►
From YouTube: Salt Lake City Council Work Session - 12/10/2019
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
B
Quick
introductions
for
our
team,
I'm
Carl
Maupin
I'm,
the
assistant
director
for
the
member
engagement
leadership
services
team
at
the
International
Association
of
Chiefs
of
Police
I,
have
here
with
me:
Joe
price,
who's,
retired,
chief
of
police
and
subject
matter
expert
in
the
team
lead
for
this
project
and
then
Donna
Rivera
who's.
A
project
coordinator
with
our
team
as
well.
B
Thank
you
so
just
a
quick
overview
for
the
International
Association
of
Chiefs
of
Police
or
IACP.
If
you're
not
familiar,
we
are
a
member
based
not-for-profit
organization.
We
have
over
30,000
members
worldwide
representing
over
152
countries.
Our
commitment
is
on
shaping
the
future
of
the
police
profession,
specifically
with
services
that
we
provide
with
in-memory
engagement
and
leadership
services.
A
C
Seeing
as
a
Salt,
Lake,
City
Chief
of
Police
is
a
member
of
your
organization
and
you're
contracted
to
do
an
analysis
of
the
operations
and
management.
The
organization
and
you've
mentioned
part
of
your
role
is
in
membership
retention,
and
probably
procurement
as
well
is.
Does
this?
Will
you
address
whether
or
not
you
feel
that
this,
which
I
assume
you
don't
feel
like?
C
It
puts
you
in
any
sort
of
conflict
of
interest
that
you
obviously
want
to
maintain
a
relationship
with
Salt,
Lake
City
and
our
chief
of
police,
and
yet
we've
hired
you
to
give
a
critical
analysis
of
the
process
and
operations.
So
why
your
organization-
and
is
it
something
that
you
do
uniquely
and
how
does
it
not
present
a
conflict
for
us
well.
B
From
from
our
perspective,
it
is
not
a
conflict,
we're
committed
more
to
the
profession
than
to
any
one
individual
or
specific
agency.
So
our
loyalty
is
to
the
profession
the
findings
and
recommendations
that
we
have
for
our
reports.
We
draw
in
experts
from
across
the
the
profession,
as
well
as
academia,
to
come
in
and
do
an
objective
analysis.
The
analysis
is
designed
to
come
up
with
recommendations
as
well
as
findings,
verification
of
effective
practices
that
are
already
in
place
with
the
intent
on
an
improvement
of
Police
Department.
B
C
B
B
There's
there's
a
general
mix,
but
that's
the
usually
the
similar
findings
with
most
agencies
and
we
what
we
do
have
some
that
have
been
very
critical
in
significant
changes
that
were
brought
about
with
agencies,
while
we're
actually
doing
studies
not
even
waiting
for
the
final
report.
So
there
is
no
conflict
from
our
perspective
if
it's
something
regarding
the
profession,
we're
loyal
to
the
profession
first,
if
I
can.
D
But
those
recommendations
aren't
formalized
until
we
literally
tear
apart
the
agency's
data
to
make
sure
that
the
recommendations
are
supported
by
the
data
that
we
find
and
if
they're
not
it's,
not
a
recommendation.
We
don't
make
that
so.
For
example,
if
the
agency
says
we
need
more
cops,
every
agency
in
the
country
probably
says
that,
but
if
they
say
we
need
more
cops,
but
your
data
doesn't
support
that.
We
will
not
make
that
as
a
recommendation.
D
C
You
I
appreciate
you
letting
me
put
you
on
the
spot
right
at
the
beginning
and
I
was
an
auditor
for
a
time
in
my
past
and
worked
mostly
with
internal
audits
for
a
worldwide
company
and
so
I
I.
Wonder
if
we're
if
we
should
be
thinking
of
this
in
some
way
as
an
internal
audit.
But
it
sounds
like
the
people
that
you
bring
in
to
do.
The
evaluation,
maybe
are,
are
somehow
more
distantly
connected
to
this
relationship
that
you
have
as
leadership
of
the
organization
leadership
of
our
Police,
Department
and
I.
D
Guess
if
I
could
summarize,
in
essence,
the
purpose
of
our
operational
studies
are
to
take
a
snapshot
of
where
the
department
is
today
or
at
the
time.
The
study
began
here
from
the
department
and
the
community
where
they
want
it
to
go
and
help
build
a
roadmap
to
get
from
where
they
are
to
where
they
want
to
be.
Thank.
A
E
So
it's
I
think
you
have
the
same
level
of
results,
the
same
professional
level
of
analysis
and
the
same
objectivity
that
that
we
would
have
no
matter
whether
the
client
was
the
city
council
or
the
client
was
the
administration
in
this
case.
That's
our
observation.
I
also
asked
whether,
if
there
are
things
that
the
City
Council
wanted
to
follow
up
on-
and
the
council
wanted
to,
you
know
have
a
client
relationship
with
them.
Is
that
possible
and
the
answer?
Is
it
just
like
any
other
audit
firm?
Yes,.
B
So
the
the
report
itself
is
both
balanced
with
our
findings
and
recommendations
and
they're
presented
in
a
manner
to
inform
decisions
for
local
leadership.
So
the
format
of
our
report
is
never
one
of
a
department
shall
do
this,
or
it
must
do
something.
It's
designed
to
make
recommendations
to
help
support
those
local
decisions,
as
well
as
respect
for
the
fact
that,
as
joe
said,
we
have
that
moment
in
time
perspective
when
we
looked
at
the
department,
we
understand
that
things
have
changed.
B
B
D
I'm
not
going
to
read
this
live
to
you,
because
I
haven't
been
in
your
all's
positions.
I
know
it
there's
nothing
but
waste
your
time,
but
the
report
looked
at
the
agency
and
we
use
this
as
somewhat
of
a
model
for
all
the
agencies
that
we
do
regardless
of
size.
We
first
established
what
the
police
environment
is
like.
What
are
the
calls
were
service?
What
are
the
crime
issues?
D
What
are
the
community
issues
and
when
looking
at
that,
we
made
two
recommendations
that
the
department
should
consider
adjusting
some
of
their
boundaries
for
beats
and
districts
to
more
aligned
themselves
with
your
council
district.
Some
of
the
districts
are
split
between
two
patrol
districts
and
some
of
the
department
staff,
for
example,
the
community
investigation
unit,
the
Traffic
Unit,
are
often
deployed
along
the
council
districts.
So
to
some
level
it
made
more
sense
from
a
unity
of
service
delivery
to
the
citizens
that
that
should
be
considered.
The
second
part
was
in
today's
world.
D
D
D
Intelligence-Led
policing
says
we
need
to
take
that
data,
collect
that
data
analyze,
that
data
and
use
that
to
develop
actionable
strategies
from
the
Chiefs
level,
all
the
way
down
to
that
Patrol
officer.
So
what
it
means
is
in
the
future,
when
that
officer
has
proactive
time,
they
will
have
data
readily
available
to
them
to
tell
them
what
type
of
activities
is
occurring
in
their
area
and
through
their
supervisors.
B
D
We
sent
out
to
them,
which
is
extraordinary
for
for
that
type
of
participation,
but
there
were
changes
in
the
retirement
system
is
a
major
concern
to
the
members
of
your
agency.
We
know
the
background
on
it
etc,
and
our
recommendation
is
for
the
department
to
work
with
you
all
not
to
just
know
any
stress
the
importance
to
state
levels,
but
look:
are
there
alternatives,
supplemental
programs
that
could
be
put
in
place?
Other
aspects
of
that,
and
some
of
these
are
certainly
not
unique
to
Salt
Lake.
D
These
are
across
the
board
in
our
profession,
is
to
develop
performance
tools,
performance
evaluation
tools
that
are
unique
to
the
job
functions
within
the
PD.
A
standard,
HR
type
performance
evaluation
may
not
accurately
reflect
the
duties
and
responsibilities
of
a
police
officer.
We
also
found
that
with
many
of
the
non
sworn
staff
within
the
department
that,
because
of
the
need
to
fill
them,
fill
their
positions
within
a
generic
HR
descriptor,
it
does
not
provide
the
department,
the
flexibility
to
not
only
evaluate
them
properly,
but
to
provide
a
career
track
or
movement
track
for
them.
D
D
D
We
also
talked
to
getting
into
some
more
specifics
about
some
additional
positions
that
may
be
needed,
and
some
of
the
specialized
units
and
dealing
with
some
of
the
other
programs
within
the
agency.
I
will
tell
you
that
when
we
looked
at
your
use
of
the
mental
health
professionals,
when
your
core
program,
the
the
social
workers,
we
recognize
that
and
identified
that
within
the
IACP
circles
as
the
best
practice,
the
ability
to
deploy
that
level
of
sophisticated
trained
individuals
with
those
intervention
skills
is
really
a
best
practice
in
in
the
profession.
D
Now,
your
challenge
is
that
their
workload,
far
their
workload,
far
exceeds
their
available
time,
and
so
some
level
of
triage
needs
to
occur
as
to
what
is
the
most
important,
whether
it
be
direct
support
to
patrol
officers
as
they
come
in
contact
with
people
in
mental
crisis
or
dealing
specifically
with
people
in
homeless,
encampments,
etc.
That
may
be
in
mental
crisis,
we're
doing
with
other
programs
that
are
in
place.
Probably
the
lion's
share
of
the
report
deals
with
patrol
operations
and
staffing
and
when
the
ICP
looks
at
determining
or
recommending
workload
we
look
at.
D
What
is
the
level
of
work
that
is
generated
by
citizen
citizen
generated
calls.
Those
calls
that
an
officer
comes
upon
or
traffic
stops.
Those
are
discretionary.
Those
fall
in
the
proactive
time,
but
the
citizen
generated
911
calls
is
essentially
the
core
of
our
work
environment.
So
we
did
in-depth
analysis
as
to
not
only
how
many
calls
you
had,
but
how
long
each
call
took-
and
that
was
important
because,
depending
upon
the
serious
nature
of
the
call,
it
may
be
one
officer,
it
may
be
two
officers.
D
In
some
cases
there
were
multiple
officers
1012
officers
because
of
the
serious
nature
of
that
call.
So
the
analysis
broke
down,
not
just
the
amount
of
time
the
primary
officer
spent
on
the
call,
but
how
much
time
backup
officers
were
spent
on
the
time
from
that
we
determined,
then
how
much
time
your
officers
are
actually
available,
while
officers
are
budgeted
for
2080
hours
work
year.
D
Very
few
people
actually
worked
at
because
of
leave
because
of
sick
leave
a
number
of
different
categories,
and
if
memory
serves
me,
your
patrol
officer
was
just
about
1,600
I
think
was
$15.99
was
the
average
workload
and
to
get
that
that
the
department
provided
us
a
very
detailed
analysis
of
leave
usage,
etc.
So
when
we
looked
at
doubt
that
then
gave
us
the
basis
for
determining
how
much
of
your
departments,
your
patrol
officers
time,
is
spent
handling.
Those
obligated
calls
for
service
and,
as
I
said
at
that
snapshot,
point
60%
of
your
officers.
D
Then
we
looked
at
how
much
time
of
an
officer's
day
has
to
be
spent
on
dealing
with
the
various
administrative
tasks,
everything
from
evidence,
processing
to
paperwork,
to
supervisory
meetings,
to
shift
based
training
to
maintenance
on
vehicles,
equipment
and
your
department
falls
right
in
the
model
or
right
in
the
middle,
with
what
we've
seen
industry-wide
and
that's
about
30%
of
the
time.
Well,
that
leaves
you
all
roughly
less
than
10%
of
an
officer's
time
for
that
proactive
community
engagement.
D
So
you
will
see
in
the
report
a
series
of
models
that
we've
laid
out
looking
at
what
percentage
the
department
wants
to
reach
for
that
obligated
time,
ranging
from
a
thirty
to
a
forty
five
percent
and
what
that
meant
and
in
discussion
with
chief
brown
and
his
staff,
they
determined
that
45
percent
was
the
goal
for
the
agency.
So
what
that
means
then
is
45
percent
of
an
officer's
time
would
be
achieved
or
would
be
used.
D
One
can
be
add
additional
resources
to
their
Police
Department,
which
is
obviously
a
very
costly
option
for
you
all
to
follow,
and
it
is
also
a
very
long-term
option
for
you
to
fall.
The
second
can
be
do
reorganization
within
the
agency
and
allocate
more
personnel
to
patrol
that
may
require
reducing
some
of
your
special
activity
capability,
but
it
will
add
more
officers
to
bring
you
to
that
45%.
D
The
third
area
can
be
reducing
that
workload,
reducing
the
number
of
hours
that
an
officer
handles
now
I
just
saw
your
heads
pop
up
like
how
do
we
do
that?
It
doesn't
mean
those
calls
for
service
go
away,
but
there
are
some
calls
that
can
be
just
as
effectively
handled
by
alternate
means.
Instead
of
deploying
a
police
officer
to
a
scene,
you
have
an
online
reporting
system.
D
We
recommend
that
that
be
enhanced
and
there
be
a
a
very
robust
campaign
from
actually
from
the
council
on
down
to
encourage
the
citizens
about
how
important
it
is
to
utilize
this
to
free
up
patrol
officers
for
the
more
serious
calls
additional
types
of
systems
can
be
telephone
reporting
and
even
using
non-sworn
assets
to
take
certain
types
of
reports.
So
when
you
see
the
numbers
I
don't
want
you
to
walk
away
with
the
idea
that
you're
locked
into
hiring
a
tremendous
amount
of
resources.
D
There
are
options
and
any
number
of
other
strategies
that
can
be
implemented
at.
We
then
looked
in
another
chapter.
Looking
at
your
specific
investigators,
that's
a
little
bit
less
clear-cut
than
the
patrol
function,
because
no
two
crimes
are
the
same.
No
two
types
of
crimes
are
the
same.
So
what
we
did
was
an
evaluation
of
the
case.
Assignments
per
your
investigator
once
again
looked
at
their
workload,
how
much
time
they
actually
worked.
D
They
were
a
little
bit
higher
than
the
patrol
I
think
there
were
about
1650
hours
and
then
how
much
actually
analyzing
down
to
how
much
time
they
can
do
to
each
case
they
have
assigned,
and
so
the
recommendations
were
based
on
giving
additional
resources
to
provide
more
investigative
time
to
carry
out
those
investigations.
Now,
other
suggestions
in
that
area
deal
with
other
strategies
such
as
instituting
a
solve
ability
factor
system,
in
other
words
here,
are
certain
criteria
that
are
met.
D
D
We
then
looked
at
your
recruitment
selection
and
retention,
and
training
and
I
will
tell
you
if
there's
probably
one
problem
that
comes
out
across
every
agency
that
we've
looked
at.
It
is
hiring
the
best
quality
people
for
your
agency
and,
when
you
add
on
to
it,
trying
to
achieve
a
population
of
hire,
ease
that
are
reflective
of
your
community
becomes
even
more
challenging.
Your
department
does
a
very
good
job
on
it.
There
are
some.
D
Actually,
your
agency
has
a
very
low
attrition
rate,
which
is
extremely
positive
and
speaks
volumes,
I
think
for
the
quality
of
your
agency
and
its
leadership,
but
by
knowing
why
people
are
leaving
that
allows
us
to
put
in
play
or
put
in
place
various
plans
and
strategies
to
eliminate
that,
because
when
you
look
at
the
cost
and
the
time
it
takes
you
to
recruit
an
officer
that
retention
program
becomes
extremely
important,
we
looked.
We
did
a
a
cursory
review
of
your
policies,
they
are
in
accordance
with
best
practices
within
the
industry.
D
D
You
have
a
very
technologically
advanced
Police
Department.
Our
specific
recommendation
in
that
arena
was
more
a
long
term
that,
as
the
agency
develops
more
technology
as
the
community
changes
as
technology
changes,
there
probably
will
be
the
need
to
have
more
of
a
centralized
technology
management
system,
technology
management
unit
and
a
technology
strategic
plan
within
the
agency.
So
that
is
a
very,
very
quick
and
I
apologize.
If
I
went
to
quickly
review
of
our
recommendations,
there
were
a
total
of
61.
D
A
C
My
questions
mostly
are
for
you,
chief
Brown
I,
wonder
what
next
steps
are
for
you
and
your
team
in
evaluating
the
recommendations
deciding
which
to
go
ahead
with
and
how
to
prioritize
those
and
then
what
the
processes
are
coming
back
to
the
council
about
the
resource
allocations
that
you
may
need,
or
the
cost
savings
potentially
with
some
things.
I,
don't
know
sure.
F
F
I
commend
chief
price
and
Carl
for
their
for
their
efforts
they
put
into
this
because
it
it
took
a
lot
of
work
on
everybody's
part
when
they
came
into
town
we
sat
down
and
when
we
did
the
presentation
to
our
officers,
they
could
start
to
see
what
this
is
going
to
in
Intel
and
when,
when
Joe
pointed
out
that
we
had
become
a
strategic
deployment
agency
that
didn't
happen
by
intention.
What
had
happened
is
over
the
course
and
I
look
back
in
over
my
career
since
1991.
F
We
that's
when
gangs
emerged
and
we
started
to
look
at
ways
that
we
could
combat
gangs
and
and-
and
so
we
formed
a
gang
unit
and
all
those
officers
came
from
Patrol.
I
was
one
of
the
first
members
of
that
gang
in
it
and
it
was
very
effective.
So
we
formed
a
second
or
enlarged
the
gang
unit.
Those
officers
came
from
Patrol
in
2002
prior
to
the
Olympics.
We
shut
down
all
the
freeways
and
we
forced
all
the
traffic
onto
our
surface
streets.
F
In
our
communities,
the
council
and
the
administration,
the
time
looked
at
that
and
said.
Well,
what
are
we
gonna?
Do
we
needed
to
up
the
motor
squad?
So
we
went
from
12
to
16
to
26
motor
officers.
Again
all
those
people
came
from
Patrol.
It
wasn't
the
intention
to
deplete
the
patrol,
but
that's
what
had
happened,
and
so
when
we
sat
down
and
talked
with
our
officers,
we
said
look,
we
need
to
go
back
to
a
patrol
centric
geographic
accountability,
model.
F
Mayor-Elect
I
think
you
mentioned
a
star
pattern.
We've
talked
about
that
officers
were
going
from
sugarhouse
to
Rose
Park
to
Glendale.
They
never
had
any
time
to
spend
in
their
neighborhood.
They
knew
it
and
we
had
talked
to
officers
about
the
help
they
needed.
The
citizens
were
waiting
two
and
three
hours
for
very
simple
calls.
F
So
we
basically
said
this
has
to
be
a
program
in
a
process
that
we
need
everybody's
buy-in,
and
so
we
talked
with
our
captains,
we've
laid
it
out
with
the
organization
on
that
day
and
since
April
we
have
been
building
that
strategy
to
put
back
those
bodies
into
Patrol.
Now
the
number
we
had
looked
at
was
about
60
officers
to
put
back
into
patrol,
so
our
total
patrol
ranks
would
be
at
about
243.
F
That's
243
officers
answering
calls
for
service
within
our
community,
that's
substantially
more
than
we
had
then,
and
we
have
more
work
to
do.
But
within
this
process
we've
looked
at
building
out
three
different
patrol
divisions.
We
thought
we'd,
were
we
didn't
invent?
We
had
we
come
up
with
that
idea.
F
Little
did
we
know
that
they
had
done
that
in
the
60s,
but
again
that's
going
to
put
more
police
officers
with
more
command
and
more
accountability
in
all
the
neighborhoods,
and
so
it's
been
more
than
just
an
assessment,
and
this
is
what
we're
doing
it's
been
getting
the
buy-in
figuring
out,
which
squads
we
could
downsize,
because
some
I
mean
we
have.
Some
people
have
to
go
back
to
Patrol.
Now
the
27
officers
that
we
received
last
year
and
the
23
that
we
got
this
year
have
been
a
god-sent.
F
C
Question
I
mean
you
brought
us
up
to
where
we
are
today,
I'm
asking
you:
how
are
you
and
your
team
going
to
evaluate
all
of
the
recommendations,
prioritize
and
come
back
to
the
council
with
whether
or
not
I'm,
assuming
there's
probably
going
to
be
some
funding
allocations
that
you'll
need
to
implement
some
pieces
of
it?
Maybe
there'll
be
some
cost
savings.
Sure.
G
F
F
Think
that
within
the
work
we're
doing,
I
think
it
would
be
nice
to
come
back
and
review
the
status
of
the
staffing
on
an
annual
basis
to
the
council,
so
that
we
can
take
this
very
same
formulas
that
Carl
and
Joe
had
used
to
look
at
these
numbers
and
different
things
apply
them
again
to
see
where
we're
at
so
I'd
like
to
work
through
those
things
as
a
command
staff
and
as
an
organization
and
report
back
to
the
council
on
those
issues.
I
wonder.
C
If
right
away,
there
are
there's
a
lot
of
things
that
are
assess,
assessing
the
current
process
or
deployment
or
a
lot
of
internal
assessment
things
and
chief,
do
you
foresee
needing
to
bring
in
any
additional
outside
consultants
to
help
conduct
all
of
these
assessments
of
everything
from
dogs
to
I,
don't
know,
there's
there
several
deeper
dives
suggested
here.
Do
you
think
you
can
do
that
all
internally
or
do
you
not
know
yet
say.
F
C
D
Ma'am
tum'
to
my
recollection,
there's
none
that
jump
out
because,
as
I
said,
we
were
extremely
impressed
by
the
quality
of
your
staff
and,
and
part
of
that
is
also
their
ability
to
not
only
gather
data
but
to
use
data,
and
so
they
clearly
do
an
excellent
job
at
that.
So
our
recommendation
is
much
as
chief
Brown
said:
I
would
base
it
on
a
case-by-case
basis.
D
Obviously
you
don't
want
to
bring
somebody
in
just
for
that
one
recommendation,
but
if
you
come
to
a
point
where
you're
realizing
this
is
beyond
the
capability
of
the
department-
or
this
is
beyond
the
capability
of
perhaps
assistance
from
other
aspects
of
the
city
government
then
look
for
that.
There
are
a
number
of
resources
that
I
know
the
department
uses
as
far
as
looking
at
what
best
practices
Carl
talked
about
the
research
support
and
the
resource
research
data,
the
IACP
that
can
be
used
at
any
time.
F
This
is
an
accreditation
for
the
Salt
Lake
City
Police
Department
that
we're
looking
to
hold
for
many
many
years.
There's
very
few
agencies,
I'd,
be
I,
believe
there's
about
18,000
agencies
in
this
country,
just
over
719,
have
reached
in
a
CLIA
Kalea
accreditation.
Our
auditors
are
in
town,
even
as
we
speak
they're
here
for
three
days,
they
work
very
closely
with
IACP
and
hopefully
in
a
day
or
two
we'll
find
out
where
we're
at
or
what
we
need
to
fix
and
we're
looking
for
that
accreditation.
Also.
That.
D
Clia,
those
type
of
evaluations
are
an
excellent
tool.
I
know,
Chief,
Brown
and
staff
are
working
very
diligently
to
get
that
initial
accreditation,
but
I
will
tell
you
from
practical
experience.
That's
the
easy
part,
because
the
RIA
credit,
a
ssin
is,
you
have
to
prove
you've,
been
doing
meeting
all
those
standards
so
for
your
department
to
be
pursuing
that
really
speaks
volumes
for
the
type
of
service
they
want
to
provide
to
this
community.
D
B
I
could
just
add
briefly
within
a
packet
of
information
we
left
yesterday.
There
are
additional
resources
to
include
Crytek,
which
is
our
collaborative
reform,
initiative
and
technical
assistance.
It's
a
federal
grant
that
offers
technical
expertise
in
specific
areas.
So,
if
there's
anything
that
chief
Brown
Woodfield
needs
a
deeper
dive,
there
are
other
resources
beyond
just
the
ICP
that
there's
also
funding
available
to
support.
H
D
When
we
do
that,
we
look
at
industry
best
practices
and,
in
some
cases
that
deals
with
departments
that
may
not
have
the
level
of
community
support
a
community
trust
that
your
agency
does
but
often
times
it's
very
effective.
To
get
input
from
critical
or
from
community
members
are
also
critical
support
staff
within
other
aspects
of
the
government
entity
to
make
sure
that
all
of
the
I's
are
dotted
T's
are
crossed,
but
additionally
you're
getting
the
concerns
of
the
community.
You
serve
I.
H
Guess,
chief
Browns
perspective:
what
are
we
already
doing
for
this
particular
thing
now,
and
you
have
ideas
about
moving
forward
what
things
could
be
added,
augmented
to
this?
As
far
as
policy
actual
policies
within
the
department,
yeah
I
mean
external
review
boards,
for
instance
those
kind
of
things
well.
F
Part
of
this
Kalea
accreditation
is
that
we
went
through
every
one
of
our
policies
and
we
signed
up
for
we
signed
up
for
a
service
called
Alexa
Pole,
which
is
an
outside
entity
that
provides
best
practices
and
review
of
policies,
and
it
comes
with
the
legal
staffing
and
back
backup
to
help
you
through
those
things,
and
so
we
have
implemented
that
and
we've
gone
through
every
one
of
our
policies
to
bring
them
up
to
to
where
they
need
to
be,
and
so
again
that's
a
continual
basis.
It's
it's.
F
We
formed
an
audit
squad
and
a
CLIA
accreditation
squad
now,
they're,
very
small,
because
that
means
is
limited
and
we
want
to
make
sure
we
put
those
individuals
back
to
Patrol,
but
that
is
a
squad
that
will
keep
us
on
that
path
and
keep
looking
for
industry
best
practices
as
far
as
policies
and
then
continually
to
audit
and
review
the
different
things
that
we
need
to
and
within
our
organization.
Any.
G
I
Wharton,
thank
you.
So
we
talked
about
and
the
emphasis
on
patrol
and
the
perception
of
safety
a
little
bit
in
our
our
meeting
before,
but
I
wanted
you
two
to
share
for
anybody
that
might
be
watching
from
the
public
and
that
I
would
say
somewhat
regularly.
We
get
people
come
to
the
council
and
tell
us,
especially
from
traditionally
marginalized
communities,
that
they
don't
feel
that
the
answer
to
increasing
the
perception
of
safety
is
to
have
more
officers
in
their
neighborhoods.
D
The
agency
has
taken
great
steps
in
that,
but
other
at
other
agencies
have
gone
to
the
air
where
that
excuse
me
other
areas.
Other
agencies,
other
agencies
that
have
a
more
diverse
community
than
you
all,
for
example,
assign
specific
command
officers
as
the
liaison
to
those
marginalized
or
diverse
communities.
To
build
that
level
of
bust
from
the
top
down
and.
D
Again,
we
did
it
at
the
snapshot.
Time
period,
your
department,
some
mirrored
very
closely
the
diverse
diversification
within
the
city,
except
in
the
area
of
Hispanic.
There
was
a
much
higher
level
of
Hispanic
general
population
than
within
the
department,
and
your
department
also
suffers
the
same
challenges
that
most
police
agencies
have,
but
as
an
industry,
we
are
working
very
hard
toward
that
in
that
our
female
staff
proportions,
don't
necessarily
match
the
general
population
and
did.
D
D
That
is
a
challenge
by
building
those
partnerships
with
the
community.
You
build
that
trust,
and
then
you
build
the
recommendation,
surprisingly
not
specific
to
Salt
Lake,
but
we
have
done
other
studies
looking
at
recruitment
and
the
best
ways
to
recruit
today
are
not
the
old
advertisements
in
the
newspaper
or
magazines.
Our
target
cohorts
don't
use
that
as
a
means,
their
social
media
internet-based,
but
just
as
effective,
is
the
personal
recruiting.
D
The
recommendation
from
people
in
the
neighborhood
recommendation
from
other
employees
I
know
one
of
the
recommendations
that
we
made
to
chief
Brown
and
to
quite
honestly.
Most
agencies
we
deal
with
is
you
need
to
establish
a
climate
in
the
agency
that
every
single
person
is
a
recruiter,
so
that
positive
impact
that
positive
relationship
that
each
and
every
member
of
the
Salt
Lake
City,
Police,
Department
and
quite
honestly,
of
the
Greater
Salt
Lake
government,
makes
on
those
citizens
on
those
residents
builds
that
level
of
trust
that
this
may
be
a
career.
I
want
to
follow.
Okay,.
D
Well,
that
was
not
something
we
specifically
looked
here
at
we
looked
at
here
in
Salt
Lake.
Our
general
recommendation
to
you
is
that
if
you
are
looking
for
them
to
perform
law
enforcement
functions,
they
should
be
police,
but
if
your
goal
is
to
have
them
do
other
functions
that
are
not
law
enforcement,
they
may
be
better
placed
in
a
different
department
where
they're
under
parks
and
they
serve
as
park
rangers
or
ambassadors
or
economic
development.
D
If
you
do
desire,
because
of
operational
control
to
have
them
under
the
police,
some
agencies
have
adopted
positions
such
as
Police,
Cadets
or
Community
Services
officers
that
provide
a
wide
range
of
functions
that
don't
require
law
enforcement.
That,
however,
will
take
some
time
to
to
organize.
So
our
general
recommendation
is
evaluate
what
are
the
specific
needs?
You
have
and
then
determine
what
tools
are
out
there
best
to
fill
them.
D
A
My
son
is
participating
in
the
Salt
Lake
City
Police
Explorer
program,
and
one
of
the
things
that
that
has
really
struck
me
that
I
found
the
most
remarkable
as
part
of
this
program
is
the
fact
that
the
majority
of
the
participants
in
that
program
are
minorities.
There
is
also
a
very
high
percentage
of
females.
A
We
still
have
a
ways
to
go,
but
I
think
that's
really
where
we're
going
to
be
finding.
You
know
our
future
officers
through.
You
know
through
the
youth
that
are
participating
in
these
programs,
so
it
yet
it's
very
anecdotal,
there's
you
know,
there's
really,
no,
no
fact
to
it,
but
you
know,
having
watched
that
program
this
year
gave
me
a
lot
of
hope,
for
you
know
a
much
more
diverse
police
force
in
the
future.
You.
F
F
We
just
started
a
civilian
because
not
everybody
wants
to
be
a
police
officer,
so
it'll
be
a
very
nice
pool
for
us
to
draw
upon
in
for
many
years,
but
these
are
individuals
from
14
to
21,
spend
a
lot
of
time
with
us
that
we're
able
to
mentor
and
train
and
teach
but
you're
absolutely
right.
That
is
the
most
diverse
unit
within
our
organization.
F
J
Your
petty
theft
and
he
said
we're
only
gonna
focus
on
prosecuting
forum
five
and
he's
like
right
now,
let's
figure
out
another
way,
and-
and
these
are
mostly
drug
charges
down
here,
right
and
so
decided
to.
Instead
of
spending
all
of
the
time
and
money
on
prosecutors
at
that
time
and
money
would
go
to
treatment,
beds
and
diversion
programs
right
and
and
a
real
solution
to
just
putting
people
back
in
and
out
of
this
revolving
door
in
our
criminal
justice
system
and
I
think.
J
Similarly,
it
would
be
and
I
think
those
two
conversations
go
hand-in-hand
and
that
it
would
be
interesting
to
see
what
activities
are
we
policing
and
and
spending
time
where?
Maybe
we
don't
need
to
spend
as
much
time
and
maybe
there's
another
resource
that
we
can
put
money
to,
so
that
we
can
start
that
sort
of
community,
policing
and
community
building
and
community
trust
that
we
want
so
much
and
that
we
want
people
officers
not
as
tending
to
these,
maybe
petty
thefts,
I
mean.
J
Obviously
we
want
that
I'm,
not
saying
that
but
kind
of
looking
at
those
activities
right
and
I
would
love
to
mayor-elect.
This
is
for
you
but
love
to
continue
this
conversation
with
the
administration,
the
new
administration
and
really
kind
of
see.
Where
are
we
spending
our
dollars,
and
is
it
fixing
the
problem?
Right?
That's
a
big
thing
and
and
why
we
sort
of
had
this
discussion
started
this
discussion
with
the
police
department
and
we
know
that
we
want
people,
our
police
officers
just
out
patrolling
just
just
to
be
in
the
community.
So
how?
J
How
do
we
do
that
and
I
think
starting
kind
of
at
that?
What
what
are
we
policing
question
is
something
I'd
really
like
to
delve
into
and
then
what
are
we
policing?
What
are
we
prosecuting
right
and
and
kind
of
have
that
overall
discussion
in
the
future?
So
that's
just
again
comment,
maybe
something
to
kind
of
mole
on,
and
maybe
we
can
offline
talk
about
some
of
those
things
and
see
how
we
can
move
forward
with
that
discussion.
F
A
Their
questions
I
have
a
couple
of
thoughts
so
first
off.
Thank
you
very
much
for
this
information.
I
think
it's
very
very
helpful.
You
know
the
different
scenarios
that
you
laid
out
on
how
to
how
to
move
resources
and
and
focus
resources.
That
gives
me
a
little
bit
of
concern
because
I
know
that
anytime,
we,
you
know,
try
to
play
numbers
games.
There
are
ways
to
shift
numbers
around
to
make
sure
that
it
looks
like
we're
we're
doing
our
best.
A
A
I
think
Salt,
Lake
City
is
safe,
but
there
are
things
that
we,
you
know
that
differ
in
different
areas.
I
worry
when,
when
I
start
hearing
about
well,
we
need
to
have
more
folks
in
patrol,
but
then
we
talk
about
putting
police
officers
in
this
building.
You
know,
in
addition
to
our
paid
security
that
we
have.
You
know
that
takes
that
takes
one
or
more
people
off
the
streets.
We
could
be
doing.
Patrol
I
worry
about
the
the
the.
A
Mindset
of
the
department
I
think
that
there
is,
you
know,
there's
there's
some
concerns
that
you
know
that
officers
aren't
feeling
heard
that
they're
not
feeling
that
they're,
not
you
know
feeling
like
they're
being
listened
to,
and
that
doesn't
help
for
you
know
getting
the
best
out
of
out
of
our
officers.
I
think
we
need
to
look
at
morale
and
and
really
put
some
put
some
emphasis
on
that.
A
A
A
Okay,
mr.
Mountain
mr.
price.
Thank
you
very
much
for
your
thorough
information
chief
brown.
As
always,
thank
you
for
your
leadership.
The
next
item
on
our
agenda
is,
is
we're
sticking
with
the
public
safety
feeling,
and
that
is
our
funding.
Our
future
quarterly
update
regarding
Public
Safety
been
lucky.
As
our
council
policy
analysts
will
lead.
This
discussion.
Chief
Brown
will
be
at
the
table
to
answer
questions
then
I
turn
the
time
over
to
you.
K
As
a
reminder,
the
funding
or
future
for
fiscal
year
20
public
safety,
even
though
it
has
the
broader
public
safety
label,
which
the
council
has
previously
said-
includes
police
fire,
a
9-1-1
dispatch.
For
this
current
fiscal
year,
the
funding
did
go
to
police
uses,
there's
an
attachment
in
your
packet,
which
has
the
the
green
headings
breaking
down
the
updates
for
each
of
the
items
and
just
a
quick
review.
K
This
included
compensation
adjustments
for
the
additional
police
officers
that
were
hired
as
well
as
the
existing
civilian
and
police
officers
in
the
department
it
included
upgrades
to
the
equipment.
This
includes
next-generation
body
cameras
and
it
also
includes
I,
believe
it's
13
civilian
police
personnel.
K
F
So
that's
a
snapshot
of
where
we're
at
what
we're
gonna
try
to
do.
We've
almost
gone,
we've
gone
to
a
continual
hire
and
Training
Academy
situation,
so
that
we
can
always
try
to
keep
those
numbers
as
much
as
we
can
that's
where
we're
at
with
our
funding.
As
far
as
the
first
item
on
the
program,
our
police,
salary
adjustments,
funding,
competitive
police,
salary
adjustments,
this
was
the
money
that
was
used
to
go
from
an
eight
step
to
12
step
and
that
has
been
accomplished,
and
this
also
raised
the
compression
between.
F
If
you
give
an
officer
the
raise,
then
you
have
to
you
have
to
keep
the
compression
between
officer
and
sergeant,
lieutenant
and
so
forth,
and
so
that
has
happened
and
that
the
total
budget
for
that
was
five
hundred
and
forty
two
thousand
dollars.
Five
hundred
and
forty
two
thousand
dollars
use
the
news
police
officer,
including
the
cops
grant.
We
have
hired
the
27
from
FY
2019
and
we
have
hired
the
23
from
fiscal
year
20
they
were
all
hired
in
October
of
2019
I'm.
F
Sorry,
except
for
two
reginal
II,
will
make
up
two
in
the
January
hires
of
next
year
that
total
budget,
for
that
was
three
million
two
hundred
and
twenty
five
thousand
dollars.
The
next
was
the
additional
police
personnel
to
hire
the
new
civilian
personnel
related
to
the
increase
of
police
officers,
the
majority
the
positions
have
been
hired.
In
fact,
at
one
time
we
did
have
them
all
hired.
F
The
officer
equipment
costs
fund
equipment
associated
with
hiring
of
officers.
Those
are
uniforms
everything
they
wear
on
their
belt
they're,
their
duty
gun
every
other
Duty
gear
and
safety
equipment
is
part
of
that
that
line
item,
and
we
have
continued
to
do
that.
We've
received
a
balance
of
equipment
and
and
have
issued
most
of
it
to
the
officers
that
is
at
a
cost
of
six
hundred
and
nine
thousand
dollars
the
police
salary
fund
police
salaries.
This
was
in
fiscal
year
2019.
F
We
had
a
an
increase
of
three
percent
that
has
been
accomplished
and
implemented
through
fiscal
year,
18
and
19,
and
it
allows
the
PD
to
be
competitive
in
hiring
and
retention.
The
expense
continues,
and
that
is
two
million
nine
hundred
and
twenty
seven
thousand
dollars
the
enhanced
body
camera
initiative.
The
fund,
the
the
funding
was
for
the
new
body,
worn
cameras,
a
lot
of
our
cameras
since
we
Tim
we
started
what
six
years
ago,
2012.
G
F
Years
ago,
a
lot
of
our
cameras
are
becoming
very
old,
antiquated
they
don't
work
or
the
wiring
is,
is
breaking
the
batteries
are
down.
So
this
new
program
will
allow
us
to
buy
the
new,
the
newest
generation
of
body-worn
cameras
every
two
and
a
half
years
on
a
continual
basis.
It'll
it'll
also
include
the
upload
and
the
unlimited
storage,
which
is
huge
because
storages
is
a
big
big
ticket
and
it
has
many
of
the
auto
turn-on
features
a
lot
of
times
in
the
in
the
heat
of
a
call
or
a
situation.
F
L
G
There
are
a
bunch
of
different
features
that
were
justtlike
terminal
ones,
we're
gonna
purchase,
but
one
of
them
is
when
you
pull
that
something
out
of
a
holster.
One
is
when
you
turn
your
lights
on
or
you
over
60
miles
an
hour
or
you
open
your
door
that
you
can
configure
them
all
such
a
different
ways.
Yeah.
E
G
K
E
F
F
G
I
could
just
add
one
thing
on
the
body
cameras
up
that
we've
been
given
direction
to
do
an
RFP
on
that
purchasing
is
evaluate.
There
is
a
state
contract
in
place
and
they've
evaluated
that
state
contract
was
competitively
bid,
so
that
is
our
plan
is
to
use
that
unless
we
receive
further
direction
from
the
council.
Okay,.
F
I,
don't
think
the
opinions
changed,
the
use
of
the
vehicle
is
going
to
be
a
little
different.
We
tried
different
cages
configurations
within
the
car
and
they
were
just
too
small
to
be
to
be
used
as
a
first
responder,
where
you're
going
to
be
arresting
people
and
putting
them
in
the
back.
So,
but
we
have
many
assignments
within
the
police
department,
where
we
don't
need
a
cage
where
a
mark
car
would
be
very
useful
and
we
will
deploy
those
about
half
of
those
vehicles.
We're
going
to
be
used
within
detectives,
a
great
vehicle
for
detectives.
F
A
And
so
how
does
that
work
with
the
existing
patrol
vehicles
that
are
already
you
know
over
the
end-of-life
limit?
I
mean
the
thought
when
we
purchased.
These
was
the
you
know
that
would
help
with
patrol
it
helped
face
some
of
these
other
vehicles,
and
what
does
that
do
with?
What
does
it
do
to
the
you
know,
the
vehicles
that
actually
do
need
to
have
the
cage
in
the
back
that
do
need
to
have.
You
know
room
for
four
people
to
transport,
others.
F
Yeah,
that's
a
good
question.
It's
going
to
take
some
shuffling
some
of
those
some
of
those
SUVs
that
we
have
are
in
detectives
or
in
different
assignments.
So
if
a
evident
detective
was
to
get
one
of
those
new
cars,
that
car
would
be
wrapped
and
put
back
out
into
Patrol,
so
there'll
be
some
shuffling
of
cars,
but
we'll
definitely
put
the
cars
where
they
can
best
serve
our
officers
in
the
community.
F
A
A
M
Silvia,
the
police
department
is
proposing
to
replace
their
mobile
command
center
or
MCC
and
they've
indicated
that
their
current
model
is
outdated,
mechanically
structurally
and
functionally,
and
that
it
would
not
be
adequate
to
respond
would
not
be
adequate
for
a
Public
Safety
response.
As
a
partial
funding
proposal,
the
police
department
has
applied
for
and
received
two
police
grants
and
proposing
that
the
grant
monies
be
used
towards
a
new
MCC.
M
The
halfway
house
state
grant
award
is
two
hundred
and
seventy
eight
thousand
three
hundred
and
four
of
which
one
hundred
and
fifty
thousand
is
earmarked
for
the
MCC.
The
grant
funding
youth
deadline
for
this
grant
is
June.
30Th
of
2020,
the
Justice
Assistance
or
jag
of
federal
grant
award
is
three
hundred
and
thirty
three
thousand
five
hundred
and
twenty
of
which
one
hundred
thousand
is
earmarked
for
the
MCC
in
the
grant,
funding
use
deadline
for
this
grant
is
Timber
30th
of
2022.
M
The
Jag
grant
is
awaiting
special
certification
to
use
funds
for
an
MCC
typical
use
of
the
mobile
command
center
would
include
marathons
the
LDS
conferences
parades
in
other
community
events
such
as
Night
Out
against
crime
other
uses,
would
include
significant
criminal
events,
including
shooter
situation,
active
shooter
situations,
domestic
terrorism,
as
well
as
disasters
according
to
the
department.
Additional
in
additional
funding
sources
have
not
yet
been
identified.
M
E
E
So,
typically,
there
are
things
that
those
grants
purchase
not
a
mobile
command
center.
So
what
we
haven't
been
clear
on
is
whether
the
things
that
they
typically
purchase
does
these
grants
typically
purchase,
would
now
be
purchased
by
the
general
fund
or
whether
they
might
no
longer
be
needed.
Then.
The
second
thing
is:
is
it's
unusual
to
get
to
get
a
grant
grant
funding
partially
to
fund
something?
Have
the
grant
deadlines
coming
up
and
then
have
the
council
sort
of
it's?
E
We
were
a
little
bit
confused
by
it
because
it
isn't
coming
to
you
in
a
regular
budget,
where
you
have
the
opportunity
to
weigh
this
priority
against
the
other
priorities
that
you
have
in
a
typical
budget,
so
not
to
say
it
isn't
needed.
We
don't.
You
know
what
the
police
department
can
explain
that,
but
just
this
is
an
unusual
situation.
I
understand
just
this
afternoon
that
the
police
department
did
have
another
funding
source.
They
suggested
correct.
F
And
I
apologize
for
that.
That
was
information
and
funding
that
we
didn't
have
until
after
our
meeting
this
morning
with
Ben
and
we
went
back
and
looked
at
asset
forfeiture
is
what
we
looked
at,
not
knowing
how
much
we
had
and
so
in
looking
at
the
possibilities
to
fund
this
very
much
needed
mobile
command
center
I
was
asking
Ben
if
we
could
get
a
snippet
from
National
Lampoon's
Christmas
vacation
when
Eddie's
out
in
front
of
that
window,
Bega
that's
kind
of
how
we
feel
a
little
bit.
Ours
is
18
years
old.
F
It
was
rarely
never
meant
to
be
a
mobile
command
center.
It
was
outdated
basically
that
at
the
time
we
bought
it,
it
was
overweight.
It
wasn't,
it
wasn't
meant
to
be
the
vehicle
we
needed
and
many
many
times.
We
opted
not
to
use
it
because
it's
so
antiquated
and
many
times
doesn't
work.
But
we
looked
at
asset
forfeiture
and
we
just
received
a
one-time
share
from
our
Metro
Narcotics
Task
Force
of
three
hundred
sixty
two
thousand
dollars
so
of
our
asset
forfeiture.
F
We
feel
that
we
should
take
three
hundred
thousand
dollars
of
that
apply
it
to
the
MCC.
We
have
a
hundred
and
fifty
thousand
dollars
on
our
halfway
house
grant
that
could
be
applicable
the
jack
grant.
If
we
get
the
permission
that
we're
asking
for
with
those
three
funding
sources
that
would
put
us
at
five
hundred
and
fifty
thousand
dollars
that
would
buy
us
a
very
nice
chassis
and
the
basically
shell
of
the
vehicle,
and
then
next
year
and
next
year's
funding.
We
could
look
at
opportunities
to
use
the
halfway
house.
N
The
halfway
house
spending
is
limited
to
enforcing
and
safety
regarding
individuals
who
have
been
through
the
system.
That's
how
it's
worded
since
a
lot
of
the
people
that
we
are
dealing
with
in
these
crisis
situations
or
severe
situations
have
been
through
the
system.
That's
part
of
the
qualification
previous
felonies
previous.
You
know,
we
see
it
a
lot
in
our
oh
I
involved
critical
incidents.
They
have
previous
histories
that
they've
either
been
through
the
halfway
house
or
the
prison
system.
A
N
F
F
The
other
thing,
and
is
that
our
asset
forfeiture,
is
right
around
seven
hundred
thousand
dollars
that
money.
We
could
look
at
you
if
we
can't
get
that
halfway
house
funding.
We
could
use
more
of
our
asset
forfeiture,
but
chief,
that
was
going
to
explain
what
we
kind
of
rely
on
that
money
for
in
our
police
services.
We.
G
Don't
want
to
use
all
of
the
asset
forfeiture
in
the
past,
we've
used
it
for
buying
ballistic
blankets
and
shields,
and
things
like
that
that
that
we
haven't
really
planned
for,
but
then
the
world
changes
and
we
need
to
figure
out
how
to
deal
with
some
of
those
things.
We've
used
it
for
training
we
used
if
we
used
it
to
pay
for
ICP
to
come
in
and
do
the
study
we
use
it
for
consultants.
G
Things
like
that,
so
we
want
to
keep
that
that
money,
a
little
bit
of
that
for
asset
forfeiture,
not
spend
at
all,
because
we
also
now
the
banks
have
started
charging
us
for
subpoena
Oracle
replies
and
phone
records,
requests
and
medical
requests.
So
we
need
we've
tried
to
keep
a
little
bit
asset
forfeiture
money
for
Medicare.
G
H
I
hear
the
need
and
I
don't
disagree
with
the
need
I'm
having
a
really
hard
time
with
the
halfway
house.
Piece
to
be
honest
with
you,
chief
I
know
the
list
of
things
that
it
can
provide
seemed
fundamental
to
those
core
issues
we're
trying
to
deal
with
in
the
city,
the
social
work
programs,
both
of
them
mental
health
response
team,
Patrol
I
got
I
got
to
in
my
district.
H
It's
it's
an
issue
so
help
me
understand
why
this
funding
from
this
particular
pot
that
could
hit
those
resources.
It
sounds
like
versus
anything
else.
We
could
look
at
well.
F
Many
times
and
we've
we
would
definitely
run
this
through
the
grant
coordinators
and
those
who
would
make
the
decision,
but
we've
used
it
for,
like
I,
say,
cameras,
extra
patrol
shifts
and
things
like
that,
but
many
times
when
somebody's
gone
barricade
or
if
there's
a
homicide
or
a
huge
investigation
or
we,
you
know,
god
forbid,
we
have
something
like
Trolley
Square.
So
a
lot
of
those
people
have
been
through
the
system
and
we
would
we
would
be
deploying
this
mobile
command
center
on
a
lot
of
those
different
operations.
H
My
question
isn't
access
to
to
say
this
is
what
we'd
use
the
command
center
for
not
not
sort
of
tying
the
command
center
to
those
people?
My
question
is
these:
funds
can
be
used
for
very
specific
purposes,
for
I
mean
rehabilitation.
Frankly,
mental
health
needs
things.
We've
talked
a
lot
about
in
the
city,
it
fills
the
need.
Is
there
why
this
funding
versus
anything
else?
We
could
look
at
for
funding.
This
need
this
mobile
unit,
because
we
don't
have
enough
for
these
needs
right
now.
That's
why
I'm
sort
of
struggling
with
right,
I,
I.
F
L
Mr.
chair,
I
guess:
I
have
a
kind
of
follow-up
question
to
that.
You
talked
about
cameras
and
district.
One
has
been
hit
hard
with
drive-bys
with
you
know,
targeted
homes
for
gang
homes,
and
to
hear
that
we
only
have
four
cameras,
I
believe
in
the
unit
and
the
three
of
them
only
work.
That's
my
constituents
of
the
residents
and
my
neighbors
would
much
rather
see
us
have
mobile
cameras
available
so
that
we
can
deploy,
so
they
can
actually
feel
safe
and
comfortable.
L
L
F
F
G
G
F
G
L
O
Sounds
like
a
lot
of
money
for
a
vehicle,
but
I'm
not
expert
in
the
price,
but
have
you
guys?
How
do
you
leverage
all
the
the
grant
money
that
you
are
able
to
get
or
is
there
any
other
grant
that
you
can
apply
for
that?
You
can
actually
fund
that
vehicle
instead
of
using
this
one,
have
you
guys
thought?
Maybe
we
should
wait
and
apply
for
another
one
or
have
you
talked
to
to
the
mayor
and
said
this
order
needs
and
this
mobile?
You
know:
we've
we've
needed
this
mobile
for
18
years
now.
O
K
O
I
think
I
mean
obviously
I
think
I
mean
we
need
it,
but
I
think
that
we
also
like
James
Sadler.
We
have
other
needs,
so
it
would
be
helpful
for
at
least
for
me
to
understand
what
are
your
like
priorities
like
number
one,
the
tailor
it's
the
camera
so
number
one
is
the
mobile
thing
so
that
we
can
think
we
can
wrap
our
heads
around
really
what's
your
priority.
Well,
you
need
to
do
your
job
and
also
to
you
know,
to
serve
our
constituency
as
they
see
that
it's
needed
yeah.
O
A
I
I
mean
personally
I,
have
no
pride
I
fully
support.
You
know
the
department's
request
for
this
vehicle
I
think
that
it
does
make
sense
I,
don't
like
the
way
that
you're
going
about
doing
it.
You
know
part
of
part
of
you
know,
I
think
what
what
we
and
the
public
need
to
understand
is.
Is
you
know
what
the
gives
and
the
takes
are
if
we,
if
we
go
ahead
and
use
this
grant
money
to
fund
this
project
or
this
this
this
vehicle?
What
are
we
not
funding?
Sure.
H
A
Know
I
would
say
for
the
future
what
what
I
think
would
be
helpful
when
you
have
requests
like
this,
when
you
have
something
that
is
a
long-standing
item,
I
mean.
Obviously
this
isn't
something
that
just
snuck
up
and
as
far
as
a
need.
This
is
something
you
knew
you
needed
when
we
as
a
council
say
regularly
tell
us
what
you
need.
Let
us
know
you
know
what
the
issues
are.
Let
us
figure
out
how
to
fund
it.
A
That's
our
job
and
and
I
think
that,
while
I
appreciate
the
creativity
and
trying
to
figure
it
out,
it
worries
me
that
you
know.
Even
you
know,
even
if
you
are,
you
do
have
a
plan
for
something
else,
the
optics
of
using
a
grant
for
halfway
house.
You
know
whatever
the
optics
are
terrible,
and
so
you
know
for
the
future
just
openly
communicate
that
you
know
this
is
a
need.
This
is
one
of
the
requests
that
you
have.
A
You
can
propose
that
you
know
that
there
are
ideas,
for
you
know
that
you
we
could
use
this
grant.
We
could
do
this.
We
could
do
that.
I
mean
those
that
those
kind
of
you
know
proposals
are
great,
but
the
council
is
the
fiduciary
body
of
the
city.
It
you
know
the
decisions
that
we
make.
We
have
to
weigh
around
everything
else
as
well,
and
so
you
know
I
think
you
know.
A
My
guess
is
that
the
you
know
the
operand
opposition
or
not
the
opposition,
but
the
concern
that
you're
hearing
isn't
related
to
the
vehicle
yeah.
It's
related
to
the
mechanism
that
you're
trying
to
fund
it
with
so
I
would
I
would
just
please
don't
think
that
you
know
that
the
council
doesn't
support.
A
A
N
And
I'm
sorry
I
have
to
take
responsibility
for
this,
because
this
was
one
of
my
brainstorms
trying
to
look
at
things.
We'd
funded
we've
done
a
lot
of
one-time
use.
Funding
with
the
halfway
house.
We've
done
numerous
cameras,
we've
done
poll
cameras,
we've
done
maintenance.
We
didn't
sell
their
panels
on
those.
N
So
in
looking
at
this
need
that
we've
had
for
a
long
time
and
not
having
an
opportunity
in
budget
process,
because
we
are
limited
on
how
many
things
we
can
ask
for
we're,
always
asking
for
reductions
trying
to
be-
and
you
said
the
word
creative
right-
trying
to
be
creative
and
how
to
offset
some
of
the
expenses
without
it
being
a
burden
to
the
general
fund.
So
we
said
well
what
if
we
can
piece
this
together
and
piece
this
together
and
then
see
you
know
we
were
wondering
about
CIP.
We
were
wondering
about
general
fund.
N
A
I
do
appreciate
that
I
do
appreciate
the
creativity
I
died
too
so
I
mean
it
really
is
the
optics
that
that
we're
having
to
deal
with
and
it
you
know
it's
it's
us.
You
know
finding
out
that
this
is
what's
happening.
When
you
know
there
may
be
other
ways
to
have
funded
it
that
you
know
we
could
have
done.
I
understand
that
your
hands
are
tied.
A
I
really
do
and
I
really
hope
that
moving
forward
the
council
administrative
relationship
is
going
to
be
different,
that
we
can
actually
have
those
communications
taking
place
without
having
you
feel
that
your
hands
are
being
tied
behind
your
back
that
you
can't
ask
you
know
specific
requests
from
the
council
to.
Let
us
know
what
you
need,
because
you're
being
told
not
to
I
hope
that
that
changes
I,
don't
I.
Please
don't
take
this,
as
you
know,
made
saying
you
know,
please
don't
be
creative
I
want
you
to
be
creative,
it's
just.
A
It
would
have
been
helpful
for
us
to
have
seen
kind
of
the
progression
and
to
see
if
there
are
other
forms
or
other
other
resources
that
we
could
have
that
we
could
have
expended
to
accomplish
the
same
thing
and
that's
where
I
think
the
open
communication
has
got
to
happen.
Yeah
in
the
future,
councilmember
Meadowhall
just.
C
Quickly,
it
reminds
me
of
the
new
approach
that
the
library
administration
has
taken
apples
to
oranges
in
departments
I
understand,
but
in
looking
at
their
capital
asset
management,
coming
up
with
a
strategic
plan
for
replacement
of
major
capital
infrastructure
in
their
buildings
and
doing
and
and
in
doing
that,
approaching
their
big
purchases
in
a
really
transparent
way.
That
was
presented
to
the
community
worked
through
their
own
or
to
presented
to
the
council
work
through
the
community
and
in
a
really
public
way.
C
Anticipating
I
think
I
appreciate
you
putting
together
a
creative
proposal,
I
think
what
is
more
appropriate,
given
the
relationship
which
isn't
going
to
change
on
January
6
instantly
between
the
administration
and
the
council
is
would
have
been
to
come
to
us
with
several
funding
alternative
scenarios.
This
is
one
scenario:
general
fund
is
the
other
end
of
the
spectrum.
C
What
else
is
in
between
give
the
council
some
options
because
part
of
the
reaction,
you're
getting
I
think
has
to
do
with
some
of
the
other
item,
particularly
our
frustration
around
asking
for
increased
officers
offering
you
overtime
for
park
patrols
and
coming
back
with.
Oh
we've
already
hired
some
police
officers
to
work
in
this
building
and
we
want
we're
gonna.
Have
you
pay
for
that?
This
is
what
it
has
felt
like
to
me.
We're
gonna.
Have
you
pay
for
that?
C
Out
of
your
request
to
increase
Park
Patrol,
we
didn't
ask
for
more
officers
in
this
building.
That
budget
amendment
item
was
not
about
that,
and
here
we
are
lumping
we're
just
gonna
close
bathrooms
and
you're
gonna
have
more
officers
in
this
building
into
a
patrol
request
that
had
that,
but
almost
doesn't
resemble
what
we
have
before
us.
A
The
next
item
is
item
number
four
ordinance.
Regarding
budget
amendment
number
two
for
fiscal
year:
2019
2020
follow-up,
just
to
be
clear,
budget
discussion
or
budget
amendment
number
two,
the
majority
of
it
was
passed
last
week.
There
were
a
couple
of
items
that
were
left
over
to
fund
tonight
are
some
some
discussion
items.
Those
are
the
items
in
place.
So
those
of
you
who
are
here
for
the
portion
of
the
budget
that
was
put
that
was
passed
last
week.
Please
know
that
we're
not
undoing
that
that
continues.
These
are
just
the
remaining.
A
K
Are
four
remaining
items
open
in
the
budget
amendment
for
consideration
by
the
council?
The
first
two
are
both
related
to
the
grants,
which
include
proposed
funding
for
the
mobile
command
center.
That
was
just
discussed.
These
are
items
g7,
the
J
grant
and
11
the
halfway
house
grant.
The
J
grant
is
federal.
K
The
halfway
house
grant
is
state,
so
the
question
before
the
council
is,
if
you
wanted
to
approve
these
two
grants,
as
proposed
by
the
administration,
which
would
include
the
funding
for
the
mobile
command
center
or
if
you
would
propose
to
approve
the
funding,
but
for
the
amounts
for
the
mobile
command
center.
This
would
likely
require
the
department
to
go
back
and
request
approval
to
use
the
amounts
for
the
mobile
command
center
for
other
uses
or
the
third
option.
If
the
council
would
prefer
to
continue
the
discussion
at
a
later
date
on
these
two
grant
items.
A
H
K
The
federal
J
grant
the
timeline
is
September
of
2022,
so
there's
significant
time
to
request
changes
to
the
amount
for
the
mobile
command
center.
The
opposite
is
true.
On
the
state
halfway
house:
grant
the
deadline
for
that
grant
is
the
end
of
the
fiscal
year.
I,
don't
know
how
quickly
a
request
can
be
processed
for
the
mobile
command
center
funding
in
the
halfway
house
grant.
So
if
that's
a
follow
up
question
I,
don't
know
if
Shelley
is
still
in
the
room.
E
H
H
A
K
Part
of
that
for
sure,
so
there
are
the
two
grant
items
and
there
are
two
other
items
as
well.
One
of
them
is
a
place
holder,
which
is
a
hundred
thousand
dollars
for
the
police
overtime,
whether
that's
in
parks
or
hot
spots,
or
if
it's
flexible.
However,
the
administration
would
like
to
use
the
other
one
is
item
a
ten.
K
G
E
Yammer
on
so
much
tonight,
I
think
what
I
heard
last
week
and
at
your
meeting
and
sense
is
an
interest
in
having
the
police
overtime
items
that
relate
to
hotspot
and
park
patrol
discussed
during
the
month
of
January.
That's
what
I
heard
from
the
last
meeting
the
police
thing
with
this
building
I
think
there's
been
several
different
ideas
raised
and
the
council
might
want
to
discuss
that
a
little
bit.
They
first
need
to
tell
us:
do
you
want
to
have
those
police
overtime
monies
for
all
the
other
things
moved
into
your
January
discussion.
J
I
have
a
question
about
that:
I
mean
the
decision
to
have
an
officer
in
the
building
has
already
been
made.
So
if
we
don't
fund
the
overtime
they
just
like
sat
in
the
building
for
free
I
mean
how
do
it
feels
like
we
don't
necessarily
have
a
choice,
considering
that
the
decision
was
made
and
now
we're
coming
to
a
budget
amendment
saying
the
decision
was
made
and
we
need
you
to
pay
him.
They're
gonna
have.
G
J
J
It's
frustrating
to
me
and,
of
course
I.
You
know
the
question
is:
if
we
don't
fund
this
overtime
for
an
officer
who
has
you
know
given
us
his
time,
whether
I
believe
it's
necessary
or
not
and
I,
don't
think
it's
necessary,
but
that's
my
opinion
with
where
and
we
fund
that,
and
they
have
to
take
it
from
somewhere
else
in
the
budget.
Then,
where
else
are
they
taking
it
from
their
budget?
And
what
are
what
sort
of
resources
are
we
missing
out
there?
Great
and-
and
so
this
is
incredibly
frustrating
in
our
hands-
are
tied.
J
A
Council,
what
what
would
you
like
to
do
with
with
these
remaining
items?
There
are
opportunities
to
defer
discussion
and
decision
until
the
next
calendar
year
so
that
we
wouldn't
fund
any
of
these
right
now
you
could
go
through
and
we
could
fund
some
of
the
remaining
items
tonight.
If,
if
we
wanted
to
do
that,
what
is
the
what's
the
interest
of
the
of
the
body
tonight.
A
J
As
far
as
asking
the
neck,
the
police
department
and
the
administration
to
look
into
some
of
the
things
that
we
have
learned
through
this
process
and
and
some
of
the
concerns
that
I
think
have
been
brought
up.
You
know
we
had
a
meeting
about
the
security
and
and
things
that
maybe
weren't
adequate,
and
how
do
we
fix
that
and
I
think
there
are
ways
to
fix
that
without
double
spending.
J
Double
our
money
here
in
this
building
right
and
I
think
that
we've
there's
been
some
discussion
around
that
so
because
I
feel,
like
I,
certainly
want
an
officer
to
be
paid
for
sitting
here.
Whether
I've
we
and
we've
talked
about
allocating
money
for
the
perks
and
though
I
think
there
needs
to
be
more
discussion
there.
I
would
be
okay
with
funding
those
two
items
and
then
having
some
really
strong
intent
language.
So.
A
Okay,
so
here's
an
idea
Ben
how
many
items
do
we,
how
many?
What
are
the
remaining
items
on
the
budget?
Opening
there
are
four
okay:
there
are
the
two
grants?
Okay,
so
let's
do
what?
If
we
did
this,
let's
go
through
Ben.
If
you
want
to
take
us
through
each
of
those
and
we
will
strop
hole
each
to
decide
whether
or
not
we
want
to
vote
on
them
tonight
or
defer
until
next
year.
Does
that
make
sense?
Okay,
all
right
Ben!
If
you
want
to
lead
us
through
that
item,.
K
K
A
A
A
So
let
me
pose
this
to
counsel.
My
recommendation
would
be
if
we're
gonna,
if
we're
going
to
vote,
to
defer
some
of
the
grant,
we
ought
to
vote
to
defer
all
of
it
or
if
we're
gonna
vote
to
fund
it,
we
ought
to
fund.
All
of
it.
I
think
you
know,
piecing
it
out
is
just
going
to
make
things
much
more
difficult
than
it
needs
to
be
so
Ben.
On
the
first
on
the
first
grant,
it's
read
that
one
more
time
then
we'll
strap
hole
then
so.
K
K
This
is
a
new
tool
13900
for
security,
camera
upgrades
19500
for
a
security
system,
server
8300
for
overtime,
specific
to
large,
loud
party
patrols
and
pharmaceutical
take-back
events,
nine
thousand
for
outreach
related
to
the
explorers
program
and
the
gang
prevention
program,
the
hundred
thousand
for
the
mobile
command
center,
fifty
five
thousand
five
hundred,
which
is
a
Salt
Lake
County
sub
award.
So
that
amount
is
a
pass-through
from
the
city
to
the
county.
K
A
A
C
A
I,
don't
think
I
mean
I,
think
it
that,
but
that
probably
complicates
it
too
much.
I
think
the
mobile
command
center
is
something
that
hopefully,
the
chief
received
the
message
that
you
know
that
you
know
we
ought
to
have
a
broader
discussion
about
that
and
we
can.
We
can
look
at
alternative
funding
sources
for
that,
but
this
straw
poll
would
just
be
to
defer
action
on
that
one
grant
until
January
thumbs
up
that
we
support
it
thumbs
down
that
we
oppose
them,
and
that
is
five
to
two
with
council
members,
Fowler
and
Rogers
voting
against.
K
O
Have
a
question
on
that
halfway
house:
great!
So
what
happens
so?
What
happens?
I
would
say
we
and
the
future
will
decide
that
we
don't
want
to
go
with
the
mobile
in
it.
So
there's
$100,000
in
one
and
$150,000
on
the
other
grant
or
something
like
that.
Will
we
see
a
new
proposed,
so
what
were
they're
gonna
do
with
that
remaining
I.
A
Would
I
would
hope
so
because
I
think
that
you
know
there's
you
know
the
the
clock
is
certainly
ticking.
This
is
only
deferring
action
for
a
few
weeks,
so
I
would
I
would
hope
that
there
would
be
an
alternative.
You
know
recommendation
on
how
to
do
how
to
do
with
that,
but
that's
something
that
you
know:
I'll
leave
up
with
the
police
department,
the
administration
and
our
council
staff
Thanks,
okay,
Ben.
What
are
the
other
items?
The.
K
Two
other
items
there
is
I
one.
This
is
the
place
holder
$100,000
for
police
overtime,
whether
it's
in
parks
or
hotspots
or
as
flexible
as
the
council
wishes
it
to
be
for
the
administration.
This
was
just
a
placeholder,
it
would
come
from
fund
balance.
The
other
item
is
a
ten
which
has
the
two
parts:
okay,.
A
That
is
that
as
the
boat
that
is
the
but
that
yeah,
so
so
the
strap
the
strap
hole
would
be
that
we
defer
the
overtime
funding
until
January
of
2020.
The
way
that
I
read
the
initial
vote
total.
Unless
you
want
to
change
your
vote
council
member
of
Aldo
Moros
is
that
that
failed
with
five
to
two
with
council
member
of
Aldo
Moros
and
council
member
Wharton
supporting
the
deferment
okay.
So
that
means
we'll
be
voting
on
that
tonight
or
that'll
be
part
of
the
motion.
Tonight.
Okay,
go
ahead.
A
K
K
A
So
what
before
we
vote
on
this
I
mean
my
my
hope
is
that
the
next
administration
will
re-evaluate
that
decision
regarding
a
sworn
officer
spending
time
in
this
building
and
that
we
instead
look
at
beefing
up
our
if
we
need
to
our
contract
with
CBI
or
another
vendor,
but
that
we
that
we
not
have
a
sworn
officer
providing
security
in
this
building.
That's
something
that
I
hope
that
next
administration
will
will
take
into
consideration.
So
mr.
K
A
K
Else,
Ben
so
based
on
the
straw
polls,
we
are
deferring
action
on
the
two
grants
until
January
staff
will
follow
up
the
police
department
with
additional
questions
about
those
two
grants.
Voting
tonight
on
item
I
won
the
police,
overtime
for
parks
and
hot
spots
$100,000
and
on
item
a10,
which
includes
the
additional
49,000
overtime
in
parks
and
hot
spots,
and
the
87,000
for
the
officer
overtime
in
this
building
left,
with
the
request
for
the
legislative
intent
of
reevaluating
the
service
level
of
CBI
and
the
need
for
the
officer
in
the
building.
Thank.
A
You,
okay,
okay,
perfect,
clears
met
everybody,
okay,
thanks
for
bearing
with
us
as
we
as
we
work
through
that
Marybeth
and
John.
Thank
you
both.
Our
next
item
is
a
resolution.
Approval
of
fundis
furred
fiscal
year,
2019
2020
funding
our
future
housing
program.
Applications,
follow-up,
Alison
Roland,
will
lead
this
discussion.
P
Good
afternoon,
mr.
chair,
thank
you,
as
you
well
know,
since
this
is
the
last
meeting
of
the
year,
this
is
really
an
important
opportunity
for
the
council
to
decide
the
funding
allocations,
specifically
for
FY
24,
the
funding,
our
future
housing
programs.
The
decision
has
been
I
made
I
believe
to
delay
deciding
what
to
do
with
the
fund
balance.
The
eight
hundred
and
seventy
eight
thousand
left
over
from
FY
19
until
the
start
of
the
new
year,
since
that
will
require
a
budget
amendment.
P
What
we,
what
we
proposed
doing
for
this
is
to
go
through
the
spreadsheet,
which
I'll
fix
in
a
minute
to
one
by
one
similar
to
how
you
do
CIP
so
that
you
can
make
a
decision
on
on
each
one
of
these
funding
allocations.
I
do
want
to
mention
I
sent
about
ten
to
five,
the
updated
spreadsheets
that
include
additional
information
from
hand
that
was
requested
during
the
last
work
session.
You
have
copies
of
these
physical
copies
as
well
and
they're
in
your
packets.
P
Luckily,
we
have
Lonnie
and
Jennifer
Schumann
and
I
think
barb
Moreno
here
to
help
with
any
detailed
questions
you
may
have.
We
also
will
suggest
the
possibility
of
holding
small
group
meetings,
especially
if
there
are
any
questions
related
to
FY
19
funding
and
potential
FY
21
funding,
so
questions
that
may
implicate.
No,
that's
not
the
right
word.
Questions
that
may
have
repercussions
for
the
FY
21
funding
in
particular
may
be
relevant,
but
we'd
suggest
a
small
group
meeting
so
that
you
can
get
those.
Does
that
sound
like
the
right
way
to
proceed?
Mr.
chair,
okay,.
P
P
A
H
Johnson,
would
it
be
simpler?
Would
it
be
simpler
for
me
to
excuse
myself
at
this
point
prior
to
going
farther
in
these?
Are
these
are
separate
allocations,
lots
of
money,
I'll
leave
it
up,
they
may
Robert,
you
probably
should
just
the
discussions
may
run
over
to
each
other,
it's
just
just
for
the
optics
and
I'm
gonna
recuse
myself.
Mr.
chair
as
I
work
for
Volunteers
of
America,
one
of
the
applicants
Kevin.
A
P
P
The
fourth
fifth
and
sixth
applicants
are
all
in
the
program:
category
of
rental
assistance,
vulnerable
populations,
including
school
age,
homelessness
and
SPM,
I,
which
I
am
blanking
on
fairly
persistently
mentally
ill.
Thank
you.
The
can
I
repeat
that.
Yes,
please
severely
persistently
mentally
ill.
Okay,
yes,
so
the
funding
category
allocation
was
two
hundred
thousand
and,
as
you
can
see,
the
mayor's
recommendation
also
sums
to
two
hundred
thousand
among
or
between
the
three
category,
between
the
three
applicants
found
here.
Is
there
a
suggestion
on
on
whether
to
deviate
from
the
mayor's
recommendation.
O
P
G
O
G
Could
be
that's
not
very
likely
to
be
fair,
but
it
could
be
a
family
as.
P
The
other
thing
council
members
may
want
to
consider
is
again
we'll
have
that
you'll
have
the
opportunity
to
review
the
unspent
funds
from
FY
19
in
case
you're
interested
in
boosting
any
of
these
amounts.
Any
of
these
funding
amounts.
So
this
there
will
be
several
other
possibilities
because
of
that
878
also
be
good
with
the
mayor's
recommendations.
P
C
Many
phone
calls
a
month:
are
they
getting
at
the
Community
Action
Network
yeah?
Yes,
400
400
a
month
and
the
program
there
is
working.
It's
helping.
People
avoid
eviction
if
there's
just
not
enough
money
and
the
I
think
that
the
concept
with
the
CDC
is
interesting.
I
asked
in
a
previous
meeting
for
some
greater
evidence
in
the
future
in
future
applications
of
that
mode.
Working,
it's
really
hard
to
build
community
leaders
with
the
transient,
renting
population.
C
J
J
Anyway,
this
might
be
one
of
those
things
the
CDC
Utah
one
may
be
something
that
we
star
to
talk
about
with
the
876
thousand,
that
we're
going
to
talk
about
in
January
and
for
now,
since
we're
going
to
adopt
this
this
year.
Put
all
of
that
I
would
be
amenable
to
putting
that
other
76,000
into
Salt
Lake,
Community,
Action
and
funding
that
fully
and
then
come
back
to
the
CDC
Utah
program.
When
we
in
the
future.
O
My
question
here
is
so
I:
don't
I,
don't
see
exactly
how
these
programs
work
so
which
it's
okay,
but
just
simple,
math
CDC
is
allocating
a
hundred
fifty
two
dollars
per
person
because
I
want
to
serve
five
hundred
people
and
then
so
the
Community
Action
will
serve
fifty
people,
and
so
they
will.
They
will
pay
about
four
thousand
four
hundred
and
eighty
dollars
a
person.
So
that's
like
the
math
here,
I'm
gonna
sure,
what's
going
on
how
these
programs
are
deployed.
What
does
this
mean?
Why
is
one
so
it's
low
and
the
ones
correct.
C
Me
if
I'm
wrong,
ladies,
but
the
CDC
program,
isn't
to
connect
people
with
actual
funds
to
maintain
their
housing
or
get
into
housing.
It's
to
educate
people
on
the
programs
like
the
Community,
Action
Program.
That
could
help
them
do
that.
So
it's
an
education
program.
It's
not
a
maintenance
of
housing
program
am
I
correct.
That's.
O
O
I
G
H
When
I
don't
know
this
one
personally
as
well,
I
think
one
of
the
concepts
is
tenants.
Rights
are
probably
stronger
and
more
universally
known.
If
they're
peer-to-peer
and
having
an
organization-
that's
not
a
professional
organization
per
se,
educating
folks
but
having
a
peer,
driven
folk
sort
of
grassroots
organization
that
could
advocate
for
one
another
and
disseminate
the
information
on
that
level
could
be
very
powerful
as
it
grew.
This
is
more
of
a
pilot,
though,
to
start
that
process
I
believe
from
accurate.
Yes,
we
do
have
a
need
for
tenants,
rights,
I.
Think.
H
J
Mr.
chair,
it
I
mean
again
if
we
come
back,
there's
this
other
this
$176,000
that
we
plan
on
talking
about
next
year,
so
I
mean
if
we
come
back
with.
Potentially
the
ability
to
fund
it
fully
to
to
have
them
be
a
little
I
mean
I
I
agree
with
on
it
in
the
sense
that
I
don't
really
know
anything
about
the
program.
I've
looked
at
the
application
a
little
bit,
but
maybe
if
it's
something
that
we
have
a
little
bit
more
information
of
in
the
future,
then
it's
like
yay.
J
P
And
from
what
I've
heard
and
understand,
the
answer
would
be
no
that
they
are
searching
for
other
forms
of
funding
or
other
sources
of
funding.
The
other
possibility,
if
you
delay
the
funding
for
or
put
or
concentrate
the
$300,000
in
the
Community
Action
Program
is
that
we
can
have
small
group
meetings
to
really
tease
out
what
is
involved
in
the
Community
Development
Corporation
proposal.
H
C
That's
so
what
we're
talking
about
with
seventy
six
thousand
dollars
is
approximately
11
households,
11
additional
households
that
the
Community
Action
could
stabilize
housing
on
which
at
seven
thousand
dollars
per
household,
is
a
bargain
compared
to
what
we
end
up:
investing
getting
families
out
of
shelter
and
back
on
to
their
feet.
Mr.
J
H
I
make
a
comment
one
in
the
door
to
it.
I
think
I
would
encourage
if
there's
extra
funds
unallocated
at
the
end
of
this
process,
that
it
goes
back
to
that
pilot
project.
I
think
it
could
yield
a
massive
amount
of
support
over
the
years
going
forward.
That's
not
the
dental,
be
government
funded
essentially.
P
The
next
program
category
is
homeownership
downpayment
assistance.
There
were
three
applications:
Community
Development
Corporation
of
Utah
International
Rescue
Committee
and
Salt
Lake
Neighborhood
Housing
NeighborWorks
Salt
Lake.
The
mayor's
recommendation
was
to
split
funding
between
the
three
programs
that
applied
and
the
council
can
decide
differently
if
they
like.
A
P
L
G
A
P
J
P
A
L
Is
your
last
meeting
in
here
and
your
errands
last
meeting
as
well
and
I
just
wish?
We
could
be
talking
about
that,
because
people
don't
understand
the
routes
that
the
actual
population
has
just
gone
skyrocketing
with
the
new
route.
So
you
know
you
to
hear
these
funding
the
future
silos.
This
is.
We
did
something
pretty
creative,
that.
A
You
the
final
items
on
our
work
session
agenda.
We
have
a
few
board
appointments
interviews.
The
first
is
Alison
Genovese
II
for
the
Community
Development
and
capital
improvements
programs,
Advisory
Board
Alison,
if
you
join
us
up
front,
tell
us
a
little
bit
about
why
you're
interested
in
the
CDC
IP
board
and
and
why
you
won't
would
like
to
join
sure.
P
M
A
Thank
you
for
your
willingness
to
serve
you.
Will
your
name
will
be
on
our
consent
agenda
next
in
our
next
meeting?
Okay,
you
don't
need
to
stick
around
everything's
everything's
great.
We
really
appreciate
your
willingness
that
information
about
the
consent
agenda.
It
goes
to
all
of
you
who
are
going
to
be
interviewed
today.
You
know
again,
you
are
welcome
to
stay,
but
but
you
won't
need
to
so.
Thank
you
for
your
willingness
to
serve
excellent.
A
A
G
G
Community
here
down
in
Salt,
Lake
I
have
a
background
in
theater
and
a
master's
in
performance
studies,
and
so
for
me,
one
of
my
biggest
passions
is
arts,
education
and
community
engagement
and
how
we
can
provide
access
and
particularly
access
to
communities
that
are
often
marginalized.
Don't
know
how
to
get
into
the
door
are
often
even
you
know,
communities
with
disabilities.
G
J
G
A
G
That
don't
know
me
my
name's
Brandon
do
I'm
the
president
of
the
central
Utah
Federation
of
Labor.
Also,
my
other
full-time
job
is
with
the
Operating
Engineers
representing
men
and
women
in
the
construction
industry,
and
the
reason
why
I'd
be
interested
in
this
council
is
I
think
that
I
could
bring
a
unbiased
opinion.
G
J
I'm
really
looking
forward
to
you,
representing
on
this
board,
I
think
that
you'll
bring
a
very
good
voice
to,
as
you
know,
some
of
the
negotiations
and
and
to
some
of
the
ideas
that
we
we
as
a
council,
really
want
to
see,
improve
and
and
be
better
for
our
employees
or
city
employees
in
here.
So
thank
you
and.
A
Brandon
I
want
to
thank
you
as
well.
You
know
it's
been
a
few
years
now,
since
the
council
has
has
work
to
have
broader
representation
on
the
CCAC.
It's
important
for
our
working
families
in
the
city
to
be
fully
represented
to
have
you
know
the
committee
not
just
understand
human
resources,
but
also
folks
on
the
committee,
understand
labor
the
importance
of
labor
negotiations,
and
so
thank
you
for
your
willingness
to
serve
you'll.
You
I'm
very
confident
that
you'll
excel
on
that
board.
So
thank.
A
Q
I'm,
a
resident
district,
one
I
am
a
transportation
engineer
by
profession
and
I
feel
like
this
will
be
an
opportunity
for
me
to
implement
what
I
know
what
I've
learned
over
throughout
school
in
my
community
and
I.
Think
would
be
great
for
me
to
share
my
ideas
with
others:
I
already
attended
a
transportation,
advisory
board
and
I
like
the
way
we
are
able
to
discuss
and
I
think
the
being
able
to
present
represent
from
the
career
side
or
from
the
profession
side
I'll
be
able
to
help
maybe
guide
some
decisions
or
help.
O
Thank
you
so
much
for
your
time.
I
I'm
excited
that
you're
here
I'm
excited
that
you
can
be
an
ally
with
us
when
we're
trying
to
communicate
with
our
communities
and
Hispanic
communities
where
we
can
help
I
understand
how
the
city
works
and
the
decisions
that
are
made
and
this
advisory
boards,
and
also
as
we
all
try
to
get
involved
in
different
boards
or
the
council.
Having
you
here
is
another
bonus
point
for
the
cost
of
saying
we
hispanic
city
to
participate
more.
So
thank
you
so
much
for
your
time.
Thank
you.
A
A
Q
A
A
E
Your
council
policy
regarding
travel
for
out-of-town
training
requires
that
we
check
in
with
you
if
we
have
any
council
members
interested
in
an
out
of
town
training
other
than
the
few
that
are
listed
in
your
policy.
For
the
past
three
years,
the
council
has
sent
people
to
the
National
Alliance
to
End
Homelessness
conference
council
member
Andrew.
Johnston
has
requested
to
go
to
the
conference
coming
up
in
February.
A
H
A
E
Received
the
annual
calendar
at
your
last
meeting
and
it's
here
again
for
your
review
you
this
isn't
your
last
chance.
The
recorders
office
will
publish
it,
but
you
will
have
an
opportunity
after
the
beginning
of
the
year,
as
well
as
throughout
the
year
to
amend
it.
It's
always
best
if
we
get
as
many
of
the
adjustments
that
are
needed
into
the
calendar
from
the
beginning,
so
that
people
can
plan
their
schedules
and
also
bond
advisors
can
can
use
it
reliably.
So,
let's
see
then
a
legislative
action
request.
E
So
there's
a
lot
of
information
the
administration
has
provided,
but
we
don't
know
whether
they
have
taken
a
current
look
at
it
with
the
most
recently
developed
materials
and
ability
for
it
to
drain
and
that
type
of
a
thing.
So
this.
If
the
council
approves
this,
it
would
go
to
the
administration
and
ask
them
to
report
back
on
the
findings
after
a
holistic
review.
A
E
Okay
and
then
legislative
subcommittee,
we,
this
is
something
that
the
councilmembers
spoke
about
previously,
but
did
not
take
a
straw
poll
about,
and
that
is
if
the
legislative
committee
committee
consists
of
the
chair,
the
vice
chair
and
the
Immediate
Past
Chair
and
Immediate
Past
Chair
is
there
for
continuity
sake.
The
question
is
whether
you
would
like
to
specify
that
the
immediate
past
vice
chair
serves,
in
addition
to
the
chair,
current
chair
and
vice
chair,
so
that
that
continuity
is
is
addressed.
Thumbs-Up.