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03/22/2011 - Formal Meeting - City Council Comment File M � - I SALT LAKE CITY COUNCIL A DATE: l' O-`)-ei/ PUBLIC COMMENT FORM g' , ' 4cie ,, AGENDA ITEM: GENERAL COMMENT '6 „ Ii---- ile: oil ea n ` �� � j/;/ Name one M(plent cle Addres I,e& 0/ City L („. Zip Code ` - E-Mail Address dL t �, - '� /ip-1 � _______ f� I wish to s ak n I do not wish to speak; however, I uld like to subm' remarks (please use back of card). How did you learn about this meeting? �� � I would like to receive information about: ❑ my commu ity council I I serving on a city board f l To stay informed regarding your City Council District, including informational updates and newsletters, check the box to have your name/email added to the respective Council District email distribution list. All information submitted during public corn vent becomes part of the public record, including information on this card. I SALT LAKE CITY COUNCIL i DATE: 2\2 2 \ 1 PUBLIC COMMENT FORM * ,•• AGENDA ITEM: (16Wit Name �I ✓) c �--eL sn-- ____ lI i�\ Phone o � —1 S 13 °1°- (please print clearly) fly'" ' '"+ G., _ Address 171 oZ � �` �y City GNtUCJt dD' Zip Code C)(05 E-Mail Address k i Iii,oF_ b &_t .� -Q-' •Cd.niNiN riI wish to speak ❑ I do not wish to speak; however, I would like to submit remarks (please use back of card). How did you learn about this meeting? I would like to receive information about: ❑ my community council ❑ serving on a city board ❑ To stay informed regarding your City Council District, including informational updates and newsletters, check the box to have your name/email added to the respective Council District email distribution list. All information submitted during public comment becomes part of the public record, including information on this card. SALT LAKE CITY COUNCIL DATE: /2 /j PUBLIC COMMENT FORM j�� AGENDA ITEM: GENERAL COMMENT BAR'] Name bi#44 n A 141a Phone (please print clearly) Address City Zip Code -Mail Address I wish to speak I do not wish to speak; however, I would like to submit remarks (please use back of card). How did you learn about this meeting? I would like to receive information about: [1 my community council I I serving on a city board [1 To stay informed regarding your City Council District, including informational updates and newsletters, check the box to have your name/email added to the respective Council District email distribution list. All information submitted during public comment becomes part of the public record, including information on this card. SALT LAKE CITY COUNCIL k DATE: J ‘-11 1 1, PUBLIC COMMENT FORM I .riet AGENDA ITEM: GENERAL COMMENT A_ =tea, Name J Set,W`Gte Ja4" rl Phone (please print clearly) (� Address P' D Vo) Sez yZO City �-� Zip Code S ( t E-Mail Address J 4444I4 FtrAieeibeer,r, b N„ I wish to speak /�'1Vb VYWYWAj 5 U Li I do not wish to speak; however, I would like to submit remarks (please use back of card). How did you learn about this meeting? I would like to receive information about: ❑ my community council Li serving on a city board f T To stay informed regarding your City Council District, including informational updates and newsletters, check the box to have your name/email added to the respective Council District email distribution list. All information submitted during public comment becomes part of the public record, including information on this card. SALT LAKE CITY COUNCIL k DATE: 32( 11/ PUBLIC COMMENT FORM AGENDA ITEM: GENERAL COMMENT .14 J. Name 41eV7 L 4/V U Phone 601 S9q— 90 (please print clearly) •' '°°M t�Vii/Z' Address �',�/ * a',�'�h► ;f�' .�1 City .c '\L.' Zip Code E-Mail Address ' }— I wish to speak LI I do not wish to speak; however, I would like to submit remarks (please use back of card). -7 r How did you learn about this meeting? Kr Uo-t G.._S I would like to receive information about: ❑ my community council ❑ serving on a city board n To stay informed regarding your City Council District, including informational updates and newsletters, check the box to have your name/email added to the respective Council District email distribution list. All information submitted during public comment becomes part of the public record, including information on this card. • Dave Buhler March 22, 2011 Dear Members of the City Council and Mayor Becker: Thank you for the opportunity to spend a few moments in tonight's City Council meeting to relate to you the incredible experience I had in behalf of our city almost a decade ago. As Council Vice Chair, and the guest of our Sister City Matsumoto, I represented Salt Lake City at a world conference of mountain cities they hosted October 7-9, 2001. After the conclusion of the conference I was requested to meet the following morning in the office of Mayor Tadashi Aruga for a presentation. To my surprise, the presentation I was to receive was a very generous donation to New • York City Mayor Rudolph Giuliani from the people and businesses of Matsumoto for the victims of the September 11`h attack that had happened only one month prior. The donation of over 4.4 million yen was the equivalent of$36,530. It came from city officials, city employees, business people, farmers and others in their community. I was overwhelmed by their generosity, leading me to vow on the spot that I would personally deliver the check to Mayor Giuliani. On November 5, I had the opportunity to make the presentation in his private office at City Hall to his Chief of Staff(since the Mayor was out of town). As I stepped off the subway to walk to City Hall, I could smell the still smoldering ruins of what was the World Trade Center. At Mayor Giuliani's direction, the charity to receive Matsumoto's donation was the Twin Towers Fund, which aided the survivors of New York City's police and firefighters who had perished that terrible day. The incredible generosity of the officials and community of Matsumoto has stayed with me these past ten years. Now disaster has hit their country, with the unparalleled earthquake and tsunami and its wide-reaching effects. This provides our community in Salt Lake City a rare opportunity to reciprocate their kindness of a decade ago in a meaningful way. I understand the Japan Cultural Heritage Foundation, which oversees our Sister-City relationship with Matsumoto, has established an account at Wells Fargo Bank known as the Salt Lake/Matsumoto Sister Cities Relief Fund. Your support for this effort and anything you can do to encourage and facilitate donations to the relief fund would be very appropriate and I am sure appreciated. It is my hope that Salt Lake City might then assist in forwarding the donations to Matsumoto so they could decide where our donations might do the most good in aiding the earthquake and tsunami victims. I pledge my assistance in any way you request to support this important effort. Thank you for your consideration and service to our community. Sincerely, Dave Buhler , Matsumoto's Donation to America's 9-11 Victims Via Salt Lake City October 2001 Total Donation: Y4,417,915 $36,530 Matsumoto City: Y1,000,000 $8,269 Matsumoto City Council: Y100,000 $827 Matsumoto City Federation of Local Y2,642,118 $21,846 Communities: Matsumoto Highland Agricultural Cooperatives: Y50,000 $413 Matsumoto City Agricultural Cooperatives: Y45,000 $365 Matsumoto Chamber of Commerce Y100,000 $827 Matsumoto City Staff Donation Box Y480,7979 $3,983 MATSUMOTO CITY HALL 3-7 Marunouchi,Matsumoto 390-8620 JPN Tel+81-263-34-3000 Fax+81-263-36-6839 e-mail pi int(u citv.matsumoto.naaano.if Honorable Mayor Rocky Anderson Salt Lake City Dear Mayor Anderson: It was so nice to have had Mr.&Mrs.Buhler with us who took part in the 2001 World Mountain Resorts & Gateway Cities Conference which took place in Matsumoto October 7th through 9th. Thanks to their positive participation we could conclude the Matsumoto Declaration and the conference ended up successfully. We got the news of terrorists attack to the World Trade Center and others on the 11th of September with a great shock and anger.That was the most terrible action in the history of human beings that should not be justified by any excuses. On behalf of the citizens of Matsumoto City who believe in peace and justice, I would like to express my condolences to the victims and their families in New York. For the help of the rescue and recovery actions,we raised a donation.When we consulted with your staff members,they told us they were willing to help us to send the good will of our citizens to New York.We thank them very much. I asked Vice Chair Mr. David Buhler to bring back my message to you and the Mayor of New York.So it will be highly appreciated if you work to hand it over to Mayor Giuliani. We wish your good health and prosperity and the great success of the Winter Olympic Games. Sincerely yours, Tadashi Aruga A--., +^ Mayor of Matsumoto MATSUMOTO CITY HALL 3-7 Marunouchi,Matsumoto 390-8620 JPN Tel+81-263-34-3000 Fax+81-263-36-6839 e-mail pi intQcitv.matsumoto.naaano.io October 101''2001 Honorable Mayor Rudolph Giuliani New York City Dear Mayor Giuliani: We got the news of terrorists attack to the World Trade Center and others on the 11th of September with a great shock and anger. That was the most terrible action in the history of human beings that should not be justified by any excuses. Because that had happened just after seeing off the New York Harem Choir who took part in the annual classical music festival directed by Maestro Seiji Ozawa,it was so shocking to us. On behalf of the citizens of Matsumoto City who believe in peace and justice,I would like to express my condolences to the victims and their families in New York We are very much moved by your leadership and citizens' involvement in rescuing operations. We know that it will take a certain period of time but hope:that the injured and the families of victims will overcome this difficult time and New York will be active as it used to be. We raised a donation for the rescue and recovery. We now have a representative from our sister city, Salt Lake City, who is taking part in the 2001 World Mountain Resorts & Gateway Cities Conference in Matsumoto.So we asked Salt Lake City to hand over the donations to you. We do appreciate your hard work of Mayor Giuliani and citizens of New York. Sincerely yours, Tadashi Aruga ef �,� Mayor of Matsumoto City L...a (MEMORANDUM FOR REMITTANCE WITH DECLARATION) i _ - - - - &taz�s (B jK RI;l ENCE-Na)- - tLTIT' IN �0ii 4 ®%t-ogAv1 • 1ivt6tT coprno z- itr.*'fz $T4a -h:ii'Ao ® i ^( ) ❑' /1\-JJ °( .. )_ ::. G.:1, TEl EGGBAPifIC TRANg4t DEMANIT DRilE1 z- (D ,TE), /C - ' iZi I tz it ff 0 o. 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D RAM (SPOT) .-.. ig ft12 it: ' ❑Lgct:174I4l.OWI`I:t0 (❑f 1E4. p*... 1> I`f'1AGD 0'h), f-C h Al i ❑F311#L (CONT)(CONT Na _ ) ❑Itzmiz _-_❑ fJ~ ,❑ - • ... ❑C w :::; - ❑5i•1IL - ❑ :...(' ::? 'c ) ®i &ic l# ti•-_- Lt.:15 t,‘,.E.-E3 .-fik kLI to . (PLEASE MAKE THE REMITTANCE AS SPECIr'IED ABOVE UNDER THE CONDITIONS SET FORTH ON THE.BACK HEREOF), . I- ®fA0AItsafAg ig -Elz :60111M•3 44iz:%zAttoMf4i,114 vAi:#*3#J Ogiti:�+J.J='aoDAh o�lLIta . I/WE HEREBY DECLARE THE REQUIRED ITEMS PURSUANT TO ARTICLE 3 OF THE •`LAW ON REPORTING'REQUIREMENTS ON CROSS BORDER PAYMENTS AND RECEIPTS FOR THE TAX LAW COMPLIANCE' AS ABOVE. r-fEP�! 4.- 41-7'--2-.. t'4, %. .1*75. ' '' . 1 .. : zfa *sAZ$3 ito'ELti€EP (SIGNATURE) � V z'A4,13t E1 -5 (TEL) 'a, - - ''-i fikaai pb-1c -eAfIlL ❑t3 ❑ LtS.to THE HACHIJUNI BANK, LTD. (MEMORANDUM FOR REMITTANCE WITH DECLARATION) 13 . 10. 1 0 . NR t'-4 (BANK REFERENCE Na) 4AS H Igi q,a $(TELEGRAPHIC TRANSFER) ❑rl /J\7J* (DEMAND DRAFT) ❑ (DATE) 0. /O. /D aigi t t` 3 {Ei o)'o. 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W.T C 7 tovt Firsti 1\lcktl0 \ BOA\k f-g$I t:tt{_ (BRANCH NAME OR ADDRESS) R I It e,-c 01,Aat:k 0 Ian s �� corrQflm aleCaucr� Ma“( Z ®$ (COUNTRY) a.t Lake Ck r/ Vt k 8 11 1 i3A �4-0000 4 " � z tt,Iz T !/jv+�4.�*o tt a ❑ROIL (SPOT) i {Ch t1.. &OI D1t<ti7 IXL1ELNIto (ORKE011417etrlf A07i° ) f$h 4ki*A ❑P310., (CONT)(CONT Na ) ❑a AT ❑ EUI E DC z� ❑M-Ikt1a ❑M-J'N ( ) fSli TV,I#I/tE�Ltzb1,\J=.E.i vA Lt o (PLEASE MAKE THE REMITTANCE AS SPECIFIED ABOVE UNDER THE CONDITIONS SET FORTH ON THE BACK HEREOF) FMIM0DAItSX&CAtadZZt`60®M-i1 4ILIAZW 0111:M:1 3igIM3#J ogitiz I)±P,zaDAho ilLtto I/WE HEREBY DECLARE THE REQUIRED ITEMS PURSUANT TO ARTICLE 3 OF THE "LAW ON REPORTING REQUIREMENTS ON CROSS BORDER PAYMENTS AND RECEIPTS FOR THE TAX LAW COMPLIANCE" AS ABOVE. (ADDRESS) 7\ 7 --47 [ 3 11 / { AZZ I t`t3oZ$ EMI � 5c s (TEL) (SIGNATURE) f H' , � 1 4191e g/ii!'g5T(-y--t.7 (1) ❑ L ❑ Ltd 41 E- -1--L-SIVIT T THE HACHIJUNI BANK, LTD. sfi ` r���a G TY� G©RPO"?�1IOI ( OFFICE OF THE CITY COUNCIL November 6,2001 The Honorable Tadashi Aruga Mayor of Matsumoto City Matsumoto City Hall 3-7 Marunouchi,Matsumoto 390-8620 Japan Dear Mayor Aruga, Yesterday,November 5,2001,I delivered Matsumoto's generous contribution,in the form of a check,to the office of New York City Mayor Rudolph Giuliani in the amount of $36,530. I met in Mayor Giuliani's private office at City Hall with one of his top assistants, Mr.Larry Levy. (Mayor Giuliani was out of town having not yet returned from the final game of the baseball World Series the prior evening where the New York Yankees had competed.) I told Mr.Levy of the generosity of the City of Matsumoto,surrounding communities,business and agriculture,and city employees,each of which contributed. At the request of Mayor Giuliani,your contribution was directed to the Twin Towers Fund, where the funds will go to assist the families of New York City firefighters and police officers who were killed in the World Trade Center attack. Mr.Levy,in behalf of Mayor Giuliani,expressed his deep appreciation to you and the people of Matsumoto for this kind act of friendship during this difficult time. I was honored to make this presentation in your behalf. New York City's Hall is located just a few blocks from the World Trade Center site. When I stepped off the subway train near City Hall,I could smell the smoke of the fires that are still burning below the rubble that was the World Trade Center. It will be sometime before New York City recovers from this devastation,but recover they will. Your willingness to help is very much appreciated. I look forward to seeing you in Salt Lake City in February. Sincerely, 7,/1/4 David L.Buhler Vice Chair Salt Lake City Council DLB/ja cc: Mayor Ross C. "Rocky" Anderson City Council Members 451 SOUTH STATE STREET, ROOM 304, SALT LAKE CITY, UTAH B41 1 1 TELEPHONE B0 1-535-7600, FAX: 00 1-535-7651 .... ,•,•• . . . , . . n . '., .'s \ _ _s —_:-..,. . 1 . .44.2 Ili .i. ... . or , • .1 ; , t ropo .... . 4141‘ ,. .,.. ,- ...:.:':: e-- -.-1— _ \ ' '7'---- • From: A. Clotilde Houchon [mailto:houchon@gmail.com] Sent: Monday, March 21, 2011 4:10 PM To: Mayor Cc: Valdez, Joyce; Council Comments; A. Clotilde Houchon Subject: Fwd: City Library-Political Ideologies and Democratic Theories Please take my concerns under immediate consideration. • According to the fifth floor receptionist at the library, I have no means to contact the City Library board via the web or through any email addresses. She has none to provide. Please remedy this lack of transparency. Forwarded message From: A. Clotilde Houchon<a.c.houchon@utah.edu> Date: Mon, Mar 21, 2011 at 1:48 AM Subject: City Library-Political Ideologies and Democratic Theories To: Luke.garrott@slcgov.com Cc: a.c.houchon@utah.edu Hi Luke, I am Clotilde Houchon, a Ph.D. candidate at the U interested in transliteracies. I am also a resident of your district who has a major concern about the City Library. For the record, I live in the Pierpont Lofts, West Pierpont Avenue, across from the Gateway. I am writing to urge you to freeze the contingency funds, some$210,000 dollars, that the director, Beth Elder proposed be freed-up at the Thursday, March 17, 2011 board meeting, which I attended. Ms. Elder suggests that the money be spent on materials and a one-time employee incentive. The notion is that the collection is not yet level with the 15% earmark for material nationwide. That said: 1. I have just read the"Strategic Plan"which is anything but. It must be teased out before further monies are spent in an imprudent fashion. 2. I urge the council to take a serious and immediate look at YOUmedia, a 21st century learning space for teens located at the Harold Washington Library in downtown Chicago. This is at just one example of the ways in which our taxpayer dollars should be spent. eyiktrilitfito . • loosrio a. http://www.pe nfoundation.org/youth-engagement/partnerships/you- media-chicago-public-library.html b. http://youmediachicago.org/ c. http://www.macfound.org/site/apps/nlnet/content3.aspx?c=1kLXJ 8MQKrH&b=6 480257&ct=8657301 3. Listen to Connie Yowell (Director Digital Learning and Education MacArthur) when she points to the real shifts to which we must attend,these are a shift from education to learning; consumption of information to participation and production and significantly from institution to networks. I have very real concern that youth (teens) are not mentioned in the strategic plan. They are dismissed as active participants and positioned as nameless"citizens in waiting"through this omission. I have concerns about the web and negative youth frames. The young men and women of color with whom I work were upset that the first youth of color to comment on the web was framed, in their opinion, as ignorant and silly. I will tell you the same thing I told the library board. I am shocked by the blaring lack of transparency on the part of the board, administrative staff and some employees for that matter. Please forward my concerns to the council at large. When can we to elaborate on these important concerns. Thank you. Veteran library employee quits over public-records flap I The Salt Lake Tribune http://www.sltrib.com/csp/cros/sites/sltrib/pages/printerfriendly.csp?id=51446739 9 ` ; ait �� a :1 11111kle Veteran library employee quits over public- records flap By Derek P.Jensen The Salt Lake Tribune Published: March 16, 2011 07:41 PM Updated: March 17, 2011 11:18AM A 24-year employee of the Salt Lake City Public Library has resigned after what she said was a confrontation with a supervisor upset that she had released a copy of library board minutes to the media. Administrative Secretary Bobbi Bohman,who has served as the public liaison to the Library Board under three different directors,said her boss Mike Beckstead,the library's new associate director of finance and operations,questioned her for complying with a Salt Lake Tribune request for an audio recording of the board's Feb.17 meeting. "I said,'But I'm the contact person.I've been the contact person for 24 years.If people want copies of the minutes or of recordings,which is the law,they can have it within three days.' "He said I was to tell anybody that makes any request like that again,particularly the media,that I would get back to them and I was to tell [Library Director] Beth [Elder] or the communications department and they would take care of it." Bohman says she submitted her resignation immediately afterward. Both Elder and Beckstead declined to respond.Julianne Hancock,the library's new communications manager,said media requests must go through the"appropriate channels,"but noted the library does not discuss personnel issues or the dismissal or resignation of employees. "We have a policy at the library that requires all staff to notify the library director or the community affairs department if they have any inquiries from the media,"Hancock said."She was not reprimanded for providing public information to the media.The request Mike made was that • moving forward,she comply with that policy.After 24 years we regret that Bobbi has decided the Salt Lake Public Library system is no longer a fit 1 of2'� 3/22/2011 4:54 PM Veteran library employee quits over public-records flap I The Salt Lake Tribune http://www.sltrib.com/csp/cros/sites/sltrib/pages/printerfriendly.csp?id=51446739 for her,and we wish her the best." Bohman estimates other library employees are upset about Elder's January staff reorganization but are"so afraid of losing their jobs for speaking out." Three employees and a volunteer publicly criticized Elder and the library overhaul during the Feb. 17 meeting covered by the minutes at issue. The board meets again Thursday at 3:30 p.m.in the fifth floor conference room at the Main Library. ©2011 The Salt Lake Tribune 2 off . 3/22/2011 4:54 PM STRATEGIC PLAN 2009-12 The City Library has chosen six community outcomes to provide a focus for developing services, collections and programs. Along with community partners, staff has developed a rich array of initiatives and experiences to help achieve these goals. F Enjoying Life Ak, t People make time for entertainment to lighten up, enjoy life and unlock creativity. The City Library celebrates creativity and inspiration. The facilities are inviting and fun to explore. Collections include movies to entertain, music to inspire, and books and magazines to learn about the newest trends. Programs encourage family and friends to come together for events, children's paper airplane contests, outdoor concerts, Author's �,,� Y Live events, or tango classes. Experiencing The City Library reminds us we live in a smart, active and creative city. �41 Exploring New Ideas i .-- sr,I;%�' The community openly explores ideas and engages in conversation, i `, ..""'!��•.� ,;r-=gip;, discussion and dialogue, especially about ideas they may i ___ �« •...�...,;;,.,.,q,� never have encountered before. g?t• ,Vim= =��- -�, . � .. Curiosity and engagement are essential to advancing knowledge. � / Lifelong learning results when natural curiosity comes in contact � "� ;; , with a neutral venue where all information can be explored without 'kW 1 / , judgment or bias. The City Library is also the community's urban i i ;y living room, a place where people engage with one another on , ' any topic, from city planning to medical discoveries to world politics. Bridging Divides The community finds ways to bridge the east/west racial, • cultural and socio-economic divide to strengthen our city. Nr Within any community, actual and figurative divides exist. The City z Library can be a catalyst for bridging the divides that inhibit positive per- ceptions and collaboration between eastside and westside neighbor- ; ' , hoods. Rich cultures exist on each side of the freeway and by offering the encouragement to explore new neighborhoods, meet each other, and a share personal stories, views and traditions, Salt Lake City residents can find greater opportunities to advance and celebrate the city's collective { culture. 7 !If Ensuring Early Literacy Every child has an equal chance to succeed. The youngest children a have expansive early literacy and early learning opportunities. The City Library will step up efforts to provide parents and children with the language and literacy foundation children need to be ready to read when they enter kindergarten. A love of books and stories doesn't just add to the richness of one's life, but also builds important reasoning skills, encourages community engagement, and promotes the creativity necessary for the entire society to tackle important issues. � �� � �, • � �,, Accessing Technology Everyone in the community has access to computers and the skills to use them. Using technology is no longer optional. Without access to technology �� and the skills to use it, individuals my be left disconnected from friends, family, work opportunities, news, information, entertainment and much - more. The City Library is already a hub of technology access, providing . computers and internet access for public use. Further efforts will be ► "° made to identify those in the community without access or the needed - " ► level of skills and provide modern technologies, information and courses to keep everyone up-to-date. Creating Local Solutions Everyone shares a sense of responsibility for the future. The community works together to address challenges and generate innovative solutions to create and sustain the best place to live, and then makes it happen. Our focus will be on sustainability �A. and City, State and National urban initiatives. Sustainability requires the attention and hard work of the whole community. The City Library will lead by example, reducing the system's carbon footprint with a number of energy-saving initiatives. As an organization devoted to community building and empowerment, we can help foster the passion in all Salt Lake City residents to make our city as clean, healthy and efficient as possible. 8 [PDF] First Amendment Employment Law Utah's Whistleblower Act& - 1:02am File Format: PDF/Adobe Acrobat- Quick View Utah's. Whistleblower Act. &. Page 2. Page 3. 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',:$"',i-'''''''4'''''' '''' -'cr - ,,.„ „,, ,,, „,,,,,,,,,th.„,....• ,.• ,..,‘„,.:,,„.,t,,,,,!: ,,..„ . • ...• _ ••• •• :,‘ .,„• „,,,,,,..,..„... ..- -44,,,:::., s , .,;,',..f.....',o -.:::-,-- :-„,-',7.,'- .,-=„ --,'- 4. . ,.. ., _ r, QP: . aS za "a3e,: ,"""�"� 0,<<.,, `�_ \„ is i d �w•• , te." � / �&' :�ra`�� ,, � 4 0\a l: , 0 '. '' .' .. \\ , am. .i->x <- ''' ' — ' CL. 3 .„. "�"Jai" .S. \\',.�'".�.. ...\,: ., ..,,,,,... .40 'At \'\ ' 1',.1;;NV.1,:,.!:.:„.: '�\ �,.\�• \ts: `i':ra_ v .,''' '� ,^�,',•7ys':.\'k.:'ii_,5t:• .,\e \ \. \\\ , $u. p\\ ,s,r. F-ate'„': 3:`+'� t'� p REPORT AND RECOMMENDATIONS ON SALT LAKE CITY PUBLIC LIBRARY SYSTEM MANAGEMENT ISSUES Final report,October 5,2010 George Needham,Consultant SUMMARY OF RECOMMENDATIONS 1. To improve efficiency in implementation, reorganize the administrative and management structure of the Library. 2. To remove ambiguity in reporting structures and decision making, update the Employee Manual and the Policy and Procedure Manual to remove references to"participative management." 3. To make it clear that the Library Director has staffing authority, revise the Board Bylaws. 4. To clarify roles and to place institutional attention on the Library's strategy, evolve the Outcome Leads to full-time positions as positions and funding become available. 5. To refresh the leadership of the Library,open all changed positions for application by incumbents and other staff. 6. To infuse the Library with new ideas and to get full credit for the excellent work of the Library, support staff participation in state and national library associations. BACKGROUND In June 2010,the Salt Lake City Board of Directors and Library Director Beth Elder engaged me to consult with the Library"to help ensure that the Salt Lake City Public Library's plans are well aligned with community's needs and expectations and that the Library's resources are effectively mobilized in support of those plans." The motivation for this engagement was to resolve issues between the staff and the Library Director over implementation of the Library's strategy,which had been introduced and approved by the Board approximately one year earlier. Late 2009 and early 2010 had seen considerable dissention within the Library,with the strategy serving as the focal point of this concern. George Needham Report and Recommendations/Salt Lake City Public Library System Page 1 METHODOLOGY Upon the award of the engagement, I began a document review and held several conversations with Library Director Beth Elder. I made the first visit of my engagement on June 30 and July 1,2010. During this visit, I met with Library Board Chair Hugh Gillilan; Library Director Beth Elder;Assistant Directors Deborah Ehrman and Colleen McLaughlin;the Management Team;and the Board of Directors. I also toured the Main Library and visited all five branches of the Library on this visit. Following this visit, I held several phone call meetings with Ms. Elder. I also spoke to retired Library Director Nancy Tessman. I continued to review documents pertaining to the strategic plan and the reactions to the plan, including the recommendations of the expert committees for each of the outcome groups. On August 23,2010, my consulting partner Joan Frye Williams and 1 held a day-long meeting for the Management Team and the Board of Directors.The purpose of this meeting was to focus attention on the work that needed to be accomplished,to identify beliefs and practices that were getting in the way of moving forward,and to try to agree on specific roles and responsibilities for each of the key groups of players involved in the Library's operations. The first two objectives of this meeting were accomplished, but the group remained divided about decision-making roles and lines of authority. After another series of phone calls, I returned for the final visit of my engagement September 8- 10, 2010 and shared both my observations about the Library's current processes and my initial recommendations for moving forward.This visit included a three-hour meeting with the Management Team that closed with general support for the Library's strategy and a commitment to improve communications across all sectors. RECOMMENDATIONS RECOMMENDATION 1 Reorganize the administrative and management structure of the Library. The current structure of the Management Team is too large and unwieldy to be effective.The structure has given rise to a sense—perceived or real—of delayed decision-making, and frequent disagreements over who has the authority to make which decisions. The Management Team is also a heavy overhead burden for the Library. If 30 people are meeting twice a month for an average meeting of four hours,and the average hourly salary and benefits of the people in the room is,for purposes of example only,$35,the annual cost of the Management Team meetings to the Salt Lake City Library is over$100,000.This does not include travel time for branch staff or the opportunity costs of what else these staff members could be doing during this time. George Needham Report and Recommendations/Salt Lake City Public Library System Page 2 I recommend that an Administrative Team of five to six people—the Library Director,the Assistant Directors, and the Associate Directors—be created.This team will have the general authority to carry out the instructions and tone set by the Board of Directors, under the Library Director's guidance.This includes decisions about the highest level of concerns for the Library, including the annual budget,staff deployment, creation of new systemwide library services,selection and development of new locations, approval of systemwide grants and other funding opportunities, and similar areas that affect the entire Library system. In this structure,the Assistant Directors will each supervise a group of Managers who report directly to them.The Assistant Directors,with input and advice from their Managers,would hold decision making authority about systemwide programming,collection management and development, special events,and other,shorter term goals and objectives of the Library within the budget and directions set by the Administrative Team.The Outcome Leads should also be represented in the meetings of the Managers with the Assistant Directors,to coordinate the day-to-day work of the system with the outcomes described in the strategy. To build trust and to ensure success,the Administrative Team should provide the Managers with a clear understanding of the overall strategy of the Library,the budget within which each unit and committee must work, and the metrics by which each Manager will have his or her work evaluated. The Assistant Managers will, in turn,work closely with their Managers to ensure proper communication flow,from the front line staff,through the Managers and Assistant Managers,to the Assistant Directors and the Library Director.The cascading nature of accountability is described more fully in Recommendation 4. I recommend that the entire supervisory team, (Library Director,Assistant and Associate Directors, Managers and Assistant Managers) meet quarterly for informational and problem-solving sessions. I also recommend that,at least every other year,this Team meet offsite for at least a full working day to review strategy and confer on direction. RECOMMENDATION 2 Update the Employee Manual and the Policy and Procedures to remove references to"participative management." The term "participative management"appears several times in the Employee Handbook and the Policy and Procedure manual.The term is frequently invoked,and underlies the culture of the organization. However,this term is not consistently understood or applied, and has resulted in uncertain lines of authority. "Participative management" has resulted in a snarl of decision making,or, more accurately, decision implementation. In extensive discussion with the Management Team and other leaders in the Library, it was clear that there was no consistent understanding of this term. George Needham Report and Recommendations/Salt Lake City Public Library System Page 3 As part of this process, I recommend removing all references to"participative management" in the Employee Handbook and the Policy and Procedure Manual. I further recommend condensing the 12-page"Administration"chapter of the Policy and Procedure Manual, deleting nearly all the sections of this chapter,as they either contradict or duplicate the Employee Handbook and/or the Board of Directors Bylaws. I recommend retaining the section on the Government Records Access and Management Act. I recommend replacing the concept of"participative management"with "collaborative design," as described in Appendix 2. These revisions should be carried out as quickly as possible by the Director and the Assistant Directors,and submitted to the Board for approval. RECOMMENDATION 3 Revise the Board Bylaws to make it clear that the Library Director has staffing authority. I recommend rewriting Article VI,Section 2,of the Board Bylaws to make it clear that the Library Director has the authority to appoint, promote,discipline,and dismiss staff,with such decisions reported monthly to the Board.The Board should also consider establishing an Executive Committee to field issues between meetings and to manage the evaluation of the Library Director. RECOMMENDATION 4 Evolve the Outcome Leads to full-time positions as positions and funding become available. Holding responsibility for the completion of one of the major Outcomes of the system is not a task to be taken lightly, nor one that should be diluted by other day-to-day responsibilities. I recommend that the position of Outcome Lead evolve into a regular,full-time job within the Library system. These positions should be seen as stretch assignments for individuals who want to learn more about the system and who want to make themselves eligible for Manager or higher level positions within the system. Under this construct,the Outcome Leads would be responsible for designing the techniques through which the strategy will be implemented.They would submit their implementation plans for review and consideration by the Assistant Directors and the Managers who report to them. Using the consensus process described in Appendix 2,the Assistant Directors and Managers would approve the final plans. There is cascading accountability in this construct.The Managers would be responsible for implementing those designs,and would be accountable to the Assistant Directors for this George Needham Report and Recommendations/Salt Lake City Public Library System Page 4 implementation.The Assistant Directors, in turn,are accountable to the Library Director.The Library Director is accountable to the Board,which approved the strategy in the first place. For this to work,the Library must provide training in library outcome measurement for Outcome Leads and Managers,to remove any obstacles to success. RECOMMENDATION 5 Open all changed positions for application by incumbents and other staff. As management job responsibilities change,and as Outcome Lead evolves into a full-time position, it is reasonable to re-open these newly refocused jobs,and to have the incumbents re-apply for those jobs in which they are interested.The successful candidates should bring enthusiasm, appropriate talents,commitment to the larger goals of the organization,and proven skills to their new positions. Some Managers will apply to continue in the jobs they currently hold. Others may take advantage of this opportunity to try a different leadership position, or to return to a line staff position. Still others may find that this new administrative structure is not what they prefer, and will move on. This is a natural part of the change process,and while it may be uncomfortable,especially in a system where so many staff have come up through the ranks together, it is necessary to create new ways of thinking and operating. RECOMMENDATION 6 Support staff participation in state and national library associations. The staff of the Salt Lake City Public Library are rightly proud of the work they have done.At the same time, as noted above, many staff have come up through the ranks, earning their library degrees online or through distance programs while working for the Library, but having little or no experience in other systems. The Library should encourage active participation by its staff,especially its newer professional staff, in the Utah Library Association,the Public Library Association, and/or the American Library Association. (The Urban Libraries Council is a similar participation opportunity for trustees,the Library Director,and top administrators.) Such encouragement should include release time for annual conferences,stronger support for the escalating costs of participation,and a requirement that staff who attend such conferences on the Library's tab report back to staff on what they have learned and seen. Participation in these state and national organizations will have two immediate benefits for the Library. First, having staff actively involved in these groups gives them the opportunity to spread the word about the jewels that are this city and this Library.This would expand the job pool when openings George Needham Report and Recommendations/Salt Lake City Public Library System Page 5 arise, and leverage the 2006"Library of the Year" award while it continues to be relevant. Second,the exposure to new ideas and fresh practices in conference programs,through service on committees or task forces,or in hallway conversations at various events,will be salubrious for the Library. Such participation would expand the techniques available to staff for delivering excellent customer service; help the Library stay current with best and fresh practices; refresh the staff's perspective;and challenge assumptions. SUGGESTION Take a fresh look at the role of LEO in Library administration. This does not rise to the level of a recommendation, but I would strongly suggest that the Library Administrative Team and the LEO Executive Council take a fresh look at LEO's role in administrative processes. It seems to me that LEO is in an ambiguous position:its officials serve in the grievance procedure, attend Board meetings,attend management retreats, and perform many other roles. LEO has no official standing, as an association or corporation.This could open LEO officers to personal liability,such as a wrongful termination suit if a grievance procedure leads to such action. Given that all staff are, by definition, members of LEO, Managers may end up leading that group. The President of LEO this year,for example, is invited to attend all Management Team meetings. A Manager could find himself or herself deciding a grievance process involving a peer.As a result, LEO could be perceived as a management-dominated organization that limits employee options. My suggestion would be that the Library review its grievance procedures and consider adopting one that emulates the procedure followed by the City Council office. CONCLUSION The Salt Lake City Public Library is a strong institution with great popular support and stable funding.The staff is dedicated and experienced.The strategy, rooted in community needs and aspirations, is forward-looking and progressive.With the implementation of the recommendations set out here,the Library will be in an excellent position to claim its role as one of the leading urban public libraries in the United States. George Needham Report and Recommendations/Salt Lake City Public Library System Page 6 Appendix 1 ROLES AND RESPONSIBILITIES This is a summary of my presentation on September 9 about the roles and responsibilities of each of the major institutional players in the future of the Salt Lake City Public Library. THE CITY • Political structure must be part of any considerations. • The City Council holds the power to approve the budget;this is a key role which has not been properly appreciated in the controversies of past months. • Utah Code also has provision for merger of library systems (9-7-410,9-7-510). THE BOARD • Utah Code, 9-7-404. Board powers and duties: "The board shall • (a) maintain and care for the library • (b) establish policies for its operations • Utah Code,9-7-405. Rules--Use of library. "The library board of directors shall make, amend, and repeal rules, not inconsistent with law,for the governing of the library." • Utah Public Library Trustee Manual: • "...the eyes and ears of the community" • "...bring the citizens' perspective to board business" • "Nose in, hands off."William Crowe,former chair of the OCLC Board of Trustees. In other words, the Board can express its interest in anything the Library is doing, but it only acts as a group, not individually, and it does not manage day-to-day operations. • Relations between individual trustees and staff members should be marked by discretion and cordiality. THE DIRECTOR • Utah Code,9-7-407. Librarian and other personnel. "The library board of directors shall appoint a competent person as librarian to have immediate charge of the library with those duties and compensation for services that it determines.The librarian shall act as the executive officer for the library board." George Needham Report and Recommendations/Salt Lake City Public Library System Page 7 • Utah Public Library Trustee Manual, 2010. (The Board will) "appoint a Library Director and decide what he/she will do and how much money he/she will be paid;the library director is the executive officer for your board and will manage the day-to-day operations of the library." • The Board's interface with the Library and the Library staff is through the Library Director. • The Library Director is responsible for ensuring that the right people are in the right positions to move the strategy forward,and to ensure that all staff have the tools and skills they need to make the Library successful. THE ASSISTANT/ASSOCIATE DIRECTORS • Could be responsible for one or more major areas of library operation • Or could be specialists in certain areas (HR,Technical Services, Finance, IT) • Essential that the Assistant and Associate Directors get the input they need to make decisions or recommendations from the people who report to them • Essential that they have the authority to act • Influence and control over the delivery of service • Primary responsibility for the user's experience • Primary responsibility for day-to-day operations THE MANAGERS • Represent administration positively to one's unit • Guiding staff to do their jobs well, providing useful feedback, and evaluating their performance • Implement projects • Meeting metrics • Managers do not free lance.They do not go to the Board or to individual trustees or to City Council when they don't like a policy or a procedure.They bring their concerns to their immediate manager or to the Assistant Directors or to the Director. • Utah's Whistleblower law protects employees if they report a violation of law. But if an employee is unhappy with a direction,or doesn't like or can't agree with a decision that's been made by the Board or the Library Director,that's not a legal basis on which to bypass the chain of authority within the Library. • Once a decision has been made, it is the obligation of the managers to represent that decision to his or her unit positively and to implement it. George Needham Report and Recommendations/Salt Lake City Public Library System Page 8 Appendix 2 CONSENSUS AND COLLABORATION During the August 23rd session with the Board of Directors and the Management Team,Joan Frye Williams and I introduced a definition of consensus,and a way of looking at decision making in the context of principles,outcomes and techniques. In my final session with the Management Team on September 9,Assistant Director Deborah Ehrman suggested the term "collaboration"as a replacement term, noting that this carries the implication that one collaborates in the complete process. Instead of"participative management," I believe that the new cultural norm should be "collaborative design."This reinforces the concept that every employee has the opportunity and the responsibility to participate in the design of how the Library functions, but it does not carry the implication of management. Collaborative design allows all staff to provide their best ideas and suggestions,to be heard openly and honestly,and to get feedback on what decisions were reached and how those decisions were made.The process can be seen as a common agreement to a four-step consensus process: 1.)The process is fair. 2.)The decision-making criteria are understood. 3.) I had the opportunity for my voice to be heard. 4.) Even if the direction chosen may not be what I would have selected, I will support it in my communications and in my actions. George Needham Report and Recommendations/Salt Lake City Public Library System Page 9 Appendix 3 PROFESSIONALISM In the September 9 meeting,we discussed what it means to be a professional.There was considerable discussion, but the four points I introduced as key were: • Accountability • Curiosity • Integrity • Commitment to continuous improvement In this construct,accountability requires one to be accountable for one's actions as a professional.This means that the individual provides one's best professional judgment to assessing a situation,and then provides input to one's supervisors and colleagues in a forthright, honest, but generous way.And, as noted in the consensus discussion in Appendix 1,once a decision or direction is decided upon,the professional supports the decision with his or her words and actions.This means that a Manager conveys messages from administration to his or her staff without spin or rancor,without assessing motives or doubting sincerity. Curiosity includes the desire to know more about changes or advances in library practice in other communities, in research about one's field of specialty, and in technology. Curiosity can be manifested by participation in professional forums such as library associations, by attending continuing education programs, or by writing for professional journals or blogs. It can also mean participating in benchmarking,to compare the Library with comparable libraries of similar size, budget,demographics, etc.,to improve service and understand other options. Integrity is the basic ethic by which we work. Integrity means being honest and forthright with one's employer and with one's staff. It also means that a professional does not speak ill of the institution in which one works to outside parties. Discussion and dissension must be kept within the staff. Anonymous attacks and criticism are unbecoming any professional. Integrity also includes recognizing the importance of other professions in the operation of a modern library. If we wish to have the MLS degree recognized and respected by other professionals,we need to carry the same spirit for professionals in human resources,finance, technology, and communications. A commitment to continuous improvement means that a professional is never satisfied with the status quo.A professional always looks for ways to make processes and procedures more effective for the end user,for ways to improve the performance of the library.The professional accepts that suggested change is not an indictment or a repudiation of his or her body of work, but is part of the evolution of libraries over time. A good maxim for professionals is the Q-TIP rule: "Quit Taking It Personally!" George Needham Report and Recommendations/Salt Lake City Public Library System Page 10 Appendix 4 CABINET OR SENATE? The question of the role of the Management Team was shaped at one point as, "Is the Management Team more similar to the Senate,or to the Cabinet?" Senators are free agents.They are elected by the voters of their states to represent the interests of their states.They negotiate and collaborate with other legislators, but they are their own bosses. They caucus,they run hearings and investigations,they introduce and vote on legislation, but they are not involved in the implementation of the votes they take. Cabinet members are appointed by the President(with the advice and consent of the Senate), and are expected to carry out the initiatives and the policies the President directs. The management team has to function as the body that carries out the vision and the direction of the Library Board and Director. Senators deliberate and they legislate, but they don't actually implement anything. Cabinet members run the agencies that actually carry out the directions. For these reasons, I strongly believe that managers within the Library need to behave more like cabinet members. George Needham Report and Recommendations/Salt Lake City Public Library System Page 11 • March 22, 2011 Name: E d`1_41- 7 4' Ve` Address: J 2/ lid , e A_ i1 1/0 /J-v City: S Z C, Zip: tf/IC Mayor Ralph Becker City County Building 451 South State Salt Lake City, Utah 84111 Re: Administrative "No Fee Waiver" Policy For Public Records Requests Dear Mayor Becker, I'm writing to express my opposition to your "no fee waiver" policy for public records requests, and request that you renounce and abolish this unlawful policy immediately. Your "no fee waiver" policy for public records requests conflicts with City ordinances and current State laws. More specifically, your "no fee waiver policy" conflicts with Salt Lake City Code §2.64.130(C)(1-3), which states: The city may fulfill a request, without charge, if it determines that: 1. Releasing the record primarily benefits the public rather than a person; 2. The person requesting the record is the subject of the record, or an individual specified in subsection 2.64.050E of this chapter or its successor; 3. The rights of persons requesting the records are directly implicated by the information in the record, and the requester is impecunious. Furthermore, your "no fee waiver" policy for public records requests conflicts with Utah's Government Records Access and Management Act, Utah Code §63G-2- 203(4)(a-c), which states: A governmental entity may fulfill a record request without charge and is encouraged to do so when it determines that: (a) releasing the record primarily benefits the public rather than a person; (b) the individual requesting the record is the subject of the record, or an individual specified in Subsection 63G-2-202(1) or (2); or (c) the requester's legal rights are directly implicated by the information in the record, and the requester is impecunious. Finally, your "no fee waiver" policy for public records requests infringes upon the public's constitutional right to access information concerning the conduct of the people's business as identified by Utah legislature when it adopted the GRAMA (see legislative intent, Utah Code §63G-2-102(1)(a)). I am angered by your continued support and implementation of this unlawful policy, which was first adopted by Mayor Rocky Anderson in November 2005. Given your past membership and leadership position in the Utah legislature, previous training as an attorney, and public statements declaring your commitment to transparent and open government, I find your "no fee waiver" policy to be an underhanded assault on democracy and the public's right to know how the people's business is being managed. I think your "no fee waiver" policy regarding public records requests is contemptible and deplorable. With the recent public uprising and backlash over passage of HB 477, I urge you to reconsider your continued support for and implementation of the "no fee waiver" policy for public records requests, and recommend that you renounce and abolish this unlawful policy immediately. Sincerely, C.� • GREAT SALT Great Salt Lakekeeper P.O. Box 522220 LA K E K E E PE R Salt Lake City,Utah 84152 Ph: (801)485-2550 Clean Water Is A Community Solution www.greatsaltlakekeeper.org March 22, 2011 Mayor Ralph Becker City County Building 451 South State Salt Lake City, Utah 84111 Re: Administrative "No Fee Waiver" Policy For Public Records Requests Dear Mayor Becker, I'm writing on behalf of our constituents to express my organization's opposition to your "no fee waiver" policy for public records requests, and request that you renounce and abolish this unlawful policy immediately. Your "no fee waiver" policy for public records requests conflicts with City ordinances and current State laws. More specifically, your "no fee waiver policy" conflicts with Salt Lake City Code §2.64.130(C)(1-3), which states: The city may fulfill a request, without charge, if it determines that: 1. Releasing the record primarily benefits the public rather than a person; 2. The person requesting the record is the subject of the record, or an individual specified in subsection 2.64.050B of this chapter or its successor; 3. The rights of persons requesting the records are directly implicated by the information in the record, and the requester is impecunious. Furthermore, your "no fee waiver" policy for public records requests conflicts with Utah's Government Records Access and Management Act, Utah Code §63G-2- 203(4)(a-c), which states: A governmental entity may fulfill a record request without charge and is encouraged to do so when it determines that: (a) releasing the record primarily benefits the public rather than a person; (b) the individual requesting the record is the subject of the record, or an individual specified in Subsection 63G-2-202(1) or (2); or (c) the requester's legal rights are directly implicated by the information in the record, and the requester is impecunious. Finally, your "no fee waiver" policy for public records requests infringes upon the public's constitutional right to access information concerning the conduct of the people's business as identified by Utah legislature when it adopted the GRAMA (see legislative intent, Utah Code §63G-2-102(1)(a)). Fee waivers are fundamental to public records requests, especially for media outlets and public interest groups such as ours. To adopt a "no fee waiver policy" for all records requests undermines the process for gathering and dissemination of public information, and creates a potential financial barrier for accessing public information. Our constituents are angered by your continued support and implementation of this unlawful policy, which was first adopted by Mayor Rocky Anderson in November 2005. Given your past membership and leadership position in the Utah legislature, previous training as an attorney, and public statements declaring your commitment to transparent and open government, we find your "no fee waiver" policy to be an underhanded assault on democracy and the public's right to know how the people's business is being managed. We think your "no fee waiver" policy regarding public records requests is contemptible and deplorable. With the recent public uprising and backlash over passage of HB 477, we urge you to reconsider your continued support for and implementation of the "no fee waiver" policy for public records requests, and recommend that you renounce and abolish this unlawful policy immediately. Sincerely, ?e. Jeff Salt, Executive Director