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06/04/2024 - Work Session - Meeting MaterialsSALT LAKE CITY COUNCIL AGENDA WORK SESSION June 4, 2024 Tuesday 1:00 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 7:00 pm Formal Meeting Room 315 (See separate agenda) Welcome and public meeting rules In accordance with State Statute and City Ordinance, the meeting may be held electronically. After 5:00 p.m., please enter the City & County Building through the main east entrance. The Work Session is a discussion among Council Members and select presenters. The public is welcome to listen. Items scheduled on the Work Session or Formal Meeting may be moved and / or discussed during a different portion of the Meeting based on circumstance or availability of speakers. 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: 09:09:07 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 Click Here for the Mayor’s Recommended Budget for Fiscal Year 2024-25 1.Informational: Updates from the Administration ~ 1:00 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: Zoning Map Amendment at 1544 and 1550 South 900 West ~ 1:15 p.m. 20 min. The Council will receive a briefing about a proposal that would amend the zoning of properties at approximately 1544 and 1550 South 900 West from R-1/7,000 (Single Family Residential) to RMF-30 (Low-Density Multi Family Residential). Combined, the two parcels total approximately 0.82 acres in size. Future development plans were not submitted by the applicant at this time but the applicant did include a draft site plan in their written narrative illustrating their intent to build townhomes on the property. Consideration may be given to rezoning the property to another zoning district with similar characteristics. The project is within Council District 2. Petitioner: Paul Garbett (Garbett Homes), representing the property owners. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, June 11, 2024 Hold hearing to accept public comment - Tuesday, July 2, 2024 at 7 p.m. TENTATIVE Council Action - Tuesday, July 9, 2024 3.Ordinance: Amendments to the Salt Lake City Consolidated Fee Schedule for Fiscal Year 2024-25 ~ 1:35 p.m. 20 min. The Council will receive a briefing about an ordinance that would amend various fees and fee information set forth in the Salt Lake City Consolidated Fee Schedule. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 4.Fiscal Year 2024-25 Budget: 911 Department ~ 1:55 p.m. 20 min. The Council will receive a briefing about the proposed 911 Department budget for Fiscal Year 2024-25. The Department provides both Police and Fire Dispatch services for the City. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 5.Fiscal Year 2024-25 Budget: Fire Department ~ 2:15 p.m. 45 min. The Council will receive a briefing about the proposed Fire Department budget for Fiscal Year 2024-25. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 6.Tentative Break ~ 3:00 p.m. 20 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.Fiscal Year 2024-25 Budget: Fleet Fund ~ 3:20 p.m. 30 min. The Council will receive a briefing about the proposed Fleet Fund budget for Fiscal Year 2024-25, which provides vehicles, fuel, and vehicle maintenance and repair services for all City departments. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 8.Fiscal Year 2024-25 Budget: Unresolved Issues ~ 3:50 p.m. 90 min. The Council will receive a briefing about unresolved issues relating to the proposed budget for Fiscal Year 2024-25. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD 9.Ordinance: Economic Development Loan Fund - Shades of Pale, Inc.~ 5:20 p.m. 15 min. The Council will receive a briefing about an ordinance that would approve a $350,000 loan for Shades of Pale, Inc. at 1388 South 300 West from the Economic Development Loan Fund (EDLF). Shades of Pale is a local microbrewer with a regional distribution. This loan will assist in the creation of 10 new jobs in the next year and the retention of 11 current jobs. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, June 4, 2024 10.Board Appointment: City and County Building Conservation and Use Committee – Karen Ferguson ~ 5:35 p.m. 5 min The Council will interview Karen Ferguson prior to considering appointment to the City and County Building Conservation and Use Committee Board for a term ending July 17, 2028. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - n/a Hold hearing to accept public comment - n/a TENTATIVE Council Action - Tuesday, June 4, 2024 11.Fiscal Year 2024-25 Budget: Human Resources Department Written Briefing - The Council will receive a written briefing about the proposed Human Resources Department budget for Fiscal Year 2024-25. For more information visit tinyurl.com/SLCFY25. FYI – Project Timeline: (subject to change per Chair direction or Council discussion) Briefing - Tuesday, June 4, 2024 Set Public Hearing Date - Tuesday, May 7, 2024 Hold hearing to accept public comment - Tuesday, May 21, 2024 and Tuesday, June 4, 2024 at 7 p.m. TENTATIVE Council Action - TBD Standing Items 12.Report of the Chair and Vice Chair - - Report of Chair and Vice Chair. 13.Report and Announcements from the Executive Director - - Report of the Executive Director, including a review of Council information items and announcements. The Council may give feedback or staff direction on any item related to City Council business, including but not limited to; •Artwork Deaccession; and •Scheduling Items. 14.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 4:30 p.m. on Friday, May 31, 2024, 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 June 4, 2024 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 Thriving in Place •Mobile business text amendment •Planning Commission June 12 •Northpoint zoning text amendment •Planning Commission June 12 •Rooftop use code updates •Public hearing in late June or July •Electronic sign regulations update •Transmittal coming soon Planning Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.com Planning slc.gov/planning Thriving in PlaceSustainability Mayor's Office Electrified Transportation Community & Neighborhoods slc.gov/canBallpark NEXT / RDA Ballparknext.comThriving in PlaceEvents Events are collected from ACE funded events, City sponsored events, and publicly permitted events. This is not meant to be an all -inclusive list of all events going on in the City. Please verify information before attending. Event Date Event Location Hosting Organization(s) ACE Funded Ballpark Bites 06/05/24 Jefferson Park Salt Lake City Events No "Stories of Pride: A LGBTQ+ Community Celebration" 06/07/24 Church & State, Marmalade Library, SLC Public Library Main Branch Torrey House Press, Brain Food Books, The King's English Bookstore, University of Utah American Indian Student Center, Nature Center at Pia Okwai, Utah Humanities Yes 35th Anniversary Utah Juneteenth Freedom Festival 06/08/24 Jordan Park Project Success Coalition Yes 47th Utah Asian Festival 06/08/24 Utah State Fair Park- Grand Building Asian Association of Utah No Children's Day 06/08/24 Madsen Park Salt Lake City Events No Downtown Farmers Market 06/08/24 Pioneer Park Urban Food Connections of Utah Yes Fireweed Market SLC 06/08/24 "The Lot" at HK Brewing Collective HK Brewing Collective & SegoMade Yes Heart & Soul Music Stroll 06/08/24 Imperial Park Neighborhood - Sugar House Heart & Soul Yes High Tea with a Twist 06/08/24 McCune Mansion Curly Me!Yes Poplar Grove Park Performances 06/08/24 Poplar Grove Park Daniel Tuutau Yes Utah Asian Festival 06/08/24 Utah State Fairpark Asian Association of Utah Yes Yoga in the Park 06/09/24 Pioneer Park Salt Lake City Events No Homeless Resource Center Utilization: •All locations "At Capacity" https://endutahhomelessness.org/daily-bed-availability/ Encampment Impact Mitigation/ Rapid Intervention: •EIM- Followup @ Warm Springs/ Victory Road •RIT-Backman-Day Riverside JRT, Jefferson Park. Liberty Park, Library Square Resource Fair:Friday June 14th @ Pioneer Park Kayak Court:Friday June 21st @ TBD HEART:New apprentice: Wesley Winterhalter MSC:OHS move planned July 2024 Homelessness Update Shelters: 801-990-9999 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 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:June 4, 2024 RE: Zoning Map Amendment at 1544 and 1550 South 900 West PLNPCM2024-00128 The Council will be briefed about a proposal to amend the zoning map for two vacant parcels at 1544 and 1550 South 900 West from their current R-1/7,000 (single-family residential) to RMF-30 (low density multi-family residential). Combined, the parcels total approximately 0.82 acres. The proposed zoning would allow more density on the parcels. In their application, the petitioner included a draft site plan showing 18 for sale townhomes on the subject parcels. (It is worth noting that the petitioner owns adjacent parcels at 1549, 1551, and 1565 South 1000 West that were rezoned from R-1/7,000 to RMF-30 in July 2023.) The draft site plan shows a total of 46 two- and three-bedroom townhomes on the five parcels, though other uses allowed under RMF-30 zoning such as small-scale multi-family, twin homes, cottage developments, or tiny homes could be built if the zoning map amendment is approved by the Council. The petition for this proposed rezone was received prior to the Community Benefit & Tenant Displacement ordinance adoption, so it is subject to requirements in place at that time. Since the properties are vacant, there is no loss of housing. Additionally, in their application narrative the petitioner stated their plan is to include a publicly accessible open space on a 30-foot Public Utilities easement on the south side of their proposed development. It is described as a “walking path with natural features and vegetation” that would also provide a mid-block connection between 900 and 1000 West. The Planning Commission reviewed this proposal at its April 10, 2024 meeting and held a public hearing at which one person spoke in support. Planning staff recommended and the Commission voted unanimously to forward a positive recommendation to the Council. Item Schedule: Briefing: June 4, 2024 Set Date: June 11, 2024 Public Hearing: July 2, 2024 Potential Action: July 9, 2024 Page | 2 As shown in the zoning map below, area zoning is a mix of single- and two-family residential (R-1/5,000, R-1/7,000, R-2), low- and moderate-density multi-family residential (RMF-30, RMF-35), community business (CB), and light manufacturing (M-1 (gray shaded area in lower right corner)). Area zoning map with subject parcels highlighted in red. Adjacent parcels outlined in green are owned by the petitioner and anticipated to be part of a future development. Goal of the briefing: Review the proposed zoning map amendments, determine if the Council supports moving forward with the proposal. POLICY QUESTION 1. During their presentation to the Planning Commission, the petitioner referenced the proposed townhomes to be sold at an attainable price. The Council may wish to ask what the anticipated price range will be. ADDITIONAL INFORMATION The Council is only being asked to consider rezoning the property. No formal site plan has been submitted to the City nor is it within the scope of the Council’s authority to review the plans. Because zoning of a property can outlast the life of a building, any rezoning application should be considered on the merits of changing the zoning of that property, not simply based on a potential project. Page | 3 KEY CONSIDERATIONS Planning staff identified three key considerations related to the proposal which are found on pages 3-5 of the Planning Commission staff report and summarized below. For the complete analysis, please see the staff report. Consideration 1 – Compliance with City Goals, Policies, and General Plans Planning staff found that the proposed zoning map amendment supports initiatives in Plan Salt Lake (2015) including Growth and Housing. In addition, the 2014 Westside Plan identifies vacant or underutilized parcels such as those that are the subject of this proposed rezone as opportunities for infill development for multi-family projects. It is Planning staff’s opinion that rezoning the parcels to RMF-30 would be consistent with the plan’s guidance. Consideration 2 – R-1/7,000 vs. RMF-30 Zoning District Comparison As previously mentioned, RMF-30 zoning allows greater development potential than R-1/7,000. That said, development in RMF-30 is intended to be compatible with surrounding low-density neighborhoods. In addition, RMF-30 zoning includes design standards and encourages a higher level of development. Attachment D (pages 21-23) of the Planning Commission staff report includes a table comparing the zoning districts. A portion of the table is included below. For additional information please see the staff report. R-1/7,000 (Current)RMF-30 (Proposed) Maximum Building Height 28 feet 30 feet Minimum Lot Size 7,000 square feet 1,500 square feet/unit (cottage/tiny house) 2,000 square feet/unit (other single- and multi-family uses) 5,000 square feet/unit (non-residential) Minimum Lot Width 50 feet None Maximum Lot Width -110 feet Minimum Corner Side Yard 20 feet or average of block face 10 feet Minimum Rear Yard 25 feet 10 feet Landscape Yard -Front and corner side yards to be maintained as landscape yards Landscape Buffers -10 feet required for multi- family, row house, and non- residential uses Maximum Building Coverage 40%50% Page | 4 Design Standards Durable Building Materials: ground floor -50% Durable Building Materials: upper floors -50% Glass: ground floor -20% Glass: upper floors -15% Building Entrances -At least one operable building entrance on the ground floor is required for every street facing façade Screening of Mechanical Equipment -X Screening of Service Areas -X Entry Features -X Parking Minimum off-street parking 2 spaces per dwelling unit (single-family). 2 spaces per dwelling unit (single-family attached or detached), twin home, two-family. 1 space per dwelling unit (cottage development). Multi-family: 1 space per dwelling unit (studio and one-bedroom) 1.25 space per dwelling unit (2+ bedrooms) Consideration 3 – Neighborhood Analysis Planning staff noted the adjacent properties to the west discussed above which were rezoned to RMF-30 last year. In addition, there is a large parcel on 900 West to the south of the subject parcels that is zoned CB and is platted for 70 townhomes. It is Planning staff’s opinion that the request to rezone to RMF-30 is appropriate given multiple new developments in this neighborhood that will provide family-sized housing in the area. Analysis of Standards Attachment E (pages 24-26) of the Planning Commission staff report outlines zoning map amendment standards that should be considered as the Council reviews this proposal. The standards and findings are summarized below. Please see the Planning Commission staff report for additional information. Page | 5 Factor Finding Whether a proposed map amendment is consistent with the purposes, goals, objectives, and policies of the city as stated through its various adopted planning documents. Complies Whether a proposed map amendment furthers the specific purpose statements of the zoning ordinance. Complies The extent to which a proposed map amendment will affect adjacent properties Complies Whether a proposed map amendment is consistent with the purposes and provisions of any applicable overlay zoning districts which may impose additional standards. Complies The adequacy of public facilities and services intended to serve the subject property, including, but not limited to, roadways, parks and recreational facilities, police and fire protection, schools, stormwater drainage systems, water supplies, and wastewater and refuse collection. Complies City Department Review During City review of the petitions, no responding departments or divisions expressed concerns with the proposal but stated additional review, permits, and utility upgrades would be required if the property is developed. PROJECT CHRONOLOGY • February 5, 2024-Petition for zoning map amendment received by Planning Division. • February 12, 2024-Petition assigned to Andy Hulka, Principal Planner. • February 15, 2024- o Notice sent to Glendale Community Council. o Early notification sent to residents and property owners within 300 feet of the project site. • February - April 2024-Online open house hosted to solicit public comments on the proposal. • March 29, 2024- o Notice of the Planning Commission public hearing posted on the property and mailed to property owners and tenants within 300 feet of the subject properties. o Notice of public hearing posted on City and State websites and sent via the Planning Division listserv. • April 10, 2024- Planning Commission public hearing. The Planning Commission voted 7-0 to forward a positive recommendation to the City Council for the proposed zoning map amendment. Page | 6 • April 29, 2024-Ordinance requested from City Attorney’s Office. • May 7, 2024-Planning received signed ordinance from the Attorney’s Office. • May 13, 2024-Transmittal received in City Council Office. Salt Lake City // Planning Division www.slc.gov/planning City Council Briefing –June 4th, 2024 PLNPCM2024-00128 ZONING MAP AMENDMENT // 1544 S 900 W & 1550 S 900 W Salt Lake City //Planning Division www.slc.gov/planning SUBJECT PROPERTY PROPERTY ADDRESSES: •1544 S 900 W •1550 S 900 W SIZE: •0.82 acres (approx. 35,719 sq ft) EXISTING USE: •Vacant lots EXISTING ZONING: •R-1/7,000 PROPOSED ZONING: •RMF-30 Salt Lake City //Planning Division www.slc.gov/planning REQUEST CURRENT ZONING PROPOSED ZONING Salt Lake City //Planning Division www.slc.gov/planning BUILDING TYPES COMPARISON •Single-family dwelling (7,000 sq. ft./lot) •Single-family dwelling (2,000 sq. ft./unit) •Two-family dwelling (2,000 sq. ft./unit) •Cottage Development (1,500 sq. ft./unit) •Row House (2,000 sq. ft./unit) •Multi-Family Residential (2,000 sq. ft./unit) •Tiny House (1,500 sq. ft./unit) RMF-30R-1/7,000 Salt Lake City //Planning Division www.slc.gov/planning Andy Hulka // Principal Planner andy.hulka@slcgov.com 801-535-6608 Brix on Tenth Site Plan •Energy Star 2.0 •100% all electric, Zero emissions home •Pre-wired for Solar •Twice as Efficient as the Competition •Localscape, water efficient landscaping A High Performance Home _______________ ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director CITY COUNCIL TRANSMITTAL rachel otto (May 13, 2024 15:42 MDT)Date Received:05/13/2024 Rachel Otto, Chief of Staff Date sent to Council:05/13/2024 TO:Salt Lake City Council DATE: 05/13/24 Victoria Petro, Chair FROM: Blake Thomas, Director, Department of Community & Neighborhoods _ SUBJECT:Petition PLNPCM2024-00128 - Zoning Map Amendment at 1544 S 900 W & 1550 S 900 W STAFF CONTACT: Andy Hulka, Principal Planner 801-535-6608 or andy.hulka@slcgov.com DOCUMENT TYPE: Ordinance RECOMMENDATION: That the City Council follows the recommendation of the Planning Commission to approve the petition for a zoning map amendment. BUDGET IMPACT: None BACKGROUND/DISCUSSION: Paul Garbett (Garbett Homes), representing the property owner, has submitted a petition to amend the Zoning Map for two parcels located at 1544 S 900 W and 1550 S 900 W. The requested Zoning Map Amendment would rezone the property from R-1/7,000 (Single-Family Residential) to RMF- 30 (Low Density Multi-Family Residential). The total area included in the proposal is approximately 0.82 acres or about 35,719 sq. ft. This petition was accepted prior to the adoption of the new Community Benefit and Tenant Displacement Amendments, which require applicants to provide specific information about plans for future development. While the ordinance did not require the applicant to submit full 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 development plans, the applicant did include a site plan in their written narrative illustrating their intent to build townhomes on the property. Current Zoning Proposed Zoning The primary difference between the R-1/7,000 and RMF-30 Zoning Districts is the allowed building types. The RMF-30 land use table lists tiny homes, cottage developments, twin homes, single-family attached dwellings, and multi-family dwellings as permitted uses. The Westside Plan encourages the use of vacant parcels as opportunities for multi-family projects. On April 10th, 2024, the Planning Commission heard the petition and forwarded a positive recommendation to the City Council to amend the zoning map. PUBLIC PROCESS: •Early Notification – On February 15, 2024, the Glendale Neighborhood Council was sent the 45-day required notice for recognized community organizations. The Community Council provided a written statement of support for the project. Noticing signs were posted on the property and a notice of the proposal was also mailed to all property owners and residents within 300 feet of the property. An online open house was posted on the Planning Division’s website from February to April. •Planning Commission Meeting – The petition was heard by the Planning Commission on April 10th, 2024. The Planning Commission voted unanimously to forward a positive recommendation to the City Council regarding the proposed zoning map amendment. The full public meeting can be viewed using this link starting at minute 43:10. Planning Commission (PC) Records a)PC Agenda of April 10th, 2024 (Click to Access) b)PC Minutes of April 10th, 2024 (Click to Access) c)Planning Commission Staff Report of April 10th, 2024 (Click to Access Report) EXHIBITS: 1. Ordinance 2. Project Chronology 3. Notice of the City Council Public Hearing 4. Mailing List 1. ORDINANCE SALT LAKE CITY ORDINANCE No. of 2024 (Amending the zoning map pertaining to two parcels located at 1544 S 900 W and 1550 S 900 W from R-1/7,000 Single Family Residential to RMF-30 Low Density Multi Family Residential) An ordinance amending the zoning map pertaining to two parcels located at 1544 S 900 W and 1550 S 900 W (“Property”) from R-1/7,000 Single Family Residential to RMF-30 Low Density Multi Family Residential pursuant to Petition No. PLNPCM2024-00128. WHEREAS, the Salt Lake City Planning Commission (”Planning Commission”) held a public hearing on April 10, 2024, on an application submitted by Paul Garbett of Garbett Homes, on behalf of the property owner, to rezone the Property from R-1/7,000 Single Family Residential to RMF-30 Low Density Multi Family Residential pursuant to Petition No. PLNPCM2024-00128. WHEREAS, at its April 10, 2024, 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 a public hearing on this matter, the City Council has determined that adopting this ordinance is in the city’s best interests. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah: SECTION 1. Amending the Zoning Map. The Salt Lake City zoning map, as adopted by the Salt Lake City Code, relating to the fixing of boundaries and zoning districts, shall be and hereby is amended to reflect that the Property, as more particularly described on Exhibit “A” attached hereto, shall be and hereby is rezoned from R-1/7,000 Single Family Residential to RMF-30 Low Density Multi Family Residential. 1 ___________________________ atherine D. Pasker, Senior City A 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 , 2024. CHAIRPERSON ATTEST AND COUNTERSIGN: CITY RECORDER Transmitted to Mayor on . Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER (SEAL) Bill No. of 2024. Published: . Ordinance Rezoning 1544 and 1550 S 900 W to RMF-30_v1 2 APPROVED AS TO FORM Salt Lake City Attorney’s Office Date: May 7, 2024 By: _ K ttorney EXHIBIT “A” 1544 S 900 W Tax ID: 15-14-253-031-0000 COM 265 FT S FR INTERSECTION OF FENCE LINE & 8TH WEST STREET (NOW 9TH WEST STREET) SD INTERSECTION BEING 825 FT E & 1278.75 FT N FR SW COR NE ¼ SEC 14 T1S R1W SL MER W 280 FT S 53 FT E 280 FT N 53 FT TO BEG .34 AC. 1550 S 900 W Tax ID: 15-14-253-032-0000 COM 318 FT S FR INTERSECTION OF FENCE LINE & 8TH WEST STREET (NOW 9TH WEST) SD INTERSECTION BEING 825 FT E & 1278.75 FT N FR SW COR NE ¼ SEC 14 T1S R1W SL MER W 280 FT S 72 FT M OR LE TO OLD FENCE LINE E LY ALG SD FENCE 280 FT TO W LINE OF 8TH WEST (NOW 9TH WEST) STREET N 78.1 FT M OR L TO BEG .48 AC. 3 2. PROJECT CHRONOLOGY ERIN MENDENHALL DEPARTMENT of COMMUNITY Mayor and NEIGHBORHOODS Blake Thomas Director PROJECT CHRONOLOGY Petition: PLNPCM2024-00128 February 5, 2024 Petition for the zoning map amendment received by the Salt Lake City Planning Division. February 12, 2024 Petition assigned to Andy Hulka, Principal Planner. February 15, 2024 Information about the proposal was sent to the Glendale Neighborhood Council in order to solicit public comments and start the 45-day Recognized Organization input and comment period. February 15, 2024 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. Feb – Apr 2024 Staff hosted an online Open House to solicit public comments on the proposal. March 29, 2024 Public hearing notice sign with project information and notice of the Planning Commission public hearing physically posted on the property. Public notice posted on City and State websites and sent via the Planning list serve for the Planning Commission meeting on April 10, 2024. Public hearing notice mailed. April 10, 2024 The Planning Commission held a public hearing on April 10, 2024. By a unanimous vote of 7-0, the Planning Commission forwarded a positive recommendation to the City Council for the proposed zoning map amendment. 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 3. NOTICE OF CITY COUNCIL HEARING NOTICE OF PUBLIC HEARING The Salt Lake City Council is considering Petition PLNPCM2024-00128 – Zoning Map Amendment at 1544 S 900 W & 1550 S 900 W – Paul Garbett (Garbett Homes), representing the property owner, is requesting a zoning map amendment for the properties located at the above-stated address. The two parcels are approximately 0.82 acres (35,719 sq. ft.) in size. The proposal would rezone the properties from R-1/7,000 (Single-Family Residential) to RMF30 (Low Density Multi- Family Residential). No development plans were submitted with this application. The subject property is within Council District 2, represented by Alejandro Puy. 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: PLACE: Electronic and in-person options. 451 South State Street, Room 326, Salt Lake City, Utah ** This meeting will be held via electronic means, while also providing for an in-person opportunity to attend or participate in the hearing at the City and County Building, located at 451 South State Street, Room 326, Salt Lake City, Utah. For more information, including WebEx connection information, please visit https://www.slc.gov/council/agendas/. 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 Andy Hulka at 801-535-6608 between the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday, or via e-mail at andy.hulka@slcgov.com. The application details can be accessed at https://aca- prod.accela.com/SLCREF/Default.aspx, by selecting the “Planning” tab and entering the petition number PLNPCM2023-00923. People with disabilities may make requests for reasonable accommodation, which may include alternate formats, interpreters, and other auxiliary aids and services. Please make requests at least two business days in advance. To make a request, please contact the City Council Office at council.comments@slcgov.com, (801)535-7600, or relay service 711. 4. MAILING LIST OWN_FULL_NAME OWN_ADDR OWN_CITY OWN_STATE OWN_ZIP CLAIRE CULLINANE; CHRISTINE NELSON (JT)1505 S 1000 W SALT LAKE CITY UT 84104 DANIEL J ROBERTSON; SARAH ROBERTSON (JT)942 W CANNON OAKS PL SALT LAKE CITY UT 84104 JORGE SALVADOR ZAMORA; MARIA ISABEL VAZQUE 932 W CANNON OAKS PL SALT LAKE CITY UT 84104 ESTHER MUNOZ; ANASTACIO HERNANDEZ (JT)922 W CANNON OAKS PL SALT LAKE CITY UT 84104 AURELIA VEGA 912 W CANNON OAKS PL SALT LAKE CITY UT 84104 MICHAEL J TOMCZAK; KAREN A DREFUS (JT)3386 S LOS ALTOS ST SALT LAKE CITY UT 84109 MICHAEL G NIELSEN 1521 S 1000 W SALT LAKE CITY UT 84104 JAMES W JR HEATH; DUSTIN HEATH (JT)1525 S 1000 W SALT LAKE CITY UT 84104 HECTOR TORRES; OTILIA TORRES (JT)1228 E TURQUOISE WY SANDY UT 84094 TAG SLC, LLC PO BOX 520697 SALT LAKE CITY UT 84152 RENE MARTINEZ 1561 S 1000 W SALT LAKE CITY UT 84104 GEORGE RAUSCH LIVING TRUST 06/01/2017 1579 S 1000 W SALT LAKE CITY UT 84104 MAFUA VAILOLO; TELESIA M OTUKOLO (JT)1585 S 1000 W SALT LAKE CITY UT 84104 AJ HEALTHY LIFE LLC 1532 S 900 W SALT LAKE CITY UT 84104 LUIS MUNOZ; MICHELE AILENE GERO (JT)1526 S 900 W SALT LAKE CITY UT 84104 RICARDO VAZQUEZ 13287 HERRIMAN ROSE BLVD HERRIMAN UT 84096 JS FM TRST 679 N DESOTO ST SALT LAKE CITY UT 84103 JUAN MUNOZ; DELIA MUNOZ (JT)3487 W BRISTOL WY WEST VALLEY UT 84119 HANH THI NGUYEN; TRIEU MINH PHAM (TC)1529 S RIVERSIDE DR SALT LAKE CITY UT 84104 ARON CARDENAS 1515 S 1000 W SALT LAKE CITY UT 84104 JAIME A VEGA; R ISABEL VEGA (JT)941 W CANNON OAKS PL SALT LAKE CITY UT 84104 MARGARITA GERARDO; ASHLEY GABRIELA FRIAS GE 931 W CANNON OAKS PL SALT LAKE CITY UT 84104 TRANG TQ LE 921 W CANNON OAKS PL SALT LAKE CITY UT 84104 BHAGAWATI PAUDEL‐ GAUTAM; MANI GAUTAM (JT 1021 BEXLEY DR N SALT LAKE UT 84054 DAVID C CAPSON 1567 S 1000 W SALT LAKE CITY UT 84104 MATTHEW E SHAPIRO 4491 E RUSTIC KNOLLS LN FLAGSTAFF AZ 86004 MESERET DEMEKE 1512 S CANNON OAKS ST SALT LAKE CITY UT 84104 UTAH STATE BUILDING OWNERSHIP AUTHORITY 450 N STATE OFFICE # 4110 SALT LAKE CITY UT 84114 STATE OF UTAH, DIVISION OF FACITLITIES CONSTRU 4315 S 2700 W TAYLORSVILLE UT 84129 SALT LAKE CITY CORP PO BOX 145460 SALT LAKE CITY UT 84114 TAG 900 HOMEOWNERS ASSOCIATION PO BOX 520697 SALT LAKE CITY UT 84152 STATE OF UTAH DEPT OF ADM SERVICES DIV FAC CO 450 N STATE OFFICE BLDG SALT LAKE CITY UT 84114 Current Occupant 1513 S 900 W Salt Lake City UT 84104 Current Occupant 1535 S 1000 W Salt Lake City UT 84104 Current Occupant 1549 S 1000 W Salt Lake City UT 84104 Current Occupant 1551 S 1000 W Salt Lake City UT 84104 Current Occupant 1536 S 900 W Salt Lake City UT 84104 Current Occupant 1540 S 900 W Salt Lake City UT 84104 Current Occupant 1544 S 900 W Salt Lake City UT 84104 Current Occupant 1550 S 900 W Salt Lake City UT 84104 Current Occupant 1560 S 900 W Salt Lake City UT 84104 Current Occupant 1568 S 900 W Salt Lake City UT 84104 Current Occupant 1574 S 900 W Salt Lake City UT 84104 Current Occupant 911 W CANNON OAKS PL Salt Lake City UT 84104 Current Occupant 1565 S 1000 W Salt Lake City UT 84104 Current Occupant 1511 S 1000 W Salt Lake City UT 84104 Current Occupant 1515 S 900 W Salt Lake City UT 84104 Current Occupant 1519 S 900 W Salt Lake City UT 84104 Current Occupant 1533 S 900 W Salt Lake City UT 84104 Current Occupant 1575 S 900 W Salt Lake City UT 84104 Current Occupant 1595 S 900 W Salt Lake City UT 84104 Current Occupant 1601 S 900 W Salt Lake City UT 84104 Current Occupant 1590 S 900 W Salt Lake City UT 84104 Item G3-G11 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 MOTION SHEET CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY25 TO:City Council Members FROM: Ben Luedtke, Senior Analyst DATE:June 4, 2024 RE: MOTION SHEET – Ordinances for Salt Lake City and Library Budgets for FY 2024-25. The Council will hold a Public Hearing and receive public comment on Budget Ordinances items G3 through G11. After the end of public comment, the Council may consider the following motions: MOTION 1 – CLOSE PUBLIC HEARING I move that the Council close the public hearing and refer the item to a future date for action. MOTION 2 – CONTINUE PUBLIC HEARING I move that the Council continue the public hearing to a future date. 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 BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Sylvia Richards, Policy Analyst DATE: June 4, 2024 RE: Proposed FY 2025 Consolidated Fee Schedule ISSUE AT-A-GLANCE The Council enacted ordinances in May 2011 creating the consolidated fee schedule (CFS) which organizes fees into one chart by department, function and identifies relevant City ordinances authorizing each fee collected by the City. Some ordinances designate a specific maximum fee, formula to use or a general authorization to charge a fee for a particular service. The CFS is intended to improve transparency by centralizing fee information into one document and accountability by designating where fees are authorized. The Finance Department coordinates the CFS with other City departments and performs cost justification analysis as needed. Follow-up questions about fees can be directed to the associated department and/or addressed as part of unresolved issues. Fee Changes Each year a proposed CFS is transmitted to the Council along with the Mayor’s Recommended Budget. Per an ordinance adopted by the Council several years ago, General Fund fees are adjusted annually by the Consumer Price Index (CPI), which for FY 25 is 4.0%. Enterprise fund fees like the Airport, Public Utilities, Waste Collection (Refuse Fund/Sustainability) and Golf are not subject to standard annual adjustments and are intended to operate like a business (incoming revenues cover all expenses). Enterprise fund fees are determined within the context of each enterprise’s annual budget and long-term capital planning needs and are discussed in those Funds’ budget briefings. The proposed FY25 General Fund CFS includes: 1. CPI Adjustment – adjusts General Fund fees by 4.0% CPI. Some fees are determined by special calculations and do not use the CPI adjustment such as the Building Permit fees that are based on total project valuation. 2. Boarded Building Fees– The Council held a separate briefing on May 30th regarding potential changes to the boarded building fees located in the Consolidated Fee Schedule. Based on comments and questions from Council Members, it is likely these fees will not be adopted as part of the budget; rather they will be adopted mid-year. 3. Reduced Golf “Twilight” Fees and Athletic Field Reservation Fees – On May 7, 2024, the Council held a separate briefing on a request from the Administration to reduce golf “twilight” fees and athletic field reservation fees. The proposed reductions were adopted by the Council on May 7th. 4. General Fund Fee adjustments outside the CPI adjustment - The Administration is proposing updating several general fund fee updates that have not been updated in several years (most have not been updated since 2010), in addition to the regular CPI adjustment to City fees (see next bullet). The Administration indicates that the impact of these changes was insignificant so a revenue impact to the budget was not included. The proposed fee increases are as follows: PROJECT TIMELINE: Briefing: June 4, 2024 Budget Hearings: May 21 and June 4, 2024 Potential Action: June 11 or 13, 2024 Page | 2 Fee Proposed Increase Ordinance Building Rental/Washington Square, C&C Bldg., PSB & Pioneer Precinct - Regular City business hours (8 am to 5 pm) Fee: $55.00/hr Deposit: $200.00 Up to 40 people, no more than 3 hours. See Section 15.14.020 Non-City Business Hours $55.00/hr Deposit: $200.00 See Section 15.14.020 Wedding ceremony Based fee for two hours $235.00 Fee $235.00 Deposit No food. See Section 15.14.020 Business Licensing: Owner Occupied Rental Base Fee 4 units or less , owner occupies 1 of those units 5.14.040 Dwelling Units $35 Per Rental Unit. 5.14.040 Fraternities, sororities, rooming and boarding house $35 Per room for lodging or sleeping purposes. 5.14.040 CAN: News racks permit application $200 Annual. 14.36.080 Sidewalk vending cart – Revocable Land Use Fee $450 Annual. 5.65.030 Engineering: Public Way Construction Permits Sidewalk Closure (detour) $21o Per week (Construction Barricades) 14.32.410 Sidewalk diversion $35 Per week (Construction Barricades) 14.32.410 Vehicular traffic lane closure $300 Per week (Construction Barricades) 14.32.410 Bike Lane Closure $500 Per week (Construction Barricades) 14.32.410 Long Term (one month) Sidewalk Closure (detour) $840 Per month (Construction Barricades) 14.32.410 Long Term Sidewalk Diversion $140 Per month (Construction Barricades) 14.32.410 Long Term Vehicular Traffic Lane Closure $1,200 Per month (Construction Barricades) 14.32.410 Long Term Bike Lane Closure $500 Per month (Construction Barricades) 14.32.410 Police - No Trespass sign $30.96 Plus tax. Fee will be waived when sign is placed by SLCPD. Community Response Team for special event $52 Per hour. Parks & Public Lands - Landscaping permit for Public Right of Way $21 Per job, or $80.66 per year. 2.26.210 5. New General Fund Fees – The table below provides a summary of the new General Fund fees in the FY25 proposed CFS. If the Council chooses not to enact a new fee, then the resulting revenues will not be collected and corresponding cuts to the General Fund will need to be identified or offsetting revenue increases found. Department / Division / Program Service Fee Engineering Sidewalk diversion $35.00 per week Bike lane closure $125 per week Certified address mailer $13.00 Police No trespass sign $30.96 cost plus tax Page | 3 Community Response Team for special events $52.00 per hour POLICY QUESTIONS 1.Special Events Fees – The Council has discussed the balancing of policy objectives of fully recovering costs for City events (and potential damage to City assets), with the desire to encourage more events to add to the vibrancy of the City. The Council may wish to add this to legislative intents. 2.Hardship Fee Waiver – The Council may wish to discuss with the Administration potential benefits and costs of a fee waiver for economic hardship. ADDITIONAL & BACKGROUND INFORMATION Automatic Fee Increases Per City Code 3.02.030 only fees that flow into the General Fund are automatically adjusted for inflation, i.e., consumer price index or CPI. Enterprise fund fees are determined by the budget context for the enterprise and the long-term capital planning needs. ATTACHMENTS Attachment I – Consolidated Fee Schedule Redlined Version 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 BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY25 TO: City Council Members FROM: Ben Luedtke, Senior Analyst DATE: June 4, 2024 RE: 911 Department FY2025 Budget BUDGET BOOK PAGES: Key Changes 59 and 71, Department Overview 251-254, Staffing Document 270 ISSUE AT-A-GLANCE The 911 Department provides year-round dispatch services for emergency and non-emergency calls in Salt Lake City as well as Sandy City. The FY2025 proposed budget of $11,610,306 is $350,550 more than last year. This is a 3% increase. The budget is basically flat except for funding necessary to implement the 5% general pay increase as recommended in the Mayor’s budget. The Department is partially funded (historically about 35%) through the City’s collection of E-911 funds (a surcharge on all phone lines allowed by state law). The total number of full- time employees, or FTEs, would remain at 100. Four operations manager FTEs are proposed to be reclassified from a pay grade 29 to 31. See Attachment 1 for a comparison of the FY2025 proposed budget and the three prior fiscal years. Highlights of this report include: - The Administration reported at the end of April there were 18 vacant positions including 15 dispatchers, two supervisors, and one deputy director. - The Department reported the best staffing retention rate in a decade at 92% for FY2024 YTD - However, the Department continues to struggle with reaching full staffing. - On an average annual basis, the 911 Department answers over 90% of emergency calls within 10 seconds, which exceeds the industry best practice. - However, 1.27% of all 911 calls representing 1,927 calls waited one minute or longer for an answer which is a significantly increased over recent years. $350,550 Personnel Services Increase The change to personal services is summarized in the table below. There are several compensation adjustments which usually appear annually including base-to-base changes reflecting pay adjustments such as reclassifications, insurance rate, and pension changes, and the 5% salary increase proposed for all City employees in the Mayor’s Recommended Budget. Note that the personnel services change as shown on page 253 of the Budget Book is slightly less because some employee cell allowances are captured in the operations and maintenance line item instead of personnel services. Item Amount 5% salary proposal 206,976$ Insurance rate changes 180,062$ Health Savings Account (HSA) increase 62,250$ Pension changes 14,904$ Base-to-base changes (113,642)$ TOTAL 350,550$ Project Timeline: Briefing: June 4, 2024 Budget Hearings: May 21 and June 4, 2024 Potential Adoption Vote: June 11 or 13, 2024 Page | 2 Emergency 911 Dispatch Fund (E-911 Fund) E-911 Fund revenues come from a 911 excise tax paid on phone bills. Revenue in recent years has averaged about $5 million annually. The projected transfer to the General Fund for FY2025 is $3.9 million which is 34% of the Department’s annual budget. This funding source is authorized and capped by state law and helps offset the cost to the General Fund for operating the 911 Department. $113,200 Ongoing for New Software The budget includes $113,200 paid by the E-911 Fund to purchase software called Vesta Analytics. It would provide more detailed analyses of the Department’s performance to refine operations and future budget and staffing requests. It is also expected to improve evidence collection for public safety investigations.The funding level represents five years at an estimated annual cost of $22,640. E-911 Fund Balance (See policy question #2) The E-911 Fund has its own Fund Balance (savings account) which is projected to be $7.8 million. In addition to offsetting the cost of operations this fund has also provided several software and hardware upgrades for the Department in recent years. Prolonged High Turnover Rates and Reaching Full Staffing Levels The Administration reported at the end of April there were 18 vacant positions including 15 dispatchers, two supervisors, and one deputy director. The Department’s turnover rate was 8% and retention rate was 92% for the 2024 fiscal year while noting there is one month left so it could change. These are the best reported in a decade. However, at most, the Department had 80 positions filled for the fiscal year, which is one of the lowest reported in a decade. The chart and table below show the Department’s average staff turnover since 2014 was 21%. This is significantly higher than the City’s average turnover across departments over the same time. One of the Department’s hiring limitations is the number of recruits that can be brought on board at any time because of training constraints. The Department has also experienced hiring issues with applicants passing background checks, employees not completing one-year probationary periods, and other agencies offering higher salaries. The Council authorized three unfunded dispatcher FTEs to help mitigate turnover, but these are rarely used because of staffing challenges. Mandatory Overtime Decreasing and New Proactive Overtime Shift Signup Option In FY2024 there have been 175 hours of mandatory overtime, and this could increase in the last month of the fiscal year. In FY2023, there were 676 hours of mandatory overtime which shows a 74% decrease. The Department has a minimum staffing standard (see additional info section) to help ensure calls are answered quickly. The new approach proactively identifies anticipated shortages a month in advance and allows employees to sign up for shifts. The prior short-term reactive approach forced dispatchers through seniority and rotation which was more disruptive to work-life balance. This new approach is partially credited with the significantly improved retention rate shown in the table above. Time to Train a New Dispatcher A new dispatcher takes five to seven months of training before they can operate independently as a regular dispatcher on the call floor. First are several training courses and certifications with two months in the classroom reviewing policies and procedures. Second is three to five months on the call floor working with fully trained dispatchers doing hands-on training. 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total # of Employees at the Highest Staffing Level for that Year 78 82 80 90 88 100 100 100 90 85 80 88 # of New Hires that Failed to Complete Probation 4 8 9 6 7 12 11 11 9 3 2 7 # of Experienced Employees Who Left for Any Reason 11 15 13 6 3 8 17 13 21 13 4 11 Turnover Rate %19%28% 28%13% 11%20%28%24%33%19%8%21% Retention Rate (Retention = 1-Turnover) x 100 81%72%73%87%89%80%72%76% 67%81%92% 79% AverageFISCAL YEARTurnover Rate Calculation Page | 3 911 Call Answer Times (See Attachment 2 for a breakdown by hour of the day using military time and number of seconds) The table below summarizes the Department’s 911 emergency call response times over the past decade. The industry best practice is for 90% of calls to be answered within 10 seconds. Percentages are shown in red where this best practice was not reached averaged over the calendar year. Answer times significantly improved since 2017 and have remained above the industry best practice since then. Attachment 2 shows a breakdown of the 911 Department’s 2023 calendar year response times by hour of the day and number of seconds to answer. The breakdown shows that in all but three of the one-hour blocks, the 911 Department exceeds the industry best practice of answering 90% of 911 calls within 10 seconds. The best practice was slightly missed in the 5:00 pm (87.63%) and 9:00 pm (89.35%) one-hour blocks. The answer rate varies between peak call volume times such as late afternoons and evenings and slower times such as middle of the night. 911 Call Answer Times by Calendar Year Some Council Members have asked about answer times for 911 calls that waited the longest for an answer. This may occur during times with especially high call volumes. The 911 Department maintains minimum staffing standards to help ensure quick answer times. The below table shows that 911 calls waiting between one to two minutes for an answer significantly increased in calendar year 2023 to 1.09% of all 911 calls which represents 1,648 calls to 911. Calls waiting more than two minutes for an answer remained about the same at 0.18% of all 911 calls which represents 279 calls to 911. See Policy Question #1 below Continuing Pilot Partnership with University of Utah Mobile Crisis Outreach Team (MCOT) The Department started a pilot partnership with MCOT three years ago including creating criteria and a procedure to determine when a non-violent caller in mental crisis could be diverted away from a sworn police officer response. The below table summarizes monthly and total mental health crisis calls in the first four months of calendar year 2024. The table shows that in the first four months of 2024, dispatchers were able to resolve 71 mental health crisis calls, diverted 99 calls for MCOT to deploy a response, 19 required a law enforcement response and 3 were referred to a higher level of care. Since the partnership started three years ago, over 1,000 mental health crisis calls were either resolved over the phone or handled by an MCOT deployment. Calendar Year 2024 Mental Health Crisis Calls Metrics and Diversions to MCOT 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 10 Seconds 87.18% 87.28%91.26%89.90%95.62%97.53% 97.52%96.12%95.07%92.64% 15 Seconds 89.23% 89.40%92.57%91.44%96.48%98.03% 98.02%96.89% 95.90%93.82% 40 Seconds 95.20%95.45%96.58% 96.38%98.66%98.43%99.35%98.81%96.66%97.44% Answer Time Calendar Year Answer Time 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 1-2 Minutes 2.14%1.99%1.44%1.76% 0.53% 0.27% 0.25% 0.48% 0.59% 1.09% More than 2 Minutes 0.48% 0.35% 0.25%1.61%0.07% 0.04% 0.02%0.13% 0.19% 0.18% As a Percent of Total 911 Calls by Calendar Year #% #% #% #% January 20 49%18 44% 3 7%0 0%41 February 20 44%18 40%7 16%0 0%45 March 13 31%23 55%4 10%2 5%42 April 18 28%40 63%5 8%1 2%64 71 37%99 52%19 10%3 2%192 2024 TOTALS Note the sum of the percentages in the totals row is 101% due to rounding Year Month Resolved over the Phone Total MCOT Deployed Law Enforcement Deployed Referrerd to a Higher Level of Care Page | 4 Decreasing Call Volumes The Department experienced a 30% total call volume increase over the past decade. The table below details call volumes since May 2013. Comparing the most recent 12-month period of May 1 – April 30 shows a -4% decrease in total calls. Calls to 911 saw an -11% decrease compared to a -1% decrease in non-emergent calls. Note that non-emergency calls make up a greater share of calls than emergency 911 calls. These are the largest call volume reductions in the past decade. It’s important to note that not all calls are equivalent; some calls are more complex than others and take longer to resolve. Abandoned 911 calls must be called back if the call ends before being answered. In recent years nearly 10% of all calls the Department received were abandoned calls which are called back and can delay response times for other calls. The Police Community Responder Program has assisted with calling back some 911 hang up calls. Some calls must be transferred to other agencies. There are also outbound calls at the request of field personnel. Continued Staffing of 81 Dispatcher FTEs The number of regular dispatchers is proposed to continue at 81 FTEs, not counting supervisors or managers. The Council added eight FTEs in FY2022 as part of a 32-hour work week pilot program that was not implemented due to continued high staff turnover. Those 8 FTEs were removed in the FY2023 annual budget 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 Call Volume Changes by Type and 12-month Period (May 1 -April 30) 911 Calls Non-emergent Total Calls May 1 - April 30 by Year 911 Calls % Change Non- emergent % Change Total Calls Year Over Year % Change 2013-14 158,087 - 337,055 - 495,142 - 2014-15 187,799 19%381,716 13%569,515 15% 2015-16 204,875 9%413,869 8%618,744 9% 2016-17 196,860 -4%423,656 2%620,516 0% 2017-18 170,792 -13%623,702 47%794,494 28% 2018-19 167,206 -2%618,892 -1%786,098 -1% 2019-20 173,454 4%594,277 -4%767,731 -2% 2020-21 178,687 3%607,328 2%786,015 2% 2021-21 186,435 4%563,640 -7%750,075 -5% 2022-23 163,320 -12%503,742 -11%667,062 -11% 2023-24 146,098 -11%496,668 -1%642,766 -4% 30%TOTAL Change since 2013-14 Page | 5 with an expectation that they would be requested in future fiscal years once the Department is able to reach full staffing levels. Three Unfunded FTEs – The Council authorizes but does not fund three dispatcher FTEs to provide hiring flexibility for the Department (like the unfunded FTE approach used in the Police and Fire Departments). However, due to turnover rates consistently higher than the City’s average the Department is limited in how often the unfunded FTEs can be utilized. POLICY QUESTIONS 1. Resources to Reduce One Minute or Longer 911 Call Answer Wait Times – The Council may wish to ask what additional resources could help reduce the number of 911 calls that waited one minute or longer for an answer which increased to 1.27% of all 911 calls representing 1,927 calls. The Council may also wish to ask what is causing the growth in calls waiting one minute or longer to be answered. For example, some 911 calls are more complex and take longer to address than others. It’s important to note that on an average annual basis, the Department exceeds the national best practice of answering 90% of all 911 calls within 10 seconds. (see tables above for 911 call answer times over the past decade) 2. Plans for E-911 Healthy Fund Balance – The Council may wish to ask the Administration what is planned for the health Fund Balance of the E-911 fund and whether some of it could be used to offset the General Fund’s expense for 911 operations. If the FY2025 budget were adopted as proposed, then the E- 911 fund balance is projected to have over $7.8 million. This is a healthy level higher than recent years and exceeds the annual revenue to the fund of about $5 million. 3. Pilot Partnership with University of Utah Mobile Crisis Outreach Team (MCOT) – Consistent with the City’s overall interest and investment in diversifying public safety response from relying solely on traditional police and fire services, the Council may wish to ask the Administration if additional resources are needed to further improve/streamline this partnership with MCOT to help divert mental crisis calls. 4. Dispatchers for Alternative Public Safety Response Programs – The Council may wish to ask what would it take for the Department to dispatch and coordinate diverting eligible calls to and between the City’s growing number of alternative response programs including partnership with MCOT, Medical Response Team, Community Health Access Team, Social Workers, Crisis Intervention Team, Police Civilian Response Team, Park Rangers, Rapid Intervention Team, and the street ambassador program. 5. Dispatchers Unable to Telecommute – The Council may wish to ask if the Department has plans to purchase equipment that would allow dispatchers to telecommute. ADDITIONAL AND BACKGROUND INFORMATION Funding Our Future (FOF) Public Safety Category As part of the FY2020 annual budget adoption the Council included the following legislative intent: “It is the intent of the Council that the definition of “public safety” include the Police Department, Fire Department, and 911 Dispatch for allocation of Funding Our Future revenue.” The FY2022 budget was the first year for the 911 Department to receive FOF dollars. The 911 Department would receive $948,924 from Funding Our Future in the FY2025 proposed budget. Contract to Provide Services to Sandy City (Animal Services, Fire and Police) The five-year contract between Salt Lake City and Sandy City started in October 2013 and the initial term ended in October 2018. It was renewed for another five years until October 2023. A second five-year renewal was approved so the contract ends in February 2029. A six-month cancellation notice is required for either party to terminate the agreement. Industry Best Practices for 911 Call Answer and Response Times Ideally, a 911 call is supposed to elicit the following responses within six minutes: 1. Dispatcher answers incoming call within 10 seconds, 2. 60 seconds or less for dispatcher to gather priority information, 3. 60 seconds or less for dispatcher to notify appropriate emergency responders, and 4. 4 minutes or less for emergency responders (fire, medical, social workers, and/or police) to reach the caller’s location. Page | 6 Minimum Staffing Standard The 911 Department established a minimum staffing level for 24/7 operations which is: 4 fire dispatchers, 3-5 police dispatchers, and between 3-9 call takers based on the time of day and average call volumes. This staffing mix is unique to Salt Lake City and based on current call volumes. Thus, the mix is subject to change as the need for emergency response fluctuates over time. Going below the minimum staffing level may create situations when the Department is unable to readily respond to an active emergency. Mandatory overtime is one tool the Department uses to ensure meeting these minimum staffing levels. Rapid SOS for Mobile Phone Location Identification The Administration described Rapid SOS as “a free product offered to all PSAP agencies across the country. The product allows dispatchers to get a GPS hit when someone calls 911 from a cell phone. The caller must have their location services turned on in their phone settings. SLC911 has a procedure requiring dispatchers to launch Rapid SOS each day. Any caller that is unable to give a location or verify that location will be processed through Rapid SOS to get the best location information possible.” Dispatchers Unable to Telecommute The current technology used by the 911 Department does not provide a telecommuting option for dispatchers. This created operational challenges during the pandemic because dispatchers had to physically work from the Public Safety Building (PSB), the existing call answering floor space was unable to accommodate the six-foot social distancing health guidelines and wearing a mask made it harder to communicate over the phone and radio. The inability to telecommute also limits potential candidates for dispatcher jobs. The Utah Communication Authority (UCA), State agency overseeing PSAPs, is investing in new technology from Vesta that can provide a telecommuting option. However, a station would need to be purchased and installed at dispatcher’s homes. The Department reports a smaller number of telecommuting stations would also be a significant improvement to operations because dispatchers could check out a station for temporary use and then return it. However, there are cybersecurity and physical security regulations protecting access points to criminal justice system information which could be difficult to satisfy at private residential locations. New Training for All 911 Trainers and Supervisors The Department shared the following update on a new training and approach for all 911 staff. “All training staff and supervisor staff are rotating through the NENA (National Emergency Number Association) CTO (Certified Training Officer) Program to foster consistency in how we train both those coming into this profession and how we continue to train our existing staff for ongoing required training to stay relevant and up to date with technological changes and innovation in this industry. There are many learning and teaching styles. We believe those responsible for educating need to learn all of them and how to interact and engage with their peers that have different learning styles and come from similar or completely different backgrounds, generations, and cultures. We have several employees that have already completed this training and future dates lined up to continue the process.” Emergency Calls Tracking System (ECaTS) The State contracts with a private company called Emergency Calls Tracking System (ECaTS) which automatically records data from all 911 call centers in Utah. The tracking system allows call response times to be analyzed by customized time periods such as year, days of the week, times of the day, and type of call. Reports used to develop this staff report were pulled from the ECats system and provided by the Department including Attachment 2. Variations in Call Volume The Department provided the graph below showing average call volumes (911 and non-emergency) by hour of the day. Note that the graph uses military time. The graph shows daily call volume typically peaks around 15:00 hours (3:00 pm) and then reaches the daily low point at 4:00 hours (4:00 am). The Department adjusts staffing levels to account for these call volume variations but never falls below the minimum staffing standard (see section above). Note: PSAP is Public Safety Answering Point Page | 7 ATTACHMENTS 1. Summary Comparison Budget Chart 2. Calendar Year 2023 Public Safety Answering Point (PSAP) Breakdown of 911 Call Answer Times by Hour of the Day and Number of Seconds to Answer ACRONYMS AFSCME – Association of Federal State County and Municipal Employees CAD – Computer Aided Dispatch CALEA – Commission on Accreditation for Law Enforcement Agencies CIT – Crisis Intervention Team FOF – Funding Our Future FTE – Full-time Employee FY – Fiscal Year HR – Human Resources MCOT – Mobile Crisis Outreach Team MOU – Memorandum of Understanding PSAP – Public Safety Answering Point PSB – Public Safety Building UCA – Utah Communication Authority YTD – Year To Date 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 ATTACHMENT 1 SUMMARY OF BUDGET CHANGES FY 2021-22 FY 2022-23 FY 2023-24 Actuals Actuals Adopted $ Amount % Change Personal Services $ 8,176,089 $ 9,764,164 $ 10,088,793 $ 10,438,033 $ 349,240 3% Operations and Maintenance $ 71,901 $ 46,435 $ 84,984 $ 116,784 $ 31,800 37% Charges and Services $ 572,901 $ 298,518 $ 935,606 $ 905,116 $ (30,490)-3% Capital Expenditures $ - $ 123 $ 150,373 $ 150,373 $ - 0% TOTALS $ 8,820,891 $ 10,109,240 $ 11,259,756 $ 11,610,306 $ 350,550 3% Difference2024-25 Proposed 911 Department PROPOSED BUDGET COMPARISON Expense 1 SLC911 FY24-25 Budget Presented by Lisa Kehoe and Megan Dickerson FINANCE FY24-25 BUDGET PROPOSAL Presented by Lisa Kehoe, Executive Director Organizational Chart 2 Shelly Dejong Assistant Director Kelli Wallin Assistant Director Betsy Delka Assistant Director Amber Conrad Assistant Director Megan Dickerson Acting Deputy Director FINANCE FY24-25 BUDGET PROPOSAL Presented by Lisa Kehoe, Executive Director Overview of Changes: General Fund Expenditures FY24 Expense Budget Proposed Changes FY25 Recommended $11,259,756 $113,200 $11,610,306 FTEs: 100 / PTE: 0 FTE: +0 / PTE: +0 FTE: 100 / PTE: 0 2 Note: Does not include personnel services and associated FY25 personnel related adjustments such as benefits or retirement Key Changes/Insights Insights Description Value ($)One-Time / Ongoing Fund Source Department Scoring 1 Vesta Analytics $113,200 Ongoing General Fund 10 3 FINANCE FY24-25 BUDGET PROPOSAL Presented by Lisa Kehoe, Executive Director FINANCE FY24-25 BUDGET PROPOSAL Presented by Lisa Kehoe, Executive Director BB Insight Descriptions Vesta Analytics •In order to better serve the community, we need data driven insight into call details and statistics. This data will help paint a picture of exactly where our weak points may be and where we need to focus our continuing efforts for improvement. This software will not only help improve SLC911 statistics, but also provide clear evidences for incident reconstruction beneficial to police and fire responders. •$113,200 ongoing – 5 year contract •$22,640 annually FINANCE FY24-25 BUDGET PROPOSAL Presented by Lisa Kehoe, Executive Director BB What we have done differently •NENA (National Emergency Number Association) CTO (Certified Training Officer) Program completion is now required for all trainers and supervisors to promote consistency and standardization in our training processes. •Peer Support training and expansion of the current team will ensure that well -equipped team members are ready to help their peers when they need to be connected to resources during difficult times. •Implementation of posting overtime of expected staff shortages a month in advance, has ensured that our staff can plan and prepare accordingly, fostering a healthy work -life balance while also maintaining acceptable staffing levels for predicted call volume. •These are just a few examples of the changes we have made to restore stability, demonstrate department transparency, boost morale, and cultivate a "team" mentality where employee growth and development are prioritized. These changes have been implemented in responsible and manageable portions to allow time to review and evaluate progress so we can continue a proactive approach to the success of our center and be at our very best for the community we serve. THANK YOU Presented by Lisa Kehoe, Executive Director Megan Dickerson, Acting Deputy Director With support from: Greg Cleary, City Budget Director CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 COUNCIL.SLCGOV.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/slcFY25 TO:City Council Members FROM: Jennifer Bruno Deputy Director DATE:June 4, 2024 RE: FY25 BUDGET – FIRE DEPARTMENT Budget Book pages: Key Changes – 56-57 & 190-194; Staffing - pages: 287-288 ISSUE AT-A-GLANCE The Salt Lake City Fire Department provides fire and medical services to residents of and visitors to Salt Lake City. Fire fighters are stationed at 14 fire stations around the City, including the Salt Lake City International Airport. The FY 25 proposed budget increases the Fire Department budget by 4.8%, about $2.3 million, from $52.3 million to $54.5 million. The Department currently has 404 full time positions (including 2 added in budget amendment #3), 14 of which are funded by funding our future sales tax revenue, and 10 of which are unfunded FTEs to account for turnover and training delays. The proposed budget increases that amount to 404, with those two additional FTEs proposed to be funded with Funding our Future. The Fire Department manages and administers the following specific services: Fire Response including to Salt Lake City International Airport Fire Prevention including construction review Emergency Management planning and response Medical Services Mobile Response Team (MRT) for medical-only calls Community Health Access Team (CHAT) when an FD social worker joins an MRT CPR Training The department provided the following additional context regarding the formation of their FY 25 budget proposal: •The key goal of the Fire Department’s budget is consistent with our Mission Statement, “to provide unparalleled fire, rescue, and emergency medical service to our community”. The department also strives to be proactive in its fire prevention efforts, be engaged with the community, and develop strong and diverse staff members. •SLCFD connected each of our FY2025 budget insights to either one of Mayor Mendenhall’s goals or those identified in the department’s 2020-2024 strategic plan. We focused on the growth of our Project Timeline: Briefing: June 4 Budget Hearings: June 4 Potential Action: June 11 or 13 (TBD) Page | 2 alternative response models, such as our Medical Response Team (MRT) by requesting additional Medical Response Paramedics (MRPs). •The department tracks several metrics to measure the progress of department goals. These metrics include the number of firefighter training hours, number of inspections performed, response volume, response times, injury data, hiring demographics, etc. These metrics are available to share. Staff note: SLCFD is in their last year of the attached strategic plan, and indicated they are currently working on an update. The current strategic plan is attached for reference (attachment 1). Goal of the briefing: Review the Fire Department’s General Fund budget for FY25 and identify any follow-up issues. KEY BUDGET ISSUES & POLICY QUESTIONS A. Two additional Medical Response Paramedics (MRPs) – $163,727 - The department is proposing to continue and expand a pilot program initiated in Budget Amendment #3 of FY 24 that would staff the Mobile Response Team (MRT) in a more financially efficient manner. Adding these (civilian) medical response paramedics would free up sworn fire fighter positions to assist with staffing issues/overtime needs. Additionally, because of the certification level of the MRPs, they can assist in more advance medical calls than current fire fighter/EMTs. The total annual cost for these two positions is $196,472. These positions are proposed to be funded with the “Funding our Future” sales tax, consistent with the “Public Safety“ category. •The department first introduced this evolution of the MRT to the Council in budget amendment #3 of FY 24, to test how these positions would help the overall MRT (and when available, CHAT). The department reports it has been very successful and it has provided the following data. •Background on Medical Response Teams - The Salt Lake City Fire Department (SLCFD) currently operates three Medical Response Teams (MRTs) with another funded at the Salt Lake City Airport beginning in January of 2024 for a total of four MRTs staffed by 16 firefighter/EMTs. This initiative was initially funded by the Council in 2014, in part to realize fuel and staffing efficiencies. Having proven successful over the years both from a sustainability and staffing perspective, it was expanded in 2022 to include social workers when available. The department indicates that the benefits of this approach, along with the CHAT team approach (see below) include decreased wear and tear on heavy fleet vehicles, decreased emissions, decreased unnecessary medical transport to the ER, reduced reliance on PD response, freeing up PD resources for their calls. FY 23 Actual FY 24 Adopted FY 25 Proposed Change Fire Department Budget by Division FTEs Administrative Services 8,074,717$ 9,028,904$ 4,022,352$ 83 (5,006,552)$ -124.5% Office of the Chief 3,979,980$ 3,821,053$ 4,079,324$ 9 258,271$ 6.3% Operations 35,903,678$ 34,365,740$ 39,727,516$ 314 5,361,776$ 13.5% Fire Co mmunity Risk Reductio n -$ 5,048,660$ 2,345,227$ (2,703,433)$ -115.3% Fire Logistics -$ -$ 2,040,174$ 2,040,174$ 100.0% Fire Medical Division -$ -$ 2,334,415$ 2,334,415$ 100.0% Total 47,958,375$ 52,264,357$ 54,549,008$ 406 2,284,651$ 4.8% Fire Department Budget by Type Personal Services (Salaries/Benefits)44,586,146$ 48,966,928$ 51,302,040$ 2,335,112$ 4.8% O & M 1,225,905$ 1,306,645$ 1,313,045$ 6,400$ 0.5% Charges and Services 1,755,691$ 1,806,784$ 1,798,923$ (7,861)$ -0.4% Capital Expenditures 390,633$ 184,000$ 135,000$ (49,000)$ -26.6% Total 47,958,375$ 52,264,357$ 54,549,008$ 2,284,651$ 4.8% Page | 3 •Community Health Access Team (CHAT) - When a social worker is combined with an MRT the City refers to this as a Community Health Access Team (CHAT). The department has indicated that when all social worker positions are filled, their goal is to have a social worker on 2 MRT teams (becoming a CHAT), 6 days a week. The department has provided the following data on CHAT teams from May 1, 2023-April 30, 2024 (the first full year of operational data): CHAT 1 Scene Responses (Feb-May):69 CHAT 5 Scene Responses:409 CHAT 6 Scene Responses (Feb-May): 92 CHAT Total Scene Responses:570 Referrals Received For Follow Up 575 Referrals Connected 385 (67%) CHAT Unavailable- Referral Made 266 (46%) ED Avoided 187 Of 417 (45%) Engine/Truck Cancelled 327 of 570 (57%) Engine/Truck Released 123 of 243 (51%) PD Cancelled 149 Of 449 (33%) •In addition to the relevant data collected on the MRT program, the Council may wish to ask the Administration to also collect data on any potential department-wide overtime savings of this shift. A.Contract Inflationary Increases - $243,365 – The FY 25 budget includes this adjustment to reflect increasing costs for utilities, software/maintenance/supply contracts and other contracts subject to the nationwide trend of inflation. B.Narcotics Tracking System (one-time) - $65,000 - The budget includes one-time funding for a narcotics tracking system, that would also be heavily used by the Police Department. It would track inventory to ensure compliance with federal rules relating to storing narcotics. C.Run Volume – the Department provided the following information about 2023 Run Volume for each apparatus in the department (note: the number next to each apparatus refers to the Station number from where the apparatus response): 36% 18% 25% 13% 8% Psych Substance Use Medical Death/Grief/ Trauma Other Breakdown Of Scene Response Calls Page | 4 EMS 24766 67.85 2.83 Fire 9513 26.06 1.09 Total 34279 93.92 3.91 Gold C ross Alpha 10485 28.73 1.20 Engines Fire Medical Total Per Day 1 1439 2195 3634 9.96 2 1524 2241 3765 10.32 3 665 1774 2439 6.68 4 761 693 1454 3.98 5 845 2153 2998 8.21 6 1020 2168 3188 8.73 7 860 2216 3076 8.43 8 1133 2157 3290 9.01 9 542 465 1007 2.76 10 504 698 1202 3.29 11 557 1924 2481 6.80 13 360 580 940 2.58 14 613 685 1298 3.56 Trucks 1 662 2015 2677 7.33 2 689 2341 3030 8.30 8 643 1900 2543 6.97 Battalion C hiefs 1 486 120 606 1.66 2 389 162 551 1.51 Airport MU12 187 1423 1610 4.41 ARFF 323 8 331 0.91 HM10 305 49 354 0.97 HM14 282 136 418 1.15 HRT 51 190 241 0.66 SWR 19 4 23 0.06 SQ3 0 1029 1029 3.55 SQ5 0 2045 2045 7.05 SQ6 0 2027 2027 6.99 2023 Totals Per Day Per Hour Page | 5 D.Cost Saving measures – The Department provided the following information relating to cost saving measures in the current year, including those that that are ongoing: •“Determinant Codes” are routinely assessed by Fire staff in consultation with our medical director to provide the appropriate level of medical response. The continued evaluation of these codes will ensure the proper resources are being sent on calls and may eliminate or reduce multi-apparatus responses. •A third Medical Response Team (MRT), responding from Fire Station 3 (2425 S 900 E), began service in the City’s Sugar House neighborhood in January 2023. The MRT responds to low acuity medical calls in a light fleet vehicle. This vehicle has an approximately 20 mpg higher rating than a heavy apparatus (fire truck or engine), saving thousands of dollars on fuel and reducing our department’s carbon footprint. We continue to track the number of calls all MRT squads respond to and adjust boundaries as needed to ensure the best use of this resource. •Fire crews have been asked to monitor driving habits to conserve fuel use whenever possible. To increase sustainability and to reduce fuel costs, the department has asked everyone to consider trip- chaining and eliminating unnecessary trips. We have increased virtual training whenever possible to help in this effort. Additionally, any tasks that can be completed by an individual in a light-fleet vehicle (as opposed to a fire truck or engine) are assigned accordingly. •Fire crews have also been asked to monitor water usage. We are reducing the amount of time and resources dedicated to washing apparatus while still prioritizing maintenance and professional appearance of all equipment. •All above-mentioned measures have a positive budgetary impact that may be applied toward other needs throughout the department such as equipment, PPE, and 4-handed staffing. Additional cost savings will be realized with the adoption of the FY25 budget and the continued identification of efficiencies. ADDITIONAL & BACKGROUND INFORMATION A. Fire Department Strategic Plan – The Department provided their 2020-2024 Strategic plan (see attachment 1), The Department prepared this plan with feedback from community members, City officials and Fire Department employees. The strategic plan outlines goals for the department as well as strategies to meet those goals. The goals are as follows: •Provide unparalleled public safety service •Firefighter health and safety •Department training, leadership, and development •Community Risk Reduction The Department indicates they are in the early stages of updating this plan for the next 4 year period. The Council may wish to discuss this plan in greater detail with the department. B.Emergency Demolition revolving fund - $200,000 (in Non-Departmental Budget) – in FY 23 the City established a revolving fund in the Non-Departmental budget to assist the Fire Department with recouping costs of vacant building fires and emergency demolition of unsafe structures. This revolving fund was replenished in a FY 24 budget amendment as reimbursements from property owners come in, meeting the intention of this fund being “revolving” in nature. No additional funding is requested in FY 25. The department notes that this program is working well, and as originally intended. The following information was provided for the FY 23 budget about the program: •In recent years, instances of fires in vacant buildings have increased dramatically (currently 155 of one type or another). In some situations, this can present a public safety threat to those who occupy them but a life-safety threat to firefighters, as the buildings can be unstable as firefighters are trying to clear them. •This program identifies select circumstances where the City may be justified in demolishing a building that poses a public safety threat (the property owner would have the opportunity to demolish first). The only buildings that would “qualify” for this would be buildings that: have been affected by fire previously (therefore are compromised), occupy a parcel less than a quarter acre, have been abandoned, and are deemed unsafe to occupy or respond to. •The property owner would be provided with notice that their structure fits into this category and would have the opportunity to demolish at their own expense. •If the property owner chooses not to demolish the structure, the City would have contracts in place to invoke the emergency demolition ordinance and could pay to demolish the structure from this Page | 6 fund. The City would then place a lien or administrative judgment on the property, which would replenish this account for future years. C.Call Volume trends – The Department provided the following data showing trends in call volume by station (note: the number next to each apparatus refers to the Station number from where the apparatus response): D. Background on 4 fire fighters on each apparatus (known as “4-handed staffing”) – Former SLC Mayor Rocky Anderson signed a 2002 Executive Order requiring the Fire Department to make best efforts to have 4 fire fighters on each firefighting apparatus. This was a result of many discussions with the FD Union and independent research into safe and effective best practice (particularly when responding to fire calls). In situations where the Fire Department is not fully staffed, they utilize a “buy back” function and pay existing employees straight time or overtime to achieve 4 handed staffing. This is not as financially effective as making sure there are enough authorized FTEs to help with full staffing. As such the department has added several FTEs when warranted over the years, in addition to requesting unfunded FTEs to help with hiring (similar to the approach in PD). E. Community Emergency Response Teams (CERT) Trainings - The CERT program managed by Emergency Management provides disaster preparedness training for a variety of hazards to residents. Specific topics include fire suppression, medical operations, light search and rescue and team organization among others. The Emergency Management Division continues to offer online CERT training during the pandemic. The training is now available in Spanish. At current funding levels the capacity exists for approximately 300 residents to be trained and certified annually. F. Cost recovery for fire service provided to the University of Utah facilities – The Council has asked for several years whether the City could evaluate the response volume the SLCFD provides to the University of Utah, as the University does not operate their own fire service. These discussions have not proceeded beyond initial phases due to budget constraints within the University System. The Council may wish to engage the City’s state lobbying team to evaluate whether state-level conversations could help this conversation, whether evolving to partial or full cost recovery is ever going to be an option. Attachments Attachment 1 - SLCFD 2020-2024 Strategic Plan Attachment 2 – Map of all Fire Stations in Salt Lake City 0 500 1000 1500 2000 2500 3000 3500 4000 4500 Engine 1 Engine 2 Engine 3 Engine 4 Engine 5 Engine 6 Engine 7 Engine 8 Engine 9 Engine 10 Engine 11 Engine 13 Engine 14 Truck 1 Truck 2 Truck 8 BC 1 BC 2 Airport MU12 Airport Engine HazMat 10 HazMat 14 HRT SWR SQ3 SQ5 SQ6 Call Volume by Apparatus by year 2023 2022 2021 2020 2019 1 SALT LAKE CITY FIRE DEPARTMENT STRATEGIC PLAN 2020-2024 Photo credit: taylor seymour 2 The 2020-2024 SLCFD Strategic Plan is reflective of feedback collected from Salt Lake City community members, City officials, and fire department employees. Collecting, evaluating, and incorporating this information was a year-long process, culminating in the formation of this document. 3 GOAL 1 Provide Unparalleled Public Safety Service GOAL 2 Firefighter Health and Safety GOAL 3 Department Leadership, Training, and Development GOAL 4 Community Risk Reduction 8 12 16 20 MESSAGE FROM THE FIRE CHIEF 2020 promises to be a seminal year in Salt Lake City. Our Capital City is evolving and as such, our community’s service demands are becoming more diverse and challenging. The Salt Lake City Fire Department will need to grow and innovate to meet these demands as will our responsibility to increase our value within city services. As the leader of this proud organization, I want to capitalize on these opportunities and maximize our ability to serve our residents with distinction. We need priorities. We need a strategy. We need to ask not only our internal customers, but our external stakeholders how we can meet their needs and become better. In short, we need a plan. Only in this manner will we exemplify the professional agency we purport to be. We are an organization that excels in customer service and we will continue to address each goal in this document to improve. In 2014 our department published its first strategic plan. The document was specific and detailed in nature. We have learned much since then and I think you will find that introspection reflected in the pages that follow. This five- year plan is thoughtful, intentional and holistic in nature. It is also intended to be simple in design and interesting to the reader. The 2020 Strategic Plan should give anyone an idea of what the Salt Lake City Fire Department is and what we strive to become. It is a positive reflection of a public safety organization that recognizes its challenges and is committed to addressing them. We are an entity that can objectively reflect on our history and learn from our mistakes. This is how we have come to be who we are; the most recognized and respected fire department in Utah since 1883. Utah’s Capital City is the most progressive within the state. It should not be surprising that its fire department follows in this image. The 2020 Strategic Plan was developed with an ambitious mindset and a commitment to review annually. From emergency response, to professional development, to health and wellness, and community risk reduction we have much to focus on. The objectives will provide the driving force of organizational advancement. The firefighters will provide the will and commitment to make it happen. Thank you for taking the time to look at what we will accomplish over the next five years. Sincerely, Karl Lieb 4 MOTTO Prepare Effectively Respond Professionally Impact Positively MISSION As Utah’s Capital City fire department, it is our mission to provide unparalleled fire, rescue, and emergency medical services to our community. VISION To redefine the standard in emergency response, community engagement, and firefighter wellness. VALUES The members of the Salt Lake City Fire Department recognize the responsibility to protect and serve the residents of our community. We welcome the challenge to fulfill this duty by committing to the following core values: • Trust We recognize and value the trust provided to our department. We hold ourselves to the principal standards of integrity and accountability to continually earn the faith of those we serve. • Community We are actively engaged in the positive growth, development, and education of neighborhoods within Salt Lake City. We not only serve the residents, we are a part of the community. • Respect Salt Lake City is fortunate to be the most diverse, inclusive, and equitable city in Utah. Our department and its members will provide the highest level of respect to everyone we serve and serve with. • Excellence We strive for consistent excellence in all of our roles and responsibilities. We will continue to seek new ways to improve through advancements in technology, training, and professional development. • Leadership We are at the forefront of the most important issues facing our city. We can be counted on as leaders for all community-risk education and emergency response needs. FEB 2016 MAR 2017 MAY 2017 APR 2016 MAY 2017 DEC 2017 Implemented SLC Fire Cadet program Began distribution of naloxone kits in partnership with UT Naloxone First Camp Prometheus program for young men First Camp Athena program for young women Completed citywide Community Wildland Protection Plan (CWPP) SLCFD granted ISO Class 1 designation 6 MAY 2018 OCT 2018 DEC 2018 AUG 2019 NOV 2018 Opened new SLC Fire Station #14 First Net Zero, LEED Gold certified fire station in the country Received new self- contained breathing apparatus (SCBA) for all firefighters Replaced frontline, heavy apparatus over a 5-year period Opened new SLC Fire Station #3 Second Net Zero, LEED Gold certified fire station in the country Opened new SLC Fire Logistics building APR 2018 Created Community Relations Division 7 8 GOAL 1 Provide unparalleled public safety service Provide exceptional service to our community through efficiency and professionalism The members of our fire department recognize that responding to any call is a great responsibility. Those who call for our services are often dealing with a moment of great stress or tragedy in which they put their trust in the fire department to provide solace and relief. While we take great pride in the level of service we provide, we realize there are always ways to improve. These strategies will continue to advance our service to new heights. Strategy 1 Dispatch coding, protocols, and response times o Review and improve dispatch codes to confirm that the most appropriate units are dispatched to each unique emergency response. o Perform an evaluation of the criteria used by dispatchers to gather information and recommend to Salt Lake City 911 dispatch protocols to improve dispatch details. o Continue to evaluate various dispatch models and software providers. Strategy 2 Create efficiencies in medical response o Assess and improve the current EMT/ paramedic response model using call volume and patient dispositions. o Improve the knowledge, skills, and abilities of the Salt Lake City Fire Department EMTs. o Create an analysis of the Mobile Response Team (MRT) data to determine the most effective model for the MRT program. Strategy 3 Continue to improve fire response o Create a standardized template and process for post incident analysis. o Continue to develop Salt Lake City’s wildland-urban interface program. o Evaluate methods and technology that will improve response times to critical emergency calls. Strategy 4 Enhance response to major disasters and incidents o Evaluate, enhance, and implement Branch Operations policies and procedures. o Improve our unified command with Salt Lake City Police, Emergency Management, and Department of Airports. o Establish protocols in partnership with all valley fire departments to improve emergency personnel response during a large scale disaster. “We strive to provide the best training through self- evaluation, technology and innovation.” Battalion Chief Kelly Carter 9 10 11 “Emergencies will happen. It is through preparation, education, and training that we, as a community, can become better prepared to meet and minimize their impact .” Battalion Chief Karl Steadman 12 GOAL 2 Firefighter health and safety Maintain the highest standard for firefighter health and safety When the community calls upon the fire department, they deserve and expect the highest level of service to assist them in their times of need. Research has shown that repeated occupational exposure can put a firefighter at significant risk for both mental and physical illness or injury. We aim to build mental resilience, promote healthy lifestyle, optimize recovery, and establish research-driven support networks. We advocate for wellness and crisis support programs for our members in an effort to ensure their holistic wellness. The following strategies are the foundation to firefighter health and safety. Strategy 1 Fit to respond / Fit to retire o Disseminate comprehensive wellness training material through the Certified Wellness Coordinators (CWCs) with emphasis on the four pillars of wellness: Mental Health, Physical Health, Nutritional Education, and Recovery. o Perform a needs assessment and inventory, through the CWCs, of each station to prioritize station gym equipment, workout spaces, and wellness options at all fire stations. o Prioritize annual physical examinations including developing an annual job readiness assessment to maintain the necessary standard of physical fitness set forth by the TPT. Strategy 2 Peer support and mental health o Review and improve Peer Support Team (PST) policies to create more efficient response from the PST following traumatic incidents. o Work with partnered department clinicians, health providers, and local universities to postulate further national research regarding mental health and wellness. o Increase training on awareness and prevention of firefighter suicide, addiction, and post traumatic stress injury (PTSI) related illness. o Implement mental health and resiliency training for all stages of a department member’s career, from new recruit to post-retirement. o Improve department training regarding available resources for the families of department members, including mental health care and crisis resolution. 13 Strategy 3 Long-term health and injury/ illness prevention o Collaborate with city officials and insurance providers to expand healthcare options and resources to improve illness and injury prevention. o Provide comprehensive cancer screenings for department members through in-station visits, trainings, and private healthcare options. o Continue to partner with local and state union representatives to actively pursue increased care and coverage benefits for current and retired department members. o Continue to improve turnout exposure protocols to better prevent against exposure to carcinogenic toxins in contaminated PPE. Strategy 4 Improved workplace environment o Identify recruitment strategies that will continue to add diversity and value to all areas of the department. o Secure funding to replace/refurbish SLC Fire Stations 5 and 6 to improve workplace environment. o Continue to pursue and maintain optimal fire department staffing. 14 “We hold ourselves to the principal standards of integrity and accountability in providing for the demands and expectations of the community we serve.” Battalion Chief Ron Fife 15 16 GOAL 3 Department training, leadership, and development Increase investment in leadership development for fire department personnel With a strong economy, rising population, and a progressive and diverse population, the culture and landscape of Salt Lake City continues to expand. With opportunity there will be challenges that will test our resolve. Through redefined, sophisticated, and forward-thinking training solutions, our department will innovate, adapt and continue to be a leader in our state and region. Strategy 1 Expand Salt Lake City officer development program o Create a new and incumbent fire officer development program specific to the needs of the department with an emphasis on new technology and generational specific leadership skills. o Provide consistent command and control training to improve operations and communication at all levels of emergency management. o Create opportunities for external officer development, leadership, and education for potential, new, and experienced department officers. o Institute a Fire Officer Mentoring program in accordance with the International Association of Fire Chiefs’ (IAFC) mentor program. Strategy 2 Increase and enhance department training equipment o Invest in new training tower props and technology. o Collaborate with the FAA and Salt Lake City Department of Airports to identify opportunities for an ARFF training facility in Salt Lake City. 17 Strategy 3 Continuing education opportunities and career paths o Cultivate higher education opportunities for all department members. o Develop a career path that will incentivize sworn and civilian employees to seek opportunities for growth. o Create an atmosphere of ongoing personal and professional development. “Mitigating the pain, confusion, and chaos of a person’s worst day with compassion, skill, and professionalism are the hallmarks of the Salt Lake City Fire Department.” Captain Steve Crandall 18 19 “With all of the bad things and the negativity in the world, I wanted to know that in some tiny way I’m making sombody else’s life a little bit better.” Firefighter Vee Dickinson 20 GOAL 4 Community Risk Reduction Effectively plan and prepare for any emergency, large or small As the Capital City fire department, we are committed to leading the effort in community risk reduction through planning and education. We recognize the impact that large scale disasters and major emergencies can have on our city and our resources. Emphasis on public education will dramatically increase the probability of a favorable outcome. Through collaboration with citizen groups, local, state, and federal organizations, we will be able to ensure that effective communication and training occurs. The following strategies will improve the resiliency of our community in the face of human-caused and natural disasters. 21 Strategy 1 Service options for at-risk target populations o Work with community leaders to improve the effectiveness of treatment and care for identified at-risk populations. o Partner with Salt Lake City Police outreach resources to decrease the number of opioid-related emergencies within the community. Strategy 2 Advance our public education efforts o Through our Community Relations Division (CRD), expand public knowledge, outreach education, and awareness to our community by supporting community risk reduction programs. o Collaborate with Salt Lake City’s Emergency Management Division to design public safety education programs that bring value to our citizens. o Develop and diversify the department’s Community Health Paramedic (CHP) program. Strategy 3 Strengthen inspection program o Improve inspection technology to ensure it meets the needs of the department and the community. o Ensure information gathered during inspections is readily available for use during incidents by fire operations, dispatch, and support services. Strategy 4 Fire Prevention Division support o Present to the City Council permits that should be added to the city fee schedule to better serve the community. o Evaluate and monitor the permitting process in an effort to improve efficiency and effectiveness to better serve the community. Strategy 5 Collaborate with Salt Lake City’s Emergency Management Division o Develop and practice effective plans to respond to natural or human- caused, physical or medical disaster events. o Participate fully in planning, implementation, and review of all local, state, and federally recognized emergency drills. o Develop Incident Action Plans (IAP) for at-risk locations, including: airports, arenas, schools, shopping centers, hotels, public gatherings, urban interface, etc. Strategy 6 Enhance emergency communications o Enhance communications with the media and the public through new technologies, social media platforms, and effective mediums for public service announcements (PSAs) in times of crisis. o Practice internal call-back procedures and enhance technology for member communiation during a major disaster. o Establish a reporting network for all department members and their families to communicate during large scale incidents. “It is an honor to be part of this vibrant community and we strive to improve the lives of all those that we have sworn to serve.” Assistant Chief Chris Milne 22 Acknowledgments Salt Lake City Mayor’s Office and Senior Leadership Mayor Erin Mendenhall Rachel Otto, Chief of Staff Lisa Shaffer, Chief Administrative Officer Lindsey Nikola, Director of Communications Pam Lofgreen, Emergency Management Director Bill Wyatt, Airport Director Salt Lake City Council Council Member James Rogers, District 1 Council Member Andrew Johnston, District 2 Council Member Chris Wharton, District 3 Council Member Ana Valdemoros, District 4 Council Member Darin Mano, District 5 Council Member Dan Dugan, District 6 Council Member Amy Fowler, District 7 Former Council Member Charlie Luke, District 6 Dr. Jennifer Seelig, PhD Salt Lake City Fire Department Karl Lieb, Fire Chief Rusty McMicken, Deputy Chief Mike Fox, Assistant Chief Chris Milne, Assistant Chief 23 SLCFD Strategic Planning Committee Battalion Chief Karl Steadman Captain Brandon Shumway Captain Robert Silverthorne Captain Brandon Turman Darby Egbert Firefighter Brandon Heaney Jose Vila Trejo Firefighter Andrew Wilcox Firefighter Matthew Wilson Photo and Image Credits Captain Adam Archuleta Firefighter Jake Blaskowski Trisha Thomas Firefighter Gianni Valente 24 IN T E R S T A T E 1 5 INTERSTATE 80 IN T E R S T A T E 1 5 INTERSTATE 80 HWY 201 INTERSTATE 80 W A L L ZANE OA K L E Y SIMONDI AVE CH I C A G O MA R I O N GIRARD AVE CO R N E L L CA T H E R I N E RE D W O O D STAR DO R O T H E A JENNIFER LEADVILLE ECLIPSE TRPN AVE AVE AVE ST ST ST ST 4TH 17TH 16TH 16TH 17TH 18TH HIL L T O P SUN R I S E ALO H A NORTHCLIFFE DR AVE ROU N D O F T KO M A S FEDERAL WAY WO L C O T T BUENO AVE DO U G L A S ST R E E T EL I Z A B E T H S T BR I X E N C T G R A N D P L RE G E N T S T ED I S O N S T DE N V E R WILLIAMS AVE ST BL A I R S T BL A I R S T GR E E N S T ST HARVARD DE N V E R HUBBARD AVE HAMPTON AVE HERBERT AVE WILLIAMS AVE SHERMAN EDIT H LAIRD HARVARD PRINCE T O N YALE LAIRD PRINCETO N HARVARD YALEC R E S T F A I R V I E W HARVARD HUBBARD MICHIGAN YALECREST SUNNYSIDE AVE AVE YALEYALE WI N D S O R AVE WILLIAMS DO U G L A S S T SUNNYSIDE AVE GILMER PR I N C E T O N YALE SHERWOOD DR BRYAN HOLLYWOO D MILT ON CLEVELAND RAMONA REDO N D O REDO N D O GARFIELD AVE AVE GARFIELD BLAINE SH E L M E R D I N E ED I S O N ROO SEVELT EMERSON BLAINE SYLVAN REDO N D O HOLLYWOO D RAMONA WILSON BLAINE BRYAN KENSINGTON EM I G R A T I O N S T COLONIAL DOW NINGTON IM P E R I A L REDO NDO HOLLYWOO D LA U R E L H U R S T AVE REDO N D O WY O M I N G ON E I D A S T WILSON DOW N I N G T O N GARFIELD WESTMINSTER YU M A S T RO X B U R Y F O O T H I L L EMERSON AVE SHERIDAN EL R E Y S T LOGAN KENSINGTON BRYAN LOGAN GARFIELD WILSON BLAINE LI N C O L N BLAINEBLAINE HOLLYWOO D WESTMINSTER WILSON WOOD PA R K CRYSTAL PA R K HI G H L A N D ASHTON 11 0 0 E A S T PARKW A Y DRIGGS WILMINGTO N WILMINGTO N WI N D S O R CRYSTAL STRATFORD WHITLOCK Mc C L E L L A N D STRATFORD PR E S T O N HA N N I B A L TE X A S KI N G ELM AVE DA L L I N BE R K E L E Y C I R CRYSTAL PR O M O N T O R Y D R BEN C H M A R K BE N C H M A R K BEL A I R E LA K E L I N E C I R LI N C O L N S T CLAYBOURNEAL D E N DE A R B O R N PU E B L O FO S S PU E B L O MO N T G O M E R Y PIONEER FOLSOM EUCLID ARAPAHOE ST AVEIOLA ANTHO NY STEW ART LAYTON AVE PARAMOUNT HARRIS FR O N T PARAMOUNT MERRIMAC LAYTON ASPEN WA S H I N G T O N RI C H A R D S FREMONT JE R E M Y HAYES MEAD PAXTON ILLINOIS BROOKLYN PR O S P E C T HAYES AMERICAN S T E W A R T MI S S I O N R E D W O O D GLE N D A L E NA V A J O LAYTON AVE 70 0 LAYTON AVE RILEY CIR 1400 EM E R Y BRIDGER QUAYLE AVE COLMAR AVE MARGARET ST HILLCREST AVE MO N T G O M E R Y GO S H E N GIRARD AVE CH E S T N U T THACKERAY PL ST MARYS DR DEVON S H I R E C I R BO N N E V I L L E D R JA R E N C I R AL T O N W A Y S T A N S B U R Y W A Y SHAKESPEARE PL DICKENS PL CHAUCER PL LANCASTER DR EAGLE CIR COMANCHE DR HUDSON MILLER AVE WOODLAND AVE CHARLTON GR E E N WARNOCK LOVELAND EM P I R E WA L L A C E FR E M O N T D R BR O T H E R S D R AMELIA EARHART DRJO H N G L E N N R D CH I C A G O CHANDLE R D R CHANDLER CIR TOMAHAWK D R PERRYS HOLL O W D R PERRYS HOLLOW R D KRISTIANNA CIR VIRG I N I A S T 11TH AVE AVE HI L L S A D D L E TERRA C E HANO V E R FEDERAL PT CONNE C T I C U T NEW B E D F O R D HE I G H T S DRCIR C L E WAY FAIRFA X FEDERAL HEIG HTS PENROSE 3RD AVE 3RD 2ND AVE PERRY SIGS B E E BUT L E R AL T A 13TH AVE FORT DO U G L A S CIR 16TH NORTH H I L L S NORTHMO N T 18TH NO R T H L A N D NO R T H V I E W VAL L E Y LIT T L E NORTHVA L E WAY NOR T H B O N N E V I L E D R 1ST AVE AVE9TH U ST 5TH AVE S ST O ST Q ST AVE8TH MICHIGAN CANYON OAKS OAK FOREST R D BRAE W I C K NORTHSANDR U N SOUTHSANDRUN ENSI G N VISTA DRIVECHURCHI L L D R CHAR T W E L L AVE 14TH AVE BROWN I N G ROYAL 900 NOTTINGHAM LAIRD SHERMANMONT LAI R D YALE AVE KRI S T I E BROWNING MICHIGAN IN D I A N UT E D R BEACO N SHERWOOD DR CR E S T V I E W CIR KE N N E D Y D R PR E S T O N KE N R E Y RO S E C R E S T BRYAN BRYAN TARTAN HUBBARD MILITA R Y LE G R A N D TABBY LANE WAK A R A BLA C K H A W K WAY BONNEVIE W G I L M E R PRINCETO N NO R T H CAMPUS DRWAY POLLOCK HEMPS T E A D FEDERAL WAY WASATCH PL RI C H A R D S S T RI C H A R D S WA S H I N G T O N MA J O R MA J O R YALE AVE HARVARD KELSEY EDIT H ED I S O N BL A I R BL A I R SHERMAN HARRISO N ROO SEVELT WILSONWILSON HARRISO N WILDFLOWER ZACHARY SIRJAMESSIRJEFFREY SI R P H I L L I P D R CIR CIR WA Y SHANNONCIR KIMBERLY DR DR NORTH WAY PATRICIAWAY ARIES ST A R ST WA L N U T C R RIVERSIDE OURAY AVE DE X T E R S T CLARK A V E DR CH I C A G O MA R I O N CI R SO N A T A OA K L E Y BE A U T Y D R AM E R I C A N AUTUMN BRIARCLIFF RAMBLER PE A R L HA R B O R LO S A N G E L E S PROSPERITY AV SIGNORA DRLAF A Y E T T E DR PICT URE DR TALISMAN CENTENNIAL MAC AM E R I C A N BE A U T Y D R TA F F E T A TO P A Z 90 0 W RE D W O O D R D DULUTH AVE 1500 N HOT SPRING S S T DE X T E R 2180 N VIC T O R Y R D REED CLINTON WAL L S T W A L L CO L U M B U S DE S O T O CO R T E Z VI N E A L M O N D APRICOT AV QU I N C E S T AL M O N D M A I N S T 300 N CAN Y O N CA N Y O N R D BLV D BON N E V I L L E BLVD DORCHES T E R PL WAY E N S I G N A S T B S T C S T D S T E S T F S T G S T H S T I S T J S T K S T L S T M S T AVE 5TH 6TH AVE 4TH AVE 2ND AVE ALAMEDA AVE DR FEDERAL DRI V E PE N R O S E POPPERTON PA R K W A Y CIR CA M B R I D G E WAY Mc C L E L L A N D MENLO PENNSYL-VANIA LINDEN FULLER AVEAST PL HAWTHORNE WI N D S O R LINDEN AV HA W K E S C T MARKEA EL I Z A B E T H ALAMEDA SLADE PL STANTONBELDON HAWTHORNE JE R E M Y GA L E S T PACIFICAVE 70 0 W CIRGARN W A Y EMERYCIR J A K E G A R N JE R E M Y ST PO S T S T PO S T STEM E R Y S T NA V A J O S T CH E Y E N N E NA V A J O S T 14 0 0 W PU E B L O CIRCAMARILLA CH E Y E N N E GL E N D A L E OR A N G E S T 400 S LOXWOOD GL A D I O L A S T DIRECTORS ROW SHEA DR CALIFORNIA AVE 1525 S ANDREW PI O N E E R R D N A V A J O S T THACKIE CIR 13 0 0 W CO N C O R D S T HARRIS AVE ANDREW AVE 1400 S UTAHNA CIR RIV E R S I D E CANNON BR A V A S T WENCO CIR WENCO DR NA T U R A S T AMIGA DR S 1700 S HARTW ELL AVE HIGH AVE WESTWOOD AVE GRO VE AV HARTW ELL AV LAYTON AV RI C H A R D S S T JEFFERSON CIR JE F F E R S O N S T 1400 SHOPE AVE 1400 S 20 0 W FAYETTE AV PAXTON GOLTZ AV BROOKLYN RI C H A R D S ED I S O N S T WILLIAMS AV HERBERT AV KELSEY AV 30 0 E GA L E RI O G R A N D E WA S H I N G T O N RO B E R T A S T LA C O N I A RO B E R T A FREMONT JE R E M Y DALTON CO N C O R D 13 0 0 W N A V A J O LEXINGTON MODESTO CI RMO D E S T O CI R GENESEE GL E N D A L E 1300 S ONT A R I O 10 0 0 W AMERICAN AMERICAN MEAD FAYETTEMEAD EM E R Y S T 11 0 0 W 11 0 0 W 14 0 0 CH E Y E N N E PU E B L O ST W15 0 0 W MO N T G O M E R Y PU E B L O S T BELL A V BURBA N K DALE 1300 S MEAD HAYES GLE N R O S E D R EM E R Y S T DE N V E R S T DE N V E R S T LA K E LA K E WI N D S O R BELMO N T ALPINEPL DO U G L A S DO U G L A S Mc C L E L L A N D YALE SHERMAN HARRISO N BROWNING ROO SEVELT EMERSON CIR CIR EMIGRATIO NCIR BROWNING AVE HARRISO N AVE SHERMAN PE N N CIR 20 0 0 E MICHIGAN HERBERT HUBBARD 1700 S LOGAN BLAINE DOW NINGTON 1700 S SKY ROXBURYCIR KEN S I N G T O N CIR LA U R E L H U R S T D R BLAINE DR CIR MO H A W K APACHE C H E R O K E E CI R DR LINCOLN AUSTIN ZENITH HUDSON HUDSON J U D I T H RI C H M O N D ATKIN LA K E ATKIN AVE13 0 0 E 20 0 0 E COVEY VI E W ATKIN AVE ME L B O R N E S T YUMA VIEW DR CO N N O R YU M A S T 21 0 0 E MA B E Y D R MA B E Y D R STRA T F O R D D R IM P E R I A L S T FIL M O R E S T MALVERN CLAYBOURNE AVE PARKW AY AVE 11 0 0 E FO R E S T D A L E STRATFORD WARNOCK ASHTON DRIGGS STRINGHAM AVE WILMINGTO N WILMINGTO N 150 S YEAGER RD CH A L L E N G E R WILEY POST RD 32 0 0 W GLENDALE BRAMPTON GARFIELDDOW NINGTON COATSVILLE WESTMINSTER LA K E S T ELM RO B E R T A RO B E R T A ED I S O N RO B E R T A WILSON MILT ON GR E E N PA R K HUBBARD WILLIAMS HAMPTON EDIT H VAN NESS DEBS LA K E LA K E CHASENOBLE SEGO PL WILSHIRE PL LI N C O L N 10 0 0 E LI N C O L N ELM SIMPSON AVE SIMPSON GR E E N 60 0 E PARKW AY LAIRD LEARNED AVE SPRING OA K L E Y S T HOYT PL IVY ELM FIG TREEPL GR A N T S T SU N A R B O R T E R R A C E HARVEST16 5 0 W SHORTLINE GUNNEL OURAY BA L T I C CT QU I N C E CITY CR E E K C Y N EL I Z A B E T H BLAINE WILSON ALLEN PARK DR DOW N I N G T O N GLEN ARBOR ST BLAINE PHEBE LN CO U N T Y C L U B C I R YU M A S T DOW NINGTON EL I Z A B E T H DO U G L A S STRINGHAM SIMPSON WI N D S O R LI N C O L N 13 0 0 E STRINGHAM REDO NDO MAYWOOD DR BERNADINE WILMINGTO N CIR CIR WI L S H I R E PASAD E N A S T WILSHIRE DR CIR LA K E L I N E SIG N A L P O I N T C I R T H U N D E R B I R D BRADS H A W GLE N OAKS DR CANYON LA K E L I N E D R 2100 S C D R BELAIRE SIMPSON KI N G TE X A S 22 0 0 E W A Y T E R R A C E G R E E N PRINCETO N LAIRD YALE AVE CIR YALE AVE SLI N C O L N DE N V E R S T SEGO EG L I MU S S E R C T HA R M O N Y COTTAGE ME N D O N COLONIAL ST R I N G F E L L O W COLFAXGREGORY UPTON PORTOLA BAILEYMONTROSE AV WA Y N E DE L M A R PO P L A R ARNO L D DU B E I CHATMAN CLAW SON HANO VER MCDONALD EL I Z A B E T H DO U G L A S NORRISMARKEATHISTLE EL I Z A B E T H VOYLES REDO NDO BISHOP FEDERAL LOGAN HIDDEN VILLA QUAYLE BOULEVARD GARDENS 11 0 0 W JACKSONPARK ALIDA PL CAN Y O N S I D E L N N E W B O N N E V I L L E P L CARRIG A N 20 6 0 E WA R M S P R I N G S R D WA R M S P R I N G S R D 1800 N BOSHAMHUDSON DO U G L A S CR A T E R S T 23 0 0 W 37 0 0 W 510 N 15 0 0 W 1100 N 700 N VIANNA KNIG H T S B R I D G E LN SA N D H U R S T D R CT TW I C K E N H A M D R HARRISO N GARFIELD AVE ELM MILT ON LOGAN RAMONA ROBERT DIVISION SALLIEAVE CIR NO R T H P O I N T C T G R A N D R I D G E D R J U N I P E R P O I N T D R DARTM O O R L N CRAG S G R E E N S T O K E DORCHEST E R D R DARTMOOR D A R T M O O R CAN Y O N O A K S C E N T E R S T GR E N O B L E 13 4 0 W 13 3 0 W 13 2 0 W 13 0 0 W 280 N JE R E M Y AC O R N C T ELGIN ELGIN HUDSON BR I C K Y A R D ZENITH CHARLTON CIR TERRACE HIGHLAND WILMINGTO N 2100 S HOLLYWOO D 20 0 0 E CORNELL SHERMAN WOOD TY L E R PA R K 13 0 0 W SA N T A Y N E Z LUCY GILLESPIE STATE 11 0 0 W ORPHEUM DR 26 9 0 E SP R I N G S OA K LAIRD UINTAH ARLINGTON EDGEHILL DR RO A D SP E N C E R C T JACKSON AV EMERIL AVE 180 N BR I G H T C T PL CIRCLIFFBRIARAV KR E S S OURAY AVE TU T T L E BE A U M O N T ER I E S T SI R A N T H O N Y D R CIR ALTAIR MI C H A E L PA T R I C K SI R SI R EM I L Y VI S T A NO R T H V I E W NORTHC L I F F E RI C H L A N D D R HILL S DR MALVERN WESTMINSTER 45 0 W VENTURE AV EL D E R C T ED I S O N S T PIERPONT 11 0 0 E COMMO N W E A L T H Mc C L E L L A N D COATSVILLE HANSEN AVE WHITNEY AVE REMINGTON WY DALTON AV KI L B Y C T MA I N S T PIERPONT SOUTH TEMPLE 700 N 700 N 600 N 400 N 600 N SUNNYSIDE AVE ROSEWO OD HYLAND HILLS 2300 N 2100 N 1700 N AD M I R A L B Y R D R D 38 0 0 W 40 0 0 W HI L L T O P R D 37 6 0 W 19 0 0 E 2100 S VAN BUREN AVE ANDREW VAN BUREN AVE AVE PARK W A Y WESTMINSTER LA K E LA K E 50 0 E CRANDALL WARNOCK FOREST HI G H L A N D D R WARNOCK EL I Z A B E T H 10 0 0 E ATKIN 11 0 0 E CIR CIR CIR WR I G H T AMELIA DOUGLAS CORRIGAN WY BI L L Y M I T C H E L L R D CENTRAL AVE 36 0 0 W GL A D I O L A S T 38 0 0 W 1730 S 41 3 0 W EM P I R E EM P I R E FOR T U N E R D WAL L A C E CUSTER S W A N E R SW A N E R CA T H E R I N E MO R T O N SO N A T A OA K L E Y MO R T O N D R GE N E R A L D R 1700 N DALE RIDGE AV NEW HAMPSHIRE AV CRYSTAL ROCK AV 1100 N LIVINGSTON REV E I L L E MOR T O N D R MORTON HIL L S C I R CI R AN T I L L E S DR SI R P H I L L I P D R SIR CHARLES DR SIR TIMOTHY AVE WA Y LI B B Y DO R O T H E A W A Y SI R M I C H A E L D R SI R J O S E P H W A Y OMNI AVE CI R WE S T P O I N T E DR TALIS MAN SAN BU C C A N E E R CA P I S T R A N O D R NO C T U R N E D R OA K L E Y VA L E N T I N E CA T H E R I N E 15 0 0 W CA R O U S E L GA R N E T T E 15 0 0 W CO L O R A D O 1300 N OA K L E Y RECLAMATION RD CA T H E R I N E S T RIVERVIEW AVE CIR 800 N HY D E P A R K TRAFALGA COVENTRY VIEW RE D W O O D R D 1300 N BR I G A D I E R BLVD NILES AV SA T O R I CIRSIENA MILAN DRRI V E R S I D E D R GEM INDEPENDENCE WALLPLCORN- FI L M O R E GL E N M A R E HA R T F O R D 20 0 0 E IDACIR FERN AV ARAPAHOE INDIANACIR SECRET GARDEN PL PLROSEBRIAR HARRIS AVE PR O S P E C T V A N B U R E N C I R ST E T S O N C I R PL HARRISBA R O N VO N STETSON W AY WO O D B I N E 80 0 W PO S T S T IND I A N S U M M E R D R WI N T E R FA L L 200 N MOTOR AVE SIRJAMESDR OR A N G E S T 21 0 0 W CLARE- LY M A N NA Y L O R 11 0 0 E PRINCETO N Mc C L E L L A N D 12 0 0 E AVEWI N D S O R DOW N I N G T O N HOLLYWOO D DO O L I T T L E R D JI M M Y CH A R L E S LI N D B E R G H D R NE I L A R M S T R O N G R D TO M M Y T H O M P S O N 55 0 0 W 300 S LE G A C Y V I E W FREMO N T AVE 29 7 5 W INDUSTRIAL CIR IN D U S T R I A L BE N N E T T 12 6 0 W RI C H A R D S MA J O R DE N V E R COMMO N W E A L T H GR E E N 10 0 0 E Mc C L E L L A N D Mc C L E L L A N D SUGARMO NT WE L L I N G T O N S T HA R T F O R D S T GL E N M A R E S T DE A R B O R N S T CH A D W I C K S T PR E S T O N S T COUNTY AVE WA Y PAR L E Y S BE R K E L E Y ON E I D A BE R K E L E Y KAYWOOD CIR OQUIRRH DRME R C E D E S W A Y AVE VI R G I N I A S T AVE HE A T H E R JE F F E R S O N HA X T O N LIN C O L N S T DE N V E R S T DE N V E R S T CO L U M B U S WAY WAY CAPITOL OAK S L N W A R M S P R I N G S R D PO I N S E T T I A FERNANDO STERLING DEBONAIR VI C T O R I A VI C T O R I A WA Y N O C T U R N E CIR PINNOCCHIO FARLAND DR MI D L A N D S T EA R N S H A W L N MIAMI CIR MOJAVE DR SPRINGFIELD RD CIR SI R P H I L L I P D R CO L O N E L R D VILLAG E PARKCI R CA P T A I N CIR CIR DR 900 N SI R A N T H O N Y NE W S T A R D R ST A R C R E S T D R WA L N U T 14 6 5 W OURAY AV WALNUT DR 500 N CIR PA M E L A CR E S T ST A R WA Y DO R A L M A S T CIR TAU R U S PO L A R I S 19 5 0 W SU M M E R DRIVE GE M I N I D R NE W S T A R D R SI L V E R CIR CI R CIR RI V E R S I D E D R CO L O R A D O S T CI R CH I C A G O LA X T O N C T 12 8 0 W 240 N 13 0 0 W BO T H W E L L CO N C O R D 12 0 0 W PACIFIC AVPACIFICAVE 600 S 700 S MONTAGUEMONTAGUE12 0 0 W GL E N D A L E HAYES CIR FREMONT FAYETTE AV MONTAGUE MEAD AVBROOKLYN AV JE F F E R S O N AMERICAN AV 20 0 W LUCY AV PAXTON AV HERBERT AV KELSEY AV HARVARD 20 0 E RO B E R T A FO U L G E R GR E E N HAMPTON AV EDIT H AVE KENSINGTON WOOD DE N V E R KENSINGTON MO F F A T T C T FREMONT JEWELL AVE ANDREW CLEVELAND ALBERMARLEJE F F E R S O N S T SH O R E NO R T H - CA T H E R I N E 14 0 0 W AV 800 NMO R T O N D R REDCLOVER SI R P A T R I C K SIRANDREW HILL VILLA G E VIL L A G E VIE W BRIDGESTONE LN NE W T O N FO R B E S P A R K CAV A L L O D R BR A N D I N G C I R CO R R A L L N ANGUS AVE DR ST A L L I O N LN GE L D I N G QUARTERRO S E P A R K L N RA I L SP L I T GANDER LN HORSE BRIDGE CREST MO R T O N D R ROUNDUPCIR BLACK RED ANGUS PA R K ST MI A M I CIR NEW YORK BL O O M F I E L D BA R O N E S S MA N D A L A Y SERGEANT 18 0 0 W ANT I L L E S CIR NOB I L I T Y CIR LIEUTENANT 36 0 0 W 1300 S 47 0 0 W IRIEJENSEN MEADO W DECADE DR PR O S P E C T UT A H UNIVERSITY OF UTAH INTERNATIONAL CEMETERY CITY SALT LAKE CITY AIRPORT FAIRMONTPARK FOREST DALEGOLF COURSE NIBLEYPARKGOLFCOURSE UTAH STATE NORTH TEMPLE PL U M A L L E Y PIERPONT MARKET ST DE N V E R S T PA R K SH E L M E R D I N E BL A I R S T IV E R S O N CO N W A Y MARKEA FL E T C H E R SOCIAL HALL TEMPLE IV A N WO O D B I N E BU T T E R W O R T H MA R G U E R I T E FL O R A L EARDLEY PL E A S A N T ANDREW AVE FREMONT AVE SE N A T E CI R CO N C O R D DALTON AVE 26 5 0 W 900 S 44 0 0 W 41 5 0 W 40 5 0 W 41 9 0 W TEMPLESOUTH SOUTH EA S T 20 0 MA J O R TE M P L E WE S T SHERMAN WESTMORELAND GL E N M A R E FI L M O R E SH A N N O N SHERMAN HARRISO N BROWNING EMERSON ROO SEVELT CIRMAYFAIR CIR EMERSON WASATCH GILMER YALE MI L I T A R Y D R 17 0 0 E JUSTIN KAY ED M O N D S AR G Y L E BL I S S C T CAP I T O L PENNYPAR K PARADE NORTHPOINT DR C V CA R I N G I S TCHARITYCV G R A N D - RI D G E C T CV REDBRICK AR T I C C T PU G S L E Y PU G S L E Y PU G S L E Y ARDMORE PL BISHOPPL RE N D O N C T PARK CT WI N D S O R JASPER CR MARK CIRFAIRM O N T CI R SIERRAPARK CIR CLAYBOURNE Mc C L E L L A N D ZENITHCIR NIBLEY FOREST 90 0 E FARM CIR GRAYSTONE WY CRANDALL 12 0 0 E RICHESMc C L E L L A N D ELGIN AUSTIN RI C H M O N D S T TURIN DR 1000 N CIRSTONEFEATHER- GOODWINCIRGARNETTECIR CIRHASLAM CT CH A Z MO N T G O M E R Y SEW ARD 200 N JACKSON AV GOLD PL PLOAKSCANNON UT A H N A CT CIR CTJOUST 55 0 0 W IRON ROSE PL GL A D I O L A S T 32 0 0 W IN D U S T R I A L MARSHALL D O K O S L N UT A H WO O D E N L N CI R CI R AN D R E A IR V I N G TALISMAN TU R I N D R CO L O R A D O ECCLES DO V E R ATKIN AVE ATKIN AVEIM P E R I A L GR A N D V I E W EISENHOWER MO N T G O M E R Y EI S E N H O W E R CO N C O R D DE M P S E Y NINIGRET DR COMMO N S L N 1250 S 32 0 0 W 31 5 0 W 30 3 0 W 30 9 0 W 24 7 5 W JOHN CANNON DR 57 0 0 W HO U S E SU G A R CA M P U S CE N T R A L DR POTTE R C H A S E O F F I C E R S CI R RED B U T T E C A N Y O N R D F O R T D O U G L A S S T SO L D I E R CI R CO N N O RAR A P E E 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COMPOSITE PARKREDW OOD RE D W O O D P A R K L N HA R O L D GERTIE DUDER SIDE 43 2 5 W 39 5 0 W 40 3 0 W APOLL O 65 0 0 W GRA M E R C Y R D G U S T I N R D BUNBURYCV BE N D I N G R I V E R R D B E N D I N G R I V E R C T 1040 S BUNBURY LN CH E Y E N N E SEQUOIA VISTA CIR OA K F O R E S T R D EAS T C A P I T O L 50 N BU R N S DO O L E Y C T BUENO VI N C E N T LA K E WE S T SQUARE SQUARELIBRARYWASHINGTON PIONEERPARK GA T E W A Y TH E PARKLIBERTY COUNTRY CLUBGOLF COURSE EL G I N H E I G H T S GR A M E R C Y R D MA R I O C A P E C C H I M A R I O C A P E C C H I D R 1120 N 1830 N 21 5 0 W MIDLANDPARK 24 0 0 W 210 N 160 N 470 N 52 0 0 W 52 0 0 W GL E N R U D D PROFESSIONAL CIR PI O N E E R FU L T O N S T DOKOS PE A R L S T PEACE GARDENS LN E A R L 11 0 0 W 23 0 0 W 900 N900 N 1525 S TE R M I N A L E X I T D R I V E TERMI N A L D R I V E 17 7 5 W RO S E P A R K L N I-21 5 F N T G I- 2 1 5 N B I-2 1 5 S B 56 0 0 W 64 0 0 W 57 0 0 W 610 S ADVANTAGE DI S T R I B U T I O N D R NINIGRET DR CALIFO R N I A A V E GL A D I O L A S T CALIFORNIA AVE A C E Y E A G E R C T 600 S 700 S 500 S SOUTH C A M P U S D R M A R I O C A P E C C H I D R HA L L HALL WAHLEN WAYKIST E R S THA C K E R KIS T E R S VAL D E Z GR E E N W O O D T E R AR A P E E N D R BAK E R BEN NION VAL D E Z VAL D E Z 13 8 6 E 14 6 0 E 14 0 0 E 14 0 0 E 14 0 0 E 15 0 0 E PRESIDENTS CIR DE T R O B R I A N T 17 0 0 E 17 7 8 E 18 5 0 E 18 2 0 E RESEAR C H R D CAMPU S C T R D R 20 3 0 E C O N N O R R D AUSTIN R D BALLIF RD 230 S C E N T R A L C A M P U S D R C A M P U S VOLLUM SO ME D I C A L D R UN I V E R S I T Y UN I V E R S I T Y UN I V E R S I T Y HOGLE ZOO DANSIE DR HODGES 1385 S 2100 S 1500 S PI O N E E R R D RE D W O O D R D DIRECTORS ROW RE D W O O D R D ASSOCIATED AVE RAMONA RAMONA NORTH TEMPLE 900 N 800 W 1820 S 1987 S 1730 S56 0 0 W 32 3 0 W 55 0 0 W 50 7 0 W 50 7 0 W 52 0 0 W 55 0 0 W 1100 S 1980 S48 0 0 W 1500 S44 4 0 W 44 9 0 W 42 5 0 W 38 5 0 W 36 0 0 W 37 3 0 W 34 8 0 W CIR 900 S DE L O N G S T 500 S 400 S 2100 S 90 0 W 90 0 W 1700 S 27 6 0 W 2100 S 900 S 500 S 600 S 2100 S 1300 S1300 S 13 0 0 W 13 0 0 W CH E Y E N N E S T MO N T G O M E R Y 900 S 10 4 5 W 10 0 0 W 12 0 0 W 400 S400 S 500 S500 S 700 S 700 S 700 S 800 S 800 S 800 S 70 0 W 70 0 W 90 0 W 90 0 W MA I N S T 1355 S 1390 S 80 0 W 30 0 W 40 0 W 40 0 W 50 0 W 50 0 W 30 0 W 20 0 W 40 0 W 50 0 W 30 0 W 20 0 W MA I N S T ST A T E S T ST A T E S T 1830 S 600 S600 S REDO NDO AV 900 S900 S LUCY AV PAXTON AV 60 0 W 60 0 W 20 0 E MA I N S T 30 0 E 30 0 E ST A T E S T 30 0 W HWY 201 HWY 201 12 0 0 W 12 0 0 W 50 0 W PACIFIC AVE CALIFORNIA AVE INDIANA AVE INDIANA AVE NA V A J O S T 50 0 E 50 0 E 40 0 E 40 0 E 400 S 400 S 500 S500 S 600 S600 S 700 S 700 S 800 S 800 S 900 S 900 S 50 0 E 2100 S 2100 S 13 0 0 E 60 0 E 60 0 E 1300 S 1300 S1300 S SUNNYSIDE AVE 1700 S 13 0 0 E 11 0 0 E 11 0 0 E 11 0 0 E 90 0 E 90 0 E 90 0 E 10 0 0 E 10 0 0 E 10 0 0 E F O O T H I L L D R 21 0 0 E 19 0 0 E 15 0 0 E 15 0 0 E 70 0 E 70 0 E 23 0 0 E R O W D R WAK A R A W A Y C H I P E T A W A Y WESTMINSTER AVE 16 0 0 E 19 0 0 E 18 0 0 E 18 0 0 E 20 0 0 E WA S A T C H D R 14 0 0 E 14 0 0 E 14 0 0 E 14 0 0 E 12 0 0 E 12 0 0 E 12 0 0 E 12 0 0 E 13 0 0 E 11 0 0 E 70 0 E VI E W S T 25 0 0 E LOGAN AVE 26 0 0 E 80 0 E 80 0 E 80 0 E 30 0 E 40 0 E 60 0 E 10 0 0 E 80 0 E LOW ELL 3300 S 2700 S 2700 S 2700 S 14 0 0 E 3000 S BE V E R L Y S T 18 0 0 E 18 0 0 E 15 0 0 E 15 0 0 E 17 0 0 E 17 0 0 E 17 0 0 E KE N W O O D S T ME L B O U R N E S T 80 0 E 80 0 E 23 0 0 E 22 0 0 E REDO NDO 19 0 0 E ZENITH AVE 10 0 0 E VIEWCIR SUGARHOUSE 100 S 100 S 300 S 300 S300 S 300 S 200 S 200 S 200 S MA I N S T 30 0 W 300 N 200 N 20 0 E 30 0 E 70 0 E 60 0 E 80 0 E 40 0 E 50 0 E 90 0 E 10 0 0 E 11 0 0 E 12 0 0 E 13 0 0 E 20 0 E 800 N 80 0 W 70 0 W 60 0 W 50 0 W 40 0 W (H W Y 8 9 ) 3RD AVE 20 0 W B S T C S T D S T E S T F S T G S T H S T I S T J S T K S T L S T M S T A S T 1ST AVE 60 0 W 50 0 W 200 N 300 N 400 N 500 N 600 N 600 N 400 N 1000 N 1200 N 1100 N 15 0 0 W 14 0 0 W 13 0 0 W 13 0 0 W 12 0 0 W 14 0 0 W 13 0 0 W 14 6 0 W CIR MO R T O N D R DR 700 N (HW Y 186) 90 0 W 90 0 W 90 0 W 11 0 0 W 12 0 0 W 10 0 0 W 10 0 0 W 12 0 0 W 12 0 0 W 22 0 0 W 23 6 0 W 23 6 0 W 1900 N 56 0 0 W 53 0 0 W HARO LD GATTY RD EARHART DR 1700 S MA R C H S T SW A N E R R D 200 S 15 0 0 W 14 0 0 W 300 S 300 S 200 S 100 S 70 0 W 400 S GO S H E N S T WRIGHT 345 S 200 S IN T E R S T A T E 1 5 53 5 0 W SNOW QUEEN SIMONDI AVE DIAMONDROSE GR A N T CLUB DR HERITAGE WAY WIL S H I R E D R AVEALSO OLIVETMOUNT CEMETERY SUNSET DR DUPO NT AVE TALLY HO GOODWIN AV MO R T O N ALPS WAY 22 0 0 W 1600 N BEC K S T B E C K S T 50 0 W W E S T C A P I T O L IN T E R S T A T E 1 5 90 0 W GIRARD AVE CHANDLER DR 11TH ME M O R Y G R O V E 500 N PA R K S T CO N C O R D CL A Y T O N S T 90 0 E MacARTHUR AVE 1700 S LA K E S T ED I S O N MA J O R 10 0 0 W 1600 S 1500 S CIRPICKETT MA J O R MA J O R 1300 S BROWNING RO B E R T A WE S T T E M P L E 20 0 0 E 19 0 0 E COMMO N W E A L T H A V NE V A D A TE X A S PA R L E Y S CI R ASHTON CIR CIR STRING H A M STRINGH A M D R WA S A T C H D R CIRBLAINE NE V A D A S T 26 0 0 E REDO NDO PL P A R L E Y S B L V D C A N Y O N PARLEYS STRATFORD AVE CI R BA M B R O U G H 23 0 0 E 21 0 0 E BRYAN ROO S E V E L T EMERSON BEACO N D R DR BRYAN AVE CIR D R GARFIELD LOGAN AVE LEARNED 10 0 0 W WAY ST E W A R T ST E W A R T JETWAY AV 24 0 0 W 100 N 340 N 23 7 0 W FL Y E R W A Y DAUNTLESS 400 N ROSEPARKCIR CO R N E L L 13TH 12TH 10TH 7TH AVE WE S T TE M P L E F S T 1580 N 40 0 0 W 1200 N 2100 N 50 0 E 80 0 E Mc C L E L L A N D WI N D S O R GU A R D S M A N W A Y Mc C L E L L A N D WI N D S O R 17 0 0 E 90 0 E RAMONA MAYWOODCIR SCENICCIR BLVD CAN Y O N 70 0 E 13 0 0 E LA K E S T 22 0 0 E 20 0 0 E 20 0 0 E 900 S DR HE R B E R T CIRNINTH SOUTH PA D L E Y VILLAG E CIR LINE HI L L S D R ST MARYS CIR ST MARYS ST MAR Y S DR LOGAN YU M A S T 1700 S 21 0 0 E 1300 SOAKS CIRHARVARD SH E R I D A N ALDO AVEKENSINGTON LAIRD SHERWOOD DR CIR DON N E R CRESTVIEW D R OAKHURST DR MILLICENT DR CRE S T V I E W D R AU G U S T A W A Y VI S T A V I E W DO N N E R W A Y DO N N E R W A Y KENNEDY DR OA K H I L L S S C E N I C D R SUMMIT CIR WY O M I N G STRINGHAM AVE LYNW O O D D R MAYWOOD DR SKYRIDGE CIR WILMINGTO N CIR CIR YERMO AVE ASPEN WEALTH COM M O N - WAYSAGE PAR L E Y S ST A T E S T ST A T E S T WE S T T E M P L E WE S T T E M P L E 30 0 W 20 0 W 40 0 W WE S T T E M P L E BELMO N T A V COMMERCIAL WAY PA R K ME R I D I A N 43 7 0 W 44 9 0 W 46 5 0 W G L A D I O L A G L A D I O L A AW L C I R B A N G E R T E R H W Y MI L E S T O N E D R IR O N R O S E P L PARKROSEWOOD 800 N RIVER- PARK NORTHWOOD STATE ROSE PARK EVERETT 700 NSPR I N G S R D WA R M CTCOLUMBUS EDG E C O M B E CA P I T O L EA S T BON N E V I L L E CLIN T O N CA N Y O N R D 600 N GIRARD AVE EA S T C A P I T A L S T 700 N HO P E D R EAST MEDICA L D R CI R C L E O F EA S T M E D I C A L D R PEN R O S E MILITARY CE N T R A L W A S A T C H D R D R AR L I N G T O N CI R BLAINESO L E I L C V CRANDALLCH A D W I C K 13 3 5 E FORESTVIEW JA S P E R S T CRANDALLCIR MARY DOTT 13 0 0 E !( !(!( !( !(!( !( !(!( !( !(!( !( !( !( 7 6 49 5 PSB 814 10 11 12 2 1 13 3Salt Lake City Fire Stations 4 CED/Engineering/GIS Team Private Streets & ROWs !( Fire Station 1 Fire Department FY24-25 Budget Presented by Fire Chief Karl Lieb FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL Fire Organizational Chart 2 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL FD Budget Overview 3 Operations & Airport Staff: 304 FTE Support Staff: 90 FTE FY24 Adopted Expense Budget Proposed Changes FY25 Requested Budget Personnel Costs $48,966,928 $163,727*$49,130,655 Operating Costs $3,297,429 $308,365**$3,605,794 Total Costs $52,264,357 $472,092 $52,736,449 FTEs 394 +2 396 *Does not include FY25 personnel related adjustments such as COLA, benefit, retirement or MOU negotiation changes **Does not include $240,000 pass through to Fleet for new vehicles 4 Summary of Requested Insights Insight Description FTEs FY2025 Request 1 Medical Response Paramedics (MRPs)2 $163,727 2 Contracts/Inflationary Increases $243,365 3 Narcotics Tracking System $65,000* 4 Light Fleet Vehicles $240,000* TOTAL $712,092 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL *$305,000 one-time 1. Medical Response Paramedics (MRPs) Service Level Increase 5 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL Item Cost Type 2 new FTE Medical Response Paramedics (Fully loaded cost, includes uniform allowance etc.) $163,727 Ongoing 2 FTE Medical Response Paramedics converted from vacant Firefighter PCNs $0 Ongoing Total $163,727 •Expansion of our current Medical Response Team (MRT) Model. •Two of these positions are conversions from Firefighter PCN’s and require no new funding. •Increase scope of MRT response capability. •Allow “heavy” apparatus to remain in service for fire response and other service calls. •Supports reduction in fuel consumption, maintenance, and pollution. 2 2. Contracts/Inflationary Increases Program Efficiency 6 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL Item Cost Type Contractual & Inflationary Increases $243,365 Ongoing Total $243,365 •Cost to maintain our current level of service. •Includes medical contracts, education, technology contracts, operations equipment, and turnout gear (PPE). 3. Inventory Management System (Narcotics Tracking) Program Efficiency 7 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL Item Cost Type Inventory & Narcotics Tracking System $65,000 One Time Total $65,000 •Upgrade necessary for State/Federal compliance (DEA). •Current Narcotic storage system developed by IMS is dated and not actively managed. 4. Light Fleet Vehicles Partnership/Outsourcing 8 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL Presented by Karl Lieb, Fire Chief Item Cost Type 4 Light Fleet Vehicles (60k each)$240,000 One Time/ Pass Through Total $240,000 •Requesting approval to increase Light Fleet for Fire Department. •In collaboration with the Fleet Division, requesting 4 light duty vehicles; three for supervisory positions in our EM Division and one for the Community Health Access Team Director. 9 Summary of Requested Insights Insight Description FTEs FY2025 Request 1 Medical Response Paramedics (MRPs)2 $163,727 2 Contracts/Inflationary Increases $243,365 3 Narcotics Tracking System $65,000* 4 Light Fleet Vehicles $240,000* TOTAL $712,092 FIRE DEPARTMENT FY24-25 BUDGET PROPOSAL *$305,000 one-time THANK YOU Presented by Karl Lieb, Fire Chief With support from: Clint Rasmussen, Financial Manager CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 COUNCIL.SLCGOV.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Sylvia Richards Budget & Policy Analyst DATE:May 30, 2024 RE: Fleet Fund Fiscal Year 2025 Budget BUDGET BOOK PAGES: 44, 49, 61, 72-73, 76 227-231, 229-231, 255-256, 267 ISSUE AT-A-GLANCE Fleet Services is an Internal Service Fund within Public Services, consisting of 46 FTEs supporting departments city-wide with vehicle and equipment procurement, maintenance, repair, replacement, fueling and inspection services for over 1,600 vehicles. The Airport vehicle fleet and funding are managed separately. Fleet employees maintain more than 2,500 pieces of light equipment. As an internal service fund, the Fleet Fund operates with money that is paid out of other funds (including the General Fund). The FY2025 proposed budget for the Fleet Fund is $27.9 million which is a decrease of $4.5 million or (16.3%) as compared to last year. The decrease in budget is due to Fleet’s proposal to use their Fund Balance as discussed below. For the upcoming year, the Department has identified the following expenses in addition to the base budget included in the Mayor’s Recommended Budget: $1.2 Million For Replacement of Vehicles $1.277 Million in Inflationary and Contractual Increases This amount includes personnel, contractual, and inflationary increases and does not add new levels of maintenance or service above the previous budget year. This is the amount needed to maintain 2023-2024 service levels, including: •$725,548 is due to a parts inflation increase of 15% •$364,347 is due to a sublet inflation increase of 19% •$187,404 is due to all other contractual/inflationary increases. Rather than asking for additional funding from the General Fund and increasing the need for one-time money out of the General Fund Balance, Fleet will be coordinating with the Finance Department to access funds previously appropriated and currently available in Fleet’s Fund Balance, which has historically remained at a healthy level. The cash available is projected to be $2.47 million at the end of the current fiscal year. ➢The Council may wish to note that any emergencies Fleet may encounter in the upcoming fiscal year may need to be covered by the General Fund Balance, as Fleet is using their entire fund balance for replacement of vehicles and inflationary and contractual increases. PROJECT TIMELINE: Briefing: May 21, 2024 Budget Hearings: May 21 and June 4, 2024 Potential Action: June 11 or 13, 2024 Page | 2 ➢The Council may also wish to note that during the next fiscal year, other sources of funding will need to be identified to replace the one-time use of Fleet fund balance. Below is a breakdown of vehicles to be replaced in FY25. Fleet’s Ten-Year Replacement Projections As mentioned previously and noted in the chart below, the Mayor’s Recommended Budget proposes no allocation of FOF (Fuding Our Future) monies for FY25. However, the Fleet Fund will still receive $5 million from Non-Departmental. The Division’s ability to advance the City’s sustainability goals is generally dependent upon available funding levels for vehicle replacements, technology available in the market for purchase and the rollout of electric charging infrastructure. The updated Ten-Year fleet replacement chart is presented below. Fleet’s ten-year projection of Funding Our Future needs. Page | 3 Since 2002, Fleet has received an annual appropriation of $5 million for vehicle replacements (with the exception of FY 2023-24,which was increased to $5.7 million). This appropriation has never been adjusted for inflation, resulting in diminished buying power as vehicle costs have increased. Adjusting for inflation, this appropriation would be approximately $8.5 million in 2024. A sampling of current purchase prices compared to 2002 purchases also demonstrates that vehicle costs have increased by more than 50%. Diminished purchasing capacity has created a backlog of vehicles that are eligible for replacement. Fleet staff estimate that more than 26%, or $49.3 million of the vehicles in the City’s fleet are well past the life cycle anticipated at time of purchase. 2002 Costs vs. Current Costs Class 2002 Cost Current Cost Utility Trucks $ 23,712 $ 60,305 Sport Utility Vehicles $ 20,521 $ 35,944 Off Road & Construction Wheeled Loaders $ 102,917 $ 259,015 Electric vehicle purchases have a higher upfront cost. Fleet is confident that increased demand will eventually translate into competitive pricing as more manufacturers enter the EV market. Likewise, Fleet remains committed to the Mayor’s and Council’s electrification goals. However, the Fleet budget needs rightsizing to attain those goals according to schedule, as EVs currently cost approximately 40% more than their non-EV counterparts. Current EV vs. Non-EV Class Current Non-EV Cost Current EV Cost Pickups $ 41,240 $ 56,354 Compact Sedan Automobiles $ 23,810 $ 30,881 Cargo Utility Vans $ 38,013 $ 58,600 ➢The Council may wish to ask how many clean diesel vehicles were added to the Fleet during 2023-2024. Salt Lake City’s General Fund Fleet by the Numbers The below chart includes all current assets that Fleet is responsible for maintaining and replacing, including vehicles, major equipment, and smaller pieces such as lawn mowers, small generators, etc. The chart identifies which general department the asset belongs to and their current replacement value. Department # of Assets Estimated Replacement Value Police 693 $35,885,464 Public Services 478 $67,982,530 Parks and Public Lands 416 $24,803,259 Fire 147 $51,045,306 Community & Neighborhoods 73 $3,411,658 911 Department 2 $58,160 Total 1809 $183,186,380 Page | 4 ➢The Council may wish to ask how many General Fund vehicles are beyond industry recommended useful life but are continuing to be used because current funding levels do not allow replacement vehicles to be purchased, and the replacement cost. Vehicle Lease Payments The chart below details the lease payout schedule. Due to the current volatile market, in particular current high interest rates, any maintenance savings from leasing a vehicle are lost due to high leasing costs. As such, Fleet is seeking to pay off the greater portion of the lease vehicles, to allow for more replacement funds to go towards addressing the backlog. This chart shows the principal in those leases decreasing over the next 5 years. CIP Request for Fleet Shop Lifts The CIP application for (heavy) vehicle lifts was denied because heavy lifts are considered ‘durable’ operations equipment. Fleet is going to stagger the purchase of the lifts and cover the costs of replacements with any savings found in their operational budget over the next 3 fiscal years. While purchasing all needed lifts at once would have been ideal, this method will still enable them to keep pace with the anticipated number of newer and heavier vehicles that will require upgraded lifts. If savings are not found, they plan to include this request as a future budget insight. Revenue from Vehicle Sale Auctions As of May 22nd, the total revenue from the sale of vehicles at auctions is $331,075, which is close to what was proposed for last fiscal year, $335,465. Fleet Administration indicates that the decrease in revenue from auctions is mainly due to the car market stabilization after Covid. Another factor is that there were less viable vehicles to send to auction due to breakdown or accident. ACRONYMS CNG – Compressed Natural Gas EIA – Energy Information Administration FOF – Funding Our Future FTE – Full Time Employee FY – Fiscal Year Attachment: Department of Public Services Performance Measures 1 Fleet FY25 Budget Presented by Jorge Chamorro Organizational Chart 2 FLEET FY25 BUDGET Presented by Jorge Chamorro, Department Director FLEET Nancy Bean Division Director Jonathon Plastow Warehouse Manager Jay Spencer Operations Manager Gina Altenes Special Projects Assistant Brandon Houghton Business Systems Analyst I 3 Overview of Changes Current Proposed Change Total $32,498,751 $-4,551,086 $27,947,665 FTEs: 49 FTEs: 0 FTEs: 49 FLEET FY25 BUDGET Presented by Jorge Chamorro, Department Director 4 Fleet Replacement Program Insight Description Value One-Time/ Ongoing Funding Source Score 1 Funding For Replacement Vehicles $5,000,000 Ongoing Fleet Fund 14 DETAILS Base budget for replacement vehicles of $5 million. •No inflationary adjustments have been made in over two decades, resulting in diminished buying power. •EVs have higher upfront costs. FLEET FY25 BUDGET Presented by Jorge Chamorro, Department Director 5 Budget Projections Fleet has identified the following expenses in addition to the base budget included in the Mayor’s Recommended Budget: •$1.277 million in inflationary and contractual increases. •$1.2 million to boost the replacement of vehicles. FLEET FY25 BUDGET Presented by Jorge Chamorro, Department Director 6 General Fund Replacement Plan FLEET FY25 BUDGET Presented by Jorge Chamorro, Department Director Division/Dept.# of Replaced Assets Streets 7 Facilities 11 CAN 12 Police 6 Public Lands 4 Forestry 1 Fire 1 Total 42 $1,701,946 $688,012 $507,232 $336,399 $200,221 $56,044 $53,479 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 Streets Facilities CAN Police Public Lands Forestry Fire Vehicle Replacement Cost Projections Total Cost: $3,543,332 Thank you! Presented Jorge Chamorro, Public Services Department Director CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 COUNCIL.SLCGOV.COM TEL 801-535-7600 FAX 801-535-7651 COUNCIL BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY25 TO:City Council Members FROM: Jennifer Bruno, Ben Luedtke, Lehua Weaver Allison Rowland, Sam Owen, and Sylvia Richards DATE: 6/4/2024 RE:UNRESOLVED BUDGET ISSUES – Follow-up on Council Questions ISSUE AT-A-GLANCE Staff has kept a list of items that one or more Council Members have raised as potential changes to the Mayor’s Recommended Budget, or items that might need further Council discussion. It should be noted that this is a staff-generated draft, reflecting Council questions and discussions as of the date of its printing. It may be updated prior to the work session discussion, and Council Members may have changes or corrections to individual items, and Council Members may add items. If a budget impact is apparent (revenue, FTE and/or expense changes), that amount has been listed, or noted as “to be determined.” Depending on Council feedback, adjustments can be made to the overall key changes document, so that the Council can track the net effect of these decisions on the overall budget. Changes to the budget may cause it to be out of balance (increase or decrease expenses and revenues). As these changes occur, the Council would need to identify offsetting revenue enhancements or expense reductions to bring the budget back in balance. Staff can research and provide other revenue generation or expense cutting options if the Council is interested. Once initial Council interest in various items can be determined, staff will have a live tracking of additions to or subtractions from the Mayor’s recommended budget, to ensure the final budget adopted by the Council on June 11 or 13 is balanced. (Note: this list is not comprehensive – please let staff know if there are other items to add) Follow-up Items 1.Items to consider adding to the budget. Some Council Members have expressed interest in adding/adjusting the following items to the budget (staff is working with the Administration on cost estimates): a. Police – i.A placeholder for the general fund matching portion for an anticipated public safety team along the Jordan River. The City is in the process of applying for this grant and some Council Members have expressed an interest in adding a placeholder for the City’s match so that once a grant is (hopefully) received it can be implemented expeditiously. The total first year cost to the General Fund is estimated at $1,828,450 ($470,242 city Project Timeline: Briefing: June 4, 2024 Budget Hearings: May 21 & June 4, 2024 Potential Action: June 11 or 13 2 share of personnel costs and $1,358,208 for vehicles and equipment). The City is requesting a waiver of the local cost share. ii. Noise Enforcement – TBD – request a briefing from the Police Department regarding noise enforcement. Consider funding additional equipment to enhance enforcement. See legislative intent. b. Public Lands i. Increase funding for general park maintenance like mowing, etc (see related legislative intent, page 4 item 1). Issues raised have been medians and general parks maintenance. See also idea for adding this funding in non-departmental. ii. Review new proposed FTEs (see item #2) c. Community and Neighborhoods i. Additional funding for “20 is plenty” sign campaign - $30,000 TBD – Some Council Members expressed support for providing additional funding for this initiative. ii. TBD – Additional funding for Advantage Services for bio waste cleaning (pending confirmation with the department) d. Non-Departmental: i. The Council could consider adding funding in non-departmental for general parks maintenance for the Administration to come back to the Council with a plan. Amount TBD. ii.Water Contamination – short term – funding for temporary dumping facilities or restrooms to alleviate waste from entering the water stream. Staff is confirming that $10,000 for black water waste disposal proposed to be removed from CAN is being added to Public Services’ budget. iii. Water Contamination – Long term – Funding for a study on what is needed to improve water quality in the Jordan River, including whether RV dumping stations or restrooms are needed. Coordination with public Utilities, Public Lands, Public Services. iv. Add funding to the CIP budget to fund the Livable Streets Initiative (no funding was recommended by the CDCIP board or Mayor for FY 25). As a point of reference each installation is approximately $500,000, and the funding request for FY 25 was $3 million. The Council may wish to discuss with the Administration what amount might be ideal to fund on an annual basis, considering the need and interest is so great across the City. v. TBD – Add funding to address community requests for Harvard/Yale historic district street signs (does not qualify for CIP). e. Compensation i. Fire Union negotiations are ongoing and may result in additional discussions with regard to overall budget. ii. Some Council Members requested the dollar figure if employee compensation were increased beyond the Mayor’s recommendation of 5%. For each additional percent, the amount for the general fund would be $2,792,206. 2.Evaluate All New Positions – some Council Members expressed an interest in considering all proposed new FTEs in more detail, potentially straw polling each. The spreadsheet below lists each new proposed position by Department, along with the FY 25 budget and annual cost. a. Note: Some positions are funded for less than a full year to reflect the time it takes to actually hire an employee. One Council Member asked for additional clarification on the difference between the amount included in the budget for all new positions this year and the amount that will be needed to fully fund the position next year. Accounting for the revenue offset from the Airport for new police officers working there, the total amount budgeted for FY 25 is $2.1 million, and the total annualized cost is $2.5 million (a difference of $307,746, which would be the structural deficit for FY 26 relating to FTEs). $116,364 of this could be covered in Funding our Future). b. The Council may wish to conduct straw polls for any of these positions and the budget could be adjusted accordingly. Note that the Council already straw polled unanimous approval of the Downtown Special projects coordinator in the Mayor’s office. 3 •Vacant FTEs - Some Council Members have asked about reconsidering or repurposing existing vacant FTEs, especially those that have been added in recent years. Staff has included a report of vacant positions in the attachment (as of 5/7/24). •It should be noted that some positions may have since been filled, or there may be additional context not readily apparent based on job title. As such, staff has drafted a legislative intent asking for the Administration to focus on vacancies as it conducts the zero based budget exercise. See page 4 item 1 for draft language. •Note: The Administration has requested that the Council consider shifting the Engineer IV position proposed for Public Services in the MRB to CAN. 4. Other Funds a. Fleet Fund (transfer from other Funds) i. The Fleet Fund budget proposes $5 million for vehicle replacements, and would use all the Fleet Fund’s fund balance. Would the Council consider identifying additional funding to maintain a healthy rate of vehicle replacement and prioritizing eco-friendly vehicles? Note: supply chain issues are also contributing to Fleet not receiving vehicles that have been ordered. Fleet estimated that an additional $3.5 million would be needed to prevent the backlog of vehicles eligible for replacement getting bigger. 26% of vehicles are beyond industry recommended useful life. The Council may wish to weigh the ability of the department to receive vehicles with continued “best practice” funding levels. b.RDA – clarify all “strategic intervention” accounts, including the “Downtown for All” in the Central Business District, come back to the board for expenditure proposals. 5.Existing Programs – the Council may wish to discuss whether to reduce or eliminate any existing programs offered by the City. FY 2025 Proposed NEW FTEs Department FTEs FY 2025 proposed budget months Annual Cost Difference Funding our future Attorney Boa rds a nd Commi s s i ons Ana l ys t (Gra de 26)1 89,640$ 10 107,568$ 17,928$ Ci ty Pros ecutor's Offi ce - As s i s ta nt Pros ecutor 1 60,623$ 10 72,748$ 12,125$ Communi ca ti ons a nd Enga gement Ma na ger (Grade E34)1 139,715$ 10 167,658$ 27,943$ Bui l di ng I ns pector (Gra de E27)1 104,580$ 10 125,496$ 20,916$ Economic Development Si s ter Ci ti es Pa rt Ti me pos i ti on 0.5 47,000$ 10 56,400$ 9,400$ Finance Bus i nes s Sys tems Ana l ys t 2 126,437$ 10 151,724$ 25,287$ Gra nt Ana l ys t (PT to FT)0.5 55,285$ 10 66,342$ 11,057$ Fire Medi ca l Res pons e Pa ra medi cs for (CHAT) Communi ty Heal th Acces s Team Enhancements - (FOF Fundi ng)2 163,727$ 10 196,472$ 32,745$ $ 32,745 Justice Court Communi ty Outrea ch Ca s e Ma na ger (Gra de 19)1 88,363$ 10 106,036$ 17,673$ $ 17,673 Mayor Seni or Advi s or for Downtown Proj ects 1 216,420$ 10 259,704$ 43,284$ Police Ai rport Sta ffi ng a nd Equi pment (Revenue Offs et)6 2,328,683$ 10 2,794,420$ 465,737$ Public Lands Gl enda l e Pa rk Ma i ntena nce Tech I I I (Gra de 119 Uni on)1 76,700$ 10 92,040$ 15,340$ $ 15,340 Publ i c La nds Proj ect Coordi na tor (Gra de 26)1 Sea s ona l FOF 10 Seas ona l FOF Seni or Publ i c La nds Pl a nner (Gra de 31)1 125,979$ 10 151,175$ Seni or La ns ca pe Archi tect (Gra de 34)1 142,636$ 10 171,163$ Public Services Proj ect Del i very Support for Pa rks Proj ects 2 249,694$ 10 299,633$ Ra pi d I nterventi on Tea m 3 253,028$ 10 303,634$ 50,606$ $ 50,606 Sea s ona l to FTE Si gna nd Ma rki ngs techni ci a ns 2 Sea s ona l 10 Engi neer I V (Gra de 31)1 117,210$ 10 140,652$ 23,442$ Subtotal 29.00 4,385,720$ 5,262,864$773,482$ 116,364$ Revenue Offset 2,328,683$ 2,794,420$ 465,737$ Total General Fund Staffing $2,057,037$ 2,468,444$307,746$ 116,364$ Community and Neighborhoods 4 6.Follow-up questions – Staff has been providing Council Members with follow up information relating to questions raised at department briefings. Some of those are included in the above items and others are more informational in nature. Please let staff know about any questions that arise. 7.Funding options - Staff has identified the following potential funding sources for Council discussion/consideration, potentially to address some of the above ideas: a. Potential additional revenue (pending information from Tax Commission and follow up from the Administration – due by June 8 per state law) i. Actual New Growth (if it comes in above the $1 million included in the MRB) ii. Actual Judgement Levy (if it comes in above the $209,910 in the MRB) b.Fund balances available – Previously the City had a policy of maintaining a minimum of 10% fund balance. In FY 19 the Council established a policy goal of 13%, although that goal is not legally binding. Staff has provided both figures. Also note this is one-time in nature and to the extent it funds ongoing ideas, this would increase the structural deficit for FY 26. The FY2025 annual budget is using nearly $40 million from Fund Balance which leave the projected amounts below: Amount above 13%Amount above 10% General Fund Only $ 1,881,111 $ 26,580,876 Funding our Future Only $9,923,710 $ 11,660,452 Total (15.6% of Total General Fund revenue) $ 12,323,524 $ 26,580,876 c. Update line item label for retirement payouts to also be eligible for parental leave or other initiatives. (currently that line item is not fully spent each year and Departments have largely absorbed retirement costs. This is risk if the City experiences faster-than-expected retirements). d. Consider re-appropriating funds that would otherwise drop to fund balance within a department (funds that are not likely to be spent for FY 24) e. Increase property tax for the general fund (Note: the proposed FY 25 budget does not include a general fund tax increase. Because it includes a judgement levy, a truth in taxation hearing is required. A truth in taxation hearing is also required for the requested FY 25 library $5.3 million property tax increase). f. Adopt a more aggressive forecast for Sales Tax revenue (not necessarily recommended due to the volatility of this line item). g. Adopt additional fee increases. h. Evaluate compensation levels for non-represented employees (reduce the mayor’s 5% general pay increase recommendation). Each 1% is approximately $2.8 million in the general fund. i. The finance department has a current vacant position, $84,798 for partial year funding of an FTE that is contingent upon receiving grant funds from the Miller foundation for development in the ballpark. It was created two years ago but that project has not proceeded. The Council could consider removing the position, or could ask the Administration if recent developments, and a recent donation from LHM, will cause them to need to hire for this position. 8.Budget “clean up” items – these are items that either the Staff or Administration have flagged as potential corrections to the budget to ensure expectations are met: a. Non-Departmental – i. The proposed budget mistakenly showed $200,000 in additional funding for the arts council from Funding Our Future. The Administration is recommending this be funded via the general fund (fund balance) instead. ii. The FY 25 proposed budget inadvertently left out a $113,798 shift from Non- Departmental to CAN via the Sorenson Center County contract. Staff will make this budget correction prior to adoption. iii. $99,840 is listed for ongoing culturally responsive therapy for negative police interactions, however $20,000 was recommended by the Racial Equity in Policing Commission. This would make $79,840 available for other needs/uses in this policy area. 5 iv. An existing Employee Relations Manager FTE in the HR Department is proposed to be reclassified as a Recruiter (budget neutral). The change is not reflected in the staffing document which can be updated for Council adoption. b. Staff is continuing to work with the Administration to address several clean up items in both the Key Changes and staffing document. Potential Legislative Intents – Note: this is DRAFT language that staff has put together based on questions and input from Council Members. The Council can make any changes to exact wording and can add/eliminate ideas from consideration by discussing and taking straw polls in work sessions. 1. Policy Goals for Zero Based Budgeting exercise – several Council Members have inquired about the potential to use the City’s forthcoming zero-based budgeting exercise as an opportunity to evaluate efficiencies and staffing resources in particular policy areas such as: •Requesting the Administration evaluate how the Public Lands Department balances resources spent on new projects with resources allocated to regular maintenance (like mowing and weeding), and deferred capital maintenance projects (like restroom repair or roof replacement), to evaluate whether additional resources are needed in all areas or if they can be shifted within the department. •Request the administration specifically evaluate expenditures for public safety alternative response models located in various departments/divisions from a zero based budgeting approach. Council Members expressed a desire to better define what success looks like, use performance measures to compare program outcomes, and determine whether some programs are more effective than others. Alternatively, the council could consider a stand-alone legislative intent on this topic (see #34 which has been repeated since the FY 23 budget cycle). •Requesting that the Administration evaluate all vacancies (full time, part time, and seasonal) in the zero-based budgeting exercises planned for FY2025, including a more detailed vacancies analysis of the number, duration, and unused budgets from vacancies by position and by department, over multiple fiscal years. Positions that have higher vacancy durations and/or frequencies should be considered for reclassification, adjustment, or elimination. The below table summarizes the vacancy duration analysis (Attachment 1) provided by the Finance Department. 6 2.Request compensation plan evaluation – Previously some Council Members had requested that the Compensation plan include a policy that Division Directors, along with Department Deputy Directors and Department Directors should be appointed employees. The Council may wish to consider exempting some positions like the City Comptroller, who has a fiduciary duty to the City first. Some Council Members also expressed interest in adjusting the Appointed Pay Plan pay range to recognize that employees in this position have less job protection than merit employees. 3.Evaluation of charging stations for electric vehicles - The Public Services Department, in coordination with the Sustainability Department, study the options for eliminating free charging stations for electric vehicles, and shifting them to a paid service run by a contractor. 4.Plan to Address Noise Enforcement (non-vehicular and vehicular) – Some Council Members expressed support for better understanding how the Police Department conducts noise enforcement for violations from both vehicle sources and non-vehicular sources, and what additional resources would be needed to improve enforcement short of a change to state law. Additional options: •Schedule a full policy discussion •Evaluate noise ordinance waivers •Require quarterly reports •Increase fines 7 5.(repeat from FY 23) Evaluating efficiencies of all diversified response teams – Council Members have expressed support for the various alternative response models in each department. The Council would like to periodically re-evaluate across City departments to determine whether there are redundancies and/or efficiencies to be gained. Some metrics have been provided in the Police Department budget staff report as a starting point for brainstorming tracking and success monitoring. Staff is including the following programs in our understanding of “diversified response models”: i. Fire Department – Community Health Access Team (CHAT), Medical Response Team (MRT) ii. Police Department – Social Worker Co-Responders, Civilian Response Team iii. CAN (in partnership with other entities in some cases) – Downtown Ambassadors (including expanded areas), Homeless Engagement and Response Team (HEART), Code Enforcement iv. Public Lands – Park Rangers Program v. Public Services – Community Cleaning Program (CCP) Rapid Intervention Team (clarify whether this is sometimes referred to as the “Clean Team”) vi. 911 Department – partnership with Mobile Crisis Outreach Team (MCOT) •The following are specific areas of interest that were raised in the context of the FY 23 budget and may be relevant in evaluating these programs: i. Clarify roles of each team and how a call for service is routed from one team to another, and how calls from the public are routed. ii. Track as much data as possible to determine what metrics are most important for future reviews such as number of calls for service, diversions away from a police-only response, response times, impact on police response times, volume of calls by time of day and day of the week, referrals, and other outputs and outcomes. iii. Find ways to share this data with the Council and the public in a coordinated way iv. Inform the public and other levels of government as these programs are rolled out Potential Conditional Appropriations 1. Trails contingency – In FY 24, the Council adopted the following contingency related to funding for trails (see below). The Council may wish to consider an additional or similar contingency for FY 25, until a briefing on the Administration’s transmittal is held. The update reflects that the contingency may be met and the Council can review and discuss whether the new plan satisfies the intent of the contingency so that funds can be released. (Staff is coordinating with Chair and Vice Chair on the schedule to review the Administration transmittal to address the questions raised in this contingency.): Foothill Trails contingency – Existing and new funds for the construction, modification and decommissioning of trails built under the Foothills Trail System Master Plan, Phase 1, will be placed in a holding account with release contingent on the Administration’s review, in collaboration with a broad spectrum of community stakeholders, of: i. the implementation to-date of the Master Plan; ii. identification of adjustments or additional engagement as warranted; and iii. the Council’s authorization to move forward after the Council evaluates the results of the process. The City Council is willing to provide funding to the Administration for one or more outside experts who can objectively evaluate the technical and public policy aspects of the trail changes and additions completed to date and anticipated in the Master Plan. That written evaluation should focus on, but not be limited to: iv. the extent to which trail planning and development have been consistent with the vision, goals and principles in the Master Plan, including: best practices; strategies for the preservation and stewardship of the land; and 8 v. respect for Tribal concerns. vi. In addition, the written evaluation should include an analysis of how the process could be adapted to better meet the needs and desires of all users. Existing and new funds for environmental studies will not be on hold, so long as such funds are not used for construction or decommissioning of trails. Existing and new funds for maintenance or repair of existing trails are released to conduct ongoing maintenance ensuring that tread is within standard design practices for linear grade, width, cross slope and surface drainage. This does not include realignment. Passive closure of trails is allowed if a trail becomes a danger to environment (excessive water damage and erosion) or public safety (for example when a trail has washed out or excessive water damage has occurred). Passive means fence and signage. No trenching is permitted. 2.Continued Contingency for All Funding Our Future -- Sales Tax Funds (this has been adopted each year since the City implemented the sales tax). The Council approves Funding Our Future sales tax revenue appropriations with the following conditions: a. Expenditure of Funding Our Future Sales Tax Funds. Funding our Future funds may not be expended unless the department or division expending the funds complies with: i. Utah Fiscal Procedures Act ii. The City’s Procurement Code and Rules iii. Written verification from the City Attorney and City Finance Director that proper legal and financial procedures have been followed. b. Other Funding Our Future Budget Contingencies: i. The Administration providing a written semiannual spending, implementation and outcomes report on each of the critical need areas. ii. Tracking funding for Fleet provided through the Funding our Future tax separately to ensure it is spent only on public safety (police, fire, dispatch). iii. The Administration spending funds in the critical need areas as adopted in the attached key changes spreadsheet. iv. The Administration bringing back to the Council any proposed adjustments to the adopted budget in a budget amendment for re-appropriation before changes are made. v. The Administration maintaining and regularly updating a publicly available dashboard reflecting revenues received and actual uses. vi. In FY21 and all future funding requests, providing a label denoting which line items are funded with this Funding Our Future sales tax funds. vii. For all positions added, the Administration shall submit an annual written review along with the Mayor’s Recommended Budget to ensure that each position continues to serve the critical need areas and, if a Council work session briefing is scheduled, provide a presentation of the report. Budget Glossary (not all terms are necessarily in this report) American Federation of State, County and Municipal Employees - AFSCME Budget Amendment - BA Capital Improvement Program – CIP Community and Neighborhoods – CAN Community Land Trust – CLT Economic Development Corporation of Utah - EDCU Funding Our Future - FoF Frequent Transit Network – FTN Fiscal Year – FY Full-Time Employee – FTE Housing and Neighborhood Development – HAND Human Rights Commission – HRC Homeless Resource Centers – HRCs Housing Trust Fund - HTF Interlocal Agreement – ILA International Association of Chiefs of Police – IACP Mayor’s Recommended Budget - MRB Redevelopment Agency – RDA 9 Salt Lake City School District – SLCSD Salt Lake City Fire Department - SLCFD Request for Proposal - RFP TBD – To Be Determined Transit Master Plan – TMP United Nations – UN Utah League of Cities and Towns Utah Transit Authority – UTA Volunteers of America - VOA Wasatch Community Gardens - WCG Compensation Grade (Multiple Items) Row Labels Sum of Mid 02110 POLICE 254,676.93$ 0007609 Police Officer (Unfilled)37.27$ 00308102 Police Officer (Position Fill:05/13/2024,Adrien Taylor)37.27$ 0031802 Police Officer (Position Fill:05/14/2024,Blake Noble)37.27$ 0040204 Records Shift Supervisor (Unfilled)32.71$ 0045601 Police Officer (Unfilled)37.27$ 0045701 Police Officer (Position Fill:05/13/2024,Bladen Moffat)37.27$ 0048101 Police Officer (Unfilled)37.27$ 0049003 Police Officer (Position Fill:05/13/2024,Eric Martinez)37.27$ 0054301 Police Officer (Unfilled)37.27$ 0060101 Police Officer (Unfilled)37.27$ 0060601 Police Officer (Position Fill:05/13/2024,Garrett Behunin)37.27$ 0061101 Police Officer (Position Fill:05/13/2024,Jason Owens)37.27$ 0061203 Police Officer (Position Fill:05/13/2024,Jason Remus)37.27$ 0062701 Police Officer (Position Fill:05/13/2024,John Harrison)37.27$ 0063304 Police Officer (Position Fill:05/13/2024,Jonathan J. Zuenguaz Estrada)37.27$ 0065001 Police Officer (Position Fill:05/13/2024,Manuel Aviles)37.27$ 0066203 Police Officer (Position Fill:05/13/2024,Marcus Monson)37.27$ 0069904 Accountant III (Unfilled)82,686.24$ 0237703 Police Officer (Unfilled)37.27$ 0240001 Police Officer (Position Fill:05/13/2024,Mark Ingersoll)37.27$ 0241403 Police Officer (Position Fill:05/13/2024,Matthew Peterson)37.27$ 0268902 Office Facilitator II - Police Pawn Program (Position Fill:05/12/2024,Maria Pangan)31.14$ 0270001 Police Officer (Position Fill:05/13/2024,Nate Palmer)37.27$ 0373001 Police Officer (Position Fill:05/13/2024,Ryan Jackson)37.27$ 0380002 Police Officer (Position Fill:05/13/2024,Zac Williams)37.27$ 0380801 Police Officer (Unfilled)37.27$ 0384303 Police Officer (Unfilled)37.27$ 0389401 Police Officer (Unfilled)37.27$ 04296 Social Service Worker / Licensed Substance Use Disorder Counselor (Unfilled)29.63$ 04398 Victim Advocate (Unfilled)31.14$ 04521 Police Officer (Unfilled)37.27$ 04529 Police Officer (Position Fill:07/09/2024,Luke Hammond)37.27$ 04530 Police Officer (Unfilled)37.27$ 04532 Police Officer (Unfilled)37.27$ 04637 Licesed Clinical Social Worker (Unfilled)78,711.36$ 04643 Social Work Manager (Position Fill:05/13/2024,Laurie Roderick)91,203.84$ 04648 Social Service Worker / Licens (Unfilled)29.63$ 100357 Police Officer (Unfilled)37.27$ 100364 Community Response Specialist II (Unfilled)26.60$ 9009001 Victim Advocate (Unfilled)31.14$ U0011 Police Officer (Unfilled)37.27$ U0012 Police Officer (Unfilled)37.27$ U0013 Police Officer (Unfilled)37.27$ U0014 Police Officer (Unfilled)37.27$ U0015 Police Officer (Unfilled)37.27$ U0016 Police Officer (Unfilled)37.27$ U0017 Police Officer (Unfilled)37.27$ U0018 Police Officer (Unfilled)37.27$ U0019 Police Officer (Unfilled)37.27$ U0020 Police Officer (Unfilled)37.27$ U0021 Police Officer (Unfilled)37.27$ U0022 Police Officer (Unfilled)37.27$ U0023 Police Officer (Unfilled)37.27$ U0024 Police Officer (Unfilled)37.27$ U0025 Police Officer (Unfilled)37.27$ U0026 Police Officer (Unfilled)37.27$ U0027 Police Officer (Unfilled)37.27$ U0028 Police Officer (Unfilled)37.27$ U0029 Police Officer (Unfilled)37.27$ U0030 Police Officer (Unfilled)37.27$ 03000 PUBLIC SERVICES 297,448.20$ 0072806 Engineer IV (May Underfill) (Unfilled)100,573.20$ 0083101 Traffic Maintenance Operator II (Unfilled)24.34$ 0083506 Traffic Maintenance Operator II (May Underfill) (Unfilled)24.34$ 0085202 Asphalt Equipment Operator II (May Underfill to Level I) (Unfilled)24.34$ 0087901 Senior Asphalt Equipment Operator (Unfilled)26.60$ 0088004 Asphalt Equipment Operator II (Unfilled)24.34$ 0094204 Asphalt Equipment Operator I (Position Fill:05/13/2024,Kyle Taintor)21.60$ 0094305 Asphalt Equip Operator II (Unfilled)24.34$ 01181 Maintenance Specialist II-Facilities (May be Underfilled) (Unfilled)25.06$ 0127104 Fleet Mechanic (Unfilled)28.23$ 0127902 Fleet Mechanic (Unfilled)28.23$ 0244504 Asphalt Equip Operator II (Unfilled)24.34$ 0301502 Traffic Signal Technician II (May Underfill) (Unfilled)30.20$ 04136 Asphalt Equip Operator II (Unfilled)24.34$ 04153 Financial Analyst III (May Underfill) (Unfilled)95,768.40$ 04156 Fleet Maintenance Coordinator (Unfilled)29.14$ 04381 Asphalt Equip Operator II (Unfilled)24.34$ 04382 Asphalt Equip Operator II (Unfilled)24.34$ 04387 GIS Technician I (Unfilled)29.63$ 04706 Clean-up Equipment Operator II (May Underfill) (Unfilled)22.25$ 04851 Senior Engineering Construction Program/Projects Manager (Unfilled)100,573.20$ 100367 Mason Apprentice - Maintenance Specialist I (Unfilled)22.91$ 100374 Office Technician II (May Underfill to Level I) (Unfilled)22.26$ 100500 Fleet Mechanic (Unfilled)28.23$ 04000 PUBLIC LANDS 68,522.85$ 0106402 Assistant Golf Course Superintendent - Mountain Dell Golf Course (Unfilled)28.23$ 0107102 Florist II (Unfilled)21.60$ 0112101 Cemetery Equipment Operator (Unfilled)22.25$ 0113903 Sprinkler Irrigation Technician III (Unfilled)25.81$ 0114401 Parks Maintenance Technician II (May Underfill to Level I) (Unfilled)22.25$ 0231903 District Supervisor (Unfilled)36.04$ 0233301 Assistant Golf Professional - Mountain Dell Golf Course (Position Fill:05/12/2024,Zachary Smith)28.23$ 02673 Parks Maintenance Technician II (Unfilled)22.25$ 0309102 Cemetery Equipment Operator (Unfilled)22.25$ 0380202 Head Golf Professional - Forest Dale Golf Course (Unfilled)68,031.60$ 04493 Arborist II (May Be Underfilled to Arborist I) (Unfilled)25.06$ 04691 Park Ranger (Unfilled)25.06$ 04692 Park Ranger (Position Fill:05/20/2024,Jack Adams)25.06$ 04696 Park Ranger (Unfilled)25.06$ 04703 Park Ranger Lead (Unfilled)28.23$ 04713 Service Coordination Arborist (Position Fill:05/13/2024,SARAH BISHOP)28.76$ 100380 Central Control Irrigation Specialist (Unfilled)25.81$ 100382 General Maintenance Worker III (Unfilled)27.42$ 100386 Special Projects Assistant (Unfilled)29.63$ 710191H Parks Maintenance Technician II (Unfilled)22.25$ 05000 JUSTICE COURTS 37.84$ 0308202 Justice Court Supervisor (Unfilled)37.84$ 06000 COMMUNITY & NEIGHBORHOODS 965,553.27$ 0094901 Project Manager Housing (Unfilled)82,686.24$ 0096503 Policy Director (Unfilled)105,574.56$ 0099902 Community Development Grant Specialist (Unfilled)78,711.36$ 0136801 Real Property Agent (Unfilled)82,686.24$ 0225102 Housing Rehab Specialist II Un (Unfilled)33.30$ 0261204 Building Inspector III (Unfilled)36.71$ 0266204 Code Enforcement Officer III (May be under filled) (Unfilled)31.71$ 0278303 Building Inspector III (Unfilled)36.71$ 0380103 Principal Planner (Position Fill:06/03/2024,Alicia Seeley)82,686.24$ 0423501 Plans Examiner III (May be under filled) (Unfilled)36.71$ 04658 Associate Planner (Position Fill:05/13/2024,Jason Berntson)71,394.96$ 04740 Civil Enforcement Officer II (Unfilled)28.29$ 100288 Project Assistant (Unfilled)-$ 100347 Sr. Community Program Manager (Unfilled)78,711.36$ 100348 Sr. Community Program Manager (Unfilled)78,711.36$ 100349 Community Program Manager (Unfilled)71,394.96$ 100350 Community Program Manager (Unfilled)71,394.96$ 100495 Housing Stability VISTA Member (Unfilled)-$ 90120 Community Development Grant Su (Unfilled)82,686.24$ 90122 Community Development Grant Sp (Unfilled)78,711.36$ 08000 MAYOR 78,711.36$ 910040 Know Your Neighbor Volunteer Coordinator - Mayor's Office (Unfilled)78,711.36$ 11200 FINANCE 261,140.88$ 0135402 Financial Analyst III ( May underfill at a level II or I) (Unfilled)95,768.40$ 100449 SLC Contingent Worker (Unfilled)-$ 100502 Finance Grant Analyst (Unfilled)82,686.24$ 910006 Grant Administrator (Unfilled)82,686.24$ 11400 PUBLIC UTILITIES 1,536,158.53$ 0140602 Customer Services Mgr Pub. Uti (Unfilled)91,203.84$ 0141706 Accountant IV (Possible under fill to a II or III) (Unfilled)91,203.84$ 0141806 Accountant III (Unfilled)82,686.24$ 0142902 Office Technician II (Unfilled)22.26$ 0143604 Engineering Tech Iv Union (Unfilled)30.20$ 0143803 Customer Service Collector / Investigator Utilities Specialist (Unfilled)26.35$ 0146801 Engineering Technician V (Unfilled)31.71$ 0147004 Engineer VII (Unfilled)128,353.68$ 0147703 Engineering Tech III Union (Unfilled)27.39$ 0148002 Eng Contracts Coor Public Util (Unfilled)28.76$ 0148202 Utilities Development Review Specialist (Unfilled)24.54$ 01486 Water Treatment Process Assistant Manager (Unfilled)100,573.20$ 0152202 L&C Cross Conn Control Manager (Unfilled)100,573.20$ 0153802 Wastewater Plant HVAC Technician II (may underfill to a I) (Unfilled)29.14$ 0154001 Maintenance Electrician III (Unfilled)26.60$ 01573 Senior Facilities Building Maintenance Worker (Unfilled)24.34$ 0158707 Wrf Op II (Unfilled)27.42$ 0159207 Wrf Op I (Unfilled)25.06$ 0159504 Water Reclamation Facility Operator IV (Unfilled)30.01$ 0159704 Wrf Op I (Unfilled)25.06$ 0161107 Wastewater Plant Maintenance Operator IV (may underfill as a III, II, or I) (Unfilled)29.14$ 0164002 Water Distribution System Operator I (Unfilled)25.06$ 0166004 Watershed Ranger (Position Fill:05/12/2024,Haley Long)25.06$ 0166902 Water System Maintenance Op II (Unfilled)25.06$ 0167607 Water Distribution System Operator I (Unfilled)25.06$ 0167907 Water System Maintenance Op II (Position Fill:05/13/2024,Brandon Pearce)25.06$ 0169402 Water System Maintenance Op II (Unfilled)25.06$ 0169802 Senior Water System Maintenance Operator (Unfilled)28.23$ 0170401 Water System Maint Oper I (Unfilled)22.91$ 0170501 Water System Maint Oper I (Unfilled)22.91$ 0171203 Tech Systems Analyst IV (Unfilled)41.76$ 0171314 Water Meter Reader II (Unfilled)20.96$ 0172401 Water System Maint Oper I (Unfilled)22.91$ 0399005 Wastewater Lift Station Worker (Unfilled)24.34$ 04283 Ww Lift Station Lead Worker (Unfilled)29.14$ 04330 Engineering Tech III Union (Unfilled)27.39$ 04335 Water System Maintenance Op II (Unfilled)25.06$ 04336 Water System Maint Oper I (Unfilled)22.91$ 04403 Engineering Technician II (May be under filled) (Position Fill:05/26/2024,Sydnee Brinton)24.96$ 04405 Engineering Tech III Union (Unfilled)27.39$ 04410 Engineer Iv (Unfilled)100,573.20$ 04415 Senior Utilities Representative - Office/Technical (Position Fill:05/13/2024,Amanda Sorensen)22.26$ 04420 Office Technician II (Unfilled)22.26$ 04600 AdministratIVe Sec I Union (Unfilled)23.96$ 04623 Wastewater Lift Station Lead Worker (Unfilled)29.14$ 04676 Water Conservatation Program Mgr (Unfilled)100,573.20$ 04679 PU Sustainability Manager (Unfilled)95,768.40$ 04793 Accountant III (Unfilled)82,686.24$ 04854 Engineering Technician V (Unfilled)31.71$ 100438 ENGINEERING TECHNICIAN IV (Unfilled)30.20$ 100440 ENGINEER IV (Unfilled)100,573.20$ 100441 ENGINEER IV (Unfilled)100,573.20$ 100515 Safety Inspector (Unfilled)31.71$ 100516 Warehouse Manager (Unfilled)82,686.24$ 100517 Water Maintenance Manager (Unfilled)110,881.68$ 100518 Project Coordinator (Unfilled)91,203.84$ 100519 Talent Management Coordinator (Unfilled)74,954.88$ 12030 FIRE 529.32$ 01818 Captain-Fire-83 (Position Fill:05/12/2024,Brodie Berg)46.44$ 0191504 Firefighter EMT (Unfilled)30.18$ 0192302 Firefighter EMT (Unfilled)30.18$ 0386304 Firefighter EMT (Unfilled)30.18$ 100394 Firefighter EMT (Unfilled)30.18$ 100493 Medical Response Paramedic (Unfilled)30.18$ 100494 Medical Response Paramedic (Unfilled)30.18$ U0001 Firefighter EMT (Unfilled)30.18$ U0002 Firefighter EMT (Unfilled)30.18$ U0003 Firefighter EMT (Unfilled)30.18$ U0004 Firefighter EMT (Unfilled)30.18$ U0005 Firefighter EMT (Unfilled)30.18$ U0006 Firefighter EMT (Unfilled)30.18$ U0007 Firefighter EMT (Unfilled)30.18$ U0008 Firefighter EMT (Unfilled)30.18$ U0009 Firefighter EMT (Unfilled)30.18$ U0010 Firefighter EMT (Unfilled)30.18$ 13000 ECONOMIC DEVELOPMENT 91,269.26$ 0363503 Economic Development Office Manager (Position Fill:05/13/2024,Felina Lazalde)32.71$ 04743 Economic Development Office Manager (Unfilled)32.71$ 910005 Econ Develop Project Manager (Unfilled)91,203.84$ 14010 911 BUREAU 106,099.56$ 0177804 911 Disp. Communications Super (Unfilled)39.75$ 0210206 Public Safety Dispatcher (Unfilled)29.70$ 0212005 911 Comm Bur Deputy Director (Unfilled)105,574.56$ 0213002 Public Safety Dispatcher (Unfilled)29.70$ 0213202 Public Safety Dispatcher (Unfilled)29.70$ 0214401 Public Safety Dispatcher (Unfilled)29.70$ 0214603 Public Safety Dispatcher (Unfilled)29.70$ 0253303 Public Safety Dispatcher (Unfilled)29.70$ 0298108 Public Safety Dispatcher (Unfilled)29.70$ 0406801 911 Disp. Communications Super (Unfilled)39.75$ 0407301 Public Safety Dispatcher (Unfilled)29.70$ 0422401 Public Safety Dispatcher (Unfilled)29.70$ 0422501 Public Safety Dispatcher (Unfilled)29.70$ 04288 Public Safety Dispatcher (Unfilled)29.70$ 04502 Public Safety Dispatcher (Unfilled)29.70$ 04543 Public Safety Dispatcher (Unfilled)29.70$ U0032 Public Safety Dispatcher (Unfilled)29.70$ U0033 Public Safety Dispatcher (Unfilled)29.70$ 15010 ATTORNEY 358,285.20$ 0216503 Senior City Attorney - Litigation (Unfilled)168,692.16$ 100287 Victim Volunteer (Unfilled)-$ 100472 Special Project Analyst - Legislative Affairs (Unfilled)78,711.36$ M0002 Associate City Prosecutor (Unfilled)110,881.68$ 16000 HUMAN RESOURCES 91,230.92$ 04748 Senior Human Resources Technician (Unfilled)27.08$ 04798 Senior Recruiter (May Underfill) (Unfilled)91,203.84$ 19000 CITY COUNCIL 372,852.48$ 0217802 Op Mng & Mentor-City Council (Unfilled)100,573.20$ 100352 Senior Policy Analyst (Unfilled)110,881.68$ 100353 Constituent Liaison / Public Policy Analyst (Unfilled)82,686.24$ 100354 Public Engagement / Communication Specialist (Unfilled)78,711.36$ 54000 AIRPORT 1,639,216.74$ 0001001 Engineer Tech III (Unfilled)27.39$ 0002801 Airfield Maintenance Specialist III (Unfilled)27.42$ 0007901 Project Coord. III Airport-97 (Unfilled)28.76$ 0011104 Airport Airfield Ops Spec (Unfilled)33.30$ 0016401 Airport Contruction Manager (Unfilled)91,203.84$ 0017001 Architectural Assoc IV Union (Unfilled)33.30$ 0017105 Office Facilitator II Non Unio (Unfilled)31.14$ 0018502 Aviation Services Manager (Unfilled)100,573.20$ 0018702 Airport Lighting & Sign Technician (Unfilled)25.81$ 0020201 Assistant Director, Construction Management (Unfilled)134,752.80$ 0020302 Assistant Director, Project Delivery (Unfilled)134,752.80$ 0020701 AP Eng Records Prog Spec Union (Unfilled)26.07$ 0021403 Fleet Mechanic (Unfilled)28.23$ 0023501 Airport Maintenance Electrician III (Unfilled)26.60$ 00245 Instrumentation & Controls Technician IV (Unfilled)41.76$ 0026602 Airport Operations Specialist – Terminal/Landside I (Unfilled)24.99$ 0027705 Information Technology Support Manager (Unfilled)105,574.56$ 0219704 Software Support Administrator II (Unfilled)95,768.40$ 0230701 Project Coordinator II Airport (Unfilled)26.07$ 0235002 Engineering Technician V (Unfilled)31.71$ 0244706 Engineering Technician V (Unfilled)31.71$ 0245601 Facilities Maint. Coordinator (Unfilled)36.04$ 0248705 Network Systems Engineer II (Unfilled)116,429.04$ 0254704 Air Environ Sustain Coord (Unfilled)105,574.56$ 0259704 Airfield Maintenance Electrician (Unfilled)40.49$ 0279102 Airport Operations Specialist - Terminal/Landside I (Unfilled)30.20$ 0299802 Airport Architect (Unfilled)134,752.80$ 0300803 Engineering Tech Iv Union (Unfilled)30.20$ 0306806 Net Sup Adm III (Unfilled)39.75$ 0306906 Network Support Administrator II (may underfill to an Admin I) (Unfilled)36.04$ 0368408 Engineering Construction Prog (Unfilled)91,203.84$ 0375001 Airport Airfield Operations Specialist (Unfilled)33.30$ 04468 Facilities Maint. Coordinator (Unfilled)36.04$ 04483 Net Sup Adm II (Unfilled)36.04$ 04498 Assistant Manager – Air Service & Business Development (Unfilled)95,768.40$ 04587 Airfield Maintenance Specialist III (Unfilled)27.42$ 04593 Airfield Maintenance Specialist III (Unfilled)27.42$ 04763 Network Systems Engineer II (Unfilled)116,429.04$ 04805 HVAC Tech II (Unfilled)29.14$ 04811 AIRFIELD MAINT ELECTRICIAN (Unfilled)40.49$ 04825 Airport Operations Specialist—Terminal/Landside III (Unfilled)31.71$ 04827 Airport Operations Specialist - Terminal/Landside II (Unfilled)30.20$ 100420 General Maintenance Worker III (Unfilled)27.42$ 100421 General Maintenance Worker III (Unfilled)27.42$ 100422 HVAC Technician II (Unfilled)29.14$ 100427 CMMS / Utilities Administrator (Position Fill:05/13/2024,Christopher Fazio)91,203.84$ 100428 Cybersecurity Engineering Manager (Unfilled)141,479.52$ 100429 Technical Systems Analyst I (Unfilled)31.14$ 100479 Energy/Utilities Management Coordinator (Unfilled)82,686.24$ 57000 SUSTAINABILITY 70.28$ 0092301 Waste & Recycling Equip Op II (Unfilled)24.34$ 04115 Waste & Recycling Education Specialist I (Unfilled)21.60$ 04343 Waste & Recycling Equipment Operator II (Unfilled)24.34$ 65000 INFORMATION MANAGEMENT SERVICES 271,394.53$ 0102309 Public Affairs Manager (Unfilled)100,573.20$ 0120007 Network Support Adm III ( May underfill at a level II or I) (Position Fill:05/13/2024,Nickalas Cebrowski)39.75$ 0302007 Network Support Admin II (May underfill at a level I) (Unfilled)36.04$ 04755 Public Affairs Coordinator II ( May underfill at level I) (Unfilled)74,954.88$ 04860 IT Support Lead (Unfilled)95,768.40$ 710313H Office Technician II (Unfilled)22.26$ 92010 REDEVELOPMENT AGENCY 460,939.20$ 0227005 Gallivan Center Director (Unfilled)105,574.56$ 0243106 Office Technician II (Unfilled)22.26$ 0363207 Senior Project Manager – Redevelopment Agency (Unfilled)122,216.64$ 04051 General Maintenance Worker III (May be under filled) (Unfilled)27.42$ 100488 Project Manager - Redevelopment Agency (Unfilled)110,881.68$ 100489 Senior Project Manager – Redevelopment Agency (Unfilled)122,216.64$ Grand Total 6,854,137.35$ 6/4/2024 **DRAFT **12:57 PM 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 A B C D E F G H Net -$ -$ Amount Revenue Expenses Revenue Expenses Revenue Items Actual New Growth Revenue (MRB estimated - $1m)TBD (June 8) Judgement Levy (if it comes in above the $209,910 recommended in the budget)TBD (June 8) One-time $: Use General Fund fund balance over 13% (GF only) 1,881,111$ One-time $: Funding our future fund balance dollars over 13% (FOF only)9,923,170$ One-time $: Use General Fund fund balance over 10% (GF only)14,521,422$ One-time $: Funding our future fund balance dollars over 10% (FOF only)11,660,452$ Capture funds dropping to fund balance in FY 23 Reconsider new FTEs proposed in the budget - logistically this would be an expense reduction (total amount for new FTEs NOT including Airport FTEs which are offset with airport revenue)2,057,037$ blue = ongoing orange = one-time Police Placeholder for matching funds for Jordan River Team (implemented in a future budget amendment) Actual Year 1 cost - $1.8 million plus $1.4 million for equipment. Admin will request a year 1 waiver.1,000,000$ Noise enforcement equipment 50,000$ Community and Neighborhoods Transportation: Add funding for "20 is Plenty" campaign 20,000$ Additional funding for Advantage services/biowaste cleaning TBD Non-Departmental General increased funding for Public Lands maintenance for Admin to come back with a plan/potentially contract 200,000$ More restroom facilities - Administration come back to the Council with a plan for how to provide more public restroom facilities (including contracting, refurbishing to provide temporary restrooms)1,000,000$ Addressing Jordan River water quality - short term: funding for temporary dumping facilities or restrooms/including showers/laundry 200,000$ Addressing Jordan River water quality - long term: Funding for a study to improve water quality along the jordan river (Amount TBD)100,000$ Add funding to CIP for Livable streets initiative TBD Harvard/Yale historic street signs 30,000$ Funding for arts council from general fund instead of FOF 200,000$ Shift $113,798 from Non-dept to CAN (budget neutral)113,798$ Employee Relations Manager reclassified to Recruiter (budget neutral) Attorney FY 25 Budget Amount Boards and Commissions Analyst (Grade 26)1 89,640$ Assistant Prosecutor 1 60,623$ Community and Neighborhoods Communications and Engagement Manager (Grade E34)1 139,715$ Building Inspector (Grade E27)1 104,580$ Economic Development Sister Cities Part Time position 0.5 47,000$ Finance Business Systems Analyst 2 126,437$ Grant Analyst (PT to FT)0.5 55,285$ Fire Medical Response Paramedics - (FOF Funding)2 163,727$ Justice Court Community Outreach Case Manager (Grade 19)1 88,363$ Mayor Senior Advisor for Downtown Projects (Straw poll)1 216,420$ Police Airport Staffing and Equipment (Revenue Offset)6 2,328,683$ Public Lands Glendale Park Maintenance Tech III (Grade 119 Union)1 76,700$ Public Lands Project Coordinator (Grade 26)1 Seasonal FOF Senior Public Lands Planner (Grade 31)1 125,979$ Senior Lanscape Architect (Grade 34)1 142,636$ Public Services Project Delivery Support for Parks Projects 2 249,694$ Rapid Intervention Team 3 253,028$ Seasonal to FTE Signa nd Markings technicians 2 Seasonal Engineer IV (Grade 31)1 117,210$ Council Member-raised Ideas - see staff report for additional detail/background Budget cleanup - these are items that either the Staff or Administration have flagged as potential corrections to the budget to ensure expectations are met: New Positions - these are included in the MRB - listed here for additional discussion per Council Member request Unresolved Issues Tracking General Fund Funding our Future Categories: Housing, Transit, Public Safety, Infrastructure, Parks Maintenance Item K1 CITY COUNCIL OF SALT LAKE CITY 451 SOUTH STATE STREET, ROOM 304 P.O. BOX 145476, SALT LAKE CITY, UTAH 84114-5476 SLCCOUNCIL.COM TEL 801-535-7600 FAX 801-535-7651 MOTION SHEET CITY COUNCIL of SALT LAKE CITY TO:City Council Members FROM: Allison Rowland Budget and Policy Analyst DATE:June 4, 2024 RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN TO SHADES OF PALE, INC., AT 1388 SOUTH 300 WEST MOTION 1 – ADOPT ORDINANCE I move that the Council adopt the ordinance approving a $350,000 loan for Shades of Pale, Inc., from the Economic Development Loan Fund. MOTION 2 – NOT ADOPT I move that the Council not adopt the ordinance, and proceed to the next agenda item. 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:June 4, 2024 RE: ORDINANCE: ECONOMIC DEVELOPMENT LOAN FUND LOAN TO SHADES OF PALE, INC., AT 1388 SOUTH 300 WEST ISSUE AT-A-GLANCE The Council will consider approving a loan from the City’s Economic Development Loan Fund (EDLF) to a business called Shades of Pale, Inc., at 1388 South 300 West. The City’s Economic Development Loan Committee recommends the Council approve a $350,000 loan at a 10.5% fixed interest rate over seven years to this business in the Expansion category. This loan will assist in the creation of 10 new jobs in the next year, and retention of 11 existing jobs. The loan amount is larger than most EDLP start-up loans—more than triple the standard $100,000 limit. Program rules allow this threshold to be exceeded by business owners who have three or more years of experience in a comparable industry. Shades of Pale has been operating since June 2009, and the applicant as part of the company’s ownership team. The relatively high interest rate reflects the 8.5% prime rate at the time of the application plus the standard EDLF four percentage points, though the project did qualify for a 2% reduction based on being located in a Priority Area and being owned by a socially and economically disadvantaged individual (see section B below). The EDLP Loan Committee recommended this business for loan funding. Council staff reminder: EDLF loans will now be scheduled to be voted on the same day as the briefing, so this is scheduled for action on the June 4 agenda. Item Schedule: Briefing: June 4, 2024 Public Hearing: N/A Potential Action: June 11, 2024 Page | 2 Goal of the briefing: Consider a potential $350,000 loan from the Economic Development Loan Fund to a business called Shades of Pale, Inc. ADDITIONAL AND BACKGROUND INFORMATION A.Interest Rates. For context, the nationwide median small business commercial and industrial loan rates for the fourth quarter of 2023 (the most recent data available), were 7.98% for fixed-rate loans at urban banks, and 8.86% for variable rate loans, according to the most recent U.S. Federal Reserve Small Business Lending Survey.i In the second quarter of 2022, these rates were 4.50% and 5.55% respectively. Interest rates for EDLF loans consider an assessment of the risk level of different applicants, among other factors. Loan interest rates have ranged from 7.25% to 11.00% since the beginning of 2022, with most at 7.25%. B.Interest Rate Reductions. The bases for potential reductions are as follows: 1.Location within a priority area: RDA Project Area; Opportunity Zone; West of I-15; or Neighborhood Business Improvement Program (NBIP, previously known as Façade Improvement) target area. 2.Socially and Economically Disadvantaged Individuals (SEDI)-Owned Businesses: 51% of the business is owned by at least one SEDI individual. 3.Low Income Business Owner: Income does not exceed 80% of Salt Lake County average median income (AMI) as defined by U.S. Department of Housing and Urban Development (HUD). 4.Sustainability: Either, a. Membership in SLC Green’s E2 Business Program; or b. Loan proceeds will be used for the purchase of electric vehicles, electric vehicle charging stations and infrastructure, renewable energy including but not limited to wind and solar, heat pumps, high efficiency equipment, and/or energy efficiency. C.Goals: The application from Shades of Pale, Inc., meets the following EDLF program goals: •Increases employment opportunities; •Stimulates business development and expansion; •Encourages private investment; •Enhances neighborhood vitality; and, •Boosts commercial enterprise. D.Program. The EDLF is a program administered by the Department of Economic Development, which is charged with maintaining the corpus of the EDLF in a manner sufficient to perpetuate the goals of the program. Each loan application is pre-screened, and an underwriting analysis and economic impact statement are completed before an application may be recommended for Loan Committee (see below) review. Information on successful applications is transmitted to the Council to consider for final approval. E.Available balance and amount of outstanding loans. The Department reported that the Fund’s available balance was $6,700,000 in April 2024. Outstanding loans totaled $3,240,985 as of May 6, 2024. Page | 3 F.EDLF Committee Membership. The Department of Economic Development lists nine members of the EDLF Committee as follows: City Employees Community Volunteers 1. Finance Director, Community and Neighborhoods Department 2. Salt Lake City Business Advisory Board (BAB) member 3. Representative of the Mayor’s Office 4. Banker 5. Salt Lake City employee at large 6. Community lender 7. Representative of the Division of Housing Stability 8. Business mentor 9. Director, Department of Economic Development 10. POLICY QUESTIONS 1. The Council may wish to have a policy discussion with the Administration about interest rates charged by the City from this and other loan funds, and whether it makes sense to re-evaluate how interest rates are determined for lenders, especially since the City typically offers loans as a lender-of-last-resort. 2. The Council may wish to ask the Administration whether the EDLF Committee considered any other unique information about this business that would help Council Members with their own evaluations of how this application compares to others. For example, are there risk factors that are evaluated for each company, like outstanding loans, years in business, etc.? 3.What outreach does the Department do to ensure a diverse pool of businesses successfully applies to the EDLF? Are applications from diverse owners, particularly those whose businesses are located on the Westside, offered additional support through the application process? Does EDLF staff have ideas for improving access that would benefit from program changes or additional funding? 4. The Council may wish to request a more general update on EDLF use and processes. This could include the number of applications, review criteria used, loan program goals, etc. i Source: Small Business Lending Survey, Small Business Lending Demand Continues to Decline. Consulted on May 28, 2024, at https://www.kansascityfed.org/surveys/small-business-lending- Page | 4 survey/new-small-business-lending-increases-despite-continued-constraints/. ERIN MENDENHALL MAYOR DEPARTMENT of ECONOMIC DEVELOPMENT LORENA RIFFO-JENSON DIRECTOR Jill Love CITY COUNCIL TRANSMITTAL Date Received:05/23/2024 Jill Love (May 23, 2024 16:20 MDT) Jill Love, Chief Administrative Officer Date sent to Council: 05/23/2024 TO:Salt Lake City Council DATE: May 20, 2024 Victoria Petro, Chair FROM: Lorena Riffo-Jenson, Director, Department of Economic Development SUBJECT:Economic Development Revolving Loan Fund (EDLF) – Shades of Pale, Inc. STAFF CONTACTS: Roberta Reichgelt, Business Development Director, Roberta.reichgelt@slcgov.com Project Manager, Will Wright, William.wright@slcgov.com DOCUMENT TYPE: Loan Approval RECOMMENDATION: The EDLF Loan Committee recommends approval of a $350,000 loan to Shades of Pale. BUDGET IMPACT: $350,000 from the Economic Development Loan Fund BACKGROUND/DISCUSSION: On May 9, 2024, a loan request from Shades of Pale was presented to the EDLF Loan Committee for review and discussion. Shades of Pale is a local microbrewer with a regional distribution. Basic Loan request Business Name: Shades of Pale Address: 1388 South 300 West Loan Amount Requested: $350,000 Loan Term: 7 years. Interest Rate: 10.5% Use of Funds: Remodel, Equipment, Working Capital Loan Type: (Expansion) Council District: District 5 Reasoning behind staff recommendation Applicants of The Economic Development Loan Fund (EDLF) go through a thorough application process consisting of a pre-screening, underwriting analysis, and economic impact statement. Only after the loan applicant goes through these processes is the loan recommended to be reviewed by the Loan Committee members. Upon a thorough review of the Loan Committee members, a recommendation is made before the loan is transmitted to the Mayor for Council to receive the recommendation for final approval. Because the Loan Committee review process must adhere to the Open Meetings Act, DED’s staff has worked closely with the City Attorney’s Office to ensure that applicants’ information is protected and at the same time the public process is followed. In addition, the EDLF loans meets the following goals of the Economic Development Loan Fund as stated in the EDLF program guidelines. •Increasing employment opportunities. •Stimulating business development. •Encouraging private investment. •Enhancing neighborhood vitality. •Boosting commercial enterprise. This loan will assist in the creation of 10 new jobs in the next year and retention of 11 current jobs. This loan was recommended by the EDLF Committee to the City Council for approval. EDLF Loan Balances 1. As reported by The Finance Department on April 2024, the EDLF available fund balance is approximately: $6,700,000. 2. As of May 6, 2024, the amount of outstanding loans total is: $3,240,998. EDLF Loan Committee There is a total of nine (9) EDLF Committee members. City Employees: 1. Community and Neighborhoods Finance 2. Mayor’s Office 3. Employee at large 4. Housing Stability 5. Economic Development Community Volunteers: 6. Business Advisory Board (BAB) member 7. Banker 8. Community lender 9. Business mentor Attachments: Terms Sheet and Ordinance LOAN TERM SHEET Applicant: Shades of Pale, Inc. Address: 1388 South 300 West Proposed Loan Terms Loan Amount: $350,000 Loan Term: 7 Years Interest Rate Calculation Prime Interest Rate: 8.5% (at the time of application on October 30, 2023). Plus EDLF Charge: 4% Less Discount: 1% for each •Priority Area (RDA State Street Project Area) •Socially and Economically Disadvantaged Individuals (SEDI), woman owned, Latina owned. Final Interest Rate: 10.5% Use of Funds: Renovation, Machinery, Equipment, Working Capital Business Type: Existing Collateral: Equipment Personal Guarantees: Jennifer Alexandra Ortiz Conditions for Closing •Obtain all City approvals, execute all loan documents as deemed necessary by City legal counsel and DED staff, such other terms as recommended by City legal counsel and DED staff. SALT LAKE CITY ORDINANCE No. of 2024 (Ordinance approving a $350,000 loan for Shades of Pale, Inc., at 1388 South 300 West from the Economic Development Loan Fund) WHEREAS, Salt Lake City Corporation’s (“City”) Economic Development Loan Fund (“EDLF”) is a program to stimulate local business development, encourage private investment, enhance neighborhood vitality, and boost commercial enterprise in Salt Lake City. WHEREAS, the EDLF is administered by the Department of Economic Development (“DED”) and loan applications are first prescreened by DED staff, and then reviewed by the EDLF Loan Committee. WHEREAS, the EDLF Loan Committee and DED staff recommend the approval of the attached loan term sheet for a $350,000 loan to Shades of Pale, Inc., a local business located at 1388 South 300 West. NOW, THEREFORE, be it ordained by the City Council of Salt Lake City, Utah, that: SECTION 1. Loan Approval. The City Council approves the loan outlined in the Term Sheet attached hereto, subject to revisions that do not materially affect the rights and obligations of the City hereunder. The City Council authorizes the Mayor to negotiate and execute the loan agreement and any other relevant documents consistent with the Term Sheet, and incorporating such other terms and agreements as recommended by the City Attorney’s office. 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 , 2024. Date: May 14, 2024 Sara Montoya, City Attorney Victoria Petro, Council Chair ATTEST AND COUNTERSIGN: CITY RECORDER Transmitted to Mayor on . Mayor's Action: Approved. Vetoed. MAYOR CITY RECORDER (SEAL) Bill No. of 2024. Published: . APPROVED AS TO FORM Salt Lake City Attorney’s Office 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: 5/23/2024 Rachel Otto, Chief of Staff Date Sent to Council: 5/23/2024 TO: Salt Lake City Council DATE: 5/23/2024 Victoria Petro, Chair FROM: Rachel Otto, Chief of Staff Office of the Mayor SUBJECT: Board Appointment Recommendation: City and County Building Conservation Use Committee STAFF CONTACT: April Patterson april.patterson@slcgov.com DOCUMENT TYPE: Board Appointment: City and County Building Conservation Use Committee RECOMMENDATION: The Administration recommends the Council consider the recommendation in the attached letter from the Mayor and appoint Karen Ferguson as a member of the City and County Building Conservation Use Committee for an at-large position. 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 May 24, 2024 Salt Lake City Council 451 S State Street Room 304 PO Box 145476 Salt Lake City, UT 84114 Dear Council Member Petro, Listed below is my recommendation for the membership appointment for the City and County Building Conservation Use Committee Karen Ferguson to be appointed for a four year term starting from date of City Council advice and consent and ending on Monday, July 17, 2028. I respectfully ask for your consideration and support for this appointment. Respectfully, Erin Mendenhall, Mayor 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 BUDGET STAFF REPORT CITY COUNCIL of SALT LAKE CITY tinyurl.com/SLCFY25 TO:City Council Members FROM: Ben Luedtke, Senior Analyst DATE:June 4, 2024 RE: Proposed FY 2025 Human Resources Department Budget BUDGET BOOK PAGES: Key Changes on 57, Department Overview 195-200, Staffing Document 288-289 ISSUE AT-A-GLANCE The Human Resources Department (HR) is internal-facing working with all departments to provide employee support programs and administers benefits for the City’s 3,612 full time employees (FTEs). The proposed FY2025 budget is a $1.7 million or 3% increase over last year for a total budget of $65 million. The are no new positions so total staffing levels would remain at 38 FTEs which includes the Police Civilian Review Board Administrator. The Department includes an administrative team, benefits, compensation and classification, employee and labor relations, employees’ university, HR information systems, Police Civilian Review Board, and recruiting and onboarding. The HR Department receives most revenues (over 92%) from the Risk Fund and the rest from the General Fund. Other budget changes are addressed separately in the Compensation & Benefits and Insurance & Risk budget reports and briefings. $514,378 Increase to Personal Services The change to personal services is summarized in the table below. These are the same compensation adjustments other City employees receive, applied to the HR staff. There are several compensation adjustments which usually appear annually including base-to-base changes reflecting pay adjustments such as reclassifications, insurance rate and pension changes, and the 5% salary increase proposed for all City employees in the Mayor’s Recommended Budget. This year, all departments also include a Health Savings Account or HSA increase line item to reflect the City’s front-loaded contribution to employee’s HSA increasing along with a higher total deductible. See the Compensation and Benefits budget staff report for details on that change. The table below also includes funding from the Risk Fund for 4.6 FTEs. Those positions are fully or partially dedicated to administering benefits paid for by the Risk Fund. $1 Million Decrease to Recruiting & Onboarding and $1 Million Increase to Compliance Divisions Fund Item Amount 5% salary proposal 177,135$ Base-to-base changes 139,302$ Insurance rate changes 43,715$ Health Savings Account (HSA) increase 24,450$ Pension changes 15,821$ Risk Fund Personal services cost share for 4.6 FTEs 113,955$ 514,378$ TOTAL General Fund Project Timeline: Briefing: June 4, 2024 Budget Hearings: May 21 and June 4, 2024 Potential Adoption Vote: June 11 or 13, 2024 Page | 2 On page 198 of the Budget Book there is a (-$1,043,669) reduction shown for the Recruiting & Onboarding Division and a $1,075,802 increase for the Compliance Division. Note that the Recruiting & Onboarding Division remains. The compliance cost center in Workday, the new financial system, was linked to the budget so the name and amounts pulled up as compliance. The HR Department is not changing the division structure and the organizational chart on page 195 is correct. The $32,133 difference reflects the division’s portion of the personnel services increases covered in the page above. Budget Neutral Reclassification: Employee Relations Manager into a Recruiter The Department plans to reclassify an existing employee relations manager FTE into a recruiter FTE. This change was decided shortly after the budget book and staffing document were being finalized so it does not appear in either. $4.6 Million Increase for Charges and Services There is an increase of $4,623,482 in the charges and services line item of the operating budget for HR which reflects several expenses including the 3.66% cost increase for the City’s medical insurance premium and changes to the City’s front-loaded contributions to employee’s Health Savings Accounts: $1,000 for singles ($250 increase) and $2,000 for doubles and families ($500 increase). Funding for these benefits are accounted for in the Risk Fund. Details can be found in the Compensation and Benefits budget and Insurance and Risk budget staff reports. (-$3.4 Million) Transfers Out Removed The Compensation & Benefits changes this year also affect the Department’s budget but are addressed in other briefings. This reduction reflects no medical premium holidays planned for FY2025. There was one medical premium holiday planned in FY2024 and an additional adjustment for aligning the billing cycles while switching to the new Workday financial system. A premium holiday is when the City and employees do not pay premiums for one bi-weekly paycheck because of sufficient funding in the medical reserve account. See the Compensation and Benefits budget staff report for more on this topic. POLICY QUESTIONS 1.Police Civilian Review Board Support – The Council may wish to ask whether additional resources and/or ordinance amendments are needed to support the Board’s operations and reach full staffing. The Council Office has received public comments that the review and onboarding process could be improved for interested board members such as background checks, training, and paperwork. One potential change could be clarifying in the ordinance that the Board could meet virtually and/or with a hybrid setup mixing in-person with virtual attendees. 2.Reclassifying Employee Relations Manager into a Recruiter – The Council may wish to ask the Administration what the reclassification would accomplish and whether there are functions the employee relations manager performs that would no longer be offered to employees. ADDITIONAL AND BACKGROUND INFORMATION Status Updates on Recently Added Positions The Department provided the below status updates on two positions that were recently added by the Council in the last two annual budgets: - FY2023 recruiter focused on apprenticeships and internships: “This position was filled with an internal candidate effective 10-2-22 and is not vacant now. The individual hired for the position, along with his terrific supervisor, have established parameters – mission, outreach, recruitment materials, connections with departments and stakeholders – of the current apprenticeship program. The employee hired for this position already had apprenticeship connections having worked with state and community liaisons in a previous position. The apprenticeship program was also expanded this year. With the mission and working protocols in place, all of the recruiters (6) are now working with assigned departments to place apprentices. Currently, there are 25 placed apprentices and four more are in recruitment. Internships with the city are managed in the same manner. This position now manages the recruitment processes for three small departments, as well.” - FY2024 project and policy manager focused on departmental policy reviews and updates, diversity, and equity initiatives, and implementing Workday: “This position was filled with an internal candidate effective 12-10-23 and is not vacant now. The employee hired for this position, as indicated in the request, works with our EEO Manager finalizing reports and planning DEI training events. She was/is one of the Workday training resources in HR, particularly around communication. A number of policies, implemented in 2016, have needed serious Page | 3 revision for some time. The list is long, but revisions are in process. This employee also supports the [Police] Civilian Review Board (CRB) in several ways. These include editing draft reports, coordinating recruitments to the Board and facilitating Board meetings. She also acts as HR’s GRAMA coordinator.” - FY2024 business partner to assist with growing workload from department’s higher staffing levels: “This position was filled with an internal candidate effective 12-10-23 and is not vacant now. This position was filled as a Business Partner I with a career pathway to become a Senior HR Business Partner – so, more of an entry level Business Partner. This employee primarily works with the Business Partners assigned to the larger departments. He has quickly done what was necessary by becoming a second BP resource to those departments. This individual handles the disciplinary appeal process. We have enhanced the protocol related to how investigations of discrimination are conducted. We now have two individuals, rather than one, conduct the interviews. He is the second person.” One Pending Workday Module to Implement in FY2025 The Department reports that the Workday Help module is scheduled to be implemented in FY2025. It’s described as enhancing “the customer service experience for our employees by providing a streamlined path to get questions answered and resolved.” This would add self-service functions for employees to access more information directly and create cases that HR staff would follow up on. Workday costs are centralized in the IMS Fund. The FY2025 budget for IMS includes funding to implement this module. ATTACHMENTS 1. Summary Comparison Budget Chart 2. Department Performance Measurements ACRONYMS CCAC – Citizens Compensation Advisory Committee EEO – Equal Employment Opportunity ERP – Enterprise Resource Planning FTE – Full-time Employee FY – Fiscal Year GRAMA – Government Records Access Management Act HR – Human Resources HSA – Health Savings Account IMS – Information Management Services MOU – Memorandum of Understanding TBD – To Be Determined YTD – Year to Date Page | 4 ATTACHMENT I SUMMARY COMPARISON BUDGET CHART BY FUNCTION Note above that the Recruiting & Onboarding Division remains. The compliance cost center in Workday, the new financial system, was linked to the budget so the name and amounts pulled up as compliance. Dollars % Administration 22.4 $ 823,060 $ 737,762 $ 841,838 $ 1,136,726 $ 294,888 35% Recruiting & Onboarding 0 $ 602,732 $ 855,962 $ 1,043,669 $ - $ (1,043,669)- Education 2 $ 266,686 $ 282,505 $ 349,134 $ 415,745 $ 66,611 19% Police Civilian Review Board 0 $ 211,724 $ 177,260 $ 186,564 $ 428,993 $ 242,429 130% HR Information Systems 0 $ 298,706 $ 465,242 $ 598,140 $ 380,448 $ (217,692)-36% Employee Relations 9 $ 950,816 $ 1,203,380 $ 1,639,955 $ 1,701,873 $ 61,918 4% Compliance 0 $ - $ - $ - $ 1,075,802 $ 1,075,802 - Risk Management / Insurance 4.6 $ 45,958,469 $ 46,934,961 $ 58,673,569 $ 59,887,445 $ 1,213,876 2% TOTAL 38.00 $ 49,112,193 $ 50,657,072 $ 63,332,869 $ 65,027,032 $ 1,694,163 3% Funding Sources General Fund 33.4 $ 3,153,725 $ 3,722,111 $ 4,659,300 $ 5,059,723 $ 400,423 9% Risk Fund 4.6 $ 45,958,469 $ 46,934,961 $ 58,673,569 $ 59,967,309 $ 1,293,740 2% Total Department of HR 38.00 49,112,194$ 50,657,072$ 63,332,869$ 65,027,032$ $ 1,694,163 3% Department of Human Resources Division Budgets FTEs Difference2021-22 Actuals 2024-25 Proposed 2023-24 Adopted 2022-23 Actuals Dollars % Personal Services $ 3,631,288 $ 4,394,245 $ 4,905,089 $ 5,419,467 514,378$ 10% Operations and Maintenance $ 22,780 $ 32,137 $ 69,283 $ 67,946 (1,337)$ -2% Charges and Services $ 44,131,499 $ 46,230,690 $ 54,916,137 $ 59,539,619 4,623,482$ 8% Transfers Out $ 1,326,627 $ - $ 3,442,361 $ - (3,442,361)$ - Total Department of HR $ 49,112,194 $50,657,072 $ 63,332,869 $ 65,027,032 1,694,163$ 3% Operating Budget for Department of Human Resources 2021-22 Actuals 2024-25 Proposed Difference2023-24 Adopted 2022-23 Adopted Page | 5 ATTACHMENT II DEPARTMENT PERFORMANCE MEASUREMENTS Performance Measure 2024 & 2025 Target Complete the implementation of Workday modules in all HR divisions To be completed Respond to all EEO complaints including an investigation when appropriation, in an average of 60 days or fewer ≤60 days Each HR business partner will attend a minimum of 30 staff and managerial meetings within their respective departments per year ≥30 Increase participation in financial wellness programs offered to employees by Salt Lake City by 5% 5% Decrease the "time-to-fill" job recruitment timeframe for historically hard-to-fill positions by 5% citywide 5% Increase city-wide training completion rate by 5%5% Note: HR reevaluated th ese performance measures in FY2023 wh ich is wh y h istoric figures are unavailable City Council Announcements June 4, 2024 Information Needed: A. Lexington, Kentucky Council Member Visit – 9:30 am – 11:30 am 12 Council Members from Lexington will join for Q&A discussions on Public Safety and Affordable Housing and tours of the building. Breakfast will be provided. Council Members will divide into two groups based on desired discussion topics: 1. Group 1: Affordable Housing Q & A with Redevelopment Agency Director Danny Walz 2. Group 2: Public Safety Q & A with Police Chief Mike Brown a. 9:00 am-9:30 am: Arrival and breakfast b. 9:30 am-9:35 am: Welcoming remarks from Council Chair Petro c. 9:35 am-10:30 am: i. Group 1(Affordable Housing): Building Tour with Historian Bim Oliver ii. Group 2(Public Safety): Q & A on Public Safety with Police Chief Mike Brown and breakfast d. 10:30 am-11:25 am: i. Group 1(Affordable Housing): Q & A on Affordable Housing with Redevelopment Agency Director Danny Walz ii. Group 2(Public Safety): Building Tour with Historian Bim Oliver e. 11:25 am-11:30 am: Closing remarks from Council Chair Petro  Please let us know if you can attend. For Your Information: B. Notification of removal of Artworks from the City’s Public Art Collection: The Mayor approved the recommendation from the Salt Lake Art Design Board to remove the following artworks from the City’s public art collection: a. Untitled (4th Avenue Stairwell) by William Littig. b. Peace Cradle by Dennis Smith. c. Vines And Leaves by Brad Taylor and Kerri Buxton d. 200 West Planters by John Riddle and Paul Health The recommendations are based on multiple programmatic priorities: 1. The artwork (a,c,d) have been damaged or has deteriorated and the cost of repair is disproportionate to the aesthetic, monetary, and/or cultural value of the object; and 2. The artwork (b) does not exist due to theft; and 3. Deaccession of all artworks has been recommended as a course of action by a professional assessment of our public art collection. An informational transmittal was received in the Council Office on May 23, 2024 satisfying the 45-day advance notice requirement in City Code before an artwork in the City’s collection may be removed. • Photo’s of the artwork attached: Figure 1 Untitled (4th Avenue Stairwell) by William Littig. 2008 photograph. Figure 2 Peace Cradle by Dennis Smith. 2008 photograph. Figure 3 Vines and Leaves by Brad Taylor and Kerri Buxton. 2024 photographs. Figure 4 200 West Planters by John Riddle and Paul Heath. 2024 Photograph. 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 June 4, 2024 4 4 4 4 4 Labor Negotiations Victoria Petro җJun ф, 2024 ртѷ0х Ҙ Jun ф, 2024 Closed Session - Sworn Statement Final Audit Report 2024-06-05 Created:2024-06-04 By:Michelle Barney (michelle.barney@slcgov.com) Status:Signed Transaction ID:CBJCHBCAABAAJVqLM7S2sfkCxoOuhNheoIgogRaYEJMY "Closed Session - Sworn Statement" History Document created by Michelle Barney (michelle.barney@slcgov.com) 2024-06-04 - 7:14:13 PM GMT Document emailed to victoria.petro@slcgov.com for signature 2024-06-04 - 11:36:10 PM GMT Email viewed by victoria.petro@slcgov.com 2024-06-05 - 4:20:24 AM GMT Signer victoria.petro@slcgov.com entered name at signing as Victoria Petro 2024-06-05 - 7:06:15 PM GMT Document e-signed by Victoria Petro (victoria.petro@slcgov.com) Signature Date: 2024-06-05 - 7:06:17 PM GMT - Time Source: server Agreement completed. 2024-06-05 - 7:06:17 PM GMT