER Chapter Seven: Grow 142 EXPANDING THE PUBLIC LANDS SYSTEM 2020 Census data shows that Utah is the fastest-growing state in the nation.1 Over 30,000 people are expected to move to Salt Lake City by 2040. In order to maintain the current level of park space provided to the population, as of the 2019 Needs Assessment, the city would have to add 94 additional acres of park space to Public Lands. That’s roughly equivalent to adding another Liberty Park to the city. This acreage is a shifting metric as parks, such as the new Allen Park, have been added to the system yet the population of the city has grown faster than predicted in 2019. Like other North American cities with expanding population, challenges to growing or acquiring more green space include rising land prices, limited resources for taking care of current lands and competing land use needs. In terms of walking distance to green spaces, Plan Salt Lake sets a 2040 aspirational target of every 1 https://gardner.utah.edu/census-2020-utah-fastest-growing-state-in-u-s/ GROW:EXPAND OUR PUBLIC LANDS SYSTEM resident living within a half-mile of public lands. While most residents meet this criteria, the denser urban communities of Downtown, Sugar House and the Central Planning Area still have gaps in walkable access to parks.2 In addition to public parks for recreation, expansion of Natural Lands and trail corridors for land and water conservation, wildlife habitat, and other ecological or scenic character purposes is also of high importance. The 2010 Salt Lake Open Space Acquisition Strategy identified many key opportunities and since then area plans have highlighted urban to wilderness opportunities for expanding Public Lands holdings. RISING LAND PRICES AND GROWING POPULATION The Deseret News3 recently reported that 2020 saw double- digit percentage home price increases and classifies the 2 Salt Lake City Parks and Public Lands Needs Assessment, (2019)3 https://www.deseret.com/2021/5/13/22412416/ utahs-place-in-the-west-raging-housing- market-salt-lake-city-rising-housing-prices-record-breaking Salt Lake metro as one of the hottest housing markets in the West. Salt Lake City’s Downtown Alliance4 found that real estate and construction costs are at an all- time high and there are insufficient green spaces downtown. Most cities offer three times more green space to downtown residents than Salt Lake City. The 2019 Needs Assessment5 also found that the downtown core is especially lacking in green space compared to the rest of the city and identified the Depot District, Central Business District, East Downtown and 400 South as population growth areas of the city that will require additional open space to meet the needs of future residents. RESOURCES TO MAINTAIN AND ACQUIRE Acquiring additional land for parks, natural lands, and trails is costly and maintaining new spaces will add resource burden to the existing deferred maintenance of existing public lands. 4 https://www.downtownslc.org/images/pdfs- doc/2020_State_of_Downtown_v10.pdf 5 Salt Lake City Parks and Public Lands Needs Assessment, (2019). - plan Salt lake, 2014 “OPEN SPACE AND THE NATURAL ENVIRONMENT ARE DEFINING FEATURES OF SALT LAKE CITY. OUR BEAUTIFUL CITY PARKS AND OPEN SPACES, PAIRED WITH THE DRAMATIC VIEWS OF AND PROXIMITY TO THE WASATCH AND OQUIRRH MOUNTAINS, MAKE SALT LAKE CITY A BEAUTIFUL PLACE TO LIVE AND VISIT. THESE AESTHETIC AND RECREATIONAL QUALITIES ATTRACT NEW RESIDENTS, VISITORS, EMPLOYERS, AND INVESTMENTS TO OUR CITY.” Chapter Seven: Grow 144 Some municipalities utilize developer contributions as one mechanism, that when property tuned, contributes to parks provision for new residents. The 2010 Open Space Acquisition Strategy lists a number of conservation tools including: bargain sale of land, parkland/ trail dedications, zoning for conservation, trail easements, conservation easements, purchase of development rights, transfer of development rights, conservation subdivisions, deed restrictions, wildlife property tax valuation, partnerships for funding leverage and stewardship. Criteria for new open space includes evaluating benefits of scenic assets, ecological health and the neighboring community, and connection to other public lands. Other mechanisms, such as Community Reinvestment Bonds for capital improvements, will act as another resource for improving public lands, with funding allotted to major projects which include: creating a regional park at Glendale, restoring historic buildings and landscapes in parks such as Allen Park and Warm Springs Park, continuing implementation of the Foothills Trails System Plan, creating a wood re-utilization plan for the Urban Forestry division and improving the Jordan River. COMPETING LAND USE GOALS Affordable housing and supporting commercial businesses and utilities are high needs for a growing city. Also important is public lands infrastructure. University of Chicago psychologist Marc Berman states, “natural spaces are not an amenity, they’re a necessity—we have to have it. Just like clean water or clean air, we have to have natural spaces in our environment for people to function well.”6 Given Downtown and the Central Planning Area’s lack of adequate greenspace, in addition to a growing population, protecting and enhancing SLC’s existing parks and open space and efforts to increase the provision of greenspace are of top importance. While other land uses such as affordable housing provide a worthy cause for urban 6 https://www.discovermagazine.com/health/ green-spaces-are-a-necessity-not-an-amenity-how-can-cities-make-them development and infill, public greenspace is an irreplaceable asset within the city. Not only is it crucial to protect the few remaining slices of greenspace in the city for wildlife and ecosystem benefit, it is economically a valuable asset for the City to retain. Based on the average land value of SLC planning areas that contain homes today, if the 3,699 acres of existing parks and golf courses were overcome by development, replacing those acres – and the essential associated environmental and health benefits - would cost approximately 1.4 billion dollars.7 However, in some situations nonperforming lands could be swapped for those that better serve Public Lands mission. 7 Calculated with GIS data from the Salt Lake County Assessor’s Parcels and Salt Lake City planning areas. DESIRES AND OPPORTUNITIES FOR GROW In reflecting on one word that sums up the public’s vision for the next 10 years of public lands, “grow” came in as the second most popular. Digging into the hundreds of comments made from the public, many people reflected on the need to invest in green spaces on the Westside of the city and from a citywide perspective to add spaces where plants and wildlife needs come first. Ideas on how to grow public lands from the public include: “More natural wildlife areas without paved trails. A NY Central Park size park on the West side of the valley.” “Require that all new apartment building complexes have green spaces as part of their design.” “[Experiment with] a planting of some native species, you know, the little copses of oaks and maples and box elders that exist in that Golf Course are really needed and actually harbor quite a bit of wildlife.” “94 ACRES OF NEW PARK LAND WILL BE REQUIRED BY 2040 TO MEET FUTURE NEEDS AT THE SAME LEVELS OF SERVICE AS TODAY.” - 2019 SLC Public Lands Needs assessment “MOST CITIES OFFER THREE TIMES MORE GREEN SPACE TO DOWNTOWN RESIDENTS THAN SALT LAKE CITY.” Chapter Seven: Grow 146 General standards for different park types (classifications), shown in Figure 29, helps to provide parameters for creating equitable park investments and expectations. For example, Neighborhood Parks are unlikely to include restrooms as this expense is better reserved for Regional, Community, and Special Use Parks that may require greater PARK CLASSIFICATIONS AND STANDARDS travel and duration of visitation. However, these classifications do not dictate aesthetics and allow for selection of a variety of features- such as types of sports courts, community garden, or play features. Upgrading parks to include amenities listed for their categories, such as Glendale to be a regional park, is one way that park capacity to support a growing population can be met. As the city nears build- out and it becomes even more challenged to acquire additional park acreage it will be important grow within existing parks to do more to meet needs. PARKLAND CLASSIFICATIONS AND STANDARDS Size and Service Area Purpose and Function Characteristics and Amenities Expectations Location Examples *not a complete list Regional Park 25+ Acres. 1.5 mile local service & city and regional service Provides facilities and recreational amenities intended to serve city residents as well as the surrounding region. These parks should provide a large variety of recreational opportunities to be both a regional destination and surrounding community attractor. These parks are likely to support a combination of passive and active interests such as water play, playgrounds, shelters, trails, and athletic facilities. Park amenities, events and landscape make them regional attractions. Special site features such as streams, lakes or historic sites may add to the park’s character. Amenity expectations may include restrooms, parking, lighting, concessions, facilities for rental/reservation, and expression of history, art and culture. Liberty Park Future Upgrade: Glendale Park, Jordan Park/ Peace Gardens, Riverside Park, Rosewood Park, Sunnyside Park. Special Use Park Size Varies 1.5 mile local service & city and regional service Parks that mainly serve one specific purpose or community need. Examples include the three downtown special events parks that provide a plaza experience for passive recreation and host festivals and events. Examples include bike parks, horticultural centers/ working farms/community gardens, arboretum/botanical garden, sports complexes or parks dedicated to similar sports tournaments and groupings, environmental education centers, performance areas, urban plazas, festival walkways, civic parks, or other specialized activity or recreation interests. Characteristics and amenities vary based on special use purposes. For example, special events parks may include vendor space, venues for entertainment such as permanent or temporary stages and seating, and access to electrical hook-ups. Regional Athletic Complex, Library Square, Washington Square, 9-Line Bike Park, Sorenson Multi-Cultural Center, Artesian Well Park, Model Port, Allen Park. Size and Service Area Purpose and Function Characteristics and Amenities Expectations Location Examples *not a complete list Community Park 10-25 acres 1-mile service area to account for people walking, biking, or driving to parks Focused on meeting the major parks and recreation needs of the city. Serves as a focal point for community-wide activities and group gatherings. Provides facilities that serve a broad purpose, balancing active and passive recreation needs. Allow for group activities not feasible nor desirable at the neighborhood level due to noise, lights, traffic, etc. Often adjoining other community-oriented facilities (libraries, community centers, schools, etc). Portions of the site should have gentle topography to accommodate active sports fields and open turf areas. Unique landscapes should be preserved, celebrating features such as streams, lakes or historic sites to express park character. Community Parks have facilities such as lighting and restrooms. May include special amenity or recreation facilities, such as athletic complexes or sports fields, large swimming pools, or play areas, although not the only purpose of the park. Likely to include playground equipment or large play structures, informal and formal play fields, paved areas for court games, pathways, picnic shelters, and community buildings. Portions of land may include areas of natural quality for outdoor recreation, such as walking, viewing, picnicking. May include natural features such as water bodies or features and gardens. 11th Ave. Park, 1700 South River Park, Cottonwood Park, Fairmont Park, Herman Franks Park, Memory Grove Park, Pioneer Park, Washington Park, Warm Springs Park. Neighborhood Park 2-15 acres Neighborhood, ½ mile walking distance. Generally serves neighborhood needs with fewer purposes and smaller size than Community Parks. Intended to provide both active and passive recreation for residents for short daily leisure periods. Should be accessible for intensive use by children, family groups, small neighborhood gatherings, and senior citizens. Accessible to neighborhood population and geographically centered with safe walking and bicycle access. May be developed as a park-school facility. Mix large and small amenities, such as open lawns and grass play areas, pavilions, playgrounds, sports courts and fields. On- street parking is typically adequate. Ideally, these parks are linked by pathways and sidewalks and respond to the need for basic recreational amenities close to peoples’ homes. Do not have facilities such as lighting and restrooms. Poplar Grove Park, Sherwood Park, Popperton Park, Ensign Downs Park, Jefferson Park, Meadows Park, Wasatch Hollow Park, 900 South River Park, and more*. Upgrade: Taufer Park Mini Park 2 acres or less Neighborhood, 1/4 mile walking distance. Specialized facilities that serve a limited area, concentrated or limited population or specific group such as children or seniors. Could be provided by public or private sector. May have elements such as small playgrounds, seating or picnic areas and shade. Do not have facilities such as lighting and restrooms. In dense, urban areas, may be highly designed to serve more people in a small space. 600 East Park, Almond Park, Guadalupe Park, Victory Park, Silver Park, Ron Heaps Park, and more*. Figure 29: Near Term Investments By Planning Area Map. Chapter Seven: Grow 148 Neighborhood Park: Wasatch Hollow Mini Park: Imperial Park Trailhead: Ensign Peak Parkways: Jordan River Parkway Golf Course: Bonneville Special Event Park: Library Square Natural Lands: Fife Wetland Regional Park: Liberty Park Community Park: Fairmont Park EXAMPLES OF TYPES OF PUBLIC LANDS SPACES IN SLCPARKLAND CLASSIFICATIONS AND STANDARDS, CONTINUED Size and Service Area Purpose and Function Characteristics and Amenities Expectations Location Examples *not a complete list Natural Lands, Non-Urban Varies City or broader region These areas are generally maintained in their natural state with ecological systems management and help preserve significant views, provide wildlife sanctuaries, and conserve natural resources. These areas may also support scientific research and trail equestrian and bicycle use. Depending on site conditions, public access can be limited. Emphasis is on achieving a balance between re-source protection and public use. Natural land areas with environmentally sensitive habitat and features, and riverfront areas and floodplains and creek corridors. Often provide connections with other public lands. Site features such as streams, scenic views, rock outcrops, or historic sites may add to the natural area’s character. May include above or below grade utility infrastructure so long as land remains predominantly natural in character. Foothills Natural Area, Parleys Historic Nature Park, Lower Jordan River Wetlands, and more*. Natural Lands, Urban Varies City or broader region Urban natural lands are natural spaces which are typically surrounded by urban development or adjacent to manicured parks and often serve a park-like function. Similar to Non-urban Natural Lands but require a higher level of maintenance, facilities and/or infrastructure to manage human activities and adjacency to the built environment. May support opportunities for passive recreation through recreational trails, interpretive facilities, historic and cultural exhibits, nature observation, photography, orienteering, kayaking, canoeing, floating, and fishing. Miller Park, Wasatch Hollow, Hidden Hollow, Fife Wetland Preserve. Greenways N/A Neighborhood, city or broader region Linear parks, greenways and paved and unpaved surface within a designated open space corridor allowing for pedestrian and bicycle commuting and recreation use. Trails are measured by linear distance, not land area. Linear green spaces, parkways, trail corridors, stormwater infrastructure, and green interventions along public thoroughfares which add aesthetic value and may encourage pedestrian and bicycle use. May include associated natural or manicured landscape with paved and unpaved trails. May include ornamental plazas, special features like gardens, bike parks and trailheads, stormwater infrastructure and urban forest enhancements. 9-Line, Folsom, Green Loop, Jordan River Parkway, planted medians. Golf Courses 100 – 250 acres for 9 to 18-hole course. City or broader region Large expanses of turf grass, trees, and small water features that are maintained for the game of golf. May include trails or trail ac-cess within non-playable portions of the property so long as golf activity remains unencumbered by trail access. Rolling terrain without overly steep sections. Appropriate soils, drainage, and water availability to support turf grass. Small water features and other natural elements add to the complexity and difficulty of the game while also providing habitat for urban wildlife and potential for stormwater retention. Nibley, Forest Dale, Bonneville, Rose Park, Glendale, Mountain Dell. Chapter Seven: Grow 150 Figure 30: Future Investments By Planning Area Map. INCREASING LEVEL OF SERVICEAND FUTURE INVESTMENTS The National Recreation and Park Association (NRPA) finds that city parks departments on average offer one park for every 2,777 residents and 9.9 acres of parkland per 1,000 residents. While this is a national benchmark average, NRPA acknowledges that park agencies are as diverse as the landscapes and people they serve. There is no one, standard way of measuring level of service that works for every city. The people, staff and stakeholders of a city must provide input on the values and needs of their own communities for access to the urban outdoors and environmental services provided by parks, urban forests and green spaces. Level of service is often measured by acres of parks and open space per person. Yet many measures such as park investment and availability of park amenities contribute to the level of park service each neighborhood receives. Due to limited available space, areas of the city with higher densities will need to find creative solutions to increase park level of service to meet the demands of a growing population. At the same time other planning areas contain substantial acreage of parks and natural lands which are in need improved maintenance and the addition of amenities to equally serve the community. Figure 30, the map to the right shows near-term Public Lands’ investments that seek to improve the level of service of parks and amenities across the city. Significant near-term investments are broken down by planning area on the following pages, highlighting major improvements and transformative projects that will serve each community. AVENUES EAST BENCH SUGAR HOUSE NORTHWEST CENTRAL COMMUNITY DOWNTOWN WEST SALT LAKE CAPITOL HILL GROW:EXPAND OUR PUBLIC LANDS SYSTEM FUTURE PUBLIC LANDS INVESTMENTS GOLF COURSES EXISTING TRAILS PROPOSED TRAILS PARKS AND NATURAL LANDS CEMETERY HIGH EQUITY PRIORITY HIGH EQUITY PRIORITY MEDIUM EQUITY PRIORITY MEDIUM EQUITY PRIORITY LOW EQUITY PRIORITY LOW EQUITY PRIORITY NEAR-TERMCAPITAL IMPROVEMENT PROJECTS TRANSFORMATIVE PROJECTS EXISTING ELEMENTS LEGEND Chapter Seven: Grow 152 NORTHWEST WEST SALT LAKE Near Term Investments: »Invest in the Jordan River and the Jordan River Parkway Trail »Identify opportunities for separated bike lane/ multiuse paths to close gaps »Add uses to Rose Park Golf Course to make it more accessible to the community. »Invest in 2200 West – Urban Farm »Create a future Public Lands Native Plant Nursery »Improve west side park amenities, placemaking and programming. NORTHWEST AND WEST SALT LAKE The westside has a higher level of service in terms of park and natural land acreage than the citywide average, and is connected by the Jordan River. Increasing park service in these communities will involve investing in existing public spaces to enhance environmental quality and increase park amenities. There is a very high need for investments in these two planning areas to achieve citywide equity goals. Population is growing in this area and residents are concerned about rising housing costs, gentrification and seeing their cultural identity disappearing from these places. NRPA and other GROW:EXPAND OUR PUBLIC LANDS SYSTEM park researchers are working to expand a list of recommendations for parks-related anti-displacement strategies that should be employed for this area.1 Providing existing parks with amenities that serve the needs of the community will be important to incorporate into future investments. There is also a high percentage of children, youth and seniors compared to the rest of the city’s population and park investments should make extra consideration for these groups. 1 https://www.nrpa.org/parks-recreation-magazine/2019/december/greening-without-gentrification/ Near Term Investments: »Invest in the Jordan River and the Jordan River Parkway Trail »Invest in Fisher Mansion »Invest in Glendale Regional Park »Identify opportunities for separated bike lane/ multiuse paths to close gaps »Implement the Surplus Canal Trail »Add uses to Glendale Golf Course to make it more accessible to the community. »Improve westside park amenities, placemaking and programming Glendale Golf Course Glendale Regional Park 1700 S Park 9 Line Trail 900 S River Park Fischer Mansion Jordan Park Jordan River Parkway Trail Jordan River Parkway Trail Rosewood Park Riverside Park Constitution Park CottonwoodPark WestpointePark Poplar Grove Park Regional Athletic Complex Sherwood Park Proposed Surplus Canal Trail 1700 S 2100 S 700 WI-15I-15 I-15I-15 REDWOOD RD.REDWOOD RD.NORTH TEMPLE Rose Park Golf Course Future SLCPL Native Plant Nursery Chapter Seven: Grow 154 CAPITOL HILL DOWNTOWN CENTRAL CITY GROW:EXPAND OUR PUBLIC LANDS SYSTEM CAPITOL HILL, DOWNTOWN AND CENTRAL CITY These areas of the city are experiencing an extremely high degree of change. They have the least amount of park space and are the fastest-growing, adding both population and density at a rapid rate. Downtown in particular has a very high percentage of surface parking lots that are quickly converting to high density housing, office, and retail. Buying and developing land for park space in the city’s center is Near Term Investments: »New Park in Granary District (Fleet Bock!) at least 25% of the block or 3 acres on the corner »Green Loop to create new green space downtown, 8 acres along the green loop segment on 200 E »Invest in Pioneer Park to make it a flagship downtown park »Identify opportunities for separated bike lane/ multiuse paths »Encourage developers to create park space as part of their development for their residents, at a minimum »Invest in the Civic Campus (Washington Square) and Library Square to bring more uses and programming to the site »Look for community garden and pocket park opportunities Near Term Investments: »Invest in the Civic Campus (Washington Square) and Library Square to bring more uses and programming to the site. »Identify opportunities for separated bike lane/ multiuse paths »Encourage developers to create park space as part of their development for their residents, at a minimum. »Look for community garden and pocket park opportunities Near Term Investments: »Invest in Warm Springs Park and the historic bath house property »Create on and off-street multi-use trail connections to the Foothills Natural Area, Ensign Peak Open Space and the City Creek Natural Area »Identify opportunities for separated bike lane/ multiuse paths »Encourage developers to create park space as part of their development for their residents, at a minimum »Look for community garden and pocket park opportunities expensive but is critically needed. A multi-varied and aggressive approach which includes public and private strategies as well as public-private partnerships is needed to address the need for more green space in the heart of the City. The City should identify ways to reinvent city streets, taking advantage of the wide right-of- ways to create linear green space. Other ways to provide green space could involve allocating space for parks on City-owned blocks. Additionally, the City could encourage developers to include outdoor green space assets for their residents to provide respite from the urban environment. Strategies could also include expanding sidewalks and park strips to create space for more outdoor dining and pedestrian activity. Expanding the park strips provides permeable surfaces for stormwater collection and adequate growing space for trees, cooling the hot, paved urban environment. Identifying space for community gardens, which are in high demand in these neighborhoods would also provide needed urban green space. Warm Springs Park Memory Grove Park Suede Town Park Guadalupe Park Ensign DownsPark 600 NBECK ST . Ensign Peak Open Space I-15I-15 200 E200 W MAIN ST. 400 S 800 S Green LoopPioneer Park Washington Square Green Loop Fleet Block Liberty ParkJefferson Park Library Square Herman Franks Park Cotten Park Faultline GardensPark 600 E Park Proposed 9 Line I-15I-15 300 E400 S 1700 S 1300 S 700 E1300 EWEST TEMPLEI-15I-15 Chapter Seven: Grow 156 EAST BENCH SUGARHOUSEAVENUES GROW:EXPAND OUR PUBLIC LANDS SYSTEM AVENUES, EAST BENCH AND SUGARHOUSE These areas are relatively stable and are experiencing less change and growth compared to other parts of the city. The neighborhoods are built out and the street development pattern is of a more suburban character, consisting predominantly of single Near Term Investments: »Continue to invest in trails and linear recreation to reduce gaps as well as create connections between neighborhoods and the rich trail network in the Foothills Natural Area »Create on and off-street trail connections to link the neighborhoods with urban natural araes such as Wasatch Hollow and Miller Bird Refuge »Invest in Rotary Glen Park »Invest in Bonneville Golf course to expand uses Near Term Investments: »Continue to invest in Fairmont Park »Investments in Forest Dale Golf course to expand uses »Invest in Nibley Golf Course to expand uses »Invest in Allen Park Near Term Investments: »Invest in the City Cemetery to make it an open space resource. Utilize the roads for multiple use »Continue to invest in trails and linear recreation to reduce gaps as well as create connections between neighborhoods and the rich trail network in the City Creek Foothills Natural Areas family homes. The population consists of a relatively older group than is found throughout the rest of the city. While these planning areas have a small percentage of park acres compared to other parts of the city, they have the greatest access to natural lands due to their proximity to the foothills. Investments in linear recreation, and multi-use paths that connect neighborhoods to existing natural lands and the Foothills Natural Area will be key to improving park service in these neighborhoods. Utilizing or adding multiple uses to other greenspaces such as the City Cemetery and golf courses are also top strategies to improving access. Imperial Park SugarhousePark Parley’s Historic Nature Park Sunnyside Park Bonneville Golf Course Connections to Wasatch Hollow Connections to Miller Bird Refuge Rotary Glen Park Foothills Trails & Natural Area AllenPark Westminster College FairmontPark Forest Dale Golf Course Nibley Golf CourseCity Cemetery Popperton Park Lindsey Gardens Memory Grove Park 11th Ave. Park Foothills Trails & Natural Area City Creek Natural Area 2100 S 500 S 2700 SFOOTHI L L DR1300 E2100 E1300 S 11th AVE I STS TEMPLE I-80I-80 Chapter Seven: Grow 158 The following recommended strategies and policies are high- level guidance for Public Lands operations and maintenance (O&M) that direct how Public Lands will achieve the plan goal of “Grow” over the next decade. The community identified two CASE STUDIES The Lafitte Greenway, a 54 acre multi-use trail and linear park system, utilizes a former shipping canal and railroad right-of-way to create a network of shaded green space which connects people and communities in seven historic New Orleans neighborhoods. The planning process accompanied a community-led revitalization strategy for each neighborhood, showcasing neighborhood character and integrating the desires of local residents. The greenway “incorporates sustainable design through green stormwater infrastructure, native plantings, adaptive re-use of existing buildings and the reduction of impervious surfaces.” The City of Ann Arbor, Michigan provides stewardship opportunities for residents to help maintain local parks through their Adopt-a- Park volunteer program. The program allows neighborhood associations, individuals, or group organizations to customize their own program for volunteering by setting their own maintenance regiment, schedule and plan for what they would specifically like to work on. Volunteers are able to foster a sense of park ownership while learning about topics of interest. The Downtown Seattle Association (DSA) creates partnerships to activate Downtown parks and public spaces. The group collaborates with the Seattle Parks department, friends-of-the-parks groups, and local artists to enliven Downtown spaces with events and art installations. Artists and organizations are invited to host an array of activities in parks such as “fitness classes, arts and crafts, children’s activities, dance and pet events.”1 The DSA also facilitates projects that include adding flowers, vibrant, artistic crosswalks and creative lighting and wayfinding to Downtown spaces. 1 https://www.a2gov.org/departments/Parks-Recreation/administrative/adopt-a-park/Pages/Adopt-A-Park.aspx Photo: Lafitte Greenway, New Orleans Louisiana, Design Workshop Photo: Ann Arbor Adopt-A-Park Volunteer Program, https://www.a2gov.org/departments/Parks-Recreation/administrative/adopt-a-park/Pages/Adopt-A-Park.aspx Photo: Downtown Seattle Association art in public spaces, https://downtownseattle.org/art-projects/come-play-westlake-park-occidental-square/ GROW:STRATEGIES AND POLICIES OVERVIEW transformational projects to support the overall goal of “grow.” Working in tandem with the overall strategies and policies in this table, these projects root the 20- year vision with on-the-ground improvements that will expand and optimize the use of public lands, aligning the growth of Salt Lake City’s public lands system with the growth of the City. Additional detail for implementation is provided in Chapter 8 Action Strategies. GROW: HIGH-LEVEL STRATEGIES AND POLICIES Strategy G-1 Be proactive and strategic about growth of the Public Lands System. Supporting Policy 1.1 Investment of resources into new lands, new assets and amenities is driven by policy and informed by data and public engagement. Supporting Policy 1.2 Tax increment or other dedicated funding sources for O&M are established so that additional maintenance resources keep pace with new capital asset funding and projects. Supporting Policy 1.3 Integrate growth planning for public lands with economic development initiatives and community planning and zoning. Inventory and develop long-range plans for City-owned land that is not currently in the Public Lands’ system in order to make strategic planning, zoning and land use decisions which utilize existing spaces with parks and open space characteristics. Strategy G-2 Overcome difficult obstacles to growth needs through creativity and through leveraging external assets and resources. Supporting Policy 2.1 Maximize usability of public outdoor spaces, including golf courses, right-of-way, and public/semi-public spaces (such as library grounds) outside the Public Lands inventory. Supporting Policy 2.2 Leverage innovative public-private partnerships and collaborations with developers to help address the growth needs of the Public Lands system. Supporting Policy 2.3 Position Public Lands to take advantage of private contributions, including ‘adoption’ of amenities, corporate partnerships and philanthropic giving. Chapter Seven: Grow 160 INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY Projects Include: • Invest in Downtown SLC’s Pioneer Park to create a vibrant destination that is welcoming to all, with daily activities for the neighborhood and events that serve the region. • Initiate creative projects and partnerships to integrate a network of large and small green areas and plazas into a mosaic of public outdoor TRANSFORM PIONEER PARK INTO THE CITY’S MOST ACTIVE & DESIRABLE PUBLIC SPACE Enhancing Urban Greenspaces at Downtown locations such as Pioneer Park and Fleet Block would combat urban heat island effects spaces that become the foundation of an activated downtown. • Grow SLC’s Downtown and Central Community Park access, where future growth is expected to be the highest in the City yet has the least access to parks and trails. • Reimagine the Downtown SLC’s wide streets in key locations to create a Green Loop with trees, a multi-use recreational trail, linear park space and places for outdoor seating. • Create festival streets in key locations that provide comfortable spaces, amenities and infrastructure to support events and pop-up festivals. 9. DOWNTOWN COMES ALIVE OUTSIDE Transformative Project Chapter Seven: Grow 162 This transformative project aims to help meet the gap in amount of greenspace available to downtown residents and commuters. With Pioneer Park as the downtown’s only greenspace, creative ways to relook at urban space and add green amenities and recreation is needed. Working with private landowners and businesses, this transformative project calls all hands on deck when it comes to providing green space downtown as well as supporting urban trees with irrigation and care. An example of this is Fleet Block, a city- owned property, that is currently being imagined to include public greenspace to meet needs for recreation, socialization, and nature within the urban area. Planning experts have cited the city’s “Mormon Grid” and large 660’x 660’ blocks as originally having multiple uses in mind from agriculture to streets that primarily served as unpaved green space around minimal roads. Recreation and natural areas in the traditional right of way inform big ideas like “The Green Loop,” which aims to add 60 acres of park space to the urban core. Additional green space and tree canopy coverage will provide a cooling effect to counter the urban heat island warming of the primarily hardscaped city. In addition to street trees and green stormwater management, Public Lands should creatively invent ways to infuse recreation and public gathering spaces as mini-parks that take pressure off the few downtown parks. The Green Loop will be a considerable investment in the city in coordination with City Planning and Engineering Departments. GROW:DOWNTOWN COMES ALIVE OUTSIDE Figure 31: Activating downtown SLC diagram. THE G R E E N L O O P THE G R E E N L O O P NORT H T E M PLE 900 S O UT H 50 0 W E S T 20 0 E A S T ENHANCE EXISTING GREENSPACE RIO GRANDE FESTIVAL STREET Create shaded park space with room for activities that serve Downtown residents and daytime workers. Use the city’s large right of ways as flexible public space to host events. RECLAIMED PUBLIC SPACES Find opportunities to infill with greenspace in downtown Salt Lake City FLEXIBLE STREETS Create shaded and adaptable street space for city eventsCreate a shaded experience along the Green Loop INCREASE TREE CANOPY Create bikeable and pedestrian friendly network for all ages and abilities along the Green Loop BIKE FRIENDLY DOWNTOWN Create future connections between Green Loop and Downtown nodes PIONEER PARK RIO GRANDE FESTIVAL STREET FLEET 9 Line segment construction to begin 2022. Chapter Seven: Grow 164 FUTURE GREENING OF DOWNTOWNFigure 32: Before and after Green Loop sections. One possible configuration. Bike Path & Pedestrian Track Linear Park The Green Loop Planting Planting Sidewalk Sidewalk 8’8’ Typical Carriageway with Off-Peak Parking Typical Carriageway High Sun Exposure High Levels of Noise Pollution Long & Unsafe Crossings Minimal Space for Downtown Street Trees Shaded Experience Reduced Level of Noise Pollution Improved Water Management Shorter Crossings 14’14’88’ 14’14’6’62’36’ THE GREEN LOOP WILL PROVIDE AT LEAST 38 ACRES OF PARK SPACE TO DOWNTOWN SALT LAKE CITY PP PP INCREASE TREE CANOPY Downtown’s urban forest is limited compared to other neighborhoods in SLC. Trees struggle in the developed, paved environment. Adding to Downtown’s urban forest in parks and the proposed Green Loop linear park would reduce higher temperatures created by the urban heat effect and clean the local air. INCREASING PARK ACCESS DOWNTOWN With only one park to serve 9,685 residents and a daytime population of 41,072 people,1 Downtown is identified as a High Needs Area for additional park space. Finding underutilized spaces, such as the paved and abandoned Fleet Block, and taking advantage of SLC’s large right-of-ways can help infill with needed green space. BIKE-FRIENDLY DOWNTOWN While Downtown has bike lanes, they require a confident cyclist, comfortable navigating busy traffic. The Green Loop would create a low-stress option for all ages and abilities to bike, jog and walk to Downtown destinations. SLC’s wide streets provide opportunities to create green space downtown in key locations. 1 U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2021 and 2026 Esri converted Census 2000 data into 2010 geography. THE GREEN LOOP WILL PROVIDE AT LEAST 60 ACRES OF PARK SPACE TO DOWNTOWN SALT LAKE CITY THE GREEN LOOP WOULD DOUBLE THE AMOUNT OF PLANTING SPACE FOR TREES IN THE RIGHT-OF WAY 10 ACRES OF PARKSPACE NOW80 ACRES OF PARKSPACE AFTER GREEN LOOP & FLEET BLOCK 0 MILES OF MULTI-USE PATHS DOWNTOWN NOW8 MILES OF MULTI-USE PATHS AFTER GREEN LOOP BEFORE AFTER x2 Chapter Seven: Grow 166 Projects Include: • Introduce alternative recreation and activities on golf courses for general public recreation as appropriate to not conflict with golf. This may include walking paths/trails, concessions, off- leash dog walking, frisbee golf, running races, cross country skiing or groomed sledding. • Incorporate additional environments benefits through INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT NATIVE PLANTS AND GRASSES PROVIDE NATURAL BORDERS AND CONTOUR AND MITIGATE THE EFFECTS OF STORM EVENTS Integrate golf courses into neighborhoods by inviting the community to enjoy clubhouse amenities such as dining Photo: Cross Country Ski Activity at Mountain Dell Golf Course, The Utah Nordic Alliance (TUNA)10. WELCOME TO THE GREEN tree plantings, diversifying vegetation, stormwater management, and nature centers in our golf courses. • Re-wild courses with biodiverse and native plants, creating wildlife sanctuaries outside of playable golf areas. • Expand golf’s involvement in environmental protection by incorporating constructed stormwater wetlands in unplayable areas of our courses. • Incorporate water-efficient irrigation practices such as revising the irrigation system and redesigning holes to reduce the amount of manicured turf, substituting drought-tolerant grasses where appropriate. Transformative Project Chapter Seven: Grow 168 In 2021, City Golf joined the Public Lands Department along with City Parks, Natural Areas and Urban Forestry. At first glance, this consolidation has received comments during the Reimagine Nature process on the value of golf lands to the green spaces and natural areas of the city. Public survey results can be broadly categorized into the following topics: • Community members who want to keep golf for golf play; • Community members who state that golf needs more investment; • Community members who would like golf courses to be more open to other recreational uses; • Community members who want golf courses to support the environment or have more natural ecosystems; and • Community members who want to replace golf with other uses. The planning team conducted extensive case studies looking at best practices that address the community’s feedback topics and these are explored in the “Welcome to the Green” transformative project. The most promising examples that align with the core value expressed by the public to protect the city’s environment include telling the story of how important existing golf lands are to biodiversity and providing ecosystem services including improving air quality. Exciting precedents and environmental certifications show how future improvements could support the environment even further. Rose Park golf course offers opportunities to enhance riparian habitat along the Jordan River. GROW:WELCOME TO THE GREEN Chapter Seven: Grow 170 CITY GOLF TRANSFORMATION CONTINUUM OPERATIONS AND COURSE RECONFIGURATION Description: Offering different types of golf play or reconfiguring courses (18-hole to 9-hole). Pros: Offers less time intensive play options for today’s lifestyle. Cons: Mid to long-term implementation and large investment. Recommended Direction: Leverage learnings from recent pandemic pivots and staff recommendations for courses that could offer more flexible play. A literature review of best practices in golf - both for cost recovery ideas and complementary uses of golf courses - revealed a continuum of options Salt Lake City Public Lands can consider to help offer golf while providing more green space to the growing population over the next 20 years. The options below could be used individually or in tandem to help provide open space more equitably, improve stewardship of the environment and enrich the city’s livability. AUDUBON SANCTUARY CERTIFICATION Description: Pursue certification or other program that rigorously captures baseline condition and provides strategic plan to make golf landscapes more ecologically diverse. Pros: Supports plants and wildlife. Cons: Investment of time and resources. Recommended Direction: Pursue pilot project and potential for implementation as part of Golf Master Plan. ADD DIFFERENT TYPES OF RECREATION PROGRAMS AND/OR AMENITIES Description: Adding different types of recreation into existing golf courses (e.g., trails, cycle paths, etc.). Pros: Maximizes space and offers use of golf courses to other constituents. Cons: Safety and liability considerations. Could also add “nuisance” complaints from area neighbors with increased public use/parking. Recommended Direction: Monitor recent perimeter trail project and identify other potential areas in future golf master plan. STORM WATER QUALITY INFRASTRUCTURE Description: Add storm water ponds or other green infrastructure features to golf courses that also act as a landscape amenity. Pros: Helps allow for more adjacent density around golf courses. Potential to treat quantity and quality of runoff and support ecosystems. Cons: Loss of some space for water quality features. Cost of implementation and ongoing maintenance. Recommended Direction: Partner with Public Utilities and Planning departments to assess feasibility in golf master plan. WATER EFFICIENT IRRIGATION UPGRADES Description: Update old irrigation infrastructure to be more water efficient and more reliable. Pros: Saves water and time for staff to focus on innovation areas. Cons: High initial cost and potential temporary closures of courses for construction. Recommended Direction: High priority to fund and implement as this investment would benefit golf operations and create opportunities for additional native plantings. ENVIRONMENTAL BENEFITS Description: Keep golf courses as essential open spaces that provide environmental benefits rather than transferring them to other land uses such as affordable housing developments. Pros: Retains permeable, planted landscapes that absorb stormwater and reduce urban heat island effects. Cons: Other solutions for affordable housing must be explored. Recommended Direction: Protect golf and open space from development to retain environmental benefits to the city, and conserve space for wildlife and plants. Maximize the opportunity for golf to provide ecological services. FLEX OPERATIONS ADD RECREATION ENVIRONMENTAL STEWARDSHIP TRANSFORMATION LAND USE Chapter Seven: Grow 172 REIMAGINING GOLF FOR PUBLIC LANDS Public Lands is anticipating undertaking a comprehensive Golf Master Plan to strategically plan for operations and future improvements. During the Reimagine Nature planning process, the planning team took the first steps toward this process by assessing the Golf Division’s staffing, funding, and operations and maintenance to identify challenges and opportunities. Resulting major topics to be addressed in a future Golf Master Plan include assessing funding mechanisms and strategies, possibilities for concessions and clubhouse improvements; and improvements to deteriorating irrigation systems. IRRIGATION AND RESOURCE SAVINGS Maintaining the current irrigation systems at the golf courses is one of the most maintenance intensive and expensive tasks. Maintaining faulty irrigation systems consumes a majority of staff’s time and resources. Additionally, inefficient irrigation systems can contribute to higher water bills, which currently make up 81% of Golf’s annual utility budget. It is uncertain how much a new irrigation system would reduce utility costs, but using the City of Spokane as an example, they estimate that their new irrigation system reduced water use by one-third. Assuming SLC Golf could see a comparable reduction in both staff time dedicated to repairs, we can assume an overall potential saving of almost $500,000 annually. It is recommended that SLC Golf develop a prioritized irrigation repair and replacement plan. While it is not expected that irrigation systems can be replaced fully in all golf courses, additional methods are being implemented to reduce water costs such as replacing turf grass with low-water species in strategic areas. Prioritizing such investments will help address the cost of water, support ongoing conservation of water, and align with the City’s Water Conservation Plan by reducing water leaks and water use. ENVIRONMENTAL BENEFITS Golf courses are predominately greenspaces of grasses, shrubs and trees that provide environmental services to Salt Lake City such as cleaning and managing storm water runoff, reducing urban heat island effect, and providing habitat for pollinator species. Innovations in contemporary course management can leverage all these services to provide more environmental benefits to the surrounding city. FUNDING STRATEGIES During the Reimagine Nature engagement, one main point of community feedback expressed that City golf courses are valued assets that need increased investment and upkeep. Similarly to municipal courses in other cities, 1/3 of which operate with a deficit,1 SLC Golf has not been able to generate enough revenue to meet annual operating costs and maintain a reserve for capital repairs and upgrades, resulting in a backlog of deferred repairs and increased maintenance costs. Golf is an Enterprise Fund while the other divisions within the Department receive their funding from the General Fund. As an Enterprise Fund, Golf does not receive any supplemental funding as do other departments funded by the General Fund and is required to cover its annual operating costs and capital repairs with revenue from golf activities. Despite being a city municipal service, Golf is does not generally receive City support, either direct or shared services, from other City departments and divisions such as: • Funding for engineering services (“discounted services”); • Cost of vehicle replacement or new equipment programs; • Urban Forestry with tree care services; 1 https://www.thengfq.com/2019/06/better‐understanding‐municipal‐golf/ • and Equipment from other divisions within Public Lands. The ability to use and share other division resources (and at the same rates as other City divisions) and expertise within the department would lower some operating costs and help Golf fund capital improvements to keep up with maintenance needs. SLC Golf should explore additional revenue opportunities to generate funds for capital improvements such as special packages, branded merchandise, sponsorships and tournaments, and winter-uses such as groomed cross-country skiing. Improving Golf clubhouses and associated amenities to act as community centers and event space would both generate funds and better serve the community. Partnerships options with local restauranteurs or other third-party concessionaires could be one way to fund added amenities such as a restaurant or meeting space. CASE STUDIES: FUNDING STRATEGIES SPOKANE, WASHINGTON: CAPITAL IMPROVEMENT PROJECT The City of Spokane conducted a survey in 2017 that sampled 1,200 golfers. The results showed 40- 68% of golfers felt the city should invest in capital improvements and repairs to remain competitive. Spokane Parks and Recreation borrowed $7.5 million from the city to pay for the capital projects and implemented a Facility Improvement Fee at all golf courses to repay the $7.5 million loan for capital investments that was secured in 2018. The collected fees are deposited into a dedicated fund used to pay back the loan. BOISE, IDAHO: GENERAL FUND MODEL The Boise Golf Division, while part of the Parks and Recreation Department, is funded entirely by the General Fund, unlike Salt Lake City and Spokane. For every tax dollar collected, the Parks and Recreation Department receives 12-15%, making Parks the third highest funded department, after only Police and Fire. FORT COLLINS COLORADO: ENTERPRISE FUND MODEL WITH SHARED CITY SERVICES Similar to Salt Lake City, the Golf Division at Fort Collins is an Enterprise Fund. However, it is important to note that while the budget identifies the Golf Division’s expenditures as its own line item (Enterprise Fund), there are other “hidden” costs that Golf shares with other city departments throughout the budget (General Fund). Golf shares many resources with the City and is included in a number of City-wide programs that are funded by the General Fund such as Community Services Administration and Technology Support, the Park-Ranger program, the Horticulture Crew and Fleet fuel and equipment. Indian Hills Golf Course in Spokane.Photo Source: https://www.golfcourseranking. com/courses/washington/spokane/usa/indian- canyon-golf-course/3076/ Dining and events rentals are offered as amenities at Boise, Idaho’s Quail Hollow Golf Course.Photo Source: https://www.quailhollowboise. com/dining/banquets/ Fort Collins, Colorado’s Southridge Golf Course is a Certified Audubon Cooperative Sanctuary.Photo Source: https://www.fcgov.com/southridge/ Chapter Seven: Grow 174 CASE STUDIES:TONY FINAU FOUNDATION The Tony Finau Foundation was started by the local golf legend, Tony Finau, who grew up golfing at Salt Lake City’s municipal golf courses. The foundation “aims to empower and inspire youth and CASE STUDIES:FIRST TEE YOUTH PROGRAM First Tee, a national program with a Utah chapter, provides programs to make golf “accessible and affordable”1 to youth. First Tee 1 https://firsttee.org/about First Tee Summer Camp at Glendale Golf Course, Photo Source: https://www.firstteeutah.org/glendale/Photo: Tony Finau Foundation, Photo Source: http://tonyfinaufoundation.org/events/ partners with youth organizations such as the YMCA and the Boys & Girls Club to bring golf curriculum to kids that may otherwise not have the opportunity to learn and play the sport. The curriculum also teaches life skills and values. The Utah chapter hosts summer camps at the Glendale golf course taught their families to discover, develop, and achieve the best of their gifts and talents through the game of golf, educational funding, and core family values”1 and focuses on fostering underprivileged youth. 1 https://tonyfinaufoundation.org The foundation is an example of how golf can be utilized to bring together community and promote educational opportunities. by volunteers coaches from the SLC Police Department, building community and relationships on the green. CHAPTER FROM IMAGINATION TO REALIZATION Reimagine Nature is a culmination of the collective imagination of the community. Their efforts have laid out bold, innovative ideas that will truly transform Public Lands into working natural assets that provide environmental and social benefits. The community envisions a Public Lands system that is climate resilient, provides habitat, promotes healthy lifestyles and increases equitable access to nature in the city. Realizing these goals will take concentrated effort by Public Lands Staff, and collaborative support and contribution from City departments and the community. This chapter serves as a playbook, outlining steps and actions to achieve plan goals and re-emphasize nature as a centerpiece of Salt Lake City. Chapter Eight: Action Strategies 176 8ACTION STRATEGIES Community members share ideas at an engagement event. Chapter Eight: Action Strategies 17810 Transformational ProjectsFuture Plans by Public Lands and other City Departments that refine supporting policies and strategies with actionable, details, prioritized timelines and strategic planning. NEXT STEPS The Reimagine Nature master plan lays out an inspiring, community- driven vision for the next twenty years that addresses complexities that face public lands from aging infrastructure to climate change. Throughout the listening to over 12,000 stakeholders, the planning team has captured not only the community’s vision for the future but implementation steps. The next step in the process is to create a Public Lands 5-Year Strategic Plan, which will be updated annually by staff. Initial implementation steps have been woven into each of the goal chapters (Sustain, Connect, Welcome, Protect and Grow) as high-level strategies and policies to guide the Public Lands Department over the next decade. Working in tandem with the overall strategies and policies, the plan also lays out ten community- supported transformational projects to root the 20-year vision with on-the-ground improvements. More detailed approaches for action and future planning efforts are included in this chapter, organized by the five goals. Figure 33 summarizes the relationship of master plan elements from vision to implementation components (projects, strategies/policies, plans). Future PlansFigure 33: Master Plan Framework and Definitions 10 Transformational ProjectsSpecific policies and actions to realize the transformative projects, plan goals, and direct operations and maintenance strategies. Master Plan Vision Salt Lake City Public Lands Department Vision & Mission3 Value Lenses5 Big Goals10 Transformational ProjectsStewardshipLivabilityEquityWelcomeConnectProtectGrowSustain1) Put Environment First2) Grow Our Urban Forest3) Connect Mountains to the Lake4) Just 5 Minutes From Here5) Reimagine Neighborhoods Parks6) Coming Soon to a Park Near You7) Revive Our River8) Sustaining Our Stories9) Downtown Comes Alive10) Welcome to the GreenStatements that guide Public Lands in their role and what the department aspires to achieve. Guides the master plan and all other aspects of the department’s operations and planning efforts. City-wide, long-range vision for the next 20 years of Public Lands’ work. Guiding principles that align with other city plans and policies and focus the master plan goals. Strategies and ActionsWhat the master plan aims to achieve, supports values and is supported by high-level strategies and policy actions. Specific, inspirational projects identified by the community to realize over the next 20 years. Chapter Eight: Action Strategies 180 Figure 34: Value Lenses Relationship to Goals Diagram. IMPLEMENTATION ELEMENTS The strategies, policies, transformational projects, future plans and approaches for action create a web of interconnected implementation tools to ensure the plan does not sit on the shelf and is reflective of high-level values of the Public Lands Department and community. Figure 34 visualizes how the three value lenses of stewardship, equity and livability are woven into the implementation elements. FUTURE PLANS The list below provides guidance for future planning efforts that the citywide Reimagine Nature effort identified as crucial next steps. RECOMMENDED PLANS FOR PUBLIC LANDS TO LEAD: »Public Lands 5-Year Strategic Plan »Public Lands Strategic Acquisition Plan »Asset Management Plan »Cartegraph »Capital Replacement Projects »Irrigation Renovation Plan »Capital Facilities Plan »Financial Plan »Fiscal Management Procedures »Impact Fee Spending Plan »Urban Forestry Master Plan »Golf Master Plan »Climate Resilience Plan »Drought Management Plan »Water Budget Plan »Operations Management Standards/Plan »Development Standards »Public Outreach and Communications Plan RECOMMENDED PUBLIC LANDS COLLABORATION WITH OTHER CITY DEPARTMENT PLANNING EFFORTS: »Area Master Plans/Neighborhood Plans »Long-range Planning Efforts »Homelessness Response Plan Sculptural Seating at Imperial Park. 182Chapter 8 Action Strategies SUSTAIN:APPROACHES FOR ACTION Strategy S-1 Position Public Lands to increase the ambition of Salt Lake City’s climate- resiliency goals. Supporting Policy 1.1 Create a Climate-Resilience Plan which establishes environmental metrics combined with robust data collection and monitoring to guide adaptive management that benefits climate resiliency.  Action 1.1 A Identify a staff position or positions responsible for data collection and monitoring, visitor use data collection, and data management. Action 1.1 B Develop written management plans for all significant public land properties, including Community, Regional & Special Event Parks, and Natural Areas, which incorporate data collection and adaptive management goals. Action 1.1 C Work with community partners like Sageland Collaborative to identify Public Lands that serve as habitat corridors, linkages, biodiversity hot-spots, or valuable intact habitat. Identify select acquisition priorities based on the same data. Action 1.1 D Collaborate with the Sustainability Department to develop and monitor environmental / climate metrics & strategies related to carbon emissions and carbon capture. Action 1.1 E Work to secure funding for full-time positions and research assistantships and grants to fill expertise gaps in restoration ecology and native horticulture, along with funding for part-time positions or specialized volunteer roles in wildlife management, botany, and climate science. Supporting Policy 1.2 Emphasize water conservation and stormwater management in Public Lands capital projects and infrastructure upgrades. Action 1.2 A Create an Irrigation Renovation Plan which develops new standards for waterwise/drought-tolerant irrigation infrastructure across all public lands properties, including underground irrigation to support flexible naturalized planting patterns and landscape evolution, in collaboration with Red Butte Garden. Action 1.2 B Work to quickly secure funding for upgrades to aging, malfunctioning and inflexible irrigation systems across SLC Public Lands to reduce water waste. Action 1.2 C Innovate to develop functional, low-cost/low-maintenance stormwater LID infrastructure standards for public lands and the public streetscape, in collaboration with SLCDPU. Action 1.2 D Create a Drought Management Plan for Public Lands. As part of the plan, test, pilot and develop new standards for low-water landscape interventions in low-traffic areas of parks and golf courses. Action 1.2 E Identify and pursue opportunities to restore natural floodplain functionality along stream corridors, through strategic implementation of streambank regrading and natural channel design projects, streambank bioengineering, riparian planting projects, and implementation of Beaver-dam analogues (BDAs) and similar techniques, in collaboration with Public Utilities, SLCo Flood Control/Watershed Restoration, and other partner Supporting Policy 1.3 Develop an Operations Management Standards Plan which continues to reduce the climate impact of Public Lands operations through efficient practices, equipment upgrades, and staff training.  Action 1.3 A Develop an urban wood re-utilization program to reduce carbon footprint and increase sustainability of operations. Action 1.3 B Update Public Lands’ 2012/2016 Invasive Pest Management Plan (IPMP) to include current best practices for invasive species control in natural areas, as well as current functional practices for low-pesticide/no-pesticide parks, golf courses, gardens, farms & orchards. Action 1.3 C Work with the Sustainability Department to fund and collaboratively manage the development of a Climate Adaptive Strategies Plan for Public Lands, including an audit of PL’s operations practices, fleet and equipment. Action 1.3 D Appoint a PL staff representative to take a leadership role on the cross- departmental Sustainable Infrastructure Steering Committee, with the goal of improving coordination and resolving barriers around green infrastructure improvements in the city. Action 1.3 E Provide education, training and support so parks and golf operations can successfully improve climate resiliency and biodiversity of landscapes without ballooning O&M costs. Strategy S-2 Position Public Lands as a City leader for driving improvements in environmental health and environmental justice. Supporting Policy 2.1 Develop an Urban Forestry Master Plan that will increase tree canopy across the city, with a focus on equitable distribution of tree cover.  Action 2.1 A Change City code to make tree protection ordinances enforceable and effective at deterring intentional violation. Engage the Police Parks Squad or create a Tree Protection Officer position to assist in enforcing tree protection ordinances. Action 2.1 B Develop a citywide information and education campaign to encourage residents to request street trees, and develop a framework to ensure residents understand their obligations in terms of ensuring adequate water to street trees, and reporting on tree condition in order to mitigate tree mortality 184Chapter 8 Action Strategies Action 2.1 C Train, educate and support field staff to appropriately protect and maintain trees in parks, golf courses and other open spaces. Action 2.1 D Identify and take advantage of unrealized tree planting opportunities in public spaces such as retention basins, trail corridors, medians, etc. Action 2.1 E Fund citywide adaptation of irrigation systems in public lands to provide independent watering for trees to improve drought resiliency. Supporting Policy 2.2 Increase the scope and capacity of the Native Plants & Biodiversity Program and incorporate biodiversity and native plants into every compatible city project.  Action 2.2 A Identify and secure funding for the creation of an innovative native plant center to expand native plant production capacity and native plant restoration research, and advance public education and volunteer engagement in native plants and biodiversity efforts. Action 2.2 B Develop sustainable funding solutions to strengthen financial resources of the native plant program, such as capital campaign, revenue generation from native plant sales, fiscal partnerships, etc. Action 2.2 C Integrate the Public Lands Native Plant Program with the Parks Division’s Horticulture Team, and secure funding for key roles including a Horticulture Program Manager, Lead Restoration Ecologist, Native Plant Center Manager, Monitoring Coordinator and Part-Time restoration technicians. Action 2.2 D Conduct a system-wide inventory and prioritization of restoration opportunities in the public lands system, and establish regular opportunities for education, training and support for field teams to increase internal capacity for installing and maintaining resilient/biodiverse landscapes. Action 2.2 E Conduct research and experimentation in collaboration with institutional and agency partners to establish successful techniques for dryland restoration tailored to Salt Lake City environments and lands. Supporting Policy 2.3 Collaborate across jurisdictional boundaries to restore the quality of SLC’s land, water and air.      Action 2.3 A Improve coordination and collaboration with SLC Public Utilities, Planning, Economic Development, Sustainability, Transportation, and the Office of the Mayor to identify and collaborate around mutal objectives for environmental health and climate resilience. Action 2.3 B Engage in collaborative management and control of state- and county- listed noxious and invasive species, in partnership with Salt Lake County, the Utah DNR, the Watershed Restoration Program, SLC Public Utilities, regional weed cooperatives, and national efforts like ‘Clean, Play, Go.” SUSTAIN:APPROACHES FOR ACTION Action 2.3 C Coordinate with Public Utilities, State DNR and other jurisdictions to secure in-stream water rights to maintain year-round baseflow in urban creeks for habitat, and springtime water releases into the lower Jordan River to simulate natural floodplain function. Action 2.3 D Lead through efforts with the Jordan River Commission, Utah Lake Commission, and state, county and municipal governments and water quality management agencies to continue to improve water quality in Utah Lake and Jordan River upstream of SLC. Action 2.3 E Engage in dialogue on the Inland Port development, in collaboration with the Office of the Mayor, SLC Planning, SLC Public Utilities, local community leaders, Economic Development and business interests, landowners, and state officials, to advocate for establishment of robust green infrastructure in the Northwest Quadrant, including an urban forest, park spaces, stormwater green infrastructure, and trails. Supporting Policy 2.4 Prioritize investments to address equity and environmental justice as guided by equity mapping, such as Figure 15 Equity Map.   Action 2.4 A Continue to refine and develop equity maps that evaluate park asset management and investment to direct resources to environmental justice causes. 186Chapter 8 Action Strategies CONNECT:APPROACHES FOR ACTION Strategy C-1 Connect people to information about their park system to increase visitation. Supporting Policy 1.1 Help the public navigate to and around their public lands system with intuitive physical wayfinding and digital information.  Action 1.1 A Coordinate with internal and external partners to develop multi-lingual wayfinding in key areas of SLC that aligns with public information on events, public spaces, trail systems, business districts, art, libraries, restrooms, bikeways and neighborhood byways, economic/community hubs, and public transportation. Action 1.1 B Improve wayfinding, regulatory and educational signage for the Jordan River Parkway and Foothills Natural Area. Action 1.1 C Conduct a professionally-driven overhaul the Public Lands website, with a focus on user-friendly access to information about the public lands system. Consider models from other cities’ successful web platforms for public lands, and evaluate alternative web platforms. Action 1.1 D Develop a professionally-driven comprehensive and cohesive brand identify for SLC Public Lands, including strategic sub-identities for specific divisions, programs, events and amenities that remain connected to the SLC Public Lands brand. Action 1.1 E Develop printed and digital “handout” materials that can be made widely available to visitors and residents via local businesses, organizations and institutions, which provide helpful information about accessing and enjoying significant parks, trail systems, and amenities. Supporting Policy 1.2 Provide information that helps the public interpret and appreciate their parks and natural lands, with the use of diverse, interesting programming and activities, education and messaging, physical and digital interpretive content, and park ambassadors.  Action 1.2 A As part of a Public Outreach and Communications Plan, integrate internal coordination of all forms of Departmental public engagement, including activities & events, PR/media coordination, visitor use information, donor development, partner coordination, education and content development, volunteerism & stewardship, digital communications (web/social media) and marketing, service requests and visitor information services, and establish clear communication channels with Public Lands administration and operations teams. Action 1.2 B Invest in interpretive content creation for the park system, with system- wide expansion of interpretive signage, informational videos, audio-tours, informational / educational brochures and pamphlets, and social media posts. Content on wildlife and natural history, park history, public art, recreation and educational programming opportunities, stewardship and advocacy opportunities, calls to action, and similar items of broad interest should receive special attention. Action 1.2 C Develop robust educational programs in the parks, hosted by Public Lands staff, partner organizations and/or volunteers, with established content related to history and natural history, stewardship, outdoor skills, and cultural awareness. Action 1.2 D Expand the use of ambassadors, hire seasonal Park/Trail Ambassadors, and/ or enlist the support of a volunteer Ambassador program to spread education and stewardship information to visitors at heavily-used sites. Action 1.2 E Explore the establishment of a City-sponsored conservation corps program that engages under-represented groups in environmental stewardship, environmental education, public engagement, park improvement and data collection. Supporting Policy 1.3 Facilitate access to information about use of SLC’s public lands by people experiencing homelessness, including available services and resources, hotlines, community partners, and opportunities to engage in cross- community dialogue to help make SLC parks welcoming and safe for sheltered and unsheltered alike. Action 1.3 A Provide quarterly training to Public Lands staff and park maintenance workers regarding homelessness resources, understanding of homelessness and appropriate engagement with people experiencing homelessness. Strategy C-2 Increase the ease of access to public lands, making it easier to travel to, between and within them. Supporting Policy 2.1 Promote walking and active transportation by connecting our parks & natural spaces to the City’s active and public transportation networks, including bus, TRAX, SLC Green Bike, and on-street / off-street trails. Action 2.1 A Integrate the recommendations of the SLC Pedestrian & Bicycle Master Plan into Capital Improvement project prioritization for Public Lands. Action 2.1 B Map active and public transportation connectivity to all city parks, and identify gaps in connectivity and barriers and prioritize adding or enhancing parks and trails within walking distance of transit and bus stops. 188Chapter 8 Action Strategies Action 2.1 C Advocate with state and NGO partners for expansion of active and public transportation options that improve accessibility of parks and public lands amenities, such as SLC Greenbike station expansion, dedicated bus routes that service parks and trailheads, and improved wayfinding that directs people between transit routes and transit stops, and public spaces. Action 2.1 D Pursue projects that overcome barriers to non-motorized transportation, such as over/undercrossings of major roadways and railways, bridges, protected bike lanes, and off-street trail corridors, with a focus on projects that break down barriers to west-east connectivity. Action 2.1 E Engage UDOT, State Parks, Salt Lake County and other key agencies in planning for regional trail connections to the Great Salt Lake Marina, the Oquirrh Mountains, and up Parleys Canyon to the Wasatch Back. Supporting Policy 2.2 Invest in greening the urban trail network through tree plantings, stream daylighting, and other methods to interconnect parks with park-like trails.  Action 2.2 A Provide leadership in the planning, public engagement, design and implementation of major greenway projects such as the Folsom Trail Project and Downtown Green Loop. Action 2.2 B Investigate viability of community land trust and/or other creative models to gradually acquire and assemble public property over urban stream corridors with potential for future daylighting. Action 2.2 C Explore and pilot low-maintenance/no-maintenance landscaping concepts for linear trail corridors, including tree-specific irrigation infrastructure, solar- powered lighting, xeriscape, artwork, single-species vegetation massings, and similar techniques. Action 2.2 D Explore no-maintenance shade structures and artworks in place of irrigated/ manicured vegetation for trail corridors in industrial areas. Action 2.2 E Collaborate with SLC Planning, Mayor and community partners to achieve planning and zoning guidance for restoration of the Jordan River corridor between 200 South and the State Fairpark, in advance of the area undergoing redevelopment. Supporting Policy 2.3 Incorporate careful consideration of physical limitations, language barriers, and other accessibility accommodations into all Public Lands projects.    Action 2.3 A Audit ADA accessibility of all public land sites, including curb ramps, sidewalk / path condition, accessibility of park features, amenities and signage. Action 2.3 B Survey SLC trail systems (including natural surface trails and water trails) for barriers to accessibility - including wheeled cycles; identify and remove prioritized barriers. CONNECT:APPROACHES FOR ACTION Action 2.3 C Explore use of a multi-lingual translation service to provide online versions of most signage, newsletters and other information available in many languages. Action 2.3 D Make bilingual (english and spanish) information, or language-neutral information (i.e. widely-recognizable icons), standard practice for all physical and digital communications, including signs, social media, web content, newsletters, etc. Consider use of a translation service or staff translator. Action 2.3 E Request an audit of Public Lands facilities, practices and procedures by the Mayor’s Office of Equity, including the Mayor’s Accessibility Advisory Council. 190Chapter 8 Action Strategies Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural, historical, cultural and economic identify of the surrounding area and community in which they are located. Supporting Policy 1.1 Study and collect data on system-wide park use, answering questions about who, where, when, what and how park users are engaging with the neighborhood parks.  Action 1.1 A Update the SLC Needs Assessment Study to reflect 2021 census data and park land provision on an ongoing basis, timed with release of new census data. Action 1.1 B Audit the physical accessibility of all park amenities to inform a feasibility study to consider opportunities for improvement (Universal and Inclusive Design Audit and Feasibility Study). Action 1.1 C Create and acquire data on an ongoing basis to evaluate equity of investment in resources in parks and recreation assets and programming, use the information to address identified inequities through targeted and strategic resource investments. Action 1.1 D Identify a ‘Chief Data Officer’ for SLC Public Lands with broad responsibility for collection, storage, organization, analysis and reporting on park useage data. Action 1.1 E Install widespread visitor counting devices in SLC’s key public spaces to better understand and track visitor use trends, combined with a widespread surveys of park users through standardized, quantifiable survey that can be conducted at scale with the support of volunteers, interns, youth corps, etc. and incorporate data into resource prioritization. Supporting Policy 1.2 Engage the community in the visioning of our public spaces and work especially to foster engagement with under-represented groups. Action 1.2 A Enhance the Park Board’s understanding of and attention to equity and work to engage them in development of Public Lands policy, tools and approaches to help address inequities in the Public Lands system. Action 1.2 B Identify and empower community relations managers for Public Lands who support planning and project development efforts, track and coordinate regular communication with key organizational partners and community leaders, and work to strengthen relationships and strategically-valuable partnerships, including engagement with plans and projects. Action 1.2 C Diversity the methods used to engage with members of the public, increasing the efficiency of communications via Community Councils and traditional forms of communication, while also using more creative intercept engagement, meeting community members where they are and ‘on their terms’, and leaning on collaborative relationships with community leaders. Action 1.2 D Work to expand representation of, and support for, people of color in the Public Lands organization, including positions of leadership and positions on the citizen advisory board. Action 1.2 E Invest significant ongoing staff attention and resources to Diversity, Equity & Inclusion in the PL organization and its work in the City. Supporting Policy 1.3 Enhance sense of place and community pride within parks. Action 1.3 A Engage the community and volunteers in mapping significant cultural, historical, natural or economic features of their parks or of the surrounding community which could be used for placemaking efforts, including opportunities for collaborative partnerships with nearby businesses, institutions, nonprofit organizations, and others. Develop innovative, inclusive community engagement and placemaking strategies to direct improvements in neighborhood park design and programming that help parks reflect and serve the community identify and demographics of the surrounding neighborhood. Action 1.3 B Engage the community and the Planning Division to develop or update holistic Community/Neighborhood Master Plans which include community priorities for park and public space investment and redesign, and which manage the impacts park renewal can have on the immediately adjacent community (i.e. gentrification) by developing innovative partnerships (such as with housing providers), considering impacts, using a community-led approach to design and management, and advocating for planning and policy that reduces displacement. Action 1.3 C Develop master plans for all Regional and Special Event parks, and improvement plans for community, neighborhood/mini-parks, and nature parks and natural open spaces, with standardized processes but flexible methods for public engagement and design. Improvement plans for multiple smaller parks could be developed simultaneously. Action 1.3 D Work with community partners to rename some parks with names more meaningful to the community, including indigenous names for places, names that celebrate community leaders, and similar approaches. WELCOME:APPROACHES FOR ACTION 192Chapter 8 Action Strategies Action 1.3 E Display beautiful, well-maintained, sustainable horticulture by integrating Public Lands’ separate horticulture programs, undertaking a comprehensive review of horticulture throughout the public lands system and establishing service level standards including areas for horticulture expansion, waterwise and biodiversity standards, and standard design and maintenance strategies. Work to increase horticultural staffing while also creating opportunities to enhance horticultural beauty through volunteerism, friends groups and ‘adoption,’ and identify funds to reconstruct the aging greenhouse infrastructure at Jordan Park and Liberty Park to expand capacity and efficiency and elevate public engagement with the horticultural program. Strategy W-2 Support active programming that brings people out to their parks for art, events, programs, recreation and community. This programming should be diverse and adapted to represent the community culture and encourage creation of social connections. Supporting Policy 2.1 Remove barriers to park activation, addressing aspects such as physical assets, public safety, and laws and ordinances.  Action 2.1 A Map event infrastructure for all parks, and work to develop appropriate event infrastructure for neighborhood and community larger parks throughout the system, including as appropriate, seating, power, lighting, etc. Engage event planners in updating and improving the usability of existing event infrastructure as well. Action 2.1 B Revise SLC ordinances that create barriers to park activation, including changes to facilitate beer gardens, food trucks, markets and vendors in public spaces, busking and entertainment, and updated park hours to allow later-activities in parks with well-lit and safe spaces, such as basketball courts, where legitimate late-night activities can occur. Action 2.1 C Revise SLC protocols around field fees and reservations, to ensure that community groups with limited means can access field space and that groups providing social and community benefits beyond league sports can retain access to some spaces. Action 2.1 D Evaluate potential to collaborate with unsheltered service providers in new and innovative ways to improve safety and comfort of unsheltered people using park spaces during park hours, such as lockers and quiet areas/napping areas. Hire and place ambassadors in park spaces experiencing crime and illicit uses, to increase the real and perceived safety of using the space, including safety for unsheltered individuals. Action 2.1 E Support community art, entertainment and performance in public spaces, by establishing low-cost programs that provide temporary access to facility space (such as Allen Park, Fisher Mansion, Warm Springs and similar facilities), and the use of open hours for informal use of performance spaces. Supporting Policy 2.2 Creative and strategic installation of diverse park amenities supports active park use by many different user groups.  Action 2.2 A Establish a pilot program to hire community members and temporary “fellows” who are embedded with Public Lands and who lead community engagement efforts around public space design and improvement, and who help manage city-funded mini-grants to engage diverse community groups and individuals to engage and assist with park improvement and activation. Action 2.2 B Improve opportunities for donations, sponsorships, adoptions, memorial asset programs (trees, benches, etc), foundations and “Friends Of” groups to support public lands investment and operations & maintenance costs. Update policies and processes, collaborate with the Finance Department, and identify or securing funding for a staff position that can commit significant resources to development of private funding. Action 2.2 C Expand programming to provide small-scale seasonal, pop-up park amenities such as picnic tables, lounging chairs, games and other colorful, joyful additions to parks. Action 2.2 D Include (a) in-person qualitative and/or quantitative surveys of park user demographics and (b) analysis of demographics of the neighborhood surrounding a park, as part of the process of engaging in park design, and consider the types of park features and amenities that would benefit those demographics. Action 2.2 E Utliized the Project for Public Spaces model and Crime Prevention through Environmental Design (CPTED) standards for thinking about the factors that influence active and safe putlic spaces. Supporting Policy 2.3 Generate proactive, targeted activation of citywide parks to leverage staff resources and external partnerships and to make parks the community focal points for every neighborhood.   Action 2.3 A Collaborate with neighborhood community leaders to address community-building needs through park events and park improvement, including ways for neighbors to volunteer/steward their spaces, with resources and assistance from Public Lands. WELCOME:APPROACHES FOR ACTION Chapter Eight: Action Strategies 194 Action 2.3 B Expand engagement of young people and older adults, including educational and service learning opportunities, recreation and arts opportunities, and programming that caters to a wide range of interests and fosters connection across age groups. Action 2.3 C Develop a programming & activation guide for different park types, including appropriate uses and guidelines for activation for all spaces, even mini parks, nature parks and golf courses. Share the guide with the community, to encourage community activation of diverse park spaces. Action 2.3 D Deepen collaboration with key activation partners and forge new partnerships around the activation of underutilized park spaces. Action 2.3 E Expand Public Lands’ public engagement resources, including resources for expansion of education and interpretation programs, health & wellness and community-building activities, arts and entertainment events, and administration and engagement program management. WELCOME:APPROACHES FOR ACTION 196Chapter 8 Action Strategies PROTECT:APPROACHES FOR ACTION Strategy P-1 Ensure iconic, irreplaceable assets are not lost or rendered less valuable due to neglect, destruction or development. Supporting Policy 1.1 Identify and direct capital funding for acquisitions and infrastructure investment that protects iconic assets. Action 1.1 A Pass a Parks Improvement Bond to fund the restoration, improvement and redevelopment of the Fisher Mansion, Warm Springs Plunge, Raging Waters, Fleet Block, Jordan Greenhouse, Liberty Greenhouse, Fairmont Caretaker’s Residence, George Allen Home, the City Cemetery, and other iconic spaces and structures to enrich our parks. If feasible, acquire interests in SLC properties like SLCDPU campus and Old PSB if these could serve park expansion needs. Action 1.1 B Develop a new Public Lands Strategic Acquisition Plan to direct capital investment in new properties. Make the plan along with a list of associated planned, ongoing and completed projects available to the public by publishing it on the Public Lands’ website. Action 1.1 C Develop a cyclical 30-year capital asset replacement plan for all Public Lands assets, using data from Cartegraph, with generalized costs, inflation, and accommodations for the expansion of the Public Lands system, to project annual capital replacement costs into the future. Action 1.1 D Identify solutions to effectively conduct capital campaigns for iconic assets, including the creation of O&M endowment funds for the perpetual maintenance and protection of certain spaces and features. Action 1.1 E Hire full-time, part-time, or volunteer positions to manage and oversee specific assets that require specialized knowledge and attention. Supporting Policy 1.2 Improve equitable distribution of maintenance resources, with a focus on improving the condition and usability of the Jordan River Parkway and Westside parks. Action 1.2 A Provide additional maintenance, activation and improvement resources to west-side parks in order to promote a similar degree of attractiveness and usability compared to east-side parks (equity, not equality). Secure park maintenance funding for the Jordan River Parkway equivalent to those resources allocated to Liberty Park and other regionally-significant assets, on a per-acre basis. Action 1.2 B Prioritize improvements for west-side parks, natural areas and trail corridors by including an equity measure in funding request prioritization which identifies whether an project is located in Council Districts 1 & 2. Action 1.2 C Hire community leaders on a part-time/temporary basis to lead deep community engagement around placemaking and design. Action 1.2 D Engage with the Planning Division, Housing & Neighborhood Development, Economic Developement Department, and other City entities to further community goals for housing, business development, community health and livability through collaboration with Public Lands. Action 1.2 E Secure funding for and initiate Cultural Landscape Reports for all historic properties in the Public Lands inventory, and use the reports to guide maintenance and management decisions that protect culturally-significant landscapes. Supporting Policy 1.3 Establish and expand a Park Ranger program to enforce protective ordinances, educate park users, and safeguard public land assets from damage and abuse. Action 1.3 A Change SLC ordinances to make protective park and urban forest rules enforceable by SLC Parks Police squad and others (compliance, Forestry, etc) Action 1.3 B Complete the transformation of the SLCPD Parks Squad to a dedicated ranger program, with ranger uniforms and enhanced coordination with Public Lands staff. Grow the program to include one or more trail rangers for the SLC Foothills, and an administrative support position to route calls and complaints, track call-outs and reports, and investigate cases of encroachment and property damage. Action 1.3 C Invest in training and education for the Ranger Program and engage rangers/ officers in leading education activities for the public, including stewardship education. Action 1.3 D Create and grow a seasonal-employee & volunteer-based Ambassadors Program, with uniformed volunteers and seasonals providing public education on park interpretation (history, natural history, culture, etc) and visitor etiquette/stewardship, supported by a full-time administrative lead position. Action 1.3 E Expand the use of ambassadors in park spaces experiencing significant crime, misuse and/or abuse, to improve public safety and to deter abuse of park resources, such as late-night partying, break-ins and vandalism. 198Chapter 8 Action Strategies Strategy P-2 Leverage the power of the community to help steward SLC’s Public Lands. Supporting Policy 2.1 Empower friend’s groups and community organizations to increase stewardship capacity, add value, and maximize their contributions of expertise and resources. Action 2.1 A Integrate a Community Partnership Coordinator position into the PL Public Engagement Team, with a focus on supporting community organizations and enhancing the scope and quality of the work they do to benefit public lands. Creation of formalized partnership agreements will help clarify respective roles and responsibilities. Integration into the Public Engagement team supports cross-collaboration with staff dedicated to communications, fundraising, volunteerism, and other aspects of engagement highly relevant to maximizing the contributions of community organizations. Action 2.1 B Use Public Lands facilities like Allen Park, the Fisher Mansion and the Warm Springs Plunge to help provide a venue for under-resourced community organizations to engage with their audience in public spaces and activate public lands. Action 2.1 C Establish an annual “Friends of SLC Public Lands” gala to thank and celebrate those organizations that contributed to the success of SLC Public Lands and encourage additional contributions and cross-collaboration, as well as shared identity and enthusiasm. Action 2.1 D Actively work to seek out new and creative partnerships that strategically benefit SLC Public Lands, through connections to underserved communities, connections to resources, capacity and expertise, etc. Action 2.1 E Identify opportunities to adapt procurement policies to hire partner organizations to perform skilled work for SLC Public Lands that would otherwise be outsourced to private contractors or consultants. Supporting Policy 2.2 Grow a robust volunteer management apparatus to empower individual residents to contribute their time, effort and knowledge to help support their public lands system. Action 2.2 A Establish dedicated funding for volunteer management support staff and volunteer program resources (tools, materials, uniforms, management software, vehicle and trailer), to compliment and expand capacity of the existing Volunteer & Education Coordinator position. Action 2.2 B Identify key roles, responsibilities and supervisory staff for dedicated volunteers who can lend time and skills as unpaid staff members for appropriate positions, and work to seek out and cultivate these dedicated volunteers. PROTECT:APPROACHES FOR ACTION Action 2.2 C Secure and deploy resources for enhanced volunteer education, training and skillbuilding, as well as volunteer appreciation and retention efforts. Action 2.2 D In collaboration with the Office of the Mayor, develop a seasonal conservation corps program focused on stewardship education, data collection and public engagement, as well as job skill development for key groups, potentially including veterans, native american youth, refugees, BIPOC teens, and unsheltered teens. Action 2.2 E Analyze and identify aspects of Public Lands administration and operations which could benefit from incorporation of volunteerism to expand capacity, fill gaps in professional skills and knowledge, increase public access and transparency to decisionmaking, and offset costs. Work to incorporate volunteers in these areas. Supporting Policy 2.3 Used targeted education campaigns to create a culture of stewardship in SLC. Action 2.3 A Launch a PR campaign to improve public perceptions of the Jordan River and Jordan River Parkway, in coordination with the Jordan River Commission, Jordan River Foundation, Seven Canyons Trust, and Get to the River Festival. Action 2.3 B Work to establish dialogue and partnership with representatives of the Ute, Goshute, and Shoshone tribes to understand, honor and promote knowledge of ancestral lands. Make tribal land acknowledgement standard practice, work to empower Native American voices to influence land management decisions, and develop programs to engage tribal members in stewardship and cultural education. Action 2.3 C Cultivate future stewards of SLC’s public lands by facilitating early exposure to positive experiences in nature that inspire wonder, curiosity, and connection to place. Expand place-based environmental education and nature-discovery programming that build on the successes of the Salt Lake City Children’s Outdoor Bill of Rights. Collaborate with Youth & Family Services and other providers to engage youth in park planning/design, volunteerism and stewardship, nature-based curriculum development, nature and outdoor adventure clubs and camps, and other strategies that give SLC youth a voice at the table. Encourage the creation of youth boards and grassroots organizations, and fund grants and projects for university students, that place young leaders in positions to have a tangible impact on their public lands. Celebrate the role that these young leaders play in public lands. 200Chapter 8 Action Strategies Action 2.3 D Work with partners and other government jurisdictions to create and sustain an ongoing media campaign to help SLC residents identify with a culture of public lands stewardship, connected to a sense of local pride and ownership of public land resources. Action 2.3 E Expand the Public Lands Communications team to elevate the Public Lands brand, and the professionalism and effectiveness of PL communications, messaging and marketing. Identify resources to expand key roles and skillsets, especially graphic design and content development. PROTECT:APPROACHES FOR ACTION 202Chapter 8 Action Strategies GROW:APPROACHES FOR ACTION Strategy G-1 Be proactive and strategic about growth of the Public Lands System. Supporting Policy 1.1 Investment of resources into new lands, new assets and amenities is driven by policy and informed by data and public engagement. Action 1.1 A Increase staffing to meet capacity demands of planning & projects team, achieve reasonable project loads for Public Lands PMs, and free up capacity for the many policy and programmatic planning documents recommended as action items. Action 1.1 B Use the PL Master Plan, Needs Assessment, Impact Fee Facilities Plan, Community Master Plans, Strategic Acquisition Plan, and other city plans to guide new development, including prioritization of funding applications. Establish clear, transparent policies for ranking and prioritizing funding Capital Improvement and Impact Fee funding applications, including the incorporation of feedback from the Public Lands citizen advisory board. Action 1.1 C Create a Capital Facilities Plan based on cyclical asset renewal projections and asset condition inventory data from Cartegraph and other sources. Ensure the plan is adaptible to accommodate new data as well as growth in park lands and assets. Use this plan and associated data to guide funding applications for asset renewal and replacement. Action 1.1 D Identify and secure resource needs for continual, regular updating of needs assessment asset maps, user satisfaction surveys, demographic mapping, park plans, and other documents to ensure Public Lands planning guidance does not become so outdated as to become invalid. Action 1.1 E Engage community members in ongoing robust data collection program on park use statistics, demographics, and basic user feedback about public lands, through internships, volunteer positions, conservation corps, and community partnerships, and communicate to achieve transparency in how the data is incorporated into Public Lands planning. Supporting Policy 1.2 Tax increment or other dedicated funding sources for O&M are established so that additional maintenance resources keep pace with new capital asset funding and projects. Action 1.2 A Commission analysis of anticipated growth of maintenance and capital replacement costs as new assets are added to system and inflation impacts O&M and construction costs, and incorporate into budgetary increase requests and budget planning. Action 1.2 B Agressively pursue alternative funding mechanisms to make up gaps in General Fund capacity to accommodate growing costs. Action 1.2 C Evaluate opportunities for revenue generation to benefit specific sites and assets where user fees, parking fees, event and activity fees, or other revenue generation methods may be appropriate. Action 1.2 D Evaluate opportunities to use local revenues, levees, fees or income streams to fund growing park operations needs, similar to the model employed by Salt Lake County Parks & Recreation. Action 1.2 E Identify desired standards for operations and maintenance level of service standards, including per-acre maintenance budgets and staffing for different categories of parks and public spaces, and identify and address areas in the public lands system where desired service level standards are not being met. Supporting Policy 1.3 Integrate growth planning for public lands with economic development initiatives and community planning and zoning. Inventory and develop long- range plans for City-owned land that is not currently in the Public Lands’ system in order to make strategic planning, zoning and land use decisions which utilize existing spaces with parks and open space characteristics. Action 1.3 A Modify city development codes to simplify park improvement projects and mitigate technical obstacles like inaccurate park zoning or internal property subdivisions within park spaces. Action 1.3 B Engage the community in visioning for major park expansion opportunities, such as the Green Loop, the Fleet Block, the Public Utilities Central 9th Campus, SLC Public Lands Campus, the Northwest Quadrant, and the Jordan River - North Temple Redevelopment Area. Action 1.3 C Integrate the work of Planning & Public Lands; actively engage Public Lands staff in future Area and Neighborhood Master Plans, and engage Planning staff in future park master plans and improvement plans. Action 1.3 D Identify and pursue collaborative projects with Economic Development, and establish the role of Public Lands in advancing concepts like Tech Lake City and economic development programs like Visit Salt Lake. Action 1.3 E Incorporate Economic Development tracking and metrics into aspects of Public Lands annual reporting, similar to the model employed by the Regional Athletic Complex. 204Chapter 8 Action Strategies GROW:APPROACHES FOR ACTION Strategy G-2 Overcome difficult obstacles to growth needs through creativity and through leveraging external assets and resources. Supporting Policy 2.1 Maximize usability of public outdoor spaces, including golf courses, right- of-way, and public/semi-public spaces (such as library grounds) outside the Public Lands inventory. Action 2.1 A Map public and semi-public green spaces outside the Public Lands inventory to better understand level of service in communities. Action 2.1 B Collaborate with Salt Lake School District and local churches, especially for compatible access to playable/programmable field space. Action 2.1 C Develop a Golf Master Plan which will evaluate golf courses for opportunities to expand urban forest, ecological restoration, trails, and public programming. Action 2.1 D Work with Library System to diversify and activate public green space surrounding library campuses. Action 2.1 E Work with Transportation Division to map opportunities for linear parks along streets and right-of-way eligible for lane reduction. Identify opportunities to put streets and parking lots underground to create or connect important park spaces. Supporting Policy 2.2 Leverage innovative public-private partnerships and collaborations with developers to help address the growth needs of the Public Lands system. Action 2.2 A Work with local businesses and educational institutions to collaborate on job development and training, improve professional development opportunities for Public Lands staff, and provide pipelines for training and careers that benefit Public Lands hiring goals and job placement for prospective employees. Action 2.2 B Explore partnerships with the Utah Outdoor Recreation Industry, Tourism Industry, and Healthcare Industry to collaboratively plan, fund and develop recreational infrastructure, land adoption and acquisition, and youth education & recreation programming. Action 2.2 C Establish communications and collaboration with development, in particular in areas of very active redevelopment such as Central 9th, Downtown, Sugarhouse, East Bench, North Temple @ Jordan River. Improve coordination with the SLC RDA and identify mutual/overlapping objectives. Action 2.2 D Explore opportunities to trade underperforming green space to development for equivalent or higher-performing green spaces elsewhere in the City, with an eye to service gaps, stream daylighting opportunities, and walkable neighborhood access to park spaces. Action 2.2 E Pursue private support and funding for urban forest improvements and wetland mitigation projects in large industrial areas - and in particular, the Inland Port and industrial parks west of Redwood Road - that provide environmental services while also improving the livability / workability of office parks, contain heat-island effects, and reduce maintenance costs for businesses. Supporting Policy 2.3 Position Public Lands to take advantage of private contributions, including ‘adoption’ of amenities, corporate partnerships and philanthropic giving. Action 2.3 A Strengthen relationships with Friends-Of organizations and help empower them to fundraise for specific improvements and maintenance. Action 2.3 B Facilitate the development of a Friend of Salt Lake City Parks 501c3 organization to oversee the funding and management of specific components of PL responsibilities, such as fundraising for transformative projects in excess of $10M. Action 2.3 C Enlist the services of contractual fund management and capital campaign firms to help SLC Public Lands navigate the legal and accounting challenges of capital campaigns. Action 2.3 D Formalize and simplify adoption and sponsorship programs like memorial tree adoption and bench adoption, reducing PL’s long-term financial commitments and increasing revenue from adoptions. Action 2.3 E Identify or add a development coordinator role within the Public Lands admin team to manage capital campaigns for expendable and endowed funding for projects and properties, manage and facilitate major gifts, and oversee donor development as well as contractual capital campaign management, fund management, and coordination with SLC Finance. ATTACHMENT C Reimagine Nature Public Engagement Summaries ENGAGEMENT WINDOW #1 SUMMARY REPORT PUBLIC LANDS TEAM • Kristin Riker, Public Services Deputy Director, Public Lands • Nancy Monteith, Project Manager • Lee Bollwinkel, Parks Division Director • Lewis Kogan, Trails and Natural Lands Division Director • Tony Gliot, Urban Forestry Division Director • Danielle Ainsworth • Luke Allen • Ariel Campos • Valerie Huitzil • Suzy Lee • Kezia Lopez • Amy Nielson • Katie Riser • Leah Smith • Kyle Strayer, Civic Engagement Team ACKNOWLEDGMENTS UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING Dr. Ivis García, Assistant Professor Elizabeth Arnold, Westside Studio Teaching Assistant Katie Bussell Luke Dubois Sophie Frankenburg Molly Gaughran Anders Hart Minerva Jimenez-Garcia Megan Leether Claudia Loayza Maddy McDonough Emily Meadows C.J. Mecham Maranda Miller Lonnie Olson Hannah Pack Fabiha Pinaz Bradley Potter Damian Rodriguez Carlos Santos-Rivera Joseph Shahidi Delaney Sillman Ronnie Sloan Marly Upcavage Kendall Willardson CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 PROJECT TIMELINE HOW WE LISTENED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH SURVEY RESPONDENT MAPS ENGAGEMENT BY THE NUMBERS PARTICIPATION FINDINGS REPRESENTATIVE PARTICIPATION WHAT WE HEARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 COMMUNITY SURVEY FINDINGS INTERCEPT INTERVIEW FINDINGS COMMUNITY FOCUS GROUPS HOW INPUT WILL BE USED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 COMMUNITY INPUT ON MASTER PLAN ELEMENTS BIG IDEAS REFINED FROM COMMUNITY INPUT NEXT STEPS LIST OF APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 4 INTRODUCTION Our natural lands, urban forest and city parks help shape and define our city. Now more than ever we rely on them for personal health, community identity and civic ideals. It is time for us to plan a bright future by reimagining these spaces together. 5 PROJECT TIMELINE Salt Lake City is developing a new Public Lands Master Plan. As an important first step, the City called on all community members to help reimagine the future of our Public Lands: the nature in our city that enhances the quality of our lives. The Public Lands Master Plan will establish an inspirational framework to guide how we grow and prioritize investments for the next 10-20 years within the three public lands divisions (Parks, Trails & Natural Lands, and Urban Forestry). In acknowledgment of the findings from the 2019 Salt Lake City Parks and Public Lands Needs Assessment that included a statistically valid community survey, this effort will address current challenges to improve our public lands system. The engagement metrics for the year- long process are to connect with 10,000 people that are representative of the city’s demographic makeup. Given the goals of this master plan, it has been given the name, “Reimagine Nature.” Reimagine Nature will use comprehensive, evidence-based analysis, coupled with community engagement, to prioritize and identify transformative projects for Salt Lake City’s public lands. Community engagement for this process is open during three engagement windows: 1-Discover: Foundation of Understanding 2-Reimagine: Visioning Transformational Projects and Priority Actions 3-Transform: Draft and Final Master Plan. This report provides a summary of the first engagement window and how results will inform window 2. Figure 1: On the ground stencils to promote website and survey. WINTER 2020/2021 PHASE I: DISCOVER: FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS August 26, 2020 Six-Week Community Engagement Window #1 Opens WINTER-SPRING 2021 PHASE II: REIMAGINE: VISIONING TRANSFORMATION Quarter 1-2, 2021: Community Engagement Window #2 SPRING-SUMMER 2021 PHASE III: TRANSFORM: DRAFT AND FINAL MASTER PLAN Quarters 2-3 2021 Final Community Engagement Window #3 6 HOW WE LISTENED • On-line surveys widely advertised; • Pop-up events and intercept interviews; • Organizational partnerships to reach underrepresented groups; and • Digital outreach, which included over 40 social media posts, a paid Facebook ad targeting West Side residents, and an email opt-in form. Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews The planning team used a multi-pronged approach to engagement that included: 7 ENGAGEMENT METHODS In order to create a unifying vision for Public Lands over the next 10-20 years, the planning team used a multi-pronged approach that included on-line surveys, pop- up events and tactical partnerships to reach typically underrepresented groups. The first window of community engagement launched on August 26, 2020 with an on-line, six-week survey and closed in December 2020 with community stakeholder focus groups. The goal of this window was to create a foundation for understanding, share preliminary ideas for feedback and gather new ideas from the public. Using COVID-19 protocols, the city’s framework for equitable engagement best practices and multiple types of tactics, over 7,000 Salt Lake City community members participated in providing input during ice cream and food truck pop-up events, University of Utah student-led intercept interviews, trailside snack activities and virtual connections by website, email and phone. SURVEY FORMAT An on-line survey translated in English and Spanish consisted of nine content questions and six demographic questions. Much of the survey included multiple choice questions for respondent efficiency and also included a number of open ended question prompts for collection of perceptions and ideas. 3,735 responded to the on-line survey, and 91% of the questions were answered. Intercept interviews were conducted at 44 different locations including local parks, trailheads and businesses. This survey included a few similar multiple choice questions, but had more open ended questions to encourage a dialog and prompt new ideas. OUTREACH AND EDUCATION A graphic snapshot handout, digital graphic and poster were provided to inform of the current state of public lands with data on key trends around stewardship, equity and livability. This section of the report summarizes who we heard from, what areas of Salt Lake City responses came from and other demographic indicators. ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews Figure 3: Snapshot poster displaying current facts about Salt Lake City Public Lands 400 S 400 S 2100 S700 E700 ESTATE STREDWOOD RDI-15I-15I-15I-15 I-80I-80 I-80I-80 I-80I-80I-80I-80 C I T Y C R E E K C A N Y O N C I T Y C R E E K C A N Y O N E M I G R A T I O N C A N Y O N E M I G R A T I O N C A N Y O N P A R L E Y ’ S C A N Y O N P A R L E Y ’ S C A N Y O N M I L L C R E E K C A N Y O N M I L L C R E E K C A N Y O NI-215I-215I-215I-215BANGETER HWYBANGETER HWY1300 EF O O TH I L L B LVD SALT LAKE CITY WEST VALLEY CITY SOUTH SALT LAKE MURRAY MILLCREEK SLC INTERNATIONALAIRPORT WOODS CROSS NORTH SALT LAKE R E D B U T T E C A N Y O N R E D B U T T E C A N Y O N MEMORY MEMORY GROVEGROVE LINDSEY LINDSEY GARDENSGARDENS 11TH AVE 11TH AVE PARKPARK FOOTHILLS FOOTHILLS NATURAL NATURAL AREAAREA FOOTHILLS FOOTHILLS NATURAL NATURAL AREAAREA WARM SPRINGS WARM SPRINGS PARKPARK WASHINGTON WASHINGTON SQUARESQUARE HERMAN HERMAN FRANKS FRANKS PARKPARK SUGARHOUSE SUGARHOUSE PARKPARK SUNNYSIDE SUNNYSIDE PARKPARK FAIRMONT FAIRMONT PARKPARK LIBERTY PARKLIBERTY PARK CITY CITY CEMETARYCEMETARY ROTARY GLEN ROTARY GLEN PARKPARK GLENDALE GLENDALE PARKPARK JORDAN JORDAN PARKPARK PIONEER PIONEER PARKPARK COTTONWOOD COTTONWOOD PARKPARK GLENDALE GLENDALE GOLF COURSEGOLF COURSE REGIONAL REGIONAL ATHLETIC ATHLETIC COMPLEXCOMPLEX ROSE PARK ROSE PARK GOLF COURSEGOLF COURSE RIVERSIDE RIVERSIDE PARKPARK ROSEWOOD ROSEWOOD PARKPARK 1700 S RIVER 1700 S RIVER PARKPARK FOREST FOREST DALE GOLF DALE GOLF COURSECOURSE BONNEVILLE BONNEVILLE GOLF COURSEGOLF COURSE NIBLEY GOLF NIBLEY GOLF COURSECOURSE PARLEYS PARLEYS HISTORIC HISTORIC NATURE PARKNATURE PARK State State DNRDNR This is The This is The Place Place State ParkState Park US National US National ForestForest US National US National ForestForest Bureau of Land Bureau of Land ManagementManagement US National US National WildernessWilderness US National US National ForestForest US National US National ForestForest US National US National ForestForest US National US National ForestForest State Wildlife RefugeState Wildlife Refuge Kennecott Tailings Kennecott Tailings PondPond Great Salt Lake Great Salt Lake WetlandsWetlands Great Salt Lake Great Salt Lake State Sovereign LandsState Sovereign Lands US National US National ForestForest snapshot For more information, and to be involved with the SLC Public Lands Master Plan, visit:REIMAGINENATURESLC.COM 70.7 Miles of Existing Trails 129.4 Miles of Proposed Trails 6423 Acres Foothills Natural Area Collaborative Management Zone 1694 Acres Natural Lands 86,500 Urban Forest Trees 3 Special Event 15 Community and 2 Regional Parks 42 Mini Parks 19 Neighborhood Parks 108 Holes of City Public Golf 121 Acre City Cemetery 1 Regional Athletic Complex (16 Outdoor Sports Fields) Walking, jogging and hiking are top activities in natural lands like the Fife Wetland Preserve and the 6,423-acres of Foothills Natural Area, canyons and foothills bordering the northern and eastern limits of SLC. More than 70 miles of off-street trails connect residents to parks and natural lands. The urban forest’s street trees are one of the most accessible forms of nature, extending into every neighborhood and business district in the city, resulting in a literal canopy of shade, beauty, socioeconomic, environment and health benefits. Most residents live within a half mile or 10-minute walk to a local park, and that’s important to 97% of people polled. 75% of residents who live on the east side visit parks at least once a month, while 60% of west- siders visit parks once a month. Established in 1881 to be SLC’s “Central Park,” historic Liberty Park is the most visited park in the system. Our natural lands, urban forest and city parks help shape and define our city. Salt Lake City Public Lands is creating a master plan with an ambitious, community-driven vision for the evolution of our public spaces over the next 20 years. Based on the 2019 Needs Assessment, the plan will identify specific, meaningful projects and initiatives that align with Public Lands values of STEWARDSHIP, LIVABILITY AND EQUITY. As appreciation for these places has increased since COVID-19, now more than ever, public lands contribute to our personal health, community identity and civic ideals. It is time for us to plan for a bright future by reimagining these spaces together. For more information visit:REIMAGINENATURESLC.COM By 2050 our temps could rise10° leading to poorer air quality. “There is a real opportunity - to address parks and natural lands as essential elements for better air quality, climate change mitigation, energy efficiency, and environmental justice. Parks can help improve the health of the city.” 2019 SLC Parks and Public Lands Needs Assessment EQUITY livability STEWARDSHIP $85,000 per year to clean up nuisance graffiti. are anticipated to move to SLC by 2040 which will require an additional park space roughly equivalent to Liberty Park. SLC IS HOME TO OVER 196,000 people who speak 80 languagesrepresenting a broad range of socioeconomic backgrounds and cultural heritages. 45% of metro area renters are cost burdened. The master plan includes community engagement windows. The 2019 Needs Assessment will help identify priority areas.Accessibility gaps and trail gaps still exist in all SLC planning areas, and east-west connections across the city are limited. Salt Lake City’s proposed trails, including expansion of the 9-line Trail, will add another 129.4 miles to the system, the equivalent of adding another Jordan River Parkway (the longest paved urban trail in the US). SLC public lands have opportunity to increase biodiversityby adding more natural habitat like recent efforts at Fairmont Park Pond and the Fife Wetland Preserve. 86% snapshot What Values Guide the Plan?Three values guide how we can Reimagine Nature together to increase biodiversity (the richness of different kinds of plants and animals in our public lands) while finding new ways to connect people to green spaces.   Equity, or including diverse voices in the master plan process and priorities, aligns as a citywide value emerging from the roundtable discussion on “Geographic Equity, Inclusion, & Belonging.” We are committed to listening to the realities and perceptions of access to public lands from all sides of Salt Lake City to help guide next steps for a more equitable future. Livability, or maintaining SLC’s quality of outdoor life, inspires us to provide more services to residents as the city grows. How can we collectively identify outside-the-box opportunities to use our city’s parks, golf courses, school yards, natural areas and streetscapes to increase public access to nature, trails, sports fields, and public gathering places? Stewardship, or taking care of what we have, is investing in the renewal of our existing city parks, urban forest, natural areas and trails. Stewardship inspires us to preserve habitat so plants and wildlife can thrive and be resilient to impacts of climate change like rising temperatures. Potential actions could be planting 300 new trees in city golf courses or adding butterfly gardens to city parks. Income barriers can limit the amount of leisure time and transportation options people have to enjoy public lands. of SLC population is made up of diverse people who identify themselves as Native Americans, African Americans, Hispanic, Latino, Asian or Pacific Islander. 3 200 community groups have been invited to participate in this process. 30,000+ of public lands assets are in fair to poor condition. of SLC residents who responded to the 2017 Needs Assessment prioritize investments to improve existing parks, trails and natural areas. 35% Nearly 17% of the population is projected to be 65 or older by 2045. City Golf courses maintain over 1,000 acres of open space. As the city grows, how can golf grow as a community partner, serving more of the city population? Over the last 20 years SLC’s urban forests have been in decline. 63% Our 86,500 trees, including 7,000 trees in city golf courses, provide a cooling of summer temps by 6° SLC urban forest hosts 260 species of trees that support biodiversity and improve air quality. 94 ACRES >50% of all global species are at risk of extinction leading to rapid biodiversity loss. Activating underutilized spaces with activities such as outdoor education, guided nature walks, wildflowers and birding would increase park service as the city grows. EW Sources: Salt Lake City Public Lands Division, 2019 Salt Lake City Parks & Public Lands Needs Assessment, American Community Survey 2014-2018, Kem C. Gardner Policy Institute, "Understanding Climate Change from a Global Analysis of City Analogues" by Thomas Crowther et. al., "Promoting and Preserving Biodiversity in the Urban Forest" by Alexis A. Alvey, "Utah Forest Facts: Trees and Climate Change" by Megan Dettenmaier et. al., "Salt Lake City Confronts Its Growing Pains" by Trevor Bach. For more information, and to be involved with the SLC Public Lands Master Plan, visit:REIMAGINENATURESLC.COM 8 SURVEY RESPONDENTS REACHED SLC RESIDENTS BY ZIP CODE 400 S 400 S 2100 S700 E700 EREDWOOD RDI-15I-15I-15I-15 I-80I-80 I-80I-80 I-80I-80I-80I-80 CIT Y C R E E K C A N Y O N CIT Y C R E E K C A N Y O N EMI G R A T I O N C A N Y O N EMI G R A T I O N C A N Y O N PAR L E Y ’ S C A N Y O N PAR L E Y ’ S C A N Y O NI-215I-215BANGETER HWYBANGETER HWY1300 EFOO TH I L L B LVD SALT LAKE CITY WEST VALLEY CITY SOUTH SALT LAKE MILLCREEK SLC INTERNATIONAL AIRPORT WOODS CROSS NORTH SALT LAKE RE D B U T T E C A N Y O N RE D B U T T E C A N Y O N Great Salt Lake Great Salt Lake WetlandsWetlands 84103841038411684116 8410484104 8411984119 8411584115 8411184111 8410184101 8410284102 8410584105 8411284112 8410884108 8410684106 8410984109 8410384103 241 8411684116 153139 239 254 395122201341407432823 84104841048411984119841158411584111841118410184101 8410284102 84105841058411284112841088410884106841068410984109ZIP CODE # SURVEY RESPONDENTS 9 PAR L E Y ’ S C A N Y O N PAR L E Y ’ S C A N Y O N STUDENT INTERCEPT LOCATIONS University OF Utah CITY & METROPOLITAN PLANNING STUDENT INTERVIEWS 635 236PARKSPARKSNATURAL NATURAL AREASAREAS OTHER OTHER LOCATIONSLOCATIONS # SURVEY RESPONDENTS # ORGANIZATIONS & ESTABLISHMENTS REACHED STUDENT INTERCEPT INTERVIEW LOCATIONS 10 ENGAGEMENT BY THE NUMBERS Figure 4: The table above provides a snapshot of total engagement events and number of participants. Figure 5: Trailside snack bike trailer. Figure 6: Ice cream social distancing interviews. SURVEYS 4,455 PUBLIC SURVEY 3,735 CITY STAFF SURVEY 85 INTERCEPT SURVEYS 635 POPUP EVENTS 2,320 ICE CREAM SOCIAL DISTANCING TRAILSIDE SNACKS TRAIL INTERCEPTS MICRO-ENGAGEMENT EVENTS FOCUS GROUPS 47 17 COMMUNITY PRESENTATIONS 260 COMMUNITY COUNCILS BOARDS AND COMMITTEES ENGAGEMENT WITH OVER 200+ COMMUNITY STAKEHOLDERS 11 PARTICIPATION FINDINGS The two surveys conducted gathered feedback from a wide range of the community. The on-line public survey reached 3,735 people while the student intercept interview survey reached 635 people at 44 different locations. The on-line survey reached the most people living in the Capitol Hill, Avenues and East Liberty Park neighborhoods, followed by the Sugar House, Northwest, Eastern Central City, and East Bench neighborhoods. The intercept interviews gathered feedback from different geographic areas than the on-line survey, gathering the most feedback from Sugar House, followed by the West Salt Lake/ Glendale neighborhoods and the Central City neighborhood. The surveys captured input from different demographics. To track if the representation of responses equitably reflected the Salt Lake City community, the planning team compared the on-line public survey demographics to that of Salt Lake City. While the on-line survey did reach a variety of people, respondents were 80% white, a number greater than the City’s demographic composition which is only 73.1% white. To help boost input from people of color, University of Utah students conducted intercept interviews throughout Salt Lake City and Public Lands staff lead focus groups with stakeholder organizations who provide services to underrepresented populations. The intercept interviews were successful at reaching a diverse audience that is more representative of the community’s population. Figure 7 shows the percentage of respondents by race/ethnicity for each survey. Intercept interviews also reached more female respondents, younger respondents, and more lower income representation than the on-line survey. 12 REPRESENTATIVE PARTICIPATION SURVEY DEMOGRAPHICS ASIAN AMERICAN INDIAN BLACK / AFRICAN AMERICAN HISPANIC / LATINO NATIVE HAWAIIAN / PACIFIC ISLANDER WHITE OTHER PREFER NOT TO SAY 3.7% 1.3% 5.5% 14.9% 2.9% 1.5% 5.4% 0.3% 1.4% 0.5% 2.3% 4.0% 21.6% 0.3% 1.5% 65.4% 2.9% 2.4% 80.0% 73.1% 1.2% 3.4% 4.0% INTERCEPT SURVEY SALT LAKE CITY DEMOGRAPHICS PUBLIC SURVEY Figure 7: To track if the representation of responses equitably reflected the Salt Lake City community, the planning team compared the public survey demographics to that of Salt Lake City. To help boost input from people of color, University of Utah students conducted intercept interviews throughout Salt Lake City and Public Lands staff lead focus groups with stakeholder organizations who provide services to underrepresented populations. FINDINGS Salt Lake City’s population is 200,591 With a 2% margin of error and 95% confidence level, the survey sample size is representative to the population (N= 3,000) 13 WHAT WE HEARD This section provides a summary of the input received from engagement opportunities in this order: 1. Community Survey 2. Intercept Interviews 3. Community Focus Groups 4. SLC Staff Survey 14 PARK/TRAIL USE HAS INCREASED FREQUENCY OF USE THIS YEAR (2020) compared to previous years 16% 15% 41% 43% 43% 41% PARKS USE SAME SAME INCREASE INCREASE DECREASE DECREASE TRAILS USE Source: 2020 Community Survey (on-line / 3735 total respondents) 15 INCREASE Q - Which of these is easy for you to access from your home? (Select all that apply) 82-83% of respondents feel they can easily access a park, while over half feel that spaces with abundant tress, bike paths and trails are near home. 46-52% of respondents feel they can access a natural area. Golf courses and recreational centers were not viewed as accessible to most respondent’s homes. OTHER OUTDOOR or RECREATIONAL CENTER NONE of the ABOVE 31% 3% CITY GOLF COURSE 38%22% A STREET or PUBLIC SPACE with abundant TREES NATURAL AREA or NATURAL OPEN SPACE COMMUTER or RECREATIONAL BIKE PATH 60%59% 60% 52%46% RECREATIONAL TRAIL 62% A CITY PARK PUBLIC SURVEY INTERCEPT SURVEY 83%82% N/A N/A N/A N/A SLC HAS ACCESSIBLE PARKS/TRAILS Source: 2020 Community Survey (on-line / 3735 total respondents) Source: 2020 Intercept Survey (in person / 635 total respondents) 16 DIRECT ACTIONS • Create wildflower meadows • Incorporate more native, waterwise plants in landscaping • Plant more trees • Expand public access points to trails • Add or renovate aged restrooms, playgrounds and other amenities $FUNDING • Acquire additional natural areas • Acquire lands adjacent to water • Invest in increased maintenance • Improve the City’s donation process • Develop adoption programs DAILY PRACTICES • Support active modes of transportation • Expand collaboration with non-profit organizations • Host education events • Improve capacity to respond to environmental emergencies • Create a Biodiversity Advisory Committee TOP STEWARDSHIP ACTIONS Q - What stewardship actions would be most impactful to public lands over the next 10-20 years? (Select all that apply) Biodiversity, the environment, trails & maintaining existing amenities were themes that emerged among survey respondents. The most chosen actions are highlighted below. Source: 2020 Community Survey (on-line / 3735 total respondents) 17 Respondents were asked to select all that apply to the question “Thinking long-term over the next 10-20 years, what stewardship actions do you think would be most impactful to the public lands that include city parks, urban forests, natural areas and trails?” A list of options followed that was divided into three categories: direct actions, funding, and daily practices. Direct actions that support greater biodiversity and a healthy environment were the most selected. These actions included creating wildflower meadows and pollinator gardens, incorporating Figure 8: Student intercept surveys captured input from 635 members of the community. DIRECT STEWARDSHIP ACTIONS % SELECTED Create wildflower meadows for bees and other pollinators in parks, streets, the cemetery, and golf courses. 69% Incorporate more native, waterwise plants in landscaping. 64% Plant more trees in parks and natural areas 63% Maintain natural-surface trails and improve or expand public access points 57% Add or renovate aged restrooms, playgrounds and other amenities 50% Increase enforcement of activities that degrade natural resources including inappropriate recreation use, predation from cats, exposure to pesticides or other toxins, light and noise pollution. 50% Add and service more bins.47% Increase the frequency of litter clean-up 37% Install better signage in parks, trails and natural areas for wayfinding and interpretation 29% Other ideas for direct action.11% more native and waterwise plants, and planting more trees. Taking care of existing amenities and infrastructure was the next theme that emerged. Maintaining trails, renovating playgrounds and restrooms, preventing degrading activity and adding more waste bins were the next most selected actions. Source: 2020 Community Survey (on-line / 3735 total respondents) 18 Additional ideas/themes from respondents for the stewardship of public lands included.... STEWARDSHIP IDEAS “I would volunteer to clean up parks, paint bathrooms, help with trash and waste disposal I would also donate money to groups that contribute to stewardship of the parks.” “To clean up our air we should invest in advertising and incentives to get people to bike to work or use public transportation.” “Work with school districts on biodiversity education and curriculum including hands on projects to give our youngest citizenry a sense of ownership.” “Encourage non-motorized visitation. Supply and timely service waste receptacles. Landscape with broad ecological goals, e.g. not just trees but flower and open areas that support birds and bees.” “More recycling options.” “Enlist public help by holding trail days and events to help maintain public amenities.” “Host educational events to build land ethics.” Source: 2020 Community Survey (on-line / 3735 total respondents) 19 DAILY PRACTICES CHOICES STEWARDSHIP % SELECTED Support active modes of transportation to reduce carbon footprint (e.g., walking, biking) 71% Expand collaborations with non-profits, schools, community centers, and others to enhance education and stewardship opportunities. 67% Host educational events to build land ethics. 44% Work with City departments to improve capacity and resources to respond to oil spills, wildfire and other environmental emergencies. 42% Support “Friends of the Parks” groups. 40% Create a Biodiversity Advisory Committee composed of public members, technical experts, and staff to guide biodiversity conservation efforts. 40% Develop ranger/ambassador programs 37% Other Ideas to Encourage Daily Practices 4% Funding choices also supported the environment with respondents choosing options to increase habitat blocks and corridors and support riparian health. 54% of respondents chose to fund trail maintenance, supporting the choice action of maintaining trails. Half of respondents also support improving donation processes for public lands. The top selected daily practice for stewardship was to support active modes of transportation. This was the most selected answer among all stewardship options, with 71% support. This confirms support for the trail system as well as methods for reducing carbon footprints. Expanding collaborations with schools and organizations to provide stewardship opportunities, as well as hosting education events to build land ethics were the next top-selected daily practices at 67% and 44%. This indicates a desire for programming as well as volunteer opportunities and community-led efforts. FUNDING CHOICES STEWARDSHIP % SELECTED Acquire additional natural areas to increase size of existing habitat blocks or connect wildlife corridors 65% Acquire lands adjacent to water course to support riparian health and reduce flooding risks 55% Invest in increased maintenance for trails and trail corridors 54% Invest in increased maintenance for priority parks and natural areas 53% Improve the City’s donation process and actively solicit private donations to support stewardship. 50% Add more staff to care for trees 33% Hire a Stewardship Coordinator. 29% Other Ideas for Funding.7% Source: 2020 Community Survey (on-line / 3735 total respondents) Source: 2020 Community Survey (on-line / 3735 total respondents) 20 Q - What do you think would most benefit the livability of Salt Lake City and encourage you to get outside more often? (Pick your top 2) TOP LIVABILITY ACTIONS A thriving urban forest, improving networks for active transportation and investing in neighborhood public lands were seen as the top actions that would improve livability in SLC. • Grow our urban forests • Improve the sidewalk and trail network in order to travel by bike and foot to public lands and everyday destinations like work and school • Invest in neighborhood public lands and amenities that encourage everyday use Source: 2020 Community Survey (on-line / 3735 total respondents)46% 44% 42% 21 Respondents were asked to select their top two choices for the question, “Which of the following system-wide approaches do you think would most benefit the livability (or quality of life) of Salt Lake City and encourage you to get outside more often?” The top selections for livability mirrored themes from the top selections for stewardship. These choices also supported environmental health, trails and active transportation, and investing in places close to home. Twice as many people felt investing in neighborhood parks that encourage everyday use was important for livability than the regional public lands that are destinations. Growing the urban forest to provide shade, clean water and air was the top selection at 46%. This was followed by improving the sidewalk and trail network, selected by 44% of respondents, and investing in neighborhood public lands and amenities, at 42%. Livability choices for improving biodiversity, investing in regional destinations and finding unique urban spaces to utilize for nature and recreation were only selected by under 20% of respondents. This result conflicts with the previous survey results as these options would support the other top choices. This may point to a disconnect between perceptions of how livability is achieved. Figure 9: Student intercept survey taken at the Bonneville Shoreline Trail. LIVABILITY CHOICES % SELECTED Grow our urban forests to help provide shade, clean water and air for our city and neighborhoods. 46% Improve the sidewalk and trail network in order to travel by bike and foot to public lands and everyday destinations like work and school. 44% Invest in neighborhood public lands and amenities that encourage everyday use. 42% Focus on improving environmental health and biodiversity (the richness of different kinds of plants and animals in our public lands). 19% Invest in regional public lands and amenities that create unique destinations. 18% Find outside-the-box opportunities to use our city’s parks, golf courses, school yards, natural areas and streetscapes to increase public access to nature, trails,sports fields, and public gathering places. 16% Other ideas to benefit livability. 4% Source: 2020 Community Survey (on-line / 3735 total respondents) 22 “People are desperate to reconnect with nature, so a focus on encouraging wildlife (especially natives) should be extremely important to SLC.” “Substantially improve tree cover in neighborhoods, parks and natural areas by 50% to compensate for human impacts.” “Add neighborhood opportunities to spend time in water. Salt Lake City is getting hotter summers and one of the key missing public land opportunities for residents is access to water for recreational opportunities.”“More trails closer to home so I and my neighbors don’t have to drive to other places (Millcreek, Draper, Herriman, etc.) for trail running and riding opportunities.” “More bike paths.” “work with schools and young people to come up with ideas about livability and climate change.” “Expand community gardens.” LIVABILITY IDEAS Additional ideas/themes from respondents for the livability of public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) 23 TOP EQUITY THEMES Respondents were asked to provide a written answer to the question, “When you imagine our public lands 10-20 years from now, what changes can we make to our public lands system to help serve and include all people more equably?” Top themes from the community survey open ended responses around equity included: • Providing education, activities and programs • Empowering the community • Equitable investment in existing and new Public Lands amenities The intercept interviews and focus groups took a deeper dive into equity related to public lands. The University of Utah students highlighted the following takeaways from these conversations: • Invest In Neighborhood Parks • Cultivate Cultural Representation • Assess West Side vs. East Side Quality • Connect Green Spaces And Support Active Transportation • Promote The Ranger Program Figure 10: Murals in Salt Lake City. 24 “Sidewalks that are truly accessible for all people.” “Provide access to trails via walking, biking and public transportation. increase public transportation services while decreasing the amount of parking lots and spaces that could instead be used as green spaces/urban gardens.” “Rethink and restructure our natural areas to include the contributions, land acknowledgments, and better systems of care of the land by indigenous people.” “Reach out and listen. Specific place-based responses for acts of restoration, maintenance, and development.” “Recruit stewards, rangers/ ambassadors, and volunteers from minority communities near the public lands.” EQUITY IDEAS Additional ideas/themes from respondents to increase equity related to public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) Q - When you imagine our public lands 10-20 years from now, what changes can we make to our public lands system to help serve and include all people more equably? (Write in response) 25 “Have signs displayed in 2-3 languages.” “Move beyond ADA baseline requirements & really focus on accessibility like Liberty Park Rotary playground.” “Add more parks and trees to areas west of I-15 and connect those to the parks in the eastern side of SLC through footpaths and bike paths. Hire more BIPOC to work for the public lands system at all levels. Partner with schools and communities of color to encourage use of parks and trails in our public lands. Reduce the amount of land dedicated to golf courses.” “Increased accessibility for all members of society, along with native fauna that calls the space home. So more bike paths, ramps for wheelchairs, inclusive non-gendered bathrooms. For the wild life, creating more pockets of space not meant for human traffic or usage, and planting more native plants essential to their natural habitats.” “A fully integrated trail system through the city so that folks can access trails regardless of where they are.” “Adjust plans to the diverse needs of the neighborhoods. The people near the foothills might desire a different approach than people living in the west side of the city. I think all areas would like great parks, natural open space and better connectivity.” EQUITY IDEAS Additional ideas/themes from respondents to increase equity related to public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) 26 PRIORITIZE RESILIENT EMPOWER OTHER WELCOME EQUITY CONNECT FUND GROW PROTECT 10 YEAR GOALS - WORD ASSOCIATION 30% 17% 16% 5% 31% 31% 43% 45% 57% 76% “Protect” could point to goals such as protecting the environment & open space or enhancing safety, while “grow” aligns with a growing city and population, or the need to grow natural amenities such as Salt Lake’s urban forest. GOALS TO PROTECT, GROW & FUND Q - Which words sums up what you think should be big 10-year goals of Salt Lake City Public Lands? (Select all that apply) Source: 2020 Community Survey (on-line / 3735 total respondents) 27 Figure 11: Community feedback at a pop up event in Liberty Park. Respondents were asked to select all that apply to the question, “Which words sums up what you think should be big 10-year goals of Salt Lake City Public Lands?” 28 RANGER AMBASSADOR PROGRAM 23% TRANSFORM PIONEER PARK 23% EQUITY MAPPING TOOL 41% REIMAGINE URBAN GREENSPACES 43% REIMAGINE MINI/NEIGHBORHOOD PARKS 49% TRAILS - MOUNTAINS TO THE LAKE 54% EMERALD RIBBON 58% Regional connectivity was an important theme that emerged, with over 50% of respondents choosing big ideas that increase regional trail networks. Reimagining neighborhood and urban greenspaces were next on the list of priorities. Q - Please select any of the potential big ideas listed below that excite you or share your own idea. (Select all that apply) OTHER 6% BIG IDEAS Source: 2020 Community Survey (on-line / 3735 total respondents) An initial list of projects were suggested in this question to encourage big thinking. Many of the projects like the Emerald Ribbon Jordan River Parkway and Pioneer Park changes, were older ideas already underway but require a great deal more investment and partnerships to see them completed. Others on the list were ideas that have been shared in the past or city staff have identified as a gap in current approaches, such as an equity mapping tool and neighborhood park design. However, encouraging participants to suggest their own ideas was emphasized. This question received 216 write-in responses and additional open ended questions solicited responses important to this question. The projects that received the highest level of support were those that covered the largest geographic area: the Emerald Ribbon along the Jordan River Parkway, Trails from the Mountains to the Lake and Reimagining Neighborhood Parks. Pioneer Park and a Ranger Ambassador Program may have received the least amount of support because of their limited area of impact. BIG IDEAS % SELECTED Build Salt Lake’s Emerald Ribbon: Turn the Jordan River Parkway into the City’s most active recreation destination space, by investing in tree canopy, grounds maintenance, a recreational paddle trail, and park development, renewal and expansion from the former Seven Peaks Waterpark at the southern boundary to the Regional Athletic Complex on the north end. 58% Trails from the Mountains to the Lake: Extend the City’s growing multi-use and natural surface trail network to connect regional recreation destinations, extending west to the Great Salt Lake Marina and east to the Wasatch Crest Trail with the 9Line/ Transvalley Corridor as the backbone. 54% BIG IDEAS % SELECTED Reimagine Salt Lake City’s mini and neighborhood parks: Small parks evolve to reflect neighborhood identity, provide quality amenities and experiences that reflect unique community desires, and provide better options for recreation, respite and community gathering in neighborhood parks. 49% Reimagine how our citywide Urban Green Spaces can accommodate more public access, provide diverse recreation opportunities, grow food, provide nature. 43% Create a citywide Equity Mapping Tool that identifies areas of the city that do not have as much access to urban forests, natural areas and city parks. Use this tool to help prioritize areas for investment in public lands. 41% Transform Pioneer Park into the city’s most dynamic, programmed, and desirable public space, transforming it into both a neighborhood destination, and a regional amenity for events and gatherings. 23% 30 “I’d love to see public green space more integrated with shopping, restaurants, and housing. It would be really cool to have restaurants overlooking the parks.” “create a diverse array of models for opportunities for residents and visitors to engage in agricultural practices, from the established traditional “one plot per person/ household community garden” to more community cooperative models.” “Create biodiversity hotspots in our parks. Improve native planting. Do more nature programming with signage.” “We need a park at the Fleet Block. We do not have enough parks downtown and this neighborhood is rapidly densifying.” Additional ideas/themes from respondents for big ideas included... “Focus on”creating spaces” in our city parks. Develop community gathering spaces such as cafes, wine bars, places to host events. Example is the Sizzler pad in sugarhouse park. This could be turned into a park cafe with large outdoor grassy eating space.” ADDITIONAL BIG IDEAS BIG IDEAS % SELECTED Implement a citywide Ranger-Ambassador program in the City’s parks, natural areas and open spaces that focuses equally on resource protection and enriching the experience for public land visitors. 23% Other ideas for transformational projects 6% Source: 2020 Community Survey (on-line / 3735 total respondents) 31 “Include in small community natural spaces support and resources for certain citizen science, conservation, or other projects, like a monarch patch, wildlife monitoring, or community food bank garden. Make it accessible to all.” Additional ideas/themes from respondents for big ideas included... “Increase the urban fishery options in Salt Lake City.” “More natural wildlife areas without paved trails. A NY Central Park size park on the West side of the valley.” “Uncover and restore the buried and impaired creeks in the Salt Lake Valley.” “Outdoor classroom and park access for every SLC SD school. All students should be able to access nature as part of their school day. SLC should hire a person to lead this charge and work directly with SLCSD.“ “Add new areas for growing sports such as disc golf. These have grown as a side effect of COVID and are seeing a lot more use.” “Build a Climbing Park.” ADDITIONAL BIG IDEAS Source: 2020 Community Survey (on-line / 3735 total respondents) 32 INTERCEPT INTERVIEW SURVEY Intercept Survey respondents were interviewed at 44 different locations and were asked eight free response questions, seven multiple choice questions, and seven demographic questions. Common themes emerged from the free response questions which are summed up below. Question: “Thinking long-term over the next 10-20 years, what stewardship actions do you think would be most impactful to public lands that include city parks, urban forests, natural areas and trails?” Themes in the responses included renovating restrooms, trail maintenance, supporting active transportation, planting trees, adding waste bins, planting native, water-wise and pollinator gardens, providing volunteer opportunities, providing cultural and educational events, promoting safety through a ranger ambassador program, acquiring additional natural lands, and supporting friends of the parks groups. Question: “Are there ways you can imagine yourself contributing to the stewardship of public lands?” The most common responses included providing volunteer opportunities such as trash clean-up days, tree planting days, and community trail maintenance. Youth groups were mentioned as organizations that would especially benefit from service-oriented activities. Some respondents were also willing to donate money to fund Public Lands or get involved by participating in public meetings related to Public Land’s issues. Question: “Do you avoid, not enjoy, or feel uncomfortable in any city parks?” Themes in the responses indicated that people often do not feel safe in some parks due to homeless encampments, drug use, and a lack of lighting. Question: “When you imagine our public lands 10-20 years from now, what changes can we make to our public lands system to help serve and include all people more equably?” Responses included themes such as having better ADA access, improving the quality of park on the west side, services for the homeless population, and improved access to parks such as free public transportation. Question: “Which 3 words sum up what you think should be big 10-year goals of Salt Lake City Public Lands?” Common words used included safety, sustainable, verde, variety, trees, accessible, conservation, equity, community, clean, fun, protect, renovate, events, open, connected, inclusive, growth, education, Question: “What would make this place (park, trail, natural areas, golf course) better?” Themes in the responses included adding amenities such as lights, water fountains, restrooms, trails in the parks, trees, art, flowers, dog-friendly facilities, trash cans, signage in multiple languages, access to water and food trucks. Question: “What else should be considered in developing the Public Lands Master Plan for natural areas, urban forests and parks?” Common responses included a mixture of responses from previous questions including recommending new amenities, one-word statements such as “equity” and “cleanliness” and recommending new activities, events and volunteer opportunities. 33 LIVABILITY CHOICES % SELECTED Invest in neighborhood public lands and amenities that encourage everyday use. 63% Improve the sidewalk and trail network for travel by bike and foot 54% Focus on improving environmental health and biodiversity (the richness of different kinds of plants and animals in our public lands). 42% Invest in regional public lands and amenities that create unique destinations. 35%TRANSPORTATION TO PUBLIC LANDS CHOICES % SELECTED Car/Carpool 64% Walk 22% Bike/Skateboard/Scooter 9% Other 2% BARRIERS TO PUBLIC LANDS CHOICES % SELECTED N/A 45% Places are too crowded 25% Safety or security concerns 22% Not accessible to those with disabilities, health or mobility challenges. 5% PUBLIC LANDS IMPORTANCE CHOICES % SELECTED Extremely Important 85% Somewhat Important 12% Indifferent 2% Unimportant .03% Responses to multiple choice questions in the Intercept Interview reflected that public lands are extremely important to the community. Almost half of respondents did not perceive that there were barriers preventing them from accessing public lands. One interesting observation is that 64% of respondents traveled to the park or trailhead location by car, however over half of the respondents thought that improving the sidewalk and trail network for travel by bike and foot would improve the livability of Salt Lake City. Responses to multiple choice questions from the Intercept Interview Survey are displayed in the following tables. Question: Which of the following system- wide approaches do you think would most benefit the livability (or quality of life) of Salt Lake City and encourage you to get out more often? (Select all that apply). Question: How did you get here today? (Choose 1). Are Salt Lake City parks, trails, natural areas, or golf courses important to you? (Choose 1). What prevents you or your household from spending more time in these outdoor places? (Select all that apply). Source: 2020 Intercept Survey (in person / 635 total respondents) 34 FOCUS GROUP FEEDBACK Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) “Save Our Canyons is definitely concerned about the impacts and over-capacity of use in the Wasatch mountains and canyons. We’re supportive and definitely interested in being involved with the mountains to lake concept.” - save our canyons on utilizing golf courses: ”Maybe do a planting of some native species, you know, the little copses of oaks and maples and box elders that exist in that Golf Course are really needed and actually harbor quite a bit of wildlife.” - trails utah “Increase accessibility through maps, way finding, etc. Create business partnerships along the Jordan River Trail to support activities and events near it. Highlight nearby neighborhoods and work on placemaking.” - Sugar Space A series of focus groups were held to gain insight into stakeholder’s shared goals that could inform the Master Plan. Over 39 community organizations and 12 City departments participated in the focus group sessions. Groups were asked to identify synergies and areas of coordination needed to implement the emerging big ideas and actions of the Master Plan. Stakeholders were also asked to identify ways to increase equity in our parks, urban forests, and natural areas and trails. “Add more connections through neighborhoods and business districts” - slc economic development 35 FOCUS GROUP FEEDBACK Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) “We have a responsibility in taking care of water that reaches the lake and connecting people to the lake. Water flowing underneath our feet doesn’t go away. Telling stories and connecting culture is powerful to show the diversity of humans and the environment.” - westminster college “Volunteerism can be a great opportunity to help people with disabilities get out of the house.” -utah downsyndrome foundation “Parks designed for people with different abilities are not necessarily less fun for those without disabilities. Trails may be set up for an upright bike, but are they usable for people who use trikes or other types of bikes?  Accessible routes to parks are needed.” - wasatch adaptive sports “Trees are a huge issue. the west side lost a lot of large, old trees during the wind storm. Increasing trees in Rose Park and Glendale  .” -westview media 36 “make spaces safe for all residents, including those who are unhoused.” - slc housing & neighborhood development “Access is awesome and we want people to get out into these spaces, but having humans in these areas can impact what the habitat looks like, so just balancing those needs and being able to protect land in certain ways for wildlife is something to think about.  ” - tracy aviary “I think really thinking about opportunities to hire local community residents to do this planning, to do programming and really invest in the people who can make this, those who can come and bring a voice to that” - mestizo institute “regarding The Glenville aka Grove area, for me it’s important to be able to provide opportunities for our youth here. To feel safe to go to these parks and to see these parks. What a great place to hang out and what a great place for us as adults to provide mentorship.” - ichamps “I would love to see more emphasis on urban agriculture. Community gardens are a great way to take advantage of smaller properties.” - wasatch community gardens FOCUS GROUP FEEDBACK Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) 37 HOW INPUT WILL BE USED This section presents how the master plan has been refined with community and stakeholder input. Also captured, is a working list of big ideas and top impactful actions that will inform the vision plan implementation. Engagement window #2 is focused on verifying these refined ideas with the public. Building on the success of the inclusive tactics in window 1, tactics will include collaboration with University of Utah and community groups. 38 COMMUNITY INPUT ON MASTER PLAN ELEMENTS 39 BIG IDEAS REFINED FROM COMMUNITY INPUT (AS OF 2/29/2021) 1. JUST FIVE MINUTES FROM HERE 2. FROM THE MOUNTAINS TO THE LAKE 3. NEIGHBORHOOD PARKS REIMAGINED 4. COMING SOON TO A PARK NEAR YOU 5. SLC’S EMERALD RIBBON 6. TELLING OUR STORIES AND OUR HERITAGE 7. A DIVERSE AND HEALTHY URBAN GREEN SPACE NETWORK: GREEN LOOP, PIONEER PARK, FLEET BLOCK 8. PROMOTE OUR URBAN FOREST 9. CONNECTING TO ALL OUR GREEN SPACE ASSETS 10. BIODIVERSITY HOT SPOT 40 NEXT STEPS: • Continue to refine vision for 10 big ideas with community stakeholders and staff. • Draft strategies and actions to support goals and 10 big ideas. • Explore prioritization methods using value lenses of equity, livability and stewardship. • Synthesize this work and test with the public to lead to a draft master plan. 41 APPENDICES A. SLC Public Lands Current State Snapshot B. 2020 Reimagine Nature Community Survey Instrument C. Advertisement Methods D. University of Utah Student Report Appendices available upon request by emailing Nancy Monteith: nancy.monteith@slcgov.com ENGAGEMENT WINDOW #2 SUMMARY REPORT MAY 2021 ACKNOWLEDGMENTS PUBLIC LANDS TEAM • Kristin Riker, Public Services Deputy Director, Public Lands • Nancy Monteith, Project Manager • Lee Bollwinkel, Parks Division Director • Lewis Kogan, Trails and Natural Lands Division Director • Tony Gliot, Urban Forestry Division Director • Matt Kammeyer, Golf Division Director • Luke Allen • Amy Nielson • Katie Riser • Leah Smith • Kyle Strayer, Civic Engagement Team UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING Dr. Ivis García, Assistant Professor Elizabeth Arnold, Westside Studio Teaching Assistant Brandon Siracuse Chimalli Hernandez Sadika Maheruma Khan Izzy Fuller Amy Newman Justice Tuffour Dakota Connole Yi Wei Taylor Maguire Erik Fronberg Anisa Ali Morgan Julian Jasmine Garcia Claudia Loayza Luis Garcia Plancarte Megan Spencer Jaime Cross Austin Kreiter Chay Mosqueda Zach Gardner Virgil Lund Liam Marshall Andrew McDonald CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 PROJECT TIMELINE HOW WE LISTENED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH STUDENT ENGAGEMENT ACTIVITIES OUTREACH LOCATION MAP SURVEY RESPONDENTS REACHED MAP ENGAGEMENT BY THE NUMBERS PARTICIPATION FINDINGS REPRESENTATIVE PARTICIPATION WHAT WE HEARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 VISION GOALS 10 TRANSFORMATIVE PROJECTS SURVEY COMMENTS HOW INPUT WILL BE USED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 COMMUNITY INPUT ON MASTER PLAN ELEMENTS NEXT STEPS LIST OF APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 4 INTRODUCTION Salt Lake City is developing a new Public Lands Master Plan. As an important first step, the City called on all community members to help reimagine the future of our Public Lands: the nature in our city that enhances the quality of our lives. 5 PROJECT TIMELINEThe Public Lands Master Plan will establish an inspirational framework to guide how we grow and prioritize investments for the next 10-20 years within the three public lands divisions (Parks, Trails & Natural Lands, and Urban Forestry). In acknowledgment of the findings from the 2019 Salt Lake City Parks and Public Lands Needs Assessment that included a statistically valid community survey, this effort will address current challenges to improve our public lands system. The engagement metrics for the year- long process are to connect with 10,000 people that are representative of the city’s demographic makeup. Given the goals of this master plan, it has been given the name, “Reimagine Nature.” Reimagine Nature will use comprehensive, evidence-based analysis, coupled with community engagement, to prioritize and identify transformative projects for Salt Lake City’s public lands. Community engagement for this process consists of three engagement windows: 1-Discover: Foundation of Understanding 2-Reimagine: Visioning Transformational Projects and Priority Actions 3-Transform: Draft and Final Master Plan. Engagement window one was conducted from August through December of 2020. Results from this first round of engagement identified concepts and ideas that most resonated with the community to support Public Lands’ values of promoting equity, livability and sustainability. Engagement window one also gathered community ideas for Master Plan goals and projects and measured community support for initial transformative projects identified from previous community feedback and research gathered in the 2019 Public Lands Needs Assessment. The Master Plan framework, including refined goals and transformative projects, was developed from feedback received in engagement window one. REPORT FOCUS This engagement period, engagement window two, was held from March through May of 2021. Engagement window two gathered feedback on the Master Plan framework to verify that the plan was developing in the right direction and had community support. Engagement Window two served as a check point to identify any important information that may be missing from the Master Plan. This report summarizes the second engagement window and how results will inform the master plan and engagement window three. WINTER 2020/2021 PHASE I: DISCOVER: FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS August 26, 2020 Six-Week Community Engagement Window #1 Opens WINTER-SPRING 2021 PHASE II: REIMAGINE: VISIONING TRANSFORMATION March 17 - May 7 2021: Community Engagement Window #2 SUMMER-FALL 2021 PHASE III: TRANSFORM: DRAFT AND FINAL MASTER PLAN Quarter 3 2021 Final Community Engagement Window #3 6 HOW WE LISTENED • On-line survey widely advertised; • Student-led micro-engagement events; • Facebook Live events in English and Spanish • Organizational partnerships to reach underrepresented groups; and • Digital outreach, including 230 social media posts, a paid Facebook ad targeting West Side residents, and 3 newsletters. Figure 2: University of Utah Urban Planning Students conducting intercept interviews to increase online survey participation. The planning team used a multi-pronged approach to engagement that included: 7 ENGAGEMENT METHODS In order to create a unifying vision for Public Lands over the next 10-20 years, the planning team used a multi-pronged approach that included an on-line survey, focus groups, micro-engagement events and community partnerships to reach typically underrepresented groups. The second window of community engagement launched on April 1, 2021 with an on-line, six-week survey and closed on May 10, 2021. The goal of this window was to get feedback on the initial Master Plan framework, including the Plan vision statement, goals, and potential transformative projects. Using COVID-19 protocols, the city’s framework for equitable engagement best practices and multiple types of tactics, over 12,000 Salt Lake City community members participated in providing input during online focus groups, University of Utah student-led intercept interviews and micro-engagement events, and through the online survey. SURVEY FORMAT An on-line survey offered in both English and Spanish consisted of 15 content questions and six demographic questions. Much of the survey included multiple choice questions for respondent efficiency and also included two open ended question prompts for collection of perceptions and ideas. 3,318 people responded to the on-line survey, and 65% of the questions were answered. Students from the University of Utah City and Metropolitan Planning Department passed out postcards and invited people to take the survey at 38 different locations including parks, libraries, open spaces and trails. OUTREACH AND EDUCATION Signs with a link to the online survey and Reimagine Nature website were posted at parks, natural lands and trails throughout the city. Other print materials advertising the project were distributed city-wide including, 1,380 postcards, 230 Reimagine posters, 115 social media posts and 500 door hangars. Other innovative advertising methods, such as temporary sidewalk art painted onto the pavement were fun ways to spread the word about ongoing Reimagine activities. The following pages summarize who we heard from, what areas of Salt Lake City responses came from and the demographics of engagement participants. ENGAGEMENT METHODOLOGY AND OUTREACH APPROACH Figure 3: Yard signs (above) were placed throughout Salt Lake City Parks, Trails and Natural Lands to advertise the online survey. The image below shows a stencil used to temporarily paint the Reimagine website on sidewalks throughout the city. Can you reimagine urban green space? take the survey at:ReimagineNatureSLC.com 8 STUDENT OUTREACH Figure 4: Community members participating in a Paint the Pavement micro-engagement event. STUDENT ENGAGEMENT Students from the University of Utah Urban and Metropolitan Planning Department were instrumental in promoting awareness of Reimagine Nature. Along with Public Land’s Staff, students distributed 1,380 postcards, 230 Reimagine posters, 230 Earth Day event posters, 920 Earth Day Event flyers, and 500 door hangers to advertise the project and survey including reaching out 94 businesses in the process. In addition, the students held micro-engagement events including four placemaking events and an Earth Day event. SOCIAL MEDIA OUTREACH Students also made posts on social media to promote the online survey through social media engagement. Facebook was the primary social media platform used for outreach. Overall, social media efforts reached many people with over 84 posts, 226 likes, 20 comments, and 18 shares throughout the social media platform. STUDENT MICRO-ENGAGEMENT EVENTS Multiple micro-engagement events invited the community to come out and communicate through fun and thoughtful activities. Placemaking workshops visualized the wants of the community through the aid of simple physical models. Wayfinding and Paint the pavement workshops gathered community members to gain input on mural painting and wayfinding methods. A tree planting and pollinator workshops discussed species to be planted, planting locations and possible “friends of popular grove park” establishment. The findings of the workshop helped narrowed down the approaches and possibilities for interventions. As well as maximized the opportunities for feedback and community engagement. 9 STUDENT ENGAGEMENT ACTIVITIES PAINT THE PAVEMENT Community members discussed access and wayfinding, and directed the creation of a pavement mural. TREE & POLLINATOR PLANTING Workshop participants discussed suitable park plants and identified locations for planting and park elements such as a Reimagined park with flower beds by the tennis court, flowering trees for shade near the playground and a cared for horseshoe activity area. PLACE IT WORKSHOP In this virtual engagement event, urban planner James Rojas asked participants to build their favorite childhood memory using nearby objects and build their vision of park using the same objects. EARTH DAY EVENT Participants volunteered to clean the park and pick up litter, provided feedback on the Master Plan, and took the survey. Figure 5: University of Utah students at a Paint the Pavement micro-engagement event. Figure 6: University of Utah students at a Tree and Pollinator Planting micro-engagement event. Figure 7: University of Utah students participate in a virtual placemaking micro-engagement event. Figure 8: University of Utah students at a Earth Day micro-engagement event. 10 OUTREACH LOCATIONS – Public Lands Master Plan Page 5 Students engaged the community at 38 different public space locations. This outreach involved parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations that were visited by students and staff. Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas PUBLIC OUTREACH Students and Public Lands staff engaged the community at 38 different public space locations. This outreach involved parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 1,380 postcards, 500 door hangers, 230 posters, 920 Earth Day event flyers, and 230 Earth Day Event posters. The map shows locations that were visited by students and staff. Figure 9: Salt Lake City Public Lands Staff outreach locations for Engagement Window #2. Figure 10: University of Utah student outreach locations. Source: University of Utah Student Outreach Summary Report, May 2021. 11 – Public Lands Master Plan Page 5 Students engaged the community at 38 different public space locations. This outreach involved parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 467 flyers and 593 postcards. Figure 2 is a map of the locations that were visited by students and staff. Figure 2: Staff & Paired Outreach Locations to Parks and Other Areas SURVEY RESPONDENTS REACHED SLC RESIDENTS BY ZIP CODE 2021 Online Survey (1,228 respondents did not provide a zip code) 84103841038411684116 8410484104 8411984119 8411584115 8411184111 8410184101 8410284102 8410584105 8411284112 8410884108 8410684106 8410984109 8410384103 304121016325314 8411984119 84111841118410184101 84105841058411284112ZIP CODE # SURVEY RESPONDENTS 88 99 84115841158410984109 104 8410484104 145 8410284102 173 8410884108 110 8411684116 161 8410684106 12 ENGAGEMENT BY THE NUMBERS Figure 11: The table above provides a snapshot of total engagement events and number of participants. Figure 12: Tree and pollinator planting engagement. Figure 13: Students promoting the Reimagine Nature survey. ONLINE PUBLIC SURVEY #2 3,318 4 STUDENT-LED PLACEMAKING EVENTS 69 16 INTERCEPT EVENTS 582 COMMUNITY COUNCIL PRESENTATIONS 260 2 FACEBOOK OPEN HOUSE EVENTS 848 SPANISH VIEWS 195 ENGLISH VIEWS 653 SOCIAL MEDIA POSTS43 FACEBOOK + 39 TWITTER + 29 INSTAGRAM + 4 NEXT DOOR = 115 POSTS 3 EMAIL NEWSLETTERS to 7,907 people TOTAL REACHED ENGAGEMENT WINDOW TWO 5,077 TOTAL REACHED ENGAGEMENT WINDOW ONE 7,082 TOTAL DIRECTLY REACHED ALL REIMAGINE NATURE ENGAGEMENT 12,159 13 PARTICIPATION FINDINGS SURVEY PARTICIPANTS BY NEIGHBORHOOD The online survey reached 3,318 people in total. As only approximately 63% of survey respondents answered the question asking what their zip code is, it is difficult to accurately assess which neighborhoods survey participants are from. However, the overall survey distribution by zip code of survey number two closely mirrors the distribution of survey number one. The map on page 11 shows which neighborhoods were reached by zip code. The East Liberty Park, Capitol Hill and Avenues neighborhoods had the highest number of recorded survey respondents, followed by the East Bench, Sugarhouse and Central City neighborhoods. Downtown, East Central, West Salt Lake, North West Salt Lake, and Liberty Wells were in the middle range of number of survey respondents, and the Ballpark neighborhood as well as west and southern portions of the Central Community planning area had the lowest number of survey respondents. DIVERSITY OF SURVEY PARTICIPANTS During engagement window one, students from the University of Utah played a key role in reaching a diverse survey audience that is more representative of the community’s population. They increased diverse participation by visiting sites throughout Salt Lake City where they shared information about the project and invited people to take the online survey. Students also participated in Public Lands staff-lead focus groups with stakeholder organizations who provide services to underrepresented populations. During the second engagement window, the students promoted the online survey rather than a separate intercept survey, so the dataset was not split up in a way to compare the demographics of student-promoted survey participants. However, in comparing the public online surveys from the first and second windows of engagement, survey number two shows an increase in participant diversity. The participation among nearly all minority groups doubled from survey number one to survey number two, indicating that the student-led activities were likely a big contributing factor to increasing the diversity of survey and engagement participation. 14 REPRESENTATIVE PARTICIPATION SURVEY DEMOGRAPHICS ASIAN AMERICAN INDIAN BLACK / AFRICAN AMERICAN HISPANIC / LATINO NATIVE HAWAIIAN / PACIFIC ISLANDER WHITE OTHER PREFER NOT TO SAY 5.4% 1.4% 2.3% 21.6% 1.5% 73.1% 3.4% 1.5% 0.3% 0.5% 4.0% 0.3% 80.0% 1.2% 4.0% PUBLIC SURVEY 1 SALT LAKE CITY DEMOGRAPHICS 2.2% 1.3% 1.4% 8.2% 0.5% 76.3%76.3% 2.4% 7.7% PUBLIC SURVEY 2 Figure 14: The online survey conducted during engagement window two was more successful at reaching a diverse audience that is more representative of the community’s population. This is an improvement from the previous online survey conducted during engagement window one. The chart above compares the diversity of survey participants for both online surveys. To help boost input from people of color, University of Utah students conducted micro-engagement events and outreach throughout Salt Lake City and Public Lands staff led focus groups with stakeholder organizations who provide services to underrepresented populations. FINDINGS Targeted engagement improved the diversity of survey respondents, with minority participation in survey two increasing an average of 232% from that of survey one. 15 WHAT WE HEARD The focus of engagement window two was to gather feedback and input on the Master Plan framework, including refined goals and initial transformative projects ideas. It also served as a check point with the community and stakeholders to verify that the Master Plan was developing in the right direction, had community support, and provided an opportunity to contribute any important ideas that may be missing from the Master Plan. The following pages cover the responses received from the community through the online survey, focus groups and micro-engagement events that comprised engagement window number two. 16 VISION STATEMENT REIMAGINE NATURE PLAN VISION STATEMENT: Reimagine Nature provides transformative ideas that have the ability to heighten our Public Lands’ impact on the city’s livability, equity, and stewardship over the next 20 years. Our natural lands, urban forest, city parks and city golf courses are cared for to be resilient for increasing environmental challenges, and also innovatively adapted to meet the diverse needs of our growing population. We aspire to create and sustain quality outdoor spaces that are inclusive, accessible, and culturally relevant; ensuring everyone benefits from fair and appropriate investment. Q: Do you think this plan vision statement is on the right track? 20%40%0%60%80%100% No 82% (2066) 15% (386) 2% (56) No Adjustment Needed Yes Adjustment Needed Yes 17 5 PLAN GOALS Q: Do you think these should be the plan goals? PLAN GOALS Feedback from the first survey and stakeholder conversations led tothe prioritization of these five overarching goals for what the Public Lands Master Plan should seek to achieve or improve. These goals will be used as an organizing frameworkfor recommended strategies, practices and actions. 1. Connect: Accessible and Connected Green Spaces 2. Welcome: Active, Authentic and Inclusive Places 3. Protect: A Commitment to Stewardship 4. Grow: Expand our Park System 5. Sustain: Environmental Health and Sustainability 20%40%0%60%80%100% No 87% (2197) 11% (280) 1% (33) No Adjustment Needed Yes Adjustment Needed Yes 18 10 TRANSFORMATIVE PROJECTS COMMUNITY PROJECT SATISFACTION The survey asked respondents to rate their satisfaction with each of the ten transformative projects. Each question was prefaced with a project description and potential project strategies that could contribute to the overarching transformative project. The chart on page x compares the percent of respondents that indicated they were somewhat or extremely satisfied with the transformative projects. The projects that received the most selections for respondents being extremely satisfied were grow our urban forest at 71% and put environment first at 70%. These were followed by connect mountains to the lake at 65%, meet me at the river at 62% and downtown comes alive outside at 61%. These responses indicate strong support for environmental enhancements of Salt Lake City’s public lands, a desire for increased system connectivity and access to trail- based recreation, and the need to activate downtown with more green spaces. While the projects just five minutes from here and telling our stories only had 38% and 47% of respondents indicting they were extremely satisfied, the majority of respondents were still either somewhat satisfied or extremely satisfied, with 77% indicating some level of satisfaction for both projects. This demonstrates that there is overall community support for the ten transformative projects, with between 77% and 92% of respondents indicating some level of satisfaction for the projects and only 10% or less of respondents indicating some level of dissatisfaction. The following pages show these descriptions and respondent satisfaction levels for each project. Figure 15: Postcards with information about the 10 Transformative Projects and a link to the online survey were distributed by University of Utah students and SLC Public Lands Staff. 19 TRANSFORMATIVE PROJECT APPROVAL JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% SOMEWHAT SATISFIED EXTREMELY SATISFIED CONNECT MOUNTAINS TO THE LAKE SATISFACTION RATES FOR THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 37% 38% 26% 65%33% 54%31% 52% 27% 62% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 30% 47% 26% 61% 21% 71%24% 57% 20% 70% 20 1. JUST 5 MINUTES FROM HERE • Potential Projects: • Establish a multi-lingual signage and wayfinding program. • Initiate an information campaign and tools for learning about parks, activities, and recreation opportunities. • Promote other public green space use like libraries and school grounds as part of a connected system. A WAYFINDING AND SIGNAGE CAMPAIGN THAT MAKES IT EASIER TO EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES Q: PLEASE RATE YOUR SATISFACTION WITH JUST 5 MINUTES FROM HERE 10%20%0%30%40%50%60%70% Percentage 38% (924) 37% (896) 16% (378) 7% (158) 3% (62) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 21 Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 2. CONNECT MOUNTAINS TO LAKES • Potential Projects: • Connect trails from the eastern side of the Wasatch mountains to the Foothills Natural Area, the 9 Line Trail to the Jordan River Parkway Trail and west to the Salt Lake Marina and Mountains. • Implement all remaining proposed trails including the McClelland Trail, Folsom Trail, Surplus Canal Trails, and Foothills Trails. • Begin to implement the Seven Greenways Vision, creating a connected regional system of greenways along Salt Lake City’s Creeks, including locations to uncover creeks, add trails, improve natural habitat, and provide for recreation. COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE And CREEKS WITHIN THE CITY Q: PLEASE RATE YOUR SATISFACTION WITH JUST 5 MINUTES FROM HERE 10%20%0%30%40%50%60%70% Percentage 64% (1528) 26% (624) 5% (127) 3% (66) 2% (37) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 22 3. REIMAGINE NEIGHBORHOOD PARKS • Potential Projects: • Identify priorities for equitable park redevelopment. • Engage neighbors in redesigning and adding activities to parks that reflect their interests, culture and the character and history of the area. • Promote volunteerism, donation, and adopt-a-park/ friends groups. TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS TO CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY Q: PLEASE RATE YOUR SATISFACTION WITH REIMAGINE NEIGHBORHOOD PARKS 10%20%0%30%40%50%60%70% Percentage 53% (1268) 33% (783) 9% (204) 4% (86) 1% (30) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 23 4. COMING SOON TO A PARK NEAR YOU • Potential Projects: • Promote partnerships for arts, music, performance, fitness, urban agriculture and games in parks. • Provide programming for nature-based education, volunteerism, outdoor recreation, and horticulture. • Re-energize City parks and neighborhoods by adding concession operations that will generate revenues to reinvest in park improvements and repairs. HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR Q: PLEASE RATE YOUR SATISFACTION WITH COMING SOON TO A PARK NEAR YOU 10%20%0%30%40%50%60% Percentage 52% (1225) 31% (729) 11% (251) 5% (107) 2% (43) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 24 5. MEET ME AT THE RIVER INVEST IN PROJECTS AND MAINTENANCE ALONG THE JORDAN RIVER PARKWAY THAT WILL PROMOTE EQUITY, ACCESS, SCENIC BEAUTY, DIVERSE RECREATION, AND HEALTHY ECOLOGY ALONG THE PARKWAY • Potential Projects: • Establish and integrate welcoming park spaces and landscaping along the river to foster community gathering and bring the river into focus as one of SLC’s most desirable recreation destinations. • Restore and enhance natural areas along the river for improved biodiversity, habitat and a healthy environment. • Improve the former Glendale Waterpark, Jordan Park, and the historic International Peace Gardens to create regional attractions and event space with characteristics that celebrate and preserve community culture and diversity. • Establish a self-serve kayak rental program on the Jordan River, complete with multilingual signage and river-access improvements to make water recreation accessible to more people Q: PLEASE RATE YOUR SATISFACTION WITH MEET ME AT THE RIVER 10%20%0%30%40%50%60%Percentage62% (1450) 27% (630) 6% (150) 4% (83) 1% (32) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 25 6. TELL OUR STORIES REVEAL PAST AND PRESENT STORIES FROM OUR DIVERSITY OF EXPERIENCES THAT HAVE SHAPED THIS VALLEY, GIVING FOCUS TO UNDERREPRESENTED AND INDIGENOUS PEOPLE. EXPRESS THESE STORIES THROUGH LANDSCAPES, STRUCTURE, PLACEMAKING, AND • Potential Projects: • Initiate a storytelling project with partners to collect, share, and display stories relevant to public lands. • Invest in restoring and interpreting iconic structures and landscapes such as Allen Park, Fisher Mansion, and Warm Springs Park. • Engage our communities in identifying more meaningful names for our local parks. Q: PLEASE RATE YOUR SATISFACTION WITH TELL OUR STORIES 10%20%0%30%40%50%60% Percentage 47% (1091) 30% (699) 16% (369) 5% (116) 3% 61) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 26 7. DOWNTOWN COMES ALIVE OUTSIDE • Potential Projects: • Invest in Downtown SLC’s Pioneer Park to create a vibrant destination for daily activities and events that serve the region. • Reimagine Downtown SLC’s wide streets in key locations to create a green loop of trees and green space, pedestrian- and bicycle-friendly paths, and flexible space for pop-up festivals and recreation. • Initiate creative projects and partnerships to integrate a network of large and small green areas and plazas into a mosaic of public outdoor spaces that become the foundation of an activated downtown.  • Grow SLC’s downtown and Central Community park access, where future growth is expected to be the highest in the City yet has the least access to parks and trails. INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY Q: PLEASE RATE YOUR SATISFACTION WITH DOWNTOWN COMES ALIVE OUTSIDE 10%20%0%30%40%50%60%70%Percentage61% (1415) 26% (603) 8% (179) 4% (94) 2% (41) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 27 8. GROW OUR URBAN FOREST • Potential Projects: • Launch a public awareness campaign to support new trees and their watering/care. • Increase tree canopy cover to improve air quality and advance environmental equity in westside neighborhoods. • Invest in tree planting within street projects. • Maximize planting of appropriate trees on all our publicly owned landscapes such as golf courses, parks and street medians. • Invest in the equipment and resources to responsibly reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our parks, playgrounds, trails and gardens. BUILD PUBLIC AWARENESS TO SUPPORT NEW TREES STEWARDSHIP THAT ALLOWS URBAN FORESTRY TO PLANT TREES IN ALL PUBLICLY OWNED LANDSCAPES Q: PLEASE RATE YOUR SATISFACTION WITH JUST 5 MINUTES FROM HERE 10%20%0%30%40%50%60%70% Percentage 71% (1636) 21% (491) 5% (105) 3% (58) 1% (23) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 28 9. WELCOME TO THE GREEN • Potential Projects: • Introduce alternative recreation and activities on golf courses for general public recreation such as walking paths/ trails, concessions, off-leash dog walking, Frisbee golf, running races, cross country skiing or groomed sledding. • Incorporate additional environment benefits through tree plantings, diversifying vegetation, stormwater management, and nature centers in our golf courses. • Re-wild and preserve native plant and wildlife sanctuaries outside of playable golf areas. • Expand golf’s involvement in environmental protection by incorporating constructed stormwater wetlands in unplayable areas of our courses. INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT Q: PLEASE RATE YOUR SATISFACTION WITH WELCOME TO THE GREEN 10%20%0%30%40%50%60%70%Percentage57% (1317) 25% (573) 7% (171) 6% (138) 5% (111) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 29 10. PUT ENVIRONMENT FIRST • Potential Projects: • Foster a robust native plant and pollinator habitat program that includes volunteer and educational opportunities operated out of Public Lands greenhouses and plant farms. • Host citywide education and engagement programs focused on environmental stewardship, citizen science, and connection with the natural world through SLC’s public spaces. • Increase landscape resiliency to climate change by reclaiming degraded landscapes with beneficial plants, healthy soils, and habitat for birds and wildlife. CULTIVATE MORE BIOLOGICAL DIVERSITY IN PARKS AND NATURAL AREAS Q: PLEASE RATE YOUR SATISFACTION WITH PUT ENVIRONMENT FIRST 10%20%0%30%40%50%60%70%Percentage70% (1599) 20% (468) 7% (161) 2% (39) 1% (31) Extremely dissatisfied Somewhat dissatisfied Neither satisfied nor dissatisfied Somewhat satisfied Extremely satisfied 30 PRIORITIZATION OF PROJECTS PROJECT URGENCY AND IMPORTANCE Survey respondents were asked to rate both the urgency and importance of the ten transformative projects. These questions were designed to gain insight into community priorities for each project, highlighting which projects should happen right away and which projects should be prioritized because they are the most impactful and provide value. When comparing urgency versus importance, two projects stood out significantly as being both the most urgent and most important. Put environment first was ranked the highest by survey respondents in both categories, with 73% ranking it as very important 72% ranking it as very urgent. The next highest-ranking project was grow our urban forest, with 71% ranking it as very important and 68% ranking it as very urgent. This again reinforces the community’s desire for using sustainable principles in managing Public Lands and improving the local environment with natural amenities. These projects also were viewed as significant and held high support with focus group participants. Overall, the question responses show that all projects are valued by the community. When combining the selections for medium urgency and very urgent, the 10 transformative projects were selected by between 56% and 94% of respondents as being urgent. The combined selections for project importance show that the 10 transformative projects were selected by between 70% and 95% of respondents as important. TOP CHOICES FOR OVERALL IMPORTANCE: 1. GROW OUR URBAN FOREST - 97% 2. PUT ENVIRONMENT FIRST - 95% 3. REIMAGINE NEIGHBORHOOD PARKS - 89% 4. CONNECT MOUNTAINS TO THE LAKE - 88% TOP CHOICES FOR OVERALL URGENCY: 1. GROW OUR URBAN FOREST - 95% 2. PUT ENVIRONMENT FIRST - 94% 3. REIMAGINE NEIGHBORHOOD PARKS - 87% 4. MEET ME AT THE RIVER - 83% 31 URGENCY AND IMPORTANCE OF PROJECTS JUST 5 MINUTES FROM HERE 10% 30% 50% 70% 90% CONNECT MOUNTAINS TO THE LAKE URGENCY AND IMPORTANCE OF THE 10 TRANSFORMATIVE PROJECTS REIMAGINE NEIGHBORHOOD PARKS COMING SOON TO A PARK NEAR YOU MEET ME AT THE RIVER 42% 41%48% 39% 49% 23% 44% 40% 10% 30% 50% 70% 90% TELL OUR STORIES DOWNTOWN COMES ALIVE OUTSIDE GROW OUR URBAN FOREST WELCOME TO THE GREEN PUT ENVIRONMENT FIRST 40% 19% 42% 39% 27% 68% 41% 35% 22% 72% VERY URGENT VERY IMPORTANT MEDIUM URGENCY MEDIUM IMPORTANCE 41% 15% 51% 19% 39% 49%46% 43%54% 25% 41% 45% 22% 73% 40% 40% 26% 71% 42% 44% 45% 25% 32 NEIGHBORHOOD FINDINGS Equity is one of the Master Plan value lenses that drives prioritization and decision making. This has raised the importance of reaching underrepresented communities during the engagement process. To understand more about how individual communities can be best served by Public Lands, survey responses were sorted by neighborhood to target responses from areas that have higher concentrations of underrepresented populations including minority populations, older and younger populations, and lower income populations. Survey responses from the Northwest, West Salt Lake and the northern and western portions of the Central Community are displayed below. Like the overall survey results, survey respondents from these neighborhoods consistently chose “put environment first” and “grow our urban forest” as both the most urgent and most important of the ten transformative projects. The Central Community respondents rated these with the highest percentages of very important, with 81% for “grow our urban forest” and 78% for “put environment first.” This is compared to 73% and 71 % respectively in the overall survey. The next highest rankings for project urgency and importance corresponded geographically with the location of the neighborhoods, with the Northwest and West communities selecting “reimagine neighborhood parks,” “meet me at the river,” and “connect mountains to the lake” and the Central community selecting “downtown comes alive outside,” “reimagine neighborhood parks” and “connect mountains to the lake.” This shows a support for investments that will directly enhance natural amenities close to home, such as the Jordan River Parkway and Downtown parks while also increasing park, open space and trail connectivity city-wide. NEIGHBORHOOD RESPONSES 33 Northwest Community Urgent 1. PUT ENVIRONMENT FIRST - 73% 2. GROW OUR URBAN FOREST - 69% 3. REIMAGINE NEIGHBORHOOD PARKS - 50% 4. MEET ME AT THE RIVER - 48% Important 1. PUT ENVIRONMENT FIRST - 76% 2. GROW OUR URBAN FOREST - 74% 3. MEET ME AT THE RIVER - 61% 4. REIMAGINE NEIGHBORHOOD PARKS - 59% West Community Urgent 1. PUT ENVIRONMENT FIRST - 69% 2. GROW OUR URBAN FOREST - 68% 3. MEET ME AT THE RIVER - 61% 4. REIMAGINE NEIGHBORHOOD PARKS - 43% Important 1. GROW OUR URBAN FOREST - 78% 2. PUT ENVIRONMENT FIRST - 74% 3. MEET ME AT THE RIVER - 64% 4. CONNECT MOUNTAINS TO THE LAKE - 50% NEIGHBORHOOD RESPONSES Central Community Urgent 1. PUT ENVIRONMENT FIRST - 79% 2. GROW OUR URBAN FOREST - 71% 3. DOWNTOWN COMES ALIVE OUTSIDE - 45% 4. REIMAGINE NEIGHBORHOOD PARKS - 40% Important 1. GROW OUR URBAN FOREST - 81% 2. PUT ENVIRONMENT FIRST - 78% 3. DOWNTOWN COMES ALIVE OUTSIDE - 51% 4. CONNECT MOUNTAINS TO THE LAKE - 50% 34 SURVEY COMMENTS COMMUNITY IDEAS AND INPUT The two survey questions prompting write- in comments received a total of 1,838 responses. The first question “What changes would you suggest, if any, to the Vision or Goals?” received roughly 120 responses that expressed positive support for the vision and goals statements. 238 comments suggested changes to the vision and goal statement language. 107 comments suggested additions to the vision or goal statements. The remainder of comments were an assortment of specific strategies suggested to support the goals, the most common ones listed here in order of occurrences: • Environmental/natural resources/habitat; • Golf courses; • Park feature requests; • Trails; and • Unhoused populations management. The second open ended question was more general, asking if there is anything else to consider or include in the Master Plan. Roughly 100 comments expressed appreciation for the plan or had no additional considerations. Some themes within the comments included critique for the project public engagement process, details for the Transformational Projects, priorities to emphasize or desire for more clarity about funding/timelines. The remainder of comments covered a wide variety of topics, the most common ones listed here in order of occurrences: • Park feature requests (such as dog parks/off-leash, restrooms, water recreation features, signage, concessions, ADA accessibility and more); • Trails; • Golf courses; • Management/maintenance/safety; • Environmental interests (water conservation, air quality, energy conservation, native plants/invasive species, climate change resilience, light pollution, wildlife habitat, pesticides and more); • Trees; • Unhoused populations; • Desire for additional parks and open space conservation; • Connecting to green spaces through trails and public transportation; • Education and programs; and • Urban farming, gardens, and edible forests. 35 “I think the vision statement should include explicit language on climate change.” “I’m concerned about allowing people and off leash dogs on golf courses. There are plenty of stray balls- injuring those that happen to be walking near by would not be unusual if you open these spaces up.” “Since more people are using the outdoors, education on how to treat and take care of it is essential.” “safety for marginalized and over policed communities. for black and brown people public spaces are not always safe (RIP Trayvon Martin, Tamir Rice, Darren Hunt and many more). part of access for these communities is assurance that they wont get shot or arrested just for existing in public spaces while being a person of color. some sort of police and emergency service outreach to ensure this message is heard would be appropriate.” SURVEY COMMENTS “More emphasis on making areas bike and bus friendly and reducing the need to drive to parks.” 36 “Emphasizing the removal of invasive species (especially trees) from all public lands to further spread into natural or wilderness areas.” “Consider senior and disabled people when you reimagine parks.” “Consider the water needs of current and future vegetation; make plans that reduce water use with native and adaptive species while adding trees and other plants.” SURVEY COMMENTS “Require that all new apartment building complexes have green spaces as part of their design.” “Increased educational trips into the foothills by school age children.” “Please consider the plants as more than just beautifying landscape for people. Nature isn’t just a setting for human activity.” 37 “Honoring native/ indigenous people and land.” “Espero que se preste más atención a los aspectos medioambientales.” “Food forest! Preserve the last remaining orchards and increase free food abundance in our urban areas.” “Recognizing recreational practices of all cultures.” “BATHROOMS at trails and parks.” “MORE DOG PARKS!!!!!!” SURVEY COMMENTS “You need food at the parks. A few restaurant spaces at each of the big parks would CHANGE how people use the park. Incorporate families and eating and I’ll be there every weekend.” 38 HOW INPUT WILL BE USED The survey feedback relayed that the Master Plan framework, vision, goals and transformative projects are on the right track, direct Public Land’s investments and strategies over the next 10- 20 years and have support from the community. Survey input will inform the refining of Master Plan projects, strategies and actions and help to prioritize plan goals and the ten transformative projects. 39 COMMUNITY INPUT ON MASTER PLAN ELEMENTS 40 NEXT STEPS: • Master Plan review by Parks, Natural Lands, Urban Forestry and Trails Board. • Master Plan review by City Council. • Explore prioritization methods using community feedback and value lenses of equity, livability and stewardship. • City review and adoption process. PROJECT TIMELINE COMPLETEDNEXT STEPSWINTER 2020/2021 PHASE I: DISCOVER: FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS August 26, 2020 Six-Week Community Engagement Window #1 Opens WINTER-SPRING 2021 PHASE II: REIMAGINE: VISIONING TRANSFORMATION March 17 -May 7 2021: Community Engagement Window #2 SUMMER-FALL 2021 PHASE III: TRANSFORM: DRAFT AND FINAL MASTER PLAN Quarter 3 2021 Final Community Engagement Window #3 41 APPENDICES A. 2021 Reimagine Nature Community Survey Instrument B. Advertisement Methods C. University of Utah Student Report Appendices available upon request by emailing Nancy Monteith: nancy.monteith@slcgov.com ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: 3/4/2022 Rachel Otto, Chief of Staff Date Sent to Council: 3/4/2022 TO: Salt Lake City Council DATE: 3/4/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Historic Landmark Commission. STAFF CONTACT: Jessi Eagan jessi.eagan@slcgov.com DOCUMENT TYPE: Board Appointment: Historic Landmark Commission. RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Amanda De Lucia as a member of the Historic Landmark Commission. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 March 4, 2022 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, Utah 84114 Dear Councilmember Dugan, Listed below is my recommendation for membership appointment to the Historic Landmark Commission Amanda De Lucia - to be appointed for a four year term ending, starting from the date of City Council advice and consent. I respectfully ask your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor Cc: File ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: 3/4/2022 Rachel Otto, Chief of Staff Date Sent to Council: 3/4/2022 TO: Salt Lake City Council DATE: 3/4/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Sugarhouse Park Authority Board of Trustees. STAFF CONTACT: Jessi Eagan jessi.eagan@slcgov.com DOCUMENT TYPE: Board Appointment: Sugarhouse Park Authority Board of Trustees. RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Richard Layman as a member of the Sugarhouse Park Authority Board of Trustees. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 March 4, 2022 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, Utah 84114 Dear Councilmember Dugan, Listed below is my recommendation for membership appointment to the Sugarhouse Park Authority Board of Trustees. Richard Layman - to be appointed for a four year term ending, starting from the date of City Council advice and consent. I respectfully ask your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor Cc: File ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: 2/11/2022 Rachel Otto, Chief of Staff Date Sent to Council: 2/11/2022 TO: Salt Lake City Council DATE: 2/11/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Utah Performing Arts Center Agency. STAFF CONTACT: Jessi Eagan jessi.eagan@slcgov.com DOCUMENT TYPE: Board Appointment: Utah Performing Arts Center Agency. RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Katie Hansen as a member of the Utah Performing Arts Center Agency. / ( ) ,,,,,,,11111 ,,.,,,' ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 February 11, 2022 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, Utah 84114 Dear Councilmember Dugan, Listed below is my recommendation for membership appointment to the Utah Performing Arts Center Agency. Katie Hansen - to be appointed for a four year term ending, starting from the date of City Council advice and consent. I respectfully ask your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor Cc: File .. Ji. .. '• / ;\ trfj \ .. l ,,,,, u111 ,v·' City Council Announcements April 5, 2022 Information Needed by Council Staff A. Ute Ouray Reservation (agenda attached) Council Members have been invited for a visit to the Ute Ouray Reservation THIS SATURDAY 4/9 for one day, with the option to stay overnight in a shared accommodation for 6 or to drive home that evening at 9 pm. The intention of this visit is to have a family friendly visit in support of having a strong relationship, getting acclimated to the area in preparation for future Bear Dance invites this summer, and open the dialogue about telling the story of The Ancestral Gardens. Some group members will travel east and stay the night in Vernal, Utah at Comfort Suites hotel or large shared Air BnB. Those returning to SLC will pick up dinner (take-out?) in Heber, Utah Any Council Members that are interested in attending please let staff know. SALT LAKE CITY CORPORATION SWORN STATEMENT SUPPORTING CLOSURE OF MEETING I, Dan Dugan, acted as the presiding member of the Salt Lake Council, which met on April 5, 2022 in a hybrid meeting. Appropriate notice was given of the Council's meeting as required by §52-4-202. A quorum of the Council was present at the meeting and voted by at least a two-thirds vote, as detailed in the minutes of the open meeting, to close a portion of the meeting to discuss the following: §52-4-205(l)(a) discussion of the character, professional competence, or physical or mental health of anindividual; §52 -4-205(1)(b) strategy sessions to discuss collective bargaining; §52-4-205(l)(c) strategy sessions to discuss pending or reasonably imminent litigation; §52-4-205(l)(d) strategy sessions to discuss the purchase, exchange, or lease of real property, including any form of a water right or water shares, if public discussion of the transaction would: (i) disclose the appraisal or estimated value of the property under consideration; or (ii) prevent the public body from completing the transaction on the best possible terms; §52-4-205(l)(e) strategy sessions to discuss the sale of real property, including any form of a water right or water shares if: (i) public discussion of the transaction would: (A) disclose the appraisal or estimated value of the property under consideration; or (B) prevent the public body from completing the transaction on the best possible terms; (ii) if the public body previously gave public notice that the property would be offered for sale; and (iii) the terms of the sale are publicly disclosed before the public body approves the sale; §52-4-205(1)(f) discussion regarding deployment of security personnel, devices, or systems; and §52-4-205(1)(g) investigative proceedings regarding allegations of criminal misconduct. A Closed Meeting may also be held for Attorney-Client matters that are privileged pursuant to Utah Code §78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open andPublic Meetings Act. Other, described as follows: _____________________________________________________________ The content of the closed portion of the Council meeting was restricted to a discussion of the matter(s) for which the meeting was closed. With regard to the closed meeting, the following was publicly announced and recorded, and entered on the minutes of the open meeting at which the closed meeting was approved: (a)the reason or reasons for holding the closed meeting; (b)the location where the closed meeting will be held; and (c)the vote of each member of the public body either for or against the motion to hold the closed meeting. The recording and any minutes of the closed meeting will include: (a)the date, time, and place of the meeting; (b)the names of members Present and Absent; and (c)the names of all others present except where such disclosure would infringe on the confidentiality necessary to fulfill the original purpose of closing the meeting. Pursuant to §52-4-206(6), a sworn statement is required to close a meeting under §52-4-205(1)(a) or (f), but a record by electronic recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by electronic recording and/or detailed written minutes is required for a meeting closed under §52-4-205(1)(b),(c),(d),(e),and (g): A record was not made. A record was made by: : Electronic recording Detailed written minutes I hereby swear or affirm under penalty of perjury that the above information is true and correct to the best of my knowledge. Presiding Member Date of Signature X X X X Dan Dugan (May 13, 2022 11:59 MDT) Dan Dugan May 13, 2022 Sworn Statement for Closed Meeting on April 5, 2022 Final Audit Report 2022-05-13 Created:2022-05-13 By:DeeDee Robinson (deedee.robinson@slcgov.com) Status:Signed Transaction ID:CBJCHBCAABAA4t7pwqokD0HHnZLlAaMZY67DL8AzdFF7 "Sworn Statement for Closed Meeting on April 5, 2022" History Document created by DeeDee Robinson (deedee.robinson@slcgov.com) 2022-05-13 - 5:51:05 PM GMT Document emailed to Dan Dugan (daniel.dugan@slcgov.com) for signature 2022-05-13 - 5:52:16 PM GMT Email viewed by Dan Dugan (daniel.dugan@slcgov.com) 2022-05-13 - 5:59:06 PM GMT Document e-signed by Dan Dugan (daniel.dugan@slcgov.com) Signature Date: 2022-05-13 - 5:59:18 PM GMT - Time Source: server Agreement completed. 2022-05-13 - 5:59:18 PM GMT