Transmittal - 4/12/2024
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Jill Love, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: April 11, 2024
Victoria Petro, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: 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
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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.
FY 2024 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.
FY 2024 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).
FY 2024 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.
FY 2024 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.
FY 2024 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.
FY 2024 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 (9.02.010); negligent
collision (12.52.340), negligent collision causing serious bodily injury or death (12.52.355),
improper lookout (12.52.020), failure to supervise a child (11.60.020), battery (11.08.020),
incapable driver (12.24.050), incompetent driver (12.24.030), permitting incompetent driver
(12.24.040), targeted residential picketing (11.12.120), expectoration and spitting in public places
(11.36.150), one arm driving (12.52.060), opening vehicle doors in traffic (12.52.100), backing of
vehicles (12.52.120), allowing unlicensed persons to drive (12.52.200), 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 11.12.120 and state code 76-9-109, reckless driving as city code
12.52.360 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 i mprovements.
FY 2024 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 7 form 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 worki ng 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-30 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.37 Design 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, 2025. 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 identif y 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.
FY 2024 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
$100,000 allocated in the FY 2024 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 us ing 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. Eac h 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. UAN sets the sta ndard 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.
FY 2024 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 col lection
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 under 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.
FY 2024 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 an d evaluate whether to increase,
reduce, or in some cases eliminate, City fees.
FY 2024 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.
FY 2024 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.
FY 2024 Administration Response: There are several strategies the Administration,
departments and Human Resources have recommended and utilized to have apprentices sta y 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.
FY 2024 Administration Response: Response Forthcoming
G. Police Department
FY21 - 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.
FY 2024 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.
FY 2024 Administration Response: The Department hired a civilian director for the
Internal Affairs Unit, which is now part of the Chief’s 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 Chief’s 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.
FY 2024 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 PCRT
(Police Community Response Team) positions and 1 supervisor were funded for 6
months in the FY 2023 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 2 positions 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 redu ce financial
barriers for City residents, especially those with limited financial resources.
FY 2024 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.
FY 2024 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.
FY15 - 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.
FY 2024 Administration Response: The topic of funding 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 increa sed budget asks, but no
additional expansion of programs are in place at this time.
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.
FY 2024 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.
Attachment A
Air Quality and Transit Investment
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
CITY COUNCIL TRANSMITTAL
______________________________ Date Received: April__, 2024
Jill Love, Chief Administrative Officer
Date Sent to Council:
TO: Salt Lake City Council DATE: April __ 2024
Victoria Petro, Chair
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
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
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.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
• 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
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
• 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.
Route 1
Route 551
Proposed
Stop
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
• 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.
April 2024 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.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
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.
ERIN MENDENHALL
Mayor
OFFICE OF THE MAYOR
P.O. BOX 145474
451 SOUTH STATE STREET, ROOM 306
SALT LAKE CITY, UT 84114-5474
WWW.SLCMAYOR.COM
TEL 801-535-7704
West Side On-Demand Service Area
Attachment B
Water Usage by the City
1
City Property Water Use Efficiency
EXECUTIVE REPORT
November 2023
2
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Introduction
WHY IS WATER EFFICIENCY IMPORTANT?
Conservatfon and efficiency are key consideratfons for any water supplier, including Salt Lake City Department of Public
Utflitfes (SLCDPU). At SLCDPU we are charged with ensuring a safe and healthy water supply for its service area today and
for generatfons to come. That obligatfon 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 estfmated to deliver
more than $1.3 billion to the local economy.0F0F0F
1 I’m pleased that the region as a
whole has also come to recognize the critfcal role the Lake plays in our overall
wellbeing. Its steady decline is an ever-present reminder of the inter-connected
nature of the biological world.1F1F1F
2 As the Lake dries, the impacts are felt far and
wide. The Lake impacts dust control and related air quality, supports tourism both
directly, and indirectly through lake effect snowfall, supports migratory birds
and aquatfc habitat, and has an impact on humidity and human health.
Raising our collectfve awareness about the Lake’s needs is just the first
step toward resolving critfcal water supply issues.
Utah residents know and understand that Lake levels are an indicator
of regional water health. Surface water is especially vulnerable to
drought and elevated surface temperatures, but the long-term impacts
of a changing climate ultfmately 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 targetfng irrigatfon and residentfal
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 conservatfon 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 conservatfon
efforts of individual community members. Salt Lake City can, and must, lead by example when it comes to conservatfon.
SLCDPU’s 2020 Water Conservatfon Plan identffied goals to reduce outdoor and indoor water use at municipal propertfes
by 14.6% outdoors and 7.7% indoors, respectfvely. 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 identffy areas for improvement. The informatfon included herein will inform the City’s next steps and enable the
SLCDPU to more confidently “do its part ” in protectfng 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 communitfes we serve.
Water conservatfon is one of the best ways to extend the existfng 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 generatfons
depend on these water supplies, and the water supplies of tomorrow depend on the actfons 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://documents.deq.utah.gov/water-quality/standards-
technical-services/great-salt-lake-advisory-council/actfvitfes/DWQ-2019-010002.pdf
2 https://wildlife.utah.gov/gslep/about/water-levels.html
3
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Project Description
SLCDPU3 has been working closely with Utah State University (USU) on outdoor efficiency programs, including Water
Checks and WaterMAPS™, to support conservatfon on residentfal, 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 propertfes.
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 crafl, distribute, and collect a survey on City propertfes and to collect and analyze water
use data. Over the course of a week in August 2023, MWM staff were joined by SLCDPU and
Facilitfes 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 figuratfvely, evaluatfng indoor water use at City-owned facilitfes.
In advance of on-site visits, the project team collected water use data from each City meter,
along with informatfon 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 potentfal (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 facilitfes were limited due to security or scheduling
concerns. Some property categorizatfon is also limited as a result of mixed-use meters, meaning
the same meter serves both outdoor irrigatfon and indoor plumbing fixtures. During these site
assessments, only indoor fixtures were evaluated due to the availability of outdoor informatfon
from the Water Checks and WaterMAPS™ programs.
Outdoor Assessments
USU’s Water Management Analysis and Planning Soflware
(WaterMAPS™) program integrates parcel data, land cover
data, water meter data, and weather data to calculate what
is called the Landscape Irrigatfon Ratfo (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 residentfal propertfes, many commercial propertfes, and
more than 60 municipal propertfes. While some sites present a challenge in linking meter data
to where the water is used onsite, and in integratfng some Salt Lake County parcel maps, the
goal is to eventually assess every site within the SLCDPU service area.
https://www.slc.gov/utflitfes/introducing-watermaps/
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 irrigatfon system inspectfons conducted by USU
interns. These assessments are specific to turf areas irrigated with below ground, pressurized
systems and include square footage measurements; visual inspectfon of irrigatfon spray nozzles
to identffy mis-matched heads, and sunken, broken, or leaking heads; pressure measurements;
distributfon uniformity calculatfons; root depth measurements; inspectfon of irrigatfon
controllers and scheduling. At least 15 municipal propertfes received Water Checks as part of
this project.
https://extension.usu.edu/cwel/watercheck
3 All acronyms used are listed in the appendix.
4
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Summary of Findings
5
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
PROPERTY SURVEY AND SITE SELECTION
In 2022, City propertfes accounted for approximately 4.45% of all water consumptfon in the service area, just over 1 billion
gallons per year (Figure 1). While total City property water use may be a comparatfvely small portfon 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 consumptfon, indicatfng an opportunity for additfonal assessment and
improvement. While residentfal and commercial incentfve programs rely on marketfng and property owner buy-in,
permissions, and actfon; repairing and replacing plumbing and irrigatfon fixtures on City propertfes requires no marketfng
and only that the City make the commitment to affect the necessary improvements and changes in practfces. An added
benefit is that addressing water issues and tracking savings on City propertfes is easier and provides a case study that can
be leveraged in the future to facilitate marketfng for other user groups.
Figure 1: Average Water Use by Service-wide Customer Type and by City Property Type
One of the first steps taken to evaluate water efficiency was conductfng 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 quantftfes
• Age of the property and hours of operatfon
• Cooling tower informatfon
• Presence and locatfon of leaks or other concerns
• Landscape type and irrigatfon controller
presence
While this data was being collected, the project team also evaluated metered water use for the City propertfes 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 combinatfon of the survey data, metered water use data, and LIR obtained from Water MAPS™ reportfng,
the project team prioritfzed those sites for conductfng onsite assessments, WaterMAPS™, and Water Checks. The project
team considered several factors when selectfng 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 tfmeframe
6
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
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 distfnguish how water is being used. In the absence of
dedicated irrigatfon meters, indoor and outdoor use are traditfonally 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 additfon, 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 actfon
item is to further assess propertfes with mixed-use meters to better determine use and make potentfal 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 locatfon. Further inquiry will help to resolve these
questfons.
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
7
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
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, tfme
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
• 6 pre-rinse spray valves
• 6 clothes washing
machines
• 22 cooling towers
• 3 pools
• 1 large vehicle wash
statfon
• 6 Other assorted fixtures
such as vacuum pumps,
coffee machines, soda
machines and dental
equipment.
TOP 20 INDOOR USERS
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 practfces for these 20 sites alone, the estfmated 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 actfons to achieve
these estfmated savings are further detailed under Conclusion and Next Steps.
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.
MWM and Facilities Staff measure water
quality for a cooling tower.
8
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Table 1 Top 20 City Properties Sorted by Total Indoor Water Use
Top 20 Indoor Users
Property Title Avg Indoor Use Avg Outdoor Use
2018-2022 (Gallons)
1 Water Reclamatfon Facility 12,888,526 1,008,865
2 Fleet * 6,468,667 2,782,747
3 Main Library * 2,868,393 3,497,985
4 Fire Statfon 14 * √ ™ 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 Reclamatfon Influent Pump Statfon 1,146,534 22,739
8 Plaza 349 * 975,242 728,253
9 Public Utflitfes Shops 797,854 216,583
10 City & County Building * ™ 748,561 251,964
11 Parks and Public Lands Office * 641,971 1,120,467
12 Rose Park Golf Course * √ 493,231 604,982
13 Fire Statfon 9 * √ ™ 375,795 802,454
14 The Leonardo 316,815 237,752
15 Library Square Utflity Plant 311,280 2,913,198
16 Fire Statfon 11 * √ ™ 260,341 491,847
17 Sorenson Unity Center * 252,039 23,674
18 Fire Statfon 1 * √ ™ 220,810 532,277
19 Fire Statfon 5 * √ ™ 218,977 562,085
20 Public Utflitfes Leroy Hooton Building * √ 205,289 1,608,312
Note: For those propertfes that received an assessment, these have been indicated by the following labels:
* indoor
√ Water Check
TM WaterMAP
9
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
OUTDOOR WATER USE ASSESSMENTS: WATER CHECKS AND WATERMAPS™
Water Checks
The Water Check program, operated by USU-CWEL and funded locally by MWDSLS, offers irrigatfon system assessments
to homeowners, as well as commercial and instftutfonal propertfes. Water Check process consists of five steps:
1. Conductfng a site walk-through;
2. Conductfng catch cup, pressure, soil/root depth tests;
3. Analyzing site informatfon and test data using a tablet-based applicatfon;
4. Preparing a customized watering schedule, and;
5. Explaining and summarizing Water Check results with the partfcipant.
A number of sites were selected to receive Water Checks based on water use, visibility, and
project tfmeline. City sites that received a Water Check include:
• Sweet Library
• Sprague Library
• Chapman Library
• Concord Sewer
Lifl Statfon
• Day-Riverside
Library
• Fire Statfon 1
• Fire Statfon 2
• Fire Statfon 4
• Fire Statfon 5
• Fire Statfon 7
• Fire Statfon 8
• Fire Statfon 9
• Fire Statfon 10
• Pioneer Precinct
• Public Utflitfes Leroy
Hooton Building
• Salt Lake City Sports
Complex
For these 16 sites, findings included widespread sprinkler head issues and problems with the
irrigatfon zones. Identffying a process for inspectfon, reportfng, and repair could help to
improve irrigatfon 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 recreatfon 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
consumptfon for turf, and the
likelihood that this is largely
decoratfve, the City may want to
consider replacing this with a low-
water-use lawn species and/or reduce
the lawn footprint overall. Lastly, a more regular maintenance schedule for sprinkler heads,
irrigatfon controllers and valves would also contribute to more efficient outdoor water use.
Collectfvely, these actfons could result in an outdoor savings of 10-12% on these propertfes.
269,949 square feet
The area of turf measured at non-park sites
where landscape transformations could reduce
water use by as much as 30 to 50 percent.
10
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
WaterMAPS™
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, WaterMAPS™ assessed City propertfes have demonstrated lower LIRs over the last eight years, a good sign of
a trend in more efficient water use.
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 proportfon of WaterMAPS™
assessed propertfes 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 propertfes are watering at, or near, estfmated landscape water need.
Figure 5 Salt Lake City Properties by Landscape Irrigation Ratio by Year
0
0.5
1
1.5
2
2.5
2014 2015 2016 2017 2018 2019 2020 2021 2022
La
n
d
S
c
a
p
e
I
r
r
i
g
a
t
i
o
n
R
a
t
i
o
Average of SLC Property Landscape Irrigation Ratios
SLC Properties
0
10
20
30
40
50
60
70
80
2014 2015 2016 2017 2018 2019 2020 2021 2022
SL
C
A
c
c
o
u
n
t
s
LIR Ranges
SLC Properties by LIR ranges by year
0-1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 9-10 >10
11
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Water Savings Opportunities
CASE STUDIES: SALT LAKE CITY PROJECTS
As of November 2023, more than 100 City propertfes have received WaterMAPS™ and/or Water Checks and nearly 30 have
received indoor assessments by MWM and/or SLCDPU staff. Select propertfes 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 consideratfon.
Figure 6 Map of City Property Assessments
12
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Elevating the landscape while lowering water use
Concord Lift Station
Case Study
The 2020 Water Conservatfon Plan identffied the need to reduce outdoor water use
across the service area, including at City facilitfes. In response, Water Conservatfon
had begun cataloguing and assessing SLCDPU sites to identffy opportunitfes for
landscape transformatfons and irrigatfon 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 Lifl Statfon (Concord LS), where, in the spring of 2021, the
landscape, irrigation system, and lawn received a complete landscape transformation.
Concord LS was selected as a demonstratfon site due to its high visibility, ease of
access, large lawn area, and high water use—700,177 gallons in 2020. Landscape
transformatfon included reducing the lawn footprint (while contfnuing to provide
access for large equipment); plantfng lower-water trees, shrubs, and perennials; installing an irrigatfon system that
included hydrozoning, high-efficiency spray nozzles, drip, and a passive magnetfc water conditfoning fixture; and plantfng
the SLC TurfTrade low-water grass blend.
A comparison of water use data, and pre-and post-transformatfon
Water Check and WaterMAPS™ assessments of Concord LS
demonstrate measurable, sustainable water savings and supports
contfnued efforts to identffy other SLCDPU and City propertfes for
similar landscape transformatfon opportunitfes.
Distributfon Uniformity (DU) measures how efficiently water is
applied to a landscape. The evaluatfon indicated that there were
sunken and tflted spray nozzles, which would lower DU, reducing
system efficiency. Scheduling regular irrigatfon inspectfons 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:
• Distributfon Uniformity: 45%
• WaterMAPS™ LIR: 2.69
Post landscape transformation:
• Distributfon Uniformity: 58%
• WaterMAPS™ LIR: 0.66
The WaterMAPS™ LIR now indicates the landscape receives less than
evapotranspiratfon (Eto) and is thriving due to a more appropriate
plant palette, improved irrigatfon system, and the SLC TurfTrade
grass.
OPPORTUNITY
OUTCOMES
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2020 2021 2022
Vo
l
u
m
e
i
n
G
a
l
l
o
n
s
Concord LS Annual Water Use
Figure 7 Concord Lift Station Annual Water Use
Improved irrigation system, low-water plants, and SLC
Turftrade grass has helped reduce both water use and LIR at
Concord Lift Station.
Aerial image of Concord Lift Station after
SLC TurfTrade grass seed establishment.
13
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Water Reclamation Facility
Case Study
CURRENT WATER USE PATTERNS
The SLCDPU Water Reclamatfon Facility (WRF) averages the highest culinary water use of all City propertfes: 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 connectfons. Additfonally, 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 existfng WRF is more than 60 years old and serves around 200,000 people as well as the businesses, industries, and
instftutfons located within the City. As the only wastewater treatment facility in Salt Lake City it operates 24/7/365 without
interruptfon, through power outages and extreme weather events, and even during constructfon of the New WRF. To
minimize the use of culinary water, the WRF utflizes its treated eftfuent 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 eftfuent. The
WRF only uses culinary water in the process of treatfng wastewater where necessary, for instance for mixing polymers
used in the treatment process, cooling water for pump seals, and evaporatfve coolers. Culinary water is also used in
breakrooms and restrooms. Shower and laundry facilitfes are also provided for more than 60 staff who work in the facility
to ensure their health and safety.
BEST PRACTICES
The new WRF will replace the majority of the existfng
facility and is one of the largest infrastructure
improvements in the history of the City, second only
to the expansion of the airport. The WRF is being
designed and built as an exemplary facility with
advanced treatment of wastewater, a focus on
sustainability, thoughtiul investment of rate payers’ money, public involvement, and inclusion of educatfonal elements to
better accommodate the tours provided to school children and the public each year. Traditfonal culinary uses in bathrooms,
kitchen and showers will be designed to optfmize efficiency, and the additfon of submetering of culinary water lines will
ensure tfmely monitoring and management.
Reclaiming water efficiency 24/7/365
Construction continues at the SLC Water Reclamation Facility.
Great Salt Lake
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SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Salt Lake City Golf
Case Study
CHALLENGES
Climate change, growth, and drought can make it a challenge to sustain our traditfonal landscapes, especially in golf course
settings where it is imperatfve to maintain green, actfvely growing grasses which tolerate traffic and recover from wear. As
an enterprise fund, SLC Golf needs to balance the seemingly competfng goals of playability and conservatfon. However,
that challenge can be met through innovatfon, improved best practfces, and alternatfve turf species. Fortunately, SLCDPU
and Golf have a long history of collaboratfon 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 Associatfon, research, pilot projects, and programs have
been undertaken at each of the six City golf courses. These include:
• Turf mapping
• Water Checks
• WaterMAPS™
• Alternatfve turf trials
• Research-grade weather statfons
• Geo-located POGO soil moisture data
• Passive magnetfc water conditfoning fixtures
• Indoor facility water assessments
Alternatfve turf trials have been underway for several years, focused on irrigated out-of-bound areas, convertfng areas of
irrigated turf into non-irrigated meadows. However, changing the species or varietfes in a turfgrass stand can be an
expensive and disruptfve process, especially in fairway areas that play a key role in the game. Convertfng turfgrass areas to
new species must be a seamless process or must not otherwise significantly impact the play or visual qualitfes of the golf
course. Identffying varietfes and the best methods for transitfon will be the focus of the next phase of this project.
BEST PRACTICES
SLC Golf has completed GPS-aided play tracking at all courses to help guide the process
of locatfng suitable areas in which to replace irrigated turf with non-irrigated natfve
grasses. The next phase is to contract with a golf course architect to better integrate the
plan with existfng course features and make irrigatfon system upgrades to support the
redesign.
Recently, SLC Golf worked with a local distributor to install a passive magnet water
conditfoning fixture on the line providing water to the course fairways, greens, tees, and
roughs. Pre- and post- magnet installatfon Water Checks measured an average of 22%
improvement in Distributfon Uniformity (DU), indicatfng an improvement in water
delivery efficiency. Since installatfon, the first of July, water use has decreased compared
to the previous year and the number of watering days has been reduced.
Consideratfon should be given to extending these programs and implementfng similar
strategies at other City propertfes.
Winning at efficiency without disrupting play
Map of various turf and use areas at
Forest Dale Golf Course.
Siberian and Snake River Wheatgrass test plot at
Glendale Golf Course.
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SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Fleet Car Wash Case Study
CHALLENGES and SOLUTIONS
Every day of the year, dozens of large vehicles, including garbage and dump trucks, use the
towered wash statfon located at Fleet. Though equipped with positfve pressure nozzles, the
extensive hose system is outside, exposing hoses and pipes to freezing winter temperatures.
As a result, hoses are lefl on in a small contfnuous flow all winter. Flow tests taken at the site
estfmated a substantfal water loss.
Facilitfes staff have tried insulatfng the pipes, but that doesn't address the hoses, which also freeze. Enclosing and insulatfng
the lower sectfon of the wash tower would help to prevent both the pipes and hoses from freezing. A heated enclosure
could result in substantfal savings in terms of water, money, and power. Implementfng the proposed solutfon can save 1.38
million gallons of water every year.
Cooling Towers Case Study
CHALLENGES and SOLUTIONS
Multfple City propertfes use cooling towers, especially through the summer months. Issues in
cooling towers can result in large levels of water loss that are not oflen apparent because few
people have access to the area and the large, complicated, machinery requires extra training to
understand and repair. Leaking or potentfally problematfc cooling towers were found at Fleet
(where staff rely on 7 makeup air units, 3 indirect evaporatfve cooling units, and 10 large portable
evaporatfve coolers), the Main Library (where the cooling tower is slated
for replacement in winter 2023/24), Plaza 349 (where contfnued water
indicatfve of a leak is shown at right), and the Public Safety Building. The
Public Safety Building had a leak in the overflow pipe (above) that
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 operatfng at peak efficiency for the intended
use.
Solving the issue of winter water waste
Where Public Safety keeps their cool
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
Large vehicle wash station
MWM staff inspecting cooling tower at SLC Public
Safety Building (with close-up).
Cooling tower leak at the
Main Library.
16
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
AWWA M36 Water Audit and
Loss Control Assessment Case Study
OPPORTUNITY
As part of the SLCDPU overall asset management and conservatfon programs, it is in the process of completfng its first
American Water Works Associatfon 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 thefl 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 propertfes. For example, water is used for line flushing of new connectfons
and repairs, water quality flushing, hydrant use and testfng, and truck filling statfons. Identffying methods of measuring
this volume of water will help us understand how to better manage and account for this water. Proactfve leak detectfon
and repair helps reduce real water loss; contfnuatfon of this program is recommended.
Figure 8 AWWA M36 Audit Water Balance
Water Exported (WE)
(corrected for known
errors)
Revenue Water
(Exported)
Water Imported (WI)
(corrected for known
errors)
Volume from Own
Sources (VOS)
Water Losses
Non-Revenue Water
(NRW)
Revenue Water
Unbilled Authorized
Consumption
Authorized
Consumption
Water Supplied
System Input
Volume
Apparent Losses
Leakage on Transmission and/or Distribution
Mains
Leakage and Overflows at Utility's Storage Tanks
Leakage on Service Connections
Real Losses
Billed Authorized
Consumption
Billed Metered Consumption (BMAC)
(water exported is removed)
Billed Unmetered Consumption (BUAC)
Unbilled Metered Consumption (UMAC)
Unbilled Unmetered Consumption (UUAC)
Systematic Data Handling Errors (SDHE)
Customer Metering Inaccuracies (CMI)
Unauthorized Consumption (UC)
Billed Water Exported
Identifying opportunities at the
infrastructure-level
17
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Conclusion and Next Steps
MWM recommends that the City initfate a five-year actfon plan to
address implementfng the Best Management Practfces (BMPs) outlined
on page 18, at each City property. These best practfces 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 propertfes, 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 investfgate funding opportunitfes with state,
federal and private partners. Large projects, such as replacing inefficient
evaporatfve coolers and similar equipment, are prime candidates for
these funds as they have an easy to identffy start and end date, a single
locatfon or facility, and can oflen result in significant, quantffiable
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 oflen be installed by hand (while removing old ones may require a wrench).
Projects planned in the coming year include:
• Complete WaterMAPS™ assessments on all City propertfes
• Replace poorly functfoning toilets and faucets at Pioneer Precinct
• Replace cooling tower at Main Library
• Conduct remaining indoor assessments at all branch libraries
• Identffy and prioritfze City propertfes for landscape transformatfons
Nearly all City water use is consumed outdoors and the two largest sources
for outdoor irrigatfon are golf and parks. While SLC Park usage is trending
down, golf usage was back up in 2022 due to the longer season during
which the courses were open. For propertfes with high outdoor use,
investfgate sites that have irrigatfon-only meters, but exhibit consumptfon
outside of the irrigatfon season. Consider adjustfng irrigatfon tfmers
downward incrementally to refine the lowest threshold of water use that is
necessary to maintain plant health; this actfon coincides with findings from
the Water Check reports that indicated, of the sites assessed, most zones
ran longer than recommended. Repair and replace any irrigatfon that is not
functfoning properly,
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
tfmeline of this report. Parks regularly contain multfple 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 irrigatfon zones to better
perform Water Checks and WaterMAPS™.
City staff discuss the irrigation system at
the SLC Sports Complex.
MWM and City staff at the Public Safety Building.
USU-CWEL conducting a Water Check at the SLC
Sports Complex.
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SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
BMPS PER SITE TYPE
19
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
Appendices
SALT LAKE CITY WATER EFFICIENCY REPORT ACRONYMS
ADVANCED METERING INFRASTRUCTURE AMI
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 WATERMAPS™
UTAH STATE UNIVERSITY USU
UTAH STATE UNIVERSITY – CENTER FOR WATER EFFICIENT LANDSCAPING USU-CWEL
WATER RECLAMATION FACILITY WRF
20
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
CITY PROPERTY TYPE CATEGORIZATIONS
In the process of analyzing City water use data the project team developed a system of property type categorizatfons. As
illustrated below, meters were identffied 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 recreatfon sites that have landscaping, indoor facilitfes, 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.
Figure 9 City Property Type Categorizations
Library/
Museum
Library
Museum
Open Space
Community
Garden
Landscape
Streetscape
Undeveloped
Fire
Fire Stations
Fire Hydrants
Fire Lines
Office
Office
Buildings
Public Safety
Recreation
Recreation
Park
Golf
Cemetary
Restaurants
at Recreation
Sites
Restrooms at
Recreation
SItes
Water
Features
Drinking
Fountains
Facilities
Reservoirs
Lift Stations
Pump
Stations
Water
Reclamation
Facility
Public
Utilities
Facilities
Fleet
Parts
Warehouse
Carwash
Shops
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SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
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 Testfng, Alliance for Water Efficiency, Federal Energy Management Program
Fixture or
Equipment Type Applicable Models Equipment
Price (Avg.)
Best Practice Efficiency Level for Salt Lake
City, Utah
Toilet
WaterSense Compliant Tank Toilets
Flushometer Valve/Tank Combo Toilets $200-400 ≤1.28 gpf2F2F2F
4
Urinal WaterSense Compliant Flush Urinals
Non-water Urinals (Waterless) $150-300 ≤0.5 gpf1
Public Bathroom
Faucet
Aerators are available in a variety of sizes
and spray types $1-5 (aerators) Manual or Sensor Faucets: ≤ 0.5 gpm3F3F3F
5
Metering Faucets: ≤ 0.25 gpc2
Residentfal
Bathroom Faucet
WaterSense Certffied Bathroom Sink Faucets
& Faucet Accessories $1-5 (aerators) ≤1.5 gpm1
Showerhead WaterSense Certffied Showerheads $20-80 ≤2.0 gpm1
Clothes Washer EnergyStar Certffied Clothes Washers $500-800
Energy Star clothes washers:
≤ 6.0 gal/fl3 Water Factor/Integrated Water
Factor
Residentfal
Dishwasher EnergyStar Certffied Residentfal Dishwashers $400-700
Energy Star dish washers:
≤ 3.5 gal/load (standard)
≤ 3.1 gal/load (compact)
Kitchen Faucet Aerators are available in a variety of sizes
and spray types $1-5 (aerators) ≤2.2 gpm2
Pre-rinse Spray
Valve WaterSense Certffied Pre-Rinse Spray Valves $50-100 ≤1.28 gpm1
Food Steamer Energy Star Certffied Commercial Steam
Cookers
$10,000-
30,000
Use connectfonless heat steamers, also
called “boilerless steamers”
Ice Machine Energy Star Certffied Commercial Ice
Machines $2,000-5,000
Use recirculatfng closed-loop chilled water
ice machines or Energy Star air-cooled ice
machines
Commercial
Dishwasher
Energy Star Certffied Commercial
Dishwashers $5,000-80,000 Use Energy Star commercial dishwashers
meetfng the water efficiency requirements
Combinatfon
Oven Energy Star Certffied Commercial Ovens $20,000-
40,000
Use connectfonless, boilerless combinatfon
ovens or Energy Star combinatfon ovens
Dipper Well
Replacement technologies include, but are
not limited to, scoop showers and heated
utensil holders
$150-350
Retrofit dipper well with in-line flow
restrictor ≤0.3 gpm or install replacement
technology
4 EPA WaterSense Standard
5 American Society of Mechanical Engineers (ASME)/American Natfonal Standards Instftute (ANSI) Standard
22
SALT LAKE CITY - CITY PROPERTY WATER USE EFFICIENCY EXECUTIVE REPORT
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 tfme 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 testfng 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 identffy 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 malfunctfon.
13. Drip water measuring vial – to estfmate 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 circulatfng in cooling tower.
2. EC meter – (Electrical Conductfvity meter) – also used to measure water quality of cooling towers.
3. Measuring wheel – used to measure landscaped areas.