The Service Opportunity Assessment Review (SOAR) is a county-wide initiative to identify and where appropriate, reimagine county operations to maximize service delivery, best utilize county assets, and recruit and retain employees.
SOAR focuses on the optimization of service delivery, and how to best utilize county assets (physical spaces), while maximizing the recruitment and retention of employees.
The focus on service delivery is a recognition of significant changes that are taking place in our County . Salt Lake County’s population is more dispersed than ever and will increase by 500,000 people in the next 40 years. To plan for this growth, and our resident’s changing expectations, we must ensure services are as accessible as possible by meeting customers where they are (online or in-person).
SOAR is providing us with the opportunity to reimagine county operations to maximize service delivery. It extends the work we have already done over the last few years to innovate our service delivery including offering curbside service delivery, enhanced digital services, contactless delivery, and reworked physical space to accommodate customers as well as employees.
SOAR is not focused on jobs and roles. However, since SOAR provides the opportunity to reimagine how services are delivered, components of jobs could evolve after the SOAR project.
The Government Center plays a big role in how we currently deliver services and is a significant focus area for SOAR. The SOAR project will also extend beyond the Government Center and look at a cross section of our facilities and assets.
Through the Spring and Summer of 2023 our consulting teams will be gathering data, including connecting with employees and our residents. Fall 2023 and the early part of 2024 will be focused on developing options and strategies. We aim to have the initial SOAR recommendations in Spring of 2024. Please see the project website for a more detailed timeline.
TBD (dependent on recommendations). More information will be forthcoming.
SOAR will offer multiple opportunities for us to provide input, including surveys and focus groups. Agencies will be contacted directly by the project team to gather input, and to work collaboratively throughout the reimagining process. Initial contact will be through department leadership and the SOAR Steering Committee.
Where appropriate, employees may be asked to provide input via surveys and focus groups. Additionally, some employees may be asked to assist and/or participate in the process by their agency leadership. We also welcome thoughts and comments from employees.
Employees can stay up to date on SOAR through the SOAR website: slco.org/soar/ and by reading updates provided through the weekly eConnect newsletter. Where appropriate, employees may be asked to provide input via surveys and focus groups and may engage with their agency leadership to provide input. Employees may also provide comments and thoughts by emailing at SOAR@saltlakecounty.org
The Salt Lake County Government Center is approaching 40 years old. Over the past two years, we have reviewed costs for much needed maintenance and renovations, as well as conducted an assessment specific to the size and current use of the Government Center. At this time, the estimated cost for maintenance and renovations is at least $225 million.
On September 10, the Salt Lake County Council approved entering into a contract to purchase a vacant and available building in Midvale. The purchase of the building will not be finalized unless the 60-day due diligence period proves beneficial to the County.
A Council presentation will take place on October 29 at 6 pm and will provide the public and employees the chance to learn more and share comments.
A new building will provide a modern and efficient workspace with enhanced amenities for Salt Lake County employees. A central location and access to public transportation options will reduce commuting times and offer more sustainable travel options for employees, ultimately improving service delivery.
If the building purchase is finalized, additional communication will be provided, including timelines. The new building will require modifications to transition to a public building. At this time, we estimate a move would not take place for at least 12–18 months.