City Council Electronic Meeting Agenda City of South Jordan April 21, 2020 6:30 Pm

CITY COUNCIL ELECTRONIC MEETING AGENDA CITY OF SOUTH JORDAN APRIL 21, 2020 6:30 PM

NOTICE IS HEREBY GIVEN THAT THE SOUTH JORDAN CITY COUNCIL WILL HOLD ITS MEETING ELECTRONICALLY, VIA ZOOM PHONE AND VIDEO CONFERENCING, ON TUESDAY, APRIL 21, 2020. PERSONS WITH DISABILITIES WHO MAY NEED ASSISTANCE SHOULD CONTACT THE CITY MANAGER STAFF AT (801) 254-3742, AT LEAST 24 HOURS PRIOR TO THIS MEETING.

In accordance with Governor Herbert’s Utah Executive Order 2020-1, declaring a state of emergency in response to COVID-19, and pursuant to Utah Executive Order 2020-5, modifying the Open and Public Meetings Act requirements allowing electronic meetings without an anchor location and authorizing resolution or ordinance, the City of South Jordan will be holding City Council, Planning Commission, and meetings of other South Jordan Committees and Boards electronically, until further notice is given. Utah Executive Order 2020-5 allows a public body to hold an electronic meeting, to “provide means by which interested persons and the public may remotely hear or observe, live, by audio or video transmission the open portions of the meeting”, and “comments from the public will be accepted during the electronic meeting”.

In the event an electronic meeting is disrupted in any way that the City in its sole discretion deems in appropriate, including the posting of offensive pictures, remarks, or making offensive statements, the City reserves the right to immediately remove the individual(s) from the meeting and, if needed, end the electronic meeting with or without a motion and vote. If a meeting is ended prior to all items being addressed, any items not addressed shall be moved to the next regularly scheduled meeting or a special meeting whichever is first.

Attendees will be allowed to join via phone or video, using Zoom phone and video conferencing. Note, public comment will be accessed through video conferencing, and a participant must have their video on and working to speak. Those who join via phone may listen, but not comment. Ability to connect and comment is dependent on an individual’s internet connection, not the City. To ensure your comments are taken regardless of technical issues, please have them submitted in writing to the City Recorder, Anna Crookston, at [email protected] by 5:00 p.m. on April 21, 2020.

Instructions on how to join the meeting electronically are below.

Join South Jordan City Council Electronic Meeting April 21, 2020 at 6:30 p.m. Join on any device, with mobile and desktop availability Visit: www.sjc.utah.gov/meeting-agenda-minutesarchive-center/ Zoom link, Meeting ID and Meeting Password will be provided 24 hours prior to meeting start time. Zoom instructions are posted www.sjc.utah.gov/meeting-agenda-minutesarchive-center/

REGULAR MEETING

6:30 p.m. A. Welcome and Roll Call – Mayor Dawn R. Ramsey

6:35 p.m. B. Introduction to Electronic Meeting – Mayor Dawn R. Ramsey

6:40 p.m. C. Minute Approval

C.1. April 7, 2020 Council Study Meeting C.2. April 7, 2020 City Council Meeting

6:45 p.m. D. Mayor and Council Reports

7:15 p.m. E. Public Comment: This is the time and place for any person who wishes to comment on items not scheduled on the Agenda for Public Hearing. Any person or group wishing to comment on any item not otherwise scheduled for Public Hearing on the Agenda may address the City Council at this point by stepping to the microphone and giving his or her name for the record. Comments should be limited to not more than three (3) minutes, unless additional time is authorized by the Mayor. Groups wishing to comment will be asked to appoint a spokesperson. Items brought forward to the attention of the City Council will be turned over to staff to provide a response outside of the City Council meeting. Time taken on non-agenda items, interrupts the process of the noticed Agenda. In rare cases where it is determined appropriate to address items raised from Public Comments, these items will be noted and may be brought back at the conclusion of the printed agenda.

7:35 p.m. F. Presentations: South Jordan Youth Council Mayor Annual Report. (By Youth Council Mayor, Annie Lee, Administrative Services Director, Spencer Kyle, and Recreation Program Supervisor, Emily Stephens)

7:45 p.m. G. Consent Action Items: G.1. Resolution R2020-32, authorizing the Mayor to sign an agreement with Jordan Valley Water Conservancy District for construction and cost-sharing asphalt restoration for the 10200 South Pipeline Project. (By City Engineer, Brad Klavano) G.2. Resolution R2020-33, authorizing the Mayor to sign an Interlocal Cooperation Agreement with the City of West Jordan for the placement and maintenance of a Traffic Signal and related Public Improvements in the Public Right of Way at approximately 7000 West Old Bingham Highway. (By City Engineer, Brad Klavano) G.3. Resolution R2020-35, authorizing the Mayor to sign an Interlocal Cooperation Agreement with ATMS Installations. (By Senior Engineer, Shane Greenwood) G.4. Action Item: Resolution R2020-11, authorizing Mayor to sign an Interlocal Agreement with Salt Lake County for HOME Consortium. (By Katie Olson)

8:00 p.m. H. Action Items: Resolution R2020-27, adopting a Tentative City Budget; making appropriations for the support of the City of South Jordan for the Fiscal Year commencing July 1, 2020 and ending June 30, 2021. (By CFO, Sunil Naidu) RCV

RECESS CITY COUNCIL AND MOVE TO REDEVELOPMENT AGENCY MEETING (RDA)

8:15 p.m. I. RDA Action Item: Redevelopment Agency Resolution RDA 2020-03, adopting a Tentative RDA Budget for FY 2020-21. (By CFO Sunil Naidu) RCV

ADJOURN RDA MEETING AND MOVE TO MUNICIPAL BUILDING AUTHORITY MEETING (MBA)

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8:20 p.m. J. MBA Action Item: Municipal Building Authority Resolution MBA 2020-01, adopting a Tentative MBA Budget for FY 2020-21. (By CFO Sunil Naidu) RCV

ADJOURN MBA MEETING AND RETURN TO CITY COUNCIL MEETING

8:25 p.m. K. Public Hearing: Resolution R2020-22, approving the Consolidated Annual Action Plan for 2020- 2024 CDBG Funding and authorizing the City to enter into associated agreements. (By Katie Olson) RCV

8:45 p.m. L. Public Hearing: Resolution R2020-19, authorizing the Mayor to enter into an Interlocal Cooperation Agreement with Salt Lake County to establish the Bingham Creek Regional Park Authority and ratify Resolution R2020-10, which authorized Interlocal agreements involving the transfer and operation of the recreation center property, between the City of South Jordan and Salt Lake County. (By Strategic Services Director, Don Tingey) RCV

9:10 p.m. M. Discussion Item: Summerfest 2020 (By City Manager Gary L. Whatcott)

9:30 p.m. N. Staff Reports and Calendaring Items

9:40 p.m. O. Special Session Legislative Update

ADJOURNMENT

I, Anna Crookston, the duly appointed and qualified City Recorder of South Jordan City, Utah, certify that the foregoing City Council Agenda was emailed to at least one newspaper of general circulation within the geographic jurisdiction of the public body. The agenda was also posted at the principal office of the public body and also posted on the Utah State Public Notice Website http://www.utah.gov/pmn/index.html and on South Jordan City’s website at www.sjc.utah.gov . Published and posted April 17, 2020.

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SOUTH JORDAN CITY CITY COUNCIL ELECTRONIC STUDY MEETING

April 7, 2020

Present: Mayor Dawn Ramsey, Council Member Patrick Harris, Council Member Brad Marlor, Council Member Jason McGuire, Council Member Don Shelton, Council Member Tamara Zander, CM Gary Whatcott, ACM Dustin Lewis, City Attorney Ryan Loose, Public Works Director Jason Rasmussen, Engineering Director Brad Klavano, City Recorder Anna Crookston, City Commerce Director Brian Preece, Fire Chief Chris Dawson, Strategic Services Director Don Tingey, Police Chief Jeff Carr, Communications Manager Rachel VanCleave, Administrative Services Director Spencer Kyle, Planning Director Steven Schaefermeyer, CFO Sunil Naidu, Attorney Todd Sheeran, IT Director Jon Day, City Council Secretary MaryAnn Dean

Others: Attendance electronically via Zoom

A. Welcome, Roll Call, Introduction

Mayor Ramsey welcomed everyone present. All members of the City Council were present.

B. Mayor and Council Coordination

Mayor Ramsey thanked staff for their hard work and noted appreciation to the residents for their patience.

C. Discussion/Review of Regular Council Meeting

The City Council reviewed the agenda for the regular meeting.

Strategic Services Director Tingey reviewed the franchise agreement with Century Link. He said this will make it so the city does not have concerns with bonding requirements when Century Link works in the right of way. There is no fiscal impact.

The City Council reviewed action item H. from the regular meeting agenda. City Attorney Loose said this allows the city to continue working as they have been throughout the emergency. It was noted that part of the Governor’s declaration of emergency for the state, it allows electronic meetings to be more broad. It is still up to the Mayor how to hold the meetings. When the Governor ends the state of emergency, the city will end theirs as well.

The City Council reviewed the Parkview Estates public hearing on the regular City Council agenda. Planning Director Schaefermeyer reviewed the background information on this item.

Council Member Zander asked if any of the neighbors are concerned about this? Mr. Schaefermeyer said the applicant, Connie Strang, has been in contact with them. At the Planning

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Commission meeting, there was some concern about how the roads would align, not about the land use itself. He noted that Ms. Strang’s daughter will be representing the applicant.

Council Member Harris said he has talked to Ms. Strang and her daughter. He has not heard any opposition regarding the rezone.

It was noted that Melanie Kirkland is the person being appointed to the Arts Council.

D. Discussion Item: Changes to Federal Emergency Management Agency Flood Insurance Rate Maps for Salt Lake County. (By City Engineer, Brad Klavano).

City Engineer Klavano said the Mayor received a letter giving people 90 days to appeal decisions on the flood insurance rate maps. He said the change is good for the community. He reviewed the current flood hazard map and the preliminary flood hazard map for several areas in the city (Attachment A).

Council Member McGuire asked if FEMA is contacting each of the property owners? City Engineer Klavano said no. Staff is talking about putting some information out to the residents in the city.

Mayor Ramsey said residents might be confused why FEMA is taking them out of the flood plain. She asked why properties were being taken out? Mr. Klavano said flood maps are general. If people have a home mortgage, they should be paying flood insurance and they would know if that charge goes away. If their home is paid off, they may not be aware of the change.

Council Member Zander said when the residents are notified, they should also be educated. They should let the homeowners know that this could potentially save them money by not needing flood insurance any longer.

The City Council discussed putting the FEMA maps and information on the City’s website. There was concern expressed that they don’t want residents unnecessarily concerned or to misinterpret what is happening.

Mayor Ramsey said she would like the 32 effected residents contacted directly if possible.

CM Whatcott said he is not a fan of a social media post in this case. If anything, a post can simply refer them to the city’s website. On the webpage, they can have all of the needed information and the contact point person that can explain more details or refer them to FEMA. Communications Manager VanCleave concurred.

E. Discussion Item: Recycle Update (By Public Works Director, Jason Rasmussen)

Public Works Director Rasmussen reviewed a prepared presentation (Attachment B). He said he feels the 23 percent of people opting out will be lower if they can include mixed paper products in the recycling.

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Mayor Ramsey said the feedback she has received is that people want to be able to recycle mixed paper.

Mr. Rasmussen reviewed the garbage and recycle rates with the opt out option. The rate depends on how many people opt out. If they go to recycling every other week, it will be a 29 cent per month reduction, and the cost of tonnage will likely go down.

Council Member Shelton asked if that savings will be passed onto the residents or will it be kept in the recycle program? Mr. Rasmussen said the rate is modeled to have an 8 percent increase every year for the next 5 years. This will help offset that rate increase.

Mr. Rasmussen said they will start getting information out to the residents in the next 30 days. They need to educate the residents that they can recycle mixed paper and they also need education on what is allowed to be recycled.

Council Member Shelton asked if more staff will be needed to implement this program? Mr. Rasmussen said no. He said currently, they replace a recycling can in 1 day. That may increase to 2-3 days.

Council Member Shelton said he would like to allow the mixed paper recycling as soon as they can. He likes the idea of residents being able to opt out. He also likes the proposed education campaign. He likes staff’s proposal. He said he is okay with the recycling every other week, but it could be difficult to remember which week to recycle. He is not sure how well that will work in practicality.

Mr. Rasmussen said his understanding is that after a few months, people are used to the every other week recycling program.

Council Member Marlor said he feels differently than he did a year ago. He feels they will figure out the every other week recycling program. He asked if there is some correlation with people who don’t care about recycling and use it as a regular garbage can, or do they just want a reduced rate on a second can? If they allow people to opt out, will they if they don’t want to pay for a second garbage can?

Mr. Rasmussen said both cases are true. Some take advantage of the lesser cost of the recycling can and some don’t care about recycling. He said staff’s plan is to tag and monitor egregious users.

Council Member Marlor said he likes the mixed paper program. Changing the fee makes a lot of sense. If people do not want to recycle, they need to pay more for a second garbage can. He is in favor of continuing the recycling program.

Council Member Harris asked if the residents knew that the cost savings to go to an every other week recycling was only 29 cents a month? Mr. Rasmussen said he does not believe a dollar amount was given to the residents. Council Member Harris said he feels the residents might have answered differently, if they knew the cost. He feels 29 cents a month is inconsequential.

South Jordan City 4 City Council Electronic Study Meeting April 7, 2020

Council Member Zander said the presentation pointed out that if they go to recycling every other week, some cities have found that the residents are more thoughtful in their recycling. It would be a little inconvenient, and 29 cents is inconsequential. The bigger picture is to respect the recycling program so people do not fill the can with garbage. If people are more thoughtful about recycling, her vote would hinge more on that rather than the 29 cent savings. Recycling is a philosophical decision, not financial. The program does not make sense financially. She said she is okay with residents doing recycling every other week. If residents opt out of recycling, she is okay to offset that cost with a small fee change. She is also okay with the mixed paper program.

Council Member McGuire said he is also okay to allow mixed paper. That is what residents want. He is okay with the every other week status. He recommended they provide a sticker or something letting people know what the recycling pick up days are and a list of the basics of recycling. He is also okay with the updated fee structure.

CM Whatcott said staff would circulate a draft policy to the City Council and formalize something they can all agree to. He concurred that going to an every other week schedule may make people more thoughtful. He also likes the idea of the sticker. He recommended they be more strict on the front end with compliance. They can go back to an every week program in the future if it is warranted. They will need to be flexible as the recycling market is changing.

Mayor Ramsey said people would like to be able to recycle mixed paper. If they allow the mixed paper, she does not want that policy to change for a couple of years. It is too confusing for the residents. CM Whatcott said the cost is currently almost $40,000 a year, and half is still going to the landfill. If that number goes higher, they may need to consider a change. Mayor Ramsey said she understands some things are out of their control.

Mr. Rasmussen addressed a concern that residents are upset about the landfill currently being closed to the public. The reason it closed is because Salt Lake County landfill closed and the fear was that it would push haulers, trailers, etc. to TransJordan. They were concerned it would cause a delay in the commercial pick up routes. They were also concerned about the employee contact with the public. He noted some Spring Clean ups that are planned in April and possibly May. They also discussed a drop off site for South Jordan residents. CM Whatcott said the idea is that the drop off site be mainly used for yard waste. Mr. Rasmussen said the drop off would be limited to South Jordan residents.

Council Member Harris said there are groups making decisions, such as the County for Marv Jensen and TransJordan for the landfill, that effect the city. People are wanting the city to solve the issues. He said he would like to have a bigger discussion about how to get information to the residents about issues that involve other entities making decisions that affect the city. Mayor Ramsey concurred.

ADJOURNMENT

Council Member Marlor made a motion to adjourn. Council Member McGuire seconded the motion. The vote was unanimous in favor.

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The April 7, 2020 City Council electronic study meeting adjourned at 6:31 p.m.

SOUTH JORDAN CITY CITY COUNCIL ELECTRONIC MEETING

April 7, 2020

Others: Attendance electronically via Zoom

REGULAR MEETING

A. Welcome and Roll Call

Mayor Ramsey welcomed everyone present. All members of the City Council were present.

B. Introduction to Electronic Meeting

Mayor Ramsey noted that there have been some cases reported of a zoom meeting being hacked. They have done everything that they can to prevent that. If it happens, they will close the meeting immediately and the meeting will be considered adjourned.

C. Minute Approval

C.1. February 25, 2020 Budget Meeting #2 C.2. March 3, 2020 Council Study Meeting C.3. March 3, 2020 City Council Meeting

Council Member Shelton made a motion to approve the February 25, 2020 budget meeting #2 minutes, the March 3, 2020 Council study meeting minutes, and the March 3, 2020 City Council meeting minutes, as printed. Council Member McGuire seconded the motion. The vote was unanimous in favor.

D. Mayor and Council Reports

Council Member Shelton noted an increase in graffiti. He reported it and staff took care of it. He also noted a neighborhood zoom meeting that he attended. They talked about the virus, earthquake, and the city’s response. There were many participants.

South Jordan City 2 City Council Electronic Meeting April 7, 2020

Council Member Marlor noted that he attended an Architectural Review Committee meeting weeks ago. He also noted some chalk art done at the Jordan Ridge Park. He thanked staff for their work under these circumstances.

Council Member Harris noted that he has talked with several residents. He has received calls on Marv Jensen, which was converted into a temporary homeless shelter. He noted the increased police patrol around Marv Jensen. He said he directed concerns to the Salt Lake County Council. There were some concerns expressed about not being able to take bulk garbage to the dump.

It was noted that Public Works Director Rasmussen will give an update on the garbage dump situation under item J.

Council Member Harris said people are taking care of each other and that is nice to see.

Council Member McGuire noted that the Arts Council meeting was cancelled, but they are appointing a new Arts Council member on tonight’s agenda. He said he has been answering questions about the Marv Jensen center, and the covid 19 policies and how it applies to the City and County. He said he appreciates safety is a top priority for the staff and residents.

Council Member Zander said she was glad about some of the services that were left essential during this time. She is grateful for good leadership and their concern for the economy. She noted some changes to garbage routes, and thanked Communications Manager VanCleave for her efforts to get word out. She said she spoke with Police Chief Carr about a situation in the city with a mental health issue. She said she will be attending the South Valley Mosquito Abatement District meeting remotely. She asked where can people donate items with places such as Deseret Industries closed?

CM Whatcott said he understand the rescue mission of Salt Lake is taking donations.

Council Member Zander noted a trail off Top View in Daybreak that has several painted rocks with positive affirmations. She is also grateful that people are looking out for others.

Mayor Ramsey said things in the city are stable. She said they will continue to collect garbage, have clean water and the sewer system working. The streets department is working. Their quality of life will continue. There are also people in the State working to address the economic concerns.

Mayor Ramsey said several weeks ago, she attended a ground breaking on Village 8 Elementary School and the expansion of a charter school.

Mayor Ramsey said things are going well with JVWCD and the Sewer District, and she gave an update on those. She said ULCT has been busy. Decisions being made by the State and the County are being made with input from local communities. She reported on weekly meetings she’s had with the Lt. Governor, ULCT, the Governor, and the White House. She noted a weekly meeting with the SL County Health Department and the Mayors and City Managers. She said it

South Jordan City 3 City Council Electronic Meeting April 7, 2020

is becoming more difficult to come by swabs needed for testing for the Covid 19 virus. As a result, Merit Medical will be able to start manufacturing test swabs for them starting next week.

Mayor Ramsey said the state has adjusted the work load with 1000 state employees so they are helping with the massive work to get the state past the Covid 19 situation. She said Utah has the most diverse economy in the country, and that is proving to be a blessing at this time. Utah is in a better place to bounce back economically than other states in the county. She thanked everyone for staying home and staying safe. The City is trying to make the best decisions that they can. She appreciates the support and patience of everyone.

E. Public Comment:

Mayor Ramsey opened up the meeting for public comment.

Chuck Newton said South Jordan was the first city to pass an electronic meeting Act in 2012. He recommended staff check to see if that Act needs an update. He thanked the City Council and staff for putting in a lighted crossing at Elk Meadows Elementary. He brought it to their attention several months ago, and staff acted promptly. He said Fred Lampropolous has contributed to the city in a number of ways. He spent $100,000 to purchase AED machines when the City Council passed the AED Ordinance. He recommended Mr. Lampropolous be the Grand Marshall for the upcoming South Jordan parade, whenever they hold it.

F. Presentation: Proclamation Supporting Child Abuse Awareness for April 2020. (By Mayor Ramsey)

Mayor Ramsey read the proclamation. Council Member Zander and Council Member Marlor expressed their support for the proclamation.

G. Consent Action Items:

G.1. Resolution R2020-23, appointing members to the Arts Council. (By Administrative Services Director, Spencer Kyle)

Melanie Kirkland, appointee for the Arts Council, was introduced.

Mrs. Kirkland indicated that her background is in interior design. She is excited to be involved in the city. She noted that she is a mom with 5 kids.

Council Member McGuire thanked Mrs. Kirkland for her willingness to serve on the Arts Council.

G.2. Resolution R2020-26, approving Century Link Franchise Agreement. (Strategic Services Director, Don Tingey)

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Strategic Services Director Tingey said the city requires a franchise agreement for telecommunications companies to operate in the City. Century Link does not have a franchise agreement. To be compliant with city code and protect Century Link and the City when work is done in the city, a franchise agreement is imperative. It is standard with the other franchise agreements that the city has.

Council Member McGuire made a motion to approve Consent items G.1. and G.2. Council Member Zander seconded the motion. The vote was unanimous in favor.

H. Action Item: Resolution R2020-29, South Jordan City Council Ratifying and Continuing the Proclamation Declaring a State of Emergency and Invoking Emergency Powers in the City of South Jordan Issued by Mayor Ramsey March 13, 2020. (By City Attorney, Ryan Loose)

City Attorney Loose said the Mayor issued an emergency declaration. It is only good for 30 days and that was done March 13th. He explained what emergency powers are evoked with that declaration. Right now, the timeline set on the city’s state of emergency is when the Governor stands down the State of Utah’s state of emergency. It can change at any time.

Council Member Marlor made a motion to approve Resolution R2020-29. Council Member Shelton seconded the motion. Roll call vote. The vote was unanimous in favor.

I. Public Hearing: Parkview Estates – (PLZBA201900712) 10336 South 1000 West. (Connie Strang, Applicant) (By Planning Director, Steven Schaefermeyer) Resolution R2020-12, Land Use Amendment changing the Land Use from Economic Center (EC) to Stable Neighborhood (SN). Rezone Ordinance 2020-03-Z, rezoning the property from the A-1 Zone to the R-3 Zone.

Planning Director Schaefermeyer reviewed the background information on this item. Tasha Strang, applicants daughter, will be representing the applicant tonight. He reviewed a prepared presentation (Attachment A).

Tasha Strang, applicant, said they tried to get others to join the rezone. The Austin’s were the only property interested.

Mayor Ramsey opened the public hearing. There were no comments. She closed the public hearing.

Council Member Harris said he met with the applicant and her daughter. They care about the community and are trying to create a development that fits in the area.

Council Member Shelton asked what are the average size lots in Council Member Harris’s subdivision? Council Member Harris said they are comparable in size. He said the lot sizes range from 9,000-12,000 sq. ft.. Mr. Schaefermeyer said Council Member Harris’s subdivision (Oak Hills) is a PUD, which means there are some smaller lots allowed to accommodate for open

South Jordan City 5 City Council Electronic Meeting April 7, 2020

space and different landscaping features. He said the overall zone in the Oak Hills subdivision is R3.

Council Member Harris made a motion to approve Resolution R2020-12, as stated. Council Member Marlor seconded the motion. Roll call vote. The vote was unanimous in favor.

Council Member Harris made a motion to approve Rezone Ordinance 2020-03-Z, as stated. Council Member Shelton seconded the motion. Roll call vote. The vote was unanimous in favor.

City Attorney Loose said if the city receives any objections, staff will talk to them to resolve the issue. They can proceed legally.

Mr. Schaefermeyer said the notices sent out encouraged people to submit comments via email. Staff has not received any.

Council Member Harris said these are his direct neighbors. He has not heard of any objections.

Mayor Ramsey said everything that can be done has been done to allow public comment. CM Whatcott said all of the links worked, after the meeting began.

J. Staff Reports and Calendaring Items

CM Whatcott thanked the City Council for their support. The Care Act took some work for the city to make it fair and equitable for the employees. He said he appreciates the extension of the emergency declaration as it provides the flexibility needed. He reassured the public that the employees are working. The virus has struck in their organization and they have employees on quarantine. They are still doing business and providing service every day. He said parks are open but playgrounds are closed. They do not want gatherings in large groups. He said social distancing has been an effective tool in Utah.

CM Whatcott said with the landfill being closed, the city has determined to open up a place where people can take their yard waste. It is at the main city park. They will send out more information to the residents. That service is for residents. The city will take it to the landfill.

Todd Sheeran, attorney, said he received an offer to be the City Attorney for the city of Bluffdale. He will be starting April 20th. He thanked the Mayor, City Council, and staff for their professionalism and friendships. Mayor Ramsey said he will be missed. She thanked Mr. Sheeran for what he has done for the City of South Jordan.

Strategic Services Director Tingey said they have been working daily on coordination with the County on the Bingham Creek Regional Park construction. He said mass grading of the property is planned to start the end of the month.

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Council Member Shelton asked if there is a ground breaking planned? Strategic Services Director Tingey will ask and forward the information to the City Council.

Mayor Ramsey said the construction of the Bangerter 10400 South interchange is moving forward.

City Attorney Loose said the Legislature will be holding a special session to deal with the Coronavirus. CFO Naidu has been integral in getting the needed financial information.

CFO Naidu said the state will be receiving $1.5 billion. He believes the state is required to hold onto $640,000,000; the remaining is to be shared with local governments and counties. They have been working to put together numbers on the effect the virus will have regarding lack of revenues and anticipated expenses. They will get their numbers in by Friday, as required.

CFO Naidu said the tentative budget approval is scheduled for the next City Council meeting. He said the City Council will have a copy of the budget tomorrow. He asked that questions on the budget be submitted to him by email.

Mayor Ramsey said ULCT and the Utah Association of County Officers wrote a letter asking that they have a seat at the table to determine how the money is allocated so they can advocate for the cities and communities. She said who is included in the definition of “local entities” is still being determined.

Administrative Services Director Kyle said the recreation department is still busy. He noted changes to the Spring Spectacular. He reviewed their plans for the virtual race series. People will do it on their own time. There will be a new course every week. There will be prizes. The virtual races are free, but they can pay $15 to receive a shirt and medal. He encouraged all to participate. There are also bike routes and kid routes available.

CM Whatcott said at the next City Council meeting, they will have to decide about Summerfest. He said they don’t want to cancel it, but there are a number of concerns.

Public Works Director Rasmussen said CM Whatcott already covered their plans for the yard waste drop off. They will work with Communications Manager VanCleave to get information out on that.

Council Member Zander asked if the pickle ball courts and tennis courts are open? Mr. Kyle said the pickle ball courts are not yet complete. They will be ready to open in May. He anticipates that when the pickle ball courts are complete, they will follow the same rules as tennis, which is that they are open.

Council Member Zander said she received 3 emails regarding cell towers. She appreciated CM Whatcott’s response to those emails. CM Whatcott said it is an active group of people against cell phone towers in general, and their potential harm to humans. It was noted that neither CM Whatcott or Council Member Zander received a response to the emails they sent to the group.

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Council Member Zander said she thinks it would be a disservice to not encourage expanded cell phone coverage that allows people to stay connected.

Council Member Shelton asked about the plans to reopen Mulligans. CM Whatcott said the County has opened their golf course, and is recommending walking only for golf at this time. It was noted that the Holladay golf course is fully operational and the employees are sanitizing the carts. Many driving ranges are not yet open. He recommended that if Mulligans opens, they should have it be a walking course for now. He does not feel it is worth the risk to the employees to sanitize the carts.

Council Member Shelton said he is okay to reopen Mulligans. Mayor Ramsey said she is okay to reopen Mulligans, with parameters such as paying online, no golf carts, no driving range, and no miniature golf. Council Member Harris said he could support that. He also recommended they not have any golf club rentals or sales of any kind. Council Member Zander said she feels that is reasonable. Council Member McGuire said he has a hard time supporting the opening of Mulligans with the directive to stay home and stay safe. He does not feel they need to have additional reasons to go out. There are a lot of recreational opportunities in their neighborhood.

Administrative Services Director Kyle said they have a plan together for when the golf course does reopen. They plan to keep the County Health Department guidelines. They plan to keep the restrooms opened and have it be a walking only facility. They have elevated cups. They have ball wash machines. They feel they can also keep the needed spacing requirements at the driving range. There is the ability to wash and sanitize golf balls. They also have an automatic ball dispenser. Their set up is not typical for most courses. They don’t want groups bunching up at the first hole. They also recommend keeping mini golf and the batting cages closed at this time. They feel they can have the regular golf course and driving range open.

Council Member Marlor said he would like to minimize interaction with the public right now. He would like to keep operations electronic and digital to protect the public and the employees.

It was noted that people can donate household goods to the Friends of MS. Items can be left on the porch.

Council Member Shelton said he likes Mr. Kyle’s plan for the golf course. Council Member Harris said he is okay with the restrictions previously outlined. Council Member Zander concurred.

CM Whatcott said they will receive complaints about the golf course. They are already receiving complaints about the park usage.

Council Member Harris said they can announce a partial opening, based on what the city has done to address the needed restrictions.

South Jordan City 8 City Council Electronic Meeting April 7, 2020

Council Member Zander said they could wait to open until April 13th, respecting the restrictions set by the County Mayor. There were concerns expressed that the restrictions could be extended. Mr. Kyle noted that the County golf course is open.

Council Member Marlor said he does not want to open the batting cages or mini golf, and to keep transactions digital. He is more comfortable knowing that the County golf course is open.

Mayor Ramsey said they can communicate that they are following the lead of the County and the Health Department.

CM Whatcott said it could take a few days to get the word out and the messaging correct. They can plan on opening this weekend. The City Council concurred.

Mayor Ramsey said she serves on the IHC Board of Trustees. They released a statement trying to correct some misinformation. IHC is not cutting jobs or incomes of jobs during Covid 19. They want to maintain and provide the best care possible. She said the U of U and IHC are working hand in hand on the virus. In Salt Lake County, the South Towne Expo Center is being allowed to be used as an overflow hospital. It would serve as an extension for people with less serious hospitalization needs.

ADJOURNMENT

Council Member Zander made a motion to adjourn. Council Member Harris seconded the motion. The vote was unanimous in favor.

The April 7, 2020 City Council meeting adjourned at 9:07 p.m.

SOUTH JORDAN CITY CITY COUNCIL REPORT Council Meeting Date: April 21, 2020

Issue: Approval of Resolution 2020-32 authorizing the Mayor to sign an agreement with Jordan Valley Water Conservancy District for the Construction and Cost-Sharing of the Asphalt Restoration for the 10200 South Pipeline Project.

Submitted By: Brad Klavano Department: Engineering

Staff Recommendation (Motion Ready): Approve Resolution 2020-32 to authorize the Mayor to sign an agreement with Jordan Valley Water Conservancy District for the Construction and Cost-Haring of the Asphalt Restoration for the 10200 South Pipeline Project.

BACKGROUND:

The 10200 South Roadway from Dunsinane Drive to 4800 West has seen a lot of construction activity over the past 6 months and is currently experiencing construction activity. The City has replaced a water line, installed a secondary water line, and installed sections of Storm Drains. Currently Jordan Valley Water Conservancy District (JVWCD) is installing a large water line. Instead of JVWCD paving their section of the roadway and the City paving their section of the roadway, it was determined between the City and JVWCD to do one paving project once all of the work was completed. The attached agreement will allow JVWCD to pay their share of the pavement restoration (asphaltic overlay) to the City and the City will bid the project to be completed as one project in late August of 2020.

TEAM FINDINGS, CONCLUSIONS & RECOMMENDATIONS:

FINDINGS:  It is the best interest of the residents of South Jordan City to repave 10200 South from Dunsinane Drive to 4800 West as one project.

CONCLUSIONS:  The City of South Jordan and JVWCD have agreed on a cost share of the 10200 South asphalt restoration through an agreement.

RECOMMENDATIONS:  City staff is recommending that the City Council approve this Resolution to authorize the Mayor to sign an Agreement for Construction and Cost-Sharing of the Asphalt Restoration for the 10200 South Pipeline Agreement. FISCAL IMPACT:  Money budgeted as part of the City pipeline projects and the contribution per this agreement from JVWCD.

ALTERNATIVES:

Staff Report for Resolution R2020-32 Page 1 of 2  Deny Resolution R2020-32.

Brad Klavano City Council Action Requested: Brad Klavano (Apr 15, 2020) 04/15/2020 Department Head Date

Staff Report for Resolution R2020-32 Page 2 of 2 RESOLUTION R2020-32

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, AUTHORIZING THE MAYOR TO SIGN AN AGREEMENT WITH JORDAN VALLEY WATER CONSERVANCY DISTRICT FOR CONSTRUCTION AND COST-SHARING OF THE ASPHALT RESTORATION FOR THE 10200 SOUTH PIPELINE PROJECT.

WHEREAS, Jordan Valley Water Conservancy District (the “District”) is installing a large water line in 10200 South; and

WHEREAS, the District is required to provide asphalt restoration as part of the water line project in 10200 South; and

WHEREAS, the City of South Jordan (the “City”) has planned to overlay 10200 South as part of City Water line projects within 10200 South; and

WHEREAS, the City has determined it is in the best interest for the residents of South Jordan that the pavement restoration be done as one project; and

WHEREAS, the District and the City have agreed to do the pavement restoration as one project by the execution of an Agreement for Construction and Cost-Sharing of the Asphalt Restoration for the 10200 South Pipeline Project; and

WHEREAS, the South Jordan City Council (the “City Council”) finds that said agreement furthers the health, safety, and welfare of the public.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Authorization to Sign. The City Council does hereby approve this Agreement, attached as Exhibit A, and authorized the Mayor to sign the same.

SECTION 2. Effective Date. This Resolution will be effective immediately upon passage.

[SIGNATURE PAGE FOLLOWS]

Resolution R2020-32 Page 1 of 2 APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS ______DAY OF , 2020, BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey City Recorder

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Office of the City Attorney

Resolution R2020-32 Page 2 of 2

AGREEMENT FOR CONSTRUCTION AND COST-SHARING OF THE ASPHALT RESTORATION FOR THE 10200 SOUTH PIPELINE PROJECT

This Agreement is made as of ______, 2020 (the “Effective Date”), between the Jordan Valley Water Conservancy District, a local district organized and existing under Utah law (the “District”), and South Jordan City, a municipality organized and existing under Utah law (the “City”).

RECITALS:

A. The District is a local district organized and existing pursuant to the laws of

the State of Utah for the purposes, among others, of making water available to

those inhabitants residing within its boundaries and of entering into contracts with

public and private entities for the purchase and sale of water and its delivery;

B. The City is a municipality organized under the laws of the State of Utah; it

purchases wholesale water from the District and then, in turn, provides retail water

service to its customers/inhabitants within its boundaries;

C. The District seeks to install a certain waterline along 10200 South and is

required to provide asphalt restoration as part of that project;

D. However, the City has plans to overlay a large portion of 10200 South, and

the parties agree that it would benefit both parties if the City took responsibility of

the asphalt work on 10200 South and the District reimbursed the City for costs the

District would have been expended to provide asphalt restoration in conjunction with

the District’s project;

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 1

E. The City will cause plans and specifications to be prepared for the

construction of the Asphalt Restoration for the 10200 South Pipeline (the “Project”)

on 10200 South from Dunsinane Avenue to 4800 West, South Jordan, Utah;

F. The District desires to include in the Project obligatory asphalt restoration

following the installation of the District’s pipeline along 10200 South, as described

on attached Exhibit 1 (the “Improvements”);

G. The City will cause plans and specifications to be prepared for the

Improvements;

H. The District shall pay construction costs for its portion of the Improvements

as set forth in this Agreement; and,

I. The parties enter this Agreement to set forth the terms and conditions by

which the Improvements shall be constructed and installed as part of the Project

and by which the associated costs shall be shared between them.

TERMS:

The parties agree as follows:

1. On or before December 1, 2021, the City shall cause the Improvements to be constructed and completed as part of the Project.

2. All design documents, plans, and specifications for the Improvements, as part of the Project: (i) shall be prepared by the City’s Project Engineer (the “Engineer”); (ii) are in accordance with all requirements and specifications imposed by applicable regulatory agencies; and, (iii) have been incorporated into the City’s plans and specifications (the

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 2

“Plans and Specifications”) as set forth in the contract documents for the construction of the Project.

3. The City shall manage the construction of the Improvements using the

Engineer.

4. The City shall procure a contractor (the “Contractor”), to construct and install the Improvements. The Contractor shall demonstrate competence and experience in constructing projects similar to that contemplated by this Agreement. Inasmuch as the City has selected the Contractor, the City shall accept the Improvements “as is” and without any warranty from the District, whether express or implied.

5. (a) The District may select and employ, at its expense, such consultants as it deems reasonable to assist it in the inspection of the construction of the

Improvements. The District and its consultants shall work with and through the Engineer and shall not give orders directly to the Contractor unless authorized in writing to do so.

The City shall cause the Contractor to construct the Improvements in accordance with the

Plans and Specifications, including changes or additions to those Plans and Specifications which have been approved by the parties. All change orders for the Improvements required by the District, shall be at the sole expense of the District. The costs associated with all change orders related to the Improvements shall be reimbursed to the City as defined in this Agreement. Change orders shall be communicated by the City to the Engineer, who in turn shall communicate them to the Contractor. The District shall provide the City with information about any problem(s) or concern(s) the District may have with construction and/or with acceptance of the Improvements upon completion of construction, and the City shall require the Contractor to undertake and complete all appropriate remedial actions.

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 3

(b) If the City or the Contractor proposes any change(s) to the

Improvements in the Plans and Specifications, the City shall provide written notice of each proposal to the District. The District shall, in turn, communicate to the City its approval or denial of each proposal within fourty-eight (48) hours.

6. The City or the Engineer shall notify the District twenty-four (24) hours in advance of starting any construction work on the Improvements.

7. The District shall be responsible for the construction costs attributable to the

Improvements. The District shall reimburse the City for the Improvements as follows:

(a) The City shall pay the actual construction costs based on the unit price schedule as bid and defined in the Project contract documents, plus the cost of change orders, if any, required by and approved by the District.

(b) The estimated costs to construct and install the Improvements and estimated costs of reimbursement from the District to the City are shown on attached

Exhibit 2.

Contractor for the Improvements, with appropriate reimbursement from the District as required by this Agreement.

(d) The City shall require the Contractor to itemize all costs paid and/or incurred in the construction of the Improvements. At such time as the Contractor forwards an invoice to the City for any appropriate costs, the City shall forward a copy of the invoice to the District.

(e) The District shall review the invoice(s) and shall, within twenty (20) business days following receipt of the invoice(s) by the District, reimburse the City for

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 4

appropriate actual costs, as set forth in the invoice(s). All funds tendered to the City by the

District under this Agreement shall constitute reimbursement of actual costs incurred by the

City or paid by the City to the Contractor in connection with the Improvements.

8. The City shall own the Improvements upon completion of construction, and, thereafter, it shall be responsible for the operation, maintenance, inspection, repair, and replacement of the Improvements at no cost to the District.

9. To the extent this Agreement is governed by the Utah Interlocal Cooperation

Act, Utah Code Ann. §§ 11-13-101 et seq. (the “Act”), the parties represent that they have complied with all applicable provisions of the Act, including but not limited to:

(a) Each party’s governing body has authorized this Agreement by resolution;

(b) Each party has obtained the approval of this Agreement by its authorized attorney; and,

(c) Each of the parties agrees to file a copy of this Agreement with the keeper of records for that party and to comply with any notice or publication requirements of the Act.

10. This Agreement, including exhibits, attachments, and references to incorporated documents, specifically including the City’s Plans and Specifications, constitute the entire agreement between the parties and supersedes all prior understandings, representations, or agreements of the parties regarding the subject matters contained in this Agreement.

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 5

11. The parties shall perform those acts and/or sign all documents required by this Agreement or which may be reasonably necessary to effectuate the terms of this

Agreement.

12. Neither party may assign this Agreement, or any of its rights, duties, or obligations under this Agreement, without the prior written consent of the other, which consent shall not be withheld unreasonably, except that either party may make an assignment to its successor in interest. Any assignment made in violation of this paragraph or in violation of law shall be void. Notwithstanding the foregoing, either party may pledge or assign this Agreement as security for its bonding or other financing activities.

13. This Agreement does not create any kind of joint venture, partnership, agency, or employment relationship between the parties.

14. The parties shall comply with all applicable federal, state, and local laws and ordinances in the performance of this Agreement. Any terms which the parties as governmental entities are mandated by law to include in this Agreement shall be considered part of this Agreement.

15. This Agreement cannot be amended except by a written instrument signed by the parties.

16. If any legal action is brought to enforce this Agreement, the prevailing party shall be entitled to recover reasonable attorneys’ fees and costs incurred in that action, in addition to any other relief to which it may be entitled.

17. In the event a court, governmental agency, or regulatory agency with proper jurisdiction determines that any provision of this Agreement is unlawful, that provision shall terminate. If a provision is terminated, but the parties can legally, commercially, and

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 6

practicably continue to perform this Agreement without the terminated provision, the remainder of this Agreement shall continue in effect.

18. Neither party shall be deemed in violation of this Agreement if it is prevented from performing any of its obligations by reason of earthquakes or other natural disaster; strikes or other labor unrest; power failures; civil or military emergencies; acts of legislative, judicial, executive, or administrative authorities; or any other circumstances which are not within its reasonable control.

19. Any notice, communication, or payment required or allowed by this

Agreement shall be mailed or hand-delivered to each party as follows:

If to the District, to:

Jordan Valley Water Conservancy District Attn: Engineering Department Manager 8215 South 1300 West West Jordan, UT 84088

If to the City, to: With a copy to:

South Jordan City South Jordan City Attn: ______Attn: ______1600 West Towne Center Drive 1600 West Towne Center Drive South Jordan, UT 84095 South Jordan, UT 84095

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 7

Each party may change the designation of the addressee or the address for that party by providing written notice of the change.

20. Each individual executing this Agreement does hereby represent and warrant that he or she has been duly authorized to sign this Agreement in the capacity and for the entities identified.

21. The parties intend that this Agreement benefit only them, and they do not intend there to be any third-party beneficiaries.

[SIGNATURE PAGE FOLLOWS] “City”:

ATTEST: South Jordan City

By: City Recorder Dawn R. Ramsey Its Mayor

“District”:

ATTEST: Jordan Valley Water Conservancy District

By: Barton A. Forsyth Corey L. Rushton District Clerk Its Chair

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 8

STATE OF UTAH ) :ss. COUNTY OF SALT LAKE )

The foregoing instrument was acknowledged before me this _____ day of ______, 2020, by Corey L. Rushton as Chair of the Jordan Valley Water Conservancy District.

______Notary Public

STATE OF UTAH ) :ss. COUNTY OF SALT LAKE )

The foregoing instrument was acknowledged before me this _____ day of ______, 2020, by Dawn R. Ramsey as Mayor of South Jordan City.

______Notary Public

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 9

EXHIBIT 1

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 10

EXHIBIT 2

AGREEMENT FOR CONSTRUCTION AND COST-SHARING_SJC_K3281_KR FINAL 11

ASPHALT RESTORATION FOR THE 10200 SOUTH PIPELINE PROJECT TOTAL AREA FOR 1" MILL AND 2" OVERLAY FROM DUNSINANE DR TO 4800 WEST IS 273,465 SF. JORDAN VALLEY WATER CONSERVANCY DISTRICT WILL BE RESPONSIBLE FOR HALF THIS AREA (136,733 SF) TRANMERE AVE

END STA 77+73± 4800 WEST APPROX WIDTH YORKSHIRE DR 44'± GLENMOOR VIEW LN APPROX WIDTH 80+00 42'± 70+00 60+00 10200 SOUTH 50+00

CENTERLINE 42" JVWCD MILLERTON DR YUBA WAY

WATER MATCHLINE, SEE PLAN BELOW SILVER MINE RD CLARKS HILL DR OQUIRRH LAKE RD

0 125 250 375

1" =125' LN CANYON WALNUT

WELBY JACOBS CANAL DUNSINANE DR DOBBIN LN 4000 WEST SCONE ST BURNBY LN MENTEITH ST APPROX WIDTH GILLY ST APPROX WIDTH START STA 9+60± 42'± 40+00 30+00 26'± 10200 SOUTH 20+00 10+00

CENTERLINE 42" JVWCD

MATCHLINE, SEE PLAN ABOVE WATER

LEGEND

ASPHALT AREA FOR PLANNED 1" MILL AND 2" OVERLAY BY SOUTH JORDAN CITY 0 125 250 375

ALDER GROVE WAY 1" =125' Exhibit 2 Cost-Sharing of 10200 South Asphalt Restoration with South Jordan City

Item No. Description Quantity Unit Unit Cost Cost

1 Asphalt Overlay 136,733 SQ FT $1.80 $246,119

Estimated Total Cost: $246,119

SOUTH JORDAN CITY CITY COUNCIL REPORT Council Meeting Date: April 21, 2020

Issue: Resolution 2020-33, authorizing the Mayor to sign an Interlocal Cooperation Agreement between City of South Jordan and the City of West Jordan regarding the placement and maintenance of a traffic signal and related public improvements in the public right of way at approximately 7000 West on Old Bingham.

Submitted By: Brad Klavano Department: Engineering

Staff Recommendation (Motion Ready): Approve Resolution 2020-33, authorizing the Mayor to sign an Interlocal Cooperation Agreement between City of South Jordan and the City of West Jordan regarding the placement and maintenance of a traffic signal and related public improvements in the public right of way at approximately 7000 West on Old Bingham.

BACKGROUND: West Jordan City with the Amazon project has created a new intersection on Old Bingham Highway at about 7000 West. This intersection is a T-Intersection meaning that it is not a 4-way intersection. The intersection is planned as a High-T Intersection with a Traffic signal. This section of Old Bingham Highway has the City limits at the center of the roadway with the City of South Jordan and the City of West Jordan sharing the ownership. This agreement outlines who is paying for the improvements and who will maintain the improvements. As written, the agreement says that West Jordan City will install all of the improvements at their costs. Most of the improvements including the traffic signal and median will be maintained by West Jordan City as outlined in the agreement.

TEAM FINDINGS, CONCLUSIONS & RECOMMENDATIONS:

FINDINGS: The City Council has recognized that the installation of a traffic signal and related public improvements are solely to the benefit of West Jordan City.

CONCLUSIONS: City staff has negotiated an Interlocal agreement with West Jordan City that is in the best interest of the citizens of South Jordan City and the General Public.

RECOMMENDATIONS: City staff is recommending that the City Council approve Resolution 2020-33; authorizing the Mayor to sign an Interlocal Cooperation Agreement between City of South Jordan and the City of West Jordan regarding the placement and maintenance of a traffic signal and related public improvements in the public right of way at approximately 7000 West on Old Bingham Highway.

FISCAL IMPACT: This Interlocal agreement is obligating the City of West Jordan to all construction costs and all maintenance costs related to the new improvements.

ALTERNATIVES: Deny Resolution 2020-33.

Brad Klavano City Council Action Requested: Brad Klavano (Apr 15, 2020) 04/15/2020 Department Head Date RESOLUTION R2020-33

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, AUTHORIZING THE MAYOR TO SIGN AN INTERLOCAL COOPERATION AGREEMENT BETWEEN THE CITY OF SOUTH JORDAN AND THE CITY OF WEST JORDAN REGARDING THE PLACEMENT AND MAINTENANCE OF A TRAFFIC SIGNAL AND RELATED PUBLIC IMPROVEMENTS IN THE PUBLIC RIGHT OF WAY AT APPROXIMATELY 7000 WEST ON OLD BINGHAM HIGHWAY

WHEREAS, the City of South Jordan (“City”) and the City of West Jordan (“WJ”) are local government units under the laws of the State of Utah; and

WHEREAS, City and WJ are authorized by the Utah Interlocal Cooperation Act, Utah Code § 11-13-101, et seq., to enter into agreements with each other, upon resolution to do so by their respective governing bodies, for the purpose of enabling them to make the most efficient use of their resources; and

WHEREAS, An interlocal agreement was prepared pertaining to the construction of a traffic signal and other related public improvements at the intersection of 7000 West Old Bingham Highway, which is attached hereto as Exhibit A (the “Agreement”); and

WHEREAS, City and WJ agree that WJ should pay the actual costs of the traffic signal and related public improvements; and

WHEREAS, City and WJ agree that signal and certain public improvements being installed shall be maintained by WJ as outlined in the Agreement; and

WHEREAS, the South Jordan City Council (the “City Council”) finds that the Agreement will benefit the City’s citizens by defining the costs of installation to WJ and the future maintenance costs between the City and WJ.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Authorization to Sign. The City Council hereby approves the Agreement, attached as Exhibit A, and authorized the Mayor to sign the same.

SECTION 2. Effective Date. This Resolution will be effective immediately upon passage.

[SIGNATURE PAGE FOLLOWS]

Resolution R2020–33 Page 1 of 2 APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS ______DAY OF , 2020, BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey City Recorder

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Office of the City Attorney

Resolution R2020–33 Page 2 of 2 EXHIBIT A

(The Agreement)

INTERLOCAL COOPERATION AGREEMENT Between the CITY OF WEST JORDAN and the SOUTH JORDAN CITY Regarding the Placement and Maintenance of a Traffic Signal and Related Public Improvements in the Public Right-of-Way At approximately 7000 West on Old Bingham Highway

THIS INTERLOCAL COOPERATION AGREEMENT ("Agreement") is made and entered into this ______day of ______, 2020, by and between the CITY OF WEST JORDAN, a municipal corporation of the State of Utah (“WJ City”), and SOUTH JORDAN CITY, a municipal corporation of the State of Utah (“SJ City”). WJ City and SJ City are sometimes referred to as the “Parties.”

RECITALS

WHEREAS, WJ City has approved a development within its City limits for Amazon, also known as Project Lonestar (“Project” and “Project Developer”); and

WHEREAS, as part of the Project, a signalized three-way intersection needs to be constructed at approximately 7000 West Old Bingham Highway (“Intersection”); and

WHEREAS, the north part of the Intersection is within the boundaries of WJ City, and the south part of the Intersection is within the boundaries of SJ City; and

WHEREAS, WJ City is the sole Party being benefitted by the Intersection, since it is only a three-way intersection, which allows for ingress and egress for the Project in WJ City; and

WHEREAS, WJ City is willing to accept the maintenance responsibilities of the traffic signal and related improvements (“Traffic Signal” and “Traffic Signal Maintenance”), as set forth in the three pages of Offsite Infrastructure Drawings prepared by Dominion Engineering, attached hereto as Exhibit A (“Exhibit A Drawings”); and the Parties are otherwise willing to enter into this Agreement to agree to other terms which will benefit their respective residents; and

WHEREAS, the Parties are governmental entities and authorized pursuant to the Utah Interlocal Cooperation Act, Utah Code Ann. §11-13-101, et seq. to enter into agreements for the joint cooperation of the Parties for the benefit of their residents.

NOW, THEREFORE, the Parties enter into the following Agreement:

1. Recitals. The recitals above are hereby incorporated herein by reference.

2. Intersection and Traffic Signal Maintenance – WJ City “Responsibilities”:

A. Once the Project Developer has completed the public improvements in the Intersection, including the Traffic Signal, then WJ City shall be solely responsible for Traffic Signal Maintenance. WJ City reserves the right to fulfill these obligations by contracting with the Salt Lake County to provide these services.

B. Once the Project Developer has completed the public improvements in the Intersection, then WJ City shall be solely responsible for maintaining the median and the asphalt and other street infrastructure in the part of the Intersection north of the median. WJ City reserves the right to fulfill these obligations by contracting with an independent contractor to provide these services.

C. WJ City shall continue to promptly, according to its standard rules and procedures, facilitate the consideration and approval of any ongoing or additional construction permits, encroachment permits, and all other permits and processes necessary for the completion of the Intersection (due to the north part of the Intersection being within the WJ City boundaries).

D. WJ City shall ensure that all construction shall be completed according to the Exhibit A Drawings.

3. Intersection and Traffic Signal Maintenance – SJ City “Responsibilities”:

A. Once the Project Developer has completed the public improvements in the Intersection, then SJ City shall be solely responsible for maintaining the asphalt and other street infrastructure in the part of the Intersection south of the median. SJ City reserves the right to fulfill these obligations by contracting with an independent contractor to provide these services.

B. SJ City shall promptly, according to its standard rules and procedures, facilitate the consideration and approval of construction permits, encroachment permits, and all other permits and processes necessary for the completion of the Intersection (due to the south part of the Intersection being within the SJ City boundaries).

C. WJ City shall ensure that all construction shall be completed according to the Exhibit A Drawings.

4. Compensation. There is no compensation required between the Parties. Each Party is solely responsible for the costs associated with its respective Responsibilities, as set forth in Paragraphs 2 and 3.

5. Ownership.

A. WJ City shall own the Traffic Signal.

B. WJ City shall own the median and the asphalt and other street infrastructure in the part of the Intersection north of the median.

C. SJ City shall own the asphalt and other street infrastructure in the part of the Intersection south of the median.

D. Each Party shall own its own utility infrastructure, including sanitary sewer, culinary water, storm drains, etc., in the Intersection.

E. WJ City shall own the 10 inch culinary water meter at the meter station and any other utility infrastructure which provides service to the Project.

6. Duration and Termination,

A. This Agreement shall take effect upon execution of this Agreement and shall terminate on December 31, 2069 unless an extension is agreed to in writing.

B. Either Party may terminate this Agreement for convenience at any time by giving thirty (30) days written notice to the other Party of such termination.

7. No Separate Legal Entity. This Agreement does not create a separate legal entity.

8. Liability and Indemnification. Both Parties are governmental entities under the Utah Governmental Immunity Act, Title 63G, Chapter 7, Utah Code Ann., 1953, as amended (the "Act"). Consistent with the terms of this Act, it is mutually agreed that each Party is responsible and liable for its own wrongful or negligent acts which it commits, or which are committed by its agents, officials, or employees. Neither Party waives any defenses otherwise available under the Act.

9. Notice. Any notice required or permitted to be given hereunder shall be deemed sufficient if given by an communication in writing and shall be deemed to have been received (a) upon personal delivery or actual receipt thereof, or (b) within two days after such notice is deposited in the United States Mail, postage prepaid, and addressed to the Parties as set forth below:

WJ City: Mayor of the City of West Jordan 8000 South Redwood Road, 3rd Floor (North) West Jordan, Utah 84088

SJ City: Mayor of South Jordan City 1600 West Towne Center Drive South Jordan, Utah 84095

10. Miscellaneous Provisions. It is mutually agreed and understood by and between said Parties that:

A. Agents, employees, or representatives of each Party shall not be deemed to be the agents, employees or representatives of the other;

B. This Agreement contains the entire Agreement between the Parties, with respect to the subject matter hereof, and no statements, promises, or inducements made by either Party or agents for either Party that are not contained in this written Agreement shall be binding or valid; and this Agreement may not be enlarged, modified, or altered except in writing, and signed by the Parties.

C. WJ City designates its Public Works Director or his/her designee as the representative to assist in the management of this Agreement. SJ City may likewise designates its representative to assist in the management of this Agreement. The representatives shall have no control over the means, methods, techniques or procedures employed in the services of this Agreement.

D. This Agreement may be executed in counterparts by the Parties.

E. Amendments may be proposed at any time during the period of performance by either Party; and Amendments shall become effective upon signing by both Parties. No change to this Agreement shall be binding unless and until reduced to writing and signed by duly authorized officials of both Parties.

F. If any provision hereof shall be held or deemed to be or shall, in fact, be inoperative or unenforceable as applied in any particular case in any jurisdiction or in all jurisdictions, or in all cases because it conflicts with any other provision or provisions hereof or any constitution, statute, ordinance, resolution, rule, or public policy, or for any other reason, such circumstances shall not have the effect of rendering the provision in question inoperative or unenforceable in any other case or circumstance, or of rendering any other provision or provisions hereof invalid, inoperative, or unenforceable to any extent whatever. The invalidity of any one or more phrases, sentences, clauses, or paragraphs herein contained shall not affect the remaining portions hereof, or any part thereof.

G. Nothing in this Agreement creates any enforceable rights in third patties.

H. Each Party agrees to follow the records retention schedule required by law.

11. Interlocal Cooperation Act Requirements. In satisfaction of the requirements of the Interlocal Cooperation Act, and in connection with this Agreement, the Parties agree as follows:

A. This Agreement shall be approved by each Party pursuant to Section 11-13-202.5 of the Interlocal Act;

B. This Agreement shall be reviewed as to proper form and compliance with applicable law by a duly authorized attorney on behalf of each Party, pursuant to Section 11-13-202.5 of the Interlocal Act;

C. A duly executed original counterpart of this Agreement shall be filed with keeper of records of each Party, pursuant to Section 11-13-209 of the Interlocal Act;

D. Except as otherwise specifically provided herein, each Party shall be responsible for its own costs of any action taken pursuant to this Agreement, and for any financing of such costs; and

E. No real or personal property will be acquired, held, or disposed of in this cooperative undertaking. To the extent that a Party acquires, holds, or disposes of any real or personal property for use in the joint or cooperative under1aking contemplated by this Agreement, such Party shall do so in the same manner that it deals with other property of such Party.

IN WITNESS WHEREOF, the Parties have subscribed their names and seals the day and year first above written.

WJ CITY:

CITY OF WEST JORDAN CITY, A MUNICIPALITY And Political Subdivision of the State of Utah: ATTEST:

By: Name: Dirk Burton, Mayor Cindy Quick, City Recorder

Date:

Approved as to Form and Legality:

City Attorney

SJ CITY:

SOUTH JORDAN CITY, A MUNICIPALITY And Political Subdivision of the State of Utah: ATTEST:

By: Name: Dawn R. Ramsey, Mayor City Recorder

Date:

Approved as to Form and Legality:

Ryan W. Loose (Apr 16, 2020) City Attorney

EXHIBIT A DRAWINGS

Offsite Infrastructure Drawings Prepared by Dominion Engineering

RESOLUTION R2020-35

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, AUTHORIZING THE MAYOR TO SIGN AN INTERLOCAL COOPERATION AGREEMENT BETWEEN THE CITY OF SOUTH JORDAN AND SALT LAKE COUNTY FOR THE INSTALLATION OF ADVANCE TRAFFIC MANAGEMENT SYSTEM (ATMS) CONNECTIONS IN THE CITY OF SOUTH JORDAN.

WHEREAS, the City of South Jordan (“City”) and Salt Lake County (“County”) are government units under the laws of the State of Utah; and

WHEREAS, City and County are authorized by the Utah Interlocal Cooperation Act, Utah Code § 11-13-101, et seq., to enter into agreements with each other, upon resolution to do so by their respective governing bodies, for the purpose of enabling them to make the most efficient use of their resources; and

WHEREAS, the interlocal agreement pertains to the installation of ATMS connections in the City, which is attached hereto as Exhibit A (the “Agreement”); and

WHEREAS, City and County agree that County shall install the ATMS connections and City shall should pay its share of the actual costs of the ATMS connections, estimated to be $36,000.00, and thereafter own the ATMS connections; and

WHEREAS, the Agreement will benefit the City’s residents by installing the ATMS connections as a joint effort between the two entities.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Authorization to Sign. The City Council hereby approves the Agreement, attached as Exhibit A, and authorizes the Mayor to sign the same.

SECTION 2. Effective Date. This Resolution will be effective immediately upon passage.

[SIGNATURE PAGE FOLLOWS]

Resolution R2020-35 Page 1 of 2 APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS ______DAY OF , 2020, BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey City Recorder

Approved as to form:

Todd Sheeran Todd Sheeran (Apr 15, 2020) Office of the City Attorney

Resolution R2020-35 Page 2 of 2 EXHIBIT A

(The Agreement)

Todd Sheeran Todd Sheeran (Mar 26, 2020)

Mar 26, 2020

SOUTH JORDAN CITY CITY COUNCIL REPORT Council Meeting Date: 4/21/2020

Issue: RESOLUTION R2020-11 – AUTHORIZING THE MAYOR TO ENTER INTO AN INTERLOCAL COOPERATION AGREEMENT BETWEEN SALT LAKE COUNTY AND THE CITIES OF SOUTH JORDAN, SANDY, WEST JORDAN, WEST VALLEY, AND TAYLORSVILLE, RELATING TO THE HOME INVESTMENT PARTNERSHIP PROGRAM FOR FEDERAL FISCAL YEARS 2021 THROUGH 2023.

Presented By: Katie Olson, CDBG Coordinator Department: Finance Submitted By: Katie Olson, CDBG Coordinator

Staff Recommendation (Motion Ready): Approve Resolution No. R2020-11, approving the Interlocal Cooperation Agreement to participate in the local HOME Consortium for fiscal years 2021-2023 and authorizing the City’s HOME funds to be reallocated to the HOME Consortium.

Background:

The federal HOME Investment Partnership Act (1990) created a program (HOME) whereby federal funds could be allocated to participating jurisdictions (states, cities, urban counties, and consortia) to conduct housing activities serving low- and very low-income families according to local needs. The HOME Program is administered by the U.S. Department of Housing and Urban Development (“HUD”). Eligible activities include tenant- based rental assistance, housing rehabilitation, assistance to homebuyers, and new construction of housing. The Act allows for the creation of a consortium of geographically contiguous local units of governments to conduct the purposes of the HOME Program on a regional scale. Where a consortium is formed, a lead agency is designated with the responsibility to administer the activities of the consortium in accordance with HUD regulations.

Salt Lake County, as the lead agency, has been conducting a local HOME consortium for approximately twenty years. HUD requires that each consortium be renewed every three years. The most current three-year term covered fiscal years 2018-2020. The City of South Jordan joined the Consortium at the beginning of the 2015-2017 term. Other members of the Consortium include West Valley City, West Jordan City, Sandy City, and Taylorsville City. Salt Lake County is currently renewing the Consortium for the 2021-2023 fiscal years, which requires an interlocal agreement between the Consortium members.

As a member of the Consortium, the City receives an allocation of HOME funds. The funds could be administered by the City directly or reallocated to the Consortium. The majority of the Consortium members reallocate their individual portions back to the Consortium to be administered by Salt Lake County, as the lead agency. All members of the

1 Consortium participate in reviewing annual funding requests and approving funding recommendations. Past funding recipients include Salt Lake Valley Habitat for Humanity, NeighborWorks, Community Development Corporation, Salt Lake County Housing Authority, and Utah Housing Non-Profit. Utah Housing Non-Profit, for example, was awarded $350,000 in funds from the HOME Program in FY 2012 by the Consortium for The Gardens, a senior housing development in South Jordan. The Consortium receives approximately $2 million in HOME funds per year. South Jordan’s allocation is approximately $50,000 per year.

STAFF FINDINGS, CONCLUSIONS & RECOMMENDATION:

Findings:  The City’s 2014 Housing Needs Study and 2015-2019 Consolidated Plan identify affordable housing needs and encourage the development of additional affordable housing. Both documents recommend participation by the City in the HOME Program to assist in addressing housing needs.  The City’s 2019 Housing Needs Study indicates an even greater need for affordable housing. The 2020-2024 Consolidated Plan also identifies affordable housing as a goal.  The 2019 General Plan includes the following goal and policy: o LIVE GOAL 1: Ensure development of well-designed housing that qualifies as Affordable Housing to meet the needs of moderate income households within the City o LIVE GOAL 2: Promote the development of diverse housing types which provide life-cycle housing for a full spectrum of users  Salt Lake County is designated as the lead agency for the local HOME Consortium, and would be responsible to administer the program in compliance with HUD regulations.

Conclusion: It is expected that the City’s participation as a member of the Consortium will provide access to resources, institutional knowledge, and influence which will mutually benefit local and regional housing needs.

Recommendation: Staff recommends that the City Council approve Resolution R2020-11.

FISCAL IMPACT:

Staff anticipates the fiscal impact to the City to be the salary for the time provided by staff to review funding request application and to participate in Consortium meetings, estimated to be approximately 20 hours per year.

ALTERNATIVES:

2  Approve the resolution.  Deny the resolution.

SUPPORT MATERIALS:

 Resolution No. R2020-11.

City Council Action Requested:

04/15/2020 Sunil Naidu Date Chief Financial Officer

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Executive Summary

ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b) 1. Introduction

The City of South Jordan in partnership with the U.S. Department of Housing and Urban Development (HUD) is required to have in place a five-year consolidated plan as a grantee of funding for the Community Development Block Group (CDBG) program. The consolidated plan represents the needs and strategic objectives that staff uses on an annual basis in identifying projects to be funded. Projects, including funding amounts, expected benefits, and consistency with the consolidated plan, are described in annual action plans.

The 2020 program year is the City of South Jordan’s ninth year as a CDBG grantee. In 2012, HUD approved the City as a grantee for the CDBG program. In order to achieve some of the City’s housing objectives, the 2012-2016 Consolidated Plan recommended that the City “apply to participate in the Salt Lake County HOME Consortium” (2012-2016 Consolidated Plan, page 52). The City joined the HOME Consortium in 2014. As a member of the HOME Consortium, HUD has directed the City to participate in the update of the County’s consolidated plan, resulting in the 2015-2019 Consolidated Plan.

The 2020-2024 Consolidated Plan will be the city’s second consolidated plan under the Consortium. As such, this document represents the City’s portion of the County’s 2020-2024 Consolidated Plan; the needs, strategic objectives, and 2020 Annual Action Plan are specific to the City.

City Aerial

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2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview

3. Evaluation of past performance

Since becoming a grantee, the City has received the lowest or second-lowest annual allotment of all CDBG grantees in a seven-state region (Region VIII). The City’s annual allocation reflects a relatively small, but rapidly growing, population, and the lack of community concerns, at least at a lower scale, that many other communities face. The City’s modest allocation of CDBG funding requires a simple program and careful project selection. The City strives to address the unique and specific existing concerns in the community in a way that is also preventative of those concerns becoming larger future problems.

During the 2014-2019 Consolidated Plan, the City underwent two staffing changes: the City’s first CDBG Coordinator, Jake Warner, left in 2017 and was replaced by his assistant, David Mann. Since early 2019, David has been transitioning CDBG duties to Katie Olson, the new CDBG Coordinator.

Despite changes, the City has been effectively addressing all objectives of the 2014-2019 Consolidated Plan. The 2014-2019 Consolidated Plan included the following goals and objectives:

 Maintain existing housing  Increase access to affordable housing  Improve and provide adequate senior facilities  Provide senior services  Correct accessibility deficiencies  Provide improvements in deficient neighborhoods  Support essential services and training programs  Support training and education programs

In the five years of the 2015-2019 Consolidated Plan, the City received $1,085,327 in CDBG funds. Based on previous expenditures, current allocations, and an amendment to the 2019-2020 AAP, the funds from these grant years are anticipated to be expended according to the following breakdown:

 Public Services: $144,734.00 (13.3%)  Housing: $10,000 (0.9%)  Public Improvements: $732,888.59 (67.5%)  Planning/Administration: $183,349.72 (16.9%)  Unassigned funds: $14,354.69 (1.3%)

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This breakdown is very similar to what was completed under the first three years of the 2012-2016 Consolidated Plan (which was replaced by the 2014 plan when the City joined the Consortium).

From 2015-2018, the City’s projects have benefited an estimated 4,167 individuals. (Accomplishments for the 2019 year will be available in the 2019 CAPER.)

In the 2015-2019 Consolidated Plan, the City identified increasing public outreach and generating more resident input as a key area of improvement. Outreach for the 2020-2024 Consolidated Plan involved a significantly increased effort to obtain public input. Though actual turnout was lower than expected, the City heard from target groups in greater numbers than usual. The City plans to continue greater outreach efforts along these lines.

A second area of improvement identified previously was increasing awareness and understanding about the program. During the 2020-2024 Consolidated Plan, the CDBG Coordinator worked to improve internal communication about CDBG eligible activities. The success of this effort can be seen in the increased number of applications for 2020 CDBG funds: 17 applications were received, as opposed to nine in 2019.

Announcement of the CARES Act CDBG funding was made near the end of the creation of this Plan. The City plans to amend the 2015-2019 Con Plan a second time to incorporate the funding and get it into action immediately.

Moving into the 2020 program year, the City has identified some areas in which to improve upon in the future. The City will continue to increase public outreach efforts. During staff turnover, monitoring efforts have not been as consistent. As of February 2020, the City has begun doing site visits and desk reviews on a more regular basis. This effort will continue and special efforts are being made to visit subrecipients in a timely manner.

4. Summary of citizen participation process and consultation process

The process used to prepare the Consolidated Plan followed the City's Citizen Participation Plan (attached). The City's Citizen Participation Plan was adopted in March 2012 to guide the development of the Consolidated Plans, Annual Action Plans, and amendments to those plans. The Citizen Participation Plan ensures that the community has the opportunity to work in partnership with the City to identify needs and to allocate CDBG funds. The Citizen Participation Plan established the following standards for citizen involvement:

1. All citizen participation is to be done openly. 2. Involvement of low- and moderate-income persons, minorities, project area residents, elderly, handicapped and others is to be evident. 3. Reasonable efforts to ensure continuity of involvement of citizens throughout all stages of the CDBG program are to be evident.

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4. Timely and adequate information is to be given to citizens. 5. Citizens are encouraged to submit their views and proposals regarding the Consolidated Plan and use of CDBG funds.

In the process of conducting the Needs Assessment and Market Analysis, the City relied upon input from a wide range of sources through meetings, interviews, phone calls, emails, reports, research, funding request applications, public hearings, and site visits. The City relied on information from public service providers, housing providers, Salt Lake County, other local municipalities, regional agencies, residents, and City departments. A public hearing was held on October 1, 2019 to address community needs and a second public hearing was held on April 21, 2020. The Consolidated Plan and 2020 Annual Action Plan were available for review during a public comment period from April 7, 2020 through May 7, 2020.

Due to COVID-19, the April 21 public hearing was conducted electronically following all applicable standards and procedures.

5. Summary of public comments

6. Summary of comments or views not accepted and the reasons for not accepting them

7. Summary

While more input from residents would be beneficial and modest funding amounts limits some project types, the City is confident that CDBG funds are being used to effectively address needs and benefit residents.

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The Process

PR-05 Lead & Responsible Agencies - 91.200(b) 1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source

The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency Lead Agency SOUTH JORDAN CDBG Administrator SOUTH JORDAN Executive Department HOPWA Administrator HOME Administrator HOPWA-C Administrator

Table 1– Responsible Agencies

Narrative

South Jordan City has administered the Community Development Block Grant (CDBG) program since becoming a grantee for CDBG funds in 2012. The City’s Finance Department is responsible for oversight of the program. The CDBG Coordinator is responsible for administration of the program, including preparation of plans and reports, processing draw requests, coordination of the City’s CDBG Committee, and monitoring subrecipients. CDBG administration is performed through the Executive Department; prior to 2019, it was performed through the Planning Division.

Salt Lake County’s Community Resources and Development Department is the lead agency for a local Home Investment Partnership Program (HOME) Consortium. South Jordan City joined the HOME Consortium in 2014. The City’s CDBG Coordinator represents the City on the Consortium. The City intends to allow the Consortium to administer the City’s portion of HOME funds. As the lead agency for the Consortium, Salt Lake County is also the lead agency for the Salt Lake County 2020-2024 Consolidated Plan, which includes the HOME program.

The City does not participate in the Emergency Shelter Grants (ESG) program or the Housing Opportunities for Persons with AIDS (HOPWA) program.

Consolidated Plan Public Contact Information

Katie Olson

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CDBG Coordinator

Executive Department

South Jordan City

1600 W. Towne Center Drive

South Jordan, UT 84095

[email protected]

801-446-4357, ext. 2001

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PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(l) 1. Introduction

South Jordan City first became a grantee for a HUD program (CDBG) in 2012. In many cases, the preparation of the 2012-2017 Consolidated Plan initiated the City’s relationship with many housing and public service providers in the region. Like several cities in Salt Lake County, South Jordan lacks service providers located directly in the City. Providers are physically spread throughout the County, providing their unique type of services to residents from all cities in the county. In the following years, the City has worked to build relationships and reach out to others. The City has sought the input from many of those agencies in the preparation of this plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The CDBG committee annually reviews all funding request applications and strives to regularly meet with providers and tour their facilities. The CDBG Coordinator works with providers funded by the City, including regular phone and email communications and reviews of quarterly reports. The City holds two public hearings each year to address the use of CDBG funds, which are routinely attended by public service providers. During the staff turnover for the City’s CDBG programs, fewer committee and providers interactions were held. In preparation for this Consolidated Plan, a significant effort was made to reconnect in-person with providers. The Committee met several times between January and March and site visits were made to two providers. Following meeting requirements for COVID-19, scheduled visits were changed to virtual meetings. The CDBG Coordinator connected with all six public service providers in the process of preparing the Consolidated Plan. These visits have substantially strengthened communication channels, and for many subrecipients marked the first time they’d received a direct visit from a grantee.

As a relatively small grantee and receiving a modest amount of CDBG funding, the City has sought to address housing issues through other resources. In 2014, the City joined the local HOME Consortium. Participating in the HOME Consortium has introduced the City to a wider range of housing providers in the community. It has also strengthened the City’s relationship and coordination with the County, as the lead agency of the HOME Consortium, and other municipalities in the region, as fellow members of the Consortium.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness

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There are three Continuums of Care organized in Utah. The local Continuum of Care serves Tooele and Salt Lake County and is overseen by the Salt Lake Valley Coalition to End Homelessness (SLVCEH). It receives approximately $7.8 million annually from HUD for project funding and collaboration. Salt Lake County provides staffing support to the Salt Lake Valley Coalition to End Homelessness (SLVCEH) whose goal is to establish a strong and effective homeless system structure that:

Supports a community wide commitment to make homelessness rare, brief, and non-recurring.

Unites communities and service providers in profoundly new ways.

Informs funding and policy decisions through a variety of mechanisms, including a report released annually.

Aligns multiple funding streams for efforts to quickly rehouse homeless individuals and families while minimizing trauma and dislocation caused to homeless individuals, families, and communities.

Promotes access to and effective utilization of mainstream programs by homeless individuals and families.

Optimizes self-sufficiency among individuals and families experiencing homelessness

Reinforces an overall system planning effort which includes all resources, stakeholders, and funding.

Provides multiple opportunities for client input and feedback.

The SLVCEH convenes eight core function groups (Community Engagement, Client Focus, Crisis Response, Education, Employment, Health and Wellness, Housing, and Legal Rights & Safety) which inform the work of the Steering Committee that fulfills the responsibilities of the Continuum of Care Board. The Coalition is made up of 279 individual members that represent public, private and nonprofit organizations and individuals interested in issues related to homelessness or provide services to those experiencing homelessness.

South Jordan coordinates with the Continuum primarily through its regular County meetings.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS

The City does not receive ESG funds and does not administer the HMIS program.

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2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities

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Table 2– Agencies, groups, organizations who participated 1 Agency/Group/Organization SOUTH JORDAN Agency/Group/Organization Type Other government - Local Grantee Department What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs Economic Development Market Analysis Anti-poverty Strategy How was the Agency/Group/Organization consulted and what Representatives of the following departments were interviewed: City are the anticipated outcomes of the consultation or areas for Commerce, Strategic Services, Engineering Planning, Public Works, and improved coordination? Administrative Serves (including senior services, parks, and recreation). 2 Agency/Group/Organization SALT LAKE COUNTY Agency/Group/Organization Type Other government - County What section of the Plan was addressed by Consultation? Housing Need Assessment Lead-based Paint Strategy Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Market Analysis Anti-poverty Strategy

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How was the Agency/Group/Organization consulted and what The County is the lead agency for the Consolidated Plan, the HOME are the anticipated outcomes of the consultation or areas for Consortium, and the Continuum of Care. Meetings were held to address improved coordination? all three of those roles. 3 Agency/Group/Organization The Road Home Agency/Group/Organization Type Housing PHA Services - Housing Services-homeless What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Anti-poverty Strategy How was the Agency/Group/Organization consulted and what Interview held with the director and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination? 4 Agency/Group/Organization Community Health Centers, Inc Agency/Group/Organization Type Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Health Health Agency

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What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Mental Health How was the Agency/Group/Organization consulted and what Interview with staff and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination? 5 Agency/Group/Organization Legal Aid Society of Salt Lake Agency/Group/Organization Type Services-Children Services-Victims of Domestic Violence Services - Victims What section of the Plan was addressed by Consultation? Homeless Needs - Families with children Non-Homeless Special Needs Anti-poverty Strategy How was the Agency/Group/Organization consulted and what Site visit held with staff and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination? 6 Agency/Group/Organization COMMUNITY ACTION PROGRAM Agency/Group/Organization Type Housing Services - Housing Services-Children Services-Elderly Persons Services-homeless

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What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Anti-poverty Strategy How was the Agency/Group/Organization consulted and what Interview with staff and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination? 7 Agency/Group/Organization South Valley Services to End Family Violence Agency/Group/Organization Type Housing Services - Housing Services-Children Services-Elderly Persons Services-Victims of Domestic Violence Services-homeless Services - Victims What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Families with children Non-Homeless Special Needs Anti-poverty Strategy How was the Agency/Group/Organization consulted and what Site visit held with director and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination?

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8 Agency/Group/Organization NeighborWorks Agency/Group/Organization Type Housing PHA Services - Housing Services-homeless Service-Fair Housing What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what Site visit with directors and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination? 9 Agency/Group/Organization The INN Between Agency/Group/Organization Type Housing Services - Housing Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-homeless Services-Health Health Agency What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homelessness Needs - Veterans How was the Agency/Group/Organization consulted and what Interview with director and reports provided by the agency. are the anticipated outcomes of the consultation or areas for improved coordination?

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10 Agency/Group/Organization ASSIST Agency/Group/Organization Type Housing Services - Housing Services-Children Services-Elderly Persons What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what On-going talks with director and staff. are the anticipated outcomes of the consultation or areas for improved coordination? 11 Agency/Group/Organization U.S. Department of Housing and Urban Development - Office of Fair Housing and Equal Opportunity Agency/Group/Organization Type Housing PHA Services - Housing Service-Fair Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs Homelessness Strategy Market Analysis How was the Agency/Group/Organization consulted and what Discussion with a representative on needs. are the anticipated outcomes of the consultation or areas for improved coordination?

Identify any Agency Types not consulted and provide rationale for not consulting

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The primary focus of this outreach was to consult with all current service providers, which was achieved. Because of COVID-19, in-person meetings and site visits were limited or unavailable. Every effort was made to conduct outreach with providers via electronic means. Direct contact was not made with the Salt Lake County Health Department out of respect for the current strain on their services, and because most of their information regarding lead-based paint strategy is available online. For the Housing Authority of Salt Lake County (now Housing Connect), information from the County and their website was relied on, rather than duplicating outreach efforts.

Other local/regional/state/federal planning efforts considered when preparing the Plan

Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Salt Lake County The primary role of the Continuum of Care is to reduce homelessness in the region, with the goal of functionally ending homelessness. The role of the Continuum of Care aligns with the City's goal to support programs providing essential services. March 2020 Key Southwest Vision Similar goals of increasing access to affordable housing and providing improvements in Highlights deficient neighborhoods, particular with regards to open space and recreation opportunities. Overall, we want to improve accessibility and opportunity for all residents and to support family and individual stability, self-reliance, and prosperity. South Jordan 2019 City of South Jordan Plan includes Transportation Master Plan and Housing Plan. Goals align with preserving stable General Plan neighborhoods, facilitate growth of safe and well-planned neighborhoods, ensuring well- designed moderate income housing, and enhancing public spaces. South Jordan City of South Jordan See above Transportation Master Plan South Jordan City of South Jordan See above Moderate Income Housing Plan Economic City of South Jordan The Economic Development Strategic Plan identifies the need for adequate infrastructure, Development specifically transportation infrastructure, and the role that it plays in providing access and Strategic Plan opportunity to residents.

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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? 2020-2025 5 Year Housing Connect, According to the plan, Ã¿Â¢Ã¿Â¿Ã¿Â¿Housing ConnectÃ¿Â¢Ã¿Â¿Ã¿Â¿s mission is to connect PHA Plan (draft) formerly Housing people and communities to quality affordable housing opportunities while promoting self- Authority of the County sufficiency and neighborhood revitalization.Ã¿Â¢Ã¿Â¿Ã¿Â• This directly connects with the of Salt Lake CityÃ¿Â¢Ã¿Â¿Ã¿Â¿s goals of affordable housing, maintaining existing housing, and supporting service providers. Table 3– Other local / regional / federal planning efforts

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))

The City's involvement with the HOME Consortium and other regional councils and agencies puts the City in contact with other public entities and units of government, which has influenced the preparation of the Consolidated Plan. The City regularly meets with the other entitlement cities in the County. Information and help are consistently shared between the cities, particularly West Jordan and West Valley, which has been invaluable in the creation of this plan.

Narrative

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PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The process used to prepare the Consolidated Plan followed the City's Citizen Participation Plan. The City's Plan was adopted in March 2012 to guide the development of the Consolidated Plans, Annual Action Plans, and amendments to those plans. The Citizen Participation Plan ensures that the community can work in partnership with the City to identify needs and to allocate funds. The Citizen Participation Plan is included as an attachment.

In preparing the 2020-2024 Consolidated Plan, the City made an unprecedented effort to encourage participation through an online survey and mailed postcard surveys. Both surveys sought to get targeted, actionable insights on what needs were present in the community and directly tying those to eligible CDBG activities. City staff worked to translate CDBG matrix codes into a public-friendly list. In both surveys, residents listed these as the most needed projects: parks and recreational facilities, sidewalk improvements, tree planting, and street improvements.

The top four listed here were true for LMI respondents, as well as for those living in Eligible Block Groups. Improving deficits in eligible neighborhoods is one of our top goals, as well as sidewalk accessibility improvements. Parks and trees will also fall under those goals.

Air quality was the top health concern, followed by mental health and suicide prevention; for LMI respondents, mental health was the top priority of the two. Citywide—and for LMI and eligible block group residents—living wage/cost of living and economic independence were top concerns. For LMI respondents, poverty was the third greatest concern, though it was last on the list for the other groups. A lack of housing affordability was the top housing concern (36%). Survey-wide 40% reported no housing needs; however, 34% of those living in the eligible block groups reported having housing repair needs. Of services, neighborhood cleanups, crime awareness and prevention, and mental health services ranked top among the many options. These three items are included specifically in the City’s goals.

Of respondents, 38% reported a household income of less than $82,051. Six percent of respondents reported having experienced homelessness, and 8% considered themselves to be severely disabled. Ten percent provide care for a severely disabled individual. Sixteen percent of respondents qualified as low/moderate income based on family size. Though only 204 responses were received, this was significant for a survey of this type. The representation of low/moderate income residents was much higher than expected for a City with a high median income.

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A one-question survey along with an open comment section was sent via postcard to all 4,633 households in the City’s five block groups. Of those, 214 residents responded. Their top four concerns were the same as those in the online survey.

Full survey report, along with full comments, for both the online and postcard survey is available as an attachment.

A public hearing was held on October 1, 2019 to address community needs and a second public hearing was held on April 21, 2020 to receive comments regarding the Con Plan and AAP. The Con Plan and first-year Annual Action Plan were available for review during a public comment period from April 7, 2020 through May 7, 2020. Notices for the public hearings and public comment period were published in the two largest regional newspapers, published at City Hall, emailed to public service and housing providers, and posted on the City’s social media sites. Due to COVID-19, the hearing was held virtually in accordance with all applicable laws and regulations.

Citizen Participation Outreach

Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 1 Public Hearing Non- targeted/broad community

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Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 2 Online Survey Non-English 204 responses Improvements in Air quality was a top Speaking - Specify deficient concern, but is tough other language: neighborhoods was to address with our Spanish the top requested limited funds. Though project. this concern is not Persons with directly represented in disabilities our goals, it is a priority on our radar using Non- other types of City targeted/broad funding. community

Seniors 3 Newspaper Ad Persons with Ads for the online No direct N/A disabilities community survey comments were placed in the received. Non- two major local targeted/broad newspapers, as were community notices of the Public Hearings. Seniors

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Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 4 Internet Outreach Persons with 5 social media posts Comments All comments related disabilities made, 10 total shares regarding to CDBG items were to 9,507 followers. clarification of accepted. Non- Survey also posted on funds and internet targeted/broad City website and connectivity were community draft Con Plan posted received. on website and social Seniors media. 5 Online Survey Non-English 4,633 postcards All comments N/A Speaking - Specify mailed, 214 accepted other language: completed responses Spanish returned.

Residents of LMI eligible block groups

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Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 6 Online Survey Non-English 40 posters and 500 N/A N/A Speaking - Specify handouts placed other language: directing to online Spanish survey

Persons with disabilities

Non- targeted/broad community

Seniors, families with children 7 Internet Outreach Non- eNewsletters from See survey results N/A targeted/broad the City and community Daybreak, the local planned community, Daybreak were sent to a total Residents of 18,374 emails, informing and directing residents to the online survey.

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Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of comments URL (If response/attendance comments received not accepted applicable) and reasons 8 Online Survey Seniors A paper version of See survey All comments were the online survey was comments. accepted. available at city locations. 1 survey was returned and entered in with online responses Table 4– Citizen Participation Outreach

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Needs Assessment

NA-05 Overview Needs Assessment Overview

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NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

The City has been experiencing significant population growth. While much of the City’s housing and infrastructure is new, the demand for more is continuous. Between the creation of the 2015 General Plan and the 2019 General Plan, the City added more than 20,000 new residents. Growth is happening primarily in the west-end of the City in Daybreak, a master-planned new urbanist community. New construction is happening west of Mountain View Corridor on previously undeveloped land. The population increase has required expanded police and fire services to cover the increased geographical area in addition to higher densities being added. A new fire station located in Daybreak is currently under construction.

In August of 2015, near the start of the previous Con Plan, the city had 1,632 housing units designated as 55+. By August of 2019, that number had grown by 56% to 2,552 units. Attendance at the City’s Senior Center has likewise grown: between 2015 and 2018, attendance grew from 15,804 to 20,292 visitors, an increase of 28%. Since 2018, growth has followed a similar pattern. The need for keeping up with programming and providing additional space at the Senior Center is an increasing concern.

How were these needs determined?

Analysis of data from the Planning Department and the Senior Center

Review of the City’s 2019 General Plan

Interviews with directors and staff from the City Planning, Engineering, and Administrative Services departments

Meetings with Assistant City Manager and Strategic Services Director

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55 plus housing

Senior Center Attendance

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Describe the jurisdiction’s need for Public Improvements:

A large majority of the City’s neighborhoods were built in the last thirty-five years. These are neighborhoods that have improvements and amenities that are in good condition. However, a few areas in the City have housing that is significantly older. These older neighborhoods lack improvements and amenities equivalent to current City standards and levels of services.

As stated above, the majority of the City’s growth has extended the developed area of the City westward. The westward development has strained water and transportation infrastructure. Additionally, the region generally lacks sufficient east/west transportation infrastructure. Adequate water is also an ongoing concern in the region.

In the Daybreak area and throughout the City, most residents have access to a park. However, the Director of Parks and Recreation has identified some holes in eligible block groups that may need increased park resources.

The Engineering Department and the Streets division have identified many curbs in need of ADA ramps. As the Streets division puts new overlays on the roads, they are required to fix accessibility needs at the same time. This has resulted in a steady stream of accessibility repairs that need to be made in a timely manner. In addition to accessibility services, some areas of the eligible groups need sidewalks put in.

How were these needs determined?

Interviews with directors of the Public Works, Engineering, Planning, Administrative Services, and City Commerce Departments

Meetings with the Staff Working Group

Review of the City’s 2019 General Plan and the Southwest Vision Study

Describe the jurisdiction’s need for Public Services:

Because of the City’s demographics, there is not a concentrated need for services to low- and moderate- income residents. Typically residents needing services qualify on a limited clientele basis. The south Salt Lake Valley is considered to have a dearth of services, which tend to be located closer to Salt Lake City. The population is rapidly growing in the Southwest Valley, yet the service providers remain further north. As such, the City’s subrecipients are all outside of the City’s boundaries, yet document serving South Jordan residents for food, health services, homeless prevention and assistance, and domestic violence needs. No significant changes in demand for services have been discovered, excepting the increased need for senior services. Other groups seeking services have remained consistent in number.

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The City will continue providing services through its subrecipients, as no need is expected to diminish altogether.

How were these needs determined?

Interviews with all City subrecipients providing public services

Review of reports provided by public service providers

Interviews with the City Police Department victim advocate and Senior Services leadership

Meetings with the Staff Working Group

Based on the needs analysis above, describe the State's needs in Colonias

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Housing Market Analysis

MA-05 Overview Housing Market Analysis Overview:

The City adopted a Moderate Income Housing Plan in November of 2019, which is included as Appendix A in the City’s 2020 General Plan. This section is taken from that Moderate Income Housing Plan. The full plan is available at https://www.sjc.utah.gov/wp-content/uploads/2020/03/Appendix-A-South- Jordan-Moderate-Income-Housing-Plan-November-2019.pdf.

Overall, housing supply in the City is in good condition and growing at a steady rate. The City is not immune to trends seen throughout the County, and affordable housing is becoming harder to find due to the overall increase in the average price of homes in the City. Therefore, the City may do well to primarily concentrate on increasing the number of affordable housing units.

The majority of housing units in the City are owner-occupied, single-family homes with large lot sizes. The Salt Lake County Assessor currently lists 19,553 residential parcels in the City representing 21,839 housing units. Over 83 percent of those units are categorized as single-family residences (SFRs). The median value for SFRs is $384,100, according to the County’s assessed market values, and the average lot size is 0.29 acres. In addition to housing units, the City has 11 assisted living and nursing home facilities with a total of 840 beds. Although assisted living and nursing home beds are important housing resources for residents, they are reserved for special needs and not available to most households as a housing choice. These facilities are included in the analysis where appropriate, but generally are not included in market affordability considerations.

The following maps show the geographic distribution of housing types in the City. This map visually shows the predominance of SFRs in the City.

Compared to the City’s 2014 Housing Needs Study, there are more rental options available within the City, but a lower proportion of SFRs are available as rentals. In 2014 about 9.4 percent of SFRs were rentals, compared to the 6.7 percent today. However, the overall proportion of rentals of all types has increased from 18.9 percent to 23.1 percent. But the Census’s 2017 American Community Survey (ACS) data estimated 63 percent of all rentals have a gross rent above $1,000 per month. The median gross rent is $1,405, compared to the County’s $1,015. Additionally, compared to the 2014 Housing Needs Study, overall home prices in the City have risen dramatically. In 2014, about 71 percent of homes were below $300,000. Now only 24 percent are below that value.

With rising housing costs, the City is facing a significant shortage of affordable units. The following table shows the estimated number of cumulative units at each affordability threshold of all housing types – SFR, condo, duplex and apartments – and how those units match up with current demand of households

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within the City. There is a total of 3,007 affordable units and 10,687 low to moderate income households, indicating a shortage in supply of 7,680 affordable units in comparison to current City demographics.

As the population and number of households continue to rise, the City will have greater need to provide housing that meets the needs of residents and those interested in moving to the City. The current shortage plus that additional need each year means that (assuming current distributions of household incomes) the City will have a need of 10,370 affordable housing units by 2024. A large portion of this is made up of the current shortage with an additional 505 to 560 per year until 2024. Just five years ago the City had an excess of affordable moderate-income housing, but – despite best efforts by the City – housing affordability is a major statewide issue presenting challenges for all communities.

Housing Type Table

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Housing Type Map

Housing Affordability Table

Affordable Housing Unit Shortage

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MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f) Introduction

Residents in South Jordan, in general, are well educated, and households have relatively high incomes. Good jobs are available in bio-science research and manufacturing, education, health services, financial services, and professional/management areas. The competition for employees is considered a drawback for many employers; this trend is true across Utah. According to the U.S. Bureau of Labor Statistics data, as reported in the Salt Lake Tribune, “Utah’s job growth rate was more than double the national average of 1.4%” (https://www.sltrib.com/news/politics/2020/01/24/utahs-unemployment-rate/). In 2019, Utah led that nation in job creation and the state’s unemployment rate has hit a historic low of 2.3%. Data provided by HUD for the 2015-2019 Con Plan reported an unemployment rate of 5.40; this year, the data pulled in reports 3.73. While the overall rate is very low, this data does show a rate of 12.04 for ages 16-24. While Utah is experiencing a strong economy, the effects of COVID-19 will likely present challenges to the economy statewide. Data reported below is the HUD-supplied data from the 2011-2015 ACS. Based on more current city data, it underreports employees in manufacturing, particularly the bio- sciences, and in public administration, which should be at least 500 based on the city alone. For the purposes of comparison with the last Con Plan, the HUD supplied-data is retained here.

Moving forward, ensuring that the transportation infrastructure and housing are in place to provide access to jobs will continue to be essential. In addition, on-going education and skill training will also be necessary to maintain continued strength and growth in the area.

Economic Development Market Analysis

Business Activity

Business by Sector Number of Number of Jobs Share of Workers Share of Jobs Jobs less workers Workers % % % Agriculture, Mining, Oil & Gas Extraction 186 9 1 0 -1 Arts, Entertainment, Accommodations 2,417 2,265 11 11 0 Construction 1,635 1,124 7 5 -2 Education and Health Care Services 3,452 2,654 15 13 -2 Finance, Insurance, and Real Estate 2,548 2,353 11 11 0 Information 925 1,425 4 7 3 Manufacturing 2,290 3,351 10 16 6

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Business by Sector Number of Number of Jobs Share of Workers Share of Jobs Jobs less workers Workers % % % Other Services 786 457 3 2 -1 Professional, Scientific, Management Services 3,159 3,837 14 18 4 Public Administration 0 0 0 0 0 Retail Trade 3,244 2,970 14 14 0 Transportation and Warehousing 1,042 315 5 1 -4 Wholesale Trade 1,287 445 6 2 -4 Total 22,971 21,205 ------Table 5 - Business Activity Data Source: 2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)

Labor Force

Total Population in the Civilian Labor Force 29,623 Civilian Employed Population 16 years and over 28,520 Unemployment Rate 3.73 Unemployment Rate for Ages 16-24 12.04 Unemployment Rate for Ages 25-65 2.31 Table 6 - Labor Force Data Source: 2011-2015 ACS

Occupations by Sector Number of People

Management, business and financial 10,690 Farming, fisheries and forestry occupations 1,229 Service 1,495 Sales and office 7,780

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Occupations by Sector Number of People

Construction, extraction, maintenance and repair 1,880 Production, transportation and material moving 1,145 Table 7 – Occupations by Sector Data Source: 2011-2015 ACS

Travel Time

Travel Time Number Percentage < 30 Minutes 16,265 62% 30-59 Minutes 9,000 34% 60 or More Minutes 1,010 4% Total 26,275 100% Table 8 - Travel Time Data Source: 2011-2015 ACS

Education:

Educational Attainment by Employment Status (Population 16 and Older)

Educational Attainment In Labor Force Civilian Employed Unemployed Not in Labor Force Less than high school graduate 485 85 265 High school graduate (includes equivalency) 3,315 205 1,170 Some college or Associate's degree 8,655 215 2,745 Bachelor's degree or higher 10,290 195 2,185 Table 9 - Educational Attainment by Employment Status Data Source: 2011-2015 ACS

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Educational Attainment by Age

Age 18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs Less than 9th grade 25 20 30 120 30 9th to 12th grade, no diploma 455 160 220 290 275 High school graduate, GED, or alternative 1,455 1,345 1,110 2,245 1,163 Some college, no degree 2,175 2,035 2,410 3,815 1,358 Associate's degree 445 1,150 945 1,305 370 Bachelor's degree 390 2,385 2,865 3,235 930 Graduate or professional degree 0 980 1,320 1,895 790 Table 10 - Educational Attainment by Age Data Source: 2011-2015 ACS

Educational Attainment – Median Earnings in the Past 12 Months

Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 30,253 High school graduate (includes equivalency) 71,194 Some college or Associate's degree 97,573 Bachelor's degree 142,550 Graduate or professional degree 145,428 Table 11 – Median Earnings in the Past 12 Months Data Source: 2011-2015 ACS

Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?

The major employment sectors, by share of jobs in the city are:

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1. Professional, Scientific, Management Services (18%) 2. Manufacturing (16%) 3. Retail Trade (14%) 4. Education and Health Services (13%) 5. Finance, Insurance, and Real Estate (11%)

Compared with the data reported in the 2015-2019 Con Plan, the major employment sectors have diversified, with each representing a smaller percentage of the whole, excepting finance, which increased from 8% to 11%, and manufacturing, which made a 1% gain. Overall the top five sectors are the same, in a slightly different order.

According to the jobs available by sector, data for this Con Plan shows a total of 21,205 jobs, compared to 15,570 reported in the 2015 plan: an increase of 36%.

Describe the workforce and infrastructure needs of the business community:

Businesses attracted to the community and the expansion of existing businesses are in need of educated and skilled employees. Infrastructure challenges are also a restriction for some businesses desiring to locate to the area. The greatest needs and limiting factors being water and water infrastructure, lack of widespread fiber-optic infrastructure, and improved transportation connections. Transportation can also be a challenge in the region for the workforce having access between jobs and housing. Regional attitudes, which are averse to the use of CDA funds to attract retail, have also been seen as a restriction to attracting large employers in certain areas. In particular, major employers currently prefer to be located within five to seven blocks of the Interstate-15 corridor. Large employers have expressed interest in quality retail to support their workforce.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

A special assessment has recently been created in the Daybreak community, a 4,000-acre master-planned community on the west side of the City, to install a new water tank and other water infrastructure. Water infrastructure and other future infrastructure associated with the Daybreak community is likely to attract additional business growth and job opportunities to the west side of the City.

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During the creation of the Con Plan, business closures resulting from COVID-19 are becoming of increasing concern. While the situation is still evolving, the City anticipates its small businesses, particularly in the restaurant and entertainment industries, needing some support. To address this concern, we have added a tentative goal for supporting economic recovery; however, the City plans to use its CARES act money in 2019. Because needs are constantly changing, this goal will remain a part of the Con Plan to help with potential needs.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?

Good jobs are available in bio-science research and manufacturing, education, health services, financial services, and professional management. The City’s workforce is well educated and well trained. However, the competition for a skilled and educated workforce is viewed as a restriction to attracting new employers that would provide quality jobs. On-going education and training in areas such as math and science and ensuring that the workforce has access to employment centers is needed to continue to attract businesses with quality jobs.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The City has been working with the South Jordan Chamber of Commerce and Salt Lake Community College to establish a small-business incubator program. Businesses would be awarded, on a competitive basis, financial assistance, training, and access to office space. Additionally, the local school district (Jordan School District) has a strong technology program and the state has recently approved pay raises for teachers in math and science.

Based on the limited amount of HUD funds received by the City, and the necessarily simplified nature of the City’s program, it is unlikely that those funds will be allocated to projects that directly serve economic development in the City. However, the City is conscious of the potential of projects funded by the City’s CDBG program and the HOME Consortium to indirectly support the City’s economic development goals and promote a positive business atmosphere. Though no projects are being seriously considered at the time of writing, the COVID 19 situation has resulted in a greater understanding of what types of economic development the City can do using CDBG funds. If needed, these types of projects will be further explored as the situation unfolds.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?

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If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Discussion

The City's economic development plan (Economic Development Strategic Plan, Nov. 2011) identifies the following focus areas for promoting economic growth and sustainability:

1. Promote transportation improvements. 2. Foster a regional retail perspective. 3. Advance neighborhood/community retail to capture incremental growth. 4. Encourage specialized commercial development. 5. Support the development of highway commercial and transit-oriented development. 6. Expand upon the existing Class A office strengths. 7. Build economic diversity through premier research and business parks.

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MA-50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")

(An area with “higher concentration” is a block group where the share of a certain housing problem exceeds the overall share of that housing problem in South Jordan.)

The 2018 5-Year Estimate American Community Survey (2018 ACS) reports a total of 20,827 housing units in the City. According to the 2018 ACS, 84.5% (17,616) of the housing units in the City have been built since 1990. Only 1.6% (344) of the housing units were built prior to 1960. The 2018 ACS reports that in the City, 48 units lack complete plumbing facilities, 115 lack complete kitchen facilities, and 384 lack available telephone service. It is likely that some of the housing units with the reported housing problems are some of the older housing units in the City. However, these numbers have increased since the 2013 ACS that was included in the last Consolidated Plan, which reported 12 units lack complete plumbing facilities, 88 lack complete kitchen facilities, and 147 lack available telephone service. This increase indicates that it is also possible that more households are living in less suitable or complete units that are not necessarily older, such as ADUs or basement apartments. However, a lack of Block Group level data on these housing issues prevents more specific geographic analysis of these issues.

Only one Block Group in the City has a majority of housing units built before 1990. Block Group 1 in Census Tract 1130.07 is the area with the oldest median year built at 1987 and is eligible for CDBG funding. The majority of housing units in this Block Group were built between 1960 and 1990, and no existing units were built before 1960. 1.5% of the units were built between 1960 and 1969, 32.3% were built between 1970 and 1979, and 23.9% were built between 1980 and 1989. This adds up to a majority of 57.7% of units in this Block Group built before 1990.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration")

("Minority" is defined as individuals who are not white or Hispanic and an area with "higher concentration" is a block group where the share of a certain population exceeds the overall share of that population in South Jordan.

Of the nineteen major Block Groups in the City, seven contain higher concentrations of minority populations, and nine contain higher concentrations of low/moderate income households. However, the City only has five Block Groups where the share of low/moderate income households exceeds the area exception granted to the City of 23.62%. Three of the five Block Groups that qualify for CDBG funding based on area exception also contain higher concentrations of minority populations. Two of the qualifying Block Groups are the Block Groups containing the highest concentrations of minority populations in the City. Block Group 3 in Census Tract 1130.10 contains the highest share of minorities at 18.0%, and also the second highest share of low/moderate income households in the City at 35.78%.

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Block Group 1 in Census Tract 1130.10 contains the second highest share of minority populations at 14.4%, and also contains the third highest share of low/moderate income households in the City at 29.82%. Block Group 2 in Census Tract 1128.17 does not contain a higher concentration of minority populations but does contain the highest percentage of low/moderate income households at 38.63%.

What are the characteristics of the market in these areas/neighborhoods?

Block Groups 3 and 1 in Census Tract 1130.10 have the highest concentrations of minority populations, Block Group 2 in Census Tract 1128.17 contains the highest concentration of low/moderate income households, and Block Group 1 in Census Tract 1130.07 is the only Block Group with a majority of housing built before 1990. Although Block Group 2 in Census Tract 1128.17 contains the highest concentration of low/moderate income households, the median year built is 2005, indicating many of the units were built more recently than in other areas of the City. Four of the City's largest apartment complexes (San Marino, 320 units; Four Seasons at Southtowne, 276 units; & Sterling Village, 300 units; Jordan Station, 302 units) are located in this area. Block Group 1 in Census Tract 1130.07 is located in the Glenmoore neighborhood, one of the City’s oldest neighborhoods. Block Groups 3 and 1 in Census Tract 1130.10 are located in some of the City’s older neighborhoods. However, while Block Group 1 contains mostly stable residential neighborhoods, Block Group 3 contains a much larger variety of uses including multi-family, office, and commercial uses.

Are there any community assets in these areas/neighborhoods?

Block Group 2 in Census Tract 1128.17 is located on the eastern portion of the City, between the Jordan River and the City's east boundary and running from the north boundary to the south boundary. It contains a large portion of the City’s largest apartment complexes and is adjacent to a golf course and the I-15 Freeway. The area contains retail and commercial services, office buildings, a commuter train station, and access to the Jordan River trail system.

Block Group 1 in Census Tract 1130.07 is located in the Glenmoor neighborhood. Glenmoor is one of the City's older neighborhoods, with the majority of homes built between 20 to 50 years ago. However, it is a planned community with many amenities (trails, open space, parks, golf course). It is also adjacent to a planned 160-acre county park with a large number of sports fields and other amenities, and a stop for the TRAX Red line.

Block Groups 3 and 1 in Census Tract 1130.10 are located in the northeast area of the City in some of the City’s older neighborhoods. Block Group 1 contains mostly stable residential neighborhoods and Block Group 3 contains a much larger variety of uses including multi-family, office, and commercial uses. Unique amenities in Block Group 3 include a large commercial area, the Jordan River Temple, one of the South Jordan canal trails, and the City’s Gale Center of History and Culture. Block Group 1 includes a number of larger residential lots and South Jordan Middle School.

Are there other strategic opportunities in any of these areas?

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The approval of an exception to the 51% low/moderate income area benefit requirement to qualify for CDBG funded projects opens up opportunities in these areas to strengthen neighborhoods through neighborhood infrastructure improvements and the addition of amenities. The City is currently working to improve accessibility in these areas and anticipates continuing this effort. Other opportunities that will be available to the City include improvements or addition of sidewalks, street lighting, and parks. In the 2020 Community Needs Survey, publicly owned facilities, street and sidewalk improvements, and park enhancements were the top ranked concerns for residents City-wide as well as for residents in these eligible Block Groups. Air quality and mental health/suicide prevention ranked as the top two health concerns as well for City residents and the City is seeking opportunities to address these concerns in eligible Block Groups.

Eligible Block Groups Map

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Census Tracts

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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

Since 2011, the Utah Broadband Advisory Council has been coordinating broadband efforts throughout the State. Their extensive mapping efforts, available at broadband.utah.gov, allow residents, businesses, and leaders to view broadband availability and speeds on an address-by-address basis. Using this tool, The City of South Jordan has produced the attached maps. Though fiber is not yet available everywhere in the City, all areas of the city are served with either Cable, DSL, or Fiber. Fixed and mobile wireless are also available across the entire city.

While services can always be improved, South Jordan has no neighborhoods that lack a form of internet access, according to the State’s broadband.utah.gov tool.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

The following providers currently service the jurisdiction:

 Comcast  CenturyLink  Keystone Solutions  Sprint  AT&T  T-Mobile  Verizon  Utah Broadband  Rise Broadband

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Areas with Some Type of Wireline Connectivity

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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of South Jordan takes an “all hazards” approach to identifying and mitigating natural and technological hazards. Consideration is given to those hazards that may be affected by climate change such as floods and drought. The City participates in regular reviews of its hazard analysis and mitigation planning as required by DMA 2000 and in cooperation with Salt Lake County Emergency Management efforts to develop a county-wide natural hazard mitigation plan. Currently, the following hazards have been identified in our hazard analysis:

 Floods (riverine, dam failure, flash floods, other sources)  Earthquake (including associated hazards, liquefaction, rock fall, etc.)  Severe Weather Events (winter storms, thunderstorms, tornados, high winds)  Wildfire  Drought  Pandemic/Epidemic

In reviewing such hazards, it is noted that climate change may cause more extreme events in all of the above areas, except for earthquake and pandemic/epidemic. As the hazards are reviewed for frequency, duration, and severity, consideration is given in the analysis for climate change impacts and adjustments made to the mitigation plan as necessary.

The full Hazard Analysis and mitigation plan, including maps, is available at https://hazards.utah.gov/salt-lake-county/ in the South Jordan Appendix of the Plan.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The City has five eligible block groups, which are spread around the eastside of the city. One block group (1128.17 group 2) is located along the Jordan River and has 38.63% low- and moderate-income. Portions of this area contain Special Flood Hazard Areas as indicated on FEMA’s Flood Insurance Rate maps. The City mitigates potential flooding through its flood damage prevention ordinance found in Title 13 of the City’s Municipal Code. This area is also located in a portion of the city estimated to have high and moderate liquefaction potential. Another block group (1130.07 group 1) is located along Bingham Creek and also has some mapped special flood hazard zones. The area along Bingham Creek also has some risk from wildfire in the wooded and brushy areas along the creek.

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Strategic Plan

SP-05 Overview Strategic Plan Overview

The City CDBG program has developed the following city-specific objectives to support the primary objective of the HCDA, address needs in the City, and reflect the community character:

 Support family and individual stability, self-reliance, and prosperity  Enhance housing choice  Strengthen neighborhood value  Improve accessibility and opportunity for all residents

The following goals are intended to guide projects and allocations during the term of the 2020-2024 Consolidated Plan:

 Maintain existing housing  Improve senior facilities and services  Correct accessibility deficiencies  Provide improvements in deficient neighborhoods  Support services for vulnerable populations  Support mental health programs and resources  Support training, prevention, and education programs  Increase access to affordable housing  Support COVID-19 response efforts as needed

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SP-10 Geographic Priorities - 91.415, 91.215(a)(1) Geographic Area

Table 12 - Geographic Priority Areas

General Allocation Priorities

Describe the basis for allocating investments geographically within the state

The City has not identified specific target areas. However, the City is focused on making improvements to its eligible block groups. HUD has granted an area benefit exception to the City each year since 2014. The 2019 exception allows projects to qualify for the low- and moderate-income national objective in Census block groups where at least 23.62% of the residents are low- or moderate-income. The following block groups have been determined to be eligible at the time that the Consolidated Plan was prepared:

 Tract 1128.17 Group 2, LMH 38.63%  Tract 1130.10 Group 1, LMH 29.82%  Tract 1130.10 Group 3, LMH 35.78%  Tract 1130.11 Group 3, LMH 26.87%  Tract 1130.07 Group 1, LMH 28.47%

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SP-25 Priority Needs - 91.415, 91.215(a)(2) Priority Needs

Table 13 – Priority Needs Summary 1 Priority Need Homeless Services and Prevention Name Priority Level High Population Extremely Low Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Persons with HIV/AIDS Victims of Domestic Violence Unaccompanied Youth Geographic Areas Affected Associated Support services for vulnerable populations Goals Support mental health programs and resources Support training, prevention, & education programs Support COVID-19 response efforts as needed Description Homeless services and prevention, including shelter, case management, and coordination with other available services in the community is considered an essential need. The need is likely to be addressed through public service CDBG funding. Basis for Though our subrecipients serve a relatively small number of former South Jordan Relative residents experiencing homelessness, the City intends to continue to address this Priority need through CDBG funding. 2 Priority Need Services for those experiencing domestic violence Name Priority Level High

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Population Extremely Low Low Moderate Middle Large Families Families with Children Elderly Public Housing Residents Families with Children Victims of Domestic Violence Victims of Domestic Violence Geographic Areas Affected Associated Increase access to affordable housing Goals Improve senior facilities and services Support services for vulnerable populations Support mental health programs and resources Support training, prevention, & education programs Support COVID-19 response efforts as needed Description The City recognizes that a number of its residents experience domestic violence. As such, the City wants to ensure services are available to meet this need. Basis for The City intends to address this need using CDBG funds. Relative Priority 3 Priority Need Essential needs services Name Priority Level High

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Population Extremely Low Low Moderate Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Victims of Domestic Violence Elderly Frail Elderly Persons with Mental Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence Geographic Areas Affected Associated Improve senior facilities and services Goals Support services for vulnerable populations Support mental health programs and resources Support training, prevention, & education programs Support COVID-19 response efforts as needed Description The City recognizes the importance of residents having access to essential needs, including food, health care, clothing, housing, etc. It is likely that this need will be addressed using public service CDBG funds. Basis for The City intends to address this need with CDBG funds. Relative Priority 4 Priority Need Family & individual crisis services & prevention Name Priority Level High

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Population Extremely Low Low Moderate Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Victims of Domestic Violence Elderly Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Persons with Developmental Disabilities Persons with Alcohol or Other Addictions Persons with HIV/AIDS and their Families Victims of Domestic Violence Geographic Areas Affected Associated Increase access to affordable housing Goals Improve senior facilities and services Support services for vulnerable populations Support mental health programs and resources Support training, prevention, & education programs Support COVID-19 response efforts as needed Description The City recognizes the importance of families and individuals in crisis having access to necessary services. Basis for The City intends to address this need using CDBG funds. Relative Priority 5 Priority Need Senior services and facilities Name Priority Level High

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Population Extremely Low Low Moderate Middle Elderly Victims of Domestic Violence Elderly Frail Elderly Victims of Domestic Violence Geographic Areas Affected Associated Maintain existing housing Goals Improve senior facilities and services Support services for vulnerable populations Support mental health programs and resources Support COVID-19 response efforts as needed Description The City provides senior programming and services at the City's Senior Center, but seniors are the fastest-growing age group of the City's population. Basis for The City intends to address this need using CDBG funds. Relative Priority 6 Priority Need Neighborhood improvements Name Priority Level High Population Extremely Low Low Moderate Large Families Families with Children Elderly Elderly Frail Elderly Geographic Areas Affected Associated Maintain existing housing Goals Increase access to affordable housing Correct accessibility deficiencies Provide improvements in deficient neighborhoods

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Description Some of the older neighborhoods in the City lack amenities and infrastructure common in new areas of the City. Basis for The City intends to address this need using CDBG funds. Relative Priority 7 Priority Need Remove barriers to accessibility Name Priority Level High Population Extremely Low Low Moderate Middle Persons with Physical Disabilities Geographic Areas Affected Associated Correct accessibility deficiencies Goals Provide improvements in deficient neighborhoods Description Accessibility improvements, particularly ADA ramps, are needed throughout the City. Basis for The City intends to address this need with CDBG funds. Relative Priority 8 Priority Need Housing rehabilitiation Name Priority Level Low Population Extremely Low Low Moderate Large Families Families with Children Elderly Elderly Frail Elderly Geographic Areas Affected

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Associated Maintain existing housing Goals Increase access to affordable housing Correct accessibility deficiencies Provide improvements in deficient neighborhoods Description With the majority of housing units built in the last thirty years, the City recognizes the importance of maintaining the existing housing supply. Due to limited CDBG funds, the City generally addresses housing needs through other means. However, this need may be address with CDBG funds if the right project comes up. Basis for It is not likely that this need will be addressed using CDBG funds. Relative Priority 9 Priority Need Public infrastructure improvements Name Priority Level Low Population Extremely Low Low Moderate Middle Large Families Families with Children Elderly Elderly Non-housing Community Development Geographic Areas Affected Associated Maintain existing housing Goals Correct accessibility deficiencies Provide improvements in deficient neighborhoods Description The lack of adequate infrastructure strains growth and economic development. With rapid growth, some infrastructure has lagged behind development and the region generally lacks sufficient east/west connections. Basis for Due to the size of the City's CDBG funding, it is unlikely that this need will be Relative addressed using CDBG funds. Priority 10 Priority Need Housing assistance Name

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Priority Level Low Population Extremely Low Low Moderate Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Persons with HIV/AIDS Victims of Domestic Violence Elderly Victims of Domestic Violence Geographic Areas Affected Associated Increase access to affordable housing Goals Support services for vulnerable populations Support training, prevention, & education programs Description The City lacks sufficient housing at lower-income categories (below 50% AMI), which is often difficult due to higher land and housing values. Methods of reducing housing expenses are needed in the community. Basis for It is not likely that the City will address this need using CDBG funds. Relative Priority 11 Priority Need Additional affordable dwellings Name Priority Level Low

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Population Extremely Low Low Moderate Large Families Families with Children Individuals Families with Children Victims of Domestic Violence Elderly Victims of Domestic Violence Geographic Areas Affected Associated Increase access to affordable housing Goals Support training, prevention, & education programs Support COVID-19 response efforts as needed Description The City lacks sufficient housing at lower income catergories (below 50% AMI), which is often difficult due to higher land and housing values. Basis for The City is unlikely to use CDBG funds to address this need. Relative Priority 12 Priority Need Training, prevention, and education programs Name Priority Level Low Population Extremely Low Low Moderate Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse Elderly Frail Elderly Persons with Mental Disabilities Persons with Physical Disabilities Geographic Areas Affected

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Associated Support services for vulnerable populations Goals Support mental health programs and resources Support training, prevention, & education programs Description Though the City has a well-educated population, prevention through education is a priority for the City. Needs for domestic violence prevention training and mental health education, along with other types of education programs are beginning to surface. Basis for CDBG funds for this type of need are limited, so the City expects to use a small Relative portion to address this need. Priority 13 Priority Need Mental Health Name Priority Level High Population Extremely Low Low Moderate Large Families Families with Children Elderly Chronic Homelessness Individuals Families with Children Mentally Ill Chronic Substance Abuse veterans Victims of Domestic Violence Persons with Mental Disabilities Victims of Domestic Violence Geographic Areas Affected Associated Support services for vulnerable populations Goals Support mental health programs and resources Support training, prevention, & education programs Support COVID-19 response efforts as needed Description The City recognizes the increased need for mental health services. Basis for The City is likely to address this need using CDBG funds. Relative Priority

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14 Priority Need Economic recovery from COVID-19 Name Priority Level Low Population Extremely Low Low Moderate Large Families Families with Children Families with Children Geographic Areas Affected Associated Support services for vulnerable populations Goals Support COVID-19 response efforts as needed Description The City recognizes the economic burden on individuals, families, and businesses posed by the COVID-19 pandemic. Basis for The City is likely to address this need through an amendment to its 2019 AAP, but Relative may still elect to use funds in the 2020-2024 Con Plan as needs evolve. Priority

Narrative (Optional)

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SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)

Introduction

The City participates in both the CDBG program, as a grantee, and the HOME program, as a member of the Salt Lake HOME Consortium. The 2020 program year marks the City’s ninth year as a CDBG grantee and the sixth year as a member of the HOME Consortium. The City does not anticipate directly administering HOME funds during the duration of this plan. Due to the limited amount of HOME funds expected to be available to the City and in support of the City’s desire to support regional housing and homelessness efforts, it is anticipated the City will reallocate any available HOME funds to the Consortium for administration. The City does not participate in other HUD programs.

The City will be receiving $138,355 extra CDBG funds as part of the COVID-19 relief CARES Act. Currently, the City anticipates spending this money in the 2019 year and as such has not included these funds in calculations below.

Anticipated Resources

Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description of Funds Annual Program Prior Year Total: Amount Allocation: Income: Resources: $ Available $ $ $ Remainder of ConPlan $ CDBG public - Acquisition Prior year resources assumes all funding federal Admin and for 2019 projects will be expended by the Planning start of the 2020 year. Estimated $220,000 Economic yearly for remainder of con plan. See note Development above on CARES Funding. Housing Public Improvements Public Services 235,190 0 55,592 290,782 888,000 Table 14 - Anticipated Resources

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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

The City does not have match requirements of the program funding or anticipated projects funded to serve community needs. The majority of community development projects directly managed by the City are generally leveraged through staff time and other resources funded by the general fund. As indicated, affordable housing and other housing-related projects will be completed using the City’s RDA fund, due to its size rather than the City’s CDBG grant. It is likely that all public service subrecipients will be agencies that serve the region, and funds provided by the City are leveraged by other municipalities, Salt Lake County, the State, other Federal grants, and charitable donations. The City has demonstrated that it seeks for and takes advantage of additional opportunities to leverage CDBG funds, and the City will continue to do so.

If appropriate, describe publically owned land or property located within the state that may be used to address the needs identified in the plan

The City's Senior Center will continue to be essential to meeting needs identified in this plan. Additionally, it is expected that projects to address improvements and amenities will be built on City-owned property, such as sidewalks, open space, and parks, in neighborhoods that qualify for funding through the low- and moderate-income area benefit national objective.

Discussion

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SP-40 Institutional Delivery Structure - 91.415, 91.215(k)

Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity Role Geographic Area Served Type SOUTH JORDAN Government Economic Jurisdiction Development Non-homeless special needs Planning neighborhood improvements public facilities public services SALT LAKE COUNTY Government Homelessness Region Ownership Public Housing Rental THE ROAD HOME Non-profit Homelessness Region organizations Public Housing COMMUNITY ACTION Non-profit Homelessness Region PROGRAM organizations Rental South Valley Sanctuary Non-profit Homelessness Region organizations Table 15 - Institutional Delivery Structure Assess of Strengths and Gaps in the Institutional Delivery System

The amount of CDBG funds received by a grantee each year is determined by HUD according to “a formula comprised of several measures of community needs, including the extent of poverty, population, housing overcrowding, age of housing, and population growth lag in relationship to other metropolitan areas.” Since becoming a grantee, the City has received the lowest or second-lowest annual allotment of all grantees in a seven-state region (Region VII). The City’s annual allocation reflects a relatively small, but rapidly growing, population, and the lack of community concerns, at least at a lower scale, that many other communities face. The City’s modest allocation of CDBG funding requires a simple program and the careful selection of projects. The City has also utilized other funding sources and staff time to leverage CDBG funds. The City strives to address the unique and specific existing concerns in the community in a way that is also preventative of those concerns becoming larger future problems.

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The City has identified two areas in which improvement could be achieved in program planning. The City’s public outreach efforts have not generated as significant an amount of public input as hoped, specifically from residents. The City is seeking more effective outreach methods. Many residents, stakeholders, city staff, and elected officials are still less familiar with the CDBG program. A greater level of awareness and understanding about the CDBG program would contribute to more effectively addressing needs within the community.

Availability of services targeted to homeless persons and persons with HIV and mainstream services

Homelessness Prevention Available in the Targeted to Targeted to People Services Community Homeless with HIV Homelessness Prevention Services Counseling/Advocacy X X X Legal Assistance X Mortgage Assistance X X Rental Assistance X X X Utilities Assistance X X Street Outreach Services Law Enforcement X Mobile Clinics X Other Street Outreach Services Supportive Services Alcohol & Drug Abuse X X X Child Care X Education X X X Employment and Employment Training X X X Healthcare X X X HIV/AIDS X X Life Skills X X X Mental Health Counseling X X X Transportation X X X Other

Table 16 - Homeless Prevention Services Summary Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth)

As a metropolitan area of 16 cities and additional unincorporated county areas, Salt Lake County has a wide array of programs and services available, however none are located within South Jordan’s

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boundaries. Services to homeless persons are largely made available by and through coordination with the homeless shelters. Our residents, as well as those of cities outside Salt Lake City, seek care at service providers, who relay to the City how many of our residents sought services. While there are no permanent shelters located within South Jordan City boundaries, since becoming a CDBG grantee, the City has provided CDBG funds to support the Road Home homeless shelter. The Road Home takes a comprehensive approach to addressing homelessness, providing case management, housing programs, and strong networking with service providers in the region.

Utah Community Action provides several homeless prevention services, including case management, utilities assistance, job training, and connecting clients with medical services. In addition, South Valley Sanctuary provides shelter to those dealing with domestic violence, in addition to other supportive services beyond overnight stays.

Agencies such as Utah Pride Center and Utah AIDS Foundation collaborate with other service providers to meet the needs of persons with HIV. South Jordan is not a HOPWA entitlement. However, HOPWA vouchers are available to residents through the housing authority and other housing providers.

At the time of writing, a temporary homeless shelter is located in South Jordan to house clients of the Salt Lake Rescue Mission, whose normal building sustained earthquake damage.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above

Due to fiscal restraints, the City strives to support services and programs which serve the needs determined to be the highest priority, have the greatest impact, and serve the most essential needs in the community. As a part of a larger region, residents have access to other services and programs that are not funded by the City's CDBG program. Though no services are located directly in South Jordan, most are within reach, and service providers offer some transportation options. As the South Valley expands, however, accessibility of services continues to decline due to traffic and population growth in the area. Eventually, more service locations will need to be added south of Salt Lake City.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs

The City is constantly striving to most effectively utilize the limited funds received to address needs within the community. In order to adequately fund projects to meet needs, decisions regarding priorities have to be made. The Staff Working Group meets regularly to assess needs and the effectiveness of projects in meeting needs. The Staff Working Group has demonstrated, through funding and amendment recommendations to the City Council, a sensitivity to funding adjustments to better serve needs when opportunities are available or identified.

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SP-45 Goals - 91.415, 91.215(a)(4)

Goals Summary Information

Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 1 Maintain existing 2020 2024 Affordable Senior services and Homeowner Housing housing Housing facilities Rehabilitated: Neighborhood 3 Household Housing Unit improvements Housing rehabilitiation Public infrastructure improvements 2 Increase access to 2020 2024 Affordable Services for those Direct Financial Assistance to affordable housing Housing experiencing Homebuyers: domestic violence 1 Households Assisted Family & individual crisis services & prevention Neighborhood improvements Housing rehabilitiation Housing assistance Additional affordable dwellings

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 3 Correct accessibility 2020 2024 Non-Housing Neighborhood Public Facility or Infrastructure deficiencies Community improvements Activities other than Development Remove barriers to Low/Moderate Income Housing accessibility Benefit: Housing 200 Persons Assisted rehabilitiation Public infrastructure improvements 4 Improve senior 2020 2024 Non-Homeless Services for those Public Facility or Infrastructure facilities and services Special Needs experiencing Activities other than domestic violence Low/Moderate Income Housing Essential needs Benefit: services 100 Persons Assisted Family & individual crisis services & Public service activities other prevention than Low/Moderate Income Senior services and Housing Benefit: facilities 100 Persons Assisted 5 Provide 2020 2024 Non-Housing Neighborhood Public Facility or Infrastructure improvements in Community improvements Activities other than deficient Development Remove barriers to Low/Moderate Income Housing neighborhoods accessibility Benefit: Housing 500 Persons Assisted rehabilitiation Public infrastructure improvements

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 6 Support services for 2020 2024 Homeless Homeless Services Public service activities other vulnerable Non-Homeless and Prevention than Low/Moderate Income populations Special Needs Services for those Housing Benefit: experiencing 900 Persons Assisted domestic violence Essential needs Homeless Person Overnight services Shelter: Family & individual 100 Persons Assisted crisis services & prevention Senior services and facilities Housing assistance Training, prevention, and education programs Mental Health Economic recovery from COVID-19

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 7 Support mental 2020 2024 Non-Homeless Homeless Services Public service activities other health programs and Special Needs and Prevention than Low/Moderate Income resources Services for those Housing Benefit: experiencing 30 Persons Assisted domestic violence Essential needs services Family & individual crisis services & prevention Senior services and facilities Training, prevention, and education programs Mental Health

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 8 Support training, 2020 2024 Non-Homeless Homeless Services Public service activities other prevention, & Special Needs and Prevention than Low/Moderate Income education programs Services for those Housing Benefit: experiencing 30 Persons Assisted domestic violence Essential needs services Family & individual crisis services & prevention Housing assistance Additional affordable dwellings Training, prevention, and education programs Mental Health

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 9 Support COVID-19 2020 2024 Non-Homeless Homeless Services Public service activities other response efforts as Special Needs and Prevention than Low/Moderate Income needed Services for those Housing Benefit: experiencing 30 Persons Assisted domestic violence Essential needs Jobs created/retained: services 10 Jobs Family & individual crisis services & Businesses assisted: prevention 1 Businesses Assisted Senior services and facilities Additional affordable dwellings Mental Health Economic recovery from COVID-19 Table 17 – Goals Summary

Goal Descriptions

1 Goal Name Maintain existing housing Goal Assist eligible low- and moderate-income families to maintain existing housing as decent affordable housing, including Description accessibility improvements.

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2 Goal Name Increase access to affordable housing Goal The City seeks to utilize funding to support programs and services that decrease housing expenses and increase housing Description affordability for low-income families, specifically at lower income levels. While the City is involved in non-CDBG related programs, including the HOME Consortium, the City has not yet identified CDBG funded projects specific to address this goal but will continue to be open to these types of projects. 3 Goal Name Correct accessibility deficiencies Goal The City intends to continue to address accessibility deficiencies in public facilities and public infrastructure. Description 4 Goal Name Improve senior facilities and services Goal The growing senior population in the City requires on-going improvements to the City's Senior Center and changes to its Description services. 5 Goal Name Provide improvements in deficient neighborhoods Goal The City intends to provide amenities and infrastructure improvements in residential areas that may have substandard Description amenities and infrastructure. 6 Goal Name Support services for vulnerable populations Goal The City intends to provide or support organizations that provide crisis assistance, essential needs, and special needs for Description vulnerable populations. 7 Goal Name Support mental health programs and resources Goal The City intends to provide or support organizations that enhance family and individual social, mental, and emotional Description wellbeing. 8 Goal Name Support training, prevention, & education programs Goal The City seeks to utilize funding to support programs and services which enhance family and individual social, mental, Description emotional, and financial stability through education, training, and prevention.

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9 Goal Name Support COVID-19 response efforts as needed Goal Though it remains unclear how much support will be needed, the City is preparing to address the economic effects of COVID- Description 19. This goal may go unneeded as the City plans to amend its 2015-2019 plan in order to address needs in the 2019 program year. Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)

According to the City’s Moderate Income Housing Plan, conducted in November of 2019, the City had 19,553 residential parcels in the City representing 21,839 housing units. Of these units (including rental and non-rental), 78 units were available for families with an income less than 30% if AMI, 165 units were available to families with an income of 30% to 50% of AMI, and 2,764 units were available to families with an income of 50% to 80% of AMI. The number of units available in all three categories of extremely low-income, low-income, and moderate income were determined to be insufficient to meet the City’s needs. CDBG funds are not anticipated to be used to address the need for additional units in these two categories due to the limited amount of funding received. However, the City intends to address these needs through other means, specifically through its involvement with the HOME consortium and the City is also currently utilizing RDA housing set-aside funds to address housing needs through a down payment assistance program and a housing repair and rehab program.

Source: South Jordan Moderate Income Housing Plan, November 2019

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SP-65 Lead-based Paint Hazards - 91.415, 91.215(i) Actions to address LBP hazards and increase access to housing without LBP hazards

The City recommends that city residents in housing units built prior to 1978 become familiar with the dangers of lead-based paint and actions that can be taken to reduce hazards. Information is available from the Salt Lake County Health Department at: https://slco.org/lead-safe-housing/. Construction and rehabilitation projects are required to comply with HUD regulations. The City will monitor activities associated with construction and rehabilitation to ensure that HUD regulations are met.

How are the actions listed above integrated into housing policies and procedures?

Each of the city’s five eligible block groups contains some housing built prior to 1978. Subrecipients receiving funding for housing projects must report on evaluation for lead-based paint and actions taken for each project. Reports are reviewed as part of the City's monitoring practices.

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Pre-1978 housing

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SP-70 Anti-Poverty Strategy - 91.415, 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families

According to the ACS 2018 5-year data, South Jordan’s poverty rate is 2.7%. As such, South Jordan’s goals are citywide in nature, focused on providing a great city for all residents. Based on an extensive citywide process, the 2019 General Plan set goals for how we move, how we grow, and where we live, work, play, and gather. The where we live section defines the following vision, “South Jordan is a balanced community that provides a range of desirable housing forms and amenities that appeal to all stages of life and lifestyles, while retaining its one-of-a-kind character and heritage.” Goals include

 Preserve stable neighborhoods  Ensure well-designed moderate-income housing  Promote diverse housing types  Facilitate growth of safe and well-planned neighborhoods

We heard from our residents that they want to have safe communities, attainable housing, diverse neighborhoods, and “a healthy and safe community that provides a variety of high-quality community services and amenities to all residents, encourages water and resource conservation, and strengthens community resiliency and fiscal sustainability with each new development through open communication and cohesive development patterns.” Throughout our General Plan the phrase “all residents” is a common one.

The City Council's Strategic Priorities include a goal of fiscally responsibility with a priority to reduce tax burden, a goal of sustainable growth in the form of development that contributes to quality of life for residents, a goal of desirable amenities and open space that would support safe and valued neighborhoods, and a goal of operational excellence to include fair prices to residents for services.

Affordable housing will be the most important front for bringing and keeping residents out of poverty. The City's Moderate Income Housing Plan sets the following goals:

 Ensure development of well-designed housing that qualifies as Affordable Housing to meet the needs of moderate-income households within the City.  Promote the development of diverse housing types that provide life-cycle housing for a full spectrum of users.  Maintain existing and well-maintained single-family residential neighborhoods.  Facilitate the growth of new, safe, and well-planned neighborhoods within the City.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan

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The goals of the 2019 General Plan, the City Council's Strategic Priorities, and the Housing Needs Study are supported by the needs identified through the preparation of this plan. The goals of this plan mirror the goals of the other City documents in order to address those needs. The goals of this plan were created to support the underlying objectives of the City's CDBG program, including the objective to support family and individual stability, self-reliance, and prosperity.

2020 Income Limits

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SP-80 Monitoring - 91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements

The main objective of the City’s monitoring plan is to maximize the effective use of CDBG funds for the benefit of all City residents, whether directly or indirectly, through compliance with all relevant City and federal requirements. The City recognizes that successfully accomplishing program goals and objectives requires a good working relationship as partners, through openness and approachability, with subrecipients and contractors. In addition to regular and ongoing communication with subrecipients and contractors, the City of South Jordan strives for a multi-faceted approach to monitoring projects and activities funded by CDBG.

Committee Tours

The City’s Staff Working Group recognizes the importance of being familiar with subrecipient organizations, facilities, services, and practices in order to adequately review funding request applications and to make allocation recommendations to the City Council. The CDBG committee will conduct at least two on-site tours each year.

Quarterly Reports

Quarterly reports are expected of all subrecipients. The City will use a standardized quarterly review template for subrecipients, which is emailed following the end of each quarter. A coordination meeting will be held quarterly between the CDBG Coordinator and representatives of City departments managing projects and activities. Project managers are assigned to each project and activity by a department director. Project managers are responsible for on-site observations and interviews of construction activities and submitting invoices for payment.

Desk Reviews

Desk reviews are conducted annually on all subrecipients. Desk reviews include updating file information, review of the quarterly reports and invoices, and contact with a representative of the subrecipient. A risk category (low, medium, or high) is assigned at the end of each Desk Review based on missing information, employee turn-over, performance measurements, new subrecipient, amount funded, and type of project/activity. Actions are identified to address any findings.

In-Depth Reviews

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In-depth reviews include file reviews, and on-site visits, and interviews to determine performance and compliance of subrecipients. In-depth reviews are conducted by the CDBG Coordinator. In-depth reviews are typically scheduled based on the risk category identified in desk reviews; however in-depth reviews may also be conducted for new subrecipients and others as considered pertinent. Areas to be reviewed include finance systems and reports, budget, eligibility, insurance, procurement, record keeping, and non-discrimination. Actions are identified to address any findings.

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Expected Resources

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AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) Introduction

Anticipated Resources

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matching requirements will be satisfied

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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan

The City's Senior Center will continue to be essential to meeting needs identified in this plan. Additionally, it is expected that projects to address improvements and amenities will be built on City- owned property, such as sidewalks, open space, and parks, in neighborhoods that qualify for funding through the low- and moderate-income area benefit national objective.

Discussion

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Annual Goals and Objectives AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)

Goals Summary Information

Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 1 Correct accessibility 2020 2024 Non-Housing Neighborhood CDBG: Public Facility or Infrastructure deficiencies Community improvements $148,844 Activities other than Development Remove barriers to Low/Moderate Income Housing accessibility Benefit: 2300 Persons Assisted Public infrastructure improvements 2 Provide 2020 2024 Non-Housing Neighborhood CDBG: Public Facility or Infrastructure improvements in Community improvements $21,500 Activities other than deficient Development Remove barriers to Low/Moderate Income Housing neighborhoods accessibility Benefit: 1300 Persons Assisted Public infrastructure improvements

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 3 Support services for 2020 2024 Homeless Homeless Services CDBG: Public Facility or Infrastructure vulnerable Non-Homeless and Prevention $32,500 Activities other than populations Special Needs Services for those Low/Moderate Income Housing experiencing Benefit: 190 Persons Assisted domestic violence Essential needs services Family & individual crisis services & prevention Housing assistance Economic recovery from COVID-19

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Sort Goal Name Start End Category Geographic Needs Addressed Funding Goal Outcome Indicator Order Year Year Area 4 Support COVID-19 2020 2024 Non-Homeless Homeless Services Public Facility or Infrastructure response efforts as Special Needs and Prevention Activities other than needed Services for those Low/Moderate Income Housing experiencing Benefit: 10 Persons Assisted domestic violence Jobs created/retained: 10 Jobs Essential needs Businesses assisted: 1 Businesses services Assisted Family & individual crisis services & prevention Training, prevention, and education programs Mental Health Economic recovery from COVID-19 Table 19 – Goals Summary

Goal Descriptions

1 Goal Name Correct accessibility deficiencies Goal Description

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2 Goal Name Provide improvements in deficient neighborhoods Goal Description 3 Goal Name Support services for vulnerable populations Goal Description 4 Goal Name Support COVID-19 response efforts as needed Goal Though the City intends to support COVID-19 response efforts using its CARES funding in the 2019 PY, as circumstances Description develop and if additional funds become available, the City may reallocate funding in the 2020 PY to support efforts.

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AP-35 Projects - 91.420, 91.220(d) Introduction

The City's 2020-2021 program year projects have been divided into three areas; public services, infrastructure improvements, and administration and planning.

# Project Name 1 Public Services (2020) 2 Infrastructure Improvements (2020) 3 Planning and Admin (2020) Table 20 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs

This year, the CDBG Coordinator made a special effort to encourage more applications. The total amount requested in applications was $532,000. While the City is glad to see more projects surfacing, this is far more than can be funded in one program year and required hard choices by the Staff Working Group. The Staff Working Group has the responsibility to review funding requests and make allocation recommendations to the City Council. All projects were determined to be eligible for use of CDBG funds and beneficial to South Jordan residents. The Staff Working Group evaluated funding requests based on consistency with the goals of the Consolidated Plan, the number of residents projected to benefit, the type and scale of the project, and the capacity of the organization to carry out a project.

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AP-38 Project Summary Project Summary Information

1 Project Name Public Services (2020) Target Area Goals Supported Support services for vulnerable populations Support COVID-19 response efforts as needed Needs Addressed Homeless Services and Prevention Services for those experiencing domestic violence Essential needs services Family & individual crisis services & prevention Senior services and facilities Training, prevention, and education programs Mental Health Economic recovery from COVID-19 Funding CDBG: $35,200 Description Public services 2020 Target Date 6/30/2021 Estimate the number and type of families 190 individuals are expected to benefit, including those receiving shelter that will benefit from the proposed activities Location Description N/A

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Planned Activities Homeless shelter, services, and hospice care, 03T Homeless/AIDS Patients Programs  Road Home, $5,000  INN Between, $7,000 Domestic violence victim shelter and services, 05G Services for Victims of Domestic Violence  South Valley Sanctuary, $7,200  Legal Aid Society, $3,000 Food pantry, 05W Food Banks  UCA Food Pantry, $5,000 Comprehensive case management, 05Q Subsistence Payment  UCA Housing and Case Management, $5,000 Health Services, 05M Health Services  Roseman University Oral Health, $3,000

2 Project Name Infrastructure Improvements (2020) Target Area Goals Supported Correct accessibility deficiencies Provide improvements in deficient neighborhoods Needs Addressed Neighborhood improvements Remove barriers to accessibility Public infrastructure improvements Funding CDBG: $170,345

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Description Funds allocated for infrastructure projects, including accessibility upgrades and safety improvements in eligible areas. Target Date 6/30/2021 Estimate the number and type of families An estimated 3,500 individuals will benefit. These include individuals with disabilities and that will benefit from the proposed activities families with children attending Welby Elementary, where a ped crossing will be added. Location Description Daybreak Community Center Monica Ridge Way and Jordan Gateway Shields Lane and San Marino Drive Yorkshire near Stonehaven Street ADA Ramps Planned Activities Daybreak ADA Parking, $6,000 Pedestrian Crossing at Monica Ridge Way and Jordan Gateway, $15,000 Pedestrian Crossing at Shields Lane and San Marino Apartments, $6,500 Yorkshire Sidewalk and Pedestrian Crossing, $15,000 ADA Ramp Upgrade, $127,844.69 3 Project Name Planning and Admin (2020) Target Area Goals Supported Correct accessibility deficiencies Provide improvements in deficient neighborhoods Support services for vulnerable populations Support COVID-19 response efforts as needed Needs Addressed Funding CDBG: $44,000

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Description This project includes expenses related to program administration of the CDBG program and eligible planning activities. Target Date 6/30/2021 Estimate the number and type of families Planning and admin activities are assumed to benefit in the same amounts as other that will benefit from the proposed activities projects. Location Description N/A Planned Activities Program Administration, $13,424, Matrix Code 21A Planning, $30,576, Matrix Code 20

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AP-50 Geographic Distribution - 91.420, 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed

Though the City does not have designated target areas, the City is focused on improving eligible block groups. The City has five Census block groups that qualify as low- and moderate-income. Three activities this year were identified in two of these block groups as areas of need.

 Pedestrian Crossing at Monica Ridge Way and Jordan River Gateway: Activity is located in 1128.012 Group 2 and will improve ADA accessibility at a major connection.  Pedestrian Crossing at Shields Lane and Jordan River Trail: Activity is located in 1128.012 Group 2. Activity gives LMI residents a safer crossing point and increased access.  Yorkshire Sidewalk and Pedestrian Crossing: Activity is located in 1130.07 Group 1 and will improve crosswalk and sidewalk access for elementary school students and improve efficiency in crossing guard usage.

Other accessibility improvements will be happening throughout the City.

Geographic Distribution

Target Area Percentage of Funds

Table 21 - Geographic Distribution

Rationale for the priorities for allocating investments geographically

See above.

Discussion

HUD has granted an area benefit exception to the City each year since 2014. The 2019 exception allows projects to qualify for the low- and moderate-income national objective in Census block groups where at least 23.62% of the residents are low- or moderate-income. The following block groups have been determined to be eligible at the time that the Consolidated Plan was prepared:

 Tract 1128.17 Group 2, LMH 38.63%  Tract 1130.10 Group 1, LMH 29.82%  Tract 1130.10 Group 3, LMH 35.78%  Tract 1130.11 Group 3, LMH 26.87%  Tract 1130.07 Group 1, LMH 28.47%

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AP-85 Other Actions - 91.420, 91.220(k) Introduction

Due to the amount of CDBG funds and current City demographics, the City maintains a simple CDBG program and meets most needs using funds other than CDBG.

Actions planned to address obstacles to meeting underserved needs

Limited funding and high housing costs are primary obstacles to addressing underserved needs. The City will continue to seek programs and activities to more efficiently meet community needs through leveraging funds, better coordination with and awareness of local organizations, and seeking to meet needs with resources other than CDBG funding.

Actions planned to foster and maintain affordable housing

As the population and number of households continues to rise, the City will have greater need to provide housing that meets the needs of residents and those interested in moving to the City. The current shortage plus that additional need each year means that (assuming current distributions of household incomes) the City will have a need of 10,370 affordable housing units by 2024. Just five years ago the City had an excess of affordable moderate-income housing, but—despite best efforts by the City—housing affordability is a major statewide issue presenting challenges for all communities.

Since the City receives a small amount of CDBG funds, the City has chosen to tackle affordable housing through other means. In January 2020, the City Council approved two programs to be funded through the City’s RDA fund: 1) a down payment assistance program, and 2) a housing repair and rehab program. Both programs will qualify applicants based on HUD’s income guidelines but will be more flexible in other requirements based on the funding source. These programs are expected to be up and running by the end of 2020.

Actions planned to reduce lead-based paint hazards

According to the Housing Plan, the City has 21,839 units. Of these, the Department of Environmental Quality reports 2,601 units built prior to 1978, representing 12% of the City’s housing stock. Lead-based paint is not considered a widespread concern in the City. For similar reasons, the Salt Lake County Health Department has discontinued testing and mitigation programs. The Health Department is now focused on education. It is recommended that city residents in housing units built prior to 1978 become familiar with the dangers of lead-based paint and actions that can be taken to reduce those hazards. Information is available from the Salt Lake County Health Department.

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Actions planned to reduce the number of poverty-level families

The goals of the Consolidated Plan were created to support the underlying objectives of the City's CDBG program, specifically the objective to support family and individual stability, self-reliance, and prosperity. In order to meet that objective, preferred public services serve essential immediate needs and provide case management and coordination with other agencies to assist families and individuals to achieve long-term stability. The City is seeking ways to improve access from transit stations in the City to housing and employment areas. The City's City Commerce department actively pursues opportunities for job creation.

Actions planned to develop institutional structure

The City is constantly striving to most effectively utilize the limited funds received to address needs within the community. The City intends to seek more effective outreach methods to the public in order to incorporate more community input. The effort began with outreach visits and phone calls to all of our service providers during the creation of the Con Plan. Now that in-person relationships have been better established, we are seeking to communicate updates more frequently through email. Additionally, the goals of this Con Plan, though similar to the last one, were created with a higher level of specificity, so that potential subrecipients could apply with specific goals in mind. The advertising for the Con Plan community survey resulted in an increased awareness of the program among residents and City staff. The CDBG Coordinator as also worked one-on-one with key project managers on staff whose work could benefit from the CDBG funding. Furthering these connections and conversations remains a primary objective of the CDBG staff. The CDBG Coordinator is committed to increasing awareness of the CDBG program among City staff and to coordinate the goals of the Consolidated Plan with potential projects, resources, and capacity of individual departments.

Actions planned to enhance coordination between public and private housing and social service agencies

The Staff Working Group will continue to tour the facilities of funded public service agencies, once social distancing regulations are lifted. The CDBG Coordinator has increased the number of on-site monitoring visits and intends to do so more regularly. The CDBG Coordinator will continue to serve on the HOME Consortium and coordinate with housing providers.

Discussion

See above.

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Program Specific Requirements AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)

Introduction

The City does not have any programs with program income.

Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: 0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income.Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%

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Discussion

The City does not use funds for urgent needs or slum/blight.

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Attachments

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Grantee Unique Appendices

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Appendix - Alternate/Local Data Sources

Consolidated Plan SOUTH JORDAN 118 OMB Control No: 2506-0117 (exp. 06/30/2018) RESOLUTION R2020 – 11

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, AUTHORIZING THE MAYOR TO ENTER INTO AN INTERLOCAL COOPERATION AGREEMENT BETWEEN SALT LAKE COUNTY AND THE CITY OF SOUTH JORDAN, SANDY CITY, WEST JORDAN CITY, WEST VALLEY CITY, AND TAYLORSVILLE CITY, RELATING TO THE HOME INVESTMENT PARTNERSHIP PROGRAM FOR FEDERAL FISCAL YEARS 2021 THROUGH 2023.

WHEREAS, the HOME Program is authorized by the HOME Investment Partnerships Act, which is Title II of the Cranston-Gonzalez National Affordable Housing Act, as amended (42 U.S.C. 12701 et seq.) (the “Act”), and which permits and provides for the participation of the United States Government in a wide range of local housing activities and programs authorized under Title II of the Act (the “HOME Program”) and administered by the U.S. Department of Housing and Urban Development (“HUD”); and

WHEREAS, Sections 216 and 217 of the Act, provide that a consortium of geographically contiguous units of general local government, for purposes of the HOME Program, are considered jurisdictions eligible to receive allocations of HOME funds by formula; and

WHEREAS, the City of South Jordan (the “City”), Salt Lake County (the “County”), and other governmental entities involved, are “local governmental units”, as defined by the Utah Interlocal Cooperation Act, Utah Code Ann. § 11-13-101 et seq., and, as such, are authorized to enter into agreements with each other to perform any governmental service, activity and undertaking which each governmental entity is authorized by law to perform; and

WHEREAS, the Cities and County have determined that it will be mutually beneficial and in the public interest to enter into an interlocal cooperation agreement to form a consortium in order to receive HOME funds and to participate in the HOME Program, attached hereto as Attachment A (the “Interlocal Agreement”); and

WHEREAS, the parties authorize the County to act in a representative capacity for all members of the consortium for the purpose of the HOME Program, shall assume overall responsibility for ensuring the consortium’s HOME Investment Partnership Program is carried out in compliance with the requirements of the program, and may add members to the consortium, as needed.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Authority to Execute. The Mayor of the City of South Jordan is authorized to execute the Interlocal Agreement between Salt Lake County and the City of South Jordan, Sandy City, West Jordan City, West Valley City, and Taylorsville City.

SECTION 2. Effective Date. This Resolution shall become effective immediately upon passage.

[SIGNATURE PAGE FOLLOWS]

Resolution R2020 - 11 Page 1 of 2 APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS ______DAY OF ______, 2020 BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey City Recorder

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Office of the City Attorney

Resolution R2020 - 11 Page 2 of 2

Fiscal Year www.sjc.utah.gov 2020-2021 Tentative Budget

City of South Jordan State of Utah The City of South Jordan Tentative Budget Fiscal Year 2020-2021

City of South Jordan 1600 West Towne Center Drive South Jordan, UT 84095 www.sjc.utah.gov Phone: (801) 254-3742 Fax: (801) 253-5250 Elected and Appointed Officials

Mayor and Governing Body

Mayor Dawn R. Ramsey

Councilmember Patrick Harris

Councilmember Brad Marlor

Councilmember Donald J. Shelton

Councilmember Tamara Zander

Councilmember Jason T. McGuire

Appointed Officials

Gary L. Whatcott, City Manager

Ryan Loose, City Attorney

Michael Boehm, Municipal Court Judge

Sunil K. Naidu, Chief Financial Officer/Budget Officer

Chip Dawson, City Treasurer

Anna Crookston, City Recorder

City of South Jordan, Utah Tentative Budget FY 2020-2021

ii City Council Districts

Dawn Ramsey Mayor, At-Large Patrick Harris Tamara Zander District 1 District 4

Brad Marlor Jason McGuire District 2 District 5

Don Shelton District 3

City of South Jordan, Utah Tentative Budget FY 2020-2021

iii Executive Team

Executive Team

Gary L. Whatcott, City Manager Dustin Lewis, Assistant City Manager Ryan Loose, City Attorney

Don Tingey, Director of Strategic Services Teresa Cook, Director of Human Resources Sunil K. Naidu, Chief Financial Officer/Budget Officer Jeff Carr, Police Chief Brian Preece, Director of City Commerce & Sustainability Brad Klavano, Director of Engineering/City Engineer Steven Schaefermeyer, Director of Planning Jason Rasmussen, Director of Public Works Chris Dawson, Fire Chief

Spencer Kyle, Director of Administrative Services

City of South Jordan, Utah Tentative Budget FY 2020-2021

iv Budget Award

City of South Jordan State of Utah

July 1, 2019

FISCAL YEAR 2019-2020

Annual Budget

www.sjc.utah.gov

The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of South Jordan, Utah for its annual budget for the fiscal year beginning July 1, 2019.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The award is valid for a period of one year. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another year.

City of South Jordan, Utah Tentative Budget FY 2020-2021

v Table of Contents

Introduction...... ii Elected and Appointed Officials...... ii City Council Districts...... iii Executive Team...... iv Budget Award...... v City Manager’s Letter...... 1 Strategic Plan...... 3 Organization Chart...... 7

Budget Overview...... 9 Budget Process...... 9 Budget in Brief...... 12 Long-Term Financial Plan...... 24 Fund Balance and Reserves...... 27 Fund Balance Summary...... 28 Consolidated Budget...... 30 General Fund Summary...... 31 General Fund Revenues Summary...... 32 General Fund Expenditures Summary...... 33 Fund Types...... 34 Department/Fund Relationship Chart...... 36

General Fund...... 37 General Fund - All Departments...... 37

Special Revenue Funds...... 98 Special Revenue Fund Summary...... 99 Redevelopment Agency...... 100 RDA Housing...... 103 CDA...... 105 Community Development Block Grant...... 107 Storm Water...... 109

Enterprise Funds...... 112 Enterprise Fund Summary...... 113 Water...... 114 Water CIP...... 118 Secondary Water...... 120 Sanitation...... 123 Recycling...... 126 Mulligans Golf & Games...... 128

City of South Jordan, Utah Tentative Budget FY 2020-2021

vi Table of Contents

Debt Service Funds...... 132 Legal Debt Margin...... 133 Debt Service Funds Summary...... 134 General Debt Service...... 135 SID Bonds...... 138 MBA...... 141 Debt Payment Summary...... 144

Capital Projects...... 147 Capital Projects - Infrastructure Improvement...... 148 Capital Equipment...... 150 Capital Improvement Program - Non-Routine Project...... 151

Fees...... 173 Fee Schedule...... 173

City Information...... 192 South Jordan at a Glance...... 192 History of South Jordan...... 197 Key Fiscal Management Practices...... 199 Revenue Source Detail...... 202 Glossary of Key Terms...... 225

City of South Jordan, Utah Tentative Budget FY 2020-2021

vii City Manager's Letter

To the Mayor, City Council, and Community: full-time employees, including 2 police personnel, 1 water maintenance worker, and 9 firefighter/paramedics. This letter introduces South Jordan City’s budget for the Fiscal Year 2020-2021. The budget is the foundation for all Being a high growth City provides us with some unique that is accomplished within the City. Therefore, as in the challenges. This budget, as presented, attempts to meet past the budget was approached with careful planning, an those growth challenges by providing several crucial new eye on the horizon, and with conservative fiscal overtones. infrastructure projects, asset maintenance, and several The budget is the key to recreation projects. As a growth City we do not balance the city staff unlocking the our budget with one-time growth money, we employ a potential for extraordinary strategy with reliance on sustainable growth revenues. accomplishments. This fiscal These revenues permit us to endear land use balance, year’s budget creates the long-range vision, and economic development. continuation of exceptional service levels, maintaining The City must continue to build a tax base that is healthy reserves, and multifaceted, reliable, and truthful. This budget year we funds the building and will once again review elements of our planning zones maintenance of critical through a new general plan that was recently adopted. infrastructure. This budget The general plan includes associated land uses that are will help to provide resiliency balanced, viable and are reflective of our community and elasticity in responding desires. The adoption of these various planning scenarios, to everyday changes or City Manager are now the necessary tools confirming that our fiscal events which are ever more Gary L. Whatcott health remains excellent now and into the future. The new prominent in our environment General Plan becomes so important in helping the City be today. prepared to sustain our levels of service when we reach build out. The City Council insight and direction helped to create a budget that supports a very comprehensive strategic This budget also keeps our debt ratio comparatively low plan, and further reinforces key initiatives supported by which helps the City maintain very high credit rating in our our residents. These key initiatives bring life and meaning general fund (AAA). We must be wise and prudent in our to the budget and provide an easy guide for residents borrowing of money; knowing however, that we will have to link their taxes to measured outcomes. This year the to maintain our investment in infrastructure and to add Mayor, City Council, and City Staff continued to incorporate desired public amenities as needed by our residents. We the elements of a priority-driven budget. Priority fiscal are committed to maintain fiscal policies that strengthen principles drive the budget process. These principles help our core service levels and sustain our reserves into the identify the most important strategic related priorities, future. and then through a collaborative, evidence based process, rank programs or services according to how well they align As we continue to think of fiscal matters in the future with those identified priorities. The City has long honored we must focus on a different set of horizons. We have to its commitment of maintaining outstanding programs and be sensitive to community aesthetics, continue to use keeping services at a high level through a highly productive evidence base decision making and we must also become and efficient team of employees. advocates and entrepreneurs more than just regulators. We must devise strategies that will bring investment into Some of the major undertakings of this budget are; a) the City, keep our neighborhoods clean and crime free, and fortification of our employee retention program b) funds grow businesses for job creation. This budget begins to put for infrastructure, maintenance and projects totaling South Jordan on a pathway for this new way of thinking by $10,876,000, c), Heritage Park splash pad, d) hiring 12 using community driven strategic priorities.

City of South Jordan, Utah Tentative Budget FY 2020-2021

1 City Manager's Letter

One of the reasons for South Jordan’s great success is On behalf of all City employees, we look forward to its well-educated and successful residents. This type of working with the City Council and the Community as we success has created a community with a lifestyle that use this budget to implement the City’s Strategic Plan. I am has been nationally recognized. We have to realize that confident that the result of our efforts will demonstrate it is our residents who are our greatest economic asset. our commitment to providing excellent services, investing This budget delivers the resources required to continue in our future through public infrastructure, facilities, to market and brand the City within a context of a high amenities, and proactively responding to changing fiscal quality of life that will attract and retain our best resource, realities. its residents.

This budget is the product of considerable time and Gary L. Whatcott City Manager attention over the past several months to the strategic, fiscal, and operational planning by the City Council and City Staff. All have contributed critical insights and untold hours of dedicated work to this major undertaking.

City of South Jordan, Utah Tentative Budget FY 2020-2021

2 Strategic Plan

The FY 2020-21 Strategic Action Plan consists of the following intervention elements: 1) Mission Statement, 2) Core Service Values, 3) Infrastructure Strategic Initiatives, and 4) Program Goals. Provides for efficient, well-maintained public infrastructure systems that ensures safe travel for vehicles and pedestrians Mission Statement and ensures the safe and reliable delivery of utility services The Mayor and City Council support the South Jordan City Design & Regulations Mission as follows: Promotes and sustains a well-designed, properly regulated, South Jordan City provides service oriented, responsible economically thriving, and visually appealing community government, consistent with the community's values, Informed & Responsible Community priorities and expectations for a high quality of life, Builds an informed, engaged, and educated community that enhancing the City's fiscal health, providing professional shares in the responsibility for its safety and well-being and innovative services, and managing the City's resources, while planning for the future. Civic Development Park & Recreation Facilities Service Values Develops and provides quality well-maintained parks, trails, The South Jordan leadership team established and adheres open spaces, public spaces and public use facilities that meet to the following Core Service Values while accomplishing this the needs of the community mission. These values include: Transportation Infrastructure • Integrity Plans, builds, repairs and continuously enhances a well- “We do the right thing, even when no one is looking.” designed, sustainable and well-maintained transportation • Service infrastructure network that ensures safe traffic flow and “We listen, understand, and deliver.” offers public transit options • Professionalism Aligned Resources “We are committed to be the best.” Prioritizes funding and supports resource allocation to • Communication maintain planned and existing infrastructure assets “We are respectful and collaborative.” Public Utilities • Excellence Provides for a well-maintained, well-planned and highly “We continue to raise the bar on our performance.” reliable public utility system that serves the needs of the community Key Strategic Initiatives South Jordan City accomplishes its mission by focusing efforts Balanced Regulatory Environment and resources on eight (8) Key Strategic Initiativesand their Regulations associated subcomponents. These initiatives were established Provides for a long-term safe and attractive community during a strategic planning session and reconfirmed by the through an efficient and appropriate set of effective current Mayor and City Council: well-balanced and consistently applied regulations that meet the communities expectations Safe Community Land-Use Public Safety Response Develops and implements strategic land-use plans, zoning Offers protection, enforces the law, and is well-prepared to plans and regulatory policies that are clear and fairly promptly and effectively respond to emergencies and calls for managed, ensure compliance with current standards and service encourage community growth and development Personal Security Community Responsibility & Pride Fosters a feeling of personal safety and security for Educates, engages and partners with the community individuals in their neighborhoods, commercial areas, public to develop a sense of shared responsibility and instill facilities, and outdoor spaces throughout the community community pride Public Safety Presence Enforcement Maintains a visible public safety presence that addresses Establishes and enforces codes that maintain a clean, orderly community concerns and focuses on prevention and and sustainable environment

City of South Jordan, Utah Tentative Budget FY 2020-2021

3 Strategic Plan

Desirable Amenities and Open Space Sustainable Growth Parks & Recreation Facilities Land Use Planning Develops and maintains park and recreation venues Comprehensively plans for balanced, well-managed land and facilities that are attractive and connected to a use and development that considers the optimal mix of comprehensive parks and trail system that provides the residential and commercial buildings community with safe and accessible family recreational Conservation opportunities Encourages and supports energy conservation, environmental Recreation Programs sustainability, recycling and resource preservation Provides a variety of programs that meet the diverse Fiscal Sustainability recreational and leisure-time needs for all ages and abilities Creates policies and programs that ensure the community is Cultural & Heritage self-sustaining and preserves its long-term financial well- Preserves its unique history, heritage and 'rural feel' by being by funding priorities with sustainable resources preserving open space and sustaining well-maintained, Quality Services inviting and accessible open spaces, water-ways, entry-ways Offers a safe, inviting and well-regulated place to live, offering and public rights of way quality services that meet residents basic needs and creates a Park & Recreation Partners feeling of community Partners and collaborates with aligned stakeholders to Infrastructure Needs expand parks and recreation facility access and programming Maintains and enhances its existing infrastructure, ensuring long-term transportation needs are incorporated into growth Economic Development plans Business Investment Water Resources Retains, expands and selectively attracts diverse mix of high Develops future water resources through a variety of quality employers and commercial/retail businesses innovative methods including conservation that contribute to the communities economic sustainability and offer opportunities for employment Engaged Community Safe & Attractive Response Promotes itself as a safe, attractive place to live and work, Responds to the needs and concerns of the community in providing for the basic needs and desires of the community a prompt, transparent, professional, respectful and ethical and offering opportunities for entertainment, shopping, manner dining, recreation and family outings Community Pride Quality of Life Fosters a feeling of growing community pride and a sense of Focuses on well-planned, well-regulated mixed use shared responsibility development that meets the unique needs and desires of Open Communication the community and provides for a secure and attractive Ensures an environment that fosters open, two-way community and preserves the high quality of life residents communication and solicits feedback from community expect members through a variety of media channels Sustainable Tax Base Participation Maintains a dynamic and sustainable tax base that balances Provides ample opportunities to engage, educate, inform taxes, fees and charges and involve the community, encouraging participation, Development Process partnerships volunteerism Create predictable, efficient development process that Vibrancy encourage and support business development and fosters Supports a vibrant, stable, orderly, well-planned and a high degree of collaboration with the development highly serviced community that promotes special events, community recreational activities and the arts Infrastructure Plans, develops and maintains transportation and utilities' Fiscally Responsible Governance infrastructure networks that support current residential Workforce and commercial needs and meet future economic growth Attracts, motivates, develops and retains a high-quality, objectives engaged and productive workforce

City of South Jordan, Utah Tentative Budget FY 2020-2021

4 Strategic Plan

Transparency refines its alignment among its strategic initiatives, program Fosters fiscal responsibility, operational excellence, trust results and available resources the City will perform more and transparency by ensuring accountability, efficiency and efficiently and effectively in meeting the increasing needs of a innovation in all operations growing community – continuing to make South Jordan a better Resource Alignment place live, work and play. Protects, manages, optimizes and invests in its Human, Financial, Physical and Technology Resources and Ensures they are aligned with planning and budget Regulatory Compliance Provides assurance of regulatory and policy compliance to minimize and mitigate risk Communication Provides responsive and accessible leadership, facilitates timely and effective two-way communication and utilizes input from all stakeholders Vision & Planning Supports decision-making with timely and accurate short- term and long-range analysis that enhances vision and planning Tax Burden Sustains a reasonable tax burden and finds ways to reduce tax burden when appropriate

Program Goals South Jordan City recently adopted the Governmental Finance Officer Association’s (GFOA) best practice Priority/Program Based Budgeting (PBB) methodology. The PBB methodology assists the City in aligning approximately 350 individual programs and their respective results with strategic initiatives assuring that available resources are appropriately aligned to accomplish that which matters most. In the FY 2020-21 strategic planning/ budgeting process, core Program Goals are associated with strategic initiatives as follows (specific department goals are found within their respective department budget):

Strategic Initiative Goals • Safe Community 5 • Civic Development 3 • Balanced Regulatory Environment 3 • Desirable Amenities & Open Space 8 • Economic Development 2 • Sustainable Growth 5 • Engaged Community 1 • Fiscally Responsible Governance 29 Total Program Goals 56

South Jordan has adopted a process to review and align its strategic plan with available resources. As South Jordan City

City of South Jordan, Utah Tentative Budget FY 2020-2021

5 South Jordan City or "SoJo" is nestled in the Salt Lake Valley between the Wasatch Mountains on the East and the Oquirrh Mountains on the West. Downtown Salt Lake City is approximately 18 miles from SoJo and the Salt Lake Regional Airport is approximately 19 miles away. South Jordan is proud of their beautifully maintained City. SoJo is currently the 5th fastest growing City in the nation and was voted one of the "Top 20 best places to live in America" in 2010, 2012, 2014 according to Money Magazine.

City of South Jordan, Utah Tentative Budget FY 2020-2021

6 Organization Chart

Community Advisory Residents Committees & Boards

City Council

City Attorney City Council Appoints Municipal Court Judge Ryan Loose Michael Boehm [email protected] [email protected]

Chief Financial Officer City Treasurer Sunil Naidu Chip Dawson [email protected] [email protected]

City Manager City Recorder Gary Whatcott Anna Crookston [email protected] [email protected]

City Manager Appoints

Assistant City Manager

Dustin Lewis Office of the City Manager Office of the City Manager [email protected]

City of South Jordan, Utah Tentative Budget FY 2020-2021

7 Organization Chart

City Manager Gary Whatcott [email protected]

Assistant City Manager City Attorney Office of the City Dustin Lewis Ryan Loose Office of the City Manager Manager [email protected] [email protected]

Strategic Services Admin. Services Strategic Service Director Admin. Services Director Legal Don Tingey Spencer Kyle [email protected] [email protected]

Finance Fire Chief Financial Officer Fire Chief Sunil Naidu Chris Dawson [email protected] [email protected]

City Commerce Police City Commerce Director Police Chief Brian Preece Jeff Carr [email protected] [email protected]

City Recorder Public Works City Recorder Public Works Director Anna Crookston Jason Rasmussen [email protected] [email protected]

Development Services Human Resources Engineering Director Human Resources Director Brad Klavano Teresa Cook [email protected] [email protected]

Planning Planning Director Steven Schaefermeyer [email protected]

City of South Jordan, Utah Tentative Budget FY 2020-2021

8 Budget Process

The City of South Jordan’s budget process complies with the Utah Fiscal Procedures Act. The City seeks to maintain budgetary control by monitoring monthly revenues and expenditures and by holding each department responsible for costs incurred within budget limits. Financial information and reports are provided to the City Manager and department directors to assist them in monitoring expenditures and in keeping expenditures within approved limits. The Fiscal Year 2019-2020 budget was developed in compliance with state law and was approved by the City Council after a public hearing was held. The proposed FY 2020-2021 budget for each division, department, and fund includes actual expenditures for one prior year, the current year’s adopted budget, the current year’s estimated actuals, and the proposed budget for the coming fiscal year. The City Council shall approve the FY 2020-2021 budget after thoroughly reviewing policy issues related to the budget and proposals to assist the City in achieving program objectives for the coming year. The budget process is intended to provide an opportunity for public participation and full disclosure to the residents of South Jordan as to the intent of the City Council in funding the City’s various programs and services.

Basis of accounting and budgeting

All Budgetary Funds

Fund Type Accounting Basis Budgeting Basis

General Fund Modified Accrual Modified Accrual

Special Projects Funds Modified Accrual Modified Accrual

Capital Projects Funds Modified Accrual Modified Accrual

Debt Service Funds Modified Accrual Modified Accrual

Proprietary Funds Modified Accrual Modified Accrual

Budget amendments Budget amendments are made only with the approval of the City Council upon recommendation of the Budget Officer. Financial controls are intended to be a resource for effective financial management, rather than a barrier to achieving results that are consistent with the City’s overall mission. At the same time, the City must comply with the Utah Fiscal Procedures Act and may not expend monies in excess of those authorized by the City Council. The City Council has authority to transfer budget appropriations between individual departments of any budgetary fund. Budgets may be amended throughout the fiscal year. The City Council may amend the budget after holding a public hearing, giving residents at least seven days notice. A copy of the proposed budget amendment shall be made available to residents for their review ten days before the public hearing.

City of South Jordan, Utah Tentative Budget FY 2020-2021

9 Budget Process

Relationship between the Budget Process and Long-Range Planning

City of South Jordan, Utah Tentative Budget FY 2020-2021

10 Budget Process

The following are the procedures and timeline followed by the City in the budget process:

Revenue projections for all funds are made after reviewing current budget year September - October revenue collection trends, State of Utah revenue projections, and consultation with the Budget Officer and the Leadership Team.

After revenues are determined, those revenues are allocated to the various November - December divisions within the City. The division managers then submit their proposed budgets.

An amended budget for the current budget year may be submitted on or before January the second regularly scheduled meeting of the City Council in January. This amended budget will include any budget amendments made between July 1 and December 31.

On or before the regularly scheduled meeting in April, the Budget Officer submits a March - April proposed budget to the City Council. The budget document includes the proposed amounts to be spent for operating needs of each department as well as capital needs for all proprietary fund types.

A public hearing is held to receive input from the residents of the community on all April - May aspects of the proposed budget. The hearing is advertised in a local newspaper at least seven days before it is held, and budget documents at least ten days prior to the public hearing.

May - June On or before June 22, a balanced budget is adopted for the fiscal year beginning July 1.

A final budget for the current budget year is submitted on or before the second June regularly scheduled meeting of the City Council in June. This amended budget will include any budget amendments made between January 1 and May 30.

Budgetary control is maintained at the department level after the budget is approved by the City Council. The Budget Officer has the authority to transfer July - June budget appropriations between individual line items within any department of any budgetary fund.

City of South Jordan, Utah Tentative Budget FY 2020-2021

11 Budget in Brief

BUDGET IN BRIEF The City’s five-year capital improvement plan (CIP) continues to allocate funding for the maintenance and The City Council approved the fiscal year 2021 operating refurbishment of city facilities. The approved five-year CIP and capital budgets at the June 2, 2020 City Council totals $61,475,250. meeting. The adopted FY 2021 budget is balanced without increasing property tax rates. This budget in brief is intended to provide the citizens of South Jordan with an overview of the approved operating The keys to the City of South Jordan's financial success and capital budgets. Throughout this document, you will include a continued growth in assessed property valuation find highlighted sections noting the location of detailed (5.36% in FY 20); efficient operation with a minimum information in the approved budget document. Detailed change in the City’s workforce; diversified revenue information related to the approved budget can also be streams; no property tax supported debt; increased public found on the City’s website at www.sjc.utah.gov. and private partnerships; entrepreneurial City Council policy decisions; and caring citizens, committed elected Fee Increases for Fiscal Year 2021 officials, hard-working and talented city employees. The following is a summary of the increased fees for 2021:

Memorial Park (Cemetery) Fees Open/Close Burial Type Resident Non-Resident Resident Non-Resident Outer Area Flat Marker Space $1,195 $1,695 $567 $750 Raised Marker Space $1,795 $2,295 $750 $990 Island Area Flat Marker Space $1,895 $2,395 $585 $775 Raised Marker Space $2,295 $2,859 $775 $1,025 Cremation Garden Ossuary $200 $300 $585 $135 Pillow Cenotaph $350 $465 Granite Tablet $520 $690 $250 $330 Premium Companion $1,795 $2,360 $475 $625 Premium Individual $1,090 $1,430 $475 $625 Companion Post Marker $1,150 $1,520 $375 $495 Individual Post Marker $895 $1,180 $375 $495 Tree Estate $9,500 $12,540 $250 $330 Bridge Niche $6,875 $9,075 $375 $495 Family Columbarium $24,750 $32,670 $475 $625 Community Columbarium $1,295 $1,710 $375 $495 Cremation Pedestal $19,250 $25,410 $475 $625

City of South Jordan, Utah Tentative Budget FY 2020-2021

12 Budget in Brief

Memorial Park (Cemetery) - Continued Niche Boulder $2,750 $3,630 $250 $330 Cremation Bench $8,500 $11,220 $475 $625 Gale Center Security Deposit $120 Refundable if no damage and nothing missing Waste Collection Fees 30 Yard Dumpster $160 per weekend 1st Can $10.17 per month Each Additional Can $8.86 per month Senior Option (70 gal can) $9.80 per month Secondary Water Rates Pumped Rate $5.20

FY 2021 ADOPTED BUDGET 2021. A separate capital budget includes appropriations for infrastructure related to projects, such as roads, buildings, The City’s adopted budget provides estimated revenues and equipment that may require more than one fiscal year and expenditures for programs and services to be provided to complete or to acquire. during the fiscal year from July 1, 2020 through June 30,

Operating Capital General Fund $49,050,172 Class C Road Funds $3,022,000 Special Revenue Fund $17,144,558 Transportation Tax $1,300,000 Debt Service Fund $6,451,782 General Capital $3,000,000 Enterprise Fund $33,389,625 Capital Equipment $1,043,000

APPROPRIATED BUDGET BY FUND the fund receiving the transfer. In order to determine the actual amount of expenditures authorized by the budget, The City’s total appropriated operating budget of $118.7 the transfer amount must be excluded. million is made up of the general, special revenue, debt service, enterprise, internal service, and trust and agency All funds are balanced in fiscal year 2021. The City’s funds. A complete self-contained budget, including both general fund is balanced in 2021. revenues and expenses, is prepared for each of these funds. For additional information on the amount of funding included for each fund, total funding by department, Transfers from one fund to another, such as a transfer from and detailed information on reserves, see the Financial the general fund to a capital project fund to offset costs of Summaries section. a capital project, are shown as an expense (or transfer) for the entity fund providing the funding and as revenue to

City of South Jordan, Utah Tentative Budget FY 2020-2021

13 Budget in Brief

FY 2021 Operating Appropriations by Fund: Operating Appropriations

32%

General Fund 46% Special Revenue Fund Debt Service Fund 6% Enterprise Fund 16%

How General Fund Money is Spent $10 million. This fund encompasses the bulk of activities that are traditionally considered basic governmental The general fund is the operating fund of the City for services such as public safety, public works, engineering general service departments. The general fund has an and development services, recreation, and general operating budget of $49 million and a capital budget of government.

Function Percent Description Public Safety 42% Police/Animal Control/Fire Public Works 9% Fleet/Streets/Streetlighting/Cemetery Planning & Engineering 11% Planning/Engineering/Building Admin. Services 23% Parks/Recreation/Communications/Facilities General Governement 15% City Manager/ACM/HR/Finance/City Commerce/City Attorney

How Money is Spent

15% Public Safety 42% 23% Public Works Planning & Engineering Admin. Services 11% General Governement 9%

City of South Jordan, Utah Tentative Budget FY 2020-2021

14 Budget in Brief

Where Money Comes From

2% 1% 1%

8% Taxes & Fees *See page 32 for breakdown 8% Licenses & Permits

7% Intergovernmental Revenues & Fees Charges for Services 73% Fines & Forfeitures Misc. Revenue Transfers In & Use of Fund Balance

How Money is Spent

7% Wages & Benefits 14%

3% Materials & Supplies

76% Operating Expenses

Transfers Out & Contribution to Fund Balance *Majority of transfers are to pay debt service

City of South Jordan, Utah Tentative Budget FY 2020-2021

15 Budget in Brief

Special Revenue Fund specific revenues that are legally restricted to expenditure for particular purposes. The City's special revenue funds The special revenue funds have an operating budget of include: RDA, CDBG & Storm Water. $17 million. Special revenue funds are used to account for

Where Money Comes From

19% Area Increment

0.26% RDA Housing

Intergovernmental Revenues 14% & Fees 59% User Fees

6% Investment Earnings

Transfers In & Use of Fund 2% Balance

How Money is Spent 1% 6% Wages & Benefits 9% 26% Materials & Supplies

Operating Expenses

58% Project Expenditures

Transfers Out & Contribution to Fund Balance *Majority of transfers are to pay debt service

City of South Jordan, Utah Tentative Budget FY 2020-2021

16 Budget in Brief

Debt Service Fund general government bond principal and interest from governmental resources and special assessment bond The debt service fund has an operating budget of principal and interest from special assessment levies $6.4 million. The debt service fund is used to account when the government is obligated in some manner for the for the accumulation of resources and payment of payment.

Where Money Comes From

33% Special Assessments

Investment Earnings 67%

Transfers In & Use of Fund Balance 0.22%

How Money is Spent

0.22%

39% Princ ipal 61% Interest Other Fees

City of South Jordan, Utah Tentative Budget FY 2020-2021

17 Budget in Brief

Capital Projects Fund projects for an existing facility or facilities. It is a fund that helps maintain or improve a City asset, often called The capital project fund is used to account for new infrastructure. construction, expansion, renovation, or replacement

Where Money Comes From

Impact Fees 15%

40% Class C Road Funds

30% Local Transit Tax

2% 13% Investment Earnings

Transfers In & Use of Fund Balance

How Money is Spent

Transportation Projects

28% Parks Projects 40% Facilities Projects 3% Storm Projects 9% 2% 18% Misc Projects

Transfers Out & Contribution to Fund Balance *Majority is contribution to fund balance. Impact fee revenues are not budgeted to be spent in the current fiscal year, therefore, reflected as contribution to fund balance.

City of South Jordan, Utah Tentative Budget FY 2020-2021

18 Budget in Brief

Enterprise Fund FY 2021 budget. Administrative fees are charged to enterprise fund for general government services. Enterprise funds are expected to be self-supporting and Administrative fees charged for FY 2021 to support general expected to be funded entirely from user fees for services. government services total $2,876,198. No tax revenues are used for these activities in the

Fund Amount Water $2,278,893 Sanitation $594,684 Mulligans $2,621

Where Money Comes From

Impact Fees 19% 2% User Fees 0.06%2%

Investment Earnings

77% Misc. Revenue

Transfers In & Use of Fund Balance

How Money is Spent

Wages & Benefits 8%

15% 1% Materials & Supplies

14% Operating Expenses

7% 55% Debt Expenditures

Project Expenditures

Transfers Out & Contribution to Fund Balance

City of South Jordan, Utah Tentative Budget FY 2020-2021

19 Budget in Brief

STAFFING CHANGES new fire station 65, 2.0 FTE’s added to Police, and 1.0 FTE added to water department. The City has 364 (FTE) employees budgeted in FY 2021. This represents a net increase of 12 FTE from FY 2020. Total Current FTE 364 Funding has been increased to fund the following changes Police + 2 to FTE’s: Fire + 9 Water + 1 9.0 FTE’s have been added to the Fire department to staff Total Recommended FTE FY 2021 376

SUMMARY OF PERSONNEL APPROPRIATIONS AND POSITIONS BY DEPARTMENT

FY 18-19 FY 19-20 FY 20-21 FY 18-19 FY 19-20 FY 20-21 Department Actual Budget Budget FTE's FTE's FTE's

General Fund Executive $943,948 $1,297,582 $1,386,343 4 5 5 Human Resources $447,111 $466,686 $485,963 4 4 4 Finance $1,617,429 $1,901,547 $1,968,966 18 18 18 City Commerce & Sustainability $263,760 $278,612 $287,206 2 2 2 City Recorder $211,963 $235,128 $243,635 2 2 2 Administrative Services $361,073 $374,576 $538,732 3 4 4 Risk Management $209,745 $224,043 $234,604 2 2 2 Communications/Media/Marketing $219,433 $268,976 $291,939 3 3 3 Court $470,152 $509,398 $469,805 5 5 5 Information Services $958,616 $1,059,921 $1,104,815 10 10 10 Information Center $409,573 $391,481 $403,918 6 6 6 Recreation & Event Programs $457,222 $551,757 $531,376 5 6 6 Parks $1,443,281 $1,806,631 $1,868,300 20 23 23 Facilities $727,153 $834,606 $879,515 9 10 10 Seniors $214,508 $245,930 $324,275 2 5 5 Building $1,290,819 $1,433,184 $1,444,078 16 15 15 Engineering $2,022,187 $2,183,071 $2,275,592 18 18 18 Planning $722,134 $787,390 $806,777 7 7 7 Fire $6,544,533 $7,243,908 $8,410,131 64 64 73 Police $7,226,736 $8,643,513 $9,213,718 72 74 76 Public Works Admin $685,433 $720,620 $729,865 7 6 6 Fleet $471,485 $502,725 $521,976 5 5 5 Cemetery $174,069 $245,465 $259,320 3 3 3 Streetlighting $176,942 $255,872 $249,310 3 3 3 Streets $1,040,088 $1,260,749 $1,314,099 15 16 16 City Attorney $854,576 $1,002,553 $1,023,149 7 7 7 Total General Fund $30,163,969 $34,725,924 $37,267,407 312 323 334

City of South Jordan, Utah Tentative Budget FY 2020-2021

20 Budget in Brief

FY 18-19 FY 19-20 FY 20-21 FY 18-19 FY 19-20 FY 20-21 Department Actual Budget Budget FTE's FTE's FTE's

Enterprise Fund Mulligans $521,414 $499,827 $517,897 4 4 4 Sanitation $233,946 $316,285 $345,852 3 4 4 Water $1,455,316 $1,521,137 $1,589,428 16 18 19 Secondary Water $264,379 $289,676 $284,525 4 4 4 Total Enterprise Funds $2,475,055 $2,626,925 $2,737,702 27 30 31

Special Revenue Funds Storm Water $829,292 $964,946 $1,013,666 10 11 11 Total Special Revenue Funds $829,292 $964,946 $1,013,666 10 11 11

Total Full Benefited Employees $33,468,316 $38,317,795 $41,018,775 349 364 376

HOW IS THE BUDGET FUNDED? cable TV tax, $4,791,029 will be received from franchise tax, and $866,483 will be received from motor vehicle Property Taxes tax. All revenues will go towards funding other general government functions namely, executive, legal, finance and Polices services and half of Fire services are supported by human resources. property tax dollars. The property tax rate for fiscal year 2021 is projected to be around 1.88 per $1,000 of taxable Licenses and Permits valuation. It is estimated that a total of $12,233,935 will be received from property taxes in FY 2021. This represents Fees from licenses include business, dog, and other a increase of 4% from fiscal year 2020. For FY 2021 no miscellaneous. Fees from permits include building, property tax increase have been proposed. electrical, mechanical, plumbing, refuse hauling, subdivision inspection, animal impoundments, and other Property tax increments are also generated within the miscellaneous. The City estimates $3,524,813 in licenses 12 redevelopment areas. It is estimated that a total and permits in FY 2021. of $10,165,000 will be received from tax increments which will be used to reimburse developer costs for the Intergovernmental Revenue installation of City infrastructure. Intergovernmental revenues are projected to increase 44% Other Taxes from FY 2020. This large increase is due to the legislature appropriating additional quarter of a quarter percent Other taxes that the City collects include local option sales tax to local entities. This change will bring additional sales tax, transient room tax, cable TV tax, and franchise $1,300,000 in tax revenues which can only be used for tax. In 2021, approximately $17,085,329 will be received infrastructure needs. The city is estimated to receive in local option sales tax. This is a 7.0% increase over FY $396,435 in Federal and State grants. 2020. Of this amount, 30% will fund the remaining fire services, and engineering, planning and parks & recreation. Charges for Services In 2021 approximately $171,002 will be received in transient room tax, $474,028 will be received from This includes revenue from charges for services for

City of South Jordan, Utah Tentative Budget FY 2020-2021

21 Budget in Brief

Water, Storm water, Secondary water, and Mulligans golf Miscellaneous Revenue course. No rate increases have been proposed for the FY 2021 budget. Other charges for services include court This category includes internal charges for services, fines, cell tower leases, cemetery fees, sales of maps and investment earnings, and revenues of a non-recurring publications, park use fees, ambulance fees, Recreation nature. Miscellaneous revenues are estimated at programs, etc. Other charges for services are estimated at $1,052,000 in FY 2019. $3,499,446 in FY 2021. ADOPTED CAPITAL IMPROVEMENT PLAN Special Assessments The City of South Jordan’s Capital Improvement Plan Special assessments are an additional tax levied on private (CIP) represents the City’s five-year plan for capital property for public improvements that enhance the value improvements and totals $61,475,250. Appropriations of of the property. In FY 2021, special assessment revenue is funding are made on an annual basis. The capital budget is estimated at $3.5 million. therefore the first year of the five-year CIP. The approved capital budget for fiscal year 2021 totals $5,977,000. Investments The recommended CIP reflects the City’s comprehensive The City invests its idle cash into both public and private plan and the goals and priorities established by the City investments. Currently the City funds are invested Council. Funding available to meet the capital needs for through 1) Public Treasurers Investment Pool, 2) FY 2021 totals $7,242,000. Approximately $1.5 million of Institutional Liquidity Management and 3) Moreton Asset this will be provided by last year’s unspent appropriations. Management. The primary focus of all governmental and Another funding source representing approximately $1.1 istitutional investment is first and foremost the safety million of total sources is operating receipts. Operating and preservation of principal, while also ensuring needed receipts come from current year revenues and essentially liquidity and achieving reasonable yield. For the fiscal represent the amount of “cash” or pay as you go financing year 2021, the City projects the investment earnings to be provided by each enterprise operation. $950,000 in the General Fund and $1,882,900 citywide. A major focus of the capital Investment Earnings budget and capital improvement plan is the maintenance and refurbishment of existing city facilities. To this end, significant resources are dedicated for these 14% types of projects including, Street, 2% Sanitary and Water Improvements. General Fund 51% The following page provides a Enterprise Fund 33% listing of some of the highlighted Special Revenue Fund projects in the fiscal year 2021 Other Funds capital budget. (refer to CIP detail page).

City of South Jordan, Utah Tentative Budget FY 2020-2021

22 Budget in Brief

FY 2021 ADOPTED CAPITAL BUDGET HIGHLIGHTS

FY 2020-2021 CIP Funding Transportation Projects $4,022,000 Parks Projects $1,790,000 Facilities Projects $220,000 Storm Water Projects $895,000 Water Projects $3,070,000 Secondary Water Projects $850,000 Miscellaneous Projects $315,000 Fleet Equipment $1,459,000

Where Money Comes From

13% 18% Impact Fees

17% Intergovernmental

Surplus Funds from Previous 52% Fiscal Year Lease

Capital Projects FY 2020 vs FY 2021

4,500,000

4,000,000

3,500,000

3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

500,000

- Transportation Parks Projects Facilities Projects Storm Drain Misc Projects Projects Projects

2020 2021 *Transportation projects increased due to an increase in class c and road tax revenue.

City of South Jordan, Utah Tentative Budget FY 2020-2021

23 Long-Term Financial Plan

ALL BUDGETED FUNDS FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2019 Adopted Adopted Projected Projected Projected Projected Actual Budget Budget Budget Budget Budget Budget

REVENUES Taxes $32,407,645 $35,818,915 $35,621,806 $37,046,678 $38,528,545 $40,069,687 $41,672,475 Licenses & Permits 3,456,503 3,871,814 3,524,812 3,560,060 3,595,661 3,631,617 3,667,934 RDA Areas 13,544,622 11,905,000 11,115,000 10,000,000 9,500,000 8,000,000 7,500,000 Intergovernmental Revenues 3,434,740 3,383,174 4,959,752 5,058,947 5,160,126 5,263,329 5,368,595 Charges for Services 32,172,202 31,052,751 31,889,423 32,208,317 32,530,400 32,855,704 33,184,261 Fines & Forfeitures 582,999 564,374 560,000 550,000 550,000 550,000 550,000 Special Assessments 3,045,220 2,153,675 2,151,675 2,151,675 2,151,675 2,151,675 2,151,675 Impact Fees 2,275,348 3,095,000 2,180,000 2,180,000 2,180,000 2,180,000 2,180,000 Administration Fees 3,962,806 3,192,113 3,629,656 3,665,953 3,702,612 3,739,638 3,777,035 Investments 3,027,785 430,850 942,900 850,000 800,000 750,000 750,000 Transfers In 26,814,774 37,876,196 20,849,997 20,849,997 20,849,997 20,849,997 20,849,997 Miscellaneous Revenue 9,135,064 783,950 1,278,154 1,000,000 1,000,000 1,000,000 1,000,000 Total Revenues 133,859,708 134,127,812 118,703,175 119,121,627 120,549,017 121,041,648 122,651,971

EXPENDITURES Employee Expense 34,425,391 39,301,337 41,031,540 43,903,748 46,977,010 50,265,401 53,783,979 Supplies & Services 26,533,184 29,106,183 25,044,941 25,069,986 25,095,056 25,120,151 25,145,271 Administrative Feees 2,842,806 3,072,113 3,509,656 3,513,166 3,516,679 3,520,196 3,523,716 Debt Service 10,246,434 11,253,185 8,895,082 11,162,001 8,434,775 8,222,525 5,998,425 Capital Outlay & Projects 20,806,024 24,911,500 24,610,531 24,610,531 24,610,531 24,610,531 24,610,531 Transfers Out 18,370,762 22,383,670 12,406,425 12,406,425 12,406,425 12,406,425 12,406,425 Total Expenditures 113,224,601 130,027,988 115,498,175 120,665,856 121,040,476 124,145,228 125,468,347

Net Increase (Decrease) in Fund Balance 20,635,107 4,099,824 3,205,000 (1,544,229) (491,459) (3,103,581) (2,816,375) Beginning Fund Balance 133,511,509 154,146,616 158,246,440 161,451,440 159,907,211 159,415,751 156,312,171

Ending Fund Balance 154,146,616 158,246,440 161,451,440 159,907,211 159,415,751 156,312,171 153,495,795

City of South Jordan, Utah Tentative Budget FY 2020-2021

24 Long-Term Financial Plan

GENERAL FUND FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2019 Adopted Adopted Projected Projected Projected Projected Actual Budget Budget Budget Budget Budget Budget

REVENUES Taxes $32,407,645 $35,818,915 $35,631,806 $37,769,714 $39,469,352 $41,442,819 $43,514,960 Licenses & Permits 3,456,503 3,871,814 3,524,812 3,665,804 3,812,437 3,964,934 4,123,531 Intergovernmental Revenues 3,205,956 3,155,141 396,435 416,257 437,070 458,923 481,869 Charges for Services 3,795,362 3,108,699 3,867,594 3,944,946 4,023,845 4,104,322 4,186,408 Fines & Forfeitures 582,999 564,374 560,000 562,800 565,614 568,442 571,284 Administration Fees 2,842,806 3,072,113 3,509,656 3,527,204 3,544,840 3,562,565 3,580,377 Investments 21,542 10,000 950,000 954,750 959,524 954,321 969,143 Transfers In 239,413 8,818 507,869 507,869 507,869 507,869 507,869 Miscellaneous Revenue 2,563,206 562,500 102,000 102,510 103,023 103,538 104,055 Total Revenues 49,115,432 50,172,374 49,050,172 51,451,855 53,423,572 55,677,733 58,039,498

EXPENDITURES Employee Expense 30,163,969 34,725,924 37,267,407 38,758,103 40,308,427 41,920,765 43,597,595 Supplies & Services 13,108,464 12,273,550 8,395,804 8,479,762 8,564,560 8,650,205 8,736,707 Debt Services 1,575,774 1,372,900 1,174,430 2,329,502 2,473,451 1,648,176 2,411,326 Capital Outlay & Projects 2,051,943 1,800,000 1,174,430 2,329,502 2,473,451 1,648,176 2,411,326 Transfers Out 1,500,000 ------Total Expenditures 48,400,150 50,172,374 49,050,172 51,782,111 53,563,396 54,438,321 56,967,023

Net Increase (Decrease) in Fund Balance 715,282 - - (300,256) (139,824) 1,239,412 1,072,475 Beginning Fund Balance 10,291,567 11,006,849 11,006,849 11,006,849 10,676,593 10,536,769 11,776,180

Ending Fund Balance 11,006,849 11,006,849 11,006,849 10,676,593 10,536,769 11,776,180 12,848,655

City of South Jordan, Utah Tentative Budget FY 2020-2021

25 Long-Term Financial Plan

WHY

Long term financial planning is the process of aligning financial capacity with long term service objectives. Financial planning uses forecasts to provide insight into future financial capacity so that strategies can be developed to achieve long term sustainability in light of the government's service objectives and financial challenges.

EFFECT ON THE BUDGET AND BUDGET PROCESS

City revenues are not keeping up with inflationary costs; specifically the property tax rates are keeping up with inflation or increases in valuation. Based on the State law, property tax rate will generate the same amount of revenues as the previous year plus any new growth. A truth in taxation, which requires a public hearing is required to increase the certified tax rate. Additionally, the State legislature passed a new law exempting mining and manufacturing industries from paying sales tax on equipment that is used in their business. The City is facing increased costs in areas such as health insurance and increasing technology. Investments in equipment and City infrastructure are needed, but funding is limited.

ASSUMPTIONS

The baseline revenues and expenditures are based on the FY 2020 revised budget as well as the projected growth. The City Council opted not to raise property tax rates for FY 2021. General fund revenues other than property taxes are projected based on previous five year trend and forecasted growth which is projected to be at 7% each year. All personal services costs are increased by 4% each year. Capital projects are based on the resources available to support the City's five-year Capital Improvement Program. The City maintains a "pay as you go" strategy for capital projects. Ocer the lasr five years, average unspent money from General Fund operations totaled approximately $2 million dollars. This combined with gas tax and impact fees will allow the City to continue funding maintenance as well as small infrastructure projects.

LINKING TO STRATEGIC GOALS

The City Council goals and priorities form the foundation for long-range financial planning, including five-year revenue and expenditure projections. The annually updated Council goals and priorities, in conjunction with the comprehensive plan, outline the City's vision for the future. Departments tie activities and programs to the Council goals and priorities, which are then linked to performance measures to help evaluate progress made toward achieving the goals and priorities, and also provides a format for evaluating expenditure and revenue patterns impacting the desired progress.

City of South Jordan, Utah Tentative Budget FY 2020-2021

26 Fund Balances and Reserves

South Jordan City defines fund balance for governmental and less than 25% could be utilized for budget purposes. and enterprise funds as the difference between a fund’s Any fund balance less than 5% of the estimated revenue current assets and current liabilities. The City accumulates could be used for working capital, certain emergency fund balances in its various funds for the following expenditures, or to cover a pending year-end excess of purposes: expenditures over revenues from an unavoidable shortfall in revenues. Any funds in excess of 25% of general fund • To have adequate funds in case of an emergency or revenues could be retained if they were earmarked for unexpected events specific future capital projects. The City maintains a 5-year • To secure the City’s debt and related bond ratings CIP plan. • To meet requirements for liabilities already incurred but not yet paid The following graph depicts the City’s reserved fund • To avoid short-term debt balance over the last 10 years. • To provide for planned and unplanned capital expenditures Reserve fund balance for FY 2019-2020 is estimated to be at 21.5% in the amount of $10,436,595. The City will According to Utah Code 10-6-116, as amended in 2013, continue to build its reserve to the 25% maximum. cities are allowed to accumulate retained earnings or fund balances in any fund. However, the law imposes a limit on general fund balance which is 25% of total estimated general fund revenue. Any fund balance in excess of 5%

Ending General Fund Balance As a Percentage of Revenue (Not Including Transfers) 30.00%

25.00%

20.00% 21.5% 20.9% 20.5% 20.3% 19.8% 19.4% 20.0% 18.0% 18.0% 15.00% 16.7%

10.00%

5.00%

0.00% 2011 2012 2013 2014 2015* 2016 2017 2018 2019 2020 (est) Fiscal Year Ending * 2015 Fund Balance percentage decreased due to lower projected revenues.

City of South Jordan, Utah Tentative Budget FY 2020-2021

27 Fund Balance Summary

ALL FUNDS FY2019 Fund FY2020 Budgeted Budgeted Transfers In Ending Fund Balance Estimated FB Revenues Expenditures (Out) Balance

Governmental Funds General Fund 10,745,112 9,704,659 48,542,303 (45,663,211) (2,879,092) 9,704,659 Debt Service Fund 4,433,971 3,239,045 2,163,825 (5,728,350) 3,316,787 2,991,307* Redevelopment Fund 18,441,113 14,703,854 11,235,000 (10,620,632) (2,713,551) 12,604,671* Capital Projects Fund 42,573,777 19,251,559 6,052,000 (9,870,531) 5,548,531 20,981,559 CDBG Fund - - 241,317 (241,317) - - Storm Drain Fund 3,283,612 2,288,302 2,506,107 (1,776,117) (729,990) 2,288,302 Municipal Building Authority 339,556 339,556 1,750 (723,432) 721,682 339,556 Total Governmental Funds 79,817,141 49,526,975 70,742,302 (74,623,590) 3,264,367 48,910,054

Proprietary Funds Water Operations Fund 19,588,181 10,548,222 21,578,999 (22,370,606) (4,168) 9,752,447* Mulligans 509,632 602,824 1,322,387 (1,327,318) (469) 597,424 Sanitation 4,874,920 4,376,523 4,209,490 (4,770,236) (272) 3,815,505* Total Proprietary Funds 24,972,733 15,527,569 27,110,876 (28,468,160) (4,909) 14,165,376

Total 104,789,874 65,054,543 97,853,178 (103,091,750) 3,259,458 63,075,429

* Debt Service fund balance is estimated to decrease largely due to increased debt service costs from the City's Special Assessment Bond. *Redevelopment fynd balance is estimated to decrease largely due to the City implementing a new housing assistance program. *Water fund balance is estimated to decrease due to several planned capital projects. *Sanitation fund balance is estimated to decrease largely due to several planned capital projects.

City of South Jordan, Utah Tentative Budget FY 2020-2021

28 South Jordan City broke ground on a new public safety building - Station 64 - on July 15th. This new westside precinct building in Daybreak is slated to be finished in late 2020. The new 30,000 square-foot building will feature a full fire station, a police substation, City administration space, including utility billing, and space for community meetings. Having this station on the west side of town will help improve response times for police and fire and will allow residents to have City services closer to home.

City of South Jordan, Utah Tentative Budget FY 2020-2021

29 Consolidated Budget

ALL FUNDS Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Financing Sources: Taxes & Fees 32,407,645 35,818,915 33,792,263 35,621,806 Impact Fees 2,275,348 3,095,000 2,397,933 2,180,000 Area Increment* 12,304,344 10,955,000 10,955,000 10,165,000 RDA Housing 1,240,278 950,000 950,000 950,000 Class C Road Funds 2,740,405 2,758,706 2,877,426 3,022,000 Local Transit Tax 0 0 1,212,854 1,300,000 Licenses & Permits 3,456,503 3,871,814 3,466,181 3,524,812 Intergovernmental Revenues & Fees 694,335 624,468 637,752 637,752 Charges for Services 36,135,008 34,244,864 34,526,086 35,519,079 Fines & Forfeitures 582,999 564,374 564,374 560,000 Special Assessments 3,045,220 2,153,675 2,153,675 2,151,675 Investment Earnings 3,027,785 430,850 979,215 942,900 Misc. Revenue 9,135,064 783,950 3,941,019 1,278,154 Transfers In & Use of Fund Balance 26,814,774 37,876,196 43,528,862 20,849,997 Total Financing Sources 133,859,708 134,127,812 141,982,640 118,703,175 Financing Uses: Wages & Benefits 34,425,391 39,301,337 38,211,614 41,031,540 Materials & Supplies 2,123,890 2,539,013 2,534,396 2,118,245 Operating Expenses 27,252,100 29,639,283 29,214,973 26,436,352 Debt Expenditures 10,246,434 11,253,185 10,146,781 8,895,082 Project Expenditures* 20,806,024 24,911,500 29,870,167 24,610,531 Transfers Out & Contribution to Fund Balance 39,005,870 26,483,494 32,004,709 15,611,425 Total Financing Uses 133,859,708 134,127,812 141,982,640 118,703,175

* Area Increment Revenue decreased due to completion of Project Area #7 (North Jordan Gateway). * Project Expenditures decreased due to lower available revenues.

City of South Jordan, Utah Tentative Budget FY 2020-2021

30 General Fund Summary

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUES Sales Tax* 15,207,236 19,057,307 15,967,597 17,085,329 Property Taxes 11,168,503 10,765,087 11,666,813 12,233,935 Franchise Taxes 4,614,844 4,538,031 4,689,016 4,791,029 Transient Room Tax 155,104 133,130 162,859 171,002 Cable TV Fees 445,215 464,733 464,733 474,028 Motor Vehicle Fees 816,743 860,627 841,245 866,483 Penalties & Interest 21,542 10,000 10,000 10,000 Class C Road Funds 2,740,405 2,758,706 2,877,426 0 Licenses & Permits 3,456,503 3,871,814 3,466,181 3,524,812 Intergovernmental Revenues 465,551 396,435 396,435 396,435 Administration Fees 2,842,806 3,072,113 3,072,113 3,509,656 Charges for Services 3,795,362 3,108,699 3,316,517 3,867,594 Fines and Forfeitures 582,999 564,374 564,374 560,000 Miscellaneous Revenue 2,563,206 562,500 1,045,000 1,052,000 Total General Fund Revenue 48,876,019 50,163,556 48,540,309 48,542,303 TRANSFERS IN AND USE OF FUND BALANCE Transfers In 239,413 8,818 239,413 507,869 Use of Fund Balance 0 0 622,415 0 Total Transfers In and Use of Fund Balance 239,413 8,818 861,828 507,869

Total Rev, Trans in, and Use of Fund Balance 49,115,432 50,172,374 49,402,137 49,050,172 EXPENDITURES Wages and Benefits 30,163,969 34,725,924 33,955,687 37,267,407 Materials and Supplies 1,424,424 1,599,851 1,599,851 1,605,733 Operating Expenditures 11,684,040 10,661,961 10,661,961 6,790,071 Total General Fund Expenditures 43,272,433 46,987,736 46,217,499 45,663,211 TRANSFERS OUT AND CONTRIBUTION TO FUND BALANCE Transfers Out 5,399,500 3,184,638 3,184,638 3,386,961 Contribution to Fund Balance 443,499 0 0 0 Total Transfers Out and Contribution to Fund Balance 5,842,999 3,184,638 3,184,638 3,386,961

Total Exp, Trans Out, and Cont to Fund Balance 49,115,432 50,172,374 49,402,137 49,050,172

*Sales Tax reduction due to the legislature removing mining tax.

City of South Jordan, Utah Tentative Budget FY 2020-2021

31 General Fund Revenues Summary

Prior Year Actual Estimated Actual Proposed Budget FY 18-19 FY 19-20 FY 20-21

REVENUES Taxes Property Tax 11,168,503 11,666,813 12,233,935 Motor Vehicle Tax 816,743 841,245 866,483 Sales and Use Tax 15,207,236 15,967,597 17,085,329 Penalties and Interest 21,542 10,000 10,000

Class C Road Funds 2,740,405 2,877,426 0 *Reporting as Capital Projects Fund as of FY 21 Telecommunications Tax 633,834 608,480 608,480 Energy Sales and Use Tax 3,981,010 4,080,536 4,182,549 Cable TV Franchise Tax 445,215 464,733 474,028 Transient Room Tax 155,104 162,859 171,002 Total Taxes 35,169,592 36,679,689 35,631,806 Licenses and Permits Building Permits 2,895,084 2,909,560 2,967,751 Business Licenses 180,243 181,144 182,955 Solid Waste License Fee 117,969 117,969 117,969 Miscellaneous 263,207 257,507 256,137 Total Licenses and Permits 3,456,503 3,466,181 3,524,812 Intergovernmental Revenues State and Federal Grants 401,941 340,435 340,435 Liquor Allotment 63,610 56,000 56,000 Total Intergovernmental Revenues 465,551 396,435 396,435 Charges for Service Ambulance Fees 2,421,025 2,192,995 2,355,000 Engineering Fees 15,162 15,162 15,162 Plan Check Fees 3,649 2,709 2,700 Zoning and Subdivision Fees 694,089 701,030 701,030 Cemetery Fees 248,855 169,000 195,000 Other Services 3,255,388 3,307,734 4,108,358 Total Charges for Services 6,638,168 6,388,630 7,377,250 Fines and Forefeitures 582,999 564,374 560,000 Miscellaneous Revenue Investment Earnings 1,309,689 950,000 950,000 Other Miscellaneous Revenue 1,253,517 95,000 102,000 Total Miscellaneous Revenue 2,563,206 1,045,000 1,052,000 Total Revenue 48,876,019 48,540,309 48,542,303

City of South Jordan, Utah Tentative Budget FY 2020-2021

32 General Fund Expenditures Summary

Prior Year Actual Estimated Actual Proposed Budget FY 18-19 FY 19-20 FY 20-21

EXPENDITURES General Government General Administration 1,406,368 1,586,200 1,892,588 City Commerce 272,104 297,106 307,806 City Recorder 239,752 449,792 459,165 Finance 2,238,288 2,344,120 2,469,866 Human Resources 592,536 601,771 659,300 Office of the City Attorney 1,069,000 1,128,039 1,234,370 Total General Government 5,818,048 6,407,028 7,023,095 Administrative Services Administration 736,684 985,220 1,015,852 Recreation/Event Programs 798,871 849,164 1,116,436 Seniors 268,172 369,850 383,835 Facilities 1,264,487 1,403,768 1,486,106 Information Services 1,573,719 1,720,572 1,769,533 Information Center 436,817 406,661 442,893 Justice Court 544,676 623,242 627,375 Parks 2,420,436 2,695,653 2,793,106 Risk Management 719,442 831,702 842,550 Total Administrative Services 8,763,304 9,885,832 10,477,686 Development Services Building 1,575,353 1,546,455 1,631,368 Engineering 2,207,847 2,361,223 2,473,642 Planning 749,209 804,115 846,659 Total Development Services 4,532,409 4,711,793 4,951,669 Public Works Administration 734,741 747,812 783,827 Cemetery 269,746 307,547 318,447 Fleet 3,203,107 2,619,116 1,128,777 Street Lighting 284,908 349,648 358,829 Streets 4,558,263 4,331,747 1,647,445 Total Public Works 9,050,765 8,355,870 4,237,325 Public Safety Fire 7,085,657 7,586,693 9,028,012 Police & Animal Control 8,022,250 9,270,283 9,945,424 Total Public Safety 15,107,907 16,856,976 18,973,436 Total Expenditures 43,272,433 46,217,499 45,663,211

City of South Jordan, Utah Tentative Budget FY 2020-2021

33 Fund Types Descriptions

Governmental Funds Proprietary Funds

Major Fund Descriptions: Major Fund Descriptions:

General Fund - The general fund is used to account for Water Fund - The water fund is used to account for the resources traditionally associated with a government activities of the City’s water operations. which are not required legally or by sound financial management to be accounted for in another fund. Mulligans Fund - The Mulligans fund is used to account for the operation of Mulligans Golf & Games. This City Debt Service Fund - The debt service fund is used to recreation facility includes golf, miniature golf, driving account for the accumulation of resources and payment of range, and batting cages. bond principal and interest from governmental resources and special assessment bond principal and interest Non-Major Fund Descriptions: from special assessment levies when the government is obligated in some manner for the payment. Sanitation Fund -The sanitation fund is used to account for the activities of the City’s sanitation operations. Redevelopment Agency (RDA) Fund - The RDA fund is used to account for the activities of the Redevelopment Agency. The Agency is an entity established to further public purpose in the redevelopment of particular City areas.

Capital Projects Fund - The capital projects fund is used to account for the construction of budgeted capital projects of the City, Impact Fees, intergovernmental grants, transfers from the general fund, and interest earnings are the principal sources of funding for these projects.

Non-Major Fund Descriptions:

Storm Drain Fund - The Storm Drain fund is used to track revenue from a monthly fee paid by City residents for the maintenance of the City’s storm drain system.

CDBG Fund - The CDBG fund is used to account for the revenues received by the City as a grantee participant in the Community Development Block Grant Program.

Municipal Building Authority (MBA) Fund - The MBA fund is used to account for the construction of the City’s capital facilities.

City of South Jordan, Utah Tentative Budget FY 2020-2021

34 Fund Types Fund Organizational Chart

Appropriated Funds Non-Appropriated Funds

General Fund Fiduciary Funds

Metro Fire Testing Debt Service Funds MBA Consortium (MFTC)

Capital Project Funds Infrastructure Improvement

Operations & Maintenance

Special Revenue Funds RDA

CDBG

Storm Water

Enterprise Funds Water Fund

Mulligans Fund

Sanitation Fund

City of South Jordan, Utah Tentative Budget FY 2020-2021

35 Department/Fund Relationship Chart

City Council Chambers

City of South Jordan, Utah Tentative Budget FY 2020-2021

36 General Fund Office of the City Manager

The Office of the City Manager houses and provides management direction and support for Strategic Services, Human Resources, Finance, City Commerce and the City Recorder’s Office.

Office of the City Manager City Manager Gary Whatcott

Strategic Services Strategic Services Director Don Tingey

Human Resources Human Resources Director Teresa Cook

Office of the City Manager Finance at a Glance: Chief Financial Officer Sunil Naidu FY 2020-21 Total Office of the City Manager Budget City Commerce $5,582,788 City Commerce Director Brian Preece Executive & Mayor $1,686,651 Human Resources $659,300 Finance $2,469,866 City Commerce $307,806 City Recorder City Recorder $459,165 City Recorder Anna Crookston Full-Time Employees

City of South Jordan, Utah Tentative Budget FY 2020-2021

37 General Fund Office of the City Manager Executive

Department Purpose: South Jordan operates under a Manager by Ordinance form of Government and is a City of the second class. It is governed by a six member Council comprised of five elected Council Members and an elected Mayor. The City Manager is hired by the Mayor and Council to manage all day to day operations of the City. The City Manager is the Chief Administrative Officer (CAO) of the City. The Executive Department budget is the title of the City Manager’s budget.

Core Programs: • Budget & Finance Accountability • Operational Excellence • Policy Development • Strategic Planning • Inter-governmental Liaison • Boards & Commissions

FY 2019-20 Results: • Conducted a strategic planning session with elected officials and leadership.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Conduct an annual strategic planning session with elected officials and leadership. • Strengthen the citywide program and service evaluation program by implementing a program metric to track ongoing citywide re- appropriations and savings. • Create methods to implement a more flexible work environment by Department at a Glance: the end of FY 2021. • Develop methods that will reduce employee turn over by the end of FY 2020-21 FY 2021. • Complete Fire Station 64 on or under budget by the end of 2020. $1,686,651

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

38 General Fund Office of the City Manager Executive

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 943,948 1,297,582 1,054,955 1,386,343 Materials and Supplies 42,408 83,846 83,846 83,846 Operating Expenditures 331,651 241,462 241,462 216,462 Total Executive & Mayor 1,318,007 1,622,890 1,380,263 1,686,651

1,500,000 1,000,000 Wages & Benefits 500,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Department Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 4 5 5 City Manager 1 1 1 Assistant to the City Manager 0 1 1 Assistant City Manager 1 1 1 Executive Assistant 1 1 1 Strategic Services Director 1 1 1

6 4 2 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

39 General Fund Office of the City Manager Human Resources

Department Purpose: The Human Resources division provides a variety of support services to other departments in the areas of Administration, Employee Relations, Employment and Compensation, Benefits, and Training and Development.

Core Programs: • City Leadership Training • Employee Handbook Development & Maintenance • Employment Verification & Background Checks • Federal and State Law Compliance & Reporting • Classification, Compensation, Salary Survey, Authorized Position Maintenance • Employee Performance Evaluation Management • Employee Recruitment & Selection Administration • Benefits Management & Administration • Employee Orientation & Exit Interview Processing • Management & Supervisory Resource Guidance & Policy Interpretation • Employee Leave Management & Administration • Employee Recognition, Retention & Appreciation • Communication, Engagement & Conflict Resolution

FY 2019-20 Results: • Provided at least four (4) supervisor and general employee trainings throughout the year.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Implement and updated onboarding process for new City employees, Division at a Glance: to inlcude more involvement and cooperation with City departments by June 2021. FY 2020-21 • Provide two (2) supervisory and general employee trainings throughout the year. $659,300

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

40 General Fund Office of the City Manager Human Resources

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 447,111 466,686 465,672 485,963 Materials and Supplies 18,920 38,938 38,938 37,982 Operating Expenditures 126,505 97,161 97,161 135,355 Total Human Resources 592,536 602,785 601,771 659,300

600,000 400,000 Wages & Benefits 200,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 4 4 4 Human Resource Director 1 1 1 HR Analyst 1 1 1 HR Generalist 2 2 2

6 4 2 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

41 General Fund Office of the City Manager Finance

Department Purpose: The Finance division provides useful, timely, and reliable financial information and support to City Staff, Management, Council, Citizens, and external parties. This includes accounts payable, accounts receivable, reporting all financial transactions for the City, and producing the City’s Annual Financial Report (CAFR). Additionally, the Finance division provides budget and financial support for the City’s Redevelopment Agency (RDA) and the Municipal Building Authority (MBA).

Core Programs: • Debt Management • Budget Development • Budget Analysis and • External Audit Forecasting • Strategic Planning & Visioning • RFP and Bid Management • Internal Audit, Internal Controls • Financial Policy and Procedure & Policy Analysis Management • CAFR Preparation • Development Agreement • Accounts Payable Tracking • Cash Investment Management • Utility Work Orders • General Ledger Maintenance • Emergency Purchase Order • Long-Term Financial Forecasting Management • Transparency Reporting • Fixed Asset Management • Water Utility Billing & • Payroll Processing & Reporting Collections

FY 2019-20 Results: • Increased utility billing e-Billing participation rate to 30% of all accounts. • Implemented new online payment portal for Utility Billing. • Upgraded Munis system. Division at a Glance: FY 2020-21 Goals: FY 2020-21 Strategic Initiative: Fiscally Responsible Governance • Provide convenient delivery of utility bill information through text and $2,469,866 email by educating and promoting our online paperless bill options and increase its utilization to 40% of all active accounts by June 2021. Full-Time Employees • Improve process efficiency by increasing the percentage of electronic file transfer (EFT) payments for repeat vendors by June 2022. 18 • Increase convenience and take advantage of technological options by integrating the City's dog license and other general billing functions to Location utilize the same online payment system as utility billing by June 2022.

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

42 General Fund Office of the City Manager Finance Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 1,617,429 1,901,547 1,810,120 1,968,966 Materials and Supplies 216,365 265,175 265,175 232,075 Operating Expenditures 404,494 268,825 268,825 268,825 Total Finance 2,238,288 2,435,547 2,344,120 2,469,866

3,000,000 2,000,000 Wages & Benefits 1,000,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B) Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 18 18 18 Chief Financial Officer 1 1 1 Associate Director of Finance 1 1 1 Assistant Controller 1 1 1 City Treasurer 1 1 1 Purchasing Coordinator 1 1 1 Project Accountant 1 1 1 Accounting Technician 1 1 1 Accounts Payable Technician 1 1 1 Finance Specialist 1 1 1 Accountant (I, II) 3 3 3 Billing Manager 1 1 1 Billing Lead 1 1 1 Billing Clerk 3 3 3 Utility Master System Technician 1 1 1

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

43 General Fund Office of the City Manager City Commerce

Department Purpose: The City Commerce & Sustainability division coordinates and promotes the implementation of economic development and growth through long- term strategic planning and resource allocation. It also establishes and maintains cooperative-working relationships with other organizations at all levels and in a variety of locations. Business Licenses are also handled by the City Commerce & Sustainability division.

Core Programs: • Business Licensing • Business Expansion (non-Redevelopment Agency) • Business Recruitment (non-Redevlopment Agency) • Business Retention (non-Redevelopment Agency)

FY 2019-20 Results: • Submitted potential business recruitment proposals when available and as appropriate.

FY 2020-21 Goals: Strategic Initiative: Economic Development • Working with the Planning Department, before the end of FY2021, using insights and recommendations from the 2020 Redwood Road Small Area Plan, propose possible changes to the Redwood Road Mixed Use Zones in the Title 17 for new regulatory concepts and/ or incentive options to the City Council that will allow the Redwood Road Small Area Plan to be implemented.

Division at a Glance:

FY 2020-21

$307,806

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

44 General Fund Office of the City Manager City Commerce

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 263,760 278,612 276,506 287,206 Materials and Supplies 7,251 14,210 14,210 14,210 Operating Expenditures 1,093 6,390 6,390 6,390 Total City Commerce 272,104 299,212 297,106 307,806

400,000 Wages & Benefits 200,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 2 2 2 City Commerce Director 1 1 1 Executive Assistant 1 1 1

3 2 1 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

45 General Fund Office of the City Manager City Recorder

Department Purpose: The City Recorder’s Office is responsible for maintaining all City records and files through an electronic filing system. The recorder’s office also manages all municipal elections, GRAMA requests, and public meeting agendas, minutes, and recordings.

Core Programs: • Planning Commission Support • Record Management • City Council Support • Redevelopment Agency, Advisory Boards, Committee Support • Government Records Management Act (GRAMA) Requests • Municipal Code • Record Retention • Municipal Election

FY 2019-20 Results: • Received and facilitated all GRAMA requests received. • Prepared meeting agendas and packets for City Council, Planning Commission and Redevelopment Agency.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Receive appropriate training and begin certifications for new City Recorder. • Receive and process all GRAMA requests within statutory guidelines. • Prepare agendas, packets and meeting minutes in accordance to statutory requirements for the Planning Commission, City Council, Redevelopment Agency and other assigned City committees. Division at a Glance:

FY 2020-21

$459,165

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

46 General Fund Office of the City Manager City Recorder

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 211,963 235,128 234,262 243,635 Materials and Supplies 11,713 31,050 31,050 31,050 Operating Expenditures 16,076 184,480 184,480 184,480 Total City Recorder 239,752 450,658 449,792 459,165

300,000 200,000 Wages & Benefits 100,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 2 2 2 City Recorder 1 1 1 Deputy City Recorder 1 1 1

3 2 1 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

47 General Fund Office of the Assistant City Manager

The Office of the Assistant City Manager houses and provides management direction and support for the Administrative Services, Development Services, Fire Services, Public Works and Police Services.

Office of the Assistant City Manager Assistant City Manager Dustin Lewis

Administrative Services Admin. Services Director Spencer Kyle

Development Services Engineering Director Brad Klavano

Planning Planning Director Office of the Assistant City Manager Steven Schaefermeyer at a Glance:

FY 2020-21 Total Office of the Assistant City Fire Services Manager Budget Fire Chief Chris Dawson $38,846,053 Assistant City Manager $205,937 Admin Services $10,477,686 Public Works Development Services $4,105,010 Public Works Director Planning $846,659 Jason Rasmussen Fire Services $9,028,012 Police Services $9,945,424 Public Works $4,237,325 Full-Time Employees Police Services Police Chief 296 L. Jeff Carr

City of South Jordan, Utah Tentative Budget FY 2020-2021

48 General Fund Office of the Assistant City Manager Assistant City Manager

Department Purpose: The Office of the Assistant City Manager is responsible for management direction and support for all City operations departments, as well as special projects related to City Code, City-wide policies, and other issues.

Core Programs: • Provide leadership to City operations. • Budget/Finance Accountability • Operational Excellence • Policy Development

FY 2019-20 Results: • Conducted session two of the Effective Supervisory and Leadership Skills course.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Identify metrics to be included in the City's annual report to provide more information regarding the effectiveness and efficiency of City programs and services by December 2020.

Department at a Glance:

FY 2020-21

$205,937

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

49 General Fund Office of the Assistant City Manager Assistant City Manager

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Materials and Supplies 7,916 17,963 17,963 17,963 Operating Expenditures 80,445 187,974 187,974 187,974 Total Assistant City Manager 88,361 205,937 205,937 205,937

200,000

100,000 Materials & Supplies Operating Expenditures - FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

City of South Jordan, Utah Tentative Budget FY 2020-2021

50 General Fund Administrative Services

The Administrative Services department provides leadership and administrative support for Emergency & Risk Management, Communications/Media/Marketing, Information Services, Court, Information Center, Recreation & Event Programs, Facilities, Parks, Gale Center, Seniors, Fitness Center and Mulligans.

Administrative Services Administrative Services Director Spencer Kyle

Recreation Parks Risk/Emergency Associate Director of Rec Associate Director of Parks Janell Payne Colby Hill Management

Administrative Services Communications/ at a Glance: Recreation & Event Parks Programs Media/Marketing FY 2020-21 Total Administrative Services Budget Gale Center Information Services

$10,477,686 Admin Services $612,307 Seniors Information Center Emerg./Risk Management $842,550 Communications/Media $403,545 Information Services $1,769,533 Court $627,375 Court Information Center $442,893 Recreation & Event Prog $1,073,754 Parks $2,793,106 Gale Center $42,682 Facilities Facilities $1,486,106 Seniors $383,835

Full-Time Employees

City of South Jordan, Utah Tentative Budget FY 2020-2021

51 General Fund Administrative Services Administrative Services Admin

Department Purpose: Administrative Services provides leadership and administrative support for Emergency & Risk Management, Communications/Media/Marketing, Information Services, Court, Information Center, Recreation & Event Programs, Facilities, Parks, Gale Center, Seniors, Fitness Center and Mulligans.

Core Programs: • Department Strategic Planning • Division Operations Support

FY 2019-20 Results: • Supported and facilitated the accomplishment of Administrative Services Division's goals (see individual Administrative Services Division's goals).

FY 2020-21 Goals: • See individual Department's goals.

Department at a Glance:

FY 2020-21

$612,307

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

52 General Fund Administrative Services Administrative Services Admin

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 361,073 374,576 518,845 538,732 Materials and Supplies 3,860 8,800 8,800 8,800 Operating Expenditures 67,618 64,775 64,775 64,775 Total Administrative Services 432,551 448,151 592,420 612,307

1,000,000 Wages & Benefits 500,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Department Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 3 4 4 Director of Administrative Services 1 1 1 Associate Director of Parks 1 1 1 Associate Director of Recreation 0 1 1 Parks & Recreation Admin Assistant 1 1 1

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

53 General Fund Administrative Services Emergency/Risk Management

Department Purpose: Emergency/Risk Management exists to encourage, develop, and maintain a safe work place and community. The division is responsible to create an environment that promotes and fosters safe practices by employees that eliminates and/or reduces the potential for accidents to person or property. It is also responsible for coordinating the City's emergency management efforts and works with all levels of government and various volunteer organizations to assist and protect the residents from the effects of disasters, both natural and man-made.

Core Programs: • Incident Investigation & Review • Property Insurance and Administration • Safety Program Management • Liability Insurance and Administration • Workers Compensation Administration • Surety Bonding • Third Party Claim Management • Emergency Planning • Emergency Communications • Emergency/Disaster Response Exercises

FY 2019-20 Results: • Encouraged culture of risk management and accountability among employees by holding the first quarterly risk management meeting with the Leadership Team. • Maintained an e-mod rating better than .90. • Maintained an URMMA annual inspection score of 90% or higher.

Division at a Glance: FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance FY 2020-21 • Maintain an e-mod rating better than .90 by April 2021. • Conduct a quarterly Risk Committee meeting with the Leadership $842,550 Team to encourage a culture of risk management and accountability among employees. Full-Time Employees • Maintain an URMMA annual inspection score of 90% or higher by June 2021. 2 • Build on recent workshops, tabletop exercises, and drills that have taken place by conducting a functional exercise, to help validate the Location coordination, command, and control, of our Emergency Operation Center by June 2021. City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

54 General Fund Administrative Services Emergency/Risk Management

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 209,745 224,043 223,756 234,604 Materials and Supplies 2,415 8,600 8,600 8,600 Operating Expenditures 507,282 599,346 599,346 599,346 Total Emergency/Risk Management 719,442 831,989 831,702 842,550

1,000,000 Wages & Benefits 500,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 2 2 2 Risk Management Analyst 1 1 1 Emergency/Safety Manager 1 1 1

3 2 1 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

55 General Fund Administrative Services Communications/Media/Marketing

Department Purpose: The Communications/Media/Marketing exists to assist elected officials and city staff in developing and implementing messages to the public. The Communications Coordinator serves as the City spokesperson and works with the media in coordinating and delivering interviews and issuing press releases. In addition, Communications/Media/Marketing manages and maintains the City’s social media sites.

Core Programs: • Community Outreach • Special Events • Social Media • Public Information Officer • Branding • Broadcasting • Leisure Guide • Recreation Program Content Marketing • Community Outreach (Focus Newsletter) • South Jordan Fit Radio

FY 2019-20 Results: • Increases the number of email subscribers by 25%. • Created and launched a bi-weekly e-newletter. • Developed and launched new intranet platform.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Identify key actions taken by residents on website (paying bills, signing up for recreation programs, etc.) and make it so they can get Division at a Glance: to them in 3 clicks or less by February 2021.

FY 2020-21

$403,545

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

56 General Fund Administrative Services Communications/Media/Marketing

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 219,433 268,976 281,194 291,939 Materials and Supplies 61,262 75,106 75,106 75,106 Operating Expenditures 23,438 36,500 36,500 36,500 Total Communications/Media/Marketing 304,133 380,582 392,800 403,545

400,000 Wages & Benefits 200,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 3 3 3 Communications Manager 1 1 1 Communications Specialist 1 1 1 Marketing Specialist 1 1 1

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

57 General Fund Administrative Services Information Services

Department Purpose: Information Services provides all the electronic voice and data communication connectivity for the staff of South Jordan. This service includes all internal communication along with interface to the residents of the City. This division provides and maintains all software programs and data storage including all relative hardware.

Core Programs: • Geographical Information Services (GIS) • Software Purchase & Disposition • Software Maintenance • Data Management - Backup • Audio & Video System Operations & Maintenance • User Interface/Maintenance & Disposition • Data Management • Hardware Purchase & Disposition • Hardware Maintenance Support • Operation Computer Support • Data Management • File Storage

FY 2019-20 Results: • Designed and implemented a state of the art audio and video system in the new city council chambers.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Complete Voice and Sata needed in Station 64 by September 2020. • Upgrade Core Router by October 2020. Division at a Glance:

FY 2020-21

$1,769,533

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

58 General Fund Administrative Services Information Services Summary of Expenditures: Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 958,616 1,059,921 1,055,854 1,104,815 Materials and Supplies 29,832 19,540 19,540 19,540 Operating Expenditures 585,271 645,178 645,178 645,178 Total Information Services 1,573,719 1,724,639 1,720,572 1,769,533

1,500,000 1,000,000 Wages & Benefits 500,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 10 10 10 Chief Technology Director 1 1 1 Lan/Web Developer 1 1 1 Senior IS Technician 1 1 1 IS Technician 2 2 2 GIS Coordinator 1 1 1 GIS Specialist 2 2 1 Systems Administrator 2 2 2 Database Specialist 0 0 1

11 10 9 8 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

59 General Fund Administrative Services Court

Department Purpose: The Justice Court Judge exercises authority over matters within the court’s jurisdiction and conducts proceedings, hearings and trials. The Justice Court staff supports the administration of justice by handling all public inquiries, maintaining files and permanent records and providing court security and transportation of prisoners.

Core Programs: • Manage Court Funds • Court Security • Prisoner Management • Judicial Actions • Court Process Service • Records Management

FY 2019-20 Results: • Disposed of 90% of cases within 90 days of first court appearance.

FY 2020-21 Goals: Strategic Initiative: Balanced Regulatory Environment • Dispose of 90% of cases within 90 days of first court appearance.

Division at a Glance:

FY 2020-21

$627,375

Full-Time Employees

Location

Public Safety 10655 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

60 General Fund Administrative Services Court

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 470,152 509,398 465,672 469,805 Materials and Supplies 10,394 17,559 17,559 17,559 Operating Expenditures 64,130 140,011 140,011 140,011 Total Court 544,676 666,968 623,242 627,375

600,000 400,000 Wages & Benefits 200,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 5 5 5 Judge 1 1 1 Justice Court Administrator 1 1 1 Justice Court Clerk 3 3 3

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

61 General Fund Administrative Services Information Center

Department Purpose: The Information Center is a centralized group of problem-solvers who assist citizens when they call or visit City Hall. The agents who work in this division take utility payments, accept business license applications and renewals, register participants for recreation programs, fill out work order requests, and much more. Agents are also able to redirect citizens to appropriate staff members when additional information or expertise is needed, ensuring they are directed to the best person to address the citizens questions or concerns.

Core Programs: • E-Payments • Department Support • Mail Processing • Service Request Processing • Dog Licensing • New Resident Orientations • Delinquent Account Support • Final Utility Account Assessments • Business Licensing Support • Information Management

FY 2019-20 Results: • Answered 90% of all calls within three (3) rings each month. • Conducted customer service trainings with agents at least once a quarter. • Developed a plan that ensured continual updates to the "Knowledge Base".

Division at a Glance: FY 2020-21 Goals: Strategic Initiative: Engaged Community FY 2020-21 • Answer calls on the first contact 22% of the time, as measured in the annual community survey. $442,893

Full-Time Employees

Location

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

62 General Fund Administrative Services Information Center

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 409,573 391,481 367,686 403,918 Materials and Supplies 26,823 37,375 37,375 37,375 Operating Expenditures 421 1,600 1,600 1,600 Total Information Center 436,817 430,456 406,661 442,893

600,000 400,000 Wages & Benefits 200,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 6 6 6 Information Center Agents 5 5 5 Information Center Lead 1 1 1

8 7 6 5 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

63 General Fund Administrative Services Recreation & Event Programs

Department Purpose: The Recreation & Event Programs division provides a variety of youth and adult recreation, community events and education programs. Some programs include: Summer Fest, Historical Preservation, Youth Council, and the Arts Council.

Core Programs: • Historical Committee • Grants Giving & Management • Youth Council • Public Art Displays, Contest & • Holiday Events Events • Summer Events & Promotions • Arts at the Gale • Farmers Market • Literary Contest • South Jordan City Parade Float • SoJo Summer Fest • Volunteer Coordination

FY 2019-20 Results: • Created and implemented a facility use policy, including their respective use fees, for recreation programs. • Developed key performance indicators for current recreations programs and implemented them into a standard reporting format.

FY 2020-21 Goals: Strategic Initiative: Desirable Amentities and Open Space • Race series expansion/Improvements. Track and evaluate race series. Create sponsorship package and implement for 2021 series. Formalize marketing plan implemented for full 2021 series. Make a Division at a Glance: recommendation for possible addition of rotating races in series by November 2020. FY 2020-21 • Standardize recreation program evaluation process. Evaluate programming sports, events, senior programs, arts, and gale center. $1,073,754 Provide programming recommendations based on evaluations. Establish evaluation schedule and procedures by January 2021. Full-Time Employees

Locations

Gale Center 10300 S. Beckstead Ln.

City Hall 1600 W. Towne Cenrter Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

64 General Fund Administrative Services Recreation & Event Programs

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 457,222 551,757 513,757 531,376 Materials and Supplies 19,587 12,115 12,115 12,115 Operating Expenditures 280,136 280,610 280,610 530,263 Total Recreation & Event Programs 756,945 844,482 806,482 1,073,754

600,000 400,000 Wages & Benefits 200,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 5 6 6 Program Coordinator 4 3 3 Special Events Coordinator 1 1 1 Museum Curator 0 1 1 Recreation Program Supervisor 0 1 1

7 6 5 4 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

65 General Fund Administrative Services Parks

Department Purpose: The Parks, Trails and Open Space division provides maintenance to over 400 acres of park space which includes 40 parks with maintenance for the following items; playgrounds, restrooms, pavilions, tennis courts, basketball courts, volleyball courts, horseshoes and drinking fountains, along with maintenance of recreational sport fields (baseball/softball, football).

Core Programs: • Parks Maintenance • Parks Planning • Tree Management & Maintenance • Snow Plowing • Trails & Open Space Maintenance • Arbor Day Celebration/Tree Planting Events • Event Support - Summer Fest • Streetscape Maintenance • Event Support - Light the Night • Event Support - Community Events • Holiday Lights • Event Support - Sights and Sounds of Summer • Event Support - Farmer’s Market

FY 2019-20 Results: • Completed the construction of Highland Park - Phase II. • Participated with SL County in the design and construction development of Welby Park.

FY 2020-21 Goals: Department at a Glance: Strategic Initiative: Fiscally Responsible Governance • Implement the revised Parks Division Safety Plan and reduce the FY 2020-21 number of safety related incidents in the Parks Division from the previous year by December 2020. $2,793,106 Strategic Initiative: Desirable Amenities and Open Spaces • Complete the active sports field renovations detailed in the IIMO Full-Time Employees budget and create a program to rest a number of fields every spring, while still providing an acceptable level of service for recreation 23 programming by June 2021.

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

66 General Fund Administrative Services Parks

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 1,443,281 1,806,631 1,770,847 1,868,300 Materials and Supplies 126,691 211,431 211,431 211,431 Operating Expenditures 850,464 713,375 713,375 713,375 Total Parks 2,420,436 2,731,437 2,695,653 2,793,106

2,000,000 Wages & Benefits 1,000,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 20 23 23 Parks Manager 1 1 1 Urban Forestry/Open Space Coordinator 1 1 1 Parks Maintenance Lead Worker 3 3 3 Parks Maintenance Worker 15 18 18

30 20 10 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

67 General Fund Administrative Services Gale Center

Department Purpose: The Gale Center division provides preservation and education of South Jordan City and local history. Programs include educational lectures and art series, as well as hands-on exhibits and display space for historical museum items, artwork, and educational exhibits.

Core Programs: • Auditorium Maintenance and Rental • Exhibit Maintenance, Preservation and Development • Volunteer Management and Coordination • Terrific Tuesday’s Education Program • Gale Center Activities

FY 2019-20 Results: • Evaluated and created a plan for future museum exhibit updates, specifically reviewing the Merit Medical display.

FY 2020-21 Goals: Strategic Initiative: Desirable Amenities and Open Space • Standardize recreation program evaluation process at Gale Center. Evaluate the Terrific Tuesday program and provide programming recommendations based on evaluations by January 2021.

Division at a Glance:

FY 2020-21

$42,682

Full-Time Employees

Locations

Gale Center 10300 S. Beckstead Ln.

City of South Jordan, Utah Tentative Budget FY 2020-2021

68 General Fund Administrative Services Gale Center

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Materials and Supplies 12,365 4,220 4,220 12,220 Operating Expenditures 29,561 38,462 38,462 30,462 Total Gale Center 41,926 42,682 42,682 42,682

60,000 40,000 Materials & Supplies 20,000 Operating Expenditures - FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Gale Center of History & Culture

City of South Jordan, Utah Tentative Budget FY 2020-2021

69 General Fund Administrative Services Facilities

Department Purpose: The Facilities division provides preventative and routine maintenance as well as custodial services to all city owned facilities. They also evaluate utility related equipment to effectively conserve power or natural gas costs.

Core Programs: • Planned Projects Management • Oquirrh Shadows Park Splash Pad Maintenance • Fitness & Aquatic Center Maintenance • Preventive Facility Maintenance • Work Orders • Facility Maintenance Data Management • Building Assessments , Maintenance, Inspections and Repairs • Parks & Outdoor Amenities Maintenance, Repair, and Operation • Electrical, Mechanical and HVAC Systems Repair and Maintenance • Fire Alarm, Elevator and Security Inspections and Certifications. • Custodial Services • Events Support • Key Coordination Management

FY 2019-20 Results: • Completed a comprehensive inventory audit of the mechanical equipment as well as furnishings, fixtures and equipment at the Public Safety Building.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • All building information and assets set up in Elements, we will Division at a Glance: be trained completely and using Elements for all work orders, preventative maintenance and asset management by June 2021. FY 2020-21

$1,486,106

Full-Time Employees

Locations

Facilities Office 4034 W. South Jordan Pkwy.

City of South Jordan, Utah Tentative Budget FY 2020-2021

70 General Fund Administrative Services Facilities

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 727,153 834,606 839,877 879,515 Materials and Supplies 126,685 154,726 154,726 147,226 Operating Expenditures 410,649 409,165 409,165 459,365 Total Facilities 1,264,487 1,398,497 1,403,768 1,486,106

1,000,000 Wages & Benefits 500,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 9 10 10 Facilities Manager 1 1 1 Preventative Maintenance Worker 1 1 1 Facilities Worker 3 3 3 Facilities Administrative Assistant 1 1 1 Lead Custodian 1 1 1 Custodian 1 2 2 HVAC/Facilities Maintenance Worker 1 1 1

11 10 9 8 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

71 General Fund Administrative Services Seniors

Department Purpose: The Senior division provides programs for Seniors at the Community Center. The Community Center also hosts other community programs and meeting space for both public and private events. The Community Center is “home base” for the South Jordan Youth Council.

Core Programs: • Daily Operations & Customer Service • Community Senior Recreation Programs • Food Management - Senior Meals • Senior Transportation • Beauty Salon

FY 2019-20 Results: • Improved partnership relations during FY2019-20 with Salt Lake County Aging Services by designating a City employee representative to participate in and report back from regularly scheduled programming and nutrition trainings.

FY 2020-21 Goals: Strategic Initiative: Desirable Amenities and Open Space • Standardize recreation program evaluation process at Senior Center. Evaluate the trips and banquet program and provide programming recommendations based on evaluations by January 2021.

Division at a Glance:

FY 2020-21

$383,835

Full-Time Employees

Locations

Community Center 10778 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

72 General Fund Administrative Services Seniors

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 214,508 245,930 311,290 324,275 Materials and Supplies 20,298 10,050 10,050 11,050 Operating Expenditures 33,366 48,510 48,510 48,510 Total Seniors 268,172 304,490 369,850 383,835

400,000 Wages & Benefits 200,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 2 5 5 Community Center Supervisor 1 1 1 Senior Program Assistant 0 1 1 Driver 1 1 1 Customer Service Assistant 0 2 2

6 4 2 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

73 General Fund Development Services

The Development Services Department houses and provides administrative support for Building & Safety, Code Enforcement, and Engineering.

Development Services Engineering Director/City Engineer Brad Klavano

Building Building Chief Official Ty Montalvo

Engineering City Engineer Brad Klavano

Development Services at a Glance:

FY 2020-21 Total Development Services Budget

$4,105,010 Building $1,631,368 Engineering $2,473,642

Full-Time Employees

City of South Jordan, Utah Tentative Budget FY 2020-2021

74 General Fund Development Services Building

Department Purpose: The Building and Safety Division promotes the general health, safety and welfare of South Jordan citizens by effectively administering and enforcing building regulations mandated by City and State governments. We provide professional and accurate understanding of adopted codes and ordinances throughout the residential and commercial building process. Using a proactive approach to educate and request compliance of the Municipal Code in a friendly, fair, and impartial manner, Code Compliance Inspectors assist in maintaining the aesthetic appeal and property values of the City.

Core Programs: • Commercial Inspections • Residential Inspections • Residential Plan Review • Commercial Plan Review • Property Maintenance • Building Permit • Signs and Banners Compliance • Business License/Home Occupation Compliance • Fire Plan Review • Fire Inspection

FY 2019-20 Results: • Completed all Buildings' portions of plan reviews within 2 weeks. • Completed 90% of requested building inspections within 24 hours.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance Division at a Glance: • Establish an action plan and carry out a cost evaluation of Development and Building projects to determine fee accuracy. FY 2020-21

$1,631,368

Full-Time Employees

Locations

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

75 General Fund Development Services Building Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 1,290,819 1,433,184 1,359,165 1,444,078 Materials and Supplies 14,695 21,930 21,930 21,930 Operating Expenditures 269,839 165,360 165,360 165,360 Total Building 1,575,353 1,620,474 1,546,455 1,631,368

2,000,000 Wages & Benefits 1,000,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 16 15 15 Chief Building Official 1 1 1 Fire Marshal 1 1 1 Plans Examiner 2 2 2 Assistant Building Official 1 1 1 Building Inspector I/II/III 6 6 6 Permit Specialist 1 1 1 Development Services Assistant II 2 1 1 Code Inspector 2 2 2

17 16 15 14 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

76 General Fund Development Services Engineering

Department Purpose: The Engineering Division develops master plans for the storm drain, transportation and culinary water systems within the City. Master plans take into account existing and future needs of the City. The Engineering Division ensures that projects are constructed in accordance with City codes, plans, and other appropriate industry specifications. The Division manages the Capital Improvement Program (CIP) and oversees the designs, bids, and construction of CIP Projects. In addition, the Division addresses traffic concerns and issues within the City. Core Programs: • Capital Improvement Project • Site Plan Review (CIP) Design • Subdivision Plan Review • Water Modeling • Bike and Pedestrian Planning • Encroachment Permits • Traffic Signal Maintenance • Capital Improvement Program Management (CIP) Oversight • Site Inspections • Infrastructure Survey • Traffic Calming and Speed • Capital Improvement Management Project (CIP) Construction • Development Review Management and Oversight Committee • Land Disturbance Permits • Traffic Counts • Designing and Bidding projects • Development Project for the Street Maintenance Management Program (Overlays, Slurry • Land Disturbance Permit Seals, HA5 Treatments, etc.) • Foundation Drain Inspections • Street Maintenance Program • Construction Inspection Support

Division at a Glance: FY 2019-20 Results: • Developed and implemented effective social media plans for all FY FY 2020-21 2020 construction projects. • Developed a GIS layer to inventory telecommunication infrastructure $2,473,642 within the City's right-of-way. Full-Time Employees FY 2020-21 Goals: 18 Strategic Initiative: Fiscally Responsible Governance • Create a Development Bond tracking system that incorporates when Locations the bond witll expire versus project status to ensure the bond covers the project through the warranty period and can be 100% released City Hall before expiration. 1600 W. Towne Center Dr. Strategic Initiative: Civic Development • Partner with UDOT to ensure that the 10400 S Bangerter interchange Municipal Services is constructed in a manner that minimizes east/west travel delay 10996 S. Redwood Rd. as much as possible (while considering other project constraints including safety, productivity, business access, etc.)

City of South Jordan, Utah Tentative Budget FY 2020-2021

77 General Fund Development Services Engineering Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 2,022,187 2,183,071 2,163,173 2,275,592 Materials and Supplies 41,556 41,500 41,500 41,500 Operating Expenditures 144,104 156,550 156,550 156,550 Total Engineering 2,207,847 2,381,121 2,361,223 2,473,642

3,000,000 2,000,000 Wages & Benefits 1,000,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B) Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 18 18 18 Director of Engnineering/City Engineer 1 1 1 Deputy City Eng/Transportation Engineer 1 1 1 Supervising Senior Engineer 2 2 2 Senior Engineer 2 2 2 Construction Manager 1 1 1 Engineering Inspector Supervisor 1 1 1 Engineering Inspector 5 5 5 Associate Engineer 2 2 2 Engineering Designer 1 1 1 Operations Support Supervisor 1 1 1 Engineering Permit Technician 1 1 1

19 18 17 16 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

78 General Fund Planning

Department Purpose: The Planning and Zoning Department guides the planned physical development of the city in a manner that preserves the quality of life for South Jordan residents, by ensuring that all new planning programs and development projects comply with the City’s adopted General Plan. Advice and technical support is provided to the City Council and Planning Commission regarding the compliance of all development proposals with the City’s Land Use and Development Codes. The department also provides information to assist residents in understanding the General Plan, Land Use Codes and Development Codes and how they apply to their property or to development project proposals.

Core Programs: • Zoning Administration • Long Range Planning • Development Application Review & Processing • Plan Review and Inspection • Planning Administration • Community Development Block Grant Administration • Planning Commission & Architectural Review Committee • Variance Application and Appeals Processing

FY 2019-20 Results: • Presented to the City Council a proposed priority list, including implementation timelines, of City Code changes necessary to implement the updated General Plan.

FY 2020-21 Goals: Strategic Initiative: Sustainable Growth Department at a Glance: • Before the end of FY 2021, using the insights and recommendations from the 2020 Redwood Road Small Area Plan, propose possible FY 2020-21 changes to the Redwood Road Mixed Use Zones in the Title 17 for new regulatory concepts and/or incentive options to the City Council $846,659 that will allow the Redwood Small Area Plan to be implemented. Strategic Initiative: Balanced Regulatory Government Full-Time Employees • Use the General Plan priority list and timeline created in FY 2020 to schedule and present bi-monthly text amendments and other 7 discussions before the City Council throughout FY 2021. • Before the end of FY 2021, physically visit each approved conditional Locations use permit (CUP) that the City has records of anf that have specific conditions that can be enforced, and then work with property owners City Hall and the City's code enforcement officers to make sure the CUP is 1600 W. Towne Center Dr. enforced

City of South Jordan, Utah Tentative Budget FY 2020-2021

79 General Fund Planning

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 722,134 787,390 764,233 806,777 Materials and Supplies 13,127 18,218 18218 18,218 Operating Expenditures 13,948 21,664 21,664 21,664 Total Planning 749,209 827,272 804,115 846,659

1,000,000 Wages & Benefits 500,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Department Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 7 7 7 Director of Planning 1 1 1 City Planner 1 1 1 Planner I/II/III 3 3 3 Development Services Assistant 1 1 1 Planning Permit Technician 1 1 1

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

80 General Fund Fire Department

Department Purpose: As leaders in fire, rescue, and pre-hospital emergency medicine the South Jordan Fire Department provides innovative, high-quality, and efficient service with unwavering professionalism and reliability. Operating out of three stations, for FY 2019 the fire department is expected to respond to 5,900 calls for service. These calls range from structure fires and emergency medical calls to specialized hazardous materials and technical rescue calls as well as inter-facility transfers between the South Jordan Health Center and the main University of Utah campus in Salt Lake City.

Core Programs: • Technical Rescue - Structural • Public Access AED Collapse • Fire Prevention Education • Technical Rescue - Vehicle / • Annual Business Inspections Machinery Extrication • Community Education • Technical Rescue - Confined • Fire - EMS Emergency Service Space • Emergency Ground Ambulance • Technical Rescue - High Angle Service / Slope • Hazardous Materials Service • Standby Service • Urban Search & Rescue Service • Interfacility Ground Ambulance Fire Department at a Glance: • Facility and Equipment Service Maintenance • Training/Certification FY 2020-21 Total Fire Department Budget FY 2019-20 Results: • Participated in and ensured program efficiency, while balancing costs, $9,028,012 the design of Station 64. • Reviewed, evaluated and made recommendations to the inter-facility Full-Time Employees transport program.

73 FY 2020-21 Goals: Strategic Initiative: Safe Community Locations • Hire and train nine qualified personnel to be ready to staff Station 64 by January 1, 2021. Public Safety • Reduce vehicle collision risk by implementing a new driver training 10655 S. Redwood Rd. and testing program for all Department Apparatus Operators by May 2021. Fire Station 61 10758 S. Redwood Rd.

Fire Station 62 4022 W. South Jordan Pkwy.

Fire Station 63 10451 South 1055 West

City of South Jordan, Utah Tentative Budget FY 2020-2021

81 General Fund Fire Department Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 6,544,533 7,243,908 7,066,168 8,410,131 Materials and Supplies 87,118 107,525 107,525 117,370 Operating Expenditures 454,006 413,000 413,000 500,511 Total Fire Department 7,085,657 7,764,433 7,586,693 9,028,012

10,000,000 Wages & Benefits 5,000,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B) Department Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 64 64 73 Fire Chief 1 1 1 Deputy Fire Chief 1 1 1 Battalion Chief 3 3 4 Fire Captain 9 9 9 Logistics Coordinator 0 1 1 Firefighter Paramedic 15 19 28 Firefighter Engineer 9 9 9 Firefighter Advanced EMT 24 19 18 Fire Assistant 1 1 1 Fire Inspector 1 1 1 Staffing Notes: Nine new FIrefighter Paramedic positions for FY 2020-21.

80 70 60 50 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

82 General Fund Police Department

Department Purpose: The Police Department is fully dedicated to providing an environment of safety, security confidence, and well-being for all citizens who reside, conduct business, recreate or travel through or within the community. Police services are rendered with an emphasis on best practices and ongoing officer training in areas such as preservation of human life, crime prevention, criminal investigation, and prosecution, traffic management, data collection and maintenance, public education, fiscal prudence, and creative problem solving. The Police Department also houses and provides administrative support for the Animal Control division. Core Programs: • Citizen Academy • Police Administration • City Special Events • Criminal Investigations • Patrol Operations • Records Management • Traffic Enforcement • Crossing Guards • Traffic Investigations • Training • K-9 Unit • Quartermaster • Professional Standards • Tactical Unit • Animal Code Enforcement • Community Services • Animal Adoption

FY 2019-20 Results: • Assigned patrol officers to individual beats within the city to ensure they are physically on every street within their beat 4 times during the year. • Addressed traffic issues with the newly established traffic unit by organizing a monthly enforecement blitz. The blitz approach uses data as well as resident complaints to address current traffic-related issues through enforcenent and education in hopes of changing Department at a Glance: dangerous driving behaviors.

FY 2020-21 FY 2020-21 Goals: Strategic Initiative: Safe Community $9,945,424 • Three Town Hall Meetings will be held during FY 2021. One will be held at the Senior Center focused on financial fraud and other senior Full-Time Employees crimes. The second will be held in Saybreak focused on general crime. The third will be a virtual Town Hall on crime prevention with a Q&A 76 session. • The Chief, Senior Staff, and the School Resource Officers will conduct Locations a 45 pledge focusing on new drivers. The goal will be to have all drivers at Bingham High School sign the 45 pledge. We will also make Public Safety an effort at the other high schools in the city including Paradigm and 10655 S. Redwood Rd. Valley.

City of South Jordan, Utah Tentative Budget FY 2020-2021

83 General Fund Police Department Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 7,226,736 8,643,513 8,573,467 9,213,718 Materials and Supplies 217,641 159,833 159,833 162,155 Operating Expenditures 577,873 536,983 536,983 569,551 Total Police Department 8,022,250 9,340,329 9,270,283 9,945,424

10,000,000 Wages & Benefits 5,000,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B) Department Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 72 74 76 Chief of Police 1 1 1 Deputy Police Chief 1 1 1 Police Lieutenant 2 3 3 Master/Senior/Police Officer 52 53 55 Police Sergeant 9 9 9 Evidence Coordinator 1 1 1 Support Services Supervisor 1 1 1 Records Technician 2 2 2 Victim Advocate Coordinator 1 1 1 Animal Control Officer 2 2 2 Staffing Notes: Two new Police Officer positions for FY 2020-21.

100

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

84 General Fund Public Works

The Public Works department provides leadership and administrative support for Fleet, Cemetery, Street Lighting, and the Streets divisions.

Public Works Public Works Director Jason Rasmussen

Associate Dir. of Public Associate Dir. of Public Works Works Ray Garrison Jerimie Thorne

Fleet

Streets

Public Works at a Glance:

FY 2020-21 Street Lighting Total Public Works Budget

$4,237,325

Public Works Admin $783,827 Fleet $1,128,777 Cemetery Cemetery $318,447 Street Lighting $358,829 Streets $1,647,445

Full-Time Employees

City of South Jordan, Utah Tentative Budget FY 2020-2021

85 General Fund Public Works Public Works Admin

Department Purpose: Public Works Administration consists of one director, one associate director, and three administrative support positions. Public Works Admin oversees the following divisions; Streets, Street Lighting, Cemetery, Water, Secondary Water, Storm Water, Sanitation, Recycling, and Fleet Management.

Core Programs: • Department Strategic Planning • Budget Oversight • Safety Program • Performance Management • Policy & Procedure Administration • Division Operations Support

FY 2019-20 Results: • Achieved re-accreditation for the Public Works Department from American Public Works Association. • Effectively implemented new work and asset management software. FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Complete cross-function training for all support staff to optimize level of service to all maintenance divisions and residents by March 2021.

Department at a Glance:

FY 2020-21

$783,827

Full-Time Employees

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

86 General Fund Public Works Public Works Admin

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 685,433 720,620 693,850 729,865 Materials and Supplies 21,019 18,620 18,620 20,370 Operating Expenditures 28,289 35,342 35,342 33,592 Total Public Works Admin 734,741 774,582 747,812 783,827

1,000,000 Wages & Benefits 500,000 Materials & Supplies

- Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Department Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 7 6 6 Director of Public Works 1 1 1 Associate Director of Public Works 2 2 2 Operations Supervisor 1 1 1 Public Works Administrative Assistant 1 1 1 Public Works Customer Service Assistant 2 1 1

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

87 General Fund Public Works Fleet

Department Purpose: The Fleet division is an internal support team providing repair and maintenance for all city vehicles and equipment. Fleet currently maintains and repairs over 326 vehicles and large equipment, as well as numerous small equipment and hand tools. The Fleet division also manages a fuel station located in the Public Works maintenance yard.

Core Programs: • Fleet Repairs • Fleet Acquisition/Surplus and Replacement • Fleet Preventative Maintenance • Fleet Warranty Administration • Bulk Fuel Acquisition and Fuel Site Management

FY 2019-20 Results: • Reviewed, evaluated and implemented recommendations for the parts inventory and management practices. FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Improve vehicle parts management by optimizing parts storage organization and location in the Fleet shop by December 2020.

Division at a Glance:

FY 2020-21

$1,128,777

Full-Time Employees

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

88 General Fund Public Works Fleet

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 471,485 502,725 500,276 521,976 Materials and Supplies 38,543 23,750 23,750 23,750 Operating Expenditures 2,693,079 2,095,090 2,095,090 583,051 Total Fleet 3,203,107 2,621,565 2,619,116 1,128,777

3,000,000 2,000,000 Wages & Benefits 1,000,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

*Decrease in Operating Expenditures due to lease funding being moved to Capital Equipment.

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 5 5 5 Fleet Manager 1 1 1 Mechanic 3 3 3 Fleet Assistant 1 1 1

6 4 2 - FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

89 General Fund Public Works Cemetery

Department Purpose: Every effort is made to maintain the cemetery with the respect deserved of the deceased. Our staff works with funeral directors and the public to ensure the burial portion of the death process is handled professionally and with compassion for each individual’s needs.

Core Programs: • Facilities Maintenance • Grounds Maintenance • Burial Services • Memorial Day • Cemetery Administration

FY 2019-20 Results: • Completed cemetery expansion project.

FY 2020-21 Goals: Strategic Initiative: Desirable Amenities and Open Space • Complete new marketing plan for newly expanded cemetery by September 2020.

Division at a Glance:

FY 2020-21

$318,447

Full-Time Employees

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

90 General Fund Public Works Cemetery

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 174,069 245,465 248,420 259,320 Materials and Supplies 15,950 34,807 34,807 35,307 Operating Expenditures 79,727 24,320 24,320 23,820 Total Cemetery 269,746 304,592 307,547 318,447

300,000 200,000 Wages & Benefits 100,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 3 3 3 Cemetery Sexton 1 1 1 Maintenance Worker 2 2 2

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

91 General Fund Public Works Street Lighting

Department Purpose: The Streetlight division manages and maintains over 5,600 street lights within the City and growing at a rate of approximately 150 additional street lights each year. The Streetlight division employees assist all City departments with electrical installing, changes and repairs in City buildings. Additionally, the division coordinates with Rocky Mountain Power to maintain an additional 830 street lights.

Core Programs: • Snow Removal • Blue Staking Infrastructure • Holiday Lights and Banners • City Wide Electrical Support • Street Light Maintenance

FY 2019-20 Results: • Developed a plan for a streetlight replacement program for all Rocky Mountain Power owned streetlights.

FY 2020-21 Goals: Strategic Initiative: Civic Development • Replace approximately 30 Rocky Mountain Power owned streetlights by June 2021.

Division at a Glance:

FY 2020-21

$358,829

Full-Time Employees

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

92 General Fund Public Works Street Lighting

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 176,942 255,872 240,129 249,310 Materials and Supplies 38,937 62,325 62,325 60,325 Operating Expenditures 69,029 47,194 47,194 49,194 Total Street Lighting 284,908 365,391 349,348 358,829

300,000 200,000 Wages & Benefits 100,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 3 3 3 Electrician 1 1 1 Street Light Technician 2 2 2

- FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

93 General Fund Public Works Streets

Department Purpose: The Streets division maintains roads, sidewalks, street signs, and provides graffiti removal and snow removal. The Streets division services are rendered with an emphasis on best management practices, Federal requirements along with trained personnel in all related areas such as preservation of pedestrian safety, roadway striping, concrete and asphalt preservation programs, equipment maintenance, traffic management, data collection and reporting, and creative problem solving.

Core Programs: • Street Sign Maintenance • City Wide Street Striping • Snow Plowing • Road and Bridge/Culvert Maintenance • Sidewalk, Curb and Gutter Maintenance • Right of Way (ROW) Weed Control • Collector Street Fencing Maintenance • Event Support • City Wide Fabrication

FY 2019-20 Results: • Developed and implemented a sidewalk condition survey that effectively assesses and mitigates trip hazards.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Successful implementation of plow truck technology upgrade to improve snow plowing resource management during storms by November 2020.

Division at a Glance:

FY 2020-21

$1,647,445

Full-Time Employees

Locations

Municipal Services 10996 S. Redwood Rd.

City of South Jordan, Utah Tentative Budget FY 2020-2021

94 General Fund Public Works Streets

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 1,040,088 1,260,749 1,239,695 1,314,099 Materials and Supplies 163,592 63,948 63,948 89,969 Operating Expenditures 246,716 269,398 269,398 243,377 Total Streets 1,450,396 1,594,095 1,573,041 1,647,445

1,500,000 1,000,000 Wages & Benefits 500,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Division Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 15 16 16 Streets Manager 1 1 1 Streets Maintenance Lead Worker 2 3 3 Streets Maintenance Worker 12 12 12

18 16 14 12 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

95 General Fund Office of the City Attorney

Department Purpose: The Office of the City Attorney, under the independent direction of the City Attorney, provides a full scope of in-house legal counsel services including general counsel and transactional advice, risk management, litigation, representation, outside counsel oversight, criminal prosecution, government relations, and legislative representation services to the City corporation, the City Council, the City administration, and the City’s affiliated entities and personnel. The Office provides services to and on behalf of the City of South Jordan, a Utah municipal corporation; it does not represent or provide legal services to individual citizens or businesses.

Core Programs: • Internal Legal Support - Civil Case Legal Advice • Internal Legal Support - Civil Case Investigation • Internal Legal Support - Document Review • Internal Legal Support - Case Management (Civil) • State and Federal Legislative Affairs • Intergovernmental Affairs • Internal Legal Support - Case Management (Criminal) • Internal Legal Support - Criminal Proceedings Document Review • Internal Legal Support - Criminal Case Legal Advice

FY 2019-20 Results: • Continued to develop attorney knowledge base.

FY 2020-21 Goals: Strategic Initiative: Fiscally Responsible Governance • Increase efficiency through the appropriate use of technology and personnel. Department at a Glance:

FY 2020-21

$1,234,370

Full-Time Employees

Locations

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

96 General Fund Office of the City Attorney

Summary of Expenditures:

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21 Wages and Benefits 854,576 1,002,553 916,818 1,023,149 Materials and Supplies 27,461 36,691 36,691 36,691 Operating Expenditures 186,963 174,530 174,530 174,530 Total Office of the City Attorney 1,069,000 1,213,774 1,128,039 1,234,370

1,500,000 1,000,000 Wages & Benefits 500,000 Materials & Supplies - Operating Expenditures FY 2017 (A) FY 2018 (A) FY 2019 (A) FY 2020 (B) FY 2021 (B)

Department Staffing:

Actual Proposed 2018-19 2019-20 2020-21 Positions 7 7 7 City Attorney 1 1 1 Assistant City Attorney/Prosecutor 1 1 1 Associate Dir of Intergovernmental Affairs 1 1 1 Staff Attorney 2 2 2 Paralegal 1 1 1 Legal Assistant 1 1 1

8 7 6 5 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

97 Special Revenue Funds

Used to account for specific revenues that are legally restricted to expenditure for a particular purpose.

RDA CDBG The RDA fund is used to account for the activities The CDBG fund is used to account for the revenues of the Redevelopment Agency. The Agency is an received by the City as a grantee participant in the entity established to further public response in the Community Development Block Grant Program. redevelopment of particular City areas.

Storm Drain The Storm Drain fund is used to track revenue from a monthly fee paid by City residents for the maintenance of the City’s storm drain system.

City of South Jordan, Utah Tentative Budget FY 2020-2021

98 Special Revenue Fund Summary

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUES RDA Project Area Increment 5,234,368 4,255,000 4,255,000 3,465,000 RDA Housing 1,240,278 950,000 950,000 950,000 CDA Project Area Increment 7,069,976 6,700,000 6,700,000 6,700,000 Grant Revenue (CDBG) 228,784 228,033 241,317 241,317 User Fees 4,049,129 3,845,000 3,845,000 2,458,953 Admin. Fees 120,000 120,000 120,000 120,000 Investment Earnings 669,079 36,000 36,000 45,000 Other Miscellaneous 119,380 14,750 14,750 2,154 Total Special Revenue Fund Revenue 18,730,994 16,148,783 16,162,067 13,982,424

TRANSFERS IN AND USE OF FUND BALANCE Transfers In 205,000 125,000 125,000 120,000 Use of Fund Balance 1,580,834 1,906,213 1,798,968 3,042,134 Total Transfers In and Use of Fund Balance 1,785,834 2,031,213 1,923,968 3,162,134

Total Rev, Trans in, and Use of Fund Balance 20,516,828 18,179,996 18,086,035 17,144,558

EXPENDITURES Wages and Benefits 1,786,367 1,948,488 1,717,037 1,026,431 Materials and Supplies 376,467 600,625 600,625 132,375 Operating Expenditures 1,848,613 2,990,341 2,999,784 1,459,260 Debt Expenditures 1,196,448 1,097,104 1,097,104 0 Project Expenditures 9,157,072 7,595,000 7,595,000 10,020,000 Total Special Revenue Fund Expenditures 14,364,966 14,231,558 14,009,550 12,638,066 TRANSFERS OUT AND CONTRIBUTION TO FUND BALANCE Transfers Out 4,733,186 3,270,247 3,270,247 3,731,492 Contribution to Fund Balance 1,418,676 678,191 806,238 775,000 Total Transfers Out and Contribution to Fund Balance 6,151,862 3,948,438 4,076,485 4,506,492

Total Exp, Trans Out, and Cont to Fund Balance 20,516,828 18,179,996 18,086,035 17,144,558

City of South Jordan, Utah Tentative Budget FY 2020-2021

99 Special Revenue Redevelopment Agency

Department Purpose: The Redevelopment Agency exists to improve blighted areas of South Jordan and encourage economic development. The Redevelopment Agency works with City staff to maintain RDA, CDA and EDA projects and areas.

Core Programs: • Provide administration of the Redevelopment Agency • See City Commerce

FY 2019-20 Results: • Continued to submit potential business recruitment proposals when available and as appropriate. FY 2020-21 Goals: Strategic Initiative: Sustainable Growth • Working with the Planning Department, before the end FY 2021, using the insights and recommendations from the 2020 Redwood Road Small Area Plan, propose possible changes to the Redwood Road Mixed Use Zones in the Title 17 for new regulatory concepts and/or incentive options to the City Council that will allow the Redwood Road Small Area Plan to be implemented.

Agency at a Glance:

FY 2020-21 Budget

$4,989,183 Project Areas Completion Area # Project Title Trigger Year Year 1 Towers at South Towne 1992 2023 City Commerce 2 The Landings (Harmon’s) 2002 2021 3 South Gate 1999 Completed 4 South Gateway (Ultradent) 2001 Completed RDA 5 South Jordan Parkway 2001 Completed 6 South I-15 Frontage Road 2006 2030 7 North Jordan Gateway 2003 Completed 8 South Jordan Towne Center 2005 2019 9 Gateway Central 2017 2031 RDA Housing CDA 10 The District 2006 2020 11 Merit Medical 2007 2021

City of South Jordan, Utah Tentative Budget FY 2020-2021

100 Special Revenue Redevelopment Agency

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Project #1 Towers Increment 230,912 415,000 415,000 415,000 Project #2 Harmons 414,344 350,000 350,000 350,000 Project #6 South I-15 Frontage 770,330 400,000 400,000 400,000 Project #7 North Jordan Gateway Increment 0 550,000 550,000 0 Project #8 South Towne Center Increment 353,402 240,000 240,000 0 Project #9 Gateway Central 1,113,979 0 0 0 Project #10 South Bangerter 1,444,043 1,400,000 1,400,000 1,400,000 Project #11 Merit Medical 907,358 900,000 900,000 900,000 Admin. Fee - CDA 120,000 120,000 120,000 120,000 Investment Earnings 31,213 0 0 0 Other Miscllaneous 20,000 0 0 0 Total Revenues 5,405,581 4,375,000 4,375,000 3,585,000

Transfers In and Use of Fund Balance Use of Fund Balance 1,265,005 1,378,968 1,378,968 1,404,183 Total Transfers In and Use of Fund Balance 1,265,005 1,378,968 1,378,968 1,404,183

Total Rev, Trans in, and Use of Fund Balance 6,670,586 5,753,968 5,753,968 4,989,183

Operating Expenditures Materials and Supplies 51,738 79,075 79,075 79,075 Operating Expenditures 425,421 450,273 450,273 476,557 Debt Service 865,975 793,950 793,950 0 Trustee Fees 1,813 1,813 1,813 0 Total Operating Expenditures 1,344,947 1,325,111 1,325,111 555,632

Project Expenditures Tax Increment Commitments 1,428,438 1,600,000 1,600,000 1,600,000 Total Project Expenditures 1,428,438 1,600,000 1,600,000 1,600,000

City of South Jordan, Utah Tentative Budget FY 2020-2021

101 Special Revenue Redevelopment Agency

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Transfers Out and Contribution to Fund Balance Transfer to General Debt Service Fund 768,863 768,325 768,325 775,250 Transfer to CDA 125,000 125,000 125,000 120,000 Transfer to CIP General 175,000 0 0 0 Transfer to SID 2,102,500 1,214,000 1,214,000 1,216,600 Transfer to MBA 725,819 721,513 721,513 721,682 Transfer to Risk Management 19 19 19 19 Contribution to Fund Balance 0 0 0 0 Total Transfers Out and Contribution to Fund Balance 3,897,201 2,828,857 2,828,857 2,833,551

Total Exp, Trans Out, and Cont to Fund Balance 6,670,586 5,753,968 5,753,968 4,989,183

Notes to the Redevelopment Agency Fund: RDA/CDA Tax Increment Revenue - The City’s RDA/CDA budgets are based on tax increment calculations submitted by the City to Salt Lake County in the prior year. For the 2020-2021 budget year, calculations were submitted to Salt Lake County in November 2019. Calculations submitted to the County are the best estimates available at the time and are based on current property values (which do not include growth).

RDA Expenditures - Major expenditures include tax increment commitments within the project areas and debt service on the 2008 Tax Increment Financing Bond.

City of South Jordan, Utah Tentative Budget FY 2020-2021

102 Special Revenue Redevelopment Agency Housing

Department Purpose: The RDA Housing division invests obligatory funds toward improving housing within the City. Housing funds can be used for a variety of purposes, including (but not limited to): infrastructure, affordable housing projects, senior housing, interest rate buy-downs, and contributions to the Olene Walker Housing fund.

Core Programs: • RDA Housing Initiatives

FY 2019-20 Results: • Established partnership(s) to provide workforce housing opportunities utilizing RDA housing funds, within the community for individuals such as public employees (e.g. Jordan School District, South Jordan City and other public employees0 who work in or around South Jordan.

FY 2020-21 Goals: Strategic Initiative: Economic Development • Develop and implement housing assistance programs.

RDA Housing at a Glance:

FY 2020-21 Budget

$2,420,000

South Ridge Locations

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

103 Special Revenue Redevelopment Agency Housing

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Housing Revenue 1,240,278 950,000 950,000 950,000 SoJo Station Parking Loan 0 0 0 0 Investment Earnings 306,429 0 0 0 Total Revenues 1,546,707 950,000 950,000 950,000

Transfers In and Use of Fund Balance Use of Fund Balance 0 0 0 1,470,000 Total Transfers In and Use of Fund Balance 0 0 0 1,470,000

Total Rev, Trans in, and Use of Fund Balance 1,546,707 950,000 950,000 2,420,000

Operating Expenditures Debt Service 328,473 301,154 301,154 0 Trustee Fees 187 187 187 0 Total Operating Expenditures 328,660 301,341 301,341 0

Project Expenditures SoJo Station Parking Loan 0 0 0 2,400,000 Housing Program 0 0 0 20,000 Total Project Expenditures 0 0 0 2,420,000

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 1,218,047 648,659 648,659 0 Total Contribution to Fund Balance 1,218,047 648,659 648,659 0

Total Exp, Trans Out, and Cont to Fund Balance 1,546,707 950,000 950,000 2,420,000

Notes to RDA Housing Fund: RDA Housing Tax Increment Revenue - The City’s RDA housing budget is based on tax increment calculations submitted by the City to Salt Lake County in the prior year. For the 2020-2021 budget year, calculations were submitted to Salt Lake County in November 2019. Calculations submitted to the County are the best estimates available at the time and are based on current property values (which do not include growth). per state law, 20 percent of the tax increment generated by new economic or redevelopment project areas must be used to encourage the development of housing.

RDA Housing Expenditures - The major expenditures of this fund is debt service on the 2008 Tax Increment Financing bond. The City is currently accumulating housing funds for future housing projects. The City has formally adopted a housing plan which has been submitted to the state. Housing funds can be used for a variety of purposes, including (but not limited to): Infrastructure, affordable housing projects, senior housing, interest rate buy-downs, and contributions to the Olene Walker Housing Fund.

City of South Jordan, Utah Tentative Budget FY 2020-2021

104 Special Revenue Redevelopment Agency CDA

Department Purpose: The CDA fund includes projects #12 Commerce Park, #13 South Station, #14 Tim Dahle Nissan, and #15 Riverton Chevrolet. It is part of the general RDA efforts of the City. The Redevelopment Agency exists to improve blighted areas of South Jordan and encourage economic development.

Core Programs: • Provides administration of the Redevelopment Agency

FY 2019-20 Results: • See Redevelopment Agency results.

FY 2020-21 Goals: • See Redevelopment Agency goals.

Project Areas CDA at a Glance: Completion Area # Project Title Trigger Year Year FY 2020-21 Budget 12 Commerce Park 2010 2029 $6,820,000 13 South Station 2010 2029 14 Tim Dahle Nissan 2015 2026 Locations 15 Riverton Chevrolet 2016 2026

City Hall 1600 W. Towne Center Dr.

City of South Jordan, Utah Tentative Budget FY 2020-2021

105 Special Revenue Redevelopment Agency CDA

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Project #12 Commerce Park 5,731,891 5,500,000 5,500,000 5,500,000 Project #13 South Station 1,338,085 1,200,000 1,200,000 1,200,000 Investment Earnings 249,745 0 0 0 Total Revenues 7,319,721 6,700,000 6,700,000 6,700,000

Transfers In and Use of Fund Balance Transfer from RDA 125,000 125,000 125,000 120,000 Use of Fund Balance 0 420,000 420,000 0 Total Transfers In and Use of Fund Balance 125,000 545,000 545,000 120,000

Total Rev, Trans in, and Use of Fund Balance 7,444,721 7,245,000 7,245,000 6,820,000

Operating Expenditures Operating Expenditures 120,000 120,000 120,000 120,000 Infrastructure Maintenance 1,899 1,200,000 1,200,000 0 Total Operating Expenditures 121,899 1,320,000 1,320,000 120,000

Project Expenditures Tax Increment Commitments 6,234,320 5,925,000 5,925,000 5,925,000 Capital Reserve 986,735 0 0 0 Total Project Expenditures 7,221,055 5,925,000 5,925,000 5,925,000

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 101,767 0 0 775,000 Total Contribution to Fund Balance 101,767 0 0 775,000

Total Exp, Trans Out, and Cont to Fund Balance 7,444,721 7,245,000 7,245,000 6,820,000

Notes to CDA Fund: RDA/CDA Tax Increment Revenue - The City’s RDA/CDA budgets on tax increment calculations submitted by the City to Salt Lake County in the prior year. For the 2020-2021 budget year, calculations were submitted to Salt Lake County in November 2019. Calculations submitted to the County are the best estimates available at the time and are based on current property values (which do not include growth).

CDA Expenditures - The major expenditures is tax increment commitments within the project areas.

City of South Jordan, Utah Tentative Budget FY 2020-2021

106 Special Revenue Community Development Block Grant

Department Purpose: The City administers Community Development Block Grant (CDBG) Funds received from the U.S. Department of Housing and Urban Development (HUD). With the population reported by the 2010 Census, the City became eligible to receive CDBG funds directly from HUD. Annual funds received are determined by a formula which accounts for such things as total population, growth and poverty.

Core Programs: • See Planning Department

FY 2019-20 Results: • Supported selected public service organizations as approved in the annual action plan. • Completed neighborhood improvement projects as approved in the annual action plan.

FY 2020-21 Goals: Strategic Initiative: Sustainable Growth • Support selected public service organizations as approved in the annual action plan. • Complete neighborhood improvement projects as approved in the annual action plan.

CDBG at a Glance:

FY 2020-21 Budget

$241,317

Finance

CDBG

South Jordan Community Center

City of South Jordan, Utah Tentative Budget FY 2020-2021

107 Special Revenue Community Development Block Grant

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues CDBG Grant 228,784 228,033 241,317 241,317 Total Revenues 228,784 228,033 241,317 241,317

Transfers In and Use of Fund Balance Use of Fund Balance 0 0 0 0 Total Transfers In and Use of Fund Balance 0 0 0 0

Total Rev, Trans in, and Use of Fund Balance 228,784 228,033 241,317 241,317

Operating Expenditures Wages and Benefits 10,928 8,924 12,765 12,765 Public Facilities 150,033 150,033 158,263 158,263 The Road Home 5,033 5,000 6,000 6,000 South Valley Sanctuary 4,929 4,500 6,000 6,000 Family Support Center 0 0 0 0 Utah Community Action Copperview 0 2,500 4,500 4,500 Legal Aid Society of Utah 4,663 3,000 3,000 3,000 Salt Lake Community Action Program 3,200 0 0 0 Community Health Clinic 0 0 9,054 9,054 Inn Between 8,500 8,500 5,000 5,000 Roseman University Health Clinic 0 3,500 0 0 Utah Community Action Case Management 0 7,000 5,500 5,500 Administrative Charges 41,500 35,076 31,235 31,235 Total Operating Expenditures 228,784 228,033 241,317 241,317

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 0 0 0 0 Total Contribution to Fund Balance 0 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 228,784 228,033 241,317 241,317

Notes to CDBG Fund: Budget based on HUD funding allocation. Current year budget is proposed as advised by HUD subject to change.

City of South Jordan, Utah Tentative Budget FY 2020-2021

108 Special Revenue Storm Water

Department Purpose: The Storm Water division is responsible for the maintenance, cleaning, and inspection of storm water infrastructure within the City to ensure that it is working properly during storm events to mitigate flooding and any subsequent damage. This includes street sweeping which prevents debris from entering the storm drain system thus hindering it from functioning properly. The Storm Water division is also responsible for maintaining compliance with Federal and State permits. Some of the activities to maintain compliance include public education and outreach programs, location, investigating and eliminating illegal discharges into the storm drain system, monitoring and enforcing runoff and erosion control processes concerning construction activities and minimizing adverse impacts on storm water quality after construction.

Core Programs: • Utah Pollutant Discharge Elimination System (UPDES) Compliance • Storm Water Infrastructure Maintenance • Street Cleaning • Snow Plowing • Storm Water Incident Response • Storm Water Education • Tree Trimming Support • Sub-Surface Drain Response • Event Support

Storm Water at a Glance: FY 2019-20 Results: • Developed and implemented a storm water infrastructure FY 2020-21 Budget management plan that establishes objective criteria for pipe condition inspections. $2,674,058 FY 2020-21 Goals: Full-time Employees Strategic Initiative: Civic Development • Complete updates to storm water master plan by December 2020. 11

Public Works

Storm Water

City of South Jordan, Utah Tentative Budget FY 2020-2021

109 Special Revenue Storm Water

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 10 11 11 Storm Water Manager 1 1 1 UPDES Program Coordinator 1 1 1 UPDES Inspector 2 2 2 Storm Water Maintenance Lead Worker 1 1 1 Storm Water Maintenance Worker I/II/III 5 6 6

City of South Jordan, Utah Tentative Budget FY 2020-2021

110 Special Revenue Storm Water

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Storm Water Fees 2,375,668 2,119,500 2,119,500 2,458,953 Investment Earnings 81,692 36,000 36,000 45,000 Other Miscellaneous 84,360 750 750 2,154 Total Revenues 2,541,720 2,156,250 2,156,250 2,506,107

Transfers In and Use of Fund Balance Transfer from General CIP 80,000 0 0 0 Use of Fund Balance 0 0 0 167,951 Total Transfers In and Use of Fund Balance 80,000 0 0 167,951

Total Rev, Trans in, and Use of Fund Balance 2,621,720 2,156,250 2,156,250 2,674,058

Operating Expenditures Employee Wages and Benefits 829,292 964,946 966,332 1,013,666 Materials and Supplies 45,645 82,800 82,800 53,300 Operating Expenditures 532,028 568,531 568,531 634,151 Total Operating Expenditures 1,406,965 1,616,277 1,617,663 1,701,117

Project Expenditures Capital Expenditures 405,857 70,000 70,000 75,000 Total Project Expenditures 405,857 70,000 70,000 75,000

Transfers Out and Contribution to Fund Balance Transfer to General Fund 33,536 2,941 2,941 2,941 Transfer to General CIP 676,500 437,500 437,500 895,000 Contribution to Fund Balance 98,862 29,532 28,146 0 Total Contribution to Fund Balance 808,898 469,973 468,587 897,941

Total Exp, Trans Out, and Cont to Fund Balance 2,621,720 2,156,250 2,156,250 2,674,058

City of South Jordan, Utah Tentative Budget FY 2020-2021

111 Enterprise Funds

Used to track those functions which charge fees to cover most or all associated costs.

Water Secondary Water The Water fund is used to account for the The Secondary Water fund is used to account activities of the City’s water operations. for the activities of the City’s secondary water operations.

Sanitation Recycling The Sanitation fund is used to account for the The Recycling fund is used to account for the activities of the City’s sanitation operations. activities of the City’s recycling operations.

Mulligans The Mulligans fund is used to account for the operation of Mulligans Golf & Games. This City recreation facility includes, golf, miniature golf, a driving range, and batting cages.

City of South Jordan, Utah Tentative Budget FY 2020-2021

112 Enterprise Fund Summary

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUES User Fees 5,572,269 5,159,052 5,407,218 5,822,877 Sales 19,755,442 18,940,000 18,765,238 19,739,999 Finance Charges 194,596 204,000 140,971 204,000 Investment Earnings 1,136,094 224,000 756,443 624,000 Miscellaneous Revenue 2,035,175 2,700 787,059 20,000 Impact Fees 755,989 1,200,000 774,363 700,000 Total Enterprise Fund Revenue 29,449,565 25,729,752 26,631,292 27,110,876

TRANSFERS IN AND USE OF FUND BALANCE Transfers In 8,770,681 12,410,225 14,360,225 4,216,556 Use of Fund Balance 873,667 8,497,662 5,323,540 2,062,193 Total Transfers In and Use of Fund Balance 9,644,348 20,907,887 19,683,765 6,278,749

Total Rev, Trans in, and Use of Fund Balance 39,093,913 46,637,639 46,315,057 33,389,625

EXPENDITURES Wages and Benefits 2,475,055 2,626,925 2,538,890 2,737,702 Materials and Supplies 322,999 338,537 333,920 380,137 Operating Expenses 13,719,447 15,986,981 15,553,228 18,187,021 Debt Expenses 410,876 3,394,279 2,287,875 2,443,300 Project Expenses 4,732,681 10,125,000 8,249,798 4,720,000 Total Enterprise Fund Expenses 21,661,058 32,471,722 28,963,711 28,468,160 TRANSFERS OUT AND CONTRIBUTION TO FUND BALANCE Transfers Out 4,637,686 12,790,134 13,140,134 4,221,465 Contribution to Fund Balance 12,795,169 1,375,783 4,211,212 700,000 Total Transfers Out and Contribution to Fund Balance 17,432,855 14,165,917 17,351,346 4,921,465

Total Exp, Trans Out, and Cont to Fund Balance 39,093,913 46,637,639 46,315,057 33,389,625

City of South Jordan, Utah Tentative Budget FY 2020-2021

113 Enterprise Funds Water

Department Purpose: The Water division provides safe and high quality water with sufficient pressure, and at proper flows that exceed state standards. This is accomplished through compliance, state standards sampling, system upgrades, quick response to resident concerns and system failures, and continuous monitoring of tanks and delivery points.

Core Programs: • Culinary Water Purchase Distribution • Culinary Water System Maintenance • Water Conservation Program • Water Quality Compliance • Cross Connection Control • New Water Infrastructure • Bluestakes - Water Utility Marking • Water Meter Reading • Event Support • Snow Plowing

FY 2019-20 Results: Water at a Glance: • Developed and implemented a water meter testing and replacement initiative that will identify, measure and establish procedures to FY 2020-21 capture lost water revenue. Water Operating Budget FY 2020-21 Goals: $20,594,554 Strategic Initiative: Safe Community • Complete water distribution system water quality assessment and Water CIP Budget implement best practices to continue to meet water quality standards by March 2021. $4,916,556

Full-time Employees

Public Works

Water

City of South Jordan, Utah Tentative Budget FY 2020-2021

114 Enterprise Funds Water

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 16 18 19 Water Manager 1 1 1 Water Maintenance Lead Worker 3 3 3 Water Maintenance Worker 10 11 12 Water Conservation Coordinator 1 1 1 Water Quality Technician 1 1 1 PW Customer Service Assistant 0 1 1 Staffing Notes: New Water Maintenance Worker Position for FY 2020-21.

City of South Jordan, Utah Tentative Budget FY 2020-2021

115 Enterprise Funds Water

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Water Sales - Base Rate 9,340,523 7,359,152 8,337,380 8,775,939 Water Sales - Consumption 9,615,288 10,840,848 9,687,858 10,224,060 Connection-Reconnection Fees 106,439 0 66,227 0 Finance Charges 194,596 204,000 140,971 204,000 Investment Earnings 803,993 200,000 589,698 600,000 Water Share Lease 9,346 0 9,232 0 Miscellaneous Revenue/Grants 1,612,408 0 712,966 0 Water Meter Sets 327,845 250,000 333,429 250,000 Hydrant Meter Rental Income 86,164 50,000 44,025 50,000 Commercial/Landscape Meters 0 15,000 0 15,000 Sale of Capital Assets 47,960 2,700 18,083 20,000 Total Revenues 22,144,562 18,921,700 19,939,869 20,138,999

Transfers In and Use of Fund Balance Transfer from Water Impact Fees 1,594,127 2,480,225 2,480,225 296,556 Use of Fund Balance 0 4,691,884 2,850,921 158,999 Total Transfers In and Use of Fund Balance 1,594,127 7,172,109 5,331,146 455,555

Total Rev, Trans in, and Use of Fund Balance 23,738,689 26,093,809 25,271,015 20,594,554

Operating Expenditures Employee Wages and Benefits 1,455,316 1,521,137 1,454,747 1,589,428 Materials and Supplies 93,732 96,342 96,342 96,342 Operating Expenses 9,960,728 11,676,594 11,676,594 13,392,527 Principal on Bonds 0 2,785,000 2,035,000 2,095,000 Bond Interest Payment 406,226 602,954 248,050 341,975 Trustee Fees 1,500 3,000 1,500 3,000 Arbitrage Compliance 3,150 3,325 3,325 3,325 Total Operating Expenses 11,920,652 16,688,352 15,515,558 17,521,597

Transfers Out and Contribution to Fund Balance Transfer to General Fund 2,957 2,957 2,957 2,957 Transfer to Water CIP General 2,828,650 9,215,000 9,565,000 3,070,000 Transfer to General CIP 0 187,500 187,500 0 Contribution to Fund Balance 8,986,430 0 0 0 Total Contribution to Fund Balance 11,818,037 9,405,457 9,755,457 3,072,957

Total Exp, Trans Out, and Cont to Fund Balance 23,738,689 26,093,809 25,271,015 20,594,554

City of South Jordan, Utah Tentative Budget FY 2020-2021

116 Enterprise Funds Water Outstanding Debt

City of South Jordan Original Bond: Water Revenue Bonds Water Revenue & Refunding Bonds Series 2017 Series 2003 & 2007

Fiscal Yr Principal Interest Rates Refunded: October 2017 2018 - 287,739.72 4.000% 2019 1,905,000.00 534,200.00 4.000% Term: 7 Years 2020 2,035,000.00 445,225.00 5.000% 2021 2,095,000.00 341,975.00 5.000% Purpose: Refinance of 2003/2007 2022 1,970,000.00 240,350.00 5.000% 2023 2,065,000.00 149,800.00 4.000% Funding Source: Water User Fees, Water Impact Fees 2024 2,170,000.00 54,250.00 5.000% Total 12,240,000.00 2,053,539.72 Call Date: None

Note: Current water rates are sufficient to cover remaining debt service. Callable Amount: $0

City of South Jordan, Utah Tentative Budget FY 2020-2021

117 Enterprise Funds Water Capital Improvement Projects

A capital project is a new construction, expansion, and documents that influence CIP include: the General renovation, or replacement project for an existing facility Plan, Transportation Master Plan, Storm Drain Master or facilities. It is a project that helps maintain or improve a Plan, Culinary & Secondary Water Master Plans, Parks & Water asset, often called infrastructure. Recreation Master Plan, Police & Fire Safety Master Plan, the Municipal Code, South Jordan’s Mission Statement, The City Council appropriated $3,070,000 toward Culinary and Service Values. The CIP details the priorities and Water Projects and $850,000 toward Secondary Water estimated costs of the projects that may be used as a tool Projects for FY 2020-2021. by City Administration in developing the final budget. However, funding sources for projects will not be allocated The Water fund maintains a revenue stabilization reserve until the final budget is approved by City Council. The at a minimum 25% of the budgeted revenues. five-year CIP Plan will be updated annually to account for changes in priority, schedule and construction costs. Projects approved by the Council are listed below.

Any projects that may need to be addressed during the fiscal year may be funded through the following Project Approval Process:

• Project Manager or Department Director fills out a Project Funding Request Form • Finance Department verifies availability of funds • City Council reviews and approves proposed projects with the annual, mid-year (as needed) and year-end budgets. • Projects of $50,000 or more (even though approved with the annual budget) will be presented to the City Council before expenses or commitments for expenditures are made, in order for a final review and vote to proceed.

5-Year Capital Planning Process The five-year Capital Improvements Plan (CIP) is the City’s planning document for infrastructure development and improvements. Projects identified in the CIP are guided by various development plans and policies established by City Council and City Administration. Some of the studies

Impact of capital investments on operating budget

Proposed Construction Net Impact on Water CIP Budget Operating Budget FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 10 Years Culinary Water Projects 3,070,000 15,266 15,266 15,266 15,266 15,266 33,640 Secondary Water Projects 850,000 3,750 3,750 3,750 3,750 3,750 - Total Water Capital Projects 3,920,000 19,016 19,016 19,016 19,016 19,016 33,640

City of South Jordan, Utah Tentative Budget FY 2020-2021

118 Enterprise Funds Water Capital Improvement Projects

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Water Impact Fees 755,989 1,200,000 774,363 700,000 Investment Earnings 119,630 0 45,460 0 Total Revenues 875,619 1,200,000 819,823 700,000

Transfers In and Use of Fund Balance Transfer from Water Operations 2,828,650 9,215,000 9,215,000 3,070,000 Transfer from Secondary Water 210,000 715,000 890,000 850,000 Transfer from General CIP 0 0 1,600,000 0 Transfer from CP Bond Fund 4,137,904 0 0 0 Water Impact Fee Use of Fund Balance 0 2,480,225 1,660,402 296,556 Use of Fund Balance 718,508 0 0 0 Total Transfers In and Use of Fund Balance 7,895,062 12,410,225 13,540,402 4,216,556

Total Rev, Trans in, and Use of Fund Balance 8,770,681 13,610,225 14,360,225 4,916,556

Project Expenses Water Projects 4,398,161 9,215,000 7,109,669 3,070,000 Secondary Water Projects 218,532 715,000 1,007,226 850,000 Total Project Expenses 4,616,693 9,930,000 8,116,895 3,920,000

Transfers Out and Contribution to Fund Balance Transfer to Water Operations 1,594,127 2,480,225 2,480,225 296,556 Contribution to Fund Balance 2,559,861 1,200,000 3,763,105 700,000 Total Contribution to Fund Balance 4,153,988 3,680,225 6,243,330 996,556

Total Exp, Trans Out, and Cont to Fund Balance 8,770,681 13,610,225 14,360,225 4,916,556

City of South Jordan, Utah Tentative Budget FY 2020-2021

119 Enterprise Funds Secondary Water

Department Purpose: The Secondary Water division manages the delivery of irrigation water to 3,706 South Jordan residential properties via a gravity and pumped distribution system.

Core Programs: • Snow Plowing • Secondary Water Delivery • Event Support • Water Share Leasing & Management

FY 2019-20 Results: • See Water Division results.

FY 2020-21 Goals: • See Water Division goals.

Secondary Water at a Glance:

FY 2020-21 Budget

$1,780,220

Full-time Employees

Public Works

Secondary Water

Secondary Water Canal

City of South Jordan, Utah Tentative Budget FY 2020-2021

120 Enterprise Funds Secondary Water

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 4 4 4 Water Maintenance Lead Worker 1 1 1 Water Maintenance Worker 3 3 3

City of South Jordan, Utah Tentative Budget FY 2020-2021

121 Enterprise Funds Secondary Water

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Irrigation Water Sales 799,631 740,000 740,000 740,000 114th South Loan Interest Income 42 0 0 0 Investment Earnings 56,969 0 0 0 Other Miscellaneous 15 0 0 0 Total Revenues 856,657 740,000 740,000 740,000

Transfers In and Use of Fund Balance Use of Fund Balance 128,960 833,862 812,217 1,040,220 Total Transfers In and Use of Fund Balance 128,960 833,862 812,217 1,040,220

Total Rev, Trans in, and Use of Fund Balance 985,617 1,573,862 1,552,217 1,780,220

Operating Expenses Employee Wages and Benefits 264,379 289,676 268,031 284,525 Materials and Supplies 19,169 17,295 17,295 17,295 Operating Expenses 490,858 550,680 550,680 627,189 Total Operating Expenses 774,406 857,651 836,006 929,009

Transfers Out and Contribution to Fund Balance Transfer to Risk Management 1,211 1,211 1,211 1,211 Transfer to Water CIP 210,000 715,000 715,000 850,000 Contribution to Fund Balance 0 0 0 0 Total Contribution to Fund Balance 211,211 716,211 716,211 851,211

Total Exp, Trans Out, and Cont to Fund Balance 985,617 1,573,862 1,552,217 1,780,220

City of South Jordan, Utah Tentative Budget FY 2020-2021

122 Enterprise Funds Sanitation

Department Purpose: The Sanitation division administers and manages a number of solid waste and refuse services. The City contracts with Ace Recycling & Disposal for residential curbside garbage pickup. The Sanitation division provides residents with 96-gallon containers for garbage services and is responsible for the delivery and repair of the containers.

Core Programs: • Snow Plowing • Spring Clean-up Program • Residential Curbside Solid Waste Pickup • Neighborhood Dumpster Program • Fall Leaf Collection Program • Event Support • Christmas Tree Disposal Program • City Facilities Garbage and Recycling

FY 2019-20 Results: • Reviewed, evaluated and implemented recommendations related to meeting the needs of auxiliary services provided by the City's garbage and recycle service. FY 2020-21 Goals: Strategic Initiative: Sustainable Growth Sanitation at a Glance: • Expand capacity of neighborhood dumster service, to meet growing demand for service by January 2021. FY 2020-21 Budget

$3,247,951

Full-time Employees

Public Works

Sanitation

City of South Jordan, Utah Tentative Budget FY 2020-2021

123 Enterprise Funds Sanitation

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 3 4 4 Sanitation Maintenance Lead Worker 0 1 1 Sanitation Maintenance Worker 3 3 3

City of South Jordan, Utah Tentative Budget FY 2020-2021

124 Enterprise Funds Sanitation

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Garbage Fees 2,730,068 2,553,714 2,625,609 2,919,886 Neighborhood Cleanup 49,785 35,000 50,745 60,000 Special Service Pickup 2,875 1,200 3,460 3,000 Investment Earnings 125,049 24,000 104,249 24,000 Increase in Landfill Equity 370,043 0 0 0 Miscellaneous Revenue 3,070 0 55,779 0 Total Revenues 3,280,890 2,613,914 2,839,842 3,006,886

Transfers In and Use of Fund Balance Use of Fund Balance 0 133,017 0 241,065 Total Transfers In and Use of Fund Balance 0 133,017 0 241,065

Total Rev, Trans in, and Use of Fund Balance 3,280,890 2,746,931 2,839,842 3,247,951

Operating Expenses Employee Wages and Benefits 233,946 316,285 316,285 345,852 Materials and Supplies 87,934 100,000 100,000 136,600 Operating Expenses 1,909,815 2,142,874 2,009,659 2,295,227 Equipment 0 0 0 470,000 Total Operating Expenses 2,231,695 2,559,159 2,425,944 3,247,679

Transfers Out and Contribution to Fund Balance Transfer to Risk Management 272 272 272 272 Transfer to General CIP 0 187,500 187,500 0 Contribution to Fund Balance 1,048,923 0 226,126 0 Total Contribution to Fund Balance 1,049,495 187,772 413,898 272

Total Exp, Trans Out, and Cont to Fund Balance 3,280,890 2,746,931 2,839,842 3,247,951

City of South Jordan, Utah Tentative Budget FY 2020-2021

125 Enterprise Funds Recycling

Department Purpose: The Recycling division administers and manages curbside recycle pickup and additional recycle services. Core Programs: • Residential Curbside Solid Waste Pickup • Glass Recycle Program

FY 2019-20 Results: • See Sanitation Division results. FY 2020-21 Goals: • See Sanitation Division goals.

Recycling at a Glance:

FY 2020-21 Budget

$1,522,557

Full-time Employees

Public Works

Recycling

South Jordan Recyle & Garbage Cans

City of South Jordan, Utah Tentative Budget FY 2020-2021

126 Enterprise Funds Recycling

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Garbage Fees 1,000,620 953,138 989,385 1,202,604 Other Miscellaneous 196 0 0 0 Total Revenues 1,000,816 953,138 989,385 1,202,604

Transfers In and Use of Fund Balance Use of Fund Balance 26,199 358,674 0 319,953 Total Transfers In and Use of Fund Balance 26,199 358,674 0 319,953

Total Rev, Trans in, and Use of Fund Balance 1,027,015 1,311,812 989,385 1,522,557

Operating Expenses Materials and Supplies 75,475 70,000 70,000 75,000 Operating Expenses 951,540 1,241,812 919,385 1,447,557 Total Operating Expenditures 1,027,015 1,311,812 989,385 1,522,557

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 0 0 0 0 Total Contribution to Fund Balance 0 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 1,027,015 1,311,812 989,385 1,522,557

City of South Jordan, Utah Tentative Budget FY 2020-2021

127 Enterprise Funds Mulligans

Department Purpose: Mulligans offers golfing and entertainment opportunities for the entire family including two 9-hole executive courses, driving range with 32 covered and heated hitting stations, 36 holes of miniature golf and 8 batting cages with softball and baseball. The facility also hosts a snack bar, pro shop and PGA golf instruction for all golfers including a comprehensive junior golf program.

Core Programs: • Mini-golf • Batting Cages • Driving Range • Golf Course - Executive • Golf Courses - Par 3 • Pro Shop & Concessions • Golf Courses - Tournaments & Events • Golf Instruction / Lessons

FY 2019-20 Results: • Initiated and completed initial "Mulligans Revitalization" project(s) at Mulligans. • Improved marketing and public awareness of amenities and activites.

Mulligans at a Glance: FY 2020-21 Goals: Strategic Initiative: Desirable Amentities and Open Space FY 2020-21 Budget • Open remodeled food service area and generate a profitable food operation by the of the 2019 season. $1,327,787 • Improve the quality of the miniature golf course by dedicating at least 12 full-time hours per week to maintenance and repairs and conducting weekly staff walk-throughs during the peak months of Full-time Employees May-August.

Administrative Services

Mulligans

City of South Jordan, Utah Tentative Budget FY 2020-2021

128 Enterprise Funds Mulligans

Division Staffing: Actual Proposed 2018-19 2019-20 2020-21 Positions 4 4 4 Golf Professional/Manager 1 1 1 Mulligan’s Customer Service Supervisor 1 1 1 Greenskeeper 1 1 1 Mechanic/Assistant Greenskeeper 1 1 1

Activity Usage

200,000 835 748 697 180,000 772 689 32,223 34,153 647 160,000 36,642 40,825 29,070 35,225 140,000 120,000 66,893 66,827 60,567 100,000 55,587 60,846 57,244 80,000 60,000 50,647 50,592 45,873 45,993 41,511 40,294 40,000 20,000 23,413 27,725 24,197 23,799 23,608 26,817 - 2014 2015 2016 2017 2018 2019

Course Range Mini Golf Batting Cages Lessons Footgolf

City of South Jordan, Utah Tentative Budget FY 2020-2021

129 Enterprise Funds Mulligans

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Instructor Fees 47,492 51,000 48,164 57,222 Driving Range 359,757 350,000 360,212 355,000 Greens Fees 192,990 196,000 195,122 192,910 Miniature Golf 345,125 365,000 361,134 375,000 Program Revenue 320 0 0 3,000 Golf Cart Rental 81,586 76,000 83,283 77,265 Batting Cages 121,664 152,000 123,443 154,530 Food & Beverages 50,712 55,000 55,560 46,000 Pro Shop 46,370 41,000 45,216 46,460 Rental Revenue 13,111 15,000 12,973 15,000 Investment Earnings 30,453 0 17,036 0 Other Miscellaneous 1,441 0 231 0 Total Revenues 1,291,021 1,301,000 1,302,373 1,322,387

Transfers In and Use of Fund Balance Use of Fund Balance 0 0 0 5,400 Total Transfers In and Use of Fund Balance 0 0 0 5,400

Total Rev, Trans in, and Use of Fund Balance 1,291,021 1,301,000 1,302,373 1,327,787

Operating Expenses Employee Wages and Benefits 521,414 499,827 499,827 517,897 Materials and Supplies 46,689 54,900 50,283 54,900 Operating Expenses 406,506 375,021 396,910 424,521 Capital Expenses 115,988 195,000 132,903 330,000 Total Operating Expenses 1,090,597 1,124,748 1,079,923 1,327,318

Transfers Out and Contribution to Fund Balance Transfer to Risk Management 469 469 469 469 Contribution to Fund Balance 199,955 175,783 221,981 0 Total Contribution to Fund Balance 200,424 176,252 222,450 469

Total Exp, Trans Out, and Cont to Fund Balance 1,291,021 1,301,000 1,302,373 1,327,787

City of South Jordan, Utah Tentative Budget FY 2020-2021

130 Mulligans Driving Range

South Jordan City Hall

City of South Jordan, Utah Tentative Budget FY 2020-2021

131 Debt Service Funds

Used to account for money that will be used to pay the interest and principal of long-term debts.

General Debt SID Bond The SID Bond fund is used to account for the debt Service service and other expenses related to the 2007 The General Debt Service fund is used to account Special Improvement District Bonds. Assessments for the accumulation of resources and for the are collected from property owners in the area disbursement of debt service payments for all and are used to pay the debt service on the bonds. debt not tracked in any other fund.

MBA The MBA Bond fund is used to account for the debt service and other expenses related to the 2011 Municipal Authority Bonds. These bonds were originally issued in 2002 for the construction of the City’s Fitness and Aquatic Center.

City of South Jordan, Utah Tentative Budget FY 2020-2021

132 Debt Service Funds Legal Debt Margin

LEGAL DEBT MARGIN (dollars in thousands)

2015 2016 2017 2018 2018 Assessed Value $4,860,457 $5,384,506 $5,921,222 $6,354,606 $7,109,226 Debt Limit (8% of Reasonable Cash Value) 578,818 641.986 709,515 767,464 859,782 Debt applicable to limit: General obligation bonds - - - - - Less: amount set aside for repayment of general - - - - - obligation debt Total net debt applicable to limit - - - - - Legal debt margin 578,818 641,986 709,515 767,464 859,782

BOND RATINGS

FITCH RATINGS

Outlook/ Bond Description Rating Type Action Rating Watch Eff Date South Jordan (UT) sales tax rev & rfdg bonds ser Long Term New Rating AAA RO:Sta 20-May- 2019 2019 South Jordan (UT) sales tax rev & rfdg bonds ser Long Term New Rating AAA RO:Sta 10-Feb- 2017 2017 Redevelopment Agency of the City of South Jordan Long Term Upgrade AAA RO:Sta 10-Feb- (UT) sub sales tax & tax increment rev bonds ser 2017 2015 South Jordan Municipal Building Authority (UT) Long Term Upgrade AA+ RO:Sta 10-Feb- lease rev rfdg bonds ser 2011 2017

Key: RO: Rating Outlook, RW: Rating Watch; Pos: Positive, Neg: Negative, Sta: Stable, Evo: Evolving

S&P GLOBAL RATINGS In the most recent bond rating for Series 2019 Sales Tax bond, S&P Global Ratings assigned a rating of "AAA" and viewed the outlook for this rating as stable.

City of South Jordan, Utah Tentative Budget FY 2020-2021

133 Debt Service Fund Summary

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUES Investment Earnings 897,329 10,000 10,000 13,900 Special Assessments 3,045,220 2,153,675 2,153,675 2,151,675 Total Debt Service Fund Revenue 3,942,549 2,163,675 2,163,675 2,165,575

TRANSFERS IN AND USE OF FUND BALANCE Transfers In 5,777,886 4,598,127 4,598,127 4,038,469 Use of Fund Balance 0 0 0 247,738 Total Transfers In and Use of Fund Balance 5,777,886 4,598,127 4,598,127 4,286,207

Total Rev, Trans in, and Use of Fund Balance 9,720,435 6,761,802 6,761,802 6,451,782

EXPENDITURES Debt Expenditures 8,639,110 6,761,802 6,761,802 6,451,782 Total Debt Service Fund Expenditures 8,639,110 6,761,802 6,761,802 6,451,782 TRANSFERS OUT AND CONTRIBUTION TO FUND BALANCE Contribution to Fund Balance 1,081,325 0 0 0 Total Transfers Out and Contribution to Fund Balance 1,081,325 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 9,720,435 6,761,802 6,761,802 6,451,782

City of South Jordan, Utah Tentative Budget FY 2020-2021

134 Debt Service Funds General Debt Service The General Debt Service Fund is used to account for the accumulation of resources and for the disbursement of debt service payments for all debt not tracked in any other fund. Transfers to the General Debt Service Fund are made from other City funds. Regular payments are then made to the City’s creditors according to the requirements of each individual debt. The City of South Jordan uses debt in a method consistent with the policies set forth in the City’s Key Fiscal Management Practices. The primary components of these practices in relation to debt are as follows: Under state law, the City’s outstanding general obligation debt should not exceed 12% of total assessed property value. Of this percentage, a maximum of 4% may be used for general purpose. The remaining 8% and any unused portion of the 4% is available for general purpose up to a maximum of 12% and may be used for water, sewer, and electrical projects.

Includes: • 2008 Sales Tax Revenue Bond - This bond was issued for road improvements. • 2017 Sales Tax Revenue Bond - This bond is a refund of the 2006 Sales Tax Revenue Bond, which was issued for City Hall construction and road improvements.

Rating: 2008 Sales Tax Bond: AAA by Standard & Poor’s 2017 Sales Tax Bond: AA by Standard & Poor's

Funding Sources: 2008 Sales Tax Bond - RDA, Tax Increment 2017 Sales Tax Bond - General Fund (sales tax), Impact Fees from Road, Police and Fire, and Reimbursement from Boyer Company.

Additional Information: See complete Debt Payment Summary on pages 144-146.

Outstanding Principal as of 6/30/20: 2017 Sales Tax Bond - $19,615,000 2019 Sales Tax Bond - $14,500,000

DEBT SUMMARY - OUTSTANDING DEBT AS OF 06/30/20 Issued Principal Interest Total Governmental Funds Lease Revenue Bonds 2011 2,705,000 180,372 2,885,372 RDA Sales Tax & Tax 2015 11,080,000 3,435,200 14,515,200 Increment Revenue Bonds Special Assessment 2016 26,420,000 7,999,981 34,419,981 Sales Tax Bonds 2017 19,615,000 10,198,350 29,813,350 Sales Tax Bonds 2019 14,500,000 7,483,925 21,983,925 Total Governmental Funds $74,320,000 $29,297,828 $103,617,828 Enterprise Funds Water Revenue Bond 2017 8,300,000 786,375 9,086,375 Total Enterprise Funds $8,300,000 $786,375 $9,086,375 Total $82,620,000 $30,084,203 $112,704,203

City of South Jordan, Utah Tentative Budget FY 2020-2021

135 Debt Service Funds General Debt Service

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Investment Earnings 32,773 6,500 6,500 10,400 Total Revenues 32,773 6,500 6,500 10,400

Transfers In and Use of Fund Balance Transfer from General Fund 1,575,774 1,384,638 1,384,638 1,174,430 Transfer from Road Impact Fees 0 150,437 150,437 150,507 Transfer from Fire Impact Fees 143,971 151,159 151,159 0 Transfer from Police Impact Fees 225,000 208,055 208,055 0 Transfer from RDA 768,863 768,325 768,325 775,250 Transfer from MBA 235,959 0 0 0 Use of Fund Balance 0 0 0 247,738 Total Transfers In and Use of Fund Balance 2,949,567 2,662,614 2,662,614 2,347,925

Total Rev, Trans in, and Use of Fund Balance 2,982,340 2,669,114 2,669,114 2,358,325

Operating Expenditures Principal on Long-Term Debt 1,195,000 1,559,964 1,559,964 1,315,000 Interest on Long-Term Debt 1,157,663 1,098,750 1,098,750 1,032,925 Trustee Fees 4,500 6,500 6,500 6,500 Arbitrage Compliance 5,150 3,900 3,900 3,900 Total Operating Expenditures 2,362,313 2,669,114 2,669,114 2,358,325

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 620,027 0 0 0 Total Contribution to Fund Balance 620,027 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 2,982,340 2,669,114 2,669,114 2,358,325

Notes to Debt Service Fund: Debt - Budgeted debt service payments according to the City’s outstanding debt schedule.

City of South Jordan, Utah Tentative Budget FY 2020-2021

136 Debt Service Funds General Debt Service Outstanding Debt

City of South Jordan Original Bond: Sales Tax Revenue Bonds 2001 Sales Tax Revenue Ref Bonds, Series 2017 Refinanced: 2006 Fiscal Yr Principal Interest Rates 2018 275,000.00 886,515.00 3.00% Purpose: $5.7 Million of the proceeds were used 2019 620,000.00 968,950.00 4.00% to build City Hall, make improvements 2020 645,000.00 940,425.00 5.00% toward Towne Center Drive and various 2021 665,000.00 907,675.00 5.00% road projects for $4.2 million 2022 700,000.00 873,550.00 5.00% Sales Tax Revenue Bonds 2006 2023 735,000.00 837,675.00 5.00% 2024 770,000.00 800,050.00 5.00% Funding Source: General Fund (sales tax), Impact Fees 2025 810,000.00 760,550.00 5.00% from Road, Police, Fire, and 2026 850,000.00 719,050.00 5.00% reimbursement from Boyer Company 2027 895,000.00 675,425.00 5.00% 2028 815,000.00 632,675.00 5.00% Refunded Bond: Sales Tax Revenue Bonds 2006 2029 855,000.00 590,925.00 5.00% 2030 900,000.00 547,050.00 5.00% Term: 22 years 2031 945,000.00 500,925.00 5.00% 2032 995,000.00 452,425.00 5.00% Purpose: $15.04 Million of the proceeds were 2033 1,040,000.00 406,750.00 4.00% used to build Public Safety Building, 2034 1,085,000.00 364,250.00 4.00% remodel City Hall, and road 2035 1,125,000.00 320,050.00 4.00% improvements 2036 1,175,000.00 274,050.00 4.00% 2037 1,220,000.00 226,150.00 4.00% Funding Source: General Fund (sales tax), Impact Fees 2038 1,280,000.00 169,750.00 5.00% from Road, Police, Fire, and 2039 1,345,000.00 104,125.00 5.00% reimbursement from Boyer Company 2040 1,410,000.00 35,250.00 5.00% 21,155,000.00 12,994,240.00 Call Date: 8/15/2026

Callable Amount: $15,935,000

City of South Jordan Original Bond: Sales Tax Revenue Bonds 2019 Sales Tax Revenue Ref Bonds, Series 2019 Funding Source: Sales Tax Fiscal Yr Principal Interest Rates 2020 630,000.00 420,537.36 3.00% Term: 21 years 2021 625,000.00 659,625.00 5.00% 2022 650,000.00 627,750.00 5.00% Purpose: Construction of new Fire Station 64, 2023 680,000.00 594,500.00 5.00% police substation, and administration 2024 495,000.00 565,125.00 5.00% building and other related 2025 520,000.00 539,750.00 5.00% improvements. 2026 550,000.00 513,000.00 5.00% 2027 575,000.00 484,875.00 5.00% Call Date: 8/15/2029 2028 595,000.00 464,550.00 2.00% 2029 620,000.00 443,100.00 5.00% Callable Amount: $9,190,000 2030 650,000.00 411,350.00 5.00% 2031 680,000.00 378,100.00 5.00% 2032 715,000.00 343,225.00 5.00% 2033 750,000.00 310,350.00 4.00% 2034 780,000.00 279,750.00 4.00% 2035 815,000.00 247,850.00 4.00% 2036 845,000.00 214,650.00 4.00% 2037 885,000.00 175,625.00 5.00% 2038 1,020,000.00 128,000.00 5.00% 2039 1,020,000.00 77,000.00 5.00% 2040 1,030,000.00 25,750.00 5.00% 15,130,000.00 7,904,462.36

City of South Jordan, Utah Tentative Budget FY 2020-2021

137 Debt Service Funds SID Bond

There are two SID Bonds; the "Daybreak Assessment Area No. 1" was established to assist with the construction of road and water improvements within the Special Assessment Area. Assessments for this area are collected when the building permits are issued. The TOD Bond was established to assist in the construction of a stacked parking structure and related improvements located adjacent to the UTA Front Runner Station within the Redevelopment Project Area.

Includes: 2015 TOD Bond - This bond was issued for a stacked parking structure and related improvements located adjacent to the UTA Front Runner Station. 2016 SSA Bond - This bond was issued for road and water improvements withtin the Special Assessment Area in Daybreak.

Rating: 2015 TOD - AA- by Standard & Poor's 2016 SSA - AA+ by Standard & Poor's

Funding Source: 2015 TOD Bond - RDA, Tax Increment 2016 SSA Bond - Special Assessment payments from builders.

Additional Information: See complete Debt Payment Summary on pages 144-146.

Outstanding Principal as of 6/30/20: 2015 TOD - $11,080,000 2016 SSA - $26,420,000

Daybreak Neighborhood

City of South Jordan, Utah Tentative Budget FY 2020-2021

138 Debt Service Funds SID Bond

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Special Assessments 3,045,220 2,153,675 2,153,675 2,151,675 Investments Earnings 862,653 1,750 1,750 1,750 Total Revenues 3,907,873 2,155,425 2,155,425 2,153,425

Transfers In and Use of Fund Balance Transfer from RDA 2,102,500 1,214,000 1,214,000 1,216,600 Use of Fund Balance 0 0 0 0 Total Transfers In and Use of Fund Balance 2,102,500 1,214,000 1,214,000 1,216,600

Total Rev, Trans in, and Use of Fund Balance 6,010,373 3,369,425 3,369,425 3,370,025

Operating Expenditures Principal on Bonds 4,010,000 1,895,000 1,895,000 1,960,000 Bond Interest Payment 1,537,578 1,472,675 1,472,675 1,408,275 Trustee Fees 1,750 1,750 1,750 1,750 Total Operating Expenditures 5,549,328 3,369,425 3,369,425 3,370,025

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 461,045 0 0 0 Total Contribution to Fund Balance 461,045 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 6,010,373 3,369,425 3,369,425 3,370,025

City of South Jordan, Utah Tentative Budget FY 2020-2021

139 Debt Service Funds SID Bond Outstanding Debt

City of South Jordan Original Bond: Subordinate Sales Tax and Tax Increment Subordinate Sales Tax and Tax Increment Revenue Bond, Series 2015 Revenue Bond, Series 2015

Fiscal Yr Principal Interest Rates Term: 16 Years 2016 - 178,006.39 - 2017 - 567,100.00 - Purpose: $13 Million to complete Stacked Parking 2018 605,000.00 567,100.00 3.00% Project and related improvements 2019 665,000.00 548,950.00 3.00% located adjacent to the UTA Front 2020 685,000.00 529,000.00 4.00% Runner Station withtin the 2021 715,000.00 501,600.00 4.00% Redevelopment Project Area 2022 745,000.00 473,000.00 4.00% 2023 775,000.00 443,200.00 5.00% $12.8 Million of the proceeds were 2024 810,000.00 404,450.00 5.00% used to build Public Safety Building, 2025 850,000.00 363,950.00 5.00% remodel City Hall, and road 2026 895,000.00 321,450.00 5.00% improvements 2027 940,000.00 276,700.00 5.00% 2028 985,000.00 229,700.00 5.00% Funding Source: RDA, Tax Increment Revenues 2029 1,035,000.00 180,450.00 5.00% 2030 1,090,000.00 128,700.00 5.00% Call Date: 4/1/2025 2031 1,120,000.00 74,200.00 3.25% 2032 1,120,000.00 37,800.00 3.38% Callable Amount: $8,035,000 Total 13,035,000.00 5,825,356.39

City of South Jordan Original Bond: Special Assessment - Daybreak Special Assessment - Daybreak Assessment Area No. 1, Series 2016 Assessment Area No. 1, Series 2016

Fiscal Yr Principal Interest Rates Term: 20 Years 2017 205,000.00 1,037,362.99 - 2018 655,000.00 1,049,018.76 - Purpose: $32.6 Million to complete Road and 2019 3,345,000.00 988,628.13 2.000% Water Improvements within the Special 2020 2,050,000.00 901,703.13 2.000% Assessment Area known as "Daybreak 2021 1,170,000.00 852,037.50 4.000% Assessment Area No.1" 2022 1,220,000.00 804,237.50 4.000% 2023 1,265,000.00 760,862.50 3.000% Funding Source: Assessments levied against properties 2024 1,305,000.00 722,312.50 3.000% within the Special Assessment Area. 2025 1,350,000.00 675,737.50 4.000% 2026 1,390,000.00 634,837.50 2.000% Call Date: 11/1/2026 2027 1,415,000.00 605,903.13 2.125% 2028 1,465,000.00 561,568.76 4.000% Callable Amount: $22,920,000 2029 1,525,000.00 501,768.76 4.000% 2030 1,585,000.00 439,568.76 4.000% 2031 1,645,000.00 374,968.76 4.000% 2032 1,710,000.00 316,418.76 3.000% 2033 1,760,000.00 264,368.76 3.000% 2034 1,815,000.00 209,609.38 3.125% 2035 1,870,000.00 152,031.25 3.125% 2036 1,935,000.00 92,578.13 3.125% 2037 1,995,000.00 31,171.88 3.125% Total 32,675,000.00 11,976,694.34

City of South Jordan, Utah Tentative Budget FY 2020-2021

140 Debt Service Funds MBA

The South Jordan Municipal Building Authority is a legal entity separate from the City and is reported by the City as a blended component unit. South Jordan MBA issued bonds in 2002 for the construction of the City’s Fitness and Aquatic Center. Annual lease payments, shown as transfers, are made to South Jordan MBA from which bond payments are made.

Includes: 2011 MBA Bond - This bond was originally issued in 2002 for the construction of the Fitness and Aquatic Center and was refunded in 2011.

Rating: AA by Standard & Poor’s

Funding Sources: RDA tax increment

Additional Information: See complete Debt Payment Summary on page 144-146.

Outstanding Principal as of 6/30/20: $2,705,000

South Jordam Fire Station 63

City of South Jordan, Utah Tentative Budget FY 2020-2021

141 Debt Service Funds MBA

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Investment Earnings 1,903 1,750 1,750 1,750 Total Revenues 1,903 1,750 1,750 1,750

Transfers In and Use of Fund Balance Transfer from RDA 725,819 721,513 721,513 721,682 Use of Fund Balance 0 0 0 0 Total Transfers In and Use of Fund Balance 727,722 723,263 723,263 723,432

Total Rev, Trans in, and Use of Fund Balance 727,722 723,263 723,263 723,432

Operating Expenditures Principal on Bonds 610,000 625,000 625,000 645,000 Bond Interest Payment 115,819 96,513 96,513 76,682 Trustee Fees 1,650 1,750 1,750 1,750 Total Operating Expenditures 727,469 723,263 723,263 723,432

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 253 0 0 0 Total Contribution to Fund Balance 253 0 0 0

Total Exp, Trans Out, and Cont to Fund Balance 727,722 723,263 723,263 723,432

Notes to Municipal Building Authority Fund: Debt - Budgeted debt service payments according to the City’s outstanding debt schedule.

City of South Jordan, Utah Tentative Budget FY 2020-2021

142 Debt Service Funds MBA Outstanding Debt

Municipal Building Authority of South Jordan Original Bond: Municipal Building Authority City Lease Revenue Bond Series 2011 Lease Revenue Bond Series 2002 for $9,390,000 Fiscal Yr Principal Interest Rates 2013 155,000.00 289,425.79 2.000% Refunded: November 2011 2014 525,000.00 200,643.76 3.000% 2015 540,000.00 184,668.76 3.000% Term: 13 Years 2016 555,000.00 168,243.76 3.000% 2017 575,000.00 151,293.76 3.000% Purpose: Construction of Fitness Center 2018 590,000.00 133,818.76 3.000% $8,640,000, renovate Gale Center 2019 610,000.00 115,818.76 3.000% $750,000 2020 625,000.00 96,512.51 3.250% 2021 645,000.00 76,681.26 3.000% Funding Source: RDA Haircut 2022 665,000.00 56,615.63 3.125% 2023 685,000.00 35,093.75 3.250% Call Date: 10/1/2021 2024 710,000.00 11,981.25 3.375% Total 6,880,000.00 1,520,797.75 Callable Amount: $1,395,000

Note: This bond is solely paid for by RDA, i.e., tax increment paid by business only.

City of South Jordan, Utah Tentative Budget FY 2020-2021

143 Debt Payment Summary By Fiscal Year

FY 20-21 DEBT PAYMENT SUMMARY - ALL FUNDS

2017Water 2019 Sales Tax 2017 Sales Tax 2016 SSA 2015 RDA 2011 MBA Revenue TOTAL Principal Payments $625,000 $665,000 $1,170,000 $715,000 $645,000 $2,095,000 $5,915,000 Interest Payments 659,625 907,675 852,038 501,600 76,682 341,975 3,339,595 Total Debt Service $1,284,625 $1,572,675 $2,022,038 $1,216,600 $721,682 $2,436,975 $9,254,595 Funding Sources: General Fund $509,375 $1,422,168 $1,931,543 RDA 775,250 1,216,600 1,991,850 RDA Haircut 721,682 721,682 Road Impact Fees 150,507 150,507 Police Impact Fees - Fire Impact Fees - SSA Assessment 2,022,038 2,022,038 Water Impact Fees 296,556 296,556 Water Operations 2,140,419 2,140,419 Total $1,284,625 $1,572,675 $2,022,038 $1,216,600 $721,682 $2,436,975 $9,254,595

FY 21-22 DEBT PAYMENT SUMMARY - ALL FUNDS

2017 Water 2019 Sales Tax 2017 Sales Tax 2016 SSA 2015 RDA 2011 MBA Revenue TOTAL Principal Payments $650,000 $700,000 $1,220,000 $745,000 $665,000 $1,970,000 $5,950,000 Interest Payments 627,750 873,550 804,238 473,000 56,616 240,350 3,075,504 Total Debt Service $1,277,750 $1,573,550 $2,024,238 $1,218,000 $721,616 $2,210,350 $9,025,504 Funding Sources: General Fund $512,281 $1,336,850 $1,849,131 RDA 765,469 1,218,000 1,983,469 RDA Haircut 721,616 721,616 Road Impact Fees 236,700 236,700 Police Impact Fees - Fire Impact Fees - SSA Assessment 2,024,238 2,024,238 Water Impact Fees 296,229 296,229 Water Operations 1,914,121 1,914,121 Total $1,277,750 $1,573,550 $2,024,238 $1,218,000 $721,616 $2,210,350 $9,025,504

City of South Jordan, Utah Tentative Budget FY 2020-2021

144 Debt Payment Summary By Fiscal Year

FY 22-23 DEBT PAYMENT SUMMARY - ALL FUNDS

2017 Water 2019 SalesTax 2017 Sales Tax 2016 SSA 2015 RDA 2011 MBA Revenue TOTAL Principal Payments $680,000 $735,000 $1,265,000 $775,000 $685,000 $2,065,000 $6,205,000 Interest Payments 594,500 837,675 760,863 443,200 35,094 149,800 2,821,132 Total Debt Service $1,274,500 $1,572,675 $2,025,863 $1,218,200 $720,094 $2,214,800 $9,026,132 Funding Sources: General Fund $509,500 $1,114,674 $1,624,174 RDA 765,000 1,218,200 1,983,200 RDA Haircut 720,094 720,094 Road Impact Fees 237,185 237,185 Police Impact Fees 207,714 207,714 Fire Impact Fees 13,102 13,102 SSA Assessment 2,025,863 2,025,863 Water Impact Fees 296,229 296,229 Water Operations 1,918,571 1,918,571 Total $1,274,500 $1,572,675 $2,025,863 $1,218,200 $720,094 $2,214,800 $9,026,132

FY 23-24 DEBT PAYMENT SUMMARY - ALL FUNDS

2017 Water 2019 Sales Tax 2017 Sales Tax 2016 SSA 2015 RDA 2011 MBA Revenue TOTAL Principal Payments $495,000 $770,000 $1,305,000 $810,000 $710,000 $2,170,000 $6,260,000 Interest Payments 565,125 800,050 722,313 404,450 11,982 54,250 2,558,170 Total Debt Service $1,060,125 $1,570,050 $2,027,313 $1,214,450 $721,982 $2,224,250 $8,818,170 Funding Sources: General Fund $296,500 $1,112,467 $1,408,967 RDA 763,625 1,214,450 1,978,075 RDA Haircut 721,982 721,982 Road Impact Fees 236,789 236,789 Police Impact Fees 207,714 207,714 Fire Impact Fees 13,080 13,080 SSA Assessment 2,027,313 2,027,313 Water Impact Fees 296,229 296,229 Water Operations 1,928,021 1,928,021 Total $1,060,125 $1,570,050 $2,027,313 $1,214,450 $721,982 $2,224,250 $8,818,170

City of South Jordan, Utah Tentative Budget FY 2020-2021

145 Debt Payment Summary By Fiscal Year

FY 24-25 DEBT PAYMENT SUMMARY - ALL FUNDS

2019 Sales Tax 2017 Sales Tax 2016 SSA 2015 RDA TOTAL Principal Payments $520,000 $810,000 $1,350,000 $850,000 $3,530,000 Interest Payments 539,750 760,550 675,738 363,950 2,339,988 Total Debt Service $1,059,750 $1,570,550 $2,025,738 $1,213,950 $5,869,988 Funding Sources: General Fund $1,059,750 $1,112,887 $2,172,637 RDA 1,213,950 1,213,950 Road Impact Fees 236,865 236,865 Police Impact Fees 207,714 207,714 SSA Assessment 13,084 2,025,738 2,038,822 Total $1,059,750 $1,570,550 $2,025,738 $1,213,950 $5,869,988

City of South Jordan, Utah Tentative Budget FY 2020-2021

146 Capital Projects

A capital project is a new construction, expansion, 5-Year Capital Planning Process renovation, or replacement project for an existing facility The five-year Capital Improvement Plan (CIP) is the City’s or facilities. It is a project that helps maintain or improve a planning document for infrastructure development and City asset, often called infrastructure. improvements. Projects identified in the CIP are guided by various development plans and policies established by There is $1,500,000 in general capital funds available for City Council and City Administration. Some of the studies FY 2020-2021. City Council has full discretion on which and documents that influence CIP include: the General capital projects this money is spent on. Plan, Transportation Master Plan, Storm Drain Master Plan, Culinary & Secondary Water Master Plans, Parks & The City estimates a revenue stabilization reserve at a level Recreation Master Plan, Police & Fire Safety Master Plans, equal to 21% of the General Fund budgeted revenues. the Municipal Code, South Jordan’s Mission Statement, Cities are allowed to retain a maximum of 25%. Funds in and Service Values. The CIP details the priorities and excess of 25% may be retained if they are earmarked for estimated costs of the projects that may be used as a tool specific future capital projects. by City Administration in developing the final budget. However, the funding sources for projects will not be Projects approved by the Council are listed starting on allocated until the final budget is approved by City Council. page 148. Capital equipment to be purchased during this The five-year CIP will be updated annually to account for fiscal year are listed on page 150. There are no major non- changes in priority, schedule and construction costs. recurring projects for FY 2021.

In addition, the Council approved leasing of public safety vehicles, replacing 35 vehicles and adding 6 vehicles.

Any projects that may need to be addresses during the fiscal year may be funded through the following Project Approval Process:

• Project Manager or Department Director fills out a Project Funding Request Form • Finance Department verifies availability of funds • Funding Request is presented to Leadership Council - this body decides if funding will be requested from Council or not. • City Council reviews and approves proposed projects with the annual, mid-year (as needed) and year-end budgets. • Projects of $50,000 or more (even Road Project though approved with the annual budget) will be presented to the City Council before expenditures or commitments for expenditures are made, in order for a final review and vote to proceed.

City of South Jordan, Utah Tentative Budget FY 2020-2021

147 Capital Projects Infrastructure Improvement

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Road Impact Fees 668,770 550,000 630,882 600,000 Park Impact Fees 385,405 720,000 471,601 400,000 Storm Drain Impact Fees 247,590 325,000 250,969 250,000 Fire Impact Fees 91,819 150,000 130,098 100,000 Police Impact Fees 125,775 150,000 140,020 130,000

Class C Road Funds 0 0 0 3,022,000 *Previously reported under General Fund Local Transit Tax 0 0 1,212,854 1,300,000 Investment Earnings 303,741 150,850 166,772 250,000 Sale of Capital Assets 856,780 0 773,521 0 Other Donations and Reimbursements 2,980,651 0 796,223 0 Other Miscellaneous 142,064 0 277,284 0 Total Revenues 5,802,595 2,045,850 4,850,224 6,052,000

Transfers In and Use of Fund Balance Transfer from RDA 175,000 0 0 0 Transfer from General Fund 1,554,731 537,500 972,956 0 Transfer from General CIP Maint 124,937 0 301,181 0 Transfer from Storm Drain 676,500 437,500 1,197,500 895,000 Transfer from Sanitation 0 187,500 187,500 0 Transfer from Water 0 187,500 187,500 0 Transfer from Park Impact Fees 0 2,000,000 2,000,000 0 Transfer from Road Impact Fees 540,000 0 500,000 0 Transfer from Storm Impact Fees 1,500,000 0 0 0 Park Impact Fee Use of Fund Balance 307,566 2,240,000 3,018,211 1,500,000 Road Impact Fee Use of Fund Balance 430,371 490,437 383,308 150,507 Fire Impact Fee Use of Fund Balance 50,164 151,159 171,977 0 Police Impact Fee Use of Fund Balance 98,379 208,055 0 0 Storm Drain Impact Fee Use of Fund Balance 1,265,190 0 396,765 0 Use of Fund Balance 0 1,999,000 0 1,441,000 Total Transfers In and Use of Fund Balance 6,722,838 8,438,651 9,316,898 3,986,507

Total Rev, Trans in, and Use of Fund Balance 12,525,433 10,484,501 14,167,122 10,038,507

City of South Jordan, Utah Tentative Budget FY 2020-2021

148 Capital Projects Infrastructure Improvement

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Project Expenditures Transportation Projects 1,318,626 970,000 3,854,665 4,022,000 Parks Projects 2,277,326 2,240,000 3,935,842 1,790,000 Streetlight Projects 13,969 0 42,554 0 Facilities Projects 0 900,000 250,000 220,000 Storm Drain Projects 833,928 250,000 1,587,925 895,000 Miscellaneous Projects 64,252 940,000 146,357 315,000 Total Project Expenditures 4,508,101 5,300,000 9,817,343 7,242,000

Transfers Out and Contribution to Fund Balance Transfer to General Fund 0 0 0 500,000 Transfer to Storm Water 80,000 0 0 0 Transfer to General CIP 2,040,000 2,000,000 2,000,000 0 Transfer to General CIP Maint 150,460 0 0 0 Transfer to General Debt Service Fund 604,930 509,651 509,651 150,507 Transfer to Capital Equipment 725,000 629,000 629,000 416,000 Contribution to Fund Balance 4,416,942 2,045,850 1,211,128 1,730,000 Total Transfers Out and Contribution to Fund Balance 8,017,332 5,184,501 4,349,779 2,796,507

Total Exp, Trans Out, and Cont to Fund Balance 12,525,433 10,484,501 14,167,122 10,038,507

City of South Jordan, Utah Tentative Budget FY 2020-2021

149 Capital Projects Capital Equipment

Prior Year Adopted Estimated Proposed Actual Budget Actual Budget FY 18-19 FY 19-20 FY 19-20 FY 20-21

Revenues Sale of Capital Assets 201,162 0 106,211 0 Total Revenues 201,162 0 106,211 0

Transfers In and Use of Fund Balance Transfer from General Fund 11,995 0 1,328,210 2,212,531 Transfer from CDA Fund 0 0 300,000 0 Transfer from General CIP 725,000 629,000 3,129,000 416,000 Use of Fund Balance 0 0 0 0 Total Transfers In and Use of Fund Balance 736,995 629,000 4,757,210 2,628,531

Total Rev, Trans in, and Use of Fund Balance 938,157 629,000 4,863,421 2,628,531

Project Expenditures Computer Software & Equipment 7,710 0 19,263 0 Fire Equipment 18,512 0 8,986 309,492 Fleet Equipment 902,200 0 1,792,711 2,319,039 Sanitation Equipment 0 629,000 0 0 Total Project Expenditures 928,422 629,000 1,820,960 2,628,531

Transfers Out and Contribution to Fund Balance Contribution to Fund Balance 9,735 0 3,042,461 0 Total Contribution to Fund Balance 9,735 0 3,042,461 0

Total Exp, Trans Out, and Cont to Fund Balance 938,157 629,000 4,863,421 2,628,531

City of South Jordan, Utah Tentative Budget FY 2020-2021

150 Capital Improvement Program Streets Non-Routine Project

STREETS

ADA Upgrades

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Streets End Date: 9/30/2022 Bond Fund: Yes No

Description: Update intersection sidewalk ramps to meet ADA requirements citywide.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $50,000 $0 $0 $0 $0 $50,000

Total Cost $50,000 $0 $0 $0 $0 $50,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

151 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: Mill and Overlay

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Streets End Date: 6/30/2023 Bond Fund: Yes No

Description: Mill and overlay existing streets with lower pavement condition index scores, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $800,000 $0 $0 $60,000 $185,000 $1,045,000

Total Cost $800,000 $0 $0 $60,000 $185,000 $1,045,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

152 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: Chip Seal

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Maintenance Start Date: 7/1/2020 Category: Streets End Date: 6/30/2023 Bond Fund: Yes No

Description: Chip seal existing streets with lower pavement condition index scores, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $166,000 $0 $0 $0 $0 $166,000

Total Cost $166,000 $0 $0 $0 $0 $166,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

2021 2022 2023 2024 Total New Personnel (FTE) 0.0 0.0 0.0 0.0 0.0 Annual Operating Personal Services $0 $0 $0 $0 $0 Costs Other $0 $40,000 $40,000 $40,000 $120,000 Total Operating Costs $0 $40,000 $40,000 $40,000 $120,000

City of South Jordan, Utah Tentative Budget FY 2020-2021

153 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: Crack Seal

PROJECT INFORMATION

Location: City-wide Project Manager: Unssigned Project Type: Preventative Maintenance Start Date: 7/1/2020 Category: Streets End Date: 6/30/2023 Bond Fund: Yes No

Description: Apply crack seal to maintain current pavement condition index to prevent further deterioration, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $45,000 $0 $0 $0 $0 $45,000

Total Cost $45,000 $0 $0 $0 $0 $45,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

154 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: GSB

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Maintenance Start Date: 7/1/2020 Category: Streets End Date: 6/30/2021 Bond Fund: Yes No

Description: Apply GSB-88 seal coat to newer roads as preventative maintenance, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $60,000 $0 $185,000 $0 $0 $245,000

Total Cost $60,000 $0 $185,000 $0 $0 $245,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

155 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: High Density Mineral Bond

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Streets End Date: 6/30/2022 Bond Fund: Yes No

Description: Apply high density mineral bond to existing streets with higher pavement condition index scores, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $185,000 $0 $0 $0 $0 $166,000

Total Cost $185,000 $0 $0 $0 $0 $185,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

156 Capital Improvement Program Streets Non-Routine Project

STREETS

Pavement Preservation Program: Microsurface

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Streets End Date: 6/30/2023 Bond Fund: Yes No

Description: Microsurface existing streets with mid pavement condition index scores, according to maintenance program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $280,000 $0 $0 $0 $0 $280,000

Total Cost $280,000 $0 $0 $0 $0 $280,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

157 Capital Improvement Program Streets Non-Routine Project

STREETS

Rocky Mountain Power Street Light Replacement Program

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Streets End Date: 6/30/2022 Bond Fund: Yes No

Description: Replace streetlights owned by Rocky Mountain Power with city owned streetlights to update street lights and eliminate lease costs.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Class C $150,000 $150,000 $150,000 $150,000 $150,000 $750,000

Total Cost $150,000 $150,000 $150,000 $150,000 $150,000 $750,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

2021 2022 2023 2024 Total New Personnel (FTE) 0.0 0.0 0.0 0.0 0.0 Annual Operating Personal Services $0 $0 $0 $0 $0 Costs Other $138,666 $138,666 $138,666 $138,666 $554,664 Total Operating Costs $138,666 $138,666 $138,666 $138,666 $554,664

City of South Jordan, Utah Tentative Budget FY 2020-2021

158 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

Injection Well Rehabilitation

PROJECT INFORMATION

Location: Injection Well Rehabilitation Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Annual maintenance and becessary rehabilitation of wet wells.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $75,000 $0 $0 $0 $0 $75,000

Total Cost $75,000 $0 $0 $0 $0 $75,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

159 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

Underground Chamber Cleaning

PROJECT INFORMATION

Location: Underground Chamber Cleaning Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Hire a company to clean the dry wells in Daybreak.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $50,000 $0 $0 $0 $0 $50,000

Total Cost $50,000 $0 $0 $0 $0 $50,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

160 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

Vermillion & Millerton Storm Water System Improvements

PROJECT INFORMATION

Location: Vermillion & Millerton Dr Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Improve storm water system on Vermillion Drive.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $250,000 $0 $0 $0 $0 $250,000

Total Cost $250,000 $0 $0 $0 $0 $250,000

Operating Impact: Clean storm drain line and camera storm drain line.

2022 2023 2024 2025 Total New Personnel (FTE) 0.0 0.0 0.0 0.0 0.0 Annual Operating Personal Services $0 $0 $0 $0 $0 Costs Other $369 $369 $369 $369 $1,476 Total Operating Costs $369 $369 $369 $369 $1,476

City of South Jordan, Utah Tentative Budget FY 2020-2021

161 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

Shelbrooke Storm Drain Improvements

PROJECT INFORMATION

Location: Shelbrooke Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Add subsurface connections to storm drain line.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $200,000 $0 $0 $0 $0 $200,000

Total Cost $200,000 $0 $0 $0 $0 $200,000

Operating Impact: Clean storm drain line and camera storm drain line.

2022 2023 2024 2025 Total New Personnel (FTE) 0.0 0.0 0.0 0.0 0.0 Annual Operating Personal Services $0 $0 $0 $0 $0 Costs Other $185 $185 $185 $185 $1,173 Total Operating Costs $185 $185 $185 $185 $1,173

City of South Jordan, Utah Tentative Budget FY 2020-2021

162 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

445 West Pipeline

PROJECT INFORMATION

Location: 445 West Pipeline Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Disconnect inlet on 445 West from irrigation line and install storm water pipeline.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $160,000 $0 $0 $0 $0 $160,000

Total Cost $160,000 $0 $0 $0 $0 $160,000

Operating Impact: Clean storm drain line and camera storm drain line.

2022 2023 2024 2025 Total New Personnel (FTE) 0.0 0.0 0.0 0.0 0.0 Annual Operating Personal Services $0 $0 $0 $0 $0 Costs Other $630 $630 $630 $630 $2,520 Total Operating Costs $630 $630 $630 $630 $2,520

City of South Jordan, Utah Tentative Budget FY 2020-2021

163 Capital Improvement Program Storm Water Non-Routine Project

PUBLIC WORKS

Install Storm Drain in Brooke-N-Lance

PROJECT INFORMATION

Location: Brooke-N-Lance Project Manager: Unassigned Project Type: Infrastructure Improvement Start Date: 7/1/2020 Category: Storm Water End Date: 7/31/2022 Bond Fund: Yes No

Description: Install 300' of storm drain pipe.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Storm Drain $160,000 $0 $0 $0 $0 $160,000

Total Cost $160,000 $0 $0 $0 $0 $160,000

Operating Impact: Clean storm drain line and camera storm drain line.

City of South Jordan, Utah Tentative Budget FY 2020-2021

164 Capital Improvement Program Secondary Water Non-Routine Project

PUBLIC WORKS

Secondary Pipe Replacement

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Secondary Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Replace waterline of existing secondary water system as identified in the secondary master plan.This is the initial year of an annual program.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $500,000 $0 $0 $0 $0 $500,000

Total Cost $500,000 $0 $0 $0 $0 $500,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

165 Capital Improvement Program Secondary Water Non-Routine Project

PUBLIC WORKS

Secondary Meters

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Secondary Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Add secondary meters at point of connections to monitor residential water usage. (Grant Match)

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $500,000 $0 $0 $0 $0 $500,000

Total Cost $500,000 $0 $0 $0 $0 $500,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

166 Capital Improvement Program Water Non-Routine Project

PUBLIC WORKS

Commercial Meter Replacement

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Upgrade existing meters to new meters with fixed network.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $50,000 $0 $0 $0 $0 $50,000

Total Cost $50,000 $0 $0 $0 $0 $50,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

167 Capital Improvement Program Water Non-Routine Project

PUBLIC WORKS

Water Master Plan Projects

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Improve fire flow and capacity deficiencies with projects identified in the culinary master plan.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $1,400,000 $0 $0 $0 $0 $1,400,000

Total Cost $1,400,000 $0 $0 $0 $0 $1,400,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

168 Capital Improvement Program Water Non-Routine Project

PUBLIC WORKS

PRV Upgrades

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Upgrade existing vaults throughout the city as identified with asset management.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $40,000 $0 $0 $0 $0 $40,000

Total Cost $40,000 $0 $0 $0 $0 $40,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

169 Capital Improvement Program Water Non-Routine Project

PUBLIC WORKS

Transite Pipe Replacement

PROJECT INFORMATION

Location: 9800 S. from 4000 W. to 4800 W. Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Replace existing waterlines in 9800 S. from 40th west to 48th west.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $1,500,000 $0 $0 $0 $0 $1,500,000

Total Cost $1,500,000 $0 $0 $0 $0 $1,500,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

170 Capital Improvement Program Water Non-Routine Project

PUBLIC WORKS

Waterline Loop Replacement

PROJECT INFORMATION

Location: City-wide Project Manager: Unassigned Project Type: Maintenance Start Date: 7/1/2021 Category: Water End Date: 6/30/2022 Bond Fund: Yes No

Description: Replace waterlines that run through critical areas identified in the water master plan.

FINANCIAL INFORMATION

Five-Year Plan Total Department/Fund 2021-2025 2021 2022 2023 2024 2025

Public Works Water CIP $80,000 $0 $0 $0 $0 $80,000

Total Cost $80,000 $0 $0 $0 $0 $80,000

Operating Impact: There are no additional operating impacts expected for this project in the five-year plan.

City of South Jordan, Utah Tentative Budget FY 2020-2021

171 South Jordan City Summerfest

South Jordan City Towne Center

City of South Jordan, Utah Tentative Budget FY 2020-2021

172 Fee Schedule

DESCRIPTION FY 2020-2021

Business License Fees Home Occupation New Application $200 Renewal $30 Home Occupation Day Care and Food New Application $200 (base) + $75 (disproportionate) = $275 Assembly Renewal $30 (base) + $75 (disproportionate) = $105 Commercial New Application $194 Renewal $105 Big Box New Application $194 (base) + $1365 (disproportionate) = $1559 Renewal $105 (base) + $1365 (disproportiante) = $1470 Department Store New Application $194 (base) + $645 (disproportionate) = $839 Renewal $105 (base) + $645 (disproportionate) = $750 Expedited Fee $194 (base) + (disproportionate-if applicable) + $68 (expedite) Liquor License Only New Application $194 (base) + $44 (disproportionate) = $238 Renewal $105 (base) + $44 (disproportionate) = $149 New Salon Chair/Vending New Application $92 (base) Renewal $25 Residential Rental New Application $119 (base) Renewal $30 Temporary - Except Fireworks $194 (base) Temporary - Fireworks $194 (base) + $136 (disproportionate) = $330 Sexually Oriented Business Semi-Nude Entertainment Bus. $2,122 Adult Business $2,122 Semi-Nude Dancing Agency $2,122 Out-Call Business $2,122 Delinquent Fees (1-30 days after payment due date) 25% of base fee Delinquent Fees (31-60 days after payment due date) 50% of base fee Delinquent Fees (61-90 days after payment due date) 100% of base fee Duplicate License Fee $15 Name Change Fee $20 Reasonable Accommodation Hearing Actual cost of hearing officer's time Collection Fees Standard Collection (In-State) 30% of amount owed Legal (In-State) 30% of amount owed Standard Collection (Out-of-State) 50% of amount owed Legal (Out-of-State) 50% of amount owed Returned Check Fee $20 Returned EFT/ACH Fee $20 per returned transaction

City of South Jordan, Utah Tentative Budget FY 2020-2021

173 Fee Schedule

DESCRIPTION FY 2020-2021

Court Fees Plea in Abeyance $25 Small Claims Counter Affidavit $2,000 or Less $50 As per Admin. Office of Court Small Claims Counter Affidavit > $2,000 to $7500 $70 As per Admin. Office of Court Small Claims Counter Affidavit > $7500 to $10,000 $120 As per Admin. Office of Court Small Claims Fees 2,000 or Less $60 As per Admin. Office of Court Small Claims Fees > $2,000 to $7,500 $100 As per Admin. Office of Court Small Claims Fees > $7500 to $10,000 $185 As per Admin. Office of Court Small Claims Appeal $235 $225 to District Court, $10 to City Garnishment Filing Fee $50 As per Admin. Office of Court Expungement $135 $30 per Certified Copy Certified Copy (per document) $4 plus $.50 per page. As per Admin. Office of Court Record Fees: CJA Rule 4-202.08 Audio CD $10 Paper $0.25 per image Mailing Actual cost Fax $5 for 10 pages or less. Add’l pages are $0.50 per page Personnel Time First 15 min. free Clerical Assistant $15 per hour Development Services Fees (Fees shown below contain costs for planning, engineering and building services) Any person who commences any work on a building, structure, electrical, gas, mechanical, or plumbing system before obtaining the necessary permits shall be subject to a double permit fee. Building Permit Demolition $44 Building Permits Commercial Additions/Tenant Improvements $377 base $0-$500 $412 $501-$2,000 $541 $2,001-$40,000 $797 $40,001-$100,000 $1,149 $100,001-$500,000 $1,663 $500,001+ $3,021 Building Permits New Commercial Building/General $586 base $0-$100,000 $2,874 $100,001-$500,000 $6,173 $500,000-$1,000,000 $9,576 $1,000,001-$5,000,000 $17,550 $5,000,001+ $31,139

City of South Jordan, Utah Tentative Budget FY 2020-2021

174 Fee Schedule

DESCRIPTION FY 2020-2021

Building Permits New Commerical R-2 $586 base $0-$500,000 $4,294 $500,001-$1,000,000 $6,350 $1,000,001-$5,000,000 $18,460 $5,000,001+ $32,621 Building Permits Plumbing, Mechanical, Electrical (PME) Only (No $28 base Review) Residential $94 Cpmmercial $133 Solar $128 Building Permits Residential Alterations (Basement/Interior Remodel) $94 base $0-$500 $230 $501-$2,000 $370 $2,001-$40,000 $457 $40,001-$100,000 $851 $100,001+ $977 Building Permits Residential Additions (Detached Garare/Pool/etc.) $109 base $0-$500 $436 $501-$2,000 $356 $2,001-$40,000 $576 $40,001-$100,000 $874 $100,001+ $1,340 Building Permits Single Family Residential & Multi-Family Residential $383 base $0-$500,000 $2,396 $500,001+ $2,871 Inspections outside of normal business hours $54 per hour (minimum charge - 2 hours) Re-inspection Fee $108 Inspections for which no fee is specifically indicated $54 per hour (minimum charge - 1/2 hour) Additional Plan Review Fee $122 For use of outside consultants for plan checking and inspections Actual costs Accessibility & Energy Review Fee $25 Off Site Cleaning Fee $78 Subdivision Preliminary $1,489 base + $66 per lot Subdivision Final $1,477 base + $297 per lot Subdivision Amendment (same regardless of lot number) $1,352 Site Plan Amendment Review $1,352 Site Plan Review (small site 0-3 acres) $4,429 Site Plan Review (all other site 3+ acres) $5,511

City of South Jordan, Utah Tentative Budget FY 2020-2021

175 Fee Schedule

DESCRIPTION FY 2020-2021

Minor Site Plan Amendment $504 Small Residential Development $1,161 Accessory Living Unit Planning Commission Review $682 Accessory Living Unit Staff Review $135 Conditional Use Permit $626 Land Use Amendment $1,005 Amendment $1,414 Rezone $1,414 Rezone with Master Development Plan (MDP) - required with all mixed $2,227 use rezones and land use amendments Zone to P-C Zone $23 per acre Rezone with Development Agreement (optional) $2,557 Developemtn Agreement Amendment $1,143 City Code Text Amendment $1,615 Annexation $1,197 Sign Permit $198 Sign Permit - Temporary Banner $45 Master Sign Design Guidelines Review $288 Appeal to Planning Commission $288 Appeals to City Council $819 Actual cost of hearing officer’s time based on contract with City. $819 retainer required. If actual cost is less then retainer, the difference between actual cost and retainer will be refunded to Appeal to Appeal and Variance Hearing Officer applicant. If actual cost is greater than retainer, applicant must pay the difference between actual cost and retainer before receiving hearing officer’s decision. Bond Landscaping Fee $50 if paid with credit card, 3% will be added to total Impounded Sign Release Fee $30 Nonconforming Use/Lot Review Fee $39 Wind Energy Conversion Systems $608 Residential Chicken Permit $58 Time Extension Fee Half of application type base fee Lot Line Adjustment $260 Zoning Compliance Letter $250 Overtime Inspector fee $61 per hour Overtime Truck Fee $53 per day Curb Cut Encroachment Permit $151 Standard Encrocahment Permits $245 Re-Issuance of Encroachment Permit Fee $129

City of South Jordan, Utah Tentative Budget FY 2020-2021

176 Fee Schedule

DESCRIPTION FY 2020-2021

Land Disturbance Fee $350 Re-Issuance of Land Disturbance Permit $150 TV Video Inspection Fee $72 base + $0.77 per linear foot of pipe Cold Weather Paving Application Fee $197 Streetlight Connection Fee $150 per streetlight Small Wireless Facility - Application Fee $100 Small Wireless Freestanding Installation - Application Fee $250 Traffic Control Fee (Encroachment Permit) $50 per day Facility Rental Fees City Hall Council Chambers - Security Deposit $250 Refundable if no damage and nothing missing Council Chambers $150 per hour Public Safety Building Oquirrh/Wasatch Room - Security Deposit $250 Refundable if no damage and nothing missing Oquirrh/Wasatch Room $150 per hour Fire Station Community Rooms Resident Weekdays 8am-5pm (min 2 hrs) $25 per hour Weekdays after 5pm (min 2 hrs) $45 per hour Saturdays (min 2 hrs) $45 per hour Non-resident Weekdays 8am-5pm (min 2 hrs) $45 per hour Weekdays after 5pm (min 2 hrs) $65 per hour Saturdays (min 2 hrs) $65 per hour Community Center Resident $120 Refundable if no damage and nothing missing Security Deposit Non-resident $160 Refundable if no damage and nothing missing Room 126 & 127/Open Seating Area Resident Weekdays 8am-5pm (min 2 hrs) $25 per hour, limited availability Monday - Friday 3:30-10:00pm (min 2 hrs) $45 per hour Saturdays & Sundays (min 2 hrs) $45 per hour Non-resident Weekdays 8am-5pm (min 2 hrs) $45 per hour, limited availability Monday - Friday 3:30-10:00pm (min 2 hrs) $65 per hour Saturdays & Sundays (min 2 hrs) $65 per hour

City of South Jordan, Utah Tentative Budget FY 2020-2021

177 Fee Schedule

DESCRIPTION FY 2020-2021 Auditorium Resident Weekdays 8am-5pm (min 2 hrs) $75 per hour, limited availability Monday - Friday 3:30-10:00pm (min 2 hrs) $95 per hour Saturdays & Sundays (min 2 hrs) $95 per hour Non-resident Weekdays 8am-5pm (min 2 hrs) $110 per hour, limited availability Monday - Friday 3:30-10:00pm (min 2 hrs) $130 per hour Saturdays & Sundays (min 2 hrs) $130 per hour Kitchen Available upon request with meeting room & auditorium rental Gale Center Security Deposit $120 Refundable if no damage and nothing missing Auditorium (hourly) Resident Weekdays 8am-5pm $25 per hour, Minimum 2 hours, Limited Availability Weekdays after 5pm $45 per hour, Minimum 2 hours Saturdays $45 per hour, Minimum 2 hours Non-resident Weekdays 8am-5pm $45 per hour, Minimum 2 hours, Limited Availability Weekdays after 5pm $65 per hour, Minimum 2 hours Saturdays $65 per hour, Minimum 2 hours Finance Fees Annual Report Free Online Telecommunication Franchise Fee Application $500 Fire Department Fees Fire Inspection/Permit Fees Initial inspection included with license fee Annual Life Safety Inspection $75 For each re-inspection after the 2nd $100 for all subsequent re-inspections Per ICC/SJC Valuation Fee Schedule Commercial Sprinkler Plan Review//System Inspection $135 For each re-inspection after the 2nd $135 Residential Sprinkler Plan Review/System Inspection $50 For each re-inspection after the 2nd Underground Flammable/Combustible Liquid Storage Tank &/or Line $350 per site Installation Underground Flammable/Combustible Liquid Storage Tank &/or Line $300 per site Removal

City of South Jordan, Utah Tentative Budget FY 2020-2021

178 Fee Schedule

DESCRIPTION FY 2020-2021

Above Ground Flammable/Combustible Liquid Storage Tank Installation $125 per site Tent/Canopy/Air Supported Structure $50 1st tent/canopy - $10 for each additional tent Public Fireworks Display $60 per display Medical Gas Test $50 Hydrant Flow Test $50 per request Emergency Services - Ambulance Non-Transport, No Care Provided No Charge $25 or less in Supplies No Charge Non-Transport, Care Provided > $25 in Supplies Supply Charge Only (applies to consumable supplies only) Basic Maximum allowed by BEMS plus appropriate surcharges Intermediate Maximum allowed by BEMS plus appropriate surcharges Ambulance Transport ALS Maximum allowed by BEMS plus appropriate surcharges Interfacility Transfer Maximum allowed by BEMS plus appropriate surcharges or as per written agreement or contract. Ambulance Transport - Mileage Scene to hospital only Maximum allowed by BEMS Consumable Medications Bundled Fee Emergency Services- Cost Recovery/Standby Maximum allowed by FEMA Schedule of Equipment Rates plus approriate surcharges (personnel, equipment, and/or consumables) Apparatus: All or as per Metro Fire Agency cost recovery schedule, whichever is greater. Maximum allowed by FEMA Schedule of Equipment Rates plus approriate surcharges (personnel, equipment, and/or consumables) Equipment: Fire Suppression, Rescue, and Hazardous Materials or as per Metro Fire Agency cost recovery schedule, whichever is greater. Actual cost of supplies plus appropriate surcharges (personnel, Consumables: Fire Suppression, Rescue, Haz-Mat, and apparatus, and/or equipment) or as per Metro Fire Agency cost Administrative recovery schedule, whichever is greater. per person per hour, or as per Metro Fire Agency Personnel: All positions $45 cost recovery schedule, whichever is greater. Community Education CPR/AED Resident $20 Non-resident $50 preference given to SJ residents C.E.R.T. Resident Actual cost of supplies only Non-resident $85 preference given to SJ residents First Aid Training Resident $20 Non-resident $50 preference given to SJ residents Disaster Preparedness Training Resident Free Non-resident $50 preference given to SJ residents

City of South Jordan, Utah Tentative Budget FY 2020-2021

179 Fee Schedule

DESCRIPTION FY 2020-2021

Resident $10 per extinguisher used Other Flu Vaccination $25 Fire Applicant Test Testing fee as determined by the Metro Fire Testing Consortium (not to exceed $50) GIS Fees Full Color 8.5 x 11 $2.50 or $1.00 for black and white copies Full Color 11 x 17 $5 or $1.00 for black and white copies Full Color 36 x 15 $15 or $5.00 for black and white copies Full Color 42 x 16 $20 or $5.00 for black and white copies Zoning and Land Use Maps Full Color 36 x 24 $24 or $5.00 for black and white copies Full Color 54 x 18 $27 or $5.00 for black and white copies Full Color 62 x 24 $40 or $5.00 for black and white copies Full Color 96 x 36 $96 or $5.00 for black and white copies GRAMA Fees Photocopy or print out of regular size record $0.25 Per page for records smaller than 11” X 17” Black and white photocopy or print out of oversized record $7 Per page for records larger than 11” X 17” Color photocopy or print out of oversized record $12 Per page for records larger than 11” X 17” Electronic recors, per DVD, CD, USB Drive Actual cost of device provided Video records, per tape $5 Audio records, per tape $10 Fax request (long distnace whithin US) per fax number $2 Fax request (long distance outside US) per fax number $5 Mail request (address within US) per address $2 Mail request (address outside US) per address $5 Research or services fee: as provided by Utah Code 63-2-203 Extended research or services fee: as provided by Utah Code 63-2-203 Parks & Recreation Fees $50 No Cleaning Deposit Pavilion $75 No Cleaning Deposit No charge for use. If hosting event, must have liability insurance Horse Arena in the amount of $2 million with South Jordan City as additional insured and acquire a special event permit. If hosting event, must have liability insurance in the amount of $2 million with South Jordan City Skate Park Rental $50 per day as additional insured and acquire a special event permit. Special Event Permit Application Fee $30

City of South Jordan, Utah Tentative Budget FY 2020-2021

180 Fee Schedule

DESCRIPTION FY 2020-2021

Collected if the application received after code Expedited Special Events Permit $40 requirement, 30 day advance of event. Athletic Field Use - Non Recreational Play Only (Recreational Teams per Negotiated Contract) Youth/Adult Sports (BALLFIELDS) Residential $50 per field per day Field Rental without Prep Non-resident $75 per field per day Residential $75 per field per day Ballfield Field Rental with Prep Non-resident $100 per field per day Baseball Field Lighting $15 per hour per field Softball Field Lighting $15 per hour per field Football and Soccer Residential $50 per field per day Field Rental Non-resident $75 per field per day Residential $75 per field per day Field Rental with Prep Non-resident $100 per field per day Concession Facility Concession Facility Rental $500 per season (fee not deposit) Ice Skating Rink Ice Skate Rentals $2 per pair Group Ice Skate Rental $1.75 per pair (15 people or more) Mulligans Golf & Games Miniature Golf Adult $7.50 Children (11 & under) $6 Rerounds (same course) $3 Group 15% off Must have at least 15 people. Batting Cages One token (25 pitches) $2 Bat pass (15 tokens) $26 Bat Rental $1 Greens The Ridge (9 holes) $10 The Meadows (9 holes) $8 Golf Cart (per cart) $12 (per person per cart) $6 Pull Carts $2 Seniors (60 & over) and Juniors (11 and under) $0.50 discounted prices Rental Clubs $8 9 holes

City of South Jordan, Utah Tentative Budget FY 2020-2021

181 Fee Schedule

DESCRIPTION FY 2020-2021

Range Large Bucket (120 balls) $10 20 Punch Pass $160 10 Punch Pass $83.50 5 Punch Pass $48 Medium Bucket (80 balls) $8.50 20 Punch Pass $136 10 Punch Pass $71 5 Punch Pass $37 Small Bucket (40 balls) $6.50 20 Punch Pass $102.50 10 Punch Pass $53.50 5 Punch Pass $28 Golf Instruction contract agreement Passes Season Pass - Range Only $750 per year Season Pass - Range & Golf $800 per year Season Pass - Junior Golf & Range $500 per year Season Golf Cart Pass $450 per year Golf Cart Punch Pass (20 Punches) $100 per year Senior Punch Pass (20 Punches) $120 per year Recreation Center Resident Membership Rates (Annual) Adult (18+ years) $220 3 months - $90 Senior (60+) or Adult with Qualified Disability $120 3 months - $50 Youth (4-17) $120 3 months - $50 Child (0-3) Free Add’l Adult (18+ years) $105 3 months - $50 Add’l Senior (60+) or Adult with Qualified Disability $55 3 months - $25 Add’l Youth (4-17) $30 3 months - $13 Non-Resident Membership Rates (Annual) Adult (18+ years) $270 3 months - $110 Senior (60+) or Adult with Qualified Disability $145 3 months - $60 Youth (4-17) $145 3 months - $60 Child (0-3) Free Add’l Adult (18+ years) $130 3 months - $60 Add’l Senior (60+) or Adult with Qualified Disability $65 3 months - $30 Add’l Youth (4-17) $38 3 months - $16

City of South Jordan, Utah Tentative Budget FY 2020-2021

182 Fee Schedule

DESCRIPTION FY 2020-2021

Employee Membership Rates FT Employee or Elected Official Free PT Employee or Elected Official $3.75 per pay period Add’l Adult (18+ years) $4.04 per pay period Add’l Senior (60+) or Adult with Qualified Disability $2.12 per pay period Add’l Youth (4-17) $1.15 per pay period Electronic Fund Transfer (EFT) Fee 3% per account per month Day Pass $5 Adult, $3 Senior or Youth Fitness Classes Resident $40 10 - Pass Card Non-resident $40 Senior/Youth $40 Senior & Youth will have 15 punches Basketball Court Rental $65 Per Hour per hour, $10 per hour discount for those renting Turf Room Rental $80 more than 10 hours. Group Ex Room Rental $65 Per Hour Splash Room Rental $75 Per Hour (Includes 15 Youth Day Passes) Sundeck Rental $100 per hour Horseshoes Pit No charge for regular play Tennis Courts No charge for regular play Private Court Use Reservation $10 per court (Rec. Dept. pre-approval required) Tournaments, League Play and Instructor Lessons negotiated by contract Memorial Park (Cemetery) Purchase of grave (Resident) $750 Purchase of grave (Non-Resident) $1,125 Burial Type Outer Area Initial Fees Open/Close Resident $1,195 $567 Flat Marker Space Non-Resident $1,695 $750 Resident $1,795 $750 Raised Marker Space Non-Resident $2,295 $990 Island Area Initial Fees Open/Close Resident $1,895 $585 Flat Marker Space Non-Resident $2,395 $775 Resident $2,295 $775 Raised Marker Space Non-Resident $2,859 $1,025

City of South Jordan, Utah Tentative Budget FY 2020-2021

183 Fee Schedule

DESCRIPTION FY 2020-2021 Cremation Garden Initial Fees Open/Close Resident $200 $100 Ossuary Non-Resident $300 $135 Resident $350 Pillow Cenotaph Non-Resident $465 Resident $520 $250 Granite Tablet Non-Resident $690 $330 Resident $1,795 $475 Premium Companion Non-Resident $2,360 $625 Resident $1,090 $475 Premium Individual Non-Resident $1,430 $625 Resident $1,150 $375 Companion Post Marker Non-Resident $1,520 $495 Resident $895 $375 Individual Post Marker Non-Resident $1,180 $495 Resident $9,500 $250 Tree Estate Non-Resident $12,540 $330 Resident $6,875 $375 Bridge Niche Non-Resident $9,075 $495 Resident $24,750 $475 Family Columbarium Non-Resident $32,670 $625 Resident $1,295 $375 Community Columbarium Non-Resident $1,710 $495 Resident $19,250 $475 Cremation Pedestal Non-Resident $25,410 $625 Resident $2,750 $250 Niche Boulder Non-Resident $3,630 $330 Resident $8,500 $475 Cremation Bench Non-Resident $11,220 $625 Perpetual Care fund $438 Weekday $567 Open/Closing (Resident) Weekend/Holiday $1,067 Weekday $750 Open/Closing (Non-Resident) Weekend/Holiday $1,500 Weekday $220 Open/Closing (Infant/Cremation) Weekend/Holiday $720 Weekday $400 Disinterment Fee Weekend/Holiday $600

City of South Jordan, Utah Tentative Budget FY 2020-2021

184 Fee Schedule

DESCRIPTION FY 2020-2021

Certificate (Lost or Transferred) $5 Monument Location Fee $35 Repairs per hr plus cost of item (i.e… Tree $50 replacement @ $200) Police Department Fees Fingerprinting $10 per card Background Checks $10 Right of Access $10 Police Reports $5 Traffic Accident Report $5 Personnel Costs - Standby $30 Vehicle Fee for Contractual Service $7 per hour Police Clearance Letter $9 notary and a background check Shopping Cart - Recovery Fee $5 per occurance Shopping Cart - Impound Fee $15 per cart Shopping Cart - Application Fee $50 for exemption or administrative hearing Sex Offender Registry Fee $25 Sex Offender DNA Fee $25 Animal Control Fees Dog License $10 Dog License renewal (Sterlized) $5 annually Dog License renewal (Unsterlized) $20 annually Vicious Dog Fee (Sterilized) $150 annually Vicious Dog Fee (Unsterilized) $250 annually Late Fee $17 Impound Fee Domestic Animals $32 plus $8 per day Second Impound $50 plus $8 per day Third and Above Impound $100 plus $8 per day Livestock $60 plus $12 per day Microchip Service $20 Adoption $25 Disposal $25 False Alarm Fees 1st Time (in a year) No Charge 2nd Time (in a year) No Charge 3rd Time (in a year) $62 Thereafter (in a year) $124 False Alarm Late Fee $11 minimum or 18% Annual Interest Rate

City of South Jordan, Utah Tentative Budget FY 2020-2021

185 Fee Schedule

DESCRIPTION FY 2020-2021

Solid Waste Regulatory Fees Commercial Hauler 6% of all gross receipts payable monthly Private Hauler $120 Annually Storm Drain Fees per month (total residential storm drain fee = Residential $7.15 1 ERU*) *ERU is equivalent residential unit equal 4,752 square feet of impervious surface per month (total non-residential rate storm drain Non-residential $7.15 fee per ERU*) *Non-residential fees will be calculated based on the following formula: square feet of impervious surface/ 1 ERU = monthly fee *example: a non-residential property with 26,136 square feet of impervious surface (26,136 sq.ft./4,752 sq. ft. = 5.5 ERU’s = 5.5 x $8.50 = $46.75) TV Video Inspection Fee $200 base plus $1.90 per linear foot of pipe Storm Drain Cleaning Fee $250 base plus $250 per hour Storm Water Inlet Marker $5 per marker Inlet Filter BMP $20-$30 per filter, depending on size Maintenance Agreement Inspection $250 per inspection Work Reinstatement Fee $250 per reinstatement Street Sweeping Fee (contractor failure to clean up) $530 plus personnel & equipment costs Waste Collection Fees $40 per weekday Dumpster $80 per weekend 30 Yard Dumpster $160 per weekend Overweight or Overfilled Dumpsters $250 tires, chemicals, batteries, electronics, concrete, Unaccepted Items in Dumpster $50 per item large tree stumps, etc. Container Swap Out Fee $100 per container 1st Can $10.17 per month Each additional can $8.86 per month Senior Option (70 gallon can) $9.80 per month Early Return of 2nd can < 1 yr $54 Recycling $4.69 per container per month Suspension Fee (period must be >30 days) $22 Special Services Pickup $15.00 Trash 5’x5’x5’ pile of debris Christmas Tree Pickup $10.00

City of South Jordan, Utah Tentative Budget FY 2020-2021

186 Fee Schedule

DESCRIPTION FY 2020-2021

Water Rates Culinary Water Rates Monthly Culinary Water Base Rates Connection Size Base Fee Multipliers 3/4" $30.00 1" 1.09 $32.80 1 1/2" 1.12 $33.50 2" 1.23 $37.00 3" 1.82 $54.50 4" 2.47 $74.10 6" 4.27 $128.00 8" 6.60 $198.00 10" 8.00 $240.00 Volumetric Culinary Water Rate Structures Single Family 3/4" Meter Minimum Maximum - 6,000 $2.00 6,001 17,000 $2.25 17,001 42,000 $2.50 42,001 74,000 $2.75 74,001 999,999,999,999 $3.00 Single Family 1" Meter Minimum Maximum - 7,000 $2.00 7,001 19,000 $2.25 19,001 46,000 $2.50 46,001 81,000 $2.75 81,001 999,999,999,999 $3.00 Non-SFR 3/4" Meter Minimum Maximum - 12,000 $2.00 12,001 34,000 $2.25 34,001 84,000 $2.50 84,001 148,000 $2.75 148,001 2,000,000,000,000 $3.00

City of South Jordan, Utah Tentative Budget FY 2020-2021

187 Fee Schedule

DESCRIPTION FY 2020-2021

Non-SFR 1" Meter Minimum Maximum - 14,000 $2.00 14,001 38,000 $2.25 38,001 92,000 $2.50 92,001 162,000 $2.75 162,001 2,000,000,000,000 $3.00 1 1/2" Meter Minimum Maximum - 24,000 $2.00 24,001 68,000 $2.25 68,001 168,000 $2.50 168,001 296,000 $2.75 296,001 4,000,000,000,000 $3.00 2" Meter Minimum Maximum - 48,000 $2.00 48,001 136,000 $2.25 136,001 336,000 $2.50 336,001 592,000 $2.75 592,001 8,000,000,000,000 $3.00 3" Meter Minimum Maximum - 90,000 $2.00 90,001 255,000 $2.25 225,001 630,000 $2.50 630,001 1,110,000 $2.75 1,110,001 15,000,000,000,000 $3.00 4" Meter Minimum Maximum - 150,000 $2.00 150,001 425,000 $2.25 425,001 1,050,000 $2.50 1,050,001 1,850,000 $2.75 1,850,001 25,000,000,000,000 $3.00

City of South Jordan, Utah Tentative Budget FY 2020-2021

188 Fee Schedule

DESCRIPTION FY 2020-2021

6" Meter Minimum Maximum - 336,000 $2.00 336,001 952,000 $2.25 952,001 2,352,000 $2.50 2,352,001 4,144,000 $2.75 4,144,001 56,000,000,000,000 $3.00 8" Meter Minimum Maximum - 576,000 $2.00 576,001 1,632,000 $2.25 1,632,001 4,032,000 $2.50 4,032,001 7,104,000 $2.75 7,104,001 96,000,000,000,000 $3.00 10" Meter Minimum Maximum - 720,000 $2.00 720,001 2,040,000 $2.25 2,040,001 5,040,000 $2.50 5,040,001 8,880,000 $2.75 8,880,001 120,000,000,000,000 $3.00 Secondary Water Rates Base Rate $18 Pumped Rate $5.20 Secondary Water Share Leasing Administration Fee $10 on top of the canal company assessed fee Cash in lieu of water shares required by development Market Rate (per acre foot) New Service Fee $17 Transfer of Service within City Limits $12 Turn on service (excluding new of transferred service) $35 Turn off service (excluding permanent discontinuance of service) $35 Reconnection Fee $75 Residential Construction Water (Shall not be prorated) $212 for each 90 days Commercial Construction Water (Shall not be prorated) $2.18 per 1000 gallons used Commercial/Landscape Meter Set $310 Plus Cost of Meter Fire Hydrant Usage (shall not be prorated) $2.18 per 1000 gallons used $1,525 use $10/day rental including weekends for the days Fire Hydrant Meter Deposit refundable remaining in the 1st month. Each month thereafter $100 per month.

City of South Jordan, Utah Tentative Budget FY 2020-2021

189 Fee Schedule

DESCRIPTION FY 2020-2021

Fire Hydrant Administration Fee $55 Failure to Have Fire Hydrant Meter Read Fee $250 Flushing Fee $250 plus the cost of water Commercial Backflow Inspection $130 per inspection Water Pressure Inspection Fee $65 per inspection After Hours Contractor Work Request $43 per hour Water Sample Fee $65 per sample Water Meter Installation Call Back $40 and $40 per additional call back Water Meter Tampering Fee $70 per tampering Water Meter Fee (3/4”) $333 per meter Water Meter Fee (1”) $427 per meter Water Meter Fee (1.5") $916 per meter Water Meter Fee (2") $1,091 per meter Water Meter Fee (3") $2,573 per meter Water Meter Fee (4") $3,764 per meter Water Meter Fee (6") $5,176 per meter Non-Metered Base Rate Service Fee $1.50 per month Broken Transponder Replacement Fee $102.50 Antennas $46.25 ERT's $88 Registers $79.64 Late Fee $0.50 or 5% per month, whichever is larger Second Violation of the Water Shortage Management Plan $100.00 Third & Subsequent Violations of the Water Shortage Management $500.00 Plan Note: Impact Fees are not included in Fee Schedule

City of South Jordan, Utah Tentative Budget FY 2020-2021

190 South Jordan City Dumpster Program

South Jordan City Fishing Ponds & Trails

City of South Jordan, Utah Tentative Budget FY 2020-2021

191 South Jordan At A Glance

School District Jordan School District www.jordandistrict.org

Location Located in the southwest portion of the Salt Lake Valley, 13 miles south of Salt Lake City

Climate On average, there are 225 sunny days per year. The July high is around 94 degrees. The January low is 23 degrees.

Area 22.26 square miles

Elevation

4,316 feet above sea level along the Jordan River, to a high of 5,216 feet along state road U-111 Vision Statement We are a family oriented community, founded upon principles of accountability, integrity, and innovation with Parks & Open Space 641 acres an unwillingness to compromise in securing a sustainable environment for future generations. Credit Rating Implied GO = AAA Mission Statement South Jordan City provides service oriented, responsible government, consistent with the community’s values, Population priorities and expectations for a high quality of life, South Jordan City is one of the fastest growing cities in enhancing the City’s fiscal health, providing professional the State of Utah. On average, the City’s population has and innovative services, and managing the City’s resources, doubled every decade since 1960. According to data from while planning for the future. the U.S. Census Bureau, South Jordan is currently the 11th largest city in the state. South Jordan’s population was 71,732 in 2018. This represents a 1 percent increase over Incorporation the previous year and a 42 percent increase since 2010. 1935 Approximately 35 percent is under the age of 18, and the median age is 33. Government The City of South Jordan operates under the Council- Education Manager form of government South Jordan is part of the Jordan School District. Over 96 percent of South Jordan’s residents aged 25 or over have County received a high school diploma. Close to 41 percent have Salt Lake County obtained a bachelor’s degree or higher. www.slco.org

City of South Jordan, Utah Tentative Budget FY 2020-2021

192 South Jordan At A Glance

Income Building Permits South Jordan’s median household income on average from While known for its large single-family lots, the City’s 2013 to 2017 was $99,856 and the per capita income in housing inventory has become more diverse in the last 2017 was $36,125. decade. An average of 861 dwelling units have been permitted per year over the last 5 years, 50% of those being town homes and apartments. The City issued Persons per Household approximately 1,042 residential and 126 commercial The average number of persons per household in South building permits in fiscal year 2019. Jordan owner-occupied and renter-occupied homes was

3.45 in 2017.

Housing Units Residential Units Permitted by Year In 2010, 81.2 percent of the 14,943 1400 housing units were owner occupied, 14.7 percent were renter-occupied, 1200 and 4.1 percent were vacant. In 1000 2000, there were 7,507 housing units - 89.7 percent owner occupied, 800 10.3 percent renter-occupied, and 600 2.8 percent were vacant. There were 99 percent more total housing units 400 from 2000 to 2010. 200

0 2012 2013 2014 2015 2016 2017 2018 2019

Single Family Detached Attached-Side by Side Attached-Stacked

Principal Employers, FY 2019 Rank Taxpayer Taxable Assessed Value 1 Merit Medical 2,077 2 Ultradent 1,550 3 Jordan School District 1,416 4 Willis Towers Watson 1,000 5 Wal-Mart Supercenter 792 6 AdvancedMD 655 7 IHC Health Services 600 8 City of South Jordan 566 9 Lucid Software 509 10 Rio Tinto Services 500 Total 9,665

City of South Jordan, Utah Tentative Budget FY 2020-2021

193 South Jordan At A Glance

Top 25 Major Sales/Use Tax Contributors, FY 2019 Walmart Unique Auto Body Carmax Superstore Costco Wholesale World Wide Technology TIm Dahle Nissan Sam’s Club Jerry Seiner Hobby Lobby Utah Power & Light Harmons Volkswagen Southtowne Megaplex 20 Amazon.com Smiths Food & Drug Sprouts Farmers Market Apple Computer Inc Questar Gas Company Riverton Chevrolet Executech Utah USTC Motor Vehicle Target Merit Medical Systems Inc Perry Brothers Honda World Microsoft Corp Retail Sales and Sales Tax Revenue $15.2 million in fiscal year 2019, a decrease of $260 South Jordan’s retail and food sales totaled $1.57 billion in thousand, or 1.7 percent, compared to $15.4 million in 2019, a decrease of 8 percent from the $1.7 billion in the fiscal year 2018. prior year. Sales and use tax revenue totaled

Principal Property Taxpayers, FY 2019 Rank Taxpayer Taxable Assessed Value 1 Riverpark LLC $300,665,000 2 eBay Inc $136,081,600 3 Merit Medical Systems Inc $73,255,144 4 Boyer Jordan Heights $69,772,900 5 San Tropez Holdings LLC $65,486,951 6 Miles Group $63,581,350 7 SoJo Station North LLC $46,080,510 8 Ivory Development LLC $39,126,115 9 WW Daybreak LLC $37,216,630 10 Wal-Mart $36,764,000 Total $868,030,200

City of South Jordan, Utah Tentative Budget FY 2020-2021

194 South Jordan At A Glance

Fire Protection FY 2019 Number Full-time employees 64 Part-time employees 23 Fire stations 3 ISO Rating 3 Fire fatalities 0 Fire injuries 0 Fire hydrants inspected 3,703 Flu vaccinations 144 Emergency calls for service (EMS) 4,559 Emergency calls for service (non EMS) 1,108 Patient transports 2,734 Cancelled calls 316 Other (refused care, transferred care, 1,494 DOA) Average response time (Combined) 8:76 min Inter-facility 13:44 min Streets & Street Lighting Police Protection FY 2019 Number Street lane miles maintained 645.3 FY 2019 Number Miles of sidewalk maintained 426.29 Full-time police officers 66 Number of street lights maintained 6,220 Priority 1 Response time 6:58 min Number of street signs maintained 9,044 All other Response time 9:40 min Part 1 Crimes (Homicide, Rape, Robbery, 1,186 Burglary, Theft, Arson) Water Crimes per 1,000 population 15.99 FY 2019 Number Total calls for police services 36,366 Residential accounts 20,854 Police case reports 17,781 Commercial accounts 829 Miles of water lines 393.84 Fleet Fire hydrants 3,832 Average daily water demand (mgd) 13.55 FY 2019 Number Daily water conveyance capacity (mgd) 31 City vehicles & equipment maintained 375 Miles of secondary water lines 180.16 Secondary water accounts 3,661

City of South Jordan, Utah Tentative Budget FY 2020-2021

195 South Jordan At A Glance

Storm Water Economics FY 2019 Number FY 2019 Number Miles of storm water pipe 143.21 Sales Tax: Storm water detention ponds 145 Taxable Sales 1,576,290,849 Storm clean out boxes 698 Sales Tax Revenue 15,207,236 Property Tax: Sanitation Assessed taxable property value 7,109,226,320 FY 2019 Number Property Tax Rate 0.001800% Tons of waste recycled annually 4,996 Bond Ratings: Tons of refuse collected annually 27,958 Implied GO Rating AAA Residential sanitation accounts 19,955 Debt: The City has no General Obligation debt, which Parks means no debt attached to property tax. FY 2019 Number Number of parks 37 Total acreage 403 acres Natural open space area 238.61 acres Trails 8.58 miles Park loop walkways 2.9 miles Number of park playgrounds 23 units Recreation FY 2019 Number Recreation sports leagues 73

City of South Jordan, Utah Tentative Budget FY 2020-2021

196 History of South Jordan

South Jordan, Utah is a rapidly growing community located which would extend beyond the front of the hillside using eleven miles south of Salt Lake City. South Jordan is known adobe brick for walls and logs for the extended roof. John W. for being a trendsetter within the valley while maintaining Winward became one of the first adobe brick makers in the a rural environment creating an ideal place to raise a family. South Jordan area. Building a kiln on his property, he produced South Jordan has a distinct air of uniqueness from the other bricks for adobe homes which eventually replaced the hillside metropolitan areas within the county. A rural atmosphere dugouts. Early pioneer homes in the area usually began with exists with large well kept yards, two rooms and as additional resources became available, and modern homes, immaculate parks, and annual events that as the family grew, other rooms would be added. celebrate the history of South Jordan. Farming & Business Alfalfa hay and grain were the The City of South Jordan has predominant crops raised in become a premier place within South Jordan’s early history. the county to live. Known for Sugar beets were introduced in its beauty, cleanliness, pristine 1910 and became the mainstay parks, quality schools, amazing of South Jordan’s agricultural community center, and abundant industry after a sugar factory was neighborhoods the city attracts built in Lehi, Utah. The first flour both residential and commercial mill was built in 1895 and ran interests. exclusively on water power. Many farmers brought wheat to the mill Settlement for processing and many found The community of South Jordan’s employment there as well. first residents were Alexander Beckstead and his family as they settled a tract of land along The Jordan Mercantile was the first official retail operation in the west side of the Jordan River in 1859. Alexander had South Jordan. Operated by the Joseph Holt family, the store immigrated from Canada in 1837 after joining The Church of offered commodities, household items as well as a shoe Jesus Christ of Latter-Day Saints (LDS). Most early settlers were department. The first business to offer gas and oil in South also members of the LDS faith an came from Europe by ship, Jordan began operations in 1928. then crossed the plains eventually settling in South Jordan. Industry The abundance of water, wildlife, and native grasses along Although agriculture was the main sources of sustenance for the Jordan River drew settlers to the area who had a hope of early settlers in South Jordan, many also worked at the United farming the land. Farming required a managed water supply, States Smelting and Refining company in Midvale, Utah to earn therefore Mr. Beckstead and others hand dug a two and a half mile canal to divert water from the Jordan River. The canal, appropriately name “The Beckstead Ditch”, was one of the main reasons the South Jordan settlement became a permanent community and continued to grow.

Initial settlers nicknamed the community “Gale” due to the southwest prevailing winds which blow frequently through the area. In fact, the town’s first train station was called the Gale Station and the first post office was called the Gale Post Office.

Early Homes Hillsides along the Jordan River provided the first homes for settlers of the South Jordan community. The settlers would literally dig a hole in the side of the hill to obtain shelter. As time permitted, more permanent type dugouts were built

City of South Jordan, Utah Tentative Budget FY 2020-2021

197 History of South Jordan additional income. The Bingham Canyon Mine, now called Growth Kennecott Copper also had a major influence in South Jordan’s South Jordan has seen dramatic increases in population over history. Several families earned a living providing teams and the years as housing has gradually replaced farmland. Between wagons to haul ore for the mine. Mining operations began in 1990 and 1999 South Jordan had the second highest growth 1903 and have continued for more than 100 years. rate in the State of Utah averaging more than 9.4% per year. The City encompasses 22.26 square miles and is home to more Incorporation than 70,000 residents. The average household size is 3.56 In 1935, with a population of more than two hundred residents persons. South Jordan’s population is expected to increase by in the South Jordan community, members of Voting District approximately 30,000 additional residents over the next twenty 329 petitioned for the right to become a town. The petition years. was accepted by the Board of Commissioners of Salt Lake County and the Town of South Jordan was officially created on Sources: Bateman, Ronald; Of Dugouts and Spires; South Jordan City Corporation, South November 8, 1935. Jordan, UT; 1998.

The Town of South Jordan operated under the leadership of a City of South Jordan; Economic Development. Board of Trustees for thirty-two years following incorporation. Jordan School District; Board of Education Minutes; December 1-2 1938. The first Board President was J.R. Peterson who served for five years. Marie Holt Palmer was hired as the first town clerk and Various City documents and memoranda. initially Town Board Meetings were held in her home.

City of Second Class Designation Lieutenant Governor Spencer J. Cox signed an Executive Proclamation on July 28, 2016 designating South Jordan as a city of the second class.

Tragic Event Tragedy struck South Jordan in December of 1938. Farrold “Slim” Silcox one of Jordan School District’s most experienced drivers was driving the new yellow school bus to school in a snowstorm. The bus carrying 39 people stopped at the tracks and then appeared to have some trouble climbing over the tracks, according to eyewitnesses. This could have been due to the heavy snow or trying to shift gears to navigate the incline.

The “Flying Ute” freight train was running a couple hours late due to the weather after leaving Denver. The locomotive was pulling eighty-four freight cars and traveling at about 52 miles per hour. The engineer, with over 32 years experience, saw the bus stopped on the tracks and ordered an emergency stop. The train did not stop and the impact sheared the bus in two. The bus motor was found 225 yards to the north, the frame of the bus was carried two blocks wrapped around the locomotive, and the shell of the bus was crunched like tin foil.

The driver and 23 people died leaving only 15 survivors, three of whom would later die due to injuries from the collision. It is as though time stands still as locals recall the train-bus tragedy that is the worst in South Jordan’s history.

City of South Jordan, Utah Tentative Budget FY 2020-2021

198 Key Fiscal Management Practices

Key Fiscal Management Practices are policy statements that result in a budget imbalance will require budget revision, rather provide a sense of the budgetary environment. Governmental than spending unappropriated surpluses or designated reserves budgeting is the process used to allocate financial resources to to support ongoing operations. If the budget imbalance is public services and projects. Budgeting helps policy makers set positive, no budget revision is required. Any year-end operating goals, assists program managers and Department Directors to surpluses will revert to unappropriated balances for use in improve organizational performance, and ensures that both the maintaining reserve levels set by policy, and the balance will be elected and appointed officials are accountable to the public. available for capital projects and/or “one-time only” General Fund expenditures, as approved by the City Council. The following formal policy statements are presented as principles that will govern the budget, accounting, and financial Investment of Funds: The City’s investment policy is to secure reporting for Fiscal Year 2020. its assets by collateralizing investment and money on deposit. In its investments, the City also seeks to maintain a sufficiently Compliance with Fiscal Standards: The City of South Jordan liquid position so that cash is available as needed for operating budget process complies with the Utah Fiscal Procedures Act and expenses. Within the framework of these two policies, the City Generally Accepted Accounting Principles (GAAP). The City will seeks to maximize its yield from investments. All investments seek to again qualify for the annual Government Finance Officers are made in strict conformance with the Utah Money Association Certificate of Achievement for Excellence in Financial Management Act, which governs the investment of public funds. Reporting and the Distinguished Budget Presentation Award City funds will be managed in a prudent and diligent manner Program. with emphasis on safety, liquidity, and yield, in that order.

Modified Accrual Basis: The City’s budget is based on the Revenue Projection: All revenue forecasts shall be conservative modified accrual basis of budgeting for all of its fund types. meaning it will be slightly underestimated to reduce the Under the modified accrual basis of accounting, revenues are probability of a revenue shortfall. Previous year trends, current recognized when they become measurable and available and economic conditions, and City population will be guiding factors qualify as current assets. Expenses are recorded when the in forecasting revenues. related liability is incurred. Revenue Diversification:An over dependence on any one Fund Accounting: The City follows principles of fund accounting source of funding to provide services will be minimized wherever for all governmental funds where each fund is defined as a practical. Annual review of fees and available funding sources separate accounting entity. Each fund is a self-balancing set of will occur during the budget process. accounts established for the purpose of carrying out specific activities in accordance with clearly defined restrictions and/or Revenue Stabilization Reserves: The City of South Jordan will limitations. For Enterprise Funds, the City follows principles of maintain a revenue stabilization reserve at a level equal to full accrual accounting as required by GAAP. the maximum permitted by law, which is currently 25% of the General Fund budgeted revenues as established by law. Any Budget Document: The operating budget is the annual financial funds in excess of this maximum will be available for capital plan for the City. It will serve as the policy document of the projects and/or “one-time only” General Fund expenditures, as City Council for implementing Council goals and objectives. approved by the City Council. The budget shall provide the staff with the resources necessary to accomplish City Council-determined service levels. A proposed One Time Revenues: The City of South Jordan will utilize operating budget for the following fiscal year shall be prepared one time or temporary funds to obtain capital assets or to and presented to the City Council by the first week in February make other nonrecurring purchases. The City will avoid using to be adopted as early as the first week in May but no later than temporary revenues to fund on-going services. the statutory deadline of June 22 of each year. Debt: The City will not issue debt obligations or use debt Balanced Operating Budget: The City shall annually adopt a proceeds to finance current operations. The City will utilize balanced budget where operating revenues are equal to, or debt obligations only for acquisition, construction or remodeling exceed, operating expenditures. Any increase in expenses, of capital improvements projects that cannot be funded from decrease in revenues, or combination of the two that would current revenue sources or in such cases wherein it is more

City of South Jordan, Utah Tentative Budget FY 2020-2021

199 Key Fiscal Management Practices

equitable to the users of the project to finance the project over its useful life. The City will approach debt cautiously and manage Inter-Fund Borrowing / Transactions Defined:Transfers its debt well below debt limits as outlined by Utah State Law and between funds are justified in limited situations: City Council direction. • Percentage transfers to the General Fund are justified as Capital Improvement Plan: The City has developed a five-year returns on investments or as overhead charges assessed to capital improvement plan which is updated yearly in order to the enterprise activity for the indirect costs incurred by the anticipate long term capital needs. The five-year capital includes General Fund in administering the activity. elements from the various Master Plans adopted by the City Council. The capital improvement plan helps establish staff • Inter-Fund borrowing may occur during the budget year as a capital improvement priorities for City Council consideration cash management measure. It allows a surplus in one fund and supports the forecasting and anticipation of future year to be used to offset a shortfall in another. Any fund transfer expenditures. from an Enterprise Fund to the General Fund requires authorization of the City Council by Resolution. Capital Needs Financing: The City of South Jordan will, where possible, and in accordance with the adopted Capital • Inter-fund transactions that do occur shall be clearly Improvement Plan, Capital Facility Plans, and approved identified and monitored for settlement. Master Plans, employ pay-as-you-go financing to save interest expenditures, preserve debt capacity for future borrowing, and • Inter-Fund Borrowing / Transactions Policies: Administrative avoid encumbering future budgets with mandatory debt service fees charged by the General Fund to the City’s enterprise expenditures. Exceptions to this practice will be for capital funds will be charged based on direct and allocated costs. expenditures which are determined by the City Council to be These fees will be reviewed and adjusted annually during time sensitive for purposes of public health, safety, welfare, or the budget process. for economic gain. • Inter-fund borrowing shall only occur in an emergency status Capital Expenditures: All capital projects planned and budgeted situation where reserves are insufficient to meet projected for in any given fiscal year will have funding identified and needs. Inter-fund borrowing must be approved by the City proven to be available. This means that projects are only Council by Resolution. undertaken with funding already secured. • Inter-fund transfers will only occur once per funding source Fees: The City Council shall review fees annually to assure that and must be identified as to the specific purpose of the fees reflect the targeted level of cost recovery. expenditure. No transfers shall be made as a contribution to a fund balance, which has not been earmarked for a specific Enterprise Funds: In general, Enterprise Funds should be self- project. supporting if: • Inter-fund transfers shall have a set timeline for remittance • the benefits largely accrue to the users of the service, to the fund from which funds are transferred.

• collecting a fee from the end user is administratively Compensation Committee: Employee compensation is the City’s feasible, and most significant expense. By resolution, the City has established a Compensation Committee, with Council, management, and • the service can effectively be priced at its full cost without citizen members tasked with annually reviewing employee pay detracting from the purpose of the fund. and benefits. After consideration of costs, market conditions, recruitment, retention and sustainability, the Committee is • Each enterprise fund budget shall be balanced where charged with making specific recommendations to the entire operating revenues are equal to, or exceed, operating Council in a collaborative process, early in the budget cycle. expenditures. Risk Management: The City is a member of the Utah Risk Management Mutual Association (URMMA), an organization

City of South Jordan, Utah Tentative Budget FY 2020-2021

200 Key Fiscal Management Practices

created to provide self-funded liability insurance to municipalities. URMMA has well-defined standards which Audit Committee: The Audit Committee is responsible for the its participating cities are asked to follow to minimize their selection of an independent auditing firm and management of insurance risks. The City operates a risk management and loss the auditing and reporting process. prevention program to minimize losses. Independent Audit: State statutes require an annual audit by Budget Adjustments: independent certified public accountants. Generally accepted • Budget transfers (non-personnel related) between accounts auditing standards and the standards set forth in the General within a department budget requires the Department Accounting Office’s Governmental Auditing Standards will be Director’s authorization. used by auditors in conducting the engagement. The selection of the Auditor and management of the auditing and reporting • Budget transfers between departments, but within the same process will be directed by the City’s Audit Committee. fund, requires both Department Directors authorization.

• Budget transfers between funds require City Council approval which is obtained through the budget amendment process.

Budget Oversight: The Budget Officer has authority to move line items to a “frozen appropriation” status or seek appropriate cuts if revenues fail to keep pace with projections, after consultation with the City Council and consideration of the actions proposed on the Wages and Benefits, Operations, and Capital Expenditures spending ratio. No project requiring funding shall be approved by the City Council unless funding has been identified and proven available. Projects of $50,000 or more (even though approved with the annual budget) will be presented to the City Council before expenditures or commitments for expenditures are made, in order for a final review and vote to proceed.

Priority Based Budgeting: A priority-driven budget process allocates resources based on how effectively a program or service achieves strategic priorities, goals and objectives that are of greatest value to the community. South Jordan City implemented this philosophy in FY 2015-16, by first, identifying the communities most important strategic priorities; and then, through a collaborative, evidence-based process ranked programs or services according to how well they align with the priorities and then allocated funding in accordance with the ranking.

Financial Reporting and Monitoring: The Finance Department will provide monthly financial reports reflecting the operations of individual funds. Such reports contain information by which City Management can manage city departments and services effectively. These reports are in part designed to alert impending short falls in revenues or overruns in expenditures. The City will monitor revenues against expenditures.

City of South Jordan, Utah Tentative Budget FY 2020-2021

201 Revenue Source Detail

The revenue section provides basic information about the revenue sources for the City that exceed $10,000.

The city revenues in this section are generally organized Each revenue source includes the by: following information (when applicable): a. State Authorized Revenues b. Franchise Fees • Description c. Charges for Services • Fund Number d. Other Miscellaneous Revenues • Responsible Department e. Other Funds • Current Formula • Current Rate The revenues include: • Method Received • Authorized Uses • Property Tax • Revenue History & Projections • Sales & Use Tax • Energy Sales & Use Franchise Tax Sources of information for the revenue sources include: • Telecommunications License Tax adopted budgets and related financial statements, • Transient Room Tax South Jordan City Code, Utah State Code, and the Utah • Cable Television Franchise Tax State Tax Commission. • Water Fund • Secondary Water Fund For complete fee schedules of funds within this section, • Sanitation Fund please see pages 173-190. • Recycling Fund • Mulligans • Fitness Center • Stormwater Fund • RDA • RDA Housing • CDA • CDBG • Fines & Forfeitures

City of South Jordan, Utah Tentative Budget FY 2020-2021

202 Revenue Source Detail General Fund Property Tax

Description in the Property Tax Comparison chart at the bottom of the page, South Jordan’s property tax rate is comparable to Property Tax is an Ad Valorem Tax levied against the tax- other cities in the Salt Lake County. able value of property. The rate is applied to the most recent taxable assessed value. Taxable assessed value equals Fund/Object total assessed value less allowable exemptions. Property Tax - Current: 100-400000 Property Tax is South Jordan City’s second largest source of revenue, accounting for approximately 23% of general fund Property Tax - Delinquent: 100-403000 revenue. Relevant factors in the preliminary property tax Property Tax - Green Belt: 100-404000 forecast include changes to the certified tax rate, property value appreciation, or depreciation, and new growth. Department

In order to understand property tax in Utah, it is Finance necessary to understand a section of Utah State law known as “truth in taxation”. The county is responsible for administering property taxes and each June it submits to the cities a certified tax rate, a rate that will generate the same amount of revenue as the previous year plus

any new growth. The certified tax rate does not provide Definition: for additional tax revenue due to increased valuation of existing property. If the city chooses to adopt a tax rate Ad valorem is Latin for “according higher than the certified rate, state law has very specific to value”. An ad valorem tax is requirements for newspaper advertisements and public assessed on real and personal hearings from which the name “truth in taxation” is property located within city limits, derived. based on the value of the property.

For FY 2019-2020, the City accepted the certified tax rate set by the county in order to maintain a stable balance of revenues and to compensate for the increased cost of 45% exempt on primary resident. providing service to South Jordan residents. As illustrated

Property Tax Comparison - Tax Year 2019

0.004500 0.004000 0.003500 0.003000 0.002500 0.002000 0.001500 0.001000 0.000500 0.003878 0.003472 0.001715 0.001456 0.001292 0.001235 0.001897 0.001783 0.001268 0.003995 0.003508 0.002853 0.002689 0.002490 0.002002 0.001999 0.001802 -

Comparative Rates Based on the Total Cost of Providing Municipal Services

Data Provided by Utah Tax Commission Municipal Rate UFA (.001746) Safety Enforcement

City of South Jordan, Utah Tentative Budget FY 2020-2021

203 Revenue Source Detail General Fund Property Tax

Current Formula Taxing Entity Allocation of Property Tax (rate as of Revenue Neutral 2019):

% Of Total Previous Year’s Budgeted Revenues Organization Mill Levy Current Year’s Adjusted Taxable Value Mosquito Abatement .11% less New Growth South Valley Sewer 2.29% Jordan Valley Water 3.13% Current Rate Central Utah Water 3.27% The current (FY 19-20) property tax rate in Salt Lake County Library 4.38% South Jordan is .001802. South Jordan City 14.71% Salt Lake County 17.62% Method Received Jordan School District 54.50% The Salt Lake County Treasurer distributes revenues to South Jordan City on a monthly basis.

Authorized Uses

General fund, unrestricted.

Collection History & Future Projections

Revenue Received Future Projections $15,000,000

$13,000,000

$11,000,000 $14,162,309 $13,487,913 $13,487,913 $12,845,631 $12,845,631

$9,000,000 $12,233,935 $11,666,813 $11,666,813 $11,168,502 $11,168,502 $9,952,928 $9,952,928 $9,494,177 $9,494,177

$7,000,000 $9,479,087 $8,950,318 $8,950,318

$5,000,000

$3,000,000

$1,000,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

City of South Jordan, Utah Tentative Budget FY 2020-2021

204 Revenue Source Detail General Fund Sales & Use Tax

Summary on each city’s population as a percentage of statewide population. Sales tax in SL County is a consumption tax imposed on the sale of goods and services purchased at the retail level. 4.85% State of Utah The tax is collected and remitted by businesses/retailers on a regular basis. 0.55% Mass Transit

Sales tax is the largest revenue source for the City of 0.50% Salt Lake County South Jordan, making up approximately 27% of the overall general fund revenues. Sales tax revenues are forecasted 0.25% Transportation Infrastructure utilizing existing collection trends, state budget forecasts, 0.10% Zoo, Arts, and Parks (ZAP) and other economic data which may influence the level of sales within the city. Food Tax Allocation Breakdown (3%)

Change in population is one factor that currently 1.75% State of Utah influences the distribution of sales tax revenue in South Jordan City. From the 2000 census to the 2010 census, 1% Local Option population growth in South Jordan (71%) far exceeded the population vs Utah State as a whole (29%). This population .25% County Option growth resulted in South Jordan receiving a larger amount of tax revenue, as the Utah State Tax Commission uses new Collection/Distribution population estimates to distribute sales tax revenue. Funds are collected and distributed by the Utah State Tax Commission on a monthly basis. Fund/Object

100-406000 Authorized Uses The City Council appropriates sales tax revenues to the Department general fund. Finance

Current Rate

As of April 1, 2019, the sales tax rate in South Jordan City is 7.25%.

As of January 1, 2014, the statewide grocery food sales tax rate is 3%. (This tax applies to all non-prepared food purchases)

Rate Breakdown

Sales Tax (7.25%)

1.00% local option*

*Of the local option tax collected (1%), 50% is distributed to the city. The remaining 50% is collected into a statewide pool and then allocated to each local jurisdiction based

City of South Jordan, Utah Tentative Budget FY 2020-2021

205 Revenue Source Detail General Fund Sales & Use Tax

Collection History & Future Projections

Revenue Received Future Projections $25,000,000

$20,000,000

$15,000,000 $20,930,262 $19,560,993 $19,560,993 $18,281,302 $18,281,302 $17,085,329 $17,085,329 $15,967,597 $15,967,597 $15,467,338 $15,467,338 $10,000,000 $15,207,236 $13,958,648 $13,958,648 $12,417,683 $12,417,683

$5,000,000 $10,909,154

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

Forecasted future growth is estimated using census data and information supplied by the City Commerce, Development Services, and Planning departments, the City Council, and various committees.

City of South Jordan, Utah Tentative Budget FY 2020-2021

206 Revenue Source Detail General Fund Energy Sales & Use Franchise Tax

Summary .

Franchise Fees are levied on the electric and gas utilities Method Received that operate within the City’s geographical boundaries, based on state statute. Energy Sales & Use tax has a The Electric and Natural Gas Utilities tax is remitted to the maximum allowable rate of 6%. Dominion Energy and city by Dominion Energy & Pacificorp on a monthly basis. Pacificorp as of July 1, 2018 will remit a monthly collection of 6%. Authorized Uses

Fund/Object General Fund, unrestricted.

100-408000

Department

Finance

Current Rate

As of FY 19-20, 6% of revenue earned in South Jordan goes to the City.

Collection History & Future Projections

Revenue Received Future Projections $4,500,000

$4,000,000 $4,438,555 $4,438,555

$3,500,000 $4,351,524 $4,266,200 $4,266,200 $4,182,549 $4,182,549 $4,080,536 $4,080,536 $3,981,011 $3,981,011 $3,000,000 $3,759,171 $3,759,171 $3,635,774 $3,635,774 $3,569,710 $3,569,710 $3,567,464 $3,567,464 $2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

City of South Jordan, Utah Tentative Budget FY 2020-2021

207 Revenue Source Detail General Fund Telecommunications License Tax

Summary Method Received

A business providing telecommunication services The Telecommunications Services Fee is distributed to the is required to have a Telecommunication Franchise City by the Utah State Tax Commission on a monthly basis. Agreement with the City. These agreements ensure the collection of the tax. Authorized Uses

Fund/Object General Fund, unrestricted.

100-409000

Department

Finance

Current Rate

As of FY 19-20, 3.5% of revenue earned from land line and cellular services in South Jordan goes to the City.

Collection History & Future Projections

Revenue Received Future Projections $800,000

$700,000 $769,570 $769,570 $740,082 $740,082 $600,000 $739,525 $689,443 $689,443 $658,638 $658,638 $645,724 $645,724 $633,834 $633,834 $633,063 $633,063

$500,000 $620,650 $608,480 $608,480

$400,000

$300,000

$200,000

$100,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

City of South Jordan, Utah Tentative Budget FY 2020-2021

208 Revenue Source Detail General Fund Transient Room Tax

Summary Department

Transient room Tax (TRT) is a tax imposed by a county, city Finance or town to rent temporary lodging for stays of less than 30 consecutive days at the following locations: Current Rate

Hotels As of FY 19-20, the current rate collected by South Jordan Motels City is 1%. Inns Trailer courts Method Received Campgrounds Tourist homes Revenues are collected by the Utah State Tax Commission Similar accommodations and distributed to the City on a monthly basis.

TRT is charged in addition to sales and other applicable Authorized Uses taxes. General Fund, unrestricted. Fund/Object

100-401101

Collection History & Future Projections

Revenue Received Future Projections $200,000

$180,000 $197,956 $197,956 $160,000 $188,530 $188,530 $179,552 $179,552

$140,000 $171,002 $162,859 $162,859

$120,000 $155,104

$100,000 $125,488 $125,488

$80,000

$60,000 $74,349 $74,349 $68,675 $68,675

$40,000 $65,290

$20,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

City of South Jordan, Utah Tentative Budget FY 2020-2021

209 Revenue Source Detail General Fund Cable Television Franchise Tax

Summary Method Received

Any entity in South Jordan providing cable television Comcast and Century Link collect and remit the 5% fee to services is subject to this tax. As of FY 19-20, the only two the city on a quarterly basis. entities that provide this service are Century Link and Comcast. Authorized Uses

Fund/Object General fund, unrestricted.

100-401100

Department

Finance

Current Rate

As of FY 19-20, the current rate is 5%.

Collection History & Future Projections

Revenue Received Future Projections $600,000

$500,000 $503,042 $503,042

$400,000 $493,179 $483,509 $483,509 $474,028 $474,028 $464,733 $464,733 $445,215 $445,215 $438,056 $438,056 $419,102 $419,102 $300,000 $370,625 $370,625 $330,652 $330,652 $200,000

$100,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

City of South Jordan, Utah Tentative Budget FY 2020-2021

210 Revenue Source Detail General Fund Fines & Forfeitures

Summary Authorized Uses

Fines and forfeitures primarily originate from the City General Fund, unrestricted. court, and include traffic school, small claims related fees, expungement, certified copies of documents, and records Fee Schedule fees. For the complete fee schedule, see pages 173-190. Department

Court

Fund/Object

100-100-440000

Method Received

Traffic citations and other fines & fees are paid by the individual and are collected by the municipal court.

Collection History & Future Projections

Revenue Received Future Projections 900,000

800,000 $867,748 $867,748 700,000 $810,548 $810,548

600,000

500,000 $601,668 $601,668 $582,999 $582,999 $581,829 $581,829 $571,256 $571,256 $565,600 $565,600 $564,374 $564,374 400,000 $560,000

300,000

200,000

100,000

- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23

City of South Jordan, Utah Tentative Budget FY 2020-2021

211 Revenue Source Detail General Fund Licenses & Permits

Summary Authorized Uses Licenses and permits are fees collected to provide the respective service. Licenses are collected for building General Fund, unrestricted. permits, sign permits, special events, and road cuts. License fees are collected for dog licenses, solid waste fees, Fund/Object and business licenses. 100-410000 - Building Permits Departments 100-411000 - Electrical, Plumbing, & Mechanical Permits Building, City Commerce, Administrative Services, 100-416000 - Fire Department Permits Engineering, Planning & Zoning, Animal Control, Finance 100-412000 - Business Licenses 100-413000 - Special Events Permits Current Rate 100-414000 - Road Cut Permits 100-415000 - Sign Permits Fees vary. For the complete fee schedule, see pages 173- 100-418000 - Dog Licenses 190. 100-417000 - Solid Waste License Fee

Method Received

Permit & License fees are collected by the City as permits are applied for.

Collection History & Future Projections

Revenue Received Future Projections 4,000,000

3,500,000

3,000,000 $3,843,135 $3,579,710 $3,579,710 $3,579,710 $3,558,024 $3,558,024 $3,541,380 $3,541,380 $3,524,813 $3,524,813 $3,481,021 $3,481,021 $3,466,181 $3,466,181 2,500,000 $2,947,781 $2,947,781 2,000,000

1,500,000

1,000,000

500,000

- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23

City of South Jordan, Utah Tentative Budget FY 2020-2021

212 Revenue Source Detail General Fund Charges for Services

Summary 100-433000 - Burial Fees 100-433100 - Plot Fees The city collects a variety of fees for services rendered. 100-433200 - Perpetual Care Examples of these include cemetery fees, ambulance fees, 100-430300 - Animal Control Impound Fee leases, and a variety of Development Services fees. 100-430200 - False Alarm Charges 100-433300 - Park Use Fees Departments Method Received Engineering, Building, Planning & Zoning, Finance, Fire Department, Cemetery, Animal Control, Police, Parks Collected by the City through various methods specific to the fund. Fund/Object Authorized Uses 100-431000 - Engineering Fees 100-431200 - After Hours Inspection Fees General Fund, unrestricted. 100-431300 - RMP Connection Fee 100-437050 - Miscellaneous Fees Fee Schedule 100-431700 - Zoning & Subdivision Fees 100-437030 - Maps & Publication Fees For the complete fee schedule, see pages 173-190. 100-437040 - Cell Tower Lease 100-430000 - Ambulance Fee 100-430100 - Ambulance Fee-Transport

Collection History & Future Projections

Revenue Received Future Projections 4,000,000

3,500,000

3,000,000 $3,705,279 $3,520,577 $3,520,577 $3,497,118 $3,497,118 $3,459,896 $3,459,896 $3,365,205 $3,365,205

2,500,000 $3,249,017 $3,000,031 $3,000,031 $2,959,477 $2,959,477 $2,952,319 $2,952,319 2,000,000

1,500,000

1,000,000

500,000

- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23

City of South Jordan, Utah Tentative Budget FY 2020-2021

213 Revenue Source Detail Water Fund

Summary Authorized Uses

The Water division provides safe and high quality water All collected funds are restricted to use within the Water with sufficient pressure and at flow rates that exceed state Fund. standards. This is accomplished through compliance, state standards sampling, system upgrades, quick response to Fund/Object resident concerns and system failures, and continuous monitoring of tanks and delivery points. 600-432100 Water Sales 600-432300 Water Meter Sets Primary Activities 600-432400 Hydrant Meter Rental 600-432500 Commercial & Landscape Meters • Proactive and reactive maintenance of 393.84 miles of 600-450000 Other Donations & eimbursementsR pipe, 20,854 water connections, and 3,832 fire hydrants. 600-450100 Finance Charges • Endure uninterrupted quality supply from all 600-450400 Interest Income connections. 600-450700 Water Share Lease • Water distribution and pressure management. 600-450800 Miscellaneous • Water system compliance with all applicable State and 600-471000 Sale of Capital Assets Federal laws and requirements. Fee Schedule Method Received For the complete fee schedule, see pages 173-190. Water Bills are sent out monthly and paid by the resident.

Revenue History

$20,500,000 $20,000,000 $19,500,000

$19,000,000 $20,439,762 $18,500,000 $19,778,978 $19,778,978

$18,000,000 $19,550,107 $17,500,000 $17,000,000 $18,189,587 $18,189,587 $16,500,000 $16,000,000 $17,320,253 $17,320,253 $15,500,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

214 Revenue Source Detail Secondary Water Fund

Summary Fund/Object

The Secondary Water division manages the delivery of 610-432200 Secondary Water Fees irrigation water to approximately 3,600 South Jordan 610-450400 Interest Income residential properties by a gravity and pumped distribution 610-450900 Other Miscellaneous system. Method Received Primary Activities Secondary Water Fees are billed with the monthly utility • Maintain water pipes from four canals in the City and bill and paid by the resident. ownership/maintenance responsibilities of the Beckstead Canal. Authorized Uses • Install distribution system improvements to improve reliability and quality of irrigation water. All collected funds are restricted for use within the • Maintain 3,600+ secondary water connections and Secondary Water Fund. 180.16 miles of secondary water piping. • Manage inventory of secondary water shares owned by Fee Schedule the City. For the complete fee schedule, see pages 173-190.

Revenue History

$860,000

$840,000

$820,000 $856,658

$800,000 $840,170

$780,000

$760,000 $802,873

$740,000

$720,000 $754,645 $754,645 $749,593 $749,593 $700,000

$680,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

215 Revenue Source Detail Sanitation Fund

Summary Fund/Object

The Sanitation division administers and manages solid 620-432600 Garbage Fees waste and refuse services. The City currently contracts 620-432620 Neighborhood Cleanup with Ace Recycling and Disposal for residential curbside 620-432630 Special Service Pickup garbage pickup. The Sanitation division provides residents 620-450900 Other Miscellaneous with 96-gallon containers for garbage services and is responsible for the delivery and repair of the 20,000 Method Received containers. Sanitation bills are sent out by monthly and paid by the Primary Activities resident.

• Residential curbside pickup of garbage material per- Authorized Uses formed by the city contractor. • Responsible for the delivery and repair of curbside gar- All collected funds are restricted for use within the bage containers. Sanitation Fund. • Manage and operate special services, including neighborhood dumpster program, special service Fee Schedule pickup, glass recycling, tree and leaf drop-off program, and other services. For the complete fee schedule, see pages 173-190. • Conducts the annual Spring Cleanup program.

Revenue History

$2,800,000

$2,700,000

$2,600,000 $2,785,798

$2,500,000 $2,643,300 $2,643,300

$2,400,000 $2,591,301

$2,300,000 $2,466,445 $2,466,445

$2,200,000 $2,351,705 $2,351,705

$2,100,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

216 Revenue Source Detail Recycling Fund

Summary Fund/Object

The recycling division administers and manages curbside 630-432600 Recycling Fees recycle pickup and additional recycle services. The City 630-450900 Other Miscellaneous maintains 17,000 residential co-mingle recycling cans. Method Received Primary Activities Recycling Bills are sent out monthly as part of the utility bill • Residential curbside recycle pickup performed by the and paid by the resident. City contractor. • Responsible for the delivery and repair of curbside gar- Authorized Uses bage containers. • Manage glass recycle program. All collected funds are restricted for use within the Recycling Fund.

Fee Schedule

For the complete fee schedule, see pages 173-190.

Revenue History

$1,200,000

$1,000,000

$800,000 $1,000,816 $1,000,816

$600,000 $846,522 $810,602 $810,602 $789,516 $789,516 $738,587 $738,587 $400,000

$200,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

217 Revenue Source Detail Mulligans Fund

Summary Fund/Object

Mulligans offers golfing and entertainment opportunities 640-435000 Instructor Fees for the entire family, including 2 nine-hole golf courses, a 640-435010 Driving Range driving range with 32 covered and heated stalls, 36 holes 640-435020 Greens Fees of miniature golf, and 8 batting cages. The facility also 640-435030 Miniature Golf hosts a snack bar, pro shop, a comprehensive junior golf 640-435040 Program Revenue program, and PGA instruction. 640-435050 Golf Cart Rental 640-435060 Batting Cages Primary Activities 640-435070 Food & Beverages 640-435080 Golf Shop Maintaining and operating: 640-435090 Rental Revenue • Two 9-hole golf courses. 640-450900 Other Miscellaneous • Driving range with 32 covered and heated stalls. • 36 holes of miniature golf. Method Received • Eight batting cages. All funds come from customer payments for services. Fee Schedule Authorized Uses For the complete fee schedule, see pages 173-190. All collected funds are restricted for use within Mulligans operations.

Revenue History

$1,400,000

$1,200,000

$1,000,000 $1,378,306 $1,283,971 $1,283,971 $1,274,602 $1,274,602 $1,259,143 $1,259,143 $800,000 $1,130,297 $1,130,297

$600,000

$400,000

$200,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

218 Revenue Source Detail Storm Water Fund

Summary Fund/Object

The Storm Water division is responsible for the 220-432000 Storm Water Fees maintenance, cleaning, and inspection of storm water 220-450400 Interest Income infrastructure within the City to ensure that it is working 220-450900 Other Miscellaneous properly during storm events. Method Received The Storm Water Division is also responsible for maintaining compliance with State and Federal permits. Storm Water bills are sent out monthly as part of the utility Some of the activities to maintain compliance include: bill and paid by the resident. public education and outreach programs, investigating and eliminating illegal discharges into the storm drain system, Authorized Uses monitoring and enforcing runoff, erosion control processes concerning construction activities, and minimizing adverse All collected funds are restricted for use within the Storm impacts on storm water quality after construction. Water Fund.

Primary Activities Fee Schedule

• Maintenance, cleaning, and inspection of storm water For the complete fee schedule, see pages 173-190. infrastructure. • Flood prevention • Maintaining compliance pertaining to UPDES.

Revenue History

$2,600,000

$2,550,000

$2,500,000

$2,450,000 $2,558,134

$2,400,000 $2,499,020 $2,499,020

$2,350,000 $2,471,976

$2,300,000

$2,250,000

$2,200,000 $2,326,835 $2,290,858 $2,290,858 $2,150,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

219 Revenue Source Detail Redevelopment Agency Fund

Summary Fund/Object

The Redevelopment Agency exists to encourage economic 200-401000-20000 - Prop Tax Increment-Project 1 development and improve designated areas of South 200-401000-20001 - Prop Tax Increment-Project 2 Jordan. The Redevelopment agency works with City staff to 200-401000-20002 - Prop Tax Increment-Project 3 maintain RDA, CDA, and EDA projects and areas. 200-401000-20003 - Prop Tax Increment-Project 5 200-401000-20004 - Prop Tax Increment-Project 6 Primary Activities 200-401000-20005 - Prop Tax Increment-Project 7 200-401000-20006 - Prop Tax Increment-Project 8 200-401000-20007 - Prop Tax Increment-Project 10 • Provides administration of the Redevelopment Agency 200-401000-20008 - Prop Tax Increment-Project 11 budgeting and accounting. 200-402000-20000 - Prop Tax Haircut-Project 1 • Works with participants and creation of new project 200-436060 - Administrative Fees-CDA areas when needed. 200-450400 - Interest Income • Economic Development Services: recruitment of new businesses, retention of existing businesses and expan- Method Received sion of existing businesses. RDA funds are remitted annually by Salt Lake County. Department Authorized Uses Redevelopment Agency RDA funds are restricted to use within statutory guidelines set by the State of Utah.

Revenue History

$5,400,000

$5,200,000 $5,384,382 $5,384,382 $5,000,000 $5,230,298 $5,230,298

$4,800,000 $5,117,661

$4,600,000 $4,745,113 $4,745,113

$4,400,000 $4,692,580

$4,200,000 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

220 Revenue Source Detail Redevelopment Agency Fund Housing

Summary the best estimates available and are based on current property values. Per state law, 20 percent of the tax The RDA Housing division invests obligatory funds toward increment generated by new economic or redevelopment improving housing within the City. Housing funds can be project ares must be used to encourage the development used for a variety of purposes, including but not limited to: of low income housing. Infrastructure, affordable housing projects, senior housing, interest rate buy-downs, and contributions to the Olene Fund/Object Walker or Pamela Atkinson Funds. 201-401000-20002 - Prop Tax Increment-Project 3 Primary Activities 201-401000-20003 - Prop Tax Increment-Project 5 201-401000-20005 - Prop Tax Increment-Project 7 • Administration of the Redevelopment Agency Housing 201-401000-20006 - Prop Tax Increment-Project 8 funds - budgeting, accounting and facilitating project 201-401000-20007 - Prop Tax Increment-Project 10 proposals for City Council coordination. 201-401000-20008 - Prop Tax Increment-Project 11 201-450400 - Interest Income Department Authorized Uses Redevelopment Agency RDA Housing funds are restricted for use within statutory guidelines set by the State of Utah. Method Received In 2018 the legislature approved the use of housing funds for its share of County homeless shelter expenditures. The City’s RDA housing budget is based on tax increment calculations submitted by the City to Salt Lake County in the prior year. Calculations submitted to the County are Revenue History

$1,600,000

$1,400,000

$1,200,000 $1,546,707 $1,546,707 $1,000,000 $1,351,585 $1,351,585 $1,265,845 $1,265,845 $1,195,523 $1,195,523 $800,000 $1,190,608

$600,000

$400,000

$200,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

221 Revenue Source Detail Redevelopment Agency Fund CDA

Summary Department

The South Jordan Community Development Area is part City Commerce of the City’s Redevelopment Agency efforts. Its primary purpose is to encourage economic development within the Fund/Object City by using tax increment financial tools. 202-401000-20009 - Prop Tax Increment-Project 12 CDA areas require specific interlocal agreements with 202-401000-20010 - Prop Tax Increment-Project 13 participating taxing agencies, and the CDA fund includes 202-450400 - Interest Income the following projects: #12 Commerce Park Method Received #13 South Station #14 Tim Dahle Nissan Salt Lake County distributes CDA funding on a regular #15 Riverton Chevrolet basis. Primary Activities • Provides administration of the CDA and the Authorized Uses Redevelopment Agency budgeting and accounting. • Economic Development Services - recruitment of CDA funds are restricted for use within state statute and new businesses, retention of existing businesses and authorized by the RDA Board. expansion of new businesses.

Revenue History

$8,000,000

$7,000,000

$6,000,000 $7,393,799 $7,393,799 $7,319,721 $7,319,721 $5,000,000 $7,120,655 $6,705,129 $6,705,129

$4,000,000 $6,053,859

$3,000,000

$2,000,000

$1,000,000

$- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

222 Revenue Source Detail Community Development Block Grant

Summary Method Received

The CDBG entitlement program allocates annual grants CDBG funds are reimbursed by HUD after funds are spent. to develop viable communities by providing affordable housing, a suitable living environment, and opportunities Authorized Uses to expand economic opportunities, principally for low and moderate-income persons. F u n d s a r e a u t h o r i z e d b y a n a n n u a l c o n t r a c t w i t h HUD based on a 5-year planning document. Primary Activities

• South Jordan’s program focuses its efforts on public services, neighborhood improvements, and Senior Center improvements.

Department

Development Services

Fund/Object

210-420400 - CDBG Revenue

Revenue History

$250,000

$200,000 $236,743 $236,743 $228,784 $228,784

$150,000 $181,748 $181,748

$100,000 $148,475 $148,475

$50,000 $49,255 $49,255 $- FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19

City of South Jordan, Utah Tentative Budget FY 2020-2021

223 The City is committed to maintaining and creating beautiful open spaces for residents to gather and enjoy together. • Improved spectator safety and experience at baseball fields. This includes improving walkways, concessions, restrooms, and installing safety netting. • Completed phase 1 of Highland Park. This includes 3 full-size soccer fields, a large playground, pavilion restrooms, and walking paths. • The City preserved more than 127 acres of open space by saving Glenmoor Golf Course.

Glenmoor Golf Course

City of South Jordan, Utah Tentative Budget FY 2020-2021

224 Glossary of Key Terms

Accrual Basis of Accounting – A method of accounting in which Bond – A written promise to pay a specified sum of money, revenues and expenditures are recognized at the time they are called the face value or principal, at a specified date or dates in incurred, as opposed to when cash is received or spent. the future, called the maturity date(s), together with periodic interest at a specified rate.

Ad Valorem Tax – Taxes levied on both real and personal property according to the property’s valuation and the tax rate. Bond Proceeds – Funds received from the sale or issuance of Also known as Property Tax. bonds.

Administrative Fees – Fees allocated to Special Revenue Funds Bond Rating –A methodology used to measure the fiscal health and Enterprise Funds to cover support costs incurred by General of the City. Generally, analyst firms such as Standard and Poor’s, Fund divisions. Moody’s Investor Service, and Fitch Ratings provide bond ratings to municipalities. Bonds rated AAA/Aaa are judged to be the best quality and carry the smallest degree of risk and, together Adopted Budget – The annual budget approved by the City with AA/Aa bonds, comprise high grade bonds. Ratings including Council that establishes the legal authority for the expenditure “++ or “1” designate the strongest bonds in the rating category. of funds in the fiscal year. Generally, highly rated bonds result in lower interest rates.

Allocation – The assignment of one or more items of cost or Bond Refinancing – The payoff and re-issuance of bonds to revenue to one or more segments of an organization according obtain better interest rates and/or bond conditions. to benefits received, responsibilities, or other logical measures of use. Bond Refunding – The redemption of a bond with proceeds received from issuing lower-cost debt obligations. Appropriation – Legal authorization granted by the City Council to make expenditures and incur obligations for specific purposes. Budget – A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the Assessed Valuation – A valuation set upon real estate or other proposed means of financing them. property by the Salt Lake County Assessor as a basis for levying property taxes. Budgetary Control – The control of management of a governmental unit or enterprise in accordance with an approved Audit – A review performed by an independent certified public budget for the purpose of keeping expenditures within the accountant to form an opinion regarding the legitimacy of limitations of authorized appropriations and available revenues. transactions and internal controls.

Building Authority Bonds - Bonds secured by specified asset. Balanced Budget – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. CAFR – (see Comprehensive Annual Financial Report).

Basis of Budgeting – The City’s budget is based on the modified Call Date - Date on which a bond can be redeemed before accrual basis of accounting for its governmental and proprietary maturity. Earliest date on which bonds can either be paid off or funds. (See modified accrual basis of accounting). refinanced.

City of South Jordan, Utah Tentative Budget FY 2020-2021

225 Capital Assets – Assets of significant value and having a useful Comprehensive Annual Financial Report (CAFR) – The audited life of several years. annual report of the City’s financial condition at the conclusion Capital Carryovers – Any unspent appropriation for capital of the fiscal year. projects that are authorized by City Council to be reappropriated in the following year. Consolidated Budget – City budget that includes all funds – governmental and proprietary. Capital Equipment - Equipment with an expected life of more than one year, such as automobiles, computers, and furniture. Consumer Price Index (CPI) – A statistical description of price levels provided by the United States Department of Labor. The Capital Improvement Program – An annual, updated plan change in this index from year to year is used to measure the of capital expenditures for public facilities and infrastructure cost of living and economic inflation. (buildings, streets, etc.), with estimated costs, sources of funding, and timing of work over a period of time. Contingency – An appropriation of funds to cover unforeseen expenditures which may occur during the budget year. Capital Outlay – Expenditures which result in the acquisition of capital assets. CPI – (see Consumer Price Index).

Capital Project – Projects involving the purchase or construction of capital assets. Debt Service – The payment of principal, interest, and service charges related to long-term debt.

Career Ladder Increases - Career ladders are pay increases within a job series conditioned on obtaining required service Debt Service Fund – A fund established to account for the experience and specified skills, training, and/or certification. accumulation of resources for, and the payment of, general long- They are typically used for jobs with critical or rapid learning term debt principal and interest. curves to bring entry level employees to full productivity. They also act to encourage retention with the City, by discouraging movement to other employers after the City has invested Deficit – An excess of expenditures or expenses over revenues. resources in training and certification. Existing career ladders correspond with similar career ladders in the City’s relevant job market. This year’s budget includes several new career ladders Department – A major administrative division of the City that which also correspond with the job market. indicates overall management responsibility for an operation or group of related operations within a functional area.

CDBG – (see Community Development Block Grant). Depreciation – Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of the Certified Tax Rate – The tax rate that would generate the same physical elements, inadequacy, and obsolescence. amount of revenue as the previous year plus any new growth.

Designated Fund Balance – The portion of a fund balance that CIP – (see Capital Improvement Program). has been set aside for a specific purpose by the City Council.

Community Development Block Grant (CDBG) – The Housing Division – A sub-section within a department that provides and Community Development Act of 1974 provides funds to specific services. cities and counties to develop urban communities and expand economic opportunities principally for low- and moderate- income persons. Encumbrances – Obligations or commitments in the form of purchase orders or contracts, the expenditure/expense of which has not yet occurred.

City of South Jordan, Utah Tentative Budget FY 2020-2021

226

Enterprise Fund – A fund established to account for operations General Fund – The primary fund of the City used to account that are financed and operated in a manner similar to private for all financial resources except those identified for special business enterprises – the services are predominantly self- purposes or required to be accounted for in another fund. supported by user fees and charges. Examples are water and sanitation. Generally Accepted Accounting Principles (GAAP) – Uniform minimum standards for financial accounting and recording. Expenditure – The actual spending of governmental funds set aside by an appropriation. Governmental Accounting Standards Board (GASB) – The group that develops standardized reporting for government entities. Expense – The actual spending of proprietary funds set aside by an appropriation. General Obligation Bonds – Bonds used for various purposes and repaid by the regular revenue raising powers of the City. Fiscal Year – The twelve-month period of time to which a budget applies. The City of South Jordan’s fiscal year is July 1 through June 30. Grant – Contributions, gifts, or assets from another government entity to be used or expended for a specified purpose, activity, or facility. Franchise Tax – A tax levied at the state level against businesses and partnerships chartered within that state. South Jordan charges a 6% franchise tax for electrical and natural gas utilities. Haircut Provision - Utah code related to redevelopment areas that allows portions of tax increment to be allocated and spent toward recreational purposes. FTE – (see Full Time Equivalent).

Impact Fees – Fees used to offset the additional burden on city Full Time Equivalent – The hourly equivalent of a full-time infrastructure caused by new development within the city. The employee. An FTE can be made up of either one full-time fees are collected and accounted for separately to be used for employee or two or more part-time employees whose total projects relating to the impact of the additional development. hours equal 2,080 per year.

Infrastructure – Facilities or assets on which the continuance and Fund – A fiscal or accounting entity with a self-balancing set of growth of a community depend, such as streets, waterlines, etc. accounts established for the purpose of carrying out specific activities in accordance with clearly defined restrictions and/or limitations. Interfund Transfers – Monies transferred from one fund to another to either finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. Fund Balance – The difference between a fund’s assets and its liabilities. Intergovernmental Revenue – Money collected by one level of government and distributed to another level of government. Funding Source - Source of money pledged to pay principal and interest. Long-term Debt – Debt with a maturity of more than one year after the date of issuance. GAAP – (see Generally Accepted Accounting Principles).

Maturity – The date on which the principal or stated values of GASB – (see Governmental Accounting Standards Board). investments or debt obligations are due and may be reclaimed.

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Merit/Wage Compression Increase - Typically government Reserve – A portion of a fund balance which has been legally employers recognize performance and increased experience segregated for a specific use and is, therefore, not available for with annual merit increase. Unlike most other government further appropriation or expenditure. employers, however, South Jordan has an open range, rather than a step plan. In a step plan, the annual percentage is preset. Resolution – A special order of the City Council that requires less In an open range it is not. City employees have not received legal formality and has a lower legal standing than an ordinance. merit increases during the economic downturn, although the number of employees has not grown in spite of population and service growth. Revenues – Sources of income such as taxes used to finance the operation of government.

Modified Accrual Basis of Accounting – A method of accounting in which revenues are recognized in the period in which they Revenue Bonds - Payable from specified revenues such as Sales become available and measurable and expenditures are Tax, User Fees. recognized at the time a liability is incurred.

Sales Tax – Tax imposed on the taxable sales of all final goods. Motor Vehicle Fee – Fee imposed on passenger cars, light trucks, South Jordan receives part of the 6.85% sales tax charged in Salt sport utility vehicles, vans, motorcycles, and recreational vehicles Lake County. and due at the time of registration.

Special Assessment – A tax on property owners who receive a Operating Expenditures – The cost for materials and equipment benefit not received by all other taxpayers. required for a department to perform its functions.

Special Improvement District (SID) – An area of the city where Operating Revenues – Funds received by the City as income to the property owners come together and vote on incurring the pay for ongoing operations. costs of making special improvements to the area (such as putting in custom streetlights). A special improvement district is created and a bond is issued to pay for the project. Then the Ordinance – A formal legislative enactment by the City Council. property owners within the district pay a special assessment in It has the full force and effect of law within City boundaries addition to their taxes in order to repay the bond. unless preempted by a higher form of law. An ordinance has a higher legal standing than a resolution. Special Revenue Fund – Fund used to account for specific revenue sources that are legally restricted to be spent for Property Tax – An ad valorem (according to value) tax based on specified purposes. Examples are storm drain and risk the fair market value of real property (land and buildings) and management. personal property (business equipment). Fair market value is determined by the county as of January 1 of each year. Tax Base – The total taxable value of property within the local government’s legal boundaries. RDA – (see Redevelopment Agency).

Tax Increment – Property tax that is collected as a result of Redevelopment Agency – A separate entity established to increased valuation within an RDA area. revitalize blighted and economically depressed areas of a community and to promote economic growth. Tax Rate – The amount of tax levied for each $100 of assessed valuation. Refunded - Refinanced to take advantage of lower interest rates.

Taxable Value – The assessed value of property less exemptions.

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Taxes – Compulsory charges levied by a government for the purpose of financing services for the common benefit of the people.

Transfers – Legally authorized intra-city transfers of appropriations from one City fund to another City fund. Revenues and expenditures are accounted for in both funds.

Truth in Taxation – Legal requirement for Utah cities to hold public hearings in the event the city chooses to adopt a tax rate higher than the certified tax rate.

Undesignated Fund Balance – A portion of a fund balance that has not been designated or reserved for any specific use

User Fees – The payment of a fee for direct receipt of a public service by the party benefiting from the service.

City of South Jordan, Utah Tentative Budget FY 2020-2021

229 City of South Jordan

1600 W. Towne Center Drive • South Jordan, UT 84095 Tel: (801) 254-3742 • Fax: (801) 253-5250 www.sjc.utah.gov RESOLUTION R2020 - 27

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ADOPTING A TENTATIVE BUDGET; MAKING APPROPRIATIONS FOR THE SUPPORT OF THE CITY OF SOUTH JORDAN FOR THE FISCAL YEAR COMMENCING JULY 1, 2020 AND ENDING JUNE 30, 2021.

WHEREAS, the South Jordan Budget Officer, as required by law, submitted to the South Jordan City Council a proposed budget (herein the “Tentative Budget”) for the fiscal year commencing July 1, 2020 and ending June 30, 2021; and

WHEREAS, the City Council has reviewed and considered the Tentative Budget; and

WHEREAS, it is the intent and desire of the City of South Jordan to comply with all applicable State and local laws regarding the adoption of the Tentative Budget; and

WHEREAS, the City Council finds that it is in the best interest of the citizens of South Jordan City to adopt a Tentative Budget for South Jordan City.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Tentative Budget Adoption. The amounts shown in Exhibit “A”, which is attached hereto and incorporated herein by reference, are hereby tentatively appropriated for the corporate purposes and objectives of the City of South Jordan for the fiscal year commencing July 1, 2020 and ending June 30, 2021 and are hereby adopted as the Tentative Budget of the City of South Jordan for the fiscal year 2020-2021.

SECTION 2. Further Action. In addition to the foregoing, the Budget Officer is hereby directed to implement any other necessary actions pertinent to the adoption of the Budget. Such actions may include, but are not necessarily limited to, notification, reporting, and publishing as required by and consistent with applicable law.

SECTION 3. Effective Date. This Resolution shall become effective immediately upon passage.

Resolution 2020 - 27 Page 1 of 2 APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS 21st DAY OF APRIL, 2020 BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey City Recorder

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Office of the City Attorney

Resolution 2020 - 27 Page 2 of 2

RDA RESOLUTION 2020 - 03

A RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF SOUTH JORDAN, UTAH, ADOPTING A TENTATIVE BUDGET FOR THE FISCAL YEAR 2020-21.

WHEREAS, the Redevelopment Agency Executive Director has prepared a tentative budget for the Redevelopment Agency for the fiscal year 2020-21; and

WHEREAS, the Redevelopment Agency Board of Directors has reviewed and considered said budget; and

WHEREAS, the Board of Directors hereby finds that it is in the best interest of the citizens of the City of South Jordan to adopt a Tentative Budget for the Redevelopment Agency.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE REDEVELOPMENT AGENCY OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Tentative Budget Adoption. That the attached document entitled Budget for Redevelopment Agency of the City of South Jordan and incorporated herein by reference is hereby adopted as the tentative budget of the Redevelopment Agency for the fiscal year 2020-21.

SECTION 2. Effective Date. This Resolution shall become effective immediately upon passage.

APPROVED BY THE CITY COUNCIL OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS 21ST DAY OF APRIL, 2020 BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Mayor: Attest: Dawn R. Ramsey Secretary

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Attorney for the Agency

RDA Resolution 2020-03 Page 1 of 1

MBA RESOLUTION 2020 - 01

A RESOLUTION OF THE MUNICIPAL BUILDING AUTHORITY OF THE CITY OF SOUTH JORDAN, UTAH, ADOPTING A TENTATIVE BUDGET FOR THE FISCAL YEAR 2020-21.

WHEREAS, the Municipal Building Authority Executive Director has prepared a tentative budget for the Municipal Building Authority for the fiscal year 2020-21; and

WHEREAS, the Municipal Building Authority Board of Directors has reviewed and considered said budget; and

WHEREAS, the Board of Directors hereby finds that it is in the best interest of the citizens of the City of South Jordan to adopt a Tentative Budget for the Municipal Building Authority.

NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE MUNICIPAL BUILDING AUTHORITY OF THE CITY OF SOUTH JORDAN, UTAH:

SECTION 1. Tentative Budget Adoption. That the attached document entitled Budget for Municipal Building Authority of the City of South Jordan and incorporated herein by reference is hereby adopted as the tentative budget of the Municipal Building Authority for the fiscal year 2020-21.

SECTION 2. Effective Date. This Resolution shall become effective immediately upon passage.

APPROVED BY THE MUNICIPAL BUILDING AUTHORITY OF THE CITY OF SOUTH JORDAN, UTAH, ON THIS 21ST DAY OF APRIL, 2020 BY THE FOLLOWING VOTE:

YES NO ABSTAIN ABSENT

Patrick Harris Bradley Marlor Donald Shelton Tamara Zander Jason McGuire

Chair: Attest: Dawn R. Ramsey Recorder

Approved as to form:

Ryan W. Loose (Apr 16, 2020) Attorney for the Authority

MBA Resolution 2020 - 01 Page 1 of 1

SOUTH JORDAN CITY CITY COUNCIL REPORT Council Meeting Date: 4/21/20

Issue: RESOLUTION R2020-22 – APPROVING THE 2020-2024 CONSOLIDATED PLAN AND FIRST YEAR ANNNUAL ACTION PLAN (2020-2021) AND AUTHORIZING THE CITY TO ENTER INTO ASSOCIATED GRANT AGREEMENTS FOR THE USE OF CDBG FUNDS

Presented By: Katie Olson, CDBG Coordinator Department: Finance Submitted By: Katie Olson, CDBG Coordinator

Staff Recommendation (Motion Ready)

Approve Resolution No. R2020-22, approving the 2020-2024 Consolidated Plan and First Year Annual Action Plan (2020-2021) for the use of CDBG funds and authorizing the City to enter into associated grant agreements.

Background

The Community Development Block Grant (CDBG) program is administered by the U.S. Department of Housing and Urban Development (HUD) to support the development of viable urban communities with the goals of providing decent housing, a suitable living environment, and expanded economic opportunities. Funds are allocated to projects by recipient communities on an annual basis according to an Annual Action Plan with the intent to meet needs and accomplish goals identified in a five-year strategic plan (Consolidated Plan). A Consolidated Plan addresses all HUD program funding (i.e. CDBG, HOME, ESG) to be received by a recipient (municipality, county, or state).

The City of South Jordan participates directly in the CDBG program as a grantee of funds and indirectly in the HOME program as a member of a local consortium. Salt Lake County is the lead agency for the HOME consortium and is responsible to report to HUD on the HOME program in their Consolidated Plan. As a member of the HOME consortium, HUD requires that the City update its Consolidated Plan in conjunction with the County. The City has prepared the 2020- 2024 Consolidated Plan and the 2020-2021 Annual Action Plan.

2020-2024 Consolidated Plan – Goal Summary

1  Increase access to affordable housing  Support COVID-19 response efforts, as needed

2020-2021 Annual Action Plan – Project & Funding Summary

 Public Services (15%) . Road Home: $5,000 . INN Between: $7,000 . South Valley Sanctuary: $7,200 . Legal Aid Society: $3,000 . Utah Community Action, Food Pantry: $5,000 . Utah Community Action, Case Management, $5,000 . Roseman University Oral Health, $3,000  Infrastructure Improvements . Daybreak Community Center ADA Parking, $6,000 . Ped. Crossing, Monica Ridge Way and Jordan Gateway, $15,000 . Ped. Crossing, Shields Lane and San Marino Apartments, $6,500 . Yorkshire Sidewalk and Pedestrian Crossing, $15,000 . ADA Ramp Upgrade, $127,844.69  Planning and Admin (19%) . Program Administration, $13,424 . Long-Range Planning Intern (Eligible Planning), $30,576

STAFF FINDINGS, CONCLUSIONS & RECOMMENDATION:

Findings  The City of South Jordan has previously been approved to be a grantee of CDBG funds.  Grantees are required to have a Consolidated Plan, which is a 5-year strategic plan, in place to guide the annual use of HUD programs (CDBG, HOME, ESG, HOPWA) funds.  Salt Lake County is the lead agency of the local consortium that administers HOME program funds. HUD requires that the City’s Consolidated Plan be submitted along with the Consortium.  The City has prepared a 2020-2024 Consolidated Plan, based on a needs assessment and market analysis that includes a strategic plan to address identified community needs.  A first-year Annual Action Plan (2020-2021 Annual Action Plan) that identifies projects and funding allocations for the 2020-2021 program year in accordance with the strategic plan of the 2020-2024 Consolidated Plan.  The 2020-2024 Consolidated Plan and 2020-2021 Annual Action Plan were prepared, as required, in HUD’s online template in the Integrated Disbursement & Information System (IDIS).  2020-2021 projects and allocation recommendations are based on evaluations of funding request applications by the Staff Working Group, the City’s CDBG committee. The process followed the City’s Citizen Participation Plan.

Conclusion  The 2020-2024 Consolidated Plan was prepared according to HUD requirements.

2  The 2020-2021 Annual Action Plan is consistent with the strategic plan of the 2020- 2024 Consolidated Plan, which will address community needs and benefit City residents.

Recommendation Based on the Findings and Conclusions listed above, Staff recommends that the City Council take public comments and approve Resolution R2020-22, approving the 2020-2024 Consolidated Plan and 2020-2021 Annual Action Plan for the use of use CDBG funds, unless facts are presented that contradict these findings or new facts are presented, either of which would warrant further investigation by Staff.

FISCAL IMPACT

It is anticipated that the City will receive approximately $1,100,000 in CDBG funds during the term of the proposed Consolidated Plan, and $235,190 during the 2020-2024 program year.

ALTERNATIVES  Approve the resolution.  Approve the resolution with modifications.  Deny the resolution  Schedule the decision for a future date

SUPPORT MATERIALS  Resolution No. R2020-22

City Council Action Requested: 04/15/2020 Sunil Naidu Date Chief Financial Officer/ Budget Officer