Madam Chair, we're ready whenever you're ready.

Good evening, everyone.

Thank you for joining us.

This is the Sandy City Council meeting of Tuesday, May 12th, 2026.

We will start with prayer and a pledge.

Ms.

Christensen, can I count on you for the prayer?

Thank you.

Absolutely.

Our dearest Heavenly Father, we are so grateful to be gathered together this evening.

We ask thee to watch over and protect us and the citizens of Sandy as we are dealing with the issues that face us and particularly with the budget and how to best spend our residents hard-earned money.

Please bless us that we would be able to uh have the spirit with each of us and that we would be able to understand those things presented to us and to be able to ask the questions that are needed and to come to the solutions that will best benefit Sandy.

We are so grateful for all the many blessings thou has given us.

And we say these things in the name of thy son, Jesus Christ.

Amen.

Thank you.

And let's rise for the Pledge of Allegiance.

I pledge allegiance to the United States in America.

And to the Republic for which stands one nation under God.

Introductions.

Mr.

Fratos, starting with you.

Thank you, Madam Chair.

My name is Dustin Fratto.

I'm with the City Council Office.

There are a couple of other council staff members in the back of the room, Justin Sorensen and Liz Terriel.

Good evening.

I'm Tracy.

I'm counsel for the Council.

Chris Edwards with the Council Office.

Chris Nickel, District Three.

Marcy Houseman, District Four.

Brooke Christensen, District One.

Cindy Sharkey at large.

Alison Stroud, District Two.

Brooke D'Souza at large.

Aaron DeKaiser at large.

I am Sandy Mayor Monica Zeltanski.

I'm Shane Pace, City Administrator.

Lynn Payce, City Attorney.

All right.

Um we have two information items.

One public hearing, just one item on consent, and two council voting items.

We'll be taking public comment, general citizen comment at 6 p.m.

Uh we also will be taking public comment on the two council voting items later as they come up in the agenda.

Um I am ready to go if you guys are.

First up is budget departmental reports.

Brian, can you lead us off here?

Yes, good evening, council.

Um, so tonight for our presentations we have uh my department, administrative services, and then I'll cover non-departmental.

We have police fire, community development, and RDA.

And then uh as you know, next week will be our last round of remaining departments for presentations.

So to start out uh with my department, administrative services.

Oh hey Brian, did somebody put the dongle back in that remote?

Um sorry, Liz is gonna come grab it.

All right, thanks.

We have finance, uh HR, IT, and facilities.

And so I'll be covering all those divisions.

Um most of those are general fund, but our IT fund is in a proprietary internal service fund.

So overall we have a decrease in our general fund of 112,000.

So we're one of the areas in the in the general fund where we looked really hard at our two and four percent cuts and we did some targeted cuts.

Uh I'll step through through those with you.

And with the sum of the savings of those decreases, we I've recommending that we reallocate to backfill some of our line items that we've cut in the past years.

Um to Mrs.

Housman's point in the past, um retaining and having a good culture of employees isn't just pay, so we're trying to fill in some areas where we've reduced in the past, like training and track conference travel and um and then also providing some other uh helps because of our staffing reduction.

But administrative services administration, um we're eliminating the software project manager position, which we're that's one area where we're generating a lot of savings, and then we're reallocating that to some of the savings to meetings, travel, and equipment expenses.

Um so the net impact is 163,000 in savings in that um cost center.

In the finance services cost center, um right now we're we're trying to underfill this position of treasurer with an accountant position.

That's where we're seeking some operational efficiency there.

Um just so you know we are kind of struggling with our accounting positions being being competitive and keeping staffing where we need to be.

So I'm not sure if this attempt's gonna work, but it's what we're trying.

Um but we've been we're going through some turnover right now.

Um and then I'd like like to um because of these reductions, I'd like to up our seasonal staffing.

So in the past we've cut out all our internship positions um and I'm liking to restore that.

That's what the seasonal pay goes towards for us.

And then also increasing travel training and having some professional services just in case we need to call on some consultants to help us out because we are gonna be pretty thin on our staffing.

Um so the net impact savings for this cost center is three thousand dollars savings.

Can I ask a question?

Yes.

Okay, um, what is the audit services for 65,000?

Which audit?

That's the general external financial audit.

How often do we have to do that?

Every year.

I just didn't see it in the past years.

It's because we're moving it from non-departmental.

Okay.

So when I get to non-departmental, I'll show you there's probably four or five major items that we're moving to departments that generally manage them just to kind of clean up non-departmental, because that's been a request from the council in the past is we can move some of that out to departments that manage those projects or those services.

So I'll go over those, but that's one of them.

We're moving audit services out of non-departmental into finance.

Where is it's also covered in a few other enterprise funds as well.

So it's that total cost isn't just that amount.

It's it also hits like the waste fund, the recreation center, um, the water fund, and you know how much the total is roughly.

I can get I it's I don't know, upwards to 150.

But I can get you the exact number.

It's okay.

Where does the workday software come?

Does it come is it in the it's in IT, I'll get to that in a yeah.

Yeah, it's under software, the software line item in IT.

Brian, did we did we switch from to work day?

What was the old one called?

It was called Harris City Suite.

Harris is the parent company and the products called City Suite.

Okay, thank you.

Yeah.

Go ahead.

Before you go on, Brian, um, as far as the treasurer position goes, so we do not we are not required to keep a treasurer on the yes, we are.

Glade Jardine is functioning as the treasurer.

He's been the treasurer before.

Isn't that a position though that needs to that that would require advice and consent in state law?

I kind of I thought it did.

It is, it's a statutory position.

Glade has been the treasurer prior, uh and he's assuming those responsibilities until we figure out what we're gonna do long term.

So there was he was named interim treasurer then.

Is that like the technical aspect?

Like I'm kind of wasn't there like who's treasure?

Wasn't it Corey?

Yeah, we had an employee that has separated and he's no longer here.

Okay, well, you know, maybe that's a question that we can follow up on.

But if if we're going the treasurer position and we're required by statute to have a treasurer, then how is that playing out?

And if that's an advice and consent position, then it should be at the council at some point.

So maybe follow up with us on that.

Okay, so in human resources, we have we're adding some funding for for employee engagement and wellness.

Um the one of the things is the Health Center Theater holiday luncheon where we host that have that held.

Um when we've owned the building, we have had no cost.

They've covered that now that we don't own the building, they are charging us.

Uh they're heavily discounting our fee, but it's um I think it's gonna be like twelve hundred dollars.

So we had to budget that to rent the facility.

Um we've we're increasing the employee gym reimbursement to match this as part of our health and wellness program.

We give some employee reimbursements for participating in healthy activities, and we're increasing that a little bit to match what the uh participating in other activities like if people employees or family members run a 5K or participate in sporting activities, they can get reimbursed $25 per person or $75 per family, and we're just matching the gym reimbursement to that amount.

Do we still is Alta Canyon or not Alta Canyon?

Sandy Rec Center memberships for employees, is that still a thing?

Yeah, we pay a corporate membership for that, and employees are allowed to participate in that.

So we're doing both.

Yeah, we've done that, yeah.

Um then we have our some increased cost to work med is our provider of um they do our drug testing, and our costs have gone up a little bit on that.

So our net increase to this cost center is 8100.

And okay, and facilities.

Uh we're trying to use some of our savings.

You'll see this increase is going up 46,800, so we're using some of our savings uh focusing it here.

Um we're increasing our utility budget to align with actual power and gas prices.

Um gas has been a bit a bit lower historically the last year or two, so we're lowering that one a little bit.

We're increasing power, and both of those utility costs have had a four 4.8 roughly percent.

I think one's slightly different.

Um so they've had some increases that we're also adjusting for.

Um we're increasing our seasonal staffing uh to allow to be able we've been going over that budget.

These are the people that clean our buildings in the evenings, they're seasonal employees, and we've been underfunded in that.

Um, and then we haven't had a uniform allowance, and we're tr installing that in place.

Um we're adding some train a little bit of training money for existing staff.

As far as one time and capital for facilities in equipment, we want to replace a small utility truck.

Um we'll be replacing it with the same type of a truck, and then we have a really old full-size truck that we want to replace with a utility van.

So the total cost of that is 115,000 for both of those vehicles.

And then our municipal municipal building capital account, 675,000.

You'll find that in the capital consolidated capital schedule.

Um of the big ticket items in there are f to replace the west stairs, because we have we're having those stairs are failing.

The crews are um recoding them like three times a year.

We have some safety issues uh and the snow melt system isn't functioning properly.

And then the skylight replacement in City Hall has been on our list for a long time and it's failing.

We need to replace that.

Both of those items will we're estimating to be over 200,000, two to two fifty, and then we have just continued capital replacement of a plumbing lines, alarms, door upgrades, and etc.

Brian, can I ask a question about the stairs?

Yes.

So in this replacement, are we talking about ripping out the stairs and pouring new concrete for the stairs?

Yes, that's what this would include.

So when you say it's failing, like the the stairs themselves are failing, or the coating that we keep putting on is failing, and is that that really requires an entire stair tear out and replacement?

Yeah, the stairs are crumbling as well as the and and there's water that's coming surfacing up through grant through the ground into the stairs, which is causing them to crumble.

It's um and it's it's got a boiler type system in it now.

We want to go to electric.

So we've repaired and re tried to repair the heating system multiple times, and it's just not worth the cost.

And so to do all that, we would re-rip out the entire system just like has been done on the north side.

We did that several years ago.

We need to do that here.

Okay, and we aren't planning on recoding them after that.

I'm not sure if we will or not.

I think yeah, I'd have to double check on that.

It'd be similar to the North stairs, and I can't recall if there's a coding on that or not.

Okay.

I just wondered if the coding had any um contra it contributed to the failing of the stairs and the water that collects underneath, and if that's the same.

No, we're trying to kind of band-aid it and keep it nice with the coding.

It's not causing the issues.

All right, thank you.

Uh-huh.

Brian, I've got a question for you about capital projects.

On page 132, I think it talks about uh a projected expense for um professional services, due diligence work, a $50,000 expense for crescent middle school.

Can you tell me when in the cycle that is projected to be spent?

I mean, I know we have this coming up on a city council agenda soon to revisit this subject.

So when I mean we're gonna we're gonna put more effort into talking about that.

So when is this projected to be spent?

Be after July 1st is what we're anticipating.

Okay.

It's my understanding.

So the due diligence period from what I remember goes through next January.

Okay.

Um, so this slide just goes over the highlights, but essentially we're trying to streamline, save some money, whatever we can, trying to reinstate some of our line items and focus on the facilities and just better align our our operating costs with our needs.

Um I'm gonna move on to those are our three general fund cost centers and information technology.

We're also uh reducing a position here, a GIS administrator, so we'll result in some salary savings and um and some benefit savings.

We want to restore some line items here as well and professional services.

Um the software line items one, that's where work days is at.

Um you can see that in your budget book.

Is that all the point four million?

Or is there other software?

No, that's the entire pretty much most of the software in the city.

So that's Microsoft Office Suites, another big one there, our utility billing software, our city works, um granite, all the Granicus products, all the grammar software, like there's oodles of quite a few software.

Do you think that um and I know we're new into this, the um work day.

Do you think it's actually saving money?

I know that's a big question.

Yeah, I do.

I and I still think it's a good decision in the long run.

It is definitely it's an increase in cost and software, but um we're gonna see some of these salary savings that we're capturing now, are uh I think possible because of that um in a way, and I think we might be able to realize some more.

And it's touching every employee.

I mean, there's definitely any time you do a software conversion, there's some rough times, and we're in the middle of that right now.

Um we're still trying to stabilize things, and it might take us, I think it'll take us another year to stabilize.

Um but we should be seeing, and from what I'm hearing, we are seeing efficiencies in departments.

It's it's much faster for every employee to log their time and get approval on their time than it was before.

There's less steps involved.

They can do any updates they need to do for their personal profiles and their in their system.

Uh for example, changing an address or uh changing their direct deposit.

Um the biweekly payroll, all those things are more efficient for them.

There's a learning curve, definitely.

If you talk to some employees have had a harder time with it, I'm not saying it's been perfect because we have been optimizing it and we'll continue to optimize it.

So there's a period of transition, but I think it is a good still financial decision.

And it integrates with our all the the HR and the finance systems integrate together.

Before that, we had separate HR, separate finance, and we we had separate learning management system, we had a separate evaluation system.

We had to build integrations between those.

And if you're familiar with usually integrations, there's always some problems.

Anytime there's an update.

And it's we're seeing some savings, even though it's still a tremendous effort because we're still building out reports, as you've seen the financial reports.

We're still making better and optimizing that.

So it's gonna take a little more time, but I think it's it's a good long-term decision.

So thank you.

Brian, this statement about investment in operational technology support.

So talking about things like software licenses, maintenance, things like that.

Are these contracts that we're entering into contractually obligated to enter these contracts for support and maintenance?

Or are we making a discretionary decision to do that?

On all the software contracts.

Yeah.

Um generally it's part of the yeah, it's it's usually a requirement.

If you go without it, you have zero support.

And so that's not, yeah, that wouldn't be a wise move, I don't think.

So we're signing contracts that we in some cases that we don't have to, because we would prefer to pay maintenance costs for outside support than do it in-house.

Well, we we can't maintain these systems in-house.

Most of these systems are cloud-based nowadays, and you have to pay the operation the support and maintenance costs, or you're even to be on their cloud system.

They're not gonna let yeah, so I shouldn't say you you can opt now.

There's some of our old legacy systems that we host on premise that we own and it's installed here in site.

Some of those really old systems that were on a license based, we haven't renewed because uh like operating or maintenance, and at times because we've made a decision to phase out of them, like our our old system, and um, but any system you want to be actively on, you're you're gonna want to be have that support, and most of the time it's required.

So yeah, they're they're doing uh you know, these companies are updating it usually at least at six month intervals or annual, and you have to be paying their subscriptions for operating to be on their system.

Yeah, the exceptions would be old legacy systems that are you're hosting on premise, and um and we had some security issues with our old system as well.

The our former company wasn't keeping up on to our standards, so that's another reason that we moved.

Okay, any other questions there?

Madam Chair, can I ask a follow-up question to that?

Sure.

Just along the same vein, Brian.

Would you say the majority of uh increases citywide to software this year?

Are they ones that we were contractually obligated to make?

Like, you know, for example, there's there's a 5% increase this year, or would you say that uh there's a good chunk of them that were discretionary?

I think they're all contractual.

I can't think of any that are discretionary.

Yeah.

I mean, if for example, your granica software that does your meetings here and our Zoom software, you have to have a subscription to those.

If you don't, you're you have no support.

And there's only so much that our in-house people like bugs that they can fix, and you're not gonna have support if you need it.

And I don't I don't think Zoom or Granicus, uh, they wouldn't even allow you to be to have that unless you're paying their maintenance fees and their support.

It's my understanding.

Um the big ones, uh we generally put away about a hundred thousand in general equipment for things that may come up during the year that are unforeseen.

So that's a hundred thousand of that.

And then we have thin client replacements of servers.

Fortinet is our security package, and we need to replace some servers there.

And our battery backups are placing in data switches, and that's what makes up the 398.

But you can see overall in our IT equipment, uh, the overall costs are going down from last year.

Okay, and then these are just the highlight uh review of the IT fund.

Um then moving on to non-departmental.

But do you have any other questions on administrative services before I do that?

Yeah.

The IT fund.

Um looks like it keeps operating year over year at a deficit.

Do you see any change coming to that trend line?

Yeah, we've been we've had a we had built up a healthy fund balance to be able to go to a new enterprise resource planning system, which is workday.

So we're just drawing down that fund balance and we'll be stabilizing it, it'll start to grow again to build up.

So yeah, I see that trend reversing.

Okay.

Okay.

Uh moving on to non-departmental, then.

So we've had uh like I mentioned, several programs and expenditures reassigned to non-departmental accounts uh in other departments uh that are managing those.

So the the examples are the neighborhoods traffic safety program.

Uh we move that to police uh because they're the ones that use it.

This is the traffic enforcement, and that's a hundred thousand, so that's being moved out of nondepartmental into the police special programs line item.

Umployee tuition reimbursement, 18,000 is being moved to human resources.

Um the employee recognition program.

A lot of this is uh the annual like recognition for employees that meet certain milestones, like their 510, 15, 20, 30 year milestones, and we host that uh lunch informum and the holiday luncheon, and and they're they receive longevity awards, that's to cover that 22,000.

Um the building and safe safety peer review, that has been in non-departmental, and that's being moved to community development 20,000, and then the audit services portion, the general fund portion, 56, and just to follow up on your question, Ms.

Christianson, it was the total is 114.

Okay, thank you.

Um are we not doing did employee tuition move?

I missed that.

Yes, that moved to HR.

Okay.

Um that was uh 18, yeah, 18,000.

Under special programs, what's general government?

Um it's just uh kind of a catch-all of things.

Um that's why it's called general government.

It's used for community engagement.

Um the Sandy ambassadors, I believe, is paid out of there.

Those are some examples.

Um, I think they're lower that's in there.

And community engagement is a good thing.

Oh, yeah, that's that's how separate line.

Sorry, I just I just wasn't sure like what Yeah, I can get you some more detail on that.

Okay.

Brian, instead of just putting it in a in a another category in a different department, can we actually have like the neighborhood safety as a line item?

So we know how much we're drawing on that specifically, and we don't have to guess what other special projects are.

Yeah, that's possible.

Okay.

Yeah, it's uh the balance that we're it's hard to you know make everybody happy with how we present this.

Yeah.

You remember some uh Kerry Nakamura that was here.

She made the statement that our budgets are way more detailed than she usually sees.

And that's my experience.

If you look at a lot of other city budgets, they roll it up to like maybe four line items.

Um but then people have questions.

Well, what's in that line item?

So they must be providing management port reports like the monthly or quarterly reports, and we could provide that, but that's something we've debated here is are we pro breaking this out too much?

Some of you want it broken out more, some of you maybe not care, but this is you do a great job.

Yeah, yeah, just like that.

Yeah, we can do that.

It just causes the budget doctrine to get larger, yeah.

More pages.

What's grant acquisitions?

Um lobbyists.

Just like general lobbyists, not actual grants or no, it's two well, generally we hire lobbyists to help us get grants, so that's what why it's called grant acquisition.

But this one in particular is for one.

Uh it's a Curtis contract.

Okay.

I had a question, Brian, about um so the risk management charges went up by like 300, 350,000.

Yes.

Uh two main factors there.

One is um we're spreading out our risk costs across all the funds.

And the water fund last year had a higher portion.

And we use a five-year smoothing average on allocating the risk charges out.

And some of their claims dropped off that five year smoothing average, uh, which caused some of the redistribution to come onto the general fund.

Plus, we've also had some high police claims come on, and that's also causing the this uh in the general fund accounts for all or in non-departmental, we capture all general fund risk charges here.

And so this is going up a lot because of those two factors.

Water portion is is coming off the books or off that five year smoothing average, and police has had some claims hit in the last two years.

And so that's what's driving it up so much.

On the CWC, I thought we moved that to the water fund.

All except for this 1900.

Yeah.

Why?

Just curious.

Oh, this is what one of the this was kind of a I believe a balancing of the reductions last year the council did, and they cut back this amount to fund other things, and this is what was left here.

It's my recollection.

Total cost of it increased.

Was it 95?

Yeah, 75, I think is the total that we have in this proposed budget.

Okay.

It has been higher than that in the past, and I think at one point it was 37.

So I think it asked is 95 this year.

Yeah.

It was like 65 before.

Something like that.

Yeah, we'll confirm that.

Okay, thank you.

And I've got a question about the boys and girls club.

Um, we not reducing the amount they get based on the CDBG funds they're getting.

We don't normally no, this is uh we haven't done that.

This 113 has been status quo for many years.

Yeah, so now we're okay.

So now they're just getting in addition to you.

They don't always apply to C.

So I just heard they did.

Yeah.

Okay.

Yeah.

Okay.

Okay.

Um that's all I have on that, unless if there's any other questions.

Any final questions for Brian on these two departments?

No.

All right.

Thanks for the question.

Okay, thank you.

We'll move on to policing.

Okay, just to follow up on your CWC.

It's the current year had the total of 75.

Okay.

Yeah, the upcoming year 75.

Current year is 60.

60.

Thank you.

Come on, right.

Good evening uh from the police department.

Uh we're grateful to be here with you tonight.

Uh I'm uh Chief Jeff Nober, the Sandy City Police Department.

I have with me uh Deputy Chief Corey Hess, who is going to meet be my uh phone a friend.

Um if there's any historical questions or anything like that.

So I'm grateful to have him there.

Um also just wanted to take a quick moment, and uh it is uh police week this week, so it's kind of poignant.

Just want to thank all of uh our officers for all the great work that they do in the day, the dedication that they show on a daily basis.

So just wanted to thank them.

I think it's supposed to work the other way.

I think we're supposed to thank you.

So thank you and happy police.

Thank you so much, appreciate it.

Um so jumping into the budget.

Uh this this was a good educational experience for me, and I kind of wanted to look at all the grants and kind of what we're spending and stuff like that.

So this may be a little bit more informational for everybody, but something I thought that was important kind of on the grants that we're using uh trying to be creative and pulling from different funding streams uh to to be able to make things work in the end and and kind of get good results.

So um as far as as far as kind of the grants that the PDs dipping into, um, the first one I just wanted to highlight and I'll make a change here at the slides always change after a week, it seems like, but uh bullet point uh three and four on the JAG grant, you can just cross those out.

We got that figured out, and I'll talk about cell phones a little bit later on.

But in that JAG grant, um that's uh 277 is what we have in that JAG grant, and we're gonna use 50 15,000 of that for 14 body worn cameras, uh download bacon mounts.

Um our detectives don't have uh body worn cameras, so we want to um get those cameras where they need to go and uh uh kind of those areas, and we're also out of that grant spending six thousand for uh some computer towers for our real-time crime center, uh, which their current computers are just underpowered, as you can imagine there's a lot of software running on there on their computers and they just need more powerful computers.

Um I think uh the Nakamura's actually mentioned this at our training as well, um, but the alcohol sales tax is also a pot of money that we have access to.

Um and with any of these grants, there are there are boundaries, there are guidelines, there are certain things we can use the money for and ther certain things that we can't use the money for.

Um so just kind of keep that in mind.

But out of that alcohol sells tax money, um, there's a 140k pot there.

What we're gonna do um this year with it is buy an additional canine vehicle.

We have uh two canine vehicles that are extremely old, the Chevy Silver Auto, so they're just uh getting really old and non-serviceable.

Um so I'll go into our uh fleet stuff here a little bit later on as well and kind of explain what we're doing with that.

How many canines does the department have?

We have five?

Five.

Five handlers, different handlers.

Okay.

Five times five handlers.

Thank you.

And then we're also going to uh purchase some additional uh license plate readers ALPRs.

Uh we have 20 of those uh throughout the city in strategic locations.

Um the new LPRs are actually uh they're they're better, they're upgraded, they actually can see more of or more of traffic, more lanes of traffic.

So what we're gonna do is take some of those older ones down, put those on kind of smaller roadways, and then put the new ones up on uh bigger roadways like State Street and different different things to that effect.

For the public, can you uh identify what A L R Peter Yes, an ALRP is a license plate reader, um, also known as LPR.

So and then we'll make some additional purchases uh out of that this year as well.

We also dip out of the uh first responder mental health grant as well, uh 42,000.

Uh that that grant was uh 42,000.

We currently have 17,000.

So if an officer um has a significant event on duty, responds to a shooting or or whatever the case may be, a death or anything of that nature, and is struggling with that, the kind of the mental health part of that, they have the ability to go get some counseling and see a therapist, so that is an awesome grant, one we definitely take advantage of.

Um these other ones are just kind of by way of information.

Uh we have a VOCA grant or a victims of crime act, uh, victims assistance grant.

That actually pays for 41% of three victim advocates that we have, um, as you can imagine, is uh COLA's increase and stuff like that.

That 41% tends to shrink, and we just covered that, but wanted you to be aware of that.

They are doing some amazing work.

Uh the our victim advocates, they they do an awesome job.

They just reported to us uh I think last week.

Um we also have an ICAT grant, it doesn't have a lot of money in it, um, but we use that for uh celebrite, which is uh uh a technology that dives into phones and uh images and captures all that kind of stuff.

It also um pays for some equipment and some overtime as well.

Uh we have a bulletproof uh Vest partnership, which I don't know a lot about yet, but I'm diving into that a little bit.

Our UDOT Canyon Enforcement money.

Um we can use that for paying for equipment as well as uh overtime and uh snow days and enforcement um at the mouth of the canyon and uh everything that comes with that.

We also have a homeless mitigation grant, which I think you guys are aware of, especially uh council member Christensen and District One.

Uh that pays for our homeless liaison officers to a certain extent and uh um provides us those positions.

And then I won't get into the federal forfeiture uh DAG grant or state assage forfeiture, but those are very well boundaried and et cetera, et cetera.

Where do you get your grants from?

Like how do you like is someone in your department applying for them?

Is someone in the city applying for them?

Who does that for you?

Go ahead.

Uh Nicole Varela is our senior analyst, does most of those, but some of them are just long-term ones that we've had, like the VOCA grant.

We just apply every year.

The victim advocates themselves handle it, but Nicole Varella's kind of our catch-all for uh looking out for grant opportunities and applying for them.

Okay.

There's federal websites you can watch, and they have cops grants and different things of that nature, but you do have to apply for them between a certain time frame.

Is that like not her full-time job though?

It's like just a portion of her job, or is it her full-time job?

No, just a portion of her job, yeah.

Okay, yeah, cool.

Yeah, she's one of our uh real-time crime center analysts and uh does an excellent job.

So, kind of jumping into our budget just a little bit more and and talking to members of the council, kind of asking what what did you guys want to see?

Um, any changes to our light items.

So that's kind of what I did right here.

Um, and just we'll talk about uh Trulio.

Actually, Deputy Chief Corey Hess will talk about our software at the real-time crime center, uh drone upgrades, training, dispatch service contract, and uh our set team as well, which is our South Valley enforcement team that we're a part of, and I'll go over that.

Um, ammunition cell phones, and then Brian already hit on the NTSP that that hundred K that's coming into our budget instead of the cities.

So Deputy Chief.

Yeah, so uh Chief Severson obviously started this process looking for um an AI-assisted report writing software.

Uh most of the agencies in the valley are running something along those lines, so we started looking out for different opportunities.

Um we're limited a little bit in what we can do because we actually store our body worn cams uh on premises here, which is kind of an anomaly in the policing world, most are cloud-based.

Uh, but we found Trulio and actually is a uh AI platform that provides a lot more than just um report writing aspects.

It actually provides uh all the officers an AI assistant.

So uh they can we uploaded our our policy manual into a state laws into it and different things, and they can ask it questions on the street uh and it will the AI will go out and search those resources and provide them answers and direction.

Uh also from uh command point of view, it offers us the ability to uh automatically it watches all of our body camera footage and it flags different things for different things.

So language is one that'll flag, de-escalation it'll flag, uh, discussions of force it'll flag, professionalism will flag, um, and it just is a real time saver for our command staff.

It's automatically reviewing all those body cams, it provides us a uh a notification if there's something that it wants the human eyes to verify, uh, then we can go out and just pull up and see was this a problem, is this just an AI misinterpretation?

Uh and it does that, and then it also uh provides us as ability to analyze uh from the detective side of the house.

We can put case data in it.

Um one of the things we haven't been able to try yet because we're still in its infancy, but we can put our cult cases in it.

Um the AI can analyze those cold cases and figure out if we're missing something or if there's another lead that we can follow up on or something.

So uh really new, uh really special technology.

Uh this company's really nice, they've been great to work with, and one of the things I wanted to point out about them is uh their fee structure is based on per user.

Every military veteran they pay is free.

Uh so any officer that we have that is a veteran of a military branch gets this service for free.

Anyone hit that screen?

Um so this is the Trillio uh analyst page that we can see as commanders with the commander thing.

Um and you can just kind of see it automatically flags all those videos.

So even though we've only been operational on this for um, we've been teening it for about three months.

It's already uh analyzed 24,000 hours of uh body worn camera video uh from our officers that have been teenia, which we had about 15 officers that were on the original teeny.

Uh so you can see the high composure.

Uh it's it's flagged 28 times, 111 uh professionalism in that top left-hand corner.

Uh 100% professional interactions, which is pretty uh spectacular for our guys uh on that.

But this is uh we can pull this up at any point in time and see where we're at uh on any given moment.

And we can also ask it to provide a shift summary or a weekly summary for us, and we'll analyze every call for service from that body worn cameras that have been operated in that time period.

It will flag any high incidences and it will give a brief synopsis of what the call was, who was on it, how it was handled, uh, and then it also automatically tags those videos that if we want to see the actual call, we just click on a button, it pulls up the video, and we can run watch the video right from there.

Spectacular system.

So just to add emphasis to that, I mean I come from a department that doesn't have this type of AI, and uh literally you're asking a sergeant or a supervisor to spot check videos, so you'll you'll literally go through the system and go, okay, I'll choose that one, and it takes hours and hours to do.

So this is pretty incredible, and kudos to uh deputy chief test for for pushing that through and uh Greg Severson as well.

So I see all of your um savings there.

Do you feel like this like I know they like use times and sometimes they're 100% accurate and sometimes they're more estimates.

Do you feel like this is like allowing you, like based on what you've seen so far to be able to not have to have additional personnel to do these things that you can like reallocate those resources more efficiently?

Yeah, absolutely.

So we were similar to them where we would ask our supervisors to spot check body worn cams for compliance with policy, and it's a crapshoot, right?

Depending on which video video you pull up, it could be either good or bad.

Um so absolutely this takes that piece out of our supervisors' hands all together, and it's just automated and being done over the whole course of all the officers' interactions rather than just taking a random shot at one.

Uh so yeah, when you start talking about supervisors and the hours of time spent reviewing body war cam, we would ask them to our protocol is normally to ask them to do two to three a month on their officers.

So if you've got a sergeant that's running an eight-man crew trying to analyze and watch 16, even if it's just a traffic stop, you're you're talking about 15 minutes of video real time to kind of watch.

So having this go through and don't and and I've played with it quite a bit just on this piece in particular, uh, and what it can do is actually pretty spot on.

It actually flagged one of our officers was just in dash car, was listening to a song that had some profanities on it, and their body cam was on.

Their body cam wasn't on, but the car was on, and it flagged it, and I was like, oh, blank which what's this?

And I pull it up, and it was just it was just music in the car.

So it's it's pretty spot on with what it does.

And I don't I don't think it suggests that we get rid of people, it just allows our people to be more efficient, right?

Um so it allows our supervisors to go actually be out there and supervise, right, and and be with their officers.

So I think that's pretty good.

I think another really good piece that I would like to point out about this is it allows us to actually identify and reward good police work as well.

Um so oftentimes we focus on we get a complaint or negative, but this actually goes out and shows, hey, this guy de-escalated this call or uh high professionalism on here, and I can pull up that video and go, wow, that is outstanding, and then we can reward them for positive work as well.

Okay.

All right, next next topic.

Uh real-time crime center software.

And before I dive into that 47,000 uh that's uh we're we're requesting the added or a budget.

I just wanted to kind of highlight the great work uh that the real-time crime center uh has been able to do.

Um again, coming from a department that doesn't necessarily have some of these tools.

It's been incredible to see what they're able to do and what they're able to solve and how a crime comes together working with detectives, working with officer patrol officers out in the field and bringing cases to a finality.

Um bullet point three can see all the things that they pull into the real-time crime center at once.

And this is live, this is all happening uh when when the call comes into 911.

We're already sending up a drone or uh we're already tracking LPR looking for a suspect's vehicle.

Um this happens uh instantly.

Um as you can see in 2025, the real-time crime center system patrol with uh over a thousand calls, and we're up to 410 at least till April.

Um we had four ten calls that they assisted with.

So kind of keep that in mind, just a little graph that kind of kind of shows that as well.

When we talk about real-time crime center, I just wanted to go over again.

This was a learning experience for me, just to kind of kind of dive into their operations and what they're working through and what they're working on.

Um, but the first three softwares I'm talking about have nothing to do with that 47k.

I just kind of wanted to highlight.

So they use several different softwares, uh, the real-time crime center.

First one is first two.

That's a kind of a mapping system that allows you to, if you need to call out a neighborhood and close down the neighborhood, and say shelter in place, that allows you to get phone numbers and call people and say, hey, this incident's going on in your neighborhood, go down to the basement, you know, shelter in place, uh, which is which is really cool.

That's 13.8 a year.

Uh live 911 allows us to listen to 911 as the call comes in.

So as soon as that person makes that call to 911, our RTC can hear it and actually launch the drone so it it gets rid of that delay um so we can respond to uh um crisis faster.

Um we also have IDI uh which uh allows us uh it's database to look up last-known locations of uh suspects that we have, like where do they last live, etc.

etc.

But where the 47K does come into effect is fusis.

But where the 47K does come into effect is FUCSIS FUCSIS is an axon product and it takes all these different parts that information that's coming into the real-time crime center and puts it all into one place.

It has mapping on it so our folks in the center can see where our officers are, they can see where the fire department is and how far they are out.

They can see where the drone is, you know, as it's heading to this particular call, and it pulls LPR into it, and all that kind of stuff gets pulled into this fusis center and allows them to do their job.

So as you can see, that 47K will go into our annual contract.

Um it won't quite pay all of it at 49,920, but we can just absorb that.

And that is uh talking about contracts, that is a five-year contract, and it has a 4% annual increase.

Um 2026 software costs is just kind of kind of give you an idea of the software costs that we have there.

Again, nothing to do with the the 47k for for fusis, and then just know that there are escalations of costs that have to do with that software in the contracts that you sign.

So kind of moving on with the RTCC.

Uh again, um, when you think of the the real-time crime center and you think of police and you think of these drones, we're using drones for so much more than just police stuff, right?

Um, it's pretty incredible what they do.

Um there were 21 major success stories where they utilized a drone to locate suspects.

Um I've got a picture here in the next slide that I'll talk about here in a sec.

We've also used it to assist uh Sandy City fire on some of their incidents.

Um the drone was also utilized uh in a water main break, and then also utilized to find a horse that had bucked its rider off and guide search and rescue officers to that.

So it's been pretty incredible, and it's amazing to see how these these drones work.

Um so our drone upgrades, um, the 127k, what will we use that for?

Uh first and foremost, the current system that we have that you can see in that picture is outdated.

Um, what we're gonna do with that 127k is replace that DOC 1 and M30 system that we have up near the Sandy Amphitheater, and we're gonna upgrade it to a doc three with an M4 drone, and then that will also buy another set of that new drone system and put one down on the west side of the city as well.

Most of our calls come on the west side of the city.

It can go up there, but it only has a battery life, and I think it's only like 20 or 20 minutes to a half hour of battery life.

So we can have the drone up there, but then it has to land at some point and recharge.

So to be able to have two, we can have one come up and then it can go through its battery life, and then we can replace it with the other and then charge the other, and we can go back and forth like that.

What's the difference between an interior and exterior drone?

Yes, great question.

Um, so that picture is the drones that sit on top of the building and respond to calls, right?

So our two uh a Veda, two interior drones.

Um when you're talking search warrants and searching houses, it's very difficult to get a drone inside a residence, right?

You're hitting walls.

I've actually tried it before at my previous agency, and we we crashed it horribly.

Um but these are really quite a lot smaller and more compact, and you fly them with VR goggles.

So say there's a suspect in the house, you're not sure if he's in a bedroom, if you're not sure if he's in a bathroom or whatever the case may be, you can fly the drone in there and it can go down the hallways and make those turns and go up the stairs, and and uh then we can actually see where the individual is or where we think he is, and it kind of gives us uh an idea of where that suspect is.

Other other options or throwing a dog in there and just have them go throughout the house and try to find somebody, right?

So it gives us a good opportunity to go into houses and find those individuals, or uh even if it's something to do with the chemical spill or something like that, you can send in the drone rather than have uh fire dude or an individual, so there's some safety stuff there too.

And then we're also purchasing three M4 exterior drones, so those are a little bit bigger.

These will be used by Patrol and SWAT, both these drones.

But one of the things that I wanted to mention, uh the company that we're buying it from is also providing Sky Browse, which is a $30,000 cost for free, uh, just based off of this purchase here.

And really, what Sky Brow does there's a system that sits on a tripod and it has a big box on top, and it's called the Ferro Scanner.

And you can take it to crime scenes and vehicle reconstructions, and it'll literally scan your scene for you digitally, and then you can take that and do all your investigative stuff for court.

Um and but they're very expensive, they're like $80, $90,000, they're super expensive.

So to be able to have this software and that $30,000 cost as part of this purchase would be be huge for us.

So we can scan uh crashes better, uh, we can scan crime scenes better and for a lot cheaper as well.

Is it ongoing free service?

Or are you gonna have to pay for it sometime?

Yeah, so that is the the drone replacement is th would be a three-year contract that we would be signing.

So that $127,000 would be $127,000 a year, and that uh piece would come with it for those three years.

Uh and it's a 3D mapping software is what it actually does.

And it allows any video, so even our officers with their cameras can create a 3D map of a scene with this software.

In addition to the drone.

It's compatible with our cameras that we body worn cameras that we use.

Yeah, we can use our body worn battery and cameras aren't necessarily the best piece for it, but we can use the body worn camera piece for that.

Um, and it can basically any video, it can take any existing video from almost any format and create a 3D model.

So you could 3D model a house uh on a search warrant or something in case we have to go back there, then we would have an actual two-scale 3D model of that structure.

Awesome.

Thank you.

Where is this line item in here?

Like I sorry, I'm totally missing it.

Like, what is it part of this 127,000?

Uh probably in the technology piece.

I don't have my budget.

It's part of the 260,000.

So it is.

Yes, I'm getting a yes from Zach.

Thank you.

Yes.

I have a couple of questions about the drones before you move on.

So in terms of of outdated and replacement, up, you know, uh future replacement schedules.

Technology is advancing fairly quickly, and so it probably might not take long for some of the technology or docs to be updated with you know new systems.

Do you have any sense of what kind of a future replacement schedule or you know when we can expect to need to do these um like hardware upgrades?

Do you have an answer at that?

Yeah, so uh you're kind of looking at two different pieces with the drones.

You actually have the apparatus that flies, and then you've got the payload.

So the apparatus itself that flies, you're looking with proper maintenance and everything, you your three to ten years.

It's it's really the the payload, the camera system and everything.

Um we bought the drone that we got that is currently operational, is a little over three years.

This new version, the camera and everything is way more sophisticated.

Uh the FLIR is way more the zoom capabilities, it has AI tracking.

So uh our current drone, like say if we got uh somebody that's running, uh they would have to manually fly and keep up with that with the new camera system, they can just click on it and it will automatically the AI will pick it up and then automatically track it for us.

So you're looking three years is kind of where that technology will advance as it advances.

So we're seeing a pretty significant increase technology-wise from three years ago.

So that would we anticipate the same in about the same three years.

Okay, that's helpful.

Thank you.

And then um, this isn't a budget question, more of a procedural question, but from an interior drone standpoint, I am assuming that you would still need a search warrant to execute that type of technology in a yeah, yes, typically, yeah.

Okay.

Okay, so uh I don't have it's not showing the picture on the PDF, I apologize, but I had kind of a drone picture um of kind kind of uh some bodies and kind of the night vision mode, right?

Um this particular incident happened uh a few weeks ago, but we had that hit and run crash at 1300 east and 9400 south, where the three individuals ran off if you recall.

Um so that drone is particularly in that area, and uh uh the RTCC or real-time crime center was able to pull up video of the crash.

You can actually see the crash happen and then three individuals which direction they ran.

So he immediately launched the drone in the direction that they went, and uh you can actually see them in the picture and and and the little clip of the video of the suspect hiding in a tree because it's on hot, right?

So you can see that contrast.

And then you can see our four officers rock walking along the path near the amphitheater in our RTCC as guiding him in directly to him, and at some point he just gives up and goes, okay, that drone can see me.

He comes out and we take him into custody.

Much safer way to do it.

So super huge advantage for us.

Did we the drone that is currently at the amphitheater?

Didn't we get that one in a grant?

Am I wrong about that?

I thought we did.

Uh I could have sworn that Greg said that.

I I don't remember if we got that in a grant.

I think we paid at least portion of it.

Uh I know we paid for some of that.

Uh not 100% sure if we offset it with the grant.

Yeah.

I'll be looking for obviously this kind of investment for police.

Um hardware and software technology to assist with public safety, crime solving, all that kind of stuff.

Just seems like a growing expense that we're all departments are gonna face.

Yeah.

And so with very little ability by cities to adapt, right?

So I'm just kind of wondering about what's coming for us in terms of financial support, you know, grants or help from the state or whomever on this kind of stuff because it just it does seem pretty transformative, but obviously um justifiable.

And so how are we all gonna get there and continue to get there?

I think that's the question that council member D'Souza is also asking.

So I don't know if there's a good answer for that, um, other than just technology is advancing.

I think one of the really nice things about Sky Browse and the new drone is there's applicable features that can be shared with the fire department, it can be shared with parks and rec, it can be I mean it can map out things for GIS and and different things, and so there is ability for us to extend beyond just our department and share that resource.

Um we haven't really explored that too much yet, just we're in the infancy of trying to get it, but uh I know it's a significant expense, but there are practical applications that can be shared citywide uh that would be advantageous, but it's not gonna save you from having to write a check.

I get that.

Is there downtime though?

Is there downtime on these drones where you could share them with other departments for other purposes?

I mean, are they are they not all on you know so consistently deployed that not really because there's there's limitations right in in where they can go with the battery life, right?

So you're talking 40 minutes of battery depending on how far you have to fly.

So in flight time hovering versus actually going somewhere.

So to try and let's say we partnered with Draper or something to try and get our drone all the way over to Draper City, the battery would be exhausted by the time it got on scene and would provide no benefit.

So it's not really a great asset to be able to share that that we're that way.

I think on top of that, madam chair, just uh the reason why I kind of shared the the grant slide, we'll continue to look at ways to try to kind of fund that sign because you're right, it will change every three years and it will be outdated, right?

Um so we need to figure out a way to do that.

And uh and and and as always, if any city agency needs some help with something, we're we're willing to throw it up and help them out.

I think uh in that one slide we kind of talked about that a little bit.

So uh we can use it for a lot of different things.

I just want to ask uh clarifying question.

Are we moving from one drone to seven drones?

Is that correct?

No, so let me clarify that.

So the two big drones, which was in the picture um right there, that's the one that sits on top of Sandy Amphitheater.

So as you can imagine, again, it only has a 20 to 30 minute battery, so it has a hard time getting to certain places and you have to bring it back, and it only can stay up for a minute over the scene, which some of the officers and one of one some of my one-on-ones have kind of explained to me.

So what we're doing is we're we're gonna replace that one with the new technology.

Then we're gonna buy a second one that's gonna go on the west side of the valley where we typically see most of our calls.

And then those will be the other drones below uh will be in in cars.

Does that make sense?

Um we're moving from one to five.

Is that right?

Yeah, so we currently have one DFR, which is the drone first responder.

So we would actually be replacing that one drone.

We would be adding a second DFR that's gonna be stationary on the court building, and we would add one more drone that can be mobile in a vehicle, and then those two interior drones, which would also be uh in police cars to be able to deploy on scene.

So that this would allow us to add five more drones.

Uh we which is some of we have drones already, but our drones are outdated, the ones that we had, the smaller ones to your question, it's size.

That's the difference between interior and exterior and payload.

But yeah, so we're looking to add five, which would increase our capability for deploying more frequently.

So are there instances where the current drone is running out of battery and it's affecting our police response?

Like is that is is that a big issue?

Yeah, so yeah, yeah, because there's a there's a a finite amount of time that a drone can be in the air.

And so depending on the reason why we chose the amphitheater was because that was kind of a central part in the city that we felt like would get the most coverage.

But what we're finding out is if it has to go to, you know, 110th, it's going to use a certain percentage of its battery life just to get there, and then by the time it gets there, it only can stay on scene before it has to come back and charge.

So the drone actually works.

It flies and then it has a certain uh level that it hits battery-wise where it says I have to return to home and it automatically shoots back.

So it calculates how much battery life it's going to take to get back to home to charge, and then it will tell the operator, you know, you've got here now you've got this many minutes on scene, and then it will come back automatically.

So adding the additional drones just expands our coverage area of where we'll be able to reach if that answers the question.

So I'm noticing like your training's gone way up, which I think is amazing.

It looks like we just we you guys just uh took your money out of all of your meetings and supplies to do that, and so are you concerned about having enough badges for the kids?

No, we're not.

Just checking.

We're totally good.

We've got to be.

Are you concerned about dropping our ammunition costs by 25 six thousand dollars?

I'm concerned by that.

Should I not be?

So you're getting ahead of me.

Sorry, sorry.

So I got a slide coming up that is purely on ammunition.

So let me let me hit that for you.

Um just real quick, uh, wanted to talk about training, um, just kind of leadership, you know, uh mentorship and leadership is huge in a police department.

Um we have a lot of liabilities in the police department responding to calls and civil rights and and and all that kind of stuff that comes with it.

And training is a huge part um of what we do to be uh competent, confident professional, which are my goals.

Um in that uh right hand corner, you can kind of see my future strategic plan for Sandy City Police Department in probably the worst AI photo that you've ever seen, but it is what it is.

Um, and in those pillars uh that kind of uphold this house as personal preparation, internal performance, and external service, and then my result that I want to have is competent, confident professional officers.

So more focusing on professional preparation, their personal preparation, education, training, getting our officers where they need to be and trained in competent, confident professional.

So we have been operating off a $23,000 uh training budget.

As you can imagine, some of the trainings are very, very costly, right?

Um so if you send but send somebody for a week-long training, uh, depending on what it is, uh, the room and board and the cost of the class and registration could be several thousand dollars.

Um, and I'll kind of go through some examples here.

Um, so kind of in it from an outside perspective and coming into the PDE, kind of what I've seen, we're really relying on hey, will you come do your training at our facility and will you give us two free spots?

And then we'll put our officers into those two free spots because we can't send them elsewhere.

And I think we've kind of been relying on that a little bit.

So when we're talking mentorship and leadership, um uh International Association of Chiefs of Police, uh, IACP is a great organization.

They are currently talking about many, many hot topic uh police hot topics, right?

Um, like AI and uh automated drivers, like if somebody gets in a crash and they're not driving, who do you cite, right?

And we're having these convocate conversations at the national level, but uh we're not able to be a part of those conversations and and and have those conversations.

There's uh the FBI National Academy and Command College are great training opportunities, especially for our leadership, our lieutenants and captains and deputy chiefs that they can attend.

But uh the uh the FBI National Academy is free, but you have to fly out there, and the command college you have to pay for if it's a couple days long.

Uh Northwestern Staff and Command is a great course for sergeants that allows them to talk about budgeting, about personnel issues, it's 10 weeks long.

Uh, if you you can imagine uh uh a hotel and food and and registering for this course can be several thousand dollars.

When I went through, I think it was around 12,000, 13,000 for the full 10 weeks.

So that gets very costly very quickly.

Um there's crash reconstruction courses, tar one, tar two, uh, that are expensive.

There's DRE, uh, direct recognition expert training that is very costly.

Um there's investigative courses, metro gang unit courses, uh SWAT training courses, motors, task force, and crime scene trainings that we we we really need to get our people out to out to to focus on that personal preparation and make sure they're uh confident, competent, professional.

Um so um uh just in talking about the budget and the request for the hundred thousand would would be very helpful in being able to do that and kind of kind of mentoring and setting our our department apart.

Any questions on that?

Uh if you've been paying attention to some of my previous questions, you can't.

I knew you were gonna ask a question.

Well, okay, can you read my mind?

Maybe I've hinted at this uh previously, so I'll uh I won't probably will not take you by surprise here.

But I I mean I I will I 100% support what you're asking for here with the with the training.

But the question I've asked previously that I am still not quite satisfied, and I've been waiting for your presentation so I could specifically ask it.

Um we are considering this additional increase in in compensation on top of step and grade, et cetera.

And the question I've been asking is what are we not able to do in terms of training and tools that we could do?

So you've somewhat answered here.

No, we're still doing training, Marcy.

We're doing 100,000, you spelled it out.

But but I'm looking at all of that and I'm thinking, does that even touch, like what percentage of our police force will benefit from that?

It's it the you described how costly all of these are.

And so I just I just want us to really think about the potential of what are we missing out on that could actually be of a huge benefit in terms of culture building, um, knowing that we are investing in their training, investing in their tools.

And and I don't know that this is enough for training.

Sure.

And I can definitely see that argument, Councilmember Housman.

And uh, I'm big into leadership and mentoring and et cetera, et cetera.

Um and I know you talked about the step and grade a little bit.

Um it's kind of an interesting battle to to kind of fight as a chief.

I I went to lunch with uh the South Valley Chiefs today and had lunch with them, and I and I talked to one of them and he said, yeah, we're gonna propose a 7% increase for our officers.

And uh also what I worry about is falling behind, right?

And uh losing officers.

Uh I had um uh Lieutenant Tyson get get for me how many lateral officers we have hired in the last six months, and it's like 16 because we're able to attract that kind of talent over to our department, which is incredible and I love.

And we don't have to put them through posts, we don't have to put them through tiny training, so we save that cost.

Um but that's a big part of it.

But to your to your point, so is training, right?

And and uh obviously that's why we have the request there.

So will a hundred thousand cover everything we want to do?

No, probably not, but it's it's definitely a start, and uh we'll we'll we'll mitigate that the best way that we can.

But uh we're gonna start somewhere.

So our next line item um is dispatch contract increase for 33K.

Um as you're well aware.

Uh we switched to Salt Lake 911 from VEC, and to my understanding, uh VEC was a huge increase as far as cost and something that we weren't able to do.

Uh so which is why uh we ended up in Salt Lake 911.

Um they there was not an increase in 2025, however, in 2026 within you know, inflation and colas and raises for dispatchers.

I I do know coming from the state that we were having those same um I don't know if wage wars is the best way to call it, but even dispatchers they're fighting for good dispatchers, right?

So even with those increases, um that would be our costs uh for for this year.

So uh uh 7.12% increase in that.

So I think that's pretty self-explanatory.

Okay, I hit a button apparently.

Come on, there we go.

All right, I also wanted to talk about uh this set team, the South Valley enforcement team.

Um this has been a great success for us.

Uh really what it is, is it it's a force multiplier.

Um most of the Valley's resources typically go to Salt Lake City, you know, kind of some of those bigger cities, West Valley and stuff like that.

So we we were able to get with the South Valley agencies and really kind of increase this force multiplier.

So then the 19,000 that we're asking for in this is today our portion of being a part of the set team and the South Valley enforcement team.

And it's based off of population for each individual city, and then we pay into that and we're a part of that.

And and and when uh when we have a significant event, um say it's uh uh a shooting or something gone really awry um when we have when I talk about that force multiplier, um, we immediately we have uh a supervisor and three detectives on it, but we gain all of those other supervisors and detectives, right?

And we can really get down into the nuts and bolts of the case and searching for an individual and bringing that person into custody.

Um so we've we've had a lot of success with it from July to December.

Uh we worked as a team, uh worked 63 cases resulting in 66 arrests, 10 recovered stolen vehicles, 27 search warrant services, and 41 seized firearms.

Um what light is that in?

Uh I'm seeing page 29.

That should be in special programs.

Which also includes the NTSP, the 100K from the NTSP, so that's why you've seen it increase so much.

Thank you.

Yes.

So huge success there.

Again, we have three detectives and a supervisor on there, but uh it's an incredible resource.

We like being a part of that.

Okay.

Uh council member Christensen.

This is your slide.

Um ammunition, uh, additional 10,000.

Um there's all our stats uh on our on our how much we're using 110,000 rounds of handgun practice uh a year, 30,000 rounds of rifle practice.

Um we also do a lot of simunition training, which I think some of you have done, and I've seen the welts on your arms, so I appreciate that.

Um but we use a lot of simmunition that's gone up.

Both have gone up actually seven and a half percent, uh which is kind of typical depending on the year.

Um we use ammunition in a lot of different ways.

I don't have to go into too much detail on it, but for monthly handgun and rifle training for our officers, it's a huge liability.

We've got to know how to shoot and we've got to know how to shoot proficiently.

Um we have uh monthly SWAT and sniper trainings, also shooting competitions, which I'm super proud of.

Um we actually uh participate in the sheriff's office shooting competition, and we win that.

That's that we've got some really good shooters and some really good people that uh train our people, and we also have annual firearms qualifications, which is mandated and we have to participate in to be able to keep our police certifications.

So any questions on that?

So in 2025 our costs were 67,000.

Is 41,000 enough?

Um we're we we use a lot of ammunition.

Um there's other ways to to kind of fund that and absorb that a little bit.

Um but uh again we understand this is a tight budget year and and uh I know I just like have like a little stress from like I don't know when Chris and I were on here before and they came one year and said they were out of ammunition.

Right and so we have to find money for that and so we're not in that situation.

Okay, no, no, we're not in that situation at all.

Um, there's I think it was public.

Yeah.

Yeah, ammo during COVID went through the roof factor issues, but just checking went through the roof.

Yeah, so we're we're in a good position right now, and uh that just adds to our ability to train and get the ammunition that we need.

So I appreciate that.

And then cell phones, I won't dive into this.

Um cell phones is an interesting one.

We have uh officers that uh go around and investigate crime and sometimes take pictures, uh, you know, evidentiary pictures.

We just can't do that.

We have to be able to provide cell phones so they can take pictures so they can connect to fusis.

Um connect to internet based uh software um that we use.

Um there's also some GPS tracking capabilities there as well.

Um I think uh council member Nickel has a question.

I do um I see the line item non-city network phones.

What is that?

Is that the one on page 29 still?

Yeah.

Yep, 29 of the budget book.

Yeah, so we've got non-cell phones, and then we've got additional cell phones.

So the cell phones are we recently within the last uh few weeks, outfitted our entire patrol division with cell phones.

Uh what we did have before was we had a small bank where the officers would check them in and out, and it just wasn't sufficient.

So what we did is outfitted each officer with their own cell phone, so they would always have one.

So that's where the increase is we just gave them all cell phones to have.

Okay, so is that going to be ongoing for actual hardware?

This an ongoing item, yes.

Okay, yes.

So we're gonna have two lines that include cell phones, or can we just combine those and non-city?

Yeah, okay.

I think we talked about this at the last budget.

It's something weird.

I think there's only one line.

It's the non-city network phone line.

That's where the cell phones are at.

Gotcha.

All right.

I think it's just the increase that we asked for, and that's just because we outfitted patrols.

So it's just an increase into that ongoing line item.

Okay.

Okay, last but not least.

Uh I've got some good data for you on our fleet.

Um, but for our standard fleet replacement this year, uh, we're looking at three patrol cars.

Uh, one patrol canine vehicle, one unmarked, and then for some one time appropriation, we have uh one patrol vehicle and one patrol motorcycle that we'll replace.

Uh to kind of give you an idea of what our kind of where our fleet looks like right now.

So our marked patrol vehicles.

Average age is six and a half or six and a quarter years, uh, fourteen have over a hundred thousand miles, and fourteen are between eighty thousand and a hundred miles for our unmarked unmarked fleet.

Average age is eight and a half years, uh, eight have over a hundred thousand miles, and sixteen are between eighty and thousand, a hundred thousand miles, and fifty-three of the vehicles are uh 2023 or newer.

Um so again, um, you know, I've in talking with my one-on-ones with the officers, and they really appreciate everything we've been able to do with fleet thus far, and we're making progress, um, and they see that.

Um, but maybe some type of uh regular replacement schedule or or or something like that.

And again, I haven't looked into the nuts and bolts of that, but uh um, but uh yeah, any any we're always looking for improvement on fleet.

So what make a model vehicle or our patrol vehicles?

So we're we have uh Ford F-150s.

Uh we have purchased, I don't know if it's half, is that half maybe or a quarter of pickup trucks?

Uh we're probably a little more than half, and then we have the Ford Ex Ford Explorers.

Are they the hybrid ones?

Uh uh no.

Uh the higher ones actually didn't work out too well for us.

Okay.

Yeah, so we're back to uh power issues or uh just overall efficiency and use and the shops were having some issues with them as well.

Um it just wasn't uh we had high aspirations for them and they just didn't materialize and it was just they were going down and having problems and we just opted for the regular gas.

So the patrol vehicles are again they are forward.

Explorers and Ford F-150s are the truck version.

So and again, we have a couple old canine Chevy Silver autos that we're trying to replace as well.

How many unmarked vehicles do we have?

Or is that is that a top secret?

No, it's not.

Okay.

I don't know how many we have off the top of my head.

I would probably say we probably have somewhere in the neighborhood of about 35.

Pardon me.

About 35.

35 unmarked.

30 or 35, somewhere around there, yeah.

Okay.

And even we have so many unmarked uh so your unmarks are all your lieutenants are in them, all of the command staff is in them, each of our detectives have them.

Uh our super secret narcotics unit has a few uh different options there.

Um so those are outfit all of those.

Okay.

So can you go back one slide to 31?

I do have one more question.

So what it what does this mean?

Standard for fleet replacement, one-time appropriation.

So what does that mean?

Uh the way I understand it is the standard fleet replacement is typically what we're replaying we would replace every year, just kind of the ongoing version of that, and then the one time is an additional appropriation to replace uh one patrol car and one patrol motorcycle, to my understanding.

That's really do you want to take this one?

Yeah, that's our general onboard.

Yes.

I I think I can answer the question for you.

So fleet presents their budget and it includes vehicles for the entire city.

So our allotment out of that fleet purchase price or purchase amount of those vehicles, and then the one time was allotted to us.

Okay.

Yeah.

Um in your budget, I see a decrease in fleet OM charges.

100,000 projected over last year of savings.

And I'm curious, um, I'm hoping that the answer is to why there's a reduction there, would be because we've been doing fleet replacement and we're experiencing the savings because we have newer vehicles.

Is that what we're seeing here?

That's what we're seeing.

Yeah.

It's based off the mileage and the repair costs of the vehicles they have in their fleet tied to police.

It's based on we update that study every year, and that's what's driving that cost.

Okay.

And I would anticipate that's why is because the newer fleet.

Yeah.

Okay.

We got rid of the impalas.

Well, that's a good thing.

We went to explore those things.

I'd say our, you know, I don't know.

We got rid of the impallas and went to explorer hybrids that we didn't like either.

So I don't know.

Let's let's get it right.

Maybe that would be nice.

I did have one question.

Go ahead.

There is uh some movement to I know this is gonna devastate PD to get rid of uh motorcycles.

Um their proof of work worth is getting harder to prove because we've got additional vehicles side by sides.

We utilize those a lot more.

Um how many motorcycles do we have?

I think six, right?

Uh someone said six back there, but I think we have six, plus we have a couple of trainers that we use for motors.

Those are haul cars, though they don't come home.

Yeah, I think I think we have six actual motor bikes that are they're BMWs?

Well we have they're not all being used at the moment because our motor unit is um not staffed uh 100% yet, so we've got four that are being operational right now.

And their BMWs are oh I'm sorry, yeah, I didn't hear your question.

Yes, yeah, we have gone to BMWs uh for our patrol motorcycles.

Just kind of a heads up.

I think uh we're gonna start talking about phasing them out.

Sorry, there they're that's more for him than me.

He was an old motor guy.

Well, out of respect for you, Councilman Work vehicle.

Um I I think motors are super useful, especially from enforcement perspective.

Um I just I just they have very limited use in strategy.

I just answered three three complaints on traffic stuff that we'll be able to use motors for, and then on top of that, from the from the COP perspective or the community oriented policing perspective, everybody wants to come talk to the motor officers.

Um and it allows us to kind of connect to the community.

So we can we can have further discussions on it, but uh that's kind of how I feel about them.

So I'm a motor guy for 18 years argument.

I know who will do the parades at the elementary.

I know, right?

Uh-huh.

I know.

Well, we can have a special division.

They're a huge enforcement tool as well.

So thank you, Madam Chair.

Um I had a question on the fleet.

Wait, got it.

Sorry, is that echoing?

Maybe.

Um and I think you know, a lot of this comes from, you know, at least when I've been on the council in the first couple of years, we held back, you know, with COVID concerns, finances, um, and it put us in a pretty dire position with fleets.

You know, and that's and then it was this huge push, you know.

Oh my goodness, we are really upside down with fleets.

You know, we we've neglected through all of our departments, um, but you know, police being the largest, um, you know, these these vehicles.

And and so I'm I'm just I'm curious with this, you know, where we stand.

Have we did we cover enough ground in the past couple of years to where we're only replacing five on our regular fleet schedule and then a couple more on the one-time appropriation?

Have we gotten to that point where we've been able to kind of back off a little bit?

Or you know, with with everything that we've done over the past couple years.

Well, Court can back me up on this, but uh, you know, I I think with COVID held back isn't we just couldn't find cars during COVID, right?

That they were just weren't available and they weren't making them and and we couldn't get on the replacement list of that, and I remember that.

Um I I I think I think um fleet is a lot like compensation packages, right?

Once you get in a hole, it's very difficult to get out of.

And again, I don't I don't want to seem like uh we're not grateful.

I talked to the officers one on one and they all say we've made a ton of progress uh on our fleet and are very appreciative of it.

But again, I don't I don't want to get in a hole either to where we have to continue to make that up.

And that's my concern, I guess.

Is I mean, have we, you know, hearing that we've got X amount of vehicles, you know, it especially within the department, you know, to say, okay, we're replacing five.

Um I mean it you know, a couple years ago we were putting hundreds of thousands of dollars.

Well, one, two, three, I'm saying five.

So are we replacing 15 of them?

Oh yes, yeah.

So each year we were, I mean, we were looking at I mean it was hundreds of thousands of dollars, you know, replacing 15, and then and for that to be reduced down to just a handful of them.

Are we going to end up in a couple years going, oh boy, you know, we we've gotten upside down.

Is that you know something in in the fire department, you know, Chief McConaughey is included, you know, which was with that management studies, um, and it has kind of that over like a 10-year period of what needs to be replaced in order to stay on top of things.

And I'm just wondering I I don't want to get upside down where we're panicking trying to get trying to find several hundred thousand dollars because our vehicles are vapor locking and they're not able to get to the east side in those east benches um or you know, whatever that is.

So have we reached that point where we've gotten there or uh yeah, fleets are always a concern.

Uh we try, especially with our patrol vehicles to not have them more than five years-ish.

Um they they go through a lot of wear and tear, uh, the patrol side that the unmarks we can stretch a little more.

But yeah, we we probably need to be closer between 12 and 15 vehicles a year to be able to stay on a consistent rotation where we're constantly rotating out those five and six-year vehicles uh for the newer ones to stay on top of things.

So, yes, I would probably say that we would need a few more vehicles to get on that nice comfortable cycle where we're rotating out what we need to we didn't reach that point yet.

We're just looking at tight budget years.

Yeah, so we made it up, right?

Um that you guys all uh felt and and had talked about where we bought uh a lot of additional vehicles, and then we were able to supplement that uh several of those vehicles with uh salary savings over the years, that's where we really were able to make up the catch-up.

Um was with our salary savings and getting vehicles uh uh beyond what was allocated in the budget, that's where we made our headway, but we don't have that luxury anymore, so uh we hired two individuals uh yesterday and we are fully staffed.

Uh we will not have those luxuries going forward.

Okay.

I'm not sure I like that answer, but I and not because it's you know, I'm just concerned knowing that panic that we had.

Um I have we ever looked at leasing versus purchasing.

I mean, that's because I I know at least when I was leasing a vehicle, I mean you kind of had, oh well, here it is at this year, and then it was just turned in and it kind of had that built-in rotation cycle.

I don't know what we've done historically, I'll let Corey kind of answer that.

But uh that's kind of a um in talking to other agencies, they typically do that in surrounding agencies, they'll typically lease vehicles that way, and that includes kind of maintenance costs and whatnot.

Um Draper actually does a point system, I think similar to us, and and and replaces vehicles at five years, um depending on their point cycle and and kind of where they get to.

Um but I don't know what we've done historically.

Yeah, we've never leased historically, but I know a lot of agencies do.

Um yeah.

So I don't know that I did the main reason we haven't done that is the leasing costs, the interest you pay versus paying cash.

So we've always favored paying cash.

We could relook at that again and look at the trade-offs, but that's why.

I'd I'd be curious to see you know what the cost difference is.

Um, just more of as as an informational item.

But we can certainly do that.

Okay.

That's my questions with weeds.

Thank you.

I I had a really quick question.

Um, and so in the last four years, the um city has done a community uh uh uh community event with our autism community and first responders where the police department is kind of the the primary point person um for that event.

And I just wanted to know if that was planned going forward, and if so, um, you know, where might that be reflected in the budget.

Uh which event specifically?

No, no, no, no.

It's it's our autism community and first responder event that the fire department has joined in on.

Yeah.

Uh yeah, we usually do that annually, and I don't think we have a line item for it that uh we've just done or they just put that in, put that on, and and we've done it, we've tried to do it on our double back days, so we have uh officers that are able to attend, um, and that does actually cover one of the state mandated training requirements as well for uh having that autism event, and I think our guys really enjoy it.

Our officers are really enjoy it, but there's not a specific line item for it.

Okay, I I thought that there was one created because we had received some grants.

I had gone out.

We've paid for it out of grants, a special purpose fund.

So it rolls up into our special purpose funds.

It's not in their line item.

So it's not in the police department's in the police department's budget, like operating budget.

Okay, because I know waste management has donated um funds for that event specifically, and I just wanted to make sure that it's yeah, and it's restricted in a special purpose fund for that.

Okay.

Is that um it's not broken out?

Um go on right now.

It's not like in non-departmental or anything.

No, it's in a there's a whole bunch of special purpose funds that are restricted in cases like that.

130, page 130 in your budget document, but you'll just see a large roll-up number there.

It's not broken out, but it is in our dashboard and the monthly reports.

You can find the detail on that, but in the budget document, we just roll all of those together.

Okay.

I just, you know, it's a it's it's an event that has um been very, I think important to our autism community, and I'd like to see that continue.

And I've tried to be as helpful as I can in trying to find outside funds to fund that event so that we don't have to take other resources to hold it.

And so I just wanted to, you know, ask about that and see if there is an event planned.

It typically is um held in August every year, and if not, you know, I know that we um like I said, waste management has donated funds for that that I think are are restricted in in that way for that event.

Um and I think that last year's event was paid for even outside of that, had already been um funded with uh like I think Healthy Sandies gave some money or something to it.

And so I think that there's money there for the event, and I just wanted to call that to your attention if it wasn't.

I had talked to Amy Bryant about just kind of our calendar moving forward with community-oriented policing, and we did talk about that.

So I know we're planning on it.

Okay, I was gonna say otherwise, you know, I'm an advocate for that and would like to help you find money to fund it if we needed to, and so this is like the great time to have that conversation.

I appreciate it.

Thank you.

Brian, leave you up on our budget.

Okay, thank you.

Uh Brian already talked about the uh 100k that's going back into special programs from over at traffic safety programs, so I'll skip that.

And then last slide of the deck.

Um just want to talk about just some future future challenges that we've discussed kind of in it as an administration.

Um again, we know times are tight.

Um, but uh equipment comes up a lot in uh our one-on-ones, and and what I mean by that is laptops, um, guns, tasers, body cameras, dash cameras, you know, different things of that nature.

They get old, their battery life, you know, degrades, all that kind of stuff.

And uh we've talked a lot about just you know, uh, maybe potentially if we could find some type of you know, regular equipment cycle, you know, that we can maybe get those costs and then include them in uh in a light item and get those get those important things replaced when they need to be replaced.

Um we're already talking about building space, you guys know our building situation, so I won't uh spend too much time on that.

Um Motorola uh to additional vendors is something we've always talked about.

Um and basically what I mean by that is we have a lot of different vendors that we work with from Motorola to Axon, and as you can imagine can imagine, trying to get their equipment and technology to connect can be kind of difficult.

Like I know for a fact right now that some of our askers are just having a really difficult time uploading uh body cam to evidence.com, but actually takes a really long time to get that to upload into that system.

Again, it's a Motorola camera on an axon product.

This is more of a three to five year kind of strategy that we're talking about.

But is there something out there that has everything that we need that we pay an ongoing cost for?

And it all works and it and uh and it's all more efficient, similar to Trulio, which is kind of what we found.

So that's some that's some subscription-based stuff that we've talked about.

Uh again, basic equipment cycles and keeping up with technology.

Uh Madam Chair, you brought up the drones, it changes every three hairs, right?

And uh once you buy it, it seems to be out outdated.

So some type of cycle to kind of keep that equipment where it needs to be.

And then just the last thing.

Um I know uh in uh last year's budget, I think we were budgeted 175k for overtime, and I think we overspent that by sixty or seventy thousand dollars if I remember correctly.

Um Sandy City has a lot of awesome events and great events uh for the public, and and uh a lot of those need uh kind of that police security there, right?

And uh from detective call outs to SWAT call-outs to advocate call outs to crime scene call-outs and city events.

It just seems to be getting busier and busier um uh to that point for this this FIFA visit uh that we're having that it's gonna be at uh the RSL stadium.

Um we're having uh seven watch parties out in the plaza, right?

And they need police officers to be able to do that, which is absolutely awesome and and we love it, but we need we need to be able to staff some of those things.

So um that's one of the discussions we've had again.

That 60 or 70,000 has to come from somewhere.

Um but we're just seeing more and more events and with call-outs and everything that can get very expensive.

So just future challenges.

Tell me about um and maybe this is a discussion for later, but just I'm interested in like in that difference of like some of that pay gap, how you know 50,000-ish over dollars, like what would that decrease if there was another like FTE, or will we still have a significant you know what I mean?

Not all of it, but like would it the overages that we're not expecting, would those go away?

Like is it is that a you know what I'm saying?

Say we yeah, say we added an FTE, we would still have to call somebody out, like they would either go over shift or we'd have to call them out from a day off to be able to you know provide security for whatever event or this call out.

So I think they would to answer your question.

I think it would still come out of the overtime budget, even if we did add two or three FTs.

So thank you, Madam Chair.

Um just looking at the laptop rotation, and it you know, so 22 a year, and it kind of I mean it jogged a memory that I had, you know.

I was out with uh um an officer, you know, with last year, something like that, and it was interesting because the officer had two computers because one of them, the backlight had gone out, and the other one the touch screen didn't work.

And so trying to get this and you know, the entire shift of juggling back and forth.

Um, where do we stand with I mean, do we have kind of like a fleet vehicle, but do we have like a laptop rotation with the G-Tex?

We we do not currently.

Um, and uh I've heard similar stories in my one-on-ones.

One of my officers told me that she was on her way to a priority one call and the computer died.

Luckily she knew where the address was, um, so she was able to get there.

Um but in talking to Matt, our IT guy, um, he he suggested the 22 laptops, that's where it came from each year.

If we could cycle those out, that would get us you know new and updated um equipment.

As far as a rotating budget that we have for that, we just pull it out of whatever we can.

And I just purchased um 33 laptops last week um that'll come up and replace some of those really old ones that have no battery life and don't work and and we'll be able to kind of scrub some of those.

But again, um uh some type of ongoing replacement cycle would be really great.

And are they currently in um the IT charges?

Like right now, there's not a specific item here for it, a line item.

For for what for the laptops?

Uh the technology brand?

Uh the citywide IT budget.

Is that what you're talking about?

Well, I'm just wondering where our contributions to the the city IT budget does not include our laptops.

We we buy those out of our own our own money.

The salary saves.

Yeah, just come out of the equipment line item.

So they would just be overspending the equipment line item.

Oh by how much?

Okay, roughly.

Yeah, like traditionally they've used you know salary savings like they're mentioning, and it drops to carry over, and then they come to you and say, can we buy you know some more vehicles, some more laptops?

But they have so many needs.

We don't have but that's what we've relied on as a city in the past is carryover savings.

Uh and that's throughout not just police, all departments rely on the city.

Basically just bought 33 of them.

Yeah, so I bought those salary savings.

They didn't come out of the line.

They expense it to equipment.

Yeah.

Okay.

So it just won't be coming in carryover.

Right.

Okay.

Yeah.

Okay.

Um I mean that it that kind of goes with my next you know, next question, or I and maybe it's not even really question, but just a comment, you know, of of the tech, you know, and the technology and you know, some of a little bit what Marcy brings up.

Um, you know, I mean, criminals are they're savvy, you know, they're using technology, so you know I appreciate the emphasis that you have with RTCC, um the drones, you know, looking at this tech and staying on top of it, um, supporting our officers with with what we can you know from from the background to make sure that they're um that they're still safe, that they're able to do their jobs.

You know, I I it's you know, this is all this technology.

You know, I I know that there was uh last year, you know, there's some discussion on a reduction, you know, within you know, with with crime, like 13%.

And you know, and I asked uh Chief Sieverson exact you know, wow, you know, reduction 13% and in a heartbeat float you said it's the cameras.

It's cameras.

You know, it's ring cameras and it's it's that technology.

So you know, as criminals are using that technology, um, you know, I I know it's important for you guys and primarily for your safety, but also to to solve some of these crimes.

And it's super exciting to hear um you know, at least some of these cold cases, you know, knowing that our detectives down there have between 40 and 80 cases that they're working on.

I mean, that is I I can't imagine you know, being um, you know, I coming, you know, as somebody that maybe was was assaulted, you know, sexually assaulted, and hearing that the person that's working on your case has 40 cases.

So, you know, looking at that, that technology component, thank you.

I mean, that's you know, for placing that emphasis there, and um, you know, I I love that that part of it.

So that ends our presentation.

Unless you have any more questions.

Anyone talking about animal services?

There's no there's no changes to their line items, so I didn't I didn't include that.

So I have a question.

Get back to me about that.

Um we obviously are not charging enough in our licenses and fees to cover our costs, which would be impossible, right?

So I'm wondering like how those fees are being set right now.

Are they like compared to other cities?

Is there like a standard?

Do we need to increase them to cover additional costs that were that need to be offset?

And then also why are credit card fees processing going down.

I know it's a small amount, but I'm just I noticed it across a couple departments, so I was just curious about that.

I'm gonna have to phone a friend on that one.

Yeah, we actually uh redid that last year.

Um we went out and did an audit for those fees and adjusted them.

And it everything you mentioned is pretty much what is done.

It's comparison shopping and seeing, but we yeah, we did that last year.

Um I think John Arnold was the uh champion of that, getting all those numbers and figures in for adjusting our fees, and we did adjust them last year.

And adjusted them up, I'm assuming.

Yeah, just and them up.

Yeah, not significantly obviously, but it was adjusted up a little bit, yes.

Okay.

And then just did overall question like the credit card processing fees.

I noticed they're decreasing across a lot of departments.

Why?

Yeah, that was a council policy.

Um the council member Proctasusa kind of had it up that we implemented a surcharge for credit card usage, so it deters usage of those.

So people are paying more of their own, so this is just what's left over.

Yeah, the a merchant fee, if somebody uses a credit card with it's a rewards card, yeah, we pay the merchant fee.

So we're discouraging those use.

So if people pay with a debit, then the merchant cut fees go down.

Or if they pay with a check or yeah, so that's why we're seeing a decrease across.

Thanks.

Oh, first is next.

Historically, vet uh Spay and Neuter program has been in animal services budget up to ten thousand dollars, I believe.

I didn't since we only have uh one year historical look in in this year's budget.

Um why was that removed?

I don't have an answer for that.

I don't either.

Okay.

Will you get back with me?

Yes, we'll have to get with the animal services director and see.

Maybe Brian knows that.

The spay and neuter programs a special purpose fund where we restrict those so it's not in their operating budget.

Can we put it in there?

So it's in 29.

It'd be in that roll up that page I mentioned earlier.

But we can give you a breakout.

We don't want to put it in there because we want it to be restricted and not used for any other purpose, so we don't want it to be in there operating.

Gotcha, because I mean sometimes there have been um reasons is it it's not in our budget to do, and technically that's that it's not in the budget, but I've always seen it as a line item before, so cool they know where it's at and it's being funded.

Um broken record here.

I just heard Brian say they have so many needs on the heels of computers dying on the way to a call.

Uh to me, that is that is a tool that is getting in the way of our officers being able to be safe and and do the job effectively.

So if I were to ask you, I know I know your advocacy is in line with what's been presented.

This is the tentative budget.

That is your advocacy.

What has been presented.

If I were to ask you for a potential out-of-the-box scenario where where we think just a little differently about still still doing an increase because we don't want to lose people, and I completely understand that, but what might a uh just not increase it by quite as much?

What might that unlock in terms of tools and training?

That's why you keep asking the question, because I keep seeing evidence of us having needs and an opportunity to fill that need could exist if we get outside the box just a little bit.

I understand this is what's been presented, and this is what you are tasked with advocating for.

And maybe it's not a question for you.

Maybe it's supposed for the for my colleagues.

But I can't help but worry that that we're robbing Peter to pay Paul, so to speak.

I want I want to make sure we are competitive.

Let me say that 300 times.

I want to be competitive.

I love that we are getting lateral um team members.

And I I love that we are now fully staffed.

Like all kinds I I don't want to go backwards.

I hear that.

And yet, I feel like we are overlooking an opportunity to invest a little more in training, a little more in tools, not push some of these things down the road and and maybe come down off like how how much let's give an increase on top of step and grade.

But what might that look like where we do a little dance, think a little differently, and make sure we're not having officers laptops die on the way to a call.

Like, I don't want to kick that down the road.

And you may or may not be able to answer my question, but I'm saying, what if?

I'll take a crack at it.

I don't think you like the answer.

That's fine.

Uh historically, uh my 25 years uh compensation is is key.

If you forego that for other pieces of equipment, we're gonna lose guys, uh and we've seen it.

It's uh I'm really happy to report that we're fully staffed.

That's uh that's a milestone we haven't reached for a long, long, long time.

And a lot of that was digging ourselves out of a hole when we weren't competitive with with compensation, and any decrease in that is gonna put us behind because everybody else is going step in step.

And um the the current work environment and the employees, they will chase the dollar, uh, and we've seen it historically.

And I think they say history is the best predictor of the future.

You are on a slippery slope in my opinion.

Withdrawing that piece, it's gonna it'll be costly.

And I think that's really important context to hear.

Um and maybe my request then would be how are you going to message the fact that when they are frustrated because a laptop dies on the way to a call, or because uh the drones are already outdated, or like as as expression gets frustrated uh as frustration gets expressed, and they are clamoring for uh I want to go to this, I want to receive this training, but you won't you won't send me, or I have archaic stuff and you won't replace it.

How will you message that to say our counsel to the council was pay comes first?

So you'll just have to deal with equipment.

I if I may, I'll I'll take this one.

Uh the biggest tool that I can put in another officer's belt is a backup uh beyond anything else.

And when you start talking about staffing numbers, I will take staff over technology every day of the week.

And so if my option is do I run a laptop, but you get a back on that domestic versus having somebody that's already on a call that may have to clear and come, I will take staff all day long, and that's an easy sell for me.

Is you have a backup and you have the properly staffed shifts, I will take that every day of the week over any technology.

And and that I think that's a great answer.

So my request would be, and you and you're saying, Marcy, that's what I would say to an officer who asks.

I would say, okay.

That's what I'm asking.

Because good leadership is you make the you make the hard call, and then you own the call, and don't don't defer up the chain and say, well, you know, shame on council for not giving us the money we need for our equipment.

Like, so it sounds like you would own it, and that's all I'm asking.

Yeah, yeah.

Okay, thank you.

I think I think I just add to that.

Um Councilmember Housman is uh you know coming from an agency that was 23rd in the state in pay.

We bled people and and they left.

Uh they have us family support gases are really expensive.

Um, they've got to drive and and and pay is a is a big deal to them.

I don't blame them.

Um I've been there 25 years ago, I made 1170 an hour, and I thought I was the richest man in the world.

Um but uh yeah, um, you know, I I I hope I hope we're just not holding one hostage.

You know, they're they're they're both very important, right?

They really are, and I I I've seen the importance of leadership and mentorship and and training and creating good officers, and and that's our ultimate goal.

Can I just honestly I really love this dialogue?

Like this is fantastic.

This is good governance.

Like this is back and forth, and I I raise my concerns, and you share honestly, this is my prefer preferred route, and this is what I will say to officers.

Like, I love this is I'm reading a book by Adam Grant right now called Think Again, and I love it because it's it's talking about um the way to the way to debate productively and be task a task decision-oriented debate rather than making things personal or whatever.

It's such a great, great read.

And that's what I feel like this interchange was was just I have my concerns, I voice them, and and you're like, I understand your concerns, but here's what you actually also need to consider.

Like this was a great discussion, and I appreciate it.

And I feel like I've I've I've now you've broken record done.

I have verbalized you know my concerns.

I have I've asked the hard questions of what if, could we, et cetera, et cetera, because I do keep hearing like you have so many needs.

But to hear what you just said, it it reminds me honestly of this huge aha moment I had years ago with with fire staffing and and trying to understand the the 3-2 staffing and um and and it came down to a narrative that was shared with me that helped paint a picture and put it into context because I don't live in the daily day to day that you do.

And so this reminds me of that, just just continue communication and sharing context and uh acknowledging, sure, Marcy, yeah.

I mean that's a legitimate concern.

We are choosing this because of ABC, and when we hear frustrations expressed, here's how we defend or or acknowledge the frustration and say, we chose this over this, and that's leadership.

So I just had to like, you know, say thank you.

And and maybe if I ever see Adam Grant, I'll say you two did the debate the way that Adam Grant would have us do debate.

Was great.

Thank you.

So homeless mitigation funds.

Is that in the special purpose fund as well?

Where's that?

The revenue side is going to be reflected kind of in the operating grants.

And you'll see in the line items.

So that's going to be primarily the I'm forgetting the name of the grant.

But it doesn't come into the police funds.

Even though the office I just don't see it.

We only see I only see 190,000 in grants.

Which is we've already accounted for.

And so I don't see any homeless mitigation funds in police.

Yeah, just our regular.

Yeah.

I may need to get back to you on that.

Okay.

Um those funds come in quarterly after we have uh submitted a report of our expenses.

So they're not part of the budget.

Well, uh the you won't see the revenue until it comes in.

So for instance, this year we're in the first quarter of the uh we might have received one by now.

But we don't like account for it anywhere in the budget that it's expect expected revenues or projected revenues.

We do.

I believe it is that 190.

So on that top line items, you have two intergovernmental revenues.

You have one, which is about 770,000.

That's our contract with the school district for our resource officers.

Yeah.

And then the 1900, I do believe is the homeless mitigation funds we're receiving.

Well, yeah, 140,000 of its alcohol sales tax, 27,000 is JAG grant, 42,000 is the mental health one.

Yes.

Like there's no way it could be that.

No, no, no.

So that is where there is a little bit of blending of lines.

So a lot of the grants the chief mentioned are stored in the special purpose funds.

Slash, we are actually working to set up an operating grants fund because there are so many of these miscellaneous grants that are scattered all over the place, we'd like to reconcile a little bit.

So how much did we get last year?

400 and something thousand?

I would have to look it up, but that sounds potentially about right.

I know.

Yeah.

So yeah, if that's the amount reflecting in the 25 column, I believe that should be that piece.

The 409,000 is what we think we got from mitigation funds.

In 25, we got 232,000 in 26.

Minus the last one that hasn't come in yet.

What's the one or we got more than we have?

Well, we we may have an issue with our the data pulling in the actuals from prior years, like we talked about last week.

So we'll we'll verify that and get back to you.

Because how much are we supposed to get?

It seems low, it should be in the 300 range.

So how much are we supposed to get this year?

That's what we're expecting.

300,000?

Well, it's not exactly we'll have to refine to you with that number.

And how much you said it covered part of our two homeless liaisons.

And three.

And three firefighters.

Three fire officers, two police officers.

Yes.

So that could be the other confusing piece too, is the grant we're reflecting.

Yeah, but the grant, yeah.

I don't think it's gonna cover the full amount, but that's what it's so do we need to look at reducing the amount of support we're giving to the homeless shelter in terms of police.

Like we only have one liaison to cover that they're willing to cover, or they don't do they only cover like that's how we want to go.

Because we get reimbursed based on the expenses we produce.

So up to 300,000.

It's not don't quote me on that number.

Let us get let us get back to you.

The other item I would note is this grant is obviously for police and fire, so we'll have fire coming up.

But if you look at the revenue line items in fire, that's a grant line line item is there, and it's about 248,000 in the current year and is anticipated for 285 in the upcoming year.

So those two pieces together might be the number we'll kind of.

So it might all be basically in fire.

Portions of it in fire.

Obviously, it's we have officers that are kind of being funded through that.

Because if there's 285,000 in fire.

Yes.

That we think is that.

I believe so.

Again, I'd have to do that.

Then that means you get $15,000 for two police officers.

No, the $190 is still in police for officers.

And then there's an additional $285 in fire.

But that's way more than $300,000.

So that's what we're checking is we can check.

There's again, grants can get a little messy just depending on where the money's coming from.

There was uh legislation in the past session that increased the I don't know specific it decreased it, but it was but it was can um it was ongoing funding where it wasn't ongoing before it was.

I don't think so.

That got cut too.

Oh, thinking.

Yeah.

Sorry, she our grant for uh 2020 for the 2026 uh fiscal year is four four hundred and thirty-eight thousand four hundred and thirty-one dollars and ninety-one cents.

Okay, and so we're seeing roughly two hundred and eighty-five of that is for fire.

Yes, yeah, and the rest is for police.

Yes.

So because of the way the staffing works and even maybe COG and correct.

Hey, Zach, could you talk to the mic if you're talking for the uh Chief McConaughey can correct me, but I believe we do have three FTEs that are being funded out of fire with that grant, and then I believe it's two officers in police that are being funded with that grant.

So we reflect the higher amount of the grant in fire just to show that that's a funding source for those staff members and then it's pretty close to covering it then.

Yes, I would say so.

Yeah, I talked to Zach the other day about it, and I think we're in the like 90 to 95 percent range.

Yeah, is where we were.

That's okay.

Perfect.

That's just what I wanted to check out.

Yes.

Sorry, I just need to go back to drones because I didn't do a good enough job of getting to the heart of the matter.

What do you you have information about like how many calls the drone failed to complete its mission because it ran out of battery?

Or what number of situations the city has had where we could have had two instead of three.

Well, they're not.

I'm just I'm just wondering what what exactly the metrics you have in terms of the effectiveness of our drones.

So the drone's gonna come back, it's not gonna run out of battery, right?

It's gonna be a good thing.

It goes back because it runs out of battery.

So I I can check with the RTCC and see uh maybe how many times earlier it had to come back and kind of stayed long.

Yeah, I'm just curious on the instances and police uh responses where the drone has been insufficient to accomplish its mission.

That's something we might have to get back to on.

That'd be great, thank you.

Yeah, no problem.

I'm curious if you could for a drone.

Okay.

So I don't know.

Yeah, so the they're kind of based to return to its own home.

So like if you were to just buy one drone and have docks all over the city, I don't think that's feasible.

You would have to have the the drones or specific to respond or return to one specific location.

So they the only option that we have for that is what we call a hot swap on the batteries where the if we know it's gonna be somewhere they can land it on the ground and then swap it out, a battery.

But I don't think we could just have one drone and and docks all over the city where it could land and charge.

I don't think they work that way.

How long does it take for a drone to charge?

Yeah, maybe next year, you're right.

How long does it take for a drone to charge?

Uh the big one up at the application.

Uh the new ones are a little bit more efficient.

I think they're like 15 or 20.

Any more questions, counsel?

For police department.

I hope not.

I'm gonna have to take a knee if there is.

But I compliment you.

Thanks.

I just meant a knee for rest.

I uh thank you.

Thank you.

Thanks.

Fire department is up to bat next.

I'm gonna ask the same question.

Uh good evening, uh Madam Madam Chair and Council.

Uh thank you for the opportunity to present the fire department uh annual budget fiscal year 2027.

So um I'm just for your convenience bringing one page of the uh budget book, um page six.

So um because I will I'll reference that.

We uh uh neglect to get that onto the slide deck, but um it is in your um page six of your of your uh re uh budget book.

So going through just overview, we'll just hit uh these uh four bullet points.

Um I anticipate it'll be a little quicker than um the previous presentation.

But uh we're gonna go over the city council budget priorities and then this page that I handed out.

Um we'll go over the um under citywide goals uh specifically goals one and eight um that I'll reference during this.

Also we'll go through the cost savings grant funding and then get into the proposed budget request and end with the future needs.

So as mentioned, we just wanted you guys to be aware that we did consider the budget, the city council budget priorities, community safety, fiscal health, economic development infrastructure, and quality of life with an emphasis, of course, in community safety, which is kind of what we do both for fire and police.

So we just wanted you to know that that's something we did consider in looking through this and getting everything ready.

So to start out, I think it's it's probably good and nice just to point out all the things that we have done for savings through the year, just like the police uh did as well.

But I think that we realize, I guess, is my point that what we do is both important and very expensive.

So I think that it's uh good to point out that we're doing or trying to do our part to offset the extreme cost of engines and trucks and ambulance and personnel to reduce that cost to uh the general budget and to the citizens.

So I'll go over these.

I've also circled um one that one circle there where it says strategic plan.

Um we do get grants every year, but in updating our strategic plan in the last couple years, and many of you may have been present for the original strategic plan when we went through that, but in updating that in the last couple years, we added a couple more grant writers to our our grant program, and this is what I think we're seeing and where it's paying off big time.

So I don't know if everybody left, but we have some of the grant writers that are here present tonight.

So uh one of the big ones that we're really excited about is the wildland urban interface mitigation grant that is a three-year grant and it goes just under half a million dollars.

But that gives us additional money that otherwise we wouldn't have to go through uh several areas of the city education, um, getting supplies, equipment, and just uh working hard to lessen the risk of a wildland fire within the boundaries of Sandy City.

And if I'm not mistaken, I'm not quite sure, but I think that we have the grant writer present here tonight for that.

So that's a big one.

So Whitney, yeah.

Um, but uh that's a huge one, and that will continue over the next couple years, but even just today and yesterday, and then a couple more days this week they're working on projects.

Yes.

How do you do your grants?

Do you just like it's not like police where the coal does them, like it's just whoever sees a cool one writes it, or do you have some people assigned to look for them?

Yes, yeah.

So in there's a team, and then for me it's magical because I say I'd like to get more grants, and then these people just start writing them and they start coming in.

So it's really special how it works.

But yeah, uh there's a group that that have gone uh through training and and um work together to get all those done.

So um, and uh uh our deputy chief Chris Aston, who is also here has done a lot of the grant writing this year too.

So but moving on, our uh per capita grant we receive um, and that's probably not it.

We'll probably get a another tranch of money from that.

But that goes to offset the cost of the two people that we sent to paramedic school each year, um, which we do have a budget for, but this helps overall, just offsetting that cost.

Um, and then as mentioned, we did talk a little bit with uh the police in their presentation about the homeless mitigation funding that we have for the three personnel on the fire and the two on police.

Um the Utah Firefighter Assistance Grant that we just recently uh received, just under 10,000 that we use for some uh additional uniforms and PPE, and then a rural readiness uh Bureau of Land Management grant that we got three wildland radios that are uh in the amount of six thousand dollars.

And then if you did uh tend the grand opening or come through the station recently, you've seen the air pack washing machine.

Um that's the SCBA is the air packs that we wear, but it is a um a big machine that washes that, which is the first that I've seen of its kind, and of course, for Sandy City, it's new.

But that was through the Gary Sinese Foundation and the amount of $36,000, also written by Whitney.

Thank you, Whitney.

And that uh of course reduces the risk of cancer by uh washing those machines.

You just don't have the carcinogens that are floating after a fire.

Um, and and so it's nice to have that in addition to all the other machines that we have to wash the PPP PPE and equipment.

Then of course we have the license plate grant at the end there that we receive $5,000 to buy more air packed bottles.

So largely I think that's hugely what my vision was and very successful year, and I'm happy to say that this has all come in this year to offset those things and make things possible that otherwise wouldn't have been just based solely off of the uh general budget that we have.

One more that we have pending and we'll see, but it's uh through the AFG grant, um assisting firefighters grant for $160,000 towards a wildland truck.

That's a type six uh wildland truck.

So we'll uh we'll advise if that comes through, we'd have our fingers crossed, but that would be great as well.

Additional costs that um I think we've talked about before, but um worth mentioning is the in-house training and certifications that we do.

You may not be aware, but several of our employees um work through Utah Fire and Rescue Academy or have other jobs that are in training, and so that they are able to help out.

They go to other departments as well and do uh pass-offs and certifications, but we're able to use them also in-house to help us.

And then we have uh technical specialties, whether it be wildland or hazmat and other areas, and so we use them internally, and then also invite others from other departments to participate in some of these trainings and certifications, and it's a great way to offset some of the costs that we would otherwise a crew, you know, incur from having to have that sent out.

And additionally, the National Fire Academy and uh Hazmat technical schools that are uh federally reimbursed, and so we can send people nationally out to these schools and then get complete reimbursement for flights, uh lodging and everything.

So that's awesome.

We take advantage of.

Um, and then locally our stakeholders with the Valley Training Alliance that we all uh play a part in, whether it's on the trainings for Hot Tuesdays or other symposiums and different trainings, and then as you're aware, we do have uh participation in the Salt Lake City Recruit Academy, excuse me.

Something new that we just started in the current testing process that we're in is the uh under recruiting is the public uh PSA, it's public safety answers, but it's uh free testing that previously we paid a fee for um which is now being passed on to the candidates for a small amount they're able to pay and then come in for the testing kind of skin in the game is now the standard kind of statewide, um, and I say nationally, but uh it's for a fee they're able to come in and do an online test.

And in this case, with this particular company, do uh video recording so it uh bypasses some of the interview process, so it does a lot of savings in the testing process overall, and otherwise having to call back people to come and do some of that training and testing.

So we're excited about that.

Um, and then um some savings and inventory management through Envy, which is a medical inventory tracking, and a new software that we have, it's first due, and then we've added that the asset module so that we can kind of limit uh keep track of all of the equipment, the uh medical supplies and things like that to prevent loss.

I have a question is the first due the medical billing?

No, it is not.

Okay.

No, that's what we use to track hydrants, we do business inspections, um, even part of our response.

But one of the modules is uh assets, so we've just added that recently.

What's the recovery rate on the ambulance billing?

Um so we use gold cross for the ambulance billing.

Um the actual percentage I can get back with you on the top of my head.

Thank you.

I think that they collect, I want to say it's five and a quarter off of everything that we bring in.

Um, but that's what they that's what they take.

Just the amount of recovery is the critical part.

Okay, let me look into that.

Thanks.

Um something that's kind of interesting that I I'm really excited about is this cost sharing that we have.

It's a wildland urban interface chipper, and it's part of the grant.

So as part of the equipment that we're purchasing with that grant, uh, we needed a chipper because we're taking down a lot of uh timber, a lot of uh wood, trees, etc.

that need to be chipped up.

So we knew we were gonna buy it, we knew that we had to get other equipment as well.

Well, we found out in the process that parks was going to be asking for a chipper this year.

They're about a hundred thousand dollars.

So working with uh parks department, um Director Hill and uh Jeremy Garcia, we decided to do some cost sharing where they would provide the catch truck and we would order the new chipper, and so then we'd be driving around the fire department chipper with the um with the parks catch truck, and then you know we can both use that and mutually benefit from that.

So it's I thought a great way to save, and they didn't have to put that in through the uh line item this year, so big deal there.

And then just follow up with all the cost sharing.

I just thought I'd uh throw in the revenue increase just recent recently uh we presented our annual report, and you may recall that we have pushed past 10,000 calls this year, um, and we're creeping up on about 4,000 transports, um which is about a thousand dollars or a thousand transports more than about three years ago.

Um, and that's equating to uh just shy of about a million dollars more revenue coming in from transport.

So it's really a lot more work on uh the men and women that are out there um day to day responding on the emergencies, but it's it's bringing in more money to the general budget, plus kind of some of the asks that we have tie into that those increased in the call.

Yes.

What's driving that?

I mean our city populations decreasing, it is aging more.

Is that like what's the driver?

So several things, that included.

Um, but you will will recall maybe two years ago we talked about uh we had kind of a contract with Gold Cross the ambulance side to where they were taking a lot of our minor low acuity type calls and responses, which would result in transports.

And in their facility, right?

Sorry, and inner facility transports, right?

Or do so we still have that contract where they do part and we do part.

Okay.

We do the high acuity, they do the low acuity on the inner facilities, but just the general population calls, um, we took over all of those, and so that's increasing our call volume and our transport volumes you know, add into there in the last few years that we have the MVP and some of the responses there, and I think overall to your point, you know, you have an aging population and other factors that are just increasing in spite of the fact that we aren't growing in population.

So, yes, all of those, all those combined.

Okay, so let's get into the uh budget requests.

Um the first thing that we have, and this is ongoing, are uh we're looking for part-time personnel uh for our front desk receptionists as you walk into the new station.

If you've been there, you're aware geographically the officers are upstairs, and then you have the combat uh personnel downstairs.

So looking for that uh friendly face, smile to point you in the right direction as they walk in through the front door.

Um, as you know, with our new training room, we have a lot of different classes and trainings, you know, meeting with the fire marshal and on and on to have somebody there, I think is invaluable, and I think expected for the department that we are that uh somebody's there to point you in the right direction.

Um everything else on here is as noticed in the asterisks below is really related to those increased calls and transports, it's driven up all of our costs as you would expect.

Um state Medicaid assessment with increased transports that has gone up, so we're asking for 65,000 there.

Ambulance billing with more calls as you would expect.

Um we're asking for 20,000 there.

Uh dispatch services, Chief NIBE explained how that uh seven point, whatever it was, 7.5% increase for them translated to about 33,000 for us, it translates to 10 and a half thousand.

So that's that's what we have from the fire department uh portion of that.

And then an increase in equipment equipment maintenance contracts for cardiac monitors and stretchers, which we're looking for 65,000 there.

As far as fleet goes, we're um looking for an ambulance, and uh as noted in the app uh management study, uh that's recommendation number nine.

Um I had presented to you previously, and as you can see in the packet, this uh apparatus replacement schedule.

So first I just want to congratulate you because with this ambulance coming this year, we will be on schedule.

Now, in some cases, we had to buy a fleet car with carryover, which is fine.

Um if we have the money available, we'll we'll do whatever we can to stay on schedule.

But um, you can see those first two years, we've gotten what we needed.

And this is all at the recommendation of that management study.

So I love the fact that we can continue and hopefully continue in the future to stay on schedule so that we don't get upside down into a position where we have engines or trucks or ambulances that are so far over the mileage or they're just constantly breaking down that uh it gets hard to manage.

So I appreciate your support on that.

And then the last slide I have are just uh the ongoing needs.

If you asked me if I had a wish list, I do.

Everybody does.

It's a mile long.

But we understand that money is limited, and so what what we have as part of the tentative budget is what we're asking for this year.

Um additional needs, always there's uh personnel, um, training and travel increases that that we you know would ask for in the future, uniform allowance increases that just continue to go up from year to year because of inflation um and software costs that we're always fighting.

So and then as mentioned the the ongoing uh fleet replacement and that schedule that we need to stick to.

So appreciate appreciate your um uh support on that.

Now before I conclude, I wanted to just mention the one thing, and it's some of it's been talked to already because I think that it's it's not it's not an ask as part of just the general overall budget, but um I feel confident and want to just address that um please support the compensation plan.

Please support that extra two percent for the market adjustment.

Um as I think Corey mentioned um in my 25 years, I've lived through it as well.

Um and the institutional knowledge when people go looking elsewhere that you lose and the cost of having to replace them and start all over with going to camp and buying new uniforms that fit them, the loss associated with them leaving and then having to rebuild that is so much more than um you know I think that we may save for some laptops or that that we chip a we chip away at every year anyway.

So I am confident that um if we went through both police and fire and asked where's your preference, that's where it is.

Absolutely.

And I can justify and I can re report back and say this is this is me saying this is this is for the best.

Um and if you recall from back when it was presented from Katrina uh and Brian, that 2% doesn't even reach the slippage that we've experienced.

So back when we did the original market adjustment, I want to say three, four years ago, um, we see departments creep up, creep up here and there, you know, because whatever it is, tax increases and things of that nature that they're able to boost up and boost up.

Um our messages to our people are be patient, just hold on.

Well, correct, it'll be okay.

Don't leave.

And so we're able to encourage them to stay and be a part of that.

And so to see that market adjustment now is comforting because we can say, okay, that's what we're talking about.

So really it's much more expensive to have people leave, not to count the institutional knowledge that we leave that we miss.

So uh appreciate your support on that.

Hopefully that's helpful.

Um lastly, just thank you for your support.

We've uh received in 2025 a big ticket item with station 31 needed and much, much appreciated.

So it's really built a sense of pride.

We love that it's just basically a billboard when people are driving down the freeway.

Um, and it's so good to have the extra space for offices for bays and on and on.

So I appreciate your support in that project and having closed that out in the year 2025.

So with that, I will take questions if there are any.

Thank you, Madam Chair.

Um are you like searching for uh a compliment like I gave earlier around proactive, healthy, give me vigorous debate.

I'm always searching for a compliment.

You proactive like Mercy, I'm gonna I'm gonna cut you off at the knees.

No, that I'm not searching for, no.

No, I'm kidding.

I'm kidding.

I I appreciate that.

I I appreciate the added layer, you know, of context and and your confidence that I I wanted to make sure I asked the questions that are important to ask.

I wanted to make sure that I I do the what if like have we thought about and and it's clear that both police and fire have thought about that and are doing what they believe our personnel would want done, which is that extra two percent.

If and and and if the trade-off is we we delay a little bit further, some investment and some training and some tools, they they understand the why behind that.

So I I really appreciate the opportunity to voice that and ask the questions.

I wouldn't be doing my job if I didn't ask those questions.

And I appreciate the fierceness with which you said and look straight at me.

I didn't interest it.

I didn't feel like it was fierce, sorry.

I'm I'm kidding, no, very very I I understand and you have my support.

The only other thing I really have is um I want to acknowledge your effort to continually reflect back to the management study and point back to we're doing this because it was it was recommended in the in in the management study, and and here's like the fleet update that you gave us.

I honestly feel like that management study has given us um such a good roadmap, but it would be um it would not have happened were it not for your leadership in in embracing the roadmap and continuing like it's it's a living breathing roadmap.

It's not just something that okay, here's the management study and it's parked up on a shelf and we never talk about it again.

You are making that ROI, the investment the council made in that management study, you are making that investment pay off because you are continuing to think about everything relative to the recommendations and and the strengths, you know, because the management study was not just things we need to fix, it was also things we need to celebrate.

And you've done such a great job of really shaping everything we are doing in the department for the good and helping us remember, and you even embedded it into your presentation.

So all teasing aside, um, that I I really appreciate your effort to have that be a living, breathing, ongoing conversation.

And if I may, um to your point, it isn't all about money.

But were it not for the management study that pointed out pointed out a lot of items?

Equipment, training, on and on and on.

Um, you know, which since then we've been able to augment to the point where I do now feel comfortable saying this is let's focus on the compensation plan because we've touched on all those items.

So thanks to the management study.

Okay.

Okay.

So remind me about uniforms and PPE.

Like we didn't have any PPE expenses in 2025.

Was it included in the uniforms budget?

Um so we're saying had nothing.

Okay, you're good.

But we did we did move from uh a different kind of move things around from us providing all the uniforms to a star card where each person has an allotted amount and things.

So there was a little bit of shift.

So I don't know if that has anything to do with where the money shifted, but it sounds like Brian answered it.

Okay.

So we've got like 102 employees in your 81,000 in uniforms is for you just uniforms.

Yeah, so we'll give uh a specific amount um you know to each hundred bucks the person roughly.

And so then they're able to go to SCAGs or the local local uniform supplier and get you know whatever it is, boots and pants.

Now there's a separate line item for PPE that we use to replace, as you know, we have two sets per person.

And so we're kind of on a schedule to buy so many 20 sets per year that we'll kind of offset between that line item and carry over if there is any to keep buying those 20 sets per year.

How much is the set?

$4,000.

Okay.

So their $800 really doesn't do much.

Well, they're not buying that.

We are buying that of PPE.

The uniforms is a separate line item.

Okay, that's why I'm checking.

So uniforms is like Yeah, the the $4,000 set of PPE is separate.

We're that's not a good thing.

We're replacing that.

We're going through and buying 20 sets every year so we can stay on top of that.

Because they expire after so many years.

So that amount decreased by like 12,000 this year.

So will you be buying two uniforms?

That's that was one-time money that we had allotted last year, and so it didn't it did decrease, but it's just the expiration of that one time money, so it's back to where it was.

Okay, so it's still 20 seconds.

And it was for the purpose of catching up with some extra people that we hired.

Okay.

So then sorry, tell me what is included in the uniform.

So you get your you get your payments.

Yeah.

Got it.

So okay.

Um your software licenses and maintenance went from 93,000 to 36,000 to 36,000.

Well, it was the big drop off.

So part of that is um, I mean, we had I want to say, and Mike can correct me, but I want to say that we have the I can't remember if we had the Zoll contract in there.

But yeah, we have uh we have a bunch of different things that were kind of scattered around in different things, and we've since compiled them all into one.

So it might be a little shuffling of where the money was.

But we're trying to get it all into the correct line items.

So I can get back with you on that.

I apologize, I don't have a better answer for you.

Because I'm like wondering, like then your equipment maintenance maintenance contracts went from like 83,000 to 184,000.

That's the Zoll contract.

So we did a 10-year cardiac monitor.

Zul is a cardiac monitor, so we did a 10-year contract to where we're paying for those, and then we get the maintenance and everything along with that.

But it is $120,000 per year, so we had an increase.

And that's part of what we are trying to match that because we got the first half of that done.

And so the additional $65,000 that we have asking for this year will match that for a total of 120 on top of what we already had in there because there's other items too.

There's ladder testing, pump testing.

Um there's a lot more than just that.

So we've included all those into the equipment maintenance.

But um, it's kind of an ongoing struggle, making sure that everything's put into the right bucket.

Okay, thank you.

Any more questions, council?

I don't see anything.

Thank you.

Thank you.

All right.

Yes.

Community development.

Yeah.

All right.

Thank you for the opportunity for the community development to present their budget this evening.

Uh we appreciate that and appreciate the uh time that uh you take to uh go over our budget with us.

Um I just want to before we start give a couple thanks to some staff members in our department who have done a lot of work on the budget throughout the year, and um keep our budget straight.

And uh that goes to Brian here and Willie and uh building and safety and Rob Durfee have done quite a bit of work in um looking at some of our needs and some of the things that uh um we need to help our building officials and so forth.

So grateful for them.

Um I just wanted to give uh an overview of the beginning of what we have done in the budget this year.

Um we've looked at the budget and we have made reductions in two well, a couple areas.

Uh the first was um meeting the two percent was um a position that we had vacant from some retire uh retirement that we had, and as we move people up that that uh position was vacant, and that position we put uh 75,100 into the general fund through that position.

Um also um one of you brought up the credit card earlier, too.

We also have reallocated and used our credit card, which that has provided some savings by fixing that issue that we talked about over the previous years, and that uh freed up uh $18,000.

So everything that we're presenting in our budget tonight and the line items that we're we'll go through are just moving away, moving around internal funds that we have.

We haven't added anything to the budget.

Additionally, um we have put back into the general fund after looking at our line items and some of the needs we have that I'll address.

We were able to also put an additional 7750 back into the general fund through our line item savings that we had as well.

Um looking at the first, um, we've just included um the items, but we tried to match them with uh what you could see on the same page the the uh budget book as well to show exactly where those line items are placed and where they're coming from.

Um I can go over each of the line items if you'd like.

They're fairly minor, but the first one is our planning commission meetings with inflation and simply just trying to do what we do with the planning commission.

We're asking to put an additional thousand dollars into their into their budget, so we can keep up.

We were about already about eight hundred dollars over this year, so we we feel that that's a really close number that we can manage with an additional thousand dollars there.

Um also equipment maintenance, we need additional two thousand dollars, and when I say maintenance, that is things that we are locked into, those are our big pieces of copier and equipment that we have to pay a maintenance fee.

That's not something that we really have a choice.

I mean that they give us what the fee is when they do it to maintain them, and that has gone up considerably um over the years, so we are trying to get enough to just cover that.

Um probably the bigger ask is uh one-time money.

We're looking at trying to replace the bus.

Um you've all been in the bus, and it's always not my driving fault.

The way of the way it goes.

Um comment on that one.

But we are looking at uh trying to replace that.

But what we would like to do is not replace it with another 24 passenger bus.

Uh we'd like to go with something that's a little more efficient and cheaper to run.

We really a 15 passenger for what we need would be great, and it also reduces the um the permitting that we have to do with our staff and makes it easier.

Um they changed recently over the years, the last two years uh qualifying for a CDL, and that's what you currently have to have to drive the bus we have now.

If we had a 15 passenger, you wouldn't have to do that, and they're requiring something from our staff that they require from large drive driving all equipment, and all we do is drive maybe once a month the bus, and it requires right now like 40 hours of um time to do that.

So we would that's another reason we'd like to do something different with um with our bus system and something better for the planning commission on that.

Thank you.

Can I ask a question about the bus?

And and I don't know that this question is for you.

I think it might be for our staff, Chris Edwards.

I'm gonna call your attention really quick.

So we're talking about replacing the bus that community development has right, and I know and and I think that you're you're several use it, yeah.

Right.

I know that the reason I I I want to say that I agree that the reasons that you're looking at replacing it with something else make absolute sense in my opinion.

Um, but I know that like the city, the the Sandy Youth Council uses it like once a year at this point for getting students up to the capital for that.

And so I don't necessarily know that this needs to be discussed right now, but while it's relevant in this conversation, you know, and thinking about some of the other funding needs that we may have for some of those programs, making sure that we are adequately you know addressing some of the changes in you know in shifts in budgets to be able to still accommodate our youth council getting up for these events.

And so um I I'm assuming that it's gonna have an effect on us being able to do that, right?

It would be replacing this bus without having it.

Yes, and and they mentioned um that they were going to replace that bus.

When we first funded the youth council, we included funding uh of about a thousand dollars for a bus to take the kids up to the capital, and we just haven't used that fund or or that amount of funds, so that just went back to carry over.

Um, but we've kept it in there, and then uh James mentioned that they were going to probably you know, at some point get rid of the bus and get a smaller bus, so then we would have to rent a bus, and that's about I haven't looked into it, but about a thousand to twelve hundred dollars, and so that would just be an added cost to the youth council to the youth council, but it already funded for that.

We just don't use it.

Okay, okay, thank you.

I just thought it was an appropriate moment to maybe cross-reference some of the um domino effects of of this decision, though I ultimately don't think that it's you know worth one one trip for the youth council to maintain a bus and a CDL.

So thank you.

Go ahead.

Okay.

And then the the last item on administration was just a $500 increase that we're looking at on the line item for equipment.

Um community under the uh planning, there were a couple items there.

We wanted to look at uh increasing training and travel only by $500 each.

That would allow us to, without going over budget, would allow us to send two people rather than one to some of the places because we're always about $250 short, not very much, but that's really staying within what we pretty uh efficient cost, what we're trying to accomplish there.

And then we have a software which is funded currently at about what $15,000.

That has increased, and we're asking for an additional $750 to just uh meet that increase that they have given on us.

Um I think that's it on that one.

And then on building and safety, this is a little bigger ask, and the reason I heard the the police chief um mention this as well.

Um, but we have really been living off of our certifications happening at Sandy City.

We've offered them here, and we've done that for the last few years because we get it free if we have it here, but other cities have now caught on to that and they're wanting now to rotate that and put that in different spots so they have that same opportunity.

So that's really increasing our costs, and so we're looking at bumping our really trying to bump our training by three thousand dollars in each of those categories to further um increase uh give us more money for certification.

Um I can explain really, but I don't think I need to take too much time on why we need our building inspectors fully certified and structural and what they do for their jobs, it's critical.

Um that that I think speaks for itself, but I think that's a pretty modest increase for what they actually do at the city.

Um I think the uh other one that I wanted to mention was um peer review.

That's uh that has always um been in non-departmental, but some of the shifts have taken where they're putting that's that's something that we have solely pretty much just used, our department, and it's been in non-departmental, but they're shifting some of those into finance that we've been they've been asked to do into the departments who are actually over them.

But what that's gonna do is we'll have to watch that closely because that's really based on $20,000.

We use that for structural review for a third party, and um when we have some of the bigger buildings come in, it requires us to use that fund to have a third-party a specialist look at the structural review and engineer, a structural engineer, look at that and make sure that you know what we're looking at, what the developers turning in is exactly right and safe.

So if we get a lot of buildings that come in, that may go over that 20,000, which is now in my budget, which would create an issue if we go far over that.

So we'll just watch that, and if we get a lot in there, we may have to ask for more, but for now it's okay.

But I just want to bring that up that that's something in the future that we're definitely going to be watching and and needing to look at.

We're also online to replace one of our um uh vehicles, and that's the fifty-five thousand dollars that you see in there to replace it's it's up for replacement.

And I just wanted to take a second.

Um the um ALJ process, administrative law process has been working for just over a year now.

We started it a year ago, just last January, so a year and a few months.

And we just wanted to take a minute and thank the city council for funding that working through that because it has been a big success.

We've had some great responses.

I think the last count we had we'd through that process we've been able to move over 44 cars, um, junk vehicles, and we're just really getting it down to where we know it.

The judge knows that we know what to expect and what we can take to him, and we're starting to take harder cases to him as or more cases to him as well to decide.

But I just threw a uh some of the success.

This is one that we've had that you can see, and then this was uh a cleanup after that that was ordered by uh our administrative law judge.

So we thank you for that process and for funding that it has worked well, and um we look for much more success in that and then years to come on that.

Where is that in the budget, James?

The administrative law judge, yeah.

Yeah, it's under a special purpose fund?

Yes.

Yeah.

So it doesn't show up in ours.

Yeah, do you remember what fund it is?

130.

Not what I believe.

So if you go to that special purpose fund section, this is one we actually have broken out to show just the ALJ costs.

And I believe it is page 130, if I'm remembering correctly.

If not, maybe 131.

Administrative calling for some.

Yes, yes, that one's that's it.

Do you ever think and I know it's newish and I'm not expecting it to cover the costs, but do you ever think that it'll cover itself?

I do.

I think with the finance, I mean when we looked at this, we figured the first year or two years it would take to get rolling, and that uh we would start seeing it run cleaner and less time that we would need.

I think eventually, I mean, I can give you I mean so far we recovered just over 14,000 in the in I think we're about even right now in the first year.

A little over a year it took us, though.

So if you get into the next year, we think that'll start bouncing out as we we have um get better at doing that and become more efficient at it.

I think it'll it'll cover its costs.

It's never gonna be a great moneymaker because all we're really looking for is compliance, and we really want to just cover the cost, but get compliance is our goal.

Cool, thank you.

Okay.

Um, yeah, there's the one more that Brian, I forgot this was on there, but just another thank you on um funding and working through our um first of all getting our general plan updated, which made it possible for us to get our working on our um code update.

And that's gonna be a longer process, but already we've started.

I think it's working very positive so far in what we've seen so far, and we're excited for that, and thank the council for funding that as well.

These are two projects obviously that hadn't been done in a long time that were well overdue to be done, and um thank you for helping us uh move that along as well.

Any other questions?

No, thank you guys.

RDA.

Good evening, Madam Chair and Council.

Thank you for the opportunity to present uh the economic development RDA budget tonight.

And I'm gonna go through uh the first couple of slides rather quickly and just get to the meat of the budget.

Um but this first slide I just wanted to touch upon.

This is the four straight year that uh were that I'm looking to cut the RDA budget.

Um as you recall, we talk about this every year, but as our uh project areas uh continue to expire, um that's going to continue to um decrease the revenues that we have to support economic development and our department.

Um again, I'm gonna talk a little bit more about this, but I do want to say with the caveat that that's coming as these project areas expire.

But 2034 is really the the year to keep in mind.

Um Civic Center North, that's the year that that project area expires.

That's that's right down here where City Hall is and just between City Hall and uh the South Town Mall for the most part.

Um but that expires in 2034.

That's really what we call you know, our big bigger revenue producer as far as administration.

So we have some time and uh we are looking ahead and we've been planning for that for some time.

My predecessor, you know, was planning for that when I took over out of uh you know, myself, Rob, we're planning for that as well.

So we do have a plan for that.

I've been working with the finance department.

Um but just another reminder um with those things coming up as project areas expire, that eventually um with the way we budget things that you know uh it could be a little bit longer than 24 or 2034, but that that that's the big date to keep in mind that uh the budget will drastically be cut as far as economic development.

Just a few highlights of of what uh some of the funding has been spent on this year as as far as the RDA budget.

Uh if you recall, the RDA purchased uh three properties.

Um one of them was a property over off of 90 south that we combined with other properties that the city or the RDA owns, and and we'll be bringing that back with planning to discuss that in early June.

The other one is the Arbor building, and then uh lot three that is adjacent to the Waside Shadows property.

Uh we have put that out to market um working with Dan Nelson, our property manager to do that.

Um we're marketing both of those properties as you can see in that picture.

But you know, depending on what offers we get on those properties, obviously the RDA board will make the decision on lot three as RDA funds were purchased with that or used to purchase that lot.

Just a couple other things I wanted to touch upon.

As James said, you know, planning and community development, you know, finalized the general plan.

That was a big feat, and that hadn't been done for years and years.

One thing we've started is the economic development strategic plan.

We put that out for RFP.

We do have a consultant uh selected.

We're working through the contract on that with them, and we're hoping to kick that off uh hopefully within the next couple weeks to month at the latest.

Um that hasn't been done in 20 years, so that's another big uh undertaking for you know you as a city council and for the city administration and and the stakeholders to go through, so we look forward to that.

Um that'll be a big undertaking.

That's a you know, a budget item that we budgeted for partly for this year, and then I budgeted for for FY27.

A couple other things just to give you a heads up on that we're working on that impact the budget are development agreements, participation agreements.

So hopefully within the next month or so, um, maybe two at the most.

Um but we have, and you'll see uh in the budget, we budgeted for fiscal year 27, but participation agreements with the Gardner Group and Wasat or Wasatch group that's behind the Hilton Garden Hotel.

That's called the LARDA development.

We're working we're working with them on our participation agreement with RDA funds and HTRZ funds.

Um similarly with uh Boak's development, that's Red Sky, that's behind Target.

We're working on a participation agreement with them that hoping to bring back uh very soon on that.

As you're aware, and I'll be talking again later tonight about the Radden project and that participation, and then DB Urban, uh they're looking to purchase the property behind the post office.

Um we've we're pretty much there and finalized the development agreement with them.

Um but that'll we're looking to have a participation agreement on HTRZ funds.

So as you'll see, the next um bullet point is the HTRZ.

We got that approved in September of last year, and that's really a significant as far as the budget because that's that's really a tool that's going to allow us to move some of these developments forward, and and as I said, you'll be seeing these.

Hopefully, I'll be bringing these to you in the next couple of months as far as participation and discussing more of the budget impact on that.

And then, of course, uh a lot of the things we do in our department is our small business uh business retention and expansion of our small business programs and outreach and working directly with the chamber on how we can support our small businesses in Sandy.

So I've already kind of touched on most of this, but again, the the ongoing is just the future funding of economic development.

Like I said, Civic Center North, it's the big one that expires in 2034.

We did have Civic Center South, that is the Automall.

That was another one of our big revenue producer as far as tax increment and helping to pay for ongoing administration.

That actually sunset this year.

So this spring was our last payment on that.

Um so we're really down to you know, um Civic Center North as far as the one project area that's creating um tax increment that's helping us pay for economic development administration moving forward.

One thing I've worked with the budget department and um on is Civic Center South expiring.

There's not a whole lot of major needs in that project area.

We've already prepaid all the bonds with the tax increment in that project.

So we've able we've actually forecasted in the next couple of years to use some of that tax increment to continue to help pay for administration and ongoing cost with economic development, and that's how we've kind of stretched that out a little bit longer to alleviate trying to just put the huge burden on Civic Center North quickly.

So with that expiring, we push that out a couple of years, and that'll alleviate putting all the burden on on one of the project areas or at least two of the project areas for uh why it's $35,000 in 2027.

Is that why it's such a low number?

Is that just like left over?

In Ranking said Civic Center South expired in 2026?

Yes, yep.

So the 35,000 is just like left.

Yeah, that's just interest income.

So the 35,000 is just based on the fund balance sitting there.

Okay.

So that's just based on interest that the fund balance is accrued.

But as you'll see in 2027, the haircut, so we've only been getting haircut.

So the the it was a pre-93 project area, so it was a 25 year, and then if you had qualifying projects, you could get seven more years.

And that seven more years was an additional haircut, is what it was called, and we got a hundred percent of that.

Well, that's seven years is what we've been getting, and that actually expired um this year.

So that was the last payment of that haircut this year.

That's why you'll see if in 2027 that's been adjusted to zero.

Yeah.

Um again, I've already touched on the economic development strategic plan, um, the red sky agreement, the gardener agreement.

One other thing that uh Rob and I have been working on, um, working on with administration, but I think that's something extremely important to, you know, as we've done these business visitations and talked.

We work with Dave Edmonds, um, we work with Jim Herren at the SBDC, uh, Beth Calosimo when she was still um at the mill.

But uh we're looking to do a small business loan.

Um there's other cities out there that do it, Midbell and others.

Uh we've spent a lot of time and a lot of effort researching that and coming up with a plan.

So that's something that we're looking to fund this next budget year, but I will need to bring that back to you as an RDA board.

Um, go over that presentation with you and and then you know, and and move forward on that.

But that is we were we'd be looking to fund that out of uh city center project area.

That's a that's a sunset project area with just fund balance.

The reason why we're able to use that is because those funds have already been spent by prepaying bonds, and then we paid ourselves back.

So that's money just kind of sitting there, and that's what we would be looking to use that money for.

Um sorry, that's the city center, the 533,000 or that is the status city center, it's the 700,000 on the grants thing on the grants line item under RDA City Center increment.

But did you that's just another number we've plugged in for right now, but but did you say the city center um sunset?

Yeah, it's sunset back in 2022.

Okay, and then it just had haircut.

So right now it's just has fund balance in there.

And that's another good reminder.

I appreciate the question, Councilmember Christensen.

That's a good reminder that um uh because of new legislation a couple years ago, any project area that had sunset, they basically put a deadline that when you had to use your fund balance.

So they put five years on that.

So you only had five years when it's when a project area is sunset to use that fund balance.

This last year they were looking at making changes to basically say when a project area is sunset or any project area that sunset, you couldn't use you had to basically either you know give the the money back or you have to use it within six months.

We were able to work with legislation on that and keep the five years, but that still means you know, most of these project areas the the start date was five years, so that was two years ago, so they have three years.

So we need to start using some of this money, and that's why City Center, as you'll see, we've programmed in um and and I'll be bringing that back as a discussion with Red Sky's participation agreement to move that project forward and get that um under construction, and then potential small business loan uh program with that.

Um 533,000 estimated that's gonna be left over in that fund at the end of 2027.

We have to spend that somewhere, right?

Uh yeah, well, you have to spend it within three years.

Yes.

So you have three more years to spend it, but we have to use it with either in the project area, a qualifying thing uh project, or you can use it for administration because that's a pre-93, or you can use it for affordable housing.

So can could um the chamber of commerce the qualifying use?

It really just depends.

Yeah, we can talk more about that, but I mean it depends because if it's inside a project area, you can use it.

If it's outside a project area for administrative costs and that, yes, you can.

Well, I think it's inside the project area.

But if it's in city, if it's in a pre-93 with city center, then yes, we can use it for that.

We could use it for chamber of commerce to like offset some costs for the next three years there and possibly potentially and like free up that money for other projects.

Potentially.

Okay.

Yes, potentially.

Yep.

And then the only other thing I have is just uh again the four percent reduction, and that's really coming out of book subs and memberships, uh, marketing and professional services.

But I've just we've been slowly trying to cut every year as these project areas um sunset and our revenues decrease.

So that's all I have.

You have any questions?

Sorry, I got a few.

Okay.

It's because I'm remembering.

Okay.

Uh Civic Center South.

Um the Civic Center North, when does that expire?

That's 2034.

Is the final year on tax increment for Civic Center North.

And then the South Town Ridge.

Southtown Ridge is expired.

That one's expired.

Yes.

So we have to spend our $20,000 in within three years.

So 2029?

Mm-hmm.

Okay.

And then um $9400 South.

I believe that sunsets in 2031.

But that was primarily to pay off the TRT bond and the tax increment bond.

And I believe that the last payment on the TIFP bond or the TR the TIP bond, I think is 2028 or 2029.

I'll have to double check on that.

Okay.

But that money is basically it has to go straight to that.

Either, yeah, something with stadium improvements construction or something.

Or the bonds.

So we will have some money left over for stadium improvements.

Potentially.

The way the the way the agreement is drafted is there's a waterfall effect on that.

Okay.

And basically, if there's money left over, it really has to go to basically three things first.

Um or the stadium or the bonds, and then stadium improvements and costs.

So there's kind of a waterfall effect there.

Okay.

But one thing I know that that uh we've put revenue and and Brian or or Zach probably could explain this a little bit more.

But there are we do we will be short one payment between the TRT and then when the TIFF expires.

So there is some of that money left over that's going to cover that last payment that the TRT won't cover.

Okay.

And then um 114 South.

I cannot remember when that expired.

Rob, do you remember by chance?

It was a 20-year.

So yeah, so yeah, probably 2032, 2033.

It was a 20-year project area.

And I think we did that one in 2012.

Okay.

And then uh the transit-oriented, I believe that's 2037, if I recall.

Okay.

And that is another project area that we do actually get some administration for that actually can go to help pay for administrative costs in our administrative budget.

And another thing with the HTRZ, we get 2% admin for that, but there's no money coming in yet.

But as projects get developed and that comes in, there will be some administrative uh revenue coming in to be used for that as well.

And then union heights.

Union Heights, I believe, expires next.

It's pretty quick, isn't it?

2028.

Remember?

Yeah, it's soon.

Like 2028 or 2027, roughly.

27.

Okay.

Yes, so then not listed on here in all of these is the HTRZ zone.

Yes.

Because we don't have a anything coming in yet, and we haven't set up a fund.

Exactly.

Yep.

And we'll that's one thing that Rob and I will be coming back to you as an RDA board to do.

Um we need to amend Civic Center North, because project area uh cannot overlap with an HTRZ project area.

So we'll have to amend that boundary, take out those properties at a Civic Center North.

They're vacant right now.

And then we will amend that and put that in the HTRZ, and then we'll set up that HTRZ fund just like we do with our project area, our other project area funds.

Okay.

When we're thinking about the um small business support, another option in addition to the South Valley Chamber would be like the small business accelerator, like uh sponsoring it if we have extra money a year there, that would be under the rules.

So just a thought.

Yeah, and we we're we meet, I meet with Jay and uh Corey um quarterly, and we discuss how we can help each other.

And that's one thing.

So when I talk about we sponsored Sandy businesses, because that's what we have to ask be sandy businesses, of course.

That's why we that that line of can we give that just to the chamber?

As long as we can prove it's supporting Sandy specific businesses, that's kind of the what we have to look for.

So yeah.

Okay.

Thank you.

Any more questions?

Council.

Go ahead.

I just as we're talking about this HTRZ, um, really wanted to acknowledge you and Rob during that process.

You guys did an outstanding job working with um one of the stakeholders that was very resistant and very reluctant.

Um and hearing those conversations.

Um, you know, I I just you guys both did really exceptional job there.

So wanted to acknowledge that.

Thank you.

All right.

Thank you.

Thank you.

All right, that wraps up agenda item number one.

Let's go to general citizen comment and then we'll take a quick break, council.

Okay.

I don't have any blue cards, do you, Dustin?

Justin, anything up there?

No, madam chair.

Okay.

Will you invite online participants?

Certainly.

Uh, if you're joining us virtually this evening and you'd like to comment on any city business, now's the time.

Go ahead, click the raise hand button on your screen.

I'll call your name in the order in which you raised your hand, and you'll have three minutes.

I'll close general citizen comment and we'll take a short recess of about five minutes.

Recording stopped.

Madam Chair, we're going to go ahead and restart the recording.

Recording in progress.

Okay.

Ready for agenda item number two.

Ms.

Houseman, this is yours.

Thank you, Madam Chair.

I'm going to reference my computer here just because I have lots of notes and want to make sure I get everything right.

So it is a first reading.

And I just want to preface by saying, I I know I've said this before.

I love that that's a part of our policy.

I think I think it's again, I've said good governance once tonight, I'll say it again.

I think that's appropriate to have a first reading where we're bringing ideas forward, and then together we work to sharpen those ideas, make them better before it comes back for a second reading.

So thank you for that.

Thank you also those of you who responded and provided feedback just based on what was already in the packet, asking good questions, making recommendations, et cetera.

So I appreciate that.

All right.

So before I move into my prepared remarks, I want to briefly acknowledge something.

At 4 30 this afternoon, roughly 45 minutes before this meeting, council members received a legal memo from the city attorney that was commissioned by our chief administrative officer, addressing two specific questions about this ordinance that's before us tonight.

I've reviewed it and I I've seen the questions raised.

They deserve careful analysis.

And I will and I'll address some of that during my remarks because it's stuff I had already prepared for my remarks.

He did not have time, obviously.

It was it came in so late.

So I'm going to re request that he review that and we connect um prior to a second reading of this ordinance, um, this draft ordinance.

So with that, let me go ahead and turn to the ordinance itself.

I get I have some lengthy, I usually try to keep it brief, but I feel like this is pretty important.

So I want to make sure I'm thorough in my introductory remarks.

So this ordinance is about applying a structure we've already applied elsewhere.

Um you're very familiar with this, likely.

We've defined the functions and duties of the human resources division.

We've defined the functions and duties of the city recorder.

Both of those are divisions.

Tonight we're doing the same thing for the division of communications.

Again, this is a first reading, uh, but if this were to pass, um we would have three divisions of city government that will have functions and duties spelled out in our code.

And I think that is a great summary of what's in front of you.

Um to quote just our code.

Title Ten of the Utah Code is very explicit about our role as a city council.

That code empowers the council to create and abolish departments and divisions, and to set the functions and duties of each.

It also requires the council to review municipal administration.

This is not a discretionary authority or power.

It is our statutory duty.

Many of the reporting items in this ordinance, such as the annual strategic plan, the periodic performance reporting, the visibility into how communications resources are allocated across departments, exist because we cannot meaningfully review municipal administration without them.

Back to our statutory duty.

We are not creating new authority tonight.

We are giving ourselves the information we need to discharge an authority we already have.

So we have the authority to do this.

We're just putting in place the process by which we receive the information we need to fulfill this duty.

To quote Section 4-4-2C of our existing city code says, quote, the council retains the sole authority to create, consolidate, or abolish departments and divisions, and to define or alter the functions and duties of each, end quote.

That language is in our code.

We've exercised it continuously throughout our city's history.

So some of the questions, obviously, common questions that came from all of you as I sort of reached out to see if you did.

I want to kind of front load sort of those question that came to the surface as most common from several of you, and that is what problem are you trying to solve, Marcy?

Which is a good question.

It's a question we ask about a lot of things that we bring forward.

So I've identified what I see as three problems that this this ordinance, this draft ordinance proposes to solve.

First, when one division supports work across the entire city, such as human resources, such as communication, such as the recorder's office, across the entire city, the council, which approves the budget that funds that division has no way to see how that support is being allocated.

So it's a visibility problem.

Second, we have no written plan against which to evaluate the division's performance, even though other operational areas produces operational areas produce plans for our review.

So it's it's a it's an accountability piece.

So visibility and accountability piece of a plan for that accountability.

And then third, to ensure our residents hear a unified voice from the city.

I believe we must formalize how the communication team supports both branches.

The team is very talented, clearly doing a phenomenal job, but I think it's important to establish clear expectations with the administration so that we are moving away from heroic efforts and toward a sustainable, codified division of labor that ensures a shared voice, and you've heard me say outcomes a bazillion times, equitable outcomes for the council.

So this is about equal branches of government, shared voice, equal outcomes, not the same outcomes, but equal access to the production of outcomes on behalf of both branches.

So before I describe the provisions and sort of how I have already folded in some of the feedback I've received just since this was published, I do want to say something about our communications team.

Our council, we think very highly of the staff, so I do not want this to be interpreted as anything other than that.

They they the communications team, the division definitely serves our city well.

This ordinance is not a comment on their performance, it is about setting institutional expectations for the division as a whole.

Expectations that should remain stable regardless of who occupies any individual role, including the director, including the mayor, including any of us.

This is this is about stability and consistent expectations.

Public communications are no longer peripheral administrative functions.

We know that.

We've seen that over the years.

It's become more and more important.

They directly affect transparency, public trust, emergency response, civic engagement, and the dissemination of official governmental information.

The director of communications speaks on behalf of the city to our residents, and that is a role with broad reach across the entire community.

So again, because of that broad reach, I think that is why it's critical for the same reason we have advice and consent for the human resources director because of that far, far reaching impact that that role has.

This role, the communications division director, also has a far-reaching impact, very broad, and I think that makes it appropriate to mirror what we've already have in, what we already have in place for the human resources division.

So for that, I the same way that advice and consent applies to HR director.

I think this is this position warrants that as well.

When a single position has institutional impact on every resident and every department, the council needs to be comfortable with the person who will occupy that role.

And advice and consent is how we become a part of the process that become comfortable with the person whose impact will be so far reaching.

And that's consistent with the structure we have, as I've mentioned.

So really the provisions of this ordinance kind of track against those three problems that I've identified.

I think we have an opportunity to solve.

The annual strategic communication plan that addresses the first problem I mentioned, the visibility.

That ensures that when the council needs communication support, the division is able to provide it on the same terms as it offers support to the executive branch.

So I want to be specific about the flexibility, and this is where a lot of your feedback already has come into play.

Because obviously, first draft, and then we and then we re you know, refine and do things.

So I definitely understand a few pieces that I think already need to come back in in a different form.

So the reporting cadence is currently drafted as monthly.

I've I've heard that that might feel a little too laborious, and so I would absolutely be prepared to kind of adjust that language, maybe move to quarterly written summaries, and then of course the full performance picture as part of the annual review.

So I also heard some feedback around the two hour, um, and and again, that was meant more for very last minute like urgent things.

But I understand that that um that may not have been as clear.

I my intent was that that two hour time frame was at like a floor, like kind of a minimum.

But I understand that there's maybe a better approach, and Councilwoman Christensen made a really good recommendation.

Um, and so I've sort of morphed that, and we'll bring this back in the second reading.

But the idea of a kind of the simultaneity principle, wherein when the mayor's office is notified about a planned press release or a media event, the council is notified at the same time.

So just notifications happen at the same time.

So it kind of removes that.

I think what some of you felt was a little like arbitrary perhaps, and and um didn't feel like a good fit.

Sort of removes that artificial timeline, and it's more just about you know, equal notification happens at the same time.

Um so I will I will definitely be bringing that language back changes there.

So just in conclusion, I know this is a lot, but it's a it's it's brought up a lot of feedback, so I wanted to be very thorough.

I want to make sure I am stressing for for everyone watching and for all of us as we deliberate what this ordinance does not do, because I've tried to explain what I'm trying to do, but it's also important to point out what it does not do.

It does not attempt to supervise employees or intrude on day-to-day executive administration.

That's not our role.

It does not direct any executive officer as to how they perform their duties.

Um state law prohibits that, so that's not that's not what I'm trying to do here.

It does not change the director's reporting line.

The director remains accountable to the city administrator who reports to the mayor.

It does not eliminate the need for dedicated council communication staff.

That is a separate discussion.

Um and it deserves you know its own its own council's uh staffing decision.

It does not single out communications for unique treatment, because as I said earlier, this same approach has already been applied to human resources and to the recorder.

The ordinance recognizes a principle, our attorney is articulated clearly.

Both the executive and legislative branches engage in official governmental communications on behalf of the city.

Legislative communications concerning ordinances, public hearings, budgeting matters, and constituent engagement are legitimate governmental functions within a council mayor system.

Um so I want to be in addition to being transparent about some of the feedback I've felt or heard from you as my colleagues, I do want to share that my original version was shared with administration, was shared with city attorney.

Um there was a lot of back and forth to make sure that we we were hearing their concerns.

Um the version before us tonight is quite honestly significantly different from the original version, um taking into account feedback from administration.

So I do want to make sure everyone knows that.

Um and I incorporated that feedback, and I do not believe that there is anything in this current version that in any way in goes against the executive function.

It is entirely within our legislative authority, and I have I have vetted that on numerous occasions, Mr.

Cadell, correct?

Thank you.

Thank you, thank you.

So again, first reading, eager to see what additional ideas you have for refinement.

And want to make sure that as we continue to deliberate, and cool.

Oh, I also want to say Councilwoman Nickel has brought forward some suggestions of additions too.

So revision, recommended revisions have been brought to me.

She's got some things that perhaps layer in.

So we're going to work on that together between now and the second reading.

And so we'll sort of uh together present present that in the second reading.

So thank you again for the feedback, the questions that have occurred so far.

I think it's already made the draft better, even though what's in the packet is obviously still the current.

But you can tell by what I've shared tonight, I hope that I'm already thinking about revisions and what what will happen in the second reading.

So for tonight, um I'm asking for your support.

Obviously, could we can continue to answer questions tonight?

Um, but would love to move this to a second reading and in the in the interim, get our council you know, review and and further refinement.

Huh.

So there you go.

And I will turn it back to you, Donna Chair.

Council members, do we have questions or comments for council member Houseman?

Um I have um with regards to who the state says we have to have advice and consent for, that's the minimum.

We can we have the ability to write our own policy to advise and consent to people on from divisions.

Yes, yes, can I that so that I just wanted to point that out that we just haven't given um because it's not expressly written in our code, but we have the right to do that as well.

So I've got some language, right?

Okay, and and I'm happy to elaborate that on a a little bit here.

I've got um if it would if it would be helpful.

So so based on our legal review, I say our yours who advised me.

Um the answer can we do advice and consent?

The answer is yes.

The strongest evidence is in our own city code, which I think is what you're you're referencing.

It's also in state statute.

So section um four of the Sandy City Code already requires advice and consent for the human resources director.

I've mentioned that um already.

State statute requires advice and consent for the city recorder.

So both are roles with broad reach across our city.

The director of communication speaks on behalf of the city to every resident, supports every department.

That is comparable broad reach.

And I've got more code that I can cite if you're interested, but but yes.

Okay, yeah.

Ms.

Christiansen, go ahead.

I mean, I sent you most of my questions just so sorry, because I lose them all, just so they're like known.

Um I was definitely like a lot of the things you thought were already doing this for in like section 447.

So for HR, but two through seven just haven't been defined yet by the council.

So it is it is definitely something we can do.

Um I did talk to you about um G for a question I had about in section 482.

Does this open the door to allocating um the communications department by percent to each department like we do for administrative services?

It's future question, not good or bad, just a question.

Um then also about the monthly reporting.

Yep, we talked about that and the time frames, and then yeah, the advice and consent, and then um yeah, the adjustments if that would make any on that.

So those were just my basic questions.

I also um talked with Sheen about it last night.

I don't know if you will are open to inviting back some feedback from him.

He had some concerns as well that he wanted to bring up.

They were very similar to mine.

I I think.

I don't know, what do you think?

Well, first I want to I want to like me to answer the question you just asked.

I already said that we've received a memo and I want legal review before I don't think any of them, and maybe I'm wrong, it's up to you, but like advice and consent I would say is like an open question.

Lynn's already weighed in, Tracy's gonna weigh in, so that's not even something.

I think it was more about the timing was the question and the reporting aspect, like how how it affects staff or she's questions.

So well, I don't know.

Can I answer that question?

Okay, all right.

All right, so the question about allocation like admin services, great question, and and I anticipated that and yeah, hopefully I addressed it, but I'll share it with everyone else.

Um I I think what this does is it creates data that helps us know how those resources are allocated, which then if after review of that data and if any type of a pattern emerges that we are like, oh, wait a minute, this this percentage of allocation seems like something we would like to explore further.

So the answer is it could lead to that, but that's not the intent.

The intent is giving us visibility into how things are are allocated, and it gives us data, and data helps us make informed decisions.

And I don't think it's a if it did lead to that, I don't think that's a bad thing either.

I just it's just something that might be a result leader.

Yeah.

Totally.

Ms.

D'Souza.

Well, I was just thinking on the on the question that um council member Christensen raised about the uh proportion being disseminated across divisions that may utilize communications.

Ultimately, those things are reflected in the budget, and the budget is ultimately ours.

And I don't know that right now that it is completely a hundred percent uniform in in that principle being applied consistently across all divisions and all ways that it could be, right?

And so I I think you're you're right to consider it, but I don't know that that even if that is a suggestion made by the budget committee is one that we necessarily have to take up because ultimately the budget is ours and and it's we can decide how we'd like to to show that stuff.

But I think it's an appropriate question to ask absolutely.

Um, even from the this is kind of off topic, but you know, I I've brought up multiple times when we've talked about the uh council chamber remodel that there are other boards like the planning commission that uses this office too, and there's not an allocation to that department.

Sorry, James, you know, for the cost of remodeling the chambers or the technology that the planning department also uses, the planning commission or the board of adjustment when they do.

Um and so anyway, um, but to council member Houseman's proposal, you know, I I read through it and I think that it seemed pretty um to me it seemed pretty self-explanatory, you know.

I also um worked in marketing for eight years when I was at the bank, and it was very common that we had different um reports that needed to be um tailored and put together that measured um whatever the outcome was that we were in again, your word, you know, it's a very appropriate word.

Our word, our um to be able to determine, you know, what kind of a budget that we got and where that money was allocated, you know, and depending on the uh information, the data that we receive from the um campaigns that we did and and how we did it, the different deliverables that we had to um meet.

So I think that it this personally I think that this the city should be doing more of this, you know.

I I just as good practice.

Um I think that it puts us into a better position of making better budgetary decisions overall.

Um I think that you know the one thing that that frustrates me in politics is the politics of it, right?

And so when I think we can eliminate some of those instances and come back to how can we effectively efficiently utilize the tax dollars that you know are becoming more and more precious as resources and the economy, you know, change and wane.

Um, you know, that that we go back to these uh data-driven known approaches, you know, that that work to be able to help us make those decisions and and figure out where the priority in the budget should be.

Um I think that communications is absolutely an important part of you know what we do.

It is it's you know, it is different.

I I had a conversation with another council member about like private and public and you know, the the role in private in a communications marketing department is very different because you're looking for increased sales or you know, new customers and things like that.

And so the the metrics that maybe would be applied to a communications department of a public or excuse me, yeah, a public organization would definitely be different, but still absolutely you know, um achievable, identifiable, and should be uh measured.

You know, it is the council's duty, you know, we have the authority to, but it is our duty to um provide appropriate um legislative oversight of the administrative functions, and I I do think like I said, that that we could be doing more of this.

I do think that there could be more proactivity from the administration standpoint to provide the information that you know comes up time and time again in council meetings as we're deliberating and talking about you know the budget, but um at the same time, you know, the the legisl the legislation and statute and gives us the authority to do that when it's not you know maybe proactively being provided, or we have a different idea of what would be helpful for us.

But at the same time, you know, the the legisl the legislation and statute and gives us the authority to do that when it's not you know maybe proactively being provided or we have a different idea of what would be helpful for us.

And so overall I I support this the recommendation that council member Christensen made about the the timing and how to notice I think sounds totally appropriate.

I do think it was you know try trying to figure out how you how you come to something but that seemed like a really good suggestion.

But overall visual language if you want to hear the language for that specific I don't think it matters I think that that I understand the gist and I you know I think that if if that's the what you're trying to achieve is that like I would agree that that that would be the goal is to just make sure that the council is being notified at the same time the mayor's office is being notified when something is known because you know I I can't really understand why there would be like a difference in notice time frame outside of you know maybe more political reasons and so again I I think that we could do a better job to create more collaboration.

I think sometimes we get we're being stripped down to the letter of the law and you know and that's okay you know like that's it is what it is and and it's we have law for that purpose but I think that that takes away the spirit of collaboration and cooperation that I think that both branches are always talking about and so you know I overall I support this and think that this is good policy.

I I'm very focused on policy and I have a lot of things coming up that are very policy focused so thank you.

Those are my comments thank you.

Mr.

Thank you madam chair um you know a couple questions and you know that I have and then kind of feedback we weren't able to completely connect a little bit of texting back and forth but you know I spoke with a couple other council members and you know it sounds like my ideas kind of filtered through to you you know through them you know I I you know a question I had and then also you know a little bit of a suggestion but I want to start with just saying I think Barb and her team and now Susan and her team are doing an incredible job.

I mean that's I I've always had a great relationship with Susan and appreciate you know when I've had questions that she's been um open and honest and forthright and very available so you know I mean this is I I think you're doing a wonderful job.

And I think that maybe some of with the council you know part of this like the equitable component to it that maybe the council isn't reaching out as often and having comms do stuff for us and maybe that's something that we need to look at you know if we want more of that.

I know that when Parker has come in and done some of the videos or you know they're sharing you know agenda items and things that you know that Ms.

Terriel puts out you know and that's that has happened but maybe that's something that we need to look at to say okay you know what all do we want to make sure you know that that we're including comms kind of and we're not I I mean you know separate but equal but we're also funding the budget and those you know employees up there are receiving money you know that that we have funded you know so if there is something there then we need to also be reaching out and making our wants known as well you know if that hasn't happened in the past but yeah so you know that was a little bit of a question there you know that the press conference release time frame you know it seems like that's kind of been uh adjusted but you know I I probably unpopular opinion to say this but I I think to acknowledge in this is that could be written to to look and go both ways you know that if we were doing something you know so it is more of a two-way street you know of saying hey you know if the council is going to be uh sending out a press release is that we're acknowledging um you know and sending that information on to administration as well you know that way we are on the same page um and then uh you know and then a question about you know kind of the advice and consent you know with that you know it is the division level you know is that something that's that we feel we should have is all division levels or is it just kind of like specific ones that we're hitting at you know we have other divisions you know do we need to do advice and consent at that and that's I you've made a you know a very um strong argument for it um you know I'm you know I I guess I just look at once again going okay is it kind of like an all or nothing thing you know do we feel that we need to have that oversight or do we trust that the person you know being put in the comms you know that's I I think the past couple of people I mean Barb was solid.

I mean, that's you know, I stellar, you know, background, I mean, or history or resume, you know, and that's an and Susan, same thing, you know.

So they they've made some, you know, very excellent choices.

Um, and then you know, I mean Eric even before.

So, you know, it's kind of wondering on that, you know, if we if we need to.

I I it's and and I'm I'm really not like sticking on one or the other, you know, just once again as kind of working well.

You know, I mean, what what all are we looking to accomplish?

Is it you know, broad, you know, kind of these broad strokes, but you know, that would be something different because this is more of kind of comms, but um, but yeah, you know, so that's I I think just kind of the the going both ways with press release and um and then time frame on that, um, and then just wondering if the equitable, you know, that we're kind of working and maybe defining some more as a council of what we would like and then going to them with that ask because that's I mean, once again, I anything that that I've questioned or whatever, I mean Susan's been outstanding with, you know, been able to give me response, um, you know, and you know, I I've had a you know very positive relationship, and I think that that would be you know something that she would be able to let us know.

So but wanted to make sure I I got that out there, but yeah, they're not so ahead.

Um thank you for that.

And you actually reminded me of something I left out um that I didn't mean to leave out in my kind of opening remarks, but um absolutely the idea the idea here is is so back to our communication, like whatever communications role within our city office, the vision is that absolutely this is this is they are working lockstep.

And so I agree, like the whatever notification needs to happen should be simultaneous notification.

But definitely this this this idea of of our communications individual working with communications and and making sure that they are working together on not just not just crafting messaging, but brainstorming together.

Like I I I don't see this as separate, and to your point of maybe maybe we as we think about this position, even though we're so sad losing Liz, um, as we think about that, is there an opportunity to really um be even more proactive about through our through our communications person saying this is what the council needs, we need your help with this instead of that falling just squarely on the shoulders of our our comms person.

So you reminded me that I meant to say that earlier.

Thank you.

I appreciate all the effort you've put into this.

I appreciate the deep dive you've gone into asking for everyone's opinion and weaving it into changes as well.

Um I think that I see this as another step toward breaking down the silos.

Um we've had some budget presentations that have talked about how we've done that sharing, cost sharing, it leads to better outcomes.

Um this should be another thing that leads to better outcomes.

If communications doesn't include the city council perspective, is it fully informing the public?

If our goal in communications is fully informing the public, then this should be included.

Um and there's many, many things that are wrote.

I mean, we see announcements all the time about events and gathering and all that kind of stuff, and obviously we do have people that are very, very good at at pumping out information through the established channels that are growing all the time, and that's part of the effort, right?

Um I don't know if Mr.

Susan noticed, but a couple of times she used the word marketing.

And I would I wish I could think of the communications that we do as being informational.

Um our role is to get out information and seek information from the public as well.

Two-way communication that is very honest, that is very open, um, that is fully expressed, so the public can know what we're thinking and give us feedback that's material and actionable, and vice versa.

Um in terms of advice and consent, um unless one is thinking that this position is lesser than others, um, why would we not?

Unless one is thinking that this position is lesser than others.

Why would we not?

I rank it as being very important.

Communication with the public is very, very, very important.

I don't think of it as being less so than some of the other positions that we already provide advice and consent on.

I don't think of it as being threatening for department head positions.

I don't recall ever turning down, you know, ever saying no to advice and consent on department head level positions.

So I think it gives us the opportunity to get to know people.

Um I'm sure you guys have always found it very valuable, as do I, because we get the opportunity to interview these people that will coming in and serving our constituents and very robust opportunities to exchange ideas and ask questions.

What kind of person are how you think?

What caliber of person are you?

And my bottom line, are you good enough for Sandy?

So I like what you've done.

I support what you've done.

I do see it in the way you've described it as a productive collaboration toward a common goal.

Why are we operating separately?

We should be operating together.

We we all serve with the same dedication to the same constituents.

Let's let's share a voice, let's share resources, we've got expertise.

Um I see it as being beneficial all the way around in every aspect.

So I support the good work that you've done and I support your proposal.

Thank you.

So I loved Alison's comments about uh reciprocal kindness.

That that's a must, and I think that that shared information is we'll build trust between our um branches of government.

And I want to I wanted to include some of uh this uh policy, this policy make sure it adheres to other policies in our book, and we kind of talked about it.

We both agree we we could possibly intertwine um policy of the existing policy with this policy to to enforce that um importance of it.

So I support it.

Thank you.

Ms.

D'Souza.

Thank you.

I just I I wanted to say one more thing.

I feel like this is more of a disclaimer because um I want to make sure that you know my my inclusion or exclusion of certain comments weren't taken, you know, out of context, maybe, but I've intentionally kept from calling out certain individuals, right?

Because I'm I I do get concerned, it makes me a little uncomfortable when we talk about, you know, you know, we trust this person, and this person's doing a good job.

Yes, I think I want to acknowledge that I do think that um our current and previous communications staff have done a really good job.

But I've intentionally um chosen to keep um the the person out of it because I I feel concerned that the conversation and the decision may then you know be perceived as personal, and for me that is not at all where this comes from.

I really am looking at this from a governance standpoint, from a you know, good policy standpoint, and so um again, just my my choice and and keeping that out was intentional, but that wasn't to diminish the good work that our employees have done.

So thank you.

Do you feel you have which one?

Do you have more questions or more comments?

No, I was just gonna say I feel like I have good direction, and you sound like there's support for bringing it back up for a second reading.

Obviously, in the interim, um, we'll we'll do some additional legal review and some additional collaboration on your ideas and so are you open to feedback from the administration?

Is it different than what was put in the memo that came at 4 30 p.m.?

I don't know.

Yes.

Okay.

So first, um not aware of any preview from the council member um to discuss this or um workshop this issue before it was included in the packet.

Maybe I invite you, Councilmember Chair, if I would have that opportunity, I would love to sit down and talk with you about this, because I think there's some practical considerations that we could resolve through conversation and collaboration, and that's my hope and goal to uh achieve that.

Um I do appreciate Councilmember Housman the intent behind your proposal.

I share the goal of transparency.

I share the goal of coordinated communicating a coordinated message with our residents.

I believe we want our residents informed and up to date with clear, professional, responsive, measurable communication.

That's essential to public service and accountability.

At the same time, I do have concerns about again this week, separation of powers.

And it votes our focus and discussion and efforts to resolve this.

So do I.

Yes.

I was acknowledging Councilman Christmas and asked.

Shane has some things to share.

Madam Chair, Councilmember Houseman.

I'm the chief executive of the city.

You need to first be recognized.

You must be recognized by the chair in order to please recognize me, Madam Chair.

The request first was for Mr.

Pace's and remarks.

I'm I'm directing Mr.

Pace to reserve his remarks after my comment.

Mr.

Pace, I'd like to call on you to give your comments, please.

Madam Chair, that's not going to proceed.

I have a shortcut.

Then I withdraw my I withdraw my I have what I need for my council colleagues.

Okay.

So you don't want to hear from the staff that you're you're going to do.

I have run the question.

I share this with Lynn Pace weeks ago.

Lynn Pace is working for the council independently is not representing the administration's point of view.

Oh, I disagree.

Well, it wasn't pro reviewed by me or approved by me as response.

Then you can council member.

I did I did my duty.

I shared it with Lynn Page.

So no.

That's not fair.

I'm not.

That's not fair.

It's not transparent.

It's not a holistic conversation.

Lynn, Mr.

Pace.

Can I ask you a question?

Do when we seek your opinion, does it have to be approved by the mayor before you can give your opinion to us?

No, I'm not going to do that.

I think that's what you just said.

That his his opinion given wasn't reviewed by you.

So I think that's what you just said.

I I wanted to get that established.

Madam Chair, if I can if I can respond more fully.

I regard those inquiries with confidentiality unless I'm asked to share them more broadly.

So for instance, the the email that you received this afternoon was in response to an email uh uh legal inquiry I received from Shane.

I did not share that with everyone until he asked me to do so.

I received an inquiry from Dustin and from Marcy a couple of weeks ago, a month ago, whenever it was, but I was not asked to share that with the administration, so I did not.

Um so anyway, so I treat all of those uh appropriately unless I'm asked to share it more broadly.

So the mere fact that you send it to me doesn't mean that the mayor Shane ever saw what you sent me because I don't share your information unless you asked me to I have what I need.

I I am to be very, very honest, Madam Mayor.

Every item that seems to have been brought forward by a council member you claim we are trying to usurp your authority.

It's an exhaustive argument.

I disagree.

I have received legal review.

Our legality is a very important thing.

Is this an exchange or are you going to lecture me?

Because if this is an exchange, I'd like to offer feedback so we could have a productive discussion.

I'm done.

Thank you, Madam Chair.

We'll move on.

Okay.

Next item on the agenda is the public hearings for the Lakai 2 annexation.

Is that Brian McCustin presenting?

Yes, thank you.

Um this is the public hearing for the LaCay annexation.

And as you can see on the map, this is uh a property that we've already considered uh a portion of.

You can see there's two different colors on this map.

The area under the yellow highlight is an area that we've already talked about.

We've already had the public hearing.

We're working on that part of Lakai's property.

The rest of the properties in the red shaded area are the properties still owned by the property owner, Kevin Gates.

Uh there's a couple other entities that are uh shown by the ownership, but in total, there's eight different parcels that are included in this area.

So we've had the property owner sign a consent to annex the remainder of his properties.

Those are addressed at 9561, 9563, and the remainder of 9565 South Wasatch Boulevard.

Um these properties currently have a couple different zones in the county, R143, C2, and a C2 slash Z C, which is a zoning condition, which is related to their alcohol sales.

Uh in Sandy, we would propose them to be zoned R140 and community commercial or CC.

The planning commission did review this and they're affording a positive recommendation on the Lakai 2 annexation.

Happy to answer any other questions.

I I don't know.

I I have a question, but I maybe it's a silly one, but I'm just trying to think about the zoning.

So this is let's see.

Never mind.

I've resolved it in my head, so I don't have to sound silly.

Thank you.

Well, let me ask about the zoning then.

Does this CC zone wrap in as a permitted use or a conditional use?

All the businesses that are operated, or does this only include the residential parcels and not the commercial parcel?

Can you can you address that?

Yeah, by the time we're done with both, we'll cover all of the properties and all of the uses that are on the property.

Okay.

And so whether it's permitted or conditional in current in Sanity zoning, it's he's gonna be legal non-conforming no matter what, so he can continue to operate as he is.

Uh there will be no issues with the different uses that he has currently on the property.

And then you know there has been discussion that we could look at a possible SD zone that we would include all that he wants to do now and in the future.

So if they felt that they want it reconciled, correct.

Yeah.

Okay.

And re take it from a legal non-conforming to a permitted use.

Yeah.

Ms.

DeSouza.

Thank you.

I I was trying to figure out if this was just like the residential, the commercial, and I got a little anyway, in my head.

Um but you'd ask my question, you got at the heart of it.

And my thought was legal non-conforming works for now, but should there be any future um you know changes or improvement to the business model or whatnot, then if it's not allowed, then you have to stick with what you have, otherwise you're non-conforming, right?

So any changes would require us to consider maybe an SD zone.

And so does it make sense to consider that initially, or how would that process best play out?

I think it's best just to take in what we have or what we're proposing and then have a discussion with the property owner and and his attorney and kind of figure out what they you know what their future plans are for the area if they want to change it, and then we can wrap that all into an SD zone and cover that all at once.

Okay, because I I also think about you know the context of like historical, the historical context of the time is right now, we're all very familiar with the business and with you know the uses, and so if if it comes in at this community commercial and at some point, you know, the business changes and they're you know not able to perform something that they you know any that that may be beneficial to our city, right?

Then uh having a council that's really familiar also with the whole thing may make sense, but maybe maybe not.

Can I speak?

Okay.

So we've had several meetings with uh Kevin Gates and with attorney that's here tonight and talking through this and the process that they're gonna follow and want to follow.

We need to get the annexation done so we can actually work on the other zone.

So he's in the city, because he we can't really do that type of work until they're actually functioning in our city.

Once they're in our city, we can do that.

We totally have uh agree with them that we will sit down, and I I suppose that they're gonna want to do that sooner than later, once they're annexed in, and we sit down and create an SD zone with them, something that works for them that we bring to you to approve.

Okay, so making sure that you're okay with that as well.

Okay, so so the recommendation is more of a first step to get in that allows for the conversation to exist on that.

Okay, that makes sense, thank you.

Exactly.

Yeah, I think the root of the questions are we just want to make sure that Lakai is okay, right?

That we we love their business too, and we want to make sure they're allowed to conduct it in the way they're conducting it.

So but it does make sense to to get the annexation done and then make the any changes that might be necessary.

So any more questions, counsel?

All right, this is a public hearing, so I'll open the public hearing.

I have no blue cards, but if anyone here in the room would like to speak to this issue, please step up to the podium.

We'll get your contact information.

And since I'm not seeing that happening, Dustin, go ahead and invite the online audience.

Thank you, Madam Chair.

Uh, if you're joining us virtually this evening and you'd like to comment on tonight's uh public hearing item number three, go ahead and click the raise hand button on your screen now.

Not seeing any hands raised, madam chair.

All right, I'll close the public hearing and we'll bring it back to the council for action.

Madam Chair, I'm ready with a motion.

Please go.

Motion to approve the Lakai 2 annexation and it be zoned R140 and C C community commercial.

I will second.

Do you want the ordinance number cited, Dustin?

I don't know that we have it on it.

I think it's 26-46.

Is that it?

I wasn't sure if it was the final one or not.

Yeah, it's 26-46 is the ordinance.

So we've got a motion and a second.

Okay.

All right.

Ms.

Edwards.

Madam Chair, was Ms.

Houseman the second?

Yes.

Thank you.

Miss Nickel.

Yes.

Ms.

Houseman.

Yes.

Ms.

Sharkey.

Yes.

Ms.

Christianson.

Yes.

Ms.

DeSusa.

Yes.

Ms.

Straub.

Yes.

Madam Chair.

That motion carried six to zero.

All right.

Thank you.

Moving on to agenda item number four.

That's community development.

Oh, I'm sorry, that's our consent item.

Motion to approve consent calendar.

I need a second.

Second.

All in favor.

Aye.

Any opposed.

All right.

Moving on to number five.

Okay.

This is CDBG.

Jake.

Thank you, Council.

Madam Chair.

This item was presented to the council two weeks ago, the draft annual action plan, including the fiscal or fiscal year 2027 program year 2026 annual action plan, including the funding allocation for the use of CDBG funds.

Since that time, you know the the budget process, the city's budget process continues to move forward.

We had a 21 dollar tweak.

So we've adjusted $21 in, I believe it was risk management or IT funds.

And the habitat for humanity line item is the balancing line item for some of those tweaks.

Staff is presenting to you resolution 26-56C to approve the 2026 annual action plan.

There is a condition in there that would allow me as the C D BG administrator to continue to make those changes as necessary to reconcile the CDBG budget with the city budget, depending on what is approved by you as the City Council.

So with that, uh staff is recommending approval of resolution resolution 26-56C.

Council, any questions for Jake.

Got nothing.

I just have all of the projects that were in the entities we're giving money to are going to use it in Sandy.

Those projects are going to stay in Sandy, right?

So we do some monitoring.

We do audits of these organizations.

They have to uh they have to have intake forms.

They have to demonstrate that they are benefiting Sandy residents.

And these funds are reimbursement funds.

They're not a grant that is given up front.

And so we require quarterly reports.

As I mentioned, we do monitoring, and uh we do ensure that we have a beneficiary, uh a Sandy resident that's a beneficiary before any funds go out to these organizations.

Um all but one of our public service agencies are not located in Sandy, but they have facilities that serve the region, and uh and they do have the document that Sandy residents are being benefited by the funds being given to them.

I was just concerned about the habitat for humanity contribution.

I mean, they do amazing things, but I just working within a budget in Sandy with that, it's gonna be tough, but I I wish them the best of luck.

So they have multiple programs.

This particular program would be uh more for housing rehab.

Okay.

Uh they would go in and do an assessment of the home led um radon, different assessments, and then they would work with the homeowner and come up with a budget to do remediation of that.

Uh-huh.

Exactly.

Yep.

But so uh for the housing activities, those would be uh specifically directed towards uh housing in Sandy City.

The public service uh agencies are a little different because their facilities for the most part are not located in Sandy, so they have to demonstrate the Sandy residents are being benefited, but all of the housing activities that are being funded uh would be specific to serving in Sandy Sandy City.

Perfect, thank you.

All right, this is a council voting item.

Um I'll seek public comment on this.

If there's anyone here who'd like to speak to this item, I have no blue cards, but you're welcome to step up to this podium and speak.

We'll get your contact information.

And Dustin, if you'll go ahead and make the same invitation to our online audience to speak.

Thank you, madam chair.

Uh, if you're joining us virtually and you'd like to comment on item number five on this evening's agenda, which is the uh CDBG annual action plan.

Uh go ahead and click your raise hand button now.

I don't see any hands raised, madam chair.

All right, I'll close public comment on this item and bring it down back to the council for action.

Someone like to make a motion on resolution 26-58C.

I can is it 58 or 56?

I have 2656.

Maybe I wrote it down wrong.

Is it 58?

58?

Okay.

I'd like to make a motion.

Motion to approve uh 26-58 C Madam Chair, I think it's 56 C.

Okay.

I had 56.

I'd like to make a motion to approve 26-56C.

Second.

Oh cool.

No, it's okay.

Sorry.

Okay, I was on the wrong item.

Sorry.

Do we say everything?

Sorry.

All right.

A motion and a second.

We're ready for a roll call vote.

Ms.

Stroud?

Yes.

Ms.

Christensen?

Yes.

Sorry.

Miss DeSouza.

Yes.

Ms.

Nickel?

Yes.

Ms.

Houseman?

Yes.

Ms.

Sharkey.

Yes.

Madam Chair.

That motion carried six to zero.

All right.

All right.

Um item number six.

We need to convene a meeting of the RDA.

So I'll go ahead and make that motion to recess the city council meeting and convene a meeting of the Sandy City RDA.

Second.

All in favor?

Aye.

Any opposed.

All right.

I'm back.

Thank you, Madam Chair.

A couple items on the RDA agenda tonight.

The first one is uh consideration of resolution RD 26-05.

This is uh having to do with the omnibus agreement that uh was discussed last week.

Um as you found in your packet, I included uh two options of the agreement as we just also discussed and was requested by board member D'Souza last week.

One includes um exhibit B that has a writer first refusal option in it.

That is the option B, and then there's a first uh option A that does not have the right of first refusal.

Um other than that, there was no other changes from what was included in the packet last week.

So I'm here if there's any other discussion or or if you have any questions.

Any questions first for Casey?

Um all right.

Oh, you're gonna motion?

Yeah.

Okay.

B option, I think.

I move that we approve resolution number RD 26-05 with agreement B, which includes the right of first revisal.

And that it gives specifics on costs as well, so all of those things through that motion.