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HomeMy WebLinkAboutTransmittal - 4/12/2024ERIN MENDENHALL Mayor 103,A0;i1Y_k!l;oZ0CmaQUZ000� CITY COUNCIL TRANSMITTAL jitr(ove (Apr 1409:50 MDT) Jill Love, Chief Administrative Officer TO: FROM: SUBJECT: Salt Lake City Council Victoria Petro, Chair MARY BETH THOMPSON Chief Financial Officer Date Received: 04/12/2024 Date sent to Council: 04/12/2024 DATE: April 11, 2024 Mary Beth Thompson, Chief Financial Officer 7e.7ate"°" FY 2024 Open Legislative Intents Responses SPONSOR: NA STAFF CONTACT: Randy Hillier, (801) 535-6606 or Mary Beth Thompson (801) 535-6403 DOCUMENT TYPE: Legislative Intents RECOMMENDATION: The Administration is forwarding to the City Council responses to the City Council's FY 2024 adopted legislative intents and further responses from prior fiscal year's open legislative intents. The Administration's final responses to the above -mentioned legislative intents will also be contained in the FY 2024-25 Mayor's Recommended Budget Book. BUDGET IMPACT: None PUBLIC PROCESS: Public Hearing G�e�o�4� Grego( r11, 202409: MDT) DEPARTMENT OF FINANCE POLICY AND BUDGET DIVISION 451 SOUTH STATE STREET, ROOM 238 PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 Alejandro SancAlejandro Sanc e�202410:02 MDT) TEL 801-535-6394 NEW AND OUTSTANDING LEGISLATIVE INTENTS Updated April 10, 2024 A. Airport FY 2024 - Air Quality and Transit Investment. The City Council formally requests that the Airport submit a written plan (and funding proposal if needed) to the Council regarding plans to encourage and facilitate transit, ride sharing and other transportation options which do not rely on single -passenger vehicles. The Council requests that the plan include milestones and metrics to measure progress on the Airport's investment in mitigating the air quality impact of private vehicle trips to the airport, the environmental impact of the addition of parking lot impervious surface to accommodate those vehicle trips, and shared advocacy. Efforts to support and encourage transit opportunities for the traveling public are also encouraged by the Council. In making this request the City Council recognizes that the Airport makes strong environmental investments in its construction and operations. FY2024 Administration Response: The Department of Airports is continuing to pursue the projects presented in its briefing to Council last October. An informal transmittal is attached, with updates to specific projects in red font. See Attachment A. B. Attorney's Office FY 2024 - Department Role Clarity in Ordinance - It is the intent of the Council to ask the Attorney's Office to propose updates to the City's code that define and discuss the respective roles of City departments. This review should include, but not be limited to, the Sustainability, Economic Development, and Public Lands Departments. Per Council discussion, Sustainability is the priority. FY2024 Administration Response: The City Attorney's Office submitted to the Council proposed ordinance revisions/a transmittal memo on changes to Title 2 related to the Sustainability Department. The Office is currently working on recommendations for other departments, including the Economic Development Department and the Department of Public Lands. FY 2024 - Pay Parity among Attorneys - It is the intent of the Council that the Administration evaluate pay parity among the City Attorney's Office, Salt Lake Legal Defenders, the City prosecutors, and the County prosecutors. Because this may be a longer -term issue, the Council could ask that the Human Resources Department conduct a more thorough evaluation on this topic and recommend strategies to achieve pay parity over the longer term. First priority is that attorneys on both sides of a courtroom have pay parity; second would be parity among agencies (County, State, Municipal). FY2024 Administration Response: The Salt Lake City Prosecutor's Office supports a review process and is willing to participate in any discussions and efforts. This effort addresses two priorities. "The first priority is that attorneys on both sides of a courtroom have pay parity": Discussion requires definition of terms so that those examining the issue have a base for understanding, and a review of the various factors that may impact parity such as — constitutional mandates, statutory obligations; other legal mandates, rules and requirements; funding sources and budgetary stability, caseloads, case types, workloads, experience levels, trial duties, administrative duties, respective attorney and support staffing levels, physical offices, proximity to courthouses, etc. "Second would be parity among agencies (County, State, Municipal)": The same factors above that are relevant side -to -side in a courtroom will be relevant to the different levels of government and courts: justice courts, district courts, state appeal courts. For example, recent salary adjustments that began at the state AG level have created improvements in attracting interest and commitments to work for the Salt Lake City Prosecutor's Office. FY 2023 - Boarded Building Fee — It is the intent of the Council to ask the Administration for a timeframe when the Council can consider an updated boarded -building fee, or request that the Attorney's Office provide a draft directly to the Council Office. FY2o24 Administration Response: The updated boarded building fee structure proposal received a unanimous positive recommendation from the Planning Commission. The associated changes will be transmitted to the City Council near the end of this April. Prior Year's Response - A transmittal will soon be submitted by the department with the requested fee and details regarding the program associated with the fee. FY 2023 - Open and Public Meetings Act (OPMA) — It is the intent of the Council to ask the Administration to ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could request that the City Attorney's Office develop an ordinance more specifically codifying this understanding. FY2o24 Administration Response: Response forthcoming. FY 2021- Decriminalization Review of City Code - It is the intent of the Council that an in- depth review be conducted of the City Code to consider items that could be de -criminalized. Council staff could work with Council Members and the City Attorney's Office to draft a scope and come back with a report on the timeline. FY2024 Administration Response: The Salt Lake City Prosecutor's Office supports a review process for decriminalization efforts and is willing to participate in any discussions and efforts, noting that there are specific city ordinances that are frequently used and some of great utility that should be retained. Examples of city ordinances that should be retained include: city adoption of the Uniform Fire Code (18.44.010), city adoption of county health ordinances (9.02.olo); negligent collision (12.52•34o), negligent collision causing serious bodily injury or death (12.52.355), improper lookout (12.52.020), failure to supervise a child (11.6o.02o), battery (11.08.020), incapable driver (12.24.050), incompetent driver (12.24.030), permitting incompetent driver (12.24.040), targeted residential picketing (11.12.12o), expectoration and spitting in public places (11.36.150), one arm driving (12.52.o6o), opening vehicle doors in traffic (12.52.1oo), backing of vehicles (12.52.12o), allowing unlicensed persons to drive (12.52.2oo), all ordinances related to animal cruelty and animal attacks (Title 8 Animals Chapter 8.04 Animal Control). The charging level of some offenses might be reviewed (city health violations as MC where county are set as MB). Some city offenses may be compared to state offenses for redundancy and necessity (targeted residential picketing as city code 11.12.12o and state code 76-9-1o9, reckless driving as city code 12.52.36o and state code 41-6a-528 ). Prior Year's Response - The initial review of City code, which included a law student clerk and the Prosecutor's Office, revealed that more attention and expertise will be needed to complete this review, including involvement of the Prosecutor's Office. The project will be continued in the coming fiscal year. C. Community and Neighborhoods Department FY 2024 - Options for Citywide Zoning Re-evaluation — It is the intent of the Council that the Administration prepare a work plan that outlines options for potential Citywide zoning improvements. F'Y2024 Administration Response: FY24 zoning: The Planning Division is preparing a proposal to consolidate all of the existing mixed use and commercial zoning districts (as many as 24 existing zoning districts) into a series of 6 or 7form based districts. The form -based districts would establish a scale of development, ranging from the smaller neighborhood business districts up to the most intense commercial districts that allow buildings up to 125 feet in height. This would establish code language between districts and add clarity to applying the zoning code. This work plan, which would identify the process, resource needs, and tentative timeline is anticipated to be completed by end of February. Simultaneously, the Planning Division is working on options for the City Council to consider related to consolidating the single-family zoning districts. The options include a list of potential modifications related to minimum lot areas and widths, allowed housing types, lot coverage, building height, and flag lot provisions. This report is expected to be completed by the end of January. The Planning Division will also start code amendments to update the RMF-35 and RMF-45 zoning districts to mirror the changes to RMF-3o that were adopted by the city council in 2023. The RMF- 75 zoning district will be included in the proposal to consolidate the mixed use and commercial districts. In addition, each of the above will result in simplifying the chapters of the zoning code that are applicable to all zoning districts, including the land use tables in chapter 21A.33, 21A.36 General Provisions, 21A.37Design Standards, 21A.44 Off street parking, 21A.46 Signs, and 21A.48 Landscaping and buffers. This proposed work plan is anticipated to be completed by the end of February. Lastly, the division is working with public utilities to update Plan Salt Lake to address a state code requirement to integrate water use, consumption, and conservation with land use planning. State code requires that this be adopted by December 31, 2o25. This proposal will include consistent definitions of future land use designations found within the community plans and align those designations with zoning districts based on development potential. The purpose is to improve and simplify forecasting long term water needs and methods to promote water conservation. It is anticipated that these actions will extend into the following year and will likely require some budget allocation to cover the associated costs of completing these tasks, including noticing and potentially an on -call consultant to help with some aspects of the proposal, such as public engagement. FY23 - Youth and Family Program Streamlining — It is the intent of the Council to ask the Administration to evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the Administration to evaluate the City's role in youth and family programming in relation to other community organizations to identify efficiencies and reduce duplication, factoring in overall community demand for those services. Step 1 of this multi -step process was completed in FY23. Other steps involve evaluating potential staffing redundancies and reviewing Fire Department and Police Department programs for potential changes. F'Y2o24 Administration Response: CAN has coordinated with Procurement on an RFP to obtain a consultant to complete a strategic plan for the Youth and Family Division, utilizing the $100,00o allocated in the FY2024 budget. The strategic planning process will include analysis of Youth and Family's programming in consideration of the availability of resources and needs within the community. The RFP will be issued in Q1 of calendar year 2024. Prior Year's Response - Evaluate whether to consolidate all City youth and family programs into the Youth & Family Division, purpose is to increase efficiency and purpose options for future budget discussions) Some factors to consider: • YouthCity provides seamless out of school time programs for youth ages 6-18. Several factors distinguish YC programs from other City, nonprofit and school -based programs and services. • YouthCity is offered at a reduced cost to all City residents. This is possible based on our braided funding stream of general fund dollars, grants, foundation dollars, and parent fees while building upon existing City infrastructure in parks and the Sorenson Campus. • YouthCity is designed to support and augment school day learning using evidence -based curriculums. All programs undergo a rigorous assessment 4 times per year. • There are three additional youth programs offered by the Salt Lake City Police Department and a vocational program offered by the Salt Lake Fire Department. Each of the programs exist under the direction of staff who are experts in their field. What is the City's role in Youth and Family programs in relation to other community providers. Since inception, YouthCity has actively partnered with other service groups and out of school time providers. In 2005, YouthCity, Salt Lake City School District, and the Utah State Department of Workforce Services jointly submitted and was awarded a Mott Foundation grant to establish the Utah Afterschool Network. UANsets the standard for quality, staff training requirements and networking for providers locally, regionally, and statewide. All programs receiving federal and state funding participate in a quality out of school time evaluation. Youth and Family staff have maintained an active leadership role in UAN. The most recent data indicates that there are 3 out of school time slots for every 5 youth needing support and or care. FY22 - Trips -to -Transit Expansion Evaluation - It is the intent of the Council that the Administration provide their strategy for evaluating whether to expand the Trips -to -Transit program, which began to serve Westside neighborhoods in late 2021, to other areas of the City. FY2o24 Administration Response: Additional funding in the fiscal year 2024 budget for the UTA On -Demand program has allowed for the restoration of service to levels that meet the high demand in the Westside service area. Expansion of the current service area and/or the creation of new service areas in other parts of the City can be evaluated in partnership with UTA and the on - demand service provider to determine potential budget implications. Transportation recommends one more year before developing expansion cost estimates to allow for additional data collection and for the ridership trends to stabilize in the current service area. Prior Year's Response - This program has far exceeded expectations for usage in its first year. While we are pleased with the overwhelming success of the program, there has been some degradation in service as a result of its popularity. We recommend allowing another 1-3 years to figure out the proper funding/service levels for the current service area so that we have a better idea of what it would take to expand to other areas. D. Department of Economic Development FY15 - Maintenance of Business Districts — See description tinder Public Services Department. E. Finance Department FY24 - Legal Defenders Association - It is the intent of the Council to request the Administration: shift funding for the Legal Defenders contract to Funding Our Future, under the policy umbrella of Public Safety, with the rationale that these attorneys are an integral piece of the criminal justice system and often connect clients to resources and services to help them recover from an addiction or otherwise help them get back on their feet. discuss with Salt Lake County whether it would be more efficient for the County to manage the full contract, with the City contributing funding towards it. FY2024 Administration Response: The funding for Legal Defenders will be discussed during the Administration's budget deliberations. Any changes to the funding source will be addressed at that time. FY23 - Consolidated Fee Schedule Holistic Review — It is the intent of the Council to complete a holistic evaluation of the City's Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees. FY2024 Administration Response: Finance is ready and available to take any council recommendations for an evaluation of the CFS. Desired changes can potentially be submitted with the FY25 Budget. FY23 - Grants and Ongoing Programs — It is the intent of the Council to ask the Administration to evaluate the extent to which new City programs have been created through grants whose costs have continued beyond the life of the grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate for the City to create new programs with grants. FY2024 Administration Response: Response will be forthcoming. FY15 - Maintenance of Business Districts — See description under Public Services Department. F. Mayor's Office FY24 - Apprenticeship Program Incentives - It is the intent of the Council to ask the Administration to recommend strategies to incentivize an employee who works through the City Apprenticeship program to remain with the City once they are certified. FY2024 Administration Response: There are several strategies the Administration, departments and Human Resources have recommended and utilized to have apprentices stay with the City. These are summarized below: 1. The Mayor proposed, and the Council approved, funding of about $1 million to advance the apprenticeship program. This funding has been used in two ways. The funding has been used to pay the salary of thirty-five apprentices this last year while they are working and learning with us. Secondly, the funding has been used to "offset" the cost of four positions in Public Services. In addition to paying the salary of the apprentices while they were learning, funding was transferred to Public Services to help pay the cost of employing them full-time. On the strength of that funding, Public Services requested two new positions in the last budget year. 2. Departments have indicated apprentices are very incentivized by the prospect of becoming full- time employees and receiving City benefits. Many are working to further their education and ok forward to tuition benefits. Many have not had healthcare insurance options which is a significant incentive. 3. The biggest incentive to apprentices is the opportunity to continue to work in a workgroup they know and in which they feel comfortable. They have relationships with their mentors and colleagues. They have developed a sense of friendship and loyalty to them. Additionally, remaining with the City is a known, as opposed to the uncertainty of a new workplace. 4. Department supervisors and mentors have been very flexible with the apprentices. As mentioned, many of them are in school. Departments work with them to adjust schedules and work duties. Apprentices say they appreciate the work -life balance at the City, as opposed to sixteen -hour days in the private sector. FY24 - Evaluating Efficiencies of All Diversified Response Teams — It is the intent of the Council to ask the Administration to evaluate all response teams that may be considered part of a diversified response to public safety, establish common metrics, and evaluate whether there are opportunities for efficiencies or streamlining, including clarity on dispatch and whether/if the public is intended to contact any teams directly and how resources are deployed. In addition, to clarify roles of each team and how a call for service is routed from one team to another, and how calls from the public are routed. FY2024 Administration Response: Response Forthcoming G. Police Department FY2i - Police Department Role - It is the intent of the Council to re-evaluate the role the City asks the Police Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs out of the Police Department, like park rangers and social workers, and potentially add a function to the Human Resources Department to enhance the independence of the Internal Affairs unit. a. Social Workers. FY2024 Administration Response: The Community Connections Team is fully staffed with 3 current vacancies that are in the hiring process. They continue to provide referrals, resources and co -response throughout the city. Prior Year's Response: Social Workers - This years' response- Hiring processes are ongoing to fill vacant positions. The police department is looking into hiring part time social workers to help facilitate shift coverage on evenings and weekends using attrition savings from the vacant positions. b. Internal Affairs Unit. FY2O24 Administration Response: The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chiefs Office. The director works closely with the City's Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for continuity and steady leadership since the position is not subject to rotating assignments. Prior Year's Response: Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now part of the Chiefs Office. The director works closely with the City's Human Resources Department, the independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for increased objectivity, as well as for continuity and steady leadership since the position is not subject to rotating assignments. c. Police Civilian Response Team. FY2024 Administration Response: This team is now termed the Police Community Response Team. This team is comprised of 16 FTE's and 1 Lieutenant. All positions are filled and the one-year anniversary of the team is 1/9/2023 and have responded to approximately 3,000 calls for service to date. Prior Year's Response: Police Civilian Response Team - Twelve PORT (Police Community Response Team) positions and 1 supervisor were funded for 6 months in the FY2023 budget process. The Police Department steering committee has worked to establish the job descriptions, recruitment process, and address the training needs for these positions. A hiring process was completed in December of 2022 and 10 qualified applicants will fill positions as of 1/8/2023. An additional hiring process will be completed to hire the remaining 2positions when the program is established, and time allows. The training program is anticipated to take 14 weeks to complete. The PCRT program will go into service when the equipment and training needs have been satisfied. H. Public Lands Department FY24 - Golf Fee Structure - It is the intent of the Council to ask the Administration to evaluate developing a program for the Golf Division that could provide discounted rates to reduce financial barriers for City residents, especially those with limited financial resources. FY2024 Administration Response: As part of the annual budget process, Golf analyzes its fee structure compared to the projected revenue and operational expenses. This includes revisiting its current programs and offerings. Golf also reviews its course inventory and pricing structure through an affordability lens as requested by the council via the most recent legislative intent. Additionally, Golf will be researching and interviewing other municipalities that may have programs that align with what the council has requested. Recommendations for the Council are anticipated by the end of June 2024. I. Public Services Department FY24 - Building Security — It is the intent of the Council that the Administration prioritize hiring the new Safety and Security Manager FTE proposed for the Public Services Department and return to the Council by the end of 2023 with recommendations for how the building security funds could be used. FY2024 Administration Response: At the end of July 2023, this position was filled. Since then, this position has been working on developing a security program for our City facilities, including a vulnerability assessment tool that will ultimately provide an outlook of what is needed to enhance security for our employees at our buildings. As these security needs are identified, the capital needs will be incorporated in a plan for funding consideration. A breakdown of the spending of the initial $1.2 million one-time funding has previously been shared with Council staff. FYi5 - Maintenance of Business Districts - It is the intent of the Council to hold a briefing regarding the costs of enhanced services provided to the Central Business District, in order to consider: a) revising how City services are provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion happen in time to incorporate any changes into the renewal of the Central Business District agreement and Sugar House Business District. This Intent includes SAAs. The work should involve the Department of Economic Development and the Finance Department. FY2024 Administration Response: The topic of ficnding enhanced services in business districts has been an ongoing discussion for many years. The current funding for Facilities' CBD and SBD maintenance is provided by the general fund and covers a variety of maintenance items at a basic level of service. Funding for the maintenance of Regent Street improvements is still being subsidized by the RDA and has not been absorbed by the general fund. Additional amenities that have been added over time have increased costs, yet operational budget has not reflected an increase other than inflationary. Currently, the Public Services Department does not have any mechanisms in place that allow for funding of any additional services from sources outside the general fund. The department does respond to demand and new requests as they are added through increased budget asks, but no additional expansion of programs are in place at this tune. The Central Business Improvement Assessment Area Management Agreement was renewed last year with Downtown Alliance and the Department of Economic Development, and it does not cover CBD maintenance. The SBD has no agreements in place or an officially defined area. J. Public Utilities Department FY23 - Water Usage by the City — It is the intent of the Council to ask the Administration to evaluate water usage by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for CIP projects. FY2o24 Administration Response: The report on water usage is in final draft form. Once the report is completed it will be presented to the Administration for review and to inform the upcoming budget. The approximate date for Council transmittal is currently unknown. See Attachment B. K. Council -Led Intents FY23 - Rotating Outside Auditing of Each City Department -. It is the intent of the City Council to re-establish its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to identify or evaluate professional best practices, definitions of success for each program, metrics associated with key functions, and any duplication that exists with other City departments and/or other levels of government. The Council intends for the audits to inform evaluations of how City services are meeting residents' needs while being fiscally responsible with the taxpayer dollars. FY21 - Police Department Reporting Ordinance - The Council intends to work with the Attorney's Office to create an ordinance that establishes reporting requirements for internal information collected by and related to the Police Department. The Council adopted a body worn camera ordinance in 2020, but not broader reporting metrics. Initially, the Council also intended to create an ordinance that establishes reporting requirements for internal information collected by and related to the PD. The Council's operational audit of the PD (Matrix Consulting) recommended expanding public reporting, such as metrics related to: o internal affairs, o external complaints, o workforce demographics and vacancies, o body worn cameras (new software to facilitate review was funded), and use of force. Air Quality and Transit Investment ERIN MENDENHALL Mayor OFFICE OF THE MAYOR CITY COUNCIL TRANSMITTAL Jill Love, Chief Administrative Officer TO: Salt Lake City Council Victoria Petro, Chair Date Received: April_, 2024 Date Sent to Council: DATE: April _ 2024 FROM: Bill Wyatt, Executive Director, Department of Airports SUBJECT: Mid and End of Year Update to Report on Legislative Intent STAFF CONTACTS: Brady Fredrickson, Director of Airport Planning and Capital Programming DOCUMENT TYPE: Written Briefing RECOMMENDATION: Consider funding proposals. BUDGET IMPACT: The potential budget impacts to the General Fund are described in more detail for each proposal below. I. BACKGROUND Last October, the Salt Lake City Department of Airports ("Department") briefed the Council on its efforts related to Council's FY24 legislative intent to increase public transit use and options to the Salt Lake City International Airport ("Airport"). The Council's legislative intent essentially expresses its desire for the Department to explore, with relevant stakeholders, ways "to encourage and facilitate transit, ride sharing and other transportation options which do not rely on single -passenger vehicles ....and [e]fforts to support and encourage transit opportunities for the traveling public" (the "Legislative Intent"). While the Department has always embraced sustainability as fundamental in operating facilities and conducting business, including embedding sustainability measures in the development of The New SLC, the Department is always looking to expand implementation of its goals and particularly measures that increase positive impacts on our community's air quality. Some notable achievements include: (1) LEED Gold certification of The New SLC; (2) A linear concourse layout that reduces aircraft idling and taxi time — 15,000 metric tons of GHG annually; (3) Centralized Pre -Condition Air System reduces aircraft gate idling time — 20,000 metric tons of GHG annually; (4) Electrification mandate of core ground support equipment (GSE) — 425 vehicles = 8,000 metric tons of GHG annually; and (5) 30% energy reduction measures implemented in NEW SLC — 5,500 P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor . _ T= metric tons of GHG Annually. Below is an update on the additional measures the Department presented to Council last October, which the Department remains dedicated to pursuing. II. CURRENT INITIATIVES A. Employee Ridership • Concessionaires —150 employees currently utilize the UTA Eco Pass program, operated through their employers. • Airlines — Delta operates a commuter benefit program for their 2,500 employees, offering a discounted UTA transit pass. • Airport — The Department participates and encourages City employees to participate in the Clear the Air Challenge and works directly with the Human Resource Division to create SLC360 sustainability challenges encouraging employees to utilize public transit and other alternative modes of travel. B. Passenger Ridership • Free Fare February — To improve air quality and increase ridership UTA offered free ridership in 2022 and 2023 during the month of February along all lines of public transit. • Ticket as Fare —UTA has offered a promotion for passengers to ride free with an airline ticket during winter months. III. PROPOSED PROJECTS A. Bus Route Service No UTA bus routes currently connect to the Airport. The only public transit connection is the TRAX line, which operates on a limited schedule and limited area due to UTA's rail -sharing agreements. As part of Salt Lake City's exiting interlocal agreement with UTA, the City elected to sponsor Route 1. (A map showing Route 1, and the other routes referred to in this briefing are included below.) Route 1 is part of the planned implementation of the City's Frequent Transit Network ("FTN") and is designed to provide faster connections and direct east -west service to major destinations and employment centers (University, downtown, and the regional transit system). Route 1 has been extremely successful, and the increased access has elevated ridership along the International Center Bus Route (551) by an average of 28%, with connections both at the stop referred to as the Power Station and the stop at 1940 West. On its western path, Route 551 currently follows the North Temple corridor onto Interstate 80 adjacent to the exit ramp to the Airport Terminal. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor °- _ T= Proposal - The Airport proposes adding a dedicated Airport stop along Route 551, which would better connect the Salt Lake community to the Airport, especially Airport employees who live on the west side of Salt Lake City. Along with the additional stop, the Department proposes that Route 551 and Route 1 morning hours be extended to meet the operating times required by the Department and the Airport's tenants and concessionaires, including airlines. Funding — The Airport is working in collaboration with UTA to understand the economics of the additional bus stop and hourly operation changes. The Airport will report back to the Council when costs have been evaluated. Milestones and Metrics — The Department, UTA, and City Transportation Division will monitor the monthly passenger numbers, including detailed analysis of stops along the west side to the newly created Airport stop. This data will provide information on public transit utilization from the west side communities to the airport and its air quality and environmental justice impacts. January 2024 Update — The Department, UTA, and City Transportation Division have discussed the addition of an Airport stop to Route 551. UTA is unable to provide a cost estimate for the stop at this time but will consider the stop in their next Five -Year Service Plan. UTA utilizes their Five -Year Service Plan Process to ensure proposals are evaluated network wide. UTA wants the Department and the City Council to be aware that the 5600 West/Mountain View Corridor UDOT project will consist of a rapid transit network from South Jordan to downtown Salt Lake City, with a stop at the Airport, which could be operational by 2027. April 2024 Update — The Department, UTA, and City Transportation Division discussed the addition of an Airport stop to Route 551. UTA stated that this route is not the best use of capital funds, since 5600 West is already planned. The 5600 West bus route is currently planned to be constructed/designed from the Salt Lake Central Station, through the Airport and along 5600 West terminating at 9000 South. Based upon the current proposal the date of construction will be between the Summer of 2025 and 2026. UTA and their consultants have stated that this bus route will consist of the following elements: • 29 miles across four cities in West Salt Lake County • 22 new bus stops • Provide one -seat ride along 5600 West to SLC International Airport, Downtown SLC and regional job centers • 15-minute service • Improved travel times P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor • Enhanced stops with shelters, benches and lighting and electronic signs • Enhancing existing service on 5600 West The Airport believes the 5600 West bus line will be a great benefit to the community and employees, however it is currently designed to operate at the current UTA Trax hours. The Airport has requested that UTA expand their bus service hours to 4:00 am to 1:00 am, within the Salt Lake City/West Valley City area, and hopes that the City can support this request with funding through the City and UTA's current interlocal agreement to augment service. UTA Route 1/551 Connections and Proposed Airport stop routing. B. Transit Promotion Program Overall transit ridership to and from the Airport has decreased by approximately 34% since COVID-19. With the single terminal design of the New SLC the Trax station is a short walk for all arriving and departing passengers at the Airport. The TRAX line departs every 15 minutes and is a short 20 minutes to downtown Salt Lake City, or 15 minutes to the north/south FrontRunner Train. Proposal — When TRAX was launched in 2017, UTA constructed a welcome center and also employed a full-time train host to help guide and encourage passengers through the ticket purchase process and route finding. Since the installation of the new platform these customer service options are not operating at the Airport. We propose that the Department work with the customer experience team at UTA to create a more user-friendly experience for the passengers to encourage and navigate the public transit system. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor _ T= f r u - � Funding — TBD Milestones and Metrics — The Department, UTA, and City Transportation Division will monitor the monthly passenger numbers as customer service projects are employed to measure their impact. January 2024 Update — The Department recognizes that there are opportunities to promote public transportation to the passengers of the Airport. The Department has scheduled a meeting with the customer service department of UTA as well as with Delta Air Lines to discuss possible promotion opportunities to the traveling public. April2024 Update — The Department is in the middle of a sign transition program to aid our passengers in the wayfinding process, which includes the assistance of public transit identification. The Department will be having a follow up meeting with UTA customer service to identify other beneficial opportunities to engage passengers. C. On Demand Expansion Salt Lake City and UTA have successfully operated four micro transit programs in the West Side of Salt Lake, Davis County, Tooele County, and Southern Salt Lake County. The current west side on - demand program services an area from 2300 North to 2100 South and 2200 West (eastern boundary of the Airport) to 300 West (Figure below). The system is focused primarily on the westside communities of Rose Park, Fair Park, Poplar Grove, and Glendale. Proposal — A large percentage of Airport employees live in the west side communities. With the on -demand system operating outside of the scheduled transit services this would be an exceptional service for the employees of the Airport. The current west side on -demand system is restricted to 2200 West, therefore not accessing the Airport campus. The Airport proposes that an on -demand drop-off area be designed for the new employee lot, along with charging infrastructure for the electric vehicles. In order to ensure that only employees of the Airport are utilizing the system, an airport badged code will be utilized to call for the ride share vehicle. Funding —The Department is working with UTA and the Transportation Division to create a funding proposal. • Milestones and Metrics — Through quarterly on -demand evaluation reports the Department, UTA, and City Transportation Division will be able to track the effectiveness of the program, and the resulting environmental mitigation impacts. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor i',., January 2024 Update - The Department, UTA, and City Transportation Division have discussed the expansion of the current Salt Lake City subsidized UTA On -Demand system to cover areas beyond 2200 West for Airport employees only. The UTA On -Demand system has been very successful and further funding by the City Council is key in order to help this program be sustainable and expand to the Airport. The Transportation Division is in the process of working with UTA to get an expansion funding estimate. P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 WWW.SLCMAYOR.COM SALT LAKE CITY, UT 84114-5474 TEL 801-535-7704 ERIN MENDENHALL OFFICE OF THE MAYOR Mayor DHL Expresso ServicePoint WESTPOINTE Salt Lake City International Airport Dr DoubleTree by Hilton Hotel Salt Lake...o�� ti cam.. Prime Inc. Salt Lakeo City, UT Terminal any FMO - _ake City, UT S GLENDALE h Regional ' 70C % Rose Pa I k Golf Course 5c•c W Gdxl ' Califorma Ave In, to \ Ensign F ROSE PARK •aur+ f CAPIT L HILL r AIRPARIc apitolo� pNOe�rgik Red Igua O oTemple S .�o Clark PlanetariumG- s r•mpM • p alt Lake City 500S r CENT$ $ POPLAR GROVE wf,w l' A International v Peace Gardens Fear Factory - © h "I S Harvrq LM BALLPARK L W 13th S - 1300 S jNPSStre I? (ES) -%7CS CostcoI BEEHIVE FARMACYo EI Paisa Grill Flying J Travel Center Q mt -- — _� A w 2100 s ro I �a V Stonebridge'Golf Club Kenworth Sales W Rancho Markets?1e Gn My Mans West Side On -Demand Service Area P.O. BOX 145474 451 SOUTH STATE STREET, ROOM 306 SALT LAKE CITY, UT 84114-5474 sa f. LIBERTY ?st Buy Q ® WinCo F ® South Salt Lake W W W.SLCMAYOR.COM TEL 801-535-7704 Water Usage by the City Public Utilities City Property Water Use Efficiency EXECUTIVE REPORT Maddaus Water ( Management Introduction WHY IS WATER EFFICIENCY IMPORTANT? Conservation and efficiency are key considerations for any water supplier, including Salt Lake City Department of Public Utilities (SLCDPU). At SLCDPU we are charged with ensuring a safe and healthy water supply for its service area today and for generations to come. That obligation is magnified by the City's namesake: Great Salt Lake. The impact the Lake has on the City and its neighbors is of no little significance. Great Salt Lake is the largest saltwater lake in the Western Hemisphere and is estimated to deliver more than $1.3 billion to the local economy.1 I'm pleased that the region as a whole has also come to recognize the critical role the Lake plays in our overall wellbeing. Its steady decline is an ever-present reminder of the inter -connected i nature of the biological world.' As the Lake dries, the impacts are felt far and wide. The Lake impacts dust control and related air quality, supports tourism both °feat Saltdirectly, and indirectly through lake effect snowfall, supports migratory birds Lake and aquatic habitat, and has an impact on humidity and human health. Raising our collective awareness about the Lake's needs is just the first i step toward resolving critical water supply issues. 4 Utah residents know and understand that Lake levels are an indicator sat L o wchyof regional water health. Surface water is especially vulnerable to drought and elevated surface temperatures, but the long-term impacts `.Am � of a changing climate ultimately impact all other sources, including the streams, rivers, wells, and springs on which our community relies. SLC'S WATER EFFICIENCY GOALS For decades SLCDPU has worked to achieve water savings primarily through efforts targeting irrigation and residential customers. Under the leadership of Salt Lake City's Mayor Erin Mendenhall, we are working toward making our City "more responsive to and resilient in the face of climate change and ongoing drought." Water conservation is a community issue and I am proud that SLCDPU has provided local residents and business owners a variety of resources to increase the efficiency of their own water usage. However, the future of our region's water supply cannot rest solely on the conservation efforts of individual community members. Salt Lake City can, and must, lead by example when it comes to conservation. SLCDPU's 2020 Water Conservation Plan identified goals to reduce outdoor and indoor water use at municipal properties by 14.6% outdoors and 7.7% indoors, respectively. Considering the long-term sustainability of the community and in an effort to meet and ideally exceed these goals, we have begun a broad -based effort to take stock of our own water usage and identify areas for improvement. The information included herein will inform the City's next steps and enable the SLCDPU to more confidently "do its part" in protecting Great Salt Lake and extending the region's water supply. It is the priority of the SLCDPU to ensure reliable, high -quality drinking water for the communities we serv( Water conservation is one of the best ways to extend the existing water supply, ensure resiliency during drought, and address declining Lake water levels. We recognize our role as a steward of water resources and the environment, from the Wasatch Mountains to Great Salt Lake. Current and future generations depend on these water supplies, and the water supplies of tomorrow depend on the actions we take today. - Laura Briefer, Director, Department of Public Utilities at Salt Lake City Corporation 1 "Consequences of Drying Lake Systems around the World." 2019. AECOM. https:Hdocuments.deq.utah.gov/water-quality/standards- technical-services/great-salt-lake-advisory-council/activities/DWQ-2019-010002.pdf z https://wildlife.utah.gov/gslep/about/water-levels.html 2 Project Description SLCDPU3 has been working closely with Utah State University (USU) on outdoor efficiency programs, including Water Checks and WaterMAPSTM' to support conservation on residential, commercial, and City landscapes. In 2023, the Department also began working with Maddaus Water Management (MWM) on a more comprehensive assessment of water use at municipal properties. MWM Indoor Assessments In May 2023, the City contracted with MWM and sub -consultant Bowen Collins & Associates (BCA) to lead the assessment effort. Over the summer, staff worked with the MWM project team to craft, distribute, and collect a survey on City properties and to collect and analyze water use data. Over the course of a week in August 2023, MWM staff were joined by SLCDPU and Facilities staff and, on occasion, shadowed by staff from the Utah Department of Water Resources, as they assessed water use at 14 City sites. This latest effort took a step inside, literally, and figuratively, evaluating indoor water use at City -owned facilities. In advance of on -site visits, the project team collected water use data from each City meter, along with information provided by City staff in an online survey, to analyze and categorize each City facility (see Appendix for list). Sites with higher water use, as compared to other sites in their category, and/or sites with a higher savings potential (e.g., older fixtures, documented leaks, specialized high -use equipment) were selected for an onsite assessment. Sites were also chosen based on their accessibility; some facilities were limited due to security or scheduling concerns. Some property categorization is also limited as a result of mixed -use meters, meaning the same meter serves both outdoor irrigation and indoor plumbing fixtures. During these site assessments, only indoor fixtures were evaluated due to the availability of outdoor information from the Water Checks and WaterMAPSTM programs. Outdoor Assessments USU's Water Management Analysis and Planning Software WaterMAPS (WaterMAPSTM) program integrates parcel data, land cover UtahStateUniversity data, water meter data, and weather data to calculate what is called the Landscape Irrigation Ratio (LIR). LIR values indicate how efficiently water is being used to maintain a landscape and whether the water use is outpacing the water needs of the landscape. LIRs are calculated on both an annual and a monthly basis. The City has already generated reports for a majority of residential properties, many commercial properties, and more than 60 municipal properties. While some sites present a challenge in linking meter data to where the water is used onsite, and in integrating some Salt Lake County parcel maps, the goal is to eventually assess every site within the SLCDPU service area. https://www.slc.gov/utilities/introducing-watermaps/ 7=t` Water Checks are offered through Utah State University -Center for Water Efficient Landscaping (USU-CWEL) and paid for by the Metropolitan Water District of Salt Lake & Sandy (MWDSLS). Water Checks are on -site visual and physical irrigation system inspections conducted by USU interns. These assessments are specific to turf areas irrigated with below ground, pressurized systems and include square footage measurements; visual inspection of irrigation spray nozzles to identify mis-matched heads, and sunken, broken, or leaking heads; pressure measurements; distribution uniformity calculations; root depth measurements; inspection of irrigation controllers and scheduling. At least 15 municipal properties received Water Checks as part of this project. https://extension.usu.edu/cwel/watercheck 3 All acronyms used are listed in the appendix. 3 Summary of Findings 7 PROPERTY TYPES Irrigation is a water use that can be applied across property types Library/ Open Space Museum 757dpmmp- Meters serve City properti - 1 4 CITY SITES selected for a complete indoor water use assessment Fire Office Recreation Facilities Minimum 5 MILLION GALLONS Annual Indoor Water Savings Potential � Based on 15% savings from implementing best management practices at the top 20 sites alone 16 CITY SITES have received a WaterCheck WATER CHECK ITEMS 19111111, Or)2 Surveyed Fleet I Irrigation 1,075 Total FIXTURES Tested 12 TYPES OF INDOOR FIXTURES • Tank Toilet Pools Ice Machine • Flush Valve Toilet Vacuum Pump Dishwasher • Urinal Showerhead Prerinse Spray Valve • Sink Faucet Clothes Washer Cooling Towers OVER 350,000 Square feet of landscape inspected ���i�Vlrul�fl►111Vt��VI�l�ily�_ Square Footage • Pressure Measurement • Distribution Uniformity • Root Depth • Inspection of irrigation controller and scheduling 68 CITY PROPERTIES have WaterMapsTM • Inspection of irrigation spray nozzles to identify • Mismatched • Sunken • Broken • Leaking 4 PROPERTY SURVEY AND SITE SELECTION In 2022, City properties accounted for approximately 4.45% of all water consumption in the service area, just over 1 billion gallons per year (Figure 1). While total City property water use may be a comparatively small portion of the total service area use, it is important to note that this, unlike any other water use, is within the City's control. Outdoor water use accounts for more than 96% of the City's consumption, indicating an opportunity for additional assessment and improvement. While residential and commercial incentive programs rely on marketing and property owner buy -in, permissions, and action; repairing and replacing plumbing and irrigation fixtures on City properties requires no marketing and only that the City make the commitment to affect the necessary improvements and changes in practices. An added benefit is that addressing water issues and tracking savings on City properties is easier and provides a case study that can be leveraged in the future to facilitate marketing for other user groups. Commercial 23.01% Proportional Use By Customer Type (2022) Industrial 5.57% Figure 1: Average Water Use by Service -wide Customer Type and by City Property Type Library and Museum 0.05% Open Space 0.30% One of the first steps taken to evaluate water efficiency was conducting property surveys. City staff were sent an online survey and asked to input a number of data points for each City -managed property, including • Number of employees and/or visitors • Indoor fixture types and quantities • Age of the property and hours of operation • Cooling tower information • Presence and location of leaks or other concerns • Landscape type and irrigation controller presence While this data was being collected, the project team also evaluated metered water use for the City properties and categorized them by similar end uses to determine which types had the highest indoor, outdoor, and overall use (Figures 2 and 3). Using a combination of the survey data, metered water use data, and LIR obtained from Water MAPS" reporting, the project team prioritized those sites for conducting onsite assessments, WaterMAPS`, and Water Checks. The project team considered several factors when selecting sites, including: • High water use compared within categories • • Documented leaks or older fixtures • • Specialized water use equipment Variety of property types Accessible during the project timeframe 5 Outdoor Water Use at City Properties Indoor Water Use at City Properties 12,10 20 ■ 201E lE 02018 1000 ■ 2019 ■ 2019 16 ■ 2020 s 2020 O E00 ■ 2021 c 14 ■ 2021 0 —o@o 02022 m 12 ■2022 c c 0 0 E 600 E 10 D E c 400 c a 6 4 200 N -- ----- _-__- 2 NINON III I II �I ■�/�� 0 0 Recreation Facilities Office Fire Fleet Library and Open Space Recreation Facilities Office Fire Fleet Library and Open Space Museum Museum Figure 2. Outdoor water use at City properties by year and property type Figure 3. Indoor water use at City properties by year and property type Some meters can be categorically defined as outdoor or indoor. Because many meters service both indoor and outdoor uses, known as a mixed -use meter, it can be difficult to fully distinguish how water is being used. In the absence of dedicated irrigation meters, indoor and outdoor use are traditionally calculated by comparing winter and summer water use. As such, BCA developed an analysis in which, for those not already categorically determined to be specifically indoor or outdoor use, if a meter detected water use in the winter, the worksheet formula assumed this would be classified as indoor use. Any water use in the months of April through October that exceeded the average winter months' "baseline" use, would be assumed to be outdoor use. However, not all water used in excess of indoor use is for landscapes; some of that water may be used for cooling towers, cleaning, and other processes. In addition, some meters that have been categorized as measuring outdoor water use, and therefore would not be expected to show winter water use, may show use from November through March due to leaks or accidental off-season programming. For this reason, a future action item is to further assess properties with mixed -use meters to better determine use and make potential improvements that would allow SLCDPU to better analyze this data. Some meters did not have data over all the assessed years, while other meters appeared to only have recent data. This could be because a meter was turned off, reclassified, or is at a new location. Further inquiry will help to resolve these questions. N. INDOOR WATER USE ASSESSMENTS During each indoor water use assessment, the project team looked for leaks or other inefficiencies, measured fixture flow rates, and documented make, model, and manufacturer data for more than 1,000 plumbing fixtures. A list of required equipment to conduct indoor assessments is included in the appendix. All data points were subject to access, time constraints and whether data was legible. For example, not all fixtures had a labelled flow rate, and, in some circumstances, the model number was located in a place that was inaccessible or unclear due to hard water deposits. The following fixtures were measured, evaluated, and tested: • 18 tank toilets • 281 flush valve toilets • 183 showerheads • 93 urinals • 426 faucets • 18 ice machines • 12 dishwashers TOP 20 INDOOR USERS • 6 pre -rinse spray valves • 6 clothes washing machines • 22 cooling towers • 3 pools • 1 large vehicle wash station • 6 Other assorted fixtures such as vacuum pumps, coffee machines, soda machines and dental equipment. The top 20 indoor municipal water users account for nearly 90% of the City's total indoor municipal water use. If the City were to implement all of the recommended best management practices for these 20 sites alone, the estimated savings is just over 5 million gallons. This is calculated as 15% savings of indoor use at the 20 City sites that use the highest volume of water. Savings volumes are extrapolated from savings associated with the Fixture Replacement Guide for Water -Efficient Equipment provided in the appendix. The list of sites is included in Table 1, on page 8. The requisite actions to achieve these estimated savings are further detailed under Conclusion and Next Steps. MWM and Facilities Staff measure water quality for a cooling tower. City staff measuring flow rate of shower at Salt Lake City Sports Complex. Checking the refill and overflow tubes in toilet tanks for proper settings. 7 Table 1 Top 20 City Properties Sorted by Total Indoor Water Use qlProperty Title f7Avgndoor Use Avg Outdoor Use2018-2022 (Gallons) 1 Water Reclamation Facility ,888,526 1,008,865 2 Fleet * 6,468,667 2,782,747 3 Main Library * 2,868,393 3,497,985 4 Fire Station 14 * V TM 1,791,984 248,112 5 Glendale Youth Center * 1,746,056 2,977,115 6 Public Safety Building * 1,680,045 1,922,622 7 Water Reclamation Influent Pump Station 1,146,534 22,739 8 Plaza 349 * 975,242 728,253 9 Public Utilities Shops 797,854 216,583 10 City & County Building * TM 748,561 251,964 11 Parks and Public Lands Office * 641,971 1,120,467 12 Rose Park Golf Course * V 493,231 604,982 13 Fire Station 9 * V TM 375,795 802,454 14 The Leonardo 316,815 237,752 15 Library Square Utility Plant 311,280 2,913,198 16 Fire Station 11 * d TM 260,341 491,847 17 Sorenson Unity Center * 252,039 23,674 18 Fire Station 1 * V TM 220,810 532,277 19 Fire Station 5 * d TM 218,977 562,085 20 Public Utilities Leroy Hooton Building * d 205,289 1,608,312 Note: For those properties that received an assessment, these have been indicated by the following labels: * indoor d Water Check TM WaterMAP EI OUTDOOR WATER USE ASSESSMENTS: WATER CHECKS AND WATERMAPS' Water Checks The Water Check program, operated by USU-CWEL and funded locally by MWDSLS, offers irrigation system assessments to homeowners, as well as commercial and institutional properties. Water Check process consists of five steps: 1. Conducting a site walk-through; 2. Conducting catch cup, pressure, soil/root depth tests; 3. Analyzing site information and test data using a tablet -based application; 4. Preparing a customized watering schedule, and; 5. Explaining and summarizing Water Check results with the participant. A number of sites were selected to receive Water Checks based on water use, visibility, and project timeline. City sites that received a Water Check include: • Sweet Library • Sprague Library • Chapman Library • Concord Sewer Lift Station • Day -Riverside Library • Fire Station 1 • Fire Station 2 • Fire Station 4 • Fire Station 5 • Fire Station 7 • Fire Station 8 • Fire Station 9 • Fire Station 10 • Pioneer Precinct • Public Utilities Leroy Hooton Building • Salt Lake City Sports Complex For these 16 sites, findings included widespread sprinkler head issues and problems with the irrigation zones. Identifying a process for inspection, reporting, and repair could help to improve irrigation system efficiency and reduce water waste on these sites, as well as sites not assessed. Also of note, the vast majority of these sites are not considered parks and recreation areas and yet they have a total of: • 269,949 square feet of irrigated turf, and • 85,624 square feet of irrigated non turf. Given the expectedly high water consumption for turf, and the likelihood that this is largely The area of turf measured at non -park sites decorative, the City may want to where landscape transformations could reduce consider replacing this with a low- water use by as much as 30 to 50 percent. water -use lawn species and/or reduce the lawn footprint overall. Lastly, a more regular maintenance schedule for sprinkler heads, irrigation controllers and valves would also contribute to more efficient outdoor water use. Collectively, these actions could result in an outdoor savings of 10-12% on these properties. 4 WaterMAPSTM As a reminder, LIR values indicate how efficiently water is being used to maintain a landscape. LIRs of 1 indicates a property is being watered at landscape need; LIRs of 2 indicates a property is being watered twice as much as needed. As illustrated in Figure 4, WaterMAPST" assessed City properties have demonstrated lower LIRs over the last eight years, a good sign of a trend in more efficient water use. Average of SLC Property Landscape Irrigation Ratios 2.5 0 co 2 c 0 1.5 a) 1 a M U 0.5 c 3 J 0 2014 2015 2016 2017 2018 SLC Properties 2019 2020 2021 2022 Figure 4 Average Salt Lake City Landscape Irrigation Ratios Similar to the data presented in Figure 4, Figure 5 demonstrates that, each year, a larger proportion of WaterMAPSTM assessed properties are falling into the lower ranges of LIR. More than 70% of SLC accounts now fall within a LIR of 0-1, which means that these properties are watering at, or near, estimated landscape water need. 80 70 60 4 50 c Z3 0 U 40 Q U N 30 20 10 0 SLC Properties by LIR ranges by year 2014 2015 2016 2017 2018 2019 2020 LIR Ranges ■ 0-1 ■ 1-2 ■ 2-3 3-4 ■ 4-5 ■ 5-6 ■ 6-7 ■ 7-8 ■ 8-9 ■ 9-10 ■ >10 Figure 5 Salt Lake City Properties by Landscape Irrigation Ratio by Year W 2021 2022 10 Water Savings Opportunities CASE STUDIES: SALT LAKE CITY PROJECTS As of November 2023, more than 100 City properties have received WaterMAPSTM and/or Water Checks and nearly 30 have received indoor assessments by MWM and/or SLCDPU staff. Select properties from those illustrated in Figure 6 have been chosen as case studies for the purposes of this report to demonstrate the variety and types of water efficiency projects that have either been completed, are in progress, or have been recommended for future consideration. _. Val Verda i.Leiir North Salt Lake Farmington Bay e ek �anY°n O �1 • 0 \ O ° Q °0 C 0 0 1 80W We w 80 • ° • 0 `6,0061011111 O �Oe • o �� • o t O c R • 3 cal0if•r ;,,..��°o�• °Thoi O O O et °� Pla h • 00 O Vkb ° ° 0-Ov � Ly 0�&0° • ° 00 O ° o '2pt South t ° ^•�iPCom La p Parkway 61vd Stonebridge tt11 0 Golf Course O kl�i 3100 5 Valley Magna 3500 S West Valley 171' Mi creek •, 'S City City Water Properties Assessment Advanced Metering • Infrastructure: Not Installed (137) Parenthe Advanced Metering represe 0 Infrastructure: Installed the numl (446) offeatui • WaterMAPS (57) per layer. • Indoor Assessment (29) Water Check (10) Mountains .� city Cree'- I ck untaln r F �mi9tati0n Cant°n atjeys Ca P Mt Aire 4500 S 266 o Holladay 4700 S O Murray z = Taylorsville _ d6 5600 S • _ m y 6200 S 3 p t C9 Cottonwood 1 N 7000 S Heights 0,uO ordan 7800 5 Midvale 0 °^ `. „ c,PeA 2 1 _ �� Figure 6 Map of City Property Assessments 11 Concord Lift Station CaseStudy Elevating the landscape while lowering water use OPPORTUNITY v The 2020 Water Conservation Plan identified the need to reduce outdoor water use across the service area, including at City facilities. In response, Water Conservation had begun cataloguing and assessing SLCDPU sites to identify opportunities for landscape transformations and irrigation improvements. To support customer efforts in reducing outdoor water use, SLCDPU was preparing to launch the SLC TurfTrade program, offering low-cost, lower -water grass seed to service area customers. These two programs synergized at the Concord Sewer Lift Station (Concord LS), where, in the spring of 2021, landscape, irrigation system, and lawn received a corripiete landscape transformation, Concord LS was selected as a demonstration site due to its high visibility, ease of Aerial image of Concord Lift Station after access, large lawn area, and high water use-700,177 gallons in 2020. Landscape SLC Turfl-rode gross seed establishment. transformation included reducing the lawn footprint (while continuing to provide access for large equipment); planting lower -water trees, shrubs, and perennials; installing an irrigation system that included hydrozoning, high -efficiency spray nozzles, drip, and a passive magnetic water conditioning fixture; and planting the SLC Turf trade low-water grass blend. OUTCOMES v A comparison of water use data, and pre -and post -transformation Water Check and WaterMAPS"' assessments of Concord LS demonstrate measurable, sustainable water savings and supports continued efforts to identify other SLCDPU and City properties for similar landscape transformation opportunities. Distribution Uniformity (DU) measures how efficiently water is applied to a landscape. The evaluation indicated that there were sunken and tilted spray nozzles, which would lower DU, reducing system efficiency. Scheduling regular irrigation inspections and repairs would improve efficiency, increasing water savings. A DU of 75% for popup spray heads is achievable and considered excellent performance. Pre landscape transformation: • Distribution Uniformity: 45% • WaterMAPST'" LIR: 2.69 Concord LS Annual Water Use 800,000 700,000 0 600,000: 60 500,000 ' .E 400,000 E 300,000 0 200,000 > 100,000 _ — -- 0 2020 2021 2022 Figure 7 Concord Lift Station Annual Water Use Post landscape transformation: • Distribution Uniformity: 58% • WaterMAPSTr' LIR: 0.66 The WaterMAPST" LIR now indicates the landscape receives less than evapotranspiration (Eto) and is thriving due to a more appropriate plant palette, improved irrigation system, and the SLC TurfTrade grass. Improved irrigation system, low-water plants, and SLC Turftrade grass has helped reduce both water use and LIR at Concord Lift Station. 12 Water Reclamation Facility Case Study Reclaiming water efficiency 24/7/365 CURRENT WATER USE PATTERNS `e The SLCDPU Water Reclamation Facility (WRF) averages the highest culinary water use of all City properties: more than 12 million gallons annually; however, given it treats 12 billion gallons of sewage every year, that's one gallon of culinary water for every 1,000 gallons of sewage treated. This amount is also well under the maximum annual average daily use adopted by City Council for new or expanded commercial and industrial connections. Additionally, treated sewage including the culinary water used in the treatment process is returned to Great Salt Lake via the Northwest Drain and Farmington Bay. The existing WRF is more than 60 years old and serves around 200,000 people as well as the businesses, industries, and institutions located within the City. As the only wastewater treatment facility in Salt Lake City it operates 24/7/365 without interruption, through power outages and extreme weather events, and even during construction of the New WRF. To minimize the use of culinary water, the WRF utilizes its treated effluent water wherever possible, as will be the case for the new facility. Consequently, most of the water used to process and treat wastewater is treated wastewater effluent. The WRF only uses culinary water in the process of treating wastewater where necessary, for instance for mixing polymers used in the treatment process, cooling water for pump seals, and evaporative coolers. Culinary water is also used in breakrooms and restrooms. Shower and laundry facilities are also provided for more than 60 staff who work in the facility to ensure their health and safety. BEST PRACTICES v Construction continues at the SLC Water Reclamation Facility. The new facility s improves to the expansion oT ine airport. i ne VVKt- is Deing designed and built as an exemplary facility with advanced treatment of wastewater, a focus on Great Salt Lake sustainability, thoughtful investment of rate payers' money, public involvement, and inclusion of educational elements to better accommodate the tours provided to school children and the public each year. Traditional culinary uses in bathrooms, kitchen and showers will be designed to optimize efficiency, and the addition of submetering of culinary water lines will ensure timely monitoring and management. A IN 13 Salt Lake City Golf Case Study Winning at efficiency without disrupting play CHALLENGES v Aa Siberian and Snake River Wheatgrass test plot at - Glendale Golf Course. Climate change, growth, and drought can make it a challenge to sustain our traditional landscapes, especially in golf course settings where it is imperative to maintain green, actively growing grasses which tolerate traffic and recover from wear. As an enterprise fund, SLC Golf needs to balance the seemingly competing goals of playability and conservation. However, that challenge can be met through innovation, improved best practices, and alternative turf species. Fortunately, SLCDPU and Golf have a long history of collaboration to achieve these goals. Working together with USU-CWEL, the United States Department of Agriculture - Agricultural Research Services Forage and Range Research Laboratory (USDA-ARS/FRRL), and the US Golf Association, research, pilot projects, and programs have been undertaken at each of the six City golf courses. These include: • Turf mapping • Water Checks • WaterlVIAPSTM • Alternative turf trials • Research -grade weather stations • Geo-located POGO soil moisture data • Passive magnetic water conditioning fixtures • Indoor facility water assessments Alternative turf trials have been underway for several years, focused on irrigated out -of -bound areas, converting areas of irrigated turf into non -irrigated meadows. However, changing the species or varieties in a turfgrass stand can be an expensive and disruptive process, especially in fairway areas that play a key role in the game. Converting turfgrass areas to new species must be a seamless process or must not otherwise significantly impact the play or visual qualities of the golf course. Identifying varieties and the best methods for transition will be the focus of the next phase of this project. BEST PRACTICES v Forest Dale Golf Course ■ ■ b 1111 0 fill Lil I. Map of various turf and use areas at Forest Dale Golf Course. SLC Golf has completed GPS-aided play tracking at all courses to help guide the process of locating suitable areas in which to replace irrigated turf with non -irrigated native grasses. The next phase is to contract with a golf course architect to better integrate the plan with existing course features and make irrigation system upgrades to support the redesign. Recently, SLC Golf worked with a local distributor to install a passive magnet water conditioning fixture on the line providing water to the course fairways, greens, tees, and roughs. Pre- and post- magnet installation Water Checks measured an average of 22% improvement in Distribution Uniformity (DU), indicating an improvement in water delivery efficiency. Since installation, the first of July, water use has decreased compared to the previous year and the number of watering days has been reduced. Consideration should be given to extending these programs and implementing similar strategies at other City properties. 14 Fleet Car Wash Case Study Solving the issue of winter water waste CHALLENGES and SOLUTIONS I - r Every day of the year, dozens of large vehicles, including garbage and dump trucks, use the towered wash station located at Fleet. Though equipped with positive pressure nozzles, the extensive hose system is outside, exposing hoses and pipes to freezing winter temperatures. Large vehicle wash station As a result, hoses are left on in a small continuous flow all winter. Flow tests taken at the site estimated a substantial water loss. Facilities staff have tried insulating the pipes, but that doesn't address the hoses, which also freeze. Enclosing and insulating the lower section of the wash tower would help to prevent both the pipes and hoses from freezing. A heated enclosure could result in substantial savings in terms of water, money, and power. Implementing the proposed solution can save 1.38 million gallons of water every year. At a glance • Hoses are left running approximately 150 days per year at a rate of 0.8 gallons per minute. • (.8 gallons/minute) x (60 minutes/hour) x (24 hours/1 day) = 1,152 gallons per day per hose • (1,152 gallons/day) x (150 days) = 172,800 gallons per hose per season • Total water lost = (172,800) x 8 hoses left on = 1,382,400 gallons per winter Cooling Towers Case Study CHALLENGES and SOLUTIONS Where Public Safety keeps their cool v Multiple City properties use cooling towers, especially through the summer months. Issues in cooling towers can result in large levels of water loss that are not often apparent because few people have access to the area and the large, complicated, machinery requires extra training to understand and repair. Leaking or potentially problematic cooling towers were found at Fleet (where staff rely on 7 makeup air units, 3 indirect evaporative cooling units, and 10 large portable evaporative coolers), the Main Library (where the cooling tower is slated .. for replacement in winter 2023/24), Plaza 349 (where continued water Cooling tower leak at the indicative of a leak is shown at right), and the Public Sa' Main Library. Public Safety Building had a leak in the overflow p reportedly "could have been leaking at least a year." When measured, the leak was 1.875 gallons per minute. At this rate this leak accounted for nearly ONE MILLION GALLONS per year. MWM recommends a comprehensive assessment of City operated cooling towers with regular maintenance, leak repair, and a capital replacement program for those that are not operating at peak efficiency for the intended use. MWM staff inspecting cooling tower at SLC Public Safety Building (with close-up). 15 A W W A M 3 6 Water Audit and Identifying opportunities the infrastructure -level Loss Control Assessment Case Study OPPORTUNITY As part of the SLCDPU overall asset management and conservation programs, it is in the process of completing its first American Water Works Association M36 Water Audits and Loss Control Program Manual water audit to determine how much water the system loses due to leakage, meter error, or water theft and the cost of uncaptured revenue from non - revenue water. A validated water audit is the necessary first step in helping determine the magnitude of water loss and the cost to reduce it. Figure 8 illustrates the component volumes of water produced, supplied, delivered, or lost, and how each component nests to create the total volume of water in the system. SLCDPU uses water differently than other City properties. For example, water is used for line flushing of new connections and repairs, water quality flushing, hydrant use and testing, and truck filling stations. Identifying methods of measuring this volume of water will help us understand how to better manage and account for this water. Proactive leak detection and repair helps reduce real water loss; continuation of this program is recommended. Water Exported (WE) (corrected for known errors) Billed Water Exported Revenue Water (Exported) Billed Metered Consumption (BMAC) Billed Authorized Consumption (water exported is removed) Revenue Water Billed Unmetered Consumption (BUAC) Authorized Volume from Own Sources (VOS) Consumption Unbilled Authorized Unbilled Metered Consumption (UMAC) Consumption Unbilled Unmetered Consumption (UUAC) System Input Systematic Data Handling Errors (SDHE) Volume Water Supplied Apparent Losses Customer Metering Inaccuracies (CMI) Non -Revenue Water (NRW) Unauthorized Consumption (UC) Water Losses Leakage on Transmission and/or Distribution Mains Water Imported (WI) (corrected for known Real Losses Leakage and Overflows at Utility's Storage Tanks errors) Leakage on Service Connections Figure 8 AWWA M36 Audit Water Balance 16 Conclusion and Next Steps MWM recommends that the City initiate a five-year action plan to address implementing the Best Management Practices (BMPs) outlined on page 18, at each City property. These best practices were developed as a result of the indoor assessments, Water Checks, and Water MAPS". If this approach is determined to be too costly for all properties, begin with the top twenty users in each category, indoor and outdoor, and tailor the BMPs based on the type of water use. MWM also recommends that the City investigate funding opportunities with state, federal and private partners. Large projects, such as replacing inefficient evaporative coolers and similar equipment, are prime candidates for these funds as they have an easy to identify start and end date, a single location or facility, and can often result in significant, quantifiable City staff discuss the irrigation system at the SLC Sports Complex. savings. Take advantage of funding partnerships and start with the simplest tasks first. For example, the Central Utah Water Conservancy District confirmed that it provides rebates on toilets for any public facility. Low flow faucet aerators of 0.5 to 1.0 gallons per minute (GPM), can be found in bulk for less than $1 each and can often be installed by hand (while removing old ones may require a wrench). Projects planned in the coming year include: • Complete WaterMAPST" assessments on all City properties • Replace poorly functioning toilets and faucets at Pioneer Precinct • Replace cooling tower at Main Library • Conduct remaining indoor assessments at all branch libraries • Identify and prioritize City properties for landscape transformations Nearly all City water use is consumed outdoors and the two largest sources ss.- -- for outdoor irrigation are golf and parks. While SLC Park usage is trending f down, golf usage was back up in 2022 due to the longer season during which the courses were open. For properties with high outdoor use, investigate sites that have irrigation -only meters, but exhibit consumption outside of the irrigation season. Consider adjusting irrigation timers downward incrementally to refine the lowest threshold of water use that is necessary to maintain plant health; this action coincides with findings from the Water Check reports that indicated, of the sites assessed, most zones ran longer than recommended. Repair and replace any irrigation that is not functioning properly, MWM and City staff at the PublicsafetyBuilding. especially if it results in overspray onto non -irrigable areas such as sidewalks, parking lots, or dirt areas. SLC Parks pose special challenges that could not be fully addressed in the timeline of this report. Parks regularly contain multiple and mixed use meters on each site. One important next step will be to work closely with Parks to link specific meters with their specific irrigation zones to better perform Water Checks and WaterMAPST". USU-CWEL conducting a Water Check at the SLC Sports Complex. 17 BMPS PER SITE TYPE Recommended Water Efficiency Best Management Practices Facilities • Inspectforleaks • Investigate where new technology may apply • Install sub -meters wherever there is mixed use (landscaping, process water, office) • Capture and recycle meter testing water Open Space and Landscape • Complete WaterMAPS assessments TN • Schedule Water Check Assessments • Inspect, report, and repair irrigation issues in a timely manner • Identify properties for landscape transformations • Improve indoor and outdoor use data • Consider replacing non -recreational turf with a low -water -use Recreation • • • lawn species and/or reduce the lawn footprint overall • Inspect/fix pools and pool leaks • • • • • Develop dashboard to access daily AMI meter data • Fix or replace leaking showerheads Inventory raw water sources • Adjust toilet water lines to improve toilet efficiency Link meters to specific irrigation zones and areas • Replace old/faulty flushometers to improve toilet efficiency • Install faucet aerators where missing (primarily locker rooms) • Ensure hoses are equipped with auto shut-off nozzles Office . Fix or replace high flow urinals oe • Fix faulty faucet and toilet sensors • Adjust toilet tank water levels to improve toilet efficiency Replace old/faulty flushometer toilets to improve efficiency O • Inspect ornamental fountain frequently for leaks or other concerns • Replace water-cooled ice machines with air-cooled ice machines Fire • Install a submeter for cooling tower(s) and regularly inspect tower(s) • Fix or replace high flow urinals for leaks and stuck valves • Replace tank toilets with EPA WaterSense certified efficient toilets • Adjust toilet tank water levels to improve toilet efficiency • Fix or replace leaking/damaged showerheads • Install faucet aerators where missing (primarily garage hand wash stations) atieTSe,� • Inspect/fix pipe fittings and vacuum breakers in cleaning closet(s) • Replace inefficient clothes washer(s) with Energy Star Certified clothes washer(s) • Purchase recycled water training truck `em e Fleet Pis EPA r A Replace rooftop HVAC units Library & Museum Use dry broom for floor cleaning • Fix faulty faucet and toilet sensors Fix or replace leaking/damaged showerheads • Install a submeter on the cooling tower Use pressure washing equipment for all wet -cleaning and regularly inspect for leaks and Turn off carwash hoses in winter (build insulated/heated enclosure) stuck valves Remove/replace trough sinks • Install faucet aerators where missing Fix or replace faucet sensors (primarily break rooms) Fix or replace high flow urinals • Adjust toilet tank water levels to Re -circulate water for washing improve toilet efficiency 18 Appendices SALT LAKE CITY WATER EFFICIENCY REPORT ACRONYMS ADVANCED METERING INFRASTRUCTURE AM[ ALLIANCE FOR WATER EFFICIENCY AWE AMERICAN WATER WORKS ASSOCIATION MANUAL 36: WATER AUDITS AND LOSS CONTROL PROGRAMS, FOURTH EDITION AWWA M36 BOWEN COLLINS A& ASSOCIATES BCA DISTRIBUTION UNIFORMITY DU EVAPOTRANSPIRATION ET GALLONS GAL GALLONS PER CYCLE GPC GALLONS PER FLUSH GPF GALLONS PER MINUTE GPM GLOBAL POSITIONING SATELLITE GPS HEATING, VENTILATION, AND AIR CONDITIONING HVAC LANDSCAPE IRRIGATION RATIO LIR SEWER LIFT STATION LS MADDAUS WATER MANAGEMENT, INC. MWM METROPOLITAN WATER DISTRICT OF SALT LAKE & SANDY MWDSLS ONE -HUNDRED CUBIC FEET CCF REFERENCE EVAPOTRANSPIRATION ETO SALT LAKE CITY DEPARTMENT OF PUBLIC UTILITIES SLCDPU UNITED STATES DEPARTMENT OF AGRICULTURE - AGRICULTURE RESEARCH SERVICES FORAGE AND RANGE RESEARCH LABORATORY USDA-ARS/FRRL UNITED STATES ENVIRONMENTAL PROTECTION AGENCY WATERSENSE EPA WATERSENSE USU WATER MANAGEMENT ANALYSIS AND PLANNING SOFTWARE WATERMAPSTM UTAH STATE UNIVERSITY USU UTAH STATE UNIVERSITY -CENTER FOR WATER EFFICIENT LANDSCAPING USU-CWEL WATER RECLAMATION FACILITY WRF 19 CITY PROPERTY TYPE CATEGORIZATIONS In the process of analyzing City water use data the project team developed a system of property type categorizations. As illustrated below, meters were identified then "rolled up" into one of seven categories based on their water use profile. Some sites have widely varied use types, such as the Main Library, where there are restrooms as well as retail and restaurant space, and recreation sites that have landscaping, indoor facilities, and restaurants. Office buildings are those which typically do not have any specialized water using equipment including, but not limited to, Plaza 349, the LeRoy Hooton Building, the City County Building, and Fisher Mansion. Library/ Museum rpmmmli, Recreation Facilities Fire Stations Office Recreation Reservoirs Parts Buildings Warehouse Fire Hydrants Public Safety Park Lift Stations [Earwash Fire Lines Golf Pump Shops Stations Water Cemetary Reclamation Facility Restaurants Public at Recreation Utilities Sites Facilities Restrooms at Recreation Sltes Water Features Drinking Fountains Figure 9 City Property Type Categorizations 20 WATER EFFICIENCY STANDARDS SHEET Fixture Replacement Guide for Water -Efficient Equipment Note: gal= gallons, gpm= gallons per minute, gpf= gallons per flush, gpc = gallons per cycle Additional Resources: EPA WaterSense, MaP Testing, Alliance for Water Efficiency, Federal Energy Management Program Fixture or Equipment Best Practice Efficiency Level for Salt Lake Equipment Type Applicable Models Price (Avg.) City, Utah Toilet WaterSense Compliant Tank Toilets $200-400 <_1.28 gpf4 Flushometer Valve/Tank Combo Toilets Urinal WaterSense Compliant Flush Urinals $150-300 <_0.5 gpf1 Non -water Urinals (Waterless) Public Bathroom Aerators are available in a variety of sizes $1-5 (aerators) Manual or Sensor Faucets: <_ 0.5 gpm s Faucet and spray types Metering Faucets: <_ 0.25 gpc' Residential WaterSense Certified Bathroom Sink Faucets $1-5 (aerators) <_1.5 gpml Bathroom Faucet & Faucet Accessories Showerhead WaterSense Certified Showerheads $20-80 <_2.0 gpml Energy Star clothes washers: Clothes Washer EnergyStar Certified Clothes Washers $500-800 <_ 6.0 gal/ft3 Water Factor/Integrated Water Factor Energy Star dish washers: Residential EnergyStar Certified Residential Dishwashers $400-700 <_ 3.5 gal/load (standard) Dishwasher <_ 3.1 gal/load (compact) Kitchen Faucet Aerators are available in a variety of sizes $1-5 (aerators) z <_2.2 gpm and spray types Pre -rinse Spray WaterSense Certified Pre -Rinse Spray Valves $50-100 1 <_1.28 gpm Valve Energy Star Certified Commercial Steam $10,000- Use connectionless heat steamers, also Food Steamer 30,000 called "boilerless steamers" Cookers Use recirculating closed -loop chilled water Ice Machine Energy Star Certified Commercial Ice $2,000-5,000 ice machines or Energy Star air-cooled ice Machines machines Commercial Energy Star Certified Commercial $5000-80000 Use Energy Star commercial dishwashers Dishwasher Dishwashers ,, meeting the water efficiency requirements Combination $20,000- Use connectionless, boilerless combination Oven Energy Star Certified Commercial Ovens 40,000 ovens or Energy Star combination ovens Replacement technologies include, but are Retrofit dipper well with in -line flow Dipper Well not limited to, scoop showers and heated $150-350 restrictor <_0.3 gpm or install replacement utensil holders technology 4 EPA WaterSense Standard 5 American Society of Mechanical Engineers (ASME)/American National Standards Institute (ANSI) Standard 21 AUDIT KIT MATERIALS LIST 1. Waterproof backpack — We recommend a quality backpack to house all items in the kit and keep hands free. 2. Stopwatch — to time faucets/showers/toilets. Get one with a strap to be hands -free. 3. One small clear plastic container that can hold 0.25 gallon — to measure faucets. 4. One larger clear plastic container that can hold 1.0 gallon — to measure showers. It needs to have a wide mouth (larger than 3-4-inch opening) to fit under a shower head and be transparent to read volume. 5. Metal tape measure — to be used to measure water depth in tank type toilets. 6. Dye tabs — for testing toilet leaks. 7. Flashlight — makes it easier to see the labels on aerators or showerheads. 8. Cell phone and/or digital camera — for taking pictures of equipment. 9. Business cards — to identify employees while on site. 10. Batteries — for electronic devices as needed. 11. Tablet — for recording data. We recommend a lightweight tablet with a hands -free neck strap and case. 12. Notepad with lined paper and pen/pencil — to be used just in case electronics malfunction. 13. Drip water measuring vial — to estimate water loss from small drip leaks. 14. Selfie stick or telescoping mirror — to view equipment labels that are in hard to see places. 15. Small towel — to dry off in case you get wet. Optional items to bring: 1. TDS meter— (Total Dissolved Solids meter) to be used to measure water quality circulating in cooling tower. 2. EC meter— (Electrical Conductivity meter) —also used to measure water quality of cooling towers. 3. Measuring wheel —used to measure landscaped areas. J,• 22