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09/12/2023 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION September 12, 2023 Tuesday 4:00 PM Council meetings are held in a hybrid meeting format. Hybrid meetings allow people to join online or in person at the City & County Building. Learn more at www.slc.gov/council/agendas. Council Work Room 451 South State Street, Room 326 Salt Lake City, UT 84111 SLCCouncil.com 4:00 PM Work Session Or immediately following the 2:00 PM Redevelopment Agency Meeting 7:00 pm Limited Formal Meeting Or immediately following the 4:00 PM Work Session Room 326 (See separate agenda) Please note: A general public comment period will not be held this day. Welcome and public meeting rules In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting based on circumstance or availability of speakers. The Website addresses listed on the agenda may not be available after the Council votes on the item. Not all agenda items will have a webpage for additional information read associated agenda paperwork. Generated: 09:09:40 Note: Dates not identified in the project timeline are either not applicable or not yet determined. Item start times and durations are approximate and are subject to change. Work Session Items 1.Informational: Updates from the Administration ~ 4:00 p.m. 15 min. The Council will receive information from the Administration on major items or projects in progress. Topics may relate to major events or emergencies (if needed), services and resources related to people experiencing homelessness, active public engagement efforts, and projects or staffing updates from City Departments, or other items as appropriate. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Recurring Briefing Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a 2.Ordinance: The Anti-Gentrification and Displacement Plan, Thriving in Place ~ 4:15 p.m. 90 min. The Council will receive a briefing about an ordinance that would adopt the Thriving in Place plan as part of the City’s general plan. Thriving in Place is the City's proposed anti- displacement and mitigation plan, developed with public engagement and feedback from experts and community organizations. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - Tuesday, September 19, 2023 Hold hearing to accept public comment - Tuesday, October 3, 2023 at 7 p.m. TENTATIVE Council Action - Tuesday, October 17, 2023 3.Advice and Consent: 911 Dispatch Executive Director – Lisa Kehoe ~ 5:45 p.m. 10 min. The Council will interview Lisa Kehoe prior to considering appointment as the 911 Dispatch Executive Director. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, September 12, 2023 4.Board Appointment: Police Civilian Review Board - Elizabeth Hanna ~ 5:55 p.m. 5 min The Council will interview Elizabeth Hanna prior to considering appointment to the Police Civilian Review Board for a term ending September 7, 2026. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, August 15, 2023 5.Board Appointment: Transportation Advisory Board - Isaac Astill ~ 6:00 p.m. 5 min The Council will interview Isaac Astill prior to considering appointment to the Transportation Advisory Board for a term ending September 28, 2026. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, September 12, 2023 6.Dinner Break ~ 6:05 p.m. 30 min. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Set Public Hearing Date - Hold hearing to accept public comment - TENTATIVE Council Action - 7.Ordinance: Alley Vacation at Approximately 2167 South 800 East ~ 6:35 p.m. 20 min The Council will receive a briefing about a proposal that would vacate a portion of a City- owned alley situated adjacent to properties at 801 East, 809 East, 815 East, and 825 East Wilmington Avenue. Located within Council District 7. Petitioner: Denise Vance. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - Tuesday, September 19, 2023 Hold hearing to accept public comment - Tuesday, October 17, 2023 at 7 p.m. TENTATIVE Council Action - Tuesday, November 7, 2023 8.Ordinance: Alley Vacation at Approximately 827 East Wilmington Ave ~ 6:55 p.m. 20 min. The Council will receive a briefing about a proposal that would vacate a portion of a City- owned alley situated adjacent to properties at 825 East, 827 East, and 829 East Wilmington Avenue, and 820 East, 826 East, and 830 East Elm Avenue. If approved, this section of the alley would be divided and given to the property owners abutting the area of the alley vacated. Petitioner: Russell Bollow. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - Tuesday, September 19, 2023 Hold hearing to accept public comment - Tuesday, October 17, 2023 at 7 p.m. TENTATIVE Council Action - Tuesday, November 7, 2023 9.Informational: Capital Asset Plan Early Check-In for Policy Guidance ~ 7:15 p.m. 30 min. The Council will receive a briefing about the process, goals, and prioritization criteria to create a Capital Asset Plan. It would prioritize projects over a five-year period to implement the City's visions from Council-adopted master plans. Prioritized projects would go through the annual open and competitive Capital Improvement Program (CIP) to receive funding. A Capital Asset Plan would help bridge the gap between 20-year master plan aspirations and the annual CIP process, such as identifying efficiencies of combining projects across departments and plans, tracking metrics for high-level policy goals, and aligning funding sources with eligible uses. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, September 12, 2023 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - n/a Standing Items 10.Report of the Chair and Vice Chair Report of Chair and Vice Chair. 11.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. 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 of the Utah Open and Public Meetings Act. CERTIFICATE OF POSTING On or before 5:00 p.m. on Friday, September 8, 2023, the undersigned, duly appointed City Recorder, does hereby certify that the above notice and agenda was (1) posted on the Utah Public Notice Website created under Utah Code Section 63F-1-701, and (2) a copy of the foregoing provided to The Salt Lake Tribune and/or the Deseret News and to a local media correspondent and any others who have indicated interest. CINDY LOU TRISHMAN SALT LAKE CITY RECORDER Final action may be taken in relation to any topic listed on the agenda, including but not limited to adoption, rejection, amendment, addition of conditions and variations of options discussed. The City & County Building is an accessible facility. People with disabilities may make requests for reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least two business days in advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay service 711. Administrative Updates September 12, 2023 www.slc.gov/feedback/ Regularly updated with highlighted ways to engage with the City. Community Engagement Highlights Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in Place9/11 Day of Service Learn about future volunteer opportunities by visiting https://www.slc.gov/mayor/slc -corps/ Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlaceMayor’s Office Location Date Time 9th and 9th Street Festival Sept. 16 10am-5pm Davis Park Sept. 18 3pm-5pm Salt Lake City Main Library Sept. 19 12pm-2pm Sorenson Multi-Cultural Unity Center Sept. 21 4pm-6pm Madsen Park – Madsen Fall Fest Sept. 23 12pm-2pm September Community Office Hours Community & Neighborhoods slc.gov/canSeptember Events These events are a collection of City sponsored, ACE, and publicly permitted events. Event Start Date Event Location They Reminisce 09/15/23 Rose Wagner Performing Arts Center Sandlot Movie Night 09/15/23 Jefferson Park Sugar House Rocks Concert Series 09/15/23 Monument Plaza in Sugar House Salt Lake Day for Kids 09/16/23 Spence Eccles Boys & Girls Club 9th and 9th Street Festival 09/16/23 Liberty Park Downtown Farmers Market 09/16/23 Pioneer Park UNITY Block Party Discovering the U in Community.09/16/23 Library Square Careers in Color 09/18/23 U of U Campus 5th Annual Utah LGBTQ+ Economic Summit 09/21/23 South Salt Lake Community Opportunity Center Twilight Concert Series - Rina Sawayama 09/22/23 Gallivan Center Sabores de Mi Patria/Flavors of My Homeland Workshop Series 09/22/23 Wasatch Community Gardens' Campus Downtown Farmers Market 09/23/23 Pioneer Park URA Summer CHaRM 09/23/23 Hello!Bulk/The Neighborhood Hive Range 2 River Relay 09/23/23 Gadsby Trailhead Marmalade Jam Fest 09/23/23 500 N from 300 W to 200 W Madsen Fall Fest 09/23/23 Madsen Park Groove in the Grove 09/30/23 Pioneer Police Precinct Afro Utah Festival 09/30/23 Gallivan center Downtown Farmers Market 09/30/23 Pioneer Park Homeless Resource Center Utilization •Sept 4th-8th HRCs:99.3% Rapid Intervention/ EIM •500 West/ Rio Grande St. •45 HEART-tracked camps •RIT locations: o VOA Outreach Engagement: 3 o RIT Site Rehabilitations: 9 (+16) Resource Fair: •Last Friday Sept 8th @ Pioneer Park Kayak Court -Friday Sept 22nd Homelessness Update Additional System Information: Salt Lake Valley Coalition to End Homelessness (SLVCEH) endutahhomelessness.org/ salt-lake-valley Utah Office of Homeless Services (OHS) jobs.utah.gov/homelessness/ index.html Drought and Water Supply Update September 12, 2022 Drought and Climate Status •We are nearing the end of the water year (October 1). •Last winter’s snowpack made a big difference, removing the meteorological drought status from the US Drought Monitor. •However, we likely remain in a hydrologic drought due to Great Salt Lake levels. •Great Salt Lake is up about 4 feet from low point of 4188 feet, at 4192 feet. This is below the level needed for most environmental and economic indicators. •Equal chances of precipitation October-December. •Temperature is expected to be above average through December. 2 SLC Water Supply •Water supply is adequate to meet demand. •Wasatch Front stream flows are normal. •Groundwater resources are being used. •Deer Creek reservoir is at 90% full. This time last year Deer Creek was 45% full. 3 Salt Lake City Water Demand •Over 1 billion gallons conserved since April 1 compared to average of last three years. •Since the year 2000: •Service area population grew 15% •Overall water use decreased 31% •Per capita use decreased 40% •Remain in Stage II of Water Shortage Contingency Plan. Water Conservation Tips for Fall •Adjust irrigation for cooler weather •Start planning a waterwise landscape •See if you qualify for a lawn removal rebate program (www.utahwatersavers.com) •Check indoor plumbing •Go to www.slc.gov/utilities/conservation for resources and additional information, including WaterMAPS. 5 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Allison Rowland Budget & Policy Analyst DATE:September 12, 2023 RE: ORDINANCE: THE ANTI-GENTRIFICATION AND -DISPLACEMENT PLAN, THRIVING IN PLACE ISSUE AT-A-GLANCE The Council will receive an update on the City’s anti-gentrification and -displacement plan, known as Thriving in Place, and consider whether it is ready for adoption. The aim of this project was to identify policy measures that can help current residents remain in Salt Lake City during this period of rapid growth and change. The plan draws on research about gentrification pressures and patterns of involuntary displacement in Salt Lake City, as well as extensive local community input, and research on policies in other cities nationwide. Thriving in Place presents a variety of anti-displacement policies and programs that the Department of Community and Neighborhoods (CAN) believes will be effective and feasible in Salt Lake City. At the Council’s most recent briefings on this work, it requested the Department focus specifically on developing policies for a Two-Year Action Plan (see transmittal, Exhibit B), and devising alternatives to the existing Housing Loss Mitigation ordinance. The document also outlines what would be needed to fully implement the plan: budget and staffing increases, ordinance changes, strategies for State-level advocacy, and new community partnerships. Some of the proposed policies and programs would build on City work already underway, through modifications or significant expansions, while others would be entirely new. The material in Chapters 1 and 2 of the plan was presented to the Council in previous briefings. The bulk of new material—the plan itself—is found in Chapter 3 and it is summarized in Exhibit A of the transmittal (page 7). The process of formulating the plan got underway in September 2021, and the Council was updated on progress in work sessions on April 12, July 12, and December 13, 2022, as well as in a follow-up policy discussion on January 3, 2023. Detailed information is available in English and Spanish on the Thriving in Place website. The Item Schedule: Briefing: September 12, 2023 Set Date: September 19, 2023 Public Hearing: October 3 Potential Action: October 17 Page | 2 Department anticipates incorporating this plan into the new five-year housing plan (dubbed Housing SLC), which was approved by the Council in June 2023. The Planning Commission recommended adoption of this plan on July 26, 2023. Goal of the briefing: Review and provide feedback on the draft of the City’s gentrification and displacement plan, known as Thriving in Place, in preparation for a public hearing and potential adoption. ADDITIONAL AND BACKGROUND INFORMATION A.Structure of the Plan: Goals, Strategic Priorities, and Near-Term Action Priorities. 1.Goals. The Administration selected three interrelated “outcome goals” for this project: •Protect tenants from displacement; •Preserve the affordable housing we have; and •Produce more housing, especially affordable housing. There are also three “supporting goals”: •Expand capacity for tenant support and affordable housing; •Partner and collaborate to maximize impact; and •Advocate for tenants at the state level. The one-page graphical summary on page 7 of the transmittal (nicknamed the “placemat”) lists these goals with concrete Action Items under each. These have been refined somewhat since the Council reviewed the previous version last January. 2.Strategic Priorities. To reach each of the goals listed above, 22 Strategic Priorities were defined and divided into “near-term” and longer-run actions (pages 31 to 81 of the transmittal). These would change existing City programs, policies, and practices, or create new ones to meet needs identified in the research and engagement. In addition, new structures are proposed for collaborations with governments outside the City, as well as community groups and non-profits. 3.Near-Term Action Priorities. The Council expressed interest in more information on the first two years of implementation for Thriving in Place, and the Administration responded with extensive additional detail. The 16 Near-Term Action Priorities are listed in the chart in section B of this staff report, below, as well as in the “placemat" on page 7 of the transmittal. Some of these would help advance more than one of the six broader goals mentioned above, and any Near-Term Action Priorities that require Council action will be transmitted separately. B.Proposed Funding for Near-Term Action Priorities. Council staff developed the summary chart below to combine information about each of the 16 Near-Term Action Priorities with the proposals for funding them. Priorities marked NEW have been added since the Council’s last review of the plan. The longer-term Strategic Priorities are listed in section C, below. In general terms, the plan notes that some existing resources can be repurposed to serve the plan’s goals, but significantly more investment ultimately would be needed for full implementation (see page 83 of the transmittal). As always, precise amounts would be determined through the budget process. Page | 3 ➢General Policy Questions on Near-Term Action Priorities: 1.Work is already underway on many of the Near-Term Action Priorities. The Council may wish to inquire about the status of some of them. 2.Most of the Priorities listed below would rely on “Time from existing staff.” The Council may wish to ask how existing staff responsibilities would be shifted or covered when taking on additional duties. Note: Additional policy questions that are specific to some of the Near-Term Action Priorities can be found throughout the chart below. Others are in the Policy Questions at the end of the staff report. Near-Term Action Priorities (first two years)Funding proposals Timing 1A Develop a Tenant Relocation Assistance Program. This new program would form part of the proposed replacement for the City’s Housing Loss Mitigation Ordinance (discussed at more length in section D, below). It would establish a Relocation Assistance Fund to provide financial and other assistance for income- qualified households to relocate when required. The plan proposes a two-year pilot program “using existing federal pass-through funds,” and potentially supplementing this with developer contributions resulting from the proposed Community Benefits Policy (Priority 2A). CAN may opt to contract a community partner to administer this program. ➢Policy Questions: 1.The Council may wish to ask about the amount and source of the “existing federal pass-through funds” that are mentioned as funding for the first two years of this program. 2.The transmittal reports that some community organizations have questioned the long-term viability of the tenant relocation assistance program. Would the Council like to request additional information on this question? Time from existing staff. New funding: less than $200,000. Launch by December 2023. 1B Adopt a Displaced Tenant Preference Policy. This proposed policy would form another part of the replacement for the Housing Loss Mitigation Ordinance (see section D below), allowing displaced tenants to be given a preference when eligible deed-restricted units become available on-site, or within the same area as their previous homes. A working group of City staff and key partners would be established to develop this policy. Time from existing staff. Design and adopt policy by March 2024. 1C Improve and Expand Tenant Resources and Services. The Landlord Tenant Initiative (also known as the Good Landlord Program) would be improved by updating training materials, and helping landlords better understand tenant rights. The goal would be to reduce evictions by having landlords agree to refer tenants to available assistance when needed and proactively reaching out to the City and its partners for help. The forms and training materials used by participants in the Landlord Tenant Initiative would also be updated to include information on current Time from existing staff. New funding: $1 million to $5 million. By July 2024 Page | 4 rent levels in their properties, to help update City data. (The data would be aggregated for reporting purposes so that the property-specific information is protected.) Work with legal service providers would any identify unmet needs and explore innovations in service delivery. Additional funding would allow for ongoing staffing and funding for tenant assistance and services, including legal services and landlord training enhancements. ➢Policy Question: Do Council Members have feedback from constituents related to resources and support that could improve the Landlord Tenant Initiative? 1E Help Tenants Become Owners. The goal of helping tenants become owners is to provide more City residents with greater housing security and the potential to increase their wealth over time. This would build on CAN’s existing Homebuyer Assistance Program and other “shared equity” housing, expanding the Community Land Trust, as well as new or preserved deed-restricted housing (these are included as separate Priorities in the plan). ➢Policy Questions 1. The RDA is identified as the lead for this Priority. The Council may wish to request additional information on the advantages and disadvantages of this arrangement, whether there are plans to shift responsibility for the Community Land Trust to RDA, and whether the RDA has the expertise needed to run a direct-service program. 2. This is one of the costliest Priorities in the plan, already begun through the Perpetual Housing Initiative. Would the Council like to request more information on future plans? Perhaps the Council also would like to request that more specific plans for funding be included in the proposed Shared Equity Housing Priorities? 3. The Council could ask whether the proposed date for these is at the beginning or end of 2024. Time from existing staff. New funding: over $5 million. Identify shared equity housing priorities by 2024. 2A NEW - Develop and Adopt a Community Benefit Policy. Two new laws from the 2022 Utah Legislative session may allow the city to create a Housing Loss Mitigation fund. This would make it possible for the City to negotiate for affordable housing units to be included in cases where a planned development would require a land use or master plan change. To assess the possibilities, a working group of City staff and key partners would be formed. Important limitations are that: •Where new development does not require a change in the zoning or master plan it could proceed without any mitigation for the affected units. •The research for Thriving in Place found that the loss of existing units to new development is only a minor contributor to displacement in Salt Lake City, affecting less than one percent of housing units from 2020 to 2022. See section D, below for additional information. Time from existing staff to work with consultant. New funding: less than $200,000. Develop and adopt new policy by December 2024, including needed code updates. 2B Acquire and Rehabilitate Unsubsidized Housing. The City would increase its investment in rehabilitation, and subsequent deed restriction of existing unsubsidized housing where it exists already, to help stabilize neighborhoods at high risk of displacement. The RDA is proposed to lead this Priority through its competitive Housing Development Loan Program (HDLP), which already includes the option of rehabilitation. This policy would prioritize identification of potential Time from existing staff. New funding: over $5 million. Unclear. Page | 5 acquisitions for rehabilitation more highly than it is currently because rehabilitation is generally less expensive than new construction. The plan suggests that a portion of the HDLP be set aside for this purpose. Another aspect of this program would develop a small-landlord incentive program, providing low-interest financing for rehabilitation in return for an affordability deed restriction on the units. ➢Policy Questions 1. This is one of the costliest Priorities in the plan. Would the Council like to request more specific plans for funding? 2. The timing on this is listed as “ongoing.” Would the Council like to ask when the RDA anticipates beginning and completing the proposed steps for new aspects of this Priority? 3. Would the option of setting aside additional resources for rehabilitation be part of RDA Board Housing Priorities for FY2025? 4. This Priority also suggests the City “Keep some funds aside to support being nimble in response to unforeseen opportunities” (page 53 of the transmittal). Would the Council like to request the Administration provide more detail on this proposal, particularly how the amount to be set aside would be determined? 2C Invest in Community Land Trusts. This Priority would focus on “strategy and legislative policy” related to expansion of CAN’s existing Community Land Trust (CLT) but not, at this stage, on new investments in the Trust itself. Potential new sites to be considered for Community Land Trust housing include “City-owned properties and other public agency properties that are dedicated to affordable housing development (keeping the land in the CLT while partnering with developers to build affordable for-sale or rental units); land donations via the Community Benefit Policy (Priority 2B) or via land set-asides in Redevelopment Agency Project Areas; and philanthropic donations.” The Priority description also alludes to the RDA’s Westside Community Initiative (WCI) and mentions the possibility of multi-unit buildings and mixed-use projects that can support affordable commercial space along with shared equity housing. The proposed working group for this priority includes CAN’s Housing Stability Division, the RDA, City Real Estate Servies and the City Attorney’s Office, along with the Salt Lake City Housing Authority and community partners. Links to nationwide organizations that specialize in community land trusts and case studies in other states can be found on page 55 of the transmittal. ➢Policy Questions 1. The Council may wish to request additional information on what the plan refers to as a “Community Land Trust legislative policy.” 2. The Priority acknowledges that there are some similarities between CAN’s Community Land Trusts and the RDA’s emerging Westside Community Initiative. Would the Council like to suggest that this Priority be revised after fuller discussions with the RDA on the WCI? Time from existing staff. New funding: less than $200,000. (Does not include purchase of any new properties.) Adopt Community Land Trust legislative policy by December 2023 (see policy questions). 3A Adopt the Affordable Housing Incentives. This policy would incentivize new affordable housing in residential zones by offering modifications to some zoning Funding for new staff and CAN anticipates Page | 6 requirements in exchange for including affordable units in a new development. Implementation of the policy would require annual monitoring and enforcement of these new deed-restricted units by additional staff. CAN stated, in response to a Council staff question, that new “designated auditors” may fill this role while also working on other City programs, including those authorized by the RDA. This policy would be part of the proposed replacement for the Housing Loss Mitigation Ordinance. See Action Priority 2A - Community Benefit Policy, above, and section D, below. The Council is scheduled to discuss this item in a work session in the coming weeks. implementati on. adoption in 2024. 3B Make Accessory Dwelling Units (ADUs) Easier and Less Expensive to Build. An interdepartmental ADU taskforce worked on an updated ADU ordinance, which the Council adopted in early 2023. The next steps in this Priority would aim to facilitate ADU construction by homeowners in several ways: a. connecting them to resources like ADU designers and low- or no cost plans; b. reducing City fees; c. making City review processes transparent, fast, and efficient; d. referring them to low-interest financing options; and e. offering a City ADU liaison to help them through the process. The taskforce is also working on options to encourage homeowners to rent their ADUs to income-qualified renters. ➢Policy Questions: 1.The lead for this item is the Planning Division, working with the following partners: RDA, Housing Stability Division, Building Services Division, Public Utilities Department and Fire Department. Would the Council like to encourage the ADU taskforce to prioritize work on ADUs in the RDA’s 9 Line Project Area, since it could serve as a pilot for testing several broader concepts related to ADUs? 2.The Council may wish to confirm whether moving this ahead could be accommodated with existing staff, or whether additional resources would be needed. Time from existing staff. New funding: less than $1 million. Other work ongoing. 3D Utilize Publicly Owned Property. This Priority would broaden the options for siting affordable housing by identifying publicly owned vacant rights-of-way and surplus lands, as well as underutilized properties. These could be considered for development as affordable housing and other community uses, like libraries, community centers, parks, schools, and even fire stations. ➢Policy Questions: 1. The Council may wish to ask about the status of the Salt Lake County public property map produced by the Putting Assets to Work Program at the Sorenson Impact Center, which was provided to the City some time ago. Has it been finalized? 2. Would the Council like to ask whether the Administration identified any properties that were not already under consideration? Has it begun exploring possibilities with the County for any of its properties within City boundaries that potentially could be suitable for this purpose? Time from existing staff. New funding: less than $200,000. Page | 7 4A Develop New Funding Sources and Leverage Existing Resources. The plan acknowledges that existing resources—budget, staffing, and work plans—will not be sufficient to achieve the goals laid out, in spite of recent growth in affordable housing funding. The Administration has concluded that additional City funds will be needed to implement the plan, in spite of additional funds that are anticipated to become available from Federal and State governments, a planned reprioritization of current resources, and increasing work with partners outside the City. To reach this goal, CAN would convene a City working group to review current and potential funding sources, including RDA project areas and Funding Our Future revenues, and produce a prioritized list of options by the end of this year. Options the Department would consider and evaluate include: - state, federal, and philanthropic resources; - a potential new tax on short-term rentals; - an additional increment to the City’s transient occupancy tax (temporary lodging tax); - a vacant property tax or fee; - an affordable housing bond measure; and/or - a proposed in-lieu fee paid by developers as part of a Community Benefit Policy’s implementation (see Section D). ➢Policy Question: Council Members may wish to discuss the potential for each of the funding options proposed above. Time from existing staff. Evaluate/prio ritize options by December 2023. Implement 2024-25. 4B Define Displacement Indicators and Develop Data Systems. This work would form a key part of the proposed replacement for the Housing Loss Mitigation Ordinance, as well as many other strategies in the plan. It is focused on establishing key metrics to track conditions over time and ensuring that investment is made in developing the necessary data systems. A draft of key indicators for tracking displacement, and potential sources for collecting the data can be found on Page 73 of the transmittal. Time from existing staff to work with consultant. New funding: less than $200,000. Develop systems and launch initial reporting by March 2024. 5A Form City Implementation Team. This new cross-departmental team would oversee and coordinate implementation of the priority actions in the Thriving in Place strategy, monitor progress, engage partners, and identify needed updates and next steps. In response to a staff question, CAN reported “The Implementation Team has not been finalized, since the Plan is not yet adopted. We are in the process of forming the team so that they are ready to begin work upon adoption of the Plan. An invite has been sent to CAN divisions, RDA, and Economic Development.” Time from existing staff. Form team by June 2023. 5B NEW - Work with Partners to Form a Regional Anti-Displacement Coalition. CAN would work with other government agencies, nonprofits, community organizations, research centers, private sector developers, financers, and others on displacement-related issues, projects, and programs across the region. CAN would convene this group and staff it, providing a regular platform for communication, coordination, and collaboration. Time from existing staff. Convene group and have first meeting in fourth quarter of 2023. 5C NEW - Launch an Ongoing Community Partnership to Coordinate Action. This would provide a structure and process for place-based partnership within Salt Lake City for better coordination on anti-displacement efforts in the most affected neighborhoods. This project would begin with the Westside and the Ballpark/Central Time from existing staff. Launch partnership by December 2023. Page | 8 City/Liberty Wells area, and partner with RDA’s Westside Community Initiative, the University of Utah’s University Neighborhood Partners, and the My Hometown Initiative (a volunteer-led, interfaith initiative in Poplar Grove and Rose Park). New funding: less than $200,000. C.Other Strategic Priorities. The following additional Strategic Priorities are not included in the list of Near-Term Priority Actions, above: 1F - Grow People’s Incomes 2D - Address Short-Term Rentals’ Impacts 3C - Facilitate Creation of More Diverse Housing Choices 3E - Prioritize Long-Term Affordability, Integrated Services, and Transit Access 4C - Strengthen the City’s Capacity to Enforce Deed-Restricted Housing Commitments (the plan lists December 2023 as the date by which to identify near-term capacity-building priorities) 6A -Tenant Rights and Affordable Housing at the State Level ➢Policy Question. Additional information on these Strategic Priorities is available in the transmittal. The Council could also request follow-up briefings on some or all of these items. D.Proposed Replacement of the Housing Loss Mitigation Ordinance. With the rapid pace of new construction in Salt Lake City, both the Council and the Administration have stressed the importance of replacing the City’s Mitigation of Residential Housing Loss ordinance (Section 18.97). It is widely acknowledged to be ineffective, and the development environment has changed significantly since it was first adopted. State legislation prohibits some of the most popular anti- displacement approaches taken by cities elsewhere, but two new laws from the 2022 Utah Legislative session could facilitate the establishment of a Housing Loss Mitigation fund, making it possible for the City to leverage requests for land use and master plan changes requested by planned development to add affordable housing units. 1. House Bill 462, Utah Housing Affordability Amendments, authorizes a city to establish a Housing Loss Mitigation fund to preserve existing, subsidized, and new moderate-income housing (lines 708-710). 2. House Bill 303, Local Land Use Amendments, states that a city may require moderate income housing units as a condition of approval of a land use application only if the developer and the city enter into a written agreement, or the city provides incentives that are agreed to by the developer (lines 828-838). The proposed replacement would build on these changes by setting the expectation that public benefits are to be provided in return for changes to zoning and master plans. The specific public benefit would be either the preservation of existing affordable units on the property, or the replacement of those units with new one that are similar in size and affordability, along with relocation assistance for the impacted tenants (see Priority 1A). Thriving in Place proposes that where a new development is not residential, or creating new affordable units on-site is problematic, an in-lieu-of fee could be substituted for onsite replacement. This would be calculated as approximately the cost of providing the affordable unit on-site and would allow replacement affordable units similar to those being removed to be built on another site. The RDA’s Housing Development Fund would act as the Housing Loss Mitigation fund in this case, receiving these payments to be used along with its other affordable housing monies. An alternative form of the affordable housing Page | 9 benefit could also allow for other ways to provide benefits, like a land donation at another site, or through subdivision of the site being developed. This option would be restricted to donated land with a value similar to the calculated in-lieu fee. In effect, the Housing Loss Mitigation Ordinance would be “replaced by a set of new policies, programs, and practices, including related code changes, rather than by a single ordinance.” This would include the following five Near-Term Action Priorities: •1A - Develop a Tenant Relocation Assistance Program. •1B - Adopt a Displaced Tenants Preference Policy. •2A - Develop and Adopt a Community Benefit Policy. •3A - Adopt the Affordable Housing Incentives. •4B - Track Rent and Affordability Data The plan notes two important limitations to this situation: 1. Where new development can be implemented with no change in the zoning or master plan— that is, “by right”—it could proceed without any mitigation for the impacted units. In these cases, the City still could offer tenant relocation assistance to those who are affected by the new development, and they could also be granted priority for deed-restricted affordable housing nearby, when available. 2. The research conducted for Thriving in Place found that the loss of existing units to new development is a relatively small contributor to displacement in Salt Lake City. It affected less than one percent of housing units between January 2020 and December 2022. During that period, in a total housing stock of about 88,000 units, only about 300 units were demolished, while nearly 3,300 new units were created on the same properties. In fact, the largest driver of displacement during this period was rising rents and the growing gap between incomes and housing prices. In the short-term, the research concludes, continuing to provide support for rental assistance and other tenant services is critical. E.Relationships with Other City Plans and Policies. The Council adopted the new five-year housing plan, Housing SLC, in June 2023. That plan benefited from the data and resident engagement generated for the Thriving in Place project, addressing “additional facets of the City’s current housing affordability crisis,” as well as serving as the basis for the City’s mandatory Moderate Income Housing Plan. The strategies in Thriving in Place will be integrated into Housing SLC, and include the full report as an attachment, but CAN noted that this process may require an amendment which would add line items to the implementation section of the five-year housing plan. F.Community Engagement and Public Process. The Planning Commission recommended adoption of Thriving in Place on July 26. CAN reports that a number of changes were made in response to comments received from the Planning Commission and from public comments received during the 45-day public comment period: •Added quantifiable metrics from Housing SLC and shows how its goals relate to specific Thriving in Place strategy (page 27 of transmittal). •Made a more explicit connection between publicly owned land and affordable housing in Near-Term Strategic Action Priority 3D, Utilize Publicly Owned Property. •Increased the accessibility of Thriving in Place by adding an overview video to the web site and including a graphic overview of Two-Year Action Plan on page 84 of the transmittal. Page | 10 For details on the community engagement process included in this plan’s development, as well as other public meetings and public comment opportunities, see the transmittal’s pages 2 to 5. G.Background. 1.June 2020: In the FY21 annual budget, the City Council allocated funding for a Gentrification Assessment and Displacement Mitigation Plan to understand the breadth and depth of involuntary displacement and formulate policies and programs to mitigate any such displacement. 2.December 2020: The Department of Community and Neighborhoods (CAN) presented “The Future of Housing: A Collective Vision for an Equitable Salt Lake City” to the City Council. The intent of that presentation was to discuss various housing policy topics identified as goals in Growing SLC: A Five- Year Housing Plan. 3.September 2021: A consultant team was retained through a City Request for Proposals (RFP). The Administration selected Baird & Driskell to oversee the Gentrification Assessment and Displacement Mitigation Plan, now called Thriving in Place. 4.April 2022: The Council received an update from CAN about work on the City’s anti-gentrification and anti-displacement plan, Thriving in Place. It included information on new Utah statutes that are applicable to housing loss mitigation, and an analysis of the City’s existing housing loss mitigation ordinance. 5.July 2022: The Council received an update from CAN about results of the team’s community engagement efforts and “data mapping” to date, as well as refinements to the plans for the next phase. 6.December 2022: The Council discussed and provide feedback on preliminary program and policy recommendations in the plan. 7.January 2023: The Council discussed pending questions and policy issues remaining from the December 2022 briefing. 8.June 2023: Council adoption of Growing SLC: A Five-Year Housing Plan, with a placeholder for the final version of Thriving in Place. POLICY QUESTIONS 1. The Council may wish to request stand-alone briefings, or simply more information, on several of the proposals included in the Thriving in Place plan, for example: a. Improvements and expansion of the Landlord Tenant Initiative (also known as the Good Landlord Program), Near-Term Priority 1C. b. The proposed development of a new Community Benefit Policy, Near-Term Priority 2A. c. Increasing investment in the Housing Development Loan Program (HDLP) toward acquiring non-subsidized housing for rehabilitation and placing deed restrictions on it, and/or financing small-landlord incentives for rehabilitation, Near-Term Priority 2B. d. The potential relationships and key differences between CAN’s Community Land Trust and RDA’s Westside Community Initiative, Near-Term Priority 2C. Page | 11 e. If the Affordable Housing Incentives are adopted, how these incentives might interact with the proposed Community Benefit Policy, Near-Term Priority 3A. f. The proposed Thriving in Place Indicators (on Page 73 of the transmittal) which would be tracked to assess displacement and other elements of the City’s housing policy, Near-Term Priority 4B. g. Some or all of the Strategic Priorities not included among the Near-Term Priority Actions. 2. Would Council Members like to discuss what Thriving in Place refers to as “Balancing the need for near-term rent assistance and other services to head-off pending evictions with the long-term priority of creating more shared equity housing opportunities” (page 43 of the transmittal)? 3. The Thriving in Place plan suggests several potential sources of new funds for the programs and policies recommended (Near-Term Priority 4A). Does the Council wish to discuss any or all of the these possibilities? Salt Lake City’s Anti- Displacement Strategy a community-driven process to document and understand displacement and develop a plan of action How the Plan Was Developed PHASE TWO: CRAFTING COLLABORATIVE SOLUTIONS SEPT 2022 - MAY 2023 Evaluating and prioritizing options for action PHASE ONE: LISTENING AND LEARNING JAN - AUG 2022 Analyzing data and hearing people’s perspectives Over 2500 people shared their experiences and perspectives We Also Analyzed and Mapped Data on Displacement ●Highlights where lower income renter population is being lost. ●Shows highest displacement east of the Granary & south of Central Ninth & Ballpark. ●Read the full report and explore the interactive data map on the project website: ThrivingInPlaceSLC.org Documenting the Severity of the Challenge ●Hash marks show areas experiencing displacement. ●All “more affordable” areas are experiencing displacement. ●There are NO “more affordable” tracts for households to move to when displaced. Key Takeaways •Displacement pressures in SLC are high, and getting worse. •Displacement is impacting many people, in many areas, but disproportionately impacting communities of color. •There are no affordable neighborhoods to move to where displacement is not happening. •There is not enough housing overall, and a severe lack of affordable units. Challenges •People see new housing as part of the problem, not part of the solution (it is serving newcomers, not them). •They see City policies and practices as part of the problem. •There has been a focus on housing production, but not on affordable housing specifically, and not on housing preservation and tenant protections. •Displacement is happening now and many of the “fixes” will take years to achieve a meaningful impact. So What’s the Plan? Help Lower Income Tenants Stay in Place Create More Affordable Housing Partner with Impacted Communities + Others We need to be pro-tenant and pro-housing at the same time. So What’s the Plan? (some highlights) Help Lower Income Tenants Stay in Place ●Increase tenant resources. ●Make it easier to access resources and services. ●Provide assistance to tenants displaced by development. Create More Affordable Housing ●Incentivize affordability in new development. ●Incentivize preservation or replacement of lost units. ●Acquire and rehabilitate existing housing. ●Invest in long-term affordability and shared equity housing models. Partner with Impacted Communities + Others ●Form ongoing community partnership and meet regularly to communicate and coordinate action. ●Convene a Regional Anti- Displacement Coalition. But keep in mind… ●There are no magic fixes; success will be incremental. ●State preemption limits the range of potential action. ●The City has finite resources and capacity. The scale of the challenge is greater than our ability to meet the need. ●There are many forces the City does not control. ●“Working differently” will require building new habits and relationships grounded in trust. Action Framework T H R I V I N G I N P L A C E a t - a - g l a n c e A o n e - p a g e o v e r v i e w o f S a l t L a k e C i t y ’ s A n t i - D i s p l a c e m e n t S t r a t e g y For Each Strategic Priority… PURPOSE Why the priority is needed and the outcomes it will help achieve CONTEXT Brief overview of key findings and pertinent background info STEPS What needs to happen to help implement it Plus a table identifying the LEAD, PARTNERS, SCHEDULE, and RESOURCES Case examples and further resources are presented as LEARNING FROM OTHERS and FOOD FOR THOUGHT Plus NEAR TERM PRIORITY identifies critical areas of focus Replacing the Housing Loss Mitigation Ordinance ●Incentives-based approach to preserving, replacing and creating affordable housing. ●Added focus on helping tenants impacted by development and displacement. ●Making sure we have better data to inform action and know how we are doing. What’s First? Foundational Work already underway Community Benefit Policy Make sure–when possible–that new developments preserve and expand affordability. Tenant Relocation Assistance Program Adopt a policy and develop a program to help tenants impacted by new development. Displaced Tenants Preference Policy Make sure tenants who were displaced have priority for moving into new affordable units. Affordable Housing Incentives Policy Encourage new development to include units affordable to lower income households. Indicators + Data Systems Ensure reliable information to support decision making and track progress. Other Near-Term Action Priorities Expanded Tenant Resources + Services Meet the high level of need Resource Center / Navigation Service Better connect folks with what’s available Shared Equity Housing Help tenants become owners Acquisition/Rehab Preserve housing + expand affordability ADUs Make them easier and less expensive Community Land Trusts Invest in long-term community ownership + affordability Public Properties Leverage land assets for affordable housing Three City Action Teams TENANT SUPPORT AFFORDABLE HOUSING DEVELOPMENT ANTI-DISPLACEMENT POLICY Two Partnership Platforms ANTI-DISPLACEMENT COALITION (with regional partners) ONGOING COMMUNITY PARTNERSHIP (with high-displacement neighborhoods) T W O - Y E A R A C T I O N P L A N K e y S t e p s T o w a r d I m p l e m e n t i n g t h e T h r i v i n g i n P l a c e S t r a t e g y Community Feedback ●~1,500 unique visitors to the website in May and June; 29 completed survey forms ●Generally strong support for action, especially for more affordable housing and tenant support. ●Desire to see quantified goals. ○Added new page (p. 14) showing how Housing SLC goals and Thriving in Place strategy align. ●Desire to see publicly owned lands used to help create affordable housing. ○Covered in Strategic Priority 3D. Housing SLC + Thriving in Place 10,000 low-income individuals assisted annually through programs that increase housing stability 10,000 new housing units entitled throughout the city 5,500 deeply affordable homes (progress toward closing the gap) 1,000 low-income households able to attain affordable homeownership and equity-building opportunities 1A Tenant Relocation Assistance 1B Displaced Tenants Policy 1C Tenant Resources and Services 1D Tenant Navigation Service 6A Tenant Rights and Affordable Housing at State Level 2A Community Benefit Policy 2B Acquire/Rehab Unsubsidized Housing 3A Affordable Housing Incentives Policy 3B Accessory Dwelling Units (ADUs) 3C More Diverse Housing Choices 3D Publicly Owned Property and more… 1E Help Tenants Become Owners Community Feedback ●Desire for continued outreach and engagement. ○Is the focus of Strategic Priority 5c (Community Partnership) ●Desire for more accessible materials about the plan. ○Added an overview video to “Read the Draft Strategy” webpage ○Developed a graphic overview of Two-Year Action Plan Planning Commission Feedback ●Unanimous positive recommendation from the Planning Commission on July 26, 2023 to adopt Thriving in Place as the City’s anti- gentrification strategy and mitigation plan and as an addendum to Housing SLC. THANKS to everyone who helped craft the strategy! ThrivingInPlaceSLC.org ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: August 14, 2023 Darin Mano, Chair FROM: Blake Thomas, Director, Department of Community & Neighborhoods __________________________ SUBJECT: Thriving in Place Draft Plan STAFF CONTACT: Blake Thomas, Director, Community and Neighborhoods, 801-718-7949, blake.thomas@slcgov.com Angela Price, Policy Director, Community and Neighborhoods, 801-599-3850, angela.price@slcgov.com Sooz Lundmark, Transportation Planner III, 801-535-6112, Susan.Lundmark@slcgov.com DOCUMENT TYPE: Ordinance RECOMMENDATION: Council adoption of Thriving in Place as recommended by the Planning Commission. BUDGET IMPACT: None BACKGROUND/DISCUSSION: This transmittal follows up on a transmittal sent on May 9, 2023. Thriving in Place (“TIP” or “the Plan”) is the City's proposed anti-displacement and mitigation plan, which has been developed with significant public engagement and support from a broad coalition of residents and community organizations. The Plan comprises five guiding principles: 1.Prioritize tenant protections; 2.Partner with those most impacted; 3.Increase housing everywhere; 4. Focus on affordability; and Lisa Shaffer (Aug 14, 2023 16:16 MDT)08/14/2023 08/14/2023 5. Build an ecosystem for action. These guiding principles run throughout the entire Plan, informing the six goals and 22 action items described in the Plan. While the action items are categorized by the goals that they support, many of the action items address multiple goals. The goals of Thriving in Place are: 1. Protect the most vulnerable from displacement; 2. Preserve the affordable housing we have; 3. Produce more housing, especially affordable housing; 4. Expand capacity for tenant support and affordable housing; 5. Partner and collaborate to maximize impact; and 6. Advocate for tenants at the state level. Based on the City Council's direction received at a briefing on TIP on December 13, 2022 and January 3, 2023, the Administration is working on policies in the Two-Year Action Plan (Exhibit B) including items adopted in the FY24 budget, and replacing the Housing Loss Mitigation ordinance with the Community Benefit Policy. An overview of the Near-Term Action Items that are in development is provided in the table below. It is important to note that Near-Term Action Items that require legislative action will be processed separately from the Draft TIP Plan and will have an individualized transmittal, public engagement process, and public hearing with the Planning Commission and formal recommendation, where applicable. Near-Term Action Items • Develop New Funding / Leverage Existing Funding (4A) • Adopt Community Benefit Policy (2A) • Tenant Relocation Assistance Program (1A) • Displaced Tenant Preference Policy (1B) • Data Collection and In-Lieu Fee Analysis (4B) • Create Tenant Resource Center + Navigation Service (1D) • Establish City Implementation Team (5A) • Help Tenants Become Owners (1E) • Invest in Community Land Trusts (2C) • Utilize Publicly Owned Property (3D) • Acquire & Rehabilitate Unsubsidized Housing (2B) • Make Accessory Dwelling Units (ADUs) Easier and Less Expensive to Build (3B) • Adopt the Affordable Housing Incentives (3A) Community Engagement As presented to the City Council on July 12, 2022 and outlined in the Phase 1 Report, TIP has undergone a thorough public engagement process. From February 2022 to July 2022, the TIP team heard from 2,150 residents through a survey (online and in-person), conducted focus groups with 50 participants, conducted 70 in-depth interviews, and engaged with 200 students in schools from elementary through high school. Additionally, the TIP team has held regular meetings with a Community Working Group, comprised of over 20 participants from various community organizations, and convened a City Steering Committee representing 16 departments and divisions. Furthermore, a Core Policy Team consisting of staff from the Redevelopment Agency, Housing Stability Division, Transportation Division, and the Planning Division worked collaboratively to ensure the goals and action items aligned with the responsibilities of their respective divisions and departments. The feedback received from these various partners contributed to the development of the draft Plan. In response to comments received from the Planning Commission and to public comments received during the 45-day public comment period, the following changes were made to the draft plan: • Changes to include create quantifiable metrics. o Added a new page (p. 14) showing how Housing SLC goals and Thriving in Place strategy align. • Changes to include language about use of publicly owned land. o Added language to Strategic Priority 3D to make the connection between publicly owned land and affordable housing more explicit. • Developed materials to increase accessibility. o Added an overview video to web site. o Developed a graphic overview of Two-Year Action Plan. PUBLIC PROCESS: The following is a list of public meetings that have been held, and other public input opportunities, related to the proposed project since the 45-day public comment period commenced: • May 12, 2023 – All recognized community organizations in the city were sent the 45-day required notice. Other stakeholders and members of the community working group were sent 45-day notice. Comments were received from one recognized community organization. • May 12 – June 30, 2023 – A full draft of the plan was available for review at www.thrivinginplaceslc.org/draft-strategy along with a comment form. Social media posts and newsletter mailings were also used to advertise the availability to comment. • May 25, June 7, June 8, 2023 – Presentation to three recognized community organizations (by request). • June 3, 2023 – Tabling at Utah Asian Festival. • June 9, 2023 - Tabling at Homeless Resource Fair. • June 13 and June 27, 2023 – Tabling at Partners in the Park. (Jordan Park and Poplar Grove Park) • June 14, 2023 – Planning Commission briefing was held to provide the Planning Commission an opportunity to offer feedback and to inform the public on the plan. • July 26, 2023 - Planning Commission public hearing o At the Public Hearing, there were three public comments. All comments were in support of the proposed plan. There were two supportive public comments submitted via email. • August 1, 2023 – Presentation to Salt Lake City Human Rights Commission Summary of Public Comment To date, 28 responses have been collected through the online comment form and two comments have been received to a dedicated email inbox. One of the comments received to the inbox was from a recognized community organization and one was from an individual. Three comments were delivered at the Planning Commission public hearing (all in support), one of which was also emailed to staff. Additionally, one community member was not able to attend the public hearing but asked that an op-ed in support of the Plan be included as public comment. Respondents who used the online comment form were asked to comment on which priorities stood out as especially important, what they thought was missing, their level of support for the Plan, and what additional factors should be considered as the Plan is finalized, along with demographic information. A majority (75 percent) of respondents identified their current housing situation as Renters (46 percent) or Other (29 percent), with a few identifying as owners (18 percent). This information is important to note because Thriving in Place is a plan that will primarily impact renter households and households in other, often more precarious, housing situations. Overall support for the Plan was high, with 82 percent of respondents supporting the Plan. A mere 7 percent of respondents indicated opposition to the Plan and 11 percent were ambivalent. Those who supported the Plan “as-is” cited the need for more affordable housing, the need for increased tenant support, and the need for larger units as important factors for consideration. Those who support the Plan but would like to see changes pointed to the need to overlap services along with the anti-displacement strategies (such as daycare, vocational rehab, etc.). Additionally, there were concerns about how difficult it can be to find and get into affordable housing. The main opposition to the Plan was opposition to government intervention in the housing market and a preference for broad upzoning. Generally, the comments received through email were supportive. The response from the recognized community organization identified areas of concern, including the long-term viability of the tenant relocation assistance, the lack of inclusionary affordable housing requirements, and concerns about short term rentals with additional ADU and other zoning changes that are promoted. The long-term viability of the tenant relocation assistance is something that staff are currently considering. That a pilot program was funded this year in the annual budget is a significant step forward. The lack of inclusionary zoning requirements is due primarily to state preemption. However, the Community Benefits Policy in the draft Plan incorporates density bonuses in exchange for affordable housing in certain circumstances. The concern about short term rentals has also been at least partially addressed through the creation of two new enforcement positions that were funded in the annual budget. The resident email posed questions about strategies for keeping senior residents in their homes in the face of rising property taxes. While not contemplated explicitly in TIP, strategies such as community land trust opportunities as well as strategies outlined in Housing SLC have the potential to help. The comments received through email and a spreadsheet of the survey responses have been attached to this transmittal (Exhibit D) as part of the public record. Planning Commission (PC) Records a) PC Agenda for July 26, 2023 (click to access) b) PC Meeting Summary of Actions for July 26, 2023 (click to access) c) PC Meeting Minutes for July 26, 2023 (click to access) EXHIBITS: Exhibit A – Thriving in Place At-a-Glance Exhibit B – Thriving in Place Two-Year Action Plan Exhibit C – Ordinance Adopting Thriving in Place Draft Exhibit D – Public Comments Received During 45-Day Comment Period and Public Hearing Exhibit A Thriving in Place At-a-Glance Thriving in Place at-a-glance a one-page overview of Salt Lake City’s Anti-Displacement Strategy From the Phase 1 Report: Displacement in Salt Lake City is significant and getting worse. There are no “more affordable” neighborhoods in Salt Lake City where families can move once displaced. Salt Lake City is growing and there aren’t enough affordable units for low-income families. Plus a shortage of units overall is creating more competition for lower cost units Almost half of Salt Lake City households are rent burdened. More than half of all families with children live in displacement risk neighborhoods. Latinx and Black households have median incomes that are lower than what is required to afford rent in the city. Displacement affects more than half of White households in Salt Lake City and disproportionately affects households of color. Many areas experiencing high displacement risk were redlined in the past and are still highly segregated today. Community members are very concerned about displacement and its impacts. They want more affordable housing and support for those being impacted. GUIDING PRINCIPLES: prioritize tenant protections / partner with those most impacted / increase housing everywhere / focus on affordability / build an eco-system for action Caveats: there are no magic fixes (it will be hard work) / we will build on what we are already doing / state pre-emption limits what we can do / we have finite resources + things we don’t control / the housing crisis is regional / we must work together 2 PRESERVE the affordable housing we have 2A Develop and Adopt a Community Benefit Policy 2B Acquire and Rehabilitate Unsubsidized Housing 2C Invest in Community Land Trust Models 2D Address Short-Term Rentals’ Impacts on Housing 6 ADVOCATE for tenants at the state level 6A Work to Advance Tenant Rights and Affordable Housing at the State Level 6 Interrelated Goals / 22 Strategic Priorities 3 OUTCOME GOALS: Protect – Preserve – Produce 3 SUPPORTING GOALS: Expand Capacity – Partner + Collaborate – Advocate 3 PRODUCE more housing, especially affordable housing 3A Adopt the Affordable Housing Incentives Policy 3B Make ADUs Easier and Less Expensive to Build 3C Create More Diverse Housing Choices in All Areas 3D Utilize Publicly Owned Property 3E Prioritize Long-Term Affordability, Support Services, and Transit Access 5 PARTNER + COLLABORATE to maximize impact 5A Form a City Implementation Team 5B Work with Partners to Convene a Regional Anti-Displacement Coalition 5C Launch an Ongoing Community Partnership to Coordinate Action + Investment in the Highest Risk Areas 4 EXPAND CAPACITY for tenant support + affordable housing 4A Develop New Funding Sources and Leverage Existing Resources 4B Define Indicators to Track Displacement and Develop Data Systems to Track Progress 4C Strengthen the City’s Capacity to Enforce Deed-Restricted Housing Commitments 1 PROTECT the most vulnerable from displacement 1A Develop a Tenant Relocation Assistance Program 1B Adopt a Displaced Tenants Preference Policy 1C Improve and Expand Tenant Resources and Services 1D Create a Tenant Resource Center and Navigation Service 1E Help Tenants Become Owners 1F Promote Affordable Living and Better Jobs Near-Term Action Priorities Support Tenants 1A Develop a Tenant Relocation Assistance Program Provide support to tenants directly impacted by redevelopment. 1B Adopt a Displaced Tenants Preference Policy Design and put in place a policy for eligible deed-restricted units so that displaced tenants are given a preference when those units become available. 1C Improve and Expand Tenant Resources and Services Increase awareness of tenant resources; innovate on service delivery; make changes to the Landlord Tenant Initiative. 1D Create a Tenant Resource Center and Navigation Service Partner to create a Tenant Resource Center website; develop and launch a navigation service to connect tenants with the resources and support they need. Preserve + Create Affordability 2A Adopt a Community Benefit Policy Mitigate the loss of existing affordable housing on redevelopment sites through an incentives approach. 3A Adopt the Affordable Housing Incentives Policy Incentivize the creation of affordable housing in new development. 2B Acquire/Rehab Unsubsidized Housing Partner to acquire priority sites to create long-term affordability. 3B Make ADUs Easier + Less Expensive Facilitate the creation of more ADUs. 3D Utilize Publicly Owned Property Identify key properties that can be used to create affordable housing. 2C Invest in Community Land Trusts Grow the Community Land Trust model for long-term affordability. 1E Help Tenants Become Owners Invest in shared equity programs that help tenants build wealth, improve financial security, and help them become owners. Partner for Action 5A Form a City Implementation Team Create a cross-department team to oversee implementation of the Thriving in Place strategy. 4B Define Indicators / Develop Data Systems Define key indicators and put in place needed data systems to track progress. 5B Partner to Convene a Regional Anti- Displacement Coalition Regularly convene key partners to coordinate regional action on anti- displacement initiatives and housing. 4A Develop New Funding Sources and Leverage Existing Resources Ensure ongoing funding to provide needed resources for affordable housing and tenant assistance. 5C Launch Ongoing Community Partnership Create cross-dept. team to coordinate investments and work in partnership with community to counter displacement (in Westside, Ballpark, Central City, and Liberty Wells areas). Exhibit B Thriving in Place Two-Year Action Plan 2023 2025 2024 THRIVING in PLACE / Salt Lake City’s Anti-Displacement Strategy Two-Year Action Plan Overview RESOURCES + PARTNERSHIPS TENANT SUPPORT TEAM AFFORDABLE HOUSING TEAM POLICY TEAM 5A - Form City Implementation Teams 2A - Develop and Adopt Community Benefit Policy 1A - Develop Tenant Relocation Assistance Program 1B - Adopt Displaced Tenants Preference Policy / Develop Program 2C - Adopt Community Land Trust (CLT) Legislative Policy 4A - Finalize Funding Needs / Prioritize New Funding Sources JULY 2023 Public Review and Input 5A Implementation Teams 2A Community Benefit Policy 3B ADU Policy + Programs 1A Tenant Relocation Assistance 3A Affordable Housing Incentives Policy 1B Displaced Tenant Preference Policy 2C CLT Policy + Investements First Things First - Review + Adopt Plan / Form Teams Foundations - Adopt Key Policies / Support Displaced Tenants / Develop Data Systems Investment + Action - Strengthen Tenant Supports / Create More Affordable Housing / Grow Shared Equity Models 2B Acquire + Rehab Unsubsidized Housing1C Expand Tenant Resources + Services 1D Launch Tenant Navigation Service 4B Indicators + Data Systems 3D Utilize Publicly- Owned Properties 1E Help Tenants Become Owners Council Adoption 2C - Prioritize CLT Investment Opportunities 5B - Work with Partners to Form Regional Anti-Displacement Coalition 5C - Launch Community Partnership 4A - Implement Funding Plan / Develop and Leverage New Resources 3A - Finalize and Adopt Affordable Housing Incentives Policy 4B - Finalize Indicators / Develop Data Systems and Reporting Mechanisms 5C - Manage Partnership 1C + 1D - Expand Tenant Resources / Develop and Launch Tenant Resource Center and Navigation Service 1E - Help Tenants Become Owners / Identify Shared Equity Housing Priorities 3D - Identify Priority Publicly Owned Lands for Housing 3B - Improve Accessory Dwelling Unit (ADU) Processes and Resources 1E - Implement Priority Projects and Investments 3D - Develop Projects / Partnerships 2B - Expand Investment in Acqusition and Rehabilitation of Unsubsidized Housing 5B - Manage Regional Anti-Displacement Coalition Exhibit C Ordinance Adopting Thriving in Place Draft SALT LAKE CITY ORDINANCE No. _____ of 2023 (Adopting the Thriving in Place plan) An ordinance adopting the Thriving in Place plan as part of Salt Lake City’s general plan. WHEREAS, the Salt Lake City Planning Commission held a hearing on July 26, 2023 on a petition to adopt the Thriving in Place plan as part of Salt Lake City’s general plan as governed by Part 4 of Utah Code Chapter 10-9a; and WHEREAS, at its July 26, 2023 meeting, the Planning Commission voted in favor of forwarding a positive recommendation to the Salt Lake City Council (“City Council”) on said petition; and WHEREAS, after holding 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. Adopting the Thriving in Place plan. That the Thriving in Place plan provided in Exhibit “A” attached hereto is adopted as part of Salt Lake City’s general plan as governed by Part 4 of Utah Code Chapter 10-9a. The adoption of this plan serves to identify the goals and objectives identified within the plan, all of which are subject to future budget appropriations. 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 ______________, 2023. ______________________________ CHAIRPERSON ATTEST AND COUNTERSIGN: ______________________________ CITY RECORDER Transmitted to Mayor on _______________________. Mayor's Action: _______Approved. _______Vetoed. ______________________________ MAYOR ______________________________ CITY RECORDER (SEAL) Bill No. ________ of 2023. Published: ______________. Ordinance adopting Thriving in Place plan APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:__________________________________ By: ___________________________________ Paul C. Nielson, Senior City Attorney August 4, 2023 EXHIBIT “A” Thriving in Place plan SALT LAKE CITY’S ANTI -DISPLACEMENT STRATEGY Why It’s Needed | Strategi c Priorities | Two-Year Action Plan JULY 2023 UPDATED DRAFT for COUNCIL REVIEW THRIVING IN PLACE SALT LAKE CITY Message From the Mayor 2 MESSAGE FROM THE MAYOR Salt Lake City is an incredible place that’s home to families who have been here for generations and recent transplants alike. But as we’ve grown, many of our friends, neighbors, and families have been priced out of the communities they love. I initiated the ‘Thriving in Place’ project to help us better understand the factors driving gentrification and displacement in our communities, and to identify actionable strategies that could help our residents who are at risk of displacement to stay here and thrive. We were humbled by and so grateful for the level of community engagement and input, and the personal stories that were shared during the development of this plan. Thousands of residents gave their time, perspectives, and ideas as part of this process. This resulting anti-displacement strategy is dedicated to all of you: the people who make Salt Lake City such a great place to be, and give us hope for an even better future. There is a lot of work ahead that will build on the important efforts already underway to preserve and improve the housing we have, grow our supply of affordable housing, increase our support for renters, and partner more closely with communities that are being the most impacted. None of this work could happen without the dedication of our amazing City team who put in countless hours to make sure that this process was deliberate, reflective of our community’s values and desires, and focused on policies that will make a real, tangible difference to our residents for generatio ns to come. Thank you, team! The road ahead will be challenging. There are no easy solutions. But as the Spanish poet Antonio Machado reminds us in his poem about pilgrimage: we make the road by walking. Let’s continue walking and working together, to create a more just and secure future for all of us. MAYOR ERIN MENDENHALL Caminante, son tus huellas el camino y nada mas; Caminante, no hay camino, se hace camino al andar. Wanderer, your footsteps the road, and nothing more; Wanderer, we have no road, we make the road by walking. from poem by Antonio Machado; translated from the original Spanish THRIVING IN PLACE SALT LAKE CITY Acknowledgements 3 ACKNOWLEDGEMENTS CITY COUNCIL Victoria Petro, Vice Chair, District 1 Alejandro Puy, RDA Chair, District 2 Chris Wharton, District 3 Ana Valdemoros, District 4 Darin Manio, Chair, District 5 DAN DUGAN, District 6 AMY FOWLER, District 7 CITY STEERING COMMITTEE Arts Council Felicia Baca; Renato Olmedo-Gonzalez Building & Licensing Services William Warlick City Attorney’s Office Kimberly Chytraus; Paul Nielsen City Council Office Allison Rowland; Nick Tarbet Civic Engagement Rachel Paulsen; Jamie Stokes Communities and Neighborhoods Tammy Hunsaker; Ruedigar Matthes; Angela Price; Blake Thomas Economic Development Cathie Rigby Finance Elias Ayon; Jennifer Madrigal Housing Stability Erik Fronberg; Tony Milner Mayor’s Office Ashley Cleveland; Dirie Fatima*; Andrew Johnston; Kaletta Lynch*; Hannah Regan Parks & Public Lands Tyler Murdock; Kristin Riker Planning Nick Norris; Mayara Lima, Kelsey Lindquist; Michaela Oktay; Kristina Gilmore Public Services Jorge Chamorro Public Utilities Holly Lopez; Marian Rice Redevelopment Agency of Salt Lake City Ashley Ogden Sustainability Debbie Lyons; Sophia Nicholas; Maria Schwarz Transportation Susan Lundmark Youth & Family Services Kim Thomas *employee no longer works for Salt Lake City COMMUNITY WORKING GROUP Communidas Unidas, Mayra Cedano Community Development Corporation of Utah, Mike Akerlow Crossroads Urban Center, Bill Tibbitts Disability Law Center, Karlee Stauffer Giv Development, Chris Parker Industry/Q Factor, Vinny Johnson Neighborhood House, Rosa Bandeirinha, Jennifer Bean, Sarah Scott NeighborWorks Salt Lake, Maria Garciaz, Sara Hoy, Jasmine Walton Pandos, Our Unsheltered Relatives, Carl Moore People’s Legal Aid, Marcus Degan, Danielle Stevens, Emily Blakeley PIK2AR, Jakey Siolo, Susi Feltch-Malohifo’ou Property Owner/Community Advocate, Cindy Cromer The Road Home, Downy Bowles, Tessa Nicolaides, Tyeson Rogers, and Meredith Vernick Salt Lake City Human Rights Commission, Esther Stowell Salt Lake County Aging and Adult Services, Kelly Roemer Salt Lake Valley Coalition to End Homelessness, Randy Chappell University Neighborhood Partners, Jarred Martinez Urban Indian Center of SLC, Alan Barlow, Maurice Smith Utah Community Action, Sahil Oberoi Utah Housing Coalition, Tara Rollins Utah League of Cities and Towns, Karson Eilers Wasatch Front Regional Council, Megan Townsend THRIVING IN PLACE SALT LAKE CITY Acknowledgements 4 PROJECT TEAM DEPARTMENT OF COMMUNITY AND NEIGHBORHOODS Blake Thomas Director Tammy Hunsaker Deputy Director Angela Price Policy Director; Project Co-Manager Susan Lundmark Transportation Planner; Project Co-Manager Ruedigar Matthes Policy and Program Manager; Housing SLC lead PROJECT CONSULTANT TEAM COMMUNITY PLANNING COLLABORATIVE (formerly BAIRD + DRISKELL COMMUNITY PLANNING) David Driskell Principal and Project Manager Victor Tran Associate Planner Bowen Close, Creative Director /Document Design UNIVERSITY OF UTAH, DEPARTMENT OF CITY AND METROPOLITAN PLANNING Ivis Garcia Zambrana, PhD Assistant Professor Alessandro Rigolon, PhD Assistant Professor Caitlin Cahill, PhD Visiting Professor THE URBAN DISPLACEMENT PROJECT (UDP) AT UNIVERSITY OF CALIFORNIA, BERKELEY Tim Thomas, PhD Research Director Julia Greenberg Research Manager FOR MORE INFORMATION: thrivinginplaceslc.org • thrivinginplace@slcgov.com GRATITUDE A huge thanks to the thousands of residents who gave their time, input, and constructive ideas to this effort, and to the dozens of students at the University of Utah’s Department of City and Metropolitan Planning who helped make the broad and deep community engagement process a reality: putting up posters, surveying residents, attending community meetings, doing research, analyzing data, facilitating focus groups, and summarizing what they heard. The City is also deeply grateful to the many community partners, including those on the Community Working Group, our Community Liaisons, and everyone who helped host events, convene meetings, facilitate outreach, and shape the final policy and program recommendations. This Thriving in Place strategy is the result of your input and collective effort, underscoring our community’s tremendous assets and what can be achieved when we work together. THRIVING IN PLACE SALT LAKE CITY Table of Contents 5 TABLE OF CONTENTS Message From the Mayor 2 Acknowledgements + Gratitude 3 Thriving in Place at-a-glance 6 1 About Thriving in Place 7 What This Plan Is About 7 How Community Input Shaped the Plan 8 Plan Overview and How to Use It 9 2 Why We Need an Anti-Displacement Strategy 10 What We Mean When We Talk About Displacement 10 What We Heard and Learned About Displacement in Salt Lake City 11 What This Plan Does (with caveats) 13 Alignment Between Housing SLC's Goals and Thriving in Place 14 3 Salt Lake City’s Anti-Displacement Strategy 15 Five Guiding Principles 15 Six Interrelated Goals 17 22 Strategic Priorities 18 Attachment A: Two-Year Action Plan + Graphic Summary 69 THRIVING IN PLACE SALT LAKE CITY Thriving in Place At -a -Glance 6 THRIVING IN PLACE at-a-glance a one-page overview of Salt Lake City’s Anti-Displacement Strategy Thriving in Place at-a-glance a one-page overview of Salt Lake City’s Anti-Displacement Strategy From the Phase 1 Report: Displacement in Salt Lake City is significant and getting worse. There are no “more affordable” neighborhoods in Salt Lake City where families can move once displaced. Salt Lake City is growing and there aren’t enough affordable units for low-income families. Plus a shortage of units overall is creating more competition for lower cost units Almost half of Salt Lake City households are rent burdened. More than half of all families with children live in displacement risk neighborhoods. Latinx and Black households have median incomes that are lower than what is required to afford rent in the city. Displacement affects more than half of White households in Salt Lake City and disproportionately affects households of color. Many areas experiencing high displacement risk were redlined in the past and are still highly segregated today. Community members are very concerned about displacement and its impacts. They want more affordable housing and support for those being impacted. GUIDING PRINCIPLES: prioritize tenant protections / partner with those most impacted / increase housing everywhere / focus on affordability / build an eco-system for action Caveats: there are no magic fixes (it will be hard work) / we will build on what we are already doing / state pre-emption limits what we can do / we have finite resources + things we don’t control / the housing crisis is regional / we must work together 2 PRESERVE the affordable housing we have 2A Develop and Adopt a Community Benefit Policy 2B Acquire and Rehabilitate Unsubsidized Housing 2C Invest in Community Land Trust Models 2D Address Short-Term Rentals’ Impacts on Housing 6 ADVOCATE for tenants at the state level 6A Work to Advance Tenant Rights and Affordable Housing at the State Level 6 Interrelated Goals / 22 Strategic Priorities 3 OUTCOME GOALS: Protect – Preserve – Produce 3 SUPPORTING GOALS: Expand Capacity – Partner + Collaborate – Advocate 3 PRODUCE more housing, especially affordable housing 3A Adopt the Affordable Housing Incentives Policy 3B Make ADUs Easier and Less Expensive to Build 3C Create More Diverse Housing Choices in All Areas 3D Utilize Publicly Owned Property 3E Prioritize Long-Term Affordability, Support Services, and Transit Access 5 PARTNER + COLLABORATE to maximize impact 5A Form a City Implementation Team 5B Work with Partners to Convene a Regional Anti-Displacement Coalition 5C Launch an Ongoing Community Partnership to Coordinate Action + Investment in the Highest Risk Areas 4 EXPAND CAPACITY for tenant support + affordable housing 4A Develop New Funding Sources and Leverage Existing Resources 4B Define Indicators to Track Displacement and Develop Data Systems to Track Progress 4C Strengthen the City’s Capacity to Enforce Deed-Restricted Housing Commitments 1 PROTECT the most vulnerable from displacement 1A Develop a Tenant Relocation Assistance Program 1B Adopt a Displaced Tenants Preference Policy 1C Improve and Expand Tenant Resources and Services 1D Create a Tenant Resource Center and Navigation Service 1E Help Tenants Become Owners 1F Promote Affordable Living and Better Jobs Near-Term Action Priorities Support Tenants 1A Develop a Tenant Relocation Assistance Program Provide support to tenants directly impacted by redevelopment. 1B Adopt a Displaced Tenants Preference Policy Design and put in place a policy for eligible deed-restricted units so that displaced tenants are given a preference when those units become available. 1C Improve and Expand Tenant Resources and Services Increase awareness of tenant resources; innovate on service delivery; make changes to the Landlord Tenant Initiative. 1D Create a Tenant Resource Center and Navigation Service Partner to create a Tenant Resource Center website; develop and launch a navigation service to connect tenants with the resources and support they need. Preserve + Create Affordability 2A Adopt a Community Benefit Policy Mitigate the loss of existing affordable housing on redevelopment sites through an incentives approach. 3A Adopt the Affordable Housing Incentives Policy Incentivize the creation of affordable housing in new development. 2B Acquire/Rehab Unsubsidized Housing Partner to acquire priority sites to create long-term affordability. 3B Make ADUs Easier + Less Expensive Facilitate the creation of more ADUs. 3D Utilize Publicly Owned Property Identify key properties that can be used to create affordable housing. 2C Invest in Community Land Trusts Grow the Community Land Trust model for long-term affordability. 1E Help Tenants Become Owners Invest in shared equity programs that help tenants build wealth, improve financial security, and help them become owners. Partner for Action 5A Form a City Implementation Team Create a cross-department team to oversee implementation of the Thriving in Place strategy. 4B Define Indicators / Develop Data Systems Define key indicators and put in place needed data systems to track progress. 5B Partner to Convene a Regional Anti- Displacement Coalition Regularly convene key partners to coordinate regional action on anti- displacement initiatives and housing. 4A Develop New Funding Sources and Leverage Existing Resources Ensure ongoing funding to provide needed resources for affordable housing and tenant assistance. 5C Launch Ongoing Community Partnership Create cross-dept. team to coordinate investments and work in partnership with community to counter displacement (in Westside, Ballpark, Central City, and Liberty Wells areas). THRIVING IN PLACE SALT LAKE CITY About Thriving in Place 7 1 ABOUT THRIVING IN PLACE What This Plan Is About The project is in response to growing community concern about gentrification and displacement , driven by an increasingly severe shortage of affordable housing and a sense that new market-driven development is catering to higher income newcomers and contrib uting to displacement. Through a community-driven engagement process, the City worked with its partners to develop th is Anti-Displacement Strategy, which recommends policies, programs, and actions to counter displacement while strengthening long-term community stability and access to opportunity for all. The strategy and its actions aim to balance growth and investment in new housing with the preservation of existing housing, tenant protections , and a focus on equitable development that benefits all residents, including those most at-risk of displacement. Through the process of developing the strategy and its proposed actions, Thriving in Place seeks to combat involuntary displacement, help all residents benefit from new development and investments, and continue making Salt Lake City a great place to call home. Thriving in Place is focused on understanding the forces and impacts of gentrification and displacement in Salt Lake City, and on identifying priority actions that the City can take to help people stay and thrive in our community as we grow. THRIVING IN PLACE SALT LAKE CITY About Thriving in Place 8 How Community Input Shaped the Plan Thriving in Place engaged those most impacted by displacement in understanding it and identifying what to do. It happened in two phases. PHASE ONE: LISTENING AND LEARNING Starting in late 2021, the project team partnered with community groups, service agencies, and residents to understand and document the impacts of gentrification and displacement across Salt Lake City. This involved gathering and analyzing a lot of data, including stories and perspectives from nearly 2,500 residents via surveys, interviews, focus groups, and workshops. The results—including analysis and mapping from a leading-edge model that measures displacement risk across Salt Lake City and the region—were summarized and presented to the community and City Council in July 2022. PHASE TWO: CRAFTING COLLABORATIVE SOLUTIONS Starting in Fall 2022, the project team worked with City staff and community partners to develop the Anti-Displacement Strategy: first as a high-level framework, and then refined and detailed to set forth interrelated strategic priorities in response to what was learned in Phase One. The draft framework, strategic priorities, and near-term actions were shared on the project website for community feedback; discussed with members of the Community Working Group; shared at a Westside community meeting; and discussed through further community engagement undertaken as part of the Housing SLC process in Fall 2022 by students from the University of Utah. The Draft Strategy was presented for public review in May and June 2023, with minor refinements incorporated based on community feedback, which are reflected in this final draft for Council’s consideration and adoption. APA AWARD FOR UNIVERSITY OF UTAH TEAM The Department of City and Metropolitan Planning at the University of Utah—a key part of the Thriving in Place project team—was recognized by the Utah Chapter of the American Planning Association with their 2022 “High Achievement Award.” The award is well-deserved recognition for the CMP student and faculty work facilitating the project’s extensive community engagement as well as their project contributions through research, analysis, and documentation. Congratulations, and thanks for a job extremely well done! Visit the project website to read about what we heard and learned in Phase One and dig deep into the data and community input. THRIVING IN PLACE SALT LAKE CITY About Thriving in Place 9 Plan Overview and How to Use It The plan is presented in three sections, plus an overview and a two-year workplan: THRIVING IN PLACE “AT-A-GLANCE” A one-page overview of the strategy and its key co mponents. 1 ABOUT THRIVING IN PLACE A brief overview of how the plan was developed and what it’s about 2 WHY WE NEED AN ANTI-DISPLACEMENT STRATEGY A brief overview of what we mean when we talk about displacement, why a strategy is needed, and the core values and principles that guide it (plus some important caveats to keep in mind). 3 SALT LAKE CITY’S ANTI-DISPLACEMENT STRATEGY This is the core of the plan, presenting six interrelated goals and 22 strategic priorities to counter displacement and secure a more equitable future. Each priority includes details on why it is needed, who will lead it, the budget and timeline, implementation steps, and relevant case studies. ATTACHMENT A: TWO-YEAR ACTION PLAN + GRAPHIC SUMMARY Timing, resources, and roles for near-term actions. "THRIVING IN PLACE” AND “HOUSING SLC” — WORKING TOGETHER TO ACHIEVE THE CITY’S HOUSING GOALS Thriving in Place is an anti -displacement strategy focused on those most vulnerable to involuntary displacement. Housing SLC is the City’s five-year action plan for moderate- and lower- income housing, as required under state law. These two plans are companion documents that work in tandem to define priorities for investment, action, and partnership , to create more affordable housing options, and to help the most vulnerable tenants access and remain in affordable living situations. See how the Housing SLC goals and metrics align with Thriving in Place in the summary on page 14. The Thriving in Place plan is both a strategy and an action plan. As a strategy, it identifies key areas of work necessary to address the multiple factors that drive displacement and to create long-term solutions that can help residents and communities remain in place, particularly lower income renters who are most susceptible to invol untary displacement. As an action plan, it defines near-term priority actions and structures for supporting ongoing collaboration, implementation, and monitoring of success over time . For ease of use and updating, the initial two-year action plan is presented as a stand-alone document, included as Attachment A. THRIVING IN PLACE SALT LAKE CITY Why We Need an Anti -Displacement Strategy 10 2 WHY WE NEED AN ANTI- DISPLACEMENT STRATEGY What We Mean When We Talk About Displacement Salt Lake City has seen significant growth and investment in recent years, but not all are benefitting from it, and in some cases people who have been a part of our community —sometimes for many years—are having to leave because they can no longer afford to live here. When growth happens and new development doesn’t keep pace with demand, housing prices go up. While this is a complicated process driven by a combination of factors, the end result is that housing can become unaffordable for many residents—especially lower income residents and those on fixed incomes. Evictions and foreclosures become more common, along with people doubling up or finding other ways to make their income stretch to meet the cost of living. Some people can find no alternative and must then live in their vehicle or on the street. Most often, people move out before they face eviction because they can’t afford a recent rent increase or they’ve had a personal crisis (like a job loss or medical emergency) that drains their resources. They have to move to find a place they can afford. In some cases, lower cost housing units and commercial spaces are demolished to make way for new (and needed) housing, but the new housing and retail spaces are higher priced, catering to higher income households. While desired amenities and neighborhood improvements might be created, the people and communities who used to live in the area are forced out and experience the loss of a place they loved. In short, when incomes and housing costs are out of sync, people are displaced: to a different neighborhood, a different city, or—far too often—to the street, with deep and lasting impacts on them, their children, and our entire community. In developing the Thriving in Place strategy , three types of displacement were considered: DIRECT DISPLACEMENT This is when households are forced to move because they are evicted or because their building was torn down, often to make way for new and more expensive development. This is not as widespread as indirect displacement, but it is highly visible and extremely disruptive in people’s lives. INDIRECT DISPLACEMENT When rents get too high for families, particularly low -income households, they are compelled to move to a more affordable living situation that is sometimes far from their social networks, jobs, schools, and places of worship. When a low er income household is already paying over half their income on rent, even a rent increase of $50 to $100 a month can be the breaking point. This is the largest force of displacement, and often hard to measure or effectively counteract. THRIVING IN PLACE SALT LAKE CITY Why We Need an Anti -Displacement Strategy 11 CULTURAL DISPLACEMENT Both direct and indirect displacement can result in neighborhood changes, as current residents and businesses are replaced with new ones. The people who are displaced are often lower income households of color and immigrants, while the people moving in are often higher income and white. As a result, even people who are able to stay may feel a sense of loss as their friends and neighbors leave, familiar businesses close, and their neighborhood transforms. This is the aspect of displacement that affects everyone, even those who can afford to remain in place. What We Heard and Learned About Displacement in Salt Lake City In Phase One of the Thriving in Place planning process, we heard from thousands of people throughout the community and had hundreds of hours of conversation. We also dug deep into the data, documenting the extent of displacement risk and its realities, helping to develop a more complete and robust understanding of displacement in Salt Lake City and to build a shared understanding of the problem we are working to solve. The results were profound: • Displacement in Salt Lake City is significant and getting worse, and is an issue of high concern in the community. • There are no “more affordable” neighborhoods in Salt Lake City where lower income families can move once displaced. This is a particularly striking finding, that the research team at the Urban Displacement Project has not seen before in their work around the country. • Salt Lake City is growing and there are not enough housing units overall, and a significant lack of affordable units for low-income families—an issue that is occurring along the entire Wasatch Front. • Over half of Salt Lake City’s renter households are rent burdened, spending more than 30 percent of their income on housing and making them highly vulnerable to displacement when rents increase. • Displacement affects more than half of White households in Salt Lake City and disproportionately affects households of color. • The patterns of displacement reflect historic patterns of discrimination and segregation, with areas experiencing high displacement risk closely aligning with areas that were redlined in the past. A recent report from the Kern C. Gardner Policy Institute (The Changing Dynamics of the Wasatch Front Apartment Market, September 2022) underscores these trends and their significant impa cts. The full Phase One report details what we did, who we heard from, what they said, and what we learned from the data analysis. THRIVING IN PLACE SALT LAKE CITY Why We Need an Anti -Displacement Strategy 12 The Phase One Summary Report tells the whole story. Key aspects of that work included: ENSURING AN INCLUSIVE PROCESS Interviews with community stakeholders and leaders as a very first step in the process to get their input about key issues and shape the engagement strategy. A City Steering Committee representing 16 departments and divisions to ensure input and coordination. A Community Working Group of over 20 stakeholders to help direct the engagement strategy, serve as a sounding board, and provide input on the project’s work. DOCUMENTING AND ANALYZING THE DATA Modeling, analysis, mapping and ground - truthing by the Urban Displacement Project to better understand and document displacement risk and trends. Review of current City policy and programs plus documentation of “best practices” from other places. BROAD OUTREACH AND ENGAGEMENT A bilingual project website, in English and Spanish, as a platform for education and engagement. An online and in-person survey, also in English and Spanish, that engaged over 2000 respondents. Email blasts, social media, and 4000+ multi- lingual flyers, postcards, and door hangers, plus stenciling the project name and website info over 150 times on walkways around different neighborhoods. Presentations at 14 community events or gatherings and at 13 community council meetings to let people know about the project and encourage them to participate. REACHING THE MOST AT-RISK Six Community Liaisons (trusted members of the community) engaged to talk with folks they know about experiences of displacement and neighborhood change. Five focus groups and nearly 70 interviews to hear people’s stories and delve into their experiences, perspectives, and ideas. Seven youth workshops with over 200 students to hear their thoughts about changes in their neighborhoods and how to make the city a better place for everyone. THRIVING IN PLACE SALT LAKE CITY Why We Need an Anti -Displacement Strategy 13 What This Plan Does (with caveats) The Thriving in Place process has been a valuable opportunity to better understand the causes, extent, and impacts of displacement in Salt Lake City. Adoption and implementation of the Thriving in Place plan will be an important next step toward addressing displacement in a more impactful way and—as part of that—building a more collaborative and inclusive approach to understanding and acting on the needs of Salt Lake’s most vulnerable community members. As we launch into implementation of the Thriving in Place strategy, several important caveats must be stated: • There are no magic fixes; success will be incremental. It will requ ire hard, ongoing work and difficult decisions. • We will build on what we are already doing; this is the next step. Sequencing and coordination of actions will be key. • State preemption limits the range of potential action. We will work to change that but there will be limits and it will take time. • We have finite resources and capacity. The need will continue to be much greater than the resources we have. • The affordable housing crisis is nationwide as well as regional in scale, the result of many forces that we do not control. • It’s not just what we do, but how we do it. We must work together, build trust, be transparent, and have honest conversations. ca·ve·at /ˈkavēˌät/ Noun. A warning or proviso of specific stipulations, conditions, or limitations. Five key things that the Thriving in Place plan aims to do: 1 Elevate anti-displacement as a citywide priority. 2 Increase City investment and services to help lower income tenants avoid eviction and remain in Salt Lake City. 3 Prioritize creation of more affordable housing, especially “community - owned” and shared-equity housing that will be affordable long-term. 4 Change how the City works with impacted communities and key partners. 5 Call for new policies and tools that utilize land use decisions to incentivize affordable housing and public benefit. THRIVING IN PLACE SALT LAKE CITY Why We Need an Anti -Displacement Strategy 14 Alignment between Housing SLC’s Goals and Thriving in Place Thriving in Place sets out the City’s strategy for countering the forces of displacement. While the Two-Year Action Plan (page 69) provides a magnitude-of-cost estimate for each near-term priority, the strategy document does not establish specific budget amounts o r funding requests. Those amounts are developed and agreed to through the City’s annual budget process. Similarly, the strategy does not establish specific quantified targets for each area of action, but leaves that level of detail to subsequent action planning efforts. For example, determining the number of affordable housing units that can be created through the use of publicly owned properties (Strategic Priority 3D) will require a more detailed inventory of opportunity sites. Housing SLC is the five-year action plan for moderate- and lower-income housing, as required under state law. As an action plan, Housing SLC does establish quantified goals for housing production and tenant assistance. Those goals have been informed by the work of Thriving in Place, and are shown in the graphic below, mapped to the most relevant strategic priorities of Thriving in Place. Additionally, Thriving in Place’s “Strategic Priority 4D: Define Displacement Indicators and Develop Data Systems” outlines draft indicators (page 60) that will be further developed and refined in the initial year of the strategy’s implementation, providing a better system for tracking progress and informing future goal-setting for the City’s housing and anti-displacement efforts. THESE “HOUSING SLC” GOALS 10,000 low-income individuals assisted annually through programs that increase housing stability 10,000 new housing units entitled throughout the city 5,500 deeply affordable homes (progress toward closing the gap) 1A Tenant Relocation Assistance 1B Displaced Tenants Preference Policy 1C Tenant Resources and Services 1D Tenant Navigation Service 6A Tenant Rights and Affordable Housing at State Level 1,000 low-income households able to attain affordable homeownership and equity-building opportunities 1E Help Tenants Become Owners ALIGN WITH THESE “THRIVING IN PLACE” STRATEGIES 2A Community Benefit Policy 2B Acquire/Rehab Unsubsidized Housing 3A Affordable Housing Incentives Policy 3B Accessory Dwelling Units (ADUs) 3C More Diverse Housing Choices 3D Publicly Owned Property 3E Long-Term Affordability and Integrated Services 4A New Funding/Leveraged Resources 6A Tenant Rights and Affordable Housing at State Level THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 15 3 SALT LAKE CITY’S ANTI- DISPLACEMENT STRATEGY Five Guiding Principles The Thriving in Place strategy was guided by five foundational principles: Salt Lake City’s workforce includes many service employees who work hard but do not earn enough to meet rising housing costs. There are also residents on fixed incomes: retirees, people with disabilities, and others. Many of these folks are renters and at very high risk of displacement. While creating more affordable housing is a critical long -term solution, that will take time. The City will do what it can, as soon as it can, to advocate for changes in state law to strengthen tenant rights, expand investment in tenant assistance, and deliver needed services through strong community partnerships. The City and its partners need to ensure a coordinated investment and action strategy in neighborhoods facing the highest displacement risk, working across departments and sectors and in close collaboration with community representatives to align on priorities, leverage investments, and maximize community benefi t. In addition to housing-focused actions and support for tenants, holistic solutions are needed to help keep local businesses, community services, and cultural institutions in place as neighborhoods grow and change. 1 PRIORITIZE AND STRENGTHEN TENANT PROTECTIONS, ESPECIALLY FOR THE MOST VULNERABLE Work to strengthen tenant rights and continue to invest in tenant assistance, especially for those most at risk. 2 PARTNER WITH THE MOST IMPACTED TO DEVELOP HOLISTIC SOLUTIONS Work with those facing high displacement risk to coordinate comprehensive action beyond housing to keep communities in place and help them thrive. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 16 Salt Lake City has a shortage of housing at every income level, but an especially significant shortage of housing affordable to lower income households. The analysis of displacement risk has highlighted that those risks are greatest in what has historically been the city’s lower cost neighborhoods, where the combination of developer interest, land prices, and land use policies are driving investment and redevelopment. The City needs to support po licies that help create more housing in every neighborhood, including new rental housing in neighborhoods where lower income people have been excluded, while stabilizing neighborhoods facing the highest displacement pressure (see Guiding Principle 2). More affordable housing is needed, of different types, and in every neighborhood. While every affordable unit that can be created has value, the most valuable are units that will be affordable in perpetuity. The City should prioritize using its resources (land, money, time, and partnerships) to create “community owned housing” that can provide stable, healthy, and affordable housing for the long term. This includes housing that is owned and operated by nonprofits, the housing authority, land trusts, and by tenants themselves under various forms of shared equity ownership. Implementing Thriving in Place will require a coordinated response that spans multiple City departments and divisions, other agencies, and partners in both the private and nonprofit sectors. The affordable housing crisis is regional and complex. While the Cit y has an important role to play, it cannot address the challenge on its own —nor should it. Importantly, the people most impacted by the forces of gentrification and displacement are also the best positioned to inform, shape, and help implement effective responses. Creating structures for ongoing dialogue, collective problem solving, and coordinated action will help ensure that new policies and programs work and that limited resources are effectively leveraged and deployed. 5 BUILD AN ECO-SYSTEM FOR ACTION Work with regional and state partners, the private and nonprofit sectors, and affected communities to coordinate action and advance shared priorities. 3 INCREASE HOUSING EVERYWHERE Create more housing overall, and more affordable housing specifically, while minimizing displacement and countering historic patterns of segregation. 4 FOCUS ON AFFORDABILITY Create and preserve rental housing and ownership options in all part of the city, especially housing that is affordable in perpetuity. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 17 Six Interrelated Goals To effectively counter the forces of displacement, Thriving in Place proposes core actions for each of “The Three P’s” (Protect, Preserve and Produce): All three of these core goals are advanced by supporting actions to: The diagram below illustrates the interrelationships between these six goal areas. 1 PROTECT tenants from displacement, especially the most vulnerable. 2 PRESERVE the affordable housing we have. 3 PRODUCE more housing, especially affordable housing. 4 EXPAND FUNDING for tenant support and affordable housing. 5 PARTNER + COLLABORATE for maximum impact. 6 ADVOCATE for tenants at the state level. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 18 22 Strategic Priorities For each goal area, strategic priorities are defined to help achieve the goal by: • Modifying, expanding, or scaling a program or practice already in place; • Creating new policies, programs, or practices in response to identified areas of need; and /or • Developing a new structure or process for collaboration, partnership, and management of the strategy over time. As a strategic plan, the overview of each priority is fairly high level but provides direction and pertinent details for ensuring there is clarity about the purpose and scope of the proposed action and the steps to implement it, including: Where appropriate, the relationship to other priorities is called out and additional information provided, including: The proposed sequencing and timing of the near-term priorities as well as a discussion of staff and budget needs is provided in the Two-Year Action Plan, presented in Attachment A on page 69. All of the priorities are summarized in the “At-a-Glance” overview, included just after the Table of Contents at the beginning of this document. ★ NEAR-TERM PRIORITY PURPOSE Why the priority is needed and the outcomes it will help achieve. CONTEXT A brief overview of key findings and pertinent background information . STEPS What needs to happen to develop and implement it. LEAD Which City department or division will be the lead coordinator or implementor. PARTNERS Other City departments or divisions plus other agencies and organizations to involve. SCHEDULE Approximate timing for implementation. RESOURCES Staffing or investment that will be needed to support implementation LEARNING FROM OTHERS FOOD FOR THOUGHT Pertinent examples from other communities Links to relevant articles and other resources Critical areas of focus for the first year of implementation THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 19 REPLACING THE HOUSING LOSS MITIGATION ORDINANCE MITIGATING UNIT LOSS, SUPPORTING TENANTS , AND INCENTIVIZING AFFORDABILITY The Thriving in Place work was initially launched, in part, by concerns regarding the City’s Housing Loss Mitigation Ordinance. The purpose of that ordinance is to offset the loss of residential units due to new development, but it has been largely ineffective for a number of re asons, which were outlined to the City Council on April 12, 2022 (agenda item 10 at that meeting). Community concerns about new market-rate developments resulting in the removal and loss of older affordable housing has been one of the major drivers in the Thriving in Place work. Through the actions proposed in the Thriving in Place strategy, the Housing Loss Mitigation Ordinance will be replaced by a set of new policies, programs, and practices, including related code changes, rather than by a single ordinance. Collectively, the goals of these actions are to: • Support tenants who are impacted by the demolition of existing affordable housing due to new development by providing relocation assistance; • Retain, replace, or mitigate the loss of existing affordable housing when it is on properties being rezoned for redevelopment, including “naturally occurring affordable housing” as well as deed-restricted housing; • Incentivize creation of more affordable housing citywide, especially units affordable at 50 percent of the area median income and below; and • Ensure a workable strategy that is easy to implement, provides clarity, consistency, and predictability, and is not precluded by state law. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 20 Both the Community Benefit and Affordable Housing Incentives policies rely on an incentives approach that gives additional development capacity in return for affordable housing, as permitted under state law. Even with all these policies and programs in place, a developer can decide to proceed with redevelopment under the zoning already in place for their property and not be subject to any requirement for mitigating the loss of existing units. However, the affected tenants would still be eligible for relocation assistance (Priority 1A) and, when possible, given priority for deed- restricted affordable housing in the local area (Priority 1B). It’s important to note that the loss of existing units to new development is a fairly small contributor to displacement, affecting less than one percent of housing units in the city between January 2020 and December 2022 (about 300 older units were demolis hed out of a total housing stock of about 88,000 units, while nearly 3,300 new units were created on those same properties). By far the largest driver of displacement is rising rents and the growing gap between incomes and housing prices. In the short-term, continuing to provide support for rental assistance and other tenant services is critical, while in the long-term creating deed-restricted affordable housing will help more people have secure housing that is not subject to rising market rents. These key priorities—strengthening tenant protections and services while working to advance affordable housing—have also been the focus of recent federal action, reflecting the fact that Salt Lake City is not alone in facing these challenges and working to address them. To achieve these goals, Thriving in Place proposes the following actions: DEVELOP A TENANT RELOCATION ASSISTANCE PROGRAM (PRIORITY 1A) to help lower income renters cover the cost of relocating when they are displaced by new development and helping them find alternative housing that they can afford and meets their needs. ADOPT A PREFERENCE POLICY FOR DISPLACED TENANTS (PRIORITY 1B) so that they have priority in returning to new affordable units on the redeveloped sites from which they were displaced (when such units are created or preserved due to the Community Benefit Policy) or to other income-qualified affordable housing units within the local area. TRACK RENT AND AFFORDABILITY DATA (AS PART OF PRIORITY 4B) to provide more robust and up- to-date information for use in analyses that can inform ongoing development review and decision making. ADOPT A COMMUNITY BENEFIT POLICY (PRIORITY 2A) to guide development review and decision making for development proposals that seek a change in zoning and/or master plan amendment, helping ensure that affordable units which might otherwise be demolished are retained, replaced, or mitigated, and that the supply of affordable housing is not reduced as the result of new development. In addition to the policy adoption, changes to city code will be required. ADOPT THE AFFORDABLE HOUSING INCENTIVES POLICY (PRIORITY 3A) to encourage (through an incentives-based approach) affordable housing in new residential development. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 21 PROTEC T PURPOSE Help tenants who are directly impacted by new development to find new living arrangements they can afford and offset the cost of relocation. CONTEXT While units lost to demolition are a fairly small part of the displacement challenge (affecting less than one percent of the city’s housing stock between January 2020 and December 2022), the impact on tenants who were living in those units can be profound. Through the Phase One community engagement, we heard multiple accounts of people’s lives being upended as they had to relocate due to demolition of their housing to make way for new development, often feeling like they were the last ones to know what was going on and not knowing who they could turn to for help. Many also described friends and neighbors having to move to another neighborhood or other community, sometimes far from their current jobs, schools, and support networks, while absorbing the cost of moving and facing the challenge of finding something they can afford in an increasingly unaffordable market. The impact of such displacement and housing insecurity generally can have long-lasting impacts on children’s health and well-being. STEPS 1 Work with partners to develop the Relocation Assistance Program’s parameters, requirements, and operating principles, helping ensure clarity on who it will serve, the level of need, how it will operate, and the level of staffing and resources needed. Fa ctors to consider include: • How tenant information will be collected as part of the development review and demolition permitting process. • Whether to include other displacement triggers as making tenants eligible for relocation assistance (such as being dislocated due to substantial building rehabilitation or due to a rent increase of 10 percent or greater). • How to ensure notification of tenants that might be impacted, making them aware of the likely timeline for displacement and the assistance that is available to them. • Establishing income guidelines to determine eligibility for assistance (likely set at 80% AMI). • Working with eligible households to locate suitable new housing that meets their needs. • The appropriate level of financial assistance to offset the costs of relocation and help them enter into a new lease. • Provision of relocation assistance, up to the program limits, even if the eligible household decides to relocate outside of Salt Lake City. • Whether the assistance program should be provided directly by the City or operated through a community-based partner. STRATEGIC PRIORITY 1A Develop a Tenant Relocation Assistance Program Develop a Tenant Relocation Assistance Program to help those impacted by new development find and afford living situations that meet their needs. “It’s been an absolute nightmare since being forced out of our home….” FROM THRIVING IN PLACE INTERVIEW WITH WOMAN DISPLACED DUE TO DEMOLITION FOR A NEW DEVELOPMENT ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 22 PROTEC T Consider building off the structure already established in City code (Section 18.99.040, which addresses tenants displaced when housing is closed by City action ) and in the Redevelopment Agency’s current practices, which provide relocation assistance consistent with federal guidelines (established in the Uniform Relocation Assistance and Real Property Acquisition Act, or URA). 2 Develop the program and establish the Relocation Assistance Fund for a two-year pilot period, initially utilizing existing federal pass-through funds available to the City. These funds can be supplemented or replaced by developer contributions following implementation of the Community Benefits Policy (Priority 2A). As currently envisioned, this fund would specifically focus on providing financial support and assistance for relocation of income-qualified households. Ongoing rental assistance would be through other sources (see Priority 1C). If delivering the assistance program through a community partner, conduct a competitive process that evaluates proposers based on qualifications, capacity, track record and cost in relation to program parameters, operational needs, and criteria for success. 3 Launch the Relocation Assistance Program based on the outcome of Steps 1 and 2, and ensure information about it is provided proactively to community partners, developers, landlords, and tenant groups. 4 Evaluate, adjust and extend toward the end of the two-year pilot period, making adjustments to the program based on lessons learned and establishing an ongoing program with adequate resources and ongoing management systems. LEAD Housing Stability Division, Department of Community and Neighborhoods (CAN) PARTNERS City Attorney’s Office; Planning Division, CAN; Redevelopment Agency (RDA); plus community partners SCHEDULE Launch by December 2023. RESOURCES Staffing for program administration by community partner plus funds for relocation assistance. LEARNING FROM OTHERS The City of Seattle has had a Tenant Relocation Assistance Ordinance since 1990 to provide financial assistance to low-income renters displaced by demolition, substantial renovation, or change in use (e.g., an apartment building becoming a hotel). Under the ordinance, a property owner or developer must get a Tenant Relocation License and then pay half of the relocation assistance provided to income-qualified renters. The amount of assistance in 2022 was $4,486, with the developer paying half ($2,243) and the City paying the other half. The fee is adjusted annually. More information on Seattle’s program is here. More recently, the City of Austin adopted a Tenant Notification and Relocation Ordinance in 2016, for many of the same reasons driving consideration of such an ordinance in Salt Lake City. Under Austin’s ordinance, applicants for a demolition permit or discretionary land use approval for sites with five or more residential units must provide information about the units and the tenants being impacted, show proof that notification was provided to the tenants using City -provided information packets, and then pay relocation assistance based on an approved fee calculation methodology (rather than a set fee amount, as in the Seattle program). More information about Austin’s ordinance and its requirements can be found here. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 23 PROTEC T PURPOSE Establish a preference policy for displaced tenants to return to the site or neighborhood from which they were displaced when deed -restricted affordable housing units become available. CONTEXT “Deed-restricted” housing units provide affordable living opportunities for their residents, with rents set in relation to household income (typically at about 30 percent of their income). To live in these affordable units, a household needs to have an inc ome below a set amount, which varies based on the size of their household and the specifics of the deed restriction. Some units are restricted to households making 80 percent or less of the area median income (AMI), some are set at 50 percent AMI, and so on. Some units are also specifically for seniors or for people with disabilities, but generally affordable units must be available to anyone who meets the income qualifications, to help counter discrimination and meet fair housing requirements. To help ensure that local residents impacted by rising rents and displacement are given a priority for affordable units, some communities have adopted a preference policy that gives qualified applicants “extra points” in their application. This proposed policy would e stablish a preference for tenants displaced from unsubsidized housing due to demolition, rehabilitation, or rising rents so that they have the opportunity to return to the site or area from which they were displaced when deed - restricted units become available. It works in conjunction with Priority 1A, the Tenant Relocation Assistance Program, as well as 4C, Develop Capacity to Enforce and Manage Deed-Restricted Units. STEPS 1 Establish a working group of City staff and key partners to outline the details of the policy proposal and procedures for its ongoing implementation, including: • What units and placement processes the policy would apply to (or could apply to by establishing partnership agreements with managers of deed-restricted units that do not receive City funds); • Who would qualify for the preference and how their eligibility wo uld be documented; • How the policy would apply to specific redevelopment sites where residents are being displaced and deed-restricted units are being created. 2 Review and refine the draft policy, including proposed implementation procedures , with key stakeholders, including affordable housing managers, tenant groups and housing advocates. Ensure that the policy is consistent with federal fair housing laws, state law, and other City policies. 3 Conduct public review and policy adoption to ensure opportunities for public input and refinement of the policy as needed prior to adoption. STRATEGIC PRIORITY 1B Adopt a Displaced Tenants Preference Policy Adopt a Displaced Tenants Preference Policy so that lower income tenants displaced due to new development or rising rents are given priority for moving into deed-restricted units created on the site or within the area from which they were displaced. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 24 PROTEC T 4 Work with partners to put the policy into practice, including updates to application forms as necessary and mechanisms for ensuring that information about the policy is provided to tenants displaced by new development (see Priority 1A). LEAD Department of Community and Neighborhoods (CAN) PARTNERS Housing Stability Division, Department of Community and Neighborhoods; City Attorney’s Office; Redevelopment Agency (RDA); Salt Lake City Housing Authority; plus community partners SCHEDULE Design and adopt policy by March 2024. RESOURCES Will require staff time, but no ongoing budget commitment. LEARNING FROM OTHERS Portland, OR adopted a Preference Policy in 2015 for affordable housing in the city’s historically Black neighborhoods in the North/Northeast parts of the city (referred to as the N/NE Preference Policy). The purpose of the policy was to give priority to families that had been displaced from these neighborhoods to return as new affordable housing was created. Details about the program can be foun d here, and an evaluation of its first five years of operation can be foun d here, in a research paper published by Portland State University that found the policy to be overall effective in advancing its goals. More recently, in September 2022 the City of Denver adopted a preference policy to prioritize households at risk of or who have been displaced from their neighborhood or from Denver with priority access to newly developed or preserved housing. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 25 PROTEC T PURPOSE Help tenants remain in their housing whenever possible by educating them and their landlords about their rights and about the resources available to help them, including rent assistance, mediation, and legal services, while expanding investment in those resources and innovating in how they are delivered. CONTEXT More than half (52 percent) of Salt Lake City’s residents are renters—and that percentage continues to grow. But legal protections and resources for renters are limited, at best. In the Thriving in Place survey, focus group conversations, and interviews, residents repeatedly pointed to the limited tenant rights as a critical issue a nd concern. They feel like the deck is stacked against them, and that renters are seen as second-class citizens, even as they face the reality of never being able to attain homeownership given the disparity between incomes and home prices. As rents have risen, many lower income renters have had no recourse other than to move farther away, double up with family or friends, or live in their vehicle or on the street. Even in situations where they have the legal right (like requesting repairs to address unsafe conditions), they do not exercise it because they are afraid of retaliation via rent increases or eviction. There are important changes to state law that could improve tenants’ rights (see Priority 6A), plus expanding the supply of affordable housing is a critical long-term solution (see Priorities 2A and 2B plus all of the priorities in Goal 3). But those actions will take time. In the near-term, improving and expanding tenant resources, including legal assistance, is essential for helping to reduce evicti ons and counter displacement. STEPS 1 Increase awareness of funding for tenant assistance, including rent assistance, legal services, and outreach, including: • Solidify an ongoing source for rent assistance, as needed, including a set-aside fund for relocation assistance to support tenants being dislocated as a result of housing demolitions associated with redevelopment (see Priority 1A). • Work with partners to pursue federal, state, and philanthropic grants and funding opportunities, leverage community and university resources, and build political support for expansion of resources and services to better meet the needs of low income renters who are most at-risk from the growing gap between incomes and housing costs. 2 Innovate on service delivery, including how legal services are provided, to ensure timely access to legal advice and support, including mediation services, that can help head -off evictions. • Continue and strengthen partnerships with other service agencies and funders as well as community-based organizations that work directly with those most at -risk of displacement ★ NEAR-TERM PRIORITY STRATEGIC PRIORITY 1C Improve and Expand Tenant Resources and Services Improve and Expand Tenant Resources, Access to Legal Services, and Landlord Training to better meet the level of need and protect tenant rights. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 26 PROTEC T and in need of support, helping ensure that tenants are aware of and have access to legal advice and mediation services as well as assistance that can help avoid eviction and increase their housing security. • Continue to work at the state level to secure greater tenant rights and protections, including tenants’ right to counsel (see Priority 6A). 3 Make changes to the Landlord Tenant Initiative, also referred to as the “Good Landlord Program,” to help landlords better understand tenant rights. This will help position them as partners in reducing the risk of eviction by connecting tenants to the assistance that is available to them and proactively reaching out to the City and partners when help is needed. In addition to updating training materials, update forms that participants fill out to include information on current rent levels in their properties as one additional means of having more up -to-date data (with the data then aggregated for reporting purposes so that the property -specific information is protected). LEAD Housing Stability Division, Department of Community and Neighborhoods PARTNERS Business Licensing Division, Department of Finance; Salt Lake County Aging and Adult Services; and community partners SCHEDULE • Work with the Landlord Tenant Initiative to update forms and training materials by July 2024. • Work with legal service providers to identify unmet needs and explore innovations in service delivery by July 2024. RESOURCES Ongoing staffing and funding for tenant assistance and services, including legal services and landlord training enhancements. LEARNING FROM OTHERS The City of Portland’s Rental Services Office provides training for both landlords and tenants to help both parties understand legal requirements as well as the resources and services available from the City, other agencies, and community partners to help resolve disputes, provide assistance, avoid eviction, and ensure compliance with local and state laws. The office also provides a staffed help desk to help people easily find what they need and provide referrals, similar to the resource center concept in Priority 1D. Photo by Chris Liverani on Unsplash THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 27 PROTEC T PURPOSE Facilitate the process of connecting lower income residents, especially renters, with the resources and services that can help them live more affordably and remain in their housing. CONTEXT Tenants who receive eviction notices often do not know their rights and are not familiar with the services or resources available to help them. Helping them quickly find and access available services can help them stay in place or connect with resources that can help improve their housing security. Similarly, lower income homeowners are often unaware of the programs and resources available to help them meet their housing and living costs, whether in the form of home repair loans, weatherization services, lower utility rates and more. The issue of not knowing about or having difficulty accessing available services was brought up by residents during the Thriving in Place focus groups and interviews. While there are websites and numbers to call that provide a list of programs, it is then time-consuming to wade through all the details and sometimes even then it is hard to find what they need. This is especially true when experiencing the stress of potential eviction. This proposed action is in direct response to their input. It aims to create not only a centralized clearinghouse and access point for helpful programs and services, but also a knowledgeable ally committed to helping facilitate the process of connecting people to the help they need. This same service can also help landlords understand the programs and services available to support their tenants and help keep people in their housing during challenging times. ★ NEAR-TERM PRIORITY STRATEGIC PRIORITY 1D Create a Tenant Resource Center and Navigation Service Create a Tenant Resource Center and Navigation Service to connect people to the services they need, including affordable living resources and eviction prevention services. The City’s Housing Stability Division maintains a list of affordable housing resources on its website, including resources for homeowners and buyers, renters, seniors, people with disabilities, and more. The Thriving in Place website also provides a list of City and partner resources (towards the bottom of this page) aimed at helping lower income households meet their housing needs, including legal services, as well as resources to achieve more affordable living, like reduced transit fares, food access programs, and healthcare assistance. These are examples of the resources already available that could be incorporated into the proposed program. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 28 PROTEC T STEPS 1 Form a small working group of key City staff and partner representatives to develop a more detailed vision for the resource center (both website and physical location), tenant support team, and related navigation service, detailing the scope of work to develop and implement it. Engage people who the program aims to serve in developing the vision and specific expectations. 2 Seek expressions of interest from those qualified to build the website and develop and staff the resource center and navigation service. To the extent possible, include community representatives in the selection process. 3 Create a Tenant Resource Center website with information about pertinent resources and an intuitive interface that can be understood and navigated by people with limited computer literacy and in multiple languages. Resourc es should include but not be limited to: • Information on tenant rights under Utah and Salt Lake City law. • Key resources for people facing potential eviction as well as people who have been evicted. • Affordable housing and resources for people with special housing needs. • “Affordable living” resources, such as reduced utility rate programs, reduced transit fare programs, affordable childcare, mental health services, etc. 4 Develop and launch the navigation service in an easily accessible and visible community space as a two-year pilot program to help people locate and access needed resources, not just providing information but taking them through the process of accessing it and connecting to the right people. The service could be housed within City government (physically located in a community center or library space) but may work better in a community-based organization with established ties of trust in the communities facing high displacement pressure. Note that this action’s focus is on helping people access resources ; Priority 1c focuses on expanding resources. 5 Ensure effective marketing of the website and service to those who need it, working in close collaboration with community-based partners to get the word out through channels, formats and messaging that will reach those in need. LEAD Housing Stability Division, Department of Community and Neighborhoods PARTNERS Public Utilities; Youth and Family Services; Transportation; UTA; Salt Lake County Aging and Adult Services; and community partners SCHEDULE Launch new Tenant Resource Center website, physical space, and navigation service by March 2024. RESOURCES Funding for two-year pilot to develop website, program information, and marketing materials and to fund a community-based staff position as the navigator. Alternatively, utilize an existing City staff position in a community -accessible location and repurpose existing resources. FOOD FOR THOUGHT This type of “one-stop shop” idea is not new, and has been applied in various aspects of government service delivery in cities around the US and elsewhere. More recently, the idea of a “no-stop shop” has been proposed as a data-driven service delivery model that delivers information and services directly to residents based on information already known about them , with minimal or no intake forms and other barriers. A good introduction to this concept can be found here, in a 2019 article in Governing Magazine. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 29 PROTEC T PURPOSE Develop and invest in shared equity housing and other programs that can provide income- qualified renters with the opportunity to build wealth, improve their financial security, and access opportunities to become homeowners. CONTEXT Homeownership is a fundamental way in which many Utahns have grown their wealth, helping to provide greater financial security not only for themselves but for their kids and future generations. However, the growing gap between incomes and home prices has made it increasingly difficult—often impossible—for current generations of residents to achieve homeownership. It used to be a general rule of thumb for home purchasing that you could afford a home about three times your annual income. However, home prices in many cities today are more than 10 times the median income. In Salt Lake City, the median home sale price hovered just over $500,000 in 2021 (redfin.com), which was about 7.5 times the 2021 median household income of $66,658 (US Census Bureau, American Community Survey). Of course, this gap between incomes and costs also impacts renters—especially lower income renters who may end up spending half or more of their income on rent. For these households, saving up for a down payment is extremely challenging, especially when home prices get further out of reach. To help address this gap, the City has provided a first-time homebuyer program and has started investing in “shared equity” models of housing can help create pathways to o wnership and the many benefits that entails (see Priority 2C). Having more deed-restricted rental housing where households pay a fixed 30 percent of their income on rent also helps, providing more financial security and the ability to save money over time (see Priority 2B and all of Goal 3, and the Action Highlight on page 31). While the focus of Thriving in Place is on those most vulnerable to involuntary displacement (lower income renters), the community survey and community conversations also highlighted the displacement impact that many people feel when they try to become homeowners , realizing that making the shift to homeownership will require looking elsewhere for a home. While this form of displacement is voluntary, it is nonetheless impactful on those who feel they are forced to leave due to the lack of affordable for-sale homes. It also has a significant community impact over time as the housing market becomes more inequitable, with only those who are high income being able to achieve homeownership. Helping more tenants become owners and build wealth is an important part of a long-term anti-displacement strategy. STRATEGIC PRIORITY 1E Help Tenants Become Owners Help Tenants Become Owners to provide greater housing security and help them grow equity and wealth over time. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 30 PROTEC T STEPS 1 Convene key partners and stakeholders to identify near- and mid-term priorities for investment in shared equity housing in Salt Lake City, including expansion of the Community Land Trust (Priority 2C), new or preserved deed-restricted housing (Priorities 2A, 2B, 3A and 3D), or other equity-building programs in addition to continuation of the City’s homebuyer assistance program. 2 Identify funding goals, resource needs, and investment priorities for the 2023/2024 period as well as development priorities for the coming five years. In developing a plan of action, consider: • City-owned and other land resources that could be prioritized for use in development of shared equity housing. • Strategies to ensure that units remain affordable over time so that future lower income homebuyers can benefit, too. • Partnerships with organizations focused on helping tenants build equity and become owners (see example in the Action Highlight on page 31). • Balancing the need for near-term rent assistance and other services to head-off pending evictions with the long-term priority of creating more shared equity housing opportunities. 3 Review the priorities and balance of planned investments with members of the Anti- Displacement Coalition (Priority 5B). 4 Coordinate investments, property development, outreach, and management of shared equity units to leverage resources, achieve efficiencies, and maximize impact. Priority 4C is focused on developing the City’s capacity for managing and enforcing deed-restricted units. Residents of the Oak Hill manufactured home community in Taunton, MA celebrate the purchase of their 247-homes thanks to help from the Cooperative Development Institute. LEAD Redevelopment Agency (RDA) PARTNERS Housing Stability Division, Department of Community and Neighborhoods; Housing Authority of Salt Lake; Utah Housing Corp.; and community partners SCHEDULE Identify shared equity housing priorities by 2024. RESOURCES Funding to invest in more shared-equity housing models will be needed plus staff time to work with partners and oversee program activities. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 31 PROTEC T ACTION HIGHLIGHT To advance the priority of helping lower income renters build equity, the City is considering a partnership with Utah’s Perpetual Housing Fund and has proposed investing $10 million to help capitalize their work in support of Salt Lake City renters. The Perpetual Housing Fund is establishing a series of nonprofit tenant organizations that will each have a 75 percent ownership stake in their building. Residents then build equity by being part-owners of the building, essentially retaining a portion of their rent payment as an equity stake in addition to gaining equity through building appreciation. The longer they stay in the building, the more equity they accrue. The City’s investment will be combined with other funding sources (such as tax credits) to capitalize projects, helping to reduce the project’s debt burden and enable affordable rents. The program’s concept is illustrated below and described in more detail on their website. FOOD FOR THOUGHT There are many, many examples of shared equity housing to learn from, as well as many groups that provide training and technical assistance. Some good places to start include resources at the National Housing Conference website and Grounded Solutions Network as well as this 2018 article from ShelterForce on The State of Shared-Equity Homeownership. Locally, Perpetual Housing Fund (see above) and Rocky Mountain Homes Fund also offer great models. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 32 PROTEC T LEARNING FROM OTHERS This 2010 research paper from The Urban Institute summarizes the investment and impact of 14 years of a shared equity program operated by Thistle Community Housing in Boulder, CO. The paper provides considerable details on the program’s investm ents and operations, through which 103 units were acquired and 172 families served. In short, the research found Thistle’s program of providing homeownership opportunities to low and moderate income families to be “outstanding,” serving homeowners who on a verage earned 46 percent of the area median income; providing a median internal rate of return of 22 percent for the homeowners (between purchase and resale), and 72 percent of the participants using their earnings to subsequently purchase a market-rate home even as the homes in the shared equity program held their affordability for subsequent participants. Shared equity workforce housing developed by Thistle Community Housing. A more recent program being developed in Durham, NC by the Durham Community Land Trustees combines a land trust model with development of accessory dwelling units (ADUs). The program, called CLTplusOne, is described in this case study brief from AARP. It combines the sale of a land trust home with creation of an ADU, with the main home then selling to an income-qualified household at 80 percent of the area median income (AMI) or below, and the ADU renting to a tenant at 60 percent AMI or below (while the land remains in the ownership of the land trust). The model creates two housing units where only one was before; creates an additional income stream for the homeowner; and creates an affordable rental unit for a lower income household, too. The program launch was funded by a $50,000 grant from NeighborWorks in 2020. It is too early to know its impact, but is a great example of an innovative approach that is advanc ing multiple community housing goals. Another way in which communities are helping to facilitate the process of tenants becoming owners is through Tenant and/or Community Opportunity to Purchase policies and programs, which establish a right of first refusal for tenants or community organizations to purchase a building when that building is put on the market. This is a strategy that was first adopted in Washington, DC in 1980, subsequently helping preserve nearly 1,400 units of affordable housing between 2002 and 2013. While this strategy may not be viable in Salt Lake City at this time, it could be a useful strategy to consider in the future. Photo by Sally Moser via Thistle Communities THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 33 PROTEC T PURPOSE Help connect lower income renters in Salt Lake City with education and job training opportunities that can lead to increased incomes, and continue to invest in affordable living resources like high quality transit-oriented development, transit services, and energy -efficient housing that can help reduce monthly living costs. CONTEXT In addition to providing rental assistance and other services that can help people stay in their homes, it is important to help people save money in other aspects of their lives, improve their incomes through education and job training, and get paid more fairly for the work they do. Salt Lake City’s Department of Economic Development works to develop educational pathways for youth, providing more exposure to good jobs that they might not otherwise be thinking of, while the State of Utah’s Department of Workforce Services (DWS) provides tools and resources for adult job training and career development. DWS has also started providing short-term rental assistance to low-income individuals to help them cover their costs while in short-term training programs. Other resources are also available via Salt Lake County and the Salt Lake Community College. Additionally, where people live can have a significant impact on their transportation costs as well as their access to opportunities like good schools and jobs. Being able to walk, bike, or take transit can contribute to overall affordability and make the difference between being able to afford rent or having to move—which can have many hidden costs apart from just the cost of housing. Based on 2021 data from the US Census’ American Community Survey, about 7,500 renter households in Salt Lake City do not own a car (about 18 percent of renter households). For these residents, where they live and the transport options they have access to has a big impact. The City’s work to create mixed-use communities and more transit-oriented development as well as program s to create and support car-sharing and other mobility solutions are a key part of supporting affordable living and helping people thrive. STEPS 1 Include economic development and job training partners in the Anti-Displacement Coalition (Priority 5B) and in the offerings of the Tenant Resource Center (Priority 1D) to help connect lower income residents with the resources already available and to help facilitate co-development of new opportunities and resources. 2 Build in job training and “connection” opportunities for lower income residents whenever possible in the development of new affordable housing (like construction jobs) and the delivery of services. Be aware of the potential barriers to participating in job training and STRATEGIC PRIORITY 1F Grow People’s Incomes Promote Affordable Living and Better Jobs to help bridge the gap between what people earn and what housing costs. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 34 PROTEC T career development opportunities, and work with partners to help overcome them. For example , taking a class typically means a drop in work hours and compensation. Helping lower income residents access rent assistance during short-term training commitments can help make their participation feasible. State DWS provides this kind of assistance, but it is not often utilized. 3 Integrate services in affordable housing and continue to support transit-oriented development (Priority 3E), including services such as affordable childcare, health clinics, training rooms, arts programs, job-training opportunities, and carshare programs so that they are easily accessible and a part of people’s daily lives. 4 Consider piloting a local Guaranteed Income program (see “Food for Thought”) in collaboration with local nonprofits and monitor the cost and benefits as a strategy for improving families’ financial stability as well as their health, employment, and housing security. LEAD Workforce Development Manager, Economic Development Department PARTNERS Housing Stability Division, Department of Community and Neighborhoods; Redevelopment Agency (RDA); Utah Transit Authority (UTA); Public Utilities; Salt Lake City Arts Council; Utah Department of Workforce Services; Salt Lake Community College; University of Utah; and community partners SCHEDULE Ongoing RESOURCES Will need to be determined on a program-by-program basis for new initiatives. FOOD FOR THOUGHT A growing number of communities are developing local programs to provide a “guaranteed income,” provided as a cash payment directly to individuals. These “no strings attached” unconditional payments supplement rather than replace other forms of assistance to provide financial stability that helps low-income families achieve housing security and mental and emotional wellbeing. The City of Tacoma recently completed a year-long pilot program -– Growing Resilience in Tacoma, or GRIT –- in collaboration with Pierce County United Way and Mayors for a Guaranteed Income that supported 110 families with a $500 per month payment. In return, the families agreed to participate in research about the program’s impacts, being led by the Center for Guaranteed Income Research at the University of Pennsylvania. The preliminary impacts of the program are consistent with pilots that have been conducted elsewhere, including in Stockton, CA, with participants reporting lower income volatility, higher rates of employment and overall improvements in health, including less depression and anxiety. Participants in the 2019 Stockton Economic Empowerment Demonstration (SEED) program received $500 a month for two years, no strings attached, and documented the impact on their job prospects, financial stability, and overall well- being. The program’s impacts are summarized in this NPR article. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 35 PRESERVE PURPOSE Establish a Community Benefit Policy by which new developments preserve, replace, or otherwise mitigate the demolition of existing housing units in return for an increase in development capacity, with a focus on retaining or replacing affordability. CONTEXT As explained at the start of this section, the City’s Housing Loss Mitigation Ordinance was originally adopted in response to housing being lost to new development. Over the years, however, the structure and mechanisms of the ordinance have come into question, and while it is focused on mitigating the loss of units, it does not focus specifically on the affordability of those units. When the City considers changes to zoning designations and amendments to master plans requested by developers, it does so through a discretionary review process that is memorialized in a development agreement. This agreement outlines the conditions for approval: that is, what public benefit the development must provide in order to receive the increase in deve lopment capacity. The final agreement is approved by the City Council and becomes part of the property’s entitlement (so that if the property is sold, it carries with it the approved zoning as well as the conditions of approval). The purpose of the Community Benefit Policy is to guide developers, residents, staff and decision makers in the development agreement process, setting expectations for public benefits to be provided in return for changes to zoning and master plans. In this case, the specific benefi t to be advanced is the preservation of affordable units that already exist on a property or the replacement of those units with new units that are similar in size and affordability, as well as on ensuring relocation assistance for the impacted tenants (see Priority 1A). So for example if there are two older duplexes (4 units) on a property for which a developer is seeking approval to rezone for development of a 40-unit apartment building, 4 of the units in the new building would need to be affordable at a similar level as to what the duplexes were renting for, and with the same number of bedrooms. Alternatively, if the site’s configuration allows it, the duplexes could be retained and preserved as affordable units in conjunction with development of the new apartments. In situations where the new development is not residential or creating the affordable units on-site is problematic, an in-lieu fee could be calculated to be approximately the same as the cost of providing the affordable unit on -site, but allowing the unit or units to be built on another site via the City’s Housing Development Fund. The City could also allow for other ways to provide the affordable housing benefit, like a land donation (via another site or through subdivision of the site being developed), with the value of the donated land being similar in value to the calculated in -lieu fee. Another option would be to establish a deed restriction on unsubsidized units in another property (through purchase and rehabilitation or other means). These options and how they would apply would be outlined in the Community Benefits Policy and included in the City’s code, and then determined and applied through the voluntary development agreement process. STRATEGIC PRIORITY 2A Develop and Adopt a Community Benefit Policy Adopt a Community Benefit Policy to prioritize preservation or replacement of affordable housing as a condition of approval for changes to zoning designations and master plans. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 36 PRESERVE Important Note: When new development happens that can be implemented “by right,” without a change in zoning or master plan, it may proceed without any mitigation for the impacted units (although Tenant Relocation Assistance—Priority 1A—would still be available to support the impacted tenants). STEPS 1 Convene a Working Group of key City staff, housing experts, and community partners to work together in undertaking the steps outlined below. 2 Craft a Community Benefit Policy and related code changes that factor in and address: • Definition of Affordability. Define “affordable units” to include both deed-restricted housing and lower rent unsubsidized housing (often referred to as “naturally occurring affordable housing”) based on rent levels and area median incomes, with a focus on preserving or replacing affordable units serving households at 80 percent of Area Median Income and below. • Documentation of Impacted Units. Establish a process by which the size and affordability of units proposed for demolition will be documented. This can be via City data related to the property and the affordability of older housing units in the area (See Priority 4B, which calls for collecting and tracking data that could be used for this purpose) and/or via information provided by the developer in their application, including unit size and age as well as substantiated rent data. • Definition of Community Benefit. Define community benefit in the City’s code (Title 21A), focused on the retention and expansion of affordable housing for lower income households (80% of AMI and below). Include the payment of an in-lieu fee or land donation as options for how an affordable housing community benefit may be provided in return for the increase in development capacity and loss of existing affordable units. Establish a sliding scale that factors the number of impacted units on the site as well as their size and affordability, and relate the level of community benefit to the level of increase in development capacity. • Options In-Lieu of On-Site Units. In addition to preserving or creating affordable units on- site, define other options to meet the community benefit requirement: o In-Lieu Fee Payment. Engage a consultant to analyze and establish a payment amount roughly equivalent to the cost of preserving or replacing a unit on -site that the developer could pay instead of providing the on-site unit. This is different than a “nexus” fee study or impact fee study used to justify a fee that is being levied on a project. The purpose of this fee is to provide the developer with flexibility in how t o provide community benefit in return for an increase to the property’s allowed development intensity. The fee calculation can be as simple as “square footage of the impacted units multiplied by the current year’s average per -square-foot construction cost” for the relevant type of development (e.g., mid -scale multi-family development). Or it could be based on an annual survey of typical affordable housing development costs, by type and size. o Land Donation. The in-lieu fee calculation can also be used to establish an equivalent land value if the developer would prefer to donate land rather than pay to build/preserve the units on-site or pay the fee. This could be achieved through subdivision of the subject property to create a separate site for affordable housing, or through provision of another site in the area. The property chosen for donation must THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 37 PRESERVE be agreed to by the City as a suitable housing site that the City and its partners can use to create as many or more affordable units than the number being lost due to demolition and is in a desirable location for affordable housing. o Deed Restriction of Unsubsidized Units on Another Site. As a variation of the land donation or fee payment option, the Community Benefit Policy could allow developers to pay for deed restriction of unsubsidized units on another site, ideally one identified by the City as a site or area where naturally occurring affordable housing is present and could be preserved via purchase, rehabilitation and/or recording of a restrictive covenant to preserve affordability for income qualified households. • Tenant Relocation Support. Include a per-unit contribution to the Tenant Relocation Fund as part of the community benefit package whenever income-qualified tenants are being displaced as a result of unit demolition or reconstruction. • Legislative Process. Establish a structure, criteria, and process for legislative approval of zoning changes and master plan amendments in return for the retention or replacement of affordable housing as a community benefit. While other community benefits (e.g., pedestrian amenities, community green space, etc.) may be identified in the code and provided as part of a specific development agreement, the primary objective should be focused on the retention and creation of affordable housing. • Business Process. Develop intake forms, guidance for evaluation of applications and development of agreements, clarity on roles/responsibilities between divisions, clarity on where in-lieu fees are paid and who manages them, and procedu res for documentation and enforcement of agreements. 3 Adopt the Community Benefit Policy and related updates to codes, repealing the existing Housing Loss Mitigation Ordinance. LEAD Department of Community and Neighborhoods (CAN) PARTNERS City Attorney’s Office; Redevelopment Agency (RDA); Planning Division, CAN; Housing Stability Division, CAN; Building Services SCHEDULE Develop and adopt by December 2024, including needed code updates. RESOURCES Will require reprioritization of the Planning Division’s work plan and/or funding for consultant support (for the in-lieu fee analysis) and/or staffing. Ongoing funding for policy implementation, including enforcement and ongoing program management, will be determined through the work steps outlined above. LEARNING FROM OTHERS The City of Boulder, CO established a new Community Benefit Program in 2019 that in creases the affordable housing requirements (from what is already required under its inclusionary housing program) for developments that seek a modification to the City’s height limits. The program was put in place through amendments to the City’s code for site review, as detailed in the Ordinance adopted by City Council. Boulder is now undertaking Phase 2 of the program’s development. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 38 PRESERVE FOOD FOR THOUGHT Community Benefit Programs vary in how they are structured and implemented, but are based on the core concept of “value capture.” This white paper from the California Planning Roundtable on Best Practices for Implementing a Community Benefits Program provides an overview of that concept and guidance on how to approach development of a program. Further, in defining “Community Benefit,” some might wonder how affordable housing fits. This article in Forbes magazine, How Whole Communities Benefit from Affordable Housing, outlines the multiple community benefits that can be realized by the retention and creation of affordable housing. COMMUNITY BENEFIT AGREEMENTS CAPTURING COMMUNITY VALUE FROM LARGE, IMPACTFUL INVESTMENTS Similar in concept to the Community Benefit Policy, but different in its process and mechanisms, is a displacement mitigation tool called Community Benefit Agreements, or CBAs. These project-specific agreements are created through direct negotiation between community organizations representing residents who will be impacted by the project (including those who will be directly displaced) and the developer or agency undertaking the project. CBAs are often associated with large-scale projects like a new stadium or convention center, a highway or roadway widening, a large transit project or a multi -block redevelopment project. Because these projects are often located in areas where historically marginalized communities live, they provide a valuable mechanism for those communities to have a direct voice in how impacts are addressed and help ensure that at least some of the value being created is applied to their benefit. The resulting legally binding agreements often address issues like resident relocation, creation or preservation of affordable housing, construction jobs for local workers, mitigation of construction impact s, and creation or preservation of community facilities like parks, community centers or schools. A CBA could be applied in any large-scale redevelopment or infrastructure project that requires a rezone and/or where public funds are being applied. Further information about CBAs can be found in this 2005 paper titled Community Benefits Agreements: Making Development Projects Accountable, and even on the website of the Federal Highway Administration, which includes case studies like Atlanta’s Beltline (shown at right) and the Gates-Cherokee Redevelopment in Denver. The Utah Department of Transportation’s proposed widening of Interstate 15 presents a near-term opportunity for the State and City to collaborate on ensuring that the Westside communities that will be directly impacted by the project have a direct voice in deciding how to best mitigate its impacts. These communities have experienced decades of neglect from redlining and its associated disinvestment, and now are bearing the brunt of gentrification and displacement’s impacts. The I-15 project and others like it provide an opportunity to change this dynamic and ensure that public investments create benefits not only for the larger region but also for those communities that most bear the impacts of the investment. The Atlanta Journal-Constitution / Jenni Gurtman THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 39 PRESERVE PURPOSE Invest in the rehabilitation and deed restriction of existing unsubsidized housing in places where it already exists, helping to stabilize neighborhoods at high risk of displacement. CONTEXT Many older housing units rent for prices that lower income households can afford, without any subsidy or restriction. They are typically more affordable due to their age, quality, and/or location, and are referred to as “naturally occurring affordable housing.” However, as rents have risen, many of these units are becoming unaffordable. The frequency and impact of rising rents was brought up over and over during the Thrivin g in Place community conversations and survey, and identified as a core driving factor in the displacement risk analysis. Sometimes rents rise because improvements are made to the building or unit or because overall expenses have risen due to inflation, but sometimes rents are just increased because there is more demand than supply and there are people willing and able to pay more. This dynamic —of people with higher incomes renting lower cost units—was highlighted in the Urban Displacement Project’s work. While rent stabilization policies are not currently possible in Utah, the City and its partners can invest in purchasing existing housing and then establish “deed restrictions” so that rents are set to correspond with the incomes of the renter. This is already being done by the City and its partners, but could be increased, as it is typically less costly than building affordable housing from scratch. It also has the benefit of maintaini ng the existing neighborhood fabric and creating affordable housing where lower income renters already live. The Redevelopment Agency has a Housing Development Loan Program that can be used to incentivize the preservation of affordable units, offered on an annual, competitive basis. It also allocates funds to acquire properties within project areas, including the acquisition and preservation of existing housing. These activities and investments could be expanded, and could be targeted to focus on specific areas or properties with high displacement risk. STRATEGIC PRIORITY 2B Acquire and Rehabilitate Unsubsidized Housing Invest More in the Acquisition and Rehabilitation of Unsubsidized Affordable Housing to maintain it as a long-term community asset. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 40 PRESERVE STEPS 1 Continue and expand funding for the acquisition, rehabilitation, and preservation of older housing units. • Set aside a higher proportion of City and Redevelopment Agency funds for acquisition and rehabilitation, including grants or forgivable loans to small landlords in return for putting a deed restriction in place. • Pursue more state, federal, and philanthropic grant funds. 2 Identify priority acquisition opportunities working in partnership with community organizations, with a particular focus on neighborhoods facing high displacement risk (Priority 5C) or specific buildings where affordable units might otherwise be lost . Focus in particular on opportunities in areas where other City or public agency inv estments might contribute to rising property values and eventual displacement, and on meeting special housing needs, especially in buildings where seniors, people with disabilities, and others already reside. Keep some funds aside to support being nimble in response to unforeseen opportunities. 3 Develop a small landlord incentive program that provides low- or no-interest financing and/or grants for rehabilitation of unsubsidized units in return for placing an affordability deed restriction on the units. 4 Issues Notices of Funding Availability (NOFAs) or Requests for Proposals (RFPs) for partner organizations to bid on acquisition opportunities or for landlords to apply for rehabilitation funds. To the extent possible leverage other funding to undertake rehabilitation and support ongoing management of the improved units as long-term affordable housing. 5 Ensure that partners work with tenants in acquired properties to identify priority improvements and to develop strategies for managing building rehabilitation in a manner that minimizes disruptions and displacement. LEARNING FROM OTHERS Enterprise Community Partners is a national nonprofit that works with local governments and communities to create and preserve affordable housing for low-income families. This report, Preserving Affordability, Preventing Displacement, provides an overview of their work in three Bay Area communities to acquire and rehabilitate unsubsidized affordable housing and make it a part of each community’s long -term affordable housing supply. It also summarizes key lessons from their work in these and other communities that can be applied in further developing Salt Lake City’s acquisition and rehabilitation program. LEAD Redevelopment Agency (RDA) PARTNERS Housing Stability, Department of Community and Neighborhoods; Housing Authority of Salt Lake City; Utah Housing Corporation; Utah Housing Preservation Fund ; and community partners SCHEDULE Ongoing, with annual or bi-annual identification of priorities and issuance of Notices of Funding Availability (NOFAs). RESOURCES Will need to be determined, guided by goal of expanding investment in this are a (see Strategic Priority 4A and Attachment A). THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 41 PRESERVE PURPOSE Grow the City’s Community Land Trust and support similar community -based initiatives to help leverage land assets for long-term affordability. CONTEXT Community Land Trusts (CLTs) are a form of shared equity housing (see Priority 1E) that can support long-term affordability and wealth building. In a CLT, the underlying land stays in community ownership while the homes on that land are sold at affordable prices, providing an opportunity for lower income households to become homeowners and to build equi ty, eventually selling their home to another income-qualified homeowner at an affordable price. CLTs can also support long-term affordability in multi -family rentals, as well as other types of desired community development, like affordable commercial spaces for local businesses. There are over 250 CLTs around the US. Salt Lake City created a CLT in 2017. With Council’s adoption of Resolution 12 that year (which satisfied the requirements of Utah Code Section 10-8-2), they authorized the City to sell properties at below-market value to facilitate affordable homeownership opportunities. City-owned property, which is currently limited to single-family homes, is placed into the trust; homebuyers purchase the housing unit and lease the land from the City at a below -market rate. When a homeowner decides to sell, the homeowner and City share the accumulated equity. The City’s CLT leverages its Homebuyer Program, which has been in operation since the 1990s. That program provides mortgage financing for low and moderate-income households to achieve homeownership. The City currently holds approximately 215 mortgages with about $19 million in outstanding debt. Approximately two to three new mortgages are issued on an annual basis, although escalating home prices has made finding suitable properties more challenging in recent years. If homeowners that have a mortgage through the program want to sell within the first 15 years, they must offer the home to the City for purchase pursuant to buyback provisions in the mortgage agreement. Housing Stability has purchased several of these home s and placed them in the CLT to ensure perpetual affordability. The City has a significant opportunity to continue to grow the CLT by acting on the buyback provision as the homeowners elect to sell their homes. In addition to the City’s program, NeighborWo rks Salt Lake operates a new CLT, and there is the potential to expand the City’s current program to include multi -unit buildings as well as mixed use projects that can support affordable commercial space in addition to shared equity housing. Resources for growing the CLT model can include City-owned properties and other public agency properties that are dedicated to affordable housing development (keeping the l and in the CLT while partnering with developers to build affordable for-sale or rental units); land donations via the Community Benefit Policy (Priority 2B) or via land set-asides in Redevelopment Agency Project Areas; and philanthropic donations. Importantly, the Redevelopment Agency is currently in the process of developing a Westside Community Initiative that proposes using tax increment funds and shared equity housing models to help ensure long-term affordability for projects. STRATEGIC PRIORITY 2C Invest in Community Land Trusts Invest in Community Land Trust Models to support long-term affordability and equitable development. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 42 PRESERVE STEPS 1 Convene a City working group to develop and refine the City’s CLT strategy and legislative policy, helping to build alignment across the organization on the City’s vision and goals for growth of its CLT and how it will be managed over time as it grows. This could be done via the City Implementation Team (Priority 5A) or as an ad-hoc group. 2 Build Council and community awareness of the CLT model and how it contributes to achieving long-term community goals. Highlight how the program operates; its current and planned assets; and the strategy for growing the CLT program over time. 3 Ensure that City-owned lands contributed for affordable housing and related development are held by the CLT or similar mechanism to ensure that the housing created remains affordable in perpetuity as a community-serving asset. 4 Build the necessary capacity to manage CLT assets as they grow, through investment in the City’s program management or through partnership with a suitable mission -driven organization. 5 Seek private and philanthropic land donations that can add to the CLT’s holdings and support the community’s long-term affordable housing goals, providing as possible tax benefits for the donations. 6 Work with partners to grow and sustain other community -based CLTs, helping them to fund, develop, and manage CLT-owned housing and other community-serving amenities that advance equitable development. LEAD Housing Stability Division, Department of Community and Neighborhoods PARTNERS Redevelopment Agency (RDA); Real Estate Services; Salt Lake City Housing Authority; City Attorney’s Office; and community partners SCHEDULE Adopt Community Land Trust (CLT) legislative policy by December 2023. RESOURCES Will need to be determined, guided by goal of expanding investment in this area (see Strategic Priority 4A and Attachment A). Publicly owned lands prioritized for affordable housing (Priority 3D) can also be placed into the CLT. FOOD FOR THOUGHT The Grounded Solutions Network grew out of what used to be the National Community Land Trust Network. Its website provides a great place to learn more about the Community Land Trust model and to access resources like their Startup Hub, Resource Library, and Community Land Trust Technical Manual. Another great resource is this Guide for Local Governments from the National League of Cities as well as this white paper by two of the Grounded Solution Network’s leaders, Emily Thaden and Tony Pickett, that provides an overview of the CLT model, its benefits, and lessons learned from three case studies in Boston, Minneapolis and Houston. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 43 PRESERVE PURPOSE Develop a cohesive policy for short-term rentals, with a focus on mitigating their impact on the city’s rental housing and residential neighborhoods, with a workable enforcement mechanism. CONTEXT Under the City’s zoning code it is illegal to have short-term rentals (STRs, i.e., housing rented for less than 30 days, via Airbnb, VRBO, and similar services) in any part of Salt Lake City that does not allow hotel/motel uses, which means they are not allowed in residential areas. However, everyone knows that such rentals occur throughout the city, with a particularly high frequency in some neighborhoods. According to a June 2022 Policy Brief, Short-Term-Rental Inventory, from the Kern C. Gardner Policy Institute, there were 1,358 STRs in Salt Lake City in 2021, represe nting 1.4 percent of the city’s housing stock. In some ways, short-term rental of a room in a house, a basement apartment, or a backyard cottage can help households supplement their income, making it possible to afford housing that might otherwise be out of reach. However, because the nightly rate for short-term rentals is higher than what would be possible from a longer-term rental (i.e., renting for more than 30 days, under a typical lease agreement), they can erode the supply of what would otherwise be l onger term rentals and put upward pressure on rent prices in general (see this Harvard Business Review article from 2019, Research: When Airbnb Listings in a City Increase, So Do Rent Prices). Short-term rentals also impact neighborhoods in other ways, with people having to live with hotel -like uses as their neighbors. Under current state law, it is extremely difficult for the City to monitor and enforce STR restrictions because it is illegal to monitor STR online listings for enforcement. Despite the small percentage of housing impacted (per the Kern C. Gardner Policy Institute’s report), there is value in developing a long-term policy and enforcement strategy for STRs. At a minimum, the City should have a mechanism for capturing revenue from these rentals to help mitigate their impact by funding affordable housing initiatives. Beyond that, having a workable mechanism to monitor short-term rentals and enforce where they are located and how they are managed will benefit everyone. STEPS 1 Convene a working group with key internal and external stakeholders, including representatives from landlord groups, the hospitality indus try, and neighborhood organizations. 2 Understand the extent of the issue and options for addressing key areas of concern, including impacts on the rental housing supply, impacts on neighborhoods, and benefits to property owners. Look to examples from other communities for options about how to structure a local regulatory framework, including licensing requirements, limitations on types of properties and locations, inspections, taxes and fees, and enforcement mechanisms. 3 Seek community input on options and trade-offs. 4 Develop policy and program recommendations and seek Council approval. STRATEGIC PRIORITY 2D Address Short-Term Rentals’ Impacts Develop an Enforceable Strategy to Address the Impact of Short-Term Rentals on the city’s rental housing stock. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 44 PRESERVE 5 Enact the new rules and ensure consistent enforcement, with monitoring and reporting to support program adjustments over time in response to lessons learned and changing context. LEAD Planning Division, Department of Community and Neighborhoods (CAN) PARTNERS Housing Stability Division, CAN; City Attorney’s Office; Building Services; Business Licensing; Civil Enforcement SCHEDULE Initiate in 2024 RESOURCES Will likely require consultant support to complete a study and community process plus staff time for project management, policy adoption process and implementation (ongoing costs could potentially be covered by licensing fees or STR tax). LEARNING FROM OTHERS Nearby Summit County is highly impacted by STRs, with the Kern C. Gardner Policy Institute’s report estimating that 21.5 percent of the county’s housing units are STRs. Both the County and Park City have adopted regulations for STRs, and have been actively considering additional regulations within the limits established by State law (while lobbying the State to adjust those limit ations). When Salt Lake City begins to develop its STR policy and enforcement strategy, these communities will be a valuable resource given that they are operating under the same state regulatory framework. Another community to learn from is Denver, CO, which like many communities requires STRs to be someone’s primary residence (i.e., they cannot be undertaken as a business) and that they be licensed, inspected, and taxed. This publication from Granicus can also be helpful: A Practical Guide to Effectively Regulating Short-Term Rentals on the Local Government Level. Photo by Romolo Tavani on Getty Images / iStockphoto THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 45 PRODUCE PURPOSE Incentivize the creation of affordable units in new market-rate residential developments. CONTEXT The City’s Planning Division is developing a proposal for Council’s consideration that would incentivize the creation of affordable housing in the city’s residential zoning districts by providing developers with choices that would provide them with benefits (additional development capacity) in return for including affordable units in their development. The proposal is similar t o inclusionary housing programs in other communities but operates on an incentive basis, in keeping with Utah state law. Developers would not be required to utilize the incentive and could proceed to develop their property under the regulations already in place for that zone district, without including any affordable units. The project is already in process, with anticipated adoption in 2024. The proposed changes would advance the Thriving in Place strategy’s goal of producing more affordable housing and work in conjunction with other priority actions aimed at creating more affordable housing in other ways (e.g., through direct City and partner investment, use of public lands, etc.). STEPS 1 Support adoption of the proposed Affordable Housing Incentives being developed by the Planning Division, with refinements as needed based on community input and Council deliberations. 2 Clarify how the Affordable Housing Incentives do or do not apply when the proposed Community Benefit Policy is being applied to a new residential development that has existing affordable housing on the site. Would retaining the existing housing be allowed to count towards the affordability requirement in the incentives? If the units are replaced, do the new units need to be of comparable size? 3 Ensure appropriate support for the policy’s implementation as well as for the monitoring and enforcement of deed-restricted units created as a result of the policy (see Strategic Priority 4C). STRATEGIC PRIORITY 3A Adopt the Affordable Housing Incentives Policy Adopt the Affordable Housing Incentives Policy to encourage the construction of additional affordable housing in market-rate developments. ★ NEAR-TERM PRIORITY LEAD Planning Division, Department of Community and Neighborhoods (CAN) PARTNERS City Attorney’s Office; Housing Stability Division, CAN; Redevelopment Agency (RDA) SCHEDULE Anticipate adoption by June 2024. RESOURCES Current effort is already staffed; however support will be needed for implementation. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strate gy 46 PRODUCE LEARNING FROM OTHERS There are many examples of inclusionary housing programs around the country. While many establish requirements for inclusion of affordable units, others are set-up as an opt-in incentive (often referred to as density bonuses). For example, in California the State adopted a statewide density bonus law th at creates an incentive for developers to include affordable housing in new developments as well as a path for going above locally established density limits. Based on the law, a developer can apply for an increase in development intensity in any jurisdiction in the state in return for including affordable housing. This table summarizes the different levels of incentive. In addition developers can request up to three variances from standards that might prevent them from achieving the higher density (e.g., height, setbacks, parking). This webpage at Local Housing Solutions provides a helpful overview of how these programs work, along with multiple case studies from around the country, including incentive -focused policies (like the “Affordability Unlocked” program in Austin, TX, where mandatory inclusionary zoning is also prohibited at the state level). THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 47 PRODUCE PURPOSE Support the development of accessory dwelling units (ADUs) in Salt Lake City to create new rental housing opportunities in existing neighborhoods and provide income generation for homeowners, with particular focus on helping lower income homeowners create ADUs. CONTEXT ADUs help add rental housing in established neighborhoods, create more neighborhood diversity, and can help owners generate income to offset other costs . While ADUs are sometimes used for non-housing purposes (a home office, a guest room, or an illegal short-term rental) they are often used for their intended purpose: as a second housing unit on a property where there was previously just one. Creating ADUs can be challenging. Most homeowners don’t even know where to begin: how to evaluate the financial costs and benefits; how to navigate city codes and processes; how to find a designer and financing, or even how to go about being a landlord. The City can make it easier and less expensive to build ADUs through improved information that is understandable to homeowners; by helping connect homeowners to ADU designers and low - or no- cost plans; by reducing fees; and by making review processes transparent, fast, a nd efficient. The City can also support homeowners—especially lower income homeowners—by connecting them to low-interest financing and having an identified ADU liaison to be their ally through the process. There are also opportunities to encourage homeowners to rent their ADUs to income-qualified renters. The State has enacted some recent code changes to remove obstacles to ADU development, and the City has been working on updates to its ADU ordinance as well. An ADU taskforce of City staff from multiple departments currently meets quarterly to coordinate on ADU-related work efforts. Further steps can be taken, as outlined below, to expand upon these efforts. STEPS 1 Continue and expand upon the work of the City’s ADU taskforce, completing the work already underway to update the City’s ADU ordinance, to identify a nd implement cost-reduction strategies for new ADUs (such as utility fees), and to streamline the ADU review and approval process. 2 Consider designating an ADU Liaison position within the City organization to assist homeowners in understanding and navigating the City’s process, accessing ADU resources, and coordinating the City’s ADU work efforts. STRATEGIC PRIORITY 3B Make ADUs Easier and Less Expensive to Build Improve information, resources, and processes to help support the creation of accessory dwelling units (ADUs) as a strategy for infill housing in existing neighborhoods. Photo by Daniel McCullough on Unsplash ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 48 PRODUCE 3 Explore the potential for creating a staffed ADU Resource Center that could serve Salt Lake City and other communities in the region to support homeowners, assist jurisdictions with ADU policies and programs, and grow the ADU marketplace (see Food for Thought, below). LEAD Planning Division, Department of Community and Neighborhoods (CAN) PARTNERS Redevelopment Agency (RDA); Housing Stability Division, CAN; Building Services; Public Utilities; Fire Department SCHEDULE Adopt updates to the ADU Ordinance by 2023; other work continues. RESOURCES May require additional staffing to implement some ideas and/or funding to support development of specific ADU tools and resources . LEARNING FROM OTHERS The City of San Jose, CA has prioritized development of more Accessory Dwelling Units (ADUs) as part of their response to an extreme shortage of affordable housing. To make ADU development as easy as possible, they have established a pre-approved ADU plans program that provides a variety of ADU designs that have already been reviewed for building code compliance as well as same-day permit issuance. To make this possible, the City’s ADU review team (which includes fire and utilities along with planning and building) meets all together one day a week (ADU Tuesdays!) so that applicants can schedule an appointment to bring thei r completed materials in for review and —if everything is in order— walk out the door with their permit in hand. FOOD FOR THOUGHT The Napa Sonoma ADU Center was launched in 2019 to serve the 16 jurisdictions of Napa and Sonoma counties, north of San Francisco. Formed under the auspices of the Napa Valley Community Foundation, the center was made possible through grant funding and jurisdiction contributions. It works to train and support staff from all of the jurisdictions to improve their ADU information and processes while serving as a trusted ally and advocate for homeowners. The Center provides free or low-cost consults for homeowners exploring the idea of creating an ADU, helping them to understand what’s possible and how much it might cost; provides regular training and information programs; hosts events where homeowners can meet ADU designers and companies; and has a built a rich resource library of tools, from a “Can I Build” tool and ADU calculator to a growing gallery of standard plans that helps homeowners find designs and connect with ADU professionals. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Stra tegy 49 PRODUCE PURPOSE Support zoning and code changes as well as City investments that help to create more middle housing types in neighborhoods throughout the city. CONTEXT Older neighborhoods often have a rich mix of housing types—single family homes, backyard cottages, garden apartments, duplexes, fourplexes, and more—often all within the same block, or at least within the immediate area. However, over time both the market and City regulations have driven two predominant housing outcomes: single family homes and larger apartment buildings. This is true in cities throughout the US, including Salt Lake City. In recent years there has been a growing awareness of this gap in our housing, referred to as “the missing middle,” and a desire to create more diverse housing choices in new construction. The City Council’s recent adoption of changes to the RMF-30 zone district and upcoming consideration of code changes related to Accessory Dwelling Units (ADUs) are both efforts that will increase the diversity of housing choices. As these changes take effect, the City will need to monitor their effectiveness and consider further potential changes to create more middle housi ng types. During the Thriving in Place outreach, many people talked about the need for housing that was not only affordable but that also met their needs. They talked about the large number of small one bedroom and studio apartments being built in large ap artment buildings, which meets some people’s needs, but not others. Creating more diverse housing choices can help respond to these community concerns. Last, but very importantly, the spatial patterns of segregation and disinvestment in Salt Lake City reflect an intentional historic pattern that was the result of redlining and other discriminatory policies and practices. As the City works to advance priority actions in the Thriving in Place strategy and create more inclusive communities, attention must be given to ensuring that a diversity of housing types for all income levels are created and preserved in all neighborhoods, including in areas with high access to opportunity. STEPS 1 Implement the RMF-30 code changes in conjunction with other aspects of the Thriving in Place strategy focused on helping to mitigate displacement impacts and potential loss of existing affordable housing. STRATEGIC PRIORITY 3C Facilitate Creation of More Diverse Housing Choices Create More Diverse Housing Choices in All Areas so that people can find housing that meets their needs in locations that work for them. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 50 PRODUCE 2 Adopt and implement additional middle housing policies and programs as part of the Housing SLC plan and in conjunction with other Thriving in Place actions to ensure a diversity of housing types in the city’s supply of affordable housing. This can also include the ADU policies, tools, and resources described in Strategic Priority 3B. LEAD Planning Division, Department of Community and Neighborhoods (CAN) PARTNERS Housing Stability Division, CAN; Redevelopment Agency (RDA); Building Services SCHEDULE Steps 1 and 2 are already in motion; completion is anticipated in 2023. RESOURCES Addressed in existing efforts; new efforts may require additional funding and/or staff support. FOOD FOR THOUGHT There are a large number of resources available to help understand, communicate, analyze, and implement “missing middle” housing, including the missing middle housing website developed by Opticos Design (their principals literally wrote the book about it). A recent working group convened by the Association of Bay Area Governments in collaboration with Community Planning Collaborative engaged Opticos Design as well as the economics firm EcoNorthwest to look specificall y at zoning strategies, affordability strategies and tools for “myth busting” about middle housing and its impacts. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 51 PRODUCE PURPOSE Leverage the value of underutilized and surplus City- owned and other publicly owned properties for affordable housing and related community-serving uses, ensuring that they provide for long-term affordability. CONTEXT There are a variety of city-owned lands as well as lands owned by other public agencies that could be utilized for housing, including vacant rights of way, surplus lands, and underutilized properties that could be developed with a mix of affordable housing along with other community-serving uses. These are significantly valuable assets that can be leveraged to achieve community priorities like affordable housing with or even without additional public investment. There are many examples from other communities as well as from Salt Lake City where publicly owned lands have been repurposed or integrated with housing, including joint developments of facilities such as libraries, community centers, parks, schools, and even fire stations. The City is currently in the process of doing such a repurposing of a city -owned property on the Fleet Block, an 8.1-acre property in the Granary District that was previously used for fleet storage and maintenance that is being rezoned for redevelopment with a mix of uses, including affordable housing. The Sorenson Impact Center at the University of Utah’s David Eccles School of Business is piloting a Putting Assets to Work Program to work with communities interested in inventorying and understanding their assets and then develop a plan for leveraging those assets into desired community outcomes. Related to this work, a study done in 2022 (described in this article) documented approximately nine square miles of publicly owned land within a five-minute walk of light rail stations in Salt Lake County and estimated that six square miles of that land would be feasible for new development—meaning that it was underutilized, on suitable terrain, and had little community importance (by their determination). Working with the County to utilize even a portion of these land assets to help meet the region’s need for affordable housing could represent one of the largest potential investments in affordable housing without needing to raise any new revenues. STEPS 1 Build a database of City-owned and other public agency properties that could be prioritized for affordable housing and related community-serving development, working across departments and with partner agencies to determine which to move forward as near -term priorities and which might be land-banked for future opportunities. Be certain that identified properties can be used for housing (some properties have restrictions depending on their funding source). STRATEGIC PRIORITY 3D Utilize Publicly Owned Property Utilize Publicly Owned Property to leverage land assets in support of long-term affordability and equitable development. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 52 PRODUCE 2 Define the desired development program for priority properties and deve lop partnerships for implementation through an RFP process or via existing development relationships. Ensure engagement of community representatives in defining the desired mix of housing types, income levels to be served, special needs to be met, and non -housing amenities to incorporate (including but not limited to community green space, supportive services such as daycare centers or community center space, and affordable retail space). 3 Establish the necessary zoning and other enabling policies to facilitate the desired development outcome on the prioritized properties. 4 Ensure that publicly owned lands utilized for affordable housing and related development remain in some form of community ownership and control, like a Community Land Trust (see Priority 2D), and that structures are in place to ensure the housing created remains affordable in perpetuity as a community-serving asset. LEAD Redevelopment Agency (RDA) PARTNERS Real Estate Services; Planning Division and Housing Stability Division, Department of Community and Neighborhoods; Salt Lake City Housing Authority; City Attorney’s Office SCHEDULE Ongoing, with initial priorities identified by June 2024. RESOURCES Staff and/or consultant time will be needed for Steps 1 and 2. Steps 3 and 4 will require staff time. FOOD FOR THOUGHT This Local Housing Solutions website offers many relevant resources for local housing strategies, including a page focused specifically on the use of publicly owned property for affordable housing. The page provides guidance for identification and use of publicly owned properties as well as several case studies from Maryland, Washington State, and Washington, DC. LEARNING FROM OTHERS In the Puget Sound region of Washington State, the regional transit agency, Sound Transit, is in the process of planning and building one of the largest infrastructure investments in the State’s history . With substantial property acquisition needed to build the regional light rail system, the State Legislature established a requirement for the disposition of surplus lands from the project (i.e., lands acquired to facilitate construction but then not needed once the light rail is built). The policy is referred to as the 80- 80-80 policy: 80 percent of surplus lands (including air rights) that are suitable for housing must be offered to qualified entities (local governments, nonprofit developers, and housing authorities) to build housing where at least 80 percent of the units are affordable to those earning 80 percent of the area median income or below. The legislature’s action subsequently led Sound Transit’s board and staff to develop and adopt their Equitable Transit Oriented Development Policy and is already resulting in taxpayer-funded transit investments helping to create hundreds (and eventually thousands) of new transit-oriented affordable housing units. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 53 PRODUCE PURPOSE Create housing that will be affordable in perpetuity , supports lower-cost living, and that is integrated with needed services. CONTEXT Depending on how deed-restricted affordable housing units are created and funded, the term of their affordability restriction may vary from 15 years up to “in perpetuity.” While a minimum term of 15 years is required for developments utilizing Low Income Housing Tax Credits, an extended compliance period of 30 years can be required under the program’s guidelines. Whe n projects also receive local financial support or other forms of assistance, even longer terms can be required. Units with any term of deed restriction help to meet Salt Lake City’s affordable housing needs, but they present a future challenge when deed restrictions expire and the units shift to market rate rents. While the general logic is that those units will then be older and therefore lower cost than comparable new units, the experience in many strong market communities is that the expiration of rent restrictions translates into rent increases and displacement of lower income renters. To help avoid the future challenge of expiring deed restrictions (and the need for additional public investment to extend affordability), the City and its partners should prioritize longer deed restrictions whenever possible, with the aim of having units “affordable in perpetuity.” In practical terms, this often translates into a 99-year deed restriction or ensuring that long-term ownership and management of affordable units is under a mission-driven nonprofit dedicated to maintaining long- term affordability. Additionally, City investments and land donations should prioritize housing developments in areas that are walkable and with good transit access, so that lower income residents can access opportunity without having to own a car. And whenever possible , affordable housing should be integrated with needed services, and developed and managed by partners with a long-term commitment to supporting tenants. Examples of services that could be integrated with housing include daycare centers, health clinics, job training centers, arts programs, and community space, depending on the population being served in the housing development. STEPS 1 Identify key opportunities for changes to City and partner policies and practices that can create longer term deed restrictions. This includes maximizing the period of deed restriction that can be achieved through policies such as the Affordable Housing Incentives (Priority 3A) and Community Benefit Policy (Priority 2A) as well as requirements for projects that receive City funding or land contributions (Priority 3D). 2 Work with mission-driven development partners and service providers to identify the highest areas of need and key opportunities for delivering housing integrated with support services. This can be advanced as part of the proposed community partnership STRATEGIC PRIORITY 3E Prioritize Long-Term Affordability , Integrated Services, and Transit Access Prioritize Long-Term Affordability, Integration of Support Services, and Access to Transit and Other Amenities to create stable living environments where lower income families and residents can thrive. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 54 PRODUCE program in Strategic Priority 5C as well as in conjunction with the acquisition and rehabilitation investments of Strategic Priority 2B and the Community Land Trust (2C). 3 Incorporate identified priorities in Notices of Funding Availability and Requests for Proposals in City and Redevelopment Agency funding and land development opportunities. Identified priorities could also be connected to potential agreements developed as part of Priorities 2B and 3A, through which developers could acquire and deed -restrict unsubsidized housing (or currently subsidized housing with expiring deed restrictions) in return for an increase in development capacity on another property. LEAD Redevelopment Agency (RDA) PARTNERS Planning Division and Housing Stability Division, Department of Community and Neighborhoods; Housing Authority of Salt Lake City; Economic Development Department (including the Arts Council) SCHEDULE Ongoing RESOURCES This is more focused on how existing resources are applied. However, expanding investment in long-term affordability will require additional resources (both funding and staffing): see Strategic Priority 4A and Attachment A. FOOD FOR THOUGHT The Grounded Solutions Network provides guidance on affordability preservation and various mechanisms— deed restrictions, covenants, ground leases —for achieving it in both rental and homeownership affordability programs. They also provide case studies, more information on why long-term affordability matters, and examples of different approaches for shared equity resale formulas. Photo via Grounded Solutions Network THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 55 EXPAND FUNDING PURPOSE Ensure that the City and its partners have the resources needed to implement the Thriving in Place strategy. CONTEXT Many of the actions outlined in the Thriving in Place strategy will require financial and other resources for implementation. While some of the desired outcomes can be achieved by working or investing differently, others will require reprioritization of existing resources (budget, staffing, work plans), working with partners to leverage each other’s resources, and additional funding to support investments and staffing. The City is fortunate to have a strong base on which to build, including funds generated through the Redevelopment Agency’s Project Areas and via the Funding Our Future sales tax. Some of these resources are managed via the Redevelopment Agency’s Housing Development Loan Program while others flow through various programs focused on delivering assistance or other services to those in need (managed by the Housing Stability Division in the Department of Community and Neighborhoods and others, often channeled through community partners who are contracted to do service delivery through competitive bidding processes). City staff estimate an average of $13 million has been invested annually in recent years by the City to support affordable housing (for development, acquisition, and rehabilitation) and $6.5 million a year has been spent on rental assistance and tenant support services (about $2.5 million from Funding Our Future sales tax proceeds and about $4 million from federal entitlement funds , not including pandemic-related federal funds like Emergency Rental Assistance). However, additional funding will be needed to advance the Thriving in Place strategies. While new federal funds that are anticipated from recent legislation as well as new state funding opportunities, additional City investment will be needed. See the Two-Year Action Plan in Attachment A. STRATEGIC PRIORITY 4A Develop New Funding / Leverage Existing Resources Develop New Funding Sources and Leverage Existing Resources to better meet the level of need in supporting tenants at-risk of displacement and expanding the supply of deed- restricted affordable housing. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 56 EXPAND FUNDING STEPS 1 Convene a City working group to review current and potential funding sources to support implementation of Thriving in Place priorities as well as Housing SLC implementation. 2 Evaluate options for new or expanded revenue sources that could create substantial and ongoing funding for affordable housing and anti-displacement programs. Some of these options will require additional research to determine viability, and all of them should be evaluated to determine their relative strengths, including: • Political viability – can it be structured to work within the state’s legal frameworks and garner support from City Council and the community? • Relevance – does it capture revenue from activities that are contributing to the community’s displacement and affordability challenges? • Fairness – does it distribute costs in a fair and equitable manner, such that no one person or group is over-burdened, • Equity - does it help reduce inequity when considering where the costs will apply and where the benefits will flow? • Return on investment – does the amount of revenue that could be generated justify the effort needed to put it in place and manage it over time? • Longevity and resilience – does it create a long-term funding stream, and will it withstand fluctuating market conditions? Ideally, at least part of the City’s funding stream should generate revenue to invest in affordable housing when the development market is down and costs are lower. • Scale of impact – does it create enough revenue to make a difference? Not all options need to perform high on every factor, but together the mix of funding sources should position the City to have the desired impact even (or especially) during economic downturns. Options to consider and evaluate include a potential new tax on short-term rentals; an additional increment to the City’s transient occupancy tax (temporary lodging tax); a vacant property tax or fee; and/or an affordable housing bond measure. Determination of funding needs should also factor in projected in-lieu fees paid by developers as part of the proposed Community Benefit Policy’s implementation. 3 Leverage potential contributions from new development through expanded incentives programs and community benefit linkages, recognizing that policies which create expanded development capacity are generating significant wealth, a portion of which can be channeled to help meet the community’s affordable housing needs. 4 Pursue state, federal and philanthropic resources in collaboration with key partners, including funds focused on energy efficiency and transit-oriented development that can be targeted to affordable housing. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 57 EXPAND FUNDING 5 Work closely with partners to coordinate investments, pursue funding opportunities and leverage each other’s resources. For example combining funds to acquire key properties; jointly pursuing grant opportunities, or partnering to create new affordable housing on city-owned lands. 6 Ensure strong and transparent management of City funds and investments, including funds invested in and through the Redevelopment Authority’s Housing Development Fund, Community Land Trust and other mechanisms. Ensure alignment and coordination between these different mechanisms via the work of the City Implementation Team. LEAD City Implementation Team (see Priority 5A) PARTNERS Salt Lake City Housing Authority plus community and regional partners SCHEDULE Evaluate and prioritize long-term funding options by December 2023; implement in 2024/25. RESOURCES See overview of resource needs in Attachment A. LEARNING FROM OTHERS In 2019 nearly 80 percent of voters in Durham, NC voted in favor of a $95 million bond referendum to fund the City’s Affordable Housing Bond Investment Plan. The bond’s principal and interest would be paid back by a 1.6 cents per $100 of assessed value, which would translate into about $37 a year for a the City’s median assessed home value of $229,266. Based on the City’s plan and comprehensive housing strategy, the bond funds would be would bring in approximately $443 million in additional capital and $130 million in contracting opportunities while creating 1600 new deed-restricted affordable housing units, preserving 800 affordable rental units, supporting 400 first-time homeowners, transitioning 1700 homeless households into permanent housing, and stabilizi ng 3000 low- income renters. Durham’s story and other case studies can be found on the Local Housing Solutions website. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacemen t Strategy 58 EXPAND FUNDING PURPOSE Agree on key indicators for tracking displacement work and ensure efficient and workable systems are in place to collect needed data and provide regular reports. CONTEXT Success of the Thriving in Place strategy relies on having reliable, shared, and easily accessible data to track progress, inform policy development, and make it possible to course -correct as needed as conditions change. This action is focused on establishing key metrics to track conditions over time and ensuring that investment is made in devel oping the necessary data systems. Phase One of Thriving in Place documented the extent of displacement in Salt Lake City as well as its community impacts, providing data that informed important conversations about how best to respond to the challenges of displacement. That data shaped this strategy. While undertaking a year- long study and engagement process was important, the strategy going forward needs to be more nimble. Key parts of the strategy are focused on ensuring structures for ongoing dialogue and partnership (all of the actions in Goal 5) and on setting up better systems to track key data metrics. Page 59 provides a draft of key indicators for tracking displacement and potential sources for collecting the needed data. This can serve as a starting point for developing a web -based dashboard, overseen by the City Implementation Team (Priority 5A) and Anti-Displacement Coalition (Priority 5B) as part of their work to track and report on progress and identify new and emerging needs. STEPS 1 Refine the list of displacement indicators that the City team will track and report on, using the list on page 59 as a starting point. Ensure that the list is robust enough to provide a meaningful understanding of progress as well as current and emerging trends, and tha t it is as streamlined as possible to make the data collection a manageable task. This work should be led by the City Implementation Team (Priority 5A) and reviewed, refined and confirmed with members of the Anti-Displacement Coalition (Priority 5B). 2 Develop manageable systems for collecting the needed data, automating it as much as possible and drawing upon existing, easily available data even if it’s “close but not perfect.” 3 Develop a web-based dashboard for reporting the latest data on each indicator and provide an annual report to Council and the community in conjunction with recommendations on next-up action priorities, policy or program revisions, and annual budget needs to support continued progress. STRATEGIC PRIORITY 4B Define Displacement Indicators + Develop Data Systems Define Indicators to Track Displacement and Develop Systems to Track Progress to better know where and how the City’s anti-displacement policies and actions are working. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 59 EXPAND FUNDING TRACKING PROGRESS ON THRIVING IN PLACE: DRAFT LIST OF INDICATORS Tracking key indicators of displacement and affordability help measure progress. They also help inform course corrections and the evolution of policies and practices that can more effectively create a community where all residents can stay and thrive even as the city grows. As always, striking the right balance is key: knowing enough to inform and shape meaningful action while prioritizing resources for actually doing something about the issues being highlighted. Following is a draft list of indicators and data sources for tracking progress on implementation of Thriving in Place. These will be reviewed and vetted by the City Implementation Team (Priority 5A) and members of the Anti-Displacement Coalition (Priority 5B) to ensure a robust but streamlined approach to measuring progress, with the aim of informing effective action and refinement of key policies and practices. LEAD Housing Stability Division, Department of Community and Neighborhoods (CAN) PARTNERS Business Licensing, Department of Finance; Planning Division, CAN; Building Services; Information Management Services SCHEDULE Develop systems and launch initial reporting by March 2024. RESOURCES Will require funding for initial data systems / dashboard development plus ongoing staffing to update and report out on data on a regular basis. LEARNING FROM OTHERS The City of Seattle has been one of the fastest growing large cities in the US over the past decade, with significant increases in rents and home prices driving unprecedented neighborhood change and displacement. These impacts have been particularly profound for communities of co lor, who have faced extremely high rates of displacement in the city’s historically Black and immigrant neighborhoo ds. In response the City undertook a number of actions, including an analysis of its growth strategy in conjunction with an update to its Comprehensive Plan, Seattle 2035. The resulting report, Growth and Equity: Analyzing Impacts on Displacement and Opportunity Related to Seattle’s Growth Strategy , was developed in conjunction with the City’s first Equitable Development Implementation Plan in 2016 and launch of the City’s Equitable Development Initiative. A more recent (May 2021) analysis revisits the 2016 analysis in preparation for the City’s Comprehensive Plan update currently in process. As directed by the 2016 plan, the City subsequently developed the Equitable Development Monitoring Program, leading to the September 2020 Community Indicators Report and the Displacement Risk Indicators Dashboard. That webpage tracks nine displacement metrics across three types of displacement, with the data sources for each indicator identifi ed along with the ability for any user to access the data via the City’s open data platform. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 60 EXPAND FUNDING THRIVING IN PLACE INDICATORS Indicator Purpose Data Sources NEIGHBORHOOD STABILIZATION AND INCLUSION • % change in households by income, by neighborhood (including by race and by owner/renter) • Is the trend of lower income household displacement being stopped and/or reversed? • Is neighborhood diversity and inclusion being advanced? US Census American Community Survey HOUSING COST BURDEN • By race/ethnicity (owner/renter) • % renters that are cost burdened • % renters severely cost burdened • % owners that are cost burdened • % owners severely cost burdened • Map by area • Is the incidence of people overpaying for housing being reduced? US Census American Community Survey AFFORDABILITY + AVAILABILITY OF RENTAL UNITS • Average and median rents by age of unit, size and location • # + % of renter households by income • # + % of rental units by rent bracket • Ratio of affordable units to households • Approx. % of rental units licensed • Approx. # of short-term rentals • Map by area • Are the supply and cost of rental units being more responsive to the community's needs? US Census American Community Survey Business Licensing TENANT ASSISTANCE • No. of households that received Tenant Relocation Assistance • No. of households that received rent assistance (one time and ongoing) • No. of households that received legal and/or mediation services • Requests for assistance unmet due to lack of resources • Map by area to extent possible • Are renter households at-risk of displacement receiving support to help them remain in place or find alternative housing? Housing Stability Division DIRECT DISPLACEMENT • No. of evictions • No. of foreclosures • Map by area • No. of units lost to new development + No. of units created on the same sites, by level of affordability • Is the incidence of households being directly displaced by eviction, foreclosure, and/or demolition being reduced? • Are the affordable units being lost to development being replaced? UT Courts Eviction Filings Salt Lake County Recorder (Foreclosures) Building Services Division HOUSING PRODUCTION + CHOICE • Total no. of housing units by type, tenure, size, and location • Construction permits for new housing units (no., type, + location) • % increase by type, tenure, size and location • Map by area • Is new housing development (existing and pipeline) helping to create more diverse housing options throughout the city (are we losing diversity, gaining diversity, or holding steady)? Building Services Division DEVELOPMENT INCENTIVES • No. of developments that opted in for Affordable Housing Incentives • No. of AHI units created by type, size and AMI • No. of development proposals subject to the Community Benefit Policy • No. of CBP units created or preserved by type, size, and AMI + amt of in-lieu fees • Map by area • Are developers being responsive to the affordable housing incentives available to them? • Are the incentives helping to achieve affordable housing goals? • Is the Community Benefit Policy serving as an effective tool for mitigating the loss of affordable units? Planning Division DEED-RESTRICTED UNITS • No. of deed-restricted units by tenure, size, AMI, and length of restriction • No. of pipeline units by tenure, size, AMI, and length of restriction • % of housing stock under long-term affordability restrictions • No. of households placed in deed-restricted units using the Displaced Tenants Preference Policy • Waiting lists for deed-restricted units • Map by area • Is the supply of deed-restricted housing in the city expanding and better meeting the level of need? • Is the goal of increasing the number of units affordable “in perpetuity” being achieved? • Are deed-restricted units being dispersed throughout the community? Housing Stability Division THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacem ent Strategy 61 EXPAND FUNDING PURPOSE Ensure that deed-restricted units are managed in accordance with their established requirements and fair housing laws, and that they are maintained as long -term, high-quality community assets CONTEXT Many of the actions in the Thriving in Place strategy and current City work efforts and investments will create hundreds (hopefully thousands) of new affordable housing units in Salt Lake City. Some of these units will be scattered among new market-rate developments with differing lengths of deed restriction and affordability requirements. Other units will be in 100 percent affordable rental buildings managed by mission-driven nonprofits, but also with differing lengths of restriction and levels of affordability, and sometimes intended for specific populations (e.g., seniors, families, or people with disabilities). Some will be single family homes or townhomes for income-qualified homeowners that also will have specific requirements attached to them. Effectively managing these units will require that the City grow its housing management capacity —internally, with key partners, and potentially with contractors—to ensure compliance with each development’s and unit’s established requirements, consistency with fair housing laws to ensure nondiscrimination, and maintenance of the long-term quality and affordability of these valuable community assets. This will likely include, for example: training for staff across multiple divisions to ensure that development agreements and affordability covenants are properly written and archived, data and management systems to track assets and affordability requirements, training and systems for property managers to certify the income qualifications of tenants and owners, procedures for ongoing compliance checks and enforcement actions, and more. STEPS 1 Convene a working group to review current capacities, identify gaps, and define a shared vision for how deed-restricted units are managed to inform development of both a l ong- term strategy and near -term actions to move toward the vision, including staffing needs, system needs, budget needs, and organizational structure and practices. 2 Ensure consistency in how deed restrictions are written to help clarify management practices and facilitate implementation and enforcement. STRATEGIC PRIORITY 4C Strengthen the City’s Capacity to Enforce Deed-Restricted Housing Commitments Develop Capacity to Enforce Deed-Restricted Housing Commitments to ensure that agreements are upheld, maintain quality and affordability, and meet fair housing requirements. Photo of deed restricted affordable housing via Park City, UT THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 62 EXPAND FUNDING 3 Determine City and partner roles and where the management of deed -restricted units should be located within the City organization. 4 Regularly report on the status of deed-restricted units, ensuring at a minimum that the metrics established through the Displacement Indicators (Priority 4B) are tracked and reported on a regular basis and available via the Displacement Indicators Dashboard. LEAD Housing Stability Division, Department of Community and Neighborhoods (CAN) PARTNERS Redevelopment Agency (RDA); City Attorney’s Office; Planning Division, CAN; Building Services; Business Licensing, Department of Finance SCHEDULE Identify near-term capacity-building priorities by December 2023. RESOURCES Will require staff time and potentially consultant support to develop management strategy plus funding for ongoing staffing (City staff or community partner) to oversee. FOOD FOR THOUGHT The Local Initiatives Support Corporation, or LISC, provides a resource library that includes white papers and case studies related to affordable housing management, among many other topics. A couple key resources include their Scattered Site Single-Family Rental Property Management Guide and Against All Odds: The Business of Managing Affordable Housing. There are also national organizations and networks focused on supporting governments, nonprofits, and private sector groups engaged in affordable housing management. These include the Affordable Housing Professional Certificate Program from NeighborWorks America, the National Affordable Housing Management Association, which provides training and other resources and includes a Rocky Mountain Heartland chapter, and the National Center for Housing Management, established in 1972 by an Executive Order of President Nixon to help meet the country’s housing management and training needs . Photo of deed restricted affordable housing via Park City, UT THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 63 PARTNER + COLLABORATE PURPOSE Ensure clarity on departmental and division roles and responsibilities for implementation of Thriving in Place, and an ongoing structure and process for coordination, oversight, and course corrections to support success. CONTEXT Achieving the priority actions of Thriving in Place will be a significant undertaking, requiring ongoing coordination, engagement, resources, decision making, and problem solving. It is critical that everyone knows who “owns” implementation of the strategy and its various components, and that those charged with its ownership are empowered to convene, facilitate, delegate, and act. STEPS 1 Review and finalize the list of core and on-call team members for the implementation team and secure the buy-in of leadership and participation of key staff. 2 Convene key leadership and staff of the Implementation Team’s members to articulate and agree on the team’s purpose, authorities, roles and responsibilities, operating agree ments, meeting schedule, budget needs, and decision making framework, including how conflicts will be resolved. Determine who will be responsible for convening and coordinating the team’s work. 3 Develop a Team Charter, summarizing all of the information from Step 2, and have it signed by department directors to ensure clarity and agreement. Revisit and update the charter on at least an annual basis to ensure it remains a relevant and useful tool. 4 Commit to an initial two-year pilot period for the team, with continuation and changes to the team’s membership and Charter in response to lessons learned, achievements, and emerging needs. STRATEGIC PRIORITY 5A Form a City Implementation Team Form a City Implementation Team to oversee and coordinate implementation of the priority actions in the Thriving in Place strategy, monitor progress, engage partners, and identify needed updates and next steps. ★ NEAR-TERM PRIORITY LEAD Department of Community and Neighborhoods (CAN) PARTNERS Core: Housing Stability Division, CAN; Planning Division, CAN; Building Services; Redevelopment Agency (RDA); Civic Engagement; Business Licensing, Department of Finance On Call: City Attorney’s Office; Economic Development (including the Arts Council); Parks and Public Lands; Public Services; Public Utilities; Sustainability; Transportation; Youth and Family Services SCHEDULE Form team by June 2023. RESOURCES Will require prioritization of existing staff’s time on the Implementation Team and a lead staff person for the effort. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displac ement Strategy 64 PARTNER + COLLABORATE PURPOSE Provide a regular platform for communication, coordination, and collaboration across the key agencies and organizations working on displacement -related issues, projects, and programs in Salt Lake City and across the region. CONTEXT Effective action to address displacement and stabilize neighborhoods takes time, coordination, and persistence. The City is one part of a regional ecosystem that needs to work closely together to achieve goals related to housing affordability and neighborhood stabilization. This ecosystem includes other governmental agencies, nonprofits, community organizations, research centers, private sector developers, financers, and others. During the community engagement process, multiple stakeholders identified the need for the agencies and ind ividuals working on displacement issues to meet regularly to share information, coordinate action, problem -solve, and build trust. Many also pointed to the regional nature of the housing affordability challenge, and the need for engaging with regional partners to identify shared priorities for action. STEPS 1 Identify groups and individuals to include in an initial meeting of the proposed Anti- Displacement Coalition, ensuring representation from key governmental partners, nonprofits, service providers, tenant groups, and those involved with developing and managing affordable housing and related facilities and services in Salt Lake City and the region. 2 Extend an invitation to participate in a launch meeting of the Coalition. 3 Host a launch meeting to engage the group in defining the group’s purpose, membership, frequency of meetings, agenda-setting, coordination/facilitation, and potential priorities for their first year. Use as an opportunity to share the Thriving in Place priorities and identify near - term priorities for coordination and collaboration. Identify a chair or co -chairs to serve as the group’s lead conveners and to work with staff in developing the Coalition’s meeting agendas. 4 Establish a regular meeting schedule based on the outcome of Step 3 and provide staff and facilitation support as needed, working with the chair or co -chairs to develop agendas, coordinate meeting preparation, facilitate, take notes, and follow up on key a ction items. STRATEGIC PRIORITY 5B Work with Partners to Form a Regional Anti-Displacement Coalition Work with regional partners to convene a Wasatch Front Anti-Displacement Coalition as an ongoing platform for cross-agency and cross-sector discussion and collaboration on priority actions, tracking of progress, collective problem solving, and responding to emerging issues and challenges. ★ NEAR-TERM PRIORITY LEAD City Implementation Team (see Priority 5A) PARTNERS TBD SCHEDULE Convene group and have first meeting in fourth quarter of 2023. RESOURCES Will require at least a portion of a staff person’s time to coordinate outreach and communications, manage logistics, prepare meeting information, and follow up. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 65 PARTNER + COLLABORATE PURPOSE Establish an ongoing interdepartmental structure and process for meeting regularly with community representatives in areas experiencing the highest displacement risk to share and discuss the City’s work efforts, identify new and emerging needs, and partner on priority actions. CONTEXT Communities facing the brunt of displacement experience its impacts in “real time.” While studies and engagement to develop a strategy like Thriving in Place have value in ensuring that actions are driven by data, they also take time. Developing strong ongoing partnerships are essential to ensuring ongoing communication and alignment, allowing implementation work to respond more nimbly to changing realities, new challenges, and emerging opportunities. In addition, City-led work efforts are often very department-specific, while effectively countering the forces and challenges of displacement require holistic, well-coordinated cross-departmental and cross-sectoral action. At a minimum, all of the relevant departments as well as community partners and other agencies need to be aware of what everyone else is working on, enabling them to coordinate and leverage efforts and investments whenever possible. The focus of this action is on ensuring a structure and process for place -based partnership that can support better coordination on anti-displacement efforts in Salt Lake City’s most impacted neighborhoods, with an initial focus on the Westside and in the Ballpark/Central City/Liberty Wells area. This work can build upon valuable structures already in place or being developed, like the Redevelopment Agency’s Westside Community Initiative, the University of Utah’s University Neighborhood Partners program, and the My Hometown Initiative (a volunteer-led, interfaith initiative already operating in Poplar Grove and Rose Park, based on the program model in West Valley City). While communication and coordination are key, a true partnership also creates opportunities for collaboration and co-creation, leveraging actions and investments by working together and co - investing to maximize impact. STEPS 1 Convene key stakeholders and draft the partnership’s charter, bringing together departmental and division representatives as well as community stakeholder representatives —to define the purpose, membership, structure, staffing, and operating agreements of t he partnership. Consider establishing the partnership for an initial two -year period, subject to extension by mutual agreement of all involved. 2 Define the partnership’s goals, priority actions, and measures of success, building off priorities already in place from City capital investment plans and key partner agencies, and identifying opportunities to coordinate and leverage actions and investments as well as to identify what’s missing. Clarify immediate/near-term priorities for coordination and mid - or long- term priorities that might take additional time for planning, budgeting and fundraising. STRATEGIC PRIORITY 5C Launch an Ongoing Community Partnership to Coordinate Action Partner with Impacted Communities to Coordinate Action and Investment to preserve affordability and counter displacement. ★ NEAR-TERM PRIORITY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 66 PARTNER + COLLABORATE 3 Coordinate community engagement via the partnership whenever possible to avoid the “participation fatigue” that is prevalent in the current project-by-project approach to community outreach and input, while recognizing that some City policy projects or processes (such as private petitions) have defined schedules that must be adhered to. 4 Provide an annual report to Council and the community on the partnership’s work, highlighting accomplishments, identifying upcoming priorities, and providing an opportunity for reflection on what is working, what is not working, and how the partners hip could be strengthened. LEAD Department of Community and Neighborhoods (CAN) with Mayor’s Office and Civic Engagement Team PARTNERS Planning Division, CAN; Housing Stability Division, CAN; Redevelopment Agency (RDA); Economic Development (including the Arts Council); Parks and Public Land; Sustainability; Public Services; Public Utilities; Transportation; and community partners SCHEDULE Launch partnership by December 2023. RESOURCES Will need staffing for a lead convener/facilitator as well as commitment of staff time for each participating department. Ideally will also have budget set-aside for smaller community-defined project initiatives that can leverage other resources in addition to the major capital projects that will be coordinated with and through the partnership. LEARNING FROM OTHERS Seattle’s South Park and Georgetown neighborhoods have some of the city’s most vulnerable neighborhoods and populations when it comes to displacement pressures, environmental impacts, racial inequities, and risks associated with climate change. In 2015/2016, a combination of major initiatives and investments in addition to several community assessments and planning efforts led the City to launch a new multi-department community partnership initiative to “work differently” in planning and delivering multi-benefit outcomes through City investments and other activities. The resulting Duwamish Valley Program was jointly led by the City’s Department of Environment and Office of Planning and Community Development with members from multiple City departments as well as King County, the Army Corps of Engineers, and multiple community groups. The program’s prioriti es and action plan work together as an environmental justice, equitable development, and anti -displacement strategy. As of 2021 the partnership was focusing on advancing their goals through a Resilience District concept and had achieved a number of hard-won victories in pairing investments in parks and affordable housing with efforts to address flooding and other environmental issues—all through a strong ongoing community partnership model. Seattle’s Mayor with Duwamish Youth Corps at Earth Day celebration of Duwamish Alive! Photo by Alberto Rodríguez THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displ acement Strategy 67 ADVOCATE PURPOSE Continue to ensure that Salt Lake City’s priorities are supported and advanced in state legislation, working with regional and state partners to achieve changes in state law as well as commitments of state funding that help counter displacement, stabilize neighborhoods, and create long-term affordability. CONTEXT A number of actions that could be taken and are used in cities in other states to help stabilize neighborhoods are not possible in Salt Lake City due to e xisting state laws that prohibit or limit potential local policies and actions. During the Thriving in Place community and stakeholder engagement processes, the issue of state preemption was raised repeatedly along with the perception that the state legislature is overwhelmingly pro-landlord and that even small improvements in tenant rights would be hard to win. At the same time, the state has been increasingly concerned about housing affordability statewide, with increases in funding for affordable housing development and to address homelessness as well as passage of legislation like Senate Bill 174, House Bill 364, and House Bill 406 in the last legislative session, all of which focus on streamlining housing appr ovals and making development more predictable. While alignment on housing affordability poli cies and funding holds significant promise, it will be important to keep working on changes that can better support tenants to avoid eviction from rising rents and to preserve existing affordable housing. It will also continue to be important to help community members understand the limits on City action from state preemption and how they can help lobby for change. STRATEGIC PRIORITY 6A Tenant Rights and Affordable Housing at the State Level Work to Advance Tenant Rights and Affordable Housing at the State Level to remove state preemption obstacles where possible, develop a stronger state -level policy framework for countering displacement, and expand resources committed to housing affordabilit y and neighborhood stabilization. Photo by Michael Hart on Unsplash THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 68 ADVOCATE STEPS 1 Work with the City Council, City Implementation Team, Anti-Displacement Coalition, and other partners to identify priority policy initiatives for each legislative session that can help support and advance the City’s anti -displacement work. 2 Collaborate with state agency partners to facilitate the delivery of investments, projects and programs in Salt Lake City that help to advance the priori ties of Thriving in Place and Housing SLC. 3 Partner with other agencies and community partners to pursue state resources that can preserve housing, support tenants, build new affordable and transitional housing, provide supportive services, and advance other priorities. 4 Report back to the community and adjust City policies and programs as changes in state law occur and new opportunities emerge. LEAD Department of Community and Neighborhoods (CAN) PARTNERS Mayor's Office; City Attorney’s Office; Council Office; and partners SCHEDULE Annually RESOURCES Utilizes existing staffing; additional funding or staffing may be identified as -needed. LEARNING FROM OTHERS Like the Utah Housing Coalition, Housing Colorado is a member organization that advocates for state law changes, supports professional development, and provides technical assistance for Colorado’s affordable housing community. While the political cultures of Utah and Colorado differ, they share a border, a similar geography, and a very similar set of affordable housing challenges. Ongoing exchange between these sibling networks as well as between similar groups in other states can provide valuable learning and the opportunity to shape more effective advocacy and action. THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 69 ATTACHMENT A: TWO-YEAR ACTION PLAN + GRAPHIC SUMMARY THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti -Displacement Strategy 70 TWO-YEAR ACTION PLAN Key Steps Toward Implementing Salt Lake City’s Anti-Displacement Strategy Implementation of Thriving in Place will require staff time, increased and redirected investment, new forms of partnership, nimbleness, hard work, and persistence. Adoption of the strategy isn’t the end of the work, it is the beginning. Form Action Teams There’s a lot to do, and it can’t all happen at once—even for the near-term priorities. Critical first steps toward effective implementation include: u Form the City Implementation Team (5A) and ensure it is adequately staffed and resourced. Create the team in conjunction with the plan’s adoption. It will be the main coordinating body for implementation of Thriving in Place, and will form the action teams listed below, bringing in additional partners as necessary. This team will also update and refine the action plan and overall strategy as necessary in response to new information and emerging challenges. u Organize Action Teams of Key Staff and Partners to lead groupings of near- term priorities. See “Commit Needed Resources” for specific resource needs to support the teams’ work. Actions highlighted in bold are part of the package of actions to replace the Housing Loss Mitigation Ordinance. TENANT SUPPORT TEAM This team will lead the near-term priorities focused on better supporting tenants facing displacement: § Develop Tenant Relocation Assistance Program (1A) § Adopt a Displaced Tenants Preference Policy (1B) § Improve / Expand Tenant Resources and Services (1C) § Create the Tenant Resource Center and Navigation Service (1D) AFFORDABLE HOUSING DEVELOPMENT TEAM This team will expand affordable housing opportunities through City investments and partnerships: § Help Tenants Become Owners (1E) § Acquire and Rehabilitate Unsubsidized Housing (2B) § Invest in Community Land Trust Models (2C) § Make ADUs Easier and Less Expensive (3B) § Utilize Publicly Owned Property (3D) ANTI-DISPLACEMENT POLICY TEAM This team will put in place the tools to track progress and policies to incentivize preservation and creation of affordable housing: § Adopt a Community Benefit Policy (2A) § Adopt the Affordable Housing Incentives Policy (3A). § Define Indicators to Track Displacement and Develop Data Systems to Track Progress (4B) Commit Resources Some priorities can be advanced by repurposing existing resources, but more investment will be needed. Exact figures will be determined through the budget process. Here is an overview of where resources will be needed in the near term: u Partnership staff and resources for the the City Implementation Team (5A), Regional Anti-Displacement Coalition (5B) and Community Partnership (5C). u Consultant support to develop the data and reporting mechanisms for tracking progress (4B), complete the in-lieu fee study for the Community Benefit Policy (2B), and support implementation of the Affordable Housing Incentives Policy. u Tenant support funding for Tenant Relocation Assistance (1A) and expanded services (1C, 1D). u Development funding to increase near-term investment in affordable housing, including acquisition/rehab (2B), helping tenants become owners (1E), and Community Land Trusts (2C). These areas of investment will be the primary focus for developing new funding sources (4A). Prioritize Partnership Thriving in Place was developed in partnership with those who are experiencing and working daily to counter the impacts of displacement in the community. Successful action will require continued investment of time and resources in those partnerships as well as continued listening, collective problem solving, and relationship building. u Work with partners to create a Regional Anti-Displacement Coalition (5B) and identify key priorities that the group can work on together in addition to serving as a sounding board for City-led actions and platform for regional collaboration. This will require staff time and budget. u Organize and launch the Community Partnership (5C) with key representatives from the Westside, Ballpark, Central City and Liberty Wells neighborhoods. This will require a staff lead as well as set-aside funds to support action on community-defined priorities in addition to coordinating on City-led initiat GUIDING PRINCIPLES: prioritize tenant protections / partner with those most impacted / increase housing everywhere / focus on affordability / build an eco-system for action The table at left identifies the lead, resource needs, and timing for each near- term action priority. For resource needs: $ = less than $200k $$ = $200k - $1m $$$ = $1m - $5m $$$$ = more than $5m THRIVING IN PLACE SALT LAKE CITY Salt Lake City’s Anti-Displacement Strategy 71 Exhibit D Public Comments Received During 45-Day Comment Period and Public Hearing 26 June 2023 RE: Thriving in Place Proposal – ELPCO Response Dear Chair and Members of the Planning Commission, We write on behalf of our residents as members of the East Liberty Park Community Organization Land Use Committee (ELPCO LUC) in response to the Thriving In Place (TIP) proposal. We were grateful to have the opportunity to hear from Susan Lundmark about the proposal and ask questions at our May meeting. We appreciate the deep complexities surrounding displacement and are ourselves committed to improved and equitable housing. To that end, we see great promise in the ethos behind Thriving In Place but remain concerned regarding immediate impact for the most vulnerable and potential for further displacement in the short term. ELPCO is excited by number of the city’s proposals held in TIP. Community land trusts (2C), displaced tenant preference (1B), and programs to help tenants become owners (1E) provide innovative long-term strategies that do a great deal to address future displacement. These proposals help place displaced persons at the center of anti-displacement efforts and ELPCO commends the city for that human-centered approach. We also deeply support the work of TIP to provide initial support of $5000 to those displaced through the development of Tenant Relocation Assistance. That is a significant improvement and can serve as a necessary transition fund for those who are forced to move. However, ELPCO has some concerns about the fund’s long-term viability. With rents as they currently stand that cushion may only provide first month’s rent and a deposit at a new location for a displaced person and not provide support for , nor address, the potentially increased monthly payments at their new location. As the TIP proposal states, there are no “more affordable” places for people to move thereby effectively guaranteeing an increase in rent to the displaced person(s) or family and thus increasing long-term displacement (TIP Proposal 11). In addition, this fund is reliant on its ability to be refilled to continue to serve displaced persons which is by no means guaranteed, and, depending on use, it could be depleted before the current need was met let alone future need. An additional concern held by ELPCO LUC is that for development s not owned by the city there are no requirements for affordable housing. While ELPCO LUC recognizes the constraints placed on the city regarding private developments due to “existing state laws that prohibit or limit potential local processes and actions” (TIP Proposal 66), the desire to build tenant navigation services and to provide priority to displaced tenants (sections 1C and 1B) only work if there are more affordable units built immediately for them to move into; more/continuous development without purposeful and mandated affordable housing simply increases displacement. One avenue the ELPCO LUC would suggest investigating in order to address this gap in TIP is adaptive reuse and building affordable housing into adaptive reuse projects in order for them to receive approval, expanding on the ideas highlighted in 2A and aligning with the plans in 2B. While we recognize that adding affordable housing criteria to adaptive reuse may impact developers willingness to engage in reuse over demolition, ELPCO LUC supports further investigation and exploration ELPCO (East Liberty Park Community Organization) elpcoslc@gmail.com www.facebook/com/ELPCO of this as a potential avenue due to its potential for faster housing availability and an opportunity for the city to mandate a percentage go to affordable housing jumpstarting the relocation of displaced residents. Finally, the expansion of access to ADU permits and RMF 30 changes promoted in 3B and 3C of TIP are exciting possibilities, however ELPCO LUC is concerned about how those ADUs and more diverse housing units would be monitored to make sure they were utilized for housing, rather than short-term rentals. As it stands ELPCO is suffering under a vast number of short-term rentals which adversely effect the full-time housing market and increase displacement. The opportunity to expand ADU permitting and RMF 30 zoning and increase lower cost housing in neighborhoods like ELPCO is necessary, but the ELPCO LUC remains concerned that enforcement remains a major hurdle and without expansion in oversight and monitoring could in fact reduplicate the negative outcomes already felt in ELPCO and further displace residents. Again, we commend the city for critically engaging in the pursuit of affordable housing and are excited by the steps TIP takes to improve the current situation, the plan is multi-faceted and inventive, and we appreciate the human-centered approach. We also hope to see more immediate and creative solutions that help improve the lives of our currently displaced neighbors and to actively prevent displacement or provide alternate housing options to those on the precipice of displacement. Sincerely, East Liberty Park Community Organization – Land Use Committee: Kristina Robb – ELPCO Chair Jeanette Young – ELPCO Secretary Jeff Larsen – ELPCO Land Use Chair Marshall Bailie – ELPCO Land Use Sustainability Coordinator Judi Short – ELPCO Land Use Advisor Alicia Cunningham-Bryant – ELPCO Land Use Committee Member About ELPCO ELPCO is the East Liberty Park Community Organization—a local, city-sanctioned community organization that represents the residents and businesses in the East Liberty Park area of Salt Lake City. The area covered by ELPCO is defined by the boundaries of 700 E to 1300 E and 800 S to 1700 S. ELPCO meets online via Zoom on the fourth Thursday of every month starting at 7:00 p.m. and live- streams its meetings on our Facebook page at www.facebook/com/ELPCO 7/20/23, 12:16 PM (EXTERNAL) Just an older citizen - Matthes, Ruedigar - Outlook about:blank 1/1 (EXTERNAL) Just an older citizen Tess Karen Leiker <tess_lovecpa@yahoo.com> Fri 6/2/2023 9:54 PM To:Thriving In Place <ThrivingInPlace@slcgov.com> Caution: This is an external email. Please be cautious when clicking links or opening attachments. Hello, I see you have a thriving in place plan. Are you going to address how the elderly, who aren’t at poverty level incomes, are going to be able to stay in our homes? You’ve increased the taxes on my house 2 times in the last three years. I’m 65. I live off of social security. It doesn’t matter how much my home is worth to me, I want to stay and not have to leave the only home I’ve ever had. You are forcing me out. Please consider property tax breaks for over 65, that doesn’t require me to be at poverty level. Thanks Karen leiker 1 Matthes, Ruedigar From:cindy cromer <3cinslc@live.com> Sent:Tuesday, July 25, 2023 11:00 PM To:nick norris; john.armstrong@slcgov.com Cc:Thompson, Amy; Matthes, Ruedigar; Lundmark, Susan; Price, Angela Subject:(EXTERNAL) written comment for the PC hearing on Thriving Nick and John-I'm assuming that one of you will attend the PC meeting but have copied Amy in case I'm wrong. Please read the following short comment into the record Wednesday night. I regret that after all of these years, I am sidelined for the hearing. Thanks, cindy c. Members of the Planning Commission- After several years as a cheerleader for this project, I regret being unable to speak in person tonight. For 25 years, I've complained about the City's junk ordinance for housing loss mitigation. Now the sobering data are in. The next steps are critical. We have to implement the recommendations with speed, especially the community benefit program and the shorter-term safety nets for tenants. The consultants and staff have outlined a clear path forward; we must hurry. Some well-deserved kudos: To the team in CAN, to the walk-on-water consultants from out of state, to the members of the working group and the City's interdepartmental team, to the students and faculty at the University of Utah, and to the thousands of people who participated, donating their time to explain how widespread the pain associated with housing is in this community Cindy Cromer, 7/26/23 Caution: This is an external email. Please be cautious when clicking links or opening attachments. What else would you like us to know as we work to finalize the strategy What statement best reflects your perspective about the Draft Thriving in Place Strategy You can explain why in the next openresponse question Please share more information about why you selected your choice for the previous question what is your age optional what is your household income level optional what is your housing situation optional what is your race or ethnicity optional what priorities do not make sense or seem unnecessary what zip code do you live in optional The plan is very detailed, which indicates the SLC government is already planning to move forward with it, so I'm just screaming into the wind. But I'm begging you, read some economic history about what extensive government interventions in the housing market tend to create. The 2008 financial collapse. New York City ever since the 70s. The Bay Area. All of the United States during WWII. They are ideas that come from a place of compassion, from a place of wanting to help people, but that does not mean they work. I do not think the strategy should be adopted. I think we need to move as fast as possible to make up for lost time. We're already in a deep affordability crisis. To fix it we need massive amounts of new supply as quickly as possible. This could be accomplished with the stroke of a pen by upzoning* the entire city. I know the richest and supposedly most progressive areas of the city would never go for that because it would decrease their property values, but that's the real solution, and this proposal doesn't do anything on that front. * Get rid of square foot minimums, R1 becomes R2, make density possible, ADUs by right, etc. Affordable housing, in the sense of non-market rate housing, prevents the market from efficiently reducing prices. It's not terrible, but upzoning the whole city will actually make an enormous difference. Non-market rate housing will not. Again, nothing new here under the sun. Probably just a ploy to get the do- nothing mayor re-elected. Truly a shame. I do not think the strategy should be adopted. There is nothing new to this plan/policy! Remember when Buspiski advertised she was going to "end homelessness"? Billboards all over I15. Same policy/plan. No changes. Start with enforcing the laws! Stopping the flow of drugs into this country! Protecting one people group over another simply cannot provide justice for all.Own Prioritizing one group of people over another. We are all equal under the law. You cannot "prioritize tenant protections" while protecting the rights of those who stay employed and pay their rent, nor the owner of the property. You will drive the responsible person away, harming them with the expense of moving, and the property owner because they lose paying renters.84106 Prioritize people over developers and economy I strongly support the strategy and its proposed actions. It should be adopted and implemented.18 - 21 $0 - $14,999 Rent White n/a 84102 Work with environmental justice I strongly support the strategy and its proposed actions. It should be adopted and implemented.51 - 60 $150,000+Own White N/A 84106 I don’t have a strong feeling about it.41 - 50 $0 - $14,999 Other Black or African American None More outreach I support the strategy, but would like to see some changes. More help for us homeless that are just down on our luck That you have to be mental or old to qualify for housing I strongly support the strategy and its proposed actions. It should be adopted and implemented.Being supportive 31 - 40 $50,000 - $74,999 Rent White 84119 I support the strategy, but would like to see some changes.51 - 60 $25,000 - $49,999 Rent White Stigma Get affordable housing and soon I strongly support the strategy and its proposed actions. It should be adopted and implemented. I live in a motel,so affordable housing is very important for me 51 - 60 $0 - $14,999 Rent White 84116 I support the strategy, but would like to see some changes.61 or older $0 - $14,999 Other White 3b 84119 Tenants should be able they can do more then everyone thinks I strongly support the strategy and its proposed actions. It should be adopted and implemented. It’s the best for the people even if leaders say other wise 31 - 40 Other White None 84119 I strongly support the strategy and its proposed actions. It should be adopted and implemented.31 - 40 $75,000 - $99,999 Rent White People need affordable housing I mean really affordable housing not make three times the rent to be able to get in. I strongly support the strategy and its proposed actions. It should be adopted and implemented.The entire plan is great let’s do it!!!!!41 - 50 $0 - $14,999 Other White None 84104 I feel 90% or more of the solution to homelessness is finding a way to spread out deposit and first months rent… it’s the initial financial burden keeping most of us homeless. I see housing going up all over yet I’ve been on a “list” for 18 months. Why so slow when there are empty units EVERYWHERE?!?I don’t have a strong feeling about it. Does not apply. Thanks, Truth.31 - 40 $0 - $14,999 Other White For me, all.8404 I don’t have a strong feeling about it.41 - 50 $15,000 - $24,999 Other White Tenant’s on a state level 84101 I never had a social worker that actually helped with anything. I strongly support the strategy and its proposed actions. It should be adopted and implemented.41 - 50 $0 - $14,999 Other White Everything seems good 84104 How to get more housing and jobs for homeless I strongly support the strategy and its proposed actions. It should be adopted and implemented.Because I’m homeless 41 - 50 $0 - $14,999 Other Native Hawaiian or Pacific Islander 84119 Keep in mind there are kinds trying to grow up in the same neighborhood as their parents I support the strategy, but would like to see some changes.Homeowner 22 - 30 $25,000 - $49,999 Rent White Less focus on parks More info out to the community n general about your effort I strongly support the strategy and its proposed actions. It should be adopted and implemented.61 or older $25,000 - $49,999 Rent White They all are worhwhle 84124 I strongly support the strategy and its proposed actions. It should be adopted and implemented.31 - 40 $100,000 - $150,000 Rent White Need example of advocacy 84070 N/a I strongly support the strategy and its proposed actions. It should be adopted and implemented.22 - 30 $25,000 - $49,999 Rent Hispanic or Latino (of any race)They are all great priorities.84105 I strongly support the strategy and its proposed actions. It should be adopted and implemented. Make sure there’s not racially motivated. They have high expectations for people of color because they are offering help compared to a white personal they would just give help to. I support the strategy, but would like to see some changes. I think we need more community I put while making the plan.61 or older $50,000 - $74,999 Rent Black or African American No they are all good. Housing is number one 84123 More houses; bigger houses with 5 or 6 bedrooms I strongly support the strategy and its proposed actions. It should be adopted and implemented.41 - 50 $50,000 - $74,999 Rent Black or African American They all seem necessary.84104 I support the strategy, but would like to see some changes. Information that easily accessible and easy to find online or in other places would be great (including what is needed to qualify for affordable housing; if it is for 75% or less AMI how do I find out if I am making 75% or less AMI? Do I need paystubs, birth certificate, or anything?). As a college student, I would qualify for many affordable housing options, but I wouldn't know where those housing areas are or what I'd need to do to get a unit there.22 - 30 $75,000 - $99,999 Rent White 5B and 5C seem unnecessary. They might be helpful, but unsure how.84106 61 or older $100,000 - $150,000 Own White Prioritize more availablity of condominiums and townhomes for sale. I listened on City Cast SL to a person very knowledgable about the renters and home situation in Salt Lake City and he stated that new construction is favoring the building of rentals. Please address the issue of limiting investors buying properties that prevent individuals and families from purchasing their homes.84109 I have lived through the gentrification of several neighborhoods. I unfortunately do not see people staying and thriving. At best we are boxed up under corporate rules. No voice. Always worried about eviction. I support the strategy, but would like to see some changes. I am the Vice-chair of the downtown community council. Westside representative. I am also a lived expert with SLVCEH. I live at Artspace. 5th w. 2nd so. Too many problems to get into. Raising teenage grandson on my own.61 or older $0 - $14,999 Rent 84101 Consider educating city councils all over utah (not just Salt Lake City) to change zoning laws from only allowing single family housing, to slightly lower density for the duplex or triplex size. The “missing middle” is important. Right now the choice is huge multi family dwelling then skips to single family, with nothing in the middle. Changing zoning laws will greatly impact affordable housing. I strongly support the strategy and its proposed actions. It should be adopted and implemented. Educating city council about the “missing middle” need to be included, so zoning changes can be made. Studies are showing, not just utah, but other states also need to make this change. Some states the zoning laws are something like 92% of residential is zoned for single family. It’s classic NIMBY “Not In My Backyard” but if every Neighborhood says this, then where does this affordable option reside. Current duplexes and triplexes are mostly 20-30 years old. Zoning changes have prevented new units to be built -classic supply vs demand also impacts these becoming affordable.41 - 50 $150,000+Own White Nice words, next is action!84042 have resources for people to succeed like daycare, voc reahab etc in place with displacement strategies I support the strategy, but would like to see some changes. Displacement should be avoided and at the end of the plan 41 - 50 $75,000 - $99,999 Own White why are you displacing people first? Have the space to move the displaced people that is within their community.84105 ERIN MENDENHALL Lisa Shaffer Mayor Chief Administrative Officer CITY COUNCIL TRANSMITTAL Date Received: ______________ ________________________ Date Sent to Council: ______________ Lisa Shaffer, Chief Administrative Officer TO: Salt Lake City Council DATE: 8/08/2023 Darin Mano, Chair FROM: Lisa Shaffer, Chief Administrative Officer. SUBJECT: Appointment Recommendation: Lisa Kehoe as the 911 Dispatch Executive Director. STAFF CONTACTS: Lisa Shaffer, Chief Administrative Officer, lisa.shaffer@slcgov.com Alejandro Sanchez, Executive Assistant, alejandro.sanchez@slcgov.com DOCUMENT TYPE: Appointment RECOMMENDATION: Following advice and consent, appoint; Lisa Kehoe – 911 Dispatch Executive Director. BUDGET IMPACT: None. BACKGROUND/DISCUSSION: Brief Biography: Currently, Lisa is filling the position of 911 Dispatch Executive Director, in an acting capacity, demonstrating the competence and set of skills needed to successfully carry her job duties. Lisa is a professional in her field with over 10 years of experience in municipal and private entities, with proven commitment to serve internal and external stakeholder at the highest quality level. We are delighted to include Lisa’s resume for your consent to install her as the 911 Dispatch Executive Director. Attachments: A. Lisa Kehoe Resume P.O. BOX 145474 WWW.SLCMAYOR.COM 451 SOUTH STATE STREET, ROOM 306 TEL 801-535-7704 SALT LAKE CITY, UT 84114-5474 Lisa Shaffer (Aug 8, 2023 16:54 MDT) 08/08/2023 08/08/2023 ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: 6/29/2023 Rachel Otto, Chief of Staff Date Sent to Council: 6/29/2023 TO: Salt Lake City Council DATE 6/29/2023 Darin Mano, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Police Civilian Review Board STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment Recommendation: Police Civilian Review Board RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Elizabeth Hanna member of the Police Civilian Review Board. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 June 29, 2023 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, UT 84114 Dear Council Member Mano, Listed below is my recommendation for the membership appointment for: Police Civilian Review Board Elizabeth Hanna to be appointed for a three year term ending the first Monday in September 2026 and starting from date of City Council advice. I respectfully ask for your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor cc: file ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 CITY COUNCIL TRANSMITTAL ______________________________ Date Received: 7/31/2023 Rachel Otto, Chief of Staff Date Sent to Council: 7/31/2023 TO: Salt Lake City Council DATE 7/31/2023 Darin Mano, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: Transportation Advisory Board STAFF CONTACT: April Patterson April.Patterson@slcgov.com DOCUMENT TYPE: Board Appointment Recommendation: Transportation Advisory Board RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Isaac Astill member of the Transportation Advisory Board. ERIN MENDENHALL Mayor OFFICE OF THE MAYOR P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 WWW.SLCMAYOR.COM TEL 801-535-7704 July 31, 2023 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, UT 84114 Dear Council Member Mano, Listed below is my recommendation for the membership appointment for: Transportation Advisory Board. Isaac Astill to be appointed for a three year term starting from date of City Council advice and consent and ending on September 28, 2026. I respectfully ask for your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor cc: file CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Brian Fullmer Policy Analyst DATE:September 12, 2023 RE: Alley Vacation at Approximately 2167 South 800 East PLNPCM2022-00802 ISSUE AT-A-GLANCE The Council will be briefed about a proposal to vacate an approximately 156.75 foot by 7.3-foot east/west alley segment adjacent to the properties at 801, 809, 815, and 825 East Wilmington Avenue (~2170 South) in Council District Seven as shown in the image below. The remaining section of alley continues to 900 East and a portion of that alley segment is the subject of a separate alley vacation petition being processed at the same time. The subject alley segment has been used for more than 20 years as a driveway for the home at 2167 South 800 East. A gate at the rear of that property blocks the alley making it impassable. Section 14.52.040 Salt Lake City Code outlines the method of disposition of alley property if a petition is approved by the City Council. If abutting properties are zoned for low density residential use, as in this case, the alley is merely vacated, divided in half and the owners are not charged. However, case law determined that when a vacated alley is on the perimeter of a subdivision, title to the entire alley width goes to abutting property owners within the subdivision from which it was created. The subject alley was created from the subdivision in which abutting Wilmington Avenue properties are located. The property at 2167 South 800 East is in a different subdivision and would not receive half the alley property if the vacation request is approved by the Council. That owner is supportive of the alley vacation and signed the petition. He could work with abutting Wilmington Avenue property owners to purchase the alley segment. Such a transaction would be private and not involve the City. Item Schedule: Briefing: September 12, 2023 Set Date: September 19, 2023 Public Hearing: October 17, 2023 Potential Action: November 7, 2023 Page | 2 During City department and division review of the alley vacation petition, the Engineering Division stated it is generally opposed to vacating public ways. No other responding department or division objected to the proposed alley vacation. The Planning Commission reviewed this petition at its February 8, 2o23 meeting and held a public hearing at which one person spoke in support of the proposed alley vacation. An email from the Sugar House Community Council supporting the vacation was also read. The Commission followed Planning staff’s recommendation and voted 10-1 in support of the proposed alley vacation, with a condition that a utility easement is established in place of the existing public alley right-of- way. The Commissioner who voted against the alley vacation stated she prefers to leave the entire alley open for public use. That would require obstructions such as accessory buildings, and temporary blockages partially or completely blocking the alley to be removed. Goal of the briefing: To review the proposed alley closure, address questions Council Members may have and prepare for a public hearing. POLICY QUESTION 1. Does the Council support the Planning Commission’s recommendation to close this alley? Image showing the subject alley vacation request highlighted in yellow. (The abutting alley vacation request is highlighted in orange.) Image courtesy Salt Lake City Planning Division ADDITONAL INFORMATION Alley vacation requests receive three phases of review, as outlined in section 14.52.030 Salt Lake City Code (see pages 5-7 below). Those phases include an administrative determination of completeness; a public hearing, including a recommendation from the Planning Commission; and a public hearing before the City Council. Page | 3 Planning staff identified four key considerations connected to this alley vacation. A short description of each issue is provided below for reference. Please see pages 5-7 of the Planning Commission staff report for full analysis of these issues. Condition 1: Property Owner Consent Section 14.52.030.A.1 Salt Lake City Code requires a minimum of 75% of abutting property owners sign a petition to vacate a City owned alley. All four abutting property owners on Wilmington Avenue signed the petition. As noted above, the abutting property owner at 2167 South 800 East, who would not receive any property as part of the potential vacation, also signed the petition in support of vacating the alley. Condition 2: Master Plan Considerations The Sugar House Master Plan and Plan Salt Lake both support alleyways as contributors to connectivity and the pedestrian orientation in established neighborhoods. However, abutting property owners frequently seek to vacate alleys due to lack of maintenance, access issues, and undesirable activities in the alleys. Condition 3: Existing Alley Conditions The subject alley has not been usable for more than 20 years and effectively exists only on paper. As discussed above the alley segment has been used as a driveway for the property at 2167 South 800 East. There is no access for pedestrians or vehicles, and at 7.3 feet wide, is too narrow for vehicles if it were open. A fence at the rear of the 2167 South 800 East property, and a second fence approximately 70 feet beyond the east block access to the alley. Much of the remaining alley to the east is not used, except for three properties close to 900 East that use it for garage access. Condition 4: Future Public Use of the Alley Future beneficial public alley uses are frequently discussed when considering alley vacations. Such potential uses include active transportation, access to garages and/or accessory dwelling units, and utility access. As discussed above, the subject alley has not been functional for more than 20 years. Wilmington and Commonwealth Avenues are located nearby that allow east/west vehicle and pedestrian traffic, as well as the Sugar House S-Line streetcar and bike and pedestrian greenway which is approximately ½ block from the subject alley. Planning staff found the requested alley vacation request generally aligns with the Sugar House Master Plan and Plan Salt Lake. They and the Planning Commission are supportive of the request. ANALYSIS OF STANDARDS Attachment C (pages 15-17 of the Planning Commission staff report) is an analysis of factors City Code requires the Planning Commission to consider for alley vacations (Sections 14.52.020/.030.B Salt Lake City Code). In addition to the information above, other factors are summarized below. 14.52.020 - The City will not consider disposing of its interest in an alley, in whole or in part, unless it receives a petition in writing which demonstrates that the disposition satisfies at least one of the following policy considerations: A - Lack of Use- The City’s legal interest in the property appears of record or is reflected on an applicable plat; however, it is evident from an on-site inspection that the alley does not physically exist or has been materially blocked in a way that renders it unusable as a public right-of-way. Page | 4 B - Public Safety- The existence of the alley is substantially contributing to crime, unlawful activity or unsafe conditions, public health problems, or blight in the surrounding area. C - Urban Design- The continuation of the alley does not serve as a positive urban design element. D - Community Purpose- The petitioners are proposing to restrict the general public from use of the alley in favor of a community use, such as a neighborhood play area or garden. Planning staff found the requested alley vacation complies with policy considerations A-Lack of Use, and B- Public Safety. A - Lack of Use. In addition to the above-mentioned fences blocking the alley, other fences and an accessory building protrude into the alley. There are also piles of dirt that change the grade height. It is Planning’s opinion that “establishing a public way would require substantial effort and resources with limited payoff. In addition, this portion of the alley narrows to 7.3 feet rather than the typical 13-feet which makes it difficult to for vehicular traffic.” (Planning Commission staff report, page 15.) B - Public Safety. Planning also found the requested alley vacation is consistent with the Public Safety consideration. There have been reported criminal issues and camping along the alley. Planning staff saw evidence of this during a site visit. 14.52.030.B - A positive recommendation from the Planning Commission to the City Council should include an analysis of the following factors: Factor Planning Staff Finding The City Police Department, Fire Department, Transportation Division, and all other relevant City Departments and Divisions have no objection to the proposed disposition of the property; Does not comply. (Engineering generally opposes vacation of public rights-of-way.) The petition meets at least one of the policy considerations stated above; Complies with Considerations A-Lack of Use, and B-Public Safety. The petition must not deny sole access or required off-street parking to any adjacent property; Complies The petition will not result in any property being landlocked; Complies The disposition of the alley property will not result in a use which is otherwise contrary to the policies of the City, including applicable master plans and other adopted statements of policy which address, but which are not limited to, mid-block walkways, pedestrian paths, trails, and alternative transportation uses; Complies No opposing abutting property owner intends to build a garage requiring access from the property, or has made application for a building permit, or if such a permit has been issued, construction has Complies Page | 5 been completed within 12 months of issuance of the building permit; The petition furthers the City preference for disposing of an entire alley, rather than a small segment of it; and Does not comply. (Request is to vacate a portion of the alley.) The alley is not necessary for actual or potential rear access to residences or for accessory uses. Complies PUBLIC PROCESS August 31, 2022 - Petition received by Planning Division. September 20, 2022 - Petition assigned to Diana Martinez, Principal Planner. September-November 2022 - Original applicant was not eligible to make application for the alley vacation request. New application was submitted and process continued. November 22, 2022 - Information about the proposal was sent to the Chairs of the Sugar House Community Council and the Sugar House Land Use Council to solicit public comments and start the 45-day Recognized Organization input and comment period. - Early notification announcement of the proposal sent to all residents and property owners living within 300 feet of the site providing information about the proposal and how to give public input on the project. January 6, 2023 - The 45-day public comment period for Recognized Organizations ended. Formal comments were submitted to staff by the recognized organizations to date related to this proposal. January 26, 2023 - Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the property. February 3, 2023 - Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting of February 8, 2023. Public hearing notice mailed. February 8, 2023 - Planning Commission review and public hearing. The Commission closed the hearing and voted 10-1 to forward a positive recommendation to the City Council. March 21, 2023 - Draft ordinance sent to the Attorney’s Office. April 7, 2023 - Signed ordinance sent to Planning Division from Attorney’s Office. April 27, 2023 - Transmittal received in City Council Office The process for closing or vacating a City-owned alley is outlined in Section 14.52 Salt Lake City Code. 14.52.010: DISPOSITION OF CITY'S PROPERTY INTEREST IN ALLEYS: The city supports the legal disposition of Salt Lake City's real property interests, in whole or in part, with regard to city owned alleys, subject to the substantive and procedural requirements set forth herein. Page | 6 14.52.020: POLICY CONSIDERATIONS FOR CLOSURE, VACATION OR ABANDONMENT OF CITY OWNED ALLEYS: The city will not consider disposing of its interest in an alley, in whole or in part, unless it receives a petition in writing which demonstrates that the disposition satisfies at least one of the following policy considerations: A. Lack Of Use: The city's legal interest in the property appears of record or is reflected on an applicable plat; however, it is evident from an onsite inspection that the alley does not physically exist or has been materially blocked in a way that renders it unusable as a public right of way; B. Public Safety: The existence of the alley is substantially contributing to crime, unlawful activity, unsafe conditions, public health problems, or blight in the surrounding area; C. Urban Design: The continuation of the alley does not serve as a positive urban design element; or D. Community Purpose: The petitioners are proposing to restrict the general public from use of the alley in favor of a community use, such as a neighborhood play area or garden. (Ord. 24-02 § 1, 2002) 14.52.030: PROCESSING PETITIONS: There will be three (3) phases for processing petitions to dispose of city owned alleys under this section. Those phases include an administrative determination of completeness; a public hearing, including a recommendation from the Planning Commission; and a public hearing before the City Council. A. Administrative Determination Of Completeness: The city administration will determine whether or not the petition is complete according to the following requirements: 1. The petition must bear the signatures of no less than seventy five percent (75%) of the neighbors owning property which abuts the subject alley property; 2. The petition must identify which policy considerations discussed above support the petition; 3. The petition must affirm that written notice has been given to all owners of property located in the block or blocks within which the subject alley property is located; 4. A signed statement that the applicant has met with and explained the proposal to the appropriate community organization entitled to receive notice pursuant to title 2, chapter 2.60 of this code; and 5. The appropriate city processing fee shown on the Salt Lake City consolidated fee schedule has been paid. B. Public Hearing and Recommendation From The Planning Commission: Upon receipt of a complete petition, a public hearing shall be scheduled before the planning commission to consider the proposed disposition of the city owned alley property. Following the conclusion of the public hearing, the planning commission shall make a report and recommendation to the city council on the proposed disposition of the subject alley property. A positive recommendation should include an analysis of the following factors: 1. The city police department, fire department, transportation division, and all other relevant city departments and divisions have no reasonable objection to the proposed disposition of the property; Page | 7 2. The petition meets at least one of the policy considerations stated above; 3. Granting the petition will not deny sole access or required off street parking to any property adjacent to the alley; 4. Granting the petition will not result in any property being landlocked; 5. Granting the petition will not result in a use of the alley property which is otherwise contrary to the policies of the city, including applicable master plans and other adopted statements of policy which address, but which are not limited to, mid-block walkways, pedestrian paths, trails, and alternative transportation uses; 6. No opposing abutting property owner intends to build a garage requiring access from the property, or has made application for a building permit, or if such a permit has been issued, construction has been completed within twelve (12) months of issuance of the building permit; 7. The petition furthers the city preference for disposing of an entire alley, rather than a small segment of it; and 8. The alley property is not necessary for actual or potential rear access to residences or for accessory uses. C. Public Hearing Before The City Council: Upon receipt of the report and recommendation from the planning commission, the city council will consider the proposed petition for disposition of the subject alley property. After a public hearing to consider the matter, the city council will make a decision on the proposed petition based upon the factors identified above. (Ord. 58-13, 2013: Ord. 24-11, 2011) 14.52.040: METHOD OF DISPOSITION: If the city council grants the petition, the city owned alley property will be disposed of as follows: A. Low Density Residential Areas: If the alley property abuts properties which are zoned for low density residential use, the alley will merely be vacated. For the purposes of this section, "low density residential use" shall mean properties which are zoned for single-family, duplex or twin home residential uses. B. High Density Residential Properties And Other Nonresidential Properties: If the alley abuts properties which are zoned for high density residential use or other nonresidential uses, the alley will be closed and abandoned, subject to payment to the city of the fair market value of that alley property, based upon the value added to the abutting properties. C. Mixed Zoning: If an alley abuts both low density residential properties and either high density residential properties or nonresidential properties, those portions which abut the low density residential properties shall be vacated, and the remainder shall be closed, abandoned and sold for fair market value. (Ord. 24-02 § 1, 2002) 14.52.050: PETITION FOR REVIEW: Any party aggrieved by the decision of the city council as to the disposition of city owned alley property may file a petition for review of that decision within thirty (30) days after the city council's decision becomes final, in the 3rd district court. City Council // September 12, 2023 BRIEFINGS FOR ALLEY VACATION APPLICATIONS: ~2167 S. 800 E. & ~827 E. WILMINGTON AVE PLNPCM2022-00802 // PLNPCM2023-00225 PLNPCM2022-00802 PLNPCM2022-00802 (Red Line) This is a request to vacate a portion of an alley that runs west to east between 800 and 900 East -within the block north of Wilmington Avenue and south of Commonwealth Avenue. The portion requested to be vacated is 7.3 feet wide by 156.75 feet long and is located at the westmost section of the alley beginning at 800 East. This portion of the alleyway has been used as part of the driveway for 2167 S. 800 E. for over two decades. The width of the alley is only 7.3’ and is not wide enough to accommodate most modern vehicles. It could be wide enough for pedestrians/bikers. REQUEST Salt Lake City // Planning Division The Planning Commission voted 10-1 to send a positive recommendation to the City Council to vacate the portion of the alley with the following condition: •That a utility easement is established in place of the existing public alley right of way. **This condition has been taken care of by the City Attorney’s office- a utility easement is soon to be recorded with the SLCO Recorder’s office. RECOMMENDATION Salt Lake City // Planning Division Salt Lake City // Planning Division PLNPCM2023-00225 PLNPCM2023-00225 (Yellow line) This is a request to vacate a portion of an alley that also runs west to east between 800 and 900 East -within the block north of Wilmington Avenue and south of Commonwealth Avenue. The portion requested to be vacated is 17.3 feet wide by 119 feet long and starts 156.75 feet from the beginning of the alley at 800 East. Unlike the first application, this alley width is 17.3’ wide, which would be wide enough for a vehicle to pass through. Over recent years, this portion of the alleyway has been blocked by dirt that has changed the grade and by fences and protruding accessory buildings that were built within the alley width. The remainder of the alley to the east would remain open. REQUEST Salt Lake City // Planning Division Salt Lake City // Planning Division Salt Lake City // Planning Division The Planning Commission voted 5-2 to send a positive recommendation to the City Council to vacate the portion of the alley. RECOMMENDATION Salt Lake City // Planning Division Salt Lake City // Planning Division ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: April 27, 2023 Darin Mano, Chair FROM: Blake Thomas, Director, Department of Community & Neighborhoods __________________________ SUBJECT: Petition PLNPCM2022-00802 2167 S. 800 E. – Alley Vacation Request STAFF CONTACT: Diana Martinez, Principal Planner (801) 535-7215 or diana.martinez@slcgov.com DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council follow the recommendations of the Planning Commission to approve the alley vacation request. BUDGET IMPACT: None BACKGROUND/DISCUSSION: Denise Vance, the property owner of 815 E. Wilmington Avenue, is requesting an alley vacation for a 7.3-foot by 156.75-foot portion of the alley that runs west to east within the block north of Wilmington Avenue. The alley is located between 800 East and 900 East. The property abutting this alley is zoned R-1/5,000 (Single-Family Residential District) and is located within Council District 7, represented by Amy Fowler. The application request for a partial alley vacation must meet one of four policy considerations to be considered by the City. This application meets the first policy consideration: Lack of Use. The portion requested to be vacated has been used as a driveway for the dwelling at 2167 S. 800 E. for over two decades. It is not passable for pedestrians or bicyclist, since it has been gated by residents and therefore, it renders that section unusable as a public right-of-way. Lisa Shaffer (Apr 27, 2023 16:39 MDT)04/27/2023 04/27/2023 PUBLIC PROCESS: ●Early Notification – o Notification of the proposal was sent to all property owners and tenants located within 300 feet of the subject parcels on November 22, 2022. o Notification of the proposal was sent to Sugar House Community Council on November 22, 2023. The Community Council supported the petition. ●Planning Commission Meeting – On February 8, 2023, the Planning Commission held a public hearing regarding the proposed zoning map amendment. The Planning Commission voted 10-1 to forward a favorable recommendation to the City Council for decision. PLANNING RECORDS: a) PC Agenda of February 8, 2023 (Click to Access ) b) PC Minutes of February 8, 2023 (Click to Access) c) PC Staff Report of February 8, 2023 (Click to Access ) EXHIBITS: 1.PROJECT CHRONOLOGY 2.NOTICE OF CITY COUNCIL HEARING 3.ORIGINAL PETITION 4.MAILING LIST TABLE OF CONTENTS 1. PROJECT CHRONOLOGY 2. NOTICE OF CITY COUNCIL HEARING 3. REVISED PETITION 4. MAILING LIST 5. ORDINANCE 1.PROJECT CHRONOLOGY PROJECT CHRONOLOGY Petition: PLNPCM2022-00802 – approximately 2167 S. 800 E. Alley Vacation Request August 31, 2022 Petition for the alley vacation was received by the Salt Lake City Planning Division. September 20, 2022 Petition assigned to Diana Martinez, Principal Planner, for staff analysis and processing. Sept-Nov, 2022 Request application modified. Original applicant was not eligible to make application for the alley vacation request. New application submitted and process continued. November 22, 2022 Information about the proposal was sent to the Chairs of the Sugar House Community Council and the Sugar House Land Use Council. To solicit public comments and start the 45-day Recognized Organization input and comment period. November 22, 2022 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. January 6, 2023 The 45-day public comment period for Recognized Organizations ended. Formal comments were submitted to staff by the recognized organizations to date related to this proposal. January 26, 2023 Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the property. February 3, 2023 Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting of February 8, 2023. Public hearing notice mailed. February 8, 2023 The Planning Commission held a Public Hearing February 8, 2023. By a majority vote of 10-1 , the Planning Commission forwarded a favorable recommendation to City Council for the proposed alley vacation. 2. NOTICE OF CITY COUNCIL HEARING NOTICE OF CITY COUNCIL HEARING The Salt Lake City Council is considering Petition PLNPCM2022-00802 – Denise Vance, the property owner of 815 E. Wilmington Avenue, is requesting an alley vacation for a 7.3-foot by 156.75-foot portion of the alley that runs west to east within the block north of Wilmington Avenue. The alley is located between 800 East and 900 East. The property abutting this alley is zoned R- 1/5,000 (Single-Family Residential District) and is located within Council District 7, represented by Amy Fowler. (Staff contact: Diana Martinez at 801-535-7215 or diana.martinez@slcgov.com) 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: TIME: 7:00 pm PLACE: 451 South State Street, Room 326, Salt Lake City, Utah ** This meeting will be held in-person, 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, please visit www.slc.gov/council. Comments may also be provided by calling the 24-Hour comment line at (801) 535-7654 or sending an email to council.comments@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 Diana Martinez at 801-535-7215 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, or via e-mail at diana.martinez@slcgov.com. The application details can be accessed at https://citizenportal.slcgov.com/, by selecting the “planning” tab and entering the petition number PLNPCM2022-00802. People with disabilities may make requests for reasonable accommodation, which may include aids and services. Please make requests at least advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay service 711. 3. REVISED PETITION 4. MAILING LIST 5. ORDINANCE SALT LAKE CITY ORDINANCE No. ________ of 2023 (Vacating a portion of city-owned alley situated adjacent to properties located at 801 East, 809 East, 815 East, and 825 East Wilmington Avenue) An ordinance vacating a portion of an unnamed, city-owned alley adjacent to properties located at 801 East, 809 East, 815 East, and 825 East Wilmington Avenue, pursuant to Petition No. PLNPCM2022-00802. WHEREAS, the Salt Lake City Planning Commission held a public hearing on February 8, 2023 to consider a request made by Denise Vance (“Applicants”) (Petition No. PLNPCM2022-00802) to vacate a portion of an unnamed, city-owned alley adjacent to properties located at 801 East, 809 East, 815 East, and 825 East Wilmington Avenue; and WHEREAS, at its February 8, 2023 meeting, the planning commission voted in favor of forwarding a positive recommendation on said petition to the Salt Lake City Council; and WHEREAS, the portion of alley that is the subject of this petition was dedicated to public use in the Forest Dale Addition Blocks 19 & 20 Subdivision plat, recorded in 1907, and is situated on the northern perimeter of that subdivision; and WHEREAS, the general rule prescribed by Utah Code Section 72-5-105 is that abutting owners on each side of a vacated right-of-way vest with title to half of the width of the vacated right-of-way, however, as explained in Fries v. Martin, 154 P.3d 184 (Utah Ct. App. 2006), when a vacated right-of-way is situated on the perimeter of a subdivision, title to the entire width of that right-of-way vests only in the abutting property owners within the subdivision; and WHEREAS, the City Council finds after holding a public hearing on this matter, that there is good cause for the vacation of the alley and neither the public interest nor any person will be materially injured by the proposed vacation. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Vacating City-Owned Alley. That an unnamed, city-owned alley adjacent to properties located at 801 East, 809 East, 815 East, and 825 East Wilmington Avenue, which is the subject of Petition No. PLNPCM2022-00802, and which is more particularly described on Exhibit “A” attached hereto, hereby is, vacated and declared not presently necessary or available for public use. SECTION 2. Reservations and Disclaimers. The above vacation is expressly made subject to all existing rights-of-way and easements of all public utilities of any and every description now located on and under or over the confines of this property, and also subject to the rights of entry thereon for the purposes of maintaining, altering, repairing, removing or rerouting said utilities, including the city’s water and sewer facilities. Said closure is also subject to any existing rights-of-way or easements of private third parties. SECTION 3. Effective Date. This Ordinance shall become effective on the date of its first publication and shall be recorded with the Salt Lake County Recorder. Passed by the City Council of Salt Lake City, Utah this _______ day of ______________, 2023. ______________________________ CHAIRPERSON ATTEST: ______________________________ CITY RECORDER Transmitted to Mayor on _______________________. Mayor's Action: _______Approved. _______Vetoed. ______________________________ MAYOR ______________________________ CITY RECORDER (SEAL) Bill No. ________ of 2023 Published: ______________. Ordinance vacating alley adjacent to 2167 S 800 E APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:__________________________________ By: ___________________________________ Paul C. Nielson, Senior City Attorney April 7, 2023 EXHIBIT “A” Legal description of the portion of unnamed, city-owned alley to be vacated: Beginning at the NW corner of Lot 28, Block 20, Forest Dale subdivision and running thence North 7.3 ft. to the north line of an alleyway; thence East 156.75 ft.; thence South 7.3 ft.; thence West 156.75 ft. to the point of the beginning. CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Brian Fullmer Policy Analyst DATE:September 12, 2023 RE: Alley Vacation Located North of 827 East Wilmington Avenue PLNPCM2023-000225 ISSUE AT-A-GLANCE The Council will be briefed about a proposal to vacate an approximately 119 foot by 17.3-foot east/west alley segment adjacent to the properties at 825, 827, and 829 East Wilmington Avenue (~2170 South), and 820, 826, and 830 East Elm Avenue (~2150 South) in Council District Seven as shown in the image below. A segment of the alley between 800 East and the western edge of this alley segment is the subject of a separate alley vacation petition being processed at the same time. The remaining section of alley continues to 900 East and is not included in either current alley vacation request. This alley is located approximately ½ block north of the S-Line streetcar and bike and pedestrian greenway. The subject alley segment was blocked by a fence behind the petitioner’s property at 827 East Wilmington Avenue which has been removed. Fences and structures at other abutting properties partially block the alley. This along with grade changes in the alley makes it impassable by vehicles. It is worth noting that some properties closer to 900 East (not part of either current alley vacation request) use that alley segment for garage access. Vehicle access to those properties would not be impacted if the current alley vacation request(s) are approved by the City Council. Section 14.52.040 Salt Lake City Code outlines the method of disposition of alley property if a petition is approved by the City Council. If abutting properties are zoned for low density residential use, as in this case, the alley is merely vacated, divided in half and the owners are not charged. When a vacated alley is on the boundary of two subdivisions, title to the entire alley width goes to abutting property owners within the subdivision from which it was created. A portion of the subject alley was created from the subdivision in which the Wilmington Avenue properties are located. Another portion was Item Schedule: Briefing: September 12, 2023 Set Date: September 19, 2023 Public Hearing: October 17, 2023 Potential Action: November 7, 2023 Page | 2 dedicated from previous property owners on Elm Avenue to the Town of Forest Dale (which was later absorbed into Salt Lake City). Property owners on Elm Avenue are not in a subdivision. Planning staff asked the City Attorney’s Office how the alley property would be divided, and it was determined the alley would be divided between abutting Wilmington Avenue and Elm Avenue property owners should the City Council adopt the alley vacation ordinance. Image showing the subject alley vacation request highlighted in orange. (The abutting alley vacation request is highlighted in yellow.) Image Courtesy of Salt Lake City Planning Division. During City department and division review of the alley vacation petition, the Engineering Division stated it is generally opposed to vacating public ways. No other responding department or division objected to the proposed alley vacation. The Planning Commission reviewed this petition during its June 28, 2o23 meeting and held a public hearing at which no one spoke. The Commission followed Planning staff’s recommendation and voted 5-2 to forward a positive recommendation to the Council for the proposed alley vacation. Commissioners who were opposed noted contrary to City preference the entire alley isn’t being vacated, encroachments into the alley should not be used as justification for lack of use, and vacating would restrict residents’ future use of the alley. Goal of the briefing: To review the proposed alley closure, address questions Council Members may have and prepare for a public hearing. POLICY QUESTIONS 1. Does the Council support the Planning Commission’s recommendation to close this alley? 2. If approved, is the Council supportive of dividing the alley property between abutting residents on Wilmington and Elm Avenues? Page | 3 ADDITONAL INFORMATION Alley vacation requests receive three phases of review, as outlined in section 14.52.030 Salt Lake City Code (see pages 6-7 below). Those phases include an administrative determination of completeness; a public hearing, including a recommendation from the Planning Commission; and a public hearing before the City Council. Planning staff identified three key considerations connected to this alley vacation. A short description of each issue is provided below for reference. Please see pages 5-6 of the Planning Commission staff report for full analysis of these issues. Condition 1: Property Owner Consent Section 14.52.030.A.1 Salt Lake City Code requires a minimum of 75% of abutting property owners sign a petition to vacate a City owned alley. All six abutting property owners abutting this section of the alley signed the petition. Condition 2: Policy Considerations Planning staff found the requested alley vacation satisfies policy consideration A-Lack of Use as outlined in Section 14.52.020 Salt Lake City Code and discussed in the analysis of standards section below. Condition 3: Master Plan Considerations The Sugar House Master Plan and Plan Salt Lake both support alleyways as contributors to connectivity and the pedestrian orientation in established neighborhoods. However, abutting property owners frequently seek to vacate alleys due to lack of maintenance, access issues, and undesirable activities in the alleys. Planning staff found the requested alley vacation request generally aligns with the Sugar House Master Plan and Plan Salt Lake. They and the Planning Commission are supportive of the request. ANALYSIS OF STANDARDS Attachment C (pages 11-13 of the Planning Commission staff report) is an analysis of factors City Code requires the Planning Commission to consider for alley vacations (Sections 14.52.020/.030.B Salt Lake City Code). In addition to the information above, other factors are summarized below. 14.52.020 - The City will not consider disposing of its interest in an alley, in whole or in part, unless it receives a petition in writing which demonstrates that the disposition satisfies at least one of the following policy considerations: A - Lack of Use- The City’s legal interest in the property appears of record or is reflected on an applicable plat; however, it is evident from an on-site inspection that the alley does not physically exist or has been materially blocked in a way that renders it unusable as a public right-of-way. B - Public Safety- The existence of the alley is substantially contributing to crime, unlawful activity or unsafe conditions, public health problems, or blight in the surrounding area. C - Urban Design- The continuation of the alley does not serve as a positive urban design element. D - Community Purpose- The petitioners are proposing to restrict the general public from use of the alley in favor of a community use, such as a neighborhood play area or garden. Planning staff found the requested alley vacation complies with policy considerations A-Lack of Use. Page | 4 A - Lack of Use. It is Planning’s opinion that “the alley has not been used as a public right of way for a long time, and significant encroachments now make it impassable to vehicles and pedestrians. Establishing the right-of- way under existing conditions would require substantial effort and resources with limited payoff” (Planning Commission staff report, page 11.) 14.52.030.B - A positive recommendation from the Planning Commission to the City Council should include an analysis of the following factors: Factor Planning Staff Finding The City Police Department, Fire Department, Transportation Division, and all other relevant City Departments and Divisions have no objection to the proposed disposition of the property; Does not comply (Engineering generally opposes vacation of public rights-of-way.) The petition meets at least one of the policy considerations stated above; Complies with Consideration A-Lack of Use. The petition must not deny sole access or required off-street parking to any adjacent property; Complies The petition will not result in any property being landlocked; Complies The disposition of the alley property will not result in a use which is otherwise contrary to the policies of the City, including applicable master plans and other adopted statements of policy which address, but which are not limited to, mid-block walkways, pedestrian paths, trails, and alternative transportation uses; Complies No opposing abutting property owner intends to build a garage requiring access from the property, or has made application for a building permit, or if such a permit has been issued, construction has been completed within 12 months of issuance of the building permit; Complies The petition furthers the City’s preference for disposing of an entire alley, rather than a small segment of it; and Does not comply (Request is to vacate a portion of the alley.) The alley is not necessary for actual or potential rear access to residences or for accessory uses. Complies PUBLIC PROCESS March 27, 2023 - Petition received by Planning Division and assigned to Diana Martinez, Principal Planner. Page | 5 April 3, 2023 - Information about the proposal was sent to the Chair of the Sugar House Community Council to solicit public comments and start the 45-day Recognized Organization input and comment period. -Planning 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. May 15, 2023 - The 45-day public comment period for Recognized Organizations ended. Formal comments were submitted to staff by the recognized organizations to date related to this proposal. June 15, 2023 - Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the property. June 23, 2023 - Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting of June 28, 2023. Public hearing notice mailed. June 28, 2023 - Planning Commission review and public hearing. The Commission closed the hearing and voted 5-2 to forward a positive recommendation to the City Council. July 7, 2023 - Draft ordinance sent to the Attorney’s Office. July 18, 2023 - Signed ordinance sent to Planning Division from Attorney’s Office. August 8, 2023 - Transmittal received in City Council Office The process for closing or vacating a City-owned alley is outlined in Section 14.52 Salt Lake City Code. 14.52.010: DISPOSITION OF CITY'S PROPERTY INTEREST IN ALLEYS: The city supports the legal disposition of Salt Lake City's real property interests, in whole or in part, with regard to city owned alleys, subject to the substantive and procedural requirements set forth herein. 14.52.020: POLICY CONSIDERATIONS FOR CLOSURE, VACATION OR ABANDONMENT OF CITY OWNED ALLEYS: The city will not consider disposing of its interest in an alley, in whole or in part, unless it receives a petition in writing which demonstrates that the disposition satisfies at least one of the following policy considerations: A. Lack Of Use: The city's legal interest in the property appears of record or is reflected on an applicable plat; however, it is evident from an onsite inspection that the alley does not physically exist or has been materially blocked in a way that renders it unusable as a public right of way; B. Public Safety: The existence of the alley is substantially contributing to crime, unlawful activity, unsafe conditions, public health problems, or blight in the surrounding area; C. Urban Design: The continuation of the alley does not serve as a positive urban design element; or Page | 6 D. Community Purpose: The petitioners are proposing to restrict the general public from use of the alley in favor of a community use, such as a neighborhood play area or garden. (Ord. 24-02 § 1, 2002) 14.52.030: PROCESSING PETITIONS: There will be three (3) phases for processing petitions to dispose of city owned alleys under this section. Those phases include an administrative determination of completeness; a public hearing, including a recommendation from the Planning Commission; and a public hearing before the City Council. A. Administrative Determination Of Completeness: The city administration will determine whether or not the petition is complete according to the following requirements: 1. The petition must bear the signatures of no less than seventy five percent (75%) of the neighbors owning property which abuts the subject alley property; 2. The petition must identify which policy considerations discussed above support the petition; 3. The petition must affirm that written notice has been given to all owners of property located in the block or blocks within which the subject alley property is located; 4. A signed statement that the applicant has met with and explained the proposal to the appropriate community organization entitled to receive notice pursuant to title 2, chapter 2.60 of this code; and 5. The appropriate city processing fee shown on the Salt Lake City consolidated fee schedule has been paid. B. Public Hearing and Recommendation From The Planning Commission: Upon receipt of a complete petition, a public hearing shall be scheduled before the planning commission to consider the proposed disposition of the city owned alley property. Following the conclusion of the public hearing, the planning commission shall make a report and recommendation to the city council on the proposed disposition of the subject alley property. A positive recommendation should include an analysis of the following factors: 1. The city police department, fire department, transportation division, and all other relevant city departments and divisions have no reasonable objection to the proposed disposition of the property; 2. The petition meets at least one of the policy considerations stated above; 3. Granting the petition will not deny sole access or required off street parking to any property adjacent to the alley; 4. Granting the petition will not result in any property being landlocked; 5. Granting the petition will not result in a use of the alley property which is otherwise contrary to the policies of the city, including applicable master plans and other adopted statements of policy which address, but which are not limited to, mid-block walkways, pedestrian paths, trails, and alternative transportation uses; 6. No opposing abutting property owner intends to build a garage requiring access from the property, or has made application for a building permit, or if such a permit has been issued, construction has been completed within twelve (12) months of issuance of the building permit; Page | 7 7. The petition furthers the city preference for disposing of an entire alley, rather than a small segment of it; and 8. The alley property is not necessary for actual or potential rear access to residences or for accessory uses. C. Public Hearing Before The City Council: Upon receipt of the report and recommendation from the planning commission, the city council will consider the proposed petition for disposition of the subject alley property. After a public hearing to consider the matter, the city council will make a decision on the proposed petition based upon the factors identified above. (Ord. 58-13, 2013: Ord. 24-11, 2011) 14.52.040: METHOD OF DISPOSITION: If the city council grants the petition, the city owned alley property will be disposed of as follows: A. Low Density Residential Areas: If the alley property abuts properties which are zoned for low density residential use, the alley will merely be vacated. For the purposes of this section, "low density residential use" shall mean properties which are zoned for single-family, duplex or twin home residential uses. B. High Density Residential Properties And Other Nonresidential Properties: If the alley abuts properties which are zoned for high density residential use or other nonresidential uses, the alley will be closed and abandoned, subject to payment to the city of the fair market value of that alley property, based upon the value added to the abutting properties. C. Mixed Zoning: If an alley abuts both low density residential properties and either high density residential properties or nonresidential properties, those portions which abut the low density residential properties shall be vacated, and the remainder shall be closed, abandoned and sold for fair market value. (Ord. 24-02 § 1, 2002) 14.52.050: PETITION FOR REVIEW: Any party aggrieved by the decision of the city council as to the disposition of city owned alley property may file a petition for review of that decision within thirty (30) days after the city council's decision becomes final, in the 3rd district court. City Council // September 12, 2023 BRIEFINGS FOR ALLEY VACATION APPLICATIONS: ~2167 S. 800 E. & ~827 E. WILMINGTON AVE PLNPCM2022-00802 // PLNPCM2023-00225 PLNPCM2022-00802 PLNPCM2022-00802 (Red Line) This is a request to vacate a portion of an alley that runs west to east between 800 and 900 East -within the block north of Wilmington Avenue and south of Commonwealth Avenue. The portion requested to be vacated is 7.3 feet wide by 156.75 feet long and is located at the westmost section of the alley beginning at 800 East. This portion of the alleyway has been used as part of the driveway for 2167 S. 800 E. for over two decades. The width of the alley is only 7.3’ and is not wide enough to accommodate most modern vehicles. It could be wide enough for pedestrians/bikers. REQUEST Salt Lake City // Planning Division The Planning Commission voted 10-1 to send a positive recommendation to the City Council to vacate the portion of the alley with the following condition: •That a utility easement is established in place of the existing public alley right of way. **This condition has been taken care of by the City Attorney’s office- a utility easement is soon to be recorded with the SLCO Recorder’s office. RECOMMENDATION Salt Lake City // Planning Division Salt Lake City // Planning Division PLNPCM2023-00225 PLNPCM2023-00225 (Yellow line) This is a request to vacate a portion of an alley that also runs west to east between 800 and 900 East -within the block north of Wilmington Avenue and south of Commonwealth Avenue. The portion requested to be vacated is 17.3 feet wide by 119 feet long and starts 156.75 feet from the beginning of the alley at 800 East. Unlike the first application, this alley width is 17.3’ wide, which would be wide enough for a vehicle to pass through. Over recent years, this portion of the alleyway has been blocked by dirt that has changed the grade and by fences and protruding accessory buildings that were built within the alley width. The remainder of the alley to the east would remain open. REQUEST Salt Lake City // Planning Division Salt Lake City // Planning Division Salt Lake City // Planning Division The Planning Commission voted 5-2 to send a positive recommendation to the City Council to vacate the portion of the alley. RECOMMENDATION Salt Lake City // Planning Division Salt Lake City // Planning Division ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV P.O. BOX 145486, SALT LAKE CITY, UTAH 84114-5486 TEL 801.535.6230 FAX 801.535.6005 CITY COUNCIL TRANSMITTAL ________________________ Date Received: _________________ Lisa Shaffer, Chief Administrative Officer Date sent to Council: _________________ ______________________________________________________________________________ TO: Salt Lake City Council DATE: August 7, 2023 Darin Mano, Chair FROM: Blake Thomas, Director, Department of Community & Neighborhoods __________________________ SUBJECT: Petition PLNPCM2023-00225 Approximate location -north of 827 S. Wilmington Ave. - Alley Vacation Request STAFF CONTACT: Diana Martinez, Senior Planner (801) 535-7215 or diana.martinez@slcgov.com DOCUMENT TYPE: Ordinance RECOMMENDATION: The City Council follows the recommendation of the Planning Commission to approve the Alley Vacation request. BUDGET IMPACT: None BACKGROUND/DISCUSSION: Russell Bollow is requesting approval for an alley vacation, located north of 827 E. Wilmington Ave, to vacate (or to give up public ownership of) a portion of a public alley approximately 17.3 feet by 119 feet, starting at a point 156.75 ft from 800 East. If approved, this section of the alley would be divided and given to the property owners abutting the area of the alley vacated. This requested portion of the alley being asked for vacation is an extension of a portion requested to be vacated in a prior application -PLNPCM2022-00802 (shown in yellow in the aerial below). The previous application came before the Planning Commission on February 8th, 2023, and a favorable recommendation to be sent to the City Council was voted on 10-1. This new portion, being requested to be vacated, has been blocked with a fence at the backside of the applicant’s property, is not used as a public right-of-way, and is impassable to travel. Lisa Shaffer (Aug 8, 2023 16:35 MDT)08/08/2023 08/08/2023 The remaining portion, not included in this vacation request, is used as a public right-of-way, and there are a few properties that use it as an access point to their properties and garages from the alleyway. Therefore, these properties would not be impacted by this proposed alley vacation. As shown in the previous application PLNPCM2022-00802, the west end of the alleyway has been used as a driveway for the dwelling at 2167 S. 800 E. for multi-decades. Therefore, the alley has only been used partially between 800 East to 900 East. This new portion of the alley has also been blocked off by added fencing and soil, which has increased the grade of the alleyway. Alley Vacation requests must fulfill one of four policy considerations in section 14.52.020 of the City Code: Lack of Use, Public Safety, Urban Design, or Community Purpose. Requests are also reviewed against the factors found in 14.52.030.B. Staff’s analysis of the policy considerations, shows that the standards are met by vacating this portion of the alleyway, which would not create detrimental impacts on abutting properties. PUBLIC PROCESS: ● Early Notification – o Notification of the proposal was sent to all property owners and tenants located within 300 feet of the subject parcels on April 3, 2023. o Notification of the proposal was sent to the Sugar House Community Council on April 3, 2023. A letter in support of the alley vacation was received from the Community Council on April 21, 2023. ● Planning Commission Meeting – On June 28, 2023, the Planning Commission held a public hearing regarding the proposed zoning map amendment. The Planning Commission voted 5-2 to forward a favorable recommendation to the City Council for decision. PLANNING RECORDS: a) PC Agenda of June 28, 2023 (Click to access) b) PC Minutes of June 28, 2023 (Click to access c) PC Staff Report of June 28, 2023 (Click to access) EXHIBITS: 1. PROJECT CHRONOLOGY 2. NOTICE OF CITY COUNCIL HEARING 3. ORIGINAL PETITION 4. MAILING LIST TABLE OF CONTENTS 1. PROJECT CHRONOLOGY 2. NOTICE OF CITY COUNCIL HEARING 3. ORIGINAL PETITION 4. MAILING LIST 5. ORDINANCE 1. PROJECT CHRONOLOGY PROJECT CHRONOLOGY Petition: PLNPCM2023-00225 – Located north of 827 E. Wilmington Ave. Alley Vacation Request March 27, 2023 Petition for the alley vacation application received by the Salt Lake City Planning Division. March 27, 2023 Petition assigned to Diana Martinez, Principal Planner, for staff analysis and processing. April 3, 2023 Information about the proposal was sent to the Chair of the Sugar House Community Council to solicit public comments and start the 45-day Recognized Organization input and comment period. April 3, 2023 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. May 15, 2023 The 45-day public comment period for Recognized Organizations ended. Formal comments were submitted to staff by the recognized organizations to date related to this proposal. June 15, 2023 Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the property. June 23, 2023 Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting of June 28, 2023. Public hearing notice mailed. June 28, 2023 The Planning Commission held a Public Hearing on June 28, 2023. By a vote of 5-2, the Planning Commission forwarded a favorable recommendation to City Council for the proposed alley vacation. 2. NOTICE OF CITY COUNCIL HEARING NOTICE OF CITY COUNCIL HEARING The Salt Lake City Council is considering Petition PLNPCM2023-00225 – Russell Bollow is requesting approval for an alley vacation, located north of 827 E. Wilmington Ave, to vacate (or to give up public ownership of) a portion of a public alley approximately 17.3 feet by 119 feet, starting at a point 156.75 ft from 800 East. If approved, this section of the alley would be divided and given to the property owners abutting the area of the alley vacated. 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: TIME: 7:00 pm PLACE: 451 South State Street, Room 326, Salt Lake City, Utah ** This meeting will be held in-person, 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, please visit www.slc.gov/council. Comments may also be provided by calling the 24- Hour comment line at (801) 535-7654 or sending an email to council.comments@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 Diana Martinez, Senior Planner at 801-535-7215 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, or via e-mail at diana.martinez@slcgov.com. The application details can be accessed at https://citizenportal.slcgov.com/, by selecting the “planning” tab and entering the petition number PLNPCM2023-00225. People with disabilities may make requests for reasonable accommodation, which may include aids and services. Please make requests at least advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, 801-535-7600, or relay service 711. 3. ORIGINAL PETITION 4. MAILING LIST OWN_FULL_NAME OWN_ADDR OWN_CITY OWN_STATE OWN_ZIP AURELIO RUELAS 1015 E ELM AVE SALT LAKE CITY UT 84106 WASATCHRENTALPROPERTIES, LLC 110 MATTERHORN DR PARK CITY UT 84098 A SERIES OF 2172 S 11289 S WYNGATE LN SANDY UT 84092 DANIEL A STEPHENS; MEGAN M STEPHENS (JT) 1156 E BLAINE AVE SALT LAKE CITY UT 84105 TRIBE OF DON LLC 1268 E 10 S LINDON UT 84042 SKH REAL ESTATE INVESTMENTS LLC 1280 FOXCREST CT PARK CITY UT 84098 DALE F BONDARUK 1455 W WASATCH AVE SALT LAKE CITY UT 84104 ELM AVENUE HOME LLC 1680 NAVAJO DR OGDEN UT 84402 Current Occupant 2141 S 800 E Salt Lake City UT 84106 Current Occupant 2147 S 800 E Salt Lake City UT 84106 ELIZABETH M HUELSKAMP 2151 S 800 E SALT LAKE CITY UT 84106 MELISSA L SOUTHWICK 2152 S 800 E SALT LAKE CITY UT 84106 TRUST NOT IDENTIFIED 2160 S 800 E SALT LAKE CITY UT 84106 Current Occupant 2165 S 800 E Salt Lake City UT 84106 Current Occupant 2166 S 800 E Salt Lake City UT 84106 TARTARO REVOCABLE LIVNG TRUST 06/17/2015 2167 S 800 E SALT LAKE CITY UT 84106 Current Occupant 2172 S 800 E Salt Lake City UT 84106 Current Occupant 2178 S 800 E Salt Lake City UT 84106 NELSON VALLE 2182 S 800 E SALT LAKE CITY UT 84106 Current Occupant 2186 S 800 E Salt Lake City UT 84106 GUY W PACE; EMILY C PACE (TC) 2195 S 800 E SALT LAKE CITY UT 84106 Current Occupant 2198 S 800 E Salt Lake City UT 84106 MATTHEW DALE; ADAM HALL (JT) 2201 S 800 E SALT LAKE CITY UT 84106 BRIAN D HANNI & CELIA A HANNI FAMILY TRUST 04/26/2004 2204 S 800 E SALT LAKE CITY UT 84106 ANDREA RADU 2205 S 800 E SALT LAKE CITY UT 84106 Current Occupant 2208 S 900 E Salt Lake City UT 84106 M/S SHOWROOM, LLC 2209 E LORITA WY COTTONWOOD HTS UT 84093 Current Occupant 2210 S 900 E Salt Lake City UT 84106 Current Occupant 2223 S 900 E Salt Lake City UT 84106 SUSAN M THORN; RUSSELL P BOLLOW (JT) 2734 E CANTON LN SANDY UT 84092 TRIBE OF DON LLC 345 E 3300 S SOUTH SALT LAKE UT 84115 MARK R MORRIS 35 E 100 S # 602 SALT LAKE CITY UT 84111 GINA P YOUNG; MARK S YOUNG (JT) 3693 E ASTRO WY SALT LAKE CITY UT 84109 SPENCER C ELLIS 4465 S CAMILLE ST HOLLADAY UT 84124 RHAMA RENTALS LLC 60 PELHAM RD ROCHESTER NY 14610 Current Occupant 801 E SIMPSON AVE Salt Lake City UT 84106 YVONNE BANNER 801 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 805 E SIMPSON AVE Salt Lake City UT 84106 NAOMI S NESSEN; STEVEN F NESSEN 809 E SIMPSON AVE SALT LAKE CITY UT 84106 KRISTINA L HEITKAMP 809 E WILMINGTON AVE SALT LAKE CITY UT 84106 DENISE M VANCE 815 E WILMINGTON AVE SALT LAKE CITY UT 84106 MARGY P RUSSOTTO 816 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 818 E COMMONWEALTH AVE Salt Lake City UT 84106 JEFFREY MARTIN LANG 819 E SIMPSON AVE SALT LAKE CITY UT 84106 Current Occupant 820 E COMMONWEALTH AVE Salt Lake City UT 84111 ALICE U ESPINOSA 820 E ELM AVE SALT LAKE CITY UT 84106 Current Occupant 820 E WILMINGTON AVE Salt Lake City UT 84106 Current Occupant 823 E ELM AVE Salt Lake City UT 84106 CARLA TUKE 824 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 825 E WILMINGTON AVE Salt Lake City UT 84106 KIMIA GOLCHIN; MAGGIE NARTOWICZ (JT) 826 E ELM AVE SALT LAKE CITY UT 84106 STACEY ANN COLLETT 826 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 827 E SIMPSON AVE Salt Lake City UT 84106 Current Occupant 827 E WILMINGTON AVE Salt Lake City UT 84106 MATTHEW A STEVENS; SUPRIYA APTE (JT) 828 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 829 E ELM AVE Salt Lake City UT 84106 MICHAEL F PECK; ELIZABETH M PECK (JT) 829 E SIMPSON AVE SALT LAKE CITY UT 84106 COREY BULLOUGH 829 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 830 E ELM AVE Salt Lake City UT 84106 DAVID E PETERSEN; ROSALIE B PETERSEN (JT) 830 WILMINGTON AVE SALT LAKE CITY UT 84010 TEDDY ANDERSON 832 E WILMINGTON AVE SALT LAKE CITY UT 84106 ALEXA LANGFORD 833 E ELM AVE SALT LAKE CITY UT 84106 EMILY HAGN 835 E WILMINGTON AVE SALT LAKE CITY UT 84106 ROBERT V HARRELL 836 E ELM AVE SALT LAKE CITY UT 84106 SHAUN FUHRIMAN 837 E ELM AVE SALT LAKE CITY UT 84106 BRETON WALSH TRUST 08/08/2022 837 E SIMPSON AVE SALT LAKE CITY UT 84106 LORI C ZOUN; ZOURN JACOB E (JT) 839 E SIMPSON AVE SALT LAKE CITY UT 84106 DEBRA S GRIMES 840 E ELM AVE SALT LAKE CITY UT 84106 KAYCEE NIPPER; LANDY NIPPER; PAUL NIPPER (JT) 841 E ELM AVE SALT LAKE CITY UT 84106 DAPHNE A PERRY 841 E SIMPSON AVE SALT LAKE CITY UT 84106 VERN HARRINGTON; KELLI HARRINGTON (TC) 841 E WILMINGTON AVE SALT LAKE CITY UT 84106 LA BREDIN LEGACY TRUST 9/15/2017 844 E ELM AVE SALT LAKE CITY UT 84106 Current Occupant 844 E WILMINGTON AVE Salt Lake City UT 84106 EDDIE L BRIDGES 845 E WILMINGTON AVE SALT LAKE CITY UT 84106 DREW B DILLMAN; JUDITH B DILLMAN (TC) 845 NORMANDY DR IOWA CITY IA 52246 Current Occupant 847 E ELM AVE Salt Lake City UT 84106 KAIA ANNE RAGNHILDSTVEIT; OYVIND RAGNHILDSTVEIT; TIFFANY RAGNHILD 850 E ELM AVE SALT LAKE CITY UT 84106 MATT A FORNELIUS 850 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 851 E ELM AVE Salt Lake City UT 84106 CAMDEN TAYLOR 853 E WILMINGTON AVE SALT LAKE CITY UT 84106 BARBARA L MCCAULEY 854 E ELM AVE SALT LAKE CITY UT 84106 CAROL E METZ TRUST 09/20/2021 856 E WILMINGTON AVE SALT LAKE CITY UT 84106 DANA JONES; DAVID JONES (JT) 857 E ELM AVE SALT LAKE CITY UT 84106 Current Occupant 858 E ELM AVE Salt Lake City UT 84106 Current Occupant 859 E ELM AVE Salt Lake City UT 84106 STEVEN A JONES; JENNIFER JONES (JT) 861 E WILMINGTON AVE SALT LAKE CITY UT 84106 Current Occupant 865 E WILMINGTON AVE Salt Lake City UT 84106 Current Occupant 866 E ELM AVE Salt Lake City UT 84106 3AS SUGARHOUSE LIMITED LIABILITY COMPANY 867 N AMERICAN BEAUTY DR SALT LAKE CITY UT 84116 BRUNO BEINTEMA LIVING TRUST 04/27/2021 920 IMPERIAL BEACH BLVD IMPERIAL BEACH CA 91932 DAVID G KEVITCH; STACEY FEARNLEY (JT) 979 E CRANDALL AVE SALT LAKE CITY UT 84106 SALT LAKE COUNTY PO BOX 144575 SALT LAKE CITY UT 84114 SALT LAKE CITY PO BOX 145460 SALT LAKE CITY UT 84114 JANEECE FIELDS REVOCABLE LIVING TRUST 08/16/2021 PO BOX 45 SONOMA CA 95476 DEBRA GRIMES PO BOX 521354 SALT LAKE CITY UT 84152 IXCHEL, LLC PO BOX 522050 SALT LAKE CITY UT 84152 GRODBROS REAL ESTATE LIMITED PARTNERSHIP LLLP PO BOX 680365 PARK CITY UT 84068 Diana Martinez, Principal Planner SLC 451 S. State St., PO BOX 145480 SALT LAKE CITY UT 84114- 5480 5. ORDINANCE SALT LAKE CITY ORDINANCE No. ________ of 2023 (Vacating a portion of city-owned alley situated adjacent to properties located at 825 East, 827 East, and 829 East Wilmington Avenue, and 820 East, 826 East, and 830 East Elm Avenue) An ordinance vacating a portion of an unnamed, city-owned alley adjacent to properties located at 825 East, 827 East, and 829 East Wilmington Avenue and 820 East, 826 East, and 830 East Elm Avenue, pursuant to Petition No. PLNPCM2023-00225. WHEREAS, the Salt Lake City Planning Commission (“Planning Commission”) held a public hearing on June 28, 2023 to consider a request made by Russell Bollow (“Applicant”) (Petition No. PLNPCM2023-00225) to vacate a portion of an unnamed, city-owned alley adjacent to properties located at 825 East, 827 East, and 829 East Wilmington Avenue, and 820 East, 826 East, and 830 East Elm Avenue; and WHEREAS, at its June 28, 2023 meeting, the Planning Commission voted in favor of forwarding a positive recommendation on said petition to the Salt Lake City Council (“City Council”); and WHEREAS, the subject portion of alley consists of a 7.3-foot width that was dedicated to public use in the Forest Dale Addition Blocks 19 & 20 Subdivision plat recorded in 1907 and is situated on the northern perimeter of that subdivision (constituting the southern width of the subject alley), and a 7.5-foot private dedication of land to public use from Isaac and Katherine Brockbank (1911) by quitclaim deed (Book 7C Page 327) to the Town of Forest Dale (later absorbed into Salt Lake City), which partitioned the 7.5-foot width from the southern boundary of the Brockbanks’ property (constituting the northern width of the subject alley); and WHEREAS, the general rule prescribed by Utah Code Section 72-5-105 is that abutting owners on each side of a vacated right-of-way vest with title to half of the width of the vacated right-of-way, however, as explained in Fries v. Martin, 154 P.3d 184 (Utah Ct. App. 2006), when a vacated right-of-way is situated on the perimeter of a subdivision, title to the entire width of that right-of-way vests only in the abutting property owners within the subdivision, and, therefore, upon vacation the southern 7.3 feet of the alley’s width shall revert to the abutting owners in the Forest Dale Addition Blocks 19 & 20 subdivision; and WHEREAS, it appears the intent of the Brockbanks’ deed was to add width to the subject alley in order to serve their property, and, therefore, upon vacation the northern 7.5 feet of the alley’s width shall revert to the Brockbanks’ successors-in-interest; and WHEREAS, the City Council finds after holding a public hearing on this matter, that there is good cause for the vacation of the alley and neither the public interest nor any person will be materially injured by the proposed vacation. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Vacating City-Owned Alley. That an unnamed, city-owned alley adjacent to properties located at 825 East, 827 East, and 829 East Wilmington Avenue, and 820 East, 826 East, and 830 East Elm Avenue, which is the subject of Petition No. PLNPCM2023-00225, and which is more particularly described on Exhibit “A” attached hereto, hereby is, vacated and declared not presently necessary or available for public use. SECTION 2. Reservations and Disclaimers. The above vacation is expressly made subject to all existing rights-of-way and easements of all public utilities of any and every description now located on and under or over the confines of this property, and also subject to the rights of entry thereon for the purposes of maintaining, altering, repairing, removing or rerouting said utilities, including the city’s water and sewer facilities. Said closure is also subject to any existing rights-of-way or easements of private third parties. SECTION 3. Effective Date. This Ordinance shall become effective on the date of its first publication and shall be recorded with the Salt Lake County Recorder. Passed by the City Council of Salt Lake City, Utah this _______ day of ______________, 2023. ______________________________ CHAIRPERSON ATTEST: ______________________________ CITY RECORDER Transmitted to Mayor on _______________________. Mayor's Action: _______Approved. _______Vetoed. ______________________________ MAYOR ______________________________ CITY RECORDER (SEAL) Bill No. ________ of 2023 Published: ______________. Ordinance vacating alley adjacent 827 E. Wilmington Ave APPROVED AS TO FORM Salt Lake City Attorney’s Office Date:__________________________________ By: ___________________________________ Paul C. Nielson, Senior City Attorney July 18, 2023 EXHIBIT “A” Legal description of the portion of unnamed, city-owned alley to be vacated: Beginning at the NE corner of Lot 18, Block 20, Forest Dale Subdivision and running thence North 14.8 ft. to the north line of an alleyway; thence West 119.25 ft. along said north line to the Northwest Corner of a 7.5 ft alley deeded to Forest Dale City in Book 7C, Page 327, in the Salt Lake County Recorder’s Office; thence South 14.8 ft. to the south line of said alleyway; thence East 119.25 ft. along said south line to the point of the beginning. CAP Plan, Matrix, & Policy Goals/Metrics Council Briefing July 18, 2023 Presented by Mary Beth Thompson, Aaron Price, and Mike Atkinson Capital Asset Planning Model Funding Sources Funding Source Description Transportation Fund Quarter Cent Sales Tax - Transportation and Streets projects Bonds General Obligation and Revenue Special Assessment Area Central Business District - Economic Promotion Grants Federal, State, County Class C Roads State Gas Tax General Fund Most flexible funding source, can be spent on any project Public/Private Partnerships Potential future funding source Impact Fees Fire, Parks, Police, and Transportation/Streets Donations Individuals and foundations Capital Asset Plan Elements Division Master Plans Division specific documents RDA & Public Utilities Input Strategic Collaboration 10 Year Division Capital Planning Long-term capital planning Annual Constituency Requests Reviewed to align with internal requests & not ranked Impact Fee Facilities Plans Determine Impact Fee Eligibility Capital Asset Plan Funding Sources Committees Finance Committee Provide detailed information on Funding Sources CAP Committee Internal project ranking and submittal to CDCIP Board CAP Committee Scoring General Fund Capital Asset Plan CAP Manager Funding Sources Final Scoring & Budget Finance Committee CAP Committee Once projects have been evaluated by the CAP Committee, they are forwarded to the CDCIP Board for recommendation to the Mayor and City Council. Mayor City Council Criteria Critical Failure Legal Obligation Risk: Life, Health & Safety Outside Funding Completed Project Design Promote Equity Environmental Conservation Beautification Efficient Investment Workforce Support Community Request Points (0-4):4 4 4 2 2 2 2 2 2 2 Y/N [Project Name] Submitting a request: When submitting a request, please provide answers to the following questions in addition to any information available related to the criteria. 1. Describe the project. 2. What is the problem the department is trying to solve? 3. Who will the project serve, and how will it improve services? 4. What is the requested timing of project completion, and what is the implication if the request is delayed or denied? 5. Is this a replacement or a new capital asset project? 6. Is there an estimated cost at this time? 7. What is the current annual maintenance and the estimated future annual maintenance? 8. Has the capital asset project been scoped? 9. Has the capital asset project been designed? *Criteria has been developed in accordance with Resolution 29 of 2017 and the Mayor's Goals of: Our Growth, Our Environment, Our Communities, Our City Family. CAP Matrix* 2019 Council Policy Goals and Metrics Potential Policy Goals Potential Metrics High-Level Cost Estimate Bring all facilities out of deferred maintenance Appropriations vs. funding need identified in Public Services’ Facilities Dashboard that tracks each asset $6.8 million annually or $68 million over ten years Expand the City's urban trail network with an emphasis on East-West connections Total paved/unpaved network miles; number and funding for improved trail features; percentage of 9-Line completed $21 million for 9-Line implementation Increase the overall condition index of the City's street network from poor to fair Overall Condition Index (OCI); pavement condition survey every five years $133 million cost estimate (in addition to existing funding level) Implement the Foothill Trails Master Plan Distance of improved trails completed; number and funding for improved trailheads $TBD Advance the City’s sustainability goals through building energy efficiency upgrades Energy savings; carbon emission reductions $TBD Focus on renewal and maintenance projects over creating new assets Number, funding level and ratio of renewed assets vs. new assets $TBD 2023 Mayor Goals – CIP Related Our Environment •Work with the City’s Sustainable Infrastructure Steering Committee to draft and propose internal policy requiring capital projects to consider environmental justice impacts and incorporate green and sustainable infrastructure. •Complete Foothills Trails Master Plan evaluation and Plan addendum in collaboration with key stakeholders and indigenous leaders. Our Community •Develop a 5-Year Strategic Plan for Planned Growth to more effectively utilize impact fees for community benefits. •Complete the Neighborhood Byway Design Guidebook and finish design and/or construction of at least four neighborhood byways throughout the city. •Implement action items on the Vision Zero program to reduce traffic-related injuries and fatalities. •Propose adoption of Life on State to improve transportation and land uses along the corridor. THANK YOU Presented by Department of Finance CAP Matrix* Cri�cal Failure: When reviewing this criterium, par�cular focus should be paid to whether the request will prevent a cri�cal failure of a structure. Does this project follow the Sustainability Ordinance? Legal Obliga�ons: When reviewing this criterium, considera�ons include coming into compliance with ordinances and execu�ve orders, various contractual agreements, or state and federal mandates. Risk: Life, Health, and Safety: When reviewing this criterium, par�cular focus should be paid to whether the request will correct various types of code viola�ons or increase safety/reduce crime. Outside Funding: This criterium assesses whether there is outside funding support for a par�cular ini�a�ve, including federal and state grants, coordina�on with other agencies, public/private partnerships, or dona�ons. When analyzing outside funding, it should be noted how much of the funding will s�ll need to be provided by the City in addi�on to any outside support. Project Design Complete: This is in accordance with Resolu�on Number 29 of 2017 which states, "The Council intends to follow a guideline of approving construc�on funding for a capital project in the fiscal year immediately following the project's design wherever possible. Project costs become less accurate as more �me passes. The City can avoid expenses for re-es�ma�ng project costs by funding capital projects in a �mely manner.” Promote Equity: Considera�on should be given to underserved areas of the city in order to improve the infrastructure of the city as a whole ("close the gap amongst neighborhoods") rather than improving some areas and allowing others to deteriorate. A map showing the condi�on of the infrastructure of the city could help in performing this analysis. Environmental Conserva�on: This criterium involves analyzing whether a project provides environmentally sustainable solu�ons or helps preserve natural resources (watersheds, rivers, green space, etc.) Efficient Investment: The main considera�ons for efficient investment are whether a project func�ons to increase revenue or reduce expenses. Projec�ons on this front should be as accurate as possible and veted through the Department of Finance. Workforce Support: This criterium focuses on whether a project supports the physical, mental, or economic well- being of City employees, in keeping with the Mayor's goal of suppor�ng "Our City Family". Beau�fica�on: This relates to aesthe�c improvements including Art incorpora�on, Historic Preserva�on, Site Beau�fica�on, and other opportuni�es that express the City's value for the arts and improving quality of life through projects that go beyond func�onal efficiency. Community Request: While the financial limita�ons of any municipality inhibit the ability to act on every request - the concerns and desires of our residents are vital to understanding how best to allocate our limited resources, therefore, projects that are closely aligned with community requests should be given proper considera�on. *Criteria has been developed in accordance with Resolu�on 29 of 2017 and the Mayor's Goals of: Our Growth, Our Environment, Our Communi�es, Our City Family. SALT LAKE CITY CORPORATION SWORN STATEMENT SUPPORTING CLOSURE OF MEETING I, ____________ , acted as the presiding member of the _______________________________in which met on _________ Appropriate notice was given of the Council's meeting as required by §52-4-202. A quorum of the Council was present at the meeting and voted by at least a two-thirds vote, as detailed in the minutes of the open meeting, to close a portion of the meeting to discuss the following: §52-4-205(l)(a) discussion of the character, professional competence, or physical or mental health of an individual; §52 -4-205(1 )(b) strategy sessions to discuss collective bargaining; §52-4-205(l )(c) strategy sessions to discuss pending or reasonably imminent litigation; §52-4-205( l )(d) strategy sessions to discuss the purchase, exchange, or lease of real property, including any form of a water right or water shares, if public discussion of the transaction would: (i) disclose the appraisal or estimated value of the property under consideration; or (ii) prevent the public body from completing the transaction on the best possible terms; §52-4-205(l )(e) strategy sessions to discuss the sale of real property, including any form of a water right or water shares if: (i) public discussion of the transaction would: ((A) disclose the appraisal or estimated value of the property under consideration; or (B) prevent the public body from completing the transaction on the best possible terms; (ii) if the public body previously gave public notice that the property would be offered for sale; and (iii) the terms of the sale are publicly disclosed before the public body approves the sale; §52-4-205(1)(f) discussion regarding deployment of security personnel, devices, or systems; and §52-4-205(1)(g) investigative proceedings regarding allegations of criminal misconduct. A Closed Meeting may also be held for Attorney-Client matters that are privileged pursuant to Utah Code §78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open and Public Meetings Act. Other, described as follows: ____________________________________________________________ The content of the closed portion of the Council meeting was restricted to a discussion of the matter(s) for which the meeting was closed. With regard to the closed meeting, the following was publicly announced and recorded, and entered on the minutes of the open meeting at which the closed meeting was approved: (a)the reason or reasons for holding the closed meeting; (b)the location where the closed meeting will be held; and (c)the vote of each member of the public body either for or against the motion to hold the closed meeting. The recording and any minutes of the closed meeting will include: (a)the date, time, and place of the meeting; (b)the names of members Present and Absent; and (c)the names of all others present except where such disclosure would infringe on the confidentiality necessary to fulfill the original purpose of closing the meeting. Pursuant to §52-4-206(6),a sworn statement is required to close a meeting under §52-4-205(1)(a) or (f), but a record by tape recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by tape recording and/or detailed written minutes is required for a meeting closed under §52-4-205(1)(b),(c),(d),(e),and (g): A record was not made. A record was made by: : Tape recording Detailed written minutes I hereby swear or affin11 under penalty of perjury that the above information is true and correct to the best of my knowledge. Presiding Member Date of Signature Salt Lake City CouncilVictoria Petro September 12, 2023 4 44 Victoria Petro (Sep 12, 2023 19:26 MDT)09/12/2023 Closed Session - Sworn Statement - Work Session Final Audit Report 2023-09-13 Created:2023-09-13 By:Michelle Barney (michelle.barney@slcgov.com) Status:Signed Transaction ID:CBJCHBCAABAA4NfcLx3QDrxKo_OsAkDzpcy2J3oZpRjP "Closed Session - Sworn Statement - Work Session" History Document created by Michelle Barney (michelle.barney@slcgov.com) 2023-09-13 - 1:22:26 AM GMT Document emailed to victoria.petro@slcgov.com for signature 2023-09-13 - 1:25:27 AM GMT Email viewed by victoria.petro@slcgov.com 2023-09-13 - 1:25:47 AM GMT Signer victoria.petro@slcgov.com entered name at signing as Victoria Petro 2023-09-13 - 1:26:18 AM GMT Document e-signed by Victoria Petro (victoria.petro@slcgov.com) Signature Date: 2023-09-13 - 1:26:20 AM GMT - Time Source: server Agreement completed. 2023-09-13 - 1:26:20 AM GMT SALT L AKE CI TY CORPORATION SWOR N STATEMENT SUPPORTING CLOSURE O F MEETING I, ____________________, acted as the presiding member of the Salt Lake Council, and I __________________, acted as the presiding member of the Redevelopment Agency of Salt Lake City, which met on ___________________ . Appropriate notice was given of the Redevelopment Agency and Council's meeting as required by §52-4-202. A quorum of the Council was present at the meeting and voted by at least a two-thirds vote, as detailed in the minutes of the open meeting, to close a portion of the meeting to discuss the following: §52-4-205(l)(a) discussion of the character, professio nal competence, or physica l or menta l health of a nindividual; §52 -4-205(1)(b) strategy sessions to discuss collective bargaining; §52-4-205(l)(c) stra tegy sessions to discuss pending or reasonably imminent litigation; §52-4-205(l)(d) strategy sessions to discuss the purchase, exchange, or lease of re al property, including any form of a water right or water sha res, if public discussion of the transaction would: (i) disclose the appraisal or estimated value of the property under consideration; or (ii) prevent the public body from completing the transaction on the best possible terms; §52-4-205(l)(e) strategy sessions to discuss the sale of real property, including any form of a water right or water shares if: (i) public discussion of the transaction would: (A) disclose the appraisal or estimated value of the property under consideration; or (B) pre ve nt the public body from completing the transaction on the best possible terms; (ii) if the public body previously gave public notice that the property would be offered for sa le; and (iii) the terms of the sa le are publicly disclosed before the public body approves the sa le; §52-4-205(1)(f) discussion regarding deployment of security personnel, devices, or systems; and §52-4-205(1)(g) investigative proceedings re garding allegations of criminal misconduct. A Closed Meeting may also be held for Attorney-Client matters that are privileged pursuant to Utah Code §78B-1-137, and for other lawful purposes that satisfy the pertinent requirements of the Utah Open andPublic Meetings Act. Other, described as follows: _____________________________________________________________ The content of the closed portion of the Council meeting was restricted to a discussion of the matter(s) for which the meeting was closed. With regard to the closed meeting, the following was publicly announced and recorded, and entered on the minutes of the open meeting at which the closed meeting was approved: (a)the reason or reasons for holding the close d meeting; (b)the location where the closed meetin g will be held; and (c)the vote of each member of the public body eithe r for or against the motion to hold the closed meeting. The recording and any minutes of the closed meeting will include: (a)the date, time, and place of the meeting; (b)the names of members Present and Absent; and (c)the names of all others present except where such disclosure would infringe on the confidentiality necessary to fulfill the original purpose of closing the meeting. Pursuant to §52-4-206(6), a sworn statement is required to close a meeting under §52-4-205(1)(a) or (f), but a record by electronic recording or detailed minutes is not required; and Pursuant to §52-4-206(1), a record by electronic recording and/or detailed written minutes is required for a meeting closed under §52-4-205(1)(b),(c),(d),(e),and (g): A record was not made. A record was made by: : Electronic recording Detailed written minutes I her eby swe ar or affirm under penalty of perjury that the above inf ormation is true and correct to the best of my knowledge. RDA Presiding Member Date of Signature Council Presiding Member Date of Signature September 12, 2023 Alejandro PuyDarin Mano Alejandro Puy (Sep 15, 2023 10:31 MDT) 09/15/2023 Darin Mano (Sep 16, 2023 06:04 MDT)09/16/2023 Sworn Statement- RDA and Council 9-12-2023 Final Audit Report 2023-09-16 Created:2023-09-15 By:STEPHANIE ELLIOTT (stephanie.elliott@slcgov.com) Status:Signed Transaction ID:CBJCHBCAABAA6W3GvvZYi-nwfrnA77bLgkFjx459eIT2 "Sworn Statement- RDA and Council 9-12-2023" History Document created by STEPHANIE ELLIOTT (stephanie.elliott@slcgov.com) 2023-09-15 - 4:24:11 PM GMT Document emailed to alejandro.puy@slcgov.com for signature 2023-09-15 - 4:26:36 PM GMT Email viewed by alejandro.puy@slcgov.com 2023-09-15 - 4:30:56 PM GMT Signer alejandro.puy@slcgov.com entered name at signing as Alejandro Puy 2023-09-15 - 4:31:26 PM GMT Document e-signed by Alejandro Puy (alejandro.puy@slcgov.com) Signature Date: 2023-09-15 - 4:31:28 PM GMT - Time Source: server Document emailed to Darin Mano (darin.mano@slcgov.com) for signature 2023-09-15 - 4:31:29 PM GMT Email viewed by Darin Mano (darin.mano@slcgov.com) 2023-09-15 - 7:57:35 PM GMT Document e-signed by Darin Mano (darin.mano@slcgov.com) Signature Date: 2023-09-16 - 12:04:54 PM GMT - Time Source: server Agreement completed. 2023-09-16 - 12:04:54 PM GMT