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05/09/1989 - Minutes ?71 MINUTES: Committee of the Whole Tuesday, May 9, 1989 7:00 - 10:00 p.m. City Council Conference Room City & County Building, 325 451 South State Street In Attendance: Florence Bittner, Wayne Horrocks, Sydney Fonnesbeck, Alan Hardman, Tom Godfrey, Roselyn Kirk, Willie Staler, Cindy Gust-Jenson, Christine Richman, Mayor Palmer DePaulis, Mike Zuhl, Lee King, Linda Hamilton, Scott Bond, Cam Caldwell, Karen Suzuki-Hashimoto, Ken Cowley, Steven Oliver, Kathie Marshall, Neil Buttars, Stephanie Loker, Rosemary Davis, Kim Anderson, Kathy Schaeffer, Larry Failner, Sgt. Larry Thorum, Press 1. Cam Caldwell, Council Budget Analyst, reviewed the proposed Fiscal Year 1989-90 Street Lighting Special Revenue Fund budget with the Council. He indicated that basically, the budget is a no-growth budget supported by special assessments to the users. Council Member Bittner indicated that residents in her district had been told in the past that there is insufficient funds for the addition of new street lights to the area. Mr. Caldwell stated that the general fund does subsidize 25% of the special revenue fund, and as a result the impact on the general fund by new lights must be assessed prior to installation. The City Council voted 7-0 in favor of the staff recommendation to approve the special assessment fund budget. 2. Ken Cowley, Acting Director of Administrative Services, presented the Department's requested Fiscal Year 1989-90 budget to the City Council. Mr. Cowley indicated that the Department had identified $220,000 in cost savings in the budget, but said these cost savings were offset by service level increases required to maintain the newly restored City & County Building and to pay for the municipal election in November. Steve Oliver, Director. of Support Services, indicated that his staff will increase to care for the City & County Building and to respond to needs such as picture hanging and furniture moving. Mr. Oliver stated that his travel budget has increased as well to include a seminar on how to care for historic buildings. Mr. Cowley stated that the net increase in the Administrative Services Department budget is $201,000 and .7 FTE. Lee King, Council Budget Analyst/Auditor, indicated that the major issue facing the Administrative Services Department is the possibility of a City-wide election for the referendum on the Olympics. Mr. King indicated that if it becomes necessary to hold a City-wide election instead of the currently planned for four district election, the cost will increase by $31,000. Karen Suzuki-Hashimoto, newly appointed Director of Administrative Services, stated that the problem with budgeting for the City-wide election at this point is that the Administration is currently negotiating with the State to get them to pay for the $31,000 increase. The City Council conducted a straw poll on the staff recommendations concerning the Administrative Services Department budget. The Council voted 7-0 in favor of recommendation number one: That the Council increase the Administrative Services elections budget by $30,000 to pay for the statewide Olympics referendum, and increase the Administrative Services revenue projections by $30,000 to reflect a payment from the State Elections official. The City Council voted 7-0 in favor of recommendation number two: That the Council approve the Administrative Services budget. Council Member Hardman asked for how many buildings the City's maintenance personnel are responsible. Mr. Oliver indicated that their are 5 buildings for which the support services division oversees maintenance and janitorial services. Mr. Oliver indicated that currently the janitorial services on the City & County Building are part of the general contractors responsibility but that the contract will be put to bid by the City some time in late May or early June. Mr. Oliver indicated that the City takes low-bid on janitorial services. Council Member Hardman asked if there would be any cost savings in bidding the janitorial contracts for all five buildings at once, thereby getting a "group rate". Larry Failner, Procurement Officer, stated that by keeping the contracts on a building by building basis the City is able to use small operators who can assess their own staffing capabilities. If the City bid all five buildings together, only the large conglomerates could muster enough available staffing to bid on all five at once. Council Member Bittner asked if a report on the issue of consolidated contracting was almost ready for presentation to the Council. Linda Hamilton, Director of Finance, stated that the issue of consolidated contracting will be addressed during the Finance Department's budget presentation. 3. The City Council reviewed program allocations for 15th Year Community Development Block Grant Funds. Council Member Horrocks indicated that he would like the RDA housing rehabilitation program funding increased. Council Member Bittner asked about funding for. the Urban Homesteading program. Rosemary Davis, Director of Capital Planning, indicated that Urban Homesteading programs are funded through other federal programs. Council Member Hardman proposed that the $150,000 allocation for the CDC be eliminated and the RDA housing rehabilitation program allocation be increased by $50,000 to $700,000, the request for SLACC staffing be funded at $50,000 and $50,000 be allocated to the contingency fund pending start up of the SLACC office who would then oversee the CDC program as well. Council Member Godfrey questioned the wisdom of funding the CDC through SLACC as the word he is getting from members of SLACC is that they do not want responsibility for the CDC at this time. Council Member Godfrey stated that his impression is the members of SLACC are supporting ASSIST in their efforts to start up a CDC, and that before he allocates money to an entity for a program, he would like to hear a unified voice from the directors of the entity. Council Member Hardman stated that he would not want to force SLACC to take on the CDC, but it is his impression that they are interested. Council Member. Fonnesbeck said that appointing SLACC to head the CDC doesn't conform to her experience of CDC operations. She indicated that although CDCs are neighborhood oriented with neighborhood advisory boards, a successful CDC requires the participation of highly trained professionals at the very beginning: attorneys, bankers, etc. Council Member Bittner disagreed stating that the CDCs she had experienced all began through neighborhood organizations. Council Member. Godfrey observed that the model for CDCs is not with neighborhood groups, but with professional organizations dedicated to neighborhood causes. Council Member Hardman stated that he does not want the neighborhoods left out of the CDC process. Council Member Godfrey indicated that the NHS program can be used as an example of how a CDC works: they have a highly professional staff which is independent of the neighborhood, although they utilize the neighborhood to help them organize and coordinate the project. Kim Anderson, Chair of the Community Development Advisory Committee, stated that SLACC had discussed the possibility of directing the CDC. If the CDC were funded through SLACC, they would set up a board of directors for the CDC which would have neighborhood advocates and professionals. Council Member Godfrey observed that he is receiving mixed messages in relation to SLACC and the CDC. Mr. Anderson indicated that the feeling of SLACC is that they would not want to take on the CDC if it would prevent the board from pursuing its neighborhood advocacy role. They would need money for both a director of SLACC and a director of the CDC. Council Member Godfrey indicated that it was his experience with NHS that a national model was used in setting up the program. Council Member Bittner observed that the model to which Council Member Godfrey is referring was developed by a volunteer neighborhood organization. Council Member Godfrey expressed concern that even if SLACC is selected as an incubator for the CDC, two thirds of the funding has been allocated to other. areas. Council. Member Hardman stated that the original funding request included $50,000 for staff, and $100,000 as seed money for the revolving loan program. He indicated that by delaying the hiring of the CDC staff until. the SLACC staff was established, that reduced the need for seed money and reduced staffing costs by approximately six months, allowing the City to fully fund the revolving loan program in the next fiscal year when the CDC would be better prepared to begin. Cindy Gust-Jenson, Council Executive Director, indicated that the Councill staff had been told that part of the savings gained through allowing ASSIST to incubate the program is that they had agreed to donate office space, and office equipment and materials to the start up of the CDC thereby achieving cost savings. Council Member Hardman observed that cost savings could be achieved by housing the SLACC staff and the CDC staff together. Council Member Horrocks asked if the housing task force had made any recommendations concerning a CDC. Council Member Godfrey indicated that the housing conference only stated that a CDC needed to be established. They had refrained from identifying an agency pending an assessment of what niche a CDC should fill. Ms. Davis indicated that the Administration recommends a task force be established to look at what niche should be filled, and by extension which agency could oversee a CDC best to fill that niche. Council Member Hardman stated in his opinion the best organizations are neighborhood councils. Council Member Godfrey observed that Council Member Hardman is zeroing in on neighborhood organizations when there are innumerable agencies which could oversee the program. He stated that the CDC must be independent in order to fi.1l a need which is not currently being met. Council Member Godfrey suggested that, if Council Member Hardman really believes in the CDC concept, that the full $150,000 be placed in contingency pending the findings of the task force. Council Member Horrocks asked how the NHS organization had evolved in Salt Lake City. Council Member Godfrey stated that NHS had developed as a concept on a City-wide basis, and then the target neighborhood had been identified and the neighborhood organization involved. Council Member Horrocks asked why SLACC couldn't appoint professionals to help them develop the CDC. Council Member Fonnesbeck indicated her preference would be to have a task force investigate all of the options for a start organizations, including the possibility of SLACC and then recommending the one they thought could best fulfill the City's needs. Council Member Godfrey observed that the task force may very well agree with Council Member Hardman and find that SLACC is the best agency for the CDC. Council Member Hardman stated that he would go along with the task force concept if they did find that SLACC would be the best. Mr. Anderson observed that there is already the beginning of a task force which could look into the CDC issue, the R/UDAT housing committee which would only need the addition of a banker to make its complement of neighborhood people and professionals complete. Mr.. Anderson stated that SLACC wouldn't be opposed to having ASSIST act as the start-up agency and then turn the program over. to SLACC. Council Member. Bittner suggested that SLACC be named as the CDC incubator but utilize the resources of ASSIST to help them. She would like to see SLACC act as the CDC start-up agency because the CDC process would strengthen and reinforce the neighborhood organizations. Council Member Hardman observed that ASSIST only submitted the CDC proposal because no other agency stepped in to take the lead. Council Member Stoler observed that the Sugar House Chamber of Commerce had discussed a CDC as well to aid economic development in their business district. Mr. Anderson expressed concern over funding a CDC program for SLACC when they hadn't submitted a request for review by CDAC. Council Member Fonnesbeck observed that the CDC would have the capability of addressing housing needs throughout the City and asked if SLACC had geographic representation. Council Member Kirk stated that her neighborhoods have no representatives on SLACC. Council Member Stoler asked if there were any additional changes to the housing component of CDBG that Council Members would like to discuss. Council Member Horrocks stated that he would like to propose that funding for the Security Lock program be removed from NHS and funded through the City's Crime Prevention Unit. He indicated that his motivation for proposing this change is due to a lack of quality workmanship he has observed under the NHS program. Council Member Fonnesbeck asked if it is possible to fund a different provider with out going through the bid process the way the City had done when NHS was selected. Council Member Godfrey asked why the Security Lock Program was taken away from Crime Prevention in the first place. Council Member Horrocks stated that the removal of the lock program from crime prevention was a political decision which was not based upon the quality of the work done by the unit. Council Member. Godfrey stated that to his recollection, there was a problem with the administration of the lock program through the City's Crime Prevention Unit. Council Member Horrocks disagreed stating that it was the move was politically motivated and involved him directly. Council Member Bittner suggested that program funding be approved but the providing agency be selected through a bid process. Council Member Fonnesbeck asked if HUD requirements outline a bid schedule for such programs. Stephanie Loker, Capital Programming Analyst, indicated that HUD does not have regulations pertaining to the rebidding of programs, so the City is free to open the program for bids whenever they deem it necessary. Ms. Davis stated that there were some problems with the administration of the NHS security lock program, both in accounting and workmanship areas. She stated that her section had conducted an audit of the NHS program, identified the problem, and NHS is now functioning according to suggested changes in the audit. Council Member Godfrey asked what impact moving the security lock program from NHS to Crime Prevention would have on the NHS administration. Kathy Schaeffer, Director of NHS, stated that the problems Council Member Horrocks is referring to began approximately 1 1/2 years ago. She indicated that the policies and procedures necessary to fix the program had been implemented. She stated that NHS is now doing a good job, and if the program is rebid they would submit a bid. Council Member Stoler asked if there were any additional housing issues the Council would like to discuss. Council Member Fonnesbeck stated that she had heard from Stephen Goldsmith, Director of Artspace, concerning his funding request. She indicated that Mr. Goldsmith was worried that the Council may perceive that his operation is not efficient because of Capital Planning staff comments concerning the most efficient use of housing funds. Ms. Loker stated that Artspace is an efficient operation, but that housing funds can be more efficiently used in rehabbing existing housing units rather than converting warehouses to housing units. A copy of a letter from Stephen Goldsmith was distributed to the Council. Council Member Stoler asked if the Council Members had any concerns over proposed street improvement funding. Council Member Bittner asked what $9,000 would fund for the Guadalupe/Jackson ditch cover. Ms. Loker stated that the $9,000 would finalize the design and would fund the start up costs of implementing an SID for the actual construction of the ditch cover. Council Member Bittner asked if the City had explored means other than CDBG funding to get the northern entrance to the City cleaned up. Council Member Godfrey suggested the City fund the clean up through the general fund budget since the offending property is mostly City-owned. Council Member Hardman asked if the Capital Planning staff had approached the School Board about helping pay for the redesign and construction of 5th South between 700 and 900 East. Ms. Loker stated that in the past the School Board has not participated in street reconstruction but that if. the Council would like staff to approach the School District they would do so. Council Member Stoler reminded the Members of the Council that staff will need their. proposed CDBG motions by Thursday at 5:00 so that they can be sent home in Council Member packets. 4. Council Member Godfrey indicated that he wanted to discuss the possibility of Council Members travelling to Des Moines for the submission of the bid. Money is available in the Council Office budget to fund Council Member trips. He stated that it was his impression that the organizers of the Olympics Committee really wanted to encourage those individuals who had worked hard on the bid package to attend the Des Moines activities. He observed that the Council Members had not actively participated and therefore did not merit attending. He stated that his opinion was that the invitation to the Council Members was simply a courtesy and that the organizers really don't care if the Council attends. Council. Member. Bittner stated that Tom Welch, Chair of the Organizing Committee, had told her that he felt it was important that the Council Members attend the meetings in Des Moines. Council Member Horrocks observed that it will be the Salt Lake City Winter Games, and that if the organizers want Salt Lake City to pay for the needed improvements, the Council Members had better be more than window dressing. Mike Zuhl, Chief of Staff, stated that it would not be fair to state that the organizing committee is ambivalent about the participation of the Council Members. He stated that the 'organizing committee strongly encourages the attendance of the Council. Mr. Zuhl indicated that, personally, he feels that it is important that the Council be in attendance. Council Member Fonnesbeck observed that during all of the previous visits from USOC representatives the Council Members had never been officially recognized or introduced. She stated that the Council had not been given a significant role to date, and did not perceive that they would be given a significant role in Des Moines. Council Member Horrocks stated that he feels that it is important that the Council prove their support through attendance in Des Moines. W. . "Wil ie" o er, Chair ATTEST: Cit Rec r. Street Lighting Special Revenue Fund Council Staff Report Prepared by Cam Caldwell Overview The Street Lighting Special Revenue Fund, found on Page 20 of your budget book, has been known as the Street Lighting Special Assessment Fund in the past. This fund is used to account for the installation and operation of street lights in special districts. The cost of these lights and their electricity is paid by the City and by property owners. There are three super-districts and many smaller lighting districts. Revenues In FY 88-89 assessment revenue totalled $308,007, or 8.2% less than was budgeted in last year's budget document. This year the budgeted total is $308,007. The budgeted General Fund transfer last year was $115,000, but only $102,668 was needed. The current year transfer is $102,668, a reduction of 10.7%. The appropriation from fund balance should be viewed as a net figure, and will be addressed as part of the Expenditure discussion. Expenditures Budgeted expenditures for FY 89-90 include Electricity costs (which have inadvertently been labelled "Personal Services") of $234, 190. This is a 3.3% decrease from the current year and reflects the anticipated reduction in the Utah Power and Light rates. Lease payments to the Municipal Building Authority for Street Lighting are budgeted at $135,000, an 8.0% increase over the current fiscal year. The net transfer to Fund Balance this year is $41 ,485. In FY 88-89 the net transfer to Fund Balance was budgeted at $43,599, but the projected actual for FY 88-89 is expected to be $41 ,485. Council staff will continue to follow-up with the Administration to obtain additional information about this fund prior to Tuesday night. Staff Recommendation 1) Approve the Street Lighting Special Revenue Fund Budget in the amount of $434, 162. ADMINISTRATIVE SERVICES GENERAL FUND BUDGET EXECUTIVE SUMMARY Prepared by Lee King * The General Fund Budget for Administrative Services is $3, 197,482. Staff is recommending that this be increased by $30,000 to pay for the statewide Olympics referendum in November 1989 in those districts not scheduled for municipal elections. * Major changes from the current budget include $57,000 to pay for municipal elections in districts 1 ,3,5, and 7. There are significant increases in maintenance, utility, parking, and security costs associated with the move back into the City & County Building. * Travel and training costs are increasing by $3,469 to pay for additional training of personnel in facilities maintenance requirements. • * Service level changes are scheduled in Facilities Services due to an overall net decrease in personnel at midyear. Impound Lot hours will change and one position eliminated. The City's membership in Public Technology Inc. has been cancelled. ADMINISTRATIVE SERVICES GENERAL FUND Material Changes in Budget Totals The General Fund portion of the Administrative Services budget is $3, 197,482. This is $201 ,000 or a 7% increase over the current budget . This request includes the Office of the Director, Animal Control , Recorder, Impound Lot, and Support Services. Budget requests for Information Management Services and Fleet have already been reviewed. Those dollar figures have been stripped out of the totals discussed in this review. Two major factors account for the increase in this budget. First is the requirement to hold municipal elections in November. The projected cost for holding municipal elections in Districts 1 ,3,5, and 7 is $57,414. Not addressed in this request is funding to cover the City's costs of a statewide referendum on the question of hosting the 1998 Winter Olympics. The cost of counting the ballots can be absorbed in the districts already scheduled to hold a municipal election. However, districts 2,4, and 6 are not scheduled to hold a municipal election. Additional expenses would be in the range of $30,000. At the time this report was prepared, the Lieutenant Governor's office indicated that they were addressing the funding for the election by special appropriation at the State level. It is not clear whether they intend to assume funding responsibilities for those districts in Salt Lake City not scheduled to hold elections. The second major change is the return to the City and County Building. Increased maintenance, utilities, and security costs and funding to pay for parking rental for City employees account for the proposed increases in the Support Services budget. There is a new requirement to provide building security during the hours of 4:30 P.M. to 8:30 A.M. on weekdays and 24 hours on weekends and holidays. The contract for this service is $45,000. Janitorial Maintenance Contracts for the building will increase by $90,000. The Parking contracts are $20,000. These costs will be offset by a corresponding reduction of $20,000 in the Mayor 's office for the current contract at the CFS Building. Other costs such as utilities, electrical supplies, etc. , increase incrementally. The total cost for the City County Building is $365,000. Travel and Training is projected to increase by $3,469 from $12,968 to $16,437. Included as part of the department 's documentation is an explanation of the base travel budget and the proposed increases. Service Level Changes There will be no service level changes in the Office of the Director, City Recorder, or Animal Control. However, Animal Control will increase slightly the number of part time hours that Animal License Inspectors will be available. There will be a service level increase in Support Services for the first six months of the year with the addition of one Building Equipment Operator. This gain will be offset in February 1990 when a Building Maintenance Supervisor (323) retires and the position is eliminated. The responsibilities of that position will be redistributed to existing staff. Overall, there may be a decrease in responsiveness to maintenance requirements. Two additional positions will be upgraded to support electrical and cooling/refrigeration requirements in the City County Building. There will be a decrease in support provided by the Impound Lot. Operational hours will be reduced from a 24 hr per day operation to 8 A.M. to 6 P.M. The Impound Lot will be open 1 1/2 hours longer than the cashiers office in the Police Department where impound fees are paid. The change in operating hours allows for the elimination of one Impound Lot Attendant for a savings of $19,265. The public will not be able to retrieve vehicles outside of the posted hours. Based on past experience, the department does not anticipate any problems with these changes. Impounded vehicles will still be secured in the impound lot by fleet wrecker operators after hours. The City's membership in Public Technology, Inc. will be cancelled for a savings of $6,500. This is a network that members use to query other members about technological and management advances in municipal operations. In some, but not all cases, it duplicates services provided by LOGIN. There will be a negative impact t.o user departments. However, some of the impact can be mitigated by an increased use of LOGIN. STAFFING CHANGES Overall there is an increase of .30 FTE in the General Fund portion of Administrative Services as reflected in the staffing document. This will change in February 1990 to an overall decrease of .7 FTE with the retirement and elimination of 1 full time position. The changes include: Elimination of one Impound Lot Attendant Elimination of the Building Maintenance Supervisor (Feb. 90) Addition of one Building Equipment Operator Increase of .07 in PT hours of Animal License Inspector Increase of .23 in PT hours in the Impound Lot STAFF RECOMMENDATIONS 1 . Decrease the General Fund Contingency by $30,000 and increase the • Administrative Services Elections budget by $30,000 to pay for the statewide Olympics referendum in November 1989 in those districts not scheduled for a municipal election. 2. Approve the General Fund budget of Administrative Services in the amount of $3,227,482. This amount assumes the approval of staff recommendation number one above. 3. The City Recorder continue to work with State Elections officials to resolve the issue of who pays for the statewide referendum on the Olympics . The Administration should stress that this is a State responsibility and not the City's. AM12aJ Wit M. N1 ADMINISTRATIVE SERVICES DEPARTMENT RODGER P. NEVE 72 EAST 400 SOUTH, SUITE 100 PALMER A. DEPAULIS DIRECTOR MAYOR SALT LAKE CITY, UTAH 84111 535-6131 April 28, 1989 City Council Third Floor 324 South State Street Salt Lake City, Utah 84111 Dear Council Members Administrative Services will be entering this next fiscal year with a very tight budget. Although our budget has increased due to increased demands for service, we have actually cut $221 , 000 out of the budget. These cuts allow us to provide for the maintenance and operation of the City and County Building, and for the administration of the Municipal Election (costing a total of $422,000 ) while only increasing our budget $201 , 000. This year, we have been able to make these cuts without cutting service levels in Animal Control or the City Recorder' s Office. We did have to cut the Impound Lot hours and eliminate one Impound Lot Attendant. Support Services will lose the Building Maintenance Supervisor Position in February. This and other cuts will sightly increase response times and decrease service. However, operating efficiencies have mitigated the effects of the cuts in Support Services. The City will have to cancel its membership in Public Technology, Inc. , effectively moving the City out of the network for technological advances in city administration. We know this will again be a very tight budget year and we are doing everything in our power in submitting this austere budget. Sincerely, Pnov'e- Rodger P. Neve, Di ector Administrative Services SUMMARY OF HOW SERVICE LEVELS WILL DIFFER FROM CURRENT YEAR Increases There are two major increases in service levels - Elections and City and County Building Operation and Maintenance. 1. In fiscal year 1989-90, elections will_ be held in Council Districts 1, 3, 5, and 7. The City Recorder' s Office will administer these elections at a cost of $57, 000. 2. The return to the City and County Building will mean an increase in the demand for services from Support Services. In order to meet this demand, Support Services will add one Building Equipment Operator, upgrade two positions ( one from Electrician to Master Electrician and one from Refrigeration Specialist to Refrigeration and Control Specialist ) , and increase expenditures in utilities, janitorial services, elevator contracts, and supplies. Support Services will also pay for parking rental for the City employees working in the building, and for security in the building. The total cost of these services is $365, 000. Decrease Impound lot hours will be reduced to 9 a.m. to 6 p.m. Citizens will not be able to retrieve vehicles outside of these hours. The hours correspond to the hours the cashiers office in the Police Department is open and citizens are able to pay their fines to retrieve their vehicles. This will cause the elimination of one Impound Lot Attendant. The City' s membership in Public Technology, Inc. will be cancelled. The City will no longer be able to use PTI ' s services nor participate in its information network. PROPOSED STAFFING CHANGES Administrative Services will eliminate one Impound Lot Attendant and the Building Maintenance Supervisor position after the incumbent retires. Administrative Services will add one Building Equipment Operator and upgrade one Electrician to Master Electrician and one Refrigeration Specialist to Refrigeration and Controls Specialist. These changes are required to operate and maintain the City and County Building. POSSIBLE NEW REVENUES Salt Lake County will pay 19% of the cost of operation for the City and County Building. This will show as new revenue. One other possible revenue would be to implement a fee for the euthanasia of animals by Animal Control. Using a fee of $5. 00, the City would realize $1, 000 to $2, 000 of new revenue. MAJOR POLICY ISSUES Maintenance of City Buildings The continued maintenance of City Buildings is extremely important in avoiding major repair costs. This is strongly illustrated in our request for the City and County Building maintenance. This building is a showcase for the City, but could become an embarrassment if not maintained correctly. Impound Lot We have determined that, in order to operate more efficiently, the Impound Lot should reduce its operating hours to 9 a.m. to 6 p.m. We have found that the majority of persons retrieving impounded vehicles, retrieve vehicles during this time, and it is not cost effective to remain open outside of these hours . Our change to an in-house towing program has allowed us to continue to impound vehicles even though no attendant is on duty at the lot. Bulk Purchase of Natural Gas Support Services has begun purchasing natural gas directly from wholesale suppliers instead of from Mountain Fuel. This will save the City $25,000 a year. EXPLANATION OF PROPOSED LINE ITEM EXPENDITURES CHARGES AND SERVICES BUDGET INCREASE REQUEST <DECREASE> 2397 DEAD ANIMAL DISPOSAL 400 0 This account is used for paying Public Works for trash removal at the Animal Shelter. 2341 OFFICE EQUIPMENT MC'S 5, 020 <1, 655> This is maintenance of office equipment such as typewriters, copy machines, microfilming equipment and dictaphone equipment. 2346 JANITORIAL MAINTENANCE CONTRACTS 171, 926 107, 926 This pays for the janitorial service at the City and County Building, the Circuit Court Building, and the Public Safety Building. This object code will increase in order to pay for maintenance at the City and County Building. 2347 BUILDING MAINTENANCE CONTRACTS 26, 972 <38, 828> This object code is to pay for elevator maintenance contracts and repairs to the Animal Shelter. It decreases because the County will be paying directly for elevator maintenance in the jail and the MHJ. 2351 OFFICE EQUIPMENT MAINTENANCE 600 <500> This is for minor maintenance on small office equipment without maintenance contracts. 2352.02 COMMUNICATION EQUIPMENT MC'S 300 0 This is used to pay for maintenance on the City' s emergency communication equipment. 2371 PRINTING PUBLIC NOTICE 38, 500 <4, 500> This represents printing public notices for both public records and the election. There was no election held during the current year, so the actual decrease is $7, 500. 2395 TOWING SERVICE 31,000 31, 000 To cover secondary and backup towing, and towing during hours not covered by Fleet Management. 2395.01 FLEET MANAGEMENT TOWING 64, 500 <42, 982> To pay Fleet Management for use of in- house towing program. 2396 WASTE DISPOSAL 4, 680 <9 , 320> To pay Public Works for waste disposal at the MHJ Complex, the City and County Building, and the Public Safety Building. 2399 OTHER CONTRACTUAL SERVICES 3, 300 <2, 300> To pay for miscellaneous, one time services performed under contract. 2506 TELEPHONE LEASE EXPENSE 25, 837 752 This pays the cost of the telephone usage. 2512 BUILDING RENTALS 18, 280 <3, 023> This amount covers the lease of storage space in the basement of 324 South State for inactive record storage and drawer rental space we have secured from Perpetual Storage, the granite vault in Little Cottonwood Canyon, and rental in connection with the election. The decrease is due to the Office of the Director moving into the City and County Building, and is offset by and increase to pay for rental in connection with the election. 2513 EQUIPMENT RENTAL 3, 450 3, 000 This account is used to pay Peck Alarm for the alarm system at the Animal Shelter and rental charges on building maintenance equipment not owned by the City. 2513.03 OTHER OFFICE EQUIPMENT 200 0 This account is maintained to rent equipment to clean the carpets and sand shelter floors as floors in the kennels which are painted annually. 2521 MEALS 885 0 This line item covers the cost of meals as required by union contract. 2522 MEMBERSHIPS 2, 400 <6, 255> This line covers memberships in professional organizations for the City and Administrative Services' departments. The decrease is due to the cancellation of the PTI membership for the City. 2524 MILEAGE 300 0 This object code reimburses employees for mileage driven in private vehicles. 2527 AUTO ALLOWANCE 3, 600 0 Covers the cost of the Auto Allowance for the Department Director. 2566 ELECTORAL JUDGES 14, 300 14, 300 To pay for electoral judges involved in the municipal election. 2590 OTHER EXPENSES 3, 500 0 This object code covers items not covered other object codes such as special animal control equipment, collars, leashes, and ID tags for Senior Citizens programs. Cost of mobile phone for night duty officer now that city wide channel is not being utilized. 2999 INTRADEPARTMENTAL CHARGES <123,000> <3, 000> This is used to allocate postage costs from our postage meter to the user departments. The decrease represents an increase in postage use by the City. EXPLANATION OF TRAVEL AND TRAINING EXPENDITURES DESCRIPTION PERSON LENGTH AMOUNT IIMC INTERNATIONAL CONFERENCE Kathryn Marshall 5 days $2, 806 Lynda Domino ARMA NATIONAL CONFERENCE Doc Kivett 5 days $1, 543 IIMC REGIONAL CONFERENCE Lynda Domino 3 days $ 688 UTAH MUNICIPAL CLERKS CONFERENCE Kathryn Marshall 4 days $ 946 Lynda Domino ARMA SPRING SEMINAR Doc Kivett 2 days $ 190 Lynda Domino MAYOR'S MANAGEMENT CONFERENCE Kathryn Marshall 1 day $ 120 Doc Kivett Lynda Domino NATOA NATIONAL CONFERENCE Richard Rutledge 5 days $1, 000 ICMA CONFERENCE Department 4 days $1, 500 Director AM/FM SYMPOSIUM Department 3 days $1, 100 Director ANIMAL CONTROL CONFERENCE Lou Lynnes 3 days $ 700 PNEUMATIC CONTROL SEMINAR Refrigeration 4 days $ 500 Specialist ASSOCIATION OF PRESERVATION Luther Shoell 7 days $1, 700 TECHNOLOGIES ASSOCIATION OF PHYSICAL PLANT Stephen Oliver 5 days $1, 600 CENTRIFUGAL CHILLER Walt Pierce 2 days $ 200 OPTIMIZATION SEMINAR BOILER OPTIMIZATION SEMINAR Stephen Oliver 2 days $ 700 MISCELLANEOUS IN-CITY WORKSHOPS Staff $1, 174 AND SEMINARS TOTAL $16, 476 EXPLANATION OF TRAVEL AND TRAINING INCREASE ITEM COST Support Services ASSOCIATION OF PRESERVATION TECHNOLOGIES. To $1, 700 attend- conference on wL+bh- historic, restored - buildings. Will assure proper maintenance techniques are used at the City and County building so that the structure doesn't deteriorate to its prior dilapidated condition. PNEUMATIC CONTROL SEMINAR. To learn HVAC^s�y tem $500 repair and maintenance. We will save many times the tuition cost in avoided outside contractual services. CENTRIFUGAL CHILLER OPTIMIZATION SEMINAR. To $200 learn to optimization and maintenance of the new centrifugal chiller. BOILER OPTIMIZATION SEMINAR. To learn $700* optimization of boiler operations. Animal Control EDUCATIONAL TRAINING SUPPLIES. Supplies used by $163 the Humane Education Officer in making presentations to the public. STRESS MANAGEMENT WORKSHOPS. Allows two more $206 Officers to attend stress management workshops. TOTAL $3,469 * $200 of this cost will be covered by the base budget. • OFFICE OF THE CITY`.COUNCIL CITY AND COUNTY BUILDING - 451 SOUTH STATE STREET. SUITE 304 SALT LAKE CITY. UTAH 84111 535-7600 May 5, 1989 MEMORANDUM TO: COUNCIL MEMBERS m FROM: CINDY GUST-JENSON JS RE: CDBG INFORMATION Attached for your convenience is an additional copy of the CDBG funding recommendations. We have circled those items which were brought up in Committee of the Whole and/or which Council Members have indicated they would like to discuss further. Also attached is other information you have requested, including: 1. A summary of the housing-related items and some background on why CDAC made the choices 'they did. Ed Snow prepared this information, based upon a meeting with Kim Anderson, CDAC Chair, and Stephanie Loker. 2. A listing of how the $145,000 in Community Affairs administration funding is allocated. 3. An additional copy of the information you were given by the Mayor on • the CDC concept. We also want to make you aware of the following: 1 . On the CDC concept, you'll see that the Mayor is recommending that you allocate the funds , but not designate a provider at this time. Under the proposal, the provider would be determined after a task force has reviewed alternatives and made a recommendation to the Mayor and Council. 2. The Redevelopment Agency staff has indicated that they will propose in their budget $35,000 to pay a portion of the Downtown Planning Strategies item, which is listed on Page 15 as item 2. This would leave an $30,000 to be funded by CDBG. 3. We have requested that SLACC provide for you on Tuesday more detailed information about how they would propose to allocate the $60,000 they have requested for staffing and office space. If you would like the staff to gather other information in advance of Tuesday's meeting, please let us know. s. OFFICE OF THE CITY COUNCIL CITY AND COUNTY BUILDING 451 SOUTH STATE STREET, SUITE 304 SALT LAKE CITY, UTAH 84111 May 8, 1989 535-7600 MEMO FROM: ED SNOW TO: CITY COUNCIL MEMBERS RE: MAYOR'S AND CDAC'S PRIORITIES AND PHILOSOPHIES BEHIND PROPOSED ALLOCATIONS OF CDBG MONIES FOR HOUSING ACTIVITIES The Mayor and the CDAC were in basic agreement over the programs which they • thought should receive CDBG funds. When there were disagreements over the levels of funding, they were usually minor. Two major disagreements surfaced. In the case of the funding of Artspace, the Mayor proposed zero funding and CDAC $80,000. The mayor's office reasoned Artspace could secure funding from other sources, while CDAC viewed CDBG money as an important leverage which has helped Artspace secure matching funds in years past. Over the question of funding the loan payment for Section 108 and the Canterbury Apartments, CDAC opposed any funding because they oppose directing CDBG funds to bail out a non-profit entity which the City established. As you are aware, the funds were needed for the loan repayment in order to salvage the program and protect the City's credit rating. Both CDAC and the Mayor's office have made housing a top priority because of the severe housing problems which directly threaten the City's tax base and prospects for future economic development. There is great concern over the City's declining population base and deteriorating housing stock. There is a consensus among the Mayor 's staff and CDAC representatives that the City needs a 24 hour population and that housing, especially in Central City, needs to be rejuvenated. The CDAC representatives indicated that, in order to stem the exodus to the suburbs and outlying areas of the City, different levels of housing needs have to be addressed. For example , the main reason why there is unified support for the establishment of a Community Development Corporation is the perception that there is not enough assistance for lower income people who want to make their homes livable or to simply save them from the wrecker's ball. PAGE TWO The basic objectives of the CDAC and the Mayor's office are: (1) stabilize housing; (2) rehabilitate vacant housing and get it back into housing stock; (3) when rehabilitation is not possible, remove housing; (4) assist the elderly who are not able to make major or even minor repairs on their homes; (5) target the various income levels (lowest class, middle lower class and upper lower class) with specific programs; and (6) target assistance to minorities. The CDAC and Mayor's office maintain that funding for each proposed program can be thoroughly justified by the basic objectives listed above. If you would like more detail on any of the programs recommended, please let me know and I will be glad to get it for you. • • • COMMUNITY AFFAIRS CMG FUNDS 1988-89 Budget summary 3 staff - half salaries & benefits - $31,540 staff members perform staff functions for SLACC & community councils - prepare & mail 4,000 agendas monthly - prepare flyers for special neighborhood events - organize park dedications & special events - plan & staff annual Neighborhood Conference - attend community council & SLACC muctings - arrange quarterly meetings with mayor - staff Neighborhood Self-Help Grant Committee - prepare & distribute bimonthly newsletter - prepare & distribute community calendar • - organize monthly training for community leaders - prepare & distribute notices of public hearings - staff SLACC Budget Committee - maintain files on SLACC & community councils re: bylaws & articles of incorporation Operating & Maintenance expenses $ 6,794 stationery supplies for SLACC & community councils postage for mailings photographic supplies for special events copier supplies & maintenance Charges & Services $ 6,718 In city conventions & workshops Travel for SLACC officers to national conference Building & equipment rental Printing costs for agendas & flyers • . TOTAL CDBG FUNDS $45,052 COMMUNITY AFFAIRS CDBG FUNDS 1987-88 Budget summary 3 staff - half salaries & benefits $25,000 Operating & Maintenance expenses $ 7,650 Charges & Services $12,185 'IC7IAL CDBG FUNDS - $44,835 SIKVTCTS PROVIDED TO CCMMUNTTY COUNCILS & SLACC 1. Print and mail monthly agendas (over 4,000 each month) 2. Hold monthly training workshops for neighborhood & SLACC leadership 3. Assist in publicizing and organizing special issue community meetings 4. Arrange quarterly meetings between Mayor and community council chairs to - discuss issues which are important to neighborhoods 5. Hold annual'Neighborhood Conference 6. Distribute information on public hearings and community meetings 7. Provide meeting-space 8. Provide office equipment for copying, typing and printing for SLACC and . community council use- 9. Assist council chairs with getting government representatives to attend neighborhood meetings 10.. Produce and distribute bi-monthly newsletter with information for neighborhoods 11. Administer Neighborhood Self-Help Grant program for community improvement projects 12. Technical advice on bylaws and articles of incorporation 13. Send SLACC officers to national neighborhood conference 14. Cover expenses for incorporation 15. Attend monthly SLACC meetings with information on city projects 16. Inform SLACC and community council chairs of issues being considered • by the City Council 17. Coordinate monthly SLACC meetings as requested 18. Provide information and referral on all community issues 19. Maintain a current map of community council boundaries 20. Maintain files on bylaws, articles of incorporation and history of SLACC and community councils 21. Handle requests for city services from community council chairs & SLACC 22. Staff SLACC Budget Committee AN INITIATIVE TO FORM A COMMUNITY DEVELOPMENT CORPORATION IN SALT LAKE CITY Concept: The Community Development Corporation (CDC) concept is based on the premise (and proven experience) that often the most creative and effective mechanisms for community change arise out of latent human resources within neighborhoods . Developing this - potential by involving government as a catalyst to promote and assist CDCs began in the 1950s and 1960s . Some cities have scores of them. Even Denver, our nearest urban neighbor has twenty-two. . Salt Lake City has one: Neighborhood Housing Service. CDCs are usually non-profit orginizations (although they can be subsidiaries of for-profit organizations such as a lending institution) which generally have full-time paid professional staff and a board of directors to set policy and define objectives . They are supported by volunteers who work within the . neighborhood or community to cultivate essential political, financial, technical and manpower reserves. While they may not be financially independent of government funding initially, they strive to be, or at least not be wholly dependent on government, by deriving income from investments in the community and seeking contributions from private trusts and foundations . Their missions are diverse and wide-ranging but always they are looking for solutions to problems that concern the people who support them. Most often, housing and neighborhood conditions are their principal targets, but small business interests and economic development may also be on their agenda. The CDC role: CDCs are in large part partnership-forming and coordinating entities . They function to effectively direct available resources toward problem solution. Unlike government agencies, they are owned, operated, and managed by the special interests who promote them. They are task-specific oriented and exist only to meet their objectives . While they may use government funding, and often form alliances with governmental bodies to accomplish their goals, they also have access to private capital . City agencies such as housing authorities and redevelopment agencies do not, and can not function as CDCs (even though they may be an important partner in finding the solution to a particular problem) because they are usually too broadly focused, their leadership is from "top down" rather that "bottom up" , and they do not have access to non-profit funding or the capacity to coordinate volunteer manpower resources . In recent years, as the federal government has sought to withdraw direct intervention in community affairs (especially commitments for funding) , the feds have become more interested in the CDC concept. There is every indication that CDCs and other non- profit organizations will be asked to assume increasing roles and be offered greater financial incentives to do so in the foreseeable future. • A Salt Lake City CDC initiative: Anyone familiar with the CDC concept will generally agree that there are community issues in Salt Lake City that would be appropriately addressed by a CDC. (Perhaps two reasons why CDCs have not evolved more spontaneously in Salt Lake City, is because of the neighborhood organization function provided by LDS Church "wards" , and because the City has some very effective community council. While these serve as a forum for "origination" , neither provide the direct intervention role of a CDC. They are not "implementation" oriented to the point where they seek specific means to assure results . ) And certainly some of these needs are being appropriately covered by Nieghborhood Housing Service, ASSIST, and other action oriented organizations . But there are other critical problems such as housing preservation, infill housing, and reversing the population out-migration trend that do not fall within existing program descriptions or boundaries that need attention. Currently there is also enough public and political interest related to city housing problems that a well orchestrated effort to improve conditions could be expected to find support. And recently, several opportunities to take a pro-active role to' save some threatened housing may have been missed because there was no apparent community based champion with adequate resources to take the lead or assume direct responsibility. There are also many economic development opportunities that are not nurtured because there are no advocates and few resources to provide assistance. While it would not be appropriate for the City to operate a CDC, the formation process will depend on local government support. The use of public funds to hire a director or manager is almost mandatory. The primary responsibility of that individual initially, will be to develop a broad-based financial portfolio from which to make projects "happen" . Public funding for administrative purposes will be needed for several years until other sources become dependable. The nature and extent of CDC community involvement will be determined first, by the purpose for which it is formed, and second, by the priorities developed through the board of directors . The process of defining the specific mission of the CDC is also an important function which will need political support to provide credibility. Political leadership may also be needed to start the organizing process . Unless a CDC arises spontaneously from the community or neighborhood, the concept will probably need a push from someone who recognizes the value of its potential contribution to the community to give it a start. Proposal : An application has been submitted requesting 15th Year CDBG monies for CDC start-up funding. The application was submitted by ASSIST for lack of an independent CDC sponsor and the concept has met with favorable CDBG review thus far in the process . It now needs to be taken to another "test" level by giving it some community exposure. It is proposed that the Mayor • appoint a Housing Task Force with a specific charge of looking at the range of community housing needs that my be accommodated within the context of a CDC. The Task Force could consist of 5 or 6 individuals drawn from the community with expertise and interest in housing problems , finance, neighborhoods, and other related issues . Their immediate task would be to make an investigation, and report within three months as to the need for a CDC and the housing problems it may be expected to address . No money would need to be committed from the CDBG fund until or- unless there was a demonstrated CDC potential. SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 1 CDBG 15TH YEAR (1989-90) PROJECT TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG M Amount Yr CDAC MAYOR COUNCIL • 0001 HOUSING 00 Redevelopment To bring housing units in CD -15 $1,000,000 $700,000 $650,000 Housing Rehab eligible areas up to code. $700,000-14 $803,000-13 $824,000-12 0002 HOUSING 0002 ASSIST - Emergency To provide grants to income -15 $240,000 $240,000 $240,000 Home Repair & Com. eligible people for urgently $200,000-14 Design Assistance needed home repairs. $200,000-13 $192,500-12 0003 HOUSING 00 3 NHS Revolving Loan To rehab houses, commercial -15 $140,000 $110,000 $90,000 -H- 3 5 le___ Fund properties, and problem $75,000-14 properties in the NHS West- $90,000-13 side target area. $90,000-12 0004 HOUSING 0004 NHS Security Lock To provide dead bolt locks and -15 , $47,000 $47,000 $30,000 Services other'security measures for $30,000-14 income eligible residents. $33,000-13 ' $33,000-12 0005 HOUSING 0005 BHS Operation Paint To provide technical assist- -15 $55,000 $55,000 $40,000 Brush ance & paint for low-income $35,000-14 home owners. $39,000-13 $39,000-12 0006 HOUSING 0006 BHS Cleaning & To improve deteriorated vacant -15 $20,000 $20,000 $20,000 Securing properties by boarding, trim- $20,000-14 ming vegetation, demolishing - unsafe accessory bldgs. Lien - placed on property. - 0007 HOUSING 0007 BHS Boarded/At Risk Repair and maintenance of , -15 $200,000 $100,000 $75,000 Building Assistance housing and other structures - Program in CDBG target areas. - 0008 HOUSING 0008 Non Profit Bldg. Construction and remodeling -15 $21,000 $0 $0 Permit Fund fees for non profit housing - assistance programs benefiting - low income residents. NOT - ELIGIBLE per HUD. - SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 2 CDBG 15TH YEAR (1989-90) PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED ****************** LOG NUM Amount Yr CDAC MAYOR COUNCIL 0009 HOUSING 0009 Neighborhood To fund 1/3 of an attorney to -15 $13,500 $13,500 $7,000 Attorney Program file civil suits against $5,000-14 property owners who have $9,000-13 abandoned and deteriorated - properties. - 0010 HOUSING 0010 Low-Income Housing Maintenance & repairs for -15 $36,300 $20,000 $13,000 Maintenance - CSC elderly and handicapped people - who are income eligible. - 0011 HOUSING 0011 Mixed Use Housing/ 4500 Sq. Ft. of vacant ware- -15 $88,000 $88,000 $0 Artspace house space into additional $100,000-11 low-moderate income housing $225,000-08 within the Artspace Pierpont Project. - 0012 HOUSING 001 Community To develop a non-profit -15 $150,000 $150,000 $150,000 Development Corp. housing program & provide - funding to initiate programs - to meet current housing needs. - 0013 HOUSING 0013 Section 108 loan To pay back the $1.825 million -15 $300,000 $0 $300,000 Canterbury Apts. Sec. 108 Loan obtained for - acquisition of the Canterbury - Apts. located at 1357 North - Morton Drive. $300,000 per - year for 6 years incl. park. - TOTALS FOR CLASS $2,310,800 $1,543,500 $1,615,000 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 3 CDBG 15TH YEAR (1989-90) . PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED ****************** LOG NUM Amount Yr COAC MAYOR COUNCIL 0001 BLOCK REDESIGN 0001 Markea Ave. Design Planning for improvements in- -15 $10,000 $0 $0 250 So., 800 E. cluding curb, gutter, and - sidewalk. - 0002 BLOCK REDESIGN 0002 West Court Design Same as above. -15 $10,000 $0 $0 835 E., 300 So. - • 0003 BLOCK REDESIGN 0003 Laker Court Design Same as above. -15 $10,000 $0 $0 820 E., 300 So. - 0004 BLOCK REDESIGN 0004 Reeves Terrace Same as above. -15 $7,500 $0 $0 Design - 760 E., 340 So. - 0005 BLOCK REDESIGN 0005 Linden Ave. Design Same as above. -15 $7,500 $0 $0 800 E., 340 So. - 0006 BLOCK REDESIGN 0006 Pennsylvania/Iowa To construct street & drain- -15 $263,000 $0 $0 Place Const. age improvements. $10,000-13 0007 BLOCK REDESIGN 0007 Chase Ave. Design Planning. -15 $10,000 $0 $0 200-300 South & - 1000-1100 East - 0008 BLOCK REDESIGN . - • . • 0008 Menlo Ave. Design Planning. -15 $10,000 $0 $0 840 E., 200 So. - 0009 BLOCK REDESIGN 0009 Argyle - Edmonds To construct planned street -15 $146,000 $0 $85,000 Construction improvements. -12 300 No., 640 N. - TOTALS FOR CLASS $474,000 $85,000 SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 4 CDBG 15T11 YEAR (1989-90) PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 STREETS 0001 1000 W.(N-S Temple) To construct street improve- -15 $60,000 $0 $60,000 Design & Construct ments to consist of curb & - Euclid Area gutter, sidewalk replacement - and pavement tie in. - 0002 STREETS 0002 W. Cap Hill Street Improvements to consist of -15 $350,000 $0 $0 Improvements street pavement, curb and gut- - 700 and 800 No. ter on the south side of 800 - No. and both sides of 700 No., - '300 to 400 West. - 0003 STREETS 0003 East Central Streets To construct improvements in- -15 $525,000 $0 $480,000 500 So., 700-900 E. cluding curb, gutter & $525,000-14' - • reducing street crown. 0004 STREETS 0004 Median Island Rehab To inventory and assess condi- -15 $370,000 $0 $25,000 Design & Const. tion of all medians, then - 600 E., 600-900 So. prepare implementation plan. - 0005 STREETS 0005 Learned Ave. Improv. Construct imp. to include -15 $90,000 $0 $0 Citizens Congress pavement, sidewalk, curb & - gutter & storm drain pipe. - 0006 STREETS 0006 100 So. Curb, gutter, sidewalk, -15 $45,000 $0 $0 (750-1000 W.) Design drainage design. - Citizens Congress - 0007 STREETS • 0007 100 So. Construction of above. -15 $720,000 $0 $0 (750-1000 W.) Const. - Citizens Congress - 0008 STREETS 0008 600 N. Improvements Imp. to include curb, gutter, -15 $100,000 $0 $0 No. of 500 No. drainage system & covering for - Citizens Congress hazardous open ditch. - 0009 STREETS 0009 Future CD Eligible Funding for planning & design -15 $50,000 $0 $15,000 Streets - Design of eligible streets/block - redesigns to be constructed in - future. - SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 5 CDBG 15TH YEAR (1989-90) PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0010 STREETS 0010 Denver St. Improve- To design curb & gutter East -15 $100,000 $0 $5,000 ments side & 30% of West side. - 440 E., 500-600 So. - 0011 STREETS 0011 Edison St. Improve- Curb, gutter & sidewalk -15 $100,000 $0 $0 ments Improvements. • - 800 - 900 So. - 0012 STREETS 0012 Learned Ave & 100 To design curb, gutter & -15 $30,000 $0 $0 So. Design drainage improvements. - Engineering - • 0013 STREETS 0013 Lake St Design Design of street imp. to in- -15 $8,000 $0 $8,000 800-900 So. clude pavement, sidewalk & - curb & gutter. - 0014 STREETS 0014 Roberts & Warnock Construction of imp. to in- -15 $35,000 $35,000 $35,000 2400 So., 500 East clude curb & gutter and street - pavement tie-ins. - TOTALS FOR CLASS $2,583,000 $35,000 $628,000 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 6 CDBG 15TH YEAR (1989-90) • PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 SIDEWALKS 0001 Target Area Replace- Replacement of cracked & dis- -15 $200,000 $350,000 $200,000 ment placed sidewalk-100% CD funded $200,000-14 in target areas & other CD $200,000-13 V eligible areas. - TOTALS FOR CLASS $200,000 $350,000 $200,000 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 7 CDBG 15T11 YEAR (1989-90) • PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED ****************** LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 STORM DRAINAGE 0001 Guadlupe/Jackson Installation of drainage sys. -15 $150,000 $0 $0 Neighborhood Drain- from 500 No. & 600 N. to I-15. - , age System - 0002 STORM DRAINAGE 0002 Guadalupe/Jackson Covering for open ditch (500 -15 $150,000 $9,000 $9,000 Ditch Covering W., 200-530 No.) - • 0003 STORM DRAINAGE 0003 N.E. Central Storm Eonstruct storm drainage imp. -15 $380,000 $250,000 $250,000 Drain to decrease existing flood - So. Temple, M to 0 problems in N.E. central area. - TOTALS FOR CLASS $680,000 $259,000 $259.000 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 8 CDBG 15TH YEAR (1989-90) PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr COAC MAYOR COUNCIL 0001 PARKS 0001 Jordan Park Irriga- Install automatic sprinkler -15 $95,000 $95,000 $95,000 tion system in Jordan Park. $20,000-14 900 W., 1000 So. $300,000-12 $18,000-11 $50,000-10 0002 PARKS 0002 Jordan Park-Restroom Reconstruct So. restroom & re- -15 $90,000 $0 $0 construct new roof on existing - picnic shelter. - 0003 PARKS 0003 Reservoir Park Replace dangerous playground -15 $90,000 $0 $0 Playground/automatic & define sand area to reduce $90,000-12 irrigation maintenance costs. Automatic - irrigation system for more - effective use of water. - 0004 PARKS 0004 Fairmont Park Imp.- To design & renovate restrooms -15 $123,000 $123,000 $10,000 install automatic irrigation $200,000-10 systems, new playground & $10,000-09 artesion well in So.E. corner $155,000-06 of park. - 0005 PARKS 0005 Jackson Park Make landscape imp. around ex- -15 $15,500 $0 $0 Tennis Courts/Land- isting tennis courts. - scape Improvements - 0006 PARKS 0006 Poplar Grove Park Automatic irrigation system. -15 $73,000 $73,000 $73,000 Irrigation Phase II $100,000-13 1050 W., 800 SO. - 0007 PARKS 0007 Athletic Park- Continuation of current proj. -15 $50,000 $0 $50,000 Phase II Sidewalk replacement on East $90,000-14 side of pk., playground, and $10,000-13 trees on North side of park & - buffer, & tree planting on - West. - 0008 PARKS 0008 Urban Forestry Mgmt. To assess, trim, replant, & -15 $50,000 $60,000 $50,000 spray diseased or infested $50,000-14 trees in CD target areas. $50,000-13 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 9 • CDBG 15TH YEAR (1989-90) . PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0009 PARKS 0009 Glendale Mini-Park To acquire land for a neigh- -15 $131,500 $0 $0 WS Comm. Council borhood park, plan & develop - Craig Standing park - 1239 Glendale Dr. - 0010 PARKS 0010 Westside Neighbor- Plan for park in Glendale -15 $5,000 $0 $0 hood Park Design area. - 0011 PARKS , 0 1 Warm Springs North Clean up the North gateway -15 $20,000 ' $20,000 $0 Clean-up Cap. Hill into the City. - 0012 0012 Nibley Neighborhood To acquire land and create -15 $100,000 $8,000 $0 Park SH park. 2876 So. 900 E. - 0013 PARKS 0013 Westpointe Park To develop 9 acre neighborhood -15 $480,000 $0 $0 N. Redwood park in expanding area of SLC. - 1900.W., 1400 No. - 0014 PARKS 0014 Sugar House - To utilize City owned property -15 $5,000 $5,000 $0 Fairmont Urban Trail for a class I urban trail. $5,000-12 TOTALS FOR CLASS $1,328,000 $384,000 $278,000 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 10 CDBG 15TH YEAR (1989-90) • PROJECT NUM DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NU Amount Yr CDAC MAYOR COUNCIL 0001 PU LIC BUILDINGS 000 Marmalade Hill To construct exterior imp. to -15 $46,700 $47,000 $47,000 Center Renovation & painting. $9,000-10 $150,000-07 • $50,000-06• - • 0002 PUBLIC BUILDINGS 0002 N.W. Community To construct new medical -15 . . $250,000 $0 $0 Health Center facility for low-income - residents at NW Multi-Purpose - Center. - 0003 PUBLIC BUILDINGS 0003 So. Central Com- To support operation of pool -15 $110,000 $0 $0 munity Center & Pool at So. High & space for - Community Council. - 0004 PUBLIC BUILDINGS 0004 Glendale Youth Ctr. To pay for planning and -15 $25,000 $0 $25,000 (PAL) architectural studies for - • renovation of the old PAL bldg - to provide a multi-use - recreation facility for the - youth of West side community. - 0005 PUBLIC BUILDINGS . 0005 Sugarhouse Community To acquire the post office -15 $300,000 $0 $0 Center bldg. being vacated to use as - community facility. - TOTALS FOR CLASS $731,700 $47,000 $72,000 SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 11 CDBG 15TH YEAR (1989-90) • PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 PUBLIC SERVICES . 0001 Work Activity Center To help pay off the existing -15 $25,000 $25,000 $0 Acquisition mortgage for this facility at $35,000-13 1275 W. 2320 So. - 0002 PUBLIC SERVICES 0002 Alliance House To continue to renovate -15 $63,000 $37,800 $11,000 Renovation-Phase II facility to bring up to code. $30,000-14 1724 So. Main St. - 0003 PUBLIC SERVICES 0003 Housing Outreach To continue assisting families -15 $35,500 $35,500 $35,500 Rental Program in obtaining safe, affordable $29,000-14 (HORP) housing and increase the $29,000-13 number of low cost apts. $26,500-12 available. - 0004 PUBLIC SERVICES 0004 Westside Food Pantry Operational support for this -15 $26,000 $26,000 $26,000 55 No. Redwood Rd. program which provides food & $24,000-14 social services to people in $24,000-13 emergency situations. $21,700-12 0005 PUBLIC SERVICES 0005 Crisis Nursery To renovate children's group -15 $18,000 $18,000 $18,000 Renovation - Family therapy room and install new - Support Center lower level furnance. 2020 So. Lake St. 0006 PUBLIC SERVICES 0006 Crime Prevention To fund the civilian crime -15 $77,000 $77,000 $81,000 prevention unit to work with $70,000-14 neighborhoods and educate $74,000-13 people on crime prevention $76,000-12 matters. $156,000-11 $135,000-10 $128,000-09 0007 PUBLIC SERVICES 0007 Operation of Exist. To fund Taveler's Aid to -15 $30,000 $30,000 $25,000 Women's Shelter operate the women's shelter. $25,000-14 100 So., 800 W. -13 $10,500-12 0008 PUBLIC SERVICES 0008 Operation New Men/ To fund Traveler's Aid to -15 $58,000 $38,500 $58,000 Family Shelter operate the Men's/Family $38,500-14 210 So. Rio Grande shelter. $36,000-13 $21,000-12 SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 12 CDBG 15TH YEAR (1989-90) • PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL $21,000-11 0009 PUBLIC SERVICES 0009 Capitol West Boys & To provide a recreation and -15 $50,000 $28,500 $28,500 Girls Club counseling program for high $28,500-14 300 No.,600 W. risk poverty youth in the Guad $36,000-12 /Jackson area. $21,000-09 ' $210,000-06 $20,000-04 0010 PUBLIC SERVICES 0010 New Hope Multi- Funding to help rehab this -15 $16,000 $16,000 $16,000 Cultural Center bldg. used as a community $11,900-14 Rehab. center for Asians. $10,000-13 1102 W. 400 No. - 0011 PUBLIC SERVICES 0011 1st Step House Phase II renovation to include -15 $52,000 $52,000 $52,000 750 W. 400 No. bringing bathrooms to code $40,000-13 and interior remodeling for - this alcohol treatment center. - TOTALS FOR CLASS $450,500 $384,300 $351,000 SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 13 CDBG 15TH YEAR (1989-90) • PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 URBAN AMENITIES 0001 Neighborhood Docu- Funding for typing of doc- -15 $3,000 $3,000 $0 mentaries umentaries. - - 0002 URBAN AMENITIES 00 2 Neighborhood Self- Up to $1800 grants for neigh- -15 $25,000 $25,000 $15,000 Help grants borhood based projects such $25,000-14 as fairs, newsletters, clean- - up, tree-planting. - 0003 URBAN AMENITIES 0003 Bike Path To develop a No.- So. bicyle -15 $3,200 $3,200 $3,200 computing route. - 200 W., 800 So. - 300 No. - 0004 URBAN AMENITIES 0004 Bike Path To develop an east-west -15 $3,900 $3,900 $3,900 bicycle computing route. - 300 No., 200-1200 W. - 0005 URBAN AMENITIES 0005 Bike Path To complete east-west bicycle -15 $1,000 $1,000 $1,000 commuting route. - 800 So., 800-1000 W. - 0006 URBAN AMENITIES 0006 W. High Improvement To purchase land in W. High -15 $25,000 $25,000 $0 Program District for positive impact - in area. - 0007 URBAN AMENITIES 0007 600 N. & Center St. To adjust sidewalk and plant -15 $6,000 $0 $0 Berm & Tree Planting more trees. - 0008 URBAN AMENITIES 0008 Living Traditions To support Folk Arts Program, -15 $15,000 $0 , $15,000 Festival (Washington which will bring cultural Square) activity and vitality to the - heart of the City. - 0009 URBAN AMENITIES 0009 Athlete's Dock To construct a facility that -I5 $50,000 $0 $0 houses bicycles, provides - showers as well as locker - space for people who compute - to work on bicycles.- - • - .. . SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 14 CDBG 15TH YEAR (1989-90) . PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED ****************** LOG NUM Amount Yr CDAC MAYOR COUNCIL 0010 URBAN AMENITIES 0010 Kimball-Driggs Traffic diverters on Driggs -15 $15,000 $15,000 $0 "Woonerf" Ave. at Highland Dr., 2300 So. - 0011 URBAN AMENITIES\ 00 Hollywood Ave Traffic diverters at 1950 So., -15 $30,000 $30,000 $0 Entrance 900 & 1100 E. 0012 URBAN AMENITIES - . 0012 Great Salt Lake To establish nightlife by the -15 $50,000 $0 $0 Revitalization Great Salt Lake. - TOTALS FOR CLASS $227,100 $106,100 $38,100 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 15 CDBG 15TH YEAR (1989-90) , PROJECT MUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr COAC MAYOR COUNCIL 0001 PLANNING 0001 Development of New 2 year project to revise and -15 $115,000 $0 $0 Zon' Ordinance rewrite Zoning Ordinance - 0 2 DoANNING c2Lkc� V 0002 Downtown Plan To complete the implementation -15 . _ $65,000 $65,000 $65,000 , Strategies strategy for revitalizing $60,000-12 �� Downtown Salt Lake City. - 0003 PLANNING 0003 Parking Inventory & Overall parking policy & plan -15 $50,000 $0 $0 Needs Assessment for Downtown Salt Lake City. - 0004 PLANNING 001, SLACC Staffing For office space & staff to -15 $60,000 $60,000 $0 support the Salt Lake Assoc. - of Community Councils. - 0005 P • " ' 0005 Fairmont Master To complete a neighborhood -15 $10,000 $15,000 $0 Plan level plan for the area 700 E. - to McClelland, 2100 S. - I-80. - 0006 PLANNING 0006 Westminster Neigh- To complete a neighborhood -15 $10,000 $15,000 $0 borhood Master Plan level plan for the area 700- - 1300 E., 1700-2100 So. - 0007 PLANNING 0007 Emerson Master Plan To complete a neighborhood -15 $10,000 $15,000 $0 level plan for the area 700- - 1300 E., 1300-1700 So. - TOTALS FOR CLASS $320,000 $170,000 $65,000 SALT LAKE CITY • COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 16 CDBG 15TH YEAR (1989-90) , ; PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED ****************** RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 ADMINISTRATION 0001 Capital Planning Funding for CDBG functions -15 $230,000 $230,000 $230,000 necessary to administer the $210,000-14 grant. - 0002 ADMINISTRATION 0002 Finance Funding for CDBG functions -15 $35,000 $35,000 $35,000 1 necessary to administer the $30,000-14 grant. - 0003 ADMINISTRATION 00t3 Community Affair• Funding for CDBG functions -15 $45,000 $45,000 $45,000 necessary to administer the $45,000-14 grant. - 0004 ADMINISTRATION 0004 Attorney Funding for CDBG functions -15 $42,000 $42,000 $42,000 necessary to administer the $42,000-14 grant. - 0005 ADMINISTRATION 0005 Planning Funding for CDBG functions -15 $55,000 $55,000 $55,000 necessary to administer the $55,000-14 grant. - 0006 ADMINISTRATION 0006 Environmental Funding for CDBG functions -15 $7,500 $7,500 $7,500 Assessments necessary to administer the $7,500-14 grant. - TOTALS FOR CLASS $414,500 $414,500 $414,500 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 17 CDBG 15TH YEAR (1989-90) PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 PERCENT FOR ART 0001 Jordan Park To provide decorative pavement -15 $950 $950 $950 900 West, 1000 So. railings, sculptures, foun- tains, and other works of art for certain CDBG funded - capital improvement projects.0002 PERCENT FOR ART 0002 Poplar Grove Park Same as above. -15 $730 $730 $730 800 So., 1000 West - 0003 PERCENT FOR ART 0003 Fairmont Park Same as above. -15 $1,230 $1,230 $0 900 East, 2400 So. - 0004 PERCENT FOR ART 0004 Marmalade Center Same as above. -15 $470 $470 $470 500 North, 150 West - TOTALS FOR CLASS $3,380 $3,380 $2,150 SALT LAKE CITY COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Date 04/12/89 FUNDING RECOMMENDATIONS FOR PAGE 18 CDBG 15TH YEAR (1989-90) • ' PROJECT NUM TITLE DESCRIPTION PREVIOUS REQUESTED RECOMMENDED LOG NUM Amount Yr CDAC MAYOR COUNCIL 0001 CONTINGENCY 0001 Contingency The amount set aside to cover -15 $158,000 $150;220 $139,250 anticipated cost overruns or $182,200-14 emergency needs. - TOTALS FOR CLASS $158,000 $150,220 $139,250 • TOTALS FOR REPORT $9,880,980 $3,847,000 $4,147,000 •