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12/08/2021 - Meeting Materials REGULAR MEETING OF THE BUSINESS ADVISORY BOARD Wednesday, December 8, 2021 8:30 a.m. - 10:00 a.m. To access and participate in the meeting please visit: https://saltlakecity.webex.com/saltlakecity/j.php?MTI D=meb3a2bcbe9a351035d309e57f30750dd Meeting Password:4VQxEgmJi86 I, Darin Piccoli, Chair of the Business Advisory Board (BAB), hereby determine that conducting the Business Advisory Board meeting at an anchor location presents a substantial risk to the health and safety of those who may be present, and that the City and County building has been ordered closed to the public for health and safety reasons. Agenda 1. Roll Call 2. Briefings by the Staff A. Report from the Director Ms. Reichgelt will brief members on EDLF and Construction Mitigation program. She will also provide an update on the information requested from the Small Business Committee. 3. Approval of the minutes A. Review and Approval of November 10th, 2021 BAB Minutes BAB members will review the November 10th, 2021 meeting minutes and consider for approval. 4. Business A. Healthcare Innovation Blueprint and Innovation District Mr. Cahoon will brief the BAB on A Blueprint for Growing Salt Lake City's Health Care Innovation Economy. B. TLUR Memo Mr. Makowski will present options regarding the TLUR(Temporary Land Use Regulation)regarding extended outdoor dining options. 5. City Council Announcements None. 6. BAB Member Announcements A. Chairperson Piccoli will confirm a subcommittee to work with Department of Economic Development on policy recommendations for the Business Advisory Board ordinance. 7. Adjournment People with disabilities may make requests for reasonable accommodation no later than 48 hours in advance in order to attend this Business Advisory Board. Accommodations may include alternate formats, interpreters, and other auxiliary aids. This is an accessible facility. For questions, requests, or additional information,please contact the Department of Economic Development at 801-535-7200. MINUTES OF THE SALT LAKE CITY BUSINESS ADVISORY BOARD Wednesday,November 10,2021 8:30 a.m. -10:00 a.m. To access and participate in the meeting please visit https://saltlakecity.webex.com/saltlakecity/j.php?MTID=m284e 18c 144a21 adf36c77f5358704066 Meeting Password: Zg3gV27HUSy I,Darin Piccoli,Chair of the Business Advisory Board(BAB),hereby determine that conducting the Business Advisory Board meeting at an anchor location presents a substantial risk to the health and safety of those who may be present,and that the City and County building has been ordered closed to the public for health and safety reasons. 1. Roll Call The following members of the Business Advisory Board were present: Darin Piccoli, Chair Sue Rice Jeff Carleton Abudujannah Soud Angela Brown Karen Gunn Scott Lyttle The following members of the Business Advisory Board were absent: Kestrel Liedtke,Vice-Chair Alberto Brito Also Present: Veronica Cavanagh,Department of Economic Development; Lorena Riffo Jenson,Department of Economic Development;Will Wright,Department of Economic Development; Cathie Rigby, Department of Economic Development; Peter Makowski, Department of Economic Development; Andrew Wittenberg,Department of Economic Development; Lindsey Day,Department of Economic Development; Roberta Reichgelt,Department of Economic Development; Allison Rowland, Salt Lake City Council Office;Kristen Lavelett, Local First Utah;Ashley Spatafore, Capstone Strategies; David Spatafore, Capstone Strategies. 2. Briefings by the Staff No briefings 3. Approval of the minutes A. Review and Approval of October 13th,2021 BAB Minutes Ms. Rice made a motion to approve the minutes from October 13', 2021 meeting. Ms. Brown seconded the motion.Upon roll call,the motion passed unanimously. 4. Business A. Fiscal Year 2021 Annual Report Mr.Wittenberg provided a presentation on the Depai tiuent of Economic Development's Fiscal Year 2021 Annual Report,which covers from July 1st, 2020 to June 30th,2021. He explained that on the onset of the pandemic letters were drafted and sent to small business owners asking how the department could help the community. They also provided a list of resources to support businesses, such as the Emergency Loan Program, State incentive packages, Tip Your Server program, and Small Business Impact Grants. The Department of Economic Development went from promotional/marketing to more of a triage unit to help businesses get access to programs. B. BAB City Ordinance,Chapter 2.76.080(C)(D),Business Advisory Board Deputy Director Riffo-Jenson reviewed the BAB City Ordinance to ensure BAB members understood their role as a committee and what they are charged with. 5. City Council Announcements Ms. Rowland provided an overview of the City's FY22 Budget Amendment#4 that is under consideration by the Council. She highlighted some of the items within the budget amendment that she thought BAB members may be interested it. 6. BAB Member Announcements A. Subcommittees Chairperson Piccoli stated that he met with Ms. Gunn and Ms. Rice in regard to the Small Business working group and have developed a path forward on educating BAB members on what is happening with small businesses in Salt Lake City. He explained they would provide more information during a future BAB meeting. 7. Adjournment There being no further business,the meeting was adjourned. Darin Piccoli, Chairperson This document and the recording constitute the official minutes of the Economic Development Business Advisory Board meeting held November 10th,2021. ERIN MENDENHALL :n ^� , i,�` BEN KOLENDAR MAYOR DIRECTOR 1 DEPARTMENT of ECONOMIC DEVELOPMENT BUSINESS ADVISORY BOARD (BAB) MEMO DATE: 12/08/2021 PREPARED BY: Clark Cahoon, Tech& Innovation Advisor, Department of Economic Development RE: Health Care Innovation Blueprint& Innovation District REQUESTED ACTION: Present on Mayor Mendenhall's Health Care Innovation Blueprint document and share updates about the Innovation District POLICY ITEM: N/A BUDGET IMPACTS: N/A EXECUTIVE SUMMARY: Mendenhall's Tech Lake City initiative to create a sense of place and add to our downtown district to strategically grow this industry and their career opportunities around public transportation and add to our neighborhoods where people can live, work, and recreate is focused specifically on Health Care Innovation. This is a strategic initiative where life science and digital health companies which make up Health Care Innovation are being utilized to help bring a more human and social focus to economic development. With their high wages, multiple entry points into careers,pipeline of companies coming out of the U of U, as well as their ability to weather recessions better than any other industry it's important for us to take that energy and ensure we're helping our underserved and diverse communities to tap into workforce development opportunities, work with our education partners to ensure better connectivity to companies, and streamline the process to see them find a home and grow within our city. The blueprint is a document created from the Kern C. Gardner Policy Institute convening and advisory board consisting of a wide variety of community members, companies, and organizations to help identify gaps and opportunities in helping harness the momentum of this industry to better serve our community members across the city. ANALYSIS & ISSUES: We're looking for feedback and would like to answer questions regarding the growth of this industry and how it will specifically shape neighborhoods in the Granary and Rio Grande as well as the Northwest Quadrant. We've already made progress on updating zoning laws as the Planning Division led out on that project through the better part of this past year. This initiative is connected to the conversations the RDA is having with the University of Utah as they look to help develop greater research and development activities and programming downtown with an innovation district. PREVIOUS CITY COUNCIL ACTION: We're on the agenda for the December 7th City Council working session to share the blueprint with them and get feedback. We're not asking for any formal resolutions or budget asks at this time but to simply share what we've been working on and the direction our office is taking in implementing the Mayor's Tech Lake City initiative. ATTACHMENTS: Health Care Innovation Blueprint INFORMED DECISIONS TM November 2021 s .: ` \ Ilik r gas ,. - Y 11. I; •�l zsPI- II — p i �' ao- • ` + - I ` C rq a a kV 'r - �'Y'z EIS . 1 to - =a 1ft x . s.- -4 f Y-,J C . `ate-"I .�•�.. \ r' A.,' / -'.,� , 'I ( / • \i, • , it ___. ..,___,...,_ ,. 1 • i A1. A lueprint for Growing salt Mahe City's Health Care Innovation Economy Kem C.Gardner s_ POLICY INSTITUTE 1; .r-...M?--i o THE UNIVERSITY OF UTAH 'C°�...., ' DAVID ECCLES SCHOOL OF BUSINESS VSON Salt Lake City will be a premier health care innovation hub that provides expanded economic opportunity and improved health and well-being for all residents. Table of Contents Letter from Mayor Mendenhall 1 Utah Health Care Innovation Industry 8 Introduction 2 Measurements for Growth 11 Recommendations in Brief 3 Opportunities and Challenges 12 Brand,Promote,&Grow 4 Health Care Innovation Advisory Group 13 Increase Investment 5 Advisory Group and Process 14 Emphasize Pathways&Partnerships 6 Strengthen Foundation&Remove Barriers 7 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor !'•7 November 2021 Dear Friends, Salt Lake City enjoys a well-rounded and growing economy that offers most residents and businesses plentiful opportunities for success and prosperity. Some residents, though, lack access to the educational and employment opportunities that many take for granted.This leaves individuals and families behind,economically and socially, and creates an imbalance in our community's overall wealth and well-being that affects us all. We're working to change that. Everyone in Salt Lake City deserves a chance to learn, earn, and be part of a thriving community. That's why my administration,through our Tech Lake City initiative,is invigorating our focus on inclusive growth that empowers upward mobility for both residents and businesses.Our focus for this human-centered approach is the health care sector,an area in which Salt Lake City already boasts a flourishing foundation of institutions and businesses.With the highest concentration of life science-related jobs in the state located in the Capital City,we have a tremendous opportunity to become a world-class hub for health care innovation. This blueprint includes our vision,mission,guiding principles,action steps,and recommendations,to guide the daily and long-term direction of Salt Lake City's economic and social development efforts.It reflects our desire to identify and strengthen community assets to ensure the City's foundation supports structures that are fair, equitable,inclusive,and diverse. Much effort and many ideas have gone into building this plan,including the work of a multidisciplinary Health Care Innovation Advisory Group convened for this purpose, along with work by City staff,the Gardner Institute, and many other individuals and groups.It will be a management tool to guide our common vision,to unite people and organizations,and to shape our City's unique assets to build upward mobility of both businesses and people to solve global challenges. Not only will this approach improve the health of people locally and around the world,it will extend the capacity to succeed to those who haven't had the opportunity to do so. Success will require collaboration and long-term effort by the private and public sectors. By working together, we will reach our goal of raising Salt Lake City's prominence as a worldwide hub for health care innovation,we will build a more diverse,inclusive,and fair community. We have an amazing opportunity in front of us,and we have momentum on our side.Let's take up the challenge to combine innovation with compassion to establish a thriving,inclusive,and equitable place called Salt Lake City. Warmly, Mayor Erin Mendenhall P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 A People-focused Approach to Economic Development The premise for this blueprint is simple: Build on Salt Lake City's economic strengths in health care innovation and provide expanded economic opportunity and improved health and well-being for all residents.This is a people-focused approach to economic development. What is Utah's economic heart. Salt Lake City is well-established as the economic hub of the Wasatch Front,Utah as a whole,and the Intermountain West region.With nearly 300,000 Health Care jobs-40%of all jobs in Salt Lake County;and nearly 20%of Utah's total jobs-Salt Lake City's economy is large and diverse,although inextricably linked to the local and regional n n ova L i o n? economies. Opportunities aren't equally available.Despite its strengths and resiliency,not all residents The health care innovation share in Salt Lake City's economic success because of lack of opportunity, or more industry is a disruptor industry specifically,lack of access to opportunity.Indeed,the Opportunity Index score for Salt Lake including companies from the County is a below-par C+. The Opportunity Index measures not just a community's life sciences,med tech,and economic health,but how available economic opportunities are to all residents,and how health tech industries aimed at well a community provides the social support needed to increase economic mobility. Recognizing that 36 percent of the City's residents are members of ethnic and racial innovating and improving the minority groups,one of the four main objectives of Mayor Mendenhall's SLC 2021 Plan- health care ecosystem. "Creating inclusive and equitable opportunity for all"-aims to address this need head-on. It does not include doctor- patient care. Unique initiative considers social values and needs.Mayor Mendenhall has challenged the City's economic development team to create a strategy that addresses residents' social, as well as economic, needs; reaches all communities; and considers the City's human capital,and not just its physical,financial,and intellectual forms of capital. Focusing on health care innovation will broaden opportunity.With life sciences already a pillar of the economy,Salt Lake City chooses to leverage it with the strengths in research and development, manufacturing,financial services, entrepreneurship to emphasize the region's leadership in healthcare innovation.Careers in health care innovation offer higher than average wages, are "sticky" and not easily transferrable, are more recession-proof compared to any other major industry in the state and provide a range of entry points at different salary levels.This industry already has a diverse workforce,along with the ability to scale apprenticeship and mentorship opportunities and connect to STEM education within our school district.Our community colleges and universities offer a wide range of programs from lab technician training, biomedical informatics, and genetic discovery, along with programming that assists in re-skilling and up-skilling our community. 2 I INCLUSIVE, EQUITABLE & ENDURING Recommendations in Brief These four pillars create the foundation to building a strong and sustainable health care innovation industry and providing hyper-localized opportunities for all of Salt Lake City's residents. Brand, Promote, & Grow • . • Emphasize Pathways & • Growing and maintaining Salt Lake City's • • Partnerships reputation as one of the nation's top • • Available,accessible,and affordable locations for health care innovation is education and training opportunities are instrumental to the city's success. We offer three imperative to supply as workforce for Salt Lake City's fast- recommendations to help accomplish this: growing health care innovation economy. We offer three 1. Build global brand; recommendations to help accomplish this: 2. Increase awareness of job opportunities;and 1. Create education-to-workforce partnerships; 3. Highlight successes. 2. Connect pathways;and 3. Identify alternative pathways. Increase Investment© ' 0 With the objective of increasing social and Strengthen Foundation & $ income mobility through the health care Remove Barriers innovation industry,the city can help �IIIII��lllllll��lll► inform and connect available public and private funding :ir:yr Salt Lake City's health care innovation to support innovation ecosystem in the City. We offer ecosystem is only as strong as the foundation three recommendations to help accomplish this: that supports it. Streamlined regulations and up-to-date information can help the industry flourish. We offer four 1. Maximize industry partnerships; recommendations to help accomplish this: 2. Capitalize on private capital;and 3. Target social impact investments. 1. Create a baseline; 2. Reduce business barriers; 3. Inventory R&D opportunities;and 4. Ensure lab and office space is available. A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 3 41 ► Brand, Promote, & Grow Growing and maintaining Build Global Brand - Establish and sustain Salt Lake City's unique position and brand in the national health care innovation ecosystem and Salt Lake City's reputation participate in national and global organizations to glean best practices and as one of the nation's and raise awareness about the City.Partner with BioHive,BioUtah,the University world's top locations for of Utah,and others,to expand the City's reach by sharing stories of our talent base to attract interest, attend and sponsor events inside and outside the health care innovation is state,and promote innovative efforts of local companies and initiatives. instrumental to the City's Increase Awareness of Job Opportunities-Create a powerful success. Here are grassroots messaging and outreach campaign focused on engaging and recommendations to educating underserved communities about opportunities in the health care innovation sector.Partner with BioHive,BioUtah,localnonprofitorganizations, help accomplish this: the Salt Lake City School District,and others,to educate about potential career pathways, showcase successful role models, and raise awareness of easy-to- access education and training options. Highlight Successes- Demonstrate the City's shift to people-focused economic development efforts by promoting innovative and successful ways the City and partner organizations are uplifting underserved populations through the news media (local, national, and global), social media, awards, and other channels. Continue to build and strengthen relationships with public and private agencies in the health care innovation sector and engage their support in coordinating a consistent program of media relations. Lake City "Tech Lake City"is the overarching concept guiding Salt Lake City's A key example of this new approach is the City's work to secure current and future economic development efforts,the centerpiece of investment to create BioHive, a public-private agency designed to which is the fast-growing health care innovation sector. connect and promote the 1,100+ life sciences and health care Mayor Mendenhall launched the Tech Lake City initiative in January innovation companies in and around Salt Lake City.BioHive coordinates of 2020 to attract more innovation and tech talent to the City,and to with its statewide sibling, BioUtah, and interacts with related help improve pathways to tech education and employment for all City innovation-focused efforts like the Salt Lake Chamber's newly created residents,particularly those in underserved communities. Wasatch Innovation Network. Tech Lake City represents a pivot to a more-proactive,non-traditional TheTech Lake City initiative is managed by Clark Cahoon,technology approach to economic development focusing on strengthening key and innovation advisor in the Department of Economic Development, sectors,starting with health care innovation. and overseen by department director,Ben Kolendar. 4 INCLUSIVE, EQUITABLE & ENDURING D43 $ Increase Investment With the objective of Maximize Industry Partnerships-To be successful,Salt Lake City's increasing social and efforts require working closely with economic development agencies at the state and local levels, as well as with health care innovation industry income mobility through organizations like BioUtah and BioHive,of which the City is a founder.By closely the health care analyzing the City's specific needs, officials can identify and fill gaps, while deepening important and symbiotic relationships. innovation industry, the City can help inform and Capitalize on Private Capital-Local,regional,and national banks,along with Utah's many industrial loan corporations (ILCs) and other financial connect available public institutions, provide opportunities for tapping into Community Reinvestment and private funding to Act funds and other sources.Partnering with the Federal Reserve is one way to convene and educate banks about the City's people-focused approach and how support the innovation it offers new prospects for investing in meaningful and lasting community and ecosystem in the City. social impact.In addition,convening an ongoing advisory group of local,national, and global funders with industry expertise can help Salt Lake City officials understand funding structures and opportunities, brainstorm and strategize funding approaches,and seek advice on economic development efforts. Target Social Impact Investments - Salt Lake City is investigating novel opportunities,such as directing public investment into community-based programs to increase opportunity and economic mobility, particularly on the City's west side, which historically has been redlined, marginalized, and underserved. The two areas of focus are early childhood development and workforce interventions,both of which can be integrated with the City's approach to focusing economic development in the health care innovation industry. Chandana Hague Selected as one of 30 Women I'm proud that 80 percent of startups at Altitude Lab are led to Watch in 2021 by Utah Business magazine,Chandana by women and minorities.Their diversity enables them to is Executive Director of Altitude Lab,Utah's largest innovate and address the disparities they have experienced incubator for growing early-stage life science and first-hand. Providing founders with a network of top-tier, national health care companies. investors, something that is difficult for underrepresented A collaboration launched in 2020 by biotech firm Recursion and the University of Utah's PIVOT Center, founders to access,can completely change the trajectory of their Altitude Lab fills the critical role of lowering hurdles for underrepresented entrepreneurs.The startup, propelling them to not only compete but excel in our organization's aim is to foster socially responsible entrepreneurship,job creation,and economic fast-changing health care innovation landscape. productivity. A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 5 . • Emphasize Pathways & Partnerships Available, accessible, and Create Education-to-Workforce Partnerships - Partner affordable education and with the Salt Lake City School District, STEM Action Center, BioHive, BioUtah, and others,to help better meet the community's education-to- training opportunities are workforce needs.Involve higher education and industry partners to define, imperative to supply a refine, and customize, training and education efforts. Seek one or more industry firms to join the effort as partners for mentoring and internship/ sustainable workforce for apprenticeship opportunities. Salt Lake City's fast- Connect Pathways- Partner with Talent Ready Pathways program to growing health care create localized opportunities for students to engage in the health care innovation economy. innovation industry.Create city-specific metrics to help guide the success Tapping into existing of the program within Salt Lake City. programs, and filling in Identify Alternative Pathways - Survey industry businesses to gaps to meet specific identify positions that typically require higher education or certification that could be reassessed to include alternative pathways such as needs, is fundamental to apprenticeship, internships, skills tests, etc. Use survey results to create a the City's success. strategic plan on how to inform and motivate businesses to create more alternative pathway opportunities for employees. Keith Marmer Health care innovation is an area of existing strength for Salt A holder of three patents and founder of four companies, Lake City and Utah and the city and state are positioned well to Keith has helped raise more than$1 billion in investment continue to make global impact. It's a field that thrives and relies on a capital for multiple startups and overseen the creation of constant supply of new ideas and approaches;the PIVOT Center sits more than 140 companies during the last 30 years. at that critical junction where laboratory innovations become Now,as Chief Innovation&Economic Engagement marketable, life-saving products and treatments. Moving the Officer for the University of Utah(the U),Keith oversees the school's globally-recognized PIVOT economic needle— particularly to benefit those innovations with less Center. On behalf of the U,PIVOT Center serves as a catalyst for the regional innovation economy, access to opportunity—will require ever-stronger partnerships integrating technology commercialization,corporate between education, industry, andgovernment, somethingI'm engagement,and economic development. y excited to see in this effort led by Mayor Mendenhall. 6 INCLUSIVE, EQUITABLE & ENDURING Alk °°','' 0 Strengthen Foundation & Remove Barriers AwAy Salt Lake City's health Create a Baseline - Collect citywide data on workforce development care innovation needs, job growth, and wage growth within the health care innovation industry to provide a baseline measurement and the ability to set thoughtful ecosystem is only as and strategic goals.Identify and track a handful of key metrics to understand strong as the foundation how well the City's economic development and social mobility objectives are being met over time. that supports it. Streamlined regulations Reduce Business Barriers - Identify ways that city regulations and zoning laws may be impeding the success of building a thriving health care and up-to-date innovation ecosystem;then,identify and implement ways to resolve concerns. information can help Inventory R&D Opportunities -work with partners,identify current the industry and and planned research and development activities by colleges and universities, businesses flourish. health care providers, nonprofit organizations, and private companies. Compile and analyze existing inventories to identify gaps and potential opportunities, such as promising but unrealized patents, then determine how best to move forward with a short list of encouraging possibilities. Ensure Space is Available - Create a streamlined and collaborative real estate plan to promote health care innovation industry incubator development, wet lab spaces, and industry-friendly commercial land development, prioritize real estate opportunities to support the innovation ecosystem.Focus on the Innovation Corridor already underway,options for the development of city assets,and aligning plans with University of Utah,Research Park,and real estate development leaders. Anh Hoang, PhD A native of Salt Lake City's Glendale My success can be anyone's success if they have access to neighborhood,Anh has built a r successful career as a life sciences education,training, and most importantly, mentors and role er entrepreneur with a doctorate in biomedical engineering,thanks in models.That can be especially difficult for people living in part to a college scholarship from her father's employer, underserved communities like the one I grew up in.We need a O.C.Tanner Company. more direct approach to engage young people and demonstrate Anh co-founded Sofregen Medical Inc.in the Boston area and serves as the firm's Chief Science Officer.Under the world of opportunities that await them.That's why I'm excited her guidance,Sofregen developed the first product made from reconstituted silk protein to be cleared by the FDA about Salt Lake City's health care innovation initiative and am for a medical use.Anh is also a faculty member at the Massachusetts Institute of Technology's Catalyst eager to return to Utah to help make it a reality. LinQ program and was a recipient of the 2018 Medtech Boston 40 under 40 Healthcare Innovators. A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 7 Utah 's Health Care Innovation Industry Cementing Salt Lake City's role as a worldwide Economic Proof Points health care innovator and leader rests on Utah's Salt Lake area is Utah is 1 of just 4 states historic and current success. The fact is that many innovative and economically strong health care 2nd in the nation with industry concentrations in multiple elements already support our community.Amplifying health care innovation sectors,including for medical device pharmaceuticals,medical devices and research, this advantage will strengthen and broaden our employment concentration. economic foundation of larger anchor firms, as well testing,and medical laboratories. as innovative spin-offs, that create new ways of helping the world and offer opportunities for well- Utah is 2nd in the nation Life sciences paying and satisfying jobs for Salt Lake City residents.Being more successful requires the City and its for annual growth produce 8°�° of partners to effectively tell the story of our health in life sciences employment growth Utah's total GDP. care innovation economy, within Utah and across between 2012 and 2020. the nation and globe.BioUtah's recently established industry association, BioHive, is working to fill this need with support from the City and public and Nation's Ii � 1 hest private partners. g Our legacy of health care innovation and new concentration of life sciences jobs—twice the national average. partnerships like BioHive allow us to seize the moment and proactively shape the way our City grows — with a clear focus on equity, social and Utah is 6th per capita More Than 1,100 human capital,and a desire to reach our full potential in life sciences investment in the U.S. companies are part of the ecosystem. within an industry that improves and extends the health and well-being of not only our residents,but Source:Kern C.Gardner Policy Institute;BioHive people everywhere. Home-Grown Health Care Innovations • Salt Lake City was the home of the first artificial heart • We also have steady grant funding from the National successfully implanted in a human.Retired dentist Institutes of Health,a top five technology transfer Barney Clark lived 112 days with the device in his chest, ranking,as well as an overall employment growth rate an advancement that attracted worldwide media of 26%from 2012 to 2016. attention to University Hospital. ■ Founded in 1984 by University of Utah pathologists, • The first hospital information system to integrate ARUP Laboratories has grown into a national nonprofit patient data for clinical decision support—Health and academic reference laboratory at the forefront of Evaluation through Logical Programming,or HELP— diagnostic medicine.With more than 4,000 employees, was developed here and led the way to worldwide ARUP offers 3,000+tests and test combinations and adoption of electronic medical records. processes over 50,000 specimens every day,24/7. • The University of Utah is home to the Utah Population Database,the nation's only and world's largest repository for genetics,epidemiology,demography, and public health data. 8 INCLUSIVE, EQUITABLE & ENDURING Utah Life Sciences:Comparisons with Other Leading States In 2020,Utah's life sciences job growth reached an exceptional In 2020, Utah's workforce concentration in life sciences 7.2% amid nationwide employment gains in the industry reached 1.9% of all employees, first among states and more averaging 0.5%. Utah's growth ranked second among the 20 than double the national average of 0.9%. Utah had the 15th largest state life sciences industries, eight of which contracted most life sciences jobs of any state,which was high for the 31st since 2019. largest employed workforce in the U.S. Since 2007,even through business cycle fluctuations,growth Within the life sciences industry, Utah compares favorably in the life sciences industry has outpaced the rest of Utah's among states in terms of workforce specialization in devices economy. For example, life sciences employment gains were (second), pharmaceuticals (fourth), research and laboratories robust in 2020 when the state experienced an overall 1.8% (eighth),and distribution (16th). contraction in average employment. Figure 1.Life Sciences Industry Annual Job Growth Figure 2.Life Sciences Workforce Specialization, Percentage Change for States with the 20 Largest Life Sciences 2015 and 2020 Industries (Life Sciences Share of Total Employment in the Top 20 States) Single-Year,2019-2020 U.S. 08% 0.9% 0.3% Iii Utah 1.6% 1.9% 1.9% 4.4% mmmil -1.3% Minnesota 1.4% ° 1.7/0 -1.3% 1.5% ° -2.2% Indiana 17% 1.1/o 7.2% 1.8% r 1.4% -0.2% 11111 New Jersey 1.5% ° 7.1% -0.6% 2.0% Massachusetts 4% 1.1% Illp 4• T North Carolina 1 2% 1.1% 1.2% 0.7% 0.6% California Wisconsin 1.3 ° 1.0% Five-Year Average,2015-2020 0.8% Colorado0 1.o°ro Pennsylvania ill= 0.0%9% 3.6% ( 1.- 7.0% t 0.9 Illinois 0.8%09/0 o IL111111143.4% 1.3% Arizona 0.7% ° 4.8% 0.9/o o 4.1/o 00( Tennessee 0.7°0.9% -in 6.1% i 3.8%ji Florida Michigan 0.8% 0.9% 2.5% 0.7%° 5.5% 0.8/o 2.7% New York 0.6% 0.7% Ohio Milimma6% 0.7% -4.0%to 0.0% M 2.0%to 3.9% 0.0%to 1.9% 0.6% Washington 0.6% - 4.0%to 10.2% Not top 20 0.5% Texas 0.6% Georgia °'S°/° Note:Top 20 states selected by their 2020 life sciences employment level.Alaska and -0.6/o Hawaii,not shown,were not among the states providing the most life sciences jobs. 0.0% 0.5% 1.0% 1.5% 2.0% Source:Kern C.Gardner Policy Institute analysis of data from the U.S.Bureau of Labor Statistics,Quarterly Census of Employment and Wages 2015 ■2020 Note:Employment shares represent all employees at life sciences companies,regardless of occupation.Top 20 states selected by their 2020 life sciences employment level. Source:Kern C.Gardner Policy Institute analysis of data from the U.S.Bureau of Labor Statistics,Quarterly Census of Employment and Wages A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 9 Salt Lake City Employment Salt Lake City hosts more than 294,000 jobs,or about 19 percent of all jobs in Salt Lake City Resident Commuting Patterns Utah, and 40 percent of all jobs in Salt Lake County.As Figure 1 shows, Utah specializes in research,testing,and medical laboratories-a noted strength of Salt Lake City, which is home to 46% of Utah's professional, scientific, and ■SLC Resident and Employed in SLC technical services employment.Salt Lake City is not just a premier employment center for the state,it is a growth center for life sciences jobs. W •sLC Resident While these industries include jobs outside of life sciences or health care,they Commuting Outside are indicators of the general state of jobs in the health care innovation sector with companies in the life sciences manufacturing and research and Salt Lake City Employment Commuting Patterns development industries. Salt Lake City also employs a labor pool made up of non-resident commuters. •SLC Resident Of Salt Lake City's residents,43.2 percent of the working residents live and work Employees in the City while 56.8 percent of citizens commute outside of Salt Lake for work. •Non-SLC Resident Of those employed in Salt Lake City,83.1 percent live outside the area. Employees Source:US.Census Bureau Table 1:Industries in Health Care Innovation Employment,2019 Salt Lake Utah Share of Industry in Share of Industry Industry Salt Lake City County County State of Utah Salt Lake County in Utah Manufacturing 25,895 57,834 19,679 136,893 44.8% 18.9% Professional/Scientific/Technical Services 50,506 60,548 21,946 109,824 83.4% 46.0% Health Care and Social Assistance 23,796 81,706 32,005 179,929 29.1% 13.2% Subtotal 100,197 200,088 73,630 426,646 50.1% 23.5% Total Employment 294,156 736,746 266,837 1,559,843 39.9% 18.9% Source:Kern C.Gardner Policy Insititute analysis of Utah Department of Workforce Services data Table 2:Employment by Industry,2019 Employment Financial Services Life Sciences IT/Software Salt Lake County 736,746 57,538 28,848 44,930 State of Utah 1,559,843 86,784 43,584 86,602 County Share of Industry Employment 47% 66% 66% 52% Source:Kern C.Gardner Policy Insititute analysis of Utah Department of Workforce Services data Figure 1:Utah Life Sciences Industry Components,Share of Output Sold by Destination,2017 Research,Testing,and Medical Laboratories 81.3% 15.2% 3.5% Medical Devices and Equipment 24.6% 55.2% 20.2% Drugs and Pharmaceuticals 22.6% 58.2% 19.1% Life Sciences Distribution 70.4% 18.0% 11.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% •Utah •Other States Other Countries Source:Utah Department of Workforce Services,Bureau of Economic Analysis,REMI PI+economic model,and Biotechnology Innovation Organization. 10 INCLUSIVE, EQUITABLE & ENDURING Measurementsfor Growth The Blueprint's long-term goals on social mobility requires metrics beyond the traditional economic development measurements. The City's Blueprint incorporates economic metrics to pair with broader City initiatives to create more opportunity for Opportunity Index residents.In this way,the Blueprint serves as both a community and economic development tool. The Opportunity Index was jointly developed by The Blueprint's long-term goals on social mobility require Opportunity Nation and Measure of America and measures metrics beyond the traditional economic development 16 indicators,scoring all 50 states plus Washington DC on a measurements. scale of 0-100 each year.In addition,more than 2,600 counties are graded A-F,giving policymakers and leaders a Tracking the City's Opportunity Index Score useful tool to identify areas for improvement and to gauge Traditional economic development metrics track growth progress over time. indicators like the growth of the city's tax base, job growth, wage growth,private investment,and the amount of real estate Considering the Benefits of Social Capital dedicated to life sciences. These metrics provide an Access to economic opportunity for individuals varies across understanding of how much growth is happening,where,and geographies.Nationally,rates of income mobility have steadily why it may be happening. By creating a baseline of these more fallen since 1940.This is primarily due to decreasing economic traditional economic development, or placemaking, metrics, growth and an increasingly unequal distribution of growth. the City is able to track the progress and efficacy of the Blueprint Increasing economic growth is not enough to increase rates of and make course corrections as necessary. income mobility, the growth must occur across the income The City also intends to implement a version ofthe Opportunity distribution.1'2 Areas with high income mobility share five basic Index as a measure of how well economic growth is distributed characteristics, including less residential segregation, less among City residents. This Index includes metrics housed in income inequality,better primary schools,greater social capital, four areas of community well-being: and greater family stability.3 • Economy • Health Of these characteristics, social capital is one of the most • Education • Community important connections between economic development and These metrics include data on employment, wages, income increasing opportunity for all. Social capital refers to the inequality, housing, educational attainment, and insurance existence of mutual support and cooperation, networks of coverage,among others. trust, institutional effectiveness, goodwill and civic virtue:" Community development efforts, like the City's blueprint, encompass these characteristics into a structure for positive and purposeful collective action.6 It builds a community's capacity to improve the well-being of its residents based on existing human,social,and economic assets.'It also recognizes that some factors affecting well-being are nonlocal factors,and provides a realistic appraisal of opportunities and constraints.8 1. Chetty,R.,et al.(2017).The Fading American Dream:Trends in Absolute Mobility.Science 356(6336):398-406.Retrieved from https://opportunityinsights.org/paper/the-fading- american-dream/ 2. Wilkinson,K.(1991).The Community in Rural America.New York:Greenwood Press. 3. Chetty,R.et al.(2014).Where is the Land of Opportunity?The Geography of Intergenerational Mobility in the United States.Quarterly Journal of Economics 129(4):1553-1623,2014. Retrieved from https://opportunityinsights.org/paper/land-of-opportunity/ 4. U.S.Congress,Joint Economic Committee.(2018).Social Capital Project:"The Geography of Social Capital in America"Retrieved from https://www.jec.senate.gov/public/index.cfm/ republ icans/2018/4/the-geography-of-socia l-capital-in-america 5. Wilkinson,K.(1991).The Community in Rural America.New York:Greenwood Press. 6. Wilkinson,K.(1991).The Community in Rural America.New York:Greenwood Press. 7. Flora,C.B.and Luther,V.(2000).An Introduction to Building Community Capacity.Small Tow and Rural Economic Development:A Case Studies Approach.Connecticut:Praeger Publishers. 8. Wilkinson,K.(1991).The Community in Rural America.New York:Greenwood Press. A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 11 ,111/4. itillik Opportunitiesnd Challenges If , A crucial part of developing this blueprint was to identify adds the perspective of the City's current and future workforce opportunities and challenges facing Salt Lake City and the and residents, and their ability to succeed - a complex, health care innovation industry. Members of the Advisory undervalued,and critical factor for creating this plan. Group, stakeholders, and the project team, viewed this task Once articulated, the opportunities and challenges were through the lens of the guiding principles,a set of foundational analyzed and organized into four common thematic areas to concepts embedded throughout the process. help define and shape Salt Lake City's approach to people- Opportunities and challenges were identified for four types centered economic development. In turn, the thematic areas of"capital;'three of which-physical capital,intellectual capital, provided structure to help organize the blueprint's and financial capital - are commonly assessed in economic recommendations,which are outlined on the following pages. development planning.The fourth, human and social capital, Human &Social Capital Physical Capital Common Themes Opportunities: That Define Opportunities: • Growing#of STEM grads(but still need more) • Crossroads of the West • Strong social&economic mobility in SLC Salt Lake City s Role • Interconnected transportation • Strong sense of community Frame&Brand systems • Relatively low wages/COL compared nationally Convene&Connect • Utah's urban&cultural core IN Growing support networks(BioHive,BioUtah,etc.) Inspire&Invest Challenges: Challenges: Support&Sustain • Limited resources(e.g.land,real • Lack of engaged diverse communities estate,water,broadband,lab space) • Lack of coordination between support networks • Lack of"center"for health care • Competency vs.credential gap for available workers innovation • Negative cultural&environmental concerns Intellectual Capital ,4 Financial Capital Opportunities: Opportunnities: • Research university with robust health • Low tax rate sciences in SLC • Strong small business programs • Established Research Park in SLC 4 O • Strong philanthropic culture • Growing population of potential workers ■ Strong banks&ILCs Challenges: Challeb 1 nges: • Lack of incubators&accelerators from • Low VC funding Research Park • No philanthropic focus for health • Lack of representation of diverse care innovation communities in industry&government • Lack of CRA/city coordination FOUNDATION—Elements Integral to All Activities • Inclusive,equitable growth • Leverage existing assets • Public/private/community collaboration • Global perspective,interconnected region • Focused attention,long-term horizon • Time-constrained,data-driven,measurable 12 INCLUSIVE, EQUITABLE & ENDURING "Ay Health Cam - Innovation Advisory Group These advisory group members were selected to create a fabric across the city that will create an interconnected web within our health care innovation community as we embark on filling gaps,building upon our strengths,and bring organizations together as we tap into the capital city's full potential. Jared Bauer Ben Kolendar CEO,IONIQ Sciences Economic Development Director,Salt Lake City David Bearss John Librett Senior Managing Director,Therapeutic Labs CEO,Survivor Wellness Silvia Castro Keith Marmer Director,Suazo Business Center Chief Innovation&Economic Engagement Officer, Ginger Chinn University of Utah VP of Public Policy,Salt Lake Chamber Jacob Maxwell Colby Cooley Workforce Development Manager,Salt Lake City VP of Business Development,EDCUtah Heidi Hall Kelvyn Cullimore Senior Advisor and Project Consultant, CEO,BioUtah Intermountain Healthcare Daniel Dugan Katelin Roberts Council member,Salt Lake City Executive Director,BioHive Scott Romney Victor Garcia Manager Talent Ready Utah,GoUtah Global VP,Varex Imaging Melisa Stark Miles Hansen Commissioner of Apprenticeship Program, President and CEO,World Trade Center Utah Department of Workforce Services Chandana Hague Blake Thomas Executive Director,Altitude Lab&Recursion Director,SLC Community&Neighborhoods Department Anh Hoang Danny Walz Chief Science Officer,Co-Founder Sofregen Medical Inc. Director,SLC Redevelopment Agency Sara Jones CEO and Founder,Inclusion Pro Supporting Staff: Max Backlund,Kern C.Gardner Policy Institute Dianne Olson,The Langdon Group Clark Cahoon,Salt Lake City Economic Development Jennifer Robinson,Kem C.Gardner Policy Institute Meredith King,Kem C.Gardner Policy Institute Paul Springer,Kern C.Gardner Policy Institute Siobhan Locke,The Langdon Group Brian Wilkinson,Wilkinson Ferrari&Co A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 13 ,111/4. 1:1111k Advisory Group & Process The following principles guide the Gardner Institute and the Our regional economy is an interconnected web. Governance Advisory Group in the discussion and We recognize that health care innovation and economic development of the Blueprint. development do not respect jurisdictional boundaries.While our efforts are focused on Salt Lake City,the entire Wasatch Leverage our unique assets to unite people and Front region will share in opportunities and positive outcomes organizations. from our work.We support the idea that everyone can thrive if We acknowledge the significant role that health care research, we all work together toward common goals. systems,design,and manufacturing play in Salt Lake City, home to two-thirds of Utah's jobs in this sector. We seek to Collaboration is crucial to our success. better connect organizations and people to increase Achieving success in our economic development and social employment,raise average incomes,and improve the equity aims will require strong partnerships between community's health and well-being.We will identify needs and government,business,and community.Collaboration between gaps to build on our advantages and ensure long-term the public and private sectors,combined with engagement economic competitiveness. from all parts of society,is required for our visionary plan to produce enduring,life-changing outcomes. Lasting economic prosperity requires focused attention and willingness to forego short-term gains when needed. Efforts must be time-constrained,data-driven,and We seek to unlock the full potential of our health care measurable. innovation ecosystem to ensure opportunity and advance We will develop a blueprint with specific strategies and tactics prosperity for all residents of Salt Lake City.We will do this by designed to produce tangible results within 500 days(1%years) broadening traditional economic development approaches to and long-term,transformational changes within a 5,000-day focus equally on equity,diversity,and inclusion of those who time horizon (about 13.5 years).Our efforts will be driven by are often overlooked.We also recognize that fundamental, data and informed by community experience and needs.We lasting economic improvements may require changes by will measure results with established methods,such as the governments and the investment of public and private dollars Opportunity Index,and create others that are customized to in different ways. our situation. Process Timeline The Health Care Innovation Advisory Group met five times between April and July 2021,identifying the opportunities and challenges with the industry,and discussing recommendations to help create a health care innovation hub in Salt Lake City, providing opportunity for all SLC residents. ID ID 111 ID 111 Kickoff Meeting 2nd Meeting 3rd Meeting 4th Meeting 5th Meeting Wednesday,April 28th Wednesday,May 19th Wednesday,June 9th Wednesday,June 30th Wednesday,July 21 st Noon to 1:30pm 10am to 11:30am 10am to 11:30am 10am to 11:30am 10am to 11:30am 14 INCLUSIVE, EQUITABLE & ENDURING A BLUEPRINT FOR GROWING SALT LAKE CITY'S HEALTH CARE INNOVATION ECONOMY 1 15 16 1 INCLUSIVE, EQUITABLE & ENDURING UKern C.Gardner POLICY INSTITUTE THE UNIVERSITY OF UTAH DAVID ECCLES SCHOOL OF BUSINESS Partners in the Kern C. Gardner Policy Institute Advisory Board Community Conveners Cameron Diehl Sterling Nielsen Ex Officio(invited) The following individuals Michael O.Leavitt Lisa Eccles Cristina Ortega Governor Spencer Cox and entities help supportRomney Speaker Spencer P.Eccles Jason Perry S eaker Brad Wilson the research mission of the Christian Gardner Ray Pickup Senate President Kem C.Gardner Policy Institute. Board Kem C.Gardner Gary B.Porter Stuart Adams Scott Anderson,Co-Chair Kimberly Gardner Taylor Randall Representative Brian King Legacy Partners Gail Miller,Co-Chair Natalie Gochnour Jill Remington Love Senator Karen Mayne DougAnderson Brandy Grace Brad Rencher Mayor JennyWilson The Gardner Company Y Deborah Bayle Rachel Hayes Josh Romney Mayor Erin Mendenhall Intermountain Healthcare Clark IvoryCharles W.Sorenson Cynthia A.Berg Clark and Christine Ivory Roger Boyer Mike S.Leavitt James Lee Sorenson Foundation Wilford Clyde Derek Miller Vicki Varela KSL and Deseret News Sophia M.DiCaro Ann Millner Larry H.&Gail Miller Family Foundation Mountain America Credit Union <em C. Garcner Policy Institute Staff and Acvisors Salt Lake City Corporation Leadership Team Meredith King,Research Associate Salt Lake County Natalie Gochnour,Associate Dean and Director Jennifer Leaver,Senior Tourism Analyst University of Utah Health Jennifer Robinson,Associate Director Levi Pace,Senior Research Economist Utah Governor's Office of Shelley Kruger,Accounting and Finance Manager Shannon Simonsen,Research Coordinator Economic Opportunity Colleen Larson,Administrative Manager Joshua Spolsdoff,Senior Research Economist WCF Insurance Dianne Meppen,Director of Survey Research Paul Springer,Senior Graphic Designer Zions Bank Pamela S.Perlich,Director of Demographic Research Laura Summers,Senior Health Care Analyst Juliette Tennert,Chief Economist Natalie Young,Research Analyst Executive Partners NicholasThiriot,Communications Director Faculty Advisors James A.Wood,Ivory-Boyer Senior Fellow Mark and Karen Bouchard Matt Burbank,College of Social and The Boyer Company Staff Behavioral Science Salt Lake Chamber Eric Albers,Research Associate Adam Meirowitz,David Eccles School of Business Max Backlund,Senior Research Associate Elena Patel,David Eccles School of Business Sustaining Partners Max Becker,Research Associate Nathan Seegert,David Eccles School of Business Clyde Companies Samantha Ball,Senior Research Associate Senior Advisors Mallory Bateman,Senior Research Analyst Dominion Energy Andrea Thomas Brandley,Research Associate Jonathan Ball,Office of the Legislative Fiscal Analyst Staker Parson Materials and Kara Ann Byrne,Senior Research Associate Silvia Castro,Suazo Business Center Construction Mike Christensen,Scholar-in-Residence Gary Cornia,Marriott School of Business Phil Dean,Public Finance Senior Research Fellow Wes Curtis,Community-at-Large John C.Downen,Deputy Director of Economic Theresa Foxley,EDCUtah and Public Policy Research Dan Griffiths,Tanner LLC Dejan Eskic,Senior Research Fellow Emma Houston,University of Utah Emily Harris,Senior Demographer Beth Jarosz,Population Reference Bureau Michael T.Hogue,Senior Research Statistician Darin Mellott,CBRE Mike Hollingshaus,Senior Demographer Chris Redgrave,Community-at-Large Thomas Hoist,Senior Energy Analyst Wesley Smith,Western Governors University INFORMED DECISIONS TM Kern C.Gardner Policy Institute I 411 East South Temple Street,Salt Lake City, Utah 84111 I 801-585-5618 I gardner.utah.edu M ® (HC)SLCHI Report B Nov2021 ERIN MENDENHALL : ,�` BEN KOLENDAR MAYOR DIRECTOR 1 DEPARTMENT of ECONOMIC DEVELOPMENT BUSINESS ADVISORY BOARD (BAB) MEMO DATE: 12/3/2021 PREPARED BY: Peter Makowski, Project Manager, Business Development Division RE: Outdoor Dining Regulations REQUESTED ACTION: The Business Development Division will present impacts to outdoor dining with the expiration of the Temporary Land Use Regulation adopted by Salt Lake City in 2021 and request input from the Board. POLICY ITEM: NA BUDGET IMPACTS: NA EXECUTIVE SUMMARY: Business Development has been tracking the current Temporary Land Use Regulation(TLUR) allowing outdoor dining on private property. Expiring in Nov 2021, the TLUR currently allows business to do the following: 1. Conduct Temporary Outdoor Restaurant Dining and Retail Activities on private property, including in existing parking lots, yard areas, or any other outdoor area located on the private property of the primary restaurant or retail use. 2. Utilize temporary freestanding canopies, patio coverings, and other similar structures intended to be temporary in nature to help facilitate the Temporary Responsible Outdoor Restaurant Dining and Retail Activities, and any permit fees associated with installing such temporary freestanding canopies,patio coverings, and other similar structures shall be waived. DED has researched specific ordinances and regulations that will no longer be waived and could impact outdoor dining once the TLUR expires. Ordinances See the attached matrix outlining all outdoor dining ordinances and regulations and the impact of the TLUR expiration. DED identified the following City ordinances that have been waived by previous Emergency Proclamations and the TLUR that may limit outdoor dining going forward: 21A.42.090.D.I.a.1 & 21A.42.090.D.1.b.1 - Temporary Structures D. Temporary Structures Associated With Permanent Business: The following temporary structures associated with a business that is legally licensed as a permanent business as outlined in this title, are permitted subject to the following standards: 1. Tents And Canopies: Permitted in all nonresidential districts subject to the following standards: a. Tents and canopies in commercial, manufacturing, downtown, gateway, and special purpose districts shall comply with the following standards: (1) Tents and canopies shall remain on the property for no longer than forty five (45) consecutive days and no longer than forty five (45) days in a calendar year. Tents are allowed to stay for up to two (2) days after the forty five (45) day period for the purpose of disassembly of the tent or canopy. (2) No tent or canopy may occupy required parking stalls. (3) There is no maximum size requirements for a tent or canopy as long as it meets the yard and setback requirements of the underlying zoning district. All tents over two hundred(200) square feet in area need to be approved by the Salt Lake City Building Services Division for wind and snow load requirements. b. Tents and canopies in all other zoning districts and for legal, nonconforming land uses: (1) Tents and canopies shall remain on the property for no longer than forty five (45) consecutive days and no longer than forty five (45) days in a calendar year. Tents are allowed to stay for up to two (2) days after the forty five (45) day period for the purpose of disassembly of the tent or canopy. Tents and canopies in any residential zone for the personal use of any resident are not subject to this standard. (2) No tent or canopy may occupy required parking stalls. (3) No tent may exceed two hundred(200) square feet in size and no canopy may exceed four hundred (400) square feet in size. 21A.40.065.F—Outdoor Dining Parking No additional parking is required unless the total outdoor dining area ever exceeds five hundred (500) square feet. Parking for outdoor dining areas in excess of five hundred(500) square feet is required at a ratio of two (2) spaces per one thousand(1,000) square feet of outdoor dining area. No additional parking is required in the D-1, D-2, D-3, D-4, TSA, or G-MU Zone. International Fire Code—Building Permit Requirements [A] 105.2 Work exempt from permit. Exemptions from permit requirements of this code shall not be deemed to grant authorization for any work to be done in any manner in violation of the provisions of this code or any other laws or ordinances of this jurisdiction. Permits shall not be required for the following: Building: 1. One-story detached accessory structures used as tool and storage sheds, playhouses and similar uses, provided that the floor area is not greater than 12D square feet (11 m2)_ ANALYSIS & ISSUES: Building Permit Required 1. One-story detached accessory structures used as tool and storage sheds, playhouses and similar uses,provided that the floor area is not greater than 120 square feet. This section of the International Fire Code requires permit for structures over 120 sq. ft. Temporary Structures 1. Tents and canopies shall remain on the property for no longer than forty five (45) consecutive days and no longer than forty five (45) days in a calendar year. Tents are allowed to stay for up to two (2) days after the forty five (45) day period for the purpose of disassembly of the tent or canopy. (2) No tent or canopy may occupy required parking stalls. This section of the ordinance limits the amount of time (45 days)the temporary structures are allowed, and the amount of parking stalls can be used for outdoor dining. Solutions As referenced in the attached matrix and after discussion with the City Attorney, DED has the following options for addressing the expiration of the TLUR: 1. City ordinance changes: DED can recommend making permanent changes to the Outdoor Dining ordinance to allow for structures up to 200 sq. ft. to extend over the 45 day maximum and allowing the use of more parking stalls. This process requires City Council approval and can take 6-12 months to approve. This is not recommended. 2. New TLUR: the administration can recommend a new TLUR. This requires a compelling community interest and must address issues not addressed in the previous TLUR. PREVIOUS CITY COUNCIL ACTION: Adoption of TLUR in May 2021. ATTACHMENTS: None.