7462a4b1adfdf09b

2025 Annual Community Survey

Thu, 09 Jul 2026 06:18:17 GMT

2025 Annual Community Survey

South Jordan City

Council Study Meeting

February 17, 2026

Key Survey Findings

2025 Community Survey

City Direction and Quality of Life

Majority Positive Outlook: 60% of respondents believe South Jordan is heading in the right direction, with only 10% saying it is going the wrong way. However, uncertainty has increased slightly (31% unsure, up from 26% last year).
High Quality of Life: The average quality-of-life rating is 82 out of 100, with 90% rating it 70 or higher. This high rating is consistent across all city districts.

Leadership and City Services

Leadership Approval: 52% of residents approve of city officials, with District 4 showing the highest approval. Disapproval remains low.
Service Satisfaction: 72% believe city services provide good value for their tax dollars. Fire/emergency services, garbage collection, and city parks all received satisfaction ratings of 80 or above.

Community Satisfaction and Recommendations

Strong Community Endorsement: 91% would recommend South Jordan as a good place to live, with 60% 'very likely' to recommend it.
What Residents Like: Safety, cleanliness, community feel, and convenience to essentials are most valued.

Growth, Traffic, and Future Concerns

Top Issues: Growth and resulting traffic are the most important and prevalent concerns, both now and for the next five years. Residents also worry about housing affordability and maintaining safety.
Urban Center Development: Awareness of the Downtown Daybreak urban center project has increased. While 83% see positive economic impacts, 82% are concerned about negative traffic impacts.

City Priorities and Performance

Priority Ratings: Recreation, city events, and safety are rated highly. However, ratings for transportation and long-term growth have declined (down 7 and 4 points, respectively, from last year).
Performance Trends: Overall, performance ratings for city priorities have declined since 2024, especially in recreation, safety, and communication.

Communication and Engagement

Preferred Communication: City emails are the most used and preferred source of information. 71% are satisfied with monthly emails, and 94% find city communications at least somewhat useful.
Contact with City: The rate of residents contacting the city dropped to a new low of 31%. Most issues are resolved within one or two contacts, and 83% of those who contact the city feel they are treated with courtesy and professionalism.

Online Services and Social Media

Website Usage: Paying and connecting utilities are the most common online tasks, with high satisfaction ratings for these services.
Social Media: Over 60% do not follow the city's social media accounts, but those who do find them useful, especially on Facebook.

Demographics and Methodology

Survey Reach: 1,035 completed responses from an estimated 80,000 adults (14% response rate, margin of error ±3%). Responses were weighted for demographic accuracy.
Representation: All five city council districts were well represented.

Summary Table of Key Metrics:

Metric 2025 Value

Right Direction 60%

Quality of Life (avg/100) 82%

Leadership Approval 52%

Recommend City 91%

Service Value (Good+) 72%

Contacted City (past year) 31%

Top Concern

Growth/Traffic

Urban Center Econ. Positive 83%

Urban Center Traffic Negative 82%

These findings provide a clear snapshot of resident sentiment, strengths, and areas for improvement in South Jordan as of 2025.

Reference:

https://sjc.utah.gov/DocumentCenter/View/7661/South-Jordan-2025-Community-Survey-Report

Key Council Meeting Topics

E.1. Y2 Analytics – Community Survey Results

Survey Overview and Methodology

The annual resident survey was conducted by Y2 Analytics from January 5–19, 2026, with 1,112 responses and 807 completions, yielding a robust sample (margin of error ±3.4%).
The survey included both returning panelists and newly sampled households, with responses weighted for demographic accuracy.

Resident Satisfaction and City Direction

High satisfaction: an average quality-of-life rating of 81/100, consistent across districts.
57% believe the city is headed in the right direction; 15% think it is headed in the wrong direction; 27% are unsure (uncertainty has decreased from last year).
Approval ratings for the City Council increased by 10 points from the previous year, with 62% of residents approving of city officials.
89% of respondents would recommend South Jordan as a good place to live.

Key Concerns and Priorities

Growth and traffic remain the top concerns for residents, both currently and over the next 3–5 years. Infrastructure and housing are also recurring themes.
Traffic flow is the highest priority for residents (28%), followed by quality of life and safety.
Residents are generally satisfied with city services (average rating: 73/100), but code enforcement and planning/zoning/building services received the lowest ratings, reflecting frustration with growth management.

City Services and Communication

Fire/emergency medical services and garbage collection received the highest satisfaction scores (86/100).
Police services are highly rated (80/100), with council members noting strong resident appreciation for public safety.
Residents prefer to receive city information via email or digital newsletters, with a majority satisfied with monthly communications.
Most residents use the city website for utility payments and service requests, with high satisfaction for these online tasks.

Resident Engagement and Feedback

31% of residents contacted the city in the past year, primarily for public works and code enforcement; police-related contacts have decreased.
Most issues are resolved on first contact, and residents report being treated with courtesy and professionalism (80% agreement).
Survey fatigue was noted, with suggestions to split the survey in future years to maintain data quality and reduce respondent burden.

Urban Center Development Awareness

Awareness of the Downtown Daybreak Urban Center development has increased, but 17% of residents remain unaware.
Residents see positive impacts on economic development, quality of life, and public transit, but express concerns about increased traffic, crime, and parking.

Council and Staff Reactions

Council members and staff discussed the importance of addressing growth, traffic, and communication preferences.
There was recognition of the need to adjust survey methodology to reduce fatigue and improve engagement.
Departments receive and review verbatim survey responses to address specific service issues and improve responsiveness.

Example Implementation:

The council can use these findings to prioritize traffic and growth management in strategic planning.
Consider splitting future surveys to reduce fatigue and maintain high response rates.
Continue to enhance digital communication channels, focusing on email and website improvements.
Monitor and address lower-rated service areas, especially code enforcement and planning/zoning, to improve resident satisfaction.

This summary provides a clear, actionable overview of the council's discussion and the main takeaways from the Y2 Analytics Community Survey Results as presented in the meeting.

Reference:

https://mccmeetings.blob.core.usgovcloudapi.net/sojordanut-pubu/MEET-Minutes-aa8489ab4a58442e9e679c25020355f6.pdf

South Jordan City Council Study Meeting Item F.2. May 5, 2026

Thu, 09 Jul 2026 05:22:16 GMT

South Jordan City

Council Study Meeting Item F.2.

May 5, 2026

Key Points: F.2 Park Fees

Purpose and Rationale

The city faces budget constraints, with a large portion of the general fund dedicated to public safety, leaving parks and recreation to compete for limited resources.
Parks are highly valued by residents, and there is a need to avoid deferred maintenance and ensure long-term sustainability.
The proposed park fee aims to create a dedicated, sustainable funding source for park maintenance, improvements, and future amenities, separate from the general fund.

Financial Structure and Analysis

Staff, with consultants, analyzed the combined parks and cemetery budgets for 2027, since cemetery operations were merged into the parks budget in 2014.
Personnel costs (~$4.1 million, 77% of the budget) will continue to be funded by the general fund.
Operations & Maintenance (O&M) (~$1.2 million) and capital improvements (~$500,000 annually) are proposed to be funded by the new park fee.
The capital allocation is intended as a baseline for future park improvements and to address service gaps identified in the park's master plan.

Proposed Fee Structure

The fee is based on the number of residential utility accounts: ~25,000 single-family and ~4,000 multi-family units.
Fee calculation uses average household sizes (3.16 for single-family, 2.02 for multi-family) to ensure proportionality to park usage.

Proposed monthly fees:
Single-family: ~$5.28
Multi-family: ~$3.38
Projected to generate ~$1.7 million annually, covering O&M and capital needs.

Use and Transparency of Funds

Fee revenues will be placed in a dedicated account, used only for parks-related purposes (O&M, capital improvements, cemetery maintenance, etc.).
Any unspent funds will roll over for future park needs.
Staff provided a breakdown of how the fee would be allocated (e.g., $1.50 to CIP, $2.00 to active parks, $1.00 to neighborhood parks, $0.21 to cemetery, with further breakdowns for forestry, open space, etc.).
The city will provide clear public communication and visual breakdowns to help residents understand how their fees are used.

Implementation and Flexibility

The fee is included in the tentative budget but requires council approval for final adoption.
The fee can be adjusted in future years based on community priorities and capital project needs (e.g., each additional $100,000 in capital funding would add ~$0.30 per household per month).
The fee will appear as a line item on utility bills.

Council Questions and Clarifications

Clarified that the fee applies to all residential units, including multi-family, to ensure equity.
Multi-family units are billed per unit, not per meter, consistent with city ordinance and impact fee methodology.
The fee structure is designed to be legally defensible and proportionate to estimated usage.
Council discussed the importance of annual review and adjustment of the fee in conjunction with the city’s capital improvement planning.

Communication and Next Steps

The city is preparing educational materials and talking points for staff and elected officials to explain the fee to residents.
The council retains discretion to approve or exclude the fee from the final budget; removing it would require offsetting budget adjustments.

Example Implementation:

If the fee is adopted, a single-family household would see a ~$5.28 monthly charge on their utility bill, with clear breakdowns showing allocations to active parks, neighborhood parks, cemetery, and capital improvements.
The city would use these dedicated funds to maintain and improve parks, replace aging playgrounds, and address service gaps identified in the master plan, ensuring transparency and accountability to residents.

Reference:

https://mccmeetings.blob.core.usgovcloudapi.net/sojordanut-pubu/MEET-Minutes-e8c8e27db6d443348196779679e7a012.pdf

South Jordan City Council Budget Meeting March 17, 2026

Thu, 09 Jul 2026 04:49:19 GMT

South Jordan City

Council Budget Meeting

March 17, 2026

Key Points Summary

Infrastructure Projects and Capital Improvements

The Council discussed I-15 interchange improvements, referencing other cities' experiences (e.g., Washington City contributed $5 million for enhancements).
Landscaping and aesthetic improvements for interchanges would require local funding.
Updates on the Jordan Ridge Park expansion included plans for public engagement and design evaluation.
A City Council tour of infrastructure project sites was scheduled for April 9.

Technology and Operational Efficiencies

No IT projects were included in the 2026–27 Capital Improvement Program (CIP) due to pending quotes, but future planning includes technology replacements and a master plan.
Staff is reviewing programs to achieve long-term savings and improve resource management.
Employee healthcare benefits adjustments were proposed to reduce premium increases (from 9% to just over 4%), saving about $250,000.

Service Enhancements

The city is considering reinstating fingerprinting services for residents, using existing municipal court equipment, which could generate revenue and improve convenience.

Revenue Strategies and Funding Mechanisms

The Council discussed the need for reliable revenue sources due to rising operational costs and limited support for property tax increases statewide.
Several funding options were considered:
Property Tax Adjustments: Neighboring cities are considering modest annual increases to keep pace with inflation.
Transportation Utility Fee (TUF): Could fund roadway maintenance, snow removal, and related costs. Fee structures vary by city and would require a formal study, public hearings, and an ordinance. Commercial properties may bear a larger share due to higher impact.
Parks Utility Fee: Proposed as a $5/month fee to fund park maintenance and improvements, based on models from Herriman and Syracuse. Would primarily impact residential users and require a formal study.
Public Safety District: Considered as an alternative to a public safety utility fee (not allowed for large cities). The district could initially fund emergency communications (VECC) and gradually incorporate more public safety costs. Would require statutory processes, public input, and could be funded initially with reserve funds.

Legal and Public Process Considerations

Implementation of new fees or districts requires formal studies, public notification, hearings, and ordinances.
Exemptions for tax-exempt entities (schools, churches) are mandated by state law.
Transparency and public communication are emphasized for any new funding mechanism.

Council Deliberations and Community Concerns

Council members expressed support for further exploring park utility fees and public safety districts, with some reservations about property tax increases and transportation utility fees.
Concerns were raised about equity, especially for residents in master-planned communities who already pay HOA fees for parks and for those in areas with fewer amenities.
The importance of clear communication about how fees would be used and ensuring citywide benefits was stressed.

Next Steps and Budget Planning

Staff will proceed with employee benefits adjustments and further evaluation of fingerprinting services.
The Council expressed interest in conducting a parks utility fee study first, followed by a preliminary evaluation of a transportation utility fee for future consideration.
Reserve funds may be used to cover immediate public safety communication costs while a public safety district is established.

Example Implementation:

If the city adopts a parks utility fee, residents would pay a dedicated monthly fee (e.g., $5) restricted to park maintenance and improvements, with transparent reporting on usage and benefits.
A transportation utility fee, if implemented, would be based on a formal study and could be structured to balance costs between residential and commercial users, funding road maintenance and related services.
The creation of a public safety district would involve public hearings and could start by funding 911 services, with the potential to expand over time.

This summary provides a clear overview of the meeting's main discussions and actionable directions for the city's fiscal planning.

Reference:

https://www.sjc.utah.gov/DocumentCenter/View/11952/03-17-2026-South-Jordan-City-Council-Budget-Meeting-Minutes

South Jordan City Council Budget Meeting March 4, 2026

Thu, 09 Jul 2026 00:44:37 GMT

South Jordan City

Council Budget Meeting

March 4, 2026

Key Budget Meeting Points

Purpose and Process

The meeting centered on reviewing and prioritizing the Fiscal Year 2026-27 Capital Improvement Projects (CIP).
Staff presented a structured, multi-departmental process for compiling and prioritizing projects, with a focus on aligning investments with the city’s strategic priorities.

Major Funding Allocations (FY27)

General CIP Fund: $3.9 million for infrastructure, facilities, and parks.
Culinary Water Fund: $2.0 million for water infrastructure and conservation.
Storm Drain Fund: $1.7 million for drainage and stormwater projects.
Transportation Sales Tax: $1.8 million for road and trail improvements.
Class C Road Fund: $2.2 million for pavement and road maintenance.
Bond Proposal: $23 million for Fire Station 65 construction.

Highlighted Projects and Initiatives

Infrastructure Maintenance: Emphasis on ongoing maintenance to prevent costly replacements (e.g., City Hall boiler, Fire Station 62 upgrades, Towne Center paver replacement).
Parks and Open Spaces: Continued investment in amenities valued by the community, including park strip water-wise landscaping and playground replacements.
Trail and Connectivity Projects: Shields Lane multi-use path (leveraging $2.7 million in grants), Beckstead Canal piping and trail connection, and trail extensions.
Water Conservation: Expansion of central control irrigation, park strip conversions, and Beckstead Canal piping (with grant applications to the Great Salt Lake Commission).
Fleet Management: Repurposing police vehicles for Public Works and Parks to maximize asset life and reduce costs.
Stormwater and Drainage: Lampton waterway removal, down well repairs, and long-term stormwater master plan projects.
Transportation: Emergency alert signal at Fire Station 61, intersection improvements at South Jordan Parkway and 4000 West (with significant grant funding), and ADA upgrades to traffic signals.
Mulligan’s Facility: Ongoing improvements, including mini golf upgrades, new pavilion, and water-wise landscaping, supported by growing revenues and a focus on sustainability.

Fire Station 65 – Major Decision Point

Need: Rapid growth in emergency calls (12.25% increase last year; 106% since Station 63), with west side response times often exceeding 8–15 minutes.
Proposal: $23 million bond to fund design and construction, with phased staffing and a focus on serving current and future growth areas.
Council Deliberation: Members requested a detailed financial analysis and funding options before making a final decision, citing concerns about timing, cost, and long-term impact on residents.

Strategic and Fiscal Considerations

Grant Leverage: The city has successfully secured and utilized state and federal grants for infrastructure and conservation projects.
Cost Savings: Internal staff expertise and resource sharing (e.g., in-house design, repurposed vehicles) have reduced project costs.
Long-Term Planning: Discussion of future facility needs (e.g., eventual replacement of Fire Station 61, public works facility progress, and land banking for future projects).
Community Engagement: Council emphasized the importance of balancing infrastructure investment with efforts to minimize tax burdens and maintain transparency with residents.

Next Steps (as discussed in meeting)

Staff to prepare detailed financial breakdowns and funding options for Fire Station 65.
Continued refinement of the CIP based on council feedback, including IT and facility planning.

Example Implementation:

The city will invest $350,000 annually in water-wise landscaping along park strips, leveraging state grants to accelerate progress and reduce long-term water costs.
The Shields Lane multi-use path will proceed with a $210,000 city match, unlocking $2.7 million in external grant funding for construction.
Fire Station 65 planning will advance only after the council reviews a comprehensive financial analysis, ensuring fiscal responsibility and alignment with community needs.

This summary provides a concise yet comprehensive overview of the meeting’s key budget points, supporting informed decision-making and public communication.

Reference

https://www.sjc.utah.gov/DocumentCenter/View/11845/03-04-2026-South-Jordan-City-Council-Budget-Meeting-Minutes

South Jordan City Council Budget Meeting January 7, 2025

Thu, 09 Jul 2026 00:21:17 GMT

South Jordan City

Council Budget Meeting

January 7, 2026

Key Points Summary

1. Budget Process and Context

The meeting focused on the Fiscal Year 2026-27 budget, with early preparation starting in September 2025.
The city’s budget process is collaborative, involving department heads and administration, with an emphasis on fiscal responsibility and maintaining service levels.

2. Employee Compensation and Retention

South Jordan is behind neighboring cities in cost-of-living adjustments (COLA); last year’s COLA was 1%, while others ranged from 3.5% to 6%.
Police salaries are about 5% below market, fire salaries are about 10% below, and some benchmark positions are over 20% below market.
Employee turnover increased to 12.5% (from an average of 11.5%), with 83% of separations voluntary and 70% considered “regrettable.”
Main reasons for departures: compensation, opportunities for advancement, and other employment offers.
76 employees are eligible for retirement within five years, highlighting the need for succession planning.

3. Staffing Requests and Priorities

13 full-time positions requested: 6 in police (including 4 new officers and converting 2 part-time roles to full-time), 5 in fire (including 3 firefighter/AEMTs, a Fire Marshal, and a Records/Data Specialist), plus a Cybersecurity Technician and an Associate Director of Recreation.
Additional part-time and seasonal positions are requested for parks, the senior center, and communications.
Staffing additions are aimed at maintaining service levels, supporting growth, and succession planning.

4. Funding and Revenue Strategies

Funding all proposed public safety positions would require an 8–10% increase in the property tax (about $38–$50 annually for a $650,000 home).
The city’s property tax revenue ($17 million) does not cover current police costs ($25 million); fire services cost about $12 million.
Alternative revenue options discussed: creating a public safety district, implementing user-based fees (e.g., transportation utility fee, park fees), and growing the sales tax base through economic development.
Legislative changes may cap property tax increases at 5%, requiring contingency planning.

5. Council Discussion and Direction

Council members expressed concern about the sustainability of repeated tax increases and emphasized the need for alternative revenue sources.
Transparency and resident engagement in the budget process were highlighted as priorities.
Staff were directed to research and prepare options for new revenue tools (public safety district, utility fees, event-based fees) and to clarify which could be implemented in the current or future fiscal years.
The council agreed to consider both immediate and long-term strategies, balancing fiscal responsibility with the need to remain competitive in the labor market and maintain service levels.

6. Other Notable Points

The city is exploring commercial development opportunities (e.g., Rio Tinto area) to expand the tax base.
Recent legislation (HB 151) may help attract large retailers without costly incentives.
Cemetery fees and impact fees are due for review, as they have not been updated in over a decade.

Summary Statement: The meeting focused on balancing fiscal responsibility, employee retention, and service delivery amid rising costs and a competitive labor market. The council discussed the need for compensation adjustments, new staffing, and alternative revenue sources while preparing for possible legislative constraints on property tax increases. Transparency, strategic planning, and proactive engagement with residents and legislators were emphasized as key to addressing both immediate and future budget challenges.

Reference:

https://sjc.utah.gov/ArchiveCenter/ViewFile/Item/411

South Jordan City Parks and Open Space Water Shortage Irrigation Response Plan

Wed, 08 Jul 2026 18:40:52 GMT

South Jordan City

Parks and Open Space Water Shortage Irrigation Response

South Jordan City’s parks irrigation plan explains how the City will manage watering during drought or water shortages while protecting the most important public landscape assets. The main priority is to preserve trees, especially newly planted trees, because they take years to replace.

Athletic fields, event spaces, and other high-use park areas will also be protected as much as possible because they serve the community. Lower-priority grass areas, park strips, and natural open spaces may receive less water and may turn brown or go dormant during shortages.

As drought conditions become more serious, the City will reduce watering schedules, shut off low-priority irrigation zones, limit decorative water features, and shift more resources to deep watering trees by hand or with emergency methods. Residents may see brown grass in parks, but that does not necessarily mean the grass is dead.

The plan follows the City’s phased drought response system and is designed to conserve water while protecting the landscapes that are hardest to replace and most important for public use.

Purpose & Summary

This plan is designed to provide guidance for maintaining critical landscape assets, protecting long-term landscape infrastructure (especially trees and athletic fields), and aligning Parks irrigation practices with the City’s and Jordan Valley Water Conservancy District’s phased water shortage response plans.

This plan mirrors the City’s Phase I – IV drought framework and applies it operationally to parks, park strips, and other open spaces.

The key principle that guides this plan is to preserve what cannot be quickly replaced (trees), sustain what serves the community (fields and event space), and sacrifice what can recover (turf & natural open spaces).

This plan is divided into the following sections:

Systemwide Irrigation Priorities (this section identifies the irrigation priorities throughout the City’s parks and open space system)
Irrigation Strategy by Water Shortage Phase (this section defines the approach to irrigation practices, applied restrictions, and key actions according to priorities for each phase of water shortage)
Secondary Water Considerations (details considerations for secondary water shortage)
Operational Tools & Best Practices (identifies tools and best practices to be considered during water shortages)
Communication Plan (details what to be communicated and to whom)
Triggers for Escalation (outlines how triggers for each phase are determined)

System-wide Irrigation Priorities (Applies to all phases)

Tier 1 – Highest Priority (Preservation Assets)

Trees (~ 8,500 trees citywide)

Newly planted trees (first 1-5 years)

High-value landscaped areas (civic spaces, athletic fields

Goal: Prevent permanent loss

Method: Deep, infrequent watering

Tier 2 – Functional Turf (Community Use) • High-use park turf (event spaces, gathering areas) Goal: Maintain safe gathering surfaces Method: Reduce frequency, maintain root depth

Tier 3 – Non-Essential Turf • Low-use park turf and open space grass • Passive turf areas Goal: Survival only (not aesthetics) Method: Minimal irrigation to prevent total loss

Tier 4 – Lowest Priority • Park strips • Natural landscaped areas • Undeveloped open space Goal: Water conservation (accept summer dormancy) Method: Aggressive water reductions early

Irrigation Strategy by Water Shortage Phase

Phase 1 – Advisory (Normal operations with conservation emphasis)

Operations

• Normal operations

• Audit irrigation systems (efficiency, leaks, coverage)

• Adjust controllers seasonally (no overwatering)

• Begin public-facing drought messaging in parks where appropriate

Irrigation Approach

• Trees: Water normally, as deep as possible

• Athletic Fields: 80% - 100% ET replacement (the irrigation practice of replenishing water lost from soil evaporation and plant transpiration to maintain optimal soil moisture and crop health)

• Non-essential turf: 80% - 100% ET Replacement

Key Actions

• Increase central control usage

• Convert landscape to xeric and drip conversion where feasible

• Track water use by park/zone

Phase II – Moderate Shortage (Minor reductions; no consecutive watering)

Operations

• Eliminate consecutive-day irrigation cycles where they exist.

• Implement systemwide watering schedules rest days

• Increase monitoring of dry spots and system failures

Irrigation Approach

• Trees: Focus on deep watering, transition to water by hand and water bladders (no reduction)

• Athletic fields: Reduce to ~ 70% - 80% ET

• Non-essential Turf: Reduce to ~ 50% - 60% ET (brown spots are okay)

• Tier 4: Aggressively reduce irrigation and perform fire hazard mitigation where necessary

Restrictions Applied to Parks

• No irrigation between 8 AM and 8 PM • Reduce spray irrigation runtime

• Shut-off irrigation during/after rain events, duration of shut-off determined by each storm severity and location

• Reduce decorative water use (fountains, manmade streams and ponds) • Recommend reducing outdoor splash pad and water toy usage

Key Actions

• Identify “sacrifice zones” (low-priority turf)

• Discuss reducing athletic field usage to maintain turf health

• Increase communication with recreation/sports users

• Shift some staff to hand-watering trees if needed

• Begin drying down park strips

Phase III – Moderate to Severe (Mandatory reductions; strict scheduling)

Operations

• Mandatory watering schedules (2-3 days/week equivalent)

• Shut-down irrigation in low-priority zones

• Daily monitoring of system performance

Irrigation Approach

• Trees: continue to focus on deep watering, water by hand and water bladders (critical asset protection)

• Athletic fields: Reduce to ~50% - 60% ET, focus on high-use fields only. Limit programmed use

• Non-essential turf: Minimal watering or complete shut-down

Restrictions Applied

• No hard surface washing

• Eliminate decorative water use (fountains, manmade streams and ponds)

• Recommend eliminating outdoor splash pads and water toy usage

• Limit irrigation to assigned days and windows

Key Actions

• Convert athletic fields to “survival mode” between events

• Drastically reduce or eliminate programmed sports on athletic fields

• Aggressively reduce irrigation run times

• Shift additional staff to hand-watering trees

Phase IV – Severe Shortage (Emergency conservation; survival only)

Operations

• Irrigation limited to critical assets only

• Entire zones shut off systemwide

• Daily executive-level monitoring/reporting Irrigation Approach

• Trees: Top priority, deep watering by hand

• Sports Fields: Maintain only select priority fields (game-ready only); others go dormant

• Non-Essential Turf: No irrigation (allowed to go dormant)

Restrictions Applied

• 1-2 watering days/week, only where allowed

• No refilling decorative water features (fountains, manmade streams and ponds)

• Eliminate all non-essential irrigation

Key Actions

• Establish “critical athletic field list” (limited playable inventory)

• Deploy emergency watering methods (water tucks, water trailers, more hand watering practices)

• Accept turf loss in low-priority areas

Secondary Water Considerations

• Monitor Utah Lake supply closely during phases II - IV

• Expect faster escalation to severe restrictions

• Prioritize trees and athletic fields only in severe phases

• Prepare for complete shutdown scenarios if canal delivery stops

Operational Tools & Best Practices

System Management

• Central irrigation control system

• Flow sensors & leak detection

• Zone-by-zone runtime reduction

• Cycle/soak runtimes

Field Practices

• Water between 8 PM – 8 AM

• Cycle/soak method to prevent runoff

• Raise mowing heights (reduces stress and encourages deeper roots)

• Aerate to improve water penetration

Communication Plan (critical for success)

Internal

• Weekly drought status updates to PW Leaders & City Admin

• Field staff briefings determined by phase (weekly during phases II – IV)

• Clear priority maps (priority tiers 1-4 zones)

Public

• Park signage: “Drought Mode Irrigation” language

• Messaging explaining “Brown grass ≠ dead grass and trees are the priority

• Coordinate messaging with other City-wide drought phase announcements

Triggers for Escalation (Operational Alignment)

Use the same triggers defined in the South Jordan City Water Shortage Management Plan that is part of the greater 2025 Water Conservation Plan Update to escalate response.

• Reservoir/storage levels below normal

• JVWCD curtailment directives

• Supply dropping to

o ~95% → Phase II

o ~90% → Phase III

o ~70% → Phase I V

The City of South Jordan Annual Budget Fiscal Year 2026

Wed, 08 Jul 2026 18:36:43 GMT

City of South Jordan

Annual Budget

Fiscal Year 2026-2027

Based on the document overview, the FY2027 Annual Budget is a comprehensive report outlining the financial plan for the City of South Jordan for fiscal year 2026-2027.

Projected revenues and expenditures for the fiscal year

Major funding priorities and capital projects

Departmental budgets and staffing plans

Policy initiatives and strategic goals

Analysis of financial trends and challenges

Link to complete report:

https://www.sjc.utah.gov/ArchiveCenter/ViewFile/Item/723

South Jordan Parks, Open Space, Recreation & Trails Master Plan 2025

Wed, 08 Jul 2026 18:00:00 GMT

South Jordan Parks, Open Space, Recreation & Trails Master Plan 2025

Key Recommendations from the 2025 Parks and Rec Master Plan Update:

Expand and Enhance Park Facilities:

Develop new parks in underserved areas to ensure equitable access for all residents.
Upgrade existing parks with modern amenities, improved landscaping, and accessible features.
Prioritize multi-use spaces that can accommodate a variety of recreational activities.

Improve Trail Connectivity:

Expand the city’s trail network to connect neighborhoods, parks, and regional destinations.
Focus on safe crossings, signage, and wayfinding to encourage walking and biking.

Increase Open Space Preservation:

Protect natural areas and open spaces from development to maintain ecological balance and community character.
Integrate open space planning with stormwater management and wildlife habitat preservation.

Enhance Recreation Programming:

Offer diverse programs for all age groups, including youth, adults, and seniors.
Partner with local organizations and schools to maximize program reach and efficiency.

Community Engagement and Partnerships:

Involve residents in planning and decision-making through surveys, workshops, and advisory committees.
Foster partnerships with regional agencies, nonprofits, and private entities to leverage resources.

Sustainable Maintenance and Funding:

Implement sustainable maintenance practices to ensure long-term viability of parks and facilities.
Explore a mix of funding sources, including grants, impact fees, and public-private partnerships.

Example Implementation:

For trail connectivity, the plan recommends prioritizing gaps in the current network and collaborating with transportation agencies to ensure safe routes to schools and parks.
For park upgrades, the plan suggests adding inclusive playgrounds and shaded gathering areas to existing parks.

These recommendations are designed to guide South Jordan’s parks and recreation system toward a more accessible, sustainable, and community-focused future.

Go to: https://www.sjc.utah.gov/DocumentCenter/View/8372/2025-Parks-Open-Space-Recreation-and-Trails-Master-Plan-Update

South Jordan Parks Fee Guide

Sat, 04 Jul 2026 21:53:17 GMT

South Jordan Parks Fee

Top 3 Things to Know

Dedicated Funding : Every dollar stays in our parks, trails, and cemetery; it cannot be used for city salaries, benefits, or Mulligans.
Low Impact : It costs less than $0.20 a day.
Protects Assets : Dedicated funding prevents maintenance delays and protects your property values.

Frequently Asked Questions

Why do we need a new fee?

Rising Maintenance Costs : The cost to maintain and enhance our existing public spaces has increased.
Protects Service Levels : Without dedicated funding, park maintenance and critical improvements will face delays or reductions.
Resident Demand : Community surveys and the 2024 Parks Master Plan show residents heavily prioritize high-quality parks.

How much will this cost me monthly?

Single-Family Homes : $5.28 per month ($63.36 annually).
Multi-Family Homes : $3.38 per month ($40.50 annually).
Universal Application : The fee applies to every residential unit within South Jordan city limits.

Exactly where does my money go?

Park Operations ($1.1 Million) : Covers mowing, irrigation, general upkeep, and trail repairs.
Capital Improvements ($500,000) : Funds playground replacements, sports fields, courts, and tree planting.
Cemetery Maintenance ($100,000) : Funds turf care, landscaping fixes, and headstone repairs.

What is explicitly excluded from this fee?

No Employee Wages : City employee salaries and benefits remain funded strictly by the General Fund.
No Mulligans Funding : Zero fee revenue will go toward Mulligans-related golf or facility operations.

What specific upgrades will my neighborhood see first?

Playground Replacement : Complete replacement of the playground at Stonehaven Park.
Restroom Upgrades : Citywide public restroom repairs and facility modernizations.
Sports Field Maintenance : Infield repairs for baseball/softball and multi-purpose field improvements.
Forestry Care : Maintenance and health management for over 8,500 city-owned trees.

What are the community-wide benefits?

Property Values : Well-maintained parks directly support and enhance local neighborhood property values.
Better Trails : Improved connectivity and access across our 33 miles of city trails.
Better Health : Greater access to active transportation networks and recreational open spaces.

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2025 Annual Community Survey

2025 Annual Community Survey

South Jordan City

Council Study Meeting

February 17, 2026

Key Survey Findings

2025 Community Survey

Key Council Meeting Topics

E.1. Y2 Analytics – Community Survey Results

South Jordan City Council Study Meeting Item F.2. May 5, 2026

South Jordan City

Council Study Meeting Item F.2.

May 5, 2026

Key Points: F.2 Park Fees

South Jordan City Council Budget Meeting March 17, 2026

South Jordan City

Council Budget Meeting

March 17, 2026

Key Points Summary

South Jordan City Council Budget Meeting March 4, 2026

South Jordan City

Council Budget Meeting

March 4, 2026

Key Budget Meeting Points

Purpose and Process

Major Funding Allocations (FY27)

Highlighted Projects and Initiatives

Fire Station 65 – Major Decision Point

Strategic and Fiscal Considerations

Next Steps (as discussed in meeting)

South Jordan City Council Budget Meeting January 7, 2025

South Jordan City

Council Budget Meeting

﻿ January 7, 2026

Key Points Summary

South Jordan City Parks and Open Space Water Shortage Irrigation Response Plan

South Jordan City

Parks and Open Space Water Shortage Irrigation Response

The City of South Jordan Annual Budget Fiscal Year 2026

City of South Jordan

Annual Budget

Fiscal Year 2026-2027

South Jordan Parks, Open Space, Recreation & Trails Master Plan 2025

South Jordan Parks, Open Space, Recreation & Trails Master Plan 2025

South Jordan Parks Fee Guide

January 7, 2026