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HomeMy WebLinkAbout05/03/2022 - Formal Meeting - Meeting Materials to*{ al, 1 44. - -e _ s'n F �Il i III i _ s V' a CIF*.I 11 • jiII 1111\`�r�`•` ®� I T SALT LAKE CITY COUNCIL and REDEVELOPMENT AGENCY of SALT LAKE CITY and LOCAL BUILDING AUTHORITY of SALT LAKE CITY FORMAL MEETING AGENDA May 3, 2022 Tuesday 7:oo PM Council Chambers 451 South State Street Room 326 Salt Lake City, UT 84111 SLCCouncil.com CITY COUNCIL MEMBERS: Dan Dugan, Chair Darin Mano,Vice Chair District 6 District 5 Victoria Petro-Eschler Alejandro Puy Chris Wharton District 1 District 2 District 3 Ana Valdemoros Amy Fowler District 4 District 7 Generated: 12:22:48 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. LOCAL BUILDING AUTHORITY of SALT LAKE CITY, UTAH MEETING Please note: Dates not identified in the FYI-Project Timeline are either not applicable or not yet determined. WELCOME AND PUBLIC MEETING RULES A. LBA OPENING CEREMONY: 1. Board/Council Member Dan Dugan will conduct the formal meeting. 2. Pledge of Allegiance. B. LBA UNFINISHED BUSINESS: 1. Resolution: Tentative Budget for the Capital Projects Fund of the Local Building Authority for Fiscal Year 2022-23 The Board will consider approving a resolution adopting the tentative budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City, Utah for Fiscal Year 2022-23. The LBA's Capital Projects Fund for Fiscal Year 2022-23 only includes the bond debt services for the Glendale and Marmalade Libraries. (Other Capital projects throughout the City are included in the Mayor's Recommended Budget.) The LBA is a financing tool for cities and government entities, like libraries, to bond for capital projects at better interest rates. Capital projects are big projects like parks, public buildings, and street projects. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -TBD Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 17, 2022 and June 7, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). C. LBA ADJOURNMENT: REDEVELOPMENT AGENCY of SALT LAKE CITY, UTAH MEETING Please note: Dates not identified in the FYI-Project Timeline are either not applicable or not yet determined. D. RDA UNFINISHED BUSINESS: 1. Resolution: Tentative Budget for the Redevelopment Agency of Salt Lake City for Fiscal Year 2022-23 The Board will consider approving a resolution adopting the tentative budget for the Redevelopment Agency of Salt Lake City for Fiscal Year 2022-23. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -TBD Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 17, 2022 and June 7, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). E. RDA ADJOURNMENT: SALT LAKE CITY COUNCIL MEETING Please note: Dates not identified in the FYI-Project Timeline are either not applicable or not yet determined. F. OPENING CEREMONY: 1. Welcome and Public Meeting Rules. 2. The Council will approve the work session meeting minutes of February 8, 2022; April 12, 2022; and April 19, 2022 as well as the formal meeting minutes of October 5, 2021; March 22, 2022;April 5, 2022; and April 12, 2022. 3. Mayor Mendenhall will present the proposed Salt Lake City budget, including the Library Fund, for Fiscal Year 2022-23. G. PUBLIC HEARINGS: 1. Grant Application: 2023 Distracted Driving Prevention Program Grant The Council will accept public comment for a grant application request from the Police Department to the Utah Department of Public Safety. If awarded, the grant would fund distracted driving enforcement/education overtime shifts. The grant project period will be one year beginning October 1, 2022. 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-Tuesday, May 3, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation- Close and refer to future consent agenda. 2. Ordinance: Rezone and Master Plan Amendment at 1950 S West Temple and 1948 S West Temple The Council will accept public comment and consider adopting an ordinance that would amend the zoning map for the properties at 195o South West Temple and a portion of the property at 1948 South West Temple, changing them from RMF-35 (Moderate Density Multi-Family Residential) to CG (General Commercial). This ordinance would also amend the Future Land Use Map in the Central Community Master Plan from "Medium Density Residential" to "Medium Residential/Mixed Use."The requests are part of an effort to expand the existing Intermountain Wood Products operation into a new office building with uniform zoning on their properties. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-oo291 & PLNPCM2o21-00292 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 3, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 17, 2022 Staff Recommendation - Refer to motion sheet(s). 3. Ordinance: Rezone and Master Plan Amendment at 1902 South 400 East The Council will accept public comment and consider adopting and ordinance that would amend the Central Community Master Plan Future Land Use Map for property located at i9o2 South 40o East from Low Density Residential to Medium Density Residential and the zoning map from R-1-5,000 (Residential) to RMF-35 (Moderate Density Multi-Family Residential District). The purpose of the rezone request is to facilitate the construction of townhomes. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-00717&PLNPCM2o2i-o0718 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 19, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 3, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 17, 2022 Staff Recommendation - Refer to motion sheet(s). 4. Ordinance: Library Budget Amendment No.1 for Fiscal Year 2021-22 The Council will accept public comment and consider adopting an ordinance that would amend the budget for the Library Fund for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications. The proposed amendment includes a budget for property tax revenues that are legally required to be passed through the Library to the Utah Inland Port and the County Convention Center Hotel, among other changes. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 19, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 3, 2022 at 7 p.m. TENTATIVE Council Action- Tuesday, May 17, 2022 Staff Recommendation - Refer to motion sheet(s). 5. Ordinance: Budget Amendment No.7 for Fiscal Year 2021-22 The Council will accept public comment and consider adopting an ordinance that would amend the final budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications. The proposed amendment includes funding repairs at The Leonardo caused by flooding, transferring the Housing Trust Fund to the Redevelopment Agency, rebuilding a pedestrian bridge over the Jordan River to Cottonwood Park, and cybersecurity improvements among other items. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 19, 2022 and Tuesday, May 3, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 3, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 17, 2022 Staff Recommendation- Refer to motion sheet(s). H. POTENTIAL ACTION ITEMS: 1. Ordinance: Public Lands Twenty-Year Master Plan,Reimagine Nature The Council will consider an ordinance that would adopt 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 Staff Recommendation- Refer to motion sheet(s). I. COMMENTS: 1. Comments to the City Council. (Comments are taken on any item not scheduled for a public hearing, as well as on any other City business. Comments are limited to two minutes.) J. NEW BUSINESS: 1. Ordinance: Amendment to Rename the Housing and Neighborhood Development Division (HAND) as the Housing Stability Division The Council will consider adopting an ordinance amendment that would rename the Housing and Neighborhood Development Division as the Housing Stability Division. The Directors of Community and Neighborhoods (CAN) Department and Housing and Neighborhood Development Division (HAND) have decided to rename the Housing Stability Division to better reflect the mission of the division. 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 - Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). 2. Advice and Consent: Public Services Department Director — Jorge Chamorro The Council will consider approving the appointment of Jorge Chamorro as the Salt Lake City Public Services Department Director. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation - Suspend the rules and consider motions. K. UNFINISHED BUSINESS: 1. Resolution: Tentative Budget of Salt Lake City, including the Tentative Budget of the Library Fund, for Fiscal Year 2022-23 The Council will consider approving a resolution adopting the tentative budgets of Salt Lake City, Utah, including the tentative budget of the Library Fund, for Fiscal Year 2022-23. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -TBD Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 17, 2022 and June 7, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). 2. Ordinance: Budget Amendment No.6 for Fiscal Year 2021-22 The Council will consider adopting an ordinance that would amend the final budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications. This amendment includes $1.3 million from a state grant and rescoping $1.3 million of parks impact fees matching funds to create five new trailheads as part of the Foothills Trails System. The Council adopted most items in this amendment at previous public meetings. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing- Tuesday, February 1, 2022; Tuesday, February 8, 2022; Tuesday, February 15, 2022; and March 22, 2022 Set Public Hearing Date -Tuesday, February 1, 2022 Hold hearing to accept public comment -Tuesday, February 15, 2022 and Tuesday March 1, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, March 1, 2022; Tuesday March 22, 2022; and Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). 3. TENTATIVE — Ordinance: Amending Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles The Council will consider approving an ordinance that would amend sections 2.54.03o and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles by employees. The changes include: revising personal use allowances, expanding the distance limit from 35 miles to 6o miles from city limits; location monitoring, reporting and enforceability; cleanups to align with state law; and allowances during emergency circumstances. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 19, 2022 and Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -TBD Staff Recommendation - Refer to motion sheet(s). 4. Parameters Resolution: Public Utilities Revenue Bonds, Series 2022 The Council will adopt a parameters resolution that outlines holding a public hearing, establishing a protest period, and authorizing the issuance and sale of not more than $360,000,00o aggregate principal amount of Public Utilities revenue bonds, series 2022, related to water, sewer, and storm water capital improvements. The Council's action includes authorizing the execution of a supplemental indenture, a bond purchase agreement, and other documents as required. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, May 3, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 17, 2022 at 7 p.m. TENTATIVE Council Action- Tuesday, May 3, 2022 Staff Recommendation - Refer to motion sheet(s). L. CONSENT: 1. Grant Holding Account Items (Batch No. 6) for Fiscal Year 2021-22 The Council will consider approving Grant Holding Account Items (Batch No. 6) for Fiscal Year 2021-22. The Administration indicates this item will not be replenished through a budget amendment. 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 -Tuesday, May 3, 2022 Staff Recommendation -Approve. 2. Parameters Resolution: Public Utilities Revenue Bonds, Series 2022 The Council will confirm the date of Tuesday, May 17, 2022 at 7 p.m. to accept public comment for a parameters resolution authorizing the issuance and sale of not more than $360,000,00o aggregate principal amount of Public Utilities revenue bonds, series 2022, related to water, sewer, and storm water capital improvements. The Council's action includes authorizing the execution of a supplemental indenture, a bond purchase agreement, and other documents as required. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, May 3, 2022 Set Public Hearing Date -Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday, May 17, 2022 at 7 p.m. TENTATIVE Council Action - May 3, 2022 Staff Recommendation - Confirm Public Hearing date. 3. Board Appointment: Business Advisory Board — Pook Carson The Council will consider approving the appointment of Pook Carson to the Business Advisory Board for a term ending December 28, 2026. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation -Approve. 4. Board Appointment: Cultural Core Finance Committee — Shaleane Gee The Council will consider approving the appointment of Shaleane Gee to the Cultural Core Finance Committee for a term ending May 3, 2026 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action-Tuesday, May 3, 2022 Staff Recommendation -Approve. 5. Board Appointment: Parks, Natural Lands, Urban Forestry and Trails (PNUT)Advisory Board — Frances Ngo The Council will consider approving the appointment of Frances Ngo to the PNUT Board for a term ending May 3, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, May 3, 2022 Staff Recommendation -Approve. 6. Board Appointment: Parks, Natural Lands, Urban Forestry and Trails (PNUT)Advisory Board —Wisam Khudhair The Council will consider approving the appointment of Wisam Khudhair to the PNUT Board for a term ending May 3, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, May 3, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action-Tuesday, May 3, 2022 Staff Recommendation -Approve. M. ADJOURNMENT: CERTIFICATE OF POSTING On or before 5:oo 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-1-7o1, 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 maybe 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, 80i-535-7600, or relay service 711. Item B1 A MOTION SHEET .serl�t:- ` ''-,-�� LOCAL BUILDING AUTHORITY of SALT vl 7 LAKE CITY _ ,it t,li _ Cr %fakr- r t' TO: Board Members FROM: Ben Luedtke Budget&Policy Analyst DATE: May 3,2022 RE: MOTION SHEET—Resolution adopting Capital Projects Fund of the Local Building Authority tentative budget for FY 2022-23 MOTION i—ADOPT I move that the Council approve a resolution adopting the tentative budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City,Utah for Fiscal Year 2022-23. MOTION 2 —NOT ADOPT I move that the Council not adopt the proposed resolution and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 Resolution No. of 2022 (Adopting the Tentative Budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City, Utah for Fiscal Year 2022-2023) A Resolution Adopting the Tentative Budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City, Utah, for the Fiscal Year Beginning July 1, 2022 and Ending June 30, 2023. PREAMBLE WHEREAS, the Salt Lake City Council has created the Local Building Authority of Salt Lake City, Utah (the"Building Authority"), and has appointed Mary Beth Thompson as the Budget Officer of the Building Authority(the "Budget Officer"); and WHEREAS, the Budget Officer has filed with the Board of Directors (the "Board") of the Building Authority a tentative budget for the capital projects fund of the Building Authority; and WHEREAS, the Board is required to review, consider and tentatively adopt the tentative budget in a regular or special meeting called for that purpose; and WHEREAS, the tentative budget adopted by the Board and all supporting schedules and data shall be a public record in the office of the Secretary of the Building Authority, available for public inspection for a period of at least ten days before the adoption of the final budget; and WHEREAS, at the meeting in which the tentative budget for the capital projects fund is adopted, the Board shall establish the time and place of a public hearing to consider the adoption and shall order that notice thereof be given at least seven days before the hearing (a)by posting in three public places within Salt Lake City, Utah and (b) by publishing on the Utah Public Notice Website. NOW, THEREFORE, be it resolved by the Board of Directors of the Local Building Authority of Salt Lake City, Utah, as follows: 1 1. The tentative budget for the capital projects fund of the Building Authority for the fiscal year 2022-2023, filed by the Budget Officer with the Board, is hereby adopted as the Building Authority's tentative budget for the capital projects fund and is ordered to be filed and maintained as a public record, available for public inspection in the office of the Secretary of the Building Authority, whose office is located at 451 South State Street, Room 415, Salt Lake City, UT 84111, until adoption of the final budget. 2. The Board shall hold a public hearing on the budget tentatively adopted. The public hearing shall be held at 7:00 p.m. on , 2022 and , 2023, at the City Council Chambers, City& County Building, 451 South State Street, Room 315, Salt Lake City, Utah. Notice of the public hearing shall be given at least seven days before the hearing (a)by posting in three public places within Salt Lake City, Utah and(b)by publishing on the Utah Public Notice Website. At the public hearing the Board shall give all interested persons in attendance or connected remotely an opportunity to be heard on the estimates of revenues and expenditures or any item in the tentative budget of the capital projects fund. 3. This Resolution shall take effect immediately upon its approval and adoption. Passed by the Board of Directors of the Local Building Authority of Salt Lake City, Utah, this day of , 2022. ATTEST: PRESIDENT SECRETARY APPROVED AS TO FORM gOyal Fw1a o,C Boyd Ferguson, Senior City Attorney Date: 2 Item D1 A. 0," "''' MOTION SHEET 7 REDEVELOPMENT AGENCY of SALT LAKE CITY - .t li .,r;,..„ - TO: RDA Board Members FROM: Ben Luedtke Budget&Policy Analyst DATE: May 3,2022 RE: MOTION SHEET-Resolution adopting Redevelopment Agency of Salt Lake City tentative budget for FY 2022-23. MOTION 1—ADOPT I move that the Board approve a resolution adopting the tentative budget for the Redevelopment Agency of Salt Lake City,Utah for Fiscal Year 2022-23. MOTION 2 -NOT ADOPT I move that the Board not adopt the proposed resolution and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 REDEVELOPMENT AGENCY OF SALT LAKE CITY RESOLUTION NO (Adopting the Tentative Budget of the Redevelopment Agency of Salt Lake City, Utah for Fiscal Year 2022-2023) A resolution of the Board of Directors of the Redevelopment Agency of Salt Lake City, Utah adopting the tentative budget for the fiscal year beginning July 1, 2022 and ending June 30, 2023. WHEREAS, pursuant to Resolution No. 77204/R-31-2016, the Board of Directors ("Board") of the Redevelopment Agency of Salt Lake City ("Agency") adopted a budget policy requiring the Agency, to the extent possible, to abide by all processes and procedures outlined in the Uniform Fiscal Procedures Act for Utah Cities ("Fiscal Procedures Act"); and WHEREAS, the Executive Director of the Agency has filed a tentative budget with the Board; and WHEREAS, under the Fiscal Procedures Act, the Board is required to review, consider, and tentatively adopt the tentative budget in a regular or special hearing called for that purpose; and WHEREAS, the tentative budget adopted by the Board and all supporting schedules and data shall be a public record available for public inspection for a period of at least ten days before the adoption of the final budget. NOW, THEREFORE, be it resolved by the Board of Directors of the Redevelopment Agency of Salt Lake City that the tentative budget for the Agency for the fiscal year 2022-2023 attached hereto is hereby adopted as the Agency's tentative budget and will be filed and maintained as a public record, available for public inspection at the Office of the City Recorder located in the City and County Building,451 South State Street,Room 415, Salt Lake City,Utah,until adoption of the final budget. Passed by the Board of Directors of the Redevelopment Agency of Salt Lake City, this day of May, 2022. Ana Valdemoros Chair Approved as to form: /411,•foir Pai.h Salt Lake City Attorney's Office Allison Parks May 3, 2021 The Executive Director: does not request reconsideration requests reconsideration at the next regular Agency meeting Erin Mendenhall, Executive Director Attest: City Recorder MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 PENDING MINUTES —NOT APPROVED The City Council of Salt Lake City,Utah,met in Work Session on Tuesday,February 8, 2022,in an electronic meeting. The following Council Members were present: Ana Valdemoros,Amy Fowler, Darin Mano, Chris Wharton, Daniel Dugan,Victoria Petro- Eschler,Alejandro Puy Present Legislative leadership: Cindy Gust-Jenson, Executive Director; Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer, Chief Administrative Officer Present City Staff: Ben Luedtke—Senior Public Policy Analyst, Katherine Lewis—City Attorney, Chief Mike Brown — Police Chief, Cindy Lou Trishman—City Recorder,Andrew Johnston— Director of Homelessness Policy and Outreach, DeeDee Robinson—Minutes and Records Clerk, Sam Owen — Public Policy Analyst,Taylor Hill— City Council Staff,Tony Milner— HAND Policy&Progam Manager,Mary Beth Thompson—Chief Financial Officer,Allison Rowland—Public Policy Analyst, Kaletta Lynch—Chief Equity Officer, Brian Emerson—Sustainability Program Manager, Sara Montoya—Senior City Attorney Council Member Dugan presided at and conducted the meeting. The meeting was called to order at: 4:32 pm. 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 Work Session Items 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 1. informational: Updates from the Administration The Council will receive an update from the Administration on major items or projects, including but not limited to: • COVID-19,the March 2020 Earthquake, and the September 2020 Windstorm; • Updates on relieving the condition of people experiencing homelessness; • Police Department work,projects, and staffing, etc.; and • Other projects or updates. 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 Minutes: Rachel Otto provided information regarding Community Engagement Update;various community engagement for projects in the City(Transportation, Planning, Public Lands, etc.), more information found at www.slcgov.com/feedback, along with the following information: COVID-19 Updates • Current status; positivity rate was down to 31.1%, ICU utilization was down 84%, significant strain on hospitals remained statewide, 32 deaths reported today(highest count yet),etc. • Vaccination statistics • Salt Lake City 14-day snapshot(trending downward) • Citywide vaccination average: 67.98% • Community Engagement Update;various community engagement for projects in the City(Transportation, Planning, Public Lands,etc.), more information could be found at www.slcgov.com/feedback Andrew Johnston provided information regarding: Homelessness Update • HRC and Overflow shelter capacity/bed availability • Cleaning and abatement scheduled to be addressed this week and next,one large cleanup with smaller ones concurrently,vehicle camping still being addressed two times a week, coordination efforts with Salt Lake County Health Department • Upcoming resource fair; Friday February ii, 2022 (location TBD) • Annual Utah Homelessness Point In Time Count; over 200 volunteers participated in the Salt Lake valley, occurred io days ago, statewide results likely to be available in April 2022 • Overflow shelter status; St Vincent de Paul (open nightly),Weigand Center(open 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 nightly), motel rooms (scattered— 24/7—referral only from HRCs), High Needs Temporary Shelter(referral only motel rooms for elderly/medically vulnerable), etc. Chief Mike Brown provided information regarding: • January response times; now available online and updated monthly,response times having improved • Staffing update; currently 38 sworn vacancies,47 recruits in some stage of training, 14 will start Field Training program soon, 26 still in academic training, and recent separations • Graduation on February 4, 2022 included 14 recruits and officers expected to be on the streets in June 2022 • Law enforcement pay;working with Human Resources on police officer salaries, a report was pending • Community Academy; opportunity for community members to be more acquainted with Police Department functions, applications now being accepted for the next class Council Member Fowler inquired about the noticing for cleaning/abatement of homeless camps.Mr.Johnston said every effort to provide 24 hour notice was typically given; however,many campers were not inclined to leave until workers showed up for cleaning, and many times notices had been taken down or were missing. 2. formational: Equity Update 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 Minutes: Kaletta Lynch provided updates regarding Racial Equity in Policing(REP) Commission, including: • REP Commission taking a deeper dive into the Phase I response and follow up on various in-progress items from SLCPD's report—gathering more information from SLCPD as they move forward • Revised meeting schedule (meetings moved to the second Thursday of the month); 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 next meeting to be held on Thursday, February io, 2022 at 5:3o pm—information on how to join the meeting could be found on the REP Commissions webpage—with opportunity for public comment • REP Commission having recently established monthly sub-committee meetings on the first through the third Mondays of each month from 4:oo to 5:oo pm. —seeking to have deeper engagement with community members to review topics specific to School Safety,Training, and Policy&Practices (links to these meetings were also found on the REP's webpage) • Phase II reporting would include include a follow up to Phase I,implementation, and new issues that might arise Esther Stowell(HRC Commissioner) and Jason Wessel, PhD (HRC Commissioner) introduced themselves and provided a Human Rights Commission(HRC)update, including: • Details of the HRC's mission • The Commission having formed new sub-committees this year for refugees/new Americans, CDAW(Convention on the Elimination of All Forms of Discrimination Against Women),gentrification, and homelessness • Goals included filling vacancies on the Commission(Districts 3, 6, and the at-large position) and strengthening ties with stakeholders across the City and County Council Member Mano offered his and the Council's support for HRC efforts. Council Member Petro-Eschler thanked the Commission for their exceptional work/efforts for the westside of the City. Council Member Wharton thanked the Commissioners for their work and efforts to integrate the HRC into various City processes. Council Member Dugan also expressed his gratitude to the Commission. Annette Humm Keen (Keen Independent Research),provided information regarding the Citywide Equity Plan: • Project overview; developing metrics for equity,inclusion and belonging within Salt Lake City,examining City policies/programs/budgets to identify and address long- and short-standing systemic inequities/locate disparities plaguing marginalized/underserved communities, etc. • Key research topics; affordable housing,childcare, economic development,food security,homelessness,etc. • Outreach;fact sheets,website,telephone hotline,email,presentation to Human Rights Commission Retreat,in-person outreach events,etc. • Research; through virtual workshops,external virtual workshop open to more than 200 local stakeholders,in-depth discussions with subject matter experts,literature review, case studies, data compilation and analysis (including workforce data), etc. • Internal input from virtual workshops;top issues identified by employees(2021)and feedback,and external input from virtual workshops; top issues identified by external 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 stakeholders (2o2i) and feedback • Recommendations for deeper dives; additional outreach and research with the westside—building strong,on-going engagement plan and in-depth workforce disparity study to analyze hiring,promotions, retention and workplace culture by department Council Member Petro-Eschler requested her possible involvement in the HRC's efforts to address issues facing the westside of the City—ensuring the research was effectively used to get to the root causes and not the canvas of voices consistently heard. Council Member Puy noted his appreciation for the research, requested access to the presentation from Ms. Keen, and spoke in agreement with Council Member Petro-Eschler regarding issues facing the westside, and offered his support for the mission.Allison Rowland confirmed she would be forwarding the slide presentation to all Council Members. 3, Informational: Free Fare February Initiative 4:50 p.m. io min. The Council will receive a briefing about the initiative's goals,funding, and participating organizations.The initiative provides free public transit for all Utah Transit Authority buses and trains during February. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 8, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Benjamin Luedtke provided the following information: • A funding request for the item might come to the Council in a future budget opening • Total estimated cost of the initiative was $1.3M • Initiative providing fare-less public transit for TRAX, Busses, S-Line street car, Frontrunner,paratransit, Utah Transit Authority's(UTA) on demand pilot program • Three primary goals included: cleaning the Wasatch Front airshed(by encouraging greater use of public transit), marking 20 years since the 2002 Winter Olympics, and collecting data on how zero-fare policy changes impacted peoples use of public transit Mary Beth Thompson provided details on the City's financial role,including: • City to receive donations from Dominion Energy,The Gibson Family Foundation, Intermountain Healthcare, UCAIR(Utah Clean Air), High Valley Transit, and Chevron • Donations to be moved through Salt Lake City Foundation—using 3.6o Donation Policy of Salt Lake City Code 6 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 • Donation agreements would be forthcoming with each donor • Memorandum of Understanding(MOU)would be established with UTA and Salt Lake City Foundation Sara Montoya provided information regarding the MOU between the City and UTA; setting a cap limit on the amount the Salt Lake City Foundation and UTA agreed on for coverage of foregone fares normally collected for the month of February(negotiations were currently underway). Council Member Puy inquired about the coverage area of transit use the $1.3M would cover and if there was a breakdown of how much each County/City utilized—more specifically for Salt Lake City.Ms.Thompson said UTA would need to be reached for answers to Council Member Puy's question. 4. Informational: Redistricting Update -- 5:oo p.m. 20 min. The Council will receive an update on the City's redistricting process to update Council District boundaries based on the 2020 Census results.A resident Redistricting Advisory Commission will recommend maps to the Council. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 1, 2022 and Tuesday, February 8, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Benjamin Luedtke provided information regarding: • Member selection for the Redistricting Advisory Commission; Council sub-committee having reviewed half of the applications,and meeting again this week to review remaining applications • Sub-committee recommendations expected to be available for full Council consideration on Tuesday,February 15, 2022 • Applicant total: 46 • Review of the draft guiding principles for the Redistricting Advisory Commission (Page 2 of the Staff Report) Council Members discussed the concept of following geographic boundaries to separate districts and the possible effects/impacts. 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 5. Informational: Library Master Facilities Pla — 5:20 p.m. min The Council will receive a briefing about the draft Library Master Facilities Plan which covers multiple aspects of the library system over the next decade.The Plan looks at potential library service level changes,major capital spending and new locations for temporary and permanent uses. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 8, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Debbie Ehrman(Acting Library Director),provided information regarding the Library's Master Facilities Plan (MFP),including: • Purpose of the MFP; providing a roadmap to the revitalization of the City Library facilities;helping establish the Library as a civic infrastructure • A roadmap; recommending a timeline for detailed plan development,identifying neighborhood and community needs • Civic infrastructure; Library facilities were essential social infrastructure; embedding quality-of-life services in all City neighborhoods, applying the"15-min City"theory, etc. • Location recommendations; suggested Library locations recommended for rebuilding, analysis, and realignment Gordon Bradberry(Library Assistant Director of Facilities)provided information regarding the intentions for the various library facilities: 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 • Information regarding Library branches that required remodel, rebuild,or modified services: Day-Riverside,Anderson-Foothill,Main Library, and Ballpark • Estimated budget information; Deferred Maintenance — 2018 Facilities Condition Assessment identified approximately$ioM over next io years, current budget having nearly satisfied needs but left little room for emergency repairs,and New Capital Needs—develop budget,work with City on funding options,understand private fundraising options • Next steps for MFP;board review/acceptance(February 28, 2022), continuing to develop budget requirements (capital and increased operating expense needs), develop funding strategies, assess current site at Anderson-Foothill, and begin community engagement/schematic design for Anderson-Foothill and Day-Riverside branches. Council Member Petro-Eschler offered her support for outreach opportunities for the Day- Riverside branch. Council Member Mano offered his support for outreach opportunities for the Ballpark/Liberty Wells area branches. Council Member Fowler spoke regarding the remodel of the Sprague Library and also offered her support for library efforts. Council Member Dugan echoed Council Member Fowler's sentiments regarding the Sprague remodel, and said the branch was pleasant and inviting inside and out. Benjamin Luedtke provided information regarding: • The Library Board to ultimately adopt the MFP as an Operations Plan • Salt Lake City's "Plan Salt Lake"had one goal relating to the Library system— specifically that community amenities (not just Library services)be located with 1/4 mile walking distance of every household • Recommendation to review pages 37 and 38 of the MFP regarding deferred maintenance and capital improvement needs by location and approximate year over the next decade Jennifer Bruno provided clarification regarding the Council's role for the Operations Plan vs.the Master Facilities Plan as it might require or be related to budgetary action — due to potential tax rate impact. Council Member Dugan requested small group tutorials/meetings to further discuss the topic of the City's role/involvement. 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 6. Ordinance: Budget Amendment No.6 for Fiscal Year 2021-22 Follow-up 5:5o p.m. min The Council will receive a follow-up briefing about an ordinance that would amend the final budget of Salt Lake City,including the employment staffing document,for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets,including proposed project additions and modifications.The proposed amendment includes funding for new Arts Council employees, adding a second sergeant to the Special Victims Unit, and additional Emergency Rental Assistance Program funding from the Federal Government, among other items. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 1, 2022 and Tuesday, February 8, 2022 Set Public Hearing Date- Tuesday, February 1, 2022 Hold hearing to accept public comment-Tuesday, February 15, 2022 at 7 p.m. TENTATIVE Council Action-Tuesday,March 1, 2022 Minutes: Benjamin Luedtke noted the discussion would cover remaining items in the budget amendment,the next follow-up briefing was scheduled for February 15, 2022 to review the Administration's responses to the Council's policy questions, and provided information regarding: • Item Bi— $176,600 (from HOME-ARPA Grant) —ARPA Authorized HUD HOME Grant Funding for Admin and Planning Funds (one-time additional grant funding) • Item D-4 — $3M (Miscellaneous Grant Fund) —Treasury Emergency Rent Assistance (ERAP) 1 Reallocated Funds • Item D-5 — $2.8M (Miscellaneous Grant Fund) —Treasury ERAP 2 Reallocated Funds • Item E-4— $1.3M —State of Utah, Governor's Office of Economic Opportunity, Bonneville Shoreline Trail Grant for Salt Lake City Department of Public Lands for the Foothills Natural Area&Bonneville Shoreline Trailhead infrastructure improvements • Council Added Item— $90,000 (Fund Balance) —Additional funding for Planning Division Citywide Mailings • Responses to previously submitted/current policy questions would be reviewed Tuesday, February 15, 2022 • Next public hearing for the budget amendment was scheduled for Tuesday, February 15, 2022 Tony Milner provided information regarding the HOME-ARP Funding,including: • Through the American Rescue Plan(ARP)the City having received supplemental allocation of HUD, HOME Investment Partnerships Program(HOME-ARP)funds in the amount of$3.5M,for the purpose of non-congregate shelter, affordable housing, and related services to benefit homeless individuals and other specified qualifying populations 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 • Qualifying populations;homeless or at risk of becoming homeless individuals or households,households fleeing domestic violence,populations with a high risk of housing instability,veterans who were at risk of becoming homeless • Eligible uses; development of affordable housing, non-congregate shelter that could be converted into permanent housing,tenant-based rent assistance,support services (i.e.housing counseling,homeless prevention), and non-profit operating and capacity building • Community assessment; HUD requiring all allocation recipients to undertake an in- depth community assessment,including surveying community partners, and conducting an inventory and gap analysis—prior to the development and submission of an allocation plan for approval, HUD authorized access to, and use of 5% ($176,660) of a recipients total award for up-front administrative and planning costs • Timeline;April 2021- HOME-ARP allocation,May-August 2021-Conversations with local homeless service providers/planning organizations, September-December 2021 - Review released HUD guidance regarding assessment and allocation plan, January-March 2022 - Surveys,housing and homeless data and draft assessment and plan,April-May 2022 -Transmit to Council the assessment and plan for review and recommendation Council Member Petro-Eschler inquired if the Administration was looking into homelessness diversion through rent stabilization (those with fixed incomes were currently facing significant rent increases), and mitigation efforts for avoiding homelessness. Mr.Milner said surveys were being conducted on these topics and agreed homelessness prevention was an applicable offering with the funding. Council Member Fowler spoke in agreement to Council Member Petro-Eschler's comments and said it was a priority of hers to keep people in their own homes. She inquired which populations were reached within the community assessment. Mr. Milner said service providers and Continuum of Care(Salt Lake County&Salt Lake Valley Coalition to End Homelessness)were the biggest partners involved to ensure the City was receiving direct information and coordinated input from stakeholders, as well as a full range of various organizations involved that provided direct services for domestic violence, veterans, etc. Council Members Fowler and Valdemoros requested Council Staff provide information regarding Item D-5 to include in their district newsletters. Council Member Wharton requested an answer to the policy question regarding Item E-4. Mr. Luedke said a there would be a follow up with the Public Lands Division for a response. Council Member Puy inquired if not for the grant from the State,what would the already appropriated trail funds be spent on. Mary Beth Thompson noted that the City would typically ensure the matched amount was available up front before applying for a grant,rather than having to ask the Council for the allocation after applying for the grant.Mr. Luedtke added that the $1.3M allocated from CIP was for constructing trail 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 heads,but he would double check the language within the Council adopted documents. 7. Dinner Break — 6:io p.m. L M I 3o 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 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 8. Resolution:A Joint Resolution Declaring Salt Lake City's Commitment to Advancing Food Justice and Equity 6:4o p.m. 20 min. The Council will receive a briefing about a joint resolution declaring Salt Lake City's commitment to advancing food justice and equity. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 8, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-TBD Minutes: Sam Owen provided an introduction to the resolution. Debbie Lyons said food equity was one of the many topics she was passionate about,the City had seen past success with improving food access through Council funded projects (including the Resident Food Equity Advisors Program funded in 2021), and introduced Brian Emerson, noting he would be discussing details of the joint resolution and the Resident Food Equity Advisors Program. Brian Emerson provided information regarding: • Reasoning for starting the program;low-income and limited access to healthy food (including a map detailing areas of low access to healthy food and a red-lining map of 193o's), occurring in the most racially/ethnically diverse neighborhoods of the City • Resident Food Equity Advisors Program; piloted in 2020 by the City's Sustainability Department,involved residents from underserved communities, 13 residents of diverse backgrounds participated in the program—meeting monthly from June 2020 to 2021 to strategize solutions that were most beneficial to their communities • Outcomes; a final report with key ideas/recommendations, a deepened understanding of local food insecurity, advisors gained greater understanding of challenges other residents faced/learned more about City policies/programs —building greater trust between residents and the City • Key Ideas; acknowledge structural causes of food inequity, supporting holistic solutions, reducing stigma and cultivating dignity, etc. • Recommendations; seven areas for the City to tackle; Food Equity Resolution(in progress), Food Equity Assessment and Plan(in progress),continuing the program through 2022 (launch in Spring 2022), developing more inclusive outreach and communication strategies for food resources, support programs that expanded dignified food choices, creation of a healthy corner market or fresh food cart initiative, and expanding opportunities to grow food(educational events/resources, neighborhood orchards,microgrants for backyard gardening) 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 • Food Equity Resolution; reflected the advisors key ideas and recommendations, Food Policy Council and Human Rights Commission having endorsed the resolution Council Member Valdemoros suggested connecting with the potential Fairpark Market as an additional location for residents to access healthy food. Council Member Petro-Eschler said she wanted to see this presentation rely less on deficit based language(in how targeted constituents were described) and suggested shifting it to an asset based description (not identifying people by the income they were not receiving —but more by the dignity that they deserved). Council Member Fowler said this resolution was important, asked if the item could be discussed on a future agenda, and requested additional small group meetings to further discuss/understand the topic. 9. Informational: State Legislative Briefing — 7:oo p.m. 3o min The Council will be briefed about issues affecting the City that may arise during the 2022 Utah State Legislative Session. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 1, 2022 and Tuesday, February 8, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Kate Bradshaw(Holland&Hart Law Firm, contract lobbyist)provided information regarding important bills moving forward,including: • SB i4o — Housing and Transit Reinvestment Zone Amendments • HB 151—Retail Facility Incentive Payments Amendments • HB 36 — Commission on Housing Affordability Amendments • Station Area Plans Bill (not yet numbered) 14 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 Standing Items lo. Report o?the Chair and Vice Chair Report of Chair and Vice Chair. Minutes: Item not held. ii. Report and Announcements from the Executive Director mil 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. Minutes: Item not held. 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 12. Tentative 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 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 of the Utah Open and Public Meetings Act. Minutes: Item not held. Meeting adjourned at: 8:13 pm. Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b)• To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov,selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, February 8, 2022 This document along with the digital recording constitutes the official minutes of the City Council Work Session meeting held Tuesday, February 8, 2022. 18 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 PENDING MINUTES — NOT APPROVED The City Council of Salt Lake City, Utah,met in Work Session on Tuesday,April 12, 2022. The following Council Members were present: Ana Valdemoros,Amy Fowler, Darin Mano,Chris Wharton, Daniel Dugan,Victoria Petro-Eschler, Alejandro Puy Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer,Chief Administrative Officer Present City Staff: Ben Luedtke— Senior Public Policy Analyst, Bill Wyatt—Airport Director, Katherine Lewis—City Attorney, Chief Mike Brown— Police Chief, Cindy Lou Trishman— Salt Lake City Recorder,Andrew Johnston— Director of Homelessness Policy and Outreach,Michelle Barney—Minutes&Records Clerk,Nick Tarbet— Senior Public Policy Analyst, Sam Owen— Public Policy Analyst,Taylor Hill —City Council Staff, Laura Briefer—Public Utilities Director,Mary Beth Thompson—Chief Financial Officer,Allison Rowland— Public Policy Analyst, Lorena Riffo Jenson—Deputy Director Economic Development,Weston Clark—Mayor's Office Senior Advisor,Tammy Hunsaker —Department of Community and Neighborhoods,Ashley Cleveland—Office of the Mayor-Senior Advisor, Randy Hillier— Senior Budget&Policy Analyst, Brian Butler—Airport Director of Finance &Accounting, Lisa Tarufelli— Finance Administrator-Public Utilities, Roberta Reichgelt —Economic Development Manager,Angela Price—Project&Policy Manger, Scott Corpany —Council Staff Council Member Dugan presided at and conducted the meeting. The meeting was called to order at 4:05 pm Work Session Items 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 1, ormation. Updates fro i the Administration 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 Minutes: Council Member Dugan welcomed all in attendance. Rachel Otto provided information regarding: COVID-19 Updates • State currently in the"steady state"status,free testing sites shutting down,vaccines were still widely available,dashboards will be updated weekly instead of daily,transmission index no longer being used,etc. • Hospitalization trending down • Vaccine coverage by age group for the County • COVID-19 vaccine coverage for the County • Second boosters now allowed for specific populations • BA.2 varient cases are still low,waste water level cases remain low and not categorized as a trend • National Wastewater Surveillance System(NWSS); tracking the spread of COVID-19 in communities. Weston Clark provided information regarding: Community Engagement Highlights • Website www.slc.gov/feedback/ • Citywide engagement efforts/events,the departments hosting the events, and current status Andrew Johnston provided information regarding: Homelessness Update • Occupancy rates of resources centers(shelter capacity/bed availability) • Cleaning and abatement activities • Resource Fair held on April 8 at Victory Road to help individuals was successful 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 • Kayak/Bicycle Court scheduled for April 15 on the Jordan River • Winter Overflow report to be provided in May 2022 • Overflow hotel/shelter opportunities(St.Vincent de Paul,former Ramada)will close the week of April 12, 2022 • Ongoing work with the Harvard/Bloomberg team to address homelessness • Working with the State to form a statewide homeless impact plan Council Member Mano asked for continued information regarding COVID-i9 waste water tracking. 2. Informational: Update on Fleet Block Status and Disposition Strategy 4:30 p.m. min. The Council will receive an update on the status and disposition strategy for the city-owned property known as the Fleet Block,located between 30o and 40o West and between 800 and 90o South. Until 2010,this property was utilized by the City to manage its vehicle fleet.After the Fleet function was moved to a facility farther to the west,the City has conducted due diligence and various studies to prepare the property for redevelopment.The goal of these efforts is to turn this city owned property into a community asset that will contribute to the economic,social, and environmental betterment of the city.The Council will also discuss next steps for the public engagement process and zoning amendments for the block. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Nick Tarbet gave a history of the proposal and the public outreach conducted to bring about the information presented by the Planning Division. Tammy Hunsaker presented the proposal including: development considerations, community engagement,existing conditions,financial considerations, street and soil conditions,infrastructure capacity,the RFP Engagement Plan, ongoing Community Commitment,the Community Benefits Agreement(CBA)and the next steps for the proposal. Ashley Cleveland reviewed the public engagement for the rezone and proposal. Council Member Petro-Eschler asked if the City was prepared to work with companies who might need more support than traditionally offered,if the RFP were opened to a wider audience. Ms. Hunsaker stated the process of connecting people and resources to assist with the RFP process was being developed. Council Member Mano stated the best way to make the project available for marginalized 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 companies was to break up the project into smaller portions, and cautioned the statement of partnering larger companies with marginalized groups to ensure diverse companies were actually used. Council Member Fowler agreed with Council Member Mano's statements regarding diversity and recognizing the effort of the neighborhood to acknowledge itself,there was an opportunity to do the right thing with the project and take the community outreach into consideration to make the development reflect what the community wanted. Council Member Wharton thanked Staff for the work they had done on the project, stated he was not aware of how much the space could change and heal the community until recently, needed to continue moving forward and acknowledge how transformational the space could be. Council Member Puy asked for clarification on the number of families involved and if they were opposed to the development,how were they engaged as part of the project.Ms. Cleveland stated there were several families- io were contacted of which 5 members were comfortable signing a recommendation letter; at the end of the engagement process a clean up event was held to engage the community. Ms Cleveland spoke to the communities wishes for the block and how they wished to remember the history of the area. Council Member Puy asked if there was a way for the City to create a policy or standard for companies to understand the City's commitment to diversity. Council Member Petro-Eschler stated the project might be one of the hardest things the City Council addressed and it was important for everyone to treat each other with dignity and do it right. Council Member Valdemoros spoke to giving opportunities to be involved to smaller groups and asked what the role of the City was in the property ownership.Ms. Hunsaker stated it was Staffs understanding that the Council wanted a long-term property ownership opportunity. Council Member Mano stated the land lease versus a land sale would help offset the maintenance of the area, open space was important for the area as well as a tribute to what the space had become. Council Member Dugan stated he was grateful for all the different angles the Council and Staff were bringing to the table to create the end vision, asked for the number of murals in the area. Ms. Cleveland reviewed the number of murals and what they depicted. Council Member Dugan stated open space was important and it was also important to make the development accessible from all directions. 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 3. Informational: Second Administration Response to Legislative Intents - 5:oo p.m. 20 min The Council will receive a briefing on the Administration's response to the Council's Legislative Intents from Fiscal Year 2022 and previous years. Legislative Intents are formal requests the Council makes of the Administration that are adopted along with the annual budget.This briefing will consist of a progress update on the Legislative Intents to help clarify any pending questions before the annual budget discussions. FYI -Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Allison Rowland presented the proposal including: 1. Attorney's Office • FY21-Decriminalization Review of City Code 2. Community and Neighborhoods Department • FY22 Update Boarded-Building Fee • FY22 -Trips-to-Transit Expansion Evaluation • FY21-Transfer Housing Trust Fund Development Loans and Payment 3. Finance Department • FY22-Expand Funding Our Future Definition 4. Police Department • FY21-Police Department Role • Park Rangers • Social Workers • Internal Affairs Unit • Police Civilian Response Team(PCRT) • FY21-Police Department Zero-based Budget Exercise • FY21-Police Department Reporting Ordinance 5. Public Lands Department • FY22-Golf Fund Update • Golf Fund Financial Sustainability • Long-term CIP Plans • Golf Food and Beverage Options • FY22- Public Lands Maintenance(Funding Estimates) 6. Public Services Department • FY15 Maintenance of Business Districts 7. RDA FY22-Energy Efficiency as a Condition of any RDA Project Loans and Investments - complete,now part of City policy • FY22-Structure of Accounts within RDA and All other Departments,including Fund Balances and Previous Capital Projects 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Council Member Fowler asked if the Attorney's office could give an update on the FY21- Decriminalization Review of City Code. Katie Lewis stated the Attorney's office would work to prioritize some aspects of the proposal and present it to the Council in small group meetings. Council Member Mano asked if the vacant building boarding fees could be adopted at the next budget session.Mary Beth Thompson stated the fees were part of the budget currently under review. Council Member Dugan asked for information on Trips-to-Transit and increasing public transportation use.Ms. Rowland stated she would ask the Transportation Department to update the Council on the proposal. Council Member Wharton asked about the status of the program of non-sworn officer enforcement and traffic enforcement. Ms. Rowland stated a request would be forwarded to the Police Department. Council and Staff discussed what was funded under the Funding Our Future program and if portions of the non-emergency services could be removed from the Police Department to cover additional needs,funding and status of the Park Rangers and Social Workers,and the Police Civilian Response Team(PCRT). Randy Hillier stated he would followup with the Police Department as to when the Police Civilian Response Team(PCRT)would be hired. Council and Staff discussed continuing the discussion regarding sustainability of the golf fund,reviewing the fund annually including water and use of the club houses;what was included in the Re-imagine Nature Program and if maintenance was included in the program. 4. Fiscal Year 2022-23 Proposed Budget: Department of Airports 5:20 p.m. I. AM. 3o min The Council will be briefed about the Mayor's recommended budget relating to the Department of Airports for Fiscal Year 2022-23. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday,May 17, 2022 and June 7, 2022 at 7 p.m. TENTATIVE Council Action-TBD Minutes: Sam Owen introduced Bill Wyatt(Airport Director)and Brian Butler(Airport Finance Director)to present the proposal. Bill Wyatt discussed the challenges with operating the airport at its capacity,the airport 6 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 being successful and operators were asking for additional space. He stated the goal was to address the needs of those using the facility and the community. Brian Butler presented the proposal including: FY2o23 Budget Goals&Objectives— Budget Drivers • Forecast revenues and expenses on information known today with assumptions for the future • Assumptions and actual results would be reviewed in a timely manner and appropriate actions taken • Control costs and ways to strengthen non-aeronautical revenue growth • Control to stabilize rates and charges through ARPA and Infrastructure Grants • Secure long-term debt finance to continue to finance the New SLC • Enplaned passenger traffic from 2016 to 2023 • Income statement forecast Council,Mary Beth Thompson, and Mr. Butler discussed why the Airport budget proposal was not conducted in the same time frame as the City budget season.Mr. Butler stated the Airport was using a January to January budget calendar to more acuratly align with the airline providers. Council and Mr.Wyatt discussed ride services to and from the Airport,fleet vehicles/clean air vehicles,placement of the Park and Wait lot,traffic flow of cars/air traffic at the airport, ensuring the traffic plan was looking transit forward,and projected use of the proposed grant funding. 5. Fiscal Year 2022-23 Proposed Budget: Department of Public Utilities — 5:5o p.m. MIL alili. A 30 min The Council will be briefed about the Mayor's recommended budget for the Department of Public Utilities for Fiscal Year 2022-23. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday,May 17, 2022 and June 7, 2022 at 7 p.m. TENTATIVE Council Action-TBD Minutes: Sam Owen introduced the proposal. Laura Briefer recognized the Committee Members and Staff in attendance,presented the proposal including: Salt Lake City Public Utilities Mission and Services, FY2o23 Salt Lake City 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Public Utilities Budget Priorities,Aging infrastructure investment, Regulatory programs, Operations and maintenance, Sustainability,Utility Resilience, Budgets for the Total Public Utilities, and Rate Projections and summary. Council and Ms. Briefer discussed if property taxes were used to fund utilities; treatment facility for surrounding smaller cities, areas of the City that did not have sewer systems, status of the new sewage treatment plant to remove the ponds at the north end of the City, and increasing rates that lead to conservation versus sewer rates. Lisa Tarufelli reviewed the history of use and efforts for water conservation. 6. Dinner Break - 6:20 p.m. 3o 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 Minutes: Following a brief dinner break, the City Council convened for the Limited Formal Meeting before reconvening for the remainder of the Work Session. 7, Informational: Redistricting Update - 6:5o p.m. MIL M. 45 min. The Council will receive an update on the City's redistricting process to update Council District boundaries based on the 2020 Census results.A resident Redistricting Advisory Commission will recommend maps to the Council. FYI- Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, February 1, 2022; Tuesday, February 8, 2022; Tuesday, February 15, 2022; and Tuesday,April 12, 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-TBD Minutes: Ben Luedtke reviewed the Redistricting Advisory Commission,number of views the Redistricting Commission meetings had received,and public outreach. 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Commissioner Eric Kenney introduced himself and reviewed the workings of the Commission and spoke in general of the design of the presented maps. Council,Mr. Kenney,Erik Lopez and Mr. Luedtke reviewed the following maps: Politely Compact with Minimal Changes,Community Council Boundaries, RD2o22-03, RD2o22-04, RD2o22-02, and Something Totally Different.They discussed what they did and did not like about each map, options for keeping neighborhoods and community councils in one district;lack of the east side spilling over to the westside and the pros and cons of representing those areas,the way people equated with the different areas, census block groups,the importance of keeping the initiatives of the westside; splitting the Marmalade neighborhood in half would not make the residents happy, and how changes in the districts changed the areas that Council Members represented. 8. Ordinance: Economic Development Revolving Loan Fund The Current Exchange, 1159 South Richard Street 7.35 p.m. j M • 10 min. The Council will consider approving a$100,000 loan from the City's Economic Development Loan Fund(EDLF)for a business called The Current Exchange, at 1159 S. Richard Street.This retail business restores and modifies"high-quality desirable classic automobiles,"replacing the internal combustion engines with modern,pre-engineered electric motors. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Allison Rowland introduced the Loan Fund. 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Lorena Rifflo-Jenson spoke to the use of the loan program. Roberta Reichegelt presented the proposal including: • Economic Development Loan Fund • Program Purpose • Stimulating business development and expansion • Creating employment opportunities • Encouraging private investment • Promoting economic development • Enhancing neighborhood vitality and commercial enterprise • Providing a financial tool for the underserved business community • Loan types, Eligible uses and Loan Evaluations Council thanked Economic Development for the programs and reviewed the businesses that had benefited from using the loan program. Council discussed public outreach for the loans;how many businesses requested loans and were denied; if the City was a last resort loan provider,loan program should not be a difficult process to work through,and the proposal expected to be reviewed and voted on at the April 19, 2022 meeting. 9, Ordinance: Economic Development Revolving Loan Fund Mindful Living Wellness Center, 1592 South two East 7.45 Pam I io min. The Council will consider approving a $ioo,000 loan from the City's Economic Development Loan Fund(EDLF)for a business called Mindful Living Wellness Center,at 1592 South iioo East. This is a professional services business that provides float therapy, sound therapy,yoga,life coaching,meditation centers,infrared light therapy,massages,facials,and overall mindfulness. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Allison Rowland presented the proposal including: 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 • Economic Development Loan Fund • Program Purpose • Stimulating business development and expansion • Creating employment opportunities • Encouraging private investment • Promoting economic development • Enhancing neighborhood vitality and commercial enterprise • Providing a financial tool for the underserved business community • Loan types, Eligible uses and Loan Evaluations io. Informational: Update on the Gentrification and Displacement Plan, Thriving In Place - 7.55 p.m. 30 min The Council will receive a briefing from the Community and Neighborhoods Department (CAN) about the City's anti-gentrification and anti-displacement plan,known as Thriving in Place.This will include new Utah Legislative requirements that are applicable to housing loss mitigation, as well as a review of the City's existing housing loss mitigation ordinance. FYI- Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Allison Rowland reviewed the contents of the proposal. 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Angela Price reviewed the program,housing in Salt Lake City, the gentrification study, thanked everyone that had helped to bring about the program and the next steps for the proposal as outlined in the Transmittal. David Driskell(Baird&Driskell Consultants)presented the proposal Thriving in Place — Salt Lake City's Anti-Displacement Strategy,understanding gentrification and displacement in Salt Lake City,the phases of engagement, and public outreach. Dr. Ivis Garcia(University of Utah Consultant)further reviewed the public outreach efforts, community liaison programs,and youth workshops that would be held as part of the program. Mr. Driskell thanked everyone that assisted with the study and for the leg work to gather information and reviewed the next steps for the programs. Price thanked the members of the community in shaping the outreach and the students at the University for their work. She reviewed housing loss mitigation as it pertained to the Thriving in Place measure. Council requested small group meetings to discuss housing loss mitigation and affordable housing. H. Board Appointment: Human Rights Commissio Everett Bacon ~ 8:25 p.m. min The Council will interview Everett Bacon prior to considering appointment to the Human Rights Commission for a term ending December 30, 2026. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Interview was held.Council Member Dugan said Everett Bacon's name would be on the April 19, 2022, Consent Agenda for formal consideration. 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 12. Board Appointments:Accessibility and Disability Commission Interviews 8:3o p.m. min The Council will interview the following candidates prior to considering their appointment to the Accessibility and Disability Commission for a term ending December 28, 2026; • Everett Bacon • Jeffery Kenyon • Margo Thurman • Nate Crippes • Scott Browning • Stephen Persinger FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Interviews were held. Council Member Dugan said the candidates names would be on the April 19, 2022,Consent Agenda for formal consideration. Jeffery Kenyon was not present and would be added to the April 19, 2022,Work Session Agenda. 13. Informational: Funding for Community Engagement — TENTATIVE I 20 min. The Council will discuss the Fiscal Year 2023 Council office budget options,including community outreach resources. FYI— Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 12, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Cindy Gust-Jenson presented the proposed budget for Community Engagement: • Increasing public outreach budget for each Council Member • Continuing to hold hybrid meetings for City Council 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 • Staffing for the City Council Liaisons,if the current four Staff positions were adequate to assist Council Members or if the Council wanted to increase to seven liaisons Council discussed if they supported/not supported the increase in Staff and the proposed cost of the community outreach budget,the need to ensure added Staff would have adequate work to justify the positions,ensuring public outreach was focused and necessary, and office space for the additional staff. Council Member Mano stated having hybrid,virtual and in-person meetings were important to continue;however,having in-person,on-site meetings would not have the added component of allowance to join via Webex. Standing Items 14. Report of the Chair and Vice Chair Report of Chair and Vice Chair. Minutes: Nothing to report. 15. 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 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Minutes: Nothing to report. 16. Tentative 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: 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 (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. Minutes: Closed Session Started at 9:44 pm Held via Webex and in the Work Session Room (location) Council Members in Attendance: Council Members Dugan, Petro-Eschler, Puy, Mano, Wharton and Valdemoros City Staff in Attendance: Mayor Mendenhall, Katherine Lewis, Rachel Otto, Lisa Shaffer, Mary Beth Thompson, Cindy Gust-Jenson,Jennifer Bruno, Lehua Weaver,Cindy Lou Trishman, Beatrix Sieger,Allison Rowland, Scott Corpany, and Taylor Hill. Closed Session ended at 1o:17 pm Motion: Moved by Council Member Mano, seconded by Council Member Puy to enter into Closed Session for the purposes of strategy sessions to discuss the purchase, exchange, or lease of real property and advice of Counsel. AYE:Ana Valdemoros, Darin Mano, Chris Wharton, Daniel Dugan,Victoria Petro-Eschler NAY:Alejandro Puy ABSENT:Amy Fowler Final Result: 5— i Pass Motion: Moved by Council Member Wharton, seconded by Council Member Mano to exit Closed Session. AYE:Ana Valdemoros, Darin Mano, Chris Wharton, Daniel Dugan,Victoria Petro-Eschler, Alejandro Puy ABSENT:Amy Fowler 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Final Result: 6 — o Pass 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 Meeting adjourned at 9:44 pm Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code§52-4-203(2)(b). To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library,available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Work Session meeting held Tuesday,April 12, 2022. 18 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 PENDING MINUTES—NOT APPROVED The City Council of Salt Lake City, Utah,met in Work Session on Tuesday,April 19, 2022. The following Council Members were present: Ana Valdemoros,Amy Fowler, Darin Mano,Chris Wharton, Daniel Dugan,Victoria Petro-Eschler, Alejandro Puy Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno,Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Lisa Shaffer, Chief Administrative Officer Present City Staff: Ben Luedtke— Senior Public Policy Analyst, Brian Fullmer—Constituent Liaison, Policy Analyst, Katherine Lewis—City Attorney, Chief Mike Brown—Police Chief,Cindy Lou Trishman— Salt Lake City Recorder,Andrew Johnston—Director of Homelessness Policy and Outreach,Michelle Barney —Minutes&Records Clerk,Taylor Hill—City Council Staff,Mary Beth Thompson—Chief Financial Officer,Nick Norris— Planning Director,Allison Rowland— Public Policy Analyst,Weston Clark —Mayor's Office Senior Advisor,Caitlyn Tubbs—Principal Planner, David Gellner— Principal Planner,Tyler Murdock—Parks&Public Lands Analyst,Tyler Fonarow—Public Services Special Projects Assistant, Lisa McCarver—Director of Revenue&Collections, Scott Corpany—Council Staff,Andrew Reed—Financial Analyst III Council Member Daniel Dugan presided at and conducted the meeting. The meeting was called to order at 2:02 pm Work Session Items 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 1. formational: Updates from the Administration 2:0o p.m. in. 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 Minutes: Council Member Dugan welcomed all in attendance. Weston Clark provided updates on the following: COVID-19 Updates • COVID-19 statistics • New County weekly summary(21 people hospitalized in the past week,710 eligible people up to date on vaccines, and other trends) • Vaccine coverage by age group for the County(graph) • National Wastewater Surveillance System(NWSS) • CDC's NWSS worked with local health department tracking SARS-CoV-2 levels in wastewater(ensuring communities could 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 • Local data found at deq.utah.gov/water-quality • Airport was no longer requiring masks to be worn Community Engagement Highlights • Website www.slc.gov/feedback/ • i3oo East Reconstruction • Open House at Highland Park Elementary Wednesday,April 20, 2022 from 5 to 7 pm. • 110o East Reconstruction • ELPCO meeting Thursday,April 21 • 2700 South Re-striping • Impacted corridor canvassing starting April 19 • Sustainability • Community Renewable Energy Program • Y2 Analytics survey mailed to residents last week 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 • Resident Food Equity Advisors • Second Cohort kicked off first meeting April 21 • Waste Rate Increase • Mailer landing in mailboxes first part of May • Sustainability budget presentation to Council on May 24 • Electric Vehicle Ready Ordinance o This week,notice mailed to community councils • Master Recycler Program • Intensive course for residents kicked off April 13 • Goal to increase community stewardship of systems Love Your Block(LYB) • The LYB team was engaging with Glendale Stakeholders to grow interest in the project and encourage application for the first round of funding. Council Member Fowler questioned if the community engagement for 1300 East Reconstruction meeting would be virtual for those that could not attend in person.Mr.Clark stated he would forward the information to Council Member Fowler. Andrew Johnston provided information regarding: Homelessness Update • Occupancy rates of resources centers (shelter capacity/bed availability) • Cleaning and abatements activities • Kayak/Bicycle Court was held April 15,4 cases were heard • Access Emergency Shelter— 801-99o-9999 • System Infrastructure Updates • SLVCEH: "Build for Zero"data consulting • Veteran homelessness coordinating with state MVP program funding/site search • Salt Lake Mayor's Office • Bloomberg/Harvard Trainings • State Office of Homeless Services • Homebase Consulting services developing State strategic plan • Released new application for Homeless Mitigation Funding • Winter 2023 Overflow Planning Update: • COM Subcommittee Meeting Friday,April 15 Basic Building Criteria • COM Meeting Thursday,April 28 • Winter Overflow report to be provided in May 2022 • Ending times for overflow hotel/shelter opportunities(St.Vincent de Paul, REVIEW) • Next winter—overflow planning(HB 44o); developing new housing options, currently— Conference of Mayors meetings, summer—potential locations identified/evaluated,by September 1, 2022-winter overflow plan submitted to State Office of Homeless Services, and if no plan was submitted/back up options • Downtown business update; City and local businesses identified needs including short 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 term shelter, City services funding,law enforcement high utilizers,increased behavioral health support,supportive/deeply affordable housing Council and Mr.Johnston discussed the report that shelter operators would be provided regarding the operation and success of the overflow shelter,the number of individuals who did not have housing after the shelter was closed and that most of those individuals returned to previous housing options such as camping;which shelter providers requested the option for a year round shelter and if a plan was in place; conducting small group meeting to discuss future options with the shelter providers; issues with scheduling conflicts between service providers and abatements and how to increase the lines of communication between service providers and individuals experiencing homelessness. 2. Ordinance:Amending Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles 12:3o p.m. MillMIMIIIM 20 min. The Council will receive a briefing about an ordinance that would amend sections 2.54.03o and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles by employees.The changes include: revising personal use allowances, expanding the distance limit from 35 miles to 6o miles from city limits;location monitoring,reporting and enforceability; cleanups to align with state law; and allowances during emergency circumstances. FYI—Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,May 3, 2022 Minutes: Ben Luedtke presented the proposal. Council,Mr. Luedtke.Jennifer Bruno, Lisa Shaffer, and Chief Mike Brown discussed: • Fees charged to city employees to use the city vehicles • When fees were applied and collected • Employee benefit to using a city vehicle • If the cost of a take-home vehicle was a deterrent to working for the City • Tracking and calculation of mileage • If the current rate for mileage should be increased • Council's job to be fiscally responsible with the increase in costs for fuel and vehicle maintenance • Existing take-home program and the cost police officers were currently paying to use city cars • Proposal allowing for more police officers to participate in the program • Expanding the travel distance would be more inclusive to all police officers 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 and emergency personal,making it easier to respond to emergency situations • Creating separate policies for different distances, (ideal to have one policy that could be applied/calculated uniformly across the board) • Expanding the distance would result in SLCPD becoming a more operational-ready department • The ordinance not just a benefit to the employee but to public safety as well • History behind the 35-mile radius was addressed briefly Council requested a follow-up discussion with a comparison between the cost of personal vehicle use versus using a city vehicle,further clarification on the financial cost of the proposed program and answers to the policy questions from the staff report prior to further review of the ordinance. 3. informational: Status Update on the Foothills Trail System - 2:5o p.m. iiiimi 3o min. The Council will discuss updates from the Department of Public Lands on the status of the Foothills Trail System, and consider whether to schedule a vote on related items pending from Budget Amendment No.6 for Fiscal Year 2021-22. FYI-Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action-n/a Minutes: Allison Rowland gave a brief review of the proposal and the request from the City Council. Tyler Murdock introduced Tyler Fonarow and Kristen Riker,reviewed the use of the Trails and Public Lands commitment to ensuring trails were constructed correctly. Tyler Fonarow reviewed the proposal including: plan implementation-work completed or paused to date, overview of the funds and projects that were on hold per the annual budget contingency and the status of the independent audit/professional review of trails, and timeline for the resulting written evaluation report. Council,Mr. Fonarow, and Mr.Murdock discussed the timeline for the proposal,request for proposal(RFP)process,measuring success of the trails plan,public outreach,timeline for the construction of the trails,trail maintenance,future trail infrastructure,public safety concerns,preparation being done to ensure the plan and project were completed appropriately; no maintenance involving heavy equipment would be conducted on the trails. 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Straw Poll: Receive/spend the grant money for trail heads planning, design, community engagement and maintenance was supported unanimously by all present. 4. Informational: UDOT I-15 Study 3:2o p.m. 20 min • The Council will receive a briefing from the Utah Department of Transportation(UDOT) on an environmental study focused on the I-15 corridor between Farmington and Salt Lake. The study looks to identify issues,needs,and potential solutions from the public and other stakeholders while evaluating the environmental impacts of those proposed solutions and selecting an alternative that best meets the needs. FYI —Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Dan Adams (Public Involvement Manager, UDOT) and Brandon Weston(UDOT Environmental)presented the I-15 Environmental Impact Statement: Farmington to Salt Lake City— Scoping,Purpose and Need for Spring 2022 Council,Mr.Adams, and Mr.Weston discussed the need to think outside of the box,making underpasses safer,travel time,incorporating public transportation into the plan,ways to include the residents of the westside into the discussion, data included in the proposal, workshops to address areas along the proposed area,the impacts to quality of life from noise and light pollution, and future access to the airport using public transportation. 6 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 5. Informational: Fairpark International Market and Master Plan kpdates 3::p.m. fr3o min. The Council will receive a briefing about the Fairpark's upcoming International Market which is planned to operate monthly from May to October this year.The briefing will also include an overview of the Fairpark's recently completed Master Plan with redevelopment scenarios over the next 15 years. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action-n/a Minutes: Larry Mullenax(Executive Director Utah State Fairpark)presented the proposal including the 2o19 Feasibility Study, scope of the project,benefits the market would have on the community,purpose, operating hours,updates made to the facilities to accommodate the market,and future plans for growth of the market. Council,Mr.Mullenax, and Mary Beth Thompson discussed funds the Council had allocated to the project as matching funds—how they could be disbursed to the Fairpark, and the evolution and development of the plan to to help small businesses grow and thrive. Council and Mr. Mullenax thanked all those involved to bring about the Market(particularly former Council Member James Rogers)and expressed excitement in the experience the market would bring to the City and the community. 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 6. Tentative Break ' - 4:io p.m. 10 1 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 7. prdinance: Budget Amendment No.7 for Fiscal Year 2021-22 -4:3o p.m. li 3o min The Council will receive a briefing about an ordinance that would amend the final budget of Salt Lake City,including the employment staffing document,for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications.The proposed amendment includes funding repairs at The Leonardo caused by flooding,transferring the Housing Trust Fund to the Redevelopment Agency, rebuilding a pedestrian bridge over the Jordan River to Cottonwood Park, and cybersecurity improvements among other items. FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday,May 3, 2022 at 7 p.m. TENTATIVE Council Action-Tuesday,May 17, 2022 Minutes: Ben Luedtke reviewed the fund balance report. Lisa McCarver reviewed revenue line items, areas of concern, and areas of growth. Cindy Gust Jenson asked if the funds were part of the Mayor's proposed budget and if it would continue into the future.Mary Beth Thompson reviewed how fund balances were accounted for in the Mayor's budget and possible issues and concerns due to the market. Council,Andrew Reed, Mr. Luedtke,Ms.McCarver, and Ms.Gust-Jenson discussed the areas of revenue,how inflation would affect revenue accounts,effects of online sales on sales tax,office occupancy in downtown and if there would be an increase;businesses that were 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 coming online such as the Convention Hotel,the increase in airport traffic,the U of U was experiencing a large number of people enrolling, and the Outdoor Retailers Convention was returning to Salt Lake all of which would increase sales tax revenue;looking down the road and how to bring people back to downtown and ensure people felt safe. Mr. Luedtke presented the following: • A-1: Open Space Acquisition—Public Lands ($700,00o from Parks Impact Fees) Council Member Fowler asked the status of the impact fee information. Mr. Luedtke stated he would follow up and report back to the Council. • A-2: Cottonwood Park Bridge Rebuild($195,00o from Public Lands Department Vacancy Savings—Budget Neutral) • A-3: UDOT Pass-through Funds for RAC Access Road($1 million from UDOT) • A-5: Road Cost Center Adjustments for Class C Funds(Re-scope $611,749 from 1300 East Reconstruction to 90o South Reconstruction) Council and Staff discussed which section of 1300 East the funds were for as public outreach was being conducted for other projects along 130o East, and what portion of the proposal was being funded(design or actual construction). • A-6: Leonardo Flood Damage Repair($300,00o from Fund Balance) • A-7: IMS Cyber Security Portfolio Expansion($713,68o from Fund Balance) Council and Staff discussed the ongoing cost of equipment and the importance of implementing increased cyber security. Straw Poll: Support for Item A-7, IMS Cyber Security Portfolio Expansion; supported unanimously by those present. 8. Ordinance: Rezone and Master Plan Amendment at 1902 South 400 East ' - 5:0o p.m. 20 min. The Council will receive a briefing about a proposal that would amend the Central Community Master Plan Future Land Use Map for property at 1902 South 40o East from Low Density Residential to Medium Density Residential and the zoning map from R-1-5,000 (Residential)to RMF-35 (Moderate Density Multi-Family Residential District).The purpose of the rezone request is to facilitate the construction of townhomes. Consideration may be given to rezoning the property to another zoning district with similar characteristics. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday,May 3, 2022 at 7 p.m. TENTATIVE Council Action-Tuesday,May 17, 2022 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Minutes: Brian Fullmer briefly introduced the proposal. Caitlyn Tubbs presented the proposed request for the Zoning Map Amendment,potential land use changes, and the Planning Commission's positive recommendation for the proposal. Council,Ms.Tubbs,and Nick Norris discussed the natural spring on the property,impact of the spring would be addressed at the time of development, and information would be forwarded to Public Utilities to address. Mr. Paul Dowland(Applicant) stated he had worked with springs on other projects; explained ways to address the spring such as culverts and piping. 9. Ordinance: Rezone and Master Plan Amendment at 195o S West Temple and 1948 S West Temple 5:2o p.m. 2n The Council will receive a briefing about a proposal that would amend the zoning map for the properties at 195o South West Temple and a portion of the property at 1948 South West Temple,changing them from RMF-35 (Moderate Density Multi-Family Residential)to CG (General Commercial).This ordinance would also amend the Future Land Use Map in the Central Community Master Plan from"Medium Density Residential"to "Medium Residential/Mixed Use."The requests are part of an effort to expand the existing Intermountain Wood Products operation into a new office building with uniform zoning on their properties. Consideration may be given to rezoning the property to another zoning district with similar characteristics. FYI—Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Hold hearing to accept public comment-Tuesday,May 3, 2022 at 7 p.m. TENTATIVE Council Action-Tuesday,May 17, 2022 Minutes: Brian Fullmer introduced the proposal. David Gellner presented the proposal for the rezone and Master Plan amendments,the desired zoning,and stated the intent of the proposal was to build a new office and uniformly zone the parcel. Council and Mr.Gellner discussed the building height for the property,the importance in keeping with the goals and objectives for the neighboring RDA project area, and the setback requirements for the CG Zone. Paul Washborn(Applicant's representative)stated the developer was willing to enter into a development agreement limiting the height to 35 feet, reviewed the layout of the property, and stated the proposal would not create a negative impact to the surrounding neighborhood. io. Ordinance: Library Budget Amendment No.1 for Fiscal Year Written Briefing 2021-22 The Council will receive a written briefing about a proposal to amend the budget for the Library Fund for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets,including proposed project additions and modifications.The proposed amendment includes a budget for property tax revenues that are legally required to be passed through the Library to the Utah Inland Port and the County Convention Center Hotel, among other changes. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- Tuesday,April 19, 2022 Hold hearing to accept public comment-Tuesday,May 3, 2022 at 7 p.m. TENTATIVE Council Action-Tuesday,May 17, 2022 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Minutes: Written briefing only.No discussion was held. ii. Inforal: Cultural Core Action Plan Update Written Briefing The Council will receive a written briefing about the Cultural Core(The Blocks)Year 4 Overview and Year 5 Budget Plan.The update is the result of an agreement between the City and Salt Lake County to develop,improve,and market arts and cultural activities in downtown.The goal of the Cultural Core is to enhance downtown as a key cultural center for the city,region, and nation. FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-n/a Minutes: Written briefing only.No discussion was held. 12. Board Appointment: Planning Commission Levi De Oliveira _- 5:40 p.m. Alni 5 min The Council will interview Levi De Oliveira prior to considering appointment to the Planning Commission for a term ending April 19, 2026. FYI-Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Interview was held. Council Member Dugan stated Levi De Oliveria's name would be on the Consent Agenda for formal consideration. 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 13. Board Appointment: Business Advisory Board—Jocelyn Kearl j ~ 5:45 p.m. 5 min The Council will interview Jocelyn Kearl prior to considering appointment to the Business Advisory Board for a term ending December 28, 2026. FYI—Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Interview was held. Council Member Dugan stated Jocelyn Kearl's name would be on the Consent Agenda for formal consideration. 14. Board Appointments:Accessibility and Disability Commission Interviews 5:5o p.m. io min. The Council will interview the following candidates prior to considering their appointment to the Accessibility and Disability Commission; • Amy Carmen • Todd Claflin • Karolyn Campbell • Leah Lobato • Pamela Mower • Jeffery Kenyon FYI—Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday,April 19, 2022 Set Public Hearing Date- n/a 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Hold hearing to accept public comment-n/a TENTATIVE Council Action-Tuesday,April 19, 2022 Minutes: Interviews were held. Council Member Dugan stated the applicants names would be on the Consent Agenda for formal consideration. Standing Items 15. Report ofhe Chair and Vice Chair J Report of Chair and Vice Chair. Minutes: No report. 16. Report and Announcements from the Executive Director jEll ■ 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 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Minutes: No report. 17. 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 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 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. Minutes: Closed Session Started at 6:01 pm Held via Webex and in the Work Session Room(location) Council Members in Attendance: Council Members Dugan, Fowler, Petro-Eschler, Puy, Mano,Wharton and Valdemoros City Staff in Attendance: Katherine Lewis, Lisa Shaffer, Cindy Gust-Jenson,Jennifer Bruno, Lehua Weaver,Cindy Lou Trishman, Beatrix Sieger,Allison Rowland, Ben Luedtke,Taylor Hill, Scott Corpany,and Tyler Murdock. Closed Session ended at 6:11 pm. Motion: Moved by Council Member Fowler, seconded by Council Member Wharton to enter into Closed Session for the purposes of strategy sessions to discuss the purchase, exchange, or lease of real property. AYE:Ana Valdemoros,Amy Fowler, Darin Mano,Chris Wharton, Daniel Dugan,Victoria Petro-Eschler,Alejandro Puy Final Result: 7— o Pass Motion: Moved by Council Member Wharton, seconded by Council Member Fowler to exit Closed Session. AYE:Ana Valdemoros,Amy Fowler, Darin Mano,Chris Wharton, Daniel Dugan,Victoria Petro-Eschler,Alejandro Puy Final Result: 7— o Pass 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 19, 2022 Meeting adjourned at: 6:11 pm Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code§52-4-203(2)(b). To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Work Session meeting held Tuesday,April 19, 2022. 18 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 PENDING MINUTES —NOT APPROVED The City Council of Salt Lake City, Utah, met in Formal Session on Tuesday, October 5, 2021 in an Electronic Meeting,pursuant to the Chair's determination. The following Council Members were present: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer, Chief Administrative Officer Present City Staff: Katherine Lewis—City Attorney,Cindy Lou Trishman—City Recorder, Brian Fullmer —Constituent Liaison, Policy Analyst,Nick Tarbet—Senior Public Policy Analyst, Sylvia Richards— Public Policy Analyst Council Member Fowler presided at and conducted the meeting. The meeting was called to order at 7:08 p.m A. OPENING CEREMONY: 1. Council Member Amy Fowler will conduct the formal meeting. Minutes: Council Member Fowler welcomed all in attendance to the meeting, reviewed the reasoning for holding the meeting electronic, and announced the resignation of Council Member James Rogers. 2. Pledge of Allegiance. Minutes: A moment of silence was held,while the Pledge of Allegiance was recited. 3. Welcome and Public Meeting Rules. Minutes: Council Chair Fowler explained the rules of decorum. 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 4. The Council will consider adopting a joint ceremonial resolution with Mayor Mendenhall declaring November as Native American Heritage Month in Salt Lake City. Minutes: Council Member Dugan read the resolution. Samantha Eldridge, Racial Equity in Policing Commissioner and Sahar Khadjenoury thanked everyone who worked to support the resolution and explained the significance of recognizing the Native American culture in Salt Lake City. Motion: Moved by Councilmember Wharton, seconded by Councilmember Dugan to adopt Joint Ceremonial Resolution 36 of 2021 Declaring November 2021 Native American Heritage Month in Salt Lake City. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass 5. The Council will consider adopting a joint ceremonial resolution with Mayor Mendenhall declaring the second Monday in October as Indigenous Peoples Day in Salt Lake City. Minutes: Council Member Mano read the resolution. Motion: Moved by Councilmember Wharton, seconded by Councilmember Mano to approve the Joint Ceremonial Resolution 37 of 2021 Declaring the Second Monday in October as Indigenous Peoples Day in Salt Lake City AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 B. PUBLIC HEARINGS: Items B1-B7 will be heard as one public hearing. 1. Grant Application: 2020 HOPWA Competitive Grant — Housing as an intervention to Fight Aids The Council will accept public comment for a grant application request from the Community and Neighborhoods Department to Housing and Urban Development. If awarded, this grant would fund the Wasatch Front HOPWA Housing Stabilization Pilot Program which would address the gap in housing services for HIV/AIDS homeless individuals with co-occurring illnesses,who are at high risk of housing instability and interruptions in health care. This Pilot Program will create and implement a housing approach to identify clients, rapidly re-house them, reduce their HIV viral loads, and provide both housing assistance and intensive stabilization services, to successfully transition individuals off housing subsidies and increase health outcomes. 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-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 2. Grant Application: 2022 Jurisdictions with Halfway House and Parole Violator Centers Grant — Law Enforcement Services Account (LESA) The Council will accept public comment for a grant application request from the Police Department to the State of Utah, Commission of Criminal and Juvenile Justice. If awarded, this grant would fund overtime, case transcription services, overt camera units, camera program maintenance, repairs, and supplies. 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-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action- n/a Staff Recommendation - Close and refer to future consent agenda. 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 3. Grant Application: 2021 Community Policing Development De- Escalation Training The Council will accept public comment for a grant application request from the Police Department to the U.S. Department of Justice Office of Community Oriented Policing Services. If awarded, this grant would fund the ICAT Train-the- trainer Course, training overtime, training supplies, apex officer interactive crisis intervention, de-escalation, and force options training simulator. 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-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4. Grant Application: 2021 Emergency Management Program Grant (EMPG) The Council will accept public comment for a grant application request from the Fire Department to the Utah Department of Public Safety. If awarded, this grant would fund for support of Emergency Management functions and programs. 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 - Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 5. Grant Application: 2021 Edward Byrne Memorial Justice Assistance Grant Program — Local Solicitation The Council will accept public comment for a grant application request from the Police Department to the U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Assistance. If awarded, this grant would fund professional travel training for sworn and civilian staff; a tactical robot; less lethal shotguns; tactical operation center throw phone capability enhancements; crime lab unit supplies; law enforcement automated personnel software; directed community policing overtime; a technology camera system project; a subaward to Salt Lake County; and a subaward to Unified Police Department. 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 -Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 6. Grant Application: Love Your Block— Justice for the Jordan River Grant (Fellowship) The Council will accept public comment for a grant application request from the Office of the Mayor to the Cities of Service. If awarded, this grant would fund the hire of a Love your Block fellow for 2 years. The Cities of Service Love Your Block Program connects Mayor's offices with community residents to revitalize neighborhoods one block at a time. Cities implementing Love Your Block programs invite community groups to identify priority projects and award mini- grants to support volunteer-fueled solutions that the community can implement. 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-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation- Close and refer to future consent agenda. 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 7. Grant Application: Child and Adult Care Food Program — Reimbursement for YouthCity Snacks The Council will accept public comment for a grant application request from the Division of Youth and Family Services to the Utah State Board of Education administering U.S. Department of Agriculture funding. If awarded, this grant would fund the renewal application for federal reimbursement to provide nutritious snacks to YouthCity participants during the 2021-2022 school year. 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-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. Motion: Moved by Councilmember Dugan, seconded by Councilmember Faris to close the public hearing and refer items B1-B 7 to a future consent agenda for action. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 — o Pass Minutes: Sylvia Richards gave a brief introduction concerning grant applications: 2020 HOPWA Competitive Grant— Housing as an intervention to Fight Aids, 2022 Jurisdictions with Halfway House and Parole Violator Centers Grant— Law Enforcement Services Account (LESA), 2021 Community Policing Development De-Escalation Training, 2021 Emergency Management Program Grant(EMPG), 2021 Edward Bryne Memorial Justice Assistance Grant Program— Local Solicitation, Love Your Block—Justice for the Jordan River Grant (Fellowship), and Child and Adult Care Food Program— Reimbursement for Youth City Snacks. Nigel Swaby expressed support of grant item 6: Love Your Block—Justice for the Jordan River Grant(Fellowship). George Chapman expressed that there should be grants regarding cameras and police presence in city parks. 6 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 8. Grant Application: 2022 Homeless Shelter Cities Mitigation Grant The Council will accept public comment for a grant application request from the Community and Neighborhoods Department to the Utah Department of Workforce Services. If awarded, this grant would fund the current Salt Lake City Mitigation team and expand the team to include an additional Volunteers Of America (VOA), Business and Community Liaison, an additional VOA Outreach Case Manager, and a VOA Outreach Peer Support Specialist, and three new positions as part of the City's existing Downtown Ambassador program -tailored to the areas surrounding the Housing Resource Centers (King, Miller, and Youth). 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- Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. Minutes: Council Member Faris recused himself from this item due to a conflict of interest associated with his employment. Sylvia Richards gave a brief introduction to the 2022 Homeless Shelter Cities Mitigation Grant. George Chapman asked council to support more police officers instead of ambassadors. Nigel Swaby supports the grant application, ambassadors can be trained quickly and suggested an increase in their pay. Motion: Moved by Councilmember Mano, seconded by Councilmember Dugan to close the Public Hearing and refer item B-8 to a future Agenda for action. AYE: Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton RECUSED: Dennis Faris Final Result: 5 — o Pass Motion: Moved by Councilmember Wharton, seconded by Councilmember Dugan to reconsider. 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 AYE: Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton RECUSED: Dennis Faris Final Result: 5 - 0 Pass Motion: Moved by Councilmember Wharton, seconded by Councilmember Dugan to approve the release of funds from the grant holding account for this item. AYE: Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton RECUSED: Dennis Faris Final Result: 5 - o Pass 9. Ordinance: Rezone and Master Plan Amendment at 554 and 56o South goo East The Council will accept public comment and consider adopting an ordinance that would amend the zoning of property at 554 and 56o South 30o East from RO (Residential/Office District) to R-MU (Residential/Mixed Use District), and would amend the Central Community Master Plan Future Land Use Map. The applicant is proposing to amend the Master Plan to designate the subject sites as High Mixed Use land use designation,which provides for spaces medium to high density residential and higher intensity commercial uses. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2o-00604/00712 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, September 7, 2021 Set Public Hearing Date -Tuesday, September 7, 2021 Hold hearing to accept public comment-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action - Tuesday, October 19, 2021 Staff Recommendation- Refer to motion sheet(s). Minutes: Nick Tarbet gave a brief introduction to the amendment. Lorence Ford suggested parking and traffic with relation to current residents be considered. Motion: Moved by Councilmember Mano, seconded by Councilmember Dugan to close the Public Hearing and defer action to a future Council meeting. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 io. Ordinance: Rezone and Master Plan Amendment at 461 South 400 East The Council will accept public comment and consider adopting an ordinance that would amend the zoning of property located at 461 South 40o East from R- MU-45 (Residential/Mixed Use District) to TSA-UN-C (Transit Station Area Urban Neighborhood Core District), and would amend the Central Community Master Plan Future Land Use Map. The proposal to rezone the site is to accommodate a future redevelopment of the site to include residential, retail, and live/work units while eliminating the parking structures which front 50o South and Denver Street. The proposed amendment would also change the Master Plan Future Land Use to High Density Transit Oriented Development. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2o-00804/00806 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, September 7, 2021 Set Public Hearing Date -Tuesday, September 7, 2021 Hold hearing to accept public comment-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action -Tuesday, October 19, 2021 Staff Recommendation - Refer to motion sheet(s). Minutes: Brian Fullmer provided a brief introduction to the proposed ordinance. Henricus (Henry) Sminik expressed excitement to see more density in the community and would like to see businesses that are more useful in the neighborhood. Council Member Mano requested contact information for and a review of the legality of businesses allowed in the proposed master plan amendment. 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Motion: Moved by Councilmember Wharton, seconded by Councilmember Faris to close the Public Hearing and defer action to a future Council meeting. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 — o Pass it. Ordinance: Rezone and Master Plan Amendment at 203 East 2100 South, 221 East 2100 South, and 1991 South 200 East The Council will accept public comment and consider adopting an ordinance that would amend the zoning of properties located at 203 East 2100 South, 221 East 2100 South, and 1991 South 200 East from RMF-45 (Moderate/High Density Multi-Family Residential District) to FB-UN2 (Form Based Urban Neighborhood District) and would amend the Central Community Master Plan Future Land Use Map. The intent is to allow development of a mixed-use project which includes multi-family housing on the subject parcels. Mixed-use is not allowed under the current RMF-45 zoning. No specific site development proposal has been submitted at this time. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-00029 and PLNPCM2o2i-oolo4 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, September 7, 2021 Set Public Hearing Date -Tuesday, September 7, 2021 Hold hearing to accept public comment -Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action -Tuesday, October 19, 2021 Staff Recommendation - Refer to motion sheet(s). Minutes: Brian Fullmer gave a brief introduction to the proposed ordinance. Danielle Granahan and Aaron Haaga expressed concern for the rezone, although are supportive of business and growth, shared concern with traffic, street parking, and increased crime. George Chapman expressed concern with parking. Joseph Darger expressed support of the proposed ordinance. 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Motion: Moved by Councilmember Dugan, seconded by Councilmember Mano to close the Public Hearing and defer action to a future Council meeting. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass 12. Ordinance: Elm Avenue Alley Vacation The Council will accept public comment and consider adopting an ordinance that would vacate a portion of City-owned alley situated adjacent to properties located at 968 East Elm Avenue, 974 East Elm Avenue, 98o East Elm Avenue, and 2188 South woo East. The applicants identify public safety and lack of use of the public right-of-way as the main reasons for the request. Petition No.: PLNPCM2o2o-00999 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, September 7, 2021 Set Public Hearing Date -Tuesday, September 7, 2021 Hold hearing to accept public comment-Tuesday, October 5, 2021 at 7 p.m. TENTATIVE Council Action -Tuesday, October 19, 2021 Staff Recommendation - Refer to motion sheet(s). Minutes: Brian Fullmer provided a brief introduction to the proposed ordinance. Aimee Horman, Trent Toler, Jonas Sappington, Joseph Tuenge, Forest Good, George Chapman, Dany Tremblay, Kimberly Colton,Abraham Smith, and Julie McAdams expressed support for the proposed alley vacation on Elm Avenue and completing the formal process for existing access. Council Member Fowler commented that the alley was partially vacated 5o years ago, and encouraged Council Members to listen to comments made by the property owners near the alley. Motion: Moved by Councilmember Dugan, seconded by Councilmember Mano to close the Public Hearing and defer action to a future Council meeting. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Wharton Final Result: 6— o Pass C. POTENTIAL ACTION ITEMS: NONE. D. COMMENTS: 1. Questions to the Mayor from the City Council. Minutes: No comments were made. 2. Comments to the City Council. (Comments are taken on any item not scheduled for a public hearing, as well as on any other City business. Comments are limited to two minutes.) Minutes: Council Member Wharton provided rules of decorum. Alice McHugh thanked the Mayor and City Council for the letters regarding Inland Port, commented on attending a meeting regarding the Inland Port and is concerned with where it is headed. Tussy King expressed concerns regarding Inland Port and the lack of transparency from the Inland Port Board. Polly Hart thanked City Council, Council staff, Mayor and Mayor's staff for the work done for the City. Cindy Cromer thanked James Rogers for representing District One and his service to the City. George Chapman commented on the need of walking park police patrol and the need for traffic calming around parks. 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 E. NEW BUSINESS: 1. Motion: Meeting Remotely Without an Anchor Location The Council will consider a motion to ratify the Chair's determination to continue meeting remotely and without an anchor location due to the health and safety of the people who may be in attendance, and considering the continued closure of the City and County Building to the public. 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 - Tuesday, October 5, 2021 Staff Recommendation- Suspend the rules and consider motions. Motion: Moved by Councilmember Wharton, seconded by Councilmember Mano to ratify the Chair's determination. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6- o Pass 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 2. Motion: Nomination of Vice Chair for Calendar Year 2021 The Council will consider a motion to ratify the election of the Vice Chair of the Salt Lake City Council for the remainder of the calendar year 2021. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action-Tuesday, October 5, 2021 Staff Recommendation - Suspend the rules and adopt. Motion: Moved by Councilmember Dugan, seconded by Councilmember Valdemoros to elect/appoint Chris Wharton as the Vice Chair for calendar year 2021. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass 3. Resolution: Appointment to the Utah Inland Port Authority Board The Council will consider approving a resolution confirming a Council Member appointment to the Utah Inland Port Authority Board. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, October 5, 2021 14 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Staff Recommendation - Suspend the rules and adopt. Motion: Moved by Councilmember Mano, seconded by Councilmember Wharton to appoint Council Member Faris to serve on the Utah Inland Port Authority Board. AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 - o Pass F. UNFINISHED BUSINESS: 1. Ordinance: Budget Amendment No.2 for Fiscal Year 2021-22 The Council will consider adopting an ordinance that would amend the final budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications. This amendment includes continued funding for the Downtown Ambassador pilot programs on North Temple and the Rio Grande neighborhood, funding for a new RV/Car camping outreach &mitigation pilot program, and renovation of the City-owned Annex Building leased by Odyssey House among other items. FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, September 14, 2021 Set Public Hearing Date -Tuesday, September 7, 2021 Hold hearing to accept public comment -Tuesday, September 21, 2021 at 7 p.m. TENTATIVE Council Action - Tuesday, September 21, 2021 and Tuesday, October 5, 2021 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Councilmember Wharton, seconded by Councilmember Faris to adopt Ordinance 55 of 2021: Budget Amendment No. 2 for Fiscal Year 2021-22 (part 2). AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Final Result: 6 - o Pass G. CONSENT: 1. Ordinance: University Ivory House Zoning Map Amendment The Council will set the date of Tuesday, November 9, 2021 at 7 p.m. to accept public comment and consider adopting an ordinance that would amend the zoning map pertaining to a portion of property at 178o East South Campus Drive from I (Institutional) District to R-MU (Residential/Mixed Use) District. The property currently contains an institute building for the LDS Church near the University of Utah Campus. The zoning map amendment is requested to accommodate a student housing development. The specific design includes a multi-building development with approximately 536 student housing units. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-oo313 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date -Tuesday, October 5, 2021 Hold hearing to accept public comment-Tuesday, November 9, 2021 at 7 p.m. TENTATIVE Council Action-Tuesday, November 16, 2021 Staff Recommendation - Set date. 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 2. Ordinance: Technology Related Land Use Text Amendments The Council will set the date of Tuesday, November 9, 2021 to accept public comment and consider adopting an ordinance that would amend various sections of the Title 21A of the Salt Lake City Code pertaining to tech related land uses. This proposal was initiated by Mayor Erin Mendenhall to promote the development of the technology related industry in the City. The proposal updates the zoning code and does the following: • Adds Biomedical, Technology Facility, and Data Center as defined terms in the zoning code and adds the uses to the land use tables as permitted uses in specific zoning districts identified in the draft ordinance. • Adds a qualifying provision as a footnote to the land use tables related to Biomedical uses that would prohibit uses that produce hazardous waste from being located within 1/2 mile of a residential use. • Modifies and merges several defined land uses into one use called "Laboratory, related" and updates the land use tables as indicated in the draft ordinance. • Updates the defined land use"research and development facility" so the definition reflects the nature of the use and expands where the use is allowed in the land use tables of the zoning code. The proposal impacts zoning districts citywide and impacts multiple sections of Title 21A Zoning. Related provisions of Title 21A may also be amended as part of this petition. Petition No.: PLNPCM2o2i-oo5ii FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date -Tuesday, October 5, 2021 Hold hearing to accept public comment-Tuesday, November 9, 2021 at 7 p.m. TENTATIVE Council Action- Tuesday, November 16, 2021 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 Staff Recommendation - Set date. 3. Ordinance: Budget Amendment No.3 for Fiscal Year 2021-22 The Council will set the date of Tuesday, October 19, 2021 at 7 p.m. to accept public comment and consider adopting an ordinance that would amend the final budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications, among other items FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date -Tuesday, October 5, 2021 Hold hearing to accept public comment-Tuesday, October 19, 2021 at 7 p.m. TENTATIVE Council Action -TBD Staff Recommendation - Set date. 4. Board Appointment: Historic Landmark Commission — Michael Abrahamson The Council will consider approving the appointment of Michael Abrahamson to the Historic Landmark Commission for a term ending October 5, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, October 5, 2021 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, October 5, 2021 Staff Recommendation -Approve. 18 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 5. Board Appointment: Planning Commission —Andra Ghent The Council will consider approving the appointment of Andra Ghent to the Planning Commission for a term ending October 5, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, October 5, 2021 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action -Tuesday, October 5, 2021 Staff Recommendation -Approve. 6. Board Appointment: Planning Commission —Aimee Burrows The Council will consider approving the appointment of Aimee Burrows to the Planning Commission for a term ending October 5, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, October 5, 2021 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, October 5, 2021 Staff Recommendation -Approve. Motion: Moved by Councilmember Wharton, seconded by Councilmember Faris to adopt the Consent Agenda. 19 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, October 5, 2021 AYE: Dennis Faris, Daniel Dugan, Darin Mano,Amy Fowler,Ana Valdemoros, Chris Wharton Final Result: 6 — o Pass H. ADJOURNMENT: Meeting adjourned at 8:33 p.m. Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b). To listen to the audio recording of the meeting or view meeting materials, please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library, use the links on the right of your screen within the `Document Relationships' information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Formal Session meeting held Tuesday, October 5, 2021. 20 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 PENDING MINUTES — NOT APPROVED The City Council of Salt Lake City, Utah, met in Formal Session on Tuesday,March 22, 2022 in a hybrid(in person/electronic) meeting. The following Council Members were present: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro-Eschler,Alejandro Puy The following Council Members were absent: Amy Fowler Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer, Chief Administrative Officer Present City Staff: Katherine Lewis—City Attorney,Cindy Lou Trishman—City Recorder,Allison Rowland —Public Policy Analyst, Ben Luedtke— Senior Public Policy Analyst, Brian Fullmer —Constituent Liaison, Policy Analyst, Sam Owen— Public Policy Analyst, Sylvia Richards —Public Policy Analyst,Thais Stewart— Deputy City Recorder,Michelle Barney—Minutes& Records Clerk, Isaac Canedo — Council Staff,Taylor Hill— City Council Staff,Nick Tarbet —Public Policy Analyst Council Member Daniel Dugan presided at and conducted the meeting. The meeting was called to order at 7:io pm 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 A. OPENING CEREMONY: 1. Council Member Dan Dugan will conduct the formal meeting. Minutes: Council Member Dugan welcomed all in attendance and reviewed the rules of decorum. 2. Pledge of Allegiance. Minutes: The Pledge of Allegiance was recited. 3. Welcome and Public Meeting Rules. Minutes: Council Member Dugan reviewed the rules of decorum. 4. The Council will approve the work session meeting minutes of February 15, 2022 and February 16, 2022 as well as the formal meeting minutes of May 4, 2021; May 18, 2021; and June 21, 2021. Motion: Moved by Council Member Petro-Eschler, seconded by Council Member Puy to Motion to Approve the Work Session Minutes from February 15, 2022, and February 16, 2022 as well as the Formal Meeting Minutes from May 4, 2021, May 18, 2021 and June 21, 2021. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 - o Pass B. PUBLIC HEARINGS: Items Bi - B6 will be heard as one public hearing. 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 1. Grant Application: Congestion Mitigation Air Quality Grant — East Downtown 200 South Mobility Hub The Council will accept public comment for a grant application request from the Division of Transportation to the Wasatch Front Regional Council administering U.S. Department of Transportation funds. If awarded, this grant would fund the design and construction of an East Downtown mobility hub for bus rapid transit and core routes that serve Frontrunner, the Salt Lake Valley, and University of Utah. 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-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 2. Grant Application: Surface Transportation Program Grant- 90o West Reconstruction: North Temple to 600 North The Council will accept public comment for a grant application request from the Division of Engineering to the Wasatch Front Regional Council administering U.S. Department of Transportation funds. If awarded, this grant would fund the reconstruction of goo West between North Temple and 600 North to improve road conditions, improve vehicular mobility to the North Temple urban center, and enhance transit, pedestrian, and bicycle access for residents in this area. 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-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action- n/a Staff Recommendation - Close and refer to future consent agenda. 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 3. Grant Application: WaterSMART: Water and Energy Efficiency Grant 2022 - Rose Park Golf Course Irrigation Efficiency The Council will accept public comment for a grant application request from the Departments of Public Utilities and Public Lands to the U.S. Department of the Interior, Bureau of Reclamation. If awarded, this grant would fund the landscape irrigation measures and indoor water conservation strategies for the Rose Park Golf Course that will result in an anticipated water savings of 188.87 acre-feet annually. 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-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4. Grant Application: Congestion Mitigation Air Quality Grant - 2023-28 Salt Lake City Bike Share Expansion West of Interstate-is The Council will accept public comment for a grant application request from the Division of Transportation to the Wasatch Front Regional Council administering U.S. Department of Transportation Funds. If awarded, this grant would fund increase in the concentration of bike share stations west of Interstate-15 as part of an effort to expand a robust bike share system that links commuters to regional transit and local destinations. 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-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 5. Grant Application: Transportation Alternatives Program (TAP) 2024 Grant- Foothill Drive Pedestrian/Bike Safety Improvements Design The Council will accept public comment for a grant application request from the Division of Transportation to the Wasatch Front Regional Council administering U.S. Department of Transportation funds. If awarded, this grant would fund the Foothill Drive Ped/Bike Safety Improvements Design. The project will complete 4o% of the design and cost estimates to improve multiple pedestrian and bike crossings across Foothill Drive between i3oo East and Parley's Interchange. 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 -Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 6. Grant Application: Transportation and Land Use Connections 2023 Grant - i3oo East/University District Circulation Study The Council will accept public comment for a grant application request from the Division of Transportation to the Salt Lake County, Utah Department of Transportation, Utah Transit Authority,Wasatch Front Regional Council. If awarded, this grant would fund consultant services for the i3oo East/University District Circulation Study. The project aims to recommend transportation changes for the area to complement land uses; improve connections to the University of Utah; consider transit,walking, and biking improvements on i3oo East and University streets; strengthen the local business restaurant/retail district; and update strategies for managing parking and motor vehicle traffic. 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-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. Minutes: Sylvia Richards presented the Congestion Mitigation Air Quality 2023-28 East Downtown 200 South Mobility Hub Grant, Surface Transportation Program Grant— 900 West Reconstruction: North Temple to 600 North,WaterSMART:Water and Energy Efficiency Grant 2022 -Rose Park Golf Course Irrigation Efficiency, Congestion Mitigation Air Quality Grant— 2023-28 Salt Lake Bike Share Expansion West of Interstate-15,Transportation Alternatives Program(TAP) 2024 Grant— Foothill Drive Pedestrian/Bike Safety Improvements Design, and the Transportation and Land Use Connections 2023 Grant— i3oo East/University District Circulation Study. Comments from various individuals which occurred during this portion of the meeting were intended for the One Year Action Grant Hearing and have been moved to that section of the minutes. Those listed below spoke for this public hearing item. George Chapman spoke against the 200 West South Transit hub as it would not decrease pollution, 90o West would increase traffic and the proposed bike crossings needed to be revamped. Nigel Swaby spoke in favor of the proposed grants, specifically the construction on North Temple and 600 North to increase safety in the area. Motion: Moved by Councilmember Puy, seconded by Councilmember Petro-Eschler to close the Public Hearing and refer Items B-i through B-6 to a future Consent Agenda for action. AYE: Daniel Dugan, Darin Mano,Ana Vaklemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6— o Pass MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 7. Ordinance: Rezone at approximately 2333 West North Temple Street The Council will accept public comment and consider adopting an ordinance that would amend the zoning map pertaining to a parcel at approximately 2333 W North Temple Street to remove the Airport Flight Path Protection (AFPP) Overlay District Influence Zone A. The property is currently occupied by a commercial building, the Airport Inn, and associated parking. This proposal would allow the Airport Inn to operate a new model of extended-stay hotels as transitional housing to advance the City's overall goals related to homelessness. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-oo915 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 1, 2022 Set Public Hearing Date -Tuesday, March 1, 2022 Hold hearing to accept public comment-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 5, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Councilmember Petro-Eschler, seconded by Councilmember Puy to close the Public Hearing and defer action to a future Council meeting. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 — o Pass Minutes: Brian Fullmer presented the ordinance for a rezone at approximately 2333 West North Temple. Carol Hollowell (owner, Switchpointe) stated there had been no issues at the current facility,thanked the Council for their support and asked them to approve the request. Nigel Swaby expressed concern that the facility would become something that was not desired and continued to concentrate poverty in the area. George Chapman stated zoning changes should not be for one area, zoning maps under the flight paths needed to be reviewed to allow for housing in those areas. Anne Charles expressed support for the ordinance and allowing additional affordable housing. 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 8. Ordinance: Street Vacation at 6oi South 90o East The Council will accept public comment and consider adopting an ordinance that would partially vacate the public right of way on 60o South and on 90o East adjacent to the corner property located at 6oi South 90o East. This request would not impact the adjacent sidewalk or streets. Petition No.: PLNPCM2o2i-oo614 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, March 1, 2022 Set Public Hearing Date -Tuesday, March 1, 2022 Hold hearing to accept public comment- Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 5, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Councilmember Valdemoros, seconded by Councilmember Petro- Eschler to close the Public Hearing and defer action to a future Council Meeting. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 — o Pass Minutes: Brian Fullmer presented the Street Vacation at 6oi South 90o East. Michael Kennedy(property owner) requested the Council to think less about the property lines and more about the plat design; support Planning Commission's recommended approval of the petition as the proposal would not change the street scape. Justin Atkin (property owner's attorney) addressed the concerns in the Staff Report, reviewed the property boundaries, and what would happen if the petition was denied. 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 9. Ordinance: Homeless Resource Center and Homeless Shelter Text Amendments The Council will accept public comment and consider adopting one or more ordinances amending the Salt Lake City Zoning Code related to Homeless Resource Centers and Homeless Shelters. Such proposals include amending the land use tables in Chapter 21.33, Section 21A.33.o1o, Section of 21A.36.350, and Chapter 21A.62. The consideration is related to Petition No.: PLNPCM2o21-01033• The Council will acccpt public comment and consider adopting an ordinancc that Ccntcrs and Homeless Shelters as conditional uscs from the land use tables for the CC General Commercial, D-2 Downtown Support, and D-3 Downtown Warehouse/Residential Zoning Districts, modify 21A.33.010 to clarify when listed Provisions for Iomeless Resource Ccntcrs and Iomeless Shelters, and modify the definitions of homeless resource centers and homeless shelters in 21A.62. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 8, 2022 and Tuesday, March 22, 2022 Set Public Hearing Date -Tuesday, March 1, 2022 Hold hearing to accept public comment-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation - Refer to motion sheet(s). Minutes: Nick Tarbet presented the text Amendment for Prohibition on Homeless Resource Centers and Homeless Shelters. Michelle Jarest stated the timeline for the proposal was good and cautioned against rushing it. Anne Charles strongly discouraged the ordinance and said it needed further review to look at what the comprehensive plan was and federal dollars should be used for affordable housing and vouchers. George Chapman stated a deadline date should not be set,police services should be required around all homeless shelters, and the proposal required further review prior to approval. Douglas Flagler spoke in favor to the moratorium and said homeless services should be spread throughout the City. 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 Chris Crosswight thanked the Council and Mayor for their support. He said the Rescue Mission's goals were to help the homeless in SLC,he was opposed to the ordinance as it would not change where the homeless were located, and the moratorium would cause more issues than what currently existed. Peggy Hostetler asked the Council to postpone adopting the ordinance as more review was required. Shawn Clay spoke in opposition to the ordinance and said the homeless community should not be left behind and moved from one undeveloped area to another,the proper services needed to be provided(to help those experiencing homelessness). Amy Hawkins spoke in support of the ordinance, extension of the moratorium, removing shelters from the zoning tables; and asked the Council to approve the ordinance. Nigel Swaby spoke in favor of the ordinance and reviewed the effects of HB44o. Jessie Hakala spoke in opposition to the ordinance and said moving homeless away from providers was a detriment to everyone, emergency shelters were necessary,the problem was not going away it was growing; please deny the ordinance. Elizabeth B spoke in opposition to the ordinance. Kimberly Bowman spoke in favor of the ordinance; creating a better option for services and help people move out of homelessness. Levi Woodruff spoke in opposition of the ordinance and asked if there was another crises that pushed people to the street what would happen, said the ordinance would not allow people to be taken care of and the most vulnerable would suffer. Ilana Raskind spoke in opposition to the ordinance; asked the Council not to use the most vulnerable part of our society as a bargaining chip,said homelessness was a crises and human life should be put above all else. Victoria Casteneria spoke in opposition to the ordinance. Andrew Pixton asked where would the people go if they were not in these neighborhoods and said more vision was needed and a long-term plan put in place. Rae Duckworth spoke in opposition to the ordinance and said more resources were needed, questioned where was the safe zone for the homeless to be, requested to focus on the resources the homeless needed. Tyler Clancy spoke in support of the ordinance to extend the moratorium; it was not banning the homeless,it was for equity and making sure the collective impact was shared throughout the City,the moratorium would allow those conversations to be had and 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 problems addressed. Bernie Hart spoke in support of the moratorium which would allow for more discussion and addressing the tough questions; service providers needed to be accountable and provide programs that worked. Council spoke to: • Comments from the public • Mr. Hart and his work with the unsheltered • It might feel like it was moving fast but many discussions were held and a number of factors were being taken into consideration when making the decision • Homelessness was one of the biggest issues in the country and there needed to be an equitable distribution of homeless services • Everyone needed to do their part to find a solution to the homeless issues in the City • The proposal was to take a pause and properly address the situation to get the best result • The ordinance did not change the housing currently in place,but gave the City a time to review what needed to be done and come up with the best way to achieve it's goals Motion: Moved by Councilmember Valdemoros, seconded by Councilmember Petro- Eschler to close the Public Hearing and adopt Ordinances i5A and 15B of 2022,Amending the Salt Lake City Code Pursuant to Petiotion No. PLNPCM2o21-oio33, and Approve a Legislative Intent, urging Administration to include in their review process for Parts 2 and 3 of the HRC/Shelter text amendment petition, recommendations to promote geographic equity of HRCs/Shelters by expanding the zoning districts where they are allowed in the City. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 — o Pass 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 to. One-year Action Plan for Community Development Block Grant& Other Federal Grants for Fiscal Year 2022-23 The Council will accept public comment and consider a resolution adopting 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 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 Staff Recommendation - Refer to motion sheet(s). Minutes: Ben Luedtke presented the Federal HUD Grant Appropriations 2022-23 Community Development Block Grants (CDBG), Emergency Solutions Grants (ESG), HOME Investment Partnership and Housing Opportunities for Persons With AIDS (HOPWA). Comments initially provided in the Bi-B6 hearing item, but intended for this public hearing are listed below: January Riggin, Kari Shepard and Courtney Everett spoke to the Soap to Hope program,their work in the community,how they helped to accommodate the homeless and those affected by sex trafficking. Rob Roake spoke to the grant request for Neighborworks and asked for the Council to approve the request. Kathy Bray(Volunteers of America), spoke to the women and youth resource centers and asked the Council to support the CDBG grant that was requested. Jared Hafen spoke to the grant request for the Utah AIDS Foundations,the programs they supported, and asked the Council to approve the request. Comments provided during this public hearing portion of the meeting are listed below. Rebecca Dutson spoke in favor of the grant funding for children's mental health 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 needs. Jeanie Ashby spoke to the request from the Inn Between for grant funding and asked the Council to support the funding request. Sasha Harvey spoke to the grant request from Salt Lake City donated dental services and asked the Council to support the grant funding request. Jason Wheeler spoke to the grant request from Assist Community Design Center and asked the Council for support of their request. Bryce Gardner spoke to the grant request from Neighborworks Salt Lake and asked the Council for support of their request. George Chapman stated the ADA crosswalks did not make sense however, a cut through Lucy Avenue would cost less and be more accessible, domestic violence funding should be increased as discussed in the Work Session. Josie White spoke to the grant request for South Valley Services and asked the Council to support the request. Christine Melanor spoke to the grant request for International Refugee Committee and asked the Council to support the request. Mike Young spoke to the Road Home grant request and asked the Council for support. Brian Diggs spoke to the grant request for Family Promise and asked the Council to support the request. Shawn McMillin spoke to the grant requests for Step House and Peer Support services and asked the Council to support the requests. Bailey White spoke to the grant request for Road Home and asked the Council to support the request. Council thanked everyone for their comments and the work each organization did to help the communities of Salt Lake City. Motion: Moved by Councilmember Puy, seconded by Councilmember Wharton to close the Public Hearing and refer the item to a future date for action. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6— o Pass 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 14 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 C. POTENTIAL ACTION ITEMS: 1. Ordinance: Amendment to Require Notice for Permits to Work in the Public Way The Council will consider adopting an ordinance that would require notice for permits to work in the public way. The Council has requested that Engineering codify and expand the policy that adjacent property owners are notified of work being performed in the right of way. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, January 12, 2021; Tuesday, February 9, 2021; Tuesday, January 11, 2022; and Tuesday, March 1, 2022 Set Public Hearing Date -Tuesday, December 8, 2020 Hold hearing to accept public comment-Tuesday, January 19, 2021 and Tuesday, February 1, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Council Member Wharton, seconded by Council Member Puy to adopt Ordinance ii of 2022,Text Amendment for Notice of Work in the Public Right of Way. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 - o Pass 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 2. Ordinance: Budget Amendment No.6 for Fiscal Year 2021-22 The Council will consider adopting an ordinance that would amend the final budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-22. Budget amendments happen several times each year to reflect adjustments to the City's budgets, including proposed project additions and modifications. The proposed amendment includes funding for new Arts Council employees, adding a second sergeant to the Special Victims Unit, and additional Emergency Rental Assistance Program funding from the Federal Government, among other items. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, February 1, 2022; Tuesday, February 8, 2022; Tuesday, February 15, 2022; and March 22, 2022 Set Public Hearing Date -Tuesday, February 1, 2022 Hold hearing to accept public comment -Tuesday, February 15, 2022 and Tuesday March 1, 2022 at 7 p.m. TENTATIVE Council Action - Tuesday, March 1, 2022 and Tuesday March 22, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Council Member Puy, seconded by Council Member Wharton to adopt Ordinance 6B of 2022, amending the Fiscal Year 2021-22 final budget of Salt Lake City including the employment staffing document only for items as listed on the motion sheet. A-3: Healthcare Innovation— Biohive ($25,00o from General Fund Balance) A-8:Violent Crimes Unit COPS Hiring Grant City Match (Budget Neutral using$1,181,460 of Vacancy Savings in Police Department) Items Not Adopted A-7: Restore July Fireworks Budget($25,000 one-time from General Fund Balance) E-4: State of Utah, Governor's Office of Economic Opportunity, Bonneville Shoreline Trail Grant ($1.3 million) I-2: Re-scope $1.3 Million of Parks Impact Fees as Match to State Grant for Five New Foothills Trail heads (Budget Neutral) AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 ABSENT:Amy Fowler Final Result: 6 -o Pass D. COMMENTS: 1. Questions to the Mayor from the City Council. Minutes: There were no questions. 2. Comments to the City Council. (Comments are taken on any item not scheduled for a public hearing, as well as on any other City business. Comments are limited to two minutes.) Minutes: Keiko Jones thanked the Mayor for her work in getting the State involved in the issues with homelessness, appreciated everyone that worked to help make the community a better place. Cindy Cromer spoke to the Western Garden rezone as it would be a huge gift to the property owner and City but a small gain to the surrounding neighborhood, the requested zoning did not meet the nature of the surrounding neighborhood, and urged the Council to examine the code prior to approving the request. Nicholas Hogan spoke to the trend of the large number of apartment buildings being constructed without common or private green space resulting in big boxes with windows, needed to think of the long term look of the buildings as well as require affordable housing in these developments. George Chapman spoke to the discussion on compensation during the Work Session, the need to increase the entry salaries for police to ensure officers stay employed with the City, free fair February did not work in Salt Lake City as it did not access the homeless shelter areas. Wendy Bevan said expressed concern over the Council waiting to address homelessness before winter. E. NEW BUSINESS: NONE. 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 F. UNFINISHED BUSINESS: 1. Ordinance: Special Event Permits of Less than 31 Days The Council will consider adopting an ordinance that would amend Section 2.58.040 of the Salt Lake City Code, relating to the sale of significant parcels of real property, and Section 2.90.070 of the Salt Lake City Code, relating to the removal of lands from the open space lands inventory. Proposed changes to these two ordinances would allow special events lasting less than 31 days to occur on City property with the approval of the Mayor for a reason identified by the Mayor in writing. Note that although these amendments would affect sections of Code titled "Sale of Significant Parcels of Real Property" (Section 2.58.040), and"Removal of Lands from the Open Space Lands Inventory" (Section 2.90.070), the proposed amendments would make no changes to the processes of sale or removal of open space lands. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 1, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Councilmember Puy, seconded by Councilmember Wharton to adopt Ordinance 12 of 2022, Special Event Permits of Less than 31 Days,that would extend the maximum length of a special event permit for park use from 20 to 31 days,provided the Mayor approves the event for a reason identified in writing. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 - o Pass 18 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 G. CONSENT: 1. Ordinance: Stealth Towers Text Amendments The Council will set the date of Tuesday,April 5, 2022 at 7 p.m. to accept public comment about a proposal that would amend the Salt Lake City Zoning Ordinance to allow Stealth Wireless Telecommunication Facilities taller than 35 feet (up to 75 feet) in height within the Public Lands (PL) Zoning District. Stealth facilities are currently limited to 35 feet in height. This request is specifically related to a proposal by the applicant to construct a stealth cellular tower at the Pioneer Police Precinct at 1040 West 700 South,but the proposed text amendment would apply to properties within the PL district citywide. Petition No.: PLNPCM2o2o-00284 The Planning Commission forwarded a negative recommendation, therefore an ordinance has not been drafted. If the Council decides to approve the zone amendment, an ordinance would be drafted and considered for approval. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date -Tuesday, March 22, 2022 Hold hearing to accept public comment-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 19, 2022 Staff Recommendation - Set date. 19 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 2. Ordinance: Zoning Map Amendment at Western Gardens 550 South 60o East The Council will set the date of Tuesday,April 5, 2022 at 7 p.m. to accept public comment and consider adopting an ordinance that would amend the zoning of the property located at 550 South 600 East Street from CN (Neighborhood Commercial District) to FB-UN2 (Form Based Urban Neighborhood District). The parcel is currently occupied by the Western Gardens commercial center. This proposal would facilitate redevelopment of this parcel into a multifamily residential project. The zoning map amendment does not require an amendment to the Central Community Master Plan. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o21-00420 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date -Tuesday, March 22, 2022 Hold hearing to accept public comment-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action- Tuesday,April 19, 2022 Staff Recommendation - Set date. 3. Board Appointment: Planning Commission — Rich Tuttle The Council will consider approving the appointment of Rich Tuttle to the Planning Commission for a term ending March 22, 2026. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation -Approve. 20 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 4. Board Appointment: City and County Building Conservation and Use Committee — Catherine Tucker The Council will consider approving the appointment of Catherine Tucker to the City and County Building Conservation and Use Committee for a term ending July 20, 2026. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation -Approve. 5. Board Appointment: Bicycle Advisory Committee — Sarah Johnson The Council will consider approving the appointment of Sarah Johnson to the Bicycle Advisory Committee for a term ending September 29, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, March 22, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, March 22, 2022 Staff Recommendation -Approve. 6. Board Appointment: Transportation Advisory Board— Tyler Schmidt The Council will consider approving the appointment of Tyler Schmidt to the Transportation Advisory Board for a term ending September 29, 2025. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date - n/a Hold hearing to accept public comment- n/a TENTATIVE Council Action -Tuesday, March 22, 2022 21 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 Staff Recommendation -Approve. 7. Confirm Corrected Name - Board Appointment: Housing Trust Fund Advisory Board - Katie Bennett Confirm Corrected Name — The Council will confirm the appointment of Katie Bennett to the Housing Trust Fund Advisory Board for a term ending December 29, 2025. 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 -Tuesday, March 22, 2022 Staff Recommendation -Approve. Motion: Moved by Councilmember Wharton, seconded by Councilmember Petro-Eschler to approve the Consent agenda. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Amy Fowler Final Result: 6- o Pass 22 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, March 22, 2022 H. ADJOURNMENT: Meeting adjourned at 9:5o pm Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b)• To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Formal Meeting held Tuesday,March 22, 2022. 23 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 PENDING MINUTES — NOT APPROVED The City Council of Salt Lake City, Utah, met in Formal Session on Tuesday,April 5, 2022 in a hybrid meeting. The following Council Members were present: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler,Alejandro Puy The following Council Members were absent: Ana Valdemoros Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer, Chief Administrative Officer Present City Staff: Katherine Lewis—City Attorney, Cindy Lou Trishman—City Recorder, Brian Fullmer —Constituent Liaison, Policy Analyst, Sylvia Richards—Public Policy Analyst,Thais Stewart — Deputy City Recorder,Michelle Barney—Minutes&Records Clerk, Isaac Canedo — Council Staff,Taylor Hill— City Council Staff Council Member Mano presided at and conducted the meeting. The meeting was called to order at 7:15 pm 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 A. OPENING CEREMONY: 1. Council Member Darin Mano will conduct the formal meeting. Minutes: Council Member Mano welcomed all in attendance. 2. Pledge of Allegiance. Minutes: The Pledge of Allegiance was recited. 3. Welcome and Public Meeting Rules. Minutes: Council Member Mano reviewed the rules of decorum. 4. The Council will approve the work session meeting minutes of May 4, 2021; March 1, 2022; and March 8, 2022 as well as the formal meeting minutes of March 1, 2022. Motion: Moved by Council Member Fowler, seconded by Council Member Puy to approved the Work Session Minutes from May 4, 2021, March 1, 2022 and March 8, 2022 as well as the Formal Meeting Minutes from March 1, 2022. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 - o Pass B. PUBLIC HEARINGS: Items Bi - B6 will be heard as one public hearing 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 1. Grant Application: Building Resilient Infrastructure and Communities (BRIC) Grant/Sub-Application The Council will accept public comment for a grant application request from the Utah Department of Emergency Management to FEMA, U.S. Department of Homeland Security. Public Utilities has requested federal funds to reduce seismic and flooding hazards at the City Creek Water Treatment Plant. 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-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 2. Grant Application: 2021 Assistance to Firefighters (AFG) Grant The Council will accept public comment for a grant application request from the Fire Department to FEMA/U.S. Department of Homeland Security. If awarded, this grant would fund the purchase of Wildland Firefighting Personal Protective Equipment (PPE). 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 -Tuesday, April 5, 2022 at 7 p.m. TENTATIVE Council Action- n/a Staff Recommendation - Close and refer to future consent agenda. 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 3. Grant Application: Innovating for Efficient Service Delivery Grant — State Justice Institute (Justice Court) The Council will accept public comment for a grant application request from the Justice Court to the State Justice Institute (SJI). If awarded, this grant would fund the contract with the National Center for State Courts, a nonprofit that supports courts with research, assessments, and training, to perform a governance and judicial leadership analysis. 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-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4. Grant Application: Utah State Cancer Plan Implementation Grant The Council will accept public comment for a grant application request from the Mayor's office to the Utah Cancer Awareness Network. If awarded, this grant would fund the distribution of furnace filters and individual electric air purifiers to at-risk populations on the West Side of the City. This will be done through Love Your Block surveying and school clinic health screenings to identify participants, then distribute products, engagement materials and/ or vouchers. 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-Tuesday, April 5, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 5. Grant Application: Bureau of Emergency Service and Preparedness (BEMS) Per Capita Allocation The Council will accept public comment for a grant application request from the Fire Department to the Bureau of Emergency Medical Service &Preparedness. If awarded, this grant would fund medical supplies for the Fire Department. 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 -Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action - n/a Staff Recommendation - Close and refer to future consent agenda. 5 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 6. Grant Application: Coverdell Forensic Science Improvement Grant— Salt Lake Police Department's Crime Lab Accreditation Fee The Council will accept public comment for a grant application request from the Police Department to the Utah Department of Public Safety. If awarded, this grant would fund the annual accreditation fee for the Police Department's Crime Lab for 2022. 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-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action- n/a Staff Recommendation - Close and refer to future consent agenda. Minutes: Sylvia Richards presented the Grant Applications for: • Building Resilient Infrastructure and Communities (BRIC) • 2021 Assistants to Firefighters (AFG) • Innovating for Efficient Service Delivery Grant— State Justice Institute (Justice Court) • Utah State Cancer Plan Implementation • Bureau of Emergency Service and Preparedness (BEMS) per Capita Allocation • Coverdell Forensic Science Improvement Grant— Salt Lake City Police Department's Crime Lab Accreditations Fee No public comments were offered for this item Motion: Moved by Council Member Dugan, seconded by Council Member Wharton to close the public hearing and defer items B-i through B-6 to a future Consent Agenda for action. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 — o Pass 6 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 5, 2022 7. Ordinance: Stealth Towers Text Amendments The Council will accept public comment about a proposal that would amend the Salt Lake City Zoning Ordinance to allow Stealth Wireless Telecommunication Facilities taller than 35 feet (up to 75 feet) in height within the Public Lands (PL) Zoning District. Stealth facilities are currently limited to 35 feet in height. This request is specifically related to a proposal by the applicant to construct a stealth cellular tower at the Pioneer Police Precinct at io40 West 700 South, but the proposed text amendment would apply to properties within the PL district citywide. Petition No.: PLNPCM2o2o-00284 The Planning Commission forwarded a negative recommendation, therefore an ordinance has not been drafted. If the Council decides to approve the zone amendment, an ordinance would be drafted and considered for approval. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 22, 2022 Set Public Hearing Date -Tuesday, March 22, 2022 Hold hearing to accept public comment-Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 19, 2022 Staff Recommendation - Refer to motion sheet(s). Minutes: Brian Fullmer introduced the project. Melissa Reagan(Attorney for Verizon Wireless) reviewed the letter of support submitted to the Council from Verizon, asked the Council to review the letter prior to implementing the ordinance, reviewed the height restrictions around churches and ball fields and issues with prohibiting the towers in these areas impacting customer service. George Chapman spoke in opposition to the ordinance as the request provided the City leverage against the providers, demanded a negotiation to provide services to those impacted by the towers such as cameras and free services, and said the towers should not be around schools. Motion: Moved by Council Member Puy, seconded by Council Member Dugan to close the public hearing and defer action to a future Council meeting. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 — o Pass 7 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 8. Ordinance: Zoning Map Amendment at Western Gardens 55o South 600 East The Council will accept public comment and consider adopting an ordinance that would amend the zoning of the property located at 55o South 60o East from CN (Neighborhood Commercial District) to FB-UN2 (Form Based Urban Neighborhood District). The parcel is currently occupied by the Western Gardens commercial center. This proposal would facilitate redevelopment of this parcel into a multifamily residential project. The zoning map amendment does not require an amendment to the Central Community Master Plan. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o2i-oo420 FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing-Tuesday, March 22, 2022 Set Public Hearing Date -Tuesday, March 22, 2022 Hold hearing to accept public comment- Tuesday,April 5, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 19, 2022 Staff Recommendation - Refer to motion sheet(s). Minutes: Brian Fullmer introduced the project. Cindy Cromer stated the FBNU-2 zone was problematic,the Ballpark area did not want the proposed zoning,the zoning did not fit the nature of the area,and the FBNU-2 zone should be prohibited in historic districts. Mark Shamburn, neighboring property,gave the history of the area and how close the property lines were, said 3o feet was not enough space if there was a fire,would diminish the view, a large development would be a detriment to the area and was moving backward. Motion: Moved by Council Member Dugan, seconded by Council Member Fowler to close the public hearing and defer action to a future Council meeting. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Aria Valdemoros Final Result: 6— o Pass 8 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 5, 2022 9 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 5, 2022 C. POTENTIAL ACTION ITEMS: 1. Ordinance: Rezone at approximately 2333 West North Temple Street The Council will consider adopting an ordinance that would amend the zoning map pertaining to a parcel at approximately 2333 W North Temple Street to remove the Airport Flight Path Protection (AFPP) Overlay District Influence Zone A. The property is currently occupied by a commercial building, the Airport Inn, and associated parking. This proposal would allow the Airport Inn to operate a new model of extended-stay hotels as transitional housing to advance the City's overall goals related to homelessness. Consideration may be given to rezoning the property to another zoning district with similar characteristics. Petition No.: PLNPCM2o21-00915 FYI - Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday, March 1, 2022 Set Public Hearing Date -Tuesday, March 1, 2022 Hold hearing to accept public comment-Tuesday, March 22, 2022 at 7 p.m. TENTATIVE Council Action -Tuesday,April 5, 2022 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Council Member Dugan, seconded by Council Member Puy to adopt Ordinanc 14 of 2022,for the Airport Flight Path Protection Influence Zone A (2333 West North Temple) PLNPCM2o21-00915 subject to the property owner enters into a development agreement with the City including the following condition: Any new development or substantial remodel of existing development on the subject property shall be constructed with air circulation systems of at least thirty(30) dBs of sound attenuation in sleeping areas and at least twenty-five (25) dBs of sound attenuation elsewhere AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 - o Pass D. COMMENTS: 10 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 1. Questions to the Mayor from the City Council. Minutes: Council thanked the Mayor for the Iftar/Ramadan celebration and engagement with all the different groups in Salt Lake City. 2. Comments to the City Council. (Comments are taken on any item not scheduled for a public hearing, as well as on any other City business. Comments are limited to two minutes.) Minutes: Nathan London spoke to the Transportation Division's project on 30o North goo West; notification was not received regarding the project, reviewed the potential negative impact on the neighborhood and his home property due to the bus station placement. Carl Letamendi did not wish to speak. Polly Hart(Chair of the Parks,Natural Lands, Urban Forestry and Trails Board— PNUT)reviewed the letter forwarded to the Council regarding the Re-imaging Nature Program that was unanimously supported by the PNUT Board and asked for the Council's support. She commended the Public Lands staff for working on the foothills trail system and hoped off leash would become part of the plan, stated stealth towers were not appropriate for the City. George Chapman asked the Council to stop scheduling conflicting meetings during the City Council meetings on Tuesdays,spoke on the lack of affordable housing in the City needing to be addressed,open the westside of the City to mixed housing and mixed density, shared housing was not a respectful option for affordable housing,ADUs did not require impact fees, drug users were attracted to bus stops and made them unsafe for children. 11 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 E. NEW BUSINESS: 1. Resolution: Annexation at approximately Rose Park Lane and 2350 North (Hunter Stables) The Council will consider accepting the Hunter Stables annexation application and petition located at approximately Rose Park Lane and 235o 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. Petition No.: PLNPCM2021-01124 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 Staff Recommendation - Refer to motion sheet(s). Motion: Moved by Council Member Dugan, seconded by Council Member Puy to adopt Resolution 6 of 2022,Annexation at approximately Rose Park Lane and 235o North (Hunter Stables), accepting the petition to annex. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 - o Pass 12 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 5, 2022 F. UNFINISHED BUSINESS: NONE. 13 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 G. CONSENT: 1. Ordinance: Public Lands Twenty-Year Master Plan,Reimagine Nature The Council will set the date of Tuesday,April 19, 2022 at 7 p.m. to accept public comment and consider an ordinance that would adopt 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 Staff Recommendation - Set date. 2. Grant Holding Account Items (Batch No.5)Associated with BAM No. 7 for Fiscal Year 2021-22 The Council will consider approving Grant Holding Account Items (Batch No. 5) for Fiscal Year 2021-22 Associated with Budget Amendment No. 7. 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-Tuesday,April 5, 2022 Staff Recommendation -Approve. 14 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 3. Resolution: Redistricting City Council District Boundaries The Council will set the date of Tuesday,April 19, 2022 at 7 p.m. to accept public comment and consider adopting a resolution that would change some City Council district boundaries based on the results of the 2020 Census. Redistricting occurs every decade to create substantially equal populations between the districts to ensure fairer representation. FYI — Project Timeline: (subject to change per Chair direction or Council discussion) Briefing -Tuesday,April 12, 2022 and Tuesday,April 19, 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 -TBD Staff Recommendation - Set date. 4. Board Appointment: Sugarhouse Park Authority Board of Trustees — Richard Layman The Council will consider approving the appointment of Richard Layman 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 Staff Recommendation -Approve. 15 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 5. Board Appointment: Historic Landmark Commission -Amanda De Lucia The Council will consider approving the appointment of Amanda De Lucia 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 Staff Recommendation -Approve. 6. Board Appointment: Utah Performing Arts Center Agency- Katie Hansen The Council will consider approving the appointment of Katie Hansen 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 Staff Recommendation-Approve. Motion: Moved by Council Member Wharton, seconded by Council Member Fowler to approve the Consent Agenda. AYE: Daniel Dugan, Darin Mano,Amy Fowler, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Ana Valdemoros Final Result: 6 — o Pass 16 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday,April 5, 2022 H. ADJOURNMENT: Meeting adjourned at 7:58 pm Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b)• To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Formal meeting held Tuesday,April 5, 2022. 17 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 PENDING MINUTES — NOT APPROVED The City Council of Salt Lake City, Utah, met in Formal Session on Tuesday,April 12, 2022. The following Council Members were present: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro-Eschler,Alejandro Puy The following Council Members were absent: Amy Fowler Present Legislative leadership: Cindy Gust-Jenson, Executive Director;Jennifer Bruno, Deputy Director; Lehua Weaver,Associate Deputy Director Present Administrative leadership: Mayor Erin Mendenhall; Rachel Otto, Chief of Staff; Lisa Shaffer, Chief Administrative Officer Present City Staff: Katherine Lewis—City Attorney, Cindy Lou Trishman—City Recorder,Michelle Barney —Minutes&Records Clerk,Taylor Hill— City Council Staff Council Member Dugan presided at and conducted the meeting. The meeting was called to order at 7:04 pm. 1 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 A. OPENING CEREMONY: 1. Council Member Dan Dugan will conduct the formal meeting. Minutes: Council Member Dugan welcomed all in attendance and reviewed the reasoning for the Limited Formal meeting. 2. The Council will consider adopting a joint ceremonial resolution with Mayor Mendenhall celebrating the 150th anniversary of the Cathedral Church of Saint Mark. Minutes: Council Member Valdemoros read the Resolution. The Very Reverend Tyler Doherty(Cathedral Church of Saint Mark) spoke to the history of the Church and thanked the Council for their support through the pandemic to serve the public. Motion: Moved by Council Member Wharton, seconded by Council Member Puy to adopt Resolution 7 of 2022,A Joint Resolution Celebrating the i5oth Anniversary of the Cathedral of St. Mark. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 - o Pass 2 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 3. The Council will consider adopting a joint ceremonial resolution with Mayor Mendenhall recognizing April 12th as Education and Sharing Day in Salt Lake City Motion: Moved by Council Member Wharton, seconded by Council Member Mano to adopt Resolution 8 of 2022, Joint Resolution Recognizing April 12th as Education&Sharing Day in Salt Lake City AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro- Eschler,Alejandro Puy ABSENT:Amy Fowler Final Result: 6 - o Pass Minutes: Council Member Petro-Eschler read the Resolution. Rabbi Zippel, Chabad Lubavitch of Utah thanked the council and the Mayor for their support and spoke to the history and importance of supporting education in the Jewish culture. B. PUBLIC HEARINGS: NONE. C. POTENTIAL ACTION ITEMS: NONE. D. COMMENTS: NONE. E. NEW BUSINESS: NONE. F. UNFINISHED BUSINESS: NONE. 3 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 G. CONSENT: NONE. 4 MINUTES OF THE SALT LAKE CITY COUNCIL Tuesday, April 12, 2022 H. ADJOURNMENT: Motion: Moved by Council Member Mano, seconded by Council Member Wharton to exit the limited formal meeting. AYE: Daniel Dugan, Darin Mano,Ana Valdemoros, Chris Wharton,Victoria Petro-Eschler, Alejandro Puy ABSENT:Amy Fowler Final Result: 6— o Pass Meeting adjourned at 7:27 pm. Minutes Approved: City Council Chair City Recorder This document is not intended to serve as a full transcript as other items may have been discussed; please refer to the audio or video for entire content pursuant to Utah Code §52-4-203(2)(b)• To listen to the audio recording of the meeting or view meeting materials,please visit Salt Lake City Public Body Minutes library, available at www.data.slc.gov, selecting the Public Body Minutes hyperlink. If you are viewing this file in the Minutes library,use the links on the right of your screen within the`Document Relationships'information to listen to the audio or view meeting materials. This document along with the digital recording constitutes the official minutes of the City Council Limited Formal meeting held Tuesday,April 12, 2022. 5 `.�..y�---. '� 53 �,� -�.- • r'`-- -. -a --•-r- _...r r^�,.- �{ e �.- �' ._T� '"�-r-Y ..'ire r ♦\few a •�, Yr.« „,; -.�j �. - - ; - = �r, l it �., ._ 4.w x, i . ...Atr_ h -• r -• •:�t� _ f k� irlM] �J-.,�.ti /3.: y ' ..r •�,.+ •may ••�` 1 i, FY 2023 _ .........„, N, KF Mayor's ioi i vA ��, kfl ..< Recommended • ,. 4.______ 7847 Budget - `.�..y�---. '� 53 �,� -�.- • r'`-- -. -a --•-r- _...r r^�,.- �{ e �.- �' ._T� '"�-r-Y ..'ire r ♦\few a •�, Yr.« „,; -.�j �. - - ; - = �r, l it �., ._ 4.w x, i . ...Atr_ h -• r -• •:�t� _ f k� irlM] �J-.,�.ti /3.: y ' ..r •�,.+ •may ••�` 1 i, FY 2023 _ .........„, N, KF Mayor's ioi i vA ��, kfl ..< Recommended • ,. 4.______ 7847 Budget - ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 TABLE OF CONTENTS MAYOR AND COUNCIL MESSAGES Page: MAYOR'S MESSAGE 1 SALT LAKE CITY PROFILE SALT LAKE CITY CORPORATION ORGANIZATION 5 SALT LAKE CITY AT A GLANCE 7 SALT LAKE COMMUNITY PROFILE 8 SALT LAKE CITY BUDGET-IN-BRIEF 9 MAYOR'S RECOMMENDED BUDGET BUDGET SUMMARY AND RECOMMENDATIONS 17 FY 2022-23 CAPITAL AND OPERATING BUDGET 22 GENERAL FUND KEY CHANGES 33 OTHER FUND KEY CHANGES 52 LBA KEY CHANGES 72 RDA KEY CHANGES 73 Multi-Agency Drug Task Force Key Changes 85 FINANCIAL POLICIES DEBT POLICIES 89 DEBT STRUCTURE 91 REVENUE 94 FY 2021-22 LEGISLATIVE INTENTS 109 CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT OVERVIEW 121 CAPITAL IMPROVEMENT FY 2022-23 PROJECTS LIST 125 DEPARTMENT BUDGETS OFFICE OF THE CITY COUNCIL 135 OFFICE OF THE MAYOR 139 DEPARTMENT OF AIRPORTS 143 OFFICE OF THE CITY ATTORNEY 147 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS 153 DEPARTMENT OF ECONOMIC DEVELOPMENT 159 DEPARTMENT OF FINANCE 165 FIRE DEPARTMENT 171 DEPARTMENT OF HUMAN RESOURCES 177 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES 183 JUSTICE COURT 191 POLICE DEPARTMENT 197 MAYOR'S 4111 RECOMMENDED BUDGET Fiscal Year 2022-23 TABLE OF CONTENTS DEPARTMENT OF PUBLIC LANDS 203 DEPARTMENT OF PUBLIC SERVICES 211 DEPARTMENT OF PUBLIC UTILITIES 219 REDEVELOPMENT AGENCY 223 DEPARTMENT OF SUSTAINABILITY 227 911 COMMUNICATIONS BUREAU 231 NON-DEPARTMENTAL 237 STAFFING DOCUMENT STAFFING DOCUMENT INTRODUCTION 247 STAFFING DOCUMENT SUMMARY 249 STAFFING DOCUMENT DETAIL 250 APPENDIX APPENDIX A:LIBRARY 293 APPENDIX B: HEALTH INSURANCE PREMIUMS&RETIREMENT CONTRIBUTIONS 313 This page intentionally left blank The Mayor ' s Message This page has been intentionally left blank MAYOR'S 4111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S MESSAGE Dear Salt Lake City, I'm so fortunate to be Mayor of our beautiful capital city at this specific time in our history. From the grit and generosity of our residents, to our incredible City employee team, it's an honor to live, work, and help guide the City into the future. As we face another year of marked growth for Salt Lake City, my team and I have looked outward, to the perspectives and experiences of our residents, to determine the focus and priorities the Fiscal Year 2023 budget should embody. Despite the crises of the past few years, the highest priorities for our residents have remained quite consistent. Residents want us to support local business, invest in affordable housing programs, expand opportunities to support our environment, and increase investment in parks and public lands. What follows is a balanced, multi-faceted budget that does just that. It responds to the needs and requests of our residents while planning for the future. It is prudent in its focus on transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams. And it's the first of its kind to weigh each program and position in the City against my administration's overarching goals of equity and sustain ability. This budget, like the two that came before it, continues to focus on my administration's four priorities: • Prioritizing growth that equitably benefits ALL city residents; • Making our city more environmentally resilient and sustainable; • Bolstering our communities with inclusive and equitable opportunities for all; and • Supporting City employees' physical, mental and economic well being, because our City team is what makes everything possible. I want to give special thanks to this year's budget committee. Public Services Deputy Director Jorge Chamorro, Fire Chief Karl Lieb, Human Resources Director Debra Alexander, and IMS Director Aaron Bentley each brought expertise and passion for our City to this work. And, of course, special thanks to our Chief Financial Officer, Mary Beth Thompson, and the entire Finance Department team, who work incredibly hard each year to ensure that our City's budget is balanced, responsible, and reflective of our City's goals. Thanks so much to each of you for your dedication and commitment to this budget process. Mayor Erin Mendenhall Ett. --)"--,--4 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S MESSAGE This page has been intentionally left blank 2 - , • - !ir.V.f" zglicba -v-r'' ' - - • • • -•., . - '•'" . .... , . .,. , , . 7. -- • • . . . ' • _,'".,,--. ... . • " ; :;-•• k.-----7-"N. • . . ./• . 4 • ., 0, ,. ...4, •• .:-. , . ... . • ) 1 • '1 - . . ., 4,.,-., •.,I. a • . .M- : . . ... • ' 4.1. ` 62,IN' . , ..e. - - lc ' ' ' ' r I, '• • ', - ' •4_ 4%1 '-.441,, ,r it• :V . _ . a . ••••'/ 7-- _ .,- .•. .',/'4*If ;ft i"Ilk 'd' ?'• '' . 20 I. . 4.li• • 1 i • .-- ....,.._ .. - 1.- '''-' '' :-ft. -. '` -'1' • ._'" • , . • r . 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F-I,lift ; • , • , . - •• • • • t; / ' 't ' •• 1 # i'l$,` ,r,4 . • iNil. • •. .. • r • 4 ' :"',' . I t;1 . ' i ''' V •‘ Al • '1 0 Id / • ' / 1 r i / e/ 01 f, 4 V 1 ) is . ,' i ! ' ri. i, ! y i„1.1%, 17,,, Ili)' IA. ' 4.. i.1 :.. • . I.: I ;1 I/ F1' I/ , . 1 1/ ' * 1 x.'' ‘-' 1 ' 1 i . , i rt. • .ir .1..i • .. . . • ' ,..', -.*-.•_4-_,',, .— -..;.__/.4,,'-:-r1''•d.. * x .-°-i t-...•'I'.., "'•'.' ..4'r'• ., . 0a-7 • -.. . A•:K11‘;-I,N, I.•`,tc.t o._.-a'.'..•.,.•,I•1. T.1,1", " . . ' 7. - .!-.4: " " 'P .. N. . 1;, • ; . ..:.•, re . ''..-•' .0 " - •. 411116iiit , . - . ..* • • ., '1541114491k,• - , .. •ii. ../ .! • 1 . • ,. !' . . 7- !f.. •., , f. ... ',‘-••- "-, ' -,' •- • ',iNi- I,' • '4 -'1. . .., ,... . • lip -• A t; Il This page has been intentionally left blank MAYOR'S 4111 RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE SALT LAKE CITY ELECTED OFFICIALS Fiscal Year 2022-23 Mayor 311114 Erin Mendenhall City Council a. AP Ai' Ilt Turrir„, , ' ri:214114•2401C4,g47T Victoria Petro-Eschler Alejandro Puy Chris Wharton District 1 District 2 District 3 • ,Ilt ' rt Aw Ana Valdemoros Darin Mano(Vice-Chair) Dan Dugan(Chair) Amy Fowler District 4 District 5 District 6 District 7 5 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE Citizens of Salt Lake City1 \ J f Office of the Mayor Library Justice Court Peter Erin Mendenhall Curtis Preece Office of the City Bromberg ... Mayor J Director _2 Mayor Director J 1.James Rogers(Vice Chair) Chief Admin ( 7-911 Dispatch Officer Chief of Staff — Bureau 2.Vacant Lisa Shaffer Rachel Otto Elyse Haggerty J Acting Director:2 3.Chris Wharton 4.Ana Valdemoros i r Dept.of Airports Dept. of Finance 5. Darin Mano Bill Wyatt Mary Beth Thompson Director Chief Financial Officer 6. Dan Dugan .1 Dept.of Community and ,\ 7.Amy Fowler(Chair) Neighborhoods Dept. of Public Services Blake Thomas Lorna Vogt ` J Director Director 2 \ 2 r Office of the CityAttorneyDept. of Information Council Staff Management Services Cindy Gust Jensen Katie Lewis Aaron Bentley Executive Director City Attorney 2 \ CIO 2 -' 1 1 Fire Dept. Dept. of Public Utilities Karl Lieb Laura Briefer Chief Director \ J \ J r Dept. of Human Resources Police Dept. Debra Alexander Mike Brown Director Chief Dept. of Economic 7- Dept.of Sustainability Development Ben Kolendar Vicki Bennett Director 2 \ Director Redevelopment Agency Dept. of Park&Public Danny Walz Lands Director Kristin Riker J Director \ :Upon Advice and Consent;: 6 AliMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 SALT LAKE CITY PROFILE Salt Lake City at a Glance DATE FOUNDED AVE. ANNUAL SNOWFALL ugaen July 24, 1847 16.5 in. (419mm) 1RoY DATE INCORPORATED AVE. ANNUAL RAINFALL Layton January 19, 1851 58.5 in. (1,486mm) FORM OF GOVERNMENT AVE. DAILY TEMPS Mayor/Council since 1980 52.1 F. (11 .2 C) Meaner 28.2 F. (-1 .6 C)January sLa �akecty 77.0 F. (25.0 C)July so - Par oCi}y TOTAL CITY AREA AVE. ELEVATION sandy 111 .1 Sq. Mi. 4,327 ft. (1,319 m.) 2020 EST. POPULATION ) 200,567 COUNCIL DISTRICTS Victoria Petro-Eschler Ana Valdemoros Chris Wharton I /-L, 1 , m. — Salt Lake City 1 e --- City Councils Districts �.., .lam -�i 6 1 a M �._' Dan Dugan w o Alejandro Puy Darin Mano .v ' Amy Fowler 7 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE BUDGET DEVELOPMENT CALENDAR FISCAL YEAR 2022-23 January Personal services projected, revenue estimated I 1 'Departments receive guidance' Departments develop service February on budget development from policy issues and budget Mayor's Office reduction options J Departments present March- proposals to Mayor and ( Budget options developed April provide briefings to City Council about services April Mayor's Recommended Budget prepared 'Mayor's Recommended City Council reviews Mayor's Budget published and Recommended Budget, budget May presented to City Council on public hearings on May 10th, May 3rd 17th and/orMay 31st June City Council reviews Mayor's Final budget hearings Recommended Budget (Truth-in-taxation hearing held` August and budget and tax rate adopted on September 1st September - Perpetual review, and periodic December amendment 8 illk MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF CITYWIDE EXPENDITURES FY 21 Adopted FY 22 Adopted FY 23 Rec'd Increase/ Percent Fund Type Budget Budget Budget Decrease Change General Fund 326,130,003 367,582,070 424,044,607 56,462,537 15.36 % Airport Enterprise Fund 302,311,600 706,792,500 384,681,671 (322,110,829) (45.57)% Public Utilities Enterprise 362,313,149 420,480,027 413,124,942 (7,355,085) (1.75)% Funds Other Enterprise Funds 102,480,970 112,441,729 103,806,169 (8,635,560) (7.68)% Internal Service Funds 91,763,186 108,266,464 118,806,965 10,540,501 9.74 % Capital Improvement Program 25,093,221 31,401,713 35,460,387 4,058,674 12.93 % (CIP) Funds All Other Funds 64,583,994 69,819,732 108,378,505 38,558,773 55.23 % Total 1,274,676,123 1,816,784,235 1,588,303,246 (228,480,989) (12.58)% FY 2021 and 2022 Adopted Budgets and FY 2023 Recommended Budget Geoe\a\FJod oCtote<p\\SeFJod k VtecCc's . vb\\C\31.d?e5 F Jods* Oth¢\vNte0Se JnaS e\C \t\t \a\SeN\ceF \\c�P\oJe_eotr• cap\ta e<F J/Nds P\\ptb i i I i i i i I i i I 0 r100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 900,000,000 1,000,000,0001,100,000,1 FY 21 Adopted Budget FY 22 Adopted Budget U FY 23 Reed Budget *Redevelopment Agency Included in the Other Enterprise Fund Amount. Salt Lake City's budget is comprised of several different types of funds, including General Fund, Enterprise Funds, and Internal Service Funds. Enterprise funds, unlike the General Fund, are not supported by property or sales taxes. Revenues in these funds come primarily from fees charged for services provided. For instance, the Airport derives a large portion of its revenues from landing fees. It is worth noting that the Airport expenditures have increased dramatically due to the Terminal Redevelopment Program. The City also has a number of internal service funds such as Fleet and Information Management Services. Internal service funds exist to account for the financing of goods and services provided by one City agency or department to another. 9 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF General Fund Expenditures General Fund FY 21 Adopted FY 22 Adopted FY 23 Rec'd Increase/ Percentage Departments Budget Budget Budget Decrease Change Economic 2,388,562 2,714,915 3,731,754 1,016,839 37.45 % Development Human 2,629,008 3,267,669 4,259,402 991,733 30.35 % Resources Council Office 4,516,175 4,551,159 5,433,376 882,217 19.38 % Justice Courts 4,726,866 4,850,906 5,204,990 354,084 7.30 % Mayor's Office 3,883,065 4,761,780 6,687,989 1,926,209 40.45 % Attorney's Office 7,123,638 8,029,302 9,074,133 1,044,831 13.01 % Finance 8,387,673 8,767,757 10,829,925 2,062,168 23.52 % Department 911 8,260,571 9,016,380 10,873,902 1,857,522 20.60 % Communications Bureau Public Lands — 18,751,871 24,241,781 5,489,910 29.30 % Community& 24,318,570 24,003,823 28,837,887 4,834,064 20.14 % Neighborhoods Public Services 46,655,226 34,341,928 39,490,510 5,148,582 14.99 % Fire Department 42,737,520 45,587,400 48,597,009 3,009,609 6.60 % Police 79,097,332 83,370,502 103,944,583 20,574,081 24.68 % Department Non 91,405,797 115,566,677 122,899,673 7,332,996 6.35 % Departmental Total 326,130,003 367,582,069 424,106,914 56,524,845 15.38 0/0 General Fund Expenditures FY 22 Adopted Budget FY 23 Rec'd Budget — 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 • Economic Development Human Resources • Council Office • Justice Courts • Mayor's Office Attorneys Office • Finance Department • 911 Communications Bureau Public Lands • Community&Neighborhoods • Public Services • Fire Department • Police Department • Non Departmental 10 illkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF General Fund Revenues by Type - 2015-2022 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Actuals Actuals Actuals Actuals Actuals Actuals Budget Budget Property Taxes w/PILOT 85,025,403 89,071,896 90,414,308 94,654,243 99,342,715 99,474,985 100,266,945 109,079,863 Sales and Use Taxes 59,927,247 62,776,248 67,940,454 99,403,846 116,199,002 122,654,953 125,156,473 149,414,487 Franchise Taxes 27,972,665 28,418,423 28,418,423 27,238,435 26,863,146 23,952,168 12,102,129 11,657,128 Licenses&Permits 28,689,152 35,004,151 30,608,768 36,960,240 32,637,293 36,428,067 29,904,360 40,347,223 Fines&Forfeitures 6,477,606 6,728,836 5,567,814 3,316,215 3,753,706 3,539,471 3,474,455 3,765,184 Intergovernmental 5,453,584 6,855,998 5,791,774 6,066,496 5,086,254 4,781,753 4,644,018 4,644,620 Charges&Fees 4,063,532 5,358,872 5,671,710 5,573,679 4,283,760 4,842,902 3,934,570 4,412,465 Parking 3,324,616 3,436,592 3,404,582 3,509,898 2,771,331 1,915,888 2,693,555 2,629,819 Other Revenue 44,399,610 36,270,649 39,643,865 38,231,125 49,561,874 51,980,733 85,405,565 98,156,125 Total Operating Revenue 265,333,415 273,921,665 277,461,698 314,954,177 340,499,081 340,499,081 367,582,070 424,106,914 Other Revenue ■ � co m— Charges&Fees u) z O— H Intergovernmental Fines&Forfeitures ▪ Licenses&Permits — Franchise Taxes ▪ Sales and Use Taxes 0 Z e ▪ Property Taxes w/PILOT ea �Gcv �cv ��cv �C�cle ��cv ��cOti ��cv ���1, This stacked bar graph depicts the various types of revenue collected for the Salt Lake City General Fund and how some of these revenues have fluctuated over the years. It is worth noting that sales tax revenues have increased markedly starting in FY 2019 due to the recently implemented Funding Our Future 0.5% increase in Salt Lake City's sales tax rate. The Other Revenue category has also been impacted by American Recover Act grant funds. 11 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF GENERAL FUND REVENUE - FY 2022 Adopted V. 2023 Rec'd Budgets FY 2022 Adopted FY 2023 Rec'd Increase/ Percentage General Fund Revenue Budget Budget Decrease Change Property Tax 98,704,904 107,366,139 8,661,235 8.77 % RDA Related Property Tax 14,021,140 15,532,420 1,511,280 10.78 % Sales and Use Tax 125,156,473 149,414,487 24,258,014 19.38 % Franchise Tax 12,102,129 11,657,128 -445,001 (3.68)% Payment in Lieu of Taxes 1,562,041 1,638,222 76,181 4.88 % Intergovernmental Revenue 4,644,018 4,644,620 602 0.01 % Charges for Services 3,934,570 4,412,465 477,895 12.15 % Other Revenue 61,795,395 79,874,085 18,078,690 29.26 % Interfund Transfers In 22,032,892 24,431,718 2,398,826 10.89 % Available Fund Balance/Cash Reserves 23,628,508 25,135,630 1,507,122 6.38 % Total 367,582,070 424,106,914 56,524,844 15.38 FY 2023 GF Revenue Property Tax Available Fund 107,366,139 Balance/Cash Reserves / 25.3% 25,135,630 5.9% Interfund Transfers In RDA Related Property Tax 24,431,718 15,532,420 5.8% r 3.7% Other Revenue 79,874,085 18.8% Intergovernmental Revenue Sales and Use Tax 4,644,620 149,414,487 1.1% Franchise Tax 35.2% 11,657,128 2.7% 12 illk MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF Interest& General Sinking Operations Fund Library Total History of Total Property Tax Rate FY 2011 0.00337 0.001076 0.000766 0.005212 2010-2021 FY 2012 0.003451 0.001124 0.000783 0.005358 FY 2013 0.003574 0.001097 0.000846 0.005517 0.0060 - FY 2014 0.003465 0.001064 0.00082 0.005349 0.0055 - FY 2015 0.003787 0.001066 0.000783 0.005636 0.0050 - FY 2016 0.003619 0.000989 0.000747 0.005355 0.0045 - FY 2017 0.003617 0.000941 0.000705 0.005263 FY 2018 0.003482 0.000772 0.00083 0.005084 0.0040 - FY 2019 0.003285 0.000692 0.000791 0.004768 0.0035 - FY 2020 0.003205 0.000648 0.000741 0.004594 0.0030 FY 2021 0.002942 0.000713 0.000683 0.004338 ,`' ,'D Z � re' Y ^b r(j) ti9 ti ticV FY 2022 0.002868 0.000556 0.000652 0.004076 (lc:, (o ryo ryo ,tio �o co (o ryo (o ryo kkkkkkkkkkk Property Tax Rates in Salt Lake City According to Utah State Code, municipalities cannot assess properties for more property tax revenue than was generated in the previous year, with the exception of new growth. As property values generally increase or decrease, property tax rates fluctuate accordingly. The accompanying graph (above) demonstrates how the boom in property values in the City affected the property tax rates that were assessed during the earlier years shown on the table above. It is also apparent in recent years as well. Sales Tax Revenues in Salt Lake City The table shown below demonstrates a steady increase in sales tax revenues in Salt Lake City over the past several years. A sharp increase came with the implementation of the additional one-half-percent sales tax increase that is used for funding our future. The anticipated drop in revenue from FY2020 to FY2021 was the result of the economic downturn brought on by the COVID 19 pandemic. In FY2022, the City anticipates sales and use tax revenues to increase well beyond the FY2021 amount as the economy recovers. Further healthy sales tax growth is expected in FY2023 Sales& Use Tax Fiscal Year Receipts % Increase FY 2014 Actual 55,380,938 2.98 % FY 2015 Actual 57,873,243 4.50 % FY 2016 Actual 59,927,247 3.55 % FY 2017 Actual 62,776,248 4.75 % FY 2018 Actual 67,940,454 8.23 % FY 2019 Actual 99,403,846 46.31 % FY 2020 Actual 116,199,002 16.90 % FY 2021 Actual 122,654,953 5.56 % FY 2022 Budget 125,156,473 2.04 % FY 2023 Budget 149,414,487 19.38 % Average Increase 10.37 0/0 13 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 SALT LAKE CITY PROFILE/ BUDGET-IN-BRIEF FY 2022-23 Related Ordinance Changes and Other Budgetary Actions Revenue Related Ordinances Consolidated Fee Schedule Adoption and Changes - An ordinance amending the Salt Lake City Consolidated Fee Schedule to modify various fees included therein in accordance with the changes presented in the budget. The changes include adjustments to the CPI; Water, Sewer and Storm Water rates; Amending delivery of Business Licensing Documents; and change in Refuse rates. Budget Adoption -An ordinance adopting the City budget, excluding the budget for the Library Fund which is separately adopted, and the employment staffing document of Salt Lake City for Fiscal Year 2022-23. Budget Adoption of the Salt Lake City Library-An ordinance adopting the budget and staffing document for the Library Fund of Salt Lake City for Fiscal Year 2022-23. Tax Rate of Salt Lake City and the City Library, including the Judgement Levy- An ordinance adopting the rate of tax levy, including the levy for the Library Fund, upon all real and personal property within Salt Lake City made taxable by law for Fiscal Year 2022-23. Adopting the Mayor's Recommended Budget as the Tentative Budget of Salt Lake City- An ordinance adopting the Tentative Budgets of Salt Lake City, including the Tentative Budget of the Library Fund, for Fiscal Year 2022-23. Budget Resolutions Budget Adoption of the Local Building Authority(LBA) -A resolution adopting the final budget for the Capital Projects Fund of the Local Building Authority of Salt Lake City for Fiscal Year 2022-23. Adopting the Mayor's Recommended Budget as the Tentative Budget of the Local Building Authority -A resolution adopting the Tentative Budgets for the Capital Projects Fund of the Local Building Authority of Salt Lake City, for Fiscal Year 2022-23. Budget Adoption of the Redevelopment Agency(RDA) -A resolution adopting the final budget for the Redevelopment Agency of Salt Lake City for Fiscal Year 2022-23. Adopting the Mayor's Recommended Budget as the Tentative Budget of the Redevelopment Agency of Salt Lake City- A resolution adopting the Tentative Budgets of the Redevelopment Agency of Salt Lake City, for Fiscal Year 2022-23. Human Resources Issues Compensation Plan Ordinances - Ordinances adopting the compensation plan as ordinance for all appointed and non-represented employees of Salt Lake City. Memorandum of Understanding (MOU)Adoption Ordinance(s) - Ordinance(s) approving the Memorandum of Understanding(s) and wage agreements between Salt Lake City Corporation and the American Federation of State, County, and Municipal Employees, Local 1004; the International Police Association's Local 75; and the International Association of Firefighters Local 81. 14 ,01.11101111 -.--- improPP- 41111*',"" iclik\, . , - ifr 16,0 4111\g, V; - AP----- if IFIgtme....miland _Fr ‘14%, / v.- • Ctr N - � Ms -;- , .awl nmut°,i MAIN IV r ~ mum — IgrnNl i vaurnUnrr: �i lair' t ' r.'ma s I� •. ..,;:,::sK - E Amp- .'-4 ,0,-77*..„-, ..,.... .,....-- ' lima) -.--- _-.1..°&•,.. - • • '11„,... 1• „y- c..., :',:"-I'"•s -'4'----14. 1‘)'t)-; 47: , '-.":; 4,.1 iA • L .,..:.,..,N ,........., : IL „)._re, ..0;le�,I Ilk ot,lir,,,,‘„,,,, ,..,,,,,,,,., � �, A K E f!.,:,4„•, . • 4orif__--- %,,,01 vt.... , "ft ii. Kt ,,,:,.. . - -- . ft Tit% 'i''..1144' '2 '' '' _ . 1.11 Mayor's — Recommended — Budget . .. i Pi NivE.. % '• e P ' ` �� f. y`� RI x ,, r01 III • r , .. ti-41‘ ' i, itii,p+kk , ,, -_ ..._ , ....... pailifins 411 . . v. „, ,,,e7 1 .,,..‘,,i, iiii ''' IgPli I - . , 4,2%%0014 _ . This page intentionally left blank MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET Budget Summary As the City began planning for fiscal year 2023, a three-year plan was developed to move the City forward. As part of the three-year plan, the City considered the influx of one-time funding and the immediate help those funds provided against the ongoing needs the use of those funds created. The budget would need to plan not only for ongoing costs to provide services, but for future costs to maintain the resources and staff paid for with the one-time revenues. Transitioning ongoing costs paid for with one-time revenues to ongoing revenue streams was the goal of the plan. The challenge facing the City was not about immediate funding options but about creating ongoing revenue streams to meet the future needs of the City. Salt Lake City has been experiencing strong growth in spite of the challenges of the past few years. The City needs to continue to build and invest so future growth will continue. One positive ongoing revenue stream for the City has been sales tax. Sales tax revenues over the past two years have performed much better than budget. Those revenues have allowed the City to add to its fund balance and put the City in good stead for the current fiscal year. The question that faced the mayor, her administrative team and the City budget committee was how to spend wisely and build for the future of Salt Lake City. The Mayor and her team looked at current revenues streams, one-time sources including the use of the City's healthy fund balance and potential new revenue streams. The three-year outlook helped to provide a long-term strategy to carry the City forward. The budget put forth today provides the City with a balance between each of these options that will move the City forward to meet the challenges that lie ahead. As the budget committee considered initiatives brought by City departments the committee implemented a decision matrix to assist in comparing the initiatives. The matrix looked at why the City was performing each service and whether there were options to have the program provided through a different means. It also measured who would benefit from the program, with special consideration for those who have typically been left behind in the past. Finally, the matrix considered whether the initiative would improve air quality and meet other goals outlined by the Mayor for 2022. The matrix allowed the budget committee to have a different view of each proposal and how dissimilar programs measured against each other. Because of this matrix, the initiatives brought forth in this budget have been carefully weighed against the Mayor's priorities of • Our Growth: Harnessing our growth for the good of all residents: • Our Environment: Leading the way on environmental resilience and stewardship; • Our Communities: Creating inclusive, safe, and equitable opportunities for all: and • Our City Family: Supporting employees' physical, mental, and economic well-being. The Mayor's recommended budget provides a roadmap for Salt Lake City to continue to grow and prosper. It has elements to take advantage of the economic success of today and outlines a course to keep the City healthy. This includes efforts to meet future needs for service through the careful addition of needed personnel and the use of one-time funds to build needed resources to allow the City to continue to attract business and tourism and provide needed services for its citizens. REVENUES Salt Lake City revenue across all funds for fiscal year 2023 are $1,404,352,644. This represents an increase of 3.33% over fiscal year 2022 budgeted revenues. The increase is the result of a wide variety of issues. Sales tax revenue continues to be a strong contributor and the airport has been bolstered by a return of passengers after the COVID pandemic. The City will also recognize a portion of the revenues it received from the American Rescue Plan. However, in an effort to continue the growth it has seen 17 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET recently and meet the regulatory and other needs the City will institute rate increases at public utilities and refuse, a new governmental immunity tax and a property tax increase. The largest contributors to City revenues are the Airport, Public Utilities and General Fund. Airport revenues are budgeted at $302.3 million while Public Utilities total revenue across all funds is $322.6 million. The General Fund FY2023 budget is $424.1 million including use of fund balance. The City uses conservative projections and maintains adequate reserves in each fund to insure long-term financial stability. For the general fund, Salt Lake City creates its annual budget based on historical trend average of on-going revenues. From these averages the City then projects future growth, one-time revenues and potential new revenues to establish a final revenue projection. This projection becomes the basis of the budget for the Mayor and administration to create a balanced budget. GENERAL FUND REVENUE For fiscal year 2023, total general fund revenue increased by 13.33%. The increase is associated with a 4.9% property increase, projected increases in sales tax, recognition of one-time revenue from the ARPA, and the use of$25.1 million of fund balance. For FY2023, the City projected significant increases in sales tax, permits and interfund reimbursements. The City also budgeted $8.2 million in additional revenue as a result of policy and ordinance changes. The proposed property tax increase will generate $4.4 million of ongoing revenue for Salt Lake City. This revenue will provide a base for the City to continue meet the ongoing needs. The City has also budgeted to use fund balance reserves to help cover projected deficits. The budget uses $25.1 million of fund balance representing 5.92% of total City revenue. While fund balance reserves were used the amount used still allowed the City to maintain a projected 13%fund balance for fiscal year 2022. Sales Tax is budgeted to increase by $24.3 million. Other notable increases in revenue are Licenses and Permits are budgeted to increase by $9.3 million, interfund reimbursement is up $2.4 million and Interest Income is budgeted to increase by $800,000. Noteworthy decreases in revenue are Franchises taxes are down $445K due to lower water consumption and ongoing telephone tax decreases. Transfers are budgeted $406K below fiscal year 2022 budget. Lastly, the budget includes a new tax for governmental immunity. The tax will be set at $4.0 million annually to establish a reserve fund to meet potential claims against the City. Governmental immunity was previously funded through a contribution from the City general fund. EXPENSES Total expense for Salt Lake City is budgeted at $1,526,764.908 across all funds. This represents a decrease of$219.7 million from last fiscal year, or a 14.4% decrease. Total Airport budget is set at $384.7 million, while Public Utilities is budgeted at $413.1 million and the General Fund at $424.1 million. The budget includes the addition of 131.75 full-time positions (FTEs) across all funds. The largest increase is in the General Fund where staffing will increase by 110.60 FTEs, with 46 positions having been added through budget amendment. The Airport (8.5), Public Utilities (7) and IMS (8) also saw significant staffing increases. GENERAL FUND EXPENSE General Fund expense increased by $56.5 million an increase of 13.3% from FY2022. Major changes to expense include salary, pension and benefit changes totaling $14.3 million. The budget also includes the addition of 110.60 FTEs at an anticipated cost of approximately $9.4 million. 45 of those positions were added through budget amendment with an annual cost of$4.3 million. 18 41 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET The positions include the creation of a Park Ranger program (19 FTEs)to enhance user experience within City parks and along trails. 13 FTE's to form a Civilian Response Team within the Police Department. This team will work with City police officers to mitigate issues throughout the City without the threat of force. The addition of 6 new firefighters to assist the Fire Department with staffing issues and 8 additional firefighters to add two additional Medical Response Teams in the City to assist with medical calls throughout the City. The budget also provides additional staff to support youth programs through Youth City, and staff within the planning department to assist businesses. Staffing is increased in Human Resources, Finance and IMS to meet the expanded needs in those departments as the City continues to grow. Support staff within the Police Department is being added to the Victim Advocate Program, the Promising Youth Program and the Special Victims Unit. Positions added in Public Services will help meet the challenges of maintaining City streets and buildings. Public Lands increased staffing will provide services throughout the City parks and byways and will also continue the oversight and expansion of the City's urban forest. Other notable increases in the General Fund are the creation of a unified budget for language access within across City services at a cost of$300k. Funding to continue the expanded Downtown Street Ambassador Program on $1.2 million. Continuation of construction mitigation funding to assist businesses affected by City works projects. Funding to ensure City IT resources are protected from external threats, enhancements to city emergency response dispatch systems and funding to meet the general cost increases experienced across all City departments. Salary, Benefit and Compensation Costs The largest portion of the general fund budget is personnel costs. The total cost for compensation included in the budget is $258.1 million. This represents a 12.67% increase over FY2021. Budgeted salary, pension and benefit increases totaled $11.4 million for general fund employees. Health Insurance Salt Lake City continues to offer one medical plan this year: Summit STAR- a High Deductible Health Plan (HDHP). The medical plan is administered through Public Employees Health Plan (PEHP). The city has realized significant savings - largely because of implementing the high deductible health plan and front-loading half the annual deductible into a health savings plan or flex account for employees. The implementation of a single provider network in 2011 has also been a significant source of savings for employees and the City. Utah Retirement Systems (URS) requires the city's medical plan reserve be maintained at a level to cover claims for a minimum of 55 days and a maximum of 100 days of premiums. The medical plan reserve balance has increased and has continued to maintain a positive balance since 2011. On February 1, 2022, the reserve balance was 95 days. The reserve balance is expected to end with a positive balance, in relation to the required minimums, on June 30, 2022. This year the budget includes a small premium increase of 6.0 % to the Summit STAR plan. The increase is needed to keep up with trend (newly developed, expensive drugs, increased cost of services and new technology). Also included in the budget this year, as in prior years, is a proposal to front-load employee's Health Savings Accounts (HSA). The city HSA contribution will fund one-half of the deductible for the plan - $750 for singles and $1500 for doubles and families. The contribution will be placed into a health savings account or health reimbursement account. As before, the city will continue to pay 95% of the total Summit Star medical premium. 19 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET The budget also includes the addition of a City sponsored Long Term Disability(LTD) program. In fiscal year 2023, the City will pick up the cost of the plan. The anticipated cost for all employees is $1.25 million with $750,000 from the City's general fund. Compensation The budget includes a compensation package for employees which totals approximately $242.1 million for the General Fund and $385.9 million for the entire City. Increases to the City's compensation package are comprised of the following: Represented Employees The budget includes honoring merit increases scheduled for award throughout FY2023 to all represented employees (AFSCME 100, 200 & 330 series employees; Fire 400 & 901 series employees; and Police 500 series employees). The projected cost for these step increases (awarded on employee anniversary/ compensation dates) is approximately $1.7 million. Additionally, although only wage negotiations with SLPA will be ongoing at the time the FY2023 budget is submitted to the City Council, the Administration has included an amount necessary to fund a 4.5% general increase to the base wages for AFSCME-represented employees. Similarly, the Administration recommends funding for a 3% general base pay increase, as previously negotiated in 2021, for employees represented by the Firefighters' union. The distribution of actual employee pay increases is subject to negotiations resulting in either tentative or previously ratified agreements, according to the city's Collective Bargaining Resolution. The projected cost for these pay increases is approximately $4.6 million for the general fund and $6.9 million across the City. Non-Represented Employees Non-Represented employees, including those in 000, 300, 600, 800 and 900 (but not 901) series bargaining units will receive a 4.5% general increase to their base salary. The projected cost for all pay increases for non-represented employees is approximately $3.6 million to the general fund and $6.4 million citywide. Market Adjustments As recommended by the Citizens' Compensation Advisory Committee and based upon results of the specialized market survey conducted by NFP for non-represented employees, the budget includes market adjustments for certain benchmarked employee groups in the City who lag either slightly or significantly behind market pay rates by more than 2%. The projected costs for market adjustments are approximately $2.3 million for the general fund and $4.5 million across all funds. Capital Improvement Program The Capital Improvement Fund is used for payment of sales tax bond debt service and other infrastructure improvements including streets, sidewalks, city buildings, curb, gutter, street lighting, parks, open space, trails and bicycle facilities. More information on the specific projects funded this year will be available in the Capital Improvement Book which will be published shortly. The summary of proposed projects is included later in the budget book. The budget includes a General Fund contribution to the Capital Improvement Fund of$30.2 million including funding from the Funding Our Future sales tax. The contribution for new projects is at $10.2 million for fiscal year 2023. This amount will be added to potential bond funding and other funding to continue to enhance the capital assets of the City. General Fund CIP contribution includes dedicated funding from prior years for repairs from the earthquake and to begin the installation of a new citywide radio system. 20 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET The total FY2021 CIP exceeds $345.9 million with the inclusion of various projects funded by the Redevelopment Agency of Salt Lake City, the Department of Airports, Public Utilities, Sustainability, Golf, federal and state partnerships, Class "C" Funds, Impact Fees and the General Fund. Most of this funding is from Airport CIP projects ($41.8 million), Public Utility improvements ($252.8 million) and $4.9 million in golf improvements to improve the golf experience on City owned courses and continue the positive trends golf has seen over the past two years. Funding Our Future Sales Tax To maintain our commitment to transparency, we have once again separated the Funding Our Future budget $47.2 million dollars to show use in the priority areas of housing, transit, streets, and public safety along with the expanded area of parks maintenance. This expanded area will allow the City to have needed funding to maintain City parks enhanced through Funding Our Future. Funding supports a total of 144 FTE's as well as setting aside funding for CIP. Housing-The budget allocates $5.2 million toward affordable housing through land discounts and financing, incentivized rent assistance and service to the most vulnerable. Transit -$6.6 million is budgeted for the frequent transit network (FTN), with an additional $1.9 million in funding for an on-demand ride service to help residents reach transit networks. Streets -The budget includes continuing funding for the new streets team funded last year and additional equipment to expand the reach of that team. Additionally, the budget includes $3.1 million for new infrastructure CIP projects. Public Safety-The budget allocates funding for police officers, a Fire Department MRT as well as mental health workers in both the Police and Fire Departments. This year the new Civilian Response Team and the Park Ranger Program are proposed to be funded through Funding Our Future dollars. City Park Maintenance - $2.0 million is set aside to maintain City parks. This funding will allow the City to maintain the new projects made possible through Funding Our Future dollars and other places. OTHER NOTABLE ITEMS The budget also includes the proposal of two bonds. The Mayor is proposing a sales tax bond of approximately $63.4 million that will include projects to help the City move closer to meeting many of the goals she outlined for 2022. The budget transmittal also includes information for a General Obligation bond to be presented to the voters. The bond will place a priority on parks and other amenities to improve the quality of life for Salt Lake City residents. CONCLUSION The FY2022-2023 budget was prepared with the intent to maintain Salt Lake City's prosperity over the past couple of years. The budget sets forth a plan to help the City meet ongoing costs with ongoing revenues. The budget will build on the solid base the City has experienced. The budget will help lead Salt Lake City into a continued prosperous future. The budget supports the core values and services of the City and will allow City residents to continue to enjoy a safe, healthy, and vibrant Salt Lake City. 21 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022-23 11111111r." MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 Revenue and Other Sources GENERAL FUND(FC 10): Property Taxes 94,415,689 96,643,851 107,366,139 RDA Related Property Tax 16,092,908 16,082,193 15,532,420 Sale and Use Taxes 122,654,953 125,156,473 149,414,487 Franchise Taxes 23,952,168 12,102,129 11,657,128 Payment in Lieu of Taxes 1,493,264 1,562,041 1,638,222 TOTAL TAXES 258,608,982 251,546,687 285,608,396 Intergovernmental Revenue 4,781,753 4,644,018 4,644,620 Charges for Services 4,842,902 3,934,570 4,412,465 Other Revenue 55,480,314 61,795,395 79,874,084 Interfund Transfers In 20,971,348 22,032,892 24,431,718 TOTAL OTHER REVENUES 86,076,317 92,406,875 113,362,887 SUBTOTAL GENERAL FUND REVENUES 344,685,299 343,953,562 398,971,283 Fund Balance/Cash Reserves Used — 23,628,508 25,135,630 TOTAL GENERAL FUND SOURCES 344,685,299 367,582,070 424,106,913 22 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 CAPITAL PROJECTS FUND(FC 83,84&86): Intergovernmental Revenue 7,170,889 3,492,211 3,870,505 Sale of Land 404,018 200,000 222,554 Other Revenue 13,975,069 5,122,554 Bond Proceeds 20,454,886 — 11,360,193 Interfund Transfers In 7,170,889 12,047,658 20,007,135 Interfund Transfers In-Impact fees — 8,276,103 — Impact fees 11,226,305 — — TOTAL CAPITAL PROJECTS FUND REVENUES 60,402,056 29,138,526 35,460,387 Fund Balance/Cash Reserves Used — 622,384 TOTAL CAPITAL PROJECTS FUND 60,402,056 29,760,910 35,460,387 ENTERPRISE FUNDS: AIRPORT(FC 54, 55&56) Intergovernmental Revenue 133,106,915 2,950,500 4,799,500 Charges for Services 175,959,433 244,960,200 288,322,100 Other Revenue 12,927,319 10,078,899 9,147,000 TOTAL AIRPORT FUND REVENUES 321,993,667 257,989,599 302,268,600 Fund Balance/Cash Reserves Used 462,620,999 448,802,901 82,413,071 TOTAL AIRPORT FUND SOURCES 784,614,666 706,792,500 384,681,671 GOLF(FC 59) Charges for Services 11,783,516 7,761,704 9,496,327 Other Revenue (407,536) 768,500 11,675 Interfund Transfers In 306,420 1,869,909 2,052,674 TOTAL GOLF FUND REVENUES 11,682,400 10,400,113 11,560,676 Fund Balance/Cash Reserves Used — — 3,165,340 TOTAL GOLF FUND SOURCES 11,682,400 10,400,113 14,726,016 RDA(FC 92) Charges for Services 1,227,045 1,458,035 1,459,035 Other Revenue 36,011,517 39,517,586 43,738,998 Interfund Transfers In 52,989,928 19,890,935 18,102,866 TOTAL RDA FUND REVENUES 90,228,490 60,866,556 63,300,899 Fund Balance/Cash Reserves Used — 1,043,252 — TOTAL RDA FUND SOURCES 90,228,490 61,909,808 63,300,899 23 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022-23 MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 REFUSE COLLECTION (FC 57) Charges for Services 11,783,516 12,940,410 14,952,577 Other Revenue 624,516 7,277,904 6,505,526 TOTAL REFUSE COLLECTION FUND 12,408,032 20,218,314 21,458,104 REVENUES Fund Balance/Cash Reserves Used 3,713,757 4,495,190 3,494,568 TOTAL REFUSE COLLECTION FUND SOURCES 16,121,789 24,713,504 24,952,672 SEWER UTILITY(FC 52) Charges for Services 50,823,100 58,128,437 66,833,500 Other Revenue 4,711,923 220,599,323 129,797,407 TOTAL SEWER UTILITY FUND REVENUES 55,535,023 278,727,760 196,630,907 Fund Balance/Cash Reserves Used 54,846,323 — 59,283,673 TOTAL SEWER UTILITY FUND SOURCES 110,381,346 278,727,760 255,914,580 STORM WATER UTILITY(FC 53) Charges for Services 10,703,273 10,716,550 12,331,733 Other Revenue 2,594,098 7,082,200 1,145,000 TOTAL STORM WATER UTILITY FUND 13,297,371 17,798,750 13,476,733 REVENUES Fund Balance/Cash Reserves Used — 1,402,263 5,222,989 TOTAL STORM WATER UTILITY FUND 13,297,371 19,201,013 18,699,722 SOURCES WATER UTILITY(FC 51) Charges for Services 83,050,489 86,838,106 99,642,660 Other Revenue 11,813,941 33,709,402 8,553,708 TOTAL WATER UTILITY FUND REVENUES 94,864,430 120,547,508 108,196,368 Fund Balance/Cash Reserves Used 15,768,615 6,818,047 24,556,447 TOTAL WATER UTILITY FUND SOURCES 110,633,045 127,365,555 132,752,815 STREET LIGHTING DISTRICT(FC 48) Charges for Services 4,230,395 4,101,769 4,174,622 Other Revenue 39,675 89,000 127,600 TOTAL STREET LIGHTING DISTRICT FUND 4,270,070 4,190,769 4,302,222 REVENUES Fund Balance/Cash Reserves Used 449,462 1,508,894 1,455,603 TOTAL STREET LIGHTING DISTRICT FUND 4,719,532 5,699,663 5,757,825 SOURCES 24 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022-23 .1111111111111 MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 HOUSING LOANS &TRUST(FC 78) Intergovernmental Revenue — 890,000 — Charges for Services 17,185 4,000 4,000 Other Revenue 7,315,641 10,985,000 16,213,000 Interfund Transfers In 3,884,059 1,250,000 TOTAL HOUSING LOANS &TRUST FUND 11,216,885 13,129,000 16,217,000 REVENUES Fund Balance/Cash Reserves Used — 2,992,000 9,562,254 TOTAL HOUSING LOANS &TRUST FUND 11,216,885 16,121,000 25,779,254 SOURCES INTERNAL SERVICE FUNDS: FLEET MANAGEMENT(FC 61) Charges for Services 93,551 2,400 2,400 Other Revenue 14,180,324 17,665,894 18,097,137 Interfund Transfers In 5,299,781 10,269,716 10,727,455 TOTAL FLEET MANAGEMENT FUND 19,573,656 27,938,010 28,826,992 REVENUES Fund Balance/Cash Reserves Used — 152,565 1,599,039 TOTAL FLEET MANAGEMENT FUND SOURCES 19,573,656 28,090,575 30,426,031 GOVERNMENTAL IMMUNITY(FC 85) Other Revenue 338,673 20,000 4,020,000 Interfund Transfers In 2,773,259 2,767,963 — TOTAL GOVERNMENTAL IMMUNITY FUND 3,111,932 2,787,963 4,020,000 REVENUES Fund Balance/Cash Reserves Used — 145,950 — TOTAL GOVERNMENTAL IMMUNITY FUND 3,111,932 2,933,913 4,020,000 SOURCES INFORMATION MANAGEMENT SERVICES(FC 65) Charges for Services 16,541,123 24,250,240 30,332,167 Other Revenue 27,089 — — Interfund Transfers In 557,354 — — TOTAL INFORMATION MGMT. FUND 17,125,566 24,250,240 30,332,167 REVENUES Fund Balance/Cash Reserves Used — 52,247 200,000 TOTAL INFORMATION MGMT. FUND 17,125,566 24,302,487 30,532,167 SOURCES MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022-23 111.11111111111 MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 INSURANCE & RISK MANAGEMENT(FC 87) Charges for Services 50,196,233 51,305,318 53,229,000 Other Revenue 204,319 1,638,025 1,450,000 TOTAL INSURANCE AND RISK MGMT. FUND 50,400,552 52,943,343 54,679,000 REVENUES Fund Balance/Cash Reserves Used 438,824 — — TOTAL INSURANCE AND RISK MGMT. FUND 50,839,376 52,943,343 54,679,000 SOURCES SPECIAL ASSESSMENT FUNDS: CURB/GUTTER(FC 20) Special Assessment Taxes 14,878 —Other Revenue 15,454 3,000 3,000 TOTAL CURB/GUTTER S.A. FUND REVENUES 30,332 3,000 3,000 Fund Balance/Cash Reserves Used — — — TOTAL CURB/GUTTER S.A. FUND SOURCES 30,332 3,000 3,000 SPECIAL REVENUE FUNDS: CDBG OPERATING (FC 71) Intergovernmental Revenue 2,730,135 5,341,332 4,670,517 Interfund Transfers In 955,914 — — TOTAL CDBG FUND REVENUES 3,686,049 5,341,332 4,670,517 Fund Balance/Cash Reserves Used — — 287,916 TOTAL CDBG FUND SOURCES 3,686,049 5,341,332 4,958,433 EMERGENCY 911 DISPATCH (FC 60) E911 Telephone Surcharges 4,672,158 3,850,000 3,850,000 Other Revenue 21,994 75,000 75,000 TOTAL E911 FUND REVENUES 4,694,152 3,925,000 3,925,000 Fund Balance/Cash Reserves Used — 131,856 — TOTAL E911 FUND SOURCES 4,694,152 4,056,856 3,925,000 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 MISC. GRANTS OPERATING (FC 72) Intergovernmental Revenue 22,577,782 16,517,971 34,158,918 Other Revenue 80,681 420,000 — Interfund Transfers In — — — TOTAL MISC. GRANTS OPERATING FUND 22,658,463 16,937,971 34,158,918 REVENUES Fund Balance/Cash Reserves Used — 1,746,646 — TOTAL MISC. GRANTS OPERATING FUND 22,658,463 18,684,617 34,158,918 SOURCES MISC. SPEC. SERV. DISTRICTS(FC 46) Special Assessment Taxes 2,367,853 1,550,000 1,700,000 Other Revenue 9,508 — — Interfund Transfers In — — — TOTAL MISC. SPEC. SERV. DISTRICTS FUND 2,377,361 1,550,000 1,700,000 REVENUES Fund Balance/Cash Reserves Used — — — TOTAL MISC. SPEC. SERV. DISTRICTS FUND 2,377,361 1,550,000 1,700,000 SOURCES OTHER SPECIAL REVENUE FUNDS(FC 73) Special Assessment Taxes — — — Charges for Services 100,304 — — Other Revenue 216,500 273,797 — Interfund Transfers In — — 300,000 TOTAL OTHER SPECIAL REVENUE FUND 316,804 273,797 300,000 REVENUES Fund Balance/Cash Reserves Used — — — TOTAL OTHER SPECIAL REVENUE FUND 316,804 273,797 300,000 SOURCES SALT LAKE CITY DONATION FUND (FC 77) Contributions 473,673 527,000 563,500 Other Revenue 1,543,437 2,225,565 2,356,750 Interfund Transfers In — — — TOTAL DONATION FUND REVENUES 2,017,110 2,752,565 2,920,250 Fund Balance/Cash Reserves Used — — — TOTAL DONATION FUND SOURCES 2,017,110 2,752,565 2,920,250 27 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 QUARTER CENT SALES TAX FOR TRANSPORTATION (FC 69) Transfer from Salt Lake County — — — Other Revenue 8,855,333 7,700,000 9,600,000 TOTAL QUARTER CENT REVENUES 8,855,333 7,700,000 9,600,000 Fund Balance/Cash Reserves Used 207,245 — — TOTAL QUARTER CENT SOURCES 9,062,578 7,700,000 9,600,000 DEBT SERVICE FUNDS: DEBT SERVICE (FC 81) Property Taxes 17,337,705 17,315,863 17,368,652 Intergovernmental Revenue 4,488,730 2,463,923 2,187,367 Bond proceeds — — — Other Revenue 27,380 — 318,608 Interfund Transfers In 11,502,169 10,335,637 12,163,362 TOTAL DEBT SERVICE FUND REVENUES 33,355,984 30,115,423 32,037,989 Fund Balance/Cash Reserves Used 302,706 1,735,000 1,620,569 TOTAL DEBT SERVICE FUND SOURCES 33,658,690 32,516,241 33,658,558 TOTAL REVENUE BUDGET 1,188,787,017 1,333,479,102 1,379,017,012 TOTAL USE OF FUND BALANCE 538,347,931 495,277,702 217,997,099 GRAND TOTAL OF SOURCES 1,727,134,948 1,828,756,805 1,597,014,111 Expenses and Other Uses GENERAL FUND RESERVES CITY COUNCIL OFFICE General Fund 3,895,648 4,551,159 5,433,376 CITY COUNCIL OFFICE TOTAL EXPENDITURES 3,895,648 4,551,159 5,433,376 OFFICE OF THE MAYOR General Fund 3,485,045 4,761,780 6,687,989 OFFICE OF THE MAYOR TOTAL 3,485,045 4,761,780 6,687,989 EXPENDITURES DEPARTMENT OF AIRPORTS Airport Fund 784,614,666 706,792,500 384,681,671 Increase Fund Balance/Cash Reserves — — — DEPARTMENT OF AIRPORTS TOTAL 784,614,666 706,792,500 384,681,671 EXPENDITURES 28 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 SALT LAKE CITY ATTORNEY General Fund 6,813,233 8,029,302 9,074,133 Governmental Immunity Internal Svc. Fund 1,460,608 2,933,913 3,169,767 Increase Fund Balance/Cash Reserves 1,651,324 — 850,233 Insurance & Risk Mgmt. Internal Svc. Fund 4,113,406 4,627,849 Increase Fund Balance/Cash Reserves — — — SALT LAKE CITY ATTORNEY TOTAL 12,094,283 15,076,621 16,871,748 EXPENDITURES DEPT OF COMMUNITY AND NEIGHBORHOODS General Fund 23,556,363 24,003,824 28,837,887 Quarter Cent Sales Tax for Transportation 9,062,578 5,307,142 9,458,748 Increase Fund Balance/Cash Reserves — 2,392,858 141,252 DEPT OF COMMUNITY AND 32,618,941 29,310,966 38,296,635 NEIGHBORHOODS TOTAL EXPENDITURES DEPARTMENT OF ECONOMIC DEVELOPMENT General Fund 2,238,674 2,714,915 3,731,754 Redevelopment Agency Fund 71,804,657 — — Increase Fund Balance/Cash Reserves 18,423,833 — — DEPARTMENT OF ECONOMIC DEVELOPMENT 74,043,331 2,714,915 3,731,754 TOTAL EXPENDITURES DEPARTMENT OF FINANCE General Fund 7,819,634 8,767,757 10,829,925 IMS- IFAS 5,086,937 5,156,937 Increase Fund Balance/Cash Reserves — — — Risk 35,562 35,562 Increase Fund Balance/Cash Reserves — — — DEPARTMENT OF FINANCE TOTAL 9,061,691 13,890,256 16,022,424 EXPENDITURES FIRE DEPARTMENT General Fund 40,219,561 45,587,400 48,597,009 FIRE DEPARTMENT TOTAL EXPENDITURES 40,219,561 45,587,400 48,597,009 HUMAN RESOURCES General Fund 2,676,008 3,267,669 4,259,402 Insurance & Risk Mgmt. Internal Svc. Fund 47,018,934 48,790,521 50,015,589 Increase Fund Balance/Cash Reserves — 3,854 — HUMAN RESOURCES TOTAL EXPENDITURES 49,694,942 52,058,190 54,091,880 29 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 INFORMATION MANAGEMENT SERVICES Information Management Service Fund 15,850,697 19,215,550 25,375,230 Increase Fund Balance/Cash Reserves 68,374 — — INFO. MGMT. SERVICES INTERNAL SERVICES 19,215,550 25,375,230 FUND TOTAL EXPENDITURES JUSTICE COURT General Fund 4,317,939 4,850,906 5,204,990 JUSTICE COURT TOTAL EXPENDITURES 4,317,939 4,850,906 5,204,990 POLICE DEPARTMENT General Fund 82,941,054 83,370,502 103,944,583 POLICE DEPARTMENT TOTAL EXPENDITURES 82,941,054 83,370,502 103,944,583 PUBLIC LANDS General Fund — 18,751,871 24,241,781 Golf Enterprise Fund — 9,697,417 14,726,016 Increase Fund Balance/Cash Reserves — 702,696 — PUBLIC LANDS TOTAL EXPENDITURES — 28,449,288 38,967,797 PUBLIC SERVICES DEPARTMENT General Fund 44,117,192 34,341,928 39,490,510 Golf Enterprise Fund 7,918,935 — — Increase Fund Balance/Cash Reserves 3,763,464 — — Fleet Management Internal Service Fund 19,392,264 28,090,575 30,426,030 Increase Fund Balance/Cash Reserves 181,392 — — PUBLIC SERVICES DEPARTMENT TOTAL 71,428,391 62,432,503 69,916,540 EXPENDITURES 911 COMMUNICATION BUREAU General Fund 7,533,197 9,016,380 10,873,902 911 COMMUNICATIONS BUREAU TOTAL 7,533,197 9,016,380 10,873,902 EXPENDITURES PUBLIC UTILITIES DEPARTMENT Sewer Utility Enterprise Fund 110,381,346 268,213,796 255,914,580 Increase Fund Balance/Cash Reserves — 10,513,964 — Storm Water Utility Enterprise Fund 10,523,685 19,201,013 18,699,722 Increase Fund Balance/Cash Reserves 2,773,686 — — 30 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022- MAYOR'S ADOPTED RECOMMENDED ACTUAL BUDGET BUDGET FY 2020-21 FY 2021-22 FY 2022-23 Water Utility Enterprise Fund 110,633,045 127,365,555 132,752,815 Increase Fund Balance/Cash Reserves — — — Street Lighting Enterprise Funds 4,719,532 5,699,663 5,757,825 Increase Fund Balance/Cash Reserves — — — PUBLIC UTILITIES DEPARTMENT TOTAL 236,257,608 420,480,027 413,124,942 EXPENDITURES SUSTAINABILITY DEPARTMENT Refuse Fund 16,121,789 24,713,504 24,952,672 Increase Fund Balance/Cash Reserves — — — SUSTAINABILITY DEPARTMENT TOTAL 16,121,789 24,713,504 24,952,672 EXPENDITURES REDEVELOPMENT AGENCY Redevelopment Agency Fund — 61,909,808 63,300,899 Increase Fund Balance/Cash Reserves — — — REDEVELOPMENT AGANCY TOTAL — 61,909,808 63,300,899 EXPENDITURES NON DEPARTMENTAL General Fund 90,154,011 115,566,677 122,899,673 Curb/Gutter Special Assessment Fund 1,043 3,000 3,000 Increase Fund Balance/Cash Reserves 29,289 — — Street Lighting Special Assessment Fund — — — Increase Fund Balance/Cash Reserves — — — CDBG Operating Special Revenue Fund 3,570,175 5,341,332 4,958,433 Increase Fund Balance/Cash Reserves 115,874 — — Emergency 911 Dispatch Special Rev. Fund 3,789,270 4,056,856 3,800,385 Increase Fund Balance/Cash Reserves 603,852 — 124,615 Housing Loans &Trust Special Rev. Fund 6,337,443 16,121,000 25,779,254 Increase Fund Balance/Cash Reserves 4,879,442 — — Misc. Grants Operating Special Rev. Fund 22,586,883 18,684,617 26,614,153 Increase Fund Balance/Cash Reserves 71,580 — 7,544,765 Misc. Spec. Svc. Districts Special Rev. Fund 1,500,510 1,550,000 1,700,000 Increase Fund Balance/Cash Reserves 876,851 — — Other Special Revenue Funds 213,296 273,797 300,000 Increase Fund Balance/Cash Reserves 103,507 — — Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250 Increase Fund Balance/Cash Reserves 305,481 — 50,000 31 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MAYOR'S RECOMMENDED BUDGET ANNUAL FISCAL PERIOD 2022-23 .1111 MAYOR'S ADOPTED RECOMMENDED BUDGET ACTUAL BUDGET FY 2020-21i FY 2021-22 FY 2022-2311i Debt Service Funds 33,658,690 31,850,423 33,658,558 Increase Fund Balance/Cash Reserves — — — Capital Projects Fund 35,360,538 29,760,910 35,460,387 Increase Fund Balance/Cash Reserves 25,041,519 NON DEPARTMENTAL TOTAL EXPENDITURES 198,883,489 225,961,177 246,014,780 GEN FUND BAL/CASH RESERVES TOTAL EXPENSE BUDGET 1,643,062,272 1,815,143,432 1,588,120,135 TOTAL INC TO FUND BALANCE 86,343,776 13,613,372 8,710,865 GRAND TOTAL OF USES 1,729,406,048 1,828,756,804 1,597,014,111 NET CHANGE TO FUND BALANCE (452,004,155) (481,664,330) (209,286,234) Governmental Fund Type: TOTAL GENERAL FUND: 319,767,559 367,582,070 424,106,914 CITY COUNCIL OFFICE 3,895,648 4,551,159 5,433,376 OFFICE OF THE MAYOR 3,485,045 4,761,780 6,687,989 SALT LAKE CITY ATTORNEY 6,813,233 8,029,302 9,074,133 COMMUNITY AND NEIGHBORHOODS 23,556,363 24,003,824 28,837,887 DEPT OF ECONOMIC DEVELOPMENT 2,238,674 2,714,915 3,731,754 DEPARTMENT OF FINANCE 7,819,634 8,767,757 10,829,925 FIRE DEPARTMENT 40,219,561 45,587,400 48,597,009 HUMAN RESOURCES 2,676,008 3,267,669 4,259,402 JUSTICE COURTS 4,317,939 4,850,906 5,204,990 POLICE DEPARTMENT 82,941,054 83,370,502 103,944,583 PUBLIC LANDS — — 24,241,781 PUBLIC SERVICES DEPARTMENT 44,117,192 34,341,928 39,490,510 911 COMMUNICATIONS BUREAU 7,533,197 9,016,380 10,873,902 NON DEPARTMENTAL 90,154,011 115,566,677 122,899,673 TOTAL SPECIAL REVENUE FUNDS 42,434,342 37,966,309 49,701,969 TOTAL DEBT SERVICE FUNDS 33,659,733 31,853,423 33,661,558 TOTAL CAPITAL PROJECTS FUNDS 35,360,538 29,760,910 35,460,387 Proprietary Fund Type: TOTAL INTERNAL SERVICE FUNDS 88,785,002 108,266,464 118,623,853 TOTAL ENTERPRISE FUNDS 1,123,055,098 1,239,714,256 926,565,454 TOTAL EXPENSE BUDGET 1,643,062,272 1,815,143,431 1,588,120,135 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Revenue Prior Year Adopted Budget 327,222,933 40,359,137 367,582,070 Changes to FY2022 Base Revenue Taxes — Sales Tax — General Fund(FOF represents 15,493,525 8,764,489 24,258,014 1/2 Percent) Property Tax — Anticipated Increase 1,422,445 1,422,445 RDA Tax Increment 1,435,778 1,435,778 Increment from Inland port 959,161 959,161 area Franchise Taxes (445,001) (445,001) PILOT 76,181 76,181 Licenses and Permits — Licenses 2,838,309 2,838,309 Permits 6,486,478 6,486,478 Intergovernmental Revenue 602 602 Charges, Fees and Rentals 272,775 272,775 Fines 290,729 290,729 Parking Meter Collections (80,000) (80,000) Interest Income 800,000 800,000 Miscellaneous Revenue 581,439 581,439 I nterfu nd Reimbursement 2,398,826 2,398,826 Transfers (406,260) (406,260) TOTAL Base Changes 32,124,987 8,764,489 40,889,476 Proposed Changes in Revenue Resulting from Policy and Ordinance — Changes Taxes — Property Tax — Property Tax Increase of 4.9% 4,355,131 4,355,131 Property Tax Stabilization 2,000,000 2,000,000 CPI(FY2023 4.6%) 1,192,797 1,192,797 Transfer from Transportation Fund 358,748 358,748 (see CAN) Dispatch Changes — Additional Transfer from E911 150,385 150,385 Fund Additional Revenue from Sandy 146,665 146,665 City TOTAL Proposed Policy and 8,203,726 — 8,203,726 Ordinance Changes 33 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Change in One-Time Revenue — FY2023 One-Time Revenues — ARPA Revenue Replacement 19,890,111 19,890,111 ARPA Available Salary Restoration 1,545,746 1,545,746 Use of Fund Balance 14,900,124 14,900,124 Use of Fund Balance(City County 2,000,000 2,000,000 Building Repair) FY2022 Civilian Response Team 2,100,608 2,100,608 Recapture FY2022 Bond Delay Payment 3,700,000 3,700,000 Recapture Racial Equity in Policing Recapture 2,284,899 2,284,899 Racial Equity in Policing Training 150,000 150,000 for Police Recapture Remove FY2022 One-Time Revenues ARPA Revenue Replacement (11,432,646) (11,432,646) One Time Use of General Fund (15,335,334) (15,335,334) Balance Health Insurance Premium (915,195) (915,195) Police Impact Fee Reimbursement (1,898,497) (1,898,497) to General Fund REP Funding from FY2021 (2,614,899) (2,614,899) (remaining) One Time Use of Fund Balance from Underserved Neighborhood (1,669,138) (1,669,138) Holding Account Fire Reimbursement for (515,000) (515,000) Deployments Reallocated prior year Housing (750,000) (750,000) Plan funding Use of Funding Our Future Fund (2,129,483) (2,129,483) Balance Use of Funding Our Future Transit (1,879,654) (1,879,654) Key Routes Holding Account TOTAL One-Time Changes 9,340,171 (1,908,529) 7,431,642 Proposed Revenue 376,891,817 47,215,097 424,106,914 34 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Expense Department City Council 4,551,159 35.00 - - 4,551,159 35.00 Personal Services Base to Base 110,568 110,568 - Changes Pension Changes 3,088 3,088 - Insurance Rate Changes 20,088 20,088 - Salary Proposal 151,885 151,885 - NFP&CCAC Cost Projections [17 182,677 182,677 - Impacted Employees] Budget Amendment#2-Salary 113,911 113,911 - Changes Constituent Liaison/Policy Analyst 117,500 1.00 117,500 1.00 (Grade 27) Council Outreach and 70,000 70,000 - Communications Part-time/Intern Assistants 112,500 112,500 - TOTAL City Council 5,433,376 36.00 - - 5,433,376 36.00 Legislative Non Departmental 350,100 350,100 - No New Proposals - - TOTAL Legislative Non 350,100 - - - 350,100 - Departmental Mayor's Office 4,761,780 30.00 - - 4,761,780 30.00 Personal Services Base to Base (41,962) (41,962) - Changes Pension Changes 11,075 11,075 - Insurance Rate Changes 22,384 22,384 - Salary Proposal 92,588 92,588 - NFP&CCAC Cost Projections [23 250,152 250,152 - Impacted Employees] Budget Amendment#2-Salary 122,663 122,663 - Changes Budget Amendment#6-Executive 94,208 1.00 94,208 1.00 Assistant Deputy CAO(Grade 39)(10 183,031 1.00 183,031 1.00 Months) Move REP Commission Senior Staff Position Funding[from Non- 190,000 190,000 - Departmental] City County Building Police 177,800 177,800 - Presence Remove Sponsorship Awards[One (5,000) (5,000) - Ti me] Remove Cultural Ambassador Pilot (9,850) (9,850) - Program [One Time] Art under the bypass[One Time] 60,000 60,000 - Language Access unified budget 300,000 300,000 - 35 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Mayor's Office (Continued) Stipends for Boards and 119,120 119,120 - Commissions Fleet Block Engagement[One- 100,000 100,000 - Ti me] City Staff Appreciation 60,000 60,000 - Citywide Promotional Branding 200,000 200,000 - TOTAL Mayor's Office 6,687,989 32.00 - - 6,687,989 32.00 Attorney's Office 8,029,302 55.25 - - 8,029,302 55.25 Personal Services Base to Base (385,016) (385,016) - Changes Annualization of partially funded 17,870 17,870 - positions Pension Changes 3,976 3,976 - Insurance Rate Changes 35,948 35,948 - Salary Proposal 262,272 262,272 - NFP&CCAC Cost Projections [55 266,000 266,000 - Impacted Employees] Budget Amendment#2-Salary 215,323 215,323 - Changes Budget Amendment#2-Minutes 87,740 1.00 87,740 1.00 and Records Clerk Remove Office Victim Advocate- (18,500) (18,500) - Grant Funding Match [One Time] Retention,Classification(6 111,921 111,921 - positions; Recorders Office) Reclassify City Recorder Position 50,357 50,357 - (Grade 33 to Grade 35) Special Consultant-Union 111,600 111,600 - Negotiations, CRB outside counsel eDiscovery Tech Contract 10,908 10,908 - Increases(Westlaw Contract) Primegov-Admin(Transmittals, Laserfiche Connection &OMPA 50,000 50,000 - practice. Election Costs(SL County& Communication Prep) 15,000 15,000 - (Contractual) Legal Secretary III (Attorney's 69,230 1.00 69,230 1.00 Office)(Grade 18)(10 Months) Boards&Commissions Recognized Org Liaison(Grade 23) 83,175 1.00 83,175 1.00 (10 Months) Archive Clerk PT to FT(Grade 21) 57,027 0.25 57,027 0.25 (10 Months) TOTAL Attorney's Office 9,074,133 58.50 - - 9,074,133 58.50 36 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Community and Neighborhoods 20,957,425 170.00 3,046,398 6.00 24,003,823 176.00 Personal Services Base to Base (67,416) 54,400 (13,016) - Changes Annualization of partially funded 109,492 - 109,492 - positions Pension Changes 22,215 (916) 21,299 - Insurance Rate Changes 114,736 4,000 118,736 - Merit Changes 78,173 - 78,173 - Salary Proposal 741,745 32,668 774,413 - NFP&CCAC Cost Projections [100 240,944 240,944 - Impacted Employees] Budget Amendment#2-Salary 537,287 20,156 557,443 - Changes Transfer Youth and Family Community and Program Manager 92,899 1.00 92,899 1.00 from Grant Funding(BA#2) Transfer Special Projects Coordinator for the Community 96,175 1.00 96,175 1.00 Connections Program from ARPA Funding(BA#4) Fleet Fuel Cost Increase 23,100 23,100 - Transfer 3 Employees from the transportation fund (Revenue 368,336 3.00 368,336 3.00 Offset) Youth &Family Pay Increases 150,254 150,254 - Transportation Planner III (Grade 203,747 2.00 203,747 2.00 28)(10 Months) Program Expenses[One-Time 11,000 11,000 - $8,800] Civil Enforcement Officer(Grade 66,060 1.00 66,060 1.00 17)(10 Months) Program Expenses 1,100 1,100 - Building Inspector I (Grade 19)(10 143,213 2.00 143,213 2.00 Months) Program Expenses[One-Time 11,600 11,600 - $9,400] NWQ Liaison(Grade 29)(10 106,175 1.00 106,175 1.00 Months) Program Expenses[One-Time 5,500 5,500 - $4,400] Planning-Historic Preservation 75,000 75,000 - Survey Youth &Family- My Brother's 93,815 1.00 93,815 1.00 Keeper FTE(Grade 26)(10 Months) Program Expenses 8,505 8,505 - CCC Lease/CAM/Utilities 300,000 300,000 - Homeless- Increased Landfill Fees 17,000 17,000 - Associated with Camp Abatements 37 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Community and Neighborhoods (Continued) Downtown Street Ambassador 1,288,101 1,288,101 - Program CCC&Green Team 6 Month (115,000) (115,000) - Reduction TOTAL Community and 25,466,434 180.00 3,371,453 8.00 28,837,887 188.00 Neighborhoods Economic Development 2,714,915 18.00 2,714,915 18.00 Personal Services Base to Base 27,752 27,752 - Changes Transfer position from RDA 81,572 1.00 81,572 1.00 Insurance Rate Changes 35,948 35,948 - Salary Proposal 102,272 102,272 - NFP&CCAC Cost Projections [13 144,536 144,536 - Impacted Employees] Budget Amendment#2-Salary 69,935 69,935 - Changes Budget Amendment#6-Arts 309,824 3.00 309,824 3.00 Council Staffing Arts Council Division Operating 45,000 45,000 - Expenses Construction Mitigation Funding 200,000 200,000 - TOTAL Economic Development 3,731,754 22.00 - - 3,731,754 22.00 Finance Department 8,767,757 71.70 - - 8,767,757 71.70 Personal Services Base to Base 204,206 204,206 - Changes Annualization of partially funded 28,721 28,721 - positions Pension Changes 5,096 5,096 - Insurance Rate Changes 53,184 53,184 - Merit Changes 9,999 9,999 - Salary Proposal 323,906 323,906 - NFP&CCAC Cost Projections [44 480,312 480,312 - Impacted Employees] Budget Amendment#2-Salary 238,180 238,180 - Changes Budget Amendment#6-Grants 131,888 1.00 131,888 1.00 Manager Purchasing Deputy Director- 125,689 1.00 125,689 1.00 (Grade 33)(10 Months) Program Expenses 5,000 5,000 - Purchasing Outreach for Diversity &Local Business($30,000 One- 40,000 40,000 - time) Financial Analyst for Budget 120,437 1.00 120,437 1.00 Division-(Grade 32)(10 Months) Program Expenses 5,000 5,000 - 38 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Finance Department (Continued) Financial Analyst-(Grade 32)(10 120,437 1.00 120,437 1.00 Months) Program Expenses 5,000 5,000 - Good Landlord Unit Position- 64,113 1.00 64,113 1.00 (Grade 16)(10 months) Program Expenses 1,000 1,000 - External Audit for IT 75,000 75,000 - Resource X Program Budgeting 25,000 25,000 Software TOTAL Finance Department 10,829,925 76.70 - - 10,829,925 76.70 Fire Department 45,350,952 372.00 236,448 2.00 45,587,400 374.00 Personal Services Base to Base (1,500,186) 25,846 (1,474,340) - Changes Annualization of partially funded 33,397 33,397 - positions Pension Changes (190,556) (1,264) (191,820) - Insurance Rate Changes 292,192 1,648 293,840 - Merit Changes 583,357 - 583,357 - Salary Proposal 1,124,633 6,696 1,131,329 - NFP&CCAC Cost Projections [12 42,071 42,071 - Impacted Employees] Budget Amendment#2-Salary 1,625,043 1,625,043 - Changes Budget Amendment#4-CHAT(3 FTEs from Police, Funding from 316,092 3.00 316,092 3.00 Non Departmental) Fleet Fuel Cost Increase 116,009 116,009 - Remove FD Deployment Expense (515,000) (515,000) - Reimbursement[One Time] Remove Emergency Management (36,066) (36,066) - Phase 2[One Time] Transfer MRT from ARPA Funding 288,262 4.00 288,262 4.00 Firefighter Turnout Gear($12,000 82,000 82,000 - One-time) Office Facilitator- Emergency Management-(Grade 19)(10 71,607 1.00 71,607 1.00 Months) Program Expenses 1,200 1,200 - Firefighter-(Grade 17)(11 217,998 3.00 217,998 3.00 Months) Program Expenses[One-Time 2,700 2,700 $600] Firefighter-(Grade 17)(5 Months) 99,090 3.00 99,090 3.00 Program Expenses[One-Time 2,700 2,700 $600] 39 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Fire Department (Continued) MRT Expansion(Firefighter)- 264,240 4.00 264,240 4.00 (Grade 17)(11 Months) Program Expenses[One-Time 55,900 55,900 - $47,200] TOTAL Fire 47,727,469 383.00 869,540 9.00 48,597,009 392.00 Human Resources Department 3,267,669 26.05 - - 3,267,669 26.05 Personal Services Base to Base 127,103 0.35 127,103 0.35 Changes Annualization of partially funded 41,994 41,994 - positions Pension Changes 3,155 3,155 - Insurance Rate Changes 18,848 18,848 - Salary Proposal 128,945 128,945 - NFP&CCAC Cost Projections [22 90,263 90,263 - Impacted Employees] Budget Amendment#2-Salary 90,982 90,982 - Changes HR Employee Relations Manager 125,689 1.00 125,689 1.00 (Grade 33)(11 Months) HR Senior Technician(Grade 20) 73,983 1.00 73,983 1.00 (10 Months) HR Recruiter-Police(Grade 25) 90,034 1.00 90,034 1.00 (10 Months) HR Recruiter-Apprentice/Intern 90,034 1.00 90,034 1.00 (Grade 25)(10 Months) HR Business Partner(Grade 30) 110,703 1.00 110,703 1.00 (10 Months) TOTAL Human Resources 4,259,402 31.40 - - 4,259,402 31.40 Justice Court 4,850,906 42.00 - - 4,850,906 42.00 Personal Services Base to Base (9,761) (9,761) - Changes Pension Changes (4,228) (4,228) - Insurance Rate Changes 26,912 26,912 - Merit Changes 27,269 27,269 - Salary Proposal 168,634 168,634 - NFP&CCAC Cost Projections [4 21,319 21,319 - Impacted Employees] Budget Amendment#2-Salary 123,939 123,939 - Changes No proposals TOTAL Justice Court 5,204,990 42.00 - - 5,204,990 42.00 Police Department 74,620,939 645.00 8,749,563 75.00 83,370,502 720.00 Personal Services Base to Base 1,126,650 985,535 2,112,185 - Changes Annualization of partially funded 360,167 360,167 - positions 40 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Police Department (Continued) Pension Changes 43,630 16,223 59,853 - Insurance Rate Changes 502,296 54,240 556,536 - Merit Changes 662,092 120,288 782,380 - Salary Proposal 3,394,259 534,466 3,928,725 - NFP&CCAC Cost Projections [41 110,163 110,163 - Impacted Employees] Budget Amendment#2-Salary 7,254,256 1,002,346 8,256,602 - Changes Budget Amendment#4-CHAT(3 - (3.00) - (3.00) FTEs to Fire) Budget Amendment#6-Sergeant 152,288 1.00 152,288 1.00 (1) Budget Amendment#6-COPS 472,046 10.00 472,046 10.00 Grant- Police Officers(10) Budget Amendment#6-COPS 226,137 226,137 - Grant- Equipment Fleet Fuel Cost Increase 978,748 978,748 - Remove Street Racing Initiative (70,000) (70,000) - [One Time] Compensation Plan Changes- 144,000 144,000 - Standby pay MOU Changes-Uniforms 25,000 25,000 - Workers Compensation increase 246,417 246,417 - to actual Social Work Program Budget (Uniforms, Equip, Supplies, 68,175 68,175 - Software,Training,etc.) SVU Victim Advocate Program (Grant Ends Aug22)(Grade 22)(10 83,801 1.00 83,801 1.00 Months) Victim Advocate Program Director 106,175 1.00 106,175 1.00 -(Grade 29)(10 Months) Victim Advocate Program Coordinator-(Grade 25)(10 90,034 1.00 90,034 1.00 Months) Victim Advocate Program Salary 86,727 86,727 - Adjustments Program Expenses 92,080 92,080 - Promising Youth Program-Youth Specialists-(Grade 15)(3 New, 1 258,980 4.00 258,980 4.00 Grant Ends July22, 11 Months) Program Expenses[One-Time 15,000 15,000 - $10,000] GRAMA Program-Caseload Management(Grade 23)(10 99,270 1.00 99,270 1.00 Months) Program Expenses[One-Time] 2,000 2,000 - 41 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Police Department (Continued) Community Outreach and Recruiting Coordination with HR 157,007 1.00 157,007 1.00 (Grade 25)(12 Months)(REP Funded) Civilian Response Team Program 130,143 1.00 130,143 1.00 Director-(Grade 32)(10 Months) Civilian Response Team Specialist- (Grade 19)(6 Months)(CRT 520,164 12.00 520,164 12.00 Funded) Program Expenses 95,000 95,000 Contractual Increases Contract 257,324 257,324 - Pricing,Supply Costs,etc.) PSB Printers 55,000 55,000 - Move LTD from PD to Insurance (193,000) (193,000) - and Risk Versaterm Case Service Program 48,954 48,954 - Versaterm(moving to a cloud) 200,000 200,000 - Versaterm E-Ticketing(Replaces Brazos devices and Technology) 60,000 60,000 - [One-Time] TOTAL Police Department 91,736,615 665.00 12,207,968 85.00 103,944,583 750.00 Public Lands 18,751,871 117.35 18,751,871 117.35 Personal Services Base to Base 23,378 23,378 - Changes Annualization of partially funded 90,376 90,376 - positions Pension Changes 19,166 19,166 - Insurance Rate Changes 95,368 95,368 - Merit Changes 39,768 39,768 - Salary Proposal 452,477 452,477 - NFP&CCAC Cost Projections [15 119,190 119,190 - Impacted Employees] Budget Amendment#2-Salary 283,314 283,314 - Changes Budget Amendment#4-Park 1,914,200 19.00 1,914,200 19.00 Ranger Program Personnel Budget Amendment#4-Park Ranger Program Equipment and 218,400 218,400 - Supplies Budget Amendment#4-Signage 51,847 51,847 - Coordinator(double elimination) Fleet Fuel Cost Increase 162,938 162,938 - Remove Public Lands Department (14,400) (14,400) - Development[One Time] Utilities Increases 332,157 332,157 - Department Inflationary Costs 391,468 391,468 - 42 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Public Lands (Continued) Seasonal Positions Competitive 554,707 554,707 - Wage Increase Reallocate Park Ranger Funding to _ - cover Foothill Trails 1 Park Ranger Sgt(Grande 31) to Park Ranger Manager (Grade 29) 1 Park Ranger Sgt(Grade 31)to Park Ranger Supervisor(Grade - - 27) 4 Park Ranger Officer(Grade 24)to Park Ranger Lead(Grade 21) 12 Park Ranger Officer(Grade - - 24) Park Ranger(Grade 19) Move Park Ranger to Funding (687,424) (8.00) 687,424 8.00 - - Our Future Add 2 Park Ranger(Grade 19) - 2.00 - 2.00 Program Expenses 18,000 18,000 - Forest Growth, Preservation & Tree Maintenance Area Forester- 71,964 1.00 71,964 1.00 (Grade 22)(9 Months) Program Expenses 1,500 1,500 - Reallocation of Budget for Crew - 2.00 - 2.00 Arborist&Office Tech Office Reconfiguration 100,000 100,000 - Program Expenses 42,000 42,000 - Increased Tree Planting 150,000 150,000 - Funding New Properties&Amenities: New Properties&Amenities: 81,400 81,400 - Islands&Medians Seasonal Staff New Properties&Amenities: Roots Disc Golf-Sr Groundskeeper- 57,702 1.00 57,702 1.00 (Grade 16)(9 Months) Seasonal Staff 29,000 29,000 - Program Expenses 39,237 39,237 - New Properties&Amenities: Fisher Mansion Carriage House- 62,307 1.00 62,307 1.00 Recreation Program Coordinator- (Grade 18)(9 Months) Program Expenses 1,500 1,500 - Seasonal Program Assistant& 35,000 35,000 - Activation &Materials Board &Community Council 64,446 1.00 64,446 1.00 Liaison-(Grade 19)(9 Months) Program Expenses 1,500 1,500 - TOTAL Public Lands 23,554,357 136.35 687,424 8.00 24,241,781 144.35 43 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Public Services 31,666,097 229.00 2,675,831 20.00 34,341,928 249.00 Personal Services Base to Base 403,951 (4,016) 399,935 - Changes Annualization of partially funded 133,329 - 133,329 - positions Pension Changes 19,034 3,358 22,392 - Insurance Rate Changes 162,736 12,400 175,136 - Merit Changes 142,242 6,344 148,586 - Salary Proposal 841,568 62,552 904,120 - NFP&CCAC Cost Projections [95 368,107 368,107 - Impacted Employees] Budget Amendment#2-Salary 568,646 77,623 646,269 - Changes Budget Amendment#4-CCP- Rapid Intervention Team(Transfer 390,552 3.00 390,552 3.00 from ARPA to GF) Fleet Fuel Cost Increase 96,709 96,709 - Remove Concrete Road (69,500) (69,500) - Maintenance Initiative[One Time] Change in part-time position 44,524 44,524 - salary costs Contractual Increases-CPI 4.6% 340,500 340,500 - Utility Increase 464,000 464,000 - Deputy Director(Grade 38)(10 156,069 1.00 156,069 1.00 Months) Program Expenses 5,000 5,000 - Financial Analyst(Grade 29)(10 106,175 1.00 106,175 1.00 Months) Program Expenses[One-Time 7,000 7,000 - $2,400] Sr. Project Manager- Engineering 131,190 1.00 131,190 1.00 (Grade 34)(10 Months) Program Expenses[One-Time 11,100 11,100 - $4,780] Sr. Project Manager- Facilities 131,160 1.00 131,160 1.00 (Grade 34)(10 Months) Program Expenses 8,000 8,000 - Safety Coordinator(Grade 26)(10 93,815 1.00 93,815 1.00 Months) Program Expenses 5,000 5,000 - Expansion of Traffic Sign& Marking Maintenance(Grade 18) 138,460 2.00 138,460 2.00 (10 Months) Program Expenses 20,000 20,000 - Expansion of Traffic Signal Maintenance(Grade 23)(10 83,175 1.00 83,175 1.00 Months) Program Expenses 16,300 16,300 - 44 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET General Fund Key Changes FY2023 Funding General Our Issue Fund FTE Future FTE TOTAL FTE Public Services (Continued) Operations Manager- Business Districts- Facilities(Grade 31)(10 115,479 1.00 115,479 1.00 Months) Program Expenses 8,000 8,000 New Facilities Maintenance 48,000 48,000 - Funding TOTAL Public Services 36,007,931 235.00 3,482,579 26.00 39,490,510 261.00 911 Dispatch 8,735,055 100.00 281,325 8.00 9,016,380 108.00 Personal Services Base to Base (96,673) (96,673) - Changes Annualization of partially funded 50,691 511,059 561,750 - positions Pension Changes 10,992 10,992 - Insurance Rate Changes 62,552 62,552 - Merit Changes 2,802 2,802 - Salary Proposal 328,350 328,350 - NFP&CCAC Cost Projections [1 7,049 7,049 - Employee Impacted] Budget Amendment#2-Salary 321,295 321,295 - Changes Eliminate Dispatchers(-8) (735,934) (8.00) (735,934) (8.00) Dispatch Salary Enhancement 1,048,559 1,048,559 - Telephone Bill Increase 21,480 21,480 - Software Maintenance Contracts 50,000 50,000 - Overtime 250,000 250,000 - Training Cost Increase 9,200 9,200 - Animal Costs and Materials and 4,100 4,100 - Supplies Convention Presence and 10,000 10,000 - Networking Public Relations Campaign 2,000 2,000 - TOTAL 10,081,518 92.00 792,384 8.00 10,873,902 100.00 FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Governmental Transactions Airport Trail Reimbursement 103,887 - Apprenticeship Program 1,025,000 - Fire SCBA 197,000 400 - Police Body Cameras and Vehicle 687,422 512,578 - Integration Axon Body Camera Services 349,692 - Enhancement 45 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Parking Meter Replacement Lease(3 — — Years starting in FY2024) City Resident Bus Pass(HIVE) 1,260,000 (100,000) — Free Bus Passes for School Children 100,000 — (Expansion of HIVE) Federal Grant Match Account 1,000,000 — Contract for Animal Services 1,910,487 57,898 — Demographic Contract 50,000 — Interest Expense for TRANS Bonding/ — — Note Jazz Festival — — Jordan River Commission 14,000 — (Membership) Municipal Elections 91,673 (91,673) — 2021 Ranked Choice Voting Public Awareness and Education Outreach 50,000 (50,000) — (One-time) Retirement Payouts 696,000 — Sorenson Center with County 1,014,800 — Tuition Aid program 300,000 20,000 — Washington D. C. Lobbyist 75,000 — Inter-Governmental Transfers Capital Improvement Fund: Debt Service Fund Debt Service on Bonds 7,642,380 9,346,796 — Debt Service on ESCO 896,500 — Debt Service on LBA — 1,174,025 — Ongoing Commitments Transfer to CIP for ongoing 560,869 600,000 — commitments Facilities Maintenance 350,000 — Parks Maintenance 250,000 — Parks Maintenance from FOF 2,000,000 — Vacant Building Maintenance 700,000 — New Projects Capital Improvement Projects and 6,707,135 600,000 2,300,000 800,000 — Maintenance Fund Restoration for City Buildings (Earthquake)(Insurance 2,000,000 — Reimbursed)[One-Time] Set Aside Hand Held Radios 3,700,000 — [One Time] Transfer Out to CIP Fund Funding Our Future Transit Key Routes 1,879,654 (1,879,654) — Holding Account(One-time)(600 North Corridor Transformation) 46 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Fleet Fund: Fleet-Replacement Fund 5,100,000 (100,000) — Public Safety Apparatus/Vehicle 4,000,000 — Replacement Streets Fleet Equipment/Vehicle 950,916 1,700,000 — Replacement Remove FY2022 Proposals with New Vehicles[One Time] Fire- Emergency Management 105,000 (105,000) — Vehicles Public Services-Concrete 58,000 (58,000) — Maintenance Equipment Public Services-Engineering 55,800 (55,800) — Position Increases Vehicles(2) FY2023 Proposed Changes with New Vehicles[One Time] Fire- MRT 50,000 — Police-Recruitment Coordinator 60,300 — Police-Civilian Response Team 60,300 — Program Director Police-Civilian Response Team 315,000 — Members Public Lands- Forest Growth(2 100,000 — Electric Trucks) Public Lands- Fisher Mansion 53,000 — Carriage House Public Services-Sr Project 35,000 — Manager Public Services-Traffic Sign & 133,000 — Marking Public Services-Traffic Signal 170,300 — Maintenance Public Services-Business District 35,000 — Operations Manager Fleet-Centralized Fleet 6,618,703 181,736 138,500 — Maintenance Golf Fund: Golf(Living Wage and CCAC Salary 370,100 — Adjustments Transfer) Golf ESCO Payment Transfer[One- 484,000 (484,000) — Time] Prior Year Golf ESCO Payment Transfer[One- 493,239 — Time] Current Year Golf Admin Fee Transfer 315,779 339,335 — Golf IMS Fee Transfer 200,000 150,000 — Rosepark Infrastructure renewal 500,000 — Governmental Immunity Fund 2,767,963 — Taxing Change-Move to (2,767,963) — Governmental Immunity Fund 47 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Information Management Services Fund: IMS Services 14,340,693 430,054 — Salary Changes 471,887 — LTD Insurance 20,700 — Apprentice Program 288,581 — Contractual Changes 767,282 — I ecnnical and Intlationary 515,291 — Changes New Initiatives 789,330 New Positions 535,777 — IMS Expenses for New Positions 141,000 66,000 — (GF-47, FOF-22) Insurance and Risk Management 2,247,617 349,974 — Fund Move LTD from PD to Insurance 193,000 — and Risk SDI &LTD Changes 335,000 — Public Utilities Funds: Public Utilities- HIVE: Pass 61,000 — through expense Public Utilities- Land Swap 200,000 — payment Public Utilities-Assistance 100,000 — Street Lighting — Street lighting(GF owned 50,000 — properties) Street Lighting in Enhanced Service Areas(GF owned 54,420 — properties) SAA Street Lighting[$60,000 One- 20,000 60,000 — Ti me] Redevelopment Agency Fund RDA Tax Increment 14,096,642 1,435,778 — Housing Plan- Land Discounts and 2,590,000 — Financing(transfer to RDA) Special Revenue Fund Environmental Assessment Fund 100,000 — Emergency Demolition Revolving 200,000 — Fund [One-Time] Sustainability Fund BA#7 Transfer to Sustainability 440,000 — Transfer for E&E Operations 450,000 — Transfer for Salary Adjustments 83,126 — Transfer for C-Rep Contribution 275,000 — Funds Transfer for One Time Projects (Community Lawn Mower 464,000 — Exchange, EV Charging Stations) 48 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Municipal Contributions&Civic Support Mayor- Receptions/Employee 20,000 - Appreciation ACE Fund 200,000 - Board and Commissions honoraria 26,000 - City County Building Branding[One- 75,000 - Ti me] Diversity Outreach(CoCs, etc.) 3,000 - Fair Park Public Market from Underserved Neighborhoods Holding 1,000,000 (1,000,000) - Account Healthcare Innovation- Bioruve 50,000 - (BA#61 Biohive Branding and Marketing 35,000 - [One Time] Housing Authority Transitional 85,000 - Housing Legal Defenders 1,292,774 111,903 - Local Business Marketing Grants 20,000 - Local First 20,000 (20,000) - Music Licensing Fees 7,000 - National League of Cities and Towns 11,535 - Rape Recovery Center 30,000 - Sister Cities 10,000 - Salary Contingency 12,361,388 (12,361,388) - Salt Lake City Arts Council 650,000 - Salt Lake City Arts Council Changes 150,000 - Salt Lake City Foundation 3,000 - SL Area Chamber of Commerce 50,000 - Shooting Range Remediation [One- 500,000 - Ti me] Suazo Membership(BA#6) 45,000 - Hispanic Entrepreneurs Program 30,000 - [One-Time] Sugar House Park Authority 224,795 - Tracy Aviary 674,922 44,445 - us conference of Mayors 12,242 - Membershio Utah Economic Development 108,000 - Corporation Utah Foundation Membership 10,000 (10,000) - Utah League of Cities and Towns 160,684 22,879 - Membership ULCT ARPA Assistance(One-time) 20,000 (20,000) - World Trade Center Membership 50,000 - YWCA-FJC Wrap around services 45,000 - 49 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Transfer Out to RDA North Temple Project Area the remaining balance of Investments in Underserved 669,138 (669,138) — Neighborhoods Holding Account (One-time) Police Department and Racial Equity In Policing Funding Police Officer Training[One-Time 205,400 — $150,400] Social Worker Program 822,719 (822,719) 139,390 822,719 — Increased Mental Health 562,500 450,000 — Responders BA#2 Transfer Social Workers to (316,092) — Fire Department Community Connections Center Lease and/or Repairs and 200,000 (200,000) — Remodel (One-time) Diversifying Public Safety Civilian 2,001,608 (1,159,608) — Response Models Holding Account Commission of Racial Equity& 120,000 — Policing REP Commission Senior Staff 190,000 (190,000) — Position [Moved to Mayor's Office] REP Commission Peer Court 20,000 — Support REP FY2021 Holding Account 2,284,899 (313,707) — [FY2021 REP Fund Balance] Sales Tax Option-Transit Plan Transit Plan-Service for Key 5,601,319 998,681 — Routes(1,2, 9&21) Transit Plan-On Demand Ride 1,100,000 800,000 — Services Transit Plan-UTA Outreach 100,000 — NBA All Star Game(One-Time) Police Staffing Estimates-3 Days 410,000 — Traffic-$169,344 Motors-$23,814 POU Standby-$7,056 POU Callout-$14,111 SWAT/SWAT Overwatch- $33,810 HUD-$10,143 PR Unit-$7,120 Intelligence Analysts-$6,280 SLIC$13,524 SVU, Drug Enforce, ETC- $100,000(NBA Meeting In July) CAN -Transportation Road Closures — — Streets Barricades-Outsourced 240,000 — 50 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET FY2022 FY2022 FY2023 Non Departmental Budget Changes Budget Changes Proposed Fire/Emergency Management 100,000 — Staffi ng Citywide Marketing(Banners, 200,000 — Stickers, Lanyards) Parks&Lands 50,000 — Non Departmental TOTAL 92,964,558 3,781,266 22,252,019 3,551,730 122,549,573 General Fund Key Changes FY2023 General Funding Fund FTE Our FTE TOTAL FTE Future Total Proposed General Fund Expense 376,891,817 1,989.95 47,215,097 144.00 424,106,914 2,133.95 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget CIP Fund (FC 83) Revenue and Other Sources FY2022 Beginning Balance 29,138,526 Eliminate FY2022 GF funding(Including Funding Our Future, less Debt Service) (12,047,658) Eliminate FY2022 Class C funding (3,021,706) Eliminate FY2022 Impact fee funding (8,276,103) Eliminate FY2022 funding from additional (5,793,059) sources FY2023 General Fund Funding (Excluding transfer directly to Debt Service) 19,450,431 FY2023 General Fund Funding our Future 5,100,000 FY2023 General Fund One Time Sources 5,700,000 [City Building Earthquake Repair, Radios] FY 2023 Less amount transferred directly to debt service (10,243,296) FY2023 Class C Funding (Excluding 3,000,000 transfer directly to Debt Service) FY2023 Impact Fee Funding 3,360,193 FY2023 %C Sales Tax Funding 8,000,000 FY2023 Community Development Block 722,000 Grant FY2023 Funding from additional sources 371,059 Total Revenues and Other Sources 6,321,861 35,460,387 Budget Expenses and Other Uses FY2022 Beginning Balance 31,401,713 Eliminate FY2022 Ongoing Commitment (1,583,423) Funding Eliminate FY2022 Maintenance Funding (300,000) Eliminate FY2022 Capital Projects (8,582,644) Funding Eliminate FY2022 %C Sales Tax Funding (4,900,000) Eliminate FY2022 600 North Corridor (1,879,654) Transformation (One-time) Eliminate FY2022 Class C Funding (2,255,310) Eliminate FY2022 Streets Impact Fee (491,520) Funding 52 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget CIP Fund (FC 83) (Continued) Eliminate FY2022 Parks Impact Fee (6,800,450) Funding Eliminate FY2022 Community (322,000) Development Block Grant Eliminate FY2022 Cost Overrun and (280,200) Percent for Art Eliminate FY2022 Transfer to Debt (148,505) Service Eliminate FY2022 Transfer to Debt (975,377) Service- Class C Eliminate FY2022 Transfer to Debt (984,133) Service/LBA- Impact Fees Fire Eliminate FY2022 Transfer to General (1,898,497) Fund - Impact Fees (Police) FY2023 Ongoing Commitment Funding 5,122,554 FY2023 Maintenance Funding GF, 2,173,008 Funding our Future FY2023 General Fund One Time Sources 5,700,000 [City Building Earthquake Repair, Radios] FY2023 Capital Projects Funding 9,869,877 FY2023 Class C Funding 3,000,000 FY2023 Streets Impact Fees Funding 1,522,000 FY2023 Parks Impact Fees Funding 1,838,193 FY2023 %C Sales Tax Funding 5,000,000 FY2023 Community Development Block 722,000 Grant Funding Cost Overrun and Percent for art 364,250 Transfer to Debt Service-General Fund 148,505 Total Expenditures and Other Uses 4,058,674 35,460,387 Budget Budgeted revenues and other sources over (under) expenditures and other uses 2,263,187 0 53 MAYOR'S 41k RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Curb and Gutter (FC 20) Revenue and Other Sources FY2022 Beginning Balance 3,000 No Changes 0 Total Revenues and Other Sources 0 3,000 Budget Expenses and Other Uses FY2022 Beginning Balance 3,000 No Changes Total Expenditures and Other Uses 0 3,000 Budget Budgeted revenues and other sources over 0 (under) expenditures and other uses Misc. Special Service Districts (FC 46) Revenue and Other Sources FY2022 Beginning Balance 1,550,000 Change in revenue from New Assessment 150,000 Total Revenues and Other Sources 150,000 1,700,000 Budget Expenses and Other Uses FY2022 Beginning Balance 1,550,000 Change in expense from New Assessment 150,000 Total Expenditures and Other Uses 150,000 1,700,000 Budget Budgeted revenues and other sources over (under) expenditures and other uses 0 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Street Lighting Enterprise Fund (FC 48) Revenue and Other Sources FY2022 Beginning Balance-base lighting 4,190,769 Street lighting fees 77,053 Change in interest income (18,000) Change in other revenues (4,759) Change in Grants & Other Related (2,841) Revenues Transfer from the General Fund 60,000 Total Revenues and Other Sources 111,453 4,302,222 Budget Expenses and Other Uses FY2022 Beginning Balance-base lighting 5,699,663 2.72 Personnel services 35,402 Charges for service 22,712 Debt services 48 Total Expenditures and Other Uses 2.72 58,162 5,757,825 Budget Budgeted revenues and other sources over (1,455,603) (under) expenditures and other uses Water Utility(FC 51) Revenue and Other Sources FY2022 Beginning Balance 120,547,508 Change in Metered Water Sales 12,804,554 Change in Interest Income 485,164 Other Revenue 205,142 Transfer from General Fund 300,000 Bond proceeds (26,146,000) Total Revenues and Other Sources (12,351,140) 108,196,368 Budget Expenses and Other Uses FY2022 Beginning Balance 127,365,555 283.16 Personnel services 5.00 1,921,973 Operating& maintenance 419,311 Charges for service 1,654,744 55 MAYOR'S 416 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Water Utility(FC 51) (Continued) Capital outlay 671,108 Capital improvements (611,000) Cost of bond issuance (146,000) Debt services 1,477,124 Total Expenditures and Other Uses 288.16 5,387,260 132,752,815 Budget Budgeted revenues and other sources over (24,556,447) (under) expenditures and other uses Sewer(FC 52) Revenue and Other Sources FY2022 Beginning Balance 278,727,760 Change in Sewer Utility Service Revenue 8,705,063 Change in Interest Income 776,084 Other sources 34,000 WIFIA Loan 32,075,000 Bond Proceeds (123,687,000) Total Revenues and Other Sources (82,096,853) 196,630,907 Budget Expenses and Other Uses FY2022 Beginning Balance 268,213,796 126.55 Personnel Services 1.10 1,027,712 Operating& Maintenance 508,749 Charges for Service 1,504,031 Capital Outlay (21,946) Capital Improvements (20,250,916) Cost of bond issuance (687,000) Debt Service 5,620,154 Total Expenditures and Other Uses 127.65 (12,299,216) 255,914,580 Budget Budgeted revenues and other sources over (under) expenditures and other uses (59,283,673) ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Storm Water Utility (FC 53) Revenue and Other Sources FY2022 Beginning Balance 17,798,750 Change in Stormwater Utility Service 1,607,183 Revenue Change in Interest Income (44,200) Other Operating Revenues 39,000 Impact Fees 236,000 Bond Proceeds (6,160,000) Total Revenues and Other Sources (4,322,017) 13,476,733 Budget Expenses and Other Uses FY2022 Beginning Balance 19,201,013 39.57 Personnel Services 0.90 397,171 Operating& Maintenance 73,789 Charges for Service 608,399 Capital Outlay 1,419,000 Capital Improvements (2,805,500) Cost of Bond Issuance (34,200) Debt Service (159,950) Total Expenditures and Other Uses 40.47 (501,291) 18,699,722 Budget Budgeted revenues and other sources over (under) expenditures and other uses (5,222,989) Airport Fund (FC 54,55,56) Revenue and Other Sources FY2022 Beginning Balance 257,989,599 Change in operating revenues 43,430,001 Change in passenger facility charges 0 Change in grants and reimbursements 1,849,000 Change in customer facility charges 0 Change in airport general revenue bonds 0 Change in interest income (1,000,000) Total Revenues and Other Sources 44,279,001 302,268,600 Budget 57 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Airport Fund (FC 54,55,56) (Continued) Expenses and Other Uses FY2022 Beginning Balance 706,792,500 610.80 Change in operating expenses 8.50 19,783,271 Change in Passenger Incentive Rebate 11,740,000 Change in interest expense (5,911,400) Change in capital equipment 1,621,800 Change in capital improvements projects (349,344,500) Total Expenditures and Other Uses 619.30 (322,110,829) 384,681,671 Budget Budgeted revenues and other sources over (under) expenditures and other uses (82,413,071) Refuse (FC 57) Revenue and Other Sources FY2022 Beginning Balance 20,218,315 Refuse Collection Revenues 0 Other Misc. Revenues (782,194) Recycling Proceeds 175,000 Landfill (SLVSWMF) dividends (59,000) Sale of equipment and vehicles (371,000) Principal & Interest for CIK Loan (31,820) Repayment Finance Proceeds for Equip Purchases (859,489) (see corresponding expense) FY2023 Waste & Recycling Can Collection 1,896,167 15% Fee Increase Transfer from General Fund for E&E 533,126 Transfer from GF: FY2023 C-REP Multiple Anchor Community Participation 275,000 Contribution Funds Transfer from GF: Community 250,000 Lawnmower Exchange (One-time) Transfer from GF: New EV Charging 214,000 Stations (One-time) Total Revenues and Other Sources 1,239,790 21,458,105 Budget 58 IIIMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Refuse (FC 57) (Continued) Expenses and Other Uses FY2022 Beginning Balance 24,713,505 63.00 Financed vehicle purchases (see (641,585) corresponding revenue) Lease payments for equipment purchases (199,805) Fleet maintenance 221,662 Fleet fuel 194,886 Tipping fees (303,560) Personal Services (Base and Salary 364,573 Adjustments) Remove FY2022 One-time Sustainability (655,000) Projects Budget FY2023 C-REP Multiple Anchor Community Participation Contribution 275,000 Funds Community Lawnmower Exchange (One- 250,000 time) New EV Charging Stations (One-time) 214,000 Dept Equipment Exchange (One-time) 450,000 Climate and Energy [One-Time] 110,000 Air Quality [One-Time] 345,000 Health Food Access [One-Time] 195,000 FY23 Zero Waste by 2040 Roadmap 200,000 IMS Network&Admin Costs (123,364) PUBS Billing Allocation Costs 25,664 Misc. Operational Expense (Admin Fees, (683,304) Bldg Maint, Contracts) Total Expenditures and Other Uses 63.00 239,167 24,952,672 Budget Budgeted revenues and other sources over (under) expenditures and other uses (3,494,567) Golf Fund -Operations (FC 59) Revenue and Other Sources FY2022 Beginning Balance 9,486,680 Green Fees 790,718 Driving Range 49,055 Cart Rental 601,674 59 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Golf Fund - Operations (FC 59) (Continued) Retail Sales 56,213 Other (24,951) General Fund Transfer (IMS, Admin Fees) (333,841) Cash transfer to CIP Fund (3,000,000) Debt Proceeds- Lease Capital (768,000) Total Revenues and Other Sources (2,629,132) 6,857,548 Budget Expenses and Other Uses FY2022 Beginning Balance 8,982,948 33.65 Personal Services (COLA&Adjustments) 352,323 Retail Merchandise 39,912 Operating Supplies 178,882 Increase for Utilities 26,520 Cart Rental Fee 429,917 Charges and Services 943,189 City Charges (IMS & Other Admin Fees) 166,159 Operating Equipment Cash Purchases (169,073) Equipment Lease Capital (768,000) Total Expenditures and Other Uses 33.65 1,199,829 10,182,777 Budget Budgeted revenues and other sources over (under) expenditures and other uses (3,325,229) Golf Fund -CIP Dedicated (FC 59) Revenue and Other Sources FY2022 Beginning Balance 913,433 Green Fees 273,089 Transfer from GF for ESCO 16,606 Transfer from GF for Rose Park 500,000 Infrastructure Renewal Cash Transfer from Golf Operations 3,000,000 Total Revenues and Other Sources 3,789,695 4,703,128 Budget Expenses and Other Uses FY2022 Beginning Balance 714,469 Debt Service Payments (ESCO) 16,606 MAYOR'S 41k RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Golf Fund - CIP Dedicated (FC 59) (Continued) Capital Expenditures 3,812,164 Total Expenditures and Other Uses 0.00 3,828,770 4,543,239 Budget Budgeted revenues and other sources over (under) expenditures and other uses 159,889 Emergency 911 (FC 60) Revenue and Other Sources FY2022 Beginning Balance 3,925,000 No Change 0 Total Revenues and Other Sources 0 3,925,000 Budget Expenses and Other Uses FY2022 Beginning Balance 4,056,856 Remove One-Time Funding from FY2022 (406,856) for Projects Change in Transfer to General Fund 150,385 Total Expenditures and Other Uses (256,471) 3,800,385 Budget Budgeted revenues and other sources over (under) expenditures and other uses 124,615 Fleet Management (FC 61) - Maintenance Revenue and Other Sources FY2022 Beginning Balance 13,431,318 Fuel revenue impact 1,454,004 Work Order billings 939,268 Car Wash billing increase (18,021) Miscellaneous 1,000 Transfer from General Fund 27,455 Total Revenues and Other Sources 2,403,706 15,835,024 Budget 61 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Fleet Management (FC 61) - Maintenance (Continued) Expenses and Other Uses FY2022 Beginning Balance 13,418,886 45.00 FY2022 Base Personal Service (120,170) Adjustments Salary Increase and Merit Changes 1.00 148,865 Increase in Health Insurance 31,960 Increase in Pension 5,269 Merit Increase 13,435 BA#2 Personal Services 112,726 Fuel impact 1,441,816 Inflation factor Finance admin 13,480 Inflation factor Water. Sewer. Storm 15% 1,735 Maintenance for GPS (495 additional 58,680 vehicles) Miscellaneous 46,546 NFP &CCAC Cost Projections 27,455 Parts 8% increase 222,097 Sublet 8% Increase 235,640 Car wash debris clean out increased with 88,896 PU not involved FASTER Web server subscription thru the 14,644 Cloud Safety gloves to work on electric vehicles 2,720 Two electric charging stations 113,000 Total Expenses and Other Uses Budget 46.00 2,458,794 15,877,680 Budgeted revenues and other sources over (under) expenditures and other uses (42,656) Fleet Management (FC 61) - Replacement Revenue and Other Sources FY2022 Beginning Balance 14,506,689 Change in Leased Purchases to stay under $4M debt service cap (2,000,000) Transfer from GF for Debt Service (5,189) Streets Funding our Future purchases 691,084 62 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Fleet Management (FC 61) - Replacement (Continued) Vehicle sales at auctions 54,995 Transfer for Vehicle Purchases (255,611) Total Revenues and Other Sources (1,514,721) 12,991,968 Budget Expenses and Other Uses FY2022 Beginning Balance 14,671,690 Debt Service - Current year lease 4,738 purchases Debt Service - Prior years (9,926) Miscellaneous (197,169) New vehicle prep, parts, outsourced labor& admin (112,065) Reduced lease schedule purchases to (2,000,000) $1M Funding our Future-Streets vehicles 691,084 Using Fleet fund balance to purchase 1,500,000 vehicles Total Expenditures and Other Uses 0.00 (123,338) 14,548,352 Budget Budgeted revenues and other sources over (under) expenditures and other uses (1,556,384) Information Management Services (FC 65) Revenue and Other Sources FY2022 Beginning Balance 24,250,240 Change in Transfer from General Fund 3,595,848 Change in Transfer from Other Funds 2,486,079 Approporiation of Fund Balance 200,000 Total Revenues and Other Sources 6,281,927 30,532,167 Budget ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Information Management Services (FC 65) (Continued) Expenses and Other Uses FY2022 Beginning Balance 24,302,487 84.00 Change in Personnel Expense Base to Base 497,583 Insurance 172,117 Salary Adjustment COLA 540,532 NFP &CCAC 286,740 Budget Amendment Changes BA#7- Network Engineer II (Grade 31) 1.00 139,812 BA#7- Desktop Management 162,000 BA#7-SIEM 500,000 Contractual Changes 1,262,418 Technical & Inflationary Increases 34,350 Initiatives -Survey Increased Cost 45,000 - Penetration Testing 55,000 - PC Replacement 421,525 -Air Time Portable Computers 51,940 -Admin Service Fees 20,000 - Power BI and Other Analytics 70,000 - Fiber Buildout &City Connect- Free 150,000 WiFi [One-Time] - Permits & Licensing Sortware 316,694 - New Core Switch 150,000 -WiFi Buildout- Internal buildout 100,000 - Perpetual Storage (Cohesity and Azure) 10,000 -Cohesity Node 60,000 New Positions - Deputy Director (Grade 39) (11 1.00 215,760 Months) - Enterprise Tech Solutions Manager 1.00 136,946 (Grade 35) (10 Months) - IT Systems Analyst (Grade 33) (10 1.00 125,670 Months) - Network Engineer II (Grade 31) (10 1.00 115,467 Months) 64 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Information Management Services (FC 65) (Continued) -Software Support Admin II (Grade 30) 1.00 110,686 (10 Months) -Civic Engagement Program Specialist 2.00 165,960 (Grade 24) (10 Months) Apprentice Program 313,480 Total Expenditures and Other Uses 92.00 6,229,680 30,532,167 Budget Budgeted revenues and other sources over (under) expenditures and other uses 0 County Quarter Cent Sales Tax for Transportation (FC69) Revenue and Other Sources FY2022 Beginning Balance 7,700,000 Change in revenue 3,000,000 Remove FY2021 State Initiated County (1,100,000) Local Option Sales Tax Total Revenues and Other Sources 1,900,000 9,600,000 Budget Expenses and Other Uses FY2022 Beginning Balance 5,307,142 3.00 Remove Personnel Costs (Transferred to (3.00) (407,142) GF) Transfer to General Fund for Personnel 358,748 Remove FY2022 Transfer to CIP (4,900,000) Transfer to Debt Services-SIB 1,100,000 Transfer to CIP- Projects 5,000,000 Transfer to CIP-Complete Streets 3,000,000 Total Expenditures and Other Uses — 4,151,606 9,458,748 Budget Budgeted revenues and other sources over (under) expenditures and other uses 141,252 65 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget CDBG Operating(FC 71) Revenue and Other Sources FY2022 Beginning Balance 5,341,332 Change in Federal Funds (670,815) Total Revenues and Other Sources (670,815) 4,670,517 Budget Expenses and Other Uses FY2022 Beginning Balance 5,341,332 Change in Federal Funds 867,101 Change in Transfer to Housing (1,250,000) Total Expenditures and Other Uses (382,899) 4,958,433 Budget Budgeted revenues and other sources over (under) expenditures and other uses (287,916) Misc. Grants Operating(FC 72) Revenue and Other Sources FY2022 Beginning Balance 16,937,971 Change in Federal Grant Revenue (695,681) Change in Program Income 0 Change in Appropriation of Cash 0 Change in ARPA Funding 17,916,628 Total Revenues and Other Sources 17,220,947 34,158,918 Budget Expenses and Other Uses FY2022 Beginning Balance 18,684,617 Change in Approved Grant Expenditures 115,495 American Rescue Plan Grant - Revenue Replacement [Transfer to 8,457,465 General Fund] -Salary Restoration 1,545,746 -Special Projects Assistant (93,829) -Youth & Family Community and (90,633) Program Manager -Youth & Family COVID Programming (711,350) 66 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Misc. Grants Operating(FC 72) (Continued) - Economic Development Strategic Plan (50,000) (Economic Development) - Economic Development Staff (79,000) (Economic Development) -Grant Administrator(Finance) (6,020) -Grant Manager(Finance) (95,000) -Apprenticeship Program to GF (1,000,000) - MRT Expansion to GF (136,762) - Remove One-Time for MRT Expansion (46,700) - Remove One-Time ARPA Holding (1,583,500) Account - HEART 59,565 Appropriation of HOME Program Income 1,644,059 Total Expenditures and Other Uses 7,929,536 26,614,153 Budget Budgeted revenues and other sources over (under) expenditures and other uses 7,544,765 Other Special Revenue Fund (FC73) Revenue and Other Sources FY2022 Beginning Balance 273,797 Transfer from GF- Environmental 100,000 Assessment Fund Transfer from GF- Emergency Demolition 200,000 Revolving Fund Remove FY2022 Appropriation of Cash (273,797) Total Revenues and Other Sources 26,203 300,000 Budget 67 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Other Special Revenue Fund (FC73) (Continued) Expenses and Other Uses FY2022 Beginning Balance 273,797 Environmental Assessment Fund 100,000 Emergency Demolition Revolving Fund 200,000 [One-Time] Remove FY2022 Expense (273,797) Total Expenditures and Other Uses 26,203 300,000 Budget Budgeted revenues and other sources over (under) expenditures and other uses 0 Donation Fund (FC 77) Revenue and Other Sources FY2022 Beginning Balance 2,752,565 Change in Revenue from GUCOA 167,685 Total Revenues and Other Sources 167,685 2,920,250 Budget Expenses and Other Uses FY2022 Beginning Balance 2,752,565 Change in GUCOA Expense 117,685 Total Expenditures and Other Uses 117,685 2,870,250 Budget Budgeted revenues and other sources over (under) expenditures and other uses 50,000 Housing (FC 78) Revenue and Other Sources FY2022 Beginning Balance 13,129,000 Change in Transfer from CDBG (1,250,000) Change in Program Income (890,000) Change in Interest Income 335,200 Change in Misc Income/Sale of Property 150,000 Change in Appropriation of Cash 3,282,800 Change in Loan Principal & Escrow Paymt 1,460,000 Total Revenues and Other Sources 3,088,000 16,217,000 Budget ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Housing (FC 78) (Continued) Expenses and Other Uses FY2022 Beginning Balance 16,121,000 Change in Loan Disbursements and 3,110,000 Associated Expenses Change in Funding Our Futures Expenses 0 Change in Other Expenses 1,200,000 Change in Interest Expense (32,000) Change in Note Payable &T&I Payments (415,000) Change in Transfer to General Fund (750,000) Change in Transfer to RDA Fund (2,590,000) Change in Transfer to CDBG Fund (1,250,000) Appropriation from Program Income 10,385,253 Total Expenditures and Other Uses 9,658,253 25,779,253 Budget Budgeted revenues and other sources over (under) expenditures and other uses (9,562,253) Debt Service (FC 81) Revenue and Other Sources FY2022 Beginning Balance 30,115,423 Change in G.O. Property Tax 52,789 Change in Debt Service from RDA (276,556) Change in Transfer from Transportation 1,100,000 Change in Transfer from General Fund 584,444 Change in Transfer from CIP 144,500 Change in Lease Payments 318,608 Change in Transfer from Refuse (660) Change in Transfer from Fleet (559) Total Revenues and Other Sources 1,922,566 32,037,989 Budget 69 MAYOR'S 416 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Debt Service (FC 81) (Continued) Expenses and Other Uses FY2022 Beginning Balance 31,850,423 Change in Debt Service Payments and 1,808,135 related expenses Remove One-Time Transfer Out from North Temple Viaduct Bond RDA (1,000,000) Reimbursement to North Temple Project Area One-time transfer out from North 1,000,000 Temple to Housing Total Expenditures and Other Uses 1,808,135 33,658,558 Budget Budgeted revenues and other sources over (under) expenditures and other uses (1,620,569) Government Immunity (FC 85) Revenue and Other Sources FY2022 Beginning Balance 2,787,963 Change in Transfers In from General Fund (2,767,963) Change in Transfers In from Other Funds New Tax Revenue 4,000,000 Total Revenues and Other Sources 1,232,037 4,020,000 Budget Expenses and Other Uses FY2022 Beginning Balance 2,933,913 9.00 Change in Personnel Expense 235,854 Change in Other Expense 0 Total Expenditures and Other Uses 9.00 235,854 3,169,767 Budget Budgeted revenues and other sources over (under) expenditures and other uses 850,233 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET OTHER FUND KEY CHANGES FY2022 Changes Adopted Full Time from FY2022 FY2023 ISSUE Budget Equivalent Budget Budget Insurance and Risk Management (FC 87) Revenue and Other Sources FY2022 Beginning Balance 52,943,343 Change in Transfer from General Fund - Operations 349,974 Change in Transfer from Other Funds- Operations 265,708 Change in Employee Subsidized LTD (890,000) Change in Transfer from General Fund - 528,000 LTD Change in Transfer from Other Funds- 500,000 LTD Change in Health Insurance 2,420,000 Premium Holiday [One-Time] (1,438,025) Total Revenues and Other Sources 1,735,657 54,679,000 Budget Expenses and Other Uses FY2022 Beginning Balance 52,939,489 7.75 Change in Personnel Expense (0.35) 39,735 Change in Property Insurance Premium & 303,054 Excess Premium Change in Comm Crime Bonds & Cyber 346,570 Liability Change in Overhead Expenses 59,971 Change in Health Insurance 2,420,000 Change in SDI (93,131) Removal of Employee paid LTD (1,111,999) Employer Paid LTD 1,213,336 Remove Transfer out of Fund Balance for (1,438,025) Premium Holiday FY2023 S4.6/4.UUU Total Expenditures and Other Uses 7.40 1,739,511 Budget 0 Budgeted revenues and other sources over (under) expenditures and other uses 71 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET LBA KEY CHANGES FY2022 Full Time Changes FY2023 Adopted ud e d Equivalent fro022 Budget ISSUE gBudget Local Building Authority (FC66) Revenue and Other Sources FY2022 Beginning Balance 2,220,925 Change in Building Lease Revenue (363,350) Change in Transfers In 189,892 Appropriation of Cash (192,142) - ----- ---- ------- ------ - ----- ----- --- Budget (365,600) 1,855,325 Expenses and Other Uses FY2023 Beginning Balance 2,220,925 Change in Debt Service (365,600) Change in Project Costs Total Expenditures and Other Uses Budget (365,600) 1,855,325 Budgeted revenues and other sources over (under) expenditures and other uses 0 0 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Central Business District Revenue and Other Sources Tax Increment 27,573,150 — 27,573,150 Interest Income 350,000 (326,500) 23,500 Total Revenues and Other Sources 27,923,150 (326,500) 27,596,650 Budget Expenses and Other Uses Taxing Entity Payment(60%) 13,436,150 (152,499) 13,283,651 Eccles Debt Service 3,107,740 3,260,239 Eccles Debt Service Block 70 RDA 3,107,740 152,499 3,260,239 Match Transfer to Administration (10%) 2,757,315 — 2,757,315 Miscellaneous Property Expense 975,000 25,000 1,000,000 TI Reimbursements (Jazz Arena, 222 1,477,398 (77,398) 1,400,000 Main) Gallivan Maintenance 523,138 43,684 566,822 Gallivan Programming 250,000 — 250,000 Gallivan Administration 340,482 24,841 365,323 Eccles Debt Service Reserve 1,800,000 (1,800,000) — Parking Ramp Leases 64,355 4,645 69,000 Capital Reserves-Japantown — 250,000 250,000 -{Holding Account}- Capital Reserves- Main Street Closure Design — 300,000 300,000 -{Holding Account}- Capital Reserves- Gallivan Master Planning — 100,000 100,000 -{Holding Account}- Capital Reserves- Property Acquisition — 734,061 734,061 -{Holding Account}- Capital Reserves- Commercial Loan Program 83,832 (83,832) - -{Holding Account}- Total Expenditures and Other Uses 27,923,150 (478,999) 27,596,650 Budget Budgeted revenues and other sources over (under)expenditures and other — uses 73 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget West Capitol Hill Revenue and Other Sources Interest Income 150,000 (50,000) 100,000 Total Revenues and Other Sources 150,000 (50,000) 100,000 Budget Expenses and Other Uses Transfer to Administration 150,000 (150,000) — Capital Reserves-West Capital Hill Projects — 100,000 100,000 -{Holding Account}- Total Expenditures and Other Uses 150,000 (50,000) 100,000 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses West Temple Gateway Revenue and Other Sources Interest Income 50,000 (45,000) 5,000 Total Revenues and Other Sources 50,000 (45,000) 5,000 Budget Expenses and Other Uses Transfer to Administration 50,000 (45,000) 5,000 Total Expenditures and Other Uses 50,000 (45,000) 5,000 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses 74 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Depot District Revenue and Other Sources Tax Increment 3,921,164 78,423 3,999,587 Interest Income 200,000 (150,000) 50,000 Total Revenues and Other Sources 4,121,164 (71,577) 4,049,587 Budget Expenses and Other Uses TI Reimbursement Gateway 1,820,977 179,023 2,000,000 Primary Housing Fund (20%) 784,233 15,684 799,917 Capital Reserves- Revolving Fund Repayment — 524,732 524,732 -{Holding Account}- Capital Reserves- Station Center Infrastructure 332,179 (332,179) - -{Holding Account}- Transfer to Administration (15%) 588,175 11,763 599,938 Grant Tower Debt Service 275,600 (275,600) — Miscellaneous Property Expense 120,000 5,000 125,000 Capital Reserves- Environmental Remediation Sites 3 &4 200,000 (200,000) - -{Holding Account}- Total Expenditures and Other Uses 4,121,164 (71,577) 4,049,587 Budget Budgeted revenues and other sources over (under)expenditures and other — uses Granary District Revenue and Other Sources Tax Increment 621,124 12,422 633,546 Interest Income 45,000 (30,000) 15,000 Total Revenues and Other Sources 666,124 (17,578) 648,546 Budget Expenses and Other Uses Capital Reserves- Strategic Intervention — 421,805 421,805 -{Holding Account}- Capital Reserves- Community/ Cultural Initiative 443,731 (443,731) - -{Holding Account}- 75 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Granary District (Continued Primary Housing Fund (20%) 124,225 2,484 126,709 Transfer to Administration (15%) 93,168 1,864 95,032 Miscellaneous Property Expense 5,000 — 5,000 Total Expenditures and Other Uses 666,124 (17,578) 648,546 Budget Budgeted revenues and other sources over (under)expenditures and other — uses North Temple Revenue and Other Sources Tax Increment 435,346 8,707 444,053 Transfer In from Primary Housing 1,000,000 (1,000,000) — Fund Transfer in from Fund 81 1,000,000 (1,000,000) — Transfer in from General Fund 669,138 (669,138) — Transfer In from PIF 255,215 (255,215)Use of Fund Balance (Catalytic 788,037 (788,037) — Project Holding Acct) Interest Income 15,000 (10,000) 5,000 Total Revenues and Other Sources 4,162,736 (3,713,683) 449,053 Budget Expenses and Other Uses Capital Reserves- Folsom Corridor Prop Acq & Remediation — 284,753 284,753 -{Holding Account}- Primary Housing Fund (20%) 87,069 1,742 88,811 Capital Reserves- School Construction Fund (10%)* 30,474 610 31,084 -{Holding Account}- Capital Reserves- Strategic Intervention Fund 4,001,658 (4,001,658) - -{Holding Account}- Transfer to Administration (10%) 43,535 870 44,405 Total Expenditures and Other Uses 4,162,736 (3,713,683) 449,053 Budget Budgeted revenues and other sources over (under)expenditures and other — uses 76 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Block 70 Revenue and Other Sources Transfer From CBD Taxing Entity 4,109,200 (848,961) 3,260,239 Payments Transfer From CBD Eccles Debt 3,107,740 152,499 3,260,239 Service RDA match Transfer from CBD Eccles Debt 1,800,000 (1,800,000) — Service Reserve Account Tax Increment 1,922,323 — 1,922,323 Reserves for Eccles Debt — 2,469,853 2,469,853 Interest Income — 2,500 2,500 Total Revenues and Other Sources 10,939,263 (24,109) 10,915,154 Budget Expenses and Other Uses Eccles Theater Debt Service 8,068,209 1,320 8,069,529 Reserve for Eccles Debt Service 90,617 (90,617) — Regent Street Bond Debt Service 1,448,740 40,188 1,488,928 Taxing Entity Payments(30%) 576,697 — 576,697 Fundraising Fulfillment 100,000 25,000 125,000 Eccles Theater- Operating Reserve 475,000 — 475,000 for Ancillary Spaces Capital Reserves- Regent Street Parking Structure 100,000 — 100,000 -{Holding Account}- Regent Street Maintenance 80,000 — 80,000 Total Expenditures and Other Uses 10,939,263 (24,109) 10,915,154 Budget Budgeted revenues and other sources over (under)expenditures and other — uses North Temple Viaduct Revenue and Other Sources Tax Increment 1,181,479 23,630 1,205,109 Interest Income 7,500 (6,000) 1,500 Total Revenues and Other Sources 1,188,979 17,630 1,206,609 Budget 77 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget North Temple Viaduct (Continued) Expenses and Other Uses Debt Service Payment to Salt Lake 1,171,257 17,275 1,188,532 City Transfer to Admin (1.5%) 17,722 355 18,077 Total Expenditures and Other Uses 1,188,979 17,630 1,206,609 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses Northwest Quadrant Revenue and Other Sources Tax Increment 1,500,000 (596,900) 903,100 Interest Income — 5,000 5,000 Total Revenues and Other Sources 1,500,000 (591,900) 908,100 Budget Expenses and Other Uses TI Reimbursement NWQ Phase I 500,000 132,170 632,170 Transfer to Secondary Housing 350,000 (350,000) — Capital Reserves- Shared Costs 350,000 (254,690) 95,310 -{Holding Account)- Transfer to Primary Housing(10%) 150,000 (59,690) 90,310 Transfer to Admin (10%) 150,000 (59,690) 90,310 Total Expenditures and Other Uses 1,500,000 (591,900) 908,100 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses Stadler Rail Revenue and Other Sources Tax Increment 71,000 1,420 72,420 Interest Income — 500 500 Total Revenues and Other Sources 71,000 1,920 72,920 Budget 78 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Stadler Rail (Continued) Expenses and Other Uses TI Reimbursement 56,800 1,636 58,436 Transfer to Primary Housing(10%) 7,100 142 7,242 Transfer to Admin (10%) 7,100 142 7,242 Total Expenditures and Other Uses 71,000 1,920 72,920 Budget Budgeted revenues and other sources over (under)expenditures and other — uses State Street Revenue and Other Sources Tax Increment — 2,631,183 2,631,183 Interest Income — — — Total Revenues and Other Sources — 2,631,183 2,631,183 Budget Expenses and Other Uses Capital Reserves- Property Acquisition — 2,104,947 2,104,947 -{Holding Account}- Transfer to Primary Housing(10%) — 263,118 263,118 Transfer to Admin (10%) — 263,118 263,118 Total Expenditures and Other Uses — 2,631,183 2,631,183 Budget Budgeted revenues and other sources over (under)expenditures and other — uses 9 Line Revenue and Other Sources Tax Increment — 1,477,727 1,477,727 Interest Income — — — Total Revenues and Other Sources — 1,477,727 1,477,727 Budget 79 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget 9 Line (Continued) Expenses and Other Uses Taxing Entity Payment — 224,966 224,966 County Administration — 26,996 26,996 Transfer to Primary Housing(10%) — 147,773 147,773 Transfer to Admin (10%) — 118,218 118,218 Capital Reserves- Property Acquisition — 959,774 959,774 -{Holding Account}- Total Expenditures and Other Uses — 1,477,727 1,477,727 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses Revolving Loan Fund Revenue and Other Sources FY17 Beginning Balance Interest on Investment 470,000 (220,000) 250,000 Principal Payments 55,000 10,000 65,000 Interest on Loans 25,000 5,000 30,000 Total Revenues and Other Sources 550,000 (205,000) 345,000 Budget Expenses and Other Uses Available to Lend 550,000 (205,000) 345,000 Total Expenditures and Other Uses 550,000 (205,000) 345,000 Budget Budgeted revenues and other sources over (under)expenditures and other _ uses Program Income Fund Revenue and Other Sources Parking Structure Income 1,242,335 1,000 1,243,335 Rents 215,700 — 215,700 Use of Fund Balance 255,215 (255,215) — Interest Income 250,000 (200,000) 50,000 80 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Program Income Fund (Continued) Loan Repayments 28,000 11,000 39,000 Interest on Loans 6,500 2,300 8,800 Total Revenues and Other Sources 1,997,750 (440,915) 1,556,835 Budget Expenses and Other Uses Capital Reserves- Commercial Loan Program 667,535 264,300 931,835 -{Holding Account}- Professional Services 300,000 — 300,000 Miscellaneous Property Expense 300,000 — 300,000 Transfer to NT 255,215 (255,215) — Capital Reserves- Sustainability Technical Assistance Program 200,000 (200,000) - -{Holding Account}- Marketing and Sales 25,000 — 25,000 Capital Reserves- Gallivan Repairs 250,000 (250,000) - -{Holding Account}- Total Expenditures and Other Uses 1,997,750 (440,915) 1,556,835 Budget Budgeted revenues and other sources over (under)expenditures and other — uses Secondary Housing Fund (formerly Project Area Housing Fund) Revenue and Other Sources Interest Income 44,000 (34,000) 10,000 Transfer from NWQ 350,000 (350,000) — Total Revenues and Other Sources 394,000 (384,000) 10,000 Budget 81 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Secondary Housing Fund (formerly Project Area (Continued) Housing Fund) Expenses and Other Uses Capital Reserves-Accessory Dwelling Unit Program 394,000 (384,000) 10,000 -{Holding Account}- Total Expenditures and Other Uses 394,000 — 10,000 Budget Budgeted revenues and other sources over (under)expenditures and other — uses Primary Housing Fund (formerly Citywide Housing Fund) Revenue and Other Sources Transfer from Depot 784,233 15,684 799,917 Transfer from State street — 263,118 263,118 Transfer from 9 Line — 147,773 147,773 Interest Income 225,000 (175,000) 50,000 Transfer from NWQ 150,000 (59,690) 90,310 Transfer from Granary 124,225 2,484 126,709 Loan Repayments 51,000 (28,000) 23,000 Interest on Loans 70,000 (67,000) 3,000 Transfer from Stadler Rail 7,100 142 7,242 Transfer from North Temple 87,069 1,742 88,811 Total Revenues and Other Sources 1,498,627 101,253 1,599,880 Budget Expenses and Other Uses Capital Reserves- Property 498,627 1,101,253 1,599,880 Acquisition -{Holding Account}- Transfer Out to NT 1,000,000 (1,000,000) — Total Expenditures and Other Uses 1,498,627 101,253 1,599,880 Budget Budgeted revenues and other sources over (under)expenditures and other — uses 82 MAYOR'S 40i _ RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Westside Community Initiative (NWQ Housing) Revenue and Other Sources UIPA Housing Allocation 250,000 250,000 500,000 Total Revenues and Other Sources 250,000 250,000 500,000 Budget Expenses and Other Uses Capital Reserves - Housing Development Loan Program 250,000 250,000 500,000 -{Holding Account}- Total Expenditures and Other Uses 250,000 250,000 500,000 Budget Budgeted revenues and other sources over (under) expenditures and other _ uses Housing Development Fund Revenue and Other Sources Funding Our Future Land Discounts 2,590,000 — 2,590,000 and Financing Mayor's request for additional — 1,000,000 1,000,000 affordable housing Interest on Investment — 15,000 15,000 Loan Repayments — 1,370,000 1,370,000 Interest on Loans — 255,000 255,000 Total Revenues and Other Sources 2,590,000 2,640,000 5,230,000 Budget Expenses and Other Uses Housing Development Loan Program 2,590,000 1,640,000 4,230,000 -{Holding Account}- Affordable Housing Acquisition Program — 1,000,000 1,000,000 -{Holding Account}- Total Expenditures and Other Uses 2,590,000 2,640,000 5,230,000 Budget Budgeted revenues and other sources over (under) expenditures and other _ uses MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET REDEVELOPMENT AGENCY KEY CHANGES FY2022 Changes from FY2023 Adopted Full Time FY2022 Recommended FUND Budget Equivalent Budget Budget Administration Revenue and Other Sources Transfer from Central Business 2,757,315 - 2,757,315 District Transfer from Depot District 588,175 11,763 599,938 Transfer from West Capitol Hill 150,000 (150,000)Transfer from Granary District 93,168 1,864 95,032 Transfer from West Temple 50,000 (45,000) 5,000 Gateway Transfer from North Temple 43,535 870 44,405 Transfer from State Street - 263,118 263,118 Transfer from 9 Line - 118,218 118,218 Transfer from North Temple 17,722 355 18,077 Viaduct Transfer from Northwest Quadrant 150,000 (59,690) 90,310 Transfer from Stadler Rail 7,100 142 7,242 Total Revenues and Other Sources 3,857,015 141,640 3,998,655 Budget Expenses and Other Uses RDA Personnel 2,254,632 19 225,463 2,480,095 Administrative Fees 939,683 60,317 1,000,000 Operating& Maintenance 360,000 (60,000) 300,000 Charges and Services 202,700 15,860 218,560 Furniture, Fixtures and Equipment 100,000 (100,000) - Total Expenditures and Other Uses 3,857,015 19 141,640 3,998,655 Budget Budgeted revenues and other sources over (under)expenditures and other - uses GRAND TOTALS TOTAL Revenue 61,909,808 63,300,899 TOTAL Expense 61,909,808 63,300,899 Capital Reserves Allocations 10,392,036 13,278,181 detailed on Cap Res tab Appropriation of Fund Balance - 2,469,853 Net Transfers In/(Out) - 84 MAYOR'S 40i RECOMMENDED BUDGET Fiscal Year 2022-23 MAYOR'S RECOMMENDED BUDGET MULTI-AGENCY DRUG TASK FORCE KEY CHANGES FY2022 Full Time Changes FY2023 ISSUEA Budget Equivalent ted froBudFge020 Budget t Multi-Agency Drug Task Force (FC41) Revenue and Other Sources FY2023 Beginning Balance 2,033,573 Remove FY2022 Funding (2,033,573) Appropriation of Cash Balance from Forfeiture 1,292,715 Appropriation of Cash Balance from Restitution 469,845 Total Revenues and Other Sources Budget (271,013) 1,762,560 Expenses and Other Uses FY2023 Beginning Balance 2,033,573 Remove FY2021 Expense (2,033,573) Change in Operating Expense 1,762,560 Total Expenditures and Other Uses Budget (271,013) 1,762,560 Budgeted revenues and other sources over (under) expenditures and other uses 0 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 MAYOR'S RECOMMENDED BUDGET This page intentionally left blank 86 • III _.. Pil. 1 # i , , Ii Ii ____ , , 7 " . r--.- e r ` r __ '• .._ _ , i T Ar 1-4,,,_ .0. ....- iiiirilli!".... i _ ...... Financial Policies This page intentionally left blank MAYOR'S iikRECOMMENDED BUDGET Fiscal Year2022-23 FINANCIAL POLICIES DEBT POLICIES The City's debt policy is defined by State statute with the goal of maintaining the City's "Aaa/AAA"general obligation bond ratings, as rated by Moody's and Fitch respectively, or other rating agencies. Accordingly, the City will continually monitor all outstanding debt issues, as well as trends in key economic, demographic and financial data, including a periodic review of important debt ratios and debt indicators. The City will make all debt service payments in a timely and accurate manner. The City will fully comply with all IRS arbitrage rebate requirements and the bonds' post issuance compliance regulations. In the preparation of official statements or other bond related documents, the City will follow a policy of full and complete disclosure of its financial and legal conditions. The City's practice is to also adhere to the following guidelines: 1. State law limits general obligation bonded debt use for general purposes to 4 percent of the adjusted fair market value of the City's taxable property. 2. State law also limits general obligation bonded debt for water, sewer and lighting purposes to 4 percent of the adjusted fair market value of the property plus any unused portion of the amount available for general purposes. 3. The City combines a pay-as-you-go strategy with long-term financing to keep the debt burden sufficiently low to merit the "Aaa/AAA"general obligation bond ratings and to provide sufficient available debt capacity in an emergency. 4. The City limits debt to projects that cannot be reasonably funded in a single year and to terms that are consistent with the useful life of the project being undertaken. 5. The City seeks the least costly financing available. All debt commitments are reviewed centrally by the City Treasurer who looks for opportunities to combine issues or for alternative methods that will achieve the lowest possible interest rates and other borrowing costs. 6. The City will continually analyze whether it would be advantageous to refund bond issues based on market and budgetary conditions. 7. The City will issue Tax and Revenue Anticipation Notes only for the purpose of meeting short-term cash flow liquidity needs. In order to exempt the notes from arbitrage rebate, the sizing of the notes and the timing of cash flows will meet the "safe harbor" provisions of Federal Tax Code. 8. The City will invest bond and note proceeds as well as all funds that are pledged or dedicated to the payment of debt service on those bonds or notes either in accordance with the terms of the borrowing instruments, or if silent or less restrictive, then according to the terms and conditions of the Utah State Money Management Act and Rules of the State Money Management Council. 9. The City will maintain outstanding debt at a level such that revenues are equal to or greater than 200% of the maximum annual debt service. 10.The City currently has $114,105,000 of outstanding general obligation debt. This is well below the 4 percent(of fair market value) statutory limits, which places the City's general obligation borrowing limit at $1,846,059,157. The City currently does not use general obligation debt for water, sewer or lighting purposes. However, the full 8% may be used for water, sewer and electric purposes but if it is so used, then no general obligation bonds may be issued in excess of 8%for any purpose. Water, sewer, and General Purposes lighting Total Legal Debt Margin: 4% 4% 8% General Obligation $1,846 $1,846 $3,692 Less Outstanding (114) - (114) Legal Debt Margin s1,732 $1,846 s3,578 2020 Fair market value of property -- $46.151.478.923 Source: Utah State Property Tax Division 89 FINANCIAL POLICIES SIGNIFICANT FUTURE DEBT PLANS Lease Revenue Bonds, Sales and Excise Tax Revenue Bonds The City administration continuously evaluates the City's funding of its Capital Improvement Program, and proceeds of lease revenue bonds and additional bonds will be considered as one of the sources for funding the City's capital infrastructure. The City is currently considering issuing sales tax revenue bonds for the purpose of paying for various capital improvement projects. The par amount is not to exceed $65 million. Special Assessment Area (SAA) The City has no short-term plans to issue assessment area bonds. General Obligation Bonds A special bond election held on November 6, 2018 gave voter authorization to the City to issue up to $87 million in general obligation bonds to fund all or a portion of the costs of improving various streets and roads throughout the City and related infrastructure improvements. The first block of$17.54 million of the authorization was issued in October 2019. The second block of$17.745 million of the authorization was issued in September 2020. An additional block of$20.66 million was issued in November of 2021. The final issuance of approximately $21.2 million will be issued in calendar year 2022. The City is considering to hold a special bond election on November 8, 2022 to seek voter authorization to issue up to $80 million in general obligation bonds to fund all or a portion of the costs of acquiring, improving, renovating and upgrading various parks, trails, open space and related facilities. Major Programs and Future Debt Considerations The City will issue approximately $506 billion in additional general airport revenue bonds in the future to complete the $4.45 billion "New SLC"formerly known as the Airport Redevelopment Program. The program is currently expected to be completed by 2025. Public utilities revenue bonds of up to $360 million are expected to be issued in FY2022 to fund the Department of Public Utilities capital improvement program. A major focus of the Department's budget is the rehabilitation and replacement of aging infrastructure. The largest planned projects are the new water reclamation facility to meet regulatory requirements, improvements to three water treatment plants, phased construction of a new water conveyance line to expand service and provide redundancy, and water, sewer and storm water utility infrastructure work necessitated by street improvements projects pursuant to the City's passage of the general obligation bond for that purpose. The Department will also be utilizing proceeds from a $348,635,000 Water Infrastructure Finance and Innovation Act (WIFIA) loan secured to finance the construction of the water reclamation facility. The loan will be drawn through 2024. 90 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES DEBT STRUCTURE Salt Lake City Outstanding Debt Issues (RDA bond information has been excluded from this list) (as of June 30, 2022) Amount of Final Principal Original Issue Maturity Date Outstanding GENERAL OBLIGATION DEBT Series 2010B(Public Safety Facilities) 100,000,000 6/15/2031 49,885,000 Series 2013A(Refunded a portion of Series 2004A) 6,395,000 6/15/2024 1,440,000 Series 2015A(Refund 2013B Sports Complex) 14,615,000 6/15/2028 6,795,000 Series 2015B(Refund 2009A, 2011, 2013C Open Space) 4,095,000 6/15/2023 320,000 Series 2017B(Refund Portion of 2010A) 12,920,000 6/15/2030 10,775,000 Series 2019(Streets)(Refund Series 2017A) 22,840,000 6/15/2039 15,405,000 Series 2020(Streets) 17,745,000 6/15/2040 12,675,000 Series 2021 (Streets) 20,660,000 6/15/2041 16,810,000 TOTAL: 114,105,000 PUBLIC UTILITIES REVENUE BONDS Series 2009(Taxable) 6,300,000 2/1/2031 2,835,000 Series 2010 Revenue Bonds 12,000,000 2/1/2031 5,965,000 Series 2011 Revenue Bonds 8,000,000 2/1/2027 2,780,000 Series 2012 Improvement and Refunding'04 Bonds 28,565,000 2/1/2027 6,535,000 Series 2017 Public Utilities Revenue and Refunding 72,185,000 2/1/2037 62,435,000 (2008) Series 2020 Revenue Bonds 157,390,000 2/1/2050 157,390,000 TOTAL: 237,940,000 SALES AND EXCISE TAX REVENUE BONDS Series 2013B(Streetcar/Greenway Projects) 7,315,000 10/1/2023 690,000 Series 2014B(CIP Projects) 10,935,000 10/1/2034 7,955,000 Series 2016A(Refund 2009A) 21,715,000 10/1/2028 15,920,000 Series 2019A(Refund 2007A) 2,620,000 4/1/2027 1,555,000 Series 2019B(Refund 2013A)(Federally Taxable) 58,540,000 4/1/2038 57,270,000 Series 2021 (Refund 2013B, LBA 2013A&2014A) 15,045,000 10/1/2034 15,045,000 Series 2022A(Refunding 2012A) 8,900,000 10/1/2032 8,900,000 TOTAL: 107,335,000 MOTOR FUEL EXCISE TAX REVENUE BONDS Series 2014(1300 S& 1700 S Streets) 8,800,000 4/1/2024 1,900,000 LOCAL BUILDING AUTHORITY LEASE REVENUE BONDS Series 2013A(Glendale Library) 7,180,000 10/15/2023 650,000 Series 2014A(Marmalade Library) 7,095,000 4/15/2023 310,000 Series 2016A(Fire Station#14) 6,755,000 4/15/2037 5,490,000 Series 2017A(Fire Station#3) 8,115,000 4/15/2038 7,260,000 TOTAL: 13,710,000 AIRPORT REVENUE BONDS Series 2017A 826,210,000 7/1/2047 825,105,000 Series 2017B 173,790,000 7/1/2047 173,755,000 Series 2018A 753,855,000 7/1/2048 753,855,000 Series 2018B 96,695,000 7/1/2048 96,695,000 Series 2021A 776,925,000 7/1/2051 776,925,000 Series 2021 B 127,645,000 7/1/2051 127,645,000 TOTAL: 2,753,980,000 3,228,970,000 91 41111 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES FY 2022-23 REVENUE This section includes a general discussion of the Salt Lake City's major revenue sources. The City has eight major funds which include: General Fund, Golf Fund, Refuse Fund, Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Airport Fund and the Redevelopment Agency(RDA) Fund. These funds and their major revenue sources are discussed below. REVENUE POLICIES 1. The City projects its annual revenue through analytical processes and adopts its budget using conservative estimates and long-term forecasting. 2. The City minimizes the use of one-time revenue to fund programs incurring ongoing costs. 3. Once taxes and fees are assessed, the City aggressively collects all revenues due. 4. The City pursues abatement programs and other ways to reduce the effect of taxes and fees on those least able to pay. 5. To the extent that the City's revenue base is insufficient to fund current services, the City will explore all potential options to reduce the cost of government services; examine the effect of reducing the level of government services; and finally, consider new user fees or increases in existing fees. Should these three alternatives fail to offer a suitable solution, the City may increase tax rates as a last resort. 6. The City reviews the budget for those programs that can be reasonably funded by user fees. This review results in a policy that defines cost, specifies a percentage of the cost to be offset by a fee, and establishes a rationale for the percentage. When establishing these programs, the City considers: • Market pricing; • Increased costs associated with rate changes; • The ability of users to pay; • The ability of individuals to make choices between using the service and paying the fee, or not using the service; • Other policy considerations. (For example, setting fines high enough to serve as a deterrent; or pricing fees to even out demand for services.) 7. The City adjusts user fee rates annually based on an analysis of the criteria established in policy six above. The City pursues frequent small increases as opposed to infrequent large increases. 8. The City considers revenue initiatives consistent with the following: • Finding alternatives that address service demands created by the City's large daytime population; • Finding alternatives that allocate an equitable portion of service costs to tax-exempt institutions; • Finding alternatives to formulas which use residential population to distribute key revenues such as sales tax and gasoline tax; and • Pursuing opportunities for citizen volunteerism and public/private partnerships. FORECASTING METHODOLOGY Salt Lake City revenue forecasts are compiled using historical, time-series, trend, and simulation models. These models focus primarily on past experiences and trends, but modifications are made based upon simulations reflecting anticipated economic activities and proposed initiatives. The projected revenues using these models are based upon anticipated economic growth, anticipated fee or tax increases, as well as any new initiatives being proposed. 92 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES The City has several financial auditors that regularly track and report on revenue collections and projections. Projections are monitored for precision and revisions are made throughout the year. This information is used to help forecast the upcoming year's revenue. As part of the City's modeling efforts, year-to-date cumulative revenue collections are monitored and compared to previous years to identify changes in revenue streams that may indicate areas of concern. GENERAL FUND The General Fund is the principal fund of the City and is used to account for resources traditionally associated with governments which are not required to be accounted for in another fund. The General Fund accounts for the normal activities of the City such as Police, Fire, Public Works, Parks and Community Development. These activities are funded through taxes, fees, fines and charges for services. The majority of the City's General Fund revenue comes from three sources - property taxes $109,079,863 (25.72%), sales taxes $149,414,487 (35.23%), and franchise taxes $11,657,128 (2.75%). These sources are impacted by local and national economic trends and activities. Major increases or decreases in any one of these three taxes can have a significant impact on City operations. PROPERTY TAX Property tax revenue is a principal source of Salt Lake City's General Fund revenue, providing 25.72% of total projected revenue in FY 22-23. Property tax revenue is projected to increase in FY 22-23. Salt Lake County calculates the Certified Tax Rate and expected revenue for each taxing entity. State Tax Code requires taxing entities to adopt the county's property tax revenue forecast as their own, unless they go through the truth-in-taxation process and raise the rate above the certified rate. SALES TAX Sales tax revenue is a significant source of Salt Lake City's General Fund revenue, providing 35.23% of total projected revenue in FY 22-23. Sales tax revenue is projected to increase in FY 22-23 as a result of robust retail spending, specifically online sales. Sales tax revenue is forecast using time-series and trend analysis in conjunction with various modeling scenarios which anticipate economic events that may impact the City. The forecast includes comparing the State of Utah's projections with City's projections to determine if the City's projections are reasonable. FRANCHISE TAX Franchise tax revenue is another major source of General Fund revenue, comprising 2.75% of projected General Fund revenue in FY 22-23. Franchise tax revenue is expected to decrease slightly in FY 22-23. Franchise tax revenue is forecast using time-series and trend analysis, as well as input from utility company representatives. OTHER GENERAL FUND REVENUE The remaining General Fund revenues make up 36.30% of the total and are comprised of: • Licenses and Permits • Intergovernmental Revenue • Charges, Fees and Rentals • Fines • Parking Meter Collections 93 4Ik MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES • Interest Income • Miscellaneous Revenue, Transfers and Interfund Reimbursements. The following table summarizes total General Fund Revenue by major category. GENERAL FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Amended Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 Budget FY22-23 FY21-22 Property Taxes 84,530,904 91,020,673 94,654,243 99,342,715 99,474,985 100,266,945 109,079,863 Sales and Use 60,883,816 64,512,732 99,599,360 116,199,002 122,654,953 125,156,473 149,414,487 Taxes Franchise Taxes 29,051,786 30,301,186 27,042,921 26,863,146 23,952,168 12,102,129 11,657,128 Licenses and 29,643,527 28,651,754 36,960,240 32,637,293 36,428,067 29,904,360 40,347,223 Permits Intergovernment 6,189,654 6,049,454 6,006,496 5,086,254 4,781,753 4,644,018 4,644,620 al Revenue Charges, Fees, 5,188,415 5,252,494 5,573,679 4,283,760 4,842,902 3,934,570 4,412,465 and Rentals Fines 7,558,329 7,251,705 5,140,777 3,753,706 3,539,471 3,474,455 3,765,184 Parking Meter 2,991,246 3,549,584 3,509,898 2,771,331 1,915,888 2,693,555 2,629,819 Collections Interest Income 1,200,000 1,290,000 3,904,270 2,910,778 821,887 1,271,153 2,071,153 Miscellaneous 5,370,694 5,255,384 5,256,974 4,521,107 2,834,061 3,372,272 3,438,711 Revenue I nterfund 10,275,747 11,054,188 16,363,850 20,574,064 20,971,348 22,032,894 24,431,718 Reimbursement General Fund 242,884,118 254,189,154 304,012,708 318,943,156 322,217,484 308,852,824 355,892,371 Revenue Other Financing Sources: Transfers 5,393,053 6,954,179 7,564,418 6,800,493 8,447,676 21,079,600 27,621,994 Proceeds from 353,121 — — — — Sale of Property Revenue and 248,630,292 261,143,333 311,577,126 325,743,648 330,665,160 329,932,424 383,514,365 Financing Sources Property Tax for 10,284,464 13,245,339 14,020,140 14,021,140 15,456,918 RDA* Available Fund 380,025 1,510,094 4,885,620 25,527,005 25,135,631 Balance/Cash Reserves Total General 322,241,615 340,499,081 349,570,920 369,480,569 424,106,914 Fund 94 MAYOR'S ilkRECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES General Fund Major Revenue Sources 450,000,000 - 400,000,000 - 350,000,000 300,000,000 - _ Available Fund Balance/Cash Reserve 7 Property Tax for RDA* c250,000,000 - Proceeds from Sale of Property 0MM Transfers Interfund Reimbursement 200,000,000 - Miscellaneous Revenue ▪ Interest Income Parking Meter Collections . Fines 150,000,000 - Charges, Fees,and Rentals ■ Intergovernmental Revenue Licenses and Permits 100,000,000 - ■ Franchise Taxes Sales and Use Taxes ■ Property Taxes 50,000,000 - 0 P �� P AN AN P �Qi P�o)' PLO Q, .y,,, Q, ,y'l: < if , <, <, << <( ae, �J <K P- Period Ending Golf Enterprise Fund The Golf Enterprise Fund accounts for the operations at six public golf course locations; Bonneville, Forest Dale, Glendale, Mountain Dell, Nibley Park and Rose Park. The City's golf courses are operated as an enterprise fund where revenue collected at the golf course through user fees supports operational and maintenance expenses, capital improvement costs and any debt that may be incurred by the golf courses. Revenue in this fund is generated by user fees including green fees, CIP $2 fees, cart rental fees, range ball fees, merchandise purchases, lessons, concessionaire rental fees, etc. Revenue is projected based on historical patterns and forecasts of trends in the local market area. The FY 22-23 Golf Fund budget for revenue and expense follows closely with 5-year historical averages. In addition, strategic price increases are being implemented that will have an impact on revenues for FY 22-23. Golf cart rental price increases will coincide with new cart fleets at Bonneville, Glendale and Mountain Dell during FY 22-23. 95 4116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES GOLF FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Budget Budget FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Golf Revenue Green Fees 3,523,614 3,603,022 3,569,078 4,259,235 5,525,522 4,050,383 4,841,101 Golf Car Rental 1,339,722 1,509,488 1,461,066 1,471,019 2,225,396 1,532,825 2,134,499 Driving Range Fees 281,448 287,606 322,722 223,848 472,678 340,431 389,486 Retail Merchandise 717,439 719,688 781,478 646,749 827,626 741,545 797,758 Sales CIP Fee on rounds, 298,424 310,524 298,724 324,383 395,791 436,800 709,889 passes Miscellaneous 737,118 1,150,279 1,038,407 1,417,090 2,235,387 3,298,129 2,687,943 Total Golf Fund 6,897,765 7,580,607 7,471,475 8,342,324 11,682,400 10,400,113 11,560,676 Golf Fund Revenue Summary 12,000,000 - 10,000,000 - ■ ril8,000,000 - c 0 6,000,000 - ■ RMiscellaneous 2 ■ CIP Fee on rounds, passes 4,000,000 - f Drivi Merchandise Sales IIIMGolf Car Ran a Fees ■ Golf Car Rental Green Fees 2,000,000 - 0 a� a� a� a� a� e'� z'c `. \ `. \� `�� \� `��,Lo `..,ti`� \a¢o,L`L .,a�tip' < ' < ' <<, <, < < ' <, Period Ending 96 Fiscal Year 2022-. FINANCIAL POLICIES Refuse Enterprise Fund The Refuse Enterprise Fund Class consists of two funds: a. Operations Fund b. Environmental & Energy Fund Revenue for the Operations Fund comes from refuse collection fees, inter-fund reimbursements and miscellaneous revenue. City households that receive these services include most single-family, duplex, and triplex homes. They are charged refuse collection fees based on the size of their refuse can(s). These fees are calculated to recover the fund's operational costs when combined with the other sources of revenue described above. The Operations Fund revenue is forecasted based on known factors such as the number of refuse cans in service, along with scheduled events such as equipment replacement and changes in contractual agreements. Voluntary residential curbside glass recycling service, introduced in FY 12-13, continues to be offered. Those using this service are charged a separate monthly fee. The glass collection contract is currently out for bid and results will not be known until the middle of calendar year 2022, but may result in an increased contractual costs. The Environmental & Energy(E&E) Fund receives a dividend from the Landfill (Salt Lake Valley Solid Waste Management Facility/ SLVSWMF) on an ongoing basis. This is the primary source of revenue for this fund. As the Landfill garbage tonnage has decreased in recent years, so has the related dividend to its partners. Revenues from recycling proceeds have been another source of revenue in the past for this fund. Recycling proceeds have not been budgeted over the last several years due to the volatility of global recycling markets and changing international regulations. However, the Department began to receive some recycling proceeds in FY 21-22 and has budgeted for those to continue in FY 22-23. In previous years, the E&E Fund projects were funded by a one-time distribution from the Landfill in FY 10-11 of$5,500,000. This one-time distribution funded projects on air quality, energy efficiency, sustainable food, and other projects over the last decade. Current, ongoing initiatives and operational expenses will be funded by Landfill revenue, recycling proceeds, and E&E cash balance. The Sustainability Department is also sponsoring special, one-time projects, including electric vehicle charging stations, a Public Lands lawn equipment exchange, the Community Renewable Energy Program anchor payment, and a community lawnmower exchange. Funds for these one-time projects are requested to be transferred from the General Fund. Refuse Fund Revenue Summary Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Refuse Revenue Landfill/SLVSWMF 638,210 710,483 681,152 557,041 558,398 515,000 456,000 Dividends Refuse Collection 11,345,341 11,118,760 11,397,708 11,223,400 11,209,725 12,425,411 14,321,577 Fees Interfund Reimb & 1,031,192 829,324 1,766,089 1,235,243 639,909 1,601,615 1,399,727 Misc Total Refuse Fund 13,014,743 12,658,567 13,844,949 13,015,684 12,408,032 14,542,026 16,177,304 97 MAYOR'S ilkRECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Refuse Fund Revenue 16,000,000 - 14,000,000 - 12,000,000 - 10,000,000 in c 0 8,000,000 . Interfund Reimb&Misc Refuse Collection Fees 6,000,000 Landfill/SLVSWMF Dividends 4,000,000 2,000,000 0 Q� , '- Q' ,4: Q' '\' Q � Q- ,oi Q',LO cj ti^ ��,L1; 4( k k k << <4 <� Period Ending Water Utility Fund The Water Utility Fund operates as an enterprise fund. The Water Utility exists to provide treated water to current city residents, maintain the City's water infrastructure, and to engage in conservation activities related to the City's water supply for future generations. The service area of the fund covers a total of 141 square miles and includes more than 360,000 residents. The service area includes the geographic area within the Salt Lake City boundaries, as well as the east bench of the Salt Lake Valley outside Salt Lake City boundaries, including to portions of the cities of Millcreek, Holladay, Cottonwood Heights, South Salt Lake, Murray, and Midvale. The Water Utility also has jurisdictional responsibilities to protect about 190 square miles of source water area in the headwaters of the Wasatch Mountains. The Water Utility provides administrative utility billing services for the Sewer Utility, the Stormwater Utility, the Street Lighting Utility, the Refuse Fund, and the Hive Program. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. Independent rate studies are conducted every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 22-23 revenues reflect a proposed rate increase of 15%. The rate increase is applied to the current four-tiered, inclining block rate structure. Revenue received from metered water usage is the Water Utility's main source of operating revenue (95%). Other revenue categories include interest income, miscellaneous revenue, impact fees, and inter- fund reimbursements. 98 4116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES WATER FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Revenue Water Sales 72,840,335 73,199,176 75,103,958 81,995,776 84,073,083 86,838,106 99,642,660 and Service Interest Income 385,558 725,120 1,424,203 970,343 658,850 398,000 883,164 Permits, Fines 340,075 453,482 523,688 480,673 953,791 460,970 460,970 &Other Interfund 2,185,655 2,267,207 2,394,985 2,370,157 2,921,829 2,966,142 3,171,284 Billing Services Total Water 75,751,624 76,644,985 79,446,834 85,816,949 88,607,553 90,663,218 104,158,078 Fund Water Fund Revenue Summary 100,000,000 - 80,000,000 - 60,000,000 - 0 Interfund Billing Services ▪ Permits, Fines&Other 40,000,000 — Interest Income ▪ Water Sales and Service 20,000,000 - 0 a a a a a ¢` ¢` , �(d Q- ,;\, ,,5 Q- ,ti� Q,�ti,, c;,tip% k , k , k , k Period Ending 99 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Sewer Utility Fund The Sewer Utility Fund operates as an enterprise fund. The Sewer Utility exists to manage the collection and treatment of wastewater within Salt Lake City's corporate boundaries. The Sewer Utility is increasing capacity and expanding service of the sewer collection system to meet growth requirements related to the new State Correctional Facility, the Airport expansion, and new development anticipated in the Northwest Quadrant of Salt Lake City. The Sewer Utility operates the City's sewer collection and sewer treatment infrastructure which includes 667 miles of pipeline, several pump stations, and a water reclamation facility. The water reclamation facility is being rebuilt to meet environmental regulations, and construction is occurring in phases to meet the regulatory compliance deadline of January 1, 2025. Additional construction will continue past this date. The first phase of construction began in FY 19-20, and additional construction and design work for future phases is ongoing. Revenues are forecast by anticipating the necessary billing rates needed to generate enough revenue to fund the operations of the utility. The Sewer Utility charges customers based on average winter water use volume and strength of produced waste. Independent rate studies are made every several years to gather public input and to structure rates in accordance with industry standards and community values. Budgeted FY 22-23 revenues reflect the anticipated impacts of water use patterns in differing customer classes and a proposed 15% rate increase. The rate increase is distributed within a seven-tiered block rate structure and is necessitated by the construction of the water reclamation facility. In FY 22-23 the main source of operating revenue for the sewer utility fund will be charges for sewer services (98%). Other revenue categories include fines, interest income, survey permits, and miscellaneous revenue. SEWER FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Sewer Revenue Sewer Services 24,733,019 33,735,176 39,687,904 45,142,610 50,823,100 58,128,437 66,833,500 Interest Income 756,830 1,387,613 2,161,835 1,035,061 438,896 171,000 947,084 Permits, Fines, 197,242 545,939 298,228 285,917 504,477 328,500 362,500 and Other Total Sewer 25,687,091 35,668,727 42,147,967 46,463,588 51,766,473 58,627,937 68,143,084 Fund 100 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Sewer Fund Revenue 70,000,000 - 60,000,000 - 50,000,000 - 0 40,000,000 - .30,000,000 — ■ Permits, Fines,and Other Interest Income Sewer Services 20,000,000 - 10,000,000 - 0 Period Ending Storm Water Utility Fund The Stormwater Utility operates as an enterprise fund. It exists to convey runoff and stormwater, and to maintain the quality of stormwater discharge within Salt Lake City boundaries. It is also responsible for mitigating flooding caused by stormwater runoff. The Stormwater Utility operates stormwater collection infrastructure system which includes 350 miles of drainage pipe and 27 lift stations. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the operations of the utility. The Utility charges costumers for these services based on units calculated as equivalent residential units (ERU), or 1/a acre determined by area of the customer's property that is impervious. The FY 22-23 budget includes the 15% rate increase or approximately $0.90 per equivalent residential (ERU) per month. Revenues received from stormwater fees are the Utility's main source of operating revenue (99%). Other revenue categories include interest income and miscellaneous revenue. STORM WATER FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Storm Water Revenue Storm Water Services 8,423,972 8,510,707 9,555,773 10,720,158 10,703,273 10,716,550 12,331,733 Interest Income 79,254 115,773 184,128 129,047 105,061 119,200 75,000 Permits, Fines, &Other 16,933 47,327 50,687 85,397 94,137 62,000 93,000 Total Storm Water Fund 8,520,159 8,673,807 9,790,589 10,934,602 10,902,471 10,897,750 12,499,733 101 MAYOR'S ilkRECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Storm Water Fund Revenue 12,000,000 10,000,000 - 8,000,000 - 7, c 0 6,000,000 Permits, Fines,&Other Interest Income 4.4 4,000,000 Storm Water Services 2,000,000 0 fa � , v � �� e r\9 erb. r aao r\)/ a ti, a , ,� T ,\ T � Q' c$ .R- `VY m'r � ,tic)' k k k k k k k Period Ending Street Lighting Fund The Street Lighting Utility operates as an enterprise fund. It exists to manage the City's street lighting infrastructure facilitating safer vehicle and pedestrian travel at night. Streetlights are provided at each intersection on long blocks and as needed on mid blocks. SLCDPU provides base level street lighting service on a city-wide basis and enhanced street lighting services for decorative lighting to two residential neighborhoods and to one commercial area. Total system conversion to high efficiency lighting remains a high priority of this Utility. Revenues are forecast by anticipating the necessary fees needed to generate enough revenue to fund the operations of the utility. Street lighting fees are based on units calculated as an equivalent residential unit (ERU) which is determined by front footage of property. The base lighting rates were established in 2013 at $3.73 per month per ERU. The average Salt Lake City residence is one ERU, while commercial, institutional, and industrial properties vary. (ERU). Rates were also established in 2015 for each enhanced lighting service areas. No rate changes are proposed in the FY 22-23 budget or forecast in the immediate future. Revenue received from street lighting fees are the Utility's main source of revenue (99%). Other revenue categories include interest income and miscellaneous revenue. 102 4116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES STREET LIGHTING FUND REVENUE SUMMARY Actual Actual Actual Actual Actual Budget Budget FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Street Lighting Services 4,222,564 4,207,007 4,301,424 4,258,440 4,230,395 4,101,769 4,174,622 Interest Income 48,352 88,339 147,727 119,716 38,047 40,500 22,500 Other 7,786 180,558 300 250 200 659 100 Total Street Lighting Fund 4,278,702 4,475,905 4,449,450 4,378,406 4,268,642 4,142,928 4,197,222 Street Lighting Fund Revenue 5,000,000 4,000,000 N 3,000,000 0 0 .2 Other 2,000,000II ■ Interest Income Street Lighting Services 1,000,000 0 i tom^ 4-, O-' Ceti Oti Z) CV Z) `VM k k k k k k k Period Ending 103 FINANCIAL POLICIES Airport Enterprise Fund The Salt Lake City Department of Airports manages Salt Lake City International Airport (SLCIA), Tooele Valley Airport and South Valley Regional Airport(SRVA). Salt Lake City International Airport (the Airport) serves a multi-state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport's extensive route network served over 13.1 million enplanements in FY19. Enplaned passengers are estimated to increase approximately 21.1%from the FY 21-22 budget of 11.5 million enplanements to 13.9 million enplanements for FY 22-23. In September of 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A west and a new parking garage. A portion of concourse B west was opened in October of 2020. By the end of April of 2021, the old Airport facilities were demolished to make way for phase two of the new airport. During FY 21-22 and continuing into FY 22-23, Concourse A east will be completed with 4 gates opening in the Spring of 2023 and the remaining 18 gates opening in the Fall of 2023. In addition, the Central Tunnel and 4 gates on Concourse B east will be complete by the Fall of 2024. Tooele Valley Airport is a general aviation reliever airport to SLCIA. It has one runway and support services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an enterprise fund. It is not supported by property taxes, general funds of local governments or special district taxes. Capital funding requirements for FY 22-23 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBS), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. Major Sources of Airport Fund Revenue Revenues are forecast by reviewing and analyzing lease agreements, capital projects, product inflation and passenger levels. As the airline industry continues to evolve post COVID-19, passenger numbers are forecasted to exceed pre-pandemic levels. Airport non-aeronautical revenues for FY 22-23 are projected to increase by 53.1% compared to the FY 21-22 budget as more passengers are traveling and spending money at the Airport. A major source of revenue (51.3%) is generated from the airlines. Air carriers pay on a cost-of-service basis for the services they receive. Rates are set annually based on direct operating cost, cost of capital, and an amortization on asset investment. The formula used for this system is considered a hybrid structure in the aviation industry and is based on the ten-year airline use agreement (AUA)that went into effect on July 1, 2014. It provides $1 per enplaned passenger revenue sharing, not to exceed 30% of net remaining revenue, and is credited to the air carriers monthly. Enplaned passengers are projected to increase 21% to 13.9 million enplanements over FY 21-22 budget of 11.5 million enplanements. The second major source of revenue (48.7%) is generated from the Airport concessions. This includes revenue from food and retail concessions as well as car rental and parking fees. For FY 22-23, retail concessions, food and beverage, rental cars, and parking are all projected to increase because of the increase of passengers as well as an increase in the overall amount spent per passenger traveling through the Airport. Remaining revenues are generated through cost recovery of ground transportation costs, lease contracts on buildings, office space and hangars. The Airport also receives a portion of the State aviation fuel tax. In FY12, the Airport began collecting customer facility charges (CFC) to fund a new rental car facility. These charges increased from $4 to $5 in FY13 and will remain at $5 for FY 22-23. The customer facility charges will meet the financial requirements to build the rental car service and quick turnaround facilities, plus 104 MAYOR'S ilkRECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES the portion of the garage related to rental cars as well as any future rental car capital improvement projects. The rental car service and quick turnaround facilities were completed in FY16, but the Airport will continue to collect CFCs for these facilities to reimburse the airport for its cash used to fund the projects in advance of CFC collections versus bonding for these project costs. SALT LAKE CITY DEPARTMENT OF AIRPORTS OPERATING REVENUE COMPARISON Actual FY Actual FY Actual FY Actual FY Actual FY Budget FY Budget FY 16-17 17-18 18-19 19-20 20-21 21-22 22-23 Operating Revenue: Concession 82,528,100 87,274,206 92,910,800 75,372,300 63,478,800 74,786,600 120,529,200 Airline 66,639,100 70,571,102 75,636,600 77,312,400 109,691,200 158,154,100 153,278,900 Other Rental 17,808,100 20,708,160 18,992,400 18,738,500 19,224,200 19,098,400 21,661,000 Total 166,975,300 178,553,468 187,539,800 171,423,200 192,394,200 252,039,100 295,469,100 Operating Revenue Airport Operating Revenue 300,000,000 - 250,000,000 - 200,000,000 7, c 0 E150,000,000 - Other Rental Airline Concession 100,000,000 — I 50,000,000 - 0 <I '1`b '\o> 'P 'L\ ','- ''' 1�, � ��' N� �0 � '1\'k \'k \ \-k a\ ,cy•Lti�a �a a �a �� Po' � • � .o o P P 'ad \)d Period Ending 105 OroMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 FINANCIAL POLICIES RDA Fund The primary revenue source for the RDA's redevelopment efforts is tax increment. Tax increment is the increase (or"increment") in the property taxes generated within a project area over and above the baseline value of property taxes that were in place at the time a project area was established. Property values increase as an area is revitalized through investment, thereby creating tax increment. When an RDA project area is established, the RDA and the participating taxing entities enter into agreements that determine the amount of tax increment that will continue to flow to the taxing entities, and the portion that will be reinvested by the RDA into the project area for a defined period of time. The participating taxing entities continue to receive the baseline property tax during the life of a project area. The establishment of a project area and the collection of tax increment funds must be approved by the RDA Board of Directors and any participating local taxing entities (e.g. Salt Lake City, Salt Lake County, Salt Lake City School District, Metro Water District, Central Utah Water Project, Salt Lake Mosquito Abatement, and Salt Lake City Library). Not all taxing entities participate in every project area. Per Utah State Statute, tax increment proceeds must be spent within the project area where they originated or be found by the RDA Board of Directors to directly impact that project area. In addition to tax increment revenues from its various project areas, the RDA also has the following revenue sources: 1. Interest Income. The RDA receives interest on cash balances. 2. Temporary Property Income. The RDA receives lease revenues from various rentals, including several parking garages in the Central Business District Project Area. 3. RDA Loan Interest Income. The RDA receives interest generated from loans it administers. The amount of interest received varies depending on the number of outstanding loans at any given time. 4. Land Sale Proceeds. The RDA routinely sells property as part of its redevelopment efforts. RDA revenues are forecast for each project area by analyzing previous years'tax increment received and adjusting conservatively based on current real estate market conditions. Other income from interest, lease revenues, and RDA loan interest is also considered. The FY 22-23 forecasted RDA Fund revenue budget is $48,788,033. 106 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES REDEVELOPMENT AGENCY REVENUE SUMMARY Actual Actual Actual Actual Actual Actual Budget Budget FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Redevelopment Agency Revenue Block 70 7,574,160 3,895,176 1,892,423 2,159,178 1,629,755 803,534 1,922,323 1,924,823 Central 26,711,741 26,874,661 23,135,282 25,461,421 32,565,335 31,251,766 27,923,150 27,596,650 Business District West Capitol 475,397 562,604 548,155 1,547,706 40,318 711,967 150,000 100,000 Hill West Temple 570,622 11,626 703,224 60,753 (1,670,316) 17,246 50,000 5,000 Gateway Depot District 4,141,737 3,616,380 3,806,559 3,895,569 5,533,602 5,525,331 4,121,164 4,049,587 Granary District 350,220 426,686 530,373 625,878 781,648 944,077 666,124 648,546 Housing - - - - 2,590,000 2,583,445 2,590,000 5,230,000 Development Trust Fund North Temple 359,509 195,081 294,575 425,243 543,258 640,558 450,346 449,053 North Temple - 343,699 542,952 1,123,104 1,558,258 2,103,730 1,188,979 1,206,609 Viaduct 9-Line - - - - - - - 1,477,727 State Street - - - - - - - 2,631,183 Sugar House 2,096,804 2,397,460 3,593 1,126 1,106 190,038 - - Program 1,572,846 1,589,699 2,142,572 2,441,059 1,690,964 1,440,529 1,742,535 1,556,835 Income Northwest - - - - 198 1,688,689 1,500,000 908,100 Quadrant Stadler Rail 70,419 102,594 71,000 72,920 Westside - - - - - 409,031 250,000 500,000 Community Initiative(NWQ Housing Fund/ U I PA) Primary 89,379 662,815 454,620 350,096 315,971 81,125 346,000 76,000 Housing Fund (Citywide Housing) Secondary 546,094 22,484 30,782 45,303 43,617 13,227 44,000 10,000 Housing Fund (Project Area Housing) Revolving Loan 266,713 386,599 3,855,771 761,162 583,574 1,144,760 550,000 345,000 Total Redevelopment 44,755,222 40,984,970 37,940,881 38,897,598 46,277,707 49,651,647 43,565,621 48,788,033 Citywide Housing Fund and Project Area Housing Fund includes interest and land sale proceeds only. Revolving loan fund includes interest only. 107 AliMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Redevelopment Agency Revenue Summary 60,000,000 40,000,000 ■ Revolving Loan �^ State Street c o 9-Line = 20,000,000 - North Temple Viaduct ■ North Temple Housing Development Trust Fun( 4,4 ■ Granary District Depot District ■ West Temple Gateway ▪ West Capitol Hill 0 -- Central Business District Block 70 -20,000,000 - Period Ending 108 BUDGET Fiscal Year 2022-2 FINANCIAL POLICIES FY 2022 Legislative Intents / Previous Year's Intents that Remain Open Attorney FY 2021 - Decriminalization Review of City Code. It is the intent of the Council that an in-depth review be conducted of the City Code to consider items that could be decriminalized. Council staff could work with Council Members and the City Attorney's Office to draft a scope and come back with a report on the timeline. Previous Administration Response:The City Attorney's Office has two clerks from the University of Utah Law School starting in May 2021 and we are excited to engage them in this analysis and process. The clerks'work product will be a chart that can be shared with both the Council and Administration so both branches can prioritize sections of City Code to potentially decriminalize. Most Recent Response:The Attorney's Office performed an initial review of City code with the help of a law student clerk and the Prosecutor's Office. This project required more attention and expertise than initially expected and we look forward to engaging City Attorney's Office resources for the project in FY 2022-23. CAN FY 2021 - Transfer Housing Trust Fund Development Loans and Payments to RDA.The Council intends to transfer the Housing Trust Fund's housing development-loan-related balances and payments to be overseen by the RDA. During FY20, HAND and the RDA developed a detailed "housing framework" for consideration by the RDA Board and the Council. These bodies may wish to schedule time once the FY21 budget is complete to finalize this work, which may include changes to City ordinances and/or board policies. Previous Administration Response: HAND continues to work with the RDA, the Attorneys, and Finance regarding the transfer of the Housing Trust Fund or HTF (aka HDTF) portfolio. The portfolio resides in HAND's loan management system (N4F), and HAND continues to maintain the loans. The key component of transferring the portfolio requires ordinance modifications regarding the current Housing Trust Fund Ordinance that includes process for the HTF Advisory Board. For example, the HTFAB does not currently have the authority to make a recommendation to the RDA Board, only to the Mayor and City Council. Clarification from Council/Board on moving forward with the proposed structure from RDA staff will guide future process for the HTFAB and would assist in proposed modifications. HAND will continue to work with CAN Leadership, the RDA, the Attorneys, and Finance on proposed code modifications and identifying appropriate fund classes and cost centers to enable the transfer. Most Recent Response: Housing Stability continues to work with CAN Leadership, the RDA, the Attorneys, and Finance regarding the transfer of the Housing Trust Fund or HTF (aka HDTF) portfolio. The portfolio resides in Housing Stability's loan management system (Benedict Group Inc., LNF), and Housing Stability continues to administer the loans and assist the HTF Advisory Board. In 2022, Finance will prepare a budget amendment to transfer the balance sheet of the loans, and coordinate with RDA for their corresponding budget amendment to accept the balance sheet. The Attorney's Office will assist with globally reassigning the loans to RDA. Housing Stability and RDA have completed a transfer test between loan systems (the RDA uses the same loan system). Once the loans are transferred, the Attorney's Office will prepare and review with the Council needed code modifications related to restructuring the HTF Advisory Board. Housing 109 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Stability will continue to work with CAN Leadership, the RDA, the Attorneys, and Finance on the steps required to finalize the HTF transfer to the RDA. FY 2022 - Update Boarded-Building Fee. It is the intent of the Council that the Administration propose a boarded building fee that includes the full City costs of monitoring and responding by Police, Fire and other City departments at these properties. Most Recent Response: The cost analysis related to this Legislative Intent has been finalized. The program is being developed. FY 2022 -Trips-to-Transit Expansion Evaluation. It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to serve Westside neighborhoods in late 2021, to other areas of the City. Most Recent Response: CAN recommends the following metrics as guides on expansion to help inform the policy decisions related to allocating the budget for expansion. The Upper Avenues and the East Bench are the other two areas identified in the Transit Master Plan as candidates for on- demand service. • Usage/ridership: Is the service popular enough to justify expansion? • Cost per rider: Is the service cost effective enough to justify expansion? The service provider (Via) does ridership modeling based on land use, demographics, and other data. The documented ridership and costs associated with the Phase 1 service in the Westside communities will allow for more accurate forecasts. Within the next year or two, we will have enough data from phase 1 to be able to do more accurate forecasts for the potential expansion neighborhoods. Finance FY 2022 - Expanded Funding Our Future Definition. It is the intent of the Council that the definition of "public safety"for allocation of Funding Our Future revenue include not only the Police Department, Fire Department, and 911 Dispatch, but also any social workers and non-emergency traffic enforcement programs which are designed to expand the City's public safety alternative response model. (Note: The current definition included Fire and 911 Dispatch since FY2020.) Most Recent Response: The public safety allocations for Funding Our Future has been expanded to include, social workers, park rangers, and MRT crews. Police FY 2021 - Police Department Role: It is the intent of the Council to re-evaluate the role the City asks the Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs out of the Police Department, like park rangers and social workers, and potentially add a function to the Human Resources Department to enhance the independence of the Internal Affairs unit. Previous Administration Response: 1. Park Rangers (Incorporates and FY 2020 Legislative Intent): Park Rangers (Incorporates and FY 2020 Legislative Intent): The Police Department has established a bike squad assigned to park patrols and is working closely with parks staff to identify the most effective 110 41k MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES use of these park patrol units. The Administration is also looking at other models around the country with the goal of enhancing the work these squads do with additional resources focused on customer service. Ideally, these additional resources would provide a combination of education and compliance of park rules, environmental services, and historical and cultural interpretation. Utilizing this model would not eliminate the need for the park patrol bike squads -whose focus is to enforce state and local laws and provide quick response in our public spaces when called. Most Recent Response:The Police Department has a dedicated Park Bike Squad with a primary mission of providing a police presence in city parks to deter criminal activity and engage with citizens in a positive way to enhance the park experiences. The squad works with existing SLC Park employees to address on-going park issues that require police intervention such as illegal camping, curfew violations, drug use, thefts, and crimes of violence such as assaults and robberies. Under normal circumstances the Park Squad and Park employees meet monthly to discuss park issues (it should be noted the Park Squad is not fully staffed so the monthly meetings have been suspended until the squad is back to full staffing). Note: Park Rangers is a civilian program that is managed through the parks department. The Police Civilian Response Team (PCRT) is conceptualized to be a public safety response to low- hazard non-emergency police related calls-for-service. This would be in terms of both telephonic case reports and in-person responses during high call-volume times and days of the week. The intent is to augment and enhance the current police response service within the city through diversity in response teams; similar to the current co-response model with social workers, other than PCRT employees will generally not work exclusively with an officer. The PCRT will be an added program to the SLCPD repertoire of services offered to SLC residents, businesses, and visitors. It will have a defined leadership structure and consist of several full-time employees. Professional oversight, training, policy requirements, and codes of conduct would be the same as every other SLCPD employee. A steering committee is currently working through the logistics of adding a new response program to the police department. The logistics include but are not limited to - development of an initial and on-going training program, specific job and duty descriptions, leadership components, equipment procurement, uniforms, dispatch interactions, overlap with traditional policing services, and policies and procedures. 2. Social Workers:The Social Workers are working with officers assigned to the Crisis Intervention Team in a Co-responder model. The social workers have expressed concerns regarding a potential shift in this model, because they often respond to dangerous situations that ultimately require a police officer. The Department and the Administration are committed to continuing to evaluate the co-responder model to ensure that City residents are getting the best and most helpful response to calls for service, and that social workers and officers remain safe on the job. Most Recent Response: Social Work team expansion is in progress. The FY 22 budget added an additional 9 FTE's. As those positions are hired on this will facilitate coverage of shifts on evenings and weekends. The Social Workers are highly effective working as a co-responder model providing valuable resources to the community and officers while answering calls for service and client management. 111 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Internal Affairs Unit: The Police Department is actively working with Human Resources to enhance the oversight of the Internal Affairs Unit and is in the process of hiring a Civilian Director. A Civilian Director will ensure that the IA unit operates professionally and with the continuity and experience that is required to best serve the Department and the City's residents. Most Recent Response: The Salt Lake City Police Department has hired a civilian Director for the Internal Affairs Unit (IAU). The civilian IAU Director works closely with the Chief's Office, Human Resources, the Civilian Review Board, other City components and the public, providing continuity and steady leadership as the incumbent is non-sworn and therefore not subject to rotational assignments. The IAU Director oversees the Internal Affairs Unit, ensuring the professional standards program is one that is fair, objective, thorough and consistent, reflecting the values of the Salt Lake City Police Department, while protecting the rights of officers and citizens, promoting respect and trust within the Department and the community, resulting in a culture of individual responsibility, accountability, and adherence to the greatest standards of professionalism. The IAU Director supports the IAU staff by providing guidance and direction to investigators including reviews of investigative methodologies, interviews, and reports. The IAU Director fosters and promotes a culture of compliance and trust, identifying issues of concern while offering suggestions to improve training, policy, and procedures. FY 2021 - Police Department Zero-based Budget Exercise. It is the intent of the Council to hire an independent auditor to evaluate each line item in the Police Department budget with the goal of conducting a zero-based budget exercise, which takes the budget apart and builds it back in a way that aligns with the policy goals of the Council, Mayor and public. A report back to the Council would happen in September, or sooner if possible. Previous Administration Response: The Council hired an auditor to evaluate the Police Department Budget and the presentation to Council by Matrix is scheduled on 4/20/2021. Most Recent Response: The Police Department participated in the independent audit evaluation by Matrix during FY 2021. The Police Department is now participating in the City's initial efforts to undertake a program-based budgeting process that will provide department costs based on programs within the department. FY 2021 - Police Department Reporting Ordinance. The Council intends to work with the Attorney's Office to create an ordinance that establishes reporting requirements for internal information collected by and related to the Police Department. Previous Administration Response: While the first step of this reporting and transparency goal was the adoption of the body camera ordinance in 2020, the Attorney's Office looks forward to engaging with the Council on additional reporting requirements for internal information collected by and related to the Police Department. Most Recent Response: Response forthcoming. Public Lands FY 2022 - Golf Fund Update. It is the intent of the Council that the Administration provide information on the following items in anticipation of a work session briefing to review and discuss options for the Golf Fund. (Note: this item consolidates Legislative Intents from FY21, FY20, and FY19.) 112 OroMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 FINANCIAL POLICIES a. Golf Fund Financial Sustainability: Trends in revenues, expenditures, b. Long-term CIP Plans. Based on current projections and the recently completed short-term CIP plan, c. Golf Food and Beverage Options. A review of the specific open space zoning ordinances, with the goal of removing barriers to providing additional food and beverage options in golf courses. To the extent that barriers exist in State law the Council requests an analysis of those, and that changing them be identified as a future legislative priority. Most Recent Response: See Attachment#1 at the end of the document. FY 2022 - Public Lands Maintenance. It is the intent of the Council that the Administration provide an estimate of the funding that would be needed to adequately maintain all of the City's public lands. This estimate should include the number of FTEs, as well as supplies, equipment, and appropriate signage. Most Recent Response: Providing adequate maintenance of Salt Lake City's public lands is an increasingly complex issue, involving funding deficiencies, aging infrastructure, growth of the City, staffing restraints, extreme weather events, and increasing crime and antisocial behavior. We are constantly balancing the needs of daily park users against the needs of persons experiencing homelessness. In addition, : physical condition, accessibility, positive experience for visitors, relevance to the community served and the adaptability of the asset to changing circumstances are factors that contribute to the quality of the City's green infrastructure. Innovative and environmentally based approaches to improving our public lands is key to making long term changes to the maintenance concerns of today. Well designed and well-used public spaces is key to community wellness and has a direct relationship to their usage. Research has shown that there is a direct relationship between the level of park use and the perception of security: the larger the number of visitors involved in positive activities within a park acts as a deterrent to anti-social behavior.1.2 An accumulation of events impacting maintenance has led to a decline in Salt Lake City's public lands and park appearance. In some instances, poor appearances has clearly led to a decrease in beneficial and legal park use and perception of safety. With these influences, the natural progression is an increase in crime and anti-social behaviors occurring in our public spaces. These factors contribute to the public's perception of safety and their willingness to use a space. The Department is proposing an FY22-23 CIP funding request to take a deep look at our public lands and ask the following questions: does the public space meet the needs of its users; is the park or trail diverse and interesting; does it connect people with their community; does the public green space look well-kept and cared for; and can it provide visitors with a positive image and experience. Understanding the relevance of our public lands to the communities they serve and the deferred maintenance needs within each public green space is critical to prioritizing resource allocation. With these factors in mind, the following framework outlines steps to adequately maintain the City's public lands. The Public Lands team is working on narrative to explain these solutions with cost estimates including FTE's, supplies, and equipment. 1. Close the recruitment gap a. Seasonal Staffing &Affordable Care Act implications b. Wages c. Extreme Working Conditions 113 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES d. Increasing Supervisory Demands 2. Match growth of the City with growth of our Public Lands System a. More Park Visitors b. Pressure to Grow c. Design and Crime 3. Address the City's Public Lands aging infrastructure a. Growth without Investment b. Large Equipment Replacement 4. Improve stewardship capacity a. Volunteer Programs b. Friends Groups c. Data Collection 5. Resolve unfunded directives a. Weed Abatement b. Unsheltered Camp Cleanup c. 1,000 Tree Initiative d. Tree Protection 6. Reduce or eliminate crime and antisocial behaviors in parks, golf courses, trails and natural lands. a. Involving Community in Design b. Visibility c. Activity and Life d. Park Rangers e. Signage Public Services FY 2015 Maintenance of Business Districts. It is the intent of the Council that the Administration explore changes so that maintenance of business districts (existing and future)would be paid through the Business Improvement District (BID) process, so that property owners that benefit share in the costs. Most Recent Administration Response: Public Services has had productive discussions with RDA staff about various models to fund maintenance. Discussions have focused on Central 9th and Regents Streets and include considering how parking can support business district maintenance. Most Recent Response: Nothing further has developments since the last Administration response. RDA FY 2022 - Energy Efficiency as a Condition of any RDA Project Loans and Investments. It is the intent of the Council/Board that all RDA project loans and investments require certain energy efficiency standards be met, including that buildings be all-electric, as a condition of funding by January 1, 2022. Staff note: The Council/Board may wish to designate specific energy efficiency or sustainability standards, such as those set out by LEED and other accrediting organizations. (See examples at https:// www.epa.gov/smartgrowth/green-building-standards.) 114 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Most Recent Response: The Agency Board (Council) adopted a Sustainability Development Policy during a December 2021 meeting that satisfies the conditions and requirements requested in the Legislative Intent. FY 2022 - Structure of Accounts within RDA and All Other Departments, including Fund Balances and Previous Capital Projects. It is the intent of the Council/Board to review the full structure of RDA accounts with RDA and Finance Staff, including fund balances and capital projects funded in previous years. The Board may wish to discuss with the RDA and Finance staff the best way to get this information on a real-time basis. Staff note: The City's Enterprise Resource Planning (ERP) effort will help in tracking/ providing this information in a less labor-intensive way, although the horizon for full implementation could be a year or longer. Most Recent Response: The efforts requested in this Legislative Intent are being undertaken as part of the preparation for the implementation of the new ERP system. 115 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES Attachment #1 Golf Fund Financial Sustainability: Trends in revenues, expenditures, TOTAL GOLF CIP 5-Year FY21 FY22 FY22 5-Year FY21 FY22 FY22 Average Actual YTD Budget ' Average Actual YTD Budget Revenue Green Fees 4,096,296 5,526,531 3,233,254 4,050,383 325,586 395,791 220,823 312,000 Driving Range 322,033 472,678 223,589 340,431 - - - - Golf Cart Rental 1,601,338 2,225,396 1,195,364 1,532,825 - - - - Concessions 62,205 840 52,514 92,408 - - - - Retail Sales 738,596 827,626 572,255 741,545 il - - - - Other 1,883,039 5,766,712 563,686 2,763,047 (531,140) (3,532,165) 10,580 601,433 Total Revenue 8,703,508 14,819,783 5,840,662 9,520,639 (205,554) (3,136,374) 231,403 913,433 Expense Personal Services 3,690,550 3,855,857 2,325,650 4,358,876 - - - - Retail Merchandise 520,561 460,191 219,460 551,088 - - - - Operating Supplies 690,637 826,477 543,166 704,936 - - - - Utilities 153,077 158,927 74,626 165,990 - - - - Water 705,267 711,375 387,210 771,600 - - - - Charges&Services 863,397 650,703 488,486 1,125,608 180 - - - Total Expense 6,623,489 6,663,530 4,038,598 7,678,098 180 - - - Operating Net Income 2,080,019 8,156,253 1,802,064 1,842,541 (205,734) (3,136,374) 231,403 913,433 Non-Operating Expense City Charges 263,321 349,758 144,492 368,176 - - - - Debt Service(Carts/Equipment) 312,525 77,650 19,497 19,497 - - - - Debt Service(ESCO) - - - - I 409,979 460,315 356,464 476,633 Capital Expenses 213,472 141,940 433,110 1,178,398 322,6951 221,3061r - ' 2,037,836 Total Debt&Capital 789,319 569,348 597,099 1,566,071 732,674 681,621 356,464 2,514,469 Net Income 1,290,700 7,586,905 1,204,965 276,470 (938,408) (3,817,995) (125,061) (1,601,036) Comparison Vs.Budget excludes Wingpointe,JRP3 Over the past two years, the Golf Fund has seen a highly impactful surge of play due to conditions associated with the COVID-19 situation. This surge led to a renewed interest in the game among current and previous players that may have left the game in the past. Additionally, a number of new players have taken up the sport. Golf revenues are up compared to 5-year averages due to the increase in play. However, operational costs for golf courses, as with most other industries, are experiencing a significant increase across the board due to inflationary, supply channel and scarcity factors. The Golf Division is utilizing this opportunity to funnel increased revenues back into the golf facilities to address long over-due repairs and improvements to irrigation systems, playing surfaces, practice facilities, cart paths and clubhouse areas. 116 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES The Golf Division is attempting to stabilize the Fund in light of volatility in supply-chain and service delays and price increases by establishing a 3-month operational cash reserve. Historical Golf Rounds: SLC GOLF TOTAL ROUNDS FY12-FY20 461,655 455,556 / ClosureJordan WRover Pa-3 421,035 423,432 415,831 andlordanRiverPar-3 / c365,671 -355,655 350,550/374,139 0 343,670 C (1) (0 a- W a O Q1 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 Play in FY22 continues to outpace FY21 at 2.13% higher. FY21 saw an increase in play over FY20 by 17.87%. These increases can be tied to impacts of COVID-19. Interest in playing golf remains high and we expect to have numbers similar to last spring barring unseasonable weather during March through June. Long-term CIP Plans. Based on current projections and the recently completed short-term CIP plan, The Golf Division continues to update short- and long-term CIP planning as situations dictate. Asset failures due to age necessitate flexibility as well as ever-changing supply chain complications and rising costs of materials and services. Although a long-term plan has not been finalized, long-term CIP projects are being identified, evaluated and planned for. These long-term projects include replacement of aged and failing irrigation systems at Rose Park, Mountain Dell, Nibley Park and Forest Dale golf courses. New clubhouses are sorely needed at all locations. The Public Lands Department and Golf Division management teams are evaluating all public funding options available including general obligation bonds, ZAP tax applications, TRCC funds and other state and federal grant programs along with public-private partnerships. The Department of Public Utilities applied in October of 2021 for $1.8 million dollars in federal WaterSMART funds to help pay for a new irrigation system and turf reduction program at the Rose Park Golf Course. The Golf Fund is providing $1.8 million dollars in matching funds to this project. The grant ward is in April. Golf is also beginning to allocate additional funds to cover escalating costs of this project. 117 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FINANCIAL POLICIES On January 1, 2022, the Golf Division implemented an additional $1 per 9 holes fee to the existing $1 per 9 holes fee to increase the amount of funds available for CIP. Golf Food and Beverage Options. A review of the specific open space zoning ordinances, with the goal of removing barriers to providing additional food and beverage options in golf courses. To the extent that barriers exist in State law the Council requests an analysis of those, and that changing them be identified as a future legislative priority. In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses abruptly requested to end their agreement with the City after just 15 months of operations citing financial losses. These losses were realized despite the Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic disruption. The Golf Division continued operations of the cafes at the five courses for the remainder of 2021 . However, the courses were not able to offer beer sales, which make up most of the concessionaire's profits. City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which the City has expressly granted a concessionaire operating in the park a license to sell beer. The City's golf courses are "parks" as defined in chapter 15.04. The City has previously entered into a concessionaire agreement, authorizing a City employee to make the application at certain golf courses that were unable to secure a concessionaire contract or during the Olympics so alcohol could be served in the City & County Building. This action requires public liability and liquor liability ("dramshop") insurance, which the City does not carry. There are many risks and downsides to requiring a city employee to place themselves as the sole responsible individual on the application for a beer license and puts the employee in an extremely liable position should a lawsuit be filed. The Golf Division prefers not to require an employee to take this risk. The City does not allow employees to receive tips, which is a normal practice at food and beverage operations. To try and attract workers in the golf Cafes, the Golf Division increased pay above the living wage. However, given the lack of a beer license at those locations and the higher wage, the course cafes lost a significant amount of revenue while trying to still provide café services to golf patrons. The Golf Division has re-published the concessionaire RFP and hopes to contract with replacement concessionaires at the five locations for the 2022 season and beyond. However, absent new concessionaire contracts, the Golf Division will offer reduced services at the remaining courses. Given the information detailed above, the two main obstacles to providing additional food and beverage services at this time are: 1. Lack of interest from potential concessionaires due to lack of revenue potential. 2. The State restriction to the City as an applicant for beer license. The Golf Division has proposed altering (reducing) the fee structure for potential concessionaires to make operating a golf course café more profitable to attract more interest. The Golf Division is also looking into areas of additional investment within the café spaces to help make the operations more attractive to both potential concessionaires and golfing and non-golfing customers. Golf will continue discussions with Human Resources and Finance, to explore options that could allow City employees to accept tips while working in Golf cafés. This would greatly help contain expenses necessary to operate. 118 IlltirF7. • • -�F R�a t: AIL■ r "^ --- —Ica'—'--- ...a.. .� 4.j}(•l 44 __ _. -- J .M — ,i -� 1 —.11 fin' Til a�� it _ � �• � : _ ., I -` C S:i 7 ` � � _ - „r. 1-ter`. "'...�, F- •._.. :, ^V - ! • ` T `.., rye • i • cy '' Air ,� • ` �' e. f • b.r lye.• ~ •/'�i ` 1 t '44• `'s. $ • c Al . ' Capital Improvement Program 119 This page has been intentionally left blank 120 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT PROGRAM Introduction and Overview Salt Lake City's Capital Improvement Program (CIP) is a multi-year planning program of capital expenditures needed to replace or expand the City's public infrastructure. The principal element that guides the City in determining the annual infrastructure improvements and budgets schedule is the current fiscal year capital budget. The City CIP Budget Process includes a review by the Community Development Capital Improvement Program (CDCIP) Board, consisting of community residents from each district.The CDCIP Board scores projects on a variety of criteria and provides funding recommendations to the Mayor. The Mayor considers the CDCIP recommendations as the Administration prepares its funding recommendations for the City Council as part of the Annual Recommended Budget. The City Council reviews the recommendations of the Mayor and the CDCIP Board and carefully analyzes each of the proposed projects before allocating funding and adopting the final CIP budget.The details of the recommended FY2022-23 CIP Budget are included in this book. In considering major capital projects, the City looks at the potential operating impact of each project. New capital improvements often entail ongoing expenses for routine operations. Upon completion or acquisition,the repair and maintenance of new facilities often require additional positions to maintain the new infrastructure. Conversely, a positive contribution, such as a reduction in ongoing repairs and maintenance of a capital project, is factored into the decision-making process. Each project includes a section for estimated future maintenance and/or operations expenses,where the departments have included projections of any increases to future operating costs. The City also reviews all CIP projects to determine the progress.All projects older than three years that do not show significant progress are then considered for recapture, allowing those funds to be used on more shovel-ready projects. The Administration continuously evaluates the City's funding of its Capital Improvement Program. Because the proceeds from debt financing are considered a source for funding the City's capital improvement projects, the City analyzes the effect issuance that additional debt would have on its debt capacity and current debt ratio. Salt Lake City Resolution No.29 of 2017/Salt Lake City Council Capital and Debt Management Policies Resolution No. 29 of 2017 provides the framework for project funding recommendations. Its guidance helps clarify the expectations of the City's Capital Improvement Program and the steps the Administration should take in determining how to best address the City's deferred and long-term maintenance needs. Some of the policies guiding the CDCIP Board and the Administration include: - A definition of a capital improvement as having a useful life of five or more years and cannot have a recurring capital outlay such as a motor vehicle or a fire engine. It also clarifies that a capital outlay does not include maintenance expenses such as fixing a leaking roof or painting park benches. - A capital improvement must be a City asset and have a cost of$50,000 or more, with few exceptions. - Salt Lake City aims to maintain its physical assets at a level adequate to protect its capital investments and minimize maintenance and replacement costs. - Priorities given to projects that preserve and protect the health and safety of the community; are mandated by the state and/or federal government and provide for the renovation of existing facilities resulting in the preservation of the community's prior investment. - The recapture of Capital Improvement Program funds during the first budget amendment of each year if an existing balance remains on a completed project. - Debt Service(excluding G.O. Bonding) 121 MAYOR'S ilk RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM FY2022-23 Capital Improvement Allocations Salt Lake City's FY2022-23 recommended CIP budget appropriates $345,912,595 for CIP, utilizing General Funds, Class"C" Funds, Impact Fee Funds, Quarter Cent Tax Funds, Redevelopment Agency Funds, Enterprise Funds, and other public and private funds. The City's General Fund accounts for all debt service on outstanding Sales and Excise Tax Revenue bonds through a payment from the City CIP contribution, except for the Eccles Theater project.The Library Fund covers the Local Building Authority Lease Revenue bonds for Glendale and Marmalade Libraries while debt associated with the construction of two fire stations is funded through the General Fund. Funds to pay debt service are included in the recommended annual budget of$10,243,296. Outstanding Sales and Excise Tax Revenue bonds financed a variety of the City's capital improvement projects. A total of$17,189,536 was recommended for Transportation Infrastructure, rehabilitation, and capital improvement of deteriorated streets city-wide. Of this amount the budget appropriates $6,157,034 general fund, $3,000,000 of Class"C"fund, $1,522,000 of Impact Fee funds, and $5,000,000 in Cent Tax funding. Such projects include transportation safety improvements, Complete Streets Reconstruction, alleyway improvements, and bridge replacement. The recommended budget for Parks,Trails, and Open Space capital improvement projects includes a total appropriation of$4,043,393 from various funding sources.This includes a variety of enhancements in RAC, urban farm development, community gardens, memorial tree groves and the development of a Public Lands Asset Management Plan. Public Facilities' capital improvement recommended budget includes a total appropriation of$1,790,149 from the general fund for improvements listed in the Facilities Capital Asset Replacement Program to retire long overdue deferred capital replacement projects and an expansion to the Streets Steam Bay. Capital Projects The CIP pages include details for each recommended project the for the FY2022-23 Budget.These pages provide a breakout of the funding recommendations and future costs associated with each project The total for capital projects in the FY2022-23 budget is $ $21,230,070. Maintenance Projects The recommended CIP budget consists of projects that meet the City's definition of CIP of over$50,000 (for capitalization) but are ongoing in nature.These funds help maintain capital investments, ensure longevity, and decrease the need for new capital expenditures to replace the City's current valuable assets. The Administration has reviewed each project and determined if it was a new capital expenditure or an ongoing maintenance project. The CIP pages provide any maintenance details. The total funding recommended for FY2022-23 maintenance projects is $2,173,008. Enterprise Fund Projects The City's enterprise functions;Airport, Water, Sewer, Storm Water, Redevelopment, Refuse Collection and Golf- are by nature,very capital intensive. The budgets for these activities reflect the need to maintain the integrity and capacity of the current capital infrastructure and its functionality. Airport Fund-The Department of Airports is an enterprise fund of Salt Lake City Corporation and does not receive any general fund revenues to support the operation of the City's system of airports.The Department of Airports has 619 full-time employee positions and is responsible for managing, developing, and promoting airports that provide quality transportation facilities and services, and a convenient travel experience. The Fiscal Year 2023 budget is the airports first budget that is focused on moving past the financial impacts of Covid-19 as enplanements traffic and revenues are set to exceed those levels prior to the global pandemic.The Salt 122 MAYOR'S ilk RECOMMENDED BUDGET Fiscal Year2022-23 CAPITAL IMPROVEMENT PROGRAM Lake City International Airport continues to benefit from the American Rescue Plan Act(ARPA)as well as the recently announced Bipartisan Infrastructure Law(BIL). These grants will continue to offset operating and maintenance expenses that will lower the landing fee and terminal rents charged in FY23 as well as provide much needed and critical funding for airport capital infrastructure projects. Passenger demand continues to increase on a monthly basis, and as such,the Department of Airports will act prudently in managing the FY23 budget and look for ways to continue to save operating and capital expenses where feasible, while also looking for ways to strengthen our revenues. The developed FY23 budget continues to provide positive financial benefits with increased passengers and revenues that help offset increased operating expenses.The Department of Airports will continue to fund important capital projects.These projects include the Terminal Redevelopment Program (TRP) and the North Concourse Program (NCP),which together are called the New SLC. In addition, critical projects found in the airfield,terminal, and auxiliary airports will continue to be funded to ensure that all Airport owned facilities keep up with critical infrastructure to support the growth we are currently experiencing as well as the growth we are projecting into future years. Public Utilities Funds-Salt Lake City Department of Public Utilities (SLCDPU) has four distinct utilities, water, sewer, storm water, and street lighting. Each utility is operated as a separate enterprise fund. Tax money is not used to fund these services. Funding for SLCDPU capital expenditures comes from user fees,fund reserves, revenue bonds, and occasionally a grant. The department is utilizing a Water Infrastructure Financing Innovation Act(WIFIA) loan to finance a portion of the water reclamation facility construction. Customers pay for the services they receive through utility rates that have been established for each fund. The rates were developed on a cost-of-service basis. Our utilities are infrastructure intensive, and administration of these assets requires long term project and financial planning. The SLCDPU capital budget is shown by fund with subcategory cost centers under each. In fiscal year 2023,the department has over 150 capital projects between the four funds as well as continuing work on existing projects. Many of the capital projects in Public Utilities cover multiple fiscal years. It is common for projects designed in one year and be constructed in subsequent years. The budget includes projects rated as a high priority in the Department's Capital Asset Program (CAP). The replacement of the water reclamation facility is the largest project undertaken by SLCDPU. Other elements of our systems are also experiencing aging problems and will require increasing attention in the future. For example, our three water treatment plants were built in the 1950's and early 60's. Planning is underway for each of the three plants to determine the best approaches for their replacement. A unique aspect of capital projects in SLCDPU is that Federal, State, and local regulations affect many of our priorities. Adding to the complexity are water rights and exchange agreement obligations. RDA Funds-The Redevelopment Agency of Salt Lake City(RDA) strengthens neighborhoods and commercial districts to improve livability, create economic opportunity and foster authentic, equitable communities. The RDA utilizes a powerful set of financial and planning tools to support strategic development projects that enhance the City's housing opportunities, commercial vitality, public spaces, and environmental sustainability.The RDA's primary source of funds for the projects include property tax increment and program income revenue, depending on the specific budget account. The RDA often participates with Salt Lake City in the redevelopment or construction of city owned infrastructure projects.As part of the RDA Budget Policy, Capital Projects are defined as any project that anticipates multi-year funding. The allocation of funds for these projects is part of the budget approval process and is typically contingent on the RDA Board authorizing appropriation once the specific projects costs and details are known. Depending on the project,the timeline for this process may not follow the City's CIP schedule or requirements for approval. The RDA fiscal year 2023 budget process proposes three potential City infrastructure projects. The Japantown project is an allocation of funds to support implementation of the Design Strategy. Improvements could include infrastructure, utility work, lighting, site furniture, public art, etc. The Main Street project is an allocation of funds to support the transition of Main Street to a pedestrian-first promenade. Funds would primarily be used to hire a consultant to provide design/planning work, code analysis, phasing, and stakeholder engagement. The West Capitol Hill project provides additional funds to current projects which includes construction of Marmalade Plaza, a public open space and mid-block connection adjacent to the Marmalade Library. 123 MAYOR'S ilk RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Sustainability Fund-Sustainability operations enable continuing compliance with federal, stand and local regulations related to landfill gas collection, closing portions of the landfill, and constructing a new landfill cell within the permitted footprint included in the master plan. Sustainability proposed no projects for FY2022-23. Golf Fund-The Golf Division operates seven full-service golf courses at six Salt Lake City locations providing quality recreational experiences at a competitive price for Salt Lake City residents and visitors from surrounding cities and various out of state locations. Golf Course Capital Projects are funded, primarily,from excess revenue generated by user fees. Over the past several years, expenses have outpaced revenues and have limited Golf's ability to self-fund most if not all non-emergency Capital Projects. In 2012, a Golf CIP Fund was established that allocates $1 per every 9 holes played and 9%from all annual pass sales toward building funds that can be used exclusively for Capital Projects. Until FY 2019,these funds had not been released for use as the fund balance was needed to provide a fund balance offset against a fund deficit.As part of the FY22 budget proposal,the Golf Division implemented a Golf CIP Fee increase from $1 to $2 per every 9 holes played, beginning in January 2022, in order to bring more capital into the Golf CIP Fund to increase funding from this source for additional future projects. As part of a multi-year plan to upgrade vital maintenance equipment at all courses,the Golf Division will be using $856,502 in FY23 to purchase additional equipment. The Golf Division has budgeted $4,050,000 for Capital Improvement Projects in FY23. The Golf Division is undertaking a four-year project to improve tee box hitting surfaces by re-leveling and re-sodding many of the tee box areas at each course and have allocated $60,000 in FY23 from the Golf CIP Fund.The Golf Division is undertaking a multi-year project to repair existing cart paths and construct some new carts paths and has allocated $950,000 for FY23. Other significant projects include new HVAC system at the Mountain Dell clubhouse, Roof improvements at the Nibley Park clubhouse, On-course restrooms at Nibley Park, Forest Dale and Glendale golf courses. The Golf Division is anticipating receiving a matching federal WaterSMART grant to assist in funding a new irrigation system at the Rose Park Golf Course. The award should be announced in May of 2022. If the grant is not awarded, approximately$2 million of CIP projects will be suspended to help fund the Rose Park irrigation system. 124 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GFFOF CLASSC FEES TAX OTHER TOTAL Debt Service Projects Sales Tax Series $2,500 $2,500 2012A Bond Sales Tax Series $363,660 $363,660 2013B Bond Sales Tax Series $749,937 $749,937 2014B Bond Sales Tax Series $2,014,623 $2,014,623 2016A Bond • Sales Tax Series $365,285 $365,285 L 2019 A Bond ai v^ Sales Tax Series $476,422 $476,422 .0 2021 Bond cu o (Refunding 2013B, LBA2013A &2014A) Sales Tax Series $4,393,161 $4,393,161 2022 Bond B&C Roads $981,208 $981,208 Series 2014 ESCO Debt $896,500 $896,500 Service to Bond Debt Service $10,243,296 $- $- $- $- $- $10,243,296 Projects Total Ongoing Projects Crime Lab $600,000 $600,000 Facilities $350,000 $350,000 by Maintenance Public Lands $250,000 $2,000,000 $2,250,000 ono Maintenance c O Community and $700,000 $700,000 Neighborhoods- Maintenance Ongoing Projects $1,900,000 $2,000,000 $- $- $- $- $3,900,000 Total Other Ongoing Complete Streets $3,000,000 $3,000,000 to a Public Services- $ 154,000 $154,000 oo Smiths Ballfield c Public Services- $ 148,505 $148,505 O ESCO County a, Steiner t 0 Public Services- $ 68,554 $68,554 Memorial House Other Ongoing $- $- $- $- $3,000,000 $371,059 $3,371,059 125 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL Bridge $ 108,008 $65,000 $173,008 c Preservation AI c 2022/2023 a, c Maintenance $108,008 $65,000 $- $- $- $- $173,008 Funded Projects Total New/ Maintenance Projects Total 400 South Safety $ 513,313 $513,313 Improvements 200 South $2,700,242 $2,643 $252,000 $ 1,300,000 $4,254,885 Reconstruction/ Transit Corridor Supplement Three Creeks $ 1,359,130 $1,359,130 West Roadways '300 North $ 500,000 $40,000 $540,000 Complete Street Reconstruction Supplement Rose Park $ 160,819 $160,819 Neighborhood Center Community Garden Street $3,000,000 $3,000,000 a Improvements u 2022/2023 Public Lands $ 160,160 $160,160 ZAsset Management Plan Transit Capital for $990,000 $ 110,000 $1,100,000 Frequent Transit Routes/ Operational Investments Facilities Asset $ 1,192,357 $1,192,357 Renewal Plan FY23 Bridge $3,700,000 $3,700,000 Replacement(650 North over Jordan River) Public Way $436,281 $436,281 Concrete 2022/2023 Alleyway $ 142,919 $142,919 Improvements 2022/2023 Urban Farm $425,040 $425,040 Development at 2200 West 126 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL RAC Playground $ 521,564 $521,564 Phase II 700 South(Phase $850,000 $ 1,120,000 $1,970,000 i 7,4600 W to 5000 3 900 South River $287,848 $287,848 c Park Soccer Field c Memorial Tree $867,962 $867,962 u Groves Design Streets Steam Bay $597,792 $597,792 a Expansion Restoration of $2,000,000 $2,000,000 CCB Reimburse Z Hand Held Radios $3,700,000 $3,700,000 New Projects $12,534,877 $3,035,000 $3,000,000 $3,360,193 $5,000,000 $- $26,930,070 Total Cost Overrun $ 208,143 $208,143 Percent for Art $ 156,107 $156,107 Total General $25,150,431 $5,100,000 $3,000,000 $3,360,193 $8,000,000 $371,059 $44,981,683 Fund/Other Fund/Class C Fund/Impact Fee Fund/CDBG Fund/Surplus Land Fund CIP Projects. City Infrastructure Projects(CIP Ballpark Trax Stop $ 550,000 $550,000 0 Crosswalks on co 1300 South 0 u 400 South Bus $ 172,000 $172,000 Stop Improvements Total CDBG $722,000 $722,000 127 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL Other Fund Capital Improvement Programs Airport CIP Projects Concourse B- $ 5,290,000 $5,290,000 Maintenance Facilities and Shell Space Stairs to Access $ 153,000 $153,000 Pedestrian Bridges Roofs Pump House#9 $463,000 $463,000 Renovations (Construction) Cylinder Saddle $379,000 $379,000 Tanks for Runway Deicer Fluid Gate 39 $2,318,000 $2,318,000 Reconstruction (Construction) SkyWest Hangar $934,000 $934,000 Taxilane Reconstruction Taxiway E $ 6,469,000 $6,469,000 Reconstruction 4., F1-F2 s_ a South Valley $3,018,000 $3,018,000 y Regional Airport Q Hangar Site Development South Valley $4,235,500 $4,235,500 Regional Airport- T-Hangars Skydive Utah $490,000 $490,000 Taxilane and Apron South Valley $459,000 $459,000 Regional Airport Vitek Hangar Apron Construction Booth 10 $265,000 $265,000 Restroom Installation Ground $ 153,000 $153,000 Transportation Staging Lot Study &Mocifications Ground $ 678,000 $678,000 Transportation Staging Lot Restroom&EVC Stations 128 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL Park and Wait Lot $ 1,413,000 $1,413,000 Expansion Terminal Front $2,037,000 $2,037,000 Access Road Improvements Equipment $3,923,000 $3,923,000 Storage Building (Construction) Replace PVC Roof $337,000 $337,000 Membrane on v NS1 (Roads& a) Grounds Maint c Bldg) c Replace PVC Roof $76,000 $76,000 o &Greenhouse .-- Panelson NS14 +J 0 Electrical & $ 5,746,000 $5,746,000 ? Communications Q Duct Bank from AOC to Gate 7 Electric Vehicle $477,000 $477,000 Charging Stations (FY2023) South Employee $2,500,000 $2,500,000 Parking Lot Development Program(Design) Total Airport CIP $41,813,500 $41,813,500 Projects Golf CIP Projects Tee Box Leveling $ 60,000 $60,000 Pump $20,000 $20,000 Replacement Maintenance $856,502 $856,502 Equipment Short Course $ 50,000 $50,000 Design w p Property Fencing $ 100,000 $100,000 0 Project New Construction $ 1,525,000 $1,525,000 Projects Building $820,000 $820,000 Improvements Cart Path $ 1,475,000 $1,475,000 Improvements Total Golf CIP $4,906,502 $4,906,502 Projects 129 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL Public Utilities CIP Projects Water Main $ 16,893,000 $16,893,000 Replacements Treatment Plant $9,200,000 $9,200,000 Improvements Deep Pump Wells $996,000 $996,000 Meter Chang-Out $3,100,000 $3,100,000 Programs Water Service $3,500,000 $3,500,000 Connections Storage $2,125,000 $2,125,000 Reservoirs Pumping Plants& $ 50,000 $50,000 Pump Houses cu Culverts, Flumes $ 1,615,000 $1,615,000 &Bridges M Distribution $ 1,410,000 $1,410,000 u Reservoirs(Tanks) = Landscaping $ 100,000 $100,000 a Treatment Plants $178,739,910 $178,739,910 Collection Lines $24,385,000 $24,385,000 Lift Stations $2,760,000 $2,760,000 Storm Drain Lines $4,625,000 $4,625,000 Riparian Corridor $250,000 $250,000 Improvements Landscaping $ 100,000 $100,000 Storm Water Lift $750,000 $750,000 Stations Street Lighting $2,240,000 $2,240,000 Projects Total Public $252,838,910 $252,838,910 Utilities CIP Projects Redevelopment Agency(RDA)CIP Projects Japantown $250,000 $250,000 a C Main Street $300,000 $300,000 w Closure West Capitol Hill $ 100,000 $100,000 Projects Total RDA CIP $650,000 $650,000 Projects 130 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM Salt Lake City General Fund/Class C/ Impact Fee/ Enterprise Fund/Other CIP Summary Fiscal Year 2023 IMPACT '/4C SALES PROJECT GF GF FOF CLASS C FEES TAX OTHER TOTAL Sustainability CIP Projects +> - a+ rts .772 Ts a+ (11 N Total $- $- Sustainability CIP Projects Total Enterprise and Other Fund $300,930,912 $300,930,912 CIP GRAND TOTAL $25,150,431 $5,100,000 $3,000,000 $3,360,193 $8,000,000 $301,301,971 $345,912,595 131 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 CAPITAL IMPROVEMENT PROGRAM This page intentionally left blank 132 Department 7% - , 16,14, ,. ..t. ...it 4 ,, , . . No • •.., 7--76. -3,—. . 1 a ' ...pr M .. . 1. .4 pi ,,.... . .( _ ., r I; ram• J +' E�IIfii prilliplionso. _.. __.,__ . C f . ' • f 14 I' 4. `s 'V ; is i p role ��• if ,�i , III ,I ! - - .-- . . 4* *I M 1-- 4.4. ii91 1 l • 1.01111 710 . ' lit'' "7.4' .V1 r't . ' fq !Ph ' '!'/ 1 /lir Ari4 V • ' "ki tI .t ' �,��.1' AI \ 1%, �", 1 if tip 4 fric k 41 iii t t 41 �'�. ,� I i 1 .lit ' r !(I k 11!l l r!,,� nit 1` (� III , 1 .11 ( Alei/ 1r:Aill." i;P',:wi, sk, til/i ,(11/ r/ Ijj otoN oc,�J4., �M :�. ro• �<��, • it ,‘ 1 ► ► , ,', .gip• 1 F 1 ,� li pit1610 t Ili . /, ,,,, o , ,,� 1. . I,1 0 Of)4443 :.4 , , 4 ;IA i3Oh, .r. - 1 pl 114 2‘ p1 li .g':',.7. . 'VY' r ; ;04 , is 1�� 0 L . IF t 1 ,, f 1 '''(1 i 4.41r#141 1 pk) i 3 Budgets This page has been intentionally left blank 4MAYOR'S I RECOMMENDED BUDGET Fiscal Year2022-23 OFFICE OF THE CITY COUNCIL OFFICE OF THE CITY COUNCIL Organizational Structure Fiscal Year 2022-23 Office of the City Council 1 . Victoria Petro-Eschler 2. Alexander Puy 3. Chris Wharton 4. Ana Valdemoros 5. Darin Mano (Vice-Chair) 6. Dan Dugan (Chair) 7. Amy Fowler Community Relations Council Staff Communications Budget Analysis Cindy Gust-Jenson Policy Analysis Executive Director Community Development Intergovernmental Coordination Legislative Oversight Legislative Audit 135 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL Office of the City Council Cindy Gust Jenson, Executive Director FY 2022-23 FY 2020-21 FY 2021-22 Recommended FY 2022-23 Actuals Adopted Budget Budget FTE DEPARTMENT BUDGET Personal Services 3,310,203 4,000,958 4,816,835 0&M 4,970 58,800 58,800 Charges&Services 722,712 839,501 905,841 Capital Expenditures 4,584 2,000 2,000 Total Office of the City Council 4,042,469 4,901,259 5,783,476 DIVISION BUDGETS Community Affairs 3,895,648 4,551,159 5,433,376 36.00 Legislative Non-Departmental 146,821 350,100 350,100 Total Office of the City Council 4,042,469 4,901,259 5,783,476 FUNDING SOURCES General Fund 4,042,469 4,901,259 5,783,476 36.00 Total Office of the City Council 4,042,469 4,901,259 5,783,476 FTE by Fiscal Year 35.00 35.00 36.00 FY 2023 Department Budget Capital Expenditures 2,000 Charges&Services 905,841 O&M - 58,800 Personal Services 4,816,835 136 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL Office of the City Council Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes 110,568 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in tie first part of the current fiscal year. Pension Changes 3,088 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 20,088 This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book. Salary Proposal 151,885 This increase reflects the City Council Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 182,677 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 113,911 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Constituent Liaison/Policy Analyst(Grade 17) 117,500 The budget includes funding for a new Constituent Liaison/Policy Analyst position within the Council Office. Council Outreach and Communications 70,000 The budget includes funding for mailers from the City Council office. Part-time/Intern Assistants 112,500 Funding for additional interns is included in the budget. 137 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY COUNCIL This page has been intentionally left blank 138 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF MAYOR m OFFICE OF THE MAYOR Organizational Structure Fiscal Year 2022-23 Office of the Mayor Erin Mendenhall Gabby Romney Executive Assistant Mayor ITracy Pattillo Lisa Shaffer ` Office Manager Chief Admin. Officer , Rachel Otto ` Chief of Staff Admin Assistants Department Leadership iApril Patterson Executive Assistant Vacant � J Executive Assistant Policy Advisor Kaletta Lynch / Equity Manager Chief Equity Officer Weston Clark Community Liaisons Equity Coordinator for and Director of the Dir. of Community Special Projects & Equity Special Projects Office of Equity and Outreach Coordinator Inclusion Comms. Manager Andrew Johnston Content Coordinator Andrew Wittenberg Director of Dir. of Homelessness Policy Communications and Outreach / � Vacant Deputy Chief of Staff 139 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF MAYOR Office of the Mayor Erin Mendenhall, Mayor of Salt Lake City FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 2,918,856 4,006,865 5,118,404 0&M 32,433 84,703 84,703 Charges&Services 533,757 669,712 1,424,382 Capital Expenditures — 500 60,500 Total Office of the Mayor 3,485,045 4,761,780 6,687,989 DIVISION BUDGETS Community Affairs 95,581 734,111 1,023,918 5.00 Executive Staff 3,389,464 4,027,669 5,664,071 27.00 Total Office of the Mayor 3,485,045 4,761,780 6,687,989 FUNDING SOURCES General Fund 3,485,045 4,761,780 6,687,989 32.00 Total Office of the Mayor 3,485,045 4,761,780 6,687,989 FTE by Fiscal Year 26.00 30.00 32.00 FY 2023 Department Budget Capital Expenditures 60,500 Personal Services Charges &Service 5,118,404 1,424,382 O & M 84,703 140 406 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF MAYOR Office of the Mayor Changes discussed below represent adjustments to the FY 2022-23 adopted budget. Personal Services Base to Base Changes -41962 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay acjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes 11,075 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 22,384 This increase reflects the cost of insurance for the City Council as described in the Budget Summary section of the Budget Book. Salary Proposal 92,588 This increase reflects the Mayor's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 250,152 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 122,663 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#6: Executive Assistant 94,208 The budget includes funding for an Executive Assistant position for the Mayor's Office. The position was added in budget amendment#6 of fiscal year 2022. Policy Issues Move REP Commission Senior Staff Position Funding(From Non-Departmental) 190,000 This positions funding was in Non-departmental. Moving funding to where the FTE is located. Remove Sponsorship Awards(One-time) -5,000 The budget reduces one-time funding for sponsorships for non-profits at small events such as sponsorship tables. Remove Cultural Ambassador Pilot Program (One-time) -9,850 The budget recommendation removes one-time funding for Community Cultural Ambassadors program. Art Under the Bypass(One-time) 60,000 Funding is being recommended for maintenance for an art installation from a number of year's back that the City agreed to maintain. City County Building Police Presence 177,800 This funding is included to fund a police officer in the CCB five days per week during building hours, including evenings when Planning Commission or City Council is meeting. 141 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF MAYOR Language Access Unified Budget 300,000 As part of the Language Access Plan and policy, the Mayor's Office is unifying the translation and interpretation budget under the Office of Diversity, Equity, and Inclusion to streamline and and to help ensure that the City moves toward consistent translation and interpretation services across departments. Stipends for Boards and Commissions 119,120 The budget includes funding to increase the ability for all community members to be able to participate on boards and commissions, the mayor is proposing a stipend. This amount represents $40/meeting for all boards, beginning in October of this year. Fleet Block Engagement 100,000 This funding is intended to secure an outside expert to advise the City on the Fleet Block development process and help ensure that the City is engaging and including all stakeholders. City Staff Appreciation 60,000 Funding is being recommended for winter and summer gatherings and gifts for City employees. Deputy CAO (Grade 39)(10 Months) 183,031 Funding is included for a Deputy Chief Administrative Officer(CAO) positions. This position will assist the existing CAO with priority projects. Citywide Promotional Branding 200,000 The budget includes funding for a set aside for citywide promotion in advance of the NBA All- Star Game and Outdoor Retailers. This page has been intentionally left blank 142 4 MAYOR'S I RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS DEPARTMENT OF AIRPORTS Organizational Structure Fiscal Year 2022-23 Cate Brabson & Megan Chief Operating Officer Office of the Director DePaulis Pete Higgins William W. Wyatt -- - Legal Counsel / Executive Director of Airports �CityAttorney's Office I Legal Services Contractual Agreement Reviews Budget Development ..-- Accounting& Reporting ( \ Auditing Finance and Accounting Operations a'r`ield&Terminal Operations Rates and Charges Brian Butler Treber Anderson - -t-aft Rescue&Fire Fighting Passenger Facility Charges - cort Shuttle&Landside Ops Financial Forecasting Director/Chief Financial Director _rgency&Safety Programs Airport Statistics Officer J Control Center&Security Mgmt Grant Acquisition Bond Management Property Management Commercial Services Maintenance Facility MaintenanceAirfield,Roads&Grounds Land Acquisitions Shane Andreasen Ed Clayson Maintenance Contracts Development Risk Management Director Director Electrical Maintenance Commercial Services Fleet Maintenance / _ Deicing Plant Management Capital Planning& (JPlanningand Env. Prog. \ Engineering Engineering&Architect.Svcs Programming Brady Fredrickson Pete Higgins Project Planning and Dev. Environmental Programs Construction Administration DBE Programs Director Acting Director GIS and Mapping PP g Design and Inspection 1 7- Informaton Info. Tech. Services Pub. Rel. and Marketing Public Relations Programs Technology Support Edwin Cherry Nancy Volmer Media Response Telecommunications Technical Systems Director Director Air Service Development Maintenance / Marketing Operational Readiness & Transition Director Medardo Gomez 143 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS Department of Airports Airport Overview The Salt Lake City Department of Airports manages Salt Lake City International Airport (the Airport), Tooele Valley Airport, and South Valley Regional Airport. The Airport serves a multi-state region and consists of three air carrier runways and a general aviation runway and is classified as a large hub airport. The Airport's extensive route network served over 13.1 million enplanements in FY2019. Enplaned passengers are estimated to increase approximately 21.1% from the FY2022 budget of 11.5 million enplanements to 13.9 million enplanements for FY2023. In September of 2020, the Airport opened portions of phase one of the new airport, which included a new terminal, the gateway center, concourse A west and a new parking garage. A portion of concourse B west was opened in October of 2020. By the end of April of 2021, the old Airport facilities were completely demolished to make way for phase two of the new airport. During FY2022 and continuing into FY2023, Concourse A east will be completed with 4 gates opening in the Spring of 2023 and the remaining 18 gates opening in the Fall of 2023. In addition, the Central Tunnel and 4 gates on Concourse B east will be complete by the Fall of 2024. Tooele Valley Airport is a general aviation reliever airport to the Airport. It has one runway and support services are on-demand only. South Valley Regional Airport is also a general aviation reliever airport. It also has one runway and is a base for a Utah National Guard military helicopter unit. The Department of Airports is an Enterprise Fund. It is not supported by property taxes, General Funds of local governments or special district taxes. Capital funding requirements for FY2023 are met from earnings, passenger facility charges, customer facility charges, general airport revenue bonds (GARBS), Federal Aviation Administration grants under the Airport Improvement Program, and State grants. Mission and Vision Statement The mission of the Salt Lake City Department of Airports is to develop and manage a system of airports, owned by Salt Lake City, which provides quality transportation facilities and services to optimize convenience, safety, and efficiency for aviation customers. The vision is to achieve excellence and unprecedented customer service in making Salt Lake City among the most convenient and efficient air transportation centers in the world. Department Performance Measurements Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Pass the Transportation Security Administration's annual security Passed Passed Passed Passed Pass inspection,TSR 1542 Security Regulations Pass the annual certification by the Passed Passed Passed Passed Pass FAA per Regulation 139 Maintain airfield runway operating >95% >95% >95% >95% >95% capacity rate of not less than 95% The Airport Enterprise Fund will maintain adequate cash reserves of >25% >25% >25% >25% >25% 25% of their operating expenditures Target cost per enplaned passenger 3.90 5.41 11.25* 11.56* 8.16* of not greater than $7.00 *Reflects impacts of COVID-19 144 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS Salt Lake City Department of Airports William W. Wyatt, Department Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 50,586,137 55,030,100 62,544,471 O&M 11,041,426 14,898,000 17,492,700 Charges&Services 73,642,490 93,673,000 115,087,200 Interest&Bond Expenses 86,614,436 145,744,600 139,833,200 Capital Expenditures 562,730,177 397,296,800 49,574,100 Transfers Out — 150,000 150,000 Total Department of Airports 784,614,666 706,792,500 384,681,671 DIVISION BUDGETS Office of the Director 1,319,027 1,957,882 2,079,942 6.00 Finance&Accounting 654,063,519 546,122,886 204,495,275 16.50 Operation 37,581,976 48,453,663 55,907,488 196.80 Commercial Services 4,598,432 7,749,320 6,194,728 16.00 Maintenance 62,928,896 73,664,874 82,419,899 294.50 Planning and Environmental 1,370,099 1,926,509 2,132,218 9.00 Engineering 2,959,814 3,850,577 3,938,376 31.00 Information Technology 9,550,486 12,844,706 15,260,060 37.00 Public Relations and Marketing 1,421,194 1,673,083 1,778,685 4.00 Airport Police 8,821,223 8,549,000 10,475,000 Total Department of Airports 784,614,666 706,792,500 384,681,671 FUNDING SOURCES Airport Fund 230,923,713 315,634,500 342,868,171 610.80 Airport Terminal Redevelopment 553,690,953 391,158,000 41,813,500 Total Department of Airports 784,614,666 706,792,500 384,681,671 FTE by Fiscal Year 610.80 610.80 610.80 145 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF AIRPORTS FY 2023 Department Budget Personal Service s'\ O & M 62,544,471 / 17,492,700 Transfers Out 150,000 Capital Expenditures Charges &Services 49,574,100 115,087,200 Interest& Bond Expenses 139,833,200 146 MAYOR'S 410r1 RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY OFFICE OF THE CITY ATTORNEY Organizational Structure Fiscal Year 2022-23 I Office of the City Attorney Katherine Lewis I City Attorney I City Attorney's Office (Civil Prosecutor's Office Sim Gill Division) Katherine Lewis City Prosecutor City Attorney Mayor, City Council and Executive- - Criminal Screening,Litigation and Appeals Support Citizen Screenings Litigation Fusion Center Support Risk Management Res#ora#iveJus#icePrograms Department/Division Counsels Special Assignments Recorder's Office Risk Management — Cindy Lou Trishman Tamra Turpin City Recorder Risk Manager i Records Management Property Elections Liability Claims Workers'Compensation Loss Prevention 147 MAYOR'S jpi RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY Office of the Salt Lake City Attorney Department Vision Statement Our goal is to be valued and trusted partners, recognized and relied upon for our expertise, creativity, and commitment to advancing the City's goals. Department Mission Statement The City Attorney's Office's mission is to provide high-quality, timely legal advice to the City and be relied upon as a trusted, productive, and positive City team member. Department Overview The Office of the Salt Lake City Attorney includes a section responsible for civil matters and administration, a section responsible for risk management, and a section responsible for prosecutions or criminal matters and the Office of the City Recorder. The Office of the Salt Lake City Attorney strives to supervise and coordinate efforts of its four Divisions. From an administrative perspective, the Office closely coordinates with Risk Management on litigation matters and claims submitted against the City. The City Attorney also works with the Prosecutor's Office on budgetary and administrative matters and works with the Recorder's Office to serve the City's goals of transparency and compliance with the law. Department Performance Measurements Measure 2018 Actual 2019 Actual 2020 Actuals 2021 Actuals 2022 Projected Maintain an hourly rate for services provided by the City Attorney's Office (CAO)to less than 50%of the 40% 50% 50% TBD 50% average rates the City pays for outside counsel Maintain the number of open litigation holds to less 7%Decrease 3%Decrease 1%increase TBD than a 10%increase from year to year Maintain the number of open litigation cases to less 11%Increase 11%Decrease 1%increase TBD than a 10%increase from year to year Maintain a disposition rate of 85%or higher. 90% 90% 80% TBD 85% Have City Council Minutes approved and available to 90% 95% 70% TBD 95% the public within 30 days at least 95%of the time. Number of GRAMA requests received by the City 10,393 14,899 14,929 TBD 15,500 annually Annual percentage increase in GRAMA requests (27)% 36% .2% TBD Process,activate,and digitize all contracts entered into on behalf of Salt Lake City within three working days 100% 100% 90% TBD 100% 100%of the time Number of workers'compensation claims filed, based 279 275 571 TBD 570 on date of injury Number of property damage claims filed, based on 215 241 172 TBD 209 date of loss. Number of bodily injury claims filed, based on date of 41 30 31 TBD 34 loss 148 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY Salt Lake City Attorney's Office Katherine Lewis, City Attorney FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 6,790,336 8,257,264 9,086,342 0&M 53,813 98,845 98,846 Charges&Services 5,228,624 6,689,672 7,655,721 Capital Expenditures 21,510 30,840 30,840 Total Attorney's Office 12,094,283 15,076,621 16,871,748 DIVISION BUDGETS City Attorney's Office(Civil Division) 4,026,471 6,390,080 7,214,860 28.00 City Recorder 674,700 831,105 1,222,358 8.75 Risk Management 4,188,389 4,113,406 4,627,849 3.00 Prosecutor's Office 3,204,723 3,742,030 3,806,682 30.25 Total Attorney's Office 12,094,283 15,076,621 16,871,748 FUNDING SOURCES General Fund 6,813,233 8,029,302 9,074,133 58.50 Governmental Immunity Fund 1,460,608 2,933,913 3,169,767 9.00 Risk Fund 3,820,442 4,113,406 4,627,849 2.50 Total Attorney's Office 12,094,283 15,076,621 16,871,748.43 FTE by Fiscal Year 60.75 66.75 70.00 FY 2023 Department Budget Capital 'N Expenditures, Personal Services, 30,840 9,086,341.55 Charges and Services, 7,655,720.88 0 & M, 98,846 149 OFFICE OF THE CITY ATTORNEY Office of the Salt Lake City Attorney Changes discussed below represent adjustments to the FY 2021-22 adopted General Fund budget. Personal Services Base to Base Changes (385,016) Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 17,870 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 3,976 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 35,948 This increase reflects a change in the cost of insurance for the Attorneys'Office as described in the Budget Summary section of the Budget Book. Salary Proposal 262,272 This increase reflects the Attorney's Office portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 266,000 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee(CCAC). Budget Amendment#2: Salary Changes 215,323 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#2: Minutes and Records Clerk 87,740 Policy Issues Remove Office Victim Advocate- Grant Funding Match (One-time) (18,500) In fiscal year 2022, the City received funding for a Victim Advocate through a grant.The grant required an $18,500 match. The budget removes the one-time funding. Special Consultant- Union Negotiations, CRB Outside Counsel 111,600 Union Negotiations, CRB outside counsel, and the Title VI consultant are areas of importance to the City. Responsibility for coordinating outside counsel and consultants, review of work, and payments resides within the Attorney's office. These above-mentioned items have grown in scope or are new responsibilities for the office. EDiscovery Tech Contract Increases(Westlaw Contract) 10,908 The recommended budget includes funding for increased costs associated with Westlaw,the City's legal research tool. Primegov-Admin (Transmittals, Laserfiche Connection &OMPA Practice 50,000 As an effort to streamline and support the Administration's approval process through Transmittal development and Boards &Commissions Support,the Primegov software will be a resource connecting to Laserfiche, as well as establishing consistency in OPMA practice. Election Costs(SL County&Communications Prep) (Contractual) 15,000 In 2023, a potential increase will be consideration of whether Ranked Choice Voting Pilot Project is a desirable approach for Salt Lake City. The recommended budget includes funds to cover additional printing/preparation costs as well as an increased funding cost for RCV. 150 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY Legal Secretary Ill (Attorney's Office)(Grade 18)(10 Months) 69,230 With the continued growth of the City we need to be sure the attorneys who give advice, represent and defend the city have the necessary support. We have 3 Legal secretaries who support 25 people in both litigation,transactional, and administrative work. Workloads are at an all time high and we believe adding a 4th Legal Secretary will allow us to better serve the city without danger of burnout. Litigation cases are becoming more sophisticated with increased use of technology, body cam footage, and political impact. We added a new Legal Secretary position last fiscal year expecting that that position would review plats 50% of the time and handle litigation work the remaining 50%. Plats have picked up to the extent that it now takes 90% of an FTE. Here is the number of cases in the last two years. As you can see we are already on track for an even busier year. Reclassify City Recorder Position (Grade 33 to Grade 35) 50,357 Our city recorder is paid at city market rate for grade 33 which is $48.58 market and we would like to reclass to 35 at $53.56 city market rate. The recorders office has taken on many new the responsibilities and we believe that compensation for this role should reelect the increased responsibilities in the focus areas of Our Growth, Our Community, and Our Family. Boards&Commissions Recognized Org Liaison (Grade 23)(10 Months) 83,175 Proposed to be an FTE managing Boards and Commission Training, Support Staff Training& Process Alignment for OPMA compliance, management of process for applications, interviews, and terms; and completing recognized community organization applications and renewals; raising policy level issues in these two areas for consideration.This new position will take the current work from the Mayor's office and place it in the Recorders office allowing for process consistency and streamlined communication with the elected offices and improving outreach efforts, especially in marginalized communities. Pay grade 23,Title to be created. Archive Clerk PT to FT(Grade 21)(10 Months) 57,027 Increasing staff workload for the clean-up of paper files and the move to digital has created a need for the Archives Clerk to move from a part-time to a full-time position. Due to the responsibility level, increased records requests, implementation of a Citywide retention policy, and consistent review and research of electronic and paper files, I am proposing this be made into a full-time position with a classification closely aligned with the Minutes & Records Clerk positions. Retention, Classification (6 positions; Recorders Office) 111,921 Six positions in the Recorders office have elevated responsibilities due to the level of service we have recently provided. The responsibilities now provide an increased opportunity to develop professionally, leading to a design of increased retention necessity and institutional knowledge developed through new training and processes. This relates to the Mayor's goals of growth and family 151 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 OFFICE OF THE CITY ATTORNEY This page has been intentionally left blank 152 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF COMMUNITY& NEIGHBORHOODS DEPARTMENT OF COMMUNITY & NEIGHBORHOODS Organizational Structure Fiscal Year 2022-23 Department of Community and CIP Admin Finance& Budget Impact Fee Admin Neighborhoods CDCIP Board Blake Thomas Brent Beck Real Estate Services Division Director Director 1 I Deputy Director Dep uty D i rector Tammy Hunsaker Orion Goff Community Services Development Services Federal Grant&Funding One Stop Shop/Accela Our Future Housing Stability Building Services permits Housing Rehab& Ton Milner Ken Anderson Construction Inspections Homeowner Program y Division Director Civil Enforcement Homeless Services Team Division Director Building Board of Appeals Housing Adv Appeals Bd. I % Urban Design Long Range Planning Youth Programs Youth and FamilyPlanningsubdivisions Community ProgramsZoning Regulations Sorseson Community Kim Thomas Nick Norris Current Planning Campus Division Director Division Director Planning Commission Historic Landmark Comm Appeals Hearing Officer Zoning Review DRT Development Review Planning and Programs Investigation,Permit Design Transportation Traffic Operations&Safety Jon Larsen Permit Parking Multi-Modal Transportation Division Director Trails Coordination Transportation Master Planning Transportation Advisory Bd. E-153 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF COMMUNITY& NEIGHBORHOODS Department of Community & Neighborhoods DEPARTMENT OVERVIEW 1 CAN Administration 2 Building Services 3 Housing and Neighborhood Development 4 Planning 5 Transportation 6 Youth and Family Blake Thomas, Director Orion Goff, Deputy Director Tammy Hunsaker, Deputy Director Mission Statement The Department of Community and Neighborhoods creates Sustainable, Equitable, Growing, and Opportunity-rich ("SEGO") communities and neighborhoods through emphases on: 1. Upward Mobility 2. Housing Choice 3. Community Investment 4. Transportation Options 5. A 15-Minute City, and 6. Safe and Healthy Built Environments. Department Performance Measurements 2021 2022 2023 Measure 2019 Actual 2020 Actual Actual Target Target Building Services Number of building safety 49,985 54,940 52,000 52,000 and code compliance inspections completed Transportation Number of Annual Service Requests (stop signs, speeding, signal timing, 723 724 958 800 800 parking, etc.) Planning Number of Planning Applications 1,122 1,097 975 975 received annually HAND Residents Assisted - Federal Direct 7,330 4,277 10,723 10,000 9,000 154 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF COMMUNITY& NEIGHBORHOODS Salt Lake City Department of Community & Neighborhoods Blake Thomas, Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 20,275,368 18,669,056 21,524,953 O&M 302,688 291,754 298,475 Charges&Services 3,332,479 5,437,156 7,014,459 Capital Expenditures 12,636 13,000 — Transfers Out 8,695,770 4,900,000 9,458,748 Total Community and Neighborhoods 32,618,941 29,310,966 38,296,635 DIVISION BUDGETS Building Services 6,636,605 6,394,224 7,209,567 63.00 Office of the Director 1,709,299 1,858,219 2,839,519 15.00 Engineering 4,843,208 — — — Housing Stability 4,346,941 6,217,401 7,711,919 21.00 Planning 3,233,930 4,584,931 4,939,342 41.00 Transportation 11,848,958 8,034,077 13,030,069 28.00 Total Community and 32,618,941 29,310,966 38,296,635 Neighborhoods FUNDING SOURCES General Fund 23,556,363 24,003,824 28,837,887 188.00 Transportation Fund 9,062,578 5,307,142 9,458,748 Total Community and 32,618,941 29,310,966 38,296,635 Neighborhoods FTE by Fiscal Year 207.00 179.00 188.00 155 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF COMMUNITY& NEIGHBORHOODS FY 2023 Department Budget — Personal Services 21,524,953 Transfers Out 9,458,748 \t_ Charges &Services" 0 & M 7,014,459 298,475 156 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF COMMUNITY& NEIGHBORHOODS Department of Community and Neighborhoods Changes discussed below represent adjustments to the FY 2021-22 adopted budget. Personal Services Base to Base Changes -13,013 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 109,492 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 21,299 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 118,736 This increase reflects a change in the cost of insurance for the Department of Community and Neighborhoods as described in the Budget Summary section of the Budget Book. Merit Changes 78,173 Finance Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 774,413 This increase reflects the Department of Community and Neighborhoods portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Adjustments 240,944 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee(CCAC). Budget Amendment#2: Salary Changes 557,443 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#2:Transfer Youth and Family Community and Program Manager from 92,899 Grant Funding Budget Amendment#2 of fiscal year 2022 saw the Youth and Family Community and Program Manager moved from being grant funded to being funded through the General Fund. Budget Amendment#4:Transfer Special Projects Coordinator for the Community Connections 96,175 Program from ARPA Funding Budget Amendment Fleet Fuel Cost Increase 23,100 Funding to meet the rising cost of fuel in today's economy. Policy Issues Transfer 3 Employees from the Transportation Fund (Revenue Offset) 368,336 The budget include a shift in how three employees in the Transportation Division of CAN are funded. These positions had previously been funded from the Transportation Fund. In order to properly account for these positions it has been determined that the associated funding should be recognized as a revenue to the General Fund and the employees will then be paid for out of the General Fund. 157 MAYOR'S 401i RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF COMMUNITY&NEIGHBORHOODS Youth & Family Pay Increases 150,254 Funding is being recommended for pay increases for positions within the Youth and Family division. The recent expansion and an increase in the variety of programming in the division have necessitated the reclassification of Community Programs Managers to Sr. Community Programs Managers, as well as the reclassification of the current Program Assistant positions to Community Programs Managers. Sales Tax Option:Transportation Planner III Positions(Grade 28) (10 Months) 214,747 The budget includes funding for two Transportation Planner III positions to work toward the broader implementation of the Livable Streets program. The goal of the Livable Streets Program is to improve safety for motorists, pedestrians and cyclists by combating speeding and other unsafe behaviors in residential areas. Through design, it seeks to encourage safer, more responsible driving, to improve the overall safety, livability, anc, attractiveness of neighborhood streets in Salt Lake City. The positions include $8,800 in one-time funding. Civil Enforcement Officer(Grade 17)(10 Months) 67,160 The City's ordinance requires rental apartment buildings with three or more units to be inspected every four years. The City currently has over 2,400 buildings licensed as rentals that need to be checked every four years. The Building Services division is currently working on inspecting buildings that haven't been inspected in over ten years. The budget includes an addition Civil Enforcement Officer position to help address this need. Building Inspector I Positions(Grade 19)(10 Months) 154,813 The budget includes funding for two Building Inspector I positions. The addition of these positions will help adc ress the need for inspections that has doubled over the past ten years. This position includes $9,400 in one-time funding. Northwest Quadrant Liaison (Grade 29)(10 Months) 111,675 Position that is the"single point of contact"for development in the Northwest Quadrant, as required by state code in the Inland Port bill that passed during the 2002 legislative session.There is $4,400 in one-time funding. Planning- Historic Preservation Survey 75,000 The City has a robust preservation program that relies on surveys to administer. There are currently three local historic districts that are in need of historic building survey updates. Funding is being recommended for these surveys. Updating the surveys will help residents acquire tax credit incentives. Preservation and reuse of historic building also reduces resource and material consumption. Youth & Family- My Brother's Keeper FTE (Grade 26)(10 Months) 102,320 The My Brother's Keeper initiative is a targeted mentoring program for minority youth. The program is an initiative of the Mayor's office and will work closely with several nonprofits and education institutions to eliminate barriers and create pathways of opportunity for youth. The funding will provide salary and benefits for a full time program manager in Youth and Family who will oversee the implementation and sustainability of the program. CCC Lease/CAM / Utilities 300,000 Funding is included for Community Connections Center(CCC) lease for$208,368, CAM $37,044, utilities at$15,000 and maintenance at$39,588. Homeless- Increased Landfill Fees Associated with Camp Abatements 17,000 Funding has been included to cover the increased cost of landfill fees associated with the homeless camp abatements. Downtown Street Ambassador Program 1,288,101 Funding is included for the City's expanded Downtown Ambassadors Program to the Central City and Ballpark neighborhoods. CCC&Green Team 6 Month Reduction -115,000 Wasatch Community Gardens Green Team and the old CCC, program was eliminated at the end of December 2021, reduction for the remaining half year budget. 158 DEPARTMENT OF ECONOMIC DEVELOPMENT DEPARTMENT OF ECONOMIC DEVELOPMENT Organizational Structure Fiscal Year 2022-23 Ben Kolendar Director of Economic Development Lorena Riffo Jenson Deputy Director Economic Development Business Development Arts Council Division Division 159 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT Department of Economic Development Department Vision Statement Salt Lake City, the Capital City of Utah, seeks to serve as a regional leader for economic opportunities, commerce, culture and recreation, research and innovation, sustainability, and inclusiveness. Department Mission Statement The Department of Economic Development's (Department) mission is to build Salt Lake City as a vibrant, beautiful, prosperous, diverse, and authentic place. We do this as a professional organization through partnerships, business development, arts and culture, place-making and revitalization, while promoting the City's many attributes. Department Overview The Salt Lake City Department of Economic Development is working hard to make Salt Lake City a better place to not only build a business, but also build a life. Along with overseeing Economic Development initiatives, the Department focuses on business development and growing the arts through the Salt Lake City Arts Council (Arts Council). These teams have aligned resources and streamlined processes to grow and nurture a city that fosters gainful job creation, thriving business districts and neighborhoods, and a diverse arts and culture scene. The Department of Economic Development has established a building services liaison for businesses/ developers to provide guidance on design review and submittal processes throughout the City. The Department has grown partnerships with key players in the Utah Economic Development ecosystem. Notably, the Economic Development Corporation of Utah (EDC Utah), Governor's Office of Economic Opportunity, Visit Salt Lake and Salt Lake County. Also, the Department has developed local partnerships with entities that include, Salt Lake City Arts Council Foundation, the Downtown Alliance, Suazo Business Center, the Salt Lake Chamber and the Diverse Chambers of Commerce in the Salt Lake City Area. *Business Development Division Performance Measurements Business Development Performance Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Site Visits to Prospective & Local 316 189 64 >_160 >_225 Businesses New Leads Generated 322 211 131 >_160 >_200 New Opportunities Created from 159 147 138 >_110 >_110 Leads WINs (Written Impact Narrative) co-published investment 19 11 11 >_15 >_15 successes with companies *Note: It is important to recognize that during the COVID-19 Pandemic, it has been difficult to perform some of the activities that are part of the work of the Economic Development Team. The Department created several programs related to the pandemic and these programs impacted our regular metrics. 160 MAYOR'S 410i RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT Arts Council (Division) Mission Statement The mission of the Salt Lake City Arts Council is to promote, present, and support artists and arts organizations in order to facilitate the development of the arts and expand awareness, access, and engagement. Arts Council Performance 2021 Measure 2019 Actual 2020 Actual Actuals 2022 Target 2023 Target Attendees 49,444 35,771.00 36,070.00 40,000.00 40,000.00 Artists Served 1,839 843 1,532.00 1,500 1,500 Total Grants Awarded 109 116 151 150 150 161 MAYOR'S 411 RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT Department of Economic Development Ben Kolendar, Department Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 1,788,412 2,059,032 2,834,705 0&M 19,875 43,800 43,800 Charges&Services 430,187 412,083 453,249 Capital Expenditures 200 200,000 400,000 Total Economic Development 2,238,674 2,714,915 3,731,754 DIVISION BUDGETS Economic Development 1,440,165 1,838,170 2,458,857 13.00 Arts Council 548,509 626,745 1,022,897 9.00 Cultural Core 250,000 250,000 250,000 Total Economic Development 2,238,674 2,714,915 3,731,754 FUNDING SOURCES General Fund 2,238,674 2,714,915 3,731,754 22.00 Total Economic Development 2,238,674 2,714,915 3,731,754 FTE by Fiscal Year 18.00 18.00 22.00 FY 2023 Department Budget Capital Expenditure 400,000 — Personal Services Charges and Service 2,834,705.32 453,248.8 O & M 43,799.88 162 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT Department of Economic Development Changes discussed below represent adjustments to the FY 2021-22 adopted budget. Personal Services Base to Base Changes 27,752 Base to base changes compares personal services costs adopted as part of the FY 2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes 35,948 This increase reflects a change in the cost of insurance for the Department of Economic Development as described in the Budget Summary section of the Budget Book. Salary Proposal 102,272 This increase reflects the Department of Economic Development's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 144,536 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 69,935 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#6:Arts Council Staffing 309,824 The budget includes funding for Arts Council staff and related ongoing expenses that was approved as part of budget amendment#6 of fiscal year 2022. The positions were added to address the challenges posed by increasing workload as well as the need to support the Mayor's Advisor on Arts &Culture role. Policy Issues Arts Council Operating Expenses 45,000 The budget includes funding to cover increases in operating expenses related to professional development and cell phone reimbursements for existing and new incoming staff.The COVID-19 Pandemic has changed work dynamics resulting in the Arts Council's staff having to work under a hybrid environment. Construction Mitigation Funding 200,000 The budget includes additional construction mitigation funding to continue the service provided by the City starting last fiscal year. The funding will be used to provide grants to businesses affected by construction projects that have caused loss of revenue. 163 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF ECONOMIC DEVELOPMENT This page has been intentionally left blank 164 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE DEPARTMENT OF FINANCE Organizational Structure Fiscal Year 2022-23 ( Department of Finance Grants Mary Beth Thompson Acquisition & Chief Financial Officer Management , J r' Treasurers Office Purchasing & Contracts Cashiering ChristopherJennings Cash&Debt Marina Scott Purchasing Management Chief Procurement Contract Treasurer Development Special Assessments Officer _ Accounting & Financial Financial Reporting Re ortin Revenue & Collections Revenues Capital/Fixed Asset p g Lisa McCarver Business Licensing Reporting Teresa Beckstrand Collections Payroll Controller Director Civil Unit Accounts Payable J Budget Facilitation Policy & Budget Internal Audit & Financial Budget Development Analysis Auditing Citywide Policies& John Vuyk Sharon Mangelson Fraud,Waste&Abuse Procedures Director g Financial Analysis Budget Amendments Director 165 AIMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE Finance Department Department Vision Statement As stewards of public resources, we continually strive to excel in providing accurate, clear, relevant, complete and timely information through the development and implementation of innovative programs and processes. Department Mission Statement In the spirit of service and dedication, the Finance Department develops efficient and sustainable solutions to manage and safeguard Salt Lake City's financial resources. Department Overview The Finance Department consists of six divisions: the Treasurer's Office, Purchasing and Contracts, Accounting and Financial Reporting, Internal Audit and Financial Analysis, Revenues and Collections, and Policy and Budget. Grants Acquisition and Management is also housed within the department. Each division is vital to Salt Lake City's financial health and functionality. • Accounting and Financial Reporting is responsible overall for payroll, payments and financial reporting required by state law. • Policy and Budget primarily focuses on ushering anything budget-related within the City's financial functions through all the required steps in the budgeting and budget amendment process. • Purchasing and Contracts Management staff are responsible for researching, developing, procuring, and contracting for operational supplies and services required for each City department to function within its defined scope. • Internal Audit and Financial Analysis functions entail auditing internal processes, investigating fraud, waste and abuse, performing cost analysis and data analysis. • Revenue and Collections functions entail helping all departments collect on all past-due revenues and ensure that revenues are coming into the City in a timely manner. • The Treasurer's Office has the primary responsibility of ensuring the City's fiduciary responsibilities relating to the collection, management, and disbursement of public funds are handled responsibly. Department Performance Measurements Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Maintain a General Fund Balance 14.60% 21.36% 23.96% >15% >15% between 15% and 18% Maintain the City's prestigious AAA rating AAA AAA AAA AAA AAA 166 AIMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE Salt Lake City Department of Finance Mary Beth Thompson, Chief Financial Officer FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 7,061,164 7,522,703 9,427,331 0 & M 128,687 689,174 700,174 Charges &Services 1,706,316 4,525,379 4,741,919 Capital Expenditures 165,524 1,153,000 1,153,000 Total Finance Department 9,061,691 13,890,256 16,022,424 DIVISION BUDGETS Accounting& Financial Reporting 2,190,279 2,517,068 2,666,162 23.00 Policy& Budget 565,117 559,958 1,697,696 4.00 Purchasing&Contracts 891,756 1,011,626 1,266,089 11.00 Revenue &Collections 1,754,500 2,004,412 2,233,011 24.00 Internal Audit& Financial Analysis 876,172 936,046 1,134,336 6.00 Treasurer's Office 1,577,373 1,774,209 1,868,193 9.00 OneSolution Maintenance 1,206,495 5,086,937 5,156,937 Total Finance Department 9,061,691 13,890,256 16,022,424 FUNDING SOURCES General Fund 7,819,634 8,767,757 10,829,925 76.70 IMS Fund 1,206,495 5,086,937 5,156,937 Risk Fund 35,562 35,562 35,562 0.30 Total Finance Department 9,061,691 13,890,256 16,022,424 FTE by Fiscal Year 72.00 72.00 77.00 167 AIMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE FY 2023 Department Budget Capital Expenditure 1,153,000 Personal Services 9,427,331 Charges and Service 4,741,919 O & M 700,174 168 MAYOR'S 4111 RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE Department of Finance Changes discussed below represent adjustments to the FY 2021-22 adopted budget. Personal Services Base to Base Changes 204,206 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 28,721 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 5,096 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 53,184 This reflects an increase in the cost of insurance for the Finance Department as described in the Budget Summary section of the Budget Book. Merit Changes 9,999 Finance Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 323,906 This increase reflects the Department of Finance's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 480,312 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 238,180 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#6: Grants Manager 131,888 The budget includes funding related to the Grants Manager position moved from ARPA funding to the General Fund in budget amendment#6 of fiscal year 2022. This position manages all grants, including ARPA. Since ARPA funds need to be specifically dedicated,this position doesn't qualify for ARPA funding and had to be moved to and funded by the General Fund. Policy Issues Purchasing Deputy Director-(Grade 33)(10 Months) 130,689 The budget includes funding for the addition of a Purchasing Deputy Director position. The increasing demand on contracts and purchase orders, as well as an increase in contract spending has necessitated this position, and it will allow the Purchasing division of Finance to meet demand in a timely manner. Purchasing Outreach for Diversity& Local Business 40,000 Funding is being recommended for the Purchasing division to undertake efforts to outreach to diverse and local businesses. This effort will better encourage these businesses to participate as vendors for the City and bring the City the best qualified vendors potentially lowering costs and providing better efficiency. The recommendation includes $30,000 in one-time funding. 169 AIMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF FINANCE Financial Analyst for Budget Division -(Grade 32)(10 Months) 125,437 An additional Financial Analyst is being recommended for the Budget division of Finance. This position would primarily be tasked with working with the several departments that don't currently have a finance person. It would assist with these department's various finance and budget related needs. Financial Analyst-(Grade 32)(10 Months) 125,437 With all the data being gathered and with the City's advancements in data driven decision making, the Finance Department is requesting an additional staff member to help analyze fiscal data. Additional Position for Good Landlord Unit-(Grade 16)(10 months) 65,113 With the substantial increase in the number of rental units in the City,the Good Landlord staff is overwhelmed and unable to keep up with the workload. The addition of this position will improve the turnaround time on police reports and new owner notifications. Since the inception of the Good Landlord Program the City has seen an increase of 9,687 rental units. The continued trend is expected to be about an additional 2,000 per year in the foreseeable future. The addition of this position is anticipated to provides a revenue offset of approximately$54,000 per year. External Audit for Information Technology 75,000 One-time funding is being included for an external audit that will focus on the oversight of current IMS practices as compared to industry best practices. This audit will give IMS the leverage to make necessary changes in the department. Resource X Program Budgeting Software 25,000 The Administration is beginning the process of moving toward a more program based approach to budgeting. The software the City is planning to utilize is Resource X. Up to this point, grant funds have covered the cost of the software and associated consulting. This funding will allow the City to continue to utilize the software in its program based budgeting approach. This page has been intentionally left blank 170 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FIRE DEPARTMENT FIRE DEPARTMENT Organizational Structure Fiscal Year 2022-23 Office of th Chief Administration Karl Lib Accounting/Finance Fire Chief Rusty M Mi ken Emergency Management Deputy Chief Assistant Chief Assistant Chief Michael Fox Christopher Milne Operations Administration City Operations Division Logistics Airport Operations Fire Prevention Training Medical Services Technology Services Community Relations 171 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FIRE DEPARTMENT Fire Department Department Vision Statement The Salt Lake City Fire Department provides exceptional emergency services with progression and efficiency. Department Mission Statement Prepare Effectively. Respond Professionally. Impact Positively. Department Overview The Salt Lake City Fire Department specializes in urban structural firefighting, emergency medical services, and emergency management. The Department has 382 funded, full-time equivalent positions, divided into two battalions, serving in 14 stations covering 97 square miles. All Firefighters hold a certification as Emergency Medical Technicians (Basic Life Support). The Department also has firefighters trained to specialty levels of Engineer, Hazmat, Airport Rescue Firefighter(ARFF), Swift Water Rescue (SWR) and, Heavy Rescue (HRT), improving customer service delivery. The Fire Administration Division comprises the Logistics, Community Relations, Fire Prevention, Medical Services, and Technology Division. Logistics provides support for all fire apparatus the department uses and they maintain the fire facilities' and fire equipment. Fire Prevention reviews all buildings and proposed new construction. Medical Services overseas the Mobile Response Team, CPR training, and Continuing Medical Education for the department. Technology oversees all radio upkeep, station alerting, and computer programs related to the department. Fire Operations consist of Station Operations, Airport Operations, and the Training Division. Firefighters are trained and ready to respond, meeting our core mission of service to the public. The department maintains four firefighters per emergency unit to operate at the most effective & efficient level possible and to protect firefighters from dangers associated with fighting fires. Each fire unit assigned to the Operations Division is required to perform monthly business inspections. Firefighters assigned to the Airport are the first responders to the airfield and trained to the specialty level of Airport Rescue Firefighter(ARFF). Department Performance Measurements Performance Measures 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Improved turnout times Ahead of Ahead of Ahead of Ahead of Ahead of Target Target Target Target Target Reduce Operational Injuries Ahead of Ahead of Ahead of Ahead of Ahead of Target Target Target Target Target Fire Prevention will complete 4,300 7,692 4,835 3,539 >4,300 >4,300 inspections per year 172 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FIRE DEPARTMENT Salt Lake City Fire Department Karl Lieb, Fire Chief FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 37,712,360 41,291,239 45,679,000 0 & M 958,004 1,620,900 1,251,520 Charges &Services 1,523,716 2,517,061 1,608,489 Capital Expenditures 25,482 158,200 58,000 Total Fire Department 40,219,561 45,587,400 48,597,009 DIVISION BUDGETS Fire Administrative Services 6,719,853 6,849,396 8,024,795 74.00 Fire Office of the Chief 2,766,965 4,168,893 3,677,450 9.00 Fire Operations 30,732,743 34,569,111 36,894,764 309.00 Total Fire Department 40,219,561 45,587,400 48,597,009 FUNDING SOURCES General Fund 40,219,561 45,587,400 48,597,009 392.00 Total Fire Department 40,219,561 45,587,400 48,597,009 FTE by Fiscal Year 366.00 374.00 392.00 FY 2023 Department Budget 1 Personal Services: Capital — 13,369,733 Expenditures: 3,250,266 \--. Charges &Services O & M 8,476,576 278,655 173 IIII MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FIRE DEPARTMENT Fire Department Changes discussed below represent changes to the FY 2022-23 adopted budget. Personal Services Base to Base Changes (1,474,340) Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 33,397 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes (191,820) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 293,840 This reflects an increase in the cost of insurance for the Fire Department as described in the Budget Summary section of the Budget Book. Merit Changes 583,357 Fire Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 1,131,329 This increase reflects the Fire Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 42,071 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 1,625,043 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees. This amount reflects the cost associated with those salary changes. Sales Tax Option: Budget Amendment#4: CHAT(3 FTEs from Police, Funding from Non- 316,092 Departmental) 3 FTEs were transferred from non-departmental/Police to Fire in fiscal year 2022(Social Work Manager, Licensed Clinical Social Worker, and a Social Worker). The funding was not transferred in the original budget amendment. These new positions will work with the MRT Squads and offer mental health and other resources to those that need it. Fleet Fuel Cost Increases 116,009 Funding to meet the rising cost of fuel in today's economy. Policy Issues Remove Fire Department Deployment Expense Reimbursement(One-time) (515,000) During Fiscal Year 2021 the Fire Department deployed personnel and resources to support fires in the west.The Department received partial reimbursement for these expenses in fiscal year 2021, but anticipated receiving the remaining funds in fiscal year 2022. This funding is recommended to be removec in this budget. Remove Emergency Management Phase 2(One-time) (36,066) The fiscal year 2022 budget included funding for expansion of the Emergency Management division of Salt Lake City Fire. This budget is recommended to be removed. 174 MAYOR'S RECOMMENDED imiLL 3 FIRE DEPARTMENT Sales Tax Option: Shift MRT from ARPA Funding 288,262 The Fire Department was granted a new MRT squad (4 FTEs) in January 2022. This was originally funded through the federal ARPA grant dollars. Fire did not specifically request the change of funding; however,this change will help to ensure the program is funded after ARPA funds are spent. Firefighter Turnout Gear 82,000 Funding of$60,000 is being included to address the rising cost of firefighter turnout gear,the personal protective equipment issued to each firefighter. Funding of$10,000 for repair price increases is also included. The budget also includes a one-time amount of$12,000 for a small HVAC system for the Fire Logistics PPE room which can routinely reach over 90 degrees during the summer months. Emergency Management Office Facilitator-(Grade 19)(10 Months) 72,807 The budget includes funding for an Office Facilitator within Emergency Management. This position will perform administrative tasks currently undertaken by existing Emergency Management personnel, but better suited for an Office Facilitator. Firefighters& Emergency Management Personnel -(Grade 17)(11 Months) 220,698 Funding is included for 3.0 addition firefighters assist the department as it grapples with the high cost of constant staffing, retirement payouts, injury leave and workers' compensation claims. The 4-handed staffing requirement between the city and the Local 81,virtually eliminates all "vacancy savings" as open shifts are "bought back" the majority of times with overtime dollars. While we have made progress towards a "true" budget,the department is forced to sacrifice equipment and supplies for the benefit of personnel expense. This request would help alleviate this budget constraint in a phased approach. 3 new Firefighters are proposed to start in our August 2022 new firefighter recruit academy as well as 3 additional new Firefighters proposed to start in February 2023. This phased approach is to balance availability in our Fire Academy and budget dollars.A total of$600 is included as one-time funding. Firefighters& Emergency Management-(Grade 17)(5 Months) 101,790 The aforementioned narrative also pertains to the these 3.0 additional FTEs,which will be funded for five months of the fiscal year. $600 in one-time is also included with this recommendation. Sales Tax Option: MRT Expansion (Grade 17)(11 Months) 320,140 The Fire Department currently operates a Mobile Response Team (MRT) in the community consisting of two squads, one in the downtown core of the city and the other on the west side of the city. The budget will fund a third squad which is anticipated to be extremely valuable in the Sugar House community. The request includes funding for 4 additional FTEs which would begin training in the new Firefighter Academy in August 2022. The new MRT squad to begin service in January 2023 after the successful graduation of their class. This new squad will require an additional vehicle and one-time funding for a medical kit(12-lead monitor, medical supplies, etc.). The budget includes $55,900 in one-time funding. 175 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 FIRE DEPARTMENT This page has been intentionally left blank 176 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF HUMAN RESOURCES DEPARTMENT OF HUMAN RESOURCES Organizational Structure Fiscal Year 2022-23 Christie Marcy Department of Human Resources Office Debra Alexander - Administrator Chief Human Resource Officer Police Civilian Review Board Tonya Richardson Jami McCart 1 Workplace Equity 1 Program Manager Melissa Green Deputy Chief Human Resources Officer - I / \ r' Lori Gaitin Stephanie Yau David Salazar James Phelps Benefits Education Compensation and HR1S Program Manager Program Manager Classification Program Manager Program Manager 177 MAYOR'S RECOMMENDED DEPARTMENT OF HUMAN RESOURCES Human Resources Department Vision Statement To help Salt Lake City thrive through sustainable and effective human resource business practices, policies, and investment in the City's greatest asset, its employees, to work collaboratively within departments and with city leaders. Department Mission Statement We deliver best-in-class service and programs, add strategic value to Salt Lake City Corporation, promote an engaged and dedicated workforce committed to the highest levels of public service. We are focused on attracting the best talent, promoting opportunities for growth and development, and providing fair and competitive compensation packages for all employees. Department Overview The Department of Human Resources is a team of 31 full-time employees and provides services for all City employees. • The Administrative Team establishes goals and manages the operations of the HR department. • Benefits ensures employees have comprehensive and competitive benefits packages including medical, dental, vision and life insurance programs, a large portfolio of voluntary benefits and an employee health clinic. • Compensation and Classification is responsible for ensuring that the City maintains a competitive and equitable position with respect to pay. This is achieved by conducting numerous salary surveys each year and recommending necessary market adjustments and general wage increases employees need to maintain a competitive pay position. • Employee Relations manages all disciplinary actions, and ADA compliance requests for city employees. Members of this team are the front-line HR representatives for departments across the City. This team also manages the City's leave programs including FMLA, short-term and long-term disability benefits. • Workplace Equity investigates workplace violations of the Equal Employment Opportunity Act and City policy, ensuring that the City is a safe and enjoyable place for all to be employed. • Employees' University manages a robust learning and development program including new employee orientation, supervisor boot camp, soft skill courses and access to thousands of online. • Human Resources Information Systems (HRIS) works closely with IMS to manage the maintenance and integration of HR's various technology systems. • Recruiting and Onboarding is responsible for recruiting all positions city-wide with a focus on a diverse and well-qualified City workforce. Additionally, this team has developed a comprehensive on-boarding and off-boarding process. Funding for the department is provided by the general and risk funds. 178 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES Department Performance Measurements 2019 2020 2021 2022 Performance Measures Actual Actual Actual Actual* Improve employee knowledge and understanding of HR information >40 >_40 >_40 >_40 through a minimum of 40 HR emails. Respond to all EEO complaints including conducting an investigation <60 <_60 <60 <60 when appropriate in an average of — — — 60 days or less. Human Resource Consultants will attend a minimum of 30 >30 >30 >30 >700 departmental meetings each fiscal — — — yea r. Increase number of employees that 994 1016 1200 1915 have attended instructor-led training. Achieve a 2% increase in 457 >2% >_2% <2% <2% enrollments. increase Increase Increase Increase *In the next fiscal year Human Resources will reevaluate current performance measures. 179 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES Salt Lake City Department of Human Resources Debra Alexander, Chief Human Resources Officer FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 2,927,742 3,664,201 4,637,647 O & M 11,387 67,714 67,714 Charges &Services 43,779,765 46,923,811 49,605,193 Transfers Out 2,876,048 1,438,026 — Total Department of Human 49,594,942 52,093,752 54,310,553 Resources DIVISION BUDGETS Administration 698,775 969,385 949,680 20.40 Department Consultants 469,863 723,927 846,279 9.00 Education 246,226 316,298 321,254 2.00 Civilian Review Board 162,186 166,296 177,000 HR Information Systems 96,707 105,124 394,196 Employee Relations 902,251 986,639 1,570,993 Risk Management 47,018,934 48,826,083 49,868,040 4.60 Total Department of Human 49,594,942 52,093,752 54,310,553 Resources FUNDING SOURCES General Fund 2,576,008 3,267,669 4,259,402 31.40 Risk Fund 47,018,934 48,826,083 50,051,151 4.60 Total Department of Human 49,594,942 52,093,752 54,310,553 Resources FTE by Fiscal Year 25.00 31.00 36.00 180 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES FY 2023 Department Budget O & M 67,714 Personal Services:4,637,6 \ Charges&Services: 49,605,193 181 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF HUMAN RESOURCES Department of Human Resources Changes discussed below represent adjustments to the FY 2021-22 adopted General Fund bud- get. Personal Services Base to Base Changes 127,103 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 41,994 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 3,155 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 18,848 This reflects an increase in the cost of insurance for the Human Resources Department as described in the Budget Summary section of the Budget Book. Salary Proposal 128,945 This increase reflects the Department of Human Resource's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 90,263 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 90,982 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Policy Issues HR Employee Relations Manager(Grade 33)(10 Months) 125,689 Due to the complexity and evolution of Human Resources tasks an additional HR Employee Relations Manager is being requested. HR Senior Technician (Grade 20)(10 Months) 73,983 Due to the complexity and evolution of Human Resources tasks a Human Resource Senior Technician is being requested. HR Recruiter- Police(Grade 25)(10 Months) 90,034 Recommended by the Racial Equity in Policing Commission HR Recruiter-Apprentice/Intern (Grade 25)(10 Months) 90,034 Due to the complexity and evolution of Human Resources tasks an Apprentice/Intern is being requested. HR Business Partner(Grade 30)(10 Months) 110,703 Due to the complexity and evolution of Human Resources tasks an additional HR Business Partner is being requested. 182 MAYOR'S RECOMMENDED idpiiBUDGET Fiscal Year 2022-23 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Organizational Structure Fiscal Year 2022-23 Information Management Services Aaron Bentley Chief Information Officer Dept Leadership&Admin Sery IMS Department Support Aaron Bentley Jason Struck Chief Information Officer Chief Information Security Officer Director of ITS / 2 Department Leadership-.'\ 1- Administration IT Support Finance and Asset Network Administration Management Network Security Project and Solution Server Administration Management J Innovations / NoleInnovations Walkingshaw Software Support Services Chief Innovations Officer Reza Faraji Chief Technology Officer Director of Software Services Field Support Services Darrell Lopez Field Support Manager Software Engineering Software Support J i I r Multimedia Production Services Data Analytics and GIS John Rand Nick Kryger Multimedia Team Manager Chief Data/Geographic Officer / J 1 i ( -. r I 1 / Pc -- Info Mgmt Sery Application Enterprise Information Network Services Equipment Admin&Support Software Security Capital Projects Services Services Jason Jason Replacement Aaron Bentley Struck Aaron Bentley Reza Faraji Reza Faraji Struck I 183 MAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES Information Management Services Department Vision Statement Modernize municipal government through sustainable technology solutions. Department Mission Statement Our mission is to be a trustworthy and valued partner that delivers the right information to the right audience at the right time. Department Overview Salt Lake City's Information Management Services department assists Salt Lake City employees in providing essential city services through technology. The department has six divisions: Office of the CIO The Chief Information Officer (CIO) is the Information Management Services department director and leads the administrative office which works with department and division heads across the City and partners to deliver technology solutions that modernize municipal government and connect the City to its constituents. The Financial Services Team is dedicated to procurement and asset management and oversees the business and supply chain activities within IMS and for the city computers and technology distributed throughout the city. They manage the daily operations of accounts payable, budget, office management duties, procurement, receiving, management, and disposal of all I.T. hardware and software assets for the City. The Enterprise Project Management team coordinates with City departments to help them navigate I.T. systems and projects. Working with departments, they create project plans and resource allocations necessary to accomplish the given task and see the projects and solutions through the product life-cycle. Data Analytics and Geographic Information Systems(GIS) Led by the Chief Data Officer/Geographic Information Officer (CDO) (CGO) Responsible Data Analytics, Data Standards, Data Policies, Smart Cities initiative and Enterprise GIS for Salt Lake City. They assist departments in using data to drive informed decision-making processes. The team also assists the City in its transparency initiatives by providing easy access methods to city data. Infrastructure Technology and Security Division Led by the Chief Information Security Officer, this division is responsible for monitoring and administering the I.T. Infrastructure across the city. The division consists of Cybersecurity, Network, and Systems Engineering teams and ensures that the network, systems, and users hosted in the City have full access to their data in the most secure manner possible. Responsibilities for this division include: Network and Security infrastructure (across more than 50 locations and 2 data centers), internet connectivity, unified communications, remote work infrastructure, cloud infrastructure, enterprise backup systems, wired and wireless communications, and numerous 3rd party applications among others. 184 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES Media Services Division Salt Lake City Media & Engagement Services is the in-house social & civic engagement, content design & creation, broadcast, and communications consulting division of Information Management Services. Our goal is to be a centralized city-wide service accessible to every department and division. Software Services Led by the Chief Technology Officer(CTO), the team designs, develops, integrates, and maintains software solutions that the City procures or develops. They also maintain City databases and create custom reporting solutions. The team is working with departments to reduce the software footprint and standardize enterprise solutions. The application portfolio still sits at almost 200 applications, but several enterprise solutions have slowed the growth, and several antiquated systems have been collapsed into new centralized systems.We are also in the process of modernizing several systems/applications and conducting move of many enterprise and departmental software packages to the cloud." Innovations Team This team is led by the Chief Innovations Officer(CINNO). They have been tasked with modernizing the city processes and procedures to bring a new high level of efficiency and accuracy. One of their primary assignment is implementing a new Workday ERP (Enterprise Resource Planning) system, which will be a multi-year, multi-million dollar project that will help streamline and improve the finance, accounting, asset management, and human resources systems. Field Services Team Led by the IT Technology Support Manager, the Field Services division is responsible for supporting vast and diverse end-user software and hardware i.e., computers and other devices deployed throughout the city. The division must also ensure that the user data and systems are secure and running at maximum efficiency. This division, consisting of Network Support Administrators and Field Support Staff, is responsible for computer systems installation and maintenance, system failure triage, incident routing, escalation, and monitoring. Field Services also supports other IMS division field services, help desk services, and on-site support for all city employees. IMS Department Performance Measurements Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Citywide I.T. assets inventoried on an 21% 33% 75% 100% 100% annual basis. Case Closed by staff within standard response thresholds based on 95% 89% 92% 99% 99% priority, severity, and system. Objective and Key Results (OKR)and Continuous Feedback and —% 33% 40% 65% 100% Recognition (CFR) Program implemented in department. Projects that followed agile project 35% 65% 80% 100% 100% management methodology. 185 ilpii MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES Salt Lake City Department of Information Management Services Aaron Bentley, Chief Information Officer FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 8,171,410 10,339,163 13,369,733 0 & M 398,353 250,205 278,655 Charges &Services 4,203,904 6,679,641 8,476,576 Interest& Bond Expenditures 661,882 — — Capital Expenditures 2,415,148 1,946,541 3,250,266 Total Information 15,850,697 19,215,550 25,375,230 Management Services DIVISION BUDGETS Applications Admin &Support 1,542,373 2,325,449 2,809,691 Services Data Analytics &GIS 282,251 577,584 725,885 Dept Leadership &Admin 3,710,029 2,667,011 4,071,134 Enterprise Software Services 1,112,526 2,043,801 2,599,156 IMS Department Support 2,744,671 3,317,543 4,020,325 Info Management Services 83,062 161,800 161,800 Information Security 283,955 381,238 936,238 Multimedia Services 737,334 1,116,012 1,305,364 Network Services 1,258,445 1,968,204 2,505,412 PC Replacement 453,306 566,275 983,000 Software Support Services 3,642,748 4,090,633 5,257,225 Total Information 15,850,697 19,215,550 25,375,230 Management Services FUNDING SOURCES IMS Fund 15,850,697 19,215,550 25,375,230 Total Information 15,850,697 19,215,550 25,375,230 Management Services FTE by Fiscal Year 69.00 84.00 92.00 186 illkiMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES FY 2023 Department Budget Capital Expenditures, N 3,250,266 Personal Services, 13,369,733 Charges&Services,8,476,576 —"". L 1401 O & M, 278,655 J 187 ilpii MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Changes discussed below represent changes to the FY 2021-22 adopted budget. Personal Services Base to Base Changes 497,583 Base to base changes compares personal services costs adopted as part of the FY 2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staf level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Insurance Rate Changes 172,117 This reflects an increase in the cost of insurance for the Department of Information Management Service's as described in the Budget Summary section of the Budget Book. Salary Proposal 540,532 This increase reflects the Department of Information Management Service's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 286,740 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Contractual Increases 1,262,418 The increase for contractual changes reflects the increase from the vendors for our continuing maintenance and support. Policy Issues Various Technical and Inflationary Costs 34,350 Funding has been provided for several necessary increases in technical and inflationary costs. These include an increase in the employee annual cash conversion, office supplies, computers and computer supplies,furniture and other related costs. Survey Increased Cost 45,000 The budget includes additional funding for increased survey costs including an additional $20,000 for panel survey and $15,000 for the Council survey. Penetration Testing 55,000 Funding has been included for penetration testing related needs. This includes $25,000 for penetration testing, $25,000 for training in industry best practices, and $5,000 for Shodan scanning and monitoring. PC Replacement 421,525 The budget includes funding for increased costs of PC replacements due to overall cost increases and increases in the number of employees in need of replacement. Air Time Portable Computers 51,940 The budget includes funding for Air Time Portable Computers,wireless public hotspots and devices within IMS. Admin Service Fees 20,000 Funding is being provided for an increase IMS related administrative fees. Power BI and Other Analytics 70,000 The budget provides funding to have a consultant assist with the implementation of PowerBl and for help to build the system that is needed. 188 11111 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 D E PT OF INFORM' Fiber Buildout&City Connect- Free WiFi (One-time) 150,000 The continued build out of fiber between city buildings. Also, to continue the build out of the free public Wi-Fi on the west side of the city. Permits& Licensing Software 316,694 Funding is being provided for permits and licensing software, including$135,000 for the annual cloud option, $175,000 for one-time costs related to data migration, and $6,694 for related contractual obligations. New Core Switch 150,000 Funding for a new Core Switch is being recommended in the budget. The current Core Switch is 11 years old, but has a typical 7 year useful life. Wi-Fi Build out- Internal Replacement 100,000 The budget includes funding for Wi-Fi build out around the City campus,with 100 access points for Plaza 349,the City&County Building and Justice Courts. Desktop Management 162,000 This funding will providing software for additional remote security for computers and other devices. SIEM 500,000 Funding is included to secure a contract for a SIEM (Security Incident and Event Management) security suite to actively monitor and respond to security events across the network tiat pose a risk to the city's network reliability. Perpetual Storage(Cohesity and Azure) 10,000 Funding is included for hardware for the enterprise backup expansion. Cohesity Node 60,000 Funding is included for hardware for the enterprise backup expansion. Software Support Admin II -(Grade 30)(10 Months) 110,686 The budget includes funding for a Software Support Admin II to support the demand of third party software. $3,000 in one-time funding is included. Enterprise Tech Solutions Manager-(Grade 35)(10 Months) 136,946 Funding has been included for an additional Enterprise Tech Solutions Manager to support the City's radio solutions. $3,000 in one-time funding is included. Network Engineer II -(Grade 31)(10 Months) 115,467 The budget includes funding for a Network Engineer II position. IMS has a critical engineer who is retiring this fiscal year with extensive knowledge of cyber security and public safety infrastructure. IMS will use the new position to do a complete cross-training of these specific areas as well as to cover increased demand in this area of the department. $3,000 in one-time funding is included. Civic Engagement Program Specialist Positions-(Grade 24) (10 Months) 165,960 Funding is included for 2.0 Civic Engagement Program Specialist positions. These positions will help address the Increased demand for public outreach and will centralize graphic design work across the city. $6,000 in one-time funding is included. Data Scientist-(Grade 33)(10 Months) 125,670 The budget includes funding for a Data Scientist position. This position will increase the City's ability for data driven decision making. The budget includes $3,000 in one-time funding. Deputy Director(11 Months) 215,760 Funding is being provided for the IMS Department to hire a Deputy Director. This position will support department management as demand increases and there are more responsibilities including Innovations, Data Analytic, GIS and Civic Engagement. Apprentice Program 313,480 Ongoing funding to support apprenticeship program that was previously funded under CARES.This is in collaboration with the Mayors office and the State of Utah Department of Workforce Services 189 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPT OF INFORMATION MANAGEMENT SERVICES This page has been intentionally left blank 190 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT JUSTICE COURT Organizational Structure Fiscal Year 2022-23 Justice Court Judges John Baxter Justice Court ,' Jeanne Robison Curtis Preece _ Court Security Clemens Landau Court Administrator Contract Provider Sydney Magid Katherine Peters - Section Manager Section Manager Financial Manager Sharon Nez Tammy Shelton Valeta Hitchcock /I / `� / Hearings Specialty Courts Hearings on Contractual and Budget Reporting&Analysis Conviction/Acquittal Service Disputes Revenue and Expenses Reporting Small Claims and Civil AR/ AP Interpreters Traffic School Cashiering Jury Expungements Payroll Homeless Court Homeless Outreach Veterans Court Case Management Case Management Criminal Cases/Jury 191 MAYOR'S 4Ik RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT Salt Lake City Justice Court Mission Statement Ensure the highest standards of justice, professionalism, responsiveness, and respect for those we serve. Vision Statement Creating a court that is just, equitable, and trusted by all. Court Core Values Excellence Having the desire to succeed and the motivation to reach our full potential, going above and beyond to accomplish the task at hand. Respect Recognize and appreciate the value of each individual and their experience and situation. Integrity Doing what we say we are going to do, applying honesty and accountability with openness. Community Bridging the gap between the Court, community and other agencies, improving access to resources and information. Unity Supporting one another and fostering growth while reaching our goals and adhering to our values. Department Overview The Salt Lake City Justice Court is the largest municipal court in the State of Utah with a very high volume of misdemeanor cases. The Court is a limited jurisdiction court under the umbrella of the Utah State Court system. We are proud to be part of the Salt Lake City portfolio of public institutions and to serve the citizens and visitors of this great city. The Justice Court is responsible for and processes Class B and C misdemeanor, infractions and small claims cases;jury trials, appeals and expungements, video hearings, homeless outreach, prisoner transports, and daily interaction with jails throughout the State of Utah. The court monitors and tracks probation, warrants, community service, and restitution, collections of monetary penalties, appeals, expungements, and plea-in-abeyance cases. We also provide traffic school, coordination of language interpreter services and any ADA needs that arise. The Justice Court judiciary, employees, and security team are dedicated to open and transparent access to the court, bringing justice for all, and providing a safe and civil environment for dispute resolution. 192 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT Department Performance Measures FY2019 FY2020 FY2021 FY2022 FY2023 State Performance Measures Actual Actual Actual YTD Target Average Access & Fairness- Percent of Justice Court 95% NA NA NA >90% NA customers satisfied with service received. Time to Disposition - 95% of criminal case dispositions should meet established 89% 91% 58% 56% >95% 73% guidelines for Time to Disposition (6 months). Age of Acting Pending Cases- 95% of all criminal cases should have a disposition 83% 77% 50% 62% >95% 65% within a 180-day time frame. Criminal Case Clearance Rate -A Clearance Rate of 100% means the court has disposed of as many cases as were filed, i.e., the 103% 174% 90% 130% >100% 91% court is keeping up with it's incoming caseload. 193 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT Salt Lake City Justice Court Curtis Preece, Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 4,046,203 4,231,849 4,585,933 0&M 38,717 65,507 65,507 Charges&Services 233,019 543,550 543,550 Capital Expenditures — 10,000 10,000 Total Justice Court 4,317,939 4,850,906 5,204,990 DIVISION BUDGETS Justice Court 4,317,816 4,850,906 5,204,990 42.00 Total Justice Court 4,317,816 4,850,906 5,204,990 FUNDING SOURCES General Fund 4,317,939 4,850,906 5,204,990 42.00 Total Justice Court 4,317,939 4,850,906 5,204,990 FTE by Fiscal Year 42.00 42.00 42.00 FY 2023 Department Budget Capital Expenditures 10,000 Charges and Services 543,550 O & M 65,507 Personal Services 4,585,933 • 194 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT Salt Lake City Justice Court Changes discussed below represent adjustments to the FY 2022 adopted budget. Personal Services Base to Base Changes (9,761) Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Pension Changes (4,228) The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 26,912 This increase reflects a change in the cost of insurance for the Justice Court as described in the Budget Summary section of the Budget Book. Merit Changes 27,269 Justice Court FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 168,634 This increase reflects the Justice Court's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 21,319 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 123,939 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. 195 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 JUSTICE COURT This page has been intentionally left blank 196 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 POLICE DEPARTMENT POLICE DEPARTMENT Organizational Structure Fiscal Year 2022-23 7- Police Department Executive Officer Mike Brown Legal Advisor Lieutenant Police Chief Hannah Vickery `. :4, 9 Human Resources Finance Professional Standards Airport Division: Communications Executive Detail Central Patrol Patrol Wellness Unit Operations Division: K-9 \ Operations Investigations ` Central Bikes Division Community Pioneer Patrol Field Operations I Bureau Field Operations II Bureau Liaison Officer Division: Deputy Chief Deputy Chief Operations Liberty Patrol Pioneer Bikes Division: Division Community \ 2 9 Operations Liaison Officer Liberty Bikes Field Training Officer Division Community Program Liaison Officer Investigative Bureau Administrative Bureau Deputy Chief Deputy Chief 1\ 2 Special Operations Division: Detective Division: Support Division: Training Division: SWAT Homicide Administration In Service Special Investigations Robbery GRAMA Academy Community Operations Intelligence Policy Motors Compstat Audit Public Order Sex Crimes Backgrounds Gangs Domestic Violence Recruiting K-9 Victim Advocates Accreditation Park Squad Bikes School Resource Logistics Community Connections Team Auto Theft Quartermaster Crisis Intervention Financial Crimes Records Property Crimes Crime Lab Task Force: Accident Investigation Evidence DEA Task Force 197 POLICE DEPARTMENT Police Department Department Vision Statement "We will build upon the noble traditions of integrity and trust to foster a culture serve, respect and compassion toward our employees and the community we serve." Department Mission Statement "We will serve as guardians of our community to preserve life, maintain human rights, protect property, and promote individual responsibility and community commitment." Department Overview The Salt Lake City Police Department serves the 200,000 plus residents of Salt Lake City and a daytime population which exceeds 300,000 with 730 general fund FTEs in budget and 20 FTE's that are unfunded to facilitate hiring processes for Fiscal Year 23. The Department consists of the Office of the Chief which oversees four Bureaus, Field Operations I, Field Operations II, Administrative & Operational Support Bureau and Investigative Bureau. The Police Department will continue working to ensure professional public safety and response to the community in the future. The department is working closely with the Mayor and City Council on a proactive approach to the needs of our community. The Police Department is working to improve community outreach, diversity, and hiring, increasing victim advocate services and youth outreach, and implementing a civilian response model while continuously improving policies, increasing transparency, training and community involvement while upholding the Mission and Vision of the Department, serve our community, and improve community relations. Department Performance Measurements 2020 Measure 2019 Actual Actual 2021 Actual 2022 Target 2023 Target Response Time: Maintain a six- minute or better response time for priority 1 6:02 5:50 6:00 6:00 calls for service from time of dispatch. Response Time:the mean average police response time for priority 1 calls for service from the time the call was 10:13 11:37 12:55 <10:00 <10:00 received to the time the first officer was listed on scene. Social Work& Homeless Outreach: 200 referrals per quarter for services,jobs, 1751 1089 1361 200 200 housing, education, benefits, substance abuse or mental health treatment. IA: Review all cases of Officer Involved Critical Incidents for referral to training 100% TBD 100% 100% 100% unit for improvements in training. Provide youth outreach services and participate in a gang free education 12 TBD 12 12 12 program monthly Crime Lab: Maintain officer wait time for 22:01 TBD 23:09 <20 Minutes <20 Minutes priority 1 cases at 20 minutes or less. 198 1116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 POLICE DEPARTMENT Police Department Mike Brown, Chief of Police FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 75,614,674 77,138,057 96,291,160 O & M 859,888 2,255,251 2,828,575 Charges &Services 4,009,523 3,977,194 4,769,848 Capital Expenditures 20,402 0 55,000 Total Police Department 80,504,487 83,370,502 103,944,583 DIVISION BUDGETS Office of the Chief 6,172,370 7,189,435 9,610,972 30.00 Administrative Bureau 10,357,556 11,483,487 13,922,007 131.00 Police Field Ops 1 24,949,128 25,115,006 29,021,126 212.00 Police Field Ops 2 19,090,722 20,071,281 21,501,485 200.00 Investigative 19,934,711 19,511,293 29,888,993 177.00 Total Police Department 80,504,487 83,370,502 103,944,583 FUNDING SOURCES General Fund 80,504,487 83,370,502 103,944,583 750.00 Total Police Department 80,504,487 83,370,502 103,944,583 FTE by Fiscal Year 711.00 720.00 750.00 FY 2023 Department Budget Charges&Services 4,769,848 O & M 2,828,575 Personal Services 96,291,160 199 MAYOR'S 4111 RECOMMENDED BUDGET Fiscal Year 2022-23 POLICE DEPARTMENT Police Department Changes discussed below represent adjustments to the FY 2022 adopted budget. Personal Services Base to Base Changes 2,112,185 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 360,167 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 59,853 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 556,536 This increase reflects a change in the cost of insurance for the Police Department as described in the Budget Summary section of the Budget Book. Merit Changes 782,380 Police Department FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 3,928,725 This increase reflects the Police Department's portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 110,163 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 8,256,602 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#4: CHAT(3 FTEs to Fire) — Budget amendment#4 included the transfer of 3 mental health workers to the Fire Department. Funding for the positions resided in Non-Departmental. Budget Amendment#6: Sergeant(1) 152,288 The budget continues funding for a Sergeant FTE added in budget amendment#6. Budget Amendment#6: COPS Grant- Police Officers(10) 472,046 The budget continues funding for COPS Grant related police officers added in budget amendment #6. Budget Amendment#6: COPS Grant- Equipment 226,137 The budget continues funding for COPS Grant related equipment added in budget amendment#6. Fleet Fuel Cost Increase 978,748 Funding to meet the rising cost of fuel in today's economy. Policy Issues Remove Street Racing Initiative (One-time) (70,000) Funding provided in the fiscal year 2022 budget for a street racing related initiative is being removed in the budget. 200 41 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 ■ Compensation Plan Changes-Standby Pay 144,000 Standby pay- budget for a change to standby pay in the comp plan MOU Changes- Uniforms 25,000 MOU changes to uniform- budget for a negotiated increase in uniform allowance/pay Workers Compensation Increase 246,417 Workers Compensation base increase to actual $246,417 Social Worker Program Budget(Uniforms, Equip, Supplies, Software, Training, Etc.) 68,175 Base budget for 9.0 FTEs funded in FY22, this request provides base budget for uniforms, equipment and supplies, ongoing PD software, and training(required continuing education). SVU Victim Advocate Program (Grant Ends Aug22)(Grade 22) (10 Months) 83,801 Fund a victim advocate position that is currently awarded through a federal OVC grant and that ends in August 2022. Victim Advocate Program (New Positions- Program Director&Volunteer Coordinator(Grades 375,016 29&31)(10 Months) Restructure the police department's Victim Advocate Program to create an effective management structure and advocate career ladder. Annual budget for program expenses including emergency supplies, cell phones, brochures,traumatic death handbooks, facility dog costs,jackets, training, translation services,wellness items for staff, and victim comfort items.These expenses have previously been covered through a grant program that is reducing award amounts. $10,000 One- time Promising Youth Program-Youth Specialists(3 New, 1 Grant Ends July22) 273,980 Funding for four full-time positions,three of which are currently funded on a federal grant which ends 7/31/22. Annual PYP program budget for expenses such as supplies, curriculum, training, etc. Will also include budget for the annual PYP Summer Opportunity.These expenses are currently funded through donations and grants and we expect to continue to partially supplement the this program through external funding sources as they are available. $10,000 One-time GRAMA Program- Caseload Management(Grade 23)(10 Months) 101,270 Request 1.0 FTE (10 months)to address an increasing workload, succession planning, knowledge and skill redundancy(BWC) and legal requirements for timely response. $2,000 One-time Community Outreach and Recruiting Coordination with HR(Grade 25) (12 Months) 157,007 REPC Supported - 1.0 Sworn FTE for Community Outreach and Recruiting Coordination with HR. Attend community outreach events, attending community recruiting events, work in conjunction with HR police recruiting(new position in HR), Diversity, Equity and Inclusion (DEI)events, and meet with community groups. Sales Tax Option: Civilian Response Team Program Director(Grade 32)(10 Months) 130,143 (Lieutenant) There are no available Lieutenant positions for professional oversight and administrative direction of the group. Adding the formal leadership to the development team will be a critical component to a successful future outcome. Sales Tax Option: Civilian Response Team Specialists(Grade 172)(6 Months) 615,164 The CRST will be an added program to the SLCPD repertoire of services offered to SLC residents, businesses, and visitors. It will have a defined leadership structure and consist of several full-time employees. Professional oversight,training, policy requirements, and codes of conduct would be the same as every other SLCPD employee. Contractual Increases Contract Pricing, Supply Costs, Etc. 257,324 Funding for contractual budget increases in technology, uniforms, officer supplies, and equipment due to vendor pricing increases. PSB Printers 55,000 Update printers at the Public Service Building Move LTD from PD to Insurance and Risk (193,000) With a City-wide paid LTD program the Police Department will no longer need to fund the LTD for Police Officers 201 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 POLICE DEPARTMENT Versaterm Case Service Program 48,954 $48,954($10,000 One-time) - Case service will replace the current online reporting software used by the police department that has not had vendor provided updates. Case Service will provide enhanced customer service- providing a non-emergency online reporting solution that allows citizens to engage police services through their choice of communication options including,voice, text,web, and mobile apps. Versaterm (Moving to a Cloud) 200,000 As part of the valley-wide project to move all agencies onto one dispatch and records management system,the city has signed a cooperative service contract with the Salt Lake Valley Emergency Communications Center(VECC)that will require Versaterm be moved to the cloud.The cloud-based system will create efficiencies while also providing for security and maintenance at a higher level than is currently in place. Versaterm E-Ticketing(Replaces Brazos devices and Technology) [One-Time] 60,000 Replaces current Brazos devices and integrates into the Versaterm suite of products. One time budget request for setup and programming. Ongoing covered in existing budget for the old software. 202 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS DEPARTMENT OF PUBLIC LANDS Organizational Structure Fiscal Year 2022-23 - —1 Finance &AccountinDepartment of Public Lands Communications& Gregg Evans _ Kristin Riker Technology Director J l 1 Deputy Director Deputy Director Planning & Ecological Services Operations Tyler Murdock Carmen Bailey Projects & Planning I Ecological Services Golf Parks Managment I Team Matt Kammeyer Lee Boliwinkel J Cemetery Parks Maintenance Regional Athletic Complex Graffiti Removal Urban Forestry Special Events & Tony Gliot Permitting J 203 44 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS Department of Public Lands Department Vision Statement A vibrant system of connected public landscapes and living infrastructure that enhances the community's identity, sense of place and quality of life. Department Mission Statement Salt Lake City Shall enhance the livability of the urban environment to ensure that the resources under our management are carefully stewarded and equitably accessible for future generations. Department Overview The Department of Public Lands'four divisions are tasked with planning, construction coordination and acquisition of Public Lands with a community-based approach. In coordination with our many City partners, we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health, beauty and recreational opportunities of residents and visitors to the Capital City. Administrative Services Division: provides leadership, project support, budget support, and long-term strategies and initiatives through communications, public outreach, finance, technology, information management, and policy development. Parks Division: Is the stewards of and responsible for the oversight of all City Parks, SLC Cemetery, and the Regional Athletic Complex. The combined mission of these programs is to provide outdoor green spaces and services for the public to enjoy by planning for future development, continued maintenance, and preservation. Golf Division: Manages the operations of six full-service golf courses throughout the city. Golf operations include the maintenance of all green spaces, programming of golf clinics, tournaments, leagues, instruction programs and the management of the course retail pro shops, cafes, and driving ranges and cart fleet maintenance and rentals. Planning& Ecological Services Division: Oversees planning efforts including master plans, facility improvement plans and resource management plans, as well as development and implementation of Departmental initiatives and capital projects. This includes advancing the ecological health and biodiversity of the public lands system, and improving the quality, accessibility, and equity of Department lands and resources. Urban Forestry Division: Manages approximately 86,000 trees with 25,000 vacant planting sites (located in city parks, on city facility properties, and along city streets and trails). Collectively the City's trees form vast living infrastructure that serves to moderate urban temperatures, clean our air, buffer city noise and light pollution, reduce energy consumption, promote healthy recreation, and increase property values. 204 46 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS Department Performance Measures Measure 2020 Actual 2021 Actual 2022 YTD 2022 Goal* FY23 Target #of Council Districts with an active biodiversity 1 2 3 4 6 enhancement project Ratio of trees planted to trees removed (a 1.37 1.61 1.59 >2 >2 number greater than one indicates expansion) Increase golf cart sales revenue by 5%** -0.0321 0.0068 -0.0789 >_2% >2% Ratio of maintained acres per maintenance FTE 9.84 10.03 11.71 11.8 12 *FY 22 are goals only. **Year over year numbers fluctuated due to FY20& FY21 Covid 19 factors. 205 11116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS Public Lands Department Kristen Riker, Director(Upon Advice and Consent) FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services — 16,012,591 20,250,154 O&M — 2,916,172 3,602,698 Charges&Services — 7,565,384 9,232,677 Capital Expenditures — 1,459,011 5,369,532 Interest&Bond Expenditures — 496,130 512,736 Total Department of Public — 28,449,288 38,967,797 Lands DIVISION BUDGETS Public Lands Administration — 3,073,610 2,856,963 15.35 Parks — 11,529,668 13,981,304 81.00 Planning and Ecological Services — 1,302,175 3,947,665 30.00 Urban Forestry — 2,846,418 3,455,849 18.00 Golf — 9,697,417 14,726,016 33.65 Total Department of Public — 28,449,288 38,967,797 Lands FUNDING SOURCES General Fund — 18,751,871 24,241,781 144.35 Golf Fund — 9,697,417 14,726,016 33.65 Total Department of Public — 28,449,288 38,967,797 Lands FTE by Fiscal Year 0.00 151.00 178.00 206 46 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS FY 2023 Department Budget Bonding/Debt/Interest Personal Services, Charges, 512,736 - 20,250,154 Capital Expenditures, 5,369,532 Charges &Services, 9,232,677 O & M, 3,602,698 207 MAYOR'S Ali RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS Department of Public Lands The Department of Public Lands was created in FY 2022 by moving the Parks and Golf functions from The Department Public Services. The Department has four divisions and is tasked with planning, construction coordination, and public land acquisition with a community-based approach. In coordination with our many City partners,we protect, grow and enhance natural landscapes, trees, and outdoor green spaces for the health, beauty, and recreational opportunities of residents and visitors to the Capital City. Changes discussed below represent adjustments to the FY 2020-21 adopted budget when the components of the new department still resided in Public Services. Base to Base 23,378 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 90,376 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 19,166 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 95,368 This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book. Merit Changes 39,768 Public Lands FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 452,477 This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 119,190 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 283,314 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#4: Park Ranger Program Personnel 1,914,200 The budget includes funding to continue the Public Lands Park Ranger program approved in budget amendment#4 of fiscal year 2022. A total of 19.0 FTEs were added in this amendment to work toward making people feel welcomed and safe in the City's parts, deterring inappropriate activity, reducing the number of vandalism incidents as well as other related activities. Budget Amendment#4: Park Ranger Program Equipment and Supplies 218,400 Funding has also been included for equipment and supplies associated with the above-mentioned Public Lands Park Ranger program. Budget Amendment#4: Signage Coordinator(Double Elimination) 51,847 A correction to the fiscal year 2022 budget was required in budget amendment#2 of fiscal year 2022. An FTE for Signage for the Planning& Ecological Services Division of Public Lands was initially approved, but later reduced. However,the funding was again inadvertently reduced at the Council level,thus doubling the reduction. This funding will allow for the continuation of the Signage program. Fleet Fuel Cost Increase 162,938 Funding to meet the rising cost of fuel in today's economy. 208 MAYOR'S 411 RECOMMENDED BUDGET Fiscal Year 2022-23 DE PARTM E N Policy Issues Remove Public Lands Department Development(One Time) (14,400) Funding was provided in fiscal year 2022 for the development of the Public Lands department as it began operation as a stand-alone department. A portion of the funding provided was one-time and will be reduced in this budget. Utilities Increases 332,157 The budget includes funding to cover anticipated cost increases to the various utilities provided to the department; water, sewer, electrical, natural gas, etc. Department Inflationary Costs 391,468 Each year the Public Lands Department has operational expense increases related to inflation and other contractual price increases. The budget addresses a significant cost increase to multiple expense categories related to operational contracts and supplies. Seasonal Positions Competitive Wage Increase 554,707 Due to the current job market and to offer a more competitive wage for hiring and retaining good seasonal employees,the budget recommends increasing the minimum starting wage for seasonal positions from $13.15 to $17.00 an hour. Reallocate Park Ranger Funding to Cover Foothill Trails and Move Park Ranger to Funding Our 18,000 Future- Increase to Program Expenses Funding is being reallocated within the Park Ranger program to cover Foothill Trails. Park Ranger Sergeants will be converted to a Park Ranger Manager and a Park Ranger Supervisor. Four Park Ranger Officers will be converted to Park Ranger Lead positions. Finally, 12 Park Ranger Officers will be changed to Park Ranger positions. This initiative also moves funding of Park Rangers from General Fund to Funding Our Future. A total of$18,000 in program expenses is included. Forest Growth, Preservation &Tree Maintenance:Area Forester-(Grade 22)(9 Months) 73,464 The budget includes the addition of an Area Forester position. With the Urban Forestry Division now planting twice as many trees and receiving approximately 5,000 customer requests for service each year,the Division cannot keep up with building/development plan and permitting reviews and site inspections. This position will help address those needs. Forest Growth, Preservation &Tree Maintenance: Reallocation of Budget for Crew Arborist& 292,000 Office Tech Funding is being recommended toward forest growth, preservation and tree maintenance efforts including $100,000 for office reconfiguration, $42,000 for additional program expenses and $150,000 for increased tree planting. This also includes a reallocation of budget for a Crew Arborist as well as an Office Tech position. New Properties and Amenities: Islands and Medians Seasonal Staff Crew 81,400 The budget includes funding for additional seasonal staff to address the growing need for islands and medians maintenance. With over 80 parcels, spring and summer start up and maintenance is extremely time consuming due to the many locations and mobilization time it takes to unload and load equipment at each site. New Properties and Amenities: Roots Disc Golf& Public Trail: Senior Groundskeeper-(Grade 125,939 16)(9 Months) Roots Disc Golf located at the Jordan River Par 3 located by Rosewood Golf Course, is Utah's 2nd known disc golf course. Because of the popularity this has become a booming sport with an increase of players as well as spectators.With the increase usage there has become a need to increase the maintenance to keep this site a premier course. The budget includes funding for additional dedicated staffing to better manage and maintain the site.The proposed funding will cover the cost of a Senior Groundskeeper position at$57,702, $29,000 for seasonal staff and $39,237 for additional program expenses. 209 46 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC LANDS Fisher Mansion Carriage House: Recreation Program Coordinator-(Grade 18)(9 Months) 98,807 In 2019, the SLC Council approved funding to construct a nature center at the historic Fisher Carriage House. The proposal included space for educational, interpretive, and recreational activities and programs,visitor engagement with Public Lands staff, and access to information about the Jordan River Parkway Trail and water trail. The budget includes funding for an Outdoor Recreation & Education Coordinator that will be responsible for education and interpretation programs, school group activities, and managing public engagement with exploration center. Boards&Commissions Council Liaison -(Grade 19)(9 Months) 65,946 The budget includes funding for a Boards &Commissions Council Liaison FTE. The Liaison will be a member of the Public Lands Communications team,with the direction to maintain the critical connection between SLC Public Lands staff and the PNUT Board and its sub-committees. The Liaison will ensure that the PNUT board operates within the parameters of the Salt Lake City Code and the board's by-laws, assisting the Chair and Vice-Chair as needed. They will be responsible for board recruitment and retention. 210 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES DEPARTMENT OF PUBLIC SERVICES Organizational Structure Fiscal Year 2022-23 Department of Public Services Jorge Chamorro Director (Upon Advice and Consent) PS Admin Services -Communications -Finance -Technology -Capital Planning r Deputy Director Deputy Director Capital Vacant JP Goates (Acting) . J i 1 I Engineering Compliance Maark Stephens Damian Choi i \ I City Engineer Fleet Matt Cassel Nancy Bean 1 / \ r Facilities Streets Jim Cleland Vacant J Safety Kristen Shulsen 211 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES The Department of Public Services The Department of Public Services'various divisions provide essential services to residents, businesses, and visitors; emergency response and recovery; and internal services that support all other city functions. The Department's vision is to be responsive to and anticipate the needs of a growing, diverse, and vibrant city. Public Services manages much of the ongoing stewardship of the city's built infrastructure. The Department's asset management work has expanded to include capital asset development and implementation with the inclusion of the Engineering Division in the Department. Strategic goals this year will be to create a life-cycle picture of capital assets from conception to renewal; improve emergency capabilities; continue critical workforce evolution planning; optimize technology tools for asset management and forecasting; and invest in diversity, inclusion, and equity work to support both our employees and the public we serve. MISSION STATEMENT Public Services is a team of professionals who value integrity, diversity, and equity. We are committed to providing essential municipal services and vibrant green spaces for Salt Lake City while implementing efficiencies and environmentally conscious practices, which strive to make life better throughout the community. PUBLIC SERVICES DEPARTMENT OVERVIEW Administrative Services provides centralized administrative services to the divisions to fulfill the Department mission of"making lives better."A team of administrative professionals supports Department programs by providing a solid and stable management infrastructure, coordinated communications, financial analysis, technological innovation, and strategic development that support the divisions, who in turn provide quality services to the community and other internal stakeholders. Compliance operates the crossing guard program, pay station maintenance, parking enforcement, the Main City Library parking garage, digital parking permits, and the customer service office. Engineering provides capital project planning, design, and construction; surveying and mapping services; and right-of-way permitting and inspections. Engineering is responsible for ensuring construction services comply with Federal, State and City requirements. Facilities is responsible for the stewardship of 82 facilities, as well as the maintenance of the Central and Sugarhouse Business district's public plazas, rights-of-way, and greenways. Facilities manages the capital asset replacement program, commissions buildings, and implements strategies to reduce building energy consumption. This year the Rapid Intervention Team will be operating under the management of Facilities. Fleet procures and maintains 1,644 City vehicles and 2,601 pieces of equipment, provides fuel at 15 locations, supplies a vehicle loaner pool, operates a car wash facility, a wash bay facility, and operates an internal parts room. Streets performs the maintenance, repair and emergency response for asphalt roads, asphalt surface treatments, signs and traffic signals, traffic markings and striping, street and bike lane sweeping, 50/50 sidewalk, concrete repair, sidewalk grinding and ADA ramp upgrades, snow and ice control, and after- hour response. 212 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES Department Performance Measurements FY2020 FY2021 FY2022 FY2023 FY2024 Performance Measures Actual Actual Target Target Target Maintain full coverage of required school < 36 <_ 36 <_40 <_40 <_40 crossings,with crossing guard staff during the minutes minutes minutes minutes minutes school year. Engineering: Number of Public Way Permits Issued 2,760 2,670 2,600 2,600 2,650 Maintenance Productivity: Maintain productivity 82% 69% >_ 90% >_ 90% >_ 90% of total work orders on-time at 90% or greater Fleet: Maintain mechanic productivity rate during 95% 90% >_ 90% >_ 90% >_ 90% work hours at 90% or greater Streets: Complete 155 lane miles of surface 130.84 lane 144.1 lane 155 lane 155 lane 155 lane treatments miles miles miles miles miles 213 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES Salt Lake City Department of Public Services Jorge Chamorra, Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 36,816,155 27,942,824 32,376,461 0 & M 12,538,278 10,904,779 13,295,070 Charges &Services 12,286,592 8,593,176 9,314,606 Capital Expenditures 5,292,361 10,897,439 10,891,354 Interest& Bond Expenditures 4,202,673 3,798,924 3,743,689 Transfers Out 292,333 295,361 295,361 Total Department of Public 71,428,392 62,432,503 69,916,541 Services DIVISION BUDGETS Administrative Services 2,288,561 2,331,467 3,297,887 18.00 Engineering — 5,316,996 6,237,533 49.00 Golf 7,918,935 — — Youth & Family 1,870,718 — — Compliance 2,694,597 3,801,531 4,103,432 29.00 Facility Services 8,337,605 9,132,553 10,809,352 52.00 Fleet 19,392,264 28,090,575 30,426,031 46.00 Streets 12,669,147 13,759,381 15,042,306 113.00 Parks 10,201,198 — — Public Land Administration 2,468,380 — — Trails & Natural Lands 975,514 — — Urban Forestry 2,611,474 — — Total Department of Public 71,428,391 62,432,503 69,916,541 Services FUNDING SOURCES General Fund 44,117,192 34,341,928 39,490,510 261.00 Fleet Fund 19,392,264 28,090,575 30,426,031 46.00 Golf Fund 7,918,935 — — Total Department of Public 71,428,391 62,432,503 69,916,541 Services FTE by Fiscal Year 409.00 294.00 307.00 214 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES FY 2023 Department Budget Transfers OuV — Personal Services 295,361 32,376,461 Interest& Bond Expendit... 3,743,689 Capital Expenditures 10,891,354 Charges &Services O & M 9,314,606 13,295,070 215 41 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES Department of Public Services Changes discussed below represent adjustments to the FY 2021-22 adopted budget. Personal Services Base to Base Changes 399,935 Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, including pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 133,329 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 22,392 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 175,136 This increase reflects a change in the cost of insurance for the Department of Public Services as described in the Budget Summary section of the Budget Book. Merit Changes 148,586 Public Services FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 904,120 This increase reflects the Department of Public Services portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 368,107 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee (CCAC). Budget Amendment#2: Salary Changes 646,269 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Budget Amendment#4: CCP-Rapid Intervention Team (Transfer from ARPA to GF) 390,552 The budget includes a continuation of funding initially provided in budget amendment#4 of fiscal year 2022. This provides a Rapid Intervention Team which prioritizes outreach to individuals experiencing homelessness while also emphasizing the need to keep public spaces safe, clean and accessible to all. Fleet Fuel Increase 96,709 Funding to meet the rising cost of fuel in today's economy. Policy Issues Sales Tax Option: Remove Concrete Road Maintenance Initiative(One-time) (69,500) Funding for the one-time costs associated with the Concrete Road Maintenance Initiative will be removed in this budget. Change in Part-time Position Salary Costs 44,524 Funding is being included to bolster part-time position salaries. Contractual Increases-CPI 4.6% 340,500 Funding is provided for a 4.6% cost increase in the Public Services department's contract expenses. The amount is based on expenses during the most recent 12 month period. Utility Increases 464,000 The budget includes funding for the increased cost of utilities Public Services utilizes during daily operations. This includes power, natural gas,water, sewer, storm water and garbage, among others. 216 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES Deputy Director(Grade 38)(10 Months) 161,069 The budget includes funding for a Deputy Director position for the Public Services department. In fiscal year 2022, Public Services went through numerous organizational changes, including the loss of two deputy directors and the addition of the Engineering Division. Engineering's deep involvement in capital planning made it a vital member of the cepartment, as Public Services is now responsible for not only the maintenance, but all project delivery that results from capital improvement projects. This position will assume oversight of the Engineering and Administrative Services division while supporting the department goals of asset management, lifecycle costing, and workforce evolution. Financial Analyst(Grade 29) (10 months) 113,175 Funding is being recommended for an additional Financial Analyst for the Public Services department. The position would cover Engineering's fiscal responsibilities. Further, the anticipated ERP project and program based budgeting, as well as anticipated new infrastructure and bond funds necessitate the addition of this position. A total of$2,400 in one-time funding is included. Sr. Project Manager- Engineering(Grade 34) (10 Months) 142,290 The budget includes funding for an additional Sr. Project Manager in the Engineering division of Public Services. The Engineering Division's Places Team (City Architect Team)consists of seven project managers led by the City Architect.The breadth of this team's projects ranges from repairing earthquake damage to City facilities to installing park benches.The complexity of what the group is responsible for managing has been greatlyexpanding for the past few years. The City Architect position has a great deal of technical burden placed on it,without adequate capacity to actively track and prioritize projects and schedules.The addition of a Senior Project Delivery Manager would support the City Architect by managing project timelines,tracking delays, and addressing staff needs so that the City Architect can focus more on the nuanced and technical details. A total of$4,780 in one-time funding is included. Sr. Project Manager- Facilities(Grade 34)(10 Months) 139,160 Over the past three years, the City has benefited from consistent funding of Facilities' Capital Asset Renewal Plan. However, the number of renewal projects has increased beyond the current staff capacity.This Senior Project Manager will manage and coordinate all construction and renewal projects included in the Capital Asset Renewal Plan.This includes coordinating and collaborating with Engineering on CIP facilities' projects and enhancing project delivery capacity, as well as reviewing and managing all CIP asset replacements and small construction projects.The position also tracks appropriations and expenses maintained in Cartegraph for the ten-year capital plan.This position will require an additional vehicle that has been calculated into the total asking amount. Safety Coordinator(Grade 26) (10 Months) 98,815 The budget includes funding for an additional Safety Coordinator position within the Public Services department. As part of an ongoing commitment to protecting the safety and health of our workforce, a request to increase the Safety team to two full-time employees is requested.This additional FTE will support the department's Safety Program, which prevents workplace injuries and illnesses, promotes overall worker health, prepares department for emergencies(man-made and natural disasters), and ensures a safe workplace for employees and a safe environment for the public. OSHA recommends a ratio of one safety professional for every 300 employees; Public Services currently has a ratio of 1:900, safety staff to general employees, as they continue to support the Public Lands Department and the Youth and Family Division. Increasing safety staff will ensure an effective span of control for worker's compensation claims management, hazard identification and mitigation, OSHA required program management, emergency management, continuity of operations, and pandemic planning. Sales Tax Option: Expansion of Traffic Sign & Marking Maintenance(Grade 18)(10 Months) 158,460 The budget includes funding from Funding Our Future for an expansion of Traffic Sign & Marking Maintenance with 2.0 addition positions. When Streets receivec additional funding for surface treatments, no additional funding was provided to accommodate the increased demand placed on the Signs and Markings Program.As a result of City-wide initiatives, like Complete Streets, additional features are being added to rights-of-way.As more and more markings and signs are added Streets' inventory,the likelihood of falling behind on the maintenance cycle of those safety-related items, such as school crossing and bike lane markings, also increases.The addition of two Traffic Maintenance Operators will help provide the service level increase necessary to meet the demand of the current workload.This request includes a one-time cost for vehicles and equipment associated with these positions. 217 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF PUBLIC SERVICES Sales Tax Option: Expansion of Traffic Signal Maintenance (Grade 23)(10 Months) 99,475 Funding is provided to expand the Traffic Signal Maintenance program, including an additional position. The Streets'Traffic Signal Program is responsible for maintaining signalized intersections and pedestrian signals at crosswalks in the city.As Transportation evaluates and approves new signal locations, Streets adds them to the inventory and takes on maintenance responsibilities.The number of these signals has doubled in the last four years with no additional funding or staffing, and the number of devices each Signal Technician maintains exceeds the recommendation by the Manual on Uniform Traffic Control Devices, resulting in longer response times for signals that are not working. By adding staff to this program, Streets'ability to perform preventative maintenance cycles will increase, extending asset life and reducing the frequency of asset issues.This request includes a one- time cost for a new vehicle and other equipment associated with this position. Operation Manager- Business Districts- Facilities(Grade 31)(10 Months) 123,479 Funding is being recommended for an Operations Manager for the City's business districts. The core function of the Facilities Division has expanded over the last several years to include daily maintenance of the city's business districts. However,the increasing amount and more complex responsibilities the division has taken on requires it to accommodate new needs.This position will support the division's processes of ensuring City procurement rules are followed for replacing City assets, tracking district funding, and reviewing plans for future development projects.The Operations Manager will assist in managing all maintenance and operations activities in business districts, representing the Facilities Director in the development of downtown streetscapes where Facilities maintains pedestrian rights-of-way, and working with contractors to make sure installations in pedestrian areas meet City guidelines. Finally, this role would act as a customer relations official representing Facilities for all business district customers and patrons.This position will require an additional vehicle that has been calculated into the total amount. New Facilities Maintenance Funding 48,000 The Facilities Division continues to assume stewardship of new capital projects when completed.The new pedestrian bridge over the railroad tracks at 300 North 500 West(expected July 2022)will require an estimated $23,441 in first-year maintenance costs(water, elevator maintenance contract, cleaning, HVAC maintenance, landscaping, and snow removal). In addition,the Fisher Mansion Carriage House-Jordan River Learning Center Operations(Summer 2022)will need an estimated $24,000(fire alarm and security systems monitoring, general and HVAC maintenance, controls, janitorial,water,gas, electricity). Funding is recommended for these needs. 218 4116 MAYOR'S RECOMMENDED BUDGET Fiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES DEPARTMENT OF PUBLIC UTILITIES Organizational Structure Fiscal Year 2022-23 Laura Briefer, M.P.A. Director Tamara Prue Lisa M. Tarufelli, M.B.A. Water Resources Safety Program Manager Finance Administrator Management Communication a Engagement _ Contracts, Property&Water RIghts Firdf414 Managerent 5ustainab lity I Meter Reading Water Conservation Billing Stream Flow Records Finance Snow Totals Marian Rice Jesse Stewart Deputy Director Deputy Director GIS Administrative Services Watershed Engineering Street UghtAng Water Reclamation Water'Quality&Treatment Maintenance c -..\, [viiimi: Water Quality & Treatment Engineering Teresa Gray Jason Brown, F.E. Administrator Chief Engine r Water&Storm Water Quality V Regulatory Compllarice Capital Improvement Grass Connection and Control Development Water Treatment Plants Design Sewer Pretreatment Inspection . . IS & IT Wastewater Treatment Plar- Tamara Wambeam — Jamey West GIS & IT System Administrator Water Reclamation Manager • GIS waste Water Treatr�c,7l P a.r.i r Locators Pretreatment PreirarA Leak Detection Survey Maintenance f Operations Safety Specialist Document Management Pudic Utilipea Web Randy Bullough Billing Program Superintendent Water Maintenance Sewer Maintenance Storm water Maintenance Distribution Tel emetering Support Services Warehouse 219 MAYOR'S RECOMMENDED BUDGET Fiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES Department of Public Utilities Department Mission and Vision Statement To serve our community and protect our environment by working to continuously improve water, wastewater, stormwater, and street lighting services in a sustainable manner. We strive to uphold the values of Service, Leadership, Integrity, Flexibility, Efficiency, and Stewardship. Department Overview The Salt Lake City Department of Public Utilities (SLCDPU) provides water, sewer, stormwater, and street lighting services. SLCDPU provides sewer, stormwater, and street lighting to the approximately 200,000 residents of Salt Lake City. The service area for SLCDPU's water utility is much larger and provides drinking water to more than 360,000 people in Salt Lake City and portions of Mill Creek, Holladay, Cottonwood Heights, Murray, Midvale, and South Salt Lake. SLCDPU manages the four utilities as separate enterprise funds under one administrative management structure. SLCDPU develops and implements fees, rates and rate structures that are approved annually by the Salt Lake City Council. SLCDPU's work in each of its four utilities is vital to public health, environment, economy, and quality of life. Our 470 employees are responsible to ensure the environment is protected, and that the public has access to clean, reliable, and affordable water resources. SLCDPU is extremely accountable to the public in its implementation of these services. In fulfilling this important responsibility, SLCDPU is regulated by (1)federal and state agencies pursuant to the federal Safe Drinking Water Act and Clean Water Act, and the state's drinking water and water quality statutes and rules; (2) federal and state statutes regarding water resources, water quality, and flood control; and (3) local health department regulations concerning drinking water and wastewater. SLCDPU, in turn, enforces numerous regulations concerning water, stormwater, and sewer, primarily contained in Chapter 17 of Salt Lake City's ordinances. SLCDPU is also responsible for regulating the Riparian Corridor Overlay Zone found in Chapter 21 of Salt Lake City's ordinances. Department Performance Measurements Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Water Quality: Water Quality Turbidity is a measure of water clarity by indicat-- ing how cloudy it is. The national <0.03 NTU 0.02 NTU 0.03 NTU <0.03 NTU <0.03 NTU benchmark is less than 0.1 Nephelometric Turbidity Units (NTU). Energy Use:AWWA Water-Energy Efficiency median is 6,881 thousand 1,840 Kbtu/ 2,024 Kbtu/ 1,902 Kbtu/ 1,840 Kbtu/ 1,840 Kbtu/ British thermal units per year per yr/MG yr/MG yr/MG yr/MG yr/MG million gallons (Kbtu/yr./MG). Water Use:Average Per Capita Water Use in Gallons per Capita per Day(gpcd 195 gpcd 172 gpcd 193 gpcd <200 gpcd <200 gpcd as of 12/31). Sewer: Clean greater than 35% of the 45% of 59% of 45% of >35% of >35% of sewer collection system. System System System System System Stormwater: Linear feet(LF) of lines 2,183 LF 13,295 LF 13,541 LF 21,700 LF* 21,700 LF* replaced, rehabilitated, or installed. *Target based on annual CIP planning. 220 MAYOR'S RECOMMENDED BUDGET Fiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES Salt Lake City Department of Public Utilities Laura Briefer,Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 37,071,001 45,645,184 49,027,442 0 & M 5,970,676 7,735,360 8,737,209 Charges &Services 47,240,774 60,642,430 64,446,316 Interest& Bond Expense 10,818,773 23,185,287 29,255,463 Capital Expenditures 135,156,384 282,674,161 261,074,907 Transfers Out — 597,605 583,605 Total Department of Public 236,257,608 420,480,027 413,124,942 Utilities DIVISION BUDGETS Administration 5,933,528 7,723,876 7,960,801 38.00 Finance 17,926,804 23,560,363 26,841,436 51.00 Engineering 4,677,860 7,688,463 7,968,759 50.00 Water Quality 29,548,152 33,780,956 35,028,903 58.00 Water Reclamation 9,071,667 11,520,150 12,724,122 69.00 Water Resources 1,277,633 2,376,821 2,196,676 11.00 Maintenance 19,471,619 24,920,746 26,660,319 182.00 GIS 2,393,941 3,088,854 3,413,556.00 CIP and Debt Service 145,956,402 305,819,798 290,330,370.00 Total Department of Public 236,257,608 420,480,027 413,124,942.00 Utilities FUNDING SOURCES Street Lighting Fund 4,719,532 5,699,663 5,757,825.00 2.72 Water Fund 110,633,045 127,365,555 132,752,815.00 288.16 Sewer Fund 110,381,346 268,213,796 255,914,580.00 127.65 Storm Water Fund 10,523,685 19,201,013 18,699,722 40.47 Total Department of Public 236,257,608 420,480,027 413,124,942 Utilities FTE by Fiscal Year 435.00 452.00 459.00 221 411iMAYOR'S RECOMMENDED BUDGET Fiscal year 2022-23 DEPARTMENT OF PUBLIC UTILITIES FY 2023 Department Budget O & M Personal Service 8,737,209 49,027,442 Transfers Out: 583,605—‘ Charges&Services 64,446,316 Interest& Bond Expe. 29,255,463 Capital Expenditure 261,074,907 222 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 REDEVELOPMENT AGENCY REDEVELOPMENT AGENCY Organizational Structure Fiscal Year 2022-23 r. Danny Walz Director Cara Lindsley Deputy Director Rederelpment Gallivan Center Staff Agency Staff ` _ 223 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 REDEVELOPMENT AGENCY Redevelopment Agency of Salt Lake City DEPARTMENT MISSION STATEMENT AND CORE VALUES The mission of the Redevelopment Agency of Salt Lake City(RDA) is to revitalize neighborhoods and business districts to improve livability, spark economic growth, and foster authentic communities, serving as a catalyst for strategic development projects that enhance the City's housing opportunities, commercial vitality, public spaces, and environmental sustainability. We foster a set of core values that collectively support the revitalization of Salt Lake City's communities: ECONOMIC GROWTH //We act as a responsible steward of public funds, taking a long-term view of investment, return, and property values. COMMUNITY IMPACT//We prioritize projects and programs that demonstrate commitment to improving equity and quality of life for residents and businesses in Salt Lake City. NEIGHBORHOOD VIBRANCY//We cultivate distinct and livable built environments that are contextually sensitive, resilient, connected, and sustainable. DEPARTMENT OVERVIEW Since 1969, the RDA has played a pivotal role in revitalizing many areas of Salt Lake City. Under the Utah Community Development and Renewal Agencies Act, the RDA has the charge and financial tools to address blight and disinvestment in specific parts of the City. By working with communities and development partners, the RDA is transforming areas suffering from social, environmental, physical, or economic challenges into neighborhoods and commercial districts that are characterized by a variety of useful amenities, vital housing opportunities, successful local businesses, connected public spaces, renewed infrastructure, and public art. As owner of the Gallivan Center, the RDA also works with the adjacent property owners to oversee the maintenance and programming of the 3.5-acre downtown plaza. To accomplish its goals to enhance livability and trigger economic investment, the RDA utilizes a powerful set of financial, planning, and revitalization tools to support redevelopment within communities throughout the City. The RDA achieves its goals through direction from its RDA Board of Directors (the same members as the Salt Lake City Council) and is administered by its Executive Director (Salt Lake City Mayor). Together with the Gallivan Center, the RDA has a total of 32 positions led by the Director and Deputy Director. The staff conducts the daily operations of the RDA as well as maintenance and operations of the Gallivan Center. 224 MAYOR'S 41111 RECOMMENDED BUDGET Fiscal Year 2022-23 REDEVELOPMENT AGENCY Redevelopment Agency of Salt Lake City Danny Walz, Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended Actuals Budget Budget FY 2021-22 FTE DEPARTMENT BUDGET Personal Services 1,560,415 2,279,956 2,480,095 0 & M 1,607,423 11,900 1,300,000 Charges&Services 24,173,439 27,220,153 22,452,621 Interest& Bond Expense 4,854,399 9,792,549 10,746,989 Capital Expenditures 666,847 100,000 14,278,181 Transfers Out — 22,505,250 12,043,013 Total RDA 32,862,523 61,909,808 63,300,899 DIVISION BUDGETS Administration 3,201,564 3,857,015 3,998,655 19.00 Block 70 6,114,325 10,939,263 10,915,154 Central Business District 16,774,390 27,923,150 27,596,650 Primary Housing Fund (CWH TI) — 1,498,627 1,599,880 Depot District 2,612,615 4,121,164 4,049,587 Granary District 2,076 666,124 648,546 Housing Development Fund — 2,590,000 5,230,000 North Temple 123,033 4,162,736 449,053 No Temple Viaduct 2,069,020 1,188,979 1,206,609 Northwest Quadrant — 1,500,000 908,100 Westside Community Initiative (NWQ Hsg/UIPA) — 250,000 500,000 Program Income Fund 999,236 1,997,750 1,556,835 Secondary Housing Fund (PAH) 16,478 394,000 10,000 Revolving Loan Fund 183,590 550,000 345,000 Stadler Rail — 71,000 72,920 State Street — — 2,631,183 9-Line 0 0 1477727 WCH 167,845 150,000 100,000 WTG 598351 50,000 5,000 Total RDA 32,862,523 61,909,808 63,300,899 FUNDING SOURCES Redevelopment Agency Fund 32,862,523 61,909,808 63,300,899 19.00 Total RDA 32,862,523 61,909,808 63,300,899 FTE by Fiscal Year 19 19 19 225 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 REDEVELOPMENT AGENCY FY 2022 DEPT BUDGET Personal Service & M 2,480,095 1,300,000 Transfers Out 12043013 pr iii411 Capital Expenditures 14,278,181 Al Charges &Services 22,452,621 Interest& Bond Expense 10,746,989 226 41 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY DEPARTMENT OF SUSTAINABILITY Organizational Structure Fiscal Year 2022-23 Department of Sustainability Finance &Accounting Angie Nielsen Debbie Lyons Financial Manager Director K.. O Budget Development Accounting& Reporting Financial Analysis Carbon Data Accounting Financial Forecasting 1 Waste & Recycling Environment & Energy Chris Bell Sophia Nicholas Division Director Deputy Director Zero Waste Planning& Policy Budget&Policy Recycling Air Quality Refuse Collection Environmental Compliance Curbside Compost Collection Climate Change Call-2-Haul Program Energy Glass Recycling Food Security Education&Enforcement Communications &Public Relations Special Events Waste & Recycling Grant Management Construction&Demolition E2 Business Program Waste Permits Master Recycler Program 227 MAYOR'S 401 RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF SUSTAINABILITY Department of Sustainability Overview Vision Statement The Sustainability Department supports the vision of leading the way on resilience and environmental stewardship. Mission Statement The Sustainability Department develops goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater equity, resiliency, and empowerment for the community. Department Overview The Department of Sustainability aims to develop goals and strategies to protect our natural resources, reduce pollution, slow climate change, and establish a path toward greater resiliency and vitality for all aspects of our community. The Department is organized in two separate divisions: The Waste & Recycling Division and the Environment & Energy Division. The Waste & Recycling Division is responsible for managing the City's regular refuse, compost, and recycling collection services and is funded by refuse collection fees. The Environment & Energy Division develops plans and policies to preserve and improve our built and natural environments and provide residents information on sustainability issues affecting Salt Lake City. This division is funded primarily by landfill dividends and recycling proceeds when available. The Department currently operates with 63 full-time equivalent positions (FTE's). Department Performance Measurement Measure 2019 Actual 2020 Actual 2021 Actual 2022 Target 2023 Target Increase percent of residential waste stream diverted from the landfill through recycling and 38.75% 39.29% 37.2% >_40% >_40% composting 50% renewable electricity 13.70% generation for municipal 13% (est.) 12% (est) >_13% >_50% operations by 2023 (est.) 100% renewable electricity 14% (est.) 22% (est.) 20% (est) >_20% >_20% generation for community by 2030 Reduce community greenhouse gas 4,805,478 4,498,525 4,720,000 4,620,000 4,620,000 emissions 80% by 2040 (est.) (est.) (est.) MTCO2e MTCO2e MTCO2e MTCO2e SLCGreen Total social media followers (INSTAGRAM, Facebook, 15,954 17,624 18,254 19,250 20,250 and Twitter) 228 ilkMAYOR'S RECOMMENDED BUDGET Fiscal Year2022-23 DEPARTMENT OF SUSTAINABILITY Salt Lake City Department of Sustainability Vicki Bennett, Director FY 2022-23 FY 2020-21 FY 2021-22 Recommended Actuals Adopted Budget Budget FY 2022-23 FTE DEPARTMENT BUDGET Personal Services 5,361,794 5,664,486 6,029,059 O&M 179,143 308,099 278,599 Charges&Services 7,114,589 9,062,484 10,052,438 Interest&Bond Expense 1,952,293 2,778,676 2,578,871 Capital Expenditures 1,242,711 6,625,859 5,738,704 Transfers Out 271,258 273,900 275,000 Total Community and 16,121,789 24,713,504 24,952,671 Neighborhoods DIVISION BUDGETS Environment&Energy 1,158,985 2,140,946 3,414,392 7.00 Waste&Recycling 14,962,804 22,572,558 21,538,279 56.00 Total Community and 16,121,789 24,713,504 24,952,671 Neighborhoods FUNDING SOURCES Refuse Fund 16,121,789 24,713,504 24,952,671 63.00 Total Community and 16,121,789 24,713,504 24,952,671 Neighborhoods FTE by Fiscal Year 63.00 63.00 63.00 FY 2022 Department Budget Personal Service 6,029,059 0 & M 278,599 Transfers Out 275,000 Capital Expenditures- 5,738,704 Charges&Services 10,052,438 Interest& Bond Expense 2,578,871 229 AMAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 DEPARTMENT OF SUSTAINABILITY This page has been intentionally left blank 230 414 MAYOR'S RECOMMENDED BUDGET 911 COMMUNICATION BUREAU Fiscal Year 2022-23 911 COMMUNICATIONS BUREAU Organizational Structure Fiscal Year 2022-23 r 911 Communications Bureau Stephen Meyer Director Deputy Director Lisa Kehoe I 1 Operations Manager ,H .t ._ r. _. Manager Racheal "Shelly` Dejong Elizabeth „Betsy' Dell a i l Operations Manager Kelli Wallin 231 4 MAYOR'S RECOMMENDED BUDGET 911 COMMUNICATION BUREAU Fiscal Year 2022-23 911 Dispatch Bureau Department Vision Statement We will strive to form a partnership with our officers and firefighters to create a safe and healthy community where our citizens can work and live. Department Mission Statement Salt Lake City 911 will maintain a high state of readiness to provide a caring and committed link between our officers, firefighters, and citizens of Salt Lake City. Department Overview The 911 Communications Bureau provides dispatch services for Salt Lake City and Sandy City residents. They process all emergent and non-emergent calls in both municipalities. The dispatchers work cooperatively with the Fire Departments and Police Departments that they serve and Sandy Animal Services to address the needs of the public. The 911 Bureau is managed by an at-will director that reports to the Office of the Mayor. The total FTEs for the 911 Communications Bureau stands at 108.0 The majority of these FTEs answer calls 24 hours a day, 365 days a year, and answered over 780,000 calls last year. These specialized dispatchers require rigorous training each year and are held to high standards of quality response. 911 Communications Bureau Performance Measures Performance Measures 2019 Actual 2020 Actual 2021 Target 2022 Target 2023 Target Answer phones within 15 seconds at least 95.24% of the 97.79% 98.03% 95.24% 95.24% 95.24% time Answer phones within 40 seconds at least 98.47% of the 99.26% 99.33% 98.47% 98.47% 98.47% time *911 Comm gathers performance measurement information on a calendar year basis. 232 4 MAYOR'S RECOMMENDED BUDGET 911 COMMUNICATION BUREAU Fiscal Year 2022-23 Salt Lake City 911 Communications Bureau Steve Meyer, Director FY 2021-22 FY 2022-23 FY 2020-21 Adopted Recommended FY 2022-23 Actuals Budget Budget FTE DEPARTMENT BUDGET Personal Services 6,799,409 8,054,536 9,702,969 0&M 71,327 42,400 84,984 Charges&Services 638,088 859,444 935,576 Capital Expenditures 24,373 60,000 150,373 Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902 DIVISION BUDGETS City Administration 7,533,197 9,016,380 10,873,902 100.00 Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902 FUNDING SOURCES General Fund 7,533,197 9,016,380 10,873,902 100.00 Total 911 Communications Bureau 7,533,197 9,016,380 10,873,902 FTE by Fiscal Year 100.00 108.00 100.00 FY 2023 Department Budget Capital Expenditure 150,373 Charges &Services 935,576 O & M r 84,984 Personal Services 9,702,969 233 AIMAYOR'S RECOMMENDED BUDGET 9 Fiscal Year 2022-23 911 Communications Bureau Changes discussed below represent adjustments to the FY 2021-22 adopted budget. Personal Services Base to Base Changes (96,673) Base to base changes compares personal services costs adopted as part of the FY2022 budget to actual personal services costs paid during the first pay period of the calendar year 2022. Changes in this category incorporate changes in personal services at the individual staff level, incluc ing pay adjustments, reclassifications, career ladders, and benefits changes that happened in the first part of the current fiscal year. Annualization of Partially Funded Positions 561,750 Annualized funding for those positions added for only a portion of fiscal year 2022. Pension Changes 10,992 The budget includes changes as required for participation in the Utah state pension system. Insurance Rate Changes 62,552 This increase reflects a change in insurance costs for the 911 Communication Bureau as described in the Budget Summary section of the Budget Book. Merit Changes 2,802 The 911 Communication Bureau FY2022 scheduled increases for all represented employees covered under an MOU. Employees included are AFSCME 100, 200 &330 series employees; Fire 400 &901 series employees; and Police 500 series employees. Salary Proposal 328,350 This increase reflects the 911 Communication Bureaus portion of the salary proposal described in the Budget Summary portion of the Mayor's Recommended Budget Book. NFP&CCAC Cost Projections 7,049 The salary includes changes to bring non-represented positions in the City to fair market value in accordance with salary surveys from NFP and the Citizen's Compensation Advisory Committee(CCAC). Budget Amendment#2: Salary Changes 321,295 In budget amendment#2 of fiscal year 2022 the City adopted changes to salary schedules for all Salt Lake City employees.This amount reflects the cost associated with those salary changes. Policy Issues Eliminate Dispatchers(-8) (735,934) SLC911 received 8 FTEs in order to implement a 32-hour work week that would give our employees a better work life balance and allow for more mental health breaks. However due to the recruitment challenges that SLC911 has faced those positions have not been filled. During meetings with employees, it was discovered that a vast majority of our employees were not in favor of the 32-hour work week in the form that it was proposed.They had significant concerns with the fact that while it was true that they were getting more days off each week,they also were being required to give up 50% of their time off which meant that they couldn't have the control over their time off which might make taking vacation more difficult than it was with the standard work week.As a result of the employee feedback and the need to fund cost saving measures to compensate our employees fairly the decision was made to ask for a reduction of 8 FTE's. We anticipate that this reduction will result in a decrease of$735,934 making the overall cost for the compensation plan with the FTE reduction will be a cost of $312,625.This cost has a direct offset with revenues from the E-911 fund and Sandy City. This investment into our first, first responders will ensure that we can serve our community for years to come. Over the next year we will be reevaluating the 32-hour work week and other creative scheduling plans that may give our dispatchers a better work life balance. 234 41 MAYOR'S RECOMMENDED BUDGET 911 COMMUNICATION BUREAU Fiscal Year 2022-23 Dispatch Salary Enhancement 1,048,559 In November 2021, SLC911 engaged employees in several surveys and feedback sessions about areas of our business that were currently going well, as well as areas that were creating significant dissatisfaction for our employees.The two areas that required immediate improvement were the levels of pay, as well as the proposed plan to create a 32-hour work week. SLC 911 was having significant issues with recruiting, retention, and employee satisfaction and on November 1ST the department was over 20 positions down from the maximum staffing. Dispatchers were being mandated to work, at times, 16-hour shifts, and morale was at an all-time low.The reality of the situation was that the conditions posed significant health concerns for our employees, and a public safety concern for the residents, and visitors of Salt Lake city. In collaboration with the Mayors office, Human Resources, and the employee union a compensation plan was developed that ensures SLC911 can remain competitive within the current job market, and fairly compensates our employees for the amazing job that they do. The estimated cost of this program is $1,048,559. Since January when the pay increases were launched SLC911 has seen a significant decrease in employee resignations and recruitment numbers have skyrocketed. The eventual decrease in overtime costs because of being fully trained will help to offset a portion of the cost of this salary adjustment in future years. Telephone Bill Increase 21,480 The recommended budget includes an increase in Century Link phone bill costs based on estimates for fiscal year 2023. Software Maintenance Contracts 50,000 The recommended budget includes funding for the increased contract costs of Versaterm, Vesta, Motorola (radio maintenance), Securelogic, NICE, Critical Dispatcher, Biddle Consulting Overtime 250,000 Funding has been included to accommodate anticipated overtime costs as the Bureau works to completely fill available positions. Training Cost Increase 9,200 Increased funding will allow all dispatchers to receive the standard twenty-four hours per year of training. Materials and Supplies 4,100 The recommended budget includes funding for increased materials and supplies needs, as well as the estimated increases in soda machine costs. Convention Presence and Networking(Out of Town Travel) 10,000 Funding has been included to allow Bureau employees to attend training and workshops that will bring them up to date on current best practices in association with professional memberships. Public Relations Campaign 2,000 The recommended budget provides funding for the Bureau to undertake some public relations initiatives to increase public relations and awareness of the work the 911 Communications Bureau does for the community. 235 4 MAYOR'S RECOMMENDED BUDGET 911 COMMUNICATION BUREAU Fiscal Year 2022-23 This page has been intentionally left blank 236 4 MAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 Non-Departmental FY 2022-23 FY 2021-22 Recommended FY 2020-21 Actuals Adopted Budget Budget Governmental Transactions 10 Year Plan -Airport Trail Reimbursement 103,887 103,887 103,887 Required by FAA Corrective Action Plan Retirement Payouts 374,746 696,000 696,000 Health Plan Enrollment 3,416 - - Constituent Tracking System 59,430 Building Space Needs Assessment 7,500 Surplus Levee Match 25,000 Contract with U of U for Demographic Project 25,000 50,000 50,000 Sorenson Center w/County - 1,014,800 1,014,800 Jordan River Membership 14,900 14,000 14,000 Washington DC Consultant - 75,000 75,000 Tuition Aid Program 321,622 300,000 320,000 Municipal Elections - 141,673 - Animal Services Contract 1,894,418 1,910,487 1,968,385 Police Department Body Cameras 1,159,196 1,549,692 1,549,692 Apprenticeship Program 211,804 - 1,025,000 City Resident Bus Pass(HIVE) 458,457 1,260,000 1,160,000 Fire SCBA 210,000 197,000 197,400 Free Bus Passes for School Children (Expansion - - 100,000 of HIVE) Federal Grant Match Account - - 1,000,000 Governmental Transactions Total 4,869,376 7,312,539 9,274,164 Inter-Governmental Transfers Ground Transportation GF Expense 27,310 - - Public Utilities- Land Swap Payment - 200,000 200,000 Capital Improvements Project Fund 11,832,503 11,082,920 20,007,135 Transfer to Debt Service Fund 9,618,054 9,503,618 10,243,296 Debt Service on LBA - - 1,174,025 Fleet Replacement Fund 5,262,612 10,269,716 11,711,900 Transfer to RDA 16,611,140 14,765,780 18,122,420 Transfer to Golf 1,637,234 - Golf(Living Wage and CCAC Salary Adjustment - 370,100 370,100 Transfer Golf Fund ESCO FY 2021 - Golf Fund ESCO FY 2022 - 484,000 - Golf Fund ESCO FY 2023 - - 493,239 Golf Admin Fee Transfer 315,779 339,335 Golf IMS Transfer 200,000 350,000 Rosepark Infrastructure Renewal - 500,000 500,000 Transfer to Water Fund (HIVE Pass Through) 342,350 61,000 61,000 Transfer to Public Utilities 485,000 Transfer to Airport 501,000 237 4 MAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 FY 2022-23 FY 2021-22 Recommended FY 2020-21 Actuals Adopted Budget Budget Public Utilities-Assistance - - 100,000 Housing Sales Tax Plan (Transfer to the Housing 3,150,000 2,590,000 - Fund) Transfer to Governmental Immunity 2,773,259 2,767,963 - IFAS Account IMS Transfer 780,069 780,069 780,069 General Fund Costs for Streetlighting 102,448 124,420 184,420 Community Investment Priorities - 1,000,000 - Sustainability Fund Transfer - - 1,712,126 Special Revenue Fund: Environmental - - 100,000 Assessment Fund Special Revenue Fund: Emergency Demolition - - 200,000 Revolving Fund (One-time) Inter-Governmental Transfers Total 53,122,979 55,015,365 66,649,065 Interfund Charges Information Management Services Fund 11,476,690 13,990,678 17,586,526 Risk Management Premium 2,168,536 2,247,617 2,597,591 Move LTD from Police to Insurance and Risk - - 193,000 SCI & LTD Changes - - 335,000 Centralized Fleet Management 6,441,562 6,757,203 6,938,939 Interfund Charges Total 20,086,788 22,995,498 27,651,056 Municipal Contributions&Civic Support Salt Lake City Arts Council 637,500 650,000 800,000 Legal Defenders 969,581 1,292,774 1,404,677 SL Area Chamber of Commerce 50,000 50,000 50,000 Sugar House Park Authority 218,891 224,795 224,795 Diversity Outreach - 3,000 3,000 Utah League of Cities and Towns 182,879 180,684 183,563 National League of Cities and Towns 24,349 11,535 11,535 Tracy Aviary 674,922 674,922 719,367 Sister Cities - 10,000 10,000 ACE Fund (Previously Signature Events) 200,975 200,000 200,000 Dignitary Gifts/Receptions/Employee 16,646 - 20,000 Appreciation Housing Authority Transitional Housing 69,339 85,000 85,000 Regional Economic Development Funding 108,000 108,000 108,000 US Conference of Mayors - 12,242 12,242 Local Business Marketing Program 39,878 40,000 20,000 Gang Prevention 5,000 Utah Legislative/ Local Lobby- Moved to 5,866 - - Mayor's Office in 2020 Music Licensing Fees 1,932 7,000 7,000 Legislative Support- Council - - - Utah Foundation 10,000 10,000 - Rape Recovery Center 30,000 30,000 30,000 YWCA- FJC Wrap Around Services 45,000 45,000 45,000 238 4 MAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 FY 2022-23 FY 2021-22 Recommended FY 2020-21 Actuals Adopted Budget Budget Homeless Res Center Refund - - - United Nations Conference Support - - - Transition Expenses 968 - - Council - Dignitary Gifts Rece - 20,000 - Citywide Equity Plan ann Training 11,030 The Inn Between 30,000 - - Wind Storm Damage 1,477,149 Right of Way Repair from Wind Storm 231,148 DAQ Lawnmower Exchange 160,957 National League of Cities Conference 300,000 Cares Act Various Costs 279,832 - Housing Assistance Program Costs 702,910 - Protest Response Costs 98,731 Boards &Commission Honoraria - 26,000 26,000 Salt Lake City Foundation - 3,000 3,000 World Trade Center Membership 50,000 50,000 50,000 City County Building Branding(One-time) - - 75,000 Suazo Membership (BA#6) - - 45,000 Hispanic Entrepreneurs Program (One-time) - - 30,000 Healthcare Innovation - Biohive - - 50,000 Biohive Branding and Marketing(One-time) - - 35,000 Shooting Range Remediation - - 500,000 NBAAII Star Game - - 1,000,000 Municipal Contributions&Civic Support 6,633,483 3,733,952 5,748,179 Police Department and Racial Equity in Policing Funding Commission on Racial Equity in Policing 100,000 120,000 120,000 Police Training - 205,400 205,400 Police Department Social Worker Funding 498,040 1,585,219 562,500 FOF Police Department Social Worker Funding 75,677 2,590,998 1,096,017 Police Department Racial Equity in Policing - - - Racial Equity in Policing Commission Staff - 190,000 - Racial Equity in Policing Commission Peer Court - 20,000 20,000 Racial Equity in Policing Holding Account - 2,284,899 1,781,192 Racial Equity in Policing Comm Cost 164,697 - - Diversity Public Safety Civilian Response Model 842,000 Holding Account Police Department and Racial Equity in 838,414 6,996,516 4,627,109 Policing Funding Total Sales Tax Option:Transit Plans Transit Key Routes 4,472,276 5,601,319 5,601,319 Service for Key Routes(1,2,9 &21) - - 998,681 On-Demand Ride Services - 1,100,000 1,900,000 Transit Pass Analysis 955 - - 239 4 MAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 FY 2022-23 FY 2021-22 Recommended FY 2020-21 Actuals Adopted Budget Budget Outreach New Routes 129,740 100,000 100,000 Bus Service Mobilization — — — SalaryNegotiation Holding Account — 12,361,388 — Sales Tax Option: Transit Plans 4,602,971 19,162,707 8,600,000 Non-Departmental General Fund Total 90,154,011 115,216,577 122,549,573 Special Revenue Fund Accounting CDBG Operating Funds 3,570,175 5,341,332 4,958,433 Downtown SID/CBID &Other 1,500,510 1,550,000 1,700,000 Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250 E911 Fund 3,789,270 4,056,856 3,800,385 Housing Loans and Trust 6,337,443 16,121,000 15,394,000 Miscellaneous Grants 22,586,883 18,684,617 24,970,094 Other Special Revenue 213,296 273,797 300,000 Total Special Revenue Fund Accounting 39,709,206 48,780,167 53,993,162 Debt Service Funds Debt Service Funds 33,658,690 31,850,423 33,658,558 Special Improvement District Funds 1,043 3,000 3,000 Total Debt Service Funds 33,659,733 31,853,423 33,661,558 Capital Projects Funds Capital Projects Fund 26,124,607 29,503,216 35,460,387 Impact Fees 6,460,623 257,694 — Capital Projects Maintenance Fund 2,775,308 — — Total Capital Projects Funds 35,360,538 29,760,910 35,460,387 FY 2021-22 FY 2020-21 Recommended Funding Sources FY 2019-20 Actuals Adopted Budget Budget General Fund 90,154,011 115,216,577 122,549,573 Special Improvement Districts Funds 1,043 3,000 3,000 Miscellaneous Special Service District Fund 1,500,510 1,550,000 1,700,000 Emergency 911 3,789,270 4,056,856 3,800,385 CDBG Operating Fund 3,570,175 5,341,332 4,958,433 Misc Grants Operating Funds 22,586,883 18,684,617 26,614,153 Salt Lake City Donation Fund 1,711,630 2,752,565 2,870,250 Other Special Revenue Funds 213,296 273,797 300,000 Housing Funds 6,337,443 16,121,000 25,779,254 Debt Service Funds 33,658,690 31,850,423 33,658,558 Capital Projects Fund 26,124,607 29,503,216 35,460,387 Impact Fees Fund 6,460,623 257,694 — Capital Projects Maintenance Fund 2,775,308 — — 198,883,488 225,611,077 257,693,993 240 ilkMAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 Non-Departmental The Non-departmental portion of the budget provides a financial reporting and budgeting section to account for all General Fund monies transferred to other funds, grants, and other special revenue funds. It provides accounting for funds that do not programmatically belong to any particular City department. It includes an accounting of the City's debt service and capital improvement programs. It is also used to monitor disbursements of monies for civic organizations that provide a service on behalf of Salt Lake City but are not legal entities of the City. Policy Issues Debt Service on Bonds 2,878,841 The proposed budget recommends changes to debt service including adjustments to the Sales Tax Series 2022 Bond and the Sales Tax Series 2021 Bond payments, as well as a reduction in the Sales Tax Series 2012A Bond, among other changes. CIP Projects 7,839,131 The proposed budget recommends an increase of$7,839,131 in CIP and maintenance for projects. For more detail please refer to the CIP section of the budget book. Public Lands Maintenance transfer to CIP 2,000,000 Create a maintenance funding source for our parks and public and lands. City Resident Bus Pass(HIVE) -100,000 Funding for the City Resident Bus Pass(HIVE) is being reduced by$100,000 to contribute toward the cost of Free Bus Passes for School Children. Free Bus Passes for School Children (Expansion of HIVE) 100,000 Fund is being provided for a Free Bus Passes for School Children program, an expansion of HIVE, using funds diverted from HIVE. Federal Grant Match Account 1,000,000 Funding will be set aside for any grant applied for under the Bipartisan Infrastructure Law. Contract for Animal Services 57,898 The amount required by the County for Animal Services will increase based on contract requirements. Municipal Elections(One-Time) -91,673 One-time funding used to contract with Salt Lake County to conduct the municipal election in 2021 is being reduced from the budget. 2021 Ranked Choice Voting Public Awareness and Education (One-time) -50,000 One-time funding used for Ranked Choice Voting Public Awareness and Education is being reduced from the budget. Fleet Fund 1,442,184 The Fleet Fund will see an overall increase in funding with funding provided for Police, Public Lands and Public Services'vehicles being provided with the addition of new positions. A total of$318,800 is being reduced for Fire and Public Services'vehicles purchased in the FY 2022 budget. Centralized Fleet Maintenance 181,736 The budget includes an increase in funding for the Fleet division's centralized fleet maintenance fund. Tuition Aid Program 20,000 Funding is included to bolster the City's Tuition Aid program as utilization increases. 241 ilkMAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 Transfer to Golf Fund 182,795 The transfer to the Golf Fund is increasing to cover increased costs in the Golf ESCO payment,the Gold Administrative Fee transfer and the Golf IMS Fee transfer. Governmental Immunity Fund -2,767,963 The transfer to the Governmental Immunity Fund is being reduced and Governmental Immunity will no longer be funded through a transfer of funds from the General Fund through Non-Departmental. Funding will now be provided through a Governmental Immunity related property tax increment. IMS Fund Transfer 3,595,848 The IMS Fund transfer will be increasing for a number of funded items. Among them is a total of $471,877 for salary changes, $288,581 for an apprenticeship program, $767,282 for contractual changes, $515,291 for technical and inflationary changes, $789,330 for new initiatives and $535,777 for new positions. Greater detail on each of the funded items is contained in the IMS departmental section of the book. Insurance and Risk Management Fund Transfer 877,974 The budget includes funding for an increase to the Risk Fund transfer.A total of$684,974 of this amount is related to changes to funding for the City's Long-term Disability coverage for all employees, $193,000 of that amount is coming previous LTD coverage within the Police Department. The cost of both Short and Long-term Disability insurance will now be fully covered by the City. Public Utilities Assistance 100,000 The budget includes funding that will be sent to the Public Utilities Assistance program to help the venerable population. SAA Street Lighting(One-time) 60,000 Funding is being provided by the Council to help fund new street lights or upgrades. RDA Tax Increment Transfer 1,435,778 The pass through transfer from the General Fund to the RDA Fund is increasing by a total of $1,435,778. Transfer Out to RDA North Temple Project Area the remaining balance of Investments in -669,138 Underserved Neighborhoods Holding Account(One-time) The budget includes a reduction of funding from fiscal year 2022 for a one-time transfer out to RDA North Temple Project Area of the remaining balance of Investments in Underserved Neighborhoods Holding Account. Environmental Assessment Fund 100,000 The budget includes funding to hire a consultant to assess environmental issues on City property or in the right-of-way. Emergency Demolition Revolving Fund (One-time) 200,000 The"Emergency Demolition Revolving Fund"is a new program pertaining to unsafe structures. Often, when a building is partially destroyed by fire, it can remain vacant and unsafe until the property owner demolishes or renovates it. This leaves a long period of time the structure becomes inviting for those experiencing homelessness,teens, and troublemakers. This revolving fund will act as an insurance policy to allow the Fire Marshal to condemn a building and order its demolition to help prevent bodily injury or death. It also helps to combat blight, improves the visual impact of the city, and may revitalize proper development. When the work is complete,the demolition contractor is paid, and a lien or administrative judgment is placed on the property. Sustainability Fund Transfer 1,712,126 Funding for a transfer to the Sustainability, or Refuse, Fund is included in the budget. Details of how this funding will be utilized are contained in the Sustainability section of the book. City Hall Branding(One-time) 75,000 Funding is being included to make the signage in the City building more consistent and to remove the references to the County. 242 ilkMAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 Fair Park Public Market from Underserved Neighborhoods Holding Account -1,000,000 Funding was set aside in the fiscal year 2022 budget to assist with the Fair Park International Market to assist in the revitalization of the North Temple area of the City. This funding will be removed in this budget. Healthcare Innovation - Biohive 50,000 The Health Care Industry has a strong presence in Salt Lake City and has high growth potential.This industry is particularly strategic for the City as these jobs are anchored with research and development and have high potential for upward mobility.This funding will go towards a collaborative effort alongside industry partners to brand the industry, highlight opportunities within it for underserved communities, and elevate apprenticeships, internships, and upward career mobility. Biohive Branding and Marketing(One-time) 35,000 Through the promotion of Salt Lake City's Health Care Innovation,this Initiative will highlight what has been created and is being created in the Health Care Innovation space across Salt Lake City from the Marmalade District where a dozen early-stage life science companies have sprung up in the old St. Mark's Hospital to the Gateway where Recursion is adding 100k sq feet of space to their current headquarter. Legal Defenders 111,903 An increase in funding for the Legal Defenders contract is being included in the budget. Local First -20,000 Funding for Local First grants is reduced in the budget. Salary Contingency -12,361,388 Funding was set aside in the fiscal year 2022 budget for anticipated salary items. This funding will be reduced in the budget. Salt Lake City Arts Council 150,000 This request will help to improve the structure and funding of the Arts Council and address gaps in public arts projects and maintenance of the City's arts assets.The request also reflects the actual needs for existing programs, Increased expenses due to inflation, and includes payment adjustments to artists &vendors.This request also helps to stabilizes loss of Salt Lake County Zoo, Arts, and Parks(ZAP)grant adjustments. Shooting Range Remediation (One-time) 500,000 The old Shooting Range has lead contamination and will be ready to remediate in the up coming fiscal year. The remediation costs will be split with Public Utilities. Suazo Membership 45,000 This funding will be going to the Suazo Center to develop a Hispanic Entrepreneurial program. Hispanic Entrepreneurs Program (One-time) 30,000 At the encouragement of City Council staff,the Department of Economic Development(DED) is participating in a program with the National League of Cities(NLC)titled Inclusive Entrepreneurship Network(CIE).The CIE program provides cities with technical assistance and support they need to put in place more inclusive practices that help entrepreneurs of color achieve greater economic mobility.The $30,000 to conduct research which will help Salt Lake City better understand the barriers Latino/Hispanic entrepreneurs face when working with City Departments.The findings of the research will be utilized by the City to recommend policy changes to better support and remove barriers for the Hispanic/Latino entrepreneurs. This is a pilot with the goal to survey other underserved communities in the near future. Tracy Aviary 44,445 Funding is being included for increased costs at the Tracy Aviary. Utah Foundation Membership -10,000 Funding for the City's Utah Foundation membership is being eliminated. Utah League of Cities and Towns Membership 22,879 The budget includes a funding increase for the City's Utah League of Cities and Towns membership. 243 4 MAYOR'S RECOMMENDED BUDGET NON-DEPARTMENTAL Fiscal Year 2022-23 ULCT ARPA Assistance(One-time) -20,000 The fiscal year 2021 budget included a one-time amount for the Utah League of Cities and Towns to help with possible funding opportunities through the American Rescue Plan Act. This funding is being removed. Racial Equity in Policing Funding: Moving Social Worker Program to FOF 0 A total of$822,719 for the REP Social Worker Program is being moved to Funding Our Future. Racial Equity in Policing Funding: BA#2: Transfer Social Workers to Fire Department -316,092 Funding is being reduced due to the REP related Social Workers being transferred to the Fire Department. Racial Equity in Policing Funding: Community Connections Center Lease and/or Repairs and -200,000 Remodel (One-time) Funding was provided in FY 2022 for to assist with rent and/or repairs to help move the Community Connections Center from the Public Safety Building. This funding is being removed. Racial Equity in Policing Funding: Diversifying Public Safety Civilian Response Models Holding -1,159,608 Account The funding has been allocated to the Police Department's Budget to establish the new Civilian Response Program. Racial Equity in Policing Funding: REP Commission Senior Staff Position [Moved to Mayor's -190,000 Office] The budget moves an REP Commission Senior Staff Position to the Mayor's Office. Racial Equity in Policing Funding: REP FY2021 Holding Account [FY2021 REP Fund Balance] -503,707 The funding has been allocated to the Human Resources Department and the Police Department for FTEs recommendations from the CREP. Sales Tax Option:Transit Plan -Service for Key Routes(1, 2, 9&21) 998,681 This program will elevate the level of service UTA provides to include early mornings, late nights, and weekends --with frequent headways throughout the day. This will allow SLC to sustainably accommodate population and economic growth without the rapid acceleration of traffic congestion and air pollution. Improved bus service moves SLC toward becoming a 24/7 city, reduces transportation impacts to household budgets, reduces wear and tear on City streets, increases transportation choices and enhances quality of life.The Route 1, serving 1000 North and South Temple is new this year. Sales Tax Option:Transit Plan - On-Demand Ride Services 800,000 This funding is for a pilot that will provide on-demand service throughout the residential West Side giving residents corner-to-corner shared rides between home, neighborhood destinations, and fixed route transit stops.The service will be provided in partnership with UTA, and will be similar to UTA on Demand by Via service currently being piloted in southern Salt Lake County.The pilot may include electric vehicles in the fleet. Such a service would better serve West Side residents while also allowing for improvements in fixed route service, especially the planned 600 North /500 East route. NBA All Star Game 1,000,000 The budget recommends funding efforts surrounding the NBA All Star Game. Funding includes $410,000 for Police staffing, $240,000 for outsourced street barricades, $100,000 for Fire/Emergency Management staffing, $200,000 for citywide marketing(banners, lanyards and stickers) and $50,000 for Parks & Lands related costs. 244 ir.„,, ,, , 4,,,......,,itilor,• „„ git dr ,...„,„..., i 4,,,, ... ill ._ ...„. ,s P111161d16. ,it r OW _ j _It- 'ir - - - • • 10. - ;'.. ,; • L �_ a EA ill ._ . r i id _ . • p , .se)... •• :1, '44• 1 j A.. • it tip:5 N./.• Ir.4. . 4.1-1 � I f . - - 411 I . . . .. . . , . _. . .„,.. _ Staffing Documents This page intentionally left blank 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT STAFFING DOCUMENT This section reflects the official staffing document for FY 2022-23. The staffing document inventories individual positions and pay grade classifications within each division. It includes the total number of authorized positions and job classifications for each department by division and fund. The total number of all positions in the City is tallied on the initial summary page. Any change made to the City staffing document that increased costs but did not increase the number of positions was presented to the City Council for review. Any change in the total number of positions requires the approval of the City Council. The total numbers of positions are presented for the last two fiscal years (2020-21 and 2021-22), as well as the staffing level for FY 2022-23. Changes from the previous fiscal year's budget are noted and explained in the column entitled Changes from FY2021-22 to FY2022-23. Changes are noted as follows: RECLASSIFICATIONS • If a reclassification resulted in a pay grade change only, the notation would be, for example, Changed to /from 29 • If a reclassification resulted in a change of title only, the notation would be, for example, Changed to_ /from Personnel Director. • If a reclassification resulted in a change of grade and title, the notation would be, for example, Changed to /from Personnel Director(29) REORGANIZATIONS • If a position or part of a position has been transferred to a different part of the organization the notation would be, for example, Transferred to /from Employee Services. • If a percentage of the position were transferred, the notation would be, for example,.25 Transferred to /from Employee Services. • If a position or percentage of a position were transferred to another department, the notation would be, for example, Transferred to Department of , Division of /from Employee Services. • There will be offsetting notations in the receiving area of the organization to explain from where the position or percentage of the position was transferred. 247 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT NEW POSITIONS • A position which has been added to the official staffing document in Fiscal Year 2021-22 is noted as New Position. ELIMINATED POSITIONS • A position which has been removed from the official staffing document for the FY 2021-22 is noted as Position eliminated. POSITION HELD VACANT • A position which is being held vacant in the official staffing document for the fiscal year 2021-22 is noted as Position held vacant. POSITION TITLE ABBREVIATIONS • H indicates an hourly position • PT indicates a part-time position • S indicates a seasonal position 248 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT STAFFING DOCUMENT SUMMARY COMPARISON OF FISCAL YEARS 2019-20 THROUGH 2021-22 Budget Budget Budget FY21-22 DEPARTMENT 2020-21 2021-2022 2022-2023 Variance GENERAL FUND Attorney's Office 50.25 55.25 58.50 3.25 City Council 35.00 35.00 36.00 1.00 911 Communications Bureau 100.00 108.00 100.00 (8.00) Community and Neighborhood 204.00 176.00 188.00 12.00 Economic Development 18.00 18.00 22.00 4.00 Department of Finance 69.70 71.70 76.70 5.00 Fire 366.00 374.00 392.00 18.00 Human Resources 21.20 26.05 31.40 5.35 Justice Courts 42.00 42.00 42.00 0.00 Mayor's Office 26.00 30.00 32.00 1.00 Police 711.00 720.00 750.00 30.00 Public Lands 0.00 118.35 144.35 26.00 Public Services 329.35 249.00 261.00 12.00 Non Departmental 0.00 0.00 0.00 0.00 GENERAL FUND TOTAL 1,972.50 2,023.35 2,132.95 109.60 ENTERPRISE FUNDS Airport 610.80 610.80 619.30 8.50 Golf 34.65 33.65 33.65 0.00 Public Utilities 435.00 452.00 459.00 7.00 Sustainability 63.00 63.00 63.00 0.00 ENTERPRISE FUND TOTAL 1,143.45 1,159.45 1,174.95 15.50 INTERNAL SERVICE AND OTHER FUNDS Information Mgmt Svcs 69.00 84.00 92.00 8.00 Fleet Management 45.00 45.00 46.00 1.00 Government Immunity 8.50 9.00 9.00 0.00 Risk Management 6.10 7.75 7.40 (0.35) Special Revenue: 1/4 Sales Tax from County 3.00 3.00 0.00 (3.00) INTERNAL SERVICE AND OTHER FUND TOTAL 131.60 148.75 154.40 5.65 REDEVELOPMENT AGENCY 32.00 32.00 32.00 0.00 TOTAL POSITIONS 3,279.55 3,363.55 3,494.30 130.75 TOTAL GRANT FUNDED POSITIONS 1.00 16.00 12.00 (4.00) 249 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 OFFICE OF THE CITY COUNCIL City Council Council Person xxx 7.00 7.00 7.00 Executive Director 41 1.00 1.00 1.00 Deputy Director-City Council 39 1.00 1.00 1.00 Senior Advisor City Council 37 1.00 1.00 1.00 Associate Deputy Director-Council 37 1.00 1.00 1.00 Senior Public Policy Analyst 33 2.00 2.00 2.00 Operations Mgr/Mentor 31 0.00 1.00 1.00 Community Facilitator 31 1.00 0.00 0.00 Public Policy Analyst II 31 3.00 3.00 3.00 Council Office Communication Director 31 1.00 1.00 1.00 Policy Analyst 31 1.00 1.00 0.00 1 Changed to Constituent Liaison(26) Policy Analyst/Public Engagement 28 2.00 2.00 2.00 Public Engage/Comm Specialist II 28 1.00 1.00 1.00 Constituent Liaison/Public Policy Analyst 27 2.00 2.00 2.00 Public Engagement&Comm Special 26 2.00 2.00 3.00 1 New position Constituent Liaison 26 2.00 2.00 3.00 1 Changed from Policy Analyst(31) Assistant to Council Executive Director 25 1.00 1.00 1.00 Council Admin Asst 24 5.00 5.00 5.00 RPT Council Staff Asst 26 1.00 1.00 1.00 CITY COUNCIL TOTAL 35.00 35.00 36.00 OFFICE OF THE MAYOR City Administration Mayor xxx 1.00 1.00 1.00 Chief of Staff 41 1.00 1.00 1.00 Chief Administrative Officer 41 1.00 1.00 1.00 Deputy Chief of Staff 39 1.00 1.00 1.00 Deputy Chief Administrative Officer 39 0.00 0.00 1.00 1 New position Senior Advisor 39 3.00 2.00 2.00 Communications Director 39 1.00 1.00 1.00 Communications Deputy Director 30 1.00 1.00 1.00 Policy Advisor 29 2.00 2.00 2.00 REP Commission Senior Staff Position 29 0.00 1.00 1.00 Associate Director of Community 28 0.00 0.00 0.00 Empowerment Community Liaison 26 5.00 5.00 5.00 Executive Assistant 24 5.00 4.00 5.00 1 New employee from FY2022 BA#6 Office Manager Mayor's Office 24 1.00 1.00 1.00 Community Outreach Sp&E Coord 24 0.00 1.00 1.00 Census Coordinator 23 1.00 0.00 0.00 Communication &Content Mgr 21 1.00 1.00 1.00 Administrative Assistant 19 2.00 2.00 2.00 250 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 OFFICE OF THE MAYOR (Continued) Front Office Clerk 19 0.00 0.00 0.00 City Administration Total 26.00 25.00 27.00 Office of Equity and Inclusion Chief Equity Officer 39 0.00 1.00 1.00 Equity Team Member 27 0.00 1.00 1.00 Equity Team Member 26 0.00 1.00 1.00 Equity Team Member 26 0.00 1.00 1.00 Equity Team Member 26 0.00 1.00 1.00 Office of Equity and Inclusion Total 0.00 5.00 5.00 OFFICE OF THE MAYOR TOTAL 26.00 30.00 32.00 911 COMMUNICATIONS BUREAU 911 Dispatch Director 38 1.00 1.00 1.00 911 Dispatch Deputy Director 29 1.00 1.00 1.00 911 Dispatch Operations Mgr 26 2.00 2.00 2.00 911 Dispatch Supervisor 24 10.00 10.00 10.00 911 Dispatch Dispatcher I-Ill 14-18 82.00 90.00 82.00 8 Positions eliminated 911 Dispatch Dispatcher I-Ill Unfunded 14-18 3.00 3.00 3.00 Office Facilitator II 19 1.00 1.00 1.00 911 COMMUNICATIONS BUREAU TOTAL 100.00 108.00 100.00 DEPARTMENT OF AIRPORTS Office of the Executive Director Executive Director 41 1.00 1.00 1.00 ORAT Director 39 1.00 1.00 1.00 ORAT Specialist 31 0.00 0.00 0.50 .5 New position Administrative Assistant-Appointed 24 1.00 1.00 1.00 Airport Construction Coordinator 18 1.00 1.00 1.00 Administrative Secretary 18 1.00 1.00 1.00 Office Technician II 15 1.00 1.00 0.00 1 Position eliminated Executive Director's Office Total 6.00 6.00 5.50 Public Relations Division Director Airport Public Relations& 38 1.00 1.00 1.00 Marketing Air Service Development Manager 31 0.00 1.00 1.00 Senior Manager Air Services Development 31 1.00 0.00 0.00 251 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) Airport Communication Manager 30 0.00 1.00 1.00 Airport Community Outreach Manager 30 1.00 0.00 0.00 Airport Communication Coordinator 25 0.00 1.00 1.00 Airport Public Relations Manager 30 1.00 0.00 0.00 Public Relations Total 4.00 4.00 4.00 Planning and Environmental Division Director of Airport Plan/Cap Program 39 1.00 1.00 1.00 Airport Environmental Program Manager 33 1.00 1.00 1.00 Airport Senior Environmental 31 0.00 1.00 2.00 1 New position Sustainability Coordinator Airport Senior Planner 30 2.00 3.00 3.00 Airport Principal Planner 27 1.00 0.00 0.00 Airport Environmental Sustainability 26 1.00 0.00 0.00 Coord Airport Planning Programs Coordinator 25 0.00 1.00 1.00 Associate Planner 24 1.00 0.00 0.00 Environmental Specialist II 26 0.00 1.00 1.00 Environmental Specialist I 23 1.00 0.00 0.00 Office Facilitator II 19 1.00 1.00 1.00 Planning&Environmental Total 9.00 9.00 10.00 Finance and Accounting Division Director of Finance and Accounting 39 1.00 1.00 1.00 Airport Controller 37 1.00 1.00 1.00 Airport Finance Manager 37 1.00 1.00 1.00 Construction Finance Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 1.00 Financial Analyst III 29 1.00 1.00 3.00 2 Changed from Accountant III (27) Auditor III 28 1.00 1.00 1.00 Accountant III 27 5.00 5.00 3.00 2 Changed to Financial Analyst III (29) Warehouse Supervisor 24 0.00 0.00 0.00 Auditor II 23 0.00 1.00 1.00 Accountant II 21 3.00 3.00 3.00 Airport Procurement Specialist 21 0.00 0.00 0.00 Accountant I 18 1.00 0.00 0.00 Senior Warehouse Operator 15 0.00 0.00 0.00 Warehouse Sup Worker-Airport 14 0.00 0.00 0.00 Part-Time/Accounting Intern 0.50 0.50 0.50 Finance and Accounting Total 16.50 16.50 16.50 252 41116 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) Maintenance Division Director of Maintenance 39 1.00 1.00 1.00 Assistant Maintenance Director 36 0.00 4.00 4.00 Airport Maintenance Operations 34 1.00 0.00 0.00 Superintendent Airport Fleet Manager 33 1.00 1.00 1.00 Airport Maintenance Superintendent 32 2.00 0.00 0.00 Aviation Services Manager 31 1.00 2.00 2.00 Airport Maintenance Ops Support Mgr 31 1.00 1.00 1.00 Airport Facilities Assets Manager 31 1.00 1.00 1.00 1 Changed from Tech Systems Program Airport Maintenance Manager 31 3.00 3.00 4.00 Manager(29) Facilities Maint Warranty/Commission Mgr 30 1.00 1.00 1.00 1 Changed to Airport Maintenance Technical Systems Program Mgr 29 3.00 2.00 1.00 Manager(31) Computer Maint Mgmt Systems 29 0.00 1.00 2.00 1 Changed from Airport Budget&Special Administrator Projects Coordinator(20) Computer Maint Systems Supervisor 29 1.00 0.00 0.00 Tech Systems Analyst IV 28 0.00 1.00 1.00 Airport Fleet/Warehouse Operations 27 1.00 1.00 1.00 Manager Facility Maintenance Contract 27 1.00 1.00 1.00 Administrator Senior Facility Maint Supervisor 27 3.00 3.00 5.00 2 Changed from Facility Maint Supervisor (25) Senior Airport Grounds/Pavement 27 4.00 4.00 4.00 Supervisor Plant Coordinator Supervisor 27 1.00 0.00 0.00 Aviation Srvs Tech Sys Adm 27 1.00 1.00 1.00 Civil Maint Warranty 26 1.00 1.00 1.00 Facility Maintenance Manager 26 2.00 0.00 0.00 HVAC Specialist 25 1.00 1.00 1.00 Fleet Management Services Supervisor 25 4.00 4.00 5.00 1 New FTE 3 Changed to Facility Maint Coord(25),2 Changed to Senior Facility Maint Facility Maint Supervisor 25 21.00 13.00 6.00 Supervisor(27), 1 Changed to Airport Maintenance Supervisor(25), 1 Changed to Airfield Maint Electrician(25) Airport Signs Graphic Design Supervisor 25 1.00 1.00 1.00 4 Changed from General Maint Worker Facility Maintenance Coordinator 25 21.00 25.00 32.00 (20),3 Changed from Facility Maint Supervisor(25) Airport Maintenance Supervisor 25 1.00 10.00 11.00 1 Changed from Facility Maint Supervisor (25) Electronic Security Technician 24 14.00 12.00 12.00 Management Analyst 24 1.00 1.00 1.00 Warehouse Supervisor 24 1.00 1.00 1.00 Airport Grounds/Pavement Super 23 1.00 1.00 1.00 Facility Maintenance Contract Coordinator 22 1.00 0.00 0.00 253 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) 1 New Position, 1 Changed from Facility Facility Support Coordinator 26 0.00 4.00 6.00 Maint Supervisor(25) Maintenance Electrician IV 22 22.00 3.00 4.00 1 New Position Airfield Maintenance Electrician 25 0.00 21.00 21.00 Airfield Electrical Supervisor 27 0.00 4.00 4.00 HVAC Tech II 21 8.00 8.00 8.00 Airport Lead Sign Technician 21 3.00 3.00 3.00 Senior Fleet Mechanic 21 6.00 5.00 6.00 1 New FTE Plumber II 21 1.00 0.00 0.00 Airport Procurement Specialist 21 1.00 0.00 1.00 1 Changed from Airport Budget&Special Projects Coord(20) Airport Budget&Special Projects 1 Changed to Airport Procurement Coordinator 20 1.00 2.00 0.00 Specialist(21), 1 Changed to Computer Maint Mgmt Sys Admin(27) Airfield Maint. Equip.Operator I-IV 16-20 23.00 23.00 89.00 Combined Airport Lighting&Sign Technician 20 5.00 5.00 3.00 2 Positions Eliminated Carpenter II 20 9.00 6.00 9.00 3 New Positions General Maintenance Worker 20 8.00 6.00 2.00 4 Changed to Facility Maintenance Coord (25) Fleet Body Repair and Painter 20 1.00 1.00 1.00 Fleet Mechanic I/II 20 19.00 20.00 20.00 Painter II 20 7.00 5.00 7.00 2 New Positions Office Facilitator I/II 19 1.00 1.00 1.00 Facilities Contract Compliance Specialist 19 8.00 6.00 6.00 Facility Maint Contract Repair Tech II 19 0.00 0.00 0.00 Senior Florist 18 1.00 1.00 1.00 Airfield Maint. Equipment Oper III 18 66.00 66.00 0.00 Combined Maintenance Electrician I (Apprentice) 17 1.00 0.00 0.00 Senior Warehouse Operator 15 2.00 4.00 4.00 Warehouse Sup Worker-Airport 14 2.00 1.00 1.00 Fleet Services Worker 15 1.00 1.00 1.00 Intern 0.50 0.50 0.50 Maintenance Division Total 293.50 294.50 301.50 Engineering Division Director-Airport Engineering 39 1.00 1.00 1.00 Engineer VII 36 2.00 2.00 2.00 Airport Architect 36 1.00 1.00 1.00 Senior Engineer Project Manager 34 1.00 1.00 1.00 Airport Senior Architectural Manager 34 1.00 1.00 1.00 Engineer VI 34 2.00 2.00 2.00 Senior Architect 33 1.00 1.00 1.00 Geographic Information System Mgr 33 1.00 1.00 1.00 Engineer V 33 1.00 1.00 1.00 254 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) Airport Surveyor 30 1.00 1.00 1.00 Engineering Construction Program 29 1.00 1.00 1.00 Manager Construction Manager 27 3.00 3.00 3.00 Engineering Tech VI 27 2.00 2.00 2.00 GIS Programmer Analyst 27 2.00 2.00 2.00 Engineering Tech V 24 3.00 3.00 3.00 Architectural Associate IV 24 1.00 1.00 1.00 Engineering Tech IV 23 1.00 1.00 1.00 Airport Construction Project Coordinator 23 1.00 1.00 1.00 Project Coordinator III 22 2.00 2.00 2.00 Airport Field Technician 22 1.00 1.00 1.00 Engineering Records Program Specialist 20 1.00 1.00 1.00 Office Facilitator I 18 1.00 1.00 1.00 Engineering Division Total 31.00 31.00 31.00 Operations Division Chief Operating Officer 39 1.00 1.00 1.00 Director of Airport Operations 39 1.00 1.00 1.00 Assistant Operations Director 38 0.00 3.00 3.00 Airport Operations Superintendent- 35 1.00 0.00 0.00 Security Comm Airport Operations Superintendent- 35 1.00 0.00 0.00 Landside Airport Operations Superintendent- 35 1.00 0.00 0.00 Terminals Airport Operations Manager-Ground 31 1.00 1.00 1.00 Transportation Airport Operations Manager/Parking 31 1.00 1.00 1.00 Airport Operations Manager-Airfield 29 16.00 14.00 14.00 Airport Operations Manager Airfield/FBO 29 1.00 1.00 1.00 Airport Operations Manager-Terminals 29 1.00 2.00 2.00 Airport Operations Manager-Safety 29 1.00 1.00 1.00 Airport Operations Manager-Security 29 1.00 1.00 1.00 Airport Operations Manager/ 29 1.00 1.00 1.00 Communications Airport Operations Manager-Customer 29 0.00 1.00 1.00 Service Airport Customer Service Supervisor 23 0.00 1.00 1.00 1 Changed to Airport Operations Airport Training Coordinator 26 1.00 1.00 0.00 Supervisor Airfield(25) Safety Program Coordinator 26 1.00 3.00 3.00 Airport Operations Supervisor Airfield 25 1.00 0.00 1.00 1 Changed from Airport Training Coordinator(26) Airport Landside Operations Supervisor 25 13.00 12.00 11.00 1 Changed fie ldd ot Operations Specialist-A Airfi e (25) 255 41111 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) Airport Operations Duty Agent Supervisor 25 1.00 1.00 0.00 1 Changed to Airport Operations Specialists-Terminal(23) Airport Operations Supervisor/Access 25 1.00 1.00 1.00 Control Airport Operations Access Control 23 0.00 1.00 1.00 Coordinator Management Analyst 24 1.00 1.00 1.00 Office Facilitator II 19 0.00 1.00 1.00 Airport Operations Supervisor/ 24 5.00 5.00 5.00 Communications Airport Operations Training Supervisor 24 1.00 1.00 1.00 Communications Engagement Coordinator 24 1.00 1.00 1.00 Airport Operations Specialists-Airfield 23 22.00 21.00 22.00 1 Changed from Airport Landside Operations Supervisor(25) 14 Changed from Airport Operations Airport Operations Specialists-Terminal 23 25.00 25.00 41.00 Duty Agent(23), 1 Changed from Airport Ops Duty Agent Supervisor(25), 1 Changed from Office Tech II (15) Airport Operations Customer Service 23 1.00 2.00 2.00 Representative Airport Operations Agent- FBO 23 6.00 6.00 6.00 14 Changed to Airport Operations Airport Operations Duty Agent 23 14.00 14.00 0.00 Specialists Terminal(23) Employment Services Coordinator 21 2.00 1.00 1.00 Airport Commercial Vehicle Ins 18 3.00 3.00 3.00 Airport Landside Operations Officer 18 37.00 36.00 36.00 Air Operations Security Spec 17 2.00 2.00 2.00 Airport Operations Lead Coordinator 17 4.00 4.00 4.00 Airport Operations Coordinator 16 0.00 14.00 12.00 2 Changed to Access Control Specialist (15) Airport Operations Coord II 16 8.00 0.00 0.00 Senior Secretary 15 3.00 0.00 0.00 2 Changed from Airport Operations Access Control Specialist 15 7.00 7.00 9.00 Coordinator(16) 1 Chan ed to Airport Operations Office Technician II 15 1.00 1.00 0.00 Specialists Terminal(23) Airport Operations Coord I 14 5.00 0.00 0.00 Paging Operator 10 1.00 0.00 0.00 Part-Time Operations Technician 1.50 2.50 2.50 Part-Time Operations Intern 1.00 1.00 1.00 Regular Part-Time/Paging Operator 10 0.30 0.30 0.30 Operations Division Total 197.80 196.80 196.80 Commercial Services Division Director Administration and Commercial 39 1.00 1.00 1.00 Services Commercial Manager Airport 35 1.00 1.00 1.00 Contracts&Procurement Manager 35 1.00 1.00 1.00 256 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF AIRPORTS (Continued) Property&Real Estate Manager 35 1.00 1.00 1.00 Business Development Manager 32 1.00 1.00 1.00 Airport Risk Manager 29 0.00 1.00 1.00 Airport Tenant Relations Coordinator 27 1.00 1.00 1.00 Airport Property Specialist II 27 1.00 3.00 3.00 Airport Contract Specialist I 27 2.00 2.00 3.00 1 New position Commercial Program Specialist 27 1.00 1.00 1.00 Airport Contracts Specialist II 26 1.00 0.00 0.00 Airport Risk Management Coordinator 24 1.00 0.00 0.00 Airport Property Specialist I 24 2.00 1.00 0.00 1 Position eliminated Admin Assistant/GRAMA Coord 22 1.00 1.00 1.00 Administrative Secretary II 21 0.00 1.00 0.00 1 Position eliminated Administrative Secretary 18 1.00 0.00 0.00 Commercial Services Division Total 16.00 16.00 15.00 Information Technology Services Division Airport Information Management Services 39 1.00 1.00 1.00 Director Airport Information Technology Manager 36 1.00 1.00 1.00 Airport Special Systems Manager 36 0.00 1.00 1.00 Airport Tech Systems Superintendent 36 1.00 0.00 0.00 Senior Network Architect 36 0.00 0.00 1.00 1 New position Software Engineer III 34 1.00 1.00 1.00 Network Engineering Team Manager 34 0.00 1.00 1.00 Network System Engineer III 33 1.00 3.00 3.00 Network System Engineer II 31 4.00 1.00 2.00 1 New position Software Support Admin II 30 1.00 1.00 1.00 Technical System Program Manager 29 3.00 3.00 3.00 Network Support Team Manager 29 1.00 1.00 1.00 Network Support Administrator III 27 8.00 7.00 7.00 Technical Systems Analyst IV 27 1.00 1.00 0.00 1 Position eliminated Technical Systems Analyst III 26 1.00 0.00 0.00 Network Support Administrator II 25 9.00 10.00 11.00 1 New position Technical Systems Analyst II 24 2.00 3.00 3.00 Network Support Administrator I 23 2.00 2.00 2.00 Information Technology Services 37.00 37.00 39.00 Division Total SLC DEPT OF AIRPORTS TOTAL(AIRPORT 610.80 610.80 619.30 FUND) 257 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 OFFICE OF THE CITY ATTORNEY Office of City Attorney City Attorney 41 1.00 1.00 1.00 Office Manager 21 1.00 1.00 1.00 Office of City Attorney Total 2.00 2.00 2.00 Legal Support General Fund Deputy City Attorney 40 1.00 1.00 1.00 Division Chief Senior City Attorney 39 0.00 2.00 2.00 Senior City Attorney 39 9.50 8.50 8.50 Assistant City Attorney 34 0.50 0.50 0.50 First Assistant City Prosecutor 34 2.00 2.00 2.00 Assistant City Prosecutor 29 3.00 3.00 3.00 Associate City Prosecutor 27 9.00 10.00 10.00 Boards and Commissions Liaison 23 0.00 0.00 1.00 1 New position Paralegal 21 4.50 4.50 4.50 Prosecutor Law Office Manager 21 1.00 1.00 1.00 Legal Secretary III 18 1.00 3.00 4.00 1 New position Senior Prosecutor Assistant 17 3.00 6.00 6.00 Prosecutor Assistant 16 7.00 4.00 4.00 Legal Support Total 41.50 45.50 47.50 City Recorder City Recorder 33 1.00 1.00 1.00 Asst City Recorder Operations 26 1.00 0.00 0.00 Asst City Recorder Records Spec 26 1.00 0.00 0.00 Minutes and Records Clerk 19 0.00 2.00 3.00 1 new position BA#4 Deputy Recorder 26 2.00 3.00 3.00 Senior Records Technician 18 1.00 0.00 0.00 Associate Records Technician 18 1.00 1.00 RPT/Records Clerk 0 0.75 0.75 1.00 .25 new position City Recorder Total 6.75 7.75 9.00 Risk Management Fund Risk Manager 34 1.00 1.00 1.00 Risk Management Specialist 24 1.00 1.00 1.00 Office Facilitator I 18 0.00 0.50 0.50 Subtotal of Risk Mgmt Fund 2.00 2.50 2.50 258 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 OFFICE OF THE CITY ATTORNEY (Continued) Governmental Immunity Fund Division Chief Senior City Attorney 0.00 1.00 1.00 Senior City Attorney 39 3.50 3.50 3.50 Assistant City Attorney 34 0.50 0.50 0.50 Claims Adjuster 24 1.00 1.00 1.00 Legal Secretary III 18 1.00 0.00 0.00 Paralegal 21 2.50 2.50 2.50 Office Facilitator I 18 0.00 0.50 0.50 Subtotal of Gov Imm Fund 8.50 9.00 9.00 CITY ATTORNEY TOTAL 60.75 66.75 70.00 General Fund 50.25 55.25 58.50 Risk Management Fund 2.00 2.50 2.50 Governmental Immunity Fund 8.50 9.00 9.00 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS CAN Admin Office of the Director CAN Director 41 1.00 1.00 1.00 CAN Deputy Director 37 1.00 2.00 2.00 CAN Financial &Administrative Services 35 1.00 1.00 1.00 Grade changed from 34 to 35 Dir CARES Policy and Program Manager 32 2.00 2.00 3.00 1 Changed from Office Facilitator II (19) Civic Engagement Mgr.,Spec,Asst 21-31 4.00 0.00 0.00 CARES Real Property Mgr.,Agent, Spec 21-31 4.00 4.00 4.00 CIP Manager, Specialist 25-31 2.00 2.00 2.00 Financial Analyst III 29 0.00 1.00 1.00 ADA&Equity Program Coordinators 26 2.00 0.00 0.00 Administrative Assistant 24 1.00 1.00 1.00 1 Changed to CARES Policy and Program Office Facilitator I-II 18-19 0.00 1.00 0.00 Manager(32) CAN Admin Office of Director Total 18.00 15.00 15.00 Building Services Building Official 35 1.00 1.00 1.00 Building Sery&Licensing Manager 32 3.00 3.00 3.00 Development Review Spvr,Sr, Planner I-Ill 25-30 8.00 1.00 1.00 Development Review Supervisor 30 0.00 0.00 0.00 Economic Dev Business Coord 29 1.00 1.00 2.00 1 New position Plans Examiner Sr,Chief, I-Ill 25-29 10.00 8.00 8.00 Building Inspector Sr, I-Ill 19-29 22.00 23.00 20.00 2 New positions, 5 changed to CE Supervisor/Inspector/Officer I-Ill (17-19) 259 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued) Civil Enforcement Spvr, Insp, Officer I-III 17-29 9.00 9.00 15.00 1 New position, 5 changed from Building Inspector Sr I-III (19-29) Fire Protection Engineer 29 1.00 2.00 2.00 Grade changed from 25 to 29 Housing/Zoning Legal Investigator 27 1.00 1.00 1.00 Special Projects Asst 21 0.00 1.00 1.00 Permit Processor I-II 14-16 5.00 4.00 4.00 Office Facilitator I-III, Sr Secretary 15-19 5.00 5.00 5.00 Building Services Total 66.00 59.00 63.00 Engineering City Engineer 39 1.00 0.00 0.00 Deputy City Engineer 36 1.00 0.00 0.00 Engineer II-VII 27-36 12.00 0.00 0.00 Architect City, Sr, Mgr., III 29-36 4.00 0.00 0.00 GIS Mgr., Coord,Analyst, Spec 24-33 7.00 0.00 0.00 Survey City, Prof Land 26-30 3.00 0.00 0.00 Financial Analyst III 29 1.00 0.00 0.00 Engineering Const Program Project 29 3.00 0.00 0.00 Manager Engineering Technician IV-VI 23-27 9.00 0.00 0.00 Engineering Support Services Manager 25 1.00 0.00 0.00 Civic Engagement Program Spec 24 1.00 0.00 0.00 Office Facilitator I-II 18-19 2.00 0.00 0.00 Eng Info and Records Spec 20 1.00 0.00 0.00 Engineering Total 46.00 0.00 0.00 Housing Stability Director, HAND 35 1.00 1.00 1.00 Deputy Director HAND 33 1.00 1.00 1.00 HAND Policy and Program Specialist/ 26-32 5.00 4.00 5.00 1 Changed from Principal Planner(27) Manager Housing Program Manager 29 0.00 0.00 0.00 Homeless Coordinator/Manager 26-29 2.00 2.00 3.00 1 New position Accountant III 27 1.00 1.00 1.00 Principal Planner 27 1.00 1.00 0.00 1 Changed to HAND Policy&Program Specialist/Manager(26-32) Community Dev Grant Admin 26 3.00 3.00 3.00 Housing Rehab Spec,Officer I-II 22-25 5.00 5.00 4.00 1 Changed to Office Facilitator I-II (18-19) Housing Loan Administrator 21 1.00 1.00 1.00 Office Facilitator I II 18-19 1.00 1.00 2.00 1 Changed from Housing Rehab Spec,Officer I-II (22-25) Housing&Neighborhood Dev Total 21.00 20.00 21.00 260 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued) Planning Planning Director 37 1.00 1.00 1.00 Assistant Planning Director 35 1.00 1.00 1.00 1 Changed from Development Review Planning Manager 33 3.00 4.00 5.00 Spvr, Sr, Planner I-III(25-30) Planning Programs Supervisor 31 1.00 1.00 1.00 Development Review Spvr,Sr, Planner I-III 25-30 0.00 7.00 6.00 1 Changed to Planning Manager(33) Planner Senior, Principal,Assoc 24-28 21.00 24.00 24.00 Graphic Design Specialist 23 0.00 1.00 1.00 Administrative Secretary 18 2.00 2.00 2.00 Graphic Design Tech 15 1.00 0.00 0.00 Planning Total 30.00 41.00 41.00 Transportation Director of Transportation Planning 35 1.00 1.00 1.00 Deputy Director of Transportation 36 1.00 1.00 1.00 Engineer II-VII 33-36 7.00 7.00 7.00 Transportation Program Manager 33 2.00 2.00 2.00 Transit Program Planner I-III 25.28 7.00 7.00 9.00 2 New positions Traffic Control Center Super, Oper I-II 23-26 2.00 2.00 2.00 Traffic Control Center Super 26 0.00 0.00 0.00 Special Projects Analyst 24 0.00 0.00 0.00 Traffic Tech I-II 23 4.00 4.00 4.00 Traffic Control Center Oper I-II 23 0.00 0.00 0.00 Traffic Control Center I 21 0.00 0.00 0.00 Office Facilitator II,Tech 15-19 2.00 2.00 2.00 Office Technician I 12 0.00 0.00 0.00 Transportation Total 26.00 26.00 28.00 Youth&Family Division Youth &Family Div Director 35 0.00 1.00 1.00 Associate Director Youth City 29 0.00 2.00 3.00 1 Changed from Sr Comm Prog Mgr(24) Senior Community Programs Manager 26 0.00 1.00 1.00 1 New position, 1 Changed to Associate Director Youth City(29) Community Programs Manager 24 0.00 7.00 8.00 1 New position Events Coordinator Sorenson 21 0.00 1.00 1.00 Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Tech II(15) Office Facilitator II 19 0.00 1.00 1.00 Office Tech II 15 0.00 1.00 0.00 1 Changed to Special Projects Assistant (21) Program Assistant 14 0.00 4.00 4.00 Youth City Coordinator 10 0.00 0.00 0.00 Youth&Family Total 0.00 18.00 20.00 261 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS (Continued) COMMUNITY&NEIGHBORHOOD TOTAL 207.00 179.00 188.00 General Fund 204.00 176.00 188.00 3 Changed from Transportation Fund 1/4 Cent Sales Tax Transportation 3.00 3.00 0.00 3 Changed to General Fund Fund ECONOMIC DEVELOPMENT Economic Development Economic Development Director 41 1.00 1.00 1.00 Economic Development Deputy Director 37 1.00 1.00 1.00 Technology&Innovation Strategic Ind 34 1.00 1.00 1.00 Advisor Director of Business Development 32 1.00 1.00 1.00 Economic Development Manager 29 4.00 4.00 4.00 ED Project Coordinator 25 3.00 3.00 3.00 Executive Manager 24 0.00 0.00 1.00 1 Changed from Office Manager(21) Office Manager 21 1.00 1.00 1.00 1 Changed to Executive Manager(24), 1 Transferred from RDA Economic Development Total 12.00 12.00 13.00 Arts Council Arts Council Executive Director 32 1.00 1.00 1.00 Arts Council Assistant Director 29 1.00 1.00 1.00 Arts Council Program Manager 29 0.00 0.00 1.00 1 New position from FY2022 BA#6 Public Art Program Manager 29 1.00 1.00 1.00 Grade changed from 25 to 29 Arts Council Program Coordinator 25 2.00 2.00 4.00 2 New positions from FY2022 BA#6 Office Facilitator I 18 1.00 1.00 1.00 Arts Council Total 6.00 6.00 9.00 ECONOMIC DEVELOPMENT TOTAL 18.00 18.00 22.00 REDEVELOPMENT AGENCY Redevelopment Agency Chief Operating Officer 41 1.00 1.00 1.00 Deputy Chief Operating Officer 37 1.00 1.00 1.00 Senior Project Manager 33 2.00 2.00 2.00 Financial Analyst III 29 0.00 1.00 1.00 Project Manager 29 7.00 7.00 7.00 Communications Manager 29 0.00 1.00 1.00 262 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 REDEVELOPMENT AGENCY (Continued) Communications Coordinator 27 1.00 0.00 0.00 Property Administrator 26 1.00 1.00 1.00 Project Coordinator 24 1.00 1.00 1.00 1 Transferred to Economic Development. Office Manager 21 1.00 1.00 2.00 1 New position, 1 Changed from Office Facilitator II (19) Accountant II 21 1.00 0.00 0.00 Special Projects Assistant 21 1.00 1.00 1.00 Office Facilitator II Non-Union 19 0.00 2.00 1.00 1 Changed to Office Manager(21) Office Facilitator I 18 2.00 0.00 0.00 Redevelopment Agency Total 19.00 19.00 19.00 Gallivan Plaza Plaza &Comm Events Div Director 32 1.00 1.00 1.00 Operations Manager 31 0.00 1.00 1.00 Facilities Maintenance Supervisor 25 1.00 0.00 0.00 Gallivan Event Adv/Mktg Manager 25 2.00 2.00 2.00 Plaza Marketing/Activities Supr 23 1.00 1.00 1.00 Office Facilitator II Non-Union 19 1.00 1.00 1.00 General Maintenance Worker II 16 5.00 5.00 5.00 Office Technician I 12 1.00 1.00 1.00 Custodian II 11 1.00 1.00 1.00 Redevelopment Agency Total 13.00 13.00 13.00 REDEVELOPMENT AGENCY TOTAL 32.00 32.00 32.00 FINANCE DEPARTMENT Accounting Total Chief Financial Officer 41 1.00 1.00 1.00 Deputy Director 39 0.00 1.00 1.00 Controller 39 1.00 1.00 1.00 Business Sys Analyst Team Lead 33 1.00 1.00 1.00 Business Sys Analyst II 30 1.00 1.00 1.00 Financial Systems Admin 30 0.00 0.00 0.00 Payroll &Accounting Manager 30 1.00 1.00 1.00 Business Analyst 29 0.00 1.00 1.00 Grant Manager 29 0.00 0.00 1.00 1 New position FY2022 BA#6 City Payroll Administrator 26 2.00 2.00 2.00 Grants Acq/Project Coordinator 25 2.00 2.00 2.00 263 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 FINANCE DEPARTMENT (Continued) Sr Payroll Specialist 23 1.00 1.00 1.00 Payroll Kronos Specialist 22 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 City A/P Coordinator 20 2.00 2.00 2.00 Accounting Total 14.00 16.00 17.00 Financial Reporting/Budget Deputy Controller 35 1.00 1.00 1.00 Financial Analyst IV 32 2.00 2.00 2.00 Financial Analyst IV(RDA) 32 1.00 1.00 1.00 Accountant IV 29 0.00 0.00 0.00 Staffing/Position Control Specialist 22 1.00 1.00 1.00 Property Control Agent 22 1.00 1.00 1.00 Financial Reporting/Budget 6.00 6.00 6.00 Internal Audit&Financial Analysis Director Int Audit&Fin Analysis 36 1.00 1.00 1.00 Sr Financial Analyst Auditor 32 4.00 4.00 4.00 Financial Analyst I 21 1.00 1.00 1.00 Internal Audit&Financial Analysis 6.00 6.00 6.00 Total Revenue&Collections Director Revenue&Collections 36 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 2.00 1 New position Collections Manager 30 1.00 1.00 1.00 City Licensing Manager 29 1.00 1.00 1.00 Financial Analyst III 29 1.00 1.00 1.00 Landlord/Tenant License Supervisor 24 1.00 1.00 1.00 Financial Analyst I 21 1.00 1.00 1.00 Lead Collections Officer 22 1.00 1.00 1.00 Collections Officer 20 4.00 4.00 4.00 Business License Officer 17 3.00 3.00 3.00 Good Landlord Manager 16 0.00 0.00 1.00 1 New position Business License Processor II 16 3.00 3.00 3.00 Business License Processor I 14 1.00 1.00 1.00 Revenue&Collections Total 19.00 19.00 21.00 264 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 FINANCE DEPARTMENT (Continued) Civil Action Unit Lead Hearing Officer Referee Coord. 19 1.00 1.00 1.00 Hearing Officer Referee Coord II 18 2.00 2.00 2.00 Hearing Officer Referee Coord I 15 0.00 0.00 0.00 Civil Action Unit 3.00 3.00 3.00 Purchasing Chief Procurement Officer 37 1.00 1.00 1.00 Grade Changed from 33 to 37 Deputy chief Procurement Officer 33 0.00 0.00 1.00 1 New position City Contracts Administrator 29 1.00 1.00 1.00 Sr Purchasing Consultant 27 1.00 1.00 1.00 Procurement Specialist II 25 0.00 0.00 0.00 Procurement Specialist I 24 2.00 2.00 2.00 Contract Development Specialist 23 3.00 3.00 3.00 Office Facilitator II 19 1.00 1.00 1.00 Contracts Process Coordinator 17 1.00 1.00 1.00 Purchasing Total 10.00 10.00 11.00 Treasurer's Office City Treasurer 39 1.00 1.00 1.00 Deputy Treasurer 33 1.00 1.00 1.00 Cash&Investment Manager 33 1.00 1.00 1.00 Financial Analyst IV 32 2.00 2.00 2.00 Cashier Administrator 24 1.00 1.00 1.00 Financial Analyst I 21 1.00 1.00 1.00 City Payment Processor 15 2.00 2.00 2.00 Treasurer's Office Total 9.00 9.00 9.00 Policy&Budget City Budget Director 36 1.00 1.00 1.00 Senior Budget&Policy Analyst 32 1.00 1.00 1.00 Financial Analyst 32 0.00 0.00 1.00 1 New position Policy&Budget Analyst 29 1.00 1.00 1.00 Budget and Policy Total 3.00 3.00 4.00 FINANCE 70.00 72.00 77.00 General Fund 69.70 71.70 76.70 Risk Fund 0.30 0.30 0.30 265 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 FIRE DEPARTMENT Office of the Fire Chief Fire Chief 41 1.00 1.00 1.00 Deputy Chief 37 1.00 1.00 1.00 Assistant Fire Chief 35 2.00 2.00 2.00 Administrative Secretary II 21 1.00 1.00 1.00 Financial &Admin Svs Manager 32 1.00 1.00 1.00 Accountant I-III 18-27 2.00 3.00 3.00 Office of the Fire Chief Total 8.00 9.00 9.00 Operations Battalion Chief 33 6.00 6.00 6.00 Captain 30 65.00 65.00 65.00 Fire Fighter 22-27 222.00 222.00 228.00 6 New positions Fire Fighter Unfunded 22-27 10.00 10.00 10.00 Operations Total 303.00 303.00 309.00 Fire Administrative Services Battalion Chief 33 6.00 7.00 7.00 Captain 30 12.00 14.00 14.00 Director Emergency Communications 29 1.00 1.00 1.00 Social Work Manager 29 0.00 0.00 1.00 1 Transferred from Police Department Emergency Mgt Multi-Language Media 25 0.00 1.00 1.00 Coordinator Community Health Care Paramedic 24 2.00 2.00 2.00 Public Education Specialist 24 1.00 1.00 1.00 Public Safety Technology Systems 24 1.00 1.00 1.00 Coordinator Emergency Mgt Training Program 24 0.00 1.00 1.00 Specialist Community Preparedness Coordinator 23 0.00 1.00 1.00 Fire Fighter 22-27 21.00 21.00 29.00 4 Transferred from Grant Fund(ARPA),4 New positions Social Worker 21-26 0.00 0.00 2.00 2 Transferred from Police Department Recruiting/Outreach Specialist 20 1.00 1.00 1.00 Communication Tech 20 1.00 1.00 1.00 Fire Logistics Coordinator 19 2.00 2.00 2.00 Office Facilitator II 19 3.00 3.00 4.00 1 New position Emergency Mgt Critical Infrastructure 18 0.00 1.00 1.00 Liaison Fire Prevention Specialist 17 3.00 3.00 3.00 Office Technician I 12 1.00 1.00 1.00 Fire Administrative Services Total 55.00 62.00 74.00 FIRE DEPARTMENT TOTAL 366.00 374.00 392.00 266 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 HUMAN RESOURCES DEPARTMENT Human Resource Administrative Support Chief Human Resource Officer 41 0.80 0.80 0.80 Deputy Chief Human Resource Officer 37 0.00 0.85 1.00 .15 Transferred from Benefits(Insurance Fund) Civilian Review Board Investigator 35 1.00 1.00 1.00 Human Resource Program Mgr II 34 1.00 1.00 1.00 Recruiting&Onboarding Mgr 32 1.00 1.00 1.00 HRIS Business Analyst 30 0.80 0.80 0.80 Human Resources Supervisor- 30 0.00 1.00 1.00 Recruitment HRIS Business Analyst 30 0.00 1.00 1.00 Compensation and Classification Analyst 29 1.00 1.00 1.00 Human Resources Leave Specialist 29 0.80 0.80 0.80 Senior HR Recruiter 29 1.00 1.00 1.00 Employee Marketing&Communications 25 0.80 0.00 0.00 HR Office Administrator 25 1.00 1.00 1.00 Senior Benefits Analyst 27 0.00 1.00 1.00 Benefits Analyst 25 1.00 0.00 0.00 HR Recruiter 25 1.00 1.00 3.00 2 New positions HR Admin &Onboarding Specialist 21 2.00 0.00 0.00 Associate HR Recruiter 21 0.00 1.00 1.00 Senior HR Technician 19 0.00 3.00 4.00 1 New position Administrative Support Total 13.20 17.25 20.40 Departmental Consultants Human Resource Program Mgr II 34 0.00 0.00 0.00 Employee Relations/EEO Manager 34 1.00 1.00 1.00 Employee Relations Manager 33 0.00 0.00 1.00 1 New position Grade changed from 29 to 30, 1 New Human Resource Business Partner II 29 5.00 5.80 7.00 position, .2 Transferred from Benefits (Insurance Fund) Departmental Consultants Total 6.00 6.80 9.00 Training Education Program Manager 32 1.00 1.00 1.00 Learning and Development Specialist 27 0.00 1.00 1.00 Training&Development Coordinator 24 1.00 0.00 0.00 Human Resource Management Total 2.00 2.00 2.00 267 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 Benefits Chief Human Resource Officer 41 0.20 0.20 0.20 Human Resource Deputy Director 37 0.00 0.15 0.00 .15 Transferred to Human Resource Administrative Support Human Resource Program Mgr II 34 1.00 1.00 1.00 HRIS Business Analyst 30 0.20 0.20 0.20 Human Resources Supervisor- Benefits 30 0.00 1.00 2.00 1 Changed from Senior Benefits Analyst (27) Human Resource Leave Specialist 30 0.20 0.20 1.20 Grade changed from 29 to 30, 1 Changed from Benefits Analyst(25) Human Resource Business Partner II 29 0.00 0.20 0.00 .2 Transferred to Human Resource Administrative Support Employee Marketing&Communications 25 0.20 0.00 0.00 27 1 Changed to Human Resource Senior Benefits Analyst 0.00 1.00 0.00 Supervisor(30) Benefits Analyst 25 2.00 1.00 0.00 Benefits Total 3.80 4.95 4.60 Human Resources Total 25.00 31.00 36.00 General Fund 21.20 26.05 31.40 Risk Fund 3.80 4.95 4.60 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES Department Leadership and Administration Chief Information Officer 41 1.00 1.00 1.00 Deputy Chief Information Officer 39 0.00 0.00 1.00 1 New position Department Leadership and 1.00 1.00 2.00 Administration Totals Financial Services Financial Manager I 33 1.00 1.00 1.00 Financial Analyst II-III 24-29 0.00 2.00 2.00 Asset Management Administrator 26 1.00 0.00 0.00 Inventory Control Specialist 24 1.00 0.00 0.00 Purchasing and Administration Totals 3.00 3.00 3.00 Infrastructure Technology Services(ITS) Chief Information Security Officer 38 1.00 1.00 1.00 Enterprise Tech Solutions Manager 35 0.00 0.00 1.00 1 New position Network Engineering Team Manager 34 1.00 2.00 2.00 IT Systems Manager 33 0.00 0.00 1.00 1 New position Network Systems Engineer I-Ill 27-33 9.00 12.00 14.00 2 New positions, 1 from FY2022 BA#7 268 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES (Continued) INF Technology Support Manager 32 1.00 1.00 1.00 Network Support Administrator I - III 23-27 12.00 12.00 12.00 Infrastructure Technology Services 24.00 28.00 32.00 Totals Geographical Information Systems Chief Data Officer 38 0.00 1.00 1.00 GIS Programmer Analyst 30 0.00 2.00 2.00 Geo Info Systems(GIS)Coord 30 0.00 1.00 1.00 Geographical Information Systems 0.00 4.00 4.00 Totals Software Services Chief Technology Officer 38 1.00 1.00 1.00 Software Engineer Team Manager 37 1.00 1.00 1.00 Software Engineer Team Lead 36 1.00 1.00 1.00 Software Engineering Data Admin 36 4.00 3.00 3.00 Sr Software Engineer 35 1.00 1.00 1.00 Software Lead 34 4.00 2.00 2.00 Geo Info Systems(GIS)Coord 30 1.00 0.00 0.00 Software Engineer I-Ill 27-33 5.00 5.00 5.00 Software Support Admin I-Ill 28-32 14.00 15.00 16.00 1 New position Tech Solution Manager 34 0.00 1.00 1.00 Software Support Totals 32.00 30.00 31.00 Media and Engagement Services Video Production Manager 3 1.00 1.00 1.00 Multimedia Production Spec I-Ill 23-31 4.00 4.00 4.00 Civic Engagement Program Specialist 24 0.00 5.00 5.00 Multimedia Production Services Totals 5.00 10.00 10.00 Enterprise Project Management Technology Solution Team Lead 36 1.00 1.00 1.00 INF Tech Project Manager 35 1.00 1.00 1.00 Software Lead 34 2.00 2.00 2.00 Solution Management Totals 4.00 4.00 4.00 Innovations Team Chief Innovations Officer 36 0.00 1.00 1.00 Innovations Team Lead 33 0.00 1.00 1.00 269 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF INFORMATION MANAGEMENT SERVICES (Continued) Senior Innovations Consultant 30 0.00 2.00 2.00 Civic Engagement Specialist 24 0.00 0.00 2.00 2 New positions Solution Management Totals 0.00 4.00 6.00 INFORMATION MGMT SVCS TOTALS(IMS 69.00 84.00 92.00 FUND) JUSTICE COURT Justice Court Criminal Court Judge 37 5.00 5.00 5.00 City Courts Director 33 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 1.00 Justice Court Section Manager 26 2.00 2.00 2.00 Justice Court Supervisor 24 2.00 2.00 2.00 Accountant II 21 1.00 1.00 1.00 Justice Court Case Managers 19 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 Justice Court Lead Judicial Assistant 19 1.00 1.00 1.00 City Payment Processor 15 2.00 2.00 2.00 Justice Court Judicial Assistant III 17 0.00 0.00 0.00 Justice Court Judicial Assistant II 16 0.00 0.00 0.00 Justice Court Judicial Assistant I 15 0.00 0.00 0.00 Justice Court Judicial Assistant 1,11,111 15-17 25.00 25.00 25.00 Justice Court Total 42.00 42.00 42.00 POLICE DEPARTMENT Office of the Police Chief Chief of Police 41 1.00 1.00 1.00 Assistant Chief 39 1.00 0.00 0.00 Communications Administrative Director 37 0.00 1.00 1.00 Internal Affairs Administrative Director 37 0.00 1.00 1.00 Mental Health Professional 37 0.00 1.00 1.00 Data Science and Research Administrator 34 0.00 0.00 1.00 1 Changed from Programs Manager(24) Lieutenant--Police 32 1.00 2.00 2.00 Financial &Admin Services Manager 32 1.00 1.00 1.00 Sergeant Police 29 1.00 4.00 4.00 Police Public Relations Director 29 1.00 0.00 0.00 Grant Acquis&Proj Fin Analyst 27 1.00 1.00 1.00 270 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 POLICE DEPARTMENT (Continued) 24 1 Changed to Data Science and Research Community Programs Manager 0.00 1.00 0.00 Administrator(34) Administrative Assistant Appointed 24 1.00 0.00 0.00 Executive Assistant 24 0.00 1.00 1.00 Graphic Design Specialist 23 1.00 1.00 1.00 Accountant I-Ill 21-27 4.00 4.00 4.00 Police Services Coordinator 20 1.00 1.00 1.00 Police Officer 19-25 8.00 7.00 7.00 Administrative Secretary I-II 18-21 1.00 1.00 1.00 Office Facilitator I-II 18-19 0.00 1.00 1.00 Office Tech I-I I 12-15 1.00 1.00 1.00 Office of the Police Chief Total 24.00 30.00 30.00 Administrative Bureau Deputy Chief--Police 37 1.00 1.00 1.00 Captain--Police 34 4.00 2.00 2.00 Lieutenant--Police 32 5.00 2.00 2.00 Emergency Mgt Program Director 31 1.00 0.00 0.00 Sergeant--Police 29 18.00 5.00 5.00 Crime Lab/Evidence Room Director 29 30 1.00 1.00 1.00 Forensic Scientist Lab Supervisor 27 1.00 1.00 1.00 Quality Assurance Manager 27 1.00 1.00 1.00 Crime Stats&Analysis Director 27 1.00 0.00 0.00 Records Director 26 1.00 1.00 1.00 Victim Advocate Program Coordinator 25 1.00 0.00 0.00 Crime Statistics&Analysis Supervisor 25 0.00 0.00 0.00 Outreach Program Administrator 25 1.00 0.00 0.00 Public Safety Tech Systems Coordinator 24 1.00 1.00 1.00 Crime Lab Supervisor 24 1.00 1.00 1.00 Emergency Management City Wide 24 1.00 0.00 0.00 Training&Exercise Coord Forensic Scientist I-II 23-26 5.00 6.00 6.00 Sr Communications Tech 23 24 1.00 1.00 1.00 Sr Police Intel Specialist 23 2.00 0.00 0.00 Evidence Supervisor 23 0.00 1.00 1.00 Community Preparedness Coord. 23 1.00 0.00 0.00 GRAMA Coordinator 23 0.00 0.00 1.00 1 New position Information Systems Supervisor 22 5.00 5.00 5.00 Victim Advocate 22 2.00 0.00 0.00 Police Intelligence Specialist 21 3.00 0.00 0.00 271 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 POLICE DEPARTMENT (Continued) GRAMA Coordinator/Paralegal 21 1.00 1.00 1.00 Police Officer I-Ill 19-25 147.00 15.00 26.00 11 New positions from FY2022 BA#6 Authorization-Early Hire Police Officer 19-25 0.00 20.00 20.00 Office Facilitator 18-19 2.00 0.00 0.00 Fleet Mgt Services Supervisor Coordinator 18 1.00 1.00 1.00 Emergency Management Asst Crit 18 1.00 0.00 0.00 Infrastructure Liaison Crime Lab Technician I-II 16-19 15.00 14.00 14.00 Evidence Technician I-II 16 7.00 6.00 6.00 Sr Police Information Specialist 15 13.00 12.00 12.00 Technical Support Specialist 15 5.00 5.00 5.00 Gang Outreach Coordinator 15 1.00 0.00 0.00 Police Information Specialist 13 16.00 16.00 16.00 Office Tech I-I I 12-15 1.00 0.00 0.00 Administrative 268.00 119.00 131.00 Field Operations I Bureau Deputy Chief--Police 37 1.00 1.00 1.00 Captain Police 34 4.00 2.00 2.00 Lieutenant--Police 32 18.00 8.00 9.00 1 New position Social Work Director 30 1.00 0.00 0.00 Sergeant--Police 29 49.00 21.00 21.00 Community Programs Manager 24 1.00 0.00 0.00 LCSW/Mental Health Counselor 24 4.00 0.00 0.00 Police Officer 19-25 310.00 164.00 164.00 Authorization-Early Hire Police Officer 19-25 20.00 0.00 0.00 Social Work Case Worker 19 5.00 0.00 0.00 Office Facilitator I-II 18-19 2.00 1.00 1.00 Administrative Secretary I 18 1.00 1.00 1.00 Civilian Response Specialist 19 0.00 0.00 12.00 12 New positions Office Tech I-I I 12-15 3.00 1.00 1.00 Field Operations I Bureau 419.00 199.00 212.00 Field Operations II Bureau Deputy Chief--Police 37 0.00 0.00 0.00 Captain Police 34 0.00 2.00 2.00 Lieutenant--Police 32 0.00 8.00 8.00 Sergeant--Police 29 0.00 22.00 22.00 Police Officer 19-25 0.00 166.00 166.00 Office Facilitator I-II 18-19 0.00 1.00 1.00 Office Tech I-I I 12-15 0.00 1.00 1.00 Field Operations II Bureau 0.00 200.00 200.00 272 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 POLICE DEPARTMENT (Continued) Investigative Bureau Deputy Chief--Police 37 0.00 1.00 1.00 Captain Police 34 0.00 1.00 1.00 Lieutenant--Police 32 0.00 4.00 4.00 Social Work Director 30 0.00 1.00 1.00 Sergeant--Police 29 0.00 18.00 19.00 1 New position Victim Advocate Director 29 0.00 0.00 1.00 1 New position Social Work Manager 26 0.00 1.00 3.00 2 Changed from LCSW(24) Victim Advocate Program Coordinator 25 0.00 1.00 2.00 1 New position LCSW/Mental Health Counselor 24 0.00 9.00 6.00 2 Changed to Social Work Manager(26), 1 Transferred to Fire Department Community Programs Manager 24 0.00 1.00 1.00 Crime Stats&Analysis Director 27 0.00 1.00 1.00 Sr Police Intel Specialist 23 0.00 3.00 3.00 Victim Advocate 22 0.00 2.00 3.00 1 New position Police Intelligence Specialist 21 0.00 3.00 3.00 Police Officer 19-25 0.00 112.00 112.00 Social Work Case Worker 19 0.00 11.00 9.00 2 Transferred to Fire Department Office Facilitator I-II 18-19 0.00 2.00 2.00 Youth Specialists 15 0.00 0.00 4.00 4 New positions Office Tech I-I I 12-15 0.00 1.00 1.00 Investigative Bureau 0.00 172.00 177.00 POLICE DEPARTMENT TOTAL 711.00 720.00 750.00 PUBLIC LANDS DEPARTMENT Public Lands Administration Parks&Public Lands Director 41 0.00 1.00 1.00 Public Lands Deputy Director 38 0.00 1.00 1.00 Finance Manager II 34 0.00 1.00 1.00 Financial Analyst IV 32 0.00 0.35 0.35 Business Systems Analyst II 30 0.00 1.00 1.00 Comm/Events&Marketing Mgr 29 0.00 1.00 1.00 PPL Project Manager 28 0.00 1.00 0.00 Transferred to Planning&Ecological Services Division PPL Landscape Planner 28 0.00 2.00 0.00 Transferred to Planning&Ecological Services Division PPL Asset Manager 27 0.00 1.00 1.00 Community&Building Partnership 25 0.00 1.00 1.00 Coordinator Title Changed from Advertising/ Public Lands Event Manager 25 0.00 1.00 1.00 Marketing Manager(25) Special Events Permit Manager 25 0.00 1.00 1.00 273 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 PUBLIC LANDS DEPARTMENT (Continued) Transferred from Planning&Ecological Civic Engagement Program Specialist 24 0.00 1.00 0.00 Services Division, Changed from Stewardship and Education Coordinator (22) Parks Usage Coordinator 21 0.00 1.00 1.00 Transferred to Parks Division Public Outreach Ingo Liaison 21 0.00 0.00 1.00 1 New position Office Facilitator II 19 0.00 1.00 1.00 Special Event Permit Coordinator 18 0.00 1.00 1.00 Warehouse Specialist 18 0.00 1.00 1.00 Office Tech II 15 0.00 1.00 1.00 Public Lands Administration Total 0.00 18.35 15.35 Parks Division Parks Division Director 35 0.00 1.00 1.00 Operations Manager 31 0.00 2.00 2.00 City Sexton 30 0.00 1.00 1.00 Grade changed from 28 to 30 Regional Athletic Complex Manager 29 0.00 1.00 1.00 Operations Supervisor 27 0.00 1.00 0.00 1 Changed to District Supervisor(25) District Supervisor 25 0.00 8.00 9.00 1 Changed from District Supervisor(27) Maintenance Supervisor 25 0.00 1.00 1.00 Maintenance Electrician IV 22 0.00 1.00 1.00 Metal Fabrication Tech 22 0.00 1.00 1.00 Events Coordinator 21 0.00 1.00 1.00 Plumber II 21 0.00 3.00 1.00 2 Changed to Sprinkler Irrigation Tech I-III (20) General Maintenance Worker III 21 0.00 4.00 0.00 Parks Usage Coordinator 21 0.00 0.00 1.00 Transferred from Public Lands Administration Central Control Irrigation Specialist 20 0.00 2.00 2.00 Sprinkler Irrigation Tech III 20 0.00 1.00 0.00 Position Combined Sprinkler Irrigation Tech I-III Senior Florist 18 0.00 1.00 1.00 Sprinkler Irrigation Tech II 18 0.00 3.00 0.00 3 Changed to Sprinkler Irrigation Tech I-III Cemetery Equipment Operators 17 0.00 4.00 4.00 Graffiti Response Field Tech 16 0.00 6.00 6.00 Senior Parks Groundskeeper 16 0.00 20.00 22.00 1 Transferred from Planning&Ecological Services Division, I New position Title changed to General Maintenance General Maintenance Worker I-III 16-20 0.00 1.00 5.00 Worker I-III,4 Changed from General Maintenance Worker III (21) Title changed to Sprinkler Irrigation Tech I-III, 1 Changed from Sprinkler Irrigation Sprinkler Irrigation Tech I-III 16-20 0.00 2.00 8.00 Tech III,3 Changed from Sprinkler Irrigation Tech II,2 Changed from Plumber II (21) Office Tech II 15 0.00 3.00 3.00 274 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 PUBLIC LANDS DEPARTMENT (Continued) Parks Groundskeeper 12 0.00 10.00 10.00 Parks Total 0.00 78.00 81.00 Planning&Ecological Services Division, formerly Trails and Natural Lands Division Title Changed from PPL Deputy Director Deputy Director Public Lands 38 0.00 1.00 1.00 Planning&Ecological Services to Deputy Director Public Lands Park Ranger Manager 29 0.00 0.00 1.00 1 New position from FY2022 BA#4 PPL Project Manager 28 0.00 0.00 1.00 Transferred from Public Lands Administration PPL Landscape Planner 28 0.00 0.00 2.00 Transferred from Public Lands Administration Strategy&Special Projects Manager 28 0.00 1.00 1.00 Park Ranger Supervisor 27 0.00 0.00 1.00 1 New position from FY2022 BA#4 Natural Lands Supervisor 25 0.00 1.00 1.00 Stewardship and Education Coordinator 22 0.00 1.00 0.00 Transferred to Public Lands Administration Park Ranger Leads 21 0.00 0.00 4.00 4 New positions from FY2022 BA#4 Public Outreach Info Liaison 21 0.00 0.00 1.00 1 New position Park Ranger 19 0.00 0.00 14.00 14 New positions, 12 from FY2022 BA#4 Office Facilitator 19 0.00 0.00 1.00 1 New position Sr Natural Resource Technician 16 0.00 2.00 2.00 Senior Parks Groundskeeper 16 0.00 1.00 0.00 Trails and Natural Lands Total 0.00 7.00 30.00 Urban Forestry Division Urban Forestry Division Director 32 0.00 1.00 1.00 Forestry Crew Supervisor 25 0.00 1.00 1.00 Forest Area Service Coordinator 22 0.00 3.00 4.00 1 New position Arborist III 21 0.00 5.00 5.00 Arborist II 19 0.00 4.00 5.00 1 New position Arborist I 18 0.00 1.00 1.00 Office Tech 15 0.00 0.00 1.00 1 New position Urban Forestry Total 0.00 15.00 18.00 Golf Division Golf Program-Golf Fund Golf Division Director 35 0.00 1.00 1.00 Associate Director 33 0.00 1.00 1.00 Financial Analyst IV 32 0.00 0.65 0.65 Golf Professional III 30 0.00 1.00 1.00 275 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 PUBLIC LANDS DEPARTMENT (Continued) Golf Course Super 27 to 36 holes 29 0.00 1.00 1.00 Golf Course Super 18 holes 27 0.00 3.00 3.00 Golf Professional II 26 0.00 2.00 2.00 Golf Superintendent 9 Hole 25 0.00 2.00 2.00 Golf Professional I 23 0.00 3.00 3.00 Player Development and Programs Mgr 21 0.00 1.00 1.00 Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Facilitator II (19) Assistant Golf Club Professional 20 0.00 4.00 4.00 Assistant Golf Course Super 20 0.00 12.00 12.00 Office Facilitator II 19 0.00 1.00 0.00 1 Changed to Special Projects Assistant (21) Office Tech II 15 0.00 1.00 1.00 Golf Subtotal for Golf Fund 0.00 33.65 33.65 Golf Division Total 0.00 33.65 33.65 PUBLIC LANDS DEPARTMENT TOTAL 0.00 152.00 178.00 General Fund 0.00 118.35 144.35 Golf Fund 0.00 33.65 33.65 DEPARTMENT OF PUBLIC SERVICES Administrative Services Public Services Department Director 41 1.00 1.00 1.00 Admin Services Deputy Director 38 1.00 0.00 0.00 Deputy Director, Public Services 38 1.00 1.00 2.00 Title changed from Operations Deputy Director(38), 1 New position Enterprise Tech Solutions Manager 35 0.00 0.00 1.00 1 Changed from Business Systems Analyst Team Lead(33) Financial Manager 35 1.00 1.00 1.00 Communications and Administration 33 1.00 1.00 1.00 Manager 33 1 Changed to Enterprise Tech Solutions Business Systems Analyst Team Lead 1.00 1.00 0.00 Manager(35) CARES Policy&Program Manager 32 0.00 1.00 1.00 Financial Analyst IV 32 0.35 0.00 0.00 Safety Program Manager 31 1.00 1.00 1.00 Business Systems Analyst II 30 1.00 1.00 1.00 Strategy&Special Project Manager 28 1.00 0.00 0.00 Safety Coordinator 26 0.00 0.00 1.00 1 New position Communications Coordinator 25 0.00 1.00 1.00 Executive Assistant 24 1.00 1.00 1.00 Financial Analyst II 24 1.00 1.00 0.00 1 Changed to Financial Analyst I-IV (21-32) 276 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Management Analyst 24 0.00 1.00 1.00 Positions combined, 1 Changed from Financial Analyst I-IV 21-32 2.00 2.00 5.00 Financial Analyst II (24), 1 changed from Office Facilitator II(19), 1 New position Public Outreach and Information Liaison 21 1.00 0.00 0.00 Office Facilitator II 19 1.00 1.00 0.00 Office of Director Total 15.35 15.00 18.00 Engineering City Engineer 39 0.00 1.00 1.00 Deputy City Engineer 36 0.00 1.00 1.00 Engineer VII 36 0.00 2.00 2.00 City Architect 36 0.00 1.00 1.00 Senior Project Manager 34 0.00 0.00 1.00 1 New position Engineer VI 34 0.00 1.00 1.00 Engineer V 33 0.00 3.00 3.00 GIS Manager 33 0.00 1.00 1.00 Senior Architect 33 0.00 2.00 1.00 1 Changed to Senior Landscape Architect (33) Senior Landscape Architect 33 0.00 1.00 2.00 1 Changed from Senior Architect(33) Engineer IV 31 0.00 6.00 6.00 GIS Systems Coordinator 30 0.00 1.00 1.00 Licensed Architect 30 0.00 1.00 1.00 City Surveyor 30 0.00 1.00 1.00 Engineer III 29 0.00 1.00 1.00 Landscape Architect III 29 0.00 3.00 3.00 Engineering Const Program Project 29 0.00 3.00 3.00 Manager Business Systems Analyst 28 0.00 0.00 1.00 1 Changed from GIS Specialist(24) Engineer II 27 0.00 1.00 1.00 Engineering Technician VI 27 0.00 3.00 3.00 Professional Land Surveyor 26 0.00 1.00 1.00 Engineering GIS/Asset Management 26 0.00 0.00 1.00 1 New position Specialist Engineering Procurement&Contracts 25 0.00 1.00 0.00 Specialist GIS Specialist 24 0.00 3.00 2.00 1 Changed to Business System Analyst (28) Civic Engagement Program Spec 24 0.00 1.00 1.00 Engineering Tech V 24 0.00 1.00 1.00 1 Changed to Engineering Tech IV(23) Engineering Tech IV Union 23 0.00 4.00 4.00 1 Changed from Engineering Tech V(24) GIS Tech II 23 0.00 0.00 0.00 Eng. Info and Records Spec 20 0.00 2.00 2.00 Grade changed from 18 to 20 Office Facilitator II 19 0.00 2.00 2.00 Engineering Total 0.00 48.00 49.00 277 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Golf Division Golf Program-Golf Fund Golf Division Director 35 1.00 0.00 0.00 Associate Director 33 1.00 0.00 0.00 Golf Manager 32 0.00 0.00 0.00 Financial Analyst IV 32 0.65 0.00 0.00 Golf Professional 30 5.00 0.00 0.00 Golf Course Super 27 to 36 holes 29 1.00 0.00 0.00 9-hole Golf Professional 27 0.00 0.00 0.00 Golf Course Super 18 holes 27 3.00 0.00 0.00 Golf Superintendent 9 Hole 25 2.00 0.00 0.00 Assistant Golf Club Professional 20 7.00 0.00 0.00 Assistant Golf Course Super 20 12.00 0.00 0.00 Office Facilitator II 19 1.00 0.00 0.00 Office Tech II 15 1.00 0.00 0.00 Golf Subtotal for Golf Fund 34.65 0.00 0.00 Golf Division Total 34.65 0.00 0.00 Youth&Family Division Youth &Family Div Director 35 1.00 0.00 0.00 Associate Director Youth City 29 2.00 0.00 0.00 Senior Community Programs Manager 26 1.00 0.00 0.00 Community Programs Manager 24 7.00 0.00 0.00 Events Coordinator Sorenson 21 1.00 0.00 0.00 Office Facilitator II 19 1.00 0.00 0.00 Office Tech II 15 1.00 0.00 0.00 Program Assistant 14 4.00 0.00 0.00 Youth City Coordinator 10 0.00 0.00 0.00 Youth&Family Total 18.00 0.00 0.00 Compliance Division Compliance Division Director 35 1.00 1.00 1.00 Compliance Div Field Supervisor 27 1.00 1.00 1.00 Compliance Swing-Shift Field Supervisor 25 1.00 1.00 1.00 Special Projects Assistant 21 0.00 1.00 1.00 Parking Pay Station Tech 21 1.00 1.00 1.00 Lead Compliance Enforcement Officer 20 3.00 3.00 3.00 Crossing Guard Program&Outreach 19 0.00 0.00 1.00 1 Changed from Parking Enforcement Coordinator Officer(18) 278 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Office Facilitator II 19 1.00 0.00 0.00 Parking Enforcement Officer 18 18.00 17.00 16.00 1 Changed to Crossing Guard Program& Outreach Coordinator(19) Office Tech II 15 1.00 2.00 2.00 Crossing Guard Coordinator 13 1.00 0.00 0.00 Office Tech I 12 2.00 2.00 2.00 Compliance Total 30.00 29.00 29.00 Facilities Services Division Building Maintenance Program Facilities Division Director 35 1.00 1.00 1.00 Senior Project Manager 34 0.00 0.00 1.00 1 New position Operations Manager 34 1.00 1.00 2.00 Grade changed from 31 to 34, 1 New position Energy/Utilities Management Coordinator 31 1.00 1.00 1.00 Grade changed from 26 to 31 31 1 Changed from Business Systems Business Systems Analyst II 0.00 0.00 1.00 Analyst I (28) Facilities Commissioning Authority 30 1.00 1.00 1.00 Facility Maintenance Supervisor 29 2.00 2.00 2.00 Grade changed from 25 to 29 Business Systems Analyst I 28 1.00 1.00 0.00 1 Changed to Business Systems Analyst II (31) Operations Supervisor 27 1.00 1.00 1.00 District Supervisor 25 1.00 1.00 2.00 1 New position Maintenance Electrician IV 22 1.00 1.00 1.00 Plumber III 22 1.00 1.00 1.00 Lead HVAC Technician 22 1.00 1.00 1.00 HVAC Technician II 21 2.00 2.00 2.00 Lead Bldg Maintenance Tech 21 5.00 0.00 0.00 Maintenance Specialist III 21 0.00 5.00 0.00 5 Changed to Maintenance Worker I-Ill (17-21) Carpenter II 20 1.00 1.00 1.00 Painter ll 20 1.00 1.00 1.00 Sprinkler Irrigation Tech III 20 0.00 1.00 1.00 Gen Maint Worker IV 19 1.00 0.00 0.00 Office Facilitator II 19 1.00 1.00 1.00 Maintenance Specialist II 19 0.00 10.00 0.00 10 Changed to Maintenance Worker I-Ill (17-21) Building Equipment Operator II 18 10.00 0.00 0.00 General Maintenance Worker III 18 0.00 1.00 0.00 1 Changed to Maintenance Worker I-Ill (17-21) Building Equipment Operator I 17 1.00 0.00 0.00 Positions combined, 5 Changed from Maintenance Specialist III (21), 10 Maintenance Specialist I-Ill 17-21 0.00 1.00 17.00 Changed from Maintenance Specialist II (19), 1 Changed from General Maintenance Worker III (18) Equipment Operator 17 2.00 2.00 2.00 279 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) General Maintenance Worker III 16 2.00 0.00 0.00 General Maintenance Worker I 16 0.00 2.00 2.00 Senior Facilities Landscaper 16 2.00 2.00 2.00 Sprinkler Irrigation Tech 16 1.00 0.00 0.00 Office Technician II 15 1.00 1.00 1.00 Beautification Maintenance Worker II 13 3.00 3.00 0.00 12-13 Positions combined,3 Changed from Beautification Maintenance Worker I-II 2.00 2.00 7.00 Beautification Maintenance Worker II (13),2 New positions Facilities Services Total 47.00 47.00 52.00 Fleet Management Division Fleet Mgmt Division Director 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 1.00 Operations Manager 31 1.00 1.00 1.00 Business Systems Analyst I 28 0.00 0.00 1.00 1 Changed from Fleet Asset Manager(27) Fleet Asset Manager 27 1.00 1.00 0.00 1 Changed to Business Systems Analyst I (28) Fleet Mgmt Service Supervisor 27 2.00 2.00 2.00 Grade changed from 25 to 27 Fleet Senior Mechanic 25 3.00 3.00 3.00 Grade changed from 21 to 25 Fleet Warehouse Super 24 1.00 1.00 1.00 Fleet Metal Fabrication Tech 22 1.00 1.00 1.00 Fleet Customer Service Advisor Lead 21 1.00 1.00 1.00 Fleet Customer Service Advisor 21 0.00 0.00 1.00 1 New position Fleet Mechanic 20 24.00 25.00 25.00 Fleet Customer Service Advisor 19 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 Fleet Mechanic Trainee 17 2.00 1.00 1.00 Grade changed from 16 to 17 Fleet Senior Warehouse Operator 15 1.00 1.00 1.00 Fleet Parts Warehouse Support Worker 14 3.00 3.00 3.00 Fleet Parts Delivery Driver 11 1.00 1.00 1.00 Fleet Management Total(FLEET FUND) 45.00 45.00 46.00 Streets Division Streets Division Director 35 1.00 1.00 1.00 Operations Manager 31 3.00 3.00 3.00 Business Systems Analyst II 30 1.00 1.00 1.00 Operations Supervisor 27 1.00 2.00 2.00 Streets Operations Maintenance 27 1.00 1.00 1.00 Supervisor Streets Response Team Field Supervisor 24 0.00 1.00 1.00 280 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Maintenance Supervisor 25 5.00 4.00 4.00 Traffic Signal Lead 24 1.00 1.00 1.00 Traffic Signal Tech II 23 3.00 3.00 4.00 1 New position Response Team Leader 21 1.00 0.00 0.00 Streets Maintenance Lead 21 6.00 6.00 6.00 Traffic Maintenance Lead 21 2.00 2.00 2.00 Traffic Signal Tech I 21 1.00 1.00 1.00 1 Changed from Communication and GIS GIS Technician I 21 0.00 0.00 1.00 Coordinator(18) Special Projects Assistant 21 0.00 0.00 1.00 1 Changed from Office Tech II (15) Concrete Finisher 20 10.00 10.00 10.00 Senior Asphalt Equipment Oper 20 12.00 12.00 12.00 Lead Equipment Operator 20 1.00 1.00 1.00 Office Facilitator II 19 1.00 1.00 1.00 1 Changed from Streets Response Team Streets Response Team Member II 19 0.00 1.00 2.00 Member I (18) 1 Changed to Asphalt Equipment Asphalt Equipment Oper II 18 38.00 38.00 37.00 Operator I (16) Concrete Saw&Grinder Oper 18 2.00 2.00 2.00 Streets Response Team Member I 18 2.00 2.00 1.00 1 Changed to Streets Response TeamMember II (19) Traffic Maintenance Operator II 18 7.00 7.00 11.00 2 Changed from Traffic Maintenance Operator I (16),2 New positions Communication and GIS Coordinator 18 1.00 1.00 0.00 Equipment Operator 17 5.00 5.00 5.00 1 Changed from Asphalt Equipment Asphalt Equipment Oper I 16 0.00 0.00 1.00 Operator II(18) Traffic Maintenance Operator I 16 3.00 3.00 1.00 Office Tech II 15 1.00 1.00 0.00 1 Changed to Special Projects Assistant Senior Communications Coordinator 15 0.00 0.00 0.00 Streets Total 109.00 110.00 113.00 PUBLIC LANDS Public Lands Administration Public Lands Deputy Director 38 1.00 0.00 0.00 Business Systems Analyst II 30 1.00 0.00 0.00 Landscape Architect III 29 1.00 0.00 0.00 Comm/Events&Marketing Mgr 29 1.00 0.00 0.00 PPL Project Manager 28 1.00 0.00 0.00 Warehouse Supervisor 24 1.00 0.00 0.00 Parks Usage Coordinator 21 1.00 0.00 0.00 Office Facilitator II 19 1.00 0.00 0.00 Office Tech II 15 1.00 0.00 0.00 281 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Senior Warehouse Operator 15 1.00 0.00 0.00 Public Lands Administration Total 10.00 0.00 0.00 Parks Division Parks Division Director 35 1.00 0.00 0.00 Operations Manager 31 2.00 0.00 0.00 Regional Athletic Complex Manager 29 1.00 0.00 0.00 City Sexton 28 1.00 0.00 0.00 Operations Supervisor 27 1.00 0.00 0.00 District Supervisor 25 8.00 0.00 0.00 Maintenance Supervisor 25 1.00 0.00 0.00 Advertising/Marketing Mgr 25 1.00 0.00 0.00 Special Events Permit Manager 25 1.00 0.00 0.00 Maintenance Electrician IV 22 1.00 0.00 0.00 Metal Fabrication Tech 22 1.00 0.00 0.00 Events Coordinator 21 1.00 0.00 0.00 Plumber II 21 3.00 0.00 0.00 Central Control Irrigation Specialist 20 2.00 0.00 0.00 Concrete Finisher 20 1.00 0.00 0.00 Sprinkler Irrigation Tech III 20 1.00 0.00 0.00 General Maintenance Worker IV 19 3.00 0.00 0.00 Special Event Permit Coordinator 18 1.00 0.00 0.00 Senior Florist 18 1.00 0.00 0.00 Sprinkler Irrigation Tech II 18 3.00 0.00 0.00 Cemetery Equipment Operators 17 4.00 0.00 0.00 Graffiti Response Field Tech 16 6.00 0.00 0.00 Senior Parks Groundskeeper 16 20.00 0.00 0.00 Sprinkler Irrigation Tech I 16 2.00 0.00 0.00 Office Tech II 15 3.00 0.00 0.00 Parks Groundskeeper 12 10.00 0.00 0.00 Parks Total 80.00 0.00 0.00 Trails and Natural Lands Division Trails&Natural Lands Division Director 32 1.00 0.00 0.00 Natural Lands Supervisor 25 1.00 0.00 0.00 Volunteer&Outreach Coordinator 19 1.00 0.00 0.00 Senior Parks Groundskeeper 16 2.00 0.00 0.00 Trails and Natural Lands Total 5.00 0.00 0.00 282 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC SERVICES (Continued) Urban Forestry Division Urban Forestry Division Director 32 1.00 0.00 0.00 Forestry Crew Supervisor 25 1.00 0.00 0.00 Forest Area Service Coordinator 22 3.00 0.00 0.00 Arborist III 21 5.00 0.00 0.00 Arborist II 19 4.00 0.00 0.00 Arborist I 18 1.00 0.00 0.00 Urban Forestry Total 15.00 0.00 0.00 PUBLIC SERVICES DEPARTMENT TOTAL 409.00 294.00 307.00 General Fund 329.35 249.00 261.00 Fleet Management Fund 45.00 45.00 46.00 Golf Fund 34.65 0.00 0.00 DEPARTMENT OF PUBLIC UTILITIES Administration Director--Public Utilities 41 1.00 1.00 1.00 Deputy Director-Public Utilities 39 2.00 2.00 2.00 Executive Assistant 24 1.00 1.00 1.00 Chief Strategy&Innovations Officer 37 0.00 1.00 1.00 GIS Info Tech Systems Admin 36 1.00 1.00 1.00 Geographic Information Systems(GIS) Mgr 33 1.00 1.00 1.00 Safety Program Manager 31 1.00 1.00 1.00 PU Communications Engagement 32 1.00 1.00 1.00 Manager GIS Programmer Analyst II 30 0.00 1.00 1.00 Titled changed from GIS Programmer II (30) PU Surveyor 30 1.00 1.00 1.00 GIS Programmer Analyst I 28 4.00 3.00 3.00 Title Changed from GIS Analyst(27) Engineering Tech VI 27 2.00 2.00 2.00 Utility Planner&Development 25 1.00 1.00 1.00 Coordinator Locator Manager 25 0.00 1.00 1.00 GIS Specialist 24 1.00 1.00 1.00 Safety Inspector 24 0.00 0.00 1.00 1 New position GIS Leak Detection Tech II 23 2.00 2.00 2.00 Public Relations Coordinator 23 1.00 1.00 1.00 GIS Technician I 21 0.00 0.00 1.00 1 New position Util Dev Review Specialist 19 4.00 4.00 4.00 Senior Utility Locator 19 8.00 8.00 8.00 Office Technician II 15 2.00 2.00 2.00 Administration Total 34.00 36.00 38.00 283 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC UTILITIES (Continued) Maintenance Operations Maint Superintendent 36 1.00 1.00 1.00 Water Distribution System Mgr 34 1.00 1.00 1.00 Computer Operation Manager 33 1.00 1.00 1.00 Maint Support Manager 33 1.00 1.00 1.00 Storm Water Maint Manager 33 1.00 1.00 1.00 WW Collection Manager 33 1.00 1.00 1.00 Irrigation Canal Systems Manager 30 1.00 1.00 1.00 Water System Maintenance Super 27 4.00 4.00 4.00 Water System Operation Super 27 2.00 2.00 2.00 Electrical Operations Supervisor 27 1.00 1.00 1.00 Technical System Analyst III-IV 26-28 3.00 3.00 3.00 Water Service Coordinator 25 1.00 1.00 1.00 Waste Water Collection Supervisor 25 2.00 2.00 2.00 Lift Station Maintenance Supervisor 25 1.00 1.00 1.00 Storm Water Maintenance Supervisor 25 2.00 2.00 2.00 Water Meter Maintenance Supervisor 25 1.00 1.00 1.00 Maintenance Office Supervisor 25 1.00 1.00 1.00 Warehouse Supervisor 24 1.00 1.00 1.00 Senior Water Meter Tech 21 1.00 1.00 1.00 Fleet Maint Coord Public Util 21 1.00 1.00 1.00 Office Facilitator I 18 1.00 1.00 1.00 Warehouse Specialist 18 0.00 0.00 0.00 Sr Warehouse Operator 15 1.00 1.00 1.00 Warehouse Office Tech II 15 1.00 1.00 1.00 Sr. Utilities Rep. Office/Technical 15 2.00 2.00 2.00 Sr. Communications Coordinator-Public 15 6.00 6.00 6.00 Util Maintenance Electrician IV 22 6.00 6.00 6.00 Metal Fabrication Technician 22 3.00 3.00 3.00 Senior Water Dist System Operator 21 16.00 16.00 16.00 Senior Water System Maint Operator 21 16.00 16.00 16.00 Waste Water Collection Lead Maint 21 6.00 6.00 6.00 Worker WW Lift Station Lead Worker 21 0.00 4.00 4.00 Drainage Maintenance Lead Worker 21 0.00 3.00 3.00 General Maintenance Worker III 21 1.00 1.00 1.00 Senior Pumps Maint Tech 20 1.00 1.00 1.00 Concrete Finisher 20 1.00 1.00 1.00 Senior Irrigation Operator 20 4.00 4.00 4.00 Waste Water Lift Station Lead Wkr 20 3.00 0.00 0.00 Water System Maintenance Operator I-II 17-19 27.00 27.00 27.00 284 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC UTILITIES (Continued) Water Meter Tech I-Ill 18-19 6.00 6.00 6.00 Waste Water Coll Maint Worker II 19 12.00 12.00 12.00 Drainage Maintenance Worker III 19 10.00 9.00 9.00 Pumps Maintenance Technician 18 1.00 1.00 1.00 Senior Facility/Building Maint Wkr 18 1.00 1.00 1.00 Fleet Maintenance Coordinator 18 0.00 0.00 0.00 Waste Water Lift Station Maint Wkr 18 4.00 4.00 4.00 Irrigation Operator II 17 3.00 4.00 4.00 Landscape Restoration Lead Wkr 17 1.00 1.00 1.00 16 1 Changed from Facility/Building Maintenance Landscaper 0.00 0.00 1.00 Maintenance Wkr(15) Facility/Building Maintenance Wkr 15 2.00 3.00 2.00 1 Changed to Maintenance Landscaper (16) Water Distribution Valve Operator 15 8.00 8.00 8.00 Water Maintenance Support Wkr 14 2.00 2.00 2.00 Custodian II 11 2.00 2.00 2.00 Maintenance Total 175.00 180.00 180.00 Water Reclamation Plant Water Reclamation Manager 36 1.00 1.00 1.00 Water Rec Plant Operations&Maint 33 1.00 1.00 1.00 Manager Regulatory Compliance Manager 33 1.00 1.00 1.00 WRF Maintenance Manager 31 1.00 1.00 1.00 Laboratory Manager 29 1.00 1.00 1.00 Industrial Pretreatment Program 29 1.00 1.00 1.00 Coordinator Maintenance Project Manager 31 1.00 1.00 1.00 Waste Water Business Manager 27 1.00 1.00 1.00 W.W. Plant Maintenance Coordinator 27 1.00 1.00 1.00 Water Reclamation Facility Process Control 27 1.00 1.00 1.00 Analyst Office Manager 27 0.00 0.00 1.00 1 Changed from Office Facilitator II Non Union(19) Water Reclamation Safety Specialist 26 1.00 1.00 1.00 WRF Operations Supervisor 26 0.00 4.00 4.00 Water Reclamation Facility Lead Operator 26 6.00 0.00 0.00 Fats, Oils&Grease Program Supervisor 26 1.00 1.00 1.00 26 1 Changed from Scheduler ater (23) tion Program Support Coordinator 0.00 0.00 1.00 Instrumentation and Controls Technician 25-28 2.00 3.00 3.00 II-IV Senior Laboratory Chemist 26 1.00 1.00 1.00 Senior Pretreatment Inspect/Permit Writer 25 2.00 2.00 2.00 Lab Chemist 24 2.00 2.00 2.00 Water Reclamation Planner Scheduler 23 1.00 1.00 0.00 1 Changed to Program Support Coordinator(26) 285 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC UTILITIES (Continued) Water Reclamation Facility Operator IV 23 0.00 4.00 4.00 Pretreatment Inspect/Permit Writer 23 4.00 4.00 4.00 Pretreatment Sr Sampler Inspect 19 2.00 2.00 2.00 Office Facilitator II Non Union 19 1.00 1.00 0.00 1 Changed to Office Manager(27) Senior Warehouse Operator 15 2.00 2.00 2.00 Sr Utilities Representative-Office/ 15 2.00 2.00 2.00 Technical Maintenance Electrician IV 22 2.00 2.00 2.00 HVAC Technician II 21 1.00 1.00 1.00 Waste Water Plant Maint. Operator IV 21 8.00 8.00 8.00 Water Reclamation Facility Operator III 21 19.00 17.00 17.00 Painter II 20 1.00 0.00 0.00 Waste Water Preventative Maint Worker 19 1.00 1.00 1.00 Water Reclamation Plant Total 69.00 69.00 69.00 Finance Finance Administrator 39 1.00 1.00 1.00 Financial Manager III 35 1.00 1.00 1.00 Financial Analyst IV 32 1.00 1.00 3.00 2 Changed from Account IV(29) Customer Service Manager Public Utilities 29 1.00 1.00 1.00 Accountant IV 29 3.00 3.00 1.00 2 Changed to Financial Analyst IV(32) Financial Analyst III 29 1.00 1.00 3.00 2 Changed from Accountant III (27) Water Metering Technologies Manager 27 1.00 1.00 1.00 Accountant III 27 2.00 2.00 1.00 2 Changed to Financial Analyst III (29), 1 New position Water Metering Technologies Supervisor 25 1.00 1.00 1.00 Billing Office Supervisor 25 1.00 1.00 1.00 Customer Services Supervisor 23 1.00 1.00 1.00 Customer Service Accts/Coll Invent 18 6.00 6.00 6.00 Sr. Utilities Rep.-Generalist 15 9.00 9.00 9.00 Sr. Utilities Rep.-Customer Service 15 7.00 7.00 7.00 Advanced Metering Infrastructure Tech II 19 6.00 7.00 7.00 Water Meter Reader III 18 1.00 2.00 2.00 Water Meter Reader II 14 7.00 5.00 5.00 Finance Total 50.00 50.00 51.00 Water Quality&Treatment Water Quality&Treatment Administrator 37 1.00 1.00 1.00 33 Title Changed from Water Treatment Water Treatment Systems Manager 1.00 1.00 1.00 Plant Manager(33) Water Treatment Systems Assistant 31 0.00 0.00 1.00 Changed from Water Treatment Plant Manager Assistant Manager(30) L&C Cross Connection Control Manager 30 0.00 1.00 1.00 Regulatory Program Manager 30 1.00 1.00 1.00 286 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC UTILITIES (Continued) Watershed Program Manager 30 1.00 1.00 1.00 Storm Water Quality Program Manager 30 1.00 1.00 1.00 Water Treatment Plant Assistant Manager 30 1.00 1.00 0.00 1 Changed to Water Treatment Systems Assistant Manager(31) Lead and Copper Supervisor 27 0.00 1.00 1.00 27 Changed to Watershed Special Projects Project Manager 0.00 1.00 0.00 Coordinator(26) WTP Facility Manager/Supervisor 27 0.00 3.00 3.00 Watershed Operations Supervisor 27 1.00 1.00 1.00 Storm Water Compliance Specialist 25 1.00 1.00 1.00 Grade changed from 25 to 27 Cross Connection Control Manager 26 1.00 0.00 0.00 Water Treatment Plant Lead Oper 26 3.00 0.00 0.00 Watershed Special Projects Coordinator 26 0.00 0.00 1.00 1 Changed from Project Manager(27) Storm Water Quality Coordinator 23 3.00 3.00 3.00 Cross Connections Control Coord 23 1.00 1.00 1.00 Storm Water Technician II Union 22 0.00 2.00 2.00 Lead and Copper Technician 21 0.00 0.00 2.00 2 New positions Storm Water Technician Union 21 2.00 0.00 0.00 Cross Connections Control Inspector 21 1.00 1.00 1.00 Quality Assur Sr Samp CI Water 17 2.00 2.00 2.00 Lead Watershed Ranger 21 2.00 4.00 4.00 Watershed Ranger 19 5.00 4.00 4.00 Water Plant Operator II 21 25.00 25.00 25.00 Water Quality&Treatment Admin 53.00 56.00 58.00 Total Water Resources Water Resources Manager 33 1.00 1.00 1.00 Department Special Projects Manager 30 0.00 0.00 0.00 Utilities Water Rights, Contracts and 30 1.00 1.00 1.00 Property Manager PU Sustainability Manager 29 1.00 1.00 1.00 Sustainability Program Manager 28 0.00 0.00 0.00 Water Conservation Program Manager 30 1.00 1.00 1.00 Water Resources Eng/Scientist 27 2.00 2.00 1.00 1 Changed to Hydrologist(27) 1 Changed from Water Resources Eng/ Hydrologist I 27 0.00 0.00 1.00 Scientist(27) Water Rights&Property Agent 26 1.00 1.00 1.00 Property&Water Contracts Asst 20 1.00 1.00 1.00 Hydrology Specialist Union 23 1.00 1.00 1.00 Conservation Technician 23 0.00 1.00 1.00 PU Records Prog Specialist 23 1.00 1.00 1.00 Water Rights Assistant 16 0.00 0.00 0.00 Water Resources Total 10.00 11.00 11.00 287 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF PUBLIC UTILITIES (Continued) Engineering Chief Engineer- Public Utilities 37 1.00 1.00 1.00 Engineer III-VII 29-36 16.00 23.00 23.00 Sr Water Treatment Engineer 35 1.00 1.00 1.00 Project Control Specialist 31 1.00 1.00 1.00 Engineering Construction Program/ 29 1.00 1.00 1.00 Projects Manager Engineer II 27 0.00 0.00 0.00 Engineering Tech II -VI 19-27 0.00 17.00 19.00 2 New positions [Engineering Tech V(24)] Engineering Tech IV-VI 23-27 9.00 0.00 0.00 Engineering Tech III-V 21-24 5.00 0.00 0.00 Eng Contracts Coord Public Util 22 1.00 2.00 2.00 Engineering Tech III 21 2.00 0.00 0.00 Engineering Tech II 19 2.00 0.00 0.00 Document Controls Specialist 18 1.00 0.00 0.00 Administrative Secretary 18 0.00 1.00 1.00 Engineering Tech I 17 1.00 0.00 0.00 Contracts Process Coordinator 17 0.00 1.00 1.00 Contracts Technician 15 1.00 0.00 0.00 Engineering Total 42.00 48.00 50.00 Street Lighting Engineer V 33 1.00 1.00 1.00 Engineering Tech IV 23 1.00 0.00 0.00 Engineering Tech III 21 0.00 1.00 1.00 Engineering Tech I 17 0.00 0.00 0.00 Street Lighting Total 2.00 2.00 2.00 PUBLIC UTILITIES DEPT TOTAL 435.00 452.00 459.00 Water Utility Fund 276.65 283.16 288.16 Sewer Utility Fund 122.01 126.55 127.65 Storm Water Utility Fund 34.82 39.57 40.47 Street Lighting Fund 1.52 2.72 2.72 DEPARTMENT OF SUSTAINABILITY Waste&Recycling Division Refuse Fund Waste&Recycling Div Director 35 1.00 1.00 1.00 Financial Manager I 33 1.00 1.00 1.00 Waste&Recycling Operations Manager 31 1.00 1.00 1.00 Maintenance Program Manager 28 0.00 0.00 0.00 288 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2o22-23 STAFFING DOCUMENT Grades FY2021 FY2022 FY2023 Changes from FY2022 to FY2023 DEPARTMENT OF SUSTAINABILITY (Continued) Special Projects Analyst and Safety 28 1.00 1.00 1.00 Coordinator W&R Operations Supervisor 27 0.00 2.00 2.00 Maintenance Supervisor 25 2.00 0.00 0.00 W&R Permit Coordinator 19 1.00 1.00 1.00 W&R Education&Permits Lead 20 1.00 0.00 0.00 WR Program Lead 20 0.00 2.00 2.00 Waste&Recycling Equip Op II 18 28.00 29.00 29.00 Senior Equipment Operator 19 4.00 4.00 4.00 Lead Equipment Operator 20 4.00 3.00 3.00 Office Facilitator II 19 1.00 1.00 1.00 16-19 5 Changed from W&R Education W&R Education Specialist 1-11 0.00 0.00 5.00 Specialist(15) Office Tech II 15 4.00 3.00 3.00 W&R Education Specialist 15 5.00 5.00 0.00 5 Changed to W&R Educations Specialist I-II (16-19) Container Maintenance Worker 14 2.00 2.00 2.00 Waste&Recycling Total 56.00 56.00 56.00 Environ&Energy Division Refuse Fund Sustainability Envir Director 41 1.00 1.00 1.00 Sustainability Deputy Director 37 1.00 1.00 1.00 Sr Energy Climate Program Mgr 35 1.00 1.00 1.00 Sustainability Program Manager 29 1.00 3.00 3.00 Sustainability Community Manager 28 1.00 0.00 0.00 Sustainable Business Prog Coor 24 1.00 0.00 0.00 Special Projects Assistant 21 0.00 1.00 1.00 Office Facilitator 11 19 1.00 0.00 0.00 Environ&Energy Division Refuse Fund 7.00 7.00 7.00 SUSTAINABILITY DEPARTMENT(Refuse 63.00 63.00 63.00 Fund)TOTAL 289 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 STAFFING DOCUMENT This page has been intentionally left blank 290 _ .,. .._. „. 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'..:'y� i. :, - ' *' • ` _ 11, • �, a This page intentionally left blank MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY 11 PROPOSED BO GET ,I Fl L YEA ' 2023 _ Cir - If 4 ; 4 Mr .., .t II , ! 41- . __t _ y r 1 1 i 1 1lin _ The City Library THE BALT LAKE CITY PUBLIC LIBRARY SYSTEM 293 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY • 0. \ , .p t • ,• —�— ♦SCAVENGER♦ • ��r - — Haunt! 4iIN - " ft� MEMORY KIT I 0�...- �. .:. .. `C) l IN �� ` _ 1 I - Ghost Scavenger Hunt Booklet Digital Library Memory Care Kits 1 �, - --.yam__ 3ht .. -',4—.7'/;, l'r-';;' .:3, t 4..... ,..._ ... ,, j - _ ! - r ='�'s•• ' /T• • - ..: Puzzle Exchange at the Sprague Branch Seed Library at the Glendale Branch Digital Navigators LOCATIONS Main Library Day-Riverside Branch Sprague Branch 210 East 400 South 1575 West 1000 North 2131 South 1100 East 801-524-8200 801-594-8632 801-594-8640 Anderson-Foothill Branch Glendale Branch Sweet Branch 1135 South 2100 East 1375 South Concord 455 F Street 801-594-8611 801-594-8660 801-594-8651 Chapman Branch Marmalade Branch 577 South 900 West 280 West 500 North 801-594-8623 801-594-8680 — 2 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 294 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY CONTENTS Locations 2 By the Numbers 4 Organizational Chart 5 Letter from the Interim Executive Director&Board President 6 Staffing Profile 8 General Fund Revenues 10 General Fund Expenditures 12 Personnel 14 Materials&Supplies 14 Buildings,Grounds,&Equipment 15 Services 15 Other Charges 16 Collections&Other Capital Outlays 16 Transfers,Grants,&Donations 16 Debt Service Fund Budget 17 Capital Project Fund Budget 18 e T•- A. 7.----_ _,....- IL ' ' . - r / / \ ......, Storytime at the Sprague Branch Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 3 - 295 MAYOR'S RECOMMENDED 4 BUDGET APPENDIX Year 2022-23 A: LIBRARY THE CITY LIBRARY IS A PLATFORM FOR COMMUNITY AND INDIVIDUAL TRANSFORMATION tot ENGAGEMENT *1/4 S 9 Q !* h. LEARNING 9 ft Q y COMMUNITY we `a o SOCIAL CONNECTION Gb eP 414.4, 49 47 HEALTHYTOGEO THE CITY LIBRARY BY THE NUMBERS eBooks and Audiobooks Downloaded Children's Books Circulated 785,000+ 650,000+ New Cardholders Added Virtual Storytime Views —14,700 7,200+ Circulation of Physical Materials Movies Circulated 1.5 million+ 300,000+ People Visited The City Library's Website 455,000+ 4 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 296 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 ORGANIZATIONAL CHART Library Board Executive Director Executive Admin Assistant Director of Marketing& Deputy Director Communications Assistant Director Assistant Director Assistant Director of Finance of Customer Experience of Facilities&IT Assistant Director Administrative Manager Assistant Director of Equity and of Human Resources Organizational Development of Public Services Assistant Director Circulation Manager of Community Engagement Manager of Tech Services &Collection Development Technology& Events Manager Digital Equity Manager Safety Manager Public Services Managers Service Coordinators Children's Library Children's Services Nonfiction&AV Teen Services Fiction,Teens,&Periodicals Adult Services Anderson-Foothill Chapman Day-Riverside Glendale Marmalade Sprague Sweet EXECUTIVE LEADERSHIP TEAM(ELT) Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 297 4MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 A LETTER FROM THE INTERIM EXECUTIVE DIRECTOR & BOARD PRESIDENT APRIL 2022 Mayor Mendenhall,City Council Members,and Residents of Salt Lake City, A new budget year is an opportunity to look at our organization and assess new and old needs.In preparation for the FY23 budget, The City Library focused on these three priorities:Our Staff;Our Community;and Our Future.We are excited about this proposed budget,the impact on our critical needs,and the range of proposals addressing our priorities. OUR STAFF: "1 Over the past two years,City Library staff have impressively )ilit- ' weathered the pandemic and its impact.Through their creativity / s . and adaptability,they have shown a deep commitment and dedication to library service.They have ensured that the Library I 1 ''u4` ., 7 continues to be a critical connection point for all ages.They provide I thoughtful care to our patrons,whether in-person or online. - It is the duty and responsibility of The City Library to i compensate our staff fairly and equitably.Along with many in the Salt Lake City community,library staff are feeling the increased °' pressure of finding affordable housing,the rising cost of living,and negotiating life during pandemic times.The FY23 budget includes a cost of living adjustment and a longevity increase,which acknowledges staff experience and prevents salary-compression issues.It also includes adjustments to some staff compensation SLCPL Staff based on a compensation study completed by Human Resources. These changes mainly impact staff in the support services 0 U R COMMUNITY: of Safety and Custodial,along with our entry-level customer experience positions of Library Aide and Library Assistant.This In December of 2021,Library Journal announced the list of Star budget also focuses on adding new positions that will provide Libraries for 2021.The Salt Lake City Public Library System has overall organizational support in the areas of equity,human once again been awarded the prestigious Five-Star Library award, resources,and finance. the highest honor on the list.Of 5,608 qualifying public library The requested increases to personnel reflect the ways we are systems,only 85 were awarded five stars,and only one in the addressing the growing demand on our services and facilities by state of Utah.Library Journal's ratings are based on measurable the residents of Salt Lake.Our priority of being a great place to statistics:physical circulation,library visits,program attendance, work is essential to recruitment and retention of employees who public computer use,database access,Wi-Fi sessions,and are committed to public service.These requested positions will electronic circulation(like eBooks and digital audiobooks).This allow us to continue to provide the high level of service that library honor demonstrates how much the community relies upon customers expect of their City Library. and values their City Library system,and how we prioritize our commitment to our community. Additionally,we are adding positions that will directly impact our • community.The addition of a licensed clinical social worker will assist our most vulnerable and often marginalized communities. To support customer experience,we are exploring a new role of - I g, Assistant Manager at two of our busiest branches,with potential i 4 g' ?-. to expand these positions in future years at additional locations. Mk We are expanding our accessibility and reach by adding hours to wie ' — a current position in Marketing and Communications,which will '►' a y• improve the experience of our Spanish-speaking patrons. Reopening at the Sprague Branch - 6 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 298 4MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 Two big community highlights from 2021: On May 2,2021,the Sugar House neighborhood celebrated In September,we launched two hours of free parking at the the grand reopening of the beloved Sprague Branch,which Main Library's underground parking garage.Previously,free many view as the heart of that community.Invited guests were parking was limited to only 30 minutes.This change has enthusiastic to take a first glimpse of the newly renovated, been made possible with help from Salt Lake City Mayor reimagined branch.It was wonderful for staff to welcome Erin Mendenhall,the City Council,and the City's Parking local dignitaries,along with community members,into the Compliance Department.In just three months,over 5,000 latest version of the historic 1928 building.Reopening the visitors took advantage of free parking. Sprague Branch is just one happy and meaningful example of a community gathering during difficult and stressful times. There is also funding in FY23's budget to ensure our Libraries are ready for a full return to pre-COVID usage and can safely support all of the ways our community members use their public library spaces.A highlight we have been early anticipating is the return to in-person programs,festivals,study groups,business meetings,and public performances after over two years! OUR FUTURE: While the past two years have been a tumultuous time,The City Library is poised and ready to step into the future. Throughout 2021,Library leadership have been reworking our Mission Statement and documenting our vision with a Vision Statement, these define who we are at our core and how we want to continue supporting our community. MISSION STATEMENT: VISION STATEMENT: Your City Library:Building a foundation of equity,connection, We are active in our community and collaborate to address and limitless possibilities. needs and realize aspirations.We connect people to information,resources,experiences,and each other. Our work sustains a vibrant Salt Lake City. The Master Facilities Plan(MFP)was completed in early 2022.It was developed through community engagement workshops with both internal and external stakeholders.This plan addresses our physical spaces and future growth and how we can continue to support our community's aspirations,talents,and passions over the next ten years.It articulates how we will analyze and assess our current spaces to meet the community's wants and needs.It also maps a plan for expansion into Salt Lakes growing neighborhoods to provide access to the amenities,resources,and experiences that make Salt Lake City a wonderful place to live.The MFP indicates a gap in library service for the Ballpark neighborhood and this year's budget includes funding for a prototype Ballpark location. The current budget requests solidify our commitment to equitably serving our community.Looking forward,FY23 will mark 125 years of the Salt Lake City Public Library System,along with the 20th anniversary of the opening of the Main Library.We are excited to welcome patrons back to in-person programming,explore expansion in Salt Lake City,and continue to be a Five-Star Library.We consider this the most opportune time to both reflect on our rich history,and look forward to our exciting future. Please accept our deep appreciation for your continued support. Sincerely, f 1 J. i A Debbie Ehrman,Interim Executive Director rc� Adam Weinacker,Library Board President O• . ' Ali 4trnA,1,31,444..„._ . ,./.7;// ,... Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 7 299 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 STAFFING PROFILE POSITION FY22 FY23 DIFFERENCE The Library's overall staffing level from FY22 to FY23 reflects an increase of 18.3 FTE. Accountant 1 1 — Accounting Specialist 1 1 — EFFICIENT OPERATIONS Administrative Assistant 0.475 0.475 — Includes pay equity for members of the ELT Administrative Manager 4 3 and the retitling of these Administrative Managers to Assistant Directors.Adding Assistant Director 4 7 3 staff to support services departments Assistant Manager 0 4 4 including: Associate Librarian 21.9 21.425 -.475 •Event Services Audio Visual Specialist 1 1 — •Financial Services Branch Custodian 5.2 0 -5.2 •Human Resources Cataloger 1 1 — •Marketing&Communication Circulation Supervisor 2 2 — •Custodial Staff Community Gardener Coordinator 0.4'. 0.45 — •Safety Team Copy Editor&Public Relations 1 1 — COMMITMENT TO EQUITY AND Creative Director 1 . — ORGANIZATIONAL DEVELOPMENT Custodial Manager 1 1 — Adding an additional staff member to help Custodial Supervisor 2 2 — support this department. Custodian 11.5 18.7 7.2 COMMITMENT TO CUSTOMER SERVICE Data Analyst 1 1 — CAREER GROWTH Delivery Driver 1 1 — Adding four new Assistant Manager Deputy Director 1 1 — positions,including one for Ballpark. Equity&Org Development Associate 0 1 1 PHYSICAL PRESENCE IN BALLPARK Equity Coordinator 0 1 1 In addition to an Assistant Manager,adding Event Associate 2 1.45 -0.55 a Librarian,Associate Librarian,and four Executive Administrative Assistant 1 1 — part-time Library Assistants to staff an Executive Director 1 1 — anticipated physical location in the Ballpark Graphic Designer 1 1 — neighborhood 40 hours weekly. Help Desk Tech 1 2 1 Human Resource Associate 3 3 — Jr. Designer 0.475 1 0.525 Junior Project/Account Manager 0 0.475 0.475 Librarian 38.9 41,45 2.55 Library Aide 22.6 21.15 -1.45 Library Assistant 40.5 42.3 1.8 Licensed Clinical Social Worker 0 1 1 Literary Project Specialist 0 1 1 Logistics Coordinator 1 1 — Maintenance Manager 1 1 — Maintenance Technician 5 5 — Maintenance Supervisor 1 1 — Manager 14 14 — Marketing&Comm Assistant 0.475 0 -0.475 Marketing&Comm Project Manager 1 1 — 8 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 300 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY STAFFING PROFILE POSITION FY22 FY23 DIFFERENCE Network&Systems Engineer 1 1 — Passport Supervisor 1 1 — Procurement&Contracts Manager 0 1 1 Safety Associate 6 8.9 2.9 Safety Manager 1 1 — Safety Supervisor 0 2 2 Senior Network Support Technician 1 1 — Senior Software Support Engineer 1 1 — Service Coordinator 4 3 -1 Social Media Manager&Photographer 1 1 — Staff Development Coordinator 1 1 — Tech Services Specialists 2 2 — Technology Assistant 2.25 2.25 — Technology Associate 2.425 2.425 — Technology Librarian 1 1 — Technology Coordinator 1 1 — Web Developer 1 1 — TOTAL 223.15 1236.65 18.3 -II - . # . 111 iik.., i ....... 111 ill I i - i _, II \" . ), ',., ' -,;, i ,.,, 1--1411.:" litikt-14115' 17:„„„ /It Aral , 1 V '..../- - '''''' 1 1 iri._ maw- IA ! I , iil rlThe • i _. ./ .C� ., ) . Reopening at Main Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 9 - 301 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 GENERAL FUND REVENUES FY21 FY22 FY23 FY23 to FY22 Percentage Actual Budget Budget Difference Change TAX REVENUES Current Year Property Taxes 18,715,762 19,050,770 22,335,880 3,285,110 17.2% Personal Property Taxes 2,321,836 1,928,450 1,800,655 (127,795) -6.6% Property Taxes-Pass Through 267,442 0 600,000 600,000 Delinquent Property Taxes 350,114 408,360 420,000 11,640 2.9% Motor Vehicle Taxes 719,963 735,000 735,000 0 0.0% Judgment Levy 108,946 83,555 100,000 16,445 19.7% SUBTOTAL 22,484,063 22,206,135 25,991,535 3,785,400 17.0% INTERGOVERNMENTAL REVENUES Grants-Federal 299,048 65,000' 0 (65,000) -100.0% Reimbursements-E-Rate 35,501 35,000 35,000 0 0.0% Grants-State 84,335 47,000 47,000 0 0.0% RDA Rebate 1,054,028 1,110,00 1,000,000 (110,000) -9.9% SUBTOTAL 1,472,912 1,257,000 1,082,000 (175,000) -13.9% CHARGES FOR SERVICES Printer Revenues (327) 10,000 15,000 5,000 50.0% Passport Services 29,949 42,500 97,000 54,500 128.2% Non-Resident Fees 4,130 4,000 14,000 10,000 250.0% SUBTOTAL 33,752 56,500 126,000 69,500 123.0% ARGES FOR LOST/DAMAGED ITEMS Charges for Lost/Damaged Items 17,619 20,000_ 20,000 0 0.0% SUBTOTAL 17,619 20,000 20,000 0 0.0% MISCELLANEOUS Interest Earnings 61,289 80,000 80,000 0 0.0% Rents-Facilities 2,215 5,000 15,000 10,000 200.0% Rents-Commercial Space 17 10,000 28,000 18,000 180.0% Sundry Revenues 4' 048 15,600 26,000 -),400 66.7% SUBTOTAL 109,479 110,600 149,000 38,400 34.7% CONTRIBUTIONS&TRANSFERS Donations I 1",1 111,000 67,00 (44,000) -39.6% Fund Balance-Appropriated 787,525 1,163,350 375,825 47.7% SUBTOTAL 107,137 898,525 1,230,350 331,825 36.9% TOTAL REVENUES 24,224,962 24,548,760 28,598,885 4,050,125 16.5% 10 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 302 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY GENERAL FUND REVENUE TAX REVENUES OVERVIEW The Library's primary source of funding is The Library is also required to budget Revenue categories have been budgeted property taxes.Current Year Property Tax for property tax revenues collected by based on historical trends,current year revenue has been budgeted at the amount Salt Lake County that are paid directly to projections,and economic considerations. generated by the 2021 certified tax rate other government entities without coming The following explanations compare the plus an estimated amount for new growth directly to the Library.An offsetting transfer FY22 and FY23 budgets. of$375,000,and a proposed increase of from the Library equal to this revenue just under$2.782 million.The Librarys is reflected in the Payments to Other 2021 property tax rate is 0.000649,which Governments.The amount of this transfer is 64.9 percent of the ceiling established for FY23 is estimated at$600,000. by the Utah State statute.If the proposed tax rate increase is adopted the 2022 estimated tax rate would be.000735. This chart shows the estimated property Tax Year Tax Year Tax Year Tax Year Tax Year Tax Year tax amount for each$100,000 of residential 2017 2018 2019 2020 2021 2022 est. property value and each$1,000,000 of Certified 000830 .000757 .000741 .000680 .000649 .000735 commercial property value. Tax Rate Residential $45.66 $41.64 $40.76 $37.40 $35.70 $40.43 property Commercial $830.00 $757.00 $741.00 $680.00 $649.00 $735.00 property INTERGOVERNMENTAL CHARGES FOR LOST/DAMAGED CONTRIBUTIONS REVENUES ITEMS &TRANSFERS The FY23 budget for Intergovernmental Revenue from Charges for Lost/Damaged The Friends of The City Library have Revenues is lower because of a reduction Items is anticipated to remain consistent committed to a$60,000 donation for FY23, in the projected reimbursement from the with FY22. a reduction of$40,000 from FY22.The Redevelopment Agency and the absence FY23 budget proposes using$1,163,350 of a federal grant received in FY22 that will MISCELLANEOUS of fund balance for one-time expenditures, not be received in FY23. Miscellaneous revenue is budgeted to such as establishing a Library presence increase as the Library resumes the rental in the Ballpark neighborhood,and other CHARGES FOR SERVICES of meeting rooms and commercial space. capital projects. Revenues from Charges for Services is These spaces were not rented out during anticipated to increase as the Library the Covid pandemic. opens up and offers the services that were being offered pre-pandemic. . 1 ask . ,, - SI\ 4 - -. . , Front Desk at the Sprague Branch Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 11 - 303 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 GENERAL FUND EXPENDITURES FY21 FY22 FY23 FY23 to FY22 Percentage Actual Budget Budget Difference Change PERSONNEL Salaries&Wages-Regular 9,983,814 10,901,800 12,383,400 1,481,600 13 6% Overtime-Regular 1,470 0 0 0 Salaries&Wages-Flex 111,268 150,085 204,995 54,910 36.6% Social Security-Regular 741,255 835,100 948,600 113,500 13.6% Social Security-Flex 8,502 11,570 15,685 4,115 35.6% Employee Insurance 1,416,054 1,847,900 2,405,900 558,000 30.2% Retiree Insurance 22,900 22,800 21,600 (1,200) -5.3% State Retirement 1,404,469 1,566,200 1,775,900 209,700 13.4% Workers Compensation 32,974 34,350 42,420 8,070 23.5% Unemployment Insurance 971 3,000 3,000 0 0.0% Other Employee Benefits 48,875 54,130 111,125 56,995 105.3% Employee Appreciation 6,952 11,960 12,960 1,000 8.4% SUBTOTAL 13,779,504 15,438,895 17,925,585 2,486,690 16.1% Subscriptions&Memberships 26,740 39,640 35,715 (3,925) -9.9% Publicity 181,962 147,125 260,795 113,670 77.3% Travel&Training 14,230 158,230 180,675 22,445 14.2% Office Supplies&Expense 9,511 10,000 14,000 4,000 40.0% Postage 14,034 23,500 25,500 2,000 8.5% Special Department Supplies 282,884 408,840 408,480 (360) -0.1% Copier/Printer Paper 2,666 5,000 7,000 2,000 40.0% Copier/Printer Toner 26,172 43,000 54,000 11,000 25.6% SUBTOTAL 558,199 835,335 986,165 150,830 18.1% BUILDING, GROUNDS,&EQUIPMENT Fuel 7,769 8,000 12,000 4,000 50.0% Maintenance-Equipment&Furniture 220,882 270,715 298,620 27,905 10.3% Maintenance-Vehicles 12,000 10,000 12,000 2,000 20.0% Maintenance-Buildings&Grounds 496,290 691,100 521,600 (169,500) -24.5% Utilities-Boiler Operations 47,854 75,000 75,000 0 0.0% Utilities-Electricity 396,973 458,000 454,500 (3,500) -.8% Utilities-Natural Gas 74,791 90,500 94,000 3,500 3.9% Utilities-City Services 95,897 110,600 92,700 (17,900) -16.2% Utilities-Garbage 34,758 35,380 36,795 1,415 4.0% Utilities-Telecommunications 132,146 124,000 135,000 11,000 8.9% SUBTOTAL 1,519,360 1,873,295 1,732,215 (141,080) -7.5% 12 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 304 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 GENERAL FUND EXPENDITURES FY20 FY21 FY21 FY23 to FY22 Percentage Continued Actual Budget Projected Difference Change SERVICES Professional&Technical Services 207,870 197,750 170,200 (27,550) -13.9% Security Contracts 24,006 28,200 36,000 7,800 27.7% Technology Contracts 341,991 314,145 453,330 139,185 44.3% City Administrative Charges 24,153 35,500 35,500 0 0.0% Cataloging Charges 97,092 102,000 102,000 0 0.0% Staff Training&Development 27,230 37,500 50,000 12,500 33.3% Programming 260,070 295,530 296,790 1,260 0.4% Board Development 1,777 7,000 7,000 0 0.0% Interlibrary Loans 112 1,000 500 (500) -50.0% SUBTOTAL 984,301 1,018,625 1,151,320 132,695 13.0% OTHER CHARGES Insurance 338,873 381,810 396,400 14,590 3.8% Rents - - 90,000 90,000 - Sundry Expense 15,581 25,600 87,500 61,900 241.8% Executive Discretion 2,236 10,000 15,000 5,000 50.0% Staff Innovation 492 2,500 5,000 2,500 100.0% SUBTOTAL 357,182 419,910 593,900 173,990 41.4% COLLECTIONS&OTHER CAPITAL OUTLAYS Buildings 39,922 0 142,000 142,000 Improvements 16,715 0 0 0 Furnishings 5,218 0 20,000 20,000 Print Materials 502,929 559,000 659,000 100,000 17.9% Audio Materials 53,983 55,000 55,000 0 0.0% Visual Materials 260,737 350,000 350,000 0 0.0% Databases 201,011 235,000 235,000 0 0.0% eBooks&Audio 811,278 690,000 690,000 0 0.0% Newspapers&Magazines 73,294 100,000 100,000 0 0.0% SUBTOTAL 1,965,087 1,989,000 2,251,000 262,000 13.2% TRANSFERS, GRANTS,& DONATIONS Transfer to Capital Project Fund 3,725,200 1,813,500 2,271,500 458,000 25.3% Transfer to Debt Service Fund 1,033,258 1,039,700 1,035,200 (4,500) -0.4% Payments to Other Governments 267,442 0 600,000 600,000 - Grants-Federal 192,702 65,000 0 (65,000) -100.0% Grants-State 57,573 47,000 47,000 0 0.0% Donations 4,280 8,500 5,000 (3,500) -41.2% SUBTOTAL 5,280,455 2,973,700 3,958,700 985,000 33.1% TOTAL EXPENDITURES 24,444,088 24,548,760 28,598,885 4,050,125 16.5% REVENUES OVER EXPENDITURES (219,126) o o O - Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 13 305 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 GENERAL FUND EXPENDITURES PERSONNEL FY21 FY22 FY23 FY23 to FY22 Percentage PERSONNEL Actual Budget Budget Difference Change SUBTOTAL 13,779,504 15,438,895 17,925,585 2,486,690 16.1% PERSONNEL OVERVIEW Personnel expenditures account for approximately 74 The FY23 budget also proposes staffing with 4.8 new FTE percent of the Library's overall operating budget(General employees a physical location in the Ballpark neighborhood. fund less Capital Outlays,Transfers to the Capital and Debt Service funds,and Payments to Other Governments).This The City Library will continue to offer a high deductible percentage was 71 percent and 70 percent in FY21 and health plan and a contribution to each employee's health FY22,respectively. savings account.The FY23 budget reflects a projected 5 percent increase in premiums.The Library covers 100 The FY23 budget proposes implementation of a percent of employee coverage and 90 percent of employee comprehensive salary survey,an additional 1 percent plus dependent premiums.The Library's contributions to increase for salaries adjusted as part of the salary survey, health savings accounts are as follows:$1,000 for single and a 5 percent increase for positions not impacted by coverage and a proposed increase from$1,500 to$2,000 the salary survey.The 5 percent increase consists of a 3.5 for employee plus dependent coverage. percent cost of living adjustment and a 1.5 percent longevity adjustment. For details on the Library's staffing,refer to the Staffing Profile on page 8. GENERAL FUND EXPENDITURES MATERIALS & SUPPLIES FY21 FY22 FY23 FY23 to FY22 Percentage u= Actual Budget Budget Difference Change SUBTOTAL 558,199 835,335 986,165 150,830 18.1% MATERIALS&SUPPLIES OVERVIEW Funding for publicity,travel and training,and printing supplies are being restored to pre-pandemic levels to increase visibility and awareness of library services,provide opportunities for staff to attend conferences again,and adequately meet patron demand with the anticipated return to pre-pandemic services. 14 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 306 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY GENERAL FUND EXPENDITURES BUILDINGS, GROUNDS, & EQUIPMENT FY21 FY22 FY23 FY23 to FY22 Percentage BUILDINGS,GROUNDS,&EQUIPMENT Actual Budget Budget Difference Change SUBTOTAL 1,519,3601 1,873,295 1,732,215 (141,080) -7.5% BUILDINGS,GROUNDS,&EQUIPMENT OVERVIEW This budget category is proposed to decrease because the contract for restroom attendants is being reallocated to personnel for the hiring of more custodial and safety staff.This shift will allow more oversight and better utilization of staff. GENERAL FUND EXPENDITURES SERVICES In5==. FY21 FY22 FY23 FY23 to FY22 Percentage Actual Budget Budget Difference Change SUBTOTAL 984,301 1,018,625 1,151,320 132,695 13.0% SERVICES Services are budgeted to increase due to the expansion and cost of technology hardware and software service contracts. "Or 4 ,,,,, .2_;,„...,,,..,,.;:„...2_.: i:.., 14 1.• GAION . ^-. r ......„.. „..,..i., ....„. yu . i, r. w. S p .,.. .. -fi• i. • ..,- ��``LlF t4 1,000 Books Before Kindergarten Log Book 200 Books Before 4th Log Book 100 Books Before Graduation Log Book Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 15 - 307 4 MAYOR'S RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 GENERAL FUND EXPENDITURES OTHER CHARGES FY21 FY22 FY23 FY23 to FY22 Percentage OTHER CHARGES Actual Budget Budget Difference Change SUBTOTAL 357,182 419,910 593,900 173,990 41.4% OTHER CHARGES Funding for the Library's 125th anniversary,staff identity based affinity group support,and resource closets containing basic items for unhoused populations are being proposed in this category.In addition,funding to rent space in the Ballpark neighborhood for a physical Library location has been included. GENERAL FUND EXPENDITURES COLLECTIONS & OTHER CAPITAL OUTLAYS FY21 FY22 FY23 FY23 to FY22 Percentage COLLECTIONS,&OTHER CAPITAL OUTLAYS Actual Budget Budget Difference Change SUBTOTAL 1,965,087 1,989,000 2,251,000 262,000 13.2% CAPITAL REPAIRS&REPLACEMENT The FY23 increase in this category is associated with preparing a physical Library location in the Ballpark neighborhood,furnishing the space and acquiring a circulating collection for that location. GENERAL FUND EXPENDITURES TRANSFERS, GRANTS, & DONATIONS FY21 FY22 FY23 FY23 to FY22 Percentage TRANSFERS,GRANTS,&DONATIONS Actual Budget Budget Difference Change SUBTOTAL 5,280,455 2,973,700 3,958,700 985,000 33.1% TRANSFERS,GRANTS,&DONATIONS The transfer to the Capital Projects fund consists of the annual transfer of S1,500,000 for designated facilities and technology as well as$771,500 for other capital projects.This category also includes a new line item,Payments to Other Governments,as an offset for property taxes collected by Salt Lake County and paid directly to other government entities without coming to the Library.The estimated amount of these payments for FY23 is$600,000. 16 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 308 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY DEBT SERVICE FUND BUDGET FY21 FY22 FY23 FY23 to FY22 Percentage REVENUES Actual Budget Budget Difference Change Interest 933 0 0 0 — Transfers 1,033,258 1,039,700 1,035,200 (4,500) -0.4% Donations 0 0 0 0 Fund Balance—Appropriated 0 0 3,500 3,500 TOTAL REVENUES 1,034,191 1,039,700 1,038,700 (1,000) -0.1% FY21 FY22 FY23 FY23 to FY22 Percentage EXPENDITURES Actual Budget Budget Difference Change Interest Payments 455,475 430,950 403,700 (27,250) -6.3% Principal Payments 575,000 600,000 630,000 30,000 5.0% Administrative Fees 2,308 6,000 5,000 (1,000) -16.7% Fund Balance—Unappropriated 0 2,750 0 (2,750) -100.0% TOTAL EXPENDITURES 1,032,783 1,039,700 1,038,700 (1,000) -0.1% REVENUES OVER EXPENDITURES 1,408 0 0 0 — DEBT SERVICES OVERVIEW Funds necessary to meet the lease payments on the Glendale and Marmalade branches are derived from a portion of the Library's certified tax rate designated for such.The designated revenues are deposited in the General fund.The amount needed to meet the lease payments is then transferred to the Debt Service fund.The Library is funding the lease payments one year ahead of schedule—the FY23 transfer will cover the payments for FY24. a4 50 BOOKS ,�' .,. /-- ., m °-� ADULT I°4G s� e mma . , ccifj, 4 if I la., ,� 4;a ; -Ctrr READING111 �le �� C 40 :a� , !__ Alt Press Fest Zines 50 Books Adult Reading Challenge Log Book Telescope at Main Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 17 - 309 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY CAPITAL PROJECT FUND BUDGET FY21 FY22 FY23 FY23 to FY22 Percentage REVENUES Actual Budget Budget Difference Change Interest 31,244 40,000 35,000 (5,000) -12.5% Sundry Revenues 38,481 0 0 0 — Transfer from General Fund 3,725,200 1,813,500 2,271,500 458,000 25.3% Fund Balance—Appropriated 0 0 1,595,000 1,595,000 — TOTAL REVENUES 3,794,925 1,853,500 3,901,500 2,048,000 110.5% REVENUES OVERVIEW Funding for capital projects accounted for in the Capital Projects fund comes from three sources:a transfer from the General fund,interest earnings on the cash balance in the fund,and the Capital Projects fund fund balance.The fund balance is a result of unspent money accumulated from prior years.The transfer from the General fund to the Capital Projects fund includes the annual$900,000 of designated facilities maintenance funds and$500,000 of designated technology-related funds. Ilr ai ar r t(., $UPIR SUMMIR COILING'SOUL r ' di 111111111111.". r c�](INCDOMS (" ,i : till' 11 arc-WONDER I :IUNlI ucu,1 I It II 1 ,,,. .. 1 ,I,; ,I Super Summer Challenge 2021 - 18 Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 310 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX Year 2022-23 A: LIBRARY FY21 FY22 FY23 FY23 to FY22 Percentage EXPENDITURES Actual Budget Budget Difference Change Cap Outlay-Buildings 2,411,642 838,000 2,350,000 1,512,000 180.4% CapOutlay-Improvements 41,087 107,500 69,500 (38,000) -35.3% Cap Outlay-Equipment 86,412 20,000 162,000 142,000 710.0% Cap Outlay-Furnishings 63,317 104,000 137,000 33,000 31.7% Cap Outlay-Technology 500,060 720,950 1,183,000 462,050 64.1% Cap Outlay-Foothill Branch Restricted 10,122 5,500 0 (5,500) -100.0% Grants 0 0 0 0 — Transfers 0 0 0 0 Fund Balance-Unappropriated 0 57,550 0 (57,550) -100.0% TOTAL EXPENDITURES 3,112,640 1,853,500 3,901,500 2,048,000 110.5% REVENUES OVER EXPENDITURES 682,285 0 0 0 — EXPENDITURES OVERVIEW Budgeted capital projects are unique from year to year based on needs and requests. The following is a list of some of the proposed capital projects for FY23: • Landmark signs at branch locations • HVAC system upgrades • Network infrastructure upgrades • Bilingual signage in westside branches • Parking lot repairs and enhanced • Self check replacements lighting at the Anderson-Foothill Branch • Children's active spaces • Firewall • Exterior lighting at the Marmalade • Sensory inclusive spaces Branch • HRIS software • Additional funding for the roof • Computers and server equipment replacement at Main • Security system enhancements • Urban room east doors Fillit A 111 L- -ter• ir7•; . �; •rA . l• _ ,r~• . mo .: ' , Friends , . l mn,ecryrm...., .... ".` '2>,g,T,7 The City Library $l(N,c<` t ter- - - l t I . - 1 -,1I, -— - l - .w1 r, 1 , 0, lir • ir _ ., - . J , , 1,,,. jil 1 Irt . / t .. - Checking Out Books at the Sprague Branch Friends of The City Library Salt Lake City Public Library Proposed Budget,Fiscal Year 2023 10 - 311 MAYOR'S 4 RECOMMENDED BUDGET APPENDIX A: LIBRARY Fiscal Year 2022-23 Anderson- Foothill& Chapman& Day- Riverside& Glendale& Main& Marmalade& Sprague& Sweet. 312 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 APPENDIX B: INSURANCE PREMIUMS rT • . . Medical and Dental Plan Rates v human fr r'il 1,. $_ resources Medical Plan City Contribution to HSA Summit Star HDHP City Cost Employee Cost(Pre-Tax) (Or FLEX if ineligible for HSA) Single $213.30 $11.23 $750 Double $479.93 $25.26 $1,500 Family $639.89 $33.68 $1,500 NOTE:No additional HSA/FLEX contributions will be given or taken away for mid-year changes that affect your enrollment status Dental Plans Preferred Choice Employee Cost(Pre-Tax) Premium Choice Employee Cost(Pre-Tax) Single $17.26 Single $20.31 Double $34.84 Double $41.01 Family $45.54 Family $53.60 Am I Eligible for an HSA? You must meet the following IRS criteria to be eligible to have an HSA. If you can check every box below,then YES,you are eligible: ❑ You are enrolled in the STAR HDHP ❑ You are not covered by another medical plan,UNLESS it is another qualified HDHP (spouse and children may have any other type of coverage) ❑ You or your spouse are not participating in a FSA or the balances will be zero on or before June 30 ❑ You are not enrolled in any Medicare plan(including Part A) ❑ You are not enrolled in TRICARE ❑ You are not claimed as a dependent of another taxpayer *If you do not qualify for an HSA,your City contribution will be frontloaded into a HRA,see page 10 for details. HealthEquity- `` 0 Building Health Savings Page 7 313 4 MAYOR'S RECOMMENDED BUDGET Fiscal Year 2022-23 APPENDIX B: INSURANCE PREMIUMS A, ,- -I �t ' r,: , . • human Term Life and AD&D Coverage resources Additional Term Life Coverage Term Life Covera:e reduces be:innin:at a:e 70 Covera:e Amounts 25,08 8 000 100 000 150 000 200 000 250 000 300 000 350,000 400,000 450,000 500,000 Under Age 30 0.55 1.10 2.21 3.31 4.42 5.52 6.63 7.73 8.84 9.94 11.05 Age 30 to 34 0.60 1.20 2.39 3.59 4.79 5.98 7.18 8.38 9.57 10.77 11.97 Age 35 to 39 0.83 1.66 3.31 4.97 6.63 8.29 9.94 11.60 13.26 14.91 16.57 Age 40 to 44 1.01 2.03 4.05 6.08 8.10 10.13 12.15 14.18 16.20 18.23 20.25 Age 45 to 49 1.93 3.87 7.73 11.60 15.47 19.33 23.20 27.06 30.93 34.80 38.66 Age 50 to 54 2.35 4.69 9.39 14.08 18.78 23.47 28.17 32.86 37.56 42.25 46.95 Age 55 to 59 3.73 7.46 14.91 22.37 29.83 37.28 44.74 52.19 29.65 67.11 74.56 Age 60 to 69 6.31 12.61 25.22 37.84 50.45 63.06 75.67 88.28 100.89 113.50 126.11 At age 70,rates remain the same and coverage changes. Bi-Weekly Rates I2.6 ,.84 50.45 63.06 75.67 88.28 100.89 113.50 126.11 Age 70 to 74 12,500 25,000 50,000 75,000 100,000 125,000 150,000 175,000 200,000 225,000 250,000 Age 75 and over 6,250 12,500 25,000 37,500 50,000 62,500 75,000 87,500 100,000 112,500 125,000 Dependent Term Life AD&D Coverage One premium regardless of number of children AD&D covera:e ceases at a:a 70 Coverage Amount Employee C. .veragevidual Plan a Family Plan mount Bi-Weekly Cost Ai Bi-Weekly Cost $5,000 $0.24 25,000 $0.23 $0.35 $10,000 $0.48 50,000 $0.46 $0.69 $15,000 $0.72 75,000 $0.69 $1.04 100,000 $0.92 $1.38 Accident Medical Expense 125,000 $1.15 $1.73 You must be enrolled in Optional AD&D 150,000 $1.38 $2.07 175,000 $1.61 $2.42 M Coverage Amount 1 Employee Cost 200,000 $1.84 • $2.76 $2,500 $0.38 225,000 $2.07 $3.11 250,000 $2.30 $3.45 Long Term Disability Accident Weekly Indemnity System/Provider Employee Cost You must be enrolled in Optional AD&D Tier I and II $16.00 Monthly Salary Weekly Coverage Bi-Weekly Cost Public Employees/ Underwriting required Amount The Hartford beyond 60 days 250 and under $25 $0.12 $16.00 251 to 599 $50 $0.24 Tier I Firefighters/ 600 to 700 $75 $0.35 The Hartford Underwriting required beyond 60 days 701 to 875 $100 $0.46 Tier II Firefighters/PEHP Employer paid, 876 to 1,050 $125 $0.58 automatic enrollment 1,051to 1,200 $150 $0.70 Tier I and Tier II Sworn Police 1,201 to 1,450 $175 $0.81 Officers/ Employer paid, 1,451 to 1,600 $200 $0.93 The Hartford automatic enrollment 1,601to 1,800 $225 $1.04 1,801 to 2,164 $250 $1.16 2,165 to 2,499 $300 $1.39 2,500 to 2,899 $350 $1.62 2,900 to 3,599 $400 $1.86 1 3,600 and over $500 $2.32 ticre._ _ Page 8 314 Item G1 %••„ f z %%%%% '•. MOTION SHEET �(f1 i i .n n �Ff(T71 CITY COUNCIL of SALT LAKE CITY ,,,,, TO: City Council Members Project Timeline: FROM: Sylvia Richards, Policy Analyst Public Hearing: May 3, 2022 DATE: May 3, 2022 RE: MOTION SHEET FOR PUBLIC HEARING The Council will conduct a Public Hearing and may consider the following motion: Motion i — Close and Refer I move that the Council close the Public Hearing and refer Item G-i to a future Consent Agenda for action. Page 1 ,,, : COUNCIL n � uln,= STAFF REPORT It'_€_I l iin= CITY COUNCIL of SALT LAKE CITY ---' •�• www.slccouncil.com/city-budget TO: City Council Members FROM: Sylvia Richards, Budget Analyst PROJECT TIMELINE: Briefing:Not required. DATE: May 3, 2022 Set Date:Not required. Public Hearing: May 3,2022 RE: PUBLIC HEARING FOR GRANT Potential Action:TBD APPLICATION SUBMISSION ISSUE AT-A-GLANCE The Administration has submitted one grant application. In an effort to ensure that the City Council, Council staff and the public has adequate opportunity to see and comment on it, the grant application notification will be included in the Council meeting agenda under Public Hearings. There won't be a set date since this is not a required hearing. 1. 2023 Distracted Driving Prevention Program Grant Purpose/Goal of the Grant: If awarded, the grant monies will be used to find 45 distracted driving enforcement/education overtime shifts. The grant project period will be one year beginning October 1, 2022. Grant Amount: $14,175 Requested by: Police Department Funding Agency: Utah Department of Public Safety— Highway Safety Office Match Requirement: - o - Staff Recommendation: Please refer to motion sheet. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 COUNCIL.SLCGOV.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 0 Grant Application SubmissionNotification Memo TO: Jennifer Bruno, Cindy Gust-Jenson,Rachel Otto,Lisa Shaffer,Mary Beth Thompson, Cindy Lou Trishman CC: Sarah Behrens, Mike Brown, Shellie Dietrich,Elizabeth Gerhart,Mark Kittrell, Jaysen Oldroyd, Melyn Osmond, Recorder Routing, Sylvia Richards, DeeDee Robinson, Linda Sanchez, Lehua Weaver FROM: Jordan Smith DATE: March 1, 2022 SUBJECT: 2023 Distracted Driving Prevention Program FUNDING AGENCY: Utah Department of Public Safety—Highway Safety Office GRANT PROGRAM: Distracted Driving Prevention Program REQUESTED AMOUNT: $14,175 DEPARTMENT APPLYING: Salt Lake City Corporation—Police Department COLLABORATING AGENCIES: N/A SPECIFICS: ❑ Equipment/Supplies ❑ Technical Assistance (Training) O Provides FTE Position ❑ Existing 0 New 0 Overtime 0 Requires Funding After Grant Explanation: See grant details below. O Match Required: 0 In-Kind and/or 0 Cash GRANT DETAILS: The Salt Lake City Police Department is requesting$14,175 to fund 45 distracted driving enforcement/education overtime shifts. If awarded the grant project period will be 12 months beginning October 1,2022. Item G2 ;s•%% "'z••••., MOTION SHEET y11//,,,y -- i CITY COUNCIL of SALT LAKE CITY .s, _ of fl__ •I ■]L "CP1 AR �� TO: City Council Members FROM: Brian Fullmer Policy Analyst DATE: May 3,2022 RE: 1948/195o South West Temple Rezone and Master Plan Amendment PLNPCM2o21-00291/00292 MOTION i(close and defer with anticipated agreement) I move that the Council close the public hearing and defer action to a future Council meeting.I further move that the Council direct staff to work with the petitioner and City Attorney's Office to prepare an agreement for future consideration that will limit building height on the property to 35 feet. MOTION 2 (close and defer w/o anticipated agreement) I move that the Council close the public hearing and defer action to a future Council meeting. MOTION 3 (continue hearing) I move that the Council continue the public hearing to a future Council meeting. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT 1\,).4rLi CITY COUNCIL of SALT LAKE CITY 1.111 •r; 'SS4 •u,ss N' Item Schedule: Briefing:April 19,2022 TO: City Council Members Set Date:April 19,2022 Public Hearing:May 3,2022 FROM: Brian Fullmer Potential Action:May 17,2022 Policy Analyst DATE: May 3,2022 RE: Intermountain Wood West Temple Rezone and Master Plan Amendment (1948/195o South West Temple)PLNPCM2o2i-oo291/00292 BRIEFING UPDATE At the April 19, 2022 briefing, a Council Member confirmed with the applicant they are amenable to entering a development agreement with the City to limit building height to 35 feet.Another Council Member requested the Council continue to consider projects in RDA areas align with goals and policies of the areas. (The subject parcels are within the State Street RDA Project area.) In response to a Council Member's question about setback requirements in the CG zoning district, Planning staff stated a 15 foot landscape buffer is required where CG properties abut residential zones.The subject property line that abuts a residential area is already developed,so this requirement would only apply if the property were redeveloped at some point. (A table of RMF-35 and CG development standards is included in this report.) The applicant spoke saying they believe the new office building will not impact area residents more than current business activities. Planning staff clarified the subject properties are not within the South State Street Overlay. The following information was provided for the April 19, 2022 Council briefing.It is provided again for background purposes. The Council will be briefed about a proposal to amend the zoning map for property located at 195o South West Temple, and a portion of the property located at 1948 South West Temple within the Ballpark CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 neighborhood in City Council District Five.Combined,the parcels total approximately 4.25 acres.The 1948 South West Temple property is"split-zoned"between RMF-35 (Moderate Density Multi-Family Residential) and CG(General Commercial)zoning designations as shown in the area zoning map below. The entirety of 1950 South West Temple is zoned RMF-35.Additionally,the proposal would amend the Central Community Master Plan Future Land Use Map for the properties from Medium-Density Residential to Medium Residential/Mixed Use. Intermountain Wood Products has been located on the subject parcels for many years.The requests are included in efforts to expand storage space and construct a new office building with uniform zoning on the properties,which would be consolidated.Existing RMF-35 zoning would not allow the proposed expansion or office uses. The Planning Commission held a public hearing at its August 11, 2021 meeting.The applicant spoke during the meeting and stated they are amenable to a development agreement that limits building height on the property to 35 feet,and to consolidate the parcels. Planning staff recommended and the Planning Commission voted unanimously to forward a positive recommendation to the City Council with the following recommendations: • Approval is conditioned on consolidating the parcels into one. • The petitioner and City enter a development agreement to limit the height of any future development and approve the final site plan for the rezoned parcel. (It should be noted the City Council does not approve site plans for parcels.) mow R-1-5000 I ' RMF-35 R-1-5000 ACC R-1-5000 \\\‘; .� R-1-5000 h CC .t•D*obi.el i i a i m p i el ,1 , a: 1948 ��� CGic, 2 II -at(-1 1 R-1-5000 . ION R-1-5000 I tCC; a N .. \ .` W+E tc \\ � L. . ' S I Area zoning map with subject properties outlined in red and yellow Page 12 Goal of the briefing:Review the proposed zoning and future land use map amendments, determine if the Council supports moving forward with the proposal. POLICY QUESTION 1. The Council may wish to discuss if height limitations and other requirements such as consolidating the two parcels might be included in a development agreement. 2. Because this property is located in the State Street project area,the Council may wish to discuss with the Administration if this is consistent with planning and redevelopment efforts in the area,or if aspects of the development agreement could anticipate adjacent redevelopment to ensure compatibility. ADDITIONAL INFORMATION The Council is only being asked to consider rezoning the property.No formal site plan has been submitted to the City nor is it within the scope of the Council's authority to review the plans. Because zoning of a property can outlast the life of a building,any rezoning application should be considered on the merits of changing the zoning of that property,not simply based on a potential project. Planning staff identified four key considerations related to the proposal which are found on pages 3-5 of the Planning Commission staff report and summarized below. For the complete analysis,please see the staff report. Consideration i-Zoning compatibility with Adjacent Properties Properties fronting on West Temple in this area are predominantly zoned residential.As shown in the area zoning map above,properties on the east side of West Temple are zoned R-1/5000; adjacent properties to the north are also R-1/5000.A parcel at the northeast corner of the subject property is zoned RMF-35 and is used for multi-family residential.These residential uses exist within a larger commercial and industrial area of the city. Okland Construction Company is adjacent to the south and the property is used for the company's offices, as well as material and equipment storage.This parcel was rezoned in 2017 from a split zoning of RMF-35 to CG,very similar to conditions on the subject property. Okland built new offices closer to West Temple on the rezoned property. Intermountain Wood is limited in its options for locating offices much like Okland Construction was before its property was rezoned. While CG zoning could allow more intense uses than RMF-35,the applicant's expressed intent is to construct a new office on the property. Planning staff noted uses allowed in the CG zoning district have existed on most of the property for many years. Consideration 2-Change in Zoning to CG(General Commercial)for the Entire Parcel The petitioner requested the zoning change to CG for uniformity and to expand existing office space.The RMF-35 portion is less than 15%of the 4.24 acres combined parcels'total. Existing split-zoning requires the current(or future)property owner to be subject to different land use and building regulations. Requirements for setbacks, open space,and others may be different for one part of the property than another.This makes development on the property more difficult than with uniform zoning. Page 13 Consideration 3-Master Plan and Current Zoning Considerations The Central Community Master Plan designates the front portion of the property as"Medium Density Residential"and the remainder of the property"Medium Residential/Mixed Use."Planning staff stated The master plan supports a business friendly environment that limits planning and zoning restrictions to those instance that provide clear and substantial benefits to residents(Central Community Master Plan,2005— Vision— Vital and Sustainable Commerce—Page 3). Given the overall commercial and industrial character of the area and the majority of the property already being zoned CG, no substantial benefits would be provided to neighboring residents through a denial of the changes to the master plan and zoning map amendment. Approximately 85%of the combined properties has been zoned CG since 1995,and it is Planning's opinion a change to the remaining portion would do little to change the overall character and area impact of the site. Consideration 4-Consideration of Alternate Zoning Districts Planning staff considered several potential alternate zoning districts (R-MU, R-MU-35,R-MU-45 (Residential Mixed-Use),MU(Mixed Use), RO(Residential Office),and CB (Community Business). Each would allow expansion of the office and parking,while limiting building height and some more impactful uses allowed in the CG zone. However, other limitations such as reduced non-residential building height, extra process steps required to build an office building,or additional residential building height were mentioned. Planning staff noted changing the zoning district to something other than the requested CG would perpetuate the property's split-zoning and make development more cumbersome due to dissimilar standards and requirements on different portions of the property. Planning does not recommend an alternate zoning designation than the requested CG. DEVELOPMENT STANDARDS The following table compares some development standards of the RMF-35 and CG zoning designations. Zoning Max. Lot Front Yard Rear Yard Side Yard Landscape Building Coverage Yards Height a RMF-35 35 feet 45-60% 20 feet 25%of lot Corner side: Front and depending on depth or 20 10 feet corner land use. feet,and need required.On not exceed 25 Interior:4 feet multifamily, feet. to 10 feet one interior depending on side yard use. required. CG 6o feet No maximum 10 feet 10 feet Corner side: Landscape specified. 10 feet yard of 10 feet Allowed up to required on 3o feet higher Interior:none front and (90 feet total) corner side through design yards. review process. Additional landscaping required if height is going above 6o feet. Page 1 4 Where a lot in CG abuts a lot in the residential district,a landscape buffer of 15 feet is required. ANALYSIS OF STANDARDS Attachment E(pages 20-22)of the Planning Commission staff report outlines master plan and zoning map amendment standards that should be considered as the Council reviews this proposal.The standards and findings are summarized below. Please see the Planning Commission staff report for additional information. Master Plan Amendments State law requires municipalities to have a master plan but does not include criteria for master plan amendments,nor does the City. However,Salt Lake City Code Section 21A.o2.1340—Effect of Adopted Master Plans of General Plans addresses the issue in this way: All master plans or general plans adopted by the planning commission and city council for the city, or for an area of the city,shall serve as an advisory guide for land use decisions. Amendments to the text of this title or zoning map should be consistent with the purposes, goals, objectives and policies of the applicable adopted master plan or general plan of Salt Lake City. (Ord.26-95§2(1-4), 1995) Planning staff found in this instance the master plan is being amended to provide consistency between the Central Community Master Plan and the subject property's zoning designation.The request is to allow rezoning the property to a zoning district which will permit office expansion. Zoning Map Amendments Factor Finding Whether a proposed map amendment is consistent with Complies with master the purposes,goals,objectives,and policies of the city as plan policy statements stated through its various adopted planning documents. and other documents and policies adopted by the City. Whether a proposed map amendment furthers the This has been considered specific purpose statements of the zoning ordinance. and the proposal furthers the specific purpose statements of the zoning ordinance. The extent to which a proposed map amendment will The map amendment affect adjacent properties will facilitate additional development in the area, specifically expansion of the existing office building. While this may create additional Page 15 impacts on neighboring properties,those impacts will be reviewed in relation to any specific future development proposal. Whether a proposed map amendment is consistent with Complies the purposes and provisions of any applicable overlay zoning districts which may impose additional standards. The adequacy of public facilities and services intended to The City has the ability serve the subject property,including,but not limited to, to provide services to the roadways,parks and recreational facilities,police and fire subject property. The protection,schools,stormwater drainage systems,water infrastructure may need supplies,and wastewater and refuse collection. to be upgraded at the owner's expense in order to meet specific City requirements. PROJECT CHRONOLOGY • March 30, 2021-Applications submitted. • April 7, 2021-Petition assigned to David Gellner, Principal Planner. • April 14, 2021-Notification sent to the Ballpark Community Council to solicit public comments and start the 45-day recognized organization input and comment period. • April 14, 2021-Early notification sent to property owners and residents within 300'of the subject parcel. • April 14, 2021-Online open house to solicit public comments on the proposal. • May 6, 2021-Planning staff attended online Ballpark Community Council • June 1, 2021-45-day public comment period for recognized organizations ended.No formal comments on the proposal were submitted to Planning staff by the recognized organizations as of that date. • July 29, 2021-Property posted with signs for the August 11, 2021 Planning Commission hearing. Listsery notification of Planning Commission agenda emailed.Agenda posted on the Planning Division and State websites. • August 11, 2021-Planning Commission public hearing. One person spoke stating the neighborhood strongly supports a height limit for structures on the property.The Commission voted unanimously in favor of forwarding a positive recommendation for both proposals to the City Council with the following conditions: o Consolidating parcels owned by the applicant o The applicant and City enter a development agreement to limit height of future development and approve the final site plan for the rezoned lot • September 21, 2021-Sent to Attorney's Office. Page 16 • January 12, 2o22-verified legal description received from applicant and verified by City Surveyor. • February 16, 2o22-Finalized transmittal verified by Attorney's Office. • March 8, 2o22-Transmittal received by City Council Office. Page 7 ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor �' �a 9 and NEIGHBORHOODS I =? Blake Thomas n Director lio eIT`. CITY COUNCIL TRANSMITTAL Lis (Mar 8,202215:18 MST) Date Received: 03/08/2022 Lisa Shaffer, Chief Administrative Officer Date sent to Council: 03/08/2022 TO: Salt Lake City Council DATE: March 8, 2022 Dan Dugan, Chair FROM: Blake Thomas, Director, Department of Community &Neighborhoods SUBJECT: Intermountain Wood South West Temple Rezoning (PLNPCM2021-00291 &PLNPCM2021-00292) STAFF CONTACT: David J. Gellner,AICP, Senior Planner, david.gellner@slcgov.com 801-535-6107 DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council follow the recommendation of the Planning Commission to approve an Ordinance to amend the zoning map for the subject properties, changing them from RMF-35 (Moderate Density Multi-Family Residential) to CG (General Commercial), and, to amend the Future Land Use Map in the Central Community Master Plan from "Medium Density Residential" to "Medium Residential/Mixed Use." Note: The recommendation of the Planning Commission raised some policy questions in relation to a suggested Development Agreement pertaining to the maximum height and site development. This is outlined in more detail in the Planning Commission recommendation in the Public Process section of this memo. BUDGET IMPACT: None BACKGROUND/DISCUSSION: The Banks Group, LLC, property owner is requesting that the City amend the zoning map and associated future land use map for the property located at 1950 South West Temple and a portion of the property located at 1948 South West Temple. The property at 1948 South West Temple is currently split-zoned between the RMF-35 (Moderate Density Multi-Family Residential)zone and the CG(General Commercial)zone. The entire parcel 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 at 1950 South West Temple is zoned RMF-35. The requests are part of an effort to expand the existing Intermountain Wood Products operation into a new office building with uniform zoning on their properties. Through the zoning amendment request the identified properties would be amended from RMF-35 to CG—General Commercial. The Central Community Master Plan Future Land Use Map designates the properties as "Medium Density Residential". The petitioner is requesting to amend the future land use map for the parcels to "Medium Residential/Mixed Use". No specific site development proposal has been submitted at this time. The subject properties are highlighted on the map exhibit below. filial ' ---- ROW Subject properties RMF-35 Zoned portions proposed to be changed to CG - General M Commercial - -- a $JJ O v., 1 , t 1 I,. •� • u0pi CG Pik: • RMF-3S I k, . 4 X Subject parcel and r F I* -4 - parcel portions to be - �. _ rezoned. I. PUBLIC PROCESS: • Notice of the project and request for comments sent to the Chair of the Ball Park Community Council on April 14, 2021. • Staff sent an early notification announcement of the project to all residents and property owners located within 300 feet of the project site on April 14, 2021 providing notice about the project and information on how to give public input on the project. • Staff hosted an online Open House to solicit public comments on the proposal. The Online Open House period started on April 14, 2021 and ended on June 1, 2021. • Staff attended an online meeting of the Ball Park CC on May 6, 2021. • No formal comments were submitted by the Ball Park Community Council. • Several public comments were submitted to staff in advance of the Planning Commission Hearing. The comments related to concerns about the potential impact of the proposed changes through additional development and activities on the site. The public comments can be found in the Planning Commission Records—Attachment C—Planning Commission Staff Report of August 11,2021. • A Planning Commission Public Hearing was held on August 11, 2021. By unanimous vote, the Planning Commission forwarded a Positive recommendation to City Council for the proposed zoning map and master plan changes with the following recommendations: a) The approval is conditioned upon the consolidation of the parcels owned by the applicant. b) The applicant and City Council enter into a Development Agreement to limit the height of any future development and approve the final site plan for the rezoned parcel. Note: Staff and the Attorney's Office is looking for additional guidance from City Council as to what should be included in the Development Agreement suggested by the Planning Commission if one is required. Planning Commission (PC) Records a) PC Agenda of August 11, 2021 (Click to Access) b) PC Minutes of August 11, 2021 (Click to Access) c) Planning Commission Staff Report of August 11, 2021 (Click to Access Report) EXHIBITS: 1. Project Chronology 2. Notice of City Council Public Hearing 3. Original Petition 4. Mailing List SALT LAKE CITY ORDINANCE No. of 2022 (Amending the Central Community Master Plan Future Land Use Map and the zoning of property located at 1950 South West Temple and a portion of a parcel located at 1948 South West Temple) An ordinance amending the Central Community Master Plan Future Land Use Map and amending the zoning map pertaining to a parcel located at 1950 South West Temple and a portion of a parcel located at 1948 South West Temple (the"properties") to a rezone the properties from RMF-35 Moderate Density Multi-Family Residential District to CG General Commercial District and amend the Future Land Use Map from Medium Density Residential to Medium Residential/Mixed Use pursuant to Petition numbers PLNPCM2021-00292 and PLNPCM2021-00291, respectively. WHEREAS, Banks Group, LLC, the property owner, submitted an application to rezone a the parcel of property located at 1950 South West Temple and a portion of the split-zoned parcel at 1948 South West Temple Street from RMF-35 Moderate Density Multi-Family Residential District to CG General Commercial District pursuant to Petition numbers PLNPCM2021-00292 and an application to amend the Central Community Master Plan Future Land Use Map with respect to the properties from Medium Density Residential to Medium Residential/Mixed Use pursuant to petition number PLNPCM2021-00291; and WHEREAS, the Salt Lake City Planning Commission(the "Planning Commission") held a public hearing on August 11, 2021 on the two petitions, had a discussion, and voted to forward a positive recommendation of approval to the Salt Lake City Council (the "City Council") to approve the zoning map amendment and future land use map amendment pursuant to the petitions subject to the following conditions: (1) consolidation of the subject parcels owned by the applicant, and(2) the City and the applicant entering into a development agreemeBnt to limit the height of future development and agreement of the final site plan for the properties. WHEREAS, after a public hearing on this matter, the City Council has determined that adopting this ordinance to amend the Salt Lake City zoning map to change the underlying zoning as set forth herein is in the city's best interests; and NOW, THEREFORE,be it ordained by the City Council of Salt Lake City,Utah: SECTION 1. Amending the Zoning Map. The Salt Lake City zoning map, as adopted by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and hereby is amended to reflect that the parcel located at 1950 South West Temple (Tax ID No. 15- 13-478-031-0000) and a portion of the parcel located at 1948 South West Temple (Tax ID No. 15-13-478-035-0000), as more particularly described in Exhibit "A," attached hereto and incorporated by reference, shall be and hereby are rezoned from RMF-35 Moderate Density Multi-Family Residential District to CG General Commercial District. SECTION 2. Amending the Central Community Master Plan Future Land Use Map. The Central Community Master Plan Future Land Use Map of Salt Lake City shall be and hereby is amended to change the land use designation of the properties identified in Exhibit"A" from Medium Density Residential to Medium Residential/Mixed Use. SECTION 3. Conditions. The approval of this ordinance is conditioned upon the following: 1. The owner of the properties consolidating the parcels located at 1948 and 1950 South West Temple. 2. The owner of the property entering into a development agreement, in the form attached as Exhibit B, with Salt Lake City to set the maximum allowable development height as feet, and to designate an approved site plan. SECTION 4. 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. The City Recorder is instructed not to publish or recdrd this ordinance until the conditions are satisfied as certified by the Salt Lake City Planning Director or his designee. Ilb Passed by the City Council of Salt Lake City, Utah, this f , 2022. b' CHAIRPERSON ATTEST AND COUNTERSIGN: 1. CITY RECORDER Transmitted to Mayor on . Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER APPROVED AS TO FORM (SEAL) Salt Lake City Attorney's Office Date: 1/28/2022 Bill No. of 2022. By: Published: Hannah Vickery,Senior City Attorney Exhibit "A" Legal description of the properties: Tax ID: 15-13-478-035-0000 Address: A portion of 1948 South West Temple Beginning at the at the Northeast corner of Lot 19, Block 7, Five Acre "A" Big Field Survey and running thence West 192.70 feet; thence South 72.55 feet; thence East 192.70 feet; thence North 72.55 feet; to point of beginning. 4 Tax ID No. 15-13-478-031-0000 Address: 1950 South West Temple Commencing 72.55 feet south from the Northeast corner of Lot 19, Block 7, Five Acre "A"Big Field Survey; and running thence South 71 feet; thence West 192.70 feet; thence North 71 feet; thence East 192.70 feet; to point of commencement. 1 EXHIBIT B TABLE OF CONTENTS 1. Project Chronology 2. Notice of City Council Public Hearing 3. Original Petition 4. Mailing List 1. Project Chronology PROJECT CHRONOLOGY PETITION: PLNPCM2021-00291 & 00292 -Intermountain Wood South West Temple Rezoning & Master Plan Amendments March 30, 2021 Petition for the zoning map and master plan amendments received by the Salt Lake City Planning Division April 7, 2021 Petition assigned to David Gellner, Principal Planner, for staff analysis and processing. April 14, 2021 Information about the proposal was sent to the Chair of the Ball Park Community Council in order to solicit public comments and start the 45-day Recognized Organization input and comment period. April 14, 2021 Staff sent an early notification announcement of the project to all residents and property owners living within 300 feet of the project site providing information about the proposal and how to give public input on the project. April 14, 2021 Staff hosted an online Open House to solicit public comments on the proposal. The Online Open House period started on April 14, 2021 and ended on June 1, 2021. May 6, 2021 Staff attended an online meeting of the Ball Park CC on May 6, 2021. June 1, 2021 The 45-day public comment period for Recognized Organizations ended. No formal comments were submitted to staff by the recognized organizations to date related to this proposal. July 29, 2021 Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting of August 11, 2021. Public hearing notice mailed. July 29, 2021 Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the properties. August 11, 2021 The Planning Commission held a Public Hearing on August 11, 2021. By unanimous vote, the Planning Commission forwarded a Positive recommendation to City Council for the proposed zoning map and master plan changes. 2. Notice of City Council Public Hearing NOTICE OF PUBLIC HEARING The Salt Lake City Council is considering Petitions PLNPCM2021-00291 & PLNPCM2021- 00292 — Zoning Map Amendment and Master Plan Amendments for the Properties Located at 1948 and 1950 South West Temple Street — The Banks Group, LLC, property owner is requesting that the City amend the zoning map and associated future land use map for their property located at 1950 South West Temple and a portion of their property located at 1948 South West Temple. The requests are part of an effort to expand the existing Intermountain Wood Products operation to meet company needs and to have uniform zoning on their properties. The subject property or portions thereof are currently zone RMF-35 (Moderate Density Multi-Family Residential). The petitioner is requesting to amend the zoning map designation to CG — General Commercial. The associated future land use map in the Central Community Master Plan currently designates the property as "Medium Density Residential". The petitioner is requesting to amend the future land use map for the parcels to "Medium Residential/ Mixed Use". No specific site development proposal has been submitted at this time. The properties are located within Council District 5, represented by Darin Mano. (Staff contact: David J. Gellner at(385) 226-3860 or david.gellner@slcgov.com) As part of their study, the City Council is holding an advertised public hearing to receive comments regarding the petition. During this hearing, anyone desiring to address the City Council concerning this issue will be given an opportunity to speak. The hearing will be held electronically: DATE: TIME: 7:00 p.m. PLACE: This will be an electronic meeting pursuant to Salt Lake City Emergency Proclamation No.2 of 2020(2)(b). Please visit https://www.slc.gov/council/news/featured-news/virtually-attend-city- council-meetings/ to learn how you can share your comments live during electronic City Council meetings. If you would like to provide feedback or comment, via email or phone,please contact us at: 801-535-7654 (24- Hour comment line) or by email at: council.comments@slcgov.com . If you have any questions relating to this proposal or would like to review the file, please call David Gellner at 385-226-3860 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday or via e-mail at david.gellner@slcgov.com 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.(P 19-19) 3. Original Petition „,,, =� - . - = Master Plan Amendment uJ1_,n E7,9 tri= 4' 4 re ❑ Amend the text of the Master Plan ❑ Amend the Land Use Map OFFICE USE ONLY �^ Received By: Date Received: Project#: V1 Name of Master Plan Amendment: PLEASE PROVIDE THE FOLLOWING INFORMATION Address of Subject Property(or Area): /a 3 i 411 ye ..s--0w, psi- //e-114r Na a of Applicant: ifilim_ twill _a c k 64(v► 5 oc- e-y 6) 1 (/,i'aJ1 ei/0-- ~7 E-mail of Applicant: Cell/Fax: Applicant's Interest in Subject Prope y: ❑ Owner ❑ Contractor ❑ Architect 7” Other: 6::),..,crt 0-6,,, t— CM) Namer of Property Owner(if different from applicant): illa� k 'ro LL L ono] E-mail of Pro er Owner. Phone: Please note that additional information may be required by the project planner to ensure adequate information is provided for staff analysis. All information required for staff analysis will be copied and lit made public, including professional architectural or engineering drawings,for the purposes of public review by any interested party. AVAILABLE CONSULTATION Planners are available for consultation prior to submitting this application. Please email zoningPslcgov.com if you have any questions regarding the requirements of this application. REQUIRED FEE Filing fee of$992 plus$121 per acre in excess of one acre. $100 for newspaper notice. Plus, additional fee for mailed public notices. Mailing fees will be assessed after application is submitted. SIGNATURE CI) 4 If applicable, a notarized statement of consent authorizing applicant to act as an agent will be required. Sign .t of Owner or nt: j/ Date: / tit 0 4 ( - 0y/70-z__/ otovv% or, Updated 11/24/20 SUBMITTAL REQUIREMENTS v a, s 1. Project Description (please electronically attach additional sheets. See Section 21A.50 for the Amendments ordinance.) A statement declaring the purpose for the amendment. A description of the proposed use of the property being rezoned. List the reasons why the present zoning may not be appropriate for the area. II Is the request amending the Zoning Map? If so, please list the parcel numbers to be changed. Is the request amending the text of the Zoning Ordinance? If so, please include language and the reference to the Zoning Ordinance to be changed. WHERE TO FILE THE COMPLETE APPLICATION Apply online through the Citizen Access Portal.There is a step-by-step guide to learn how to submit online. INCOMPLETE APPLICATIONS WILL NOT BE ACCEPTED I acknowledge that Salt Lake City requires the items above to be submitted before my application can be processed. I understand that Planning will not accept my application unless all of the following items are included in the submittal package. Updated 11/20/2020 To whom it may concern: Intermountain Wood has retained Paul Washburn of Washburn Associates to assist us in the rezone and masterplan change on property located at 1938 and 1948 south West Temple Salt Lake City, Utah In ermountain Wood by, Ben Banks STATE OF UTAH ) . ss. COUNTY OF UTAH ) The foregoing instrument was acknowledged before me this -3() day of Na ,2021, by Ben Banks in the capacity indicated. ✓YTgt. BREANNE ELIZABETH SMITH NOTARY PUB '�"�<:�1.�':�• i;: NCTARYPUBLIC•STATEOFUTAH 1 i•, 1).. MMISSION#697716 COMM EXP. 11-11-2021 „,,, =. - . - = Master Plan Amendment uJ1_,n E7,9 tri= re ❑ Amend the text of the Master Plan ❑ Amend the Land Use Map OFFICE USE ONLY �^ Received By: Date Received: Project#: V1 Name of Master Plan Amendment: PLEASE PROVIDE THE FOLLOWING INFORMATION Address of Subject Property(or Area): /a 3 411 ye ..s--0w, psi- //e-,vr tnio Nary a of Applicant: A Phone: P- -c k (0Urv► 71-g oc e_y Ad ress of A licant: 6) / (A.ra 1 I'`iL-s~7 E-mail of Applicant: Cell/Fax: ❑ Owner ❑ Contractor ❑ Architect `7” Other: 6::),..,crt (ram,, t— CM) Name of Property Owner(if different from applicant): Mil -bd. k' 4,(-1 ,r 1-,L,e_ onin] E-mail of Property Owner: Phone: Please note that additional information may be required by the project planner to ensure adequate information is provided for staff analysis. All information required for staff analysis will be copied and lit made public, including professional architectural or engineering drawings,for the purposes of public review by any interested party. AVAILABLE CONSULTATION Planners are available for consultation prior to submitting this application. Please email zoningPslcgov.com if you have any questions regarding the requirements of this application. REQUIRED FEE Filing fee of$992 plus$121 per acre in excess of one acre. $100 for newspaper notice. Plus, additional fee for mailed public notices. Mailing fees will be assessed after application is submitted. SIGNATURE CI) 4 If applicable, a notarized statement of consent authorizing applicant to act as an agent will be required. Sign at of Owner or nt: j/ Date: / tit 0 44, ( - 0V70-z__/ otovv% oer, Updated 11/24/20 SUBMITTAL REQUIREMENTS v a, s 1. Project Description (please electronically attach additional sheets. See Section 21A.50 for the Amendments ordinance.) A statement declaring the purpose for the amendment. A description of the proposed use of the property being rezoned. List the reasons why the present zoning may not be appropriate for the area. II Is the request amending the Zoning Map? If so, please list the parcel numbers to be changed. Is the request amending the text of the Zoning Ordinance? If so, please include language and the reference to the Zoning Ordinance to be changed. WHERE TO FILE THE COMPLETE APPLICATION Apply online through the Citizen Access Portal.There is a step-by-step guide to learn how to submit online. INCOMPLETE APPLICATIONS WILL NOT BE ACCEPTED I acknowledge that Salt Lake City requires the items above to be submitted before my application can be processed. I understand that Planning will not accept my application unless all of the following items are included in the submittal package. Updated 11/20/2020 To whom it may concern: Intermountain Wood has retained Paul Washburn of Washburn Associates to assist us in the rezone and masterplan change on property located at 1938 and 1948 south West Temple Salt Lake City, Utah In ermountain Wood by, Ben Banks STATE OF UTAH ) . ss. COUNTY OF UTAH ) The foregoing instrument was acknowledged before me this -3() day of Na ,2021, by Ben Banks in the capacity indicated. ✓YTgt. BREANNE ELIZABETH SMITH NOTARY PUB '�"�<:�1.�':�• i;: NCTARYPUBLIC•STATEOFUTAH 1 i•, 1).. MMISSION#697716 COMM EXP. 11-11-2021 Purpose for Zone Amendment Washburn Associates, on behalf of Banks LLC, is requesting a zone change for property located at 1938 and 1948 south West Temple in Salt Lake City.The occupant of the property, Intermountain Wood, has been located at that site for over the past 20 years.The property currently lies within two different zones,General Commercial and RMU-35. The owners wish to have all the property within the General Commercial zone. Proposed use The applicant would like to expand its storage area and develop an office space at the east edge of their lot. Office and warehouse location would resemble the neighbor to the south, Oakland Construction. The site has proved to be an excellent one for the business with close-proximity to 1-15,good access to its customer base and in particular the ability to utilize the adjacent rail spur located to the west and south of the property. Current zoning not appropriate The existing zoning can allow for the office space but not for the expansion of the storage area,the property is currently zoned for Multifamily Residential Zoning Classification MF-35. The property is bordered to the South by Oakland Construction and to the north by Cedar Crest Apartments.The parcel in question is relatively small measuring less than half an acre with much of that space being taken up by an existing driveway which services the site.The balance of the site that could be utilized for residential apartments is .31 acre in size. Because of the commercial and truck traffic going in and out of the site it seems unlikely residential would be a good choice. Area to be rezoned. The parcels needing to be rezoned (Map Amendment) are all of 15-13-478-031-0000 and a portion of 15-13-478-035-0000 would require a portion to be rezoned. The property in question is currently undeveloped except that it has been landscaped and well maintained by the applicant. Proposed Masterplan Amendment The applicant requests a change to the Land Use Map that would include parcel numbers 15-13-478-031 -000 and 15-13-478-035-0000.The property lies within the Central Community Masterplan, area located generally at 1950 South West Temple.The property consists of two lots, one lot entirely within the RMU-35 Residential Zone, the other partially in that same zone but the larger portion lying in the General Commercial Zone. Purpose for Amendment The purpose for the masterplan change is to allow the existing business Intermountain Wood to be able to expand warehouse space and add additional office space. In addition to make the existing and proposed zoning compatible with the master plan. Reason for change Intermountain Woods has existed in its current location for over 20 years.The location has proved to be a good one for customer visibility, access to I-15, proximity to customer base and adjacency to a rail spur on the west and southern portion of the property.The owners would like to expand their capacity for warehousing and improve their office operations utilizing a vacant portion of property that they own that is directly adjacent to West temple. The Central Community Master Plan specifically calls out for business development to enhance the community's employment and economic base.The master plan encourages businesses that will allow people to work and live in the central community. It also calls to limit planning and zoning restrictions on businesses that provide clear and substantial benefits to residents and to sustain a "business friendly" environment.The subject property lies within the People's Freeway Neighborhood Planning Area,the master plan recognizes the value of the railroad tracks and rail spurs located near and on West Temple. --- -- - . - II 1 , 1 1 1 I rr,:!,,.,:!!!!!•:,,!,.tTt.:!,,.' itl IrT1 I-1 I.1 m ,- Q ) ......... > 0 I, z , 2.. 1 :. 11,' I P ,{ 1!1 i i :- I q 1 , , , , ,,,,•„„.. ,.,. P . ,i , \ , ,Ir,,. 4 \ • 1 , : , "i .--•'`g i i ! , , , 1ii.6 46 .111 g ,.4 8 , It. , ,........, —i 1,' ‘ 0 -:.1 Iii: _ •.,w,.••_:::• , •, L ITILLT•II,TW HIITIHI,... ,f i!:'' 1, ,jr------ !fl I tit.,--1 I : .1.,L,__, , — , •— I ' • H I --- ILi! q 'FI• • i L I, . ••r,---- '1 ,'. 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Mailing List OWN_FULL_NAME OWN_ADDR OWN CITY OWN STATE OWN ZIP SAM'S REAL ESTATE BUSINESS TRUST PO BOX 8042 BENTONVILLE AR 72716 @2100 APARTMENTS,LLC 1525 N MAIN ST BOUNTIFUL UT 84010 2100 SOUTH APARTMENTS,LLC 6740 S 1300 E SALT LAKE CITY UT 84121 BONNIE L GABRIELSON 176 W MACARTHUR AVE SALT LAKE CITY UT 84115 JENNIFER A BANKS 172 W MACARTHUR AVE SALT LAKE CITY UT 84115 GRACE L ULIBARRI;GRACE L ULIBARRI;JASON D CHAVEZ 166 W MACARTHUR AVE SALT LAKE CITY UT 84115 ERIC M WOOLLEY;COLE WOOLLEY(TC) 158 W MACARTHUR AVE SALT LAKE CITY UT 84115 152 MACARTHUR LLC 4408 S DUNRAVEN DR WEST VALLEY UT 84119 SUSAN R MAGIN 146 W MACARTHUR AVE SALT LAKE CITY UT 84115 MOHAMMAD KHODADAD 6575 5 CANYON CREST DR HOLLADAY UT 84121 AMANDA J PUMPHREY 132 W MACARTHUR AVE SALT LAKE CITY UT 84115 REBECCA A PACK;MILES PACK(JT) 126 W MACARTHUR AVE SALT LAKE CITY UT 84115 MICHAEL LOCKWOOD 120 W MACARTHUR AVE SALT LAKE CITY UT 84115 TERRENCE C ASH 114 W MACARTHUR AVE SALT LAKE CITY UT 84115 CORP OF PB OF CH OF JC LDS 50 E NORTHTEMPLE#FL-22 SALT LAKE CITY UT 84150 DUSTIN LYONS 6378 S SENOMA DR HOLLADAY UT 84121 TRUST NOT IDENTIFIED 76 W GROVE AVE SALT LAKE CITY UT 84115 JANICE E SPETSAS TRUST 11-21-2017 70 W GROVE AVE SALT LAKE CITY UT 84115 CAROLINE E HARGRAVES 64 W GROVE AVE SALT LAKE CITY UT 84115 TRUST NOT IDENTIFIED 180 W MACARTHUR AVE SALT LAKE CITY UT 84115 JOSEPH N WISE;LAURA NICHOLES(JT) 175 W MACARTHUR AVE SALT LAKE CITY UT 84115 ESTHER Z LOZANO;STEVEN D CHAVEZ(JT) 171 W MACARTHUR AVE SALT LAKE CITY UT 84115 ELDEN D COWAN;CLARA G COWAN(JT) 165 W MACARTHUR AVE SALT LAKE CITY UT 84115 LEMONTREE LLC 157 W MACARTHUR AVE SALT LAKE CITY UT 84115 CARLIN MINER;JESSICA MINER(JT) 151 W MACARTHUR AVE SALT LAKE CITY UT 84115 CAROLYN V JENSEN TRUST 08/06/2018 145 W MACARTHUR AVE SALT LAKE CITY UT 84115 EDWARD C BURTON;TRACEY E BONIN(JT) 139 W MACARTHUR AVE SALT LAKE CITY UT 84115 PHYLLIS B NELSON,LLC 917 N SKIPTON DR NORTH SALT LAKE UT 84054 JANA G KELSCH 125 W MACARTHUR AVE SALT LAKE CITY UT 84115 JONATHAN STRICKLAND;DANIELLE RUVOLO(JT) 3020 W SIERRA GRANDE CT TAYLORSVILLE UT 84129 AARON D HUGHES 178 W WESTWOOD AVE SALT LAKE CITY UT 84115 WESTLEY K MICKELSEN 172 W WESTWOOD AVE SALT LAKE CITY UT 84115 LUCIA SANCHEZ RODRIGUEZ 166 W WESTWOOD AVE SALT LAKE CITY UT 84115 EXECUTIVE COMPANION L.L.C. 160 W WESTWOOD AVE SALT LAKE CITY UT 84115 MILES C BAGLEY;KARINA R IZARRARAZ(JT) 154 W WESTWOOD AVE SALT LAKE CITY UT 84115 LC WILKINS FAMILY PROPERTIES 3006 E 2965 S MILLCREEK UT 84109 REH TR 142 W WESTWOOD AVE SALT LAKE CITY UT 84115 RANDEE LUEKER 136 W WESTWOOD AVE SALT LAKE CITY UT 84115 CAMI L SCOTT 130 W WESTWOOD AVE SALT LAKE CITY UT 84115 BRITTANY SUE BUCKNER 124 W WESTWOOD AVE SALT LAKE CITY UT 84115 CHARLES M.CARPENTER;MARY D CARPENTER 118 W WESTWOOD AVE SALT LAKE CITY UT 84115 JOYE D SCHACK 105 W MACARTHUR AVE SALT LAKE CITY UT 84115 SEAN L HARDWICK;JAIME HARDWICK(JT) 1918 S WESTTEMPLE ST SALT LAKE CITY UT 84115 JAMES MAURICE SIPHERD TRUST 09/12/2012 4626 REGINA LN CONCORD CA 94521 HOUSING ASSISTANCE MANAGEMENT ENTERPRISE 1776 S WESTTEMPLE ST SALT LAKE CITY UT 84115 BANKS GROUP LLC, PO BOX 65970 SALT LAKE CITY UT 84165 OKLAND ASSOCIATES LLC 1978 S WESTTEMPLE ST SALT LAKE CITY UT 84115 MICHAEL S MATSON 12690 S OLD FORT CIR RIVERTON UT 84065 SELENA RAE JOHNSON FAMILY TRUST 04/15/2019 1917 S WESTTEMPLE ST SALT LAKE CITY UT 84115 RONNIE LOPEZ;NORA PRICE(JT) 1921 S WESTTEMPLE ST SALT LAKE CITY UT 84115 CHANTEL LARSON 1925 S WESTTEMPLE ST SALT LAKE CITY UT 84115 BRADLY IRWIN 1931 S WESTTEMPLE ST SALT LAKE CITY UT 84115 KELLY D BYRNES;COURTNEY 0 MOSER(JT) 1935 S WESTTEMPLE ST SALT LAKE CITY UT 84115 JOAN C KESTER 3676 E AURORA CIR MILLCREEK UT 84124 JOHN J STEWART 65 W GROVE AVE SALT LAKE CITY UT 84115 JAMES STEWART(JT) 2761 E 3185 S SALT LAKE CITY UT 84109 MARY ALSOP 55 W GROVE AVE SALT LAKE CITY UT 84115 MANUELA CHETTI 70 W HARTWELL AVE SALT LAKE CITY UT 84115 LAKEY SL PROPERTIES LLC 1314 W 1480 N OREM UT 84057 STEVEN G MILES REVOCABLE LIVING TRUST 11/13/2018 PO BOX 1044 PARK CITY UT 84060 BLOSWICK JOINT LIVING TRUST 07/19/2018 6320 EMIGRATION CANYON RD EMIGRATN CYN UT 84108 ROBERT A HELLYER;JAMIE L HELLYER(JT) 180 W WESTWOOD AVE SALT LAKE CITY UT 84115 MICHAEL KIM OSKEY 1945 S WESTTEMPLE ST SALT LAKE CITY UT 84115 ANGELINA V APADACA 1951 S WESTTEMPLE ST SALT LAKE CITY UT 84115 JASON STOTT;MARY STOTT(JT) 1955 S WESTTEMPLE ST SALT LAKE CITY UT 84115 DAVID GIARDINELLI 1965 S WESTTEMPLE ST SALT LAKE CITY UT 84115 TRAVIS A TAMOWSKI 1969 S WESTTEMPLE ST SALT LAKE CITY UT 84115 KEITH I HOWARD;SHELLEY D HOWARD(JT) 1973 S WESTTEMPLE ST SALT LAKE CITY UT 84115 TOM F ALIRES;TINA K ALIRES(JT) 1985 S WESTTEMPLE ST SALT LAKE CITY UT 84115 KG FM TR 1993 S WESTTEMPLE ST SALT LAKE CITY UT 84115 CASEY CHAPPELL 4709 TREADSTONE CT RALEIGH NC 27616 TERRY HANEY;KAREN HANEY(TC) 787 E LACEY WAY NORTH SALT LAKE UT 84054 MICHAEL P OPALEK 61 W HARTWELL AVE SALT LAKE CITY UT 84115 COATES FAMILY INVESTING,LLC PO BOX 526344 SALT LAKE CITY UT 84152 TRUST NOT IDENTIFIED 1964 S RICHARDS ST SALT LAKE CITY UT 84115 SCOTT K MILLER;ALEXI D NAFF(JT) 1968 S RICHARDS ST SALT LAKE CITY UT 84115 ROBERT J COMSTOCK;MAUREEN P COMSTOCK(JT) 1980 S RICHARDS ST SALT LAKE CITY UT 84115 Current Occupant 1905 S 300 W Salt Lake City UT 84115 Current Occupant 1977 S 300 W Salt Lake City UT 84115 Current Occupant 152 W MACARTHUR AVE Salt Lake City UT 84115 Current Occupant 140 W MACARTHUR AVE Salt Lake City UT 84115 Current Occupant 1883 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1901 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 131 W MACARTHUR AVE Salt Lake City UT 84115 Current Occupant 119 W MACARTHUR AVE Salt Lake City UT 84115 Current Occupant 148 W WESTWOOD AVE Salt Lake City UT 84115 Current Occupant 1918 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1922 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1926 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1950 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1980 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 106 W WESTWOOD AVE Salt Lake City UT 84115 Current Occupant 1948 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1978 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1913 5 WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1917 5 WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1921 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1925 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1931 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1935 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 69 W GROVE AVE Salt Lake City UT 84115 Current Occupant 61 W GROVE AVE Salt Lake City UT 84115 Current Occupant 64 W HARTWELL AVE Salt Lake City UT 84115 Current Occupant 60 W HARTWELL AVE Salt Lake City UT 84115 Current Occupant 56 W HARTWELL AVE Salt Lake City UT 84115 Current Occupant 1945 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 19515 WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1955 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1965 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1969 5 WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1973 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1985 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1993 S WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 1997 5 WEST TEMPLE ST Salt Lake City UT 84115 Current Occupant 69 W HARTWELL AVE Salt Lake City UT 84115 Current Occupant 65 W HARTWELL AVE Salt Lake City UT 84115 Current Occupant 55 W HARTWELL AVE Salt Lake City UT 84115 Salt Lake City Planning- David Gellner PO BOX 145480 Salt Lake City UT 84114 Item G3 s•%% "'z••••., MOTION SHEET 4*i -% CITY COUNCIL of SALT LAKE CITY .s, s ■]L "CP1 AR �� • ••4•�•8I 011111 S TO: City Council Members FROM: Brian Fullmer Policy Analyst DATE: May 3,2022 RE: 1902 South 40o East Rezone and Master Plan Amendment PLNPCM2o21-00717/00718 MOTION i(close and defer) I move that the Council close the public hearing and defer action to a future Council meeting. MOTION 2 (continue hearing) I move that the Council continue the public hearing to a future Council meeting. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT ,e\,).4rLi CITY COUNCIL of SALT LAKE CITY i 1gIZIM; wpra I 'SS4 •u,ss N' Item Schedule: Briefing:April 19,2022 TO: City Council Members Set Date:April 19,2022 Public Hearing:May 3,2022 FROM: Brian Fullmer Potential Action:May 17,2022 Policy Analyst DATE: May 3,2022 RE: Dowland Rezone and Master Plan Amendment(1902 South 40o East) PLNPCM2o21-oo717/oo718 BRIEFING UPDATE At the April 19, 2022 briefing, a Council Member asked about a possible natural spring on the property a constituent brought to his attention. Planning staff stated it is not relevant for rezoning a parcel but is raised during the permitting process. Geotechnical reports are reviewed at that time. Impact a spring would have on development and ways to address it would be considered at that point. Planning staff will follow up with Public Utilities about City ordinances and processes for handling these natural features. The applicant spoke saying he encountered springs with previous projects and stated culverts and other means have been used to mitigate impact. The following information was provided for the April 19, 2022 Council briefing.It is provided again for background purposes. The Council will be briefed about a proposal to amend the master plan and zoning map for property located at i9o2 South 40o East in City Council District Five.The property is currently zoned R-1/5,000 (Residential)and the requested zoning designation is RMF-35 (Moderate Density Multi-Family Residential).The Central Community Master Plan future land use map designates this property Low Density residential(1-5 dwelling units per acre).The requested designation is Medium Density Residential (15-30 dwelling units per acre). CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 A historic structure,the Septimus and Isabella Sears residence,was previously located on the subject property. Unfortunately,the building suffered catastrophic damage during the March 2020 earthquake and was subsequently demolished.The.33-acre property is currently vacant. Requested master plan and zoning map amendments are to facilitate a proposed development of four townhomes. The applicant originally requested RMF-45 zoning,but after Planning staff recommended the Planning Commission forward a negative recommendation to the Council,and the Planning Commission reviewed the proposal at its November io, 2021 meeting,the applicant stated they would be amenable to changing the requested zoning to RMF-35.The Planning Commission voted to table the application so the applicant could work with Planning staff to revise the requested zoning designation.Townhomes are not allowed in the R-1/5,000 zoning district but are within the RMF-35 and RMF-45 districts. The applicant worked with Planning staff to revise their request to change the zoning designation to RMF- 35.The original proposed development was for eight townhomes but has been changed to include four townhomes.It should be noted the Council is only being asked to consider rezoning the property.No development plan has been submitted to the City nor is it within the scope of the Council's authority to review the plans. Because zoning of a property can outlast the life of a building, any rezoning application should be considered on the merits of changing the zoning of that property,not simply based on a potential project. The Planning Commission reviewed the revised proposal at its February 9, 2022 meeting,held a public hearing,and followed Planning staffs recommendation,voting unanimously to forward a positive recommendation to the City Council for both the zoning map and master plan amendments. Garfield Ave R-1-5000 W 0 W R-1-5000 0 R-1-5000 0 Westminster,Ave R-1-5000 R-1-5000 z Ramona Ave RMF-35 - W ■ - O R-1-5000 R-1-5000 �J Hollywood Ave W+E R-1-5000 R-1-5000 Area zoning map with subject property outlined in red Goal of the briefing:Review the proposed zoning and future land use map amendments, determine if the Council supports moving forward with the proposal. Page 12 POLICY QUESTIONS 1. The Council may wish to ask the Planning Division if there are other,potentially more compatible zoning designations would allow the proposed townhome development. 2. The Council may wish to ask if the applicant is considering any affordability considerations in the additional units. 3. The Council may wish to discuss with the Administration how the pending affordable housing overlay would have related to this request,to inform future discussions on that proposal. ADDITIONAL INFORMATION Planning staff identified one key consideration related to the proposal which is found on pages 3-4 of the Planning Commission staff report and summarized below. For the complete analysis,please see the staff report. Consideration 1-Existing City Plan Guidance— Central Community Master Plan The subject property is within the Central Community Master Plan's Liberty neighborhood planning area (goo South to 2100 South,and State Street to 700 East).The Plan states single-family detached residential is the most common use in this area. Preservation of low-density neighborhoods and ensuring new developments are compatible with existing scale, character and density of the surrounding neighborhoods is outlined in the Plan.The Plan also states projects not in keeping with the scale,character and density should not be allowed. It is Planning staffs opinion the proposed zoning change to RMF-35 is appropriate for the neighborhood.The subject parcel is across the street from St.Joseph's Villa rehabilitation center, which is split-zoned RMF-35 and I(Institutional), as shown in the area zoning map above. The Central Community Master Plan future land use map shows the subject parcel is intended to be Low- Density Residential(1-5 dwelling units per acre),which is not consistent with the proposed zoning map amendment.The applicant requested a master plan amendment to the Central Community Future Land Use Map to Medium-Density Residential(15-30 dwelling units per acre).This change would align with the proposed zoning map change to RMF-35. In addition to the consideration above,Planning staff reviewed the proposed amendments for compliance with citywide plans Growing Salt Lake,and Plan Salt Lake. Planning found the proposed map amendments meet goals outlined in these plans. Please see Attachment D(page 15 of the Planning Commission staff report)for the full discussion. R-1/5,00o and RMF-35 ZONING COMPARISON The following comparison of R-1/5,000 and RMF-35 zoning designations are included in Attachment C (pages 13-14)of the Planning Commission staff report.They are included below for convenience. The table below shows uses not allowed in the R-1/5,000 zoning district but are permitted or conditional uses within the proposed RMF-35 zoning district. New Permitted Uses New Conditional Uses Assisted Living Facility(Small) Community Recreation Center Multi-family Dwelling Assisted Living Facility(Large) Dwelling,Single-family Attached Congregate Care Facility(Large) Page 13 Dwelling,Twin Home and Two-family Group Home(Large) Dwelling,Residential Support(Small) Change from Permitted Use to Not Allowed Change from Conditional Use to Not Allowed None None Changing from Permitted to Conditional Use Changing from Conditional Use to Permitted None Community Garden Accessory Dwelling Units Assisted Living Facility(Limited Capacity) Congregate Care Facility(Small) Development Standards The following table compares some development standards of the R-1/5,000 and RMF-35 zoning designations. Existing R-1/5,000 Proposed RMF-35 Building Height 28 feet for pitched roofs and 35 feet 20 feet for flat roofs Front Setback Equal to average of the front yards 20 feet of existing buildings on block face or minimum 20 feet Corner Side Yard Setback io feet io feet Interior Side Yard Setback, 4 feet Single-family detached and corner lot Two-family dwellings:4 feet Interior Side Yard Setback, 4 feet on one side and io feet on Single-family detached and two- interior lot the other side family dwellings: 4 feet on one side and io feet on the other side Single-family attached:none required Twin family: none on one side and io feet on the other side Multi-family and all other: io feet Rear Setback 25%of lot depth or 20 feet, 25%of lot depth or 20 feet, whichever is less. whichever is less and not to exceed 25 feet Maximum Building Coverage 40% Single-family detached:45% Two-family dwellings:5o% Single-family attached: 6o% Twin-family: 5o Multi-family: 6o Page 1 4 Non-residential: 60 Maximum Lot Size 7,50o square feet None listed ANALYSIS OF STANDARDS Attachment E(pages 16-17)of the Planning Commission staff report outlines master plan and zoning map amendment standards that should be considered as the Council reviews this proposal.The standards and findings are summarized below.Please see the Planning Commission staff report for additional information. Factor Finding Whether a proposed map amendment is consistent with Complies the purposes,goals,objectives,and policies of the city as stated through its various adopted planning documents. Whether a proposed map amendment furthers the Complies specific purpose statements of the zoning ordinance. The extent to which a proposed map amendment will Complies affect adjacent properties Whether a proposed map amendment is consistent with Not Applicable the purposes and provisions of any applicable overlay zoning districts which may impose additional standards. The adequacy of public facilities and services intended to Complies serve the subject property,including,but not limited to, roadways,parks and recreational facilities,police and fire protection,schools,stormwater drainage systems,water supplies,and wastewater and refuse collection. PROJECT CHRONOLOGY • July 9, 2o2i-Application submitted. • August 3, 2o21-Petition assigned to Caitlyn Tubbs, Principal Planner. • August 30, 2o21-Notification sent to the Liberty Wells Community Council and surrounding neighbors and property owners. • September 8, 2o21-Applicant and staff met with Liberty Wells Community Council. • October 15, 2o21-Public input period closed. • October 29, 2o21-Sign posted on subject property. Public hearing notice sent out and posted to City website. • November 10, 2o21-Planning Commission held a public hearing and tabled the requests. • January 27, 2022-Sign posted on subject property. Public hearing notice sent out and posted to City website. • February 9, 2022-Planning Commission held a public hearing and forwarded a positive recommendation to the City Council. Page 15 • March 3, 2022-Sent to Attorney's Office. • March 16, 2o22-Planning Division received ordinance from Attorney's Office. • March 29, 2o22-Transmittal received by City Council Office. Page 6 ERIN MENDENH ALL . DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS c/1= Blake Thomas Director CITY COUNCIL TRANSMITTAL Lis ar29,202208:24MDT) Date Received 03/29/2022 Lisa Shaffer,Chief Administrative Officer Date sent to Council 03 29L2022 TO: Salt Lake City Council DATE: March 25, 2022 Dan Dugan, Chair FROM: Blake Thomas,Director,Department of Community&Neighborhoods SUBJECT: Dowland Master Plan(PLNPCM2021-00717)and Zoning Map Amendments(PLNPCM2021- 00718) STAFF CONTACT: Caitlyn Tubbs, Principal Planner Caitlyn.Tubbs@slcgov.com or(801)-535-7706 DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council follow the recommendation of the Planning Commission to approve the following amendments at approximately 1902 S 400 East: • Amend the Central City Master Plan's land use map from Low Density Residential to Medium Density Residential(petition number PLNPCM202 1-00717) • Amend the Salt Lake City Zoning Map from R-1-5,000(Single Family Residential)to RMF-35 (Moderate Density Multi-Family Residential)(petition number PLNPCM2021- 00718) BUDGET IMPACT: None BACKGROUND/DISCUSSION: This is a request by Paul Dowland to amend the Central City Master Plan's land use map from Low Density Residential to Medium Density Residential and to amend the Salt Lake City Zoning Map from R-1-5,000 Residential to RMF-35 Moderate Density Multi-Family Residential forthe property located at 1902 South 400 Fast The purpose of the rezone request is to facilitate the construction of townhomes. The applicant initially requested to amend the Zoning Map from R 1-5,000 to RMF-45. The Planning Commission reviewed the request for RMF-45 at a public hearing on November 10,2021 and voted to table the request to allow time forthe applicant to fmd a more appropriate zoning designation forthe subject property. The applicant revised the request to amend the zoning map to RMF-35..The Planning Commission held another public hearing on February 9,2022 and voted unanimously to forward a positive recommendation ofthe proputul. Master Plan and Zoning Map Amendment to the City Council. 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 PUBLIC PROCESS: • August 30,2021 -An early notification was sent to the Liberty Wells Community Council and all residents and property owners within 300 feet of the subject property. • September 8,2021 -The Applicant and Staff met with the Liberty Wells Community Council to present the project and gather feedback from the community. • November 10, 2021 - The Planning Commission held a public hearing and tabled the items to allow the Applicant and staff time to discuss more appropriate zoning designations. • February 9,2022 -The Planning Commission held a public hearing and forwarded a positive recommendation of the map amendmentrequests to the City Council for their review and decision. Planning Commission (PC) Records a) PC Agenda of February 9,2022(Click to Access) b) PC Minutes of February 9,2022(Click to Access) c) Planning Commission Staff Report of February 9,2022(Click to Access) d) PC Agenda of November 10,2021 (Click to Access) e) PC Minutes of February 10,2021 (Click to Access) f) Planning Commission Staff Report of November 10,2021 (Click to Access) EXHIBITS: 1) Project Chronology 2) Additional Public Comments(not included in Staff Reports) 3) Notice of City Council Hearing 4) Notice Letter to Recognized Community Organizations 5) Notice Letter to Neighbors 6) Original Petition 7) Mailing List SALT LAKE CITY ORDINANCE No. of 2022 (Amending the general plan land use designation of property located at approximately 1902 South 400 East from Low Density Residential to Medium Density Residential and the zoning map from R-1-5,000 Residential to RMF-35 Moderate Density Multi-Family Residential District) An ordinance amending the general plan map pertaining to property located at approximately 1902 South 400 East from Low Density Residential to Medium Density Residential pursuant to Petition No. PLNPCM2021-00717 and amending the zoning map pertaining to property located at approximately 1902 South 400 East from R-1-5,000 Residential to RMF-35 Moderate Density Multi-Family Residential pursuant to Petition No. PLNPCM2021- 001718. WHEREAS, the Salt Lake City Planning Commission held a public hearing on February 9, 2022 on applications submitted by Paul Dowland("Applicant")to change the general plan map and zoning map for property located at 1902 South 400 East(Tax ID No.16-18-452-012- 0000) (the "Property") from Low Density Residential to Medium Density Residential and from R-1-5,000 Residential to RMF-35 Moderate Density Multi-Family Residential District pursuant to Petition Nos. PLNPCM2021-00717 and PLNPCM2021-00718, respectively; and WHEREAS, at its February 9, 2022 meeting, the Planning Commission held a public hearing and voted in favor of forwarding a positive recommendation to the Salt Lake City Council on said applications; and WHEREAS, after a public hearing on this matter the City Council has determined that adopting this ordinance 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 General Plan Map. The Central City Master Plan Land Use Map shall be and hereby is amended to reflect that the Property identified on Exhibit"A" attached hereto shall be and hereby amended from Low Density Residential to Medium Density Residential. SECTION 2. Amending the Zoning Map. The Salt Lake City zoning map, as adopted by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and hereby is amended to reflect that the Property identified on Exhibit"A" attached hereto shall be and hereby is rezoned from R-1-5,000 Residential to RMF-35 Moderate Density Multi-Family. SECTION 3. 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. CHAIRPERSON ATTEST AND COUNTERSIGN: CITY RECORDER Transmitted to Mayor on Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER APPROVED AS TO FORM (SEAL) Salt Lake City Attorney's Office Date:3/16/2022 Bill No. of 2022. By: AUSAlLJ Published: Hannah Vickery,Senior City f ttorney EXHIBIT "A" Legal Description of Property 1902 South 400 East, Salt Lake City, UT Tax ID No. 16-18-452-012-0000 BEG 241.9 FT S & 33 FT W FR NE COR LOT 6 BLK 4 5 AC PLAT A BF SUR S 120.6 FT W 115.5 FT N 120.6 FT E 115.5 FT TO BEG 5969-1933 7794-1052 7801- 2257 7944-0541 9034-7930 09178-833510648-3928 1 . Project Chronology Project Chronology Dowland Master Plan Amendment—PLNPCM2021-00717 Dowland Zoning Map Amendment—PLNPCM2021-00718 July 9,2021 Paul Dowland filed the Master Plan Map and Zoning Map amendment applications. The subject property is located at 1902 South 400 East and encompasses approximately 0.33 acres(14,375 square feet). August 3, 2021 Application assigned to Caitlyn Tubbs,Principal Planner. August 30,2021 Sent notifications to Liberty Wells Community Council and surrounding neighbors and property owners. September 8,2021 Applicant and Staff met with Liberty Wells Community Council. October 15, 2021 Public input period closed. October 29, 2021 Sign posted on subject property. Public hearing notice sent out and posted to city website. November 10, 2021 Planning Commission held public hearing and tabled the requests. January 27, 2022 Sign posted on subject property. Public hearing notice sent out and posted to city website. February 9, 2022 Planning Commission held public hearing and forwarded a positive recommendation of both requests. March 16,2022 Ordinance received from City Attorney's Office. 2. Additional Public Comments From: To: Planning Public Comments Subject: (EXTERNAL)Re: Dowland Townhomes General Plan and Zoning Map Amendments at 1902 S 400 E Date: Wednesday,February 9,2022 6:55:54 PM My name is Sharlene Kiuhara. I live at 373 E Ramona Ave located around the corner of the Dowland proposal (in case my audio does not work). I would like to thank Madame Chair, the commissioners, and Ms.Tubbs for their time and judicious thought on the original application and the amendment, which I am in support of. In light of the fact that SLC is growing and affordable housing is becoming more limited, I also want to thank the applicant and the amended proposition to reduce the number of townhomes from 8 to 4. I look forward to attending the next public hearing on the building plan. Thank you again, Sharlene Kiuhara 3 . Notice of City Council Hearing NOTICE OF PUBLIC HEARING The Salt Lake City Council is considering Petitions PI,NPCM2021-00717— Dowland Master Plan Amendment at 1902 South 400 East and PLNPCM2021-00718—Dowland Zoning Map Amendment at 1902 South 400 East— On behalf of the owner of 1902 South 400 East Paul Dowland has requested Salt Lake City amend the Central City Master Plan from Low Density Residential to Medium Density Residential and amend the Zoning Map from R-1-5,000 to RMF- 35. The subject property is located within Council District 5,represented by Darin Mano. As part of their study,the City Council is holding an advertised public hearing to receive comments regarding the petition. During the hearing, anyone desiring to address the City Council concerning this issue will be given an opportunity to speak. The Council may consider adopting the ordinance the same night of the public hearing. The hearing will be held: DATE: TBD PLACE: Electronic and in-person options. 451 South State Street,Room 326,Salt Lake City,Utah ** This meeting will be held via electronic means,while also providing for an in-person opportunity to attend or participate in the hearing at the City and County Building, located at 451 South State Street,Room 326, Salt Lake City,Utah.For more information,including WebEx connection information,please visit www.slc.gov/counci lvirtual-meetings. Comments may also be provided by calling the 24-Hour comment line at (801)535-7654 or sending an email to council.comments(a�slcgov.com.All comments received through any source are shared with the Council and added to the public record. If you have any questions relating to this proposal or would like to review the file,please call Caitlyn Tubbs at 801-535-7706 between the hours of 8:00 a.m. and 5:00 p.m.,Monday throughFriday, or via e-mail at caitlyn.tubbs@slcgov.com. The application details can be accessed at https://citizenportal.slcgov.com/,by selecting the"planning"tab and entering the petition numbers PLNPCM202 1-00717 and PLNPCM202 1-00718. 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. 4. Notice Letter to Recognized Community Organizations From: Tubbs, Caitlyn To: Liberty Wells Subject: General Plan Map and Zoning Map Amendments Date: Monday,August 30,2021 11:01:00 AM Attachments: Dowland Townhomes MPZM Early Notification Letter(x811.odf Good morning Caitlin, I can't recall if I sent this to you already— please let me know if I haven't so I can update our 45-day early notification expiration date. The Planning Division has received a request to amend the General Plan Map and the Zoning Map for the property located at i9o2 South 40o East.The Applicant has requested to change the General Plan from Low Density Residential to Medium Density Residential and the Zoning Map from R-1-5,000 to R-MU-45 to allow for the construction of eight townhome units. I have attached the early notification letter I sent to the surrounding neighbors on August 12th with this email.The Application numbers for these requests are PLNPCM2o2i-oo717 and PLNPCM2o2i-oo718 and all of the submittal materials maybe found online at https://citizenportal.slcgov.com/Citizen/Default.aspx. We are required by ordinance to give recognized community organizations 45 days to provide input — 45 days from today will be Friday October 15th. Please let me know if you would like myself and the Applicant to attend one of the Liberty Wells Community Council's meetings to discuss this project. Thank you, CAITLYN TUBBS,AICP Principal Planner DEPARTMENT of COMMUNITY and NEIGHBORHOODS SALT LAKE CITY CORPORATION Our staff are working remotely; for more expedient responses please call cell or send email. TEL 801-535-7706 CEL 385-315-8115 EMAIL caitlyn.tubbs@slcgov.com www.SLC.GOVIPLANNING Disclaimer: The Planning Division strives to give the best customer service possible and to respond to questions as accurately as possible based upon the information provided. However, answers given at the counter and/or prior to application are not binding and they are not a substitute for formal Final Action, which may only occur in response to a complete application to the Planning Division. Those relying on verbal input or preliminary written feedback do so at their own risk and do not vest any property with development rights. 5. Notice Letter to Neighbors Notification of a Project in Your iS• 'L-� Neighborhood CIT`� Salt Lake City has received a request for a master plan map and • .. - zoning map amendment from Ave A . Paul Dowland, representing the _ _ property owner, to change the master plan map for one parcel ''''1- from Low-Density Residential s 1 — - _ (i-io units per acre) to Medium Density Residential (11-15 units per acre) and to rezone the same r 1 parcel from R-1-5,000 to RMU- �`y 45• The site is currently vacant and �. the Applicant intends to construct • -fii eight (8) townhome units if these _ I ,, W map amendments are approved. :�'° I d This type of request requires a recommendation from the Planning r -L, - - - I I T Commission and a final decision by , the City Council. A public hearing i -_ with the Planning Commission has u not been scheduled yet. You will be • notified of the public hearing at a '''' I' later date in advance of the meeting. `: r- The purpose of this notice is to make you aware of the proposed change and let you knowhow you may obtain more information about and comment on the project early in the review process. If you would like additional information,please contact the project planner, Caitlyn Tubbs at(385)-315-8115 or caitlyn.tubbs@slcgov.com. Please refer to petition numbers PLNPCM2o21-oo717 & PLNPCM2o21- 00718 or the "Dowland Townhomes Master Plan and Zoning Map Amendments."You may also find information that includes submitted plans online at https://aca.slcgov.com/citizen/by clicking under"Planning"and typing in the petition numbers referenced above. Notice of this application has also been sent to the Liberty Wells Community Council Chair.The Community Council may choose to schedule the matter at an upcoming meeting.Please contact the Liberty Wells Community Council Chair Caitlin Lutsch at info Plwccslc.org for more information on whether they will review the matter and details at their meeting. Vicinity Map Garfield L D ' I& c t it 1 4 111111 illik 7111P 3 I 3 7 CD° 0 A , '.. L-T1 IFIlt R• o . _ - Bishop Federal[Lp r v_ '41 aar - .,, .4.- _ It Hollywood,1700 Legend N Subject Property _ , _ F - 0 40 80 160 ,2*40 `1 �. �Ci- , iFeet , Salt Lake City Planning Division 8/5/2021 Notification of a Project in Your tit9Neighborhood - CORRECTED , =x This is a follow-up notice correcting an error in the prior letter sent. The tn= ,�1�,, Applicant has requested a zoning change from R-1-5,00o to RMF-45, not e),11 Ai j T R-MU-45 as originally listed. Salt Lake City has received a request _ . for a master plan map and - . zoning map amendment from liehati._ WZ=r=a' Paul Dowland, representing the - property owner, to change the master plan map for one parcel ' Z . -_ from Low-Density Residential (1-io units per acre)to Medium _n rL Density Residential (11-15 units ,� 1 per acre) and to rezone the same - parcel from R-1-5,000 to RMU • "'t 45 RMF-45. The site is currently vacant and the Applicant intends to , construct eight(8) townhome units = w if these map amendments are 41416-‘ e'l 0 M O approved. _. s This type of request requires a 1 1 , - IIT _, recommendation from the Planning d ,, ' Commission and a final decision by the City Council. A public hearing . — with the Planning Commission has - -J not been scheduled yet. You will be , .1, " ■ notified of the public hearing at a , '" ' later date in advance of the meeting. The purpose of this notice is to make you aware of the proposed change and let you knowhow you may obtain more information about and comment on the project early in the review process. If you would like additional information,please contact the project planner, Caitlyn Tubbs at(385)-315-8115 or caitlyn.tubbs@slcgov.com. Please refer to petition numbers PLNPCM2o21-00717 & PLNPCM2o21- 00718 or the "Dowland Townhomes Master Plan and Zoning Map Amendments."You may also find information that includes submitted plans online at https://aca.slcgov.com/citizen/by clicking under"Planning"and typing in the petition numbers referenced above. Notice of this application has also been sent to the Liberty Wells Community Council Chair.The Community Council may choose to schedule the matter at an upcoming meeting.Please contact the Liberty Wells Community Council Chair Caitlin Lutsch at info plwccs1c.org for more information on whether they will review the matter and details at their meeting. Vicir�i*v iViap GarfieldL r 1 _JT$ . _stir 4111111 +i, t -_ R o az -- ! et.:_i.,: 5•2 �'. it Bishop Federal m ilk .14411.00 Hollywood L Legend N Subject Property 0 40 80 160 24p,C i Feet i Salt Lake City Planning Division 8/5/2021 6. Original Petition yoL SOPHISTICATED SIMPLICITY � UY ATTORNEY S A T 10610 South Jordan Gateway, Suite 200. South Jordan, UT 84095 W 801.527.1040 a F 801.527.1000 o yorkhowell.com June 28, 2021 Via Electronic Mail Salt Lake City Planning Division 451 S. State Street Salt Lake City,UT 84111 Attn: Daniel Echeverria—Senior Planner Re: Written Narrative in Support of Master Plan and Zoning Amendment Applications Dear Daniel, This firm represents PJJD LLC (the "Developer") in connection with a proposed multi-family residential real estate development in Salt Lake City. Developer owns a vacant lot located at 1902 S 400 E in Salt Lake City(the"Property").Developer is proposing to develop the Property into an 8-Unit/Lot multi- family residential subdivision(the"Project"). The Property is currently zoned R-1/5,000(Single-Family Residential District)and in order to develop the Property as intended by Developer,it is necessary to request a rezone and a master plan map amendment of the Property from R-1/5,000(Single-Family)to the RMF- 45 (Moderate/High Density Multi-Family Residential District("RMF-45 Zone"). Concurrent with this letter, Developer is submitting: (i)a General Master Plan Map Amendment Application;(ii)a General Zoning Amendment Application;and(iii)supporting materials(collectively the "Application") as required by Salt Lake City (the "City"). The purpose of this letter is to address the Application requirements and provide written support for the Application. 1. Current General Plan Classification.The current City General Plan classification for the Property is located in the Central Community district. 2. Current Zoning Classification. The current City Zoning classification is R-1/5,000 (Single-Family Residential)and Low Density Residential(See Central Master Plan). 3. Requested Zoning Classification. The Developer is requesting a Zoning Classification and change of the Zoning Map to RMF-45 Zone (Moderate/High Density Multi-Family Residential). 4. Parcel Number Change. The Developer is requesting the Zoning Map to be amended for only one Parcel Id: 16-18-452-012-0000. 5. Proj ect Description and Proposed Use.Developer purchased the Property on October 20, 2020. Prior to Developer's ownership,a single-family home was located on the Property which received substantial earthquake damage.As a result of such damage and for safety reasons,the home was razed, and the Property now sits vacant. Developer proposes to subdivide and construct 8 tasteful townhomes on Page 2 of 2 the Property for sale and use as a multifamily residential subdivision. Each townhome will have 4 bedrooms, 2 baths with a double car garage. There will be no on street parking. 6. Reasons in Support of Requested Zone Change. In support of rezoning the Property to the RMF-45 Zone,Developer respectfully requests the City to balance existing rules and regulations with flexibility for change and growth and consider the following: (a). General Statement. Salt Lake City is one of the fastest growing cities in the nation and boasts a strong housing and employment market. Although this growth in population and employment supports a vibrant community, for many residents and workers, SLC is becoming a city out of reach. Similar to cities across the country, Salt Lake City is faced with housing prices that are rising more rapidly than wages,resulting in a lack of diverse and affordable housing. To address the growth and housing challenges, over the years the City has developed goals, objectives and policies as stated through its various adopted planning documents, including,Plan Salt Lake; Salt Lake City/Citywide Vision, adopted 2015("Master Plan"); Growing SLC,A Five Year Housing Plan,(2018-2022)("City Housing Plan"); Salt Lake City Consolidated Plan;Hud Program Years 2020-2024;Fiscal Years 2021-2025,("HUD Plan"), Central Community Neighborhood Master Plan, adopted 2005("Central Master Plan");Building Affordable in Salt Lake City: An Affordable Residential Development Guide,2019("Affordable Residential Guide");various zoning regulations("Ordinances")and other city wide and community plans, etc. Implementing these various goals, objections and policies as reflected in the adopted planning documents requires a unique approach of balancing existing rules and regulations while exercising flexibility to achieve real and responsive change that will encourage the market to develop the diverse and affordable housing needed to accommodate the growing SLC community. (b) The Project is consistent with the purposes, goals, objectives and policies of the City. The Master Plan, City Housing Plan,HUD Plan,Central Master Plan,Affordable Residential Guide and Ordinances all recognize, support and call for increasing the housing supply and expanding housing opportunities throughout the city, including removing local barriers to housing development. For example,both the Master Plan and the City Housing Plan specifically provide: (1) By creating places with a diverse mix of uses,building types,connections,and transportation options, people have the choice of where they live, how they live,and how they get around.As our City grows and evolves overtime,having a diverse mix of uses in our neighborhoods citywide will become increasingly important to accommodate responsible growth and provide people with real choices. See Master Plan; Sustainable Growth&Development,Page 9. (2) Compatibility of development generally refers to how a development integrates into the existing scale and character of a neighborhood. New development should be context sensitive to the surrounding development, taking into account the existing character of the neighborhood while providing opportunities for new growth and to enhance the sense of place. See Master Plan;Sustainable Growth&Development,Page 10. Page 3 of 2 (3) Guiding Principle;Access to a wide variety of housing types for all income levels throughout the City, providing the basic human need for safety and responding to changing demographics; Initiatives; Increase the number of medium density housing types and options;Enable moderate density increases within existing neighborhoods where appropriate. See Master Plan, Guiding Principles and Housing Initiatives,Pages 14&21. (4) Guiding Principle;Maintaning places that provide a foundation for the City to affirm our past; Initiatives; Preserve and enhance neighborhood district character; Balance preservation with flexibility for change and growth. See Master Plan, Guiding Principles and Housing Initiatives, Pages 14&33. (5) In order to respond to Salt Lake City's changing demographics and the housing needs of its diverse communities,it is critical to begin to look within the City for real and responsive change that will encourage the market to develop the housing and infrastructure needed to accommodate our growing community. This goal focuses on the need to increase the diversity of housing types and opportunities in the city by seeking policy reforms that can enhance the flexibility of the land-use code and create an efficient and predictable development process for community growth. See City Housing Plan, Section 3, Goal 1,Page 17. (6) In order to respond to the demographic shift described above, modernizing zoning is key not only to catching up with the demand, but creating housing that responds to every stage of lifewhether just starting out or downsizing later in life...In addition, thereis a needfor in-fill ordinances that allow for greater density in existing neighborhoods, offering owners the option to subdivide large parcels to increase the utility and value of their land, removing impediments to innovative construction types, such as accessory dwelling units,and reducing parking requirements to bring downthe cost of developing new housingunits.See City Housing Plan, Section 3,Objective 1.1.1,Page 18; (Emphasis Added). (7) In-fill ordinances provide both property owners and developers with options to increase the number of units on particular parcels throughout the city.Such options would alsohelprestore the"missingmiddle" housingtypes where new construction has principally been limited to single-family homes and multi- story apartment buildingsfor decades. Missingmiddle housingtypes arethose that current zoning practices have either dramatically reduced or eliminated altogether: accessory dwelling units, duplexes, tri plexus, small multi plexus, courtyard cottages and bungalows, row houses, and small apartment buildings. Finding a place for these housing types throughout the city means more housing options in Salt Lake City and restoring choices for a wider variety of household sizes, from seniors to young families. Apart from traditional infill ordinances, responding to the unusual age,form, and shape of housing stock should beaddressed andleveragedto addincremental density in existing structures. This would include options for lot subdivision where there is ample spaceto build anadditional home o n a property or alternatively Page 4 of 2 expand rental opportunities in existing structures. This solution responds to the strong preference for single-family homes that was captured in the Salt Lake Live Work Survey. Allowing landowners to subdivide their large, underutilized lots createsa path to building more single-familyhomes in a city that has limited space left for them under its current land-use regulations.See City Housing Plan, Section 3,Objective 1.1.2, Page 19(Emphasis added). The Project creates a real opportunity to respond to and satisfy many of the City's stated goals and objectives to find places to enable moderate density increases within existing neighborhoods to provide for a wider variety of housing types. The Property is a corner lot and is currently vacant. Developer is not requesting demolition of an existing single-family home. The Project will provide 8 residential townhomes to enhance the character of the neighborhood. The Project will create new"missing middle"housing growth on a small scale at a price point more affordable than currently exists in this area. (c) Further Purposes of Zoning Ordinance. Developer will establish CC&R's(and, if necessary, an HOA)for the development and use of the Project in order to protect and enhance the value and desirability of the Project and to provide a clean and safe neighborhood for its residents. (d). The Project will not materially affect adjacent properties. Developer recognizes that the Property is located in the Central Community district and subject to, among other planning documents, the Central Master Plan which provides for "preservation of historic structures and neighborhoods" as an important goal. Yet we note that the Central Master Plan was created and adopted in 2005 when market dynamics were much different and may even conflict with more modern goals and policies of the City as adopted in the Master Plan and City Housing Plan as they relate to creating a diversity of housing types in the city to address growth. Developer believes that the Project will not fundamentally change the residential nature of the neighborhood and is willing to engage with the City on"form-based zoning"(i.e.,ensuring that the form of a building fits into the neighborhood surrounding it,rather than focusing regulation on the specific use of that building as traditional zoning code requires) to tweak height, depth and general shape of the Project to best utilize the space on the Property and ensure that the residential neighborhood character is preserved and enhanced. Working with the City, the Project will be context sensitive to the existing character of the neighborhood while providing opportunities for new growth and to enhance the sense of place. (e). Consistent Land Use. The land use of the Property will remain residential and not mixed use. Moreover, the Project is consistent with land uses immediately surrounding the Property. The St. Josheph's project is zoned RMF-35 and allows for moderate multifamily residential development.Additionally,a drive through of the surrounding neighborhoods also show various multi-family duplexes,tri-plexus and apartments that have been built over the years. (f). Adequate Public Facilities and Services. The Project is small scale and limited to 8 residential units/lots and will have a minimal impact on traffic and other required public facilities. Page 5 of 2 We believe the Project is consistent with the City's development goals and objectives to provide diversity of housing types and to support attractive and well-maintained neighborhoods. We appreciate the City's consideration of these matters and look forward to working with you. Best regards, YORK HOWELL &GUYMON M. Thomas Jolley cc: Paul Dowland John Davis o A ■ - fTh C1'' 7c IF. - ''''''' • Z . .. . i z e ■ ® ° m [;, ram. —11 i •N .■ m • " -'I p. I N J O ■ • .. .. . .. ±. ...�. 40C E o o DOWLAND TOWNHOMES Do m� ti o L/�YTON /��/IS o ,�„ - z o mn c� �w y O No O _1 Z7 rn X= T X 0 1902 S 400 E 2005 East 2200 50�a11,I 200 ; y CD c y,salt cit .4180 84109 IT CD SLC,UT 0:801.487.0215,,,,..,,,.,.18,10018919arc11i1eclsc0m --— =1'-- N. O z 0 r () o�, ul < o ¢o o in Hi ,u r 0 o in L s Al III I- 01 ( Al m1 I I h)O U U 111 U A)III, — O O ^ e 0 < / / / / - / N. 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Mailing List NAME CARE OF STREET VALERIE P PRICE 1864S400 E CARRIE LEIGH ROGNAN 1868 S 400 E SAM SEMCHUCK 1872 S 400 E STACEY M PEARSON 1884 S 400 E CHRISTOPHER STIMMLER 1005 W 7TH AVE DR SANDRA SUSAN FRAZIER 11253 S 1370 E JULIE MAUGHAN;JILLIAN E DALLON(JT) 365 E WESTMINSTER AVE BARBARAA LAMBERT;TREVOR R LAMBERT(JT) 371 E WESTMINSTER AVE HENRYJOSEPH BECKER 377 E WESTMINSTER AVE ADAM A GLOS REVOCABLE TRUST 09/20/2021 381 E WESTMINSTER AVE BRENDA RUGER; DANIELH RUGER 387 E WESTMINSTER AVE MARYJ F AUSTIN 358 E WESTMINSTER AVE LORI K PETTUS 364E WESTMINSTER AVE ROBERT D. BAILEY; MARION U. BAILEY 2303 W LEDGEWOOD DR PJJD ENTERPRISES, LLC PO BOX 980513 SPIN PROPERTIES, LLC 361 E RAMONAAVE SAMUEL HARRISON SALTZMAN 365 E RAMONAAVE MILAN MICICH; MAHOOSANO(JT) 369 E RAMONAAVE SHARLENEA KIUHARA 373 E RAMONAAVE ANDREAMITCHELLTRUST01/11/2021 1918S400 E DREW WYAND;CAMIERINGHEIMER(JT) 1922S400 E AMBER HAWKINS 10128 N RIVERSIDE LN DOROTHY MOLI NAR; PETE SALAZAR(JT) 1863 S 400 E ZULYCHENG; MELVIN KUO(JT) 1768 VOORHEESAVE TRACEY GINES;STEPHANIE PACHECO(JT) 1879S400 E PAUL TAMOUA;SELITAV TAMOUA 1889 S 400 E JEFF P BURNS 418 E GARFIELD AVE SAMUEL S LOPEZ 420 E GARFIELD AVE TYLER P EVERETT; DAVID MICHAEL EVERETT(JT) 415 E WESTMINSTER AVE TRUST NOT IDENTIFIED J UDY CURTIS 3000 S 300 E WILLIAM H NESSE; MELISSA HELQUIST(JT) 425 E WESTMINSTER AVE SCOTTCHAPPLE 11 RIDGE LINE CT JOHNJ MCHUGH; KIRSTEN M MCHUGH (JT) 433 E WESTMINSTER AVE ROSIE M RAMIREZ 1905 S 400 E JASON S VOYLES;CON N I E A VOYLES(JT) 2419 E 6710 S BRIAN ORLEANS 426 E WESTMINSTER AVE MARTHA WOLCOTT 432 E WESTMINSTER AVE MISSION CCRC LLC THE ENSIGN GROUP PO BOX 128109 J EFFREY S J UI P; LORI C BARRETT(JT) 1903 S 400 E JASON S VOYLES;CON N I E A VOYLES(JT) 2419 E 6710 S OCCUPANT 1864 S 400 E OCCUPANT 1868 S 400 E OCCUPANT 1872 S 400 E OCCUPANT 1884 S 400 E OCCUPANT 357E WESTMINSTER AVE OCCUPANT 361 E WESTMINSTER AVE OCCUPANT 365 E WESTMINSTER AVE OCCUPANT 371 E WESTMINSTER AVE OCCUPANT 377 E WESTMINSTER AVE OCCUPANT 381 E WESTMINSTER AVE OCCUPANT 387 E WESTMINSTER AVE OCCUPANT 358 E WESTMINSTER AVE OCCUPANT 364 E WESTMINSTER AVE OCCUPANT 370 E WESTMINSTER AVE OCCUPANT 372 E WESTMINSTER AVE OCCUPANT 1902 S 400 E OCCUPANT 361 E RAMONAAVE OCCUPANT 365 E RAMONA AVE OCCUPANT 369 E RAMONA AVE OCCUPANT 373 E RAMONA AVE OCCUPANT 1918 S 400 E OCCUPANT 1922 S 400 E OCCUPANT 1928 S 400 E OCCUPANT 1863 S 400 E OCCUPANT 1865 S 400 E OCCUPANT 1867 S 400 E OCCUPANT 1879 S 400 E OCCUPANT 1889 S 400 E OCCUPANT 418 E GARFIELD AVE OCCUPANT 420 E GARFIELD AVE OCCUPANT 415 E WESTMINSTER AVE OCCUPANT 417 E WESTMINSTER AVE OCCUPANT 425 E WESTMINSTER AVE OCCUPANT 427 E WESTMINSTER AVE OCCUPANT 433 E WESTMINSTER AVE OCCUPANT 1905 S 400 E OCCUPANT 420 E WESTMINSTER AVE OCCUPANT 426 E WESTMINSTER AVE OCCUPANT 432 E WESTMINSTER AVE OCCUPANT 451 E BISHOP FEDERAL LN OCCUPANT 1903 S 400 E OCCUPANT 418 E WESTMINSTER AVE SLC PLANNING DIVISION C/O CAITLYN TUBBS PO BOX 145480 CITY STATE Z I P SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 BROOMFIELDCO 80020 SANDY UT 84092 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 TAYLORSVI LLE UT 84129 PARK CITY UT 84098 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 HIGHLAND UT 84003 SALT LAKE CITY UT 84115 MANHATTAN BEACH CA 90266 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SOUTH SALT LAKE UT 84115 SALT LAKE CITY UT 84115 OROVI LLE CA 95966 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 COTTONWOOD HTS UT 84121 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 NASH VI LLE TN 37212 SALT LAKE CITY UT 84115 COTTONWOOD HTS UT 84121 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84115 SALT LAKE CITY UT 84114 Item G4 ` '_ MOTION SHEET im L v;:;- CITY COUNCIL of SALT LAKE CITY _f�a1 r 'I Q- Win►11!='�- tinyurl.com/SLCFY22Budget M u; it--., • ',c� I�w RI c x11171L� ^�I.J_R- -,••nun so- TO: City Council Members FROM: Ben Luedtke and Sylvia Richards Budget Analysts DATE: May 3,2022 RE: Library Budget Amendment Number One FY22 MOTION 1-CONTINUE PUBLIC HEARING I move that the Council continue the public hearing to a future date. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 ERIN MENDENHALL MARY BETH THOMPSON Mayor Chief Financial Officer t* *� , • l DEPARTMENT arFINANCE CITY COUNCIL TRANSMITTAL Date Received: Lisa Shaffer, Chief Administrative Officer Date sent to Council: TO: Salt Lake City Council DATE: March 30, 2022 Dan Dugan, Chair FROM: Mary Beth Thompson, Chief Financial Officer 7117 34 "- SUBJECT: Salt Lake City Library Budget Amendment#1 SPONSOR: NA STAFF CONTACT: John Vuyk, Budget Director(801) 535-6394 or Mary Beth Thompson(801) 535-6403 DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the City Council adopt the following amendments to the FY 2021-22 Library Fund adopted budget. BUDGET IMPACT: REVENUE EXPENSE LIBRARY FUND $ 500,000.00 $ 500,000.00 LIBRARY CAPITAL PROJECTS FUND 0.00 0.00 TOTAL $ 500,000.00 $ 500,000.00 DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET,ROOM 238 PO BOX 145467,SALT LAKE CITY,UTAH 84114-5455 TEL 801-535-6394 BACKGROUND/DISCUSSION: Library Administration is requesting a $500,000 increase to the FY22 general fund budget. This increase is required to budget and account for pass-through property tax revenue collected by Salt Lake County and remitted directly to the Utah Inland Port Authority and the Convention Facility. PUBLIC PROCESS: Public Hearing SALT LAKE CITY ORDINANCE No. of 2022 (Amending the Final Budget for the Library Budget of Salt Lake City, Utah for Fiscal Year 2021-22) An ordinance amending Salt Lake City Ordinance No. 33 of 2021 which adopted the final budget for the Library fund of Salt Lake City, Utah, for the fiscal year beginning July 1, 2021 and ending June 30, 2022. PREAMBLE On June 15, 2021, the Salt Lake City Council adopted the final budget for the Library fund of Salt Lake City, Utah for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-118 of the Utah Code. The City's Budget Director, acting as the City's Budget Officer,prepared and filed with the City Recorder proposed amendments to said duly adopted budget, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget for the Library fund of Salt Lake City as approved, ratified and finalized by Salt Lake City Ordinance No. 33 of 2021. SECTION 2. Adoption of Amendments. The budget amendments, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget for the Library fund of Salt Lake City, Utah for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-128, of the Utah Code. SECTION 3. Certification to Utah State Auditor. The City's Policy and Budget Director, acting as the City's Budget Officer, is authorized and directed to certify and file a copy of said budget amendments with the Utah State Auditor. SECTION 4. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 5. Effective Date. This Ordinance shall take effect on its first publication. Passed by the City Council of Salt Lake City, Utah, this day of , 2022. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor's Action: Approved Vetoed MAYOR ATTEST: Salt Lake City Attorney's Office Approved As To Form CITY RECORDER Qe,-14_ Jaysen Oldroyd Date: (SEAL) Bill No. of 2022. Published: . 2 MEMO I March 11, 2022 To: Salt Lake City Public Library Board of Directors, Salt Lake City Administration and City Council From: Deborah Ehrman, Interim Executive Director Re: Budget Amendment 1 for FY2021-22 Library Administration is requesting a$500,000 increase to the FY22 general fund budget. This increase is required to budget and account for pass-through property tax revenue collected by Salt Lake County and remitted directly to the Utah Inland Port Authority and the Convention Facility. Neither of these entities has taxing authority, so the respective governments with taxing authority to which the tax revenues would have gone must show the revenue and a corresponding expenditure in their financial statements as required by Governmental Accounting Standards Board Statements 33 and 77. This requirement was noted as part of the Salt Lake City's FY 2020 audit,and the issue has been discussed with Paul Skeen,the Library's independent auditor, and Seth Oveson from the Office of the State Auditor of Utah,both of whom confirmed this requirement. A similar budget amendment was requested at the end of FY21. An estimate of these pass-through funds has been included in the FY23 proposed budget,but knowledge of this requirement came at the end of FY21 after the FY22 budget had been approved by the Board and submitted to the Salt Lake City Administration and City Council. Administration is requesting that this amendment be approved at the March 28, 2022 meeting, so the amendment can be forwarded to the Salt Lake City Administration and City Council. The amendment is time sensitive and needs to be approved by both the Library Board and Salt Lake City Council prior to the end of FY2022. General Fund—Proposed increase of$500,000 Account Name Budget Requested Amended Amount Amount Amount Funding Sources CY Property Taxes-Pass Through $0 $500,000 $500,000 Totals $0 $500,000 1- $500,000 Expenditures Payments to Other Governments $0 $500,000 $500,000 Totals $0 $500,000 $500,000 Recommended Motion: Move to approve an increase to the Library's FY22 general fund budget of$500,000. Item G5 MOTION SHEET CITY COUNCIL of SALT LAKE CITY Q=` " �' =� tinyurl.com/SLCFY22Budget r "ill I t\\\`-‘k TO: City Council Members FROM: Ben Luedtke and Sylvia Richards Budget Analysts DATE: May 3, 2022 RE: Budget Amendment Number Seven FY2o22 MOTION 1-CLOSE PUBLIC HEARING I move that the Council close the public hearing and refer the item to a future date for action. MOTION 2—CONTINUE PUBLIC HEARING I move that the Council continue the public hearing to a future date. MOTION 3—CLOSE PUBLIC HEARING and ADOPT ORDINANCE I move that the Council close the public hearing and adopt an ordinance amending the FY 2021-22 final budget of Salt Lake City including the employment staffing document only for items as shown on the motion sheet. Staff note: Council Members do not need to read the individual items being approved below; they are listed for reference. A-1: Open Space Acquisition Public Lands($700,000 from Parks Impact Fees) A-2: Cottonwood Park Bridge Rebuild($195,00o from Public Lands Department Vacancy Savings) A-3: UDOT Pass-Through Funds—RAC Access Road($1 million from UDOT) A-4:WITHDRAWN A-5: Road Cost Center Adjustments for Class C Funds(Rescope$611,749 from 130o East Reconstruction to 90o South Reconstruction) A-6: Leonardo Flood Damage Repair($300,000 from Fund Balance) A-7: IMS Cyber Security Portfolio Expansion($713,68o from Fund Balance) D-1:Youth&Family,Salt Lake County Central City Damages Payment($37,892 from General Fund) D-2:WITHDRAWN D-3: UTA Sponsored Routes—Encumbrance Carryforward($184,259 from General Fund) D-4:Wildland Deployment Reimbursements($653,571 from General Fund) D-5: Fire Department—Other Reimbursements($21,896 from General Fund) CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 D-6: Remove Transfers for ARPA Funding($1,5o8,00o from General Fund) D-7: boo South Corridor Preservation Funds Reimbursement($611,5oo from CIP Fund) D-8:Transfer to Sustainability($440,00o from General Fund) D-9: Public Utilities Revenue Bonds($874,000—Sewer and$234,000—Water) D-io: Police Budget Reallocation for Workers Compensation($199,50o from General Fund) D-ii: Community Connection Center Supplies and Tenant Improvements($482,809 from Police Department Vacancy Savings) D-12:Central Business Improvement Area(CBIA)($500,00o Expense Budget from Misc. Special Services and$4,770,813 Revenue Budget) D-13: Mobile Surveillance Trailer Cameras($383,16o from Police Department Vacancy Savings) D-14: Housing Trust Fund Transfer to RDA($2,800,00o from Housing Fund) E-i: State of Utah,Governor's Office of Planning and Budget,Granary District Flood Plain Mitigation($2 million from CIP Fund and$2,238,00o from Miscellaneous Grants Fund) Section G: Council Consent Agenda No.3 G-i:National Renewal Energy Lab(NREL),Solar Energy Innovation Network(SEIN)Round 3 Multi- Stakeholder Team($166,979 from Miscellaneous Grants Fund) G-2:Utah State Department of Public Safety,Bureau of Forensic Services,FY21 Paul Coverdell Forensic Science Improvement Grant Program($7,50o from Miscellaneous Grants Fund) G-3: Utah Department of Health—Bureau of Emergency Medical Services(EMS)Grant,FY22 Per Capita Allocation(additional funding of$4,20o from Miscellaneous Grants Fund) I is RAISE Grant Match Increase($1.24 Million from Funding Our Future Revenues above Budget) I-2: One-time Transfer for TBD Capital Investments($io Million from Fund Balance to CIP Holding Account) MOTION 4—CLOSE PUBLIC HEARING and NOT ADOPT I move that the Council close the public hearing and proceed to the next agenda item. COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY n tinyurl.com/SLCFY22Budget 4 f_— =tp : TO: City Council Members FROM: Ben Luedtke, Sylvia Richards,and Lehua Weaver Project Timeline: City Council Staff Set Date:April 19,2022 1st Briefing:April 19, 2022 DATE: May 3, 2022 2nd Briefing: May 3, 2022 Public Hearing: May 3,2022 RE: Budget Amendment Number Seven FY2o22 Potential Action: May 17,2022 NEW INFORMATION At the April 19 briefing,the Council discussed revenue updates and items in section A of the proposed budget amendment.The Councill will consider items in other sections at the next meeting.There are two Council-added items are shown in section I.Responses to the Council's follow up questions from April 19 were not available at the time of publishing this staff report.The questions are listed below. A-3:UDOT Pass-through Funds for RAC Access Road($1 million from UDOT) - What is the total project cost and is additional State funding anticipated to be available for construction?Is a timeline available as well? - What level of demand exists currently for this new road and projected into the future? - Would the new road also require a new bridge over the Jordan River?If yes,is that cost included in the total project cost question above? A-5: Road Cost Center Adjustments for Class C Funds(Rescope$611,749 from 1300 East Reconstruction to 90o South Reconstruction) - Are the multiple consolidated projects along 90o South fully funded? - Are there two separate projects on 1300 East(one completed and another coming up)?Weston mentioned public engagement is currently happening for a project on i3oo East.It would be helpful to understand the differences between these two projects such as the street segments and timeline. Impact Fees Plan Updates for Fire, Parks,and Police Could the Administration please provide a status and timeline for each of the three pending Impact Fee Plan section updates:fire,parks,and police? For reference,below is the list of Council-requested items to be considered for inclusion in the pending updates (from FY2o19 straw polls and Council discussions since then): a. Adding large fire equipment over$500,000(per state law) CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 COUNCIL.SLCGOV.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 b. NWQ infrastructure including new roads c. Updated police and fire impact fee prices based on 911 dispatch call volumes(2014 and 2015 call volume data was used) d. 7200 West road expansion,aligning IFFP with WFRC's Regional Transportation Plan(RTP) e. Expanding Police Crime Lab and evidence storage f. Designating the Police Crime Lab lease/debt payments as an eligible use g. Clarify 490o West bridge from 50o S.to 700 S.is$18 Million not$38 Million or remove if no longer being pursued h. If state law changes,add in police vehicles i. Adding categories instead of specific projects to increase spending flexibility where possible like new parks/open space acquisitions j. Adjust capital project cost estimates to factor in higher prices k. Updating cost for an eastside police precinct(currently$9.8 million but closer to$30 million potentially) and possibility of making this more flexible as a category such as smaller substations —Information below was provided to the Council at earlier briefings— Budget Amendment Number Seven includes 25 proposed amendments and requested changes to eight funds.Total expenditures coming from Fund Balance are$843,298.The Council may wish to note that the Administration is proposing to add one ongoing IMS FTE using Fund Balance initially; although actual costs will be allocated proportionally across all funds based on usage.If all the items are adopted as proposed,then Fund Balance would be$45,405,201 above the 13%minimum target established by the Council in FY2o2o. The increase is a result of higher-than-expected revenues and unspent funds dropping to Fund Balance at the end of FY2021 as confirmed by the Comprehensive Annual Financial Report(CAFR).The Finance Department will be available at the briefing to provide a more detailed revenues update as summarized in the table later in this report. Inflation Impacts for Upcoming FY2o23 Annual Budget Although there are positive revenue and fund balance reports,staff wanted to mention that there will likely be several inflationary impacts that may offset that positive news. Some departments have mentioned they expect significant cost increases for existing services and contract renewals as part of the upcoming FY2o23 annual budget. In addition,the CIP Cost Overrun Account is less able to offset project cost increases in response to pandemic- related construction supplies inflation so either project scopes are reduced,or additional funding may be needed. The FY2022 annual budget included significant use of one-time funding for ongoing expenses which will need to have ongoing revenue identified in future fiscal years to continue those programs,services,and FTEs. Revenue for FY2022 Budget Adjustments The following chart shows a current projection of General Fund revenue for Fiscal Year 2022.The Finance Department will be available at the briefing to review individual revenue line-item changes. Page 12 I FY21-22 FYZ1-22 Amended Variance Annual Amrnended Revised Forarabfe Revenue Budget Budget Forecast [LfaIavorable] Property Taxes 112,726,044 112,726,044 112,726,044 - Sales and Use Tax 89,556,472 89,556.472 96,561,473 7,005,001 Franchise Tax 12,102,129 12,102,129 11.202,352 (399,776) PILOT Taxes 1,562,041 1,562,041 1.562.041 - TOTAL TAXES 215,946,686 215,946,686 222,051,911 6,105,225 License and Permits 29,904,360 29,904,360 35,971,991 6.067,631 Intergovernmental 4,644.018 5,134.865 4,853.182 (2E11,683) Interest Income 1,271,153 1,271,153 1,271,153 - Fines& Forfeiture 3,474,455 3,474,45S 3,374.59S (99,860) Parking Meter Collection 2,693.555 2,693.555 2.693,555 - Charges and Services 3,934,570 3,934,570 4.568.552 633,983 Miscellaneous Revenue 3,272,272 3,772,272 4,399.436 627,164 Interfund Reimbursement 22,012,092 22,032,892 21.707.813 25,079) Transfers 21,079,600 22,507,644. 22.337,645 (249,999) TOTAL W fOUT SPECIAL TAX 308,353,561 310,752,452 321,229,834 12,477,3BZ Sales and Use Tax - 1/2 cent 3 s,&u,1)1)0 35,600,000 40.000,000 4,400,000 TOTAL GENERAL FUND I 343,953,561 346,352,452 363,229,834 16,877,382 According to the Administration,revenues for Fiscal Year 2021 were better than expected,while projections for Fiscal Year 2022 continue to trend above budget.The City is forecasting increases in most categories.Sales tax for the first quarter was well above budget and the prior year.However,franchise tax is lagging below budget from a decrease in water franchise($704,000)and telephone($218,000)franchise taxes.Licenses and Permits is coming in very strong.Licenses are above budget driven by increases in airport parking taxes and innkeepers tax.The City continues to see positive construction numbers leading permits to remain very strong with increases in plan check fees and building permits.Field reservations,land leases and building leases are leading to an increase in Charges, Fees,and Rentals.Miscellaneous revenue is seeing an increase in fuel reimbursement and other utility reimbursements.These are offset by special event revenue due to a continued decrease of in-person events in the City.Fines and Forfeitures are below budget from a decrease in moving violations and justice court fines.Interfund Reimbursement is below budget due to fire reimbursement from the airport which should show an increase next fiscal year. Fund Balance The Administration's chart below shows the current General Fund Balance figures. Page 13 2021 Projection FOF GF Only AL Beginning Fund Balance 6,625,050 82,617,126 WI I I Budgeted Change in Fund Balance 2,924,682 (7,810,302) I I Prior Year Encumbrances (3,733,743) (6,165,453) (9,899,196) Estimated Beginning Fund Balance 5,815,989 68,641,371 74,457,360 Beginning Fund Balance Percent 14.51% 23.16% 22.13% I I Year End CAFR Adjustments I I Revenue Changes Expense Changes(ri ep.tids,Receivable.uc.) - (5,676,583) (5,676,583) I I Fund Balance w/CAFR Changes 5,815,989 62,964,788 68,780,777 I I Final Fund Balance Percent 14.51% 21.24% 20.44% I I Budget Amendment Use of Fund Balance (1,000,000) (15,858,313) (16,858,313) I I BA#1 Revenue Adjustment I I BA#1 Expense Adjustment I I I BA#2 Revenue Adjustment BA#2 Expense Adjustment BA#3 Revenue Adjustment I I I BA#3 Expense Adjustment BA#4 Revenue Adjustment BA#4 Expense Adjustment I I I BA#5 Revenue Adjustment - BA#5 Expense Adjustment I - BA#6 Revenue Adjustment BA#6 Expense Adjustment BA#7 Revenue Adjustment BA#7 Expense Adjustment Change in Revenue 7,298,201 10,388,598 17,686,799 Fund Balance Budgeted Increase Adjusted Fund Balance 12,114.190 57,495,011k 69,609,263 Adjusted Fund Balance Percent 30.21% 19. 20.69% I I Projected Revenue 40,095,707 296,422, 336,518,601 If all items proposed in Budget Amendment Number 7 are adopted by the Council,then Fund Balance above the 13%minimum target is$45,405,201. Impact Fees Update The Administration provided a summary of impact fee tracking,details on refunding amounts and dates and lists of unfinished projects with impact fee funding.The information is current as of March 16,2022.As a result,the City is on-track with impact fee budgeting to have no refunds during all FY2o22 and FY2o23.The Administration reports work is nearing completion to update the fire and parks sections of the impact fee plan.The transportation section was updated last year.Eligible projects for police impact fees are being identified. Type Unallocated Cash Next Refund Trigger Date Amount of Expiring "Available to Spend" Impact Fees Fire $808,77o More than a year away Parks $13,256,676 More than a year away Police $524,23o More than a year away Transportation $7,147,853 More than a year away Note:Encumbrances are an administrative function when impact fees are held under a contract Section A: New Items Page 14 (note: to expedite the processing of this staff report,staff has included the Administration's descriptions from the transmittal for some of these items) A-1: Open Space Acquisition—Public Lands($700,00o from Parks Impact Fees) Public Lands is requesting an FY2022 budget amendment for$700,000 in unallocated parks impact fees funding to acquire property to be preserved as open space. Details on the specific property will be discussed in a Council closed session meeting.If the Council approves this funding request,then the available to spend balance of parks impact fees would be$12,556,676. A-2: Cottonwood Park Bridge Rebuild($195,00o from Public Lands Department Vacancy Savings — Budget Neutral) The Public Lands Department is requesting a budget amendment of$195,00o to transfer general funds to POL CIP deferred maintenance fund.On November 6th,a windstorm upturned a large tree on top of the pedestrian bridge by Cottonwood Dog Park.This bridge is the main access for the dog park for residents over the Jordan River.A structural engineer has deemed that one side of the bridge can remain open to pedestrians to allow access.The engineer has also determined the bridge stability has been compromised to a level that it is unsafe for Parks vehicles to travel over this bridge,inhibiting maintenance vehicles from crossing. One of the two supporting braces on the bridge has been crushed and so the bridge can handle light pedestrian traffic but no vehicle use.The structural engineer determined that the cost of replacement of the brace is as much as the replacement of the bridge. Parks staff have barricaded the damaged side of the bridge to keep pedestrians away from the broken area for now.The bridge needs to be replaced as soon as possible as it is unclear how weather and use of the bridge may impact the bridge stability.Public Lands will continue to monitor the bridge safety until it can be replaced.Public Lands is proposing to use anticipated year-end savings as a source of funding for this bridge reconstruction.The funds would be transferred from Public Lands to the CIP Maintenance Fund. Absent this pedestrian bridge,residents living west of the river and parks maintenance crews would need to take a detour more than a third of a mile to the nearest alternative crossing over the Jordan River. A-3:UDOT Pass-through Funds for RAC Access Road($1 million from UDOT) In 2021,Utah State Legislature Senate Bill 3 allocated funds for a road connecting Rose Park Lane to Redwood Road at 260o North.This would be a new city-owned road.An agreement between UDOT and the City has been executed for the City to receive the funds and to manage the project design and the funds have already been transferred.The funding is limited to design,environmental work,and land acquisition.Additional funding would be needed for construction. Policy Questions: ➢ Total Project Cost—The Council may wish to ask the Administration what is the total project cost and if additional State funding is anticipated to be available for construction. ➢ Demand for the Road—The Council may wish to ask the Administration what level of demand exists currently for this new road and projected in the future. ➢ New Bridge over the Jordan River—The Council may wish to ask the Administration if the new road will require a new bridge over the Jordan River. A-4:WITHDRAWN A-5: Road Cost Center Adjustments for Class C Funds(Rescope$611,749 from 130o East Reconstruction to 90o South Reconstruction) The Administration is requesting a rescope of Class C(gas tax)funding that remains after completion of the 1300 East reconstruction project.UDOT confirmed they have sufficient funding to cover close out costs.The funding would be rescoped for use on the 90o South corridor reconstruction project including improvements to the 9-Line Trail.The corridor project consolidates 10 individual projects across multiple departments over a few years. Policy Question: Page 15 ➢ 9-Line Trail and 90o South Reconstruction Fully Funded—The Council may wish to ask the Administration are the multiple consolidated projects along 900 South fully funded? A-6: Leonardo Flood Damage Repair($3OO,OOo from Fund Balance) A rainstorm in July last year caused flooding in the sub-basement,basement and the two elevators. Sewage impacted both the Library and The Leonardo after the City's main drain suffered a backup.The Administration reports the fundamental drainage problem has been addressed.Most of the funding estimated at$200,00o would be for cleaning,demolition,and disposal.The remaining$100,000 is for construction and replacements. Damaged areas that would be repaired include four restrooms,a mezzanine,several offices,the elevator shafts,and the cabs. Repairs also include lighting,plumbing,furniture,flooring and sump pumps.These repairs are the City's responsibility under the primary lease between the City and The Leonardo.The areas to be repaired are part of the sub-lease to Ken Sanders Rare Books which the Council approved in December. A-7:IMS Cyber Security Portfolio Expansion($713,680 from Fund Balance) Due to increased computer security risks,the Administration is requesting funding toward improved security software,licenses,and one new FTE for staffing needs.The breakdown includes: • $500,000 for security software,called Security Incident and Event Management(SIEM) • $75,00o for security assessments,such as penetration tests and vulnerability scans • $65,80o for 1,00o additional licenses for laptop and PC devices • $47,805 for device software • $25,075 for one new staff person through the end of the fiscal year(this will make four cyber security engineer positions) Some of these items are initial expenses for the purchases,but the ongoing costs will include approximately $250,00o for the SEIM ongoing expenses,and$150,445 for the fully loaded cost(salary and benefits)for the new cyber security FTE position.These ongoing costs will be requested for inclusion in the annual budget.The initial budget comes from the General Fund to the IMS Fund but will also be allocated to the separate enterprise funds as usual. Section B: Grants for Existing Staff Resources Section (None) Section C: Grants for New Staff Resources Section (None) Section D: Housekeeping D-1:Youth&Family,Salt Lake County Central City Damages Payment($37,892 from General Fund) Youth and Family has partnered with Salt Lake County at the Central City Recreation Center since 2003 to provide youth and teen programs.Salt Lake City has provided staffing and purchased program supplies and furnishings while Salt Lake County has provided the space to operate the programs.In March 2020 all in-person Youth and Family programming was halted.The County then contracted with the Salt Lake County Health Department to provide a space for homeless individuals who were Covid positive but did not need hospitalization.The health department moved out after a few months and the Center sat empty. Shortly thereafter,the Center was broken into and as a result sustained significant damage to the building and interior contents including a good portion of the equipment and furnishings that the City had paid for.This settlement payment of$37,892 is a reimbursement for the damaged equipment and supplies. D-2:WITHDRAWN D-3: UTA Sponsored Routes—Encumbrance Carryforward($184,259 from General Fund) Page 16 During encumbrance carry forwards Finance forgot to include the remaining encumbrance from FY 2021 in the amount of$184,259 to cover the contract cost. D-4:Wildland Deployment Reimbursements($653,571 from General Fund) Personnel were deployed several times during the Summer of 2021 to assist in wildland firefighting.Beginning in July,the Fire Department sent 6 individuals to Montana.Another crew of 3 were then sent to California in August and fulfilled a 2-week deployment.A third crew of 6 were then sent to swap them out at the end of August and continued wildland duties into September.All costs associated with these deployments will be reimbursed to Salt Lake City and will have a matching revenue offset budget.The Administration is asking the City Council to approve this request to offset personnel costs that include overtime,benefits,and backfill.This proposal will make the Fire Department whole as well as the General Fund. Expenses Montana Wildfire-July 2021$270,921 California Wildfire-August 2021$126,693 California Wildfire-Aug/Sept 2021$255,957 Total Expense Incurred$653,571 D-5: Fire Department—Other Reimbursements($21,896 from General Fund) The Fire Department has provided several services in which it expects to receive a reimbursement including training backfill costs incurred on behalf of Utah Search and Rescue(USAR),Fire investigation overtime incurred on behalf of the Bureau of Alcohol,Tobacco,Firearms,and Explosives(ATF),and finally cost recovery efforts from negligent accidents/incidents.This will have a matching revenue offset budget. Utah Search and Rescue(USAR)Training/Backfill$2,936.37 Bureau of Alcohol,Tobacco,Firearms,and Explosives(ATF)Reimbursement$10,777.24 Cost Recovery:Incline Terrace Apartments-requested Fire Watch$6,432.00 Swift Water Rescue&Recovery on 12/11/21$1,749.98 Total Reimbursement$21,895.59 D-6: Remove Transfers for ARPA Funding($1,508,00o from General Fund) To ensure compliance with federal reporting all grant related expenses will remain in the grant fund.In BA#4 the Administration proposed transferring ARPA funds to the General Fund and the Fleet Fund.This amendment is to remove those transfers in the General Fund. D-7: 700 South Corridor Preservation Funds Reimbursement($611,50o from CIP Fund) In March 2021 an administrative transmittal was sent to Council to enter into an Interlocal agreement with Salt Lake County for reimbursement of land purchase for the 700 South construction project. Salt Lake City Council approved the Interlocal Agreement with Salt Lake County on April 20,2021,to transfer the funds to the City.Funds of$611,50o have been received and are needed to complete the project. D-8:Transfer to Sustainability($440,00o from General Fund) During the FY2022 budget the Administration and Council were briefed that a transfer of$440,00o would be made from the General Fund to the Sustainability Fund.This transfer was not included in the budget adoption;this amendment formalizes that transfer. D-9: Public Utilities Revenue Bonds($814,000 —Sewer and$234,000—Water) In order to adequately finance the construction of the new Water Reclamation Facility and to lock in a favorable interest rate,the Sewer and Water Utilities are planning to issue Revenue Bonds in June 2022 instead of two separate issuances in FY 2022 and FY 2023. D-to: Police Budget Reallocation for Workers Compensation($199,50o from General Fund) The Police Department is requesting a change in budget to cover the costs associated with a workers compensation settlement.The Department will utilize attrition from vacant positions that have not been filled to fund the expense. No additional budget is being requested. D-11: Community Connection Center(CCC)Supplies and Tenant Improvements ($482,809 from Police Department Vacancy Savings—Budget Neutral) Page 17 The Council approved$200,000 in the FY2o22 annual budget that was intentionally flexible for lease payments, repairs and/or remodeling.The funding was later rescoped in a budget amendment to also include utility payments. A lease has been signed for a new CCC location and$167,000 is encumbered under the contract for rent and utility payments.The remaining$33,000 is being used for building improvements but is only enough to cover 10%of the $320,459 estimated cost.Improvements include security upgrades,wifi,network connectivity,electrical wiring as well as moving/relocation costs. The Administration is also requesting$90,000 to the Fleet Fund for two response vehicles, $52,800 for uniforms, radios,and other equipment, $52,550 is also requested to IMS for computers,mobile data terminals,licensing, trainings,and related equipment.All the funding would come out of the Police Department's existing budget from vacancy savings. The CCC is currently operating out of the Public Safety Building which limits the ability to offer in-person services. The CCC new location was expected to open in spring or summer 2022,however,supply chain delays may push back the date to the fall. Policy Questions: ➢ Impact Fee Eligibility—The Council may wish to ask the Administration to evaluate this ongoing leasing cost for impact fee eligibility as part of updating the police section of the City's Impact Fees Plan.This could be like the City's crime lab lease being partially eligible under a prior version of the plan. ➢ CCC Staffing Update—The Council may wish to ask the Administration for an update on efforts to bring the CCC to full staffing of 19 social worker FTEs,and what additional resources could help address the program's obstacles. ➢ Public Awareness of New Location—The Council may wish to discuss with the Administration how the public,clients and service providers will learn about the new CCC location. D-12: Central Business Improvement Area(CBIA) ($500,00o from Misc.Special Services) The Administration is requesting the approval of a budget to collect new CBIA-22 assessment and pay contractual obligations to the Downtown Alliance Inc.The current assessment area CBIA-19 expires April 21,2022.The City Council re-established a special assessment CBIA-22 for a three-year period to continue collection of assessment funds and allow the continuation of marketing,promotion,advocacy and other benefits to the City and downtown property owners and businesses.The new assessment ordinance was adopted and bills to the property owners will go out in the beginning of April 2022. This item would create a revenue budget of$1,770,813 to accept the first-year payments from property owners which are due May 6 and create a$500,000 expenditure budget for Special Assessment Area(SAA)initial costs and the first payment to the contractor(Downtown Alliance). D-13: Police Department Mobile Surveillance Trailer Cameras($383,16o from Police Department Vacancy Savings—Budget Neutral) See Attachment i for photos of trailer cameras The Administration is requesting approval to use vacancy savings to purchase eight additional mobile surveillance trailer cameras for the Police Department.There are currently six trailer cameras used by the Department.This funding would allow two trailer cameras to be placed in each Council District.The trailer cameras are placed on public property and occasionally on private property with the owner's permission for case-specific needs. See Attachment i for images of trailer cameras the Department currently uses which are solar powered,the camera extends vertically above the trailer and multiple cameras point in different directions. Policy Questions: ➢ Placement of Trailer Cameras—The Council may wish to ask the Administration where trailer cameras are most effective and how the Department prioritizes where to locate them. ➢ Privacy Considerations—The Council may wish to discuss with the Administration privacy considerations from placing cameras around the City and what protections exist for the resulting audio and video data. Page 18 ➢ Trailer Camera vs Pole Cameras—The Council may wish to ask the Administration why trailer cameras are preferable to pole cameras which can be installed on streetlights in the public right of way. D-14: Housing Trust Fund Transfer to RDA($2,800,00o from Housing) As requested by Council,this budget amendment transfers the Housing Trust Fund loans and associated cash to the RDA.The$2,800,00o amount on the budget amendment is to move the cash in the current Housing Trust Fund cost centers to the RDA.Approximately$2o million of loan receivables will also be transferred.As these are balance sheet accounts,they do not affect budgets.Any remaining balance sheet items and cash that comes in will subsequently be transferred to the RDA.A separate agreement between the RDA and the Community and Neighborhoods Development Department will be completed after this budget amendment is approved by the Council for the loans and deeds of trust to also be transferred. Section E: Grants Requiring No New Staff Resources E-1:State of Utah,Governor's Office of Planning and Budget,Granary District Flood Plain Mitigation ($2 million from CIP Fund and$2,238,000 from Miscellaneous Grants Fund) The Salt Lake City Department of Public Utilities received$2,000,000 for the Granary District Flood Plain Mitigation and Re-Mapping.Granary District Floodplain Mitigation and Re-Mapping is a phased planning, permitting,and capital improvement project to reduce the Federal Emergency Management Act(FEMA)designated 750-acre Flood Hazard Area(FHA)concentrated in the Granary District and the adjacent stretch of the Jordan River.There are at least 1,182 properties partially or completely within the FHA.The flood hazard risk is substantial and limits new development.The project area is approximately 5,700 acres.The project under this Agreement will only cover Phase 1 for planning,design,and constructing water quality and storage facilities.Future Phase 2 will plan,study,and schedule additional capital improvements to maximize the FHA reduction as funding is secured from federal and state grants and/or Salt Lake City Department of Public Utilities(SLCDPU)capital funds.Phase 1 of the project is estimated to begin January 2023 and be completed by December 2026.This grant has a match requirement of$2,238,000.Salt Lake City identified$2 million from the first tranche of its American Rescue Plan Act State and Local Fiscal Recovery Funds.A public hearing was held on 12/7/21.Note that since the grant application was submitted last fall,the$2 million required match increased by$238,000.The grant is requesting $11.45 million of federal funding for a total project cost of$13.45 million.The increase will be covered by the Public Utilities Department's Capital Improvement Fund.A revised scope of work caused the increased costs and includes project elements that are ineligible for the federal grant funding. Section F: Donations (None) Section G: Council Consent Agenda No.3 G-1:National Renewal Energy Lab(NREL),Solar Energy Innovation Network(SEIN)Round 3 Multi-Stakeholder Team($166,979 from Miscellaneous Grants Fund) The Department of Sustainability applied for and received$166,979 in grant funding for the Solar Energy Innovation Network(SEIN)Round 3 Multi-Stakeholder Team grant program from the National Renewal Energy Laboratory.The funding will be used to increase uptake of commercial solar and/or storage in underserved communities through involvement from trusted stakeholders,community listening sessions,three to five solar and storage benefit case studies,and culturally relevant outreach tools and resources that address solar PV market barriers.Funding is allocated for:Travel$3,582 Three trips to Golden,Colorado for Team Lead(Senior Energy& Climate Program Manager)to participate in SEIN-hosted cohort peer exchange workings sessions and symposium. Contractual$163,397 Subrecipient contract to facilitate stakeholder convenings,guide case study assessments,and develop solar/storage resources,outreach materials,and deliverables.No match is required.A public hearing was held on 12/7/21 for this grant application. G-2: Utah State Department of Public Safety,Bureau of Forensic Services,FY21 Paul Coverdell Forensic Science Improvement Grant Program($7,500 from Miscellaneous Grants Fund) The Police Department is proposed as a sub-awardee in the Utah Department of Public Safety's Bureau of Forensic Services(UBFS)application for the FY21 Paul Coverdell Forensic Science Improvement Grant Program.The state's application includes$7,500 for the police department's Crime Laboratory to attain 2022 annual accreditation fee Page 19 through ANAB(ANSI National Accreditation Board)under ISO/IEC 17020:2012 requirement.The lab received their ANAB accreditation in June 2021.With the assessment fee and annual accreditation fee being paid with Coverdell 2020 funds,the costs for the first-year surveillance audit will be covered by this year's grant funds.A public hearing was held on 4/5/22. G-3:Utah Department of Health—Bureau of Emergency Medical Services(EMS) Grant, FY22 Per Capita Allocation($4,20o from Miscellaneous Grants Fund) Additional Funding of$4,200 has been awarded to this original grant bringing the total grant award amount to $14,450.This agenda item will increase the funding budget.The Fire Department applied for and was awarded $10,250 of grant funding from the Utah Department of Health,Bureau of Emergency Medical Services.This funding will be used towards the purchase of a 12-Lead Cardiac Monitor and medical supplies relating to the provision of Emergency Medical Services as funding permits.The public hearing for the original grant was held 2/16/21. Section I: Council Added Items I-1: RAISE Grant Match Increase($1.24 Million from Funding Our Future Revenues above Budget) The City is applying for a Rebuilding American Infrastructure with Sustainability and Equity(RAISE)Planning Grant administered by the U.S. Department of Transportation.The grant is funded by the recently passed bipartisan infrastructure law.If awarded,the funds would be used to study multiple potential infrastructure changes to improve east-west transportation and connectivity within the City.The additional funding would be used as local matching dollars to make the application more competitive.The local match would be approximately 20% of the$6.2 million total project funding.Funding Our Future sales tax revenues are currently projected above budget by$4,399,999.One of the four critical need categories is public transportation.If this item is approved,then Funding Our Future revenue would be estimated at$3,159,999 above budget for FY2022. I-2: One-time Transfer for TBD Capital Investments($io Million from Fund Balance to CIP Holding Account) This item would transfer$lo million from Fund Balance into a holding account in the CIP Fund.The holding account would not lapse to Fund Balance at the end of the fiscal year so the funding would remain available in FY2o23.The holding account approach preserves options for further discussions and information on uses. ATTACHMENTS 1. Item D-13: Images of Mobile Surveillance Trailer Cameras ACRONYMS ANAB—National Accreditation Board ANSI—American National Standard Institute ARPA—American Rescue Plan Act ATF—Alcohol,Tobacco,Firearms,and Explosives CAFR—Comprehensive Annual Financial Report CAN—Community and Neighborhoods Department CBIA—Central Business Improvement Area CCT—Community Connection Center CIP—Capital Improvement Program COVID—Name for the disease caused by the 2019 Novel Coronavirus FEMA—Federal Emergency Management Act FHA—Flood Hazard Area FTE—Full Time Equivalent Position FY—Fiscal Year GF—General Fund HUD—United States Housing and Urban Development Department IMS--Information Management Services NREL—National Renewal Energy Lab PPE—Personal Protective Equipment RAISE—Rebuilding American Infrastructure with Sustainability and Equity Page I io RDA—Redevelopment Agency SEIN—Solar Energy Innovation Network SIB—State Infrastructure Bank SLCDPU—Salt Lake City Department of Public Utilities UBFS—Utah Department of Public Safety's Bureau of Forensic Services UDOT—Utah Department of Transportation USAR—Utah Search and Rescue Page ii ERIN MENDENHALL MARY BETH THOMPSON Mayor Chief Financial Officerroi 71. DEPAPTMENTo FINANCE CITY COUNCIL TRANSMITTAL Date Received: Lisa Shaffer, Chief Administrative Officer Date sent to Council: TO: Salt Lake City Council DATE: March 30,2022 Dan Dugan, Chair FROM: Mary Beth Thompson, Chief Financial Officer th ` °d" SUBJECT: Budget Amendment#7 - Revised SPONSOR: NA STAFF CONTACT: John Vuyk, Budget Director(801) 535-6394 or Mary Beth Thompson(801) 535-6403 DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the City Council adopt the following amendments to the FY 2021-22 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $( 794,641.00) $ 843,298.00 SEWER FUND 157,874,000.00 874,000.00 WATER FUND 42,234,000.00 234,000.00 MISCELLANEOUS GRANT FUND 2,416,979.00 2,416,979.00 HOUSING FUND 0.00 2,800,000.00 CIP FUND 4,106,500.00 4,806,500.00 MISC,SPECIAL SERVICE DISTRICT FUND 500,000.00 500,000.00 IMS FUND 713,680.00 713,680.00 TOTAL $ 207,050,218.00 $ 13,188,157.00 DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET,ROOM 238 PO BOX 145467,SALT LAKE CITY,UTAH 84114-5455 TEL 801-535-6394 BACKGROUND/DISCUSSION: Revenue for FY 2021-22 Budget Adjustments The following chart shows a current projection of General Fund Revenue for fiscal year 2022. FY21-22 FY21-22 Amended Variance Annual Ammended Revised Favorable Revenue Budget Budget Forecast (Unfavorable) Property Taxes 112,726,044 112,726,044 112,726,044 - Sales and Use Tax 89,556,472 89,556,472 96,561,473 7,005,001 Franchise Tax 12,102,129 12,102,129 11,202,353 (899,776) PILOT Taxes _ 1,562,041 1,562,041 1,562,041 - TOTAL TAXES 215,946,686 215,946,686 222,051,911 6,105,225 License and Permits 29,904,360 29,904,360 35,971,991 6,067,631 Intergovernmental 4,644,018 5,134,865 4,853,182 (281,683) Interest Income 1,271,153 1,271,153 1,271,153 - Fines&Forfeiture 3,474,455 3,474,455 3,374,595 (99,860) Parking Meter Collection 2,693,555 2,693,555 2,693,555 - Charges and Services 3,934,570 3,934,570 4,568,553 633,983 Miscellaneous Revenue 3,372,272 3,772,272 4,399,436 627,164 Interfund Reimbursement 22,032,892 22,032,892 21,707,813 (325,079) Transfers 21,079,600 22,587,644 22,337,645 (249,999) TOTAL W/OUT SPECIAL TAX 308,353,561 310,752,452 323,229,834 12,477,382 Sales and Use Tax-1/2 cent _ 35,600,000 35,600,000 40,000,000 4,400,000 TOTAL GENERAL FUND 343,953,561 346,352,452 363,229,834 16,877,382 Projections for fiscal year 2021 were better than expected, while projections for fiscal year 2022 continue to trend above budget. The City is forecasting increases in most categories. Sales tax for the first quarter was well above budget and the prior year. However, franchise tax is lagging below budget from a decrease in water franchise ($704,000) and telephone ($218,000) franchise taxes. Licenses and Permits is coming in very strong. Licenses are above budget driven by increases in airport parking taxes and innkeepers tax. The City continues to see positive construction number leading permits to remain very strong with increases in plan check fees and building permits. Field reservations, land leases and building leases are leading to an increase in Charges, Fees and Rentals. Miscellaneous revenue is seeing an increase in fuel reimbursement and other utility reimbursements. These are offset by special event revenue due to a continued decrease in in person events in the City. Fines and Forfeitures are below budget from a decrease in moving violations and justice court fines. Interfund Reimbursement is below budget due to fire reimbursement from the airport which should show an increase next fiscal year. Including proposed changes for BA#7 and projected increases to revenue fund balance would be projected as follows for FY2022: 2021 Projection 2022 Projection FOF ai GF Only TOTAL FOF GF Only 1 TOTAL Beginning Fund Balance 6,625,050 82,617,126 89,242,176 12,114,190 104,171,780 116,285,970 Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (2,879,483) (15,335,334) (18,214,817) Prior Year Encumbrances (3,733,74 (6,165,453) (9,899,196) (1,879,654) (10,259,789 (12,139,443) Estimated Beginning Fund Balance 5,815,98' I 68,641,371 74,457,360 7,355,053 78,576,657 85,931,710 Beginning Fund Balance Percent 14.510 23.16% 22.13% 18.22°, 24.71% 23.98% Year End CAFR Adjustments I Revenue Changes - - I - - Expense Changes(Prepaids,Receivable,Etc.) 5,676,583) (5,676,583) (7,535,897 (7,535,897) Fund Balance w/CAFR Changes 5,815,98' j ,964,788 68,780,777 r,3 5 5,0 5-Timir 71,040,760 78,395,813 Final Fund Balance Percent 14.51', 21.24% 20.44% 18.22°, 22.34% 21.88% Budget Amendment Use of Fund Balance (1,000,001 15,858,313) (16,858,313) I BA#1 Revenue Adjustment I - - - BA#1 Expense Adjustment I - 5,138,235 5,138,235 BA#2 Revenue Adjustment - 490,847 490,847 BA#2 Expense Adjustment - (986,298) (986,298) BA#3 Revenue Adjustment - - - BA#3 Expense Adjustment I anii (1,000,000) (2,000,000) BA#4 Revenue Adjustment I - 1,508,044 1,508,044 BA#4 Expense Adjustment (4,242,779) (4,242,779) BA#5 Revenue Adjustment 400,000 400,000 BA#5 Expense Adjustment (400,000) (400,000) BA#6 Revenue Adjustment I - - - BA#6 Expense Adjustment I - (1,553,938) (1,553,938) BA#7 Revenue Adjustment I - j (794,641) (794,641) BA#7 Expense Adjustment - (843,298) (843,298) Change in Revenue 7,298,201 10,388,598 17,686,799 4,400,0 1' 12,477,382 16,877,382 Fund Balance Budgeted Increase - - - Adjusted Fund Balance 12,114,190 10 57,495,0731 69,609,263 10,755,053 81,234,314 1 91,989,367 Adjusted Fund Balance Percent 30.21% 19.40 20.69% 26.65% 25.55% 25.67% Projected Revenue L 40,095,707 296,422,89 336,518,601 40,359,137 317,980,599 358,339,736 Adjusted fund balance is projected to be at 25.67%. The Administration is requesting a budget amendment totaling $207,050,218.00 of revenue and expense of$13,188,157.00. The amendment proposes changes in eight funds, with one new FTE to help with cyber security. The amendment also includes the use of$843,298.00 from the General Fund fund balance. The proposal includes 25 initiatives for Council review. A summary spreadsheet document, outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget opening is separated in eight different categories: A. New Budget Items B. Grants for Existing Staff Resources C. Grants for New Staff Resources D. Housekeeping Items E. Grants Requiring No New Staff Resources F. Donations G. Council Consent Agenda Grant Awards I. Council Added Items PUBLIC PROCESS: Public Hearing �. aw SALT LAKE CITY ORDINANCE No. of 2022 Seventh amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-2022 In June of 2021, the Salt Lake City Council adopted the final budget of Salt Lake City, Utah, including the employment staffing document, effective for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-118 of the Utah Code. The City's Budget Director, acting as the City's Budget Officer,prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 32 of 2021. SECTION 2. Adoption of Amendments. The budget amendments, including amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including the amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this day of , 2022. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor's Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER Salt Lake City Attorney's Office Approved As To Form (SEAL) Bill No. of 2022. Senior City Attorney Published: 2 Fiscal Year 2021-22 Budget Amendment#7 Administration Proposed Council Approved Expenditure Expenditure Ongoing or One- Initiative Number Name Fund Revenue Amount Amount Revenue Amount Amount time FTEs Section A: New Items 1 Open Space Acquisition CIP - 700,000.00 One-time - 2 Cottonwood Park Bridge Rebuild GF - (195,000.00) One-time - 2 Cottonwood Park Bridge Rebuild GF - 195,000.00 One-time - 2 Cottonwood Park Bridge Rebuild CIP 195,000.00 195,000.00 One-time - 3 UDOT Pass-Through Funds-RAC Access CIP 1,000,000.00 1,000,000.00 One-time - Road 4 Withdrawn prior to transmittal 5 Road Cost Center Adjustments-Class C CIP - (611,749.00) One-time - 5 Road Cost Center Adjustments-Class C CIP - 611,749.00 One-time 6 Leonardo Flood Damage Repair GF - 300,000.00 One-time - 6 Leonardo Flood Damage Repair CIP 300,000.00 300,000.00 One-time - 7 Cyber Security Portfolio Expansion IMS 500,000.00 500,000.00 One-time - 7 Cyber Security Portfolio Expansion IMS 188,605.00 188,605.00 One-time - 7 Cyber Security Portfolio Expansion IMS 25,075.00 25,075.00 Ongoing 1.00 7 Cyber Security Portfolio Expansion GF - 713,680.00 =Section B:Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping 1 Youth&Family,Salt Lake County Central GF 37,892.00 37,892.00 One-time - City Damages Payment 2 Withdrawn Prior to Transmittal 3 UTA Sponsored Routes-Encumbrance GF - 184,259.00 One-time - Carryforward 4 Fire-Wildland Deployment GF 653,571.00 653,571.00 One-time - Reimbursements 5 Fire-Other Reimbursements GF 21,896.00 21,896.00 One-time - 6 Remove Transfers for ARPA Funding GF (1,508,000.00) (1,508,000.00) One-time - 7 700S.Corridor Preservation Funds CIP 611,500.00 611,500.00 One-time - Reimbursement 8 Transfer to Sustainability GF - 440,000.00 One-time 9 Public Utilities Revenue Bonds Sewer 157,874,000.00 874,000.00 One-time 9 Public Utilities Revenue Bonds Water 42,234,000.00 234,000.00 One-time - 10 Police Budget Reallocation for Workers GF - (199,500.00) One-time - Compensation 10 Police Budget Reallocation for Workers GF - 199,500.00 One-time - Compensation 11 Budget Reallocation for CCT Supplies and GF - (480,000.00) One-time - Lease Improvements 11 Budget Reallocation for CCT Supplies and GF - 480,000.00 One-time - Lease Improvements 12 Central Business Improvement Area(CBIA) Misc Special Sery 500,000.00 500,000.00 One-time - 2022 Budget 1 Fiscal Year 2021-22 Budget Amendment#7 Administration Proposed Council Approved Expenditure Expenditure Ongoing or One- Initiative Number Name Fund Revenue Amount Amount Revenue Amount Amount time FTEs 13 Funding for Trailer Cameras Utilizing GF - (383,160.00) One-time - Attrition Savings 13 Funding for Trailer Cameras Utilizing GF - 383,160.0o One-time - Attrition Savings 14 Housing Trust Fund Transfer to RDA Housing - 2,800,000.0o One-time - Section E: Grants Requiring No New Staff Resources 1 State of Utah,Governor's Office of Planning CIP 2,000,000.00 2,000,000.00 One-time - and Budget,Granary District Flood Plain Mitigation 1 State of Utah,Governor's Office of Planning Misc Grants 2,238,000.00 2,238,000.0o One-time and Budget,Granary District Flood Plain Mitigation Section F: Donations 11 WI Section G: Council Consent Agenda--Grant Awards Consent Agenda#5 1 National Renewal Energy Lab(NREL),Solar Misc Grants 166,979.00 166,979.00 One-time - Energy Innovation Network(SEIN)Round 3 Multi-Stakeholder Team Consent Agenda#6 2 Utah State Dept.of Public Safety,Bureau of Misc Grants 7,500.00 7,500.0o One-time - Forensic Services,FY21 Paul Coverdell Forensic Science Improvement Grant Program 3 Utah Department of Health-Bureau of Misc Grants 4,200.00 4,200.00 One-time - Emergency Medical Services(EMS)grant, FY22 Per Capita Allocation Section I: Council Added Items Total of Budget Amendment Items 20'7,050,218.0o 13,188,157.00 - - 1.00 Administration Proposed Council Approved Expenditure Expenditure Ongoing or One- Initiative Number Name Fund Revenue Amount Amount Revenue Amount Amount time FTEs Total by Fund Class,Budget Amendment#7: General Fund GF (794,641.00) 843,298.0o - - - Public Utilities:Sewer Sewer 157,874,000.0o 874,000.00 - - - Public Utilities:Water Water 42,234,000.00 234,000.00 - - - Miscellaneous Grants Fund Misc Grants 2,416,679.00 2,416,679.00 - - - Housing Fund Housing - 2,800,000.00 - - - CIP Fund CIP 4,106,500.00 4,806,500.00 - - - Misc Special Service Districts Misc Special Sery 500,000.00 500,000.00 - - - IMS Fund IMS 713,680.00 713,680.00 - - too Total of Budget Amendment Items 207,050,218.00 13,188,157.0o - - 1.00 2 Fiscal Year 2021-22 Budget Amendment#7 Current Year Budget Summary,provided for information only FY2021-22 Bud.et,Includin.Bud.etAmendments FY 2021-22 BA#1 Total BA#2 Total BA#3 Total BA#4 Total BA#5 Total nn Total Through Adopted Budget BA#5 General Fund(FC io) 367,582,070 (5,138,235.00) 986,298.00 2,000,000.00 4,242,779.00 400.000.00 j/0,0,2,912.00 Curb and Gutter(FC 20) 3,000 3,000.00 DEA Task Force Fund(FC 41) 2,033,573 2,033,573.00 Misc Special Service Districts(FC 46) 1,550,000 1,550,000.00 Street Lighting Enterprise(FC 48) 5,699,663 7,098.00 5,706,761.00 Water Fund(FC 51) 127,365,555 460,716.00 18,118.00 127,844,389.00 Sewer Fund(FC 52) 268,213,796 221,826.00 7,941.00 268,443,563.00 Storm Water Fund(FC 53) 19,201,013 19,705.00 2,278.00 19,222,996.00 Airport Fund(FC 54,55,56) 706,792,500 1,350,949.00 39,790.00 708,183,239.00 Refuse Fund(FC 57) 24,713,505 36,538.00 4,109.00 24,754,152.00 Golf Fund(FC 59) 9,697,417 19,649.00 88,749.00 1,802,257.00 11,608,072.00 E-911 Fund(FC 6o) 4,056,856 4,056,856.00 Fleet Fund(FC 61) 28,090,576 18,999.00 112,646.00 423,258.00 28,645,479.00 IMS Fund(FC 65) 24,302,487 219,193.00 135,492.00 24,657,172.00 County Quarter Cent Sales Tax for 5,307,142 5,307,142.00 Transportation(FC 69) CDBG Operating Fund(FC 71) 5,341,332 5,341,332.00 Miscellaneous Grants(FC 72) 18,684,617 10,427,551.76 1,522,743.00 11,151,215.48 3,447,000.00 45,233,127.24 Other Special Revenue(FC 73) 273,797 273,797•00 Donation Fund(FC 77) 2,752,565 2,752,565.00 Housing Loans&Trust(FC 78) 16,121,000 16,121,000.00 Debt Service Fund(FC 81) 31,850,423 26,165,000.00 58,015,423.00 CIP Fund(FC 83,84&86) 29,503,216 (150,753.00) 23,400,000.00 52,752,463.00 Governmental Immunity(FC 85) 2,933,913 24,843.00 2,958,756.00 Risk Fund(FC 87) 52,939,489 19,705.00 212,897.00 53,172,091.00 Total of Budget Amendment Items 1,755,009,505 7,688,537.76 2,559,683.00 2,000,000.00 67,605,134.48 3,847,000.00 1,838,709,860.24 3 Fiscal Year 2021-22 Budget Amendment#7 A A Total Through BA#6 Total BA#7 Total ^^Total Through BA#5 A BA#6^A General Fund(FC in) 370,072,912.00 1,528,938.00 843,298.00 372,445,148.00 Curb and Gutter(FC 20) 3,000.00 3,000.00 DEA Task Force Fund(FC 41) 2,033,573.00 2,033,573.00 Misc Special Service Districts(FC 46) 1,550,000.00 500,000.00 2,050,000.00 Street Lighting Enterprise(FC 48) 5,706,761.00 5,706,761.00 Water Fund(FC 51) 127,844,389.00 234,000.00 128,078,389.00 Sewer Fund(FC 52) 268,443,563.00 874,000.00 269,317,563.00 Storm Water Fund(FC 53) 19,222,996.00 19,222,996.00 Airport Fund(FC 54,55,56) 708,183,239•00 708,183,239.00 Refuse Fund(FC 57) 24,754,152.00 24,754,152.00 Golf Fund(FC 59) 11,608,072.00 11,608,072.00 E-911 Fund(PC 6o) 4,056,856.00 4,056,856.00 Fleet Fund(FC 61) 28,645,479.00 987,576.00 29,633,055.00 IMS Fund(FC 65) 24,657,172.00 219,338.00 713,680.00 25,590,190.00 County Quarter Cent Sales Tax for 5,307,142.00 5,307,142.00 CDBG Operating Fund(FC 71) 5,341,332.00 5,341,332.00 Miscellaneous Grants(FC 72) 45,233,127.24 7,227,652.00 2,416,679.00 54,877,458.24 Other Special Revenue(FC 73) 273,797.00 273,797.00 Donation Fund(FC 77) 2,752,565.00 2,752,565.00 Housing Loans&Trust(FC 78) 16,121,000.00 32,495.00 2,800,000.00 18,953,495.00 Debt Service Fund(FC 81) 58,015,423.00 7,000,000.00 6 0l 5, 5,423.00 CIP Fund(FC 83,84&86) 52,752,463.00 1,013,616.75 4,806,500.00 58,572,579.75 Governmental Immunity(FC 85) 2,958,756.00 2,958,756.00 Risk Fund(FC 87) 53,172,091.00 53,172,091.00 Total of Budget Amendment Items 1,838,709,860.24 18,009,615.75 13,188,157.00 - - - 1,869,907,632.99 BA#4,BA#5 and BA#6 remain open with the City Council. Budget Manager Analyst,City Council Contingent Appropriation 4 Salt Lake City FY2021-22 Budget Amendment #7 Initiative Number/Name Fund Amount Section A:New Items A-1: Open Space Acquisition Impact Fees $700,000.00 Department:Public Lands Prepared B:Kat Maus For Questions Please Include:Gregg Evans,Kristin Riker,Kat Maus,Lewis Kogan Public Lands is requesting an FY 2022 budget amendment for$700,000 in unallocated impact fees finding to acquire property to be preserved as open space. Details on the specific property will be discussed in a Council closed session meeting. A-2: Cottonwood Park Bridge Rebuild GF -$195,000.00 GF $195,000.00 CIP $195,000.00 Department:Public Lands Prepared By:Gregg Evans For Questions Please Include:Gregg Evans,Kristin Riker,Lee Bollwinkel The Public Lands Department is requesting a budget amendment of$195,00o to transfer general funds to POL CIP deferred maintenance fund.On November 6th,a windstorm upturned a large tree on top of the pedestrian bridge by Cottonwood Dog Park. This bridge is the main access for the dog park for residents over the Jordan River. A structural engineer has deemed that one side of the bridge can remain open to pedestrians to allow access.The engineer has also determined the bridge stability has been compromised to a level that it is unsafe for Parks vehicles to travel over this bridge,inhibiting maintenance vehicles from crossing.One of the two supporting braces on the bridge has been crushed and so the bridge can handle light pedestrian traffic but no vehicle use. The structural engineer determined that the cost of replacement of the brace is as much as the replacement of the bridge.Parks staff have barricaded the damaged side of the bridge to keep pedestrians away from the broken area for now.The bridge needs to be replaced as soon as possible as it is unclear how weather and use of the bridge may impact the bridge stability. Public Lands will continue to monitor the bridge safety until it can be replaced. Public Lands is proposing to use anticipated year-end savings as a source of funding for this bridge reconstruction. The funds would be transferred from Public Lands to the CIP Maintenance Fund. A-3:UDOT Pass-Through Funds—RAC Access Road CIP $1,000,000.00 Department:Public Services Prepared By:Dustin Petersen For Questions Please Include:Dustin Petersen,Matt Cassell In 2021,Utah State Legislature Senate Bill 3 allocated funds for a road connecting Rose Park Lane to Redwood Rd at 2600 North.An agreement between UDOT and the City has been executed for the City to receive the funds and to manage the project design and the funds have already been transferred. A-4:Withdrawn prior to transmittal A-5: Road Cost Center Adjustments —Class C CIP -$611,749.00 CIP $611,749.00 Department:Public Services Prepared By:Dustin Petersen For Questions Please Include:Dustin Petersen,Matt Cassell Public Services Engineering Division is requesting to revise the scope of Class C funds.Funds for 130o East Projects -Cost Centers 8317035 in the amount of$39,051.55 and 8318154 in the amount of$572,697.11. Both of these cost centers are Class C funds. The 1300 East project was a partially federally funded project and has been completed two years ago but is 1 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount still not closed out by UDOT. Closeout is imminent. Staff is asking that these funds be moved from the i3oo East Class C cost centers to a new contingency Class C cost center. A-6: Leonardo Flood Damage Repair GF $300,000.00 CIP $300,000.00 Department:CAN Prepared By:Brent Beck For Questions Please Include:Brent Beck, Tammy Hunsaker,Shellie Petersen Flooding occurred at the Leonardo in July of 2021 due to a heavy rainstorm.The total anticipated cost of reconstruction is approximately$300,000. Real Estate Service will manage the reconstruction since the Leonardo is a city-owned building leased to a tenant. Funding will be transferred from the General Fund to a CIP Maintenance Fund cost center Real Estate Services utilizes for leased building repairs. A-7: Cyber Security Portfolio Expansion IMS $500,000.00 IMS $188,605.00 IMS $25,075.00 GF $713,680.00 Department:IMS Prepared By:Joseph Anthony For Questions Please Include:Joseph Anthony,Aaron Bentley,Mary Beth Thompson Salt Lake City is a major government organization that has a robust network with a vast array of valuable data and processes that are reliant on the network.This is a request to get the city's endpoint management upgraded due to current cyber security threats and a vast array of threats that are currently being seen throughout the industry. We are requesting$500,00o to secure a contract for a SIEM(Security Incident and Event Management)security suite to actively monitor and respond to security events across the network that pose a risk to the city's network reliability.A SOC (Security Operations Center)will be created to mitigate and monitor the active threats against the network.We are also requesting an additional 75,00o for penetration testing and vulnerability scanning of our security posture,both internally and externally. Desktop/Laptop management expansion$65,800. The City's Desktop Security solution needs additional licensing or a "true up". Our current system has 2350 licenses,and we need to expand that to 3350(woo additional licenses). This software provides patch management to the primary devices(pcs and laptops)across the City. As Microsoft updates come out monthly(sometimes weekly)this software enables us to patch the devices across the network without having to touch every device individually. Security Suite additional software for desktops/laptops $47,805. This software is an expansion of the above desktop/laptop management software. It will allow us to tighten the security on these devices such as disabling USB connected peripherals,change administrative permissions for applications to install and run and allows enhanced control of the operating systems among other functionalities. To maintain these improvements an additional Cyber Security Engineer FTE will be needed. Annual maintenance will vary greatly based on the SIEM solution that is chosen but may be as much as$250,00o per year on an ongoing basis. Costs will initially be covered through a transfer from the general fund.Actual costs will be allocated across all funds based on usage. 2 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount Section B: Grants for Existing Staff Resources Section C: Grants for New Staff Resources Section D: Housekeeping D-1:Youth&Family,Salt Lake County Central City GF $37,892.00 Damages Payment Department:CAN Prepared By:Ken Perko For Questions Please Include:Ken Perko,Brent Beck,Blake Thomas, Orion Goff Youth and Family has partnered with Salt Lake County at the Central City Recreation Center since 2003 to provide youth and teen programs.Salt Lake City has provided staffing and purchased program supplies and furnishings while Salt Lake County has provided the space to operate the programs.In March,2020 all in-person Youth and Family programming was halted. The County then contracted with the Salt Lake County Health Department to provide a space for homeless individuals who were Covid positive but did not need hospitalization. The health department moved out after a few months and the Center sat empty. Shortly thereafter,the Center was broken into and as a result sustained significant damage to the building and interior contents including a good portion of the equipment and furnishings that the City had paid for.This settlement payment of$37,892.0o is a reimbursement for the damaged equipment and supplies. D-2:Withdrawn Prior to Transmittal D-3: UTA Sponsored Routes—Encumbrance Carryforward GF $184,259.00 Department:Non-Departmental Prepared By:Sharon Mangelson For Questions Please Include: Sharon Mangelson,Mary Beth Thompson During encumbrance carry forwards Finance forgot to include the remaining encumbrance from FY 2021 in the amount of $184,259 to cover the contract cost. D-4:Wildland Deployment Reimbursements GF $653,571.00 Department:Fire Prepared By: Clint Rasmussen For Questions Please Include:Clint Rasmussen,Karl Lieb Personnel were deployed several times during the Summer of 2021 to assist in wildland firefighting. Beginning in July, SLCFD sent 6 individuals to Montana. Another crew of 3 were then sent to California in August and fulfilled a 2-week deployment. A third crew of 6 were then sent to swap them out at the end of August and continued wildland duties into September. All costs associated with these deployments will be reimbursed to Salt Lake City and will have a matching revenue offset budget. The Administration is asking the City Council to approve this request to offset personnel costs that include overtime,benefits,and backfill. This proposal will make the Fire Department whole as well as the General Fund. Expenses Montana Wildfire-July 2021 $270,921 California Wildfire-August 2021 $126,693 California Wildifire-Aug/Sept 2021 $255,957 Total Expense Incurred $653,571 D-5: Fire—Other Reimbursements GF $21,896.00 Department:Fire Prepared By:Clint Rasmussen 3 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount For Questions Please Include:Clint Rasmussen,Karl Lieb The Fire Department has provided several services in which it expects to receive a reimbursement including training backfill costs incurred on behalf of Utah Search and Rescue(USAR),Fire investigation overtime incurred on behalf of the Bureau of Alcohol,Tobacco, Firearms,and Explosives(ATF),and finally cost recovery efforts from negligent accidents/incidents.This will have a matching revenue offset budget. Utah Search and Rescue(USAR)Training/Backfill $2,936.37 Bureau of Alcohol,Tobacco,Firearms,and Explosives(ATF)Reimbursement $10,777.24 Cost Recovery: Incline Terrace Apartments-requested Fire Watch $6,432.00 Swift Water Rescue&Recovery on 12/11/21 $1,749.98 Total Reimbursement $21,895.59 D-6: Remove Transfers for ARPA Funding GF -$1,508,000.00 Department:Multiple Prepared By:John Vuyk For Question Please Include:John Vuyk,Mary Beth Thompson To ensure compliance with federal reporting all grant related expenses will remain in the grant fund.In BA#4 the Administration proposed transferring ARPA funds to the General Fund and the Fleet Fund.This amendment is to remove those transfers in the General Fund. D-7: 70o S.Corridor Preservation Funds Reimbursement CIP $611,500.00 Department:Public Services Prepared By:Dustin Petersen For Questions Please Include:Dustin Petersen,Jorge Chamarro,Holly Draney, Obreeae Hardy In March 2021 an administrative transmittal was sent to Council to enter into an Interlocal agreement with Salt Lake County for reimbursement of land purchase for the 70o South road construction project.Salt Lake City Council approved the Interlocal Agreement with Salt Lake County on April 20,2021 to transfer the funds to the City. Funds of$611,5oo have been received and are needed to complete the project. D-8:Transfer to Sustainability GF $440,000.00 Department:Non-Departmental Prepared By:John Vuyk For Questions Please Include:John Vuyk,Mary Beth Thompson During the FY2o22 budget the administration and Council were briefed that a transfer of$440,00o would be made from the General Fund to the Sustainability Fund.This transfer was not included in the budget adoption,this amendment formalizes that transfer. D-9: Public Utilities Revenue Bonds Sewer $874,000.00 Water $234,000.00 Department:Public Utilities Prepared By:Mark Christensen For Questions Please Include:Mark Christensen, Laura Briefer,Lisa Tarufelli,Jamey West,Tamara Prue In order to adequately finance the construction of the new Water Reclamation Facility and to lock in a favorable interest rate,the Sewer and Water Utilities are planning to issue Revenue Bonds in June 2022 instead of two separate issuances in FY 2022 and FY 2o23. 4 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount D-io: Police Budget Reallocation for Workers Compensation GF -$199,500.00 GF $199,500.00 Department:Police Prepared By:Shellie Dietrich For Questions Please Include: Shellie Dietrich,Mary Beth Thompson The Police Department is requesting a change in budget to cover the costs associated with a workers compensation settlement.The Department will utilize attrition from vacant positions that have not been able to fill to fund the expense. No additional budget is being requested. D-11: Budget Reallocation for CCT Supplies and Lease GF -$480,000.00 Improvements GF $480,000.00 Department:Police Prepared By Shellie Dietrich For Questions Please Include: Shellie Dietrich,Mary Beth Thompson In the FY 22 budget,the Police Department was allocated budget for 12 FTE's in the Social Work Program.Budget for uniform,equipment,supplies,IMS,Fleet was not included.Also in the Lease allocation for the Community Connection Center leasehold improvement was not included.The Police Department is requesting a change in budget to cover the estimated costs of moving, leasehold improvements including IMS connectivity,WiFi,desks and cubicles for the new lease space,security,social work vehicles(2 shared),computers,supplies,radios and training. The Police Department will utilize attrition from the vacant positions that have not been able to fill to fund the needs of this program.No additional budget is being requested. D-12:Central Business Improvement Area(CBIA) Misc Special Sery $500,000.00 2022 Budget Department:Economic Development Prepared By:Marina Scott/Jolynn Walz For Questions Please Include:Marina Scott,Jolynn Walz,Lorena Riffo-Jensen,Mary Beth Thompson The Administration is requesting the approval of a budget to collect new CBIA-22 assessment and pay contractual obligations to the Downtown Alliance Inc.The current assessment area CBIA-19 expires April 21,2022.The City Council re-established a special assessment CBIA-22 for a three-year period to continue collection of assessment funds and allow the continuation of marketing,promotion,advocacy and other benefits to the City and downtown property owners and businesses.The new assessment ordinance was adopted and bills to the property owners will go out in the beginning of April 2022. D-13:Funding for Trailer Cameras Utilizing Attrition GF -$383,160.00 Savings GF $383,160.00 Department:Police Prepared By:Shellie Dietrich For Questions Please Include: Shellie Dietrich The Police Department is requesting a change in budget to utilize attrition savings to purchase 8 trailer cameras to provide coverage across all council districts. The Police Department will utilize attrition from vacant positions that have not been able to fill to fund the expense.No additional budget is being requested. D-14:Housing Trust Fund Transfer to RDA Housing $2,800,000.00 Department:Community and Neighborhoods Prepared By:Suzanne Swanson For Questions Please Include:Mary Beth Thompson,Suzanne Swanson,Mike Burns As requested by Council,budget amendment transfers the Housing Trust Fund loans and associated cash to the RDA.The $2,800,00o amount on the budget amendment is to move the cash in the current Housing Trust Fund cost centers to the 5 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount RDA.Approximately$2o million of loan receivables will also be transferred.As these are balance sheet accounts they do not affect budgets.Any remaining balance sheet items and cash that comes in will subsequently be transferred to the RDA. Section E: Grants Requiring No New Staff Resources E-i: State of Utah, Governor's Office of Planning and Budget, Granary District Flood Plain Mitigation CIP $2,000,000.00 Misc Grants $2,238,000.00 Department:Finance Prepared By:Melyn Osmond For Questions Please Include:Melyn Osmond,Elizabeth Gerhart The Salt Lake City Department of Public Utilities received$2,000,000 for the Granary District Flood Plain Mitigation and Re-Mapping. Granary District Floodplain Mitigation and Re-Mapping is a phased planning,permitting,and capital improvement project to reduce the Federal Emergency Management Act(FEMA)designated 750-acre Flood Hazard Area(FHA)concentrated in the Granary District and the adjacent stretch of the Jordan River.There are at least 1,182 properties partially or completely within the FHA.The flood hazard risk is substantial and limits new development.The project area is approximately 5,700 acres.The project under this Agreement will only cover Phase 1 for planning,design,and constructing water quality and storage facilities.Future Phase 2 will plan,study,and schedule additional capital improvements to maximize the FHA reduction as funding is secured from federal and state grants and/or Salt Lake City Department of Public Utilities (SLCDPU)capital funds.Phase 1 of the project is estimated to begin January 2023 and be completed by December 2026. This grant has a match requirement of$2,238,000. Salt Lake City identified$2 million from the first tranche of its American Rescue Plan Act State and Local Fiscal Recovery Funds. A public hearing was held on 12/7/21 on the grant application for this award. Section F: Donations 6 Salt Lake City FY2o21-22 Budget Amendment #7 Initiative Number/Name Fund Amount Section G: Consent Agenda Consent Agenda#5 G-1:National Renewal Energy Lab(NREL),Solar Energy Innovation Network(SEIN)Round 3 Multi- Misc Grants $166,979.00 Stakeholder Team Department:CAN(Youth&Family) Prepared By:Christopher Thomas/Melyn Osmond The Department of Sustainability applied for and received$166,979 in grant funding for the Solar Energy Innovation Network(SEIN)Round 3 Multi-Stakeholder Team grant program from the National Renewal Energy Laboratory.The funding will be used to increase uptake of commercial solar and/or storage in underserved communities through involvement from trusted stakeholders,community listening sessions,three to five solar and storage benefit case studies, and culturally relevant outreach tools and resources that address solar PV market barriers.Funding is allocated for: Travel$3,582 Three trips to Golden,Colorado for Team Lead(Senior Energy&Climate Program Manager)to participate in SEIN-hosted cohort peer exchange workings sessions and symposium. Contractual$163,397 Subrecipient contract to facilitate stakeholder convenings,guide case study assessments,and develop solar/storage resources,outreach materials,and deliverables.No match is required.A public hearing was held on 12/7/21 for this grant application. Consent Agenda#6 G-2: Utah State Dept. of Public Safety,Bureau of Misc Grants $7,500.00 Forensic Services,FY21 Paul Coverdell Forensic Science Improvement Grant Program Department: Police Prepared By:Jordan Smith/Ann Garcia The police department is proposed as a sub-awardee in the Utah Department of Public Safety's Bureau of Forensic Services (UBFS)application for the FY21 Paul Coverdell Forensic Science Improvement Grant Program.The state's application includes$7,50o for the police department's Crime Laboratory to attain 2022 annual accreditation fee through ANAB (ANSI National Accreditation Board)under ISO/IEC 17020:2012 requirement. The lab received their ANAB accreditation in June 2021.With the assessment fee and annual accreditation fee being paid with Coverdell 2020 funds,the costs for the first-year surveillance audit will be covered by this year's grant funds. A match is not required for this award. G-3: Utah Department of Health-Bureau of Misc Grants $4,200.00 Emergency Medical Services(EMS)grant, FY22 Per Capita Allocation Department:Fire Prepared By:Brittany Blair/Melyn Osmond ***Additional Funding of$4,20o has been awarded to this original grant bringing the total grant award amount to $14,450** This agenda item is to increase the funding budget. The Fire Department applied for and was awarded$10,250 of grant funding from the Utah Department of Health,Bureau of Emergency Medical Services.This funding will be used towards the purchase of a 12-Lead Cardiac Monitor and medical supplies relating to the provision of Emergency Medical Services as funding permits. lErletriMi 7 Impact Fees - Summary Confidential Data pulled 03/16/2022 Unallocated Budget Amounts:by Major Area Area Cost Center UnAllocated Notes: Cash Impact fee-Police 8484001 $ 524,230 A Impact fee-Fire 8484002 $ 808,770 B Impact fee-Parks 8484003 $ 13,256,676 c Impact fee-Streets 8484005 $ 7,147,853 D $ 21,737,529 E=A+B+C+D Expiring Amounts:by Major Area,by Month Calendar Fiscal Total Month Quarter Police Fire Parks Streets 202107(Jul2021) 2022Q1 $ - $ - $ - $ - $ - 202108(Aug2021) 2022Q1 $ - $ - $ - $ - $ - 202109(Sep2021) 2022Q1 $ - $ - $ - $ - $ - 202110(Oct2021) 2022Q2 $ - $ - $ - $ - $ - N 202111(Nov2021) 2022Q2 $ - $ - $ - $ - $ - N202112(Dec2021) 2022Q2 $ - $ - $ - $ - $ - LL 202201(Jan2022) 2022Q3 $ - $ - $ - $ - $ - 202202(Feb2022) 2022Q3 $ $ $ $ $ Current Month 202203(Mar2022) 2022Q3 $ - $ - $ - $ - $ - 202204(Apr2022) 2022Q4 $ - $ - $ - $ - $ - 202205(May2022) 2022Q4 $ - $ - $ - $ - $ - 202206(Jun2022) 2022Q4 $ - $ - $ - $ - $ - 202207(Jul2022) 2023Q1 $ - $ - $ - $ - $ - 202208(Aug2022) 2023Q1 $ - $ - $ - $ - $ - 202209(Sep2022) 2023Q1 $ - $ - $ - $ - $ - 202210(Oct2022) 2023Q2 $ - $ - $ - $ - $ - M 202211(Nov2022) 2023Q2 $ - $ - $ - $ - $ - O 202212(Dec2022) 2023Q2 $ - $ - $ - $ - $ - NI 202301(Jan2023) 2023Q3 $ - $ - $ - $ - $ - 202302(Feb2023) 2023Q3 $ $ $ $ $ 202303(Mar2023) 2023Q3 $ - $ - $ - $ - $ - 202304(Apr2023) 2023Q4 $ - $ - $ - $ - $ - 202305(May2023) 2023Q4 $ - $ - $ - $ - $ - 202306(Jun2023) 2023Q4 $ - $ - $ - $ - $ - 202307(Jul2023) 2024Q1 $ - $ - $ - $ - $ - 202308(Aug2023) 2024Q1 $ - $ - $ - $ - $ - 202309(Sep2023) 2024Q1 $ - $ - $ - $ - $ - 202310(Oct2023) 2024Q2 $ - $ - $ - $ - $ - 71- 202311(Nov2023) 2024Q2 $ - $ - $ - $ - $Nl - O 202312(Dec2023) 2024Q2 $ - $ - $ - $ - $ - CNI 202401(Jan2024) 2024Q3 $ - $ $ - $ -- $ - 202402(Feb2024) 2024Q3 $ $ - $ $ $ 202403(Mar2024) 2024Q3 $ - $ - $ - $ - $ - 202404(Apr2024) 2024Q4 $ - $ - $ - $ - $ - 202405(May2024) 2024Q4 $ - $ - $ - $ - $ - 202406(Jun2024) 2024Q4 $ - $ - $ - $ - $ - Total,Currently Expiring through June 2021 $ 0 $ - $ - $ - $ 0 Impact Fees Confidential Data pulled 03/16/2022 AAA BBB CCC DDD=AAA-BBB-CCC Allocation Allocation Allocation UnAllocated Police Budget Amended Encumbrances YTD Expenditures Remaining Budget Amount Appropriation Sum of Police Allocation Sum of Police Allocation Sum of Police Allocation Description Cost Center Budget Amended Encumbrances Sum of Police Allocation YTD Expenditures Remaining Appropriation Impact fee-Parks 8484003 $ - $ - $ - $ - Impact fee-Police 8484001 $ - $ - $ - $ - Eastside Precint 8419201 $ 21,639 $ 21,639 $ - $ - ReimbExcessPoliceCapadtyIF 8422800 $ 1,898,497 $ - $ 1,898,497 $ - PolicePreti 524,230nctLandAquisition 8419011 $ 239,836 $ 239,836 $ - $ - P Impact fee-Streets Westside 8484005 $ - $ - $ - $ - Police'sConsultant'sContract 8419205 $ 3,565 $ - $ 3,565 $ - 8484001 A Pudic Safety Building Replann 8405005 $ 14,068 $ 14,068 $ - $ 0 Police Impact Fee Refunds 8421102 $ 338,448 $ - $ 68,100 $ 270,347.94 Allocation Allocation Allocation Budget Amended Encumbrances YTD Expenditures Remaining Fire Appropriation IV Sum of Fire Allocation Sum of Fire Allocation Sum of Fire Allocation Description Cost Center Budget Amended Encumbrances Sum of Fire Allocation YTD Expenditures Remaining Appropriation Fire refunds 8416007 $ 82,831 $ - $ - $ 82,830.52 Fire Station#14 8415001 $ 6,083 $ 6,083 $ - $ - Fire Station#14 8416006 $ 44,612 $ - $ - $ 44,612 Fire Station#3 8415002 $ 1,568 $ - $ - $ 1,568 ,770 Fire Station#3 8416009 $ 565 $ 96 $ - $ 469 $V$808 V Impact fee-Are 8484002 $ - $ - $ - $ - Impact fee-Parks 8484003 $ - $ - $ - $ - Impact fee-Streets Westside 8484005 $ - $ - $ - $ - 8484002 B Study for Fire House#3 8413001 $ 15,700 $ - $ - $ 15,700 Fire'sConsultant'sContract 8419202 $ 4,941 $ 3,021 $ 1,862 $ 58 Allocation Allocation Allocation Parks Budget Amended Encumbrances YTD Expenditures Remaining Appropriation Sum of Parks Allocation Sum of Parks Allocation Sum of Parks Allocation Ir Description Cost Center Budget Amended Encumbrances Sum of Parks Allocation YTD Expenditures Remaining Appropriation JR Boat Ram 8420144 $ 15,561 $ 7,798 $ 7,763 $ - Warm Springs Off Leash 8420132 $ 20,411 $ - $ 20,411 $ - Cnty#2 Match 3 Creek Confluen 8420426 $ 88 $ - $ 88 $ - Fairmont Park Lighting Impr 8418004 $ 49,752 $ 12,155 $ 37,597 $ - Fisher Carriage House 8420130 $ 1,098,764 $ 875,563 $ 223,201 $ - Impact fee-Parks 8484003 $ - $ - $ - $ - Impact fee-Streets Westside 8484005 $ - $ - $ - $ - Park'sConsultant'sContract 8419204 $ 4,857 $ 2,596 $ 2,219 $ 42 Folsom Trail/City Creek Daylig 8417010 $ 146 $ - $ - $ 146 Cwide Dog Lease Imp 8418002 $ 23,530 $ 23,000 $ - $ 530 Rosewood Dog Park 8417013 $ 1,110 $ - $ - $ 1,110 Jordan R 3 Creeks Confluence 8417018 $ 1,570 $ - $ - $ 1,570 Wate.park Redevelopment Man 8421402 $ 224,247 $ 148,037 $ 74,564 $ 1,646 Mine park 8416005 $ 21,958 $ 17,010 $ 2,692 $ 2,256 Jordan RTrail Land Acquisite 8417017 $ 2,946 $ - $ - $ 2,946 Rid.Prk Comm Garden 8420138 $ 12,795 $ 4,328 $ - $ 8,467 Redwood Meadows Park Dev 8417014 $ 9,350 $ - $ - $ 9,350 $ 13,256,676 ImperialParkShadeAcctg 8419103 $ 10,830 $ - $ - $ 10,830 Park refunds 8416008 $ 11,796 $ - $ - $ 11,796.28 IF Prop Acquisition 3 Creeks 8420406 $ 58,014 $ - $ 1,905 $ 56,109 8484003 C Parks Impact Fee Refunds 8418015 $ 101,381 $ - $ - 101,381.06 Fisher House Exploration Ctr 8421401 $ 523,889 $ 390,056 $ 21,760 $ 112,073 UTGov Ph2 Foothill Trails 8420420 $ 135,084 $ 21,169 $ 1,355 $ 112,560 Three Creeks West Bank NewPark 8422403 $ 150,736 $ - $ - $ 150,736 9tine Orchard 8420136 $ 195,045 $ 40,900 $ - $ 154,145 FY2O Bridge to Backman 8420430 $ 722,920 $ 402,239 $ 161,343 $ 159,338 RAC Playground with ShadeSails 8422415 $ 180,032 $ - $ - $ 180,032 Grey#1 Match 3 Creek Confluen 8420424 $ 388,477 $ 14,066 $ 109,534 $ 264,877 Trailhead Prop Acquisition 8421403 $ 275,000 $ - $ - $ 275,000 Bridge to Backman 8418005 $ 290,276 $ 10,285 $ 4,515 $ 275,475 Parley's Trail Design&Constr 8417012 $ 327,678 $ - $ - $ 327,678 Historic Renovation AllenParx 8422410 $ 420,000 $ - $ - $ 420,000 SLC Foothills Land Acquisition 8422413 $ 425,000 $ - $ - $ 425,000 Wasatch Hollow Improvements 8420142 $ 489,688 $ 50,090 $ 14,243 $ 425,355 Jordan Prk Event Grounds 8420134 $ 431,000 $ - $ - $ 431,000 Jordan Park Pedestrian Pathway 8422414 $ 510,000 $ - $ - $ 510,000 Green loop 200 E Design 8422408 $ 610,000 $ - $ - $ 610,000 Marmalade Park Block Phase II 8417011 $ 1,094,430 $ 40,743 $ 39,939 $ 1,013,749 SLCFoothillsTrailheadDevelpmnt 8422412 $ 1,304,682 $ - $ - $ 1,304,682 Pioneer Park 8419150 $ 3,343,904 $ 66,409 $ 162,614 $ 3,114,882 GlendaleWtrprk MstrPin&Rehab 8422406 $ 3,200,000 $ 17,400 $ 21,800 $ 3,160,800 Allocation Allocation Allocation Budget Amended Encumbrances YTD Expenditures Remaining Streets Appropriation Sum of Street Allocation Sum of Street Allocation Sum of Street Allocation Description Cost Center Budget Amended Encumbrances Sum of Street Allocation YTD Expenditures Remaining Appropriation Trans Master Man 8419006 $ 13,000 $ 13,000 $ - $ - 9 tine Central Ninth 8418011 $ 152,500 $ 139,280 $ 13,220 $ - 500/700 S Street Reconstrudio 8412001 $ 32,718 $ 16,691 $ 16,027 $ - 900 S Signal Improvements IF 8422615 $ 70,000 $ 70,000 $ - $ - 700 South Reconstruction 8415004 $ 2,449 $ - $ 2,449 $ - Trans Safety Improvements 8419007 $ 95,653 $ 20,953 $ 73,999 $ 700 Transportation Safety Improvem 8417007 $ 1,444 $ - $ - $ 1,444 Gladiola Street 8406001 $ 16,109 $ 13,865 $ - $ 2,244 7,147,853 Urban Trails FY22 IF 8422619 $ 6,500 $ - $ - $ 6,500 Street'sConsult3nrsContrad 8419203 $ 29,817 $ 17,442 $ - $ 12,374 500 to 700 S 8418016 $ 96,637 $ - $ 73,893 $ 22,744 Corridor Transformations IF 8422608 $ 25,398 $ - $ - $ 25,398 900 South 9Line RR Cross IF 8422604 $ 28,000 $ - $ - $ 28,000 8484005 D 17006 Corridor Transfrmtn IF 8422622 $ 35,300 $ - $ - $ 35,300 Complete Street Enhancements 8420120 $ 35,392 $ - $ - $ 35,392 2006 TransitCmpltStrtSuppl IF 8422602 $ 37,422 $ - $ - $ 37,422 Transp Safety Improvements 8420110 $ 58,780 $ 20,697 $ - $ 38,083 1300 S Bicycle Bypass(pedestr 8416004 $ 42,833 $ - $ - $ 42,833 Transportatn Safety Imprvmt IF 8422620 $ 44,400 $ - $ - $ 44,400 Local Link Construction IF 8422606 $ 50,000 $ - $ - $ 50,000 400 South Viaduct Trail IF 8422611 $ 90,000 $ - $ - $ 90,000 Neighborhood Byways IF 8422614 $ 104,500 $ - $ - $ 104,500 Indiana Ave/900 S Rehab Design 8412002 $ 124,593 $ - $ - $ 124,593 Bikeway Urban Trails 8418003 $ 200,000 $ - $ 12,484 $ 187,516 TransportationSafetylmprov IF 8421500 $ 302,053 $ 23,013 $ 3,810 $ 275,230 Street Improve Reconstruc 20 8420125 $ 2,250,220 $ 513,372 $ 1,353,539 $ 383,309 IF Complete Street Enhancement 8421502 $ 625,000 $ - $ - $ 625,000 Traffic Signal Upgrades 8419008 $ 221,688 $ 156,078 $ 65,159 $ 450 Traffic Signal Upgrades 8420105 $ 300,000 $ 300,000 $ - $ - Traffic Signal Upgrades 8421501 $ 875,000 $ 67,474 $ 19,589 $ 787,937 V (Total 1 $ 26,384,700 $ 3,810,784 $ 5,505,369 $ 17,068,547 1 $ 21,737,529 E=A+B+C+D TRUE TRUE TRUE TRUE Item HI \\• <c. , l ••. MOTION SHEET gm&0 CITY COUNCIL of SALT LAKE CITY _ &it otimmin !minima -Mt: Via® Mcre—",, =Um—,RA- • `- 1 yam' �P�j RR \ •••,,,,,• ''''1,,,,\\\\\ TO: City Council Members FROM: Allison Rowland Budget and Policy Analyst DATE: May 3,2022 RE: ORDINANCE: PUBLIC LANDS TWENTY-YEAR MASTER PLAN,REIMAGINE NATURE MOTION ><—ADOPT ORDINANCE I move that the Council adopt the ordinance adopting the Salt Lake City Reimagine Nature Master Plan. MOTION 2 —NOT ADOPT I move that the Council not adopt the ordinance adopting the Salt Lake City Reimagine Nature Master Plan, and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 „,,, ,,,,, se, 1,, 2 0 T1 j , n �a •-•� r ; t1 ni utu ERIN MENDENHALL DEPARTMENT of PUBLIC LANDS MAYOR OFFICE of the DIRECTOR CITY COUNCIL TRANSMITTAL Date Received: January 14,2022 Lisa Shaffer,Chief Administrator Officer Date sent to Council: January 14,2022 TO: Salt Lake City Council DATE: January 12, 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:Master Plan RECOMMENDATION: Adoption of 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 WWW.SLCGOV.COM 1965 WEST 500 SOUTH TEL:801-972-7800 SALT LAKE CITY,UTAH 84104 Page 1 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 2 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. ATTACHMENTS: Reimagine Nature Master Plan Draft Reimagine Nature Public Engagement Summaries cc: Lisa Shaffer Lewis Kogan Tyler Murdock Nancy Monteith Page 3 of 3 ATTACHMENT A Reimagine Nature Master Nan Draft REIMAGINE NATURE ....... __ ..iiii SLC PUBLIC LA - DS MASTER PLAN 7•II - -- I4• • • t _ �': „ l d 1' {_ r S: f • r. 41,11.4.* .. _ ...r.,-;,_,-„-,-,-,-,-,.__-_ -.-_, ...... . ;.,---, .....,..•, 117..... ,r,:•- ..t.', i�4t. Y • I mg" ...4 ...:„. , .. .„.. istift..-7- , 4 Agt.40°4/ J.%0,000.171.1.1;00° ,, . . ,,400001.;41:1,00., 0.4000 / • . ,0r=+14° •r4.:C <S°,'e, f1 + .rr yy �/� n�� !1� f19•tC3" 1� . ..; lijoe.01: 01000:4:0,001 40000001 aff_40...iietes,4 to..c., ,*.,,44...064 ,001".. _....00fa•o.....—i_.00.4:00-J,teado ..dio---.00ii•ofiiii FINAL DRAFT 01/2022 f Public Lands Prepared by `'i T' DESIGNWORKSHOP ACKNOWLEDGMENTS SLC PUBLIC LANDS PROJECT TEAM PARKS,NATURAL LANDS,URBAN DESIGN WORKSHOP FORESTRY AND TRAILS ADVISORY BOARD Kristin Riker,Director of Public Lands Anna Laybourn Ginger Cannon,At-large Nancy Monteith,Senior Landscape Architect,Project Manager Amanda Jeter Polly Hart,At-large Lewis Kogan,Public Lands Deputy Director Mary Oliver Jenny Hewson,At-large Lee Bollwinkel,Parks Division Director Michael Stout Elliot Mott,At-large former Tony Gliot,Urban Forestry Division Director Ashton Breeding Fred Fife,District 2 former Matt Kammeyer,Golf Division Director Nino Pero Melanie Pehrson,District 2 Luke Allen,Community Outreach,Events,and Marketing Manager Renee Ludlam Phil Carrot,District 3 Amy Nielson,Community Events Manager Gwen Springmeyer,District 3 former Katie Riser,Volunteer,Outreach&Education Coordinator ETM ASSOCIATES Brianna Binnebose,District 5 Valerie Huitzil,Graphic Design Technician Tim Marshall Katie Davis,District 6 former Leah Smith,Special Events Permit Coordinator Desiree Liu CJ Whittaker,District 6 Suzy Lee,Parks Usage Coordinator Samantha Finch,District 7 Kezia Lopez,Office Facilitator UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING SALT LAKE CITY STAFF Dr.Ivis Garcia,Assistant Professor Nick Norris,Planning Director Elizabeth Arnold,Westside Studio Allison Rowland,Public Policy Analyst II,City Council Teaching Assistant Sarah Benj,Salt Lake City American Disability Act(ADA)Coordinator Students of Community Engagement in Michael Guymon,Engineer,Public Utilities Planning Celina Milner,Policy Advisor for Diversity and Human Rights Students of West Side Studio Kyle Strayer,Civic Engagement Team \\\\\\\\ CO PREFACE I CHAPTER 4:CONNECT 63 Executive Letter vii Connect:Accessible&Connected Green Spaces 65 Plan on a Page viii Connect:Strategies&Policies Overview 71 Transformative Project 3-Connect Mountains To The Lake 77 CHAPTER 1:INTRODUCTION 1 Transformative Project 4-Just Five Minutes From Here 83 Background 3 CHAPTER 5:WELCOME 89 Plan Horizon 3 Welcome:Active&Inclusive Places 91 Planning Process 4 Welcome:Strategies&Policies Overview 95 How To Use This Plan 5 Transformative Project 5-Reimagine Neighborhood Parks 97 Plan Framework Diagram 6 Transformative Project 6-Coming Soon To A Park Near You... 107 Past and Present 7 CHAPTER 6:PROTECT 113 System Facts 9 Protect:A Commitment To Stewardship 115 Challenges 11 Protect:Strategies&Policies Overview 121 Transformative Project 7-Revive Our River 123 Plan Components&Relevant Plans 15 Transformative Project 8-Sustaining Our Stories 131 Needs Assessment Snapshot 17 CHAPTER 7:GROW 139 Community Engagement Summary 19 Grow:Expand Our Park System 141 CHAPTER 2:FRAMEWORK 31 Parks Classification Tables 145 Master Plan Vision Statement 33 Future Investments and Recommendations by Planning Area... 149 Plan Values 33 Grow:Strategies&Policies Overview 157 Plan Goals 35 Transformative Project 9—Downtown Comes Alive Outside....160 Transformative Projects Overview 41 Transformative Project 10-Welcome To The Green 165 CHAPTER 3:SUSTAIN 43 CHAPTER 8:ACTION STRATEGIES 175 Next Steps 177 Sustain:Environmental Health&Sustainability 45 Approaches For Action 181 Sustain:Strategies&Policies Overview 49 Transformative Project 1-Put Environment First 51 \\\\\\\\ Transformative Project 2-Grow Our Urban Forest 57 APPENDIX DOCUMENTS: A.Public Engagement Reports B.2019 Needs Assessment v Letter from Mayor Erin Mendenhall R E I M AG I N E NATURE 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 i•‘* public lands is at a crossroads and all these factors create a need for a bold and •` transformational plan to guide us. • -��. ,0 A The first citywide public lands master plan in 29 years,Reimagine Nature delivers ,y a vision for the next 20 years and is informed by over 12,000 community members ,••�— Mtn .) .�.�� " `.r f - who shared hopes and dreams for play,civic pride,nature,outdoor fitness,greening, s ,• �; 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 'v '. planning arm focused on projects and ecological services.Salt Lake City's Public �. ". _ rta Lands Department will now include two collaborative groups to support the planning i r 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. .. \ J `! Coinciding with the start of the COVID-19 pandemic,public engagement required i e 1 r 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 4. and livability.Conversations around equity in public lands reflect nationwide and • f r 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 it I , social issues of homelessness and keeping up with population growth. !I r h!t, i 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 J — provide essential riparian habitat. V ` .R, ir IX 4 „zzz GOALS & VISION. VALUES. REImA0INE 10 TRANSF SLC Public Lands Master Plan vision proposes big PROJECTS. • ideas to transform and sustain quality outdoor spaces that are welcoming,safe and walkable; 1 EQUITY e`' 9' LIVABILITY ensuring people,wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. 'STEWARDSHIP SUSTAIN CONNECT WELCOME PROTECT GROW accessible& active,authentic& expand our Public connected green inclusive places - • f Lands system spaces .,. , . re. 1 I Jill'i.' '' „tor r .... s ¢ .1. r .',� ;.Y - „nor .,, 1 ... ...., . f .7 ,,,. r0,q ,1t . ► • aal . .,,, y .e-' i fit. ir 1)Put Environment First 3)Connect Mountains to the Lake 5)Reimagine Neighborhood Parks 7)Revive Our River 9)Downtown Comes Alive Outside ;: (3EuTp i 0 1 Fl--,;,--: - • (4 (,, ,,, cm ,, ,' --, 9°°'-4''48 , •!. e” II ,, ,,, T7. jI 2)Grow Our Urban Forest 4)Just 5 Minutes From Here 6)Coming Soon to a Park Near You 8)Sustaining Our Stories 10)Welcome to the Green Chapter One:Introduction XI INTRODUCTION CHAPTER 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 ity's Public . .� V Lands. Reimagine Nature is an opportunity /•.� ,.F � �+` � � ° " ez, - to redefine approaches for the Cpty's parks, - . H - �„a .. ,y trails, golf courses and natural lands as 7 7 z ,.,,.: -• ,.. ..ramp environmental and social assets. It sets or? +':''' - : 4T_ —• IIII a=�••■■ �I�I• i : ,,,I = 1, : initiatives that improveuv11usEN. 11� 1I �,II , , "'� public health disparities make a more w44•J M� / . .y `r I l llI �� �r��l 11 resilient future in the face of climate change A �"" ,I 4� 3, I�;III I I lIIll' ' :?iiiish mii;, urn:- `-` and provide green space to balance rapid M ` :' '' ' �1�9ii�i I' li�- urban development. 1- .....,.., II IIIIIIIII IIIIIIIII "� A _Li III, f 'K _ -LL , . , _,s�.a ;1= 1 s, '�'''yam,'=:• " c : _ -_ - -- r .- -..----.------,----.— , — 1 - - 1 iiiil !MI '...., • � 'r r 4 �. lli.# 1 ��.. �: ,.,j Lld'� .-._' • ' ■ A� iIt_ O.vp III"fro ri irk . — `fir d ., . � . op: - - . - .0' "le .... J.,, ,,,..:,41. � „, . J , t Reimagined nature in an urban setting Is 00.1,:dorer �'� 4!'r 4 evi dent when taking in the t re,,,, 7. 7 etop wews , . __,,,,,,„,,...- ..........;, ..„ .....,, i +i � of esLc and the surroundin mountains. ... 7 ,‘„,,,,,,„.. r.r c� ,r ,,77.1: r-....: . . • i''x.,�.1`...M".:,;10d4": 'yy,'.1 1� F i�4,.�, �/. ; p ��; rsA �,14...1:::: ,' I � i ',!�•I'I. :,',-z: �-.�.-- ,. 1 . +�6i REIMAGINE NATURE t.4 '. ) T �n.4 PLANNING PROCESS V - !r �,� , ,fi �: 4 TIMELINE .1 be ..... __i .bitO, 1 t.;' 4 1 1 • i ! ' : ~Y "' , r'}° , -rt WWI " y�1, 2018-2019 SLC PARK AND PUBLIC Y o i l"'I ‘4� . .� ' tTURE - i- / ' of'-, , , ' , '• - ' LANDS NEEDS ASSESSMENT 1; . r . R `l a Y a Ij{f + r Community Survey#1 1 ': °�� 5 'rtig n - -77- - .,. -- Public Lands Staff Interviews ',- Y na `I 44 , y �' 0 2020-2021 REIMAGINE NATURE:SLC �p Q _ i6A k I i PUBLIC LANDS MASTER PLAN _� I� f �\ r{, r_ +> s— '•" ., • Phase 1:Foundation of Understanding s ``. -":-,...'! l"w, 9 Community Survey#2 * - -- — University of Utah College of City _ __ _ and Metropolitan Planning Intercept •-% '�i�• 'si•r -1•,... Interviews and Outreach r o s `c Public Lands Pop-Up Events Public engagement at Community Council Presentations Allen Park. i_ Phase 2:Draft Vision,Goals and 1. 1 :�:,f..7,d • y ` •:- Transformational Projects Community IT'S IN OUR NATURE University of University of Utah College of City and Metropolitan Planning Westside Studio PLAN HORIZON the next two decades and outlines working plans updated annually by Neighborhood Park Outreach 2020-2040 specific direction for near-term Public Lands Staff. Community Council Presentations actions. Public Lands Meet-and-Greets Salt Lake City's 88 parks,86,500 A comprehensive community City Departments Collaborative urban forest trees,six golf courses PLANNING engagement process informed Workshop and thousands of acres of natural PROCESS every step of the plan REIMAGINE Online Town Halls&Facebook Live landscapes are the culmination of development,including a Open House Reimagine Nature is one NATURE more than a century of committed statistically valid resident survey Phase 3:Draft&Final Master Plan preservation. component of a larger planning ENGAGEMENTCityLeadership Gr oups and As Salt and other outreach to inform Grou s Review effort to direct the future of z Online Draft Plan for Public Comment Lake City welcomes another SLC Public Lands.The planning the 2019 Needs Assessment. NUMBERS. City Council Adoption 30,000 residents over the next Community member,technical process includes the 2019 Needs C 2022-2040 REIMAGINE NATURE: 20 years(by 2040)and as the ' expert,partner staff and 12 9 SLC PUBLIC LANDS IMPLEMENTATION Assessment, an inventory of the diversity and health of our city's stakeholder input guided the Public Lands system;Reimagine PROCESS nature is threatened by the Nature,which outlines goals and Reimagine Nature plan content PEOPLE impacts of climate change,a through the course of the planning Master plan goals and projects annual strategies;and will be completed assessment plan to grow and protect public process.The timeline to the with detailed Public Lands 5-Year PROVIDED Salt Lake City annual budgeting process lands and the quality of life those right highlights the phases and Strategic Plans,a series of 5-year natural landscapes afford to all engagement activities. INPUT Public Lands 5-Year Strategic Plan living things is needed.This plan 2030 and 2040 master plan updates provides a vision to aspire to for 1https://wwwslcdocs.com/parks/ SLCPLNeedsAssessment.pdf 2 Ibid Figure 1:Planning Process Timeline Chapter One:Introduction 4 Salt Lake City Public Lands Department Vision&Mission •nillimit �- • ,'' / HOW TO USE THIS PLAN Figure 2:Master Plan framework and definitions u�, Statements that guide Public w a c c Lands in their role and what 1f _, _ Elements of the master plan have circumstances and will require w g a E'er the department aspires to }"� been refined by the public to significant additional effort, achieve.Guides the master plan ensure the language reflects the resources,and fundingto achieve U o and all other aspects of the rt...., v von Master Plan P ,� ��j community's hopes,concerns over aten-year period or more, . 0 department's operations and -sl"" J. .2 Vision planning efforts. and desires for the future of with some of the actions already ..c.- - 'r"� . RI_1 City-wide,long-range vision public lands.Over the past year, underway. a for the next 20 years of Public 11.1r 111P": — ""grop-- `• more than 12,000 community Lands'work. members have helped direct a The master plan is a compilation vision and identify what needs to of visions,values,goals,projects, be improved for our natural lands, strategies and actions.These elements are organized in a Stewardship urban forests,city parks and city N a Guiding principles that align hierarchy ranging from broad m Equity with other city plans and golf courses. m c ii -. - ideals to detailed policies and are v policies and focus the master ro J plan goals. The intention is to establish highlighted in Figure 2 to the right. Livability collective aspirations for the future • that create strategic planning Monument Plaza in Sugar House. and alignment.This is meant to be flexible to adapt to changing What the master plan aims to • '1,"--- cr2 Sustain Welcome Protect achieve,supports values and ,111111MYtl • ei m° is supported by high-level Ord '� ;a'� - F O Grow Connect strategies and policy actions. x .t v M 'A� � _ •� �- y .{:,' � 1)Put Environment First 6)Coming Soon to a .4 m Park Near You e • F } 1 : • % 0 2)Grow Our Urban •' +7`;111;a1t }�, � �'' ti Revive Our River •: , `' ; v`. rr Forest 7) r' ' f \ 0 ^ Specific,inspirational projects s } d I t E u 3)Connect Mountains 8)Sustinaing Our+r'• t' • > j ' = 7 - ? + - 4 w v to Lake Stories identified by the community to * t r o- Q realize over the next 20 years. r7 Y + ! I it-` w • T� I ,.fr a 4)Just 5 Minutes From 9)Downtown Comes r r 1' I T'1-T+ .I v `J t F Here Alive �' I .' + '* �' j pl F �. k�' �� 0 5)Reimagine 10)Welcome to the -- ��. I i i. 'j _ li Neighborhoods Parks Green I 1 ) i I, 1 , I1 _ .„ " 1 M �I I oI t r ^d ;' I1,: 1 Q Specific policies and actions t . it;, , List of 146 near-term possible to realize the transformative �. • , r ,-. co action items to support this rr 1l `� pp projects,plan goals,and direct 1 • ^ plan-updated annually. I' Ills v operations and maintenance ' cr strategies. -iii;miNiiih......:_% I _ Evening walk at Monument Plaza. 6 1 < 91 17; 'AI it I • �.� ■ ■ . . tiy � � i room,'I, INS p SaltI, 1 Ill aaa � r: . Lake City naturallands, . a a ■ UM _ • gc,' ,� ,•, ,. urban forest, city parks and .. -" ! ° �����e�T:ar...•:,.'L°., golf landscapes reflect the I a as - 0■ aim. a Ia e g � MI ME 111M ME PM ME scenic beauty of the Great — l, !i=IMIIIPI1I un' ^• '`4• ---- igill °-. °- ° Salt Lake ecosystem and are �� ter..: ,,,, , . 0!� ' - the culmination of more than ter► ' - _ �" ,I :41 '' -.tf•s . � - -- - i ' •.. ,ram - t t a century of preservation and _ i ' . ; ' f, ,: • ! � *.., .. I' cultivation since the city's _ . ; founding in 1847. � _ -� 4412 \ It _ 4a libtini•:', , Public Lands are integral and {��� essential to life in Salt Lake City. PAST & drainages and cottonwood mid-1800s.Settlers laid out tree- • +rK' •g SLC PUBLIC LANDS' � � • ,• .-• galleries,foothills,narrow canyons lined city streets in a Jeffersonian- DEPARTMENT ` } PRESENT and mountain peaks,some of grid originating on the southeast 1 which rise 6,000 feet from the corner of Temple Square and the MISSION & VISION s. r',t•1--, 1` - T H E NATURE 0 F basin floor. city's earliest parks,including the 0� = MISSION:What We Do 10-acre,square-shaped Pioneer - /O — - We enhance the livability SALT LAKE CITY THE HISTORY Park,follow this form.The city y of the `` %1 - A�aliim- ,� Ancient Lake Bonneville once urban environment through a i-- �� z O F PEOPLE acquired additional parks and 1 !- • , .,p diverse network of natural open y y covered the present-day mountain natural areas in the g —7i e AND PLACE surrounding a .r "1.4* . . , spaces,recreational opportunities, I i valley of Salt Lake City and beyond Five tribes including the Shoshone, foothills and along creeks and J vY___ .4 `` park facilities,city golf landscapes, s into Utah,Nevada and Idaho.The rivers-within neighborhoods and Piute,Ute,Goshute and Navajo g the city cemetery and the urban Great Salt Lake remains the last inhabited the territory that later as larger regional and community [ y forest to ensure that the resources , = remnant of Lake Bonneville in the became Utah.The lands where destination parks.The natural _ _ " i under our management are - ^ :— — Intermountain West and frames desert meets lake and surrounding and cultural histories of this place =•4 " -- � the northwest part of the city.The carefully stewarded for future ? M pM .l y wetlands adjacent to Salt Lake are embedded in the parks,trails, �/ . "' Wasatch Mountains stand sentinel generations. City hosted American Indian urban forest,natural areas and _ • - {{ i to the east and north and the ' ! • habitation beginning 10,000 years bucolic golf landscapes which Oquirrh (pronouncedVISION:What We Aspire to Achieve 1 _ q remain todayand enhance the I ago through European settlement. A vibrant system of connected I "oaker")to the west.This geologic qualityof life for current-day Explorers,Mormon settlers, givesshapep residents. public landscapes and living �+ history and form to farmers and miners heading to the 1,,Vilit p, the resent-da landsca es of infrastructure that enhances the \ jpy pCalifornia gold rush traveled to Fishing at Fairmont Pond. a � community's identity,sense of %O�i � ' the city's Great Basin,marshlands, present day Salt Lake City in the ' ,' ...sa mudflats,ancient lakebed benches, place and quality of life. 'I'' iii�f� Chapter One:Introduction \ 8 REIMAGINE NATURE FACTS SLC PUBLIC LANDS MASTER PLAN SY. PRESENT SYSTEM NATURALL I-'� r;<Varlamd -�1 �' ; LANDS - , NORTH SALT LAKE r, 7() Walking,jogging and hiking are top activities in �J nvrr �. o areas managed by the Trails and Natural Lands _ _ —-—--— - ,- _.J Miles of Existing Trails Division such as the Fife Wetland Preserve and the - - % i* ;' c P 6,423-acres of Foothillsg Natural Area,canyons and i -.+ / c R E E K // r SLC.foot Moes than 7 thil northern and easternails c of REGIONAL LETIC 1 2 g a 4 r`l ATHLETIC /, SLC.More than 70 miles of off-street trails connect Q 1 v residents to parks and natural lands. ., r__ c i "''�i I l`LIMPARK 1 POT-HILLS ./ CITY p�I coDRSE r'. wa,�l �// I Miles of Proposed Trails I AREA r J. PARKS ROSEWOOD IF FOOTHILLS PARK t�iu11' SPRINGS ` i /NATURAL •- AREA - Most residents live within a half mile or 10-minute L. ° I 1 ,694 walk to a local park,and that's important to 97%of •" � 1rHAVE ) I 0 people polled.75%of residents who live on the east 1 PARK 1.,, ,/ '_• ( ° side visit parks at least once a month,while 60%of - COTTONWOOD a LINDSSE'Y-• 1 R.. Acres Natural Lands west-siders visit parks once a month.Established in /��' 1881 to be SLC's"Central Park,"historic Liberty Park f�_ i p is the most visited parkin the system. — r� ONEER 'WASHINGTON `' . DO06,423 1 I PARK; l SQUARE 1 - / I , /'/ Acres Foothills Natural Area F >»� CITY �"- - c 11 I 1 -- � � /./� n Collaborative Management Zone S :5i. • �� 1 iI - - 3ir , ., 1 i I / ,, 3 Special Event -- GOLF - _ IT --1 rsUNNYSIDE I 15 Community and 4041F7,-rwr- �, ..+,-+fa' L- lZ ‘ JORDAN \ •'-LIBERTY PARK PARK '':1 .4 r Pla 2 Regional Parks SLC Public Lands six municipal golf courses 1 PARK ,,;�,, sire are the newest addition to the public lands �� ; RO ARYCLEN • 42 Mini Parks management.These spaces create opportunities 17OQ5G Vo PARK I 19 Neighborhood Parks - for the community to exercise in nature,while also GLENDALEPARK -K m g BONNEVILLE providing critical open space within the City that Ma•174. ' OOLFCOURSE G,P { �y 108 Holes of City helps clean the air and reduce urban temperatures ;ij' -- I� 1;0 �1 .•'. Public Golf and provides shelter for urban wildlife. - ---___ 2'007 r % ^J 121 Acre City Cemetery r 4 1 Regional Athletic r az) e URBAN SOUTH SALT LAKE 1 '_ G t R„„,,,,, Complex(16 Outdoor p FOREST _ 4 I ec �� ,I,,aa„ Sports Fields) . ill =' �� lz L y rLL The urban forests street trees are one of the32-6 I �.�L -J �]y most accessible forms of nature,extending into L.. 86,500 every neighborhood and business district in the ,•. i ,a, MILLCREEK city,resulting in a literal canopy of shade,beauty, Urban Forest Trees socioeconomic,environment and health benefits. i Figure 3:Public Lands System Map.System facts are current as of 2020. Chapter One:Introduction 10 CHALLENGES - :- " _ COMPLEX ISSUES a need for solutions that support unhoused people within public informational campaign that - -. ^. --- -- -_ - - . Today Salt Lake City's urban nature in the absence of water properties and their removal have was used to help build comfort _ nature faces many challenges: resources.The September 2020 often brought in to question this with interactions and expresses -- .— _ rapid degradation to ecological wind storm(derecho)blew down premise.Throughout this process that parks cannot solve for systems exacerbated by 1,300 trees in the city and over a the most common topic raised homelessness alone,but must "- I r'= climate change,lingering social dozen parks shut down temporarily was concern and a spectrum of take a compassionate approach ' inequities from historic zoning for clean-up activities"Many of approaches suggested for public for collective response" • :;, and planning decisions,unhealthy these mature trees reflect decades lands and people experiencing i, ,- environmental factors like poor of care and provided valued shade" homelessness"It is clear that ' " air quality fueled by expanding housing dispersal of unhoused SALT LAKE CITY Since their earliest establishment population,competing priorities individuals throughout the city GROWTH more than a century ago,the for limited city funding,rapid has caused more people to feel SLC is home to over 196,000 City's parks,trails,and public ,/ ' development downtown and discomfort,witness challenges people representing a broad range green space have been promoted the urgent need to redefine with social interactions and/or of socioeconomic backgrounds as places of refuge from the , h '" green space.The Reimagine environmental degradation of P 9 and cultural heritages that include nuisances of city life with goals r Air pollution inversion over the Salt Nature master plan vision is spaces people are occupying over 80 spoken languages" c F+ Lake valley. of addressing a host of social 5 y 4j ; `A r '•/�t1y �,a,s( a shaped by an understanding of for their survival"The graphic The 2019 Needs Assessment l•'te t iy,� �j � / 7 d t ",, t� tXK tUf woes"However,encampments of r ,d h -,, + , &,-,,, ,-•, ', I ;-r fn,a, the environmental and social below is a past public relations estimates that this"population challenges facing public lands" ,.•y. Salt Lake City's Public Lands are f ...3 le': ncreasinglyunderpressurefrom Understanding Homelessness in ., ' the impacts of climate change - '''r including record heat,volatile , SLC Parks }j11 � • "' weather,drought and some of el .i.�/..: • . ,�-alp" the worst air quality in the nation. ` The environmental pressures l auir impact nature today and in the ' i All members of the We will see less ,: y vim, — future"A 2019 climate study communit are welcome unsheltered homelessness Anyone can y experience predicts Salt Lake City's summers to use public parks and 1 as our community works homelessness, �'`cl- �• a open spaces. to resolve homelessness. ! h.. a could feel more like Las Vegas ,a by 2050,a change that would • Everybody is welcome to use • Become familiar with the • Each ersonexperiencing parks organizations who serve those homelesanesslsunique. drastically impact the city's plants • Those experiencing experiencing homelessness. • Those experiencing * homelessness are part of our • Provide support and/or homelessness may face issues 4 y,>-�' . .�.` and wildlife.'The city has been community volunteer for such such as extreme poverty, '�} a„� • Public parks can be a more organizations physical and mental health t id. ,y �4a4 • experiencing an extreme drought comfortable space for those • Public complaints may result concerns,and/or addiction. experiencing homelessness. in the displacement of those • Such barriers and limited e • of historic proportion,prompting a • Know the rules of the park:call experiencing homelessness community resources make N the parks or police department and make it more difficult for homelessness difficult to R' '1;i�'•,y '* state of emergency called in 2020 when necessary. organizationstoengage overcome. • High volumes of public people in resolving their • Securing housing can take 1 by Utah's governor and creating complaints may strain park homelessness. longer than 6months. + ' .- resources. , - It... iii I.,.,,,,,,* ' . *Parks& \ 3 Crowther Lab,https://journals.plos.org/ Questions?Contact SLC Parke and Public Lands at Public lands � plosone/article?id=f0.1371/journal. openapacawmmenia@gmil.acom or Jof Roe.at.LLroa.@atah.a � bk y,.., - .. - pone.0217592 4Many of the city's mature shade trees Figure 4:2018 SLC Parks and Homelessness Public Relations Campaign. were lost in the 2020 wind storm. - - 12 doubles during the daytime,due be required to meet future park light-yellow areas in Figure 5 types of questions to assess the other North American benchmark a division to a City department to individuals coming into the city needs at the same level of service below)or areas where residents equitable access of urban nature cities,Public Lands is relatively would allow for growth in to work."'The City's parks and as today.However,Utah is growing are not within a half-mile walk of to different communities.And if understaffed,particularly in the capacity to take better care of surrounding natural areas create faster than projections made a park or green space particularly there are gaps,to offer master area of long-term management of the city's urban nature while a desirable quality of life drawing during the Needs Assessment and in the Central Community,Sugar plan strategies that can help environmental assets.For example, also tackling vital adaptations a projected future population it is likely that the city will need to House and East Bench planning those areas of the city that need Urban Forestry staff is stretched needed to address the impacts of growth of an additional 30,000 be innovative and do even more communities. additional resources most. at one staff member protecting climate change and social issues. people moving to Salt Lake City than previously reported to meet an average of 10,000 trees.The Additional evidence for supporting The questions of who can walk OPERATIONS & by 2040.Additionally,Salt Lake increasing demand. public may not be highly aware investment in current parks,trails to public lands,who can afford City's population is aging and PUBLIC LANDS to travel to public lands,who has MAINTENANCE of this shortfall as a 2021 citizen and open spaces can be seen in becoming more diverse.The 2019 Concurrently during the Reimagine survey shows"parks"was one of the high rankings in the recent Needs Assessment found that SERVICE GAPS the leisure time to enjoy public Nature community outreach,a the highest rated city services, 2021 Salt Lake City Resident lands and what languages and the majority of city residents live The 2019 Needs Assessment national consultant team,ETM after fire/paramedics,library, Survey where participants ranked social cues welcome different within a half mile of a park,natural analyzed the public's needs and Associates,analyzed garbage pickup,and airport. investment in Public Lands as groups to public lands have also land or trail and parks are well and desires for public lands and Public Lands level of staffing, However,63%of Public Lands the number four priority for the been asked during the 2019 distributed.The study also noted performed different types of resources and responsibilities. assets have been evaluated to be city,just under investment in Needs Assessment and the that 94 acres of new park land will analysis mappings to understand As Public Lands'responsibilities in poor or fair condition. affordable housing,supporting where gaps may exist.The Reimagine Nature community have expanded over time,a local businesses and expanding process.Nationally,best practices Throughout the master plan assessment found gaps(visible youthful,diverse and energetic sustainability. 42019SLC Public Lands Needs Assessment encourage reflecting on these development,it became clear staff has tackled increased responsibilities.Compared to that elevating Public Lands from r 'Si 7117 3 �„ a IliP 1 1 salt take we• om•^ M••'op n�pa�e � •�` ytty.. 111.4.. Ale a pon e ® 4,,, t h c 'r w rg cq�r ,:'rk saex j"..anhAwP Alk. 0 . _ `f.: .S♦:a."+v} International Center I r utlon M nryry' • rf bra - G •ark CeYnetery aL a�� -nereb _- �1 'F^ C-"y' 1, � t '......... �r —t kr mom . 1` f t °I �e,aPe,e ' � , 3 ry .Shg4y o, Poye _ Ptah N... _ -'._f r _ _-�a�—r t 'A 7 .........sons i p P k P.' iq are n AA 0 wel cncar,.� - t .fF ''• i ..i.. 7., , V X1t. '',�'` _ 4 $ugpy9tl*e` JI Go �c°° P,� �_ f 1. J y e r 4 s P zd ..— .. s sxy tr'9afk•;J.-• . -y ' • 'aYk .t.0 r i Do Celfom eAve y I®•3 t i f .�' � '114 +'. l _;,. . .- a .' ,•,p __ , ' \ ,,..��..((JJ !{ fi4Cs 1 Glenda•.ark s `°- - �'/ As. �., _ Parleys CanyoNMaMainlfelr' V l 21005 ¢loos .. - `'\ Golf Course Arm Map w o 0 iniTratl ll2 AMe Welk UahnceAlorg Etisfing iralsASlree6 0•roil Pssg, IDnin9PaitlenYalUvs Albwetl & ^" •• t�'` • b '• — niki^9Mnrar OM - _ azure ,� - • Aw�Nu.�mpr ' N Miles • .. City Staff caring for gardens along ►°"`rIIMIll ! the S-Line. .. . Ili. , . Figure 5:Needs Assessment Parks Gaps Map.Source:2019 Needs Assessment. Chapter One:Introduction 14 PLAN COMPONENTS RELEVANT PLANS The National Parks and Recreation Association(NRPA)defines a master plan as"a system-wide...comprehensive Reimagine Nature:Public Lands Master Plan sits within a larger planning document and process that include an internal assessment,community engagement,resources and data context of policies and city initiatives.The following list indicates the collection,and development of an implementation plan."'In 2019,Public Lands commenced data collection and purpose of these previous plans and their influence on the Public Lands analysis,research on international best practices and consultation with the public,staff,partners,stakeholders Master Plan and value alignment. and experts.The result of this work is presented in three parts listed below. 47 ." 4 » 1992 Open Space Plan 5 https://www.nrpa.org/publications-research/best-practice-resources/creating-equity-based-system-master-plans/ • » 2010 Salt Lake City Open Space Acquisition Strategy "IT IS THE /I » 2012-2017 Salt Lake County Parks and Recreation Needs Assessment SET OF THE ii, Survey SAILS, NOT THE SLC PARK AND PUBLIC LANDS . » 2015 Salt Lake County East West Recreation Trails Master Plan Review DIRECTION OF NEEDS ASSESSMENT (2019) » 2016 The Downtown Plan THE WIND THAT » 2015 Salt Lake City Pedestrian and Bicycle Master Plan DETERMINES The SLC Park and Public Lands Needs Assessment provides a » 2015 Plan Salt Lake WHICH WAY WE measurement of the quantity and quality of existing parks and » 2017 Salt Lake City Public Lands Strategic Plan WILL GO". natural lands. » 2019 Salt Lake City Parks and Public Lands Needs Assessment - JIM ROHN 's_ - » 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 RE I MAG I N E NATURE: Management Plan and Cemetery Master Plan. SLC PUBLIC LANDS MASTER PLAN (THIS DOCUMENT-2021) .:::: 3 •:.:1. i : may. This ambitious,community-driven master plan is composed of a plan • • ;. +o vision,values,goals and transformative projects that prepare us for w?ray the enhancement and protection of our public lands over the next ''e. -'�'" ''x ' 20 years. i. • t PUBLIC LANDS • 5-YEAR STRATEGIC PLANS 0\aa, :....,!.- (UPDATED ANNUALLY 2022-2040) r 's -, , �L t. At • ray !S• • .,•,, . 34N t ?147 r � '• 5-year Strategic Plans will outline and prioritize specific strategies yk 1` •'' and actions to implement Reimagine Nature.These will be working • _ ' plans which are updated annually by Public Lands staff. .6 r L. d, 9 Line Bike Park. igi II Chapter One:Introduction 16 REIMAGINE NATURE SNAPSHOT SLC PUBLIC LANDS MASTER PLAN 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. E UITY% LIVABILITY ,- STEWARDSHIP SLC IS HOME TO OVER The master By 2050 our Our 86,500 trees, plan includes n n n _ n n nlac!: O - temps could rise including 7,000 trees in city golf courses, 199,723 community are anticipated to move to SLC of SLC residents who )II Q provide a cooling of people who speak 80 languages groups by 2040 which will require an responded to the 20190 summer temps by and represent a broad range community have been additional park space roughly Needs Assessment PW of socioeconomic backgrounds engagement invited to equivalent to Liberty Park. prioritize investments to v and cultural heritages. windows. participate improve existing parks, leading to in this I _�, trails and natural areas. poorer air quality. process. Salt Lake City's proposed O The2019 Needs Assessment Accessibilitygapsandtrailgapstrails,including expansion000 willhelpidentifypriorityareas. stillexistinallSLCplanningof the 9-line Trail,will add 3 / areas,and east west connections another 129.4 miles to the per year to-1"' 4630,0 of public lands across theare limited" system,the equivalent of clean upnuisance -- / of SLC population is made up ofcity assets are in fair adding another Jordan River graffiti. to oor condition. people who identify themselvesp i Parkway(the longest paved as Native American,African urban trail in the US). American,Hispanic,Latinx, Over the last Asian or Pacific Islander. Activatingactivities underutilizedsuch spaces with SLC urban forest hosts 20 years as outdoor education, SLC's urban guided nature walks \ e ,wildflowersI" forests have 4O and birding would increase park been in decline. Nearly City Golf courses service as the city grows. 17% of the maintain over 1,000 O acres of open population space.As the city O SLC public lands have opportunity to specie of trees grows,how can golf ��� -/�+. increase biodiversity of metro area renters are cost burdened. is projected grow as a community by adding more natural habitat like that support biodiversity to be 65 partner,serving more of all global species are at recent efforts at Fairmont Park Pond and improve air quality. Income barriers can limit the amount of and the Fife Wetland Preserve. leisure time and transportation options or older by of the city population? risk of extinction leading to people have to enjoy public lands. 2045. rapid biodiversity loss. 11111/4 Sources:Salt Lake City Public Lands Division,2019 Sall 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 Biodiversiry in the Urban Forest"by Alexis A.Givey,"Utah Forest Facts:Trees and Climate Change"by Megan Dettenmaler et.al.,"Salt Lake City Confronts Its Growing Pains"by Trevor Bach,U.S.Census,2020. Chapter One:Introduction 18 _,z A, % COMMUNITY ENGAGEMENT SUMMARY '_ , ` ENGAGEMENT BY THE NUMBERS it ' :. The Reimagine Nature masterplanprocess reached over 12,000 members of the community through digital and ENGAGEMENT WINDOW#1 I . . " 'n; 9 Y 9 9 . 1. socially distanced tactics(see figure 6 below).Engagement was conducted in two periods:Window#1,(2020) SURVEYS 4,455 - .- and Window#2(2021).Now more than ever,public lands contribute to the community's personal health,identity Public Survey 3,735 and civic ideals.The plan is a reflection of the community's vision for a bright future of public lands. City Staff Survey 85 T _ ._•, HOW WE LISTENED Intercept Surveys 635 The figure below shows one metric of how engagement was evaluated for how it was inclusive of representative POPUP EVENTS 2,320 demographic populations that reflect the city's current diversity.More information about the participation Ice Cream Social Distancing �' Snacks demographics and engagement methods can be found in the document appendix.Partnerships with the Trailside ,� \, _ . University of Utah College of City and Metropolitan Planning and on-the-ground,"intercept survey"efforts of Trail Intercepts V - Salt Lake City staff members and volunteers supplemented digital tactics to target engagement of typically MICRO-ENGAGEMENT EVENTS 47 Community Member participating in a Paint the Pavement engagement event underrepresented areas or populations of the city. Focus Groups at Poplar Grove Park. tilii !Jifilft 17 COMMUNITY PRESENTATIONS 260 Community Councils SURVEY DEMOGRAPHICS Boards And Committees a. COMMUNITY SURVEY 7 ADDITIONAL ENGAGEMENT WITH OVER 200+ '. \ L-= r—._-- COMMUNITY STAKEHOLDERS " ASIAN U°/0 2.2% 5.4% .a 0 0 ENGAGEMENT WINDOW#2 �. AMERICANINDIAN @o2Do �.$/o •4% ONLINE PUBLIC SURVEY#2 3,318 ,I BLACK L RKCANRICAN Oog��OO 1.4% 2.3% 4 STUDENT-LED PEACEMAKING EVENTS 69 HISPANIC/LATINO 13o10°Do 8.2% 21.6% 16 INTERCEPT EVENTS 582 NATIVE HAWAIIAN/ 0 �% 0.5% 1.5% COMM.COUNCIL PRESENTATIONS 260 PACIFIC ISLANDER eFACEBOOK OPEN HOUSE EVENTS 848 WHITE �//jc�(}� ° Spanish Views 195 Planning students from the University of 80. �0 C �O�/fl° 73.7/0 p Utah provided support to make targeted OTHER O 0 o English Views 653 community engagement possible.o� 0 2.4/0 3.4/o SOCIAL MEDIA POSTS PREFER NOT TO SAY ZOO°Do 7.7% 43 Facebook+39 Twitter+29 Instagram+4 Next Door a'. Figure 6:Reimagine Nature Survey Demographics. =115 Posts +' 3 EMAIL NEWSLETTERS To 7,907 People , g iik FINDINGS fi L • �,r0 ti i Targeted engagement improved the '' '� Total Engagement Window 2 5,077 '', , .,. diversity of survey respondents,with {° `0 `� Total En a ementWindow1 7,082 l ' • Engagement multicultural participation In survey two o' - Increasing an average of 232%from that !,.,' 1r- / ay ` 1� of survey one. Eli 2 c f • - 11ddddd —� � f Total Directly Reached �: AEINAAINE NATURE � . Reimagine Nature Engagement 12,159 I no —' 9Itrfek I Ice cream social distancing interviews. SIG P Q(Gfoi, P Figure 7:Summary of Engagement Activities and Community Reached. Community feedback at an engagement event in Liberty Park. Chapter One:Introduction 20 -rzzzz ZCOMMUNITY 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. Figure 8:Engagmenet locations throughout SLC. If Course 9 9 I a9 I.. Rosewood 0 O Westpointe Park ParkWatin Gtyreek JN ROSE PARK Tomahawk 0 Natural ,eb Natural Area 0 springs Area LOW PLACE Q &<,a,° Pak WHITEHQD O °R4�t @!Qlu'.I:Ck7 sTBh�a 0.;0 W 4n wn s CAPIT HILL T. AVENUES ARLINGTON HILLS and Drug © Bonneville 4 c Utah State g611YlGt 34t .m C 1 0Dog Para g shoreline Trail 0 i FAIRPARK Capitol Building® - O O ? x:tr ©) © memo? 0 ro N v Grove Park NV. . Downtown0 The Agricultural x University of /� Clty Creek Park University Living Park Q`s Q°Temple Square eb"v° Utah Hospital• �/ R°nwoodo :.t3iJ�.rheh ofUtih Room Trail 'V'° Dog O Q'.r. 0 LL A Clark Planetarium ,r,e, sr.,e, 11 {� Washi n Sunnyside Park _ Fred.&Da Rom a Donner © ® r. Natural Histon . .- Fife Wetlands square Park © Rotary Tali Park m E Museum of Utal i Pr serR! Glen RIO GRANDE B - m G$AE3'GhIv )Orden 9 8 UNIVERSITY C +�1 International O Park Liberty © Walsh Park 4 p.,°,, ....,",n.n Salt Lake y w.,."rrera (� Peace Gardens Bend In Park Ha:: © WRIGHT CIRCLE b1v� sws y CENTRAL CITY ' \/ LIG.T°'7 tie-River �rry���y�.�,n�, POPLr'GROVvk w DOD s :O ?'/ r,Il, - •,,v(e.y anzoten 4 © ©© O iw�,IRC V <as s emsT T EAST CENTRAL " r r AV H —_ 7't il, i3 O J GalLtt RIZ;Pith 1.1=ZEU 'I w .,was DODs o River DarkU �j� Bonneville Golf Cour c i_ © 4J o Q WINDSOR PLACE Q , �Jxt:R Pidey°i PEOPLE'S �.��/�� .� Trill Q FREEWAY Liberty Park YALE PARK `.J{^, a ix+W�+ L.<° a.9 Ines MOO -" irons In WEST TEMPLE �, Q ADDITION BONNLLS C �..1 L' y/'� HILLS �r FDlfrnOnt Park LIBERTY WELLS WEST GRAND r- atEli O VIEW M,__ y�uW1,-ryl ': L,c• _ ' U.' -. •,rley Histor iv ®Glendale Golf Course " Natur-Par< J CD zoo. e1005 _,ros WINFIELDQ Sugar j, 21( REDWOOD - WILMINGTON House Park ENGAGEMENT WINDOW#1 ENGAGEMENT WINDOW#2 ENGAGEMENT WINDOW#2 STUDENT&STAFF OUTREACH LOCATIONS STUDENT OUTREACH LOCATIONS STAFF OUTREACH LOCATIONS Chapter One:Introduction 22 .zzz ØCOMMUNITY ENGAGEMENT SUMMARY WHAT WE HEARD Ail STEWARDSHIP IDEAS The focus of engagement was The following pages show a _ '/ Source:2020 Community Survey 1 to gather community feedback selection of some of the responses r and input on the Master Plan received from the community • framework,including refined goals through the online survey,focus r and transformative projects ideas. groups and micro-engagement v_' �{ j I would volunteer to Encourage non-motorized Work with school districts events.The document appendix O a clean up parks,paint visitation.Supply and on biodiversity education It also served as a check point with , bathrooms,help with timely service waste and curriculum including includes detailed reports on the the community and stakeholders ---" trash and waste disposal I receptacles.Landscape hands on projects to give public engagement windows and 0 N, would also donate money with broad ecological our youngest citizenry a to verify that the Master Plan . their findings for more information. It' to groups that contribute goals,e.g.not just trees sense of ownership. was developing in the right to stewardship of the but flower and open areas direction,had community support, .. ` \, parks. that support birds and and provided an opportunity to y bees. contribute any important ideas F� that may be missing from the Master Plan. Community members of all ages provide their thoughts during a student intercept LIVABILITY IDEAS o ,Q4UJ EQUITY IDEAS survey event. • ua Source:2020 Community Survey 1tu\ 4 nn Source:2020 Community Survey 1 ® or ,31 Recruit stewards,rangers/ A fully integrated trail Increased accessibility for Add neighborhood More trails closer to hom1 Substantially improve tree ambassadors,and system through the city so all members of society, opportunities to spend so I and my neighbors cover in neighborhoods, volunteers from minority that folks can access trails along with native fauna time in water. Salt Lake don't have to drive to parks and natural areas communities near the regardless of where they that calls the space home. City is getting hotter other places(Millcreek, by 50%to compensate for public lands. are So more bike paths, summers and one of the Draper,Herriman,etc.)for human impacts." — ramps for wheelchairs, key missing public land trail running and riding — inclusive non-gendered opportunities for residents opportunities. Reach out and listen. Have signs displayed in bathrooms.For the wild is access to water for Specific place-based 2-3 languages. life,creating more pockets recreational opportunities. responses for acts of of space not meant for restoration,maintenance, human traffic or usage, and development. and planting more native Expand community plants essential to their gardens. natural habitats. Chapter One:Introduction 24 2,-,,,..-77-77-77,777 ØCOMMUNITY ENGAGEMENT SUMMARYITY TOP PRIORITIES Biodiversity,the environment,trails&maintaining existing amenities /////////////////////////////// were themes that emerged among survey respondents.The most chosen actions are highlighted below. COVVUNITY t ..,tl/ Q-What stewardship actions FUNDING INPUT IN °'* .' ;�k ' y would be most impactful to •Acquire additional natural areas << d , ;'- public lands over the next 10- Acquire lands adjacent to water THE PLAN '" 7>: x 20 years? "' ` • Invest in increased maintenance In addition to askingfor ideas With more than 4,455 surveys (select all that apply) Improve the City's donation around the values,respondents completed and roughly 1,000 Z process from Community Survey 1 were individual conversations,there , - .- - • Develop adoption programs,i.e., 'r-. adopt-a-tree,adopt-a park,etc. asked to choose their preferred was abundant ideas and variety actions to increase livabiltiy and of perspectives provided by the g ( _;. DIRECT ACTIONS DAILY PRACTICES sustainability in SLC.These actions community to reflect in crafting • Create wildflower meadows • Support active modes of were integrated intogoals and this plan. - transportation g t ,r• • Incorporate more native,waterwise helped to craft the transformative plants in landscaping • Expand collaboration with non- Plant more trees projects found in the Reimagine profit organizations Nature Plan. • Expand public access points to trails • Host education events •Add or renovate aged restrooms, • Improve capacity to respond to playgrounds and other amenities environmental emergencies LIVABILITY TOP PRIORITIES Communityuring membtercepidingfeedback Create a Biodiversity Advisory during a student intercept survey. Committee 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. Figure 10:Sustainability top priorities,2020 Community Survey 1. Source:2020 Community Survey 1 • , `�� • Grow our urban forests 460/ ,� Sidewalk art survey advertisement. What do O you think _ would most • Improve the sidewalk and trail ` Jr.-`' ki t benefit the network in order to travel by ��`�(� 1 ;y ' livability of lZI bike and foot to public lands and ,yrt Salt Lake City and encourage everyday destinations like work 44% �}r�T�� ® / ` you to get and school ° ®N51UFE� -'y 4,,, �, t•outside more _ t ♦ r•often? • Invest in neighborhood public oM'AEFIr ®` ,� A. Pick your top 2) 0 EIMAGINED 'w';"e •,s i lands and amenities that Ili' encourage everyday use 42�0 ®' ORE r� ;\a4' JaiC.N6PP Survey advertisement posted at a �Z local laundromat. - (-711111r^ Figure 9:Livability top priorities,2020 Community Survey 1. Chapter One:Introduction 26 ...-„,-,,,..-7,..-7-77.-77,777 7 COMMUNITY ENGAGEMENT SUMMARY NEW IDEAS AND FEEDBACK TRANSFORMATIVE PROJECT SUPPORT Source:2020 Community Survey 1 Source:2021 Community Survey 2 Survey#2 yeilded responses from 3,318 community members rating their satisfaction with the plan vision "safety for marginalized statement,plan goals,and transformative projects.All aspects of the plan had community support with 82%of and over policed communities.for black " survey respondents saying they thought the vision plan was on the right track,and 87%agreeing with the plan and brown people public goals.Overall,all transformative projects had a combined satisfaction rate of between 75%-92%among survey spaces are not always safe — 11,4111 respondents.The community indicated they were most satisfied with projects centered on sustainability,with the (RIP Trayvon Martin,Tamir , . projects"Grow Our Urban Forest"and"Put Environment First"receiving the most selections for extremely and Rice,Darren Hunt and is many more).part of accessalit. somewhat satisfied.Note,some of the goals and projects have been revised in response to this input. for these communities , is assurance that they wont get shot or arrested 90% just for existing in public C—., spaces while being a 70% ■ 26% ■ ■ ■ 0 person of color.some sort Engagement event at1700 South Park. 27/0 of police and emergency ■ 65'/0 ■ 33% ■ 31% service outreach to ensure More emphasis on "I think the vision 50% • 540/° 52% this message is heard making areas bike and statement should include would be appropriate:' bus friendly and reducing explicit language on 30% the need to drive to climate change." parks." to-, * v 4. ,I; JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET MEAT THE CAN YOU "Since more people FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER t REIMAGINE are using the outdoors, THE LAKE PARKS YOU _ �. NATURAL LANDS? ' " education on how to treat and take care of it is essential." 90` �' 0°, 21% ■ ■ 20% if r. �,�: 71% 24% ■ 70% + 260 I .., 50% ■ 57% ■ • AEIYAAIME S� NATURE 30% ^��" /�,,. , /. • 10°, o .r;� • . _ TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT 4 s 71", STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT N'No*, " _ OUTSIDE FIRST Trailside snack bike trailer advertisement. S ATISFIED ATISFIED . SOMEWHATSATISFIED S Figure 11:Graph of transformative project satisfaction ratings,Source:2021 Community Survey 2. Chapter One:Introduction 28 ,..-",-,,,..-7,./77.-77,777 ØCOMMUNITY ENGAGEMENT SUMMARY ............................... COMMUNITY TOP CHOICES TRANSFORMATIVE PROJECT URGENCY AND IMPORTANCE PRIORITIZING FOR OVERALL Source:2021 Community Survey 2 TRANSFORMATIVE IMPORTANCE: PROJECTS 1. GROW OUR URBAN FOREST - 97% Survey respondents were Public Lands and improving the 90% asked to rate both the urgency local environment with natural 2. PUT ENVIRONMENT 70% and importance of the ten amenities. FIRST - 95% 39% transformative projects.These 50% 42% 49% 48% 46% 44S 41% These projects also were 3. REIMAGINE 0 q3q, 49% 40% 45% questions were designed to gain 41% 39% insight into community priorities viewed as significant and held NEIGHBORHOOD 30% 41% 51% 23% 5425% high support with focus group89% for each project,highlighting PARKS 10% 15% 19% which projects should happen participants.Overall,the question • responses show that all projects JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE right away and which projects FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER are valued by the community. should be prioritized because they THE LAKE PARKS YOU are the most impactful and provide When combining the selections for TOP CHOICES FOR value. medium urgency and very urgent, 90 the 10 transformative projects OVERALL URGENCY: 26% 22% 22% When comparing urgency versus were selected by between 56% 1. GROW OUR URBAN 70% 68% 71% 72% 73% importance,two projects stood out and 94%of respondents as being FOREST - 95% 50% 42y, significantly.Put environment first urgent.The combined selections 42% 44% 41% 40% was ranked the highest by survey for project importance show that 2. PUT ENVIRONMENT 30% 40% 45% 39% 35% 40% respondents in both categories, the 10 transformative projects FIRST - 94% 19% 25% 10%with 73%ranking it as very were selected by between 70% important 72%ranking it as very and 95%of respondents as 3. REIMAGINE TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT urgent.The next highest-ranking important. NEIGHBORHOOD STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST project was grow our urban PARKS - 87% ■ VERY ■ MEDIUM VERY MEDIUM forest,with 71%ranking it as very URGENT URGENCYIMPORTANT IMPORTANCE important and 68%ranking it as 4. MEET ME AT THE very urgent.This again reinforces RIVER - 83% the community's desire for using sustainable principles in managing Figure 12:Graph of transformative project urgency and importance,Source:2021 Community Survey 2. Chapter One:Introduction 30 VISION FRAMEWORK CHAPTER FOR NATURE ,,,r , REIMAGINE NATURE MASTER \ \ PLAN VISION f i /" SLC Public Lands Master Plan vision proposes \ big ideas to transform and sustain quality . ' outdoor spaces that are welcoming, safe, ;,v. F.; and walkable; ensuring people, wildlife and 1,r ..vy, ' r ecosystems benefit from fair investment of Salt lL. `' ~• 4.*,.,'+• r L�-r f �� v �,r - Lake City resources over the next 20 years- .. if j'�t n► s �, .t. , 11 • •• 11 • •nrylv...ul nf..w'1•.w�n •11 l •/ 1• li li Public Lands maintains some green spaces `.. y - - within public roadways and transit stops. 32 y,�;�11�1 ;s �f N :nq • !la. ./ J '.7. tt! i �Q -- `��a a . ,i_ VISION PLAN ,, ',p�f��\„ 74 '�� �` ' '' STATEMENT. VALUE • •u\"'\ .. l . •� C b. „y\ Reimagine Nature SLC Public .,,,��� ��� i \ ��bYr1fU: ; Lands Master Plan vision proposes ^.w !D�`j�, '' ,%i big ideas to transform and sustain /% ti ✓ �,t � ' ' 1 ' • �vV. 4..4, �• : . ° quality outdoor spaces that are :4 ''''.n .�NYMi/i• ��� 4N:1 'V` lit L- welcoming,safe,and walkable; .,..„, , �_� _' b,QC' ensuring people,wildlife and ; ;, - > STEWARDSHIP EQUITY • ' �� " ecosystems benefit from fair STEWARDSHIP,or �' ' - — taking EQUITY,or includingdiverse &Belonging."We are investment of Salt Lake City care of what we have,is voices in the master plan committed to listening to the resources over the next 20 years. investingin the renewal of process and priorities, realities and perceptions of our existing city parks,urban aligns as a citywide access to public lands from forest,natural areas and value emerging from the all sides of Salt Lake City to WHAT trails.Stewardship inspires roundtable discussion on help guide next steps for a VALUES us to preserve habitat so "Geographic Equity,Inclusion, more equitable future. plants and wildlife can thrive Skating at Jordan Park. GUIDE and be resilient to impacts _ of climate change like rising pot E.ronment OAC SVSjq/4, ' '...\4 6 ' THE PLAN? temperatures.Potential actions could be planting /°°se "° ° , ' -' The VALUES that drive the way the tree groves in city golf °� 7` �' '� j ? • Public Lands Department achieves Q. �'° / , °, \'. , .4 ,..,,Y . s. plan goals is through a work ethic: courses or adding butterfly Q gardens to city parks. Pv ° a `" ... , y� "41 t , •' » that grows a culture of 00 ° °�, "" " .F STEWARDSHIP to protect vOiii ° r ' ,a wildlife,trees,mountains, \ if i 1,1 • • lakes,rivers and scenic views; 4 EV) " • Epwn, ' .- t `�lr, am 3 0 �' rrr » that improves LIVABILITY in D SLC in the face of impacts of o - _- 6 r climate change and population LIVABILITY 0 t ?. growth;and '� ` �;' Z » that provides greater EQUITY LIVABILITY,or maintaining o �% f - I (f0W m ;- \� p in the way the community has SLC's quality of outdoor " STEWARDSHIP —� • --1 t 'n` .+,its! + t '` .�. i i'. p 3 l, ; access to close-to-home,high-K - life,inspires us to provide P �� quality green spaces. -g '' ; more services to residents a i ! r I a\ r'y_N r s e 16''s I S f • i•b The plan values are integrated as the city grows.We �� a� - .` r i.t-, ,, t T i .* , ° * ,f. ' into each goal and transformative can collectively identify Y0 • ill , / IV .. 1 �.1 V ;-,f ,i:•• t 4, s, . 4 project. opportunities to use our• dd.� •da • • ep� ii•' 47!q"4•' r` ; " ~per city's parks,golf courses, °•0 °°a 6 / ;. -;. r ( school yards,natural areas edPo° o 1 . �y + i -" F,k` ''""°N,I. a of o005 6olwoo" .'\'dQ frt .1'� i and streetscapes to increase ��M• y f,� I , P Y" 11 ' public access to nature,trails, 3Woo p ,. '; Figure 13:Value Lenses r r ; A ,i ,;.-e .t . sports fields,andpublic ` �A,:_ �,.• r, Relationship to Goals .h'' ' '-'y gathering places. Diagram. i Mountain biking on the Bonneville a' Doi Shoreline Trail 34 . . b. )1;a. ..---,-,....-7„...-7-77-77...-777,..- - „ , .r, - ,x-, 1 • . s s f: s U S TA I N : t a . or a g ENVIRONMENTAL HEALTH ;A 0 ,�4�.t. AND SUSTAINABILITY . GOALS-. Reimagine Nature Master Plan ...a �.Ec ,, ate:. • " GOAL STATEMENT: TOP STRATEGIES: PROGRESS has five main GOALS of what the ___ �___ M T Public Lands Department is aiming - _ _ --- E I R GS: to achieve over the next 10-20 . it"''-. f = • +'_ Public Lands will continue to be on S1- Position Public Lands to S1-Metric:Percent of occupied years: 4._ - ----11( the forefront of environmentalism, increase the ambition of Salt Lake tree planting sites. 1. Sustain:Environmental Health �_ 3 employing sustainable operations City's climate resiliency goals. Goal:90%occupied by 2030. and Sustainability • - - practices such as conserving f - People enjoying the spring water water resources for greater S2-Position Public Lands S1-Metric:Percent of urban forest • . pond at Liberty Park. as the City leader for driving trees pruned annually. 2. Connect:Accessible and resilience to climate change and Connected Green Spaces - T 'r "` _ making significant contributions to improvements in human and Goal:10%of trees pruned annually an equitable and healthier natural ecosystem health. by 2030. 3. Welcome:Active,Authentic environment such as increasing S2-Metric:Species biodiversity and Inclusive Places tree cover that improves regional by site. 4. Protect:A Commitment to air quality and provides bird Goal:Demonstrate a statistically- Stewardship rW111-11 habitat. significant increase(>0)in species biodiversity on all Public Lands 5. Grow:Expand our Public (except mini parks and special use Lands System parks)by 2030. t-_,1 1.9__- _ - .., /���s, __ _ ....., _ .ama _ I c _ 1_ s • *a �r Mural in the Granary District. y.. 36 L�4 1 +[" p-i * '--41' '_ ... _�.' +fit CON N ECT: WE LCOM E : le ACCESSIBLE AND CONNECTED s�• ACTIVE, AUTHENTIC AND GREEN SPACES It'tf ��// INCLUSIVE PLACES GOAL STATEMENT: PROGRESS GOAL STATEMENT: TOP STRATEGIES: PROGRESS Well-maintained,welcoming trails, METRICS: METRIC: streets,public transportation,and Cl-Metric:Percent increase in of parks,natural areas and golf Ideal parks are actively used W1-Design and program W1-Metric:Annual total number sidewalks are interconnected as social media followers across courses by 2030. by the community,inclusive for Neighborhood Parks to highlight of community-led programs in the city's circulatory system.This Facebook,Twitter,and Instagram. all ages,abilities and cultures the unique natural,historical, Neighborhood Parks,by planning system connects pedestrians, Goal:500%increase from 2021 C2-Metric:Percent of parks that and strive to be authentic,or cultural and economic identify area. cyclists,and riders to the city's baseline by2030. have received an accessibility reflective of the neighborhood of the surrounding area and Goal:At least 300 community- green spaces and outstanding audit*. and community's culture.Parks community in which they are led programs in Neighborhood natural landscapes of Salt Lake Cl-Metric:Percent increase in *identifies accessibility barriers,a departments across the country located. total email addresses in Constant means to remove the barrier,and Parks in EACH SLC planning area, City's Public Lands:mountains, struggle with balancing limited annually,by 2030. foothills,valley,wetlands,and Contact(or equivalent)platform. a transition plan for budgeting, resources and many priorities with W2-Support active programming lakes.The City will continue Goal:500%increase from 2021 planning and implementing the achieving these ideals.For cities, that brings people out to their baseline by2030. barrier removal. W2-Metric:Percent of to enhance these systems and there is also a growing awareness parks for art,events,programs, respondents to annual SLC increase connectors to include Goal:90%of SLC parks have of how green space has historically recreation and community.This Cl-Metric:Percent increase in Resident Survey who report everyday destinations ranging received an accessibility audit by been provided and maintained for programming should be diverse average monthly website visitors visiting a city park or natural land from the daycare,library,grocery 2030. different neighborhoods.Cities and adapted to represent the per year. at least weekly. store,pharmacy and museum. are collecting data and stories to community culture and encourage Goal:500%increase from 2021 C2-Metric:Percent of parks Goal:Increase percent of residents This adds convenient connections baseline by 2030. that have fully implemented the document the historic inequities in creation of social connections. who visit parks or natural lands at to walk or ride along a greenway, the quantity and quality of green removal of accessibility barriers least weekly by 2%per year,with adding steps to pedometers and Cl-Metric:Percent increase space(e.g.,nationwide studies identified in an accessibility audit. at least 60%of residents visiting a enriching health and wellbeing. in average monthly attendance have found that lower income park or natural land at least weekly 50%of SLC Regional, to community events by PL urban areas typically correlate with Community,Neighborhood, by 2030. administrative team less tree canopy,less accessible Special Event and Mini Parks have TOR STRATEGIES: Goal:500%Increase in fully implemented the removal of green spaces and lower quality community event attendance by amenities).The Public Lands identified accessibility barriers by C1-Connect people to information PL administrative team,for all Department,in alignment with 2040. about their park system. Planning Areas,from 2021 baseline the mayor's 2021 citywide vision, by 2030. C2 Metric:Percent of residents is committed to looking at top- C2-Increase the ease of access within''/a mile of a park,multi-use down and bottom-up community- to public lands,making it easier to Cl-Metric:Percent of properties trail or natural land. driven solutions to welcoming travel to,between and within them. with multi-lingual signage Goal:95%of SLC Residents live more people.The department will Goal:Signage includes Spanish within''/a mile of a park,multi-use strive to reflect the diverse culture language information at 90% trail or natural land by 2040. and history of Salt Lake City neighborhoods in the tapestry of parks and open spaces. Chapter Two:Framework 38 , J PROTECT: GROW: �'� i A COMMITMENT TO STEWARDSHIP 041 EXPAND OUR PUBLIC LANDS SYSTEM - , )II , , GOAL STATEMENT: TOP STRATEGIES: PROGRESS GOAL STATEMENT: TOP STRATEGIES: PROGRESS METRIC: METRIC: Salt Lake City's urban population P1-Ensure iconic,irreplicable P1-Metric:Acres per funded As the Salt Lake City population G1-Be proactive and strategic G1-Metric:Number of parks with is growing.The Public Lands assets are not lost or rendered grounds maintenance employee increases,our public lands receive about growth of the Public Lands annual visitation estimates based Department will balance less valuable due to neglect, full time equival(FTE)for parks by more visitation and work harder to System. on data from automated visitation providing safe green spaces for destruction or development. park type. reduce negative impacts of more G2-Overcome difficult obstacles counters and/or point-in-time the public while also protecting P2-Leverage the power of the Goal:No more than 15 acres per "footprints"on our landscapes and to growth needs through creativity counts. iconic,irreplaceable natural community to help steward SLC's funded grounds maintenance FTE public amenities with increased and through leveraging external Goal:Annual visitation estimates resources that keep the city Public Lands. for Regional Parks,Special Event maintenance and renewal. assets and resources. for 75 parks by 2030. wild.Stewardship demands Parks,and Urban Natural Areas, Providing the amount of public areprofound:diminishingproperties in relation to population G1-Metric:Number of and no more than 5 acres per p p p p needs is increasinglyrespondents to annual public environmental health,increasing funded grounds maintenance FTE growth need for visitor management, challenging in a cityreachingopinion survey for Public Lands. g for Neighborhood Parks and Mini g g increasingmaintenance demands, maximum expansion build-out with Goal:Three-year running average Parks,by 2030. p increasing numbers of unhoused limited opportunities to aquire s equal to or greater than 2,000 using open space as refuge, P1-Metric:Park and natural land large natural areas or small parks respondents by 2030. and increasing costs to provide acres acquired. in areas of dense development G2-Metric:Number of active, infrastructure and services to a Goal:Acquire at least 94 acres of with high land prices.City formal partner organizations* growing city.In the Public Lands' parkland,60 acres of urban natural departments and partners work *Organizations with active domain,the Department will lead lands,and 150 acres of non-urban together to provide green space partnerships agreements the stewardship and care of urban natural lands,by 2040,to maintain and recreation opportunities in our (approved by attorneys office& green spaces.The Department will 2017 level of service. rapidly re-developing downtown. fully executed). seek out opportunities to partner P2-Metric:Number of volunteers We innovate and make smart use Goal:Thirty formal partnership with advocacy groups and schools engaged&total number of of the public properties we have, agreements are active by 2030. to educate on how the public can volunteer person-hours annually being strategic with our resources be stewards of the land and learn Goal:Increase number of and creating funding sources to its history. expand our urban forest,trails, volunteers engaged&total number of volunteer person hours park system,and natural areas. by 10%annually,and by 250%by 2030. Chapter Two:Framework 40 TRANSFORMATIVE Z PUT ENVIRONMENT FIRST CONNECT MOUNTAINS TO THE f 0 5 REIMAGINE NEIGHBORHOOD PARKS N Z PROJECTS LAKE u a Cultivate more biological diversity and 00 it Transform parks into vibrant community spaces Ten Transformative Projects were identified conservation in city parks,urban forests, U Complete missing links in regional trails and 3 that empower residents to contribute to their through the engagement process to achieve city golf lands and natural areas. invest in greenways to enhance nature and neighborhood identity. plan goals and heighten Public Lands'impact creeks within the city. on the city's livability,equity,and stewardship. The projects are transformative as they 2 will require great effort and/or and shift in L JUST FIVE MINUTES FROM HERE GROW OUR URBAN FOREST will COMING SOON TO A PARK NEAR YOU Public Lands operations to achieve.The Expand awareness of how to be a steward Transformative Projects are organized by the Make it easier to find and explore nearby Help our parks,large and small,come alive with of our urban forest in all publicly-owned trails andpublic spaces to expand goals and chapters they are most emblematic parks, p p activities and events throughout the year. of,however each project supports multiple landscapes including city parks,street the public's experiences in nature and build plan goals. medians,city golf courses,riparian areas stewardship principles and practices. and natural areas. 7 REVIVE OUR RIVER u Q Z REVIVE PUT JUST FIVE SUSTAINING GROW OUR CONNECT .. Invest in projects and maintenance along the 0 OUR ENVIRONMENT MINUTES OUR URBAN MOUNTAINS cc Jordan River Parkway that will promote equity, l7 RIVER FIRST FROM HERE STORIES FOREST TO THE LAKE a access,scenic beauty,diverse recreation,and W healthy ecology along the parkway. cc 8 SUSTAINING OUR STORIES _1Reveal past and present stories from our Q WELCOME TO DOWNTOWN COMING REIMAGINE O THE GREEN COMES SOON TO A NEIGHBORHOOD diversity of experiences that have shaped _1 ALIVE PARK NEAR PARKS this valley,giving focus to underrepresented OUTSIDE YOU and indigenous people.Express these stories A through landscapes,structure,placemaking and A y• A 1 fie' art. I p DOWNTOWN COMES ALIVE 9 OUTSIDE .., 1 r' Increase the provision of green and active �C`/� ® fir` spaces downtown that will contribute to „.ii livability,inclusiveness,and economic vitality. r • WELCOME TO THE GREEN • Invite appropriate alternative use of our / 104 public golf courses for greater benefit. Figure 14:Ten transformative projects for Reimagine Nature. Chapter Two:Framework 42 SUSTAIN : _, ENVIRONMENTAL HEALTH & CHAPTER SUSTAI NABI LITY AL e. t.lb:#14 . : , roo, {{�'' z '' . e'' ,faw•' . -'40 GOAL STATEMENT doli, `w� ; _., ; :,- 0, ,,- .�. • Public Lands will continue to be on the sfir . • 4 forefront of environmentalism, employing * �Via,j� '7/�";. 'te ' a twy, , :,� .- sustainable operations practices such as j ;,0•-4 f �s .4, ,e,,�.� conserving water resources for greater tot r,...„, :, ,,.,;47 , � .,Y„ ;., resilience to climate change and making :, . $,. ;<ti. - • • ', .,,, �, significant contributions to an equitable 0 ;` ; �:" r and healthier natural environment such as twt 1"..Y , • • t- ' �' +I ., ., --� 00 '44? ;4 ,0 increasing tree cover that improves regional • • 4 g p g �� i /44', s .�y ' :07,00, ,,,,o yrt air quality and provides bird habitat. '-.."'"*"C/. As<e)freor 4' ,, ff' ,;I:l.1.:-'"-4,11#1-"' fit'':74"4:4014.007 17:i?"1491411:, . ' ' '..' 49. 7 . . ' - ... — .VV011,01e,?,,, 1:: • iii,00,,, ., -fop • ,s":- -P,AIe . se A` 7, 00,0414/ ',-;",;" ,,,e Ast .,,, .,-.4.4044,• f ' 4, .:40,6:,. .., .4"."1:. 4, ,,,f 4341,4>y,(40,,Vel, ',O.' 0 .00, 40#4*-. . : '''.4 ' .' ' . , ..,,g,. . . Ai^ >oleo,a, ,144.04, Of. ..:, ii—i ;.;;i4.3,-01 '• NOStk# ' .'' ,dt, 41* ' : '4;0: 44":4491/ .004,14,1,:„13.,e,, ..e4:10.,;",":I':1-*.'1:-, '1 .. „.. '• • ry . U ii,• . 1. 1411r' III L-. ' � r AFI -,illl ' ' `!r '_..li 1 I 1 '.. i i• 1, 1 __i --•._ `.�e+:...w - _— •- •- yl. �. K'a$S4 z' The urban forest is aging,requiring .Y .,i. 4 ;�, .. -� +• regeneration to keep SLC shaded and • .�', - " '''y�'+;•, ,p .� �- *`Y cool while rovidin critical habitat 44 Ad �# .,., r n p g / k: ' A� r . R i /0 SUSTAIN: ENVIRONMENTAL HEALTH & SUSTAINABILITY "In nature nothing exists alone."-Rachel Carson,Silent Spring "ENCOURAGE ENCOURAGE NON-MOTORIZED V I S I TAT I O N 4 TO REDUCE CARBON EMISSIONS." ENVIRONMENTAL of extinction in the foreseeable is essential(e.g.,accessible trails, CHALLENGES future worldwide' Locally,Water community vegetable gardens, S Strategies for the Great Salt Lake2, playgrounds,urban forests,water- FACING S LC reported a historical decline in efficient irrigation systems,etc.). "LANDSCAPE LANDSCAPE WITH PUBLIC LANDS lake water levels due to human For the SLC Public Lands system, The idea of sustainability as we development,water use and the 2019 Needs Assessments found ECOLOGICAL GOALS // know it today evolved out of the sustained drought.Maintaining that 63%of those types of assets environmental movement in the water in our creeks,the Jordan River are in fair to poor condition. THAT SUPPORT BIRDS 0 mid-1900s.Implicitly,our ability and the Great Salt Lake is essential to sustain environmental health to protecting riparian habitat critical DESIRES AND AND BEES." relies on our understanding of to local wildlife and migratory OPPORTUNITIES FOR landscape ecology:relationships birds along the Central Flyway.At SUSTAI N between all life,great and small, a citywide scale,recent studies The opportunities to think globally on our planet and the cultivation aiming to project the impact of about climate change and act BEAUTIFUL PARKS DON'T HAVE TO BE THE of natural cycles that bind these climate change found that by 2050 locally at the scale of SLC's Public COLOR GREEN. THE FUTURE WILL BE LESS relationships.For Salt Lake City's Salt Lake City's temperatures could Lands is critically important to Public Lands,the cycles that bind rise ten degrees and feel more like the community.With over 12,000 WATER. XERISCAPE CAN BE BEAUTIFUL us to the environment(landscape) Las Vegas today.'Within Public participants in this master plan AND ECOLOGICALLY SOUND." -COMMENTS FROM THE include our recreation activities Land's territories,Salt Lake City's 2021 PUBLIC SURVEY y effort,many provided suggestions that provide physical and mental urban forest has been in decline on how to sustain and enhance wellness to our community:hiking over the last 20 years.'With recent Public Lands'environmental . in the Foothills Natural Area, studies citing our evolution into health.The project survey saw enjoying the scenic views of our an"indoor species,"spending only 90%of respondents ranking two city golf courses and natural lands, minutes a day outside,the physical transformational projects that are or commuting to work under the and plant-based infrastructure emblematic of the Sustain goal, shade of the urban tree canopy. that welcomes us outdoors so "Put Environment First"and"Grow that we can connect with nature Our Urban Forest,"as their top The environmental health andr priorities in terms of urgency and : i scenic qualities of these landscapes 1Alvey,A.A.(2006).Promoting and preserving , are threatened with global and biodiversityin the urban forest.Urban importance.Supporting ideas /1 Forestry&Urban Greening 5195-201.https:// that resonated with manyin the local stressors.The rapid loss of doi.org/f0.f016/j.ufug.2006.09.003. 2 Clyde,S;DenBleyker,J;Harding,B;&Clyde,S community are displayed in the 1 biodiversity(or richness of different (2020).Water Strategies for Great Salt Lake. 1 ! 3 Bastin JF,Clark E,Elliott r,,Hart S,van den quotes on the following page. \�1�I'I�1ll types of plants and animals)is a Hoogen J,et al.(2019).Understanding i i\ ` climate change from a global analysis of - I 11 i f global phenomenon.It is estimated city analogues.PLOS ONE I4(10)e0224120 dl� I g https.//doi.org/10.1371/journal.pone0224120. �I, �� �� ������1�) �II k that possibly half or more of all 4 Dettenmaier,M;Kuhns,M;McAvoy,D;&Unger, IIIli'lli �� �t111������� �I �I B.https://forestryusu.edu/files/utah-forest- 5 https://www.sicdocs.com/parks/ ! ,� !l i! i 1� I � ( IIli�i iII �II I V /Current S ecies could be at risk facts/trees-and-climate-than e. d( SLCPLNeedsAssessment.df I )I I I 'IP g p P I 01 1 ,1 1 ,,11,�1 N� 1 ,t 1 11i1 �I il Alut,i,i01I11cl ol,,k ��111 /I�,�i i, �IIlI � ! a1� f11pl �d�' i � �C�1„�,1i�11 �I ,fie �'� I I���,JI I tl I oltoll t.,��, ��� II b I11I'l �,�0 Q i,I� I��� III ��' ,(� i�� lift, Chapter Three:Sustain n�! i II I I 1 P i 4 rl,ill d ,il�l;,m III 'i, 1. I , i �il 1,,1I�, II��'I , I,�� iI t I Iai� !I:, i li Ilil h� !1 II � , ,,0I 1 l 'I� 1' �' Al I ' I o it i, I ��!41��� �i 1 I ! i� I I' i1�11 ! I i' /0 SUSTAIN: ENVIRONMENTAL EQUITY ANALYSIS HEALTH & SUSTAINABILITY POPULATION AND ENVIRONMENTAL HEALTH -a7��11,4-:. klit I EQUITY & LEGEND �•'t ' . _ ,. according to research conducted 4 r ENVIRONMENTAL by University of Utah? . HIGHEST CAPITOLell- 1 Ir EQUITY PRIORITY HILL JUSTICE Parks and open space create 11 1 __ 1 J . VERY HIGH / 1 NRPA's Story Map"Equity in Parks an opportunity to address these EQUITY PRIORITY , and Recreation"highlights how inequities through environmental all i U HIGH I ' �? },. governmentpolicies"increased improvements that create more . EQUITY PRIORITY 01 xy" • NORTHWEST CR local park access for some,while equitable access to nature and MEDIUM f�` significantly limiting it for others, provide benefits which lead to . EQUITY PRIORITY ,�llJ4 r I especially by income,education, greater health outcomes.The 2019 LOW •• • •�,1� • ITS • - race and ethnicity. Policies such Public Lands Needs Assessment' EQUITY PRIORITY :.M1:.. AVENUES as segregation,racial covenants took the first steps toward r. VERY LOW • and redlining have formed understanding equity in access to EQUITY PRIORITY i- ■ •, • , . marginalized and historically nature by identifying high needs 1.0 PARKS AND NATURAL _ underserved neighborhoods areas which mapped factors such . LANDS �� y which suffer greater environmental as gaps in park access,age,and SALT LAKE t • inequities from industrial pollution income.This assessment can GOLE COURSES • EAST and lack of investment. be expanded upon to highlight • BENCH communities that continue to CEMETERY �_ •, Today these communities experience environmental inequity. EXISTING TRAILS CENTRAL continue to experience inequities C. MU"'TV formed by policies of the past. Figure 15 Equity Map was created • UTA TRAX STATIONS (COLOR SHADE —I/ lie Research demonstrates that combining environmental and INDICATES EQUITY M1 SUGAR PRIORITY) HOUSE such neighborhoods have demographic maps of equity less tree canopy,higher urban disparity indicators to identify Socio-Economic Population Environment temperatures,less permeable priority areas for provision and The Highest Equity Priority Areas (darkest green shade)depict the N ground to absorb stormwater,and improvement of parks,natural greatest number of these indicators a, CDC Social Vulnerability US Census Bureau EPA Environmental Justice are concentrated in this location. greater levels of air and noise areas,and trails.The indicators 0 Index (2020 Census Index • Below Poverty • Aged 5 or Older who Redistricting Data) • Air Toxins Respiratory pollution.In Salt Lake City,park can be weighted by importance to U • Unemployed Speaks English"Less . Population Density Health Index and trail use during the pandemic prioritize investment in locationsLI Household Income than Well" No High School • Multi-Unit Structures TAZ Population CDC Places Health Data increased by most demographic that advance equity goals. z Diploma • Mobile Homes Projections for 2050 • Poor Mental Health d • Aged 65 or Older • Crowding (WFRC) • Lack of Physical Activity groups but decreased among older Q AgedYoungerAreas of Population• 17 or • No Vehicle adults,females,homeowners, Civilian with a Disability • Group Quarters Growth Projection NLCD Tree Canopy Cover and low-income households } • Single-Parent • Low Percent Tree 7JAPA 2021"Who visited parks and trails more F Households Canopy or less during COVID-19 pandemic,and why? 5 • Minority Garcia,Ivis;Park,Keunhyun;Keuntae,Kim. 0 W 6 https://storymaps.arcgis.com/stories/5727e400 8 https://wwwslcdocs.com/parks/ 846t4c559bf0440dc5a21f7f SLCPLNeedsAssessment.pdf Figure 15:Equity Analysis Map. Chapter Three:Sustain 48 /0 SUSTAIN: - ■ STRATEGIES & "-4 " 4 :�I* POLICIES OVERVIEW =- • ,- -.- .-:- 104, ..."-;001111pIlmob't1 PESTICIDE ,�— FREE PARK.., '" The following recommended keystone,transformational of Salt Lake City's quality of w """• �/ strategies and policies are high- projects to support the overall goal life for humans,plants and level guidance for Public Lands of sustain.Working in tandem with animals.Additional detail for operations and maintenance the overall strategies and policies implementation is provided in City of Reno pesticide free Xerces Society low-water Pima County native plant program parks program. pollinator gardens on golf and nursery. that direct how Public Lands in this table,these projects root "Chapter 8 Action Strategies"of courses. will achieve the plan goal of the 20-year vision with on-the- this document. Photo:http://wwwourtownreno.com/ https://webcros.pima.gov/cros/One. keeping-reno-rod/2020/4/t6/robb- aspx?pageld=220052 sustain over the next decade. ground improvements that will Photo:https://wwwgolfcourse,odustrycom/ p dunmore-renewing-a-charge-to-get-repo- article/habitat-for-humanity/ truly-pesticide-free The community identified two contribute to the sustainability CASE STUDIES SUSTAIN: HIGH-LEVEL STRATEGIES AND POLICIES SUPPORTIVE RESEARCH Strategy S-1 Position Public Lands to improve Salt Lake City's climate resiliency goals. FINDINGS Supporting Create a Climate Resilience Plan which establishes environmental metrics combined Parks and public lands throughout •The Xerces Society published The program's nursery propagates Policy 1.1 with robust data collection and monitoring to guide adaptive management that designguidelines in theirplant material forpublic projects, //) benefits climate resiliency. the country are increasingly 9 P l focused on"green/sustainable" report Making Room for Native serving multiple County Supporting Emphasize water conservation and stormwater management in Public Lands capital initiatives and practices and Pollinators on Golf Courses.' departments,while providing Policy 1.2 projects and infrastructure upgrades. Once established,xeric pollinator volunteer and educational17/ are expanding their roles in Supporting Develop an Operations Management Standards Plan which continues to reduce the addressing ways to mitigate plantings require less water than opportunities for residents. Policy 1.3 climate impact of Public Lands operations through efficient practices,equipment climate change.The following are turf or traditional horticultural upgrades,and staff training. •The Gund Institute for Ecological some study findings and examples plantings. Strategy S-2 Position Public Lands as a City leader for driving improvements in environmental for SLC to consider. Economies at the University of health and environmental justice. •As part of an overarching Vermont calculated that$1 of Supporting Develop an Urban Forestry Master Plan that will increase tree canopy across the •The City of Reno,Nevada has Sonoran Desert Conservation Plan, investment in public lands returns //i Policy 2.1 city,with a focus on equitable distribution of tree cover. formed a pesticide-free parks Pima County,Arizona created a 100-fold in natural benefits. Supporting Increase the scope and capacity of the Native Plants&Biodiversity Program and program,implementing best native plant program to preserve Policy 2.2 incorporate biodiversity and native plants into every compatible city project. practices in maintenance and biological heritage and mitigate design to reduce the use of damage to the local ecosystem Supporting Collaborate across jurisdictional boundaries to restore the quality of SLC's land, caused byurban development. Policy 2.3 water and air. pesticides.It has successfully P created ten pesticide free Supporting Prioritize investments to address equity and environmental justice as guided by neighborhood parks and two Policy 2.4 equity mapping,such as Figure 15 Equity Map. sshepard,M.l2o02l.https://xerces.org/sites/ pesticide free downtown parks. default/files/20t8-05/06-00t_02_xercessoc_ Making-Room-for-Native-Pollinators.pdf Chapter Three:Sustain 50 Transformative Project CULTIVATE MORE BIOLOGICAL DIVERSITY AND CONSERVATION IN CITY PARKS, URBAN FORESTS, CITY GOLF LANDS AND NATURAL AREAS ` k-/1, 1. PUT ENVIRONMENT FIRST }I ■ Projects Include: •• Increase landscape hosting education through planting native ; 4�••ike; "�1 resiliency to climate and engagement on and pollinator friendly ,, ' ~..E , \� I w change by reclaiming environmental practices. plants and includes :. • , degraded landscapes volunteer and educational 1 • - ' ` with beneficial opportunities operated 1 t • *' • Create a Public Lands pp p plants,adopting native plant farm for plant out of Public Lands' '' healthy soil-building propagation. greenhouses and plant . .. ti practices,practicing farms. a„ ,, -.' -- water conservation �; AI �` best management, • FEE t Y, . t • :. r.. s ' :\ i s p- _ I / a-',,' .. �; ; 9 ! 1�. Creating Parks& " 1 l4" Natural Lands • 7/j.� • k �^ ' M for • F'`Ct NATIVE PLANT // •® •; q ' '3pL� POLLINATORS i 3'- rr' 1 &programming to cultivate • 7r �I" N. • community : - ► STEWARDSHIP by 1 :, n.,,.-. N'Creating wetland habitat with native r p '' plants at Farimont Pond. '' �f 52 r -41* ,t, '� '� f �� .� , \r a (. 't ry'.., ._±!y / elk 1. . �'V / GI,, .� i., I i� /'' _ �'7� � lid, A . w{ny�,' ,. % _ �` i •a i�►P 4 `• r 1 • SUSTAIN: t� _ .� ;:. PUT ENVIRONMENT FIRST 1 P " - �` ,. r R W ,+ tl 2.1 401 - ; - •ofe')' - _ .cam r,.� .', �.r � -•,. DISC, 0. � `� v `1 '► ),\ INCREASING This project is at once grand, • '1 �'Et._. ':.r, ,;,� �. ,� looking at the city's green space '� ,�. r �?. t ► 4�' RESILIENCY AND �I� +ram ' - !rr�= - • � ` --, *Ai ECOSYSTE M HEALTH as a regional ecosystem tied a .. ,: y -01 -#. ,41-' ,Fs to interdepartmental climate 4'« `` 41 T� Ji " " - a`4.=� ♦ i�!'r' w `z, •• lj. Public Lands staff,the Parks, . ,� /� �� -. measures laid out in the City's +- '�;� ' -•:`� � � 3� Natural Lands,Urban Forestry ? -'E ..it, ` 4,, s �. w* Climate Positive 2040 plan, 1�*n .� and Trails Advisory Board(PNUT), and precise,understandingthe • r•fit" '; P - �y -1 R_ and the Salt Lake City community perennial flower species that will yy �- R �F ; clearly called out for this master �'; t.2.,- rl ` ` ' -�4 thrive in the arid environment .._ y� 2{ � I j_ �' plan to underline the importance while supporting bird and bee �' $v_*il_-- ifr ^t rok, 4► . .`y of protecting the environment. *!' sue' ggyr#r populations.It will increase �.,. `' ri 1� resiliency in the face of a changing =` +^ -. ' � Putting the environment first is _ ,:-•.,,,,� ►� , ` 4 climate by conserving limited „ '-+� �� / o about assessingPublic Lands _v--_ err/ r �" water resources through Drought �): �." �' ... ' y natural resources of water,air, " " d� tI ' 1K, Management,Water Budget and t ` soil,plants and wildlife and g g �. xr• �� 1 +1 sy�_ Climate Resiliency Plans. • '.1: .j p' s 1 =A!« •+ ..a w� -, A`• ` understanding the pressures 1 l r �} b z, w -+a + 'r. At{y climate change and increasing .. '" '' .0 .5" ,,�i g The transformative project"Put ;fr .ti. r .4 � ,.r' ,'�a 4,— urbanization have on those �' Environment First"will need 'z. ,. elements.This project is about r,, . //i "x • '......,it � �` '4'_' ., . 41, support from staff,volunteers and s. •_ ,, .z. ". , �Y v r understandingthe ecosystem �,�r - - ' (// y the community to leverage existing f.._ ' J y • !Zr,.. . health of the thousands of acres •�e `:.. a partnerships,learn new ways rr=_ _ >I. of natural lands,city parks,city to partner together to steward �� '4., r .... . golf and over 86,500 urban forest lands,and make prioritized „ram y _ , e trees the City stewards. decisions on where to invest 0.7w"' ••� •-_ �j' —�+1 _ " '� limited resources that have the .• �+s _ t greatest environmental return on 4 `� investment. ' kr-- i ,,,I` F." v• s.. • • 7� j ' Red Butte Creek in Miller Park. • t.•_� ,os r5 I '.. " ,f 1. 1 ,_ t . . IV `` h'I i0 i i 1 4 Chapter Three:Sustain ;ter}Cu'i; / y - 2- I ' .. : � .•f 1 ,., . 4 Figure 16:Reimagined Put Environment First Exhibit. Narrowleaf Cottonwoods EXISTING CONDITIONS REIMAGINED thrive along riverbanks, Goatheads create conflicts Invasives overtakinglocal riparian A cared for riparian habitat is increasing the urban forest with recreation p p Wildlife viewing opportunities habitat I rehabilitated ' .f.y. 1 i I • r✓,,, >, 1111t... — l 4P I 1 �� F''':s?i ry'1 {1 f: r}°, 1 t r J • I r`` (t R ,,,.'• Wyly. .f Ir z Phragmites blocks views Colonies of invasive- y i� + New tree canopyprovides g —Native trees create a canopy and access to river plants block physical I Krs�' S:lr _ at,? of shade,providing cover for understory shade to and visual access to the ' ../ ` r. && •. ,) river / I "tr understory plants and people establish plants such as r ��,- alike ' tr 4,' Golden Currant f `� � I j 1 h ` i Non-native plants are .sy River Access!um 1g tr k.ic a lower-quality food for ,(- '4,P2�' insects and animals ` *;' j 5 f ...Y lY4 #`. •• • �[ Midi water table helps neW it t ... Overgrown vegetation is _I t unwelcoming Interpretive signage enhances visitor experience Russian Olive outcompetes Migratory birds in the native plants l,' dI Central flyway depend on 411111* Utah riparian habitat 4 Y.., r pafXwa Create a balance between ;' iir ..�r.i 11111111e •Iv s Jordan Rive �' ,. � ' • �' manicured spaces for .� , community activity and f• -IA � improved habitat and natural •$ u t areas for our non-human '. dl '� friends,plants and people 1 , �4 .i, .i •.', alike ` i welcoming river creates a more Jordan River welcoming experience ..„- ., _,,,'<i4 44 f 1- A 1,r L I d"..i . •. 4 , -A • REHABILITATING Riparian corridors,such as the Shade from increased tree i Establishing native plants along Invasives often form crowded WITH NATURAL Jordan River,are ideal locations canopy assists in restoring other 1 the river helps to combat invasive colonies,blocking physical and ASSETS for planting new tree additions to native riparian species such as 1 species,such as Phragmites, visual access to enjoyment of the urban forest.The surrounding Wood's Rose and Golden Currant, 1 which overtake local ecosystems. our local rivers and creeks.A high water table helps supplement providing cooler temperatures that Invasives accelerate the well-cared for and established Public Lands'Natural Areas irrigation needed to establish help plants absorb water efficiently. disappearance of riparian habitat, natural environment provides are ideal locations to put the tree root systems in the dry reducing food sources for species, opportunities for more recreational environment first by restoring western climate. such as migrating neo-tropical and visual access to the water's native plants that benefit the local birds,that depend on the edge while also creating essential ecosystem. Jordan River. habitat for birds and pollinators. Chapter Three:Sustain 56 Transformative Project By 2050 our f /i //temps could rise EXPAND AWARENESS OF HOW TO BE A 100 u STEWARD OF OUR URBAN FOREST IN ALL leading to PUBLICLY-OWNED LANDSCAPES INCLUDING poorer air quality. CITY PARKS, STREET MEDIANS, CITY GOLF n if COURSES, RIPARIAN AREAS & NATURAL AREAS ' 2. GROW OUR URBAN FOREST t( )1 I . vim ;; Projects Include: ,, • Launch a public and regionally appropriate planting with Salt Lake awareness campaign to tree selection.This transportation projects. support new trees that provides extra support • Invest in the equipment filr,, are adapted to Salt Lake to ensure both the trees and resources to r � t City's arid climate and and the neighborhood responsibly reuse wood educate on waterwise and benefits from a large- from trees removed from I' i y tree care best practices. scale,collective effort our urban forest to create • As part of an Urban Forest as well as supporting usable wood products Master Plan,implement other goals within the such as mulch for our projects that increase Reimagine Nature master park's playgrounds and urban forest canopy plan. gardens. and identify strategies • Maximize planting of • Identify successful '' to overcome equity appropriate trees on specimen trees and M' a barriers.Acknowledging all publicly owned explore cultivating new the limited time and landscapes such as golf cultivars that are climate water resources on the courses,parks and street adaptive. 4/ 1 #1. i westside,consolidate medians and leverage tree planting projects investment in tree A. A ft(/ice. with supporting low-water irrigation improvements 1 Tree-shaded • _ _ �... Ng 4. neighborhoods and the 4 nearly 7,000 trees in ^� w � „ " }. �xti • - public golf courses that • w I,•,, •, ,r. � 4 r �' � make up 11%of SLC's • R, 3 r+,, ;� urban forest can cool rc .1 1\ `' �' . temperatures up to I40, ` Y { - .... t.: -,•1 11. it . • `-.7— ,.. '74(sk'• P, ' . - . Fs •"STEWARDSHIP OF THE URBAN FOREST TO during the summer while PROMOTE TREE HEALTH • helping to improve air _ 1 1 Bastin JF,Clark E,Elliott T,Hart S,van den Hoogen J,et al.t2019J.Understanding climate change quality. AND CARE from a global analysis of city analogues.PLOS ONE 14(10):e0224120.https://doi.org/10.1371/ jo urnaf pone.0224120. 2 Dettenmaier,M;Kuhns,M;McAvoy,D;&Unger,B.https://forestry.usu.edu/files/utah-forest-facts/ frees-and-climate-change.pdf Chapter Three:Sustain 58 • REDLINING AND THE URBAN FOREST SUSTAIN. GROW THE URBAN I - FOREST J INCREASING benefits that trees provide to their D NEIGHBORHOOD properties.In the downtown area, I \., CITY CREEK , -11 CANYON many uses compete for the limited SLC INTERNATIONAL D I / AND CITY-WIDE public right-of-way allocated for AIRPORT RESILIENCE trees and pedestrians.Identifying D Q Areas with little to no tree canopy ways to prioritize trees in the / are more common throughout downtown will increase the glrse. IIII A the City's westside,downtown comfort of the public realm.This 3 I / and central neighborhoods, can include focus on the role park D 1-80 �� ` DOWNTOWN 030 UNIV SITY• I / contributing to hotter temperatures strips play as important spaces for -, OF U AH and lower air quality.Some trees,in addition to providing city n reduced canopy is an effect of resiliency by reducing heat and m p `► �'I e D —`— D / historic inequities such as the absorbing storm water. rn- / m' V Home Owners'Loan Corporation A _ / 1930's redlining practices, While the traditional focus of / g forming tree-lined streets is D , D A overlaid on the map in Figure 17. / The westside also has a smaller important,planting trees in / residential area and larger Public Land'parks,golf courses A / industrial area,both of which and natural areas creates Q / contributes to overall lower tree significant impacts to enhanced _ neighborhood resiliency.In these canopy on the westside of the city. —____— — cared-for,often irrigated spaces, , -.-. _ ��——————1 - 1 a— , The westside industrial area will see more housing development in EA I IC I trees can have higher survival N r I A the future.There is an opportunity rates and mature,providing I-so 111 to increase tree canopy in areas of increased environmental benefits. 4 II I' D r the city that don't currently have These spaces also allow for trees m Q t L_I to be planted in dense groupings, v, ILc J I J trees to make these places more 4 - L livable but there are challenges making them stronger and more r` r[yti`�— resilient to damaging wind storms to achieving that.Lower income _-, `L,_, such as 2020's derecho. residents are more reluctant to request a citytree over concerns of LEGEND q Critical to success is allocating 4 the long-term water and tree care dedicated resources to the long- 6% PE PE RRCENT LOAN HOMEOWNERS CORPORATION costs.Developing an approach to term care of the urban forest TREE "REDLINING"GRADES infrastructure that is installed.This overcome these real cost barriers COVER R A-BEST B-STILL DESIREABLE in lower income neighborhoods is will rely on both public employees -DECLINING an important factor in increasing and private property owners who 41% D-HAZARDOUS and sustaining healthy tree canopy. are committed to and educated Property owners and landlords may regarding the stewardship of these Figure 17:Tree Canopy and Historic Homeowner's Loan Corporation Redlining Grades. not be focused on the long-term trees. *Map adapted from upcoming SLC Urban Forest Action Plan research. Chapter Three:Sustain 60 /// (/// / ;JP •• "•'� ,._ 'fit I r ►ne ° '1b R \ w / '; i e� fit o�L• / CASE STUDIES- CASE STUDIES- CASE SUPPORTIVE 0 '- I.- -" SUPPORTIVE RESEARCH _ -1 � C _ RESEARCH FINDIN c - I - ,_ ` .:- FINDINGS / GJ -- Tree Recycling:Wood from downed trees can be reused as mulch / According to the Baltimore WoodI or urban artwork. The city of Denver works with the / Reuse Project,"wood is an Y d Downtown Denver Partnership to / abundant,renewable resource— — :4t._ +,h • #a.,,ti fey;' collaborate on supporting urban / _ -• ,, it ,., } •, 4 / we should use it more."' I 1 i ,, '`r',, .; ,'"�t L tree health and new planting. 4 ,.' ), +,.-. `r t f Like Salt Lake City,Denver / The project has created a _ • r;,•. .' ; / __ ti` '.:r ,e residents and business owners are successful model for recycling — __ ___`s '1'. ^; ' ^' responsible for the maintenance wood waste from Urban Forest - ••' '`l 4- K '"q v, operations,keeping it out of -+ ', +.,,r r• of trees near the sidewalks and limited landfills and creating �_ ,.r;whyy streets.While many programs sustainable,locallysourced x , provided free or low-cost trees products such as bark mulch that •, , d • . .: ..A :," ' �,i ` _�►" to residents and businesses,the .4:� - - Y am, r average life of new tree plants was can be reused in City parks and ,e r • '?� K ,' • .•'9 w+4 only seven to twelve years due to open spaces.Program partners re- f .' ~ i r purpose the wood as materials for •, `'• .,. �'iA the dry and hot conditions created / ��. by sun-warmed concrete and / sustainable building,mulch,and • ' ' ) 1 t,` p / k , , 9;# .,► asphalt and worn-down irrigation artisan furniture and art. St . •r / Low-water trees:Common Hackberry adds to the tree canopy while infrastructure.In order to promote .'• •• _ 3 jr'. conserving water in SLC's dry climate. tree longevity and the benefits of Other successful outcomes have ,' 1 'r • . h' a mature,shady tree canopy,the included creating jobs for those II :e•t• a . ,�•• : / I `' ••,' , k '•, city and partners embraced multi- with barriers to employment �. c Y +. Sr and reducing operations and - '•, ".R 41 % r, E : st • /�---- /.®.��model in Salt Lake Citywould f • r wn� ���� / ti Oar PameiNn t 1 i timutu�'�nwwrwY�.---- / provide opportunities for Urban 1 ,• ' •. .. . Initiative.As part of this initiative, Forestry to increase sustainable • {. x 7� 'A 'Ar • T. _ i���ps* city leaders formed a Downtown / •: + Isi.11-,' �i `, Denver Business Improvement operations practices and reduce 1i sir. / t R 0 0 p!, District that funds the Tree Health04 / carbon footprints while creating • . p`, $ ; green,equitablejob opportunities. p Program to support commercial 9 q pP '`3'; f }�, '� {r f . °phi r' /''�i' '' ' Il.' property owners in tree care 1// ,w ' ' 1 r i �//��:;; (fertilization,pest management,1 Baltimore Wood Project—Rethinking Wood in „ _sr .r / '- watering)of over 1,800 the CityPhoto Source: Above htt ://baltimorewood ro'ect.or / Below Wood( ) P P 1 9 ( ) Tree Protection:Policy changes could better protect valuabledowntown trees.waste from the Urban Forestry can be reused for other purposes. mature trees during construction. Chapter Three:Sustain 62 CONNECT: ACCESSIBLE CHAPTER & CONNECTED 4 GREEN SPACES f... A GOAL STATEMENT Well-maintained, welcoming trails, streets, public transportation, and sidewalks are millating interconnected as the city's circulatory " - system. This system connects pedestrians, cyclists, and riders to the city s green ' spaces and outstanding natural landscapes j r- of Salt Lake City's Public Lands: mountains, foothills, valley, wetlands, and lakes. The City will continue to enhance these j' -.- - s '° "'' - -' systems and increase connectors to include r >6= r;.����'`� everyday destinations ranging from the \. "\' / daycare, library, grocery store, pharmacy . and museum. This adds convenient access 4. �' - �'�►�o���ii����s�io to walk or ride alonga greenway, adding �. �. s-.1- _.� -.- - ==,ram.-��rs ' -' "" _ _ _ = steps to pedometers and enriching health t -��$,f-0.- .�. Y - >-ice � -2 - - _ - — ..,-� -� , --- — and wellbeing. ..r .- .!e obi' `nf"ir r ,-t 'f' - -+c. �-- -3- r 'Zr. . '� --_- - �� - - �- ,. S '# "` . d i t om..-�i`'' - - -'sc"""'.- "- = - - - - _ Y ,)• R " .0_"Xn.2 ATi.v'e` Y-..b, '-;,-z Kt�,„,,i.._- +q E L �..ys�L�; _ -_ _ a cx-,�,,t. rrr '�K`y' s -- - .r t'-.4- �f z--,- ,„-k-- _ �#�-y.� :.¢..-_. "d— llta/ -y .r a • 70..4 •r.,�C.`'P'7n-zi 3nt?` 'n. r r r'• v 'acty.,'+ $y':r -Al o , 31 .�V" fr. f '.^'Y f Y_� nu `SL" -y 't ,�' 4 i.- "k f� a"g t ry • }2 Y k�' 1 u_. Ct� 4 aye ^'ti R' ?. � I,i_ I «e t 5. s � i,,a� .' �4,�. =A ....3- :: The goal of Connect seeks to link _ J^x` � _„- • ati,. `r_, SLC's natural assets:the greenway y7r „V-Y. ; �'_ _ +'-"' orridors,natural areas,mountains -•and the Great Salt Lake. �` w� - '\ ~Y y,y+ T�'• �•'`.,, ' ��-:,. -c. 29:L.:ova „ -.,,�.. ,�.a _ - 64 • CONNECT: "IT IS ONE GREAT PURPOSE OF [CENTRAL] PARK TO SUPPLY ACCESSIBLE & TO THE HUNDREDS OF THOUSANDS OF TIRED WORKERS, WHO CONNECTED GREEN SPACES 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. CHALLENGES TO air quality days and loss of the and environmentalists consistently diversity of plants and wildlife in advocate for visions of an equitable ACCESSING our landscapes. network of city trails,sidewalks, GREEN S PACE bike lanes and green streets, Salt Lake City's Great Basin Valley, Counter these depressing providing all residents access to " Wasatch foothills and Great Salt stressors with findings on the [THE LAND] HOLDS SO MUCH OF OUR CULTURE, benefits of spending time outside: parks,work,shopping,and culture OUR HISTORY AND OUR KNOWLEDGE...I N THE FACE Lake shore uplands inspired the within a 5-to-10-minute safe walk 1992 SALT LAKE CITY OPEN blood pressure drops within OF CLIMATE CHANGE AND EVERYTHING THAT'S j g of their households.City Parks COMING, THESE LESSONS AND ANSWERS ON HOW SPACE PLAN that recognized how minutes of just seeing a tree.So Alliance and Trust for Public Land, disconnected these spaces were why aren't more people spending TO LIVE WITH THE LANDSCAPES THAT ALL OF OUR leaders in urban green space to the urban park systems at the time outdoors?Over the last research,endorse the 10-minute TRIBES HAVE EVOLVED WITH, THOSE ANSWERS ARE time.Since 1992,progress has decade of parks and open space walk distance as a baseline ALL EMBEDDED IN THIS LAND." been made to connect parks and surveys,North American city standard for the United States —Ahjani Yepa, Utah Dine Bikeyah, stormwater properties to natural dwellers identified frequently p p because studies have shown the Inside Climate News, r? open spaces through a network recurring barriers to accessing tremendous benefit of close-to- AO,.", green space:lack of leisure time, April 21, 2021 , of green corridors.The Reimagine home green space to counter • Nature Master Plangoal of lack of affordable transportation * ` f.': threats to our physical wellness n Connect"ties back to this earlier (e.g.,complete sidewalks,bus,etc) `+ -. +" i;;, ,� �: t • and mental well-being.For the f•: F tannin effort andpositions Public or inability to travel to a space,and '' '• CK P 9 SLC Public Lands system,the - ip , rw .-• Lands to continue to be the cit 's lack of knowledge about where to A Y g2019 NEEDS ASSESSMENT found .$4. ifs ri z ,-4ty,, "back yard"of conserved mountains, go to enjoy the outdoors. Y that most residents are within a Y y�•. r foothills,creeks and wetlands. 10-minute walk of green spaces, r 10-MINUTE WALK - 3 +ii_.' y Work-in-progress that supports this with some areas(markedly on the d -b k' s Our time is precious;the modern goal includes strategic open space westside)that need more parks %•" - world's busy demands of work, preservation,stream restoration, and/or more investment in park ''" :.rl. ,,t 4\�' • learning and commuting consume • park acquisition and partnerships renewal. 5k, -- 1- ., , to maintain and connect wildlife most of our waking hours and Ez habitat corridors. impact our available time for AFFORDABLE,ACCESSIBLE recreation outdoors.Children r k • TRANSPORTATION �`t An overall sense of environmental in the U.S.spend only four to The daytime population of ^-. ", unease and costly recovery efforts seven minutes a day outside and , downtown Salt Lake City nearly confronts Salt Lake City with record obesity levels in Salt Lake City doubles during the week with the hot weather,longer droughts, have risen since 2013.For cities average commute time of 20-25 increased wildfire frequency, across North America,urban minutes.Imagine if that commute damaging storms,more poor dwellers,health care providers Chapter Four:Connect CONNECT: "MORE EMPHASIS ON ACCESSIBLE & MAKING AREAS BIKE CONNECTED GREEN SPACES AND BUS FRIENDLY TO REDUCE THE NEED TO DRIVE TO PARKS." changed from auto-driven to more Lake City while prioritizing those enhance the health of the urban active ways to reach work and routes that provide access to urban greenspaces and surrounding school that also connect residents parks,natural areas,and trees wilderness through political "ACCESS IS AWESOME, AND to parks and green spaces.People within the city that also connect to advocacy,financial support, WE WANT PEOPLE TO GET would add beneficial time outside the larger landscapes of mountains, stewardship,land conservation and OUT INTO THESE SPACES BUT in nature to their daily lives.Utah's foothills,basins,wetlands and lakes. reducing individual environmental Unified Transportation Plan calls footprint).Or to put it simply,we HAVING HUMANS IN THESE fora third of the state's future AWARENESS don't know what we don't know. AREAS CAN IMPACT WHAT THE transportation investments to The third most common barrier Public education strategies and HABITAT LOOKS LIKE, SO JUST be invested in transit(defined as to getting outside is lack of wayfinding can help cities connect BALANCING THOSE NEEDS mobility transportation including knowledge:where are places to people to experiences in nature, bicycles,walking,vanpool,buses, recreate,how to get there,what improving public health while AND BEING ABLE TO PROTECT light rail,commuter rail,street cars, to expect when they get there, growing caring stewards of plants, LAND IN CERTAIN WAYS FOR etc.).Leveraging these investments and who to recreate with.This animals,and landscapes. WILDLIFE IS SOMETHING TO with the city's growing green awareness also has implications for THINK ABOUT." network and ensuring that people long-term stewardship.The writer DESIRES AND of all abilities(people with cognitive Vladimir Nabokov muses,"Reality OPPORTUNITIES disabilities,elders with declining is a very subjective affair.I can FOR CONNECT "UNCOVER A N D mobility,to parents schlepping only define it as a kind of gradual Creating opportunities to connect a 36"-wide stroller)can access accumulation of information;and people to public lands resonated RESTORE T H E routes is critical for equity.Beyond as specialization.If we take a lily, strongly with participants in the BURIED AND providing access,many forms of for instance,or any other kind master plan process.During the active transportation are free to of natural object,a lily is more most recent community survey, IMPAIRED CREEKS low-cost-an important factor as 45% real to a naturalist than it is to 90%of respondents said they are of Salt Lake City metro renters are an ordinary person.But it is still satisfied with the transformative I N THE SALT LAKE cost burdened.Low-income and more real to a botanist."Magical project"Connect Mountains to VALLEY." subsequent burdens of housing landscapes of trees,rock,creeks, Lakes"and 75%supported"Just 5 and transportation costs can limit marsh and salty lake where plants Minutes from Here,"a campaign to the amount of leisure time and and wildlife abound in the Salt share information on how people transportation options people Lake City region.But if the public can access and learn about public have to enjoy public lands.The doesn't understand what is there lands.Enriching the discussion challenge is thus twofold:one of and how to leave no trace,they about connecting people to place -COMMENTS FROM THE connecting more ways of walking will be unlikely to understand how are quotes from participants,listed 2021 PUBLIC SURVEY and cycling for everyone in Salt to be stewards of the land(how to to the right. Chapter Four:Connect TRANSIT ACCESS TO PARKS IN SALT LAKE CITY LEGEND _� TRANSIT v, , r CONNECTING r . 5 MINUTE WALK FROM PARKS AND I ‘,i }�• �' r ,! , I I ry Ft. ��' PARKS TRAX STATIONS NATURAL LANDS 1 A * LL �� �"'1 Respondents to the Reimagine 10 MINUTE WALK FROM GOLF COURSES TRAX STATIONS 4.116_11I r +..": Nature survey continually cited 5 MINUTE WALK FROM I 'Q the need for increased access by . BUS STOPS CEMETERY e I J r / public transit for equity of access, 10 MINUTE WALK FROM EXISTING TRAILS L low-carbon solutions,and to BUS STOPS I `• _ resolve the issue of lack of parking. TRAX/ I ' FRONTRUNNER ` •PARKS WITHIN A 10 `; - r_ $ - r — I According to the 2019 Needs . MINUTE WALK FROM TRAX/ -' J J TRAX STATIONS FRONTRUNNER 110. f Assessment,The Central STATIONS - `�\ MINI/NEIGHBORHOOD \t �; /)� Community has the lowest park • PARKS WITHIN A 10 UTA BUS ROUTES MINUTE WALK FROM _ LOS and is expected to experience TRAX STATIONS UTA BUS STOPS iir,./ the most future growth in the city. iii i;?:::, , The addition of Fleet Block as a sm. .__ ° I public green space could fill this 1 �. / �� I wollilliP '� ,I gap and increase options to access � ' WASHINGT I parks by rail with proximity to the "CAR FREE SUNDAYS IN LIBERTY PARK, .'= ■ SQUARE °O j INCORPORATE PARKS AND TRAILS PIONEER= livid ty dearbyTRAXsidera. nss he ould P"RK ,.�A -- develops,consideration should INTO PUBLIC TRANSIT INITIATIVES , MAYBE A SPECIAL RECREATION LOOP." I be given to the relationship of C LIBERTY PARK parks and transit and affordable, o environmentally friendly options for // C--VZ HERMANFRANKS i park accessibility. "NONE OF THIS WORKS WITHOUT "01611014 z n PAR . 1 Figure Analysis A PLAN FOR EQUITABLE PUBLIC 41. tvoi 11 ilL A x illirt , I g y p // TRANSPORTATION AND A BROADER ---�'� — SUGARHOUSEPARK _J highlights existing parks within NM CITY/COUNTY/STATE FOCUS ON AIR walking distance to rail station FAIRMONT PARKFOREST o I' QUALITY AND OTHER ENVIRONMENTAL G O locations.Dark red areas are within .. SAFETY CONCERNS." . - a five minute walk of TRAX stations I I , L i T L and dark green shows areas within ". . L_1 I,E,. — a five minute walk of a bus stop. "FOCUS ON ACCESSIBLE BY PUBLIC ilinAdding or enhancing parks and TRANSPORT OR BIKE INSTEAD OF — trails within these areas should MORE PARKING FOR CARS." 1111111111 -� be prioritized for more equitable access.Imagine being able to visit 111111 st a different epping parka everydifferent weekbus or jusrail t by 11 COMMENTS FROM THE off 2021 PUBLIC SURVEY MEM a 11/11111/1111. WP� — stop. Figure 18:Transit and Park Access Analysis Map. Chapter Four:Connect 70 A lif CONNECT? CASE STUDY: STRATEGIES AND I a POLICIES OVERVIEW TUJUNGA WASH GREENWAY AND ,"• I li f' ,' STREAM RESTORATION PROJECT Completed in 2007,the 1.2-mile Tujunga 'W Wash Greenway and Stream Restoration " ` ' Project in Los Angeles,California annually :j p 7`1 infiltrates up to 118 million gallons of r * stormwater,increases park space per �+�, person by 21%and used all native The following recommended transformational projects to for implementation is provided in • i �� plants during restoration(saving 70-80% strategies and policies are high- support the overall goal of Chapter 8 Action Strategies. - potential water use using conventional level guidance for Public Lands connect.Working in tandem with methods). The Mountains Recreation and Plantings of native species improve biodiversity along the operations and maintenance the strategies and policies in this greenway. Conservation Authority partnered with the that direct how Public Lands table,these projects root the 20- region's flood control district and public will achieve the plan goal of year vision with on-the-ground ° works to complete the 50 to 60-foot "connect"over the next decade. improvements.Additional detail wide greenway that includes 15 acres of The community identified two • riparian habitat,10-foot wide recreation trails on both sides of the channel and 8 • ecological areas with over 1,000 trees. CONNECT: HIGH-LEVEL STRATEGIES AND POLICIES The Landscape Architecture Foundations' Landscape Performance Series case " '. 77 study on this project underlined the Strategy C-1 Connect people to information about their park system to increase visitation. ; rN +*" , following lessons learned from the Supporting Helpthepublic navigate to and around theirpublic lands system with intuitive r .r ,' ; - ' pp g g Y R � -_ - ,, �,,,` Tujunga Wash Greenway to keep in mind //, Policy 1.1 physical wayfinding and digital information. ,.;, r for this transformational project: Supporting Provide information that helps the public interpret and appreciate their parks �' A naturalized section of the Tsunga Wash increases riparian .Ongoing public education on the Policy 1.2 and natural lands,with the use of diverse,interesting programming and activities, habitat while providing stormwater infrastructure. seasonal changes of the stream education and messaging,physical and digital interpretive content,and park ambassadors. and landscape is essential to build - environmental awareness; Supporting Facilitate access to information about use of SLC's public lands by people Policy 1.3 experiencing homelessness,including available services and resources,hotlines, •In man-made streambeds,efficient community partners,and opportunities to engage in cross-community dialogue to sediment removal maintenance is key for /F OW help make SLC parks welcoming and safe for sheltered and unsheltered alike. flow; Strategy C-2 Increase the ease of access to public lands,making it easier to travel to,between and within them. .Leverage smaller phases as a prototype for establishing baseline measurement Supporting Promote walking and active transportation by connecting our parks&natural spaces Policy 2.1 to the City's alternative transportation network,including bus,TRAX,SLC Green Bike, and data collection regimes;and and on-street/off-street trails. e; •Establish real-time environmental Supporting Invest in greening the urban trail network through tree plantings,stream daylighting, -- - n �,.• monitoring for habitat management and •Policy 2.2 and other methods to interconnect parks with park-like trails. .. - hydrological performance. Supporting Incorporate careful consideration of physical limitations,language barriers,and The new greenway trail parallels a section of the Tsunga Wash. Policy 2.3 other accessibility accommodations into all Public Lands projects. Photo credits:https://rposd.lacounty.gov/portfolio/tujunga-wash-greenway/ Chapter Four:Connect 72 MULTI-USE TRAILS NATIVE TREE PLANT TREE ROWS ON EDGE OF GOLF CANOPY PROVIDES ADDED TO VISUALLY COURSE HABITAT FOR STORMWATER SEPARATE WILDLIFE RETENTION ACTIVITIES BENEFITS PROTECTIVE SALT LAKE CITY AND BOULDER FENCING FOR '. COLORADO OFFER TWO WAYS TRAIL R NEEDED E _ "JUST 5 MINUTES FROM HERE" COULD TAKE INSPIRATION. ~, r Case Studies- The"Just 5 Minutes from Here" access to both experiences.An Salt Lake City Children's wayfinding and informational enclosed walkway bridges the - NATURE PLAY Outdoor Bill of Rights campaign could leverage these creek between the two library AREA JOINT USE activities and identify destinations sections and connects to 8.8 miles li • SIGNAGE Public Landsyouth workedservice withpro to complete the outdoor activities of trails to other key destinations. viders diverse and learn more about stewardship Creekside Playground was added +, N•P in SLC to create a CHILDREN'S and ecologies of public lands. adjacent to the library.These - x- CREATE A OUTDOOR BILL OF RIGHTS L i CONNECTION TO (#slcoutdoorchildren)and list of Case Studies places are made more accessible * IMPROVE POLLINATOR;_ • with support from Child-Friendly t•-. ,, JORDAN RIVER HABITAT outdoor that every child growing Boulder Public Library City Maps produced by youth up in Salt Lake City should have and Boulder Creek Path and activities databases on MO— access to during their childhood for the sake of their physical, As the main branch of Boulder growingupboulder.org. s- • Public Library became slated mental,social,and ecological for renewal,the City found that • _I�: I health.The Children&Nature pal {}` --_ 4.si Network provides more resources. building a new location adjacent v _i. e _; ' to the Boulder Creek Path and Activities include: greenway would bee more / �j/� ��= n Seeing the Great Salt Lake '1,,,. t .cM ham_ Catching a bug cost-effective option.This also I , co-located a cultural destinationRA Figure 19:Reimagined Golf Courses Exhibit.Design strategies can enhance compatibility between activities, -Splash in a stream Boulder's Child-Friendly City f 7( (library)to the city's downtown allowing single-use spaces,such as golf courses,to host additional trail and recreation opportunities and -Identify a wild plant Map provide comprehensive access for all. -Reward stickers and journals for greenway and provided the public documenting experiences. Case Studies- rounds of golf are played annually, used by hikers and pedestrians to 4 :`,` • Portland,Oregon Golf and more than 100,000 walkers access the course and education sPL1 LAKE c/rr :� 'if's. 1 r o ` ' Courses with Public Trails concurrently use a 2-mile fitness around golf-trail etiquette and tZ,,_ :A trail,in part due to the park un-leashed dogs.Another good -,t; y" Three publicly owned golf courses deficient adjacent neighborhood. example in Portland is Heron Lakes in Portland,Oregon offer miles of n? �3 ' " -- 1 The American Trails organization Golf Course where a 200 yard t ; 1° y walking trails to the public.The 0'. a !,-` 1r _ reports in their case study of stretch of the course is used to , 7 ` trails range from neighborhood- this course that no trail users help fill a trail gap for a larger 40- Children's l serving jogging trails to regional, a.;- :� have been hit by errant golf balls. mile loop. OUTDOOR r r it paved shared-use paths.At RILL OF RIGHTS aG; . r_ Lessons learned include expanding Glendoveer Golf Course,50,000 the 40-parking spot trailhead Park-like features surround the City of Boulder,Colorado Main Library. Photo credits.https://atiaslab.com/wp-content/uploads/2018/08/4_AtlasLab_BoulderCivicArea.01.01.jpg Chapter Four:Connect 74 A Figure 20:Connecting Green Spaces Concept Illustration -{t Tr dir--Mr Illphi INCREASE TREE CANOPY IN GOLF COURSES TO CLEAN AIR CONNECTION TO PATHWAYS AND AND COMBAT URBAN HEAT JORDAN RIVER CROSSWALKS ISLAND TEMPERATURES PARKWAY TRAIL CONNECTING CITY • • - - - . .1r+=�_ _ - �_ - -' -• -'sir- _y, �crzkr~ L•R is9.•.•i ''� +.-ra-sn.nl. � L..:--ate —KS' rw--'. '" .. _ . . 7 r- - ; - ` � - 7. •d, LEND,DREGIONAL - i700 S r _ >: ' - na PARK _•" eNS,NN.,. '$ INCLUDE SAFE RAILROAD ;:-- z... CROSSINGS IMPROVE WATER - • t, 'n -! QUALITY -"•MULTI-USE TRAIL INCREASE NATIVE r '- > ALONG THE SURPLUS REVEGETATION TO 4� CANAL ENHANCE WILDLIFE• e _ . , / illlt.. ... / . .— HABITAT �„ �ti - ,• GLENDALE GOLF COURSE s -- -4-• / "1 l ?6 I, ..2-, -V4-1 '.' . . fipiAbaxiior.z., BIG MOVES & i \ *V .... , . .. , 1 STRATEGIES ik ! -, i� `` �'. Y1 AFTER IMPROVEMENTS � UNSAFE BEFORE IMPROVEMENTS IMPROVE UTILIZE SPACE ENHANCE THE "'�'" ,—: .fit: �°' SERVICE CROSSING AT NO RAIL And environmental and — �� ; ROAD,NO CONNECTIONSENVIRONMENT PEDESTRIAN — •ESTABLISHED CROSSING TO ACTIVE recreational uses for underutilized Utilize spaces such as golf courses �``.. :-1 TRAIL public spaces including wide to increase the urban forest and 1 -y' TRANSPORTATION NEED FOR medians,public utility lands and restore native habitat. INVASIVE WEED . . Utilize all of public lands parks, where appropriate,spaces on golf ''. =-j MAp1AGEMENT golf courses and natural spaces to courses. e� ,# " ' \ "I'connect the city's human powered w I r��,. ,, > ,_t�,_ �s transportation network. fs ,.+ s% Chapter Four:Connect 76 Or Transformative Project CONNECT SLC'S , TRAILS&PARKS TO COMPLETE MISSING LINKS IN REGIONAL // TRAILS AND INVEST IN GREENWAYS TOvitei - ` THE CITY'S BACKYARD NATURAL ENHANCE NATURE AND CREEKS WITHIN - ASSETS THE CITY. lir /A 3. CONNECT MOUNTAINS TO THE LAKE _ IP r ' ___........... __ _ _ ... — Projects Include: _ ---. • Connect trails from • Begin to implement • Implement all remaining .-.---- the Eastern side of the the Seven Greenways proposed trails including - Wasatch Mountains to the Vision,creating a regional the McClelland Trail, 111 111111111. Foothills Natural Area, system of high-quality Folsom Trail,Surplus W The 9 Line Trail to the greenways along Red Canal Trails,and Foothills _ �. ' Jordan River Parkway trail Butte,Parleys,Emigration Trail. - and West to the Salt Lake and City Creeks,including ir Marina and mountains. locations to uncover . creeks,add trails,improve r`1111111ar - ► t natural habitat,and provide for recreation. CONNECT OUR I,- , ;>'- r rip PARKS AND NATURAL € '�N; u f% l a SPACES TO THE CITY'S e 4 t �r�r / �r HUMAN ,,,. ..„ � I:n POWERED s • h s TRANSPORTATION �} _ NETWORK ti" .. r 4Y A ,�IIII �� . _ IIIII Adiff , I , . 4 // ""*"1001"104L06,'": '1'11� A...+.,..,, CONNECT: -- CONNECT MOUNTAINS TO THE LAKE Salt Lake City became a city neighborhoods and natural lands, in large part due to the scenic particularly to the Foothills Natural 411 beauty of the mountains and lake Area.This project also supports embracing the valley.The 70.7 protection and greater access of miles of existing Public Lands trails the Foothills Natural Area,a recent and 129 miles of planned trails plan calls for 65 miles of new enable many to enjoy walking trails to help connect this natural and cycling access to shady treasure to more pedestrians, - .. - . - natural areas and parks.But for hikers and cyclists.Protecting - many areas of the city,access to the foothills with sustainable, waterways,the lake and mountains well-connected trails that direct X is limited.To address this,"Connect visitation to concentrated areas n ., '' Mountains to the Lake"envisions has an added benefit of protecting 1 I _. "'• —• • +1.4 — a vast network of running and undisturbed wildlife habitat. ..,-,� •Blif"'" -- _ walking paths,cycling routes and _ �, r 1,A green corridors. Beyond the benefit to health ,; _._ •2a «_ - and wellness,these connected ,7�• _ r - Imagine being able to connect from corridors provide pathways for j _ - I� II�1111 I , the downtown core to the Great the movement of birds,mammals _ Salt Lake or Wasatch Mountain and fish and create opportunity \1I ` �" I I trails.Or,for daily commutes, for rainwater management that �,� �111 imagine having safe and welcoming supports ecosystem health. •,-• ' r ti .. trails that provide opportunities to Building and expanding greenways �' integrate exercise into the daily helps increase pervious surfaces commute,making pulses race that can help clean and manage l and filling senses with scenic storm water runoff all the while beauty."Connect Mountains supporting mature tree canopy that ,,;;" , ,w;,, - a ' " it to the Lake"would promote provides shade and habitat. ' ''" t_ enhanced connections between I .,-- , r,`, Views out to the Great Salt Lake from the Foothills. ., f C *5— Chapter Four:Connect 80 il Figure 21:Reimagine Mountains to Lake Connectivity Exhibit. EXISTING AND PROPOSED TRAIL CONNECTIONS IN SALT LAKE CITY 0 Surplus Canal Trail © Folsom Trail ©9-Line Trail O McClelland Trail © Foothills Trails O Bonneville Shoreline (Proposed) (In Progress) (In Progress) (Portions Completed) (Proposed Improvements) (Existing Regional Trail) iiirg-r ._ _... _ , ., . .t`.==" aa.. ter.�.`- I r .': .. -, ,,,,. , ,,._. .-,it, . - - Pi•5Dtl — AI141 . • FIrtIIREHOME F��SOM r ?- Asa M0 A NATURAL CITY: • ' ' VISION OF THE 1992 IMPLEMENT&COMPLETE j}J as - -.+_. .- OPEN SPACE PLAN PROPOSED TRAILS ` ` e The Salt Lake City 1992 Open �,,�I�� _ ► - Space Plan paints a picture of the f�" 7-/ ;.Ifs- -. 1144'' ''T ! City through its natural assets.The j S' •/)_ _ ''-'f s., plan seeks to better connect the i 1, City's park system to the natural Future Connection JORDAN RIVER PARKWAY L. r environment,overcoming manmade to Great Salt Lake I barriers and unifying the City by Wetlands 1 connecting the Wastach foothills, - , benches,valley floor,creeks,Jordan Future Connection 1 River and Great Salt Lake wetlands. to Great Salt Lake - \--..._. SLC Public Lands has come a _ f .........F.---5 long way to achieving the 1992 1, ` goals,with many trails underway •••- D FOL i or completed,enhancing access to ,. 2 ` r �O EVDL nature and joining natural features. Future Connection - i ' . HOR LONI TRAIL The goal"connect"seeks to further to Oquirrh Mtns. *"••••.., ' theseo objectives,completing • • ti proposed trails throughout the City ••1 while emphasizing opportunities for PROPOSED SURPLUS enhanced natural areas,greenways LEGEND CANAL TRAIL • and connections to the Jordan River. EXISTING TRAILS "•- PROPOSED TRAILS PARLEYS T `1 DESIRED CONNECTION N �7 POINTS ] „ 4 CL i• i 82 Transformative Project UTILIZING ALL MAKE IT EASIER TO FIND AND EXPLORE 4 COMMUNITY OUTDOOR NEARBY PARKS, TRAILS AND PUBLIC PUBLIC =,.:. SPACES TO EXPAND THE PUBLIC'S Y`' , ° 4.; , 1 SPACES EXPERIENCES IN NATURE AND BUILD �'.', = � ; L " ' _ r . / STEWARDSHIP PRINCIPLES AND PRACTICES. , ,:; ! 7 �'. ;�, ix i.. , . ,a • p a Y - s , th - � ice. .. ' 2). A. � 4- iit a> 4. • o. `'" ,;! `i 9r Q x. I,7�jr e i.'• i,..,,•.8. 1 . .1 , ' Il 34-'—' 0 I'' 7- --..'. : -;; •'. - ti1 r • 1 a �1 ( , ,.:„5-,y, ) .-,A 4 , , . , - 1, T . • _) -, - _,___:11110i...t,,,,t 644.. 1,,,,,,,t; , ,,,. i IF opli 4 ,,, : • , ., . • : GX 1 'h. l�� - �; lye f okI 1' • ' - w lir North N!, '' i ',1,e f4" 17- .i,r•l'os.4 �► C , l ''H /79 CHI. 1 i FJnt . I III.' — h� cong wen d. a m� \I� 4. JUST FIVE MINUTES FROM HERE nor' — t edere �� k •� I Projects Include: nILann (� — 0 I \ A411 IA I ta, •:,':erparkiur ' 1 7 • Initiate an information • Promote other public • Establish a multi-lingual :, UpOp"!"n', -46 _ \ ' campaign and tools green space use like signage and wayfinding ,f *'Sdhv for learning about libraries,school grounds program that reflects Salt H xu�E artVC,,',7 1\' parks,tree-care,public and the City cemetery Lake City's diversity. r,=aai 4V1a . activities in green as part of a connected ;'= fL napk spaces and city golf system. courses,environmental education,and recreation opportunities. Chapter Four:Connect 84 li/ CONNECT: JUST FIVE MINUTES FROM HERE Navigating Salt Lake City's roads through signage,outreach ♦ oo is fairly straightforward using education and digital campaigns. ,- 8 the north,south,east and west Co-locating cultural,natural and grid system and 660'x 660' recreational destinations makes it blocks.The 70.7-miles of Public easier for us to combine the trip J O R D A N RIVER TRAIL Lands trails interface with these to the library with a healthy family roads at trailheads and within walk,enriching our day-to-day green destinations of parks and lives. natural areas.Within this network, 1 hundreds of cultural destinations Conversations with Salt Lake North Salt Lake and stories await hikers,cyclists City residents who speak English and pedestrians.Lessons of natural as a second language reveal history,environmental stewardship that including multi-lingual 1.6 M I. A 10 MIN. -A 32 MIN. • and origin stories of parks are communications in signage and waiting to be told in the 120 digitally helps make public lands languages currently spoken in Utah feel more welcoming and inclusive. 4mi(Source:U.S.Census). A added benefit to np increasedb Athletic Complex awareness of what is in public National best practices also lands,is the opportunity to share point to the advantage of linking how to take care of public lands • cultural destinations of libraries, and support tree canopy health, 0.0 M I. A) 0 MIN. 'A 0 MIN. safe routes to schools and active clean water and fresh air. recreational destinations to a city's trail network.In Salt Lake City, 1800 I'1Nortb H T i many of these connections exist, ' just five minutes from people's day to day lives and can be highlighted • - i. :, ib,.. O.0MI. ( j0 MIN. 0MIN. _ i 1P// Si-KE SALT SAI:I LADE LAKE CITY 6('-.1 1 COUNTY Signage along the Jordan River Trail 7 a points toward city nodes. iiifrt_ Chapter Four:Connect „ Figure 22:Reimagine System Connectivity Exhibit. CHOOSE YOUR OWN ADVENTURE USING ALL PUBLIC SPACES: V t i - + -4. „ter• 2 POSSIBLE ADVENTURES FROM THE REGIONAL ATHLETIC , - COMPLEX �? ,� START AT ----1—...: - ` N, _ THE RAC ~ 1. SOCCER i• - v�+/4 tq, :z =' GAME '�' ._ 'r •,tr i. .Y: 4f) Public Lands Nursery(Proposed) Guadalupe School Warm Springs Park Foothills Natural Area yam/ ON YOUR WAY,STOP BY TO LEARN ABOUT THE ENJOY THE SUNSET AND Regional Athletic Complex VOLUNTEER AT THE NATIVE VISIT A FRIEND AT THE HISTORIC WARM VIEWS OF THE CITY ON Val PLANTS NURSERY SCHOOL PLAYGROUND SPRINGS ®YOUR HIKE til "Just 5 Minues from Here" ©PLAY 9 1 seeks to connect and utilize HOLES OR ' • .. all publicly-accessible lands SIT BY THE ' including those managed RIVER - by others such as Public $. START AT Educational Utilities'City Creek Canyon ;i S. THE RAC Sewer and the Foothills Natural I Treatment Area,a jointly-managed sillt 1 Regional Rose Park Golf Course Athletic Plan space. Complex ADVENTURER OR ADVENTURER Public _ - STAY DECIDE YOU �. Lands - ALONG THE WANT TO GO 3B Nursery , RIVER ON A HIKE 2 � 1 Rose Park a Foothills { Golf Natural Course C Area&Trail on ENJOY A �».�` aJ0 3C11( System BIKE RIDE ,......�• ? SPLIT P• Guadalupe ALONG THE G HERE SchoolIP RIVER yro Co City , Ifif), ►:. P, _ 1 1 Can 3A u) 3E o Jordan Valley Parkway a 0) 3D I 1 irk `� A, Warm UNWIND • $. N .0 4A Day-River — Springs 1 READING ? Y ' ; I Tr Side Park ` A BOOK '..' L� ., -� J Q/ Library �', r --) OUTSIDE h. ..` — ( eF -i/ IN THE Creekri ei LIBRARY GARDENS '� ,'r::.•: erside Library •�'�, . • to •�' '•'•'•'•� I ID ....... Chapter Four:Connect • ' 1 W E LCO M E : ACTIVE, AUTHENTIC, CHAPTER AND INCLUSIVE I\ SPACES j1, ' , ,a ; � ; * GOAL STATEMENT i Y f r -.." 'ip'Jr ,. -+ Ideal parks are actively used by the 4 ' community, inclusive for all ages, abilities .• � and cultures and strive to be authentic, . 40A. i1 y0 w . or reflective of the neighborhood and ''1;� ,� �, --.1. /� ` ��3 4 community's culture. Parks departments r, •ia%'T° i - `� • across the countrystruggle with balancing •.� ,,r, '� • ,, • limited resources and many priorities with / • , 1 • .. 1 '-1.,V -' r - �, achieving these ideals. For cities, there is r i '4L r . ', r '` k " ` � �, .). also a growing awareness of how green ' 4, ° Ntr` 4: p �'` . a` V space has historically been provided and / .''V. 'r' ` IV AI " ' ` 4 i. maintained for different neighborhoods. �' • "° ° �r,; ' INN • �' �°J. f'` 4 ' Cities are collecting data and stories to document the historic inequities in the .. ,e y se 4' s1 - quantity and quality of green space (e.g., r,, c, .i 36 nationwide studies have found that lower •`, ��!. -1y: .,- , Y . 1 income urban areas typically correlate with *�. i� . r .t/ -y less tree canopy, less accessible green �• - P, spaces and lower quality amenities). The .i' . • . � � �1 Public Lands Department, in alignment ��‘r $ '/I� — r p g �,„ ,; '�/ / .ir _ 7 with the mayor's 2021 citywide vision, is ' ' 3 committed to lookingat to down and �f 5,:,"• ,, 4 , y 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 4.. 4r�- _b. the tapestry of parks and open spaces. -,- .., ° e Cultures of SLC are brought to V farm,. -. ' life at park events like the Living Traditions Festival. 90 WELCOME: "PLEASE PRIORITIZE THE ACTIVE, AUTHENTIC SAFETY OF OUTDOOR AND INCLUSIVE SPACES SPACES FOR ALL." "CREATE BEER GARDENS SUPPORTING CHALLENGES could be the lack of city-wide and generated through robust LOCAL BREWERIES, CONCESSIONS TO CREATING festivals held on the Westside. community engagement. SUPPORTING LOCAL CAFES AND WELCOMING Additionally,Westside residents are more likely to visit east-side Ensuring that all local community RESTAURANTS WITH HEALTHY AND SPACES parks than east-side residents are members are involved in the DIVERSE FOOD." An increased awareness of the likely to visit Westside parks.Equal park planning process,with extra health and social benefits of living investment in parks throughout efforts to reach underrepresented near park spaces has prompted Salt Lake City's neighborhoods or underserved populations, cities across the country to close does not always translate to is essential to gleaning local MAKE PARKS ACCESSIBLE: TO gaps in park access and attempt parks that equally serve each knowledge for the right park ALL CULTURES, ABILITIES, & to provide all residents a park community,nor does it make ingredients and understanding AGES." within walking distance of their up for any historic inequities.It factors that contribute tot parks'use and enjoyment.The '` home.Another traditional metric takes a combination of factors to -COMMENTS FROM THE * NRPA Community Engagement ' y?' used to define Level of Service succeed in the creation of thriving, 2021 PUBLIC SURVEY F Resource Guide defines equitable ,,F'*w' , (LOS)for parks is to calculate active spaces,where all feel ti "yi engagement stating"An inclusive ,, rC the park acreage per population safe and welcome.Some factors ". 4.r and meaningful engagement ? and try to maintain or improve on of creating a welcoming park c sa� that baseline as the population include providing park amenities process ensures that our parks f f�'i, r,��L- and public spaces are created by �jl', ti ' grows.However,parks provide that are appealing to all ages + tv ' , '`y' the people they are intended to ''.,C'� <.'` i'. many different functions that do and inclusive playgrounds and tT serve."'NRPA has also published ��s not always relate to their size, spaces for all abilities that are ADA ; requiring more factors to be accessible.While park proximity reports,such as"Design,Place aIf assessed to understand parks and amenities are some ways to and Indigenous Ways:Working performance and establish targets. measure park quality,they are not with Local Communities" and a singular solution for ensuring "Diversity,Equity and Inclusion in The 2019 Needs Assessment parks are meeting the needs of Parks and Recreation"3 that serve I it survey revealed that Westside the community.Salt Lake's various as guides to learning from specific parks receive significantly less communities. neighborhoods,communities, visitation than other parks and cultures each have their •• throughout the city.(12-13%vs. own unique recipes for park „ I �'� 29-56%).One contributing factor i A success that need to be shared E ��1I 1 Community Engagement Resource Guide I i Best Practice Resources Publications and I //ii''lu, 'I' — / Research I NRPA `II // r/,�I��'� ( _ _ ill PM 1114 — i -- Chapter Five:Welcome / 92 / WELCOME: "CONSIDER HAVING LOCAL ACTS ACTIVE, AUTHENTIC "I'D LIKE TO SEE IN PARKS AS WELL AS MORE FREE MOVIES. ADD FOOD VENUES AND INCLUSIVE SPACES THE HOMELESS OR TRUCKS. PLAN EVENTS THAT NEEDS BE ARE BOTH FREE AND OPEN TO ADDRESSED EVERYONE, INCLUDING DISABLED AS PART OF FOLKS IN CHAIRS AND USING IMPROVING THE WALKERS/CANES." PUBLIC LANDS." Partnering with local organizations Raising kids from a young age to DESIRES AND _ provides opportunities for be future stewards requires earl 1i pp q y OPPORTUNITIES ,+.`` �_' '`- community-led art,education and exposure to positive experiences '....-y �,4._�, , ' FOR WELCOME , 4.,41'i recreation programs that integrate in nature that fills them with •-•�,=..a;; ; .--i • the character and cultures of the wonder,curiosity,and that feeling Creating active,welcoming spaces • '4'1','.'! `S city's neighborhoods into park of being part of something larger was valued by the community. •.9:� _ ,J'3', �. spaces.Such programs,activities than yourself.Youth engagement During the most recent survey, "AD D PUBLIC ART ' ,, v+:t, �!�, ,�,-� and events also contribute to can include environmental 86%of respondents were satisfied y )' :' �~.'� FEATURES WHEN = i, ,-1., . : la,:• active spaces that increase park education programming and with the transformative project ;' ,� 1 0. "' use and enhance safety. finding locations for nature "ReimagineNeighborhood _n ' Parks" POSSIBLE.„ \r " x. exploration and play instead of the and 83%supported"Coming to ,,.,,^ .'' .. ' Encouraging and providing 1 �, '4 typical playground. a Park Near You."Among survey ,. ." .- support for youth grassroots participants in the west-side i� r ' ,'1»a f movements is another way to planning areas,which have the a`-`•,y y•�'4 let the communityleadpark F• C t" 4' „ FZ v- lowest park visitation in the city, '`; �; .., -;er .>�y, advocacy and stewardship.Youth Reimagine Neighborhood Parks .4f <3 T A. .,3' can become strongleaders who was prioritized as a top urgent ', • represent parks through youth city project that should happen right `;:' '4 b '!' ", * ;��` '� councils and youth parks boards. � ' • discussion • Creating city youth engagement about creating welcoming spaces rj+ .;��/ _� 4'�. { 4' ` away.Enriching the », a plans to reach all ages can foster are select quotes from participants ^• �;. �►%: .-- early appreciation for nature,civic displayed to the right and on the ' �•; a. `.:�' -$ involvement and lend a sense of previous page. , - , •,. »+r; belonging. \. * "EQUITY: A COMMUNITY THAT PRIORITIZES EQUITY WORKS TO ENSURE THAT ALL COMMUNITY I , 1 / -COMMENTS FROM MEMBERS HAVE ACCESS TO WHAT dj�'��1 /1 THE 2021 SURVEYPUBLIC THEY NEED TO BE SUCCESSFUL." 14 ,i'll 0I �riMg• 4111, - -NRPA COMMUNITY ENGAGEMENT ��uiAN - - RESOURCES+UIDE_ - - - WELCOME: ~ -` - - � '.; CASE STUDIES STRATEGIES AND 4 I +•^ ; POLICIES OVERVIEW ` ,_f q,lllr"' g1l New York City Parks formed the c` I r r�� Community Parks Initiative(CPI) ., - to advance equitable distribution in park investments.The program i. identifies underinvested parks and �w 9i V. �� incorporated community-led solutions j ,., P "441t: . , \0 for park redevelopment through local partnerships,park volunteer The following recommended projects to support the overall and animals.Additional detail for 1 opportunities,and extended outreach strategies and policies are high- goal of welcome.Working in implementation is provided in 'Si ___________________ efforts to engage diverse and level guidance for Public Lands tandem with the overall strategies Chapter 8 Action Strategies. IF vulnerable populations from high-needs operations and maintenance and policies in this table,these NYC Community Parks Initiative neighborhoods.With support from the that direct how Public Lands projects root the 20-year vision Photo Source:https://www.thehighline.org CPI,community partners are empowered will achieve the plan goal of with on-the-ground improvements Y;.. to sustain ongoing park contributions, sustain over the next decade. that will contribute to the pium.a �u ..„� , ,`' leading activities ranging from The community identified two sustainability of Salt Lake City's +a §r ,=e~ beautification projects to basketball days. keystone,transformational quality of life for humans,plants n` s Kip,; Philadelphia Parks has a concessions �' 'f�- program providing amenities such �_. t i_ as a pop-up beer garden and cafe,a WELCOME: HIGH-LEVEL STRATEGIES AND POLICIE` � ; , p p p g e ,i V ^ permanent waterfront café on the ,,—D', r�;� Schuylkill River,and recreational bike Strategy W 1 Design and program Neighborhood Parks to highlight the unique natural, r ,_ 4k-,r�\ (/ i', 1J rentals that rent tandem,deuce coup and historical,cultural and economic identity of the surrounding area and community �� i . r -• surrey bikes at park locations throughout in which they are located. '°r k�yriy i the city.The concessions program Supporting Study and collect data on system wide park use,answering questions about who, ,a,P generates revenue while providing Policy 1.1 where,when,what and how park users are engaging with the neighborhood parks. o. '.; , services that allow park visitors to stay Philadelphia Parks Concessions Supporting Engage the community in the visioning of our public spaces and work especially to Photo Source:https://wheel/unrentals.com/pa/philadelphia/boathouse-raw/ and enjoy activities throughout the day. Policy 1.2 foster engagement with under-represented groups. Supporting Enhance sense of place and community pride within parks. The City of San Jose formed a program '' `• i• V. � ! to help address homelessness in parks. Policy 1.3 •, - Y Non-profits will send teams to pick up Strategy W-2 Support active programming that brings people out to their parks for art,events, # ti a; litter,maintain the park landscaping programs,recreation and community.This programming should be diverse and ; . "' . *, and trails,and provide outreach to adapted to represent the community culture and encourage creation of social _ - i 'tip,- 1/� unsheltered populations in the parks. connections. i mot — - a) +- 1.' The pilot program is considering other Supporting Remove barriers to park activation,addressing aspects such as physical assets, r . - E t additions,such as constructing prefab Policy 2.1 public safety,and laws and ordinances. - a" ( modular housing nearby provided to Supporting Creative and strategic installation of diverse park amenities supports active park use Ay ,. , , ,I unhoused people in exchange for park Policy 2.2 by many different user groups. ? cleanup and maintenance services. Supporting Generate proactive,targeted activation of citywide parks to leverage staff resources Policy 2.3 and external partnerships and to make parks the community focal points for every neighborhood. Guadalupe Riverfront Park,San Jose CA Photo Source:https://www.sonjoseinside.com Chapter Five:Welcome 96 A Transformative Project DEFINING FLEXIBLE OPEN SPACES FOR TRANSFORM PARKS INTO VIBRANT R� r. - =s-- —4 INCLUSIVE COMMUNITY SPACES THAT EMPOWER PARK DESIGN ' 'H PROGRAMMING TO RESIDENTS AND CONTRIBUTE TO THEIR CULTIVATE COMMUNITY PRIDE . NEIGHBORHOOD IDENTITY 1 ,. 41 *ICIVIIIIPP; -1-11 " ENGAGING � � • THE 1 :j - COMMUNITY - . THROUGH `r PLACE _ ,�n,� ` . r ' _ - _ I a MAKING I !9 � ' l I. 3 I. \ , . 4\ t,itiri rrl. 7 'AV w 1; }. yam. r ,.: i;y y .,.5:��e, rr /4 1 b72.i .-r i . C ' ® ` 'Air ,;•. P r. 'rrii — I - fi _Jif i r i ���. ) r� ,Rfy1� is 5. REIMAGINE NEIGHBORHOOD PARKS ",' ' -L ° " ii < r4'r— frb Projects Include: --. t / A ki • Identify priorities for equitable . Engage neighbors in • Formalize Neighborhood • park redevelopment. redesigning and adding Park planning processes, ' -,°'"". " - z activities to parks that reflect design guidelines for standard . y„_. • Promote volunteerism, their interest,culture and the features,and methods for " """` CELEBRATE donation,and adopt-a-park/ character and history of developing tailored design. NEIGHBORHOOD friends groups. CHARACTER IN PARKS the area. i (Top)Artesian Well Park.(Bottom)337 Garden.Photo Credit:Logan Sorenson Chapter Five:Welcome 980/ WELCOME: _ REIMAGINE • 4 4 - 1 i NEIGHBORHOOD PARKS 4',;.t.421,,,l - ' .ter._ -4111(*. ,..... ...... 040 (7/ During the Reimagine Nature investment will involve identifying ` N. �`� public process,the community the communities most in need •4 �— I. I. 1114 litb provided ideas to make of park improvements through neighborhood parks more safe tools such as the equity mapping and also more fun,reflecting on page 48.It will also entail ) 1 `.... the diverse communities that targeted investments in historically use each park.To address the underserved neighborhoods,such • lower visitation in Westside as the recently passed City capital l t r parks documented by the improvement plans and bond _ . Arrwell4I- 2019 Needs Assessment,this initiatives that include: j ,.1 t transformative project envisions a community-driven approach • Investing in the Jordan River) ...., to park improvements.The Parkway to match dollar for community can help guide dollar investments in east side physical improvements that tell parks such as Liberty Park.The the story of an historic spring or parkway includes over 158.3 I celebrate a neighborhood's artistic acres of managed natural 1 — t style in a decorative community lands and is directly connected ', i garden gate.The construction of to 11 parks totaling over 440 IC these physical improvements in acres. neighborhood parks create spaces . Improvements to three that feel authentic,genuinely west side parks to improve representing the style,history the amenities and add and recreation desires of the placemaking features and 1 r ��14, neighborhood. community character. '�j �1i In tandem with community • Creating the Glendale Regional t v eati7 input,Public Lands will carefully Park,a destination park with46 se OS look at the way department event area and other unique o resources are prioritized.Creating recreational opportunities. .. _ a framework for equitable Community members reimagined their •\ neighborhood park at a"Paint the Pavement" 1 r event in Poplar Grove Park. Chapter Five:Welcome • . , WELCOME: URBAN LAND , REIMAGINE NEIGHBORHOOD INSTITUTE'S . PARKS 5 CHARACTERISTICS OF HIGH-QUALITY PARKS k .• ,..,I i Jo i a 0 i 0, ---.I:il / well-maintained,amenities in WHAT IS A by children,family groups,small park purpose and size,and good conditions III-- �' NEIGHBORHOOD neighborhood gatherings,and environmental conditions can accessible to all potential p Youth Engagement Bailey Drive Gateway-Raleigh,NC senior citizens. lead to different sets of criteria for users PARK? evaluating park quality.The variety �, ?4 A neighborhood park's primary Neighborhood parks typically have all ages&abilities,people know "ecj, 'AV of park settings and community �,.' a mix of large and small amenities, about the facility and what they :.;'> s ,ti function is to serve the 9 ' needs makes it difficult to y surrounding community and such as open lawns and grass can do,free/affordable to use h ' i ' " 1 41i' f establish baseline standards each Mt K •'r. a ' respond to the need for basic play areas,pavilions,playgrounds, ,yr park should achieve based on provide positive ' ; recreational amenities close to sports courts and/or fields. _ a' ,. quantitative considerations such 's i "- peoples'homes.Ideally,these On-street parking is typically r i � as number of amenities. NI-•...r parks are geographically centered adequate.As there are not enough diverse range of amenities / f tom, within a half mile of homes and resources to encourage extended Yet a successful neighborhood and activities,all community are connected by pathways periods of use-neighborhood park is apparent.It is full of activity members feel welcome and safe,comfortable place to spend -. and sidewalks that provide safe parks do not usually have facilities and diverse people,well-loved time in . ' ` �� walking and bicycle access. such as lighting and restrooms. by the community and frequently '` visited.Through research and are relevant to the Nature Playground,Story Mill Community Park-Bozeman,MT //i Neighborhood parks are typically WHAT MAKES engagement with parks and / communities they serve i; smaller in size,ranging from about A GREAT communities across the country, 11' -two to 15-acres,and have fewer park design and programming NEIGHBORHOOD the Urban Land Institute,(ULI)has reflects the culture and interest 'asa �.,,,_ I. •t purposes than larger community identifiedqualities that contribute PARK? of the community members, parks.They are intended to `� - _ y, to great parks which can be surrounding community it li•,�i;' i c# , The answer to the question,"what .' „^Sdb s� provide both active and passive uses the user �"9 broadly applied to different park actively park, - recreation for residents for short makes a great neighborhood demographics reflect the r° :.' settings. The graphic on the rightII '� Z „" daily leisure periods,and should park"varies from one park to community-based organizations �9 „.� be accessible for intensive use another.Local community values, outlines these qualities. are involved in park decisions !� and o.erations I= iii- t,i, flexible and adaptable to �� 1 uli-fivecharacteristics_high-quatityparks_fin. Chan•in. circumstances Youth Engagment,West Gunnison Park-Gunnison CO pdf park accommodates a variety of Integrating input from the youth of the community is one strategy to ensure neighborhood //i uses,features adapt to evolving parks serve at ages.Youth engagement can include environmental education programming or finding locations for nature exploration and play instead of the typical circumstances,park enhances playground. environmental sustainability/ resilience Chapter Five:Welcome 102 IA WELCOME: REIMAGINE STEPS TO MAKING A GREAT NEIGHBORHOOD PARK NEIGHBORHOOD PARKS STEPS TO MAKING A GREAT NEIGHBORHOOD PARK:(A COMMUNITY TOOLKIT) 1.Assess new - 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. PARKS BY THE neighbors helped design spaces CASE STU DY: A COMMUNITY for park improvements,planted CITIZEN'S GUIDE TO r 2.Createcommunity-led park strategies. trees and painted a mural.These o Create a process to enable ground-up,community park planning,advocacy and stewardship. High-quality neighborhood parks events resulted in a park reflective IMPROVING PARKS 3.Identify opportunities for community-led programming and park activation 111=11— are reflective of neighborhood Livable Memphis,in partnership of community expression and o Are there local businesses,non-profits,cultural groups,religious organizations,clubs or community character by being culturally with The City of Memphis, generated input for Reimagine volunteer groups that could contribute to park educational programs,events,activities or classes? relevant to the communities they created a comprehensive guide Nature plan efforts from a typically L 4.Create passive and active recreation opportunities to activate the park and encourage corn- serve and providing a diversity to help citizens get involved under-represented neighborhood. munity presence. of activities that represent the with their neighborhood park. neighborhood.Parks can best Formalizingaprocess for invitingo Do park amenities and recreation opportunities serve a wide variety people and cater to all ages and g The guide"shares ideas and abilities? achieve neighborhood character the community to shape their own practical information for park when theyareplanned and neighborhoodparks has helped o Are there comfortable spaces where neighbors can linger to relax and enjoy nature? 9 p improvement projects,provides o Are there a variety of spaces that facilitate gathering and group activities? implemented with the imagination parks staff across the country tools and resources to be a park and effort of the local community. make neighborhood investment advocate and demystifies the digEMESEEL a fundamental element of park process of navigating government o What amenities would best serve the culture and trends of the community? The Reimagine Nature planning.The toolkit example agencies.' It includes worksheets i .-i+. - -ii ents to create •lace-based park design. engagement process shown in Figure 23 provides a for conducting park assessments o Are there unique characteristics of the environment,neighborhood or community that should be successfully harnessed the reflected in thepark design? framework outlining steps both and neighborhood surveys,and 9 power of neighborhood park the Public Lands Department provides how-to guidance on the o Do natural features create possibilities for unique programming or recreation such as environmental investment.Public Lands Staff and community members can logistics of leading park events, education,water recreation,hiking,or winter sports? and students from the University take to engage the community hosting volunteer cleanups and 7.Foster community stewardship of Utah's Department of City and holistically as long-term partners starting a"Friends of the Park" o Are there community partners with an interest in volunteerism and stewardship? Metropolitan Planning invited for the planning and stewardship of group to name just a few. o Is there neighborhood interest in forming Friends of the Park groups to steward and advocate for the neighbors of Poplar Grove Park neighborhood parks. park? to join Earth Day and Paint the Pavement events in which lh[tps://assets.speakcdn.com/assets/2075/ o Are there elements of park maintenance or research that could support educational,vocational train- guidefoimprovingyourpark_2018. ing,or internship opportunities? pdf?1537377320428 8.Identify local environmen a consi•era o MEP o Are there natural features that are important to maintain or restore? "75% OF SALT LAKE CI T Y'S PARKS & PUBLIC LANDS o Are there opportunities for the park design to improve local environmental conditions such as noise ARE NEIGHBORHOOD OR MINI PARKS AND PLAY A pollution,air quality,urban heat,etc.? KEY ROLE IN ESTABLISHING COMMUNITY IDENTITY AT Figure 23:Community Park Planning Framework Toolkit. THE NEIGHBORHOOD LEVEL"-2019 public lands Needs Assessment Chapter Five:Welcome 104 / WELCOME: REIMAGINE NEIGHBORHOOD PARKS Periodic Prioritization: Neighborhood Plans, Site-Specific Development Plans HOW ARE PUBLIC LANDS' RESOURCES _- - Annual Prioritization: Capital Improvement PRIORITIZED? Plans,Work Plans, CREATING beneficial to some communities, Annual City Budget Long-term plans,like Reimagine such as"Friend's of the Parks" Process EQUITABLE Nature,and annual plans by City groups,can put communities who Long-Term staff work in concert to determine PRIORITIZATION AND do not have the time or money Prioritization: how time and money is spent on Citywide Reimagine INVESTMENT to spend at a disadvantage. Nature Public Lands Public Lands.Long-term plans Providing equitable parks requires According to the Urban Institute's Master Plan,Regional inform annual work.Each ring of and Division plans(e.g., evaluating park quality not just at report Investing in Equitable / Foothills Trail System Plan) planning is informed by community the site scale,but at the system Urban Park Systems,"All funding and stakeholder input.City scale as well.System-wide models have equity implications: Council and Boards contribute to prioritization of park investment some are explicitly designed to prioritization decisions. begins by establishing baseline address equity and meaningfully criteria and taking stock of engage all residents,some risk existing conditions.Inputs such deepening inequities and fueling WHAT INPUTS as the 2019 Needs Assessment, displacement,and most depend INFORMED THE equity and environmental on how they are used."The REIMAGINE NATURE mapping,community feedback, report examines different funding PRIORITIZATION and park amenity and conditions models and their implications for PRIORITIZATION TOOLS assessments identify gaps in the equity.It provides strategies for Equity Mapping TOOLS? Community-Identified i0 Figure 24 communicates how system and can help establish equitable investment practices INPUTS Transformative Projects g -Public Lands Master Plan a combination of inputs such standards for park quality and such as redistributing funds Existing -Strategies and Actions conditions as feedback and findings from identify areas most in need of from"Friends of the Parks" community & inP° F°`ure the 2019 Needs Assessment, investment.An example of local groups into city-wide systems, end O equity mapping is found on page engaging community advisory Gap community input from Reimagine 48. committees in funding processes, Analysis p Nature engagement focus groups and coordinating park and City Assessment O and survey responses,and In addition to understanding where �v+ research on existing needs and planning efforts to discover cross- /> resources are most needed,it is desires are all inputs guiding departmental alignment in both L! \J also important to consider how the prioritization of master plan goals and funding. funding decisions affect equitable recommendations,such as the 10 investment.Strategies that are Figure 24:Plan Inputs and Prioritization Tools Graphic. transformative projects. Chapter Five:Welcome 106 Transformative Project ACTIVATE PARKS BY INCREASING THE USE OF HELP OUR PARKS, LARGE AND �.' Sr PARK SMALL, COME ALIVE WITH ACTIVITIES i SPACE USING • 4 ART,MUSIC, AND EVENTS THROUGHOUT THE YEAR - • ` - - AND POP-UP ,i� �` ACTIVITIES N )11416- ,, r 'r it 6. COMING SOON TO A PARK NEAR YOU Projects Include: ' • Promote partnerships for arts, • Provide programming for . Reenergize city parks and music,performance,fitness, nature-based education, neighborhoods by adding ��` volunteerism,outdoor concession operations that will �' + urban agriculture,and games P 2 1 1' in parks. recreation,and horticulture. generate revenues to reinvest. / lo, _ • y, Mir• IS r-g4 1 t -, . . ,•_ :11‘.. ± ial . 3 i Y 44 , ir ,. _,._, - Jit . _,, 11! t-4 4 4lie NI % / • _.... , ... • /I it A , \ r 4 PROMOTE PARTNERSHIPS iiiI1111111 - 141 , 101111:111:14+148.44;$ ✓. FOR COMMUNITY — rill ��� PROGRAMS IN PARKS " y., Chapter Five:Welcome 108 4 t J I ' ' Ji aft #1 { WELCOME: 1111 - COMING SOON F I - // Y. • ll iPli TOAPARKNEARYOU • 1P ' ,,N, ,,„ • ,,,......._...„,..7 ' , Ai 'IP.:•. 11%111N ...1-.1%* • SUPPORT ACTIVITY 15th birthday)or picnicking under - • i • } , .4# • To take advantage of the beautiful the shade of a park tree are also ry 0 . ' important activities that can bel.s + F spaces and green destinations P `. Salt Lake City already has,this supported through investment _ _ transformative project aims to in infrastructure(e.g.,shade, . , . # ! I} increase use of public lands picnic tables),event policy and ;.4 4 , d 1 4101461 ob 1. V el through events,programs, staff services and higher levels of • rr recreation and concessions. maintenance in city parks. . tC National parks and recreation r dr organizations call this type of ENVIRONMENTAL ED improvement"activating"parks Keeping environmental education and green spaces or creating in mind,this transformative I vitality in parks through providing project welcomes opportunities . , t - programs or physical features that to expand nature-based and invite activity. volunteer programs.With training • Air . r in horticulture,cultivation and 411101 • SUPPORT EVENTS nature stewardship,more public .. • One of the unexpected outcomes participants could volunteer and I ' of the 2020-2021 COVID-19 support the great need to take , .• pandemic safety protocols care of what we have in Salt Lake included a dramatic increase City parks,urban tree canopy and F in the public visiting outdoor greenspaces. . .... . parks and green spaces.Events J.. . that typically happened indoors ft r` { y y .111 YEAR-ROUND ' r v including concerts,conferences, ti fi �''' { ' 4 _ r AIP PROGRAMMING .' ;'. f _ - classes and meetings transitioned , ;'I # • to the outside.Building upon this Parks see the most visitationJoe !f. 1 -.r•• •- % I. .� • rediscovery of outdoor venues,this during the warmer months. * I • r• ~ S # •+` y K • • transformative project welcomes Offering a diversity of activities w �� tf *� as shown in Figure 25 can extend x a ~ i•t ' • • partnerships with community F L 4 k park-use to all four seasons, arts,music and performance i 1 . increasingopportunities for groups to look for ways to use Salt pp * • ;• f J• ' .L ` 5N. Lake City outdoor public spaces winter outdoor activity and the - • t ; • / L as places for events.Everyday associated benefits that come with - "' activities like outdoor yoga,a adequate sunlight exposure during r t 5 y I r ?I ` t' _r Kidsbet learn n soil relationshipsbugs at an quincealiera(celebration of a girl's the dark winter months. .4n° {y��y ' environmental education event. I ' 4- M •'' rry•f* y+ �• 'Vi Chapter Five:Welcome i+ If 4+ r F ;; k - EXPAND PROGRAMMING TO PROVIDE SMALL-SCALE SEASONAL PARK AMENITIES TO ACTIVATE PARKS, INCREASE Figure 25:Seasonal Activities Graph RECREATION AND ART OPPORTUNITIES FOR ALL AGES Culture&Entertainment .Winter Events(Festival of Trees) • e yy�r` - "� .Ice Sculptors r ° w .Holiday Market •; t v - ti, �► .Fall Harvest Festival .,• 1.‘, ` "R'14l- "'. -' tuber Ja^nary I --P• • • . - .Movie Nightsiiii ;,i s i 5 l `�. 'I r ,. ' `i 4 ;3 •^f?►`J'� Food Trucks - �' 11' • - '' '• a 4 !r Craft Market ��� 2� -""^••..,•� 8 1 f t •)• r • Yoga in the Park r `" I 4laktja, . l ,�— .Music/Concerts A J - Pop-up Events !EEae• ' ( 1 Public art shows,installations, l -5 +. r ..i`r:'`a:,�;,•..p.:``1:?,`'.\ * t'` 1_ *�! __ Community& '` "•Y + i i 4 .7 )t' `) . l - Recreation h,1 p r.... 1t iii iiir }� s4.to / KA 11� �r ` a0 11, I .Sleddinf CA .Fire Pits/Warming Huts •. ,�• \ ., :i' w ,.i - ` • - SkatingRink ^�°�: y r •.. �/�„ ,` .Cross Country Skiing - . : t'c " .Biking/Walking Trails h6''••. Fe 1 4 ''• ^•� Outdoor Dining . n ` ' �,' Paddling ,-•••5,........ ....•'.;. ....._........ au 1'F - • :,.. ff ,r+.` n y •. Market 9 1r, IF rt �Farmer's - r 4' + , Outdoor Education 8 Ida Y • . vrde +t - { � -.. ca_—.� ::::: a - ,.r' ` ::a:::g ...._ ..., , O.„.'''.!1•4tr, rtk g �f"Y S n y C Examples of park activities. 'w Chapter Five:Welcome 112 //i PROTECT: A COMMITMENT CHAPTER TO STEWARDSHIP a . < s 1 k x GOAL STATEMENT 7w i ��e Y • t " „ Salt Lake City's urban population is ,yam �; 4 e • :, ,. ,�.; ;•zY ` , g rowing. The Public Lands Department 1• t .. 0 �, , - L p • 1«�, will balance providing safe green spaces 1v•, t, .Fs'4,: a i' ,,,a Nr+ yi .A.4, ..', ,,,«,, . - for the public while also protecting iconic, ..-.4:.. try0d*4,,A--,-...4- s�-,ter y,.. r ,� • 't i d {.. ' - 1 / -� � - '' � _.1-' 4, irreplaceable natural resources that keep r V , ' « ' ^ . 4`Fj: ;- ; . r ,k* the city wild. Stewardship demands are ., ' µ<. s ,,i„ i v -"A ,, ,.. d; .N profound: diminishing environmental health, �.. _. . 1 ' � '` increasing need for visitor management, ,.y r..s -,r ,/ ! >..'t, .� i .,1- iy e ilk,-1 rh o r �1_ Y.ft".r. x t.r� T = ' _ increasing maintenance demands, i •x` , -___ .�.,, �_ T `" increasing numbers of unhoused using , '/ .� open space as refuge, and increasing costs i ^'^ '4 ~ �� ~� *, = to provide infrastructure and services to a ess .o .. '''�� .. , s/ . �L' $ r . Ark , i .�e»: - . `,� growing city. In the Public Lands' domain, '",t.ittaiii"' . �R. i, 4 ,1"A. i• _ ; A's � • ,r,. ir „«,, i, the Department will lead the stewardship 1 :.� ` 'i` '' ' :; 3` `_ ( r'i1 -, 4• 'f i toe and care of urban green spaces. The '' Department will seek out opportunities to �LjT ', - �.� Vo" j ! ,\ , '/fit r , 4. �� 4 • .. �;, �' , ., .a ,. /ti � "�' " , ,, 4 -',,, �j- partner with advocacy groups and schools s l • iy' , t" i(`A 02,42 '+"�„/f- fir•. > p yg p 6 d-s, ss i ,4' ! �, ,;r 9 a r 4y gl ` r r .ram ��� .�it1 to educate on how the public can be �k', ''« `�.' . — ,'�'�► �`�' f* - ;-.liti stewards of the land and learn its history. "` • ,17 it `1.� '� '�. P'� '�y r ' • a+s � gip,."; .. 9,� �. r• , t ail. -.. - r • . ,,,,-,-._- -, ,... \ �r, `4174r, 4 1 . G �. /H I iffy.;, • 7'/ M/ ,.:.. T` ,s s¢ -Pr y,/}�r i ' .. --.• %P. .....0„..." _,,,,,,,,,., -‘,..„„;,,,.„,.A. _7,4 _ , 1 fv� /�\ s '�i` � ��".0 Public Lands Staffcreatm wetland \ / � �� ` " � habitat at Fairmont Pond.9 114 / � i1. �r..a PROTECT: "RECRUIT STEWARDS, RANGERS/ A COMMITMENT TO STEWARDSHIP AMBASSADORS, AND VOLUNTEERS FROM MINORITY COMMUNITIES NEAR THE PUBLIC LANDS." "RETHINK AND RESTRUCTURE OUR 4 FACTORS resonated with findings from the the city.They expressed that NATURAL AREAS TO INCLUDE IMPACTING Reimagine Nature community well-maintained,well-lit and THE CONTRIBUTIONS, LAN D outreach.Firstly,local community well-attended public space ACKNOWLEDGMENTS, AND BETTER STEWARDSHIP assets including"social capital,"or provides a sense of safety.There Stewardship can be defined as trust in local government agencies was divided response on the SYSTEMS OF CARE OF THE LAND BY taking care of public lands now and the ability to feel safe and larger societal issue of people INDIGENOUS PEOPLE." and managing resources to protect welcome in public spaces is critical. experiencing homelessness and public lands for future communities Stakeholders and members of those impacts on public spaces of people,plants and wildlife. the Salt Lake City community including parks,natural areas and "REACH OUT AND LISTEN. Taking this a step further,a 2018 cited"cultural capital"including trails that fall under the Public SPECIFIC PLACE-BASED literature review of environmental a community's understanding of Lands Department's operation and RESPONSES FOR ACTS OF stewardship concepts synthesized place,history and practices as maintenance responsibilities. RESTORATION, MAINTENANCE, a more nuanced definition important to building motivation AND DEVELOPMENT." focused on local actions:"Local for stewardship.Additional factors On one end of the spectrum,some environmental stewardship is supported by best practices and members of the public demanded actions taken by individuals, community feedback include more enforcement stewardship groups or networks of actors,with "financial capital"of both the actions from the department and -COMMENTS FROM THE various motivations and levels of government and individuals that city agencies at large that ranged 2021 PUBLIC SURVEY capacity,to protect,care for or affords stewardship actions plus from more eyes on the park to responsibly use the environment "human capital"of stewardship removing unhoused individuals in pursuit of environmental and/or actors(community,volunteers,staff, altogether.On the other end social outcomes in diverse social- etc.)and their degree of training, of the spectrum,community ecological contexts."l members called for ways to g skill level and available time. coexist with people experiencing From this research group's SOCIAL CAPITAL& homelessness or support // extensive review of existing HOMELESSNESS those individuals with more management and governance What social capital(e.g.,cues to social services in public spaces practices,they identified key care,stewardship actions,etc.) like lockers to store personal factors to local environmental make Salt Lake City residents feel property.No matter what end of stewardship capacity that also safe and welcome in public lands? the spectrum the public may be • 1 From engagement feedback, on,the impacts to Public LandsoN r 1 (Bennett,N.J.,Whitty,Ts.,Finkbeiner,E.et al. the public expressed a deep is profound with 345 staff hours Environmental Stewardship:A Conceptual and$23,084 of maintenance atil ',f, 11 1 1•, �� i, Review and Analytical Framework. appreciation of nature and greenT I/ 111 • • / Environmental Management 6L 597-614 ^I �^ �� i / 9 space that is woven throughout year devoted to clean-up activities ' ill'i, , 11II ,,. I IP // (2018).Mtps//doi.org/f0.f007/s0 02 6 7-017- P 9 i�Yyl' �s i a �, 0993-2 • I ll Ill l IIIP./�l II,h IIIIII '� Irp /1 1 1,11' °��a'�( Ill '17.10�,l� 1� l,� V I h �"I i' ������11I)/ 1 1 , ir,iP,1 I 't I I P �p' IIIIII )I f ) Chapter Six:Protect I ��I I�� ,' 171,1!I II 'dII) 11 '� 1 If' 1 1 r {111,1 II '„ Ill' 1 ' ). 11,1�1 1 1 I lit I )i 1 I P 1 il I ( °,1, 11,I�14, 111 f1 1 1 I 141 I1 III IIII I I 11 �'I' i ' �1' I I;I,"1J I �' �i 0: 'I I IL Ill', ( I l'1 4m' PROTECT: A COMMITMENT TO STEWARDSHIP related to the unhoused finding successful Trail Ambassadors diverse cultures"reflected in the population needing additional The Department's current "I WANT YOU TO no other options than using parks, program into a system-wide city's green places,parks,natural support to access those amenities spending in 2020 was ACT AS IF THE natural areas and trails as their Public Lands Ambassadors areas,trails and golf landscapes.In equitably.Plus,any historic areas $15,670,096,or$79.95 per capita. HOUSE IS ON FIRE, homes. program.The"Revive Our River" placemaking workshops,students of inequity are magnified and US peer cities per capita annual transformative project highlighted found"over 80%of participants struggle even more to catch operating budget spending BECAUSE IT IS." Nield and Rose,researchers from in this chapter provides for associated natural elements and up with quality and community averaged$88.30.To keep up Environmentalist Greta the University of Arizona and -targeted,local green space in family connections with their given stewardship of public spaces in with peer cities,SLC Public Lands University of Utah,conducted Thunberg, World Economic which to implement collaborative memory."These local findings affluent neighborhoods. would need an annual operating Forum, Davos, 24 January a recent case study'on the stewardship solutions,building up support this chapters second budget of$17,306,800,an 2019 Jordan River Parkway and the From an individual perspective social capital and improving the emblematic transformative project, increase of$2-million.By 2040, impacts of people experiencing the environmental health of a riparian "Sustaining Our Stories,"which can to an agency perspective, Public Lands would need to have a homelessness.Their community habitat that benefits both east and help build cultural capital that in Public Lands Department also budget of$19,955,800. interviews found similar responses faces steep challenges to balance west sides of Salt Lake City while turn inspires motivation for local to those cited above for Reimagine resources and keep up with needs. Additional data collection and ` . • also improving conditions for birds, stewardship actions."Sustaining 3 r r. Nature.Their report also analyzed research is needed to determine t '^ >''- wildlife and aquatic creatures. Our Stories"also seeks to protect NRPA's 2021 Agency Performance ,t„N..: the impact of nationwide short- an appropriate method to the cultural capital found in historic Review finds that parks term,symptomatic responses to CULTURAL CAPITAL address a backlog of deferred .'tr'r r, f, assets such as the buildings and departments around the country k� homelessness in public lands and As part of this master plan's maintenance costs.An inventory •,W ,fir landscapes that keep the stories typically provide 8.2 full time 4:40. found that those measures may community engagement,Public of Public Lands'investments r?,:� ;_ and cultures of the city's past alive. equivalent employees(FTEs)per t Mid ' "` ; appease neighboring businesses Lands partnered with the and their conditions is underway 10,000 residents to maintain and • ' and residents temporarily,they University of Utah Planning FINANCIAL AND HUMAN which will inform future deferred ' ,�+, ,.! ''.- typically prolongthe issue of the Department Westside Studio. CAPITAL protect resources.Public Lands ��{!k p would need a total of 160.7 FTEs maintenance planning efforts. +M; t,� .1,, , unhoused in public lands and Students in the studio hosted a The old adage"time is money" r< r keep management departments focus groups in early 2021 on the also relates to organization to meet the current number of y4 • n+ 14.r,>; ;',.` •• / in a seemingly never-ending theme"Placemaking,Community and individual capacity to residents.Currently,Public Lands �„- sv r - has approximately 100 FTEs,or 5.1 * +� cycle of ultimately ineffective Building and Equity."Tying into the implement local environmental �� 44.; -- solutions.Bottom line,social 2018'Environmental Stewardship" stewardship actions.Salt Lake FTEs per 10,000 residents. ;a �'` capital needs to be strengthened research,understanding how a City demographic trends point to As the City continues to grow,the ' ' , through collaborative solutions to community's culture and history more households falling below `°''� Public Lands service gap could p. stewardship and cues to care. is expressed in the landscape can the affordability threshold for continue to widen.With over • / , help increase motivation for green living and working in Salt Lake 30,000 new residents expected to Public Lands is seeking to create space stewardship.Westside City.North American cities with more of these collaborative move to Salt Lake City by 2040,an Studio students heard that the similar demographic trends additional 15.3 staff will be needed opportunities by expanding the community desires to partner struggle with balancing delivery to maintain current staffing levels with Public Lands to"understand, of equal quality of life amenities per capita.T�afich naiion5F — 2https://wwwnrpa.org/parks-recreation- honor and promote the knowledge (e.g.,well-maintained public lands) averaged in year 2040,Public magazine/2019/january/addressing- homelessness-in-public-parks/ and presence of rich traditions of with a greater percentage of the Lands will need 184.9 FTEs. — _ — — — — — — Chapter Six:Protect — — — 118 PROTECT: "I WOULD HOPE COMMUNITY INVOLVEMENT A COMMITMENT TO STEWARDSHIP 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 Local stewardship actions require reflecting on the concept and PARK MORE. SOMEWHERE LIKE THE PEACE human and financial capital(time ideas from the 2021 survey,many GARDENS WOULD BE IDEAL FOR THAT." and money).Looking forward over citizens took the time to add write- the next 10 to 20 years,it is clear in comments encouraging the that investment in Public Lands planning team to prioritize ways and ensuring larger,citywide to protect and restore nature and efforts to keep Salt Lake City wildlife.Enriching the discussion affordable will have a profound about protecting nature are direct "CREATE AN ACTIVE PROGRAM TO TRAIN, effect on local stewardship quotes from participants found SUPERVISE, ORGANIZE, EQUIP AND capacity for individuals and below and to the right. DEPLOY VOLUNTEER "STEWARDS" TO HELP institutions. DESIRES AND WITH CREATION AND MAINTENANCE OF OPPORTUNITIES PROGRAMS." FOR PROTECT In the 2020 community survey, the word"protect"most often �, �) _ 4 ; � 4': * //i° resonated as a goal with the ','' thousands of participants.In ► � � \ (' 4 r, �-. '.�11 ', :AI�c_ !� l �ti� •�� � tip'' 7 "SINCE MORE PEOPLE ARE USING THE OUTDOORS, EDUCATION "CONSIDER THE WATER NEEDS OF CURRENT AND FUTURE ON HOW TO TREAT AND VEGETATION; MAKE PLANS THAT REDUCE WATER USE TAKE CARE OF IT IS WITH NATIVE AND ADAPTIVE SPECIES WHILE ADDING ESSENTIAL." TREES AND OTHER PLANTS." -COMMENTS FROM THE 2021 PUBLIC SURVEY t7/ PROTECT: _., LOCAL STRATEGIES AND POLICIES OVERVIEW STEWARDSHIP s IN ACTION `\ r+ Youth volunteers are a big /' / i component of the Parley's Rails, ,j. / Trails and Tunnels Coalition.The The following recommended transformational projects to landscapes,natural resources, organization collects donations --. F, strategies and policies are high- support the overall goal of plants and animals.Additional a to support the trail in addition to level guidance for Public Lands protect.Working in tandem with detail for implementation is ,1 t providing volunteer opportunities operations and maintenance the strategies and policies in this provided in Chapter 8:Action 4h 1 I , /I which include helping maintain that direct how Public Lands table,these projects root the 20- Strategies. C the trail,planning and trail design, /i will achieve the plan goal of year vision with on-the-ground fundraising events. sustain over the next decade. improvements that will contribute The community identified two to the protecting the region's Youth help volunteer for the Parley's Creek Coalition The International Peace Gardens Photo:https://www.parleystrail.org/getinvolved Academy pairs stewardship alongside educational experiences. Volunteers can learn gardening t�' skills,help maintain and cleanup ' ',-'''i . ' ., natural areas near the Jordan R y • 4 , w ou `' , \ River and lead educational garden - ' 1. tours.The group also provides sir I opportunities for members of heritage groups to share their P H I G - _- —' culture and traditions through \ ;< ` storytelling activities in the garden. N.. �_ Strategy P-1 Ensure iconic,irreplaceable assets are not lost or rendered less valuable due to Salt Lake City Public Lands is an neglect,destruction or development. _ active steward of the city's natural Supporting Identify and direct capital funding for acquisitions and infrastructure investment that and wild spaces.The Natural Policy 1.1 protects iconic assets. An event at the International Peace Gardens near Jordan Park. Lands Division works to restore Photo:http://www.utahl7mai.com/index.html and create native landscapes,such Supporting Improve equitable distribution of maintenance resources,with a focus on improving Policy 1.2 the condition and usability of the Jordan River Parkway and Westside parks. ' n as the newly created wetlands at Supporting Establish and expand a Park Ranger program to enforce protective ordinances, Fairmont Park.Public Lands also Policy 1.3 educate park users,and safeguard public land assets from damage and abuse. - - provides stewardship opportunities such as Puncturevine Pulls,Canoe Strategy P-2 Leverage the power of the community to help steward SLC's Public Lands. Cleanup Day on the Jordan River, Supporting Empower friend's groups and community organizations to increase stewardship and a 9-Line Dig Day at the 9-Line Policy 2.1 capacity,add value,and maximize their contributions of expertise and resources. '"-•:� A y. Bike Park. ., yr ,, Supporting Grow a robust volunteer management apparatus to empower individual residents Policy 2.2 to contribute their time,effort and knowledge to help support their public lands j' ' . system. =., Supporting Use targeted education campaigns to create a culture of stewardship in SLC. / + �' ' Policy 2.3 Salt Lake City Public Lands Staff planting native wetland1///, vegetation at Fairmont Park. Chapter Six:Protect 122 /7/Transformative Project INVEST IN PROJECTS AND MAINTENANCE PROMOTE THE ALONG THE JORDAN RIVER PARKWAY THAT JORDAN RIVER PARKWAY AS AN ALTERNATIVE AND ACTIVE FORM OF WILL PROMOTE EQUITY, ACCESS, SCENIC TRANSPORTATION BEAUTY, DIVERSE RECREATION, AND ,.;., // HEALTHY ECOLOGY ALONG THE PARKWAY Ai ; t i 4.t 4 Figure 26:Investing in the Jordan River Parkway. it �; \ i ",y•' '' i i - • —�'IP ii.I r�*Ia ! fieROSE PARK - :1,--WE ' GOLF COURSE 0� v.: .. IS INTERNATIONAL PEACE PEACE < �r,IJ► GARDENS ` ' - GLENDALE - ' x:i4,44 GOLF COURSE •Ad y\ Y, .rk" • ^?y.,. �+ &GLENDALEati'f : I {y ► REGIONAL PARK Ja w,• ;y t 7+ 'M1` .;. 1r �`� rr: r,l fir .-- , �,tl • 4 r ; _. w + }' The Jordan River Parkway is the 7. REVIVE OUR RIVER f urban trail in the- U.S.with over Projects Include: _ 1 .=' • Establish a self-serve kayak • Redevelop Glendale Regional - • Establish welcoming park ,a. F rental program on the Park and make improvements spaces along the river,ando• further integrate Rose Park Jordan River,complete with to Jordan Park and f' and Glendale Golf Courses multilingual signage and river- International Peace Gardens — - _- MILES into the Jordan River Parkway, access improvements to make to create regional attractions = __ _ v following the to foster communitygatheringwater recreation accessible to and event space with _, !__ Jordan River and bring the river into focus more people. characteristics that celebrate — _ �: and preserve community = `�^ z— . from Utah Lake as one of SLC's most desirable • Restore and enhance natural _•�� = to the Great Salt recreation destinations. areas along the river for culture and diversity. �� ' ` :.T .-_ Lake improved biodiversity,habitat `f=� _ and a healthy environment. -- --�+_- — - Chapter Six:Protect 124 17/ PROTECT: , REVIVE OUR RIVER r It'i''' / I M Salt Lake City's iconic Jordan River Parkway Trail.For improved 4 i ,„c } took its name from the historic recreation,the public shared that ' ' river in the Middle East,a sacred additional maintenance and safety u` ::4 ' w ;• - • - ,1 .`,.�� 1 }+% , A 74 landscape and threshold to the amenities like trail lighting would 'a i , ';i. a ,« .1"<', l ` «y y - ,ry1' "Promised Land"in Judaism and make the Jordan River Parkway J_<• Christian traditions.For other experience more welcoming. } r. >9 ', cultures,fertile river valleys Additionally,the Jordan River lands A .�¢ a' have also played a critical role in are adjacent to many underserved4, c, • y �i • t ri t civilization,agriculture and are also communities and investment in y + ,4, A, ` v' seen as sacred landscapes.Native high quality maintenance and • G American groups recognize the life- recreation infrastructure can help "• — --fr."" giving qualities of rivers:"If there's bring more equitable service to -- �- water nearby,I'll go there for Westside neighborhoods. ' solace....Both the river and I have - r changed,but our course remains A key opportunity for ecosystem t the same(from"River Sonnet" health is that the scale of available for•. poem by Tacey M.Atsitty,Dine). land along the Jordan River Parkway provides an opportunity ' -, -'t p r For many North American cities, to greatly increase tree canopy �a the form of development and in an environment that can a -_ attitude towards city rivers range support long-term growth of .�:, from embracing portions of the healthy,mature shade trees. fi --• tz river for recreation and commerce, These lands offer a consolidated ���+ ` ,,,,'-- '.,- . ' ; - - to using the river for stormwater opportunity to protect and ,. >, _ . and waste management and to enhance the tree canopy as the ''"• :._' -- "turning our backs"on city rivers urban forest declines through " as areas full of insects,pests and impacts of climate change, flooding.In Salt Lake City,the insufficient stewardship(e.g., community has voiced a strong irrigation of young trees)by - - - i iir desire to protect the Jordan River adjacent landowners,and the i ___ :._ • as a natural asset by expanding illegal removal of trees during r'‘ F, • and improving ecosystem health construction as the city population ir.'-;,.4. . �.> _:—' —�r Urban infrastructure has shaped the Jordan River and recreational experiences grows and redevelops. _ throughout SLC's history."Revive Our River" alongthe 60-mile Jordan River `o , invites the community to reimagine the river as the 0 �) _ r. ecological heart of the city. Chapter Six:Protect '' /7 Figure 27:Revive Our River Concept Illustration. CONNECT TO TRANSIT, INCREASE TREE CANOPY BICYCLE ROUTES& IMPROVE PARKING PROVIDE ADA ACCESS NATIVEI / REVEGETATION& TRAILHEAD INVASIVE PLANT _ -- - r� LIGHTING& EXPAND PARKS ENHANCE TRAILS&ACTIVE REMOVAL ` ... �:'... RANGER &AMENITIES TRANSPORTATION AMBASSADORS ,, ,7 'it.- .1 ' IMPROVE BIRD CREATE A PADDLE IMPROVE WATER e �. 1 ',��:r • ., ` HABITAT TRAIL QUALITY ,, , • N. . : #4111k*.'.. ..1 . tr • _ _ - i •fti,* iti� i _ _ _ `. `� .ply, < E ;t"7', BIG ig'-- .. MOVES & 11 ;.: ., STRATEGIES - •�' .ems 4. ACTIVATE SPACE IMPROVE SAFETY ACTIVE IMPROVE THE Invest in tree canopy,grounds & PERCEPTIONS TRANSPORTATION ENVIRONMENT & maintenance,a recreational Implement a robust,citywide & CONNECTION WATER QUALITY paddle trail,and park Ranger-Ambassador program in Connect our parks and natural Focus first on reducing abundance possible.Focus restoration on development,renewal and the City's parks,natural areas spaces to the city's human and occurrences of high-priority riparian areas and creation of expansion from Glendale and open spaces that focuses powered transportation network. invasive non-native species wetlands as they are one of Regional Park to the Regional equally on resource protection present,then reduce the the most degraded ecological Athletic Complex. and enriching the experience for frequency and cover of low-priority systems. all Public Lands visitors. non-native species,whenever Chapter Six:Protect 128 i - • , / CASE STUDY: BEFORE & AFTER EXAMPLr.ES: The city of Seoul uncovered and restored Those were added later after protests - •I I`:II I a 3.6-mile portion of the Cheonggyecheon and were more costly.A technical !' Ili w, L, "' Stream in the center of the city,creating a follow-up study also cited the following I" '; ; I r G. - 91i ..: , ..: ,z., ,i //i connected green way for walkers,cyclists suggestions to better support plants, YI .. -. ,I i, r, 1 ;---: • r +Ipr and wildlife.The Landscape Architecture fish and invertebrates: - e"•` `44 ��,rLl� - �''� �q��bti 1 /7 Foundation features this project in their - ' 1111 - '. : r. ,, `qs\ Landscape Performance Series'and • Consider using low-flow retaining , _ 7: \ \�• " �, walls rather than stone or concrete; -Y = �+ . a ; C documented that the final protects the city r from the impacts of 200-year flood events, Install spur dikes to increase water ••.9,..'" •..' { increased overall biodiversityby639%, \ b•.•;` �' depth and slow flow; ♦�L Kr t :� •t _ r �way reduced the urban heat island effect on _ t�" + y ,_ as_ '��r, F stream temperatures by 2-degrees Celsius • Utilize variation in river bottom - �� � tt' and reduced air pollution by 35%.Beyond profile to support invertebrates;and - - - • these successes,the project team also had '• - •' `- \•. ‘ 4 � r rem R 8 • Create plant-based filter strips for q� *. gam• costly lessons learned by not fully including q r q,' # 1 ' a,," 11■ �,r-1 ter cleaning the stream from handscape .. ; , ti 1. M so, access considerations for those with visual "' .. - " " and street pollutant runoff. \� - , d i. \ _ q1. T and physical disabilities in the initial design. - .,' ' ,'. 1�y '" - _ `-< 1 hops://wwwlandscapeperformance.org/case-study-briefs/ ,,•. • _� .• r ; cheonggyecheon-stream-restoration - • '� `� - inammir 7 , ! • , ,\ -. _ 1 1� .111 i I ff'ff r1• r,.,i�`�! ,',r_� �•1-.'__ ...1 '•.,.. f r �l I �f Ill 1llk` _ �u � �t. _one„ e - iill 111 l 11I - - _' ,. lk , - - • :u 1 inl'n r a.i .1 _ I_I 1 }'� 4+�1 'fa •4p • IPA\ 1.. 1, 4 e , _ 1 =— II iity 3 •J,r}. r '�' 7 .9 hh � I �. -- ,I A Fib." III -,. .i •r elliA 4144* • f . .. . : .4 t.i. r / • , 4. , 45 •••_,... ,.• Photos credits 1)Cheonggyecheon Stream,https://www,landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration;21 https://www. pressdigital;3)https://www.itdp.org/2021/04/02/leapfrogging-past-the-urban-highway/ Chapter Six:Protect 130 / Transformative Project ENGAGE REVEAL PAST AND PRESENT STORIES FROM PARTNERS OUR DIVERSITY OF EXPERIENCES THAT HAVE _ IN SHARING SHAPED THIS VALLEY, GIVING FOCUS TO L L I SjN G COMMUNITY UNDERREPRESENTED AND INDIGENOUS PEOPLE. i f STORIES EXPRESS THESE STORIES THROUGH LANDSCAPES, . } , STRUCTURES, PLACEMAKING, AND ART I-.-'" �.. L,A i ?' }' ' illi 17 4!! . // ,,`;, 7 •r• ' \ '1 n i iyt),, •ram k 1 l .' l.l. k. . 'Lo-.i . ,0 i ,l • ki kC. .1 S' • {. 114 , ,i,,,,,t . i',0 ,1•,!'.,,A,,,,,,,1,:, , ,,,1,, t I ' ' ' MP % ...... it,'" II, • '1:igitt/ • ,,0'4 ' ; 1 / 'if':'1;*i::',. . ', ci,' f'.''' ' ' ki • i ?..3,.i. // . , Photo.Above)Midtown Park Design Workshop;Top Right)Place,credit;Bottom Right)All: i Public Lands , ç;; : i l i * ; r.L •, • . 70 - 7a, 'II //, �.1'• ),, . *VirP r 8. SUSTAINING OUR STORIES !I t �;, ~ 14 _' Projects Include: ,, 0. 0.� ,- '1 i • 1464 +r /// Initiate a storytelling project • Engage our communities in • Invest in restoring and ? � � -,0/ 's �N . .\Srr • Y g •identifying more meaningful interpreting iconic structures IF r,4 4 r;.� ;� �" ' P with partners to collect,share, , ' names for our local parks. and landscapes such as Allen q t.0 2' ;jsl p� i �..- TM''.4 and display stories relevant to - , i•: ,r '4� `.5 ;,gill f„r�t�(t�4. t,, 1 public lands. Park,Fisher Mansion,and l :..�,! A , t. Warm Springs Park. •fe'. J• : _ .; PROTECT ICONIC LANDSCAPES THAT SHARE OUR HISTORY AND CULTURE Chapter Six:Protect 132 / PROTECT: "[AN IMPORTANT] ELEMENT OF GREAT PUBLIC SPACES IS THEIR SUSTAINING OUR STORIES 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 Landscape architects Matthew history,drama,music,street Potteiger and Jamie Purinton write arts,architecture and landscape in"Landscape Narratives:Design architecture all have methods and Practices for Telling Stories"that means to design and tell stories 'eq- storytelling is"fundamental to the of the land and cultures both past way people shape and make sense and present.This transformative of experience and landscapes." project aims to create landscape The trees,material of paths, "canvasses,"both by preserving /1/ recognizable businesses around historic,cultural assets and a park's perimeter and other their stories and by creating physical qualities of parks and opportunities for storytelling with r �. natural areas are the setting where partner groups and the community. '�'.. ,S� ' the city's collective and individual In documenting and"Sustaining stories"take place." Our Stories,"Public Lands ° ,r.•'i preserves and protects the cultural . , °," As Salt Lake City grows and threads that create a sense of welcomes more people,important place in Salt Lake City's nature. : l historic stories and origin stories of A.�. parks and public lands are at risk Restoring and interpreting '.s47, S? of being lost in the passage of time structures within Public Lands, . ' ' t and dynamic changing of place.As such as Allen Park,Fisher Mansion, i 'Ill I ' i' I cities reconcile the recent history and Warm Springs Park are sizable ti I 1 , of colonization by Westerners, investments of this Transformative t'I U 1 Native American stories and ways Project. -•• -- — of creating shared places become II ' important.For youth these stories , can add an additional path to • ' . understand and appreciate green space and civic commons. -na The humanistic practices of art, 0.111111111111.1110 literature,community advocacy, ! _AIN_ - -- - - - - -" 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. Chapter Six:Protect /7 CASE STUDY- in Yellowstone to Buffalo Nations of"Sustaining Our Stories."A museumotchange.org . • • RENAMING Valley).Similar efforts are met with good way to provide space for 11114 `� �— r ADVOCACY support and detractors.There are the community to brainstorm, sentimental attachments to place respectfully disagree and come to Over the last decade,the National names or others may not resonate consensus would be to leverage •.v INDIGENOUS PEOPLES ...1 Parks Conservation Association with current trends towards the Reimagine Nature engagement had advocated changing the what some people calla"cancel" tactics and partnerships with i . *- ARE THE EXPERTS OF p pp p i names of several of landscape culture.This case study reflects community groups like the i ' '- THEIR OWN REALITIES . features in National Parks to the potential opportunities and University of Utah staff and h �J AND HISTORIES reflect indigenous names(e.g., challenges Salt Lake City Public students. t - ._-5 r '� � proposal to change Hayden Valley Lands could face in the process *3 biom„��.rm�m�iMnx�U a1.. 1 .s 11 :- —=_-- "IF HISTORY CAN BE READ IN THE - ��_ NAMES ON THE LAND, THEN IT IS VERY PARTIAL AND VERY FRAGMENTED," OP —� -Lauret Savoy,author of"Trace:Memory,History,Race,and the Public Lands can help communities share their stories by serving as a venue,such as the Temporary Museum American Landscape" of Permanent Change,a collection of rotating artistic exhibits Downtown that highlight the stories of the people of SLC. /1 PLACE NAMES peoples."'Similarly,Public Lands can provide an opportunity to - - Places are shaped by the names �- they are given,stories that are told keep indigenous histories alive by recognizing and sharing important r and histories that are taught.Over kW, r place names and stories. time,unshared stories become �,�.V at risk of being lost,forgotten �� 1 https://native-land.ca/ _ ,), _, -e.'„ . I ) . without a place in the historical y . ; I! narrative.The Native Lands Map _ • 1 i- I to the right,highlights indigenous tribal landscapes around and in .''' I t the Salt Lake Valley that were = _' 4' +� +, home to the Ute,Goshute and ; 'i.i h ,1 Shoshone for thousands of years. 4:, -��� ` It demonstrates place before I et niett European settlers structured and _ claimed the land with borders, I - names and property.It strives"to map Indigenous lands in a way Blackfeet leaders Bird Rattler(far left),Curly Bear(second from left)and Wolf Plume(third from left)meet with that changes,challenges,and Stephen Mather,soon-to-be Park Service director(sitting)and other officials to respectfully protest the use of improves the way people see English-language names in Glacier National Park in 1915' the history of their countries and Photo Source:https://www.npco.org/articles/2189-naming-matters-photo credit copyright Marian Albright Schenck/The Collections of Horace Albright Figure 28:Native Lands Map.Source:https://native-land.ca/ Chapter Six:Protect I httpsi/www.npca.org/articles/2189-naming-matters 136 1 CASE STUDY- z%Thr , THE "ACTIVATION" AT BUCHANAN MALL In September 2018,the City of San one block to fully design and domes"providing stories from the I ,/ I ,;q 1 } Features in parks,such as Francisco began their partnership build to show the community the neighborhood.The community �/ 1 , ,,I, ....„. / to re-envision and renovate possibilities of their shared spaces. worked together to design I / this chalk wall,can provide S`,.y opportunities for people of all Buchanan Mall.The City and One attraction in the developed prototypes of the Activation dome ,0 1St Eric,,, s y'r ages to tell their stories. other partnerships engaged in a block was the installation of the and were hired to help build the intensive engagement with the "Activation".The Activation is a installment.This created a sense "— Photo:Midtown Pork,Design Workshop community to develop and discuss temporary installation of gardens, of ownership over their space and the plan.Once the concept plan benches,archways,historical fostered conversations among was complete,the City selected photos,lighting,and two"audio- community members. CASE STUDY- As Robert McFarland writes in some such creeks never entirely .'.,':hy 0.I,• �i LANGUAGE OF his 2015 book Landmarks,which disappear.A ghost,if you will, .� , LANDSCAPE collated thousands of words holds the creek's place,moving as. ,tor r 1 .1 describing the landscapes of slowly in darkness below the dry, ' '**A , Q, `°, Over the last decades,several Britain and Ireland,"this is a book sun-baked surface.In the mind of 1 y ►' . `►a. writers have compiled y e� ,asocs P about the power of language— a local resident finely attuned to I« /".'it f tk :P �� � compendiums of lost landscape strong style,single words—to such things,you've come upon the (�. �E ' • EL words that help describe the shape our sense of place."In invisible but real when you stand ` el*.nal I l; "'i1 11l• r 11 6 s ecological phenomena of nature. addition to the cultural histories above a blind creek.Dig,and the /, kA '• .".,.. ; - • a,. ',I% "Sustaining Our Stories"is also of people who have lived in the water will come to light,like the ,,, about getting out in nature and Valley's landscapes,there are blind floor revealed when the expanding our language of words all of us are unfamiliar with carpenter's floor is taken up." . l I �/ landscape.Three books speak or as McFarland writes,"we have -Barry Lopez r' I / eloquently on this topic. forgotten 10,000 words for our �' landscapes." rlie '' :"p r I � a ' 4 �►� \' The 2006 book Home Ground:A A'ti� HOME GROUiv /// . r Guide to the American Landscape • _ ► ' A GUIDE TO THE l y ^ • •*f K k W It p j - O B E RT �I landscape over words f fading P AMERICAN LANDSCADF. d�`"'- .. ,",hy I landsca a words from 45 poets ,, c a = and writers-In this book edited by el ill__ �"'� FA R L A t "ti ma .!h . ':- 'y e a ty "iir Barry Lopez and Debra Gwartney, • a' �e 3 F ` ,, . , t,` 4 words such as"blind creek"are • g:"` ►a ,�_g�",.. , LANDMARKS 1 Barry Lopez&Debra Gwartney �lll 7•' '- y,. '� Pi•_ • 1°�8d defined: may. y�, q}1.4 tY,��,R�f� sir• W �,! 4. ' �:1. ' '• Ns..., ,. , S y "To most eyes a dry creek is a "- fir.0410 x" 1 = _ �� place where a creek once flowed *- ` e ^ w�l:�so.aw. (� and after a rain will likely flow r ti ; $ �� �� �� again-Such a waterway is anMIL / Zil�A _s )111 �,r� ��Wit^fin ephemeral creek,technically. —� — • _ But by another way of seeing, SUNDAY TIMES NUMBER ONE BESTSELLER I L-— Community Storytelling at Buchanan Mall,San Francisco. /V/JPIp� ' Photo Source:https://wwwexploratorium.edu/publicspaces/projects/buchanan-mall. Chapter Six:Protect 138 / GROW: EXPAND OUR CHAPTER PUBLIC LANDS SYSTEM mow GOAL STATEMENT 'T'r 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 r ��' N++� - ;Y landscapes and public amenities with - •• �r d increased maintenance and renewal. --• AP, ,--- , , - ,� -.,"_ r Providing the amount of public properties •y ,� . '. a ^u = ��'• _ . . ,�` .— _ ,. ownedsiØ :Y '-•'''' i, o- o-'�P a�. „;;•- .. " may: A L increasingly challenging in a city reaching • r r- `l' l + �.w• ya' ' �" , ' `L ,'){1,11- 4 •— ,r ', �-` '" � maximum expansion build-out with limited R �fFr 3. ..�' ? opportunities to aquire large natural T y areas or small parks in areas of dense %• "T,i• r t 9k s c development with high land prices. City f =+� '� ' 4 '�! Y departments and partners work together !� . „ AloA '' r }y.' to provide green space and recreation , ,a* - �: •�``,' 1� opportunities in our rapidly re-developing 4'=- ~` -, ` • `4 1 `. t .t� 4. ' downtown. We innovate and make smart ,._ _,�,,��,; �y , ^70- 4 . . use of the public properties we have being 't f y1' , � strategic with our resources and creating •t � . -a` ,�` -:;f!, funding sources to expand our urban forest, ,r .i ',,y`. ;� .� '% � � .."g• " trails, park system, and natural areas. /,F�•yifor' .-d• ';; _,,0 .rvi; '�'T't'i'� °..'} y^p �'{�t yp �'d,s'!,zr i y � 1r:4' �tt,,,� isf. t.�g¢n�o :0 + ,/1% i,��a. '' :77 cr['A: 4_ - %'- - : F .l 'j.' +ti,,/'6y/�:, f s 'i. ..� /HMI , ,/ ,.r- - . to '* ,�/�" fir! el ..;� ,,, to •, U f40- .; p I SLC golf courses provide an opportunity �X M• �,•,� -, s ja4i.. 's to greatly increase the urban forest and r+' !' i' r !�'" f o fib provide it with care. 140 i 4"I }y , GROW. EXPAND OUR PUBLIC LANDS SYSTEM EXPANDING THE resident living within a half-mile of Salt Lake metro as one of the "OPEN SPACE AND THE PUBLIC LANDS public lands.While most residents hottest housing markets in the NATURAL ENVIRONMENT ARE SYSTEM meet this criteria,the denser urban West.Salt Lake City's Downtown communities of Downtown,Sugar Alliance^found that real estate and DEFINING FEATURES OF SALT LAKE CITY. 2020 Census data shows that Utah House and the Central Planning construction costs are at an all- is the fastest-growing state in the Area still have gaps in walkable time high and there are insufficient O U R BEAUTIFUL CITY PARKS AND OPEN nation'Over 30,000 people are access to parks.2 In addition green spaces downtown.Most SPACES, PAIRED WITH THE DRAMATIC expected to move to Salt Lake to public parks for recreation, cities offer three times more green City by 2040.In order to maintain expansion of Natural Lands and space to downtown residents than VIEWS OF AND PROXIMITY TO THE the current level of park space trail corridors for land and water Salt Lake City.The 2019 Needs provided to the population,as conservation,wildlife habitat, Assessments also found that the WASATC H AND OQU I R R H MOUNTAINS, of the 2019 Needs Assessment, and other ecological or scenic downtown core is especially MAKE SALT LAKE CITY A BEAUTIFUL PLACE the city would have to add 94 character purposes is also of high lacking in green space compared additional acres of park space importance.The 2010 Salt Lake to the rest of the city and identified TO LIVE AND VISIT. THESE AESTHETIC AND to Public Lands.That's roughly Open Space Acquisition Strategy the Depot District,Central Business RECREATIONAL QUALITIES ATTRACT NEW equivalent to adding another identified many key opportunities District,East Downtown and Liberty Park to the city.This and since then area plans have 400 South as population growth RESIDENTS, VISITORS, EMPLOYERS, AND acreage is a shifting metric as highlighted urban to wilderness areas of the city that will require parks,such as the new Allen Park, opportunities for expanding Public additional open space to meet the INVESTMENTS TO OUR CITY." have been added to the system Lands holdings. needs of future residents. PLAN SALT LAKE, 2014 yet the population of the city has grown faster than predicted in RISING LAND RESOURCES TO 2019.Like other North American PRICES AND MAINTAIN AND cities with expanding population, GROWING ACQUIRE challenges to growing or acquiring a POPULATION Acquiring additional land for parks, more green space include rising 3 natural lands,and trails is costly land prices,limited resources for The Deseret News recently taking care of current lands and reported that 2020 saw double- and maintaining new spaces competing land use needs.In digit percentage home price will add resource burden to the terms of walking distance to green increases and classifies the existing deferred maintenance of existing public lands. spaces,Plan Salt Lake sets a 2040 aspirational target of every 2 Salt Lake City Parks and Public Lands Needs Assessment,(2019) 3 https://www.deseret.com/2021/5/13/22412416/ 4 https.Wwww.downtownslc.org/images/pdfs- utahs place in the west raging housing doc/2020_State_of Downtown_v10.pdf l https://gardner.utah.edu/census-2020-utah- market-salt-lake-city-rising-housing-prices- 5 Salt Lake City Parks and Public Lands Needs fastest-gm wing-state-in-u-si record-breaking Assessment,(2019). Chapter Seven:Grow "MOST CITIES OFFER THREE TIMES MORE GREEN SPACE TO DOWNTOWN RESIDENTS THAN SALT LAKE CITY." Some municipalities utilize Warm Springs Park,continuing development and infill,public DESIRES AND "Require that all new apartment "94 ACRES developer contributions as one implementation of the Foothills greenspace is an irreplaceable building complexes have green OF NEW PARK mechanism,that when property Trails System Plan,creatinga wood asset within the city.Not onlyis it OPPORTUNITIES spaces aspart of their design." P P v y y FOR GROW p LAND WILL BE tuned,contributes to parks re-utilization plan for the Urban crucial to protect the few remaining E � xperiment with]a planting g of REQUIRED BY 2040 provision for new residents.The Forestry division and improving the slices of greenspace in the city In reflecting on one word that 2010 Open Space Acquisition Jordan River. for wildlife and ecosystem benefit, sums up the public's vision for some native species,you know,the TO MEET FUTURE the next 10years ofpublic lands, little copses of oaks and maples Strategy lists a number of it is economically a valuable NEEDS AT COMPETING LAND "grow"came in as the second most and box elders that exist in that conservation tools including: asset for the City to retain.Based THE SAME LEVELS bargain sale of land,parkland/ USE GOALS on the average land value of popular.Digging into the hundreds Golf Course are really needed OF SERVICE AS trail dedications,zoning for Affordable housing and supporting SLC planning areas that contain of comments made from the public, and actually harbor quite a bit of " manypeople reflected on the wildlife." TODA conservation,trail easements, commercial businesses and utilities homes today,if the 3,699 acres conservation easements, are high needs for a growing of existing parks and golf courses need to invest in green spaces on - 2019 SLC PUBLIC LANDS purchase of development rights, city.Also important is public were overcome by development, the Westside of the city and from NEEDS ASSESSMENT transfer of development rights, lands infrastructure.University of replacing those acres—and the a citywide perspective to add , conservation subdivisions,deed Chicago psychologist Marc Berman essential associated environmental spaces where plants and wildlife restrictions,wildlife property tax states,"natural spaces are not an and health benefits- would cost needs come first.Ideas on how to valuation,partnerships for funding amenity,they're a necessity—we approximately 1.4 billion dollars? grow public lands from the public leverage and stewardship.Criteria have to have it.Just like clean However,in some situations include: for new open space includes water or clean air,we have to have nonperforming lands could be "More natural wildlife areas without evaluating benefits of scenic natural spaces in our environment swapped for those that better paved trails.A NY Central Park size assets,ecological health and for people to function well."6 serve Public Lands mission. park on the West side of the valley." the neighboring community,and Given Downtown and the Central connection to other public lands. Planning Area's lack of adequate ace,in addition to a 7 Calculated with GIS data from the Salt Lake greenspace, County Assessor's Parcels and Salt Lake City Other mechanisms,such as growing population,protecting and planning areas. Community Reinvestment Bonds enhancing SLC's existing parks and for capital improvements,will act open space and efforts to increase as another resource for improving the provision of greenspace are of public lands,with funding top importance.While other land allotted to major projects which uses such as affordable housing I include:creating a regional park provide a worthy cause for urban tie at Glendale,restoring historic •, buildings and landscapes in \ liptit parks such as Allen Park and 6httpsi/wwwdiscovermagazine.com/health/ ? `ti• I 1greensyaces -are-a-necessity-no[-an- ■lt 1 ��iit-,1 1/4\Iir,'1 1la4 amenihow-can-cities-make-them „,, A\ 1I 1 �' t, Chapter Seven:Grow �1gg � IV��Mihl�','II a �i ,to, III��IIiIi���; �P.�t 'I�u I1 ),. PARK CLASSIFICATIONS AND STANDARDS Size and Purpose and Function Characteristics and Amenities Location Service Area Expectations Examples General standards for different travel and duration of visitation. such as Glendale to be a regional *not a complete list park types(classifications),shown However,these classifications park,is one way that park capacity Community Park 11111 in Figure 29,helps to provide do not dictate aesthetics and to support a growing population 10-25 acres Focused on meeting the major Portions of the site should have gentle 11th Ave.Park,1700 parameters for creating equitable allow for selection of a variety of can be met.As the city nears build- parks and recreation needs of the topography to accommodate active sports South River Park, park investments and expectations. features-such as types of sports out and it becomes even more 1-mile service city.Serves as a focal point for fields and open turf areas.Unique landscapes Cottonwood Park, area to account community-wide activities and group should be preserved,celebrating features Fairmont Park, For example,Neighborhood Parks courts,community garden,or play challenged to acquire additional for people gatherings.Provides facilities that such as streams,lakes or historic sites to Herman Franks are unlikely to include restrooms as features. park acreage it will be important walking,biking, serve a broad purpose,balancing express park character.Community Parks Park,Memory Grove this expense is better reserved for grow within existing parks to do or driving to active and passive recreation have facilities such as lighting and restrooms. Park,Pioneer Park, Upgrading parks to include parks needs.Allow for group activities May include special amenity or recreation Washington Park, Regional,Community,and Special more to meet needs. not feasible nor desirable at the facilities,such as athletic complexes or sports Warm Springs Park. amenities listed for their categories, Use Parks that may require greater neighborhood level due to noise, fields,large swimming pools,or play areas, lights,traffic,etc.Often adjoining although not the only purpose of the park. other community-oriented facilities Figure 29:Near Term Investments By Planning Area Map. (libraries,community centers, Likely to include playground equipment or schools,etc). large play structures,informal and formal PARKLAND CLASSIFICATIONS AND STANDARDS play fields,picnicpcn areas for, courtgames, pathways, shelters,and community buildings. / Size and Purpose and Function Characteristics and Amenities Location Portions of land may include areas of natural / Service Area Expectations Examples quality for outdoor recreation,such as / *not a complete list walking,viewing,picnicking.May include / natural features such as water bodies or / Regional Park AlEilb features and gardens. 25+Acres. Provides facilities and recreational Park amenities,events and landscape Liberty Park / amenities intended to serve city make them regional attractions.Special site / 1.5 mile local residents as well as the surrounding features such as streams,lakes or historic Future Upgrade: Neighborhood Park service&city region.These parks should provide sites may add to the pork's character. Glendale Park, 2-15 acres Generally serves neighborhood Mix large and small amenities,such as Poplar Grove Park, / and regional a large variety of recreational Amenity expectations may include restrooms, Jordan Park/Peace needs with fewer purposes and open lawns and grass play areas,pavilions, Sherwood Park, service opportunities to be both a regional parking,lighting,concessions,facilities for Gardens,Riverside smaller size than Community Parks. playgrounds,sports courts and fields.On- Popperton Park, / PP 9 9 g, Neighborhood, destination and surrounding rental/reservation,and expression of history, Park,Rosewood 1 mile walking Intended to provide both active and street parking is typically adequate.Ideally, Ensign Downs Park, communityattractor.These parks art and culture. Park,Sunnyside passive recreation for residents these parks are linked by pathways and Jefferson Park, idistance. are likely to support a combination Park. for short daily leisure periods. sidewalks and respond to the need for basic Meadows Park, of passive and active interests such Should be accessible for intensive recreational amenities close to peoples' Wasatch Hollow as water play,playgrounds,shelters, use by children,family groups, homes.Do not have facilities such as lighting Park,900 South trails,and athletic facilities. small neighborhood gatherings, and restrooms. River Park,and Special Use Park and senior citizens.Accessible more'. to neighborhood population and Size Varies Parks that mainly serve one Characteristics and amenities vary based on Regional Athletic geographically centered with safe Upgrade:Taufer specific purpose or community special use purposes.For example,special Complex,Library walking and bicycle access.May be Park 1.5 mile local need.Examples include the three events parks may include vendor space, Square,Washington developed as a park-school facility. service&city downtown special events parks venues for entertainment such as permanent Square,9-Line Bike and regional that provide a plaza experience for or temporary stages and seating,and access Park,Sorenson service passive recreation and host festivals to electrical hook-ups. Multi-Cultural Mini Park lir i and events.Examples include Center,Artesian bike parks,horticultural centers/ Well Park,Model 2 acres or less Specialized facilities that serve a May have elements such as small 600 East Park, working farms/community gardens, Port,Allen Park. limited area,concentrated or limited playgrounds,seating or picnic areas and Almond Park, arboretum/botanical garden,sports Neighborhood, population or specific group such shade.Do not have facilities such as lighting Guadalupe Park, complexes or parks dedicated to 1/4 mile as children or seniors.Could be and restrooms.In dense,urban areas,may Victory Park,Silver walking provided by public or private sector. be highly designed to serve more people in a Park, Ron Heaps similar sports tournaments and groupings,environmental education distance. small space. Park,and more*. centers,performance areas,urban plazas,festival walkways,civic I parks,or other specialized activity or recreation interests. Chapter Seven:Grow 146 /// EXAMPLES OF TYPES OF PUBLIC LANDS / PARKLAND CLASSIFICATIONS AND STANDARDS,CONTINUED / SPACES IN SLC Size and Purpose and Function Characteristics and Amenities Location • `* >` Service Area Expectations Examples t?s", ,•,cv / *not a complete list ' _ 'q ,X,�i / .I Z �. .,„/ w . Natural Lands,Non-Urban <� fl . c_ R Varies These areas are generally Natural land areas with environmentally Foothills Natural 1i,:, ' ', i maintained in their natural state with sensitive habitat and features,and riverfront Area,Parleys • • i I - City or broader ecological systems management areas and floodplains and creek corridors. Historic Nature i'' ji, , '.-! '; �. region and help preserve significant views, Often provide connections with other Park,Lower Jordan • ',1 r Z ' • 7 J �'_",_. provide wildlife sanctuaries,and public lands.Site features such as streams, River Wetlands,and • `�` jy fi f I ,. ----- , conserve natural resources.These scenic views,rock outcrops,or historic sites more*. _ areas may also support scientific may add to the natural area's character. • Sli. research and trail equestrian and May include above or below grade utility Neighborhood Park:Wasatch Hollow Regional Park:Liberty Park Community Park:Fairmont Park bicycle use.Depending on site infrastructure so long as land remains conditions,public access can be predominantly natural in character. r limited.Emphasis is on achieving a balance between re-source i������� ,.,• protection and public use. Natural Lands,Urban I I. -yK :•w' Varies Urban natural lands are natural Similar to Non-urban Natural Lands but Miller Park,Wasatch w ' spaces which are typically require a higher level of maintenance, Hollow,Hidden City or broader surrounded by urban development facilities and/or infrastructure to manage Hollow,Fife Wetland 'r •:i .jmperial Park region or adjacent to manicured parks and human activities and adjacency to the built Preserve. • : .,.;, often serve a park-like function. environment. May support opportunities for Y •.+, �ti passive recreation through recreational trails, •\ * interpretive facilities,historic and cultural11. ,.••- exhibits,nature observation,photography, Mini Park:Imperial Park Special Event Park:Library Square Natural Lands:Fife Wetland orienteering,kayaking,canoeing,floating, and fishing. Greenways N/A Linear parks,greenways and paved Linear green spaces,parkways,trail 9-Line,Folsom, and unpaved surface within a corridors,stormwater infrastructure, Green Loop,Jordan Neighborhood, designated open space corridor and green interventions along public River Parkway, • a 4+r city or broader allowing for pedestrian and bicycle thoroughfares which add aesthetic value and planted medians. 1 = 'f I 3 . region commuting and recreation use.Trails may encourage pedestrian and bicycle use. .r;e r a. are measured by linear distance,not May include associated natural or manicured land area. landscape with paved and unpaved trails. v r't i ,� 7 tr-ft� May include ornamental plazas,special . r features like gardens,bike parks and VOt trailheads,stormwater infrastructure and urban forest enhancements. Trailhead:Ensign Peak Parkways:Jordan River Parkway Golf Course:Bonneville Golf Courses 100—250 Large expanses of turf grass,trees, Rolling terrain without overly steep sections. Nibley,Forest Dale, acres for 9 to and small water features that are Appropriate soils,drainage,and water Bonneville,Rose 18-hole course. maintained for the game of golf. availability to support turf grass.Small water Park,Glendale, May include trails or trail ac-cess features and other natural elements add to Mountain Dell.City or broader within non-playable portions of the the complexity and difficulty of the gameregion property so long as golf activity while also providing habitat for urban wildliferemains unencumbered by trail and potential for stormwater retention.access. //il Seven:Grow 148 Chapter GREW FUTURE PUBLIC LANDS INVESTMENTS EXPAND OUR PUBLIC LANDS SYSTEM P 1,104L.,j; V. • r I . ' • • NORTHWEST ; CAPITOL HILL I INCREASING LEVEL such as park investment and • j 1 availability of park amenities / OF SERVICE LEGEND contribute to the level of park ' AND FUTURE service each neighborhood NEAR-TERM ••• INVESTMENTS receives.Due to limited available CAPITAL IMPROVEMENT The National Recreation and Park space,areas of the city with higher PROJECTS - 4 A d I I 0 I I Fr' Association(NRPA)finds that city densities will need to find creative • HIGH PRIORITY EQUITY 0- parks departments on average solutions to increase park level of A• MEDIUM EQUITY 1/offer one park for every 2,777 service to meet the demands of a PRIORITY �i residents and 9.9 acres of parkland growing population.At the same 0 LOW EQUITY O • (� per 1,000 residents.While this is a time other planning areas contain PRIORITY • `p ] l national benchmark average,NRPA substantial acreage of parks and 0 J r acknowledges that park agencies natural lands which are in need TRANSFORMATIVE OO • 4---. / ..0., AVENUES O PROJECTS _ are as diverse as the landscapes improved maintenance and the HIGH EQUITY •�l_ /T1 —~ �N and people they serve.There is no addition of amenities to equally - PRIORITY (/�J��J . l�.J O .' EAST one,standard way of measuring serve the community. • PREIDRIMY QUITY y� ®O O ,-' a ,:� BENCH level of service that works for �J DO�TOW i it] Figure 30,the map to the right • LOW EQUITY �-every city.The people,staff and PRIORITY ® n 0 stakeholders of a city must provide shows near-term Public Lands' �Jl O investments that seek to improve "" PROPOSED TRAILS ���v• •. yy--�- input on the values and needs the level of service of parks �0 41:* ?�: of their own communities for EXISTING (,//v�'� � l O access to the urban outdoors and and amenities across the city. ELEMENTS v OV ,� Significant near-term investments O I environmental services provided PARKS AND O0 \ by parks,urban forests and green are broken down by planning . NATURAL LANDS O/l3 0• �\ area on the following pages, .�SSJJ \\ lio spaces. . GOLF COURSES _ f'''. highlighting major improvements xQ._ 41 Level of service is often measured and transformative projects that will CEMETERY • , . '- by acres of parks and open space serve each community. y r per person.Yet many measures EXISTING TRAILS WEST CENTRAL SALT LAKE COMMUNITY . • ` �Ln / SUGAR / HOUSE / Figure 30:Future Investments By Planning Area Map. / Chapter / ter Seven:Grow 150 / GROW. NORTHWEST EXPAND OUR PUBLIC d • Near Term Investments: LANDS SYSTEM » Invest in the Jordan River and the Jordan River onal MEwa Park Trail tic y le » Identify opportunities for separated bike lane/ Future SLCPL multiuse paths to close gaps Native Plant Nursery » Add uses to Rose Park Golf Course to make it 0 more accessible to the community. Rosewood » Invest in 2200 West—Urban Farm Park » Create a future Public Lands Native Plant Nursery NORTHWEST AND estpoiite • » Improve west side park amenities,placemaking WEST SALT LAKE rk �• Jordan River and programming. •,Parkway Trail The westside has a higher level of park researchers are working to o I i-95 service in terms of park and natural expand a list of recommendations land acreage than the citywide for parks-related anti-displacement I arkwerside average,and is connected by strategies that should be employed Constitution Park the Jordan River.Increasing park for this area' Co nwood—a,N.,,,, Park i i service in these communities will involve investing in existing public Providing existing parks with ! NORTH TEMPLE amenities that serve the needs of spaces to enhance environmental A quality and increase park the community will be important to N amenities. incorporate into future investments. There is also a high percentage WEST SALT LAKE There is a very high need for of children,youth and seniors investments in these two planning compared to the rest of the city's • Near Term Investments: Fischer areas to achieve citywide equity population and park investments •Mansion » Invest in the Jordan River and the Jordan River goals.Population is growing should make extra consideration S erwood • Parkway Trail in this area and residents are for these groups. Pa 15 » Invest in Fisher Mansion concerned about rising housing Jordan River Parkway Trail• » Invest in Glendale Regional Park costs,gentrification and seeing 0 » Identifyopportunities for separated bike lane/ 1httpsi/www.nrpa.org/parks-recreation- Poplar 900 pp p their cultural identity disappearing magazine/2019/december/greening-without- O Grove Park I multiuse paths to close gaps gentrification/ River from these places.NRPA and other o i Park » Implement the Surplus Canal Trail 0 9 Line Trail p P • ordan » Add uses to Glendale Golf Course to make it more o0 ark accessible to the community. 0 0 -.r » Improve westside park amenities,placemaking and programming Proposed 3 Surplus o •CanalTra' 41 1700 S 1700 S Park lendale A Regional liollifhCliour. Park 21005 ! •, A N Chapter Seven:Grow 152 GROW. EXPAND OUR PUBLIC LANDS SYSTEM DOWNTOWN Near Term Investments: CAPITOL HILL expensive but is critically needed. outdoor green space assets for • DOWNTOWN AND A multi-varied and aggressive their residents to provide respiteIILIII » New Park in Granary District(Fleet Bock!)at least 25%of the block or 3 acres on the corner approach which includes public from the urban environment. CENTRAL CITY Green » Green Loop to create new green space downtown, and private strategies as well Loop 8 acres along the green loop segment on 200 E These areas of the cityare Strategies could also include (Preen as public-private partnerships is as neer ooP expanding sidewalks and park a Invest in Pioneer Park to make it a flagship experiencing an extremely high needed to address the need for strips to create space for more 400 S LIParkPio downtown park degree of change.They have the more green space in the heart of p p w gauaregton » Identify opportunities for separated bike lane/ least amount ofs ace and outdoor dining and pedestrian z parkP the City. o o multiuse paths are the fastest- rowin addingactivity.Expanding the park strips a00 S fastest-growing, » Encourage developers to create park space as both population and density at a The City should identify ways provides permeable surfaces Fleet part of their development for their residents,at a rapid rate.Downtown in particular to reinvent city streets,taking for stormwater collection and Q Block minimum has a very high percentage of advantage of the wide right-of- adequate growing space for » Invest in the Civic Campus(Washington Square) surface parking lots that are quickly ways to create linear green space. trees,cooling the hot,paved and Library Square to bring more uses and Other ways to provide green urban environment.Identifying A N programming to the site converting to high density housing, N space could involve allocatingspace for communitygardens, » Look for community garden and pocket park office,and retail. P P g opportunities space for parks on City-owned which are in high demand in these Buying and developing land for blocks.Additionally,the City could neighborhoods would also provide park space in the city's center is encourage developers to include needed urban green space. CAPITOL HILL CENTRAL CITY ID Near Term Investments: 0Near Term Investments: » Invest in Warm Springs Park and the historic bath a Invest in the Civic Campus(Washington Square) house property w ♦60o E°o ° programming to the site.o and Library Square to bring more uses and » Create on and off-street multi-use trail connections M Park to the Foothills Natural Area,Ensign Peak Open o 0—Fa line a Identify opportunities for separated bike lane/ Space and the City Creek Natural Area Library • Ga ens multiuse paths • Square Par SuedeTownPark » Identify opportunities for separated bike lane/ O. w » Encourage developers to create park space as multiuse paths °o part of their development for their residents,at a ��� a Encourage developers to create park space as • minimum. ' Ensign Peak froposed 9 Line s Open Space part of their development for their residents,at a » Look for community garden and pocket park 5 Ensig minimum opportunities Jefferson ty Dow » Look for community garden and pocket park Park tq Warr> Par 1300 S Sing opportunities 11 s P Parks w IP !erman Franks 600 N �, Park ti 1700 S tD M Gi 11 0 Grove Park '' Cotten All Guadalupe • Park Park A ' N - N Chapter Seven:Grow 154 GROW. EAST BENCH EXPAND OUR PUBLIC LANDS SYSTEM wrrqr 0 Near Term Investments: i 6Foothills Trails& » Continue to invest in trails and linear recreation Natural P-ea to reduce gaps as well as create connections 500 S # between neighborhoods and the rich trail network in the Foothills Natural Area SrnyPsat » Create on and off-street trail connections to link AVENUES EAST family homes.The population Investments in linear recreation, iy1 the neighborhoods with urban natural araes such Connecti ns of Glen e • as Wasatch Hollow and Miller Bird Refuge BENCH AND consists of a relatively older group and multi-use paths that connect to Miller I rd p Ref ge 0 a Invest in Rotary Glen Park than is found throughout the rest of neighborhoods to existing natural e SUGARHOUSE the city. lands and the Foothills Natural *3oos » Invest in Bonneville Golf course to expand uses Corrections These areas are relatively stable Area will be key to improving park tc ,Vasatch 0 9 m°o and are experiencing less While these planning areas have service in these neighborhoods. Hollow i change and growth compared a small percentage of park acres o compared to otherparts of the city, Utilizingor addingmultiple uses to to other parts of the city.The p p neighborhoods are built out and they have the greatest access to other greenspaces such as the City the street development pattern natural lands due to their proximity Cemetery and golf courses are also is of a more suburban character, to the foothills. top strategies to improving access. consisting predominantly of single A N AVENUES SUGARHOUSE Westminster College Neo I Near Term Investments: Allen • Near Term Investments: !� Park • Foothills » Invest in the CityCemeteryto make it an open » Continue to invest in Fairmont Park City Creek Trails& P 2100 S w arhouse w Natural Area Natural space resource.Utilize the roads for multiple use Fairmont 0 k o a Investments in Forest Dale Golf course to expand Area » Continue to invest in trails and linear recreation 1L8O r • N uses 11th Ave. to reduce gaps as well as create connections » Invest in NibleyGolf Course to expand uses flmAVE b Popperton orest Dale Pbetween neighborhoods and the rich trail networkolf Course » Invest in Allen Park 1in the City Creek Foothills Natural Areas 2700 Sa GorlsGardensHistoric e . ery Nature Park in Memory ti S TEMPLE Imperial Park Park P ' t N N Chapter Seven:Grow 156 • - = CASE STUDIES GROW. �_ ._ STRATEGIES AND 1.. _,,�y ., - ^p The Lafitte Greenway,a 54 acre multi-use trail "^r; ` "' +� f and linear park system,utilizes a former shipping POLICIES OVERVIEW 1,,�4 '';,f� ` -.4 ' y r canal and railroad right-of-way to create a network of shaded green space which connects .N, 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 The following recommended transformational projects to aligning the growth of Salt Lake desires of local residents.The greenway strategies and policies are high- support the overall goal of"grow." City's public lands system with the Photo:Lafitte Greenway,New Orleans Louisiana,Design Workshop "incorporates sustainable design through green level guidance for Public Lands Working in tandem with the overall growth of the City.Additional detail stormwater infrastructure,native plantings, operations and maintenance strategies and policies in this for implementation is provided in adaptive re-use of existing buildings and the (O&M)that direct how Public table,these projects root the 20- Chapter 8 Action Strategies. reduction of impervious surfaces." Lands will achieve the plan goal year vision with on-the-ground 7 of"Grow"over the next decade. improvements that will expand and ~' • •. - The City of Ann Arbor,Michigan provides P P .Y., . The community identified two optimize the use of public lands, "' ` stewardship opportunities for residents to help ,' Li maintain local parks through their Adopt-a- / .$ " Park volunteer program.The program allows / ..r,•• / neighborhood associations,individuals,or group / GROW: HIGH-LEVEL STRATEGIES AND POLICIES organvoluntzations to ngbysustomizetheirownntegram`or / volunteering by setting their own maintenance / regiment,schedule and plan for what they would / Strategy G-1 Be proactive and strategic about growth of the Public Lands System. specifically like to work on.Volunteers are able to / Supporting Investment of resources into new lands,new assets and amenities is driven by policy 4, foster a sense of park ownership while learning Policy 1.1 and informed by data and public engagement. about topics of interest. Photo:Ann Arbor Adopt-A-Park Volunteer Program, Supporting Tax increment or other dedicated funding sources for O&M are established so that https://www.a2gov.org/departments/Parks-Recreation/ administrative/adopt-a-park/Pages/Adopt-A-Park.aspx The Downtown Seattle Association(DSA)creates Policy 1.2 additional maintenance resources keep pace with new capital asset funding and partnerships to activate Downtown parks and projects. public spaces.The group collaborates with the Supporting Integrate growth planning for public lands with economic development initiatives ii Seattle Parks department,friends-of-the-parks Policy1.3 and communityplanningand zoning.Inventoryand developlong-range for a ® ® ® � p p gplansIgroups,and local artists to enliven Downtown City owned land that is not currently in the Public Lands'system in order to make - L • NIL — Q' ■ - . spaces with events and art installations.Artists strategic planning,zoning and land use decisions which utilize existing spaces with -- parks and open space characteristics. , and organizations are invited to host an array of S. activities in parks such as"fitness classes,arts Strategy G-2 Overcome difficult obstacles to growth needs through creativity and through , j L and crafts,children's activities,dance and pet leveraging external assets and resources. events."1 The DSA also facilitates projects that Supporting Maximize usability of public outdoor spaces,including golf courses,right-of-way, _ --- F include adding flowers,vibrant,artistic crosswalks Policy 2.1 and public/semi-public spaces(such as library grounds)outside the Public Lands .,,r,,n~ nventory. • i \ spaces. Supporting lighting and wayfinding to Downtown ,.i j ;� P Su ortin Leverage innovative public-private partnerships and collaborations with developers — : PP g g P p p p P Policy 2.2 to help address the growth needs of the Public Lands system. Photo:Downtown Seattle Association art in public Supporting Position Public Lands to take advantage of private contributions,including'adoption' spaces,https://downtownseattle.org/art-projects/come- i hops://wwwa2govorg/departments/Parks-Recreation/administrative/ Policy 2.31 of amenities,corporate partnerships and philanthropic giving. play-westlake-park-occidental-square/ adopt-a-park/Pages/Adopt-A-Park.aspx / Chapter Seven:Grow 158 / Transformative Project / / / INCREASE THE PROVISION OF GREEN 9 AND ACTIVE SPACES DOWNTOWN THAT • / WILL CONTRIBUTE TO LIVABILITY AND w' .vTe_r.{'• -, -, ''' / ECONOMIC VITALITY " _ ' I_ '' / IIIIIMMIIIIIIIF - TRANSFORM - / to- r INTOhik. '' : , �THE CITY'S • c i c • .` ` 4r ,• Alt - , ;` »s x PUBLIC 4. . .h ~ , f ..I ,.. SPACE .• ..NV • -, '1. r, '' X �l '` „�,.1. LNG / .jet '. y� Yam - - , i , 100 . 1 7 Y t, ' z . ';1 r CF kt. , fit "i`L, �-.,,.(1.)',,1 ,,,w �` .',.01 s,' `� 's 1 L� f / L ;II I I I 4:. / 1 d`:' (` 9. DOWNTOWN COMES ALIVE OUTSIDE F ( �;',. w• / Projects Include: 1. k. ,4 s 001 . • •, • .r • Invest in Downtown SLC's spaces that become the create a Green Loop with trees, 19 ,!^ .� a `'ltdiv / Pioneer Park to create a vibrantL. . . . , foundation of an activated a multi-use recreational trail r 1 / t destination that is welcoming to downtown. linearpark space andplaces - P i ; all,with daily activities for the for outdoor seating. ts ,o - Enhancing Urban • Grow SLC's Downtown and 4 neighborhood and events that ,; _ __ Greenspaces at / Central Community Park • Create festival streets in / serve the region. ,a I. Downtown locations / access,where future growth key locations that provide e such as Pioneer Park • Initiate creative projects and is expected to be the highest comfortable spaces,amenities to inte rate a . F • and Fleet Block would partnerships 9 in the City yet has the least and infrastructure to support kl network of large and small access to parks and trails. events and pop-up festivals. combat urban hea r green areas and plazas into ' ,island effects ▪ Reimagine the DowntownSLC's , •• / a mosaic of public outdoor ` wide streets in key locations to --_Chapter Seven:Grow 160 //4/1 /7 GROW: Figure 31:Activating downtown SLC diagram. DOWNTOWN COMES Create future // connctALIVE OUTSIDE betty enGrleen ons FLEXIBLE STREETS INCREASE TREE Loop and Create shaded and CANOPY Downtown nodes adaptable street space Createshaded for city events exp erienceasha along the / Green Loop 10. �' 20o FESTIVAL STREET v This transformative project aims Planning experts have cited the - oe31 r to help meet the gap in amount of city's"Mormon Grid"and large /.- �� I 4--. • i greenspace available to downtown 660'x 660'blocks as originally /' '1: •� , I It) •e- i residents and commuters.With having multiple uses in mind from �. _ oQ �0 r Pioneer Park as the downtown's agriculture to streets that primarily - ' j r` �. r / �� PIONEER PARK r / only greenspace,creative ways served as unpaved green space RF. to relook at urban space and add around minimal roads. Recreation %4 GIO B green amenities and recreation is and natural areas in the traditional R�NDE {♦ r r needed. right of way inform big ideas like �p 1 "The Green Loop,"which aims to v."-. r S00% 0' Working with private landowners l 1_ add 60 acres of park space to the . , S� �,� and businesses,this transformative ,. FLEET urban core.Additional green space (�,�� / project calls all hands on deck - - and tree canopy coverage will / when it comes to providing provide a cooling effect to counter x ' / green space downtown as well r the urban heat island warming of r r / as supporting urban trees with ` -, i / the primarily hardscaped city. irrigation and care.An example BIKE FRIENDLY � '-' �Y of this is Fleet Block,a city- In addition to street trees and DOWNTOWN ` • so� / owned property,that is currently green stormwater management, Create bikeable and 60 / being imagined to include public Public Lands should creatively pedestrian friendly network RECLAIMED for all ages and abilities ENHANCE [PUBLIC SPACES greenspace to meet needs for invent ways to infuse recreation along the Green Loop EXISTING recreation,socialization,and nature and public gathering spaces as GREENSPACE Find opportunities to within the urban area. mini-parks that take pressure off Create shaded par r infill with greenspace in the few downtown parks.The k downtown Salt Lake City space with room for Green Loop will be a considerable activities that serve investment in the city in Downtown residents 9 Line segment and daytime workers. construction to coordination with City Planning and RIO GRANDE begin 2022. Engineering Departments. FESTIVAL STREET _ Use the city's large right of ways as flexible public space to host events. Chapter Seven:Grow 162 I. ,r //f 4 AP-y at!111!11lNllio" I. -- 71tRI, . � " " Figure 32:Before and after Green Loop sections.One possible configuration. tIi `1I . '� 1 High Sun Exposure II'1 O •/ High Levels of Noise Pollution lei �, �. ��'� , Long& A //// _ 0111,..1,... tat�'��� \, I Unsafe Minimal Space �� \\ '/ .">>.,• Crossings for Downtown .. . _., ,___ , , 1-.-4-,- , i' 11 I r • Street Trees ,,,,, ,E,,,,,0 . 1,_hi. 1, .. , ,,_ 4ygyz i—`. y� 1111 111? j r N lit it i= .n 1 �� — Sidewalk Typical Carriageway Planting :, l. - -..'_1 -•F--1 7 i ''--;'.'— .!•''.'1411' 1_7 S': r-: -:- -=7 I r •J �� ��c-•— Shaded Experience - :, — LOOHE GREEN L. 1F j _ _ ' A{:� ' WILL PR E =� — — ^771, r AT LEAST GO ACRES O — _ //// � 1 �> PARK SPACE TO DOWNTOWN y / - l _ _ SALT LAKE CITY IN Improved Water - - _ i - n / Management 1161#/1i • Reduced Level of C-a Noise . s.:- 1'�''..4 Shorter . i_ _ 10 Crossings ill I t _ _ 'ff • ALA I ` • ^14• 6' 36' 62' 14'� I 0 • © 0 © Del © CI SLC's wide streets provide Planting Typical Carriageway Bike Path& Linear Park Sidewalk opportunities to create green space with Off-Peak Pedestrian Track The Green Loop downtown in key locations. Parking INCREASE TREE CANOPY IN • ' G PARK ACCESS DOWNTOWN BIKE-FRIENDLY DOWNTOWN Downtown's urban forest is limited THE With only one park to serve 9,685 While Downtown has LL compared to other neighborhoods in GREEN LOOP residents and a daytime population , bike lanes,they require 0 Z SLC.Trees struggle in the developed, WOULD , ACRES of 41,072 people;Downtown is MILES OF a confident cyclist, (D 3 paved environment. OF PARKSPACE identified as a High Needs Area for MULTI-USE PATHS comfortable navigating busy Z O E4'' DOUBLE `' °'‘ NOW additional park space. DOWNTOWN NOW traffic. w _ i_ Adding to Downtown's urban forest -EFORE THE AMOUNT 0' ,AETER lb — IIY Z Z in parks and the proposed Green ,- O Finding underutilized spaces,such he Green Loop would PLANTING SPAC: D W 3 Loop linear park would reduce higher as the paved and abandoned Fleet create aloes-stress option FOR TREES I i ' ` i Block,and taking advantage of MILES OF or all ages and abilities LL Ce Q temperatures created by the urban THE RIGHT-OF ACRES OF heat effect and clean the local air. SLC's large right-of-ways can he MULTI-USE PATHS to bike,jog and walk to WAY PARKSPACE AFTER GREEN LOOP Downtown destinations. AFTER GREEN LOOP&FLEET 1 U.S.Census Bureau,Census 2010 Summary B LOCK File 1.Esri forecasts for 2021 and 2026 Esri converted Census 2000 data into 2010 geography _d.. Transformative Project / NATIVE PLANTS / AND GRASSES PROVIDE NATURAL VI / INVITE APPROPRIATE ALTERNATIVE BORDERS AND A • i, f- / USEOFOUR PUBLIC GOLF COURSES CONTOUR AND , A. *- . U C COU S S .,: . MITIGATE / FOR GREATER BENEFIT THE EFFECTS OF / STORM EVENTS — t ea- l + ' .' I .,w n • — _ ---9., o " . ,. .... ,Olt it ir-, ,„,,,,, , f' 6'. . _ __= , 6 c ..... / r / ;..fb. �... • / M F 10. WELCOME TO THE GREEN ,'tP, �, `�^ `;., � � , ''/, `ifs `6., — _ —. / Projects Include: "`' %•;:' ._. 'ci e • Introduce alternative recreation tree plantings,diversifying stormwater wetlands in 't !r' / °� and activities on golf courses vegetation,stormwater unplayable areas of our — __ ( ®I ®1 ill �' ^ for general public recreation as management,and nature courses. 3, , r‘ � �� //) appropriate to not conflict with centers in our golf courses. - .6 Ot i1 ' . .;:,. .1� '•, rt .'• Incorporate water-efficient i .y y. = 'i golf.This may include walking :+ t: Ir ,� I I• Re-wild courses with irrigation practices such as ' —�:_ ":-,,:;;-__- — --.paths/trails,concessions,off- -- _ leash dog walking,frisbee golf, biodiverse and native plants, revising the irrigation system — • __ — races,cross countrycreating wildlife sanctuaries and redesigning holes — running • _ Integrate golf courses into skiing orgroomed outside of playable golf areas. to reduce the amount of / 9 sledding. neighborhoods by invitingthe manicured turf,substituting / • Incorporate additional • Expand golf's involvement drought-tolerant grasses where COI11I11 Ufit(to enjoy clubhouse in environmental protection / environments benefltsthrough appropriate. amenities such as dining 01) by incorporating constructed Chapter Seven:Grow 166 _ _ • GROW: _ WELCOME TO THE GREEN - _ In 2021,City Golf joined the Public The planning team conducted _ _ Lands Department along with extensive case studies looking - t.rf•• / City Parks,Natural Areas and at best practices that address - H. "4 X w' = ry Urban Forestry.At first glance, the community's feedback 4'�• • f �` r this consolidation has received topics and these are explored _ t • _ - .3' .. • , -.:r. ,,y.A r _ ` comments duringthe Reimagine in the"Welcome to the Green" - ., d� • ` Nature process on the value of transformative project.The most :i -4 r '• 11f ., - V _ / golf lands to the green spaces and promising examples that align ' — • x- ' _ Fyy — - / natural areas of the city.Public with the core value expressed $ . + ' survey results can be broadly by the public to protect the city's LA.r. iii qlie •• "`»r -- n _ "' categorized into the following environment include telling the . _ �r ^y , ` A {?. / topics: story of how important existing i '`T+: ""�"� t ' �• v ., ile/ / • Community members who golf lands are to biodiversity ka�ls ';'. • fi want to keepgolf for golf play; and providing ecosystem -� ,•/'i,kir • r - rg • / services including improving air • Community members who ;,, y " ��.- -le...y .-+i;•_..`. - . state that golf needs more quality.Exciting precedents and y— ( r sI' investment; • environmental certifications showtov, ? p. $ / • Community members who how future improvements could '` d .; , 4 would like golf courses - 1° '{ , c- support the environment even { ,,-�,ro�:1 • .,• r• ' • 1 - - / to be more open to other .: ���� - recreational uses; further. ; �.> ='F ,.. +,,� x t �:c > • Community members who lc•-/La' _ want golf courses to support '• • s. -- -~ �•+: the environment or have more £, natural ecosystems;and Of. '�1� ,f .Y.•. •��- •• Community members who °r• r• b+ want to replace golf with other >� �_ - - .. uses. _ } ter. .'�• ^'' � `# �:` �i z > tr,' ,. .' - . '1,11`..--- /, sr Z Rose Park golf course offers opportunities enhance riparian I ,.> ��•� • _ habitat along the Jordan River. Chapter Seven:Grow •,. . . 'Fr.t.: CITY GOLF TRANSFORMATION CONTINUUM / 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.11.1.11.111915 / RECREAIIMITIMPNVIRONMENTAL STEWARDSHIP TRANSFORMATION ' LAND USEk ka- --e-" -It: i..y _ _ 'Pik,• . _ i3 U ' ''''' .' . .4', ' .-':_,-,`';'.' .,.., p,, k- _ bk. AO trk ,.. . *- .1 O(I - - 4. Y' P N OPERATIONS ADD DIFFERENT WATER EFFICIENT AUDUBON STORM WATER ENVIRONMENTAL AND COURSE TYPES OF IRRIGATION SANCTUARY QUALITY BENEFITS RECONFIGURATION RECREATION UPGRADES CERTIFICATION INFRASTRUCTURE Description:Keep golf courses as PROGRAMS AND/ essentialo ens aces that provide Description:Offering different Description:Update old irrigation Description:Add storm water p p OR AMENITIES infrastructure to be more water Description:Pursue certification ponds or other green infrastructure environmental benefits rather than types of golf play or reconfiguring or other y programg that rigorously transferring them to other land efficient and more reliable. features to golf courses that also courses(18-hole to 9-hole). Description:Adding different types captures baseline condition and uses such as affordable housing of recreation into existing golf act as a landscape amenity. g Pros:Offers less time intensive play Pros:Saves water and time for staff provides strategic plan to make developments. courses(e.g.,trails,cycle paths, to focus on innovation areas. golf landscapes more ecologically Pros:Helps allow for more adjacent options for today's lifestyle. etc.). Pros:Retainspermeable,planted diverse. density around golf courses. Cons:High initial cost and potential landscapes that absorb stormwater Cons:Mid to long-term Potential to treat quantity and p Pros:Maximizes space and offers temporary closures of courses for Pros:Supports plants and wildlife. and reduce urban heat island implementation and large quality of runoff and support use of golf courses to other construction. investment. ems.ecosyst effects. constituents. Cons:Investment of time and Recommended Direction:High resources. Cons:Other solutions for affordable Recommended Direction:Leverage Cons:Safety and liability Cons:Loss of some space for ex priority to fund and implement as housingmust be loved. !earnings from recent pandemic water quality features.Cost ofp considerations.Could also add this investment would benefit golf Recommended Direction:Pursue pivots and staff recommendations implementation and ongoing / "nuisance"complaints from area operations and create opportunities pilot project and potential for Recommended Direction: for courses that could offer more maintenance. / neighbors with increased public implementation as part of Golf Protect golf and open space flexible play. for additional native plantings. use/parking. Master Plan. Recommended Direction:Partner from development to retain with Public Utilities and Planning environmental benefits to the city, Recommended Direction:Monitor / recent perimeter trail project and departments to assess feasibility in and conserve space for wildlife and identify other potential areas in golf master plan. plants.Maximize the opportunity for golf to provide ecological services. future golf master plan. Chapter Seven:Grow 170 / RE I V AG I N I N G example,they estimate that their FUNDING • and Equipment from other projects and implemented a new irrigation system reduced divisions within Public Lands. all GOLF FOR at F Facil ity Improvementee a STRATEGIES water use byone-third.Assuming golf courses to repay the$7.5 //i During the Reimagine Nature The ability to use and shareSLC Golf could see a comparable other division resources(andmillion loan for capital investments PUBLIC engagement,one main point of reduction in both staff time that was secured in 2018.Thecommunity feedback expressed at the same rates as other City LANDS dedicated to repairs,we can divisions)and expertise within the collected fees are deposited into that City golf courses are valued / assume an overall potential saving department would lower some a dedicated fund used to pay back assets that need increased Public Lands is anticipating of almost$500,000 annually. the loan. undertaking a comprehensive investment and upkeep.Similarly operating costs and help Golf fund It is recommended that SLC Golf to municipal courses in other capital improvements to keep up Golf Master Plan to strategically BOISE,IDAHO:GENERAL develop a prioritized irrigation cities,1/3 of which operate with with maintenance needs. FUND MODEL plan for operations and future repair and replacement plan.While a deficit,'SLC Golf has not been The Boise Golf Division,while Hills Golf Course in Spokane. improvements.During the SLC Golf should explore additional / it is not expected that irrigation able to generate enough revenue IndianPhoto Source:https://urse in fcourseranking. Reimagine Nature planning revenue opportunities to generate part of the Parks and Recreation com/courses/washington/spokane/usa/indian- systems can be replaced fully in all to meet annual operating costs canyon-golf-course/3076/ / process,the planning team took funds for capital improvements Department,is funded entirely / golf courses,additional methods and maintain a reserve for capital bythe General Fund,unlike Salt the first steps toward this process such as special packages,branded are being implemented to reduce repairs and upgrades,resulting in by assessing the Golf Division's merchandise,sponsorships and Lake City and Spokane.For every water costs such as replacing turf a backlog of deferred repairs and tax dollar collected,the Parks and staffing,funding,and operations tournaments,and winter-uses A. grass with low-water species in increased maintenance costs. Recreation Department receives and maintenance to identify such as groomed cross-country P strategic areas.Prioritizing such 12-15%,makingParks the third r. ' "" '_� challenges and opportunities. Golf is an Enterprise Fund while skiing.Improving Golf clubhouses 1 r investments will help address the highest funded department,after • 4Gita' Resulting major topics to be the other divisions within the and associated amenities to act 9 p cost of water,support ongoing onlyPolice and Fire. addressed in a future Golf Master as community centers and event I1,iitr.t• ;!�> Department receive their funding conservation of water,and align 1C'Ir '� Plan include assessing funding from the General Fund.As an space would both generate funds I with the City's Water Conservation FORT COLLINS COLORADO: ;' mechanisms and strategies, Enterprise Fund,Golf does and better serve the community. Plan by reducing water leaks and ENTERPRISE FUND MODEL 4.-- possibilities for concessions and not receive any supplemental Partnerships options with local ,,w clubhouse improvements;and water use. restauranteurs or other third-partyWITH SHARED CITY . P funding as do other departments SERVICES improvements to deteriorating funded bythe General Fund and concessionaires could be one way / ENVIRONMENTAL Similar to Salt Lake City,theck irrigation systems. is required to cover its annual to fund added amenities such as a Dining and events rentals are offered as BENEFITS Golf Division at Fort Collins is amenities at Boise,Idaho's Quail Hollow restaurant or meeting space. i Fund. operating costs and capital repairs an Enterprise However,it Golf Course. IRRIGATION AND Golf courses are predominately PPhoto Source:https://wwwquailhollowboise. RESOURCE SAVINGSwith revenue from golf activities. com/dining/banquets/ greenspaces grasses, CASE STUDIES: is important to note that while g gaers/ reens aces of P shrubs and trees that provide a the budget identifies the Golf Maintaining the current irrigation Despitebeing city municipalFU N D I N G environmental services to Salt service,Golf is does not generally Division's expenditures as its own systems at the golf courses is one STRATEGIES Fund of the most maintenance intensive Lake City such as cleaning and receive City support,either direct line item(Enterprise ),there / managing storm water runoff, or shared services,from other City SPOKANE,WASHINGTON: are other"hidden"costs that Golf — and expensive tasks.Maintaining CAPITAL IMPROVEMENT departments and divisions such as: shares with other citydepartments reducingurban heat island P faulty irrigation systems consumesP PROJECT the budget General ,. _ a majority of staff's time and effect,and providing habitat for throughout ( i Y pollinator • Funding forservices engineering The City of Spokane conducted a species.Innovations in Fund).Golf shares many resources resources.Additionally, "discounted surveyin 2017 that sampled 1,200 „ , P with the Cityand is included in / contemporary course management services"); irrigation systems can contribute to ) golfers.The results showed 40- can leverage all these services Cost of vehicle or a number of City-wide programs higher water bills,which currently replacement68%of golfers felt the city should to provide more environmental new equipment programs; that are funded by the General make up 81%of Golf's annual invest in capital improvements Fund such as Communit Services utility budget.It is uncertain how benefits to the surrounding city. • Urban Forestry with tree care Y services; and repairs to remain competitive. Administration and Technology much a new irrigation system Spokane Parks and Recreation Support,the Park-Ranger program, Fort Collins,Colorado's Southridge Golf Would reduce utility costs,but borrowed$7.5 million fromCourse is a Certified Audubon Cooperative d Fl the Horticulture Crew aneet using the City of Spokane as an sanctuary. 01) 1 https://www w.thengfq.com/2019/06/betters the city to pay for the capital fuel and equipment. Photo Source:https://wwfcgovcom/southridge/ understandingamunicipalOgolf/Chapter Seven:Grow 172 CASE STUDIES. partners with youth organizations by volunteers coaches from the CASE STUDIES. their families to discover,develop, The foundation is an example of / such as the YMCA and the Boys& SLC Police Department,building and achieve the best of their gifts how golf can be utilized to bring / FIRST TEE YOUTH Girls Club to bring golf curriculum community and relationships on the TO NY FI NAU and talents through the game of together community and promote PROGRAM to kids that may otherwise not green. FOUNDATION golf,educational funding,and core educational opportunities. First Tee,a national program with have the opportunity to learn and The Tony Finau Foundation was family values"'and focuses on a Utah chapter,provides programs play the sport.The curriculum also started by the local golf legend, fostering underprivileged youth. to make golf"accessible and teaches life skills and values.The Tony Finau,who grew up golfing affordable"'to youth. First Tee Utah chapter hosts summer camps at Salt Lake City's municipal golf fhttps://tonyfinaufoundotion.org at the Glendale golf course taught courses. The foundation`aims to 1https://firsttee.org/about empower and inspire youth and 11111 paucrhilir 1 � u. 0*B ry . *E GL N AE SA t1 c ItY ( 0 ,( 'lam ipr l ; 'II •••1,„ . iv . i el. . AI ,..,--_-. _ e• • r r, _ 1'� �" - P , 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/ 174 Chapter Seven:Grow ///1 ACTION STRATEGIES CHAPTER FROM IMAGINATION TO REALIZATION 1' -- - _ Reimagine Nature is a culmination of the 4 �.rrrr collective imagination of the community. • ,__ Their efforts have laid out bold, innovative '"" 0, icrt , �` _ ideas that will truly transform Public Lands 9 -AG , _ U — , s 7,.. '"t: :O-,• into working natural assets that provide T NI `'"" environmental and social benefits. The i - community envisions a Public Lands • fti i system that is climate resilient, provides zi habitat, promotes healthy lifestyles and (i <'� increases equitable access to nature in U REIMAGINE NA1 .j ' TER the city. Realizing these goals will take SLC PUBLIC LANDS MASTER 10N ti' ,,, , ,� Irr concentrated effort by Public Lands Staff, {f Rya and collaborative support and contribution REIMAGINE NATURE ,, \ ,:F 1��`, 1 ih l ;+ from City departments and the community. SLC PUBLIC LANDS MASTER PI AN E „ ,,:, i' ,•� , '•,, This chapter serves as a playbook, outlining Clew 7oEa�, ''„ o ' steps and actions to achieve plan goals and 1 .. , REIMAGINE NATURE b re-emphasize nature as a centerpiece of _ SLC PUBLIC LANDS MASTER PLAN ' `J�"� _- • Salt Lake City. � - L Tuvn A .� 3ol� rourses .rilti�..7 ._, in-c parks and haturr I - �,,,:,lu areas I -. T �t - 4, / N" :i: yV i„,- r, 0,,,s _'"'Community members share ideas at y, _ ,i �� - an engagement event. 176 Figure 33:Master Plan Framework and Definitions u Statements that guide Public . a a c Lands in their role and what ' a ,n E' the department aspires to " ''` m•"- achieve.Guides the master plan Uw- Master Plan and all other aspects of the 'rFk 'f -' .,. 20 c department's operations and • • - •?'' "`- c-'�-: • VISIOn P P cplanning efforts. w `S+tc s _ y > City-wide,long-range vision for the next 20 years of Public -_ * -,i Lands'work. } e, -1 = CL NEXT STEPS policies to guide the Public Lands -.,. • S Department over the next decade. ' -• ,�l\E- y +�', The Reimagine Nature master plan Working in tandem with the overall `s ' "'' .„ a,in N •- Guiding principles that align "s"' 3 N • with other city tans and • lays out an inspiring,community- strategies and policies,the plan '�+ ^�. ``-.� f0 c y P driven vision for the next twenty `�• " ' P' `' r'' > IS (a policies and focus the master also lays out ten community- _ .._ "'4-0 f`�y "c W > plan goals. years that addresses complexities supported transformational "? Y "►- +0, J that face public lands from aging projects to root the 20-year vision `� ; (n infrastructure to climate change. with on-the-ground improvements. _� '! Throughout the listening to over More detailed approaches for • d '- ' r; ` pp +fix ; 12,000 stakeholders,the planning action and future planning efforts : "' team has captured not only the •-'7-';' •Q.>.' ' '' '' +,, 41 are included in this chapter, ..f tw = t) 4'' What the masterplan aims to community's vision for the future , N t.) y organized by the five goals.Figure _ "sr. m 0 0 achieve,supports values and but implementation steps.The m 0 N U4-0 0 is supported by high-level • 33 summarizes the relationship of �, . m O C 0 next step in the process is to - 3 o a) i 0 strategies and policy actions. master plan elements from vision (I) V d create a Public Lands 5-Year to implementation components g. "' .1 Strategic Plan,which will be (projects,strategies/policies, •- updated annually by staff. plans). µr Initial implementation steps have i N Y I\ L1 EN LL c o 0 m w been woven into each of the j v ( c c m 0> > o Y goal chapters(Sustain,Connect, 1 11 R I'\ m« Si a , Si 0 c o ix O U o Specific,inspirational projects E Si E 0 f- c a,r o '5 rn c Si identified by the community to • Welcome,Protect and Grow) , I ca •c 0.• Si fa N E-0 P Z 0 c o 0 v realize over the next 20 years. as high-level strategies and 2 W .Siov c« Ern E- 5 nT 3> a'v O LL o °' a z U - a a` O 6 a UL U° �2 a o Q N m a N n ib rn is to c 0 Future Plans by Public Lands Q Specific policies and actions co and other City Departments v to realize the transformative a that refine supporting policies co projects,plan goals,and direct v and strategies with actionable, v operations and maintenance 5 details,prioritized timelines v strategies. u_ and strategic planning. I Chapter Eight:Action Strategies 178 Or ., lir, of zzzzz 1 Goat:S err' pW Environment Fint IMPLEMENTATION /°� ���� FUTURE PLANS > d%, � _ ELEMENTS ��� � • • ��,\ The list below provides guidance for future planning efforts that the ��� ' • The strategies,policies, 0� 'r \ citywide Reimagine Nature effort identified as crucial next steps. i , Aiii il transformational projects,future Pv a plans and approaches for action tnO1°> •• • •T , RECOMMENDED PLANS FOR PUBLIC LANDS TO LEAD: �_ create a web of interconnected ill/I » Public Lands 5-Year Strategic Plan \ » Public Lands Strategic Acquisition Plan °_ -�t!••"--a_--- implementation tools to ensure the i . fit' s 0 9 q plan does not sit on the shelf and 8 c » Asset Management Plan is reflective of high-level values of 41! » Cartegraph the Public Lands Department and �'� ' Z giii ,- » Capital Replacement Projects ..` GSY ; s m community.Figure 34 visualizes ' / y » Irrigation Renovation Plan how the three value lenses of g ; » Capital Facilities Plan stewardship,equity and livability r32a » Financial Plan are woven into the implementation �� 44 /dat » Fiscal Management Procedures elements. 0d • » Impact Fee Spending Plan >6 `'., » Urban Forestry Master Plan ()6 o, oc / a n�a1 9c, » Golf Master Plan n^..A14Jed a oV uoo56uVWo3 swe ... O » Climate Resilience Plan _ • Figure 34:Value Lenses _ 3Wp013K ,Y Relationship to Goals » Drought Management Plan / —M Diagram. » Water Budget Plan » Operations Management Standards/Plan » Development Standards 'J /' P r i 1 t �' - , °` nog , » Public Outreach and Communications Plan `k ri.)11,. - tk, to 6 '� �_ , 'y R��' ►i ,a`�Jy r rt RECOMMENDED PUBLIC LANDS COLLABORATION WITH 4...1 �- ' ry " r'-'r- x ,111:t�,e�..* r " t/ , 'r OTHER CITY DEPARTMENT PLANNING EFFORTS: ,i'. ,_ , , S r a ,'' si0c" � r c� n'k i ,: Rt i • o► g,, c ! �1 11 » Area Master Plans/Neighborhood Plans A'; i, x a �'� 1c.a, ( �` u'� » Long-range Planning Efforts A+" �'q: . i' ,,-I .h.:- '=i ` , .- - » Homelessness Response Plan • �' Sculptural Seating at Imperial Park. - e.w.41,,K -5�r+IMM • • �� - .y-'mhr•'.,. '�rw r. jR _ _ Y.ke.rzesa:.%.<_ *. • .,. .,.r - .., <. .. 44,./c':id.w. r,_, _ ... SUSTAIN: APPROACHES FOR ACTION Strategy S-1 Position Public Lands to increase the ambition of Salt Lake City's climate- Action 1.2 E Identify and pursue opportunities to restore natural floodplain functionality IL resiliency goals. along stream corridors,through strategic implementation of streambank Supporting Create a Climate-Resilience Plan which establishes environmental metrics regrading and natural channel design projects,streambank bioengineering, Policy 1.1 combined with robust data collection and monitoring to guide adaptive riparian planting projects,and implementation of Beaver-dam analogues management that benefits climate resiliency. (BDAs)and similar techniques,in collaboration with Public Utilities,SLCo Action 1.1 A Identify a staff position or positions responsible for data collection and Flood Control/Watershed Restoration,and other partner monitoring,visitor use data collection,and data management. Supporting Develop an Operations Management Standards Plan which continues to Action 1.1 B Develop written management plans for all significant public land properties, Policy 1.3 reduce the climate impact of Public Lands operations through efficient including Community,Regional&Special Event Parks,and Natural Areas, practices,equipment upgrades,and staff training. which incorporate data collection and adaptive management goals. Action 1.3 A Develop an urban wood re-utilization program to reduce carbon footprint and Action 1.1 C Work with community partners like Sageland Collaborative to identify Public increase sustainability of operations. \ \ Lands that serve as habitat corridors,linkages,biodiversity hot-spots,or Action 1.3 B Update Public Lands'2012/2016 Invasive Pest Management Plan(IPMP)to valuable intact habitat.Identify select acquisition priorities based on the same include current best practices for invasive species control in natural areas,as data. well as current functional practices for low-pesticide/no-pesticide parks,golf courses,gardens,farms&orchards. Action 1.1 D Collaborate with the Sustainability Department to develop and monitor environmental/climate metrics&strategies related to carbon emissions and Action 1.3 C Work with the Sustainability Department to fund and collaboratively manage carbon capture. the development of a Climate Adaptive Strategies Plan for Public Lands, Action 1.1 E Work to secure funding for full-time positions and research assistantships including an audit of PL's operations practices,fleet and equipment. \ \ and grants to fill expertise gaps in restoration ecology and native horticulture, Action 1.3 D Appoint a PL staff representative to take a leadership role on the cross- along with funding for part-time positions or specialized volunteer roles in departmental Sustainable Infrastructure Steering Committee,with the goal wildlife management,botany,and climate science. of improving coordination and resolving barriers around green infrastructure Supporting Emphasize water conservation and stormwater management in Public Lands improvements in the city. Policy 1.2 1 capital projects and infrastructure upgrades. Action 1.3 E Provide education,training and support so parks and golf operations can Action 1.2 A Create an Irrigation Renovation Plan which develops new standards for successfully improve climate resiliency and biodiversity of landscapes waterwise/drought-tolerant irrigation infrastructure across all public lands without ballooning O&M costs. properties,including underground irrigation to support flexible naturalized rategy S-2 Position Public Lands as a City lea• r for draw • i prove 1 planting patterns and landscape evolution,in collaboration with Red Butte environmental health and environmental justice. Garden. Supporting Develop an Urban Forestry Master Plan that will increase tree canopy across Action 1.2 B Work to quickly secure funding for upgrades to aging,malfunctioning and Policy 21 the city,with a focus on equitable distribution of tree cover. inflexible irrigation systems across SLC Public Lands to reduce water waste. Action 2.1 A Change City code to make tree protection ordinances enforceable and Action 1.2 C Innovate to develop functional,low-cost/low-maintenance stormwater LID effective at deterring intentional violation.Engage the Police Parks Squad or \ infrastructure standards for public lands and the public streetscape,in create a Tree Protection Officer position to assist in enforcing tree protection \ collaboration with SLCDPU. ordinances. Action 1.2 D Create a Drought Management Plan for Public Lands.As part of the plan,test, Action 2.1 B Develop a citywide information and education campaign to encourage pilot and develop new standards for low-water landscape interventions in residents to request street trees,and develop a framework to ensure low-traffic areas of parks and golf courses. residents understand their obligations in terms of ensuring adequate water to street trees,and reporting on tree condition in order to mitigate tree mortality Chapter 8 Action Strategies 182 SUSTAIN: APPROACHES FOR ACTION Action 2.1 C Train,educate and support field staff to appropriately protect and maintain Action 2.3 C Coordinate with Public Utilities,State DNR and other jurisdictions to trees in parks,golf courses and other open spaces. secure in-stream water rights to maintain year-round baseflow in urban Action 2.1 D Identify and take advantage of unrealized tree planting opportunities in creeks for habitat,and springtime water releases into the lower Jordan River to simulate natural flood lain function. public spaces such as retention basins,trail corridors,medians,etc. floodplain \ Action 2.1 E Fund citywide adaptation of irrigation systems in public lands to provide Action 2.3 D Lead through efforts with the Jordan River Commission,Utah Lake independent watering for trees to improve drought resiliency. Commission,and state,county and municipal governments and water Supporting Increase the scope and capacity of the Native Plants&Biodiversity Program quality management agencies to continue to improve water quality in Utah Policy 2.2 and incorporate biodiversity and native plants into every compatible city Lake and Jordan River upstream of SLC. \ project. Action 2.3 E Engage in dialogue on the Inland Port development,in collaboration \\ Action 2.2 A Identify and secure funding for the creation of an innovative native plant with the Office of the Mayor,SLC Planning,SLC Public Utilities,local center to expand native plant production capacity and native plant restoration community leaders,Economic Development and business interests, \ research,and advance public education and volunteer engagement in native landowners,and state officials,to advocate for establishment of robust plants and biodiversity efforts. green infrastructure in the Northwest Quadrant,including an urban forest, park spaces,stormwater green infrastructure,and trails. Action 2.2 B Develop sustainable funding solutions to strengthen financial resources of Supporting Prioritize investments to address equity and environmental justice as guided the native plant program,such as capital campaign,revenue generation from Policy 2.4 by equity mapping,such as Figure 15 Equity Map. native plant sales,fiscal partnerships,etc. \ Action 2.2 C Integrate the Public Lands Native Plant Program with the Parks Division's Action 2.4 A Continue to refine and develop equity maps that evaluate park asset \ Horticulture Team,and secure funding for key roles including a Horticulture management and investment to direct resources to environmental justice Program Manager,Lead Restoration Ecologist,Native Plant Center Manager, causes. 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 Collaborate across jurisdictional boundaries to restore the quality of SLC's Policy 2.3 land,water and air. Action 2.3 A Improve coordination and collaboration with SLC Public Utilities,Planning, Economic Development,Sustainability,Transportation,and the Office r 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, III ���4'A�, \ the Utah DNR,the Watershed Restoration Program,SLC Public Utilities, �� '�, IlA'� h \ E ry qIl �I i, I; regional weed cooperatives,and national efforts like`Clean,Play,Go° 1,\ H i 11 1 1d(rf ti I ������1�;1 11�1 ,�� V I ,. Imp„41 11 1 g c P000I I R, 1 11 ► A1 Ili 1' 'I. iii, ��11to IiIfillu. , 0 I I 1, �� ', �}�i 1 1 ql rOe I l'! it i1111l'li '� Ili4IY nll '�I I I III I i ' , II 1 , II �� � IChapter 8 Action Strategies j � � I ,II �� ,� h� �� � i � � I � 1 r /// I I � 11 ,� li I �1i�,1I �� 1 I ��II 1I �PV����I I Sri ,,�I i �L I,, , I 1 I I Ip,ii;l I I, I I I APPROACHESCONNECT:FOR ACTION Strategy C-1 Connect people to information about their park system to increase Action 1.2 B Invest in interpretive content creation for the park system,with system- visitation. wide expansion of interpretive signage,informational videos,audio-tours, \\ Supporting Help the public navigate to and around their public lands system with intuitive informational/educational brochures and pamphlets,and social media posts. Policy 1.1 physical wayfinding and digital information. Content on wildlife and natural history,park history,public art,recreation and educational programming opportunities,stewardship and advocacy Action 1.1 A Coordinate with internal and external partners to develop multi-lingual opportunities,calls to action,and similar items of broad interest should wayfinding in key areas of SLC that aligns with public information on events, receive special attention. public spaces,trail systems,business districts,art,libraries,restrooms, bikeways and neighborhood byways,economic/community hubs,and public Action 1.2 C Develop robust educational programs in the parks,hosted by Public Lands \ transportation. staff,partner organizations and/or volunteers,with established content related to history and natural history,stewardship,outdoor skills,and cultural Action 1.1 B Improve wayfinding,regulatory and educational signage for the Jordan River awareness. Parkway and Foothills Natural Area. Action 1.2 D Expand the use of ambassadors,hire seasonal Park/Trail Ambassadors,and/ Action 1.1 C Conduct a professionally-driven overhaul the Public Lands website,with a or enlist the support of a volunteer Ambassador program to spread education focus on user-friendly access to information about the public lands system. and stewardship information to visitors at heavily-used sites. Consider models from other cities'successful web platforms for public lands, Action 1.2 E Explore the establishment of a City-sponsored conservation corps program and evaluate alternative web platforms. that engages under-represented groups in environmental stewardship, Action 1.1 D Develop a professionally driven comprehensive and cohesive brand identify environmental education,public engagement,park improvement and data for SLC Public Lands,including strategic sub-identities for specific divisions, collection. programs,events and amenities that remain connected to the SLC Public Lands brand. Supporting Facilitate access to information about use of SLC's public lands by people Policy 1.3 experiencing homelessness,including available services and resources, Action 1.1 E Develop printed and digital"handout"materials that can be made widely hotlines,community partners,and opportunities to engage in cross- available to visitors and residents via local businesses,organizations and community dialogue to help make SLC parks welcoming and safe for institutions,which provide helpful information about accessing and enjoying sheltered and unsheltered alike. \\ significant parks,trail systems,and amenities.r Action 1.3 A Provide quarterly training to Public Lands staff and park maintenance workers Supporting Provide information that helps the public interpret and appreciate their parks regarding homelessness resources,understanding of homelessness and Policy 1.2 and natural lands,with the use of diverse,interesting programming and appropriate engagement with people experiencing homelessness. activities,education and messaging,physical and digital interpretive content, and park ambassadors. Strategy* Increase the ease of access to public lands,making it easier to travel to, between and within them. Action 1.2 A As part of a Public Outreach and Communications Plan,integrate internal Supporting Promote walking and active transportation by connecting our parks&natural coordination of all forms of Departmental public engagement,including\ Policy 2.1 spaces to the City's active and public transportation networks,including bus,activities&events,PR/media coordination,visitor use information,donor TRAX,SLC Green Bike,and on-street/off-street trails. development,partner coordination,education and content development, volunteerism&stewardship,digital communications(web/social media)and Action 2.1 A Integrate the recommendations of the SLC Pedestrian&Bicycle Master Plan \ \ marketing,service requests and visitor information services,and establish into Capital Improvement project prioritization for Public Lands. clear communication channels with Public Lands administration and Action 2.1 B Map active and public transportation connectivity to all city parks,and identify operations teams. gaps in connectivity and barriers and prioritize adding or enhancing parks and trails within walking distance of transit and bus stops. Chapter 8 Action Strategies 186 APPROACHESCONNECT:FOR ACTION Action 2.1 C Advocate with state and NGO partners for expansion of active and public Action 2.3 C Explore use of a multi-lingual translation service to provide online versions transportation options that improve accessibility of parks and public lands of most signage,newsletters and other information available in many amenities,such as SLC Greenbike station expansion,dedicated bus routes languages. \\ that service parks and trailheads,and improved wayfinding that directs Action 2.3 D Make bilingual(english and spamsh)information,or language neutral people between transit routes and transit stops,and public spaces. information(i.e.widely-recognizable icons),standard practice for all physical Action 2.1 D Pursue projects that overcome barriers to non motorized transportation,such and digital communications,including signs,social media,web content, as over/undercrossings of major roadways and railways,bridges,protected newsletters,etc.Consider use of a translation service or staff translator. bike lanes,and off-street trail corridors,with a focus on projects that break Action 2.3 E Request an audit of Public Lands facilities,practices and procedures by the down barriers to west-east connectivity. Mayor's Office of Equity,including the Mayor's Accessibility Advisory Council. 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 Invest in greening the urban trail network through tree plantings,stream Policy 2.2 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, I 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 Incorporate careful consideration of physical limitations,language barriers, Policy 2.3 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. Chapter 8 Action Strategies 188 WELCOME: APPROACHES FOR ACTION Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural, Action 1.2 D Work to expand representation of,and support for,people of color in the Public \ historical,cultural and economic identify of the surrounding area and Lands organization,including positions of leadership and positions on the citizen \ communit in which they are located. advisory board. Supporting Study and collect data on system-wide park use,answering questions about who, Action 1.2 E Invest significant ongoing staff attention and resources to Diversity,Equity& \\ Policy 1.1 where,when,what and how park users are engaging with the neighborhood Inclusion in the PL organization and its work in the City. parks. Supporting Enhance sense of place and community pride within parks. Action 1.1 A Update the SLC Needs Assessment Study to reflect 2021 census data and park Policy 1.3 land provision on an ongoing basis,timed with release of new census data. Action 1.3 A Engage the community and volunteers in mapping significant cultural,historical, \ Action 1.1 B Audit the physical accessibility of all park amenities to inform a feasibility study to natural or economic features of their parks or of the surrounding community which consider opportunities for improvement(Universal and Inclusive Design Audit and could be used for placemaking efforts,including opportunities for collaborative Feasibility Study). partnerships with nearby businesses,institutions,nonprofit organizations,and Action 1.1 C Create and acquire data on an ongoing basis to evaluate equity of investment in others.Develop innovative,inclusive community engagement and placemaking resources in parks and recreation assets and programming,use the information to strategies to direct improvements in neighborhood park design and programming address identified inequities through targeted and strategic resource investments. that help parks reflect and serve the community identify and demographics of the Action 1.1 D Identify a`Chief Data Officer'for SLC Public Lands with broad responsibility for surrounding neighborhood. collection,storage,organization,analysis and reporting on park useage data. 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 Action 1.1E 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 and public space investment and redesign,and which manage the impacts park users through standardized,quantifiable survey that can be conducted at\ park renewal can have on the immediately adjacent community(i.e.gentrification)scale with the support of volunteers,interns,youth corps,etc.and incorporate by developing innovative partnerships(such as with housing providers), considering impacts,using a community-led approach to design and management, data into resource prioritization. and advocating for planning and policy that reduces displacement. Supporting Engage the community in the visioning of our public spaces and work especially to Action 1.3 C Develop master plans for all Regional and Special Event parks,and improvement Policy 1.2 foster engagement with under-represented groups. plans for community,neighborhood/mini-parks,and nature parks and natural open Action 1.2 A Enhance the Park Board's understanding of and attention to equity and work to spaces,with standardized processes but flexible methods for public engagement engage them in development of Public Lands policy,tools and approaches to help and design.Improvement plans for multiple smaller parks could be developed address inequities in the Public Lands system. simultaneously. Action 1.2 B Identify and empower community relations managers for Public Lands who Action 1.3 D Work with community partners to rename some parks with names more support planning and project development efforts,track and coordinate regular meaningful to the community,including indigenous names for places,names that communication with key organizational partners and community leaders,and celebrate community leaders,and similar approaches. 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. Chapter 8 Action Strategies 190 WCOME: N APPREL A HE F R ACTION O C S O C O Action 1.3 E Display beautiful,well-maintained,sustainable horticulture by integrating Public Action 2.1 E Support community art,entertainment and performance in public spaces,by Lands'separate horticulture programs,undertaking a comprehensive review of establishing low-cost programs that provide temporary access to facility space \\ horticulture throughout the public lands system and establishing service level (such as Allen Park,Fisher Mansion,Warm Springs and similar facilities),and the \ standards including areas for horticulture expansion,waterwise and biodiversity use of open hours for informal use of performance spaces. \ standards,and standard design and maintenance strategies.Work to increase Supporting Creative and strategic installation of diverse park amenities supports active park horticultural staffing while also creating opportunities to enhance horticultural Policy 2.2 use by many different user groups. beauty through volunteerism,friends groups and'adoption,'and identify funds to reconstruct the aging greenhouse infrastructure at Jordan Park and Liberty Action 2.2 A Establish a pilot program to hire community members and temporary"fellows" Park to expand capacity and efficiency and elevate public engagement with the who are embedded with Public Lands and who lead community engagement horticultural program. efforts around public space design and improvement,and who help manage city-funded mini-grants to engage diverse community groups and individuals to Strategy W-2 Support active programmITIRPoilwrut to their parks for art,events, engage and assist with park improvement and activation. programs,recreation and community.This programming should be diverse and Action 2.2 B Improve opportunities for donations,sponsorships,adoptions,memorial asset adapted to represent the community culture and encourage creation of social programs(trees,benches,etc),foundations and"Friends Of"groups to support \ lions. public lands investment and operations&maintenance costs. Update policies and processes,collaborate with the Finance Department,and identify or securing Supporting Remove barriers to park activation,addressing aspects such as physical assets, funding for a staff position that can commit significant resources to development \ _ Policy 2.1 public safety,and laws and ordinances. of private funding. Action 2.1 A Map event infrastructure for all parks,and work to develop appropriate event Action 2.2 C Expand programming to provide small-scale seasonal,pop-up park amenities infrastructure for neighborhood and community larger parks throughout the such as picnic tables,lounging chairs,games and other colorful,joyful additions to system,including as appropriate,seating,power,lighting,etc.Engage event parks. planners in updating and improving the usability of existing event infrastructure as Action 2.2 D Include(a)in-person qualitative and/or quantitative surveys of park user well. demographics and(b)analysis of demographics of the neighborhood surrounding Action 2.1 B Revise SLC ordinances that create barriers to park activation,including changes a park,as part of the process of engaging in park design,and consider the types to facilitate beer gardens,food trucks,markets and vendors in public spaces, of park features and amenities that would benefit those demographics. busking and entertainment,and updated park hours to allow later activities in Action 2.2 E Utliized the Project for Public Spaces model and Crime Prevention through parks with well-lit and safe spaces,such as basketball courts,where legitimate \ \\ late night activities can occur. Environmental Design(OPTED)standards for thinking about the factors that influence active and safe putlic spaces. \ Action 2.1 C Revise SLC protocols around field fees and reservations,to ensure that community Supporting Generate proactive,targeted activation of citywide parks to leverage staff resources groups with limited means can access field space and that groups providing social Policy 2.3 and external partnerships and to make parks the community focal points for every and community benefits beyond league sports can retain access to some spaces.\ neighborhood.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 Action 2.3 A Collaborate with neighborhood community leaders to address community building spaces during park hours,such as lockers and quiet areas/napping areas.Hire needs through park events and park improvement,including ways for neighbors 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 to volunteer/steward their spaces,with resources and assistance from PublicLands. unsheltered individuals. Chapter 8 Action Strategies 192 WELCOME: APPROACHESF R ACTION O 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. — Chapter Eight:Action Strategies 194 PROTECT: APPROACHES FOR ACTION Strategy P-1 Ensure iconic,irreplaceable assets are not lost or rendered less valuableII Action 1.2 C Hire community leaders on a part-time/temporary basis to lead deep due to neglect,destruction or development. community engagement around placemaking and design. Supporting Identify and direct capital funding for acquisitions and infrastructure Action 1.2 D Engage with the Planning Division,Housing&Neighborhood Development, Policy 1.1 investment that protects iconic assets. Economic Developement Department,and other City entities to further community goals for housing,business development,community health and Action 1.1 A Pass a Parks Improvement Bond to fund the restoration,improvement and livability through collaboration with Public Lands. redevelopment of the Fisher Mansion,Warm Springs Plunge,Raging Waters, Action 1.2 E Secure funding for and initiate Cultural Landscape Reports for all historic Fleet Block,Jordan Greenhouse,Liberty Greenhouse,Fairmont Caretaker's properties in the Public Lands inventory,and use the reports to guide \ \ Residence,George Allen Home,the City Cemetery,and other iconic spaces maintenance and management decisions that protect culturally significant and structures to enrich our parks.If feasible,acquire interests in SLC landscapes. properties like SLCDPU campus and Old PSB if these could serve park Supporting Establish and expand a Park Ranger program to enforce protective \ expansion needs. Policy 1.3 ordinances,educate park users,and safeguard public land assets from Action 1.1 B Develop a new Public Lands Strategic Acquisition Plan to direct capital 1 damage and abuse. investment in new properties.Make the plan along with a list of associated Action 1.3 A Change SLC ordinances to make protective park and urban forest rules planned,ongoing and completed projects available to the public by enforceable by SLC Parks Police squad and others(compliance,Forestry,etc) \ publishing it on the Public Lands'website. Action 1.3 B Complete the transformation of the SLCPD Parks Squad to a dedicated Action 1.1 C Develop a cyclical 30-year capital asset replacement plan for all Public Lands ranger program,with ranger uniforms and enhanced coordination with assets,using data from Cartegraph,with generalized costs,inflation,and Public Lands staff.Grow the program to include one or more trail rangers accommodations for the expansion of the Public Lands system,to project for the SLC Foothills,and an administrative support position to route \\\ annual capital replacement costs into the future. calls and complaints,track call-outs and reports,and investigate cases of Action 1.1 D Identify solutions to effectively conduct capital campaigns for iconic encroachment and property damage. \ assets,including the creation of O&M endowment funds for the perpetual Action 1.3 C Invest in training and education for the Ranger Program and engage rangers/ maintenance and protection of certain spaces and features. officers in leading education activities for the public,including stewardship \ Action 1.1 E Hire full-time,part-time,or volunteer positions to manage and oversee education. specific assets that require specialized knowledge and attention. _ Action 1.3 D Create and grow a seasonal-employee&volunteer-based Ambassadors Supporting Improve equitable distribution of maintenance resources,with a focus on Program,with uniformed volunteers and seasonals providing public Policy 1.2 improving the condition and usability of the Jordan River Parkway and education on park interpretation(history,natural history,culture,etc)and Westside parks. visitor etiquette/stewardship,supported by a full-time administrative lead Action 1.2 A Provide additional maintenance,activation and improvement resources to position. west-side parks in order to promote a similar degree of attractiveness and Action 1.3 E Expand the use of ambassadors in park spaces experiencing significant usability compared to east-side parks(equity,not equality).Secure park crime,misuse and/or abuse,to improve public safety and to deter abuse of maintenance funding for the Jordan River Parkway equivalent to those park resources,such as late-night partying,break-ins and vandalism. 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. Chapter 8 Action Strategies 196 PROTECT: APPROACHES FOR ACTION Strategy P-2 Leverage the power of the community to help steward SLC's Public Lands. Action 2.2 C Secure and deploy resources for enhanced volunteer education,training and Supporting Empower friend's groups and community organizations to increase skillbuilding,as well as volunteer appreciation and retention efforts. Policy 2.1 stewardship capacity,add value,and maximize their contributions of Action 2.2 D In collaboration with the Office of the Mayor,develop a seasonal expertise and resources. conservation corps program focused on stewardship education,data collection andpublic engagement,as well asjob skill development key Action 2.1 A Integrate a Community Partnership Coordinator position into the PL Public p ent for Engagement Team,with a focus on supporting community organizations groups,potentially including veterans,native american youth,refugees, and enhancing the scope and quality of the work they do to benefit public BIPOC teens,and unsheltered teens. lands.Creation of formalized partnership agreements will help clarify Action 2.2 E Analyze and identify aspects of Public Lands administration and operations respective roles and responsibilities. Integration into the Public Engagement which could benefit from incorporation of volunteerism to expand capacity, team supports cross collaboration with staff dedicated to communications, fill gaps in professional skills and knowledge,increase public access and fundraising,volunteerism,and other aspects of engagement highly relevant transparency to decisionmaking,and offset costs.Work to incorporate to maximizing the contributions of community organizations. volunteers in these areas. \\ Action 2.1 B Use Public Lands facilities like Allen Park,the Fisher Mansion and the Warm Supporting Used targeted education campaigns to create a culture of stewardship in Springs Plunge to help provide a venue for under-resourced community Policy 2.3 SLC. organizations to engage with their audience in public spaces and activate Action 2.3 A Launch a PR campaign to improve public perceptions of the Jordan River \ \ public lands. and Jordan River Parkway,in coordination with the Jordan River Commission, \ Action 2.1 C Establish an annual"Friends of SLC Public Lands"gala to thank and Jordan River Foundation,Seven Canyons Trust,and Get to the River Festival. celebrate those organizations that contributed to the success of SLC Public Action 2.3 B Work to establish dialogue and partnership with representatives of the Ute, Lands and encourage additional contributions and cross-collaboration,as Goshute,and Shoshone tribes to understand,honor and promote knowledge well as shared identity and enthusiasm. of ancestral lands.Make tribal land acknowledgement standard practice, Action 2.1 D Actively work to seek out new and creative partnerships that strategically work to empower Native American voices to influence land management benefit SLC Public Lands,through connections to underserved communities, decisions,and develop programs to engage tribal members in stewardship connections to resources,capacity and expertise,etc. and cultural education. Action 2.1 E Identify opportunities to adapt procurement policies to hire partner Action 2.3 C Cultivate future stewards of SLC's public lands by facilitating early \ organizations to perform skilled work for SLC Public Lands that would exposure to positive experiences in nature that inspire wonder,curiosity, otherwise be outsourced to private contractors or consultants. and connection to place.Expand place-based environmental education Supporting Grow a robust volunteer management apparatus to empower individual and nature-discovery programming that build on the successes of the Salt Policy 2.2 residents to contribute their time,effort and knowledge to help support their Lake City Children's Outdoor Bill of Rights.Collaborate with Youth&Family public lands system. Services and other providers to engage youth in park planning/design, Action 2.2 A Establish dedicated funding for volunteer management support staff and volunteerism and stewardship,nature based curriculum development, volunteer program resources(tools,materials,uniforms,management nature and outdoor adventure clubs and camps,and other strategies that software,vehicle and trailer),to compliment and expand capacity of the give SLC youth a voice at the table.Encourage the creation of youth boards \\� existing Volunteer&Education Coordinator position. and grassroots organizations,and fund grants and projects for university students,that place young leaders in positions to have a tangible impact on Action 2.2 B Identify key roles,responsibilities and supervisory staff for dedicated\ their public lands.Celebrate the role that these young leaders play in public volunteers who can lend time and skills as unpaid staff members for lands. appropriate positions,and work to seek out and cultivate these dedicated volunteers. Chapter 8 Action Strategies 198 PROTECT: APPROACHES FOR ACTION 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. 1411t Chapter 8 Action Strategies 200 GROW APPROACHES FOR ACTION Ilk Strategy G-1 Be proactive and strategic about growth of the Public Lands System' Action 1.2 C Evaluate opportunities for revenue generation to benefit specific sites Supporting Investment of resources into new lands,new assets and amenities is driven and assets where user fees,parking fees,event and activity fees,or other Policy 1.1 by policy and informed by data and public engagement. revenue generation methods may be appropriate. Action 1.2 D Evaluate opportunities to use local revenues,levees,fees or income streams \\ \ Action 1.1 A Increase staffing to meet capacity demands of planning&projects team, to fund growing park operations needs,similar to the model employed by achieve reasonable project loads for Public Lands PMs,and free up capacity I Salt Lake County Parks&Recreation. \ for the many policy and programmatic planning documents recommended as Action 1.2 E Identify desired standards for operations and maintenance level of service standards,includingper-acre maintenance budgets and staffing items. g for different Action 1.1 B Use the PL Master Plan,Needs Assessment,Impact Fee Facilities Plan, categories of parks and public spaces,and identify and address areas in the Community Master Plans,Strategic Acquisition Plan,and other city plans public lands system where desired service level standards are not being met. to guide new development,including prioritization of funding applications. Supporting Integrate growth planning for public lands with economic development Establish clear,transparent policies for ranking and prioritizing funding Policy 1.3 initiatives and community planning and zoning.Inventory and develop long- Capital Improvement and Impact Fee funding applications,including the range plans for City-owned land that is not currently in the Public Lands' incorporation of feedback from the Public Lands citizen advisory board. system in order to make strategic planning,zoning and land use decisions Action 1.1 C Create a Capital Facilities Plan based on cyclical asset renewal projections which utilize existing spaces with parks and open space characteristics. and asset condition inventory data from Cartegraph and other sources. Action 1.3 A Modify city development codes to simplify park improvement projects and Ensure the plan is adaptible to accommodate new data as well as growth in mitigate technical obstacles like inaccurate park zoning or internal property park lands and assets.Use this plan and associated data to guide funding subdivisions within park spaces. applications for asset renewal and replacement. Action 1.3 B Engage the community in visioning for major park expansion opportunities, Action 1.1 D Identify and secure resource needs for continual,regular updating of needs such as the Green Loop,the Fleet Block,the Public Utilities Central 9th assessment asset maps,user satisfaction surveys,demographic mapping, Campus,SLC Public Lands Campus,the Northwest Quadrant,and the Jordan \ park plans,and other documents to ensure Public Lands planning guidance River-North Temple Redevelopment Area. does not become so outdated as to become invalid. Action 1.3 C Integrate the work of Planning&Public Lands;actively engage Public Lands \ \ Action 1.1 E Engage community members in ongoing robust data collection program on staff in future Area and Neighborhood Master Plans,and engage Planning \ park use statistics,demographics,and basic user feedback about public staff in future park master plans and improvement plans. lands,through internships,volunteer positions,conservation corps,and Action 1.3 D Identify and pursue collaborative projects with Economic Development,and community partnerships,and communicate to achieve transparency in how establish the role of Public Lands in advancing concepts like Tech Lake City the data is incorporated into Public Lands planning. and economic development programs like Visit Salt Lake. Supporting Tax increment or other dedicated funding sources for O&M are established Action 1.3 E Incorporate Economic Development tracking and metrics into aspects of Policy 1.2 so that additional maintenance resources keep pace with new capital asset Public Lands annual reporting,similar to the model employed by the Regional funding and projects. Athletic Complex. 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. Chapter 8 Action Strategies 202 GROW APPROACHES FOR ACTION Strategy G-2 Overcome difficult obstacles to growth needs through creativity and Action 2.2 E Pursue private support and funding for urban forest improvements and through leveraging external assets and resources. wetland mitigation projects in large industrial areas-and in particular, Supporting Maximize usability of public outdoor spaces,including golf courses,right- the Inland Port and industrial parks west of Redwood Road-that provide Policy 2.1 of-way,and public/semi-public spaces(such as library grounds)outside the environmental services while also improving the livability/workability of Public Lands inventory. office parks,contain heat-island effects,and reduce maintenance costs for Action 2.1 A Map public and semi-public green spaces outside the Public Lands inventory businesses. to better understand level of service in communities. Supporting Position Public Lands to take advantage of private contributions,including Action 2.1 B Collaborate with Salt Lake School District and local churches,especially for Policy 2.3 `adoption'of amenities,corporate partnerships and philanthropic giving. compatible access to playable/programmable field space. Action 2.3 A Strengthen relationships with Friends-Of organizations and help empower Action 2.1 C Develop a Golf Master Plan which will evaluate golf courses for opportunities them to fundraise for specific improvements and maintenance. to expand urban forest,ecological restoration,trails,and public programming. Action 2.3 B Facilitate the development of a Friend of Salt Lake City Parks 501c3 Action 2.1 D Work with Library System to diversify and activate public green space organization to oversee the funding and management of specific surrounding library campuses. components of PL responsibilities,such as fundraising for transformative projects in excess of$10M. Action 2.1 E Work with Transportation Division to map opportunities for linear parks along Action 2.3 C Enlist the services of contractual fund management and capital campaign streets and right-of-way eligible for lane reduction.Identify opportunities to firms to help SLC Public Lands navigate the legal and accounting challenges put streets and parking lots underground to create or connect important park of capital campaigns. spaces. Supporting Leverage innovative public private partnerships and collaborations with Action 2.3 D Formalize and simplify adoption and sponsorship programs like memorial \ Policy 2.2 developers to help address the growth needs of the Public Lands system. tree adoption and bench adoption,reducing PL's long-term financial commitments and increasing revenue from adoptions. \ Action 2.2 A Work with local businesses and educational institutions to collaborate on job Action 2.3E Identify or add a development coordinator role within the Public Lands admin development and training,improve professional development opportunities team to manage capital campaigns for expendable and endowed funding for for Public Lands staff,and provide pipelines for training and careers that projects and properties,manage and facilitate major gifts,and oversee donor benefit Public Lands hiring goals and job placement for prospective \\ employees. development as well as contractual capital campaign management,fund management,and coordination with SLC Finance. 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. 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'.• ,_ t: . -1 ENGAGEMENT WINDOW #1 Public Lands ,1 Parks I Trails&Natural Lands I Urban Forestry S U M MARY REPORT ACKNOWLEDGMENTS 1 PUBLIC LANDS TEAM UNIVERSITY OF UTAH COLLEGE OF CITY • Kristin Riker, Public Services Deputy AND METROPOLITAN PLANNING Director, Public Lands Dr. Ivis Garcia, Assistant Professor • Nancy Monteith, Project Manager Elizabeth Arnold, Westside Studio Teaching Assistant • Lee Bollwinkel, Parks Division Director Katie Bussell Damian Rodriguez • Lewis Kogan, Trails and Natural Lands Luke Dubois Carlos Santos-Rivera Division Director Sophie Frankenburg Joseph Shahidi • Tony Gliot, Urban Forestry Division Molly Gaughran Delaney Sillman Director Anders Hart Ronnie Sloan • Danielle Ainsworth • Luke Allen Minerva Jimenez-Garcia Marly Upcavage Megan Leether Kendall Willardson • Ariel Campos • Valerie Huitzil Claudia Loayza • Suzy Lee Maddy McDonough • Kezia Lopez Emily Meadows • Amy Nielson C.J. Mecham • Katie Riser Maranda Miller • Leah Smith Lonnie Olson • Kyle Strayer, Civic Engagement Team Hannah Pack Fabiha Pinaz Bradley Potter DESIGNWORKSHOP 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 INTRODUCTION Our natural lands, urban forest and city . parks help shape - "� 0,/, , . ' . _- ..... ---....- - - and define our city. j;,, Now more than ever 4� ''"'' �� we rely on them for .:_:_L..� , personal health , - .�, ' �. , community identity .! ,; ,b" ���. __ ii.,,and civic ideals. It is �.�i _ •-,,,,,,, 4- '"Fgr�'rf y' y • "® U Ill time for us to plan � , a bright future by , • i g - reimagining these ( I . : ,r40. , spaces together. ' -. ^ ;, N 1 J \ Wu-y. �' i - �. ygy��'a,� ?'3f_.A' 1 P� ,1 r1 1 \ 1 A c_ s` x . *ram: _ -, ' '° i' �,e�', 1 - . 6 ' e R ' ` PROJECT TIMELINE j L ,k WINTER 2020/2021 PHASE I: } %C,, " n ;4, DISCOVER: J FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS N. *:.. ,..,,,,,:,., �,, , ..:„.:,,.,� , ..ee .,,,,„._,.,,,..,,, ,,,,;,,.„::„,,,, , 4 , C' .,;., :,,,,,,p,,,„..._:,.. w '':° '`sx.-- . . ,,,,,_ ,,..„,,,,,....,,,,,,, I. £ • August 26,2020 Figure 1: On the ground stencils to promote website and survey. Six-Week Community Engagement Window#1 Opens Salt Lake City is developing a new 10,000 people that are representative Public Lands Master Plan. As an of the city's demographic makeup. important first step, the City called on all community members to help Given the goals of this master plan, it WINTER-SPRING 2021 PHASE II: reimagine the future of our Public has been given the name, "Reimagine REIMAGINE: VISIONING Lands: the nature in our city that Nature." Reimagine Nature will use TRANSFORMATION enhances the quality of our lives. The comprehensive, evidence based Public Lands Master Plan will establish analysis, coupled with community an inspirational framework to guide how engagement, to prioritize and identify we grow and prioritize investments for transformative projects for Salt Lake ii Quarter 1-2, 2021: City's public lands. Community Engagement the next 10-20 years within the three Window#2 public lands divisions (Parks, Trails & Community engagement for this Natural Lands, and Urban Forestry). In process is open during three acknowledgment of the findings from engagement windows: the 2019 Salt Lake City Parks and SPRING-SUMMER 2021 PHASE III: Public Lands Needs Assessment that 1-Discover: Foundation of TRANSFORM: DRAFT AND FINAL included a statistically valid community Understanding MASTER PLAN survey, this effort will address current 2-Reimagine: Visioning Transformational challenges to improve our public lands Projects and Priority Actions system. 3-Transform: Draft and Final Master Plan. Quarters 2-3 2021 The engagement metrics for the year- Final Community Engagement long process are to connect with This report provides a summary of the Window#3 first engagement window and how 5 results will inform window 2. HOW WE LISTENED The planning team used a multi-pronged approach to engagement that included: • On-line surveys widely r �• - advertised; r: -`" ir04 h'ML. ' 4... -A, o.„ • Pop-up events and intercept ..' t.-41 .:4 •.'.' , . .. interviews; �} "t ,,j.V '!.' ,t` ; . ...-7- ,,.. `"fli . ,..4 • • Organizational partnerships i`r' ',• '' to reach underrepresented '' „ ` - `' - � .. �' 4. Re �_ `�` ! { . l�,gr �'.`�c . ' �.�-^ mil, i •i'N C e I ' '6''.' groups; and j a. _ I : 4 II. --_-_-___ ifflimps-- -I. ,, ao li S---1 tit F ," - --_ ., . M As • Digital outreach, which - ,, .. .t,.. — - — • I!. i �, , included over 40 social N...........____ts.. t.:-....1 - , media posts, a paid Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews Facebook ad targeting West Side residents, and an email opt-in form. / AGEME ETHODOLOG AN D OUTREACH APROACH9'/ ENGAGEMENT METHODS SURVEY FORMAT REIMAGINE NATURE NAPSHOT SLC PUBLIC LANDS MAST.PLAN In order to create a unifying vision for Public Lands over the next 10-20 years, An on-line survey translated in English and Spanish consisted of nine content questions P k h Ip h P tltl t y ��* qr tl— the planning team used a multi-pronged and six demographic questions. Much of the FINATURAL ■169a approach that included on-line surveys, pop- *� IT up events and tactical partnerships to reach survey included multiple choice questions ■., . for respondent efficiency and also included ®PARKS F�Elw 1 �,,. typically underrepresented groups. •a_,4 a number of open ended question prompts PR„ .a`.� m :nrm- 4 The first window of community engagement for collection of perceptions and ideas. 3,735 ®FOREST $6500 ,v launched on August 26, 2020 with an responded to the on-line survey, and 91% I "i ._ on-line, six-week survey and closed in of the questions were answered. Intercept December 2020 with community stakeholder interviews were conducted at 44 different REIMAGINE NATURE . . ■ focus groups. The goal of this window was locations including local parks, trailheads "`PUBLIC`""° MAST.°`"" I r�� """ """`�" d „;ry-" to create a foundation for understanding, and businesses. This survey included a few 'bq-O4P �'�e Bette.ox qua,M drmme cn"ge .a emv"yelfi ; a�Men:=7,tdl�tce .-a mo m �es�mronaehnNP lmpove the heghh q/Me ctty.' _ S.• 'a . share preliminary ideas for feedback and similar multiple choice questions, but had EQUITY LIVABILITY STEWARDSHIP gather new ideas from the public. Using more open ended questions to encourage a 1.96"000 „.._'�_ "°'�'"'.. h. _ Fa COVID-19 protocols, the city's framework for dialog and prompt new ideas. a' ,„;�°°°` -�� "" °` „.,e.b.~u... pv,,,,,a.,�.. equitable engagement best practices and 35ooOm,„.o,..�.o m cg. 63%0 multiple types of tactics, over 7,000 Salt OUTREACH AND EDUCATION .��..„1 a '►lo- r♦ Lake City community members participated A graphic snapshot handout, digital graphic 4_r5% ,4, 260 in providing input during ice cream and food and poster were provided to inform of the truck pop-up events, University of Utah current state of public lands with data on student-led intercept interviews, trailside key trends around stewardship, equity and Figure 3: Snapshot poster displaying p current facts about Salt Lake City Public snack activities and virtual connections by livability. Lands website, email and phone. This section of the report summarizes who we heard from, what areas of Salt Lake City responses came from and other demographic indicators. SURVEY RESPONDENTS REACHED SLC RESIDENTS BY ZIP CODE .1 � WOODS CROSS 44114111144411 N X Great Sal[Lalre J ' Wetland I r NORTH SALT LAKE •it O N .S LJ c p N K 1� a.r: � i�iill• .''. GI c -------'7 1• • 1pm i� •� ,f' 'r! t4 C. IINR. E C' C��. Vrr 9 SALT LAKE CITYLC INTERNATIONAL84116 841031 , E AIRPORT R OID y 8 o N 4112 P N laa 1 O N P t GR - 84111 84102 E0 ' 84101 I 84104 1 4, ' 84105 84108 , . 0 m N 841151II . .- �84119• _ _ i��'lll' - E 5 WEST VALLEY CITY SOUTH SALT LAKE -180 84109 84106 r---1 MILLCREEK ZIP CODE 84112 84119 84101 84111 84109 84115 84104 84102 84108 84116 84106 84103 84105 # SURVEY RESPONDENTS 12 23 74 134 139 140 153 220 239 241 254 328 395 8 STUDENT INTERCEPT LOCATIONS University OF Utah CITY & METROPOLITAN PLANNING STUDENT INTERVIEWS ( 01(V.' e'v016. -', \ mi 11, 4 ► " + � '' • ♦ •+• r � ,, • . , , A .: • r 1 _-., . ,, . i , „ _ . ,.., . ...."-- __ • ._ ____ i.. ,M Rosewood i 1 Westpointe Park City Creek Park © Warm Natural © Springs Area Park 0 Riverside Park © hoge Smith's © ` 11th Ave Park Food 0 Bonneville Dog Park and Drug 0 Sline Trail ©1 Marmalade © Memory © Giare Park The - Cottonwood Downtown �,�,.�1��, Living Park University Library Square of Utah Sunnyside Room Trail Pioneer Park WashingtonSci Sunnyside Park Fred&Ila Rose uare Park Donner Fife Wetlands © Rotary Trail Park Preserve 0 Jordan Glen Q International �� park Liberty Wasatch Park Park © Hollow in Peace Gardens Bend in park © Laird Park © the River Su ar H-Rock Q 0�' ----o_ '• - 17th Southral g _ �-M I 11I,�1•I� %!-_ River Park k 0 House Park IltriikaL� _ � E Fairmont Park MII /f — 1 `� gi all A� III _ Parley's m t' u iHw E • 11�, �� = Su ar House' Trail rump 1.11E�1111 �. 1 1 =q • ' ice, =� r, i c '� -/y ��11 1� ,ft- r'►'� uol■lU to i c� 1 r.— _ ■ ail�.�_i �`r� "'1 °� 1; 1J-�q'�EE -II71_� n�Ill�lir fj�. ' �`� I I-r ""-;1=r �_Jnl,ir---- I _ . r nIIIl1Y11 �li.�i�i.,yw h ,I�_ II II �Fi'■awe=-i =mi r rim :--E -Irra�� i .11� � e IL Imo• lll�r � _I■Jn�l� it. 1 Ii ° m r�nq{ Ii II■ 1-Intl1 IIW a .2--•al� K� {;IY�!liai;°_1: E ladl�.I�'IIIEYar�,�e li.ri L��e��r`I ■,fti� c ir-LEl h:, '■ 1, Y �� � IIOmnL.azmr -geira % ■,C+..�I 115. a.9s. . -+On Nr i 'f a 1/ lii� J-1�1i'er �rn�'4Ja�i Ilr �a r]��I% B I a. �&1 eyJlll 'wb TI =" W `^ •. - 1Millcreek 1:1f�i 1 �ira11 11111uw �_ ♦1. �1 7._ ,0 4 a ' = T� — 1Ill Y •� - ��I��luYlr�ll�lili W� �:� ��E�ql� J- 'J-1.-r� a- _ e =ems, �■" T '�• - - �-�,�1- . �II i�1 - _Illwr — 16.71_�IEI'E71-Ilr r STUDENT INTERCEPT NATURAL OTHER # SURVEY # ORGANIZATIONS & INTERVIEW LOCATIONSO PARKS U AREAS LOCATIONS RESPONDENTS 635 ESTABLISHMENTS 236 REACHED 9 / // V NGAGE NUMBSA, „,,, { , , - � ►�_ , . {$ SURVEYS 4,455 CAN YOU PUBLIC SURVEY 3,735 REIMAGINe � NATURAL LANDS �' ` �; CITY STAFF SURVEY 85 � ' Ry: , t o ran a ea o yw r a:e k. INTERCEPT SURVEYS 635 khwhv e + 266 , POPUP EVENTS 2,320 Ii ' µ ., • . ICE CREAM SOCIAL DISTANCING "E'M""'"E � 0 o NATURE e _ Q --- '* , TRAILSIDE SNACKS / � ; � TRAIL INTERCEPTS : : y. % I4. f'illik, .7'h' MICRO-ENGAGEMENT EVENTS Figure 5: Trailside snack bike trailer. FOCUS GROUPS 47 17 COMMUNITY PRESENTATIONS 260 COMMUNITY COUNCILS41 �:c ___._ , BOARDS AND COMMITTEES �� ; __ - ENGAGEMENT WITH OVER 200+ COMMUNITY 31JXFLm STAKEHOLDERS : • I. - - - I -- , OW '.,_ Figure 4: The table above provides a snapshot of total engagement events � and number of participants. Figure 6: Ice cream social distancing interviews. 10 05A t! PA F I N The two surveys conducted gathered While the on-line survey did reach a variety feedback from a wide range of the of people, respondents were 80% white, a community. The on-line public survey number greater than the City's demographic reached 3,735 people while the student composition which is only 73.1% white. To intercept interview survey reached 635 help boost input from people of color, people at 44 different locations. The on-line University of Utah students conducted survey reached the most people living in intercept interviews throughout Salt Lake the Capitol Hill, Avenues and East Liberty City and Public Lands staff lead focus groups Park neighborhoods, followed by the Sugar with stakeholder organizations who provide House, Northwest, Eastern Central City, and services to underrepresented populations. East Bench neighborhoods. The intercept interviews gathered feedback from different The intercept interviews were successful geographic areas than the on-line survey, at reaching a diverse audience that is gathering the most feedback from Sugar more representative of the community's House, followed by the West Salt Lake/ population. Figure 7 shows the percentage Glendale neighborhoods and the Central of respondents by race/ethnicity for each City neighborhood. survey. Intercept interviews also reached more female respondents, younger The surveys captured input from different respondents, and more lower income demographics. To track if the representation representation than the on-line survey. 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. 11 ATIV SURVEY DEMOGRAPHICS PUBLIC SURVEY INTERCEPT SURVEY SALT LAKE CITY DEMOGRAPHICS ASIAN C 7•5% 20° 0 5.4% AMERICAN INDIAN I 0.3% c.Z% 1.4% BLACK/AFRICAN ■ 0.5% E.E 2.3% AMERICAN nn � HISPANIC / LATINO 4.0% ¶4�O 21.6% NATIVE HAWAIIAN PACIFIC SLANDER/ I 0.3�i0 2or`J% 1.5% WHITE 80.0% 15E04 73.1% OTHER , 1.2% 20c`'J 3.4% PREFER NOT TO SAY 1 4.0% o CSo�//U FINDINGS Figure 7: To track if the representation of responses equitably reflected the Salt Lake Salt Lake City's population is 200,591 City community, the planning team compared the public survey demographics to that With a 2% margin of error and 95% of Salt Lake City. To help boost input from people of color, University of Utah students confidence level, the survey sample size is conducted intercept interviews throughout Salt Lake City and Public Lands staff lead representative to the population focus groups with stakeholder organizations who provide services to underrepresented populations. (N= 3,000) 12 WHAT WE HEARD , ,,,,. .N ,,, ,,, .. , ,,,, otp. This section provides a summary of the input received Ash. : from engagement opportunities in this order: R' , �� �`. f" 1. Community Survey ; ,, ,. 2. Intercept Interviews 3. Community Focus Groups 4. SLC Staff Survey QUIfamorK il L 0 _ e- REIMAGINE NATURE i .,PUBLIC LANDS MASTER PLA -3 fr 1 ti y� Parks & I ^ `� Public Lands c,T , OA U / // ,,-% S, I N - 7' // / A FREQUENCY OF USE THIS YEAR (2020) compared to previous year, Source: 2020 Community Survey (on-line / 3735 total respondents) PARKS USE TRAILS USE 43% INCREASE 41% INCREASE 4 41% SAME 143% SAME 16% DECREASE 1 15% DECREASE HA,CC SSIBARKS/T/RAI 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Source: 2020 Intercept Survey (in person / 635 total respondents) PUBLIC INTERCEPT - Which of SURVEY SURVEY these is easy for A CITY PARK 83% 82% you to access from your COMMUTER or RECREATIONAL BIKE home? PATH 62% N/A (Select all that apply) RECREATIONAL TRAIL 60% 59% A STREET or PUBLIC SPACE with abundant TREES 60% N/A NATURAL AREA or NATURAL OPEN SPACE 52% 46% CITY GOLF COURSE 38% 22% OTHER OUTDOOR or RECREATIONAL CENTER 31% N/A NONE of the ABOVE 3% N/A 15 EWAR - H I SONS 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) FUNDING Q - What stewardship actions would be most • Acquire additional natural areas impactful to public • Acquire lands adjacent to water lands over the next • Invest in increased maintenance 10-20 years? • Improve the City's donation process (Select all that apply) • Develop adoption programs DIRECT ACTIONS DAILY PRACTICES • Create wildflower meadows • Support active modes of • Incorporate more native, waterwise transportation plants in landscaping • Expand collaboration with non-profit • Plant more trees organizations • Expand public access points to trails • Host education events • Improve capacity to respond to environmental emergencies • Add or renovate aged restrooms, playgrounds and other amenities • Create a Biodiversity Advisory Committee ilh1 "r s y- 'yYf, ,.,:, 4 3`A j x. ` ,}:y'fj' `° r .:' Q','�.7'..: t F: ..,, zt:N 4> •,:-. r < rf F r ." :. ' ,` ' *tit-,,,..-_,..,„ :'4 :, 'r ;,� 4- `- DIRECT STEWARDSHIP % ,'• �� �' tf. ,1 � te!.. �., ' . , � ACTIONS SELECTED 4` "" "' Create wildflower meadows 69% - , „" s for bees and other pollinators r s .� t f' in parks, streets, the cemetery, t�ti� / and golf courses. l 111 7 �, °i ' n ,i , Incorporate more native, 64% � 111— r waterwise plants in .r ;y landscaping. ,.. ,...._,1111100. . ..,..i..i.,...-- _..... if Plant more trees in parks and 63% �.! �' �, natural areas - .�r�► .. '' =" :_ Maintain natural-surface trails 57% ; ,ill and improve or expand public * access points . ° t' ' Add or renovate aged 50% 'c` °� restrooms, playgrounds and Figure 8: Student intercept surveys captured input from 635 members of the other amenities community. ° Increase enforcement of 50% activities that degrade Respondents were asked to select all more native and waterwise plants, and natural resources including that apply to the question "Thinking planting more trees. inappropriate recreation use, long-term over the next 10-20 years, predation from cats, exposure actions doyou think Taking care of existing amenities and what stewardship to pesticides or other toxins, would be most im actful to thepublic infrastructure was the next theme that p light and noise pollution. lands that include city parks, urban emerged. Maintaining trails, renovating forests, natural areas and trails?" A list playgrounds and restrooms, preventing Add and service more bins. 47% of options followed that was divided degrading activity and adding more Increase the frequency of litter 37% into three categories: direct actions, waste bins were the next most selected clean-up funding, and daily practices. actions. Install better signage in parks, 29% trails and natural areas for Direct actions that support greater biodiversity and a healthy environment wayfinding and interpretation were the most selected. These actions Other ideas for direct action. 11% included creating wildflower meadows and pollinator gardens, incorporating Source: 2020 Community Survey (on-line / 3735 total respondents) 17 ii‘tCHI Additional ideas/themes from respondents for the stewardship of public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) "I WOULD VOLUNTEER I "WORK WITH " MORE RECYCLING TO CLEAN UP PARKS, BATHROOMS, SCHOOL DISTRICTS OPTIONS." PAINT HELP WITH TRASH AND ON BIODIVERSITY WASTE DISPOSAL I EDUCATION AND WOULD ALSO DONATE MONEY TO GROUPS CURRICULUM THAT CONTRIBUTE TO INCLUDING HANDS STEWARDSHIP OF THE PARKS." ON PROJECTS TO "ENLIST PUBLIC GIVE OUR YOUNGEST HELP BY HOLDING CITIZENRY A SENSE TRAIL DAYS AND "ENCOURAGE OF OWNERSHIP." EVENTS TO HELP NON- MOTORIZED MAINTAIN PUBLIC VISITATION. SUPPLY AND TIMELY SERVICE "TO CLEAN UP AMENITIES." WASTE RECEPTACLES. OUR AIR WE LANDSCAPE WITH SHOULD INVEST IN BROAD ECOLOGICAL ADVERTISING AND GOALS, E.G. NOT JUST INCENTIVES TO GET "HOST EDUCATIONAL TREES BUT FLOWER PEOPLE TO BIKE TO EVENTS TO BUILD AND OPEN AREAS THAT SUPPORT BIRDS WORK OR USE PUBLIC LAND ETHICS." AND BEES." TRANSPORTATION." Funding choices also supported the environment with respondents choosing FUNDING CHOICES % DAILY PRACTICES options to increase habitat blocks and STEWARDSHIP SELECTED CHOICES STEWARDSHIP SELECTED corridors and support riparian health. 54% of Acquire additional natural 65% Support active modes of 71% respondents chose to fund trail maintenance, areas to increase size of transportation to reduce supporting the choice action of maintaining existing habitat blocks or carbon footprint (e.g., trails. Half of respondents also support connect wildlife corridors walking, biking) improving donation processes for public Acquire lands adjacent to 55% Expand collaborations 67% lands. water course to support with non-profits, schools, riparian health and reduce community centers, The top selected daily practice for was to supportflooding risks and others to enhance stewardship active modes of transportation. This was the most selected Invest in increased 54% education and stewardship answer among all stewardship options, with maintenance for trails and opportunities. 71% support. This confirms support for the trail corridors Host educational events to 44% trail system as well as methods for reducing Invest in increased 53% build land ethics. carbon footprints. maintenance for priority parks and natural areas Work with City departments 42% Expanding collaborations with schools Improve the City's donation 50% to improve capacity and and organizations to provide stewardship process and actively solicit resources to respond to opportunities, as well as hostingeducation oil spills, wildfire and other pp private donations to support events to build land ethics were the next stewardship. environmental emergencies. top-selected daily practices at 67% and Support "Friends of the 40% 44%. This indicates a desire for programming Add more staff to care for 33% Parks" groups. as well as volunteer opportunities and trees Create a Biodiversity 40% community-led efforts. Hire a Stewardship 29% Advisory Committee Coordinator. composed of public members, technical experts, Other Ideas for Funding. 7% and staff to guide biodiversity conservation efforts. Source: 2020 Community Survey (on-line / Develop ranger/ambassador 37% programs 3735 total respondents) Other Ideas to Encourage 4% Daily Practices Source: 2020 Community Survey (on-line / 19 3735 total respondents) .iiiiii LIVABI IONS „/ / / 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - What do • Grow our urban forests 46% you think would most benefit the • Improve the sidewalk and trail livability of Salt network in order to travel by Lake City and bike and foot to public lands and encourage you to everyday destinations like work 1.4% get outside more and school often? (Pick yourtop2) • Invest in neighborhood public lands and amenities that 420/ encourage everyday use 20 -' -. . 7.4,A04414kiN\ .4.'''''),Ci '1' '' 0,4 M d LIVABILITY CHOICES - '� SELECTED -- � Grow our urban forests to 46% -_ -- help provide shade, clean water and air for our city t. ,;`je ,. _ �' and neighborhoods. r�` , s � • / Improve the sidewalk and 44% ;� � ,. '; 4; Lip trail network in order to `, � \' ,/ travel by bike and foot to ,I.'''' �' ' a public lands and everyday .�=1, ' , destinations like work and u ';",. • , . 1 ,, school. ,tte ,�, Invest in neighborhood 42% f f ;,tl, s public lands and amenities * I vo that encourage everyday� a �4.' � � a! 0,4*44*4! !q4 7,441 use. a . - y Focus on improving 19% Figure 9: Student intercept survey taken at the Bonneville Shoreline Trail. environmental health and biodiversity (the richness of Respondents were asked to select their Growing the urban forest to provide shade, different kinds of plants and top two choices for the question, "Which of clean water and air was the top selection animals in our public lands). the following system-wide approaches do at 46%. This was followed by improving Invest in regional public 18% you think would most benefit the livability the sidewalk and trail network, selected lands and amenities that (or quality of life) of Salt Lake City and by 44% of respondents, and investing in create unique destinations. encourage you to get outside more often?" neighborhood public lands and amenities, at Find outside-the-box 16% 42%. opportunities to use our The top selections for livability mirrored o pp themes from the top selections for Livability choices for improving biodiversity, city's parks, golf courses, stewardship. These choices also supported investing in regional destinations and finding school yards, natural environmental health, trails and active unique urban spaces to utilize for nature areas and streetscapes to transportation, and investing in places close and recreation were only selected by under increase public access to to home. Twice as many people felt investing 20% of respondents. This result conflicts nature, trails,sports fields, in neighborhood parks that encourage with the previous survey results as these and public gathering places. everyday use was important for livability options would support the other top choices. Other ideas to benefit 4% than the regional public lands that are This may point to a disconnect between livability. destinations. perceptions of how livability is achieved. Source: 2020 Community Survey (on-line / 21 3735 total respondents) IVABILI EAS / / / A Additional ideas/themes from respondents for the livability of public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) r I "PEOPLE ARE DESPERATE "ADD NEIGHBORHOOD " MORE BIKE TO RECONNECT WITH OPPORTUNITIES PATHS." NATURE, SO A FOCUS TO SPEND TIME IN ON ENCOURAGING WATER. SALT LAKE WILDLIFE (ESPECIALLY CITY IS GETTING NATIVES) SHOULD BE HOTTER SUMMERS EXTREMELY IMPORTANT AND ONE OF THE _ KEY MISSING PUBLIC TO SLC." LAND OPPORTUNITIES "WORK WITH FOR RESIDENTS IS SCHOOLS AND ACCESS TO WATER YOUNG PEOPLE TO "MORE TRAILS FOR RECREATIONAL COME UP WITH IDEAS CLOSER TO HOME OPPORTUNITIES." ABOUT LIVABILITY SO I AND MY i AND CLIMATE NEIGHBORS DON'T - CHANGE." HAVE TO DRIVE "SUBSTANTIALLY TO OTHER PLACES IMPROVE TREE COVER 4 (MILLCREEK, DRAPER, IN NEIGHBORHOODS, "EXPANDHERRIMAN, ETC.) PARKS AND NATURAL FOR TRAIL RUNNING AREAS BY 50% TO COMMUNITY AND RIDING COMPENSATE FOR GARDENS." OPPORTUNITIES." HUMAN IMPACTS." L, .EQui.H E m Respondents were asked to provide a written answer to the question, "When i IN)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 _a� included: - j •fi Providing education, activities and ., - . • -t _ � � Y. a t � � L. 1 G Y .fix': „Aso .. programs _ �._ __ ..__ — • Empowering the community - • Equitable investment in existing and new Public Lands amenities 11111 The intercept interviews and focus groups took a deeper dive into equity related to - irilli"IIIIPPIP. -- _ public lands. The University of Utah students III-- highlighted the following takeaways from 0 these conversations: 4_0 it_► + , ( , • Invest In Neighborhood Parks � ( I i .. .11 lioN,,, • Cultivate Cultural Representation fano e' • Assess West Side vs. East Side Quality "` • Connect Green Spaces And Support I i ' Active Transportation Figure 10: Murals in Salt Lake City. • Promote The Ranger Program 23 U I'1 / r/ 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 "REACH OUT AND "RETHINK AND public lands 10-20 years LISTEN. SPECIFIC RESTRUCTURE OUR from now, what changes PLACE- BASED NATURAL AREAS can we make to our public RESPONSES FOR ACTS TO INCLUDE THE lands system to help serve OF RESTORATION, CONTRIBUTIONS, and include all people moreLAND equably? MAINTENANCE, AND ACKNOWLEDGMENTS, (Write in response) DEVELOPMENT.,, AND BETTER SYSTEMS OF CARE OF THE 4 LAND BY INDIGENOUS PEOPLE." "PROVIDE ACCESS TO TRAILS VIA WALKING, BIKING AND PUBLIC TRANSPORTATION. "RECRUIT STEWARDS, INCREASE PUBLIC RANGERS/ TRANSPORTATION SERVICES WHILE AMBASSADORS, "SIDEWALKS 7 DECREASING THE AMOUNT AND VOLUNTEERS OF PARKING LOTS AND THAT ARE TRULY SPACES THAT COULD FROM MINORITY ACCESSIBLE FOR ALL INSTEAD BE USED AS COMMUNITIES NEAR GREEN SPACES/URBAN PEOPLE." GARDENS." THE PUBLIC LANDS." 1 24 :,-.v UIT Additional ideas/themes from respondents to increase equity related to public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) "INCREASED ACCESSIBILITY 1 "A FULLY INTEGRATED " MOVE BEYOND FOR ALL MEMBERS OF TRAIL SYSTEM ADA BASELINE SOCIETY, ALONG WITH THROUGH THE CITY NATIVE FAUNA THAT REQUIREMENTS CALLS THE SPACE HOME. SO THAT FOLKS & REALLY FOCUS SO MORE BIKE PATHS, CAN ACCESS TRAILS ON ACCESSIBILITY RAMPS FOR WHEELCHAIRS, i REGARDLESS OF INCLUSIVE NON-GENDERED LIKE LIBERTY BATHROOMS. FOR THE WHERE THEY ARE." WILD LIFE, CREATING PARK ROTARY MORE POCKETS OF SPACE i PLAYGROUND." 1 NOT MEANT FOR HUMAN "ADD MORE PARKS AND TREES — — TRAFFIC OR USAGE, AND TO AREAS WEST OF 1-15 AND PLANTING MORE NATIVE CONNECT THOSE TO THE PLANTS ESSENTIAL TO THEIR PARKS IN THE EASTERN SIDE 1 NATURAL HABITATS." OF SLC THROUGH FOOTPATHS "ADJUST PLANS TO THE AND BIKE PATHS. HIRE MORE DIVERSE NEEDS OF BIPOC TO WORK FOR THE THE NEIGHBORHOODS. — PUBLIC LANDS SYSTEM AT THE PEOPLE NEAR THE ALL LEVELS. PARTNER WITH FOOTHILLS MIGHT DESIRE A SCHOOLS AND COMMUNITIES DIFFERENT APPROACH THAN "HAVE SIGNS OF COLOR TO ENCOURAGE PEOPLE LIVING IN TiHE WEST DISPLAYED IN 2-3 USE OF PARKS AND TRAILS SIDE OF THE CITY. THINK IN OUR PUBLIC LANDS. ALL AREAS WOULD LIKE LANGUAGES." REDUCE THE AMOUNT OF GREAT PARKS, NATURAL LAND DEDICATED TO GOLF OPEN SPACE AND BETTER COURSES." CONNECTIVITY." % A -iGOFU7 "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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - Which words 10 YEAR GOALS - WORD ASSOCIATION sums up what you think should be PROTECT 76% big 10-year goals of Salt Lake City GROW 57% Public Lands? (Select all that apply) FUND 45% CONNECT 43% EQUITY 31% WELCOME 31% PRIORITIZE 30% RESILIENT 17% EMPOWER 16% OTHER 5% 26 c•iv J %C. IT'. ) ' . . --,.... ,,:.),:7 77., \ dir i ).*. f- ,AFA ' 'tt , • .. 4F' -',.• ----"" "...''''"'''""7..,... o`' r• * s . ',+ • ;, W r r -'", , -, Nt•,t '4,- ., t.d•f,,•to .„. f ' ....6 4 4 „+ l.. +' tea, t o, ,... ;;thy r . i • .,.., • .,,, I, t , 4, I ' , blIA`I / 'ft, r . .... . , . . i ' ,re.4i. ��,�_ - : REIMAGINE NATURE = - ..•r.im - SLC PUBLIC LANDS MASTER PLAN • - i Q►o-1 eill- 4, Preterue, I. - r 15G ,o-im , 1 , i .:., . , . ? Ia� C r 6 un f) ...„.. , _ I ...L .,. , ,....._ . . ,, , . 7._.:,... _....._........7..z..„...____-- f. . . , . 1 , -— 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?" 27 BIG 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - Please EMERALD RIBBON 58% select any of the potential TRAILS - MOUNTAINS TO THE LAKE 54% big ideas listed REIMAGINE MINI/NEIGHBORHOOD PARKS 49% below that excite you or share REIMAGINE URBAN GREENSPACES 43% your own idea. (Select all that apply) EQUITY MAPPING TOOL 41% TRANSFORM PIONEER PARK 23% RANGER AMBASSADOR PROGRAM 23% OTHER 6% 28 An initial list of projects were suggested in this question to encourage big thinking. BIG IDEAS BIG IDEAS Many of the projects like the Emerald SELECTED SELECTED Ribbon Jordan River Parkway and Pioneer Build Salt Lake's Emerald 58% Reimagine Salt Lake City's 49% Park changes, were older ideas already Ribbon: Turn the Jordan River mini and neighborhood underway but require a great deal more Parkway into the City's most parks: Small parks evolve to investment and partnerships to see them active recreation destination reflect neighborhood identity, completed. Others on the list were ideas space, by investing in provide quality amenities that have been shared in the past or city tree canopy, grounds and experiences that reflect staff have identified as a gap in current maintenance, a recreational unique community desires, approaches, such as an equity mapping tool paddle trail, and park and provide better options and neighborhood park design. However, development, renewal and for recreation, respite and encouraging participants to suggest their expansion from the former community gathering in own ideas was emphasized. This question Seven Peaks Waterpark at neighborhood parks. received 216 write-in responses and the southern boundary to the Reimagine how our citywide 43% additional open ended questions solicited Regional Athletic Complex on Urban Green Spaces can responses important to this question. the north end. accommodate more public The projects that received the highest level Trails from the Mountains to 54% access, provide diverse of support were those that covered the the Lake: Extend the City's recreation opportunities, largest geographic area: the Emerald Ribbon growing multi-use and natural grow food, provide nature. along the Jordan River Parkway, Trails from surface trail network to Create a citywide Equity 41% the Mountains to the Lake and Reimagining connect regional recreation Mapping Tool that identifies Neighborhood Parks. Pioneer Park and a destinations, extending west areas of the city that do not Ranger Ambassador Program may have to the Great Salt Lake Marina have as much access to received the least amount of support and east to the Wasatch urban forests, natural areas because of their limited area of impact. Crest Trail with the 9Line/ and city parks. Use this tool Transvalley Corridor as the to help prioritize areas for backbone. investment in public lands. Transform Pioneer Park into 23% 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. -.v #AQDITIONA Al , bEA . A Additional ideas/themes from respondents for big ideas included... Source: 2020 Community Survey (on-line / 3735 total respondents) BIG IDEAS "CREATE A DIVERSE "WE NEED A PARK AT SELECTED ARRAY OF MODELS THE FLEET BLOCK. WE DO Implement a citywide 23% FOR OPPORTUNITIES NOT HAVE ENOUGH PARKS Ranger-Ambassador program FOR RESIDENTS AND DOWNTOWN AND THIS in the City's parks, natural VISITORS TO ENGAGE NEIGHBORHOOD IS RAPIDLY areas and open spaces that IN AGRICULTURAL DENSIFYING." focuses equally on resource PRACTICES, FROM protection and enriching the THE ESTABLISHED I experience for public land TRADITIONAL "ONE visitors. PLOT PER PERSON/ HOUSEHOLD "FOCUS ON"CREATING Other ideas for 6% COMMUNITY GARDEN" SPACES" IN OUR CITY transformational projects PARKS. DEVELOP TO MORE COMMUNITY COOPERATIVE MODELS." COMMUNITY GATHERING SPACES SUCH AS CAFES, 4 "CREATE — WINE BARS, PLACES TO BIODIVERSITY HOST EVENTS. EXAMPLE HOTSPOTS IN OUR "I'D LOVE TO SEE IS THE SIZZLER PAD PARKS. IMPROVE PUBLIC GREEN SPACE IN SUGARHOUSE PARK. MORE INTEGRATED WITH THIS COULD BE TURNED NATIVE PLANTING. SHOPPING, RESTAURANTS, INTO A PARK CAFE 4 DO MORE NATURE AND HOUSING. IT WOULD WITH LARGE OUTDOOR PROGRAMMING WITH BE REALLY COOL TO HAVE GRASSY EATING SPACE." SIGNAGE." RESTAURANTS OVERLOOKING THE PARKS." i _ 30 ADDITIONA BIG Additional ideas/themes from respondents for big ideas included... Source: 2020 Community Survey (on-line / 3735 total respondents) "INCLUDE IN SMALL 1 "MORE NATURAL "ADD NEW AREAS FOR COMMUNITY NATURAL WILDLIFE AREAS 1 GROWING SPORTS SUCH SPACES SUPPORT WITHOUT PAVED AS DISC GOLF. THESE 1 AND RESOURCES TRAILS. A NY CENTRAL HAVE GROWN AS A FOR CERTAIN PARK SIZE PARK ON 4 SIDE EFFECT OF COVID CITIZEN SCIENCE, THE WEST SIDE OF THE AND ARE SEEING A LOT CONSERVATION, OR VALLEY." MORE USE." OTHER PROJECTS, LIKE A MONARCH PATCH, WILDLIFE MONITORING, ' OR COMMUNITY FOOD "OUTDOOR 1 "BUILD A CLIMBING BANK GARDEN. MAKE IT CLASSROOM AND PARK PARK." ACCESSIBLE TO ALL." ACCESS FOR EVERY SLC SD SCHOOL. ALL STUDENTS SHOULD — BE ABLE TO ACCESS NATURE AS PART OF "UNCOVER AND INCREASE THE"LTHEIR SCHOOL DAY. RESTORE THE BURIED URBAN FISHERY SLC SHOULD HIRE A AND IMPAIRED OPTIONS IN SALT PERSON TO LEAD THIS CREEKS IN THE SALT LAKE CITY." CHARGE AND WORK 4 LAKE VALLEY." DIRECTLY WITH SLCSD."i ' 31 v IN cNf E RV I Intercept Survey respondents were community trail maintenance. Youth groups Common words used included safety, interviewed at 44 different locations and were mentioned as organizations that would sustainable, verde, variety, trees, accessible, were asked eight free response questions, especially benefit from service-oriented conservation, equity, community, clean, fun, seven multiple choice questions, and seven activities. Some respondents were also protect, renovate, events, open, connected, demographic questions. Common themes willing to donate money to fund Public Lands inclusive, growth, education, emerged from the free response questions or get involved by participating in public which are summed up below. meetings related to Public Land's issues. Question: "What would make this place (park, trail, natural areas, golf course) Question: "Thinking long-term over the next Question: "Do you avoid, not enjoy, or feel better?" 10-20 years, what stewardship actions do uncomfortable in any city parks?" you think would be most impactful to public Themes in the responses included adding lands that include city parks, urban forests, Themes in the responses indicated that amenities such as lights, water fountains, natural areas and trails?" people often do not feel safe in some parks restrooms, trails in the parks, trees, art, due to homeless encampments, drug use, flowers, dog-friendly facilities, trash cans, Themes in the responses included and a lack of lighting. signage in multiple languages, access to renovating restrooms, trail maintenance, water and food trucks. supporting active transportation, planting Question: "When you imagine our public trees, adding waste bins, planting native, lands 10-20 years from now, what changes Question: "What else should be considered water wise and pollinator gardens, providing can we make to our public lands system in developing the Public Lands Master Plan volunteer opportunities, providing cultural to help serve and include all people more for natural areas, urban forests and parks?" and educational events, promotingsafetyequably?" Common responses included a mixture through a ranger ambassador program, Responses included themes such as having of responses from previous questions acquiring additional natural lands, and better ADA access, improving the quality including recommending new amenities, supporting friends of the parks groups. of park on the west side, services for the one-word statements such as "equity" Question: "Are there ways you can imagine homeless population, and improved access and "cleanliness" and recommending yourself contributing to the stewardship of to parks such as free public transportation. new activities, events and volunteer public lands?" Question: "Which 3 words sum up what you opportunities. The most common responses included think should be big 10-year goals of Salt providing volunteer opportunities such as Lake City Public Lands?" 3 ash clean-up days, tree planting days, and Responses to multiple choice questions Are Salt Lake City parks, trails, natural areas, Question: Which of the following system- in the Intercept Interview reflected that or golf courses important to you? (Choose 1). wide approaches do you think would most public lands are extremely important to benefit the livability (or quality of life) of Salt the community. Almost half of respondents PUBLIC LANDS % Lake City and encourage you to get out did not perceive that there were barriers IMPORTANCE CHOICES SELECTED more often? (Select all that apply). preventing them from accessing public Extremely Important 85% lands. One interesting observation is that 64% of respondents traveled to the park or LIVABILITY CHOICES trailhead location by car, however over half Somewhat Important 12% SELECTED of the respondents thought that improving Invest in neighborhood 63% the sidewalk and trail network for travel by public lands and amenities bike and foot would improve the livability of Indifferent 2% that encourage everyday Salt Lake City. Responses to multiple choice use. questions from the Intercept Interview Improve the sidewalk and 54% Survey are displayed in the following tables. Unimportant .03% trail network for travel by bike and foot Focus on improving 42% environmental health and Question: How did you get here today? What prevents you or your household biodiversity (the richness of (Choose 1). from spending more time in these outdoor different kinds of plants and places? (Select all that apply). animals in our public lands). TRANSPORTATION Invest in regional public 35% TO PUBLIC LANDS % BARRIERS TO PUBLIC % lands and amenities that SELECTED LANDS CHOICES SELECTED CHOICES create unique destinations. Car/Carpool 64% N/A 45% p Source: 2020 Intercept Survey (in person / 635 total respondents) Walk 22% Places are too crowded 25% Bike/Skateboard/Scooter 9% Safety or security concerns 22% Other 2% Not accessible to those 5% with disabilities, health or mobility challenges. 33 „.- A Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) A series of focus groups were "INCREASE ACCESSIBILITY ON UTILIZING GOLF held to gain insight into THROUGH MAPS, WAY COURSES: "MAYBE DO stakeholder's shared goals FINDING, ETC. CREATE A PLANTING OF SOME that could inform the Master BUSINESS PARTNERSHIPS NATIVE SPECIES, YOU ALONG THE JORDAN KNOW, THE LITTLE COPSES Plan. Over 39 community RIVER TRAIL TO SUPPORT OF OAKS AND MAPLES organizations and 12 City ACTIVITIES AND EVENTS AND BOX ELDERS THAT departments participated in NEAR IT. HIGHLIGHT NEARBY EXIST IN THAT GOLF the focus group sessions. NEIGHBORHOODS AND COURSE ARE REALLY WORK ON PEACEMAKING.” NEEDED AND ACTUALLY Groups were asked to - SUGAR SPACE HARBOR QUITE A BIT OF identify synergies and areas — WILDLIFE." of coordination needed to - TRAILS UTAH implement the emerging big "SAVE OUR CANYONS IS ideas and actions of the Master DEFINITELY CONCERNED Plan. Stakeholders were also ABOUT THE IMPACTS AND 4 asked to identify ways to OVER-CAPACITY OF USE IN increase equity in ourparks, THE WASATCH MONTAINS "ADD MORE 1 q y AND CANYONS. WE'RE CONNECTIONS THROUGH urban forests, and natural SUPPORTIVE AND areas and trails. DEFINITELY INTERESTED I NEIGHBORHOODS AND IN BEING INVOLVED WITH BUSINESS DISTRICTS" THE MOUNTAINS TO LAKE CONCEPT." - SLC ECONOMIC - SAVE OUR CANYONS DEVELOPMENT — 34 ErA- 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 i "VOLUNTEERISM "PARKS DESIGNED RESPONSIBILITY I CAN BE A GREAT FOR PEOPLE IN TAKING CARE OPPORTUNITY TO WITH DIFFERENT OF WATER THAT HELP PEOPLE WITH ABILITIES ARE REACHES THE LAKE DISABILITIES GET OUT NOT NECESSARILY AND CONNECTING OF THE HOUSE." LESS FUN FOR PEOPLE TO THE LAKE. 1 -UTAH THOSE WITHOUT WATER FLOWING DOWNSYNDROME DISABILITIES. TRAILS UNDERNEATH OUR FOUNDATION MAY BE SET UP FEET DOESN'T GO FOR AN UPRIGHT AWAY. TELLING BIKE, BUT ARE THEY STORIES AND "TREES ARE A HUGE USABLE FOR PEOPLE WHO USE TRIKES CONNECTING ISSUE. THE WEST OR OTHER TYPES OF CULTURE IS SIDE LOST A LOT OF BIKES? ACCESSIBLE POWERFUL TO SHOW LARGE, OLD TREES ROUTES TO PARKS THE DIVERSITY OF DURING THE WIND ARE NEEDED." HUMANS AND THE STORM. INCREASING _ WASATCH ENVIRONMENT." TREES IN ROSE PARK ADAPTIVE SPORTS WESTMINSTER AND GLENDALE ." COLLEGE -WESTVIEW MEDIA B A Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) r "I THINK REALLY "REGARDING THE GLENVILLE "I WOULD LOVE TO SEE THINKING ABOUT AKA GROVE AREA, FOR ME MORE EMPHASIS ON URBAN OPPORTUNITIES IT'S IMPORTANT TO BE ABLE AGRICULTURE. COMMUNITY TO PROVIDE OPPORTUNITIES GARDENS ARE A GREAT WAY TO HIRE LOCAL FOR OUR YOUTH HERE. TO 4 TO TAKE ADVANTAGE OF COMMUNITY FEEL SAFE TO GO TO THESE SMALLER PROPERTIES." RESIDENTS TO DO PARKS AND TO SEE THESEI - WASATCH COMMUNITY THIS PLANNING, TO PARKS. WHAT A GREAT DO PROGRAMMING PLACE TO HANG OUT AND GARDENS WHAT A GREAT PLACE FOR AND REALLY INVEST US AS ADULTS TO PROVIDE IN THE PEOPLE WHO MENTORSHIP." CAN MAKE THIS, - !CHAMPS "ACCESS IS AWESOME AND THOSE WHO CAN WE WANT PEOPLE TO GET - COME AND BRING AI OUT INTO THESE SPACES, 4 VOICE TO THAT" - BUT HAVING HUMANS IN I "MAKE SPACES SAFE THESE AREAS CAN IMPACT 4 - MESTIZO INSTITUTE FOR ALL RESIDENTS, WHAT THE HABITAT LOOKS INCLUDING THOSE WHO LIKE, SO JUST BALANCING ARE UNHOUSED." THOSE NEEDS AND BEING ABLE TO PROTECT LAND - SLC HOUSING IN CERTAIN WAYS FOR & NEIGHBORHOOD WILDLIFE IS SOMETHING DEVELOPMENT TO THINK ABOUT." - TRACY AVIARY 36 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 . s,.r. ,,�,���,#� ��A. Engagement window #2 is ..o ,.�.� � a NEIMAGINE ,� f focused on verifying these HOW DO t r y WE BENEFIT - ® woo wnsre refined ideas with the public. FROMREMAGINED URBAN �..M co =Building - • on the success of the FOREST' . : _ __ �i inclusive tactics in window 1 , 1111 "..` `�',• �� , , = tactics will include collaboration „Ksr_6z_ with University of Utah and !_em4 community groups. ®y E OMMUIsPU SON PLY /ELEMENT Plan Creation VISION PLAN Community Input Refines VALUE LENS and Verifies Plan STEWARDSHIP I LIVABILITY Elements EQUITY GOALS STRATEGIES CONNECT WELCOME PROTECT GROW SUSTAIN 10 BIG IDEAS Supporting Policies, Practices and Priority Actions 38 ...v BI - IDEAS REFINE C) MMUNI-TPCIT (AS oF; 2/29/2021) 1. JUST FIVE MINUTES FROM HEE_ _ 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 39 mIr- EEPS.• • 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 . 40 APPENDICES A. SLC Public Lands Current State Snapshot ,/ B. 2020 Reimagine Nature Community - , . Survey Instrument _ iil C. Advertisement Methods <<, • D. University of Utah Student Report Appendices available upon request by emailing Nancy Monteith: ,� MIAOW,NAruae nancy.monteith@slcgov.com CAN i▪ . - YOU , - ,4 , —A_ ._, :;.h _ REIMAGINE ,4 ,; ` NATURAL • ', LY.• `' LANDS? i . AEIMABINE NATURE t-*.4 l!•NOS NASTSR PLAN '•••• pu.uc ram, i L7. �J Ai REIMAGAII NATURE SLC PUBLIC LANDS MASTER PLAN . r .• ,... .. !. t .e •'.':" • It ''. ,--__AIIII q , - N. e -r -`11: -''� 011. 11 :; ,lam' _�• - 't ' _s . .V 4, f r .*:i.P"•I -4C-, ... _ t _' `` r sirS -+ y ' = ''�R . �,' awe �1�a_ , � j ` lr lair" " i • ; ,• y _ et _ H It • famdirt b., ,... :.,le k — i - . 4, . .�r - f•• a 0 11411_.— - -- — _ Eral./1 MAY 2021 I� ` Public Lands ENGAGEMENT WINDOW #2 n I T� Parks Trails&Natural Lands Urban Forestry S U M M A RY R E PORT ACKNOWLEDGMENTS PUBLIC LANDS TEAM UNIVERSITY OF UTAH COLLEGE Luis Garcia Plancarte • Kristin Riker, Public Services Deputy OF CITY AND METROPOLITAN Director, Public Lands PLANNING Megan Spencer Dr. Ivis Garcia, Assistant Professor Jaime Cross • Nancy Monteith, Project Manager Elizabeth Arnold, Westside Studio Teaching Austin Kreiter • Lee Bollwinkel, Parks Division Director Assistant Chay Mosqueda • Lewis Kogan, Trails and Natural Lands Brandon Siracuse Division Director Zach Gardner Chimalli Hernandez • Tony Gliot, Urban Forestry Division Virgil Lund Director Sadika Maheruma Khan Liam Marshall • Matt Kammeyer, Golf Division Director Izzy Fuller Andrew McDonald • Luke Allen Amy Newman • Amy Nielson Justice Tuffour • Katie Riser Dakota Connole • Leah Smith Yi Wei • Kyle Strayer, Civic Engagement Team Taylor Maguire Erik Fronberg Anisa Ali Morgan Julian Jasmine Garcia Claudia Loayza DESIGNWORKSHOP --v ill 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 INTRODUCTION k '•'r. ,�,w Salt Lake City ,. ; is developing a ,r,� ' new Public Lands ...... �•, -. • ' ,r#P ' if' , ' Master Plan . As an . ; . ;_,: ,c ', important first step, s; ;5a`j,4 "k;l • it:::i ' fit .F the City called on all r�,. , �:`'4 n a community members .. ,,,..,,...., ' �;4, ' to help reimagine ' T '� �' '` , — ..-e�err the future of our . ;�fsw �' p Public Lands: the . _ ti y. nature in our city " - ," :,1� t that enhances the quality of our lives. `., = ,I" ,, . _ . is: ; e•, A� d+ �rJ/at The Public Lands Master Plan will Engagement window one was PROJ ECT TIMELINE establish an inspirational framework conducted from August through to guide how we grow and prioritize December of 2020. Results from this investments for the next 10-20 years first round of engagement identified within the three public lands divisions concepts and ideas that most resonated WINTER 2020/2021 PHASE I: (Parks, Trails & Natural Lands, and with the community to support Public DISCOVER: Urban Forestry). In acknowledgment Lands' values of promoting equity, FOUNDATION OF UNDERSTANDING of the findings from the 2019 Salt Lake livability and sustainability. Engagement SLC PUBLIC LANDS City Parks and Public Lands Needs window one also gathered community Assessment that included a statistically ideas for Master Plan goals and projects valid community survey, this effort will and measured community support for August 26,2020 address current challenges to improve initial transformative projects identified Six-Week Community Engagement our public lands system. from previous community feedback and Window#1 Opens research gathered in the 2019 Public The engagement metrics for the year Lands Needs Assessment. The Master long process are to connect with Plan framework, including refined 10,000 people that are representative goals and transformative projects, was WINTER-SPRING 2021 PHASE II: of the city's demographic makeup. REIMAGINE: VISIONING developed from feedback received in TRANSFORMATION Given the goals of this master plan, it engagement window one. has been given the name, "Reimagine REPORT FOCUS Nature." Reimagine Nature will use comprehensive, evidence-based This engagement period, engagement March 17- May 7 2021: analysis, coupled with community window two, was held from March Community Engagemen, engagement, to prioritize and identify through May of 2021. Engagement Window#2 transformative projects for Salt Lake window two gathered feedback on the City's public lands. Master Plan framework to verify that the plan was developing in the right Community engagement for this direction and had community support. SUMMER-FALL 2021 PHASE III: process consists of three engagement Engagement Window two served as a TRANSFORM: DRAFT AND FINAL windows: check point to identify any important MASTER PLAN 1-Discover: Foundation of information that may be missing from Understanding the Master Plan. This report summarizes the second engagement window and 2-Reimagine: Visioning Transformational Quarter 3 2021 how results will inform the master plan Final Community Engagement Projects and Priority Actions and engagement window three. Window#3 3-Transform: Draft and Final Master Plan. 5 HOW WE LISTENED The planning team used a multi- pronged approach to engagement that included: • On-line survey widely r- ! ro T Is i advertised; - _ r . - _, • Student-led micro-engagement rixf _ ` . 4i ' ,',I ', % Y: , ; ,1 events; ` ', �L • Facebook Live events in i { 'e` English and Spanish ' _ • Organizational partnerships a to reach underrepresented �- ( , groups; and __S__ . _ . ._ • Digital outreach, including Figure 2: University of Utah Urban Planning Students conducting intercept 230 social media posts, a interviews to increase online survey participation. paid Facebook ad targeting West Side residents, and 3 newsletters. AGEME ETHODOLOG AND OUTREACH • -pRoAcH � ENGAGEMENT METHODS Much of the survey included multiple choice In order to create a unifying vision for questions for respondent efficiency and also Public Lands over the next 10-20 years, included two open ended question prompts the planning team used a multi-pronged for collection of perceptions and ideas. 3,318 CAN YOU approach that included an on-line survey, people responded to the on-line survey, REIMAGINE focus groups, micro-engagement events and and 65% of the questions were answered. URBAN GREEN community partnerships to reach typically Students from the University of Utah City underrepresented groups. and Metropolitan Planning Department SPACE? passed out postcards and invited people o ake the survey at: -' , The second window of community to take the survey at 38 different locations o eimagineNatureSLC.com engagement launched on April 1, 2021 including parks, libraries, open spaces and REIMAGINE NATURE with an on-line, six-week survey and trails. SLC PUBLIC LANDS MASTER PLAN closed on May 10, 2021. The goal of this window was to get feedback on the initial OUTREACH AND EDUCATION Master Plan framework, including the Plan vision statement, goals, and potential Signs with a link to the online survey and transformative projects. Using COVID-19 Reimagine Nature website were posted at protocols, the city's framework for equitable parks, natural lands and trails throughout 1,t!F ,11/r! GR GROIAJ the city. Other print materials advertising the HEREI engagement best practices and multiple SLC PUI3LIC LANDS MASTER PLAN project were distributed city-wide including, types of tactics, over 12,000 Salt Lake 12EIMACINENATURESLC.COM 1,380 postcards, 230 Reimagine posters, 115 City community members participated in providing input during online focus groups, social media posts and 500 door hangars. University of Utah student led intercept Other innovative advertising methods, such interviews and micro-engagement events, as temporary sidewalk art painted onto the and through the online survey. pavement were fun ways to spread the word Figure 3: Yard signs (above) were placed about ongoing Reimagine activities. throughout Salt Lake City Parks, Trails SURVEY FORMAT and Natural Lands to advertise the online The following pages summarize who we survey. The image below shows a stencil used to temporarily paint the Reimagine An on-line survey offered in both English heard from, what areas of Salt Lake City website on sidewalks throughout the city. and Spanish consisted of 15 content responses came from and the demographics questions and six demographic questions. of engagement participants. //// DEN - OUTA, . , . .. k. STUDENT ENGAGEMENT STUDENT MICRO-ENGAGEMENT : , # 4g,� :, - 'i EVENTS N Students from the University of Utah Urban and Metropolitan Planning Department were Multiple micro-engagement events � r� °' ' ' instrumental in promoting awareness of invited the community to come out and Reimagine Nature. Along with Public Land's communicate through fun and thoughtful r - - Staff, students distributed 1,380 postcards, activities. Placemaking workshops visualized 7..-.-__ —••. - i 230 Reimagine posters, 230 Earth Day event the wants of the community through the aid posters, 920 Earth Day Event flyers, and 500 of simple physical models. Wayfinding and door hangers to advertise the project and Paint the pavement workshops gathered survey including reaching out 94 businesses community members to gain input on mural I ___ •• in the process. In addition, the students held painting and wayfinding methods. A tree V 4°' micro-engagement events including four planting and pollinator workshops discussed placemaking events and an Earth Day event. species to be planted, planting locations a SOCIAL MEDIA OUTREACH and possible "friends of popular grove park" Amor 1 establishment. The findings of the workshop Students also made posts on social media helped narrowed down the approaches and ,ftS, to promote the online survey through possibilities for interventions. As well as r social media engagement. Facebook was maximized the opportunities for feedback - __� the primary social media platform used and community engagement. — --.„z a 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. Figure 4: Community members participating in a Paint the Pavement micro-engagement event. 8 I:51-E N - N GAG E M E N /I V I T- PAINT THE PAVEMENT • _ y' - _-s1•1* - . i' :: Community members discussed access and t "LI . , .,r \ 31?" �� � �►'' ' •wayfinding, and directed the creation of a - - - Y .y.; pavement mural. '� _ . t, TREE & POLLINATOR PLANTING ... O" • �' Workshop participants discussed suitable 1_ - , park plants and identified locations for planting and park elements such as a •- - _ � , ,-. 4 Reimagined park with flower beds by the -- - J tennis court, flowering trees for shade near - the playground and a cared for horseshoe A_ .,- activity area. Figure 5: University of Utah students at Figure 6: University of Utah students a Paint the Pavement micro-engagement at a Tree and Pollinator Planting micro- PLACE IT WORKSHOP event. engagement event. PEW - In this virtual engagement event, urban planner James Rojas asked participants to build their favorite childhood memory using t nearby objects and build their vision of park '. using the same objects. AAA iiii L ..••1 % . .- . - . ..* ch EARTH DAY EVENT - . . —� A., ., . . _ k Participants volunteered to clean the parkiffl�� 'LIIIV ` ` -;,,� : t '_` - -_ -i. "'" --' • and pick up litter, provided feedback on the a ibis-'7� =r - - !�, --'�►� . Master Plan, and took the survey. ir ___ -- i_ 4 4 Figure 7: University of Utah students Figure 8: University of Utah students at a participate in a virtual placemaking micro- Earth Day micro-engagement event. engagement event. 9 OUT PUBLIC OUTREACH A .� t Students and Public Lands staff engaged the community at 38 different public space locations. This outreach involved 9741noGeutr3to€ott9nwood ■ parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 1,380 postcards, 500 Lao 0, G� door hangers, 230 posters, 920 Earth Day event flyers, and \ �S!i•e ervolr L, [1 I / 230 Earth Day Event posters. The map shows locations that > jog , O�tsza� _ were visited by students and staff. ' Park } J t / I L - _ J - I � • .ark Golf Course 9 9 rt t r i [ L[LIC 1 9m 0 11 �}�Vy1�,p� I MJ+1n/Ay1�LLFJ11�p � _�' a•ROSE PARE Tomahawk (](}�IMPlb )Gtkic7 (�'�}_ 1., � l WILLOW(LACE t"1 Nature]AI ea C "' IJl 6 Rota Glen Ar wNlrCN `, •' • o7ralfl)% i • ^Lnibert,P�aryk-�/ /-1_ 1� Vtl��lllAtlAl.Ll D(tlEd (-Ar ITQISt I T9AVFNuF5 ARLINGTON HILLS W D.. \ Utah State Q • �� \ FAIRPARK Capitol Building , \\ 4 Hollow Agr�*ural "-y ]. , Ilrrv!vl;Ity of �.�,,�,,,ffjj^;t�, Q. ®I emote Squaw�.."- Utah Hoscatal _ Clark PlsnetanumQ """" `•"" \ - Natural HlstorY® _ _�... i / ® ( - g Moceum of lltaA �f • - O ./ QrIO GRAND! Q rr,-B •� [.trmontPa r.ti ...SaltLakeQ<y p UNIVENSIIY WNIVHI CIRCLE { CENTRAL CITY 1 i. L/ .rl-y+LI :ta ...—... 49 tl 9.., FIST[.FNTpAI Hople2oo, Natur-Par', .x. �' Q J Y W I N 0 5 0 R PLACE BOnneYllleGdl e . FREEWPEOPLAY 2 YAIF PARK I I.Ibeny Park ..........v Q FREEWAY rc., _. p rare WLSI IEUAPLk MILLI. YILLL Figure 9: Salt Lake City Public Lands ; A OU111VN BONNE O LIBERTY WELLS WEST GRAND m.U Staff outreach locations for Engagement c»� R "IEW 1 g ®Glendale Golf Course . Window #2. o ,,.. WINFIELD9 Sugar rY PARR REDWOOD Wit AIINGTON House Park ITION GARDENS 3 Soum A..-.._ Figure 10: University of Utah student outreach locations. Source: University of Utah Student Outreach Summary Report, May 2021. 10 SURVEY RESPONDENTS REACHED S LC RESIDENTS BY ZIP CODE 2021 Online Survey (1,228 respondents did not provide a zip code) ‘ 1pek\‘'IL.ah,71, ' .' 41)k T ' ' �A r• • I • • 84116 84103 _, Pm 84112 I 84111 84102 �, 84101 84104 _ � 84108 •1� 'a•`.4 84105 kik84115=.. IR II I •�, 84119, i-rJ - 84109 ' /' 84106 t ZIP CODE 84112 84119 84101 84109 84115 84111 84104 84116 84102 84106 84108 84103 84105 I - — U MM M. MO # SURVEY RESPONDENTS 12 14 63 88 99 101 104 110 145 161 173 253 30411 // NGAGE NUMB ..,. _ ONLINE PUBLIC SURVEY #2 3,318 �,,: ', . .. ,-- , ... ... .,„ 4 STUDENT-LED PLACEMAKING EVENTS 69 '"1; 1-44 ;t _.; . irl ' 1114-1 1 1‘'; 16 INTERCEPT EVENTS 582 _ 0 `,'�i�iT\�1\ ' I', L , +1 Z 7T 71 -- COMMUNITY COUNCIL PRESENTATIONS 260 VT' :-. _ , / • 1---V 'r 1 11410 2 FACEBOOK OPEN HOUSE EVENTS 848 - IRO - S- SPANISH VIEWS 195 - , ENGLISH VIEWS 653 - SOCIAL MEDIA POSTS 43 FACEBOOK + 39 TWITTER + 29 INSTAGRAM Figure 12: Tree and pollinator planting engagement. + 4 NEXT DOOR = 115 POSTS , . s .. 3 EMAIL NEWSLETTERS to 7,907 people _., f, .„ •' II Illir . qw TOTAL REACHED ENGAGEMENT WINDOW TWO ' 5,077 _ f L/TOTAL REACHED ENGAGEMENT WINDOW ONE ` 7,0824 TOTAL DIRECTLY REACHED ALL REIMAGINE J NATURE ENGAGEMENT 12,159 _ - 4 .i: Figure 11: The table above provides a snapshot of total engagement events and number of participants. Figure 13: Students promoting the Reimagine Nature survey. 12 05A mkt! PA F I N SURVEY PARTICIPANTS BY DIVERSITY OF SURVEY NEIGHBORHOOD PARTICIPANTS The online survey reached 3,318 people During engagement window one, students in total. As only approximately 63% of from the University of Utah played a key role survey respondents answered the question in reaching a diverse survey audience that asking what their zip code is, it is difficult is more representative of the community's to accurately assess which neighborhoods population. They increased diverse survey participants are from. However, the participation by visiting sites throughout Salt overall survey distribution by zip code of Lake City where they shared information survey number two closely mirrors the about the project and invited people to take distribution of survey number one. The map the online survey. Students also participated on page 11 shows which neighborhoods in Public Lands staff-lead focus groups with were reached by zip code. stakeholder organizations who provide services to underrepresented populations. ;..� The East Liberty Park, Capitol Hill and Avenues neighborhoods had the highest During the second engagement window, the i , . iii number of recorded survey respondents, students promoted the online survey rather 1 followed by the East Bench, Sugarhouse than a separate intercept survey, so the ' �e ` _ ; ' •and Central City neighborhoods. Downtown, dataset was not split up in a way to compare N. East Central, West Salt Lake, North West Salt the demographics of student-promoted •a , ,'` 1; Lake, and Liberty Wells were in the middle survey participants. However, in comparing -- , , ' [! range of number of survey respondents, the public online surveys from the first ands. 11- and the Ballpark neighborhood as well as second windows of engagement, .'� • `�® . p gsurvey fi. ;, west and southern portions of the Central number two shows an increase in participant 4 .4 ',:a, 11:-. r . 1A Community planning area had the lowest diversity. The participation among nearly all _ ' . ,- f. ,4,,, ! ri number of survey respondents. minority groups doubled from survey number / s ' , one to survey number two, indicating that k. . �� ._ ii. ' the student-led activities were likely a big - contributing factor to increasing the diversity -41P/ I i / i 1 1 of survey and engagement participation. — / / i / I 1 ,v ORE ATIV DTI Awilitc titii #1111 -11 ft SURVEY DEMOGRAPHICS [PUBLIC SURVEY 1 PUBLIC SURVEY 2 SALT LAKE CITY DEMOGRAPHICS ASIAN dog ° 0 1.170 5.4% AMERICAN INDIAN I ©02 ° 0 1.3% 1.4% BLACK/AFRICAN ©0E a o 1.4% 2.3% AMERICAN HISPANIC / LATINO aoo 0 8.2% 21.6% NATIVE HAWAIIAN / O 0 0.5% 1.5% PACIFIC ISLANDER o WHITE 8 0. 0% IT' 396 73.1% OTHER Lot ° 0 2.4% 3.4% PREFER NOT TO SAY 0 a00% 7.7% 0 Figure 14: The online survey conducted during engagement window two was more FINDINGS 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 Targeted engagement improved the engagement window one. The chart above compares the diversity of survey participants diversity of survey respondents, with for both online surveys. To help boost input from people of color, University of Utah minority participation in survey two students conducted micro-engagement events and outreach throughout Salt Lake City and Public Lands staff led focus groups with stakeholder organizations who provide increasing an average of 232% from that services to underrepresented populations. of survey one. 14 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. :: }.4,1 Ilre ; It also served as a check point with the community ' w �• qt."'.- - and stakeholders to verifythat the Master Plan was # '?r - developing in the right direction, had community ;� /. support, and provided an opportunity to contribute ''': 14 .., ` ' any important ideas that may be missing from the i a Master Plan. ' _ �`I ..D y am• The following pages cover the responses received from the community through the online survey, focusjp l' groups and micro-engagement events that comprised '-1-- ' t$ engagement window number two. `;y5 t ,tt �l - /r , } is , _ , %• - , , I '1/4? /A ~ f -.- ► ' -, • �N... - �. s:a;/ R E I MAG I N E NATURE PLAN Q: Do you think this plan vision statement is VISION STATEMENT: on the right track? Reimagine Nature provides Yes Adjustment ® No 0 transformative ideas that have the Needed 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, No 2% (56) city parks and city golf courses are cared for to be resilient for increasing AdjustmentNeeded 15% (386) environmental challenges, and also innovatively adapted to meet the diverse needs of our growing Yes 82% (2066) population. We aspire to create and sustain quality outdoor spaces that are °°% 20% 40% 60°i° 80°i° 100% inclusive, accessible, and culturally • No relevant; ensuring everyone benefits • Adjustment Needed from fair and appropriate investment. • Yes 16 P L PLAN GOALS Co: Do you think these should be the Feedback from the first survey and plan goals? stakeholder conversations led to the prioritization of these five overarching goals for what the Public Adjustment 0 Lands Master Plan should seek to Yes Needed "o achieve or improve. These goals will be used as an organizing framework for recommended strategies, practices and actions. No 1% (33) Adjustment 1. Connect: Accessible and Needed 11% (280) Connected Green Spaces 2. Welcome: Active, Authentic and Yes 87% (2197) Inclusive Places 0% 20% 40% 60% 80% 100% 3. Protect: A Commitment to Stewardship No Adjustment Needed 4. Grow: Expand our Park System Yes 5. Sustain: Environmental Health and Sustainability 17 F//////% //// ickTIV COMMUNITY PROJECT respondents were still either somewhat SATISFACTION satisfied or extremely satisfied, with 77% indicating some level of satisfaction for The survey asked respondents to rate both projects. This demonstrates that there their satisfaction with each of the ten is overall community support for the ten transformative projects. Each question transformative projects, with between 77% was prefaced with a project description and 92% of respondents indicating some and potential project strategies that could level of satisfaction for the projects and only contribute to the overarching transformative 10% or less of respondents indicating some project. The chart on page x compares level of dissatisfaction. the percent of respondents that indicated they were somewhat or extremely satisfied The following pages show these descriptions with the transformative projects. The and respondent satisfaction levels for each projects that received the most selections project. for respondents being extremely satisfied 110 TRANSFORMATIVE PROJECTS REIMAGINE NATURE were grow our urban forest at 71% and P 1RLIC LANDS MAS-FR PI Al. put environment first at 70%. These were i PUT JUST5 ^ 0 MEET ME AT ENVIRONMENT MINUTES TELL OUR URBAN MOUNTAINS followed by connect mountains to the lake W THE RIVER r'mHERE STORIES FOREST TO THE LAKE at 65%, meet me at the river at 62% and ce downtown comes alive outside at 61%. - COMING DOWNTOWN SOON TOA REIMAGINE These responses indicate strong support for O WELCOME TO COMES ALIVE PARK NEAR NEIGHBORHOOD. •!ILGREEN OUTSIDE YO.i PARKS environmental enhancements of Salt Lake J City's public lands, a desire for increased - ^ �' ^ ^ system connectivity and access to trail- ., y ^ based recreation, and the need to activate downtown with more green spaces. L4- .l f 9 While the projects just five minutes from here and telling our stories only had 38% and 47% of respondents indicting they Figure 15: Postcards with information about the 10 Transformative Projects and a link to the were extremely satisfied, the majority of online survey were distributed by University of Utah students and SLC Public Lands Staff. 18 / ` ovA RMATIVPR 90% 70% 26% ■ ■ 27% 65% 33% ■ 31% ■ 62% 50% ° II ■ 54% ■ 52% I.37/° • . • 30% 38% • 10% Al A A i ii. A JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER THE LAKE PARKS YOU 90% 70% 21% 20% 26% 711 24% • 70% 50% 30% 61% ■ . 57% 47% 30% ■ ■ I ill I 10% ■ ■ TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST EXTREMELY SOMEWHAT SATISFIED ■ SATISFIED 19 iiiiii J U IN U dm , i':_,„,-', -A WAYFINDING AND SIGNAGE CAMPAIGN THAT MAKES IT EASIER TO EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES • 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 0: PLEASE RATE YOUR SATISFACTION WITH school grounds as part of a connected system. JUST 5 MINUTES FROM HERE lif `.4-.:: ';!' , (4... Extremely dissatisfied � t �. ���f s +, �� ■ Somewhat dissatisfied �� > - 1i_. , ' ' `r;''` „ ■ Neither satisfied nor dissatisfied `•' '�- • 3/0 62 QUT4p + � 3' '. ` ' r� ' ' , ' .$',- ( ) ■ Somewhat satisfied Sara • Extremely satisfied 7% (158) hs 14 /t '12 `:'-,' , 0 '44 4,..,.. ,. ...',..,'..;•,1.t: ,.,., 1 e i.;,e j '�� + t f"f •%''R‘ Percentage 16% (378) North 4. "Stir,; ��s' 38% (924) 1 , i._,4,,, 0% 10% 20% 30% 40% 50% 60% 70% 20 COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE And CREEKS WITHIN THE CITY '` � ' • Potential Projects: - - f Connect trails from the eastern side of the Wasatch mountains to the Foothills Natural Area, the 9 Line Trail to ,1 . +I the Jordan River Parkway Trail and west to the Salt Lake .-ij Marina and Mountains. r � ' • Implement all remaining proposed trails including the f . : McClelland Trail, Folsom Trail, Surplus Canal Trails, and . ' Foothills Trails. '0tw' ' '- • Begin to implement the Seven Greenways Vision, creating a connected regional system of greenways Q: PLEASE RATE YOUR SATISFACTION WITH along Salt Lake City's Creeks, including locations to JUST 5 MINUTES FROM HERE uncover creeks, add trails, improve natural habitat, and provide for recreation. • Extremely dissatisfied _ 2% (37) • Somewhat dissatisfied 1"1 ` 11 40."` - S.. ■ Neither satisfied nor dissatisfied •y , • Somewhat satisfied 's J ` 3% (66) • Extremely satisfied Percentage 5% (127) 0 - t • 26% (624) V 64% - -. - - - (1528) 0% 10% 20% 30% 40% 50% 60% 70% 21 ii ii , EIMAGIN EIG13 OD /, ' / , ' TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS TO CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY • Potential Projects: • Identify priorities for equitable park redevelopment. Co: PLEASE RATE YOUR SATISFACTION WITH REIMAGINE NEIGHBORHOOD PARKS • Engage neighbors in redesigning and adding activities to parks that reflect their interests, culture and the Extremely dissatisfied character and history of the area. • Somewhat dissatisfied • Promote volunteerism, donation, and adopt-a-park/ • Neither satisfied nor dissatisfied • Somewhat satisfied friends groups. • Extremely satisfied "ter 1% (30) ,:` , ` /ri.4% , ,.. .,i. ;, ._,„............,,,, - 4% (86) 1. i •• .I.. • ` 1. • Percentage ° �'' r g/o (204) tom.._ E , i ' r-- if — 41, ' — • - ' . ' V lk T"}_ a!sl / 4 ' 53% (1268) ��" 400001111/ 0% 10% 20% 30% 40% 50% 60% 70% - 22 uAA HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR • Potential Projects: • Promote partnerships for arts, music, performance, fitness, urban agriculture 0: PLEASE RATE YOUR SATISFACTION WITH COMING and games in parks. SOON TO A PARK NEAR YOU • Provide programming for nature-based education, volunteerism, outdoor recreation, and horticulture. Extremely dissatisfied • Somewhat dissatisfied • Re-energize City parks and • Neither satisfied nor dissatisfied neighborhoods by adding concession • Somewhat satisfied operations that will generate revenues • Extremely satisfied to reinvest in park improvements and 2% (43) repairs. I •{i NOV Ns 5% (107) Ni k > Percentage ;A; s lr 'y * . 31% (729) S: ' li., II. Y" , 52% (1225) 095 10% 20% 30% 40% 50% 60% 23 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: Q• PLEASE RATE YOUR SATISFACTION • Establish and integrate welcoming park spaces and landscaping along the river to foster community WITH MEET ME AT THE RIVER gathering and bring the river into focus as one of SLC's most desirable recreation destinations. I. Extremely dissatisfied • Restore and enhance natural areas along the river for • Somewhat dissatisfied improved biodiversity, habitat and a healthy environment. • Neither satisfied nor dissatisfied • Somewhat satisfied • Improve the former Glendale Waterpark, Jordan Park, and 1% (32) the historic International Peace Gardens to create regional ■ Extremely satisfied attractions and event space with characteristics that celebrate and preserve community culture and diversity. 4% (83) • 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 CD a 6% (150) people 27% (630) f ,. . 1, , 62% a L (1450) - �' 0% 10% 20% 30% 40% 50% 60% + e• „wor - `-"'`'_ .. mot _ • _ � 31c.= - 24 • LL : OUF RI . i A 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: Extremely dissatisfied • Initiate a storytelling project with partners to • Somewhat dissatisfied collect, share, and display stories relevant to • Neither satisfied nor dissatisfied public lands. 3% 61) • Somewhat satisfied • Extremely satisfied • Invest in restoring and interpreting iconic structures and landscapes such as Allen Park, Fisher Mansion, and Warm Springs Park. 5% (116) • Engage our communities in identifying more meaningful names for our local parks. Percentage 16% (369) • qq t- i it A ,, ,:-�" t , r ;� A: , 3jj699j -.7....:.;. :: . (- y, 11 , s:,*., , 1.1 (f: . . \ . ' . r ,.• ° \ #J ' ita -i, - %LP *.t,!1 -, 1 ..t,,, , los, .." , ' �' ,-ikj ,�.P n; - '( i t ' 0% 10% 20% 30% 40% 50% 60% :crt. Y jSz'��'a� ' ' ': .` Q: PLEASE RATE YOUR SATISFACTION WITH TELL < a. ' : a; ,, - OUR STORIES 25 71;00WN Ow, AL1\73 INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY • Potential Projects: • Invest in Downtown SLC's Pioneer Park to create a vibrant destination for daily activities and events that serve the region. Q: PLEASE RATE YOUR SATISFACTION Reimagine Downtown SLC's wide streets in key locations WITH DOWNTOWN COMES ALIVE OUTSIDE • to create a green loop of trees and green space, pedestrian- and bicycle-friendly paths, and flexible space • Extremely dissatisfied for pop-up festivals and recreation. • Somewhat dissatisfied Initiate creative projects and partnerships to integrate ■ Neither satisfied nor dissatisfied • a network of large and small green areas and plazas 2% (41) • Somewhat satisfied into a mosaic of public outdoor spaces that become the • Extremely satisfied foundation of an activated downtown. • Grow SLC's downtown and Central Community park a) 4% (94) access, where future growth is expected to be the a3 highest in the City yet has the least access to parks and E' trails. o_ 8% (179) ,:f,, i -,, i; .c 26% (603) =---. . t ' ' T:s„.,,_,...1 . - , __ . tit . - - 61% (1415) iiiiir 0% 10% 20% 30% 40% 50% 60% 70% 26 ..0 .. • uR , u • . A BUILD PUBLIC AWARENESS TO SUPPORT NEW TREES STEWARDSHIP THAT ALLOWS URBAN FORESTRY TO PLANT TREES IN ALL PUBLICLY OWNED LANDSCAPES • Potential Projects: • Extremely dissatisfied • Launch a public awareness campaign to support new • Somewhat dissatisfied trees and their watering/care. • Neither satisfied nor dissatisfied • Increase tree canopy cover to improve air quality • Somewhat satisfied and advance environmental equity in westside • Extremely satisfied neighborhoods. 1% (23) • Invest in tree planting within street projects. • Maximize planting of appropriate trees on all our publicly 3% (58) owned landscapes such as golf courses, parks and street medians. Invest in the equipment and resources to responsibly Percentage • 5% (105) reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our parks, playgrounds, trails and gardens. 21% (491) 161 1 0 IM i. 4 .1.1 4 ' , ;LV":S.* fr.,; ", ': .14 k fril r- __ __ Ir S , F f�, 1 �0. ,* i • 'I 71% (1636) ; ?,, . k,- Zt , ..„,c, 1 -- ' _ Yl• �' _ 0% 10% 20% 30% 40% 50% 60% 70% , J: / milit 0 hi,it • • wig .- ' i Q: PLEASE RATE YOUR SATISFACTION WITH ,- 4,�, ; , ,fir;p f_. `-1-• k, - - JUST 5 MINUTES FROM HERE _- _ 27 0 W INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT • Potential Projects: • Introduce alternative recreation and activities on golf courses for general public recreation such as walking Q: PLEASE RATE YOUR SATISFACTION WITH paths/ trails, concessions, off-leash dog walking, Frisbee WELCOME TO THE GREEN golf, running races, cross country skiing or groomed sledding. • Incorporate additional environment benefits through — Extremely dissatisfied tree plantings, diversifying vegetation, stormwater • Somewhat dissatisfied management, and nature centers in our golf courses. • Neither satisfied nor dissatisfied 5% (111) • Somewhat satisfied • Re-wild and preserve native plant and wildlife sanctuaries outside of playable golf areas. ■ Extremely satisfied • Expand golf's involvement in environmental protection by incorporating constructed stormwater wetlands in 6% (138) unplayable areas of our courses. a) 0) co �� ;b c • a) , 0 It 25% (573) e 1 1 ...... 57% (1317) • -' 0% 10% 20% 30% 40% 50% 60% 70% 28 ..„-.v ./ 7 10• IRON / A CULTIVATE MORE BIOLOGICAL DIVERSITY IN PARKS AND NATURAL AREAS • Potential Projects: Foster a robust native plant and pollinator habitat program Extremely dissatisfied • that includes volunteer and educational opportunities • Somewhat dissatisfied operated out of Public Lands greenhouses and plant farms. • Neither satisfied nor dissatisfied • Somewhat satisfied • Host citywide education and engagement programs • Extremely satisfied focused on environmental stewardship, citizen science, 11% (31) and connection with the natural world through SLC's public spaces. • Increase landscape resiliency to climate change by w 2% (39) reclaiming degraded landscapes with beneficial plants, co healthy soils, and habitat for birds and wildlife. a U N 0 7% (161) e- t q 41#"' 14 4 0% 10% 20% 30% 40% 50% 60% 70% <' , 4 #' 1 Q: PLEASE RATE YOUR SATISFACTION WITH - -e` PUT ENVIRONMENT FIRST 29 I AK .//' A OJ TOP CHOICES FOR PROJECT URGENCY AND group participants. Overall, the question OVERALL IMPORTANCE: IMPORTANCE responses show that all projects are valued . by the community. When combining the 1. GROW OUR URBAN Survey respondents were asked to rate selections for medium urgency and very FOREST - 97% both the urgency and importance of urgent, the 10 transformative projects were the ten transformative projects. These 2. PUT ENVIRONMENT selected by between 56% and 94% of questions were designed to gain insight FIRST - 95% respondents as being urgent. The combined into community priorities for each project, selections for project importance show that highlighting which projects should happen 3. REIMAGINE the 10 transformative projects were selected NEIGHBORHOOD right away and which projects should be by between 70% and 95% of respondents as o PARKS - 89/0 prioritized because they are the most important. impactful and provide value. 4. CONNECT MOUNTAINS When comparing urgency versus TO THE LAKE - 88% importance, two projects stood out significantly as being both the most urgent TOP CHOICES FOR and most important. Put environment first was ranked the highest by survey OVERALL URGENCY: respondents in both categories, with 73% 1. GROW OUR URBAN ranking it as very important 72% ranking it FOREST - 95% as very urgent. The next highest-ranking project was grow our urban forest, with 71% 2. PUT ENVIRONMENT ranking it as very important and 68% ranking FIRST - 94% it as very urgent. This again reinforces the community's desire for using sustainable 3. REIMAGINE principles in managing Public Lands and NEIGHBORHOOD improving the local environment with natural PARKS - 87% amenities. 4. MEET ME AT THE These projects also were viewed as RIVER - 83% significant and held high support with focus 30 / URGENCY IMPORTAN P1:::1 / / A 90% 70% Eiry I • 39% 41% 50% 42% 49% 48% 46% 44% 45% 41% 39% 43% 49% 40% 30% 23% 54% 41% 51% 25% 10% 15% 19% JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER THE LAKE PARKS YOU 90% 70% 27% 26% 22% 22% 71% 72% 73% 68% 50% 42% 42% 0 41% 40% 44 /0 40% 30% 45% 39% 35% 40% 25% 19% 10% TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST VERY MEDIUM VERY MEDIUM URGENT URGENCY IMPORTANT IMPORTANCE /N EI R H N S NEIGHBORHOOD FINDINGS to 73% and 71 % respectively in the overall survey. Equity is one of the Master Plan value lenses that drives prioritization and decision The next highest rankings for project making. This has raised the importance of urgency and importance corresponded reaching underrepresented communities geographically with the location of the during the engagement process. To neighborhoods, with the Northwest and understand more about how individual West communities selecting "reimagine communities can be best served by Public neighborhood parks," "meet me at the Lands, survey responses were sorted by river," and "connect mountains to the neighborhood to target responses from lake" and the Central community selecting areas that have higher concentrations of "downtown comes alive outside," "reimagine underrepresented populations including neighborhood parks" and "connect minority populations, older and younger mountains to the lake." This shows a support populations, and lower income populations. for investments that will directly enhance Survey responses from the Northwest, West natural amenities close to home, such as the Salt Lake and the northern and western Jordan River Parkway and Downtown parks portions of the Central Community are while also increasing park, open space and displayed below. trail connectivity city-wide. 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 32 .. � H Northwest Community West Community Central Community Urgent Urgent Urgent 1. PUT ENVIRONMENT 1. PUT ENVIRONMENT 1. PUT ENVIRONMENT FIRST - 73% FIRST - 69% FIRST - 79% 2. GROW OUR URBAN 2. GROW OUR URBAN 2. GROW OUR URBAN FOREST - 69% FOREST - 68% FOREST - 71% 3. REIMAGINE 3. MEET ME AT THE 3. DOWNTOWN COMES NEIGHBORHOOD RIVER - 61% ALIVE OUTSIDE - 45% PARKS - 50% 4. REIMAGINE 4. REIMAGINE 4. MEET ME AT THE NEIGHBORHOOD NEIGHBORHOOD RIVER - 48% PARKS - 43% PARKS - 40% Important Important Important 1. PUT ENVIRONMENT 1. GROW OUR URBAN 1. GROW OUR URBAN FIRST - 76% FOREST - 78% FOREST - 81% 2. GROW OUR URBAN 2. PUT ENVIRONMENT 2. PUT ENVIRONMENT FOREST - 74% FIRST - 74% FIRST - 78% 3. MEET ME AT THE 3. MEET ME AT THE 3. DOWNTOWN COMES RIVER - 61% RIVER - 64% ALIVE OUTSIDE - 51% 4. REIMAGINE 4. CONNECT MOUNTAINS 4. CONNECT MOUNTAINS NEIGHBORHOOD TO THE LAKE - 50% TO THE LAKE - 50% PARKS - 59% 33 U RV CO M M tN COMMUNITY IDEAS AND INPUT within the comments included critique for the project public engagement process, The two survey questions prompting write- details for the Transformational Projects, in comments received a total of 1,838 priorities to emphasize or desire for responses. more clarity about funding/timelines. The The first question "What changes would remainder of comments covered a wide you suggest, if any, to the Vision or Goals?" variety of topics, the most common ones received roughly 120 responses that listed here in order of occurrences: expressed positive support for the vision • Park feature requests (such as dog parks/ and goals statements. 238 comments off-leash, restrooms, water recreation suggested changes to the vision and features, signage, concessions, ADA accessibility and more); goal statement language. 107 comments • Trails; suggested additions to the vision or goal • Golf courses; statements. The remainder of comments • Management/maintenance/safety; were an assortment of specific strategies • Environmental interests (water suggested to support the goals, the most conservation, air quality, energy common ones listed here in order of conservation, native plants/invasive occurrences: species, climate change resilience, light pollution, wildlife habitat, pesticides and • Environmental/natural resources/habitat; more); • Golf courses; • Trees; • Park feature requests; • Unhoused populations; • Trails; and • Desire for additional parks and open space conservation; • Unhoused populations management. • Connecting to green spaces through The second open ended question was trails and public transportation; more general, asking if there is anything • Education and programs; and else to consider or include in the Master • Urban farming, gardens, and edible Plan. Roughly 100 comments expressed forests. appreciation for the plan or had no additional considerations. Some themes 34 .,.r. MMENT ... . 1 . . "SAFETY FOR "I THINK THE "MORE EMPHASIS MARGINALIZED AND OVER 1 VISION STATEMENT ON MAKING POLICED COMMUNITIES. SHOULD INCLUDE FOR BLACK AND BROWN EXPLICIT LANGUAGE AREAS BIKE AND PEOPLE PUBLIC SPACES BUS FRIENDLY ARE NOT ALWAYS SAFE ON CLIMATE i AND REDUCING (RIP TRAYVON MARTIN, CHANGE." THE NEED TO TAMIR RICE, DARREN HUNT AND MANY MORE). DRIVE TO PARKS." PART OF ACCESS FOR ' THESE COMMUNITIES IS 1 "I'M CONCERNED - ASSURANCE THAT THEY ABOUT ALLOWING WONT GET SHOT OR i PEOPLE AND OFF ARRESTED JUST FOR LEASH DOGS ON GOLF "SINCE MORE EXISTING IN PUBLIC I COURSES. THERE ARE PEOPLE ARE USING SPACES WHILE BEING I PLENTY OF STRAY THE OUTDOORS, A PERSON OF COLOR. BALLS- INJURING EDUCATION ON SOME SORT OF POLICE 1 THOSE THAT HAPPEN HOW TO TREAT AND AND EMERGENCY SERVICE TO BE WALKING NEAR i OUTREACH TO ENSURE BY WOULD NOT BE 4 TAKE CARE OF IT IS THIS MESSAGE IS HEARD UNUSUAL IF YOU OPEN ESSENTIAL." WOULD BE APPROPRIATE." THESE SPACES UP." URV / COMMENT /// A "PLEASE CONSIDER "EMPHASIZING THE "CONSIDER THE PLANTS AS REMOVAL OF INVASIVE SENIOR AND MORE THAN JUST SPECIES (ESPECIALLY TREES) FROM ALL DISABLED BEAUTIFYING PUBLIC LANDS TO PEOPLE WHEN LANDSCAPE FOR FURTHER SPREAD YOU REIMAGINE PEOPLE. NATURE INTO NATURAL OR PARKS." ISN'T JUST A WILDERNESS AREAS." SETTING FOR HUMAN ACTIVITY." "CONSIDER THE "INCREASED _ WATER NEEDS OF I EDUCATIONAL TRIPS CURRENT AND INTO THE FOOTHILLS -DIRE FUTURE VEGETATION; , L Y SCHOOL AGE"REQMAKE PLANS THAT HILDREN." THAT ALL NEW REDUCE WATER USE I APARTMENT WITH NATIVE AND BUILDING ADAPTIVE SPECIES COMPLEXES HAVE WHILE ADDING GREEN SPACES AS TREES AND OTHER PART OF THEIR PLANTS." DESIGN." 36 .,.r. MMENT '"FOOD FOREST! "MORE DOG "YOU NEED FOOD PRESERVE THE PARKSImit" AT THE PARKS. A LAST REMAINING FEW RESTAURANT ORCHARDS AND SPACES AT EACH INCREASE FREE OF THE BIG PARKS FOOD ABUNDANCE "ESPERO QUE WOULD CHANGE IN OUR URBAN SE PRESTE MAS HOW PEOPLE AREAS." ATENCION A USE THE PARK. - LOS ASPECTOS INCORPORATE MEDIOAMBIENTALES." FAMILIES AND "BATHROOMS AT i EATING AND I'LL TRAILS AND PARKS." BE THERE EVERY i WEEKEND." "RECOGNIZING RECREATIONAL "HONORING PRACTICES OF ALL NATIVE/ CULTURES." INDIGENOUS PEOPLE AND LAND." HOW INPUT WILL BE USED The survey feedback relayed that the Master Plan framework, vision , goals and transformative projects are on the right track, . • - ci.„....6.6 .. direct Public Lands investments , .;. . Alik 4.40 and strategies over the next 10- 20years and have support from k $} f pp t L}- . - T,4; f the community. ••y. { ' !IMAGINE . . Survey lEimmu input will inform the kti ���'����� .+ ��r �$��E refining of Master Plan projects, REJAERHrby strategies and actions and help �G1NE 4 ti���k r = f;: .. g ��11wb.G1 ,,76"17 +, RElMAIIH E �,�A ;. to prioritize plan goals and the ` rl+' .y. . r',r.+.N,�.. ten transformative projects. �FIM REINDINE �4fili ��� 'll4.7.j,:_.p;" Pt+MAPINE 0. RE KeFrre-4 . . li,t60 a li Mk • (.E. COMMUNITY INPUT ON MASTER PLAN ELEMENTS Plan Creation VISION PLAN Community Input Refines VALUE LENS and Verifies Plan STEWARDSHIP I LIVABILITY Elements EQUITY GOALS CONNECT WELCOME PROTECT GROW SUSTAIN STRATEGIES 10 BIG IDEAS Supporting Policies, Practices and Priority Actions 39 N f STEP PROJECT TIMELINE • Master Plan review by Parks, 0 WINTER 2020/2021 PHASE I: W DISCOVER: Natural Lands, Urban Forestry W FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS J and Trails Board . a August26, 2020 XSix-Week Community Engagement • Master Plan review by City 0 Window#1 Opens U Council . WINTER-SPRING 2021 PHASE II: REIMAGINE: VISIONING • Explore prioritization methods TRANSFORMATION using community feedback March17 -May72021: O Community Engagement and value lenses of equity, Window#2 livability and stewardship. , in SUMMER-FALL 2021 PHASE III: a TRANSFORM: DRAFT AND FINAL • City review and adoption W �u MASTER PLAN zn process. Final Community Engagement Window#3 40 APPENDICES A. 2021 Reimagine Nature Community _ , i. ,. , ; -...```...' • ..i.i-'-.7' , .,-. ,.. ,: 1 i;„' 4. fl,-, ..-; - .. . 4'.,,, ...-p•',1.:.'r,:',1,,ti.":,.: Thi ' -4.,cit .:..,.,,Survey Instrument 4-1 ....,,: B. Advertisement Methods . .- citri • 1... 4, -, - k ! -•'. r: "Ir NI ;;•.,-; ' •• <: ' 11.-', :"I. •••• % ; - , 111fAlli 1.Lr V . -7. '. k'S4.'i t,s • 4 ' C. University of Utah Student Report ,... ....„ . A,i,i„-•: ...,,i1 1%,,-,fit; , i• 4.,. ., 5.••• .1, .- $„,...i.•f le "•*4"4:,. '• '"'" 1 .':, •--.1.4.-c 4.,. - ..••••• ,.. ....it. . ...,,, • - '-'• ' - ' • '.",,,it: • ', • It. '' . -.;•,;:!' ',.,- •.; ,• , 4i, .f . 4 ' •t, '. •. ,'' 4. A ,. lig. - .•`" .. .- ,,. 1 e g . ...----• ._,' .•z t••• •f I pi Appendices available upon request by emailing Nancy Monteith: ,:-.-...t..,' ,:. ,04:..- *,, 1. ..'• /44 nancy.monteith@slcgov.com .4• r' - .: 1•: '.• •, 1••••••`.'. .n.'7.1fi.-iiiia,Y. • —t Nk7 A , it, .,-- tii1103%... .;1, - ti# •.' `-'. % EL. . di 0.1.0,7•., , $' T- -- .. ;-- — - i . . A - wig.1 -fir 05: i , .... , .0*iii • • •-,_ ,1,, " \lif I ' 4•1:' .,,...- . I i ',--• .1...- P ••'''• .:'P../0 -":3'; Ef' ' ?.4".‘, ' - • ; - •--'„,•;:`,':"'f'w •••ir -' • , .,..--,*. ,. 1 •,•":'";',"11'. " _.1.4"•.i, ,ie a° .: _,,,-, .:•. -•:-•'. •711111ki, • . _..-•: •-...; •-t----.' ".! .•.: - ..:-• • ..,.'341113pAeSs_..F., ..:.•: .,,,, .., ...%. . 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L"s 4Y 1 .n .n ERIN MENDENHALL DEPARTMENT of PUBLIC LANDS MAYOR OFFICE of the DIRECTOR CITY COUNCIL TRANSMITTAL Lisa Shaffer • Date Received: 04/30/2022 Lisa Shaffer,Chief Administrator Officer Date sent to Council: 04/30/2022 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 WWW.SLCGOV.COM 1965 WEST 500 SOUTH TEL:801-972-7800 SALT LAKE CITY,UTAH 84104 Page 1 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 2 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 Page 3 of 3 Attachment A Salt Lake City Ordinance 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. 1 '"dg ƒ � \ \ 0 o * s ¥ 0 E� CI \ ® ƒ CA) §\ 6 > = ) © Ef \ ƒ / \ §§ \ � � 4 ATTACHMENT B Reimagine Nature Master Plan Draft REIMAGINE NATURE ....... __ ..iiii SLC PUBLIC LA - DS MASTER PLAN 7•II - -- I4• • • t _ �': „ l d 1' {_ r S: f • r. 41,11.4.* .. _ ...r.,-;,_,-„-,-,-,-,-,.__-_ -.-_, ...... . ;.,---, .....,..•, 117..... ,r,:•- ..t.', i�4t. Y • I mg" ...4 ...:„. , .. .„.. istift..-7- , 4 Agt.40°4/ J.%0,000.171.1.1;00° ,, . . ,,400001.;41:1,00., 0.4000 / • . ,0r=+14° •r4.:C <S°,'e, f1 + .rr yy �/� n�� !1� f19•tC3" 1� . ..; lijoe.01: 01000:4:0,001 40000001 aff_40...iietes,4 to..c., ,*.,,44...064 ,001".. _....00fa•o.....—i_.00.4:00-J,teado ..dio---.00ii•ofiiii FINAL DRAFT 01/2022 f Public Lands Prepared by `'i T' DESIGNWORKSHOP ACKNOWLEDGMENTS SLC PUBLIC LANDS PROJECT TEAM PARKS,NATURAL LANDS,URBAN DESIGN WORKSHOP FORESTRY AND TRAILS ADVISORY BOARD Kristin Riker,Director of Public Lands Anna Laybourn Ginger Cannon,At-large Nancy Monteith,Senior Landscape Architect,Project Manager Amanda Jeter Polly Hart,At-large Lewis Kogan,Public Lands Deputy Director Mary Oliver Jenny Hewson,At-large Lee Bollwinkel,Parks Division Director Michael Stout Elliot Mott,At-large former Tony Gliot,Urban Forestry Division Director Ashton Breeding Fred Fife,District 2 former Matt Kammeyer,Golf Division Director Nino Pero Melanie Pehrson,District 2 Luke Allen,Community Outreach,Events,and Marketing Manager Renee Ludlam Phil Carrot,District 3 Amy Nielson,Community Events Manager Gwen Springmeyer,District 3 former Katie Riser,Volunteer,Outreach&Education Coordinator ETM ASSOCIATES Brianna Binnebose,District 5 Valerie Huitzil,Graphic Design Technician Tim Marshall Katie Davis,District 6 former Leah Smith,Special Events Permit Coordinator Desiree Liu CJ Whittaker,District 6 Suzy Lee,Parks Usage Coordinator Samantha Finch,District 7 Kezia Lopez,Office Facilitator UNIVERSITY OF UTAH COLLEGE OF CITY AND METROPOLITAN PLANNING SALT LAKE CITY STAFF Dr.Ivis Garcia,Assistant Professor Nick Norris,Planning Director Elizabeth Arnold,Westside Studio Allison Rowland,Public Policy Analyst II,City Council Teaching Assistant Sarah Benj,Salt Lake City American Disability Act(ADA)Coordinator Students of Community Engagement in Michael Guymon,Engineer,Public Utilities Planning Celina Milner,Policy Advisor for Diversity and Human Rights Students of West Side Studio Kyle Strayer,Civic Engagement Team \\\\\\\\ CO PREFACE I CHAPTER 4:CONNECT 63 Executive Letter vii Connect:Accessible&Connected Green Spaces 65 Plan on a Page viii Connect:Strategies&Policies Overview 71 Transformative Project 3-Connect Mountains To The Lake 77 CHAPTER 1:INTRODUCTION 1 Transformative Project 4-Just Five Minutes From Here 83 Background 3 CHAPTER 5:WELCOME 89 Plan Horizon 3 Welcome:Active&Inclusive Places 91 Planning Process 4 Welcome:Strategies&Policies Overview 95 How To Use This Plan 5 Transformative Project 5-Reimagine Neighborhood Parks 97 Plan Framework Diagram 6 Transformative Project 6-Coming Soon To A Park Near You... 107 Past and Present 7 CHAPTER 6:PROTECT 113 System Facts 9 Protect:A Commitment To Stewardship 115 Challenges 11 Protect:Strategies&Policies Overview 121 Transformative Project 7-Revive Our River 123 Plan Components&Relevant Plans 15 Transformative Project 8-Sustaining Our Stories 131 Needs Assessment Snapshot 17 CHAPTER 7:GROW 139 Community Engagement Summary 19 Grow:Expand Our Park System 141 CHAPTER 2:FRAMEWORK 31 Parks Classification Tables 145 Master Plan Vision Statement 33 Future Investments and Recommendations by Planning Area... 149 Plan Values 33 Grow:Strategies&Policies Overview 157 Plan Goals 35 Transformative Project 9—Downtown Comes Alive Outside....160 Transformative Projects Overview 41 Transformative Project 10-Welcome To The Green 165 CHAPTER 3:SUSTAIN 43 CHAPTER 8:ACTION STRATEGIES 175 Next Steps 177 Sustain:Environmental Health&Sustainability 45 Approaches For Action 181 Sustain:Strategies&Policies Overview 49 Transformative Project 1-Put Environment First 51 \\\\\\\\ Transformative Project 2-Grow Our Urban Forest 57 APPENDIX DOCUMENTS: A.Public Engagement Reports B.2019 Needs Assessment v Letter from Mayor Erin Mendenhall R E I M AG I N E NATURE 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 i•‘* public lands is at a crossroads and all these factors create a need for a bold and •` transformational plan to guide us. • -��. ,0 A The first citywide public lands master plan in 29 years,Reimagine Nature delivers ,y a vision for the next 20 years and is informed by over 12,000 community members ,••�— Mtn .) .�.�� " `.r f - who shared hopes and dreams for play,civic pride,nature,outdoor fitness,greening, s ,• �; 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 'v '. planning arm focused on projects and ecological services.Salt Lake City's Public �. ". _ rta Lands Department will now include two collaborative groups to support the planning i r 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. .. \ J `! Coinciding with the start of the COVID-19 pandemic,public engagement required i e 1 r 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 4. and livability.Conversations around equity in public lands reflect nationwide and • f r 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 it I , social issues of homelessness and keeping up with population growth. !I r h!t, i 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 J — provide essential riparian habitat. V ` .R, ir IX 4 „zzz GOALS & VISION. VALUES. REImA0INE 10 TRANSF SLC Public Lands Master Plan vision proposes big PROJECTS. • ideas to transform and sustain quality outdoor spaces that are welcoming,safe and walkable; 1 EQUITY e`' 9' LIVABILITY ensuring people,wildlife and ecosystems benefit from fair investment of Salt Lake City resources over the next 20 years. 'STEWARDSHIP SUSTAIN CONNECT WELCOME PROTECT GROW accessible& active,authentic& expand our Public connected green inclusive places - • f Lands system spaces .,. , . re. 1 I Jill'i.' '' „tor r .... s ¢ .1. r .',� ;.Y - „nor .,, 1 ... ...., . f .7 ,,,. r0,q ,1t . ► • aal . .,,, y .e-' i fit. ir 1)Put Environment First 3)Connect Mountains to the Lake 5)Reimagine Neighborhood Parks 7)Revive Our River 9)Downtown Comes Alive Outside ;: (3EuTp i 0 1 Fl--,;,--: - • (4 (,, ,,, cm ,, ,' --, 9°°'-4''48 , •!. e” II ,, ,,, T7. jI 2)Grow Our Urban Forest 4)Just 5 Minutes From Here 6)Coming Soon to a Park Near You 8)Sustaining Our Stories 10)Welcome to the Green Chapter One:Introduction XI INTRODUCTION CHAPTER 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 ity's Public . .� V Lands. Reimagine Nature is an opportunity /•.� ,.F � �+` � � ° " ez, - to redefine approaches for the Cpty's parks, - . H - �„a .. ,y trails, golf courses and natural lands as 7 7 z ,.,,.: -• ,.. ..ramp environmental and social assets. It sets or? +':''' - : 4T_ —• IIII a=�••■■ �I�I• i : ,,,I = 1, : initiatives that improveuv11usEN. 11� 1I �,II , , "'� public health disparities make a more w44•J M� / . .y `r I l llI �� �r��l 11 resilient future in the face of climate change A �"" ,I 4� 3, I�;III I I lIIll' ' :?iiiish mii;, urn:- `-` and provide green space to balance rapid M ` :' '' ' �1�9ii�i I' li�- urban development. 1- .....,.., II IIIIIIIII IIIIIIIII "� A _Li III, f 'K _ -LL , . , _,s�.a ;1= 1 s, '�'''yam,'=:• " c : _ -_ - -- r .- -..----.------,----.— , — 1 - - 1 iiiil !MI '...., • � 'r r 4 �. lli.# 1 ��.. �: ,.,j Lld'� .-._' • ' ■ A� iIt_ O.vp III"fro ri irk . — `fir d ., . � . op: - - . - .0' "le .... J.,, ,,,..:,41. � „, . J , t Reimagined nature in an urban setting Is 00.1,:dorer �'� 4!'r 4 evi dent when taking in the t re,,,, 7. 7 etop wews , . __,,,,,,„,,...- ..........;, ..„ .....,, i +i � of esLc and the surroundin mountains. ... 7 ,‘„,,,,,,„.. r.r c� ,r ,,77.1: r-....: . . • i''x.,�.1`...M".:,;10d4": 'yy,'.1 1� F i�4,.�, �/. ; p ��; rsA �,14...1:::: ,' I � i ',!�•I'I. :,',-z: �-.�.-- ,. 1 . +�6i REIMAGINE NATURE t.4 '. ) T �n.4 PLANNING PROCESS V - !r �,� , ,fi �: 4 TIMELINE .1 be ..... __i .bitO, 1 t.;' 4 1 1 • i ! ' : ~Y "' , r'}° , -rt WWI " y�1, 2018-2019 SLC PARK AND PUBLIC Y o i l"'I ‘4� . .� ' tTURE - i- / ' of'-, , , ' , '• - ' LANDS NEEDS ASSESSMENT 1; . r . R `l a Y a Ij{f + r Community Survey#1 1 ': °�� 5 'rtig n - -77- - .,. -- Public Lands Staff Interviews ',- Y na `I 44 , y �' 0 2020-2021 REIMAGINE NATURE:SLC �p Q _ i6A k I i PUBLIC LANDS MASTER PLAN _� I� f �\ r{, r_ +> s— '•" ., • Phase 1:Foundation of Understanding s ``. -":-,...'! l"w, 9 Community Survey#2 * - -- — University of Utah College of City _ __ _ and Metropolitan Planning Intercept •-% '�i�• 'si•r -1•,... Interviews and Outreach r o s `c Public Lands Pop-Up Events Public engagement at Community Council Presentations Allen Park. i_ Phase 2:Draft Vision,Goals and 1. 1 :�:,f..7,d • y ` •:- Transformational Projects Community IT'S IN OUR NATURE University of University of Utah College of City and Metropolitan Planning Westside Studio PLAN HORIZON the next two decades and outlines working plans updated annually by Neighborhood Park Outreach 2020-2040 specific direction for near-term Public Lands Staff. Community Council Presentations actions. Public Lands Meet-and-Greets Salt Lake City's 88 parks,86,500 A comprehensive community City Departments Collaborative urban forest trees,six golf courses PLANNING engagement process informed Workshop and thousands of acres of natural PROCESS every step of the plan REIMAGINE Online Town Halls&Facebook Live landscapes are the culmination of development,including a Open House Reimagine Nature is one NATO R E more than a century of committed statistically valid resident survey Phase 3:Draft&Final Master Plan preservation. component of a larger planning ENGAGEMENTCityLeadership Gr oups and As Salt and other outreach to inform Grou s Review effort to direct the future of z Online Draft Plan for Public Comment Lake City welcomes another SLC Public Lands.The planning the 2019 Needs Assessment. N U M B E RS. City Council Adoption 30,000 residents over the next Community member,technical process includes the 2019 Needs C 2022-2040 REIMAGINE NATURE: 20 years(by 2040)and as the ' expert,partner staff and 12 9 SLC PUBLIC LANDS IMPLEMENTATION Assessment, an inventory of the diversity and health of our city's stakeholder input guided the Public Lands system;Reimagine PROCESS nature is threatened by the Nature,which outlines goals and Reimagine Nature plan content PEOPLE impacts of climate change,a through the course of the planning Master plan goals and projects annual strategies;and will be completed assessment plan to grow and protect public process.The timeline to the with detailed Public Lands 5-Year PROVIDED Salt Lake City annual budgeting process lands and the quality of life those right highlights the phases and Strategic Plans,a series of 5-year natural landscapes afford to all engagement activities. INPUT Public Lands 5-Year Strategic Plan living things is needed.This plan 2030 and 2040 master plan updates provides a vision to aspire to for 1https://wwwslcdocs.com/parks/ SLCPLNeedsAssessment.pdf 2 Ibid Figure 1:Planning Process Timeline Chapter One:Introduction 4 Salt Lake City Public Lands Department Vision&Mission Ilw•almllm1111 �- ,'' / HOW TO USE THIS PLAN Figure 2:Master Plan framework and definitions .` u�, Statements that guide Public � a c c Lands in their role and what • 1f _, _ Elements of the master plan have circumstances and will require w g • a E'er the department aspires to M— illi been refined by the public to significant additional effort, achieve.Guides the master plan ensure the language reflects the resources,and fundingto achieve U a and all other aspects of the A, v°°� Master Plan P r ,...., ,� ��j community's hopes,concerns over aten-year period or more, . o department's operations and -sl J. .2 Vision planning efforts. and desires for the future of with some of the actions already ..c.- - 'r" m > City-wide,long-range vision • ',err _ ,_, • public lands.Over the past year, underway. a for the next 20 years of Public ` more than 12,000 community Lands'work. members have helped direct a The master plan is a compilation vision and identify what needs to of visions,values,goals,projects, be improved for our natural lands, strategies and actions.These elements are organized in a Stewardship ' urban forests,city parks and city v a Guiding principles that align hierarchy ranging from broad alEquity with other city plans and golf courses. m c ideals to detailed policies and are a, policies and focus the master plan goals. ' il ro—IThe intention is to establish highlighted in Figure 2 to the right. Livability collective aspirations for the future • that create strategic planning I Monument Plaza in Sugar House. and alignment.This is meant to be flexible to adapt to changing What the master plan aims to • '11w--- zn2 Sustain Welcome Protect achieve,supports values and 1111.1111�Ytl • m° is supported by high-level 0.0. '� ;,� - F O Grow Connect strategies and policy actions. Jt yt•y - r. •' 1 .1 t v M • 'A w y { • 1)Put Environment First 6)Coming Soon to a 4 m Park Near You e F I } 1'•: i, 0 2)Grow Our Urban •' +r`. 7. }, mom- �'' ti Revive Our River �� '- _II ... M 4 ; v`., Forest 7) r' ' f \1 E m Specific,inspirational projects s-- �` }� d r' �y'- i• , n I � E u 3)Connect Mountains 8)Sustinaing:: es • - ? 1 + to LakeStoriesidentified by the community to o- LII• I 4,-.,1 w • •T� 4)Just 5 MinutesFrom 9)Downtown ,- rr ` t r / .,l T'1-T.I V •;+J'. t 1- \1 Here Alive * 1, 'j pl F ,,. ' •,,., k�' �� 0 5)Reimagine 10)Welcome to the + . � i., r '� '1 ± L1. .4. I = Ill Neighborhoods Parks Green ,A -� i iil 7 ; 2 ligdl i., --x- A � I Q Specific policies and actions ... -. •It ; "ly; ,L_ "TT: ..vii t� I1`• List of 146 near-term possible to realae the transformative � ' r` + ! _ Il It — co action items to support this pp projects,plan goals,and direct I 1 ' 0 plan-updated annually. i v operations and maintenance '• v strategies. in -L.::‘,-(..,'1 l _ Evening walk at Monument Plaza. 6 1 < 91 17; 'AI it I • �.� ■ ■ . . tiy � � i room,'I, INS p SaltI, 1 Ill aaa � r: . Lake City naturallands, . a a ■ UM _ • gc,' ,� ,•, ,. urban forest, city parks and .. -" ! ° �����e�T:ar...•:,.'L°., golf landscapes reflect the I a as - 0■ aim. a Ia e g � MI ME 111M ME PM ME scenic beauty of the Great — l, !i=IMIIIPI1I un' ^• '`4• ---- igill °-. °- ° Salt Lake ecosystem and are �� ter..: ,,,, , . 0!� ' - the culmination of more than ter► ' - _ �" ,I :41 '' -.tf•s . � - -- - i ' •.. ,ram - t t a century of preservation and _ i ' . ; ' f, ,: • ! � *.., .. I' cultivation since the city's _ . ; founding in 1847. � _ -� 4412 \ It _ 4a libtini•:', , Public Lands are integral and {��� essential to life in Salt Lake City. PAST & drainages and cottonwood mid-1800s.Settlers laid out tree- • +rK' •g SLC PUBLIC LANDS' � � • ,• .-• galleries,foothills,narrow canyons lined city streets in a Jeffersonian- DEPARTMENT ` } PRESENT and mountain peaks,some of grid originating on the southeast 1 which rise 6,000 feet from the corner of Temple Square and the MISSION & VISION s. r',t•1--, 1` - T H E NATURE 0 F basin floor. city's earliest parks,including the 0� = MISSION:What We Do 10-acre,square-shaped Pioneer - /O — - We enhance the livability SALT LAKE CITY THE HISTORY Park,follow this form.The city y of the `` %1 - A�aliim- ,� Ancient Lake Bonneville once urban environment through a i-- �� z O F PEOPLE acquired additional parks and 1 !- • , .,p diverse network of natural open y y covered the present-day mountain natural areas in the g —7i e AND PLACE surrounding a .r "1.4* . . , spaces,recreational opportunities, I i valley of Salt Lake City and beyond Five tribes including the Shoshone, foothills and along creeks and J vY___ .4 `` park facilities,city golf landscapes, s into Utah,Nevada and Idaho.The rivers-within neighborhoods and Piute,Ute,Goshute and Navajo g the city cemetery and the urban Great Salt Lake remains the last inhabited the territory that later as larger regional and community [ y forest to ensure that the resources , = remnant of Lake Bonneville in the became Utah.The lands where destination parks.The natural _ _ " i under our management are - ^ :— — Intermountain West and frames desert meets lake and surrounding and cultural histories of this place =•4 " -- � the northwest part of the city.The carefully stewarded for future ? M pM .l y wetlands adjacent to Salt Lake are embedded in the parks,trails, �/ . "' Wasatch Mountains stand sentinel generations. City hosted American Indian urban forest,natural areas and _ • - {{ i to the east and north and the ' ! • habitation beginning 10,000 years bucolic golf landscapes which Oquirrh (pronouncedVISION:What We Aspire to Achieve 1 _ q remain todayand enhance the I ago through European settlement. A vibrant system of connected I "oaker")to the west.This geologic qualityof life for current-day Explorers,Mormon settlers, givesshapep residents. public landscapes and living �+ history and form to farmers and miners heading to the 1,,Vilit p, the resent-da landsca es of infrastructure that enhances the \ jpy pCalifornia gold rush traveled to Fishing at Fairmont Pond. a � community's identity,sense of %O�i � ' the city's Great Basin,marshlands, present day Salt Lake City in the ' ,' ...sa mudflats,ancient lakebed benches, place and quality of life. 'I'' iii�f� Chapter One:Introduction \ 8 REIMAGINE NATURE FACTS SLC PUBLIC LANDS MASTER PLAN SY. PRESENT SYSTEM NATURALL I-'� r;<Varlamd -�1 �' ; LANDS - , NORTH SALT LAKE r, 7() Walking,jogging and hiking are top activities in �J nvrr �. o areas managed by the Trails and Natural Lands _ _ —-—--— - ,- _.J Miles of Existing Trails Division such as the Fife Wetland Preserve and the - - % i* ;' c P 6,423-acres of Foothillsg Natural Area,canyons and i -.+ / c R E E K // r SLC.foot Moes than 7 thil northern and easternails c of REGIONAL LETIC 1 2 g a 4 r`l ATHLETIC /, SLC.More than 70 miles of off-street trails connect Q 1 v residents to parks and natural lands. ., r__ c i "''�i I l`LIMPARK 1 POT-HILLS ./ CITY p�I coDRSE r'. wa,�l �// I Miles of Proposed Trails I AREA r J. PARKS ROSEWOOD IF FOOTHILLS PARK t�iu11' SPRINGS ` i /NATURAL •- AREA - Most residents live within a half mile or 10-minute L. ° I 1 ,694 walk to a local park,and that's important to 97%of •" � 1rHAVE ) I 0 people polled.75%of residents who live on the east 1 PARK 1.,, ,/ '_• ( ° side visit parks at least once a month,while 60%of - COTTONWOOD a LINDSSE'Y-• 1 R.. Acres Natural Lands west-siders visit parks once a month.Established in /��' 1881 to be SLC's"Central Park,"historic Liberty Park f�_ i p is the most visited parkin the system. — r� ONEER 'WASHINGTON `' . DO06,423 1 I PARK; l SQUARE 1 - / I , /'/ Acres Foothills Natural Area F >»� CITY �"- - c 11 I 1 -- � � /./� n Collaborative Management Zone S :5i. • �� 1 iI - - 3ir , ., 1 i I / ,, 3 Special Event -- GOLF - _ IT --1 rsUNNYSIDE I 15 Community and 4041F7,-rwr- �, ..+,-+fa' L- lZ ‘ JORDAN \ •'-LIBERTY PARK PARK '':1 .4 r Pla 2 Regional Parks SLC Public Lands six municipal golf courses 1 PARK ,,;�,, sire are the newest addition to the public lands �� ; RO ARYCLEN • 42 Mini Parks management.These spaces create opportunities 17OQ5G Vo PARK I 19 Neighborhood Parks - for the community to exercise in nature,while also GLENDALEPARK -K m g BONNEVILLE providing critical open space within the City that Ma•174. ' OOLFCOURSE G,P { �y 108 Holes of City helps clean the air and reduce urban temperatures ;ij' -- I� 1;0 �1 .•'. Public Golf and provides shelter for urban wildlife. - ---___ 2'007 r % ^J 121 Acre City Cemetery r 4 1 Regional Athletic r az) e URBAN SOUTH SALT LAKE 1 '_ G t R„„,,,,, Complex(16 Outdoor p FOREST _ 4 I ec �� ,I,,aa„ Sports Fields) . ill =' �� lz L y rLL The urban forests street trees are one of the32-6 I �.�L -J �]y most accessible forms of nature,extending into L.. 86,500 every neighborhood and business district in the ,•. i ,a, MILLCREEK city,resulting in a literal canopy of shade,beauty, Urban Forest Trees socioeconomic,environment and health benefits. i Figure 3:Public Lands System Map.System facts are current as of 2020. Chapter One:Introduction 10 CHALLENGES - :- " _ COMPLEX ISSUES a need for solutions that support unhoused people within public informational campaign that - -. ^. --- -- -_ - - . Today Salt Lake City's urban nature in the absence of water properties and their removal have was used to help build comfort _ nature faces many challenges: resources.The September 2020 often brought in to question this with interactions and expresses -- .— _ rapid degradation to ecological wind storm(derecho)blew down premise.Throughout this process that parks cannot solve for systems exacerbated by 1,300 trees in the city and over a the most common topic raised homelessness alone,but must "- I r'= climate change,lingering social dozen parks shut down temporarily was concern and a spectrum of take a compassionate approach ' inequities from historic zoning for clean-up activities"Many of approaches suggested for public for collective response" • :;, and planning decisions,unhealthy these mature trees reflect decades lands and people experiencing i, ,- environmental factors like poor of care and provided valued shade" homelessness"It is clear that ' " air quality fueled by expanding housing dispersal of unhoused SALT LAKE CITY Since their earliest establishment population,competing priorities individuals throughout the city GROWTH more than a century ago,the for limited city funding,rapid has caused more people to feel SLC is home to over 196,000 City's parks,trails,and public ,/ ' development downtown and discomfort,witness challenges people representing a broad range green space have been promoted the urgent need to redefine with social interactions and/or of socioeconomic backgrounds as places of refuge from the , h '" green space.The Reimagine environmental degradation of P 9 and cultural heritages that include nuisances of city life with goals r Air pollution inversion over the Salt Nature master plan vision is spaces people are occupying over 80 spoken languages" c F+ Lake valley. of addressing a host of social 5 y 4j ; `A r '•/�t1y �,a,s( a shaped by an understanding of for their survival"The graphic The 2019 Needs Assessment l•'te t iy,� �j � / 7 d t ",, t� tXK tUf woes"However,encampments of r ,d h -,, + , &,-,,, ,-•, ', I ;-r fn,a, the environmental and social below is a past public relations estimates that this"population challenges facing public lands" ,.•y. Salt Lake City's Public Lands are f ...3 le': ncreasinglyunderpressurefrom Understanding Homelessness in ., ' the impacts of climate change - '''r including record heat,volatile , SLC Parks }j11 � • "' weather,drought and some of el .i.�/..: • . ,�-alp" the worst air quality in the nation. ` The environmental pressures l auir impact nature today and in the ' i All members of the We will see less ,: y vim, — future"A 2019 climate study communit are welcome unsheltered homelessness Anyone can y experience predicts Salt Lake City's summers to use public parks and 1 as our community works homelessness, �'`cl- �• a open spaces. to resolve homelessness. ! h.. a could feel more like Las Vegas ,a by 2050,a change that would • Everybody is welcome to use • Become familiar with the • Each ersonexperiencing parks organizations who serve those homelesanesslsunique. drastically impact the city's plants • Those experiencing experiencing homelessness. • Those experiencing * homelessness are part of our • Provide support and/or homelessness may face issues 4 y,>-�' . .�.` and wildlife.'The city has been community volunteer for such such as extreme poverty, '�} a„� • Public parks can be a more organizations physical and mental health t id. ,y �4a4 • experiencing an extreme drought comfortable space for those • Public complaints may result concerns,and/or addiction. experiencing homelessness. in the displacement of those • Such barriers and limited e • of historic proportion,prompting a • Know the rules of the park:call experiencing homelessness community resources make N the parks or police department and make it more difficult for homelessness difficult to R' '1;i�'•,y '* state of emergency called in 2020 when necessary. organizationstoengage overcome. • High volumes of public people in resolving their • Securing housing can take 1 by Utah's governor and creating complaints may strain park homelessness. longer than 6months. + ' .- resources. , - It... iii I.,.,,,,,,* ' . *Parks& \ 3 Crowther Lab,https://journals.plos.org/ Questions?Contact SLC Parke and Public Lands at Public lands � plosone/article?id=f0.1371/journal. openapacawmmenia@gmil.acom or Jof Roe.at.LLroa.@atah.a � bk y,.., - .. - pone.0217592 4Many of the city's mature shade trees Figure 4:2018 SLC Parks and Homelessness Public Relations Campaign. were lost in the 2020 wind storm. - - 12 doubles during the daytime,due be required to meet future park light-yellow areas in Figure 5 types of questions to assess the other North American benchmark a division to a City department to individuals coming into the city needs at the same level of service below)or areas where residents equitable access of urban nature cities,Public Lands is relatively would allow for growth in to work."'The City's parks and as today.However,Utah is growing are not within a half-mile walk of to different communities.And if understaffed,particularly in the capacity to take better care of surrounding natural areas create faster than projections made a park or green space particularly there are gaps,to offer master area of long-term management of the city's urban nature while a desirable quality of life drawing during the Needs Assessment and in the Central Community,Sugar plan strategies that can help environmental assets.For example, also tackling vital adaptations a projected future population it is likely that the city will need to House and East Bench planning those areas of the city that need Urban Forestry staff is stretched needed to address the impacts of growth of an additional 30,000 be innovative and do even more communities. additional resources most. at one staff member protecting climate change and social issues. people moving to Salt Lake City than previously reported to meet an average of 10,000 trees.The Additional evidence for supporting The questions of who can walk OPERATIONS & by 2040.Additionally,Salt Lake increasing demand. public may not be highly aware investment in current parks,trails to public lands,who can afford City's population is aging and PUBLIC LANDS to travel to public lands,who has MAINTENANCE of this shortfall as a 2021 citizen and open spaces can be seen in becoming more diverse.The 2019 Concurrently during the Reimagine survey shows"parks"was one of the high rankings in the recent Needs Assessment found that SERVICE GAPS the leisure time to enjoy public Nature community outreach,a the highest rated city services, 2021 Salt Lake City Resident lands and what languages and the majority of city residents live The 2019 Needs Assessment national consultant team,ETM after fire/paramedics,library, Survey where participants ranked social cues welcome different within a half mile of a park,natural analyzed the public's needs and Associates,analyzed garbage pickup,and airport. investment in Public Lands as groups to public lands have also land or trail and parks are well and desires for public lands and Public Lands level of staffing, However,63%of Public Lands the number four priority for the been asked during the 2019 distributed.The study also noted performed different types of resources and responsibilities. assets have been evaluated to be city,just under investment in Needs Assessment and the that 94 acres of new park land will analysis mappings to understand As Public Lands'responsibilities in poor or fair condition. affordable housing,supporting where gaps may exist.The Reimagine Nature community have expanded over time,a local businesses and expanding process.Nationally,best practices Throughout the master plan assessment found gaps(visible youthful,diverse and energetic sustainability. 42019SLC Public Lands Needs Assessment encourage reflecting on these development,it became clear staff has tackled increased responsibilities.Compared to that elevating Public Lands from r 'Si 7117 3 �„ a IliP 1 1 salt take we• om•^ M••'op n�pa�e � •�` ytty.. 111.4.. Ale a pon e ® 4,,, t h c 'r w rg cq�r ,:'rk saex j"..anhAwP Alk. 0 . _ `f.: .S♦:a."+v} International Center I r utlon M nryry' • rf bra - G •ark CeYnetery aL a�� -nereb _- �1 'F^ C-"y' 1, � t '......... �r —t kr mom . 1` f t °I �e,aPe,e ' � , 3 ry .Shg4y o, Poye _ Ptah N... _ -'._f r _ _-�a�—r t 'A 7 .........sons i p P k P.' iq are n AA 0 wel cncar,.� - t .fF ''• i ..i.. 7., , V X1t. '',�'` _ 4 $ugpy9tl*e` JI Go �c°° P,� �_ f 1. J y e r 4 s P zd ..— .. s sxy tr'9afk•;J.-• . -y ' • 'aYk .t.0 r i Do Celfom eAve y I®•3 t i f .�' � '114 +'. l _;,. . .- a .' ,•,p __ , ' \ ,,..��..((JJ !{ fi4Cs 1 Glenda•.ark s `°- - �'/ As. �., _ Parleys CanyoNMaMainlfelr' V l 21005 ¢loos .. - `'\ Golf Course Arm Map w o 0 iniTratl ll2 AMe Welk UahnceAlorg Etisfing iralsASlree6 0•roil Pssg, IDnin9PaitlenYalUvs Albwetl & ^" •• t�'` • b '• — niki^9Mnrar OM - _ azure ,� - • Aw�Nu.�mpr ' N Miles • .. City Staff caring for gardens along ►°"`rIIMIll ! the S-Line. .. . Ili. , . Figure 5:Needs Assessment Parks Gaps Map.Source:2019 Needs Assessment. Chapter One:Introduction 14 PLAN COMPONENTS RELEVANT PLANS The National Parks and Recreation Association(NRPA)defines a master plan as"a system-wide...comprehensive Reimagine Nature:Public Lands Master Plan sits within a larger planning document and process that include an internal assessment,community engagement,resources and data context of policies and city initiatives.The following list indicates the collection,and development of an implementation plan."'In 2019,Public Lands commenced data collection and purpose of these previous plans and their influence on the Public Lands analysis,research on international best practices and consultation with the public,staff,partners,stakeholders Master Plan and value alignment. and experts.The result of this work is presented in three parts listed below. 47 ." 4 » 1992 Open Space Plan 5 https://www.nrpa.org/publications-research/best-practice-resources/creating-equity-based-system-master-plans/ • » 2010 Salt Lake City Open Space Acquisition Strategy "IT IS THE /I » 2012-2017 Salt Lake County Parks and Recreation Needs Assessment SET OF THE ii, Survey SAILS, NOT THE SLC PARK AND PUBLIC LANDS . » 2015 Salt Lake County East West Recreation Trails Master Plan Review DIRECTION OF NEEDS ASSESSMENT (2019) » 2016 The Downtown Plan THE WIND THAT » 2015 Salt Lake City Pedestrian and Bicycle Master Plan DETERMINES The SLC Park and Public Lands Needs Assessment provides a » 2015 Plan Salt Lake WHICH WAY WE measurement of the quantity and quality of existing parks and » 2017 Salt Lake City Public Lands Strategic Plan WILL GO". natural lands. » 2019 Salt Lake City Parks and Public Lands Needs Assessment - JIM ROHN 's_ - » 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 RE I MAG I N E NATURE: Management Plan and Cemetery Master Plan. SLC PUBLIC LANDS MASTER PLAN (THIS DOCUMENT-2021) 3 .=::::•:.:: : i may. This ambitious,community-driven master plan is composed of a plant• . +o vision,values,goals and transformative projects that prepare us for w ray the enhancement and protection of our public lands over the next ''e. r'" ''x ' 20 years. i. • t PUBLIC LANDS • 5-YEAR STRATEGIC PLANS 0\aa, :....,!.- (UPDATED ANNUALLY 2022-2040) r 's -, , �L t. At • ray !S• • .,•,, . 34N t ?147 r � '• 5-year Strategic Plans will outline and prioritize specific strategies yk 1` •'' and actions to implement Reimagine Nature.These will be working • _ ' plans which are updated annually by Public Lands staff. .6 r L. d, 9 Line Bike Park. igi II Chapter One:Introduction 16 REIMAGINE NATURE SNAPSHOT SLC PUBLIC LANDS MASTER PLAN 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. E UITY% LIVABILITY ,- STEWARDSHIP SLC IS HOME TO OVER The master By 2050 our Our 86,500 trees, plan includes n n n _ n n nlac!: O - temps could rise including 7,000 trees in city golf courses, 199,723 community are anticipated to move to SLC of SLC residents who )II Q provide a cooling of people who speak 80 languages groups by 2040 which will require an responded to the 20190 summer temps by and represent a broad range community have been additional park space roughly Needs Assessment PW of socioeconomic backgrounds engagement invited to equivalent to Liberty Park. prioritize investments to v and cultural heritages. windows. participate improve existing parks, leading to in this I _�, trails and natural areas. poorer air quality. process. Salt Lake City's proposed O The2019 Needs Assessment Accessibilitygapsandtrailgapstrails,including expansion000 willhelpidentifypriorityareas. stillexistinallSLCplanningof the 9-line Trail,will add 3 / areas,and east west connections another 129.4 miles to the per year to-1"' 4630,0 of public lands across theare limited" system,the equivalent of clean upnuisance -- / of SLC population is made up ofcity assets are in fair adding another Jordan River graffiti. to oor condition. people who identify themselvesp i Parkway(the longest paved as Native American,African urban trail in the US). American,Hispanic,Latinx, Over the last Asian or Pacific Islander. Activatingactivities underutilizedsuch spaces with SLC urban forest hosts 20 years as outdoor education, SLC's urban guided nature walks \ e ,wildflowersI" forests have 4O and birding would increase park been in decline. Nearly City Golf courses service as the city grows. 17% of the maintain over 1,000 O acres of open population space.As the city O SLC public lands have opportunity to specie of trees grows,how can golf ��� -/�+. increase biodiversity of metro area renters are cost burdened. is projected grow as a community by adding more natural habitat like that support biodiversity to be 65 partner,serving more of all global species are at recent efforts at Fairmont Park Pond and improve air quality. Income barriers can limit the amount of and the Fife Wetland Preserve. leisure time and transportation options or older by of the city population? risk of extinction leading to people have to enjoy public lands. 2045. rapid biodiversity loss. 11111/4 Sources:Salt Lake City Public Lands Division,2019 Sall 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 Biodiversiry in the Urban Forest"by Alexis A.Givey,"Utah Forest Facts:Trees and Climate Change"by Megan Dettenmaler et.al.,"Salt Lake City Confronts Its Growing Pains"by Trevor Bach,U.S.Census,2020. Chapter One:Introduction 18 _,z A, % COMMUNITY ENGAGEMENT SUMMARY '_ , ` ENGAGEMENT BY THE NUMBERS it ' :. The Reimagine Nature masterplanprocess reached over 12,000 members of the community through digital and ENGAGEMENT WINDOW#1 I . . " 'n; 9 Y 9 9 . 1. socially distanced tactics(see figure 6 below).Engagement was conducted in two periods:Window#1,(2020) SURVEYS 4,455 - .- and Window#2(2021).Now more than ever,public lands contribute to the community's personal health,identity Public Survey 3,735 and civic ideals.The plan is a reflection of the community's vision for a bright future of public lands. City Staff Survey 85 T _ ._•, HOW WE LISTENED Intercept Surveys 635 The figure below shows one metric of how engagement was evaluated for how it was inclusive of representative POPUP EVENTS 2,320 demographic populations that reflect the city's current diversity.More information about the participation Ice Cream Social Distancing �' Snacks demographics and engagement methods can be found in the document appendix.Partnerships with the Trailside ,� \, _ . University of Utah College of City and Metropolitan Planning and on-the-ground,"intercept survey"efforts of Trail Intercepts V - Salt Lake City staff members and volunteers supplemented digital tactics to target engagement of typically MICRO-ENGAGEMENT EVENTS 47 Community Member participating in a Paint the Pavement engagement event underrepresented areas or populations of the city. Focus Groups at Poplar Grove Park. tilii !Jifilft 17 COMMUNITY PRESENTATIONS 260 Community Councils SURVEY DEMOGRAPHICS Boards And Committees a. COMMUNITY SURVEY 7 ADDITIONAL ENGAGEMENT WITH OVER 200+ '. \ L-= r—._-- COMMUNITY STAKEHOLDERS " ASIAN U°/0 2.2% 5.4% .a 0 0 ENGAGEMENT WINDOW#2 �. AMERICANINDIAN @o2Do �.$/o •4% ONLINE PUBLIC SURVEY#2 3,318 ,I BLACK L RKCANRICAN Oog��OO 1.4% 2.3% 4 STUDENT-LED PEACEMAKING EVENTS 69 HISPANIC/LATINO 13o10°Do 8.2% 21.6% 16 INTERCEPT EVENTS 582 NATIVE HAWAIIAN/ 0 �% 0.5% 1.5% COMM.COUNCIL PRESENTATIONS 260 PACIFIC ISLANDER eFACEBOOK OPEN HOUSE EVENTS 848 WHITE �//jc�(}� ° Spanish Views 195 Planning students from the University of 80. �0 C �O�/fl° 73.7/0 p Utah provided support to make targeted OTHER O 0 o English Views 653 community engagement possible.o� 0 2.4/0 3.4/o SOCIAL MEDIA POSTS PREFER NOT TO SAY ZOO°Do 7.7% 43 Facebook+39 Twitter+29 Instagram+4 Next Door a'. Figure 6:Reimagine Nature Survey Demographics. =115 Posts +' 3 EMAIL NEWSLETTERS To 7,907 People , g iik FINDINGS fi L • �,r0 ti i Targeted engagement improved the '' '� Total Engagement Window 2 5,077 '', , .,. diversity of survey respondents,with {° `0 `� Total En a ementWindow1 7,082 l ' • Engagement multicultural participation In survey two o' - Increasing an average of 232%from that !,.,' 1r- / ay ` 1� of survey one. Eli i c • f - 11ddddd —� � f Total Directly Reached �: AEINAAINE NATURE �� Reimagine Nature Engagement 12,159 I no —' 9Itrfek I Ice cream social distancing interviews. SIG P Q(Gfoi, P Figure 7:Summary of Engagement Activities and Community Reached. Community feedback at an engagement event in Liberty Park. Chapter One:Introduction 20 -rzzzz ZCOMMUNITY 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. Figure 8:Engagmenet locations throughout SLC. If Course 9 9 I a9 I.. Rosewood 0 O Westpointe Park ParkWatin Gtyreek JN ROSE PARK Tomahawk 0 Natural ,eb Natural Area 0 springs Area LOW PLACE Q &<,a,° Pak WHITEHQD O °R4�t @!Qlu'.I:Ck7 sTBh�a 0.;0 W 4n wn s CAPIT HILL T. AVENUES ARLINGTON HILLS and Drug © Bonneville 4 c Utah State g611YlGt 34t .m C 1 0Dog Para g shoreline Trail 0 i FAIRPARK Capitol Building® - O O ? x:tr ©) © memo? 0 ro N v Grove Park NV. . Downtown0 The Agricultural x University of /� Clty Creek Park University Living Park Q`s Q°Temple Square eb"v° Utah Hospital• �/ R°nwoodo :.t3iJ�.rheh ofUtih Room Trail 'V'° Dog O Q'.r. 0 LL A Clark Planetarium ,r,e, sr.,e, 11 {� Washi n Sunnyside Park _ Fred.&Da Rom a Donner © ® r. Natural Histon . .- Fife Wetlands square Park © Rotary Tali Park m E Museum of Utal i Pr serR! Glen RIO GRANDE B - m G$AE3'GhIv )Orden 9 8 UNIVERSITY C +�1 International O Park Liberty © Walsh Park 4 p.,°,, ....,",n.n Salt Lake y w.,."rrera (� Peace Gardens Bend In Park Ha:: © WRIGHT CIRCLE b1v� sws y CENTRAL CITY ' \/ LIG.T°'7 tie-River �rry���y�.�,n�, POPLr'GROVvk w DOD s :O ?'/ r,Il, - •,,v(e.y anzoten 4 © ©© O iw�,IRC V <as s emsT T EAST CENTRAL " r r AV H —_ 7't il, i3 O J GalLtt RIZ;Pith 1.1=ZEU 'I w .,was DODs o River DarkU �j� Bonneville Golf Cour c i_ © 4J o Q WINDSOR PLACE Q , �Jxt:R Pidey°i PEOPLE'S �.��/�� .� Trill Q FREEWAY Liberty Park YALE PARK `.J{^, a ix+W�+ L.<° a.9 Ines MOO -" irons In WEST TEMPLE �, Q ADDITION BONNLLS C �..1 L' y/'� HILLS �r FDlfrnOnt Park LIBERTY WELLS WEST GRAND r- atEli O VIEW M,__ y�uW1,-ryl ': L,c• _ ' U.' -. •,rley Histor iv ®Glendale Golf Course " Natur-Par< J CD zoo. e1005 _,ros WINFIELDQ Sugar j, 21( REDWOOD - WILMINGTON House Park ENGAGEMENT WINDOW#1 ENGAGEMENT WINDOW#2 ENGAGEMENT WINDOW#2 STUDENT&STAFF OUTREACH LOCATIONS STUDENT OUTREACH LOCATIONS STAFF OUTREACH LOCATIONS Chapter One:Introduction 22 .zzz ØCOMMUNITY ENGAGEMENT SUMMARY WHAT WE HEARD Ail STEWARDSHIP IDEAS The focus of engagement was The following pages show a _ '/ Source:2020 Community Survey 1 to gather community feedback selection of some of the responses r and input on the Master Plan received from the community • framework,including refined goals through the online survey,focus r and transformative projects ideas. groups and micro-engagement v_' �{ j I would volunteer to Encourage non-motorized Work with school districts events.The document appendix O a clean up parks,paint visitation.Supply and on biodiversity education It also served as a check point with , bathrooms,help with timely service waste and curriculum including includes detailed reports on the the community and stakeholders ---" trash and waste disposal I receptacles.Landscape hands on projects to give public engagement windows and 0 N, would also donate money with broad ecological our youngest citizenry a to verify that the Master Plan . their findings for more information. It' to groups that contribute goals,e.g.not just trees sense of ownership. was developing in the right to stewardship of the but flower and open areas direction,had community support, .. ` \, parks. that support birds and and provided an opportunity to y bees. contribute any important ideas F� that may be missing from the Master Plan. Community members of all ages provide their thoughts during a student intercept LIVABILITY IDEAS o ,Q4UJ EQUITY IDEAS survey event. • ua Source:2020 Community Survey 1tu\ 4 nn Source:2020 Community Survey 1 ® or ,31 Recruit stewards,rangers/ A fully integrated trail Increased accessibility for Add neighborhood More trails closer to hom1 Substantially improve tree ambassadors,and system through the city so all members of society, opportunities to spend so I and my neighbors cover in neighborhoods, volunteers from minority that folks can access trails along with native fauna time in water. Salt Lake don't have to drive to parks and natural areas communities near the regardless of where they that calls the space home. City is getting hotter other places(Millcreek, by 50%to compensate for public lands. are So more bike paths, summers and one of the Draper,Herriman,etc.)for human impacts." — ramps for wheelchairs, key missing public land trail running and riding — inclusive non-gendered opportunities for residents opportunities. Reach out and listen. Have signs displayed in bathrooms.For the wild is access to water for Specific place-based 2-3 languages. life,creating more pockets recreational opportunities. responses for acts of of space not meant for restoration,maintenance, human traffic or usage, and development. and planting more native Expand community plants essential to their gardens. natural habitats. Chapter One:Introduction 24 2,-,,,..-77-77-77,777 ØCOMMUNITY ENGAGEMENT SUMMARYITY TOP PRIORITIES Biodiversity,the environment,trails&maintaining existing amenities /////////////////////////////// were themes that emerged among survey respondents.The most chosen actions are highlighted below. COVVUNITY t ..,tl/ Q-What stewardship actions FUNDING INPUT IN °'* .' ;�k ' y would be most impactful to •Acquire additional natural areas << d , ;'- public lands over the next 10- Acquire lands adjacent to water THE PLAN '" 7>: x 20 years? "' ` • Invest in increased maintenance In addition to askingfor ideas With more than 4,455 surveys (select all that apply) Improve the City's donation around the values,respondents completed and roughly 1,000 Z process from Community Survey 1 were individual conversations,there , - .- - • Develop adoption programs,i.e., -. adopt-a-tree,adopt-a park,etc. asked to choose their preferred was abundant ideas and variety actions to increase livabiltiy and of perspectives provided by the g ( _;. DIRECT ACTIONS DAILY PRACTICES sustainability in SLC.These actions community to reflect in crafting • Create wildflower meadows • Support active modes of were integrated intogoals and this plan. - transportation g t ,r• • Incorporate more native,waterwise helped to craft the transformative plants in landscaping • Expand collaboration with non- Plant more trees projects found in the Reimagine profit organizations Nature Plan. • Expand public access points to trails • Host education events •Add or renovate aged restrooms, • Improve capacity to respond to playgrounds and other amenities environmental emergencies LIVABILITY TOP PRIORITIES Communityuring membtercepidingfeedback Create a Biodiversity Advisory during a student intercept survey. Committee 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. Figure 10:Sustainability top priorities,2020 Community Survey 1. Source:2020 Community Survey 1 • , `�� • Grow our urban forests 460/ ,� Sidewalk art survey advertisement. What do O you think _ would most • Improve the sidewalk and trail ` Jr.-`' ki t benefit the network in order to travel by ��`�(� 1 ;y ' livability of lZI bike and foot to public lands and ,yrt Salt Lake City and encourage everyday destinations like work 44c/0 Min ® / ` you to get and school ° ®N51UFE� -'y 4,,, �, t.outside more _ t ♦ r•often? • Invest in neighborhood public oM'AEFIr ®` ,� A. Pick your top 2) 0 EIMAGINED 'w';"e •ns i lands and amenities that Ili' encourage everyday use 42�0 ®' ORE r� ;\a4' JaiC.N6PP Survey advertisement posted at a �Z local laundromat. - (-711111r^ Figure 9:Livability top priorities,2020 Community Survey 1. Chapter One:Introduction 26 ...-„,-,,,..-7,..-7-77.-77,777 7 COMMUNITY ENGAGEMENT SUMMARY NEW IDEAS AND FEEDBACK TRANSFORMATIVE PROJECT SUPPORT Source:2020 Community Survey 1 Source:2021 Community Survey 2 Survey#2 yeilded responses from 3,318 community members rating their satisfaction with the plan vision "safety for marginalized statement,plan goals,and transformative projects.All aspects of the plan had community support with 82%of and over policed communities.for black " survey respondents saying they thought the vision plan was on the right track,and 87%agreeing with the plan and brown people public goals.Overall,all transformative projects had a combined satisfaction rate of between 75%-92%among survey spaces are not always safe — 11,4111 respondents.The community indicated they were most satisfied with projects centered on sustainability,with the (RIP Trayvon Martin,Tamir , . projects"Grow Our Urban Forest"and"Put Environment First"receiving the most selections for extremely and Rice,Darren Hunt and is many more).part of accessalit. somewhat satisfied.Note,some of the goals and projects have been revised in response to this input. for these communities , is assurance that they wont get shot or arrested 90% just for existing in public C—., spaces while being a 70% ■ 26% ■ ■ ■ 0 person of color.some sort Engagement event at1700 South Park. 27/0 of police and emergency ■ 65'/0 ■ 33% ■ 31% service outreach to ensure More emphasis on "I think the vision 50% • 540/° 52% this message is heard making areas bike and statement should include would be appropriate:' bus friendly and reducing explicit language on 30% the need to drive to climate change." parks." to-, * v 4. ,I; JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET MEAT THE CAN YOU "Since more people FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER t REIMAGINE are using the outdoors, THE LAKE PARKS YOU _ �. NATURAL LANDS? ' " education on how to treat and take care of it is essential." 90` �' 0°, 21% ■ ■ 20% if r. �,�: 71% 24% ■ 70% + 260 I .., 50% ■ 57% ■ • AEIYAAIME S� NATURE 30% ^��" /�,,. , /. • 10°, o .r;� • . _ TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT 4 s 71", STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT N'No*, " _ OUTSIDE FIRST Trailside snack bike trailer advertisement. S ATISFIED ATISFIED . SOMEWHATSATISFIED S Figure 11:Graph of transformative project satisfaction ratings,Source:2021 Community Survey 2. Chapter One:Introduction 28 ,..-",-,,,..-7,./77.-77,777 ØCOMMUNITY ENGAGEMENT SUMMARY ............................... COMMUNITY TOP CHOICES TRANSFORMATIVE PROJECT URGENCY AND IMPORTANCE PRIORITIZING FOR OVERALL Source:2021 Community Survey 2 TRANSFORMATIVE IMPORTANCE: PROJECTS 1. GROW OUR URBAN FOREST - 97% Survey respondents were Public Lands and improving the 90% asked to rate both the urgency local environment with natural 2. PUT ENVIRONMENT 70% and importance of the ten amenities. FIRST - 95% 39% transformative projects.These 50% 42% 49% 48% 46% 44S 41% These projects also were 3. REIMAGINE 0 q3q, 49% 40% 45% questions were designed to gain 41% 39% insight into community priorities viewed as significant and held NEIGHBORHOOD 30% 41% 51% 23% 5425% high support with focus group89% for each project,highlighting PARKS 10% 15% 19% which projects should happen participants.Overall,the question • responses show that all projects JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE right away and which projects FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER are valued by the community. should be prioritized because they THE LAKE PARKS YOU are the most impactful and provide When combining the selections for TOP CHOICES FOR value. medium urgency and very urgent, 90 the 10 transformative projects OVERALL URGENCY: 26% 22% 22% When comparing urgency versus were selected by between 56% 1. GROW OUR URBAN 70% 68% 71% 72% 73% importance,two projects stood out and 94%of respondents as being FOREST - 95% 50% 42y, significantly.Put environment first urgent.The combined selections 42% 44% 41% 40% was ranked the highest by survey for project importance show that 2. PUT ENVIRONMENT 30% 40% 45% 39% 35% 40% respondents in both categories, the 10 transformative projects FIRST - 94% 19% 25% 10%with 73%ranking it as very were selected by between 70% important 72%ranking it as very and 95%of respondents as 3. REIMAGINE TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT urgent.The next highest-ranking important. NEIGHBORHOOD STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST project was grow our urban PARKS - 87% ■ VERY ■ MEDIUM VERY MEDIUM forest,with 71%ranking it as very URGENT URGENCYIMPORTANT IMPORTANCE important and 68%ranking it as 4. MEET ME AT THE very urgent.This again reinforces RIVER - 83% the community's desire for using sustainable principles in managing Figure 12:Graph of transformative project urgency and importance,Source:2021 Community Survey 2. Chapter One:Introduction 30 VISION FRAMEWORK CHAPTER FOR NATURE ,,,r , REIMAGINE NATURE MASTER \ \ PLAN VISION f i /" SLC Public Lands Master Plan vision proposes \ big ideas to transform and sustain quality . ' outdoor spaces that are welcoming, safe, ;,v. F.; and walkable; ensuring people, wildlife and 1,r ..vy, ' r ecosystems benefit from fair investment of Salt lL. `' ~• 4.*,.,'+• r L�-r f �� v �,r - Lake City resources over the next 20 years- .. if j'�t n► s �, .t. , 11 • •• 11 • •nrylv...ul nf..w'1•.w�n •11 l •/ 1• li li Public Lands maintains some green spaces `.. y - - within public roadways and transit stops. 32 y,�;�11�1 ;s �f N :nq • xa. ./ J '.7. tt! i �Q -- `��a a . ,i_ VISION PLAN ,, ',p�f��\„ 74 '�� �` ' '' STATEMENT. VALUE • •u\"'\ .. l . •� C b. „y\ Reimagine Nature SLC Public .,,,��� ��� i \ ��bYr1fU: ; Lands Master Plan vision proposes ^.w !D�`j�, '' ,%i big ideas to transform and sustain /% ti ✓ �,t � ' ' 1 ' • �vV. 4..4, �• : . ° quality outdoor spaces that are :4 ''''.n .�NYMi/i• ��� 4N:1 'V` lit L- welcoming,safe,and walkable; .,..„, , �_� _' b,QC' ensuring people,wildlife and ; ;, - > STEWARDSHIP EQUITY • ' �� " ecosystems benefit from fair STEWARDSHIP,or �' ' - — taking EQUITY,or includingdiverse &Belonging."We are investment of Salt Lake City care of what we have,is voices in the master plan committed to listening to the resources over the next 20 years. investingin the renewal of process and priorities, realities and perceptions of our existing city parks,urban aligns as a citywide access to public lands from forest,natural areas and value emerging from the all sides of Salt Lake City to WHAT trails.Stewardship inspires roundtable discussion on help guide next steps for a VALUES us to preserve habitat so "Geographic Equity,Inclusion, more equitable future. plants and wildlife can thrive Skating at Jordan Park. GUIDE and be resilient to impacts _ of climate change like rising pot E.ronment OAC SVSjq/4, ' '...\4 6 ' THE PLAN? temperatures.Potential actions could be planting /°°se "° ° , ' -' The VALUES that drive the way the tree groves in city golf °� 7` �' '� j ? • Public Lands Department achieves Q. �'° / , °, \'. , .4 ,..,,Y . s. plan goals is through a work ethic: courses or adding butterfly Q gardens to city parks. Pv ° a ° ... , y� "41 t , •' » that grows a culture of 00 ° °�, "" " .F STEWARDSHIP to protect vOiii ° r ' ,a wildlife,trees,mountains, \ if i 1,1 • • lakes,rivers and scenic views; 4 EV, " • Epwn, .. t `�lr, am 3 0 �' rrr » that improves LIVABILITY in x D SLC in the face of impacts of o - _- 6 r • climate change and population LIVABILITY 0 t ?. growth;and '� ` �;' Z » that provides greater EQUITY LIVABILITY,or maintaining o �% f - I (f0W m ;- \� p in the way the community has SLC's quality of outdoor " STEWARDSHIP —� • --1 t 'n` .+,its! + t '` .�. i i'. p 3 l, ; access to close-to-home,high-K - life,inspires us to provide P �� quality green spaces. -g '' ; more services to residents a i ! r I a\ r'y_N r s e 16''s I S f • i•b The plan values are integrated as the city grows.We �� a� - .` r i.t-, ,, j T i .* , � ° * ,f. ' into each goal and transformative can collectively identify �0 • ill , / IV .. 1 �.1 V ;-,f ,i:•• t 4, s, . 4 project. opportunities to use our• dd.� •da • • ep� ii•' 47!�"4•' r` ; " ~per city's parks,golf courses, °•0 °°a 6 / ;. -;. r ( school yards,natural areas edPo° o 1 . �y + i -" F,k` ''""°N,I. a of o005 6olwoo" .'\'dQ frt. .1'� i and streetscapes to increase ��M• y f,� I , P Y" 11 ' public access to nature,trails, 3Woo p ,. '; Figure 13:Value Lenses r r ; A ,i ,;.-e .t . sports fields,andpublic ` �A,:_ �,.• r, Relationship to Goals .h'' ' '-'y gathering places. Diagram. i Mountain biking on the Bonneville a' Doi Shoreline Trail 34 . . b. )1;a. ....--,-7-7,.....-7-77-77....-777,..- - „ , 1, - ,x-, 1 • • . s s f: s U S TA I N : t a . or a g ENVIRONMENTAL HEALTH ;A o ,�4�.t. AND SUSTAINABILITY GOALS.-• Reimagine Nature Master Plan ...a �..c ,, ate:. " GOAL STATEMENT: TOP STRATEGIES: PROGRESS has five main GOALS of what the ___ �___ M T Public Lands Department is aiming - _ _ --- E I R GS: to achieve over the next 10-20 . it"''-. f = • +'_ Public Lands will continue to be on S1- Position Public Lands to S1-Metric:Percent of occupied years: ,4._ - ----11( the forefront of environmentalism, increase the ambition of Salt Lake tree planting sites. 1. Sustain:Environmental Health �_ 3 employing sustainable operations City's climate resiliency goals. Goal:90%occupied by 2030. and Sustainability • - - practices such as conserving f - People enjoying the spring water water resources for greater S2-Position Public Lands S1-Metric:Percent of urban forest • . pond at Liberty Park. as the City leader for driving trees pruned annually. 2. Connect:Accessible and resilience to climate change and Connected Green Spaces - T 'r "` _ making significant contributions to improvements in human and Goal:10%of trees pruned annually an equitable and healthier natural ecosystem health. by 2030. 3. Welcome:Active,Authentic environment such as increasing S2-Metric:Species biodiversity and Inclusive Places tree cover that improves regional by site. 4. Protect:A Commitment to air quality and provides bird Goal:Demonstrate a statistically- Stewardship rW111-11 habitat. significant increase(>0)in species biodiversity on all Public Lands 5. Grow:Expand our Public (except mini parks and special use Lands System ; - fri- __ - parks)by 2030. \ 0 Atirirr., l ' 911h. cs Ili , It _F,. „,,,,,._.„„,-„,,,„„ -,01/4 1 , t__, .., k /���....., , 11._ • . n ►f? ♦ _ . - 'ama _ I c _ 1_ s • *a �r Mural in the Granary District. y.. 36 L�4 1 +[" p-i al '-41' '_ _�.' +fit CON N ECT: WE LCOM E : le ACCESSIBLE AND CONNECTED s�• ACTIVE, AUTHENTIC AND GREEN SPACES It'tf ��// INCLUSIVE PLACES GOAL STATEMENT: PROGRESS GOAL STATEMENT: TOP STRATEGIES: PROGRESS Well-maintained,welcoming trails, METRICS: METRIC: streets,public transportation,and Cl-Metric:Percent increase in of parks,natural areas and golf Ideal parks are actively used W1-Design and program W1-Metric:Annual total number sidewalks are interconnected as social media followers across courses by 2030. by the community,inclusive for Neighborhood Parks to highlight of community-led programs in the city's circulatory system.This Facebook,Twitter,and Instagram. all ages,abilities and cultures the unique natural,historical, Neighborhood Parks,by planning system connects pedestrians, Goal:500%increase from 2021 C2-Metric:Percent of parks that and strive to be authentic,or cultural and economic identify area. cyclists,and riders to the city's baseline by2030. have received an accessibility reflective of the neighborhood of the surrounding area and Goal:At least 300 community- green spaces and outstanding audit*. and community's culture.Parks community in which they are led programs in Neighborhood natural landscapes of Salt Lake Cl-Metric:Percent increase in *identifies accessibility barriers,a departments across the country located. total email addresses in Constant means to remove the barrier,and Parks in EACH SLC planning area, City's Public Lands:mountains, struggle with balancing limited annually,by 2030. foothills,valley,wetlands,and Contact(or equivalent)platform. a transition plan for budgeting, resources and many priorities with W2-Support active programming lakes.The City will continue Goal:500%increase from 2021 planning and implementing the achieving these ideals.For cities, that brings people out to their baseline by2030. barrier removal. W2-Metric:Percent of to enhance these systems and there is also a growing awareness parks for art,events,programs, respondents to annual SLC increase connectors to include Goal:90%of SLC parks have of how green space has historically recreation and community.This Cl-Metric:Percent increase in Resident Survey who report everyday destinations ranging received an accessibility audit by been provided and maintained for programming should be diverse average monthly website visitors visiting a city park or natural land from the daycare,library,grocery 2030. different neighborhoods.Cities and adapted to represent the per year. at least weekly. store,pharmacy and museum. are collecting data and stories to community culture and encourage Goal:500%increase from 2021 C2-Metric:Percent of parks Goal:Increase percent of residents This adds convenient connections baseline by 2030. that have fully implemented the document the historic inequities in creation of social connections. who visit parks or natural lands at to walk or ride along a greenway, the quantity and quality of green removal of accessibility barriers least weekly by 2%per year,with adding steps to pedometers and Cl-Metric:Percent increase space(e.g.,nationwide studies identified in an accessibility audit. at least 60%of residents visiting a enriching health and wellbeing. in average monthly attendance have found that lower income park or natural land at least weekly 50%of SLC Regional, to community events by PL urban areas typically correlate with Community,Neighborhood, by 2030. administrative team less tree canopy,less accessible Special Event and Mini Parks have TOR STRATEGIES: Goal:500%Increase in fully implemented the removal of green spaces and lower quality community event attendance by amenities).The Public Lands identified accessibility barriers by C1-Connect people to information PL administrative team,for all Department,in alignment with 2040. about their park system. Planning Areas,from 2021 baseline the mayor's 2021 citywide vision, by 2030. C2 Metric:Percent of residents is committed to looking at top- C2-Increase the ease of access within''/a mile of a park,multi-use down and bottom-up community- to public lands,making it easier to Cl-Metric:Percent of properties trail or natural land. driven solutions to welcoming travel to,between and within them. with multi-lingual signage Goal:95%of SLC Residents live more people.The department will Goal:Signage includes Spanish within''/a mile of a park,multi-use strive to reflect the diverse culture language information at 90% trail or natural land by 2040. and history of Salt Lake City neighborhoods in the tapestry of parks and open spaces. Chapter Two:Framework 38 , J PROTECT: GROW: �'� i A COMMITMENT TO STEWARDSHIP 041 EXPAND OUR PUBLIC LANDS SYSTEM - , )II , , GOAL STATEMENT: TOP STRATEGIES: PROGRESS GOAL STATEMENT: TOP STRATEGIES: PROGRESS METRIC: METRIC: Salt Lake City's urban population P1-Ensure iconic,irreplicable P1-Metric:Acres per funded As the Salt Lake City population G1-Be proactive and strategic G1-Metric:Number of parks with is growing.The Public Lands assets are not lost or rendered grounds maintenance employee increases,our public lands receive about growth of the Public Lands annual visitation estimates based Department will balance less valuable due to neglect, full time equival(FTE)for parks by more visitation and work harder to System. on data from automated visitation providing safe green spaces for destruction or development. park type. reduce negative impacts of more G2-Overcome difficult obstacles counters and/or point-in-time the public while also protecting P2-Leverage the power of the Goal:No more than 15 acres per "footprints"on our landscapes and to growth needs through creativity counts. iconic,irreplaceable natural community to help steward SLC's funded grounds maintenance FTE public amenities with increased and through leveraging external Goal:Annual visitation estimates resources that keep the city Public Lands. for Regional Parks,Special Event maintenance and renewal. assets and resources. for 75 parks by 2030. wild.Stewardship demands Parks,and Urban Natural Areas, Providing the amount of public areprofound:diminishingproperties in relation to population G1-Metric:Number of and no more than 5 acres per p p p p needs is increasinglyrespondents to annual public environmental health,increasing funded grounds maintenance FTE growth need for visitor management, challenging in a cityreachingopinion survey for Public Lands. g for Neighborhood Parks and Mini g g increasingmaintenance demands, maximum expansion build-out with Goal:Three-year running average Parks,by 2030. p increasing numbers of unhoused limited opportunities to aquire s equal to or greater than 2,000 using open space as refuge, P1-Metric:Park and natural land large natural areas or small parks respondents by 2030. and increasing costs to provide acres acquired. in areas of dense development G2-Metric:Number of active, infrastructure and services to a Goal:Acquire at least 94 acres of with high land prices.City formal partner organizations* growing city.In the Public Lands' parkland,60 acres of urban natural departments and partners work *Organizations with active domain,the Department will lead lands,and 150 acres of non-urban together to provide green space partnerships agreements the stewardship and care of urban natural lands,by 2040,to maintain and recreation opportunities in our (approved by attorneys office& green spaces.The Department will 2017 level of service. rapidly re-developing downtown. fully executed). seek out opportunities to partner P2-Metric:Number of volunteers We innovate and make smart use Goal:Thirty formal partnership with advocacy groups and schools engaged&total number of of the public properties we have, agreements are active by 2030. to educate on how the public can volunteer person-hours annually being strategic with our resources be stewards of the land and learn Goal:Increase number of and creating funding sources to its history. expand our urban forest,trails, volunteers engaged&total number of volunteer person hours park system,and natural areas. by 10%annually,and by 250%by 2030. Chapter Two:Framework 40 TRANSFORMATIVE Z PUT ENVIRONMENT FIRST CONNECT MOUNTAINS TO THE f 0 5 REIMAGINE NEIGHBORHOOD PARKS N Z PROJECTS LAKE u a Cultivate more biological diversity and 00 it Transform parks into vibrant community spaces Ten Transformative Projects were identified conservation in city parks,urban forests, U Complete missing links in regional trails and 3 that empower residents to contribute to their through the engagement process to achieve city golf lands and natural areas. invest in greenways to enhance nature and neighborhood identity. plan goals and heighten Public Lands'impact creeks within the city. on the city's livability,equity,and stewardship. The projects are transformative as they 2 will require great effort and/or and shift in L JUST FIVE MINUTES FROM HERE GROW OUR URBAN FOREST will COMING SOON TO A PARK NEAR YOU Public Lands operations to achieve.The Expand awareness of how to be a steward Transformative Projects are organized by the Make it easier to find and explore nearby Help our parks,large and small,come alive with of our urban forest in all publicly-owned trails andpublic spaces to expand goals and chapters they are most emblematic parks, p p activities and events throughout the year. of,however each project supports multiple landscapes including city parks,street the public's experiences in nature and build plan goals. medians,city golf courses,riparian areas stewardship principles and practices. and natural areas. 7 REVIVE OUR RIVER u Q Z REVIVE PUT JUST FIVE SUSTAINING GROW OUR CONNECT .. Invest in projects and maintenance along the 0 OUR ENVIRONMENT MINUTES OUR URBAN MOUNTAINS cc Jordan River Parkway that will promote equity, l7 RIVER FIRST FROM HERE STORIES FOREST TO THE LAKE a access,scenic beauty,diverse recreation,and W healthy ecology along the parkway. cc 8 SUSTAINING OUR STORIES _1Reveal past and present stories from our Q WELCOME TO DOWNTOWN COMING REIMAGINE O THE GREEN COMES SOON TO A NEIGHBORHOOD diversity of experiences that have shaped _1 ALIVE PARK NEAR PARKS this valley,giving focus to underrepresented OUTSIDE YOU and indigenous people.Express these stories A through landscapes,structure,placemaking and A y• A 1 fie' art. I p DOWNTOWN COMES ALIVE 9 OUTSIDE .., 1 r' Increase the provision of green and active �C`/� ® fir` spaces downtown that will contribute to „.ii livability,inclusiveness,and economic vitality. r • WELCOME TO THE GREEN • Invite appropriate alternative use of our / 104 public golf courses for greater benefit. Figure 14:Ten transformative projects for Reimagine Nature. Chapter Two:Framework 42 SUSTAIN : _, ENVIRONMENTAL HEALTH & CHAPTER SUSTAI NABI LITY AL e. t.lb:#14 . : , roo, {{�'' z '' . e'' ,faw•' . -'40 GOAL STATEMENT doli, `w� ; _., ; :,- 0, ,,. ��. : • Public Lands will continue to be on the sfir . 4 forefront of environmentalism, employing * �Via,j� '7/�";. 'te ' a twy, , :,� .- sustainable operations practices such as j ;,0•-4 f �s .4, ,e,,�.� conserving water resources for greater tot r,...„, :, ,,.,;47 , � .,Y„ ;., resilience to climate change and making :, . $,. ;<ti. - • • ', .,,, �, significant contributions to an equitable 0 ;` ; �:" r and healthier natural environment such as twt 1"..Y , • • I- ' �' +I ., ., --� 00 '44? ;4 ,0 increasing tree cover that improves regional • • 4 g p g �� i /44', s .�y ' :07,00, ,,,,o yrt air quality and provides bird habitat. '-.."'"*"C/. As<e)freor 4' ,, ff' ,;I:l.1.:-'"-4,11#1-"' fit'':74"4:4014.007 17:i?"1491411:, . ' ' '..' 49. 7 . . ' - ... — .VV011,01e,?,,, 1:: • iii,00,,, ., -fop • ,s":- -P,AIe . se A` 7, 00,0414/ ',-;",;" ,,,e Ast .,,, .,-.4.4044,• f ' 4, .:40,6:,. .., .4"."1:. 4, ,,,f 4341,4>y,(40,,Vel, ',O.' 0 .00, 40#4*-. . : '''.4 ' .' ' . , ..,,g,. . . Ai^ >oleo,a, ,144.04, Of. ..:, ii—i ;.;;i4.3,-01 '• NOStk# ' .'' ,dt, 41* ' : '4;0: 44":4491/ .004,14,1,:„13.,e,, ..e4:10.,;",":I':1-*.'1:-, '1 .. „.. '• • ry . U ii,• . 1. 1411r' III L-. ' � r AFI -,illl ' ' `!r '_..li 1 I 1 '.. i i• 1, 1 __i --•._ `.�e+:...w - _— •- •- yl. �. K'a$S4 z' The urban forest is aging,requiring .Y .,i. 4 ;�, .. -� +• regeneration to keep SLC shaded and • .�', - " '''y�'+;•, ,p .� �- *`Y cool while rovidin critical habitat 44 Ad �# .,., r n p g _ ---i Vim n- { .•S -r ...'1y i/ k:A� r '. R /0 SUSTAIN: ENVIRONMENTAL HEALTH & SUSTAINABILITY "In nature nothing exists alone."-Rachel Carson,Silent Spring "ENCOURAGE ENCOURAGE NON-MOTORIZED V I S I TAT I O N 4 TO REDUCE CARBON EMISSIONS." ENVIRONMENTAL of extinction in the foreseeable is essential(e.g.,accessible trails, CHALLENGES future worldwide' Locally,Water community vegetable gardens, S Strategies for the Great Salt Lake2, playgrounds,urban forests,water- FACING S LC reported a historical decline in efficient irrigation systems,etc.). "LANDSCAPE LANDSCAPE WITH PUBLIC LANDS lake water levels due to human For the SLC Public Lands system, The idea of sustainability as we development,water use and the 2019 Needs Assessments found ECOLOGICAL GOALS // know it today evolved out of the sustained drought.Maintaining that 63%of those types of assets environmental movement in the water in our creeks,the Jordan River are in fair to poor condition. THAT SUPPORT BIRDS 0 mid-1900s.Implicitly,our ability and the Great Salt Lake is essential to sustain environmental health to protecting riparian habitat critical DESIRES AND AND BEES." relies on our understanding of to local wildlife and migratory OPPORTUNITIES FOR landscape ecology:relationships birds along the Central Flyway.At SUSTAI N between all life,great and small, a citywide scale,recent studies The opportunities to think globally on our planet and the cultivation aiming to project the impact of about climate change and act BEAUTIFUL PARKS DON'T HAVE TO BE THE of natural cycles that bind these climate change found that by 2050 locally at the scale of SLC's Public COLOR GREEN. THE FUTURE WILL BE LESS relationships.For Salt Lake City's Salt Lake City's temperatures could Lands is critically important to Public Lands,the cycles that bind rise ten degrees and feel more like the community.With over 12,000 WATER. XERISCAPE CAN BE BEAUTIFUL us to the environment(landscape) Las Vegas today.'Within Public participants in this master plan AND ECOLOGICALLY SOUND." -COMMENTS FROM THE include our recreation activities Land's territories,Salt Lake City's 2021 PUBLIC SURVEY y effort,many provided suggestions that provide physical and mental urban forest has been in decline on how to sustain and enhance wellness to our community:hiking over the last 20 years.'With recent Public Lands'environmental . in the Foothills Natural Area, studies citing our evolution into health.The project survey saw enjoying the scenic views of our an"indoor species,"spending only 90%of respondents ranking two city golf courses and natural lands, minutes a day outside,the physical transformational projects that are or commuting to work under the and plant-based infrastructure emblematic of the Sustain goal, shade of the urban tree canopy. that welcomes us outdoors so "Put Environment First"and"Grow that we can connect with nature Our Urban Forest,"as their top The environmental health andr priorities in terms of urgency and : i scenic qualities of these landscapes 1Alvey,A.A.(2006).Promoting and preserving , are threatened with global and biodiversityin the urban forest.Urban importance.Supporting ideas /1 Forestry&Urban Greening 5195-201.https:// that resonated with manyin the local stressors.The rapid loss of doi.org/f0.f016/j.ufug.2006.09.003. 2 Clyde,S;DenBleyker,J;Harding,B;&Clyde,S community are displayed in the 1 biodiversity(or richness of different (2020).Water Strategies for Great Salt Lake. 1 ! 3 Bastin JF,Clark E,Elliott r,,Hart S,van den quotes on the following page. \�1�I'I�1ll types of plants and animals)is a Hoogen J,et al.(2019).Understanding i i\ ` climate change from a global analysis of - I 11 i f global phenomenon.It is estimated city analogues.PLOS ONE I4(10)e0224120 dl� I g https.//doi.org/10.1371/journal.pone0224120. �I, �� �� ������1�) �II k that possibly half or more of all 4 Dettenmaier,M;Kuhns,M;McAvoy,D;&Unger, IIIli'lli �� �t111������� �I �I B.https://forestryusu.edu/files/utah-forest- 5 https://www.sicdocs.com/parks/ ! ,� !l i! i 1� I � ( IIli�i iII �II I V /Current S ecies could be at risk facts/trees-and-climate-than e. d( SLCPLNeedsAssessment.df I )I I I 'IP g p P I 01 1 ,1 1 ,,11,�1 N� 1 ,t 1 11i1 �I il Alut,i,i01I11cl ol,,k ��111 /I�,�i i, �IIlI � ! a1� f11pl �d�' i � �C�1„�,1i�11 �I ,fie �'� I I���,JI I tl I oltoll t.,��, ��� II b I11I'l �,�0 Q i,I� I��� III ��' ,(� i�� lift, Chapter Three:Sustain n�! i II I I 1 P i 4 rl,ill d ,il�l;,m III 'i, 1. I , i �il 1,,1I�, II��'I , I,�� iI t I Iai� !I:, i li Ilil h� !1 II � , ,,0I 1 l 'I� 1' �' Al I ' I o it i, I ��!41��� �i 1 I ! i� I I' i1�11 ! I i' /0 SUSTAIN: ENVIRONMENTAL EQUITY ANALYSIS HEALTH & SUSTAINABILITY POPULATION AND ENVIRONMENTAL HEALTH -a7��11,4-:. klit I EQUITY & LEGEND �•'t ' . _ ,. according to research conducted 4 r ENVIRONMENTAL by University of Utah? . HIGHEST CAPITOLell- 1 Ir EQUITY PRIORITY HILL JUSTICE Parks and open space create 11 1 __ 1 J . VERY HIGH / 1 NRPA's Story Map"Equity in Parks an opportunity to address these EQUITY PRIORITY , and Recreation"highlights how inequities through environmental all i U HIGH I },. governmentpolicies"increased improvements that create more . EQUITY PRIORITY 01 xy" • NORTHWEST CR local park access for some,while equitable access to nature and MEDIUM f�` significantly limiting it for others, provide benefits which lead to . EQUITY PRIORITY ,�llJ4 r I especially by income,education, greater health outcomes.The 2019 LOW •• • •�,1� • ITS • - race and ethnicity. Policies such Public Lands Needs Assessment' EQUITY PRIORITY :.M1:.. AVENUES as segregation,racial covenants took the first steps toward r. VERY LOW • and redlining have formed understanding equity in access to EQUITY PRIORITY i- ■ •, • , . marginalized and historically nature by identifying high needs 1.0 PARKS AND NATURAL _ underserved neighborhoods areas which mapped factors such . LANDS �� y which suffer greater environmental as gaps in park access,age,and SALT LAKE t • inequities from industrial pollution income.This assessment can GOLF COURSES • EAST and lack of investment. be expanded upon to highlight • BENCH communities that continue to CEMETERY �_ •, Today these communities experience environmental inequity. EXISTING TRAILS CENTRAL continue to experience inequities C. MU"'TV formed by policies of the past. Figure 15 Equity Map was created • UTA TRAX STATIONS (COLOR SHADE —I/ yM Research demonstrates that combining environmental and INDICATES EQUITY M1 SUGAR PRIORITY) HOUSE such neighborhoods have demographic maps of equity less tree canopy,higher urban disparity indicators to identify Socio-Economic Population Environment temperatures,less permeable priority areas for provision and The Highest Equity Priority Areas (darkest green shade)depict the N ground to absorb stormwater,and improvement of parks,natural greatest number of these indicators a, CDC Social Vulnerability US Census Bureau EPA Environmental Justice are concentrated in this location. greater levels of air and noise areas,and trails.The indicators 0 Index (2020 Census Index • Below Poverty • Aged 5 or Older who Redistricting Data) • Air Toxins Respiratory pollution.In Salt Lake City,park can be weighted by importance to U • Unemployed Speaks English"Less . Population Density Health Index and trail use during the pandemic prioritize investment in locationsLI Household Income than Well" No High School • Multi-Unit Structures TAZ Population CDC Places Health Data increased by most demographic that advance equity goals. z Diploma • Mobile Homes Projections for 2050 • Poor Mental Health 0- • Aged 65 or Older • Crowding (WFRC) • Lack of Physical Activity groups but decreased among older Q AgedYoungerAreas of Population• 17 or • No Vehicle adults,females,homeowners, Civilian with a Disability • Group Quarters Growth Projection NLCD Tree Canopy Cover and low-income households } • Single-Parent • Low Percent Tree 7JAPA 2021"Who visited parks and trails more F Households Canopy or less during COVID-19 pandemic,and why? 5 • Minority Garcia,Ivis;Park,Keunhyun;Keuntae,Kim. 0 W 6 https://storymaps.arcgis.com/stories/5727e400 8 https://wwwslcdocs.com/parks/ 846t4c559bf0440dc5a21f7f SLCPLNeedsAssessment.pdf Figure 15:Equity Analysis Map. Chapter Three:Sustain 48 /0 SUSTAIN: - ■ STRATEGIES & "-4 " 4 :�I* POLICIES OVERVIEW =- • ,- -.- .-:- 104, ..."-;001111pIlmob't1 PESTICIDE ,�— FREE PARK.., '" The following recommended keystone,transformational of Salt Lake City's quality of w """• �/ strategies and policies are high- projects to support the overall goal life for humans,plants and level guidance for Public Lands of sustain.Working in tandem with animals.Additional detail for operations and maintenance the overall strategies and policies implementation is provided in City of Reno pesticide free Xerces Society low-water Pima County native plant program parks program. pollinator gardens on golf and nursery. that direct how Public Lands in this table,these projects root "Chapter 8 Action Strategies"of courses. will achieve the plan goal of the 20-year vision with on-the- this document. Photo:http://wwwourtownreno.com/ https://webcros.pima.gov/cros/One. keeping-reno-rod/2020/4/t6/robb- aspx?pageld=220052 sustain over the next decade. ground improvements that will Photo:https://wwwgolfcourse,odustrycom/ p dunmore-renewing-a-charge-to-get-repo- article/habitat-for-humanity/ truly-pesticide-free The community identified two contribute to the sustainability CASE STUDIES SUSTAIN: HIGH-LEVEL STRATEGIES AND POLICIES SUPPORTIVE RESEARCH Strategy S-1 Position Public Lands to improve Salt Lake City's climate resiliency goals. FINDINGS Supporting Create a Climate Resilience Plan which establishes environmental metrics combined Parks and public lands throughout •The Xerces Society published The program's nursery propagates Policy 1.1 with robust data collection and monitoring to guide adaptive management that designguidelines in theirplant material forpublic projects, //) benefits climate resiliency. the country are increasingly 9 P l focused on"green/sustainable" report Making Room for Native serving multiple County Supporting Emphasize water conservation and stormwater management in Public Lands capital initiatives and practices and Pollinators on Golf Courses.' departments,while providing Policy 1.2 projects and infrastructure upgrades. Once established,xeric pollinator volunteer and educational17/ are expanding their roles in Supporting Develop an Operations Management Standards Plan which continues to reduce the addressing ways to mitigate plantings require less water than opportunities for residents. Policy 1.3 climate impact of Public Lands operations through efficient practices,equipment climate change.The following are turf or traditional horticultural upgrades,and staff training. •The Gund Institute for Ecological some study findings and examples plantings. Strategy S-2 Position Public Lands as a City leader for driving improvements in environmental for SLC to consider. Economies at the University of health and environmental justice. •As part of an overarching Vermont calculated that$1 of Supporting Develop an Urban Forestry Master Plan that will increase tree canopy across the •The City of Reno,Nevada has Sonoran Desert Conservation Plan, investment in public lands returns //i Policy 2.1 city,with a focus on equitable distribution of tree cover. formed a pesticide-free parks Pima County,Arizona created a 100-fold in natural benefits. Supporting Increase the scope and capacity of the Native Plants&Biodiversity Program and program,implementing best native plant program to preserve Policy 2.2 incorporate biodiversity and native plants into every compatible city project. practices in maintenance and biological heritage and mitigate design to reduce the use of damage to the local ecosystem Supporting Collaborate across jurisdictional boundaries to restore the quality of SLC's land, caused byurban development. Policy 2.3 water and air. pesticides.It has successfully P created ten pesticide free Supporting Prioritize investments to address equity and environmental justice as guided by neighborhood parks and two Policy 2.4 equity mapping,such as Figure 15 Equity Map. sshepard,M.l2o02l.https://xerces.org/sites/ pesticide free downtown parks. default/files/20t8-05/06-00t_02_xercessoc_ Making-Room-for-Native-Pollinators.pdf Chapter Three:Sustain 50 Transformative Project CULTIVATE MORE BIOLOGICAL DIVERSITY AND CONSERVATION IN CITY PARKS, URBAN FORESTS, CITY GOLF LANDS AND NATURAL AREAS ` k-/1, 1. PUT ENVIRONMENT FIRST }I ■ Projects Include: •• Increase landscape hosting education through planting native ; *,�••i`f; "�1 resiliency to climate and engagement on and pollinator friendly ,, . ``... , �� I w change by reclaiming environmental practices. plants and includes :. • , degraded landscapes volunteer and educational 1 • - ' ` with beneficial opportunities operated 1 t • *' • Create a Public Lands pp p plants,adopting native plant farm for plant out of Public Lands' ''.'- healthy soil building propagation. greenhouses and plant . .. ti practices,practicing farms. a„ ,, , -.' -- water conservation �; AI �` best management, • FEE r ,1 _ 1 =fit r' t . Y, . .p.. _._ r.. .._s._ s ' :� is Y am'rZ i 9n •.Ctt; �_-'' - .� mow. 4 '� I ///, 4144 a-',,' .. �; ; 9 i „J./ t \ Creating Parks& "4 i 1 1 •• Natural Lands r 7/j.� C. �^ I M for (// �� F'` NATIVE PLANT // •® "� �I q ' ' '3pL� POLLINATORS i 3'- r✓ 1 &programming to cultivate • �rqiI" 1 ' community • ` .f ►' STEWARDSHIP by 1 :, •., +'Y? • '•'Creating wetland habitat with native r p `- plants at Farimont Pond. ti �f 52 r -41* "fir',I, '� '� f �� .� , \r a (. 't ry'.., ._±!y / elk 1. . �'V / GI,, .� i., I i� /'' _ �'7� � lid, A . w{ny�,' ,. % _ �` i •a i�►P 4 `• r 1 • SUSTAIN: t� _ .� ;:. PUT ENVIRONMENT FIRST 1 P " - �` ,. r R W ,+ tl 2.1 401 - ; - •ofe')' - _ .cam r,.� .', �.r � -•,. DISC, 0. � `� v `1 '► ),\ INCREASING This project is at once grand, • '1 �'Et._. ':.r, ,;,� �. ,� looking at the city's green space '� ,�. r �?. t ► 4�' RESILIENCY AND �I� +ram ' - !rr�= - • � ` --, *Ai ECOSYSTE M HEALTH as a regional ecosystem tied a .. ,: y -01 -#. ,41-' ,Fs to interdepartmental climate 4'« `` 41 T� Ji " " - a`4.=� ♦ i�!'r' w `z, •• lj. Public Lands staff,the Parks, . ,� /� �� -. measures laid out in the City's +- '�;� ' -•:`� � � 3� Natural Lands,Urban Forestry ? -'E ..it, ` 4,, s �. w* Climate Positive 2040 plan, 1�*n .� and Trails Advisory Board(PNUT), and precise,understandingthe • r•fit" '; P - �y -1 R_ and the Salt Lake City community perennial flower species that will yy �- R �F ; clearly called out for this master �'; t.2.,- rl ` ` ' -�4 thrive in the arid environment .._ y� 2{ � I j_ �' plan to underline the importance while supporting bird and bee �' $v_*il_-- ifr ^t rok, 4► . .`y of protecting the environment. *!' sue' ggyr#r populations.It will increase �.,. `' ri 1� resiliency in the face of a changing =` +^ -. ' � Putting the environment first is _ ,:-•.,,,,� ►� , ` 4 climate by conserving limited „ '-+� �� / o about assessingPublic Lands _v--_ err/ r �" water resources through Drought �): �." �' ... ' y natural resources of water,air, " " d� tI ' 1K, Management,Water Budget and t ` soil,plants and wildlife and g g �. xr• �� 1 +1 sy�_ Climate Resiliency Plans. • '.1: .j p' s 1 =A!« •+ ..a w� -, A`• ` understanding the pressures 1 l r �} b z, w -+a + 'r. At{y climate change and increasing .. '" '' .0 .5" ,,�i g The transformative project"Put ;fr .ti. r .4 � ,.r' ,'�a 4,— urbanization have on those �' Environment First"will need 'z. ,. elements.This project is about r,, . //i "x • '......,it � �` '4'_' ., . 41, support from staff,volunteers and s. •_ ,, .z. ". , �Y v r understandingthe ecosystem �,�r - - ' (// y the community to leverage existing f.._ ' J y • !Zr,.. . health of the thousands of acres •�e `:.. a partnerships,learn new ways rr=_ _ >I. of natural lands,city parks,city to partner together to steward �� '4., r .... . golf and over 86,500 urban forest lands,and make prioritized „ram y _ , e trees the City stewards. decisions on where to invest 0.7w"' ••� •-_ �j' —�+1 _ " '� limited resources that have the .• �+s _ t greatest environmental return on 4 `� investment. ' kr-- i ,,,I` F." v• s.. • • 7� j ' Red Butte Creek in Miller Park. • t.•_� ,os r5 I '.. " ,f 1. 1 ,_ t . . IV `` h'I i0 i i 1 4 Chapter Three:Sustain ;ter}Cu'i; / y - 2- I ' .. : � .•f 1 ,., . 4 Figure 16:Reimagined Put Environment First Exhibit. Narrowleaf Cottonwoods EXISTING CONDITIONS REIMAGINED thrive along riverbanks, Goatheads create conflicts Invasives overtakinglocal riparian A cared for riparian habitat is increasing the urban forest with recreation p p Wildlife viewing opportunities habitat I rehabilitated ' .f.y. 1 i I • r✓,,, >, 1111t... — l 4P I 1 �� F''':s?i ry'1 {1 f: r}°, 1 t r J • I r`` (t R ,,,.'• Wyly. .f Ir z Phragmites blocks views Colonies of invasive- y i� + New tree canopyprovides g —Native trees create a canopy and access to river plants block physical I Krs�' S:lr _ at,? of shade,providing cover for understory shade to and visual access to the ' ../ ` r. && •. ,) river / I "tr understory plants and people establish plants such as r ��,- alike ' tr 4,' Golden Currant f `� � I j 1 h ` i Non-native plants are .sy River Access!um 1g tr k.ic a lower-quality food for ,(- '4,P2�' insects and animals ` *;' j 5 f ...Y lY4 #`. •• • �[ Midi water table helps neW it t ... Overgrown vegetation is _I t unwelcoming Interpretive signage enhances visitor experience Russian Olive outcompetes Migratory birds in the native plants l,' dI Central flyway depend on 411111* Utah riparian habitat 4 Y.., r pafXwa Create a balance between ;' iir ..�r.i 11111111e •Iv s Jordan Rive �' ,. � ' • �' manicured spaces for .� , community activity and f• -IA � improved habitat and natural •$ u t areas for our non-human '. dl '� friends,plants and people 1 , �4 .i, .i •.', alike ` i welcoming river creates a more Jordan River welcoming experience ..„- ., _,,,'<i4 44 f 1- A 1,r L I d"..i . •. 4 , -A • REHABILITATING Riparian corridors,such as the Shade from increased tree i Establishing native plants along Invasives often form crowded WITH NATURAL Jordan River,are ideal locations canopy assists in restoring other 1 the river helps to combat invasive colonies,blocking physical and ASSETS for planting new tree additions to native riparian species such as 1 species,such as Phragmites, visual access to enjoyment of the urban forest.The surrounding Wood's Rose and Golden Currant, 1 which overtake local ecosystems. our local rivers and creeks.A high water table helps supplement providing cooler temperatures that Invasives accelerate the well-cared for and established Public Lands'Natural Areas irrigation needed to establish help plants absorb water efficiently. disappearance of riparian habitat, natural environment provides are ideal locations to put the tree root systems in the dry reducing food sources for species, opportunities for more recreational environment first by restoring western climate. such as migrating neo-tropical and visual access to the water's native plants that benefit the local birds,that depend on the edge while also creating essential ecosystem. Jordan River. habitat for birds and pollinators. Chapter Three:Sustain 56 Transformative Project By 2050 our f /i //temps could rise EXPAND AWARENESS OF HOW TO BE A 100 u STEWARD OF OUR URBAN FOREST IN ALL leading to PUBLICLY-OWNED LANDSCAPES INCLUDING poorer air quality. CITY PARKS, STREET MEDIANS, CITY GOLF n if COURSES, RIPARIAN AREAS & NATURAL AREAS ' 2. GROW OUR URBAN FOREST t( )1 I . vim ;; Projects Include: ,, • Launch a public and regionally appropriate planting with Salt Lake awareness campaign to tree selection.This transportation projects. support new trees that provides extra support • Invest in the equipment filr,, are adapted to Salt Lake to ensure both the trees and resources to r � t City's arid climate and and the neighborhood responsibly reuse wood educate on waterwise and benefits from a large- from trees removed from I' i y tree care best practices. scale,collective effort our urban forest to create • As part of an Urban Forest as well as supporting usable wood products Master Plan,implement other goals within the such as mulch for our projects that increase Reimagine Nature master park's playgrounds and urban forest canopy plan. gardens. and identify strategies • Maximize planting of • Identify successful '' to overcome equity appropriate trees on specimen trees and M' a barriers.Acknowledging all publicly owned explore cultivating new the limited time and landscapes such as golf cultivars that are climate water resources on the courses,parks and street adaptive. 4/ 1 #1. i westside,consolidate medians and leverage tree planting projects investment in tree A. A ft(/ice. with supporting low-water irrigation improvements 1 Tree-shaded • _ _ �... Ng 4. neighborhoods and the 4 nearly 7,000 trees in ^� w � „ " }. �xti • - public golf courses that • w I,•,, •, ,r. � 4 r �' � make up 11%of SLC's • R, 3 r+,, ;� urban forest can cool rc .1 1\ `' �' . temperatures up to I40, ` Y { - .... t.: -,•1 11. it . • `-.7— ,.. '74(sk'• P, ' . - . Fs •"STEWARDSHIP OF THE URBAN FOREST TO during the summer while PROMOTE TREE HEALTH • helping to improve air _ 1 1 Bastin JF,Clark E,Elliott T,Hart S,van den Hoogen J,et al.t2019J.Understanding climate change quality. AND CARE from a global analysis of city analogues.PLOS ONE 14(10):e0224120.https://doi.org/10.1371/ jo urnaf pone.0224120. 2 Dettenmaier,M;Kuhns,M;McAvoy,D;&Unger,B.https://forestry.usu.edu/files/utah-forest-facts/ frees-and-climate-change.pdf Chapter Three:Sustain 58 • REDLINING AND THE URBAN FOREST SUSTAIN. GROW THE URBAN I - FOREST J INCREASING benefits that trees provide to their D NEIGHBORHOOD properties.In the downtown area, I \., CITY CREEK , -11 CANYON many uses compete for the limited SLC INTERNATIONAL D I / AND CITY-WIDE public right-of-way allocated for AIRPORT RESILIENCE trees and pedestrians.Identifying D Q Areas with little to no tree canopy ways to prioritize trees in the / are more common throughout downtown will increase the glrse. IIII A the City's westside,downtown comfort of the public realm.This 3 I / and central neighborhoods, can include focus on the role park D 1-80 �� ` DOWNTOWN 030 UNIV SITY• I / contributing to hotter temperatures strips play as important spaces for -, OF U AH and lower air quality.Some trees,in addition to providing city n reduced canopy is an effect of resiliency by reducing heat and m p `► �'I e D —`— D / historic inequities such as the absorbing storm water. rn- / m' V Home Owners'Loan Corporation A _ / 1930's redlining practices, While the traditional focus of / g forming tree-lined streets is D , D A overlaid on the map in Figure 17. / The westside also has a smaller important,planting trees in / residential area and larger Public Land'parks,golf courses A / industrial area,both of which and natural areas creates Q / contributes to overall lower tree significant impacts to enhanced _ neighborhood resiliency.In these canopy on the westside of the city. —____— — cared-for,often irrigated spaces, , -.-. _ ��——————1 - 1 a— , The westside industrial area will see more housing development in EA I IC I trees can have higher survival N r I A the future.There is an opportunity rates and mature,providing I-so 111 to increase tree canopy in areas of increased environmental benefits. 4 II I' D r the city that don't currently have These spaces also allow for trees m Q t L_I to be planted in dense groupings, v, ILc J I J trees to make these places more 4 - L livable but there are challenges making them stronger and more r` r[yti`�— resilient to damaging wind storms to achieving that.Lower income _-, `L,_, such as 2020's derecho. residents are more reluctant to request a citytree over concerns of LEGEND q Critical to success is allocating 4 the long-term water and tree care dedicated resources to the long- 6% PE PE RRCENT LOAN HOMEOWNERS CORPORATION costs.Developing an approach to term care of the urban forest TREE "REDLINING"GRADES infrastructure that is installed.This overcome these real cost barriers COVER R A-BEST B-STILL DESIREABLE in lower income neighborhoods is will rely on both public employees -DECLINING an important factor in increasing and private property owners who 41% D-HAZARDOUS and sustaining healthy tree canopy. are committed to and educated Property owners and landlords may regarding the stewardship of these Figure 17:Tree Canopy and Historic Homeowner's Loan Corporation Redlining Grades. not be focused on the long-term trees. *Map adapted from upcoming SLC Urban Forest Action Plan research. Chapter Three:Sustain 60 /// (/// / ;JP •• "•'� ,._ 'fit I r ►ne ° '1b R \ w / '; i e� fit o�L• / CASE STUDIES- CASE STUDIES- CASE SUPPORTIVE 0 '- I.- -" SUPPORTIVE RESEARCH _ -1 � C _ RESEARCH FINDIN c - I - ,_ ` .:- FINDINGS / GJ -- Tree Recycling:Wood from downed trees can be reused as mulch / According to the Baltimore WoodI or urban artwork. The city of Denver works with the / Reuse Project,"wood is an Y d Downtown Denver Partnership to / abundant,renewable resource— — :4t._ +,h • #a.,,ti fey;' collaborate on supporting urban / _ -• ,, it ,., } •, 4 / we should use it more."' I 1 i ,, '`r',, .; ,'"�t L tree health and new planting. 4 ,.' ), +,.-. `r t f Like Salt Lake City,Denver / The project has created a _ • r;,•. .' ; / __ ti` '.:r ,e residents and business owners are successful model for recycling — __ ___`s '1'. ^; ' ^' responsible for the maintenance wood waste from Urban Forest - ••' '`l 4- K '"q v, operations,keeping it out of -+ ', +.,,r r• of trees near the sidewalks and limited landfills and creating �_ ,.r;whyy streets.While many programs sustainable,locallysourced x , provided free or low-cost trees products such as bark mulch that •, , d • . .: ..A :," ' �,i ` _�►" to residents and businesses,the .4:� - - Y am, r average life of new tree plants was can be reused in City parks and ,e r • '?� K ,' • .•'9 w+4 only seven to twelve years due to open spaces.Program partners re- f .' ~ i r purpose the wood as materials for •, `'• .,. �'iA the dry and hot conditions created / ��. by sun-warmed concrete and / sustainable building,mulch,and • ' ' ) 1 t,` p / k , , 9;# .,► asphalt and worn-down irrigation artisan furniture and art. St . •r / Low-water trees:Common Hackberry adds to the tree canopy while infrastructure.In order to promote .'• •• _ 3 jr'. conserving water in SLC's dry climate. tree longevity and the benefits of Other successful outcomes have ,' 1 'r • . h' a mature,shady tree canopy,the included creating jobs for those II :e•t• a . ,�•• : / I `' ••,' , k '•, city and partners embraced multi- with barriers to employment �. c Y +. Sr and reducing operations and - '•, ".R 41 % r, E : st • /�---- /.®.��model in Salt Lake Citywould f • r wn� ���� / ti Oar PameiNn t 1 i timutu�'�nwwrwY�.---- / provide opportunities for Urban 1 ,• ' •. .. . Initiative.As part of this initiative, Forestry to increase sustainable • {. x 7� 'A 'Ar • T. _ i���ps* city leaders formed a Downtown / •: + Isi.11-,' �i `, Denver Business Improvement operations practices and reduce 1i sir. / t R 0 0 p!, District that funds the Tree Health04 / carbon footprints while creating • . p`, $ ; green,equitablejob opportunities. p Program to support commercial 9 q pP '`3'; f }�, '� {r f . °phi r' /''�i' '' ' Il.' property owners in tree care 1// ,w ' ' 1 r i �//��:;; (fertilization,pest management,1 Baltimore Wood Project—Rethinking Wood in „ _sr .r / '- watering)of over 1,800 the CityPhoto Source: Above htt ://baltimorewood ro'ect.or / Below Wood( ) P P 1 9 ( ) Tree Protection:Policy changes could better protect valuabledowntown trees.waste from the Urban Forestry can be reused for other purposes. mature trees during construction. Chapter Three:Sustain 62 CONNECT: ACCESSIBLE CHAPTER & CONNECTED 4 GREEN SPACES f... A GOAL STATEMENT Well-maintained, welcoming trails, streets, public transportation, and sidewalks are millating interconnected as the city's circulatory " - system. This system connects pedestrians, cyclists, and riders to the city s green ' spaces and outstanding natural landscapes j r- of Salt Lake City's Public Lands: mountains, foothills, valley, wetlands, and lakes. The City will continue to enhance these j' -.- - s '° "'' - -' systems and increase connectors to include r >6= r;.����'`� everyday destinations ranging from the \. "\' / daycare, library, grocery store, pharmacy . and museum. This adds convenient access 4. �' - �'�►�o���ii����s�io to walk or ride alonga greenway, adding �. �. s-.1- _.� -.- - ==,ram.-��rs ' -' "" _ _ _ = steps to pedometers and enriching health t -��$,f-0.- .�. Y - >-ice � -2 - - _ - — ..,-� -� , --- — and wellbeing. ..r .- .!e obi' `nf"ir r ,-t 'f' - -+c. �-- -3- r 'Zr. . '� --_- - �� - - �- ,. S '# "` . d i t om..-�i`'' - - -'sc"""'.- "- = - - - - _ Y ,)• R " .0_"Xn.2 ATi.v'e` Y-..b, '-;,-z Kt�,„,,i.._- +q E L �..ys�L�; _ -_ _ a cx-,�,,t. rrr '�K`y' s -- - .r t'-.4- �f z--,- ,„-k-- _ �#�-y.� :.¢..-_. "d— llta/ -y .r a • 70..4 •r.,�C.`'P'7n-zi 3nt?` 'n. r r r'• v 'acty.,'+ $y':r -Al o , 31 .�V" fr. f '.^'Y f Y_� nu `SL" -y 't ,�' 4 i.- "k f� a"g t ry • }2 Y k�' 1 u_. Ct� 4 aye ^'ti R' ?. � I,i_ I «e t 5. s � i,,a� .' �4,�. =A ....3- :: The goal of Connect seeks to link _ J^x` � _„- • ati,. `r_, SLC's natural assets:the greenway y7r „V-Y. ; �'_ _ +'-"' orridors,natural areas,mountains -•and the Great Salt Lake. �` w� - '\ ~Y y,y+ T�'• �•'`.,, ' ��-:,. -c. 29:L.:ova „ -.,,�.. ,�.a _ - 64 • CONNECT: "IT IS ONE GREAT PURPOSE OF [CENTRAL] PARK TO SUPPLY ACCESSIBLE & TO THE HUNDREDS OF THOUSANDS OF TIRED WORKERS, WHO CONNECTED GREEN SPACES 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. CHALLENGES TO air quality days and loss of the and environmentalists consistently diversity of plants and wildlife in advocate for visions of an equitable ACCESSING our landscapes. network of city trails,sidewalks, GREEN S PACE bike lanes and green streets, Salt Lake City's Great Basin Valley, Counter these depressing providing all residents access to " Wasatch foothills and Great Salt stressors with findings on the [THE LAND] HOLDS SO MUCH OF OUR CULTURE, benefits of spending time outside: parks,work,shopping,and culture OUR HISTORY AND OUR KNOWLEDGE...I N THE FACE Lake shore uplands inspired the within a 5-to-10-minute safe walk 1992 SALT LAKE CITY OPEN blood pressure drops within OF CLIMATE CHANGE AND EVERYTHING THAT'S j g of their households.City Parks COMING, THESE LESSONS AND ANSWERS ON HOW SPACE PLAN that recognized how minutes of just seeing a tree.So Alliance and Trust for Public Land, disconnected these spaces were why aren't more people spending TO LIVE WITH THE LANDSCAPES THAT ALL OF OUR leaders in urban green space to the urban park systems at the time outdoors?Over the last research,endorse the 10-minute TRIBES HAVE EVOLVED WITH, THOSE ANSWERS ARE time.Since 1992,progress has decade of parks and open space walk distance as a baseline ALL EMBEDDED IN THIS LAND." been made to connect parks and surveys,North American city standard for the United States —Ahjani Yepa, Utah Dine Bikeyah, stormwater properties to natural dwellers identified frequently p p because studies have shown the Inside Climate News, r? open spaces through a network recurring barriers to accessing tremendous benefit of close-to- AO,.", green space:lack of leisure time, April 21, 2021 , of green corridors.The Reimagine home green space to counter • Nature Master Plangoal of lack of affordable transportation * ` f.': threats to our physical wellness n Connect"ties back to this earlier (e.g.,complete sidewalks,bus,etc) `+ -. +" i;;, ,� �: t • and mental well-being.For the f•: F tannin effort andpositions Public or inability to travel to a space,and '' '• CK P 9 SLC Public Lands system,the - ip , rw .-• Lands to continue to be the cit 's lack of knowledge about where to A Y g2019 NEEDS ASSESSMENT found .$4. ifs ri z ,-4ty,, "back yard"of conserved mountains, go to enjoy the outdoors. Y that most residents are within a Y y�•. r foothills,creeks and wetlands. 10-minute walk of green spaces, r 10-MINUTE WALK - 3 +ii_.' y Work-in-progress that supports this with some areas(markedly on the d -b k' s Our time is precious;the modern goal includes strategic open space westside)that need more parks %•" - world's busy demands of work, preservation,stream restoration, and/or more investment in park ''" :.rl. ,,t 4\�' • learning and commuting consume • park acquisition and partnerships renewal. 5k, -- 1- ., , to maintain and connect wildlife most of our waking hours and Ez habitat corridors. impact our available time for AFFORDABLE,ACCESSIBLE recreation outdoors.Children r k • TRANSPORTATION �`t An overall sense of environmental in the U.S.spend only four to The daytime population of ^-. ", unease and costly recovery efforts seven minutes a day outside and , downtown Salt Lake City nearly confronts Salt Lake City with record obesity levels in Salt Lake City doubles during the week with the hot weather,longer droughts, have risen since 2013.For cities average commute time of 20-25 increased wildfire frequency, across North America,urban minutes.Imagine if that commute damaging storms,more poor dwellers,health care providers Chapter Four:Connect CONNECT: "MORE EMPHASIS ON ACCESSIBLE & MAKING AREAS BIKE CONNECTED GREEN SPACES AND BUS FRIENDLY TO REDUCE THE NEED TO DRIVE TO PARKS." changed from auto-driven to more Lake City while prioritizing those enhance the health of the urban active ways to reach work and routes that provide access to urban greenspaces and surrounding school that also connect residents parks,natural areas,and trees wilderness through political "ACCESS IS AWESOME, AND to parks and green spaces.People within the city that also connect to advocacy,financial support, WE WANT PEOPLE TO GET would add beneficial time outside the larger landscapes of mountains, stewardship,land conservation and OUT INTO THESE SPACES BUT in nature to their daily lives.Utah's foothills,basins,wetlands and lakes. reducing individual environmental Unified Transportation Plan calls footprint).Or to put it simply,we HAVING HUMANS IN THESE fora third of the state's future AWARENESS don't know what we don't know. AREAS CAN IMPACT WHAT THE transportation investments to The third most common barrier Public education strategies and HABITAT LOOKS LIKE, SO JUST be invested in transit(defined as to getting outside is lack of wayfinding can help cities connect BALANCING THOSE NEEDS mobility transportation including knowledge:where are places to people to experiences in nature, bicycles,walking,vanpool,buses, recreate,how to get there,what improving public health while AND BEING ABLE TO PROTECT light rail,commuter rail,street cars, to expect when they get there, growing caring stewards of plants, LAND IN CERTAIN WAYS FOR etc.).Leveraging these investments and who to recreate with.This animals,and landscapes. WILDLIFE IS SOMETHING TO with the city's growing green awareness also has implications for THINK ABOUT." network and ensuring that people long-term stewardship.The writer DESIRES AND of all abilities(people with cognitive Vladimir Nabokov muses,"Reality OPPORTUNITIES disabilities,elders with declining is a very subjective affair.I can FOR CONNECT "UNCOVER A N D mobility,to parents schlepping only define it as a kind of gradual Creating opportunities to connect a 36"-wide stroller)can access accumulation of information;and people to public lands resonated RESTORE T H E routes is critical for equity.Beyond as specialization.If we take a lily, strongly with participants in the BURIED AND providing access,many forms of for instance,or any other kind master plan process.During the active transportation are free to of natural object,a lily is more most recent community survey, IMPAIRED CREEKS low-cost-an important factor as 45% real to a naturalist than it is to 90%of respondents said they are of Salt Lake City metro renters are an ordinary person.But it is still satisfied with the transformative I N THE SALT LAKE cost burdened.Low-income and more real to a botanist."Magical project"Connect Mountains to VALLEY." subsequent burdens of housing landscapes of trees,rock,creeks, Lakes"and 75%supported"Just 5 and transportation costs can limit marsh and salty lake where plants Minutes from Here,"a campaign to the amount of leisure time and and wildlife abound in the Salt share information on how people transportation options people Lake City region.But if the public can access and learn about public have to enjoy public lands.The doesn't understand what is there lands.Enriching the discussion challenge is thus twofold:one of and how to leave no trace,they about connecting people to place -COMMENTS FROM THE connecting more ways of walking will be unlikely to understand how are quotes from participants,listed 2021 PUBLIC SURVEY and cycling for everyone in Salt to be stewards of the land(how to to the right. Chapter Four:Connect TRANSIT ACCESS TO PARKS IN SALT LAKE CITY LEGEND _� TRANSIT v, , r CONNECTING r . 5 MINUTE WALK FROM PARKS AND I ‘,i }�• �' r ,! , I I ry Ft. ��' PARKS TRAX STATIONS NATURAL LANDS 1 A * LL �� �"'1 Respondents to the Reimagine 10 MINUTE WALK FROM GOLF COURSES TRAX STATIONS 4.116_11I r +..": Nature survey continually cited 5 MINUTE WALK FROM I 'Q the need for increased access by . BUS STOPS CEMETERY e I J r / public transit for equity of access, 10 MINUTE WALK FROM EXISTING TRAILS L low-carbon solutions,and to BUS STOPS I `• _ resolve the issue of lack of parking. TRAX/ I ' FRONTRUNNER ` •PARKS WITHIN A 10 `; - r_ $ - r — I According to the 2019 Needs . MINUTE WALK FROM TRAX/ -' J J TRAX STATIONS FRONTRUNNER 110. f Assessment,The Central STATIONS - `�\ MINI/NEIGHBORHOOD \t �; /)� Community has the lowest park • PARKS WITHIN A 10 UTA BUS ROUTES MINUTE WALK FROM _ LOS and is expected to experience TRAX STATIONS UTA BUS STOPS iir,./ the most future growth in the city. iii i;?:::, , The addition of Fleet Block as a sm. .__ ° I public green space could fill this 1 �. / �� I wollilliP '� ,I gap and increase options to access � ' WASHINGT I parks by rail with proximity to the "CAR FREE SUNDAYS IN LIBERTY PARK, .'= ■ SQUARE °O j INCORPORATE PARKS AND TRAILS PIONEER= livid ty dearbyTRAXsidera. nss he ould P"RK ,.�A -- develops,consideration should INTO PUBLIC TRANSIT INITIATIVES , MAYBE A SPECIAL RECREATION LOOP." I be given to the relationship of C LIBERTY PARK parks and transit and affordable, o environmentally friendly options for // C--VZ HERMANFRANKS i park accessibility. "NONE OF THIS WORKS WITHOUT "01611014 z n PAR . 1 Figure Analysis A PLAN FOR EQUITABLE PUBLIC 41. tvoi 11 ilL A x illirt , I g y p // TRANSPORTATION AND A BROADER ---�'� — SUGARHOUSEPARK _J highlights existing parks within NM CITY/COUNTY/STATE FOCUS ON AIR walking distance to rail station FAIRMONT PARKFOREST o I' QUALITY AND OTHER ENVIRONMENTAL G O locations.Dark red areas are within .. SAFETY CONCERNS." . - a five minute walk of TRAX stations I I , L i T L and dark green shows areas within ". . L_1 I,E,. — a five minute walk of a bus stop. "FOCUS ON ACCESSIBLE BY PUBLIC ilinAdding or enhancing parks and TRANSPORT OR BIKE INSTEAD OF — trails within these areas should MORE PARKING FOR CARS." 1111111111 -� be prioritized for more equitable access.Imagine being able to visit 111111 st a different epping parka everydifferent weekbus or jusrail t by 11 COMMENTS FROM THE off 2021 PUBLIC SURVEY MEM a 11/11111/1111. WP� — stop. Figure 18:Transit and Park Access Analysis Map. Chapter Four:Connect 70 A lif CONNECT? CASE STUDY: STRATEGIES AND I a POLICIES OVERVIEW TUJUNGA WASH GREENWAY AND ,"• I li f' ,' STREAM RESTORATION PROJECT Completed in 2007,the 1.2-mile Tujunga 'W Wash Greenway and Stream Restoration " ` ' Project in Los Angeles,California annually :j p 7`1 infiltrates up to 118 million gallons of r * stormwater,increases park space per �+�, person by 21%and used all native The following recommended transformational projects to for implementation is provided in • i �� plants during restoration(saving 70-80% strategies and policies are high- support the overall goal of Chapter 8 Action Strategies. - potential water use using conventional level guidance for Public Lands connect.Working in tandem with methods). The Mountains Recreation and Plantings of native species improve biodiversity along the operations and maintenance the strategies and policies in this greenway. Conservation Authority partnered with the that direct how Public Lands table,these projects root the 20- region's flood control district and public will achieve the plan goal of year vision with on-the-ground ° works to complete the 50 to 60-foot "connect"over the next decade. improvements.Additional detail wide greenway that includes 15 acres of The community identified two • riparian habitat,10-foot wide recreation trails on both sides of the channel and 8 • ecological areas with over 1,000 trees. CONNECT: HIGH-LEVEL STRATEGIES AND POLICIES The Landscape Architecture Foundations' Landscape Performance Series case " '. 77 study on this project underlined the Strategy C-1 Connect people to information about their park system to increase visitation. ; rN +*" , following lessons learned from the Supporting Helpthepublic navigate to and around theirpublic lands system with intuitive r .r ,' ; - ' pp g g Y R � -_ - ,, �,,,` Tujunga Wash Greenway to keep in mind //, Policy 1.1 physical wayfinding and digital information. ,.;, r for this transformational project: Supporting Provide information that helps the public interpret and appreciate their parks �' A naturalized section of the Tsunga Wash increases riparian .Ongoing public education on the Policy 1.2 and natural lands,with the use of diverse,interesting programming and activities, habitat while providing stormwater infrastructure. seasonal changes of the stream education and messaging,physical and digital interpretive content,and park ambassadors. and landscape is essential to build - environmental awareness; Supporting Facilitate access to information about use of SLC's public lands by people Policy 1.3 experiencing homelessness,including available services and resources,hotlines, •In man-made streambeds,efficient community partners,and opportunities to engage in cross-community dialogue to sediment removal maintenance is key for /F OW help make SLC parks welcoming and safe for sheltered and unsheltered alike. flow; Strategy C-2 Increase the ease of access to public lands,making it easier to travel to,between and within them. .Leverage smaller phases as a prototype for establishing baseline measurement Supporting Promote walking and active transportation by connecting our parks&natural spaces Policy 2.1 to the City's alternative transportation network,including bus,TRAX,SLC Green Bike, and data collection regimes;and and on-street/off-street trails. e; •Establish real-time environmental Supporting Invest in greening the urban trail network through tree plantings,stream daylighting, -- - n �,.• monitoring for habitat management and •Policy 2.2 and other methods to interconnect parks with park-like trails. .. - hydrological performance. Supporting Incorporate careful consideration of physical limitations,language barriers,and The new greenway trail parallels a section of the Tsunga Wash. Policy 2.3 other accessibility accommodations into all Public Lands projects. Photo credits:https://rposd.lacounty.gov/portfolio/tujunga-wash-greenway/ Chapter Four:Connect 72 MULTI-USE TRAILS NATIVE TREE PLANT TREE ROWS ON EDGE OF GOLF CANOPY PROVIDES ADDED TO VISUALLY COURSE HABITAT FOR STORMWATER SEPARATE WILDLIFE RETENTION ACTIVITIES BENEFITS PROTECTIVE SALT LAKE CITY AND BOULDER FENCING FOR '. COLORADO OFFER TWO WAYS TRAIL R NEEDED E _ "JUST 5 MINUTES FROM HERE" COULD TAKE INSPIRATION. ~, r Case Studies- The"Just 5 Minutes from Here" access to both experiences.An Salt Lake City Children's wayfinding and informational enclosed walkway bridges the - NATURE PLAY Outdoor Bill of Rights campaign could leverage these creek between the two library AREA JOINT USE activities and identify destinations sections and connects to 8.8 miles li • SIGNAGE Public Landsyouth workedservice withpro to complete the outdoor activities of trails to other key destinations. viders diverse and learn more about stewardship Creekside Playground was added +, N•P in SLC to create a CHILDREN'S and ecologies of public lands. adjacent to the library.These - x- CREATE A OUTDOOR BILL OF RIGHTS L i CONNECTION TO (#slcoutdoorchildren)and list of Case Studies places are made more accessible * IMPROVE POLLINATOR;_ • with support from Child-Friendly t•-. ,, JORDAN RIVER HABITAT outdoor that every child growing Boulder Public Library City Maps produced by youth up in Salt Lake City should have and Boulder Creek Path and activities databases on MO— access to during their childhood for the sake of their physical, As the main branch of Boulder growingupboulder.org. s- • Public Library became slated mental,social,and ecological for renewal,the City found that • _I�: I health.The Children&Nature pal {}` --_ 4.si Network provides more resources. building a new location adjacent v _i. e _; ' to the Boulder Creek Path and Activities include: greenway would bee more / �j/� ��= n Seeing the Great Salt Lake '1,,,. t .cM ham_ Catching a bug cost-effective option.This also I , co-located a cultural destinationRA Figure 19:Reimagined Golf Courses Exhibit.Design strategies can enhance compatibility between activities, -Splash in a stream Boulder's Child-Friendly City f 7( (library)to the city's downtown allowing single-use spaces,such as golf courses,to host additional trail and recreation opportunities and -Identify a wild plant Map provide comprehensive access for all. -Reward stickers and journals for greenway and provided the public documenting experiences. Case Studies- rounds of golf are played annually, used by hikers and pedestrians to 4 :`,` • Portland,Oregon Golf and more than 100,000 walkers access the course and education sPL1 LAKE c/rr :� 'if's. 1 r o ` ' Courses with Public Trails concurrently use a 2-mile fitness around golf-trail etiquette and tZ,,_ :A trail,in part due to the park un-leashed dogs.Another good -,t; y" Three publicly owned golf courses deficient adjacent neighborhood. example in Portland is Heron Lakes in Portland,Oregon offer miles of n? �3 ' " -- 1 The American Trails organization Golf Course where a 200 yard t ; 1° y walking trails to the public.The 0'. a !,-` 1r _ reports in their case study of stretch of the course is used to , 7 ` trails range from neighborhood- this course that no trail users help fill a trail gap for a larger 40- Children's l serving jogging trails to regional, a.;- :� have been hit by errant golf balls. mile loop. OUTDOOR r r it paved shared-use paths.At RILL OF RIGHTS aG; . r_ Lessons learned include expanding Glendoveer Golf Course,50,000 the 40-parking spot trailhead Park-like features surround the City of Boulder,Colorado Main Library. Photo credits.https://atiaslab.com/wp-content/uploads/2018/08/4_AtlasLab_BoulderCivicArea.01.01.jpg Chapter Four:Connect 74 A Figure 20:Connecting Green Spaces Concept Illustration -{t Tr dir--Mr Illphi INCREASE TREE CANOPY IN GOLF COURSES TO CLEAN AIR CONNECTION TO PATHWAYS AND AND COMBAT URBAN HEAT JORDAN RIVER CROSSWALKS ISLAND TEMPERATURES PARKWAY TRAIL CONNECTING CITY • • - - - . .1r+=�_ _ - �_ - -' -• -'sir- _y, �crzkr~ L•R is9.•.•i ''� +.-ra-sn.nl. � L..:--ate —KS' rw--'. '" .. _ . . 7 r- - ; - ` � - 7. •d, LEND,DREGIONAL - i700 S r _ >: ' - na PARK _•" eNS,NN.,. '$ INCLUDE SAFE RAILROAD ;:-- z... CROSSINGS IMPROVE WATER - • t, 'n -! QUALITY -"•MULTI-USE TRAIL INCREASE NATIVE r '- > ALONG THE SURPLUS REVEGETATION TO 4� CANAL ENHANCE WILDLIFE• e _ . , / illlt.. ... / . .— HABITAT �„ �ti - ,• GLENDALE GOLF COURSE s -- -4-• / "1 l ?6 I, ..2-, -V4-1 '.' . . fipiAbaxiior.z., BIG MOVES & i \ *V .... , . .. , 1 STRATEGIES ik ! -, i� `` �'. Y1 AFTER IMPROVEMENTS � UNSAFE BEFORE IMPROVEMENTS IMPROVE UTILIZE SPACE ENHANCE THE "'�'" ,—: .fit: �°' SERVICE CROSSING AT NO RAIL And environmental and — �� ; ROAD,NO CONNECTIONSENVIRONMENT PEDESTRIAN — •ESTABLISHED CROSSING TO ACTIVE recreational uses for underutilized Utilize spaces such as golf courses �``.. :-1 TRAIL public spaces including wide to increase the urban forest and 1 -y' TRANSPORTATION NEED FOR medians,public utility lands and restore native habitat. INVASIVE WEED . . Utilize all of public lands parks, where appropriate,spaces on golf ''. =-j MAp1AGEMENT golf courses and natural spaces to courses. e� ,# " ' \ "I'connect the city's human powered w I r��,. ,, > ,_t�,_ �s transportation network. fs ,.+ s% Chapter Four:Connect 76 Or Transformative Project CONNECT SLC'S , TRAILS&PARKS TO COMPLETE MISSING LINKS IN REGIONAL // TRAILS AND INVEST IN GREENWAYS TOvitei - ` THECITY'SBACKYARD NATURAL ENHANCE NATURE AND CREEKS WITHIN - ASSETS THE CITY. lir /A 3. CONNECT MOUNTAINS TO THE LAKE _ IP r ' ___........... __ _ _ ... — Projects Include: _ ---. • Connect trails from • Begin to implement • Implement all remaining .-.---- the Eastern side of the the Seven Greenways proposed trails including - Wasatch Mountains to the Vision,creating a regional the McClelland Trail, 111 111111111. Foothills Natural Area, system of high-quality Folsom Trail,Surplus W The 9 Line Trail to the greenways along Red Canal Trails,and Foothills _ �. ' Jordan River Parkway trail Butte,Parleys,Emigration Trail. - and West to the Salt Lake and City Creeks,including ir Marina and mountains. locations to uncover . creeks,add trails,improve r`1111111ar - ► t natural habitat,and provide for recreation. CONNECT OUR I,- , ;>'- r rip PARKS AND NATURAL € '�N; u f% l a SPACES TO THE CITY'S e 4 t �r�r / �r HUMAN ,,,. ..„ � I:n POWERED s • h s TRANSPORTATION �} _ NETWORK ti" ..• r 4Y A ,�IIII �I . _ IIIII Adiff , I , . 4 // ""*"1001"104L06,'": '1'11� A...+.,..,, CONNECT: -- CONNECT MOUNTAINS TO THE LAKE Salt Lake City became a city neighborhoods and natural lands, in large part due to the scenic particularly to the Foothills Natural 411 beauty of the mountains and lake Area.This project also supports embracing the valley.The 70.7 protection and greater access of miles of existing Public Lands trails the Foothills Natural Area,a recent and 129 miles of planned trails plan calls for 65 miles of new enable many to enjoy walking trails to help connect this natural and cycling access to shady treasure to more pedestrians, - .. - . - natural areas and parks.But for hikers and cyclists.Protecting - many areas of the city,access to the foothills with sustainable, waterways,the lake and mountains well-connected trails that direct X is limited.To address this,"Connect visitation to concentrated areas n ., '' Mountains to the Lake"envisions has an added benefit of protecting 1 I _. "'• —• • +1.4 — a vast network of running and undisturbed wildlife habitat. ..,-,� •Blif"'" -- _ walking paths,cycling routes and _ �, r 1,A green corridors. Beyond the benefit to health ,; _._ •2a «_ - and wellness,these connected ,7�• _ r - Imagine being able to connect from corridors provide pathways for j _ - I� II�1111 I , the downtown core to the Great the movement of birds,mammals _ Salt Lake or Wasatch Mountain and fish and create opportunity \1I ` �" I I trails.Or,for daily commutes, for rainwater management that �,� �111 imagine having safe and welcoming supports ecosystem health. •,-• ' r ti .. trails that provide opportunities to Building and expanding greenways �' integrate exercise into the daily helps increase pervious surfaces commute,making pulses race that can help clean and manage l and filling senses with scenic storm water runoff all the while beauty."Connect Mountains supporting mature tree canopy that ,,;;" , ,w;,, - a ' " it to the Lake"would promote provides shade and habitat. ' ''" t_ enhanced connections between I .,-- , r,`, Views out to the Great Salt Lake from the Foothills. ., f C *5— Chapter Four:Connect 80 il Figure 21:Reimagine Mountains to Lake Connectivity Exhibit. EXISTING AND PROPOSED TRAIL CONNECTIONS IN SALT LAKE CITY 0 Surplus Canal Trail © Folsom Trail ©9-Line Trail O McClelland Trail © Foothills Trails O Bonneville Shoreline (Proposed) (In Progress) (In Progress) (Portions Completed) (Proposed Improvements) (Existing Regional Trail) iiirg-r ._ _... _ , ., . .t`.==" aa.. ter.�.`- I r .': .. -, ,,,,. , ,,._. .-,it, . - - Pi•5Dtl — AI141 . • FIrtIIREHOME F��SOM r ?- Asa M0 A NATURAL CITY: • ' ' VISION OF THE 1992 IMPLEMENT&COMPLETE j}J as - -.+_. .- OPEN SPACE PLAN PROPOSED TRAILS ` ` e The Salt Lake City 1992 Open �,,�I�� _ ► - Space Plan paints a picture of the f�" 7-/ ;.Ifs- -. 1144'' ''T ! City through its natural assets.The j S' •/)_ _ ''-'f s., plan seeks to better connect the i 1, City's park system to the natural Future Connection JORDAN RIVER PARKWAY L. r environment,overcoming manmade to Great Salt Lake I barriers and unifying the City by Wetlands 1 connecting the Wastach foothills, - , benches,valley floor,creeks,Jordan Future Connection 1 River and Great Salt Lake wetlands. to Great Salt Lake - \--..._. SLC Public Lands has come a _ f .........F.---5 long way to achieving the 1992 1, ` goals,with many trails underway •••- D FOL i or completed,enhancing access to ,. 2 ` r �O EVDL nature and joining natural features. Future Connection - i ' . HOR LONI TRAIL The goal"connect"seeks to further to Oquirrh Mtns. *"••••.., ' theseo objectives,completing • • ti proposed trails throughout the City ••1 while emphasizing opportunities for PROPOSED SURPLUS enhanced natural areas,greenways LEGEND CANAL TRAIL • and connections to the Jordan River. EXISTING TRAILS "•- PROPOSED TRAILS PARLEYS T `1 DESIRED CONNECTION N �7 POINTS ] „ 4 CL i• i 82 Transformative Project UTILIZING ALL MAKE IT EASIER TO FIND AND EXPLORE 4 COMMUNITY OUTDOOR NEARBY PARKS, TRAILS AND PUBLIC PUBLIC =,.:. SPACES TO EXPAND THE PUBLIC'S Y`' , ° 4.; , 1 SPACES EXPERIENCES IN NATURE AND BUILD �'.', = � ; L " ' _ r . / STEWARDSHIP PRINCIPLES AND PRACTICES. , ,:; ! 7 �'. ;�, ix i.. , . ,a • p a Y - s , th - � ice. .. ' 2). A. � 4- iit a> 4. • o. `'" ,;! `i 9r Q x. I,7�jr e r)S 0 ' it ' '447.,• ',.1 .7 ,..,... ,.4 ,t,.-4: . . . : 7. 7... i'..f.....'—: !.:. i.'• i,..,,•.8. 1 . .1 , ' Il 34-'—' 0 I'' 7- --..'. : -;; •'. - ti1 r • 1 a �1 ( , ,.:„5-,y, ) .-,A 4 , , . , - 1, T . • _) -, - _,___:11110i...t,,,,t 644.. 1,,,,,,,t; , ,,,. i IF opli 4 ,,, : • , ., . • : GX 1 'h. l�� - �; lye f okI 1' • ' - w lir North N!, '' i ',1,e f4" 17- .i,r•l'os.4 �► C , l ''H /79 CHI. 1 i FJnt . I III.' — h� cong wen d. a m� \I� 4. JUST FIVE MINUTES FROM HERE nor' — t edere �� k •� I Projects Include: nILann (� — 0 I \ A411 IA I ta, •:,':erparkiur ' 1 7 • Initiate an information • Promote other public • Establish a multi-lingual :, UpOp"!"n', -46 _ \ ' campaign and tools green space use like signage and wayfinding ,f *'Sdhv for learning about libraries,school grounds program that reflects Salt H xu�E artVC,,',7 1\' parks,tree-care,public and the City cemetery Lake City's diversity. r,=aai 4V1a . activities in green as part of a connected ;'= fL napk spaces and city golf system. courses,environmental education,and recreation opportunities. Chapter Four:Connect 84 li/ CONNECT: JUST FIVE MINUTES FROM HERE Navigating Salt Lake City's roads through signage,outreach ♦ oo is fairly straightforward using education and digital campaigns. ,- 8 the north,south,east and west Co-locating cultural,natural and grid system and 660'x 660' recreational destinations makes it blocks.The 70.7-miles of Public easier for us to combine the trip J O R D A N RIVER TRAIL Lands trails interface with these to the library with a healthy family roads at trailheads and within walk,enriching our day-to-day green destinations of parks and lives. natural areas.Within this network, 1 hundreds of cultural destinations Conversations with Salt Lake North Salt Lake and stories await hikers,cyclists City residents who speak English and pedestrians.Lessons of natural as a second language reveal history,environmental stewardship that including multi-lingual 1.6 M I. A 10 MIN. -A 32 MIN. • and origin stories of parks are communications in signage and waiting to be told in the 120 digitally helps make public lands languages currently spoken in Utah feel more welcoming and inclusive. 4mi(Source:U.S.Census). A added benefit to np increasedb Athletic Complex awareness of what is in public National best practices also lands,is the opportunity to share point to the advantage of linking how to take care of public lands • cultural destinations of libraries, and support tree canopy health, 0.0 M I. A) 0 MIN. 'A 0 MIN. safe routes to schools and active clean water and fresh air. recreational destinations to a city's trail network.In Salt Lake City, 1800 I'1Nortb H T i many of these connections exist, ' just five minutes from people's day to day lives and can be highlighted • - i. :, ib,.. O.0MI. ( j0 MIN. 0MIN. _ i 1P// Si-KE SALT SAI:I LADE LAKE CITY 6('-.1 1 COUNTY Signage along the Jordan River Trail 7 a points toward city nodes. iiifrt_ Chapter Four:Connect „ Figure 22:Reimagine System Connectivity Exhibit. CHOOSE YOUR OWN ADVENTURE USING ALL PUBLIC SPACES: V t i - + -4. „ter• 2 POSSIBLE ADVENTURES FROM THE REGIONAL ATHLETIC , - COMPLEX �? ,� START AT ----1—...: - ` N, _ THE RAC ~ 1. SOCCER i• - v�+/4 tq, :z =' GAME '�' ._ 'r •,tr i. .Y: 4f) Public Lands Nursery(Proposed) Guadalupe School Warm Springs Park Foothills Natural Area yam/ ON YOUR WAY,STOP BY TO LEARN ABOUT THE ENJOY THE SUNSET AND Regional Athletic Complex VOLUNTEER AT THE NATIVE VISIT A FRIEND AT THE HISTORIC WARM VIEWS OF THE CITY ON Val PLANTS NURSERY SCHOOL PLAYGROUND SPRINGS ®YOUR HIKE til "Just 5 Minues from Here" ©PLAY 9 1 seeks to connect and utilize HOLES OR ' • .. all publicly-accessible lands SIT BY THE ' including those managed RIVER - by others such as Public $. START AT Educational Utilities'City Creek Canyon ;i S. THE RAC Sewer and the Foothills Natural I Treatment Area,a jointly-managed sillt 1 Regional Rose Park Golf Course Athletic Plan space. Complex ADVENTURER OR ADVENTURER Public _ - STAY DECIDE YOU �. Lands - ALONG THE WANT TO GO 3B Nursery , RIVER ON A HIKE 2 � 1 Rose Park a Foothills { Golf Natural Course C Area&Trail on ENJOY A �».�` aJ0 3C11( System BIKE RIDE ,......�• ? SPLIT P• Guadalupe ALONG THE G HERE SchoolIP RIVER yro Co City , Ifif), ►:. P, _ 1 1 Can 3A u) 3E o Jordan Valley Parkway a 0) 3D I 1 irk `� A, Warm UNWIND • $. N .0 4A Day-River — Springs 1 READING ? Y ' ; I Tr Side Park ` A BOOK '..' L� ., -� J Q/ Library �', r --) OUTSIDE h. ..` — ( eF -i/ IN THE Creekri ei LIBRARY GARDENS '� ,'r::.•: erside Library •�'�, . • to •�' '•'•'•'•� I ID ....... Chapter Four:Connect • ' 1 W E LCO M E : ACTIVE, AUTHENTIC, CHAPTER AND INCLUSIVE I\ SPACES j1, ' , ,a ; � ; * GOAL STATEMENT i Y f r -.." 'ip'Jr ,. -+ Ideal parks are actively used by the 4 ' community, inclusive for all ages, abilities .• � and cultures and strive to be authentic, . 40A. i1 y0 w . or reflective of the neighborhood and ''1;� ,� �, --.1. /� ` ��3 4 community's culture. Parks departments r, •ia%'T° i - `� • across the countrystruggle with balancing •.� ,,r, '� • ,, • limited resources and many priorities with / • , 1 • .. 1 '-1.,V -' r - �, achieving these ideals. For cities, there is r i '4L r . ', r '` k " ` � �, .). also a growing awareness of how green ' 4, ° Ntr` 4: p �'` . a` V space has historically been provided and / .''V. 'r' ` IV AI " ' ` 4 i. maintained for different neighborhoods. �' • "° ° �r,; ' INN • �' �°J. f'` 4 ' Cities are collecting data and stories to document the historic inequities in the .. ,e y se 4' s1 - quantity and quality of green space (e.g., r,, c, .i 36 nationwide studies have found that lower •`, ��!. -1y: .,- , Y . 1 income urban areas typically correlate with *�. i� . r .t/ -y less tree canopy, less accessible green �• - P, spaces and lower quality amenities). The .i' . • . � � �1 Public Lands Department, in alignment ��‘r $ '/I� — r p g �,„ ,; '�/ / .ir _ 7 with the mayor's 2021 citywide vision, is ' ' 3 committed to lookingat to down and �f 5,:,"• ,, 4 , y 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 4.. 4r�- _b. the tapestry of parks and open spaces. -,- .., ° e Cultures of SLC are brought to V farm,. -. ' life at park events like the Living Traditions Festival. 90 WELCOME: "PLEASE PRIORITIZE THE ACTIVE, AUTHENTIC SAFETY OF OUTDOOR AND INCLUSIVE SPACES SPACES FOR ALL." "CREATE BEER GARDENS SUPPORTING CHALLENGES could be the lack of city-wide and generated through robust LOCAL BREWERIES, CONCESSIONS TO CREATING festivals held on the Westside. community engagement. SUPPORTING LOCAL CAFES AND WELCOMING Additionally,Westside residents are more likely to visit east-side Ensuring that all local community RESTAURANTS WITH HEALTHY AND SPACES parks than east-side residents are members are involved in the DIVERSE FOOD." An increased awareness of the likely to visit Westside parks.Equal park planning process,with extra health and social benefits of living investment in parks throughout efforts to reach underrepresented near park spaces has prompted Salt Lake City's neighborhoods or underserved populations, cities across the country to close does not always translate to is essential to gleaning local MAKE PARKS ACCESSIBLE: TO gaps in park access and attempt parks that equally serve each knowledge for the right park ALL CULTURES, ABILITIES, & to provide all residents a park community,nor does it make ingredients and understanding AGES." within walking distance of their up for any historic inequities.It factors that contribute tot parks'use and enjoyment.The '` home.Another traditional metric takes a combination of factors to -COMMENTS FROM THE * NRPA Community Engagement ' y?' used to define Level of Service succeed in the creation of thriving, 2021 PUBLIC SURVEY F Resource Guide defines equitable ,,F'*w' , (LOS)for parks is to calculate active spaces,where all feel ti "yi engagement stating"An inclusive ,, rC the park acreage per population safe and welcome.Some factors ". 4.r and meaningful engagement ? and try to maintain or improve on of creating a welcoming park c sa� that baseline as the population include providing park amenities process ensures that our parks f f�'i, r,��L- and public spaces are created by �jl', ti ' grows.However,parks provide that are appealing to all ages + tv ' , '`y' the people they are intended to ''.,C'� <.'` i'. many different functions that do and inclusive playgrounds and tT serve."'NRPA has also published ��s not always relate to their size, spaces for all abilities that are ADA ; requiring more factors to be accessible.While park proximity reports,such as"Design,Place aIf assessed to understand parks and amenities are some ways to and Indigenous Ways:Working performance and establish targets. measure park quality,they are not with Local Communities" and a singular solution for ensuring "Diversity,Equity and Inclusion in The 2019 Needs Assessment parks are meeting the needs of Parks and Recreation"3 that serve I it survey revealed that Westside the community.Salt Lake's various as guides to learning from specific parks receive significantly less communities. neighborhoods,communities, visitation than other parks and cultures each have their •• throughout the city.(12-13%vs. own unique recipes for park „ I �'� 29-56%).One contributing factor i A success that need to be shared E ��1I 1 Community Engagement Resource Guide I i Best Practice Resources Publications and I //ii''lu, 'I' — / Research I NRPA `II // r/,�I��'� ( _ _ ill PM 1114 — i -- Chapter Five:Welcome / 92 / WELCOME: "CONSIDER HAVING LOCAL ACTS ACTIVE, AUTHENTIC "I'D LIKE TO SEE IN PARKS AS WELL AS MORE FREE MOVIES. ADD FOOD VENUES AND INCLUSIVE SPACES THE HOMELESS OR TRUCKS. PLAN EVENTS THAT NEEDS BE ARE BOTH FREE AND OPEN TO ADDRESSED EVERYONE, INCLUDING DISABLED AS PART OF FOLKS IN CHAIRS AND USING IMPROVING THE WALKERS/CANES." PUBLIC LANDS." Partnering with local organizations Raising kids from a young age to DESIRES AND _ provides opportunities for be future stewards requires earl 1i pp q y OPPORTUNITIES ,+.`` �_' '`- community-led art,education and exposure to positive experiences '....-y �,4._�, , ' FOR WELCOME , 4.,41'i recreation programs that integrate in nature that fills them with •-•�,=..a;; ; .--i • the character and cultures of the wonder,curiosity,and that feeling Creating active,welcoming spaces • '4'1','.'! `S city's neighborhoods into park of being part of something larger was valued by the community. •.9:� _ ,J'3', �. spaces.Such programs,activities than yourself.Youth engagement During the most recent survey, "AD D PUBLIC ART ' ,, v+:t, �!�, ,�,-� and events also contribute to can include environmental 86%of respondents were satisfied y )' :' �~.'� FEATURES WHEN = i, ,-1., . : la,:• active spaces that increase park education programming and with the transformative project ;' ,� 1 0. "' use and enhance safety. finding locations for nature "ReimagineNeighborhood _n ' Parks" POSSIBLE.„ \r " x. exploration and play instead of the and 83%supported"Coming to ,,.,,^ .'' .. ' Encouraging and providing 1 �, '4 typical playground. a Park Near You."Among survey ,. ." .- support for youth grassroots participants in the west-side i� r ' ,'1»a f movements is another way to planning areas,which have the a`-`•,y y•�'4 let the communityleadpark F• C t" 4' „ FZ v- lowest park visitation in the city, '`; �; .., -;er .>�y, advocacy and stewardship.Youth Reimagine Neighborhood Parks .4f <3 T A. .,3' can become strongleaders who was prioritized as a top urgent ', • represent parks through youth city project that should happen right `;:' '4 b '!' ", * ;��` '� councils and youth parks boards. � ' • discussion • Creating city youth engagement about creating welcoming spaces rj+ .;��/ _� 4'�. { 4' ` away.Enriching the », a plans to reach all ages can foster are select quotes from participants ^• �;. �►%: .-- early appreciation for nature,civic displayed to the right and on the ' �•; a. `.:�' -$ involvement and lend a sense of previous page. , - , •,. »+r; belonging. \. * "EQUITY: A COMMUNITY THAT PRIORITIZES EQUITY WORKS TO ENSURE THAT ALL COMMUNITY I , 1 / -COMMENTS FROM MEMBERS HAVE ACCESS TO WHAT dj�'��1 /1 THE 2021 SURVEYPUBLIC THEY NEED TO BE SUCCESSFUL." 14 ,i'll 0I �riMg• 4111, - -NRPA COMMUNITY ENGAGEMENT ��uiAN - - RESOURCES+UIDE_ - - - WELCOME: ~ -` - - � '.; CASE STUDIES STRATEGIES AND 4 I +•^ ; POLICIES OVERVIEW ` ,_f q,lllr"' g1l New York City Parks formed the c` I r r�� Community Parks Initiative(CPI) ., - to advance equitable distribution in park investments.The program i. identifies underinvested parks and �w 9i V. �� incorporated community-led solutions j ,., P "441t: . , \0 for park redevelopment through local partnerships,park volunteer The following recommended projects to support the overall and animals.Additional detail for 1 opportunities,and extended outreach strategies and policies are high- goal of welcome.Working in implementation is provided in 'Si ___________________ efforts to engage diverse and level guidance for Public Lands tandem with the overall strategies Chapter 8 Action Strategies. IF vulnerable populations from high-needs operations and maintenance and policies in this table,these NYC Community Parks Initiative neighborhoods.With support from the that direct how Public Lands projects root the 20-year vision Photo Source:https://www.thehighline.org CPI,community partners are empowered will achieve the plan goal of with on-the-ground improvements Y;.. to sustain ongoing park contributions, sustain over the next decade. that will contribute to the pium.a �u ..„� , ,`' leading activities ranging from The community identified two sustainability of Salt Lake City's +a §r ,=e~ beautification projects to basketball days. keystone,transformational quality of life for humans,plants n` s Kip,; Philadelphia Parks has a concessions �' 'f�- program providing amenities such �_. t i_ as a pop-up beer garden and cafe,a WELCOME: HIGH-LEVEL STRATEGIES AND POLICIE` � ; , p p p g e ,i V ^ permanent waterfront café on the ,,—D', r�;� Schuylkill River,and recreational bike Strategy W 1 Design and program Neighborhood Parks to highlight the unique natural, r ,_ 4k-,r�\ (/ i', 1J rentals that rent tandem,deuce coup and historical,cultural and economic identity of the surrounding area and community �� i . r -• surrey bikes at park locations throughout in which they are located. '°r k�yriy i the city.The concessions program Supporting Study and collect data on system wide park use,answering questions about who, ,a,P generates revenue while providing Policy 1.1 where,when,what and how park users are engaging with the neighborhood parks. o. '.; , services that allow park visitors to stay Philadelphia Parks Concessions Supporting Engage the community in the visioning of our public spaces and work especially to Photo Source:https://wheel/unrentals.com/pa/philadelphia/boathouse-raw/ and enjoy activities throughout the day. Policy 1.2 foster engagement with under-represented groups. Supporting Enhance sense of place and community pride within parks. The City of San Jose formed a program '' `• i• V. � ! to help address homelessness in parks. Policy 1.3 •, - Y Non-profits will send teams to pick up Strategy W-2 Support active programming that brings people out to their parks for art,events, # ti a; litter,maintain the park landscaping programs,recreation and community.This programming should be diverse and ; . "' . *, and trails,and provide outreach to adapted to represent the community culture and encourage creation of social _ - i 'tip,- 1/� unsheltered populations in the parks. connections. i mot — - a) +- 1.' The pilot program is considering other Supporting Remove barriers to park activation,addressing aspects such as physical assets, r . - E t additions,such as constructing prefab Policy 2.1 public safety,and laws and ordinances. - a" ( modular housing nearby provided to Supporting Creative and strategic installation of diverse park amenities supports active park use Ay ,. , , ,I unhoused people in exchange for park Policy 2.2 by many different user groups. ? cleanup and maintenance services. Supporting Generate proactive,targeted activation of citywide parks to leverage staff resources Policy 2.3 and external partnerships and to make parks the community focal points for every neighborhood. Guadalupe Riverfront Park,San Jose CA Photo Source:https://www.sonjoseinside.com Chapter Five:Welcome 96 A Transformative Project DEFINING FLEXIBLE OPEN SPACES FOR TRANSFORM PARKS INTO VIBRANT R� r. - =s-- —4 INCLUSIVE COMMUNITY SPACES THAT EMPOWER PARK DESIGN ' 'H PROGRAMMING TO RESIDENTS AND CONTRIBUTE TO THEIR CULTIVATE COMMUNITY PRIDE . NEIGHBORHOOD IDENTITY 1 ,. 41 *ICIVIIIIPP; -1-11 " ENGAGING � � • THE 1 :j - COMMUNITY - . THROUGH `r PLACE _ ,�n,� ` . r ' _ - _ I a MAKING I !9 � ' l I. 3 I. \ , . 4\ t,itiri rrl. 7 'AV w 1; }. yam. r ,.: i;y y .,.5:.��e, rr /4 1 b72.i .-r i . C ' ® ` 'Air ,;•. P r. 'rrii — I - fi _Jif i r i ���. ) r� ,Rfy1� is 5. REIMAGINE NEIGHBORHOOD PARKS ",' ' -L ° " ii < r4'r— frb Projects Include: --. t / A ki • Identify priorities for equitable . Engage neighbors in • Formalize Neighborhood • park redevelopment. redesigning and adding Park planning processes, ' -,°'"". " - z activities to parks that reflect design guidelines for standard . y„_. • Promote volunteerism, their interest,culture and the features,and methods for " """` CELEBRATE donation,and adopt-a-park/ character and history of developing tailored design. NEIGHBORHOOD friends groups. CHARACTER IN PARKS the area. i (Top)Artesian Well Park.(Bottom)337 Garden.Photo Credit:Logan Sorenson Chapter Five:Welcome 980/ WELCOME: _ REIMAGINE • 4 4 - 1 i NEIGHBORHOOD PARKS 4',;.t.421,,,l - ' .ter._ -4111(*. ,..... ...... 040 (7/ During the Reimagine Nature investment will involve identifying ` N. �`� public process,the community the communities most in need •4 �— I. I. 1114 litb provided ideas to make of park improvements through neighborhood parks more safe tools such as the equity mapping and also more fun,reflecting on page 48.It will also entail ) 1 `.... the diverse communities that targeted investments in historically use each park.To address the underserved neighborhoods,such • lower visitation in Westside as the recently passed City capital l t r parks documented by the improvement plans and bond _ . Arrwell4I- 2019 Needs Assessment,this initiatives that include: j ,.1 t transformative project envisions a community-driven approach • Investing in the Jordan River) ...., to park improvements.The Parkway to match dollar for community can help guide dollar investments in east side physical improvements that tell parks such as Liberty Park.The the story of an historic spring or parkway includes over 158.3 I celebrate a neighborhood's artistic acres of managed natural 1 — t style in a decorative community lands and is directly connected ', i garden gate.The construction of to 11 parks totaling over 440 IC these physical improvements in acres. neighborhood parks create spaces . Improvements to three that feel authentic,genuinely west side parks to improve representing the style,history the amenities and add and recreation desires of the placemaking features and 1 r ��14, neighborhood. community character. '�j �1i In tandem with community • Creating the Glendale Regional t v eati7 input,Public Lands will carefully Park,a destination park with46 se OS look at the way department event area and other unique o resources are prioritized.Creating recreational opportunities. .. _ a framework for equitable Community members reimagined their •\ neighborhood park at a"Paint the Pavement" 1 r event in Poplar Grove Park. Chapter Five:Welcome • . , WELCOME: URBAN LAND , REIMAGINE NEIGHBORHOOD INSTITUTE'S . PARKS 5 CHARACTERISTICS OF HIGH-QUALITY PARKS k .• ,..,I i Jo i a 0 i 0, ---.I:il / well-maintained,amenities in WHAT IS A by children,family groups,small park purpose and size,and good conditions III-- �' NEIGHBORHOOD neighborhood gatherings,and environmental conditions can accessible to all potential p Youth Engagement Bailey Drive Gateway-Raleigh,NC senior citizens. lead to different sets of criteria for users PARK? evaluating park quality.The variety �, ?4 A neighborhood park's primary Neighborhood parks typically have all ages&abilities,people know "ecj, 'AV of park settings and community �,.' a mix of large and small amenities, about the facility and what they :.;'> s ,ti function is to serve the 9 ' needs makes it difficult to y surrounding community and such as open lawns and grass can do,free/affordable to use h ' i ' " 1 41i' f establish baseline standards each Mt K •'r. a ' respond to the need for basic play areas,pavilions,playgrounds, ,yr park should achieve based on provide positive ' ; recreational amenities close to sports courts and/or fields. _ a' ,. quantitative considerations such 's i "- peoples'homes.Ideally,these On-street parking is typically r i � as number of amenities. NI-•...r parks are geographically centered adequate.As there are not enough diverse range of amenities / f tom, within a half mile of homes and resources to encourage extended Yet a successful neighborhood and activities,all community are connected by pathways periods of use-neighborhood park is apparent.It is full of activity members feel welcome and safe,comfortable place to spend -. and sidewalks that provide safe parks do not usually have facilities and diverse people,well-loved time in . ' ` �� walking and bicycle access. such as lighting and restrooms. by the community and frequently '` visited.Through research and are relevant to the Nature Playground,Story Mill Community Park-Bozeman,MT //i Neighborhood parks are typically WHAT MAKES engagement with parks and / communities they serve i; smaller in size,ranging from about A GREAT communities across the country, 11' -two to 15-acres,and have fewer park design and programming NEIGHBORHOOD the Urban Land Institute,(ULI)has reflects the culture and interest 'asa �.,,,_ I. •t purposes than larger community identifiedqualities that contribute PARK? of the community members, parks.They are intended to `� - _ y, to great parks which can be surrounding community it li•,�i;' i c# , The answer to the question,"what .' „^Sdb s� provide both active and passive uses the user �"9 broadly applied to different park actively park, - recreation for residents for short makes a great neighborhood demographics reflect the r° :.' settings. The graphic on the rightII '� Z „" daily leisure periods,and should park"varies from one park to community-based organizations �9 „.� be accessible for intensive use another.Local community values, outlines these qualities. are involved in park decisions !� and o.erations I= iii- t,i, flexible and adaptable to �� 1 uli-fivecharacteristics_high-quatityparks_fin. Chan•in. circumstances Youth Engagment,West Gunnison Park-Gunnison CO pdf park accommodates a variety of Integrating input from the youth of the community is one strategy to ensure neighborhood //i uses,features adapt to evolving parks serve at ages.Youth engagement can include environmental education programming or finding locations for nature exploration and play instead of the typical circumstances,park enhances playground. environmental sustainability/ resilience Chapter Five:Welcome 102 IA WELCOME: REIMAGINE STEPS TO MAKING A GREAT NEIGHBORHOOD PARK NEIGHBORHOOD PARKS STEPS TO MAKING A GREAT NEIGHBORHOOD PARK:(A COMMUNITY TOOLKIT) 1.Assess new - 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. PARKS BY THE neighbors helped design spaces CASE STU DY: A COMMUNITY for park improvements,planted CITIZEN'S GUIDE TO r 2.Createcommunity-led park strategies. trees and painted a mural.These o Create a process to enable ground-up,community park planning,advocacy and stewardship. High-quality neighborhood parks events resulted in a park reflective IMPROVING PARKS 3.Identify opportunities for community-led programming and park activation 111=11— are reflective of neighborhood Livable Memphis,in partnership of community expression and o Are there local businesses,non-profits,cultural groups,religious organizations,clubs or community character by being culturally with The City of Memphis, generated input for Reimagine volunteer groups that could contribute to park educational programs,events,activities or classes? relevant to the communities they created a comprehensive guide Nature plan efforts from a typically L 4.Create passive and active recreation opportunities to activate the park and encourage corn- serve and providing a diversity to help citizens get involved under-represented neighborhood. munity presence. of activities that represent the with their neighborhood park. neighborhood.Parks can best Formalizingaprocess for invitingo Do park amenities and recreation opportunities serve a wide variety people and cater to all ages and g The guide"shares ideas and abilities? achieve neighborhood character the community to shape their own practical information for park when theyareplanned and neighborhoodparks has helped o Are there comfortable spaces where neighbors can linger to relax and enjoy nature? 9 p improvement projects,provides o Are there a variety of spaces that facilitate gathering and group activities? implemented with the imagination parks staff across the country tools and resources to be a park and effort of the local community. make neighborhood investment advocate and demystifies the digEMESEEL a fundamental element of park process of navigating government o What amenities would best serve the culture and trends of the community? The Reimagine Nature planning.The toolkit example agencies.' It includes worksheets i .-i+. - -ii ents to create •lace-based park design. engagement process shown in Figure 23 provides a for conducting park assessments o Are there unique characteristics of the environment,neighborhood or community that should be successfully harnessed the reflected in thepark design? framework outlining steps both and neighborhood surveys,and 9 power of neighborhood park the Public Lands Department provides how-to guidance on the o Do natural features create possibilities for unique programming or recreation such as environmental investment.Public Lands Staff and community members can logistics of leading park events, education,water recreation,hiking,or winter sports? and students from the University take to engage the community hosting volunteer cleanups and 7.Foster community stewardship of Utah's Department of City and holistically as long-term partners starting a"Friends of the Park" o Are there community partners with an interest in volunteerism and stewardship? Metropolitan Planning invited for the planning and stewardship of group to name just a few. o Is there neighborhood interest in forming Friends of the Park groups to steward and advocate for the neighbors of Poplar Grove Park neighborhood parks. park? to join Earth Day and Paint the Pavement events in which lh[tps://assets.speakcdn.com/assets/2075/ o Are there elements of park maintenance or research that could support educational,vocational train- guidefoimprovingyourpark_2018. ing,or internship opportunities? pdf?1537377320428 8.Identify local environmen a consi•era o MEP o Are there natural features that are important to maintain or restore? "75% OF SALT LAKE CI T Y'S PARKS & PUBLIC LANDS o Are there opportunities for the park design to improve local environmental conditions such as noise ARE NEIGHBORHOOD OR MINI PARKS AND PLAY A pollution,air quality,urban heat,etc.? KEY ROLE IN ESTABLISHING COMMUNITY IDENTITY AT Figure 23:Community Park Planning Framework Toolkit. THE NEIGHBORHOOD LEVEL"-2019 public lands Needs Assessment Chapter Five:Welcome 104 / WELCOME: REIMAGINE NEIGHBORHOOD PARKS Periodic Prioritization: Neighborhood Plans, Site-Specific Development Plans HOW ARE PUBLIC LANDS' RESOURCES _- - Annual Prioritization: Capital Improvement PRIORITIZED? Plans,Work Plans, CREATING beneficial to some communities, Annual City Budget Long-term plans,like Reimagine such as"Friend's of the Parks" Process EQUITABLE Nature,and annual plans by City groups,can put communities who Long-Term staff work in concert to determine PRIORITIZATION AND do not have the time or money Prioritization: how time and money is spent on Citywide Reimagine INVESTMENT to spend at a disadvantage. Nature Public Lands Public Lands.Long-term plans Providing equitable parks requires According to the Urban Institute's Master Plan,Regional inform annual work.Each ring of and Division plans(e.g., evaluating park quality not just at report Investing in Equitable / Foothills Trail System Plan) planning is informed by community the site scale,but at the system Urban Park Systems,"All funding and stakeholder input.City scale as well.System-wide models have equity implications: Council and Boards contribute to prioritization of park investment some are explicitly designed to prioritization decisions. begins by establishing baseline address equity and meaningfully criteria and taking stock of engage all residents,some risk existing conditions.Inputs such deepening inequities and fueling WHAT INPUTS as the 2019 Needs Assessment, displacement,and most depend INFORMED THE equity and environmental on how they are used."The REIMAGINE NATURE mapping,community feedback, report examines different funding PRIORITIZATION and park amenity and conditions models and their implications for PRIORITIZATION TOOLS assessments identify gaps in the equity.It provides strategies for Equity Mapping TOOLS? Community-Identified i0 Figure 24 communicates how system and can help establish equitable investment practices INPUTS Transformative Projects g -Public Lands Master Plan a combination of inputs such standards for park quality and such as redistributing funds Existing -Strategies and Actions conditions as feedback and findings from identify areas most in need of from"Friends of the Parks" community & inP° F°`ure the 2019 Needs Assessment, investment.An example of local groups into city-wide systems, end O equity mapping is found on page engaging community advisory Gap community input from Reimagine 48. committees in funding processes, Analysis p Nature engagement focus groups and coordinating park and City Assessment O and survey responses,and In addition to understanding where �v+ research on existing needs and planning efforts to discover cross- /> resources are most needed,it is desires are all inputs guiding departmental alignment in both L! \J also important to consider how the prioritization of master plan goals and funding. funding decisions affect equitable recommendations,such as the 10 investment.Strategies that are Figure 24:Plan Inputs and Prioritization Tools Graphic. transformative projects. Chapter Five:Welcome 106 Transformative Project ACTIVATE PARKS BY INCREASING THE USE OF HELP OUR PARKS, LARGE AND �.' Sr PARK SMALL, COME ALIVE WITH ACTIVITIES i SPACE USING • 4 ART,MUSIC, AND EVENTS THROUGHOUT THE YEAR - • ` - - AND POP-UP ,i� �` ACTIVITIES N )11416- ,, r 'r it 6. COMING SOON TO A PARK NEAR YOU Projects Include: • Promote partnerships for arts, • Provide programming for . Reenergize city parks and music,performance,fitness, nature-based education, neighborhoods by adding ��` volunteerism,outdoor concession operations that will �' + urban agriculture,and games P 2 1 1' in parks. recreation,and horticulture. generate revenues to reinvest. / lo, _ • y, Mir• IS r-g4 1 t -, . . ,•_ :11‘.. ± ial . 3 i Y 44 , ir ,. _,._, - Jit . _,, 11! t-4 4 4lie NI % / • _.... , ... • /I it A , \ r 4 PROMOTE PARTNERSHIPS iiiI1111111 - 141 , 101111:111:14+148.44;$ ✓. FOR COMMUNITY — rill ��� PROGRAMS IN PARKS " y., Chapter Five:Welcome 108 4 t J I ' ' Ji aft #1 { WELCOME: 1111 - COMING SOON F I - // Y. • ll iPli TOAPARKNEARYOU • 1P ' ,,N, ,,„ • ,,,......._...„,..7 ' , Ai 'IP.:•. 11%111N ...1-.1%* • SUPPORT ACTIVITY 15th birthday)or picnicking under - • i • } , .4# • To take advantage of the beautiful the shade of a park tree are also ry 0 . ' important activities that can bel.s + F spaces and green destinations P `. Salt Lake City already has,this supported through investment _ _ transformative project aims to in infrastructure(e.g.,shade, . , . # ! I} increase use of public lands picnic tables),event policy and ;.4 4 , d 1 4101461 ob 1. V el through events,programs, staff services and higher levels of • rr recreation and concessions. maintenance in city parks. . tC National parks and recreation r dr organizations call this type of ENVIRONMENTAL ED improvement"activating"parks Keeping environmental education and green spaces or creating in mind,this transformative I vitality in parks through providing project welcomes opportunities . , t - programs or physical features that to expand nature-based and invite activity. volunteer programs.With training • Air . r in horticulture,cultivation and 411101 • SUPPORT EVENTS nature stewardship,more public .. • One of the unexpected outcomes participants could volunteer and I ' of the 2020-2021 COVID-19 support the great need to take , .• pandemic safety protocols care of what we have in Salt Lake included a dramatic increase City parks,urban tree canopy and F in the public visiting outdoor greenspaces. . .... . parks and green spaces.Events J.. . that typically happened indoors ft r` { y y .111 YEAR-ROUND ' r v including concerts,conferences, ti fi �''' { ' 4 _ r AIP PROGRAMMING .' ;'. f _ - classes and meetings transitioned , ;'I # • to the outside.Building upon this Parks see the most visitationJoe !f. 1 -.r•• •- % I. .� • rediscovery of outdoor venues,this during the warmer months. * I • r• ~ S # •+` y K • • transformative project welcomes Offering a diversity of activities w �� tf *� as shown in Figure 25 can extend x a ~ i•t ' • • partnerships with community F L 4 k park-use to all four seasons, arts,music and performance i 1 . increasingopportunities for groups to look for ways to use Salt pp * • ;• f J• ' .L ` 5N. Lake City outdoor public spaces winter outdoor activity and the - • t ; • / L as places for events.Everyday associated benefits that come with - "' activities like outdoor yoga,a adequate sunlight exposure during r t 5 y I r ?I ` t' _r Kidsbet learn n soil relationshipsbugs at an quincealiera(celebration of a girl's the dark winter months. .4n° {y��y ' environmental education event. I ' 4- M •'' rry•f* y+ �• 'Vi Chapter Five:Welcome i+ If 4+ r F ;; k - EXPAND PROGRAMMING TO PROVIDE SMALL-SCALE SEASONAL PARK AMENITIES TO ACTIVATE PARKS, INCREASE Figure 25:Seasonal Activities Graph RECREATION AND ART OPPORTUNITIES FOR ALL AGES Culture&Entertainment .Winter Events(Festival of Trees) • e yy�r` - "� .Ice Sculptors r ° w .Holiday Market •; t v - ti, �► .Fall Harvest Festival .,• 1.‘, ` "R'14l- "'. -' tuber Ja^nary I --P• • • . - .Movie Nightsiiii ;,i s i 5 l `�. 'I r ,. ' `i 4 ;3 •^f?►`J'� Food Trucks - �' 11' • - '' '• a 4 !r Craft Market ��� 2� -""^••..,•� 8 1 f t •)• r • Yoga in the Park r `" I 4laktja, . l ,�— .Music/Concerts A J - Pop-up Events !EEae• ' ( 1 Public art shows,installations, l -5 +. r ..i`r:'`a:,�;,•..p.:``1:?,`'.\ * t'` 1_ *�! __ Community& '` "•Y + i i 4 .7 )t' `) . l - Recreation h,1 p r.... 1t iii iiir }� s4.to / KA 11� �r ` a0 11, I .Sleddinf CA .Fire Pits/Warming Huts •. ,�• \ ., :i' w ,.i - ` • - SkatingRink ^�°�: y r •.. �/�„ ,` .Cross Country Skiing - . : t'c " .Biking/Walking Trails h6''••. Fe 1 4 ''• ^•� Outdoor Dining . n ` ' �,' Paddling ,-•••5,........ ....•'.;. ....._........ au 1'F - • :,.. ff ,r+.` n y •. Market 9 1r, IF rt �Farmer's - r 4' + , Outdoor Education 8 Ida Y • . vrde +t - { � -.. ca_—.� ::::: a - ,.r' ` ::a:::g ...._ ..., , O.„.'''.!1•4tr, rtk g �f"Y S n y C Examples of park activities. 'w Chapter Five:Welcome 112 //i PROTECT: A COMMITMENT CHAPTER TO STEWARDSHIP a . < s 1 k x GOAL STATEMENT 7w i ��e Y • t " „ Salt Lake City's urban population is ,yam �; 4 e • :, ,. ,�.; ;•zY ` , g rowing. The Public Lands Department 1• t .. 0 �, , - L p • 1«�, will balance providing safe green spaces 1v•, t, .Fs'4,: a i' ,,,a Nr+ yi .A.4, ..', ,,,«,, . - for the public while also protecting iconic, ..-.4:.. try0d*4,,A--,-...4- s�-,ter y,.. r ,� • 't i d {.. ' - 1 / -� � - '' � _.1-' 4, irreplaceable natural resources that keep r V , ' « ' ^ . 4`Fj: ;- ; . r ,k* the city wild. Stewardship demands are ., ' µ<. s ,,i„ i v -"A ,, ,.. d; .N profound: diminishing environmental health, �.. _. . 1 ' � '` increasing need for visitor management, ,.y r..s -,r ,/ ! >..'t, .� i .,1- iy e ilk,-1 rh o r �1_ Y.ft".r. x t.r� T = ' _ increasing maintenance demands, i •x` , -___ .�.,, �_ T `" increasing numbers of unhoused using , '/ .� open space as refuge, and increasing costs i ^'^ '4 ~ �� ~� *, = to provide infrastructure and services to a ess .o .. '''�� .. , s/ . �L' $ r . Ark , i .�e»: - . `,� growing city. In the Public Lands' domain, '",t.ittaiii"' . �R. i, 4 ,1"A. i• _ ; A's � • ,r,. ir „«,, i, the Department will lead the stewardship 1 :.� ` 'i` '' ' :; 3` `_ ( r'i1 -, 4• 'f i toe and care of urban green spaces. The '' Department will seek out opportunities to �LjT ', - �.� Vo" j ! ,\ , '/fit r , 4. �� 4 • .. �;, �' , ., .a ,. /ti � "�' " , ,, 4 -',,, �j- partner with advocacy groups and schools s l • iy' , t" i(`A 02,42 '+"�„/f- fir•. > p yg p 6 d-s, ss i ,4' ! �, ,;r 9 a r 4y gl ` r r .ram ��� .�it1 to educate on how the public can be �k', ''« `�.' . — ,'�'�► �`�' f* - ;-.liti stewards of the land and learn its history. "` • ,17 it `1.� '� '�. P'� '�y r ' • a+s � gip,."; .. 9,� �. r• , t ail. -.. - r • . ,,,,-,-._- -, ,... \ �r, `4174r, 4 1 . G �. /H I iffy.;, • 7'/ M/ ,.:.. T` ,s s¢ -Pr y,/}�r i ' .. --.• %P. .....0„..." _,,,,,,,,,., -‘,..„„;,,,.„,.A. _7,4 _ , 1 fv� /�\ s '�i` � ��".0 Public Lands Staffcreatm wetland \ / � �� ` " � habitat at Fairmont Pond.9 114 / � i1. �r..a PROTECT: "RECRUIT STEWARDS, RANGERS/ A COMMITMENT TO STEWARDSHIP AMBASSADORS, AND VOLUNTEERS FROM MINORITY COMMUNITIES NEAR THE PUBLIC LANDS." "RETHINK AND RESTRUCTURE OUR 4 FACTORS resonated with findings from the the city.They expressed that NATURAL AREAS TO INCLUDE IMPACTING Reimagine Nature community well-maintained,well-lit and THE CONTRIBUTIONS, LAN D outreach.Firstly,local community well-attended public space ACKNOWLEDGMENTS, AND BETTER STEWARDSHIP assets including"social capital,"or provides a sense of safety.There Stewardship can be defined as trust in local government agencies was divided response on the SYSTEMS OF CARE OF THE LAND BY taking care of public lands now and the ability to feel safe and larger societal issue of people INDIGENOUS PEOPLE." and managing resources to protect welcome in public spaces is critical. experiencing homelessness and public lands for future communities Stakeholders and members of those impacts on public spaces of people,plants and wildlife. the Salt Lake City community including parks,natural areas and "REACH OUT AND LISTEN. Taking this a step further,a 2018 cited"cultural capital"including trails that fall under the Public SPECIFIC PLACE-BASED literature review of environmental a community's understanding of Lands Department's operation and RESPONSES FOR ACTS OF stewardship concepts synthesized place,history and practices as maintenance responsibilities. RESTORATION, MAINTENANCE, a more nuanced definition important to building motivation AND DEVELOPMENT." focused on local actions:"Local for stewardship.Additional factors On one end of the spectrum,some environmental stewardship is supported by best practices and members of the public demanded actions taken by individuals, community feedback include more enforcement stewardship groups or networks of actors,with "financial capital"of both the actions from the department and -COMMENTS FROM THE various motivations and levels of government and individuals that city agencies at large that ranged 2021 PUBLIC SURVEY capacity,to protect,care for or affords stewardship actions plus from more eyes on the park to responsibly use the environment "human capital"of stewardship removing unhoused individuals in pursuit of environmental and/or actors(community,volunteers,staff, altogether.On the other end social outcomes in diverse social- etc.)and their degree of training, of the spectrum,community ecological contexts."l members called for ways to g skill level and available time. coexist with people experiencing From this research group's SOCIAL CAPITAL& homelessness or support // extensive review of existing HOMELESSNESS those individuals with more management and governance What social capital(e.g.,cues to social services in public spaces practices,they identified key care,stewardship actions,etc.) like lockers to store personal factors to local environmental make Salt Lake City residents feel property.No matter what end of stewardship capacity that also safe and welcome in public lands? the spectrum the public may be • 1 From engagement feedback, on,the impacts to Public LandsoN r 1 (Bennett,N.J.,Whitty,Ts.,Finkbeiner,E.et al. the public expressed a deep is profound with 345 staff hours Environmental Stewardship:A Conceptual and$23,084 of maintenance atil ',f, 11 1 1•, �� i, Review and Analytical Framework. appreciation of nature and greenT I/ 111 • • / Environmental Management 6L 597-614 ^I �^ �� i / 9 space that is woven throughout year devoted to clean-up activities ' ill'i, , 11II ,,. I IP // (2018).Mtps//doi.org/f0.f007/s0 02 6 7-017- P 9 i�Yyl' �s i a �, 0993-2 • I ll Ill l IIIP./�l II,h IIIIII '� Irp /1 1 1,11' °��a'�( Ill '17.10�,l� 1� l,� V I h �"I i' ������11I)/ 1 1 , ir,iP,1 I 't I I P �p' IIIIII )I f ) Chapter Six:Protect I ��I I�� ,' 171,1!I II 'dII) 11 '� 1 If' 1 1 r {111,1 II '„ Ill' 1 ' ). 11,1�1 1 1 I lit I )i 1 I P 1 il I ( °,1, 11,I�14, 111 f1 1 1 I 141 I1 III IIII I I 11 �'I' i ' �1' I I;I,"1J I �' �i 0: 'I I IL Ill', ( I l'1 4m' PROTECT: A COMMITMENT TO STEWARDSHIP related to the unhoused finding successful Trail Ambassadors diverse cultures"reflected in the population needing additional The Department's current "I WANT YOU TO no other options than using parks, program into a system-wide city's green places,parks,natural support to access those amenities spending in 2020 was ACT AS IF THE natural areas and trails as their Public Lands Ambassadors areas,trails and golf landscapes.In equitably.Plus,any historic areas $15,670,096,or$79.95 per capita. HOUSE IS ON FIRE, homes. program.The"Revive Our River" placemaking workshops,students of inequity are magnified and US peer cities per capita annual transformative project highlighted found"over 80%of participants struggle even more to catch operating budget spending BECAUSE IT IS." Nield and Rose,researchers from in this chapter provides for associated natural elements and up with quality and community averaged$88.30.To keep up Environmentalist Greta the University of Arizona and -targeted,local green space in family connections with their given stewardship of public spaces in with peer cities,SLC Public Lands University of Utah,conducted Thunberg, World Economic which to implement collaborative memory."These local findings affluent neighborhoods. would need an annual operating Forum, Davos, 24 January a recent case study'on the stewardship solutions,building up support this chapters second budget of$17,306,800,an 2019 Jordan River Parkway and the From an individual perspective social capital and improving the emblematic transformative project, increase of$2-million.By 2040, impacts of people experiencing the environmental health of a riparian "Sustaining Our Stories,"which can to an agency perspective, Public Lands would need to have a homelessness.Their community habitat that benefits both east and help build cultural capital that in Public Lands Department also budget of$19,955,800. interviews found similar responses faces steep challenges to balance west sides of Salt Lake City while turn inspires motivation for local to those cited above for Reimagine resources and keep up with needs. Additional data collection and ` . • also improving conditions for birds, stewardship actions."Sustaining 3 r r. Nature.Their report also analyzed research is needed to determine t '^ >''- wildlife and aquatic creatures. Our Stories"also seeks to protect NRPA's 2021 Agency Performance ,t„N..: the impact of nationwide short- an appropriate method to the cultural capital found in historic Review finds that parks term,symptomatic responses to CULTURAL CAPITAL address a backlog of deferred .'tr'r r, f, assets such as the buildings and departments around the country k� homelessness in public lands and As part of this master plan's maintenance costs.An inventory •,W ,fir landscapes that keep the stories typically provide 8.2 full time 4:40. found that those measures may community engagement,Public of Public Lands'investments r?,:� ;_ and cultures of the city's past alive. equivalent employees(FTEs)per t Mid ' "` ; appease neighboring businesses Lands partnered with the and their conditions is underway 10,000 residents to maintain and • ' and residents temporarily,they University of Utah Planning FINANCIAL AND HUMAN which will inform future deferred ' ,�+, ,.! ''.- typically prolongthe issue of the Department Westside Studio. CAPITAL protect resources.Public Lands ��{!k p would need a total of 160.7 FTEs maintenance planning efforts. +M; t,� .1,, , unhoused in public lands and Students in the studio hosted a The old adage"time is money" r< r keep management departments focus groups in early 2021 on the also relates to organization to meet the current number of y4 • n+ 14.r,>; ;',.` •• / in a seemingly never-ending theme"Placemaking,Community and individual capacity to residents.Currently,Public Lands �„- sv r - has approximately 100 FTEs,or 5.1 * +� cycle of ultimately ineffective Building and Equity."Tying into the implement local environmental �� 44.; -- solutions.Bottom line,social 2018'Environmental Stewardship" stewardship actions.Salt Lake FTEs per 10,000 residents. ;a �'` capital needs to be strengthened research,understanding how a City demographic trends point to As the City continues to grow,the ' ' , through collaborative solutions to community's culture and history more households falling below `°''� Public Lands service gap could p. stewardship and cues to care. is expressed in the landscape can the affordability threshold for continue to widen.With over • / , help increase motivation for green living and working in Salt Lake 30,000 new residents expected to Public Lands is seeking to create space stewardship.Westside City.North American cities with more of these collaborative move to Salt Lake City by 2040,an Studio students heard that the similar demographic trends additional 15.3 staff will be needed opportunities by expanding the community desires to partner struggle with balancing delivery to maintain current staffing levels with Public Lands to"understand, of equal quality of life amenities per capita.T�afich naiion5F — 2https://wwwnrpa.org/parks-recreation- honor and promote the knowledge (e.g.,well-maintained public lands) averaged in year 2040,Public magazine/2019/january/addressing- homelessness-in-public-parks/ and presence of rich traditions of with a greater percentage of the Lands will need 184.9 FTEs. — _ — — — — — — Chapter Six:Protect — — — 118 PROTECT: "I WOULD HOPE COMMUNITY INVOLVEMENT A COMMITMENT TO STEWARDSHIP 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 Local stewardship actions require reflecting on the concept and PARK MORE. SOMEWHERE LIKE THE PEACE human and financial capital(time ideas from the 2021 survey,many GARDENS WOULD BE IDEAL FOR THAT." and money).Looking forward over citizens took the time to add write- the next 10 to 20 years,it is clear in comments encouraging the that investment in Public Lands planning team to prioritize ways and ensuring larger,citywide to protect and restore nature and efforts to keep Salt Lake City wildlife.Enriching the discussion affordable will have a profound about protecting nature are direct "CREATE AN ACTIVE PROGRAM TO TRAIN, effect on local stewardship quotes from participants found SUPERVISE, ORGANIZE, EQUIP AND capacity for individuals and below and to the right. DEPLOY VOLUNTEER "STEWARDS" TO HELP institutions. DESIRES AND WITH CREATION AND MAINTENANCE OF OPPORTUNITIES PROGRAMS." FOR PROTECT In the 2020 community survey, the word"protect"most often �, �) _ 4 ; � 4': * //i° resonated as a goal with the ','' thousands of participants.In ► � � \ (' 4 r, �-. '.�11 ', :AI�c_ !� l �ti� •�� � tip'' 7 "SINCE MORE PEOPLE ARE USING THE OUTDOORS, EDUCATION "CONSIDER THE WATER NEEDS OF CURRENT AND FUTURE ON HOW TO TREAT AND VEGETATION; MAKE PLANS THAT REDUCE WATER USE TAKE CARE OF IT IS WITH NATIVE AND ADAPTIVE SPECIES WHILE ADDING ESSENTIAL." TREES AND OTHER PLANTS." -COMMENTS FROM THE 2021 PUBLIC SURVEY t7/ PROTECT: _., LOCAL STRATEGIES AND POLICIES OVERVIEW STEWARDSHIP s IN ACTION `\ r+ Youth volunteers are a big /' / i component of the Parley's Rails, ,j. / Trails and Tunnels Coalition.The The following recommended transformational projects to landscapes,natural resources, organization collects donations --. F, strategies and policies are high- support the overall goal of plants and animals.Additional a to support the trail in addition to level guidance for Public Lands protect.Working in tandem with detail for implementation is ,1 t providing volunteer opportunities operations and maintenance the strategies and policies in this provided in Chapter 8:Action 4h 1 I , /I which include helping maintain that direct how Public Lands table,these projects root the 20- Strategies. C the trail,planning and trail design, /i will achieve the plan goal of year vision with on-the-ground fundraising events. sustain over the next decade. improvements that will contribute The community identified two to the protecting the region's Youth help volunteer for the Parley's Creek Coalition The International Peace Gardens Photo:https://www.parleystrail.org/getinvolved Academy pairs stewardship alongside educational experiences. Volunteers can learn gardening t�' skills,help maintain and cleanup ' ',-'''i . ' ., natural areas near the Jordan R y • 4 , w ou `' , \ River and lead educational garden - ' 1. tours.The group also provides sir I opportunities for members of heritage groups to share their P H I G - _- —' culture and traditions through \ ;< ` storytelling activities in the garden. N.. �_ Strategy P-1 Ensure iconic,irreplaceable assets are not lost or rendered less valuable due to Salt Lake City Public Lands is an neglect,destruction or development. _ active steward of the city's natural Supporting Identify and direct capital funding for acquisitions and infrastructure investment that and wild spaces.The Natural Policy 1.1 protects iconic assets. An event at the International Peace Gardens near Jordan Park. Lands Division works to restore Photo:http://www.utahl7mai.com/index.html and create native landscapes,such Supporting Improve equitable distribution of maintenance resources,with a focus on improving Policy 1.2 the condition and usability of the Jordan River Parkway and Westside parks. ' n as the newly created wetlands at Supporting Establish and expand a Park Ranger program to enforce protective ordinances, Fairmont Park.Public Lands also Policy 1.3 educate park users,and safeguard public land assets from damage and abuse. - - provides stewardship opportunities such as Puncturevine Pulls,Canoe Strategy P-2 Leverage the power of the community to help steward SLC's Public Lands. Cleanup Day on the Jordan River, Supporting Empower friend's groups and community organizations to increase stewardship and a 9-Line Dig Day at the 9-Line Policy 2.1 capacity,add value,and maximize their contributions of expertise and resources. '"-•:� A y. Bike Park. ., yr ,, Supporting Grow a robust volunteer management apparatus to empower individual residents Policy 2.2 to contribute their time,effort and knowledge to help support their public lands j' ' . system. =., Supporting Use targeted education campaigns to create a culture of stewardship in SLC. / + �' ' Policy 2.3 Salt Lake City Public Lands Staff planting native wetland1///, vegetation at Fairmont Park. Chapter Six:Protect 122 /7/Transformative Project INVEST IN PROJECTS AND MAINTENANCE PROMOTE THE ALONG THE JORDAN RIVER PARKWAY THAT JORDAN RIVER PARKWAY AS AN ALTERNATIVE AND ACTIVE FORM OF WILL PROMOTE EQUITY, ACCESS, SCENIC TRANSPORTATION BEAUTY, DIVERSE RECREATION, AND ,.;., // HEALTHY ECOLOGY ALONG THE PARKWAY Ai ; t i 4.t 4 Figure 26:Investing in the Jordan River Parkway. it �; \ i ",y•' '' i i - • —�'IP ii.I r�*Ia ! fieROSE PARK - :1,--WE ' GOLF COURSE 0� v.: .. IS INTERNATIONAL PEACE PEACE < �r,IJ► GARDENS ` ' - GLENDALE - ' x:i4,44 GOLF COURSE •Ad y\ Y, .rk" • ^?y.,. �+ &GLENDALEati'f : I {y ► REGIONAL PARK Ja w,• ;y t 7+ 'M1` .;. 1r �`� rr: r,l fir .-- , �,tl • 4 r ; _. w + }' The Jordan River Parkway is the 7. REVIVE OUR RIVER f urban trail in the- U.S.with over Projects Include: _ 1 .=' • Establish a self-serve kayak • Redevelop Glendale Regional - • Establish welcoming park ,a. F rental program on the Park and make improvements spaces along the river,ando• further integrate Rose Park Jordan River,complete with to Jordan Park and f' and Glendale Golf Courses multilingual signage and river- International Peace Gardens — - _- MILES into the Jordan River Parkway, access improvements to make to create regional attractions = __ _ v following the to foster communitygatheringwater recreation accessible to and event space with _, !__ Jordan River and bring the river into focus more people. characteristics that celebrate — _ �: and preserve community = `�^ z— . from Utah Lake as one of SLC's most desirable • Restore and enhance natural _•�� = to the Great Salt recreation destinations. areas along the river for culture and diversity. �� ' ` :.T .-_ Lake improved biodiversity,habitat `f=� _ and a healthy environment. -- --�+_- — - Chapter Six:Protect 124 17/ PROTECT: , REVIVE OUR RIVER r It'i''' / I M Salt Lake City's iconic Jordan River Parkway Trail.For improved 4 i ,„c } took its name from the historic recreation,the public shared that ' ' river in the Middle East,a sacred additional maintenance and safety u` ::4 ' w ;• - • - ,1 .`,.�� 1 }+% , A 74 landscape and threshold to the amenities like trail lighting would 'a i , ';i. a ,« .1"<', l ` «y y - ,ry1' "Promised Land"in Judaism and make the Jordan River Parkway J_<• Christian traditions.For other experience more welcoming. } r. >9 ', cultures,fertile river valleys Additionally,the Jordan River lands A .�¢ a' have also played a critical role in are adjacent to many underserved4, c, • y �i • t ri t civilization,agriculture and are also communities and investment in y + ,4, A, ` v' seen as sacred landscapes.Native high quality maintenance and • G American groups recognize the life- recreation infrastructure can help "• — --fr."" giving qualities of rivers:"If there's bring more equitable service to -- �- water nearby,I'll go there for Westside neighborhoods. ' solace....Both the river and I have - r changed,but our course remains A key opportunity for ecosystem t the same(from"River Sonnet" health is that the scale of available for•. poem by Tacey M.Atsitty,Dine). land along the Jordan River Parkway provides an opportunity ' -, -'t p r For many North American cities, to greatly increase tree canopy �a the form of development and in an environment that can a -_ attitude towards city rivers range support long-term growth of .�:, from embracing portions of the healthy,mature shade trees. fi --• tz river for recreation and commerce, These lands offer a consolidated ���+ ` ,,,,'-- '.,- . ' ; - - to using the river for stormwater opportunity to protect and ,. >, _ . and waste management and to enhance the tree canopy as the ''"• :._' -- "turning our backs"on city rivers urban forest declines through " as areas full of insects,pests and impacts of climate change, flooding.In Salt Lake City,the insufficient stewardship(e.g., community has voiced a strong irrigation of young trees)by - - - i iir desire to protect the Jordan River adjacent landowners,and the i ___ :._ • as a natural asset by expanding illegal removal of trees during r'‘ F, • and improving ecosystem health construction as the city population ir.'-;,.4. . �.> _:—' —�r Urban infrastructure has shaped the Jordan River and recreational experiences grows and redevelops. _ throughout SLC's history."Revive Our River" alongthe 60-mile Jordan River `o , invites the community to reimagine the river as the 0 �) _ r. ecological heart of the city. Chapter Six:Protect '' /7 Figure 27:Revive Our River Concept Illustration. CONNECT TO TRANSIT, INCREASE TREE CANOPY BICYCLE ROUTES& IMPROVE PARKING PROVIDE ADA ACCESS NATIVEI / REVEGETATION& TRAILHEAD INVASIVE PLANT _ -- - r� LIGHTING& EXPAND PARKS ENHANCE TRAILS&ACTIVE REMOVAL ` ... �:'... RANGER &AMENITIES TRANSPORTATION AMBASSADORS ,, ,7 'it.- .1 ' IMPROVE BIRD CREATE A PADDLE IMPROVE WATER e �. 1 ',��:r • ., ` HABITAT TRAIL QUALITY ,, , • N. . : #4111k*.'.. ..1 . tr • _ _ - i •fti,* iti� i _ _ _ `. `� .ply, < E ;t"7', BIG ig'-- .. MOVES & 11 ;.: ., STRATEGIES - •�' .ems 4. ACTIVATE SPACE IMPROVE SAFETY ACTIVE IMPROVE THE Invest in tree canopy,grounds & PERCEPTIONS TRANSPORTATION ENVIRONMENT & maintenance,a recreational Implement a robust,citywide & CONNECTION WATER QUALITY paddle trail,and park Ranger-Ambassador program in Connect our parks and natural Focus first on reducing abundance possible.Focus restoration on development,renewal and the City's parks,natural areas spaces to the city's human and occurrences of high-priority riparian areas and creation of expansion from Glendale and open spaces that focuses powered transportation network. invasive non-native species wetlands as they are one of Regional Park to the Regional equally on resource protection present,then reduce the the most degraded ecological Athletic Complex. and enriching the experience for frequency and cover of low-priority systems. all Public Lands visitors. non-native species,whenever Chapter Six:Protect 128 i CASE STUDY: BEFORE & AFTER EXAMPLES: The city of Seoul uncovered and restored Those were added later after protests - i I*II a 3.6-mile portion of the Cheonggyecheon and were more costly.A technical !' Ili � w, L, "' PV �l'' , i ' -_14~ 1 0.0 Stream in the center of the city,creating a follow-up study also cited the following I" '; , ... 'a,.. ,,_ // ; I r G. - ..: connected green way for walkers,cyclists suggestions to better support plants, YI -. -. ,. — ElI l�1 r, ; %._: • r Ipr and wildlife.The Landscape Architecture fish and invertebrates: - �- .'-,rLl� - . �'i 114110111 Foundation features this project in their - '. : r. s, 4, �►�,,,4 `qs\ 0 Landscape Performance Series'and • Consider using low-flow retaining , - ,, 7;R \ • •.-\-1. c walls rather than stone or concrete; -Y = �r . a documented that the final protects the city r . r - from the impacts of 200-year flood events, Install spur dikes to increase water 9,.n'�'�� { .. ' 0 increased overall biodiversityby639%, \ b.•••` �' depth and slow flow; ♦�L Kr t : r.. , .. reduced the urban heat island effect on - t�" + ,3 `+�k47- c4 stream temperatures by 2-degrees Celsius • Utilize variation in river bottom �� t1. and reduced air pollution by 35%.Beyond profile to support invertebrates;and - _ - ;r -- , . += these successes,the project team also had '• - -' `- \•. ‘ 4.� .' r �) ' "� •a • Create plant-based filter strips for q� ,` .ia,, costly lessons learned by not fully including q\ 'r :I.!'' #fr' ' - . 1■ ...,r.l•N r cleaning the stream from handscape a. - s,•1ti * ` �,, access considerations for those with visual '•' " " and street pollutant runoff. VA _� * d i� \ q7�`T and physical disabilities in the initial design. . r. ¢, - -< x 1 hops://wwwlandscapeperformance.org/case-study-briefs/ • ` ,,�• _� .• r ; cheonggyecheon-stream-restoration - • '� `� - inammir 7 , ! 1, ,\ - • I. .I l I i I ffl fr• r1• r1 > +_� " 1 l•.y.r f r IIN 13111XN....„... •II•'' ,,,,,,, _•,,_, _,.",, /l I fl t 11 l lk` _ .u . �t. �o lr .y ill e - Ililll 041III - - _' ,. , 1 - al 11 :u 1 inl'n r a.i .1 _ I_I 1 A 4+A1 'fa •p • IPA\ 1 4 III } r -,.elliA i r•J,r '� h • I � -- ,1 A finr' I ' I • Ile* .44-- .. ,, .,. 1r2-51 :i k. --.,_ II st , ,., X ,.-..'...74/i;..... ' 4-- 1, . .----: ,,..... f Photos credits 1)Cheonggyecheon Stream,https://www,landscapeperformance.org/case-study-briefs/cheonggyecheon-stream-restoration;21 https://www. pressdigital;3)https://www.itdp.org/2021/04/02/leapfrogging-past-the-urban-highway/ Chapter Six:Protect 130 / Transformative Project ENGAGE REVEAL PAST AND PRESENT STORIES FROM PARTNERS OUR DIVERSITY OF EXPERIENCES THAT HAVE _ IN SHARING SHAPED THIS VALLEY, GIVING FOCUS TO L L I SjN G COMMUNITY UNDERREPRESENTED AND INDIGENOUS PEOPLE. i f STORIES EXPRESS THESE STORIES THROUGH LANDSCAPES, . } , STRUCTURES, PLACEMAKING, AND ART I-.-'" �.. III V L,A i ?` .64i ' illi 17 4!! . // ,,`;, 7 •r• ' \ '1 n i iI yt),, •ram k. . 'Lo-.i . ,0 i ,l • I-IfISIk 1 10..1 l.i. kC. .1 S' • {. 114 • ,i,,,,,t . i',0 ,1•V.,;:\,,,,,,,1,:, , ,,,1,, t I ' ' ' IMP % ...... it,'" II, • 'I:isitt 1 • ,,.0" ' ; 1 / 'if':'1;*i::',. . ', ci,' f'.''' ' ' ki • i ?..3,.i. // . , Photo.Above)Midtown Park Design Workshop;Top Right)Place,credit;Bottom Right)All: i Public Lands ç;; : i l i * ; r.L •, • . 70 - 7a, 'II //, �.1'• %, . *VirP r 8. SUSTAINING OUR STORIES !I t �;, ~ 14 _' Projects Include: ,, 0. 0.� ,- '1 i • 1464 +r /// Initiate a storytelling project • Engage our communities in • Invest in restoring and ? � � -,0/ 's �N . .\Srr • Y g • identifying more meaningful interpreting iconic structures ,,r 4 r;.� ;� �" ' P with partners to collect,share, , ' names for our local parks. and landscapes such as Allen q t.0 2' ;jsl p� i �..- TM''.4 and display stories relevant to - , i : r '4� `.5 ;,gill f„r�t�(t�4. t,, 1 public lands. Park,Fisher Mansion,and l :..�,! A , s, t. Warm Springs Park. •fe'. J• : _ .; PROTECT ICONIC LANDSCAPES THAT SHARE OUR HISTORY AND CULTURE Chapter Six:Protect 132 / PROTECT: "[AN IMPORTANT] ELEMENT OF GREAT PUBLIC SPACES IS THEIR SUSTAINING OUR STORIES 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 Landscape architects Matthew history,drama,music,street Potteiger and Jamie Purinton write arts,architecture and landscape in"Landscape Narratives:Design architecture all have methods and Practices for Telling Stories"that means to design and tell stories 'eq- storytelling is"fundamental to the of the land and cultures both past way people shape and make sense and present.This transformative of experience and landscapes." project aims to create landscape The trees,material of paths, "canvasses,"both by preserving /1/ recognizable businesses around historic,cultural assets and a park's perimeter and other their stories and by creating physical qualities of parks and opportunities for storytelling with r �. natural areas are the setting where partner groups and the community. '�'.. ,S� ' the city's collective and individual In documenting and"Sustaining stories"take place." Our Stories,"Public Lands ° ,r.•'i preserves and protects the cultural . , °," As Salt Lake City grows and threads that create a sense of welcomes more people,important place in Salt Lake City's nature. : l historic stories and origin stories of A.�. parks and public lands are at risk Restoring and interpreting '.s47, S? of being lost in the passage of time structures within Public Lands, . ' ' t and dynamic changing of place.As such as Allen Park,Fisher Mansion, i 'Ill I ' i' I cities reconcile the recent history and Warm Springs Park are sizable ti I 1 , of colonization by Westerners, investments of this Transformative t'I U 1 Native American stories and ways Project. -•• -- — of creating shared places become II ' important.For youth these stories , can add an additional path to • ' . understand and appreciate green space and civic commons. -na The humanistic practices of art, 0.111111111111.1110 literature,community advocacy, ! _AIN_ - -- - - - - -" 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. Chapter Six:Protect /7 CASE STUDY- in Yellowstone to Buffalo Nations of"Sustaining Our Stories."A museumotchange.org . • • RENAMING Valley).Similar efforts are met with good way to provide space for 11114 `� �— r ADVOCACY support and detractors.There are the community to brainstorm, sentimental attachments to place respectfully disagree and come to Over the last decade,the National names or others may not resonate consensus would be to leverage •.v INDIGENOUS PEOPLES ...1 Parks Conservation Association with current trends towards the Reimagine Nature engagement had advocated changing the what some people calla"cancel" tactics and partnerships with i . *- ARE THE EXPERTS OF p pp p i names of several of landscape culture.This case study reflects community groups like the i ' '- THEIR OWN REALITIES . features in National Parks to the potential opportunities and University of Utah staff and h �J AND HISTORIES reflect indigenous names(e.g., challenges Salt Lake City Public students. t - ._-5 r '� � proposal to change Hayden Valley Lands could face in the process *3 biom„��.rm�m�iMnx�U a1.. 1 .s 11 :- —=_-- "IF HISTORY CAN BE READ IN THE - ��_ NAMES ON THE LAND, THEN IT IS VERY PARTIAL AND VERY FRAGMENTED," OP —� -Lauret Savoy,author of"Trace:Memory,History,Race,and the Public Lands can help communities share their stories by serving as a venue,such as the Temporary Museum American Landscape" of Permanent Change,a collection of rotating artistic exhibits Downtown that highlight the stories of the people of SLC. /1 PLACE NAMES peoples."'Similarly,Public Lands can provide an opportunity to - - Places are shaped by the names �- they are given,stories that are told keep indigenous histories alive by recognizing and sharing important r and histories that are taught.Over kW, r place names and stories. time,unshared stories become �,�.V at risk of being lost,forgotten �� 1 https://native-land.ca/ _ ,), _, -e.'„ . I ) . without a place in the historical y . ; I! narrative.The Native Lands Map _ • 1 i- I to the right,highlights indigenous tribal landscapes around and in .''' I t the Salt Lake Valley that were = _' 4' +� +, home to the Ute,Goshute and ; 'i.i h ,1 Shoshone for thousands of years. 4:, -��� ` It demonstrates place before I et niett European settlers structured and _ claimed the land with borders, I - names and property.It strives"to map Indigenous lands in a way Blackfeet leaders Bird Rattler(far left),Curly Bear(second from left)and Wolf Plume(third from left)meet with that changes,challenges,and Stephen Mather,soon-to-be Park Service director(sitting)and other officials to respectfully protest the use of improves the way people see English-language names in Glacier National Park in 1915' the history of their countries and Photo Source:https://www.npco.org/articles/2189-naming-matters-photo credit copyright Marian Albright Schenck/The Collections of Horace Albright Figure 28:Native Lands Map.Source:https://native-land.ca/ Chapter Six:Protect I httpsi/www.npca.org/articles/2189-naming-matters 136 1 CASE STUDY- z%Thr , THE "ACTIVATION" AT BUCHANAN MALL In September 2018,the City of San one block to fully design and domes"providing stories from the I ,/ I ,;q 1 } Features in parks,such as Francisco began their partnership build to show the community the neighborhood.The community �/ 1 , ,,I, ....„. / to re-envision and renovate possibilities of their shared spaces. worked together to design I / this chalk wall,can provide S`,.y opportunities for people of all Buchanan Mall.The City and One attraction in the developed prototypes of the Activation dome ,0 1St Eric,,, s y'r ages to tell their stories. other partnerships engaged in a block was the installation of the and were hired to help build the intensive engagement with the "Activation".The Activation is a installment.This created a sense "— Photo:Midtown Pork,Design Workshop community to develop and discuss temporary installation of gardens, of ownership over their space and the plan.Once the concept plan benches,archways,historical fostered conversations among was complete,the City selected photos,lighting,and two"audio- community members. CASE STUDY- As Robert McFarland writes in some such creeks never entirely .'.,':hy 0.I,• �i LANGUAGE OF his 2015 book Landmarks,which disappear.A ghost,if you will, .� , LANDSCAPE collated thousands of words holds the creek's place,moving as. ,tor r 1 .1 describing the landscapes of slowly in darkness below the dry, ' '**A , Q, `°, Over the last decades,several Britain and Ireland,"this is a book sun-baked surface.In the mind of 1 y ►' . `►a. writers have compiled y e� ,asocs P about the power of language— a local resident finely attuned to I« /".'it f tk :P �� � compendiums of lost landscape strong style,single words—to such things,you've come upon the (�. �E ' • EL words that help describe the shape our sense of place."In invisible but real when you stand ` el*.nal I l; "'i1 11l• r 11 6 s ecological phenomena of nature. addition to the cultural histories above a blind creek.Dig,and the /, kA '• .".,.. ; - • a,. ',I% "Sustaining Our Stories"is also of people who have lived in the water will come to light,like the ,,, about getting out in nature and Valley's landscapes,there are blind floor revealed when the expanding our language of words all of us are unfamiliar with carpenter's floor is taken up." . l I �/ landscape.Three books speak or as McFarland writes,"we have -Barry Lopez r' I / eloquently on this topic. forgotten 10,000 words for our �' landscapes." rlie '' :"p r I � a ' 4 �►� \' The 2006 book Home Ground:A A'ti� HOME GROUiv /// . r Guide to the American Landscape • _ ► ' A GUIDE TO THE l y ^ • •*f K k W It p j - O B E RT �I landscape over words f fading P AMERICAN LANDSCADF. d�`"'- .. ,",hy I landsca a words from 45 poets ,, c a = and writers-In this book edited by el ill__ �"'� FA R L A t "ti ma .!h . ':- 'y e a ty "iir Barry Lopez and Debra Gwartney, • a' �e 3 F ` ,, . , t,` 4 words such as"blind creek"are • g:"` ►a ,�_g�",.. , LANDMARKS 1 Barry Lopez&Debra Gwartney �lll 7•' '- y,. '� Pi•_ • 1°�8d defined: may. y�, q}1.4 tY,��,R�f� sir• W �,! 4. ' �:1. ' '• Ns..., ,. , S y "To most eyes a dry creek is a "- fir.0410 x" 1 = _ �� place where a creek once flowed *- ` e ^ w�l:�so.aw. (� and after a rain will likely flow r ti ; $ �� �� �� again-Such a waterway is anMIL / Zil�A _s )111 �,r� ��Wit^fin ephemeral creek,technically. —� — • _ But by another way of seeing, SUNDAY TIMES NUMBER ONE BESTSELLER I L-— Community Storytelling at Buchanan Mall,San Francisco. /V/JPIp� ' Photo Source:https://wwwexploratorium.edu/publicspaces/projects/buchanan-mall. Chapter Six:Protect 138 / GROW: EXPAND OUR CHAPTER PUBLIC LANDS SYSTEM mow GOAL STATEMENT 'T'r 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 r ��' N++� - ;Y landscapes and public amenities with - •• �r d increased maintenance and renewal. --• AP, ,--- , , - ,� -.,"_ r Providing the amount of public properties •y ,� . '. a ^u = ��'• _ . . ,�` .— _ ,. ownedsiØ :Y '-•'''' i, o- o-'�P a�. „;;•- .. " may: A L increasingly challenging in a city reaching • r r- `l' l + �.w• ya' ' �" , ' `L ,'){1,11- 4 •— ,r ', �-` '" � maximum expansion build-out with limited R �fFr 3. ..�' ? opportunities to aquire large natural T y areas or small parks in areas of dense %• "T,i• r t 9k s c development with high land prices. City f =+� '� ' 4 '�! Y departments and partners work together !� . „ AloA '' r }y.' to provide green space and recreation , ,a* - �: •�``,' 1� opportunities in our rapidly re-developing 4'=- ~` -, ` • `4 1 `. t .t� 4. ' downtown. We innovate and make smart ,._ _,�,,��,; �y , ^70- 4 . . use of the public properties we have being 't f y1' , � strategic with our resources and creating •t � . -a` ,�` -:;f!, funding sources to expand our urban forest, ,r .i ',,y`. ;� .� '% � � .."g• " trails, park system, and natural areas. /,F�•yifor' .-d• ';; _,,0 .rvi; '�'T't'i'� °..'} y^p �'{�t yp �'d,s'!,zr i y � 1r:4' �tt,,,� isf. t.�g¢n�o :0 + ,/1% i,��a. '' :77 cr['A: 4_ - %'- - : F .l 'j.' +ti,,/'6y/�:, f s 'i. ..� /HMI , ,/ ,.r- - . to '* ,�/�" fir! el ..;� ,,, to •, U f40- .; p I SLC golf courses provide an opportunity �X M• �,•,� -, s ja4i.. 's to greatly increase the urban forest and r+' !' i' r !�'" f o fib provide it with care. 140 i 4"I }y , GROW. EXPAND OUR PUBLIC LANDS SYSTEM EXPANDING THE resident living within a half-mile of Salt Lake metro as one of the "OPEN SPACE AND THE PUBLIC LANDS public lands.While most residents hottest housing markets in the NATURAL ENVIRONMENT ARE SYSTEM meet this criteria,the denser urban West.Salt Lake City's Downtown communities of Downtown,Sugar Alliance^found that real estate and DEFINING FEATURES OF SALT LAKE CITY. 2020 Census data shows that Utah House and the Central Planning construction costs are at an all- is the fastest-growing state in the Area still have gaps in walkable time high and there are insufficient O U R BEAUTIFUL CITY PARKS AND OPEN nation'Over 30,000 people are access to parks.2 In addition green spaces downtown.Most SPACES, PAIRED WITH THE DRAMATIC expected to move to Salt Lake to public parks for recreation, cities offer three times more green City by 2040.In order to maintain expansion of Natural Lands and space to downtown residents than VIEWS OF AND PROXIMITY TO THE the current level of park space trail corridors for land and water Salt Lake City.The 2019 Needs provided to the population,as conservation,wildlife habitat, Assessments also found that the WASATC H AND OQU I R R H MOUNTAINS, of the 2019 Needs Assessment, and other ecological or scenic downtown core is especially MAKE SALT LAKE CITY A BEAUTIFUL PLACE the city would have to add 94 character purposes is also of high lacking in green space compared additional acres of park space importance.The 2010 Salt Lake to the rest of the city and identified TO LIVE AND VISIT. THESE AESTHETIC AND to Public Lands.That's roughly Open Space Acquisition Strategy the Depot District,Central Business RECREATIONAL QUALITIES ATTRACT NEW equivalent to adding another identified many key opportunities District,East Downtown and Liberty Park to the city.This and since then area plans have 400 South as population growth RESIDENTS, VISITORS, EMPLOYERS, AND acreage is a shifting metric as highlighted urban to wilderness areas of the city that will require parks,such as the new Allen Park, opportunities for expanding Public additional open space to meet the INVESTMENTS TO OUR CITY." have been added to the system Lands holdings. needs of future residents. PLAN SALT LAKE, 2014 yet the population of the city has grown faster than predicted in RISING LAND RESOURCES TO 2019.Like other North American PRICES AND MAINTAIN AND cities with expanding population, GROWING ACQUIRE challenges to growing or acquiring a POPULATION Acquiring additional land for parks, more green space include rising 3 natural lands,and trails is costly land prices,limited resources for The Deseret News recently taking care of current lands and reported that 2020 saw double- and maintaining new spaces competing land use needs.In digit percentage home price will add resource burden to the terms of walking distance to green increases and classifies the existing deferred maintenance of existing public lands. spaces,Plan Salt Lake sets a 2040 aspirational target of every 2 Salt Lake City Parks and Public Lands Needs Assessment,(2019) 3 https://www.deseret.com/2021/5/13/22412416/ 4 https.Wwww.downtownslc.org/images/pdfs- utahs place in the west raging housing doc/2020_State_of Downtown_v10.pdf l https://gardner.utah.edu/census-2020-utah- market-salt-lake-city-rising-housing-prices- 5 Salt Lake City Parks and Public Lands Needs fastest-gm wing-state-in-u-si record-breaking Assessment,(2019). Chapter Seven:Grow "MOST CITIES OFFER THREE TIMES MORE GREEN SPACE TO DOWNTOWN RESIDENTS THAN SALT LAKE CITY." Some municipalities utilize Warm Springs Park,continuing development and infill,public DESIRES AND "Require that all new apartment "94 ACRES developer contributions as one implementation of the Foothills greenspace is an irreplaceable building complexes have green OF NEW PARK mechanism,that when property Trails System Plan,creatinga wood asset within the city.Not onlyis it OPPORTUNITIES spaces aspart of their design." P P v y y FOR GROW p LAND WILL BE tuned,contributes to parks re-utilization plan for the Urban crucial to protect the few remaining E � xperiment with]a planting g of REQUIRED BY 2040 provision for new residents.The Forestry division and improving the slices of greenspace in the city In reflecting on one word that 2010 Open Space Acquisition Jordan River. for wildlife and ecosystem benefit, sums up the public's vision for some native species,you know,the TO MEET FUTURE the next 10years ofpublic lands, little copses of oaks and maples Strategy lists a number of it is economically a valuable NEEDS AT COMPETING LAND "grow"came in as the second most and box elders that exist in that conservation tools including: asset for the City to retain.Based THE SAME LEVELS bargain sale of land,parkland/ USE GOALS on the average land value of popular.Digging into the hundreds Golf Course are really needed OF SERVICE AS trail dedications,zoning for Affordable housing and supporting SLC planning areas that contain of comments made from the public, and actually harbor quite a bit of " manypeople reflected on the wildlife." TODA conservation,trail easements, commercial businesses and utilities homes today,if the 3,699 acres conservation easements, are high needs for a growing of existing parks and golf courses need to invest in green spaces on - 2019 SLC PUBLIC LANDS purchase of development rights, city.Also important is public were overcome by development, the Westside of the city and from NEEDS ASSESSMENT transfer of development rights, lands infrastructure.University of replacing those acres—and the a citywide perspective to add , conservation subdivisions,deed Chicago psychologist Marc Berman essential associated environmental spaces where plants and wildlife restrictions,wildlife property tax states,"natural spaces are not an and health benefits- would cost needs come first.Ideas on how to valuation,partnerships for funding amenity,they're a necessity—we approximately 1.4 billion dollars? grow public lands from the public leverage and stewardship.Criteria have to have it.Just like clean However,in some situations include: for new open space includes water or clean air,we have to have nonperforming lands could be "More natural wildlife areas without evaluating benefits of scenic natural spaces in our environment swapped for those that better paved trails.A NY Central Park size assets,ecological health and for people to function well."6 serve Public Lands mission. park on the West side of the valley." the neighboring community,and Given Downtown and the Central connection to other public lands. Planning Area's lack of adequate ace,in addition to a 7 Calculated with GIS data from the Salt Lake greenspace, County Assessor's Parcels and Salt Lake City Other mechanisms,such as growing population,protecting and planning areas. Community Reinvestment Bonds enhancing SLC's existing parks and for capital improvements,will act open space and efforts to increase as another resource for improving the provision of greenspace are of public lands,with funding top importance.While other land allotted to major projects which uses such as affordable housing I include:creating a regional park provide a worthy cause for urban tie at Glendale,restoring historic •, buildings and landscapes in \ liptit parks such as Allen Park and 6httpsi/wwwdiscovermagazine.com/health/ ? `ti• I 1greensyaces -are-a-necessity-no[-an- ■lt 1 ��iit-,1 1/4\Iir,'1 1la4 amenihow-can-cities-make-them „,, A\ 1I 1 �' t, Chapter Seven:Grow �1gg � IV��Mihl�','II a �i ,to, III��IIiIi���; �P.�t 'I�u I1 ),. PARK CLASSIFICATIONS AND STANDARDS Size and Purpose and Function Characteristics and Amenities Location Service Area Expectations Examples General standards for different travel and duration of visitation. such as Glendale to be a regional *not a complete list park types(classifications),shown However,these classifications park,is one way that park capacity Community Park 11111 in Figure 29,helps to provide do not dictate aesthetics and to support a growing population 10-25 acres Focused on meeting the major Portions of the site should have gentle 11th Ave.Park,1700 parameters for creating equitable allow for selection of a variety of can be met.As the city nears build- parks and recreation needs of the topography to accommodate active sports South River Park, park investments and expectations. features-such as types of sports out and it becomes even more 1-mile service city.Serves as a focal point for fields and open turf areas.Unique landscapes Cottonwood Park, area to account community-wide activities and group should be preserved,celebrating features Fairmont Park, For example,Neighborhood Parks courts,community garden,or play challenged to acquire additional for people gatherings.Provides facilities that such as streams,lakes or historic sites to Herman Franks are unlikely to include restrooms as features. park acreage it will be important walking,biking, serve a broad purpose,balancing express park character.Community Parks Park,Memory Grove this expense is better reserved for grow within existing parks to do or driving to active and passive recreation have facilities such as lighting and restrooms. Park,Pioneer Park, Upgrading parks to include parks needs.Allow for group activities May include special amenity or recreation Washington Park, Regional,Community,and Special more to meet needs. not feasible nor desirable at the facilities,such as athletic complexes or sports Warm Springs Park. amenities listed for their categories, Use Parks that may require greater neighborhood level due to noise, fields,large swimming pools,or play areas, lights,traffic,etc.Often adjoining although not the only purpose of the park. other community-oriented facilities Figure 29:Near Term Investments By Planning Area Map. (libraries,community centers, Likely to include playground equipment or schools,etc). large play structures,informal and formal PARKLAND CLASSIFICATIONS AND STANDARDS play fields,picnicpcn areas for, courtgames, pathways, shelters,and community buildings. / Size and Purpose and Function Characteristics and Amenities Location Portions of land may include areas of natural / Service Area Expectations Examples quality for outdoor recreation,such as / *not a complete list walking,viewing,picnicking.May include / natural features such as water bodies or / Regional Park AlEilb features and gardens. 25+Acres. Provides facilities and recreational Park amenities,events and landscape Liberty Park / amenities intended to serve city make them regional attractions.Special site / 1.5 mile local residents as well as the surrounding features such as streams,lakes or historic Future Upgrade: Neighborhood Park service&city region.These parks should provide sites may add to the pork's character. Glendale Park, 2-15 acres Generally serves neighborhood Mix large and small amenities,such as Poplar Grove Park, / and regional a large variety of recreational Amenity expectations may include restrooms, Jordan Park/Peace needs with fewer purposes and open lawns and grass play areas,pavilions, Sherwood Park, service opportunities to be both a regional parking,lighting,concessions,facilities for Gardens,Riverside smaller size than Community Parks. playgrounds,sports courts and fields.On- Popperton Park, / PP 9 9 g, Neighborhood, destination and surrounding rental/reservation,and expression of history, Park,Rosewood 1 mile walking Intended to provide both active and street parking is typically adequate.Ideally, Ensign Downs Park, communityattractor.These parks art and culture. Park,Sunnyside passive recreation for residents these parks are linked by pathways and Jefferson Park, idistance. are likely to support a combination Park. for short daily leisure periods. sidewalks and respond to the need for basic Meadows Park, of passive and active interests such Should be accessible for intensive recreational amenities close to peoples' Wasatch Hollow as water play,playgrounds,shelters, use by children,family groups, homes.Do not have facilities such as lighting Park,900 South trails,and athletic facilities. small neighborhood gatherings, and restrooms. River Park,and Special Use Park and senior citizens.Accessible more'. to neighborhood population and Size Varies Parks that mainly serve one Characteristics and amenities vary based on Regional Athletic geographically centered with safe Upgrade:Taufer specific purpose or community special use purposes.For example,special Complex,Library walking and bicycle access.May be Park 1.5 mile local need.Examples include the three events parks may include vendor space, Square,Washington developed as a park-school facility. service&city downtown special events parks venues for entertainment such as permanent Square,9-Line Bike and regional that provide a plaza experience for or temporary stages and seating,and access Park,Sorenson service passive recreation and host festivals to electrical hook-ups. Multi-Cultural Mini Park lir i and events.Examples include Center,Artesian bike parks,horticultural centers/ Well Park,Model 2 acres or less Specialized facilities that serve a May have elements such as small 600 East Park, working farms/community gardens, Port,Allen Park. limited area,concentrated or limited playgrounds,seating or picnic areas and Almond Park, arboretum/botanical garden,sports Neighborhood, population or specific group such shade.Do not have facilities such as lighting Guadalupe Park, complexes or parks dedicated to 1/4 mile as children or seniors.Could be and restrooms.In dense,urban areas,may Victory Park,Silver walking provided by public or private sector. be highly designed to serve more people in a Park, Ron Heaps similar sports tournaments and groupings,environmental education distance. small space. Park,and more*. centers,performance areas,urban plazas,festival walkways,civic I parks,or other specialized activity or recreation interests. Chapter Seven:Grow 146 /// EXAMPLES OF TYPES OF PUBLIC LANDS / PARKLAND CLASSIFICATIONS AND STANDARDS,CONTINUED / SPACES IN SLC Size and Purpose and Function Characteristics and Amenities Location • `* >` Service Area Expectations Examples t?s", ,•,cv / *not a complete list ' _ 'q ,X,�i / .I Z �. .,„/ w . Natural Lands,Non-Urban <� fl . c_ R Varies These areas are generally Natural land areas with environmentally Foothills Natural 1i,:, ' ', i maintained in their natural state with sensitive habitat and features,and riverfront Area,Parleys • • i I - City or broader ecological systems management areas and floodplains and creek corridors. Historic Nature i'' ji, , '.-! '; �. region and help preserve significant views, Often provide connections with other Park,Lower Jordan • ',1 r Z ' • 7 J �'_",_. provide wildlife sanctuaries,and public lands.Site features such as streams, River Wetlands,and • `�` jy fi f I ,. ----- , conserve natural resources.These scenic views,rock outcrops,or historic sites more*. _ areas may also support scientific may add to the natural area's character. • Sli. research and trail equestrian and May include above or below grade utility Neighborhood Park:Wasatch Hollow Regional Park:Liberty Park Community Park:Fairmont Park bicycle use.Depending on site infrastructure so long as land remains conditions,public access can be predominantly natural in character. r limited.Emphasis is on achieving a balance between re-source i������� ,.,• protection and public use. Natural Lands,Urban I I. -yK :•w' Varies Urban natural lands are natural Similar to Non-urban Natural Lands but Miller Park,Wasatch w ' spaces which are typically require a higher level of maintenance, Hollow,Hidden City or broader surrounded by urban development facilities and/or infrastructure to manage Hollow,Fife Wetland 'r •:i .jmperial Park region or adjacent to manicured parks and human activities and adjacency to the built Preserve. • : .,.;, often serve a park-like function. environment. May support opportunities for Y •.+, �ti passive recreation through recreational trails, •\ * interpretive facilities,historic and cultural11. ,.••- exhibits,nature observation,photography, Mini Park:Imperial Park Special Event Park:Library Square Natural Lands:Fife Wetland orienteering,kayaking,canoeing,floating, and fishing. Greenways N/A Linear parks,greenways and paved Linear green spaces,parkways,trail 9-Line,Folsom, and unpaved surface within a corridors,stormwater infrastructure, Green Loop,Jordan Neighborhood, designated open space corridor and green interventions along public River Parkway, • a 4+r city or broader allowing for pedestrian and bicycle thoroughfares which add aesthetic value and planted medians. 1 = 'f I 3 . region commuting and recreation use.Trails may encourage pedestrian and bicycle use. .r;e r a. are measured by linear distance,not May include associated natural or manicured land area. landscape with paved and unpaved trails. v r't i ,� 7 tr-ft� May include ornamental plazas,special . r features like gardens,bike parks and VOt trailheads,stormwater infrastructure and urban forest enhancements. Trailhead:Ensign Peak Parkways:Jordan River Parkway Golf Course:Bonneville Golf Courses 100—250 Large expanses of turf grass,trees, Rolling terrain without overly steep sections. Nibley,Forest Dale, acres for 9 to and small water features that are Appropriate soils,drainage,and water Bonneville,Rose 18-hole course. maintained for the game of golf. availability to support turf grass.Small water Park,Glendale, May include trails or trail ac-cess features and other natural elements add to Mountain Dell.City or broader within non-playable portions of the the complexity and difficulty of the gameregion property so long as golf activity while also providing habitat for urban wildliferemains unencumbered by trail and potential for stormwater retention.access. //il Seven:Grow 148 Chapter GREW FUTURE PUBLIC LANDS INVESTMENTS EXPAND OUR PUBLIC LANDS SYSTEM P 1,104L.,j; V. • r I . ' • • NORTHWEST ; CAPITOL HILL I INCREASING LEVEL such as park investment and • j 1 availability of park amenities / OF SERVICE LEGEND contribute to the level of park ' AND FUTURE service each neighborhood NEAR-TERM ••• INVESTMENTS receives.Due to limited available CAPITAL IMPROVEMENT The National Recreation and Park space,areas of the city with higher PROJECTS - 4 A d I I 0 I I Fr' Association(NRPA)finds that city densities will need to find creative • HIGH PRIORITY EQUITY 0- parks departments on average solutions to increase park level of A• MEDIUM EQUITY 1/offer one park for every 2,777 service to meet the demands of a PRIORITY �i residents and 9.9 acres of parkland growing population.At the same 0 LOW EQUITY O • (� per 1,000 residents.While this is a time other planning areas contain PRIORITY • `p ] l national benchmark average,NRPA substantial acreage of parks and 0 J r acknowledges that park agencies natural lands which are in need TRANSFORMATIVE OO • 4---. / ..0., AVENUES O PROJECTS _ are as diverse as the landscapes improved maintenance and the HIGH EQUITY •�l_ /T1 —~ �N and people they serve.There is no addition of amenities to equally - PRIORITY (/�J��J . l�.J O .' EAST one,standard way of measuring serve the community. • PREIDRIMY QUITY y� ®O O ,-' a ,:� BENCH level of service that works for �J DO�TOW i it] Figure 30,the map to the right • LOW EQUITY �-every city.The people,staff and PRIORITY ® n 0 stakeholders of a city must provide shows near-term Public Lands' �Jl O investments that seek to improve "" PROPOSED TRAILS ���v• •. yy--�- input on the values and needs the level of service of parks �0 41:* ?�: of their own communities for EXISTING (,//v�'� � l O access to the urban outdoors and and amenities across the city. ELEMENTS v OV ,� Significant near-term investments O I environmental services provided PARKS AND O0 \ by parks,urban forests and green are broken down by planning . NATURAL LANDS O/l3 0• �\ area on the following pages, .�SSJJ \\ lio spaces. . GOLF COURSES _ f'''. highlighting major improvements xQ._ 41 Level of service is often measured and transformative projects that will CEMETERY • , . '- by acres of parks and open space serve each community. y r per person.Yet many measures EXISTING TRAILS WEST CENTRAL SALT LAKE COMMUNITY . • ` �Ln / SUGAR / HOUSE / Figure 30:Future Investments By Planning Area Map. / Chapter / ter Seven:Grow 150 / GROW. NORTHWEST EXPAND OUR PUBLIC d • Near Term Investments: LANDS SYSTEM » Invest in the Jordan River and the Jordan River onal MEwa Park Trail tic y le » Identify opportunities for separated bike lane/ Future SLCPL multiuse paths to close gaps Native Plant Nursery » Add uses to Rose Park Golf Course to make it • more accessible to the community. Rosewood » Invest in 2200 West—Urban Farm Park » Create a future Public Lands Native Plant Nursery NORTHWEST AND estpoiite • » Improve west side park amenities,placemaking WEST SALT LAKE rk �• Jordan River and programming. •,Parkway Trail The westside has a higher level of park researchers are working to o I i-95 service in terms of park and natural expand a list of recommendations land acreage than the citywide for parks-related anti-displacement I arkwerside average,and is connected by strategies that should be employed Constitution Park the Jordan River.Increasing park for this area' Co nwood—a,N.,,,, Park i i service in these communities will involve investing in existing public Providing existing parks with ! NORTH TEMPLE amenities that serve the needs of spaces to enhance environmental A quality and increase park the community will be important to N amenities. incorporate into future investments. There is also a high percentage WEST SALT LAKE There is a very high need for of children,youth and seniors investments in these two planning compared to the rest of the city's • Near Term Investments: Fischer areas to achieve citywide equity population and park investments •Mansion » Invest in the Jordan River and the Jordan River goals.Population is growing should make extra consideration S erwood • Parkway Trail in this area and residents are for these groups. Pa 15 » Invest in Fisher Mansion concerned about rising housing Jordan River Parkway Trail• » Invest in Glendale Regional Park costs,gentrification and seeing 0 » Identifyopportunities for separated bike lane/ 1https://www.nrpa.org/parks-recreation- Poplar 900 pp p their cultural identity disappearing magazine/2019/december/greening-without- O Grove Park I multiuse paths to close gaps gentrification/ River from these places.NRPA and other o i Park » Implement the Surplus Canal Trail 0 9 Line Trail p P • ordan » Add uses to Glendale Golf Course to make it more o0 ark accessible to the community. 0 0 -.r » Improve westside park amenities,placemaking and programming Proposed 3 Surplus o •CanalTra' 4' 1700 S 1700 S Park lendale A Regional liollifhCliour. Park 21005 ! •, A N Chapter Seven:Grow 152 GROW. EXPAND OUR PUBLIC LANDS SYSTEM DOWNTOWN Near Term Investments: CAPITOL HILL expensive but is critically needed. outdoor green space assets for • DOWNTOWN AND A multi-varied and aggressive their residents to provide respiteIILIII » New Park in Granary District(Fleet Bock!)at least 25%of the block or 3 acres on the corner approach which includes public from the urban environment. CENTRAL CITY Green » Green Loop to create new green space downtown, and private strategies as well Loop 8 acres along the green loop segment on 200 E These areas of the cityare Strategies could also include (Preen as public-private partnerships is as neer ooP expanding sidewalks and park a Invest in Pioneer Park to make it a flagship experiencing an extremely high needed to address the need for strips to create space for more 400 S LIParkPio downtown park degree of change.They have the more green space in the heart of p p w gauaregton » Identify opportunities for separated bike lane/ least amount ofs ace and outdoor dining and pedestrian z parkP the City. o o multiuse paths are the fastest- rowin addingactivity.Expanding the park strips a00 S fastest-growing, » Encourage developers to create park space as both population and density at a The City should identify ways provides permeable surfaces Fleet part of their development for their residents,at a rapid rate.Downtown in particular to reinvent city streets,taking for stormwater collection and Q Block minimum has a very high percentage of advantage of the wide right-of- adequate growing space for » Invest in the Civic Campus(Washington Square) surface parking lots that are quickly ways to create linear green space. trees,cooling the hot,paved and Library Square to bring more uses and Other ways to provide green urban environment.Identifying A N programming to the site converting to high density housing, N space could involve allocatingspace for communitygardens, » Look for community garden and pocket park office,and retail. P P g opportunities space for parks on City-owned which are in high demand in these Buying and developing land for blocks.Additionally,the City could neighborhoods would also provide park space in the city's center is encourage developers to include needed urban green space. CAPITOL HILL CENTRAL CITY ID Near Term Investments: 0 Near Term Investments: » Invest in Warm Springs Park and the historic bath a Invest in the Civic Campus(Washington Square) house property w ♦60o E°o ° programming to the site.o and Library Square to bring more uses and » Create on and off-street multi-use trail connections M Park to the Foothills Natural Area,Ensign Peak Open o 0—Fa line a Identify opportunities for separated bike lane/ Space and the City Creek Natural Area Library • Ga ens multiuse paths • Square Par SuedeTownPark » Identify opportunities for separated bike lane/ O. w » Encourage developers to create park space as multiuse paths °o part of their development for their residents,at a ��� a Encourage developers to create park space as • minimum. ' Ensign Peak froposed 9 Line s Open Space part of their development for their residents,at a » Look for community garden and pocket park 5 Ensig minimum opportunities Jefferson ty Dow » Look for community garden and pocket park Park tq Warr> Par 1300 S Sing opportunities 11 s P Parks w IP !erman Franks 600 N �, Park ti 1700 S tD M Gi 11 0 Grove Park '' Cotten All Guadalupe • Park Park A ' N - N Chapter Seven:Grow 154 GROW. EAST BENCH EXPAND OUR PUBLIC LANDS SYSTEM wrrqr 0 Near Term Investments: i 6Foothills Trails& » Continue to invest in trails and linear recreation Natural P-ea to reduce gaps as well as create connections 500 S # between neighborhoods and the rich trail network in the Foothills Natural Area SrnyPsat » Create on and off-street trail connections to link AVENUES EAST family homes.The population Investments in linear recreation, iy1 the neighborhoods with urban natural araes such Connecti ns of Glen e • as Wasatch Hollow and Miller Bird Refuge BENCH AND consists of a relatively older group and multi-use paths that connect to Miller I rd p Ref ge 0 a Invest in Rotary Glen Park than is found throughout the rest of neighborhoods to existing natural e SUGARHOUSE the city. lands and the Foothills Natural *3oos » Invest in Bonneville Golf course to expand uses Corrections These areas are relatively stable Area will be key to improving park tc ,Vasatch 0 9 m°o and are experiencing less While these planning areas have service in these neighborhoods. Hollow i change and growth compared a small percentage of park acres o compared to otherparts of the city, Utilizingor addingmultiple uses to to other parts of the city.The p p neighborhoods are built out and they have the greatest access to other greenspaces such as the City the street development pattern natural lands due to their proximity Cemetery and golf courses are also is of a more suburban character, to the foothills. top strategies to improving access. consisting predominantly of single A N AVENUES SUGARHOUSE Westminster College Neo I Near Term Investments: Allen • Near Term Investments: !� Park • Foothills » Invest in the CityCemeteryto make it an open » Continue to invest in Fairmont Park City Creek Trails& P 2100 S w arhouse w Natural Area Natural space resource.Utilize the roads for multiple use Fairmont 0 k o a Investments in Forest Dale Golf course to expand Area » Continue to invest in trails and linear recreation 1L8O r • N uses 11th Ave. to reduce gaps as well as create connections » Invest in NibleyGolf Course to expand uses flmAVE b Popperton orest Dale Pbetween neighborhoods and the rich trail networkolf Course » Invest in Allen Park 1in the City Creek Foothills Natural Areas 2700 Sa GorlsGardensHistoric e . ery Nature Park in Memory ti S TEMPLE Imperial Park Park P ' t N N Chapter Seven:Grow 156 • - = CASE STUDIES GROW. �_ ._ STRATEGIES AND 1.. _,,�y ., - ^p The Lafitte Greenway,a 54 acre multi-use trail "^r; ` "' +� f and linear park system,utilizes a former shipping POLICIES OVERVIEW 1,,�4 '';,f� ` -.4 ' y r canal and railroad right-of-way to create a network of shaded green space which connects .N, 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 The following recommended transformational projects to aligning the growth of Salt Lake desires of local residents.The greenway strategies and policies are high- support the overall goal of"grow." City's public lands system with the Photo:Lafitte Greenway,New Orleans Louisiana,Design Workshop "incorporates sustainable design through green level guidance for Public Lands Working in tandem with the overall growth of the City.Additional detail stormwater infrastructure,native plantings, operations and maintenance strategies and policies in this for implementation is provided in adaptive re-use of existing buildings and the (O&M)that direct how Public table,these projects root the 20- Chapter 8 Action Strategies. reduction of impervious surfaces." Lands will achieve the plan goal year vision with on-the-ground 7 of"Grow"over the next decade. improvements that will expand and ~' • •. - The City of Ann Arbor,Michigan provides P P .Y., . The community identified two optimize the use of public lands, "' ` stewardship opportunities for residents to help ,' Li maintain local parks through their Adopt-a- / .$ " Park volunteer program.The program allows / ..r,•• / neighborhood associations,individuals,or group / GROW: HIGH-LEVEL STRATEGIES AND POLICIES organvoluntzations to ngbysustomizetheirownntegram`or / volunteering by setting their own maintenance / regiment,schedule and plan for what they would / Strategy G-1 Be proactive and strategic about growth of the Public Lands System. specifically like to work on.Volunteers are able to / Supporting Investment of resources into new lands,new assets and amenities is driven by policy 4, foster a sense of park ownership while learning Policy 1.1 and informed by data and public engagement. about topics of interest. Photo:Ann Arbor Adopt-A-Park Volunteer Program, Supporting Tax increment or other dedicated funding sources for O&M are established so that https://www.a2gov.org/departments/Parks-Recreation/ administrative/adopt-a-park/Pages/Adopt-A-Park.aspx The Downtown Seattle Association(DSA)creates Policy 1.2 additional maintenance resources keep pace with new capital asset funding and partnerships to activate Downtown parks and projects. public spaces.The group collaborates with the Supporting Integrate growth planning for public lands with economic development initiatives ii Seattle Parks department,friends-of-the-parks Policy1.3 and communityplanningand zoning.Inventoryand developlong-range for a ® ® ® � p p gplansIgroups,and local artists to enliven Downtown City owned land that is not currently in the Public Lands'system in order to make - L • NIL — Q' ■ - . spaces with events and art installations.Artists strategic planning,zoning and land use decisions which utilize existing spaces with -- parks and open space characteristics. , and organizations are invited to host an array of S. activities in parks such as"fitness classes,arts Strategy G-2 Overcome difficult obstacles to growth needs through creativity and through , j L and crafts,children's activities,dance and pet leveraging external assets and resources. events."1 The DSA also facilitates projects that Supporting Maximize usability of public outdoor spaces,including golf courses,right-of-way, _ --- F include adding flowers,vibrant,artistic crosswalks Policy 2.1 and public/semi-public spaces(such as library grounds)outside the Public Lands .,,r,,n~ nventory. • i \ spaces. Supporting lighting and wayfinding to Downtown ,.i j ;� P Su ortin Leverage innovative public-private partnerships and collaborations with developers — : PP g g P p p p P Policy 2.2 to help address the growth needs of the Public Lands system. Photo:Downtown Seattle Association art in public Supporting Position Public Lands to take advantage of private contributions,including'adoption' spaces,https://downtownseattle.org/art-projects/come- i hops://wwwa2govorg/departments/Parks-Recreation/administrative/ Policy 2.31 of amenities,corporate partnerships and philanthropic giving. play-westlake-park-occidental-square/ adopt-a-park/Pages/Adopt-A-Park.aspx / Chapter Seven:Grow 158 / Transformative Project / / / INCREASE THE PROVISION OF GREEN 9 AND ACTIVE SPACES DOWNTOWN THAT • / WILL CONTRIBUTE TO LIVABILITY AND w' .vTe_r.{'• -, -, ''' / ECONOMIC VITALITY " _ ' I_ '' / IIIIIMMIIIIIIIF - TRANSFORM - / to- r INTOhik. '' : , �THE CITY'S • c i c • .` ` 4r ,• Alt - , ;` »s x PUBLIC 4. . .h ~ , f ..I ,.. SPACE .• ..NV • -, '1. r, '' X �l '` „�,.1. LNG / .jet '. y� Yam - - , i , 100 . 1 7 Y t, ' z . ';1 r CF kt. , fit "i`L, �-.,,.(1.)',,1 ,,,w �` .',.01 s,' `� 's 1 L� f / L ;II I I I 4:. / 1 d`:' (` 9. DOWNTOWN COMES ALIVE OUTSIDE F ( �;',. w• / Projects Include: 1. k. ,4 s 001 . • •, • .r • Invest in Downtown SLC's spaces that become the create a Green Loop with trees, 19 ,!^ .� a `'ltdiv / Pioneer Park to create a vibrantL. . . . , foundation of an activated a multi-use recreational trail r 1 / t destination that is welcoming to downtown. linearpark space andplaces - P i ; all,with daily activities for the for outdoor seating. ts ,o - Enhancing Urban • Grow SLC's Downtown and 4 neighborhood and events that ,; _ __ Greenspaces at / Central Community Park • Create festival streets in / serve the region. ,a I. Downtown locations / access,where future growth key locations that provide e such as Pioneer Park • Initiate creative projects and is expected to be the highest comfortable spaces,amenities to inte rate a . F • and Fleet Block would partnerships 9 in the City yet has the least and infrastructure to support kl network of large and small access to parks and trails. events and pop-up festivals. combat urban hea r green areas and plazas into ' ,island effects ▪ Reimagine the DowntownSLC's , •• / a mosaic of public outdoor ` wide streets in key locations to --_Chapter Seven:Grow 160 //4/1 /7 GROW: Figure 31:Activating downtown SLC diagram. DOWNTOWN COMES Create future // connctALIVE OUTSIDE betty enGrleen ons FLEXIBLE STREETS INCREASE TREE Loop and Create shaded and CANOPY Downtown nodes adaptable street space Createshaded for city events exp erienceasha along the / Green Loop 10. �' 20o FESTIVAL STREET v This transformative project aims Planning experts have cited the - oe31 r to help meet the gap in amount of city's"Mormon Grid"and large /.- �� I 4--. • i greenspace available to downtown 660'x 660'blocks as originally /' '1: •� , I It) •e- i residents and commuters.With having multiple uses in mind from �. _ oQ �0 r Pioneer Park as the downtown's agriculture to streets that primarily - ' j r` �. r / �� PIONEER PARK r / only greenspace,creative ways served as unpaved green space RF. to relook at urban space and add around minimal roads. Recreation %4 GIO B green amenities and recreation is and natural areas in the traditional R�NDE {♦ r r needed. right of way inform big ideas like �p 1 "The Green Loop,"which aims to v."-. r S00% 0' Working with private landowners l 1_ add 60 acres of park space to the . , S� �,� and businesses,this transformative ,. FLEET urban core.Additional green space (�,�� / project calls all hands on deck - - and tree canopy coverage will / when it comes to providing provide a cooling effect to counter x ' / green space downtown as well r the urban heat island warming of r r / as supporting urban trees with ` -, i / the primarily hardscaped city. irrigation and care.An example BIKE FRIENDLY � '-' �Y of this is Fleet Block,a city- In addition to street trees and DOWNTOWN ` • so� / owned property,that is currently green stormwater management, Create bikeable and 60 / being imagined to include public Public Lands should creatively pedestrian friendly network RECLAIMED for all ages and abilities ENHANCE [PUBLIC SPACES greenspace to meet needs for invent ways to infuse recreation along the Green Loop EXISTING recreation,socialization,and nature and public gathering spaces as GREENSPACE Find opportunities to within the urban area. mini-parks that take pressure off Create shaded par r infill with greenspace in the few downtown parks.The k downtown Salt Lake City space with room for Green Loop will be a considerable activities that serve investment in the city in Downtown residents 9 Line segment and daytime workers. construction to coordination with City Planning and RIO GRANDE begin 2022. Engineering Departments. FESTIVAL STREET _ Use the city's large right of ways as flexible public space to host events. Chapter Seven:Grow 162 I. ,r //f 4 AP-y at!111!11lNllio" I. -- 71tRI, . � " " Figure 32:Before and after Green Loop sections.One possible configuration. tIi `1I . '� 1 High Sun Exposure II'1 O •/ High Levels of Noise Pollution lei �, �. ��'� , Long& A //// _ 0111,..1,... tat�'��� \, I Unsafe Minimal Space �� \\ '/ .">>.,• Crossings for Downtown .. . _., ,___ , , 1-.-4-,- , i' 11 I r • Street Trees ,,,,, ,E,,,,,0 . 1,_hi. 1, .. , ,,_ 4ygyz i—`. y� 1111 111? j r N lit it i= .n 1 �� — Sidewalk Typical Carriageway Planting :, l. - -..'_1 -•F--1 7 i ''--;'.'— .!•''.'1411' 1_7 S': r-: -:- -=7 I r •J �� ��c-•— Shaded Experience - :, — LOOHE GREEN L. 1F j _ _ ' A{:� ' WILL PR E =� — — ^771, r AT LEAST GO ACRES O — _ //// � 1 �> PARK SPACE TO DOWNTOWN y / - l _ _ SALT LAKE CITY IN Improved Water - - _ i - n / Management 1161#/1i • Reduced Level of C-a Noise . s.:- 1'�''..4 Shorter . i_ _ 10 Crossings ill I t _ _ 'ff • ALA I ` • ^14• 6' 36' 62' 14'� I 0 • © 0 © Del © CI SLC's wide streets provide Planting Typical Carriageway Bike Path& Linear Park Sidewalk opportunities to create green space with Off-Peak Pedestrian Track The Green Loop downtown in key locations. Parking INCREASE TREE CANOPY IN • ' G PARK ACCESS DOWNTOWN BIKE-FRIENDLY DOWNTOWN Downtown's urban forest is limited THE With only one park to serve 9,685 While Downtown has LL compared to other neighborhoods in GREEN LOOP residents and a daytime population , bike lanes,they require 0 Z SLC.Trees struggle in the developed, WOULD , ACRES of 41,072 people;Downtown is MILES OF a confident cyclist, (D 3 paved environment. OF PARKSPACE identified as a High Needs Area for MULTI-USE PATHS comfortable navigating busy Z O E4'' DOUBLE `' °'‘ NOW additional park space. DOWNTOWN NOW traffic. w _ i_ Adding to Downtown's urban forest -EFORE THE AMOUNT 0' ,AETER lb — IIY Z Z in parks and the proposed Green ,- O Finding underutilized spaces,such he Green Loop would PLANTING SPAC: D W 3 Loop linear park would reduce higher as the paved and abandoned Fleet create aloes-stress option FOR TREES I i ' ` i Block,and taking advantage of MILES OF or all ages and abilities LL Ce Q temperatures created by the urban THE RIGHT-OF ACRES OF heat effect and clean the local air. SLC's large right-of-ways can he MULTI-USE PATHS to bike,jog and walk to WAY PARKSPACE AFTER GREEN LOOP Downtown destinations. AFTER GREEN LOOP&FLEET 1 U.S.Census Bureau,Census 2010 Summary B LOCK File 1.Esri forecasts for 2021 and 2026 Esri converted Census 2000 data into 2010 geography _d.. Transformative Project / NATIVE PLANTS / AND GRASSES PROVIDE NATURAL VI / INVITE APPROPRIATE ALTERNATIVE BORDERS AND A • i, f- / USEOFOUR PUBLIC GOLF COURSES CONTOUR AND , A. *- . U C COU S S .,: . MITIGATE / FOR GREATER BENEFIT THE EFFECTS OF / STORM EVENTS — t ea- l + ' .' I .,w n • — _ ---9., o " . ,. .... ,Olt it ir-, ,„,,,,, , f' 6'. . _ __= , 6 c ..... / ,��. -- ,r / ;..fb. �... • / M F 10. WELCOME TO THE GREEN ,'tP, �, `�^ `;., � � , ''/, `ifs `6., — _ —. / Projects Include: "`' %•;:' ._. 'ci e • Introduce alternative recreation tree plantings,diversifying stormwater wetlands in 't !r' / °� and activities on golf courses vegetation,stormwater unplayable areas of our — __ ( ®I ®1 ill �' ^ for general public recreation as management,and nature courses. 3, , r‘ � �� //) appropriate to not conflict with centers in our golf courses. - .6 Ot i1 ' . .;:,. .1� '•, rt .'• Incorporate water-efficient i .y y. = 'i golf.This may include walking :+ t: Ir ,� I I• Re-wild courses with irrigation practices such as ' —�:_ ":-,,:;;-__- — --.paths/trails,concessions,off- -- _ leash dog walking,frisbee golf, biodiverse and native plants, revising the irrigation system — • __ — races,cross countrycreating wildlife sanctuaries and redesigning holes — running • _ Integrate golf courses into skiing orgroomed outside of playable golf areas. to reduce the amount of / 9 sledding. neighborhoods by invitingthe manicured turf,substituting / • Incorporate additional • Expand golf's involvement drought-tolerant grasses where COI11I11 Ufit(to enjoy clubhouse in environmental protection / environments benefltsthrough appropriate. amenities such as dining 01) by incorporating constructed Chapter Seven:Grow 166 / 110 _ nnag:uanasaaydeya // •crania uepao!ail 6uo!e lel!geg ueuedu a ueque of se!3Nnlaoddo / siege esmod l!o6)!aed esoa t .i., �<.r; / - -7,:r- 4,. 1 --'.-.,y4:1 $' ,f: / . i ;�L: .� ,yam- ' ; Z ." / K i�• $ �� � a A; �*�� �; 'r'. as o um o6 aye daa o ;um ac, / 4. ` Jam yl. 11 11 / ` y r,. a �r oym saagwaw�elunwwoD • / • • �► pue fswals(sooa leanleu `� 3 A . - aaow eney ao luewuapwe ay; / .- --�. 1' • L laoddns of sasanoa;lob luenn / -,.•� ` = oym saegwew/llunwwoD • 3� • •'" • . -.4.1, - 1t aaylanl 'sasn leuo!leaaoaa / .... " " aaylo p uado aaow aq of / t .. ;:, uana luewua!nue eyl laoddns `, *+ q, ; i ^ �' sesanoa 1106 aalll Plnom �sT , +,y r a pinoo sluawanoadwl aanlnl moy oym saegwew a(llunwwoD • / "a _ '' - ',z moys suolleoyllaao leluawualnua / Y, auawlsanu! / . _ -% .r• ' pue sluepaoaad 6u!l!ux3 A!lenb aaow speeu 4106 ley;ems p '' T oym saegwew Allunwwoa • y r ^ ' ale 6u!noadw!6u!pnlou!saa!naas / } • �" • r J.� • - wags(soaa 6u!p!noad pue :(eld ll06 aol ll06 dealof euem r),�� - , •e-^ + !�`' "_,,;pr�K"' T •_ oym saagwaw�(l!unwwo� I `• �ilsaan!po!q oe acre spuel ll06 ",% $ _ 4 _ — 6u!eslxaeuelaodw!moyloa(aols • :so!dol • *-, . F '•"' •,� • IL. •L `!�; .. ayl 6u!llal apnlau!luawuoa!nua 6u!moll0l ay;olu!paz!ao6alea _—:IL ti14 i b s(l!a a l laaload of a! nd a l( ( ea a ueu sl nsaa(anans y Iq 4 q IP q q I / • _ :ICJ!' is ��; .o it.�'��' �;Y 4_ passaadxa amen aaou ayl yip o!lgnd'AP ayl Jo seaae leanleu d _ " •' Ale ley;saldwexa 6u!s!woad pue saoeds uaaa6 aye of spuel ll06 / �, d '' } ✓' . }[ y i ! �i ;sow au-eoaroad ONeWWJO4SUeae to amen aye uo ssaoad aaneeN / .....T� _ - _ ,j .� sp . ;+ uaaag all e esey;pue ayl u! apa op ay ay;o ss p sluawwoo / - paaoldxe acre asa4e pue so!doe pan!aoaa sey uo!eepposuoo sp.]; !� y / - - >!oegpaalslewnwwo aye uel6lsally'(aesaao3uega� / t ssaapps ley;sao!loead;sag le pue seam IeanleN's�!aed AID 6u!�!ool sa!pnls aSeo an!sualxa 4e!m 6uole luaweaedea spuei // -f _ _ palonpuoa weal 6u!uueld Sill opgnd ayl Pau!ofblo9 (1!D'IZOZ UI / 4 . : ,s . ..h1. • / _ N]]�9 ]HI 01 ]1N031EM / - - ' -f` CITY GOLF TRANSFORMATION CONTINUUM / 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.11.1.11.111915 / RECREAIIMITIMPNVIRONMENTAL STEWARDSHIP TRANSFORMATION ' LAND USEk ka- --e-" -It: i..y _ _ 'Pik,• . _ i3 U ' ''''' .' . .4', ' .-':_,-,`';'.' .,.., p,, k- _ bk. AO trk ,.. . *- .1 O(I - - 4. Y' P N OPERATIONS ADD DIFFERENT WATER EFFICIENT AUDUBON STORM WATER ENVIRONMENTAL AND COURSE TYPES OF IRRIGATION SANCTUARY QUALITY BENEFITS RECONFIGURATION RECREATION UPGRADES CERTIFICATION INFRASTRUCTURE Description:Keep golf courses as PROGRAMS AND/ essentialo ens aces that provide Description:Offering different Description:Update old irrigation Description:Add storm water p p OR AMENITIES infrastructure to be more water Description:Pursue certification ponds or other green infrastructure environmental benefits rather than types of golf play or reconfiguring or other y programg that rigorously transferring them to other land efficient and more reliable. features to golf courses that also courses(18-hole to 9-hole). Description:Adding different types captures baseline condition and uses such as affordable housing of recreation into existing golf act as a landscape amenity. g Pros:Offers less time intensive play Pros:Saves water and time for staff provides strategic plan to make developments. courses(e.g.,trails,cycle paths, to focus on innovation areas. golf landscapes more ecologically Pros:Helps allow for more adjacent options for today's lifestyle. etc.). Pros:Retainspermeable,planted diverse. density around golf courses. Cons:High initial cost and potential landscapes that absorb stormwater Cons:Mid to long-term Potential to treat quantity and p Pros:Maximizes space and offers temporary closures of courses for Pros:Supports plants and wildlife. and reduce urban heat island implementation and large quality of runoff and support use of golf courses to other construction. investment. ems.ecosyst effects. constituents. Cons:Investment of time and Recommended Direction:High resources. Cons:Other solutions for affordable Recommended Direction:Leverage Cons:Safety and liability Cons:Loss of some space for ex priority to fund and implement as housingmust be loved. !earnings from recent pandemic water quality features.Cost ofp considerations.Could also add this investment would benefit golf Recommended Direction:Pursue pivots and staff recommendations implementation and ongoing / "nuisance"complaints from area operations and create opportunities pilot project and potential for Recommended Direction: for courses that could offer more maintenance. / neighbors with increased public implementation as part of Golf Protect golf and open space flexible play. for additional native plantings. use/parking. Master Plan. Recommended Direction:Partner from development to retain with Public Utilities and Planning environmental benefits to the city, Recommended Direction:Monitor / recent perimeter trail project and departments to assess feasibility in and conserve space for wildlife and identify other potential areas in golf master plan. plants.Maximize the opportunity for golf to provide ecological services. future golf master plan. Chapter Seven:Grow 170 / RE I V AG I N I N G example,they estimate that their FUNDING • and Equipment from other projects and implemented a new irrigation system reduced divisions within Public Lands. all GOLF FOR at F Facil ity Improvementee a STRATEGIES water use byone-third.Assuming golf courses to repay the$7.5 //i During the Reimagine Nature The ability to use and shareSLC Golf could see a comparable other division resources(andmillion loan for capital investments PUBLIC engagement,one main point of reduction in both staff time that was secured in 2018.Thecommunity feedback expressed at the same rates as other City LANDS dedicated to repairs,we can divisions)and expertise within the collected fees are deposited into that City golf courses are valued / assume an overall potential saving department would lower some a dedicated fund used to pay back assets that need increased Public Lands is anticipating of almost$500,000 annually. the loan. undertaking a comprehensive investment and upkeep.Similarly operating costs and help Golf fund It is recommended that SLC Golf to municipal courses in other capital improvements to keep up Golf Master Plan to strategically BOISE,IDAHO:GENERAL develop a prioritized irrigation cities,1/3 of which operate with with maintenance needs. FUND MODEL plan for operations and future repair and replacement plan.While a deficit,'SLC Golf has not been The Boise Golf Division,while Hills Golf Course in Spokane. improvements.During the SLC Golf should explore additional / it is not expected that irrigation able to generate enough revenue IndianPhoto Source:https://urse in fcourseranking. Reimagine Nature planning revenue opportunities to generate part of the Parks and Recreation com/courses/washington/spokane/usa/indian- systems can be replaced fully in all to meet annual operating costs canyon-golf-course/3076/ / process,the planning team took funds for capital improvements Department,is funded entirely / golf courses,additional methods and maintain a reserve for capital bythe General Fund,unlike Salt the first steps toward this process such as special packages,branded are being implemented to reduce repairs and upgrades,resulting in by assessing the Golf Division's merchandise,sponsorships and Lake City and Spokane.For every water costs such as replacing turf a backlog of deferred repairs and tax dollar collected,the Parks and staffing,funding,and operations tournaments,and winter-uses A. grass with low-water species in increased maintenance costs. Recreation Department receives and maintenance to identify such as groomed cross-country P strategic areas.Prioritizing such 12-15%,makingParks the third r. ' "" '_� challenges and opportunities. Golf is an Enterprise Fund while skiing.Improving Golf clubhouses 1 r investments will help address the highest funded department,after • 4Gita' Resulting major topics to be the other divisions within the and associated amenities to act 9 p cost of water,support ongoing onlyPolice and Fire. addressed in a future Golf Master as community centers and event I1,iitr.t• ;!�> Department receive their funding conservation of water,and align 1C'Ir '� Plan include assessing funding from the General Fund.As an space would both generate funds I with the City's Water Conservation FORT COLLINS COLORADO: ;' mechanisms and strategies, Enterprise Fund,Golf does and better serve the community. Plan by reducing water leaks and ENTERPRISE FUND MODEL 4.-- possibilities for concessions and not receive any supplemental Partnerships options with local ,,w clubhouse improvements;and water use. restauranteurs or other third-partyWITH SHARED CITY . P funding as do other departments SERVICES improvements to deteriorating funded bythe General Fund and concessionaires could be one way / ENVIRONMENTAL Similar to Salt Lake City,theck irrigation systems. is required to cover its annual to fund added amenities such as a Dining and events rentals are offered as BENEFITS Golf Division at Fort Collins is amenities at Boise,Idaho's Quail Hollow restaurant or meeting space. i Fund. operating costs and capital repairs an Enterprise However,it Golf Course. IRRIGATION AND Golf courses are predominately PPhoto Source:https://wwwquailhollowboise. RESOURCE SAVINGSwith revenue from golf activities. com/dining/banquets/ greenspaces grasses, CASE STUDIES: is important to note that while g gaers/ reens aces of P shrubs and trees that provide a the budget identifies the Golf Maintaining the current irrigation Despitebeing city municipalFU N D I N G environmental services to Salt service,Golf is does not generally Division's expenditures as its own systems at the golf courses is one STRATEGIES Fund of the most maintenance intensive Lake City such as cleaning and receive City support,either direct line item(Enterprise ),there / managing storm water runoff, or shared services,from other City SPOKANE,WASHINGTON: are other"hidden"costs that Golf — and expensive tasks.Maintaining CAPITAL IMPROVEMENT departments and divisions such as: shares with other citydepartments reducingurban heat island P faulty irrigation systems consumesP PROJECT the budget General ,. _ a majority of staff's time and effect,and providing habitat for throughout ( i Y pollinator • Funding forservices engineering The City of Spokane conducted a species.Innovations in Fund).Golf shares many resources resources.Additionally, "discounted surveyin 2017 that sampled 1,200 „ , P with the Cityand is included in / contemporary course management services"); irrigation systems can contribute to ) golfers.The results showed 40- can leverage all these services Cost of vehicle or a number of City-wide programs higher water bills,which currently replacement68%of golfers felt the city should to provide more environmental new equipment programs; that are funded by the General make up 81%of Golf's annual invest in capital improvements Fund such as Communit Services utility budget.It is uncertain how benefits to the surrounding city. • Urban Forestry with tree care Y services; and repairs to remain competitive. Administration and Technology much a new irrigation system Spokane Parks and Recreation Support,the Park-Ranger program, Fort Collins,Colorado's Southridge Golf Would reduce utility costs,but borrowed$7.5 million fromCourse is a Certified Audubon Cooperative d Fl the Horticulture Crew aneet using the City of Spokane as an sanctuary. 01) 1 https://www w.thengfq.com/2019/06/betters the city to pay for the capital fuel and equipment. Photo Source:https://wwfcgovcom/southridge/ understandingamunicipalOgolf/Chapter Seven:Grow 172 CASE STUDIES. partners with youth organizations by volunteers coaches from the CASE STUDIES. their families to discover,develop, The foundation is an example of / such as the YMCA and the Boys& SLC Police Department,building and achieve the best of their gifts how golf can be utilized to bring / FIRST TEE YOUTH Girls Club to bring golf curriculum community and relationships on the TO NY FI NAU and talents through the game of together community and promote PROGRAM to kids that may otherwise not green. FOUNDATION golf,educational funding,and core educational opportunities. First Tee,a national program with have the opportunity to learn and The Tony Finau Foundation was family values"'and focuses on a Utah chapter,provides programs play the sport.The curriculum also started by the local golf legend, fostering underprivileged youth. to make golf"accessible and teaches life skills and values.The Tony Finau,who grew up golfing affordable"'to youth. First Tee Utah chapter hosts summer camps at Salt Lake City's municipal golf fhttps://tonyfinaufoundotion.org at the Glendale golf course taught courses. The foundation`aims to 1https://firsttee.org/about empower and inspire youth and / 11111 pauc !Ilk 1 ilo: 11 � u, 0B ry G :'711,4:..11*K.E,051,TY: L N A E / ( 0 ,( 'lam r• . P ipr l ; Nil, -.,,_ . .4 . • 41fr , r r, _ ' 11k4011A . , .‘. 11111111016 Lill First Tee Summer Camp at Glendale Golf Course,Photo Source https://wwwfirstteeutah.org/glendale/ Photo:Tony Finau Foundation,Photo Source:http://tonyfinaufoundation.org/events/ / Chapter Seven:Grow 174 //4/1 ACTION STRATEGIES CHAPTER FROM IMAGINATION TO REALIZATION 1' -- - _ Reimagine Nature is a culmination of the 4 �.rrrr collective imagination of the community. • ,__ Their efforts have laid out bold, innovative '"" 0, icrt , �` _ ideas that will truly transform Public Lands 9 -AG , _ U — , s 7,.. '"t: :O-,• into working natural assets that provide T NI `'"" environmental and social benefits. The i - community envisions a Public Lands • fti i system that is climate resilient, provides zi habitat, promotes healthy lifestyles and (i <'� increases equitable access to nature in U REIMAGINE NA1 .j ' TER the city. Realizing these goals will take SLC PUBLIC LANDS MASTER 10N ti' ,,, , ,� Irr concentrated effort by Public Lands Staff, {f Rya and collaborative support and contribution REIMAGINE NATURE ,, \ ,:F 1��`, 1 ih l ;+ from City departments and the community. SLC PUBLIC LANDS MASTER PI AN E „ ,,:, i' ,•� , '•,, This chapter serves as a playbook, outlining Clew 7oEa�, ''„ o ' steps and actions to achieve plan goals and 1 .. , REIMAGINE NATURE b re-emphasize nature as a centerpiece of _ SLC PUBLIC LANDS MASTER PLAN ' `J�"� _- • Salt Lake City. � - L Tuvn A .� 3ol� rourses .rilti�..7 ._, in-c parks and haturr I - �,,,:,lu areas I -. T �t - 4, / N" :i: yV i„,- r, 0,,,s _'"'Community members share ideas at y, _ ,i �� - an engagement event. 176 Figure 33:Master Plan Framework and Definitions u Statements that guide Public . a a c Lands in their role and what ' a ,n E' the department aspires to " ''` m•"- achieve.Guides the master plan Uw- Master Plan and all other aspects of the 'rFk 'f -' .,. 20 c department's operations and • • - •?'' "`- c-'�-: • aa VISIOn P P cplanning efforts. w `S+tc s _ y > City-wide,long-range vision for the next 20 years of Public -_ '-,i Lands'work. } e, -1 = a NEXT STEPS policies to guide the Public Lands r A.-. S Department over the next decade. ' - l\E--.y +�', The Reimagine Nature master plan Working in tandem with the overall `s ' .:Ia,in N •- Guiding principles that align "s"' 3 N • with other city tans and • lays out an inspiring,community- strategies and policies,the plan '�+ ^�. ``-.� f0 c u P driven vision for the next twenty `�• " ' P� `' r'' > IS policies and focus the master also lays out ten community- _ .._ "'4-0 f`�y "c W > plan goals. years that addresses complexities supported transformational "? •Y "►- +0, J that face public lands from aging projects to root the 20-year vision `� ; (n infrastructure to climate change. with on-the-ground improvements. _� '! Throughout the listening to over More detailed approaches for • d '- ' r; ` pp +fix ; 12,000 stakeholders,the planning action and future planning efforts : "' team has captured not only the •-'7-';' • '!-'i ' '' ` +,, 41 are included in this chapter, ,f = t) 4'' What the masterplan aims to community's vision for the future , N t.) y organized by the five goals.Figure ,A,-• m 0 0 achieve,supports values and but implementation steps.The r j m 0 N U4-0 0 is supported by high-level • 33 summarizes the relationship of �, . ut 0 C 0 next step in the process is to - 3 o a) i 0 strategies and policy actions. master plan elements from vision (I) V d create a Public Lands 5-Year to implementation components g. "' .1 Strategic Plan,which will be (projects,strategies/policies, •- updated annually by staff. plans). µr Initial implementation steps have i N Y I\ L1 EN LL c o 0 m w been woven into each of the j c c m 0> > o Y goal chapters(Sustain,Connect, 1 11 h I'\ E u Si a 'o Si o c 0 ca O U o Specific,inspirational projects a , o Welcome,Protect and Grow) Si c 23 c a,r 0 '5 rn c Si identified by the community to • ., I, ca •c 0 m Si N .co▪ P Z 0 c o 0 v realize over the next 20 years. as high-level strategies and 2 W .Siov c« Ern▪ E- 5 a� 3> a,v O LL uz U - ar N , o 6 a UL U° �2 a o Q 01 m 'I N n Co-rn is to c 0 Future Plans by Public Lands Q Specific policies and actionsco and other City Departments v to realize the transformative a that refine supporting policies co projects,plan goals,and direct v and strategies with actionable, a, operations and maintenance 5 details,prioritized timelines v strategies. u_ and strategic planning. I Chapter Eight:Action Strategies 178 Or ., lir, of zzzzz 1 Goat:S err' pW Environment Fint IMPLEMENTATION /°� ���� FUTURE PLANS > d%, � _ ELEMENTS ��� � • • ��,\ The list below provides guidance for future planning efforts that the ��� ' • The strategies,policies, 0� 'r \ citywide Reimagine Nature effort identified as crucial next steps. i , Aiii il transformational projects,future Pv a plans and approaches for action tnO1°> •• • •T , RECOMMENDED PLANS FOR PUBLIC LANDS TO LEAD: �_ create a web of interconnected ill/I » Public Lands 5-Year Strategic Plan \ » Public Lands Strategic Acquisition Plan °_ -�t!••"--a_--- implementation tools to ensure the i . fit' s 0 9 q plan does not sit on the shelf and 8 c » Asset Management Plan is reflective of high-level values of 41! » Cartegraph the Public Lands Department and �'� ' Z giii ,- » Capital Replacement Projects ..` GSY ; s m community.Figure 34 visualizes ' / y » Irrigation Renovation Plan how the three value lenses of g ; » Capital Facilities Plan stewardship,equity and livability r32a » Financial Plan are woven into the implementation �� 44 /dat » Fiscal Management Procedures elements. 0d • » Impact Fee Spending Plan >6 `'., » Urban Forestry Master Plan ()6 o, oc / a n�a1 9c, » Golf Master Plan n^..A14Jed a oV uoo56uVWo3 swe ... O » Climate Resilience Plan _ • Figure 34:Value Lenses _ 3Wp013K ,Y Relationship to Goals » Drought Management Plan / —M Diagram. » Water Budget Plan » Operations Management Standards/Plan » Development Standards 'J /' P r i 1 t �' - , °` nog , » Public Outreach and Communications Plan `k ri.)11,. - tk, to 6 '� �_ , 'y R��' ►i ,a`�Jy r rt RECOMMENDED PUBLIC LANDS COLLABORATION WITH 4...1 �- ' ry " r'-'r- x ,111:t�,e�..* r " t/ , 'r OTHER CITY DEPARTMENT PLANNING EFFORTS: ,i'. ,_ , , S r a ,'' si0c" � r c� n'k i ,: Rt i • o► g,, c ! �1 11 » Area Master Plans/Neighborhood Plans A'; i, x a �'� 1c.a, ( �` u'� » Long-range Planning Efforts A+" �'q: . i' ,,-I .h.:- +�'=i ` , .- - » Homelessness Response Plan • �' Sculptural Seating at Imperial Park. - e.w.41,,K -5�r+IMM • • �� - .y-'mhr•'.,. '�rw r. jR _ _ Y.ke.rzesa:.%.<_ *. • .,. .,.r - .., <. .. 44,./c':id.w. r,_, _ ... SUSTAIN: APPROACHES FOR ACTION Strategy S-1 Position Public Lands to increase the ambition of Salt Lake City's climate- Action 1.2 E Identify and pursue opportunities to restore natural floodplain functionality IL resiliency goals. along stream corridors,through strategic implementation of streambank Supporting Create a Climate-Resilience Plan which establishes environmental metrics regrading and natural channel design projects,streambank bioengineering, Policy 1.1 combined with robust data collection and monitoring to guide adaptive riparian planting projects,and implementation of Beaver-dam analogues management that benefits climate resiliency. (BDAs)and similar techniques,in collaboration with Public Utilities,SLCo Action 1.1 A Identify a staff position or positions responsible for data collection and Flood Control/Watershed Restoration,and other partner monitoring,visitor use data collection,and data management. Supporting Develop an Operations Management Standards Plan which continues to Action 1.1 B Develop written management plans for all significant public land properties, Policy 1.3 reduce the climate impact of Public Lands operations through efficient including Community,Regional&Special Event Parks,and Natural Areas, practices,equipment upgrades,and staff training. which incorporate data collection and adaptive management goals. Action 1.3 A Develop an urban wood re-utilization program to reduce carbon footprint and Action 1.1 C Work with community partners like Sageland Collaborative to identify Public increase sustainability of operations. \ \ Lands that serve as habitat corridors,linkages,biodiversity hot-spots,or Action 1.3 B Update Public Lands'2012/2016 Invasive Pest Management Plan(IPMP)to valuable intact habitat.Identify select acquisition priorities based on the same include current best practices for invasive species control in natural areas,as data. well as current functional practices for low-pesticide/no-pesticide parks,golf courses,gardens,farms&orchards. Action 1.1 D Collaborate with the Sustainability Department to develop and monitor environmental/climate metrics&strategies related to carbon emissions and Action 1.3 C Work with the Sustainability Department to fund and collaboratively manage carbon capture. the development of a Climate Adaptive Strategies Plan for Public Lands, Action 1.1 E Work to secure funding for full-time positions and research assistantships including an audit of PL's operations practices,fleet and equipment. \ \ and grants to fill expertise gaps in restoration ecology and native horticulture, Action 1.3 D Appoint a PL staff representative to take a leadership role on the cross- along with funding for part-time positions or specialized volunteer roles in departmental Sustainable Infrastructure Steering Committee,with the goal wildlife management,botany,and climate science. of improving coordination and resolving barriers around green infrastructure Supporting Emphasize water conservation and stormwater management in Public Lands improvements in the city. Policy 1.2 1 capital projects and infrastructure upgrades. Action 1.3 E Provide education,training and support so parks and golf operations can Action 1.2 A Create an Irrigation Renovation Plan which develops new standards for successfully improve climate resiliency and biodiversity of landscapes waterwise/drought-tolerant irrigation infrastructure across all public lands without ballooning O&M costs. properties,including underground irrigation to support flexible naturalized rategy S-2 Position Public Lands as a City lea• r for draw • i prove 1 planting patterns and landscape evolution,in collaboration with Red Butte environmental health and environmental justice. Garden. Supporting Develop an Urban Forestry Master Plan that will increase tree canopy across Action 1.2 B Work to quickly secure funding for upgrades to aging,malfunctioning and Policy 21 the city,with a focus on equitable distribution of tree cover. inflexible irrigation systems across SLC Public Lands to reduce water waste. Action 2.1 A Change City code to make tree protection ordinances enforceable and Action 1.2 C Innovate to develop functional,low-cost/low-maintenance stormwater LID effective at deterring intentional violation.Engage the Police Parks Squad or \ infrastructure standards for public lands and the public streetscape,in create a Tree Protection Officer position to assist in enforcing tree protection \ collaboration with SLCDPU. ordinances. Action 1.2 D Create a Drought Management Plan for Public Lands.As part of the plan,test, Action 2.1 B Develop a citywide information and education campaign to encourage pilot and develop new standards for low-water landscape interventions in residents to request street trees,and develop a framework to ensure low-traffic areas of parks and golf courses. residents understand their obligations in terms of ensuring adequate water to street trees,and reporting on tree condition in order to mitigate tree mortality Chapter 8 Action Strategies 182 SUSTAIN: APPROACHES FOR ACTION Action 2.1 C Train,educate and support field staff to appropriately protect and maintain Action 2.3 C Coordinate with Public Utilities,State DNR and other jurisdictions to trees in parks,golf courses and other open spaces. secure in-stream water rights to maintain year-round baseflow in urban Action 2.1 D Identify and take advantage of unrealized tree planting opportunities in creeks for habitat,and springtime water releases into the lower Jordan River to simulate natural flood lain function. public spaces such as retention basins,trail corridors,medians,etc. floodplain \ Action 2.1 E Fund citywide adaptation of irrigation systems in public lands to provide Action 2.3 D Lead through efforts with the Jordan River Commission,Utah Lake independent watering for trees to improve drought resiliency. Commission,and state,county and municipal governments and water Supporting Increase the scope and capacity of the Native Plants&Biodiversity Program quality management agencies to continue to improve water quality in Utah Policy 2.2 and incorporate biodiversity and native plants into every compatible city Lake and Jordan River upstream of SLC. \ project. Action 2.3 E Engage in dialogue on the Inland Port development,in collaboration \\ Action 2.2 A Identify and secure funding for the creation of an innovative native plant with the Office of the Mayor,SLC Planning,SLC Public Utilities,local center to expand native plant production capacity and native plant restoration community leaders,Economic Development and business interests, \ research,and advance public education and volunteer engagement in native landowners,and state officials,to advocate for establishment of robust plants and biodiversity efforts. green infrastructure in the Northwest Quadrant,including an urban forest, park spaces,stormwater green infrastructure,and trails. Action 2.2 B Develop sustainable funding solutions to strengthen financial resources of Supporting Prioritize investments to address equity and environmental justice as guided the native plant program,such as capital campaign,revenue generation from Policy 2.4 by equity mapping,such as Figure 15 Equity Map. native plant sales,fiscal partnerships,etc. \ Action 2.2 C Integrate the Public Lands Native Plant Program with the Parks Division's Action 2.4 A Continue to refine and develop equity maps that evaluate park asset \ Horticulture Team,and secure funding for key roles including a Horticulture management and investment to direct resources to environmental justice Program Manager,Lead Restoration Ecologist,Native Plant Center Manager, causes. 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 Collaborate across jurisdictional boundaries to restore the quality of SLC's Policy 2.3 land,water and air. Action 2.3 A Improve coordination and collaboration with SLC Public Utilities,Planning, Economic Development,Sustainability,Transportation,and the Office r 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, III ���4'A�, \ the Utah DNR,the Watershed Restoration Program,SLC Public Utilities, �� '�, IlA'� h \ E ry qIl �I i, I; regional weed cooperatives,and national efforts like`Clean,Play,Go° 1,\ H i 11 1 1d(rf ti I ������1�;1 11�1 ,�� V I ,. Imp„41 11 1 g c P000I I R, 1 11 ► A1 Ili 1' 'I. iii, ��11to IiIfillu. , 0 I I 1, �� ', �}�i 1 1 ql rOe I l'! it i1111l'li '� Ili4IY nll '�I I I III I i ' , II 1 , II �� � IChapter 8 Action Strategies j � � I ,II �� ,� h� �� � i � � I � 1 r /// I I � 11 ,� li I �1i�,1I �� 1 I ��II 1I �PV����I I Sri ,,�I i �L I,, , I 1 I I Ip,ii;l I I, I I I APPROACHESCONNECT:FOR ACTION Strategy C-1 Connect people to information about their park system to increase Action 1.2 B Invest in interpretive content creation for the park system,with system- visitation. wide expansion of interpretive signage,informational videos,audio-tours, \\ Supporting Help the public navigate to and around their public lands system with intuitive informational/educational brochures and pamphlets,and social media posts. Policy 1.1 physical wayfinding and digital information. Content on wildlife and natural history,park history,public art,recreation and educational programming opportunities,stewardship and advocacy Action 1.1 A Coordinate with internal and external partners to develop multi-lingual opportunities,calls to action,and similar items of broad interest should wayfinding in key areas of SLC that aligns with public information on events, receive special attention. public spaces,trail systems,business districts,art,libraries,restrooms, bikeways and neighborhood byways,economic/community hubs,and public Action 1.2 C Develop robust educational programs in the parks,hosted by Public Lands \ transportation. staff,partner organizations and/or volunteers,with established content related to history and natural history,stewardship,outdoor skills,and cultural Action 1.1 B Improve wayfinding,regulatory and educational signage for the Jordan River awareness. Parkway and Foothills Natural Area. Action 1.2 D Expand the use of ambassadors,hire seasonal Park/Trail Ambassadors,and/ Action 1.1 C Conduct a professionally-driven overhaul the Public Lands website,with a or enlist the support of a volunteer Ambassador program to spread education focus on user-friendly access to information about the public lands system. and stewardship information to visitors at heavily-used sites. Consider models from other cities'successful web platforms for public lands, Action 1.2 E Explore the establishment of a City-sponsored conservation corps program and evaluate alternative web platforms. that engages under-represented groups in environmental stewardship, Action 1.1 D Develop a professionally driven comprehensive and cohesive brand identify environmental education,public engagement,park improvement and data for SLC Public Lands,including strategic sub-identities for specific divisions, collection. programs,events and amenities that remain connected to the SLC Public Lands brand. Supporting Facilitate access to information about use of SLC's public lands by people Policy 1.3 experiencing homelessness,including available services and resources, Action 1.1 E Develop printed and digital"handout"materials that can be made widely hotlines,community partners,and opportunities to engage in cross- available to visitors and residents via local businesses,organizations and community dialogue to help make SLC parks welcoming and safe for institutions,which provide helpful information about accessing and enjoying sheltered and unsheltered alike. \\ significant parks,trail systems,and amenities.r Action 1.3 A Provide quarterly training to Public Lands staff and park maintenance workers Supporting Provide information that helps the public interpret and appreciate their parks regarding homelessness resources,understanding of homelessness and Policy 1.2 and natural lands,with the use of diverse,interesting programming and appropriate engagement with people experiencing homelessness. activities,education and messaging,physical and digital interpretive content, and park ambassadors. Strategy* Increase the ease of access to public lands,making it easier to travel to, between and within them. Action 1.2 A As part of a Public Outreach and Communications Plan,integrate internal Supporting Promote walking and active transportation by connecting our parks&natural coordination of all forms of Departmental public engagement,including\ Policy 2.1 spaces to the City's active and public transportation networks,including bus,activities&events,PR/media coordination,visitor use information,donor TRAX,SLC Green Bike,and on-street/off-street trails. development,partner coordination,education and content development, volunteerism&stewardship,digital communications(web/social media)and Action 2.1 A Integrate the recommendations of the SLC Pedestrian&Bicycle Master Plan \ \ marketing,service requests and visitor information services,and establish into Capital Improvement project prioritization for Public Lands. clear communication channels with Public Lands administration and Action 2.1 B Map active and public transportation connectivity to all city parks,and identify operations teams. gaps in connectivity and barriers and prioritize adding or enhancing parks and trails within walking distance of transit and bus stops. Chapter 8 Action Strategies 186 APPROACHESCONNECT:FOR ACTION Action 2.1 C Advocate with state and NGO partners for expansion of active and public Action 2.3 C Explore use of a multi-lingual translation service to provide online versions transportation options that improve accessibility of parks and public lands of most signage,newsletters and other information available in many amenities,such as SLC Greenbike station expansion,dedicated bus routes languages. \\ that service parks and trailheads,and improved wayfinding that directs Action 2.3 D Make bilingual(english and spamsh)information,or language neutral people between transit routes and transit stops,and public spaces. information(i.e.widely-recognizable icons),standard practice for all physical Action 2.1 D Pursue projects that overcome barriers to non motorized transportation,such and digital communications,including signs,social media,web content, as over/undercrossings of major roadways and railways,bridges,protected newsletters,etc.Consider use of a translation service or staff translator. bike lanes,and off-street trail corridors,with a focus on projects that break Action 2.3 E Request an audit of Public Lands facilities,practices and procedures by the down barriers to west-east connectivity. Mayor's Office of Equity,including the Mayor's Accessibility Advisory Council. 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 Invest in greening the urban trail network through tree plantings,stream Policy 2.2 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, I 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 Incorporate careful consideration of physical limitations,language barriers, Policy 2.3 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. Chapter 8 Action Strategies 188 WELCOME: APPROACHES FOR ACTION Strategy W-1 Design and program Neighborhood Parks to highlight the unique natural, Action 1.2 D Work to expand representation of,and support for,people of color in the Public \ historical,cultural and economic identify of the surrounding area and Lands organization,including positions of leadership and positions on the citizen \ communit in which they are located. advisory board. Supporting Study and collect data on system-wide park use,answering questions about who, Action 1.2 E Invest significant ongoing staff attention and resources to Diversity,Equity& \\ Policy 1.1 where,when,what and how park users are engaging with the neighborhood Inclusion in the PL organization and its work in the City. parks. Supporting Enhance sense of place and community pride within parks. Action 1.1 A Update the SLC Needs Assessment Study to reflect 2021 census data and park Policy 1.3 land provision on an ongoing basis,timed with release of new census data. Action 1.3 A Engage the community and volunteers in mapping significant cultural,historical, \ Action 1.1 B Audit the physical accessibility of all park amenities to inform a feasibility study to natural or economic features of their parks or of the surrounding community which consider opportunities for improvement(Universal and Inclusive Design Audit and could be used for placemaking efforts,including opportunities for collaborative Feasibility Study). partnerships with nearby businesses,institutions,nonprofit organizations,and Action 1.1 C Create and acquire data on an ongoing basis to evaluate equity of investment in others.Develop innovative,inclusive community engagement and placemaking resources in parks and recreation assets and programming,use the information to strategies to direct improvements in neighborhood park design and programming address identified inequities through targeted and strategic resource investments. that help parks reflect and serve the community identify and demographics of the Action 1.1 D Identify a`Chief Data Officer'for SLC Public Lands with broad responsibility for surrounding neighborhood. collection,storage,organization,analysis and reporting on park useage data. 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 Action 1.1E 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 and public space investment and redesign,and which manage the impacts park users through standardized,quantifiable survey that can be conducted at\ park renewal can have on the immediately adjacent community(i.e.gentrification)scale with the support of volunteers,interns,youth corps,etc.and incorporate by developing innovative partnerships(such as with housing providers), considering impacts,using a community-led approach to design and management, data into resource prioritization. and advocating for planning and policy that reduces displacement. Supporting Engage the community in the visioning of our public spaces and work especially to Action 1.3 C Develop master plans for all Regional and Special Event parks,and improvement Policy 1.2 foster engagement with under-represented groups. plans for community,neighborhood/mini-parks,and nature parks and natural open Action 1.2 A Enhance the Park Board's understanding of and attention to equity and work to spaces,with standardized processes but flexible methods for public engagement engage them in development of Public Lands policy,tools and approaches to help and design.Improvement plans for multiple smaller parks could be developed address inequities in the Public Lands system. simultaneously. Action 1.2 B Identify and empower community relations managers for Public Lands who Action 1.3 D Work with community partners to rename some parks with names more support planning and project development efforts,track and coordinate regular meaningful to the community,including indigenous names for places,names that communication with key organizational partners and community leaders,and celebrate community leaders,and similar approaches. 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. Chapter 8 Action Strategies 190 WCOME: N APPREL A HE F R ACTION O C S O C O Action 1.3 E Display beautiful,well-maintained,sustainable horticulture by integrating Public Action 2.1 E Support community art,entertainment and performance in public spaces,by Lands'separate horticulture programs,undertaking a comprehensive review of establishing low-cost programs that provide temporary access to facility space \\ horticulture throughout the public lands system and establishing service level (such as Allen Park,Fisher Mansion,Warm Springs and similar facilities),and the \ standards including areas for horticulture expansion,waterwise and biodiversity use of open hours for informal use of performance spaces. \ standards,and standard design and maintenance strategies.Work to increase Supporting Creative and strategic installation of diverse park amenities supports active park horticultural staffing while also creating opportunities to enhance horticultural Policy 2.2 use by many different user groups. beauty through volunteerism,friends groups and'adoption,'and identify funds to reconstruct the aging greenhouse infrastructure at Jordan Park and Liberty Action 2.2 A Establish a pilot program to hire community members and temporary"fellows" Park to expand capacity and efficiency and elevate public engagement with the who are embedded with Public Lands and who lead community engagement horticultural program. efforts around public space design and improvement,and who help manage city-funded mini-grants to engage diverse community groups and individuals to Strategy W-2 Support active programmITIRPoilwrut to their parks for art,events, engage and assist with park improvement and activation. programs,recreation and community.This programming should be diverse and Action 2.2 B Improve opportunities for donations,sponsorships,adoptions,memorial asset adapted to represent the community culture and encourage creation of social programs(trees,benches,etc),foundations and"Friends Of"groups to support \ lions. public lands investment and operations&maintenance costs. Update policies and processes,collaborate with the Finance Department,and identify or securing Supporting Remove barriers to park activation,addressing aspects such as physical assets, funding for a staff position that can commit significant resources to development \ _ Policy 2.1 public safety,and laws and ordinances. of private funding. Action 2.1 A Map event infrastructure for all parks,and work to develop appropriate event Action 2.2 C Expand programming to provide small-scale seasonal,pop-up park amenities infrastructure for neighborhood and community larger parks throughout the such as picnic tables,lounging chairs,games and other colorful,joyful additions to system,including as appropriate,seating,power,lighting,etc.Engage event parks. planners in updating and improving the usability of existing event infrastructure as Action 2.2 D Include(a)in-person qualitative and/or quantitative surveys of park user well. demographics and(b)analysis of demographics of the neighborhood surrounding Action 2.1 B Revise SLC ordinances that create barriers to park activation,including changes a park,as part of the process of engaging in park design,and consider the types to facilitate beer gardens,food trucks,markets and vendors in public spaces, of park features and amenities that would benefit those demographics. busking and entertainment,and updated park hours to allow later activities in Action 2.2 E Utliized the Project for Public Spaces model and Crime Prevention through parks with well-lit and safe spaces,such as basketball courts,where legitimate \ \\ late night activities can occur. Environmental Design(OPTED)standards for thinking about the factors that influence active and safe putlic spaces. \ Action 2.1 C Revise SLC protocols around field fees and reservations,to ensure that community Supporting Generate proactive,targeted activation of citywide parks to leverage staff resources groups with limited means can access field space and that groups providing social Policy 2.3 and external partnerships and to make parks the community focal points for every and community benefits beyond league sports can retain access to some spaces.\ neighborhood.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 Action 2.3 A Collaborate with neighborhood community leaders to address community building spaces during park hours,such as lockers and quiet areas/napping areas.Hire needs through park events and park improvement,including ways for neighbors 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 to volunteer/steward their spaces,with resources and assistance from PublicLands. unsheltered individuals. Chapter 8 Action Strategies 192 WELCOME: APPROACHESF R ACTION O 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. — Chapter Eight:Action Strategies 194 PROTECT: APPROACHES FOR ACTION Strategy P-1 Ensure iconic,irreplaceable assets are not lost or rendered less valuableII Action 1.2 C Hire community leaders on a part-time/temporary basis to lead deep due to neglect,destruction or development. community engagement around placemaking and design. Supporting Identify and direct capital funding for acquisitions and infrastructure Action 1.2 D Engage with the Planning Division,Housing&Neighborhood Development, Policy 1.1 investment that protects iconic assets. Economic Developement Department,and other City entities to further community goals for housing,business development,community health and Action 1.1 A Pass a Parks Improvement Bond to fund the restoration,improvement and livability through collaboration with Public Lands. redevelopment of the Fisher Mansion,Warm Springs Plunge,Raging Waters, Action 1.2 E Secure funding for and initiate Cultural Landscape Reports for all historic Fleet Block,Jordan Greenhouse,Liberty Greenhouse,Fairmont Caretaker's properties in the Public Lands inventory,and use the reports to guide \ \ Residence,George Allen Home,the City Cemetery,and other iconic spaces maintenance and management decisions that protect culturally significant and structures to enrich our parks.If feasible,acquire interests in SLC landscapes. properties like SLCDPU campus and Old PSB if these could serve park Supporting Establish and expand a Park Ranger program to enforce protective \ expansion needs. Policy 1.3 ordinances,educate park users,and safeguard public land assets from Action 1.1 B Develop a new Public Lands Strategic Acquisition Plan to direct capital 1 damage and abuse. investment in new properties.Make the plan along with a list of associated Action 1.3 A Change SLC ordinances to make protective park and urban forest rules planned,ongoing and completed projects available to the public by enforceable by SLC Parks Police squad and others(compliance,Forestry,etc) \ publishing it on the Public Lands'website. Action 1.3 B Complete the transformation of the SLCPD Parks Squad to a dedicated Action 1.1 C Develop a cyclical 30-year capital asset replacement plan for all Public Lands ranger program,with ranger uniforms and enhanced coordination with assets,using data from Cartegraph,with generalized costs,inflation,and Public Lands staff.Grow the program to include one or more trail rangers accommodations for the expansion of the Public Lands system,to project for the SLC Foothills,and an administrative support position to route \\\ annual capital replacement costs into the future. calls and complaints,track call-outs and reports,and investigate cases of Action 1.1 D Identify solutions to effectively conduct capital campaigns for iconic encroachment and property damage. \ assets,including the creation of O&M endowment funds for the perpetual Action 1.3 C Invest in training and education for the Ranger Program and engage rangers/ maintenance and protection of certain spaces and features. officers in leading education activities for the public,including stewardship \ Action 1.1 E Hire full-time,part-time,or volunteer positions to manage and oversee education. specific assets that require specialized knowledge and attention. _ Action 1.3 D Create and grow a seasonal-employee&volunteer-based Ambassadors Supporting Improve equitable distribution of maintenance resources,with a focus on Program,with uniformed volunteers and seasonals providing public Policy 1.2 improving the condition and usability of the Jordan River Parkway and education on park interpretation(history,natural history,culture,etc)and Westside parks. visitor etiquette/stewardship,supported by a full-time administrative lead Action 1.2 A Provide additional maintenance,activation and improvement resources to position. west-side parks in order to promote a similar degree of attractiveness and Action 1.3 E Expand the use of ambassadors in park spaces experiencing significant usability compared to east-side parks(equity,not equality).Secure park crime,misuse and/or abuse,to improve public safety and to deter abuse of maintenance funding for the Jordan River Parkway equivalent to those park resources,such as late-night partying,break-ins and vandalism. 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. Chapter 8 Action Strategies 196 PROTECT: APPROACHES FOR ACTION Strategy P-2 Leverage the power of the community to help steward SLC's Public Lands. Action 2.2 C Secure and deploy resources for enhanced volunteer education,training and Supporting Empower friend's groups and community organizations to increase skillbuilding,as well as volunteer appreciation and retention efforts. Policy 2.1 stewardship capacity,add value,and maximize their contributions of Action 2.2 D In collaboration with the Office of the Mayor,develop a seasonal expertise and resources. conservation corps program focused on stewardship education,data collection andpublic engagement,as well asjob skill development key Action 2.1 A Integrate a Community Partnership Coordinator position into the PL Public p ent for Engagement Team,with a focus on supporting community organizations groups,potentially including veterans,native american youth,refugees, and enhancing the scope and quality of the work they do to benefit public BIPOC teens,and unsheltered teens. lands.Creation of formalized partnership agreements will help clarify Action 2.2 E Analyze and identify aspects of Public Lands administration and operations respective roles and responsibilities. Integration into the Public Engagement which could benefit from incorporation of volunteerism to expand capacity, team supports cross collaboration with staff dedicated to communications, fill gaps in professional skills and knowledge,increase public access and fundraising,volunteerism,and other aspects of engagement highly relevant transparency to decisionmaking,and offset costs.Work to incorporate to maximizing the contributions of community organizations. volunteers in these areas. \\ Action 2.1 B Use Public Lands facilities like Allen Park,the Fisher Mansion and the Warm Supporting Used targeted education campaigns to create a culture of stewardship in Springs Plunge to help provide a venue for under-resourced community Policy 2.3 SLC. organizations to engage with their audience in public spaces and activate Action 2.3 A Launch a PR campaign to improve public perceptions of the Jordan River \ \ public lands. and Jordan River Parkway,in coordination with the Jordan River Commission, \ Action 2.1 C Establish an annual"Friends of SLC Public Lands"gala to thank and Jordan River Foundation,Seven Canyons Trust,and Get to the River Festival. celebrate those organizations that contributed to the success of SLC Public Action 2.3 B Work to establish dialogue and partnership with representatives of the Ute, Lands and encourage additional contributions and cross-collaboration,as Goshute,and Shoshone tribes to understand,honor and promote knowledge well as shared identity and enthusiasm. of ancestral lands.Make tribal land acknowledgement standard practice, Action 2.1 D Actively work to seek out new and creative partnerships that strategically work to empower Native American voices to influence land management benefit SLC Public Lands,through connections to underserved communities, decisions,and develop programs to engage tribal members in stewardship connections to resources,capacity and expertise,etc. and cultural education. Action 2.1 E Identify opportunities to adapt procurement policies to hire partner Action 2.3 C Cultivate future stewards of SLC's public lands by facilitating early \ organizations to perform skilled work for SLC Public Lands that would exposure to positive experiences in nature that inspire wonder,curiosity, otherwise be outsourced to private contractors or consultants. and connection to place.Expand place-based environmental education Supporting Grow a robust volunteer management apparatus to empower individual and nature-discovery programming that build on the successes of the Salt Policy 2.2 residents to contribute their time,effort and knowledge to help support their Lake City Children's Outdoor Bill of Rights.Collaborate with Youth&Family public lands system. Services and other providers to engage youth in park planning/design, Action 2.2 A Establish dedicated funding for volunteer management support staff and volunteerism and stewardship,nature based curriculum development, volunteer program resources(tools,materials,uniforms,management nature and outdoor adventure clubs and camps,and other strategies that software,vehicle and trailer),to compliment and expand capacity of the give SLC youth a voice at the table.Encourage the creation of youth boards \\� existing Volunteer&Education Coordinator position. and grassroots organizations,and fund grants and projects for university students,that place young leaders in positions to have a tangible impact on Action 2.2 B Identify key roles,responsibilities and supervisory staff for dedicated\ their public lands.Celebrate the role that these young leaders play in public volunteers who can lend time and skills as unpaid staff members for lands. appropriate positions,and work to seek out and cultivate these dedicated volunteers. Chapter 8 Action Strategies 198 PROTECT: APPROACHES FOR ACTION 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. 1411t Chapter 8 Action Strategies 200 GROW APPROACHES FOR ACTION Ilk Strategy G-1 Be proactive and strategic about growth of the Public Lands System' Action 1.2 C Evaluate opportunities for revenue generation to benefit specific sites Supporting Investment of resources into new lands,new assets and amenities is driven and assets where user fees,parking fees,event and activity fees,or other Policy 1.1 by policy and informed by data and public engagement. revenue generation methods may be appropriate. Action 1.2 D Evaluate opportunities to use local revenues,levees,fees or income streams \\ \ Action 1.1 A Increase staffing to meet capacity demands of planning&projects team, to fund growing park operations needs,similar to the model employed by achieve reasonable project loads for Public Lands PMs,and free up capacity I Salt Lake County Parks&Recreation. \ for the many policy and programmatic planning documents recommended as Action 1.2 E Identify desired standards for operations and maintenance level of service standards,includingper-acre maintenance budgets and staffing items. g for different Action 1.1 B Use the PL Master Plan,Needs Assessment,Impact Fee Facilities Plan, categories of parks and public spaces,and identify and address areas in the Community Master Plans,Strategic Acquisition Plan,and other city plans public lands system where desired service level standards are not being met. to guide new development,including prioritization of funding applications. Supporting Integrate growth planning for public lands with economic development Establish clear,transparent policies for ranking and prioritizing funding Policy 1.3 initiatives and community planning and zoning.Inventory and develop long- Capital Improvement and Impact Fee funding applications,including the range plans for City-owned land that is not currently in the Public Lands' incorporation of feedback from the Public Lands citizen advisory board. system in order to make strategic planning,zoning and land use decisions Action 1.1 C Create a Capital Facilities Plan based on cyclical asset renewal projections which utilize existing spaces with parks and open space characteristics. and asset condition inventory data from Cartegraph and other sources. Action 1.3 A Modify city development codes to simplify park improvement projects and Ensure the plan is adaptible to accommodate new data as well as growth in mitigate technical obstacles like inaccurate park zoning or internal property park lands and assets.Use this plan and associated data to guide funding subdivisions within park spaces. applications for asset renewal and replacement. Action 1.3 B Engage the community in visioning for major park expansion opportunities, Action 1.1 D Identify and secure resource needs for continual,regular updating of needs such as the Green Loop,the Fleet Block,the Public Utilities Central 9th assessment asset maps,user satisfaction surveys,demographic mapping, Campus,SLC Public Lands Campus,the Northwest Quadrant,and the Jordan \ park plans,and other documents to ensure Public Lands planning guidance River-North Temple Redevelopment Area. does not become so outdated as to become invalid. Action 1.3 C Integrate the work of Planning&Public Lands;actively engage Public Lands \ \ Action 1.1 E Engage community members in ongoing robust data collection program on staff in future Area and Neighborhood Master Plans,and engage Planning \ park use statistics,demographics,and basic user feedback about public staff in future park master plans and improvement plans. lands,through internships,volunteer positions,conservation corps,and Action 1.3 D Identify and pursue collaborative projects with Economic Development,and community partnerships,and communicate to achieve transparency in how establish the role of Public Lands in advancing concepts like Tech Lake City the data is incorporated into Public Lands planning. and economic development programs like Visit Salt Lake. Supporting Tax increment or other dedicated funding sources for O&M are established Action 1.3 E Incorporate Economic Development tracking and metrics into aspects of Policy 1.2 so that additional maintenance resources keep pace with new capital asset Public Lands annual reporting,similar to the model employed by the Regional funding and projects. Athletic Complex. 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. Chapter 8 Action Strategies 202 GROW APPROACHES FOR ACTION Strategy G-2 Overcome difficult obstacles to growth needs through creativity and Action 2.2 E Pursue private support and funding for urban forest improvements and through leveraging external assets and resources. wetland mitigation projects in large industrial areas-and in particular, Supporting Maximize usability of public outdoor spaces,including golf courses,right- the Inland Port and industrial parks west of Redwood Road-that provide Policy 2.1 of-way,and public/semi-public spaces(such as library grounds)outside the environmental services while also improving the livability/workability of Public Lands inventory. office parks,contain heat-island effects,and reduce maintenance costs for Action 2.1 A Map public and semi-public green spaces outside the Public Lands inventory businesses. to better understand level of service in communities. Supporting Position Public Lands to take advantage of private contributions,including Action 2.1 B Collaborate with Salt Lake School District and local churches,especially for Policy 2.3 `adoption'of amenities,corporate partnerships and philanthropic giving. compatible access to playable/programmable field space. Action 2.3 A Strengthen relationships with Friends-Of organizations and help empower Action 2.1 C Develop a Golf Master Plan which will evaluate golf courses for opportunities them to fundraise for specific improvements and maintenance. to expand urban forest,ecological restoration,trails,and public programming. Action 2.3 B Facilitate the development of a Friend of Salt Lake City Parks 501c3 Action 2.1 D Work with Library System to diversify and activate public green space organization to oversee the funding and management of specific surrounding library campuses. components of PL responsibilities,such as fundraising for transformative projects in excess of$10M. Action 2.1 E Work with Transportation Division to map opportunities for linear parks along Action 2.3 C Enlist the services of contractual fund management and capital campaign streets and right-of-way eligible for lane reduction.Identify opportunities to firms to help SLC Public Lands navigate the legal and accounting challenges put streets and parking lots underground to create or connect important park of capital campaigns. spaces. Supporting Leverage innovative public private partnerships and collaborations with Action 2.3 D Formalize and simplify adoption and sponsorship programs like memorial \ Policy 2.2 developers to help address the growth needs of the Public Lands system. tree adoption and bench adoption,reducing PL's long-term financial commitments and increasing revenue from adoptions. \ Action 2.2 A Work with local businesses and educational institutions to collaborate on job Action 2.3E Identify or add a development coordinator role within the Public Lands admin development and training,improve professional development opportunities team to manage capital campaigns for expendable and endowed funding for for Public Lands staff,and provide pipelines for training and careers that projects and properties,manage and facilitate major gifts,and oversee donor benefit Public Lands hiring goals and job placement for prospective \\ employees. development as well as contractual capital campaign management,fund management,and coordination with SLC Finance. 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. Chapter 8 Action Strategies 204 REIMAGINE NATURE SLC PUBLIC LANDS MASTER PLAN ATTACHMENT C Reimagine Nature Public Engagement Summaries REIMAGNE NATUiiJ S L C PUBLIC LANDS MASTER PLAN • v,•• • • us . ;, •7 0 -1:A.' .1. P• 7i, - i' .s.:to; „ • ) r 'ar r . .. , . . ,: . I . A ' se • 'IV • •, , 4.' . i • ' ,t'N Ail • , 0••• i.,......t.i_til .. , y. • , • ., .... . It : `''.-- •., .., 1 • - 3-,,- : . ft; ,. 44,4 !,•••1, :, • , 4'1 41 •.40,,". . •, ••'i." 4- • - - . ... . 3 s •. „;•"- 'it.' , of4 ;1,7. 31e '4•• - 'Ile:A;f: : ' - 4.1" . 4 --.•• '• . .",• •- : 40- .1,.f...*:"-'7. CAN YOU # ,, , , . , , . ;If , .• . ,„ ... .., . ... ..4..., • ,4 ,•',:;14 '.. ' , 1 e• ._ ... ..'.. 1#71.4 ,iiiik,/• /- •... SAIth IC 1 ,i, - , . . ... • - •.i:,,,...* -N... . . :„;:, .: „e...‘i-1,:.-• - • 'A , , . ..1-1. .`4,• - - .. . . ....46 R E I MAG I N E .6ilitf.„44-,„„ii,,.. „ ., .,, iwred ,4 ,. , ,... • , _ . .15 P -4.•17.:" , - ' All.—' -''' ''.4' - , i " • " --'''!' 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Our natural lands urban forest and city, "' tott.N 7,:.r,., ,.`;‘;'.. * A.,-4 t" , cA.- .. ,;'410,:.v',1,..',7 , VA- ,4 T." . „, .• •r-• silltile • -t- ...t,-"‹. •',- -!. -.-t; - '? • --,!•-.!-- .' 4"... ,4 • , . :1:1-:•11 r'-`4;;••• ‘" ,..4'11.. -'' '. '.• yiiii • •:', , '• . .*'-; )1••:. •"' 1 ii.j. '-':'` Z ' . '•• 1/4"; ' .--* • ^ : • .. foix;'4'n • parks help shape and define our city. • . ....61•- •,•‘••-•-•te‘.•--- t,.. . „c ,„ ,., .1 Ati_•,. ., 7_,„.,,, s../.• ,,, ,--„,,• 4. ,,. ,.. '1 ' .7, iegt , • , . •If' a•,A ....5 ',:Jsit 1.1,.2050 ay. / .P'• . •*.tik.',i; ..?:kl. 40( ' ' ,-• 7. •,' •. . c , ,r.(4.0,.V.,. "..54, :.; .s,f0:1/2, •, -1/2-1..- ' '• 1 .. - 1/2. 7."1/211/2.C%, 4....*Ipit'411,7 f '' • ' :Jr .‘,.. ....L....t l• 4 .• ,-• • ....ril 1.. ''''''',157'' ......,''','-4- 4,-, 0, jr cc:.-5, •••., . . . • -. . , 7, -• •--....,,t- z... • . fe. - ' ',..F,S• 1'.' - ''in. --.`' %••••-"'!"'.... j e`'.- - . '. •44' / 14 / 1141 P.• ,PI ..'., '..• . . ....j..,... $85,000 . 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'-• ,. ‘.: -1 ENGAGEMENT WINDOW #1 Public Lands ,1 Parks I Trails&Natural Lands I Urban Forestry S U M MARY REPORT ACKNOWLEDGMENTS 1 PUBLIC LANDS TEAM UNIVERSITY OF UTAH COLLEGE OF CITY • Kristin Riker, Public Services Deputy AND METROPOLITAN PLANNING Director, Public Lands Dr. Ivis Garcia, Assistant Professor • Nancy Monteith, Project Manager Elizabeth Arnold, Westside Studio Teaching Assistant • Lee Bollwinkel, Parks Division Director Katie Bussell Damian Rodriguez • Lewis Kogan, Trails and Natural Lands Luke Dubois Carlos Santos-Rivera Division Director Sophie Frankenburg Joseph Shahidi • Tony Gliot, Urban Forestry Division Molly Gaughran Delaney Sillman Director Anders Hart Ronnie Sloan • Danielle Ainsworth • Luke Allen Minerva Jimenez-Garcia Marly Upcavage Megan Leether Kendall Willardson • Ariel Campos • Valerie Huitzil Claudia Loayza • Suzy Lee Maddy McDonough • Kezia Lopez Emily Meadows • Amy Nielson C.J. Mecham • Katie Riser Maranda Miller • Leah Smith Lonnie Olson • Kyle Strayer, Civic Engagement Team Hannah Pack Fabiha Pinaz Bradley Potter DESIGNWORKSHOP 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 INTRODUCTION Our natural lands, urban forest and city . parks help shape - "� 0,/, , . ' . _- ..... ---....- - - and define our city. j;,, Now more than ever 4� ''"'' �� we rely on them for .:_:_L..� , personal health , - .�, ' �. , community identity .! ,; ,b" ���. __ ii.,,and civic ideals. It is �.�i _ •-,,,,,,, 4- '"Fgr�'rf y' y • "® U Ill time for us to plan � , a bright future by , • i g - reimagining these ( I . : ,r40. , spaces together. ' -. ^ ;, N 1 J \ Wu-y. �' i - �. ygy��'a,� ?'3f_.A' 1 P� ,1 r1 1 \ 1 A c_ s` x . *ram: _ -, ' '° i' �,e�', 1 - . 6 ' e R ' ` PROJECT TIMELINE j L ,k WINTER 2020/2021 PHASE I: } %C,, " n ;4, DISCOVER: J FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS N. *:.. ,..,,,,,:,., �,, , ..:„.:,,.,� , ..ee .,,,,„._,.,,,..,,, ,,,,;,,.„::„,,,, , 4 , C' .,;., :,,,,,,p,,,„..._:,.. w '':° '`sx.-- . . ,,,,,_ ,,..„,,,,,....,,,,,,, I. £ • August 26,2020 Figure 1: On the ground stencils to promote website and survey. Six-Week Community Engagement Window#1 Opens Salt Lake City is developing a new 10,000 people that are representative Public Lands Master Plan. As an of the city's demographic makeup. important first step, the City called on all community members to help Given the goals of this master plan, it WINTER-SPRING 2021 PHASE II: reimagine the future of our Public has been given the name, "Reimagine REIMAGINE: VISIONING Lands: the nature in our city that Nature." Reimagine Nature will use TRANSFORMATION enhances the quality of our lives. The comprehensive, evidence based Public Lands Master Plan will establish analysis, coupled with community an inspirational framework to guide how engagement, to prioritize and identify we grow and prioritize investments for transformative projects for Salt Lake ii Quarter 1-2, 2021: City's public lands. Community Engagement the next 10-20 years within the three Window#2 public lands divisions (Parks, Trails & Community engagement for this Natural Lands, and Urban Forestry). In process is open during three acknowledgment of the findings from engagement windows: the 2019 Salt Lake City Parks and SPRING-SUMMER 2021 PHASE III: Public Lands Needs Assessment that 1-Discover: Foundation of TRANSFORM: DRAFT AND FINAL included a statistically valid community Understanding MASTER PLAN survey, this effort will address current 2-Reimagine: Visioning Transformational challenges to improve our public lands Projects and Priority Actions system. 3-Transform: Draft and Final Master Plan. Quarters 2-3 2021 The engagement metrics for the year- Final Community Engagement long process are to connect with This report provides a summary of the Window#3 first engagement window and how 5 results will inform window 2. HOW WE LISTENED The planning team used a multi-pronged approach to engagement that included: • On-line surveys widely r �• - advertised; r: -`" ir04 h'ML. ' 4... -A, o.„ • Pop-up events and intercept ..' t.-41 .:4 •.'.' , . .. interviews; �} "t ,,j.V '!.' ,t` ; . ...-7- ,,.. `"fli . ,..4 • • Organizational partnerships i`r' ',• '' to reach underrepresented '' „ ` - `' - � .. �' 4. Re �_ `�` ! { . l�,gr �'.`�c . ' �.�-^ mil, i •i'N C e I ' '6''.' groups; and j a. _ I : 4 II. --_-_-___ ifflimps-- -I. ,, ao li S---1 tit F ," - --_ ., . M As • Digital outreach, which - ,, .. .t,.. — - — • I!. i �, , included over 40 social N...........____ts.. t.:-....1 - , media posts, a paid Figure 2: University of Utah Urban Planning Students Conducting Intercept Interviews Facebook ad targeting West Side residents, and an email opt-in form. / 4j6AGEME ETHODOLOG AN D TREACH APROACH9'� ENGAGEMENT METHODS SURVEY FORMAT REIMAGINE NATURE NAPSHOT SLC PUBLIC LANDS MAST.PLAN In order to create a unifying vision for Public Lands over the next 10-20 years, An on-line survey translated in English and Spanish consisted of nine content questions P k h Ip h P tltl t y ��* qr tl- the planning team used a multi-pronged and six demographic questions. Much of the FINpinnAL ■169a approach that included on-line surveys, pop- *� IT up events and tactical partnerships to reach survey included multiple choice questions r■s423 for respondent efficiency and also included flcITY F�!:w 1 �,_� typically underrepresented groups. .. ,_ .v_4 a number of open ended question prompts PR„ .a`.- - : gym- 4 The first window of community engagement for collection of perceptions and ideas. 3,735 ®FOREST 86;500 v launched on August 26, 2020 with an responded to the on-line survey, and 91% I on-line, six-week survey and closed in of the questions were answered. Intercept December 2020 with community stakeholder interviews were conducted at 44 different REIMAGINE NATURE . . ■ focus groups. The goal of this window was locations including local parks, trailheads "`PUBLIC`""° MAST.°`"" I pall """ """`�" � e;h' to create a foundation for understanding, and businesses. This survey included a few 'b.— �'�e Bette.ox qua;M drmme cn"ge .a .77 eMuenry;;;7,mnnrentdl�tce .—a mo m .w�es�mroaehNP lmpove the heghh q/Me ctty.' i.• 'a . share preliminary ideas for feedback and similar multiple choice questions, but had EQUITY LIVABILITY STEWARDSHIP gather new ideas from the public. Using more open ended questions to encourage a r96 000 „.._'�_ "°'�'"'.. h. _"— Fa COVID-19 protocols, the city's framework for dialog and prompt new ideas. ' ,„;"". -�� "" °` a „.,e.b.~u... pv,,,,,a.,�.. equitable engagement best practices and 35ooOm,„.o,..�.o: m cg. 63%0 multiple types of tactics, over 7,000 Salt OUTREACH AND EDUCATION .��..„1 a '►do- r♦ Lake City community members participated A graphic snapshot handout, digital graphic 4_r5% ,�, 1:77- e260 in providing input during ice cream and food and poster were provided to inform of the truck pop-up events, University of Utah current state of public lands with data on student-led intercept interviews, trailside key trends around stewardship, equity and Figure 3: Snapshot poster displaying p current facts about Salt Lake City Public snack activities and virtual connections by livability. Lands website, email and phone. This section of the report summarizes who we heard from, what areas of Salt Lake City responses came from and other demographic indicators. SURVEY RESPONDENTS REACHED SLC RESIDENTS BY ZIP CODE .1 � WOODS CROSS 44114111144411 N X Great Sal[Lalre J ' Wetland I r NORTH SALT LAKE •it O N .S LJ c p N K 1� a.r: � i�iill• .''. GI c -------'7 1• • 1pm i� •� ,f' 'r! t4 C. IINR. E C' C��. Vrr 9 SALT LAKE CITYLC INTERNATIONAL84116 841031 , E AIRPORT R OID y 8 o N 4112 P N laa 1 O N P t GR - 84111 84102 E0 ' 84101 I 84104 1 4, ' 84105 84108 , . 0 m N 841151II . .- �84119• _ _ i��'lll' - E 5 WEST VALLEY CITY SOUTH SALT LAKE -180 84109 84106 r---1 MILLCREEK ZIP CODE 84112 84119 84101 84111 84109 84115 84104 84102 84108 84116 84106 84103 84105 # SURVEY RESPONDENTS 12 23 74 134 139 140 153 220 239 241 254 328 395 8 STUDENT INTERCEPT LOCATIONS University OF Utah CITY & METROPOLITAN PLANNING STUDENT INTERVIEWS ( Olf•V'' 4‘.01N16. -', \ N . ::,,,t1 • �, •+b ,, , A is • r I _-1, - f' J— • it _ • r :1 kM Rosewood i Westpointe Park City Creek Park © Warm Natural © Springs Area Park 0 Riverside Park © Smith's 0 ` 11th Ave Park Food 0 Bonneville Dog Park and Drug 0 Sline Trail ©) hore Marmalade © Memory© Giare Park The - Cottonwood Downtown �,�,.�1��, Living Park University Library Square of Utah Sunnyside Room Trail Pioneer Park WashingtonSci Sunnyside Park Fred&Ila Rose uare Park Donner Fife Wetlands © Rotary Trail Park Preserve 0 Jordan Glen Q International ‘� park Liberty Wasatch Park Park © Hollow m Peace Gardens Bend in park © Laird Park 0 the River Su ar H-Rock Q 0�- ---_o_ . , -J 17th South g _ __-��e. 11I,�1.I� 1Irt _ Rlver.Park k 0 House Park iiiriiiiaL� � E Fairmont Park rlia /f ' — ' " `� gi alli A� III Parley's m __ �- . u IHIII E J •• 11�, Sugar House'', Trail ig ua hA' J. irit , ='I ' = _ 5.„„� " „ L 111 r � r� Illll 'l.�� - _� � y; REI --YI� y�6i�11 • llna/ h ml _"� iiili -�ll=YL'C ��r:'� 7 r^ -1 I lirinallb till Rrg _. - R- i_Ti is .wa51 '� evua �Jti� �9' EE IICIn � n- � � „ 1 ..��_�i1P �_ nll i1C-: .■. n irl.�u, 4�-ti 51s_ II7_ QM�11�1i�� �LF9R" �-��,�� �Ill �_._ J� -� _u���-Il��l �]I���.��`� ,� ,.IE■_._...-�.=:I�l. _�_ �r���i.7?�It�..111t:.ICIrIIIIIIiIIVL'-' �_mi9�jI s_.'rr L� ' @Iims ■ rrti>t . -ddi n- I� ir�pi'A ,iliMi a%°a im�� rILO�,r'f��s �-1/ ' ■1C�,�1 IIs.Jy�?e?�rn"4JI�IIr a�I���4 iivlll�luw Igor I r ' - _ _� - _, _ - t _ le L s ,� ey[J L �-� I IL�1.. 4 m �11: I. � Millcreekr��'1Y�IIP YJiew� ��' '='�11 aF i tr!!!OW r— ., _Illwr �—IE11171�In r. STUDENT INTERCEPT NATURAL OTHER # SURVEY # ORGANIZATIONS & INTERVIEW LOCATIONSO PARKS U AREAS IP LOCATIONS RESPONDENTS 635 ESTABLISHMENTS 236 REACHED 9 / // V NGAGE NUMBSA, „,,, { , , - � ►�_ , . {$ SURVEYS 4,455 CAN YOU PUBLIC SURVEY 3,735 REIMAGINe � NATURAL LANDS �' ` �; CITY STAFF SURVEY 85 � ' Ry: , t o ran a ea o yw r a:e k. INTERCEPT SURVEYS 635 khwhv e + 266 , POPUP EVENTS 2,320 Ii ' µ ., • . ICE CREAM SOCIAL DISTANCING "E'M""'"E � 0 o NATURE e _ Q --- '* , TRAILSIDE SNACKS / � ; � TRAIL INTERCEPTS : : y. % I4. f'illik, .7'h' MICRO-ENGAGEMENT EVENTS Figure 5: Trailside snack bike trailer. FOCUS GROUPS 47 17 COMMUNITY PRESENTATIONS 260 COMMUNITY COUNCILS41 �:c ___._ , BOARDS AND COMMITTEES �� ; __ - ENGAGEMENT WITH OVER 200+ COMMUNITY 31JXFLm STAKEHOLDERS : • I. - - - I -- , OW '.,_ Figure 4: The table above provides a snapshot of total engagement events � and number of participants. Figure 6: Ice cream social distancing interviews. 10 05A t! PA F I N The two surveys conducted gathered While the on-line survey did reach a variety feedback from a wide range of the of people, respondents were 80% white, a community. The on-line public survey number greater than the City's demographic reached 3,735 people while the student composition which is only 73.1% white. To intercept interview survey reached 635 help boost input from people of color, people at 44 different locations. The on-line University of Utah students conducted survey reached the most people living in intercept interviews throughout Salt Lake the Capitol Hill, Avenues and East Liberty City and Public Lands staff lead focus groups Park neighborhoods, followed by the Sugar with stakeholder organizations who provide House, Northwest, Eastern Central City, and services to underrepresented populations. East Bench neighborhoods. The intercept interviews gathered feedback from different The intercept interviews were successful geographic areas than the on-line survey, at reaching a diverse audience that is gathering the most feedback from Sugar more representative of the community's House, followed by the West Salt Lake/ population. Figure 7 shows the percentage Glendale neighborhoods and the Central of respondents by race/ethnicity for each City neighborhood. survey. Intercept interviews also reached more female respondents, younger The surveys captured input from different respondents, and more lower income demographics. To track if the representation representation than the on-line survey. 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. 11 ATIV SURVEY DEMOGRAPHICS PUBLIC SURVEY INTERCEPT SURVEY SALT LAKE CITY DEMOGRAPHICS ASIAN 7•5% 20° 0 5.4% AMERICAN INDIAN 0.3% c.Z% 1.4% BLACK/AFRICAN 0.5% EoE 2.3% AMERICAN nn HISPANIC / LATINO 4.0% ilaa% 21.6% NATIVE HAWAIIAN / 0.3% CSor`J � � 1•50�0 PACIFIC ISLANDER nn WHITE 80.0% 15E04% 73.1% OTHER 1.2% 20c`'J 3.4% PREFER NOT TO SAY 4.0% o CSo�//U FINDINGS Figure 7: To track if the representation of responses equitably reflected the Salt Lake Salt Lake City's population is 200,591 City community, the planning team compared the public survey demographics to that With a 2% margin of error and 95% of Salt Lake City. To help boost input from people of color, University of Utah students confidence level, the survey sample size is conducted intercept interviews throughout Salt Lake City and Public Lands staff lead representative to the population focus groups with stakeholder organizations who provide services to underrepresented populations. (N= 3,000) 12 WHAT WE HEARD , ,,,,. .N ,,, ,,, .. , ,,,, otp. This section provides a summary of the input received Ash. : from engagement opportunities in this order: R' , �� �`. f" 1. Community Survey ; ,, ,. 2. Intercept Interviews 3. Community Focus Groups 4. SLC Staff Survey QUIfamorK il L 0 _ e- REIMAGINE NATURE i .,PUBLIC LANDS MASTER PLA -3 fr 1 ti y� Parks & I ^ `� Public Lands c,T , OA U / // ,,-% S, I N - 7' // / A FREQUENCY OF USE THIS YEAR (2020) compared to previous year, Source: 2020 Community Survey (on-line / 3735 total respondents) PARKS USE TRAILS USE 43% INCREASE 41% INCREASE 4 41% SAME 143% SAME 16% DECREASE 1 15% DECREASE HA,CC SSIBARKS/T/RAI 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Source: 2020 Intercept Survey (in person / 635 total respondents) PUBLIC INTERCEPT - Which of SURVEY SURVEY these is easy for A CITY PARK 83% 82% you to access from your COMMUTER or RECREATIONAL BIKE home? PATH 62% N/A (Select all that apply) RECREATIONAL TRAIL 60% 59% A STREET or PUBLIC SPACE with abundant TREES 60% N/A NATURAL AREA or NATURAL OPEN SPACE 52% 46% CITY GOLF COURSE 38% 22% OTHER OUTDOOR or RECREATIONAL CENTER 31% N/A NONE of the ABOVE 3% N/A 15 EWAR - H I SONS 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) FUNDING Q - What stewardship actions would be most • Acquire additional natural areas impactful to public • Acquire lands adjacent to water lands over the next • Invest in increased maintenance 10-20 years? • Improve the City's donation process (Select all that apply) • Develop adoption programs DIRECT ACTIONS DAILY PRACTICES • Create wildflower meadows • Support active modes of • Incorporate more native, waterwise transportation plants in landscaping • Expand collaboration with non-profit • Plant more trees organizations • Expand public access points to trails • Host education events • Improve capacity to respond to environmental emergencies • Add or renovate aged restrooms, playgrounds and other amenities • Create a Biodiversity Advisory Committee ilh1 "r s y- 'yYf, ,.,:, 4 3`A j x. ` ,}:y'fj' `° r .:' Q','�.7'..: t F: ..,, zt:N 4> •,:-. r < rf F r ." :. ' ,` ' *tit-,,,..-_,..,„ :'4 :, 'r ;,� 4- `- DIRECT STEWARDSHIP % ,'• �� �' tf. ,1 � te!.. �., ' . , � ACTIONS SELECTED 4` "" "' Create wildflower meadows 69% - , „" s for bees and other pollinators r s .� t f' in parks, streets, the cemetery, t�ti� / and golf courses. l 111 7 �, °i ' n ,i , Incorporate more native, 64% � 111— r waterwise plants in .r ;y landscaping. ,.. ,...._,1111100. . ..,..i..i.,...-- _..... if Plant more trees in parks and 63% �.! �' �, natural areas - .�r�► .. '' =" :_ Maintain natural-surface trails 57% ; ,ill and improve or expand public * access points . ° t' ' Add or renovate aged 50% 'c` °� restrooms, playgrounds and Figure 8: Student intercept surveys captured input from 635 members of the other amenities community. ° Increase enforcement of 50% activities that degrade Respondents were asked to select all more native and waterwise plants, and natural resources including that apply to the question "Thinking planting more trees. inappropriate recreation use, long-term over the next 10-20 years, predation from cats, exposure actions doyou think Taking care of existing amenities and what stewardship to pesticides or other toxins, would be most im actful to thepublic infrastructure was the next theme that p light and noise pollution. lands that include city parks, urban emerged. Maintaining trails, renovating forests, natural areas and trails?" A list playgrounds and restrooms, preventing Add and service more bins. 47% of options followed that was divided degrading activity and adding more Increase the frequency of litter 37% into three categories: direct actions, waste bins were the next most selected clean-up funding, and daily practices. actions. Install better signage in parks, 29% trails and natural areas for Direct actions that support greater biodiversity and a healthy environment wayfinding and interpretation were the most selected. These actions Other ideas for direct action. 11% included creating wildflower meadows and pollinator gardens, incorporating Source: 2020 Community Survey (on-line / 3735 total respondents) 17 ii‘tCHI Additional ideas/themes from respondents for the stewardship of public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) "I WOULD VOLUNTEER I "WORK WITH " MORE RECYCLING TO CLEAN UP PARKS, BATHROOMS, SCHOOL DISTRICTS OPTIONS." PAINT HELP WITH TRASH AND ON BIODIVERSITY WASTE DISPOSAL I EDUCATION AND WOULD ALSO DONATE MONEY TO GROUPS CURRICULUM THAT CONTRIBUTE TO INCLUDING HANDS STEWARDSHIP OF THE PARKS." ON PROJECTS TO "ENLIST PUBLIC GIVE OUR YOUNGEST HELP BY HOLDING CITIZENRY A SENSE TRAIL DAYS AND "ENCOURAGE OF OWNERSHIP." EVENTS TO HELP NON- MOTORIZED MAINTAIN PUBLIC VISITATION. SUPPLY AND TIMELY SERVICE "TO CLEAN UP AMENITIES." WASTE RECEPTACLES. OUR AIR WE LANDSCAPE WITH SHOULD INVEST IN BROAD ECOLOGICAL ADVERTISING AND GOALS, E.G. NOT JUST INCENTIVES TO GET "HOST EDUCATIONAL TREES BUT FLOWER PEOPLE TO BIKE TO EVENTS TO BUILD AND OPEN AREAS THAT SUPPORT BIRDS WORK OR USE PUBLIC LAND ETHICS." AND BEES." TRANSPORTATION." Funding choices also supported the environment with respondents choosing FUNDING CHOICES % DAILY PRACTICES options to increase habitat blocks and STEWARDSHIP SELECTED CHOICES STEWARDSHIP SELECTED corridors and support riparian health. 54% of Acquire additional natural 65% Support active modes of 71% respondents chose to fund trail maintenance, areas to increase size of transportation to reduce supporting the choice action of maintaining existing habitat blocks or carbon footprint (e.g., trails. Half of respondents also support connect wildlife corridors walking, biking) improving donation processes for public Acquire lands adjacent to 55% Expand collaborations 67% lands. water course to support with non-profits, schools, riparian health and reduce community centers, The top selected daily practice for was to supportflooding risks and others to enhance stewardship active modes of transportation. This was the most selected Invest in increased 54% education and stewardship answer among all stewardship options, with maintenance for trails and opportunities. 71% support. This confirms support for the trail corridors Host educational events to 44% trail system as well as methods for reducing Invest in increased 53% build land ethics. carbon footprints. maintenance for priority parks and natural areas Work with City departments 42% Expanding collaborations with schools Improve the City's donation 50% to improve capacity and and organizations to provide stewardship process and actively solicit resources to respond to opportunities, as well as hostingeducation oil spills, wildfire and other pp private donations to support events to build land ethics were the next stewardship. environmental emergencies. top-selected daily practices at 67% and Support "Friends of the 40% 44%. This indicates a desire for programming Add more staff to care for 33% Parks" groups. as well as volunteer opportunities and trees Create a Biodiversity 40% community-led efforts. Hire a Stewardship 29% Advisory Committee Coordinator. composed of public members, technical experts, Other Ideas for Funding. 7% and staff to guide biodiversity conservation efforts. Source: 2020 Community Survey (on-line / Develop ranger/ambassador 37% programs 3735 total respondents) Other Ideas to Encourage 4% Daily Practices Source: 2020 Community Survey (on-line / 19 3735 total respondents) .iiiiii LIVABI IONS „/ / / 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - What do • Grow our urban forests 46% you think would most benefit the • Improve the sidewalk and trail livability of Salt network in order to travel by Lake City and bike and foot to public lands and encourage you to everyday destinations like work 1.4% get outside more and school often? (Pick yourtop2) • Invest in neighborhood public lands and amenities that 420/ encourage everyday use 20 -' -. . 7.4,A04414kiN\ .4.'''''),Ci '1' '' 0,4 M d LIVABILITY CHOICES - '� SELECTED -- � Grow our urban forests to 46% -_ -- help provide shade, clean water and air for our city t. ,;`je ,. _ �' and neighborhoods. r�` , s � • / Improve the sidewalk and 44% ;� � ,. '; 4; Lip trail network in order to `, � \' ,/ travel by bike and foot to ,I.'''' �' ' a public lands and everyday .�=1, ' , destinations like work and u ';",. • , . 1 ,, school. ,tte ,�, Invest in neighborhood 42% f f ;,tl, s public lands and amenities * I vo that encourage everyday� a �4.' � � a! 0,4*44*4! !q4 7,441 use. a . - y Focus on improving 19% Figure 9: Student intercept survey taken at the Bonneville Shoreline Trail. environmental health and biodiversity (the richness of Respondents were asked to select their Growing the urban forest to provide shade, different kinds of plants and top two choices for the question, "Which of clean water and air was the top selection animals in our public lands). the following system-wide approaches do at 46%. This was followed by improving Invest in regional public 18% you think would most benefit the livability the sidewalk and trail network, selected lands and amenities that (or quality of life) of Salt Lake City and by 44% of respondents, and investing in create unique destinations. encourage you to get outside more often?" neighborhood public lands and amenities, at Find outside-the-box 16% 42%. opportunities to use our The top selections for livability mirrored o pp themes from the top selections for Livability choices for improving biodiversity, city's parks, golf courses, stewardship. These choices also supported investing in regional destinations and finding school yards, natural environmental health, trails and active unique urban spaces to utilize for nature areas and streetscapes to transportation, and investing in places close and recreation were only selected by under increase public access to to home. Twice as many people felt investing 20% of respondents. This result conflicts nature, trails,sports fields, in neighborhood parks that encourage with the previous survey results as these and public gathering places. everyday use was important for livability options would support the other top choices. Other ideas to benefit 4% than the regional public lands that are This may point to a disconnect between livability. destinations. perceptions of how livability is achieved. Source: 2020 Community Survey (on-line / 21 3735 total respondents) IVABILI EAS / / / A Additional ideas/themes from respondents for the livability of public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) r I "PEOPLE ARE DESPERATE "ADD NEIGHBORHOOD " MORE BIKE TO RECONNECT WITH OPPORTUNITIES PATHS." NATURE, SO A FOCUS TO SPEND TIME IN ON ENCOURAGING WATER. SALT LAKE WILDLIFE (ESPECIALLY CITY IS GETTING NATIVES) SHOULD BE HOTTER SUMMERS EXTREMELY IMPORTANT AND ONE OF THE _ KEY MISSING PUBLIC TO SLC." LAND OPPORTUNITIES "WORK WITH FOR RESIDENTS IS SCHOOLS AND ACCESS TO WATER YOUNG PEOPLE TO "MORE TRAILS FOR RECREATIONAL COME UP WITH IDEAS CLOSER TO HOME OPPORTUNITIES." ABOUT LIVABILITY SO I AND MY i AND CLIMATE NEIGHBORS DON'T - CHANGE." HAVE TO DRIVE "SUBSTANTIALLY TO OTHER PLACES IMPROVE TREE COVER 4 (MILLCREEK, DRAPER, IN NEIGHBORHOODS, "EXPANDHERRIMAN, ETC.) PARKS AND NATURAL FOR TRAIL RUNNING AREAS BY 50% TO COMMUNITY AND RIDING COMPENSATE FOR GARDENS." OPPORTUNITIES." HUMAN IMPACTS." L, .EQui.H E m Respondents were asked to provide a written answer to the question, "When i IN)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 _a� included: - j •fi Providing education, activities and ., - . • -t _ � � Y. a t � � L. 1 G Y .fix': „Aso .. programs _ �._ __ ..__ — • Empowering the community - • Equitable investment in existing and new Public Lands amenities 11111 The intercept interviews and focus groups took a deeper dive into equity related to - irilli"IIIIPPIP. -- _ public lands. The University of Utah students III-- highlighted the following takeaways from 0 these conversations: 4_0 it_► + , ( , • Invest In Neighborhood Parks � ( I i .. .11 lioN,,, • Cultivate Cultural Representation fano e' • Assess West Side vs. East Side Quality "` • Connect Green Spaces And Support I i ' Active Transportation Figure 10: Murals in Salt Lake City. • Promote The Ranger Program 23 U I'1 / r/ 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 "REACH OUT AND "RETHINK AND public lands 10-20 years LISTEN. SPECIFIC RESTRUCTURE OUR from now, what changes PLACE- BASED NATURAL AREAS can we make to our public RESPONSES FOR ACTS TO INCLUDE THE lands system to help serve OF RESTORATION, CONTRIBUTIONS, and include all people moreLAND equably? MAINTENANCE, AND ACKNOWLEDGMENTS, (Write in response) DEVELOPMENT.,, AND BETTER SYSTEMS OF CARE OF THE 4 LAND BY INDIGENOUS PEOPLE." "PROVIDE ACCESS TO TRAILS VIA WALKING, BIKING AND PUBLIC TRANSPORTATION. "RECRUIT STEWARDS, INCREASE PUBLIC RANGERS/ TRANSPORTATION SERVICES WHILE AMBASSADORS, "SIDEWALKS 7 DECREASING THE AMOUNT AND VOLUNTEERS OF PARKING LOTS AND THAT ARE TRULY SPACES THAT COULD FROM MINORITY ACCESSIBLE FOR ALL INSTEAD BE USED AS COMMUNITIES NEAR GREEN SPACES/URBAN PEOPLE." GARDENS." THE PUBLIC LANDS." 1 24 :,-.v UIT Additional ideas/themes from respondents to increase equity related to public lands included.... Source: 2020 Community Survey (on-line / 3735 total respondents) "INCREASED ACCESSIBILITY 1 "A FULLY INTEGRATED " MOVE BEYOND FOR ALL MEMBERS OF TRAIL SYSTEM ADA BASELINE SOCIETY, ALONG WITH THROUGH THE CITY NATIVE FAUNA THAT REQUIREMENTS CALLS THE SPACE HOME. SO THAT FOLKS & REALLY FOCUS SO MORE BIKE PATHS, CAN ACCESS TRAILS ON ACCESSIBILITY RAMPS FOR WHEELCHAIRS, i REGARDLESS OF INCLUSIVE NON-GENDERED LIKE LIBERTY BATHROOMS. FOR THE WHERE THEY ARE." WILD LIFE, CREATING PARK ROTARY MORE POCKETS OF SPACE i PLAYGROUND." 1 NOT MEANT FOR HUMAN "ADD MORE PARKS AND TREES — — TRAFFIC OR USAGE, AND TO AREAS WEST OF 1-15 AND PLANTING MORE NATIVE CONNECT THOSE TO THE PLANTS ESSENTIAL TO THEIR PARKS IN THE EASTERN SIDE 1 NATURAL HABITATS." OF SLC THROUGH FOOTPATHS "ADJUST PLANS TO THE AND BIKE PATHS. HIRE MORE DIVERSE NEEDS OF BIPOC TO WORK FOR THE THE NEIGHBORHOODS. — PUBLIC LANDS SYSTEM AT THE PEOPLE NEAR THE ALL LEVELS. PARTNER WITH FOOTHILLS MIGHT DESIRE A SCHOOLS AND COMMUNITIES DIFFERENT APPROACH THAN "HAVE SIGNS OF COLOR TO ENCOURAGE PEOPLE LIVING IN TiHE WEST DISPLAYED IN 2-3 USE OF PARKS AND TRAILS SIDE OF THE CITY. THINK IN OUR PUBLIC LANDS. ALL AREAS WOULD LIKE LANGUAGES." REDUCE THE AMOUNT OF GREAT PARKS, NATURAL LAND DEDICATED TO GOLF OPEN SPACE AND BETTER COURSES." CONNECTIVITY." % A -iGOFU7 "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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - Which words 10 YEAR GOALS - WORD ASSOCIATION sums up what you think should be PROTECT 76% big 10-year goals of Salt Lake City GROW 57% Public Lands? (Select all that apply) FUND 45% CONNECT 43% EQUITY 31% WELCOME 31% PRIORITIZE 30% RESILIENT 17% EMPOWER 16% OTHER 5% 26 c•iv J %C. IT'. ) ' . . --,.... ,,:.),:7 77., \ dir i ).*. f- ,AFA ' 'tt , • .. 4F' -',.• ----"" "...''''"'''""7..,... o`' r• * s . ',+ • ;, W r r -'", , -, Nt•,t '4,- ., t.d•f,,•to .„. f ' ....6 4 4 „+ l.. +' tea, t o, ,... ;;thy r . i • .,.., • .,,, I, t , 4, I ' , blIA`I / 'ft, r . .... . , . . i ' ,re.4i. ��,�_ - : REIMAGINE NATURE = - ..•r.im - SLC PUBLIC LANDS MASTER PLAN • - i Q►o-1 eill- 4, Preterue, I. - r 15G ,o-im , 1 , i .:., . , . ? Ia� C r 6 un f) ...„.. , _ I ...L .,. , ,....._ . . ,, , . 7._.:,... _....._........7..z..„...____-- f. . , . 1 , _ ; 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?" 27 BIG 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. Source: 2020 Community Survey (on-line / 3735 total respondents) Q - Please EMERALD RIBBON 58% select any of the potential TRAILS - MOUNTAINS TO THE LAKE 54% big ideas listed REIMAGINE MINI/NEIGHBORHOOD PARKS 49% below that excite you or share REIMAGINE URBAN GREENSPACES 43% your own idea. (Select all that apply) EQUITY MAPPING TOOL 41% TRANSFORM PIONEER PARK 23% RANGER AMBASSADOR PROGRAM 23% OTHER 6% 28 An initial list of projects were suggested in this question to encourage big thinking. BIG IDEAS BIG IDEAS Many of the projects like the Emerald SELECTED SELECTED Ribbon Jordan River Parkway and Pioneer Build Salt Lake's Emerald 58% Reimagine Salt Lake City's 49% Park changes, were older ideas already Ribbon: Turn the Jordan River mini and neighborhood underway but require a great deal more Parkway into the City's most parks: Small parks evolve to investment and partnerships to see them active recreation destination reflect neighborhood identity, completed. Others on the list were ideas space, by investing in provide quality amenities that have been shared in the past or city tree canopy, grounds and experiences that reflect staff have identified as a gap in current maintenance, a recreational unique community desires, approaches, such as an equity mapping tool paddle trail, and park and provide better options and neighborhood park design. However, development, renewal and for recreation, respite and encouraging participants to suggest their expansion from the former community gathering in own ideas was emphasized. This question Seven Peaks Waterpark at neighborhood parks. received 216 write-in responses and the southern boundary to the Reimagine how our citywide 43% additional open ended questions solicited Regional Athletic Complex on Urban Green Spaces can responses important to this question. the north end. accommodate more public The projects that received the highest level Trails from the Mountains to 54% access, provide diverse of support were those that covered the the Lake: Extend the City's recreation opportunities, largest geographic area: the Emerald Ribbon growing multi-use and natural grow food, provide nature. along the Jordan River Parkway, Trails from surface trail network to Create a citywide Equity 41% the Mountains to the Lake and Reimagining connect regional recreation Mapping Tool that identifies Neighborhood Parks. Pioneer Park and a destinations, extending west areas of the city that do not Ranger Ambassador Program may have to the Great Salt Lake Marina have as much access to received the least amount of support and east to the Wasatch urban forests, natural areas because of their limited area of impact. Crest Trail with the 9Line/ and city parks. Use this tool Transvalley Corridor as the to help prioritize areas for backbone. investment in public lands. Transform Pioneer Park into 23% 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. -.v #AQDITIONA Al , bEA . A Additional ideas/themes from respondents for big ideas included... Source: 2020 Community Survey (on-line / 3735 total respondents) BIG IDEAS "CREATE A DIVERSE "WE NEED A PARK AT SELECTED ARRAY OF MODELS THE FLEET BLOCK. WE DO Implement a citywide 23% FOR OPPORTUNITIES NOT HAVE ENOUGH PARKS Ranger-Ambassador program FOR RESIDENTS AND DOWNTOWN AND THIS in the City's parks, natural VISITORS TO ENGAGE NEIGHBORHOOD IS RAPIDLY areas and open spaces that IN AGRICULTURAL DENSIFYING." focuses equally on resource PRACTICES, FROM protection and enriching the THE ESTABLISHED I experience for public land TRADITIONAL "ONE visitors. PLOT PER PERSON/ HOUSEHOLD "FOCUS ON"CREATING Other ideas for 6% COMMUNITY GARDEN" SPACES" IN OUR CITY transformational projects PARKS. DEVELOP TO MORE COMMUNITY COOPERATIVE MODELS." COMMUNITY GATHERING SPACES SUCH AS CAFES, 4 "CREATE — WINE BARS, PLACES TO BIODIVERSITY HOST EVENTS. EXAMPLE HOTSPOTS IN OUR "I'D LOVE TO SEE IS THE SIZZLER PAD PARKS. IMPROVE PUBLIC GREEN SPACE IN SUGARHOUSE PARK. MORE INTEGRATED WITH THIS COULD BE TURNED NATIVE PLANTING. SHOPPING, RESTAURANTS, INTO A PARK CAFE 4 DO MORE NATURE AND HOUSING. IT WOULD WITH LARGE OUTDOOR PROGRAMMING WITH BE REALLY COOL TO HAVE GRASSY EATING SPACE." SIGNAGE." RESTAURANTS OVERLOOKING THE PARKS." i _ 30 ADDITIONA BIG Additional ideas/themes from respondents for big ideas included... Source: 2020 Community Survey (on-line / 3735 total respondents) "INCLUDE IN SMALL 1 "MORE NATURAL "ADD NEW AREAS FOR COMMUNITY NATURAL WILDLIFE AREAS 1 GROWING SPORTS SUCH SPACES SUPPORT WITHOUT PAVED AS DISC GOLF. THESE 1 AND RESOURCES TRAILS. A NY CENTRAL HAVE GROWN AS A FOR CERTAIN PARK SIZE PARK ON 4 SIDE EFFECT OF COVID CITIZEN SCIENCE, THE WEST SIDE OF THE AND ARE SEEING A LOT CONSERVATION, OR VALLEY." MORE USE." OTHER PROJECTS, LIKE A MONARCH PATCH, WILDLIFE MONITORING, ' OR COMMUNITY FOOD "OUTDOOR 1 "BUILD A CLIMBING BANK GARDEN. MAKE IT CLASSROOM AND PARK PARK." ACCESSIBLE TO ALL." ACCESS FOR EVERY SLC SD SCHOOL. ALL STUDENTS SHOULD — BE ABLE TO ACCESS NATURE AS PART OF "UNCOVER AND INCREASE THE"LTHEIR SCHOOL DAY. RESTORE THE BURIED URBAN FISHERY SLC SHOULD HIRE A AND IMPAIRED OPTIONS IN SALT PERSON TO LEAD THIS CREEKS IN THE SALT LAKE CITY." CHARGE AND WORK 4 LAKE VALLEY." DIRECTLY WITH SLCSD."i ' 31 v IN cNf E RV I Intercept Survey respondents were community trail maintenance. Youth groups Common words used included safety, interviewed at 44 different locations and were mentioned as organizations that would sustainable, verde, variety, trees, accessible, were asked eight free response questions, especially benefit from service-oriented conservation, equity, community, clean, fun, seven multiple choice questions, and seven activities. Some respondents were also protect, renovate, events, open, connected, demographic questions. Common themes willing to donate money to fund Public Lands inclusive, growth, education, emerged from the free response questions or get involved by participating in public which are summed up below. meetings related to Public Land's issues. Question: "What would make this place (park, trail, natural areas, golf course) Question: "Thinking long-term over the next Question: "Do you avoid, not enjoy, or feel better?" 10-20 years, what stewardship actions do uncomfortable in any city parks?" you think would be most impactful to public Themes in the responses included adding lands that include city parks, urban forests, Themes in the responses indicated that amenities such as lights, water fountains, natural areas and trails?" people often do not feel safe in some parks restrooms, trails in the parks, trees, art, due to homeless encampments, drug use, flowers, dog-friendly facilities, trash cans, Themes in the responses included and a lack of lighting. signage in multiple languages, access to renovating restrooms, trail maintenance, water and food trucks. supporting active transportation, planting Question: "When you imagine our public trees, adding waste bins, planting native, lands 10-20 years from now, what changes Question: "What else should be considered water wise and pollinator gardens, providing can we make to our public lands system in developing the Public Lands Master Plan volunteer opportunities, providing cultural to help serve and include all people more for natural areas, urban forests and parks?" and educational events, promotingsafetyequably?" Common responses included a mixture through a ranger ambassador program, Responses included themes such as having of responses from previous questions acquiring additional natural lands, and better ADA access, improving the quality including recommending new amenities, supporting friends of the parks groups. of park on the west side, services for the one-word statements such as "equity" Question: "Are there ways you can imagine homeless population, and improved access and "cleanliness" and recommending yourself contributing to the stewardship of to parks such as free public transportation. new activities, events and volunteer public lands?" Question: "Which 3 words sum up what you opportunities. The most common responses included think should be big 10-year goals of Salt providing volunteer opportunities such as Lake City Public Lands?" 3 ash clean-up days, tree planting days, and Responses to multiple choice questions Are Salt Lake City parks, trails, natural areas, Question: Which of the following system- in the Intercept Interview reflected that or golf courses important to you? (Choose 1). wide approaches do you think would most public lands are extremely important to benefit the livability (or quality of life) of Salt the community. Almost half of respondents PUBLIC LANDS % Lake City and encourage you to get out did not perceive that there were barriers IMPORTANCE CHOICES SELECTED more often? (Select all that apply). preventing them from accessing public Extremely Important 85% lands. One interesting observation is that 64% of respondents traveled to the park or LIVABILITY CHOICES trailhead location by car, however over half Somewhat Important 12% SELECTED of the respondents thought that improving Invest in neighborhood 63% the sidewalk and trail network for travel by public lands and amenities bike and foot would improve the livability of Indifferent 2% that encourage everyday Salt Lake City. Responses to multiple choice use. questions from the Intercept Interview Improve the sidewalk and 54% Survey are displayed in the following tables. Unimportant .03% trail network for travel by bike and foot Focus on improving 42% environmental health and Question: How did you get here today? What prevents you or your household biodiversity (the richness of (Choose 1). from spending more time in these outdoor different kinds of plants and places? (Select all that apply). animals in our public lands). TRANSPORTATION Invest in regional public 35% TO PUBLIC LANDS % BARRIERS TO PUBLIC % lands and amenities that SELECTED LANDS CHOICES SELECTED CHOICES create unique destinations. Car/Carpool 64% N/A 45% p Source: 2020 Intercept Survey (in person / 635 total respondents) Walk 22% Places are too crowded 25% Bike/Skateboard/Scooter 9% Safety or security concerns 22% Other 2% Not accessible to those 5% with disabilities, health or mobility challenges. 33 „.- A Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) A series of focus groups were "INCREASE ACCESSIBILITY ON UTILIZING GOLF held to gain insight into THROUGH MAPS, WAY COURSES: "MAYBE DO stakeholder's shared goals FINDING, ETC. CREATE A PLANTING OF SOME that could inform the Master BUSINESS PARTNERSHIPS NATIVE SPECIES, YOU ALONG THE JORDAN KNOW, THE LITTLE COPSES Plan. Over 39 community RIVER TRAIL TO SUPPORT OF OAKS AND MAPLES organizations and 12 City ACTIVITIES AND EVENTS AND BOX ELDERS THAT departments participated in NEAR IT. HIGHLIGHT NEARBY EXIST IN THAT GOLF the focus group sessions. NEIGHBORHOODS AND COURSE ARE REALLY WORK ON PEACEMAKING.” NEEDED AND ACTUALLY Groups were asked to - SUGAR SPACE HARBOR QUITE A BIT OF identify synergies and areas — WILDLIFE." of coordination needed to - TRAILS UTAH implement the emerging big "SAVE OUR CANYONS IS ideas and actions of the Master DEFINITELY CONCERNED Plan. Stakeholders were also ABOUT THE IMPACTS AND 4 asked to identify ways to OVER-CAPACITY OF USE IN increase equity in ourparks, THE WASATCH MONTAINS "ADD MORE 1 q y AND CANYONS. WE'RE CONNECTIONS THROUGH urban forests, and natural SUPPORTIVE AND areas and trails. DEFINITELY INTERESTED I NEIGHBORHOODS AND IN BEING INVOLVED WITH BUSINESS DISTRICTS" THE MOUNTAINS TO LAKE CONCEPT." - SLC ECONOMIC - SAVE OUR CANYONS DEVELOPMENT — 34 ErA- 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 i "VOLUNTEERISM "PARKS DESIGNED RESPONSIBILITY I CAN BE A GREAT FOR PEOPLE IN TAKING CARE OPPORTUNITY TO WITH DIFFERENT OF WATER THAT HELP PEOPLE WITH ABILITIES ARE REACHES THE LAKE DISABILITIES GET OUT NOT NECESSARILY AND CONNECTING OF THE HOUSE." LESS FUN FOR PEOPLE TO THE LAKE. 1 -UTAH THOSE WITHOUT WATER FLOWING DOWNSYNDROME DISABILITIES. TRAILS UNDERNEATH OUR FOUNDATION MAY BE SET UP FEET DOESN'T GO FOR AN UPRIGHT AWAY. TELLING BIKE, BUT ARE THEY STORIES AND "TREES ARE A HUGE USABLE FOR PEOPLE WHO USE TRIKES CONNECTING ISSUE. THE WEST OR OTHER TYPES OF CULTURE IS SIDE LOST A LOT OF BIKES? ACCESSIBLE POWERFUL TO SHOW LARGE, OLD TREES ROUTES TO PARKS THE DIVERSITY OF DURING THE WIND ARE NEEDED." HUMANS AND THE STORM. INCREASING _ WASATCH ENVIRONMENT." TREES IN ROSE PARK ADAPTIVE SPORTS WESTMINSTER AND GLENDALE ." COLLEGE -WESTVIEW MEDIA B A Additional ideas and collaborative ideas from focus group stakeholders included... Source: 2020 Focus Groups (virtual meetings / 39 community organizations and 12 City departments) r "I THINK REALLY "REGARDING THE GLENVILLE "I WOULD LOVE TO SEE THINKING ABOUT AKA GROVE AREA, FOR ME MORE EMPHASIS ON URBAN OPPORTUNITIES IT'S IMPORTANT TO BE ABLE AGRICULTURE. COMMUNITY TO PROVIDE OPPORTUNITIES GARDENS ARE A GREAT WAY TO HIRE LOCAL FOR OUR YOUTH HERE. TO 4 TO TAKE ADVANTAGE OF COMMUNITY FEEL SAFE TO GO TO THESE SMALLER PROPERTIES." RESIDENTS TO DO PARKS AND TO SEE THESEI - WASATCH COMMUNITY THIS PLANNING, TO PARKS. WHAT A GREAT DO PROGRAMMING PLACE TO HANG OUT AND GARDENS WHAT A GREAT PLACE FOR AND REALLY INVEST US AS ADULTS TO PROVIDE IN THE PEOPLE WHO MENTORSHIP." CAN MAKE THIS, - !CHAMPS "ACCESS IS AWESOME AND THOSE WHO CAN WE WANT PEOPLE TO GET - COME AND BRING AI OUT INTO THESE SPACES, 4 VOICE TO THAT" - BUT HAVING HUMANS IN I "MAKE SPACES SAFE THESE AREAS CAN IMPACT 4 - MESTIZO INSTITUTE FOR ALL RESIDENTS, WHAT THE HABITAT LOOKS INCLUDING THOSE WHO LIKE, SO JUST BALANCING ARE UNHOUSED." THOSE NEEDS AND BEING ABLE TO PROTECT LAND - SLC HOUSING IN CERTAIN WAYS FOR & NEIGHBORHOOD WILDLIFE IS SOMETHING DEVELOPMENT TO THINK ABOUT." - TRACY AVIARY 36 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 . s,.r. ,,�,���,#� ��A. Engagement window #2 is ..o ,.�.� � a NEIMAGINE ,� f focused on verifying these HOW DO t r y WE BENEFIT - ® woo wnsre refined ideas with the public. FROMREMAGINED URBAN �..M co =Building - • on the success of the FOREST' . : _ __ �i inclusive tactics in window 1 , 1111 "..` `�',• �� , , = tactics will include collaboration „Ksr_6z_ with University of Utah and !_em4 community groups. ®y E OMMUIsPU SON PLY /ELEMENT Plan Creation VISION PLAN Community Input Refines VALUE LENS and Verifies Plan STEWARDSHIP I LIVABILITY Elements EQUITY GOALS STRATEGIES CONNECT WELCOME PROTECT GROW SUSTAIN 10 BIG IDEAS Supporting Policies, Practices and Priority Actions 38 ...v BI - IDEAS REFINE C) MMUNI-TPCIT (AS oF; 2/29/2021) 1. JUST FIVE MINUTES FROM HEE_ _ 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 39 mIr- EEPS.• • 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 . 40 APPENDICES A. SLC Public Lands Current State Snapshot ,/ B. 2020 Reimagine Nature Community - , . Survey Instrument _ iil C. Advertisement Methods <<, • D. University of Utah Student Report Appendices available upon request by emailing Nancy Monteith: ,� MIAOW,NAruae nancy.monteith@slcgov.com CAN i▪ . - YOU , - ,4 , —A_ ._, :;.h _ REIMAGINE ,4 ,; ` NATURAL • ', LY.• `' LANDS? i . AEIMABINE NATURE t-*.4 l!•NOS NASTSR PLAN '•••• pu.uc ram, i L7. �J Ai REIMAGAII NATURE SLC PUBLIC LANDS MASTER PLAN . r .• ,... .. !. t .e •'.':" • It ''. ,--__AIIII q , - N. e -r -`11: -''� 011. 11 :; ,lam' _�• - 't ' _s . .V 4, f r .*:i.P"•I -4C-, ... _ t _' `` r sirS -+ y ' = ''�R . �,' awe �1�a_ , � j ` lr lair" " i • ; ,• y _ et _ H It • famdirt b., ,... :.,le k — i - . 4, . .�r - f•• a 0 11411_.— - -- — _ Eral./1 MAY 2021 I� ` Public Lands ENGAGEMENT WINDOW #2 n I T� Parks Trails&Natural Lands Urban Forestry S U M M A RY R E PORT ACKNOWLEDGMENTS PUBLIC LANDS TEAM UNIVERSITY OF UTAH COLLEGE Luis Garcia Plancarte • Kristin Riker, Public Services Deputy OF CITY AND METROPOLITAN Director, Public Lands PLANNING Megan Spencer Dr. Ivis Garcia, Assistant Professor Jaime Cross • Nancy Monteith, Project Manager Elizabeth Arnold, Westside Studio Teaching Austin Kreiter • Lee Bollwinkel, Parks Division Director Assistant Chay Mosqueda • Lewis Kogan, Trails and Natural Lands Brandon Siracuse Division Director Zach Gardner Chimalli Hernandez • Tony Gliot, Urban Forestry Division Virgil Lund Director Sadika Maheruma Khan Liam Marshall • Matt Kammeyer, Golf Division Director Izzy Fuller Andrew McDonald • Luke Allen Amy Newman • Amy Nielson Justice Tuffour • Katie Riser Dakota Connole • Leah Smith Yi Wei • Kyle Strayer, Civic Engagement Team Taylor Maguire Erik Fronberg Anisa Ali Morgan Julian Jasmine Garcia Claudia Loayza DESIGNWORKSHOP --v ill 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 INTRODUCTION k '•'r. ,�,w Salt Lake City ,. ; is developing a ,r,� ' new Public Lands ...... �•, -. • ' ,r#P ' if' , ' Master Plan . As an . ; . ;_,: ,c ', important first step, s; ;5a`j,4 "k;l • it:::i ' fit .F the City called on all r�,. , �:`'4 n a community members .. ,,,..,,...., ' �;4, ' to help reimagine ' T '� �' '` , — ..-e�err the future of our . ;�fsw �' p Public Lands: the . _ ti y. nature in our city " - ," :,1� t that enhances the quality of our lives. `., = ,I" ,, . _ . is: ; e•, A� d+ �rJ/at The Public Lands Master Plan will Engagement window one was PROJ ECT TIMELINE establish an inspirational framework conducted from August through to guide how we grow and prioritize December of 2020. Results from this investments for the next 10-20 years first round of engagement identified within the three public lands divisions concepts and ideas that most resonated WINTER 2020/2021 PHASE I: (Parks, Trails & Natural Lands, and with the community to support Public DISCOVER: Urban Forestry). In acknowledgment Lands' values of promoting equity, FOUNDATION OF UNDERSTANDING of the findings from the 2019 Salt Lake livability and sustainability. Engagement SLC PUBLIC LANDS City Parks and Public Lands Needs window one also gathered community Assessment that included a statistically ideas for Master Plan goals and projects valid community survey, this effort will and measured community support for August 26,2020 address current challenges to improve initial transformative projects identified Six-Week Community Engagement our public lands system. from previous community feedback and Window#1 Opens research gathered in the 2019 Public The engagement metrics for the year Lands Needs Assessment. The Master long process are to connect with Plan framework, including refined 10,000 people that are representative goals and transformative projects, was WINTER-SPRING 2021 PHASE II: of the city's demographic makeup. REIMAGINE: VISIONING developed from feedback received in TRANSFORMATION Given the goals of this master plan, it engagement window one. has been given the name, "Reimagine REPORT FOCUS Nature." Reimagine Nature will use comprehensive, evidence-based This engagement period, engagement March 17- May 7 2021: analysis, coupled with community window two, was held from March Community Engagemen, engagement, to prioritize and identify through May of 2021. Engagement Window#2 transformative projects for Salt Lake window two gathered feedback on the City's public lands. Master Plan framework to verify that the plan was developing in the right Community engagement for this direction and had community support. SUMMER-FALL 2021 PHASE III: process consists of three engagement Engagement Window two served as a TRANSFORM: DRAFT AND FINAL windows: check point to identify any important MASTER PLAN 1-Discover: Foundation of information that may be missing from Understanding the Master Plan. This report summarizes the second engagement window and 2-Reimagine: Visioning Transformational Quarter 3 2021 how results will inform the master plan Final Community Engagement Projects and Priority Actions and engagement window three. Window#3 3-Transform: Draft and Final Master Plan. 5 HOW WE LISTENED The planning team used a multi- pronged approach to engagement that included: • On-line survey widely r- ! ro T Is i advertised; - _ r . - _, • Student-led micro-engagement rixf _ ` . 4i ' ,',I ', % Y: , ; ,1 events; ` ', �L • Facebook Live events in i { 'e` English and Spanish ' _ • Organizational partnerships a to reach underrepresented �- ( , groups; and __S__ . _ . ._ • Digital outreach, including Figure 2: University of Utah Urban Planning Students conducting intercept 230 social media posts, a interviews to increase online survey participation. paid Facebook ad targeting West Side residents, and 3 newsletters. AGEME ETHODOLOG AND OUTREACH • -pRoAcH � ENGAGEMENT METHODS Much of the survey included multiple choice In order to create a unifying vision for questions for respondent efficiency and also Public Lands over the next 10-20 years, included two open ended question prompts the planning team used a multi-pronged for collection of perceptions and ideas. 3,318 CAN YOU approach that included an on-line survey, people responded to the on-line survey, REIMAGINE focus groups, micro-engagement events and and 65% of the questions were answered. URBAN GREEN community partnerships to reach typically Students from the University of Utah City underrepresented groups. and Metropolitan Planning Department SPACE? passed out postcards and invited people o ake the survey at: -' , The second window of community to take the survey at 38 different locations o eimagineNatureSLC.com engagement launched on April 1, 2021 including parks, libraries, open spaces and REIMAGINE NATURE with an on-line, six-week survey and trails. SLC PUBLIC LANDS MASTER PLAN closed on May 10, 2021. The goal of this window was to get feedback on the initial OUTREACH AND EDUCATION Master Plan framework, including the Plan vision statement, goals, and potential Signs with a link to the online survey and transformative projects. Using COVID-19 Reimagine Nature website were posted at protocols, the city's framework for equitable parks, natural lands and trails throughout 1,t!F ,11/r! GR GROIAJ the city. Other print materials advertising the HEREI engagement best practices and multiple SLC PUI3LIC LANDS MASTER PLAN project were distributed city-wide including, types of tactics, over 12,000 Salt Lake 12EIMACINENATURESLC.COM 1,380 postcards, 230 Reimagine posters, 115 City community members participated in providing input during online focus groups, social media posts and 500 door hangars. University of Utah student led intercept Other innovative advertising methods, such interviews and micro-engagement events, as temporary sidewalk art painted onto the and through the online survey. pavement were fun ways to spread the word Figure 3: Yard signs (above) were placed about ongoing Reimagine activities. throughout Salt Lake City Parks, Trails SURVEY FORMAT and Natural Lands to advertise the online The following pages summarize who we survey. The image below shows a stencil used to temporarily paint the Reimagine An on-line survey offered in both English heard from, what areas of Salt Lake City website on sidewalks throughout the city. and Spanish consisted of 15 content responses came from and the demographics questions and six demographic questions. of engagement participants. //// DEN - OUTA, . , . .. k. STUDENT ENGAGEMENT STUDENT MICRO-ENGAGEMENT : , # 4g,� :, - 'i EVENTS N Students from the University of Utah Urban and Metropolitan Planning Department were Multiple micro-engagement events � r� °' ' ' instrumental in promoting awareness of invited the community to come out and Reimagine Nature. Along with Public Land's communicate through fun and thoughtful r - - Staff, students distributed 1,380 postcards, activities. Placemaking workshops visualized 7..-.-__ —••. - i 230 Reimagine posters, 230 Earth Day event the wants of the community through the aid posters, 920 Earth Day Event flyers, and 500 of simple physical models. Wayfinding and door hangers to advertise the project and Paint the pavement workshops gathered survey including reaching out 94 businesses community members to gain input on mural I ___ •• in the process. In addition, the students held painting and wayfinding methods. A tree V 4°' micro-engagement events including four planting and pollinator workshops discussed placemaking events and an Earth Day event. species to be planted, planting locations a SOCIAL MEDIA OUTREACH and possible "friends of popular grove park" Amor 1 establishment. The findings of the workshop Students also made posts on social media helped narrowed down the approaches and ,ftS, to promote the online survey through possibilities for interventions. As well as r social media engagement. Facebook was maximized the opportunities for feedback - __� the primary social media platform used and community engagement. — --.„z a 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. Figure 4: Community members participating in a Paint the Pavement micro-engagement event. 8 I:51-E N - N GAG E M E N /I V I T- PAINT THE PAVEMENT • _ y' - _-s1•1* - . i' :: Community members discussed access and t "LI . , .,r \ 31?" �� � �►'' ' •wayfinding, and directed the creation of a - - - Y .y.; pavement mural. '� _ . t, TREE & POLLINATOR PLANTING ... O" • �' Workshop participants discussed suitable 1_ - , park plants and identified locations for planting and park elements such as a •- - _ � , ,-. 4 Reimagined park with flower beds by the -- - J tennis court, flowering trees for shade near - the playground and a cared for horseshoe A_ .,- activity area. Figure 5: University of Utah students at Figure 6: University of Utah students a Paint the Pavement micro-engagement at a Tree and Pollinator Planting micro- PLACE IT WORKSHOP event. engagement event. PEW - In this virtual engagement event, urban planner James Rojas asked participants to build their favorite childhood memory using t nearby objects and build their vision of park '. using the same objects. AAA iiii L ..••1 % . .- . - . ..* ch EARTH DAY EVENT - . . —� A., ., . . _ k Participants volunteered to clean the parkiffl�� 'LIIIV ` ` -;,,� : t '_` - -_ -i. "'" --' • and pick up litter, provided feedback on the a ibis-'7� =r - - !�, --'�►� . Master Plan, and took the survey. ir ___ -- i_ 4 4 Figure 7: University of Utah students Figure 8: University of Utah students at a participate in a virtual placemaking micro- Earth Day micro-engagement event. engagement event. 9 OUT PUBLIC OUTREACH A .� t Students and Public Lands staff engaged the community at 38 different public space locations. This outreach involved 9741noGeutr3to€ott9nwood ■ parks, libraries, open spaces, trails, and other areas. Students and staff distributed a total of 1,380 postcards, 500 Lao 0, G� door hangers, 230 posters, 920 Earth Day event flyers, and \ �S!i•e ervolr L, [1 I / 230 Earth Day Event posters. The map shows locations that > jog , O�tsza� _ were visited by students and staff. ' Park } J t / I L - _ J - I � • .ark Golf Course 9 9 rt t r i [ L[LIC 1 9m 0 11 �}�Vy1�,p� I MJ+1n/Ay1�LLFJ11�p � _�' a•ROSE PARE Tomahawk (](}�IMPlb )Gtkic7 (�'�}_ 1., � l WILLOW(LACE t"1 Nature]AI ea C "' IJl 6 Rota Glen Ar wNlrCN `, •' • o7ralfl)% i • ^Lnibert,P�aryk-�/ /-1_ 1� Vtl��lllAtlAl.Ll D(tlEd (-Ar ITQISt I T9AVFNuF5 ARLINGTON HILLS W D.. \ Utah State Q • �� \ FAIRPARK Capitol Building , \\ 4 Hollow Agr�*ural "-y ]. , Ilrrv!vl;Ity of �.�,,�,,,ffjj^;t�, Q. ®I emote Squaw�.."- Utah Hoscatal _ Clark PlsnetanumQ """" `•"" \ - Natural HlstorY® _ _�... i / ® ( - g Moceum of lltaA �f • - O ./ QrIO GRAND! Q rr,-B •� [.trmontPa r.ti ...SaltLakeQ<y p UNIVENSIIY WNIVHI CIRCLE { CENTRAL CITY 1 i. L/ .rl-y+LI :ta ...—... 49 tl 9.., FIST[.FNTpAI Hople2oo, Natur-Par', .x. �' Q J Y W I N 0 5 0 R PLACE BOnneYllleGdl e . FREEWPEOPLAY 2 YAIF PARK I I.Ibeny Park ..........v Q FREEWAY rc., _. p rare WLSI IEUAPLk MILLI. YILLL Figure 9: Salt Lake City Public Lands ; A OU111VN BONNE O LIBERTY WELLS WEST GRAND m.U Staff outreach locations for Engagement c»� R "IEW 1 g ®Glendale Golf Course . Window #2. o ,,.. WINFIELD9 Sugar rY PARR REDWOOD Wit AIINGTON House Park ITION GARDENS 3 Soum A..-.._ Figure 10: University of Utah student outreach locations. Source: University of Utah Student Outreach Summary Report, May 2021. 10 SURVEY RESPONDENTS REACHED S LC RESIDENTS BY ZIP CODE 2021 Online Survey (1,228 respondents did not provide a zip code) ‘ 1pek\‘'IL.ah,71, ' .' 41)k T ' ' �A r• • I • • 84116 84103 _, Pm 84112 I 84111 84102 �, 84101 84104 _ � 84108 •1� 'a•`.4 84105 kik84115=.. IR II I •�, 84119, i-rJ - 84109 ' /' 84106 t ZIP CODE 84112 84119 84101 84109 84115 84111 84104 84116 84102 84106 84108 84103 84105 I - — U MM M. MO # SURVEY RESPONDENTS 12 14 63 88 99 101 104 110 145 161 173 253 30411 // NGAGE NUMB ..,. _ ONLINE PUBLIC SURVEY #2 3,318 �,,: ', . .. ,-- , ... ... .,„ 4 STUDENT-LED PLACEMAKING EVENTS 69 '"1; 1-44 ;t _.; . irl ' 1114-1 1 1‘'; 16 INTERCEPT EVENTS 582 _ 0 `,'�i�iT\�1\ ' I', L , +1 Z 7T 71 -- COMMUNITY COUNCIL PRESENTATIONS 260 VT' :-. _ , / • 1---V 'r 1 11410 2 FACEBOOK OPEN HOUSE EVENTS 848 - IRO - S- SPANISH VIEWS 195 - , ENGLISH VIEWS 653 - SOCIAL MEDIA POSTS 43 FACEBOOK + 39 TWITTER + 29 INSTAGRAM Figure 12: Tree and pollinator planting engagement. + 4 NEXT DOOR = 115 POSTS , . s .. 3 EMAIL NEWSLETTERS to 7,907 people _., f, .„ •' II Illir . qw TOTAL REACHED ENGAGEMENT WINDOW TWO ' 5,077 _ f L/TOTAL REACHED ENGAGEMENT WINDOW ONE ` 7,0824 TOTAL DIRECTLY REACHED ALL REIMAGINE J NATURE ENGAGEMENT 12,159 _ - 4 .i: Figure 11: The table above provides a snapshot of total engagement events and number of participants. Figure 13: Students promoting the Reimagine Nature survey. 12 05A mkt! PA F I N SURVEY PARTICIPANTS BY DIVERSITY OF SURVEY NEIGHBORHOOD PARTICIPANTS The online survey reached 3,318 people During engagement window one, students in total. As only approximately 63% of from the University of Utah played a key role survey respondents answered the question in reaching a diverse survey audience that asking what their zip code is, it is difficult is more representative of the community's to accurately assess which neighborhoods population. They increased diverse survey participants are from. However, the participation by visiting sites throughout Salt overall survey distribution by zip code of Lake City where they shared information survey number two closely mirrors the about the project and invited people to take distribution of survey number one. The map the online survey. Students also participated on page 11 shows which neighborhoods in Public Lands staff-lead focus groups with were reached by zip code. stakeholder organizations who provide services to underrepresented populations. ;..� The East Liberty Park, Capitol Hill and Avenues neighborhoods had the highest During the second engagement window, the i , . iii number of recorded survey respondents, students promoted the online survey rather 1 followed by the East Bench, Sugarhouse than a separate intercept survey, so the ' �e ` _ ; ' •and Central City neighborhoods. Downtown, dataset was not split up in a way to compare N. East Central, West Salt Lake, North West Salt the demographics of student-promoted •a , ,'` 1; Lake, and Liberty Wells were in the middle survey participants. However, in comparing -- , , ' [! range of number of survey respondents, the public online surveys from the first ands. 11- and the Ballpark neighborhood as well as second windows of engagement, .'� • `�® . p gsurvey fi. ;, west and southern portions of the Central number two shows an increase in participant 4 .4 ',:a, 11:-. r . 1A Community planning area had the lowest diversity. The participation among nearly all _ ' . ,- f. ,4,,, ! ri number of survey respondents. minority groups doubled from survey number / s ' , one to survey number two, indicating that k. . �� ._ ii. ' the student-led activities were likely a big - contributing factor to increasing the diversity -41P/ I i / i 1 1 of survey and engagement participation. — / / i / I 1 ,v ORE ATIV DTI Awilitc titii #1111 -11 ft SURVEY DEMOGRAPHICS [PUBLIC SURVEY 1 PUBLIC SURVEY 2 SALT LAKE CITY DEMOGRAPHICS ASIAN dog ° 0 1.170 5.4% AMERICAN INDIAN I ©02 ° 0 1.3% 1.4% BLACK/AFRICAN ©0E a o 1.4% 2.3% AMERICAN HISPANIC / LATINO aoo 0 8.2% 21.6% NATIVE HAWAIIAN / O 0 0.5% 1.5% PACIFIC ISLANDER o WHITE 8 0. 0% IT' 396 73.1% OTHER Lot ° 0 2.4% 3.4% PREFER NOT TO SAY 0 a00% 7.7% 0 Figure 14: The online survey conducted during engagement window two was more FINDINGS 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 Targeted engagement improved the engagement window one. The chart above compares the diversity of survey participants diversity of survey respondents, with for both online surveys. To help boost input from people of color, University of Utah minority participation in survey two students conducted micro-engagement events and outreach throughout Salt Lake City and Public Lands staff led focus groups with stakeholder organizations who provide increasing an average of 232% from that services to underrepresented populations. of survey one. 14 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. :: }.4,1 Ilre ; It also served as a check point with the community ' w �• qt."'.- - and stakeholders to verifythat the Master Plan was # '?r - developing in the right direction, had community ;� /. support, and provided an opportunity to contribute ''': 14 .., ` ' any important ideas that may be missing from the i a Master Plan. ' _ �`I ..D y am• The following pages cover the responses received from the community through the online survey, focusjp l' groups and micro-engagement events that comprised '-1-- ' t$ engagement window number two. `;y5 t ,tt �l - /r , } is , _ , %• - , , I '1/4? /A ~ f -.- ► ' -, • �N... - �. s:a;/ R E I MAG I N E NATURE PLAN Q: Do you think this plan vision statement is VISION STATEMENT: on the right track? Reimagine Nature provides Yes Adjustment ® No 0 transformative ideas that have the Needed 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, No 2% (56) city parks and city golf courses are cared for to be resilient for increasing AdjustmentNeeded 15% (386) environmental challenges, and also innovatively adapted to meet the diverse needs of our growing Yes 82% (2066) population. We aspire to create and sustain quality outdoor spaces that are °°% 20% 40% 60°i° 80°i° 100% inclusive, accessible, and culturally • No relevant; ensuring everyone benefits • Adjustment Needed from fair and appropriate investment. • Yes 16 P L PLAN GOALS Co: Do you think these should be the Feedback from the first survey and plan goals? stakeholder conversations led to the prioritization of these five overarching goals for what the Public Adjustment 0 Lands Master Plan should seek to Yes Needed "o achieve or improve. These goals will be used as an organizing framework for recommended strategies, practices and actions. No 1% (33) Adjustment 1. Connect: Accessible and Needed 11% (280) Connected Green Spaces 2. Welcome: Active, Authentic and Yes 87% (2197) Inclusive Places 0% 20% 40% 60% 80% 100% 3. Protect: A Commitment to Stewardship No Adjustment Needed 4. Grow: Expand our Park System Yes 5. Sustain: Environmental Health and Sustainability 17 F//////% //// ickTIV COMMUNITY PROJECT respondents were still either somewhat SATISFACTION satisfied or extremely satisfied, with 77% indicating some level of satisfaction for The survey asked respondents to rate both projects. This demonstrates that there their satisfaction with each of the ten is overall community support for the ten transformative projects. Each question transformative projects, with between 77% was prefaced with a project description and 92% of respondents indicating some and potential project strategies that could level of satisfaction for the projects and only contribute to the overarching transformative 10% or less of respondents indicating some project. The chart on page x compares level of dissatisfaction. the percent of respondents that indicated they were somewhat or extremely satisfied The following pages show these descriptions with the transformative projects. The and respondent satisfaction levels for each projects that received the most selections project. for respondents being extremely satisfied 110 TRANSFORMATIVE PROJECTS REIMAGINE NATURE were grow our urban forest at 71% and P 1RLIC LANDS MAS-FR PI Al. put environment first at 70%. These were i PUT JUST5 ^ 0 MEET ME AT ENVIRONMENT MINUTES TELL OUR URBAN MOUNTAINS followed by connect mountains to the lake W THE RIVER r'mHERE STORIES FOREST TO THE LAKE at 65%, meet me at the river at 62% and ce downtown comes alive outside at 61%. - COMING DOWNTOWN SOON TOA REIMAGINE These responses indicate strong support for O WELCOME TO COMES ALIVE PARK NEAR NEIGHBORHOOD. •!ILGREEN OUTSIDE YO.i PARKS environmental enhancements of Salt Lake J City's public lands, a desire for increased - ^ �' ^ ^ system connectivity and access to trail- ., y ^ based recreation, and the need to activate downtown with more green spaces. L4- .l f 9 While the projects just five minutes from here and telling our stories only had 38% and 47% of respondents indicting they Figure 15: Postcards with information about the 10 Transformative Projects and a link to the were extremely satisfied, the majority of online survey were distributed by University of Utah students and SLC Public Lands Staff. 18 / ` ovA RMATIVPR 90% 70% 26% ■ ■ 27% 65% 33% ■ 31% ■ 62% 50% ° II ■ 54% ■ 52% I.37/° • . • 30% 38% • 10% Al A A i ii. A JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER THE LAKE PARKS YOU 90% 70% 21% 20% 26% 711 24% • 70% 50% 30% 61% ■ . 57% 47% 30% ■ ■ I ill I 10% ■ ■ TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST EXTREMELY SOMEWHAT SATISFIED ■ SATISFIED 19 iiiiii J U IN U dm , i':_,„,-', -A WAYFINDING AND SIGNAGE CAMPAIGN THAT MAKES IT EASIER TO EXPLORE NEARBY PARKS, TRAILS AND PUBLIC SPACES • 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 0: PLEASE RATE YOUR SATISFACTION WITH school grounds as part of a connected system. JUST 5 MINUTES FROM HERE lif `.4-.:: ';!' , (4... Extremely dissatisfied � t �. ���f s +, �� ■ Somewhat dissatisfied �� > - 1i_. , ' ' `r;''` „ ■ Neither satisfied nor dissatisfied `•' '�- • 3/0 62 QUT4p + � 3' '. ` ' r� ' ' , ' .$',- ( ) ■ Somewhat satisfied Sara • Extremely satisfied 7% (158) hs 14 /t '12 `:'-,' , 0 '44 4,..,.. ,. ...',..,'..;•,1.t: ,.,., 1 e i.;,e j '�� + t f"f •%''R‘ Percentage 16% (378) North 4. "Stir,; ��s' 38% (924) 1 , i._,4,,, 0% 10% 20% 30% 40% 50% 60% 70% 20 COMPLETE MISSING LINKS IN REGIONAL TRAILS AND INVEST IN GREENWAYS TO ENHANCE NATURE And CREEKS WITHIN THE CITY '` � ' • Potential Projects: - - f Connect trails from the eastern side of the Wasatch mountains to the Foothills Natural Area, the 9 Line Trail to ,1 . +I the Jordan River Parkway Trail and west to the Salt Lake .-ij Marina and Mountains. r � ' • Implement all remaining proposed trails including the f . : McClelland Trail, Folsom Trail, Surplus Canal Trails, and . ' Foothills Trails. '0tw' ' '- • Begin to implement the Seven Greenways Vision, creating a connected regional system of greenways Q: PLEASE RATE YOUR SATISFACTION WITH along Salt Lake City's Creeks, including locations to JUST 5 MINUTES FROM HERE uncover creeks, add trails, improve natural habitat, and provide for recreation. • Extremely dissatisfied _ 2% (37) • Somewhat dissatisfied 1"1 ` 11 40."` - S.. ■ Neither satisfied nor dissatisfied •y , • Somewhat satisfied 's J ` 3% (66) • Extremely satisfied Percentage 5% (127) 0 - t • 26% (624) V 64% - -. - - - (1528) 0% 10% 20% 30% 40% 50% 60% 70% 21 ii ii , EIMAGIN EIG13 OD /, ' / , ' TRANSFORM PARKS INTO VIBRANT COMMUNITY SPACES THAT EMPOWER RESIDENTS TO CONTRIBUTE TO THEIR NEIGHBORHOOD IDENTITY • Potential Projects: • Identify priorities for equitable park redevelopment. Co: PLEASE RATE YOUR SATISFACTION WITH REIMAGINE NEIGHBORHOOD PARKS • Engage neighbors in redesigning and adding activities to parks that reflect their interests, culture and the Extremely dissatisfied character and history of the area. • Somewhat dissatisfied • Promote volunteerism, donation, and adopt-a-park/ • Neither satisfied nor dissatisfied • Somewhat satisfied friends groups. • Extremely satisfied "ter 1% (30) ,:` , ` /ri.4% , ,.. .,i. ;, ._,„............,,,, - 4% (86) 1. i •• .I.. • ` 1. • Percentage ° �'' r g/o (204) tom.._ E , i ' r-- if — 41, ' — • - ' . ' V lk T"}_ a!sl / 4 ' 53% (1268) ��" 400001111/ 0% 10% 20% 30% 40% 50% 60% 70% - 22 uAA HELP OUR PARKS, LARGE AND SMALL, COME ALIVE WITH ACTIVITIES AND EVENTS THROUGHOUT THE YEAR • Potential Projects: • Promote partnerships for arts, music, performance, fitness, urban agriculture 0: PLEASE RATE YOUR SATISFACTION WITH COMING and games in parks. SOON TO A PARK NEAR YOU • Provide programming for nature-based education, volunteerism, outdoor recreation, and horticulture. Extremely dissatisfied • Somewhat dissatisfied • Re-energize City parks and • Neither satisfied nor dissatisfied neighborhoods by adding concession • Somewhat satisfied operations that will generate revenues • Extremely satisfied to reinvest in park improvements and 2% (43) repairs. I •{i NOV Ns 5% (107) Ni k > Percentage ;A; s lr 'y * . 31% (729) S: ' li., II. Y" , 52% (1225) 095 10% 20% 30% 40% 50% 60% 23 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: Q• PLEASE RATE YOUR SATISFACTION • Establish and integrate welcoming park spaces and landscaping along the river to foster community WITH MEET ME AT THE RIVER gathering and bring the river into focus as one of SLC's most desirable recreation destinations. I. Extremely dissatisfied • Restore and enhance natural areas along the river for • Somewhat dissatisfied improved biodiversity, habitat and a healthy environment. • Neither satisfied nor dissatisfied • Somewhat satisfied • Improve the former Glendale Waterpark, Jordan Park, and 1% (32) the historic International Peace Gardens to create regional ■ Extremely satisfied attractions and event space with characteristics that celebrate and preserve community culture and diversity. 4% (83) • 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 CD a 6% (150) people 27% (630) f ,. . 1, , 62% a L (1450) - �' 0% 10% 20% 30% 40% 50% 60% + e• „wor - `-"'`'_ .. mot _ • _ � 31c.= - 24 • LL : OUF RI . i A 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: Extremely dissatisfied • Initiate a storytelling project with partners to • Somewhat dissatisfied collect, share, and display stories relevant to • Neither satisfied nor dissatisfied public lands. 3% 61) • Somewhat satisfied • Extremely satisfied • Invest in restoring and interpreting iconic structures and landscapes such as Allen Park, Fisher Mansion, and Warm Springs Park. 5% (116) • Engage our communities in identifying more meaningful names for our local parks. Percentage 16% (369) • qq t- i it A ,, ,:-�" t , r ;� A: , 3jj699j -.7....:.;. :: . (- y, 11 , s:,*., , 1.1 (f: . . \ . ' . r ,.• ° \ #J ' ita -i, - %LP *.t,!1 -, 1 ..t,,, , los, .." , ' �' ,-ikj ,�.P n; - '( i t ' 0% 10% 20% 30% 40% 50% 60% :crt. Y jSz'��'a� ' ' ': .` Q: PLEASE RATE YOUR SATISFACTION WITH TELL < a. ' : a; ,, - OUR STORIES 25 71;00WN Ow, AL1\73 INCREASE THE PROVISION OF GREEN AND ACTIVE SPACES DOWNTOWN THAT WILL CONTRIBUTE TO LIVABILITY AND ECONOMIC VITALITY • Potential Projects: • Invest in Downtown SLC's Pioneer Park to create a vibrant destination for daily activities and events that serve the region. Q: PLEASE RATE YOUR SATISFACTION Reimagine Downtown SLC's wide streets in key locations WITH DOWNTOWN COMES ALIVE OUTSIDE • to create a green loop of trees and green space, pedestrian- and bicycle-friendly paths, and flexible space • Extremely dissatisfied for pop-up festivals and recreation. • Somewhat dissatisfied Initiate creative projects and partnerships to integrate ■ Neither satisfied nor dissatisfied • a network of large and small green areas and plazas 2% (41) • Somewhat satisfied into a mosaic of public outdoor spaces that become the • Extremely satisfied foundation of an activated downtown. • Grow SLC's downtown and Central Community park a) 4% (94) access, where future growth is expected to be the a3 highest in the City yet has the least access to parks and E' trails. o_ 8% (179) ,:f,, i -,, i; .c 26% (603) =---. . t ' ' T:s„.,,_,...1 . - , __ . tit . - - 61% (1415) iiiiir 0% 10% 20% 30% 40% 50% 60% 70% 26 ..0 .. • uR , u • . A BUILD PUBLIC AWARENESS TO SUPPORT NEW TREES STEWARDSHIP THAT ALLOWS URBAN FORESTRY TO PLANT TREES IN ALL PUBLICLY OWNED LANDSCAPES • Potential Projects: • Extremely dissatisfied • Launch a public awareness campaign to support new • Somewhat dissatisfied trees and their watering/care. • Neither satisfied nor dissatisfied • Increase tree canopy cover to improve air quality • Somewhat satisfied and advance environmental equity in westside • Extremely satisfied neighborhoods. 1% (23) • Invest in tree planting within street projects. • Maximize planting of appropriate trees on all our publicly 3% (58) owned landscapes such as golf courses, parks and street medians. Invest in the equipment and resources to responsibly Percentage • 5% (105) reuse wood from trees removed from our urban forest to create usable wood products such as mulch for our parks, playgrounds, trails and gardens. 21% (491) 161 1 0 IM i. 4 .1.1 4 ' , ;LV":S.* fr.,; ", ': .14 k fril r- __ __ Ir S , F f�, 1 �0. ,* i • 'I 71% (1636) ; ?,, . k,- Zt , ..„,c, 1 -- ' _ Yl• �' _ 0% 10% 20% 30% 40% 50% 60% 70% , J: / milit 0 hi,it • • wig .- ' i Q: PLEASE RATE YOUR SATISFACTION WITH ,- 4,�, ; , ,fir;p f_. `-1-• k, - - JUST 5 MINUTES FROM HERE _- _ 27 0 W INVITE APPROPRIATE ALTERNATIVE USE OF OUR PUBLIC GOLF COURSES FOR GREATER BENEFIT • Potential Projects: • Introduce alternative recreation and activities on golf courses for general public recreation such as walking Q: PLEASE RATE YOUR SATISFACTION WITH paths/ trails, concessions, off-leash dog walking, Frisbee WELCOME TO THE GREEN golf, running races, cross country skiing or groomed sledding. • Incorporate additional environment benefits through — Extremely dissatisfied tree plantings, diversifying vegetation, stormwater • Somewhat dissatisfied management, and nature centers in our golf courses. • Neither satisfied nor dissatisfied 5% (111) • Somewhat satisfied • Re-wild and preserve native plant and wildlife sanctuaries outside of playable golf areas. ■ Extremely satisfied • Expand golf's involvement in environmental protection by incorporating constructed stormwater wetlands in 6% (138) unplayable areas of our courses. a) 0) co �� ;b c • a) , 0 It 25% (573) e 1 1 ...... 57% (1317) • -' 0% 10% 20% 30% 40% 50% 60% 70% 28 ..„-.v ./ 7 10• IRON / A CULTIVATE MORE BIOLOGICAL DIVERSITY IN PARKS AND NATURAL AREAS • Potential Projects: Foster a robust native plant and pollinator habitat program Extremely dissatisfied • that includes volunteer and educational opportunities • Somewhat dissatisfied operated out of Public Lands greenhouses and plant farms. • Neither satisfied nor dissatisfied • Somewhat satisfied • Host citywide education and engagement programs • Extremely satisfied focused on environmental stewardship, citizen science, 11% (31) and connection with the natural world through SLC's public spaces. • Increase landscape resiliency to climate change by w 2% (39) reclaiming degraded landscapes with beneficial plants, co healthy soils, and habitat for birds and wildlife. a U N 0 7% (161) e- t q 41#"' 14 4 0% 10% 20% 30% 40% 50% 60% 70% <' , 4 #' 1 Q: PLEASE RATE YOUR SATISFACTION WITH - -e` PUT ENVIRONMENT FIRST 29 I AK .//' A OJ TOP CHOICES FOR PROJECT URGENCY AND group participants. Overall, the question OVERALL IMPORTANCE: IMPORTANCE responses show that all projects are valued . by the community. When combining the 1. GROW OUR URBAN Survey respondents were asked to rate selections for medium urgency and very FOREST - 97% both the urgency and importance of urgent, the 10 transformative projects were the ten transformative projects. These 2. PUT ENVIRONMENT selected by between 56% and 94% of questions were designed to gain insight FIRST - 95% respondents as being urgent. The combined into community priorities for each project, selections for project importance show that highlighting which projects should happen 3. REIMAGINE the 10 transformative projects were selected NEIGHBORHOOD right away and which projects should be by between 70% and 95% of respondents as o PARKS - 89/0 prioritized because they are the most important. impactful and provide value. 4. CONNECT MOUNTAINS When comparing urgency versus TO THE LAKE - 88% importance, two projects stood out significantly as being both the most urgent TOP CHOICES FOR and most important. Put environment first was ranked the highest by survey OVERALL URGENCY: respondents in both categories, with 73% 1. GROW OUR URBAN ranking it as very important 72% ranking it FOREST - 95% as very urgent. The next highest-ranking project was grow our urban forest, with 71% 2. PUT ENVIRONMENT ranking it as very important and 68% ranking FIRST - 94% it as very urgent. This again reinforces the community's desire for using sustainable 3. REIMAGINE principles in managing Public Lands and NEIGHBORHOOD improving the local environment with natural PARKS - 87% amenities. 4. MEET ME AT THE These projects also were viewed as RIVER - 83% significant and held high support with focus 30 / URGENCY IMPORTAN P1:::1 / / A 90% 70% Eiry I • 39% 41% 50% 42% 49% 48% 46% 44% 45% 41% 39% 43% 49% 40% 30% 23% 54% 41% 51% 25% 10% 15% 19% JUST 5 MINUTES CONNECT REIMAGINE COMING SOON MEET ME AT THE FROM HERE MOUNTAINS TO NEIGHBORHOOD TO A PARK NEAR RIVER THE LAKE PARKS YOU 90% 70% 27% 26% 22% 22% 71% 72% 73% 68% 50% 42% 42% 0 41% 40% 44 /0 40% 30% 45% 39% 35% 40% 25% 19% 10% TELL OUR DOWNTOWN GROW OUR WELCOME TO THE PUT STORIES COMES ALIVE URBAN FOREST GREEN ENVIRONMENT OUTSIDE FIRST VERY MEDIUM VERY MEDIUM URGENT URGENCY IMPORTANT IMPORTANCE /N EI R H N S NEIGHBORHOOD FINDINGS to 73% and 71 % respectively in the overall survey. Equity is one of the Master Plan value lenses that drives prioritization and decision The next highest rankings for project making. This has raised the importance of urgency and importance corresponded reaching underrepresented communities geographically with the location of the during the engagement process. To neighborhoods, with the Northwest and understand more about how individual West communities selecting "reimagine communities can be best served by Public neighborhood parks," "meet me at the Lands, survey responses were sorted by river," and "connect mountains to the neighborhood to target responses from lake" and the Central community selecting areas that have higher concentrations of "downtown comes alive outside," "reimagine underrepresented populations including neighborhood parks" and "connect minority populations, older and younger mountains to the lake." This shows a support populations, and lower income populations. for investments that will directly enhance Survey responses from the Northwest, West natural amenities close to home, such as the Salt Lake and the northern and western Jordan River Parkway and Downtown parks portions of the Central Community are while also increasing park, open space and displayed below. trail connectivity city-wide. 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 32 .. � H Northwest Community West Community Central Community Urgent Urgent Urgent 1. PUT ENVIRONMENT 1. PUT ENVIRONMENT 1. PUT ENVIRONMENT FIRST - 73% FIRST - 69% FIRST - 79% 2. GROW OUR URBAN 2. GROW OUR URBAN 2. GROW OUR URBAN FOREST - 69% FOREST - 68% FOREST - 71% 3. REIMAGINE 3. MEET ME AT THE 3. DOWNTOWN COMES NEIGHBORHOOD RIVER - 61% ALIVE OUTSIDE - 45% PARKS - 50% 4. REIMAGINE 4. REIMAGINE 4. MEET ME AT THE NEIGHBORHOOD NEIGHBORHOOD RIVER - 48% PARKS - 43% PARKS - 40% Important Important Important 1. PUT ENVIRONMENT 1. GROW OUR URBAN 1. GROW OUR URBAN FIRST - 76% FOREST - 78% FOREST - 81% 2. GROW OUR URBAN 2. PUT ENVIRONMENT 2. PUT ENVIRONMENT FOREST - 74% FIRST - 74% FIRST - 78% 3. MEET ME AT THE 3. MEET ME AT THE 3. DOWNTOWN COMES RIVER - 61% RIVER - 64% ALIVE OUTSIDE - 51% 4. REIMAGINE 4. CONNECT MOUNTAINS 4. CONNECT MOUNTAINS NEIGHBORHOOD TO THE LAKE - 50% TO THE LAKE - 50% PARKS - 59% 33 U RV CO M M tN COMMUNITY IDEAS AND INPUT within the comments included critique for the project public engagement process, The two survey questions prompting write- details for the Transformational Projects, in comments received a total of 1,838 priorities to emphasize or desire for responses. more clarity about funding/timelines. The The first question "What changes would remainder of comments covered a wide you suggest, if any, to the Vision or Goals?" variety of topics, the most common ones received roughly 120 responses that listed here in order of occurrences: expressed positive support for the vision • Park feature requests (such as dog parks/ and goals statements. 238 comments off-leash, restrooms, water recreation suggested changes to the vision and features, signage, concessions, ADA accessibility and more); goal statement language. 107 comments • Trails; suggested additions to the vision or goal • Golf courses; statements. The remainder of comments • Management/maintenance/safety; were an assortment of specific strategies • Environmental interests (water suggested to support the goals, the most conservation, air quality, energy common ones listed here in order of conservation, native plants/invasive occurrences: species, climate change resilience, light pollution, wildlife habitat, pesticides and • Environmental/natural resources/habitat; more); • Golf courses; • Trees; • Park feature requests; • Unhoused populations; • Trails; and • Desire for additional parks and open space conservation; • Unhoused populations management. • Connecting to green spaces through The second open ended question was trails and public transportation; more general, asking if there is anything • Education and programs; and else to consider or include in the Master • Urban farming, gardens, and edible Plan. Roughly 100 comments expressed forests. appreciation for the plan or had no additional considerations. Some themes 34 .,.r. MMENT ... . 1 . . "SAFETY FOR "I THINK THE "MORE EMPHASIS MARGINALIZED AND OVER 1 VISION STATEMENT ON MAKING POLICED COMMUNITIES. SHOULD INCLUDE FOR BLACK AND BROWN EXPLICIT LANGUAGE AREAS BIKE AND PEOPLE PUBLIC SPACES BUS FRIENDLY ARE NOT ALWAYS SAFE ON CLIMATE i AND REDUCING (RIP TRAYVON MARTIN, CHANGE." THE NEED TO TAMIR RICE, DARREN HUNT AND MANY MORE). DRIVE TO PARKS." PART OF ACCESS FOR ' THESE COMMUNITIES IS 1 "I'M CONCERNED - ASSURANCE THAT THEY ABOUT ALLOWING WONT GET SHOT OR i PEOPLE AND OFF ARRESTED JUST FOR LEASH DOGS ON GOLF "SINCE MORE EXISTING IN PUBLIC I COURSES. THERE ARE PEOPLE ARE USING SPACES WHILE BEING I PLENTY OF STRAY THE OUTDOORS, A PERSON OF COLOR. BALLS- INJURING EDUCATION ON SOME SORT OF POLICE 1 THOSE THAT HAPPEN HOW TO TREAT AND AND EMERGENCY SERVICE TO BE WALKING NEAR i OUTREACH TO ENSURE BY WOULD NOT BE 4 TAKE CARE OF IT IS THIS MESSAGE IS HEARD UNUSUAL IF YOU OPEN ESSENTIAL." WOULD BE APPROPRIATE." THESE SPACES UP." URV / COMMENT /// A "PLEASE CONSIDER "EMPHASIZING THE "CONSIDER THE PLANTS AS REMOVAL OF INVASIVE SENIOR AND MORE THAN JUST SPECIES (ESPECIALLY TREES) FROM ALL DISABLED BEAUTIFYING PUBLIC LANDS TO PEOPLE WHEN LANDSCAPE FOR FURTHER SPREAD YOU REIMAGINE PEOPLE. NATURE INTO NATURAL OR PARKS." ISN'T JUST A WILDERNESS AREAS." SETTING FOR HUMAN ACTIVITY." "CONSIDER THE "INCREASED _ WATER NEEDS OF I EDUCATIONAL TRIPS CURRENT AND INTO THE FOOTHILLS -DIRE FUTURE VEGETATION; , L Y SCHOOL AGE"REQMAKE PLANS THAT HILDREN." THAT ALL NEW REDUCE WATER USE I APARTMENT WITH NATIVE AND BUILDING ADAPTIVE SPECIES COMPLEXES HAVE WHILE ADDING GREEN SPACES AS TREES AND OTHER PART OF THEIR PLANTS." DESIGN." 36 .,.r. MMENT '"FOOD FOREST! "MORE DOG "YOU NEED FOOD PRESERVE THE PARKSImit" AT THE PARKS. A LAST REMAINING FEW RESTAURANT ORCHARDS AND SPACES AT EACH INCREASE FREE OF THE BIG PARKS FOOD ABUNDANCE "ESPERO QUE WOULD CHANGE IN OUR URBAN SE PRESTE MAS HOW PEOPLE AREAS." ATENCION A USE THE PARK. - LOS ASPECTOS INCORPORATE MEDIOAMBIENTALES." FAMILIES AND "BATHROOMS AT i EATING AND I'LL TRAILS AND PARKS." BE THERE EVERY i WEEKEND." "RECOGNIZING RECREATIONAL "HONORING PRACTICES OF ALL NATIVE/ CULTURES." INDIGENOUS PEOPLE AND LAND." HOW INPUT WILL BE USED The survey feedback relayed that the Master Plan framework, vision , goals and transformative projects are on the right track, . • - ci.„....6.6 .. direct Public Lands investments , .;. . Alik 4.40 and strategies over the next 10- 20years and have support from k $} f pp t L}- . - T,4; f the community. ••y. { ' !IMAGINE . . Survey lEimmu input will inform the kti ���'����� .+ ��r �$��E refining of Master Plan projects, REJAERHrby strategies and actions and help �G1NE 4 ti���k r = f;: .. g ��11wb.G1 ,,76"17 +, RElMAIIH E �,�A ;. to prioritize plan goals and the ` rl+' .y. . r',r.+.N,�.. ten transformative projects. �FIM REINDINE �4fili ��� 'll4.7.j,:_.p;" Pt+MAPINE 0. RE KeFrre-4 . . li,t60 a li Mk • (.E. COMMUNITY INPUT ON MASTER PLAN ELEMENTS Plan Creation VISION PLAN Community Input Refines VALUE LENS and Verifies Plan STEWARDSHIP I LIVABILITY Elements EQUITY GOALS CONNECT WELCOME PROTECT GROW SUSTAIN STRATEGIES 10 BIG IDEAS Supporting Policies, Practices and Priority Actions 39 N f STEP PROJECT TIMELINE • Master Plan review by Parks, 0 WINTER 2020/2021 PHASE I: W DISCOVER: Natural Lands, Urban Forestry W FOUNDATION OF UNDERSTANDING SLC PUBLIC LANDS J and Trails Board . a August26, 2020 XSix-Week Community Engagement • Master Plan review by City 0 Window#1 Opens U Council . WINTER-SPRING 2021 PHASE II: REIMAGINE: VISIONING • Explore prioritization methods TRANSFORMATION using community feedback March17 -May72021: O Community Engagement and value lenses of equity, Window#2 livability and stewardship. , in SUMMER-FALL 2021 PHASE III: a TRANSFORM: DRAFT AND FINAL • City review and adoption W �u MASTER PLAN zn process. Final Community Engagement Window#3 40 APPENDICES A. 2021 Reimagine Nature Community _ , i. ,. , ; -...```...' • ..i.i-'-.7' , .,-. ,.. ,: 1 i;„' 4. fl,-, ..-; - .. . 4'.,,, ...-p•',1.:.'r,:',1,,ti.":,.: Thi ' -4.,cit .:..,.,,Survey Instrument 4-1 ....,,: B. Advertisement Methods . .- citri • 1... 4, -, - k ! -•'. r: "Ir NI ;;•.,-; ' •• <: ' 11.-', :"I. •••• % ; - , 111fAlli 1.Lr V . -7. '. k'S4.'i t,s • 4 ' C. University of Utah Student Report ,... ....„ . A,i,i„-•: ...,,i1 1%,,-,fit; , i• 4.,. ., 5.••• .1, .- $„,...i.•f le "•*4"4:,. '• '"'" 1 .':, •--.1.4.-c 4.,. - ..••••• ,.. ....it. . ...,,, • - '-'• ' - ' • '.",,,it: • ', • It. '' . -.;•,;:!' ',.,- •.; ,• , 4i, .f . 4 ' •t, '. •. ,'' 4. A ,. lig. - .•`" .. .- ,,. 1 e g . ...----• ._,' .•z t••• •f I pi Appendices available upon request by emailing Nancy Monteith: ,:-.-...t..,' ,:. ,04:..- *,, 1. ..'• /44 nancy.monteith@slcgov.com .4• r' - .: 1•: '.• •, 1••••••`.'. .n.'7.1fi.-iiiia,Y. • —t Nk7 A , it, .,-- tii1103%... .;1, - ti# •.' `-'. % EL. . di 0.1.0,7•., , $' T- -- .. ;-- — - i . . A - wig.1 -fir 05: i , .... , .0*iii • • •-,_ ,1,, " \lif I ' 4•1:' .,,...- . I i ',--• .1...- P ••'''• .:'P../0 -":3'; Ef' ' ?.4".‘, ' - • ; - •--'„,•;:`,':"'f'w •••ir -' • , .,..--,*. ,. 1 •,•":'";',"11'. " _.1.4"•.i, ,ie a° .: _,,,-, .:•. -•:-•'. •711111ki, • . _..-•: •-...; •-t----.' ".! .•.: - ..:-• • ..,.'341113pAeSs_..F., ..:.•: .,,,, .., ...%. . ' 4:,. .•_- Az . . . . .. ._ . -• ,„„:„..,., ...;.„,,,,,,, ,.,, _,, , ... ....i.....-. ..,..,,,,..,„;.•,........,.:,......„,.„..„. _, .,. ..--_,_:-.. .-..,.--..,...,,....•••::•.:4„.. , ,..-zgr-„•-__.. . .- Jit_.,.,.7:k‘-,..•--.A.45„..::::,':',..-..„..4:•;:._,„,.'i.4,4-x--:-. ::•:x-----. -4..... '-_--- ., it,.-eorr.... . --- '' .','4-1-_-;*t-:". ,),,ec-44... : .-,.*:>-.'•IN .. - •‘,1%.-ir,` ..'.. .-:";.--.?ri".* AA.,. 4 •,... ., : • • . .„ 41- '-,'-:i 4-; ----. --... .- ts4,3,• 0 4 ... ...-... - ,----:, ft.-:.‘-,-- ''':.:-'*:"Iitt:*-! /. ,•,-.-i ,.-. , ':,..:',:..-‘.,-.:' ....Plt----. ..74...":. .f:11:-:': PL.1.4%4-,'• 4?'N'I••• Item J 1 .•• , ••. MOTION SHEET rI ♦ '- ' CITY COUNCIL of SALT LAKE CITY _ _> n_ na Via® I�. �I131 RA- I `- 1 yam' P�j RR TO: City Council Members FROM: Allison Rowland Budget and Policy Analyst DATE: May 3,2022 RE: ORDINANCE:AMENDMENT TO RENAME THE HOUSING AND NEIGHBORHOOD DEVELOPMENT DIVISION(HAND)AS THE HOUSING STABILITY DIVISION MOTION i—ADOPT ORDINANCE AMENDMENT I move that the Council adopt an ordinance amendment to rename the Housing and Neighborhood Development Division(HAND) as the Housing Stability Division. Staff note(not to read aloud): Council Members may wish to review the attached page for reference.It summarizes staffs Policy Questions from the initial discussion of this item on March 1,as well as information from the Department of Community and Neighborhoods. MOTION 2 —NOT ADOPT ORDINANCE AMENDMENT I move that the Council not adopt the ordinance amendment, and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 Attachment: Staff Policy Questions and Summary of Information from Department A. Salt Lake City Code Section 4,Chapter 2.8o defines the Housing Trust Fund Advisory Board(HTFAB),and outlines it powers and duties.With the proposed amendment,these would remain the same as they have been since 2013,with only the title of the Division changing.Considering that the Council has enacted significant changes in the roles and responsibilities of the HTFAB since 2o17,when it began the process of shifting responsibility for housing development to the Redevelopment Agency(RDA), Would the Council like to schedule an opportunity for the Administration to provide an update on its plans for the future of the HTFAB? Staff Summary of Administration Response,from the Second Legislative Intents Update(Council Work Session on April 12,2022): Transfer Housing Trust Fund Development Loans and Payments to RDA (Legislative Intent,Fiscal Year 2021).The Division continues to administer these loans and assist the HTF Advisory Board.In 2022,the Finance Department will prepare a budget amendment to transfer the balance sheet of the loans,and coordinate with RDA for a corresponding budget amendment to accept the balance sheet.Once the loans are transferred, the Attorney's Office will prepare and review with the Council the needed code modifications related to restructuring the HTF Advisory Board. B. Salt Lake City Code Section 4,Chapter 2.8o also describes a process of annual reporting on the Division's work. Would the Council like to request that the Administration begin to institutionalize this process for future years? If the Council is interested in this,staff could discuss the reporting ordinance. C. Salt Lake City Code Section 5,Chapter 18.99,indicates that a non-profit corporation appointed by the Division should administer a Housing Relocation Assistance Program for the City.Given that this program is not known to have operated during previous Administrations, Would the Council like to request the consultants who are currently working on the City's Thriving in Place(gentrification and displacement)study also recommend whether and how this section of code could be modified? Staff Summary of Administration Response,in Council Work Session on April 12, 2022:The Department is currently working on this issue,in conjunction with the Attorney's Office and the consultants for the Thriving in Place study.The Department indicated that some of the problematic items from the existing ordinance will need to be based on policy questions that the Council will have an opportunity to consider. CITY COUNCIL TRANSMITTAL Date Received: 01/28/2022 Lisa Shaffer, Chief Administrative Office Date sent to Council: 01/28/2022 TO: Salt Lake City Council DATE: January 27, 2022 Dan Dugan, Chair FROM: Blake Thomas, Director, Department of Community and Neighborhoods (CAN) SUBJECT: Resolution adopting the amendment to rename the Housing and Neighborhood Development Division(HAND) as the Housing Stability Division. The Directors of Community and Neighborhoods (CAN) Department and Housing and Neighborhood Development Division (HAND) have decided to rename the Housing Stability Division to better reflect the mission of the division. The proposal to change the name of the division was included in the Fiscal Year 2021-22 budget. STAFF CONTACT: Tony Milner, Director, Housing Stability Division 801-535-6168, tony.milner@slcgov.com Heather Royall, Deputy Director, Housing Stability Division 385-977-0935, heather.royall@slcgov.com DOCUMENT TYPE: Resolution RECOMMENDATION: Approve the included resolution to rename the Housing and Neighborhood Development(HAND) Division to the Housing Stability Division. BUDGET IMPACT: No impact to City General Fund. BACKGROUND/DISCUSSION: On May 18, 2021, Blake Thomas, Director of Community and Neighborhoods informed Council of the Administration's direction to rename the Housing and Neighborhood Development (HAND) Division to the Housing Stability Division—CAN Budget Briefing, Future Vision: Nimble and Adaptive, Division of Housing Stability; Rebrand HAND to focus on community stabilization, assisting residents at risk of involuntary displacement,providing support services for individuals experiencing homelessness,preservation of naturally occurring affordable housing, and administration of federal programs. Following the Council briefing there was no discussion or questions regarding this rename. PUBLIC PROCESS: The public process was sustained in the Council's public process for the FY 2021-22 budget review and approval. EXHIBIT: A. Resolution Amendment to rename the Housing and Neighborhood Development Division as the Housing Stability Division EXHIBIT A SALT LAKE CITY ORDINANCE No. of 2021 (Amendment to rename the Housing and Neighborhood Development Division as the Housing Stability Division) An ordinance amending Title 2 of the Salt Lake City Code pertaining the name of the Housing and Neighborhood Development division. WHEREAS, the Directors of Community and Neighborhoods and Housing and Neighborhood Development have decided to rename the division as Housing Stability to better reflect the mission of the division; and WHEREAS, the proposal to change the name of the division was included in the Fiscal Year 2021-22 budget; and WHEREAS, the City Council now desires to amend this the City Code; and WHEREAS, the City Council finds that this ordinance is in the best interest of the public. NOW, THEREFORE,be it ordained by the City Council of Salt Lake City,Utah: SECTION 1. Amending the Text of Salt Lake City Code Title 2. That the index of Title 2 of the Salt Lake City Code(Administration and Personnel) shall be and hereby is amended as follows: Title 2: Housing Stability 2.61 SECTION 2. Amending the Text of Salt Lake City Code Section 2.33.090. That Section 2.33.090 of the Salt Lake City Code(Community Development and Capital Improvement Programs and Advisory Board, Responsibilities) shall be and hereby is amended as follows: 2.33.080: RESPONSIBILITIES: The board shall have the following responsibilities: A. To serve solely in an advisory role on decisions relating to the city's community development grants and capital improvement programs; B. To coordinate with the housing stability division of the city on review and evaluation of current strategic plans, goals and policies of the community development and capital improvement programs; C. To review all eligible annual project proposals submitted by various individuals,neighborhood groups, community organizations and city departments,and make recommendations to the mayor on such request for funds; D. To discuss program and project monitoring information prepared by the city to ensure that the projects are implemented as planned; E. To assure that the community development grants and capital improvement program goals are consistent with the strategic plans and goals of the city; F. To evaluate the overall effectiveness of the community development and capital improvement program activities; G. To be responsible for establishing and maintaining communications with the Salt Lake City community councils. SECTION 3. Amending the Text of Salt Lake City Code Chapter 2.61. That Chapter 2.61 of the Salt Lake City Code(Housing and Neighborhood Development) shall be and hereby is amended as follows: Chapter 2.61 HOUSING STABILITY 2.61.010: PURPOSE: The division of housing stability works to preserve the existing housing stock in Salt Lake City neighborhoods and to also provide decent and safe affordable housing for owners of existing houses and for first time homebuyers who fall within the low and moderate income guidelines established by the United States department of housing and urban development. 2.61.020: ADOPTION OF POLICIES AND PROCEDURES: The director of the division of housing stability may adopt policies and procedures, approved by the mayor,that advance the purposes and proper functioning of the division. Such policies and procedures shall not be in conflict with this chapter or other law. 2.61.030: FEES: The director of the division of housing stability,with approval of the mayor, shall propose to the city council fees that correspond to services the division performs for members of the public. The proposed fees shall not exceed the costs the city incurs in performing the corresponding services. The city council may consider including such fees on the Salt Lake City consolidated fee schedule. SECTION 4. Amending the Text of Salt Lake City Code Chapter 2.80. That Chapter 2.80 of the Salt Lake City Code(Housing Trust Fund Advisory Board) shall be and hereby is amended as follows: 2 2.80.030: DEFINITIONS HOUSING STABILITY: The division of housing stability,or its successor. 2.80.080: POWERS AND DUTIES H. The board and housing stability shall review and monitor the activities of recipients of grants and loans issued under this chapter on an annual basis, or more often as may be deemed necessary,to ensure compliance with the terms and conditions imposed on the recipient by the mayor and the council under this chapter and under any and all instruments and documents entered into between the city and the recipient pursuant to this chapter. 1. Entities receiving grants or loans shall provide to the board and housing stability an annual accounting of how the monies or assets received from the fund have been used. 2. An annual report shall be prepared by the board and housing stability which shall contain information concerning the implementation of this chapter. The report shall include,but is not limited to, information regarding the location and numbers of units developed or preserved,the numbers and incomes of households served, and detailing the income to and assets in the fund, and the expenditures and uses of fund monies and assets. 3. The annual report shall include the board's and housing stability's assessment of housing needs in the city,barriers to affordable and special needs housing development and reservation, and barriers to the implementation of this chapter. 4. The annual report shall be submitted to the mayor and the council for review by March 31 of each calendar year. 5. Appropriations by the council to the fund shall be considered as part of the budget process. I. Serve as a coordination body and resource for organizations interested in affordable and special needs housing issues affecting the city including,but not limited to,the housing authority of Salt Lake City,the Salt Lake City redevelopment agency,the housing stability division, and other city departments as appropriate, as well as nonprofit and for profit housing developers. SECTION 5. Amending the Text of Salt Lake City Code Chapter 18.99. That Chapter 18.99 of the Salt Lake City Code(Housing Relocation Assistance Program) shall be and hereby is amended as follows: 18.99.020: DEFINITIONS: AGENCY: A nonprofit corporation appointed by the housing stability division of the city to administer the program. 18.99.030: NONCITY AGENCY RESPONSIBLE FOR PROGRAM: A. The housing stability division of the city shall annually designate the agency to administer the program and shall review annually all relocation assistance amounts provided pursuant to the program. SECTION 6. Effective Date. This ordinance shall become effective on the date of its passage. 3 Passed by the City Council of Salt Lake City, Utah, this day of , 2021. CHAIRPERSON ATTEST AND COUNTERSIGN: CITY RECORDER Transmitted to Mayor on Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER Approved As To Form Salt Lake City Attorney's Office (SEAL) By: Kimberly K. Chytraus Bill No. of 2021. Date: January 21,2021 Published: 4 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor lv..g` :Lir.y4, C,„( t CITY COUNCIL TRANSMITTAL Lisa Shaffer Date Received: April 22,2022 Lisa Shaffer, Chief Administrative Officer Date Sent to Council: April 22,2022 TO: Salt Lake City Council DATE: April 22,2022 Dan Dugan, Chair FROM: Lisa Shaffer LS SUBJECT: Appointment Recommendation: Jorge Chamorro as Public Services Department Director. STAFF CONTACTS: Lisa Shaffer,lisa.shaffer@slcgov.com April Patterson, april.patterson@slcgov.com DOCUMENT TYPE: Appointment RECOMMENDATION: Following advice and consent, appoint; Jorge Chamorro,Director—Public Services BUDGET IMPACT: None BACKGROUND/DISCUSSION: Brief Biography: Jorge is currently Deputy Director in Public Services serving as the Interim Director following Lorna Vogt's retirement. It is with great enthusiasm that we are forwarding Jorge's resume for your consent to install him as the Director of Public Services. Jorge has demonstrated his ability to navigate a budget,handle tough community issues,work across departmental lines, and support employees. He has the intelligence, integrity, strength, and compassion required of this important position. Signature: Lis (Apr 21,2022 16:04 MDT) Email: lisa.shaffer@slcgov.com P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 Item K1 A MOTION SHEET `. \\'',: �r-- CITY COUNCIL of SALT LAKE CITY Cr ORM>[<n it ,'1= ,'''''I,''-1 TO: City Council Members FROM: Ben Luedtke Budget&Policy Analyst DATE: May 3,2022 RE: MOTION SHEET-Resolution adopting Salt Lake City and Library Fund tentative budgets for FY 2022-23. MOTION i—ADOPT I move that the Council approve a resolution adopting the tentative budget for Salt Lake City,Utah,including the tentative budget of the Library Fund,for Fiscal Year 2022-23. MOTION 2 —NOT ADOPT I move that the Council not adopt the proposed resolution and proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 RESOLUTION NO. 2022 Adopting the tentative budgets of Salt Lake City, including the tentative budget of the Library Fund, for fiscal year 2022-2023 WHEREAS, the Budget Officer of Salt Lake City Corporation(the "City") has filed tentative budgets, including the tentative budget for the Library Fund, accompanied by a budget message pursuant to Section 10-6-111 of the Utah Code; and WHEREAS, the City Council is required to review, consider and adopt the tentative budgets in a regular or special meeting called for that purpose; and WHEREAS, each tentative budget adopted by the City Council and all supporting schedules and data shall be a public record in the office of the City Recorder, available for public inspection for a period of at least ten days prior to the adoption of the final budgets; and WHEREAS, at the meeting in which the tentative budgets are adopted, the City Council shall establish the time and place of a public hearing to consider the adoption and shall order that notice thereof be published at least seven days prior to the hearing in at least three public places in the City, on the Utah Public Notice Website, and on the home page of the website of the City. NOW, THEREFORE,be it resolved by the City Council of Salt Lake City, Utah, as follows: 1. The tentative budgets for fiscal year 2022-2023, including the tentative budget for the Library Fund, filed by the City's Budget Officer with the City Council, are hereby adopted as the City's tentative budgets and are ordered to be filed and maintained as a public record, available for public inspection in the office of the City Recorder, whose permanent office is located at 451 South State Street, Room 415, Salt Lake City, UT 84111, until adoption of the final budgets. 2. This Resolution shall become effective upon adoption. Passed by the City Council of Salt Lake City, Utah, this day of 2022 SALT LAKE CITY COUNCIL By CHAIRPERSON ATTEST: Salt Lake City Attorney's Office Approved as to Form Date: CITY RECORDER By: Jaysen Oldroyd Item K2 MOTION SHEET CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY22Budget "pia II �7t t\\`-‘k °////•I���T•o•." TO: City Council Members FROM: Ben Luedtke,Allison Rowland,and Sylvia Richards Budget Analysts DATE: May 3, 2022 RE: Budget Amendment Number Six FY2022 MOTION 1-PARTIALLY ADOPT I move that the Council adopt an ordinance amending the Fiscal Year 2021-22 final budget of Salt Lake City including the employment staffing document only for items as shown on the motion sheet. Staff note: Council Members do not need to read the individual items being approved below; they are listed for reference. Items Adopted - Items E-4 and I-2 to be used only for planning,design,and community engagement for the five Foothill Trailheads o E-4: State of Utah,Governor's Office of Economic Opportunity,Bonneville Shoreline Trail Grant($1.3 million) o I-2: Rescope$1.3 Million of Parks Impact Fees as Match to State Grant for Five New Foothills Trailheads(Budget Neutral) - And approve the Department's additional requests as follows: a. Add a"no construction clause"to the planning,design,and community engagement for the five Foothill Trailheads until the FY22 conditional appropriation requirements are met. b. Approve the request to continue the pause on trail construction until Spring 2023. c. Approve maintenance work to rehabilitate the trench above Terrace Hills. d. Approve maintenance of the constructed trail network starting in Spring 2022. MOTION 2—NOT ADOPT I move that the Council proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 ERIN MENDENHALL MARY BETH THOMPSON Mayor Chief Financial Officer r% 71. DEPAPIMENT or FINANCE CITY COUNCIL TRANSMITTAL Date Received: Lisa Shaffer, Chief Administrative Officer Date sent to Council: TO: Salt Lake City Council DATE: January 14,2022 Dan Dugan, Chair FROM: Mary Beth Thompson, Chief Financial Officer frme`e`- SUBJECT: Budget Amendment#6 SPONSOR: NA STAFF CONTACT: John Vuyk, Budget Director(801) 535-6394 or Mary Beth Thompson(801) 535-6403 DOCUMENT TYPE: Budget Amendment Ordinance RECOMMENDATION: The Administration recommends that, subsequent to a public hearing, the City Council adopt the following amendments to the FY 2021-22 adopted budget. BUDGET IMPACT: REVENUE EXPENSE GENERAL FUND $ 0.00 $ 2,701,648.00 FLEET FUND 1,482,576.00 1,482,576.00 IMS FUND 259,338.00 259,338.00 MISCELLANEOUS GRANT FUND 6,840,147.00 7,227652.00 HOUSING FUND 1,100,000.00 1,132,495.00 DEBT SERVICE FUND 7,000,000.00 7,000,000.00 CIP FUND 3,658,298.75 3,658,298.75 TOTAL $ 20,340,359.75 $ 23,462,007.75 DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET,ROOM 238 PO BOX 145467,SALT LAKE CITY,UTAH 84114-5455 TEL 801-535-6394 BACKGROUND/DISCUSSION: Revenue for FY 2021-22 Budget Adjustments The following chart shows a current projection of General Fund Revenue for fiscal year 2022. FY21-22 Variance Annual Revised Favorable Revenue Budget Forecast (Unfavorable) Property Taxes 112,726,044 112,726,044 - Sales and Use Tax 89,556,472 93,436,473 3,880,001 Franchise Tax 12,102,129 11,700,054 (402,075) PILOT Taxes 1,562,041 1,562,041 - TOTAL TAXES 215,946,686 219,424,612 3,477,926 License and Permits 29,904,360 34,561,893 4,657,533 Intergovernmental 4,644,018 5,166,761 522,743 Interest Income 1,271,153 1,271,153 - Fines&Forfeiture 3,474,455 3,425,328 (49,127) Parking Meter Collection 2,693,555 2,693,555 - Charges and Services 3,934,570 4,252,996 318,426 Miscellaneous Revenue 3,372,272 3,329,733 (42,539) Interfund Reimbursement 22,032,892 21,523,465 (509,427) Transfers 21,079,600 21,079,601 1 TOTAL W/OUT SPECIAL TAX 308,353,561 316,729,097 8,375,536 Sales and Use Tax- 1/2 cent 35,600,001 38,000,000 2,399,999 Sales and Use Tax- County Option - - - TOTAL GENERAL FUND 343,953,562 354,729,097 10,775,535 Projections for fiscal year 2021 were better than expected, while projections for fiscal year 2022 continue to trend above budget. Sales tax for the first quarter was well above budget and the prior year. Franchise tax is lagging below budget from a decrease in water franchise ($250,000) and telephone ($150,000) franchise taxes. Other notable increases are licenses are above budget driven by increases in airport parking taxes and innkeepers tax. Permits remain very strong with increases in plan check fees and building permits.Field reservations, land leases and building leases are leading to an increase in Charges, Fees and Rentals. Notable decreases include a decrease in moving violations and justice court fines and fire reimbursement from the airport is also below budget. With the completion of the CAFR fund balance would be projected as follows for FY2021 and FY2022: 2021 Projection 2022 Projection =IIFOF GF Only TOTAL Mi7.67 j GF Only TOTAL Beginning Fund Balance 6,625,050 82,617,126 89,242,176 12,114,19 104,171,780 6,285,970 Budgeted Change in Fund Balance 2,924,682 (7,810,302) (4,885,620) (2,879,4 (15,335,334 (18,214,817) Prior Year Encumbrances (3,733,743) (6,165,453 (9,899,1961 (1,879,65 (10, (12,139,443) Estimated Beginning Fund Balance ,815,9'11r 68,641,3 4,457,360 355,05 ! 78,576,• ! 85,931,710 Beginning Fund Balance Percent 14.51% 23.1600 22.13% 18.22 24.71' 23.98% Year End CAFR Adjustments _ i i Revenue Changes - Expense Changes(Prepaids,Receivable,Etc.) - . ,• •, (5,6 ., a - ! (7, ,- ! (7,535,897) Fund Balance w/CAFR Changes _ 5,815,989 62,964,788 68,780,777 7,355,05 71,040,761 "8,395,813 Final Fund Balance Percent 14.51% 21.24% 20.44% 18.24 22.34' 21.88% Budget Amendment Use of Fund Balance 1,000,000) (15,858,313) (16,858,313 BA#1 Revenue Adjustment i - - - BA#1 Expense Adjustment 5,138,23' .,138,235 BA#2 Revenue Adjustment i 490,84 490,847 BA#2 Expense Adjustment i (986,29 (986,298) BA#3 Revenue Adjustment - - BA#3 Expense Adjustment III 01 (1,000,00 2,000,000) BA#4 Revenue Adjustment 1,508,04 ! 1,508,044 BA#4 Expense Adjustment (4,242,77 ! (4,242,779) BA#5 Revenue Adjustment 400,001 ! 400,000 BA#5 Expense Adjustment (400,001 (400,000) BA#6 Revenue Adjustment BA#6 Expense Adjustment - (1,997,76 i,997,761) BA#7 Revenue Adjustment i - - - BA#7 Expense Adjustment - - - Change in Revenue 7,298,201 10,388,598 17,686,799 - Fund Balance Budgeted Increase - - - - - - FundBalance 12,114,19 57,495,079,609,263 6,355,0' 69,951,04: .,306,101 Adjusted Adjusted Fund Balance Percent 30.21 19.40% 20.69°/ 15.7' 22.00' 21.29% Projected Revenue 40,095,70 296,422,894 336,518,601 40,359,13 317,980,59 . :,339,736 With the use of fund balance from this budget amendment fund balance is projected to be at 21.29%. The Administration is requesting a budget amendment totaling $20,340,359.75 of revenue and expense of$23,462,007.75. The amendment proposes changes in seven funds, including the addition of 16 new FTEs. The amendment also includes the use of$2,701,648.00 from the General Fund fund balance. The proposal includes 35 initiatives for Council review. A summary spreadsheet document, outlining proposed budget changes is attached. The Administration requests this document be modified based on the decisions of the Council. The budget opening is separated in eight different categories: A. New Budget Items B. Grants for Existing Staff Resources C. Grants for New Staff Resources D. Housekeeping Items E. Grants Requiring No New Staff Resources F. Donations G. Council Consent Agenda Grant Awards I. Council Added Items PUBLIC PROCESS: Public Hearing 4. a � SALT LAKE CITY ORDINANCE No. of 2022 Sixth amendment to the Final Budget of Salt Lake City, including the employment staffing document, for Fiscal Year 2021-2022 In June of 2021, the Salt Lake City Council adopted the final budget of Salt Lake City, Utah, including the employment staffing document, effective for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-118 of the Utah Code. The City's Budget Director, acting as the City's Budget Officer,prepared and filed with the City Recorder proposed amendments to said duly adopted budget, including the amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, copies of which are attached hereto, for consideration by the City Council and inspection by the public. All conditions precedent to amend said budget, including the employment staffing document as provided above, have been accomplished. Be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Purpose. The purpose of this Ordinance is to amend the final budget of Salt Lake City, including the employment staffing document, as approved, ratified and finalized by Salt Lake City Ordinance No. 32 of 2021. SECTION 2. Adoption of Amendments. The budget amendments, including amendments to the employment staffing document necessary to effectuate the staffing changes specifically stated herein, attached hereto and made a part of this Ordinance shall be, and the same hereby are adopted and incorporated into the budget of Salt Lake City, Utah, including the amendments to the employment staffing document described above, for the fiscal year beginning July 1, 2021 and ending June 30, 2022, in accordance with the requirements of Section 10-6-128 of the Utah Code. SECTION 3. Filing of copies of the Budget Amendments. The said Budget Officer is authorized and directed to certify and file a copy of said budget amendments, including amendments to the employment staffing document, in the office of said Budget Officer and in the office of the City Recorder which amendments shall be available for public inspection. SECTION 4. Effective Date. This Ordinance shall take effect upon adoption. Passed by the City Council of Salt Lake City, Utah, this day of , 2022. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to the Mayor on Mayor's Action: Approved Vetoed MAYOR ATTEST: CITY RECORDER Salt Lake City Attorney's Office Approved As To Form (SEAL) Ah2ni/ QPJJ1A1J - Bill No. of 2022. Senior City Attorney Published: 2 Fiscal Year 2021-22 Budget Amendment#6 Administration Proposed Council Approved Revenue Expenditure Revenue Expenditure Ongoing or One- Initiative Number/Name Fund Amount Amount Amount Amount time FTEs Section A: New Items 1 Suazo Membership GF - 25,000.00 - - Ongoing - 2 Move Grants Manager from ARPA to GF GF - 66,000.00 - - Ongoing 1.00 Funding 2 Move Grants Manager from ARPA to GF Misc Grants - (8o,000.00) - - Ongoing (i.00) Funding 3 Healthcare Innovation-Biohive GF - 50,000.00 - - One-time - 4 Fix the Bricks Grant-Transfer Grant GF - - - - Ongoing - Funded PCN 5 Additional Sergeant for Special Victims GF - 81,671.00 - - Ongoing 1.00 Unit 5 Additional Sergeant for Special Victims GF - 54,300.00 - - One-time - Unit 5 Additional Sergeant for Special Victims Fleet 49,500.00 49,500.00 - - One-time - Unit 5 Additional Sergeant for Special Victims IMS 4,800.00 4,800.00 - - One-time - Unit 6 Police Access Control Upgrade and Support GF - 214,538.00 - - One-time - 6 Police Access Control Upgrade and Support IMS 214,538.00 214,538.00 - - One-time - 7 Fireworks Budget GF - 25,000.00 - - One-time - 8 Violent Crimes Cops Hiring Grant City GF - 364,030.00 - - Ongoing 10.00 Match 8 Violent Crimes Cops Hiring Grant City GF - 282,430.00 - - Ongoing - Match 8 Violent Crimes Cops Hiring Grant City GF - 535,000.00 - - One-time - Match 8 Violent Crimes Cops Hiring Grant City Fleet 495,000.00 495,000.00 - - One-time - Match 8 Violent Crimes Cops Hiring Grant City IMS 40,000.00 40,000.00 - - One-time - Match 9 Arts Council Staff GF - 175,0o0.00 - - Ongoing 3.00 10 Allen Part Plan CIP[Project Rescope] CIP - - One-time - ii Executive Assistant in Mayors Office GF - 39,792.0o Ongoing 1.00 12 Citywide Equity Study GF - 90,000.0o One-time - 13 Fuel Cost Increases GF - 498,887.0o Ongoing - 13 Fuel Cost Increases Fleet 938,a76.00 938,a76.00 Ongoing - 14 COVID PPE GF - 200,000.00 One-time - 1 Fiscal Year 2021-22 Budget Amendment#6 Administration Proposed Council Approved Revenue Expenditure Revenue Expenditure Ongoing or One- Initiative Number/Name Fund Amount Amount Amount Amount time FTEs Section B:Grants for Existing Staff Resources 1 ARPA HOME Admin and Planning Funds Misc Grants 176,660.00 176,660.00 - - One-time - Section C: Grants for New Staff Resource 1.11 _ IMMI Section D: Housekeeping i Interest Income on Bonding CIP 64,139.78 64,139.78 - - One-time - 1 Interest Income on Bonding CIP 80,976.97 80,976.97 - - One-time - 2 Housing Program Construction Costs Housing 1,100,000.00 1,100,000.00 - - One-time - 3 Reimburse Misc Grants for Unreimbursed Misc Grants 32,495.00 - - - One-time - HUD HOPWA Funds 3 Reimburse Misc Grants for Unreimbursed Housing - 32,495.0o - - One-time - HUD HOPWA Funds 4 Treasury ERAP 1 Reallocated Funds Misc Grants 3,000,000.00 3,000,000.00 - - One-time - 5 Treasury ERAP 2 Reallocated Funds Misc Grants 2,880,366.00 2,880,366.00 - - One-time 6 Annex Building Renovation-Moving Funds Misc Grants - 500,000.00 - - One-time - from Misc Grants to CIP 6 Annex Building Renovation-Moving Funds CIP 500,000.00 500,000.00 - - One-time - from Misc Grants to CIP 7 State Infrastructure Bank(SIB)Loan Debt Service 7,000,000.00 7,000,000.00 - - One-time - Administration Proposed Council Approved Revenue Expenditure Revenue Expenditure Ongoing or One- Initiative Number/Name Fund Amount Amount Amount Amount time FTEs Section E: Grants Requiring No New Staff Resources 1 UDOT Railroad Safety Grant CIP 86,750.00 86,750.00 - - One-time - 2 UDOT Railroad Safety Grant,Round 2 CIP 93,750.00 93,750.00 - - One-time 3 Utah Dept.of Transportation,600/70o N CIP 228,000.00 228,000.00 - - One-time - FREQUENT TRANSIT NETWORK IMP 3 Utah Dept.of Transportation,600/70o N CIP (152,000.00) (152,000.00) - - One-time - FREQUENT TRANSIT NETWORK IMP 3 Utah Dept.of Transportation,600/70o N CIP 152,000.00 152,000.00 - - One-time - FREQUENT TRANSIT NETWORK IMP 4 State of Utah,Governor's Office of CIP 1,300,000.00 1,300,000.00 - - One-time - Economic Opportunity,Bonneville Shoreline Trail 4 State of Utah,Governor's Office of CIP 1,304,682.o0 1,304,682.00 - - One-time - Economic Opportunity,Bonneville Shoreline Trail Section F: Donations 2 Fiscal Year 2021-22 Budget Amendment#6 Administration Proposed Council Approved Revenue Expenditure Revenue Expenditure Ongoing or One- Initiative Number/Name Fund Amount Amount Amount Amount time FTEs Section G: Council Consent Agenda--Grant Awards Consent Agenda#3 1 State of Utah,The Utah Highway Safety Misc Grants 13,0o0.0o 13,0o0.00 - - One-time - Office,Distracted Driving Prevention Program 2 State of Utah,The Utah Highway Safety Misc Grants 9,690.00 9,690.00 - - One-time - Office,Bicycle and Pedestrian Safety Program 3 US Department of Justice,Community Misc Grants 92,320.00 92,320.00 - - One-time - Oriented Policing Services(COPS),FY21 De- Escalation Training Solicitation 4 US Department of Justice,Community Misc Grants 59,360.00 59,360.00 - - One-time - Oriented Policing Services(COPS),FY21 Law Enforcement Mental Health and Wellness 5 US Department of Justice,2021 Bureau of Misc Grants 340,246.00 340,246.00 - - One-time - Justice Assistance Grant(JAG) 6 Utah Commission on Criminal and Juvenile Misc Grants io,000.00 i0,000.00 - - One-time - Justice(CCJJ),State Asset Forfeiture Grant(SAFG) Consent Agenda#4 1 Utah State Office of Education,Child and Misc Grants 46,000.00 46,000.00 - - One-time - Adult Care Food Program-Youth After School Programs 2 Marathon Petroleum Thriving Misc Grants ioo,000.00 i00,o00.00 - - One-time - Communities Grant Program,Marathon Petroleum Foundation 3 Mental Health First Responders,Utah Misc Grants 8o,0io.0o 8o,oi0.00 - - One-time - Department of Human Services Added Ite Total of Budget Amendment Items 20,340,359.75 23,462,oa7.75 - - 15.00 I I I Fiscal Year 2021-22 Budget Amendment#6 Administration Proposed Council Approved Revenue Expenditure Revenue Expenditure Ongoing or One- Initiative Number/Name Fund Amount Amount Amount Amount time FTEs Total by Fund Class,Budget Amendment#6 General Fund GF - 2,701,648.00 - - 16.00 Fleet Fund Fleet 1,482,576.00 1,482,576.00 - - - IMS Fund IMS 259,338.00 259,338.00 - - - Miscellaneous Grants Fund Misc Grants 6,840,147.00 7,227,652.00 - - (i.00) Housing Fund Housing 1,100,000.00 1,132,495.00 - - - Debt Service Fund Debt Service 7,000,000.00 7,000,000.00 - - - CIP Fund CIP 3,658,298.75 3,658,298.75 - - - Total of Budget Amendment Items 20,340,359.75 23,462,007.78 - - 15.00 4 Fiscal Year 2021-22 Budget Amendment#6 Current Year Budget Summary,provided for information only FY2021-22 Bud•et Includin• Bud,et Amendments FY 2021-22 AA Total Through Adopted Budget BA#1 Total BA#2 Total BA#3 Total BA#4 Total BA#5 Total BA#5 A General Fund(FC to) 367,582,070 (5,138,235.00) 986,298.00 2,000,000.00 4,242,779.00 400,000.00 Curb and Gutter(FC 20) 3,000 3,000.00 DEA Task Force Fund(FC 41) 2,033,573 2,033,573.00 Misc Special Service Districts(FC 46) 1,550,000 1,550,000.00 Street Lighting Enterprise(FC 48) 5,699,663 7,098.00 5,706,761.00 Water Fund(FC 51) 127,365,555 460,716.00 18,118.0o 127,844,389.00 Sewer Fund(FC 52) 268,213,796 221,826.00 7,941.00 268,443,563.00 Storm Water Fund(FC 53) 19,201,013 19,705.00 2,278.00 19,222,996.00 Airport Fund(FC 54,55,56) 706,792,500 1,350,949.00 39,790.00 708,183,239.00 Refuse Fund(FC 57) 24,713,505 36,538.00 4,109.00 24,754,152.00 Golf Fund(FC 59) 9,697,417 19,649.00 88,749.00 1,802,257.00 11,608,072.00 E-911 Fund(FC 6o) 4,056,856 4,056,856.00 Fleet Fund(FC 61) 28,090,576 18,999•00 112,646.00 423,258.00 28,645,479•00 IMS Fund(FC 65) 24,302,487 219,193.00 135,492.00 24,657,172.00 County Quarter Cent Sales Tax for 5,307,142 5,307,142.00 Transportation(FC 69) CDBG Operating Fund(FC 71) 5,341,332 5,341,332.00 Miscellaneous Grants(FC 72) 18,684,617 10,427,551.76 1,522,743.00 11,151,215.48 3,447,000.00 45,233,127.24 Other Special Revenue(FC 73) 273,797 273,797•00 Donation Fund(FC 77) 2,752,565 2,752,565.00 Housing Loans&Trust(FC 78) 16,121,000 16,121,000.00 Debt Service Fund(FC 81) 31,850,423 26,165,000.00 58,015,423.00 CIP Fund(FC 83,84&86) 29,503,216 (150,753•00) 23,400,000.00 52,752,463.00 Governmental Immunity(FC 85) 2,933,913 24,843.00 2,958,756.00 Risk Fund(FC 87) 52,939,489 19,705.00 212,897.00 53,172,091.00 Total of Budget Amendment Items 1,755,009,5°5 7,688,537.76 2,559,683.00 2,000,000.00 67,605,134.48 3,847,000.00 1,838,709,860.24 5 Fiscal Year 2021-22 Budget Amendment#6 ^^Total Through ^^Total Through BA#5^^ BA#6Total BA#6^^ General Fund(FC to) 370,072,912.00 2,701,648.00 372,774,500.00 Curb and Gutter(FC 20 3,000.o0 3,000.00 DEA Task Force Fund(FC 41) 2,033,573.00 2,033,573.00 Misc Special Service Districts(FC 46) 1,550,000.00 1,550,000.00 Street Lighting Enterprise(FC 48) 5,706,761.00 5,706,761.00 Water Fund(FC 51) 127,844,389.00 127,844,389.00 Sewer Fund(FC 52) 268,443,563.00 268,443,563.00 Storm Water Fund(FC 53) 19,222,996.00 19,222,996.00 Airport Fund(FC 54,55,56) 708,183,239.00 708,183,239.00 Refuse Fund(FC 57) 24,754,152.00 24,754,152.00 Golf Fund(FC 59) 11,608,072.00 11,608,072.00 E-911 Fund(FC 6o) 4,056,856.00 4,056,856.00 Fleet Fund(FC 61) 28,645,479.00 1,482,576.00 30,128,055.00 IMS Fund(FC 65) 24,657,172.00 259,338.00 24,916,510.00 County Quarter Cent Sales Tax for 5,307,142.00 5,307,142.00 CDBG Operating Fund(FC 71) 5,341,332.00 5,341,332.00 Miscellaneous Grants(FC 72) 45,233,127.24 7,227,652.00 52,460,779.24 Other Special Revenue(FC 73) 273,797•00 273,797.00 Donation Fund(FC 77) 2,752,565.00 2,752,565.00 Housing Loans&Trust(FC 78) 16,121,000.00 1,132,495.00 17,253,495.00 Debt Service Fund(FC 81) 58,015,423.00 7,000,000.00 65,015,423.00 CIP Fund(FC 83,84&86) 52,752,463.00 3,658,298.75 56,410,761.75 Governmental Immunity(FC 85) 2,958,756.00 2,958,756.00 Risk Fund(FC 87) 53,172,091.00 53,172,091.00 Total of Budget Amendment Items 1,838,709,860.24 23,462,007.75 - - - - 1,862,171,867.99 BA#4 and BA#5 remain open with the City Council. Budget Manager Analyst,City Council Contingent Appropriation 6 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount ay 0 UU)I aa'.'i ra A-1: Suazo Membership GF $25,000.00 Department:Economic Development Prepared By:Jolynn Walz,Ben Kolendar For Questions Please Include:Jolynn Walz,Ben Kolendar,Randy Hillier This funding would continue to allow Salt Lake City to be represented on the Suazo Board.According to the organization's website,"The Suazo Business Center is a business Resource committed to the development and empowerment of the Latino/Hispanic and other underserved communities.We provide assistance to help existing and potential minority entrepreneurs succeed and build wealth."The Administration stated Economic Development would identify a staff person to serve on the Board. A-2: Move Grants Manager from ARPA to GF Funding GF $66,000.00 Misc Grants -$80,000.00 Department:Finance Prepared By:Mary Beth Thompson For Questions Please Include:Mary Beth Thompson,John Vuyk The position associated with this move will be managing all grants,including ARPA. Since ARPA funds need to be specifically dedicated,this position doesn't qualify for ARPA funding and will need to be moved to and funded by the General Fund. A-3: Healthcare Innovation-Biohive GF $50,000.00 Department:Economic Development Prepared By:Jolynn Walz,Ben Kolendar For Questions Please Include:Jolynn Walz,Ben Kolendar,Randy Hillier Salt Lake City has focused a substantial amount of economic recovery efforts on the healthcare innovation industry as a part of the Tech Lake City initiative.This industry has a strong presence in the City and has high growth potential.This industry is particularly strategic for the City as these jobs are anchored with research and development and have high potential for upward mobility.This funding will go towards a collaborative effort alongside industry partners to brand the industry,highlight opportunities within it for underserved communities,and elevate apprenticeships,internships,and upward career mobility. A-4: Fix the Bricks Grant—Transfer Grant Funded GF $0.00 PCN Department:Fire Prepared By:Clint Rasmussen For Questions Please Include:Clint Rasmussen,Randy Hillier Emergency Management recently integrated into the Fire Department. Its existing programs have improved,and new projects are in the works.Emergency Management has several federal grants that it manages including"Fix the Bricks". Part of this specific grant funds the salary/benefits of one FTE to help administer the program.It was determined that the 'Fix the Bricks'grant would be more appropriately administered in the Department of Community and Neighborhood's Housing Stability. This budget amendment would amend the staffing document to reflect the move of i PCN/FTE from Fire to Community and Neighborhoods.As the FTE is funded through the grant,no transfer of budget needs to occur. 1 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount A-5:Additional Sergeant for Special Victims Unit GF $81,671.00 GF $54,300.00 Fleet $49,500.00 IMS $4,800.00 Department: Police Prepared By: Shellie Dietrich,Jordan Smith For Questions Please Include: Shellie Dietrich,Jordan Smith,Sandee Moore Currently,the SVU Sergeant is supervising 12 detectives which is not manageable. SVU caseloads have continued to increase and additional detectives have been assigned to the squad over the past few years in an effort to manage the caseload.Also,over 700 Sexual Assault Kit Initiative(SAKI)kits were submitted a few years ago and the state lab has been making good progress,now returning Combined DNA Index System(CODIS)hits at an increasingly rapid rate.Due to the response of the State lab,we currently have over 40o CODIS hits from the SAKI kits producing cold case leads.These cases need follow up and investigation in a timely manner which we cannot facilitate without additional resources. The benefit of an additional Sergeant,outside rectifying the immense span of control currently handled by a single Sergeant,is the ability to focus efforts on the SAKI and cold case queue. Separating the functions of the squad,overseen by a second Sergeant,to investigate sex crimes committed against adults and children from cold cases,SAK cases,and lesser, but still serious sex crimes(voyeurism,sexual battery,gross lewdness,etc.)would reduce individual caseloads and allow for better case investigation of these crimes as well as increase our ability to make progress on the SAKI cases with CODIS hits. This request for an additional Sgt includes funding for fleet and IMS. This request facilitates an immediate need and future budget requests may be considered for two additional SAKI cold case detectives,overtime,or other resources to facilitate investigation of these cases in a timely manner. A-6: Police Access Control Upgrade and Support GF $214,538.00 IMS $214,538.00 Department:Police Prepared By:Shellie Dietrich, Captain Teerlink For Questions Please Include:Shellie Dietrich,Captain Teerlink,Sandee Moore,Aaron Bentley Budget request for an update of the security access control system at PSB and ancillary PD facilities.The current system needs to be replaced to prevent a critical failure of building security required for state compliance.PD has worked with facilities to identify a state contracted vendor that will provide the hardware,software and support for access control.The server that is specified in this system has capacity to add other city access control systems as the city system expands. Ongoing cost for support is$45,00o per year and is included in the initial cost for the first year. The Police Department has coordinated on this request with Facilities IMS and public works to ensure functionality for all departments as the system is expanded throughout the city.This request is for the first phase of the implementation that covers the police department system. A-7: Fireworks Budget GF $25,000.00 Department:Public Lands Prepared By:Gregg Evans For Questions Please Include:Gregg Evans,Kristin Riker,John Vuyk The Public Lands Department Community Events group is requesting$25,00o from General Funds to cover the annual July firework shows that would occur during calendar year 2022.Due to the severe drought,we experienced this past summer the City Council cut the firework funding"one-time"from the FY22 budget. Due to the firework show contract requirements the FY22 show was already prepaid in March of FY21 to reserve the fireworks show in July of FY22.Cutting the funding in FY22 actually impacts the FY23 firework shows. 2 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount This budget amendment request would reinstate those funds and provide spending authority to purchase the firework display in advance for the following fiscal year. A-8:Violent Crimes Cops Hiring Grant City Match GF $364,030.00 GF $282,430.00 GF $535,000.00 Fleet $495,000.00 IMS $40,000.00 Department:Police Prepared By:Shellie Dietrich,Jordan Smith For Questions Please Include:Shellie Dietrich,Jordan Smith,Sandee Moore The COPS Hiring Grant was funded by DOJ in 2oi9 and accepted by the City and approved by City Council.A condition of the grant is that the 3-year project must be completed within a 5-year project period as extensions allow.This will require hiring in January or February of 2022 to facilitate the 3-year project period within the 5 years allowed.The requested budget would be the city portion of the hiring costs for FY 22.Funding would also be required in FY 23 and FY 24. In FY 25, 6 months of funding would be the city portion and then the city would take on full budget for these to positions.The total grant funding is$1,25o,00o which will equate to approximately 25%of the cost over 3 years.The to officer positions were identified to create a squad dedicated to addressing Violent Crime in the community.These positions,in conjunction with the cooperative Project Safe Neighborhoods program,will have a major impact on the ability to proactively work to reduce violent crime in the city by enforcement and prosecution. A-9:Arts Council Staff GF $175,000.00 Department:Economic Development Prepared By:Jolynn Walz,Ben Kolendar For Questions Please Include:Ben Kolendar,Lorena Rifo Jensen,Jolynn Walz,Randy Hillier The Arts Council is in need of additional staffing support to accommodate duties shifted from the Mayor's Advisor on Arts &Culture role.In addition,challenges remain to keep up with current workload,fundraising needs due to ZAP loss of qualifying expenditures,and new initiatives requested of the Arts Council. Attrition has been a challenge at the Arts Council due to workload.The request is for 3.o FTEs which is approximately$350,00o in ongoing expenses and approximately$175,000 in FY22 if funded mid-year. The Arts Council currently has 6.5 FTE to run the full operations of a non-profit,the City's growing public art program(including maintenance),the city's arts grants program,programming such as Living Traditions and the Twilight Concert Series and serve as an ombudsman to the arts community. A-to:Allen Park Plan CIP Project Rescope CIP $o.00 Department:Public Lands Prepared By:Gregg Evans For Questions Please Include:Kristin Riker,Lewis Kogan,Katherine Maus, Gregg Evans Public Lands is requesting a budget amendment to revise the scope of submitted CIP application for FY 2021-2022.The original scope for Historic Structure Renovation and Activation at Allen Park included funding for structural and occupancy analysis of historic structures;drawings,plans and cost estimates for reconstruction of the George Allen Home, the"Rooster House,"septic system removal,sewer line construction,water infrastructure,stabilization of exterior art pieces,and pedestrian stairway connections;and reconstruction of lighting and driveways.The current scope also lists reconstruction of the George Allen Home and"Rooster House"to serve as a small cafe with dining opportunities.Due to initial public engagement and feedback,Public Lands is requesting a scope change to engage in robust community and stakeholder engagement to create an Adaptive Reuse and Activation Plan for Allen Park which will determine the future use of the structures. In order to preserve the strong community investment in the site,Public Lands believes it would be necessary to engage in extensive public engagement to inform a plan that will guide future management decisions and capital improvement projects in the Park.Public Lands is currently engaging with a consultant to complete a Cultural 3 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount Landscape Report,which will also influence the Adaptive Reuse and Activation Plan and be completed in a timely manner, in conjunction with public engagement for the plan. Funding for an Adaptive Reuse and Activation Plan for Allen Park was awarded in 2020 with reallocated emergency bond funding.However,it was ultimately discovered that it was not legally permitted for bond funding to be utilized for a non- capital expense.Public Lands is currently utilizing the emergency bond funding for emergency repairs to minimize damage to the structures and the property,including but not limited to roof repair,restoring external power to select structures, investigation and construction documentation for sewer and water line installation,failing appliance removal,septic infrastructure removal,etc. Project tasks within the new scope may include but are not limited to: - Robust community engagement with key stakeholders,the Sugarhouse community,and the broader public - Development of an Adaptive Reuse and Activation Plan,informed by the Cultural Landscape Report and public engagement,to guide future management of the site including over-arching goals,specific projects,objectives and prioritization - Structural and occupancy analysis of the historic structures - Development of conceptual and construction documents,and cost estimates for adaptive reuse and activation projects listed in the Plan - Investigation into the feasibility of Allen Park becoming a Historic Landmark Site A-11: Executive Assistant in the Mayor's Office GF $39,792.00 Department:Mayor's Office Prepared By:Dawn Valente,John Vuyk For Questions Please Include:Rachel Otto,Lisa Shaffer,Mary Beth Thompson,John Vuyk The budget proposes to increase staffing in the Mayor's Office by one additional executive assistant.The budget is for five month's salary and costs for computers and other supplies. A-12: Citywide Equity Study GF $90,000.00 Department:Mayor's Office Prepared By:John Vuyk For Questions Please Include:Rachel Otto,Lisa Shaffer,Kaletta Lynch,Mary Beth Thompson,John Vuyk The City has been working with Keen Independent Research to review equity practices in the City.The Administration is seeking funding to continue to work with Keen in developing plans to bring equity to Salt Lake City. Funding will allow the City to work with the vendor through this fiscal year to complete the plans. A-13: Fuel Cost Increases GF $498,887.00 Fleet $938,076.00 Department:Public Services Prepared By:Dawn Valente,John Vuyk For Questions Please Include:Lorna Vogt,Dawn Valente,Nancy Bean,Denise Sorensen,Mary Beth Thompson,John Vuyk The City has seen an increase in fuel cost.The budget will provide Fleet funding to purchase the required fuel for the remainder of the fiscal year.The budget also proposes to transfer funding from personnel within the Police [$300,000] and CAN[$12,622] Department to cover fuel increases.The budget also proposes additional funding from Non- Departmental to cover the costs not covered by general fund department budgets. The fuel increase has also impacted the Public Utilities,Sustainability,and Golf funds. 4 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount A-14: COVID PPE GF $200,000.00 Department:Finance Prepared By:John Vuyk For Questions Please Include:Lisa Shaffer,Mary Beth Thompson,John Vuyk,Lorna Vogt The City's supply of masks and other PPE to combat COVID is depleting.This request is for an additional$200,00o to purchase additional supplies to keep citizens,visitors and employees safe in City owned buildings. Section B: Grants for Existing Staff Resources B-1:ARPA HOME Admin and Planning Funds Misc Grants $176,660.00 Department:CAN Prepared By:Tony Milner For Questions Please Include:Tony Milner,Brent Beck, Randy Hillier,Melyn Osmond HUD has authorized the City to access 5%($176,659.75)of admin and planning funds of the City's 2021 HUD HOME- ARPA award(total award, $3,533.195). HOME-ARPA funds are designated for housing opportunities for individuals experiencing homelessness.These admin and planning funds will facilitate admin for existing City staff and expenses related to the HUD-required HOME-ARPA Community Assessment.The Community Assessment will identify needs and opportunities to help direct the HOME-ARPA funds.Please see attached funding agreement. Section C: Grants for New Staff Resources Section D: Housekeeping .11 D-1: Interest Income on Bonding CIP $64,139.78 CIP $80,976.97 Department:Finance Prepared By:Jared Jenkins For Questions Please Include:Jared Jenkins,Brandon Bagley,Marina Scott,Mary Beth Thompson The General Obligation Bonds,Series 2o19A,were issued in October 2019 for the purpose of funding the reconstruction of City streets.The total par amount of the bonds issued were$17,540,000.At the time the bonds were issued the proceeds were deposited with the Trustee.Since then,the unspent bond proceeds have been earning interest.This amendment will adjust the budget to reflect the actual proceeds available including accumulated interest from October 2020 through August 2021. The General Obligation Bonds,Series 2020,were issued in September 2020 for the purpose of funding the reconstruction of City streets.The total par amount of the bonds issued were$17,745,000.At the time the bonds were issued the proceeds were deposited with the Trustee.Since then,the unspent bond proceeds have been earning interest.This amendment will adjust the budget to reflect the actual proceeds available including accumulated interest from February 2021 through August 2021. D-2: Housing Program Construction Costs Housing $1,100,000.00 Department:CAN Prepared By: Tony Milner For Questions Please Include:Tony Milner,Brent Beck,Randy Hillier, Suzanne Swanson Recognize$1,100,000 in unbudgeted revenue for the purpose of offsetting increases in constructions costs for three affordable single-family homes currently in development.This revenue was not included in the initial budget due to the timing of other home sales in the Housing Program that generated the revenue. 5 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount D-3: Reimburse Misc Grants for Unreimbursed HUD HOPWA Funds Misc Grants $o.00 Housing $32,495.00 Department:CAN Prepared By:Tony Milner For Questions Please Include:Tony Milner,Brent Beck, Randy Hillier,Suzanne Swanson Finance discovered that$32,494.55 was paid out to a subgrantee in 2017,but never reimbursed from HUD for HOPWA Cost Center 7261611.The HUD reimbursement deadline of three years has passed for these funds.Housing Stability has identified unrestricted funds from 7800404 Bank Pool Clearing to make the City whole.This budget amendment will facilitate the transfer of funds from a 78 Fund Class to a 72 Fund Class. D-4:Treasury ERAP 1 Reallocated Funds Misc Grants $3,000,000.00 Department:CAN Prepared By:Tony Milner For Questions Please Include:Tony Milner,Brent Beck,Randy Hillier,Suzanne Swanson The Treasury has reallocated unspent Emergency Rent Assistance Program(ERAP)1 funds set-aside for the State of Utah by low-performing cities and made these funds available to apply for by high-performing cities,such as Salt Lake City. These reallocated funds are for direct client assistance only. To administer Salt Lake City's initial ERAP 1 award,the City contracted with the State of Utah,Department of Workforce Services'(DWS)online Utah Rent Relief application portal,https://rentrelief.utah.gov/. Coordinating with DWS,Housing Stability staff have determined that Salt Lake City could apply for$3,000,00o in reallocated ERAP 1.These funds will further assist Salt Lake City residents with deposit,rent,utilities,rent arrears,and utility arrears,again utilizing the Utah Rent Relief application portal. Note:This new request is separate from,and does not affect,the City's other Treasury ERAP 1($6,067,033)and ERAP 2 ($4,800,559.40)awards. See attached funding agreement. (Note: 7262150-Treasury ERA Direct Financial Assistance,is the current Cost Center for ERAP i Direct Client Assistance) D-5:Treasury ERAP 2 Reallocated Funds Misc Grants $2,880,366.00 Department:CAN Prepared By:Tony Milner For Questions Please Include:Tony Milner,Brent Beck,Randy Hillier,Suzanne Swanson This budget amendment is to recognize the City's second allocation of the American Rescue Plan Act,Treasury Emergency Rent Assistance(ERAP)2 funds,in the amount of$2,880,335.64,for the purpose of addressing housing stability for Salt Lake City residents.See attached funding agreement.The City approved the first allocation of the ERAP 2 funds in BAi of FY 21-22,in the amount of$1,920,233.76.The City's total ERAP 2 award is$4,800,599.40. BAi included the following budget items for those funds: Direct Client Assistance $1,632,199,and Community Partner Admin$288,034.76. To administer Salt Lake City's first and second allocations of ERAP 2,the City will contract with the State of Utah, Department of Workforce Services'(DWS)online Utah Rent Relief application portal,https://rentrelief.utah.gov/.The City has previously and successfully contracted with DWS for the City's ERAP 1 funds. This budget amendment aligns with Treasury guidance on eligible activities and allowable percentage amounts for ERPA 2. In addition to further supporting Direct Client Assistance(deposits,rent,utilities,rent arrears,and utility arrears),and the 6 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount associated Community Partner Admin to facilitate the proper distribution of these funds,Housing Stability is requesting City Admin to support one(1)FTE,and funds to support Housing Stability services. Re:the one(1) FTE: Currently,the City's ERAP 1 and 2 funds are being administered by 1 PTE.This position is necessary to facilitate the City administration,coordination,and compliance monitoring.This position was pervious approved by Council with ERAP 1 funding.Since then,the administration of these funds has demonstrated that a FTE is required.This one(1)requested position would be Grade 26,Community Development Grant Specialist,fully loaded for 39 months. (April 2022-Jun 2025,at$34.5o an hour[$215,280],plus benefits[$53,820].Total$269,100.)This position would be fully funded by ERAP funding and would sunset when funding expires. Re: Housing Stability services:According to the Treasury,eligible"Housing Stability"services include: Case management, Eviction prevention,Eviction diversion programs,Mediation between landlords and tenants,Housing counseling,Fair housing counseling,Housing navigators or promotors that help households access ERA programs or find housing, Housing-related services for survivors of domestic abuse or human trafficking, Legal services or attorney's fees related to eviction proceedings and maintaining housing stability,Specialized services for individuals with disabilities or seniors that support their ability to access or maintain housing.A public competitive process would receive applications from providers for eligible Housing Stability services. D-6:Annex Building Renovation—Moving Funds Misc Grants $500,000.00 from Misc Grants to CIP CIP $500,000.00 Department:Finance Prepared By:Randy Hillier For Questions Please Include:Teresa Beckstrand,John Vuyk,Randy Hillier In Budget Amendment#2,the Council added an item totaling$500,00o in grant funding to be used for Annex Building Renovations. This amount was approved within the Miscellaneous Grants Fund. Since the associated annex building renovation should be done through CIP,the budget needs to be moved. D-7: State Infrastructure Bank(SIB) Loan Debt Service $7,000,000.00 Department:Finance Prepared By:Brandon Bagley For Questions Please Include:Marina Scott,Brandon Bagley,Jared Jenkins,Mary Beth Thompson On December 6,2021,the City and the Utah Department of Transportation(UDOT)entered into a loan agreement which will be used to finance a portion of a neighborhood parking structure between 40o West and 50o West and 600 South and boo South. The loan is expected to be repaid with funds allocated to the City by H.B.244(2021). The City has received funds for the State Infrastructure Bank(SIB)Loan. This amendment creates the revenue budget for the receipt of loan proceeds and the expenditure budget to disburse the proceeds for the project. Section E: Grants Requiring No New Staff Resources E-i:UDOT Railroad Safety Grant CIP $86,750.00 Department:Finance Prepared By:Melyn Osmond For Questions Please Include:Melyn Osmond,Mary Beth Thompson,Jon Larsen, Orion Goff The Dept.of Community&Neighborhood,Division of Engineering applied for and received$86,75o for the Utah Railroad Safety Grant 2o21(round 1)for safety improvements to the railroad crossing at 490o West 70o South. Planned safety improvements include widening the roadway,improving sight distance by raising the street grade approach,adding sidewalk on the south side of the crossing,adding bike lanes,and replacing the railroad crossing signals. The funding plan is to request an additional$260,25o in the Utah Railroad Safety Grant 2021 Round 2 competition to complete the funding package for the project. 7 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount This grant has no match requirement.A public hearing was held 4/6/21 for the original grant application for this award. E-2: UDOT Railroad Safety Grant, Round 2 CIP $93,750.00 Department:Finance Prepared By:Melyn Osmond For Questions Please Include:Melyn Osmond,Mary Beth Thompson,Jon Larsen, Orion Goff The Dept.of Community&Neighborhood,Division of Engineering applied for and received$93,750 for the Utah Railroad Safety Grant 2o2i(round 2)for safety improvements to the railroad crossing at 490o West 70o South. Planned safety improvements include widening the roadway,improving sight distance by raising the street grade approach,adding sidewalk on the south side of the crossing,adding bike lanes,and replacing the railroad crossing signals. This grant has no match requirement. A public hearing was held 12/7/21 for the original grant application for this award. E-3: Utah Department of Transportation, 600/70o N CIP $228,000.00 Frequent Transit Network Improvement CIP -$152,000.00 CIP $152,000.00 Department:Finance Prepared By:Melyn Osmond For Questions Please Include:Melyn Osmond,Mary Beth Thompson,Jon Larsen, Orion Goff Salt Lake City Division of Transportation nominated 600/70o North Frequent Transit Network Improvements(Near Term)for$228,00o from the TTIF:Transit Projects funding. The project installs approximately 20 new Level III transit shelters along 600/70o North from 220o West to 30o West. This grant has a match requirement of$152,00o coming from the Funding Our Futures sales tax transit funding. A public hearing was held 4/7/2o for the original grant application for this award. E-4: State of Utah,Governor's Office of Economic CIP $i,3oo,000.00 Opportunity,Bonneville Shoreline Trail Impact Fee $1,3o4,682.00 Department:Finance Prepared By:Melyn Osmond For Questions Please Include:Melyn Osmond,Mary Beth Thompson,Kristin Riker The Salt Lake City Department of Public Lands received$1,300,000 for the Foothills Natural Area&Bonneville Shoreline Trailhead Infrastructure Improvements. The project proposes to construct five public access trailheads along the stretch of the Bonneville Shoreline Trail that runs through the Salt Lake City foothills between Emigration Canyon and Davis County. Proposed trailhead locations are: 1)Bonneville Boulevard near City Creek Canyon and Utah State Capitol,2) Emigration Canyon near This Is The Place Heritage Park,3)Popperton Park near the University of Utah,4) 18th Avenue in the upper Avenues neighborhood,and 5)Victory Road northwest of the Utah State Capitol. This grant has a match requirement of$1,300,000. Parks&Public Lands has committed matching funds is from parks impact fees adopted in FY 2022 Capital Improvement Program for the Foothills Trailhead Development Phase II. 8 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount A public hearing was held on 12/7/21 on the grant application for this award. Section F: Donations Section G: Consent Agenda Consent Agenda#3 G-1: State of Utah,The Utah Highway Safety Office, Distracted Driving Misc. 13,000.00 Prevention Program Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Police Department applied for and received a$13,000 grant from the Utah Highway Safety Office for the 2022 Distracted Driving Prevention Program. The grant funding for overtime to conduct distracted driving enforcement/education shifts. A Public Hearing was held on 4/2o/21 for the grant application on this award. G-2: State of Utah,The Utah Highway Safety Office, Bicycle and Misc. $9,69o.00 Pedestrian Safety Program Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Police Department applied for and received a$9,690 grant from the Utah Highway Safety Office for the 2022 Salt Lake City Bicycle and Pedestrian Safety Program. This award is to fund Crosswalk enforcement/education overtime and Youth bicycle rodeo overtime. A Public Hearing was held on 4/2o/21 for the grant application on this award. G-3: U S Department of Justice,Community Oriented Policing Services Misc. $92,320.00 (COPS),FY21 De-Escalation Training Solicitation Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Police Department applied for and received a$92,32o grant from the U.S.Department of Justice,Community Oriented Policing Services through the FY21 Community Policing Development De-Escalation Training Program. The grant will fund the Apex Officer Interactive Crisis Intervention,De-Escalation and Force Options Virtual Reality Training Simulator. It will also provide funding for up to 20 officers to attend an ICAT(Integrating Communications, Assessment,and Tactics)de-escalation train-the-trainer course as well as training staff overtime/supplies to implement the ICAT and virtual reality curriculums. The Apex Officer Virtual Reality Training System is a comprehensive solution that is designed to allow trainers the ability to give presentations and classes,conduct interactive testing and assessment,and provide immersive,hands-on scenario- based exercises with detailed debriefing and after-action review. ICAT is a training program that provides first responding police officers with the tools,skills,and options they need to successfully and safely defuse a range of critical incidents.The only costs being funded are for per diem,remaining travel costs will be covered by other funding sources. A Public Hearing was held on io/5/21 for the grant application on this award. G-4:U S Department of Justice,Community Oriented Policing Services Misc. $59,360.00 (COPS),FY21 Law Enforcement Mental Health and Wellness Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Police Department applied for and received a$59,36o grant from the U.S. Department of Justice,Community Oriented Policing Services through the FY21 Community Policing Development Law Enforcement Mental Health and Wellness Act. The grant will fund:Training for Employee Wellness and Peer Support Teams,Wellness Initiative and Chaplain Program Uniforms,Program Education and Marketing Materials,Class Supplies,Program Evaluation,Instructor Fees for Family Wellness Workshops,and Overtime. 9 Salt Lake City FY2o21-22 Budget Amendment #6 Initiative Number/Name Fund Amount A Public Hearing was held on 9/7/21 for the grant application on this award. G-5: US Department of Justice, 2021 Bureau of Justice Assistance Grant Misc. $340,246.00 (JAG) Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Police Department applied for and received a grant award from the U.S. Department of Justice under the 2021 Edward Byrne Memorial Justice Assistance Grant(JAG)program.The total grant award is$340,246.Of that total the City will subaward$57,054.50 to the Unified Police Department and$57,054.5o to Salt Lake County(Sheriffs Office).The subaward amounts are determined by a federal funding allocation formula. The Police Department will use its award to provide training for sworn and civilian personnel,to support directed community policing overtime,and to purchase the following: a tactical robot,less lethal shotguns and ammo,tactical operation center throw phone capability enhancements,a laptop for Crime Lab FARO software,vest carriers and plates for Crime Lab personnel,LEAPS(Law Enforcement Automated Personnel Software),and camera systems for the Internal Affairs Unit and the HOP physical training facility. No Match is required. A Public Hearing was held on l0/5/21 for the grant application on this award. G-6:Utah Commission on Criminal and Juvenile Justice(CCJJ), State Misc. $io,000.00 Asset Forfeiture Grant(SAFG) Grants Department:Police Department Prepared By:Jordan Smith/Melyn Osmond The Salt Lake City Police Department applied for additional grant funding and was awarded$10,00o from the State of Utah,Commission on Criminal and Juvenile Justice(CCJJ),under the State Asset Forfeiture Grant(SAFG)program.The State is combining these new funds with the previously funded amount of$1,5oo. The funds will be used for an overt pole camera kit,Narcan nasal spray,and drug prevention/resource cards A public hearing was held 9/7/21 for this grant application. Consent Agenda#4 G-1: Utah State Office of Education, Child and Adult Care Food Misc $46,000.00 Program -Youth After School Programs Grants Department:CAN(Youth&Family) Prepared By:Kim Thomas/Melyn Osmond The Youth&Family Division of Public Services applied for and received a continuation grant offered annually by the Utah State Office of Education,under the Child and Adult Care Food Program.These funds are available to youth service providers as part of the At-Risk Snack Program to reimburse for the costs of snacks served to children participating in the after-school programs.Central City Rec.Center,Fairmont Park,Glendale Library,Liberty Park,Northwest Rec.Center, Ottinger Hall,the Youth and Family Division Office,and Sorenson Campus will receive reimbursement directly through the State Office of Education and will receive up to$46,000,based on qualified snack expenses.SLC is reimbursed on a monthly basis and only qualified healthy snacks and meals served to children participating in the after-school enrichment/education activities during the afterschool program hours are eligible for reimbursement.A public hearing will be held for the grant application. G-2:Marathon Petroleum Thriving Communities Grant Program, Misc $loo,000.00 Marathon Petroleum Foundation Grants Department:CAN(Youth&Family) Prepared By:Ken Perko/Melyn Osmond The Division of Youth&Family Services applied for and received$ioo,000 in grant funding for the Marathon Petroleum Thriving Communities Program.The finding will be used to purchase two 14-passenger vans that will be used by program staff to transport youth participants from a variety of neighborhood elementary schools to the YouthCity Northwest 10 Salt Lake City FY2021-22 Budget Amendment #6 Initiative Number/Name Fund Amount Recreation center site for afterschool programming.No match is required.A public hearing will be held for this grant application. G-3:Mental Health First Responders,Utah Department of Human Misc Services Grants $8o,oio.00 Department:Human Resources Prepared By:Trent Steele/Melyn Osmond The Human Resource Dept.applied for and received$8o,oio in grant funding for the Mental Health First Responders grant program from Utah Dept.of Human Services.The funding will be used to increase the capacity of the City's existing EAP(Employee Assistance Program),targeting first responders.The two clinicians currently under contract with ComPsych will increase their hours of availability to provide onsite,in person,telephone,and virtual counselling particularly emergency services for individuals who may be in crisis.The total hours will increase by 815 over the course of the pilot projecting.No match is required.A public hearing will be held for this grant application. Section I: Council Added Items 11 Impact Fees - Summary Confidential Data pulled 12/13/2021 Unallocated Budget Amounts:by Major Area Area Cost Center UnAllocated Notes: Cash Impact fee-Police 8484001 $ 471,211 A Impact fee-Fire 8484002 $ 1,644,113 B Impact fee-Parks 8484003 $ 11,709,246 c Impact fee-Streets 8484005 $ 6,585,173 D $ 20,409,744 E=A+B+C+D Expiring Amounts:by Major Area,by Month Calendar Fiscal Total Month Quarter Police Fire Parks Streets 202107(Jul2021) 2022Q1 $ - $ - $ - $ - $ - 202108(Aug2021) 2022Q1 $ - $ - $ - $ - $ - 202109(Sep2021) 2022Q1 $ - $ - $ - $ - $ - 202110(Oct2021) 2022Q2 $ - $ - $ - $ - $ - Current Month N 202111(Nov2021) 2022Q2 $ - $ - $ - $ - $ - N202112(Dec2021) 2022Q2 $ - $ - $ - $ - $ - NI 202201(Jan2022) 2022Q3 $ - $ - $ - $ -- $ -- 202202(Feb2022) 2022Q3 $ $ $ $ $ 202203(Mar2022) 2022Q3 $ - $ - $ - $ - $ - 202204(Apr2022) 2022Q4 $ - $ - $ - $ - $ - 202205(May2022) 2022Q4 $ - $ - $ - $ - $ - 202206(Jun2022) 2022Q4 $ - $ - $ - $ - $ - 202207(Jul2022) 2023Q1 $ - $ - $ - $ - $ - 202208(Aug2022) 2023Q1 $ - $ - $ - $ - $ - 202209(Sep2022) 2023Q1 $ - $ - $ - $ - $ - 202210(Oct2022) 2023Q2 $ - $ - $ - $ - $ - M 202211(Nov2022) 2023Q2 $ - $ - $ - $ - $CNI - N 202212(Dec2022) 2023Q2 $ - $ - $ - $ - $ - Csi 202301(Jan2023) 2023Q3 $ - $ - $ - $ - $ - 202302(Feb2023) 2023Q3 $ $ $ $ $ 202303(Mar2023) 2023Q3 $ - $ - $ - $ - $ - 202304(Apr2023) 2023Q4 $ - $ - $ - $ - $ - 202305(May2023) 2023Q4 $ - $ - $ - $ - $ - 202306(Jun2023) 2023Q4 $ - $ - $ - $ - $ - 202307(Ju12023) 2024Q1 $ - $ - $ - $ - $ - 202308(Aug2023) 2024Q1 $ - $ - $ - $ - $ - 202309(Sep2023) 2024Q1 $ - $ - $ - $ - $ - 202310(Oct2023) 2024Q2 $ - $ - $ - $ - $ - N 202311(Nov2023) 2024Q2 $ - $ - $ - $ - $ - N 202312(Dec2023) 2024Q2 $ - $ - $ - $ - $ - Csi 202401(Jan2024) 2024Q3 $ - $ - $ - $ - $ - 202402(Feb2024) 2024Q3 $ $ $ $ $ 202403(Mar2024) 2024Q3 $ - $ - $ - $ - $ - 202404(Apr2024) 2024Q4 $ - $ - $ - $ - $ - 202405(May2024) 2024Q4 $ - $ - $ - $ - $ - 202406(Jun2024) 2024Q4 $ - $ - $ - $ - $ - Total,Currently Expiring through June 2021 $ 0 $ - $ - $ - $ 0 Impact Fees Confidential Data pulled 12/13/2021 AAA BBB CCC DDD=AAA-BBB-CCC UnAllocated Allocation Budget Allocation YTD Allocation Remaining Budget Police Amended Encumbrances Expenditures Appropriation Amount Sum of Police Allocation Sum of Police Allocetion Sum of Police Allocetion Remaining Description Cost Center Budget Amended Encumbrances Sum of Police Allocation vii Appropriation ReimbExcessPoliceCapacity IF 8422800 $ 1,898,497 $ - $ 1,898,497 $ - -r Police'sConsultant'sContract 8419205 $ 3,565 $ - $ 3,565 $ 471 211 Sugarhouse Police Precinct 8417016 $ 10,331 $ 10,331 $ - $ - `P / PolicePrecinctLandAquisition 8419011 $ 239,836 $ 239,836 $ - $ - Eastside Pretint 8419201 $ 21,639 $ 21,639 $ - $ - 8484001 A Public Safety Building Replcmn 8405005 $ 14,068 $ 14,068 $ - $ 0 Police Refunds 8418013 $ - $ - $ (3,588)$ 3,588.33 Police Impact Fee Refunds 8421102 $ 338,448 $ - $ 68,100 $ 270,348 7 Grand Total $ 2,526,385 $ 285,875 $ 1,966,574 $ 273,937 Allocation Budget Allocation Allocation Remaining Fire Amended Encumbrances YTD Expenditures Appropriation 1;r Sum of Fire Allocation Sum of Fire Allocation Sum of Fire Allocetion Remaining Description Cost Center Budget Amended Encumbrances Sum of Fire Allocation YTD I Appropriation Fire refunds 8416007 $ 82,831 $ - $ - $ 82,830.52 Fire Station#14 8415001 $ 6,083 $ 6,083 $ - $ - Fire Station#14 8416006 $ 44,612 $ - $ - $ 44,612 Fire Station#3 8415002 $ 1,568 $ - $ - $ 1,568.09 Fire Station#3 8416009 $ 565 $ 96 $ - $ 469 $1 644 113 Study for Fire House#3 8413001 $ 15,700 $ - $ - $ 15,700 / / Fire'sConsultant'sCantract 8419202 $ 4,941 $ 3,021 $ 1,862 $ 58 FY20 FireTrainingFac 8420431 $ 56,031 $ - $ - $ 56,031 8484002 B 7 Grand Total I $ 212,331 $ 9,200 $ 1,862 $ 201,268 Allocation Budget Allocation Allocation Remaining Parks Amended Encumbrances YTD Expenditures Appropriation Sum of Parks Allocation Sum of Parks Allocation Sum of Parks Allocation Remaining Description Cost Center Budget Amended Encumbrances Sum of Parks Allocation YTE Appropriation Cnty#2 Math 3 Creek Confluen 8420426 $ 88 $ - $ 88 $ - Parks and Public[ands Compreh 8417008 $ 7,500 $ - $ 7,500 $ - Fairmont Park Lighting Impr 8418004 $ 49,752 $ 12,155 $ 37,597 $ - Fisher Carriage House 8420130 $ 1,098,764 $ 1,038,968 $ 59,796 $ - Warm Springs Off Leash 8420132 $ 20,411 $ - $ 20,411 $ - Park'sConsultant'sContrart 8419204 $ 4,857 $ 2,596 $ 2,219 $ 42 Folsom Trail/City Creek Daylig 8417010 $ 146 $ - $ - $ 146 Cwide Dog Lease Imp 8418002 $ 23,530 $ 23,000 $ - $ 530 $11 709,246 Rosewood Dog Park 8417013 $ 1,110 $ - $ - $ 1,110 / Jordan R 3 Creeks Confluence 8417018 $ 1,570 $ - $ - $ 1,570 Waterpark Redevelopment Plan 8421402 $ 224,247 $ 188,467 $ 34,134 $ 1,646 8494003 C 9line park 8416005 $ 21,958 $ 19,702 $ - $ 2,256 Jordan R Trail Land Acquisitn 8417017 $ 2,946 $ - $ - $ 2,946 JR Boat Ram 8420144 $ 15,561 $ - $ 7,763 $ 7,798 Rich Prk Comm Garden 8420138 $ 12,795 $ 4,328 $ - $ 8,467 Redwood Meadows Park Dev 8417014 $ 9,350 $ - $ - $ 9,350 ImperialParkShadeAcct'g 8419103 $ 10,830 $ - $ - $ 10,830 Park refunds 8416008 $ 11,796 $ - $ - $ 11,796.28 IF Prop Acquisition 3 Creeks 8420406 $ 58,014 $ - $ 1,905 $ 56,109 Parks Impact Fee Refunds 8418015 $ 101,381 $ - $ - 101,381.06 UTGov Ph2 Foothill Trails 8420420 $ 135,084 $ 21,169 $ 1,355 $ 112,560 FY20 Bridge to Backman 8420430 $ 722,920 $ 571,809 $ 3,343 $ 147,769 Three Creeks West Bank NewPark 8422403 $ 150,736 $ - $ - $ 150,736 9Line Orchard 8420136 $ 195,045 $ 32,650 $ - $ 162,395 RAC Playground with ShadeSails 8422415 $ 180,032 $ - $ - $ 180,032 Fisher House Exploration Ctr 8421401 $ 523,889 $ 284,846 $ 11,297 $ 227,746 Cnty#1 Math 3 Creek Confluen 8420424 $ 388,477 $ 59,106 $ 64,495 $ 264,877 Treilhead Prop Acquisition 8421403 $ 275,000 $ - $ - $ 275,000 Bridge to Backman 8418005 $ 290,276 $ 10,285 $ 4,515 $ 275,475 Parley's Trail Design&Constr 8417012 $ 327,678 $ - $ - $ 327,678 Historic Renovation AllenParK 8422410 $ 420,000 $ - $ - $ 420,000 SLC Foothills Land Acquisition 8422413 $ 425,000 $ - $ - $ 425,000 Wasatch Hollow Improvements 8420142 $ 489,688 $ 64,333 $ - $ 425,355 Jordan Prk Event Grounds 8420134 $ 431,000 $ - $ - $ 431,000 Jordan Park Pedestrian Pathway 8422414 $ 510,000 $ - $ - $ 510,000 Green loop 200E Design 8422408 $ 610,000 $ - $ - $ 610,000 Marmalade Park Block Phase II 8417011 $ 1,094,430 $ 8,302 $ 25,921 $ 1,060,208 SLCFeothillsTrailheadDevelpmnt 8422412 $ 1,304,682 $ - $ - $ 1,304,682 Pioneer Park 8419150 $ 3,343,904 $ 107,850 $ 121,172 $ 3,114,882 GlendaleWtrprk MstrPln&Rehab 8422406 $ 3,200,000 $ 21,800 $ - $ 3,178,200 Grand Total $ 16,694,447 $ 2,471,367 $ 403,507 $ 13,819,573 - Allocation Budget Allocation Allocation Remaining Streets Amended Encumbrances YTD Expenditures Appropriation Sum of Street Allocation Sum of Street Allocation Sum of Street Allocetion Remaining Description Cost Center Budget Amended Encumbrances Sum of Street Allocetion YTI Appropriation 700 South Reconstruction 8415004 $ 2,449 $ - $ 2,449 $ - 9 Line Central Ninth 8418011 , $ $ 152,500 $ 139,280 $ 13,220 $ 6,585,173 Trans Master Plan 8419006 $ 13,000 $ 13,000 $ - $ - 500/700 S Street Reconstructio 8412001 $ 32,718 $ 16,691 $ 16,027 $ - Trans Safety Improvements 8419007 $ 95,653 $ 20,953 $ 73,999 $ 700 8484005 D Transportation Safetylmprovem 8417007 $ 1,444 $ - $ - $ 1,444 1p Gladiola Street 8406001 $ 16,109 $ 13,865 $ - $ 2,244 Urban Trails FY22 IF 8422619 $ 6,500 $ - $ - $ 6,500 Street'sConsultant'sContract 8419203 $ 29,817 $ 17,442 $ - $ 12,374 Corridor Transformations IF 8422608 $ 25,398 $ - $ - $ 25,398 900 South 9Line RR Cross IF 8422604 $ 28,000 $ - $ - $ 28,000 1700S Corridor Transfrmtn IF 8422622 $ 35,300 $ - $ - $ 35,300 Complete Street Enhancements 8420120 $ 35,392 $ - $ - $ 35,392 200S TransitCmpltStrtSuppl IF 8422602 $ 37,422 $ - $ - $ 37,422 Transp Safety Improvements 8420110 $ 58,780 $ 20,697 $ - $ 38,083 1300 S Bicycle Bypass(pedestr 8416004 $ 42,833 $ - $ - $ 42,833 Transportatn Safety Imprvmt IF 8422620 $ 44,400 $ - $ - $ 44,400 Local Link Construction IF 8422606 $ 50,000 $ - $ - $ 50,000 900 S Signal Improvements IF 8422615 $ 70,000 $ - $ - $ 70,000 400 South Viaduct Trail IF 8422611 $ 90,000 $ - $ - $ 90,000 Neighborhood Byways IF 8422614 $ 104,500 $ - $ - $ 104,500 Indiana Ave/900 S Rehab Design 8412002 $ 124,593 $ - $ - $ 124,593 Bikeway Urban Trails 8418003 $ 200,000 $ - $ 12,484 $ 187,516 TrensportationSafetylmprev IF 8421500 $ 302,053 $ - $ - $ 302,053 IF Complete Street Enhancement 8421502 $ 625,000 $ - $ - $ 625,000 Street Improve Reconstruc 20 8420125 $ 2,250,220 $ 290,460 $ 1,216,451 $ 743,309 Traffic Signal Upgrades 8419008 $ 221,688 $ 213,483 $ 8,205 $ - Traffic Signal Upgrades 8420105 $ 300,000 $ 300,000 $ - $ - Traffic Signal Upgrades 8421501 $ 875,000 $ 87,063 $ - $ 787,937_ Grand Total $ 5,967,404 $ 1,155,677 $ 1,416,728 $ 3,394,999 Total I $ 25,400,567 $ 3,922,119 $ 3,788,672 $ 17,689,776 $20,409,744 E=A+B+C+D TRUE TRUE TRUE TRUE Item K3 r ' MOTION SHEET , 1_2-4 CITY COUNCIL of SALT LAKE CITY Via® II131 RA I `- 1 =Lager RR . •�C'/1/III I `\��� \ TO: City Council Members FROM: Ben Luedtke Budget&Policy Analyst DATE: May 3, 2022 RE: Ordinance Amendment: Use of City Owned Vehicles by Employees MOTION><-ADOPT I move that the Council adopt an ordinance amending Salt Lake City Code Chapter 2.54 pertaining to use of city owned vehicles. MOTION 2—NOT ADOPT I move that the Council proceed to the next agenda item. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT „,o e _ ;? CITY COUNCIL of SALT LAKE CITY ,// -� •y tinyurl.com/SLCFY22Budget ► '; (71 ID ww �''•,• 'III l 1\ �`�,,,.. TO: City Council Members FROM: Ben Luedtke Project Timeline: Budget&Policy Analyst 1st Briefing:April 19,2022 end Briefing:May 3,2022 DATE: May 3,2022 Potential Action:May 3 or 17, 2022 RE: Ordinance Amendment: Use of City Owned Vehicles by Employees NEW INFORMATION At the April 19 briefing,Council Members discussed several policy issues and goals related to the proposed ordinance amendment.The Council also requested additional information from the Administration and responses to the four policy questions which are copied below.The Police Department shared an infographic (Attachment 1)about the proposed take home vehicle changes.It lists six intended benefits,the primary changes between current and proposed policy and additional considerations. The Administration also provided Attachment 2 with a comparison of fuel and maintenance costs for an employee using a city owned vehicle vs.a personal vehicle.An officer living at the expanded maximum distance of 6o miles from city limits would pay the City$18o bi-weekly,which is less than the$279.73 estimated biweekly fuel and maintenance cost for using a personal vehicle over the same distance.(The comparison is not exact,for example,one caveat is that the analysis assumes eight-hour shifts five days a week,however,many police officers work io-hour shifts four days a week.Another example is that while employees do need a secondary insurance coverage on City-owned vehicles,they would also have a level of insurance on personal vehicles.Thirdly,the vehicle replacement cost for City-owned vehicles is covered by the City but an employee would pay the full cost of a personal vehicle.)Attachment 2 also includes three real world examples of police officers in different positions and how the ordinance amendment could positively impact the department's operational readiness and some response times. Responses to Policy Questions 1. Balancing Hiring&Operational Readiness Goals with Budget Constraints—The Council may wish to discuss with the Administration to what extent the proposed ordinance achieves the City's competing goals of reaching full staffing of police officers with whether it becomes prohibitive due to the cost of increased funding for maintenance and replacements to ensure vehicles are safe and available when employees need them. Administration's response: "With additional time,the Department could provide the Council and Administration with the current number of officers who are unable to take their assigned city-vehicle home because they live outside the current 35 mile limit.The Department is aware take home vehicles is a significant recruitment and retention issue for future and current employees.First time officers were now living further away from Salt Lake County—primarily due to the higher cost of living currently within the city,county and the area encompassing the 35 miles radius around the city.Today,officers are trying to find housing further away that is more affordable and conducive to their growing families. If officers are not allowed to take home a vehicle,this will remain a deterrent for them,and they will likely seek out employment at another agency.Expanding the take-home car policy to 60 miles allows CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 the department to serve its current members while also recruiting additional members to join the SLCPD who wish to be a part of the best law enforcement agency in Utah."Staff note:see pages two and three of Attachment 2 for three real world examples shared by the Police Department. 2. Increase Vehicle Funding in FY2o23 Annual Budget—The Council may wish to request that increased funding be included in the Mayor's Recommended Budget for FY2o23 to account for shortened vehicle maintenance and replacement schedules that may occur under the proposed ordinance amendments. Administration's response: "The current projections for vehicle replacement account for all miles driven, regardless of the purpose(on the clock vs commuting).If increased funding is made available to Fleet, the increased maintenance on take home vehicles would be covered,freeing up proportionally the replacement fund." 3. Who should Evaluate Personal Use Fee and How Often—The Council may wish to discuss with the Administration whether to keep the current ordinance language assigning annual fee evaluation responsibilities with the Council or if that would better fit with another part of the City such as the Fleet Division and/or the Finance Department?Historically,the Council has not consistently re-evaluated the fee annually.The evaluation could be part of the Mayor's Recommended Budget like other city fees many of which are adjusted annually by the CPI. Administration's response: "Fleet would be able to provide projected costs per mile driven on City vehicles as part of their annual budget preparation.We are proposing that a reasonable cost split (between employee and the City)is stablished to then calculate the dollar amount for this fee and present it for approval." 4. Coordinating Citywide Fleet Policy and Departmental Policy—The Council may wish to ask the Administration how the pending citywide policy for personal use of city owned vehicles will be coordinated with each department creating a personal use policy.The ordinance amendments would require employees to follow both sets of policies. Administration's response: "The City-wide policy will include definitions for personal use and incidental use,providing guidelines for best practices. Each Department with a take-home vehicle program,will define is policy surrounding off-duty personal use of such vehicle." 5. Policy Comparison—Is there an updated comparison of how other municipalities and law enforcement agencies do take home vehicle policies?We understand an"apples-to-apples"comparison may be difficult because of the many nuances between the compensation packages,policies and rules. Administration's response: "We haven't received responses from other agencies consulted." —Information below was provided to the Council at earlier briefings— ISSUE AT-A-GLANCE The Administration recommended an ordinance amendment that makes several changes to how employees may take-home and use city owned vehicles.The ordinance mostly impacts public safety employees.While the take- home vehicles are not part of the City's compensation package,the changes could put the City in a more competitive position for the recruitment of police officers,since take-home vehicles are a standard feature for many other police departments.Greater use of city owned vehicles is likely to occur based on the changes.This would result in a greater General Fund subsidy including some departments paying more in fuel and the Fleet Division incurring maintenance costs and vehicle replacement costs sooner than would otherwise be the case. The amendment also makes housekeeping changes to bring City Code in line with State law and some general language clean up. Expand Distance Limit from 35 Miles to 6o Miles; Increasing Costs to Fleet and Departments The ordinance amendment increases the maximum distance from 35 miles to 6o miles from city limits.An employee living more than 6o miles away could be allowed to use a city vehicle if the relevant department director and mayor both waive the distance limit.The longer distance limit is believed to be inclusive of all current City police officer's primary residences. Page 12 Departments pay the Fleet Division for fuel and the increased distance limit may result in a greater amount of total miles travels and therefore higher fuel billings for some departments to pay.The greater amount of mileage on city owned vehicles means faster wear and tear which would require the Fleet Division to provide maintenance at a faster pace.Vehicle replacements would also need to be done faster.Increased funding to the Fleet Division may be needed to account for these shortened maintenance and replacement schedules. Specific estimates on increase milage,maintenance,and replacement funding needs based on the ordinance changes could be requested from the Administration. Revise Personal Use of City Vehicles as determined by each Department The ordinance amendments restrict personal use from within Salt Lake County and an employee's home county (current ordinance)to be limited within the employee's standard commute.The shortest route from an employee's home to their primary place of employment determines their standard commute.Each department would be tasked with setting allowable personal use distances beyond an employee's residence and the standard commute.There are also allowances for personal use by public safety employees subject to callback duty which could improve operational readiness and response times.Another change allows employees to take-home a city vehicle when emergencies or inclement weather cause dangerous circumstances.Employees are required to obtain supplemental insurance coverage for personal vehicle use. Payments to City for Personal Use Not Updated in over a Decade Per the current ordinance,an employee that lives outside of city limits makes biweekly payments for personal use of the city owned vehicle.The cost as set in ordinance is$3 per mile.No payment is required for employees that live within the City.A$6 per mile fee is required for use of a city owned vehicle to and from secondary employment.Neither the$3 per mile fee for personal use nor the$6 per mile fee for secondary employee use have been updated in over a decade.The two fees are not subject to the annual consumer price index(CPI) inflation adjustment so the City subsidy has been increasing as purchasing power declines.In 2019,the Fleet Advisory Committee estimated the following two subsidy scenarios: a. If only counting fuel and maintenance costs,then the cost is currently split 5o%City/5o%public safety employee. b. If also counting insurance,wear and tear caused by longer distance travel and vehicle replacement costs, then the cost is currently split 8o%City/2o%public safety employee. Vehicle Location(GPS) Data and Compliance Monitoring The Fleet Division will provide department directors with reports on how employees use a vehicle including GPS data.The geofencing technology can send alerts when a vehicle leaves an employee's predetermined personal use area which each department would identify based on an employee's standard commute and radius from their home. Prior to use,an employee must acknowledge they have no expectation of privacy when using a city owned vehicle.The Fleet Division has implemented the software platform to generate usage reports and alerts based on location data.Supervisors in each department would need to be trained on how to setup,use,and understand the reports.Some trainings have already occurred. POLICY QUESTIONS 1. Balancing Hiring&Operational Readiness Goals with Budget Constraints—The Council may wish to discuss with the Administration to what extent the proposed ordinance achieves the City's competing goals of reaching full staffing of police officers with whether it becomes prohibitive due to the cost of increased funding for maintenance and replacement to ensure vehicles are safe and available when employees need them. 2. Increase Vehicle Funding in FY2o23 Annual Budget—The Council may wish to request that increased funding be included in the Mayor's Recommended Budget for FY2o23 to account for shortened vehicle maintenance and replacement schedules that may occur under the proposed ordinance amendments. 3. Who should Evaluate Personal Use Fee and How Often—The Council may wish to discuss with the Administration whether to keep the current ordinance language assigning annual fee evaluation responsibilities with the Council or if that would better fit with another part of the City such as the Fleet Division and/or the Finance Department?Historically,the Council has not consistently re-evaluated the fee annually.The evaluation could be part of the Mayor's Recommended Budget like other city fees many of which are adjusted annually by the CPI. Page 13 4. Coordinating Citywide Fleet Policy and Departmental Policy—The Council may wish to ask the Administration how the pending citywide policy for personal use of city owned vehicles will be coordinated with each department creating a personal use policy.The ordinance amendments would require employees to follow both sets of policies. ADDITIONAL&BACKGROUND INFORMATION Comparison with other Law Enforcement Agencies A few years ago,the City's HR Department and the Fleet Division did an informal comparison to other law enforcement agencies in the metropolitan area.They concluded the City's take-home vehicle ordinance and policies were about average with some municipalities more generous and others less so. However,the different nuances of each agency's take-home vehicle policies and the variation of compensation and benefit packages prevented a direct"apples to apples"comparison. Intangible Benefits Intangible benefits are difficult to quantify such as perceptions of increased safety,deterrence effect of putting more police vehicles in neighborhoods,improved operational readiness,and the convenience/time savings for officers.Outside work hours most take-home vehicles are used outside Salt Lake City because most employees live in other municipalities so the intangible benefits may be to residents in other cities. $179,600 for Vehicle Telematics in FY2o22 Annual Budget The FY2o22 annual budget includes$179,600 to purchase Global Positioning System(GPS)hardware for General Fund vehicles.A few hundred vehicles in the City's fleet have onboard sensors that allow the collection of data such as speed,engine idling time,location,intensity of braking,fuel consumption and more.The data provides insight into a vehicle's health and driver's behavior.The Fleet Division stated vehicle telematics can improve safety,"minimize long-term equipment damage,reduce operational costs,such as fuel consumption, and extend the maintenance intervals of heavy-wear parts like brakes and tires."At last count,762 General Fund vehicles were equipped with the hardware and a few hundred more need it.This ongoing funding is sufficient to cover the hardware costs for the remaining vehicles,upgrade to existing hardware to be compatible with 5G data networks and ongoing maintenance. Vehicle Storage at another Municipality's Fire or Police Facility The ordinance amendment includes the option for a take home vehicle for a public safety employee to be securely parked at another municipality's fire or police facility.This could be done daily if an employee lives outside the 6o-mile distance limit.The intention is for the employee to save time by not needing to drive to the Public Safety Building or Pioneer Police Precinct to transfer from their personal vehicle to a city owned vehicle. Liability Insurance The ordinance amendment would remove the$200,00o minimum liability insurance the City provides and instead use the amount required by Utah Code 63G-7-802 Liability Insurance—Government vehicles operated by employees outside scope of employment.The City would cover liability up to the minimums set in state law. Employees are required to obtain supplemental insurance coverage for personal use including passengers if any. Misc.Info: Council Members may wish to note the following points: - At last count,the City has 618 police vehicles with a replacement value of$28.4 million which is 43%of all General Fund vehicles.The City also has ii3 fire vehicles with a replacement value of$33.3 million which is 8%of all General Fund vehicles.The fire vehicles are more expensive because they include large engines and other specialty response vehicles. - Public safety employees are required to keep an article of clothing and/or equipment in a city owned vehicles used for personal use that clearly identifies them as public safety officers of Salt Lake City.This preparation helps when an employee must respond to emergency situations or off duty deployments. - Department heads are exempt from the fee and distance restrictions on city owned vehicles. - The Fleet Division estimates the emergency proclamation suspending take-home fees for City vehicles reduced revenue for fuel reimbursements by$453,704 in FY2021.This represented 16%of the fuel revenue in the FY2o2i adopted budget. Page 14 ACRONYMS CPI—Consumer Price Index FY—Fiscal Year GPS—Global Positioning System ATTACHMENTS 1. SLCPD Take Home Vehicle Infographic 2. City Take Home Vehicle Analysis Page 5 p u LICE EST. RBI 1051 SA ory Take-Home-Car Policy and .� LT LAKE C :■-•.,, tit.„... WITH INTEeaItY Request to Expand Distance liar -ilr Limit 41m- BENEFIT #1 BENEFIT #� Cleaner environments with 10 Im roved recruitment and '`"elk fuel efficient SLCP� vehicles retention BENEFIT 4*3 ` BENEFI r #4 — Improved staffing %ifi' Imprved • 1 o abilities and response accountability for times vehicle maintenance BENEFIT #S BENEFIT 4#6 \� Operational readiness and Peace of mind with more 24 hour response for critical police officers traveling in incidents our communities _a - , CURRENT POLICY = - __.. _ -_ No police car may be taken home if an employee Lives - � "y more than 35 miles from the nearest city limit. a''Li spLi LAKE CITY ik.. �.. _ 4 t.�� poll Employees who Live within 35 miles from the nearest `j •� - _ city limit can use their vehicle anywhere in the county I.at. - I they reside for reasonable personal use. __:ram I -:r 111 . ilijill, _ 1 PROPOSED POLICY N ' Expand the 35 mile Limit to 60 miles to be inclusive of �r\� all current City police officers'primary residences. ' --'.Q(IlICE Limit the distance a take-home car can be driven for 40646 reasonable personal use while outside Salt Lake County. Additional considerations. lir When operating a police vehicle, SSS Mile Calculation employees must dressed ii manner examples to reflect the department positively, have a p police identification (such es a uniform or OfficerA lives 5 miles from the nearest SL m C city liit_ police jacket) and a duty handgun. coo Officer offi cer pays$1 S to the City each paycheck for a total of$30 a month_ Officer B lives 30 miles from the nearest SLC city-limit_ ® Officers must have their two-way CIThis officer pays$90 to the City each paycheck for a communications radio on and set to an total of$180 a month_ ® audible volume when the vehicle is in ifil operation. Officer C lives 37 miles from the nearest SLC city-limit_ O This officer is currently not allowed to take their vehicle home. 11111 Officers must set good driving examples at all times. An officer-who lives in..Si_ .does trot have to pay,the 53 mileage fee. Once vehicles are assigned to an _ "41 ''. employee,that person is responsible for -- - the maintenance schedule. -�� • SUPERVISOR - --illll� - 1::r SALT LAKE CITY ,..,,...___.--- ' s-w-----;=Aw; z.gip p rim ii Ii . . ® ;, t Salt Lake City Public Safety Take-Home Vehicle Policy Currently, as stated in City ordinance 2.54.030, a vehicle assigned to a sworn and certified law enforcement officer of the Salt Lake City Police Department, or an employee of the Salt Lake City Fire Department, pursuant to their department's take home car program requirements, may be authorized to take home their assigned, city-owned vehicle.This ordinance limits the eligibility of this benefit to public safety officers who live within 35 miles of the City limits, except for vehicles provided to Department Directors. Lastly, a three dollar($3.00) per mile payment shall be made biweekly by an employee who lives outside of the City and takes their vehicle home. (i.e., 35 miles X 3.00, one-way, billed bi-weekly at$105.) Vehicle Maintenance and Upkeep It shall be the duty and responsibility of the driver or operator of a city vehicle to see that it is properly serviced, maintained, and cleaned.This includes, but is not limited to, having the appropriate servicing performed on the vehicle at all designated intervals as set forth by the public services department. If the driver or operator of the city vehicle fails to have the vehicle properly serviced or maintained as prescribed by the public services department within ten (10) working days or two hundred (200) miles of the required service or maintenance time, such failure may result in loss of use of the vehicle to the user or department as well as possible disciplinary action. Biweekly Cost Calculation' Below is a comparison between distance intervals and the fuel and maintenance cost associated. The biweekly cost calculation accounts for the total milage driven, round trip, every workday in a pay period (10). The employee payment is obtained by multiplying the distance by the three-dollar fee.The annual subsidy accounts for 26 pay periods in a year. Shortest Biweekly cost of City's distance to Employee pays Annual City subsidy per home from Depreciation, Fuel biweekly subsidies employee City(miles) and Maintenance biweekly 15 $161.09 $45.00 $116.09 $3,018.34 25 $212.64 $75.00 $137.64 $3,578.64 35 $264.20 $105.00 $159.20 $4,139.20 45* $315.75 $135.00 $180.75 $4,699.50 50* $341.53 $150.00 $191.53 $4,979.78 60* $393.08 $180.00 $213.08 $5,540.08 *Distance not currently covered in the take-home program It is important to mention that,whereas the fuel cost is absorbed by the employee's Department, mainly with general fund dollars,the additional maintenance and accelerated replacement cost is left to be covered by Fleet. Personal Cost Comparison (Does not include cost of depreciation)2 1 Prepared by Jorge Chamorro, Compliance Division, Deputy Director of Public Service 2 Prepared by Jorge Chamorro, Compliance Division, Deputy Director of Public Service Shortest Annual Est. Personal Biweekly Biweekly Biweekly Assumed Assumed distance to Cost per employee Fuel cost of cost of Personal Maint., Annual home from personal personal cost Insurance, and Maintenance Fuel City(miles) fuel maint. total Registration 15/30 $3,149.40 $51.90 $72.13 $124.03 $1,800.00 $1,349.40 25/50 $3,959.04 $83.04 $72.13 $155.17 $1,800.00 $2,159.04 35/70 $4,633.74 $108.99 $72.13 $181.12 $1,800.00 $2,833.74 45/90 $5,848.20 $155.70 $72.13 $227.83 $1,800.00 $4,048.20 50/100 $6,118.08 $166.08 $72.13 $238.21 $1,800.00 $4,318.08 60/120 $7,197.60 $207.60 $72.13 $279.73 $1,800.00 $5,397.60 Real-world Examples Person Crimes Detective A detective assigned to the Salt Lake City Police Department's Investigations Division, specifically a Person Crimes detective, is unable to take home their department issued vehicle because this employee lives approximately 2.5 miles outside the 35 mile radius. Part of this detective's responsibilities include being on call during specific weeks throughout the year and also responding to an average of 2-3 call outs a week. Because this detective is unable to take a department vehicle home,this employee must first drive to the Public Safety Building and transfer any materials into their city-issued vehicle and then head to the crime scene.This detective is responsible for investigating crimes against children. A timely response by a trained detective is imperative so that the child can be properly taken care of and that a forensic interview and examination can be done to preserve evidence.This detective's response time is extended by 30-45 minutes on average per call out because they are unable to use a take home vehicle. In this detective's position,they are a member of the state's Child Abduction Response Team.This requires them to respond to scenes across Utah. In one such case, the detective's response time was delayed by more than 60 minutes.This did not include the drivetime to the scene in northern Utah. To be a survivor of sexual assault (no matter what age) is a traumatic and life changing event and our survivors need all of the assistance we can provide. It is of the upmost importance that these investigations are carried out in a timely manner and our victims are cared for of as quickly as possible. Patrol Sergeant An officer assigned to the Salt Lake City Police Department's Patrol Division is currently unable to take home their department issued vehicle because this employee lives one mile outside the 35 mile limit. In 2020, as a member of the Department's Public Order Unit,this employee was called out to a large riot in downtown Salt Lake City. Fortunately,this officer's post, where their department issued gear is stored, was at the Department's Pioneer Precinct. Had the employee's post been at the Public Safety Building, this employee would not have been able to access the Public Safety Building due to the road closures and the fact that the employee was driving a privately owned vehicle with no police siren or lights equipped. In the event of a full-squad callout for the Department's Public Order Unit,this employee, depending on the incident location, estimates an additional 30-60 minutes of readiness time before being able to go in-service to assist operationally. Police K-9 Member An officer assigned to the Salt Lake City Police Department's K-9 Unit is currently unable to take home their department issued vehicle because this employee lives three miles outside the 35 mile radius.This employee must use a personally owned vehicle to commute an average 45 minutes to the Public Safety Building. Because the employee is subject to call-outs,the employee estimates that if direct reporting from their residence, it will take about 30 minutes of additional readiness time. If the employee is not direct reporting from their residence and needs to travel back to their residence and then to the Public Safety Building, it will take about 60 minutes of additional readiness time. As this employee is a member of the Department's K-9 Unit, the employee will be assigned a canine.All members of the department's K-9 Unit are assigned specially equipped vehicles to ensure the safe transport of the canine.These vehicles ensure canine has an emergency escape should the vehicle's interior temperature increase to unsafe levels. Without the milage being extended for the city's take-home vehicle policy, this employee will have to transport the department's canine in a personally owned vehicle, which is not equipped for animal transport,to the Public Safety Building and then to the scene. Response time could be delayed up to 60 minutes for a call-out.The city may incur additional costs for the officer to clean and sanitize any canine bodily fluids expelled during transport in the officer's personal vehicle. I ti, \11/ . / *0 f .. 11141,\I:41 . . • * ° 41111! L _ — --....._ -# -- — • il IP,, ,..;., ... „ . 1 _A. , • i if :-....4,, • , •' .. ,..r, 4 . , — "--.. .. ..' ,16..., Its •1 / . .1 a• •',Nip rT-WI**.. 1 ,,..;.. —•1 tiki 4,1 .A. -_ ....„,„ ...„ , - N, dr ..,,..,,,:\ A. .. Public Safety Take Home Vehicle Policy LAKE pOLICE UTAH 4IIVIN vino IN" * * * * * / * , Iti ...0 '—- ijiiii jj. —'er-- — - • ,..., ., '.., CURRENT POLICY _ No police car may be taken home if an employee lives . • ' more than 35 miles from the nearest citylimit. ' t ! a Ill ° 1lANEC I S� Employees who live within 35 miles from the nearest ` city limit can use their vehicle anywhere in the county :,....!I i they reside for reasonable personal use. . " , 10iti , .'.1k:iii* '. PROPOSED POLICY .,, ,;.,: ; '',I�+n-, Expand the 35 mile limit to 60 miles to be inclusive of , IA', all current City police officers' primary residences. 4089E '' poLIo UTAH I\ . 11U Limit the distance a take-home car can be driven for :SA EST. 1151 TY .: IT LAKE �I - reasonable personal use while outside Salt Lake $FAVINC WITH INTOpIil County. * * * BENEFIT #1 1 � BENEFIT #2 ■ 117**ii Cleaner environments with 1111 Improved recruitment and vilW fuel efficient SLCPD vehicles � retention _____ 111111 P! IBFIT #3 U BENEFIT #4m m Improved staffing L 44Improved 'OW abilities and response Ili accountability for ETEi times vehicle maintenance _________________ABmmn BENEFIT #5 BENEFIT #6 ill Mb Operational readiness and Peace of mind with more 24 hour response for critical police officers traveling in incidents our communities Map Showing the Current 35 Mile Limit • •• FT- r pOIICE UTAH EST. IISI `SALT E riTY, AK aF4'4 WIT.INtEgo FT VMap not to scale-shown only `, as an estimate. Additional Considerations Related to the City's 1,1 Insurance e CoveragRequirement • Takeaway: the change to cover only that which is required by State Code shifts the risk from the City to the individual employee when the employee is usingthe vehicle off-duty • Under the current ordinance, the City is on the hook upward of $280k for an accident involving an off-duty employee • Under the proposed ordinance, the City would be on the hook for state minimum coverage (see below), and the off-duty employee (via insurer) would have to cover anything in excess • The City still covers employees who are on-duty and acting in the course and scope of their employment; this language does not change that at all (aZ;Nit 'fir... ..- t" • Proposed Change to Coverage: • Would eliminate the additional $200k of coverage • Places the responsibility of obtaining supplemental coverage for those instances when an employee is off-duty and using the take home vehicle • City would only be on the hook for the minimums under State law ($25k/$65k/$15k) • If an off-duty accident occurs, the City could tender its "limits" under State law and get out of the case; the individual employee would have to work with own insurance carrier (or self) if there were damages in excess of the State limits • • 4 Additional considerations: When operating a police vehicle, Real-world Examples 1111 employees must be dressed in a manner to reflect the department positively, have a police identification (such as a uniform or • Person Crimes Detective police jacket) and a duty handgun. • Patrol Sergeant • Police K-9 Member wi Officers must have their two-way communications radio on and set to an 110'41 audible volume when the vehicle is in ,'� A operation. �' �� _‘.... _ ' ? r• Officers must set good driving examples at ` all times. SUPERV�_ WNW Ag Once vehicles are assigned to an x, ■ ■ kl_ 1 OLIO w employee, that person is responsible for .— the maintenance schedule. N. 1 ,' Used as a Agency Police Officers Distance from Work Restrictions Additional Vehicle Use outside of Work (barge for mileage Recruitment Tool May be used for incidental personal purpo:e:. a:a nece::ar.:erand or Lehi 25 miles from Lehi City Limit: No No per:onal emergency to or front work. Personal use limited within the City and 15 mile:driving distance front City Layton City Must live within Davi:.Weber.Morgan or SL Counties No No border No charge within Murray City Limits S 1 2.50 per pay period employee:living in Outside SL County no off duty personal use will be allowed Murray Must live within 35 nines of Murray City Police Station No info provided SL County Within SL County they are allowed personal use S25.00 per pay period employee:living out:ide SL County • Personal limited use allowed.but mar use personally for convenience. Riverton Must live within 25-30 miles of Riverton Ye: No example,pickup kids front school Officer:who live within 40 miles(one-way)from the PSB will not be charged a:axe fee. Officers living between 40- allowed for those officer:who live in Ogden City.otherwise usage is for Ogden 55 mile:for PSB will be charge a flat S20 per par period. No info provided S20 flat fee per pay period busine::only Officers living more than 55 miles front PSB will not have take home vehicle pnvilege: Live within 40 mile radius. They do not have anyone Expectation,vehicle:should not be used for personal errand:utnle::the Herriman Ye: No outside this radius employee is on their way home or on their way to work. Out:ide of We:t Valle',Ctr:'_oundane:and more than 35 Policy doe:not provide any information regarding re:tnctron:of additional West Valley City Ye: 51.00 per mile mile: uses Vehicle use for any purpose other than their normally assigned duties :hall Weber County Mileage is 25 mile radius front the parking lot No info provided S0.20 a mile out:ide of the 25 mile radtu: 5r:t notify the Watch Commander. Shortest Biweekly cost of City's distance to Employee pays Annual City subsidy per Depreciation, Fuel subsidies home from biweekly employee City (miles) and Maintenance biweekly 15 $172.80 545.00 $127.80 $3,322.80 25 $288.00 $75.00 $213.00 $5,538.00 35 $403.20 $105.00 $298.20 $7,753.20 *45 $518.40 $135.00 $383.40 $9,968.40 *50 $576.00 S150.00 $426.00 $11,076.00 *60 $691.20 $180.00 $511.20 513.291.20 *Distance not currently covered in the take-home program pOLleE UTAH EST. 151 ;SALT � �ItY LAKE aFAII *WITH INTEpITi * * Shortest Annual Est. Personal Biweekly Biweekly Biweekly Assumed distance to cost of cost of Personal Maint., Assumed Cost per employee Fuel home from personal personal cost Insurance, Annual Fuel City (miles) and Maintenance fuel maint. total Registration 1.5 $2879.52 $41.52 $72.13 $113.65 $1,800.00 $1,079.52 25 $3,527.18 $66.43 $72.13 $155.17 $1,800.00 $1,727.18 35 $4,066.94 $87.19 $72.13 $181.12 51,800,00 $2,266.94 45 $5,038.56 $124.56 $72.13 $227.83 $1,800.00 $3,238.56 50 $5254.36 $132.86 $72.13 $238.21 $1,800.00 $3.454.36 60 $6118.08 $166.08 $72.13 $279.73 $1,800.00 $4,318.08 "10011MVIIriw ,, /4( 0 liltAs . pouoE , MEROENCY911 EST. UTAH* IBSI 1 SAi OM 1'' ' 1• SALT LAKE CITY � T LAKE C 1 16Y5 131 .1 � �. $FA�IN6 WITH INTfSpIT ERIN MENDENHALL OFFICE OF THE MAYOR Mayor .•••.; ',., CITY COUNCIL TRANSMITTAL Lis (Dec 27,2021 14:25 MST) Date Received: 12/27/2021 Lisa Shaffer, Chief Administrative Officer Date Sent to Council: 12/27/2021 TO: Salt Lake City Council Amy Fowler, Chair DATE: December 21, 2021 FROM: Lisa Shaffer, Chief Administrative Officer SUBJECT: An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles STAFF CONTACTS: Rachel Otto,Mayor's Office Sara Montoya, Senior City Attorney DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council adopt the ordinance. BUDGET IMPACT: Anticipated to be negligible. May result in some increased costs,but will also decrease costs as a result of tighter"personal use" allowance. BACKGROUND/DISCUSSION: In the face of increasing competition for qualified law enforcement officers across the state, as well as feedback from the Police Department that the City's current take-home vehicle ordinance was a detractor from recruitment, the Mayor's Office determined earlier this year to examine whether to amend this ordinance. The proposed revision was created in conjunction with the Police Department and Public Services. Below is a brief synopsis of the changes: • Limitations on personal use of vehicles: Previously, the ordinance permitted employees to use city-owned vehicles for"reasonable personal use"within Salt Lake County and the employee's home county. The proposed changes have limited personal use to "reasonable personal use within . . . the employee's standard commute or related to a public safety officer's use of the vehicle while actively responsible for callback duty."The purpose of this change is to better tailor the policy to the intended benefits of taking home a vehicle, P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ••''t 4 t•°• hr including the benefit to the City of having public safety officers available for immediate response when on callback duty,without accumulating excessive mileage or permitting excessive personal use of the vehicles.The proposed ordinance includes procedures for establishing the employee's "standard commute," and requires employees to first agree,in writing, to comply with the ordinance,limit personal use,maintain the vehicle,and acknowledge that there is no expectation of privacy their use of city vehicles. "Reasonable personal use"will be further defined as per Fleet and Departmental policy. • Expanded eligibility radius for permitted take home use: The proposed ordinance expands authorized take home use to any employee residing 60 miles or less from the city limits, an increase from the current ordinance's limit of 35 miles or less..Additionally, the proposed change permits exceptions to this radius requirement on a case-by-case basis,with permission of the employee's department director and the mayor.The primary purpose of this change is to enable the City to recruit new public safety officers, as an increasing number of recruits reside in communities surrounding the City,and public safety agencies in other communities often have robust take home vehicle policies. The previous 35-mile limitation seemed to arbitrarily cut employees living furthest from the city out of the policy (arguably those most benefited from commuting in a city-owned vehicle). Additionally, this change encourages more equity in the take home policy, as the previous ordinance permitted very broad personal use for employees within Salt Lake County and their home county,while other employees residing just a few miles outside of the limit were not permitted to even commute in a city vehicle, even without personal use. • Reporting and enforceability: The proposed ordinance calls for Fleet to maintain a take home vehicle policy and to provide department directors with access to geofencing technology and telemetrics reports, allowing them to audit employees'vehicle use.The Fleet policy must also set forth procedures to address unauthorized use. These provisions are intended to allow the City to monitor and enforce the terms of the ordinance. • Liability Insurance: Utah Code sets forth the insurance coverage a government entity must carry to cover circumstances where a city employee is using a city vehicle outside the scope of employment,with the express or implied consent of the city. The proposed amendments bring the ordinance in line with the State Code minimum insurance requirements. • Cleanup: The proposed new ordinance re-structures the authorization provision and removes some categories of authorization for simplification. • Emergency circumstances: The changes include new language permitting employees to take home a vehicle when emergency circumstances make it difficult or unsafe for an employee to return a vehicle at the end of their shift. This is intended to address circumstances such as the protests in summer 2020 when public safety officers had to get through demonstrators to gain access to the public safety building to pick up or return their vehicles. This could also address inclement weather situations, such as snow storms, etc. Attachments: A. Legislative Draft B. Oridinance P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 LEGISLATIVE DRAFT SALT LAKE CITY ORDINANCE 2 No. of 2022 3 4 (An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code 5 Pertaining to the Use of City Owned Motor Vehicles) 6 7 An ordinance amending Section 2.54 of the Salt Lake City Code pertaining to the use of city 8 owned motor vehicles. 9 WHEREAS, Chapter 2.54 "City Owned Motor Vehicles" provides certain conditions for the 10 permitted use of city owned vehicles for personal use, including commuting to and from work; and 11 WHEREAS, the Salt Lake City Council finds that updates to the current ordinance are 12 necessary to ensure that the permitted personal use of city owned vehicles is equitable for all Salt Lake 13 City employees as well as reasonably limited to protect Salt Lake City property; and 14 WHEREAS, the Salt Lake City Council further desires to revise the current ordinance to 15 require Salt Lake City employees who are authorized for personal take home use of city vehicles 16 to abide by the liability insurance coverage requirements set forth in Utah Code § 63G-7-802; and 17 NOW, THEREFORE,be it ordained by the City Council of Salt Lake City, Utah: 18 SECTION 1. Amending Section 2.54.030. Section 2.54.030 of the Salt Lake City Code 19 shall be, and hereby is, amended to read as follows: 20 A. Except as provided in subsection B of this section, nNo motor vehicle owned by the city 21 may be taken home by any city employee except under the following circumstances: 22 23 1. Authorization to regularly take home a city owned vehicle is granted to a full-time 24 employee by the department director and approved by the mayor, they mayor's chief of 25 staff, or his or her designee based on a demonstrated need for such vehicle to be taken 26 home to serve the public interest, which demonstrated need must be based on one of the 27 following criteria: 28 29 a. The vehicle is assigned as a qualified take-home vehicle to a sworn and certified 30 law enforcement officer of the Salt Lake City police department or an employee 31 of the Salt Lake City fire department (in either case, a "public safety officer") 32 pursuant to the department's take home vehicle policy. Public safety officers shall 33 at all times maintain in their vehicle an article of clothing or equipment that LEGISLATIVE DRAFT 34 clearly identifies them as public safety officers of Salt Lake City to be used in the 35 event of unexpected or off-duty deployment; or 36 37 b. The nature of the employee's work requires immediate response to emergency 38 situations, regardless of frequency, that require the use of specific safety or 39 emergency equipment that cannot be reasonably carried in the employee's 40 personal vehicle. 41 42 2. Due to an isolated incident of use when,because of the lateness of the hour or other 43 peculiar circumstances, it is impractical or impossible to return such vehicle to city 44 custody at the end of a duty shift2. 45 46 3. Due to emergency circumstances, the ability of the employee to access their primary 47 location of employment is compromised such that the employee may be unable to 48 reasonably retrieve such vehicle from, or return such vehicle to, city custody. The 49 employee in such circumstance must obtain prior written consent from their department 50 director describing the limited time period during which the employee is authorized to 51 take the vehicle home, along with a description of the circumstances necessitating the 52 temporary authorization; or 53 54 4. The employee has been designated as the director of a city department. 55 56 B. Authorization to regularly take home a city owned vehicle pursuant to subsection Al is 57 subject to the following requirementsmay be granted to a full time employee for a 58 "demonstrated need"based on at least one of the following criteria: 59 60 1. The employee has been designated as the director of a city department. 61 2. The vehicle is assigned to a sworn and certified law enforcement officer of the Salt Lake 62 City police department or an employee of the Salt Lake City fire department(in either 63 case, a"public safety officer")pursuant to their department's take home car program 64 65 of clothing or equipment that clearly i enti fes them „blic safety officers f Salt T .,ke 66 City to be used in the event of unexpected or off duty deployment. 67 3. The employee must respond to at least five (5) emergency situations or callbacks to work 68 per month. 69 'l. The nature of the employee's work requires immediate response to emergency situations, 70 , 71 that cannot be reasonably carried in the employee's personal vehicle. 72 73 5. For vehicles provided pursuant to subsections B2 through B4 of this section, reasonable 74 personal use of the take home vehicle is allowed within Salt Lake County and the county 75 in which the employee resides. No personal use may be made of the vehicle outside of 76 these limits. The amount and nature of personal use shall be established by department 77 policy, and shall be a reasonable amount and nature that, as described in that policy, shall 78 not accumulate excessive miles on the vehicle. 79 1. Prior to receiving authorization, an employee must establish their daily commute LEGISLATIVE DRAFT 80 mileage by calculating the shortest possible driving distance from the primary location of 81 employment to the employee's residence, as evidenced by a commonly available internet 82 program or application that estimates distances using driving directions (the "standard 83 commute"). Each employee will be required to provide documentation of their standard 84 commute. For such employees,reasonable personal use of a take home vehicle is allowed 85 within the employee's standard commute or related to a public safety officer's use of the 86 vehicle while actively responsible for callback duty. Such reasonable personal use shall 87 be further defined by department policies, which shall set forth a mileage radius limit 88 from the employee's residence, to limit excessive mileage and wear and tear incurred on 89 city vehicles.No personal use may be made of the vehicle outside of these limits. Prior to 90 receiving authorization, employees shall agree, in writing, to abide by the provisions of 91 this chapter,to limit take-home use of the vehicle as described herein, to maintain and 92 use the vehicle in a clean, safe, and serviceable manner, and to acknowledge that the 93 employee has no expectation of privacy in their use of any city-owned vehicle. 94 95 2. Fleet management shall provide to the department director a monthlyaccess to reports 96 detailing usage, safety data, location, and mileage of city vehicles, as well as access to 97 geofencing monitoring technology, thus enabling the department director to monitor 98 vehicle usage and to determine what constitutes a reasonable accumulation of miles on 99 vehicle,,whether employees are exceeding reasonable personal use as defined herein and 100 in department policies. Each department with employees authorized for take home 101 vehicle use shall follow adopted city fleet policies requiring regular audits of the fleet 102 management actual use reports and employees' acknowledged use and procedures for 103 addressing unauthorized personal use and usage that exceeds the employee's standard 104 commute or estimated monthly mileage, including procedures for termination of 105 authorization for take home use and disciplinary action. 106 107 3. Travel to and from secondary employment in a city vehicle is prohibited except with 108 respect to public safety officers and in that case only if the secondary employer pays a 109 fuel surcharge of six dollars ($6.00)per work shift of the public safety officer. 110 111 C. 112 1. Employees who have a demonstrated need as set forth inauthorized for take home use 113 pursuant to subsection's of thig ction^ l may use city owned motor vehicles on a 114 voluntary basis with the knowledge and consent of the appropriate department head, and 115 only if such employees make biweekly payments to the city for such use according to the 116 following fee schedule: 117 118 a. Employees who live within Salt Lake City shall make no payment for the use of 119 the vehicle. 120 121 b. For those employees living outside of Salt Lake City, each employee shall make a 122 biweekly payment to the city in the amount of three dollars ($3.00)per mile based 123 upon the distance of the employee's standard commute from the Salt Lake City 124 limits to the employee's homeresidence. Such distance shall be calculated using 125 the shortest possible driving distance from the city limits to the residence as LEGISLATIVE DRAFT 126 evidenced by a commonly available internet or computer software program that 127 estimates distances using driving directions. The distance calculated by such 128 program shall be rounded to the nearest whole mile by calculating the mileage to 129 the hundredth of a mile and then applying standard rounding practices. An 130 employee who disagrees with the determination of the city regarding that distance 131 calculation may appeal that determination to the employee's department head or 132 the department head's designee,pursuant to a process established by departmental 133 policy. Any department's policy shall require the employee to: 1)provide 134 documentation supporting any disagreement with the distance determination of 135 the city, and 2) describe any action taken by the department regarding the matter. 136 The department shall maintain records regarding the appeal and shall make those 137 records available for audit purposes. 138 139 2. The city council shall reevaluate the fee schedule each year in conjunction with its 140 adoption of the annual city budget. Notwithstanding anything herein to the contrary, 141 department heads, including the chief of the police department and the chief of the fire 1142 department, shall not be required to pay the fees imposed by this subsection C. 143 144 3. The mayor shall,by written policy, set forth liability insurance coverage to such 145 , 146 ($200,000.00)per incident, shall cover bodily injury, death, and property damage and 147 shall be in addition to that required by Utah code sections 31A 22 304 and 63G 7 802. 148 Liability coverage provided by the City for an employee's authorized personal or off-duty 149 use of city owned vehicles under this subsection is set forth in Utah Code Ann. § 63G-7- 150 802 and is limited to the minimum levels required by state law. It is the responsibility of 151 the employee to purchase supplemental insurance coverage for the authorized personal or 152 off-duty use of city vehicles, including coverage for any personal or off-duty use 153 passengers, if applicable, under this subsection. 154 155 D. Except for vehicles provided to department directors pursuant to subsection B 1 of this 156 section,under no circumstances shall a city owned vehicle be authorized for take home 157 use for an employee who resides farther than thirty five (35) miles from the city limits, as 158 calculated pursuant to subsection C of this section, regardless of the department in which 159 the employee is employed 160 Except for vehicles provided to department directors pursuant to subsection A4 of this 161 section, any employee whose standard commute exceeds sixty (60) miles from the city 162 limits may only be authorized for take home use of a city owned vehicle with the express 163 permission of the employee's department director and the mayor or the mayor's designee. 164 With respect to public safety officers authorized pursuant to subsection Al of this 165 section, the Chief of Police or Fire Chief may permit city owned vehicles to be secured at 166 a police station or fire department located within a sixty (60)mile radius from the city 167 limits if a determination is made that such arrangement is necessary and reasonable. 168 169 E. Except as provided for herein, under no circumstances shall a city vehicle be used for any 170 purpose other than city business, to promote a city interest, or for any use authorized by 171 the mayor or the mayor's designee. LEGISLATIVE DRAFT 172 173 SECTION 2. Amending Section 2.54.060. Section 2.54.060 of the Salt Lake City Code shall 174 be, and hereby is, amended to read as follows: 175 Any violation of the provisions of this chapter shall be grounds for suspension or dismissal 176 from employment,but shall not be considered a criminal offense, except as set forth in Utah Code 177 Ann. § 76-8-402. 178 179 SECTION 3. Effective Date. This Ordinance shall become effective on the date of its first 180 publication. 181 Passed by the City Council of Salt Lake City, Utah this_day of , 2022. 182 183 184 CHAIRPERSON 185 ATTEST: 186 187 188 189 CITY RECORDER 190 191 192 Transmitted to Mayor on 193 Mayor's Action: Approved. Vetoed. 194 195 196 197 MAYOR 198 199 200 201 CITY RECORDER 202 203 (SEAL) 204 205 206 Bill No. of 2022. 207 Published: 208 209 SALT LAKE CITY ORDINANCE No. of 2021 (An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles) An ordinance amending Section 2.54 of the Salt Lake City Code pertaining to the use of city owned motor vehicles. WHEREAS, Chapter 2.54 "City Owned Motor Vehicles" provides certain conditions for the permitted use of city owned vehicles for personal use, including commuting to and from work; and WHEREAS, the Salt Lake City Council finds that updates to the current ordinance are necessary to ensure that the permitted personal use of city owned vehicles is equitable for all Salt Lake City employees as well as reasonably limited to protect Salt Lake City property; and WHEREAS, the Salt Lake City Council further desires to revise the current ordinance to require Salt Lake City employees who are authorized for personal take home use of city vehicles to abide by the liability insurance coverage requirements set forth in Utah Code § 63G-7-802; and NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Amending Section 2.54.030. Section 2.54.030 of the Salt Lake City Code shall be, and hereby is, amended to read as follows: A. No motor vehicle owned by the city may be taken home by any city employee except under the following circumstances: 1. Authorization to regularly take home a city owned vehicle is granted to a full-time employee by the department director and approved by the mayor, they mayor's chief of staff, or his or her designee based on a demonstrated need for such vehicle to be taken home to serve the public interest, which demonstrated need must be based on one of the following criteria: a. The vehicle is assigned as a qualified take-home vehicle to a sworn and certified law enforcement officer of the Salt Lake City police department or an employee of the Salt Lake City fire department (in either case, a "public safety officer") pursuant to the department's take home vehicle policy. Public safety officers shall at all times maintain in their vehicle an article of clothing or equipment that clearly identifies them as public safety officers of Salt Lake City to be used in the event of unexpected or off-duty deployment; or b. The nature of the employee's work requires immediate response to emergency situations, regardless of frequency, that require the use of specific safety or emergency equipment that cannot be reasonably carried in the employee's personal vehicle. 2. Due to an isolated incident of use when,because of the lateness of the hour or other peculiar circumstances, it is impractical or impossible to return such vehicle to city custody at the end of a duty shift; 3. Due to emergency circumstances, the ability of the employee to access their primary location of employment is compromised such that the employee may be unable to reasonably retrieve such vehicle from, or return such vehicle to, city custody. The employee in such circumstance must obtain prior written consent from their department director describing the limited time period during which the employee is authorized to take the vehicle home, along with a description of the circumstances necessitating the temporary authorization; or 4. The employee has been designated as the director of a city department. B. Authorization to take home a city owned vehicle subject to subsection Al is subject to the following requirements: I. Prior to receiving authorization, an employee must establish their daily commute mileage by calculating the shortest possible driving distance from the primary location of employment to the employee's residence, as evidenced by a commonly available Internet program or application that estimates distances using driving directions (the "standard commute"). Each employee will be required to provide documentation of their standard commute. For such employees, reasonable personal use of a take home vehicle is allowed within the employee's standard commute or related to a public safety officer's use of the vehicle while actively responsible for callback duty. Such reasonable personal use shall be further defined by department policies, which shall set forth a mileage radius limit from the employee's residence, to limit excessive mileage and wear and tear incurred on city vehicles. No personal use may be made of the vehicle outside of these limits. Prior to receiving authorization, employees shall agree, in writing, to abide by the provisions of this chapter, to limit take-home use of the vehicle as described herein, to maintain and use the vehicle in a clean, safe, and serviceable manner, and to acknowledge that the employee has no expectation of privacy in their use of any city-owned vehicle. 2. Fleet management shall provide to the department director access to reports detailing usage, safety data, location, and mileage of city vehicles, as well as access to geofencing monitoring technology, thus enabling the department director to monitor vehicle usage and to determine whether employees are exceeding reasonable personal use as defined herein and in department policies. Each department with employees authorized for take home vehicle use shall follow adopted city fleet policies requiring regular audits of the fleet management actual use reports and employees' acknowledged use and procedures for addressing unauthorized personal use and usage that exceeds the employee's standard commute or estimated monthly mileage, including procedures for termination of authorization for take home use and disciplinary action. 3. Travel to and from secondary employment in a city vehicle is prohibited except with respect to public safety officers and in that case only if the secondary employer pays a fuel surcharge of six dollars ($6.00) per work shift of the public safety officer. C. I. Employees authorized for take home use pursuant to subsection A l may use city owned motor vehicles only if such employees make biweekly payments to the city for such use according to the following fee schedule: a. Employees who live within Salt Lake City shall make no payment for the use of the vehicle. b. For those employees living outside of Salt Lake City, each employee shall make a biweekly payment to the city in the amount of three dollars ($3.00)per mile based upon the distance of the employee's standard commute from the Salt Lake City limits to the employee's residence. 2. The city council shall reevaluate the fee schedule each year in conjunction with its adoption of the annual city budget. Notwithstanding anything herein to the contrary, department heads, including the chief of the police department and the chief of the fire department, shall not be required to pay the fees imposed by this subsection C. 3. Liability coverage provided by the City for an employee's authorized personal or off-duty use of city owned vehicles under this subsection is set forth in Utah Code Ann. § 63G-7- 802 and is limited to the minimum levels required by state law. It is the responsibility of the employee to purchase supplemental insurance coverage for the authorized personal or off-duty use of city vehicles, including coverage for any personal or off-duty use passengers, if applicable, under this subsection. D. Except for vehicles provided to department directors pursuant to subsection A4 of this section, a city owned vehicle may only be authorized for take home use for an employee whose standard commute exceeds sixty (60) miles from the city limits with the express permission of the employee's department director and the mayor or the mayor's designee. With respect to public safety officers authorized pursuant to subsection Al of this section, the Chief of Police or Fire Chief may permit city owned vehicles to be secured at a police station or fire department located within a sixty (60) mile radius from the city limits if a determination is made that such arrangement is necessary and reasonable. E. Except as provided for herein, under no circumstances shall a city vehicle be used for any purpose other than city business, to promote a city interest, or for any use authorized by the mayor or the mayor's designee. SECTION 2. Amending Section 2.54.060. Section 2.54.060 of the Salt Lake City Code shall be, and hereby is, amended to read as follows: Any violation of the provisions of this chapter shall be grounds for suspension or dismissal from employment, but shall not be considered a criminal offense, except as set forth in Utah Code Ann. § 76-8-402. SECTION 3. 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 , 2020. CHAIRPERSON ATTEST: CITY RECORDER Transmitted to Mayor on Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER APPROVED AS TO FORM (SEAL) Salt Lake City Attorney's Office Date: 12/21/2021 By: Bill No. of 202]. Sara Montoya Published: Senior City Attorney ERIN MENDENHALL OFFICE OF THE MAYOR Mayor .....; ',,Ec"1 ,�,lT''t,,. CITY COUNCIL TRANSMITTAL Lis (Dec 29,202115:37 MST) Date Received: 12 29 2021 Lisa Shaffer, Chief Administrative Officer Date Sent to Council: 12/29/2021 TO: Salt Lake City Council Amy Fowler, Chair DATE: December 21, 2021 FROM: Lisa Shaffer, Chief Administrative Officer SUBJECT: An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles STAFF CONTACTS: Rachel Otto,Mayor's Office Sara Montoya, Senior City Attorney DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council adopt the ordinance. BUDGET IMPACT: Anticipated to be negligible. May result in some increased costs,but will also decrease costs as a result of tighter"personal use" allowance. BACKGROUND/DISCUSSION: In the face of increasing competition for qualified law enforcement officers across the state, as well as feedback from the Police Department that the City's current take-home vehicle ordinance was a detractor from recruitment, the Mayor's Office determined earlier this year to examine whether to amend this ordinance. The proposed revision was created in conjunction with the Police Department and Public Services. Below is a brief synopsis of the changes: • Limitations on personal use of vehicles: Previously, the ordinance permitted employees to use city-owned vehicles for"reasonable personal use"within Salt Lake County and the employee's home county. The proposed changes have limited personal use to "reasonable personal use within . . . the employee's standard commute or related to a public safety officer's use of the vehicle while actively responsible for callback duty."The purpose of this change is to better tailor the policy to the intended benefits of taking home a vehicle, P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ••''t 4 t•°• hr including the benefit to the City of having public safety officers available for immediate response when on callback duty,without accumulating excessive mileage or permitting excessive personal use of the vehicles.The proposed ordinance includes procedures for establishing the employee's "standard commute," and requires employees to first agree,in writing, to comply with the ordinance,limit personal use,maintain the vehicle,and acknowledge that there is no expectation of privacy their use of city vehicles. "Reasonable personal use"will be further defined as per Fleet and Departmental policy. • Expanded eligibility radius for permitted take home use: The proposed ordinance expands authorized take home use to any employee residing 60 miles or less from the city limits, an increase from the current ordinance's limit of 35 miles or less..Additionally, the proposed change permits exceptions to this radius requirement on a case-by-case basis,with permission of the employee's department director and the mayor.The primary purpose of this change is to enable the City to recruit new public safety officers, as an increasing number of recruits reside in communities surrounding the City,and public safety agencies in other communities often have robust take home vehicle policies. The previous 35-mile limitation seemed to arbitrarily cut employees living furthest from the city out of the policy (arguably those most benefitted from commuting in a city-owned vehicle). Additionally, this change encourages more equity in the take home policy, as the previous ordinance permitted very broad personal use for employees within Salt Lake County and their home county, while other employees residing just a few miles outside of the limit were not permitted to even commute in a city vehicle, even without personal use. • Reporting and enforceability: The proposed ordinance calls for Fleet to maintain a take home vehicle policy and to provide department directors with access to geofencing technology and telemetrics reports, allowing them to audit employees'vehicle use.The Fleet policy must also set forth procedures to address unauthorized use. These provisions are intended to allow the City to monitor and enforce the terms of the ordinance. • Liability Insurance: Utah Code sets forth the insurance coverage a government entity must carry to cover circumstances where a city employee is using a city vehicle outside the scope of employment,with the express or implied consent of the city. The proposed amendments bring the ordinance in line with the State Code minimum insurance requirements. • Cleanup: The proposed new ordinance re-structures the authorization provision and removes some categories of authorization for simplification. • Emergency circumstances: The changes include new language permitting employees to take home a vehicle when emergency circumstances make it difficult or unsafe for an employee to return a vehicle at the end of their shift.This is intended to address circumstances such as the protests in summer 2020 when public safety officers had to get through demonstrators to gain access to the public safety building to pick up or return their vehicles. This could also address inclement weather situations, such as snow storms, etc. Attachments: A. Legislative Draft B. Ordinance P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 LEGISLATIVE DRAFT SALT LAKE CITY ORDINANCE 2 No. of 2022 3 4 (An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code 5 Pertaining to the Use of City Owned Motor Vehicles) 6 7 An ordinance amending Section 2.54 of the Salt Lake City Code pertaining to the use of city 8 owned motor vehicles. 9 WHEREAS, Chapter 2.54 "City Owned Motor Vehicles" provides certain conditions for the 10 permitted use of city owned vehicles for personal use, including commuting to and from work; and 11 WHEREAS, the Salt Lake City Council finds that updates to the current ordinance are 12 necessary to ensure that the permitted personal use of city owned vehicles is equitable for all Salt Lake 13 City employees as well as reasonably limited to protect Salt Lake City property; and 14 WHEREAS, the Salt Lake City Council further desires to revise the current ordinance to 15 require Salt Lake City employees who are authorized for personal take home use of city vehicles 16 to abide by the liability insurance coverage requirements set forth in Utah Code § 63G-7-802; and 17 NOW, THEREFORE,be it ordained by the City Council of Salt Lake City, Utah: 18 SECTION 1. Amending Section 2.54.030. Section 2.54.030 of the Salt Lake City Code 19 shall be, and hereby is, amended to read as follows: 20 A. Except as provided in subsection B of this section, nNo motor vehicle owned by the city 21 may be taken home by any city employee except under the following circumstances: 22 23 1. Authorization to regularly take home a city owned vehicle is granted to a full-time 24 employee by the department director and approved by the mayor, they mayor's chief of 25 staff, or his or her designee based on a demonstrated need for such vehicle to be taken 26 home to serve the public interest, which demonstrated need must be based on one of the 27 following criteria: 28 29 a. The vehicle is assigned as a qualified take-home vehicle to a sworn and certified 30 law enforcement officer of the Salt Lake City police department or an employee 31 of the Salt Lake City fire department (in either case, a "public safety officer") 32 pursuant to the department's take home vehicle policy. Public safety officers shall 33 at all times maintain in their vehicle an article of clothing or equipment that LEGISLATIVE DRAFT 34 clearly identifies them as public safety officers of Salt Lake City to be used in the 35 event of unexpected or off-duty deployment; or 36 37 b. The nature of the employee's work requires immediate response to emergency 38 situations, regardless of frequency, that require the use of specific safety or 39 emergency equipment that cannot be reasonably carried in the employee's 40 personal vehicle. 41 42 2. Due to an isolated incident of use when,because of the lateness of the hour or other 43 peculiar circumstances, it is impractical or impossible to return such vehicle to city 44 custody at the end of a duty shift2- 45 46 3. Due to emergency circumstances, the ability of the employee to access their primary 47 location of employment is compromised such that the employee may be unable to 48 reasonably retrieve such vehicle from, or return such vehicle to, city custody. The 49 employee in such circumstance must obtain prior written consent from their department 50 director describing the limited time period during which the employee is authorized to 51 take the vehicle home, along with a description of the circumstances necessitating the 52 temporary authorization; or 53 54 4. The employee has been designated as the director of a city department. 55 56 B. Authorization to regularly take home a city owned vehicle pursuant to subsection Al is 57 subject to the following requirementsmay be granted to a full time employee for a 58 "demonstrated need"based on at least one of the following criteria: 59 60 1. The employee has been designated as the director of a city department. 61 2. The vehicle is assigned to a sworn and certified law enforcement officer of the Salt Lake 62 City police department or an employee of the Salt Lake City fire department(in either 63 case, a"public safety officer")pursuant to their department's take home car program 64 65 of clothing or equipment that clearly identifies them as public safety officers of Salt Lake 66 City to be used in the event of unexpected or off duty deployment. 67 3. The employee must respond to at least five (5) emergency situations or callbacks to work 68 per month. 69 'l. The nature of the employee's work requires immediate response to emergency situations, 70 , 71 that cannot be reasonably carried in the employee's personal vehicle. 72 73 5. For vehicles provided pursuant to subsections B2 through B4 of this section, reasonable 74 personal use of the take home vehicle is allowed within Salt Lake County and the county 75 in which the employee resides. No personal use may be made of the vehicle outside of 76 these limits. The amount and nature of personal use shall be established by department 77 policy, and shall be a reasonable amount and nature that, as described in that policy, shall 78 not accumulate excessive miles on the vehicle. 79 1. Prior to receiving authorization, an employee must establish their daily commute LEGISLATIVE DRAFT 80 mileage by calculating the shortest possible driving distance from the primary location of 81 employment to the employee's residence, as evidenced by a commonly available internet 82 program or application that estimates distances using driving directions (the "standard 83 commute"). Each employee will be required to provide documentation of their standard 84 commute. For such employees,reasonable personal use of a take home vehicle is allowed 85 within the employee's standard commute or related to a public safety officer's use of the 86 vehicle while actively responsible for callback duty. Such reasonable personal use shall 87 be further defined by department policies, which shall set forth a mileage radius limit 88 from the employee's residence, to limit excessive mileage and wear and tear incurred on 89 city vehicles.No personal use may be made of the vehicle outside of these limits. Prior to 90 receiving authorization, employees shall agree, in writing, to abide by the provisions of 91 this chapter,to limit take-home use of the vehicle as described herein, to maintain and 92 use the vehicle in a clean, safe, and serviceable manner, and to acknowledge that the 93 employee has no expectation of privacy in their use of any city-owned vehicle. 94 95 2. Fleet management shall provide to the department director a monthlyaccess to reports 96 detailing usage, safety data, location, and mileage of city vehicles, as well as access to 97 geofencing monitoring technology, thus enabling the department director to monitor 98 vehicle usage and to determine what constitutes a reasonable accumulation of miles on 99 vehicle,,whether employees are exceeding reasonable personal use as defined herein and 100 in department policies. Each department with employees authorized for take home 101 vehicle use shall follow adopted city fleet policies requiring regular audits of the fleet 102 management actual use reports and employees' acknowledged use and procedures for 103 addressing unauthorized personal use and usage that exceeds the employee's standard 104 commute or estimated monthly mileage, including procedures for termination of 105 authorization for take home use and disciplinary action. 106 107 3. Travel to and from secondary employment in a city vehicle is prohibited except with 108 respect to public safety officers and in that case only if the secondary employer pays a 109 fuel surcharge of six dollars ($6.00)per work shift of the public safety officer. 110 111 C. 112 1. Employees who have a demonstrated need as set forth inauthorized for take home use 113 pursuant to subsection's of thig ction^ l may use city owned motor vehicles on a 114 voluntary basis with the knowledge and consent of the appropriate department head, and 115 only if such employees make biweekly payments to the city for such use according to the 116 following fee schedule: 117 118 a. Employees who live within Salt Lake City shall make no payment for the use of 119 the vehicle. 120 121 b. For those employees living outside of Salt Lake City, each employee shall make a 122 biweekly payment to the city in the amount of three dollars ($3.00)per mile based 123 upon the distance of the employee's standard commute from the Salt Lake City 124 limits to the employee's homeresidence. Such distance shall be calculated using 125 the shortest possible driving distance from the city limits to the residence as LEGISLATIVE DRAFT 126 evidenced by a commonly available internet or computer software program that 127 estimates distances using driving directions. The distance calculated by such 128 program shall be rounded to the nearest whole mile by calculating the mileage to 129 the hundredth of a mile and then applying standard rounding practices. An 130 131 calculation may appeal that determination to the employee's department head or 132 the department head's designee,pursuant to a process established by departmental 133 policy. Any department's policy shall require the employee to: 1)provide 134 documentation supporting any disagreement with the distance determination of 135 the city, and 2) describe any action taken by the department regarding the matter. 136 The department shall maintain records regarding the appeal and shall make those 137 records available for audit purposes. 138 139 2. The city council shall reevaluate the fee schedule each year in conjunction with its 140 adoption of the annual city budget. Notwithstanding anything herein to the contrary, 141 department heads, including the chief of the police department and the chief of the fire 1142 department, shall not be required to pay the fees imposed by this subsection C. 143 144 3. The mayor shall, by written policy, set forth liability insurance coverage to such 145 , 146 ($200,000.00)per incident, shall cover bodily injury, death, and property damage and 147 shall be in addition to that required by Utah code sections 31A 22 304 and 63G 7 802. 148 Liability coverage provided by the City for an employee's authorized personal or off-duty 149 use of city owned vehicles under this subsection is set forth in Utah Code Ann. § 63G-7- 150 802 and is limited to the minimum levels required by state law. It is the responsibility of 151 the employee to purchase supplemental insurance coverage for the authorized personal or 152 off-duty use of city vehicles, including coverage for any personal or off-duty use 153 passengers, if applicable, under this subsection. 154 155 D. Except for vehicles provided to department directors pursuant to subsection B 1 of this 156 section,under no circumstances shall a city owned vehicle be authorized for take home 157 use for an employee who resides farther than thirty five (35) miles from the city limits, as 158 calculated pursuant to subsection C of this section, regardless of the department in which 159 the employee is employed 160 Except for vehicles provided to department directors pursuant to subsection A4 of this 161 section, any employee whose standard commute exceeds sixty (60) miles from the city 162 limits may only be authorized for take home use of a city owned vehicle with the express 163 permission of the employee's department director and the mayor or the mayor's designee. 164 With respect to public safety officers authorized pursuant to subsection Al of this 165 section, the Chief of Police or Fire Chief may permit city owned vehicles to be secured at 166 a police station or fire department located within a sixty (60)mile radius from the city 167 limits if a determination is made that such arrangement is necessary and reasonable. 168 169 E. Except as provided for herein, under no circumstances shall a city vehicle be used for any 170 purpose other than city business, to promote a city interest, or for any use authorized by 171 the mayor or the mayor's designee. LEGISLATIVE DRAFT 172 173 SECTION 2. Amending Section 2.54.060. Section 2.54.060 of the Salt Lake City Code shall 174 be, and hereby is, amended to read as follows: 175 Any violation of the provisions of this chapter shall be grounds for suspension or dismissal 176 from employment,but shall not be considered a criminal offense, except as set forth in Utah Code 177 Ann. § 76-8-402. 178 179 SECTION 3. Effective Date. This Ordinance shall become effective on the date of its first 180 publication. 181 Passed by the City Council of Salt Lake City, Utah this_day of , 2022. 182 183 184 CHAIRPERSON 185 ATTEST: 186 187 188 189 CITY RECORDER 190 191 192 Transmitted to Mayor on 193 Mayor's Action: Approved. Vetoed. 194 195 196 197 MAYOR 198 199 200 201 CITY RECORDER 202 203 (SEAL) 204 205 206 Bill No. of 2022. 207 Published: 208 209 SALT LAKE CITY ORDINANCE No. of 2022 (An ordinance amending Sections 2.54.030 and 2.54.060 of the Salt Lake City Code Pertaining to the Use of City Owned Motor Vehicles) An ordinance amending Section 2.54 of the Salt Lake City Code pertaining to the use of city owned motor vehicles. WHEREAS, Chapter 2.54 "City Owned Motor Vehicles" provides certain conditions for the permitted use of city owned vehicles for personal use, including commuting to and from work; and WHEREAS, the Salt Lake City Council finds that updates to the current ordinance are necessary to ensure that the permitted personal use of city owned vehicles is equitable for all Salt Lake City employees as well as reasonably limited to protect Salt Lake City property; and WHEREAS, the Salt Lake City Council further desires to revise the current ordinance to require Salt Lake City employees who are authorized for personal take home use of city vehicles to abide by the liability insurance coverage requirements set forth in Utah Code § 63G-7-802; and NOW, THEREFORE,be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Amending Section 2.54.030. Section 2.54.030 of the Salt Lake City Code shall be, and hereby is, amended to read as follows: A. No motor vehicle owned by the city may be taken home by any city employee except under the following circumstances: 1. Authorization to regularly take home a city owned vehicle is granted to a full-time employee by the department director and approved by the mayor, they mayor's chief of staff, or his or her designee based on a demonstrated need for such vehicle to be taken home to serve the public interest, which demonstrated need must be based on one of the following criteria: a. The vehicle is assigned as a qualified take-home vehicle to a sworn and certified law enforcement officer of the Salt Lake City police department or an employee of the Salt Lake City fire department (in either case, a "public safety officer") pursuant to the department's take home vehicle policy. Public safety officers shall at all times maintain in their vehicle an article of clothing or equipment that clearly identifies them as public safety officers of Salt Lake City to be used in the event of unexpected or off-duty deployment; or b. The nature of the employee's work requires immediate response to emergency situations, regardless of frequency, that require the use of specific safety or emergency equipment that cannot be reasonably carried in the employee's personal vehicle. 2. Due to an isolated incident of use when,because of the lateness of the hour or other peculiar circumstances, it is impractical or impossible to return such vehicle to city custody at the end of a duty shift; 3. Due to emergency circumstances, the ability of the employee to access their primary location of employment is compromised such that the employee may be unable to reasonably retrieve such vehicle from, or return such vehicle to, city custody. The employee in such circumstance must obtain prior written consent from their department director describing the limited time period during which the employee is authorized to take the vehicle home, along with a description of the circumstances necessitating the temporary authorization; or 4. The employee has been designated as the director of a city department. B. Authorization to take home a city owned vehicle subject to subsection Al is subject to the following requirements: 1. Prior to receiving authorization, an employee must establish their daily commute mileage by calculating the shortest possible driving distance from the primary location of employment to the employee's residence, as evidenced by a commonly available internet program or application that estimates distances using driving directions (the "standard commute"). Each employee will be required to provide documentation of their standard commute. For such employees, reasonable personal use of a take home vehicle is allowed within the employee's standard commute or related to a public safety officer's use of the vehicle while actively responsible for callback duty. Such reasonable personal use shall be further defined by department policies, which shall set forth a mileage radius limit from the employee's residence, to limit excessive mileage and wear and tear incurred on city vehicles.No personal use may be made of the vehicle outside of these limits. Prior to receiving authorization, employees shall agree, in writing, to abide by the provisions of this chapter,to limit take-home use of the vehicle as described herein, to maintain and use the vehicle in a clean, safe, and serviceable manner, and to acknowledge that the employee has no expectation of privacy in their use of any city-owned vehicle. 2. Fleet management shall provide to the department director access to reports detailing usage, safety data, location, and mileage of city vehicles, as well as access to geofencing monitoring technology,thus enabling the department director to monitor vehicle usage and to determine whether employees are exceeding reasonable personal use as defined herein and in department policies. Each department with employees authorized for take home vehicle use shall follow adopted city fleet policies requiring regular audits of the fleet management actual use reports and employees' acknowledged use and procedures for addressing unauthorized personal use and usage that exceeds the employee's standard commute or estimated monthly mileage, including procedures for termination of authorization for take home use and disciplinary action. 3. Travel to and from secondary employment in a city vehicle is prohibited except with respect to public safety officers and in that case only if the secondary employer pays a fuel surcharge of six dollars ($6.00)per work shift of the public safety officer. C. 1. Employees authorized for take home use pursuant to subsection Al may use city owned motor vehicles only if such employees make biweekly payments to the city for such use according to the following fee schedule: a. Employees who live within Salt Lake City shall make no payment for the use of the vehicle. b. For those employees living outside of Salt Lake City, each employee shall make a biweekly payment to the city in the amount of three dollars ($3.00)per mile based upon the distance of the employee's standard commute from the Salt Lake City limits to the employee's residence. 2. The city council shall reevaluate the fee schedule each year in conjunction with its adoption of the annual city budget. Notwithstanding anything herein to the contrary, department heads, including the chief of the police department and the chief of the fire department, shall not be required to pay the fees imposed by this subsection C. 3. Liability coverage provided by the City for an employee's authorized personal or off-duty use of city owned vehicles under this subsection is set forth in Utah Code Ann. § 63G-7- 802 and is limited to the minimum levels required by state law. It is the responsibility of the employee to purchase supplemental insurance coverage for the authorized personal or off-duty use of city vehicles, including coverage for any personal or off-duty use passengers, if applicable, under this subsection. D. Except for vehicles provided to department directors pursuant to subsection A4 of this section, a city owned vehicle may only be authorized for take home use for an employee whose standard commute exceeds sixty(60) miles from the city limits with the express permission of the employee's department director and the mayor or the mayor's designee. With respect to public safety officers authorized pursuant to subsection Al of this section, the Chief of Police or Fire Chief may permit city owned vehicles to be secured at a police station or fire department located within a sixty(60) mile radius from the city limits if a determination is made that such arrangement is necessary and reasonable. E. Except as provided for herein, under no circumstances shall a city vehicle be used for any purpose other than city business, to promote a city interest, or for any use authorized by the mayor or the mayor's designee. SECTION 2. Amending Section 2.54.060. Section 2.54.060 of the Salt Lake City Code shall be, and hereby is, amended to read as follows: Any violation of the provisions of this chapter shall be grounds for suspension or dismissal from employment,but shall not be considered a criminal offense, except as set forth in Utah Code Ann. § 76-8-402. SECTION 3. 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: CITY RECORDER Transmitted to Mayor on Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER (SEAL) Bill No. of 2022. Published: Item K4 J •••• ' "'z MOTION SHEET yv11//,,,y 4ki -% CITY COUNCIL of SALT LAKE CITY .s, Itif i__ i ,DTI: • ® I iW 31�1=. 4.7 4•S•� �• I T��� TO: City Council Members FROM: Sam Owen,Policy Analyst DATE: May 3,2022 RE: Resolution: Bond Parameters Resolution MOTION i I move the Council adopt the series 2022 bond parameters resolution, and recognize the date is set for a public hearing on the bond issuance for May 17,2022. MOTION 2 I move the Council not adopt the resolution. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT %%%%% c s_ 4/II „so, f b' L ,,,i�i CITY COUNCIL of SALT LAKE CITY 17% r i %%•1111%%�q Item Schedule: Briefing: May 3,2022 TO: City Council Members Public Hearing:May 17,2022 Potential Action: May 17,2022 FROM: Sam Owen,Policy Analyst DATE: May 3, 2022 RE: Salt Lake City Public Utilities Revenue Bonds,Series 2022 ISSUE AT A GLANCE The Department of Public Utilities intends to issue another round of bonds to pay for large sewer and water fund capital projects.The Wastewater Reclamation Facility project is driven by federal and state wastewater treatment requirements,and is one of the largest capital infrastructure projects the Department has managed. As discussed during the annual budget briefing,due to the size and scope of the project,revenue increases are planned in both the Water and Sewer Utilities to afford the debt service payments on the bonds. The Council already set a date for the bond hearing,to be held May 17d'.The Council's potential action during the formal meeting May 3rd,2022 would consider adoption of the bond parameters resolution,which begins a public protest period where residents can raise concerns. KEY POINTS • Bonds are proposed to be issued,generating revenue for the water and wastewater funds in Public Utilities.The total amount is proposed at$349,222,643.The bonds are secured entirely and only by revenue to the utility as defined in the agreement. • $298,040,000 of the issuance would fund the current and ongoing Wastewater Reclamation Facility construction project. • $51,182,643 of the issuance would fund capital projects in the water utility. • Over the life of this bond, $583,825,122 is the estimated present-value cost of the debt,until 2052 for this bond series(thirty year amortization). CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET,ROOM 304 SLCCOUNCIL.COM 0 P.O.BOX 145476,SALT LAKE CITY,UTAH 84114-5476 TEL 801-535-7600 FAX 801-535-7651 • Assumptions in the bond financial models include cumulative utility revenue growth of between ten and thirty percent each year through 2029.The revenue growth at this pace is created through rate increases over the same period of years and potentially well beyond. • Generational capital projects initiated in recent years create the need for the cash on hand resulting from the bonds.Full completion of projects using bond money is a requirement of the bond agreements. POLICY QUESTIONS 1. The Department conducted a"Financial Capability Assessment"to evaluate the affordability of water and sewer rates,known as a community capacity-to-pay study.(See"Additional Information"section below.)The study indicates that based on median income,there is community capacity among utility customers with regard to the current and ongoing cost of the bonded debt.The study also discusses the demographic reality of potentially more severe impacts resulting from these cost increases for residents of the city based on income and location,among other factors,which will be studied in the next phase. See attachment 2. Would Council Members like to coordinate with the Department on demographic or other factors to be emphasized and analyzed in later phases of its community capacity to pay study? 2. Council Members regularly emphasize the value and importance of relief resources for customers who cannot afford the new increases,and those beyond.Would the Council like to discuss options for increasing support and relief resources? ADDITIONAL INFORMATION 1—' � u Rose Park Capitol The Avenues Fairpark Hill Poplar Grove Central City East Central Foothills Liberty Glendale Ballpark Wells sugar House i1 sl CILYi u... /m, Figure 3. Demographic Index for SLCDPU Service Area Page 12 From the community study discussed above,this map represents locations of populations in SLC corresponding to an Environmental Protection Agency standard that measures income and other demographic factors.The yellow,orange and red colors are areas with populations estimated to be the most vulnerable to negative impacts from rate increases,as well as vulnerable in terms of environmental justice generally. The bar graph below shows the escalating debt service of the utilities collectively as bond issuances continue and annual payment obligations come online. Debt service is estimated to outpace revenue growth for a time, resulting in acceptable but correspondingly lower coverage ratios for the total debt. Existing and Estimated Debt Service $80 $350 $70 ■ $300 0 $50 — — — — — — $200 $40 $30 $150 .15 $10 Illiiir $500 $0 1 1 $0 o, o .+ N m e 0 l0 n co m o .+ CO m .Cl b n w m o n w m o e n ao 0 0 0 0 0 0 0 0 0 0 CO 0 0 CO 0 0 o g g g g g g g ' g g B 8 '6 '6 8 8 '6 '6 8 N N N N N N N ry N N N N ry N ry N N N N ry N N N N N N N N N N N N N N N N ry N ry N Fiscal Year Ending June 30, Existing D/S iSeries 2020 WIFIA Loan Series 2022 ti Series 2023 Prepared by: Series 2024 Series 2025 iiSeries 2027 . ,Revenue STIFEL Note:Assumes curr The table below shows indicators the bond consultants use in their financial models.The recent valuation of construction activity in the city is strong. Construction Activity in the City Additions, Total New Alterations and Repairs Construction Number Residential Nonresidential %Change Dwelling Value Value Residential Nonresidential Value from Prior Year nit ($0001 ($000) Value($000) Value($000) ($0001 Period 2021 4,131 765,117.50 467,325.40 48,870.30 717,998.40 1,999,311.60 37.6 2020 2,282 309,034.0 418,296.0 105.562.2 620,532.8 1,453,425.0 2.6 2019 3,894 $589,888.26 $458,798.94 $40,935.10 $326,724.32 $1,416,346.63 72.07% 2018 877 126,957.58 430,249.04 37,988.97 227,906.72 823,102.31 (2.38) 2017 648 99,053.93 428,214.54 35,050.72 280,826.61 843,145.78 (43.13) (Source: University of Utah Bureau of Economic and Business Research,Utah Construction Information Database.) ATTACHMENTS 1. Transmittal 2. Financial Capability Assessment 3. Public Utilities Revenue Bonds Bonding Analysis,April 6,2022 Page 13 II' ,.... Public Utilities Key Findinar SLCDPU Financial • For the most part, for the service area as a Lowest Quintile Residential Indicator Capability Assessment whole, impacts to residential customers fall within the low impact category, with a few Mid-Range: Study metrics falling in the mid-range. l.o-2.as The residential indicator (Figure 1) represents Background the burden that SLCDPU's wastewater charges Low:<1.0% High.>2.0% impose on households with median incomes. 1.1% The Salt Lake City Department of Public Charges fall within the low impact range. Utilities (SLCDPU) is committed to providing affordable services to its customers. Figure 2. Lowest Quintile Residential Indicator Accordingly, SLCDPU conducted the first part Residential Indicator Results for SLCDPU of a multi-phase Financial Capability Assessment study to better understand how • Financial capability metrics, for measures combined water and sewer rates and charges such as bond rating, unemployment rate,Mi020%e: and tax collection rates, indicate a strong affect its customers, address hardships caused by income limitations, and identify potential overall financial position for SLCDPU's environmental justice and social equity issues. community and service area. Low:<1.0% High:>2.0% • The cumulative burden of full SLCDPU The Phase I study incorporated new metrics 0.63% =I program and service costs on customers and approaches identified in recent water- will increase over time, likely affecting wastewater industry association studies and service affordability. new pre-publication guidance on financial Figure 1. Residential Indicator Results for SLCDPU capability released by the United States • There were difficulties in collecting data for Environmental Protection Agency (EPA). The lowest quintile residential indicator special categories of customers (e.g., SLCDPU intends to use the study findings to (Figure 2) represents the burden that re-entry citizens and multigeneration support a variety of activities, including project wastewater charges impose on households households) who may experience scheduling, rate setting and customer with incomes that fall within the lowest 20%. environmental justice-related challenges. assistance programs, customer outreach and Charges fall within the mid-range of impacts for • The utility should consider environmental engagement, and environmental justice and this group. factors, including use impairment, public social value initiatives. health, and discharges to sensitive areas, when prioritizing the timing for capital investments. Page I 1 II' ,.... Public Utilities • There are sub-geographies within the SLCDPU service area with certain demographic or physical characteristics (or both), where residents may experience f greater financial, environmental justice, and social equity hardship. Neighborhoods 111, with both demographic and physical Rose Park characteristics that create possible enhanced environmental justice burdens Capitol The Avenues could experience cumulative impacts and Fairpark Hill effects. Poplar Central City Grove East The demographic index (Figure 3) is the Central Foothills Demog,aph Index(State Percemiles) ril average of two demographic indicators: Glendale Ballpark Liberty Wells Sugar ,vs.,mwK.•.. w esw7, percentage low-income and percentage House 00WP.rc.inl. minority. The map was developed in ,,U E0P.a.nu4 EJSCREEN, a tool developed by EPA to I I identify areas where environmental justice _ s0dOime n considerations may warrant special attention. �.l ykm """�""» Census block groups in the SLCDPU service Ea oMo ems® �ItYI I o zmi °•� arai4"• area are shown in relation to State of Utah Figure 3. Demographic Index for SLCDPU Service Area percentiles; EPA suggests that census block collecting more data on special categories groups greater than the 80th percentile may Next Steps and Recommendations of customers and conducting further warrant further consideration There are a financial impact analysis for the number of neighborhoods in the service area The study findings may be useful for policy and neighborhoods that were identified as above 80th percentile, including Rose Park, program development related to affordability potential areas of environmental justice Fairpark and Poplar Grove; a number of these and environmental justice, particularly in the concern. neighborhoods have elevated levels of both context of other City programs and tax and fee demographic and physical characteristics that burdens that affect service area residents. • Develop other metrics identified as relevant create the possibility of enhanced for SLCDPU that were excluded during environmental justice burdens, potentially SLCDPU intends to follow up the research and Phase I because of schedule and resource leading to cumulative impacts and effects. analysis developed for the Phase I study with constraints. additional work. Planned Phase II efforts . Incorporate additional information, as include the following: appropriate, based on further guidance • Follow up with more detailed studies for published by EPA in February 2022. metrics covered in Phase I, including Page I 2 STIFEL tz u icSalt Lake Cit Utah f. f,. • • • n utilitie PUBLIC UTILITIES REVENUE BONDS BONDING ANALYSIS April 6, 2022 Salt Lake City Public Finance Office 15 West South Temple, Suite 1090, Salt Lake City, Utah 84101 385-799-7231 ti % Public Ni,4 • • • WRF PROJECT ESTIMATED MONTHLY CONSTRUCTION DRAWS Prepared by: ST I FEL WRF Estimated FinancingTargets (Construction Draws =gthin $900 WRF Estimated Total Construction Cost ,,,,,„,' Li $802,855,409 1 _ $800 $7oo S 2' . $600 Series 2022 WIFIA PROCEEDS Draws 8/31/2022 thru 10/31/2023 $348,635,000 1. $2r_� $279,864,195(New Money) J Series 2023 $500 ! W Draws 11/30/2023 thru 2/31/2026 A o ; • Series 2020 ! �' $28,188,977(New Money) r bond proceeds or • 1 � $aoo E 1 $15 prior funds (-J $300 $10 4' 1---.---, . Si lh $100 1 $t I r $10" 111111 J III IIIIIIIIIiii $U So O+ c) C, Oi O O O O O O . . . . . . r. ry h N N N rr1 MI f ei ev1 M l4 O V' V O O d1 d1 et el d1 d1 JD ,D ,. JD .D v2 O O O S O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O N N v N N N N N N N N N N v N N N N Nv N N N N N N N N N Nv N N N N N N N N N r....4 N 4OCQ0NN .13. Z 0 �. NZ � a`o NN `Tiai . Ntia Z13. ; 04N `tZai . �tia Z4DDa`o0 % NZZra`o % o .. .. - .. .. - .. ., .. - .. ., .. b Monthly Prepared by: d Monthly Spend —Cumulative Spend ST I F E L 3 Public _: 4 . . . SUMMARY OF FI NACI NG CAPITAL PROJECT BONDING Prepared by: STIFEL Anticipated Plan of Finance (System) " ; Pu bl,ic wi. U . • Assumes two additional long-term financings for WRF project and five water project financings beginning FY2022 Estimated Bonding Cap ital Projects Btimated Bonding(fiscal Ye ar) (Includes Btimated WINTAFYDraws) Fiscal Year Bt.Draws Series 2022 Series 2023 Series 2024 Series 2025 Series 2027 TOTALNFIDS WRF Project Other Projects Fiscal Year Series 2020 WIFIA Loan Previous 40,031,432 40,031,432 40,031,432 - Funding 2021 197,500,000 - - - - - - 197,554,482 106,054,482 91,500,000 2021 2022 - 13,000,000 279,864,195 - - - - 360,864,195 292,864,195 68,000,000 2022 2023 - 125,965,000 68,000,000 - - - - 125,965,000 125,965,000 - 2023 2024 - 158,517,000 - 146,324,783 - - - 304,841,783 186,841,783 118,000,000 2024 2025 - 48,456,000 - - 86,000,000 - - 134,456,000 48,456,000 86,000,000 2025 2026 - 2,697,000 - - - 77,250,000 - 79,197,000 2,697,000 76,500,000 2026 2027 - - - - - - 23,000,000 23,000,000 - 23,000,000 2027 2028 - - - - - - - - - - 2028 Total 197 500 000 348 635 000 347 864 195 146 324 783 86 000 000 77 250 000 23 000 000 1 265 909 892 802 909 892 463 000 000 Total Existing and Estimated Debt Service $80 $350 ill IiiI I i III $o� 01 O c-I N CO L11 lD I-, CO 01 O %-I N CO cr lr1 lD n 00 O1 O c-I N CO to LC) N CO 01 O ,-I N m cr L.n lD I-, 00 8 N N N N N N N N N N rh m m m m m m m m rl 8 8 8 8 8 8 8 8 8 8 a a a a o 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N N Fiscal Year Ending June 30, Existing D/S Series 2020 WIFIA Loan Series 2022 =mi Series 2023 Prepared by: Series 2024 Series 2025 Series 2027 -Revenue STIFEL 5 Note:Assumes current market rates as of 4/6.2022. Anticipated Coverage ; Public - - Utiliti , Existing And Proposed Revenue Bonds,induding WIFHAALoans Coverage Analysis 13/2021 FY2021 FY2024 1312025 1Y2026 FY2027 FINAL Flt.Draws TotalD/S Revenue Net Revenues Debt Service FiscalSf.Ending FxistingD/S Series2020 WiFlAIoan Series2022 Se tie s2023 Series2024 Series2025 SeHes2027 Requirement Growth Available(1) Coverage 6/30/2019 8,327,917 - - - - - - - 8,327,917 52,750,353 6.33 6/30/2020 8,333,697 - - - - - - - 8,333,697 17.08% 61,761,386 7.41 6/30/2021 10,941,426 3,417,814 - - - - - - 14,359,239 7.82% 66,592,715 4.64 6/30/2022 10,952,016 7,280,550 - - - - - - 18,232,566 -30.26% 46,439,033 2.55 6/30/2023 10,958,049 7,280,550 - 8,779,008 - - - - 27,017,607 42.37% 66,113,045 2.45 6/30/2024 10,953,157 7,280,550 - 14,907,750 5,487,179 - - - 38,628,636 27.88% 84,548,201 2.19 6/30/2025 7,962,308 10,455,550 - 20,017,750 5,487,179 3,225,000 - - 47,147,787 26.98% 107,363,445 2.28 6/30/2026 7,962,644 10,456,800 - 20,012,250 5,487,179 3,225,000 - - 47,143,873 20.29% 129,143,567 2.74 6/30/2027 7,953,993 10,455,050 - 20,014,250 8,711,216 3,225,000 2,896,875 - 53,256,383 13.94% 147,145,162 2.76 6/30/2028 6,761,272 10,455,050 - 20,012,750 8,711,216 5,119,875 2,896,875 - 53,957,037 10.79% 163,026,608 3.02 6/30/2029 6,767,008 10,456,300 15,200,409 20,017,250 8,711,216 5,119,875 2,896,875 862,500 70,031,431 10.07% 179,436,926 2.56 6/30/2030 6,759,235 10,453,300 15,200,409 20,011,750 8,711,216 5,119,875 4,598,957 862,500 71,717,241 -0.21% 179,056,902 2.50 6/30/2031 6,762,716 10,455,800 15,200,409 20,011,000 8,711,216 5,119,875 4,598,957 862,500 71,722,472 1.74% 182,177,642 2.54 6/30/2032 5,689,250 10,453,050 15,200,409 20,014,000 8,711,216 5,119,875 4,598,957 1,369,269 71,156,025 1.75% 185,370,646 2.61 6/30/2033 5,692,000 10,454,800 15,200,409 20,014,750 8,711,216 5,119,875 4,598,957 1,369,269 71,161,275 1.77% 188,646,573 2.65 6/30/2034 5,694,000 10,455,300 15,200,409 20,012,500 8,711,216 5,119,875 4,598,957 1,369,269 71,161,525 1.78% 192,000,248 2.70 6/30/2035 5,689,750 10,454,050 15,200,409 20,011,500 8,711,216 5,119,875 4,598,957 1,369,269 71,155,025 1.79% 195,432,660 2.75 6/30/2036 5,689,000 10,455,550 15,200,409 20,010,750 8,711,216 5,119,875 4,598,957 1,369,269 71,155,025 1.80% 198,945,739 2.80 6/30/2037 5,691,000 10,454,050 15,200,409 20,009,250 8,711,216 5,119,875 4,598,957 1,369,269 71,154,025 1.81% 202,541,629 2.85 6/30/2038 10,454,050 15,200,409 20,011,000 8,711,216 5,119,875 4,598,957 1,369,269 65,464,775 1.82% 206,222,280 3.15 6/30/2039 10,454,650 15,200,409 20,014,750 8,711,216 5,119,875 4,598,957 1,369,269 65,469,125 1.86% 210,059,886 3.21 6/30/2040 10,455,650 15,200,409 20,014,250 8,711,216 5,119,875 4,598,957 1,369,269 65,469,625 1.87% 213,987,293 3.27 6/30/2041 10,451,650 15,200,409 20,008,500 8,711,216 5,119,875 4,598,957 1,369,269 65,459,875 1.88% 218,004,747 3.33 6/30/2042 10,455,150 15,200,409 20,011,500 8,711,216 5,119,875 4,598,957 1,369,269 65,466,375 1.89% 222,115,598 3.39 6/30/2043 10,456,650 15,200,409 20,011,500 8,711,216 5,119,875 4,598,957 1,369,269 65,467,875 1.89% 226,320,927 3.46 6/30/2044 10,454,650 15,200,409 20,012,250 8,711,216 5,119,875 4,598,957 1,369,269 65,466,625 1.90% 230,623,120 3.52 6/30/2045 10,455,850 15,200,409 20,012,250 8,711,216 5,119,875 4,598,957 1,369,269 65,467,825 1.91% 235,025,584 3.59 6/30/2046 10,454,650 15,200,409 20,015,000 8,711,216 5,119,875 4,598,957 1,369,269 65,469,375 1.92% 239,528,728 3.66 6/30/2047 10,455,650 15,200,409 20,013,750 8,711,216 5,119,875 4,598,957 1,369,269 65,469,125 1.92% 244,135,017 3.73 6/30/2048 10,453,250 15,200,409 20,012,000 8,711,216 5,119,875 4,598,957 1,369,269 65,464,975 1.93% 248,846,997 3.80 6/30/2049 10,451,750 15,200,409 20,008,000 8,711,216 5,119,875 4,598,957 1,369,269 65,459,475 1.94% 253,667,298 3.88 6/30/2050 10,452,750 15,200,409 20,015,000 8,711,216 5,119,875 4,598,957 1,369,269 65,467,475 1.94% 258,597,573 3.95 6/30/2051 15,200,409 20,010,500 8,711,216 5,119,875 4,598,957 1,369,269 55,010,225 1.83% 263,327,839 4.79 6/30/2052 15,200,409 20,013,000 8,711,216 5,119,875 4,598,957 1,369,269 55,012,725 1.89% 268,293,997 4.88 6/30/2053 15,200,409 8,711,216 5,119,875 4,598,957 1,369,269 34,999,725 1.89% 273,369,487 7.81 6/30/2054 15,200,409 5,119,875 4,598,957 1,369,269 26,288,509 1.99% 278,805,131 10.61 6/30/2055 15,200,409 4,598,957 1,369,269 21,168,635 2.03% 284,467,447 13.44 6/30/2056 15,200,409 4,598,957 1,369,269 21,168,635 2.06% 290,313,689 13.71 6/30/2057 15,200,409 1,369,269 16,569,677 2.06% 296,283,498 17.88 6/30/2058 15,200,409 1,369,269 16,569,677 2.08% 302,436,271 18.25 Total 145,540,434 297,080,464 456,012,260 584,039,758 251,664,360 147,911,615 132,862,468 39,557,758 2,054,669,116 Prepared by: STIFLE 6 Note:Assumes current market rates as of 4/6.2022. Proposed Series 2022 • Public tiliti • Assumes $279,864,195 WRF project financing and $68MM water project • WRF Draws 8/31/2022 thru 10/31/2023 • Closing in Fiscal Year 2022 • 30-year level amortization (principal beginning in FY2025) a',I4 I - a. iiv ioi 11, 1SP ND% Irr. WBFProject Water Pro je Combined Series 2022- Estimated Debt Service II ws8/31/2022 thru 10/31/2023 5 2-, Delivery Date: 6/29/2022 6/29/2023 - o Final Maturity: 2/1/2052 2/1/2053 - 520 Sources Par Amount: $239,780,000 $58,260,000 $298,040,000 $1s - - - - - - - - Premium: $41,177,648 $10,004,995 $51,182,643 Total $280,957,648 $68,264,995 $349,222,643 510 • - - - - - - - Uses Deposit to Const.Fund: $279,864,195 $68,000,000 $347,864,195 55 - - - - - - - - Costs of Issuance $1,091,557 $260,926 $1,352,482 Contingency $1,896 $4,070 $5,966 Total $280,957,648 $68,264,995 $349,222,643 50 ✓ am',, ns r n rn n1 n1 n1 WI ',' ° ,n Bond Statistics 0 0 0 0 0 0 0 0 o d d d d d o • .4 ON N N ^ NNNNNNNNN True Interest Cost(TIC): 3.702% 3.702% 3.702% ■WRF Projrct •W.ter Prom t Avg Annual D/S(beg.2025): $16,094,830 $3,910,438 $20,005,268 Total Net 1 bt Service: $469,704,439 $114,120,683 $583,825,122 • Assume remaining WRF project will be financed in Fall 2023 (FY2024) Prepared by: STIFEL 7 Note:Assumes current market rates as of 4/6.2022. Salt Lake City, Utah May 3, 2022 The City Council (the "Council") of Salt Lake City, Utah (the "City"), met in regular session at the regular meeting place of the Council in Salt Lake City, Utah, at 7:00 p.m. on Tuesday, May 3, 2022, with the following members present: Present: Dan Dugan Chair Darin Mano Vice Chair Amy Fowler Council Member Victoria Petro-Eschler Council Member Alejandro Puy Council Member Ana Valdemoros Council Member Chris Wharton Council Member There were also present: Erin Mendenhall Mayor Katherine N. Lewis City Attorney Absent: After the meeting had been duly called to order and after other matters not pertinent to this Resolution had been discussed,a Certificate of Compliance with Open Meeting Law with respect to this May 3, 2022 meeting was presented to the Council, a copy of which is attached hereto. The following resolution was then introduced in written form,was fully discussed, and pursuant to motion duly made by Council Member and seconded by Council Member , was adopted by the following vote: AYE: NAY: The resolution is as follows: 4870-5556-1238,v.4 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH(THE"ISSUER"),AUTHORIZING THE ISSUANCE AND SALE OF NOT MORE THAN $360,000,000 AGGREGATE PRINCIPAL AMOUNT OF PUBLIC UTILITIES REVENUE BONDS, SERIES 2022; FIXING THE MAXIMUM AGGREGATE PRINCIPAL AMOUNT OF THE BONDS, THE MAXIMUM NUMBER OF YEARS OVER WHICH THE BONDS MAY MATURE, THE MAXIMUM INTEREST RATE WHICH THE BONDS MAY BEAR,AND THE MAXIMUM DISCOUNT FROM PAR AT WHICH THE BONDS MAY BE SOLD; PROVIDING FOR THE PUBLICATION OF A NOTICE OF PUBLIC HEARING AND BONDS TO BE ISSUED; PROVIDING FOR THE RUNNING OF A CONTEST PERIOD; AUTHORIZING THE EXECUTION BY THE ISSUER OF A SUPPLEMENTAL INDENTURE, A BOND PURCHASE CONTRACT, AND OTHER DOCUMENTS REQUIRED IN CONNECTION THEREWITH; APPROVING AN OFFICIAL STATEMENT; AUTHORIZING THE TAKING OF ALL OTHER ACTIONS NECESSARY TO THE CONSUMMATION OF THE TRANSACTIONS CONTEMPLATED BY THIS RESOLUTION; AND RELATED MATTERS. WHEREAS, pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended(the"Bond Act"), Salt Lake City,Utah(the"Issuer"), is authorized to issue public utilities revenue bonds (to be issued in one or more series and with such other series or title designation(s)as may be determined by the Issuer) payable from the net revenues of its existing water, sewer, storm drain and street lighting systems (collectively, the "System") for the municipal purposes set forth therein; and WHEREAS,subject to the limitations set forth herein,the City Council of the Issuer (the "Council") desires to authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") to (a) finance water and sewer improvements to the System (the "Project") and (b) pay costs of issuance of the Series 2022 Bonds,pursuant to this Resolution,the Bond Act, a Master Trust Indenture, dated as of January 1, 2004, as heretofore amended and supplemented (the "Master Indenture"), between the Issuer and U.S. Bank Trust Company,National Association(formerly known as U.S. Bank National Association), as trustee (the "Trustee"), and a Supplemental Indenture to be entered into between the Issuer and the Trustee (the "Supplemental Indenture" and collectively with the Master Indenture, the "Indenture"), in substantially the form presented to the meeting at which this Resolution was adopted and which is attached hereto as Exhibit B; and WHEREAS, the Bond Act provides that prior to issuing bonds, an issuing entity must(a)give notice of its intent to issue such bonds and(b)hold a public hearing to receive input from the public with respect to (i) the issuance of the bonds and (ii) the potential 4870-5556-1238,v.4 2 economic impact that the improvement, facility or property for which the bonds pay all or part of the cost will have on the private sector; and WHEREAS, the Council desires to call a public hearing for this purpose and to publish a notice of such hearing with respect to the Series 2022 Bonds; and WHEREAS, the Council desires to approve and authorize the execution of a Bond Purchase Contract (the "Bond Purchase Contract"), to be entered into between the Issuer and the underwriter(s) or the purchaser(s) selected by the Issuer for the Series 2022 Bonds (the"Underwriter/Purchaser"), in substantially the form attached hereto as Exhibit C; and WHEREAS, in the event that the Designated Officers (defined below) determine that it is in the best interests of the Issuer to publicly offer the Series 2022 Bonds,the Issuer desires to authorize the use and distribution of a Preliminary Official Statement (the "Preliminary Official Statement"), and to approve a final Official Statement(the "Official Statement") in substantially the form attached hereto as Exhibit D, and other documents relating thereto; and WHEREAS,in order to allow the Issuer,in consultation with the Issuer's Municipal Advisor, Stifel, Nicolaus & Company, Incorporated (the "Municipal Advisor") flexibility in determining the method of sale and in setting the pricing date of the Series 2022 Bonds, the Council desires to grant to (a) the (i) Mayor of the Issuer; or (ii) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff; or (iii) in the event of the absence or incapacity of both the Mayor and the Mayor's Chief of Staff,the City Treasurer; or (iv) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff and the City Treasurer, the Deputy Treasurer of the Issuer and (b) (i) the Chair of the Council; or (ii) in the event of the absence or incapacity of the Chair of the Council, the Vice Chair of the Council; or(iii)in the event of the absence or incapacity of both the Chair and Vice Chair of the Council, any other member of the Council (collectively, the "Designated Officers"), the authority to select the Underwriter/Purchaser, to approve the final interest rates,principal amounts,terms,maturities,redemption features, and purchase price at which the Series 2022 Bonds shall be sold, to determine whether the Series 2022 Bonds should be sold and the method of sale, and to make any changes with respect thereto from those terms which were before the Council at the time of adoption of this Resolution, provided such terms do not exceed the parameters set forth for such terms in this Resolution (the"Parameters"); NOW, THEREFORE, it is hereby resolved by the City Council of Salt Lake City, Utah, as follows: Section 1. For the purpose of financing the Project and paying costs of issuance of the Series 2022 Bonds,the Council hereby authorizes the issuance of the Issuer's Series 2022 Bonds which shall be designated "Salt Lake City, Utah Public Utilities Revenue Bonds, Series 2022" (to be issued from time to time as one or more series and with such other series or title designation(s) as may be determined by the Issuer) in the initial aggregate principal amount of not to exceed $360,000,000. The Series 2022 Bonds shall mature in not more than thirty-one (31) years from their date or dates, shall be sold at a 4870-5556-1238,v.4 3 price not less than ninety-eight percent (98%) of the total principal amount thereof, shall bear interest at a rate or rates not to exceed six percent (6%) per annum, and may be non- callable or subject to redemption, all as shall be approved by the Designated Officers in consultation with the Issuer's Municipal Advisor, all within the Parameters set forth herein. Section 2. The Supplemental Indenture and the Bond Purchase Contract, in substantially the forms presented at this meeting and attached hereto as Exhibits B and C respectively, are hereby authorized, approved, and confirmed. The Mayor or the Mayor's Chief of Staff as the Mayor's designee (collectively referred to herein as the "Mayor") are hereby authorized to execute and deliver and the City Recorder or Deputy City Recorder (the "City Recorder") to attest or countersign, the Supplemental Indenture and the Bond Purchase Contract,in substantially the forms and with substantially the content as the forms presented at this meeting for and on behalf of the Issuer, with final terms as may be established by the Designated Officers, in consultation with the Municipal Advisor,within the Parameters set forth herein, and with such alterations, changes or additions as may be necessary or as may be authorized by Section 4 hereof. The Designated Officers are each hereby authorized to select the Underwriter/Purchaser, to specify and agree as to the final principal amounts, terms, discounts, maturities, interest rates, redemption features, and purchase price with respect to the Series 2022 Bonds for and on behalf of the Issuer, provided that such terms are within the Parameters set by this Resolution. The execution of the Bond Purchase Contract by the Mayor and the approval of the Designated Officers of the terms included therein shall demonstrate the approval of the Designated Officers. Section 3. The Council hereby approves and authorizes the utilization of the Preliminary Official Statement in substantially the form attached hereto as Exhibit D in the marketing of the Series 2022 Bonds (as appropriate) and hereby approves the Official Statement in substantially the same form as the Preliminary Official Statement, with any necessary revisions and insertions to complete the same with the terms established for the Series 2022 Bonds. The Mayor is hereby authorized to cause the Official Statement to be delivered to the Underwriter/Purchaser evidencing its approval by the Issuer. Section 4. The appropriate officials of the Issuer are authorized to make any alterations, changes, deletions or additions to the Indenture, the Series 2022 Bonds, the Bond Purchase Contract,the Preliminary Official Statement,the Official Statement, or any other document herein authorized and approved which may be necessary to conform the same to the final terms of the Series 2022 Bonds (within the Parameters set by this Resolution),to conform to any applicable insurance or to remove the same,to correct errors or omissions therein,to complete the same,to remove ambiguities therefrom,or to conform the same to other provisions of said instruments,to the provisions of this Resolution or any resolution adopted by the Council or the provisions of the laws of the State of Utah or the United States. The execution thereof by the Mayor on behalf of the Issuer shall conclusively establish such necessity, appropriateness, and approval with respect to all such additions, modifications, deletions, and changes incorporated therein. Section 5. The form, terms, and provisions of the Series 2022 Bonds and the provisions for the signatures, authentication, payment, registration, transfer, exchange, redemption, and number shall be as set forth in the Indenture. The Mayor and City 4870-5556-1238,v.4 4 Recorder are hereby authorized and directed to execute and seal the Series 2022 Bonds and to deliver said Series 2022 Bonds to the Trustee for authentication. The signatures of the Mayor and the City Recorder may be by facsimile or manual execution. Section 6. The appropriate officials of the Issuer are hereby authorized and directed to execute and deliver to the Trustee the written order of the Issuer for authentication and delivery of the Series 2022 Bonds in accordance with the provisions of the Indenture. Section 7. Upon their issuance, the Series 2022 Bonds will constitute special limited obligations of the Issuer payable solely from and to the extent of the sources set forth in the Series 2022 Bonds and the Indenture. No provision of this Resolution, the Indenture, the Series 2022 Bonds, the Bond Purchase Contract, the Preliminary Official Statement, or any other instrument, shall be construed as creating a general obligation of the Issuer, or of creating a general obligation of the State of Utah or any political subdivision thereof,or as incurring or creating a charge upon the general credit of the Issuer or its taxing powers. Section 8. The appropriate officials of the Issuer, and each of them, are hereby authorized and directed to execute and deliver for and on behalf of the Issuer any or all additional certificates, documents and other papers (including, without limitation, any reserve instrument guaranty agreements permitted by the Indenture) and to perform all other acts they may deem necessary or appropriate in order to implement and carry out the matters authorized in this Resolution and the documents authorized and approved herein. Section 9. Pursuant to Section 11-14-318 of the Bond Act,the Issuer shall hold a public hearing on May 17, 2022, to receive input from the public with respect to (a) the issuance of the Series 2022 Bonds, and (b) the potential economic impact that the improvements to be financed with the proceeds of the Series 2022 Bonds will have on the private sector. The Issuer has previously directed its officers and staff to post notice of such hearing on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended,not less than fourteen(14) days prior to the hearing, in substantially the following form and the Issuer hereby ratifies the posting of such notice: 4870-5556-1238,v.4 5 NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act"), that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), is scheduled to consider the adoption of a resolution(the"Resolution") in which it will authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s) as may be determined by the Issuer) and call a public hearing. PURPOSE, TIME, PLACE AND LOCATION OF PUBLIC HEARING The Issuer shall hold a public hearing on May 17, 2022, at the hour of 7:00 p.m. at 451 South State Street, Room 315, Salt Lake City, Utah. The purpose of the hearing is to receive input from the public with respect to(a) the issuance of the Series 2022 Bonds and (b) any potential economic impact that the project to be financed with the proceeds of the Series 2022 Bonds may have on the private sector. All members of the public are invited to attend and participate. PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. DATED this May 2, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 6 Section 10. Pursuant to Section 11-14-316 of the Bond Act, the Issuer shall publish a notice of bonds to be issued (i) once in The Salt Lake Tribune, a newspaper of general circulation in the Issuer, (ii) on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended, and (iii) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. The City Recorder shall cause a copy of this Resolution (together with all exhibits hereto) to be kept on file in the Salt Lake City offices, or in the event such offices are closed for any reason, at 349 South 200 East, Salt Lake City, Utah, for public examination during the regular business hours of the Issuer until at least thirty (30) days from and after the date of publication thereof. The Issuer directs its officers and staff to publish a"Notice of Bonds to be Issued" in substantially the following form: 4870-5556-1238,v.4 7 NOTICE OF BONDS TO BE ISSUED NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act") that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), adopted a resolution(the"Resolution")in which it authorized the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s)as may be determined by the Issuer). PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. REVENUES TO BE PLEDGED The Series 2022 Bonds are special limited obligations of the Issuer payable from the revenues of the System(the "Revenues"). PARAMETERS OF THE SERIES 2022 BONDS The Issuer intends to issue the Series 2022 Bonds in the aggregate principal amount of not more than Three Hundred Sixty Million Dollars ($360,000,000), to mature in not more than thirty-one (31) years from their date or dates, to be sold at a price not less than ninety-eight percent (98%) of the total principal amount thereof and bearing interest at a rate or rates not to exceed six percent (6%) per annum. The Series 2022 Bonds are to be issued and sold by the Issuer pursuant to the Resolution, including as part of said Resolution, a Master Trust Indenture (the "Master Indenture") and a Supplemental Indenture of Trust(the"Supplemental Indenture" and collectively,the"Indenture")which Indenture was before the Council in substantially final form at the time of the adoption of the Resolution and said Supplemental Indenture is to be executed by the Issuer in such form and with such changes thereto as shall be approved by the Issuer; provided that the principal amount, interest rate or rates, maturity, and discount of the Series 2022 Bonds will not exceed the maximums set forth above. OUTSTANDING BONDS SECURED BY REVENUES Other than the proposed Series 2022 Bonds, the Issuer currently has $586,575,000 (includes $348,635,000 WIFIA Loan) of bonds outstanding (the "Outstanding Bonds") secured by the Revenues (as more fully described in the Indenture). OTHER OUTSTANDING BONDS OF THE ISSUER Additional information regarding the Issuer's Outstanding Bonds may be found in the Issuer's financial report (the "Financial Report") at: https://reporting.auditor.utah.gov/searchreport. For additional information, including any 4870-5556-1238,v.4 8 information more recent than as of the date of the Financial Report, please contact Marina Scott, City Treasurer, at(801) 535-6565. TOTAL ESTIMATED COST Based on the Issuer's current plan of finance and a current estimate of interest rates, the total principal and interest cost of the Series 2022 Bonds to be issued under the Bond Act if held until maturity is $584,039,758. A copy of the Resolution and the Indenture are on file in the office of the Salt Lake City Recorder, 451 South State Street, Salt Lake City, Utah, or, in the event such office is closed for any reason, at 349 South 200 East, Salt Lake City, Utah, where they may be examined during regular business hours of the City Recorder from 8:00 a.m. to 5:00 p.m. for a period of at least thirty(30)days from and after the date of publication of this notice. NOTICE IS FURTHER GIVEN that a period of thirty(30) days from and after the date of the publication of this notice is provided by law during which any person in interest shall have the right to contest the legality of the Resolution, the Indenture (only as it pertains to the Series 2022 Bonds), or the Series 2022 Bonds, or any provision made for the security and payment of the Series 2022 Bonds, and that after such time, no one shall have any cause of action to contest the regularity, formality, or legality thereof for any cause whatsoever. DATED this May 3, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 9 Section 11. The Issuer hereby declares its intention and reasonable expectation to use proceeds of tax-exempt bonds to reimburse itself for initial expenditures for costs of the Project. The Series 2022 Bonds are to be issued, and the reimbursements made,by the later of 18 months after the payment of the costs or after the Project is placed in service, but in any event, no later than three years after the date the original expenditure was paid. The maximum principal amount of the Series 2022 Bonds which will be issued to finance the reimbursed costs of the Project is not expected to exceed$360,000,000. Section 12. The Issuer hereby reserves the right to opt not to issue the Series 2022 Bonds for any reason, including without limitation, consideration of the opinions expressed at the public hearing. Section 13. All resolutions or parts thereof in conflict herewith are,to the extent of such conflict, hereby repealed and this Resolution shall be in full force and effect immediately upon its approval and adoption. Section 14. Upon the issuance of the Series 2022 Bonds, this Resolution shall be and remain irrepealable until the principal of,premium,if any, and interest on the Series 2022 Bonds are deemed to have been duly discharged in accordance with the terms and provisions of the Indenture. 4870-5556-1238,v.4 10 ADOPTED this May 3, 2022. Chair ( SEAL ) Attest and Countersign: City Recorder APPROVED AS TO FORM: UeG PLG . Boyd Ferguson Senior City Attorney 4870-5556-1238,v.4 11 PRESENTATION TO THE MAYOR The foregoing resolution was presented to the Mayor for her approval or disapproval on May 3, 2022. By: Chair MAYOR'S APPROVAL OR DISAPPROVAL The foregoing resolution is hereby approved on this May 3, 2022. By: Mayor 4870-5556-1238,v.4 12 STATE OF UTAH ) : ss. COUNTY OF SALT LAKE ) I,Cindy Lou Trishman,the duly appointed and qualified City Recorder of Salt Lake City, Utah (the "City"), do hereby certify according to the records of the City Council of the City(the"City Council") in my official possession that the foregoing constitutes a true and correct excerpt of the minutes of the meeting of the City Council held on May 3, 2022, including a resolution (the "Resolution") adopted at said meeting as said minutes and Resolution are officially of record in my possession. I further certify that the Resolution, with all exhibits attached, was deposited in my office on May 3, 2022, and pursuant to the Resolution, (i) a Notice of Public Hearing was posted no less than fourteen(14)days before the public hearing date on the Utah Public Notice Website created under Section 63A-16- 601, Utah Code Annotated 1953, as amended; and (ii) a Notice of Bonds to be Issued will be published (a) one time in The Salt Lake Tribune, a newspaper having general circulation within the City; (b) on the Utah Public Notice Website created under Section 63A-16-601, Utah Code Annotated 1953, as amended; and (c) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. IN WITNESS WHEREOF,I have hereunto subscribed my signature and impressed hereon the official seal of said City, this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 13 EXHIBIT A CERTIFICATE OF COMPLIANCE WITH OPEN MEETING LAW I, Cindy Lou Trishman,the undersigned City Recorder of Salt Lake City,Utah(the "City"), do hereby certify, according to the records of the City in my official possession, and upon my own knowledge and belief, that in accordance with the requirements of Section 52-4-202, Utah Code Annotated, 1953, as amended, I gave not less than twenty- four(24)hours public notice of the agenda,date,time and place of the May 3,2022,public meeting held by the City Council of the City(the "City Council") as follows: (a) By causing a Notice, in the form attached hereto as Schedule 1, to be posted at the principal offices of the City at least twenty-four(24)hours prior to the convening of the meeting, said Notice having continuously remained so posted and available for public inspection until the completion of the meeting; (b) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be delivered to The Salt Lake Tribune, either directly or through the newspaper's subscription to the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting; and (c) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be posted on the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting. In addition, the Notice of 2022 Annual Meeting Schedule for the City Council (attached hereto as Schedule 2)was given specifying the date,time,and place of the regular meetings of the City Council to be held during the year, by causing said Notice to be (a) posted on December , 2021 at the principal office of the City Council, (b) provided to at least one newspaper of general circulation within the City on January_, 2022 and (c) published on the Utah Public Notice Website (http://pmn.utah.gov) during the current calendar year. IN WITNESS WHEREOF, I have hereunto subscribed my official signature this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 A-1 SCHEDULE 1 NOTICE OF MEETING 4870-5556-1238,v.4 A-2 SCHEDULE 2 ANNUAL MEETING SCHEDULE 4870-5556-1238,v.4 A-3 (attach Proof of Publications of Notice of Public Hearing and Notice of Bonds to be Issued) 4870-5556-1238,v.4 A-4 EXHIBIT B INDENTURE 4870-5556-1238,v.4 B-1 EXHIBIT C FORM OF BOND PURCHASE CONTRACT 4870-5556-1238,v.4 C-I EXHIBIT D FORM OF PRELIMINARY OFFICIAL STATEMENT 4870-5556-1238,v.4 D-1 ERIN MENDENHALL A, LAURA BRIEFER,DIRECTOR Mayor ,,""r r L Department of Public Utilities SS 11111 CITY COUNCIL TRANSMITTAL Lis e (May 2,2022 13:49 MDT) Date Received: 05/02/2022 Lisa Shaffer, Chief Administrative Officer Date sent to Council: 05/02/2022 TO: Salt Lake City Council DATE: April 29, 2022 Dan Dugan, Chair FROM: Laura Briefer, Public Utilities Director 4ateta 6 iefrz SUBJECT: Salt Lake City Public Utilities Revenue Bonds, Series 2022, Parameters Resolution in preparation for Authorizing a Public Hearing. STAFF CONTACT: Lisa M. Tarufelli, Finance Administrator, 801-483-6755 lisa.tarufelli@slcgov.com; Laura Briefer, Director, 801-483-6741 laura.briefer@slcgov.com DOCUMENT TYPE: UPDATED DOCUMENT - Bond Parameters Resolution RECOMMENDATION: That the City Council consider adopting a Bond Parameters Resolution for the issuance and sale of up to $360,000,000 principal amount of Salt Lake City Public Utilities Revenue Bonds Series 2022. This includes a recommendation to 1) adopt a Bond Parameters Resolution on May 3, 2022 approving the issuance and sale of up to $360,000,000 principal amount of Salt Lake City Public Utilities Revenue Bonds, Series 2022 and give authority to certain officers to approve the final terms and provisions of and confirm the sale of the Bonds within certain parameters set forth in the attached Bond Parameters Resolution; and 2) affirm publication of a notice of public hearing on the Utah Public Notice Website; 3) approve publication of notice of bonds to be issued; and 4) hold a public hearing on May 17, 2022. BUDGET IMPACT: The FY22 and FY23 budgets anticipated bond issuances for sewer and water. Based on current conditions in the bond market and construction, the amount of this planned issue is approximately$81 million more than originally anticipated for the two-year period. An amendment request reflecting this has been transmitted in Budget Amendment Seven. The current documents show no principal or interest due or payable during the current fiscal year, thus the budgetary impact is limited to additional revenue sources and bond issuance costs. BACKGROUND/DISCUSSION: In accordance with provisions of the Local Government Bonding Act, the City is required to hold a public a hearing to receive input from the public for all new money bond issues with respect to: a) the issuance of the Series 2022 revenue bonds; and b)the potential economic impact that the water and sewer infrastructure improvements will have on the private sector. The financing team is requesting that the City Council approve a motion (this resolution) on May 3, 2022, setting Tuesday, May 17, 2022, as the date to hold the public hearing. A Notice of Bonds to be Issued will be published in accordance with the Local Government Bonding Act. The Bond Parameters Resolution for the above referenced bond issue contemplates the issuance of up to $360 million principal amount of bonds bearing interest at an interest rate not to exceed 6%per annum with a bond period not to exceed 31 years. The bond proceeds will finance a portion of the capital improvements for water and sewer. The sewer proceeds will serve as the match for the Water Infrastructure Finance and Innovation Act(WIFIA) loan for construction of the water reclamation facility to meet regulatory requirements. Water improvements include treatment plants, distribution mains, and master plan projects. Water includes work being performed in conjunction with the City's General Fund bonded street repair projects. A copy of the updated Bond Parameters Resolution is attached. Draft copies of the Eleventh Supplemental Trust Indenture, Bond Purchase Contract, Preliminary Official Statement, preliminary calendar of events, and estimated debt service schedule were included with the April 12, 2022 bond parameters resolution transmittal. Attachments: Bond Parameters Resolution-Updated Cc Lisa Tarufelli, Boyd Ferguson, Rusty Vetter, Marina Scott Salt Lake City, Utah May 3, 2022 The City Council (the "Council") of Salt Lake City, Utah (the "City"), met in regular session at the regular meeting place of the Council in Salt Lake City, Utah, at 7:00 p.m. on Tuesday, May 3, 2022, with the following members present: Present: Dan Dugan Chair Darin Mano Vice Chair Amy Fowler Council Member Victoria Petro-Eschler Council Member Alejandro Puy Council Member Ana Valdemoros Council Member Chris Wharton Council Member There were also present: Erin Mendenhall Mayor Katherine N. Lewis City Attorney Absent: After the meeting had been duly called to order and after other matters not pertinent to this Resolution had been discussed,a Certificate of Compliance with Open Meeting Law with respect to this May 3, 2022 meeting was presented to the Council, a copy of which is attached hereto. The following resolution was then introduced in written form,was fully discussed, and pursuant to motion duly made by Council Member and seconded by Council Member , was adopted by the following vote: AYE: NAY: The resolution is as follows: 4870-5556-1238,v.4 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH(THE"ISSUER"),AUTHORIZING THE ISSUANCE AND SALE OF NOT MORE THAN $360,000,000 AGGREGATE PRINCIPAL AMOUNT OF PUBLIC UTILITIES REVENUE BONDS, SERIES 2022; FIXING THE MAXIMUM AGGREGATE PRINCIPAL AMOUNT OF THE BONDS, THE MAXIMUM NUMBER OF YEARS OVER WHICH THE BONDS MAY MATURE, THE MAXIMUM INTEREST RATE WHICH THE BONDS MAY BEAR,AND THE MAXIMUM DISCOUNT FROM PAR AT WHICH THE BONDS MAY BE SOLD; PROVIDING FOR THE PUBLICATION OF A NOTICE OF PUBLIC HEARING AND BONDS TO BE ISSUED; PROVIDING FOR THE RUNNING OF A CONTEST PERIOD; AUTHORIZING THE EXECUTION BY THE ISSUER OF A SUPPLEMENTAL INDENTURE, A BOND PURCHASE CONTRACT, AND OTHER DOCUMENTS REQUIRED IN CONNECTION THEREWITH; APPROVING AN OFFICIAL STATEMENT; AUTHORIZING THE TAKING OF ALL OTHER ACTIONS NECESSARY TO THE CONSUMMATION OF THE TRANSACTIONS CONTEMPLATED BY THIS RESOLUTION; AND RELATED MATTERS. WHEREAS, pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended(the"Bond Act"), Salt Lake City,Utah(the"Issuer"), is authorized to issue public utilities revenue bonds (to be issued in one or more series and with such other series or title designation(s)as may be determined by the Issuer) payable from the net revenues of its existing water, sewer, storm drain and street lighting systems (collectively, the "System") for the municipal purposes set forth therein; and WHEREAS,subject to the limitations set forth herein,the City Council of the Issuer (the "Council") desires to authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") to (a) finance water and sewer improvements to the System (the "Project") and (b) pay costs of issuance of the Series 2022 Bonds,pursuant to this Resolution,the Bond Act, a Master Trust Indenture, dated as of January 1, 2004, as heretofore amended and supplemented (the "Master Indenture"), between the Issuer and U.S. Bank Trust Company,National Association(formerly known as U.S. Bank National Association), as trustee (the "Trustee"), and a Supplemental Indenture to be entered into between the Issuer and the Trustee (the "Supplemental Indenture" and collectively with the Master Indenture, the "Indenture"), in substantially the form presented to the meeting at which this Resolution was adopted and which is attached hereto as Exhibit B; and WHEREAS, the Bond Act provides that prior to issuing bonds, an issuing entity must(a)give notice of its intent to issue such bonds and(b)hold a public hearing to receive input from the public with respect to (i) the issuance of the bonds and (ii) the potential 4870-5556-1238,v.4 2 economic impact that the improvement, facility or property for which the bonds pay all or part of the cost will have on the private sector; and WHEREAS, the Council desires to call a public hearing for this purpose and to publish a notice of such hearing with respect to the Series 2022 Bonds; and WHEREAS, the Council desires to approve and authorize the execution of a Bond Purchase Contract (the "Bond Purchase Contract"), to be entered into between the Issuer and the underwriter(s) or the purchaser(s) selected by the Issuer for the Series 2022 Bonds (the"Underwriter/Purchaser"), in substantially the form attached hereto as Exhibit C; and WHEREAS, in the event that the Designated Officers (defined below) determine that it is in the best interests of the Issuer to publicly offer the Series 2022 Bonds,the Issuer desires to authorize the use and distribution of a Preliminary Official Statement (the "Preliminary Official Statement"), and to approve a final Official Statement(the "Official Statement") in substantially the form attached hereto as Exhibit D, and other documents relating thereto; and WHEREAS,in order to allow the Issuer,in consultation with the Issuer's Municipal Advisor, Stifel, Nicolaus & Company, Incorporated (the "Municipal Advisor") flexibility in determining the method of sale and in setting the pricing date of the Series 2022 Bonds, the Council desires to grant to (a) the (i) Mayor of the Issuer; or (ii) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff; or (iii) in the event of the absence or incapacity of both the Mayor and the Mayor's Chief of Staff,the City Treasurer; or (iv) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff and the City Treasurer, the Deputy Treasurer of the Issuer and (b) (i) the Chair of the Council; or (ii) in the event of the absence or incapacity of the Chair of the Council, the Vice Chair of the Council; or(iii)in the event of the absence or incapacity of both the Chair and Vice Chair of the Council, any other member of the Council (collectively, the "Designated Officers"), the authority to select the Underwriter/Purchaser, to approve the final interest rates,principal amounts,terms,maturities,redemption features, and purchase price at which the Series 2022 Bonds shall be sold, to determine whether the Series 2022 Bonds should be sold and the method of sale, and to make any changes with respect thereto from those terms which were before the Council at the time of adoption of this Resolution, provided such terms do not exceed the parameters set forth for such terms in this Resolution (the"Parameters"); NOW, THEREFORE, it is hereby resolved by the City Council of Salt Lake City, Utah, as follows: Section 1. For the purpose of financing the Project and paying costs of issuance of the Series 2022 Bonds,the Council hereby authorizes the issuance of the Issuer's Series 2022 Bonds which shall be designated "Salt Lake City, Utah Public Utilities Revenue Bonds, Series 2022" (to be issued from time to time as one or more series and with such other series or title designation(s) as may be determined by the Issuer) in the initial aggregate principal amount of not to exceed $360,000,000. The Series 2022 Bonds shall mature in not more than thirty-one (31) years from their date or dates, shall be sold at a 4870-5556-1238,v.4 3 price not less than ninety-eight percent (98%) of the total principal amount thereof, shall bear interest at a rate or rates not to exceed six percent (6%) per annum, and may be non- callable or subject to redemption, all as shall be approved by the Designated Officers in consultation with the Issuer's Municipal Advisor, all within the Parameters set forth herein. Section 2. The Supplemental Indenture and the Bond Purchase Contract, in substantially the forms presented at this meeting and attached hereto as Exhibits B and C respectively, are hereby authorized, approved, and confirmed. The Mayor or the Mayor's Chief of Staff as the Mayor's designee (collectively referred to herein as the "Mayor") are hereby authorized to execute and deliver and the City Recorder or Deputy City Recorder (the "City Recorder") to attest or countersign, the Supplemental Indenture and the Bond Purchase Contract,in substantially the forms and with substantially the content as the forms presented at this meeting for and on behalf of the Issuer, with final terms as may be established by the Designated Officers, in consultation with the Municipal Advisor,within the Parameters set forth herein, and with such alterations, changes or additions as may be necessary or as may be authorized by Section 4 hereof. The Designated Officers are each hereby authorized to select the Underwriter/Purchaser, to specify and agree as to the final principal amounts, terms, discounts, maturities, interest rates, redemption features, and purchase price with respect to the Series 2022 Bonds for and on behalf of the Issuer, provided that such terms are within the Parameters set by this Resolution. The execution of the Bond Purchase Contract by the Mayor and the approval of the Designated Officers of the terms included therein shall demonstrate the approval of the Designated Officers. Section 3. The Council hereby approves and authorizes the utilization of the Preliminary Official Statement in substantially the form attached hereto as Exhibit D in the marketing of the Series 2022 Bonds (as appropriate) and hereby approves the Official Statement in substantially the same form as the Preliminary Official Statement, with any necessary revisions and insertions to complete the same with the terms established for the Series 2022 Bonds. The Mayor is hereby authorized to cause the Official Statement to be delivered to the Underwriter/Purchaser evidencing its approval by the Issuer. Section 4. The appropriate officials of the Issuer are authorized to make any alterations, changes, deletions or additions to the Indenture, the Series 2022 Bonds, the Bond Purchase Contract,the Preliminary Official Statement,the Official Statement, or any other document herein authorized and approved which may be necessary to conform the same to the final terms of the Series 2022 Bonds (within the Parameters set by this Resolution),to conform to any applicable insurance or to remove the same,to correct errors or omissions therein,to complete the same,to remove ambiguities therefrom,or to conform the same to other provisions of said instruments,to the provisions of this Resolution or any resolution adopted by the Council or the provisions of the laws of the State of Utah or the United States. The execution thereof by the Mayor on behalf of the Issuer shall conclusively establish such necessity, appropriateness, and approval with respect to all such additions, modifications, deletions, and changes incorporated therein. Section 5. The form, terms, and provisions of the Series 2022 Bonds and the provisions for the signatures, authentication, payment, registration, transfer, exchange, redemption, and number shall be as set forth in the Indenture. The Mayor and City 4870-5556-1238,v.4 4 Recorder are hereby authorized and directed to execute and seal the Series 2022 Bonds and to deliver said Series 2022 Bonds to the Trustee for authentication. The signatures of the Mayor and the City Recorder may be by facsimile or manual execution. Section 6. The appropriate officials of the Issuer are hereby authorized and directed to execute and deliver to the Trustee the written order of the Issuer for authentication and delivery of the Series 2022 Bonds in accordance with the provisions of the Indenture. Section 7. Upon their issuance, the Series 2022 Bonds will constitute special limited obligations of the Issuer payable solely from and to the extent of the sources set forth in the Series 2022 Bonds and the Indenture. No provision of this Resolution, the Indenture, the Series 2022 Bonds, the Bond Purchase Contract, the Preliminary Official Statement, or any other instrument, shall be construed as creating a general obligation of the Issuer, or of creating a general obligation of the State of Utah or any political subdivision thereof,or as incurring or creating a charge upon the general credit of the Issuer or its taxing powers. Section 8. The appropriate officials of the Issuer, and each of them, are hereby authorized and directed to execute and deliver for and on behalf of the Issuer any or all additional certificates, documents and other papers (including, without limitation, any reserve instrument guaranty agreements permitted by the Indenture) and to perform all other acts they may deem necessary or appropriate in order to implement and carry out the matters authorized in this Resolution and the documents authorized and approved herein. Section 9. Pursuant to Section 11-14-318 of the Bond Act,the Issuer shall hold a public hearing on May 17, 2022, to receive input from the public with respect to (a) the issuance of the Series 2022 Bonds, and (b) the potential economic impact that the improvements to be financed with the proceeds of the Series 2022 Bonds will have on the private sector. The Issuer has previously directed its officers and staff to post notice of such hearing on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended,not less than fourteen(14) days prior to the hearing, in substantially the following form and the Issuer hereby ratifies the posting of such notice: 4870-5556-1238,v.4 5 NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act"), that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), is scheduled to consider the adoption of a resolution(the"Resolution") in which it will authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s) as may be determined by the Issuer) and call a public hearing. PURPOSE, TIME, PLACE AND LOCATION OF PUBLIC HEARING The Issuer shall hold a public hearing on May 17, 2022, at the hour of 7:00 p.m. at 451 South State Street, Room 315, Salt Lake City, Utah. The purpose of the hearing is to receive input from the public with respect to(a) the issuance of the Series 2022 Bonds and (b) any potential economic impact that the project to be financed with the proceeds of the Series 2022 Bonds may have on the private sector. All members of the public are invited to attend and participate. PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. DATED this May 2, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 6 Section 10. Pursuant to Section 11-14-316 of the Bond Act, the Issuer shall publish a notice of bonds to be issued (i) once in The Salt Lake Tribune, a newspaper of general circulation in the Issuer, (ii) on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended, and (iii) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. The City Recorder shall cause a copy of this Resolution (together with all exhibits hereto) to be kept on file in the Salt Lake City offices, or in the event such offices are closed for any reason, at 349 South 200 East, Salt Lake City, Utah, for public examination during the regular business hours of the Issuer until at least thirty (30) days from and after the date of publication thereof. The Issuer directs its officers and staff to publish a"Notice of Bonds to be Issued" in substantially the following form: 4870-5556-1238,v.4 7 NOTICE OF BONDS TO BE ISSUED NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act") that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), adopted a resolution(the"Resolution")in which it authorized the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s)as may be determined by the Issuer). PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. REVENUES TO BE PLEDGED The Series 2022 Bonds are special limited obligations of the Issuer payable from the revenues of the System(the "Revenues"). PARAMETERS OF THE SERIES 2022 BONDS The Issuer intends to issue the Series 2022 Bonds in the aggregate principal amount of not more than Three Hundred Sixty Million Dollars ($360,000,000), to mature in not more than thirty-one (31) years from their date or dates, to be sold at a price not less than ninety-eight percent (98%) of the total principal amount thereof and bearing interest at a rate or rates not to exceed six percent (6%) per annum. The Series 2022 Bonds are to be issued and sold by the Issuer pursuant to the Resolution, including as part of said Resolution, a Master Trust Indenture (the "Master Indenture") and a Supplemental Indenture of Trust(the"Supplemental Indenture" and collectively,the"Indenture")which Indenture was before the Council in substantially final form at the time of the adoption of the Resolution and said Supplemental Indenture is to be executed by the Issuer in such form and with such changes thereto as shall be approved by the Issuer; provided that the principal amount, interest rate or rates, maturity, and discount of the Series 2022 Bonds will not exceed the maximums set forth above. OUTSTANDING BONDS SECURED BY REVENUES Other than the proposed Series 2022 Bonds, the Issuer currently has $586,575,000 (includes $348,635,000 WIFIA Loan) of bonds outstanding (the "Outstanding Bonds") secured by the Revenues (as more fully described in the Indenture). OTHER OUTSTANDING BONDS OF THE ISSUER Additional information regarding the Issuer's Outstanding Bonds may be found in the Issuer's financial report (the "Financial Report") at: https://reporting.auditor.utah.gov/searchreport. For additional information, including any 4870-5556-1238,v.4 8 information more recent than as of the date of the Financial Report, please contact Marina Scott, City Treasurer, at(801) 535-6565. TOTAL ESTIMATED COST Based on the Issuer's current plan of finance and a current estimate of interest rates, the total principal and interest cost of the Series 2022 Bonds to be issued under the Bond Act if held until maturity is $584,039,758. A copy of the Resolution and the Indenture are on file in the office of the Salt Lake City Recorder, 451 South State Street, Salt Lake City, Utah, or, in the event such office is closed for any reason, at 349 South 200 East, Salt Lake City, Utah, where they may be examined during regular business hours of the City Recorder from 8:00 a.m. to 5:00 p.m. for a period of at least thirty(30)days from and after the date of publication of this notice. NOTICE IS FURTHER GIVEN that a period of thirty(30) days from and after the date of the publication of this notice is provided by law during which any person in interest shall have the right to contest the legality of the Resolution, the Indenture (only as it pertains to the Series 2022 Bonds), or the Series 2022 Bonds, or any provision made for the security and payment of the Series 2022 Bonds, and that after such time, no one shall have any cause of action to contest the regularity, formality, or legality thereof for any cause whatsoever. DATED this May 3, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 9 Section 11. The Issuer hereby declares its intention and reasonable expectation to use proceeds of tax-exempt bonds to reimburse itself for initial expenditures for costs of the Project. The Series 2022 Bonds are to be issued, and the reimbursements made,by the later of 18 months after the payment of the costs or after the Project is placed in service, but in any event, no later than three years after the date the original expenditure was paid. The maximum principal amount of the Series 2022 Bonds which will be issued to finance the reimbursed costs of the Project is not expected to exceed$360,000,000. Section 12. The Issuer hereby reserves the right to opt not to issue the Series 2022 Bonds for any reason, including without limitation, consideration of the opinions expressed at the public hearing. Section 13. All resolutions or parts thereof in conflict herewith are,to the extent of such conflict, hereby repealed and this Resolution shall be in full force and effect immediately upon its approval and adoption. Section 14. Upon the issuance of the Series 2022 Bonds, this Resolution shall be and remain irrepealable until the principal of,premium,if any, and interest on the Series 2022 Bonds are deemed to have been duly discharged in accordance with the terms and provisions of the Indenture. 4870-5556-1238,v.4 10 ADOPTED this May 3, 2022. Chair ( SEAL ) Attest and Countersign: City Recorder APPROVED AS TO FORM: UeG PLG . Boyd Ferguson Senior City Attorney 4870-5556-1238,v.4 11 PRESENTATION TO THE MAYOR The foregoing resolution was presented to the Mayor for her approval or disapproval on May 3, 2022. By: Chair MAYOR'S APPROVAL OR DISAPPROVAL The foregoing resolution is hereby approved on this May 3, 2022. By: Mayor 4870-5556-1238,v.4 12 STATE OF UTAH ) : ss. COUNTY OF SALT LAKE ) I,Cindy Lou Trishman,the duly appointed and qualified City Recorder of Salt Lake City, Utah (the "City"), do hereby certify according to the records of the City Council of the City(the"City Council") in my official possession that the foregoing constitutes a true and correct excerpt of the minutes of the meeting of the City Council held on May 3, 2022, including a resolution (the "Resolution") adopted at said meeting as said minutes and Resolution are officially of record in my possession. I further certify that the Resolution, with all exhibits attached, was deposited in my office on May 3, 2022, and pursuant to the Resolution, (i) a Notice of Public Hearing was posted no less than fourteen(14)days before the public hearing date on the Utah Public Notice Website created under Section 63A-16- 601, Utah Code Annotated 1953, as amended; and (ii) a Notice of Bonds to be Issued will be published (a) one time in The Salt Lake Tribune, a newspaper having general circulation within the City; (b) on the Utah Public Notice Website created under Section 63A-16-601, Utah Code Annotated 1953, as amended; and (c) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. IN WITNESS WHEREOF,I have hereunto subscribed my signature and impressed hereon the official seal of said City, this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 13 EXHIBIT A CERTIFICATE OF COMPLIANCE WITH OPEN MEETING LAW I, Cindy Lou Trishman,the undersigned City Recorder of Salt Lake City,Utah(the "City"), do hereby certify, according to the records of the City in my official possession, and upon my own knowledge and belief, that in accordance with the requirements of Section 52-4-202, Utah Code Annotated, 1953, as amended, I gave not less than twenty- four(24)hours public notice of the agenda,date,time and place of the May 3,2022,public meeting held by the City Council of the City(the "City Council") as follows: (a) By causing a Notice, in the form attached hereto as Schedule 1, to be posted at the principal offices of the City at least twenty-four(24)hours prior to the convening of the meeting, said Notice having continuously remained so posted and available for public inspection until the completion of the meeting; (b) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be delivered to The Salt Lake Tribune, either directly or through the newspaper's subscription to the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting; and (c) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be posted on the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting. In addition, the Notice of 2022 Annual Meeting Schedule for the City Council (attached hereto as Schedule 2)was given specifying the date,time,and place of the regular meetings of the City Council to be held during the year, by causing said Notice to be (a) posted on December , 2021 at the principal office of the City Council, (b) provided to at least one newspaper of general circulation within the City on January_, 2022 and (c) published on the Utah Public Notice Website (http://pmn.utah.gov) during the current calendar year. IN WITNESS WHEREOF, I have hereunto subscribed my official signature this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 A-1 SCHEDULE 1 NOTICE OF MEETING 4870-5556-1238,v.4 A-2 SCHEDULE 2 ANNUAL MEETING SCHEDULE 4870-5556-1238,v.4 A-3 (attach Proof of Publications of Notice of Public Hearing and Notice of Bonds to be Issued) 4870-5556-1238,v.4 A-4 EXHIBIT B INDENTURE 4870-5556-1238,v.4 B-1 EXHIBIT C FORM OF BOND PURCHASE CONTRACT 4870-5556-1238,v.4 C-I EXHIBIT D FORM OF PRELIMINARY OFFICIAL STATEMENT 4870-5556-1238,v.4 D-1 ERIN MENDENHALL MARY BETII TIIOMPSON Mayor chief Financial Officer CITY COUNCIL TRANSMITTAL Cis e (APB 11,202216:08 MDT) Date Received: 4/11/22 Lisa Shaffer, Chief Administrative Officer Date sent to Council: 4/11/22 TO: Salt Lake City Council Dan Dugan, Chair DATE: April 11, 2022 FROM: Mary Beth Thompson, Chief Financial Officer SUBJECT: Council Consent Agenda #6 Items Fiscal Year 2021-22 STAFF CONTACTS: John Vuyk, Budget Director (801) 535-6394 or Mary Beth Thompson (801) 535-6403 DOCUMENT TYPE: Consent Agenda/Establish Grant Projects from Grant Holding Account RECOMMENDATION: The Administration recommends that the City Council consent to the transfer of these grants and donations from the holding account and establish a project budget for them. BUDGET IMPACT: Grant Holding Account ($50,000.00) New Grant Project 50,000.00 BACKGROUND/DISCUSSION: The grant holding account was established to fund grants between budget amendments with the understanding that the grants would be submitted as part of the next budget opening. Items transmitted are placed on a Council Consent agenda and then formally approved during the following budget amendment. On occasion, a similar process is employed for donations to the City. Where necessary, resolutions were previously passed authorizing the Mayor to sign and accept these grants and donations. EXHIBITS: Consent Agenda Detail Consent Agenda Summary DEPARTMENT OF FINANCE 451 SOUTH STATE STREET,ROOM 245 SALT LAKE CITY,UTAH 84114 TEL 801-535-6403 Section G: Council Consent Agenda - Grant Awards G-3 State Justice Institute(SJI)-Innovating for Effective Service Misc. Grants $50,000 Delivery Grant FY22 Department:Justice Court Prepared By:Judge Landau/Ann Garcia The Salt Lake City Justice Court is contracting with the National Center for State Courts,a nonprofit that supports courts with research,assessments and training,to perform a governance and judicial leadership analysis. The goal is to refine and implement best practices for delivering services to a diverse population.The pandemic has created challenges in providing vital court services to underserved communities. The grant will provide the resources to support effective and innovative practices by streamlining and restructuring services. Total Project Cost: $75,000 SJI Grant-$50,000 The match is met with the following: $5,000 Cash from the existing Justice Court Budget AND $20,000 of in-kind Judicial and court staff time A public hearing was held on April 5,2022,for the grant application on this award. Fiscal Year 2021-22 Consent Agenda#6 Revenue Ongoing or One- Initiative Number/Name Fund Expenditure Amount Amount time FTEs ection G: Council Consen -Gr;. 1 State Justice Institute(SJI)-Innovating for Effective Service Delivery Grant FY22 Misc Grants 5o,000.o0 50,000.0o One Time o Section I: Council Added Items Total of Budget Amendment Items 50,000.00 50,000.00 0 Signature: 66ittetiat al11/�Gf0�1 Garrett A.Danielson(Apr 11,2022 16:08 MDT) Email: garett.danielson@slcgov.com ERIN MENDENHALL A, LAURA BRIEFER,DIRECTOR Mayor ,,""r r L Department of Public Utilities SS 11111 CITY COUNCIL TRANSMITTAL Lis e (May 2,2022 13:49 MDT) Date Received: 05/02/2022 Lisa Shaffer, Chief Administrative Officer Date sent to Council: 05/02/2022 TO: Salt Lake City Council DATE: April 29, 2022 Dan Dugan, Chair FROM: Laura Briefer, Public Utilities Director 4ateta 6 iefrz SUBJECT: Salt Lake City Public Utilities Revenue Bonds, Series 2022, Parameters Resolution in preparation for Authorizing a Public Hearing. STAFF CONTACT: Lisa M. Tarufelli, Finance Administrator, 801-483-6755 lisa.tarufelli@slcgov.com; Laura Briefer, Director, 801-483-6741 laura.briefer@slcgov.com DOCUMENT TYPE: UPDATED DOCUMENT - Bond Parameters Resolution RECOMMENDATION: That the City Council consider adopting a Bond Parameters Resolution for the issuance and sale of up to $360,000,000 principal amount of Salt Lake City Public Utilities Revenue Bonds Series 2022. This includes a recommendation to 1) adopt a Bond Parameters Resolution on May 3, 2022 approving the issuance and sale of up to $360,000,000 principal amount of Salt Lake City Public Utilities Revenue Bonds, Series 2022 and give authority to certain officers to approve the final terms and provisions of and confirm the sale of the Bonds within certain parameters set forth in the attached Bond Parameters Resolution; and 2) affirm publication of a notice of public hearing on the Utah Public Notice Website; 3) approve publication of notice of bonds to be issued; and 4) hold a public hearing on May 17, 2022. BUDGET IMPACT: The FY22 and FY23 budgets anticipated bond issuances for sewer and water. Based on current conditions in the bond market and construction, the amount of this planned issue is approximately$81 million more than originally anticipated for the two-year period. An amendment request reflecting this has been transmitted in Budget Amendment Seven. The current documents show no principal or interest due or payable during the current fiscal year, thus the budgetary impact is limited to additional revenue sources and bond issuance costs. BACKGROUND/DISCUSSION: In accordance with provisions of the Local Government Bonding Act, the City is required to hold a public a hearing to receive input from the public for all new money bond issues with respect to: a) the issuance of the Series 2022 revenue bonds; and b)the potential economic impact that the water and sewer infrastructure improvements will have on the private sector. The financing team is requesting that the City Council approve a motion (this resolution) on May 3, 2022, setting Tuesday, May 17, 2022, as the date to hold the public hearing. A Notice of Bonds to be Issued will be published in accordance with the Local Government Bonding Act. The Bond Parameters Resolution for the above referenced bond issue contemplates the issuance of up to $360 million principal amount of bonds bearing interest at an interest rate not to exceed 6%per annum with a bond period not to exceed 31 years. The bond proceeds will finance a portion of the capital improvements for water and sewer. The sewer proceeds will serve as the match for the Water Infrastructure Finance and Innovation Act(WIFIA) loan for construction of the water reclamation facility to meet regulatory requirements. Water improvements include treatment plants, distribution mains, and master plan projects. Water includes work being performed in conjunction with the City's General Fund bonded street repair projects. A copy of the updated Bond Parameters Resolution is attached. Draft copies of the Eleventh Supplemental Trust Indenture, Bond Purchase Contract, Preliminary Official Statement, preliminary calendar of events, and estimated debt service schedule were included with the April 12, 2022 bond parameters resolution transmittal. Attachments: Bond Parameters Resolution-Updated Cc Lisa Tarufelli, Boyd Ferguson, Rusty Vetter, Marina Scott Salt Lake City, Utah May 3, 2022 The City Council (the "Council") of Salt Lake City, Utah (the "City"), met in regular session at the regular meeting place of the Council in Salt Lake City, Utah, at 7:00 p.m. on Tuesday, May 3, 2022, with the following members present: Present: Dan Dugan Chair Darin Mano Vice Chair Amy Fowler Council Member Victoria Petro-Eschler Council Member Alejandro Puy Council Member Ana Valdemoros Council Member Chris Wharton Council Member There were also present: Erin Mendenhall Mayor Katherine N. Lewis City Attorney Absent: After the meeting had been duly called to order and after other matters not pertinent to this Resolution had been discussed,a Certificate of Compliance with Open Meeting Law with respect to this May 3, 2022 meeting was presented to the Council, a copy of which is attached hereto. The following resolution was then introduced in written form,was fully discussed, and pursuant to motion duly made by Council Member and seconded by Council Member , was adopted by the following vote: AYE: NAY: The resolution is as follows: 4870-5556-1238,v.4 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF SALT LAKE CITY, UTAH(THE"ISSUER"),AUTHORIZING THE ISSUANCE AND SALE OF NOT MORE THAN $360,000,000 AGGREGATE PRINCIPAL AMOUNT OF PUBLIC UTILITIES REVENUE BONDS, SERIES 2022; FIXING THE MAXIMUM AGGREGATE PRINCIPAL AMOUNT OF THE BONDS, THE MAXIMUM NUMBER OF YEARS OVER WHICH THE BONDS MAY MATURE, THE MAXIMUM INTEREST RATE WHICH THE BONDS MAY BEAR,AND THE MAXIMUM DISCOUNT FROM PAR AT WHICH THE BONDS MAY BE SOLD; PROVIDING FOR THE PUBLICATION OF A NOTICE OF PUBLIC HEARING AND BONDS TO BE ISSUED; PROVIDING FOR THE RUNNING OF A CONTEST PERIOD; AUTHORIZING THE EXECUTION BY THE ISSUER OF A SUPPLEMENTAL INDENTURE, A BOND PURCHASE CONTRACT, AND OTHER DOCUMENTS REQUIRED IN CONNECTION THEREWITH; APPROVING AN OFFICIAL STATEMENT; AUTHORIZING THE TAKING OF ALL OTHER ACTIONS NECESSARY TO THE CONSUMMATION OF THE TRANSACTIONS CONTEMPLATED BY THIS RESOLUTION; AND RELATED MATTERS. WHEREAS, pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended(the"Bond Act"), Salt Lake City,Utah(the"Issuer"), is authorized to issue public utilities revenue bonds (to be issued in one or more series and with such other series or title designation(s)as may be determined by the Issuer) payable from the net revenues of its existing water, sewer, storm drain and street lighting systems (collectively, the "System") for the municipal purposes set forth therein; and WHEREAS,subject to the limitations set forth herein,the City Council of the Issuer (the "Council") desires to authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") to (a) finance water and sewer improvements to the System (the "Project") and (b) pay costs of issuance of the Series 2022 Bonds,pursuant to this Resolution,the Bond Act, a Master Trust Indenture, dated as of January 1, 2004, as heretofore amended and supplemented (the "Master Indenture"), between the Issuer and U.S. Bank Trust Company,National Association(formerly known as U.S. Bank National Association), as trustee (the "Trustee"), and a Supplemental Indenture to be entered into between the Issuer and the Trustee (the "Supplemental Indenture" and collectively with the Master Indenture, the "Indenture"), in substantially the form presented to the meeting at which this Resolution was adopted and which is attached hereto as Exhibit B; and WHEREAS, the Bond Act provides that prior to issuing bonds, an issuing entity must(a)give notice of its intent to issue such bonds and(b)hold a public hearing to receive input from the public with respect to (i) the issuance of the bonds and (ii) the potential 4870-5556-1238,v.4 2 economic impact that the improvement, facility or property for which the bonds pay all or part of the cost will have on the private sector; and WHEREAS, the Council desires to call a public hearing for this purpose and to publish a notice of such hearing with respect to the Series 2022 Bonds; and WHEREAS, the Council desires to approve and authorize the execution of a Bond Purchase Contract (the "Bond Purchase Contract"), to be entered into between the Issuer and the underwriter(s) or the purchaser(s) selected by the Issuer for the Series 2022 Bonds (the"Underwriter/Purchaser"), in substantially the form attached hereto as Exhibit C; and WHEREAS, in the event that the Designated Officers (defined below) determine that it is in the best interests of the Issuer to publicly offer the Series 2022 Bonds,the Issuer desires to authorize the use and distribution of a Preliminary Official Statement (the "Preliminary Official Statement"), and to approve a final Official Statement(the "Official Statement") in substantially the form attached hereto as Exhibit D, and other documents relating thereto; and WHEREAS,in order to allow the Issuer,in consultation with the Issuer's Municipal Advisor, Stifel, Nicolaus & Company, Incorporated (the "Municipal Advisor") flexibility in determining the method of sale and in setting the pricing date of the Series 2022 Bonds, the Council desires to grant to (a) the (i) Mayor of the Issuer; or (ii) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff; or (iii) in the event of the absence or incapacity of both the Mayor and the Mayor's Chief of Staff,the City Treasurer; or (iv) in the event of the absence or incapacity of the Mayor, the Mayor's Chief of Staff and the City Treasurer, the Deputy Treasurer of the Issuer and (b) (i) the Chair of the Council; or (ii) in the event of the absence or incapacity of the Chair of the Council, the Vice Chair of the Council; or(iii)in the event of the absence or incapacity of both the Chair and Vice Chair of the Council, any other member of the Council (collectively, the "Designated Officers"), the authority to select the Underwriter/Purchaser, to approve the final interest rates,principal amounts,terms,maturities,redemption features, and purchase price at which the Series 2022 Bonds shall be sold, to determine whether the Series 2022 Bonds should be sold and the method of sale, and to make any changes with respect thereto from those terms which were before the Council at the time of adoption of this Resolution, provided such terms do not exceed the parameters set forth for such terms in this Resolution (the"Parameters"); NOW, THEREFORE, it is hereby resolved by the City Council of Salt Lake City, Utah, as follows: Section 1. For the purpose of financing the Project and paying costs of issuance of the Series 2022 Bonds,the Council hereby authorizes the issuance of the Issuer's Series 2022 Bonds which shall be designated "Salt Lake City, Utah Public Utilities Revenue Bonds, Series 2022" (to be issued from time to time as one or more series and with such other series or title designation(s) as may be determined by the Issuer) in the initial aggregate principal amount of not to exceed $360,000,000. The Series 2022 Bonds shall mature in not more than thirty-one (31) years from their date or dates, shall be sold at a 4870-5556-1238,v.4 3 price not less than ninety-eight percent (98%) of the total principal amount thereof, shall bear interest at a rate or rates not to exceed six percent (6%) per annum, and may be non- callable or subject to redemption, all as shall be approved by the Designated Officers in consultation with the Issuer's Municipal Advisor, all within the Parameters set forth herein. Section 2. The Supplemental Indenture and the Bond Purchase Contract, in substantially the forms presented at this meeting and attached hereto as Exhibits B and C respectively, are hereby authorized, approved, and confirmed. The Mayor or the Mayor's Chief of Staff as the Mayor's designee (collectively referred to herein as the "Mayor") are hereby authorized to execute and deliver and the City Recorder or Deputy City Recorder (the "City Recorder") to attest or countersign, the Supplemental Indenture and the Bond Purchase Contract,in substantially the forms and with substantially the content as the forms presented at this meeting for and on behalf of the Issuer, with final terms as may be established by the Designated Officers, in consultation with the Municipal Advisor,within the Parameters set forth herein, and with such alterations, changes or additions as may be necessary or as may be authorized by Section 4 hereof. The Designated Officers are each hereby authorized to select the Underwriter/Purchaser, to specify and agree as to the final principal amounts, terms, discounts, maturities, interest rates, redemption features, and purchase price with respect to the Series 2022 Bonds for and on behalf of the Issuer, provided that such terms are within the Parameters set by this Resolution. The execution of the Bond Purchase Contract by the Mayor and the approval of the Designated Officers of the terms included therein shall demonstrate the approval of the Designated Officers. Section 3. The Council hereby approves and authorizes the utilization of the Preliminary Official Statement in substantially the form attached hereto as Exhibit D in the marketing of the Series 2022 Bonds (as appropriate) and hereby approves the Official Statement in substantially the same form as the Preliminary Official Statement, with any necessary revisions and insertions to complete the same with the terms established for the Series 2022 Bonds. The Mayor is hereby authorized to cause the Official Statement to be delivered to the Underwriter/Purchaser evidencing its approval by the Issuer. Section 4. The appropriate officials of the Issuer are authorized to make any alterations, changes, deletions or additions to the Indenture, the Series 2022 Bonds, the Bond Purchase Contract,the Preliminary Official Statement,the Official Statement, or any other document herein authorized and approved which may be necessary to conform the same to the final terms of the Series 2022 Bonds (within the Parameters set by this Resolution),to conform to any applicable insurance or to remove the same,to correct errors or omissions therein,to complete the same,to remove ambiguities therefrom,or to conform the same to other provisions of said instruments,to the provisions of this Resolution or any resolution adopted by the Council or the provisions of the laws of the State of Utah or the United States. The execution thereof by the Mayor on behalf of the Issuer shall conclusively establish such necessity, appropriateness, and approval with respect to all such additions, modifications, deletions, and changes incorporated therein. Section 5. The form, terms, and provisions of the Series 2022 Bonds and the provisions for the signatures, authentication, payment, registration, transfer, exchange, redemption, and number shall be as set forth in the Indenture. The Mayor and City 4870-5556-1238,v.4 4 Recorder are hereby authorized and directed to execute and seal the Series 2022 Bonds and to deliver said Series 2022 Bonds to the Trustee for authentication. The signatures of the Mayor and the City Recorder may be by facsimile or manual execution. Section 6. The appropriate officials of the Issuer are hereby authorized and directed to execute and deliver to the Trustee the written order of the Issuer for authentication and delivery of the Series 2022 Bonds in accordance with the provisions of the Indenture. Section 7. Upon their issuance, the Series 2022 Bonds will constitute special limited obligations of the Issuer payable solely from and to the extent of the sources set forth in the Series 2022 Bonds and the Indenture. No provision of this Resolution, the Indenture, the Series 2022 Bonds, the Bond Purchase Contract, the Preliminary Official Statement, or any other instrument, shall be construed as creating a general obligation of the Issuer, or of creating a general obligation of the State of Utah or any political subdivision thereof,or as incurring or creating a charge upon the general credit of the Issuer or its taxing powers. Section 8. The appropriate officials of the Issuer, and each of them, are hereby authorized and directed to execute and deliver for and on behalf of the Issuer any or all additional certificates, documents and other papers (including, without limitation, any reserve instrument guaranty agreements permitted by the Indenture) and to perform all other acts they may deem necessary or appropriate in order to implement and carry out the matters authorized in this Resolution and the documents authorized and approved herein. Section 9. Pursuant to Section 11-14-318 of the Bond Act,the Issuer shall hold a public hearing on May 17, 2022, to receive input from the public with respect to (a) the issuance of the Series 2022 Bonds, and (b) the potential economic impact that the improvements to be financed with the proceeds of the Series 2022 Bonds will have on the private sector. The Issuer has previously directed its officers and staff to post notice of such hearing on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended,not less than fourteen(14) days prior to the hearing, in substantially the following form and the Issuer hereby ratifies the posting of such notice: 4870-5556-1238,v.4 5 NOTICE OF PUBLIC HEARING NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act"), that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), is scheduled to consider the adoption of a resolution(the"Resolution") in which it will authorize the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s) as may be determined by the Issuer) and call a public hearing. PURPOSE, TIME, PLACE AND LOCATION OF PUBLIC HEARING The Issuer shall hold a public hearing on May 17, 2022, at the hour of 7:00 p.m. at 451 South State Street, Room 315, Salt Lake City, Utah. The purpose of the hearing is to receive input from the public with respect to(a) the issuance of the Series 2022 Bonds and (b) any potential economic impact that the project to be financed with the proceeds of the Series 2022 Bonds may have on the private sector. All members of the public are invited to attend and participate. PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. DATED this May 2, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 6 Section 10. Pursuant to Section 11-14-316 of the Bond Act, the Issuer shall publish a notice of bonds to be issued (i) once in The Salt Lake Tribune, a newspaper of general circulation in the Issuer, (ii) on the Utah Public Notice Website created under Section 63A-16-601 Utah Code Annotated 1953, as amended, and (iii) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. The City Recorder shall cause a copy of this Resolution (together with all exhibits hereto) to be kept on file in the Salt Lake City offices, or in the event such offices are closed for any reason, at 349 South 200 East, Salt Lake City, Utah, for public examination during the regular business hours of the Issuer until at least thirty (30) days from and after the date of publication thereof. The Issuer directs its officers and staff to publish a"Notice of Bonds to be Issued" in substantially the following form: 4870-5556-1238,v.4 7 NOTICE OF BONDS TO BE ISSUED NOTICE IS HEREBY GIVEN pursuant to the provisions of the Local Government Bonding Act, Title 11, Chapter 14, Utah Code Annotated 1953, as amended (the "Bond Act") that on May 3, 2022, the City Council (the "Council") of Salt Lake City, Utah (the "Issuer"), adopted a resolution(the"Resolution")in which it authorized the issuance of the Issuer's Public Utilities Revenue Bonds, Series 2022 (the "Series 2022 Bonds") (to be issued in one or more series and with such other name, series or title designation(s)as may be determined by the Issuer). PURPOSE FOR ISSUING THE SERIES 2022 BONDS The Series 2022 Bonds will be issued for the purpose of financing water and sewer improvements to the Issuer's water, sewer, storm drain and street lighting systems (collectively, the"System") and paying costs of issuance of the Series 2022 Bonds. REVENUES TO BE PLEDGED The Series 2022 Bonds are special limited obligations of the Issuer payable from the revenues of the System(the "Revenues"). PARAMETERS OF THE SERIES 2022 BONDS The Issuer intends to issue the Series 2022 Bonds in the aggregate principal amount of not more than Three Hundred Sixty Million Dollars ($360,000,000), to mature in not more than thirty-one (31) years from their date or dates, to be sold at a price not less than ninety-eight percent (98%) of the total principal amount thereof and bearing interest at a rate or rates not to exceed six percent (6%) per annum. The Series 2022 Bonds are to be issued and sold by the Issuer pursuant to the Resolution, including as part of said Resolution, a Master Trust Indenture (the "Master Indenture") and a Supplemental Indenture of Trust(the"Supplemental Indenture" and collectively,the"Indenture")which Indenture was before the Council in substantially final form at the time of the adoption of the Resolution and said Supplemental Indenture is to be executed by the Issuer in such form and with such changes thereto as shall be approved by the Issuer; provided that the principal amount, interest rate or rates, maturity, and discount of the Series 2022 Bonds will not exceed the maximums set forth above. OUTSTANDING BONDS SECURED BY REVENUES Other than the proposed Series 2022 Bonds, the Issuer currently has $586,575,000 (includes $348,635,000 WIFIA Loan) of bonds outstanding (the "Outstanding Bonds") secured by the Revenues (as more fully described in the Indenture). OTHER OUTSTANDING BONDS OF THE ISSUER Additional information regarding the Issuer's Outstanding Bonds may be found in the Issuer's financial report (the "Financial Report") at: https://reporting.auditor.utah.gov/searchreport. For additional information, including any 4870-5556-1238,v.4 8 information more recent than as of the date of the Financial Report, please contact Marina Scott, City Treasurer, at(801) 535-6565. TOTAL ESTIMATED COST Based on the Issuer's current plan of finance and a current estimate of interest rates, the total principal and interest cost of the Series 2022 Bonds to be issued under the Bond Act if held until maturity is $584,039,758. A copy of the Resolution and the Indenture are on file in the office of the Salt Lake City Recorder, 451 South State Street, Salt Lake City, Utah, or, in the event such office is closed for any reason, at 349 South 200 East, Salt Lake City, Utah, where they may be examined during regular business hours of the City Recorder from 8:00 a.m. to 5:00 p.m. for a period of at least thirty(30)days from and after the date of publication of this notice. NOTICE IS FURTHER GIVEN that a period of thirty(30) days from and after the date of the publication of this notice is provided by law during which any person in interest shall have the right to contest the legality of the Resolution, the Indenture (only as it pertains to the Series 2022 Bonds), or the Series 2022 Bonds, or any provision made for the security and payment of the Series 2022 Bonds, and that after such time, no one shall have any cause of action to contest the regularity, formality, or legality thereof for any cause whatsoever. DATED this May 3, 2022. /s/ Cindy Lou Trishman City Recorder 4870-5556-1238,v.4 9 Section 11. The Issuer hereby declares its intention and reasonable expectation to use proceeds of tax-exempt bonds to reimburse itself for initial expenditures for costs of the Project. The Series 2022 Bonds are to be issued, and the reimbursements made,by the later of 18 months after the payment of the costs or after the Project is placed in service, but in any event, no later than three years after the date the original expenditure was paid. The maximum principal amount of the Series 2022 Bonds which will be issued to finance the reimbursed costs of the Project is not expected to exceed$360,000,000. Section 12. The Issuer hereby reserves the right to opt not to issue the Series 2022 Bonds for any reason, including without limitation, consideration of the opinions expressed at the public hearing. Section 13. All resolutions or parts thereof in conflict herewith are,to the extent of such conflict, hereby repealed and this Resolution shall be in full force and effect immediately upon its approval and adoption. Section 14. Upon the issuance of the Series 2022 Bonds, this Resolution shall be and remain irrepealable until the principal of,premium,if any, and interest on the Series 2022 Bonds are deemed to have been duly discharged in accordance with the terms and provisions of the Indenture. 4870-5556-1238,v.4 10 ADOPTED this May 3, 2022. Chair ( SEAL ) Attest and Countersign: City Recorder APPROVED AS TO FORM: UeG PLG . Boyd Ferguson Senior City Attorney 4870-5556-1238,v.4 11 PRESENTATION TO THE MAYOR The foregoing resolution was presented to the Mayor for her approval or disapproval on May 3, 2022. By: Chair MAYOR'S APPROVAL OR DISAPPROVAL The foregoing resolution is hereby approved on this May 3, 2022. By: Mayor 4870-5556-1238,v.4 12 STATE OF UTAH ) : ss. COUNTY OF SALT LAKE ) I,Cindy Lou Trishman,the duly appointed and qualified City Recorder of Salt Lake City, Utah (the "City"), do hereby certify according to the records of the City Council of the City(the"City Council") in my official possession that the foregoing constitutes a true and correct excerpt of the minutes of the meeting of the City Council held on May 3, 2022, including a resolution (the "Resolution") adopted at said meeting as said minutes and Resolution are officially of record in my possession. I further certify that the Resolution, with all exhibits attached, was deposited in my office on May 3, 2022, and pursuant to the Resolution, (i) a Notice of Public Hearing was posted no less than fourteen(14)days before the public hearing date on the Utah Public Notice Website created under Section 63A-16- 601, Utah Code Annotated 1953, as amended; and (ii) a Notice of Bonds to be Issued will be published (a) one time in The Salt Lake Tribune, a newspaper having general circulation within the City; (b) on the Utah Public Notice Website created under Section 63A-16-601, Utah Code Annotated 1953, as amended; and (c) on the Utah Legal Notices website (www.utahlegals.com) created under Section 45-1-101, Utah Code Annotated 1953, as amended. IN WITNESS WHEREOF,I have hereunto subscribed my signature and impressed hereon the official seal of said City, this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 13 EXHIBIT A CERTIFICATE OF COMPLIANCE WITH OPEN MEETING LAW I, Cindy Lou Trishman,the undersigned City Recorder of Salt Lake City,Utah(the "City"), do hereby certify, according to the records of the City in my official possession, and upon my own knowledge and belief, that in accordance with the requirements of Section 52-4-202, Utah Code Annotated, 1953, as amended, I gave not less than twenty- four(24)hours public notice of the agenda,date,time and place of the May 3,2022,public meeting held by the City Council of the City(the "City Council") as follows: (a) By causing a Notice, in the form attached hereto as Schedule 1, to be posted at the principal offices of the City at least twenty-four(24)hours prior to the convening of the meeting, said Notice having continuously remained so posted and available for public inspection until the completion of the meeting; (b) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be delivered to The Salt Lake Tribune, either directly or through the newspaper's subscription to the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting; and (c) By causing a copy of such Notice, in the form attached hereto as Schedule 1, to be posted on the Utah Public Notice Website (http://pmn.utah.gov) at least twenty-four(24) hours prior to the convening of the meeting. In addition, the Notice of 2022 Annual Meeting Schedule for the City Council (attached hereto as Schedule 2)was given specifying the date,time,and place of the regular meetings of the City Council to be held during the year, by causing said Notice to be (a) posted on December , 2021 at the principal office of the City Council, (b) provided to at least one newspaper of general circulation within the City on January_, 2022 and (c) published on the Utah Public Notice Website (http://pmn.utah.gov) during the current calendar year. IN WITNESS WHEREOF, I have hereunto subscribed my official signature this May 3, 2022. (SEAL) By: City Recorder 4870-5556-1238,v.4 A-1 SCHEDULE 1 NOTICE OF MEETING 4870-5556-1238,v.4 A-2 SCHEDULE 2 ANNUAL MEETING SCHEDULE 4870-5556-1238,v.4 A-3 (attach Proof of Publications of Notice of Public Hearing and Notice of Bonds to be Issued) 4870-5556-1238,v.4 A-4 EXHIBIT B INDENTURE 4870-5556-1238,v.4 B-1 EXHIBIT C FORM OF BOND PURCHASE CONTRACT 4870-5556-1238,v.4 C-I EXHIBIT D FORM OF PRELIMINARY OFFICIAL STATEMENT 4870-5556-1238,v.4 D-1 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ,L iT .0. CITY COUNCIL TRANSMITTAL C1 GtC V(/v( ( 79) - Date Received: 4/6/2022 Rac el Otto, Chief of Staff Date Sent to Council: 4/6/2022 TO: Salt Lake City Council DATE: 4/6/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Business Advisory Board STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment: Business Advisory Board RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Pook Carson as a member of the Business Advisory Board. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ,L w. yi T ... April 6,2022 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 Business Advisory Board. Pook Carson - to be appointed for a four year term ending Monday,December 28, 2026, starting from the date of City Council advice and consent. I respectfully ask your consideration and support for this appointment. Respectfully, 47/ Erin Mendenhall,Mayor Cc: File P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor =mot iT CITY COUNCIL TRANSMITTAL C1 GtC V(/v( ( 79) , Date Received: 4/6/2022 Rac el Otto, Chief of Staff Date Sent to Council: 4/6/2022 TO: Salt Lake City Council DATE: 4/6/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Cultural Core Finance Committee STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment: Cultural Core Finance Committee RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Shaleane Gee as a member of the Cultural Core Finance Committee. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ,L 1..1qmot iT April 6,2022 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 Cultural Core Finance Committee. Shaleane Gee - to be appointed for a four year term 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 P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor T .0. CITY COUNCIL TRANSMITTAL (ZA kiv( ( - Date Received: 4/11/2022 Rac el Otto, Chief of Staff Date Sent to Council: 4/11/2022 TO: Salt Lake City Council DATE: 4/11/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Parks,Natural Lands, Urban Forestry, and Trails Advisory Board STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment: Parks,Natural Lands, Urban Forestry, and Trails Advisory Board RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Frances Ngo as a member of the Parks,Natural Lands,Urban Forestry, and Trails Advisory Board. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor iT April 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 Parks,Natural Lands, Urban Forestry, and Trails Advisory Board. Frances Ngo - to be appointed for a three year term 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 P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor yr iT .0. CITY COUNCIL TRANSMITTAL C1 GtC V(/v( ( 79) , Date Received: 4/11/2022 Rac el Otto, Chief of Staff Date Sent to Council: 4/11/2022 TO: Salt Lake City Council DATE: 4/11/2022 Dan Dugan, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Parks,Natural Lands, Urban Forestry, and Trails Advisory Board STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment: Parks,Natural Lands, Urban Forestry, and Trails Advisory Board RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Wisam Khudhair as a member of the Parks,Natural Lands, Urban Forestry, and Trails Advisory Board. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor ,L w. yr yi T ... April 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 Parks,Natural Lands, Urban Forestry, and Trails Advisory Board. Wisam Khudhair- to be appointed for a three year term 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 P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 Date/Time Opened Popular Topic Contact Name Description 4/20/2022 9:54 Multi Family Homes Christine Roundy I think you are opening yourself up to to potential diaster when you want people from different families to share living space.With a possibility of children living in fear of others for possible rape,infectious diseases and other problems when different people share restroom facilities,with possible dissagreements and fights between residents of same facility,Others may steal food from fridges and cupboards,but my primary disagreement is potential sexual abuse from those whom a child doesn't know.Let's not forget abduction.The possibilities of these kinds of things are endless.I believe it is just barely this side of stupid to put any family in this type of housing.You never said anything about policing these facilities and anyway, isn't it like being in a shelter,an unpoliced shelter or government facility.?How does a family grow in self respect if they are forced into an unwelcome place shuch as these?Don't forget to paint all the walls white and hand out straight jackets to all the potential meanies. 4/20/2022 16:43 Redistricting Anne Cannon Dear Salt Lake City Council Members,It was so nice to convene live,once again at City Hall.I came to hear public comment on the Redistricting maps the Commission had presented to the Council on April 12,2022.I was shocked speechless to find no one present to make a comment.Only one person spoke virtually.I am as dismayed as I felt you were at the total lack of apparent interest in this process.Council districts will perhaps have much to say after the opportunity to have input has passed.I am very empathetic to the task that is now yours and a possible negative pushback that lies ahead.Thank you for the opportunity to serve on the Redistricting Commission.To be part of assisting you in making decisions that will affect all our Cities Councils for the next 10 years has been a privilege.I do appreciate all you are trying to do to help our city with its growing challenges.Most sincerely,Anne Cannon 4/20/2022 19:27 Proposed Changes to RMF-30 Zoning District Justin Beach I support the listed changes.Furthermore,I would support simplication of the zoning map in general.I do not think the city should have any zones that only allow for single-family homes. Also,I do not think basic commerical services should be excluded from any zone.It should not take rezoning to build a small multiuse building or basic services(doctors/dentists offices, restaurants,etc.)in a primarily residental area.I hope this zoning types does not and if it does I hope you remove them.The only to address traffic is to reduce the number of cars.Thank you for reading my comment. 14/20/2022 19:53 Off-street Parking Regulations Justin Beach While I am support of this purposed reduction in forced off-street parking mandates I would prefer if the city abandoned its costly parking mandate.Mandatory off-street parking is anti- urban;it forces the wasting of valuable urban space that could be used by the owner how they choose.The mandate for parking lots spreads this giantic suburb into an even more sprawling car infested mess.This makes this place somewhere more difficult to navigate as someone who walks or uses transit for commuting,luckily to the U so I can.I shop by car because it is incredible difficult and dangerous to do otherwise.The danger to pedestrians is whooly from the way you force the city to be built.Please help reduce the dangerous dependecy on cars by ending the costly mandate of forced off-street parking.Easy parking makes driving easier which means more people will drive.Thank you for reading my 4/21/2022 10:51 Off-street Parking Regulations Bernice Chavez I was in Seattle and they did not plan for parking with apt bldgs and it is a mess of off street parking.Many residents have to park 2 blocks from their building and only kfor 2 hours at a time.Yet there is not enough for even 1 car per apt let alone 2 parking spaces when there is a couple in an apt.Yes definitely make all builders build in plenty of parking or SLC will be cnrry 4/21/2022 13:17 Zoning Joan OGDEN I find myself increasingly concerned with what appears to be a move to reduce the livability of Salt Lake City.An individual purchases a home considering not only the home itself but the surrounds,including neighboring properties,uncrowded streets,and ambiance including views.Changes to zoning,which provide for higher density,higher structures,inadequate off- street parking,or the like,after the homeowner has purchased/lived in the property frankly conveys a certain contempt for the property owner on behalf of those governing.I am trying to not conflate the actions of those governing to some sort of greed,but I am struggling.With regard to requiring fewer parking stalls--that would only mean more on-street parking(and unauthorized parking in the lots of nearby businesses),with the associated issues of providing for adequate snow removal,street cleaning,and access for emergency vehicles.Do you really want to drive away those of us with the means to move away from the results of such zoning and regulation changes? Date/Time Opened Popular Topic Contact Name Description 4/21/2022 16:51 Off-street Parking Regulations Keiko Jones I live in the Guadalupe neighborhood.It's a small neighborhood sandwiched by 1-15 to the west and the railroad to the east.To my dismay,half of this small neighborhood is labeled TSA (TSA-T,TSA-U).(I notice the city has changed the descriptions of these zones—they used to be TSA-core,TSA-transitional,etc.)The other half of my neighborhood is residential(SR-1A,SR- 3).The TSA zone in the neighborhood is already filled with high density apartment buildings with no adequate off-street parking.Those buildings were mostly developed by GIV Development,which also owns an event center,the Union,in our small neighborhood.And we have at least one more development,Kozo House,coming.Our streets are packed with cars from these new developments.When there is a concert at the Union,our neighborhood streets turn into a parking lot for the event center.If I didn't have a garage,I would have to park a few miles away and walk home.Looking at the proposed document,1 am not sure if the city is joking or serious.No minimum off-street parking in TSA-U?!No minimum off-street parking for studios in TSA-T?!That is a developers'heaven and the residents'hell.Doesn't the city understand that the people who live in the TSA zone are parking in the residential zones? I How is it fair for developers to cheaply build high density apartments without sufficient off- street parking and put the burden on us,who live in the residential zones?I have one serious solution to offer:give all the residents in Guadalupe neighborhood stickers that say"TSA," "TSA guest,"SR,"and"SR guest"depending on their addresses free of charge.And put up parking signs on the street that say"TSA"and"SR only."It's just like college parking lots.We should park within our"zone."If not,we will be ticketed.Concert goers will have to take public transportation because there won't be any parking in the neighborhood for non-sticker- holders.This way the city will get more revenues from parking violations,and the residents in the residential zones don't have to worry about carrying their groceries for a mile. 4/21/2022 16:51 Off-street Parking Regulations Patrick Fleming Be careful on modifying off street parking requirements already too few parking spots in many of our high density housing areas.Way too much high density housing development already.Most current residents are very concerned about the rampant growth in SLCi making our city a less desirable olace to live. 4/21/2022 16:54 Affordable Housing Richard Moffat I received a flyer in today's mail inviting input on the upcoming public hearing on Affordable Housing Incentive Proposal.None of the websites listed on the flyer would connect when I tried to access them,so I am writing to the Council.The non-working websites is indicative of Salt Lake City government-much of it doesn't work and doesn't usually represent the citizens desires.As 48 year residents.We strongly oppose the proposed zone changes specifically shared housing,changes to RMF-30 zoning and reducing off-street parking requirements. Each of these proposals will increase the number of residents and impact the already crowded streets for driving and parking.Under the current parking ordinance our city streets allow parking on both sides of the street which does not allow for two lanes of vehicular travel.One vehicle has to find an open spot and pull over so the vehicle traveling in the opposite direction can pass.It also presents a safety issue when children are present either playing or walking to and from the nearby schools.Moreover we bought our home in a single family resident and if the proposed shared housing ordinance is passed we will move from Salt Lake City,as many of our neighbors have said they would.Sincerely,Richard Moffat 4/21/2022 17:27 Affordable Housing Nick Newman We support an increase in affordable housing,but are opposed to these structures being placed surreptitiously in the middle of neighborhoods(particularly Sugarhouse)where traffic is becoming increasingly dense and parking more difficult.There are many areas of the city, particularly near downtown,that are unoccupied and essentially rotting.These areas should be revitalized and could be good locations for affordable housing.Focusing on areas that are already developed and struggling to manage high volumes of traffic,parking issues, andunnecessarily large vehicles,will only make matters worse.Specifically,the Sugarhouse area is bursting at the seams with multiple vehicles for each dwelling.Placing high density housing in this area is a bad idea.Please take advantage of areas within our city that need serious redevelopment and could be utilized to house lower income individuals as well as the remaining continued rising population.Thank you. 4/21/2022 17:42 Affordable Housing Bernice Chavez I don't want tri or four plexes in my neighborhood.Wehave narrow streets and parking gets crowded already on the side streets.I don't want the over crowding.big buildings belong in the business districts or new areas.DOn't destroy our quiet peaceful neighborhood.I was an apt manager for 10 years.I know what comes with apts.drugs,crime,prostitution rowdiness. We fought these things and we are so happy to be in a residential neighborhood.Please don't c fFic TI.�n4 vn�� 4/21/2022 19:32 Off-street Parking Regulations Kevin Kilgore This Sugar House area CANNOT continue to withstand ANY more expedential growth as it has the last several years!More building along with on street parking Only bennifits the developers,certinally not the long term residents.This IS making this area UN-Livable!I want to be sensative to the housing needs but not to the Contiuned detriment of the current residents.So PLEASE NO FURTHER DEVELOPMENTS and/or on street parking. 4/21/2022 23:41 Off-street Parking Regulations Anonymous Constituent please do not lower the number of off street parking spaces required for apartment buildings and multi family buildings.there is already a problem finding on street parking in many neighbor hoods.I have had to park up to 3 blocks away from my housing.the biggest problem with onstreet parking in some areas is you can't park there 24 hrs because there are 1 or 2 hours parking limits inthe daytime.Not being able to park wherel lived forced me to walk late at night coming home from work in undesirable and unsafe areas.There was no offstreet available.There should be one parking space required minimum per apartment.People have cars.it's ridiculous to think you will convince people to give up their cars.It's not safe to walk at night in many parts of the city.you need a car. Date/Time Opened Popular Topic Contact Name Description 4/21/2022 23:42 Off-street Parking Regulations Anonymous Constituent Dear Government Officials,I live in a neighborhood next to a lot of apartment complexes that do not have enough parking for their building.The problem has spilled out into the street and it effects everyone in the neighborhood.There are cars parked illegally all the time,because they don't want to trek for three miles to their apartment.It is irresponsible to keep building these giant complexes and not include enough parking.It is awful for everyone in those buildings and everyone in the area.Please consider that in your proposal. 4/22/2022 8:08 Off-street Parking Regulations Gary Bergera While the reduction in required off-street parking for TSA zones may have seemed like a good idea.In practice,and especially in certain locations(for example,the Guadeloupe neighborhood:500 W to 1-15,North Temple to 600 NI,it creates more problems than it solves.Not requiring high-density housing projects to provide sufficient parking for their residents means that public streets are regularly filled to over-flowing.This results in a very unfair allocation of available on-street parking for SR1 and SR2 residents.Please reconsider the parking requirements in areas where TSA and SR zones adjoin.Thank you. 4/22/2022 9:44 Loading Zones Anonymous Constituent Hello.I propose that if they are 3 to 5 food-related businesses within 500 medians zone needs a loading zone.I'm the resident who lived on 900 south area and having a problem that is so frustrating about these big sami delivery trucks that when they can't find the loading area to park then they will go ahead and park on the road and so makes the people who use the road make a detour to another lane which is the opposite side of the traffic.These problems will cause big issues including the accident and this is beyond out of the control.I propose that the City need to look into these issues and fix them.I'm waiting to see if you guys will be talking about this topic at the next council meeting which is on May 10.Please please please this problem is making people simply try to break the law. 4/22/2022 10:29 Highland High Tennis Courts Daniel Levetan Hello Dan,I hope all your projects are going well.I have spent the last 6 weeks or so hoping to play tennis at Highland high.In the beginning we found the courts to be open,but in the last four weeks they have been locked.I have traveled to two other high school's in the area and both of them have had their courts open.What compelled me to write today is what I experienced today.Today is an asynchronous day,I went to play at loam—the courts were occupied—OK it is tennis season—some leeway needs to be recognized.I went back at about noon and the courts were locked—that is not acceptable.The highland high tennis courts are not the private tennis club for the highland high coach.Due to her own actions I would like to see action from the city to remedy this problem.The courts should be available to the public, and they should not be locked.After the season ends they should not be excessively occupied by the tennis coach,or prioritized by the Highland high tennis team.They should be on a first come first serve basis as is the case with all other public courts.The tennis teacher can throw out a lot of excuses such as the courts are wet due to dripping water,and we are protecting the courts,or we are in the middle of the season.The main point remains the same;no other school is locking courts,the football stadium is open at Highland,as is the soccer field,and they are used by the public.I have seen families come by on the weekend and be turned away,and I have also seen people climb the fence.If a person gets hurt climbing the fence, that could lead to some serious repercussions for the city.This needs to be addressed.Please let me know.Daniel 4/22/2022 11:35 Off-street Parking Regulations Barbara George Your proposal to update off stree parking does not say what the current requirement is for new complexes.My understanding was it was 1/2 space per unit.I hope this is incorrect.We as a Neighhood Council fought that for the 280 unit complex across the street from my single home.The units are Studio up to 3 bedroom.If someone can afford to pay$3600 a month on rent for a two bedroom unit you can bet they have one or more care.They did lower the number of units to 250 to provide more parking.Parking is hard to find when friends or family visit.So my point is that you should not assume that people will not want and have a car.They are then forced to park on the street.Also,because parking is such a problem on my street, people often try to squeze in a car into a space too small and end up blocking my driveway so I can't get out. 4/22/2022 11:38 Off-street Parking Regulations Barbara George Addtional information.I will not shop downtown or places that do not have parking because I can't walk far.I will drive north or south of Salt Lake City to shop if there is no parking. 4/22/2022 12:18 Off-street Parking Regulations Anonymous Constituent "The City is considering changing how many off-street parking stalls are requred for new development.Requiring fewer parking stalls could lower the cost of new development, including housing;but fewer off-street parking stalls could increase parking challenges in some neighborhoods."Within the Freeway District between 900 South and 2100 South there have been many new townhouses/condominims built and more are being built.The street parking arounds these developments have increased the parking challenges in the Freeway District.West Temple St.and the side streets off of West Temple are very difficult to navigate, because of the numerous cars parked on the streets.If the"off-street"parking is lowered,it will increase the number of"on-street"parking,making it more difficult to navigate in this area.Do not lower the off-street parking requirements.On-street parking results in home owners and their quests unable to park near their home. 4/22/2022 12:19 Off-street Parking Regulations Marty Shannon I am opposed lowering the number of off-street parking stalls required for new developments. I live close to Westminister College in an area with older homes and many rentals.There are already so many cars lining the streets that it looks more like a parking lot than a residential area.Salt Lake County was developed with sprawling suburbs which require car ownership to connect to grocery stores,and most forms of employment.I do not see new residents of this area reducing their reliance on cars for transporation,thus new deveopment projects need to include the current off-street parking requirements so current residents have street space for the weekly garbage pick-up,required repair services and places for friends to park when they occassional visit.The current street parking congestion make those things a challenge for current residents.Additional street parking will make the parking congestion unmanagable. Date/Time Opened Popular Topic Contact Name Description 4/22/2022 12:39 Shared Housing Proposal Maun Alston Not my preference for housing those with no place to live or to begin to address the huge problem of people without homes,Shared Housing has certainly worked well in the past and we have lost too many of these SRO units.My experience says it probably works best for single individuals. _ 4/22/2022 13:04 Off-street Parking Regulations Maun Alston Reducing the number of off street parking stalls for new developments can help provide more new housing but must be done based on the population to be housed in a particular development And good access to public transit is crucial.We can't have developments like this in neighorhoods which are already overwhelmed with on street parking but if done well, _ this ran ha vary helnful 4/22/2022 13:17 Off-street Parking Regulations Peter Christiansen I am against the proposal to require fewer off-street parking stalls in new developments.I think this will have a negative impact on Salt Lake City residents,particularly the poorest and most vulnerable.Although reducing this requirement might attract more developers,it passes the burden on to those who live in and use these spaces.I lived in low-income housing in the downtown area and we were often forced to park blocks from our home(with two small children)or pay for parking,which was hard on an already strained budget.Additionally,multi- family structures like 5-over-Ss are already notorious for attracting developers who cut costs with substandard materials.We need more affordable housing,but we should have more strict building regulations,not more permissive regulations,if we want people to ACTUALLY be able to live and thrive in our community. 4/22/2022 14:35 Zoning Jeff Pague i strongly disagree with this if you simply wait for 6 months you will start to see what the fed has started.a major slow down in the Econonmy.you see it today with the market down 1000 points with more to come.it will fix itself.no need to rezone.just warch 4/22/2022 15:52 Affordable Housing Anonymous Constituent Hi,I'm concerned about the City has passed the senate to build more tall apartment buildings that are too many capacities on top of each other in one apartment.They will bring more issues such as noise and crimes that may happen etc.and I am concerned about the price that more than people can afford to live.This need to be stop!! 4/22/2022 15:58 Affordable Housing Anonymous Constituent Hi,I want to comment and give you feedback on your sharing housing project that will not work.for myself and I believe everyone needs their own room,kitchen,bathroom,and private spaces.I do not believe that sharing housing will fix any problem but I would love to see and I think instead of doing sharing housing,the city should have offers more affordable housing and every apartment should have the afforadable options available.these apartments are too expensive.why is the city doing this to their own Utahns residents? 4/22/2022 16:23 Affordable Housing Michelle McGallen Hello,this is Angelina Beaslin,I lived at 809 E Harrison Ave,SLC.8015775054.I am absolutely against this rezoning in my neighborhood because I moved here about 20 years ago because I wanted a nice neighborhood and single home living.I don't want apartment building around that's why I bought a house here.There's absolutely no reason why these people can't just go and live somewhere else outside of the salt lake city.If you want an affordable housing then make it some place else not on my back yard that's what I'm saying.This is a single home living situation and as far as parking.there's no any parkings in this area right now.this is rediculous!You'll have these parking build with no parking so they have to park on the street this is absolutely insane.I'm sorry but they don't have to live in SLC they can live outside of the SLC.People buy these homes for a reason.It's a sweet neiborhood.I don't it with a bunch of these high-rise buildings that are supposed to be low income and there's half of the time they're not low income.I think you should leave the zoning the way it is.I do Vote!!!! 4/22/2022 20:01 Proposed Changes to RMF-30 Zoning District Noelle Bricker I received a housing pamphlet from the city council and just wanted to share my feedback.I believe the changes to the RMF 30 zoning is a good idea.I am 32 and have many friends who have purchased land during Covid and built tiny houses.I believe tiny houses and allowing more than one primary structure to a property would be a great way to create more housing in Salt Lake City.I hope you consider my feedback and have a good day. 4/23/2022 8:53 SLC Marathon Lewis Miller My wife has spent the last hour trying to get out of the Avenues but cannot due to the marathon.Publishing a map of the route is no help when that map does not provide an exit from the upper Avenues.This event was apparently organized by toddlers with no regard to the safety or convenience of those of us who pay their salaries.I did call the police non- emergency line and they said the officers at the intersections would let drivers through.That was a lie.Most intersections have no officers and the ones that were manned were of no help.Additionally,there is no signage to direct traffic out of the Ayes.Aside from the massive inconvenience that this poor planning and management has caused,it is a serious safety issue.If I need to get to the hospital am I just supposed to wait until tomorrow? 4/24/2022 14:22 Off-street Parking Regulations Christopher Butler Requiring less parking will only make things more clogged.The only way this would work is if public transit was free for everyone and it was increased by a lot.Until we have public transit that makes a car not needed parking requirements should not go down. 4/24/2022 20:25 Off-street Parking Regulations Jeffrey MCCARTHY Please do not change the city's parking regulations in order to allow developers cheaper building costs.The Granary district and Central Ninth are both overrun with parked cars as it is;adding a thousand residents to these looming condos with no attention to where thye'ii put their cars and their guests'cars and their delivery drivers'cars will reduce our neighborhood walkability,safety and peace.All that parking is loud,all that parking is inefficient as drivers circle blocks,all that parking is a detraction from the livable comunity most of us decided to live in and make home.Please stick to the established law on this question and make parking part of the new build process. Date/Time Opened Popular Topic Contact Name Description 4/24/2022 20:44 Proposed Changes to RMF-30 Zoning District Jeffrey MCCARTHY I support the changes to RMF 30 zoning insofar as they allow an alternative to the five-story condo complexes presently ruining our Granary neighborhood.enough is enough with these outsize constructions!Please use crerative solutions like multi-family housing and townhomes to solve the housing squeeze instead of allowing developers to build out of scale profit machines that shadow the homes and disrupt the healthy neighborhood feel of treasures like Washington St Jefferson St and Montrose Avenue. 4/25/2022 12:42 Scape Yard Michelle McGallen Hi my name is Michelle McGallen and I was calling to ask a question and comment as well about your scape yard in SLC.I know that the city have been giving out civil violation or citation on your scape yard if there is not one there is restitution.I totally understand,if the city trying to save the trees and try to encourage people to not cut down the trees but if you are full of grass lawn and make it to zero scape yard lawn.I feel like people should be able to afford it and not recommended for making your lawn zoro scape then you know conserving more water.I know the governor has been asking people to water less.I would love to have the city council look into the city ordinant and may possible make changes. 4/25/2022 19:58 Proposed Changes to RMF-30 Zoning District Akiva E Toren Hello!I just got the mailer from city council about the various initiatives in the works on affordable housing,including shared housing,RMF-30 Zoning,and changes to off-street parking.I am encouraged by these changes and I support all of them.Specifically,regarding the zone changes,we need to get creative in providing affordable housing options.I know many in my Rose Park neighborhood bemoan changes that would make it"the next Sugar House,"but I think the only way to prevent the displacement of families and to provide long- term opportunities for diverse citizens,families,immigrants,and more,is to provide a variety of housing options.The single family home only zoning increases housing costs,causes more pollution because of the need to commute,and exacerbates the inevitable ill affects of gentrification.Also,we don't have to become the Sugar House with this change.It could be something in between!I know the last public hearing already happened,but I am excited about this direction. 4/26/2022 8:32 on-street parking Erica Marken I have a driveway I share with five other families-it exits onto 800 south which has become increasingly busy over the years.My concern continues to be that residents park on 800 south immediately adjacent to the exit of the driveway.This significantly impacts those exiting the driveway ability to see cyclists and approaching cars as we exit.Despite multiple calls to the city this continues to not be unresolved.I am terrified that someday I am going to hit someone.All that would be needed to resolve this is a parking buffer for a few feet so that drivers exiting the driveway have a view of 800 South that is not obstructed! 4/26/2022 12:15 Shared Housing Proposal Anonymous Constituent Sounds like a reasonable housing situation,however,it also may need to have a"house parent"on sight to oversee that the shared areas are respected by all. 4/26/2022 12:25 Off-street Parking Regulations Ann Hopkins As stated in the proposal,requiring fewer parking stalls by the developer will result in tenants parking on side streets.This is already an issue due to the number of rental units in my area- and in addition there are a number of not registered AirB&Bs.An arrangement for _ homeowners needs to he made__ _ 14/26/2022 17:57 Foothill Trails Stephen Trimble Thanks so much for pausing the trail development in the foothills so we can get this right!The first draft was clearly damaging to our beloved hills;I appreciate your willingness to rethink this.with full community discussion.best.Steve Trimble 4/26/2022 17:59 Affordable Housing Emir Mulaosmanovic April 12th..and we got that reported on April 24th!It will not happen..ever in Millcreek area 3300 S 1100 E!We will fight for it!We paid our condominius so high prices and now to have affrodble housing around?We dont thik so!Will not happen ever! 4/26/2022 18:11 Foothill Trails Tay Haines Thanks for your good actions recently to restore and plan for the trails in our foothills.Good iob!Tav 4/26/2022 18:16 Affordable Housing Zack Heath Hello SLC Council,We need to ban private companies owning more than x single family homes.I know that is hard in a right leaning state but this is a case where unbridled capitalism is having a huge impact on young people and lower income people.Citizens who could once afford homes and start building real wealth are being priced out.Please,do something.I received your mailer about affordable living incentives and shared housing.Yes those things can help but we need more wholesale changes to go along with these smaller impact items.I am aware the majority of the state legislature are realtors and land developers.Let's show other states that even though there is an appearance of conflict of interest on housing market related matters,here in Utah we are not corrupt and we give everyone a fair shake.Take bigger action than what you have planned,please.Sincerely,Michael Heath Rose Park 4/26/2022 18:21 Foothill Trails Jim Brandi I want to THANK YOU for your support with regard to the integrity of the Salt Lake City foothill trails.I hope that you follow the recommendations of the Salt Lake City Public Lands and give permission to:Extend the pause on trail construction until spring 2023 Release funds to restore and re-vegetate the Avenues Ridgeline Trail above Terrace Hills trailhead Release funds to allow for maintenance and repair of original"legacy"and recently constructed trails with the use of hand tools only Expand the scope of work for a review and assessment of the 2020 Foothills Trails System Plan and work done during Phase 1 Release funds to allow the study and design of five new trailheads I am a frequent user(along with my wife and family) of the foothill trails especially those in the Terrace Hills/Twin Peaks area.We are hikers and birders.This past year I have enjoyed viewing two juvenile eagles that soar over the foothills on almost a daily basis.I was both saddened and frustrated with the new trail system that cut through and scarred the foothills and left miles of erosive new trail cuts.I totally agree with the permissions as stated above and feel that they will serve to improve the quality of the foothill trail system as well as the user experience.Please,let's not make our foothills into a maze of unsightly trail cuts and erosional scars;let's strive to keep the uniqueness of the foothills for all to enjoy.Thanks again.Sincerely,Jim Brandi Salt Lake City,84105 Date/Time Opened Popular Topic Contact Name Description 4/26/2022 18:22 Affordable Housing Henry Hancock I recently got a letter in the mail about the shared housing proposal and believed that I deserved to have say in if it goes through or not.I highly don't believe this is a good idea because our city is too crowded enough and we have much worse problems like roads,illegal immigration,trying to make schools without propaganda of any way politically,and sparing water for the people that are already here.The answer to the problem of increasing housing prices is not to spread out the big city because it ends up spreading out homelessness and crime farther out to other places in the city,and overcrowds the city more than we need.This is a terrible idea and is going to make this city worse,we need to make it better not worse off in the end.Also if this ever passes at least make apartments that look decently good not just copy pasted square crappy looking apartments 4/26/2022 18:22 Affordable Housing Ben Lariviere I wanted to email in support of the affordable housing initiatives under consideration by the city council.I am working on my master's degree in public policy and I have done several projects on housing policy.With a few classmates,I wrote the following: https://medium.com/p/14dd126432a1 Allowing shared housing is a good idea.Reducing parking requirements is a great idea,I think you should eliminate parking minimums,and let developers decide how much parking to build.(I would go so far as to say there should be parking maximums,and fees on surface parking lots to encourage more development).Any changes to zoning laws that allow more density are positive steps and I support these moves fully.I imagine you will get angry opposition from some,but SLC residents understand the need for affordable housing so these steps are the right steps to take. 4/26/2022 18:29 Redistricting Margaret Holloway If the council takes the majority of Rose Park and fairpark it's own district.It puts all the responsibilities on 1 district.Right now 900 west is in district 3 with the majority in district 1. So Chris Wharton right now has to deal with issues in our neighborhood as well as Victoria Petro-Eschler.If you isolate us into 1 district away from the stronger voices.We will have none.The majority of the residents don't bother with what good is going unjust keep pointing out the disputes.We already have taken the hit on the homeless situation.We have 2 people we can call.If you remove that mixtures.Then we don't have a chance Margaret 4/26/2022 18:30 Affordable Housing Mike Caisse Dear Salt Lake City Council,The Growing Salt Lake Housing Plan seems like an initiative without consideration for those who own homes in Salt Lake.As a homeowner on the east bench I've already witnessed how low income housing,or"affordable housing"as the council calls it,brings with it all sorts of nonsense that we simply do not want to deal with.Please, stop with this stuff.We want peace here,not problems.If the council incentivizes builders to put multi-family housing near my home or neighborhood,then we will surely leave Utah.It cuts both ways you see.We have worked extremely hard our entire lives in order to get where we are,however,we will move out of state if you destroy the peace in St Mary's.Kind regards,Mike Caisse 4/26/2022 21:01 Shared Housing Proposal Ira Hinckley Hello,I am opposed to increasing shared housing(flop houses)in our city.This sounds like a recipe for disaster.I believe this will bring an increase in crime. 4/26/2022 21:06 Shared Housing Proposal Anonymous Constituent Hi,I am opposed to changing zoning allowing single-family homes to smaller aparment buildings.This is a horrible idea.Who would want their neighbors home to be turned into an apartment building!?!Please put a quick end to this dumb idea and preserve our beautiful eieh hnrhoeds!I! 4/27/2022 17:01 Affordable Housing Sued Sadeghi Hi folks at SLC Council;Thank you for finally coming to this conclusion,it should have been done 30 years ago,though better late than never.I suggest and highly recommend that the council implement not only shared housing,but also all sorts of other subsidized housing options as well,especially for the homeless and low income folks.Thank you for your nciriPratinn Ca'Pd CadPohi 4/27/2022 18:03 Shared Housing Proposal Elliot Nielson I support allowing shared housing throughout all of Salt Lake!Shared housing is inherently more affordable than single family and most of other multi-family units.Removing SRO's has been proven to increase homelessness.It stands to reason that increasing SRO's will reduce it. Those who oppose SRO's"in this particular setting"or"in this neighborhood"are selfishly preventing people from being housed.Utah used to be the leader nationwide in the housing- first model for reducing homeless;by allowing more housing of all kinds,we could be leaders 4/27/2022 18:35 Off-street Parking Regulations Kayla Chandler The fact that you are even considering to decrease the number of off street parking required for new residences is completely crazy!Already we are finding street parking to be problematic and you want to add more parked vehicles on the streets of our overcrowded neighborhoods.All the streets are so inundated with parked vehicles to the point currently that they have become one way only streets and you want to add more.I understand that mutliple housing projects are necessary and allow for individuals to buy or rent during a housing crisis.But it is being done in a way that is ruining the neighborhoods.Even if you assume that each household has only one vehicle,when the reality is probably two or three, letting any housing be built with less than one off-street parking stall per household is short- sighted.The fact that you are even considering reducing the current requirement,which is already inadequate,is the attitude that is causing the existing residents and homeowners to feel frustrated and causing resentment towards the new development and its occupants. Please reconsider. 4/27/2022 21:47 Road Maintance Andy Robertson SLC's roads are in atrocious shape.And they're steadily getting worse.Having to bounce around in a lane is bad and makes cars look unpredictable to cyclists and pedestrians,much less other cars.Even worse is when cars weave in and out of the lane to avoid one pothole after another.What is the City waiting for?Vist any other city along the Wasatch Front and i think you'll be surprised at how poorly SLC's roads compare. Date/Time Opened Popular Topic Contact Name Description 4/27/2022 22:05 Redistricting Greg Goldberg Having reviewed the redistricting maps,It would seem keeping things close to current seems the best for the Surgarhouse community.The Totally Different map would be way too disruptive for those of us use to being in District 7 for all these years.I prefer the Community Council boundaries but I can't speak for the far East side being myself in the 9th E and 2700 S area.However,7th E and 1700 S seem to be the most logical and most inclusive for the Sugarhouse and District 7 boundary in the NW block area.I would hope the Council and planners would consider these things.Thanks Much for considering. 4/28/2022 9:09 Ivory Homes Rezone Request Michelle Watts .I am not a resident up there,but have to always stick to my no vote for zoning plots for developers.You never know what a developer will do with more wiggle room.It sounds like they can&will try to build?I want to be neutral in anything I say about my thoughts on building and density.My only feedback is a no for any zoning changes.Thank you Chris! 4/28/2022 9:31 Shared Housing Proposal Aaron Fargo I'm know you've heard this many times,but I live in the lower avenues and the short term rentals are starting to get out of hand.I am concerned we are going to lose the neighborhood to investors and tourists.I've been complaining for over a year about a short term rental two doors down for me.Their listing can show one thing,but they can operate a completely different way.It has pretty much been weekend or weekly rentals for the entire winter and beyond.The process with the city is too slow and waste a lot of time for everybody.I have an investor acquaintance that says,get me a house and instead of$2800 a month long-term renter I'll get you$6000.How was anyone supposed to compete with that?I have friends who are looking for homes in the avenues and are getting outbid by full cash investors like the one I just mentioned.It is a major problem and I'm noticing it is picking up momentum.Is there anything we can do to save the avenues? 4/28/2022 9:34 Park strip vegetation Stan Holmes Mayor Mendenhall apparently didn't get the word that city residents trying to save 5+gallons of water a day are still getting threatened and punished for xeriscaping/zeroscaping park strips.I received the attached final notice today,as did my neighbor.$25 per day fines begin in 30 days;and to file an appeal costs$253.The records I recently received via GRAMA indicate that the city never suspended enforcement of the park strip ordinance,# 21A.48.060.E See the Excel file attached.I think I sent you the earlier Excel file of citations issued January to November 2021.Greater Capitol Hill area residents receiving citations in the most recent issuing period include recipients numbered 10,20,21,22,36,44,and 50 on the Excel spreadsheet.All by the same city officer,Robert Garback.You'll note several Avenues residents are targeted in the most recent set of citations.I've begun sharing this info with the media,as there seems to be some interest given the Governor's water emergency proclamation,and am seeking legal advice.Changing bad water policy is something your consituents can help do at the neighborhood and municipal levels to conserve water for our common good.The GRAMAs yielded 351 addresses of SLC residents cited across all city council districts,and could prove to be a great organizing tool.Thanks for your earlier offers of assistance.Darin Mano also expressed concern about the value of the current park strip ordinance.I'd be interested in your suggestions for effecting an actual enforcement suspension of#21A.48.060.E until its overdue revision...preferably after public hearings. 4/28/2022 9:37 SLC Marathon Alex Churchward I am wondering why the Salt Lake City Marathon does not include more of the West side of Salt Lake City.I live in the Ayes currently but grew up in Rose Park.It's a wonderful area and it seems classist that events like the Marathon do not run through those neighborhoods.Also, as it currently routes,it is a nightmare to get anywhere.The route really needs to be nn htPrP t ac tn nor Pnrran rPcldPnrc 4/28/2022 14:18 Redistricting William Brass Personal preference for the new districts is the Something Completely Different map 4/28/2022 21:31 Bike Lanes Andy Robertson Hi!When the shoulder and/or bike lanes are clear of debris,cyclists are far less likely to slide left into or closer to auto traffic.Cleaner roads are safer.Please break out the street sweepers earlier in spring and more frequently theiughout the year.Thank you 4/29/2022 16:50 Affordable Housing Karen Whitlock Ms.Smith is frustrated by the amount of growth occurring downtown,particularly along Main Street and State Street.She believes the homeless situation is getting worse and there is not enough affordable housing to house those in need.She is frustrated that only"luxury" housing is being built and that it is unattainable for many people.Ms.Smith is additionally frustrated by the new units because of the amount of water they will require.She believes that while other residents are being asked to ration and cut back on water,a large amount of I water is being used at these new buildings by new residents.Last,she believes new luxury housing is contributing to poor air quality in SLC. 4/29/2022 17:12 Air Quality Jen Colby I hope some of the Planning Staff as well as other city officials are attending this Summit that will focus on greener supportive and missing middle housing.We need much higher quality projects in this regard and this type of requirement keeps getting ignored in rezonings and PUDS where the city might be able to push for higher standards.We are in a climate emergency and buildings also are significant contributors to poor air quality.We need to do a lot better,fast.https://www.eventbrite.com/e/multifamily-housing-summit-registration- 241329782877?aff=ebdsoporgprofile Best regards,Jen Colby,Resident,D4 4/29/2022 17:13 Redistricting Marlene Deer This is Marlene Deer.The state legislature should adopt the boundary maps that were originally drawn by the non-partisan group commissioned to do so.Citizens voted and paid to have this done and expect our representatives to respect the will of the people. Date/Time Opened Popular Topic Contact Name Description 4/30/2022 14:38 Redistricting Sarah Woolsey Hi I live in District 7.This is the first we have heard htat this has reappeared and WECANNOT SEE THE MAP.The City spends spend a lot of energy on communications that are not accessible.This is another one.Please do not pass the with out a clear map,door to door announcements for the people that will be imposed upon.This is incredibly frustrating as a citizen that stays upon a lot.The brochure you sent is not helpful to me.Please get more of the word out,again.I am trying to see what the links have and theya re obscured.Thanks in advance with information that we can use!Sarah 5/1/2022 7:05 Shared Housing Proposal Elizabeth Giraud I'm opposed to allowing the re-introduction of box-car apartment buildings(the sideways row houses).They became a prevalent building type in the 1960s and are a visual blight in neighborhoods today.Instead,if you want to look at a historic building form to replicate, consider the numerous,wonderful,apartment buildings constructed from about 1890 to tq,n 5/1/2022 11:51 Proposed Changes to RMF-30 Zoning District Jill Stephenson The proposed changes for RMF-30 Zoning is a very bad idea for the city and especially its citizens.I'm a 30 year resident of Salt Lake(in the same house)and have seen many changes in the city.I'm very concerned that these proposed changes will have a lasting and irreversible damages to our neighborhoods.I understand increased density in Salt Lake,400 South(with light rail),and even sugarhouse but changing single family homes to small apartment and math-family housing(up to 3 or more units-are you kidding me!)will destroy the communities that surround these dense areas.I've seen the damage first-hand when the city decided to allow the zoning conversion of single family dwelling units to duplexs if the owner could provide evidence that the unit was rented(illegally by the way)consistently.I still don't understand rewarding invididuals for breaking the law but with this change came more cars, parking issues,unmaintained properties,and a transient population that is not invested in our community.It's our communities that make Salt Lake a safe and desirable location.I also don't see any consideration for the spillover effect these zoning changes have onto streets and neightborhoods that aren't aware of the changes.I'm very disappointed in the city council as it seems that many of these housing proposals are meant to benefit developers instead of Sat Lake City citizens and residents.It is your duty to protect our citizen,residents,communities and neighborhoods instead of those who aim to profit from these zoning changes and are not invested in our communities long-term. 5/1/2022 14:11 Off-street Parking Regulations Anonymous Constituent By not requiring new apartment construction to require all tenants to pay for a parking stall and building one stall/per unit,tenants tend to use street parking in residential areas,thus depriving homeowners/taxpayers of using the street parking for guest parking.If a tenant does not own an automobile,he could be allowed to rent to another tenant who may need two stalls.The planning commission has made a mess of Sugar House by failing to control off street parking,which has also harmed busineses in the area.Also,some of the proposed street designs also infringes on the rights of homeowners to use street parking by giving way to bikelanes.This is especially true on 1100 East and Highland Dr.where there should never be bike lanes as it is too congested and dangerous.900 East has suitable bikelanes for bikers to use safely.Not every street needs bike lanes,particularly in the long winter months(when there is snow accumulation).Designers need to become more sensible and sensitive! 5/2/2022 8:04 Redistricting Brenda Koga it would be great to keep cohesive neighborhoods together since communities like mine function as a unit.If splits could be made where there are major roads rather than smaller neighborhood streets.that would be ideal. 5/2/2022 8:47 Western Garden FB-UN2 John Phillip Davis Dear Councilmembers,Further to my public comment below relative to the Western Garden's proposed rezone to FB-UN2,I wanted to let you know that several involved members of our community,including leaders within the Ballpark,East Central,Central 9th,Yalecrest, Sugarhouse,and Central City neighborhoods,will be meeting in the next week or two to discuss our shared concerns and experiences with the FB-UN2 zone(we are presently coordinate schedules).Created to encourage development in the Central 9th area,FB-UN2 zoning presents unique challenges and impacts for our different neighborhoods.A group in Central City successfully worked with the Council several years ago to introduce certain minor text amendments to FB-UN2 that improved certain aspects of the zone in situations where it is applied in neighborhoods not zoned entirely under the FB-UN1/FB-UN2 paradigm,but this was a mere bandaid fix to greater problems in terms of the realized development we are seeing under FB-UN2 in our City.As you are set to vote this coming week on the rezone of a very large 2.3 acre parcel in the Central City Historic District,I hope that you are aware of the panoply of issues being experienced and concerns of your constituents regarding this particular zone.While well intentioned in its original design,FB-UN2 has been used by many developers in connection with projects that maximize the profitability of a particular development while passing on costs in terms of negative livability impacts onto the greater neighborhoods.Indeed,Councilmember Mano expressed some concerns relating to this zone during the Work Session,asking Planning for greater variety in zoning tools.For the reasons detailed in my original public comment,I strongly encourage you to vote against the rezone of the Western Gardens parcel to FB-UN2.This large parcel in a sensitive historic district demands more sensitive zoning tools.Thank you,Jack Davis On Tue,Mar 22,2022 at 11:36 AM Dear Councilmembers,A proposed rezone to for the Western Gardens site near Trolley Square is on the agenda for your work session today.As you consider this proposal,I wanted to ask that you review my attached public comment to the Planning Division detailing my assessment that the proposal to rezone the Western Gardens parcel to FB-UN2 does not meet the standards for a zoning map amendment under Salt Lake City Ordinance for a variety of reasons,largely due to non de minimis inconsistencies with applicable master plans.Notably, for similar reasons,immediate neighbors and the greater community were unanimously 5/2/2022 11:30 Proposed Changes to RMF-30 Zoning District Dan Love keep the integrity of our communities.using affordable housing as a means to strip protections in the master plan is a 000r choice to solve a oroblem. Date/Time Opened Popular Topic Contact Name Description 5/2/2022 13:44 Homelessness Michael Ossa I have lived here for 4 years come April and I have never in my 32yrs of life seen a city this over ran by street dwellers.In my opinion it looks like yall have done anything to help these folks get back in the right path instread it seems that yall have just coddled these people instead of helping them.Clearly whatever yall are doing or have done does not work.This is America we dont just let these type of people take over whole cities because SLC is on the fast track to become the next L.A.or San Franisco in terms of being overpopulated with homelessness.I spent 4 years of my life in the Army and I truly care about this country and especailly the city I live in as leaders you and the other city leaders are failing you're constituents.As you drive to your fancy cush office look out your cars windows and see your streets flooded....Also I know this city has turned ran down old hotels into homes for these folks but are they are actually up to standard living conditions?I think not and thats from intel a SLC firefighter whos had calls to these places.One instance my friend went on a call to one of these locations and the room was invested with cockroaches and the homeless guy was a Veteran.Is this is how this city treats the ones who stood up for her?....Stop being the politican you are and start being the politican you should be.Its getting to the point where Im feeling I will have to step up and run for an office postion so this local governtment quits failing its people.DO BETTER. 15/2/2022 16:48 Affordable Housing Karen Whitlock This proposal is not actually aiding in the lack of affordable housing.Under$1450 is NOT AFFORDABLE.SRO's are absolutely not a solution for widespread aid.This is not a dignified way of living for most people.SLC had the tools to address this in a way where people can afford to live in dignified spaces,not in glorified dorms.30%of the average median income should be low income.This proposal seems to only be benefitting developers and people exploiting and rejecting the needs of low income people.Developers do not have people's best interest in mind.Dignified living spaces at affordable prices must be a part of a mandate on developers.We elected you all to represent us.Don't make us have to live in insufficient spaces or leave the city we love.You all can do better. 5/2/2022 16:49 Affordable Housing Karen Whitlock Dear Salt Lake City Planning Commission,As a resident and homeowner in downtown Salt Lake City,I oppose proposals to implement shared housing and reduce off-street parking. While I recognize a need for affordable housing in Salt Lake City,I don't support these measures as acceptable solutions.Current restrictions serve a purpose!Please keep dormitory buildings,characterized by sub-standard living conditions out of in my neighborhood.They diminish property value and negatively affect quality of life for dorm residents and their neighbors.Retain off-street parking requirements.More cars vying for on-street parking isn't only a nuisance;it risks increasing already high rates of vehicle theft and vandalism in my area.I support altering RMF-30 zoning laws to allow small townhouse or condo projects in residential areas,provided that building heights do not exceed more than three stories,and each unit has a private kitchen and bathroom.Regards,Jesse Steele 5/2/2022 16:50 Affordable Housing Karen Whitlock Why can't the city require developers to include a certain percentage of affordable housing units with every construction project?Park City/Summit County has been doing that for decades.Developers will always follow the money.Nothing will change until they are heavily incentivized or government regulations require them to do so.Also,do we really need more "McMansions"in the Salt Lake valley?There ought to be limits to the number of oversized homes being built.I am strongly in favor of Requirements and Restrictions for developers to include affordable housing and limit the number of large developments.It works where it's been implemented.Incentives alone will not help the housing crisis we are facing in Salt Lake City.Middle class hard-working families can't afford a simple house in the Salt Lake area any more,and this is a very recent development.Our local governments have the power to help. 5/2/2022 16:51 Affordable Housing Karen Whitlock This page should be updated with the 2022 income limits.The AMI just increased by10%+ which significantly impacts rent limits. 5/2/2022 16:52 Affordable Housing Anonymous Constituent I was born in Salt Lake,and have lived in Utah my entire life.I love it here,and don't want to leave.However,I feel I'm being forced out of the state I love due to the absurd rise in living costs.It is insulting that those in office think"shared dorm style housing"is what full grown adults with careers want.We want an apartment or a house of our own.We want independence,and to pay rent without taking out a loan.There is plenty of housing,trust me, I've scoured for housing on every housing platform.What there isn't,is affordable housing. The amount of housing is not the issue,it's the cost.Rent control is what we want and what we need.My parents bought their first home in sugar house in the 90's for roughly 60k on a 29k salary.That house is now worth nearly 700k.I would have to be making 3 figures in order to buy that house.A very low percentage of Utahns make 3 figures.Rent control,regulations over the real estate regulations in the state.-Amy 15/2/2022 17:00 Affordable Housing Karen Whitlock We need more housing for people who actually have high incomes coming into the state.I make too much for affordable housing so this is not it. 5/2/2022 17:02 Affordable Housing Anonymous Constituent Please please please require affordable housing.They won't do it unless it's required and it's near impossible to live here on even a six figure salary because there's so little affordable housing. _ 5/2/2022 17:03 Affordable Housing Karen Whitlock Shared Housing-horrible,will encourage San Francisco-like nightmare dorms as more people are priced out of decent housing and privacy becomes another commodity only for the rich; don't uncork this bottle.RMF-30 Zoning Changes-really really good,we need denser buildings with good Quality of Life to meet housing demand and keep prices down lest we deprive the next generation of housing in their home towns.Thriving in Place Study-great, we need more ideas to prevent community destruction.Off-Street Parking Regs-EXTREMELY bad.I used to live in NYC before moving back to Utah.Reducing parking spots makes it a luxury commodity that only the rich can afford and makes middle-lower class people suffer immensely+makes life hell for disabled people who can't walk very far.The amount of gas wasted searching for spots is insane AND on street parking makes owning an electric car impossible as it cannot be charged. Date/Time Opened Popular Topic Contact Name Description 5/2/2022 17:06 Affordable Housing Karen Whitlock I support all of the initiates for the augmentation of affordable housing accross the entire city landscape. 5/2/2022 17:12 Affordable Housing Karen Whitlock I would be saddened to see a city already overrun with parking issues add even more people and more parking issues by adding housing that does not accommodate for it's residents parking needs.If the only way the housing can be made affordably is in this mannner,then it should be placed far outside the Salt Lake City and South Salt Lake City limits.Adding more parking issues to already overcrowded downtown,which has now made nearby communities even harder to visit,is nonsensical. 5/2/2022 17:13 Affordable Housing Karen Whitlock I am absolutely opposed to this plan.I am sick and tired of this city abusing its hard working citizens.You spend your entire life working and trying to take care of your family and the city comes along with a plan that will decrease the value of your property,increase traffic congestion,increase crime and diminish our quality of life.It appears the city has it out for residents who live above 9th East.I am deeply saddened that the current mayor and city council have no respect for residents on the eastside of this city.We pay significant taxes and 5/2/2022 17:14 Affordable Housing Karen Whitlock In general a good idea to get more house,but moving into the SINGLE FAMILY home areas is not the answer;if this happens families like mine will move away to the suburbs--schools will suffer and young families with kids will not live in SLC.Why have only 1 parking spot...not realistic for the R-5/7000 areas...if you are so confident on people using mass transit and only 1 car then fine and write into the code that the property can only have 1 car.Why not take areas along 300 West,Main Street and State street and redevelop with Row homes?The City did nix proposed apartments at the SE corner of State and 1300 East...why?Have 4 plexes moving to the single Family areas will only bring more traffic and ruin the character of the neighborhoods.Why is SLC trying to be everything for everyone???Not everyone can live in SLC and they may need to live elsewhere(fact of life).Housing is going up everywhere in the US...why is SLC fighting this....fact is SLC is out of land. 5/2/2022 17:15 Affordable Housing Karen Whitlock I understand the need for affordable housing but we need to ensure the policy and changes benefit the citizens and residents of Salt Lake instead of the developers.If developers build large units to accommodate affordable housing,there should be a percentage dedicated to affordable housing and not just for those that meet poverty levels.Many of these units should offer a sliding scale based on income(single person with limited income should be able to rent a unit based on a reasonable percentage of their income).I VERY concerned that most of these proposed housing changes are benefitting developers and not the Salt Lake residents and citizens they are being framed to serve.It is the Salt Lake City Council's responsibility to represent the best interest of its citizens and not the real estate developers.We also need to consider the long-term effects of these policies and how they may need to adapted as the population,economy,and housing options change. 5/2/2022 17:16 Affordable Housing Karen Whitlock Housing prices in SLC are driven by market forces,such as rent escalation resulting from decreased relative supply,increased construction costs,and management practices increasing profit/convenience for landlords.The proposal seeks to offset the last by incentivising changing management practices.Major developers are unlikely to accept the increased administrative burden.Minor developers will be active mainly in established residential where there efforts will be opposed by residents.The City would be better advised to seek partnership in a non-profit entity dedicated to the construction or management of developments that meet the proposed criteria. 5/2/2022 17:18 Air Quality Nancy L.Cantor I am very interested in the City doing whatever it can to reduce air pollution.Nancy Cantor 5/2/2022 17:18 City Budget Brian Jones We need more street lighting in the Morton Meadows subdivision.Especially in the area south of 400 North and West of Redwood Rd. 5/2/2022 18:11 Homelessness Sean Chady hey,my wife and I live in Sugarhouse and are really disturbed by the homelessness problem. my wife feels unsafe walking around our neighborhood,and I want to know what projects do you have to deal with that?especially with the shelter moratorium 5/3/2022 9:18 Affordable Housing Kristen Peko Dear Council,I am as worried as anyone about affordable housing,I am a single,divorced mother of two who had to sell the home I owned years ago because of that divorce and is now renting at almost 50 years old,trying to make ends meet and raise my kids in the neighborhoods in which I grew up.I do not understand why you are not pushing back(at the Legislature)regarding low hanging fruit for preserving existing housing,short term rentals.I understand that the Legislature has tied hands,but someone has to fight back.I have six full homes within three blocks of me being rented as Airbnb/Vrbos in a established residential area in east sugar house surrounded by 3 schools.Many more are in the Harvard Yale and Avenues areas.We are going to lose more and more properties to investors if we do not limit this right now.I do think density is one answer,but why are we allowing our communities to become tranisent tourist neighborhoods without calling attention to that issue?I would like a response.I am considering building a coalition and doing something on the grass roots level. Santa Fe recently stepped up to limit this,why are you not trying?Please help us.Please help us preserve the existing housing we have,while also incorporating higher density options mixed in.I am not against any intervention we do,but my children and I are at risk of being homeless if we lose our current rental due to the unsustaniable raise in housing costs,even though I make over$80,000/year.Not everyone owns,not everyone is able to come up with a down payment,and if we can there is no way to compete with all cash offers from investors often out of state.And low income housing is not affordable housing.I make too much to get help,but not enough to pay over$2000/month for a home.This is the most pressing issue we have,next to water issues.This is not only an issue in Salt Lake City,but that is OUR city.I've lived here for almost 50 years and my ancestors helped settle the area.What is happening is not right.Please help us. Date/Time Opened Popular Topic Contact Name Description 5/3/2022 10:02 Affordable Housing Aline Devaud Hello Council members,I live in the upper Sugarhouse area and am fortunate enough to be a homeowner.These are some of the issues I would like to have addressed by the upcoming budget determination.1.Affordable housing for everyone,but mostly for the middle-class person who I understand is being beaten out of the market by investors who snap up the lower priced homes and turn them into rentals.Please do what you can to allow the average person to own a home.This may be more a legislation issue than a budget issue.2. Environmental concerns a.Support public transportation that can actually get people places in not much more time than it would take to drive.Make neighborhoods more walkable and by that I mean facilitate small businesses within walking distance in new developments.b.With the need to conserve water,make sure people know to water their trees.Let's not lose our shade along with our lawns.c.Keep up the work in addressing air pollution.d.I'm really not sure what use the street cleaners serve as they move around neighborhoods putting a small amount of water on the road and kicking up dust.e.Keep educating people about little things they can do to reduce use of resources,for example,putting their waste and recycling cans out of the curb only when they are full so the trucks make less stops.Get real with people about what really is recycable.I see the SLC recycling police out once in a while making a cursory look inside the cans.Maybe they could look a little deeper or maybe walk the neighborhoods and talk to people.f.Trash.I walk around my neighborhood and pick up trash as I go,made easier by the few people that leave their trash and recyling cans close to the curb.The Jordan Parkway has so much trash that I don't pick up much of because I'm on my bike.Is there a way to make these homeless encampments more sanitary with trash containers and toilets near by?3.Support and enforce SLC staff working efficiently.I don't claim to know everyone's job but when I walk the neighborhood,it's more often I see public employees on their phones or just watching others work.When I see private company employees,for example,landscaping or building,it appears that they are more focused on their work.So the issues I am bringing up are home affordabilty for the middle income persons and protecting them from the investor's advantage which makes more rentals and prevents people from achieving home ownership.Also,as a home owner,I prefer to have other home owners in my neighborhood rather than more rentals and more cars parked on the curb.Keep working on environmental issues and use your budget dollars to get the most • 5/3/2022 13:14 Police Presence Anonymous Constituent More police presence.Too many thefts from homes.They get away with it because there is _ very low police presence and accountability. 5/3/2022 15:29 Proposed Changes to RMF-30 Zoning District Holly Christmas Dear Council Members,I am contacting you today about concerns I have with the proposed rezone of the property at 1902 South 400 East.The proposal for 1902 South 400 East is especially problematic considering recent changes to requirements for setback and green space.The change in setback,in particular means that a new project zoned at R35 cannot be compared to an older R35 zoned property.The lack of setback completely changes the height perception and presence in the neighborhood.Additionally,I see the following issues:1—Lack of setback creates a visibility issue for traffic in the middle of a neighborhood.The new apartments at the corner of 2100 S and 400 E are a great example of how this causes problems for traffic and increases the risk for pedestrians and cyclists.2—Increased hard- space in a city increases noise pollution.This is true for a single-family dwelling,but even more so for a higher-density dwelling.3—Decreased green space heats up our city,can increase our water use,and makes the city less sustainable long-term by increasing energy requirements for temperature regulation.A decrease in green space also increases noise pollution,which is detrimental to residents'health and well-being.There is a wonderful development on 300 E and Ramona that is a great example of how an apartment complex can fit in a neighborhood.It includes green space-primarily water-wise trees and bushes-and the apartments are secluded and set back from the sidewalk.There are methods to moderately increase housing while still being true to the characteristics and sustainability of a neighborhood.This proposal is not one of those methods.Thank you for your consideration, 5/3/2022 15:31 Proposed Changes to RMF-30 Zoning District Shawn Porter Hello Salt Lake City Council,Please review and consider my following concerns/comments regarding the proposed zoning map amendment for the property located at 1902 South 400 East.•Building height of 30-35 Ft.on a lot this size will feel imposing and does not fit the character of the neighborhood•Building setback Using St.Josephs Villa as a reference to what already exists in the neighborhood is misleading.St.Josephs Villas required structure setback relative to building height requirements allow for more green space with less of an imposing feel to pedestrians.Adequate setback to building height at 1902 S.400 E.is unattainable due to building height relative to lot size,resulting in an imposing,out of place structure.•Pushing structures to the edge of sidewalk.This has recently happened at new housing at 400 E.2100 S.results in dangerous intersections where motorists/cyclists sight lines are diminished,resulting in automobiles needing to enter intersections to see oncoming traffic.•Greenspace makes our city a much more livable place to be.Lack of greenspace results in higher city temperatures.I am not necessarily promoting the use of water dependent bluegrass lawn but rather greenspace as a percentage of open space related to structure coverage relative to lot size,combined with the use of xeriscaping/drought tolerant plants/green roofing.•Maintaining a building height and setback of shorter apartment buildings in the immediate area would better accommodate the character of the neighborhood.Thank you for your consideration,Shawn Porter Date/Time Opened Popular Topic Contact Name Description 5/3/2022 15:33 Proposed Changes to RMF-30 Zoning District Dianna M Fox Dear Salt Lake City Council and Government,I am writing on behalf of myself and many people that live in the area of the property at 1902 South 400 East.(PLN PCM 2021-00171, PLN PCM 32021-00718).I was a Real Estate agent for nearly 25 years and I represented buyers and sellers in this area.In fact,one buyer I sold a home to,lives just houses away from this property.I am writing in PROTEST to the rezoning that you are planning to approve to enable the new owner to build multi-units of 11-15 per acre,or 35.I am almost 70 years old and I lived about a block away from this property.I grew up there on Hollywood Ave.between 400 E.and 500 E.I still have good friends there,too..Even now,I've bought a home that is not too far away.It was a sad day for the neighborhood when the St.Joseph Villa was approved to be built there.That project took away a whole block of homes and made itself our new backyard, which no one was happy about.Not many years ago,the Villa seeked to expand its building and to demolish half of the block of Hollywood Ave.The neighborhood protested.We were informed about it in plenty of time to join together to ask the City to disapprove of its expansion and you listened to the residents and did disapprove it.Thank you.This project on the corner of Westminster and 400 East(1902 South 400 East),we,the neighborhood,only learned about the request for rezoning just days ago and we haven't had the time to get together as a group to object to the rezoning,but,we want to object to this rezoning..The owner of this property is just trying to get rich by building and selling so many units.He could just divide the property and build new homes to blend into the neighborhood.A lot of these homes in this neighborhood were built in the 1890's and early 1900's and it is like a Historical Area,just like the home that was there and was destroyed by the earthquake we had 2 years ago.I and the neighbors in the area do not want this corner to look so out of place and from the information that has come forward,it looks like an approval is already in the works, without public opinion,just like all of the other new huge apartment and condo buildings are being built without input from the public.The City is ruining our neighborhoods,the skyline and the availability to any privacy for home owners.It would have been nice to build a small park on that corner or something people could enjoy instead of more apartments or condos.I am really disgusted as I drive down the streets around here.So many apartment buildings and condos are being built up so fast and a lot of them are bringing in people that can barely afford to pay the rent.Everyone has been complaining about the Homeless,but these new 5/3/2022 15:35 Redistricting Nigel Swaby Dear Council Chair Dugan,I am writing to inform you Fairpark Community Council voted in its last general meeting to support the redistricting map labeled as"Politely Compact with Minimal Changes Map."Several reasons informed this decision.First,our easternmost neighbors who live in District 3 want to remain in District 3.They feel the needs of our community are best met by having the representation of three councilmembers.Second,we are fearful the last census undercounted the total population of our neighborhood and surrounding communities.Having three representatives as we've had for the last decade will help mitigate this fear.Finally,we are very aware of the new,dense buildings coming online now and in the coming years that will increase the population of our community outside of the redistricting threshold.Given they overlap all three of Fairpark's council districts,we believe keeping the current district alignment is in the best interest of our community and of equitable distribution of representation.Finally,we read an opinion piece in the Salt Lake Tribune on April 21,2022 calling for support of the map RD2022-04 specifically because of the alignment Fairpark currently occupies.Neither of the authors of this piece asked their Fairpark neighbors what we wanted.This letter tells you what we want;to remain with three representatives.We hope you will consider this information as you deliberate in the May 3 work session and in upcoming public meetings.Thank you for your attention.Best regards, Nigel Swaby Chair,Fairpark Community Council 5/3/2022 15:38 Crime Jeff Clay Salt Lake City is becoming a less pleasant place to live because of the four things mentioned in the subject line.1)It is unbelievable the number of times that I see people running red lights, even speeding up half a block away in order to run the light.Whether as a driver or as a pedestrian it should not be incumbant upon me to avoid Intersections because of this abuse. The fix for this is a combination of education and enforcement.2)As pedestrians we walk quite often.The neighborhoods are being beautiful and especially in springtime is a joy to walk some of the quiet streets.Adventure out and try to cross 13th eight S.ninth south etc. and you take your life in your hands.Even walking in crosswalks with lights flashing and with our two large dogs we have been almost hit multiple times because of drivers not paying any attention or the crosswalk lights being out or the drivers fixated on their phones in front of their faces.Somebody needs to ensure that all crosswalk lights are working.For instance the north ones between 13th east and 11th east on eighth S.has been out for some time.3) Whether on quiet side streets or more major thoroughfares like I Street and 13th east not to mention 7th E.speeding is rampant.I certainly remember seeing not that long ago traffic cops out with speed guns but it's been years since I've seen that.I understand that there was a poor back in routine or common traffic stops because of violence and the perception of violence that could occur.Nonetheless,In this case the only thing that stops people from speeding are tickets tickets and more tickets.Related to this,especially during the warm months,we can hear both motorcycles and cars racing up and down both fifth south and sunnyside on the weekends evenings.Not only is this noisy but it's extremely dangerous.4) While I am speaking about noise,It is rare when I am out and about that I do not hear at least one vehicle that must be violating the noise ordinance some of these are cars that areit is rare when I am out and about that I do not hear at least one vehicle that must be violating the noise ordinance some of these are cars that have been souped up that are incredibly loud some are motorcycles and I have to believe that they are all worth writing infractions for.I too would be happy with a reduced police presence but if we are going to all live together in some semblance of harmony we can't let the obnoxious few ruin it for everyone else.I appreciate your time and look forward to your response,Jeff Clay Date/Time Opened Popular Topic Contact Name Description 5/3/2022 15:43 Trail Tana Hunter I live on the east bench,and I was wondering if you could give me an update on the proposed trail through Bonneville golf course from Wasatch Drive to foothill Drive.I see this as a necessary and needed trail to facilitate foot and bicycle traffic to the University of Utah. Riding a bike on foothill Drive is very dangerous an alternative route along Wasatch Drive connecting to the U of U through Bonneville golf course would be much safer.Thank you. 5/3/2022 15:47 Off-street Parking Regulations Stephen Snow it is a bad idea to alter long serving regulations to assist a temp.situation.It is a bad idea to reduce the requirement for off street parking in new development.There are already too many cars on the street in residential neighborhoods.Reducing the off street regs.will make parking lot in front of neighbor's homes,causing conflict and dischord.Bad idea. 5/3/2022 16:03 Affordable Housing Lois Mcdonald I strongly disagree with the three proposals.Utah is a desert state with a water shortage.Salt Lake City often has the highest level of pollution in the country and last year it had days with the highest in the world.Utah has the highest birthrate in the country.Those families are not buying condominiums for$400,000 and up.People living in the highrise buildings are not using public transportation.Few residents of Salt Lake City use it.Students at the university are the main users.The free zone for Tracs are used some,but still 25%at most.City streets are narrow and already overcrowded with parked vehicles.We were told years ago low income housing was part of the plan for housing development.We elected people to the city council and other offices based on this promise.What we got are boxes of expensive,view blocking,energy and water depleting eyesores.But only in our neighborhoods.If you stop building high cost housing you can discourage overpopulation and spend our tax dollars on helping the people who live here.I have not found one person out of the many I've talked to who approve of what is happening in regard to housing.Please consider our concerns and stop the proposed ruin of our city and state.Lois McDonald 15/3/2022 16:12 Affordable Housing Karen Whitlock I am concerned about the push to make so many multi family homes in the City and in my area.We already have a Air BNB 2 doors down and the place is a disaster.The parking is also a disaster.I have a new home owner next to me and they are attempting to put a duplex in there but these are single family homes.We have parking issues with them parking in out area and blocking other cars.We purchased a 1 family unit home and that is what we should receive.We make our payments and property taxes for 28 yrs.We deserve the single family homes,not hotels or rentals.Thank you. 5/3/2022 16:15 City Budget Kara Freedman The number one issue facing Salt Lake City-and each of us-is climate change and its disproportionate affects on our planet(humans and non-humans alike).As a threat multiplier, it will make our current social problems worse as it continues to threaten the ecosystems we depend on for agriculture,recreation and city living.I think the city budget should reflect the needs of the crisis by prioritizing social justice issues like equitable access to housing and healthcare as well as environmental issues like programs to reduce waste to landfill or increase access to renewable energy sources.Thank you. 15/3/2022 16:18 Off-street Parking Regulations Anonymous Constituent I am sick of seeing all these high rise apartments going up with parking structures placed right against the sidewalks.I feel that they should have kept a further distance from the sidewalk and left that for walking and bicycling.I am very upset with what is going on in Sugarhouse. There is 1 little park,Fairmount park.I really strongly feel that the buildings going in should have native plants and buffers,plus walking scapes.Also if possible another park and along with more patrolling of the parks.I am sympathetic with the homeless but they litter and camp around the park which deters the community from using the park for family.I would like to see more parks that are secure from homeless and also more buffered spaces around all the buildings with native vegatation. 5/3/2022 16:42 Homelessness Karen Whitlock I am very concerned about the homeless people on our street and I do not think we are doing enough to help them.I know this is a morality thing and people think that they are mostly there cause they are lazy but I think we all know by now that there is emotional,psychological issues and some hard luck.The overpriced medical system we have doesn't help.I have read that you have talked about getting little houses,size of a small trailer and I think that is a great idea!In the meantime there are a lot of people in my area,trolley square area,and we need to find a place that they can go to camp near the city and not destroy the camps.I know this isn't an easy issue to bring to the voters,no one wants them around their homes but we need to do something about this.This is a moral and ethical issue.I have seen kids and dogs with them and they live in pretty miserable conditions.This is a priority.We need to decide if we are going to be a community or are we going to be every person for themselves.Are we trying to cut taxes so others can be richer.I consider this legislature to be one of the worst,they may be good in business but not with people.I know Salt Lake City has had issues with them in the past,they withheld taxes for a while but I think there are things we can do within the city or if needed lets go to the federals and get grants to do this.We need to worry about the drought and climate change as well.Please do something for the homeless.Thank you.