You're welcome to go start.

I'll be back in that.

It's all T you up pretty fast.

Is that okay?

Money?

Oh, you can make a hand.

Oh, hey.

She's soccer.

Yeah, she is.

People know what I drive or I saw you.

Uh-huh.

Do you have a new car?

Oh, you can use it.

What's it called?

It is a three.

I think it's not all plugging in.

Yes, but I can tell you.

What is it?

And then all you got.

Yeah, yeah.

So it's obviously the I did have the shape.

It just does sell how long.

I was thinking about it.

It was like a recent year.

Did you see?

Yes, she said.

Yeah, she is.

Yeah, okay.

We'll go ahead and start forward.

I was driving into Beaver one time and I have my 11 miles.

Okay, you're welcome.

Welcome everyone.

Welcome everyone.

This is the Sandy City Council meeting of Tuesday, January 27th.

This is a workshop for the council heading into the budget season this year.

We're going to um kind of abbreviate.

It's it's a public meeting.

It's we have visitors online that are watching too, but we're gonna abbreviate a whole process because it's gonna be devoted to um a council discussion about budgeting for the coming year.

Um we will be doing citizen comment at the conclusion of the meeting, whenever that happens to be, both in person and online.

And we will have a legislative update at the end of the meeting too.

Other than that, we're not gonna have any standing reports or do any of the other usual things.

Just keep it short.

Um I'm gonna introduce Shane Pace, who on behalf of the administration is gonna give a a short preview of what kind of priorities the administration is going to be looking at coming into this budget season.

And then I'll introduce Dustin to kind of start us off.

Um and Mac Dixon will be joining us right after.

So Shane, would you like to take the floor?

Well uh first of all, I'd like to be apologize on behalf of the mayor.

Uh you know, last week we had uh uh a lot of uh people come on behalf of the uh camp these accident and we spent uh a lot of time back and forth with the citizens there.

Um this afternoon we we uh installed flashing stop signs at that portway on all the corners.

Um that has generated uh a lot of follow-up stories by the press.

And so the mayor is out on that intersection.

Um probably be out there a couple hours because multiple uh multiple um television stations wanted to interview her out there at the site.

So uh that's why she's not here.

So she apologized for for not being here.

Uh thank you for the opportunity to share some uh priorities from the administration on this upcoming budget.

Um my perspective it's gonna be a hard budget.

And I'll I'll talk about why I can so uh public safety will be our first priority.

Uh I don't think that's any surprise to the council.

Uh public safety is a high priority for the city council.

Also for our residents, it's always been not the highest, one of the highest priorities.

Keep the integrity of our police force and our fire force is really important to our city and making sure that we keep the numbers there that we need to to adequatice to the public you're well aware of the equipment issues that we've been working on.

We've made a lot of progress on those on that equipment.

We're not done yet and so we'll be coming back with some more pieces of equipment for replacement in police and fire.

And of course over the last four years you as a council have made a lot of progress on compensation for police and fire that has benefited our departments greatly enabling us to keep our officers and for the most part it's been very successful this last year we had a few levis because of um offers from ICE on bonuses and the chance to work internationally and things like that.

We lost a few officers to that but then I'll talk about the other reason just a minute grading and keeping a uh good compensation package for our employees is our second priority it's always there's no truly fair compensation system no matter how hard you work at it it's not it's never going to reach a completely fair state but compensating our employees is really important especially right now and especially for our police and fire uh we need to be able to keep them uh we need to be able to uh keep uh you know uh trained employees in those departments is absolutely critical having police and fire who are trained who are experienced and know how to deal with the situations that they come upon um we just can't have enough enough of that so one of the things that we're dealing with um and every city is dealing with this Matt can verify this uh uh we have an aging workforce and we have a lot of um employees nearing retirement uh I got some numbers today we have like um I think it's uh oops I think it's 33 employees are over 62 another 17 or over additional or over 60 um but we have over 58 who have already reached their 30 years in the state retirement system if they go at any time so um what makes that difficult is we need to keep the people who are working directly underneath them at the city we can't be losing those that those those people um so that they're there and could replace these people who are going to retire I'll just I'll just use my myself as a as an example um my days are limited here at the city or numbered I should say um uh uh we hired Martin a couple years ago uh to replace me Martin has been recruited heavily multiple times and re most recently uh recruited quite heavily by Park City when they're offering a max wage of 270 thousand dollars a year for that position it's hard for um uh I'm proud of him he's stuck with this goal of uh staying here uh and hopefully replacing me one day but that's the kind of thing we experience uh another good example is um Jim McClinick in our building department um he's uh he's getting closer to retirement uh Willie who works directly underneath him is constantly being recruited uh by other cities especially in building inspection it's it's really hard to um they're always most cities are picking off experienced building inspectors to be their chief building official of course that's what's happening a lot with Willie and he's had multiple offers too so uh I that's why from my perspective compensation is so important uh and being competitive in our compensation is so important is that we need to be able to have those employees there when uh as the tail end of the baby boomers uh continue to retire and it's important for us to uh to replace them with high quality employees that have come through our system and know um know how to do their jobs here so the uh third thing public works uh we make great progress at public works with uh phase one and phase two the offices been built the fleet shops been built uh we still need to build um the fleet storage um you know uh putting our our uh 10-wheelers in inside extends their life dramatically but it also makes them you know one of the things that uh we need to do when we're nearing a snowstorm is we need to have those trucks ready we need to have them filled uh we need to have uh

The offices have been built, the fleet shops been built.

Uh we still need to build um the fleet storage.

Um putting our our um pin wheelers in inside extends their life dramatically, but it also makes them you know, one of the things that uh we need to do when we're nearing a snowstorm is we need to have those trucks ready.

We need to have them filled.

Uh we need to have uh we used to have experience this in public utilities, which we don't experience anymore.

We would have our equipment outside, it would get all iced up, and we get and we would we'd have to, if we had a water line break, we'd have to show up at the at the shop, we'd have to uh chip the ice off of the trailer before we could even get uh uh the equipment onto the trailer.

We had uh uh spent a lot of time warming up the equipment and things like that would take us 20 minutes to even start down the rope.

We don't have to do that anymore.

They're all it's all inside.

So all I have to do is show up at the shop and they're gone literally two minutes later.

Um similar thing with our public works stove plows, and those same snow plows also are spring and fall cleanup uh vehicles, and also some of them also uh they use for when they're doing rodent you know uh road maintenance.

So uh all of that needs to be um uh brought ideally indoors so that we can protect that equipment.

The recreation center is being built.

Great news, it's on its way.

We're excited about that.

Um when it opens halfway through the this upcoming budget yeah, uh we're we're uh we're optimistic about the increased um memberships that will be sold because it'll be a brand new facility.

Um but we're gonna have to uh prepare a good uh good budget for it.

We're gonna have to make sure that we prepare a budget that will cover uh the needs of that new facility.

Um we're gonna have to get as close as we can to um uh revenues paying for expenditures, and that's a really uh difficult thing in our in a recreation facility.

We've talked about that.

Um I'm optimistic that we can get closer than we have in the past, uh especially with the new facility.

But that's that you're gonna see that in this upcoming budget.

The last thing I want to talk about is because of the uh current atmosphere, um the county level and on the state level, uh with taxes, how the the uh you know the referendum going on with the uh county tax and the discussions that are going on in the state, extensive discussions on limitation of taxes, especially uh foreign municipalities.

Um, and even the feedback we've gotten from you as a council about a tax increase, the tenity budget's not going to include a tax increase.

Um that's that's the goal is that we uh submit one without a tax increase.

Because of that, we've asked uh all the departments.

You've probably already heard about this, but we've asked all the departments to prepare budgets with two percent cuts, another budget with four percent cuts.

We don't know where we'll end up there.

Last year's um, you know, we cut about a million two from the budget.

That was close to that two percent, and we're looking at least similar to that, or maybe a little bit more.

So anticipate that in the budget.

That's all I have.

Thank you.

Thank you.

Appreciate that.

Dustin.

Thank you, madam chair.

Thank you, council.

Okay.

Okay, well, I just want to do a quick introduction of our workshop facilitator, Matt, and then just a little introduction of the workshop.

So most of you remember last year, it was really the first year that we held this type of uh budget priorities, budget prioritizing process for the council.

And the intention last year, and this was brought forward by council member houseman and former council member Robinson, they championed it last year.

Then this year, uh council member Housman and Council Member D'SUSA kind of brought this up as hey, let's let's go through that process again and try to update uh what we came up with last year.

So last year, the council uh with Matt's help came up with some really high-level budget priorities for the fiscal year that we're in right now, and prioritize them.

Those are in front of you.

Okay, we've got copies, you can reference them.

Uh, what Matt Dixon is going to help you guys with tonight is to take a look at those priorities and see if they still align with uh what your priorities are right now for the upcoming fiscal year budget of the FY27 budget.

Uh maybe they're in perfect alignment, maybe they're already prioritized exactly how you'd like it to be.

And that's what we'll find out tonight.

Maybe there's new priorities or priorities that need to get removed, or we need to reprioritize, right?

Reorganize them.

And that's fine.

Those are all questions that hopefully we can come to an answer tonight.

And so with that, let me let me just really quickly introduce Matt.

Matt is the current city manager for South Ogden.

He's got uh tell me if I'm wrong on this, Matt, but about 30 years of local government experience coming up on 30 years of local government.

29.

29.

Who's counting?

But who's counting?

Yeah.

Uh a lot of that has been uh focused on helping cities to kind of develop strategic plan and plan strategically.

When I first heard about Matt, it was a couple of years ago at a ULCT conference, and he actually presented on exactly this on uh uh strategic planning at the municipal level and developing budget priorities, and I kind of put that in my back pocket.

And so last year when we decided to do this, he was the obvious guy to reach out to.

Um and then on top of that, last thing I want to mention is this we're not the first city he's consulted with on this, obviously.

Matt's consulted with lots of cities on these types of processes, and so uh I'm hoping that tonight he can help move us through this process, uh give you guys uh some perspective, and we can get some priorities updated.

Once we're done, uh my hope is that we can, as staff and with Matt put together a final version, and just like we did last year, put it in front of the council for your formal adoption so that we can then hand it off to the administration as they're kind of working on the tentative budget.

Um with that, I'm gonna go ahead and turn it over to Matt Dixon.

Thanks, Dusty.

Yep.

Well, thank you.

Um to be back.

I'm excited about this.

Uh before we start, Shane could have given that same presentation in front of my mayor and council, and we wouldn't be far off, but for the rec center, that's exciting.

Um but all those other things, it's it's funny.

I just sat back there and thought, you know, we all think we're so different as cities, but it when you really boil it down to the issues, we all wrestle with very much the same kinds of challenges.

So I appreciate Shane and you've got such a great uh CAO in Shane, he's just well respected throughout the state in my profession, and uh so you've been lucky to have him and hopefully continue to keep him as long as he's able and willing.

And sounds like there's already some transition plans happening.

Um like Dustin mentioned, uh been in the business for a while, and uh learned early on in my career.

First city manager job, asked the mayor and counsel who were interviewing me.

What are you hiring me to accomplish?

Like what are what's the vision for the community?

What are you what am I accountable to?

Like and they just kind of looked at me like I was speaking a foreign language, and um I learned early on, and it was nothing I had learned in my undergrad or grad school work.

Um, I just started to become fascinated with this idea of how do you get a group of people together, identify the vision where we need to go, and boil it down to okay.

That means this year we need to go out and do these things.

Um basic strategic planning.

The corporate world has been doing this for years.

I would argue local governments, we have not done a very good job at doing that.

And so I just became a student of strategic planning and started uh learning on my own in my own organizations.

Um, worked, I've worked with several third-party consultants who initially I would bring in and they would facilitate the process during the recession.

Budgets were extremely tight, and my mayor and council said, Hey, we're not gonna pay a consultant to come in.

We know you love this stuff, why don't you do it?

And that's the first time I really said, okay, let me figure out so this process, um, part of the process we're gonna work through tonight.

I don't take any credit.

This isn't my intellectual knowledge.

This is me doing what we do best in local government, and that is borrowing and stealing the best from other organizations and consultants that we had we had hired, but um I've tweaked it over the years to where um I think it's worked to be a really helpful process, and I'm just excited that you still have a desire to say, hey, let's get together, let's let's check in with these priorities and make sure we all still feel the same.

Uh telling Dustin, this could be a really quick work session, right?

Um that's okay.

If the worst thing that comes out of tonight's time together is you guys saying as a group, yes, those are still our priorities, and we are behind those things.

That's a good thing.

But we will see as we go throughout, and hopefully you've come prepared with maybe some ideas or some tweaks to the current priorities.

Oh yeah, good.

Please do.

Wait a minute.

I know my place, right?

Like it's council member, mayor.

I'm very um sensitive to to the fact that you hold uh important positions.

But I don't know, first names are easier for me.

And so start with Alison.

Just tell me your tenure on the on the council, and maybe just one takeaway you're hoping that we accomplish tonight, one thing that you hope happens.

Yeah, Alison Stroud, so district two, four districts and the three at large for anybody who's listening here.

Um started my seventh year, so second term, but the second half of the second term, and I think um you know last year we came up with the five different priorities, but it was also as a different council.

So to kind of look at that to see what has changed, or even with you know, our two old members that were here before.

That's whatever.

Welcome back.

They'll have their their input to it, but you know, even for uh the five months, you know, if there was something that we felt, you know, as we went through it that we wanted to put more emphasis on, we're gonna see how that's changed.

So you know, just kind of looking at the framework that we have here and uh looking for your guidance and direction on that.

Good, thank you.

There, uh Aaron DeKaiser.

Uh I've been a council member for two years at large, and um I think everyone felt last year this was a fantastic process.

Um, and I look forward to uh once again all getting on the same page.

Thanks, Eric.

Brooke Christians, uh District One, and this is my fifth year in the council, and I'm just excited that we're all discussing this and talking about it and moving in a direction together.

Awesome.

Brooke how long has it been?

You're back.

Four years.

Four years.

Okay, I took four years off and cleared your head, like I'm back.

Congratulations.

I'm Chris, District Three.

I took four years off too, and uh so I'm starting my first year again.

I'm just gonna leave it at that.

And I hope we find consensus to the good.

Thank you.

Yeah, Cindy Sharkey, this is my seventh year.

I serve at large.

And um I was very happy to hear Shane Pace's prelude to this whole thing.

I think it kind of I think it kind of matches what I'm thinking about, and so I'll look forward to seeing a tentative budget and then letting the council overlay kind of our priorities on top of that.

So good, thank you.

Thanks.

Uh Marcy Houseman, District 4, also starting my seventh year, so halfway through my second term.

Um I would say in terms of this workshop today, building on what we did last year is just reinforcing um our collaborative approach to stewardship and to shared ownership of really key, you know, key priorities that influence how we get the best ROI for taxpayers.

I think fundamentally that is something we all share, and I think this last year helped us really understand what is important to all of us in terms of as things are brought um through the budget process, you know, having just a nice lens of you know what is our shared ownership, what what is our stewardship and what decisions do we make collaboratively as a council to ensure you know a return on investment for taxpayer dollars.

And thank you.

You've been the champion, you and Zach originally with Dustin.

I remember those early conversations about hey, this is what we're kind of thinking, and of course I I'm a nerd in this stuff, and so I was excited to hear that and super glad that the first year's experience was was positive.

So thanks for championing this.

Thank you.

Brooke you've picked up where Zach left off championing this.

So being the second.

Um Brooke D'Asouza, I represent the city at large.

I am beginning my second term, so this is my fifth year.

Um I also appreciated the opportunity last time to get together, collaborate on what our our shared priorities may be.

Um utilizing the outcome as a tool.

I kind of think about it as the lens with which I would like review the budget requests as they come in, keeping in mind, you know, our our shared uh priorities, I guess.

I'm interested this year in and obviously hearing what our newer members we are technically a new council with new members, you know, how they view these things, but also maybe figuring out how we can take this further than we did last year if we wanted to, and and maybe build on it in years to come or or whatnot.

Awesome.

Okay, thank you all.

Let's roll up our sleeves and get ready to work.

Um, sure this is working here.

I will spare you the introduction of myself, but that's where I live, that's my family, that's my dog, that's the schools I went to.

Here's my home in Plain City, and my passion is fly fishing, a little bit of golf and mount bike, and I work for Zelf.

So I think are we done?

Oh, and there's my council.

We did introductions.

So let's talk about the objectives.

Um there is a delay, I was warned about that.

So, really, uh in any engagement, I asked Dustin, like, hey, let's define the objectives of this meeting.

And this is what uh Dustin came up with, and maybe some feedback from uh Brooke and Marcy, but we want to review, update, reaffirm the council's budget priorities in preparation for the fiscal year 2027.

I can't believe we're even saying that.

Fiscal year 2027 budget, these budget priorities will be used to assist the council and valuing various budget uh requests.

So hopefully we're all on the same page.

That's that's our objective.

Some ground rules.

Um, I'll just throw these up here, talk about them.

We want all your best ideas, all your crazy ideas, whatever ideas you have, these uh are opportunities to kind of throw everything up on the wall and see what sticks, see where there's agreement.

I like to tell groups.

You can do one of two things.

You can get together, decide where you find common uh priorities, um, and you can agree on uh what kinds of things there is agreement on to go out and accomplish for the community, or you cannot do that, and for the next four years, you can just fight every meeting where you disagree and where you'll never find agreement.

And so I applaud the fact that although you all have very different ideas and motivations to be here, uh constituent needs that you're here saying, Well, let's figure out where we have common understanding and where we can really go accomplish things.

So thank you for that.

I just asked for permission to keep running the meeting.

I mean, no offense if I have to cut you off to say, hey, sorry, um, Dustin assured me that we shouldn't be here past 10:30.

I'm kidding.

Um I think we can work efficiently, uh, especially as we're building upon what we did last year.

Um I think that's it.

The next thing I wanted to cover, I wanted to show I point this.

Okay, here's our agenda.

I do want to just touch on you know what we uh accomplished last year quickly.

Uh we are not editing, that's not the scope of this.

We're not gonna do any work on the city's mission statement or vision statement, but we are gonna review them because those are guiding uh documents, guiding statements that that play into the work that we're going to do.

We're gonna do a really quick SWOT analysis and we'll explain why that's important to this process, and then we're gonna review and update the priorities and determine the overall weights.

Uh that that's an important part of this, right?

Is does one priority carry a little extra weight than maybe another one?

So we hope to do that.

I want to show quickly how what we're doing tonight plays into a larger framework of strategic planning.

And so I want to just walk through this.

On the left, you can see here why we exist is our mission.

So as a city, why do we what do we show up to do every day?

And then so your mission statement wouldn't fit on this little slide, so I made one up to put in here.

You have the mission statement there.

Um so let's just say our mission is we improve the quality of life for all.

All right, that's what we do.

The vision is where are we going, right?

What's that long-term 50-year view?

How do we want people describing living here, working here, visiting here in 50 years?

This is your mission uh vision statement.

Connecting, uh I think that's supposed to say and not and connecting an active, vibrant, and prosperous community where people flourish and you belong.

Okay.

Uh so we know why we exist, we know where we want to go.

If that's where we want to go, then what do we what do we absolutely need to get focused on and get right in the next three to five years?

And that's what we call these priorities.

Um, these are three of the five that you established last year.

I just put three on here for the sake of room on the slide.

So that's those are our priorities.

Now, in the larger framework of strategic planning, we continue to work down to say, okay, if this is what we need to focus on and get right, what do we need to accomplish?

So, as an example under economic development, we might say we want to increase our support of local businesses.

Okay, and there might be a whole bunch of other initiatives under this idea of we gotta be focused on economic development.

So we uh we define hey, this is what we need to accomplish for employees.

Maybe it's improve improved employee retention.

Okay, and again, there could be multiple initiatives, the plan just kind of starts cascading out as we work through it, and then on community safety, we want to improve our proactive policing efforts, right?

So we state what it is that we need to accomplish.

The next level of the plan, we get down to the nitty-gritty boots on the ground.

How are we going to accomplish this?

So, one of the things one of the projects under economic development we're gonna complete a business survey by October 2026.

Okay, and again, there might be several projects under each initiative, and you can see the other examples here.

So, I wanted to show you how the priorities in an organization within a strategic plan, help to drive what we need to accomplish and how we're going to accomplish them, and it all ties back into what our overall vision.

This is the direction we're going, and so there should all be there should be that kind of alignment uh from the boots on the ground, what we need to do to where we're going as an organization.

The last part I wanted to show you is how kind of the responsibility of putting a plan like this together plays out between elected officials and or you know, legislative branch versus executive branch, right?

Um in this form of government, you as the legislative uh branch, you set the vision, you get to set the direction, right?

You get to identify what the priorities are, you approve the budget, and you certainly work with administration, right?

And I love that that Cindy felt the same, like, hey, it's good to good to understand what might be coming our way.

Um, but you're elected to make those those tough decisions.

So this is how I break it down over here on the side.

Up here at this level, when we're talking big picture vision, I like to wait that 90% elected officials, 10% staff, right?

Like staff is still there to say, hey Allison, I I know you think we should build a rocket booster, right?

That's your big vision.

Uh, we don't have the resources, right?

So there's some staff input, but for the most part, you set the vision, and as you work down throughout the process, you can see how it slowly starts to shift to where when we're down here, guess what?

You're now turning this over to the executive branch and saying you go work with departments and help us understand how we're going to increase our support of local businesses, and then let them come back and say, Well, here's our here's our ideas, right?

We've worked, we've worked on these things.

Um, you still certainly have input, it's ultimately your plan.

Uh, but let's let the boots on the ground uh determine what needs to be done and how we're going to do it.

I mean, at the end of the day, let's ask this question.

If they can't, if this was your plan, and they came back to you, or at the end of your your budget period, or your I should say the end of your year, um you come back and all of the things the projects you did under employee satisfaction resulted in improving employee retention.

How big a deal is it?

All these projects.

Um I would argue you probably aren't too concerned about well, what did you do?

We just know these are the results we want.

Now, again, we have values, right?

So we don't go accomplish these things at all costs, right?

There's core values that you have as an organization that in pursuit of these things, we don't ever compromise those core values.

Um, I hope that's helpful because I thought it was important last year.

We got into this discussing priorities and what does that look like?

Um, Brooke, to your question, maybe in the introduction, like where could we go from here, right?

Uh, you could consider additional work where you're saying, Hey, let's maybe define more specifically uh what we want to accomplish, what we want to see happen.

Um tonight, we are gonna stay in this level right here and just review those priorities and make sure we're all on the same page.

The next slide just shows how those projects would then show up.

Um, similar to what you've done this year, right?

Uh does this support one of our priorities?

Is it time sensitive?

Are these ongoing dollars?

Is it one-time money?

Right?

What if we delay this?

Uh, what are the impacts?

So, just some of the the great questions you could ask as you evaluate the different budget requests that come before you.

Any questions to this point?

Okay, perfect.

Well, how do we get here?

We've already talked about last year.

Um this is actually a picture of these doors right here, I believe, with uh post-it notes on it.

The results of that work showed up here in the city council budget priorities.

I appreciate uh Dustin and staff's help.

Uh, you've also put some really good narrative under each of those to help remind you as well as the public.

Like, why is economic development one of our top priorities?

And it's very well written.

Um, and you've done the same for each of those five priorities.

We also prepared just a very simple evaluation type of a tool.

You may or may not have used it.

Um this is something where you could just use it individually.

If you just are working on the budget, you could say, okay, what are the requests that I want to run through this filter, and provide some ratings?

Um, or you could even do it as a group.

Everybody score these pri these uh requests, and you could look at a weighted uh average result to to see how how the group feels.

Um again, uh some of us are nerds and love the spreadsheets and the analysis.

Um not care to use uh something like this, uh, but that's kind of how it's meant to meant to work to be useful.

Okay, so why priority-based budget?

Why do we do this?

Why is this important?

It really gets us away from well.

Let's just take the same budget we did last year, add three percent for cost of living or inflation, and that's our next budget, right?

Um priority-based budgeting, makes sure that those things that are most important to you get funded first, right?

And uh it also gives you the ability and a and and a reason to say that's a really good request, not yet, right?

I don't like to say no, I like to say not yet, because maybe our priorities change, right?

Maybe next year we'll feel differently, and that might be the year we we need to fund certain certain things, and so um, it's a great communication tool.

Hopefully, you found that to be the case this last year with between administration and the council to just all be like, hey, these are our priorities, these are the kinds of things we're gonna want to see, and uh supported as as you come forward with with budget.

So that's why priority-based budgeting is important.

I think this was Marcy that introduced me to FIST to five.

Fun little tool if we need it tonight.

Uh this is like hey, I can never get on board with this.

This is a terrible idea, right?

One is uh a little support.

Um, of course, is I I don't like it, but I'll go along.

Three is just kind of in the middle.

I don't know.

Four is I like it, and five is all champion this.

Like, I'm I'm on board, and uh we use this last year a little bit to help as we get into our meeting and might say, hey, let's do a fist to five, and we'll just kind of look.

We might say, hey, let's do a fist to five, and we'll just kind of look.

We're looking for fours and fives, right?

And maybe even a three is okay, but if we start to see ones and twos or fists, we need to have more conversation about okay, why let's talk, tell share us, uh share with us.

So thanks, Marcy.

I have continued to use that.

Glad you like it.

It's it's just a fun, easy way to see where everybody's at.

Appreciate that.

Okay, folks.

Uh, this is our mission statement.

Someone volunteer to read it.

Because I need a drink, and I'll take a quick break.

I'll read it.

Okay, great.

Thanks.

Sandy City strives to be responsible stewards dedicated to providing high value quality services with an emphasis on safe neighborhoods, smart planning, preservation, and economic diversity.

Our unique mountain community at in the heart of the Los Ach simultaneously offers access to open space recreation and urban opportunities, encouraging a healthy lifestyle for residents and tourists alike.

Okay, rolls right off the top.

Awesome.

Again, we're not here to critique the mission statement, um, but we wanted at least touch base on okay.

This is what Sandy City has uh identified as this is our purpose, this is why we show up.

Okay.

I would argue there is a little work we could do, but not tonight.

Um our vision.

Um famous uh New York Yankees.

Oh, did I switch it?

Uh if you don't know where you're going, you'll end up somewhere else, right?

Um just that important part of creating a vision and uh identifying where we're headed.

So let's talk vision.

This is the city's vision statement.

Um someone volunteer to read that of course, Alison?

Thank you.

Connecting an active, vibrant, and prosperous community where people flourish and you belong.

Okay.

Next to this, I'm just gonna bring up oops.

The characteristics of a good vision statement, right?

Does this statement capture the ideal future state of our city?

Um does it help describe maybe what Sandy's we hope it to be like or continue to be like in 50 years.

Is it aspirational?

Does it does it move us to action?

Um I think it's a it's a pretty good vision statement.

I think the mission needs more work than this, but I think it's it's it's well thought out.

I think you could argue that it really does cover a lot of these elements of a good vision.

Okay, and let's see.

Dustin did mention that you have these framed throughout City Hall, basically.

So uh you are putting you know your vision here with your mission and your fundamental values, your core values.

Um, I love that that you keep it where you as well as others can see what is the mission and vision, and what are those values that we just we don't compromise those things, right?

It's no excuse that hey we accomplished our mission or our vision, but yeah, we had to we had to do it unethically, right?

Or we had to bend some rules.

That's not acceptable.

Like, that's in violation of our our core values.

So let's get into the work.

Are you ready?

Um we're gonna move pretty quickly through this uh SWOT analysis.

I'm sure you're all familiar with uh a SWOT analysis.

It's really an environmental scan.

It's really what we're saying is given our vision where we've determined we want to go, let's take an assessment of what our strengths are to help us get there, what our weaknesses are that might prevent us from getting there or make it uh more difficult to get there.

What are the threats that we might face, and then what are the biggest opportunities?

And that's uh even though it's referred to as SWAT, it's a neat acronym, but we're gonna do it.

Um I don't know how you would even say it, but SWTO.

Because we want to end on opportunities, right?

Because that's where we're really gonna launch into what are our biggest opportunities to make meaningful progress, and then we can talk about what our priorities need to be.

So at your tables, we're gonna do just a little exercise.

I want you to we're gonna go through each of these steps.

Um I want to invite you individually to just take a few minutes and write down what you think Sandy City's biggest strengths are.

And when I say Sandy City on with strengths, we're talking internal as well as extra.

What are your biggest strengths internally as the local government entity of Sandy?

But also the the larger Sandy, the community of Sandy, what are your biggest strengths?

Okay.

So uh take a minute and just write on a piece of paper, preferably not the big post itself.

I'll tell you why.

I'm not sure how many big posts we have.

So if you have a pad or we could find some paper uh for you if you need, or just type it in your phone.

Use them if you want to get pressure.

Let me remind you of the process.

I'm gonna give you time to get your own individual ideas on paper.

Okay.

So it's gonna let you work individually and just think through it.

Then I'm gonna open it up to just sharing at your tables to share what you've each come up with, and you're going to identify like, oh yeah, I have that as well, Aaron.

That makes sense.

Or I kind of said it this way.

At your tables, I'm gonna then ask you to come up with your top three strengths.

So you might have 20 listed between you.

But I'm gonna ask you to really sit and try to figure out if we had to only state three, what would they be?

Then on these post-its, I will ask you to write one of those three on this.

You'll have three of these, each with one of your strengths.

Okay.

So let's just give you a minute to get your individual ideas down.

We're just doing strengths, we're not doing weaknesses yet or other things.

Oh, sorry, that's what you need.

All right, I'm gonna keep us moving kind of quick through this, right?

So um why don't you go ahead and start sharing at your table and trying to determine what your top three would be.

Strengths.

I had strengths or outdoor activities and recreation.

I had it now saying focus community, and I said acceptance to I think that also maybe is kind of diverse or needs some of these things.

Yeah, suppose yes, and I'm not sure how to work as just case.

Um, like hearing from other cities of operations.

Um I also put our location part of the lost ash graphics.

Um really trying for economic treatment.

Well, upgrades institutional strengths.

Uh very good.

So I think the stakeholders are location of the code.

Yeah, internally.

They're creative and you write that they can not be three.

And then anyway, but that's so I read it completely differently.

I was when you write, yeah, when you write them right with those big thick markers.

Doesn't matter which color.

It doesn't matter which color.

Just write big enough we can see it.

Um I think one of our two care.

Yeah, like they care about one another.

They care about big amenities.

There's just a lot of things.

Um you want them on three different stickers.

One idea per speaker.

Oh, okay.

There's a method to them.

So I said that's what I started.

I like engaged as well.

It's it's great.

These first how we make it the president space that's continued.

All those things can build up to that.

Totally continue.

That's far more to do with the relationships.

That's what I mean.

That's any five really.

And that's what I think we focused on.

But it's but that that lies under that.

So how we guessing that's it.

Three strengths.

If you had to give me four, it's not still get a passing grade.

So you and I both talk about uh that's who is uh institutional knowledge for the you guys have the uh strength.

Yes.

Um give us four three and four.

Yeah, I thought we have one.

Nobody has that many strengths.

So we want to say that you say are we looking for similar stakeholder?

Uh we should say it's built.

Maybe just what about like what work yeah.

Oh I wouldn't be thinking more father's.

What would you say to support line that you put?

I don't know how to word it for appropriate.

Okay.

Yeah, you know, but that outdoor recording is strong governance, like over the years.

It's been well governed.

Yeah, and that's kind of hard.

Governor might stand like good governance would be plan.

Yeah, I know.

Yeah, that's a strong client.

Oh no, I put that up and you can still be able to do that.

Is this also in the wall?

So I think that's a good thing.

I feel like we have very little for we've just got to do that.

Okay, take one minute and wrap up the question because how much of those increase people are finding the residents.

I think they totally like together.

Anyway, yeah, you guys have to see what else?

Three or four.

We do have a safety and that's kind of the city usually.

And then if you just um nominate someone to be your table's spokesperson.

I don't disagree either.

There's either group or the game.

Are we putting them up?

Are you ready?

Yeah, yeah, Marcia's ready.

Yes, let me let me explain how we're gonna do this.

Just come up and um so Marcy's gonna go first.

So she she's got three different ideas.

You're the presenter, yeah.

Well we have one of the things.

Yeah, but I don't have enough homework.

Go ahead and share.

And then when your table comes up, if you have a different idea than what they're you'll continue to build down.

If you have something that's similar, you'll put it next to theirs, right?

All right.

Uh so we felt one of our strengths is our safe community.

Um I know I know right now we are battling you know, some concerns from the community around that specific intersection.

So the fact that we've been so responsive to that and are acting swiftly, I think is just another example of uh how how committed we are to this, and overall residents feel safe in our community.

Uh we talked about stakeholder relationships, the ability to do a lot of important things in our in our city.

We are really good at building relationships with key stakeholders that make these things possible.

And then we continue to hear.

So this is this is not just our opinion.

This is reinforced by our uh our community, but the the outdoor recreation, the access um residents have to the outdoors and recreation.

Questions, okay.

Who's your spokescription?

Allison, step right up.

Start at the bottom.

So you know, yeah, I guess elaborating a little bit here on our outdoor recreation is we just said location.

We overall, so not just um the outdoor recreation, but geographic and geographic location, you know, with a team, a lot of that.

So that's pretty similar on that line.

Um the stakeholder relationships, you know, which actually both of these really go along with that.

Um, so we have invested residents, you know, residents that are involved.

They've been here.

We have a lot of residents that have been here for um several years and decades, you know, but they are um actively engaged in our communities.

I mean, we see some of them here right now.

Well, and that's um, you know, and that's really important to us.

So it's very similar.

Uh we did talk about our safe community as well.

Um, but the other one that was really along this line was our strong I mean governance, governance.

So this goes into we're thinking about the general plan process and a lot of things that have happened over the last several years and decades, um, where we have employees that are engaging with the residents and taking what residents want in order to create a community that is reflective upon what we as Sandy City um residents, businesses want to see.

Put that right underneath outdoor rec.

There's certainly some overlap, right?

But I think that I like that.

Okay.

Any uh other thoughts from Allison Stittle?

She missed Excellent.

Well, this is a fun way to be able to kind of see where there's alignment in what your city's strengths are, and again, this is just two tables of seven people, right?

And and when you do this with even a larger group and get more input, you can see even more like that where there's a uh agreement.

Um I like that strong planning and governance, like Sandy City is what it is today, extremely well respected and envied.

I can tell you in the business I'm in, it's like Sandy, um, location, resources, partnerships, uh, just go around and drive around, right?

It's and that's all based on decades worth of good governance that people have been in your chairs and then the staff's chairs who have made the decisions that have resulted in the Sandy We enjoy today.

So I I thought that was uh very well thought out.

Okay, folks, uh, we're gonna keep moving.

I might push it to work even quicker here.

Weaknesses now think about weaknesses.

This is internal.

So weaknesses is where do we get in our own way?

Okay, where you know we got to all these strengths, but um where do we sometimes get in our own way?

So think individually, write your ideas down, and then I'll ask you to share at your tables.

Okay, go ahead and start visiting your tables.

See if you can come up with your top three.

I think administration and counsellation.

I have predictions about that.

And uh like being I said back page, lack of collaboration or communication.

So we can use some communication and um too detailed kind of time like being like some biology of council.

Exactly.

So we can get happening because we have one to get us off track to point home to that.

So we're going on our communication.

Um we all agree.

Um starting.

Okay, we're just focused on the still like two or three things.

Yes, that's kind of not able to see the four speech.

Yeah, yeah, oh yeah.

So I have I think I think it's gonna go take vacation.

Totally.

Um I don't know.

Is that an eight-point decision?

I thought we always see like I don't know that our decisions always over.

Yeah, can we do four questions?

We have four of them.

Absolutely.

So yeah, I don't know if we're gonna have to.

How about we call it shared?

Um 90% of what we want to do.

Um was there a force we're missing?

Why did I or did we think so?

I was saying I don't know that investment decisions aligned with what we say our vision is shows.

So I think it is covered by shared vision.

Yeah, I have a point to make.

No, I'm just thinking of saying slash.

Yeah.

I don't have a lot of things.

Are you guys close?

Are you guys close?

Yeah, almost can't see ours yet because you have this copy.

These are for everybody, by the way.

They're not on speaking.

They are actually.

I had to go.

Oh yeah, yeah.

Yeah.

Um you guys need snacks.

Not interesting.

Ryan's hoarding them.

Okay.

You guys got that.

Oh, yeah, yeah.

And that's shores.

Yeah.

Okay.

Oh, okay.

Weaknesses that we identify.

We were pretty this one, this exercise, we were pretty consistent among the three of us.

Communication.

That needs improvement.

The feeling that we're all speaking together, we're sharing all the information together, no boundaries, no barriers, all sharing for the good of the whole.

And the lack of that can lead to a lack of trust.

So that kind of gets in the way too.

The lack of communication can make you concerned about trust, where maybe all you need to do to resolve it is just do more of that.

Right.

And the last thing that we thought of was a shared vision.

That one gets to be hard.

Do we all have the shared vision?

Can we all get to the same place?

It's is there a point of agreement?

How do we get there?

And that requires collaboration working together.

Maybe we need to work on more.

No.

Questions?

Okay.

Uh lots of overlap.

So we have lack of communication and trust.

Um that was explained, but I think uh yeah, between the council and administration.

Uh but overcommunicating is better than under.

Uh shared vision goes with not seeing the big picture.

Um, you know, having a a similar vision, but also kind of getting bogged down in the weeds or the details like we talked about the role of the council is to have a high level vision, and you're you're part of that, and your uh involvement goes down, and so being having too much involvement at the bottom of that, and then we put aging staff, uh, which was discussed by Shane.

That was something like eight percent of our staff is about you know on the verge of retirement, so we're gonna need to work to uh back build those people group.

Excellent.

Anything that he missed that you guys wanted to add?

Hey.

Uh I kind of want to applaud that you were willing to say, hey, look, I think sometimes our communication breaks down.

I think there's some work we can do around trust.

Right.

You we we can improve things in our organizations if we're not willing to acknowledge like, yeah, that's a that's one we've definitely gotta work on.

And then going to work and trying to figure out how do we mend or strengthen trust, how do we improve communication, sitting down talking with each other, you know, um the shared vision idea.

Uh you know, love that, and then yeah, with uh highly tenured staff make you a little nervous, right?

Uh to be sure that some of that institutional knowledge is preserved and can continue as people retire and move on.

Okay, thank you.

Threats, this is external.

These are the things that could just come out of nowhere and just make uh our pursuit of our vision more difficult.

It's nothing we have control over.

Uh could we just say state legislation as it is an example?

Not that Shane's not up there every day.

That chain.

Yeah.

Sorry.

Oh, Lynn.

Oh, Lynn.

Lynn.

Uh no.

So what are some of the threats that I'm gonna put this down?

Okay.

Talk about it, come up with your top three.

Okay, so I have a week.

Actually, maybe share why we should have said that.

Yeah, no, sweet.

Okay, so it'll this time.

All right, uh what I put is external threads and webs uh businesses might show you.

That is exactly what possibility of.

If we aren't on our game, we do.

I thought about that we're competing.

Um is that the one helps we do?

Yeah.

I feel like there are there are values that make it strong.

And extra control, but then's preemption, which I know too.

Um I also uh once again so focused entirely on contribution.

You know, I'm sorry.

I need to re train.

Or it takes a really fantastic thing.

But it also possesses more.

I don't think that's in shown here, Brad.

For me, these two are more than it's there.

Yep, this one is twice.

We've survived.

What was it?

Um, write down your top three, and then we'll we'll share.

I don't state legislation.

And is it kind of more of like in a competition?

Um but like other higher growth areas that are lower, we don't have a lot of space to develop so there is I think more than the risk and loss of limitations from other problems.

But also the competition competition.

Right, right.

I think it's right on the element of work, so yeah, okay.

I know back to that one.

Oh yeah, we're not in the second.

Is competition or is that not do a good job of defining?

No, I think that's oh, did you want to ask them?

You can just yeah.

Um they're just writing theirs down.

When you said that, I knew what you but I I'm gonna have the response like if we talk about a stone stuff.

Right.

Oh yeah, yeah.

Okay, it's not the topic.

I guess we'll unless we want to go ahead.

Do you want to do the one where you said you know, we're limited because the built-out nature of the city?

How would you put that?

Um I think I think it gives us opportunity.

Okay, we're just drawing a little bit.

Yeah, I think just um we are worried about revenue loss um through the economy or offset growth or any other weight that we use it.

Uh natural disasters or resources being limited.

And state mandate, which was at the top.

Yeah.

Thank you.

Did I spell that right?

Yes.

Okay.

All right, so we had preemption similar to the state mandates, legislation, all of that.

Um that was something that was said.

We don't have any control over the economy or recession or those types of things from the loss.

And then we have competition from the point from other cities.

That's exactly that was a new exactly where that one revenue loss came from.

Right.

So they are listening to your tape.

Is this an attraction alignment and understanding of our city and challenges?

Yes.

That's that's great.

Yeah, of all the threats that the two tables we come up with very similar, very similar.

Okay.

So now folks, the the work now is okay.

This is our vision.

How do we leverage our strengths to overcome our weaknesses and threats?

Like what are our biggest opportunities?

And a good place to look is oftentimes right here.

Weaknesses can just be frustrated opportunities, right?

Um so looking at all of this, take a few minutes and what are our external?

You're not gonna give us a little heads up, internal, external, or no.

Uh this this is within Sandy City governments internally.

Yeah, what are your opportunities?

Well, not necessarily because if you have opportunity opportunities to address any of these.

Um not where I thought I would.

Yeah, at all.

Um you know it's it's not yeah, but that'd be the only one I wanted to go on.

That's just a big done.

Not in that at all.

Yeah, to a certain point.

So maybe what it's like right.

It's a balance of having also somebody tried that.

Exactly.

Um I have to talk about this.

I'll say the missing.

Oh, I don't know what I list the completely addresses the threats and weaknesses, but I've been on the moment like uh new businesses on housing costs, we have something to discuss.

Um as far as like the natural disaster goes, like having the system house.

That's part of the one wait is it has it?

Yeah, right.

Which is yeah, uh let's capitalize.

I think we're jumping.

Oh yeah, of course.

It's true.

So maybe I like that.

Yeah, so that's I think it's yeah, we've got you're about the work.

Hey, top three or four opportunities for the greatest opportunity.

Obviously, I move.

Um I think about um story times answered.

If we go to dad, we hear this.

Oh no.

Not that they're playing mom against each other.

So like I vote for having a shared which would still cost both branches technology.

I think there's a overventer.

Yeah, so let's call it not just a teamwork that delivers a better experience.

Experience stakeholders.

They're having the experience my second one.

Um I would like to establish decision operating system actually.

Um I think we could go along with the relationship.

A system by which we don't read there's clarity around how decisions that were made aligned to the customers.

Right now, our decisions that just get made and announced to us.

We have no idea how to align.

Any kind of arterial decision.

You're doing our um we would like to go ahead.

No first standard.

So here's the decision on three.

It is included sharing variations.

Here's the criteria we will here's decision we are facing.

Here's the criteria by which we will be making that decision.

Then when the decision is made, here's the decision we made, here's how it allows to get the criteria.

Between branches and guns.

I don't know if I don't know about that one.

If you're talking about within it's a legal problem that could be saying our decision criteria as a breakfast, and so I'm error like that.

Oh, establishing a shared system that we all agree to know we're getting to a person.

Just if what we want to do, we was improves our I mean administrative decision.

But I think that's where we may be once.

Is that it?

Yeah, establish systems that foster trust, for example, decision operating systems.

So maybe I'll just say systems, strengthen systems.

That's the opportunity.

Who wrote that?

No bother.

Systems that build trust.

There's an opportunity to have systems that build trust.

Yeah.

So we're missing systems.

Just really quick.

I mean this teamwork and I think this is changes.

We're still being a more better more than that could that could be easily applied to choose working.

And without getting up are you asking us to stay very focused on not always.

So we're having some struggles around between the stay in our lane.

If we're talking about systems, can it only be systems within our council?

Or are we recommending systems between both branches?

I mean T52.

Well, I got this exercise, you're thinking all of them.

Now not all opportunities are going to be your responsibility.

But what role can you play in helping the city take advantage of those?

I think it it's broader than just what's within your control.

Looking back at the organization saying, you know, you should have a whole here's our biggest opportunity.

Oh, okay.

So it's really robust.

So it's a group or what's it called?

Succession plan.

That's an opportunity.

I do I agree.

Yeah, we're there.

Yeah, we would know that we'll say yeah, I like that.

Very well.

Are you the spokesperson?

Alison again.

Somebody didn't want to stand up and do it.

We have it all encompassing on one to promote the city.

Um, but with this, there's a lot of different things in here.

So continuing focusing on building that trust, um trust from within, and then trust from you know from community partners as well.

Um so you know, increasing economic development, um, you know, but that communication, you know, promote the city once again, and it's not just one specific thing, one specific idea, but the city as a whole, uh, and building those external relationships.

So whether that's uh development, whether those are builders, whether that's with legislators, um, other policy makers, but once again, just to promote the city, meaning Sandy City.

Thank you.

Right.

So we thought one of the opportunities as succession planning, kind of going along with the aging staff.

We have a lot of institutional knowledge, years and years, decades of it.

And so just developing a plan to pass that knowledge from you know the experienced generation of employee down to um maybe some of our newer employees and the other thing that we had was again trying to address some of the trust and communication systems that build trust.

Um, it's kind of like a broad concept, but um thinking more maybe a little bit more granularly about what this what this can mean in terms of you know, is there a process that can be developed and and followed pretty regularly that addresses some of the communication or a process by which you know we do this or we do that so that it's consistent, you know.

I think consistent is an important part of the communication and trust aspect, and then we also had effective teamwork, we have an opportunity to not just be you know a team and do teamwork, but how can we be affected teammates and whether that's just you know, internally as a council, externally with administration, with other partners, um, but even just you know, baby stepping it and making sure that our core um group of council feels like we can effectively work together as a team.

Um kind of what I would say.

Thank you.

Any questions for the state?

So they did it, they did ask uh a really good question.

Like, hey, are these opportunities that are just within our control as a City Cast?

Right?

And and really the answer is no, you want to look at all of your opportunities because you don't want to limit yourselves, and maybe there are some things you can do.

I'm thinking of secession planning, for example, right?

That's clearly um a more administrative executive branch kind of thing.

But are there things you as a council could do to help and to be supportive of that?

Recognizing that's not your, you know, your responsibility.

So thank you for the discussion.

And let's I was just going to say, I think all of these things play so well together, even though that is a primary administrative function.

The idea that you know that the concern was raised by administration that hey, we have this, you know, this thing coming up that's a bit of a concern.

And so then the conversation about succession planning, and then having you know, communication and working as a team on how we address that.

How can we support each other?

Let us know, you know, some of these issues so that we can from a budgetary standpoint maybe help plan for for them.

Um, more pre active or um in the pre in the reactive.

Proactive, thank you, China.

Any other thoughts or observations?

All right.

Let's keep going.

Okay.

Snacks as you want to.

Okay.

So we're taking all of this work and we're we're leading into um this is where we're headed, understanding the environment we're in and what our opportunities are.

What do we need to be focused on over the next three to five years?

What needs to be our priorities for the next three to five years?

So I've defined them here as a broad statement, an area of focus that will be our criteria through which we will evaluate budget requests.

Right.

Like what do those priorities need to be?

I'm going to encourage you to intentionally not look at what you've already adopted, even though you probably have those already memorized.

What the group last year came up with, and then say, oh yeah, we're still in alignment here, or actually, we probably want to change or tweak some of these things for this cast.

Fair enough.

So let's go into those exercises.

Um, here's the question uh or questions.

Okay, considering our vision.

What are these most important things?

We're looking out three to five years.

Where are we positioned to make meaningful progress towards our vision right now?

That's what we are after.

And I told you not to look at it, and then I put it up there.

Oh, we're doing okay.

I'm gonna go back to go back to this one.

Okay, so um have you work same process?

Just sit and think individually about okay, what what do your priorities need to beat over the next three to five years?

What are those big areas of focus that in order for us to move in the direction we want to go, we gotta be paying attention to these areas?

Okay, get a list together of your own personal ideas, and then we're gonna this is where we're gonna take a little more time.

We're not gonna rush as fruitfully as we did through some of those others to allow some time for some discussion.

So go ahead and work individually.

I guess that they might look like everyone at your tables can done get their ideas down.

Uh give them a minute if they're not, but if they get done and go ahead and start um sharing.

Uh, because these lists are gonna be probably a little longer than previous lists.

Um I'll just encourage you to try to try to not tell too many stories, right?

Um for example, if I think recreation should be uh one of my top priorities.

I'm just gonna tell you that.

I think it should be recognition.

I don't need to go into the backstory as to why recreation is important to me and why I think that's a priority.

We just don't have the time.

So um trying to be efficient and just share, hey, this is my list.

Find where there's common agreement at your table.

And um, let's go with your top four on this one first.

I have to build specifically, I have um I have like a market.

I said, like, we have to get that right.

Right.

And why should I be able to think like quality of the house?

I said, just in thinking about an active and increasing that active increasing the safety aspect of the stuff.

Yeah, well, that is.

And so I do think economic development capitalizing external relationships through teams by house.

Sandy things.

The places that some of the balls asking.

And they can't be successful.

The smallest capital success location marginally finds it.

I agree to totally agree.

It's not public safety.

It's always going to be the worst force by the same thing.

I just would like to focus on budget management and even budget expansion.

Without relying out of the way, we don't have the services that they increase taxation.

But I mean that wasn't a satisfaction.

So I want to make sure that we are planning for anything.

So how are we going to find the lab?

Yeah, yeah.

So I think kind of bumping on that.

So how are we going to do that?

Um I have safety economic investments.

And then I want to focus on outdoor recreational quality of like development.

Active transportation safety.

I don't know.

That's even more great.

I don't want I think that it should be always in that important sphere for us.

Right there.

What should be our focus?

Absolutely.

I do think we probably need public remote.

That's my number one about the next phase of focus.

That is facilities decisions.

Satisfied with what we do for now and look forward to spark.

I think it would actually be a good idea.

We think about it as more than we six or seven.

So whatever it is.

And then that's a lot of sure path resolution to the backs out the bottom of the facility.

It's going to make sense again, and I just don't want to bring the logins or it could be that kind of facility.

It could be that in our county project.

I'm just right now.

Okay.

Well, in terms of to add to that, so budget clearly.

Yeah, to cover the remote.

I want to set the web center up for success to be robust.

So I'm not going to be able to do that.

Uh to build the change staying saving and types of grants and trying to replace.

Yeah, I don't know.

I don't actually start having a few land and Sandy has to be.

I'm thinking it's not thinking about starts.

Even if it's slow, if it's fine, what we've done.

A hundred thousand years or a hundred thousand the next year, I mean there's just some amount.

And real I agree.

Yeah, the only other thing I would add.

Because I I echo from Alexandre.

The thing I would do to extend out like a quadratic.

I guess I guess I sort of feel like real team used for me to be parks for trades.

I can't connecting our children.

Yeah, because I do probably proactive as well.

I just think we like to just make sure it's something that's back because I want to increase active transportation.

I agree.

So I agree.

I think we're folding it all.

We are because that's we just keep making it a little bit bigger, but it's the same thing.

Yeah, correct.

Um I agree uh in terms of the economic development.

I just don't think that's that's a very like that's got a good thing.

We've covered all of that.

So um the only thing that I didn't hear is important to be back is we're going back to that.

I think there is nothing uh strengthened the trust in how we spend public dollars, trust others now.

Trust me, trust your roads coming with spending personalized cheaper one.

So we have rather than more comprehensive.

But existence even when our attention is good, yeah.

I think that's how we're almost like we do.

Yeah, yeah, I don't know if you're gonna be able to do that why we don't continue to show up as a sidewalk budget process.

So I just think I don't know how to use the authority, but I don't think that's we have some existence and we have the trust.

Is that the I just with your exact one?

So this will tell us.

I'm sure every feels infrastructure.

Yeah, playing things.

Yeah.

Well, what do you have?

Try to come up with your top or something.

Okay, like Steve got a little bit.

I think all those two are I'll present that's let's change one of our standards.

Okay.

So how do we see how many can we put?

And then we can have economic development.

Do we want to be more specific?

Let's just describe it now.

Well, we have scribe.

Oh no, that's probably these are these are pretty broad.

So that's part of that.

I I feel like we need to make it a budget priority.

It means a little more specificity than economic development.

That can just be us.

It's like um, that might speak to the narrative.

Like address what do we mean when we say or are there certain things related to economics bill that might carry a little extra weight so for us.

Like we want to see the you know, some of the medium and large.

I agree.

I feel like um it's fine.

But some of the investments that we made not necessarily transferred into the RLI that we expect.

So I am looking for how um investments that have better metrics that are measured.

Yeah, like if it's that's sort of specific is the other thing about it.

I think you can cover that the narrative to say, you know, um we want to leverage public dollars ISRY or you know reliable RLY, something to that.

Oh, you know, I hope people can work that to it for sure.

My my concern would be if you feel too narrow at the priority level, yeah.

You might you really might limit things that you probably should be thinking about.

No, we're just focused on how I on our excesses, right?

Okay.

Well, wait, there's a lot more to this economic development umbrella.

Yeah.

That could still you know help local or not.

Okay.

And then how do we do the technical better?

Well, yeah, we have some things.

We always have to.

I don't know, I'm complaining.

So I think we don't say a top priority.

Well, I think if we call out public sites here, we're almost almost undoing what we said here.

Full city budget focus.

We're trying to think comprehensively in the field about all of our departments.

I'm sorry about percent.

Was there what's the fourth?

I was having something clean and how they're going to be able to do that.

Right, sorry.

Yeah.

Yeah.

And so we want to see how we still see what we're seeing for.

Oh, maybe it's there.

Yeah, but it's not so like that.

Wow.

Like when you say it's boom, and then I forgot to find hard work.

So there's a fine.

Here's the thing.

And so I can present this one, but I think we'll also go to graduation lenses watch the we had to into these two different values in different parts of the range.

So it could be increased for what we want to do.

So there was housing and so I have overarching making all the M use.

Here's the primary needs great.

I had some location, which is part of that.

Don't have we think about it.

Could we power and come back to the team?

Well, it means that's not exactly it.

We're not developing it.

So we did kind of develop the narrative.

But you're assessment with facilities and infrastructure.

That's what we have.

Yeah, thank you for that.

So for the categories should be we have no should be needed.

Okay.

So we're going to be able to do that.

And I love this two narrow.

We're going to full different directions.

What I was trying to do is not our job.

But you don't trust all of the things.

But you don't want necessarily limited.

What other things that could really bolster your economic development?

Well, different techniques by re-evaluating functions.

The one idea that they'll share.

So is there something specific about the typical that we want to work into that narrative to set up these are the kinds of things we're thinking we're thinking about?

Right.

Are we ready here?

Yeah.

So I might have I already have a bit of structure.

Correct.

Okay, I think we're ready to present.

Which table would like to go first.

Adam chair is ready to roll.

Okay.

That's our priority.

Yes.

Can I just interrupt?

Sorry.

Tell you to go and then I'm going to interrupt.

Um we want to be sure as you as you explain, uh, as you put these up and present.

We do want to hear some of the thoughts and the ideas that went into this.

Um, because sometimes I can make my best attempt at putting you know two words on the card to try and represent a much deeper thought uh and discussion that we had.

And the reason I say that is because um Dustin reminded me as well as uh we want to to give staff enough information that they can help take a first draft of the narrative around each of these.

So there are some of those specific things that you think you need to highlight about your particular idea.

Please share those so that we can record them and we're so one of the first things on our list was actually taking a look at what you guys wrote on yourself about the city, Chris.

So ours was economic development.

And we want to really, we think it's really important to focus on medium and large size businesses, recruitment, and teaming internally in the city and with external partners.

I used the example in our discussion.

We didn't get a theater by putting a sign in the ground and saying theater wanted here.

We didn't get a stadium by putting a sign in the ground and saying stadium won't appear.

We worked behind the scenes and with important partners, and we got to that through a concerted effort, and in Sandy it's made all the difference.

So we need to continue to do this.

That every part of the city feels like they're getting attention and they're getting expense of their tax dollars to their benefits.

We want to make sure we aren't focusing on just certain neighborhoods or certain portions of the city, but making everyone feel like our tax dollars, their tax dollars are being used to their benefit.

Well, we've made some really good inroads with recreation.

We don't want to take our foot off the gas pedal on that.

Recreation, active transportation trails, it goes to quality of life in Sandy, and we just want to make sure we continue to have a focus on that, and that we're not checking boxes and saying, okay, we did a rec center and now let's do something else.

We just want to continue with what we've started.

And of course, housing for all generations and affordability and those kind of things.

We're still in a crisis.

We still want to focus on that.

And we want to make sure that's one of our top priorities.

Did you guys want to add anything?

Because we came to these through like different points of view.

Um anything else, you guys.

I honestly I think you covered it.

I I I guess no, I will add one thing.

I want to I want to add upon what um Shane shared at the beginning when you talked about um the need to prepare a budget to cover the needs of the new facility.

I really I really think that is a high priority.

That falls under, in my opinion, under recreation.

I don't want to just have finished the recenter.

I want to ensure that we set the rec center up for robust success, that it is it is seen across the city as the city's rec center, a place of community gathering.

I want to pour you know resources into this so that we set them up for significant success, and it it's a whole new era of that of that community center for Sandy.

And then I just wanted to add from a full city budget focus, you know.

Um, I think that we all agree that um generally public safety is the top priority of the city and the city electeds and and staff.

And so um, while it's not specifically mentioned, it is absolutely meant to be in there.

Um, and and in addition to not just safety from a you know, police and fire, but how can we create um safety in in other areas like through the act of transportation?

You know, how can we make active transportation safer?

Um, recreation trails, um, anyway, just safety is uh focus, even if it's not specifically written.

Not necessarily respond to crises, but what do we do before something becomes a crisis?

Okay, I'm done now.

Because I just want to ask you planifying.

Oh I guess I'm looking at this saying, okay, if if uh if these four land on your list of budget priorities, uh what is full city budget focus, how how does that help you filter budget requests?

You're looking, I guess I want a little more insight on if that one is what we end up with, what does that look like?

Like, okay, here's a budget request.

Does it meet our full budget focus?

I wrote I wrote something down.

I hope maybe it helps.

I'm not speaking for that.

Um, if we cannot clearly explain what a dollar did, who it reached, and how it advanced our adopted priorities, it doesn't meet our fiscal health standards.

So if if we can't clearly convey to residents how this investment is an investment in the city overall, not um, you know, not pitting, for example, one department over another department or one neighborhood over another neighborhood.

We are we are looking comprehensively at our shared goals, wanting to ensure that everyone feels represented in the budget decisions that were made, whether that's internally or externally, making making sure that we we are thinking of things as a as impact across the entire city.

Yeah, can I can I can I ask a follow-up question?

Sure.

Oh yeah.

And all three of you actually does that.

So I I I think I understood what you were saying.

Is part of that also, you know, you talked about can I adequately explain this to a resident.

So as part of it, can I adequately explain to that to the resident, hey, this is how they use that your tax dollars.

And that uh is that part of it?

Yeah, yeah.

I mean, there's always gonna be you know, um, departments clamoring for this because their their job is to say, here's all of our needs, we need you to fund these things, but then we have you know, this other department who's who's clearly identifying their needs, and I feel like sometimes in the past there has been a little bit of um some departments feeling like for lack of a better phrase, the red-headed stepchild.

I don't want departments pitted against each other.

I don't want residents to perceive that as happening, but I also don't want residents to feel that certain neighborhoods are more important to the city than other neighborhoods.

So if if we invest in something and it does target uh a neighborhood, I want it to be clear that that that is still a benefit to all.

And here's how.

I I also felt like in our discussion we talked about wanting the residents to feel confident that in all expenses it was all geared to serving them, not us, right?

And while we exist solely to provide services, and that is our charter, and that's what we do, and we have to have a great trained and well-paid workforce to do that.

It's all meant to serve them.

So we want to make sure that we're not using our money in a way that someone could even question who is that meant to benefit.

It's meant to benefit the community.

So I was just gonna say, as we were talking about it, you know, we didn't all say full city budget focus, but as we were talking, that was kind of a combination of our thoughts, and they overlapped in ways.

And the way that I was kind of thinking about it was from a you know core function standpoint, kind of, you know, we don't want to just take last year's budget and build on it in perpetuity, but maybe there's an opportunity to kind of revisit, especially like in a leaner year, what our core functions are, keep it simple, back to basics, you know, like full city budget focus.

I could offer a couple thoughts just for you to consider.

Um if everything's a priority, then nothing's a priority.

And so I'm I'm kind of having a tough time.

I I I understand your thoughts on we want the residents to understand how their tax dollars are being used, and um we don't want any particular department to feel like they're not valued.

Um I would just from a strategic standpoint, um, if for example, public safety and recreation are two of your top priorities, uh, it certainly doesn't mean that uh the planning department is any less important to us.

It just means, hey, moving forward for the next three to five years.

We just want to be a little uh extra focused in these areas.

Because we feel like there's those are uh parts of our plan that we want to strengthen and be focused on.

So I I guess I'm just you know uh trying to see how will this tool the your list of priorities will will help you.

Um a thought that came to my mind, and I don't know if it's the accurate way to describe uh while Cindy was talking.

I thought of um is this a fiscal health and transparency discussion about our budget, like people fiscal health, like we want our our we want to be fiscally healthy, um, but we also want that transparency for the the community to feel so again we can word smith all night long.

I just want to be sure we're we're clear on what your table meant by that.

Any other questions or clarifications on whole city budget?

I can see how that would be maybe too broad.

That's a fair that's fair, cruise.

Honestly, we started with public safety, and then and it grew.

And it maybe it grew out of proportion.

So uh that it's a fair criticism, and uh, you know, yeah, maybe that one gets tossed.

I'm okay with trust.

Well, I I think I think it does actually respond to the to fiscal health, maybe more broadly if we're gonna maintain that broad.

That's where my I I can't speak for them, but that's what I was thinking as a as a priority is a a fiscal health approach, a more transparent, and and the reason I bring that up is because we have an opportunity to build trust, systems that build trust.

Systems that build trust.

That's where my percep my perspective of this came from is I don't know that we do that effectively.

I don't know that our metrics are as much about outcomes on residents as uh and uh for example, um I I sort of shared this last week during the meeting when um the medically vulnerable people uh shelter came and gave their annual report to us, and and in their metrics, it was the you know, this is the number of behavior health sessions we had with our clients.

Um and I said it it's one thing to track number of meetings, it's another to track the outcome of those meetings.

Was behavior changed, was did you see improvement?

What did that improve it look like?

How did that improve overall wellness for that client?

I would love to see our focus shift from you know, here's the the quantity of things we delivered towards here's the outcomes, here's how life was improved as a result of the quantity, and we're just not I feel like we're not there in our budget yet.

Thank you.

I've got a question.

On your housing, do you just mean more housing or specific types of housing?

Yeah, we um we want an increased, I think we want we've gone through all this.

So increased housing stock to meet all the needs of all the different generations.

So that's like everything, but missing middle is like starter affordable starter family.

That is the second one.

It's not it's not, but it's just deciding like how you read is a good word.

I so my thought is that we need to focus on housing on all life cycles, you know, the entire spectrum of a person's lifestyle cycle so they can be born in Sandy and die in Sandy if they choose.

And I our housing stock doesn't provide adequate uh types to support all stages of life, and so you know, maybe there's an opportunity to kind of understand, you know.

I I know that we've done this, but maybe it needs to be refamed more specifically.

But I'm specifically thinking we need more senior housing and maybe uh first-time housing.

Okay.

I had a comment to that.

So, you know, as you guys all know, our housing workshop series.

And you know, maybe maybe the priority related to housing is implementing that.

I don't want to call it a plan, but that vision, right?

That vision and some capacity and we are working on the final report.

So there you go.

And let me just point out that you know uh that's why we wanted to have this good discussion, because uh at the end of the day, if it's fiscal health here, the ideas that you guys were going after could be included in that narrative that will help explain that this is what we mean.

This is part of this what we're saying when we say fiscally healthy or right.

Um so I think we want to be sure that when staff gets that drafted that what's important to you as a group is reflected in that narrative.

Okay, okay.

Brooke is your table ready?

Yes, and they're all gonna help.

Yeah.

Okay, no, we got this.

Fiscal health, we thought would like the same as these two.

Those were kind of our thoughts, like making sure we're like bringing in the types of businesses we want that we're keeping our base growing, we can still have our taxes, and then also like focusing on the budget to make sure that we're I don't know, responsible responsible.

That's a great word for it.

Okay.

Um public safety was uh top priority for most of our table, all of our table, honestly.

Um making sure that it's 75% of our city, I think feels and is amazingly fitting.

And so just how do we get to the 25% that doesn't look that way?

What do we do to address that?

Um and then our infrastructure, which ish, right?

We were more on the lines of physical infrastructure, a lot of it's like what are we gonna do with the building?

How are we gonna make the right center sustainable now that we've got it?

We can't let it fail.

Like what are we what are we going to do?

Like, do we need more sidewalks?

Anything around we need to watch the water means, like whatever that happens to be, but like a focus on our physic our infrastructure.

Um, and then continued resident satisfaction.

Is that separate?

Same?

I don't know.

Yeah, yeah.

Big piece of it is part of that one.

Yeah.

Yeah.

Anything you guys want to add?

Clarifying questions.

Anybody can pinpoint some of my thoughts that we kind of use a word.

A quick question.

Um Chris.

Maybe we'll see.

This sounded more broad than recreation.

Maybe they don't go together.

But I'm assuming that it is more broad, right?

Because you were talking about we're more.

We're thinking more physical infrastructure on that one.

Certainly, recreation and trails is in infrastructure or arts and trails.

But okay.

Chris, you wanted to add.

So specifically on the financial health, I said we have to make Alta Canyon work.

However, that is, if we need to um have keep an open mind, if we need to make some changes, we need to be flexible, but that has to work.

We put a lot into it, and the citizens put a lot into it.

So that's a very big priority for me.

And how that looks, you know, that's a big picture question.

Chris, is that related?

Sorry, I uh is that recreation?

Yeah, yeah.

Trails.

Sure.

I go.

Yeah, that's the rich side.

Um department equity.

So we're so I want to be sure that we're treating departments with the same equity.

Um not showing deference to one or picking a side.

I don't want it to ever feel that way to all you departments.

I really don't.

Um, and I think sometimes it has, but that's I want that to be at my forefront is just treating everybody departments equally with um equal respect.

So anything else that they will specifically before we and soft park.

No, sorry, I got your four.

They wouldn't let me put it up.

They would I was breaking for the right time.

I think I haven't yet for my idea.

Okay.

Okay.

Did you have something more before we that's a very specific okay?

One of the uh one of the things we want to do now is there any consolidation of these ideas, right?

Because right now, um assuming the group would be okay with these two both feeding into this category, and I'm not sure that's what the group wants, but we would have one, two, three, four, five, six priorities.

If those were the only priorities that were left with so thinking through some consolidation, I do know in the current priorities, housing.

I believe is lumped under I I have a question.

Um so housing, things that we directly can influence with a budget.

We cannot influence housing with a budget.

So if we're just strictly talking about budget priorities, that's for me, that's the way I feel.

We can't do that through a budget, but we can do it through planning, can't do it through zoning, that type of thing.

So I don't know.

Well, you know what I mean?

It just it feels kind of off to put that into a budget conversation for me, just for me.

No, I agree with you.

Uh and I think that this kind of gets a little bit more creative, you know, and maybe like a couple of layers from you know, from the top budget.

Uh-huh.

But um, and and this is maybe something that's already kind of budgeted for, but um community development is working on some of those zoning ordinances potentially to align with the broader housing goal, and so making sure that those things are funded, or maybe there's maybe there's uh to be for the city to engage in some private public partnership with the sale of subsidy owned real estate or whatever from a budget standpoint.

So, like think about it from that standpoint, but I agree.

All right, yeah.

Consolidation, other can I say that I would consolidate the full city budget focus and maybe fiscal health, but I don't know that I I think I would leave economic development separate because I feel like it's a separate focus, and then public safety.

I uh last time we had this conversation, we we called it community safety because I don't know what you guys think about this, but the idea that when we say public safety, oftentimes the things that come out are like our first and second responders.

I'm just kidding, right?

Our uh police and fire departments, but from public safety, we're also talking about just you know, not just keeping us safe from you know bad guys, but like like the the infrastructure, you know, what kind of um safety improvements can we make to some of our existing infrastructure, or if we're building some of these active active transportation um modes or expanding sidewalks, you know, like we put sidewalks to be public safety, we need resident satisfaction with public safety, kind of the the focus on um reach safety and wellness, wellness might cover I like them being separate personally because when I think of public safety, uh I very specifically am thinking of season fire.

But from public safety, we're also talking about just you know, not just keeping us safe from you know bad guys, but like like the the infrastructure, you know, what kind of um safety improvements can we make to some of our existing infrastructure, or if we're building some of these active active transportation um modes or expanding sidewalks, you know, like we put sidewalks to be public safety, if we need resident satisfaction with public safety, kind of the the focus on um reach safety and wellness, wellness might cover I like them being separate personally because when I think of public safety, I I very specifically am thinking of like I'm not thinking about homicide, we've had stabbings, we've had kidnapping.

And I know it's not everywhere, so that goes back to like the budgeting, like making sure we're treating all parts of the city the same, but like I I personally think it's very different.

Let's let's do this.

Turn to your current priorities under public safety, and someone's community safety.

Community safety.

Um read that, and let's just see if this helps with the conversation.

Someone want to read that to us.

I'll read it.

Community safety allows residents and businesses to thrive.

A proactive approach to community safety is economically efficient and highly valued by our community.

The city council is committed to proactively protecting and enhancing community safety by providing well-trained personnel, safe infrastructure, and updated technologies.

Budget appropriations should protect or enhance our ability to keep employees, residents, and businesses safe.

I still like that a lot.

That's how it's currently defined.

That's fine if we want to call that public safety, like community safety is in my we can you just described public safety.

Yeah, that's exactly what it is.

Yeah, but but infrastructure is also included it as a part of the community safety aspect as opposed to just the personnel needed to keep our community safe.

And technologies I feel like our investment in drones and the what's it called response um rapid response, RTCC.

Yeah, I remember the acronym, but I can't remember what it stands for.

Thank you.

I feel like those are our techno technology investments that have really paid off.

Yeah, and that's which is public safety.

Which is public safety.

Oh, I am not arguing it's not.

I think the focus on the infrastructure is where that's where I'm getting caught up, like pulling that out because sidewalks are unbelievably important.

It's almost glossed over under that community safety.

Yeah, I think it's a whole separate issue.

I think it's part of the infrastructure, honestly.

It's part of the physical infrastructure, in my opinion.

So you're okay, it sounds like uh call it community.

Call it community safety, but maybe the infrastructure part we address separately a little more.

So and I think that this is you know, collectively we're all looking at the budget, right?

And so if it means something more, you know, like you have a focus on this, right?

Like when you're looking at this and defining this, the the focus is maybe more here, where for somebody else it's maybe you know more here, but we're all kind of utilizing these things to review the budget in a way where we all say that that safety is a priority, I guess.

I totally think.

I'm just saying that I don't want to just I'm I'm not discounting or meaning to discount what you're saying because I totally agree with what you're saying.

Yeah.

Any more consolidation?

Uh let's talk about continued resident satisfaction as a budget priority.

That encompasses a whole lot of things.

Like we maintain our streets very well.

We have a great um code enforcement going on.

Our streets are generally clean and safe, and and um, and that all takes into consideration the employees to actually do that for them, you know.

So that's a huge one satisfaction.

We need to stay at the same bar that we're doing now.

That to wit to that make Sandy Sandy.

So does that need to be called out as a specific priority, or is the argument if we get the rest of these priorities right?

Guess what?

Yeah, I mean all are going to be 100%.

That's gonna increase and contribute to satisfaction.

Yes.

Okay.

You might also that was really interesting.

You know, we're looking at it from a budget perspective, right?

And I wouldn't say that this is like a huge budget aspect, but there is a budgeting component that would be specifically to that, right?

And it's how do we measure that?

Right?

What are we doing to measure continued resident satisfaction?

Historically, we've done big city surveys, right, to help us understand that.

And so maybe there is still some kind of a sp a budget component that's specifically to measuring resident satisfaction.

But I thought that you have one of your budget programs.

So that's like um higher level than what I wanted to get at me that measuring an outcome of it, measured outcomes.

Measured outcomes we have really uh content.

Residents, they're happy for the community.

So that's my I already have the answer to that.

So I saw some nods of the head with this idea of if this wasn't a specifically stated priority, there's agreement that well, if we get these right, it will result in this.

Now having said that, if it's important to you that uh resident satisfaction gets called out within the narrative, right?

That you direct staff that we do that to say, hey, part of our focus uh here or the budget with uh economic development is resident satisfaction is an important part.

So it's not that this doesn't be reflected, it could be included in the narrative, but it maybe is not a standalone.

It's almost the outcome.

The outcome that needs to be that's kind of everything else.

I'll just move it over.

Okay.

Does anyone uh does anyone want to argue that something should be further consolidated, or just let's toss that out, or let's change that because we're gonna go to the next step here.

We might be able to consolidate infrastructure with the trails and active transportation.

Um not that I'm against that at all.

It just feels like a very narrow priority.

Um that maybe only one or two departments can we work through in terms of the lens that we're evaluating with.

Or is that kind of uh an economic development half with the active transportation?

Or you know, no, okay.

I'd also say housing and economic development.

Well, I guess you guys are more focused on the business part of that.

Yeah, I see we keep them this way.

Yeah, I was gonna make one suggestion.

Uh well, I have a question.

So I didn't look at the list that we did last year, but there are one, two, three, four, or five broader categories that we developed it during that conversation.

Is our goal to, I mean, are we are we trying to align and maybe reprioritize those buckets, or are we creating new and defining new buckets?

Like what what do you see as the goal?

Because I have a maybe a follow-up question out of summit.

That's a great segue because the next part here is we're now gonna pull those out.

Okay, and you're gonna now look at what's on those, what you've put up here.

Um housing is reflected in the current priorities, it's not its own stand alone, but I believe it's under economic development.

Under quality of life.

Thank you.

Quality again, um, at your tables now.

I want you to just go through the five, um, and maybe you can just take a minute and read them one at a time individually and then discuss.

Does this still represent what our priority needs to be?

Is anything we've come up with today suggest we need to make any edits to this?

Okay, so let's go uh let's go through that quick exercise.

Yes, look at them and see how how these ideas are currently incorporated into the priorities in front of you, or they're missing.

Dustin, do you have something on the I just want to mention when you guys are looking through this?

You know they're all color-coded.

Just a reminder, the gray is narrative or context, right?

Of the priority.

Uh the blue is how each will be used by the council, and then the green covers the questions that you might have you might have asked last year during that budget lessons.

Is your reading at the end of this exercise?

We're gonna go to each table to say, okay, we believe priority one on our current list is still priority one with no edits.

Or uh we've got suggestions, okay.

So we exactly I think it's inherent still because if all of these are we are delivering better infrastructure.

Which gives us to the outcome of resident satisfaction.

So in interest good.

This was so high at the time.

I would say it's to be like our intentional really has been tweaked and drawn to other cities.

Well, it's well.

And I think that's what I need to create.

What keeps that?

So I need to have anything.

I think everything could be.

Yeah, I think this yeah was the question to be called.

Is employees satisfy market?

Or do we retest that with another one?

Because one thing we do not really address them.

Priorities is something we've told us about past years.

So what is going back?

That's the situation.

Focus on that succession plan with professional development training to corporate force.

That may not show up as that's how satisfied with functionality.

You know what I mean?

Yeah, like so and maybe that's a primary support.

Yeah, five position cash, I know.

I don't think I don't know how to exact I'm wondering because it should be a new separate license.

Honestly, that was gonna be one of my comments on it.

We're trying to fit it like we're so thinking about it.

So this we don't have quality.

Let's teach me a valid share.

I think priority there.

Yep.

Are we that would work starting?

Are we just thinking maybe it's can I change the change?

Because I can't do a plan side.

So we're gonna write the whole gas.

And she's important.

But we're not really there.

Like this piece of the parking lot.

And so you have to go to the structure.

And so but anyway.

It's complicated, but it's all right.

Let's see, because what you're talking about.

No, no, we just pass it the I think that was.

I the street housing.

Right.

Yeah.

I think the technology developers still are top for training.

So I think it does enforce it.

That's two ones in the middle.

Those two rooms.

So quality based on this recreation is still shifting up.

So is that also functional?

Is this if this is an annual exercise specifically?

Should it be static and never change?

Or does it make sense?

Is it a cross?

I think it was.

We can add employees or that's time to that is part of the that is inherent.

Yeah, but it's functioning training and transition part of the same.

That's an easy that's an easy adjustment to the definition.

That's not definitely budget.

Yeah, yeah.

I mean, if we can't add anything to the difference available in every class slash satisfaction, it's just a professional succession plan.

And so leadership with transfer knowledge.

Systems processes like economic development.

We're too old for built.

What?

We want to we were just we can't see what you can.

I'm gonna say Oh, okay.

Yes.

So it's creating uh what did you mean by recruitment?

Recruiting a large medium on economics of recruiting business.

Okay, we want medium or large businesses.

Yeah, okay.

So this is kind of the recruiting medium organization.

And then like this uh team to the teams with partners to work for meeting the large businesses.

I got it all elementary.

So we changed the definition here.

Of course, is it like best age for not showing the trees and everything?

I was not saying it has any, but it's got uh we could it covers it.

I'd like to say it's I mean it's not medium perfectly.

Well, can I struggle?

I don't uh you know specifically small.

Oh, I think it was I can tell you that we're gonna change it.

That just happens except that up on the infrastructure.

It'd be like the digital two to cover.

How do we have I think it's gonna be have to be a root next step?

It's up there.

Not the next step in this workshop, but then we're gonna just find out.

How are we doing?

Still working through it.

Well I think the buildings are different.

Okay, but I'm that too.

I see that.

Cindy, come on.

I would rather like I've seen here.

We know what we're gonna say.

Yeah, it's not do what uh oh what my suggestions are infrastructure.

How do we oh and what are our concerns?

Yeah.

And by ours I mean ours.

And that would and how does that look?

And that would include this.

City owned and operated by someone.

We don't need no, but we only seem to be able to do that.

Oh, it's an offer.

Yeah, simple my Google's receivers.

I can't just to justify a direction.

No, no, yeah, it's just that point.

I think it's in quality.

So you could think it would be all dogging.

I mean I would have just call it the size.

I've increased the files and that increasing.

Oh, you can like I think that's like you have to see it's uh staff.

So my speech is a good idea.

I I like it.

Oh no, we're down here.

Yeah, I don't know.

It was here.

We're stuck on infrastructure and how same like physical OMS building operations building.

Buildings focusing mostly on buildings.

Like what are we gonna do with the parks building in the next three to five years?

So how are we gonna make the rest of the work?

Oh yeah, like that's a good definition.

Is it yeah?

Is that okay?

I didn't see it just now.

We had the same thought, Matt.

Absolutely.

Doesn't mean it's any less it was situational.

All right, are we uh are we are we there?

Is it logical that we these would change you?

We're all earning our money now saying this is tough stop.

I mean it really is trying to I know.

You guys have to figure it out.

Is it worded exactly?

Is it the category?

Well this is not easy work.

Why don't we start with some discussion on let's just start with economic development?

How do we feel regarding the narrative that is in our current priorities?

Based on the things that we've talked about, is everything represented there still?

And is that still we're not prioritizing yet?

Prioritizing it yet.

Yep.

Economic development agreed.

Yeah, okay.

And we'll do the prioritization exercise tax.

That's the last thing.

So uh we'll put economic development.

Employee satisfaction is the next one on this list.

So do you want me to address that?

Yeah, we're having open discussion.

It does not mean anything, you guys.

It was a situational thing, and I think it was appropriate at the budget time last year.

And this it doesn't mean anything, but I don't think it needs our be in this list of priorities at this time, even though you always absolutely are in our priorities.

But to have a specific item on it seems a little bit uh yeah, I think redundant because it's a given.

Yeah, it's a given.

I think you should add a line to it needs to be in the health fiscal health and factions as the budget comes out.

Everybody get that?

You guys are super important, but it was a like a at a time where when we were making this or they were making this, and it was just kind of a hot topic.

Hot topic?

Oh which one?

You say it situational?

So we're circular important.

Oh, yeah, super important.

Yes.

Well, you are.

I think you should just move employees to add employees satisfaction to the list under physical health.

And the under fiscal fiscal health, yes.

And the reason to combine it there is that when we get a bit of budget, or even in our budget, is that it needs to be balanced, which includes the appropriate amount of cola, the crudes, um, adequate FTEs, all of that is a fiscal item that we're looking at.

So it's well it has to be maintained and sustained, right?

Yes, so I think that accounted for in all aspects, whether it's the tenant budget, whether it's our final budget, but it is I mean, that satisfaction, you know, the the appropriate um pay, all of that is encompassed with that fiscal health.

I can see that.

In fact, even in the description, it talks about uh the provisioning of core services and then when we get into the you know the waiting.

Yeah, I I was looking at this and thought, how the heck did fiscal health get at the bottom list with employee satisfaction with the collab with the payroll.

I mean, we've 75% of our money goes to paying employees.

Is that really it places that importance on there?

Am I seeing agreement then?

Yes, yeah, we'll still uh mention that a narrative under fiscal health.

Yeah.

Um I the only thing I would add is connecting it directly to and Cindy said it as well, but I would expand it.

Um intelligent investments in infrastructure, core services, and programs.

By definition, an intelligent investment is an investment in our people.

We don't make in structure, core services or programs happen without employees that are satisfied that are happy and and and our train.

I feel like succession planning fell off our radar a bit when we moved into priorities.

And I really believe part of employee satisfaction is is solid training and succession planning.

So maybe that's where it shows back up.

Yeah, back it shows back up in our fiscal health.

But so I do like the idea of employee satisfaction being called out as essential to being an intelligent investment.

Nice.

Okay, great discussion.

Thank you.

And uh as a staff member myself, not in this city, that goes a long way to have elected officials that will stand up in a meeting and say we are continuing to be committed to making sure that we're competitive in your salaries and your benefits.

Um it's a part of the secret sauce here at Sandy.

Um that you've been fortunate over the years to be able to be competitive.

Yeah, you've got the great staff to show for it, so that's awesome.

Okay, community safety.

Just suggest getting rid of safe infrastructure there because we feel like it's a very different context to what we're thinking today.

Like if we where would that go then?

Because we have a component in our brain.

O and M infrastructure we suggest a new category called infrastructure, but it would go underneath there.

But it would go underneath there.

Just introducing it.

O and so the idea with being infrastructure replaces the employee right now.

ONM.

What's that?

O and M.

Yeah.

Infrastructure, uh, O and M.

O and M is different than infrastructure, in my opinion.

Well, we're talking like technically, yes.

But in our But is there a way that we could word it differently that combines all of it.

Should it have like name it?

I have no idea because since you guys just came up with that.

Let's ask this question.

What is important about infrastructure for you?

What what does it mean?

What is what's your well I was also I was focused on the like safety aspect of the infrastructure.

So if I'm prioritizing infrastructure, I am prioritizing infrastructure that provides uh community safety benefit too.

So I'm thinking about it in those terms.

So if you're removing it from community safety and just gonna put it in infrastructure, then how does that you know get prioritized?

You know, like I'm just give me a specific of what you're what that you said direct safety.

Are you talking the sidewalk that somebody could trip on?

Are you talking that is one of them?

That's not the only thing.

Okay, you know, like we're I'm thinking about like our vision, like the exercise to me was connecting our vision to some of like our priorities and what we can do now and what we have to get right.

We talk about wanting to move on active transportation and bike lanes and and you know, putting in some of that infrastructure.

Well, we need to do it right, we need to do it right the first time, and there needs to be a safety element attached to that prioritized, and so like it's it's hard to have a lot of active transportation um intermixed with vehicular transportation and and assume that there's gonna be safety, right?

So I'm just looking at the safe focus.

Do you think that is something those ideas um could be reflected under a category of infrastructure in the narrative to say when we when we're talking infrastructure, we're meaning the development and maintenance of our city's infrastructure to include such things as it could, yeah, but I don't think I think is different than the other thing.

No, I think I think it perfectly goes in there.

Because if you say we're looking at the operation and the main wait, no, what was the first word you said?

Operation maintenance operation and maintenance of it, then we're thinking like safe, you know, everything, like making sure that they're public safety, but also like what do we do with the parks in recs building?

What do we do with Alta Canyon to make access accessible and things like that along with it, which I think safety is honestly inherent, but we could absolutely call it out.

Well, would it be inappropriate to have combined employee satisfaction with fiscal health and create two new categories?

You know, I'm thinking that infrastructure on its own is like like capital projects and water pipes and things like that can be where then you have the O and M of all of the you know facilities and whatnot that we have, and I still I just I don't know.

I I don't want to overcomplicate it.

That sounds like I might be, but I think you're just seeing it uh as two where I see those could blend nicely in one depending on the language that we use.

I have a clarifying question though.

We just we just indicated our commitment to intelligent investments in infrastructure, core services and programs as part of fiscal health and folding in the intelligent investments in our people allow us to accomplish those.

So we're already we're already saying fiscal health is tied to infrastructure.

Are you wanting to pull that out of fiscal health now?

I think it goes in both, honestly, because I think it's implied personally, like I it's to me it feels like, and I wasn't here last year, but like employee satisfaction was something that was very speci not very specific to be its own thing at 26% second highest last year, right?

We have got a lot of infrastructure questions right now that we're looking at as a council that I think are very relevant to this specific year.

And so making them a pro even if it's just decision-making priorities, I think that that's going to affect our budget.

I think the disconnect there is the definition of infrastructure.

She's reading it as um building maintenance, streets, all of that, where you see it as a completely separate item.

Is that right?

I see like the the separate physical item and then the operational and maintenance aspect of some of those items, and like I it like I want to make sure that we're also considering new projects and not just managing existing ones that we have.

And so I if there's a way to capture that, like I am totally open to it.

I just wanted to make sure that the priorities were before we do that though, before we go down that path, I just I need to voice something.

I I'm a little concerned about changing the definition of community safety and and saying it is only the responsibility of police and fire.

I believe public safety, community safety as defined currently is every department's responsibility.

And I don't want the full weight of responsibility to feel like it falls on police and fire.

So I don't like defining public safety as only police and fire.

Everyone in the city is responsible for keeping our public safe.

I agree, and I don't see that personally, don't see it as doing that.

I don't think taking out safe infrastructure changes that at all because well-trained personnel is well-trained public works people that are the people who are plowing the roads and that are you know what I mean?

That's I don't think that's in my opinion, that doesn't like negate that.

But I'm I'm not as worried about having I'm not like worried as worried about including in there like safe buildings per se, like we've got to make sure that's where my head goes.

When I see that I'm uncomfortable removing safe infrastructure from community safe.

Dustin had a comment.

I just I just have a thought.

I think there's I think you guys all want the same thing.

And in my mind, I don't see what the problem is with double dipping in a narrative, right?

If you say, hey, safety is important, and then you say, hey, safety is important in a different category, you're just doubly saying safety is important.

Is that uh is that a concern?

Is that an issue?

Does it become I don't think issue my only question would be does it become an initial an issue when we're prioritizing budget items and requests where it's um unintentionally heavy or unbalanced?

I don't know.

Are you gonna hold me to all of these things that we come up with when we go through the budget?

Sure.

Infrastructure is already intuitive definitions, community safety.

You see what I mean?

And it could be that you're like, oh, this particular item actually touches on our community safety priority as well as our infrastructure priority, right?

I see this conversation, it's just like all of us trying to maybe get on the same page as much as possible, not saying the same page is agreement, but just understanding the way that you're looking at it and the way that I'm looking at it, and how can we draft something that captures what we're all looking at?

Because in some way I think he's right, like we're all kind of saying the same thing.

And I think the magic here is gonna come together in the narrative to be sure if if there's agreement that infrastructure could be its own category.

Now it's a matter of okay, let's be sure that the narrative expresses what we mean when we're saying infrastructure.

And it it absolutely can be all that you've just talked about.

You want to take a stab at it then?

We just and I are uh you want to call us magicians if this is when they're gonna call in their friend chat.

I mean, what do you think is I'm about them taking stab at it encompassing both sides of the stuff?

Yeah, we can do our best to try and encompass it.

I I mean I've told you kind of what I'm gonna lean towards, and I'm gonna lean towards hey, there's no problem double dipping if we mention something in multiple locations.

I don't personally see that as a problem unless you you guys tell me it's a problem.

I I think the only thing I'm hesitant about is we've not yet really if we're gonna if we're gonna call out an infrastructure as its own priority, we've not really called out recreation active transportation as its own priority.

I know it's folded into quality of life.

Um that would be my only thing is if we're gonna create infrastructure, I would like the narrative to reflect parks and recreation infrastructure, trails infrastructure, so that we're we're being really clear what falls what is what are the physical aspects of your broadly defining infrastructure to include a lot of things, and yeah.

And that could be end up double dipping, so it could be under infrastructure, but then it's also under quality of life, and as long as it's represented, I'm I just feel like we clearly identified recreation and the rec center as a priority, and we're gonna call out infrastructure.

I want to make sure calling out the decision then at this point, and then the draft will be able to be reworked as needed to be sure it truly reflects the your collective desires.

Um where was I going?

Speaking of that, Marcy was good.

Um so then the next question is recreation to be pulled out and put here as its own standalone, or do we want to be sure that we include the infrastructure for those things under infrastructure?

And if we keep quality of life, that we emphasize that that is a quality of life component as well.

Where are we on quality of life as it's defined in your current priorities?

I think it still remains and exists, and I'm wondering if recreation, in my opinion, well, it covers a couple of areas, right?

We're talking about infrastructure, the operation and maintenance of it.

I also think it's important to quality of life.

Is there Dustin?

Like maybe an addition to some of these narratives to include an emphasis that we consider for the year, you know, like the while it while we have this broader category.

The emphasis for this particular budget year in conversation is you know, recreation or um whatever.

Could we be more specific in I'm getting looks that make me question if I'm the only one that's okay with maybe considering some emphasis narrative?

I don't have a problem with the emphasis narrative.

I just can fight this later, right?

But I think quality life is more of those softer things, they're harder to define, they're harder to they're not like your water is running or not, like parks, recreation, trails, the dog park, like how like and in this definition, housing all fall under that.

So let's say take a stab at it.

Let's see.

We were really broad last time in order to get consensus.

Yeah, and so if there's so maybe what I'm hearing is an opportunity to go a little bit deeper, and maybe we can still get consensus at a deeper level than yeah.

Yeah, problem.

I'm just wondering if that's what maybe part of this conversation is we're able to go a little deeper.

Can I can I throw something that's I don't know if you guys can you guys can tell me if this is just not acceptable, but um yeah, obviously, I mean obviously generally speaking, quality of life is important.

I wouldn't say that it's necessarily come up in this current exercise, but a couple things that have come up are housing, parks and recreation.

Is there any desire to scrap the quality of life uh narrative in this year's priority and instead do prior a priority related to housing after our housing workshops and a priority related to parks and recreation?

Or is there a preference to keep it broad and the existing quality of life and abroad?

Yes, okay, I think the name of it though if you want it.

I think quality of life is good for now.

Do you want us to include those two topics a little in a little more detail within quality of life?

Housing recreation.

I think broad is helpful for defining the priority, but for defining our or for the lens by which we are making decisions as the budget's presented to us, we need more specificity.

So I would say, yes, in the narrative, let's let's build out or at least emphasize to a greater degree active transportation, um recreation, housing.

That's kind of why I was wondering if there was an opportunity for like an emphasis um narrative that would be that would change out every year is these conversations if maybe these broader larger level level buckets remain um consistent and we're changing out what we're prioritizing within each bucket, then do you remember the layers of the strategic plan?

We're working at this the priority level.

The next level is initiatives, and that might be where you take the next step to say, okay, when it comes to quality of life, what is it we want to accomplish?

Right?

And that's where you would come up with things like increased emphasis on our trails development, you know, right?

That kind of what do you what do we want to improve, or what do we need to reduce?

What do we want to accomplish?

And so that may be where you could build this out a little bit more in the future to say, hey, let's go into a little more detail on all of these or some of these.

Okay, so at this point, we got economic development, community safety, quality of life, and infrastructure.

Let's go to fiscal health.

There, that's a oh yeah, we hadn't talked about that.

We haven't talked about it, but is there anyone that feels that should come off or be changed?

Is the narrative still express our only thing was to add the employee piece of it there, but it's kind of implied as well.

So I think having that for employer satisfaction, so employee satisfaction to that, right?

Yeah, I think if it as you're removing it as its own category, that it you'd be sure to expressly state like, hey, we continue to be committed to employee um retention and development, or however else.

Okay.

I'm gonna owe Dustin a shake because not keeping on schedule the way I'd hope.

Here's here's what we're gonna do.

So the last exercise, I'm gonna put these categories you've described and come up with tonight on the wall, probably replace these, and then you have some dots.

What do we have?

10 each so you can now go distribute your dots next to however you would like to prioritize.

You put all 10 of your dots on one of these if that is your priority number one.

So distribute your dots based on how you would prioritize these things, and that will give us some sense of what's gonna carry a little higher weight this year.

And I appreciate the comments that you know what what was kind of important and carried weight last year, maybe a little different this year.

Um that's the purpose of going through this, continuing to to check in with one another.

Okay, let's do that then.

Um let's just do it right.

How's that?

Yeah.

And I'm putting them up here in no particular order.

All right.

Um so just come next to next.

Did I community safety?

Can we put our we should put our dots on the paper?

Keep it there forever.

Uh yeah, you can just make sure they come off.

Leave them on the door.

It'll make next tiers.

Let's not do that.

Yeah.

Yeah, let's just yeah, put them on the paper, that'd be fine.

Okay.

Good luck.

Good luck.

Chris, put them on the paper.

Oh, they want to give like those eight employees.

I don't care.

No, we still process things in the conversation uh one.

I'm glad someone suggested that, or I would have to just put it out of it.

I would have got a cleanly big.

I mean, I thought about it.

Not the first instance.

That's the best.

I get satisfaction, but I think it's hard to hit.

Yeah, you'll just shout one out and I'll write it.

I'll add it on a piece of uh yeah, about two weeks out.

Are we gonna need more room for some of them?

We can put around the left, but we can still get it on the road.

No, too early.

Oh, yeah.

Um right now it looks like they're all pretty pretty close.

That's gonna be a problem.

Like they're not how do we well you can do this again when the draft comes out, you know.

That's we're gonna need to like maybe after you've given it thought, reading and errors.

Like, hey, let's let's double check up everything here.

I was thinking about my interpretation of the narrative, but but it's I know it's gonna change, so I might change my vote.

Okay, so this is a living reading.

At any time you're like circle up again, but just yeah.

Okay, we're all there.

All right, Dustin's running the mad math here.

That one's 15.7.

That's eleven.

15.7.

Eleven.

I can even do that in my head.

So eleven, unless it's just like 10 or three quarters.

14.

Can't do that one in your head.

I won't even try.

20.

20%.

20.

Oh 23.

32.8.

All right.

Now this is just an initial throw the dots on the wall.

Um, I was talking with Marcy over here while we were finishing up about this idea of let's let this all kind of marinate.

There's been a lot of work put into this tonight.

Dustin will we'll draft up some of the narrative, give you a chance to then further review the narrative to be sure it's like okay.

And maybe what you do is just have another quick little uh conversation in one of your next meetings to say, hey, let's go do the dots again or some other way to vote to say, okay, um, does this work?

So right now, based on just tonight's initial work, community safety would carry 33%, fiscal health at 20, and then the other three all active at 16%, roughly.

Just to give you a sense of kind of where your priorities are at.

How are we feeling?

Tired?

Yeah.

Yeah.

It's uh I'm sure it makes you all right.

It does.

It doesn't even marinate.

Um I think that next step will be great to just get a draft in front of you, give us some time, then uh further the conversation.

I think that covers everything I was hoping to cover with you tonight.

So thank you.

And again, apologize for longer than I saw the right.

I think that's okay.

It's early.

All right, guys.

We're gonna we're done with the workshop for now.

We're gonna move on to public comment.

Josh, um Dustin's gonna bring you the microphone so people online can hear you too, and you'll have three minutes from the time you start.

Right here, it's good.

Okay, uh good evening, council, uh officials and other uh city administration officials.

My name is Joshua Carr.

Uh I'm a Sandy City resident, and I'm also the founder of the safety movement over uh 110 south uh at the Alta High Intersection.

Last week I addressed City Council during uh citizen comment, delivered a petition of 700 signatures uh asking for safety reform, immediate safety reform and to reevaluate current plans for the 2030 roundabout.

Uh I am excited to let you know that since I addressed you last week, you've added another 400 signers to uh this mandate for the city, and the community has been very involved in looking at this very closely.

Um today I would like to thank uh the mayor, um Shane Pace, the city crews that were out um installing flashing signs at this intersection.

That's one of the things we asked for uh in this mandate was immediate safety reform and wow, and thank you, City Council and all the members of the community that have been involved.

This is what true partnership looks like.

I I feel immediately more safe at that intersection.

Uh and and it's just such a wonderful thing to see what happens when we partner together as a community, and this is really a win for this community.

So thank you very much for your actions.

Um sitting here listening to the budget council meeting this evening.

Uh thank you for your focus on community safety.

Uh this is this is huge.

This is makes my heart glow.

So I appreciate that.

Um invited by Katie Atkinson and Shane Face to join safety committee going into uh engineering review for the proposed changes, and I look forward to being a continued part of that.

So tonight I'm here just to deliver um show these additional sign signatures and say thank you very much for all of your efforts it takes the community and this is why Sandy City is in my opinion one of the greatest places to live.

Thank you.

Thank you.

All right, we have no other blue cards.

Is there anyone else that like to make public comment in the room?

Looks like no.

Dustin, can you see if anyone online has an interest in some of the things?

Of course, now sure.

Uh, if you're joining us personally this evening and you'd like to comment on any city business, go ahead and put the raise hand button on your screen.

And I'll call your name the order in which you raise your hand in our three minutes.

And our report are only two people online, and one of them is my wife.

So it's you know, that's my ass.

Okay, looks like that's a no.

Uh all right, so we'll close this citizen comment portion.

And Ryan Meekham, would you be willing to give us a legislative report?

Well, glad we talked then talking about priorities.

Um, I want to start off uh tonight talking about Speaker Schultz's priorities.

So if he came to the league meeting, the LPC meeting on Monday, and I've got a link to this video, and I will send it out to everybody so you can watch this.

But I went back and watched uh so I could you know more accurately uh relay what he was telling us.

So he said uh basically that the number one issue for two years in a row, in other words, the top of the constituent list is housing.

And then he says, I'm not in favor of the state taking over land use, you know, genuinely saying that.

Um so here's here's the background here's kind of his train of thought.

He said four or five years ago, uh the focus was on more density, and so therefore a lot of apartments got approved.

He says now we need to transition from apartments to uh housing, uh, for sale housing.

So he said that the uh the the current problem with entitlements is they are not starter lots.

So he talked a lot about starter lots, you know, and what and he's from Hooper, and so he's thinking of the context of Hooper, you know, a small lot to him is a small lot to put a house on.

Um there's other ways of defining small lots, but that's very much where he was coming from.

He said that he knows that uh that infrastructure is an issue.

He uh tasked representative Cal Roberts with taking the lead on infrastructure, and the way that they're thinking of infrastructure are like low interest loans.

So it's not grants from the state, but potential tapping into low interest loans that the city would repay if they needed you know, build a water tank, for example.

He said that um uh a few years ago we worked together to create deed restrictions to keep companies from coming in and buying all the available property and then renting out that property.

And so there are deed restrictions on the books now that could be up to five years, uh, and then certainly some other ways of tackling that problem.

Um then he quoted a poll and he cited a poll where it says 40 percent of Utawns don't want the state to take over land use planning, but 40 percent do.

And so he's saying that uh you know, we are hearing a lot of we don't solve the problem.

The problem is being defined as the house is the uh you know for sale houses are simply too expensive.

If we don't solve that problem, basically the underlying message is the state has no choice, but the state stepped in as did um as has happened in other states.

So uh he kind of concluded that section by saying that if you think that you can get away with not doing small lots in your city, think again.

All right, so that was his first issue.

Second issue was property tax.

He didn't spend as much time on this, but he he basically said, look, we recognize the cities are not the biggest problem when it comes to property tax.

League of cities and towns said when you look at statewide, 13 percent of all the property tax across the state comes from cities.

Everything else comes primarily from counties and uh school districts, and so therefore, uh, because they see that as a particular problem, but it's really hard from a policy perspective to parse out you know, rules that apply to cities when it comes to truth and taxation property tax versus rules that apply to school districts versus rules that apply to counties.

It's very difficult to do that.

No one's really made that attempt.

So I'll just I'll start off with giving you a couple of examples of bills that are going on right now about the taxing authority, and then I'll turn back to housing in just a second.

So, first one I'll mention Senate Bill 97.

Uh, this is property tax rate amendments.

This is Senator McKay's bill that would cap the truth and taxation process of five percent that's being heard in committee tomorrow.

Uh Senate Reven Pax at two o'clock.

Uh second one I'll mention, uh this one has not been assigned to committee.

So this is a property tax modification, but this is the one that would authorize the legislature to exempt up to 60 percent for primary residents versus the current 45 percent.

So that shift the tax burden on that.

Again, that has not been assigned to committee, but it's something that's uh being discussed.

Uh House Bill 236, uh truth and taxation amendments.

Uh that is uh also has not been assigned to committee, but um it's basically requiring taxing entities like cities to say if they're gonna increase the taxes, they have to put out a notice between May 1st and June 8th.

In other words, it speeds up the time that we notify the public so there's more time to weigh in uh on that.

Um so that is uh you can't.

I thought that was a part of that was uh trying to sync it up with the fiscal year and uh because of the lack of time three months if when the budget goes into play and right, yeah.

So the yeah, so the vote doesn't actually happen.

So this has to do with the idea that the vote doesn't happen until August.

But if the um uh if the city is operating on a budget starting on July 1st at that assumed higher rate, uh then you know, the question is, well, why even go through the process because you've already made a compliance?

In other words, you've already been spending the money for six weeks between you know July 1st and middle of August, and uh then you're asking the the then you're going and doing the treatment taxation vote.

Why would you do that?

Uh last one on this topic, uh House Bill 365.

This is about taxation notification requirements, and this is the same idea as one I was just talking about, but it's uh it's more broad.

It says honor before April 1 of the year in which a taxing entity intends to levy a tax rate.

So then you say, Well, what does intend mean?

And how do we know by April 1st if we intend to do it or not?

So, you know, there's uh I've just illustrated that there are several bills kind of tackling this problem from a state legislative perspective.

That's how they see property tax uh without really uh being too intimately involved with the details of the process about why that may or may not work.

So anyway, those are property tax items.

Uh let's go back to land use and affordable housing.

Um there's a uh unnumbered build right now, it's under discussion uh to um uh between you know to work between the state of Utah and local governments to deal with state land inside of cities that uh could be repurposed or could be sold for the sake of of uh creating housing.

So they're gonna create a process so that you know the intent of the bill is to create a process whereby the state can analyze its holdings and look at what could be sold and could be developed in housing and then a process to go through that.

That's a tricky situation because the state is not a state property and is not bound by local uh land use authority, and so uh so how do you create a process that that you know the state's gonna come in with some type of housing, but the city really doesn't have any control because it's it's uh state property.

So that's what and is the bill has not been numbered, but it's under discussion right now.

Uh just by way of note, we've I talked to James, and and really the only thing that might fall under that category in Sandy might be UTA property.

So there aren't any state parcels within the city uh that really could be developed for housing, but there are some UTA parcels in and so right now the the the con the concept wouldn't include UTA, but it might at some time in the future.

All right.

Uh next one, uh House Bill 184.

Um, this is um uh this is the one that goes through that.

I was talking about uh I think last week when it it has several preferred uh housing options, and if you want to bring something to a city that is one of these preferred housing options, then basically uh you the city can still say no, but it's very difficult to say no uh to these preferred housing options.

So things like um if you bring in a proposal with the lot size of 5400 square feet, uh, or if it's a starter home doesn't define what a starter home is, or if it's for an accessory dwelling unit or a single accessory dwelling unit, all those things basically get fast tracked through the city.

It's very difficult to turn them down.

Uh let's see, okay.

Last one on on uh um kind of housing I'll talk about is the wooy theme, um the the urban wildland interface.

Uh there's two bills right now that uh that would basically uh the concept is it would restrict the city from prohibiting someone from cutting down vegetation around their property uh if they're doing it to uh to preserve their house.

And so there's two things in conflict.

You've got you know, defensible space defensible space, exactly.

You've got the city saying that you you need to have you know letting stuff around your house, and then you have uh you know, communities and saying, well, you know, if you live up in Brighton or if you live up in Alta, it's very hard to, you know, that the town is saying you've got to have living things, and then you've got this you know, wild land urban interface where it could really create a problem, right, Chief?

Right, yeah.

Anyway, none of those uh both of them have been uh to committee, but they are still they they were held and still in committee right now.

And uh that's it.

So just you know those those two basics two house bills uh yeah, they were House Bill 41 and 215.

Okay.

So kind of two major themes so far, lots about property tax and a lot about housing and the land use uh how cities do it.

So as always, if you have any questions, don't hesitate to reach out.

I'm gonna send you an email tonight with the link to that video so you can hear from Speaker Schultz um uh, you know, get his words exact.

So thank you.

One of those bill one of those property tax bills.

Um I don't know if I I I don't know if it's the one that you talked about, but the if you want to raise taxes, you also have to prepare a second budget where you don't raise the taxes.

So you have so two, you have to prepare, either prepare or adopt that second one.

Right.

So you would live under the one that doesn't adopt until you actually went through the truth in taxation and and adopted it.

Then you could start living under the other budget, but so it was it would you would you know hold the two budgets basically.

Crazy.

Yep.

Thank you very much.

Appreciate it.

All right, guys, we're done.

Is there a motion to adjourn?

Motion to adjourn.

Second.

Okay.

All in favor?

Aye.

Any opposed?

We're done.

Uh no meeting tomorrow, our next Tuesday, I mean, that's the legislative dinner at Hale.

Oh, okay.

So cancel the meeting.