Heat. Heat.
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>> Heat. Heat.
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» Hello. Hello. [music]
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» Okay, welcome everyone to the a August 25th, 2026 city council work session
meeting. Our meetings are public and you're welcome to join us in person or
by watching from the council agenda page. You can watch in Zoom or YouTube.
Uh we hope you continue to join us in whichever manner you feel the most
comfortable. This is a work session meeting during
which there is not public comment. You can join us tonight at 7 p.m. for our
formal meeting to share your comments. We of course uh are welcome public
feedback anytime. Uh and you can send us your feedback uh by mail at PO Box
145476, Salt Lake City, Utah 84114.
um by email also uh council. commentsc.gov
or you can call 24-hour phone line uh com phone comment line as uh at uh
8015357654.
Comments we receive on agenda topics are shared with council members and posted
posted in our website. Uh you can visit that at slc.gov/consel.
Our first agenda item is an ordinance for a zoning map amendment at
approximately 2025 and 2020 2075 west, 2670 north and 2620 north, 2200 west. Uh
we're going to welcome at the table Nick Tarvet, council deputy director, Erin
Barlo, senior planner, and Alicia Silly, principal planner. Nick.
» Uh thank you, Mr. Chair. I won't repeat the address of where you just announced
the reszone's going to be considered. >> Um I will let you know the applicant is
here. He would like to talk with you after the presentation from planning
staff. >> And um with that I'll let you guys go.
» Thank you. Good afternoon council. Um I am Alicia Cely and this is Aaron Barlo.
We've been the planners processing this application. Um again, yeah, this is for
a zoning map amendment from AG2 agricultural zone to M1A, which is the
North Point specific light industrial district.
» Next slide, please. >> Okay. Um this request includes three
properties um that you see up here on the screen. 2670 North, 2200 West um is
this long skinny one um on the west of this map. and then 2075 west 2670 north
and 2025 west 2670 north um are east here um abuing the north 215 freeway um
these three properties are all currently zoned AG2 which is agricultural um and
the applicant is proposing to reszone them to M1A North Point light industrial
um and these all fall in the North Point small area plan next slide
Okay. Um the purpose of this reszone is for future light industrial use. There
are no um specific development plans or a specific tenant um wishing to build on
the site at this time. Um however, the planning staff is
recommending approval with conditions. Um [snorts] and then the planning
commission recommended denial which we will get into um later in this
presentation. Next slide. Okay, just to be really clear about um
what is here and what the proposal is. So the property facing 2200 West here
labeled A on this diagram is currently a single family home. Um the proposal
would be to remove this home to provide access to the future development. Um so
to provide an access road to the larger two properties and avoid using the uh
2670 north road and then BNC um are very similar. There's nothing
developed on these properties right now. They've been used as um grazing pasture
land previously. Um and these are both proposed as the future site for light
industrial development. Next slide. Okay. Okay. As far as the neighborhood
context, the surrounding properties um are largely characterized by very low
density residential development and um as well as agricultural uses. However,
the site the um broader site and broader neighborhood has a lot of new industrial
uses coming in um such as the warehouse that you can see in some of these photos
across 2200 West. Next slide. Okay. And um the zoning district
comparison M1A has similar height requirements um to the existing AG2
district. Um it has some additional design requirements such as setting back
um new buildings in M1A from principal residential structures on abuing
properties. There is no minimum lot width or size um in the M1A district.
There are some additional landscaping and tree planting requirements um to
mitigate the impacts of future light industrial use um as well as additional
design standards. Next slide.
Um and then M1A allows for um quite a few additional uses that are not
currently permitted in the AG2 zone. Um these are all detailed in the staff
report but some of the highlights um are here and mainly these are along the
lines of light manufacturing light industrial uses. Next slide.
Um I won't spend a lot of time here but the proposal to reszone these properties
to M1A is in line with plan Salt Lake and the North Point small area plan. um
and planning staff's determination is that the proposal does um comply with
the goals of these plans. Next slide. So like Alicia was saying, this proposal
aligns with the plan, the North Point area plan. And specifically in the V
vision map, it calls for a transitional area here that has the diagonal hatched
yellow lines on the map. an area that is meant to transition from the current
agricultural uses to a more light industrial use that you see popping up
in this area. And many of the properties in this area have already been reszoned
to that light manufacturing zone. And the M1A zoning district was developed
specifically for this area of the transition from a to light industrial.
Next slide, please. Uh we did receive quite a few comments
from the neighbors and the public. They were primarily concerned about the use
of that 2670 North Street which is runs along the north part of this property. A
lot of homes use it as their primary point of access. They're worried about
noise, visual impacts, the typical things that come out of light industrial
use. And the applicant uh took these comments and came forward with some um
ideas to kind of mitigate those things. So, next slide.
Uh the applicant with their community benefit said, you know, because we're
worried neighbors worried about noise, visual impacts, access, things like
that. Uh they proposed uh additional screening and uh
mitigation beyond what is specifically required by the M1A zoning district
because of this property's proximity to other residential uses. So that includes
additional tree planting in the way that you can see illustrated there with the
juniper trees. Uh stone wall uh fencing along the property lines that are shared
with residential uses. Uh there would be no storage yards or parking areas near
the neighboring houses. There would be a much larger gap than required by the M1A
zoning district. And then there would be no access on that 2670 North Street,
only on that strip of land that was purchased from uh a family that were
actually going through the same process until they were approached by this
applicant to reszone their property. Uh next slide, please.
So at the planning commission, uh they forwarded a negative recommendation. The
central concern, really the only concern was regarding data centers that are
permitted in this district. Data centers do have a few requirements within this
M1A zoning district. They need to be in a a closed loop cooling system. But if
the uh council wishes to go, you know, a different way than the planning
commission recommended, they are welcome to add a condition to prohibit data
centers on the site. Uh next slide, please.
So staff's recommendation if the commission if the council does decide
they do choose to approve this request we ask that they uh keep the conditions
that staff recommended to the planning commission as well as um that as an
option the data center proh prohibition as well.
So the next slide I believe that's the end of our presentation and we're happy
to go through things but I think the applicant also wanted to present
» council member Petro.
» Are we going to hear from the developer too or just
» I mean we we don't we we can >> I'm
» you have questions for the developer directly or do you have
» no mostly mostly just comments. I had the chance to speak with this developer
like planning told us this conforms with what we expect to happen and the
developer assured me not only are they asking for nothing that varies from the
M1A zone that was innovative innovated for the place out there there's no
riparian considerations because it's far enough away from there so we don't have
that element of concern and when I spoke with the developer the developer was
able to tell me the name of not only the people from whom they bought the house
which was impressive but then also So the neighbors across the way who are
some of our neighbors who need the protection who have lived through the
hellscape that has been the development of the million square foot warehouse out
there they were willing to concede additional protections in alignment with
what that family preferred. So, as we move forward on this, I'm finding it
difficult to um say you can't do what we told you we expected would be done with
a developer that is willing to not only conform to what we said, but is willing
to give us additional um concessions like formalizing that a data center will
not be a use that is out there even though once again letting our
constituency know that is not a permitted use even in that zone, but
they are willing. So, I actually have to say this is a this is a developer who
seems incredibly responsive. I know we have a lot of people who show up for the
shores of the lake and I'm thankful for them. I have yet to hear the people who
show up for the neighbors out there who have unique concerns and having a
developer that took it upon themsel to address the humans who live out there
and not just the birds is really exciting to me and I'm really really um
glad to see this. I think there is no leeway on things like the tree buffers.
there's no leeway on things like um light mitigation, all of those other
things that will protect the birds because our zone was designed to
consider that. Um but this is actually a pretty high precedent in addition to
the fact that they're willing to give us concessions that we couldn't have
foreseen needing to be explicitly stated when the zone was created.
» Any other thoughts, council members?
Um I would like to um I think the as far as the the data center um
technically being a thing that could happen in the site I felt like I
personally would like to prohibit that even if the developer it's not uh
thinking about doing it I think just for the sake of uh putting on and and you
know and and paper in writing. I think I would like to add that as a requirement
that is not allowable >> and it was explicitly asked and we we
can let the developer speak to it but this is a concession that
the developer is willing to get to give us.
» Yeah. And we well I mean they know how to give it to us, right? Like we can
actually require it but it's very nice that they're willing to give it to us.
» I Yeah. I'm not trying to exercise our power. I'm saying we have a partner here
who is doing in this space things that are not just being compelled but this is
someone who gives every appearance at this point to be honoring the spirit and
the letter of our law. >> Yes. Um I guess maybe that this is a way
to allow the developer for a few minutes. Um and uh yeah tell us a little
bit about the project. Um maybe this sparks other questions but maybe not.
Make sure that the green light is on. on.
» There you go. Green light was not on. Uh, I'm Dustin Cutler. I represent Lone
Peak Lofts. It is my business, my partner and I's business, and we are the
applicants/developers of this parcel. Um, as far as the data
center, I know it come up. I'm completely fine with any contingencies
that you guys feel like are needed for that area to to not allow data centers.
I've built a number of smaller scale. One one thing that doesn't show on these
parcels is there's actually two 24-in gas lines that go from Wyoming to
California. They they kind of cut that parcel in the middle. So, it kind of
creates two envelopes where a large building you literally we we
naively asked what would it would cost to move those before we understood what
they were. And the guy from Kern River laughed at us and he said, "I don't
know, maybe 15 to$20 million." and we're like, "Oh, these aren't like these
aren't your 1-in gas lines that run to your house." That's where we kind of
learned. So, because of that, it doesn't suit itself to any any large buildings
really. Um, so in my opinion, there's this I don't know the data center market
at all. It's nothing I've ever dealt with before, but I I don't think that's
an issue. I'm more than happy to, you know what I mean, work with the city and
say, "Yeah, that's not a not a thing that works in that area for me or any
potential buyers or future developers or tenants for that matter."
» Thank you. I mean, the technology is evolving so much and it will continue to
evolve. So, I prefer to put it in the in the documents so they're not no
allowable use. Uh, any other thoughts, council members?
Yes. Thank you, Mr. Chair. Um the staff said
that this um there's no firm plan for this property right now. Um do you have
ideas? >> So, I actually uh I used chat GPT the
other day for the first time in my life. I did come up with some concepts. I
don't I thought I mailed them in, but I may have emailed them to the wrong I
didn't know who to send it. So, we I was telling Nick before this, my partner and
I, we we actually build small industrial buildings. Uh we're completing one on
the on-ramp of 5600 West and I 80 right now. So, we have worked through the city
process before. It was already zoned the right way, so I didn't come to this, you
know what I mean? It was just a planning, but we specialize for the last
10 or 15 or I guess 12 years now. We build usually between 30 and 50,000 foot
buildings, which to most people sounds big, but when it comes to industrial
space is really small, right? and we usually split those into anywhere
between three and 10,000 foot units. Um, so we attract small businesses. The
stuff right now we're building out by the airport. We have as small as 4,000
to as large as nine. We have a few signed leases. That building's not yet
complete, but we've signed some leases. One of them is Snap-on Tools Corporate,
who provides automotive working tools, and I think it's just a warehouse for
their local guys to come pick up tools. One of them is a soil test company that
does soil testing for the state. Um they leased a 4,000 foot unit. So we don't we
usually attract smaller businesses uh across our whole anything we've ever
built. We've only ever had one that was actually a manufacturer. Uh it's a
building down in Lynon. Uh one company bought the entire building from us and
they do all your kind of special duct work. They're one of the few
manufacturers in the state that actually builds commercial duct work. But outside
that we get our stuff in Pleasant Grove attracts dance studios, some online
retailers, a gym. This particular area probably wouldn't attract that of course
because it's there's no population base around, right? But most of what we
target is is small businesses. What we had kind of planned and if we still our
hope is to end up owning one of the building envelopes. There's three
possible building envelopes. Our hope is to kind of sell two off and build one
and it would probably be a 20 to 30,000 foot building primarily targeted like 3
to 4,000 foot units for for local contractors and we'd probably sell half
and keep half. So if we were if we were the developers, we'd bring a condo plat
in over our particular building. Um so we do part of the small I guess the
community benefit was hoping to work with small businesses. We of course
can't commit to that because like I was telling Nick beforehand, this is a
bigger project than we can afford to do quite honestly. So at this point, we're
looking to kind of get the reszone done, probably start to work through the
engineering and site plan and all that other items once we know the zoning's
right. if somebody comes along and buys it, we'll exit. But they'll understand
part of our agreement with the community was that the fencing and the trees are
being locked in as part of the reszone. And part of that was to make our
neighbor across the street, Mr. Taylor, happy. Um I I approached kind of all my
neighbors there. Uh there's a few guys that own some parcels to the north of
that small road, 2670, and they were trying to work with me because they
would like to access their property. Unfortunately, they don't really have
access to their parcels back there. Um, I contacted all the neighbors and
they're just not interested in in a change to that road. So, I went ahead
and bought the Thompson property to provide access back here. So,
» thank you so much. Okay. >> Um,
I would support prohibit prohibition of data centers on that site.
» Okay. >> Thank you.
» It seems like we are good. Uh, I appreciate the, you know, your the
information you share with us. Thank you. Um, I think that sort of gives
gives the direction on where we are headed.
» Could we just get confirmation? I think we're there, but quick straw poll on
whether or not you would like to include the prohibition on data centers as a
condition in the reszone. >> Sure. Let's show your feelings on that,
council members. >> Okay.
» Okay. We'll make that change to it. >> Okay. Thank you.
» Thank you very much. >> Thank you.
Uh item number two is a zoning map
amendment and general plan amendment at approximately
1990 and 2002 South 500 East. Um we're going to welcome Allison Roland, council
policy analyst at the table and Cassie Younger, senior senior planner and
Kelsey Linquist, planning manager. Maybe um Oh yes.
» Thank you, Mr. Chair. This is a request for a zoning map and general plan
amendment at 1990 South 500 East and 2002 South 500 East in the Liberty Welsh
neighborhood. The applicant, Castlewood Development, has proposed 22 for sale
town homes, each with three stories, including four bedrooms, three and a
half baths, and a twocar garage. The requested changes would reszone the the
property from single family residential to moderate density multif family
residential and require a general plan amendment to the central community
future land use map from lowdensity residential to medium density
residential. The planning commission voted 5 to zero to recommend the council
approve these changes with a development agreement and comment commenters at the
planning commission hearing expressed concerns about the height of the
buildings. the density or number of units that are included and the loss of
available parking in the area. The public hearing is scheduled for
September 15th with potential council action on September 22nd. And the
applicant is here if you're if uh you end up with any questions after uh
Cassie's presentation. >> Thanks.
I think this is the applicant.
Can we go to the next presentation? >> Scott, could we go to the next
presentation?
Okay, [laughter] I'll get started while they're bringing that up. Sorry about
that. Um, my name is Cassie Younger and I'm presenting the Wells on Fifth Reson.
So, as Alison mentioned, this request is for our zoning map and general plan
amendment uh 1990 and 2002 South 500 East. The current zoning is R15000 and
is proposed to be changed to RM35, which is a moderate density multif family
residential. Uh this also requires an amendment to
the central community plan future land use map from low density residential to
medium density residential. Uh the subject property um is 1.03 acres
and has three frontages along 500 East, Hollywood, and Roondo A. It was
previously the historic Wells Ward Meeting House, which burned down in 2024
and has been Vinket ever since. This property lies within the Liberty
neighborhood about a mile west of Sugar House downtown. The site is one block
north of 2100 South, which is uh zoned primarily MU3 and has a variety of small
businesses and town homes. And while the blocks north are generally um R15000,
there are some pockets of RMF35 nearby like the senior living center to
the north and a recently reszoned Sears site on 400 East. Uh, this site has a
variety of transit options close by with a UTA bus stop one block north and an
S-line station.3 miles south.
The proposed development offers 22 town homes, each with four bedrooms and three
and a half baths. Each unit has a twocar garage, and the site offers eight guest
parking stalls on site. The site plan proposes
um over 12,000 square feet of open space including a playground amenity
and while the RMF35 zone allows up to 35 ft in height, the development is
proposing to cap it at 30 ft.
Uh the community benefit offered is that all of these are familysized units with
over three beds and three baths and these units will all be offered for
sale. The open space is over three times the required amount for this
development. And the open space is mostly contiguous with over 3,000 square
feet of a for a playground. And the applicant has offered to integrate an
educational component to the play area. The educational component was inspired
by a nonprofit group called Playful Learning Landscapes, which helps
developers in cities install educational engaging playscapes for children in
private and public spaces. And these can be as simple as a mural or a painted
bench or as complex as an entire play installation. All of which would promote
engagement and interactive um interaction between children and their
caregivers. Um, so in the slide I have a table that
compares the existing zones with the proposed RMF35 zone.
Is there a way to connect my own computer anyway?
» That I don't know. Um, I just sent it to Scott.
» Okay. [laughter] >> See if you can get it.
Um, so the table will show the comparison
and uh versus the proposed project. So they aren't proposing to build to the
maximum height or density that the RMF35 zone would allow. The RMF35 zone would
allow up to 59 lots um with the minimum lot size requirement, but the applicant
is only proposing 22.
And so many aspects of the proposed development actually comply with the
RMF30 zone which is our low density multifamily residential zone um
including the density of 22 units with a height cap of 30 ft.
So the applicant is requesting the RMF35 zone instead um because of this smaller
front yard requirements. So, this allows to keep the majority of their open space
within the interior of the site plan within the greenways and playground
amenity instead of accommodating those larger front setbacks.
And so the applicant received a lot of public feedback on their project um and
revised their design to accommodate some of these concerns inclusing including
decreasing the number of units from 22 to 20 from 24 to 22 and adding guest
parking stalls and increasing the setbacks along Rodondo and Hollywood
from 10 ft to 13 and 14.
Yeah. So, if you just want to go through and we can bring up those tables.
Um, yeah. So, here's the current zone R15000, the RMF35 zone, and the proposed
project.
So, like I said, they're going under um the height and the density for for what
is allowed in the RMF35 zone. Next slide, please.
Um, and this is comparing it with the RMF30 zone, which is our lowdensity
multif family residential. So, it complies with almost all of those
development standards um, except for the front yards.
Okay. And then next slide. Um, it made some accommodations as
mentioned um, based on public feedback like decreasing the number of units,
increasing front yards, and adding guest parking.
Next slide. And then on June 24th, the planning
commission voted unanimously to forward a positive recommendation to the city
council with the listed conditions.
Next slide.
» Thank you. Um council members, council Carlson,
» um I saw that uh there is it's anticipated that these would be for sale
units. Do we have a sense of what the um the price might be for these for sale
units? >> The applicant has indicated that they
would be market rate and I believe the range was around 590 or so, but she is
also here uh to present and can be more specific in that.
» Okay. >> Yeah. I think that maybe we should give
the time a little time, a few minutes to the
» applicant who also has a PowerPoint we can go through and maybe it'll help us
track visually >> while she presents.
» And as she comes up, I want to apologize to Cassie and to all of you. Um, it
looks like I I sent the other presentations. I didn't send this one.
So, sorry about that.
» Welcome to welcome to the applicant. make sure that the green light is on on
the microphone and >> give us a short
» presentation. >> Um, thank you [clears throat] for your
time today. My name is Haley Pratt and I'm a partner at Castlewood Development.
Um, we are go the developer and builder of the site. Um, when approaching this
site, we paid a lot of attention. We knew that we liked the location. We
liked the proximity to transit. We loved the proximity to the commercial services
and the fact that it was already a vacant site. There was no displacement.
But we did understand that one of the key factors was um making sure that we
approached the site and the site design so that it was contextually appropriate.
So, um, even before I dive into the site plan, one thing that we tried to do was
even orient the way that the town homes laid out on the site. So, that side um
the side facade is is adjacent to the side facade of the adjacent homes. And
so, there were a lot of um design elements that we approached with the
site that um was trying to keep in mind just that this is a neighborhood and
that we need to respect those residents. So, um
Oh, next slide. Thank you. Um, then this is just hitting on the fact that we're
um providing missing middle housing within um the Liberty Wells
neighborhood. And next slide. Uh this gives an idea of our floor
plans. Like Cassie mentioned, the family um oriented development was a key
consideration. Um on the third floor, we have three bedrooms. to cater to the
family um dynamic. So um anyone with children, they would be on the same
level. And then we do have a fourth floor or fourth bedroom in the on the
first floor. Next one. Next slide, please. Thank you. An illustrative site
plan showing the landscape layout. Like Cassie mentioned, we're three times over
the open space um that's required in the zone. Next slide.
and we are going to be incorporating some sort of educational component into
the play area. Um again hitting on the fact that we're trying to attract
families in this community. Next slide.
Now, um the community, we've had multiple conversations with the
community and and it some of them were not easy and we've tried to accommodate
as much as possible ways to alleviate any sort of um negative impact on the
residents. And three themes that we heard were density, building scale and
height, and parking. Um the way that we addressed that was next slide.
We dropped unit count. pretty straightforward. Um you can see the old
plan um and then the revised plan. Next slide.
Another um factor was the scale and height. And we did we addressed this in
a few ways. Um the first being we increased the front setback to 13 ft.
Next slide. Oh, actually can we go back one? It also Oh, well next slide. Sorry.
I think it's later on. >> [laughter]
» Um, and as you can see in this exhibit, it's just a general schematic showing
that the 13 ft is not out of neighborhood character. Um, it's
generally in line with what a lot of the existing homes are, what you see along
those those frontages. So, next slide. Height and scale. We've committed to
keeping it to 30 ft. Um, even though the reszone would allow up to 35, the
adjacent zone I believe allows up to 28 ft. So, it's a comparable height step
up. And I acknowledge it's a step up, but um, we're trying to be gentle about
it. Next slide. We have also significantly increased the
western setback. So the the property boundary that we're actually sharing
with existing single family homes, we've increased that side setback
substantially um to try and alleviate any sort of um
people brought up shade on their garden and things like that in the rear yards.
Next slide. Parking. Um, we have added eight guest
parking stalls on the site. And so our parking ratio is 2.36 stalls per town
home, which is is substantial and something that we we wouldn't anticipate
there being much spillover parking within the neighborhood. Next slide.
And that's it. Um, our target is families. Um, we're excited about this
project, excited about the site, and I'm happy to answer any questions you have.
» Council members, council member Carlson. >> Um, I don't think I have any additional
questions. I've had an opportunity to connect with a developer and connect
with um, community members who are concerned about this development. Um,
and uh, I imagine we'll hear some more about their concerns about the
development, but I do want to uh, acknowledge the developer for making
adjustments to the plan that were in direct response to some of the community
input. And even some of the community residents said, "We felt very heard by
the developer, even if they might not over overall agree with the overall
direction of the of the development." So, just want to uh, acknowledge that.
» Thank you.
Thank you. Um I I see that uh your plans talk about 10,000 square feet of open
space uh which I think it's going to be a great amenity uh for the residents uh
there u but on the consideration that we have quite every day in this council
related to water. I would like to know uh how much of of that is going to be
grass uh you know do you have any idea? Um, so I don't have a detailed landscape
plan at this point. We typically don't do large sod or turf areas unless it's a
dedicated play area. So most of it would be um perennial plantings around the the
play area. Now, if it if as we're playing around with it, we decide we
want to set aside, you know, a pet relief area or um you know, something
else that would that would be well suited for sod, we would do that. But
otherwise it would be a water-wise water-wise um landscape design.
» I think I I would prefer if we that if we put that in in in part as part of the
agreement um that you know that you committing to water wise um plantings uh
we have done it in other projects in the past uh and uh it sort of
it should be percolating and of of all the projects moving forward in my
opinion. Um, I think like based on the renderings you showed, it seems like you
are going to do it right already from the beginning. Um, but I feel like that
in my mind should be part of the the requirement moving forward. I don't know
if other council members feel like that's important, too.
Any other thoughts? Oh, no,
» we're good. >> And we'd be happy to commit to the water
wise component. >> Okay, that that makes it easier. Thank
you. >> Thank you.
» Okay. Moving on to uh an ordinance related to
the alley vacation at approximately 750 South Main Street. This is item number
three. Uh we're going to welcome at the table Michael Sanders, council policy
analyst and Kins Linquist is going to stay at the table, planning our planning
manager. Um, also we have the applicant uh representatives for the applicant
here at the table. Uh, so yes, uh, Michael,
thank you, council. So, Inter Mountain Health has submitted an application
requesting that the city vacate a publicly owned alley [snorts] adjacent
to properties at 750 South Main Street, 778 South Main Street, 16 West 800
South, and 755 South Richard Street. Vacating the alley would support a
future off-site parking structure with an accompanying Skybridge to Inter
Mountain Health's planned hospital east of Main Street. Please note that this is
the first alley vacation which has been through the new alley vacation process
adopted in March of this year that allows certain that allows in certain
circumstances for alley vacations to not go through the planning commission
process but rather come to the council following an analysis of certain
criteria and receiving a recommendation from the planning director. The planning
director has forwarded a positive recommendation that the council approve
the alley vacation. Thank you, Michael. Next slide.
All right. As Michael mentioned, this is a request from Inter Mountain Health to
vacate an existing alley approximately located at 750 South Maine. The alley
runs south to north from 800 South between Richard Street and Main Street.
The planning director forwarded a positive recommendation to the city
council. Next slide. The northern portion of the subject
alley was previously vacated between 1981 and 1999. The alley is currently
used as a drive aisle and parking for Ken Garf and the Abuing Auto Body Shop
which is shown in the photo. The purpose of the vacation is to
consolidate the sites from four parcels into two so that um Inter Mountain
Health can build a parking structure on the northern parcel. Ken Garf does
intend to expand and reconfigure the existing non-compliant parking lot um on
this southern parcel. Next slide. So um under the new review process,
there are uh factors of review and the requested alley vacation does not comply
with one um and that is the lack of use. The alley is open and exists for the
purpose of providing access to the site from 800 South. The parking lot use of
the alley is relatively new, replacing an L's L Wells Fargo building that was
demolished in uh 2021, and the alleyway and the parking lot are separated by a
fence. With that said, the requested alley vacation does meet the additional
factors of review. So for public safety, it would not inhibit emergency access or
existing proposed structures. The existence of the public way is not tied
to increased crime, unsafe conditions, public health problems, or blight. And
the alley is currently maintained by Kenarf and is visually part of their
property. The community purpose, the purpose of vacating the alley is to
consolidate the four parcels um for the redevelopment of the property just east
of the site into a hospital and the hospital use serves an important
community purpose and cannot function without sufficient parking. Impact on
general plan. The proposed vacation satisfies the standards of the adopted
general plan by protecting current and future infrastructure, circulation, and
connectivity. Uh impact to the property. The proposed
vacation will not result in a parcel or lot being deprived of access or
landlocked. Uh public utilities. The public way is
not considered essential for the location of future public utilities
and it is not required for access to public utility infrastructure.
And then the requested dimensions for the vacation is approximately 2402
square feet. Uh that measures about 8.25 ft wide by 248 ft long.
Next slide, please. And as mentioned earlier, the planning
director recommended that the city council approve this request. I can
answer any questions at this time. And um a representative from IH is here to
answer any questions as well. Council members.
» Oh, and you have a presentation, right? >> I do. Yeah, if that's okay. Yeah,
» it's brief. >> We'll give you the time.
» Let's see. You We're waiting for your presentation to populate.
You can say next slide when you're ready for the next slide.
» Perfect. Yeah. Well, good afternoon, council. My name is Chad Moahan. I'm
here representing Inter Mountain Health um to discuss the alley vacation. Next
slide, please. As has been shared um previously by the
planning team, this is uh the northwest corner of 800 South and Main Street. The
alley itself is represented there by the red bar um which comes uh up from 800
South into kind of the middle of the property. It's landlocked actually by
four different parcels that um have shared ownership between Inner Mountain
and Kengarf, which I'll share on the next slide, please.
Um so just some detail regarding the the parcels but um that's the survey of of
the site there on the right hand side. A little difficult to see. Sorry it's
small. Um but you can see the parking lot owned by Ken Garf which is
represented as parcel 4 there on the bottom right hand side. Um the auto body
shop on the left hand side. Um and then there's a a parcel one at the very top
of the plan. um which is a Inner Mountain owned site currently being
occupied by Herz Renar and then in between on the left hand side there's
also another Kgarf parcel. So it's a kind of a mix of a few different
parcels. There's five in total including the alley. Um and as was mentioned the
alleyway is a little over 2,000 square feet. Next slide please.
So this is the proposed um final parcel orientation for the site. Again, just
trying to sort of assemble these these lots so it's a little more um a little
more logical, a little more workable for the owners. Um but the intent here is to
vacate the alleyway. Um as was referenced, it's it's very narrow um
between 8 and 10 ft wide and a little over 200 feet um in length. There's not
a whole lot of potential use cases for that site. Um but the vacation of the
alley does give both Inter Mountain and Garf an opportunity to reorient the
parcel um into two as opposed to five um future parcels. One on the north side
which is represented as parcel one there and one on the south side represented as
parcel two. Um Inter Mountain would be the northernmost parcel and Garf would
be the southernmost parcel. Um and again the the intent is to maintain um at
least for Garf a consistent use with what they're doing today which is
overflow for the adjacent car dealership um and for Inter Mountain as was
referenced previous a multi-story parking garage um with street activation
um that will serve the larger Sears block to the east of Main Street.
And >> that was actually short.
» Amazing. That was short. >> Yeah. Well, I didn't have as much
content as everybody else. It's uh relatively simple compared to some of
the other ones. >> Any uh thoughts? Uh yes.
» Thank you, Mr. Chair. Um um this is probably for planning staff. I'm
wondering how many of these sky bridges we have in the city? Do they present any
uh safety issues? Did you say sky bridges in the city?
» Sky bridg. >> Sky bridges. There is a proposed
skybridge that would be coming to the council in the future. Um, but it is not
part of the current alley vacation request.
I >> I guess to this question though is maybe
to the applicant is the sky bridge still part of your plan.
» Yes, that's what we would like to do. Correct. And to me, I feel like I would
like to um discuss the Ali vacation in context of of of that because the sky
bridges have history in Salt Lake uh or or a few of them or the one um and I
feel like uh it will be good for us to put it all together, you know, to
present it to the community. There's a lot of opinions out there about Sky
Bridges. >> Sure. So I personally would like to uh
do are you guys soon going to start presenting the do you know if there is a
timeline for the sky bridge to come through the city?
» Yeah. Yeah. So with respect to the skybridge, um a little different process
than the alley vacation, but I think what where we ultimately landed um with
planning in the city's attorney's office was a easement that would be for the sky
bridge and then that would be accompanied by a full set of plans that
would detail essentially where the sky bridge would connect, what it would look
like, all the architecturing, engineering details behind it. um that
would follow in a subsequent agreement after the alley. Once we vacate the
alley just procedurally um we would need to reorient the lot and pursue a
development agreement that would um be associated with the parking uh surface
parking and the parking structure itself and then there would be a a subsequent
application is our understanding and uh conversations with planning that would
um be for the skybridge itself. >> Okay. I I I you know I think that just
to tie those two together will be very beneficial to me. Um but I generally I
have no big concerns about the the you know another Ali vacation. Um I I do um
I do want to say you know that you know I went and toured uh LDS yesterday uh
you know the hospital and uh IC team was great in showing us what they're what
they do. Um so uh I'm excited to see some of those things uh being in a
modern building downtown, some of those services being in downtown. I think that
uh it's going to be um a big deal. Um I also uh many of us received a letter
today from the county council uh and the county mayor asking us to to um to all
be on the table to talk about mental health services and uh you know
behavioral health services. So maybe during this time and this few weeks we
can unlock some more conversations about uh what uh everybody's doing uh and how
we can all pitch in uh into the work that and highlight the work that you
guys do too. Um so I'm hoping that that buys us some time to uh to discuss some
of those uh those other conversations and I will uh I think I forwarded the
letter to all of you uh um you know when I received it like an hour ago. So, um,
yeah, that's all I have right now. Any other thoughts?
» If I may just clarify on the types of applications that will be coming
forward, IH needs to submit a text amendment to enter into a new
development agreement for the parking structure that is offsite and that would
um needs to accompany a general plan amendment as well for the skybridge. So,
both of those are legislative and would be coming back to the council.
» Okay. Thank you. I yeah that's that's uh the timeline is is great and certainly I
think time is of the essence I'm sure um so presenting the documents through the
city and going through the process uh to make sure that it makes it here fast it
will be ideal um so thank you >> yeah thank you
» likewise thank you all
» sorry [laughter] >> you are our guest uh you know famous
speaker today. Um item number four is an alley vacation near 2553 South Chadwick
Street. Um Kelsey Linquist at the table, a planning manager and then Austin Kim
Kimmel, council policy analysis is going to give us a short introduction.
» Great. Thanks, council members. This is a proposal to vacate two portions of
Public alleyway near 2553 South Chadwick Street in District 7. Those alleyway
portions are first a 262 ft alley running east to west from Chadwick
Street to Dearborn Street. The second is a 51 ft alley between the two streets
running north to south. The applicants request the alleyway vacation to build a
larger detached garage replacing a smaller one at the rear of the property.
The planning commission discussed and forwarded a positive recommendation for
the proposed alleyway vacation to the city council during its April 22nd
meeting. And with that, I will turn it over to Kelsey.
» All right, next slide, please. All right, as Austin mentioned, um this
is a request from the property owners located at 2553 Chadwick to vacate two
portions of um two public alleyways due to lack of use. The applicant's property
is identified on in yellow on the screen and the two sections of the alleyways
are identified in blue. The east west portion which is light blue runs along
about six properties and is approximately 12 ft wide by 262 ft long.
And the north south alleyway identified in dark blue runs along two properties
and is approximately 12 x 51 ft long. Um if the alleyways are vacated the alleys
would be divided and allocated to the property owners abudding the vacated
portions. Next slide please. The east west alleyway vacation includes
the entirety of that section. The north south is just a portion of the entire
alleyway which is illustrated on the screen. It's important to note that
several accessory structures currently block access through these sections of
alleyways which can be seen in these aerials. Next slide.
Historic aerials illustrate this the um same lack of use and restricted access.
Next slide. This is a photo from Chadwick Street to
illustrate the lack of use. Next slide, please.
And a photo from Dearbornne. Same illustration. Next slide.
The request that alley vacations comply with the applicable standards that
address uh lack of use. Uh the alley has essentially been materially blocked um
which has rendered it unusable. Next slide.
And the planning commission boarded a positive recommendation to the city
council. I do believe the applicants are here today and I'm happy to answer any
questions.
Council members, let's welcome the applicant then. Um, and uh, do you have
a do you have a Yeah, come come to the table. Join. Uh,
do you have a presentation or are you here for answering questions?
» Oh, I'm the property owner. >> Yes. Do you have a presentation or
» Oh, sorry. I don't have a presentation. Can I just say a few things?
» Yes. Go ahead, Council Member Young. >> Yeah. Thank you. Um, so it's been fun.
This particular item was like entertaining because I got to
participate both as a council member but also as a neighbor. So, um, I got one of
the notices from our planning department saying this is happening in your
neighborhood and like if you want to give input to the planning commission
and I was like I do. Um, and so anyway, I just appreciate the thorowness um, and
also um, the professionalism of my neighbors in terms of working handinhand
with the city to be able to get this resolved. Um, it has long been an
outstanding unusable alley. Um, and by moving this forward, it not only
benefits this particular homeowner, but the homeowners around related to the
maintenance of many of their existing structures, garages, etc. So, full
support and just thank you for your engagement with the city.
» Thank you. >> Thank you for switching hats there from
a neighbor to a council member and back and forth. Um, any other thoughts?
» Okay, it seems like it's uh pretty straightforward. It seems like we Thank
you for the information. Thank you. >> Thank you.
» Moving on to item number five. >> [gasps]
» It's a resolution building fee waiver for Ivory Innovations de development at
approximately 77 South 400 East. We're going to welcome
Allison Roland, council policy analyst, Tommy Huner, maybe not. Uh
[clears throat] Mike Akerlo, deputy director of
community services, uh and Juliana Landis, uh community um can management
analyst. Hi again. Yes. Um Tammy had a family
issue come up, so she isn't able to be here today. This item is a request from
Ivory Innovations, a nonprofit organization for a building permit fee
waiver for some of the units in a new housing development on 707 South 400
East. The development includes 66 new rental housing units, of which 50 would
be offered at or below 80% of AMI for 15 years. City policy allows building
permit fee waiverss to be granted by the council to a nonprofit organization that
develops housing priced at or below 80% of of AMI.
The ordinance requires an informal public hearing and that the director of
CAN decide whether or not to recommend that the council adopt the request. The
project was found eligible for a waiver of 75% of the building fees which
amounts to about $150,000. No additional public hearing is required
for this item and potential action is scheduled for September 15th. I will
turn it over to Juliana >> or Mike.
» I'm going to step in real quick uh just to introduce this project and highlight
it as a great example of uh the private sector coming together um through a
nonprofit building affordable housing in our community without any government
funding. Um, call to action is a foundation started by Maverick and they
partnered with Ivy Ivory Innovations to build these uh, rental units. Um, and I
think it's just a it's important to highlight that that they have not used
any city funding or other government funding um, have not used the tax
credits um, which is a very competitive source. Um, so it's nice to see this
kind of development happening within our communities. Um
this also a great example of adaptive reuse uh of an existing building and new
construction to bring affordable housing. And I want to introduce
Juliana. She is new to the city uh working in housing and uh housing
stability as uh the compliance analyst and is looking at all things impact fees
uh and building permit fees regarding affordable housing. So turn it over to
her. >> Thanks Mike. Um we can go to the next
slide. Okay. So, first I'll just talk a bit
about the code and the process that we've gone through so far. So, Salt Lake
City Code 182022 states that nonprofit organizations may
petition Salt Lake City to wave or defer fees for the development of affordable
housing. Um, and currently the first step in the process is housing stability
staff. Uh so me and my team will request information from the developer to verify
that they're eligible under the code for these waiverss. Then uh an informal
public meeting was held on January 14th for this project for the CAN director to
review the application allow for questions from the applicant and then
from there housing stability worked with the developer and the attorney's office
to negotiate a restrictive use agreement uh which we would then sign and record
if the waiver is approved. So, as of July, the CAN director has recommended
that this fee waiver be approved. And then the fee waiver ordinance states
that the director's recommendation will be made to city council um for you all
to hear. And then just a note on sort of that administrative process. There are
updates to 18202 in the works with a goal to sort of
shift this process to align a bit better with the current process that is
administrative for impact fee exemptions uh where the CAN director has authority
to just approve them and we wouldn't need to involve council going forward.
Um then we can go to the next slide please. So now for more specifics on
this project. Uh this project is Innovation Park at Liberty Wells at 707
South 400 East. Um like Allison already said, it's 66 units in total. 30 units
are being restricted at 60% AMI and 20 units are being restricted at 80% AMI.
Uh the term of the restrictive use agreement would be for 15 years uh once
it's signed and recorded. Since 75% of the units would be
affordable at or below 80% AMI, uh the project is eligible for a waiver of 75%
of the building permit fees. Uh which is estimated to be about $150,000.
And then just a notice, $106,500 in impact fees were previously waved for
those 30 units that are affordable at 60% AMI.
The project is well on its way. It's expected to be completed next month in
September and the project is being developed by Ivory Innovations which is
a 501c3 nonprofit. Um on the next slide we have some
renderings of what the project is expected to look like. It looks pretty
similar to this uh if you go by it right now.
And then the next slide shows uh sort of an site plan view where you can see that
adaptive reuse component that Mike mentioned. Um that portion is 30
apartment units, 27 onebedrooms, and three twobedrooms. And then in the blue
box are the town home section. It's 36 town homes, 22bedroom, and 16 3bedroom.
Um that's all I have for you. If you do have any questions, I think the
applicant was planning on coming. Oh yes, applicants here if you have
questions more about uh site specifics or the development or we can take other
questions. >> Initial thoughts, council members, or we
invite the applicant then to the table. We Yes. Do you do you have a
presentation or just here to answer questions?
» No, I'm just here to answer questions if you have any.
» Okay. Any questions for the applicant? Okay, it seems like you
Chris. Okay. No, I think like we're good. Thank you for the presentation.
Appreciate it. >> Thank you.
» Thank you. >> Didn't mean to put it on your spot.
» Um, so council members, we have a tentative break right now. Um, and
technically we're supposed to be uh back at 4, but I think um can do you
think there is a possibility uh to try to get some of these items to move a
little ahead of time? >> Okay, let's take a 20-minut break and
let's see how far we get. So, let's meet here at 3:25.
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» Welcome back to welcome back to the council uh work
session. Um we are now in item number seven. Uh this is an ordinance for the
administrative organization text amendments for public services. We're
going to welcome Kate Barrett uh council policy analysis at the table and then
Horge Chamoro maybe uh oh no he's here of course um director of public services
um Kate.
» Great. Thank you. Public services has requested tax amendments to title two of
the Salt Lake City code. The proposal would codify a few things that have been
happening um due um since the fiscal year 26
budget um was initiated or was approved by you and then some other items also
including the creation of of the division of architecture and
construction management, the name change of the compliance division to urban
services, an updated description of the powers, responsibilities and
requirements for for the city architect. Additionally, while not included in this
code amendment, there is a possible city code amendment that you may consider
initiating a legislative intent to support. This has been a city council
interest. Oh, there has been a city code interest in codifying the name change of
city of the city and county building to city hall. The current name has caused
confusion regarding the building's purpose. The name change would lead to
better aligning the name with its function and use.
» You're welcome. [laughter] Anyways, go ahead.
» Yes, the mayor recently initiated this name change and is now being
incorporated in several locations. Public services plans to present the
name change proposal to the use and consery committee. If the committee
provides positive feedback, the administration will identify all the
city code sections that require updates, including title 15 and title two, and
transmit recommendations to council for consideration.
You may consider a possible legislative intent um with language included in the
policy questions and discussion section. If you would like that, I'll turn over
to Jorge. >> So, quick quick note. Thank you, Jorge.
Um the the um we uh for for for a little while now
with administration and the mayors uh wanted to consolidate the name they you
know they made some good changes on that but we still have in in the ordinances
this uh wrong uh title. Um so I wanted to make sure that from when we're
approving ordinances that we start we changing this to the correct uh name. Um
but because of timing uh we are going to let this one go. Um and you know keep
the city county building and the language of of this uh of this
resolution I mean this ordinance. Um but the intent will be that uh we we change
this uh for for good. Um so people looking for the county don't come here
ever. Um so that's the hope. Anyways, uh Horge, your time. Sorry for that.
» Thank you. Good afternoon, council. Um yeah, I'm here basically to answer any
questions that you may have. Uh the summary that Kate uh provided uh
included basically all of the items that we wanted to hit in this text amendment.
There are two uh sections of code um 2.08 08 and 2.39
and those are basically reflecting um as Kate mentioned um how we are managing
administratively um the the department and also a few
functions that uh ever since fiscal year 26 were um left in the department
particularly the architecture and construction management division. So for
those that were not here uh last last fiscal year um what occurred was the
engineering division was uh split everything that has to do with the right
of way and uh construction in the right of way. Um that group uh is
managed by the city engineer and it was moved to the um community and
neighborhoods department. Whereas everything construction related outside
of the right of way meaning buildings uh parks everything that is not roads you
know from the curb back um that is managed by the city architect and we are
defining that in the text amendment and that function remained in public
services. So we're basically just um clarifying
what occurred last year and ensuring that is is uh described in code.
No additions simply just stating what the way we are handling right now. Um in
regards the uh section 2.39 which refers to the conservancy and use committee it
is correct the title itself is um city and county use and conservancy committee
and it defines how that committee should be structured and it mentions multiple
times uh refers to this building as the city and county building. And so in
addition to that section of code, there are other parts of uh city code that
still mention uh city and county building. And that's the part that it
will take a little bit of time to do those uh redlinining and uh propose
those changes. But um the first step that we wanted to consider in the
administrative side is presented to the board, right? um which they are uh they
function in an advisory capacity and it's important for us to consult them in
in major changes like this. The next meeting is scheduled for um
September can tell you right now it's the third
Monday of the month. So we will put that in the agenda and uh certainly be back
with you um with their feedback. So any questions that you have happy to
» I'm very very in favor of any effort to consistently rename this building city
hall. Um I just think that we we should um for the sake of the public make
things as clear as possible. Um, I think especially with the county relocating,
um, you know, it's one thing if you have to get in the wrong place and you have
to go down to 21st South, it's another if you have to go to Midvail. Um, but
aside from that, um, I I I really want to move forward
with City Hall. I hope that the board will be um
in support um of that um because uh I I know it's probably going to take
some budget to there's still some lettering on the building. There's
still, you know, probably other areas, but I think it's worth it to have
clarity for the public about where they should go when they need to address
their local governments. So, I'm very in favor of this. I've been on like a
personal crusade about this for many years. So would love to see this move
forward. Thanks.
» I I know that you wanted to make a there's a lot of important changes
you're making in this ordinance. Um so thank you for that. the I mean I I have
you know are there costs associated additional
costs associated with the division the compliance division or changing to
urban services? >> No no budget impacts at all.
» Okay. We're not going to like start peeling labels out of cars or anything
like that. >> Yeah.
» Okay. Um, I mean I'm not a huge fan of that urban services either as a name,
but you know it's it's an administrative thing. So I will it's not my for me to
to say that. But um generally I u I am support um and I'm excited to u to
clarify for the public what this building is about and you know what it's
not about. I don't want us to recarve the stones. That's the only thing I
don't want us to do. But you know there are some stones over there that said
city county building. They're not. >> They're not
» Oh, really? I really Chris already. >> I'm doing some work on my own.
» You You know, so someone checked the cameras. Uh Chris is climbing the
building. >> It's cute that you think that they would
let you do that anyway. [laughter] >> So, but but in general, I I'm I'm
excited to ensure that when people are googling, even with a map, they can
actually find the correct building. Um so, um thank thank you. Okay. Thank you.
H council members, we're gonna have to take another
um break um because
» Okay, never mind.
» Okay. >> So, yes. So, we're going to have to take
a break. Uh we're going to have to take a break until
they're good to go. >> Oh, they're good to go. Oh, okay.
» That's confusing.
Alison Roland, we're going to move on to item number eight, uh,formational
item, which is Select City's emergency diversified response programs. Alison
Roland, council policy analyst at the table. Andrew Johnson, senior advisor.
Megan Jul, deputy chief administrative officer.
» Thank you, Mr. Chair. This is the first of a planned series of briefings on the
elements of the city's diversified response approaches to public safety.
Since 2016, the council has supported the creation of new types of responses
to public safety challenges and emergencies. One reason is that the fire
and police departments have been facing changes in their work. Specifically,
there are more calls from or related to people who are in crisis and have
nowhere else to turn. In many cases, these are people who also are
experiencing homelessness, mental illness, addiction, or some combination
of these. Another reason is that diversified responses can provide more
effective and efficient alternatives to mobilizing traditional fire and police
resources. And the diversified response teams within these departments can
provide specialized and ongoing assistance to help community members
find the resources they need. Finally, the diversified response units in other
departments help mitigate some of the unintended side effects that
homelessness, untreated mental illness, and addiction present for other city
residents. So, there's a lot to talk about. Working with Megan and the
mayor's office, we decided to concentrate the first briefing in this
series on an overview of the diversified response programs and then begin with
more detail on the fire and police department's roles.
So, we're starting today with the emergency with the
diversified response uh units that are characterized in the transmitter as
emergency responses. and we anticipate future briefings
that'll focus on the other four teams uh in non-emergency
alter or diversified responses. So, I will turn it over to Megan and Andrew to
tell us all about it. >> Thanks, Alison. Uh first,
» sorry, really quickly while they're getting started, just wanted to make
sure the council members all saw this handy sheet. So, there's going to be
lots of acronyms thrown at you, so just have your sheet ready. [laughter]
» So, I think Andre, sorry for interrupting you. Um, we I'm very
excited to having these briefings because it's almost like we always
talking about this in the context of the budget. Um, and I I was hoping and I
thank you for for your team and on the administration side to
putting time aside for briefing us, but also for the community, right, to to
understand all the things that the city does. Um but I think it's important for
us to really understand how this whole thing works. Uh and many times we're
talking in the context of the budget and I don't get the time to dive in as like
I should. So I'm I'm looking forward to this. So thank you.
» Sure. Uh we're going to try and be as fast or as slow as you'd like. I'll put
it that way. Um, that acronym list is going to be very important because if an
acronym is put out here by us, um, and you want to make sure it's clarified for
the public or for you, just make sure you ask because there's a lot in there,
obviously. Uh, Megan's going to do a lot of the heavy lifting today. She's done a
ton of work on this. Very, very knowledgeable. I appreciate you very
much, Megan. Uh, we also have, uh, members of emergency dispatch 911, uh,
fire department and police department here who can also answer questions uh,
from their department needs. uh we talked about dispatches here and then
Rachel Otto uh apologizes she will be here she hopes at some point during the
presentation she'll also be a present chief of staff of the mayor the first
two slides I'm going to talk about fairly quickly um
introduction for basics the basics are four out of the eight diversified
response programs just police and fire emergency dispatch and then dispatch
protocol will be important here as well next slide
uh this the Key piece here is about consistency. Uh some of these programs
have been around for a decade now and they have evolved to do different needs
as the city has seen different needs on the streets, but we tried to be very
consistent and the next uh slide will show three pieces to that. First one is
making sure we're focused on individuals in need and that's one of the the core
attributes of this. There's a lot of people who have needs out there that
we're trying to address more specifically have operational
excellence. That means a lot of things what you see up there, but also it means
maximizing city resources and money to the budget question. Always trying to be
very efficient and effective with those resources and then focus on the greater
community. Um that's about our public space to address those public spaces
most effectively. And Megan, I think to you now.
» Yeah, my turn now. All right, next slide.
Okay, so let's start diving into the programs. I spent a lot of time trying
to figure out how to best categorize these so we could chop it down to
bite-size elements as we go into it. And the best way I could find to do that was
to split it between programs that were more traditional diversified response or
more emergency [clears throat] response. So those coming from fire or police and
on the right side are programs that are a bit more supportive um supportive
community services. So that might be um less traditional diversified response,
but it is what the community and business owners are asking us the most
for. And so they're in response to that. Next slide.
Okay. Looking at that big timeline back to 10 years. I know that this is a bit
small for you to see all the detail and that's kind of the point. A lot has
happened and a lot influenced the way that these programs were implemented and
how they've evolved over time. As Andrew Johnston mentioned, um we've had these
programs um since 2016 or at least the one in police, which is our social
workers at the police department, and the medical response team and fire.
Those have been around for 10 years. And the ones that are circled in black,
those are the ones we're going to talk about today.
» On this slide, the top line is about the point in time count that's done every
year by the state. And that shows you the uh relative increases or decreases
for those 10 years. And then below you'll see um some major elements that
have happened during that time. This is not exhaustive list of everything that's
happened in the homeless field. >> Awesome. Next slide.
Okay. And before diving in deeper, I do want to highlight some of the work we
did through the budget. Uh last year in fiscal year 26 we consolidated the clean
city team which resulted in a million dollars of savings in our advantage
services contract. In fiscal year 27 public services proposed to make that
reduction ongoing because they felt that they were able to be efficient in that
way in an ongoing manner. And then we added some additional cuts um that added
up to about $2 million in the budget that you um just reviewed. Next slide.
Okay, back to the flowchart. Um, to reorient us around the programs, we're
going to talk about these four starting with our social workers. Next slide.
Okay, so first we're talking about first acronym or probably said a few already.
Um, CCT, the community connection team. This is our social workers in the police
department. Um, these social workers are providing behavioral health support and
crisis intervention. They also divert calls from 911 and co-respond with sworn
police officers using traumainformed tools. Next slide.
Okay. They have 16 FTEEs that are social workers and they cover the entire city
um working uh seven days a week 8:00 a.m. to midnight. And these are some of
the primary call types. If you're following along with the transmittal we
sent in, this would be on page eight where we have a bunch more information
including some of the metrics that we collected from each of the teams. Next
slide. All right, we have chat next. Community
health and access team. These are our social workers in the fire department.
These social workers have been around since 2022 and they are um paired with
MRT which is the medical response team in fire. I'll talk about that one in a
minute. Um but they respond alongside MRT to offer social service care during
medical or traumatic emergencies. Next slide.
They have seven FTEEs. Um, and the coverage there, chat five is in fire
station five, chat six and fire station six, and I think chat one is uh downtown
in the PSB to respond from there. Uh, and then these are some of their primary
call types.
Next slide. Okay, so both of these programs are
trying to divert calls from sworn officers and firefighters taking out
full firet trucks and full teams. Both programs are using traumainformed
approaches and they're filling gaps in case management services. What's a bit
more unique to the community connection team and police is that they're also
doing deescalation support um compared to chat which is primarily focused on
emergency room diversion. They're trying to prevent people from going to the
emergency room who could receive better care um right at the site of the need.
Uh, also unique to the community connection team is they're doing longer
term case management and they're also leading the project connect pilot which
is one of the um big outcomes from our public safety steering committee
meetings that we've been having with a bunch of stakeholders across the county
over the past year. Um, chat on the other hand is doing shorter term case
management and providing support for witnesses of traumatic events. Really
quickly, um just for um those that might not be aware, uh the public safety plan
came out of uh legislative ask was it la a year and a half ago and project
connect focuses on the top 50 users of the public safety system where um the
city kind of tries and connects deeply with those people to help them not
utilize the system. Is that the right way to say I mean it might I'm probably
You're correct. [laughter] >> So, uh, we the 50 individuals were based
off of interactions with Salt Lake City Police Department over the previous 12
months. That's where that list came from. And then two social workers from
the police social work team um began doing that full-time as their job. So,
there wasn't a new group sort of hired to do this. And now, that's been going
on for a year and a half. We have some good outcomes from that. We can talk
through that separately perhaps that's helpful for you all. Um, I can also say
that based on the success of that, uh, the state legislature did, uh, through
office of homeless services appropriate money to expand that program this year
and the police department's working on that currently.
» Council member Carlson. >> Uh, thank you, chair. Um, I think this
might be connected to my question, which was, um, under what conditions does the
CCT provide that long-term case management? Is it just Project Connect
individuals? Is it how do how do you decide who receives this long-term case
management? >> Going to ask Christina Zido to come up
here.
» Good afternoon. Christina Zido, director of behavioral health services for Salt
Lake City Police Department. I oversee our social work team as one of our um
one of my responsibilities with the department. And in terms of meeting
those longer term case management or therapy needs, um it really is based
upon need and then our availability. We know that there are a lot of gaps in
insurance coverage for our community members or members who don't have access
to care because of lack of insurance. And so with our severely and
persistently mentally ill individuals that we serve regularly, we provide case
management for them until we're able to get them connected to a system that's
really holding and caring for them. So definitely a bridge support in terms of
the trauma therapy we do is very similar. So if we have a community
member who needs a couple of sessions until they can get into a longer term
care therapeutic relationship, we'll provide that. if they're not going to
have access to longer term care um because of whatever their individual or
family circumstances are, we can also help stabilize them and make sure that
they don't continue into crisis um because we know early intervention
really stops the the revolving nature of crisis response.
concern be true. >> Is there a way if someone's with us
longer term, they're going to be intercepting with other entities across
this? I mean, the most basic one feels like the court system at the very least.
Is there a way that we are coordinating especially with other state agencies but
also with other county and publicly funded agencies to make sure that the
case management that we're offering is not only not redundant but is the most
appropriate out of all that's available to that person.
» I have to push harder. [laughter] That's an excellent question. And I I
really appreciate that we do have an interdisiplinary
community spanning um care coordination team that we do for the um that is
separate from project connect. So project connect is very resource case
management care coordination focused um for diversifi for our diversified
response team where we are seeing you know oftentimes the same individuals who
are who are having um issues for a long period of time and providing care for
them. We are working with all of the other community providers to understand
which systems they're intersecting with, where they've successfully connected for
services previously, um, and and coordinating care with them so that we
don't have duplicative services so that we don't have gaps in communication
around needs. The coordination of that team is very much on the behavioral
health side of things. It doesn't intersect with the co court system in
the way that Project Connect care coordination does. Um but it is a system
where we can um bring in other community members to make sure that that
individual we're serving is really getting what they need to reduce um
their their trauma. >> Generally if I fair to say generally if
an individual is struggling outside say right now if they're in a program the
program will oftentimes provide a case management part to it. If they're not in
a program, they probably don't have case management because there's not sort of
floating case management in the community like that these days. What
happens with the police department is they'll sort of see, I know this person
over many, many months over and over again. They're calling 911. They're in
crisis. So, the police department will say, it's in our best interest to try
and stabilize them ourselves while we try and get them into a program that
would have the own case management. Is that fair to say? So, it's sort of
self-s serving some way for the police department to make sure that it's
decreasing the crisis stuff. Um but also we just don't have sort of generally
speaking floating case managers in the entire sort of valley just helping
people through the system. Um that's something that I think ideally we'd love
to have but is really program based at this point.
» So then we one of our primary goals here is making sure that the judicial branch
of the city has what it needs to keep up. And so one of the LDA requests was
that they need social workers. And so if you're seeing these people, I'm assuming
LDA is is a it's a likely collaborator on the list of people who are on this
top 50. And so are we able to mitigate expenses elsewhere in the city budget? I
I'm I'm not looking to short change. I I was a case manager, believe fully in it,
but I do want to mitigate the redundancies, especially as we're
working double and triple time to make sure that, you know, dimes do the work
of dollars to make sure that everyone's resourced well. Um, does this case
management help with that alleviate alleviating
that need later in the pipeline? >> Potentially. I think we are able to
bring different resources to the table oftent times and we I mean the LDA
social work team is probably probably one of our closest collaborators outside
of the chat team. Um we work with those with those teams continually. Um we
probably talk to them several times a day honestly. Um and so sometimes it's
it's a matter of who's going to hold the individual at what point in their
journey. Um, but part of that collaboration meeting really is saying,
"Okay, you know, LDA, they're in Project Rio.
We're keeping them with you and we'll let you know if we run into them and if
they're coming to us for additional needs. They are now yours." Okay.
» Okay. VA hop, >> you have been working with this person
and have had a very successful relationship with them. They are yours.
Let we will let you know if we run into them, okay?
» But you're holding them. And so there there's so many people with so many
needs in the community that um we just functionally need to reduce overlap
because we can't get to everyone and help everyone. Um so I think we really
have created a pretty functional um not overlapping but collaborating system.
One of the challenges always comes up is communication and silos. That
coordination meeting reduces a lot of those. um in addition to our excellent
relationships with all of the those community providers.
» Thank you.
» Okay, we're about to transition away from the social workers. So, any other
questions we want to pause on? Of course, we can come back, but just want
to open that door. >> Okay. Um I I guess not not really much
of much much of a question but I um uh there are obviously
you know two different tools um and I will I you know one of the things that I
think it's it's uh it wasn't clear for me for for a while um that um
you when someone calls uh 911 uh for you know how do you know which one to send
and how do you how do you uh decide okay we're going to send the chat team or
we're going to send the other team uh I think that will be important for the
community to know um uh because there are differences as you highlighted here
um and and you also put it in the slide that there's only a 6% overlap when you
know you're sending both teams uh which is you know quite fascinating so the
majority is not getting both teams. Um, so I would love a little more
information on that. >> Yeah, we received that question in
advance and we're able to put a little bit in here. I'm not sure if it'll go to
quite enough detail, but I feel like it'll help us know where to dig in
further, but I learned a lot about how those calls get pathed and it I think I
have a better understanding and we'll get into that after going through the
other two teams. That sounds good. Just for some clarity on the overlap. If we
do come out into the same call as professionals, we have the
conversation about who stays for the call or who leaves or if it's a large
traumatic event. We're both there and um we're bringing all of our resources to
bear because we need that that many resources, but we're very cognizant of
the amount of work that and demand that the city needs. And so um in that 6%
very very few are the responses where we need both teams um and the preponderance
of the time is that we're clearing one team or the other depending on what the
issue is and who's best suited to manage it.
» Thank you. >> Thank you.
» All right. Next slide. We're going to move to more of the
safety and medical work. So outside of social work here, um starting with PCRT,
which is the police community response team, uh these are nonsworn public
safety officers, and it's a program that was implemented in 2023.
They divert low priority calls away from sworn officers, freeing up sworn
officers for more dangerous calls coming to 911. So basically responding to
anything that doesn't require a sworn officer. Next slide.
They have 16 FTEEs and they respond citywide during the hours that u the
police department determines that they are needed most. You can see that
there's different hours throughout the week and that's where they've determined
the need is and these are some of the call types that they'll be sent out on.
Next slide. All right, on to the next the last one.
So last hopefully acronym for the night uh MRT, the medical response team and
fire. Um this like the police social workers is the other one that's been
around since a decade for a decade. Um these are paramedics who are using
smaller vehicles to uh answer uh medical calls faster and just easier. Uh so they
are responding to everything aside from the priority one calls
» and I'll just share just some budget context of the origin of the medical
response team. It was actually um the council really challenging the fire
department because of how expensive fire vehicles are and how um hard they are on
not just our roads but the environment um and how expensive they are to replace
and expensive to service. Um the council at the time challenged the fire
department to come up with a way to respond to medical calls because the
vast majority of calls to the fire department are medical. Um and so credit
to the fire team for um coming up with this program because I think it's shown
to be really successful and has saved the city a ton of money and emissions.
[laughter] to to put context in 2016 when it began there was a big shelter on
Rio Grand Street downtown and that was the only shelter along with the uh
Weaggan Center St. Vincent Depal across the street and the forestry medical
clinic. So everything was concentrated in that really core downtown area. Um so
it really if you can imagine a thousand people who were using those services
every day and trying to get all the vehicles in um multiple times per day um
you can see sort of the need. Now, the spread out nature now is still useful
that way, but you can kind of imagine what it was like in 16 versus today,
too.
» All right, next slide. MRT has 17 FTEEs. Um, and they are
available approximately 7:30 a.m. to 8:30 p.m. Monday through Saturday. As I
mentioned before, they will co-respond with chat when chat is staffed.
Uh, and as I mentioned before as well, they respond to all calls that are lower
than priority one. And they will sometimes also respond to priority one
calls. They're just not the primary dispatch for those ones.
Next slide. All right. So, these teams are a little
bit different. Easier to see the difference between them there, but I'm
still going to compare contrast here a little bit. Um, they are both focused on
call diversion from sworn officers and firefighters.
uh they are trying to enable faster responses for all um call priority
levels and the data shown in the report that we transmitted indicates that we
are seeing faster responses both um in high priority calls and low priority
calls when these teams are in service. Um and also the efficiency piece
mobilizing fewer or less costly resources um to solve the same problems
um was part of both of these teams. What's unique to PCRT is they're doing
more incident traffic management work, but they can support both police and
fire um in emergencies. And fire has actually expressed that how much they
appreciate the support of PCRT when there's a major fire to keep uh traffic
cleared out and make sure that they have space um to do the work they need to do.
What's unique to MRT is doing more health treatment work and decreasing our
environmental impact with those smaller vehicles.
Okay, now we're going to dive into 911. Sorry, let's
» trying to ask the questions as they're coming up. Um, uh, I saw for the MRT
and, um, for the chat team both referenced, um, some pretty incredible
statistics about 100% warm handoff and this was in the administrative
transmitt. Can you talk about what does a warm handoff look like and what comes
after that? >> I could, but I think Assistant Chief
Milton would do a better job.
» Okay. Good afternoon. Uh, Assistant Chief Chris Mill. I'm overseeing the
medical division where our MRT and Chat uh live and provide services for that.
So, uh, the question was about warm handoff. Um, as was mentioned with our
chat program, we're [clears throat] not as involved in long-term case
management, but that warm handoff would be ever would be to whatever appropriate
service that person needs. That could be elderly services, that could be
substance abuse uh services, uh, homeless services. So, um, whatever the
social worker decides is the appropriate need for that person, they would do
everything that they could to make that make sure that handoff happens.
» Sorry for the follow-up. So, is it like here's the phone number to call? Is it
like I'm going to walk with you down to get to this place? What is what does a
warm handoff look like? >> It is a combination of all of that,
right? because um some people are will more willing to take those services,
others are not. So sometimes it's just a matter of getting that person's cell
number for followup, which our chat from the PSB can do. Sometimes it is a
handoff to uh other community uh resources. Sometimes it's up to the ER
and helping them get into the appropriate service at the ER or mental
health facilities. So really a combination of all of those. Whatever
that person is willing to accept and take steps towards that service, that's
what we're trying to facilitate. >> I'll say in generally when we say a
referral, it can mean anything. Um sometimes it's electronic where I've met
with you and you say you should go do this and they put it into electronic
system and then you're supposed to show up at some point or email which doesn't
work for a lot of these folks obviously. Um, a referral could also be, well,
here's the card, go call them and they'll help take care of you, which is
also a referral. Um, generally, and that could be a part of it as well, but I
think the effort oftentimes in their teams is a warm one, which is face to
face as much as possible, phone call to phone call, whatever it is to sort of
talk to the individual, talk through the situation, physically get them there
perhaps. I think that's all part of that concept. Uh, as much as they're able to
do that, is that fair? >> Very, very much so. Additionally,
sometimes it doesn't happen right there, but with followup, you can further
facilitate that warm handoff, maybe at another time when they're more open to
accepting that that help.
Any more questions? I think that might be it, right? Is that Yes. Go ahead.
» Thank you. Um, so I appreciate this overview and yes I so I guess I think a
couple of things. So one is is that I have been here for several years and I
still sometimes struggle with the acronym pieces and I think that that's
also like noted not just as like a council member but also as members of
the public. And so I would wonder like if there's opportunities to be able to
maybe like whether it's a graphic or you know looking at the naming conventions
just to make it like that much more clear on like what is the purpose what
does this group do um and then that way when you interact and engage with them
you know who to thank you know because I think that sometimes also that does get
confusing where you're like well I I receive services but I don't know from
who you know and and we we do I have a lot of residents who want to be able to
provide their gratitude related to having different different entities come
out. So I think the messaging slashcommunication side of this has an
opportunity for a little more clarity. Um because the other side of of that is
that when I look at a lot of these pieces, I also think to myself like how
many folks know how many folks know, you know, because it's not usually by by
just the basis of the triage of the incident. It's not something that's
going to be on the front page of, you know, the Salt Lake Trib um or at the
top of your your screen or scroll bar. And you know, yet it's such an important
need in terms of being able to help our citizens and our residents understand
that we have more than just the fire department explicitly as you, you know,
think about it, learning about it in elementary school and the police
department, you know, when you learn about those concepts. And I think kind
of broadening that understanding and education would be it for me at least is
really important for my neighbors to understand because there are a lot of
things that are in the media right now that can lead folks to questioning like
where are my taxpayer dollars going and what types of services are we providing
to address different needs that I'm seeing? And so I think that you know as
we look at whether it's it's the naming and the communications aspect and or
just helping our residents kind of understand how the suite of services
complement each other I think only benefits us as a city to be able to then
you know support both an understanding of what we have but also future
conversations about resourcing you know because I'll I'll use one of my examples
that keeps coming up um which is you know when I'm talking to people about
the opportunity to expand to an additional chat team um you know as soon
as I say that to any of these wonderful individuals they know exactly what I'm
talking about but when I talk about it at the dinner table or with neighbors or
residents or while I'm out on a walk like what's chat like I don't know what
that is you know and for me I want that to be something where folks know like
they know what that resource is they know what it means and what they're
doing in our city and how it supports the overall ecosystem of how we're
treating people with humanity in their moments of of highest need. So, um thank
you. I think this was so valuable. And to like the eight people online who are
watching, yes, that's a start. Um, but I would love to see that, you know, taken
a step or two further so that we have a broader vocabulary for folks to be aware
of how comprehensive the city approaches.
» I'll just thank you for that perspective and we can certainly do more. We we have
had some really good coverage in the news lately and we our community
relations division can do more on that but definitely noted about your
perspective and how we can get that out get that word out and promote that team.
Um I this is why you know having this deeper discussion about the work that uh
and this is one um this uh is going to be a series of presentations. So I I
mean understanding the level of work that the city is doing. Um also
it just amazes me that is we're talking about a portion of the things that the
city does on this on this topic and we're talking about almost 60 people uh
right now. Almost 60 people are working day in and day out on mitigating uh this
crisis in our streets. Um and that [snorts] is just a portion of the other
tools that we haven't talked about it yet. Um, so to me, um, when many of our
neighbors talk about what are what is Salt Lake City doing, we should be able
to quickly say this is what we're doing and our taxpayers are actually,
you know, paying for this. The Salt Lake City taxpayers are are trying to solve a
statewide crisis. Um, and we are trying to do it with our own dollars. Um, and I
I'm so incredibly thankful for all the people and and the city team that are uh
working so hard on on trying to um mitigate this crisis in our streets. Um,
and I I'm thankful to know this this information. I um I often um
unfortunately and maybe it happens to you uh u that someone will call me and
says I don't know where to go. Uh I have a family member that is struggling with
something. Um and I sometimes don't know where to go myself, right? Like I don't
know where to call them. I don't even know who to ask. So I I hope that the
information uh could be more easily accessible for the community uh to know
um to know and uh I I do appreciate this this the time that you guys put together
to to to put this uh this together. One of
No, one of the questions that always comes out during the budget is about
data and metrics. Um, and I would like to know um, with all of these teams,
including the the ones that we're not talking about today that they are
somehow under the purview of of the city. Um, are we sharing information?
Are we using one system or multiple systems to track cases or interactions
or h how is it that data being managed from the city side and does the state
know that we're doing this? I guess is my question sometimes?
» I think my understanding is they're not tracking on systems together. Um do you
have more? >> Yeah. So, um, this is a big discussion,
probably more than we have a few minutes here for, but I think it'd be a good
discussion to have with everybody. The fire department has a tracking system
and data. Police department has a tracking system and data. Um, and 911
works with both of those, I believe. Um, the social workers, depending on the
situation, will track stuff in their respective database. Um, but not
necessarily with the statewide database. So the statewide database for say
homeless management information systems doesn't necessarily include this
information when they go to the hospital for a lot of these teams that may be the
destination for a lot of folks. The hospital has its own tracking system and
if they bill Medicaid it's a tracking system there and the hospital
proprietary track. You see how this kind of works now. So yes it is a great
point. We would love a system that would have everything integrated. I think a
lot of what we do in the city is actively manage our own internal systems
to provide this um to external partners as we need but it's not necessarily a
forward- facing system and there's nothing that I'm aware of that takes
everything to account for the whole system. Now the lifeman work at the
county is talking about that issue itself um and really taking that on to
some extent. It's a really big ask but that'd be a great place to start um
focusing some energy to make sure that we're all integrated outside of the city
as well.
I think I heard you know from the team on some of the requests from the Lifman
group you know that that is one of the goals is trying to make sure that the
databases and the data from I'm not talking necessarily they were not
necessarily talking about the city they were talking about the all of the other
tools talking to each other which uh I think will help um understand the the
problem and identify the solutions better. Council member Petro,
» I know when they go to the hospital, there are HIPPA protections that make
sharing data more difficult and I'm a heavy advocate for people who are in
crisis or need our help should not have their dignity compromised. So, I
wouldn't want anything that like puts pictures of people out there or
anything. But are there other barriers to is it is it a systemic issue just
with because of the siloed nature in which these things kind of popped up
that we don't have a way to share data or are there other barriers to us being
able to share data first within the city and then with other with other agencies
outside of us? >> Well to make some really big
generalizations and statements here that uh I may regret later.
Generally speaking, data will follow funding and um getting paid for a
service, right? And so if you want to get a lot of robust data, you got to
find out who's billing for what service and where and how they're doing it. With
a lot of the folks we're talking about who interact with these diversified
response um groups, um they're probably Medicaid eligible or have Medicaid. When
they get to a provider like a hospital, the provider is doing a service and
billing Medicare for that service. So there's some accountability there. Each
hospital system is different. University of Utah for Medicaid as a Medicaid
provider, Inter Mountain um health for their system. Uh if you end up at a
small provider, it could be the county system or through the state as well. So
you can get a sense there's proprietary about what software they're using and
how they're billing it, who they're billing for. Um and then to your point,
everyone wants to make sure that they are safe from legal issues.
Um all of these protections were meant to protect somebody but not necessarily
restrict access to care. So even health care providers can for continuity of
care share information between themselves and they do a lot but it does
mean some paperwork and it does mean some transfer of information. So the
system is not as seamless as probably most people would like. Um that's why
it's a very big lift for many years to try to take on all those systems
together and figure out are you going to share a common system economy language?
are you going to agree to the legal parameters of this so we don't um
sacrifice personal dignity and safety um for continuity of care across different
systems? And then when we talk about um trying to get our our first responders
integrated into that, that's a whole another level, right? Because they're
not necessarily healthare workers in that sense. And so some healthcare
agencies may be a little dubious about allowing police social workers in their
systems and fire, etc., even though they may see there's some benefit
potentially. So there's a lot of that you have to work through over time.
» Yeah. Um just additional support in context. So like the entire state of
Utah does not have a single student information system across all of K12.
Like we've yet to be able to achieve that and that is a single government
entity that oversees that. Um so I appreciate that the lift is large. I
guess my my takeaway and my support for continuing the conversation is that
there were so many times where we were this close to doing it. Um, and it was
one of those, nope, the scope's too large. Oh, it's going to cost too much
money, man. It's just too many partners, you know, connecting on different
things. And the further away from those moments we got, the bigger the problems
got. So, we have to start somewhere. And even if it's like, you know, chipping
away at, you know, the major iceberg that's floating, to me, those are
valuable efforts in terms of ultimately creating a pathway towards solution that
better serves the individuals. One of the most like interesting quotes that I
can never take out of my head from like the K12 space is that students switching
schools is the equivalent of secondhand smoke um to individuals in terms of
their ability to receive the services they need and for the individuals who
serve them to have the information they need to be able to make those services
happen. And so anything that helps clear out the smoke, I'm here for. And just
appreciate the city leaning into those where it's possible.
» When I just talked about the 30,000 foot level of the systems and the
complexities of those systems on an aggregate, thousands and hundreds of
thousands of people. Um, one of the things about Project Connect, which we
did intentionally, was with no money, we took two full-time positions from the
police department and they volunteered to move over to this job um, separate
from their social work jobs. And we said, "Figure it out. These are 50
people we know somewhat a little bit about and we need somebody to go in and
on an individual basis for these 50 people, figure things out." And that
meant that those social workers went into those systems and said,"I need to
advocate here and here and here and share information between these entities
and they're already getting case managed here. So I need to make sure that they
are touching base with that on a micro level is what the connect team is
doing." If you can take the lessons learned from that, number one, they're
helping those individuals navigate those systems more effectively and get better
care. two, if you can take the learning from those um their interactions and
they can point out some gaps and things that could be done better, that's
informing the county discussion and the state discussion. So, we use connect for
that reason as well. Um sometimes it's easier to go on an individual basis to
point out the system than the the whole system at once.
» Um >> Mr. Chair,
» yes. >> Um I believe Megan has another section
of her presentation just so you know. I was gonna just yeah take you know when
we are quiet you know just move ahead on the slides.
» No this has been great I feel like lots of great questions um all super
relevant. Next slide. All right so digging into that dispatch
call routing question. Um let's see. Dispatchers use a CAD system computer
aided dispatch uh to route all of their calls. And the CAD is programmed to send
calls either down the fire to fire or to PD and then they funnel down to the
different teams um from there based on established protocols that are created
in collaboration between the departments and 911.
Okay, next slide and we can come back around. I hope that the slides help
bring clarity as we go through. Um let's see. All right. So, talking specifically
about fire working with dispatch, um we've talked I've already um talked
about this a little bit, but MRT is the primary dispatch for all medical calls
except priority 1. And chat is typically responding with MRT, but is
automatically dispatched for um this list of call types.
And something interesting we've talked about while developing this report was
um the support that chat provides for um families or witnesses of a cardiac
arrest which is um apparently quite traumatizing to witness and experience
especially with a loved one. And so I just wanted to point that out because
it's a space that um they have kind of unique access to support people. Next
slide.
All right. for police call routing. Um, PCRT is automatically dispatched on
calls that do not require a sworn officer. I know that is way too small to
be able to read it. I had listed some of them earlier. I just wanted to show how
many types of calls they could cover and I'm happy to send a easier to read
version of that if you'd like. Oh, there we go. That's awesome.
Thank you.
All right. And then um the community connection team, the police social
workers, they are not automatically dispatched right now. And I learned
while putting this together that the police call needs are a bit more unclear
often than the fire calls. So when something goes down fire for medical
reasons, it's they they've indicated very clear that that's the need. When
police is sent out, it could be um trespassing, uh suspicious activity, or
someone hasn't answered their door and someone's worried about their
well-being. And then also what a dispatcher hears
can be quite different from what an officer experiences on a scene. And so
police relies on that officer identifying a need for a social worker
before dispatching the police social workers. So that's a little bit of the
why there. And I thought that was helpful to better understand
Carson. >> Yeah, I think um that was that's a
helpful distinction um for me. And I I guess I'm wondering like what would
trigger an officer to request a CCT response and what does training look
like across all officers to let them know that this is a resource that
exists?
So training across all officers. Um our social workers spend a bunch of time at
the academy. We run the 40hour crisis intervention training uh
process with all of our officers who come through our academy and also our
lateral transfer officers. Um there are definitely officers who use the resource
more than others. Um but any type of social service need can elicit a social
work response. Um any type of trauma where there's emotional distress. Um we
get called out on those frequently. Um oftent times when there's an issue where
DCFS may become involved um that is also a space that we're in frequently helping
manage that and giving a civilian social work response especially when
interacting with children. Sometimes cops are really cool sometimes it can
feel kind of scary. Um so we we are our our officers are really great at kind of
reading the scene. establishing safety as our primary concern for the
individuals involved in the crisis and um for our personnel um and then and
then pairing that response. The other unique piece that I don't think we
really captured in this presentation is our social workers know the people who
call, right? We know all of the frequent 911 callers. And so our social workers,
if they're not out in the field, will actually watch the call log and just
proactively pull calls off the call log and say, "Okay, I know this caller.
Don't send patrol. I'm getting on the phone with them to see if I can manage
them because they're schizophrenic and always suicidal, right?" But we're
really good at safety planning and talking them down and they're, you know,
we can establish safety without even an in-person response often times. And so
that's a huge cost savings to the system. Um where we can manage a lot of
crisis just telephonically. Um come up with a plan to go out and and visit with
the with the community member when things are a little more stable or when
they need additional intervention. And we can always circle back and pull in
patrol or a medical response if needed. I mean this, you know, makes me wonder
about the regular training uh for for officers because that's a, you know,
conversation we had related older items. Um, I wonder if this uh if the
department can highlight how often they they do this and if it's mandatory or or
or not uh to because I to me um the more um the the more used to uh our you know
that our officers know that these resources are there you know the better
will be for everybody. Um, >> so the CIT training is mandatory for
everyone who comes through the academy and that's a full training on behavioral
health, developmental disabilities, different presentations. This person
might be having a medical event as opposed to being on a substance. Uh,
here are ways to vet these things out and establish safety. a lot of grounding
tools and basic, you know, cognitive behavioral tools that we can use to
deescalate situations. Um, and that process all happens in tandem with our
social workers. So, they're also developing those relationships. Ongoing
training happens several times a year for the officers
who are assigned to our CIT division that co-respond that is one of the
co-response opportunities for our social workers. And so we have three dedicated
detectives there and a sergeant over that unit. They help manage more of our
frequent callers um who tend to be a little bit more dangerous where we're
not just going to send a civilian response out. have um some safety
concerns and then we're working on integrating into trimester training
annually or every other year ongoing CIT reboots. Um the standard I believe that
the state is I think it's four hours every 3 years
which is not a high bar. everything that we do involves deescalation and um and
safety management of a scene. And so officers are already getting that. We're
not we're not maybe tracking what qualifies as those trainings
all of the time, but we are we can look at training rosters and say, "Okay,
you've got deescalation, you've got mental health stabilization training,
those types of things." I think that's that's something
interesting to me to make sure that there is more more of that you know
regular training beyond post academy right um and uh that you know we we
highlight because certainly even from our side we may be putting more
resources into different tools right and and you know that changes right because
there might be more opportunities to connect people um with the right with
the right um response I guess um So I I would love to uh identify some more of
that information. I think the community also expects to know that you know I
think that it builds trust even more with with our good uh frontline officers
uh to know that they are uh that that's part of their training or regular
training. So thank you. >> Thank you.
» Keep going. [sighs] >> I think there's just two more slides.
We're almost done. >> Okay, we can do it.
» Next slide. >> All right. So, this is talking about
when protocol needs to change. Um, 911 hosts a monthly users meeting with both
police and fire um to discuss any issues which could help push for change if it's
needed. Um, but I learned that the fire department is probably changing protocol
a bit more frequently. Um, dispatch has shared that they have a wider range of
resources to dispatch and therefore the range of needs can be quite different
based on call type and they adapt over time to what they learn and might change
protocol to better serve the call types as they see fit. They'll they have a
committee that brings updates to fire leadership that they want to make to
protocol and if it's approved by um fire leadership then they work with dispatch
to address that protocol. The police department has a a person who is a
liaison and works directly with dispatch whenever issues are identified by the
department. [snorts] And then next slide just I believe just
talks about next steps. Allison mentioned these as well, I think, but we
can talk about um the other four programs. We could talk about the
guiding principles that we used to develop the metrics that we selected for
measuring success in the report we transmitted. And we could dig into the
data that's in the appendex of the report that is based on those 26
metrics. That is all we have.
» Thank you for the information. I'm looking forward to, you know, dig into
some of the um the data you sent us um and uh and and to highlight to the
community the work that that we do um as a city. It's also impressive the that
you're tracking, you know, the calls and how many interactions. I mean, that's
that's useful for the community. I feel like that's something that should be
regular reported. Uh should be, you know, very widely known. Um, council
member Young, >> I just had one, I guess, additional
question. In the case that, let's say the routing
happens, but then maybe extra people like get
notified that there's that there's a challenge or a concern. Do we have like
a policy or a protocol or a recommendation on how like if we all
show up and we're like, "Oh, okay. Well, like this team's got it." Like that
we're allowing other resources to then be redeployed elsewhere. Does that make
sense kind of what I'm saying? >> Yes. I'm not quite sure how to answer it
though. I think Christina hit on it a little bit in talking about if both
social work teams are called out and they would discuss what is best as the
response. But >> yeah, and I guess like so the way I
could see this happening, here's my scenario, Lisa. Um but would be so let's
say there's an incident and we have multiple people calling in and the
multiple people calling in are reporting different aspects of the incident and
then all of the sudden all of our city teams get there and they're like wait a
minute you're here you know and so like just how how that transpires in terms of
just being thoughtful about not overwhelming a situation and tying up
city resources when they may be other needs.
» This is so interesting. I'm sorry to jump in before you, but when I was over
at dispatch watching, I just kind of sat and watched them do their job. Yeah,
» this happened where um there was a whole group of people calling and it was
actually very scary sounding and it sounded like everyone was quite scared
and I think three different dispatchers were on a call with a different person
involved in an incident and you can probably explain better what happens
when this >> so our
um sorry I am quiet so I am Elizabeth Elgen assistant director with Salt Lake
City 911 our CAD system identifies duplicate calls So if three different
people are taking a call at the same address, they're going to get a
notification that there is already a call made at that address. So we don't
make multiple calls for the same thing. Typically, if we end up with chat and
police social workers on scene at the same time, it's because the police
department asks for social workers and then the fire department sent a medical
response team and chat automatically is with them. It's not because both
departments were requested. >> Got it.
» They're just always with the MRT if they're on duty.
» Okay. >> And then like Christina said, they will
um decide amongst themselves who's going to
take responsibility for that call. So, >> perfect.
» I think that's how that usually >> that's helpful. Yes. Thank you. Sorry,
it was just a question I had like related to how we're also not
overwhelming a scene related to resources. Just noting there's so many
needs across the city. So, >> thank you.
» And just wanted to quickly um express my gratitude and thanks um to you for
putting this together, but um because I know this took a long time. Um but also
to everybody that's worked on all of these different response models. Um, I
remember reading about the um, community connection team starting in 2016,
running in 2017, learning more about uh, at when the
shelters were coming online and all of those challenges to all of the things
that we did in 2020 and and since then. So, um it's it's feels very full circle
for me and I know that we still have a lot of work to do, but I really do
believe that the success of um the public safety plan um and then the the
numbers that we're seeing of things um coming down and and improving are a
result of this thing that we've built, this system. and
um it really gives me a lot of confidence moving forward. So I want to
thank everyone for their hard work and um definitely don't want to rest on our
laurels but um this is I think a really cool thing. I'm proud to be a part of
it.
» Thank you. Um I is I know that they put a lot of work Oh yes, Rachel. Uh they
put a lot of work into putting this together. So thank you Rachel. Thank you
so much. And I don't want to take up too much time, but I did just want to say um
thank you so much to the council. I think you know we've obviously spent a
lot of time with you on this. And though the programs that we're going to talk
about both both today and that we'll talk about in our next briefing seem
somewhat disperate, I think, you know, at least since 2020, um the council's
been a great partner with the mayor's office and just making sure that as we
are, you know, kind of developing these creative and nimble responses to the
what we're seeing on the street that they it has been grounded in the same
values and the guiding principles that we've kind of brought to you each time.
So, you know, making sure that people are um treated with dignity and they're
getting the services they need. Um trying to make sure that our public
spaces are clean and safe and welcoming. And then, of course, you know,
committing to ongoing efficiency and transparency and accountability for each
of these programs. So, thank you for for being willing to go on this journey with
us. Um, and then, you know, not to be duplicative and thank you, um, Council
Member Wharton for your for your gratitude to this team, but I just think
these teams are doing really, really special and impactful work. And, um,
thanks for recognizing that. It's it's hard to put together in a way that looks
cohesive across the board. But I also want to say thank you to Megan for
spending a ton of time on this to to try to bring it together and really
highlight the work of, I think, these really important teams. So, thanks for
giving us this time. No, and I thank you for putting together that. I hope that
that document uh is shared wide because it is an incredible amount of work um
that the city is doing. Our taxpayers are supporting this work. Um and what
sometimes, you know, we hear about the frustrations
um I know that we're doing a lot to mitigate, you know, uh to to mitigate
this crisis. Um so it's very impressive to see how all of this works together.
Um I um in some of the conversations that the county and and Andrew can help
me with this, but they they were talking about 911 scripting
u and the Lichman group is asking for the city to um join in into a new
script. Um, and I would love to know if you if we know about this or if we need
to connect more people about what what the county is asking from all the other
dispatch agencies to do. >> So what do you mean by scripting?
» There is maybe this is what Andrew can help. This is what
» so one of the
» do this one of the lifeman group recommendations was um to include mental
health screening or a screening question about mental health crisis in 911
dispatch work. And so that's what the county is talking about and integrating
that into the upfront um uh talking when you're talking to a crisis situation
about how do you identify that as the core issue?
» Okay. Yeah, we do. If we believe there is a mental health
crisis occurring, we do have protocols for
trying to get information about what level of crisis are they in. Are they
danger a danger to themselves or others? Is it an active danger? And if it's not,
we can connect them with MCOT. We can let MCOT triage further while we stay on
the phone. >> Yeah.
» They will say if they need us to send a response or if they think they can
handle it. So we don't have any scripted questions for that but we do have
procedures for how to handle those. >> Yeah. I and I'm trying to figure out you
know how you know the why the reasoning of asking uh you know other agencies
that are doing this um to join into this script uh and to have that as part of
their dispatch. So, I I might have to collect more information from that side
and then connect with 911 to see, you know, why why we should and why what you
guys think about this. Um, but it it's some of the recommendations and they're
coming back to the city and I'm trying to figure out where I need to send them.
» Mr. Chair, if I might. So all the the working groups um that the lifeman group
that the county is standing up to implement the lifeman group
recommendations we are ensuring that city staff is you know appropriate city
staff is in each of those and so maybe part of this goes to the difference of
between I think Beck and how we dispatch and so there is you know our systems
aren't identical but I feel really confident that our system is um attuned
with what we you know where we need to be going with these mental health calls.
So, um, if there's anything else you want to add about the differences
between VEC and how we dispatch, go for it.
» We work pretty closely with Beck. So, if they and also our medical director for
Salt Lake City 911 and Beck is the same person. So, if there is a determined
there's a recommendation that we use certain language when we're handling
calls for mental health services, we will also incorporate that into ours
because we're all operating under the same medical director. So if that
recommendation comes down, we would both do it. We use the same protocol system,
Beck and us, for handling medical calls. We have our own sets, if that makes any
sense, because we Salt Lake City has a more tiered response to medical calls
than Vet currently does. So they're but it's the same system. We
all use Appco for our emergency medical dispatch. So if there's a recommended
change by Dr. on we will make the change the same as vectors.
» That's helpful. Thank you. Sorry for like just popped in my head. We were
like 911 and I was like I heard about this.
» One more question. Sorry Mr. Chair. Have we taken this presentation like on the
road um to [laughter] to show
» Okay. I would love it. I I mean if we can share this with like the state
office of homeless services or or other individuals that to kind of show um the
work that we're doing and and I would think even policing groups would be
interested in um our non uh sworn officer responses. I
know that those calls can be those like lower priority calls are
still important but is you know it frees up officer time. So I would love it if
we can like proactively share some of this information.
» Thank you. >> I think the community councils we should
should also be exposed to this. >> That's good. Yeah, that'd be great too.
» Um so um this is this amazing. I I mean that was that was a lot of work to put
together. So, might as well show it off uh because it's quite impressive. So,
thank you. Um I think that concludes the presentation. Uh thank you so much for
this. Thank you. Thank you.
» Um I don't see Ben Raskin, are you here? No.
Um are we we are ahead of time. Have we contacted? No. Huh?
taking a break. >> So, let's let's
» or we can do the other items. >> There's nothing.
So, this is the last item. I um So, let's let's do this. Let's take a a a
10-minute break. Um >> Yes.
» Do you want me to talk? >> Yes.
10-minute break.
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» Welcome back. We are going to hear item number nine
now, which is a board appointment for the planning commission. And we're going
to welcome Ben Raskin to the table right here. And [snorts] you can uh you can
tell us uh why do you want to join the planning commission? um push the button
so the microphone is on has a green light on and then yeah tell us briefly
why you want to join the planning commission.
» Absolutely. Uh make sure this is on. >> Yes.
» Perfect. Perfect. Thank you very much. Well, thank you very much for having me
here today. Uh three years ago I had the privilege of coming before this board
and speaking with you in regards to being a member of a civilian review
board. I spent three years working on that committee and it was absolutely
instrumental in uh revitalizing my love of both our community, the work our sub
public servants do, law enforcement and opportunities that we can make
improvements both public safety and the general perception of use of force in
the state or rather in the city. Uh my service with the uh civilian review
board ends at the end of this month. and speaking with council member uh Young,
she said there was an opportunity for the city planning committee which would
be a chance to kind of like pair a relationship that pair this uh love that
I have of both our city, the buildings, the people who live here and basically
how we have this inner re in uh this relationship between how we're building
it for the future but as well as preserving for the past. Um before I go
any further, I just want to make one really quick note. As I am leaving the
civilian review board, I wanted to make bring to you guys' attention uh two very
special individuals. Uh chief investigator, uh Tanya Richardson and
facilitator Christy Marcy. They're the ones that have been running the CRB and
the work they do is makes them public servants extraordinary. And if you
haven't had a chance to meet them, I would definitely send I would make an
opportunity to go talk to them and see the work that they are actually doing
there. So anyway, I believe that the planning commission faces issues that
are requiring balancing competing interests, studying the facts, and
making decisions that we can both serve the both the future and our p and our
future, I'm sorry, our current residents and our future residents. And uh I hope
the skills that I've developed on the CRB will prepare me well for this
responsibility and I'd be honored to continue serving the people of Salt Lake
City in this new capacity. So, thank you very much for this opportunity and I
appreciate this time with you, >> Council Member Young. Oh my gosh, I
could talk about Ben forever. Um, so I think one of the things that I
appreciate about Ben most and I'll share with the other council members is that
your interests in the city are so diverse. Um, and I think you've touched
on many of those experiences and commitments um, already and how you've
shown up to represent and kind of serve the voice of your community. Um, but
whether you were reaching out to me about a park that was in your area or
chatting with me about some of the road construction and the impacts on
businesses, um, you know, talking about our needs in the public safety sector
and how we are comprehensively addressing that, not just for Sugar
House but for the entire city. Um it has always struck me as something that is um
different than a lot of the other interactions I have. And it is that
comprehensive and holistic view that I think will really benefit you in
representing our community on the planning um commission is because yes,
you are making decisions that are specific to land use and zoning, but
that it's not just about a building. It's also about what that means to the
greater community and considering that larger context um as part of the the
process moving forward. So I could not be more excited to have you um
representing for our community and am just very very grateful for the
professionalism and the dedication you have already shown the city and that I
know you will continue to do in this role.
» Thank you very much. Thank thank you uh for your willingness
to uh to share your your time and talents uh with the city. I um I it it
really uh not only from running for office but also turning that energy into
service to the city. So thank thank you for for your for for doing that. Um uh
you are going to be placed on the consent agenda for tonight's meeting.
You don't have to be there to uh it's quite boring. Uh, we approve the consent
agenda. >> I'm glad I lost the race then.
[laughter] >> Uh, so I um but I So you you will be
placed on the consent agenda and the administration will reach out to you
with next steps. >> Thank you very much. Appreciate that.
» Thank you. >> Awesome. Thank you.
» So there's uh no report from me. Is there a report from you? No. No report
from the vice chair. Uh is there a report announcements from the executive
director? No reporting announcement from the executive director and there's not
10 there's no closed meeting. So this adjourns the meeting until 7 pm tonight.
Thank you. >> Food is on the