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12/06/1990 - Minutes PROCINGS OF THE CITY COUNCIL OF SALT LAKE CIO UTAH COMMITTEE OF THE WHOLE THURSDAY, DECEMBER 6, 1990 The City Council of Salt Lake City, Utah, met in Committee of the Whole on Thursday, December 6, 1990, at 5:00 p.m. in Room 325, City Council Office, City County Building, 451 South State Street. The following Council Members were present: Ron Whitehead Wayne Horrocks Nancy Pace Alan Hardman Tom Godfrey Roselyn Kirk Don Hale Cindy Gust-Jenson, Council Director, and S. R. Kivett, Chief Deputy Recorder were present. Councilmember Hardman conducted the meeting. The meeting was called to money for the project. Linda order at 5:07 p.m. Hamilton, Finance Director, said she did not know if there would be AGENDA ITEMS any of the bonding money remain- ing after completion of the golf #1. RE: Approval of the courses. Lee King, Director of minutes for meetings held November Community and Economic Develop- 1, November 6, November 15, and ment, said this appropriation November 20, 1990. would exhaust the bond money. A Discussion took place as to On Issue #7, Councilmember whether the minutes for the Com- Godfrey asked if the City Council mittee of the Whole needed to be could expect the Arts Council to voted upon for approval. come back for additional funding. Mr. King said the item was a one It was determined that the time request and the project only Council Staff and the Council ran from December 1990 to December Chair would review the Committee 1991. of the Whole minutes, the Council Chair would sign the minutes, and On issue #9 Councilmember the City Recorder would attest the Hardman said the Council may need signature and file the original to discuss this item to see if it copy of the minutes. was a major policy issue. He said his major concern was the appear- #2. RE: Receive a briefing ance of an independent business regarding Budget Opening "2". within the Public Works Department which contracted to do work for Steve Fawcett, Budget Manag- the state or county using city er, referred Councilmembers to the equipment. attached handout. He briefed the Council on the ten issues this Mr. King, briefed the Council (0114,ded. on the settlement of a lawsuit pertaining to the Oakly Lift On Issue #5, Councilmember Station and storm drain project. Hardman asked if this appropria- He outlined the letter enclosed in tion would deplete all of the bond the budget handout. 41 PROCEEDING OF THE COMMITTEE OF THE WHOLE OF SALT LAIOCITY, UTAH THURSDAY, DECEMBER 6, 1990 Mr. King also briefed the Mr. Wheat said the biggest Council on the Office for Sub- problem at the airport was air stance Abuse Prevention grant quality. He said the airport is which was given to the Salt Lake vigorously working with the State County Drug and Alcohol Office for to come up with workable alterna- a five year project. tives. #3. RE: Receive a briefing #5. RE: Review the Draft from the Finance Department re- Labor Protocol and Draft Labor garding Leased Office Space. Policies. Linda Hamilton, Finance Councilmember Hardman said Director, briefed the Council on typically policies were adopted the attached handout. informally at the Council by straw poll. He said if none of the In response to a question Council had a problem with adopt- from Councilmember Hardman about ing the labor policy guidelines as what was being done with the written he would assume that the Metropolitan Hall of Justice and Council was in agreement on this whether or not this issue should issue. None of the Council spoke be part of a task force discus- to this issue. sion, Ms. Hamilton said it was Councilmember Hardman handed subject to ongoing negotiations of out a revised copy of a draft of the general space. the labor protocol statement. He said the Councilmembers needed to Councilmember Hardman asked review the draft and be prepared the Councilmembers if there were to consider it at Regular Council any objections to the appointment meeting Tuesday, December 11, of a task force to pursue this 1990. matter. No objections were ex- pressed. #6. RE: Receive a briefing from the Planning Staff, regarding #4. RE: Receive a briefing the proposed Westpointe Park Land from the Airport regarding Policy Trade. Issues. Janice Jardine, Planning and John Wheat, Deputy Director Zoning, presented an overview of of the Airport Authority, dis- the attached handout. She said cussed his departments policy the staff recommendation was to issues with the Council including: approve the land trade for the 1 ) development of Salt Lake City establishment of the park. She International Airport and the said the proposed parcel was public convenience during con- heavily impacted by high noise, struction, 2) airport capacity and high water table, visual associa- planning and construction of the tion of I-215 freeway and an open airport' s new carrier runway and drainage canal. She said all of proposed operation of Tooele these items made the area undesir- Valley Airport, 3) environmental able for residential usage. issues dealing with the develop- ment of the new runway, and 4) In answering a question by organizational refinements associ- Councilmember Hardman, Doug Wheel- ated .with growth. wright, Planning Director, said the action of the Council would be to approve the property trade Afi 42 PROCEEDIN(OF THE COMMITTEE OF THE WHOLE OF SALT LAID CITY, UTAH THURSDAY, DECEMBER 6, 1990 declaration of surplus and autho- rize Planning and Zoning to pro- ceed with the land trade value for value. ae-14,‘" #7. RE: Discuss the pro- COUNCIL CHAIR posed Demolition Ordinance. Allen Fawcett, Community Development Coordinator, gave an overview of the recommended chang- es to the proposed ordinance using C TY RE ;fildA444116( the attached handout. He said his recommendation was that the Hous- ing Advisory Board (HAB) should be given the authority to review demolitions thereby assuring public review of those demolitions which were not replaced by a like structure or better. In answer to a question by Councilmember Hardman Mr. Fawcett said the HAB did not have the authority to totally deny a demo- lition. Mr. Fawcett said as a final recommendation he would ask to have the negotiation system with the HAB. #8. RE: Elect a Chair and Vice-Chair for 1991. Councilmember Hardman out- lined the procedures for taking the vote. All would vote by secret ballot. The results of the voting named Councilmember Godfrey as Council Chair for 1991, and Councilmember Pace as Vice Council Chair for 1991. The meeting adjourned at 10:12 p.m. 04 43 I I 7 I I yam, a iN \\\ HM1I~ I ,*,,,s,„\:,\,,,,,. \ V\\'$\\ ,! , I, \� \�\� �Y\ Iniil J�II•71'I�_� iii 1ii ‘;':\\,,t4\*\\t\s''s,\\\ 4V\\\\ 1 i. 11,-Llillirlili UL-rl i; I tm 111111111 !IIII fli SALT LAKE CITY i fiscal year 1 1990-91 wt.] im I - Till 11 II Budget Amendment i I16 ',U __,-,i. , Number 2 I �I116M- 1, Ii: k_ December 11 , 1990 = — 6:40 p.m. w I ITO: City Council FROM: Steve Fawcett DATE: November 29, 1990 RE: Budget Amendment Number 2 tPrepared for your review is budget amendment packet#2. Each issue is discussed by the budget analyst assigned to a department. Capital Planning and Programming also discusses all issues pertaining to CIP and Grants. Some of the issues are routine in nature and are necessary to modify the budget for accounting reasons, while others pertain to specific issues relating to administrative policy. Two key items I wish to point out first is that if all the issues are approved as submitted it will reduce the General Fund contingency budget currently at$452,767 by $113,253 leaving $339,514. Additionally 8 full time FTE will be added to the staffing document for the Airport. Also, we have yet to deal with any budget for the increase in gasoline prices and some additional retirement costs associated with part time employees. These two issues are currently estimated at$75,000 and $1,500 respectively. I I I I I I I 1 I 1 I IIssues in Budget Amendment #2 IPolicy & Budget (recommended) 1. Corporate Games II2. Miscellaneous Park Reimbursements 3. Seized Property Funds for Computer Purchase 1 4. Grant from Metro Narcotics Strike Force I5. Miscellaneous Adjustments to the MBA 6. Zoning Rewrite II7. Arts Council Grant and Matching Funds 8. 800 Trunking Radio System Reimbursement to Pub. Utls. I9. Contingent Expenditures/Revenues--Public Works I10. Airport Issues Capital Planning II. Oakley Lift Station Issue III. OSAP Grant from County I Appendix I. Financial Schedules I a I I I I Issue #1 -- Corporat Games Since hiring a full-time manager this year for the Corporate Games, the program has ' grown dramatically. The Games had projected a participation rate of 100 companies for the Summer and Winter Games; it appears approximately 150 companies will participate. Projected revenue was $60,000; estimated revenue is $94,000. The ' Summer Games have already generated $49,000 in revenue. The Parks Department is requesting that they be allowed to spend $34,000 more than budgeted, in anticipation of a $34,000 increase in revenue. With additional companies, additional operating expenses also arise - e.g., referees, rented space, supplies, etc. Also, sponsorships are obtained by promising to promote the company at the Games through advertising, banners, etc. which must be purchased by the department. The analyst recommends that this request be approved. In order to forestall problems of expenditures exceeding revenue, contingent ' expense and revenue accounts should be created in the Parks Department. If expenditures exceed revenue, the department should be solely responsible for making up the difference. The specific budget revisions necessary to implement this recommendation are as follows: Fund Department Decrease Increase General Parks Operating Expense $34,000E General Parks Revenue $34,000R Totals $34,000E $34,000R ' Issue #2 -- Miscellaneous t The Parks Department solicits private participation in recreation and maintenance programs. During the last few months, the department has received private donations in return for specific work or program enhancements provided by the department. In each case the additional revenue was unanticipated and is not reflected in this year's budget. The department is requesting that these donations be returned to them as reimbursement for their work. The analyst recommends that these requests be approved. Steiner Aquatic Center Salt Lake Recreation Center, Inc. donated $7,500 to fund the installation of the diving boards at the indoor pool. This money was deposited in a revenue line item in the Steiner operating budget. Liberty Park Tennis Courts I I A private insurance company paid the City $481.74 for damage done to the tennis court fence by an automobile driven by an intoxicated teenager. This money has been deposited in a revenue line item of the operations budget. The specific budget revisions necessary to implement this recommendation are as follows: Fund Department Decrease Increase I General Parks Operating Expense $7,982E General Parks Revenue $7.982R Totals $7,982E $7,982 R Issue #3 -- Seized Property Funds for Computer Purchase 1 During the first budget opening, the Police Department was authorized to use funds received from the sale of surplus firearms to purchase computer equipment. Additional funds in the amount of $2,314 have been received as a result of the sale. The request of the Police Department is to use this onetime money to further enhance office automation with the purchase of additional computer equipment. The analyst recommends that the request be approved.This request is appropriate based on the policy'for usage of onetime funds and, in particular, funds received from seized property. The specific budget revisions necessary to implement this recommendation are as follows: Fund Department Decrease Increase General Police Capital Outlay $2,314E General Police revenue $2,314R Totals $2,314E $2,314R I Issue #4 -- Grant from Metro Narcotics Strike Force In order to enhance the level of drug enforcement, the Metropolitan Narcotics Strike Force was recently awarded a grant which provides for a part-time secretary to assist with increased support needs and an allocation of overtime dollars for increased surveillance. In compliance with the terms set out in the newly acquired I 2 I I grant, Metro Narcotics is required to pay up front costs to support its efforts. Since the Salt Lake City Police Department provides personnel, housing and other in-kind services to facilitate the efforts of the Metropolitan Narcotics Strike Force, the IDepartment requests that it be allowed to pay the following reimbursable costs: part-time secretary (part time FTE) $6,717 Iovertime pay for surveillance officers $42,000 $48,717 IThe Salt Lake City Police Department has entered into a letter agreement with the Metro Narcotics Strike Force to ensure that the Department will be reimbursed Iquarterly for these expenditures. In light of the compliance requirements for funds, I and with the assurance of reimbursement by Metro from grant funds, the analyst recommends that this request be approved. I The specific budget revision necessary to implement this recommendation are as follows: IFund Department Decrease Increase General Police Personnel Expense $48,717E General Police Revenue $48,717R I Totals $48,717E 1 $48,717R I Issue #5 -- Miscellaneous Adjustments to the Municipal Building Authority IMBA - Steiner Aquatics The Finance Department requests that the budget be amended to reflect the actual debt service amount for Steiner Aquatic for FY '91 rather than the estimated amount Iused to prepare the budget. The required downward adjustment is $13,330.00. The analyst recommends that the request be approved. IMBA - Golf Construction Fund IThe Finance Department requests that the budget be amended to establish the appropriate carry over budget for the Municipal Building Authority's Golf Construction Fund. The adjustment should reflect an increase of $763,281 - $13,281 interest income; and $750,000 appropriation of retained earnings. IThe analyst recommends that the request be approved. I 3 I I MBA - Steiner Aquatics-related funds The Finance Department requests that the budget be amended to establish the I appropriate carry over budget for the Municipal Building Authority's Steiner Aquatics- related funds. The adjustment should reflect an increase of $689,670 - $1,768 interest income; and $687,902 appropriation of retained earnings. The analyst recommends that the request be approved. The specific budget revision necessary to implement this recommendation is as I follows: Fund Department Decrease Increase I Mun.Bldg.Authority Non-Departmental Debt Service $13,330 IIMun.Bldg.Authority Non-Departmental Capital Imp. $750,000E Mun.Bldg.Authority Non-Departmental Revenue $13,281 R Mun.Bldg.Authority Non-Departmental Capital Imp./Debt $687,902E Mun.Bldg.Authority Non-Departmental Revenue $1,768R I Totals $13,330 $1,437,902E $15,049R I Issue #6 --Zoning Rewrite 1 The adoption of the Recognition and Notification ordinances has increased the amount of work needed to completely rewrite the City's zoning ordinance. The original cost estimate of $250,000 included some neighborhood notification and meetings, but not as much as required by the new ordinances. The bid for rewriting the zoning ordinance was therefore higher than the original anticipated cost. The department is requesting $15,000 from the general fund for costs associated with I the increased level of public participation. The other entities sharing in the zoning rewrite project are not willing to fund this additional cost, having already contributed I what they consider to be their share. The analyst recommends that this request be approved. The City is required by its own ordinances to augment the public participation process. The specific budget revision necessary to implement this recommendation is as I follows: Fund Department Decrease Increase I General CED Contract Expense $15,000 General Non-Departmental Contingency $15,000 I Totals $15,000 $15,000 I tR t'1 I 4 I IIssue #7 --Arts Council Grant and Matching Funds The Arts Council has received preliminary approval from the National Endowment for the Arts to fund a community affairs staff position on a 1-1 matching grant ratio. The I Arts Council would like to hire the position on contract from December 1990 to December 1991, and request a permanent FTE in FY 91-92. I In 1988, the Arts Council conducted a Cultural Assessment of City residents' and art administrators' attitudes about the arts and their support in Salt Lake. Five thousand surveys were returned and indicated that although residents supported the arts in I concept, various perceived problems kept them from attending events as frequently as their interest level might indicate. Subsequent research by the Arts Council revealed that the gap in interest versus attendance could be attributed to a lack of in-depth understanding of the arts and an ability to find pertinent information. Art administrators I agreed that residents needed more information about the arts, and how they could participate in and understand them better. I The Community Affairs position at the Arts Council would therefore be responsible for planning and research; liaison activities with the public and arts community; development of a public awareness campaign; and public relations and information Iduties related to the regular programming of the Arts Council. Community & Economic Development is asking for $15,000 from general fund contingency to match the NEA grant for one year. IThe analyst recommends that this request be approved. The Arts Council has advocated for this I position for some time and has taken the initiative of securing an outside funding source for half the cost. I The specific budget revision necessary to implement this recommendation is as follows: IFund Department Decrease Increase General CED $30,000E General CED $1 5,000R IGeneral Non-Departmental Contingency $15,000 Totals $15,000 $30,000E I $15,000R I 1 I 5 I Issue #8 --800-Trunking Radio System reimbursement to Public Utl. The Sewer Utility fund has been maintaining and administering the City's 800-Trunking radio system since it creation. This system has been used by other departments to for both radio and mobile telephone services. Beginning last spring, the Sewer Utility began billing for use of the system to help cover the system's operating costs. The rate schedule was approved by the Communications Steering Committee. As part of negotiating the payment in lieu of tax issue with Public Utilities it was decided I to increase the General Fund user department's budgets to cover this cost, in order to more accurately reflect costs, but the increase was inadvertently left out of the budget. This budget amendment corrects this error by appropriating contingency funds to General Fund departments to pay for their use of the 800-Trunking system. Public Utilities has already budgeted their portion of these expenditures and revenues. The analyst recommends that this request be approved. I The specific budget revision necessary to implement this recommendation is as follows: Fund Department Decrease Increase Genera Fund CED operating $8,091 Genera Fund Public Works operating $14,049 Genera Fund Police operating $1,730 I Genera Fund Parks operating $883 Genera Fund Fire operating $500 Genera Fund Non-Departmental Contingency $25,253 Totals $25,253 $25,253 I Issue #9 --Contingent Expenditures/Revenues--Public Works I Last spring Public Works established a budget for contingent revenues. The offsetting amount needed in contingent expenditures was set up in general fund contingency. This amount needs to be set up in Public Works now in order to give them the authority to spend as the revenue comes in. Contingent Revenue/Expenditures comes from work performed by Public Works for outside entities. An accounting mechanism known as "contingent revenues" has been established which allows the Department to be reimbursed for work performed. This is a good deal for the City because it allows Public Works to cooperate with other entities and they receive additional revenue with which they can accomplish more work. When the Department is reimbursed for these type of expenses, they account for the money in special revenue accounts. Each special revenue account has associated expense accounts and the department is allowed to spend up to the amount they have collected and posted to the special revenue accounts. I I t9 fi, I 6 I I I In order to work contingent revenue and contingent expenses must balance. $58,000 will need to be transferred from general fund contingency, and $20,000 more of renevue will need to be budgeted. IAdditionally, the Department is estimating they will bring in an additional $65,000 that will need to be budgeted as a contingent revenue and expense. IThe analyst recommends that this request be approved. The specific budget revisions necessary to implement this recommendation are as Ifollows: Fund Department Decrease Increase I General Fund Public Works operating(streets) $78,000E General Fund Public Works operating(streets) $65,000E General Fund Public Works revenue(streets) $65,000R I General Fund Public Works revenue(transportation) $20,000R General Fund Non-Departmental Contingency $58,000 ITotals $58,000 $143,000E $85,000R IIssue #10 --Airport Issues IOperations Division Staffing The Airport has experienced substantial growth since 1983. In the policy briefing which I will be discussed with the Council on December 6, the Department reviews the organizational changes that have occurred because of growth. Service demands have now reached the point where they feel that more specialization is required in their Operations Division. In order for this specialization to occur, the Airport will need to I add one General Aviation Manager and seven Operation Officers at an annual cost of $184,000. For the remainder of this fiscal year they are requesting an additional $92,000 be transferred from airport retained earnings to accommodate this change. I The analyst recommends that this request be approved. I I I I 7 1 Shuttle Service The Airport is committed to provide ease of movement through the airport. This is especially challenging while the covered parking terrace is being constructed. Their commitment is manifest, though, by the escalating cost to provide shuttle service from the temporary short term parking lot. Additional busses were added in July to help alleviate congestion and delays and "Starters" were hired and placed in front of the terminals to ensure efficient use of the shuttle busses. The Department estimates the cost of this shuttle system is now in excess of$110,000 per month. The Department is requesting an additional appropriation of $385,000 to help fund this service for the remainder of the fiscal year. This amount will be transferred from airport retained earnings. 1 The analyst recommends that this request be approved. 1991 Capital Projects Each year at this time the Airport submits a budget amendment request to fund the following year's capital projects. They do this to take advantage of a good bidding climate during the winter months and to allow them the benefit of using the entire construction season for their projects. The amount they are requesting to be transferred from retained earnings is $3,698,100. The projects requested are all part of Airport's five year master schedule. The specific projects are listed in the departmental request packet. The analyst recommends that this request be approved. The specific budget revisions necessary to implement this recommendation are as follows: Fund Department Decrease Increase Airport Fund Airport personal services(8 FTE) $92,000 Airport Fund Airport operating $385,000 Airport Fund Airport Capital Improvements $3,698,100 Totals $4,175,100 1 I 1 1 1 8 'a�' v4 � 1 I LEE KINGSA ll 12102171V ©ye 1 DIRECTOR 11,1 COMMUNITY and ECONOMIC DEVELOPMENT Capital Planning and Programming I November 14, 1990 CITY AND COUNTY BUILDING 451 SOUTH STATE STREET, ROOM 418 SALT LAKE CITY, UTAH 84111 TELEPHONE 535-7902 TO: Steve Fawcett FROM: Lee King - ' RE: December 1990 Budget Opening I Recommendation: That you transmit the requested budget amendment to the Mayor and the Salt Lake City Council for their consideration at the December 1990 Budget Opening. II. The Oakley Lift Station was a project established in 1980/81. The project consisted of the installation of a 27 inch storm drain along 1 1200 West, a storm water lift station at Oakley Street and storm drainage work a 1200 North. The work was awarded to Ford Construction in August of 1981 . Throughout the project disputes arose concerning materials, workmanship, and labor costs. The contractor tried to claim 1 added costs on the following: 1) Removal and reinstallation of the storm drain, which was installed at the wrong grade; 2) Restoring the existing area to its natural state; 3) Relocation and delays of 1 waterlines; 4) Alternate pump selection. The contractor's claims for the above disputes amounted to $77,265. Attempts were made to negotiate the disputes but the Contractor refused to revise his claims . In August 1982 the City made payment to the contractor in the total amount the City Engineer's Office felt was due and payable. The Contractor then filed a lawsuit, which has resulted 1 in legal action in process since then. Bruce Baird, of the City Attorney's Office, has recently negotiated a 1 settlement in the amount of $28,500 . We are requesting a budget be established in the amount of $28,500 for the Oakley Lift Station. The funds will be transferred from CIP - General Fund Contingency. The balance remaining in CIP General Fund Contingency will be $71,442 after Ithe transfer. SOURCE OF 1 FUNDS PROJECT INCREASE DECREASE CIP/GF Oakley Lift Station $28,500 ICIP/GF CIP Contingency $28,500 1 Steve Fawcett November 14, 1990 Page 2 I OSAP has awarded a grant to the Salt Lake County Drug and Alcohol 1 Office for a five year project. The money will be disbursed to the County and they will then subcontract with the Salt Lake City Mayor's Office to do a portion of the program. The following action is to establish a budget for the OSAP funds the City will be receiving. An 11 interlocal agreement will be executed between Capital Planning and Salt Lake County Drug and Alcohol Office. The Mayor's Office will be 1 responsible for the implementing the program and Capital Planning will be responsible for monitoring the project costs for eligibility as per Federal guidelines . Source of Funds Project Increase Decrease Salt Lake Drug Prevention Coalition $96,500 County OSAP Grant 1 1 1 I rN 1 t v 1 I I I I I I I APPENDIX I I I I I I I I I I I GENERAL FUND BUDGET SUMMARY (BY DEPARTMENT) FY 1990-91 IIII 10/18 12/11 II Amended 12/11/90 Amended Budget Council Budget 1990-91 Amendment 1990-91 Revenues and Other Sources: I Revenue Taxes: Property Taxes $27,601,298 $- $27,601,298 Sales and Use Taxes 22,215,857 - 22,215,857 I Franchise Taxes 14,125,800 - 14,125,800 Total Taxes 63,942,955 63,942,955 Other Current Revenue: I Licenses and Permits 4,819,768 - 4,819,768 Fines and Forfeitures 3,092,340 3,092,340 Interest 2,700,000 2,700,000 Charges for Services 2,788,965 34,000 2,822,965 State Beer/Liquor Tax 470,000 - 470,000 I Intergovernmental Revenue 1,506,064 151,031 1,657,095 Parking Meter Collections 1,223,000 1,223,000 Interfund Reimbursement 4,253,279 4,253,279 Other Revenue 403,861 7,- 982 411,843 I Total Other Current Revenue 21,257,277 193,013 21,450,290 Other Sources Interfund Transfers: II CDBG Operating Fund 543,500 - 543,500 Debt Service Fund - - - Central Fire Dispatch Fund - STT Account Fund - - - Risk Mgmt.(Work Comp)Fund - - - ' E911 Dispatch Fund 424,079 - 424,079 SID Guarantee Fund 238,700 238,700 Total Other Sources 1,206,279 - 1,206,279 Total Revenue and Other Sources $86,406,511 ==$193,013 $86,599,524 I Expenses and Other Uses: Expenditures I Attorney City Council $1,157,957 $_ 1,157,957 609,381 609,381 Community and Economic Dev. 3,543,020 53,091 3,596,111 Finance 4,138,683 - 4,138,683 I Fire 18,622,940 - 500 18,623,440 Human Resouce & Admin. Serv. 3,929,730 3,929,730 Mayor 985,273 985,273 Non Departmental 1,262,690 - 1,262,690 Office of Internal Audit 169,594 - 169,594 Parks 6,462,302 42,865 6,505,167 I Police 20,912,849 52,761 20,965,610 Public Works 13,663,781 157,049 13,820,830 Total Expenditures 75,458,200 306,266 75,764,466 Other Uses (Non-Departmental) I - Interfund Transfers: Street Lighting Fund 106,850 106,850 Capital Projects Fund 4,670,706 - 4,670,706 Refuse Collection Fund - - - I Fleet Replacement Fund 3,043,750 - 3,043,750 Demolition Fund 20,000 20,000 Weed Abatement Fund 15,000 15,000 Governmental Immunity 63,532 - 63,532 I Risk Management Fund - - - Housing Authority Fund - Information Management Ser - Contingency 452,767 -113,- 253 339,- 514 Bond Payment/Note Expense 30,000 - 30,000 Interest Expense 1,093,750 - 1,093,750 I Lease Amortization 1,451,956 - 1,451,956 Total Other Uses 10,948,311 -113,253 10,835,058 To Reserve/Fund Balance - - - I Total Expenses and Other Uses $86,406,511 $193,013 $86,599,524 CAPITAL PROJECTS FUND BUDGET SUMMARY FY 1990-91 10/18 12/11 Amended 12/11 Admin. Amended Budget Council Adjustments Budget 1990-91 Amendment 1990-91 1990-91 Resources General Fund $4,67O,706 $ - S - S4,670,706 CDBG 1,405,450 - - 1,405,450 III Federal, State & County H36,630 - - 836,630 Property Owners 1,106,875 1,1O6,875 Redevelopment Agency 905,000 905,000 Other 171,040 - - 171,040 Prior Year Funds 577,972 - - 577,972 II/ Total Resources $9,673,673 $ - S - $9,673,673 Projects II Street Improvements: - - Prior Year Projects S $23,375 Sidewalk SID (Rose Park) 23,375 S 526,000 526,000 4th/5th S. Connector 170,000 - - 170,000 Traffic Safety Management 100,000 - - 100.000 Cent.Bus.Dist. Beautification 1,612,500 - - 1,612,500 II/ Street Light Replacement 135,000 - - 135,000 Streets Design 100,000 100,000 900 W. (S. Temple to 200 S.) 470,000 470,000 900 W. (N. Temple to 400 5.) 90,000 - - 40,000 W. Capital Hill 250,000 - - 250,000 Median Island Rehabilitation 133,000 - - 133,000 11/ Sidewalk, Curb, and Gutter - - Assessment and Inventory 50,000 50,000 Denver Street 85,0O0 85.000 Lake Street 90,000 - - 90,000 Target Area Street/Drainage Improvement Design 20,000 - - 20,000 Target Area Sidewalk Replacement 200,000 200,000 Low-Income SID Abatement 15,050 15,050 California Avenue 198,857 198,857 Total Street Improvements 4,218,782 - - 4,218,782 Drainage Improvements: - - - Prior Year Projects - 200 E. (400 to 900 S.) Design 50,000 50,000 2700 S. (900 to 1300 E.) Design 50,000 - - 50,000 400 E. Storm Drain 65,000 - - 65,000 ' Oakley Lift Station - 16 2H,5O0 - 2H,50O Total Drainage Improvements 5,000 193,500 Parks and Public Facilities: Prior Year Projects - - - - ' City and County Building 3,350,6HH - - 3,350,6HH Fire Station q10 640,000 640,000 Earthquake Hazard Improvements 90,000 90,000 Tennis Court Resurfacing 17,000 - - 17,000 Fleet Facility Study 35,000 - - 35,000 3rd Circuit Court Parking 11,000 - - 11,000 11/ Riverside Park 50,000 - - 50,000 Mountain Dell Bowery/Restroom 100,000 100,000 Emigration Park (17th and 17th) 18,000 18,0O0 Memory Grove/Memorial House 171,040 - - 171,040 Miller Park 50,000 - - 50,000 City/County Building Maintenance II - Reserve 15,000 Jordan Park 15,000 95,000 95,000 Fairmont Park 135,000 135,000 Elks Park 11,000 - - 11,000 Urban Forestry Management 60,000 - - 60,000 I/ North Gateway Park 10,000 - _ 10,000 Westpointe Park 75,000 75,000 15,000 742 W. S. Temple Park 15,000 - Children's Museum of Utah 95,000 - 45.000 New Women's Shelter-Engineer 30,000 - - 30,000 Block 57 Parking Structure-- ' Engineering 57,000 - - 57,000 5 Total Parks and Public Facilities 5,080,728 ,O8O,728 % for Art 13,650 - - 13,650 II Contingency 170,513 -2H,500 - 192,013 Water Line Escrow Account 8,000 8,000 UDOT Open Projects Escrow Acct 17,000 17,000 Total Projects $9,673,673 $ - $ - $9,673,673 I I 11/ AIRPORT AUTHORITY ENTERPRISE FUND BUDGET SUMMARY FY 1990-91 II 12/11/90 Amended Budget Council Budget 1990-91 Amendment 1990-91 Revenues and Other Sources: II Revenue Landing Fees $7,397,200 $- $7,397,200 Terminal Rent 12,882,200 - 12,882,200 II Automobile Rent 3,250,800 - 3,250,800 Automobile Parking 3,915,000 3,915,000 Aviation Fuel Tax 4,500,000 4,500,000 Terminal Concession Fees 2,778,600 - 2,778,600 Flight Kitchens 2,088,000 - 2,088,000 II Other Revenue 5,844,800 - 5,844,800 Total Revenue 42,656,600 42,656,600 Other Sources I Interest • 2,895,800 _ 2,895,800 AIP/Other Contributions 12,063,500 12,063,500 Bond Proceeds 35,844,400 - 35,844,400 I Total Other Sources 50,803,700 - 50,803,700 Total Revenue and Other Sources $93,460,300 $- $93,460,300 _ _ Expenses and Other Uses: IExpenses Salaries and Wages $7,221,000 $- $7,221,000 Benefits 1,775,400 - 1,775,400 ITotal Personal Services 8,996,400 - 8,996,400 Operating and Maint. Supply 1,312,800 - 1,312,800 Charges/Services/Fees: Travel/Training 91,000 91,000 491,400 Utilities 2,491,400 2, Professional and Other Contractual Services 1,053,200 50,000 1,103,200 Buildings, Equipment, and Janitorial Maintenance 1,769,900 35,000 1,804,900 Rentals/Leases 19,200 19,200 Airline Rebates 2,400,000 - 2,400,000 Interfund Charges: Data Processing Services 171,000 - 171,000 Risk Management Premiums 397,000 -85,000 312,000 General Fund Administrative Service Fee 628,000 - 628,000 Other Interfund Charges 1,274,300 - 1,274,300 Other Charges/Fees/Services 1,186,400 385,000 1,571,400 Total Charges/Fees/Services 11,481,400 385,000 11,866,400 Fleet Vehicle Acquisitions 987,000 - 987,000 Other Capital Outlay 493,500 - 493,500 Total Capital Outlay 1,480,500 1,480,500 ■ Total Operating Expenses 23,271,100 385,000 23,656,100 Other Uses Capital Improvements 62,348,000 - 62,348,000 Bonding/Debt/Interest Charges 8,195,400 - 8,195,400 Other Non-Operating Uses - lTransfers Out - - - Total Other Uses 70,543,400 - 70,543,400 Total Expenses and Other Uses $93,814,500 $385,000 $94,199,500 I11 I Excess Revenues and Other 1 Sources Over (Under) Expenses and Other Uses ($354,200) ($385,000) ($739,200) I MUNICIPAL BUILDING AUTHORITY II INTERNAL SERVICE FUND BUDGET SUMMARY FY 1990-91 I 12/11/90 Amended Budget Council Budget 1990-91 Amendment 1990-91 Revenues and Other Sources: IIRevenue Lease proceeds $3,432,804 $- $3,432,804 I Total Revenue 3,432,804 - 3,432,804 Other Sources Interest 223,000 15,049 238,049 II Transfer from SID Guarantee Fd 161,300 - 161,300 Transfer from Debt Service Fd. 623,700 623,700 Bond Proceeds - Total Other Sources 1,008,000 15,049 1,023,049 ITotal Revenue and Other Sources $4,440,804 $15,049 $4,455,853 Expenses and Other Uses: IIExpenses Salaries and Wages $ - -$ $ - Benefits - - - I Total Personal Services - - - Operating and Maint. Supply - Charges/Services/Fees: I Travel/Training - _ - Utilities - Professional and Other Contractual Services - _ - Buildings, Equipment, and Janitorial Maintenance - _ - Rentals/Leases Insurance Claims/Damages - Interfund Charges: Data Processing Services - - - Fleet Maintenance Services - - - Risk Management Premiums Employee Insurance Payments - General Fund Administrative Service Fee - - - Contingency - -- - Other Charges/Fees/Services - Total Charges/Fees/Services - - - I Fleet Vehicle Acquisitions - -- _ Other Capital Outlay - Total Capital Outlay - - - Total Operating Expenses - IOther Uses Capital Improvements - 1,430,487 1,430,487 Bonding/Debt/Interest Charges 4,140,408 -5,915 4,134,493 I Other Non-Operating Uses - - - Transfers Out - Total Other Uses 4,140,408 1,424,572 5,564,980 I Total Expenses and Other Uses 4,140,408 1,424,572 5,564,980 Excess Revenues and Other Sources Over (Under) Expenses and Other Uses $300,396 ($1,409,523) ($1,109,127) I GRANTS OPERATING FUND I/ SPECIAL REVENUE FUND BUDGET SUMMARY FY 1990-91 10/18 12/11 Amended 12/11/90 Amended Budget Council Budget 1990-91 Amendment 1990-91 Revenues and Other Sources: II Revenue State EMS Grant $60,158 $ - $60,158 Homeless Mentally ill Grant 219 - 219 II UDAG STT Recapture Fund 2,500,000 - 2,500,000 UDAG Revolving Loan Payback 679,198 679,198 Renter Rehabilitation Grant 88 57,236 57,236 Emergency Shelter Grant 98,000 - 98,000 Hazardous Materials Grant 20,000 - 20,000 II Renter Rehabilitation Grant 89 295,000 - 295,000 Youth Sports Club Program 25,000 25,000 First Step House (County) 20,000 20,000 McKinney Shelter Grant 24,187 - 24,187 New Hope Center (County) 36,000 - 36,000 II Renter Rehabilitation Grant 90 289,019 - 289,019 New Women's Shelter (Private) 614,896 614,896 New Women's Shelter (County) 106,287 106,287 Hartland Excess Rental Payment 56,280 - 56,280 Renter Rehab Loan Repayments 45,218 - 45,218 II Fellowship Foundation 25,000 - 25,000 Drug Abuse Coalition Grant(Co) 96,500 96,500 Total Revenue and Other Sources $4,951,698 $96,500 $5,048,198 a a==== I Expenses and Other Uses: Expenses Salaries and Wages $ - $ - $ - ' Benefits - - - Total Personal Services Operating and Maint. Supply - - - I Charges/Services/Fees: - - - Travel/Training Utilities - _ - Professional and Other I Contractual Services 80,158 - 80,158 Buildings, Equipment, and Janitorial Maintenance - Rentals/Leases - _ - Insurance Claims/Damages - - - Interfund Charges: - - - Data Processing Services - - Fleet Maintenance Services Risk Management Premiums - - - - Employee Insurance Payments - - - General Fund Administrative I - - - Service Fee - Other Interfund Charges Contingency - - - - - Other Charges/Fees/Services 4,871,540 96,500 4,968,040 I Total Charges/Fees/Services 4,951,698 96,500 5,048,198 Fleet Vehicle Acquisitions - - - Other Capital Outlay - - - ITotal Capital Outlay - - - Total Operating Expenses 4,951,698 96,500 5,048,198 Other Uses I - - Capital Improvements - Bonding/Debt/Interest Charges - _ Other Non-Operating Uses - - _ Transfers Out - - _ ITotal Other Uses - - - Total Expenses and Other Uses $4,951,698 $96,500 $5,048,198 Excess Revenues and Other i' Sources Over (Under) Expenses and Other Uses $ - $ - $ - 0 FINANCE DEPARTMENT Briefing on Leased Space City Council Meeting December 6, 1990 BRIEFING ON LOCATING CITY DEPARTMENTS IN CITY-OWNED SPACE WHAT IS THE ISSUE? Should City departments be located in City-owned space or should the City continue to lease space? The City as Lessee. The City currently leases space for Information Management Services, Engineering, Transportation, Recorders Office (Document Storage) , and Support Services. It is predicted that within the next 10 years IMS, Support Services and Engineering may be forced to relocate due to the construction of the proposed courts' complex likely to be located on the block directly West of the City and County Building. The City as Lessor . The City owns the Third Circuit Court Building and leases space to Salt Lake City Credit Union and the State Courts. The State Courts will be relocated to the courts ' complex, if constructed as proposed within the next 10 years. Exhibit "A" outlines current information on leased space. Annual Revenue and Expenses. In responding to the request from the City Council to provide information pertaining to leased space, it is reasonable to assume that the Council is interested in determining the net profit/loss associated with the City' s current leasing agreements. Therefore, we have provided the following schedule which compares the revenue and expenditures associated with current lease agreements with the estimated ongoing expenditures if the City were to consider occupancy of the Circuit Court Building. This summary is offered for comparision purposes only and should not be considered as a recommendation. City Move to REVENUES: Status Quo Circuit Court State Courts $483,284.00 -0- Salt Lake City Credit Union 4,100. 00 4, 100. 00 Total Revenue 487,384.00 4,100.00 EXPENDITURES: Information Management Services Lease (+CPI) 197,844. 00 -0- Mainframe Utility Costs (Avg) 80,000.00 -0- Total 277, 844. 00 -0- Engineering Lease (full service) 107,436.00 -0- Page 2 City Move to EXPENDITURES: Status Quo Circuit Court Transportation Lease (+CPI & pass through) 75, 180.00 -0- Traff. Comp. Utility Costs (Avg) 5, 760. 00 -0- Total 80, 940. 00 -0- Recorder ' s Lease (Document Storage) 11, 604. 00 -0- Support Services Lease 9, 204. 00 -0- Third Circuit Building Electric 92,160.00 92,160.00* Gas 32, 240.00 32, 240.00 Janitorial** 28, 100. 00 28, 100.00 Window Cleaning 460. 00 460 .00 Water, Sewer, Trash 4,750.00 4, 750.00 Total 157, 710.00 157,710 .00 Total Expenses $644,738.00 $157,710.00 RECAP: Revenue: $487, 384.00 $4,100.00 Expenditures: $644, 738. 00 $157,710 .00 Difference: <$157, 354.00><$153 ,610.00> *In view of the fact that the City' s current mainframe computer facilities are ten times larger than the facilities currently occupied by the State Courts, this cost will likely increase accordingly. **Carpet cleaning is an additional cost based on an as needed basis. Other Considerations. Based on today' s available information, estimated one-time costs to move IMS, Engineering, Transportation and Support Services to the Third Circuit Court Building would be approximately $700,000 to $800,000. Considering the fact that these costs and other variables may change within the next year, the task force should address those issues at that time. CONCLUSIONS ON REVENUES AND EXPENDITURES: While we can draw the conclusion from the Annual Revenue/Expenses that the costs to lease space for City departments are about equal to the revenue recieved from the Circuit Court Building, the City should begin now to plan and prepare for the time when it will be financially advantageous to move departments into City-owned space. Page 3 DOES A PLAN NEED TO BE IMPLEMENTED? Preliminary investigation shows that in the long-term, it will likely be more advantageous to locate City departments in City-owned space. There are three advantages to locating City departments in City-owned facilities: 1. To Control Costs. The primary advantage is that the City would be in a better position to control costs. The City is currently vulnerable to price increases. The potential exists for the City to be put in a position of paying above market rental rates because the high cost of an unplanned move would be prohibitive. Both the Transportation and In- formation Management Systems divisions have sophisticated computer equipment which could be very expensive to move. A logical time for either of these divisions to move would be when an upgrade of the computer equipment is planned. The City would avoid extra costs associated with moving exist- ing equipment and disrupting vital services. 2. To Reconfigure and Modify Space. Another advantage to locating City departments to City-owned space is that the facility could be modified and configured to best meet departments' needs. Complete control over the facility could ensure that the facility could be modified to maximize efficiency. 3 . To Protect Against Disaster. The final advantage would be that the City could ensure that the facility is seismically sound. This would maximize the likelihood that critical computer and communications equipment would be operational in the event of an earthquake. WHAT DOES THE DEPARTMENT RECOMMEND? The Finance Department recommends that a task force be formed to further explore options and establish a plan for housing City departments in City-owned facilities. The task force should: 1. Be formed with representation from all departments current- ly housed in leased space; 2. Be supported by personnel in the departments of Support Services, Engineering and Finance; 3 . Identify total space requirements, current and future; 4. Prioritize departments for relocation - identifying windows of opportunity associated with computer equipment upgrades for scheduling relocation; Page 4 5 . Determine the best method for space acquisition - a. acquire existing structures; b. construct a new facility; c. lease space; or d. occupy space already owned by the City; 6 . Prepare a report on the budgetary impact of its recommenda- tions; and 7 . Submit a detailed report to the Mayor and City Council by November 1, 1991. EXIIII3IT "A" CITY AS LESSEE PROPERTY CITY SQ. FT. MONTHLY ANNUAL COST PER LEASE VEHICLE VEHICLE NOTICE TO DEPARTMENT ADDRESS LEASED PAYMENT PAYMENT SQ. FT. PERIOD SPACES SPACES MOVE 1MS 72 East 400 South 22,920 $16,487.00 $197,844.00 $8.63 09/13/88-12/31/92 50 7 90 Days* SUPPORTSERVICES 72 East 400 South 1,083 $767.00 $9,204.00 $8.50 04/04/90-04/03/91 3 1 45 Dallik RECORDERS OFFICE 324 South State St. 4,225 $967.00 $11,604.00 $2.75 01/20/89-06/30/91 0 0 90 Da ENGINEERING 444 South State St. 12,945 $8,953.00 $107,436.00 $8.30 09/26/89-09/25/94 36 37 90 Days TRANSPORTATION 333 South 200 East 7,518 $6,265.00 $75,180.00 $10.00 07/15/88-06/30/93 8 25 90 Days TOTALS _ 48,691 $33,439.00 $401,268.00 $8.24 97 70 * During 4th year, 6 months prior written notice must be given • CITY AS LESSOR SQ. FT. SEMI-ANNUAL ANNUAL COST PER LEASE NOTICE TO AGENCY ADDRESS LEASED PAYMENT PAYMENT SQ. FT. PERIOD MOVE STATEOFUTAH 451 South 200 East 55,209 $241,642.00 $483,284.00 • $8.75 12/07/89-06/30/92 365 Days* (Courts) SLCCREDITUNION 451 South 200 East 499 $2,050.00 $4,100.00 $8.22 07/18/89-06/31/92 120 Days TOTALS _ 55,708 $243,692.00 $487,384.00 $8.75 * If funds arc not appropriated by Utah state legislature, 60 days notice may then be given vAKF BOARD Patrick A. Shea, Chair PALMER A. DEPAULIS, Mayor Curtis E.Ackerlind,Jr. • Annette P.Cumming • Eddie P.Mayne D LOUTS E. MILLER Joseph A.Rosenblatt • Don L.Skaggs • Roger M.Smedley A Director of Airports Elaine B. Weis • Thomas K.Welch O4, A uA�0 T November 1, 1990 Alan Hardman, Chairman and Salt Lake City Council 304 City & County Building 451 South State Street Salt Lake City, Utah 84111 Dear Chairman Hardman and Council Members: Attached for your review please find four separate policy issues affecting the Salt Lake City Airport Authority to be discussed with the Council on December 6, 1990. The first policy issue deals with development of Salt Lake City International Airport and the public convenience during construction. With the construction of the parking structure and expansion to Terminal Unit #2, public convenience must be maintained at the highest levels of service . possible. The second area of discussion centers around the Airport capacity and the planning and construction of the Airport's new air carrier runway and proposed operation of Tooele Valley Airport. Various items including scheduling, construction, and funding are discussed in detail. The third policy deals with environmental issues centered around development of the new runway at the Salt Lake City International Airport. The final policy issue being presented will discuss organizational refinements associated with growth. The recent reorganization of the Operations Division and the creation of Regional Airport Advisory Groups are contained in our presentation. Sincerely, /4/7(. • Louis E. Miller Attachments Salt Lake City Airport Authority•AMF Box 22084, Salt Lake City, Utah 84122 (801)575-2400•Telefax: (801)575-2679 POLICY ISSUE: DEVELOPMENT AND PUBLIC CONVENIENCE The Airport Authority has consistently assumed a partnership role in promoting regional economic development. Over the past 10 years, the Airport' s purpose has evolved from a focus on air transportation needs to that of a major contributor to statewide economic development. While remaining committed to the overriding objective of providing efficient mass transportation, the Airport additionally assumes an important role in familiarizing air passengers with the region and state. Approximately 50% of the passenger traffic at Salt Lake International is connecting traffic. Our goal with these connecting passengers, as with other passengers and users, is to provide an efficient facility which also leaves these passengers with a favorable impression of the City and region. Past development at the Airport has substantially been geared to aviation related businesses. This deliberate direction in development policy resulted from decisions to act in partnership rather than in competition with neighboring industrial parks. Within the development policy framework, we have been aggressive in encouraging aviation businesses to locate at the Airport. Several keynote developments currently under construction include: • A 40,000 square foot maintenance hangar for SkyWest Airlines which will incorporate an additional 25,000 square feet of operations and storage space. Current estimated cost of this project is $4,900,000. • A $1,600,000 expansion of the McDonnell Douglas facility increasing office and storage space by 45,000 square feet and adding 350 parking stalls to meet employee expansion requirements. • Construction of a four level parking structure at a cost of $35,000,000 providing three levels of covered public parking and one level for car rental operations. Pedestrian bridges will also be incorporated in this project allowing ease of access to and frogi the terminals. • A $9,600,000 expansion to Terminal Unit #2 designed to improve passenger service. The improvements include enlargement of the baggage claim area, passenger waiting facilities and the construction of a ramp control tower for Delta. During these periods of construction, the essential need of continued public convenience remains a priority. Of major concern is the ease of movement through the Airport in order to avoid unnecessary delays and passenger confusion. The following are examples illustrating our emphasis on public convenience during construction. • During the 22 month construction phase of the parking structure, short term parking has been relocated to the new remote short term lot. This lot is easily accessible from the entry road system and is well paved, signed, and lighted for the security and convenience of the public. Since the lots are distant, the airport has provided a fleet of new shuttle buses which run continuously throughout the day providing a maximum of five minute headways. The cost of operating this temporary system exceeds $110,000 monthly. Starters have also been hired to increase passenger convenience and ensure efficient use of the shuttle buses. • In order to reduce confusion and anticipate problems during the construction phases of the multilevel parking structure and the terminal expansion project, the public has and will continue to be exposed to extensive area media coverage. • Additional modifications to the roadway system will be completed in an effort to facilitate construction of the skybridges and underground baggage systems which will take place during 1991 and require periodic roadway closures. • Various improvements and beautification projects to the terminal roadway system were completed this year which have improved traffic circulation and the appearance of the Airport. The landscaping program will continue through 1991 finalizing the beautification program on the terminal roadway system in conjunction with completion of the parking structure. In summary, the movement of passengers through the airport complex is of major concern especially during periods of construction when things change almost on a daily basis. The extensive signage program will continue to be used throughout the airport providing adequate direction as well as explanation of the expansion program. Media broadcasts, newspaper articles, newsprint advertisements and commuter traffic updates will be used to inform the public what to expect on their way to the passenger terminals, as well as what conditions they will encounter within the buildings. Preliminary planning is now underway for several facility development programs for 1991 which include expansion to the ticketing counters in Terminal Unit #2 and the construction of a new 36,000 square foot mail sort facility for Delta Air Lines. Also under discussion is the expansion of Concourse 'D' to accommodate additional gatehold and aircraft parking. The operational impacts of these new improvements will continue to increase our operating expenses at the Airport. Increased utility costs for terminal expansion and the new parking structure will be sizable. Additional personnel and equipment will be required for the maintenance of these new facilities as well as increased operational personnel for traffic enforcement and passenger convenience. POLICY ISSUE: AIRPORT CAPACITY The primary objective of the Salt Lake City Airport Authority is to enhance the effectiveness of the national air transportation system through the continual development and proper management of the aviation facilities in a manner that best satisfies the needs of the residents, businesses and institutions within the State of Utah and the communities of the Intermountain Region. Facility development shall be consistent with the social, economic and environmental goals of the communities being served. To accomplish this objective, the Airport Authority has established a policy to maintain the efficiency of the existing air transportation facilities by implementing improvements to increase the capacity of Salt Lake City International Airport and Airport II, reduce delays and minimize operational costs while increasing the level of service and convenience for the traveling public. The most recent aviation forecasts indicate that air traffic at the Airport will continue its historic trend. As shown in the chart below, aircraft activity is expected to increase to levels of 351,000 aircraft operations serving over 8,617,000 enplaned passengers in 1996. During FY89/90 total annual operations exceeded 301,193 which served 6,012,479 enplaned passengers. As activity levels increase, greater demand will be placed upon the existing facilities. SUMMARY OF FORECASTS SALT LAKE CITY INTERNATIONAL AIRPORT Activity Indicator 1996 2006 Enplaned Passengers 8,617,000 11,172,000 Peak Hour Enplanements 4,600 5,650 , Annual Operations 351,000 418,800 Peak Hour Operations 110 131 Air Cargo (tons) 261,880 327,450 Without taking appropriate action, longer delays at higher costs will result. Based upon the best available data, the present average delay per aircraft operation is estimated to exceed fourteen minutes. By the year 2006, it is expected that without developing new facilities to increase capacity, the average delay per operation will exceed 27 minutes. The cost of these delays can be measured in terms of increased fuel consumption, added crew expenses, higher maintenance requirements among other factors. Presently, the costs attributed to the existing delay are estimated to be over 24.5 million dollars per year. By 1996 these costs will escalate to over 58 million dollars per year. To avoid further increases in delay and to minimize rising costs, the Airport Authority proposes to 1) start construction of a new air carrier runway in 1991, and 2) either acquire fee title or operate under a lease agreement the Tooele Valley Airport. The most recent schedule for the new runway suggests that the planning and environmental analysis will be completed by February of 1991. Public review and comment on the proposed project and the associated environmental documentation will continue through the first six months of 1991. A decision of record is expected to be made by the Federal Aviation Administration by July of 1991. Design documents are expected to be prepared during 1991 and construction would commence immediately thereafter. Listed below are key elements of the construction indicating the current schedule and estimated cost. • During 1991 construction will start for relocation of the surplus canal with an estimated cost of $7,000,000. Also during this year design will begin on power line relocation in coordination with Utah Power and Light with construction scheduled to begin in early 1992 at a cost to the Airport of approximately $5,000,000. Site drainage and dewatering will be initiated as well during 1991 and we estimate this cost at $2,500,000. • Construction started in 1991 will continue into 1992 and the placement of surcharge for runway and taxiway development will begin at an estimated cost of $15,500,000. • 1993 construction will see removal of surcharge and the relocation of 40th West street along with various filling and grading of non- airstrip parcels. Estimated cost of construction during 1993 is $20,000,000. s 1994 construction will include paving, electrical system installation, approach system installation and completion of a new Air Traffic Control Tower at an estimated cost of $30,000,000. The total estimated cost for construction, including all related A projects is currently estimated at $80,000,000. Funding for this project will come from a combination of federal grants, bond proceeds and Airport revenues. The exact amounts of each will vary depending on the size of federal involvement. The Airport Authority anticipates receiving approximately $20,000,000 in entitlement grants during this period and is hopeful of receiving an additional $15,000,000 in discretionary funds. Depending on our success with receiving discretionary funding an Airport Revenue Bond financing is anticipated in 1991 currently estimated to range between $20,000,000 and $40,000,000. The Salt Lake City Airport Authority is also anxious to operate and develop the Tooele Valley Airport as a training facility which will reduce congestion and delays at Salt Lake City International Airport. On August 7, 1990, Salt Lake City entered into a Memorandum of Understanding with Tooele County to negotiate an interlocal agreement which would provide for the Salt Lake City Airport Authority to operate, maintain and develop the Tooele Valley Airport. The Airport Authority Board approved the interlocal agreement on November 7, 1990 and the Tooele County Commission is scheduled to adopt the agreement on November 20, 1990. The agreement calls for a 25 year lease between Tooele County and Salt Lake City and an option to transfer fee title to Salt Lake City any time during the agreement upon mutual consent. Responsibilities of the Salt Lake City Airport Authority under this agreement include the updating of the existing master plan, conducting day to day operations of the Airport, developing rules, regulations, compliance schedules and procedures for the efficient and safe operation of the Airport. The intent of the Salt Lake City Airport Authority is to operate the Airport as a "reliever airport" classification, install an Instrument Landing System and maintain FAR 139 standards upon certain usages being achieved at the Airport. The agreement also requires the Salt Lake City Airport Authority to provide liability coverage similar to that provided at the Salt Lake City Airport II. Tooele County will ensure compliance with FAR Part 77 and provide for land use compatibility surrounding the Airport as well as act as sponsor for any land acquisition while the Airport is leased to Salt Lake City. The estimated five year costs associated with this agreement are as follows and will be borne by the Salt Lake City Airport Authority. FY 1991 FY 1992 FY 1993 FY 1994 FY 1995 Operating Expense 53,061 95,250 98,265 101,406 104,680 Capital Improvements 53,500 270,000 275,000 376,000 351,500 Total Costs 106,561 365,250 373,265 277,406 456,1804 State & Federal Contributions 50,825 256,500 261,250 357,200 333,925 Airport Authority Contributions 55,736 108,750 112,015 120,206 122,255 Total Sources 106,561 365,250 373,265 477,406 456,180 The Council is tentatively scheduled to consider adoption of a resolution approving the interlocal agreement on December 11, 1990 with an effective date of January 1, 1991. POLICY ISSUE: ENVIRONMENTAL It is the policy of the Salt Lake City Airport Authority to improve and protect the environment and to safeguard the health and welfare of the public by operating and managing the Salt Lake City International Airport and Airport II in a manner that is in full compliance with all Federal , State and local regulations as they pertain to environmental issues. The operation of the Airport impacts almost every aspect of the environment including air quality, water quality, noise emissions and wildlife habitat. As community growth occurs, Airport facilities will need to expand to meet the increasing demands. Concurrent with the mutual expansion of the community and the Airport, greater pressures on the environment will occur. Specific measures have already been developed and are being implemented to minimize the inevitable environmental impacts. Several environmental programs initiated during 1990 include: • Construction of several water holding facilities and a sewer line extension which will eliminate the adverse impacts of various materials, primarily glycol from entering the water systems. • Installation of a permanent noise monitoring system which measures compliance with the Airport's FAR 150 program and assists in developing new policies and procedures to minimize noise impacts. • Initiation of an alternative fuel test program with Mountain Fuel. This program includes installation of alternative fuel systems on four Airport vehicles and will encompass a six month test period to evaluate future conversion of the Airports' fleet. Because of the Airports proximity to the Great Salt Lake, construction of the new runway will consequently impact established wetland environments. Various expansion alternatives have been evaluated in an attempt to minimize adverse impacts. However, numerous factors such as operational and procedural regulations, terrain, economics and issues of practicality will necessarily result in adverse impacts to existing wetlands. The status surrounding the environmental assessment for the new runway has shown significant movement since the beginning of the year. All major environmental areas have been analyzed and progress is as follows: • Air Quality - A notice of intent to construct the new runway has been submitted and is currently being reviewed by the State Bureau of Air Quality. The air quality analysis indicates there will be greater emissions in the future than the existing baseline conditions. This is a significant impact, however emissions under the preferred alternative will be lower than the "no-project" scenario. At this point in time, mitigation measures may need to be developed to offset the projected increase in emissions. Negotiations with the State Bureau of Aires Quality will be initiated once they have completed the review of the notice of intent. • Cultural Resources - Two prehistoric sites and a singular historic cultural resource site were discovered in the project area. None of the these sites are considered significant and no further action is required for the project site. • Water Quality - A draft National Pollution Discharge Elimination System permit has been prepared by the State of Utah Bureau of Water Pollution Control and once the permit is approved, it will provide for the construction and operation of the new runway. A Best Management Practice plan must be developed and approved by the State. This plan will be formulated in conjunction with the design of the runway drainage system during 1991. • Noise - Noise impacts are forecasted to be lower than existing conditions. This is partly due to a shift in operations to the wet and the airline transition to newer, quieter aircraft. No problems are expected. • Compatible Land Use - No incompatible land use will result from the Orrilj proposed new runway project. One duck club on airport property will need to be relocated and at this time it is anticipated they will probably be relocated to the proposed mitigation site. • Social Impacts - There are no negative social or socioeconomic impacts anticipated from the project and no further action is required. • Biological Resources - Between 400 and 700 acres of wetland habitat will be affected by the project. Approximately 300 acres are within Corps of Engineers jurisdiction. These wetland impacts will need to be mitigated and a mitigation plan is presently being developed. A Habitat Evaluation Program has been completed for the project site and proposed mitigation site. • Threatened and Endangered Species - Wetlands in the project area are used by bald eagles and peregrine falcons for feeding and the project will affect their habitat. Coordination with the United States Fish and Wildlife Services has been initiated and creation of replacement habitat at the mitigation site is expected to be successful. Formal consultation between United States Fish and Wildlife Service and the FAA has been initiated to determine specific mitigation measures that might be necessary. • Seven other areas of possible impact have been evaluated and all indicate there will be no significant impact. These areas include farmland, flood plains, energy, light emissions, solid waste, traffic, and geology. To date a mitigation site has been selected and a habitat evaluation of the proposed mitigation site has been completed and now coordination with the resource agencies is required to validate the analysis. The cultural resource survey of the mitigation site has also been completed and no significant cultural resources were discovered. Wetland delineation of the mitigation site is currently in progress with preliminary fieldwork having already been completed. The required negotiations for wetland replacement to determine the actual number of acres to be replaced will occur before the end of this year. Various problem areas have been identified with the construction of the new runway and are noted below. • The FAA has given preliminary notice that a 9,000 foot separation between transmission lines and the new runway might be required. If this becomes a requirement, alternative alignments for the transmission lines will be required. This will result in additional environmental analysis including cultural resource surveys and biological resource analyses. Significant delays and cost overruns would result if this issue is enforced. • Air quality analysis indicates that although emissions under the proposed runway project are projected to be lower than under the "no-project" alternative, they still will be higher than existing conditions. Mitigation measures could be required to offset this emissions increase and require the use of alternative fuels for use in airport and airline service vehicles. • Water quality issues surrounding the use of glycol by airlines for deicing purposes is a major concern to the State Bureau of Water Pollution Control. The Airport's effort of construction of several holding ponds and placement of a new sewer line to process this run off may only be a temporary solution. Mitigation related to the new runway may require centralized deicing facilities for all carriers. POLICY ISSUE: ORGANIZATIONAL REFINEMENT It is the policy of the Salt Lake City Airport Authority to improve operational efficiency through organizational development which measures the evolution of the ever changing needs of the Airport and ensures that regional input regarding the organization and the services which it provides are adequately available. Evaluation of organizational effectiveness and productivity is a top priority of the Airport Authority. Continual analysis of various indicators and key service levels are monitored in an effort to eliminate inefficiencies, increase productivity, and measure the ability of the organization to respond. Since 1983, the Airport has experienced tremendous growth in passengers served, aircraft operations and facilities. During this period the organization has undergone many refinements to keep up with these demands. Several keynote changes include: • The integration of the maintenance division and engineering division into a single organization increased the airport's ability to keep up with the growing expansion needs and maintenance responsibilities by providing a network which ensured appropriate coordination and increased productivity by cross utilizing various skills. • In 1986, the Salt Lake City Airport Authority initiated the Airport Police program, requiring POST certification for operations officers resulting in significant cost savings and increased productivity. • The establishment of a planning and environmental office to increase the airport's ability to respond to the growth syndrome occurring at both airports and ensure a single process for resolving environmental issues. This has resulted in improved air quality, water quality control , noise compliance and resolution of major environmental issues. • Development of a public information office and the Airport Tour Program. The most recent organization development was implemented in the Operations Division in October of 1990. This process involved the creation of three separate sections to respond to the operational needs of the Salt Lake City Airport Authority. Existing service demands reached a critical point requiring more specialization regarding operations services. The enhanced organization mirrors various counterparts with other divisions which will ensure increased coordination of airfield and landside responsibilities. Mandated new security issues are now assigned permanent personnel and the increasing needs of general aviation will now be coordinated through a singular process. Law enforcement activities have been centralized providing for increased productivity and accountability. The following chart illustrates the new organization. Operations Division Director of Airports Deputy Director Administrative Secretary I I Airfield Operations Operations Support Landside Operations Superintendent Superintendent Superintendent I l I Control Center FAR 139 Compliance SLCPD Liaison Telecommunications Airfield Contruction FAR 107 Compliance Radio Administration Snow Removal Traffic Enforcement Security Access Control ARFF Ground Transportation Contract Security General Aviation Landside Contruction Coordination Electronics Support General Law Enforcement Airport II Lost&Found General Landside Activities Airfield Emergency ID Badges&Permits Response K-9 Bomb Team VIP Coordination Evaluation of existing service level requirements analyzed during this process in addition to the increased emphasis for general aviation, security, ground transportation and increased coverage of Airport perimeter indicate staffing needs at 72.80 full time equivalents as compared to the approved FY 1990/91 budget of 64.80 positions. The annualized cost of this staffing increase is estimated at $184,000. Considering the economic activity of the airport and the role of atr service to the community, it is essential to expand the source of informational input to incorporate the entire Wasatch Front. Creation of three Regional Airport Advisory Groups (RAAG) will enable the Airport to better analyze the service being provided by the organization. In September of this year Mayor DePaulis formulated his program of regional input by initiating the creation of three Regional Airport Advisory Groups. The first RAAG represents the geographical area of Davis County, Weber County and Morgan County. RAAG #2 represents Tooele County, Salt Lake County, Summit and Wasatch Counties, while RAAG #3 will provide input from Utah County. Each group is comprised of approximately four to six members and will meet quarterly with representatives of the Airport Authority. Membership represents community leaders of major business enterprise, governmental organizations, media providers and Higher education. The major goals which have been established for the Regional Airport Advisory Groups include: • Facilitate the dissemination of information about the City-owned airports and their operations to the public. • Establish and maintain solid and widely based community support for the airport system. • Educate and increase the public's awareness of the airport's contributions to the community. • Enhance the input to the Salt Lake City Airport Authority Board of Directors and other structured committees which advise Salt Lake City concerning the Airport Authority MEMORANDUM1111/11 DATE: DECEMBER 3, 1990 TO: CITY COUNCIL FROM: ANNE PINCENEY 0/1 RE: PROPOSED PROTOCOL AND POLICY STATEMENT ON LABOR RELATIONS A final draft of the City Council Policy Statement on Labor Relations and the City Council Protocol Guidelines on Labor Relations has been prepared as a result of your discussions with the Mayor and the City Attorney at the November 20th Committee of the Whole meeting . The draft of the Protocol Guidelines is in the format which Roger Cutler prepared at the request of the Council . The Policy Statement is the same draft which was discussed on November 20th except for the policy on an employee bonus payment for city residency. That policy will require more research to answer questions which arose during the discussion . Alan Hardman has sent a letter to the Mayor regarding this policy. When we obtain the information which you requested on the bonus payment policy we will bring it to the Committee of the Whole for discussion . Both the City Council ' s Protocol and the Policy Guidelines on Labor Relations are scheduled for final adoption on Tuesday December 11 , 1990. w/attachments cc : Mayor Palmer DePaulis , Emilie Charles , Roger Cutler , Karen Suzuki-Hashimoto November 27, 1990 Effective Date: January 1, 1991 Subject: CITY COUNCIL POLICIES ON LABOR RELATIONS Distribution: Mayor, Human Resource Director, City Attorney Re-Evaluation Date: December 1, 1991 Alan Hardman, Chair, City Council I. POLICY It is the intent of the City Council to document specific policies related to labor relations which the City Council supports. It is also the intent of the City Council to review these policies each year in December. II. PURPOSE AND OBJECTIVE The purpose of this policy is to provide a forum for the City Council to express it's position on specific terms and conditions of employment which are listed in Section IV. CITY COUNCIL'S POLICIES ON LABOR RELATIONS. III. DEFINITIONS Certified Employee Organization A bargaining unit established under the Collective Bargaining Resolution Section 7 that is authorized to represent employees in the negotiations process. Executive Sessions Closed door meeting of the City Council, without the right of the public to be present, pursuant to the provisions of the Open Meeting Act. Memorandum of Understanding Is the jointly prepared, written agreement of the representatives of the City and the certified employee organization which constitutes a mutual recommendation jointly submitted to the Mayor by May 20th of each year. The memorandum of understanding (MOU) is not binding upon the parties until: a majority of the members of the certified employee organization has ratified it by a majority vote; the City Council has approved it by majority vote; enacted the necessary ordinances or other changes required to implement it by general legislation; and appropriated the necessary funds required to implement the full provisions of the MOU. Negotiation The performance by the duly authorized management representatives of the administration and the duly authorized representatives of a certified employee organization of their mutual obligation to meet at reasonable times and confer in good faith (within a reasonable length of time in order to freely exchange information, opinions and proposals on matters properly the subject of bargaining) with respect to wages, hours and other terms and conditions of employment. This includes the mutual obligation to execute a written document incorporating any agreement reached. Nonunion, unrepresented employees Groups of employees not represented by a certified employee organization such as the employees in the "300" professional/paraprofessional series. Terms and conditions of employment Wages, salaries, working conditions, hours or benefits, except as specifically modified. IV. CITY COUNCIL LABOR RELATIONS POLICIES (A) Indicators of Financial Condition The City Council supports the preparation of various indicators of financial condition to determine trends in both environmental factors outside of the City government (i.e. cost-of-living index) and in financial factors internal to the City (i.e. revenues, expenditures, debt structure, etc.). The City Council further encourages the preparation of these indicators on an annual basis with presentation and discussion focused on them during the Mayor's Winter Retreat. (B) Length of contracts The City Council supports the adoption of staggered contracts/agreements so that not all of the contracts/agreements with employee groups are being renegotiated each year. (C) Multi-year contracts The City Council supports the adoption of multi-year contracts/agreements so that they may remain in effect for more than one fiscal year. (D) Fringe Benefits The City Council supports the total costing of all fringe benefits to ensure that a true total compensation cost is considered during the City's negotiation process. The City Council supports the preparation of a written description of all fringe benefits along with cost information for each City employee so that they will know exactly how much their total compensation package is worth. (E) Pay - for - Performance System The City Council supports the implementation of a pay-for-performance system for all City employees. LABOR RELATIONS PROTOCOL WHEREAS, the City has established a labor policy of collective bargaining with certain groups of its employees ; and WHEREAS, that policy has been memorialized in a Resolution passed by the City Council as Resolution No . 41 of 1984 and may , hereafter , be adopted as a City Ordinance , which writings delineate , among other relevant matters , bargaining processes , impasse resolution mechanisms and the functions and duties of the Executive and Legislative branches of government in regards to collective bargaining ; and WHEREAS, each branch of City government desires to preserve • and respect their separate functions , but each desires cooperative interaction in the bargaining process to minimize misunderstandings and delays which may prejudice rather than foster desired labor harmony ; and WHEREAS, the Council and Mayor desire the labor bargaining process to be fair and deliberative , yet , conducted in a timely manner that comports with orderly budget development ; and WHEREAS, in mutual respect for their separate but equal roles in City governance , they desire to memorialize a protocol to facilitate the orderly and meaningful interaction in this volatile area of labor bargaining ; NOW, THEREFORE, the Mayor and City Council mutually agree to the following procedural protocol : 1 . February Consultation . The Mayor and Council will meet in executive session , as a closed meeting under the Utah Open Meetings Act , at the Winter Retreat in February of each year . Among the matters presented and discussed will be the following: (a) The Mayor or his/her designee will brief the Council on revenue projections for the coming City fiscal year ; this presentation will specifically address funds that are projected to be available for employee compensation ; (b ) The Mayor will orally outline , in summary form , the expected labor issues for the coming bargaining year and anticipated compensation demands by City employees . The Mayor will discuss executive negotiating objectives ; (c ) The Council will orally provide the Mayor any labor and compensation policies or issues it desires to be considered in the negotiating process and to be included in the employee compensation package ; and (d) The Council will review with the Mayor what it would be willing to fund for an employee compensation and benefit program for the next City fiscal year . 2. Negotiations Within Joint Understandings . The Mayor will undertake negotiations with the Certified Bargaining Units , consistent with City law , and timely seek to reach an agreement within the oral tentative financial commitments given by the Council ; provided that if no such funding commitments or objections are given by the Council , the Mayor will still negotiate in order to reach an agreement with the Certified Bargaining Units . In these negotiations , the Mayor will give due consideration to each of the other stated Council negotiating objectives . However , the parties mutually acknowledge their separate roles and responsibilities under the City' s optional form of government and that neither is legally bound by these understandings or positions . 3. Complete Negotiations by May 20th ; Cost Disclosure . The Mayor will use his/her best efforts to complete all negotiations with the Certified Bargaining Units on or before May 20th of that year and forward these agreements to the Council for ratification , consistent with City law. If the proposed agreements exceed the tentative Council funding approvals , the Mayor shall include with the agreement : (a) transmittal , (b) an estimate of the aggregate of the agreement ; (c ) a written identification of any deviations ; and (d) identify and specify the cost of each deviation . If the compensation package negotiated is at or under those tentatively approved by the Council , the Mayor shall state the estimated total cost of the compensation package . Any cost disclosure need not include non-cash payments or benefits which are not currently costed out as a separate item , such as vacation , leaves of absences and the like . 4 . Periodic Council Briefing During Negotiations ; Modifications of Council Positions . As negotiations proceed towards agreement or impasse , the Mayor shall periodically keep the Council appraised of their status and of areas of likely impasse . Should modifications in the Council ' s tentative funding for a negotiating position occur , the parties shall meet as soon as practicable and seek to arrive at a mutually acceptable negotiating position for the City . Either party to this protocol may calendar and call a meeting for this purpose , upon reasonable notice and at mutually convenient times . 5. Council Initiated Compensation Ordinances . In the event agreements with the certified bargaining units of the City are not completed and presented to the Council by May 20ths , or the impasse date prescribed in the City law , the Council reserves the right to set compensation and employee benefits by ordinance . The City Attorney will prepare the necessary legislation to implement a compensation package , as directed by the Council ; this employee compensation package will become effective on the first day of the applicable fiscal year . 6 . Termination . Either party to this protocol may terminate it upon 30 days prior written notice . DATED this day of December , 1990 . SALT LAKE CITY COUNCIL By CHAIRPERSON MAYOR ATTEST: - CITY RECORDER C'C : In ' 11111111 SALT LAKE CITY PLANNING COMMISSION STAFF REPORT WESTPOINTE DEVELOPMENT MASTER PLAN REVISION AND COMMUNITY PARK LAND TRADE/PURCHASE OVERVIEW In 1988 Salt Lake City applied for and receive a HUD Sec. 108 Loan Guarantee for the purchase of the Canterbury Apartments located in the Westpointe project area at 1357 W. Morton Drive and the development of a park in the Northwest Community to be located west of Redwood Road. Since that time an interdepartmental team has been meeting with community representatives and major land holders to discuss the specifics involved in development of the park. A park development agreement has been drafted which includes revision of the Westpointe Development Master Plan, a purchase and land trade and specific development commitments from the LDS Church, Ellis Ivory Company and Salt Lake City. BACKGROUND The Westpointe project was first approved by the Planning Commission in 1978. Since that time the plan has been modified twice in response to the changing dynamics of the community. The project is a planned community of mixed single family and multiple family residential uses which is less than half developed. The project consists of most of the vacant land located between 900 North and 1700 North streets and between Redwood Road and Interstate - 215. Approximately 360 acres are involved and are being developed by Ellis Ivory Company. The LDS Church Investment Properties Division is the "fee title" land holder of this property. Ellis Ivory Company has been acting as their land development agent for the Westpointe project. ANALYSIS Staff is recommending that the Westpointe Development Master Plan be revised to eliminate a portion of Morton Drive which, as currently planned, would sever the proposed expanded park parcel. Staff is also recommending to combine the existing 4 and 5 acre park sites and purchase additional property to create a larger park of approximately 23 acres. This proposal would also eliminate the need for a noise barrier wall along the freeway which is required in order to qualify for FHA funding for residential development. The park site is proposed to be located on the east side of I-215 abutting the freeway between 1150 North and 1250 North in the Westpointe development. The proposed parcel is heavily impacted by noise, the visual association of the newly constructed 1-215 freeway, a high ground water table, and an open drainage canal r - ..A - Staff further recommends that the Planning Commission recommend to the Mayor their finding that the existing City owned parcels be declared surplus and made available to trade for the 23 acre park site. Janice M. Jardine October 23, 1990 WESTPOINTE DEVELOPMENT MASTER PLAN 1982 1990 i _-.._.... 1:7- 1 Ffa: iii‘l:iiiiiiiii:::,i'k I! , .171---; IL- X R � ;: . i �' %�__ !z1 g I /:/ 1 5 ..,.._,.sd iffit 't*.'"....':-.';,::.-.'..-: ""'"•./N/ .-4 r �'' ,; I :a� •1,•. I I . i I sal I \ I- ' —_. __. ._ -"•.. N r 11 Vi. :.±.: 1',_ w`- cri't.I m4174: i L ...-• I."' .r.r-1..., :::1 I �• -- p ' a k - u4. lib EXISTING PARK SITE FUTURE PARK SITE 41111 STAFF RECOMMENDATION DEMOLITION ORDINANCE AMENDMENTS DECEMBER 6, 1990 STAFF RECOMMENDATION BY: G. Allen Fawcett, Community Development Coordinator ACTION REOUESTED OF COUNCIL: Amendments to proposed Demolition Ordinance . RECOMMENDED ACTION: As a result of the comments during the public hearing held Nov. 20, 1990, the following recommendations of the City Council Staff amend the purposed Demolition Ordinance. In Section 2 . 18 . 64 . 040 Post-demolition Use Plan Required Paragraph C. The words "or blighting" need to be removed. In Section 2 18 . 64 . 050 Residential Demolition Comment Provisions . The "within fifteen days of the date of notice" should be changed to forty-five days . In Section 2 18 . 64 . 050 Residential Demolition Comment Provisions . The following should be inserted at the end of the existing paragraph "when residential structure demolitions result in a net loss of housing units a hearing before the City's Housing Advisory and Appeals Board is required. " Explanation: One of the major planning objectives of the City is to discourage the demolition of viable housing units . The provision requiring Housing Advisory Board review provides for an open disclosure and allows for public comment and discussion for possible alternatives to demolition within a reasonable time frame. This is similar to the Landmark Commission Review of Historic Structures which fosters public comment and encourages a comprehensive assessment of alternatives . This accomplishes the objective of discouraging the demolition of viable housing units . In Section 2 18 . 64 . 070 Post-Demolition Use Plan Waiver Procedure. Paragraph C. From "no sooner than fifteen days from the date of the petition " should be changed to forty- five days . . .and "no later than thirty days . . . " should be changed to sixty days . SUGGESTED MOTION: I Move that we adopt the revised demolition ordinance .