City Council · 2023-03-28

there. We'd live fine. So I appreciate the call.

Yeah, those are— that ends with 2 military shells. Those are actually military shell casings.

Who's first on the agenda? You are.

So which of those 3 goes first?

Oh, it has to be Tyler. Tyler's supposed to— Tyler's tied to that.

Oh, is he?

He's not presenting, but that's what he's here for. You can do it as a just-in-case question.

It's recording on, you know, right now, and it's recording in—

I haven't mastered this one. Yeah, there's some beautiful properties.

I love it.

Which I might just hang around to see what's, what's out there. But it is, it is almost there. Restored hospitals, there's restaurants, there's, there's no really true workforce, right?

Yeah.

So there was one email being read. So that is there. That is the Zoom account that is on the Google Sheet. So that will be the one that'll just be there for people to Anybody that knows you, I don't have to announce your good fortune. We know that.

These are conservative numbers.

It's just assumed.

Yeah, it's just weird.

This is actually just really good to find an explanation of why these are conservative brands.

That's redundant, right?

Yeah, we're going to show you, we're going to show you today how they serve sharing.

I already did.

I say open up the checkbook. Well, there are some times. That's okay.

I only got one set.

I don't think I've changed it since, but I can't remember now that I realize it.

You want to look at it? Um, there was a current one. There was 2 of them. What was it, like runner-ups?

Yeah, stuff like that.

Or like this team? Yeah, because it's not in A slide. Oh, they might have another version. Okay, so just go down and down.

Really know if you want him to come or to get involved.

Yeah, I like it.

Hey, Ryan.

Ryan, is Layton going to send Mayor Brunson the, uh, bill for that shovel?

Okay.

Debbie, I think that's yours.

You're up first.

Yeah, you and Stacey are up first. All right, we'd like to welcome everyone today to the work meeting. I think we're good to go. And, uh, that was a fun event, that groundbreaking for the new city center. Pete did a great job.

Thanks to the team.

Thanks to Lakeland. I guess I found out—

I didn't realize this, but, um, Like a couple months ago, Brynn was pushing me to trade my office for his.

That's why you don't come in here.

Oh, I didn't even think about that. Sometimes optics just not really in your favor. All right, um, so let's turn time to Brandon for a presentation on the budget. Well, they're pulling that up. Um, I think I mentioned over here in the corner are the golden shovels for each of you on the council. as an additional memento for today's groundbreaking.

Okay, thank you, Mayor, City Council members. So today we're going to be continuing our budget discussions. So today we're going to be first focusing on our fleet replacement program with Thane and Tyler from Public Works Group. And then following them, we'll have Carlo From our IT department, touching base on some of the IT things we've been working on, as well as the things that we have here looking forward to going into the future, as well as right now. And then I will conclude with our operational items for this upcoming budget, as far as those items that are expansions in nature or things that we are— expansions, but we're able to take care of here in this current fiscal year. And so those are— that's kind of the timeline that we're planning on going here. So I'll turn the time over to Tyler and Zane.

So going forward, because I know this is a process we do for a while, give me the big picture of what we'll do next time.

So the, like, next time, meaning the next meeting?

Yeah.

So our last meeting, which will be near the end of April, That meeting will cover our CIP projects. So all of our— any big projects and/or that are capital-related equipment. CIP standing for capital improvement?

Correct. Thank you. Or capital purchases.

And yeah, it includes also a lot of big-dollar capital purchases that are non-vehicle related.

But would a fire truck— like, is that considered a big— No, that would be part of the So do we ever have a time where we're seeing, uh, budgets for departments, what they were, what they're proposed to be, you know, a 4 or 5 year tracker, just so we understand kind of where we're going?

Um, normally we show you that when we have to give you the tentative budget in May.

So May you'll show us this department's getting this, 5 years ago it was that, so what are they doing? Then do we get a breakdown like this is— this would be personnel, this would be equipment, this would Yeah, so that tentative budget is a—

so it has 2 prior fiscal years that are actuals, has the current year that we're in, and then what we're proposing for the budget within each one of those divisions. For each department, it shows each division and then breaks that down between personnel costs, operational costs, and capital costs.

I didn't want to lose that, so I didn't know if this is—

that's—

Nope.

Yeah, so that'll be in that meeting, and then that allows— then gives you— you have a month in essence, to review that document before we come in June for the final adoption of that, of the budget.

Okay, thank you.

I appreciate this opportunity to discuss the fleet replacement for FY 2024. I handed out a handout here. The presentation will follow along. with an order of this handout, and you'll see that there's more detail, a lot more detail in the handout with some of the replacement flags and vehicle descriptions. And just to— this is for fleet replacement, meaning an old vehicle will be leaving when the new vehicle arrives. New vehicles, like, you know, like that may be coming to Hillcrest Park or stuff like that, will be a separate discussion, probably next time you meet. So Another thing to point out, when we get down into the enterprise funds, you'll see a lot of them are earmarked as sinking funds. Those are savings funds that we save up money. It works out quite well if we're budgeting for a $500,000 sewer truck. Instead of asking for $500,000 at one time, we just start saving for it and helps, helps, helps us moving.

Anyway, we've seen a lot of—

who does the down button?

Okay.

We've had a lot of price increases in vehicles, and these are actual examples of vehicles in our own fleet. We had a pickup ordered for $26,000, and the order got canceled because of the shortage, and the new cost was $42,000. Ambulance, similar. Patrol vehicles have gone way up. And you see that fire pumper that we purchased in 2022 was $813,000, now it's $950,000. So overall, about a 25% increase.

You see that stabilizing over time, or do you think it's going to still go up?

I don't see stabilization yet. I met with the fleet managers at a Ford rep, and we still have, we still have a couple years.

So you think it's going to go up as much or not quite as much? I mean, I know I'm asking you to predict the future, but well, 30% seems high. That trajectory is going to double that.

It should start smoothing out. I'm sorry, I was thinking of actual acquiring vehicles.

Is the price going to keep going up like this? No, it's still going to go—

it's still going to be going up some. I don't know where the peak is going to be. But vehicles are in high demand, short supply.

What kind of— So there's a couple things, right? I mean, you've got the cost of manufacturing, but then you've got supply and demand, and those both, yeah, converted to do what's happening there. So it depends on how that plays out, right?

Yeah, yeah. So we'll jump right into, uh, the vehicles discussed. Here's the police, the police department. We have 4 task force vehicles that we have leased for quite a few years now, probably about 8 or 10 years, a 2-year lease. 4 of those to lease for 2 years will be $32,000. We have 9 patrol vehicles. We ordered 2 hybrid for this current fiscal year. They were put into our fleet about a month ago, and we're proposing to move forward with all of our patrol vehicles to be hybrids that idle a lot, and this will help offset the fuel cost. And then we have 4 invested—

Are they big enough?

They'll be—

Do they have enough power?

Yes, in fact, they'll have even more power off the line than a gas engine.

What kind of hybrid?

They'll be Ford Explorers.

Oh.

So they look just the same.

I'll say until date.

Waiting for the Chevy Tahoe to come out.

Good answer.

And then we have 4 vehicles in investigations. We are pursuing 2-year leases on those.

Do you ever buy those at the end of the lease, or you just get a new lease?

We do new leases.

Probably the lease factor is not very good interest rate-wise. Hey, sorry, are you done? As I look at this, it looks like you shoot towards 100,000 miles on at least police vehicles. Is that kind of your goal?

Yeah, and overall the fleet, it's—

It's—

but you're not pegging it at 50 or 60, you try to peg it towards 100. You've done some cost analysis, that seems to be the best course, I'm assuming. Yeah, that's a good target. Ambulance and patrol, we sometimes go a little bit under that, but most everything, 100,000 miles is a good mark to go off. Okay, I know lots of fleet managers have chosen a lower number, maybe because they don't want repair headaches, but you've done the cost analysis and 100,000 feels good to us.

Yes. Thank you.

Fire department, we're proposing an ambulance and then a A pickup to replace the Battalion Chief's Suburban that you see going out with the ambulance all the time. A lease pickup, I should add.

Thanks.

Now we'll move into the parks section. One large 16-foot riding mower, and we have a mower that we— riding mower, smaller mower, and a pickup that we'll be repurposing from Stormwater and Water Reclamation. And then 2 utility vehicles, those little orange Kubotas that you see in the parks. Cemetery will also be getting a riding mower and a 1-ton dump truck up there that we'll be repurposing from Water Reclamation. You'll notice there, as we repurpose this truck from Water Reclamation, the price is much lower than what we would typically pay for a dump truck. Which is going to save the general fund money. When we saw that repurposing, we have some of the mechanics, or city mechanics, that work on that, that actually help that process, or we have to send that out to a special— Most of the vehicles we repurpose are, are 3 to 5 years and, and not a lot of miles and in good shape.

Some of the admin vehicles and public works, we don't want to give give them something that's really worn out and just in bad shape. So sometimes we do go and detail it and do a couple things, but it's usually like— So that's a serious— yes, if you're having a lot more contests with your neighbors or whatever, this is like I'm gonna borrow that one.

It's a big one, 16 foot.

So does that get used like a ton just because—

I mean, they run 2 to 3 every weekday then throughout the whole—

all the summer. The big parks?

Yes, those are the big orange Jacobsens, or maybe the big Toro.

About 300 acres of green space. Of course, not all of it is used or maintained with the gang mowers. The, the game bar that we recently bought, well, maybe 2 years ago, was about $80,000 compared to this. This is about $160,000. Prices are going up on everything, including parts maintenance equipment. So this would be like a new record, right?

Pardon?

This would be like a new record? Yes.

Yeah, we too shared your sticker shock.

I might, I might add also, we asked Clay to do due diligence by looking at other options and maybe even compromising on a small We've even looked at going at different vendors and dealers, and this is kind of what, what we've got for the needs we have.

So we've been doing things like—

yeah, we've done everything we can to keep that as low as possible, and it's just what it is. Unfortunately, it's still up in the air until we actually make the purchase. We have just 4 months to continue to investigate. Any more questions? Okay, we'll move to the enterprise funds. Um, we're proposing a bucket truck for the street lighting. We did save $100,000 last year in the CP fund, and now we're asking for $80,000 to be able to purchase that vehicle. Stormwater, you'll see in the next few slides, there's 7 backhoes in Public Works that we do a buyback program on. We purchase those and then every 3 years we flip those, and it's about half the cost of leasing those vehicles. It's been a great program. So I won't, I won't cover more about the bagels unless you have, because you'll see that keep coming up. And then this jet router here in the stormwater, this is year 3 of 3. We've saved up for 2 years previously and This year we're asking for the final amount to purchase that one. And then a street sweeper, this is year 1 of seeking a saving fund to start us to get us on the right path to replace that in 3 years.

So do you estimate that being about $450,000?

And you're gonna say $150,000 every year?

Yes.

Oh yeah, it's almost half a million for that sweeper. We have 3 sweepers and we're out there every, every street about 10 months. Or 10 times a year, so about once a month. Okay, just about.

Yeah, we estimate that, of course, we do the first 2 years. The 3rd year, we tune that in and see where we need to put the final amount.

I will appreciate that more. My question's there. Just wondering, are any of these like— can you lease those kind of things, or you have to purchase them?

But we can. The Jet Rodder has a leasing and a buyback program, and the street sweepers do too. And we've discussed that. We looked into the Jet Rodders here recently, and it was over 10 years. It's going to cost us a little bit more to, to, to do a leasing-type buyback, but we want to continue to look at that a little bit more.

Okay, I'm sure you're just every year evaluating leasing versus Yes.

So continued with stormwater fund 55, we have a 3-ton, 3-ton dump truck with a snowplow standard that we're asking to start saving for, and then a pickup and a small riding mower to mow the catch basins. Streets, 2 backhoes, a front-end loader that is in the buyback program, and then a 10-wheel Brian dust control dump truck that'll have a plow in the front. We actually saved $100,000 last year. The chassis is on order, and now this, this year we'd like to finish that off. and get the brine tames and the plow. Streets fund continued, a roller for the— roll the asphalt, and then a sinking fund for a 2-ton dump truck. Now to Water Reclamation, another backhoe, a utility vehicle similar to what the parks has. Little orange Kubota, and then the sinking run pump for a jet router, one of those trucks that goes and flushes the lines. The loader here, we purchased and began the buyback program with that. A 1-ton dump, this is the one that's being repurposed to cemetery. And then a pickup for water reclamation. Now to the water fund. They have 3 backhoes. They also have a loader here that we've been leasing this loader for since 2016, and that's a long time to lease a vehicle. And if we get a new vehicle, a new loader, it'll cost us twice as much to lease than what we used to pay. And so we're proposing that we purchase and do the buyback program to where we, every 3 years, flip that. Hydro excavator. This is a very expensive truck that we decided to start saving on last year, $100,000. And here's year 2. This is the one we probably have the longest sinking fund established for. But, and then an excavator, Would be similar to that loader, except we— anyway, we purchased that, do a buyback program with that too.

And we're in— okay, you answered. We're in fiscal year 2023, closing 2022.

Yes, so a lot of songs that got a wider start. So here is a kind of where we've been for the last— is that 8 years?

7, 8 years, 7 years, and we're close to our next year.

We're, we're similar to what we've done in the past. The high years are usually fire truck purchases. That's the analysis we have for general fund, and then the next slide is for enterprise funds. This one we see a little bit more of the curve here with the increase in the prices. And then in summary, my last slide, this is the amount we propose overall for the general fund, about $1.3 million. Enterprise funds, it's a little over $1.6 million, which is a total of almost $3 million.

And let's go ahead. What were we last year? How much were we last year?

So in the enterprise funds, we are $1.2 million.

But it looks like it kind of ebbs and flows, right? I mean, it's not like a consistent—

Yes, but you notice there's 3 things that we try to do to spread the cost over multiple years. One, you've heard Thayne talking a lot about sinking funds.

So in other words, we try to save up over a few years to purchase something. And then 2, we've been doing— looking a lot more at leasing as well. And then this, finally, this buyback program. But, but yes, Mayor, sometimes there's something that comes up that's a little bit more, I guess, of an emergency nature, like when we've purchased new fire trucks, fire engines, or maybe making sure we've had enough snowplow trucks or getting a jet rotter in the year that we need to. So there is some ebb and flow there, but But if you recall on one of those first slides that they shared, at the same time we are dealing with an average about a 25% increase in inflationary pressures related to our food purchase. For this year?

Yes.

Yeah, that's what's really pushing you this year, probably.

Yeah.

What's the deal with the lease too? Because leases, I mean, they're directly tied to interest rates, so How do you go through that analysis to decide to lease or to buy?

So, the leasing, we're able to lease, the company's able to purchase the vehicle with the state contract pricing, which brings the price down quite a bit from what we would go off the street and buy it for. We deal with a company called Bancorp, which I'm amazed at what they will do. We've looked into at least 2 other companies, and Bancorp's always way on top. lease the vehicle for 2 years. They project how many miles we expect to put on it, and then when they go sell a vehicle, a lot of times there's some residual they actually give back to the city. I think, and Peres might know this, I think it's around $4,000 we've been receiving for a lot of our—

Yeah, for the task force vehicles, yeah, there's been quite a bit of money that they'll kick back to us, and we got it with our We should start to see it on the volunteer trucks.

Yeah, they're coming up.

We should get a kickback on those ones. So that'll be another great example we should have here within the next 2 months, as soon as those come in, to where we can see the savings from leasing. So it's a good option, but again, rates, what we can get, you know, obviously ebbs and flows, right?

Yeah, so we, you know, we Buy a vehicle and let's say keep it for 10 years. We have the maintenance, the vehicle gets old, especially at the end of its life cycle. Or we went through the analysis and it's like, well gosh, we could maybe even save a little money or be somewhat similar and have a new vehicle every 2 years.

So it's our net-net cutting in half when you do this. And some of that is being strategic about the type of vehicles that we lease. So the ones where We look forward and try to say this type of vehicle we're going to get, we anticipate we're going to get a good buyback, or we're going to be able to sell it, or Bancorp will buy it back at a good rate because it'll be a vehicle that's in demand. And that, that helps give us confidence that we're going to ultimately have a bit of a savings compared to just buying and keeping. Okay, so do you go out on the market to see if you could Buy it and then sell it and make money? Does the city look at that much? We've tried that with a couple of vehicles. We've tried that with a couple of our vehicles. And so far, to be honest, we've found that it's been very difficult to do that. Very time-consuming as well, because we turn into a used car, used car lot of sorts. But then Thane turns into a used car salesman as well.

And then he's checking market.

We've advertised KSL classified as well. So yeah, it would change the paradigm here if we did something like that. Because the truck market is insane. It is.

We have some other issues related to, particularly with big vehicles like fire trucks, we are looking at such a long delivery schedule. Even from when we actually order it, we're trying to evaluate when is the optimum time to place that order, because when we place the order, they want some money down when we place the order, then some additional funding when obviously goes in scheduled for production.

Production could be anywhere from a year to a year and a half.

So, so we're also evaluating those kinds of things too. far as any supply chain type of an issue. As far as we may be having to order something way earlier than we might normally have done so in a normal market.

So those play into that as well.

Okay, well, thank you.

Okay, thank you. Great.

Well, thank you everybody for having me here today. Um, since I'm new to the council, I guess I'll introduce myself a little bit. I'm Carlo Politz. I'm the new IT director, took over for— IT manager, took over for Ernesto. Previously here, I've served all my career in the private sector, so it's my first foray into the government, but I've got, you know, many years in manufacturing, healthcare, education, and private industry, so across multiple industries and served lots of companies.

So it's a pleasure to be here, and we're making some progress on our systems.

So a lot of these projects that we accomplished this year, of course, were sleep-wrought up before I got here, but so credit to the team, they did a good job in lining these up and getting them done. Some of the highlights, I mean, it's hard to put all the things we did into a summary, so we kind of tried to just pick the high points So we did redundant firewalls. As most of you probably understand, firewalls are kind of the gateway to the entire network, so it's first line of defense for keeping us safe from cyber attacks. So having those is highly important, and having them redundant is good because we have to do security maintenance on them quite regularly to keep them current so that they protect us properly. So one if we go down to update those, then we're down across the whole city. So now we're redundant, and so if we have to do updates at least every month like we need to, then we can have one down while one's still taking traffic, so we're protected all the time. So that was a good investment and a good project to finish. The core router was replaced, which, that's, you know, like, consider that the heart of the network where everything flows through that. for both the city center and all the other facilities. They ended up ultimately homing their systems back to the city center, so having the current core out of there is important so we keep that strong and reliable. So I got that done as well. We rebuilt the senior citizen center network. It was kind of done a little bit haphazardly initially, and it was also kind of antiquated, so we did a refresh to get that up to the current spec and fix that up. And then the IBM database is our— is the heart of where all of our data lives that is across our proprietary systems. So Orem's unique to a lot of municipalities in the county where we've had IT developers since IT was IT, and so we've developed a lot of in-house systems that make everyone's life here at the city highly more productive than they would if you were somewhere else because they're specific to our needs and everyone likes them. So the data that we all rely on is nested into that database server, so we try to cycle that out every 4 or 5 years and this was the time to replace that. So we were on Power 9, now we're on Power 10. Public Safety also has an IBM database that was even older than ours. It's gone through a couple of replacement cycles without being replaced, and they no longer are using it. It's just for the archived data for criminal investigations that are, that are not aged out, so mostly murders and sex offenders and that type of offense. So we have to keep that data available, and we didn't want to buy a new system for that, so we combined it with the replacement of our database and have it as a virtual database on top of the same system. So our new system serves as both databases, so saved us some money there. And then we implemented a cybersecurity service called Arctic Wolf, which is a, is a good addition to our cybersecurity resources since you really can't stop watching what's going on in the network for any, really any moment in time whatsoever because we are under 24/7 for attacks. And so services like Arctic Wolf are there to kind of augment our staff requirement to not have to have us watch it. They're watching it for us, so they monitor our traffic that's both coming into the network as well as traversing the network on the inside, watch our logs, and look for signs of any— anybody that's, you know, would have been attacking our network or conceivably that's had breached the network. So it's a good service to have so we don't have to man that since it's just too much, too many eyes needed to properly do that. The library migrated from their ILS system to an open source system, so that's going to save them money quite a bit over time as they've done that, and we had to do the financial integration for that.

So that got completed.

ArcGIS is a— is the mapping program that a lot of the city uses. Development Services, Public Works, highly dependent on those maps, and so we did upgrade to that system. As part of the requirements for insurance policy, as well as just good security best practice, we moved to multi-factor authentication. Probably buzzword developer at this point. And so we've rolled that out across the city using Azure Active Directory, and then we have to have a password policy to be a little more stringent so that we have to have 19-letter passwords. And then we worked on an employee portal, so we've got employee directory and time, you know, HR components, the time cards.

vacation requests, and more to come is being built into that.

So it's kind of a one-stop shop for employees to get to internal systems and, uh, and, uh, HR needs. And then, uh, another thing we did is we launched a steering committee using— utilizing the exec staff to be able to kind of direct IT in the— well, be able to collaborate with the exec staff so that IT is not cherry-picking the projects we want to work on for whatever pet reasons we want— we might want to work on them, but to let the city make that as a whole, you know, zigzag stuff included with IT, to pick the best direction for the city, higher priority projects that are good for everybody, not just what we want to work on. So that's, that's a good piece too.

And Carlo, can I, can I just say, Carlo coming on board has Certainly helped me sleep better at night with his focus on taking us to the next level.

But you notice a lot of those things were related to network security, cybersecurity.

So stealing Carlo out of the private sector to come help us has been instrumental, critical in helping us up our game.

Yeah, so, so that's what we've accomplished so far. And now we have underway still to be completed this year is we're expanding our offsite data center. So those who don't know, we, we have leased space down in St. George at a data center called TimePoint, and they are our disaster recovery site. At least they have been just that. So if this building burned to the ground or caved in from the earthquake that's going to take Bren out, then we still have our data.

The mayor does.

He's in that office now.

We're all down in the basement, so we're going to run around. So we're going to expand the data center down there to be more than just disaster recovery. Disaster recovery is good for if we burn to the ground, but we have smaller disasters that aren't good enough to warrant, you know, the time it would take to actually bring that data center up to operating capacity. So we want to turn that trying to heat up on that, so to speak, and make it a warm, a warm site where we can actually move things there quickly and efficiently so we can transition systems that would go offline here to the data center and still operate, you know, proper capacity with the services disrupted here. So that's, that's, to me, that's increasingly important as we start looking at taking backhoes to the parking lot outside and, you know, potentially cutting power and/or other service lines to the company that we're all dependent on. So, you know, we're kind of late in the game making that up as far as fast as I'd like to have it, but we're going to make it a viable warm site. So along with that, we're moving our database, which is highly important to productivity of all the employees that work here. We're going to make a warm backup of that down in the data center as well, so that's It's within a couple minutes of the data that's here, so that, you know, if we have to move it over there, it's no time lost or no data loss as well.

So quick recovery from any kind of incident.

We're working on park installs, and Tyler's groups, you know, working pretty, pretty much lockstep, and at this point probably more so on that than IT is right now, coordinating the Utopia installs to get fiber installed to all the parks. And then once the company gets in there, then ITS has to build the network out and make it available so we can put, you know, the automated sprinkler systems online, camera systems, and then ultimately distribute Wi-Fi to the public parks as well. So we probably won't cover all of the public parks, maybe every nook and cranny of the park. We're going to kind of target the more populated areas of the parks first. as well as some of the more high-value, more popular parks first as well. And it'll take us some years to get it completely built out to where we want it, but we are working on those right now. Public access firewalls. So we did the core firewalls earlier. Now we have a second set we want to move all of our guest traffic to. We kind of want to deem the guest traffic, I mean, the public Wi-Fi, You know, even conferences like this where we bring outside vendors in that might have an infected device, we don't want to have those closer to our network than we need to. So we want to segregate all the non-employee devices from the public. So we're going to put those behind their own set of firewalls. That'll give us some extra capacity as well as some extra security. We're working on PCI DSS, which I don't know if anybody knows that term because it's not that common, but if you've been in the financial industry taking credit card data, That's the compliance standard that all the credit card industry would have anybody who takes a credit card comply with. And so since we take credit cards for payment, we're beholden to that. So there's regulations that go along with that. Unlike other regulations, like HIPAA is a law, so it's kind of vague in what you can do with it. It kind of relies more on Litigation to determine what's acceptable versus what's not to comply with the law. PCI is a little more specific. There's actually, you know, very specific things that we need to do to remain compliant, and that standard changes every few years. So we're in the middle of another change in cycles where they're updating the standard from version 3.2 to 4.0. That'll take effect over the next year and a half or so, so we need to kind of up our game to keep compliant with that so we can continue to take credit cards. Also, we've got cybersecurity training that we can do for our insurance that is also a good practice anyway that we're working on. And then replacing the police laptops. We've been using Panasonic Toughbooks for quite a while. They're a decent machine, but they actually start as kind of an old technology. new machines. So we're having sourcing issues getting batteries for those. They tend to kind of eat batteries right now, kind of a flaw with the device in my opinion. We can't get batteries for them, so we're, we're going to replace some of those a little bit premature from their life cycle, but it's a good replacement anyway. So we're, we're going to move to Lenovo laptops used by a lot of other police agencies and other municipalities, have a good track record, and the pricing is good.

So The vehicles.

The ones in the vehicle, yeah.

So we're—

we won't get through all of them this year, but probably by next year we'll have all the vehicles switched around.

So there's about 50 that change, so it takes a bit.

We've been working on the water AMI project, which that's the automated meter reading piece, and so there's the utility billing that goes along with that, so we can make sure we're billing. using the automated systems.

So our dev staff has been working on that.

We've got the treated water treatment plant that we still have network to be built on or rebuilt, but we had sourcing issues like everybody else has where network equipment is also for us down and it's been backlogged for as much as 15 months. So some of the treatment plants on order since nearly a year ago. So, same thing is true of the fire stations, we can rebuild those networks as well.

And again, we're waiting for equipment for that.

So, so they may or may not finish it before they finish out before the budget year is done, but it's because we can't get the equipment. Our focus for the coming year is going to be on I skipped 2 slides, I think. On security enhancements, security in IT, security is the forefront of everything right now. I mean, malware is, you know, it's rampant. You even have malware as a service now. You can, you know, people can go out and hire people to ransomware their own company if they want.

It's crazy.

So security needs to get ramped up everywhere, but the city. And so at the heart of that is us renewing the Arctic Wolf contract, so we have those eyes kind of monitoring that all the time for us. It's about $60,000 a year that we'll need to do that, and then we did last year as a pilot, so we're going to kind of solidify that as more of an ongoing contract. Because there's a lot of, a lot of projects in here to be done for network as well as more need to have people working on the core network full-time to keep us secure. We're looking for a network engineer position to augment the one position we have right now that is our network engineer.

Excuse me.

And then we've got our public interfaces right now to comply with the Industry best practices, as well as our insurance, you know, it won't tell us exactly what qualifies as what systems need to be multifactor authenticated, but we're assuming that because of the response that everything needs to be.

So we're—

in order to facilitate that, we need a means to do the multifactor authentication through, and so we're teaming up with Microsoft Azure for business-to-consumer authentication, which will facilitate that.

Multi-factor authentication flows.

And then we're gonna work on Bitwarden password management. Bitwarden is a password manager, and most people— I'd say the most common mistake people have is passwords that get reused or they're too weak. And so good password hygiene is to have a long, randomly generated, use-only-in-one-place type of password. And so it gets hard to remember those, so then people store them insecurely, and then that's comes a data breach later down the road. So we're going to move finance— IT's been on that already as a pilot— we're going to move finance to that as well as some of the managers or high-volume targets, so to speak, here of people who have passwords that we need to store and protect a little bit more. And then, as I mentioned before, PCI DSS is in a transition state, so there's more requirements we have to come up to standard with, and so that'll be an ongoing project. It'll take us more than just this year, so it's an ongoing project. And then we're going to focus on disaster recovery and risk mitigation. So that's the database mirroring I talked about to keep the warm, the warm copy of our data down at the data center. That's going to cost us about $12,000 a year for the extra licensing, for the hardware, to keep it under maintenance. Since we usually put our old server that we replace here down at the data center as our backup, and so we're going to extend maintenance on that. So it's a, it's a, that's a covered box in case there's problems with it, and then we have to license the software to, um, to use for the mirror. And then we store our backups down there on disk, and so the server we're using for that is, uh, kind of aged out and also too small. So we'll have to replace that with something larger and beefier, so we're going to replace that this year. The hypervisor cluster at the data center— so right now we don't have any real compute capacity at the data center, just backups themselves and then the database server. So we want to change that and have all of our servers here have been migrated over to virtual machines. So it used to be you have a whole server room full of of servers and each server did a different task. Now you have fewer bigger servers and those run, you know, multiple small servers as a virtual component. And so, you know, what used to be a couple hundred servers downstairs is now just 3. So we need some of those same compute resources down at the data center. So we'll be buying small, small clusters of servers to run down in Tonopah. And then we need to add some backups to our Google Workspace. So we moved to Google Workspace last year, I think, and Google is good in terms of sense of it's always available in the cloud, and they, they take care of making sure that's always available to us from day to day. But they don't protect our data in terms of if somebody maliciously deletes it, or if we accidentally delete something. We're not protected from that, so we need to back that up separately from what they provide to us. So that's going to take initial cost of either a server or cloud storage pool to put that data into, and then some software costs to license that. And then kind of as a summary of what those numbers were on the other page, so looking at 2 new employees, One for ArcGIS, which is—

first of 2 pages. I did that right?

No, you did. Good. So 2 new employees are the GIS administrator. So right now we have multiple departments that are reliant upon that map data, and everyone's always wanting new features and things added to that map. It's a very specific thing for municipalities, so we don't have really the in-house expertise to do some of the things that people want back. So to better service both our citizens as well as our city staff, we need to have a full-time administrator that can help to customize that to our needs. And then our network engineer will help with security and the network projects that are up in queue. And then the Azure VDC, again, that's for the WaterAMI project, the portal type stuff. And then operating system upgrades, we have servers that right now run an operating system that's one version old, and for PCI compliance as well as other security best practices in order to get security updates, you have to be within so, um, it's like so new of when the last release came out. So we need to constantly move to the newer version so we can stay in compliance with getting updates and be able to get the updates. So it's time to move to the next version of the OS right now. It's going to cost us about $30,000, and we're going to create a sink fund for that so we can have money for that going down the 3 or 4 years, we have to do it again.

And then the articles we talked about, as well as the backups, um, and then the hardware, and, uh, to make those things work. So that's all I have.

I do have a question.

Do we have a, um, like, computers sit on employees' desks?

Is there a rotation?

Is it a 3, 5?

What's the rotation? We're trying to do 4 to 5 max. And after I came on board, I saw that there were kind of a once-and-done kind of type of rotation for those that you put on a desk and they'd stay for their life cycle and then rotate out. And if somebody quit early, sometimes those machines might actually get retired when they were newer than something else that was already deployed. So I proposed to the executives some months ago to kind of water for those a little bit more than we've been doing, which means it might have been bought by Public Works or City Manager's Office, but you'd end up being deployed at Public Works for half of its life and City Manager's Office for half its life. What that does for us, it's a little bit more laborious because we have to move those machines around, but we have the staff and resources to do it. But it does extend the life and usefulness for the people who use them because the, the role that it's in on its first spot can be somewhere where it's needed to be, you know, newer, and then halfway through its cycle, you can go somewhere where it doesn't matter if you have a brand new machine, just a good machine. So we can get a little bit better use and life out of our machines, waterfall them for one step. So, so that's one of the ways we're going to rotate them through. So right now we're working through all of our machines that are, that are on the oldest edge of the spectrum, back to getting to about 4 years on our life cycle, and we're doing pretty good. We're I don't think anything out there is older than 5 that I'm aware of.

We're shooting for 4. So you're talking focus 2023-24 is security.

Yeah, a lot of it.

What keeps you up at night?

Everything. So, you know, coming from the background that I come from, you know, it's healthcare and bank card industry, right? So probably the 2 most strict, most scrutinized industries there are. So places I've been, security is like top focus all the time, and I've built those systems from the ground up and know what's involved. So coming here is a little bit of a shock.

I wouldn't say we're in horrible shape, but we're not best practice.

So, so there's a lot to be done, so that keeps me up because there's, there's much we can do to keep us more secure. There's only so much we can do with resources we have, right, between purchasing new equipment and then implementing new systems and retooling systems we have. It's a, it's a pretty big task, so, so REN's been good enough to give us—

recognize that and give us some resources there.

are kind of short supply this year. So I feel grateful that he sees the need as much as we see—

I see the need, and we'll focus on that.

So maybe one example of that is Carlos's proposal with the network engineer.

So as you know, we've got a lot of big capital projects that are going on, and what we found is that Previously, we kind of took for granted everything that needs to go into to build the network right from the beginning. And so, and to do that, it takes time, it takes the work. And then it saves us over time, we don't have to go back and correct or add to or change once the walls are up. For example, so, um, uh, so Carlo brought, for example, that idea. Well, let's be, let's be a little more preventative and proactive, and, and let's make sure that now moving forward on existing and future capital projects, we have someone that's helping us from the ground up make sure that we're protected in terms of our, in terms of the network infrastructure. That we have to— has a component of virtually every big capital project.

Yeah, I mean, even anymore, even lights are automated now, sprinklers are automated now, fire systems. I mean, every mechanical or system that's in part of buildings has a network component to it anymore, almost. So it's more and more required to be part of that initial project, both for funding it properly as well as also building some of the infrastructure. So you don't have to go through the remodel when you first move in. So, uh, so we're trying to do a better job with that so we can maximize our dollars and get the best product we can get.

So do you like the general structure of the network?

It sounds like from a work standpoint, I think we're on good footing as far as where we're headed. We just need to get there faster.

Get to what?

We just need to get there faster. Um, you know, we're trying, we're trying to deal with Me, you know, what I would deem, and Steve Cannon, who's my assistant, we have a pretty good vision as to where we need to be to keep us, you know, best practice and the best of our game. But, you know, it takes time, money, and resources to do it. So, so we're picking the highest value targets in terms of what's our biggest risk and what's our best reward, and starting there and just moving through the list. So I feel like we will be ahead of the game. as much as we need to, but if we had— if we had somebody target us, you know, a rogue nation, you know, want to target us specifically as a municipality with the resources that they have, we'd be— so we want to make sure that, A, we stay off that radar, and that we're ahead of it enough that if we take a hit, that the impact is less. So So that's why we're focusing on things like backups and redundancy first. So if we take a hit somewhere, it's not a, it's not a massive hit, you know, it won't be catastrophic in terms of financial impact or business impact. So we're trying to focus on those higher-value targets first.

You talked earlier about public access firewall. Yeah.

And thank you for that.

because that's something that I would have thought about. But yeah, anytime somebody accesses the network, you, you're exposed to whatever they've got, right? Yeah.

So would that be set up as a completely separate network from— so we got 2 networks, right?

I mean, so the nice thing about the IT space is that you can, you can virtualize what used to be— we used to have to be physical before. So it won't mean we have to have duplicate network infrastructure per se, but we need to have duplicate services. And so if we break out those services, it'll look to a— it'll look and perform for the guest as it would if it was, you know, somewhere completely foreign to us, meaning if it came from Russia, if it came from, you know, the person next to you that's plugged into a different port, it'll look to us the same, but it'll be on the same infrastructure we have installed. So, so they're wanting us to build a lot of dollars into that'll be expended there other than on the firewall side, since that's kind of a core service. So, and where that's the first line of defense, it's kind of better to keep those, keep those walls separate.

I mean, if I can summarize and emphasize, in part in answer to the question, Carl's been trying to first help us find out what can we do within our existing resources. One example of that is some of you may have interacted with Jake Gold. He was our help desk supervisor. He may have helped you, you know, get a cell phone going or get a laptop fixed or something. And we saw that he had capacity. So I guess Carlo did start to transition into helping with our network. Again, in part, I think, to show We're doing the best we can with the resources we can. We're taking advantage of the capacity we have with our existing employee resources as well. And as you see, you know, in part focusing and emphasizing, prioritizing this, we've gotten a bunch done within existing resources. And now— and, and that's proven the need for it. So let's, uh, propose then for your consideration some additional additional resources in this regard so that we can get further along. Right. Thanks for having me here. Okay, thank you. Yeah, why don't we go ahead and take a lunch break or dinner break? Uh, just for like 10 minutes, and then we'll come back and we'll have you do your presentation.

Sounds good.

Do you want to have a prayer on it, Mayor? Yes, please.

Sure.

Our Father in heaven, we're grateful for this food that's been provided and for the comfortable surroundings we find ourselves in, for the ceremony we were able to participate in earlier this day for a new city center. We're grateful for all these blessings in our life. We're mindful of those who are in war-torn parts of this world or in hurricane or tornado destroyed areas. May they be blessed. May we continue to show enough wisdom and avoid those things so that when they do come, we'll be better prepared. We pray in Jesus' name. Amen. Amen.

I would have loved that. They weren't bad.

They were pretty good little ballers. Let's go ahead and start it, everybody. Okay, we've got a lot of voices. We're gonna go ahead and start.

So, Brandon, if you'd like to—

Okay, take it again. So sorry, too much MSG.

Man, it tastes way too good to be on any diet.

So now that we've blown your brains away with our fleet and IT items, which I don't know about you, especially IT, I know the importance of it, but man, the stuff that they talk about is just overwhelming. So hopefully that we just take that as what it is. But there's a lot of stuff that needs to be done and a lot of stuff that we need to focus on in that area. And then obviously fleet, just the realization that that's one of our single annual biggest capital items is the replacement of our fleet, that how much we rely on vehicles and equipment and large-dollar equipment, as you saw, within our organization. We want to focus now on just some of the other elements that make up the operations of the city in various other— that are not IT or potential or fleet related. Just to give you an idea, I put up here just a brief process that we go through as far as expansion, what we refer to as expansion requests, which are dollars over and above what we have now that we're— departments are asking for to fund new things that they've indicated they have a need for. And the process generally is that they submit those requests, those are reviewed by a subcommittee, and then evaluated and determined whether or not those are things that we feel like we should move forward with bringing forward to you. discussion items so that you still have an ability then to say, look at those and ask questions and go down that road of identifying those. So within our general fund, want to first focus on the left-hand corner. We'll kind of go down the left side and then over to the right. Our fire department uniform costs in relation to turnouts Those, just like almost everything else, the cost of those turnouts has significantly risen. And obviously we want our fire folks to have the equipment that they need to be able to perform the duties that they have. So the second item on there, fire prevention, would like to expand throughout the community. They, they've been funding a lot of the little things that they're involved in. Just out of, you know, wherever they can find it, for one thing. And then number 2, they want to expand the scope of what they do in helping people, particularly commercial establishments, but even citizens within their homes, identifying things that are— can stop a fire from occurring in the first place. Now, with that said, We are investing in reworking our fire prevention, fire inspection program. And as that program evolves and we have the income coming from that modified inspection program, that's when these programs related to this fire prevention kick in. So it's not a, hey, we're going to go spend all the money first and then try to make the fire inspection program work. It's gonna be the other way around. Just to give you a heads up in relation to that particular thing. And what Chief Sanderson indicated is this expansion would allow proper funding of a Citizens Academy, an Explorer Program. At-risk community reduction. So there's a piece of this that also applies to hopefully lowering the city's EMOD rating, which in turn supposedly, it's my understanding, would lower everybody's homeowners insurance, the cost of your homeowners insurance, because the city has a lower EMOD rating in relation to— and we get that in many cases because of a good fire prevention program. Oh, it's the ISO rating. Okay, eMod must be just us.

Yes. Whatever it's called is good. Yes.

Development Services, they have been in the past receiving codebooks, if I remember correctly, in paper form. That is going away, and we've been able to share those paper forms kind of throughout the organization. Because they are no longer issuing those in that format, we're kind of being forced into using software to be able to get those. And obviously we need to have multiple individuals with access to that— those codes. I don't know if Ryan has any more he wants to elaborate on with that.

Yeah, and our building inspection program also impacts the ISO rating that Brandon just alluded to. And so our building inspectors making sure they're up to code, up to their knowledge of the code, so they can pass all these different certifications and exams that they need, helps us keep that ISO rating. And so these codebooks are not only important for that, but for day-to-day operations when they're out on the job and they run into a code issue with the contractor, they can pull it right up on their iPad and answer that question immediately.

Thanks.

Yeah, it's all gone. It's basically subscription-based. So is it every year then? Yeah, and it's, it's kind of a market. There's one source you can go to, right? So you have to play by their rules or not at all.

Within our public works area, all 3 of the items there are related to Hillcrest and Heritage Park. Obviously, there's going to be additional maintenance required when those come online related to having a technician and particularly a crew leader there, as well as equipment related to those individuals. You will notice there's not a vehicle there. My understanding is we have a vehicle already identified that we can use from our—

I'll call it surplus. That's not what they refer to it as, but from our fleet of vehicles that they can use in that regard.

That won't be permanent in nature, of course, but we can at least start with that. Our police department, we receive what's called an ICAT grant, which has to do with—

I remember, is that the children one?

Yeah, Internet Crime Against Children.

Well, we've received— so that grant has been significantly reduced. We have a lot of software items related to that work that we would like to continue doing despite not having as much grant funding. So this top item there is related to that software maintenance item. Covering those programs related to the ICAT-related work. The forensic nursing, currently there's a related to whether it's a DUI or a drug item when an officer pulls someone over, and we want to be able to administer a blood draw, if I remember correctly.

And Mike, you mentioned—

can you elaborate?

Yeah, so it's, you know, it's basically situations where We have trained phlebotomists at the police department, but there can be situations where, you know, either our phlebotomist can't get a blood draw or situations where, you know, we need, you know, someone's conscious in an ambulance, we need somebody that's, you know, that's trained that can, you know, come, come in, draw the blood. What's great about them, they also go and then they testify in court for you, so There's a lot of advantages to using the forensic nurses.

And then, um, but yeah, and then those that are scared of needles, stay away.

We had a long discussion about that. Is every officer okay with that? There's a reason I'm not an officer. They asked me to do that, I'd say no way, Jose.

Is the nurse on call, or how do you get this person?

Yeah, forensic nursing is—

it's—

that is its own company that we contract with. And then that's, you know, the money that we're slating for that, that's obviously just the ballpark figure that we're estimating that we would use.

Could be a little bit less, could be a little bit more, that we would need to move some money around.

But yeah, that's based off of our years past, that's kind of what we're thinking that we'll need in the expansion.

So is it a—

that's just what you expect the cost per service Cost per call?

Um, yes, that would be total.

So yeah, for like a one-time, I believe it's like $400.

So I guess I mean, so $11,000 is that one year we have 10 calls, another year we have 20, do we pay per call or do we have a $11,000 contract?

No, that's not a contract where we play— we pay per call.

Okay. I mean, I just really never really picture cats the first time in the hospital. Yeah, yeah.

So that's why it's, you know, we again, we do have trained phlebotomists as officers, um, and we're going to use those when we can. Um, but obviously there's going to be situations where we need a forensic nurse or we just don't have a certified phlebotomist on that ship.

The—

there's also expansion of the drone program, which is a kind of a safety concern for our police, sort of being able to, in certain situations, being able to send a drone into a situation where, you know, normally you might have to send an officer into a dangerous situation. So we can develop some drone capabilities for them. And the license plate reader program, I was just talking to Mike about this, so I'm gonna have to have him explain. This is a pilot program, so—

So we would be the first one in Utah to implement this through Flock Safety, but other states and other agencies are having huge success with the program. Basically what it is, is a company that we work through, they would come and install strategically throughout the city these cameras. These cameras have They are tied into the state database and they read license plates. So perfect example, crime, bank robbery just gets committed, suspect vehicle leaves, we can pull up our cameras in real time, get a license plate, and then follow up with that case. The biggest thing is then we're getting in less pursuits, we're getting in less situations where officer safety, we can get suspect information. real-time follow-up with these cases. And I really believe that— I didn't do the background on this or the research, but all the data suggests that our citizens are going to hugely benefit from this technology.

Is this wireless or is it hardwired?

It's wireless.

Where do they put them?

So they did a couple demo ones for us.

A lot of them go on like streetlights or poles, you know, strategic power poles throughout the—

Do we have the infrastructure to power it now?

It's a great question.

I believe they have a 30-day battery, the ones that are battery hardwired in, and then part of this bid is they come out and they charge them for us. They do all the maintenance and everything on We're not responsible for, oh, we got a camera down, we got to go fix it.

It's all part of that contract. Are they more for like emergencies like you're just describing? Are they also just for like finding cars that have expired licenses?

No, no, we're not going to use it for that. These are going to be for your— we're not going to— the plan is not to use this for anything traffic-related.

It's going to be for serious crimes against people.

It's just to give you more information whenever that happens.

Yep, just cameras.

Yep, live cameras, but something— but also with the license plates where we can, you know, track these suspects down quicker, um, and have—

and actually maybe even have a suspect where otherwise we wouldn't. Did you say there's no— there aren't any other municipalities in Utah that have this now?

We would be— this is pretty new technology, um, I believe Salt Lake City is a little bit behind us.

They might be implementing it this year as well, but we would be the first city in Utah.

Do you have a sample city that you've heard from?

Um, again, I didn't do the, the legwork on it, um, and makeup, but, um, I believe Captain Mallinson did. I can, I can get the information and report back to you on, on what he found, but I know there's several successful ones.

Success stories throughout the country where they've solved rape cases, homicides, using this system.

The city of Mesa, Arizona is one who recently implemented this, one of these programs.

They use it for these calls that come in that are high crime, and they can track through the different cameras the direction the criminal is heading so that they can mitigate that before it escalates.

In our other category, we have a desire to bring this LinkedIn Learning program. Currently, there's a leadership program that we have with books, but we've, we've Want to expand that to offering it to public as well. And these are high-level training courses through our library system that not only would the public be able to use, but city staff would be able to use those as well to be able to advance various types of training. So it's an online tutorial type setup. And then there's been a desire to have, let's say, contracted music or, you know, of that nature, concerts during our farmers market time periods. So there's a component to dollars related to adding that to, to try that out and see how that goes.

I can comment on that. I think the Arts Council wanted to see if you get a little more Since you already have people there coming, seeing if they would have a built-in audience for that.

So yeah, we're excited about that prospect.

Within our facilities fund, we are— especially with a new building coming online, they would like to get some software so that they can plug in all of the things that require maintenance within a facility, and then be able to track those. As you saw with our fleet and all the tracking that Thane does with all of our vehicles, it would be somewhat similar to that, where we are tracking all of those components within the city so that we know— within a structure— so we know when things are kind of getting towards their end of life or potentially are having problems. Then all of that data from, hey, we had to do this repair at this time, you know, you can start to see that something maybe is starting to fail because of the amount of time being spent on, say, repairing or maintaining something. And so it's a way to be able to track those items, not only from just even knowing about them, but number 2, to even be able to be ahead of the game in maintaining them.

If I could add an example, Brandon, with the children's wing of the library or the storytelling part, We had some roof leaks this year, and we've had so much turnover in facilities in past history, even including myself. I've only been in the department for 4 years, 4 and a half years. We didn't know that that roof had been replaced about 8 years ago, and it was still under warranty. With this software, we input everything we do. A roof gets done, we put it in there. We have all the maintenance, we have warranty information, we pull that up. Luckily we were able to find an agreement on that roof and we contacted the firm that put it in and they came out and repaired it for free. We thought we needed to replace it because we didn't know it had to be replaced. So this is getting us kind of up to speed.

Pretty cheap to get that kind of—

pay that, right?

Yeah, yeah, about that.

One couple urinals right there, you know, and that's a good price on that.

We just purchased some of that right over Then the recreation fund, a lot of their equipment, we don't necessarily feel comfortable with staff fixing that equipment. And so we would have a contract basis with a company who, you know, has professionals that know that equipment. So that when those things come up for repair, we can contract or call them, and they can come out and get that equipment back in operation as quick as possible. And so, you know, that's kind of in place of necessarily having to hire someone who has some expertise and relying entirely upon that one person to be able to do that, because we know in a lot of cases that that creates delays just because there's maybe a backlog.

Or something like that.

Then IT fund, I've listed that obviously. Carlo went over that pretty extensively. So we just reiterate the items, the total cost, if you will, of the items that he discussed. And then just those— so those were all the things looking forward to fiscal '24. We just want to also identify some of the items that that were brought forward as expansions that we said, you know what, can we find a way to fund those items now within the current fiscal year? And here are some of those items. We had obviously some long discussions about entrance signs.

We found—

put some money forward to be able to take care of those current fiscal year. With the zero-pollute bathrooms, redoing the floors there. So they're not so slippery, that they're in better condition. We want to take care of that now, obviously, before Sarah opens for the summer. And then there's been lots of discussion, obviously, about a revitalization plan for State Street, and setting aside some funds to be able to get that process going. And then Obviously, the new city center, there's going to be some items in relation to duplicating, or in some cases being able to make the move for the equipment, IT equipment that it will take to actually move from this building to the new building. And so there's some cost in relation to that. And then we also have, obviously, some of our programmers are getting, as they might say, long in the tooth. So we are trying to identify and find some apprentices, some people who come in and kind of get in there and get their feet wet and learning some of those pieces. So maybe we can use them within our IT area in the future.

Question on the signs. Yeah, so there's 4 or 5 spots in the city that needs signs. So before, if I remember, it was like $25,000 Pop for the stone nice sign like we have, like we have coming off the freeway? It's anywhere from $15,000 to $25,000. We're currently working on the University Parkway one coming up from Provo. It depends on how much site prep we need, and Public Works has been kind enough to help us with some of those cost savings. I think the one on 8th North— maybe you know this answer, Peter— Pete, what was the cost of that sign underneath North?

Do you recall?

I don't recall.

Was it under $10,000? It's not concrete, it's a, it's a high-density polyethylene, so it's, it's, it's not as an expensive product as you might think.

It looks nice.

I think it looks very nice. You can take a bat to it and it wouldn't even leave a mark.

I mean, it's, it's, it's that nice. And that's what we're replicating on So it could be $15,000 maybe. Okay, so that gives us $45,000. Plus we have some funding already that we're using.

So that's basically all of the items that we're planning on bringing forth as part of the tentative budget for fiscal '24. Any questions about any of those items?

Cool. So, Brenner, are you Are you going into sales tax?

I was going to just show you it really quick. Okay, you can obviously always reference—

there was a—

Councilman Murray brought up in our last meeting when I brought forth our revenue, and I thought it would be helpful to kind of show you a progression of how I came to the number that I put in our revenue budget next year. In essence, trying to hopefully show you how really, really conservative that number is, so that it hopefully allays any concerns as to the economy does this, economy does that, then what that might mean. So I can show you that real quick, or obviously we will be sending you those presentations, and I can just send you those presentations. And if you have Questions about that?

We've got time.

Let's, let's go through that.

I think we've got that. And then, Dave Spencer, were you doing— I can, or I can do it next, whatever. Well, let's see how long this goes, and then if we need to, we'll pop it. It's a pretty long-winded—

I know.

Okay. Okay, so real quick.

Sales tax, local, our local 1% component, this is part of the general fund. Currently, the July top one, July through January, you can see where we were at this, that same point in fiscal '22. You can see where we are currently. That relates, it's a 6.5% increase so far year to date. Then the second row is— this is where we finished fiscal year '22 at $31.7 million. If I estimate the actual to be $33 million, which ends up being a 4% increase, and you can see right below it what I estimated for the remainder, the remaining 5 months of this current fiscal year, which is next to zero. rate, which means we will receive— basically receive the same amount for those 5 months that we did in fiscal '22. That's how we would drop to 4%. That's pretty high. I'll be honest, that's pretty highly unlikely, but that's very conservative, as you can tell. If I then take that $33 million and the very bottom line, and that becomes my actual For fiscal '23, I budgeted and I put in our budget $33.5 million. That equates to a 1.4% increase. So there are multiple areas within that that are conservative in nature. And so are there— the other 3 follow the same format. So are there questions about that logic, if you will, or that?

No.

Translation of how I came to that number.

But will full-blown recession happen?

And let's say 10 to 20% of families' income were just taken away in inflation or whatever.

You—

I don't think the cost of this is going to go up, but they may not be buying high-ticket items.

I guess that's my question.

If we were to go to a recessionary— this does not foolproof us against recession. Obviously it's conservative, so there's room to move. But if it was as bad as the 2008 recession, it would still require us to make some adjustments.

Okay. Right.

If it's a break-even, no, you know, we don't do any better, there's— we've accommodated for that, right? So hopefully when we talk about a recession, it's No worse than— we just didn't do any better than the year before. You know, I'll just kind of— care tax is the other one. You can see again, we're at a 5.7% increase so far year to date, anticipating— we're starting at a lower level, of course, so anticipating year end, if we finish 3.1% ahead, and where I would anticipate a budget of $3.3 million. which would be a 1.5% increase over that prior year estimate. And then the last sales tax related item is our transportation sales tax fund. Same concept. Here's where we are year to date, 6.2% increase. If I were to drop that to a 4% increase, you can see that would equate to $2.97 million. Take the $2.97 million as our new base. for our budget, $3,025,000 equates to a 1.6% increase. So again, all 3 following that kind of that same logic, all 3 super conservative in nature, which allows us that flexibility. Obviously, if we were to exceed that, those transfers that we— I come to you with every June, that's a lot of the time where those transfers are coming from is because we are so conservative, and we had a good year, right? A better year than 1.6% or 1.4%, right? So that's the nature of how I get to that. I just wanted to make sure I shared that with you in a more visual, you know, linear format where you can follow that through how I got there.

So in '08, did our sales tax go down significantly?

Well, '08, strangely enough, fiscal year '09 which spanned, you know, started because it was in August, September when that occurred, right?

Yeah.

So it was fiscal '09, it drastically went down. '10 was even worse. As people really hunkered down.

There's 2 things, we weren't growing as fast in '08, '09, and '10. So the population increased not just in Orem, but in the central, in the area, because we're the central shopping area. So it's a population increase as well that can offset the perhaps per capita spending. Sure. Yeah, I don't know how much this ties to population increase, and maybe you haven't done that. I don't do that.

But, but a fair bit of it because of population increase in the community.

Sure. And inflationary— inflationary factors, population increase factors. However, that's somewhat offset by, you know, Traverse Mountain. You know, other shopping opportunities, which bleed away some of that as well, where in 2008, we didn't maybe have that, right?

We were the shopping area.

So what's drastically—

how much? It was down $3 or $4 million, wasn't it?

Yeah, it was like $16 to $12 or something like that.

Yeah, it was in the 15% neighborhood.

15%. It's not the end of the world.

To be honest with you, that was coupled with our— if you'll remember Utopia, they began drawing on the pledge that same time period. So not only did we get a huge decrease in the sales taxes we received, we also had to backstop Utopia pledge with sales tax dollars. So it was like a double the land use, right? That's where it really hurt, right? We could probably be fine going through just taking the sales tax decrease on its own. But when you couple that with, hey, we need $1.5 million from you to cover Utopia debt, that's like— Oh, absolutely.

So, so with this, you're at $6.2 million, which is your— I mean, that's an actual Right. Yeah. So then you're moving to your projection, which you're saying, you know, it's 4%. So you're coming down like 35% or something.

Yeah.

And then you're coming down extremely on that bottom one, 1.4%. So on a year-to-year basis, it's extremely conservative, right? So that's why you're saying a lot of times you wind up having extra money because you're going so conservative, right? So this wouldn't necessarily protect you from an OA But it will protect you from just normal ebbs and flows along the way, right?

Well said. Which is what we don't want, right? We don't want to catch ourselves in a situation where with a relatively, you know, if we had a decent recession, not big but just a small— I don't even want to use the word recession, but dip, you know, downturn is a better way to say it. That wouldn't be an issue. That downturn wouldn't cause us any problems. That doesn't mean we still might not tighten our belts, right? But it allows us flexibility, right?

Right. Well, in '08, I mean, Brent and I were talking about this yesterday, but I mean, '08 wasn't your typical bear market. '08 was a financial collapse. And so that was one of the worst forever, you know. And so if you went down 15% through that and then you doubled in, which Utopia hitting you. Yeah, I mean, it looks like we're in pretty good shape. And even when you do go through an '08 or 2000, it's usually a 2 or 3 year event. And so you just got to get through that before you can turn the corner.

To that point, we rely on those fund reserves that we always refer to. That's where those fund reserves come into play, which is what happened in '08. That's what got us through 2009 to 2012, '13-ish. That 2 or 3 year period was our reserves being used to cover that.

All right, yeah, that's, that's really helpful.

Okay, thank you. That's all I have.

All right, thank you, Brendan. Say, Dave Spencer, do you want to talk this week or next week or next time? Um, I can talk next time.

Okay.

All right, you only gave me a minute.

That's wrong.

No, that's right.

Un-American.

That's not America.

It's 2 minutes.

I gotta hit the restroom.

Mayor, just one thing.

Just so happened we weren't able to get the employees that we were hoping to recognize tonight who got some Parks and Recreation awards. And so we're going to request to forward that to our next meeting. So that's item 6.2. We have to announce we're skipping out. It's on the register.

Okay, do you need a motion then?

Yeah, to move to defer it.

What do you call it?

Don't we need a motion?

Continue, not defer. Um, let's see, let's just go through this real quick. Our Warrior Application Pledge. So we are going to have Nazareth NASA Tech Prize presentation from Parkside tonight, right?

Yeah, I contacted them this morning.

They're planning on being here. I think some of them are already here. Okay. And are you— it's got presenter pre-booked, but are you gonna like introduce them?

I'm gonna introduce them and kind of shepherd them around.

They'll probably introduce themselves a little bit, and then the teacher will probably say a few words, but should be pretty quick.

All right, so we'll let you record and get that.

Item 9.1, a public hearing. That's that care center we were talking about last time. And then we've got another public hearing, major zoning map. I think you guys have been talking about that. We've got a resolution, uh, committing city council meeting policies and procedures. Steve, can you just tell real quick what you're doing with that as well as the procedure? Uh, yeah, mostly kind of housekeeping amendments, relative— mostly relatively minor, clarifying some points. Um, if you have any questions, obviously feel free to bring them up, but I don't think there's anything really too major, just kind of clean up. Okay, and then we'll adjourn to a closed session after that, and, uh, we're hoping to go fairly quick because we want to see the UGame at 7:30.

Test, test, test, test.

Test, test, test. Test, test. No, we need to make it official.

We have the domains.

We just need you guys to like—

Well, just—

I just wanted them to— as far as the name goes. We'll get to it.

Awesome.

We'd like to call this meeting to order.

And welcome you to the Orem City Council meeting. We'll start out with an invocation by Tess Jones, and then a Pledge of Allegiance by Carson Hardy. Tess, if you'd like to come up. She was—

Okay.

Okay.

Okay.

Father in heaven, we are grateful for the opportunity we have to come here tonight to be part of the activities for the city government. We are grateful for the men and women who are on our city council and who work with them and who do so much to help our city. We ask thee to guide them and protect them and help them to make decisions that will be beneficial for our city and for our residents. Father, we're grateful for all that we have and for all of our blessings, and we say these things in the name of Jesus Christ. Amen.

And then, Carson, if you do the pledge, please rise.

Please join me in the Pledge of Allegiance. 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.

Now we have a presentation from Parkside Elementary.

Hello, Mayor and Council. We get thousands of emails here at the city, but when you get one from NASA, you pay a little bit closer attention. So a few months ago, we received an email from NASA saying that of all the schools in Utah, there was only one school right here in Orem, Parkside Elementary, that won the National NASA TechRise Student Challenge. And this is something that NASA's put together to promote engineering STEM-related careers and hopefully get some interest in that field.

So they—

this group here, under the leadership of their teacher, Rachel Grindstaff, they were one of 60 in the whole nation that won this challenge. And we've invited them here to honor them and recognize their achievement and tell you a little bit about what they've done and then hopefully get a picture with you. And we also have some little OREM astronauts to present them with as well. So you guys want to come up and talk about your project?

Just go ahead and introduce yourself and then tell us about your project.

My name is Thurlow Brown. Our project measures how pollution in the air affects solar panels. And we'll be having a solar panel attached to a box. If Tanner, you want to show that. It'll be called our payload. We'll have it on a flight in, I think, Arkansas?

In Arizona.

In Arizona. It'll be a 4-hour flight, an hour, an hour up, I think 4 hours there, and then an hour down. This is a crude mock-up. We have our solar panel, a thermal camera, um, and some wiring inside. I'm in charge of wiring and soldering.

If you guys want to say what you're in charge of again and introduce yourself.

I'm Drake Mayo and I'm in charge of coding.

Coding.

Programming.

Programming. Coding. Coding.

Programming.

I am Tanner Hawks and I've been in charge of drawing our model and like basically designing it and deciding where all the things will go inside of it.

Our third or fourth member, Liam O'Neill, is with Tanner. He's usually the one that does all the talking, but, but he's with Tanner. He also just Helps around with everything else. They're making another one of the boxes like these. Originally, Tanner made this one by himself. It has all the same proportions of our payload box. And the reason we chose this project is because it could— it won't just help with science, it could help with everyday life. For example, if you've ever been going down the road and saw solar panels on the house of a neighbor or a friend, this could help with that. And it could also help with how we see everything. Pollution is one of the biggest problems on our Earth. In the sky with CO2 and rising greenhouse gases. In the ocean, there's a couple-mile-long island made of trash. And just down here on land, we want to help with the pollution in this— in the sky, which is the greenhouse gases and CO2. We have something that measures it. And in here we wire everything together. We also, we also have a camera to record what we find, as well as a thermal camera on the outside. We can attach a USB into it to record. And a microSD into it to record and then attach that to a USB, which we will— we can attach to a computer to see our recordings.

Yeah.

Who's your female classmate with you today?

Our teacher, Rachel Grindstaff. Without her, we'd be totally lost. lost. And we wouldn't, we wouldn't even know about this without her.

So what is the class that you're doing this in?

This is—

so I'm, I'm the STEAM and computer teacher at Parkside Elementary. And we're running this as an after-school club right now. So yeah, we've been learning a lot about wiring and how to run the code. We're using CircuitPython to code and program everything to record the measurements that we want to take when we launch the experiment. So it'll launch this summer. Um, we haven't been given a timeline yet because it depends on the weather, but, um, it'll be launching out of Arizona in a big, uh, weather balloon up into the stratosphere. So we're pretty excited about it.

And so you, you put this together. Is this an annual competition that NASA—

It is an annual competition. This is the second year that they've done it. Um, first time I had heard about it, and I had posted it in our 6th grade, uh, Google Classroom online and said, hey, if any 6th graders are interested in doing this project, we could meet together and discuss some ideas that you have and put it together into a proposal. And so that's what we did.

And so then 60 groups submitted to NASA, and then you guys got chosen?

Um, it was— they told us hundreds. We don't know the exact number, but out of the hundreds of groups that were submitted, uh, one of ours is one of 6 that will be launched this summer.

Yes.

Okay.

Yeah.

What?

And one— yes, they want to point out we are one of 2 6th grade groups. 6th grade is the lowest they will go with any project like this. So it has been quite intense. I will say that much.

And do you have a theory what your project will show, or are you just setting it up and going to see what it says?

Definitely. We know that the pollution will affect our solar panel collection or the quality that we can collect, or the quality of the light that we could collect the power. We want to see what the correlation is between the two. So until we get the data back, we won't really be able to analyze that. But yeah.

Cool. Any questions from council?

I would just say keep it up.

And I hope to be— if you want to be an astronaut or a scientist, do it. Yeah, they have great ideas. And so without them, this wouldn't have happened at all. So, awesome.

Congratulations for getting selected, and we're excited to see how you do.

Thank you.

And can I just say, hats off to the, the teachers there at Parkside. That's a lot of extra work to, to bring this opportunity to these kids. So thank you for doing that. We know there's good things going on there at that school. So thanks so much.

How do you want us, Peter? Just where we're at?

Okay. NASA.

Thank you.

Okay, next on the agenda we've got an item 6.2 that we're going to continue. Would somebody like to make a motion to continue that?

May I make a motion that we continue the URPA award recognition for Gina Bertelsen? Senior Center Supervisor, and Jason Cordner, our Public Works Field Supervisor.

Second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Thank you.

Right, next on the agenda, we've got personal appearances. And I'm not going to read through the explanations tonight because we just have one person, uh, Louis Barton. And Louis, if you'd like to come up. And Louis, I'm not sure if you've been here before or not, but essentially you have 3 minutes to get your message to us.

Thank you. So our housing market is in a crisis. The low number of new homes built over the last 14 years which is less than the 50-year average, has led to extremely low inventory coupled with high buyer demand, high cost of labor and materials, high interest rates, and high inflation has created a serious and very real housing crisis. The Fair Housing Finance Agency recently reported that over the last 32 years, the average home in the U.S. is 298% higher than it was 32 years ago. However, Utah topped the nation in appreciation for the last 32 years at 598%. Utah's appreciation was nearly double the rest of the U.S. Last month, February 2023, Utah's median single-family home sales price was $524,500. The cost of homes has risen so dramatically these last few years That young adults are unable to purchase a home or find nice homes to rent in our community. To combat the lack of affordable housing, Utah House Bill 82 prohibits cities from enforcing rules against accessory apartments in residential neighborhoods, and I agree with this change because it makes it possible for families who can't afford a mortgage on their own to rent out a portion of their home like an accessory apartment. I don't believe that it is effective or smart to have a blanket rule that affects all properties within the city without first considering the details of the home, like the neighborhood, the lot size, the size of the home, bedrooms, bathrooms, and sufficient off-street parking. Some homes and neighborhoods simply cannot accommodate 2 families in one home. On the flip side, Contingent on an individual site inspection, is smart to allow homes that meet the requirements and have the ability of an apartment to provide additional desperately needed housing. I believe the rule of no more than 3 singles in a home is outdated and is perpetuating the housing crisis. The rule should be amended if there are standards in place to make certain the home is safe. sufficient in size and has adequate off-street parking, owners should be able to rent their homes to more than 3 individuals regardless of their familial status. This is one way that Orem City can create solutions for a housing crisis. On this topic, I'd like to request a meeting with the City Council to further discuss solutions to this very real housing crisis. So that's what I'm hoping to do. Is just to set up a time where we can talk further and I can understand your feelings about this topic and answer questions and give you data that support. In fact, I sent an email to each of you with data for review.

Okay, thank you. If, if you'd like to follow that through with One of our— yeah, it would be Development Services.

Yeah, Jason, would you mind getting contact information?

Thank you.

We have, we have his contact information.

Thanks.

Yeah, these would be the gentlemen from Development Services, and so that's who you would meet with and talk with to further discuss. Okay, moving on to our agenda on item 8, 8.1, consent items. All we have on our consent agenda is an approval of the meeting minutes from January 10th to January 24th. Someone like to—

I approve the The meeting minutes of January 10, 2023, and January 24, 2023.

Second.

Okay, Terry.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Consent items are approved, or item. Okay, moving on to item 9, 9.1. We have a public hearing amending Appendix A of the Orem City Code by enacting Standard Land Use Code 6266, Pediatric Palliative Care Facility, and enacting 22-6-9N, Pediatric Palliative Care Facility, in Chapter 22 of the Orem City Code. Jason, would you like to tell us about that?

Thank you, Mayor, members of the council. We've started my presentation. So we talked with you a couple weeks ago about this item. This is a request from the applicant, Rebecca Oakley, to go into an existing facility. We're not seeing anything. Do you have this up?

There we go.

There we go.

Thank you.

Go into an existing facility for the treatment for the help of palliative pediatric, pediatric palliative care. And I'll let Rebecca explain what that is. But what she's wanting to do, and what we've developed some standards to allow her to do, is to go into an existing facility. So this would allow conditional use in an R-7.5 zone only, and the facility would have to be an existing facility that has already been previously approved for Some type of— We get to the residential healthcare facility or healthcare facility for the treating of elderly folks that's already had a conditional use. It's already been approved, it's in the neighborhood, it's already been operated. For some reason, gone out of business. In this case, this one has gone out of business. It's been vacant for several years, I recall. And so this— these are the standards that have been set up to To allow Miss Oakley to come in and operate her business for the treatment of these pediatric patients. And what it entails, and you may already be aware, but it allows the children to come in, the parents to come in and learn how to deal with or treat if they have a different type of apparatus or different things, to learn how to use it, to learn how to help their child be able to spend a couple days if needed together. And then have a respite period too that the parents can drop off the children, and there'll be a physical or a place that they have the ability to treat the children once they're, you know, on vacation or whatever and come back and get them. So the standards are set up— parking occupancy, all that kind of stuff— or within the standards. It is a conditional use so that it will come back to the council for actual approval of the conditional use at a later date. But these are the standards that we've proposed, and the Planning Commission did make a recommendation for approval. It was unanimous at a neighborhood meeting. I think only one member of the community, the Planning Commission member Mike Carpenter, was in attendance. If you look at the surrounding— in this particular facility, it's surrounded on the street of 5th North with fourplexes and different things, so that the facility itself fits in the neighborhood. So I don't I don't think there's going to be any issue with that. We do have several other facilities like this in our 7-5 zone, so this just allows the ability for an adaptive reuse in the event that something similar like this would want to come in. So be glad to address any questions. Otherwise, I'll turn it to the applicant. She can address maybe what her proposal is.

Debbie.

Um, and this is probably for— is it Rebecca? How many of these pediatric How many pediatric clients can you handle at one point? Is there like a set amount or a maximum?

Sure.

So I'm Becky Oakley. I have founded and am executive director of Braid's Place, and we are a home and community-based pediatric palliative care organization. So we have been serving our patients with palliative care, which is a supportive layer of medical care for kids living with lifelong illness. Um, it's on top of all your other doctors to help you pull it all together and to really meet those unique needs. And then also supportive care for their parents and their siblings, because life is different when you have someone who needs 24/7 care. So we've been operating in the home, and now this facility would let us have a community base. There's 16 patient rooms. It was previously zoned for 28 beds. And the way that staff wrote the zoning language, it would stay with that original zoning. So for the overnight stays, which would be short-term and not like intended to be long-term living there, but just short-term stays, it would be 28 beds.

Thank you.

And you said that you'd done other types of care facilities like this. Can you describe what other types of things you've done and how this compares to what you've done?

Sure. So we have been offering palliative care in the home. So we go to their home. They typically have quite a lot of equipment, quite a lot of needs. Traveling to the doctor's office is burdensome for them, exposes them to germs. So we've operated a home-based palliative care program since 2017. We have not operated a facility like this. There are actually 4 in the country, and so it's going to be quite the unique opportunity for Orem to have one. There's not another in the state. There are some that are similar, but it'll be a nice balance of multi-use. So, we'll continue our home-based services, but this will allow us to expand into community overnight services.

And then, and then your patients will stay here overnight and live here for for, for a long time kind of thing?

Not a long time. But yes, that's the intent is that kids sometimes need to stay somewhere else for a couple of reasons. One might be that their medical needs have increased, but not to the level that they need the hospital. But they need more than what can be offered at home. Right now they end up in the hospital unnecessarily, because there isn't anywhere else to go. So maybe skilled nursing needs. Another need is end-of-life care. 80% of parents who have a children— a child who is imminently going to pass away, they would not like them to pass away in the hospital. Right now in Utah, we don't have a choice. And so we'd love to do some end-of-life suites. And then also for some caregiving breaks, for some reprieve from caregiving, they could come and stay for what we call respite, where we we take care of them and, and let the parents have a break from that. So those would be the 3 major uses would be when their care increases, end-of-life care, and then also just respite, which would probably be the majority would be the respite.

Okay, that makes sense.

Yeah.

So how do the families pay for it? Is it subsidized?

Or how does it—

is it insurance?

Or what?

How does that work?

Such a good question. We are nonprofit by intention. So philanthropy is a big part of what we do. Palliative care is not well funded by insurances. So we really try hard not to increase the financial burden on families. So if it's skilled nursing, that's covered by insurance. If it's respite, sometimes that's covered by some contracts that we have through Health and Human Services for the disability services cover some respite. Some it's fundraising, philanthropy.

So would this be something that CDBG funds could be used?

We do have actually some big interest in Community Black Development Grants. Yeah, that's a great idea. There's one of these facilities in Indiana and they are funded solely by that. Yeah, that's a great thought.

It would have to serve the low and moderate income families, though, so they would have to have at least 51% That would fit into that category. So it probably would. I'm assuming some of these families would definitely fit into that.

Yeah, absolutely.

Yeah, so 51% of them would have to be low and moderate income.

Which that kind of leads to my question, how do you receive your referrals?

Family to family to family. We have yet to do marketing specifically to tell about us. We started with some community events. We're located here in Orem, as a business. And so we started with an event during fall break, and we had 35 individuals come in 2017. Last year, in the midst of COVID we had over 200 people come, and it's just really word of mouth. Families get support and help and share with other families.

And then may I ask, so why is this location good for you?

This location is good for us It's, it's a little bit older than I would like, frankly speaking. It's been empty, I think, since 2019, best as we can tell. So it needs some decent repair work. It's a sizable facility. It allows us to be a home base for all of our operations, for both our home services, some outpatient therapies that aren't really available in the community yet that's really beneficial to this group, and then the 16 patient rooms. And the facility is, as you can tell from the map, there's that back rectangular building that's almost designed to be an outpatient build— or sorry, a therapy building. It's got some big physical therapy rooms, that sort of thing. But there's also 4 private patient rooms in that back building that would be really nice. It's a little bit quieter for the end-of-life suites where we can let the families have a little more space. And then that main circular square, that main square building has the other 12 patient rooms. It's got several large gathering rooms. It's a great size for us. We were able to receive a grant from the Utah County Commissioners for this project, and because it's been vacant and we got it for a good price, and we believe that if we really maximize opportunities with contractors and whatnot that we'll be able to fully renovate and equip it with within our grant. And so that's also just a fantastic thing to be able to start off debt-free and really have less financial burden so that we can operate as is needed as opposed to what's easily funded. Yeah.

That looks like a really good project.

So, Mayor, could I just point out one other thing? Let me just—

sorry.

So we did add— it's not in your packet, but we have just a reference in the SLU code. We've added this section, C Section 2269N, just a reference. If somebody's looking at the SLU code, they'll know exactly where the ordinance is to outline this. So we added that section that's not in your packet. I just want to make everybody aware that that was included.

We have Terry.

Just a couple comments. Since I sit with the Planning Commission as representative from City Council, so I sat and listened to your presentation during the Planning Commission, and, and bless you for what, for what you do. And, and these— you're seeing people and families in their greatest need. And when they're, when they're most at risk, where they need someone to love them and love their children. So I know that the neighborhood— I don't know if you're going to bring this up— the neighborhood, I think, is very supportive. And like, like we've heard, these— this building has sat empty for a long time. So to have life in that building and people that care And, and the community can be involved, I think it's a great thing. So thank you for your willingness. You're the one that's sticking your neck out there. So thank you. Thank you for doing that. And thank you for loving the kids in our community and outside of our community that will come and attend.

Thanks. It's our, it's our pleasure. We love to do it. And we're excited for this phase. Thank you.

So Becky, when are you going to be up and running? How long is it going to take you to be open?

So if we did not get a county grant and weren't dealing with federal purchasing requirements, I would say June 1st because we did get some federal funds and have county and federal purchasing guidelines that we have to follow. Boy, maybe September. It just slows everything down so much, and I'm a novice at that. And it all— anyway, so September for sure. We would love to be able to provide some support to these families in June for when they're home from school, because that— they, they have unique challenges during that time.

Yeah.

I just want to say, I, I mean, this is a unique property. So it's not easy to figure out what goes in here. So I think it's great that you're willing to take this on as a project and, and do what you're doing with it. My brother-in-law has a daughter who's special needs 24 hours. And, and it's extremely challenging. So the help that you can give families who deal with that is really valuable, I think. Do we have any other questions before we open it up?

Same thing. I had a friend who needed— was in need of respite care for her autistic son. And it was a blessing. It was hard for her to ask for help. So I appreciate that It sounds like you just have a great facility there and, and they can know that they're in good skilled hands.

Yeah, thank you.

Let's go ahead and open for public hearing if there's anyone here from the public that would like to say something.

I'm glad I stuck around a little longer. We live in that neighborhood. It's in the neighborhood of Parkside Elementary, right, that area.

And we—

I think that would be a great benefit to our neighborhood.

Thank you. Do we have any, any other comments? Okay, well, thank you. So we don't do anything tonight, essentially, right?

Ordinance, the conditional use requirements, and then they'll come back again for actual conditional use. Okay, but we are adopting the the Section 2269 that creates the ability for them to do it as a conditional use.

Okay, and then come back one more time after that.

And then actually, you would then actually approve the conditional use. Okay, but in the meantime, she could use the money to start redoing the building, right, so that when the time comes, okay, she can get approved. I'd be happy to make that motion, Mayor. I move that we amend Appendix A of the Orem City Code by enacting standard land use Code 6266, pediatric palliative care facility, and enacting 22-6-9N, pediatric palliative care facility, in Chapter 22 of the Orem City Code.

I don't really know what I said, but I want what you're having to go forward.

Okay, awesome.

I'll second that.

Okay.

Aye.

Aye.

Aye.

Aye.

Aye. Aye.

Aye.

Passes unanimously. Thank you.

Thank you very much, and thanks to the city staff. Steve Earl has been just fantastic to write this with, and Jason, so thanks.

We're talking about our Steve Earl.

Wow, way to go, Steve.

We're excited to see you move forward.

What's that?

Sorry.

Yeah, we're excited to see you move forward.

Yeah, thank you.

Thank you.

Okay, item 9.2. Public hearing amending Section 22-5-3A and the zoning map of the City of Orem by changing the zone approximately 0.27 acres as shown on Lot 1 of the preliminary plat of the property located generally at 845 North State Street from the C-3 zone to the C-2 zone. Jason.

Thank you, Mayor, members of the council. This is the applicant, applicant, or applicant representative Matt Nelson. He will be able to address any questions. Let me go through the, the request. Right now, the property that's vacant, which is under contract to purchase, is just south of the Monteval development at 920 North. This is just south of Aiken Peak, directly across the street from the Macy's grocery store. It's split into 2 different zones. The front portion next to State Street is C-2 general commercial zone. The back portion is C-3, originally most likely designed when Pinehurst and other— that whole strip of property next to the hospital was zoned C-3. Since that time, 400 West has been developed and connects now to 920 North down to 800— or University— or Canyon Parkway, excuse me. So the property is now If you look on the north, my pointer out. So this is the apartment complex, and then you got the Monarch Condo and some other commercial, then you got the street, and then you got the Pinehurst Center. So this is the portion that they're requesting, or made an original application to rezone the whole thing to C-2. During the Planning Commission's review— Um, and I'll get into that in just a second, but this is their proposed concept plan. You can see that property outlined in yellow is what we'll be discussing here shortly, but they're wanting 3 pad sites that would be fronting onto State Street. This concept plan shows potential retail building and a hotel, but whatever uses would be allowed in the zone would be allowed. This is not a binding concept plan, but this is what they're initially proposing. The city is requiring just by way of information access at this point, that carries all the way through to 4th West. So we get some internal connections between State Street and 4th West. Anyway, that's part of that. So during the Planning Commission discussion, there was some question about what the uses would be in the back. So the Planning Commission did make a recommendation to rezone only the portion that's outlined in yellow, and it's not the entire portion. They go to the right map, so you can see it's just this little portion corner, which is about 0.27 of an acre that's currently zoned C-3, with the idea that they would come back to the Planning Commission, give more details of whether or not they would make a recommendation to rezone the remaining C-3 to a C-2 zone. So right now the Planning Commission bifurcated, sent this one forward for the City Council to review that 0.27 acres. In the meantime, we'll take it back to the Planning Commission at another time, and I come back to the council to entertain the other portion to be rezoned. So tonight, the only portion that we're considering is this front lot, Lot 1. It's under contract, I believe, under contract with a car wash to come in at this location. The point is to rezone this portion so the whole property is in the C-2 zone. It's very difficult to develop a project in 2 different zones because there's 2 different standards that we would— and the most restrictive would most likely apply, which would be difficult. Anyway, that's another story. Just to let you know where the 2— we have 2 C-2 zones in the city. One across the street here, the Smith Shopping Center, is a C-3 zone. And then the Pinehurst Plaza, which also goes all the way over to Timpanogos Hospital, is also the C-3. Those are the only 2 areas that we have currently in the city as C-3, and this is the portion that they want to take out of the C-3 and eventually, depending on the council's decision, rezone all that all to the C-2 zone. This is the property in question right now. It's been vacant for a while. And they— the Planning Commission did make a recommendation to rezone the 0.27 acres to the C-2, allow them that development at the front to go forward, then they would come back with a revised concept plan, and the Planning Commission then would review it. Like I said, be glad to address any questions.

What's directly south of where that car wash is proposed?

That is the Jiffy Lube.

Um, would you remind me the difference between the C-2 and the C-3?

Like, what are, what are the allowable uses in a C-3 that wouldn't— I know general commercial is usually your C-2, correct?

General commercial. So there's a few uses that are not permitted, and I looked at this and I left my list in my office, but there's about 30 or so uses that are allowed in the C-2 that are not allowed in the C-3. So car dealerships, cabinet manufacturing, some of those types of Things that typically you won't see— convenience stores, shopping, see, like a Shopko type thing would not be allowed.

So was the health— the hotel that was shown—

Not a Shopko.

That is allowed in the C-3, or only hotel?

Hotel and a retail building would be allowed, but they would be limited to— I mean, there's certain limited things that retail is allowed, but there are certain standalone uses that would not be allowed.

Okay, thank you.

So can I just— it seems to me, and you know, I don't know the particulars, but the biggest difference between C-2 and C-3 from my perspective of resident neighborhood protection is the setbacks.

So right now C-2 and C-3 both have a limited 35-foot cap. C-2 is 100 feet, C-3 is actually 150 feet. And then once you get to that 100 feet or 150 feet, then you can go up to that 48. So the C-3 does allow or require that extra 50 feet before the 48, or before the 48.

It's not a step back like it is a 1-to-1.

No, it's, it's, yeah, within 150 feet, 35 is the max, whereas in the C-2 zone that has that similar, but it's 100 feet versus 150. So that was built in like a Pinehurst when that was developed, or the office buildings to the west of Pinehurst. Those bigger, taller buildings are closer to the 8th and North, because they met that 150-foot setback. Yeah, so it was intended to be buildings closer to the street, not next to residential.

But, and you can put parking in that 150 feet?

You can.

There's no restrictions there?

No restrictions of parking. So if you look at the Pinehurst office buildings, their parking is next to the residential with a 7-foot masonry wall.

Is that the other requirement, is a 7-foot masonry wall?

Just when it's adjacent to residential. That's correct.

Yeah.

So, Jason, so on the— right now, just because it's an open field next to it, there is no— you know, there's only one in and out.

Yes.

So right now on this— so there, I think there's, there's nothing there now, right? So they'll have to get approval through UDOT to get the access. What they're proposing is a main access at this location. I don't have my pointer on. Sorry. Let me— I turned it off. Sorry. So this location here, that's their main access that would carry all the way through to 4th, and they'll have another section here. But if you can see, all the different parcels above have a connection, interconnection, so they can actually drive in the back and not have to come back out on State, kind of get to those. So they'll be interconnected through the parking lots.

Once it's built, right?

Correct.

It's going to be congested, I would assume, because there's nowhere to go.

So the car wash will only have one entrance though until the rest of it gets built?

Until the rest of it is built. That's correct. Yeah. And you can see the stacking just the way that it's outlined. The stacking starts back here and comes this way and then goes all the way around through the car wash this way. So it's not going to be backing out onto State. It's actually going to stack, you know, if it does get A disastrous storm and everybody wants to wash their cars, it'll stack here all the way around, double stack, and then go through the car wash that way. So once this other is built— and my understanding is developer— and Matt can address that— but they are going to develop these 2 parcels, and then another entity will probably come in and develop the back portion. But as far as my understanding, all the improvements along here, all these improvements will be built by Evergreen.

And that other entrance is already C-2, correct?

So this portion is— so I don't know if you can see this line right here, this black line. So this portion here is C-2. This portion is C-3.

Yeah.

So if we go to the plat, that kind of shows you where— so this portion here is what they're If the 2 restaurant pads here looks like it's bifurcated by—

is there a reason we wouldn't want to just do that whole front area as C-2?

And that's what the Planning Commission, I think, is still reviewing. We didn't have a concept plan that they were comfortable with at this point, so they want to go back. But it would make sense to do that. We'll probably come back and do—

Okay, it just— that seems like a reasonable thing to do, this front half.

So, so, Debbie, part of the discussion during the Planning Commission is the only— and you can correct me if I'm wrong— but the only contract, the only piece of property under contract is the car wash. I think everything else is in negotiations.

We, we have a contract. So my name is Matt Nielsen with Evergreen Development. I run our Utah office. Um, so yes, we have an agreement with the car wash operator. We have an agreement with the next-door neighbor right there, which will be a coffee shop. And then we're in negotiations for that restaurant pad right there. So what you see along the frontage is what it will be. I mean, it's still a conceptual plan, so there'll be minor tweaks, but what you see along the frontage is what the intent will be for the development. We had a little bit of uncertainty on that back portion, which is why Planning Commission didn't want to rezone everything at once. But what you see right here will be, um, very close to what it will be in the front portion. And we're really excited about this development, and we think it'll be a great use.

So that was part of the conversation, Debbie, is just, I think, the concern about the residents that are to the west of where it might be a hotel, might be retail, but you really didn't know.

Oh, I get that.

I get, I get the reason why the back could be delayed, but the front seems like we should just do that now so they can move forward.

I don't see any reason to delay it unless I'm missing something.

Yeah, we didn't advertise that.

Okay, okay, okay, that's a good reason.

Well, I'm just saying it looks like the line bifurcates at part of it, C-2.

You've got that last back.

Yeah, so this, this is the line. So they would, you know, ultimately, if the council decides, then the front portion would be—

And that wouldn't be too difficult to bring back to us, I'm assuming?

No.

Okay, everything in front of the dotted—

it's the triangle, right, that we're Let me go to this one here. So this, this shows where that— so the piece is about right here. I think it's going to be extended a little bit further this way. So this portion is what they ultimately want to rezone, but ultimately they want the whole thing to be zoned C-2.

Ultimately, with the uses that we're working with, a C-2 will be the zone that works for those uses, given setbacks and different requirements. But Planning Commission didn't want to do a blanket rezone. They wanted to come by case by case just to make sure that they had the full story before we came back in. So—

But for your deal and your 2 almost deals, this will suffice, right?

Correct. Yeah. And most importantly for us was getting the car wash rezoned properly so we could move forward with that because they were ahead of everybody else. And so, with our timelines for closing coming up in May and getting our financing in order, getting that car wash pushed forward first was critical for us.

Thank you.

Okay, sounds good.

Any other questions? Why don't we open the public hearing part of this conversation?

Hey, I'm just trying to learn how City Council stuff works. Um, but I looked up C-2 versus C-3. And my comment really is just as far as the future stuff. C-2 says it encourages residential— I can't remember the wording. Anyway, it encourages residential on the 2nd and 3rd floors of buildings in C-2s, and that is something we didn't want along that State Street. Is that correct?

It does not, no.

Then I must have read something different, but I was just saying, I would just say caution against something that would allow a lot of residential in that zoning right there.

Yeah, neither C-2 nor C-3 allow residential except for a caretaker, which allows 1,000 square feet for somebody to have somebody live on site for a specific business, but that's all.

Is it?

All right. And has that changed, Jason, or is that the way it's always been?

So it's the way it's always been. Now, the district, which was— this was part of the Canyon Crossing District. I think that was the language maybe that she's referring to.

That's what you said.

That's been rescinded and no longer in play.

Okay, so, so if I could add to that, just as a clarification as to no residential, you know, the C-2 zone does allow kind of what we call a transitional treatment home, which would be something like Center for Change. Here in Orem. Jason, give me a couple other examples of transitional treatment homes.

Cirque Lodge is assisted living facility.

Those are more commercial-oriented things typically, but they're, you know, they're kind of institutional-type facilities, but not apartments.

But yeah. My reference for residential was apartments, things like that. Those are not permitted. There are some specific uses, assisted living, those types of things that are residential in nature but not single-family or apartment-type rentals. Thanks, Steve.

Okay, thank you. Any other comments, public comments? Okay, let's close the public comment section. And if someone would like to bring a motion—

I'll make a motion. The City Council amend Section 22-5-3A and the zoning map of the City of Orem by changing the zone of approximately 0.27 acres as shown in Lot 1 of the preliminary plat of the property located generally at 845 North State Street from a C-3 zone to a C-2 zone.

Second. Okay.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

Motion passes. Thank you.

Thank you.

Okay, next item 9.3. We have a resolution amending the City Council meeting policies and procedures, and Steve Earl is going to walk us through that.

Okay, Mayor, City Council, we're bringing before you a few modifications to our City Council meeting policies and procedures. These are basically rules that govern the conduct of your meetings. We typically look at these once in a while to see if any amendments are needed, and Jesse Riddle has been working on this along with myself. We've come up with some modifications that we're recommending to you tonight. Most of them are technical type changes, cleanup type things. Making language consistent with state law in certain areas where state laws change, but our policies haven't. Just an example of that: we've traditionally called this policies and procedures. State laws kind of changed that to call it rules of order. So that's one of the things we're, we're now calling this rules of order instead of policies and procedures. Some of the changes also are things that the city council has kind of done as a matter of practice, but we've never really had them. them set down in writing anywhere before. We're proposing to basically put those in writing at this time. Just to give you a few examples of those, we're basically saying if 4 members, you know, request the cancellation of a meeting because they can't be there for whatever reason, then that's a reason to cancel the meeting. Kind of common sense, but it's just not in writing anywhere right now. Another example would be if we have something on the consent agenda and one councilmember member says, hey, I'd like to pull this off the consent, move it on the regular agenda so we can discuss it, then one council member is enough to do that. Something again we've done in practice, but it just hasn't actually been in the, in the policies. One other thing that we're also including in that, which is something a little bit new, is that it's encouraging the city manager to provide a 3-month tentative calendar For the City Council, so you can kind of get an idea of what staff is planning to bring before you over the, the next 3-month period. So we're putting that in here, and that'll be kind of a guide that should be updated at least once a month. Obviously, that's not going to necessarily be set in stone because things change, but hopefully it will help give the Council a little bit better roadmap of what we anticipate is going to be coming before you in the upcoming months. So those are just some of the examples of the, again, relatively minor things, but just clarifications and cleaning up, like I said, some of these items. So anybody has any questions, be happy to try and address that.

Any questions?

I have a question. So the 3-month planning calendar, I'm trying to find what, which one, what point that is. Is that a draft? Planning calendar?

So that's in 3.7, the 3-month tentative calendar. So yeah, so we call that a draft calendar. Yeah, it would essentially be a draft calendar. That's right.

Do we need to use that word in there?

Um, no, I don't think so. But if you want to, we can.

That just gives us flexibility in it, right?

Yeah, I mean, you know, it's a tentative calendar. That's what we're calling it. So kind of by definition, it is a draft.

I would prefer the word draft if we could have that.

Okay.

Yeah, if you want, we can add— we can call it a tentative draft calendar. Or a draft.

Gotta have that, that attorney word, the tentative.

And I like it.

You're good.

Thanks, Steve.

Yeah.

Knock it off, Tom.

Any other questions?

Yeah.

Everybody's good.

If somebody'd like to make a motion, I'll make a motion that City Council have a resolution amending the City Council meeting policies and procedures.

I'll second that.

With the draft, what they said, so we don't lose this out.

Good point.

Sure.

Hi.

Hi. Hi.

Hi.

Hi.

Hi.

Okay, the resolution passes. All right. Item 10, communication items. We don't have any. Item 11, City Council.

Wait a second.

Usually 10 is Brent. Okay, Brent, do you have any communication items?

Just a couple of highlights that you should have seen on your— in your calendars. One, we have a neighborhood meeting tomorrow here in the council chambers at 7 PM, and this begins the process for you to consider options to potentially preserve the public properties within our city limits.

And then on Thursday, Brendan, is that, is that going to be here? Is it gonna be Library Hall?

I believe that that's here in the council chambers.

Okay.

And then you've got, or rather, we have the Serra Gala event that is our annual event at the Serra on this Thursday the 30th that begins at 5:30 PM. And then perhaps most Most importantly, we have treats to celebrate Councilmember Lenee Millett's birthday coming up on April 2nd.

Okay, is that everything?

And that's all I have.

Okay, thank you. All right.

Do you need a motion to adjourn to the—

yes, we need a motion to adjourn.

I move that we adjourn to a closed session, Mayor, to discuss the pending or reasonable imminent litigation, the character of a professional competence of an individual, or the purchase of or lease of real property to room 107. Room 107.

Second.

Second.

Aye.

Aye.

Aye.

Aye.

Aye.

Aye.

We'll adjourn to the closed session. Thank you for coming.

Thank you.