City Council · 2022-05-10

system. So the Municipal Wastewater Planning Program is a— it's a survey that we're sent out from the Division of Water Quality each year. We're asked to fill it out, and the purpose of it is to help us to evaluate the technical, operational, and financial conditions of our facilities to make sure that we can see potential problems that might be coming at some point in the future. It's a fairly straightforward, simple questionnaire that we're sent, but it helps us to identify problem areas that we might have. So just real quick, thought I'd show an org chart that we have at the treatment plant. Our waste— our Water Reclamation Section Manager is Mr. Giles Demke. He's in the back there. He's the one that's responsible to make sure that our treatment plant, as well as the entire collection system, the piping throughout the city, is in good condition and will continue to serve the community in the long term. We have 4 different areas. The collections group, they take care of the sewer pipes and make sure that they're in good condition. We have GIS and GPS specialists, who is the guy that goes around and marks where new connections are and allows us to analyze the system from our desktops. He gets the electronic information. And we also have an instrumentation control group of electricians that make sure that everything's wired up correctly and that equipment is communicating properly, that we're able to monitor it. from our offices or even from home. And then we also have the treatment plant side, where the treatment— where we have employees that run the treatment plant to make sure that the water is clean. So this particular survey that we're asked to fill out each year has typically focused on 3 different areas. They want a financial evaluation to make sure that municipalities have plans to address the needs of— for wastewater collection and treatment in the long term, that there's a plan to maintain the collection system, and that there's a plan to maintain the mechanical plant. Those have historically been together in the same survey, but for some reason this year they only did the first 2 in this survey. However, we will be addressing the similar questions in a clean water survey that EPA is conducting. This report will focus on just the financial evaluation and the collection system. What we've done is just, we've taken the most interesting parts out of the questionnaire and present them to you. It is a requirement that we make our governing body aware of what we're doing and assure them that we have plans in place Which I believe you already know because we've tackled master plans recently over the past several years and financial plans. So one of the questions: are sewer revenues maintained in a dedicated purpose enterprise account? Yes, we have Fund 52, which is our water reclamation account. And those funds that we receive from our residents For charges for sewer are used only for, uh, to maintain the collection system. That's— are you collecting 95% or more of your anticipated revenue? Answer to that is yes. And do we have debt service reserve fund requirements that are met? The answer to that is yes as well. Do we have sewer revenue sufficient to cover all costs of current capital improvement projects? Historically, we've answered yes to that question. This year we had to answer no because of the inflationary pressures that we've had. We've had— we have a water reuse project that we had budgeted about $9 million for. We put it out to bid and it came back at $18 million. We know that this is an anomaly. We're seeking other funding sources to be able to complete this project. However, in the long term, we had to say that we don't necessarily have all of the costs that we were expecting based on, based on our current financial plan. However, that's something that we will continue to look at.

So, Reed, other cities are gonna have the same problem we're having because it's inflationary supply, whatever you want to call it.

Yeah, so this won't be necessarily a knock against us.

No, no, no, this again, this is not really However the answers— I don't view it as a knock. It lets us know where we need to focus our efforts and say, oh yeah, we last year— this something has changed. What changed? We identify that and then we make plans to correct it. Thanks.

Good question. Thanks, Betty.

Have you completed a rate study within the last 5 years? Yes, we just completed one. Last year with the update of the water, wastewater, and stormwater master plans. Do you charge impact fees? Yes, we charge impact fees to developers to have them pay their proportional share for the impact they have on our systems. You may or may not have known how much—

how many—

what's the length of our sewer pipe system? We have 346 miles of sewer lines. How many lifts or pump stations are in the collection system? That's for low spots in the city where we have to pump sewage up over the hill and let it gravity flow down to the treatment plant. We currently have 8 of those. Is the entire collections system TV inspected at least every 5 years? You might have seen the white truck parked in the middle of the road with Wires coming out into the ground. That's our TV van, and the purpose of that is to inspect our collection system at least once every 5 years. So the answer to that is yes. And do we have at least 85% of the collection system mapped in GIS?

The answer to that is yes as well.

How many times has there been a sewage bypass overflow? Or basement flooding due to rain or snowmelt? We haven't had any of that.

It's rare.

Utah doesn't have any combined systems. Out east they do, where the sewer system and the stormwater system are one and the same, and that can be problematic. We don't have that, so it's typically not an issue. And then how many days last year was there a sewage bypass overflow? Or basement flooding due to equipment failure? And the answer is zero as well. So there were no backups due to equipment failure last year. Again, I said it was going to be really simple, basic, but these— we thought that these would be some of the highlights that we want to inform you on. Again, the purpose of this survey is for, for us as city staff to answer questions that the Division of Water Quality has asked us to answer, and it guides us as we plan into the future so that we don't get caught off guard, that I had no idea that our equipment was aging and that we needed to replace it, we had no funding in place to replace it. So, do you have any questions for me?

So we Impact fees, I know that varies a lot from city to city.

How are we compared to like a Saratoga Springs or Provo?

Or I couldn't tell you specifically about specific cities, but we are in the middle. We, we didn't want to be the top and we didn't want to be the bottom. Uh, Ren, I don't know if you—

I'd say we're below average. We have one in the Southwest Sanitation area that's its own zone, so those ones are because there's specific utilities that only serve that area. But yeah, overall, we're definitely on the lower half.

So my question was that, you know, years ago we did these 7-year master plans. Besides this project that came in double, are we on track with the other Things that we had said we were going to do in wastewater?

Yes, a lot of those are pipeliner projects. You've probably seen crews out recently going out and lining the inside of the pipe to extend the life. But yes, we, we are on track with what we said we would have done. It's the future that remains a question.

Remind me what year we are. 3, 4 years?

Well, the original ones that we adopted were back in 2016, so this would be year 6. But we re— we renewed the master plan last year, so for your point of reference, we would be about year 6, and from last year we're in year 1.

Thank you.

I'm just curious, uh, we've been working on this water reuse plant quite a bit, but how did we— what is it that's off on the bid?

100%.

As far as it was $9 million, it's going to be $18 million. But I'm just curious what the variables are that affect that. I know there's inflation, obviously, but that's more than inflation.

Yeah, so, um, it's probably— we haven't— we have an ex— an outside engineer that's helped us design the new facility as well as the piping that will take it to the areas that will use the reuse water. His estimate— when was his estimate made, Giles?

A year and a half ago.

About a year and a half ago, at $9 million, and then we put it out to bid. We've talked with the engineer. Actually, I should probably just have Giles answer this. You're a little more versed in this.

To answer your question, there is nothing off in the bid estimates versus what the engineer estimated and what the contractor did. I'm seeing multiple projects over, um, all of the treatment plants up and down the Wasatch Front with this severity issue. Um, I saw one opened 2 months ago. The engineer's estimate was $30 million. It came in at $60 million. One of the issues the contractors are facing, they cannot get equipment. A steel joist for a building, lead time is now 52 weeks. They cannot get the equipment.

Um, I have another contractor that I work with.

In fact, it's a contractor that's doing Provost's Plan, all the construction. They cannot get people to work for them. Therefore, they build in contingencies in these projects so that they can cover— is it going to go longer? Am I going to be able to get my equipment when they say I'm supposed to get my equipment?

Mm-hmm.

We have a pump station that's under construction right now. We were promised pumps by the vendor, um, the end of this month. They have told us they are not shipping now until the end of June. I have a generator that, um, again, it's supposed to be here this month. It's not shipping until August, and it's coming from Brazil. So the supply, um, supply chains are really messed up right now. We can't get equipment. Contractors are putting in very large contingencies. And the other issue is, uh, the contractors are good contractors. are so buried in work right now that they're not hungry for work at the moment. So they bid them high.

If they get them, great.

They've got contingencies. They can do what they need to do.

So when they put in those contingencies to cover that, do you just wind up paying that?

Yes. So that's just— it is part of their line item. In fact, you don't, you don't even know it's in there. It is buried in every cost that we do. When I did the bid for this project, I had, I think it was 18 line items that they had to put numbers to. And when I look across those, we did prequalifications on contractors. So we got 2 contractors. We had 3 bids come in. Low bid was $18— I think it was $18.5 million. High bid was $22 million.

Okay.

And you look across it and earthwork, it's not the same across it. There's a difference all across these, and you can't pin it down to one individual item that says there's the problem right there.

Okay, so what you're describing is not straight-up inflation, it's broken supply chain, broken labor?

It's all of the above.

So it could— I mean, it could fall back from these levels potentially?

We've all got our fingers crossed.

We're hoping that yes, that eventually If you're watching what's going on in the world, things may settle down, or it may go the opposite and it may get worse.

I don't know.

Mayor, as we were down at the Water Environment Association of Utah conference, and there were several discussions about this and seminars on this very issue itself, and we had the panel of contractors and other others in the construction field that were on there Basically what they're saying, what Giles said, is that the cost—

what they're providing for pricing is the cost plus risk, and the risk is on their end and not the city's end.

And that's one way that they manage that, is that the suppliers won't guarantee a price after maybe 10 days or the next day or whatever. So if you want a dollar amount today to know what it's going to cost, they're going to give you what it would be if it's there today, plus an inflated value based on the availability of these resources.

So yeah, they're hedging risk.

They can just charge what they want.

Yeah, it doesn't matter what the bid is.

True.

We'll just charge them $30.

I mean, that's a— I mean, it's just such a 100%, you know, increase.

There's a lot of variables in there.

Hopefully that would come back.

Yeah, and we do, just so you know, we do pre-purchase. We pre-qualify with the engineers and so forth and the contractors, but we also pre-purchase equipment where it's available. We get the pricing in. It's a known piece of equipment that we need for that.

We do, uh, we do buy that as soon as we can in advance.

All right, thank you. Mayor, may I just go ahead? Councilmember Pedersen asked about impact fees and the like. I just want to make a note that a lot of our financial modeling and rates and impact fee rates and such were set pre-COVID-19, so pre-supply chain issues, pre-labor concerns, pre-risk type scenarios. And so if this continues on for an extended period of time, it's going to require us to revisit all of those plans. We are not, uh, as it relates to impact fees, for example, we can't look at what our neighbor is doing and say, well, we're going to charge close to or more or less than what our neighbor doing. It's, it's predicated on what resources we need prospectively, the cost of those resources and that infrastructure, and we come to a fee. Well, if prospectively all of, for example, our future projects are going to be double than what we anticipate, And we're going to have to revisit our impact fees sooner rather than later, and even take a— have deeper conversations about our rates, what some of these things that we're talking about in terms of projects, how those future projects impact our rates. One of the things that we're all anxious about this summer is this water tank. Now, when we conceived of this water tank and bonded for that water tank, We bonded for it, you know what, more than a year ago now, and current bid environment is much, much different today than it was a year ago. So we're all just trying to keep all of our dollars and cents right now to put towards that water tank project. And then we're going to see how things kind of play out. Our hope is that things will stabilize and that they will return to some level of normalcy. But if they don't, then we're going to have to actively update a lot of our plans, if not all of them. So if I could also, a couple of things to share. PVC pipe right now is double the price it was 2 years ago. Reinforcing steel is double the price it was 2 years ago. I got a quote yesterday for a little 500-horsepower motor for a piece of equipment. The motor is $600, shipping is $575. That's the climate we're in right now. And we had a conversation last week with a contractor who told us that any sort of power transformer is 65 weeks out. So you're literally 15 months out to get a power transformer. So what you essentially sign on the dotted line. It's made tomorrow. You need to order the transformer so that it's ready for install. Essentially open the doors, you're done. It's pretty Soviet.

It's crazy.

Any other questions?

Thank you.

Thank you.

Next on the docket, we go to rent. Talk to us about CARE.

So I'll jump into— I'll be giving a presentation that'll show all of the CARE applications altogether.

But to start off with, I wanted to show the reports that have been shared in previous years from our major CARE applicants. Um, give an opportunity to our major care applicants to maybe share any additional highlights. But, um, in these—

this, uh, hard copy is a report that I emailed you as well, but it shows what each of the major care applicants have requested in previous years, what's been awarded in previous years, and then it gives their participation numbers both by year. And then new this year is showing kind of an average monthly participation because in the, in the latest year, the numbers that they've reported in terms of participants, it's only for 6 months of the year. And so we wanted to kind of show a better representation that each of these major care applicants have successfully rebounded from the pandemic and are showing good growth in their— You know, based off of an average per monthly basis, are up over 100%, having a banner year in terms of participation.

Bell Center, almost 50% increase. And on the Utah Metropolitan Ballet, there would be roughly about a 5% increase in norm-specific participation.

Beyond that, in this report it lists off in bullet point form just the different shows that they were able to accomplish and again how they, how they've been bounce back from the pandemic. And then it also gives very detailed application materials. With kind of that brief summary, Adam, is there anything else that you'd want to add or emphasize before we kind of go into the overall care application presentations?

I think you did it well.

I mean, these, you know, these numbers certainly fit with COVID and the experience we've had there. And, and people are coming back to the theater and coming back to live entertainment, and we're excited for that and, and hoping to get back on the trajectory that we were on before. And, and, uh, we appreciate the city and the support from the city. And, and, uh, yeah, that's all I Thanks, Adam. You tell me about it.

Oh, you know, I was just listening to you and I thought that is exactly what's happened. It's been amazing to watch people after the pandemic and how they've responded. When we, we were able to keep our season going through the pandemic at just that little 50% audience participation, and, and people are just so excited to be back. We've From— we look back, we did a chart that showed the last 5 years, and this year the attendance was up quite a bit, even from the pre-pandemic. And I just think people, they just want it, and they want that professional— they're excited about that professional thing happening here. And we, we've been able to add— actually, we've been able to add live orchestra to everything we've done this year. It's been an exciting year. I think the pandemic let us all rest for a minute, maybe a little bit, but we're hitting the ground running. Excited to be here. And we really appreciate Oren too.

Thank you.

Hale, anything else you want to highlight or emphasize?

Yeah, so it's interesting as you look at fiscal years, they each have a—

all 3 of the last kind of impact.

So if you remember, the pandemic started in March 2020.

How could we forget, right?

And we were shuttered for 3 months. So that was the end of fiscal year 2020. And then '21, when we started in July, we were actually reduced seating throughout that year until the next year when we started in 2022. So we started this year to first see the beginning of this bouncing back to 2019 numbers through our participation. And, you know, it's incredible. And I do also want to thank the city and the county. They were phenomenal throughout this process supporting us as we started to reopen our doors. There were some that were really scared and worried and others that were very supportive. And we've had a great response by the citizens of Orem coming in and wearing masks when it was needed. And then of course, when everything was lifted, it's been, it's been wonderful. So Thanks to all the staff that participated, and we've seen many of you at the shows as well. And anyway, so I thought it was interesting, in fact, just to point out that each of those last 3 fiscal years in some portion were impacted by the pandemic.

Thanks. So, oh, please, Mayor.

Sorry.

So we passed— I didn't realize there were 3 different copies of this, so can you send this back?

So what do you have?

So I've got health center and Terry's got— Yeah, you're the one, you're the one that messed it up. Sorry, just make sure we got the right one.

So previous years we've always provided this, this detailed report through, um, but again, uh, I wanted to kind of give you all in one place, uh, after of course in consultation last week with Councilmember Lapsen and And Spencer, all of the CARE applications together that have been received and that are being proposed for the upcoming fiscal year. So to start off with, of course, we have a long history since the CARE tax program was voted on in 2005 of doing some really cool projects, everything from our All Together Playground, of course, our family fitness center, and our library hall. So we've had some, some exciting projects to build on. A particular note as we go through this, and what was kind of top of mind as we were thinking about projects, is in a short 18 months, the CARES Act program will be up for a vote to the public again in November of 2023. So of course we want to maintain the excitement and make sure that we're proposing projects projects that affect the most amount of people positively in our community. So start off with an overview of everything together, and I have them kind of separated into different categories. Our Care Commission met over the last couple of Mondays, right, Kenneth? And we met with roughly 20, 21, 21, I think. Organizations that submitted requests for mini and mid-major grants, and their total requests came in $145,000. Our CARE Commission is currently recommending $84,900 of those requests be awarded.

I have a question. How many were minis and how many were mid? Whatever the middle category, it was about half and half.

Um, so then we have our major grants here. Health Center requested $1.27 million, Utah Metro Ballet a little over $76,000, CIRA $759,000. And then I'll go over a series of city-related projects separated Arts, Recreation and Parks. The total request for the upcoming year came in at $4.4 million. But you'll notice here, this was really important to Councilmembers Lamberson and Spencer, that kind of from the get-go we want to recommend that we award CIRA 100% of what they requested, as obviously a longtime Partner with the city. And so I want to make sure that that's kind of kept within context as we go through and go through the details of all these other requests.

And is this reflective of the 50/50 arts rec split?

Are you—

I mean, is this the 50%?

This is the arts.

In previous years, that has been split, but I'll go through and show how the percent split is by the end of the presentation.

Right.

What—

how much money are we looking at? $2 million something? What's our total allotment?

What we're projecting for CARE in terms of total budget altogether is a little over $3 million.

$3,080,000.

The 1%?

Yeah, it's a one-time revenue for One year's worth of CARE tax. So start off here, have a handful of city arts-related applications totaling $210,000. I'll go through each of those. One here is $10,000 for a project with the Heritage Museum.

We reached out to Adam Robertson.

The Sierra has a an account with Mountain West Digital Library where they have a series of pictures and— well, a series of pictures, photos that are historical in nature that are accessible digitally in the digital library. The city found a lot of success and a lot of great feedback and popularity in digitization process with high school yearbooks, and so In that vein, we wanted to partner with the Forum Heritage Museum to increase that collection and add to it. Our own library has a series of photographs. This is an example here of the 1937-38 Lincoln High School football team. This team was after former Councilmember Sumner, but you might be able to— Councilmember Peterson.

He's the tall guy.

So anyway, the idea here is to continue to expand that digital library. Next, at the library hall, we've received feedback from somebody on the council of updating or upgrading our, our sound system at the library hall. That would include adding some wireless microphones and increasing the amount of speakers that we have there. Again, make sure that the audio is hearable for the entire audience in there. And then we have, we have an existing riser system, but it doesn't have a great secure railing system.

We've heard back from our cantorum choir and things some of our other providers, which are—

that have expressed that it's just not very safe and sturdy. And so, frankly, it's past its useful life. So we want to add that as well. So total request there related to Library Hall would be $64,000. Everyone knows that, you know, we teamed up with Method Studio to create a great architectural design for our family fitness center. What many may not know is we were getting close to finishing that project, interior designers came to us and said, look, a great building, but you need to add additional character, energy, artistic design to the facility to help draw people in. and even help move them around safely and have, you know, kind of a color scheme and brand that adds to the vitality and attraction of the facility. So taking that idea in mind, we wanted to apply it to the Seara Pool. And these pictures are just kind of showing some of the things that came from that, some of the floor-to-wall, floor-to-ceiling graphics. Everything to our font that we use for the title, moving people around. Our historical wall there at the entrance, that came from that conversation. You know, the pictures and design features in our, in our family change rooms, of course, are super popular, all came from that. The donor wall, everything kind of came from that process. So again, Idea is to add character, energy, artistic graphics, a fresh, inviting color scheme throughout the facility. Our zero pool is, I think, just over 20 years old in the current iteration that we have. And it—

so it's—

you can—

the wear and tear is very visible. So the idea would be that we would add these artistic graphics right at the entrance there, and along the signage, and move people around and have it fit better in the Sierra Arts District and revitalize it as an attraction to our residents. Last, our city arts-related application. Again, in our Sierra Arts District, we wanted to propose a public art piece. The artist, Devran Farley, he provided the sculpture that's next to our Altogether playground. And we've talked to him, and he has since done kind of some bigger sculptures for other cities that have been really popular and are often kind of interactive and, you know, a fun place for people to get selfies. And so the idea would be that What we're proposing is to add a kind of a bigger artistic sculpture piece by this artist there, ideally visibly along State Street. As another example, Ogden City, along their main thoroughfare through their city, they have a bunch of sculptures of buffaloes. So the thought here would be to do a mammoth sculpture, perhaps with like old city signs or something, again, to create more of that artistic draw, revitalize that district, and make it feel also more of a part of the Sierra.

When you say mammoth, you don't mean this large, you mean like, like Miro, our woolly mammoth?

Yes, like our mascot, Miro the mammoth.

Yeah.

Okay, next to our city recreation applications, totaling a little over $1.08 million. I think many of you are already aware of this concept of our— of us adding a swim wall. We've got our 50-meter length portion of our pool there at the fitness center, and there's essentially a new technology that would allow us to add the swim wall and turn currently, I think it's 4 or 6 lanes, and be able to increase it to 16 due to the width of these walls. There was a concern expressed to me as we were looking into this, you know, what would be kind of the counterforce off of this wall, and we're told by the manufacturer that would have 98% of the same counterforce as an actual pool wall would have. So this essentially doubles the amount of availability that we can create at our fitness center and be able to provide more opportunities for, you know, different swim club teams.

That's $225,000.

Next, at the Sierra Pool, again, One of the areas that we get kind of the least use, and frankly the most complaints about, is the splash pad there. And since 20 years ago, we've been able to do some cool splash pads, and we have also, you know, have our plans out there for improving the leisure pool area of the fitness center. And so along that same vein, we want to do a big upgrade of the splash pad there. the Sierra Pool. And then in conjunction with that project, we would replace all of the old pool drains throughout that facility. As part of— every year we set aside about $30,000 for our co-sponsor groups to decrease their costs to use our park facilities. Just of note, even though there's $30,000 been a request here of care. That's not all of the help that we've tried to provide to them as a city during the 2020 pandemic year. We actually didn't charge them anything at all. And then you may recall, you know, go through it quickly, Sam Kelly, when he was going through our capital improvement planning presentation a few weeks back, he talked about adding an ABI machine, a turf tank, which would allow us to more Quickly, efficiently improve the maintenance of our infields and our striping and our sports fields.

So the idea, if we can be more efficient, do it quicker, we can program those spaces more for our co-sponsor groups.

So that's recreation, and here is our parks applications totaling $375,000. Now these ones are the requests associated with CARE. But again, a few weeks back, Sam Kelly, our city engineer, was talking about a couple of projects that are CARE tax eligible, but that we would actually fund through our capital projects funds. And that would be a replacement of our Springwater Park playground and replacing our city center park north pavilion here. In addition to parks, so last year, we— you were kind enough to allocate $750,000 to go towards Hillcrest Park. And we're coming back with a request to add $250,000 of that to have $1 million go towards that phenomenal facility. If you recall, when Blue Line, our architect, came A few weeks ago to a work session, they talked about improvements in and around the gym and, you know, making sure that our splash pad plaza area really can pop and have sufficient features there to be a real draw. And then we just heard about, you know, inflation concerns. So just want to make extra sure that we can deliver on what we've talked about with We want our CARE dollars to be part of that super popular project. And next, Bryce is the real expert on, on these parks recommendations, but we're recommending $620,000 be put towards lighting 2 fields at Lakeside. Again, the idea being that we can program those fields a lot more, impact a lot more families, and also overall upgrade the park and the sports facilities to attract more regional tournaments. So again, the idea here is one-time cost, but that generates ongoing revenue that then Further support and compound in recreational use for, for our citizens. So $620,000 is for FY23 to light the 2 fields, but then the plan would be in future CARE tax years, we would look to take those 2 fields and replace the natural sod with synthetic turf. Again, so it could be programmed for a portion of the calendar year and, you know, into the night. And then so that would be for 2 of the sports fields. And then the idea would be in subsequent years, we would replace the infields of those baseball field diamonds there to make those synthetic turf as well. Please.

Mayor Young and I had a conversation yesterday about the regional nature of some of this work and how, through the mayor's relationships with the county commission, we might go after some county tourism and recreation dollars to supplement this so that we can piggyback on these county recreation dollars in addition to our dollars. Which could potentially allow us to accelerate this project, or allow us to do more with Lakeside Park originally anticipated.

And Bryce can speak in greater detail to the amount of impact we could have economically in terms of, you know, additional use of our hotels and restaurants, and there are vetted multipliers that we can count on that will, you know, that prove that these types of projects help our Warren community. And again, that then eventually circles back into improving the health of our CARE tax revenues so that we can do more of these types of projects.

When you consider what St. George has done with this very sort of thing and how they really build up such an amazing structure down there, we could do that sort of thing in Orem too. So that's kind of where we're thinking about going.

Yeah, so exactly right.

One question about the artificial turf field. I see that on a— at a high school football field where you've got soccer, you know, sophomore teams playing on, the JV teams playing on, the varsity teams. I mean, there's some multiple use. I'm just wondering about that with the soccer field. It's not like we're getting— I don't know if we have people on there all day long.

I mean, the times I've gone, you know, there's 2 matches and then it kind of sits there. So we would consider these multi-sport fields.

So we'd make sure that they have the length and width to accommodate rugby, lacrosse, ultimate frisbee, flag football, whatever, wherever we were we would get the demand for a regional tournament, we would fit on these fields. Anything else you'd add to that, Bryce?

No, I think you spoke to it well. I think a successful portfolio at Lakeside has a great mix of recreation youth co-sponsored programs during the week. You have some really exciting tournaments and sports tourism on the weekends that help, you know, promote as a city and support our restaurant hotel industries as well. And so when you do something like this, that gives us the flexibility to play, you know, into the evening, and to play multiple sports on it, and to be one of the only municipal artificial turf facilities in the region. I think it gives us that portfolio. Like you said, right now, we're really focused on just one type of play at Lakeside. This would open us to 10 or 15 things. And that's what, that's what fills a wonderful Great question.

Please, John.

So, uh, with regards to that, how hard— uh, is there a lot of people that come to Orange City and say, hey, would you consider doing this? Are we turning these groups away because we don't have those facilities? And how hard would it be to pull this up to what you're envisioning with these park areas?

You know, Jamie and the mayor, I was not privy to that conversation, but I think a lot of it is, is right in line with that. We work closely with the county. And so events come to the County Convention and Visitors Bureau, and then the county staff go out to the municipalities to help book these. We don't get called by the county currently because we have said no historically to basically any outside event. So this would require a change for us, not just in the facilities, but also in the understanding of using them as rec during certain times and weekends and as events during certain times and weekends. We regularly say no to group after group after group that wants Lakeside right now. And, you know, there's some weird scheduling things at play in terms of first right of refusal of scheduling. And, you know, they're right now, there can be 2 soccer matches over there, and they can tell us that they're not going to take any more. A league can tell us that they don't want any other events over there at that time.

And so we have—

there's a number of moving parts, in addition to the CARE application, to be ready for the increased use and the lights that allow the use into the evening and on weekends. But the demand for regional complexes like Lakeside is real and it's there. And as we hopefully can align with the county and the county tourism board and the county commissioners, I think we can have a really successful portfolio. Again, that benefits our residents that just want to play rec and play locally because they're going to get some really neat facilities and something that on select nights and weekends we're able to bring in some tourism and again put people in our restaurants and our hotels.

You know, those lighted tennis courts in Mountain View, they're used all the time.

I mean, there are people packed there until the lights go out, so that's cool. So again, the idea of using kind of CARES Act here, if anything, it makes it more compelling to kind of ask to the county for those TRT funds because we can say, look, let's join together, let's leverage, and we can do something more together. This is effectively a regional park. But we've been using it as a community park. Let's try and leverage these resources and truly make it a regional park for the benefit of our teams and programs.

To ask a question about the county, because in the past they've been very dependent on Provo getting the, the convention center, things like that.

And they don't— let's be honest, they don't give us back fairly what our restaurant tax generates is with the new commissioners, I think we'll have a better success. Or—

Well, first we stole Bryce from—

well, and now we have— and now we have a secret weapon. So I mean, now we have— now we have some good strong relationships too that we can build off of. And we can get through the door in a way different than we have Good plan, matching leverage funds, better relationships.

And get what OREM puts into the fund.

Yes.

Or at least a significant portion. I get frustrated that we don't get more of that coming back.

Couldn't agree more. Last Parks item is, uh, we've actually heard from OIB that at the, at the Snack Shack and restroom combo area. It's actually kind of difficult for them to process payments for the concessions due to, for whatever reason, a bit of a dead spot or poor kind of Wi-Fi access there. And so $5,000 here to improve the Wi-Fi access points in that area to make sure they can process their concession sales properly. So overall, in terms of what you're seeing and what's kind of been focused on the— with the idea of impacting possibly the most Orem families as possible. It's kind of a balanced approach, whereas before it kind of more focused on arts recreation. But this, this tax is always intended really to help parks too, of course not solely. So the idea would be roughly a third a third of the percentage of the total budget funds for arts, recreation, and parks. And so what that would mean is the CARE Commission, $84,900, the full amount to CIRA, $25,000 to Utah Metro Ballet, nothing being recommended to Health Center Theater this year with them, with their announced intent to move the Pleasant Grove, and then the, the other city arts, parks, and recreation applications. So that's in summary what, what we're recommending this year. Open to any other questions, comments, additions, deletions, suggestions.

I have a little bit of concern that we don't give anything to Hill because they'll still be operating. And while I understand past kind of been $300,000, I could do $50,000, $75,000 as a way to say you're still operating, we know you're moving. That just seems harsh to me, and maybe others feel differently than me, but—

Yeah, I think they're planning to be completely moved over sometime during 2024.

Again, the—

I think the intent here was we want to make sure to invest in as many Orem citizens directly, understanding that renewal is coming up end of 2023 for this program. And so we want to be looking to the future of how do we directly benefit Orem residents. And the thought also there being that Hale could begin to ask Pleasant Grove for, for their care.

Mayor Jeff and Terry have their hands raised.

In the past, wasn't it a 50/50 split between the arts? And so now we're carving out— now we're only doing a third to the arts. Is that starting— is that proposal something this year?

So we went— we even called up out of retirement former City Attorney Greg Stevens to ask about essentially kind of the legal parameters and the original resolution that was put together back when CARE was kind of first initiated. And we feel like we're on good ground. So what he said— what specifically what that document said was the city Council intends to try over the course of 10 years to have that split. So even with this adjustment for this year, we feel like we're well within the bounds of that intent. And of course, we couldn't have anticipated that, you know, one of these major organizations would be leaving.

I think you carry your question, you look at the piece of the pie. I think it's a moving pie. So if next year Parks needs $1.5 million, then it's the pie sort of sliced differently for Recreation and Parks. So it's more of a fluid type thing.

But you're saying over a 10-year period it's supposed to hit what? What's supposed to be the split over 10 years?

Again, the legislative intent was to try and reach a 50/50 distribution. Between arts and parks.

But we've got more needs on the park side right now, and that fits within the 10-year parameter you're talking about.

Yeah, and if you go back to 2013 when this original discussion took place, there, there was, uh, we had just come off of a situation where we had spent a lot of money in the construction of parks. So we built a skate park, we built Timpanogos Park, we built Lakeside Park, Nelson's Grove Park. All of those parks were the result of flexibility within redevelopment funds that allowed us to take redevelopment money on a one-time basis and put into parks. And there, there really was kind of a feeling of, well, now we need to pay more attention to the arts side of the ledger. And so that's when we began having more, I guess you could say, intensive conversations about the arts. And this idea of the 50/50 kind of split came of age. Well, we want to make sure that we are kind of appropriately balanced because historically we have spent a lot of money, not necessarily CARE money, but city money or redevelopment money parks and wanted to make sure that parks was getting appropriate attention. And that's what kind of led in 2013 to this discussion of, hey, the next round of our care distribution, let's be sensitive and mindful that we don't— you know, the pendulum doesn't shift too much one direction or the other. And that's how we got to kind of that 50/50 discussion.

Sorry, one other question. So we don't have to spend it. I mean, if we don't spend it, we can, we can save it for artificial turf in 2 years or something. Is that correct? I mean, we have to spend every nickel, or can we say we'll put this in this pot knowing that it's coming up?

That's correct.

However, what is being recommended is, you know, how do we budget for it, right? So let's start to see, set some, set some of it aside. So let's Like you're saying, so we could combine some of those things in future years.

So let's say, for example, Project X that we budget $500,000 for, we bid it out, it comes in at $1 million. Well, we may choose— you may choose to just— okay, we're gonna, we're gonna sit, hit the pause button on that project, and we're gonna wait until the market changes. Or frankly, in the future, you could reallocate in a way different. But essentially this year, and what you are doing today, is you are expressing legislative intent and would authorize these projects to move forward. Now, we may come back in 6 months and say, hey, remember we talked to you about bikes at Lakeside Park and we budgeted $620,000? Well, now they're $950,000. We don't have the meetings, so do we stick that $620,000 and hold pattern and then garner the necessary money to add the lights, or do we reallocate that? It's kind of at your discretion.

You know, I mean, we're trying to look ahead, right?

But yeah, even in what we've described for Lakeside, you know, it's over a total of a 5-year period to do all of that if we were solely relying on TIC taxes.

And if it doesn't get renewed, would that come out of general funds if we wanted to still do that?

Care tax is just one source of funds, just capital projects or other revenues of the city. We would look and make recommendations as to how those monies are spent. Of course, that would be at your discretion.

So general funds, grant funds.

I'm sorry, if you want to accelerate it being completed, you could also dig into another fund. Correct.

Yeah, correct. This is just our initial sort of conservative projection. So this is basically this year's care.

These other paths we're going to go down potentially could come from other sources or more care.

Sharing a recommended— we can speed it up, slow it down.

Mayor, if Jeff Fisher has a stand, please.

Yeah, so, uh, just to Comment on— Terry, you mentioned, um, the history of this CARES tax. Um, I've been raising money in the arts for the past decade, and, um, the city of Orem was historically known as the leader in supporting the arts. There was a time when 2/3 of the CARES tax was going towards the arts. You guys were the leader, and we used you as examples. That's how we ended up getting the Washington County wrap taxes, by following Orem's example. And since I've been here over the years, it's historically now the last 5 years rapidly moved from arts into now 2/3 splitting hairs in arts and parks, calling it parks and calling it recreation. As you know, historically recreation departments are in every city. They don't have arts departments in cities. There's no Department of Arts that's over— director of the arts.

There's no budgets in cities for those kinds of things.

So anyway, I didn't want to spend all my time talking about that, but you guys literally were the leader in the arts funding for the state.

That's how you started.

And so that was something that I, I applauded the city for being courageous enough to want to support the arts in a big way, 2/3. And Jeff, you were part of that most of the time. You were on the CARE committees and you've been supportive of the arts. And UW as well. Um, I'm not sure how you're supposed to respond to—

what's that?

Oh, I didn't know that, so sorry about that.

Okay, she's been there all over.

That's great.

Linnea is everywhere.

That's great. I, I'll leave you with Jeff.

I'm having conversations with him about that, so thank you for your service as well.

So, um, one response to that would be I mean, I know that I've had the promise that our fitness center would cover its operations.

And so, you know, our recreation department isn't a burden on our general funds, on our taxes.

And so we want to be able to propose projects that then can continue that promise and have recreation programs that cover themselves.

And that's, that's part of my segue into the fact that healthier for 33 years, remains a community asset and an economic engine. We generate about $15 million in the local community for people coming out of their houses, being entertained, and stopping at, you know, restaurants and gassing up and doing a variety of other things. And so we, we will continue to be that in your city for the next 2 years. Right now, our construction is probably going to be somewhere around mid-'24. So probably July 1st, uh, of '24 is what we're thinking will be finished. And so we still currently have our headquarters in Orem. We operate here. We're currently doing shows as we speak. And, um, you know, people are coming out every night to our shows. We're open from Monday through Saturday. We're only closed on Sundays. And so unlike some of these other projects that you're speaking about that are evening and weekend driven and things of that nature. That's why our, our multiplier that you spoke of earlier is so much higher than the other organizations. For instance, uh, the marathon in St. George is a weekend, and even though it's an important part to their community, uh, it doesn't compare to the arts that run season-long. These season-long types of organizations are much more— But anyway, I just, I guess, where is our forum for us to have a conversation. We were under the impression that today you were presenting on our behalf as our advocate for our application and that we would have our voice heard today as to what our future was in Orem. But it seems like the recommendation that's being made was— is there a process now that we go through? You could help us. This is the first time we've ever been offered nothing, so I'm just not sure exactly how to respond to that. I want to make sure I understand the message as we return to, you know, the people that we're working with at doTERRA who have obviously been generous donors to this city. And we actually— a couple of the founders live here in Orem and asked us to continue to have a strong bridge with the city of Orem, and we've tried to do that. We've got friends here that are, are close to us, and so I'm just trying to respond to the best way I can, and we'll What would you recommend we do? Is this a private conversation we should have offline?

I know that we've made sure your voice can be expressed for sure, but I wanted to make sure that all of the projects that are being applied for are seen all, all together. And I think the city has definitely been a strong partner with Hale and all of the major care groups for many, many years now. So I think that there shouldn't be any sort of feelings of guilt in that regard, for sure. We're just talking about how to move forward. So previous process, again, share all of the reporting from all the major care groups, share everything that's being recommended by the Care Commission for the major. I've shown you in detail all of the different projects that the city is doing. along these 3, I guess, major subjects. I made abundantly sure that our care liaisons from council, Jeff and Dave, are fully aware of this. And, you know, no backing out now. So in terms of process from here, the idea would be that we would bring back for your approval on the consent agenda this overall plan and and budget at our next council meeting.

Am I allowed to speak?

It's up to the mayor.

Uh, yes.

So 33 years, folks, 33 years that we've toiled and what we've given, what we feel is an incredible product. People have worked 33 years of our hard work supporting the city. We've tried for at least the last 10 years, how many Years, Jamie, Brian, to get the deal done here in Oregon. We tried and tried and tried. This seems brutal, guys. It seems really brutal. Seems like a punishment. I'm sorry. Maybe not the most professional, but definitely very emotional. So intent certainly isn't to be brutal.

I think that's fair. It's simply to try to make the most farm families that we can happier.

So this is our proposal with that intent.

Yeah, and that's all, all that I'm asking is contextually is what, what is the process? This is new to us, Brent. We reached out to you today to ask some clarification questions. We clearly have more. It sounds to me like something we didn't understand is that The city proposes this to the council and the mayor, and then you guys think about it, and then you vote on it later. That's what we've always done, right? But the process wasn't anything that we argued or had issues with. We've always been okay with your recommendations. We're clearly not okay with your recommendation today. I don't know if that's clear or not. But I want to make sure we have a chance to have that conversation in a very diplomatic way with stakeholders. We can meet with them mayor and city and whoever it is that we need to talk about that. But I just didn't know what the process was.

That's all I'm asking.

Is this a city recommendation to the council?

This council's recommendation to themselves?

I'm not sure I understand that. So I mean, if I may— Yeah, I mean, obviously, Jeff, you voiced your concerns. And obviously, this is a public meeting. So it's on public record. This is the process that we Went through in cooperation with 2 council members who are part of the, uh, care review process, in cooperation with the Care Commission. So this was not done in a vacuum, but rather is done in an open committee fashion. So today what we are bringing to you, or what we are bringing to the council as a whole, are the proposed recommendations for the next fiscal year for the use of CARE dollars. And that has been a process that's been reviewed both by the CARE Commission as well as those council members who've been assigned to appropriately vet this process.

So that's for my clarification. It's a recommendation at this stage, Sunset Way.

Yeah, this is a work session.

So the question is, protocol, because we've never done this in 33 years. How do we go about, um, challenging that recommendation is all I'm asking.

Well, I think you voiced your— I think you voiced your concerns to the city council. Ultimately, now that decision rests with the council, with the action that the council takes, uh, the next council meeting. So I don't think there's any— I don't think there's any misunderstanding as to how to feel about what has been recommended, and I think the council acknowledges the fact that they've heard your concerns.

So are there any other questions from you, Mayor and council, on what's being put together? So if questions come to mind, happy to gather information. We still have, you know, Stephen with us that can—

is a great resource in terms of all the historical allocations as well. We could dive into any of that. There's nothing else.

Thank you.

Well, as a fee suffering one, I mean, I could put $100,000 there as a way to say, you know, you're moving but you're still operating. I don't know if others feel that way. I mean, to go from $300-something to nothing I think it's rather harsh, but I have one vote, and like I said, I don't know how others feel, but I understand their frustration, and they're still here, and they're not gone yet, and they're still going to benefit Orem families. So I don't know if others feel strongly different than I do, but that's my opinion.

I'd like to give them something.

Mayor, do you want to solicit feedback from anyone else on the county—

county council?

Sorry.

And if I may, just take notes. Something we need to address right now. Yeah, I think this would be something we can talk amongst ourselves if you want to talk about it in a different setting. I think the concerns have been noted, the process has been outlined, recommendations have been made, and decisions will be forthcoming in the next council if, if you choose to to move on that meeting.

I mean, take action.

We'll be voting at the next council meeting. And if, if we vote against this, then we would have to have another conversation, right?

So absolutely.

Okay, well, thank you. All right, last we've got—

not last, but do you have a presentation?

Yes, why don't you bring up— why don't you introduce this next one?

So, um, a few, uh, young women, uh, speak to us at council meeting last, and it was about residential occupancy. And they have 2 sisters, 2 sisters and a friend But it's 3 non-related. So, um, I'd ask Steve, or I want to talk to Steve, and maybe there's some ideas, or you give us a history of how we came to 3 non-related people living in a home to carry them 4, which is the state code, right? So just more of a dialogue to see if there's something to work. I know that Keith is parking. But I don't know, the ADU in the state, you know, you could say, hey, you can only have so much parking. So that's why I think, um, when I met with Steve, we at least had an open dialogue and see— and they came here, um, see who was listening. So I guess I'll turn that over to Steve. Yeah, maybe just by way of a little bit of additional background. So right now our city code states that we can't have more than 3 people who are not all related to each other living in a dwelling. So again, you're not allowed to have 4 single people who are not all related to each other.

Whether they own it?

Whether they own it or whether it's an ADU, accessory dwelling unit, whatever.

House, duplex, or apartment, the rules are the same for all dwellings. You either—

you have to have—

you can only have one family. So basically we define a family as any number of people who who are all related by blood or marriage, or again, up to but not exceeding 3 people who are not all related to each other. So I think the question is, as Councilmember Spencer has framed it, is we want to consider loosening that up a little bit to allow for a situation, I think, that presented itself at the council meeting where you have 2 sets of sisters but not related to each other, and then one other single person living in a house. Now they were looking for a solution.

Correct.

So Councilmember Spencer also related to a state law provision that basically says, if you, if you're a city that has a major university, you can limit occupancies at 3 unrelated. If you don't have a major university, you can't restrict it to less than 4. That's what he's talking about. So we're, we're in that category having obviously a major university, so we're allowed to limit occupancy to no more than 3 unrelated. And it's been that way probably since just about time immemorial, ever since I've been here. So for at least 25 years, that's been our rule, no more than 3 unrelated. So, you know, Dave and I have talked about some options, you know, if you wanted to consider boosting that up. My feeling is that The major concern that people have with potentially putting more than 3 unrelated people in a dwelling is the number of cars that end up out on the streets. And so my thought is that, you know, if you want to loosen that up, maybe, you know, somebody, if they have extra off-street parking stalls where you can have a little more comfort that you're not going to get these cars out on the street, maybe something like that could work. You know, maybe if you If you had, let's say, 4 off-street parking stalls, maybe you would be okay in that situation with having or allowing 4 in the lane. Or if they had 5, maybe you'd be comfortable allowing 5. You could also base it on potentially, say, the number of bedrooms. If you have 4 bedrooms, maybe you can have 4. But that, in my mind, doesn't address the major concern that's going to accompany that, which is the vehicles. So to me, it probably makes the most sense, the best option I can think of is to tie it to the number of off-street parking stalls that a dwelling might have available. So I think Councilmember Spencer just kind of wanted to open up the discussion and see if there's any other interest in looking at that, possibly making that an option available for people to see. Can you please clarify, this is different than the whole ADU discussion. Yeah, so it's really not related to the whole ADU discussion.

I would just kind of—

okay, so that— not even think about it.

Okay, that—

I mean, that was the concern I had because with the state, you know, yeah, you can only— correct, our ordinance said 3. Yeah, or 2.

2.

And then, so, um, just trying to see if there's any The thought that people are interested in looking at this, um, you know, I think where we miss it in Canorma is we have the young professionals that don't want to live in the dorms, right, or in the college scene. They, they're older and they wanted to not have that experience. And, you know, there's a fine line, and that's why I think, um, just trying to see what would work, if anything. that we can maybe look at and see if that's— their situation's a little, you know, a little different than others. So, you know, I mean, 3 or 4 non-related, you have 2 sisters, 2 sisters and a friend, to me that's 3 in my mind, but it's not. So that's where maybe we have a clarification and, you know, going with that.

So that's my—

I was just trying to get on the table and say, hey, we have a discussion point.

What are your thoughts are.

Do you have a stomach for it or not? Move on. So I know Lynn probably has some issues in her neighborhood. So, you know, I think once you, once you do anything, there are people that are gonna ruin it for everybody else, right? And that's the problem. But the key thing is, if you can tie it to parking, if they have to have somebody parking in the driveway, side of the house, that'll limit, I think, the people living in— the number of people living in the home legally. So how hard would that be to enforce that tendency with, with our neighborhood improvement team to keep track of parking spots?

It's already a huge challenge. I mean, there are so many people that are running illegally as it is. So just adding that.

Yeah, the other home has an accessory apartment and already has one, so then if you mix it now, compound it with multiple individuals in the other unit, now you're going to have a parking issue. Would there be a stipulation if it's a whole home? So hopefully you can't have an accessory apartment. I mean, that's an option. I would rather not have an accessory apartment And right, so maybe if you have an accessory that you do, you can't—

it has to be—

you're still— and then if it's a home, it can be. Yeah, that's an option. Look at that, make it so hard. It just—

it does kind of seem like a nightmare as far as an enforcement standpoint, right? As far as As far as enforcement, I mean, because right now you've got the situation where you say you have a lot of people doing it illegally, and now we've got the legal. And if there's an overwhelming push towards making the family stay— family neighborhoods stay single-family neighborhoods, it just kind of complicates it, right? And so, so I, I understand where they're coming from as far as was double sec, and I think I was probably living illegally in Orem back when I was going to BYU.

I thought you looked familiar. We have something in common.

Oh yeah, you remember me.

Yeah, I remember you.

But as far as the future of how you actually make it happen, it just seems really tricky, right, to change the numbers?

It's complicated. It really is.

One of the things too, and I—

because I do, I sympathize and understand the challenge as well. is, especially with our single-family neighborhoods, we're, we're trying to not make it any more attractive than it is to investors to come in and buy up and rent out to college students.

And with 70,000-80,000 college students, that's very hard to do just because there's 2 universities.

The more we give them flexibility to add more and more students, that's who somebody trying to buy a home is going to be competing with, because now this has become more attractive because they can now plus one on the number of people that they can rent to.

I do sympathize with the challenge.

I mean, it is very difficult because There, as much as student housing, it seems like there is, it's all full too.

And so they're, they are pushing out into the neighborhood.

It actually changes the value of the properties. If you have 4 versus 3, all of a sudden your rental value just went up, which means your property price just went up, which means we're going the opposite direction of affordable housing.

Yeah, right.

In terms of purchase, Yes, yeah, but in terms of somebody who's a renter, might make it more affordable, right?

That's exactly right.

And to allow 4 cars, should we still have our 50/50 landscape?

Yeah, they'd still have to meet the landscaping requirement, but they have a certain percentage of their front yard that has to be landscaped.

So I see that as an issue.

I see enforcement as a complication, and I see just what you're talking about, Mayor, where You know, we want to encourage— this encourages the use of single-family homes as investment properties, thus removing, you know, diminishing our housing stock that's available for first-time homebuyers to buy, which then raises the price on all the other housing stock in the city, which creates the affordable housing issue you're talking about.

So what you're saying—

Yeah, that's what I'm saying.

It's complicated.

It is.

It's very complicated. Um, is there anything that would work as far as that would address this particular situation in terms of 2 sisters, 2 sets of sisters and a single, and the rule of 3?

Can we just give them an exception because it's a reasonable exception? I don't know.

We can't be given an exception. We can't, we can't. I mean, We basically can't be arbitrary, capricious, basically saying we think you're sympathetic and therefore we're gonna let you, but the next group we don't want to give it to you. We have to have a rule that applies generally to everybody. So if you have 2 sisters or 2 brothers, 2 sisters and then a friend, but that's not worth it. Yeah, that's really so. Sierra has a question.

If I might, so we're part of that whole issue situation. Yes. Um, so maybe an option, understandably, we know that like granting us specific permission when obviously future issues down the line, I understand that is tricky. Maybe something along the lines of like, okay, depending on how many rooms in this home are to be rented. Like, we rent a home with 6 bedrooms. We've gone out of our way, obviously, to try and conform to this city code, which, as Mr. Spencer stated, we kind of understood it as 3 non-related groups. Obviously, that could be like 5 people that are related, 5 people that are related, 2 that aren't, right? Like, we're not, we're not suggesting that change, but maybe like, okay, this is a 5-bedroom home, if we can get 3 unrelated groups in that home, that is okay. Basically, the problem that we're facing is as young professional women, because we are not married and we are not in the financial state to buy a home ourselves, we are almost forced to live in dorms or student housing, which obviously is full and obviously is younger than our On top of that, if I may, is some of us are not allowed to live in student housing because we are not students. So there is that rule of student housing that you have to be currently a student, and some of us have graduated and don't prefer to go back to that if we could. But we also aren't in the state to buy a home, so we found the best option.

Yeah, sorry, maybe I'm digging too deep.

Do you have a Do you just have one kitchen in here? Do you have a— do you have a second kitchen downstairs? You do have a second kitchen downstairs.

So when you talk about—

Steve, you talk about one unit, 3 unrelated individuals operating, let's say, on the main floor. You don't own the home though, right?

Yeah.

Okay, so there's the—

that is another—

that's the problem with the Then you could, you could facilitate that by way of the accessory use. And just for illustration purposes, so there's 5 of you living there right now, 5 single people?

Currently there's not, because that's what brought up the issue.

There was—

well, there's 6 of us right now. So we have 2 that are getting ready to move out and a sister because we were trying to accommodate.

So does everybody have a car? Yeah, sir. How many, how many cars are there between them?

There's, there's cars. There's 5. We currently have 5. So we park 3 in our driveway and 2 right outside of our house on the street right in front of our house, which we do understand, like, parking issues. But if that's the reason we're getting kicked out of our house, well, I'll be sad. That is neither here nor there. But yes, there are 5 currently. And Yeah.

Okay. What is the—

what is the total rent?

We currently pay $2,000.

How much for the whole—

$2,000.

Yes.

So it's including utilities or no?

No, utilities are So, so girls, can I ask you, that versus like the Ashton, if you were renting a 2 or 3 bedroom apartment at the Ashton, what's it— what's the comparison?

Um, I, I don't know what that is specifically. Um, apartments, I assume they're at the mall. It's at the university mall ones.

Because I think it's like $1,400 for one room, unless that's changed, but for Yeah, for a 1-bedroom, it's about $1,400.

And we're paying $2,000 for one. Like, it's our total, all 6 of us together pay $2,000. So it's, it's almost like 4 times to go for one person at the Aspen. And we all have our own rooms. But there are 3 bedrooms, they're not 3 times the single rate. I have no idea. I haven't looked into that. Obviously, they're probably $2,000. It would be, I would guess, anywhere from 3 to 4 times.

We need to kind of refine this conversation. So our ordinance says 3, but the law, the state law says 4. If you don't, if you don't have a university. I know, but, but so we're not even talking about 6. The max ceiling for unrelated is 4. Well, the state law doesn't say that you can't go higher than that. It just says you can't restrict it more—

less lower than—

right, you can't go lower than that. You can go higher if you want to. Okay, that makes sense. So what part of town?

Sorry, we live north of— over by like the Hardin Farm over there.

Okay, yeah, and I mean, this is a great conversation. I don't know that we're gonna get to the end of it here because this is one of those conversations that is the ultimate of unintended consequences.

depending on what your decision is.

So you've got to be really sure what your decision is because there's just all these different factors that come into play after the fact.

So, and maybe, uh, you know, Steve, you can do some more thinking and maybe we can come back and talk amongst ourselves and just see what—

if there's an outcome.

So you're saying that the possibility is to tie it Parking. That's the best option, which wouldn't work for them because you'd have a maximum of 4 cars and they had 5 or 6.

How many people?

But in the next month, we will not—

we will put 2 of the cars.

Was that because of marriage?

Or would they have moved out anyway? One was moving out anyway. She's getting married. And then the other one is the business university. She She needs to be closer for school.

So anyway, so we can just do a follow-up. Um, so when are you supposed to be at?

July?

Yeah, we've been given the deadline of July, um, as we've been trying to figure out all this stuff.

May I ask, if you're Landlord make you aware of any of these requirements?

We did not know the requirements. We, we, after finding out from the city, we looked up the zoning laws and we thought it was 3 unrelated groups based on the wording. It says 3 unrelated, you know, 3 unrelated. But when we started renting, we don't think, we don't think he knew either.

But he or she has been— is he or she collecting 6 separate checks?

No.

One check.

Yeah. So you found a house and then recruited people at a certain amount and then recruited people to live to make that rent payment? Uh, we know in the house. So we had a group of girls that wanted to live together, found a home that accommodated the group of us and have been living there since. So the landlord knew? Yeah, he knew. We, we like made sure we had recommendations and all of the things in order to show him that we were able to pay rent and stay on top of whatever it was, however much it was, for the past couple of years. And then becoming aware of this ordinance, we've now done everything in our power to—

obviously. The reason I just asked was I just wanted to know, for example, going into the situation, if you knew what the code was, if the landlord Yes, obviously we did not.

It seems like, uh, I mean, where it is an issue, the biggest problem that I see is just, is, is, uh, single-family zoning. And so the workaround is, you know, you'll let— you'll ask ventilated people to be in the single-family home, and that's what we've approved. Is the goal of single-family zoning, and then we change it further and further, and we move further and further away from single-family zoning. So the only real solution is to have, you know, certain areas that are zoned different than single-family zoning that would accommodate something like this, then it would be easier to enforce and it would not infringe on single-family neighborhoods.

But anybody can have an ADU. What? Anybody can have an accessory dwelling unit.

Yeah, but that's still the owner living in it.

So, so anyway, that's the challenge. And it sounds like what we're talking about is student housing doesn't work for you guys, and single-family doesn't really work. So there's another area category that needs to be—

that demographic that we're kind of the middle house.

Yeah, right, right. Which there's talk about that, that we need more of that. When we have a lot of that around here, sorry, but like in this area especially, I would say more We do have a lot of that middle ground where those of us, especially as young women who are not married and don't own a home, but we almost have to live in those two now.

Yeah, so I think it's a good thing to continue to have a conversation about and talk about, but, you know, within those parameters.

Steve will come up with a solution.

Well, here's my question. Are there certain areas where this would make sense? And is there places that having this kind of home would not be a problem? Um, I don't know.

Not that any neighbors do.

Whatever neighborhood you open it to, that neighborhood would have a problem.

Yeah, but if I met people like this, I'd be sure.

I understand.

I I am sympathetic to the situation.

I think we are.

They're not all—

I mean, this isn't— yeah, this is not about—

exactly.

And we can't make decisions based on how kind they are.

One of the things to just make everyone aware, like, in this situation where we find a landlord that is renting to too many people, we still give a long period of time. We're not just kicking them out in a month. They would have up to 6 months to leave unless they're lease was ending, then that would, that would be it. I don't want anyone to think that we're out kicking people out. We do give them 6 months to a year depending on the situation to do that. And we run into landlords all the time that know the rules, but can— and I'm not saying your landlord did, I'm just saying we run into landlords all the time, they know the rules, but they don't think they're going to get caught. And they're buying these big houses They're putting lots of people in. I mean, we just approached one the other day that had 7 in it, you know, so that, that is a huge issue because of being a college town and some of this that's going on.

Okay, alrighty, we'll talk amongst ourselves and then we'll— Steve will come up with solutions.

Steve will give you all his phone number.

I have it.

I've been working on this.

Don't you worry.

Okay.

All right. Well, I appreciate that. We're done with the work session. Well, we're not quite done with the work session. We're gonna have a break to grab some food, and then we'll come back and do the first 2 items on the work session.

We pray for a blessing upon this food at this time, that it may give us nourishment and strength. We can use that strength in serving thee and those around us. We pray for thy continued guidance and blessings and protection of those who are here and throughout this city. We pray these things in the name of thy Son, Jesus Christ. Amen. This is what we call a young professional.

No, I actually was thinking about that. But you know, are you gonna say it's okay for young professionals but not okay for young non-professionals? Work expenses?

Well, I'm not saying it's ideal, but there is, there is the argument that firemen and teachers have a place in He's got—

we need to go get the clock. Yes, then the mic goes off.

Okay, let's just review the agenda.

Okay, okay, we've got the call to order.

Invocation, we've got that assigned. Pledge of Allegiance. Major report referred by the council.

What is that? If there are any— if there are anything you want to add to the agenda or report on.

Well, I think that's also sometimes where we'll list like summer presentation.

Correct.

There just isn't anything.

We got personal appearances. Yeah, one of my favorite.

Where is the restroom?

And then we've got consent items, which only has a minute, so that's pretty simple. We got scheduled items, appointments for the commissions, for Planning Commission.

Uh, so we'll probably— what's that?

Right, so we'll let Terry introduce. Okay, this is, uh, Joe Christman. And do we want to let him— let other Planning Commission people say something?

Yeah, I can tell him.

Yeah, I called him.

He'll be here.

So, okay, I mean, just Yeah, something simple, right?

Okay.

And then we've got appointments for the Commission, Beautification Commission.

And that'll be you. In full disclosure, Jared Goble is my former brother-in-law, my first marriage, but I can without hesitation recommend him.

We can—

that's something. Wow. Well, I'm his name.

You can lead them. You're heading down a path we were all worried about.

What I'm saying, and I said What would I tell you?

He's a chemical engineer and he has a meticulous lawn. He's, he's a wonderful asset.

So he fits on beautification.

He fits on beautification good. And his wife came to me over the weekend when I had this party. She goes, he just wanted to be involved and get involved with the city. So I think it's great.

Awesome.

We got a public hearing with Brandon. And as far as going through the, uh, is that a full-on presentation? I like what we're saying.

It's a little longer. Okay, but we can go at whatever speed you'd like because you'll have then a month to have the budget. Did you make the book?

Did I what?

Did you do the books? It's about a quarter of the regular, but the book is— Trevor, can I— I know several of you are wanting paper copies of Trevor can make those for you.

Yeah, we'd like to grab it.

That's what I think.

Grab it.

I was—

I was doing you all.

It's just easier, especially the Appendix B. Okay, I'm still going to give you one of those.

What is that?

What is the Appendix B?

Oh, it says Rick, who's in charge.

Oh, who's in charge?

So Dave wants lots of pictures in it too. Yes, he does better with more illustrations.

If I gotta see Bryce slips anything in, we're having a hard time—

having a hard time finding crayons, Dave.

Supply chain issue.

You're shipping with the wrong company.

Yeah, there you go, because all our stuff's getting in.

And then we've got the monthly financial summary.

It's nothing to do with that, it's just for your information.

Is that a presentation or is that just—

no, it's just included in the packet for you.

Okay, so do I need to acknowledge it? I don't even need to bring it up.

Okay.

Um, and then we've got Jamie with whatever you need to say. And then we've got, uh, now this is where it's interesting. So this is where we adjourn. Yeah.

And then reconvene.

Now we do motions.

So we would make a motion to adjourn the city council meeting, and then you would open the, uh, redeveloping the— I don't think a motion is necessary to open.

And as far as adjourning, if there are any motions, you would need to adjourn it with a motion.

But do they—

we have to have like a vote?

Yes.

Okay, so it's just a motion.

Okay, and then motion, second vote, second, and then—

okay, and then we've got the RDA consent items. Wait, no, first we adjourn to a meeting of the Urban Redevelopment Agency, and then we've got the RDA consent items.

So the last time we held an RDA meeting was June 15th, 2021. These are the minutes from that June 15th, 2021 meeting. Well, we can let— we can let Debbie back in since we just Yeah, you have the side door now. You just have to—

there's a side door.

I could have just kept quiet.

But we just meet once a year as an RDA.

It's actually approved the budget.

Probably should have. We're voting on that.

And then Brandon has a presentation too. Yeah, you need to vote on the consent item for RDA. And then Brandon has a presentation for the RDA. That one's really short. And that does require a public hearing as well. So you would have to open that first. Oh, so we need to do a public hearing.

Okay, and then we'll adjourn that. And then this is like a trick question, right?

Yeah.

And then we've got, uh—

It's our hazing process.

Yeah, we normally don't do this.

And then we'll adjourn to a meeting of the Forum Special Service Lighting District. And then we'll have Special Service Lighting District consent items. We have some just the minutes from last year, minutes from last year.

And then we got the budget hearing. That's a public hearing.

Is there a presentation?

This is the brand.

Ladies and gentlemen, so you're going to do something like that?

Yeah.

And then we adjourn.

True.

Okay, that's quite the deal.

And just again, this presentation will—

in a month we'll present the final budget. So we'll give you the tentative, you have a month to kind of look over, consider, and ask questions, and And then we come back and make another presentation for the final. So, as many questions you like tonight, you're going to have a month to look it over.

And that's our position. So when you accept and adopt the special service life, you're not approving it, you're essentially accepting it and saying it is now transitioning from the executive side of the organization to the legislative side of the organization for your consideration. And review and change if desired. Yeah, because I know some people will say, well, does this mean if I— we adopt this res— this, uh, resolution, that means the budget's adopted? No, it doesn't mean that. It means that you are accepting it. Within a month's time from now, you will have a similar process with Mayor Amsari, the similar meetings and adjournments, and we'll go through this process again and you'll have the opportunity.

So we're just introducing, we're having a conversation, but we're not voting. And then we're moving to the next thing.

You are voting to— you're voting to adopt, which is essentially to accept the budget. And then the next meeting, you'll adopt it finalized. And then that's what we'll do for adopting the tentative.

Does the next meeting have discussion or is it just a consent item?

No, it'll have discussion.

Public hearing.

It has to be a public hearing. So there's— the reason there's a difference is this public hearing, citizens haven't had an opportunity to see the budget other than if they came to hear the heat from the other work sessions.

So we're just putting it out there saying we're approving this, put it out here for the next month.

Take a look at it on our website, citizens can review it, ask questions.

So, babe, tonight is the last time— what's his name, our tech guy?

Ernesto will be here, so you might want to, you know, recognize him.

Okay, and I would do that at the very beginning.

He does have something he has to step out to, but yeah, I appreciate you bringing that up.

Ernesto will be retiring after 36 years.

So he started at Orem IT before there was computers on people's desks, where he, he brought in the first computer to Orem City.

So it's really, he's Seen it all.

It's pretty—

I talked to him earlier.

It's pretty—

it's a big deal.

It's a big deal. We sat down with him yesterday and did like an oral history of him. He kind of talked about some of the milestones that he—

it's really cool.

Did he have much time?

He started when he was 12.

How about I do this during the mayor's report? Since I don't know that much about Earth and Astro, I'll let you Yeah, okay, a little bit about him. Yeah, anybody else?

Let me introduce him and then let me turn it over to you to kind of thank him.

And just because we've gone through this.

Okay.

Yep. Yeah, so, so, so during that report, I'll see you've got something you'd like to say.

Yep. And we will recognize him Thursday.

Okay, so, so Steve's gonna do this, then we don't really need What we'll do is we'll have Steve do it, and then if anybody else wants to just say anything, great.

And maybe I would invite you to just—

yeah, just to thank him for his service and wish him well in retirement.

Okay, since you know a lot more about the things he's done.

So, okay, so in the interim, is it— who's taking it? Steve Cannon will be our interim director, and then we're going to recruit for division.

Okay, and we needed— Renee's got some things she needs to go over, so Okay, so I'm going to report.

We have a hard picture out there.

Um, and actually have 4 of my 6 commissions that I've actually had some things happen this last couple months.

So great things are happening.

Last night, Jeff and I on the Main Circuit Advisory Commission, we met with Kenna.

We had a great meeting, first time since COVID

Kenna always prepares great discussions.

I don't know where she is. Great presentations.

We talked about using monies from the matching grants program budget, which has about $6 $63,000 in it right now. And so we'll be focusing on safety, security, and landscaping grants for businesses and residents, like deadbolts, security lights, things like that. So for some of our target neighborhoods, the police picnics will be this summer. This is a great opportunity for community members and police to get to know each other, and I've been to some of those. Those are lots of fun.

And then the neighborhood meetings are also starting up with the Hillcrest one this week, and then the citywide one will be on August 10th.

So those are some great things going on in that commission.

Our Public Works Commission also met, a Zoom meeting at 7 AM, which was a great way to start the day talking about water and sewer.

So, uh, right, because, um, we talked about the Orem Water Reclamation Facility, and they are developing capital improvement plan to identify the deficiencies, needs, and improvements to meet and exceed the Division of Water Quality regulations. And they have 8 tasks that they are working on compiling. I think we've seen this presentation by—

And it was very interesting, actually.

I never thought it would be that interesting, but I really Enjoyed learning about what they were doing, how they talk about dewatering some of the biosolids and the different presses that they're going to upgrade in the future to the screw presses to belt presses.

So if you want to see all about that, you can go look at the video of our meeting.

It's really good. Also, the water reuse project is a good one.

The low bid for this one—

once again, we're facing the same problems with the water tank— the low bid was $18.7 million, and the project budget is $10 million.

So we're going to be working on that one.

The mayor and Chris are working with our— we've got some help from Representative Curtis, who is trying to secure some grants. He's endorsed this project and working on the federal level to help us get those grants for that.

And we're also working on some vacancies on our Public Works Commission.

So if you know of anybody who'd like to serve there, go online and fill out an application. We've also had the Library Advisory Commission meetings. Those have been great.

Char's giving me some great information here.

Since the beginning of the fiscal year, we've had over 250,000 visitors to the library and over 21,000 participants in library programs in the midst. We've circulated just under a million items, and our study rooms have been 2,000 times since April 22nd. So lots of great things, great activities going on tonight. The library is hosting the Grammy Award-winning Turtle Island Quartet. That should be lots of fun in the library hall. Last weekend— was it last weekend before? I went to the Día del Niño that they had here.

That was pretty amazing.

They had some great dance groups, lots of fun, lots of food. some great outreach to the community. The police came and brought their— were letting kids sit on the motorcycles and in the squad cars. That was lots of fun.

So another thing is they're doing their reading program this summer called Oceans of Possibilities, and this is not just for children.

You can all sign up for this, so I would encourage everyone in this room to sign up for the reading program. I've done it with my kids and it's great. You have to register beginning June 1st. Lots of activities, programs, and challenges to help you track your rewards and advancement in books you read. So, of note, the library will be closed this Friday and Saturday to have some new sections of the carpet installed on the main floor. CDBG Block Grant Commission, they are in the process, as we know, of coming and presenting their public hearings May 24th And June 14th will be the last of those. And I have future dates for the UCC board and the Historic Preservation Committee. So those are the meetings that I have today.

Thank you.

That's a lot.

Did I do 5 minutes?

Those were all Brent's assignments.

Wow.

5 and a half. Oh, work on it next time. Do you have a favorite commission?

I don't.

I love them all.

Do you have a least favorite one?

These, like, really early—

Love those.

Well, thank you. Is there any other issue? Maybe, Mayor, I'll just cover that if that's okay. I just want to let the council know that we did go through the review process for the selection of our city hall contractor, and we have awarded the contract to Layton Construction. So Lake Construction is the same company that built the Provo Airport and the new Provo City Center, and they have built pretty much every city center in the state for the last 5 years. So we're very excited working with them and the studio. We'll get that underway. I got that information about the power transformers from Lake. They're like 6 to 5 weeks out. So, so they ordered it. Actually, one of the reasons that we were drawn to Laetrin was because of their— this is going to be a very interesting budget because of obviously all the ever-changing supply chain concerns and material availability, but also they are very good about kind of mapping out critical path, what needs to happen when. So we're excited to work for them, with them, and Trevor is the one who's coordinating that bid process. Thank you.

That's all I have.

Okay, thanks everyone. Oh yeah, Josh, do you just want to make mention of the homicide we had last night? Just a little, not into specifics, but Several council members have been asked. Uh, a 20-year-old woman was, uh, we don't know how long, but it looks like there's been a long-term pattern of severe domestic violence going on in their home. Um, so for instance, the autopsy started at 10 o'clock this morning and it's still going, whether doing the body mapping and so forth. which is indicative of just an incredible amount of trauma. Usually they can wrap those up in about 4 hours. So, um, we were summoned there that she wasn't breathing. Our discovery, our suspicion, she'd actually been dead for several hours. Um, the fellow that she's with, her domestic partner, and they have children, uh, they, uh— he went through several lengths to try and cover up what he did. We've recovered some evidence he He's saying that she basically beat herself to death. That's her statements and so forth. Um, but without going into any of the gory details, it's, uh, there's a lot of probative evidence that that wasn't close to the reality of it. And again, she was, uh, over a period of time, she's basically just been beaten to death. He's in custody right now. We did book him in jail, uh, in order Okay. So, um, and then like I said, it'll be a forensic and circumstantial case from this point forward without having any confession. Uh, we've had our detectives working with kids all day today, forensic interviews on them and so forth about anything that they may have witnessed and get any services and so forth rolling to them. But we got a great response from, uh, from our group, and we felt like we're on the right course with with evidence and who did what and so forth, uh, pretty quick.

Chief, where do the kids stay at a time like this?

Do they have family? Do the kids— One of our victim advocates basically hung out with them.

Okay.

So she did a great job.

Thank you.

Well, under pressure. I learned something about both of you guys. Talking to Shirley, for example, and I learned that your wife and your Your wife and her brother were in footprints.

We'd like to call this meeting to order. And we'd like to start out with an invocation, uh, with Karen Howard, if you'd like to come say the invocation.

Our dear, kind Heavenly Father, we humbly bow our head in gratitude this evening For the opportunity that we have to live in this wonderful valley. We're grateful for the peace and the serenity that we share. Heavenly Father, we are grateful for our civic leaders, the ones that we have chosen, and we pray for them. We pray that they will be wise in making the decisions that they make, that they will be For the best of the people of this city as it grows. Now, as we gather as interested citizens, we pray that we might have the inspiration and guidance to have a meaningful discussion. That we will be able to— we are grateful that we have the freedom to be able to share our thoughts and ideas with others. And we pray that we might be able to do this in a harmonious way. We are grateful for the moisture that thou hast sent to the earth and pray, Heavenly Father, that thou will be mindful of our needs. Now these favors and blessings we pray for humbly in the name of Jesus Christ, amen.

Thank you, Karen. Now we'll have the Pledge of Allegiance with David Howard. Please rise.

I pledge allegiance to the flag of the United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all.

Thank you.

Now I just got one item. And this is somebody I'd like to recognize. And I've asked Stephen Downs to lead this.

Mayor, Council, appreciate the opportunity to be here. We have a familiar face that's been here for a long time, and he's been at most all of our council meetings over the last few years. And this Friday is his, his last day after a 36-year career with the City of Warrenburg. So would you come here for just a second? I'll let you say a couple things at the end, but I never turn down an opportunity at the mic, so let me finish first, right? Ernesto started in April, April of 1986 in our IT division, and IT looked far different then. than it does now. Ernesto was here when we introduced computers into an organization, internet, of course. He remembers the first computer. I think the city treasurer was the one that had a computer. Nobody else had a computer at that point.

Everything was being done on paper.

But Ernesto came and started programming software before anybody programmed software. We hired him right out of BYU. He started, I was 2 months old. I was living in Provo, you know, I was around the area. My dad was finishing at BYU, but Ernesto has been a staple. Ernesto has been a staple in this organization for 36 years, and we're going to be sad to see him go. He has great plans with him and his wife. He became a first-time grandpa here in December of this last year. He's excited to spend time with that family. And, um, I wanted to give him a chance to just, uh, say a couple things about his, his career here with Orem City. But we'd invite you, of course, Thursday from 2 to 4 here in this room to come and Wish him well in his retirement. We'll miss having him around. It's been a pleasure to work with him. He's done great things for this organization, and I'm confident his legacy will continue on.

Ernesto, do you mind saying a few things?

Thank you. You know, I was looking at these pictures back here with all the mayors hung up on the wall, and I've been here through more than half of those, uh, mayor's tenure. And, and I was thinking, wow, it's been a wild ride. You know, I started working here, like Steve said, before personal computers were widely available. And, and we were doing everything on mainframe computers with a lot of reams of paper and, and they weren't very interactive. And I think we kind of switched that. paradigm from going from that type of system to a more interactive system where people actually had data right at their fingertips. And it was— I remember it was really hard to get people to make that transition because even though they had data right in front of their screen that they can look at in real time, they still wanted their stack of reports right next to them because they didn't trust the computer. And so it took a little while to get through that. But I mean, when I look back in all the years that I've been with the city, council has always been really supportive of our IT division, and I appreciate that. And I want to thank you guys in particular as well, you know, for your support and your kindness to our division. Thank you very much. And I'll I'll always remember my time here, and, and maybe I'll see you guys once in a while again.

Thank you, Ernesto. And now we really appreciate your service. And it's, it's pretty incredible what you've done as far as you go back to 1986, right? And Yeah, it's a whole different world now, and you've ridden that entire technology world this entire time. So you've done a great job. Thank you.

Can we make any comments?

Sure.

Ernesto, I'd like to make one comment. I think I'm the only one up here that's retired. So let me just make a comment about being retired.

It's really cool.

It's really cool. So tomorrow morning, when everybody else is going to work, I'm playing tennis at 8:30 tomorrow morning. So I just want to wish you all the best. I know there's mixed feelings because when you walk out of here, a lot of your life has been in this building and with these people. And so that is a strange feeling, but, but life goes on. Congratulations with the grandchild. And so this next phase of your life is pretty cool. So thanks.

Thanks for your service.

Thank you.

So, thank you. Next on the agenda, we've got our personal appearances. And we always read this, just so everyone understands how this works. Time has been set aside for the public to express their ideas, concerns, and comments on items not Scheduled as public hearings on the agenda. Those wishing to speak are encouraged to show respect for those who serve the city. Comments should focus on issues concerning the city. Those wishing to speak should have signed in before the beginning of the meeting. Please limit your comments to 3 minutes or less. Now I've got a list here. There's 5 people on it. And I'll just invite you up one at a time. And if you could, when you come up, if you could just state your name and where you live. On here, we've got first person, Ellen Christensen. And as far as where you live, if you don't have to say your address, just say Orem, or if you're from another place. But Ellen Christensen. She here?

All right, Mayor, I think several of them were from the Metro Ballet, so they may have—

Yeah, they— I think they signed up before they realized that discussion was going to take place in the first meeting. Oh, yep.

Well, maybe we have a very, very short list. So then we've got Vicki Hoppers, same. Jim Hadlock. Okay, Jim.

Thank you.

Just 2 things. First has to do with the police department. I know Orem is on the right path about this, or I believe they are, but I want to encourage you to continue having our police force reflect the population. As you know, Orem probably has about 20% Hispanic, and when I checked about 6 weeks ago, they weren't sure if there were any Hispanic policemen, but I've just told there are some. Same thing with women and other people that should be on the police force. So just encourage, particularly Hispanic, to have more Hispanic police officers. The community, I'm sure, would appreciate that. The next thing is water. Last, last month I said a few things about water, but I've done more checking and still the school district does nothing, has no water conservation program in place. And I was told— luckily, I got a hold of a lady that really is water conscious and really was hoping the school district would do something. But she says, as far as they— as far— her opinion is, is that they don't care and they don't want to do anything. That's what she said about the school board anyway, is they don't want to hear anything about water conservation. whether or not that reflects the whole school district, I don't know, but that's what she told me. But the school district is a huge user of water and needs to somehow be limited because, as you all know, water's getting even more scarce. The drought's continuing to get worse. Lake Mead, Lake Powell are at record low— haven't been as low as they are now since the lakes were being filled initially. And so we do need to be water conscious and do things to to regulate that, whatever you think might be best. So, so that's my comments. Thank you very much.

Have a good evening.

Thank you.

Next we've got Greg Carlisle.

Greg Carlisle, 267 West 540 South. Excuse me, voice is a little bit low here. I know most of you— I was going to kind of switch gears here about the traffic coming up from Vineyard on State Street, all the way from Center Street. As we know, it has intensified the last 4 or 5 years, and especially the last 10. My daughter lives in Vineyard, and I've watched that go crazy where Geneva Road was in the apartments. Anyway, there's a couple places where I wonder if we have thought about 2 things. One, I didn't know you could enter into the back area of the rec center, and I don't live too far away, for 6 months. Said I was going all the way around on Center Street, watched a whole bunch of people doing that. So maybe a little publicity that you can enter in from the north— or excuse me, the south— by the rec center. And I'm wondering if we ought to encourage that, publicize that a bit. And we don't want to bury us who live there on 4th. On the other hand, Could take away a lot of pressure right there off of Center Street. Then you have the intensity of Center Street from Mountain View all the way to Holiday Oil and the post office. And I think the biggest, craziest thing I've seen in this whole city— Trying to go left turn, south turn there at Holiday Oil and the post office. If you, if you've ever thought about maybe as a group Talking to the post office, I know there's a lot of jurisdiction that has nothing to do with Orem City. On the other hand, it's going to be unsustainable, I think, to make a left turn into the post office and Holiday Inn pretty soon. It almost is now. I do that hundreds of times a year. And if you look behind there, there's the privately owned parking lot there. It is empty all the time. Huge amounts of vast empty parking spaces, and then behind where the post office is. Seems to me that the drive-through— and this is my final comment here— is the drive-through where you kind of go with Holiday Oil and you go through the drive-through to drop your mail off. That's like a nightmare. I mean, there's, there's so many chances of having wrecks there, and there have been wrecks there. If you could somehow funnel that behind the post office or in a that empty space or do something or enter into an agreement is doable. But I just think with all the people coming up and shopping here, because there's no grocery stores in Vineyard, I just don't see how this is going to be able to sustain in the next few years. So anyway, if you think about that, somebody having a conversation with the post office and maybe even some of the land people around there, that could be a solution to come up with that. Thank you.

Thank you, Greg.

Last, we've got Shawna M.

Thanks for not making us say our addresses anymore.

That was always a little odd, I thought.

Um, you have chosen not to reappoint Barry Roberts to the Planning Commission. And with that, the last voice of pro-growth sentiment is, is absent on the Planning Commission. I understand the impulse to surround yourself with people you trust who have, who have your same strategies for achieving what, what I think everyone wants, which is safety, opportunity, and happiness for, for ourselves and our family. And any, any number of the current commissioners, Planning Commission members, commissioners or Mr. Grisman, they would have and are, I'm sure, wonderful on the commission. They have valued viewpoints, but everyone benefits when we see multiple sides of an issue and have a healthy debate, and that's, that's absent with the current composition, and it's very concerning with the topic so important and multifaceted as growth. So I have I have a couple of concerns or cautions for the good of the city, but, but also just think of yourselves and your, your long-term election prospects. The first is the law of reciprocity, sort of. I find that a good judge of— kind of a judge of government is, if my opponent were in charge, Would they crush my hopes and dreams and how it's set up right now? If, if in 4 years you have a pro-growth crowd comes in, will they— have you set up a precedent where they will replace the commission and just reverse what you've all done? The second caution is about relationships. Our current citizen volunteers concerned that if What they say goes against the majority council view, that they will be dismissed? I know it crossed my mind before I was, but I chose to, to speak according to my expertise anyway. Also, are your staff worried that sharing their professional opinions might put their jobs in jeopardy? How's your cooperative relationship with neighboring cities or other entities?

If the—

Yeah, sorry, should have prepared a little bit better. But the good news is that if we— we can work together, we can listen to each other. We don't have to depend on division and fear in order to find what we want. There's a lot of common ground. We can look to each other for shared solutions and good information, information. that's what happens going forward.

So thank you.

Thank you. Thank you, Shawna. Next, we'll move on to item number 8, the consent items. As far as—

Yeah, I'd like to make a motion, Mayor, and move that to A discussion item.

Okay.

Do we do that by motion?

Councilmember Millet, a motion to move item 8.1 to a scheduled item.

Okay, I'd like to make a motion to move item 8.1 to a scheduled item.

I'll second that.

Okay.

Do we need to vote on that then?

Yeah.

Okay, go ahead and Yeah or nay?

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Motion passes.

So, and just by way of discussion, I'd just like to first say appreciate the efforts of Nathan and Jody to prepare our meeting minutes. I believe the combination of these written meeting minutes and the YouTube videos have really helped our residents to become informed. And the recent additions of the timestamps on the Utah— on the YouTube videos have really helped to navigate the meeting video and made it a lot more useful. Also adding, I'd like to kind of open this discussion because I'd like to see if we could even add some— oh, one other thing is also they— we've added the updates, the links are more easier to find on our orm.org website, and I really appreciate that too. I guess my, my point is I'd really like to see if we can make it even more helpful. I know we understand how business— how government works, and we're familiar with it, but when I talk to, you know, neighbors on the street, sometimes they don't know where to find things and how to best navigate learning what's going on in our city. So I'd like to ask that this time if we can table the minutes so we can review additional suggestions for helping our public with the ease of being informed about what's happening in, in Orem. And part of that would be maybe adding a little more detail to our minutes that reference certain issues in the YouTube videos is kind of what I'm presenting here.

So—

Anybody else have anything they'd like to add?

I think that seems reasonable.

So—

Okay, so, so can we—

can I make a motion that we table our minutes for the next meeting?

Mayor, may I just make a comment? Yes, I think it would be helpful, Councilmember Millett, if you could get with Nathan and Jody and just kind of outline kind of what expectations are and where there are areas where they can kind of beef up. what you'd like to see. The minutes— and, and I'm obviously not the attorney, Councilor Steve Earle is the attorney— but the, the minutes are not intended to be a verbatim account of what's taken place, but they should reflect the decisions made within the meeting. So we just want to make sure we understand where you're coming from and what you'd like focused on. And then And after that, Jody and Nathan, can we ask that you come back after this conversation with Councilmember Millett and share with the rest of the council kind of what was discussed and where you want to make kind of those suggested changes so everybody has a good understanding as to, to what we will do and what the expectations are going forward?

Yeah, absolutely. That would be, that would be great. As you know, like Jamie was saying, just any council member has suggestions, reach out to me and/or Jody, and, you know, we can discuss it and, you know, go from there.

So that would be great. Thanks so much.

Do we need to put a date on that?

The next—

the next meeting?

Yeah.

Yeah.

So, you know, unless you don't think that's enough time.

No.

Can I just— I then just make a motion that we table the approval of the minutes until the 24th.

Continue until the next meeting.

Continue the the item until May 24th.

Continue. Okay, I make a motion therefore that we continue item 8.1, the approval of the meeting minutes for April 26, 2022, to our next City Council meeting on May 24th.

Second.

And as far as— so we're tabling it, and then the process going forward is they're going to meet with—

Yeah, if we could have Councilmember Millett meet with Nathan and Jody, and maybe any of anybody else, for example, representative from the City Attorney's Office who deals with public records, and just get from you kind of a specific understanding as to what you'd like to see.

And then when we come back and—

Yeah, then we'll come, we'll schedule it in our, in our May 24th meeting in the work session to just provide a little update as to what was discussed, what you'd like to see, so that everybody has an understanding.

Okay.

And Mayor, Tom McDonald is dialed in, so he's— Yep.

Okay, so does Tom have anything to say?

Is he on video or is he—

No, I can hear you and I have nothing to say. I'll just vote when you need votes, Mayor.

Okay, thank you. Okay, you made the motion. Who was second? Okay, Debbie.

Aye. Aye.

Aye.

Aye.

Aye.

Tom?

Aye.

Motion passes. Thank you. Okay, next we've got— we move to scheduled items, number 9.1. We've got an appointment to the Planning Commission. of Gerald Crispin— Crispin, sorry.

So may I say a few things about—

Yes, once you talked with him, Gerald.

So Gerald Crispin has lived in Orem for around 33 years. He's an electoral— electoral— just Well, I'm not one. He's an electrical engineer. And they have 9 children. He's retired. He lives over in the area by where the University Mall is, which is, I think, a great representation for a member of the Planning Commission since I don't think we have anybody else in that area. So it's nice to have someone that— of course, he'll represent the city as a whole. in his Planning Commission service, but been married 54 years, which is quite an accomplishment in today's world. So congratulations. And he's been a leader, very active in coming to the City Council meetings in the past, been a leader in the— in his church and in his community. And so we appreciate that Gerald has been willing put his name in to be a member of Planning Commission. There was, I think, Mayor, 20-something applicants.

There were 20 applicants.

Over 20 applicants.

Incredible. Yeah.

So, which was great to have that much interest in the city. So, and Mayor, I didn't know if you wanted Gerald to say anything.

I didn't, I didn't give him any warning, but do you want to—

would you like to introduce yourself and just tell us a little You can, you can correct the mistakes I made and say electrical correctly.

Let's go ahead and vote.

Oh, I'm sorry. Okay.

So I'll second that.

Okay, Debbie.

Aye.

Aye.

Aye. Aye.

Aye.

Aye.

The appointment passes. Gerald, would you like to say anything?

Just that I feel honored to be asked to serve on the commission, and I will do my best to represent the people of Boerum and look forward to serving.

Thank you, we appreciate it. Next item, 9.2. We've got 2 more appointments. This is to the Beautification Commission. We've got Barbara Cooper and Jared Goble. Would you like to say something, Dave?

Okay, just so we appoint them. I can second that.

Okay.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye. Aye.

Thank you. They're both appointed. Are they here?

Nope.

Okay. Moving forward. We've got— next we've got a public hearing and a resolution coming up. To start with, we've got Brandon Nelson from the city, the city finance director. And he's going to walk us through the tentative budget for 2022-2023 calendar year. We'll turn it over to you, Brandon.

Gotta start using glasses nowadays. Thank you, Mayor and City Council. We're here to discuss and present to you for just for you to accept, not necessarily adopt, but to accept the tentative budget which has been prepared on behalf of the city for review by you as well as the citizens of Orem. We will then have about approximately a month till June 14th, at which time we will meet again at that time to adopt final budget. So between now and then, we have the opportunity to make adjustments to anything within the budget, ask questions, anything of that nature. So tonight's meeting is just to kind of give you some highlights in relation to what's in the actual budget document and have any discussion that might need to take place today or hereafter. A little distant. How's that? Any better? How about now?

That's better.

All right. All right, well, to begin with, the total budget for this, the City of Orem, for the fiscal year '22-'23, which begins on July 1, 2022, is proposed at $100 and just a little over $140 million. The prior year budget, just by way of comparison, the fiscal year 2022 budget that we're currently in, was $131 million. Just to give an outline of some of the items that related to the budget, we had our council retreat back in January where we discussed various elements related to the process that we go through as part of the budget, as well as identifying and starting the process for identifying those areas of focus of the council. We had a work session on March 8th related to revenue of the city and compensation. On March 22nd, we had a work session where we discussed the operations of the city, the fleet, and our Information Technology Division. Thank you, Ernesto. And then on April 12th, we had a work session related to capital items presented by Sam Kelly. And then here we are today. Some of the budgetary highlights that are within the budget is the, you know, the— I mentioned the $140 million budget compared to $131 million prior year. The majority of that change is related to sales taxes, which I know you're well aware of the changes that have taken place. And we have a slide here in a little bit where we'll kind of show that, that the significant change that has occurred here over the last basically 2 years, plus what we're projecting here for fiscal '23. In, in this budget, there compensation program of the city, which, as you may or hopefully have heard, and so we had some of the step adjustments related to public safety and some of our public works groups. That's included, that automatic step adjustment, as well as budgeting for a 3% merit increase for all other benefited employees who are not part of those step programs. Also within this budget are market adjustments related to employees, and those are targeted, not necessarily across the board, targeted market based on, you know, the HR department doing analysis in that regard. We have a health insurance increase budgeted in here for up to 10%. We're hopeful, obviously, that we can get that lower when the time comes, which you know, happens near the end of the fiscal— or the end of the calendar year. But right now we're budgeted conservatively with a 10% growth in there. This year, our fleet replacement across the entire city is $2.2 million, a little over $2.2 million, compared to the prior year, which was a little over $1.7 million. This year, our capital projects total $20 million. And strangely enough, we're always high in that range, right? We're in the $17 to $20 million range quite often. That costs, as we've discussed in previous meetings, affect that. And so some of the projects that are there are obviously more costly than others in the past. So just to give you kind of a brief synopsis here, you can see our prior 3 years, the prior 2 years plus the current year, and what we are proposing and what those budgets entail. Obviously, the fiscal '21 budget you see there, that total was impacted heavily by COVID, which turned out not to be as big of a concern as it would have normally, but we, you know, when we were preparing our budget at this time of the year, we were in the heat of the COVID pandemic, and so we made a big adjustment to that budget based on what we thought potentially would happen. That did not come to fruition, so that particular budget year has a, you know, a slight decline when maybe normally it might not have. Revenues by fund, and I— and obviously Our budget, as well as this presentation, will be online following this meeting in the day, if not tomorrow, the day beyond that. So if there's anything in here, I'm, you know, I'm just going to not necessarily touch on every item on here. So if you need to reflect on those, those will be available, and obviously you're, you're welcome to contact me as well. The really the items here, just the fact that, you know, the revenues are increasing. And the biggest element, as I mentioned, is sales tax in our general fund. And that's really the biggest area to focus on in relation to the revenues. And then you can kind of see that again here in this picture. Transfers are generally pretty stable from year to year. But, you know, our revenues you see quite a big jump in relation to that proposed budget in relation to even our estimated revenues for the current year. Just to give a general makeup of our general fund, which is obviously one of the largest funds of the city and where the majority of our employees, if you will, live, the makeup of The revenue that the general fund receives each year. You can see the largest majority of that, 67%, is in relation to taxes. Sales taxes make up 67% of that tax number. Property taxes make up 15% of that number, and franchise taxes make up 17% of that number. So as you can tell by that, sales taxes are, again, they are a large, a big deal in relation to the funds of the total funds of the city. Are there any particular questions about any of those categories? I just want to make sure if there are any particular questions about those.

Debbie, Debbie.

With inflation being quite high here in Utah, sales tax, I would think, eventually would lag as people have less money. Are you forecasting no growth, modest growth? How are you dealing with the inflation factor is really my question.

So, so yes, I've heard several economists in a couple of presentations that I've been to, and even those economists indicate obviously the stimulus money has, you know, basically dried up, if you will.

Whether—

how long that tail of that stimulus money, as well as, say, tax return refunds. And, you know, this last year we had the advanced child tax credits that helped also. How much of that's going to— how long that tail is on those items is the part that's in question. As far as inflation goes, obviously that potentially will have a— that's maybe inflated the sales tax amounts that we receive based on that, how that affects spending in the future That's the part that's anybody's guess. And how we've taken that into account is— so currently we anticipate receiving approximately $28 million in sales tax this year. That's approximately a 5% increase. We're currently at 16.1 with 4 months remaining in the fiscal year. I know it sounds funny, but there's technically 4 months of sales taxes left. Yeah. And so that's a pretty big gap, right? A pretty big conservative gap. So we are then also budgeting 5% above that 5%. That makes— I hope that makes any sense. But so, so there's quite a big gap there that if, for instance, that 5%— what we're budgeting for fiscal '23 doesn't come to fruition in relation to the percentage change, the dollars will still actually be there because we anticipate such a large— potentially such a large increase in the current year. So even if the current year, and if it stays at 16.1%, we'll hit $31 million, which is how much our sales tax is budgeted. So even if the fiscal '23 were 0% growth, we would still already be at $31 million in sales tax.

Sounds good.

Thanks.

You bet. Say, Brandon, just a clarification. So you said our sales tax number is about $7 million more than last year, right?

So I put up a graph, and that kind of hopefully will help with that. So you can see fiscal '21 was $28 million. We've budgeted that 5%, which would put you at $29.4 million. Well, 16% is, is a $4.2 million growth. $4.2 million on $28 million is actually $32 million, but we're only budgeting $31 million for the next fiscal year. So, so there's a pretty large, you know, ultra-conservative window in there, relation— in relation to how much sales tax we're actually going to end up with.

And is that Yeah, no, that makes perfect sense.

Okay.

So you're— I mean, you're just taking a very conservative approach.

Yeah, super conservative. I mean, even if, even if we got exactly the same dollar amount for these last 4 months of this year, as we did in the prior year, we'll still have a 10% growth rate for the current fiscal year. And a 10% growth rate on $28 million is $2.8 million. That's basically $31 million. You're basically at $31 million, even if we got exactly— got no more growth for the rest of the fiscal year, of this fiscal year.

And to clarify too, so you look at '18, it was $22 million. '19 is $22.7 million. '20 is $23 million. And then it jumps up to this $28 million and then even higher.

Yep.

Um, is that just across the board award sales tax? Or was there any extraordinary new sources of sales tax that spiked that number?

Not that I—

not that I'm aware of. I mean, the biggest thing that obviously you see that fiscal '20 to '21, which is when COVID hit, right? The biggest thing you could see there were probably maybe the change with Amazon. We are receiving significantly more dollars in internet than we had in the past. because of that arrangement with Amazon. Perhaps people wanting to, you know, do— they had all that stimulus money, right? We had to do something. I mean, a lot of people saved it, but a lot of people also did something with it because they were stuck at home and got bored, right? Wanted to do something with it.

And as far as the Amazon jump, that was the change in the tax law to where the cities were collecting more than they used to? Is that what's—

The state entered into an agreement with Amazon as far as them paying sales tax.

Did that affect this at all?

You bet.

Okay. Okay, thanks.

Any other questions related to sales tax specifically?

Okay.

Property tax, everybody's favorite tax. So that we have no property tax increase. in the budget, so that we're not going out to raise our certified tax rate in order to obtain more property tax. Obviously, there will be some new growth increase in our property tax. And so we've, we've built, as you can see, a little bit of increase in relation from fiscal '22 estimated, that's $6.835 million to $6.885 million. It's really a guess as to what that number is going to be because I don't get that information from the county until mid-June. Well, that does me a lot of good right now, right? So unfortunately, we have to make a guess as to what we think that's going to be. Obviously, we usually guess low and hope that that number actually ends up higher, right?

How, how does that number go down?

That's our property tax number. Yeah, well, it shouldn't ever go down.

Right. But it does on the graph. That's why I'm curious.

So normally, the reason you might have fluctuation is usually related to delinquencies. So somebody is paying— either doesn't pay their property tax, or they pay it late. And so if they pay it significantly late, then it goes in a different year, right? We collect it in a different year than it was actually assessed for. And so that's a lot of those potentially. Greenbelt taxes are a good example of— you're in prior years, maybe you've had a lot of small payments because it's in the greenbelt, and then all of a sudden they convert it to develop the property and they have to pay quite a bit of sale property tax— sorry, in a given year that they convert that greenbelt property into regular property. And that, that's a big tax in relation to that specific year. And so you'll get a fluctuation, but then it kind of levels back off. You have— but also included in here are cars, the registration fee you pay for your vehicles. So maybe as cars age, your tax, that registration fee you pay goes down. So especially after the recession, we saw a decline in those because people weren't buying new vehicles. And so that tax got less and less and less. It's not a significant amount, but that's some of the reasons why you might see a decline in that property tax.

Yeah, no, that's, it's just unusual as far as property tax. Because it seems like either— I mean, the ways that goes up besides cars, I didn't really think about cars, but as far as real estate, either they get assessed at a higher valuation, which would push it, right?

No.

So, if your, if your assessed value goes up, then your certified tax rate goes down. So, you get charged the exact same amount. Now, we explained that in the entire, in a specific situation, but when you got it, you got to think of it in the entirety of a city. What was the value of your piece of property in relation to someone else's piece of property. And potentially, the value of your property went up at a higher rate than someone else's. And so therefore, you might pay a higher tax in a given year, because in relation to everyone else's property, yours went up more. And so that's a natural— but if all things were equal, and both properties went up in value the same, the certified tax rate would go down. So you pay exactly the same amount of property tax as you did the year before.

Interesting.

Yeah, it is very interesting. And that's, you know, the state put that in for a particular reason.

So just to clarify, and this is off subject, but so my house, my property taxes when I moved in were like $800. Now they're like $2,800.

Right.

So are you saying the city part of that stays the same, whereas other pieces of that, the county and the school districts, that are pushing that up?

More than likely, I would say yes.

Interesting.

Particularly the, particularly the school district. Obviously, I think last year the county, I believe, had a rather large property tax increase, if I remember correctly.

I think the fallacy is in the state of Utah, people think as properties are reassessed, that as those properties are reassessed and the mill rate is applied to the new assessed amount, that property taxes are going to go up. But in actuality, what happens is as property taxes— as your property is reassessed, the actual mill rate goes down. So they collect the same amount from you, even though you have a higher assessed valuation on your property.

So, so the bulk of the tax increase on property taxes from other sources?

Correct. Now, if the City of Orem adopted a tax increase, if you as a council, for example, this year said we're going to raise taxes, then you would see a bump in that tax. But for example, the last, I think, last 3 out of 5 years, the Alpine School District has actually raised their taxes. So you will see your tax bill go up. Utah County last year, or 2 years ago, had a very significant increase.

I think it increased like 50%.

That went up. The Central Utah Water Conservancy District raised their taxes. So that amount goes up. Now, Orem, a number of years ago, we raised our property taxes to hire additional police officers. I think it was $1 a month per resident or per homeowner across the course of a calendar year. And so your potential taxes went up approximately, you know, $10 to $15.

Okay.

All right.

So that's the way that Utah's truth-in-taxation system is structured. And a lot of people get frustrated and they say, well, my appraised— my assessed valuation went up, therefore my taxes have gone up. Well, they probably have because Because other jurisdictions have been raising taxes, the City of Orem typically and historically hasn't had a lot of those tax increases.

That's really interesting.

Thanks.

So, as I mentioned, the other big tax that the city receives is in relation to franchise taxes, which are primarily Rocky Mountain Power, water— we do charge a franchise tax on water and sewer. And then you have Dominion— sorry, thank you— natural gas with Dominion Energy, as well as Comcast with cable. And those, those taxes are represented here, and as I mentioned, they're about 17% of the total taxes that the city receives. But these have been non-growing, as you can see there. It's pretty flat over the last 5 years. And we continue to see that despite, you know, maybe Dominion raising rates or Rocky Mountain Power raising rates or anything like that. That franchise tax has been pretty dang stable for quite a period of time now.

Let me back up one.

There's this line there. So the And then the last item that, you know, are rather important element of our, of our fees relates to not only the business licenses, which also includes the landlord licenses, and building permits and other related fees. And obviously building permits is a very, you know, fluctuates dramatically from one year to the next, depending on what kind of projects we have going on. And so the city's policy policy generally has been— I don't want to say policy— procedure has basically been we, we set a certain minimum that we expect to get, which for building permits specifically is $815,000. And that's a relative conservative number. Anything that exceeds that amount in relation to receiving those fees ends up flowing through our fund balance and ends up being used in our capital capital projects fund to fund primarily parks but other things within our capital projects fund. So that way we build a conservative estimate and we're not surprised, you know, if, if for instance there's no development in it or less development in a given year. Any questions related to those?

Okay.

So yeah, I do have a couple. Well, you're getting to the liabilities, I guess.

I'm getting to expenditures now.

Okay, so I won't— I'll wait till you get to that. But, but on the revenue side, I didn't see anything for the COVID money. Does that not show on our—

That's already been received. So that's already part of our existing funds. It's not part of our new budget.

So it doesn't show under revenue.

Okay, correct.

And then just a comment to what Jamie was saying, when people come to me and say, you guys keep raising our taxes. Um, say, look at your tax statement, folks. It's the Alpine School District's, what, 65 to 70% of that statement? And they— and you can count on that one going up every year. So, but look at the cities, it stays the same. So I just want to make sure that's a public record. The city has not been raising taxes. It's Alpine School District, which is your big— biggest chunk of your, of your bill.

Yeah, that's a good way to point, point that out to them as well. So city expenditures, obviously the state of Utah requires that we match our expenditures with our revenues, so you can— the total citywide expenditures you can see is $140 million as well. And that breaks down into these 3 general broad categories: $58, $59, almost $59 million for personnel costs. That includes benefits, salary and benefits, and then operation— our operational component, which can be all kinds of different supplies and contracts and services, etc. And then I mentioned the capital component related to all of the capital purchases and projects that happen in the city. Again, this is just a general— give you a general idea of where those totals lie within in each of the various funds of the city. And again, obviously the general fund is the biggest component of the personnel category. Our public safety is all obviously in that category, as well as a large portion of the administration. And so it bears record that that's where the majority of personnel costs are. Operationally speaking, you'll see a higher percentage In relation to our enterprise funds, as obviously the operations there can be expensive, you know, just operating those enterprise funds. And then capital, same thing with capital, quite honestly. Obviously we see big portions of our capital budget going to those funds as well. So specifically to the general fund, some additions for this given year. Our fire department has requested a couple of items in relation to extrication tools, not only for the tools to replace some existing tools, but you'll see in the bottom ongoing section to maintain the tools that they have. We also are hiring 3 new firefighters. We need to equip those firefighters, and so you see an item related to equipping them. You've met Lane Gray, our new capital projects manager. He is in need of a vehicle and getting around to the different projects that he's in charge of. And then, you know, down in the ongoing section, we have the finance department. Keeping track of all of these capital projects has always been a, you know, a real pro— I don't want to say problem, but it's been an issue. We have this person preparing this Excel spreadsheet and this person doing this Excel spreadsheet. Neither of the— way that they are presented by either party is exactly the same. And so we're investing in some software where we can have them join together in that same software, and it keeps track of all of that capital projects. And not only in the current year, but then are able to then track those things going forward on a much easier basis as we can enter that information into that system. The eventual goal of that system is also that we can then take the information that is in that software and put it online. So if anybody has any questions about what kind of capital project we are—

they—

we are working on and that we have, they're right there and they can play around with that right there online. The police department down in the SWAT down there on the 3rd bottom line, the SWAT group has been what we would term underfunded for a little while, and they've requested some money to be able to update their equipment. And so we've added some ongoing funds in relation to that group, as well as creating— you're aware of sinking funds where we're saving money over time for large purchases. We had a discussion with the police about— and with Chief Adams regarding handguns and saving those funds on a moving forward basis as well until such time as they're ready.

I think we should just note too that this handgun sinking fund, we're actually in the process in this current fiscal year of replacing all the handguns for our police officers. So This money that we're seeing in next year's budget is essentially planting the seed for eventual replacement of what we're purchasing this year. It's a Glock. I think, Chief, it's 5 to 7 years.

And then the last item on there. Strangely enough, they use a lot of software. I mean, it's hard to believe, you know, policemen using software, but they have lots of different programs that they have to operate, and they've basically been scraping money from here and there to cover the costs of those software programs. And so we finally have decided, you know what, we just need to get you the money you need for those ongoing software needs that you have. And so, so we We've added some ongoing funding for, for those programs. In the personnel area, the Justice Court currently has 2 variable hour individuals, and it has been a little bit difficult in dealing with those consistency and a knowledge base. And so it's been requested that we convert those 2 variable hour positions into just one full-time position instead of having, you know, half day for each one. I mentioned the 3 additional firefighters, and then the police have currently have one evidence custodian plus, I believe, some tech, a couple of part-time people, and we're going to be, if I remember correctly, converting and adding a secondary evidence technician so that the first technician doesn't have to respond to every single call, that they have a backup and someone else who can help in that regard. And then the last item is an additional individual technician at the cemetery in the Public Works Department. Obviously, we've had many a discussion about how busy they are at the cemetery, and the need is just there to be able to have another person just based on that workload. I touched on fleet. We had a prior work session meeting on the fleets. I don't want to spend a lot of time there, but you can see that what I mentioned as far as the change and where those dollars are, are going as to what kind of vehicles those are going to be spent on. In our Streets Department, these are all projects that we have every year. Really, it's just a matter of determining the level and cost related to each one and which of the two— our two street funds. We have a B&C Road Fund and we have a Transportation Sales Tax Fund. Those two funds get their tax dollars from different places, but they're both to be used on certain street-type items. And this just gives you a breakdown of kind of where the anticipated spend in relation to those 2 funds and those street projects is.

We have—

we do have debt. We have 2 general obligation bonds and a sales tax bond, which actually ends this next fiscal year. So big hooray! It's really cool. I have to admit, it's really cool to be here when we actually finish paying off off a bond. I mean, they're, you know, 30 years. Even if I wasn't here the whole 30 years like Ernesto, you know, he had probably saw a lot of bonds go away. But, you know, it's pretty fun to see when those, those end. And so anyway, this fund, the Debt Service Fund, covers and takes care of those as well. As you see at the bottom there, touching on, we have an energy lease and our Utopia pledge payment. This fund accounts for both of those elements as well.

Brandon, can you tell me how many more years we have on Utopia?

Forever. Yeah, it's a long—

it's 2049?

'39.

Oh, '39. Okay.

Yeah.

Okay, thank you.

Yeah, so fiscal year 2040, I believe, is the last year we have to pay.

And do we get any—

we—

do we get revenue from that still?

Or so they are giving us a I think they term it a rebate. I guess that's the best way to term it. And so in our— we separate, you know, that's an accounting function, right? The expenses here, there is a revenue piece in that, in the revenues section for that rebate. So, so there is actually an offset that the total net cost is approximately $3 million. I want to say it's in that neighborhood.

So that cost is still $3 million?

Yeah, and that doesn't—

that increase or something.

So if I may, the, uh, the cost of our debt increases 2% a year through 2039, 2040. In recent years, Utopia has been providing to us a rebate to offset the cost of that increase. So we are essentially paying what we were paying in FY 2018, I think.

I think, I think that's the year.

And then they are covering the growth between 2018 and today. In addition, this will be the first year that they have budgeted and planned to send us an additional rebate, which actually will cut our responsibility below 2018 levels. So we actually are incrementally moving the opposite direction. Now, we're not moving like $2.8 million down to $1.2 million, but we're moving like $2.8 million to $2.6 million. And hopefully the following year we'll move down to $2.4 million. So we are starting to take a bite out of that ongoing debt service from the original And to be fair, as an accountant, I say I'll believe it when I see it, right?

So I'm going to take the most conservative measure, and if that comes to fruition and we do get an additional amount of rebate, again falls to our fund balance, which then gets transferred to our capital projects fund to be used there.

And that is included in their next— in Utopia's next fiscal year budget.

Yeah, say, Brandon, on that sales tax bond that you said that's getting paid off, How much does that account for on an annual basis? Just—

Well, the final payment here is about $300,000. So it's not a huge amount.

But how much annually would we normally pay on that bond?

Well, it fluctuated. So without having the amortization schedule right in front of me, I want to say half a million on an annual basis.

So save half a million a year when that comes off. Nice. Thank you.

As you may or may not be aware, we have 5 internal service funds, and the effect of an internal service fund is something that primarily services other— the other organizations of the city. So you have our fleet maintenance, obviously handles the vehicles and other equipment. We have our self-insurance fund, which handles— Jamie even addressed that a little bit, and I believe in one of our last meetings where they related to insuring the city through vehicle— not only large vehicles, I should say, but our workers' compensation as well as just general liability. We have our IT division, which Ernesto was— is soon to not be part of. Oh my goodness, I don't know what I'm gonna do. Facilities maintenance, obviously. obviously taking care of all of our buildings and various other structures throughout the city, as well as our purchasing and warehousing, which is located down at the Public Works building. We have a warehouse down there, and all of our purchasing needs are handled by Mr. Bell. And so those costs are then accumulated here and then distributed, what we term allocated, to those departments who use those particular service funds. And then we get into our enterprise funds. So you can see with our water, obviously you can see on the top revenues, we had the change in the rate, the reduction in the rate, and the impact that that had with our— in relation to revenues. And then you can see that we've stabilized that. The current budget does have a base rate increase in it of 10 cents from 2020, $20.20 to $20.30, as well as a 1 cent per tier usage increase. And then there are other— I didn't list everyone here. That was a 3/4-inch meter, but there are other changes to the other meter sizes as well. You can see within that the largest piece of the water fund is in relation to operations, you know, $13 million of our $17 million is in relation to operations and, and just the ongoing maintenance of our water fund. And just to give you an idea of where those water rates fall and where Orem falls calls within some, some of our sister organizations or other cities here within the county. There are— I didn't have enough room to put in the budget. It's actually a longer list, but I put some of the ones that were more relation to us. You know, for instance, Vineyards on that list, Eagle Mountain's on that list, Saratoga Springs. So you want to see some of those, then you You can look in that budget document, you can see where they fall. I have put the highest and the lowest in each. You'll see that through each of the enterprise funds, just, just so you can get an idea of at least where it is we fall in relation to that, the highest and the lowest.

But maybe last year we lowered our water rates 15%, and then, and then This shows a bump up. So I guess my question is that, are these just following our plans? Why the increase when we just lowered them last year?

Yeah, so the— they did increase by, you know, a penny, and it is part of the plan, the master plan, to follow that. Obviously, we can't keep them flat for any period, you know, any longer than we need to. period of time. Otherwise, we find ourselves back in, you know, 5 years ago in the same situation we were, where all of a sudden we're having to try to come up with really large rate increases to try to recover from and be able to get those projects done that we need to get done in order to maintain the water system.

So this wasn't adjusted because we had— because we lowered the rates, we didn't have like the amount that was coming in wasn't covering operations. This is just according to our master plans that we had, is that correct?

Correct.

All right, thanks.

But, but I will represent too, though, that the cost of providing water today is more expensive than it was last year. So for example, we do have water contracts where we actually have escalators within those contracts, so it's costing us more money this year to get water Jordan L Reservoir than it did last year. It's costing us more money to get water down the Provo River this year than it did last year. So there are some of those costs associated with it. There are costs of increasing materials, you know, the cost of PVC pipe. And then of course we have the added expenses of, of all the other materials and supplies we use for the work sites and the job and wages.

Thank you.

So, Brandon, just a question on that chart, because we have 4 tiers. So how— what are we comparing? Are we comparing apples to— it says Orms at $47.39. What does that mean?

So $47.39 a month, and for your water—

Is our average cost for an average home, or—

and it's based on When we looked at these numbers, it's based on a specific average use of X number of gallons, and we compare that in Orem with all the other municipalities. So if we're— and I can't remember what the number was, do you remember, Trevor?

It's in the budget.

Chris? But let's say if it's 11,000 gallons, then that is the cost for 11,000 gallons of water or 15,000 gallons of water across each municipality.

And I also like to take PI, those who have pressurized irrigation, we try to take that into account as well, and what differences that might make as well.

Because I'd like to meet the people that their water bill is only $47 a month in Orem. Anyway.

But I guess I would suggest that, for example, if this is based on average monthly use of 11,000 gallons per month. If it was 40,000 gallons a month, then I think we would see the same kind of curve that we're looking at here. It would be, for example, in Orem's case, it would probably be obviously much higher, but West Jordan's would also be significantly higher as well. So depending on the per gallon, the per volume usage, it it would increase.

The other thing just to consider, this isn't— this is just the water component of the bill. This isn't the entire city bill. So yeah, this is about my water bill, and I have a quarter-acre lot, but this doesn't include sewers, solid waste, all those other parts of the bill as well.

So which I have a chart in there for that too. So the goal is, is when you net this all out with all the different variables, that's about where we are compared to everybody Yeah, and really that's the intent of this chart, is to just give you an idea of where we fall in relation to the other cities. Water reclamation, or otherwise known as sewer. So, you know, revenues are relatively consistent. We do have a proposed rate, base rate increase of 6 cents from $12.33 to $12.39, as well as a volume charge increase from $2.53 to $2.56. Again, master plan— following the master plan in relation to those increases after, I believe, we just kept them level for a year, maybe even 2, I can't remember, but I think it was just one. And you can see that revenue being pretty flat over that period of time and what the those proposed increases will do. And then again, operations being a large portion of the total cost of running the water reclamation facility, as well as maintaining the sewer lines. Stormwater. We have a proposed base rate increase from $7.80 to $8. Again, part of the master plan. 2, as you can see, a 2.6% increase. And you can see that revenue, and I believe—

and I don't—

I'm trying to remember why it decreased from '21 to '22, but you can see that increase because I know we raised rates there. And I don't honestly remember what the decrease there was really in relation to, but— and then again, operations, not quite as big of a component. But it's, you know, still a pretty big piece in relation to the total revenues of that. And we continue to— the capital piece here is a pretty important element as we continue to try to figure out a way to the east— which canal is it? East Union? West Union?

West Union.

West Union Canal, to try to deal with them in essence not being able to use that canal any Longer. So we, you know, have a lot of the money in relation to trying to figure out how to take care of that problem. Stormwater fees, a little more uniform, but you can see where Orem, you know, right around the average in relation to other cities in relation to that stormwater fee. And one thing to also keep in mind is this has both these The charts they have are what we are— our proposed rate, and some of these rates don't necessarily have what, what those cities are actually instituting within their— it's what they already have. Our recreation fund, the star child of this year as far as the turnaround in relation to the— what's happening there. As you can see, obviously fiscal '21 significantly impacted by the construction of the facility. And the biggest element really, and besides the fact that they're doing really well, is down on that right-hand side. You can see the intention to hire a club swim team coach as well as staff related to that, and, you know, various supplies in relation to that. It is proposed to be cost neutral. And so, but we think that that's a big deal, as you've heard in some of our other meetings in relation to, you know, Orem individuals participating in that, having to travel long distances and having kids go to different places. So any questions related to the recreation fund?

Mr. Mayor, if I may, this is Tom.

Oh yes, Tom.

As you know, this is, uh, this whole issue of a swim team has, uh, met with some opposition from various members of the swim community. So while I'm comfortable approving the budget, I'm not comfortable with that action until we have further discussion.

Okay, yeah, no, we'll, we'll approve the budget, but then we've got a month to talk about it, so we'll take— that's Noted. Thanks.

Thank you, sir.

Our solid waste fund, the garbage, obviously we have a contract with Waste Management, and the fund basically keeps track of how much we're paying not only them but also the accumulate with North Point, the transfer station, and those fees are all accumulated here within this fund. And those rates, as discussed earlier, prior work sessions, those are passed-on rates. And so you can see what the new rates are in relation to what we currently have. Are there any questions in relation to those, to that fund or those rates? You can see in this chart where those rates fall within the gamut of the cities here. And then, as I mentioned, kind of adding up all the utilities, you can kind of see where we fall in relation to other— the other cities and the average in relation to those. And when you accumulate all of those utility fees and where we— how, you know, in essence, how well we are doing as a city in relation to them. And that's the end of the City of Orem's tentative budget for fiscal year '23.

Thank you, Brennan. Any questions? We'll open the meeting for any public comments. Okay, we'll close the public comments portion. And we'll just vote to accept what you presented tonight. Would somebody like to make a motion?

I'll make a motion, Mayor. Make a motion that we accept the public hearing resolution adopted by the City of Orem fiscal year 2022-2023 tentative budget.

I'll second it.

Start down there.

Aye.

Aye.

Aye.

Aye.

Aye.

And Mayor, I'll say aye, but I want to thank Brandon not only for this presentation but for months of keeping us informed over the last while, letting us know about this budget. But aye.

Thank you. Absolutely. The motion passes. So we'll see you back on this in a month.

I'm just staying here, but we're gonna be—

we're gonna be seeing you further tonight, but we'll see you on this issue in a month.

Oh yeah.

All right.

So should we make a motion on this?

So, so, Mayor, we would need a motion to adjourn the City Council meeting. Do you have any comments?

I don't, thank you.

Okay, you don't.

So I'll make a motion that we adjourn the City Council meeting.

Second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Motion passes. Okay, we're going to move into an RDA meeting.

The first item, Mayor, would be an approval of the June 15, 2021 RDA meeting minutes.

Item number, number 13.

13.1. So do we have anything we need to go over that, or we're just approving those minutes from before?

I'll make a motion. To approve the minutes of— I lost my place.

Where'd it go?

Thank you.

Of the, the RDA meeting minutes of the Redevelopment Agency meeting on June 15, 2021.

I'll second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

The motion passes. Now we'll move to the RDA scheduled items. And we'll turn it back to Brandon.

Thank you, Mayor. So the Redevelopment Agency of the City of Orem, we have currently, we have 6 project areas in the old, what refer to as the old RDA, and one CDA, which is the University Place CDA. And so those— out of the 6 older RDAs, only one of those actually has a tax increment, and the others are all— as a matter of fact, 4 of them are totally complete. Then we will not be receiving any additional funds for those areas unless we happen to have some delinquencies that happen, but I don't foresee that— collecting on any delinquencies, I should say. And so we're obviously running down to the end of those original 6 RDAs and leaving only the remaining University Place CDA. You can see on here the revenues. across the top and the diminishing elements related to those. Fiscal '21 happened to go up because we actually sold some property in one of those RDAs, and so I happened to have a year where I had additional revenue. Don't anticipate that necessarily in the future. And then you can see down at the bottom the expenditures that we have in relation to the RDAs. not only the fiscal '22 estimated but our fiscal '23 budget. And then, so you'll see the University Place CD has an incentive agreement in relation to University Place, whereas we pay 90% of the property taxes that we receive back to them, and then 5% are retained within the fund. and 5% are transferred to the city as an administrative cost. And so those are the elements. And then there's— I mentioned the sales tax. The RDA actually pays for that sales tax because those sales tax bonds were actually used as part of the RDA agreements originally. So that will actually complete as well. And then, like I mentioned, there's— I believe it's Project Area 9008 is the only remaining of the older RDAs, and that's— the project area totals— the $574,909 you see down in the right corner primarily is going towards the administrative fee for the RDA to pay for that, as well as paying on those sales tax bonds. bonds.

Any—

I think, yeah, is there any, any questions in relation to the RDA?

So maybe you said it and I didn't hear, but when does the CDA end with the University Place?

I think, I think it's 2038.

It triggered in 2018.

So technically there's an additional 2 years the council approved last year, so it'd be 2040.

So 2040.

Okay.

Because of the 2 years.

So 2040 will be a very good year.

Yes.

Utopia and the mall. But I'll be like 86 then, so it wouldn't really help.

Let us know how it goes, Nate.

Yeah, really, really.

So, Brandon, the only thing I don't understand on this is this project area totals. What is that?

So those are the older, like I mentioned, the older 6 RDAs, and it's just what expenditures they have in for those particular fiscal years. They're in the budget, $574,909. Those are what we have budgeted as expenditures with all of those RDAs combined, which there's only 2 that have anything, any expenditures at all budgeted.

So those are just diminishing, going away?

Yes.

So you'll, you'll continue to see in, in the, like, the fiscal '22 estimated as we spend, because we still have RDA that we've collected that we have yet to spend. So you'll still see expenditures in relation to those funds, but you'll eventually— the only CDA you're going to— I mean, the only revenue you're going to see here in about a year, well, maybe even after this budget year, is from the CDA, from the University Place CDA. All you're going to see going forward are potentially what we expended out of those monies that we have collected in past years And have now spent.

Brandon, maybe these project area totals, are they tied to those haircut, those bonds that we—

Yes.

Yeah, so you recall in our work session we talked about parks projects that we completed back in the early 2000s, and we were able to use RDA monies for those park projects. We actually bonded from the RDA to build those park projects. And we are taking the monies that are collected in the RDA this year, $574,909, to pay the debt service on the cost of building those parks.

Correct.

And we're almost done with that.

This year is— this year is the last fiscal '23.

So all those parks will be paid off after this fiscal year.

So 2022 is a good year too.

Yeah.

Debbie.

So with the completion of Dillard's and some of their parking structures, do we expect that the tax increment, the new, will be even higher than what's been bringing in?

Yes.

Do we have any idea estimated what that will be?

I'm not a property tax expert, to be honest with you, and so I don't know what that evaluation is and what it will end up being.

So the 5% of that will actually be more more money and administration will actually give you more money. Okay, thanks.

Okay, any other questions? Okay, we'll open up the public hearing part of this conversation. Okay, we'll close the public hearing part of the conversation. And someone like to make a motion?

I'd like to make a motion that we adjourn.

Gotta prove that first.

Oh, okay. And I'll do that too.

14-1.

So 14-1. I'd like to make a motion to— that we adopt the Redevelopment Agency of the City of Orem RDA fiscal year 2022-2023 tentative budget.

I'll second that.

Aye.

Aye.

Aye.

Aye.

Aye.

Tom.

Tom.

I had trouble with the mute button.

Sorry.

Thank you.

I thought I'd finally put you to sleep, Tom.

Okay, well, thank you, Brandon. And so we'll, just like the last one, we'll reconvene on this in a month. But thank you.

Mayor, it's necessary to adjourn the RDA. reconvene into the special lighting district meeting.

I move that we adjourn the meeting of the RDA. Is that good enough?

And move to the special lighting.

And we move to the special— Orem Special Service Lighting District meeting.

Second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Thank you.

We'll move to the next part. So we're in the Special Service Lighting District section. Is all we have to do is— Okay, so we've got the Special Service Lighting District consent items. We've got the approval of the Special Service Lighting District meeting minutes. These are the meeting minutes from June 15, 2021. I'll just pass a motion that we approve those.

Second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye. Approval passes. Now we've got A public hearing on the special service lighting district. Any comments?

Brandon?

Yes, I do have some comments.

Thank you.

So our street lighting fund, the— as you can see from this chart in relation to our Revenues, street lighting. In fiscal '20, the far left, you'll notice contributions of $790,000. Those were contributions of franchise tax dollars. Though that was changed in fiscal '21, as those no longer using those franchise tax dollars from the general fund, as we changed the fee structure in relation to street lighting to go from a construction standpoint Without going into too much detail, they had an 18— all citizens, all households were supposed to pay in 18, over 18 years, which is the term of the bond. But some of those started their 18 years later, you know, as basically when the streetlights were constructed in their particular neighborhood. That is completed now, and all of the bonds are paid. All neighborhoods are now converted to the new street lighting structure, in essence, to the maintenance side of the house. And so, as you can see, the top line street lighting fees will— has been— will be increasing as that contribution line has decreased. The expenditure budget of that is, you can see, the operating Operating budget is primarily in the power, and we did an energy-saving lease where we installed LED lights in all of the, all of the streetlights, and so they're paying for that, a portion of that, that lease arrangement. And I can't remember, that one goes for another 20 years or so too, so probably 2040 based on what we've been talking about. So, and then in relation to the street lighting, that one's a little smaller than I'd hoped it would be, but currently the street lighting fee is $242,000 and the proposed fee is $253,000, and that will be to complete— help complete all of the remaining poles and the remaining lights that are the old Rocky Mountain Power lights. And so this fee, on top of the fact that we are also using some reserves— I'm trying to remember— to also cover the remaining costs of getting those street— all those last remaining streetlights.

So if I, if I may, to this fee, while we have paid the debt, we haven't actually completed all the changeout of the streetlights. So there are still a number of streetlights in areas, neighborhoods that were part of old streetlight districts that have never received the new streetlights. So we are in the process of putting in those new streetlights, but we're not financing the, the cost of those streetlights. We're actually using these ongoing operations monies to finish the project, so to install the remaining light poles that have yet to be installed and to cover the cost of operating the system. Yes, yes, yes, it is. So we— you'll notice that the energy savings lease, the $288,000, that we converted approximately 500 streetlights from the old technology to new LED technology. So all of our streetlights now are LED, whereas 20 years ago when they were installed, they were— I'm not sure if they were incandescent, were they, Chris? Yeah, they were incandescent. So now they're all LED lights. And there were 2 streetlights on State Street that weren't And that is included, and that is the work that we are actually in— part of the work we're actually doing now.

So, so, Brandon, this is pretty much just an eternal charge. Pretty much will always be. My children will be paying for the street lighting expenses.

As long as they want those streetlights, then yes.

Mayor, if I may, if I may, crime went down dramatically in Orem. Perhaps Jamie could speak to it when these street lighting were put on. So I think they're a great asset to the city. Jamie, could you comment, please?

Yeah, and obviously Chief Adams can speak to specifics, but we actually— I mean, in fairness, we do receive negative comments on occasion about streetlights and intensity, close to bedrooms and things like that. But more often than not, we have residents who actually very much appreciate them. And, and I would encourage you, the next time you fly over the city of Orem, as you come into the Salt Lake, or now the Provo Airport, you can actually see the outline of the city of Orem based on the number of streetlights that we have in the community, because you or your predecessors made a very conscious effort to make sure that we had streetlights. conscious decision that they were going to make this a priority. And so if you look over the valley, there are other communities that have streetlights, but not to the level that the city of Orem has streetlights. And crime actually is deterred by way of these, these streetlights.

That's all I got.

Okay, well, thank you, Brandon, for all your presentations tonight. We've got item 7.

Well, we open public hearing.

Now we have to have a public hearing. So we're going to open up the public hearing. Can we get at least one comment?

Okay.

All right, we'll, we'll close, we'll close the public hearing. And we've got item 17.1. Make them— make a motion.

I can do that.

Okay.

I move that by resolution we adopt the Special Service Lighting District of the City of Orem, SSLD, fiscal year 2022-2023 tentative budget.

Second.

Second.

Aye.

Aye.

Aye.

Aye.

Aye. Aye.

Aye.

Motion passes. I'd like to make a—

unless anyone has anything else, we'll make a motion to adjourn.

I move that we adjourn.

Second.

Aye. Aye.

Aye.

Aye.

Aye.

Aye.

Meeting's adjourned.